HomeMy WebLinkAboutMemo - Mail Packet - 4/5/2016 - Memorandum From Mike Beckstead Re: 2016 Strategic Plan Revisions2016 Strategic Plan_Version XI March 31, 2016
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Attachment A
2016 Strategic Plan
City of Fort Collins
March 31, 2016 Draft
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Letter from the City Manager
It is my pleasure to present the 2016 City of Fort Collins Strategic Plan. This plan is our
roadmap to achieve the City's vision of providing world-class municipal service through
operational excellence and a culture of innovation. It clearly identifies objectives that
support the City's seven key outcome areas: Neighborhood Livability and Social Health,
Culture and Recreation, Economic Health, Environmental Health, Safe Community,
Transportation, and High Performing Government.
This plan reflects the priorities and values of Fort Collins residents, businesses and
community partners as identified through the Citizen Survey, focus groups and
community engagement efforts. In turn, the plan directly influences the City's biennial
budget development process, as well as our daily operations as we continually strive to
improve the services we provide.
I sincerely appreciate every community member who provided their time and input to
the process, the Mayor and Council for their leadership, and City staff for their hard
work and commitment to Fort Collins.
Sincerely,
Darin Atteberry
City Manager
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2016 Strategic Plan Table of Contents
Page
I. Introduction 4
II. Summary Matrix of Strategic Objectives 8
1. Strategic Outcome – Neighborhood Livability & Social Health 11
2. Strategic Outcome – Culture & Recreation 15
3. Strategic Outcome – Economic Health 18
4. Strategic Outcome – Environmental Health 22
5. Strategic Outcome – Safe Community 26
6. Strategic Outcome – Transportation 29
7. Strategic Outcome – High Performing Government 32
III. Performance Metrics 36
IV. Long-Term Financial Plan 44
V. Appendix
A. Strategy Maps 47
B. Strategic Objectives Linkage Across Outcomes 53
C. Glossary of Terms 57
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Introduction
The City of Fort Collins is a full-service municipal organization operating under a home
rule, Council-Manager form of government. Various national organizations and
magazines recognize Fort Collins as one of the best places to live in the nation. Sixty
miles north of Denver, Fort Collins is home to Colorado State University (CSU), with
32,000 students, several large high-tech employers, and leading businesses in the
microbrew industry. The community includes 43 natural areas, a variety of cultural
amenities, and is renowned for its bike-friendly, small-town feel. has access to outdoor
activities and local cultural amenities, and is renowned for its bike-friendly, small-town
feel.
With a median age of 29 and a median family income of more than $76,341 in 2012,
residents are well educated, engaged in their community and passionate about their
area amenities. The high quality of life enjoyed by residents, businesses and visitors is
a result of the community’s focus on the environment, enthusiasm for health and the
outdoors, a strong educational system, extensive park and open space systems, and a
flourishing Downtown district. At the same time, 19 percent of the Fort Collins
population is at or below the poverty line and housing is considered expensive. There is
also less diversity than the national average with only 11 percent of the community
identifying themselves as an ethniticity other than white.
Fort Collins has experienced rapid growth throughout the past 50 years, growing from
approximately 25,000 residents in 1960 to 158,600 today. During that time, the City
purposefully established a Growth Management Area (GMA) boundary with neighboring
communities in order to maintain the local identity and avoid merging communities.
Over the past 25 years, the City has acquired open space and conservation easements
to create community separator open spaces to support that effort. It is estimated the
City will be fully built out within the GMA by 2030, with approximately 255,000 residents.
The City’s revenue comes from sales and use tax, property tax, fees and grants.
Seventy-three percent of the General Fund is supported by sales, use and property tax.
The City weathered the most recent economic slowdown with fairly stable revenues.It
has a healthy fund balance position and limited debt. As a result, the City received an
Aaa credit rating from Moody’s Investors Service in 2012. Voters have demonstrated a
willingness to support critical City services by renewing expiring taxes and adding the
Keep Fort Collins Great 0.85 percent sales tax in 2010. The City is actively working to
diversify revenue, broaden the City’s revenue sources, create a more sustainable
revenue base and reduce the City’s dependency on Sales Tax.
The City provides a full range of services, including:
Police
Fire Protection through a local authority
Streets, Transportation and Transit infrastructure
Parks, Recreation, Natural Areas and Cultural facilities
Planning, Engineering and Community services
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Sustainability Services – Economic Health, Environmental Services and Social
Sustainability
Utilities – Electric, Water, Wastewater and Stormwater
Support Services – Leadership, Human Resources, Information Technology,
Communication, Financial Services, City Clerk’s Office, Facilities and Fleet Services,
and Legal and Judicial Services
Vision, Mission & Values
Vision:
To Provide World-Class Municipal Services through Operational Excellence and a
Culture of Innovation
Mission:
Exceptional Service for an Exceptional Community
Values:
Outstanding Service - Innovation & Creativity - Respect - Integrity - Initiative
Collaboration & Teamwork - Stewardship
The City of Fort Collins is an organization committed to high quality public service and is
a nationally recognized leader in the use of leading-edge management practices. As a
best practice, the City focuses on data-driven decision-making, long-term effects, and
continuous improvement. In 2005, the City adopted the Budgeting for Outcomes (BFO)
process to improve transparency and ensure resources are focused on community
priorities.
The City of Fort Collins aspires to provide world-class services to the community while
cultivating an outstanding organizational culture for its employees. In order to achieve
this vision, both internal and external services are data-driven and implemented
according to organizational values. The City develops resiliency and sustainability
through organization-wide systems and processes that ensure consistent employee
work practices and alignment across service areas. The City places a high value on
citizen input and strives to include them as fellow problem solvers whenever possible.
Residents can not only expect to receive exceptional service, but also to have the
opportunity to engage with decision-makers, provide input regarding the way City
resources are allocated, and have access to government information in a timely and
transparent manner.
Economic, Environmental & Social Factors
The City of Fort Collins uses a Sustainability Assessment framework to evaluate the
“triple bottom line” implications of municipal decisions, as appropriate. The framework
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assesses the economic, environmental and social factors of each decision, thereby
increasing awareness and often revealing ways that decisions can mitigate negative
impacts and improve overall outcomes. This process creates a “healthy tension” and
balance to City decisions, ensures one aspect of the triple bottom line does not
dominate the decision-making process and reduces impacts when trade-offs are
unavoidable.
Economic Factors include the fiscal health of the community, diverse job creation, talent
management and creating an innovative and entrepreneurial atmosphere where
businesses that align with community values thrive.
Environmental Factors include water, land and air stewardship, such as watershed and
water conservation. Other factors include the Poudre River health and ecosystem
protection, and reducing our air emissions and carbon footprint through energy policies,
compact development, greening the built environment, efficient transportation options
and waste reduction programs.
Social Factors include a high quality, safe community with equal access to services;
strong, connected neighborhoods; and high quality amenities including cultural,
recreational, open space and transportation options. The engagement of arts, culture
and access to nature is a key element in creating a welcoming and healthy
atmosphehere.
Common factors include strong partnerships and commitment to a high quality of life.
The City embraces a wide variety of partnerships (e.g., other government agencies,
non-profits, educational institutions and private entities). These partnerships are local,
regional, national and international. Strong and effective partnerships are important in
achieving our strategic objectives.
Guiding Themes & Principles
The City of Fort Collins continuously improves seven Key Outcome Areas:
Neighborhood Livability and Social Health, Culture and Recreation, Economic Health,
Environmental Health, Safety, Transportation and High Performing Government. The
City budget is divided among these seven areas, and revenue is allocated to support
policies and initiatives that drive improvement in outcomes. Each Outcome Area
includes several more specific attributes, referred to as objectives, that define different
focus areas. While each Outcome Area has unique defining characteristics, City
investment in a single objective regularly impacts more than one outcome. The City
recognizes that Outcome Areas are interdependent and interconnected. Appendix B
shows the impact each Strategic Objective has across all seven Key Outcomes.
Major themes and areas of focus within the Strategic Plan, identified through Citizen
Surveys or as a Council Priority, include:
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1. Climate Action Planning – Identifying and implementing initiatives that achieve the
City’s Climate and Zero Waste goals while maintaining economic vitality and social
health
2. Vibrancy – Maintaining the City’s “Sense of Place”and the vibrancy of our
Downtown and commercial districts
3. Housing Affordability – Working with partners to ensure access for all to quality
housing that is affordable for them and meets their needs
4. Traffic & Trains – Finding solutions to increasing congestion, improving the safety
and accessibility of pedestrian and bicycle modes of transportion, and reducing the
impact of train delays at major intersections
Strategic Advantages and Challenges
In addition to the major themes described above, staff has identified strategic
advantages and challenges. Advantages are those strengths and attributes that will
enable the City to achieve the Strategic Objectives described later in this document.
Challenges reflect those attributes that could impair the City’s ability to achieve the
Strategic Objectives. Each of the challenges described below are reflected in one or
more Strategic Objective so that the challenges will be addressed by staff in future
budget proposals.
Advantages:
1. A supportive and engaged community
2. A culture of excellence and of continuous improvement driven by the City’s Vision,
Mission and Values
3. Engaged and committed employees with a strong focus on customer service
4. Collaborative local partners, such as Poudre School District, CSU, local service
providers and primary employers
5. National recognition for the local quality of life
6. Municipal ownership of four essential Utilities – Light & Power, Water, Wastewater
and Stormwater
7. Strong revenue and City balance sheet, and diverse local economy
Challenges:
1. Expiring revenue stream
2. Attracting, retaining and developing high quality employees
3. Balancing competing citizen desires and changing customer expectations
4. Transitioning from a large town to a small city, including housing that is affordable,
as well as transportation and traffic issues
5. Embracing and cultivating diversity and inclusivity
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Neighborhood Livability and Social Health
Fort Collins provides a high quality built environment, supports
quality, diverse neighborhoods, and fosters the social health of
citizens.
Fort Collins is a healthy and vibrant community that he City is currently transitioning
from a large town to a small city, with a small-town feel. As this transition occurs, our
goal is to create a walkable city where people want to live, work and play. The City is
committed to creating a desirable urban environment that recognizes the importance of
the form of the environment (e.g., community architecture, historic preservation and
pedestrian-oriented environments) while creating a safe, beautiful and friendly
experience for all residents and visitors.
Development and growth are focused within the community’s designated Growth
Management Area to protect natural resources and the regional landscape, encourage
infill and redevelopment, and maximize the efficient use of public infrastructure. The City
recognizes our existing neighborhoods and actively seeks to preserve and support their
vibrancy while continuously improving communication avenues. As the City grows and
redevelops, our vision is an overall average increase in density that fosters efficient land
use; supports a mix of housing types integrated with activity centers and diverse
businesses; increases the safety and efficiency of public utilities, streets, facilities and
services; and accommodates multiple modes of travel (including vehicle, bus, bike and
pedestrian). Alternative transportation modes and access to key health and human
service facilities are a priority.
The aesthetics of urban form, connectivity and nature are used to create an attractive
design. Land uses are brought together in a development pattern designed to create a
pleasant environment for walking and bicycling, as well as automobile and transit travel.
Distinctive, attractive and functional building and streetscape design, thoughtfully
preserving valuable historic resources, and incorporating public art are key parts of
community livability.
A wide variety of housing types, including single-family, duplexes, townhomes,
apartments, mobile homes, and condos/lofts, are offered so that people from all income
levels may have choices for safe, affordable and quality housing in various
neighborhoods throughout the community. Improving walkability and connectivity across
all neighborhoods is also a priority.
Neighborhood Livability and Social Health also addresses challenges related to leading
active lifestyles, and the accessibility of health and human service facilities for all
segments of the community. Neighborhood Livability and Social Health is related to
human well-being and wellness, and to opportunities for residents to work together, to
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be self-sufficient, and to live, work and travel within the community. It also supports local
food production to improve the availability and accessibility of healthy foods.
Neighborhood Livability and Social Health includes:
A compact pattern of development within a well-defined community boundary
Adequate and safe public facilities, services and infrastructure to serve existing
development and new growth
Interconnected neighborhoods and ways to accommodate multiple means of travel
Opportunities for redevelopment, revitalization and growth in targeted areas
Cohesive, distinct, vibrant, safe and attractive neighborhoods
Vital and appealing transit-oriented activity centers and destinations throughout the
city
Quality, accessible and affordable housing options for all household types and
income levels
Preservation and enhancement of historic resources
Visible and accessible nature in the city with an interconnected system of open lands
Opportunities to lead active and healthy lifestyles
Access to healthy, locally grown or produced food
Addressing the impact of increasing poverty and homelessness
A welcoming, inclusive community where all residents and visitors feel valued, safe,
and connected
Equal access to City services, amenities, and information for all neighborhoods
Definition & Descriptions
1.1 Improve access to a broad range of quality housing that is safe, accessible
and affordable.
In 2013 and 2015, residents identified housing affordability as a high priority
during community outreach sessions. In the 2015 Citizen Survey, Fort Collins
ranked 15
th
out of 17 jurisdictions surveyed for “availability of affordable quality
housing.”
The current rental market, with vacancy rates of less than 3 percent, is making
it difficult for low-income residents to live and work within Fort Collins.
Focus should be on creating opportunities for ownership and access to
affordable rental units for all impacted residents. In addition, housing strategies
should consider the needs of a growing homeless population.
Focus should also include creating a broader range of housing options and
working to improve regulatory and supply issues.
Housing - A Place to Call Home is one of four themes in the Social
Sustainability Strategic Plan that addresses opportunities to increase affordable
ownership and supply of affordable rental housing.
1.2 Leverage and improve collaboration with other agencies to address
homelessness, poverty issues and other high priority human service needs.
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Multiple public and private organizations work to address and improve social,
environmental and economic issues within the community and the region.
Collaboration and partnering can improve the overall effectiveness of programs
through the synergy of joint efforts, eliminating redundancy and identifying
underserved areas.
Support equal access to services and seek to avoid negative impact for all
people regardless of age, economic status, ability, national origin,
race/ethnicity, gender, relationship status, religion or sexual orientation.
1.3 Promote a more inclusive and equitable community that embraces and
celebrates diversity.
The community and the City organization are growing increasingly more
diverse in areas of age, ethnicity and culture.
Support and promote events and programs that recognize, celebrate and
inform on matters of social and cultural diversity.
Establish methods of communication that consider barriers such as access to
technology, language, and literacy.
Support and promote efforts to increase diversity in hiring and public outreach
to acknowledge, reflect and account for changing community demographics
Support and promote collaborative partnerships among community groups to
create education and awareness programs that can help celebrate and
acknowledge differences while bringing people together to maintain a strong
sense of community.
1.4 Protect and preserve the City’s quality of life and neighborhoods.
Fort Collins enjoys a unique appeal based on our open spaces, access to
mountains, parks and trail systems, a high quality school system, and our
individual identity separate from neighboring communities. Fort Collins is
perceived as the destination of choice in Northern Colorado for entertainment
and dining, and is a major shopping destination in the region.
Promote Nature in the City programs to enhance green spaces and increase
the integration of natural habitat with urban spaces.
Expand, enhance and conserve City open space lands and the trail network.
Maintain the positive and unique character of the community while transitioning
from a large town to a small city with careful planning and compromise.
Enhance Downtown character and lead appropriate redevelopment of Midtown.
Focus also on placement of neighborhoods and their proximity to schools, child
care, grocery stores, recreation opportunities and public transportation.
1.5 Guide development compatible with community expectations through
appropriate planning, annexation, land use, historical preservation and
development review processes.
CSU is growing significantly and plans $1.5B of construction and an expected
student population of 35,000 over the next decade.
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The character of many neighborhoods is changing as student housing expands,
higher density development occurs and the desires of a diverse population
change.
Fort Collins’ population is expected to grow by 50 percent over the next 20
years, and the City currently has more than $2B of significant construction
projects in process.
Partnerships are needed with CSU to assess impacts and collaboratively align
efforts.
Improve processes to effectively manage growth consistent with City plans and
goals while maintaining the quality of development reviews.
Emphasis should be placed on preserving the iconic and architechural
elements of our neighborhoods.
1.6 Improve neighborhood parking and traffic issues.
Continue developing and implementing a neighborhood parking permit program
to provide residents with on-street parking availability.
Decrease non-neighborhood generated traffic.
Address impact of Transit Oriented Development (TOD) on residents and
businesses.
Encourage attractive, pedestrian-friendly urban design.
Promote transportation choices to reduce traffic in residential neighborhoods.
1.7 Maintain and enhance attractive neighborhoods through City services,
innovative enforcement techniques and voluntary compliance with City
codes and regulations.
Establish proactive, innovative and effective code enforcement processes.
Expand and maintain safe parks and open spaces, and implement Safe
Routes to Everywhere.
Ensure that all neighborhoods have safe and well-maintained sidewalks so all
residents can safely walk or bike to parks, schools and playgrounds.
Partner with public health, law enforcement, planners and civic groups to
improve neighborhood safety, clean up litter and graffiti, and prevent vandalism
so neighborhoods are and feel safe and clean for the enjoyment of all.
Increase policing in high crime areas, pedestrian walkways and parks, and
implement alternative policing strategies, such as neighborhood watch groups.
1.8 Foster positive and respectful neighbor relationships and open
communication, as well as provide and support conflict resolution.
Build community by supporting local events, programs, projects and education
opportunities, and exploring public-private partnerships.
Encourage open communication, community engagement, and the formation of
strong neighborhood ties though inclusivity, respect and volunteerism.
Provide tools to resolve conflict, repair harm and strengthen relationships.
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Culture & Recreation
Fort Collins provides diverse cultural and recreational amenities.
Cultural and recreational opportunities are elemental to Fort Collins’ sense of place and
help create a desirable community in which to live and play. Residents consistently
place a high value on these programs and services, believing the City should continue
its strong investment in these amenities. The City’s park and trail systems are also
highly valued and heavily used. The planned buildout of the trail system is a high priority
for residents and will create further connectivity across Fort Collins and regionally.
Cultural and recreational facilities and programming allow our residents opportunities to
lead enriched and healthy lives, and support overall community wellness. Arts and
culture are enjoyed by residents and visitors alike.. Similarly, parks and trails provide
beautiful public spaces that foster physical activity and create opportunities for
creativity, reflection and leisure. The quality of our parks, trails, and arts, culture and
recreation programs and opportunities create a sense of pride among residents, while
also drawing visitors and revenue into the City.
In many respects, our parks, trails, recreational programs and cultural services define,
and will continue to define, who we are as a community. These amenities have a direct
link to Economic Health. Environmental Health is also improved through parks and trails
providing access to nature, including the Poudre River, and surrounding wildlife habitat.
The City values stewardship of these resources.
Providing diverse Culture and Recreation amenities includes:
Ensuring the legacy of Fort Collins’ parks, trails, and cultural and recreational
facilities for future generations
Providing a wide variety of high quality recreation services and cultural opportunities
Creating an interconnected regional and local trail network of parks and accessible
recreational facilities
Continuing a strong focus on exceptional stewardship and ecologically sound and
sustainable operations
Definition & Descriptions
2.1 Improve the community’s sense of place with a high value on natural areas,
culture, recreation and park systems.
The City provides multiple high quality and diverse opportunities for culture and
recreation through various trails and lands, facilities, programs and
infrastructure.
Place priority on maintaining and repairing our infrastructure of parks,
recreation centers, trails and cultural facilities.
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Enhance and expand infrastructure to support a growing population and
demand for services.
Provide innovative, creative and interactive features in parks and cultural and
recreational facilities.
Improve access to various competitive sports needs through regional
partnerships.
2.2 Improve low and moderate income citizen access to, and participation in,
City programs and facilities.
Ensure low income residents who cannot afford public or private alternatives
have access to recreation and program opportunities.
Serve diverse customer needs and ensure convenient and affordable access
for all residents.
Develop incentive and support pricing structures that allow participation in
programs and facilities by loe and moderate income citizens.
2.3 Promote health and wellness within the community and provide sustainable
access to nature.
Fort Collins enjoys a unique appeal due to our open spaces, access to
mountains, parks and trail systems, high quality school system, and an
individual identity separate from neighboring communities.
Expand and enhance City open space lands and the trail network to increase
access to nature. Focus on maintaining the City’s trees and promoting
community gardens and local food production.
2.4 Develop effective marketing and pricing strategies and programs that drive
value, attendance and cost recovery.
Maintain focus on diverse programs and opportunities while evaluating and
adapting to community desires.
Evaluate program attendance and develop marketing programs to achieve a
high degree of participation in all programs offered.
Continue to improve self-sufficiency by assessing and adjusting fee structures
based on demand, alternatives and affordability.
2.5 Plan, design and implement improvements to the citywide trail system.
Trails have been identified by residents as one of the highest priority amenities
provided by the City.
Explore alternatives that accelerate the trail system completion, taking into
consideration right-of-way acquisition, easements and other public
infrastructure challenges.
2.6 Develop a clear strategic description of the City’s role in culture and arts
while leveraging partnerships with other community organizations.
Through the Lincoln Center, Gardens on Spring Creek, Museum of Discovery
and other cultural services, the City provides programs and services to the
community beyond traditional parks and recreation centers.
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Continue to grow and expand cultural amenities and services in a thoughtful
manner.
Continue to support and promote the visual and performing arts and encourage
cultural development and participation, recognizing that artistic and cultural
opportunities are essential to a vibrant and creative community.
Explore the role of cable communications and partnerships with the local public
access television provider to foster arts and cultural opportunities.
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Economic Health
Fort Collins promotes a healthy, sustainable economy reflecting
community values.
The City plays a critical role in shaping quality of life, creating a sense of place and
providing fiscal stability for the community. Defining “sense of place” requires
acknowledging various perspectives from across the spectrum of the Fort Collins
community. Priorities for sustaining economic health are: maintaining the City’s role as a
regional economic center, continuing collaboration with CSU and other regional
participants, and supporting cultural amenities. A sustainable economy exists when
residents can find employment and can afford housing that allows them to live in the
community; businesses are able and encouraged to start, remain and expand in the
community; and everyone can expect quality City services and sustainable, attractive
infrastructure. Economic Health depends on a safe community.
The City’s approach to Economic Health is one of “place-making” (a decision-making
approach intended to preserve and enhance a vibrant community by optimizing its
economy, environment and social values). The City develops progams that create an
atmosphere where businesses thrive. Economic development efforts center on
established Targeted Industry Clusters including Clean Energy, Water Innovation,
Bioscience, Technology, Uniquely Fort Collins, Local Food, Advanced Manufacturing,
and Healthcare. In addition, the City and businesses prosper when a skilled workforce
meets the needs of local employers, and fruitful partnerships are created with other
economic development organizations. The Loveland/Fort Collins Airport is an important
community asset that can enhance the economic activity within the community.
New opportunities and challenges exist related to adequate technological infrastructure
designed to support a knowledge-based economy and employment competition.
Numerous prospects are emerging for redevelopment and infill. Priorities include efforts
to foster entrepreneurship, grow and attract primary employers, remain a retirement and
tourism destination, and support and strengthen existing businesses.
A healthy and resilient economy includes:
Diverse jobs that enable citizens and businesses to thrive
A reflection of our unique community in a changing world
Innovative and entrepreneurial atmosphere that builds new and creative industries
Strong partnership and collaboration with the private sector, educational institutions
and other organizations
Comprehensive quality infrastructure that supports businesses
Balance between the built and natural environment
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Definition & Descriptions
3.1 Improve effectiveness of economic health initiatives through collaboration
with regional partners.
The region enjoys the efforts of multiple organizations working to improve
economic conditions including CSU, Rocky Mountain Innosphere (RMI),
Northern Colorado Economic Alliance (NCEA) and various cluster
organizations.
Develop and implement a unified strategy to define the roles, overlap, synergy
and approach to improve workforce training, attraction and retention, technical
and vocational opportunities, and market the various programs and initiatives
deployed by all groups.
Collaboration should include regional and global partners.
3.2 Enhance employment opportunities through business retention, expansion,
incubation and attraction.
Evaluate and develop policies, programs and tools that support the City’s
Economic Strategy and community values.
Develop programs and opportunities that support livable wages that allow
citizens to live and work within the community.
Retention: Provide services that enable continued success such as peer and
partner connections, training support.
Expansion: Services that support business expansion such as real estate
identification and training support.
Incubation: Encourage the formation of new businesses by partnering with
organizations such as Small Business Development Center and Rocky
Mountain Innosphere.
Attraction: Aid businesses considering relocation via real estate indentification
and promoting the benefits of the community.
3.3 Support workforce development and provide community amenities that
support citizens and employers within the city.
Primary and secondary employers are increasingly challenged to find and
attract skilled workers in technical and vocational areas of manufacturing and
healthcare sectors.
Support, encourage and develop programs and policies that promote training
opportunities.
Develop programs and policies that foster partnerships with regional and state
workforce development organizations.
3.4 Provide transparent, predictable and efficient processes for citizens and
businesses interacting with the City.
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Fort Collins touches businesses from start to finish. Being efficient, clear and
transparent with those navigating our processes helps build stronger
relationships and enhances our reputation as a place to do business.
Maintain and improve systematic processes to encourage business retention,
expansion and creation.
3.5 Foster sustainable infill and redevelopment.
Buildout within the City’s development boundaries is expected over the next 20
to 30 years. Growth will be denser and taller than historical norms and
additional infrastructure will be needed to support remaining open field
development.
Develop and promote policies and practices that are consistent with climate
action goals and strategies.
Develop and promote policies and practices that bridge the tensions inherent
with infill development.
Preserve and enhance the features of Fort Collins that make it unique.
3.6 Enhance the economic vitality of our community.
Partner with the Downtown Development Authority (DDA) to continue progress.
Develop programs and opportunities that focus on Mid-Town and and other
activity centers throughout the city.
Support and enhance the economic vitality of business districts in a way that
balances the needs of businesses, visitors, customers and residents.
Continue to create and maintain a parking system that meets the needs and
expectations of residents, visitors and businesses.
Increase public access to convenient parking for people of all abilities.
Provide parking at key locations to maximize effectiveness of integrated transit,
bicycle and pedestrian solutions.
3.7 Sustain high water quality to support the community and water-dependent
businesses.
Residents appreciate the reliable, high quality water for home use, recreation
and City services.
Protect our high tech and microbrew industries which require a high quality and
reliable water resource.
Maintain and develop initiatives and programs to protect watersheds and
resources to ensure long-term water availability at competitive rates.
3.8 Maintain electric utility systems, services, infrastructure integrity and stable,
competitive rates.
The City’s low energy costs and high reliability, due to the underground system,
provides an advantage in attracting and retaining energy-intensive industries.
Maintaining this cost advantage is important to retaining existing primary
employers within the city.
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Maintain competitive rate structures for utility customers that are consistent with
environmental goals.
Design and maintain an electricity distribution infrastructure to facilitate a
diverse, efficient, economical, reliable, clean and secure transition to higher
levels of renewable energy sources.
3.9 Encourage the development of reliable, high speed internet services
throughout the community.
Develop the capability to provide high-speed broadband services thoughout the
community as they support economic vitality, quality of life and governmental
operations.
Develop programs that leverage connectivity and facilitate Smart City goals.
3.10 Identify strategies to reduce train horn noise
Businesses and residents in proximity of the Mason Corridor are negatively
impacted by train horn noise.
Work with the Federal Railroad Administration to identify cost effective
solutions.
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Environmental Health
Fort Collins promotes, protects and enhances a healthy and
sustainable environment.
For decades, the City of Fort Collins has led the way in innovative and sustainable
environmental programs, such as watershed stewardship, water conservation, low
impact development stormwater management, and energy policies. Additional
examples include the open lands program, Poudre River restoration, waste reduction
programs, air quality and emissions policies, climate action planning, and green building
standards The City has set some of the most aspirational goals in the country for its
Climate Action Plan (CAP) to reduce its greenhouse gas emissions, including carbon
neutrality by 2050. The community is working to develop individual strategies for
achieving those goals in such areas as waste reduction, transportation, energy use
reduction and the green built environment.
The City’s Natural Areas Program is a core part of the Fort Collins identity and culture.
The program has conserved 40,000 acres since its inception, and continues to conserve
land while providing an increased emphasis on stewardship, which includes restoring
habitat and maintaining visitor amenities, such as trails. Ongoing land conservation
efforts focus on local and community separator areas.
With regional and global partners, Fort Collins is a leader in implementing policies and
programs that engender a more economically efficient, successful and resilient
community, while reducing local climate change impacts. Climate change poses an
increasingly real and serious threat to the world at large and to the quality of life we
value in Fort Collins. Fort Collins Utilities play a critical role in environmental
stewardship by protecting the watershed and meeting all regulatory standards, while
supporting innovative programs that go beyond compliance, promoting energy and
water conservation, efficiency and clean electricity sources.
A healthy and sustainable environment includes:
Efforts to meet CAP goals and reduce greenhouse gas emissions
Healthy watersheds and best practice stormwater management
A sustainable, high quality water supply
Conserving resources, including energy and water, and cultivating a healthy
ecosystem
Responsible stewardship of open lands and natural areas
A comprehensive and connected system of open lands
Partnerships with local, regional, state and national affiliates to achieve desired
goals and outcomes
Integrating renewable energy technologies for the electric grid
Monitoring local and regional air quality and supporting programs that improve air
quality, such as fugitive dust control measures
Solid waste reduction and diversion
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Definition & Descriptions
4.1 Achieve Climate Action Plan (CAP) goals by reducing greenhouse gases
(GHGs).
Emission reduction strategies to meet greenhouse gas reduction goals are
outlined in the CAP Framework, including strategies for buildings, advanced
mobility, energy supply and delivery, and waste reduction.
Energy efficiency and conservation is the most cost-effective approach to
reduce building-related consumption and GHG emissions.
Develop and implement building codes, green building programs and energy
conservation programs that drive efficiency and conservation, and reduce GHG
emissions.
4.2 Protect and provide a high quality water supply and implement appropriate
conservation efforts and long-term water storage capability.
The watershed acts as a primary water treatment facility, so monitoring and
protecting our watershed is critical.
Key local industries rely on a high quality and reliable water resource.
While the City’s water consumption per capita has declined by approximately
25 percent over the past 10 years, anticipating additional stress on water
resources means additional conservation measures, education and programs
are needed.
Implement water quality monitoring programs within the urban and lower
watersheds to support long-term environmental objectives and beneficial uses
of local waterways.
Support initiatives and programs needed to balance water supply and demand
in the face of a changing climate and increasing population, ensuring it is
available long-term and during times of drought.
4.3 Engage citizens in ways to educate and encourage behaviors toward more
sustainable living practices.
Achieving the goals to reduce community GHG emissions by 80 percent by
2030 and reach carbon neutrality by 2050 will require landmark actions and the
participation of the entire community. Households, businesses and institutions
will all be asked to help achieve these goals by making changes to their
behaviors, operations and facilities.
Locally relevant and understandable messaging and education about
environmental issues is needed to engage the community. Make it fun and
simple.
Engage the community to support a shift in behavior and daily practices.
4.4 Implement indoor and outdoor air quality improvement initiatives.
Fort Collins’ ground-level summertime ozone levels continue to be among the
highest along the Front Range. Surveys indicate 21-32 percent of Fort Collins
households have a member suffering from respiratory disease.
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Indoor air quality is typically more than 70 percent worse than outdoor air, and
70 percent of Fort Collins buildings have high radon levels.
Promote strategies, programs and requirements that improve indoor and
outdoor air quality, such as the Healthy Homes Program.
Implement fugitive dust control programs from increased infill redevelopment
projects.
4.5 Work towards long term net zero energy goals within the community and the
City organization using a systems approach.
The building sector is the top energy consumer and is the number one
contributor to greenhouse gas emissions.
Existing buildings are responsible for more than 80 percent of electricity and
natural gas use, accounting for two-thirds of Fort Collins’ GHG emissions, and
costing around $150M per year to operate. Significant opportunities exist
through efficiency and conservation (the most cost-effective approach) to
reduce impacts.
Support fundamental shifts away from coal-based electricity and fossil fuel use
toward renewable energy, which will be needed to meet community GHG and
energy goals.
Promote and develop education, training, regulations and incentives needed to
address and achieve net zero energy goals.
4.6 Work towards long term zero waste goals within the community and the City
organization.
Fort Collins currently diverts about 58 percent of its waste stream, yet the tons
of waste to the landfill continue to increase.
Reflecting the fact that flood-generated debris from 2013 was largely taken to
Larimer County landfill for disposal, it is now estimated that the remaining life-
span is approximately 10 years. The estimated landfill replacement cost is
projected at $80M or more.
Initiatiate programs that address the CAP Framework including qualitative and
quantitative strategies that can reduce Fort Collins’ carbon footprint through
waste reduction, composting, tree planting, soil management activities and
promoting local food.
4.7 Increase the community’s preparedness and resiliency for changes in
climate, weather and resource availability.
Extreme weather events will continue to impact Fort Collins residents,
infrastructure and resources.
Support a multi-faceted approach to increase awareness and integrate planning
efforts necessary to improve the community’s overall response and resilience.
Identify and address the public health and safety concerns, negative economic
impacts and resource constraints that may be impacted by extreme weather,
and develop a business continuity plan.
Integrate additional awareness and consideration of future climate impacts into
current and strategic City planning.
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Support programs that include ongoing monitoring of climate research and
evolving climate modeling necessary to assist in future course corrections and
additional strategy identification.
4.8 Expand, improve, restore and protect wildlife habitat, urban forests and the
ecosystems of the Poudre River and other urban ecosystems.
The Poudre River has multiple and, at times, competing demands from various
users. It is also a natural amenity and ecosystem to be carefully nurtured and
maintained.
Create partnerships with local, regional and national organizations that focus on
local and regional investments for the maintenance and improvement of stream
and river health.
Promote the Nature in the City project, including a comprehensive biodiversity
goal, which ensures as our community grows to its build-out population all
residents have access to high-quality, natural spaces close to where they live
and work.
4.9 Meet all regulatory requirements while supporting programs that go beyond
compliance.
The Colorado Department of Health is renewing the effluent discharge permits
of the City’s two wastewater facilities. More stringent regulations for nutrients,
metals, temperature and ammonia are anticipated. It is also anticipated that
more stringent state regulations will be implemented in the next few years.
Wastewater infrastructure improvements are required to meet stringent
regulatory and permit thresholds, which present a direct challenge in the face of
GHG reduction goals.
The management, maintenance and improvements of the City’s water and
wastewater assets, including treatment facilities and the distribution and
collection system.
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Safe Community
Fort Collins provides a safe place to live, work, learn and play.
The City of Fort Collins strives to be a safe and healthy place to live, work, learn and
play. Safety and security are important aspects of a sustainable community as they help
shape the appeal, viability, productivity and economic stability. The use of technology to
improve investigative techniques and communication is important.
Ensuring that Fort Collins is a safe community is addressed by many services and
programs provided by the City and its partners. Residents often identify immediate
actions from Police Services and Poudre Fire Authority as key contributors to their
sense of safety. However, the definition of a safe community is broader than emergency
responsiveness. It also extends to the City stormwater systems that are founded on
best management practices and long-term planning. Safeguarding the community’s
infrastructure through design, building regulations and inspections is essential to
ensuring a safe community.
Key components of community education include prevention and preparedness,
regulations and infrastructure investment. The City’s Emergency Management system
and many regional, state and federal partners work to minimize and effectively respond
to emergency situations.
A safe and healthy community includes:
A safe, non-threatening city in which to live, work, learn, and play
Proactive and skilled police and fire services
Safe, reliable and best practice floodplain management
An active emergency management system focused on prevention, preparedness
and recovery with key partnerships in place to effectively respond to emergency
situations
Definition & Descriptions
5.1. Improve community involvement, education and regional partnerships to
make our community safer and stronger.
Local and regional coordination is essential to a safe community so that all
emergency response teams are aligned.
Offers should maximize the resources of local, regional and federal agencies to
address safety issues.
Partnerships should continue to support key enforcement and education
programs such as animal control, mental health, substance abuse,
detoxification, victim assistance, youth programs, bike safety, county jail and
programs to reduce repeat crimes.
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Efforts to foster public-private partnerships to address community safety and
programs that build community pride and involvement should be continued.
The City could optimize and leverage volunteers as cost-effective staff
resources and public advocates.
5.2. Enhance our Police Services capability to foster public trust and create a
safer community.
As the community reaches full buildout and a population of approximately
255,000, the type and volume of crimes and community support will change,
requiring additional police resources and skill levels.
While keeping current with innovative and best practices, Police Services will
focus on training staff in methods and practices consistent with the needs and
issues within the community.
Provide facilities, equipment, technology and training capabilities to enable a
high quality police force.
Develop more diversified police operations that support neighborhood policing
and engage citizens in new ways that promote trust and community
connectivity.
5.3. Partner with Poudre Fire Authority to provide high quality fire and
emergency services.
When a fire breaks out, the goal is to contain it within the room of origin. To
enhance public safety, the goal is to increase containment in the room of origin
to 80 percent.
Development review services ensure that new construction, redevelopment,
and building activity are consistent with the International Fire Code.
5.4. Develop and implement emergency preparation and resiliency plans in
collaboration with other regional efforts.
Additional training and role clarity is needed regarding Citywide emergency
response and recovery plans for all hazards as defined in the City’s Emergency
Management Plan.
Representatives of each involved department need to develop the appropriate
documentation and understanding of how to respond to an emergency.
A method needs to be established to keep department knowledge current and
accurate through periodic review and drills.
Prioritizing employee training opportunities and regular certification audits will
ensure the workforce is prepared to respond to emergencies at any time.
5.5. Protect life and property with natural and attractive flood mitigation facilities.
Stormwater master plans exist for all basins within Fort Collins; however, many
of these plans are outdated.
Funding alternatives should be identified to implement necessary regional
improvements.
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As infill and redevelopment occurs, continue to integrate stormwater facilities
with other Citywide goals (e.g., Nature in the City, recreational opportunities,
etc.).
5.6. Optimize the use of data and technology to improve service and protect
mission critical infrastructure.
Deploy computers and mobile devices to improve the effectiveness and
efficiency of various services across the City, particularly in public safety.
Balance cost with real, tangible benefits to the organization and community.
Use technology to monitor, protect and provides cyber security for mission-
critical infrastructure, such as water treatment facilities, the electrical grid, etc.
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Transportation
Fort Collins provides safe and reliable multi-modal travel to, from and
throughout the City.
Transportation planning uses data and analysis to develop and maintain safe and
reliable multi-modal travel. It addresses gaps within the transportation network and
promotes walkability throughout the community. Priority will be given to managing and,
where possible, reducing congestion through physical infrastructure improvements and
demand reduction. The City’s existing infrastructure will be highly functioning and well
maintained.
Reshaping streets to encourage safer speeds and promote a mix of modes (walking,
bicycling and transit) is a priority. Street design that blends transportation, social and
environmental amenities and provides a variety of benefits will create a sense of place
and quality.
A transit system that is efficient, productive and aligns with the Transfort Strategic
Operating Plan is a priority. Technology will be leveraged to provide innovative sources
of information concerning traffic, congestion and transit options. Transportation
operations concentrate on reducing congestion, improving air quality and improving
safety for all modes of travel. Mitigation strategies to address the impacts of freight rail
lines that run through the community could decrease delays and enhance public safety.
A connected community includes:
Land use and transportation that is fully integrated, both locally and regionally, to
create an affordable, accessible, low energy, low impact and efficient transportation
system
Multiple modes of safe, affordable, easy and convenient travel
A transportation system that provides safe, reliable, convenient and effective
vehicular mobility and access
Travel infrastructure that is high quality and recognized as world class by residents,
visitors and peers
Capacity and systems for good traffic flow and minimal congestion
People who are aware of the impact their travel choices have on the transportation
system, the environment and the community
Infrastructure and technology to address and mitigate the impact of train delays
Definition & Descriptions
6.1 Improve safety for all modes of travel including vehicular, pedestrian and
bicycle.
Increase community awareness and concern regarding bicycle and vehicle
collisions with the increase in population and bicycle riders.
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Appropriate programs, policies, infrastructure improvements (e. g., intersection
design) and educational resources are needed to reduce traffic accidents and
bike/vehicle accidents.
6.2 Improve traffic flow to benefit both individuals and the business community.
Leverage intelligent technology to maximize system capacity and efficiency.
Increase system efficiency and safety, while focusing on infrastructure
deficiencies.
Continue developing a high quality and efficient transportation infrastructure.
6.3 Identify strategies to reduce motorist delays due to trains.
Work with railways to reduce delays associated with freight-rail lines.
Develop systems and applications that provide citizens information that help
reduce delays.
6.4 Improve transit availability, grow ridership and address MAX parking
concerns.
Residents identified transportation and enhanced transit as high priorities
during community outreach sessions and in the 2013 and 2015 Citizen
Surveys.
A fully functioning transit system requires a level of service that allows the rider
to move throughout the city in a timely manner and works seamlessly with other
modes of travel.
Service levels will focus on areas of greatest ridership demand and productivity,
in accordance with the transit policies of the Transfort Strategic Operating Plan
and Transportation Master Plan, and should be available at times that support
the work and leisure needs of riders.
6.5 Fill the gaps for all modes of travel and improve the current transportation
infrastructure while enhancing the aesthetic environment.
Street maintenance and the infrastructure of intersections and pedestrian ways
are a high priority for the Fort Collins community.
The City has a significant number of bridges, culverts and irrigation ditch
crossings that are old and in need of repair and rebuilding.
Quality infrastructure continues to be a focus, including safe, well-functioning,
high quality streets, bikeways, sidewalks and trails.
City transportation systems are designed to provide accessibility to
employment, education and health care by offering a variety of effective and
efficient transportation choices beyond automobile use.
6.6 Develop long-term transportation plans that improve local and regional
transportation networks.
Update the 2011 Transportation Master Plan to reflect critical changes,
emerging trends (e.g., unmanned vehicles) and opportunities, including social
impacts and accessibility, as well as transportation’s role in reducing GHG
emissions.
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Maximize linkage between on-street and trail bicycle and pedestrian
connections, including key grade-separated crossings.
Continue exploring and addressing whole-system mobility issues, impacts,
opportunities and partnerships including railroad-traffic conflicts and horn noise,
and regional airport connectivity and accessibility.
Focus efforts on improving the I25 corridor thru collaboration with regional and
state partners.
6.7 Develop plans that address adequate infrastructure within the northeast area
of Fort Collins.
The northeast quadrant of Fort Collins, consisting of areas surrounding East
Mulberry Street, extending north to Douglas Road and west to College Avenue,
is the last major quadrant of the City’s Growth Management Area that remains
largely undeveloped.
Working with regional partners and collaborating with the private sector will be
essential to ensuring the most efficient build-out of this portion of Fort Collins.
The lack of transportation and utility infrastructure limits opportunities for
affordable housing and business development that would meet the same
quality and standards as the rest of the community.
It should have character, incorporate sound land use planning and be
developed with the vision articulated in existing adopted plans.
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High Performing Government
Fort Collins exemplifies an efficient, innovative, transparent, effective
and collaborative city government.
A high-performing government delivers services desired by the community through
sound financial management, transparent and collaborative decision-making, various
communication methods, and efficient and effective project management. To achieve
this, the City employs high caliber employees, retains its workforce through
development and growth opportunities, and promotes intelligent risk-taking to address
increasingly complex challenges. The City’s mission, vision and values are reinforced at
every level of the organization and guide its culture. Exceptional customer service that
is responsive to the needs of residents and businesses is crucial in every interaction
between the City and all members of the community.
The City values community engagement and involvement in the planning and decision-
making process. It also coordinates and problem-solves with adjacent municipalities,
CSU, school districts, Larimer County, special districts and local organizations. The City
trusts and utilizes the many experts within the community.
Core processes of leadership, strategic planning, budgeting, organizational
development and human resources are aligned to develop an organization that listens
to and engages the public, continuously delivers high quality services to the community,
facilitates high performance and generates trust in and transparency of City business.
A systems approach is applied to creatively, thoughtfully and analytically use economic,
environmental and social lenses to meet present needs and plan for the future. The City
is committed to continually improving using the Plan, Do, Check, Act (PDCA)
methodology. Data from surveys, performance metrics,operations, events and face-to-
face interactions is key to decision-making and pursuing strategic opportunities for
improvement. City revenues and expenditures are prioritized and balanced with
community values, challenges and opportunities.
Citizen involvement and a representative government are cornerstones of a high
performing community. Research shows that communities with actively involved
residents derive more satisfaction from open involvement and achieve more results with
greater benefit to the community as a whole. Participating communities demonstrate
greater acceptance and inclusion of people from different backgrounds, and no form of
discrimination is tolerated.
A high performing government includes:
Effective and efficient local governance where all community voices are valued
Fiscal sustainability and transparency
A collaborative and community-based approach to problem solving
Core processes that are consistently used across the organization
A high quality workforce that strives for continuous improvement in all areas
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A systems approach, driven by data, to effectively solve problems, creatively pursue
opportunities for improvement and develop innovative solutions
Promoting a values-driven organizational culture that reinforces ethical behavior,
exercises transparency and maintains the public trust
Attracting and retaining the best and brightest workforce
Citywide strategies and standards for inclusive civic engagement
Definition & Descriptions
7.1 Provide world-class services that meet the needs of the community.
Improve organizational capability and effectiveness through professional
development, leadership, change management, strategic thinking, business
acumen and staff engagement.
Implement leading-edge continuous improvement practices that increase
productivity, effectiveness, customer service and citizen satisfaction.
Optimize the use of technology to drive efficiency and transparency to improve
services.
Implement systems and processes that improve services and citizen
satisfaction, and that enable the City to achieve Baldrige recognition within the
next 5 years.
7.2 Promote a values-driven organizational culture that reinforces ethical
behavior, exercises transparency and maintains the public trust.
The organization places a strong value on maintaining the public trust and has
articulated high expectations regarding ethical behavior.
An organization-wide ethics program will clarify expectations regarding specific
behaviors, further embed the organization’s core values into the culture, and
reinforce accountability.
7.3 Improve core Human Resource systems, develop a total reward system and
address workforce planning and career development.
Compensation programs, position definitions, organizational structure and
performance management systems all play a significant role in employee
morale and the organizational culture.
Improvements in these systems can and will drive improvement in the
organizational capability to deliver the outcomes and services of the City
Strategic Plan.
Key systems and processes on which to focus include career architecture,
compensation anaylsis, performance management and career development for
potential future leaders.
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7.4 Develop and implement initiatives to achieve safety goals and continue to
focus on employee health and wellness.
The City promotes a culture of safety where individuals and organizations are
accountable for making sure the work environment is safe, employees are
aware of potential hazards, and reporting of near-miss and other reportable
incidents is encouraged to shift safety focus from triage to prevention.
The City’s Recordable Accident Frequency (RAF) and Days Away Restricted or
Transferred (DART) rates are significantly higher than the average for
municipal and private organizations. The average cost per claim is much lower
than both of the norms. However, the DART rate indicates a substantial cost in
lost or restricted time.
The City continues to invest and drive improvements in establishing and
maintaining a healthy workforce.
7.5 Broaden methods of public engagement to reach all segments of the
community by giving additional consideration to diverse backgrounds,
languages and needs.
The City’s Public Engagement Strategic Plan focuses on fostering an engaged
citizenry, equipping staff to successfully lead public engagement projects, and
ensuring accountability and excellence in community engagement.
The City actively pursues methods of reaching traditionally hard-to-reach and/or
under-served populations, and has also expanded the use of social media and
technology.
These efforts supplement more traditional outreach to boards and
commissions, the business community, the environmental community and
general residents, which will continue.
Utilize community engagement as a platform for co-creation of innovative
solutions and improvements to community needs.
7.6 Enhance the use of performance metrics and benchmark data to assess
results and program effectiveness.
Significant progress has been made in defining appropriate metrics to track
progress and success in achieving the City’s Strategic Outcomes, objectives
and departmental goals.
A data warehouse has been developed to house all metric information and
provide easy reporting to various audiences.
Additional work is needed to sort through existing metrics and to ensure the
right metrics are in place. Leaders may review and act on the information
provided by the metrics.
7.7 Address long-term funding requirements by diversifying the revenue base
and finding new revenue sources.
Identifying alternate revenue sources, as well as renewal of all or a portion of
the current KFCG tax rate, is critical to the delivery of community services and
programs.
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Various areas across the City lack funding for new, enhanced and replacement
capital investments, including Golf, Parks, grade-separated crossings, etc.
New revenue sources should be identified to support infrastructure investment
across the community.
7.8 Optimize the use of City assets through capital improvement planning,
preventative maintance and asset management.
As City assets age, renewal and replacement will become more critical to
maintaining the City’s character and appeal.
Develop tools and systems that support capacity planning, capital asset needs,
monitor asset life, condition and schedule repairs (based on optimal asset
lifecycle costs estimates).
An integrated, Citywide view of asset condition and maintenance requirements
is needed to ensure capital improvement coordination across the City and
optimal maintenance of existing assets.
7.9 Proactively influence policy and legislative development at all levels of
government regulation.
The City plays a critical role in influencing local, state and federal policy that
impacts our ability to achieve Key Outcomes.
Through the legislative policy agenda and participation in legislative and
regulatory stakeholder groups, the City proactively, rather than reactively,
influences policy outcomes.
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Performance Metrics
Community Dashboard
The City of Fort Collins is committed to being a data driven organization.
Usingquantifiable data and analysis, the City tracks and measures success in achieving
the Key Outcomes and Strategic Objectives defined in this plan. This includes
identifying appropriate metrics related to both Key Outcome Areas and Strategic
Objectives, establishing appropriate targets for each of these metrics, tracking the
actual performance of each metric over time, and regularly reviewings and discussing
the performance.
Historically, the City uses operational and performance metrics. Recent focus on tying
metrics to specific Outcomes and Objectives began in 2013. Staff, working with City
Council, developed a Community Dashboard where each of the seven Outcome Areas
has four to seven performance metrics that track at a high level the City’s progress in
achieving the desired Outcome. Every measure on the dashboard is measured against
a target. The Community Dashboard is updated quarterly and can be found online at
fcgov.com/dashboard.
Community Dashboard as of Q4 2015
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Neighborhood Livability and Social Health
Culture and Recreation
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Economic Health
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Environmental Health
Safe Community
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Transportation
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High Performing Government
Strategy Maps
To further enhance the use of metrics to track the City’s progress, Strategy Maps have
been created that tie specific metrics to each of the 58 Strategic Objectives within the
Strategic Plan. This provides insight into the City’s progress of achieving the Strategic
Objectives, which will then help achieve the Outcomes.
Where possible, three to four metrics have been assigned to each Strategic Objective;
these metrics are treated similar to the Community Dashboard metrics. This includes
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identifying appropriate metrics related to both Key Outcome Areas and Strategic
Objectives, establishing appropriate targets for each of these metrics, tracking the
actual performance of each metric over time, and regularly reviewing s and discussing
the performance.
Each of these metrics is assigned an organizational owner, and quarterly reviews occur
when the initiatives and progress on the metrics are discussed. New Strategy Maps will
be implemented in 2016. The list of measures currently aligned with the 2016 Strategic
Objective in included in Appendix A. Also included in that appendix is a screen shot of
one of the strategy maps.
The Strategy Maps are targeted to be released on the City’s internal website in Q1
2016. Each Outcome will have its own page that lists the Strategic Objective
associated with that Outcome. Here is a sample screenshot of what that will look like:
Each Strategic Objective has its own Green-Yellow-Red icon which represents the
overall performance of that Strategic Objective based on the results of the associated
metrics. By clicking on an Strategic Objective the viewer will see the performance and
analysis of the underlying metrics:
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Long-Term Financial Plan
Objectives:
1) Address long-term financial issues in the strategic plan.
2) Highlight potential challenges and aid in long-term (more than 10 years)
philosophical decision-making on strategies.
Executive Summary:
The City enjoys a strong economic base as a result of diverse employment, CSU and its
associated research, and the attractiveness and desirability of the region. The City of
Fort Collins maintains a Aaa Moody’s credit rating (which ranks in the top 3 percent),
and more than $200M in reserves (excluding Enterprise Funds) due to prudent fiscal
policies, low debt and conservative management over its approximate $500M budget.
The City’s revenue growth has been strong since 2010 with building and business
investment driving significant increases.
The long-term financial forecast uses the most likely estimates and does not include
outlier impacts such as flood, natural disasters, recession, or other rare occurrences. In
the unfortunate event one of these circumstances occurs, drastic measures may need
to be taken that are not incorporated into the following financial forecasts. The model
includes the following primary revenue and expense drivers:
Primary Revenue Drivers
Sales and Use Tax – Sales Tax revenue growth of 3.2 percent based on taxable
sales historical average; Use Tax revenue growth of 3.6 percent based on last 15
year averages
Property Tax - tied to Consumer Price Index (CPI) growth currently calculated at 2.8
percent
Capital Grants – project-specific and difficult to forecast, tied to CPI at 2.8 percent
Shared Revenues – County and State distributions compound annual growth rate
(CAGR) for majority of 2000s was 1.56 percent
Cultural, Park, Recreation and Natural Areas Fees – 14-year historical rate of 3.26
percent
Primary Expense Drivers
Salaries and Wages – Highly correlates to taxable sales; growth of 3.2 percent
Benefits – 8.5 percent growth rate is combination of staff size and healthcare costs
Professional and Technical – Highly correlates to population; growth of 2.3 percent
Repair and Maintenance Services – 4.0 percent average for 2000s for most of
accounts
Infrastructure -- 4.2 percent growth rate proxy for average of 2000s
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The baseline scenario for “All Funds” (excluding Utilities) in the City indicates healthy
financials through 2020 at existing service levels and using existing revenue sources.
The Keep Fort Collins Great (KFCG) tax supplies a 0.85 percent tax revenue source
which accounted for $26M of revenue in 2015. Renewal of this tax through 2025
enables near equilibrium in projected revenue and expenses with any shortfall kept to a
minimum and very manageable.
KFCG is scheduled to expire at the end of 2020, eliminating $32M of funding beginning
in 2021. This impact would require extensive reductions in expenditures. Even with
such reductions, the resulting financials would still yield a $10M shortfall in 2025, which
may still be manageable at only 2.7 percent of total spend, but would result in reduced
service levels. Reserves would be used throughout the next decade in this scenario to
accommodate the expenditure rate, forcing a reduction from the current level of $207M
to $161M in 2025.
KFCG expiration or renewal will have the single biggest effect on the City’s future
financials.
Transit and Transportation funds have similar forecasts and issues. Both will run
deficits in future years due to their personnel-heavy expense structure. Benefits are
expected to grow at 8.5 percent, due in large part to increasing health care costs. The
Transportation Fund will need to use its reserves to offset the increasing disparity
between revenue and expenses. The Transit deficit could be exacerbated by increasing
demands for higher service levels.
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Although both funds show increasing deficits, the total dollar amounts projected are not
extreme. Close expense monitoring and managerial adjustments to cost structure in the
next few years will help manage Transit and Transportation financials before the deficits
get out of control. Timely funding alignment (increase in fees, taxes, etc.) with
community service level demand (headways, hours, weekend service, etc.) will also
help manage Transit and Transportation funds.
Overall, the City has a healthy long-term outlook, with a few, isolated and identified
issues that must be tracked closely. As these issues progress, timely and appropriate
adjustments will help mitigate any problems.
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Appendix A: Strategy Maps - Alignment of Performance Measures to
Strategic Objectives
Outcome: Neighborhood Livability and Social Health
CNL 3. Affordable Housing Inventory
CNL 4. Fort Collins' Housing Opportunity Index (HOI) compared to western states region HOI
CNL 57. % of citizens responding very good/good - Availability of affordable quality housing in Fort Collins
CNL 39. Winter Point in Time Count of Homeless Population
CNL 3. Affordable Housing Inventory
CNL 37. Rebate Program Participation
CNL 39. Winter Point in Time Count of Homeless Population
CNL 61. % of citizens responding very good/good - Fort Collins as a place of community acceptance of all people
CNL 1. Voluntary Code Compliance
CNL 11. Number of graffiti abatement issues
CNL 56. % of citizens responding very good/good - Fort Collins as a place to live
CNL 63. % of citizens responding very good/good - Community's visual attractiveness
ECON 8. Development Review customer survey results
ECON 21. Development Review historic preservation grants - maintain a 2:1 ratio of City dollars to grant or matching funds
HPG 68. % of citizens responding very good/good to the City's performance in - Managing and planning for growth
CNL 4. Fort Collins' Housing Opportunity Index (HOI) compared to western states region HOI
CNL 64. % of citizens responding very good/good - Your neighborhood as a place to live
CNL 80. Residential Parking Permit Program - % of responding residents that want to continue program
CNL 1. Voluntary Code Compliance
CNL 2. Response Time to Graffiti Removal
CNL 64. % of citizens responding very good/good - Your neighborhood as a place to live
CNL 74. % of citizens responding very good/good quality of - Code enforcement (e.g. weeds) in Fort Collins
CNL 8. # CSU student/staff Fall Clean Up volunteers
CNL 10. Fall Clean up - % neighbors that felt more connected to CSU students due to the program
CNL 17. Restorative Justice Conferencing Program (RJCP) participant satisfaction - All Participants
CNL 29. Voluntary compliance with Animal Control services
Outcome: Culture and Recreation
CR 1. Recreation Programs - Total Cumulative Participation
CR 2. Lincoln Center - Total Cumulative Participation
CR 7. Paved Trails - Cumulative Number of Visits
CR 23. Trained Observer Program – Percentage of Parks, Trails and Rec Fac Grounds Ratings With No Problems
Strategic Objective: NLSH 1.1 - Improve access to a broad range of quality housing that is safe, accessible and affordable.
Strategic Objective: NLSH 1.2 - Leverage and improve collaboration with other agencies to address homelessness, poverty
issues and other high priority human service needs.
Strategic Objective: NLSH 1.3 - Promote a more inclusive and equitable community that embraces and celebrates diversity.
Strategic Objective: NLSH 1.4 - Protect and preserve the City's quality of life and neighborhoods.
Strategic Objective: NLSH 1.5 - Guide development compatible with community expectations through appropriate
planning, annexation, land use, historical preservation and development review processes.
Strategic Objective: NLSH 1.6 - Improve neighborhood parking and traffic issues.
Strategic Objective: NLSH 1.7 - Maintain and enhance attractive neighborhoods through City services, innovative
enforcement techniques and voluntary compliance with City codes and regulations.
Strategic Objective: NLSH 1.8. Foster positive and respectful neighbor relationships and open communication, as well as
provide and support conflict resolution.
Strategic Objective: CR 2.1 - Improve the community's sense of place with a high value on natural areas, culture,
recreation and park systems.
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CR 38. Number of participants - Northside Aztlan Community Center
CR 6. Natural Areas Programs - Cumulative Participation per Capita
CR 7. Paved Trails - Cumulative Number of Visits
ENV 98. % of citizens responding very good/good quality of - Natural areas and open space
CR 1. Recreation Programs - Total Cumulative Participation
CR 1. Recreation Programs - Total Cumulative Participation
CR 2. Lincoln Center - Total Cumulative Participation
CR 3. Museum of Discovery - Total Cumulative Participation
CR 5. Golf Courses - Total Cumulative Participation
CR 61. Acres of Park /1,000 Population
CR 62. Miles of Trail/10,000 Population
Yet to be identified
Outcome: Economic Health
Yet to be identified
ECON 1. New Commercial Permit Dollar Volume per Capita
ECON 3. Commercial Vacancy Rates
ECON 4. Net Percent Change in Local Jobs
ECON 38. Number of Primary Jobs retained/created through EHO activities
Yet to be identified
ECON 8. Development Review customer survey results
HPG 51. Utilities customer satisfaction - providing good value
ECON 35. Total Private Investment in the URA
HPG 70. % of citizens responding very good/good to the City's performance in - Encouraging sustainability in the community
TRAN 2. Cumulative Transfort Fixed Route Ridership
TRAN 17. MAX ridership
TRAN 48. % of citizens responding very good/good - Availability of parking Downtown in Fort Collins
ENV 22. Turbidity of City drinking water
ENV 43. System Replacement - LF Installed (Water)
ENV 49. Water Distribution - Customer Service Calls (Water)
SAFE 8. Drinking Water Compliance Rate (% Days)
Strategic Objective: CR 2.4 - Develop effective marketing and pricing strategies and programs that drive value, attendance
and cost recovery.
Strategic Objective: CR 2.5 - Plan, design and implement improvements to the citywide trail system.
Strategic Objective: CR 2.6 - Develop a clear strategic description of the City’s role in culture and arts while leveraging
partnerships with other community organizations.
Strategic Objective: ECON 3.1 - Improve effectiveness of economic health initiatives through collaboration with regional
partners.
Strategic Objective: ECON 3.2 - Enhance employment opportunities through business retention, expansion, incubation
and attraction.
Strategic Objective: ECON 3.3 - Support workforce development and provide community amenities that support citizens
and employers within the city.
Strategic Objective: ECON 3.4 - Provide transparent, predictable and efficient processes for citizens and businesses
interacting with the City.
Strategic Objective: ECON 3.5 - Foster sustainable infill and redevelopment.
Strategic Objective: ECON 3.6 - Enhance the economic vitality of our community.
Strategic Objective: ECON 3.7 - Sustain high water quality to support the community and water-dependent businesses.
Strategic Objective: CR 2.3 - Promote health and wellness within the community and provide sustainable access to nature.
Strategic Objective: CR 2.2 - Improve low and moderate income citizen access to, and participation in, City programs and
facilities.
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ECON 7. Electric System Average Interruption Duration Index (SAIDI) in Minutes
ENV 43. System Replacement - LF Installed (Water)
ENV 63. System Replacement (LF of Pipe Removed & Replaced) (Wastewater)
SAFE 58. Channel Cleaning and Vacuum Cleaning of Water Quality Devices (Stormwater)
Yet to be identified
Yet to be identified
Outcome: Environmental Health
ENV 9. Percent decrease in community Greenhouse Gas (GHG) emissions from 2005 baseline
ENV 28. Absolute net decrease in ClimateWise partners Greenhouse Gas (GHG) emissions from 2005 baseline
ENV 35. Electricity (GHG) 2020 CAP Goal vs Actual
ENV 42. Natural Gas (GHG) 2020 CAP Goal vs Actual
ENV 1. Wastewater Treatment Effectiveness Rate (%)
ENV 22. Turbidity of City drinking water
ENV 102. Single-family annual water demand in gallons per capita per day
SAFE 8. Drinking Water Compliance Rate (% Days)
CR 25. # of Community Garden plots in inventory
ENV 7. Community per capita per day of solid waste generation
ENV 10. Community solid waste diversion rate
TRAN 35. % Commute Mode Share by Non-SOV (Single Occupant Vehicle)
ENV 4. Outdoor Air Quality Index (AQI) - Ozone
ENV 5. Outdoor Air Quality Index (AQI) - Fine Particulate Matter 2.5 microns (PM 2.5)
ENV 9. Percent decrease in community Greenhouse Gas (GHG) emissions from 2005 baseline
ENV 16. Cumulative number of homes assessed for Healthy Homes
ENV 3. Community Energy Use
ENV 23. Annual electricity savings from efficiency and conservation programs
ENV 25. Total new installed solar capacity (kilowatts)
ENV 26. Percent renewable energy towards compliance with State Renewable Energy Standards
ENV 7. Community per capita per day of solid waste generation
ENV 10. Community solid waste diversion rate
ENV 11. Cumulative number of individuals with new or improved access to recycling through WRAP
ENV 12. Tons of community recycled or composted materials, including cardboard
SAFE 75. Rank in Top 10% Nationwide in Stormwater and Floodplain Management Programs
SAFE 41. % of citizens responding very good/good quality of - emergency preparedness in Fort Collins
SAFE 74. Stream and Rainfall Gauge Functionality (April to September) (Utilities Master Plan & Floodplain Administration)
Strategic Objective: ECON 3.9 - Encourage the development of reliable, high speed internet services throughout the
community.
Strategic Objective: ENV 4.1 - Achieve Climate Action Plan (CAP) goals by reducing greenhouse gases (GHGs).
Strategic Objective: ENV 4.2 - Protect and provide a high quality water supply and implement appropriate conservation
efforts and long-term water storage capability.
Strategic Objective: ENV 4.3 - Engage citizens in ways to educate and encourage behaviors toward more sustainable living
practices.
Strategic Objective: ENV 4.4 - Implement indoor and outdoor air quality improvement initiatives.
Strategic Objective: ENV 4.5. - Work towards long-term net zero energy goals within the community and the City
organization using a systems approach.
Strategic Objective: ENV 4.6 - Work towards long-term zero waste goals within the community and the City organization.
Strategic Objective: ENV 4.7 - Increase the community’s preparedness and resiliency for changes in climate, weather and
resource availability.
Strategic Objective: ECON 3.10 - Identify strategies to reduce train horn noise.
Strategic Objective: ECON 3.8 - Maintain electric utility systems, services, infrastructure integrity and stable, competitive
rates.
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ENV 8. Post Restoration Status of Urban Natural Areas
ENV 14. Existing Condition of Active Restoration Sites
ENV 15. Natural Areas Land Conservation - Cumulative Acres
ENV 98. % of citizens responding very good/good quality of - Natural areas and open space
ENV 1. Wastewater Treatment Effectiveness Rate (%)
SAFE 8. Drinking Water Compliance Rate (% Days)
ENV 26. Percent renewable energy towards compliance with State Renewable Energy Standards
Outcome: Safe Community
CNL 7. Registered parties with no warning/no citation
CNL 32. Animal Control warnings and citations
SAFE 50. % of citizens responding very good/good quality of - Police services overall in Fort Collins
TRAN 39. Safe Routes to School Overall Student Participation
SAFE 1. Percent of Time Police Priority 1 Calls Responded to Within 5 Minutes
SAFE 49. % of citizens responding very good/good quality of - Police response time in Fort Collins
SAFE 50. % of citizens responding very good/good quality of - Police services overall in Fort Collins
SAFE 5. Part 1 Crimes per Capita Compared to Cities of Similar Size
SAFE 2. Percent of Time PFA Fire Personnel are on Scene Within 5 Minutes 45 Seconds
SAFE 3. Percent of Time Fire Contained to Room of Origin
SAFE 44. % of citizens responding very good/good quality of - Fire services overall in Fort Collins
SAFE 81. Compliance with National and State standards for Emergency Preparedness
SAFE 41. % of citizens responding very good/good quality of - emergency preparedness in Fort Collins
SAFE 53. % of citizens responding very good/good quality of - Disaster response and restoration of services in Fort Collins
SAFE 81. Compliance with National and State standards for Emergency Preparedness
SAFE 83. Ongoing training to internal and external customers in the area of emergency preparedness
SAFE 67. Poudre River Floodway Cleanup - Loads of Large Trees and Debris Removed (Stormwater)
SAFE 69. System Replacement (LF of Pipe Removed & Replaced) (Stormwater)
SAFE 74. Stream and Rainfall Gauge Functionality (April to September) (Utilities Master Plan & Floodplain Administration)
SAFE 75. Rank in Top 10% Nationwide in Stormwater and Floodplain Management Program
HPG 26. Internet availability
HPG 27. Server availability (supporting 390 servers)
Outcome: Transportation
SAFE 6. Number of Injury/Fatal Crashes
SAFE 27. Voluntary speed compliance (Monthly)
TRAN 46. % of citizens responding very good/good - Fort Collins as a walkable city
TRAN 47. % of citizens responding very good/good - Ease of traveling by bicycle in Fort Collins
Strategic Objective: SAFE 5.3 - Partner with Poudre Fire Authority to provide high quality fire and emergency services.
Strategic Objective: SAFE 5.4 - Develop and implement emergency preparation and resiliency plans in collaboration with
other regional efforts.
Strategic Objective: SAFE 5.5 Protect life and property with natural and attractive flood mitigation facilities.
Strategic Objective: SAFE 5.6 - Optimize the use of data and technology to improve service and protect mission critical
infrastructure.
Strategic Objective: TRAN 6.1 - Improve safety for all modes of travel including vehicular, pedestrian and bicycle.
Strategic Objective: SAFE 5.2 - Enhance our Police Services capability to foster public trust and create a safer community.
Strategic Objective: ENV 4.8 - Expand, improve, restore and protect wildlife habitat, urban forests and the ecosystems of
the Poudre River and other ecosystems.
Strategic Objective: ENV 4.9 - Meet all regulatory requirements while supporting programs that go beyond compliance.
Strategic Objective: SAFE 5.1 - Improve community involvement, education and regional partnerships to make our
community safer and stronger.
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TRAN 28. Average Travel Speeds/Times on Arterial Streets
TRAN 34. % Commute Mode Share by Bicycle
TRAN 35. % Commute Mode Share by Non-SOV (Single Occupant Vehicle)
TRAN 49. % of citizens responding very good/good - Traffic congestion in Fort Collins
Yet to be identified
TRAN 1. Transfort Fixed Route Passengers per Revenue Hour
TRAN 2. Cumulative Transfort Fixed Route Ridership
TRAN 17. MAX ridership
TRAN 45. % of citizens responding very good/good - Ease of traveling by public transportation in Fort Collins
TRAN 3. Cumulative Lane Miles of Roadway Pavement Improved
TRAN 20. # of Bridges that Exceed Design Life
TRAN 52. Dollar Value of Sidewalk Infrastructure Constructed
TRAN 53. Dollar Value of Ramp Infrastructure Constructed
Yet to be identified
Yet to be identified
Outcome: High Performing Government
HPG 69. % of citizens responding very good/good to the City's performance in - Efficient operation of programs and services
HPG 71. % of citizens responding very good/good to the City's performance in - Overall direction of the City
HPG 42. Total hours of training attended
HPG 55. Track percentage of total licensed vendors that remit sales tax returns and payments online
HPG 34. Cultural Values Assessment: annual progress toward the goal of entropy level of 10%
HPG 50. Utilities customer satisfaction - company you can trust
HPG 33. Employee participation in the Cultural Values Assessment
HPG 153. Price of Government for the City of Fort Collins
HPG 38. HR performance based on Internal Services survey
HPG 42. Total hours of training attended
HPG 6. City Employee Cumulative Turnover Rate
HPG 4. City Employee Safety - Total Recordable Injury Rate (TRIR) YTD
HPG 5. City Employee Safety - Days Away Restricted or Transferred (DART) Rate YTD
HPG 48. Well Days – medical claims cost for participants vs. non-participants
HPG 150. Total Cost of Workers Comp Claims
Strategic Objective: HPG 7.1 - Provide world-class services that meet the needs of the community.
Strategic Objective: HPG 7.2 - Promote a values-driven organizational culture that reinforces ethical behavior, exercises
transparency and maintains the public trust.
Strategic Objective: HPG 7.3 - Improve core Human Resources systems, develop a total reward system, and address
workforce planning and career development.
Strategic Objective: HPG 7.4 - Develop and implement initiatives to achieve safety goals and continue to focus on
employee health and wellness.
Strategic Objective: TRAN 6.7 - Develop plans that address adequate infrastructure within the northeast area of Fort
Collins.
Strategic Objective: TRAN 6.2 - Improve traffic flow to benefit both individuals and the business community.
Strategic Objective: TRAN 6.3 - Identify strategies to reduce motorist delays due to trains.
Strategic Objective: TRAN 6.4 - Improve transit availability, grow ridership and address MAX parking concerns.
Strategic Objective: TRAN 6.5 - Fill the gaps for all modes of travel and improve the current transportation infrastructure
while enhancing the aesthetic environment.
Strategic Objective: TRAN 6.6 - Develop long-term transportation plans that improve local and regional transportation
networks.
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HPG 3. Average Response Time of Cases Submitted to Access Fort Collins
HPG 66. % of citizens responding very good/good to the City's performance in - Welcoming citizen involvement
HPG 84. % of citizens responding always/frequently/sometimes do you or other members of your household use the City's website
HPG 115. Number of citizens attended public forums, open houses events, etc.
Yet to be identified
Yet to be identified
Yet to be identified
Yet to be identified
Strategic Objective: HPG 7.9 - Proactively influence policy and legislative development at all levels of government
regulation.
Strategic Objective: HPG 7.5 - Broaden methods of public engagement to reach all segments of the community by giving
additional consideration to diverse backgrounds, languages and needs.
Strategic Objective: HPG 7.6 - Enhance the use of performance metrics and benchmark data to assess results and program
effectiveness.
Strategic Objective: HPG 7.7 - Address long-term funding requirements by diversifying the revenue base and finding new
revenue sources.
Strategic Objective: HPG 7.8 - Optimize the use of City assets through capital improvement planning, preventative
maintance and asset management.
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Appendix B: Strategic Objectives Linkage Across Outcomes
Indicates primary outcome area
Indicates other applicable outcome areas
Strategic Objective
Neighborhood
Livability &
Social Health
Culture and
Recreation
Economic
Health
Environmental
Health
Safe
Community
Transportation
High
Performing
Government
Alignment of Strategic Objectives with Outcome Areas
1.1 - Improve access to a broad range of
quality housing that is safe, accessible
and affordable. 2.2 3.3 5.1
1.2 - Leverage and improve
collaboration with other agencies to
address homelessness, poverty issues
and other high priority human service
needs.
2.2, 2.3 3.2 6.4 7.1, 7.6
1.3 - Promote a more inclusive and
equitable community that embraces
and celebrates diversity.
2.2,2.6 3.3 7.6
1.4 - Protect and preserve the City’s
quality of life and neigborhoods.
2.1, 2.3, 2.5,
2.6
3.6, 3.10 4.8 5.1, 5.2, 5.5 6.1, 6.5 7.1
1.5 - Guide development compatible
with community expectations through
appropriate planning, annexation, land
use, historical preservation and
development review processes.
2.3, 2.5 3.5, 3.6 5.5 6.5 7.6
1.6 - Improve neighborhood parking and
traffic issues.
3.6 4.1 6.2
1.7 - Maintain and enhance attractive
neighborhoods through City services,
innovative enforcement techniques and
voluntary compliance with City codes
and regulations.
7.1
1.8. Foster positive and respectful
neighbor relationships and open
communication, as well as provide
support conflict resolution.
2.1 - Improve the community's sense of
2016 Strategic Plan_Version XI March 31, 2016
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Indicates primary outcome area
Indicates other applicable outcome areas
Strategic Objective
Neighborhood
Livability &
Social Health
Culture and
Recreation
Economic
Health
Environmental
Health
Safe
Community
Transportation
High
Performing
Government
Alignment of Strategic Objectives with Outcome Areas
2.6 - Develop a clear strategic
description of the City’s role in the
culture and arts while leveraging
partnerships with other community
organizations.
1.3, 1.4 3.3, 3.6
3.1 - Improve effectiveness of economic
health initiatives through collaboration
with regional partners.
3.2 - Enhance employment
opportunities through business
retention, expansion, incubation and
attraction.
1.2
3.3 - Support workforce development
and provide community amenities that
support citizens and employers within
the city.
1.1, 1.3
3.4 - Provide transparent, predictable
and efficient processes for citizens and
businesses interacting with the City.
7.2
3.5 - Foster sustainable infill and
redevelopment.
1.5 4.1
3.6 - Enhance the economic vitality of
our community.
1.4, 1.5, 1.6 2.6 4.8 5.1
3.7 - Sustain high water quality to
support the community and water-
dependent businesses.
4.2, 4.7
3.8 - Maintain electric utility systems,
services, infrastructure integrity and
stable, competitive rates.
4.1, 4.7 7.7
3.9 - Encourage the development of
reliable, high speed internet services
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Indicates primary outcome area
Indicates other applicable outcome areas
Strategic Objective
Neighborhood
Livability &
Social Health
Culture and
Recreation
Economic
Health
Environmental
Health
Safe
Community
Transportation
High
Performing
Government
Alignment of Strategic Objectives with Outcome Areas
4.6 - Work towards long term zero waste
goals within the community and the
City organization.
7.6
4.7 - Increase the community’s
preparedness and resiliency for changes
in climate, weather and resource
availability.
3.7, 3.8
5.1, 5.3, 5.4,
5.5
6.6
7.2, 7.6, 7.9,
7.11
4.8 - Expand, improve, restore and
protect wildlife habitat, urban forests
and the ecosystems of the Poudre River
and other urban ecosystems.
1.4 3.6
4.9 - Meet all regulatory requirements
while supporting programs that go
beyond compliance.
5.4, 5.5 7.1, 7.2, 7.12
5.1 - Improve community involvement,
education and regional partnerships to
make our community safer and
stronger.
1.1, 1.4 3.6 4.7 6.1, 6.2, 6.3 7.1, 7.5, 7.7
5.2 - Enhance our Police Services
capability to foster public trust and
create a safer community.
1.4 7.1, 7.2, 7.6
5.3 - Partner with Poudre Fire Authority
to provide fire and emergency services. 4.7
5.4 - Develop and implement
emergency preparation and resiliency
plans in collaboration with other
regional efforts.
4.2, 4.5, 4.7, 4.9 6.6
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Indicates primary outcome area
Indicates other applicable outcome areas
Strategic Objective
Neighborhood
Livability &
Social Health
Culture and
Recreation
Economic
Health
Environmental
Health
Safe
Community
Transportation
High
Performing
Government
Alignment of Strategic Objectives with Outcome Areas
6.6 - Develop long-term transportation
plans that improve local and regional
transportation networks.
4.7 5.4
6.7 - Develop plans that address
adequate infrastructure within the
northeast area of Fort Collins.
7.9
7.1 - Provide world-class services that
meet the needs of the community.
1.2, 1.4, 1.7 4.9 5.1, 5.2, 5.6
7.2 - Promote a values-driven
organizational culture that reinforces
ethical behavior, exercises transparency
and maintains the public trust.
3.4 4.7, 4.9 5.2
7.3 - Improve core Human Resources
systems, develop a total reward system
and address workforce planning and
career development.
7.4 - Develop and implement initiatives
to achieve safety goals and continue to
focus on employee health and
wellness.
5.1
7.5 - Broaden methods of public
engagement to reach all segments of
the community by giving additional
consideration to diverse backgrounds,
languages and needs.
1.2, 1.3, 1.5 2.2
4.1, 4.3, 4.5,
4.6, 4.7
5.2
7.6 - Enhance the use of performance
metrics and benchmark data to assess
results and program effectiveness.
3.8 4.1, 4.5 5.1 6.5
7.7 - Resolve long-term funding
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Appendix C: Glossary of Terms
BART - Budget Analysis and Reporting Tool: Software developed internally by City
staff for budgeting and reporting purposes.
BFO - Budgeting for Outcomes: A system driven by goals and performance, to provide
information that relates budgeting to planning and outputs/results. Its purpose is to better
align the services delivered by the City with the things that are most important to the
community.
BFO Teams: One of seven cross-departmental teams that participate in the BFO
process; articulate goals for each Outcome, provide direction to departments for
developing budget Offers, and rank Offers for funding; evaluate performance of Offers.
BLT - Budget Leadership Team: The City Manager and his executive team
CAP – Climate Action Plan
City Plan: Began in 1995 as a Comprehensive Plan that illustrates how we envision
Fort Collins in the next 25 years.
Community Dashboard: A quarterly snapshot of the community's progress in attaining
key outcomes. The Dashboard reinforces the City of Fort Collins' steadfast commitment
to accountability and continuous improvement. Performance measurement initiatives
are tracked and reported for overall progress toward community goals.
Continuity of Government: Emergency management requirement and plans to maintain
essential City functions during emergencies and disasters including governance,
telecommunications, health and safety regulation, policing and utility services.
CPIO — Communications and Public Involvement: City department charged with pubic
information dissemination, communications strategies and public engagement in City
services.
DART - Days Away Restricted or Transferred
DDA - Downtown Development Authority
ELT - Executive Lead Team: The City Manager and his executive team
FTE’s - Full time equivalents: A full-time employee scheduled to work 40 hours per
week is equivalent to 1.0 FTE.
Futures Committee: The Futures Committee was formed to assist City
Councilmembers in their decision making process. The goal is to position the City in the
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distant future (30 plus years) for achievable successes, integrating community desires
with known fiscal, social and environmental data.
GEMS - Greenhouse Gas Emissions Management System
GHG - Greenhouse Gas Emissions
GMA - Growth Management Area
GSC - Gardens on Spring Creek
Home Rule: A form of government under the control of local citizens rather than state
government; the City Charter and the ordinances adopted by Council under the Charter
supersede any conflicting law of the state in matters of purely local concern. Statutory
and constitutional provisions which allow municipalities to exercise powers of local self-
government such as the administration and collection of local taxes.
HR - Human Resources
ICMA - International City/County Management Association: A trade organization for
Council-Manager cities; a clearinghouse for information regarding cities, including the
ICMA Center for Performance Excellence Program of comparative data regarding
municipal services.
IGA - Intergovernmental Agreement
ICS - Incident Command System A nationally-used, standardized emergency
management organizational structure for single or multiple incidents which can cross
organization or jurisdictional boundaries.
IT - Information Technology
KFCG - Keep Fort Collins Great: A ballot measure passed in November 2010 approving
a 0.85% increase in the City sales and use tax rate.
Low to Moderate Income: Households whose incomes are below 95 percent of the
median income for the area (AMI), as determined by HUD, with adjustments for smaller or
larger families.
Master Plans Long term vision documents. There are multiple functional master plans
in each service area.
MOD - Museum of Discovery
NCEDC - Northern Colorado Economic Development Corporation
O&M - Operations and Maintenance
Outcome Measure: The mathematical expression of the effect on customers, clients,
the environment, or infrastructure that reflects the purpose.
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PDCA - Plan, Do, Check, Act: This is a continuous process improvement methodology
PDT - Planning, Development and Transportation: One of the largest Service Areas
in the City of Fort Collins, PDT includes the following departments: Community
Development and Neighborhood Services, Engineering, Traffic Operations, Transfort
(Transit), Parking Services, Streets, and FC Moves (Transportation Planning).
PFA - Poudre Fire Authority
Place-making: A decision making approach intended to preserve and enhance a vibrant
community by optimizing its economy, environment, and social values.
Plan Fort Collins: The City’s comprehensive community planning process that
developed City Plan.
Performance Measure: Measurement that reflect the service that is being provided and
permit objective evaluation of the service program.
Plan Elements: Existing plan elements and other related documents that are
incorporated into City Plan.
Poverty Rate: 19% is the poverty rate for Fort Collins from the 2010 US Census. This
includes CSU and Front Range Community College student populations. Data is not
collected to eliminate those student populations. Excluding 18-24 year olds in the Fort
Collins data reduces the local poverty rate to 10.3%, but that excludes a larger number of
people than just the student populations.
Q14 - Employee Engagement Survey: Includes 14 questions; asked of all employees
twice per year.
Quality Measure: The mathematical expression of how well the service, product or
activity was delivered, based on characteristics important to the customers.
RAF - Recordable Accident Frequency
Result: The effect desired for the public, expressed as broad statements (also an
outcomes).
RFRs - Request for Results: Key input to the BFO process; developed by Results
Teams to solicit Offers from departments to provide services to accomplish results that
matter to residents.
SAIDI - Electric System Average Interruption Duration Index
SARs - Service Area Requests
Sense of Place: those characteristics that make an area special or unique as well as
those that foster an authentic feeling of attachment or belonging.
Sustainability Assessment Tool: A data driven tool for evaluating the impact of actions
on the economy, environment and society.
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SIT - Strategic Issues Team: A management team which includes all members of ELT
plus other senior managers and internal service managers; meets monthly to provide
input to ELT and transmit information to other staff.
Strategic Outcomes: A result. The effect that citizens want as a result of government
programs and activities (e.g. safety is the result or outcome that citizens want from
police and fire programs or activities). There are seven key outcomes that make up the
City of Fort Collins strategic planning and budgeting processes.
Strategic Objectives (SO): Fundamental issues the City must address. They give
direction for accomplishing the mission, contain meaningful planning challenges, and
result from organizational input analysis.
SP - Strategic Plan: Based on identification and analysis of: (a) organizational inputs-
such as emerging trends and issues; financial information; and workforce trends; (b)
citizen survey and input information-which included extensive community outreach and
the 2013 Citizen Survey; and (c) Council priorities and input. It is linked to the City Plan
and the Council adopted master plans.
SPP - Strategic Planning Process
TBL - Triple Bottom Line: Triple Bottom Line analysis is a concept intended to take into
consideration the social, economic and environmental aspects of any project, procedure
or purchase.
Transportation Master Plan: Long term vision document that defines the long term
multimodal system that Fort Collins desires in the future, and serves as a comprehensive
reference guide regarding transportation issues.
URA - Urban Renewal Authority: The Urban Renewal Authority is in place to identify
and revitalize areas of the city deemed blighted and provide a funding mechanism to
encourage redevelopment.
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Attachment B
2016 Strategic Plan
City of Fort Collins
March 2331, 2016 Draft
2016 Strategic Plan_Version XI March 31, 2016
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Letter from the City Manager
It is my pleasure to present the 2016 City of Fort Collins Strategic Plan. This plan is our
roadmap to achieve the City's vision of providing world-class municipal service through
operational excellence and a culture of innovation. It clearly identifies objectives that
support the City's seven key outcome areas: Neighborhood Livability and Social Health,
Culture and Recreation, Economic Health, Environmental Health, Safe Community,
Transportation, and High Performing Government.
This plan reflects the priorities and values of Fort Collins residents, businesses and
community partners as identified through the Citizen Survey, focus groups and
community engagement efforts. In turn, the plan directly influences the City's biennial
budget development process, as well as our daily operations as we continually strive to
improve the services we provide.
I sincerely appreciate every community member who provided their time and input to
the process, the Mayor and Council for their leadership, and City staff for their hard
work and commitment to Fort Collins.
Sincerely,
Darin Atteberry
City Manager
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2016 Strategic Plan Table of Contents
Page
I. Introduction 4
II. Summary Matrix of Strategic Objectives 8
1. Strategic Outcome – Neighborhood Livability & Social Health 11
2. Strategic Outcome – Culture & Recreation 1516
3. Strategic Outcome – Economic Health 1819
4. Strategic Outcome – Environmental Health 2123
5. Strategic Outcome – Safe Community 2527
6. Strategic Outcome – Transportation 2830
7. Strategic Outcome – High Performing Government 3133
III. Performance Metrics 3638
IV. Long-Term Financial Plan 4346
V. Appendix
A. Strategy Maps 4649
B. Strategic Objectives Linkage Across Outcomes 5356
C. Glossary of Terms 5760
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Introduction
The City of Fort Collins is a full-service municipal organization operating under a home
rule, Council-Manager form of government. Various national organizations and
magazines recognize Fort Collins as one of the best places to live in the nation. Sixty
miles north of Denver, Fort Collins is home to Colorado State University (CSU), with
32,000 students, several large high-tech employers, and leading businesses in the
microbrew industry. The community includes 43 natural areas, a variety of cultural
amenities, and is renowned for its bike-friendly, small-town feel. has access to outdoor
activities and local cultural amenities, and is renowned for its bike-friendly, small-town
feel.
With a median age of 29 and a median family income of more than $76,341 in 2012,
residents are well educated, engaged in their community and passionate about their
area amenities. The high quality of life enjoyed by residents, businesses and visitors is
a result of the community’s focus on the environment, enthusiasm for health and the
outdoors, a strong educational system, extensive park and open space systems, and a
flourishing Downtown district. At the same time, 19 percent of the Fort Collins
population is at or below the poverty line and housing is considered expensive. There is
also less diversity than the national average with only 11 percent of the community
identifying themselves as an ethniticity other than white.
Fort Collins has experienced rapid growth throughout the past 50 years, growing from
approximately 25,000 residents in 1960 to 158,600 today. During that time, the City
purposefully established a Growth Management Area (GMA) boundary with neighboring
communities in order to maintain the local identity and avoid merging communities.
Over the past 25 years, the City has acquired open space and conservation easements
to create community separator open spaces to support that effort. It is estimated the
City will be fully built out within the GMA by 2030, with approximately 255,000 residents.
The City’s revenue comes from sales and use tax, property tax, fees and grants.
Seventy-three percent of the General Fund is supported by sales, use and property tax.
The City weathered the most recent economic slowdown with fairly stable revenues.It
has a healthy fund balance position and limited debt. As a result, the City received an
Aaa credit rating from Moody’s Investors Service in 2012. Voters have demonstrated a
willingness to support critical City services by renewing expiring taxes and adding the
Keep Fort Collins Great 0.85 percent sales tax in 2010. The City is actively working to
diversify revenue, broaden the City’s revenue sources, create a more sustainable
revenue base and reduce the City’s dependency on Sales Tax.
The City provides a full range of services, including:
Police
Fire Protection through a local authority
Streets, Transportation and Transit infrastructure
Parks, Recreation, Natural Areas and Cultural facilities
Planning, Engineering and Community services
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Sustainability Services – Economic Health, Environmental Services and Social
Sustainability
Utilities – Electric, Water, Wastewater and Stormwater
Support Services – Leadership, Human Resources, Information Technology,
Communication, Financial Services, City Clerk’s Office, Facilities and Fleet Services,
and Legal and Judicial Services
Vision, Mission & Values
Vision:
To Provide World-Class Municipal Services through Operational Excellence and a
Culture of Innovation
Mission:
Exceptional Service for an Exceptional Community
Values:
Outstanding Service - Innovation & Creativity - Respect - Integrity - Initiative
Collaboration & Teamwork - Stewardship
The City of Fort Collins is an organization committed to high quality public service and is
a nationally recognized leader in the use of leading-edge management practices. As a
best practice, the City focuses on data-driven decision-making, long-term effects, and
continuous improvement. In 2005, the City adopted the Budgeting for Outcomes (BFO)
process to improve transparency and ensure resources are focused on community
priorities.
The City of Fort Collins aspires to provide world-class services to the community while
cultivating an outstanding organizational culture for its employees. In order to achieve
this vision, both internal and external services are data-driven and implemented
according to organizational values. The City develops resiliency and sustainability
through organization-wide systems and processes that ensure consistent employee
work practices and alignment across service areas. The City places a high value on
citizen input and strives to include them as fellow problem solvers whenever possible.
Residents can not only expect to receive exceptional service, but also to have the
opportunity to engage with decision-makers, provide input regarding the way City
resources are allocated, and have access to government information in a timely and
transparent manner.
Economic, Environmental & Social Factors
The City of Fort Collins uses a Sustainability Assessment framework to evaluate the
“triple bottom line” implications of municipal decisions, as appropriate. The framework
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assesses the economic, environmental and social factors of each decision, thereby
increasing awareness and often revealing ways that decisions can mitigate negative
impacts and improve overall outcomes. This process creates a “healthy tension” and
balance to City decisions, ensures one aspect of the triple bottom line does not
dominate the decision-making process and reduces impacts when trade-offs are
unavoidable.
Economic Factors include the fiscal health of the community, diverse job creation, talent
management and creating an innovative and entrepreneurial atmosphere where
businesses that align with community values thrive.
Environmental Factors include water, land and air stewardship, such as watershed and
water conservation. Other factors include the Poudre River health and ecosystem
protection, and reducing our air emissions and carbon footprint through energy policies,
compact development, greening the built environment, efficient transportation options
and waste reduction programs.
Social Factors include a high quality, safe community with equal access to services;
strong, connected neighborhoods; and high quality amenities including cultural,
recreational, open space and transportation options. The engagement of arts, culture
and access to nature is a key element in creating a welcoming and healthy
atmosphehere.
Common factors include strong partnerships and commitment to a high quality of life.
The City embraces a wide variety of partnerships (e.g., other government agencies,
non-profits, educational institutions and private entities). These partnerships are local,
regional, national and international. Strong and effective partnerships are important in
achieving our strategic objectives.
Guiding Themes & Principles
The City of Fort Collins continuously improves seven Key Outcome Areas:
Neighborhood Livability and Social Health, Culture and Recreation, Economic Health,
Environmental Health, Safety, Transportation and High Performing Government. The
City budget is divided among these seven areas, and revenue is allocated to support
policies and initiatives that drive improvement in outcomes. Each Outcome Area
includes several more specific attributes, referred to as objectives, that define different
focus areas. While each Outcome Area has unique defining characteristics, City
investment in a single objective regularly impacts more than one outcome. The City
recognizes that Outcome Areas are interdependent and interconnected. Appendix B
shows the impact each Strategic Objective has across all seven Key Outcomes.
Major themes and areas of focus within the Strategic Plan, identified through Citizen
Surveys or as a Council Priority, include:
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1. Climate Action Planning – Identifying and implementing initiatives that achieve the
City’s Climate and Zero Waste goals while maintaining economic vitality and social
health
2. Vibrancy – Maintaining the City’s “Sense of Place”and the vibrancy of our
Downtown and commercial districts
3. Housing Affordability – Working with partners to ensure access for all to quality
housing that is affordable for them and meets their needs
4. Traffic & Trains – Finding solutions to increasing congestion, improving the safety
and accessibility of pedestrian and bicycle modes of transportion, and reducing the
impact of train delays at major intersections
Strategic Advantages and Challenges
In addition to the major themes described above, staff has identified strategic
advantages and challenges. Advantages are those strengths and attributes that will
enable the City to achieve the Strategic Objectives described later in this document.
Challenges reflect those attributes that could impair the City’s ability to achieve the
Strategic Objectives. Each of the challenges described below are reflected in one or
more Strategic Objective so that the challenges will be addressed by staff in future
budget proposals.
Advantages:
1. A supportive and engaged community
2. A culture of excellence and of continuous improvement driven by the City’s Vision,
Mission and Values
3. Engaged and committed employees with a strong focus on customer service
4. Collaborative local partners, such as Poudre School District, CSU, local service
providers and primary employers
5. National recognition for the local quality of life
6. Municipal ownership of four essential Utilities – Light & Power, Water, Wastewater
and Stormwater
7. Strong revenue and City balance sheet, and diverse local economy
Challenges:
1. Expiring revenue stream
2. Attracting, retaining and developing high quality employees
3. Balancing competing citizen desires and changing customer expectations
4. Transitioning from a large town to a small city, including housing that is affordable,
as well as transportation and traffic issues
5. Embracing and cultivating diversity and inclusivity
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Neighborhood Livability and Social Health
1.1 Improve access to a broad range of quality housing that is safe, accessible and affordable.
1.2 Leverage and improve collaboration with other agencies to address homelessness, poverty
issues and other high priority human service needs.
1.3 Promote a more inclusive and, equitable and diverse community that embraces and celebrates
diversity differences.
1.4 Protect and Ppreserve and enhance the City’s quality of life and neighborhoodssense of place.
1.5 Guide development growth compatible with community expectations through appropriate
planning, annexation, land use, historical preservation and development review processes.
1.6 ImproveAddress neighborhood parking and traffic issues.
1.7 Maintain and enhance attractive neighborhoods through City services, innovative enforcement
techniques and voluntary compliance with City codes and regulations.
1.8 Foster positive and respectful neighbor relationships and open communications, as well as
provide and support conflict resolution.
Culture & Recreation
2.1 Improve the community’s sense of place with a high value on natural areasopen space, culture,
recreation and park system
2.2 Improve low and moderate income citizen access to and participation in City programs and
facilities.
2.3 Promote health and wellness within the community and provide sustainable access to nature.
2.4 Develop effective marketing and pricing strategies and programs that drive value, attendance
and cost recovery
2.5 Plan, design and implement improvements to the citywide trail system
2.6 Develop a clear strategic description of the City’s role in culture and arts while leveraging
partnerships with other community organizations.
2.7 Develop effective operation and maintenance (O&M) funding alternatives that support
upgrades, equipment refresh and lifecycle replacement.
Economic Health
3.1 Improve effectiveness of economic health initiatives through collaboration with regional
partners.
3.2 Enhance employment opportunities through business retention, expansion, incubation and
attraction
3.3 Support workforce development and provide community amenities that support citizens and
employers within the city.
3.4 Provide transparent, predictable and efficient processes for citizens and businesses interacting
with the City
3.5 Foster sustainable infill and redevelopment.
3.6 Enhance the economic vitality of our Community Downtown.
3.7 Sustain high water quality to support the community and water-dependent businesses.
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3.8 Maintain electric utility systems, services, infrastructure integrity and stable, competitive rates.
3.9 Encourage the development of reliable, high speed internet services throughout the community.
3.10 Identify strategies to reduce train horn noise.
Environmental Health
4.1 Achieve Climate Action Plan (CAP) goals by reducing greenhouse gases (GHGs)
4.2 Protect and provide a high quality water supply and implement appropriate conservation efforts
and long-term water storage capability.
4.3 Engage citizens in ways to educate and encourage change behaviors towards more sustainable
living practices.
4.4 Implement indoor and outdoor air quality improvement initiatives.
4.5 Work towards long termAchieve net zero energy goals within the community and the City
organization using a systems approach.
4.6 Work toward long term Achieve zero waste goals within the community and the City
organization.
4.7 Increase the community’s preparedness and resiliency for changes in climate, weather and
resource availability
4.8 Expand, Iimprove, restore and protect wildlife habitat, urban forests and the ecosystems of the
Poudre River and other urban ecosystemsstreams.
4.9 Meet all regulatory requirements while supporting programs that go beyond compliance.
Safe Community
5.1 Improve community involvement, education and regional partnerships to make our community
safer and stronger
5.2 Enhance our Police Services capability to foster public trust and create a safer
community.Provide facilities, equipment, technology and training capability to enable a high
quality police force and foster public trust.
5.3 Partner with Poudre Fire Authority to provide high quality fire and emergency services.
5.4 Develop and Implement emergency preparation and resiliency plans in collaboration with other
regional efforts.
5.5 Protect life and property with natural and attractive flood mitigation facilities.
5.6 Optimize the use of data and technology to improve service and protect mission critical
infrastructure.
Transportation
6.1 Improve safety for all modes of travel including vehicular, pedestrian and bicycle.
6.2 Improve traffic flow to benefit both individuals and the business community
6.3 Identify strategies to reduce motorist delays due to trains.
6.4 Improve transit availability, grow ridership and address MAX parking concerns.
6.5 Fill the gaps for all modes of travel and improve the current transportation infrastructure while
enhancing the aesthetic environment.
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6.6 Develop Create, collaborate and implement long-term transportation plansning while that
improve helping local and regional transportation networks., including the airport, operate at a
high level of efficiency.
6.7 Develop plans that Create, and implement planning, engineering and financial strategies to
address adequate infrastructure within the northeast area of Fort Collins. while utilizing
partnerships and collaboration.
High Performing Government
7.1 Provide world-class services that meet the needs of the community.
7.2 Promote a values-driven organizational culture that reinforces ethical be4havior, exercises
transparency and maintains the public trust.
7.3 Improve organizational capability and effectiveness – professional development, leadership,
change management, strategic thinking, business acumen and staff engagement.
7.34 Improve core Human Resources systems, develop a total reward system and address workforce
planning and career development.
7.45 Develop and implement initiatives to achieve safety goals and continue to focus on employee
health and wellness.
7.56 Broaden methods of public engagement to reach all segments of the community by giving
additional consideration to diverse backgrounds, languages and needs.
7.67 Enhance the use of performance metrics and benchmark data to assess results and program
effectiveness.
7.8 Implement leading-edge continuous improvement practices that increase productivity,
effectiveness, customer service and citizen satisfaction.
7.79 AddressResolve long-term funding requirement by diversifying the revenue base and finding
new revenue sources
7.10 Optimize the use of technology to drive efficiency and transparency to improve services.
7.811 Optimize the use of City assets through capital improvement planning, preventative
maintenance and asset management
7.912 Proactively influence policy and legislative development at all levels of government regulation.
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Neighborhood Livability and Social Health
Fort Collins provides a high quality built environment, supports
quality, diverse neighborhoods, and fosters the social health of
citizens.
Fort Collins is a healthy and vibrant community that he City is currently transitioning
from a large town to a small city, with a small-town feel. As this transition occurs, our
goal is to create a walkable city where people want to live, work and play. The City is
committed to creating a desirable urban environment that recognizes the importance of
the form of the environment (e.g., community architecture, historic preservation and
pedestrian-oriented environments) while creating a safe, beautiful and friendly
experience for all residents and visitors.
Development and growth are focused within the community’s designated Growth
Management Area to protect natural resources and the regional landscape, encourage
infill and redevelopment, and maximize the efficient use of public infrastructure. The City
recognizes our existing neighborhoods and actively seeks to preserve and support their
vibrancy while continuously improving communication avenues. As the City grows and
redevelops, our vision is an overall average increase in density that fosters efficient land
use; supports a mix of housing types integrated with activity centers and diverse
businesses; increases the safety and efficiency of public utilities, streets, facilities and
services; and accommodates multiple modes of travel (including vehicle, bus, bike and
pedestrian). Alternative transportation modes and access to key health and human
service facilities are a priority.
The aesthetics of urban form, connectivity and nature are used to create an attractive
design. Land uses are brought together in a development pattern designed to create a
pleasant environment for walking and bicycling, as well as automobile and transit travel.
Distinctive, attractive and functional building and streetscape design, thoughtfully
preserving valuable historic resources, and incorporating public art are key parts of
community livability.
A wide variety of housing types, including single-family, duplexes, townhomes,
apartments, mobile homes, and condos/lofts, are offered so that people from all income
levels may have choices for safe, affordable and quality housing in various
neighborhoods throughout the community. Improving walkability and
connectivityBusiness diversity across all neighborhoods is also a priority.
Neighborhood Livability and Social Health also addresses challenges related to leading
active lifestyles, and the accessibility of health and human service facilities for all
segments of the community. Neighborhood Livability and Social Health is related to
human well-being and wellness, and to opportunities for residents to work together, to
be self-sufficient, and to live, work and travel within the community. It also supports local
food production to improve the availability and accessibility of healthy foods.
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Neighborhood Livability and Social Health includes:
A compact pattern of development within a well-defined community boundary
Adequate and safe public facilities, services and infrastructure to serve existing
development and new growth
Interconnected neighborhoods and ways to accommodate multiple means of travel
Opportunities for redevelopment, revitalization and growth in targeted areas
Cohesive, distinct, vibrant, safe and attractive neighborhoods
Vital and appealing transit-oriented activity centers and destinations throughout the
city
Quality, accessible and affordable housing options for all household types and
income levels
Preservation and enhancement of historic resources
Visible and accessible nature in the city with an interconnected system of open lands
Opportunities to lead active and healthy lifestyles
Access to healthy, locally grown or produced food
Addressing the impact of increasing poverty and homelessness
A welcoming, inclusive community where all residents and visitors feel valued, safe,
and connected
Equal access to City services, amenities, and information for all neighborhoods
Definition & Descriptions
1.1 Improve access to a broad range of quality housing that is safe, accessible
and affordable.
In 2013 and 2015, residents identified housing affordability as a high priority
during community outreach sessions. In the 2015 Citizen Survey, Fort Collins
ranked 15
th
out of 17 jurisdictions surveyed for “availability of affordable quality
housing.”
The current rental market, with vacancy rates of less than 3 percent, is making
it difficult for low-income residents to live and work within Fort Collins.
Focus should be on creating opportunities for ownership and access to
affordable rental units for all impacted residents. In addition, housing strategies
should consider the needs of a growing homeless population.
Focus should also include creating a broader range of housing options and
working to improve regulatory and supply issues.
Housing - A Place to Call Home is one of four themes in the Social
Sustainability Strategic Plan that addresses opportunities to increase affordable
ownership and supply of affordable rental housing.
1.2 Leverage and improve collaboration with other agencies to address
homelessness, poverty issues and other high priority human service needs.
Multiple public and private organizations work to address and improve social,
environmental and economic issues within the community and the region.
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Overlap exists in select areas but holes remain where issues are not effectively
addressed.
Collaboration and partnering can improve the overall effectiveness of programs
through the synergy of joint efforts, eliminating redundancy and identifying
underserved areas.
Support equal access to services and seek to avoid negative impact for all
people regardless of age, economic status, ability, national origin,
race/ethnicity, gender, relationship status, religion or sexual orientation.
1.3 Promote a more inclusive and, equitable and diverse community that
embraces and celebrates diversitydifferences.
The community and the City organization are growing increasingly more
diverse in areas of age, ethnicity and culture.
Support and promote events and programs that recognize, celebrate and
inform on matters of social and cultural diversity.
Establish methods of communication that consider barriers such as access to
technology, language, and literacy.
Support and promote efforts to increase diversity in hiring and public outreach
to acknowledge, reflect and account for changing community demographics
Support and promote collaborative partnerships among community groups to
create education and awareness programs that can help celebrate and
acknowledge differences while bringing people together to maintain a strong
sense of community.
1.4 Protect and Ppreserve and enhance the City’s quality of life and
neighborhoodssense of place.
Fort Collins enjoys a unique appeal based on our open spaces, access to
mountains, parks and trail systems, a high quality school system, and our
individual identity separate from neighboring communities. Fort Collins is
perceived as the destination of choice in Northern Colorado for entertainment
and dining, and is a major shopping destination in the region.
Promote Nature in the City programs to enhance green spaces and increase
the integration of natural habitat with urban spaces.
Expand, enhance and conserve City open space lands and the trail network.
Maintain the positive and unique character of the community while transitioning
from a large town to a small city with careful planning and compromise.
Enhance Downtown character and lead appropriate redevelopment of Midtown.
Focus also on placement of neighborhoods and their proximity to schools, child
care, grocery stores, recreation opportunities and public transportation.
1.5 Guide growth development compatible with community expectations
through appropriate planning, annexation, land use, historical preservation
and development review processes.
CSU is growing significantly and plans $1.5B of construction and an expected
student population of 35,000 over the next decade.
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The character of many neighborhoods is changing as student housing expands,
higher density development occurs and the desires of a diverse population
change.
Fort Collins’ population is expected to grow by 50 percent over the next 20
years, and the City currently has more than $2B of significant construction
projects in process.
Partnerships are needed with CSU to assess impacts and collaboratively align
efforts.
Streamline Improve processes and align staffing, fees, codes, funding,
standards and relationships to effectively manage growth consistent with City
plans and goals in the areas of sustainability, livability, and environmental
health. while maintaining the quality of development reviews.
The process is intended to balance predictability and flexibility.Emphasis should
be placed on preserving the iconic and architechural elements of our
neighborhoods.
1.6 ImproveAddress neighborhood parking and traffic issues.
Continue developing and implementing a neighborhood parking permit program
to provide residents with on-street parking availability.
Decrease non-neighborhood generated traffic.
Address impact of Transit Oriented Development (TOD) on residents and
businesses.
Encourage attractive, pedestrian-friendly urban design.
Promote transportation choices to reduce traffic in residential neighborhoods.
1.7 Maintain and enhance attractive neighborhoods through City services,
innovative enforcement techniques and voluntary compliance with City
codes and regulations.
Public education and outreach is foundational to compliance.
Establish proactive, innovative and effective code enforcement processes.
Expand and maintain safe parks and open spaces, and implement walk- and
bike-to-school programs, like Safe Routes to School Safe Routes to
Everywhere.
Ensure that all neighborhoods have safe and well-maintained sidewalks so all
residents can safely walk or bike to parks, schools and playgrounds.
Partner with public health, law enforcement, planners and civic groups to
improve neighborhood safety, clean up litter and graffiti, and prevent vandalism
so neighborhoods are and feel safe and clean for the enjoyment of all.
Increase policing in high crime areas, pedestrian walkways and parks, and
implement alternative policing strategies, such as neighborhood watch groups.
Develop joint-use agreements that allow shared access to school-owned
recreational facilities and community organization-owned recreation facilities
(e.g., swimming pools).
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1.8 Foster positive and respectful neighbor relationships and open
communication, as well as provide and support conflict resolution.
Build community by supporting local events, programs, projects and education
opportunities, and exploring public-private partnerships.
Encourage open communication, community engagement, and the formation of
strong neighborhood ties though inclusivity, respect and volunteerism.
Provide tools to resolve conflict, repair harm and strengthen relationships.
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Culture & Recreation
Fort Collins provides diverse cultural and recreational amenities.
Cultural and recreational opportunities are elemental to Fort Collins’ sense of place and
help create a desirable community in which to live and play. Residents consistently
place a high value on these programs and services, believing the City should continue
its strong investment in these amenities. The City’s park and trail systems are also
highly valued and heavily used. The planned buildout of the trail system is a high priority
for residents and will create further connectivity across Fort Collins and regionally.
Cultural and recreational facilities and programming allow our residents opportunities to
lead enriched and healthy lives, and support overall community wellness. Arts and
culture are enjoyed by residents and visitors alike., making Fort Collins a destination
city. Similarly, parks and trails provide beautiful public spaces that foster physical
activity and create opportunities for creativity, reflection and leisure. The quality of our
parks, trails, and arts, culture and recreation programs and opportunities create a sense
of pride among residents, while also drawing visitors and revenue into the City.
In many respects, our parks, trails, recreational programs and cultural services define,
and will continue to define, who we are as a community. These amenities have a direct
link to Economic Health. by making Fort Collins a destination to visit. Environmental
Health is also improved through parks and trails providing access to nature, including
the Poudre River, and surrounding wildlife habitat. The City values stewardship of these
resources.
Providing diverse Culture and Recreation amenities includes:
Ensuring the legacy of Fort Collins’ parks, trails, and cultural and recreational
facilities for future generations
Being a destination for cultural and recreational experiences in Northern Colorado
Providing a wide variety of high quality recreation services and cultural opportunities
Creating an interconnected regional and local trail network of parks and accessible
recreational facilities
Continuing a strong focus on exceptional stewardship and ecologically sound and
sustainable operations
Definition & Descriptions
2.1 Improve the community’s sense of place with a high value on natural
areasopen space, culture, recreation and park systems.
The City provides multiple high quality and diverse opportunities for culture and
recreation through various trails and lands, facilities, programs and
infrastructure.
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Place priority on maintaining and repairing the existing our infrastructure of
parks, recreation centers, trails and cultural facilities.
Enhance and expand existing infrastructure to support a growing population
and demand for services.
Provide innovative, creative and interactive features in parks and cultural and
recreational facilities, where learning and creativity can take place.
Improve access to various competitive sports needs through regional
partnerships.
2.2 Improve low and moderate income citizen access to, and participation in,
City programs and facilities.
Recreation programs and facilities have fees that can be prohibitive to low
income families.
Ensure low income residents who cannot afford public or private alternatives
have access to recreation and program opportunities.
Serve diverse customer needs and ensure convenient and affordable access
for all residents.
Develop incentive and support pricing structures that allow participation in
programs and facilities by loe and moderate income citizens.
2.3 Promote health and wellness within the community and provide sustainable
access to nature.
Fort Collins enjoys a unique appeal due to our open spaces, access to
mountains, parks and trail systems, high quality school system, and an
individual identity separate from neighboring communities.
Maintain the positive and unique character of the community while transitioning
from a large town to a small city through planning and compromise.
Expand and enhance City open space lands and the trail network to increase
access to nature. Focus on maintaining the City’s trees and promoting
community gardens and local food production, including organic farming.
2.4 Develop effective marketing and pricing strategies and programs that drive
value, attendance and cost recovery.
Maintain focus on diverse programs and opportunities while evaluating and
adapting to community desires.
Evaluate program attendance and develop marketing programs to achieve a
high degree of participation in all programs offered.
Continue to improve self-sufficiency by assessing and adjusting fee structures
based on demand, alternatives and affordability.
2.5 Plan, design and implement improvements to the citywide trail system.
Trails have been identified by residents as one of the highest priority amenities
provided by the City.
Explore alternatives that accelerate the trail system completion, taking into
consideration right-of-way acquisition, easements and other public
infrastructure challenges.
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2.6 Develop a clear strategic description of the City’s role in culture and arts
while leveraging partnerships with other community organizations.
Through the Lincoln Center, Gardens on Spring Creek, Museum of Discovery
and other cultural services, the City provides programs and services to the
community beyond traditional parks and recreation centers.
Continue to grow and expand cultural amenities and services in a thoughtful
manner.
Continue to support and promote the visual and performing arts and encourage
cultural development and participation, recognizing that artistic and cultural
opportunities are essential to a vibrant and creative community.
Explore the role of cable communications and partnerships with the local public
access television provider to foster arts and cultural opportunities.
2.7 Develop effective operation and maintenance (O&M) funding alternatives that
support upgrades, equipment refresh and lifecycle replacement.
Recreation currently recovers 72 percent of direct costs, with the General Fund and
Keep Fort Collins Great (KFCG) providing the balance.
The 2022 expiration of KFCG will have a negative impact on the quality of the facilities
available to our residents, as well as the programs that can be provided.
Explore programs to improve efficiency and productivity in a resource-constrained
environment.
Explore new funding sources to support:
Maintenance for new parks.
Replacement of existing park and recreation facilities that are aging and creating both
safety and aesthetic concerns.
Increased cost of median maintenaince due to median upgrades.
Increased stock of City trees, which increases pruning costs on a 10-year cycle.
(Current inventory: 40,000 trees)
Golf infrastructure requires significant capital investment that cannot be funded solely by
greens fees.
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Economic Health
Fort Collins promotes a healthy, sustainable economy reflecting
community values.
The City plays a critical role in shaping quality of life, creating a sense of place and
providing fiscal stability for the community. Defining “sense of place” requires
acknowledging various perspectives from across the spectrum of the Fort Collins
community. Priorities for sustaining economic health are: maintaining the City’s role as a
regional economic center, continuing collaboration with CSU and other regional
participants, and supporting cultural amenities. A sustainable economy exists when
residents can find employment and can afford housing that allows them to live in the
community; businesses are able and encouraged to start, remain and expand in the
community; and everyone can expect quality City services and sustainable, attractive
infrastructure. Economic Health depends on a safe community.
The City’s approach to Economic Health is one of “place-making” (a decision-making
approach intended to preserve and enhance a vibrant community by optimizing its
economy, environment and social values). The City develops progams that create an
atmosphere where businesses thrive. Economic development efforts center on
established Targeted Industry Clusters including Clean Energy, Water Innovation,
Bioscience, Technology, Uniquely Fort Collins, Local Food, Advanced Manufacturing,
and Healthcare. In addition, the City and businesses prosper when a skilled workforce
meets the needs of local employers, and fruitful partnerships are created with other
economic development organizations. The Loveland/Fort Collins Airport is an important
community asset that can enhance the economic activity within the community.
New opportunities and challenges exist related to adequate technological infrastructure
designed to support a knowledge-based economy and employment competition.
Numerous prospects are emerging for redevelopment and infill. Priorities include efforts
to foster entrepreneurship, grow and attract primary employers, remain a retirement and
tourism destination, and support and strengthen existing businesses.
A healthy and resilient economy includes:
Diverse jobs that enable citizens and businesses to thrive
A reflection of our unique community in a changing world
Innovative and entrepreneurial atmosphere that builds new and creative industries
Strong partnership and collaboration with the private sector, educational institutions
and other organizations
Comprehensive quality infrastructure that supports businesses
Balance between the built and natural environment
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Definition & Descriptions
3.1 Improve effectiveness of economic health initiatives through collaboration
with regional partners.
The region enjoys the efforts of multiple organizations working to improve
economic conditions including CSU, Rocky Mountain Innosphere (RMI),
Northern Colorado Economic Alliance (NCEA) and various cluster
organizations.
Develop and implement a unified strategy to define the roles, overlap, synergy
and approach to improve workforce training, attraction and retention, technical
and vocational opportunities, and market the various programs and initiatives
deployed by all groups.
Collaboration should include regional and global partners.
3.2 Enhance employment opportunities through business retention, expansion,
incubation and attraction.
Competition for primary employers has increased regionally, based on available
land and incentive options.
Evaluate and develop policies, programs and tools that support the City’s
Economic Strategy and community values.
Develop programs and opportunities that support livable wages that allow
citizens to live and work within the community.
Retention: Provide services that enable continued success such as peer and
partner connections, training support.
Expansion: Services that support business expansion such as real estate
identification and training support.
Incubation: Encourage the formation of new businesses by partnering with
organizations such as Small Business Development Center and Rocky
Mountain Innosphere.
Attraction: Aid businesses considering relocation via real estate indentification
and promoting the benefits of the community.
3.3 Support workforce development and provide community amenities that
support citizens and employers within the city.
Primary and secondary employers are increasingly challenged to find and
attract skilled workers in technical and vocational areas of manufacturing and
healthcare sectors.
Support, encourage and develop programs and policies that promote training
opportunities.
Develop programs and policies that foster partnerships with regional and state
workforce development organizations.
3.4 Provide transparent, predictable and efficient processes for citizens and
businesses interacting with the City.
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Fort Collins touches businesses from start to finish. Being efficient, clear and
transparent with those navigating our processes helps build stronger
relationships and enhances our reputation as a place to do business.
Maintain and improve systematic processes to encourage business retention,
expansion and creation.
3.5 Foster sustainable infill and redevelopment.
Buildout within the City’s growth development boundaries is expected over the
next 20 to 30 years. Growth will be denser and taller than historical norms and
additional infrastructure will be needed to support remaining open field
development.
Develop and promote policies and practices that are consistent with climate
action goals and strategies.
Develop and promote policies and practices that bridge the tensions inherent
with infill development.
Preserve and enhance the features of Fort Collins that make it unique.
3.6 Enhance the economic vitality of Downtownour community.
Partner with the Downtown Development Authority (DDA) to continue progress.
Develop programs and opportunities that focus on Mid-Town and and other
activity centers throughout the city.
Support and enhance the economic vitality of Downtown and other business
districts in a way that balances the needs of businesses, visitors, customers
and residents.
Continue to create and maintain a parking system that meets the needs and
expectations of residents, visitors and businesses.
Increase public access to convenient parking for people of all abilities.
Provide parking at key locations to maximize effectiveness of integrated transit,
bicycle and pedestrian solutions.
3.7 Sustain high water quality to support the community and water-dependent
businesses.
Residents appreciate the reliable, high quality water for home use, recreation
and City services.
Protect our high tech and microbrew industries which require Fort Collins is
nationally recognized as the microbrew capital of the country, which is the
result, in part, of a high quality and reliable water resource.
Maintain and develop initiatives and programs to protect watersheds and
resources to ensure long-term water availability at competitive rates.
3.8 Maintain electric utility systems, services, infrastructure integrity and stable,
competitive rates.
The City’s low energy costs and high reliability, due to the underground system,
provides an advantage in attracting and retaining energy-intensive industries.
Maintaining this cost advantage is important to retaining existing primary
employers within the city.
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Maintain competitive rate structures for utility customers that are consistent with
environmental goals.
Design and maintain an electricity distribution infrastructure to facilitate a
diverse, efficient, economical, reliable, clean and secure transition to higher
levels of renewable energy sources.
3.9 Encourage the development of reliable, high speed internet services
throughout the community.
Develop the capability to provide Bhigh-speed broadband services thoughout
the community are integral to a community in multiple ways as they support
economic vitality, quality of life and governmental operations.
Develop programs that leverage connectivity and facilitate Smart City goals.
The telecommunications industry standards and customers’ service expectations
are evolving, making it prudent for the City to establish a vision and plan for
broadband technology infrastructure and its role in delivering “next-generation”
telecommunication services in Fort Collins.
3.10 Identify strategies to reduce train horn noise
Businesses and residents in proximity of the Mason Corridor are negatively
impacted by train horn noise.
Work with the Federal Railroad Administration to identify cost effective
solutions.
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Environmental Health
Fort Collins promotes, protects and enhances a healthy and
sustainable environment.
For decades, the City of Fort Collins has led the way in innovative and sustainable
environmental programs, such as watershed stewardship, water conservation, low
impact development stormwater management, and energy policies. Additional
examples include the open lands program, Poudre River restoration, waste reduction
programs, air quality and emissions policies, climate action planning, and green building
standards The City has set some of the most aspirational goals in the country for its
Climate Action Plan (CAP) to reduce its greenhouse gas emissions, including carbon
neutrality by 2050. The community is working to develop individual strategies for
achieving those goals in such areas as waste reduction, transportation, energy use
reduction and the green built environment.
The City’s Natural Areas Program is a core part of the Fort Collins identity and culture.
The program has conserved 40,000 acres since its inception, and continues to conserve
land while providing an increased emphasis on stewardship, which includes restoring
habitat and maintaining visitor amenities, such as trails. Ongoing land conservation
efforts focus on local and community separator areas.
With regional and global partners, Fort Collins is a leader in implementing policies and
programs that engender a more economically efficient, successful and resilient
community, while reducing local climate change impacts. Climate change poses an
increasingly real and serious threat to the world at large and to the quality of life we
value in Fort Collins. Fort Collins Utilities play a critical role in environmental
stewardship by protecting the watershed and meeting all regulatory standards, while
supporting innovative programs that go beyond compliance, promoting energy and
water conservation, efficiency and clean electricity sources.
A healthy and sustainable environment includes:
Efforts to meet CAP goals and reduce greenhouse gas emissions
Healthy watersheds and best practice stormwater management
A sustainable, high quality water supply
Conserving resources, including energy and water, and cultivating a healthy
ecosystem
Responsible stewardship of open lands and natural areas
A comprehensive and connected system of open lands
Partnerships with local, regional, state and national affiliates to achieve desired
goals and outcomes
Integrating renewable energy technologies for the electric grid
Monitoring local and regional air quality and supporting programs that improve air
quality, such as fugitive dust control measures
Solid waste reduction and diversion
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Definition & Descriptions
4.1 Achieve Climate Action Plan (CAP) goals by reducing greenhouse gases
(GHGs).
Emission reduction strategies to meet greenhouse gas reduction goals are
outlined in the CAP Framework, including strategies for buildings, advanced
mobility, energy supply and delivery, and waste reduction.
Energy efficiency and conservation is the most cost-effective approach to
reduce building-related consumption and GHG emissions.
Develop and implement building codes, green building programs and energy
conservation programs that drive efficiency and conservation, and reduce GHG
emissions.
4.2 Protect and provide a high quality water supply and implement appropriate
conservation efforts and long-term water storage capability.
The watershed acts as a primary water treatment facility, so monitoring and
protecting our watershed is critical.
Key local industries rely on a high quality and reliable water resource.
While the City’s water consumption per capita has declined by approximately
25 percent over the past 10 years, anticipating additional stress on water
resources means additional conservation measures, education and programs
are needed.
Implement water quality monitoring programs within the urban and lower
watersheds to support long-term environmental objectives and beneficial uses
of local waterways.
Support initiatives and programs needed to balance water supply and demand
in the face of a changing climate and increasing population, ensuring it is
available long-term and during times of drought.
Explore environmentally responsible water storage solutions.
4.3 Engage citizens in ways to educate and encourage change behaviors toward
more sustainable living practices.
Achieving the goals to reduce community GHG emissions by 80 percent by
2030 and reach carbon neutrality by 2050 will require landmark actions and the
participation of the entire community. Households, businesses and institutions
will all be asked to help achieve these goals by making changes to their
behaviors, operations and facilities.
Locally relevant and understandable messaging and education about
environmental issues is needed to engage the community. Make it fun and
simple.
Engage the community to support a shift in behavior and daily practices.
4.4 Implement indoor and outdoor air quality improvement initiatives.
Fort Collins’ ground-level summertime ozone levels continue to be among the
highest along the Front Range. Surveys indicate 21-32 percent of Fort Collins
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households have a member suffering from respiratory disease. Oil and gas
exploration continues to increase in the region, causing an increase in air
pollutant emissions.
Indoor air quality is typically more than 70 percent worse than outdoor air, and
70 percent of Fort Collins buildings have high radon levels.
Promote strategies, programs and requirements that improve indoor and
outdoor air quality, such as the Healthy Homes Program.
Implement fugitive dust control programs from increased infill redevelopment
projects.
4.5 Achieve Work towards long term net zero energy goals within the community
and the City organization using a systems approach.
The building sector is the top energy consumer and is the number one
contributor to greenhouse gas emissions.
Existing buildings are responsible for more than 80 percent of electricity and
natural gas use, accounting for two-thirds of Fort Collins’ GHG emissions, and
costing around $150M per year to operate. Significant opportunities exist
through efficiency and conservation (the most cost-effective approach) to
reduce impacts.
Support fundamental shifts away from coal-based electricity and fossil fuel use
toward renewable energy, which will be needed to meet community GHG and
energy goals.
Promote and develop education, training, regulations and incentives needed to
address and achieve net zero energy goals.
4.6 Achieve Work towards long term zero waste goals within the community and
the City organization.
Fort Collins currently diverts about 58 percent of its waste stream, yet the tons
of waste to the landfill continue to increase.
Reflecting the fact that flood-generated debris from 2013 was largely taken to
Larimer County landfill for disposal, it is now estimated that the remaining life-
span is approximately 10 years. The estimated landfill replacement cost is
projected at $80M or more.
Initiatiate programs that address the CAP Framework including qualitative and
quantitative strategies that can reduce Fort Collins’ carbon footprint through
waste reduction, composting, tree planting, soil management activities and
promoting local food.
4.7 Increase the community’s preparedness and resiliency for changes in
climate, weather and resource availability.
Extreme weather events will continue to impact Fort Collins residents,
infrastructure and resources.
Support a multi-faceted approach to increase awareness and integrate planning
efforts necessary to improve the community’s overall response and resilience.
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Identify and address the public health and safety concerns, negative economic
impacts and resource constraints that may be impacted by extreme weather,
and develop a business continuity plan.
Integrate additional awareness and consideration of future climate impacts into
current and strategic City planning.
Support programs that include ongoing monitoring of climate research and
evolving climate modeling necessary to assist in future course corrections and
additional strategy identification.
4.8 Expand, Iimprove, restore and protect wildlife habitat, urban forests and the
ecosystems of the Poudre River and other urban streamsecosystems.
The Poudre River has multiple and, at times, competing demands from various
users. It is also a natural amenity and ecosystem to be carefully nurtured and
maintained.
Create partnerships with local, regional and national organizations that focus on
local and regional investments for the maintenance and improvement of stream
and river health.
Promote the Nature in the City project, including a comprehensive biodiversity
goal, which ensures as our community grows to its build-out population all
residents have access to high-quality, natural spaces close to where they live
and work.
4.9 Meet all regulatory requirements while supporting programs that go beyond
compliance.
The Colorado Department of Health is renewing the effluent discharge permits
of the City’s two wastewater facilities. More stringent regulations for nutrients,
metals, temperature and ammonia are anticipated. It is also anticipated that
more stringent state regulations will be implemented in the next few years.
Wastewater infrastructure improvements are required to meet stringent
regulatory and permit thresholds, which present a direct challenge in the face of
GHG reduction goals.
The management, maintenance and improvements of the City’s water and
wastewater assets, including treatment facilities and the distribution and
collection system.
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Safe Community
Fort Collins provides a safe place to live, work, learn and play.
The City of Fort Collins strives to be a safe and healthy place to live, work, learn and
play. Safety and security are important aspects of a sustainable community as they help
shape the appeal, viability, productivity and economic stability. The use of technology to
improve investigative techniques and communication is important.
Ensuring that Fort Collins is a safe community is addressed by many services and
programs provided by the City and its partners. Residents often identify immediate
actions from Police Services and Poudre Fire Authority as key contributors to their
sense of safety. However, the definition of a safe community is broader than emergency
responsiveness. It also extends to the City stormwater systems that are founded on
best management practices and long-term planning. Safeguarding the community’s
infrastructure through design, building regulations and inspections is essential to
ensuring a safe community.
Key components of community education include prevention and preparedness,
regulations and infrastructure investment. The City’s Emergency Management system
and many regional, state and federal partners work to minimize and effectively respond
to emergency situations.
A safe and healthy community includes:
A safe, non-threatening city in which to live, work, learn, and play
Proactive and skilled police and fire services
Safe, reliable and best practice floodplain management
An active emergency management system focused on prevention, preparedness
and recovery with key partnerships in place to effectively respond to emergency
situations
Definition & Descriptions
5.1. Improve community involvement, education and regional partnerships to
make our community safer and stronger.
Local and regional coordination is essential to a safe community so that all
emergency response teams are aligned.
Offers should maximize the resources of local, regional and federal agencies to
address safety issues.
Partnerships should continue to support key enforcement and education
programs such as animal control, mental health, substance abuse,
detoxification, victim assistance, youth programs, bike safety, county jail and
programs to reduce repeat crimes.
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Efforts to foster public-private partnerships to address community safety and
programs that build community pride and involvement should be continued.
The City could optimize and leverage volunteers as cost-effective staff
resources and public advocates.
5.2. Enhance our Police Services capability to foster public trust and create a
safer community. Provide facilities, equipment, technology and training
capabilities to enable a high quality police force and foster public trust.
As the community reaches full buildout and a population of approximately
255,000, the type and volume of crimes and community support will change,
requiring additional police resources and skill levels.
While keeping current with innovative and best practices, Police Services will
focus on training staff in methods and practices consistent with the needs and
issues within the community.
Provide facilities, equipment, technology and training capabilities to enable a
high quality police force.
Develop more diversified police operations that support neighborhood policing
and engage citizens in new ways that promote trust and community
connectivity.
5.3. Partner with Poudre Fire Authority to provide high quality fire and
emergency services.
When a fire breaks out, the goal is to contain it within the room of origin. To
enhance public safety, the goal is to increase containment in the room of origin
to 80 percent.
Development review services ensure that new construction, redevelopment,
and building activity are consistent with the International Fire Code.
5.4. Develop and implement emergency preparation and resiliency plans in
collaboration with other regional efforts.
The September 2013 flood was handled professionally by all parts of the City.
However, it identified the need for aAdditional training and role clarity is needed
regarding Citywide emergency response and recovery plans for all hazards as
defined in the City’s Emergency Management Plan.
Representatives of each involved department need to develop the appropriate
documentation and understanding of how to respond to an emergency.
A method needs to be established to keep department knowledge current and
accurate through periodic review and drills.
Prioritizing employee training opportunities and regular certification audits will
ensure the workforce is prepared to respond to emergencies at any time.
5.5. Protect life and property with natural and attractive flood mitigation facilities.
Stormwater master plans exist for all basins within Fort Collins; however, many
of these plans are outdated.
Funding alternatives should be identified to implement necessary regional
improvements.
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As infill and redevelopment occurs, continue to integrate stormwater facilities
with other Citywide goals (e.g., Nature in the City, recreational opportunities,
etc.).
5.6. Optimize the use of data and technology to improve service and protect
mission critical infrastructure.
Deploy Ccomputers and mobile devices to improve the effectiveness and
efficiency of various services across the City, particularly in public safety.
The City’s approach is to create the right technology for the right people.
Technology often means added cost.To be fiscally prudent, the City will
bBalance cost with real, tangible benefits to the organization and community.
Use technology to monitor, and protect mission-critical infrastructureand
provides cyber security for mission-critical infrastructure, such as water
treatment facilities, the electrical grid, etc.
The City will respond to the critical needs outlined in the external IT
assessment to address cyber security within the organization.
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Transportation
Fort Collins provides safe and reliable multi-modal travel to, from and
throughout the City.
Transportation planning uses data and analysis to develop and maintain safe and
reliable multi-modal travel. It addresses gaps within the transportation network and
promotes walkability throughout the community. Priority will be given to managing and,
where possible, reducing congestion through physical infrastructure improvements and
demand reduction. The City’s existing infrastructure will be highly functioning and well
maintained.
Reshaping streets to encourage safer speeds and promote a mix of modes (walking,
bicycling and transit) is a priority. Street design that blends transportation, social and
environmental amenities and provides a variety of benefits will create a sense of place
and quality.
A transit system that is efficient, productive and aligns with the Transfort Strategic
Operating Plan is a priority. Technology will be leveraged to provide innovative sources
of information concerning traffic, congestion and transit options. Transportation
operations concentrate on reducing congestion, improving air quality and improving
safety for all modes of travel. Mitigation strategies to address the impacts of freight rail
lines that run through the community could decrease delays and enhance public safety.
A connected community includes:
Land use and transportation that is fully integrated, both locally and regionally, to
create an affordable, accessible, low energy, low impact and efficient transportation
system
Multiple modes of safe, affordable, easy and convenient travel
A transportation system that provides safe, reliable, convenient and effective
vehicular mobility and access
Travel infrastructure that is high quality and recognized as world class by residents,
visitors and peers
Capacity and systems for good traffic flow and minimal congestion
People who are aware of the impact their travel choices have on the transportation
system, the environment and the community
Infrastructure and technology to address and mitigate the impact of train delays
Definition & Descriptions
6.1 Improve safety for all modes of travel including vehicular, pedestrian and
bicycle.
There is iIncreased community awareness and concern regarding bicycle and
vehicle collisions with the increase in population and bicycle riders.
Vehicle accidents have increased 15 percent in Fort Collins since 2008.
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Appropriate programs, policies, infrastructure improvements (e. g., intersection
design) and educational resources are needed to reduce traffic accidents and
bike/vehicle accidents.
6.2 Improve traffic flow to benefit both individuals and the business community.
Leverage intelligent technology to maximize system capacity and efficiency.
Increase system efficiency and safety, while focusing on infrastructure
deficiencies.
Continue developing a high quality and efficient transportation infrastructure.
6.3 Identify strategies to reduce motorist delays due to trains.
Work with railways to reduce delays associated with freight-rail lines.
Work with Federal Railroad Administration to identify cost effective solutions
that reduce train noise.
Develop systems and applications that provide citizens information that help
reduce delays.
6.4 Improve transit availability, grow ridership and address MAX parking
concerns.
Residents identified transportation and enhanced transit as high priorities
during community outreach sessions and in the 2013 and 2015 Citizen
Surveys.
A fully functioning transit system requires a level of service that allows the rider
to move throughout the city in a timely manner and works seamlessly with other
modes of travel.
Service levels will focus on areas of greatest ridership demand and productivity,
in accordance with the transit policies of the Transfort Strategic Operating Plan
and Transportation Master Plan, and should be available at times that support
the work and leisure needs of riders.
6.5 Fill the gaps for all modes of travel and improve the current transportation
infrastructure while enhancing the aesthetic environment.
Street maintenance and the infrastructure of intersections and pedestrian ways
are a high priority for the Fort Collins community.
The City has a significant number of bridges, culverts and irrigation ditch
crossings that are old and in need of repair and rebuilding.
Quality infrastructure continues to be a focus, including safe, well-functioning,
high quality streets, bikeways, sidewalks and trails.
City transportation systems are designed to provide accessibility to
employment, education and health care by offering a variety of effective and
efficient transportation choices beyond automobile use.
6.6 Develop Create, collaborate and implement long-term transportation plans
planning while that improvehelping local and regional transportation
networks, including the airport, operate at a high level of efficiency.
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Update the 2011 Transportation Master Plan to reflect critical changes,
emerging trends (e.g., unmanned vehicles) and opportunities, including social
impacts and accessibility, as well as transportation’s role in reducing GHG
emissions.
Maximize linkage between on-street and trail bicycle and pedestrian
connections, including key grade-separated crossings.
Continue exploring and addressing whole-system mobility issues, impacts,
opportunities and partnerships including railroad-traffic conflicts and horn noise,
and regional airport connectivity and accessibility.
Focus efforts on improving the I25 corridor thru collaboration with regional and
state partners.
6.7 Develop plans that Create and implement planning, engineering and financial
strategies to address adequate infrastructure within the northeast area of
Fort Collins. while utilizing partnerships and collaboration.
The northeast quadrant of Fort Collins, consisting of areas surrounding East
Mulberry Street, extending north to Douglas Road and west to College Avenue,
is the last major quadrant of the City’s Growth Management Area that remains
largely undeveloped.
Working with regional partners and collaborating with the private sector will be
essential to ensuring the most efficient build-out of this portion of Fort Collins.
The lack of transportation and utility infrastructure limits opportunities for
affordable housing and business development that would meet the same
quality and standards as the rest of the community.
It should have character, incorporate sound land use planning and be
developed with the vision articulated in existing adopted plans.
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High Performing Government
Fort Collins exemplifies an efficient, innovative, transparent, effective
and collaborative city government.
A high-performing government delivers services desired by the community through
sound financial management, transparent and collaborative decision-making, various
communication methods, and efficient and effective project management. To achieve
this, the City employs high caliber employees, retains its workforce through
development and growth opportunities, and promotes intelligent risk-taking to address
increasingly complex challenges. The City’s mission, vision and values are reinforced at
every level of the organization and guide its culture. Exceptional customer service that
is responsive to the needs of residents and businesses is crucial in every interaction
between the City and all members of the community.
The City values community engagement and involvement in the planning and decision-
making process. It also coordinates and problem-solves with adjacent municipalities,
CSU, school districts, Larimer County, special districts and local organizations. The City
trusts and utilizes the many experts within the community.
Core processes of leadership, strategic planning, budgeting, organizational
development and human resources are aligned to develop an organization that listens
to and engages the public, continuously delivers high quality services to the community,
facilitates high performance and generates trust in and transparency of City business.
A systems approach is applied to creatively, thoughtfully and analytically use economic,
environmental and social lenses to meet present needs and plan for the future. The City
is committed to continually improving using the Plan, Do, Check, Act (PDCA)
methodology. Data from surveys, performance metrics,operations, events and face-to-
face interactions is key to decision-making and pursuing strategic opportunities for
improvement. City revenues and expenditures are prioritized and balanced with
community values, challenges and opportunities.
Citizen involvement and a representative government are cornerstones of a high
performing community. Research shows that communities with actively involved
residents derive more satisfaction from open involvement and achieve more results with
greater benefit to the community as a whole. Participating communities demonstrate
greater acceptance and inclusion of people from different backgrounds, and no form of
discrimination is tolerated.
A high performing government includes:
Effective and efficient local governance where all community voices are valued
Fiscal sustainability and transparency
A collaborative and community-based approach to problem solving
Core processes that are consistently used across the organization
A high quality workforce that strives for continuous improvement in all areas
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A systems approach, driven by data, to effectively solve problems, creatively pursue
opportunities for improvement and develop innovative solutions
Promoting a values-driven organizational culture that reinforces ethical behavior,
exercises transparency and maintains the public trust
Attracting and retaining the best and brightest workforce
Citywide strategies and standards for inclusive civic engagement
Definition & Descriptions
7.1 Provide world-class services that meet the needs of the community.
Improve organizational capability and effectiveness through professional
development, leadership, change management, strategic thinking, business
acumen and staff engagement.
Implement leading-edge continuous improvement practices that increase
productivity, effectiveness, customer service and citizen satisfaction.
Optimize the use of technology to drive efficiency and transparency to improve
services.
Implement systems and processes that improve services and citizen
satisfaction, and that enable the City to achieve Baldrige recognition within the
next 5 years.
The City encourages a culture of safety leadership
The City exemplifies exceptional customer service
The City practices environmental stewardship
The City is committed to continuous improvement
City employees demonstrate and are held to a high ethical standard and act in
the best interest of the citizens of the City of Fort Collins
7.2 Promote a values-driven organizational culture that reinforces ethical
behavior, exercises transparency and maintains the public trust.
The organization places a strong value on maintaining the public trust and has
articulated high expectations regarding ethical behavior.
An organization-wide ethics program will clarify expectations regarding specific
behaviors, further embed the organization’s core values into the culture, and
reinforce accountability.
7.3 Improve organizational capability and effectiveness – professional
development, leadership, change management, strategic thinking, business
acumen and staff engagement. (incorporated into 7.1)
Delivering services to Fort Collins residents occurs because of the capability
and competency of staff. Providing opportunities to improve individual skills,
knowledge and leadership through professional development programs will
improve the organization’s ability to deliver the outcomes and services of the
City Strategic Plan. Specific areas to focus on include critical thinking, business
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and financial literacy, change and project management, and workload
prioritization.
7.47.3 Improve core Human Resource systems, develop a total reward system and
address workforce planning and career development.
Compensation programs, position definitions, organizational structure and
performance management systems all play a significant role in employee
morale and the organizational culture.
Improvements in these systems can and will drive improvement in the
organizational capability to deliver the outcomes and services of the City
Strategic Plan.
Key systems and processes on which to focus include career architecture,
compensation anaylsis, performance management and career development for
potential future leaders.
7.57.4 Develop and implement initiatives to achieve safety goals and continue to
focus on employee health and wellness.
The City promotes a culture of safety where individuals and organizations are
accountable for making sure the work environment is safe, employees are
aware of potential hazards, and reporting of near-miss and other reportable
incidents is encouraged to shift safety focus from triage to prevention.
The City’s Recordable Accident Frequency (RAF) and Days Away Restricted or
Transferred (DART) rates are significantly higher than the average for
municipal and private organizations. The average cost per claim is much lower
than both of the norms. However, the DART rate indicates a substantial cost in
lost or restricted time.
The City continues to invest and drive improvements in establishing and
maintaining a healthy workforce.
7.67.5 Broaden methods of public engagement to reach all segments of the
community by giving additional consideration to diverse backgrounds,
languages and needs.
The City recognizes the importance of sincerely engaging residents in the
development of policy, programs and services. The City’s Public Engagement
Strategic Plan focuses on fostering an engaged citizenry, equipping staff to
successfully lead public engagement projects, and ensuring accountability and
excellence in community engagement.
The City actively pursues methods of reaching traditionally hard-to-reach and/or
under-served populations, and has also expanded the use of social media and
technology.
These efforts supplement more traditional outreach to boards and
commissions, the business community, the environmental community and
general residents, which will continue.
Utilize community engagement as a platform for co-creation of innovative
solutions and improvements to community needs.
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7.77.6 Enhance the use of performance metrics and benchmark data to assess
results and program effectiveness.
Significant progress has been made in defining appropriate metrics to track
progress and success in achieving the City’s Strategic Outcomes, objectives
and departmental goals.
A data warehouse has been developed to house all metric information and
provide easy reporting to various audiences.
Additional work is needed to sort through existing metrics and to ensure the
right metrics are in place. Leaders may review and act on the information
provided by the metrics.
7.8 Implementment leading-edge continuous improvement practices that
increase productivity, effectiveness, customer service and citizen
satisfaction. (Incorporated into 7.1)
The organization lacks a systematic process for encouraging, evaluating and
implementing innovative and leading-edge ideas. In addition, the concept of
“intelligent risk-taking” has not been clearly defined.
An organization-wide system should be developed and deployed to fund, pilot
and implement innovative ideas and provide training to encourage intelligent
risk-taking.
As the City moves to a more strategic, project-based focus, training is needed
for employees in project management, stakeholder engagement, PDCA
methodology and strategic planning.
A mechanism to assess and evaluate the performance and benefits of
established programs across the City should be implemented to ensure
programs are continuing to meet their original objectives, adequate internal
controls are inplace, best practices are utilized within existing programs, and to
identify opportunities where resources could be re-deployed to support new
initiatives.
7.97.7 AddressResolve long-term funding requirements by diversifying the
revenue base and finding new revenue sources.
Identifying alternate revenue sources, as well as renewal of all or a portion of
the current KFCG tax rate, is critical to the delivery of community services and
programs.
Various areas across the City lack funding for new, enhanced and replacement
capital investments, including Golf, Parks, grade-separated crossings, etc.
New revenue sources should be identified to support infrastructure investment
across the community.
7.10 Optimize the use of technology to drive efficiency and transparency to
improve services. (Incorporated into 7.1)
The organization is becoming increasingly reliant on technology. IT budgets
continue to grow at a rate higher than revenue and other expenditures.
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Technology provides the opportunity to improve productivity and customer
service.
IT resources should be focused on the areas that drive the greatest
improvement in customer satisfaction and operational productivity.
Specific areas include IT safety, cyber security, transparency, mobile media,
capital lifecycle costs and asset management.
7.117.8 Optimize the use of City assets through capital improvement
planning, preventative maintenance and asset management.
As City assets age, renewal and replacement will become more critical to
maintaining the City’s character and appeal.
Developing tools and systems that support capacity planning, capital asset
needs, monitor asset life, condition and schedule repairs (based on optimal
asset lifecycle costs estimates) will become more critical.
An integrated, Citywide view of asset condition and maintenance requirements
is needed to ensure capital improvement coordination across the City and
optimal maintenance of existing assets.
7.127.9 Proactively influence policy and legislative development at all levels
of government regulation.
The City plays a critical role in influencing local, state and federal policy that
impacts our ability to achieve Key Outcomes.
Through the legislative policy agenda and participation in legislative and
regulatory stakeholder groups, the City proactively, rather than reactively,
influences policy outcomes.
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Performance Metrics
Community Dashboard
The City of Fort Collins is committed to being a data driven organization.
Usingquantifiable data and analysis, the City tracks and measures success in achieving
the Key Outcomes and Strategic Objectives defined in this plan. This includes
identifying appropriate metrics related to both Key Outcome Areas and Strategic
Objectives, establishing appropriate targets for each of these metrics, tracking the
actual performance of each metric over time, and regularly reviewings and discussing
the performance.
Historically, the City uses operational and performance metrics. Recent focus on tying
metrics to specific Outcomes and Objectives began in 2013. Staff, working with City
Council, developed a Community Dashboard where each of the seven Outcome Areas
has four to seven performance metrics that track at a high level the City’s progress in
achieving the desired Outcome. Every measure on the dashboard is measured against
a target. The Community Dashboard is updated quarterly and can be found online at
fcgov.com/dashboard.
Community Dashboard as of Q4 2015
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Neighborhood Livability and Social Health
Culture and Recreation
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Economic Health
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Environmental Health
Safe Community
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Transportation
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High Performing Government
Strategy Maps
To further enhance the use of metrics to track the City’s progress, Strategy Maps have
been created that tie specific metrics to each of the 58 Strategic Objectives within the
Strategic Plan. This provides insight into the City’s progress of achieving the Strategic
Objectives, which will then help achieve the Outcomes.
Where possible, three to four metrics have been assigned to each Strategic Objective;
these metrics are treated similar to the Community Dashboard metrics. This includes
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identifying appropriate metrics related to both Key Outcome Areas and Strategic
Objectives, establishing appropriate targets for each of these metrics, tracking the
actual performance of each metric over time, and regularly reviewing s and discussing
the performance.
Each of these metrics is assigned an organizational owner, and quarterly reviews occur
when the initiatives and progress on the metrics are discussed. New Strategy Maps will
be implemented in 2016. The list of measures currently aligned with the 2016 Strategic
Objective in included in Appendix A. Also included in that appendix is a screen shot of
one of the strategy maps.
The Strategy Maps are targeted to be released on the City’s internal website in Q1
2016. Each Outcome will have its own page that lists the Strategic Objective
associated with that Outcome. Here is a sample screenshot of what that will look like:
Each Strategic Objective has its own Green-Yellow-Red icon which represents the
overall performance of that Strategic Objective based on the results of the associated
metrics. By clicking on an Strategic Objective the viewer will see the performance and
analysis of the underlying metrics:
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Long-Term Financial Plan
Objectives:
1) Address long-term financial issues in the strategic plan.
2) Highlight potential challenges and aid in long-term (more than 10 years)
philosophical decision-making on strategies.
Executive Summary:
The City enjoys a strong economic base as a result of diverse employment, CSU and its
associated research, and the attractiveness and desirability of the region. The City of
Fort Collins maintains a Aaa Moody’s credit rating (which ranks in the top 3 percent),
and more than $200M in reserves (excluding Enterprise Funds) due to prudent fiscal
policies, low debt and conservative management over its approximate $500M budget.
The City’s revenue growth has been strong since 2010 with building and business
investment driving significant increases.
The long-term financial forecast uses the most likely estimates and does not include
outlier impacts such as flood, natural disasters, recession, or other rare occurrences. In
the unfortunate event one of these circumstances occurs, drastic measures may need
to be taken that are not incorporated into the following financial forecasts. The model
includes the following primary revenue and expense drivers:
Primary Revenue Drivers
Sales and Use Tax – Sales Tax revenue growth of 3.2 percent based on taxable
sales historical average; Use Tax revenue growth of 3.6 percent based on last 15
year averages
Property Tax - tied to Consumer Price Index (CPI) growth currently calculated at 2.8
percent
Capital Grants – project-specific and difficult to forecast, tied to CPI at 2.8 percent
Shared Revenues – County and State distributions compound annual growth rate
(CAGR) for majority of 2000s was 1.56 percent
Cultural, Park, Recreation and Natural Areas Fees – 14-year historical rate of 3.26
percent
Primary Expense Drivers
Salaries and Wages – Highly correlates to taxable sales; growth of 3.2 percent
Benefits – 8.5 percent growth rate is combination of staff size and healthcare costs
Professional and Technical – Highly correlates to population; growth of 2.3 percent
Repair and Maintenance Services – 4.0 percent average for 2000s for most of
accounts
Infrastructure -- 4.2 percent growth rate proxy for average of 2000s
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The baseline scenario for “All Funds” (excluding Utilities) in the City indicates healthy
financials through 2020 at existing service levels and using existing revenue sources.
The Keep Fort Collins Great (KFCG) tax supplies a 0.85 percent tax revenue source
which accounted for $26M of revenue in 2015. Renewal of this tax through 2025
enables near equilibrium in projected revenue and expenses with any shortfall kept to a
minimum and very manageable.
KFCG is scheduled to expire at the end of 2020, eliminating $32M of funding beginning
in 2021. This impact would require extensive reductions in expenditures. Even with
such reductions, the resulting financials would still yield a $10M shortfall in 2025, which
may still be manageable at only 2.7 percent of total spend, but would result in reduced
service levels. Reserves would be used throughout the next decade in this scenario to
accommodate the expenditure rate, forcing a reduction from the current level of $207M
to $161M in 2025.
KFCG expiration or renewal will have the single biggest effect on the City’s future
financials.
Transit and Transportation funds have similar forecasts and issues. Both will run
deficits in future years due to their personnel-heavy expense structure. Benefits are
expected to grow at 8.5 percent, due in large part to increasing health care costs. The
Transportation Fund will need to use its reserves to offset the increasing disparity
between revenue and expenses. The Transit deficit could be exacerbated by increasing
demands for higher service levels.
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Although both funds show increasing deficits, the total dollar amounts projected are not
extreme. Close expense monitoring and managerial adjustments to cost structure in the
next few years will help manage Transit and Transportation financials before the deficits
get out of control. Timely funding alignment (increase in fees, taxes, etc.) with
community service level demand (headways, hours, weekend service, etc.) will also
help manage Transit and Transportation funds.
Overall, the City has a healthy long-term outlook, with a few, isolated and identified
issues that must be tracked closely. As these issues progress, timely and appropriate
adjustments will help mitigate any problems.
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Appendix A: Strategy Maps - Alignment of Performance Measures to
Strategic Objectives - Not updated with Council feedback on March 22
Outcome: Neighborhood Livability and Social Health
CNL 3. Affordable Housing Inventory
CNL 4. Fort Collins' Housing Opportunity Index (HOI) compared to western states region HOI
CNL 57. % of citizens responding very good/good - Availability of affordable quality housing in Fort Collins
CNL 39. Winter Point in Time Count of Homeless Population
CNL 3. Affordable Housing Inventory
CNL 37. Rebate Program Participation
CNL 39. Winter Point in Time Count of Homeless Population
CNL 61. % of citizens responding very good/good - Fort Collins as a place of community acceptance of all people
CNL 1. Voluntary Code Compliance
CNL 11. Number of graffiti abatement issues
CNL 56. % of citizens responding very good/good - Fort Collins as a place to live
CNL 63. % of citizens responding very good/good - Community's visual attractiveness
ECON 8. Development Review customer survey results
ECON 21. Development Review historic preservation grants - maintain a 2:1 ratio of City dollars to grant or matching funds
HPG 68. % of citizens responding very good/good to the City's performance in - Managing and planning for growth
CNL 4. Fort Collins' Housing Opportunity Index (HOI) compared to western states region HOI
CNL 64. % of citizens responding very good/good - Your neighborhood as a place to live
CNL 80. Residential Parking Permit Program - % of responding residents that want to continue program
CNL 1. Voluntary Code Compliance
CNL 2. Response Time to Graffiti Removal
CNL 64. % of citizens responding very good/good - Your neighborhood as a place to live
CNL 74. % of citizens responding very good/good quality of - Code enforcement (e.g. weeds) in Fort Collins
CNL 8. # CSU student/staff Fall Clean Up volunteers
CNL 10. Fall Clean up - % neighbors that felt more connected to CSU students due to the program
CNL 17. Restorative Justice Conferencing Program (RJCP) participant satisfaction - All Participants
CNL 29. Voluntary compliance with Animal Control services
Outcome: Culture and Recreation
CR 1. Recreation Programs - Total Cumulative Participation
CR 2. Lincoln Center - Total Cumulative Participation
CR 7. Paved Trails - Cumulative Number of Visits
CR 23. Trained Observer Program – Percentage of Parks, Trails and Rec Fac Grounds Ratings With No Problems
CR 38. Number of participants - Northside Aztlan Community Center
Strategic Objective: NLSH 1.1 - Improve access to a broad range of quality housing that is safe, accessible and affordable.
Strategic Objective: NLSH 1.2 - Leverage and improve collaboration with other agencies to address homelessness, poverty
issues and other high priority human service needs.
Strategic Objective: NLSH 1.3 - Promote a more inclusive, equitable and diverse community that embraces differences.
Strategic Objective: NLSH 1.4 - Preserve and enhance the City's sense of place.
Strategic Objective: NLSH 1.5 - Guide growth compatible with community expectations through appropriate planning,
annexation, land use, historical preservation and development review processes
Strategic Objective: NLSH 1.6 - Address neighborhood parking and traffic issues.
Strategic Objective: NLSH 1.7 - Maintain and enhance attractive neighborhoods through City services, innovative
enforcement techniques and voluntary compliance with City codes and regulations.
Strategic Objective: NLSH 1.8. Foster positive and respectful neighbor relationships and open communication, as well as
provide and support conflict resolution.
Strategic Objective: CR 2.1 - Improve the community's sense of place with a high value on open space, culture, recreation
and park systems.
Strategic Objective: CR 2.2 - Improve low and moderate income citizen access to, and participation in, City programs and
facilities.
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CR 6. Natural Areas Programs - Cumulative Participation per Capita
CR 7. Paved Trails - Cumulative Number of Visits
ENV 98. % of citizens responding very good/good quality of - Natural areas and open space
CR 1. Recreation Programs - Total Cumulative Participation
CR 1. Recreation Programs - Total Cumulative Participation
CR 2. Lincoln Center - Total Cumulative Participation
CR 3. Museum of Discovery - Total Cumulative Participation
CR 5. Golf Courses - Total Cumulative Participation
CR 61. Acres of Park /1,000 Population
CR 62. Miles of Trail/10,000 Population
Yet to be identified
CR 8. Lincoln Center - # volunteer hours
CR 51. Gardens on Spring Creek volunteer hours
CR 52. Fort Collins Museum of Discovery volunteer hours
CR 92. Volunteer Hours - All Recreation Facilities
Outcome: Economic Health
Yet to be identified
ECON 1. New Commercial Permit Dollar Volume per Capita
ECON 3. Commercial Vacancy Rates
ECON 4. Net Percent Change in Local Jobs
ECON 38. Number of Primary Jobs retained/created through EHO activities
Yet to be identified
ECON 8. Development Review customer survey results
HPG 51. Utilities customer satisfaction - providing good value
ECON 35. Total Private Investment in the URA
HPG 70. % of citizens responding very good/good to the City's performance in - Encouraging sustainability in the community
TRAN 2. Cumulative Transfort Fixed Route Ridership
TRAN 17. MAX ridership
TRAN 48. % of citizens responding very good/good - Availability of parking Downtown in Fort Collins
Strategic Objective: CR 2.4 - Develop effective marketing and pricing strategies and programs that drive value, attendance
and cost recovery.
Strategic Objective: CR 2.5 - Plan, design and implement improvements to the citywide trail system.
Strategic Objective: CR 2.6 - Develop a clear strategic description of the City’s role in culture and arts while leveraging
partnerships with other community organizations.
Strategic Objective: CR 2.7. Develop effective operation and maintenance (O&M) funding alternatives that support
upgrades, equipment refresh and lifecycle replacement.
Strategic Objective: ECON 3.1 - Improve effectiveness of economic health initiatives through collaboration with regional
partners.
Strategic Objective: ECON 3.2 - Enhance employment opportunities through business retention, expansion, incubation
and attraction.
Strategic Objective: ECON 3.3 - Support workforce development and provide community amenities that support employers
within the city.
Strategic Objective: ECON 3.4 - Provide transparent, predictable and efficient processes for citizens and businesses
interacting with the City.
Strategic Objective: ECON 3.5 - Foster sustainable infill and redevelopment.
Strategic Objective: ECON 3.6 - Enhance the economic vitality of Downtown.
Strategic Objective: CR 2.3 - Promote health and wellness within the community and provide sustainable access to nature.
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ENV 22. Turbidity of City drinking water
ENV 43. System Replacement - LF Installed (Water)
ENV 49. Water Distribution - Customer Service Calls (Water)
SAFE 8. Drinking Water Compliance Rate (% Days)
ECON 7. Electric System Average Interruption Duration Index (SAIDI) in Minutes
ENV 43. System Replacement - LF Installed (Water)
ENV 63. System Replacement (LF of Pipe Removed & Replaced) (Wastewater)
SAFE 58. Channel Cleaning and Vacuum Cleaning of Water Quality Devices (Stormwater)
Yet to be identified
Outcome: Environmental Health
ENV 9. Percent decrease in community Greenhouse Gas (GHG) emissions from 2005 baseline
ENV 28. Absolute net decrease in ClimateWise partners Greenhouse Gas (GHG) emissions from 2005 baseline
ENV 35. Electricity (GHG) 2020 CAP Goal vs Actual
ENV 42. Natural Gas (GHG) 2020 CAP Goal vs Actual
ENV 1. Wastewater Treatment Effectiveness Rate (%)
ENV 22. Turbidity of City drinking water
ENV 102. Single-family annual water demand in gallons per capita per day
SAFE 8. Drinking Water Compliance Rate (% Days)
CR 25. # of Community Garden plots in inventory
ENV 7. Community per capita per day of solid waste generation
ENV 10. Community solid waste diversion rate
TRAN 35. % Commute Mode Share by Non-SOV (Single Occupant Vehicle)
ENV 4. Outdoor Air Quality Index (AQI) - Ozone
ENV 5. Outdoor Air Quality Index (AQI) - Fine Particulate Matter 2.5 microns (PM 2.5)
ENV 9. Percent decrease in community Greenhouse Gas (GHG) emissions from 2005 baseline
ENV 16. Cumulative number of homes assessed for Healthy Homes
ENV 3. Community Energy Use
ENV 23. Annual electricity savings from efficiency and conservation programs
ENV 25. Total new installed solar capacity (kilowatts)
ENV 26. Percent renewable energy towards compliance with State Renewable Energy Standards
ENV 7. Community per capita per day of solid waste generation
ENV 10. Community solid waste diversion rate
ENV 11. Cumulative number of individuals with new or improved access to recycling through WRAP
ENV 12. Tons of community recycled or composted materials, including cardboard
SAFE 75. Rank in Top 10% Nationwide in Stormwater and Floodplain Management Programs
SAFE 41. % of citizens responding very good/good quality of - emergency preparedness in Fort Collins
SAFE 74. Stream and Rainfall Gauge Functionality (April to September) (Utilities Master Plan & Floodplain Administration)
Strategic Objective: ECON 3.9 - Encourage the development of reliable, high speed internet services throughout the
community.
Strategic Objective: ENV 4.1 - 4.1 Achieve Climate Action Plan (CAP) goals by reducing greenhouse gases (GHGs).
Strategic Objective: ENV 4.2 - Protect and provide a high quality water supply and implement appropriate conservation
efforts and long-term water storage capability.
Strategic Objective: ENV 4.3 - Engage citizens in ways to educate and change behavior toward more sustainable living
practices.
Strategic Objective: ENV 4.4 - Implement indoor and outdoor air quality improvement initiatives.
Strategic Objective: ENV 4.5. - Achieve net zero energy within the community and the City organization using a systems
approach.
Strategic Objective: ENV 4.6 - Achieve zero waste goals within the community and the City organization.
Strategic Objective: ENV 4.7 - Increase the community’s preparedness and resiliency for changes in climate, weather and
resource availability.
Strategic Objective: ECON 3.8 - Maintain electric utility systems, services, infrastructure integrity and stable competitive
rates.
Strategic Objective: ECON 3.7 - Sustain high water quality to support the community and water-dependent businesses.
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ENV 8. Post Restoration Status of Urban Natural Areas
ENV 14. Existing Condition of Active Restoration Sites
ENV 15. Natural Areas Land Conservation - Cumulative Acres
ENV 98. % of citizens responding very good/good quality of - Natural areas and open space
ENV 1. Wastewater Treatment Effectiveness Rate (%)
SAFE 8. Drinking Water Compliance Rate (% Days)
ENV 26. Percent renewable energy towards compliance with State Renewable Energy Standards
Outcome: Safe Community
CNL 7. Registered parties with no warning/no citation
CNL 32. Animal Control warnings and citations
SAFE 50. % of citizens responding very good/good quality of - Police services overall in Fort Collins
TRAN 39. Safe Routes to School Overall Student Participation
SAFE 1. Percent of Time Police Priority 1 Calls Responded to Within 5 Minutes
SAFE 49. % of citizens responding very good/good quality of - Police response time in Fort Collins
SAFE 50. % of citizens responding very good/good quality of - Police services overall in Fort Collins
SAFE 5. Part 1 Crimes per Capita Compared to Cities of Similar Size
SAFE 2. Percent of Time PFA Fire Personnel are on Scene Within 5 Minutes 45 Seconds
SAFE 3. Percent of Time Fire Contained to Room of Origin
SAFE 44. % of citizens responding very good/good quality of - Fire services overall in Fort Collins
SAFE 81. Compliance with National and State standards for Emergency Preparedness
SAFE 41. % of citizens responding very good/good quality of - emergency preparedness in Fort Collins
SAFE 53. % of citizens responding very good/good quality of - Disaster response and restoration of services in Fort Collins
SAFE 81. Compliance with National and State standards for Emergency Preparedness
SAFE 83. Ongoing training to internal and external customers in the area of emergency preparedness
SAFE 67. Poudre River Floodway Cleanup - Loads of Large Trees and Debris Removed (Stormwater)
SAFE 69. System Replacement (LF of Pipe Removed & Replaced) (Stormwater)
SAFE 74. Stream and Rainfall Gauge Functionality (April to September) (Utilities Master Plan & Floodplain Administration)
SAFE 75. Rank in Top 10% Nationwide in Stormwater and Floodplain Management Program
HPG 26. Internet availability
HPG 27. Server availability (supporting 390 servers)
Outcome: Transportation
SAFE 6. Number of Injury/Fatal Crashes
SAFE 27. Voluntary speed compliance (Monthly)
TRAN 46. % of citizens responding very good/good - Fort Collins as a walkable city
TRAN 47. % of citizens responding very good/good - Ease of traveling by bicycle in Fort Collins
Strategic Objective: SAFE 5.3 - Partner with Poudre Fire Authority to provide high quality fire and emergency services.
Strategic Objective: SAFE 5.4 - Develop and implement emergency preparation and resiliency plans in collaboration with
other regional efforts.
Strategic Objective: SAFE 5.5 Protect life and property with natural and attractive flood mitigation facilities.
Strategic Objective: SAFE 5.6 - Optimize the use of data and technology to improve service and protect mission critical
infrastructure.
Strategic Objective: TRAN 6.1 - Improve safety for all modes of travel including vehicular, pedestrian and bicycle.
Strategic Objective: SAFE 5.2 - Provide facilities, equipment, technology and training capabilities to enable a high quality
police force and foster public trust.
Strategic Objective: ENV 4.8 - Improve, restore and protect wildlife habitat, urban forests and the ecosystems of the Poudre
River and other urban streams.
Strategic Objective: ENV 4.9 - Meet all regulatory requirements while supporting programs that go beyond compliance.
Strategic Objective: SAFE 5.1 - Improve community involvement, education and regional partnerships to make our
community safer and stronger.
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TRAN 28. Average Travel Speeds/Times on Arterial Streets
TRAN 34. % Commute Mode Share by Bicycle
TRAN 35. % Commute Mode Share by Non-SOV (Single Occupant Vehicle)
TRAN 49. % of citizens responding very good/good - Traffic congestion in Fort Collins
Yet to be identified
TRAN 1. Transfort Fixed Route Passengers per Revenue Hour
TRAN 2. Cumulative Transfort Fixed Route Ridership
TRAN 17. MAX ridership
TRAN 45. % of citizens responding very good/good - Ease of traveling by public transportation in Fort Collins
TRAN 3. Cumulative Lane Miles of Roadway Pavement Improved
TRAN 20. # of Bridges that Exceed Design Life
TRAN 52. Dollar Value of Sidewalk Infrastructure Constructed
TRAN 53. Dollar Value of Ramp Infrastructure Constructed
Yet to be identified
Yet to be identified
Outcome: High Performing Government
HPG 69. % of citizens responding very good/good to the City's performance in - Efficient operation of programs and services
HPG 71. % of citizens responding very good/good to the City's performance in - Overall direction of the City
HPG 34. Cultural Values Assessment: annual progress toward the goal of entropy level of 10%
HPG 50. Utilities customer satisfaction - company you can trust
HPG 33. Employee participation in the Cultural Values Assessment
HPG 153. Price of Government for the City of Fort Collins
HPG 42. Total hours of training attended
HPG 57. Number of employees trained in grant research and writing
HPG 38. HR performance based on Internal Services survey
HPG 38. HR performance based on Internal Services survey
HPG 41. Percent of qualified applications forwarded to supervisors for screening
HPG 42. Total hours of training attended
HPG 6. City Employee Cumulative Turnover Rate
HPG 4. City Employee Safety - Total Recordable Injury Rate (TRIR) YTD
HPG 5. City Employee Safety - Days Away Restricted or Transferred (DART) Rate YTD
HPG 48. Well Days – medical claims cost for participants vs. non-participants
HPG 150. Total Cost of Workers Comp Claims
Strategic Objective: HPG 7.1 - Provide world-class services that meet the needs of the community.
Strategic Objective: HPG 7.2 - Promote a values-driven organizational culture that reinforces ethical behavior, exercises
transparency and maintains the public trust.
Strategic Objective: HPG 7.3 - Improve organizational capability and effectiveness – professional development, leadership,
change management, strategic thinking, business acumen and staff engagement.
Strategic Objective: HPG 7.4 - Improve core Human Resources systems, develop a total reward system, and address
workforce planning and career development.
Strategic Objective: HPG 7.5 - Develop and implement initiatives to achieve safety goals and continue to focus on
employee health and wellness.
Strategic Objective: TRAN 6.7 - Create and implement planning, engineering and financial strategies to address adequate
infrastructure within the northeast area of Fort Collins while utilizing partnerships and collaboration.
Strategic Objective: TRAN 6.2 - Improve traffic flow to benefit both individuals and the business community.
Strategic Objective: TRAN 6.3 - Identify strategies to reduce motorist delays due to trains.
Strategic Objective: TRAN 6.4 - Improve transit availability, grow ridership and address MAX parking concerns.
Strategic Objective: TRAN 6.5 - Fill the gaps for all modes of travel and improve the current transportation infrastructure
while enhancing the aesthetic environment.
Strategic Objective: TRAN 6.6 - Create, collaborate and implement long-term transportation planning while helping local
and regional transportation networks, including the airport, operate at a high level of efficiency.
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The Strategy Maps are targeted to be released on the City’s internal website in Q1
2016. Each Outcome will have its own page that lists the Strategic Objective
associated with that Outcome. Here is a sample screenshot of what that will look like:
HPG 3. Average Response Time of Cases Submitted to Access Fort Collins
HPG 66. % of citizens responding very good/good to the City's performance in - Welcoming citizen involvement
HPG 84. % of citizens responding always/frequently/sometimes do you or other members of your household use the City's website
HPG 115. Number of citizens attended public forums, open houses events, etc.
Yet to be identified
HPG 42. Total hours of training attended
HPG 69. % of citizens responding very good/good to the City's performance in - Efficient operation of programs and services
HPG 76. % of citizens responding very good/good quality of contact with a City employee in terms of - Overall impression
HPG 79. % of citizens responding very good/good overall impression of City employees - Making citizens or customers feel valued
Yet to be identified
HPG 26. Internet availability
HPG 55. Track percentage of total licensed vendors that remit sales tax returns and payments online
HPG 134. E-bill Enrollment
HPG 151. Online parking payments - % of total citations and permits paid online
Yet to be identified
Yet to be identified
Strategic Objective: HPG 7.12 - Proactively influence policy and legislative development at all levels of government
regulation.
Strategic Objective: HPG 7.6 - Broaden methods of public engagement to reach all segments of the community by giving
additional consideration to diverse backgrounds, languages and needs.
Strategic Objective: HPG 7.7 - Enhance the use of performance metrics and benchmark data to assess results and program
effectiveness.
Strategic Objective: HPG 7.8 - Implement leading-edge continuous improvement practices that increase productivity,
effectiveness, customer service and citizen satisfaction.
Strategic Objective: HPG 7.9 - Resolve long-term funding requirements by diversifying the revenue base and finding new
revenue sources.
Strategic Objective: HPG 7.10 - Optimize the use of technology to drive efficiency and transparency to improve services.
Strategic Objective: HPG 7.11 - Optimize the use of City assets through capital improvement planning, preventative
maintance and asset management.
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Each Strategic Objective has its own Green-Yellow-Red icon which represents the
overall performance of that Strategic Objective based on the results of the associated
metrics. By clicking on an Strategic Objective the viewer will see the performance and
analysis of the underlying metrics:
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Appendix B: Strategic Objectives Linkage Across Outcomes - Not
updated with Council feedback on March 22
Indicates primary outcome area
Indicates other applicable outcome areas
Strategic Objective
Neighborhood
Livability &
Social Health
Culture and
Recreation
Economic
Health
Environmental
Health
Safe
Community
Transportation
High
Performing
Government
Alignment of Strategic Objectives with Outcome Areas
1.1 - Improve access to a broad range of
quality housing that is safe, accessible
and affordable.
2.2 3.3 5.1
1.2 - Leverage and improve
collaboration with other agencies to
address homelessness, poverty issues
and other high priority human service
needs.
2.2, 2.3 3.2 6.4 7.1, 7.6
1.3 - Promote a more inclusive,
equitable and diverse community that
embraces differences.
2.2,2.6 3.3 7.6
1.4 - Preserve and enhance the City's
sense of place.
2.1, 2.3, 2.5,
2.6
3.6 4.8 5.1, 5.2, 5.5 6.1, 6.5 7.1
1.5 - Guide growth compatible with
community expectations through
appropriate planning, annexation, land
use, historical preservation and
development review processes.
2.3, 2.5 3.5, 3.6 5.5 6.5 7.6
1.6 - Address neighborhood parking and
traffic issues.
3.6 4.1 6.2
1.7 - Maintain and enhance attractive
neighborhoods through City services,
innovative enforcement techniques and
voluntary compliance with City codes
and regulations.
7.1, 7.8
1.8. Foster positive and respectful
neighbor relationships and open
communication, as well as provide
2016 Strategic Plan_Version XI March 31, 2016
57
Indicates primary outcome area
Indicates other applicable outcome areas
Strategic Objective
Neighborhood
Livability &
Social Health
Culture and
Recreation
Economic
Health
Environmental
Health
Safe
Community
Transportation
High
Performing
Government
Alignment of Strategic Objectives with Outcome Areas
2.7. Develop effective operation and
maintenance (O&M) funding
alternatives that support upgrades,
equipment refresh and lifecycle
replacement.
7.11
3.1 - Improve effectiveness of economic
health initiatives through collaboration
with regional partners.
3.2 - Enhance employment
opportunities through business
retention, expansion, incubation and
attraction.
1.2
3.3 - Support workforce development
and provide community amenities that
support employers within the city.
1.1, 1.3
3.4 - Provide transparent, predictable
and efficient processes for citizens and
businesses interacting with the City.
7.2
3.5 - Foster sustainable infill and
redevelopment.
1.5 4.1
3.6 - Enhance the economic vitality of
Downtown.
1.4, 1.5, 1.6 2.6 4.8 5.1
3.7 - Sustain high water quality to
support the community and water-
dependent businesses.
4.2, 4.7
3.8 - Maintain electric utility systems,
services, infrastructure integrity and
stable, competitive rates.
4.1, 4.7 7.7
3.9 - Encourage the development of
reliable, high speed internet services
throughout the community.
2016 Strategic Plan_Version XI March 31, 2016
58
Indicates primary outcome area
Indicates other applicable outcome areas
Strategic Objective
Neighborhood
Livability &
Social Health
Culture and
Recreation
Economic
Health
Environmental
Health
Safe
Community
Transportation
High
Performing
Government
Alignment of Strategic Objectives with Outcome Areas
4.8 - Improve, restore and protect
wildlife habitat, urban forests and the
ecosystems of the Poudre River and
other urban streams.
1.4 3.6
4.9 - Meet all regulatory requirements
while supporting programs that go
beyond compliance.
5.4, 5.5 7.1, 7.2, 7.12
5.1 - Improve community involvement,
education and regional partnerships to
make our community safer and
stronger.
1.1, 1.4 3.6 4.7 6.1, 6.2, 6.3 7.5, 7.7, 7.8
5.2 - Provide facilities, equipment,
technology and training capabilities to
enable a high quality police force and
foster public trust.
1.4 7.1, 7.2, 7.6
5.3 - Partner with Poudre Fire Authority
to provide high quality fire and
emergency services.
4.7
5.4 - Develop and implement
emergency preparation and resiliency
plans in collaboration with other
regional efforts.
4.2, 4.5, 4.7, 4.9 6.6
5.5 Protect life and property with
natural and attractive flood mitigation
facilities.
1.4, 1.5 4.7, 4.9 7.9
5.6 - Optimize the use of data and
technology to improve service and
protect mission critical infrastructure.
3.9 7.10
6.1 - Improve safety for all modes of
travel including vehicular, pedestrian
and bicycle.
2016 Strategic Plan_Version XI March 31, 2016
59
Indicates primary outcome area
Indicates other applicable outcome areas
Strategic Objective
Neighborhood
Livability &
Social Health
Culture and
Recreation
Economic
Health
Environmental
Health
Safe
Community
Transportation
High
Performing
Government
Alignment of Strategic Objectives with Outcome Areas
6.7 - Create and implement planning,
engineering and financial strategies to
address adequate infrastructure within
the northeast area of Fort Collins while
utilizing partnerships and collaboration.
7.9
7.1 - Provide world-class services that
meet the needs of the community.
1.2, 1.4, 1.7 4.9 5.2
7.2 - Promote a values-driven
organizational culture that reinforces
ethical behavior, exercises transparency
and maintains the public trust.
3.4 4.7, 4.9 5.2
7.3 - Improve organizational capability
and effectiveness – professional
development, leadership, change
management, strategic thinking,
business acumen and staff engagement.
7.4 - Improve core Human Resources
systems, develop a total reward system
and address workforce planning and
career development.
7.5 - Develop and implement initiatives
to achieve safety goals and continue to
focus on employee health and
wellness.
5.1
7.6 - Broaden methods of public
engagement to reach all segments of
the community by giving additional
consideration to diverse backgrounds,
languages and needs.
1.2, 1.3, 1.5 2.2
4.1, 4.3, 4.5,
4.6, 4.7
5.2
7.7 - Enhance the use of performance
metrics and benchmark data to assess
2016 Strategic Plan_Version XI March 31, 2016
60
Appendix C: Glossary of Terms
BART - Budget Analysis and Reporting Tool: Software developed internally by City
staff for budgeting and reporting purposes.
BFO - Budgeting for Outcomes: A system driven by goals and performance, to provide
information that relates budgeting to planning and outputs/results. Its purpose is to better
align the services delivered by the City with the things that are most important to the
community.
BFO Teams: One of seven cross-departmental teams that participate in the BFO
process; articulate goals for each Outcome, provide direction to departments for
developing budget Offers, and rank Offers for funding; evaluate performance of Offers.
BLT - Budget Leadership Team: The City Manager and his executive team
CAP – Climate Action Plan
City Plan: Began in 1995 as a Comprehensive Plan that illustrates how we envision
Fort Collins in the next 25 years.
Community Dashboard: A quarterly snapshot of the community's progress in attaining
key outcomes. The Dashboard reinforces the City of Fort Collins' steadfast commitment
to accountability and continuous improvement. Performance measurement initiatives
are tracked and reported for overall progress toward community goals.
Continuity of Government: Emergency management requirement and plans to maintain
essential City functions during emergencies and disasters including governance,
telecommunications, health and safety regulation, policing and utility services.
CPIO — Communications and Public Involvement: City department charged with pubic
information dissemination, communications strategies and public engagement in City
services.
DART - Days Away Restricted or Transferred
DDA - Downtown Development Authority
ELT - Executive Lead Team: The City Manager and his executive team
FTE’s - Full time equivalents: A full-time employee scheduled to work 40 hours per
week is equivalent to 1.0 FTE.
Futures Committee: The Futures Committee was formed to assist City
Councilmembers in their decision making process. The goal is to position the City in the
2016 Strategic Plan_Version XI March 31, 2016
61
distant future (30 plus years) for achievable successes, integrating community desires
with known fiscal, social and environmental data.
GEMS - Greenhouse Gas Emissions Management System
GHG - Greenhouse Gas Emissions
GMA - Growth Management Area
GSC - Gardens on Spring Creek
Home Rule: A form of government under the control of local citizens rather than state
government; the City Charter and the ordinances adopted by Council under the Charter
supersede any conflicting law of the state in matters of purely local concern. Statutory
and constitutional provisions which allow municipalities to exercise powers of local self-
government such as the administration and collection of local taxes.
HR - Human Resources
ICMA - International City/County Management Association: A trade organization for
Council-Manager cities; a clearinghouse for information regarding cities, including the
ICMA Center for Performance Excellence Program of comparative data regarding
municipal services.
IGA - Intergovernmental Agreement
ICS - Incident Command System A nationally-used, standardized emergency
management organizational structure for single or multiple incidents which can cross
organization or jurisdictional boundaries.
IT - Information Technology
KFCG - Keep Fort Collins Great: A ballot measure passed in November 2010 approving
a 0.85% increase in the City sales and use tax rate.
Low to Moderate Income: Households whose incomes are below 95 percent of the
median income for the area (AMI), as determined by HUD, with adjustments for smaller or
larger families.
Master Plans Long term vision documents. There are multiple functional master plans
in each service area.
MOD - Museum of Discovery
NCEDC - Northern Colorado Economic Development Corporation
O&M - Operations and Maintenance
Outcome Measure: The mathematical expression of the effect on customers, clients,
the environment, or infrastructure that reflects the purpose.
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PDCA - Plan, Do, Check, Act: This is a continuous process improvement methodology
PDT - Planning, Development and Transportation: One of the largest Service Areas
in the City of Fort Collins, PDT includes the following departments: Community
Development and Neighborhood Services, Engineering, Traffic Operations, Transfort
(Transit), Parking Services, Streets, and FC Moves (Transportation Planning).
PFA - Poudre Fire Authority
Place-making: A decision making approach intended to preserve and enhance a vibrant
community by optimizing its economy, environment, and social values.
Plan Fort Collins: The City’s comprehensive community planning process that
developed City Plan.
Performance Measure: Measurement that reflect the service that is being provided and
permit objective evaluation of the service program.
Plan Elements: Existing plan elements and other related documents that are
incorporated into City Plan.
Poverty Rate: 19% is the poverty rate for Fort Collins from the 2010 US Census. This
includes CSU and Front Range Community College student populations. Data is not
collected to eliminate those student populations. Excluding 18-24 year olds in the Fort
Collins data reduces the local poverty rate to 10.3%, but that excludes a larger number of
people than just the student populations.
Q14 - Employee Engagement Survey: Includes 14 questions; asked of all employees
twice per year.
Quality Measure: The mathematical expression of how well the service, product or
activity was delivered, based on characteristics important to the customers.
RAF - Recordable Accident Frequency
Result: The effect desired for the public, expressed as broad statements (also an
outcomes).
RFRs - Request for Results: Key input to the BFO process; developed by Results
Teams to solicit Offers from departments to provide services to accomplish results that
matter to residents.
SAIDI - Electric System Average Interruption Duration Index
SARs - Service Area Requests
Sense of Place: those characteristics that make an area special or unique as well as
those that foster an authentic feeling of attachment or belonging.
Sustainability Assessment Tool: A data driven tool for evaluating the impact of actions
on the economy, environment and society.
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SIT - Strategic Issues Team: A management team which includes all members of ELT
plus other senior managers and internal service managers; meets monthly to provide
input to ELT and transmit information to other staff.
Strategic Outcomes: A result. The effect that citizens want as a result of government
programs and activities (e.g. safety is the result or outcome that citizens want from
police and fire programs or activities). There are seven key outcomes that make up the
City of Fort Collins strategic planning and budgeting processes.
Strategic Objectives (SO): Fundamental issues the City must address. They give
direction for accomplishing the mission, contain meaningful planning challenges, and
result from organizational input analysis.
SP - Strategic Plan: Based on identification and analysis of: (a) organizational inputs-
such as emerging trends and issues; financial information; and workforce trends; (b)
citizen survey and input information-which included extensive community outreach and
the 2013 Citizen Survey; and (c) Council priorities and input. It is linked to the City Plan
and the Council adopted master plans.
SPP - Strategic Planning Process
TBL - Triple Bottom Line: Triple Bottom Line analysis is a concept intended to take into
consideration the social, economic and environmental aspects of any project, procedure
or purchase.
Transportation Master Plan: Long term vision document that defines the long term
multimodal system that Fort Collins desires in the future, and serves as a comprehensive
reference guide regarding transportation issues.
URA - Urban Renewal Authority: The Urban Renewal Authority is in place to identify
and revitalize areas of the city deemed blighted and provide a funding mechanism to
encourage redevelopment.
Strategic Objectives – version XVIII March 22, 2014
1
Attachment C
Neighborhood Livability and Social Health
Fort Collins provides a high quality built environment and supports
quality, diverse neighborhoods.
Fort Collins is a healthy and vibrant community. The City is currently transitioning from a
more suburban, large town to a small urban city with a small-town feel. As this transition
occurs, our goal is to create a walkable city where people want to live, work and play.
The City is committed to creating a desirable urban environment that recognizes the
importance of the form of the environment (e.g., community architecture, historic
preservation and pedestrian-oriented environments) while creating a safe, beautiful, and
friendly experience for residents and visitors.
Development and growth are focused within the community’s designated Growth
Management Area to protect sensitive natural resources and the regional landscape,
encourage infill and redevelopment, and make the most efficient use of public
infrastructure. The City recognizes our existing neighborhoods and actively seeks to
preserve and support their vibrancy. As the City grows and redevelops, our vision is an
overall average increase in density that fosters efficient land use; supports a mix of
housing types integrated with activity centers and diverse businesses; increases the
safety and efficiency of public utilities, streets, facilities and services; and
accommodates multiple modes of travel (including vehicle, bus, bike and pedestrian).
Alternative transportation modes and access to key health and human services facilities
are a priority.
The aesthetics of urban form, connectivity and inclusion of nature are used to create an
attractive design. Land uses are brought together in a development pattern designed to
create a pleasant environment for walking and bicycling, as well as automobile and
transit travel. Distinctive, attractive and functional building and streetscape design,
thoughtfully preserving valuable historic resources, and incorporating public art are key
parts of community livability.
A wide variety of housing types (including single-family, duplexes, townhomes,
apartments and condos/lofts) are offered so that people from all income levels may
have choices for safe, affordable and quality housing in diverse neighborhoods
throughout the community. Business diversity across all neighborhoods is also a
priority.
Community and Neighborhood Livability also addresses challenges related to leading
active lifestyles, and the accessibility of health and human services facilities for all
demographics of the community. Community and Neighborhood Livability is related to
Strategic Objectives – version XVIII March 22, 2014
2
human well-being and wellness, and opportunities for residents to work together, to be
self-sufficient, and to live, work and travel within the community. It also supports local
food production to improve the availability and accessibility of healthy foods.
The Community and Neighborhood Livability Outcome focuses on:
A compact pattern of development within a well-defined community boundary.
Adequate and safe public facilities, services and infrastructure to serve existing
development and new growth.
Interconnected neighborhoods and ways to accommodate multiple means of
travel.
Opportunities for redevelopment, revitalization and growth in targeted areas.
Cohesive, distinct, vibrant, safe and attractive neighborhoods.
Vital and appealing transit-oriented activity centers and destinations throughout the
city.
Quality, accessible and affordable housing options for all household types and
income levels.
Preservation and enhancement of historic resources.
Visible and accessible nature in the city with an interconnected system of open
lands.
Opportunities to lead active and healthy lifestyles.
Access to healthy, locally grown or produced food.
Addressing the impact of increasing poverty and homelessness.
Definition & Descriptions
1.1. Improve access to a broad range of quality housing that is safe,
accessible and affordable.
In 2013 and 2015, Rresidents identified housing affordability as a high
priority during community outreach sessions. and Iin the 2013 2015 Citizen
Survey, Fort Collins ranked 15
th
out of 17 jurisdictions surveyed for
“availability of affordable quality housing.”.
Tight rental marketThe current rental market, with vacancy rates of less than
3% is making it difficult for low income residents to live and work within Fort
Collins. Several factors contribute to affordability issues for a broad range of
the population. A market study may be needed to identify the factors and
potential ways the City can mitigate them.
Focus should be on both creating opportunities for ownership and access to
affordable rental units for all impacted residents. In addition, housing
strategies should consider the needs of a growing homeless population.
Housing - A Place to Call Home is one of four themes in the Social
Sustainability Strategic Plan that addresses opportunities to increase
affordable ownership and supply of affordable rental housing.
1.2. Preserve the significant historical character of the community. (Objective
was Deleted)
Strategic Objectives – version XVIII March 22, 2014
3
Fort Collins has several aging neighborhoods.
The character of many neighborhoods is changing as student housing
expands, higher density development occurs, and the desires of a diverse
population change. This bullet was incorporated into 1.5 of new plan
Focus on programs and aligning fees, codes and standards that preserve
the character and sense of community that gives Fort Collins a unique
sense of place while allowing appropriate infill development and
redevelopment. This bullet was incorporated into 1.5 of new plan
1.3. Direct and gGuide growth in thecompatible with community expectations
through appropriate planning, annexation, land use and development
review processes. (Now Objective 1.5)
Colorado State University (CSU) is growing significantly and plans $1.5B of
construction and an expected student population of 35,000 over the next 10
years.decade.
The character of many neighborhoods is changing as student housing
expands, higher density development occurs, and the desires of a diverse
population change. (Bullet was relocated from old 1.2)
Fort Collins’ population is expected to grow by 50% percent over the next 20
years, and the City currently has more than $2B of significant construction
projects in process.
Partnerships are needed with CSU to assess impacts and collaboratively
align efforts.
Effort is needed to sStreamline the processes, and align staffing, fees,
codes, funding, standards and relationships to effectively manage growth
consistent with City plans and goals in areas of sustainability, sense of
place, livability and environmental health.
The process is intended to balance predictability and flexibility.
1.4. Preserve and provide responsible access to nature. (Objective was
combined with similar objective in Culture and Rec. Now Objective 2.3)
Fort Collins enjoys a unique appeal based on our open spaces, access to
mountains, parks and trail systems and our individual identity separate from
neighboring communities. Bullet moved to new 2.3
Maintaining the positive and unique character of the community while we
transition from a large town to a small city will require thoughtful and careful
planning and compromise. Bullet moved to new 2.3
Expand, enhance and protect City open space lands and the trail network.
Bullet moved to new 1.4 and 2.3
Promote Nature in the City programs through enhanced green spaces that
increase the integration of natural habitat with urban spaces. Bullet moved
to new 1.4
1.5. Preserve and enhance the City’s sense of place. (Now Objective 1.4)
Strategic Objectives – version XVIII March 22, 2014
4
Fort Collins enjoys a unique appeal based on our open spaces, access to
mountains, parks and trail system, a high quality school system, and our
individual identity separate from neighboring communities. Fort Collins is
perceived as the destination of choice in Northern Colorado for
entertainment and dining, and was once the shopping destination in the
region.
Promote Nature in the City programs through enhanced green spaces that
increase the integration of natural habitat with urban spaces.(Bullet from old
1.4)
Expand, enhance and conserve City open space lands and the trail network
(Bullet from old 1.4)
Maintaining the positive and unique character of the City community while
we transitioning from a large town to a small city will with require thoughtful
and careful planning and compromise.
Enhance Downtown character and lead appropriate redevelopment of
Midtown.
Focus also on placement of neighborhoods and their proximity to schools,
child care, grocery stores, recreation opportunities and public transportation.
1.6. Promote health and wellness within the community. (Objective moved
and combined into Culture and Rec. Now Objective 2.3
Provide facilities and infrastructure that promote active lifestyles (e.g.,
walking, biking, longboards).
Support and encourage establishing organic gardens on unused land while
increasing diversity, raising awareness for health and wellness, and inspiring
and educating youth, adults and seniors to create an economically
sustainable system. Parts of this bullet have moved to 2.3
Promote a community food system that supports a healthy lifestyle in which
food production, processing, distribution and consumption are integrated to
enhance the environmental, economic, social and nutritional health of a
neighborhood.
1.7. Leverage and improve collaboration with other agencies to address the
prevention of homelessness, poverty issues and other high priority
human service needs. (Now Objective 1.2)
Multiple public and private organizations work to address and improve
social, environmental and economic issues within the community and the
region. Overlap exists in select areas and holes exist where issues are not
effectively addressed.
Collaboration and partnering can improve the overall effectiveness of all
programs through the synergy of joint efforts, eliminating redundancy, and
identifying underserved areas.
Support equal access to services and seek to avoid negative impact for all
people regardless of age, economic status, ability, national origin,
race/ethnicity, gender, relationship status, religion or sexual orientation.
Strategic Objectives – version XVIII March 22, 2014
5
1.8. Expand organizational and community knowledge about diversity and
embrace cultural differences. Promote a more inclusive, equitable and
diverse community that embraces cultural differences. (Now Objective
1.3)
The community and the City organization are growing increasingly more
diverse in areas of age, ethnicity and culture.
Support and promote events and programs that recognize, celebrate and
inform on matters of social and cultural diversity.
The City can support Support and promote efforts to promote more increase
diversity in hiring and public outreach to acknowledge, reflect and account
for changing community demographics.
Partner with other community groups, such as CSU, Support and promote
collaborative partnerships among community groups to create education
and awareness programs that can help to celebrate and acknowledge
differences while bringing people together to maintain a strong sense of
community.
1.9. Develop clear goals, strategic definition and description of the City’s
social sustainability role within the community. (Objective Deleted
because viewed as complete with adoption of Social Sustainability
Strategic Plan)
With poverty rates at 19%, a significant portion of the community lives in or
near poverty. Demographic data has gaps, inconsistencies and lacks
organization-wide coordination.
The City’s procedures and processes do not currently contain fully
developed strategies regarding community members who are marginalized
and/or hard to reach.
Systematic approaches are needed to determine the appropriate municipal
role and investments in addressing poverty and community sustainability.
Metrics are needed to measure effectiveness in providing customer service
to different resident subgroups.
1.10. Address neighborhood parking and traffic issues. (Now Objective 1.6)
Continue developing and implementing a neighborhood parking permit
program to provide residents with on-street parking availability.
Address impact of Transit Oriented Development (TOD) on adjacent
residents and businesses.
Increase public access to convenient parking.
Encourage attractive, pedestrian-friendly urban design.
Promote transportation choices to reduce traffic in residential
neighborhoods.
1.11. Maintain and enhance attractive neighborhoods through City services,
innovative enforcement techniques, and voluntary compliance with City
codes and regulations. (Now Objective 1.7)
Public education and outreach is foundational to compliance.
Strategic Objectives – version XVIII March 22, 2014
6
Establish proactive, innovative and effective code enforcement processes.
Expand and maintain safe parks, protect open spaces, and implement walk
and bike to school programs, like Safe Routes to School.
Ensure that neighborhoods have safe and well-maintained sidewalks so that
all residents can safely walk or bike to parks, schools and playgrounds.
Partner with public health, law enforcement, planners and civic groups to
improve neighborhood safety, clean up litter and graffiti, and prevent
vandalism so neighborhoods are and feel safe and clean for the enjoyment
of all.
Increase policing in high crime areas, pedestrian walkways and parks, and
implement alternative policing strategies, such as neighborhood watch
groups.
Develop joint-use agreements that allow community members to use shared
access to school-owned recreational facilities. In turn, those and community
organization –owned recreation facilitiess can offer the use of facilities (e.g.,
swimming pools) to schools.
1.12. Foster positive and respectful neighbor relationships and open
communication, as well as provide and support conflict resolution. (Now
Objective 1.8)
Build community by supporting local events, programs, projects and
education opportunities.
Encourage open communication, community engagement, and the
formation of strong neighborhood ties though inclusivity, respect and
volunteerism.
Provide tools to resolve conflict, repair harm and strengthen relationships.
Strategic Objectives – version XVIII March 22, 2014
7
Culture & Recreation
Fort Collins provides diverse cultural and recreational amenities.
Foundational to our community’s quality of life, cultural and recreational opportunities
are elemental to Fort Collins’ continued success and desirability. Residents consistently
place high value on these services and believe the City should continue its strong
investment in them. The trail system is heavily used and cited as a priority for further
connections.
Culture & Recreation helps our residents lead enriched and healthy lives, and supports
overall community wellness. Parks, trails, and recreational and cultural facilities provide
beautiful public spaces that foster physical activity, build community through diverse
interactions, and create opportunities for creativity, reflection and leisure. Our quality
parks, trails, and recreation and cultural services create a sense of pride among
residents and draw visitors and revenue into the city.
In many respects, our parks, trails, and recreation and cultural services have defined,
and will continue to define, who we are as a community.
A focus on Culture, Parks and Recreation includes:
Ensuring the legacy of Fort Collins’ parks, trails and cultural and recreation
facilities for future generations.
Being the destination for cultural and recreation experiences in Northern Colorado.
Providing a wide variety of high quality recreation services and cultural
opportunities.
Creating an interconnected regional and local trail system, and network of parks
and recreational facilities.
Continuing our focus on exceptional stewardship and ecologically sound and
sustainable operations.
Definition & Descriptions
2.1. Improve low and moderate income citizen access to, and participation in,
City programs and facilities. (Now Objective 2.2)
A significant portion of Fort Collins’ population – 19% in the last census –
lives at or below the poverty line. Recreation programs and facilities have
fees that are potentiallycan be prohibitive to low income families who have
the least ability find alternatives within the private sector..
Access to recreation and programs is needed forEnsure low income
residents who otherwise cannot afford public or private alternatives have
access to recreation programs and opportunities.
The City servesServe diverse customer needs and ensure convienient and
affordable access for all residents, expectations, abilities and interests.
Strategic Objectives – version XVIII March 22, 2014
8
Provide a high level of customer service, and high quality programs and
facilities.
Ensure convenient and affordable access and opportunities for all.
2.2. Develop effective marketing and pricing strategies and programs that
drive optimal value, attendance and cost recoveryrevenue. (Now
Objective 2.4)
The City offers hundreds of different cultural and recreation programs. We
need to determine what residents most value and desire, and what
programs should be offered.
A clear understanding of recreational program trends and resident needs,
including a prioritization of all programs, may be appropriate to ensure the
most valued programs are provided within a limited budget.
Assessing and establishing the appropriate fee structure based on demand,
alternatives and affordability should be included to improve self-sufficiency.
Mitigate to the extent possible infestation of our trees in order to maintain a
healthy urban forest.
Maintain focus on diverse programs and opportunities while evaluating and
adapting to community desires
Continue to improve self-sufficiency by assessing and adjusting fee
structures based on demand, alternatives and affordability
2.3. Develop effective Operation and Maintenance (O&M) funding alternatives
that support upgrades, equipment refresh and lifecycle replacement. for
subsidized facilities and programs. (Now Objective 2.7)
Recreation currently recovers 72% percent of direct costs, with the General
Fund and Keep Fort Collins Great (KFCG) providing the balance.
The 2022 expiration of KFCG will have a negative impact on the quality of
the facilities available to our residents, as well as the programs that can be
provided.
Funding for parks and recreation decreased during the recent recession as
funding was diverted to more critical services.
Explore Nnew funding sources will be required to support anticipated parks
expenses:to support:
- Maintenance for Nnew parks that come online will require maintenance.
- Increased cost of Mmedian maintenance due to median renovations
increase the cost of median maintenance.
- Current Increased stock of 40,000 City trees, which increases pruning
costs on a is increasing each year with the added cost of pruning on a 10-
year cycle. (Current inventory: 40,000 trees)
- Golf infrastructure requires significant capital investment that cannot be
funded with green fees.
Explore Pprograms to improve efficiency and productivity in a resource-
constrained environment should also be explored.
Strategic Objectives – version XVIII March 22, 2014
9
2.4. Maintain and enhance the currentImprove the community’s sense of
place with a high value on open space, Cculture, Rrecreation and Pparks
systems. (Now Objective 2.1)
The City provides multiple venues high quality and diverse opportunities for
culture and recreation through various trails and lands, facilities, programs
and infrastructure. The City trail system was identified in the recent Citizen
Survey as one of the highest priority amenities within the city.
Place Ppriority should be given to on maintaining and repairing the existing
infrastructure of parks, recreation centers, trails and cultural facilities.
Enhanceing and expanding existing infrastructure is needed to support a
growing population and demand for these types of services.
In addition to healthy physical activity, gathering places, and access to
nature, the City should provide innovative, creative and interactive features
in cultural, parks and recreational facilities, where learning and creativity can
take place (e.g., makerspaces and other hands-on learning opportunities).
2.5. Plan, design, and implement citywide park, recreation and trail
improvements.
Trails have been identified by residents as one of the highest priority
amenities provided by the City.
Explore alternatives that accelerate the trail system completion, taking into
consideration right-of-way acquisition, easements and other public
infrastructure challenges.
2.6. Develop a clear strategic definition and description of the City’s role in
the culture and arts while leveraging partnerships with other community
organizations.
With Through the Lincoln Center, Gardens on Spring Creek, and Museum of
Discovery, the City provides programs and services to the community
beyond traditional parks and recreation centers.
A clear strategic direction is needed to the guide theContinue to growth and
expandsion of these cultural amenities, and to deliver resourcesservices in a
thoughtful manner, deliberate, planned approach.
In addition to providing high quality and diverse cultural programs and
opportunities, the City also supports Continue to support and promote the
visual and performing arts, and promotes the visibility of arts and culture in
the community. encourage cultural development and participation,
recognizing that artistic and cultural opportunities are essential to a vibrant
and creative community
The City promotes, encourages and stimulates cultural development and
participation, recognizing that artistic and cultural opportunities are essential
to a vital and creative community.
Look for ways to promote Explore the role of cable communications and
partnerships with the local public access television provider in to fostering
arts and cultural opportunities within the city.
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10
2.7. Promote a healthy health and wellness within the community and
provide responsible sustainable access to nature. (Now Objective 2.3)
Fort Collins enjoys a unique appeal based on due to our open spaces,
access to mountains, parks and trail system, high quality school system, and
an individual identity separate from neighboring communities. Fort Collins is
perceived as the destination of choice in Northern Colorado for
entertainment and dining, and was once the shopping destination in the
region.
Maintaining the positive and unique character of the city community while
we transitioning from a large town to a small city will require thoughtful and
careful through planning and compromise.
Expanding and enhanceing City open space lands and the trail network will
to increase access to nature, as will Focus on maintaining the City’s urban
forest trees and promoting community gardens and local food production,
including organic farming.
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11
Economic Health
Fort Collins promotes a healthy, sustainable economy reflecting
community values.
The City plays a critical role in shaping quality of life, creating a sense of place, and
providing fiscal stability for the community. Defining sense of place requires identifying
the various perspectives across the spectrum of the Fort Collins community.
Sustainable economic health, maintaining the City’s role as a regional economic center,
continuing collaboration with Colorado State University and other regional participants,
and supporting cultural amenities are important priorities. A sustainable economy
means that residents can find employment and afford to live in the community; that
businesses are able and encouraged to start, remain and expand in the community; and
that everyone can expect quality City services and sustainable, attractive infrastructure.
Economic Health depends on a safe community.
Rather than “deal-making,” the City’s approach to Economic Health is one of “place-
making” (a decision-making approach intended to preserve and enhance a vibrant
community by optimizing its economy, environment and social values). The City creates
an atmosphere where businesses that align with community values thrive, and focuses
on retaining, expanding, incubating and, lastly, attracting businesses. Economic
development efforts focus on established Targeted Industry Clusters including clean
energy, water innovation, bioscience and technology. In addition, the City supports
those businesses that exemplify the overall character of the community. Creating a
skilled workforce that meets the needs of local employers and creating partnerships with
other economic development organizations are important to the City’s efforts.
New opportunities and challenges exist related to adequate technological infrastructure
to support a knowledge-based economy and employment competition. Numerous
prospects are emerging for redevelopment and infill. Priorities include efforts to foster
entrepreneurship, grow and attract primary employers, remain a retirement and tourism
destination, and support and strengthen existing businesses. The relationship of
economic health to environmental stewardship and a well-planned community is
recognized in the decisions made and programs proposed.
A healthy and resilient economy includes:
Diverse jobs that enable citizens and businesses to thrive.
A reflection of our unique community in a changing world.
An innovative and entrepreneurial atmosphere that builds new and creative
industries.
Strong partnership and collaboration with the private sector, educational
institutions, and other organizations.
A quality and comprehensive infrastructure that supports business.
Balancing the built and natural environment.
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12
Definition & Descriptions
3.1. Align economic health goals and strategy across all levels of the
organization and refine and agree upon the economic tools the City
uses. Objective deleted due to accomplishment through adoption of
Economic Health Strategic Plan
Consistency and a common understanding of the Economic Health goals
and objectives is needed to ensure efforts are focused on those projects
and programs that support these goals and objectives.
Develop and articulate economic health policy and goals that are agreed to
by all decision makers.
Develop and articulate the economic health toolbox including the Urban
Renewal Authority, Tax Increment Financing, Metro Districts, etc.
Use economic health policy and goals to guide the direction of programs
and initiatives.
3.2. Improve policies and programs to retain, expand, incubate, and attract
primary employers where consistent with City goals. Enhance
employment opportunities through business retention, expansion,
incubation, and attraction.
Competition for primary employers has increased regionally, based on
available land and incentive options.
Continue to support and develop programs and practices that reinforce a
strong sense of place and desirable local amenities.
Evaluate and develop policies, programs and tools that support the City’s
Economic Strategy and community values.
3.3. Support workforce development and provide community amenities
initiatives that meet the needs of support employers within the city.
Primary and secondary employers are increasingly challenged to find and
attract skilled workers in technical and vocational areas of manufacturing
and healthcare sectors.
Support and, encourage and develop programs and policies that promote
and develop training opportunities.
Support and encourage Develop programs and policies that foster
partnerships with regional and state workforce development organizations.
3.4. Improve effectiveness of Economic Health Initiatives through
collaboration with economic-health oriented regional partners. (Now
Objective 3.1)
The region enjoys the efforts of multiple organizations working to improve
economic conditions within the region including CSU, Rocky Mountain
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13
Innosphere (RMI), Northern Colorado Economic Development
CorporationAlliance (NCEADC), and various cluster organizations.
Develop and implement a unified strategy to define the roles, overlap,
synergy and approach to improve the overall effectiveness of the workforce
training, attraction and retention, technical and vocational opportunities and
market the various programs and initiatives deployed by all groups.
Partnerships Collaborations should reach out to include regional and global
partners.
3.5. Sustain high water quality to support the community and water-
dependent businesses. (Now Objective 3.7)
Residents appreciate the reliable, high quality water for home use,
recreation and City services.
The cityFort Collins is nationally recognized as the microbrew capital of the
country, and technology manufacturers also have a significant presence.
Both of these are the which is the result, in part of a high quality and reliable
water resource.
Maintain and develop initiatives and programs to protect watersheds and
resources to ensure long-term water availability at competitive rates.
3.6. Maintain electric utility systems and, services; infrastructure integrity;
and stable, competitive rates (Now Objective 3.8)
The City’s low energy costs and high reliability, due to the underground
system, provides an advantage in attracting and retaining energy-intensive
industries. Maintaining this cost advantage is important to retaining existing
primary employers within the city.
Maintain competitive rate structure for utility customers that are consistent
with environmental goals.
Maintain and improve infrastructure with an eye to future trends.
The City will balance the priorities of maintaining low cost while pursuing
renewable energy sources.
Design and maintain an electricity distribution infrastructure to facilitate a
diverse, efficient, economical, reliable, clean and secure transition to higher
levels of renewable energy sources.
3.7. Support Foster sustainable infill and redevelopment to meet climate
action strategies. (Now Objective 3.5)
Build out within the City’s growth boundaries is expected over the next 20-
30 years. Growth will be denser and taller than historical norms and
additional infrastructure will be needed to support remaining open field
development.
Develop and promote development policies and practices that are consistent
with climate action goals and strategies.
Develop and promote development policies and practices that bridge the
tensions inherent with infill development.
Preserve and enhance the features of Fort Collins that make it unique.
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14
3.8. Preserve the City’s sense of place. Objective Deleted. Content is
addressed in new 1.4
Fort Collins enjoys a unique appeal based on our open spaces, access to
recreation, parks and trail system, and quality school system. Fort Collins is
a destination of choice in Northern Colorado for entertainment and festivals.
Maintain the positive and unique community character while we transition
from a large town to a small city through planning and compromise.
Expand and enhance City open space lands and trail network.
Enhance Downtown character and influence appropriate redevelopment of
Midtown using appropriate economic health tools.
3.9. Provide transparent, predictable and efficient processes for citizens and
business interacting with the City. (Now Objective 3.4)
Fort Collins touches businesses from start to finish. Being efficient, and
clear and transparent with to those navigating our processes helps build
stronger relationships and enhances our reputation as a place to do
business.
Maintain and improve systematic processes to encourage business
retention, expansion and creation.
3.10. Address Downtown parking issues identified in the adopted Parking
Plan, including funding, convenient access, and integrated transit and
alternate mode solutions. Enhance the Economic Vitality of Downtown
(Now Objective 3.6)
Partner with the Downtown Development Authority (DDA) to continue
progress
Continue to create and maintain a parking system that meets the needs and
expectations of residents, visitors and businesses.
Identify and address parking issues and impacts as a result of increased
infill and redevelopment patterns within the community.
Support and enhance the economic vitality of Downtown and other business
districts by managing parking in a way that balances the needs of
businesses, visitors, customers, residents and other parking resources
users..
Continue to create and maintain a parking system that meets the needs and
expectations of residents, visitors and businesses.
Increase public access to convenient parking for all users and abilities.
Identify a sustainable funding source, including partnerships, to address
identified current and future parking structure needs throughout the
community.
Provide parking at key locations to maximize effectiveness of integrated
transit, bicycle and pedestrian solutions.
Design parking structures in a manner that is compatible with their urban
context, yet still meets functional needs.
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15
3.11. Encourage the development of reliable, ultra high speed internet
services throughout the community. (Now Objective 3.9)
Broadband services are integral to a community in multiple ways as they
support economic vitality, quality of life and governmental operations.
The telecommunications industry and service expectations by customers
are both changing, making it prudent for the City to establish a vision and
plan for the role of “next generation” broadband and telecommunication
services in Fort Collins.
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Environmental Health
Fort Collins promotes, protects and enhances a healthy and
sustainable environment.
For decades, the City of Fort Collins has led the way in innovative and sustainable
environmental programs, such as watershed stewardship, water conservation, energy
policies, an open lands program, Poudre River restoration, waste reduction programs,
air quality and emissions policies, climate action planning and green building standards.
The City’s aspirational goal is to be net positive on energy and achieve net zero on
waste. A strong focus on environmental health protects human health and bolsters
economic health.
The City’s Natural Areas Program is a core part of the Fort Collins identity and culture.
The program has conserved 40,000 acres since its inception, and continues to conserve
land while providing an increased emphasis on stewardship, which includes restoring
habitat and maintaining visitor amenities, such as trails. Ongoing land conservation
efforts focus on local and community separator areas.
With regional and global partners, Fort Collins is a leader in implementing policies and
programs that engender a more economically efficient, successful and resilient
community, while reducing the impact of climate change in our community. Climate
change poses an increasingly real and serious threat to the world at large and to the
quality of life we value in Fort Collins. Fort Collins Utilities play a critical role in
environmental stewardship by protecting the watershed and exceeding all regulatory
standards, while promoting energy and water conservation, efficiency and clean
electricity sources.
A healthy and sustainable environment includes:
Conserving resources, including energy and water, and cultivating a healthy
ecosystem.
Responsible stewardship of open lands and natural areas.
A comprehensive and connected system of open lands.
Partnerships with local, regional, state and national affiliates to achieve desired
goals and outcomes.
Integrating renewable energy and new technologies for the electric grid.
Improvements in air quality.
Efforts to meet climate action plan goals and reduce greenhouse gas emissions.
Solid waste reduction and diversion.
Healthy watersheds and best practice stormwater management.
A sustainable water supply while meeting or exceeding standards for stream water
quality, drinking water quality and water reclamation.
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Definition & Descriptions
4.1. Improve, restore and protect wildlife habitat, urban forests and the
ecosystems of the Poudre River and other urban streams.
The Poudre River has multiple and, at times, competing demands from
various users. It is also a natural amenity and ecosystem to be carefully
nurtured and maintained.
Create partnerships that focus on local and regional investments for the
maintenance and improvement of stream and river health
Promote the Nature in the City project, including a comprehensive
biodiversity goal, which ensures as our community grows to its build-out
population all residents have access to high-quality, natural spaces close to
where they live and work.
Given multiple stresses on the ecology of the Poudre River, there will be a
need for local and regional investments if river health is to be maintained
and/or improved.
A healthy Poudre River supports the Downtown economy.
4.2. Achieve environmental goals using the Sustainability Assessment
framework. Objective Deleted – Viewed as a policy statement, not a
strategic objective.
Develop consistent organizational capability to effectively implement and
use the Sustainability Assessment framework and toolbox for City decisions
while increasing transparency and fostering greater integration across City
departments.
Create a decision framework that identifies social, environmental and
economic decision implications and optimizes outcomes.
4.3. Implement indoor and outdoor air quality improvement initiatives. (Now
Objective 4.4)
Fort Collins’ ground-level summertime ozone levels continue to be among
the highest along the Front Range. Surveys indicate 21-32% percent of Fort
Collins households have a member suffering from respiratory disease. Oil
and gas exploration continues to increase in the region, causing an increase
in air pollutant emissions.
Indoor air quality is typically more than 70% percent worse than outdoor air;
70% percent of Fort Collins buildings have high radon levels.
Promote Sstrategies, programs and requirements that improve indoor and
outdoor air quality are needed. , such as the Healthy Homes Program
Implement fugitive dust control programs from increased infill redevelopment
projects.
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4.4. Achieve Climate Action Plan Goals by Rreducinge Greenhouse Gases
(GHG) emissions by creating a built environment focused on green
building and mobile emission reductions. (Now Objective 4.1)
Emission reduction strategies to meet greenhouse gas reduction goals are
outlined in the CAP Framework, including strategies for buildings, advanced
mobility, energy supply and delivery, and waste reduction.
Forty-one percent of US energy consumed in 2011 was by residential and
commercial buildings. Energy efficiency and conservation is the most cost-
effective approach to reduce building-related consumption and GHG
emissions.
Need building code, green building programs and energy conservation
programs that drive efficiency and conservation, and reduce GHG
emissions.
Need long-term planning for climate change mitigation and adaptation
strategies.
4.5. Demonstrate progress toward achieving Achieve net zero energy within
the community and the City organization using a systems approach.
The building sector is the top energy consumer and is the number one
contributor to greenhouse gas emissions.
Existing buildings are responsible for more than 80% percent of the
community electricity and natural gas use, accounting for two-thirds of Fort
Collins’ GHG emissions, and costing around $150M per year to operate.
Significant opportunities exist through efficiency and conservation -- (the
most cost-effective approach) -- to reduce impacts.
Support Ffundamental shifts away from coal-based electricity and fossil fuel
use toward increased renewable energy, which will be needed to meet
community GHG and energy goals.
Promot and develop Eeducation, training, regulations and incentives are
needed to address and achieve both net zero energy and zero waste goals.
4.6. Engage citizens in ways to educate and change behavior toward more
sustainable living practices. (Now Objective 4.3)
The majority of Fort Collins residents lack awareness and understanding of
sustainable living opportunities at the personal and community level.
Acheiveing the goals to reduce community GHG emissions by 80 percent by
2030 and reach carbon neutrality by 2050 will require landmark actions and
the participation of the entire community. Households, businesses and
institutions will all be asked to help achieve these goals by making changes
to their behaviors, operations and facilities.
Locally relevant and understandable messaging and education about
environmental issues and opportunities is needed to engage the community,
including parts of the community that normally do not get involved, and
Engage the community to support a shift in behavior and daily practices on
the part of the broader community. .
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19
4.7. Increase the community’s preparedness and resiliency and
preparedness for changes in climate, weather and resource availability.
Extreme events will continue to impact Fort Collins residents, infrastructure
and resources.
A multi-pronged Support a multi-faceted approach to increase awareness
and integrate planning efforts is necessary to address negative economic
impacts, resource constraints, business continuity and public health and
safety, and to improve the communitiy’s overall response and resilience of
this community..
Identify and address the public health and safety concerns, negative
economic impacts and resource constraints that may be impacted by
extreme weather, and develop a business continuity plan
Integrate Aadditional awareness and consideration of future climate impacts
need to be integrated into current and strategic City planning.
Support programs that include Oongoing monitoring of climate science
research and evolving climate modeling will be necessary and will
necessary to assist in future course corrections and additional strategy
identification.
4.8. Protect and monitor provide a highwater quality water supply, and
implement appropriate conservation efforts and long-term water storage
capability. (Now Objective 4.2)
The watershed acts as a primary water treatment facility, so monitoring and
protecting our watershed is critical.
The City is nationally recognized as the microbrew capital of the country. In
addition, technology manufacturers have a significant presence. These kKey
local industries and others rely on a high quality and reliable water resource.
While the City’s water consumption per capita has declined approximately
25% percent over the past 10 years, anticipating additional stress on water
resources means additional conservation measures, education and
programs are needed.
Implement Wwater quality monitoring programs within the urban and lower
watersheds support long-term environmental objectives and support
beneficial uses of local waterways.
Support Initiatives and programs are needed to balance water supply and
demand in the face of a changing climate and increasing population,
ensuring it is available long-term into the future and during times of drought.
The City will e Explore environmentally responsible water storage solutions.
4.9. Meet or exceed all environmental regulations regulatory requirements
while supporting programs that go beyond compliance.
The Colorado Department of Health is renewing the effluent discharge
permits of the City’s two wastewater facilities. More stringent regulations for
nutrient, metal, temperature and ammonia are anticipated. It is also
anticipated that more stringent state regulations will be implemented in the
next few years.
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20
Wastewater infrastructure improvements are needed to meet stringent
regulatory and permit thresholds, which present a direct challenge in the
face of GHG reduction goals.
The management, maintenance and improvements of the City’s water and
wastewater assets, including treatment facilities and the distribution and
collection system.
Maintaining and improving the City’s current infrastructure of water facilities
and pipes, combined with a commitment to always exceed all water and
wastewater regulations, is a high priority for the City.
4.10. Conserve and restore biodiversity and habitat. (Objective Deleted, was
consolidated into the new 4.8)
There are opportunities to enrich the biological diversity and resilience of
City-owned properties, especially Natural Areas.
Investments can continue to be made in restoration and rehabilitation efforts
that lead to a richer biota that is characterized by native plants and animals.
The City will continue to acquire land and water for habitat-related purposes.
4.11. Demonstrate progress toward achieving Achieve zero waste goals within
the community and the City organization.
Fort Collins currently diverts about 58% percent of our its waste stream, yet
the tons of waste to the landfill continue to increase.d from 2011 to 2012.
Relecting the fact that flood-generated debris from 2013 was largely taken to
Larimer County landfill for disposal, it is now estimated that the remaining
life-span is approximately 10 years. The landfill currently has approximately
15 years of remaining life, with an. The estimated landfill replacement cost is
projected atof $80M or more.
Education, training, regulations and incentives are needed to address and
achieve both net zero energy and zero waste goals.
Initiate programs that address the CAP Framework including qualitative and
quantitative strategies that can reduce Fort Collins’ carbon footprint through
waste reduction, composting, tree planting, soil management activities and
promoting local food.
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Safe Community
Fort Collins provides a safe place to live, work, learn and play.
The City of Fort Collins strives to be a safe and healthy place to live, work, learn and
play. Safety and security are increasingly recognized as important aspects of a
sustainable community as they help shape the overall appeal, viability, productivity and
economic stability. The use of technology to improve investigative techniques and
communication is important.
Ensuring that Fort Collins is a safe place to live, work, learn and play is addressed by
many services and programs, and the infrastructure provided by the City and its
partners. Residents often identify immediate actions from Police Services and Poudre
Fire Authority as key contributors to their sense of safety. However, the definition of a
safe community is broader than simply police or fire assistance. It also extends to the
City-provided utilities, including safe, reliable electric power and stormwater systems
that are founded on best management practices and long-term planning. Safeguarding
the community’s infrastructure through design and building regulations, as well as
inspections, is essential to ensuring a safe community.
Key components of community education include prevention and preparedness,
regulations and infrastructure investment. The City’s Emergency Management system
and many regional, state and federal partners work to minimize and effectively respond
to emergency situations.
A safe and healthy community includes:
A safe, non-threatening city in which to live, work, learn, and play.
A safe community impacts the community’s appeal, viability, productivity and
economic stability.
Proactive and skilled police and fire services.
Safe, reliable and well-designed electric systems and best practice floodplain
management.
An active emergency management system focused on prevention, preparedness
and recovery with key partnerships in place to effectively respond to emergency
situations.
Definition & Descriptions
5.1. Provide facilities, equipment, technology and training capabilities to
support enable a high-caliber quality police force and foster public trust.
(Now Objective 5.2)
As the community reaches full build out and a population of approximately
225,000 to 240,000 255,000, the type and volume of crimes and community
support will change, requiring additional police resources and skill levels.
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22
While keeping current with innovative and best practices, Police Services
will focus on training staff in methods and practices consistent with the
needs and issues within the community.
5.2. Optimize the use of data and technology to drive efficiency, productivity
and customer service. Improve service and protect mission critical
infrastructure. (Now Objective 5.6)
Computers and mobile devices improve the effectiveness and efficiency of
various services across the City, and particularly in public safety.
The City’s approach is to create the right technology for the right people
platforms in an integrated way while minimizing the development of isolated
functionality where possible.
Technology often comes with an means added cost, so the. To be fiscally
prudent, the City will balance this cost with the benefits in a way that
prevents the use of technology for the sake of technology, and instead
creates real, tangible benefits to the organization and community.
Use technology to monitor and protect mission-critical infrastructure, such as
water treatment facilities, the electrical grid, etc.
The City will respond to the critical needs outlined in the external IT
assessment to address cyber security within the organization.
5.3. Align staffing levels to deliver services that meet community
expectations and needs, and increase public safety operational
efficiency. Deleted Objective, Consolidated in new 5.2
The majority of residents surveyed (81%) are satisfied with the City’s level of
effort in public safety and emergency response. A data-driven methodology
should be used to determine the necessary police staffing to sustain the
level of public safety as the City grows.
Using timely and accurate data, Police Services will deploy resources to
identify, prevent and address crime trends and quality-of-life issues in the
City.
The City will continue to provide a safe built environment including well-lit
buildings, streets and parking lots; safe design and inspection of facilities;
clean, well-kept non-residential areas; and visible presence of safety
personnel.
Reliable, efficient electric power is a critical and foundational service for
residents and businesses.
Police Services will respond to emergency calls for service (priority one)
within five minutes 75% of the time, and Poudre Fire Authority (PFA) will
respond within 5 minutes 45 seconds at least 90% of the time.
5.4. Protect life and property with natural and attractive flood mitigation
facilities., aesthetically pleasing flood mitigation facilities through
building codes and development regulations. (Now Objective 5.5)
Stormwater master plans exist for all basins within Fort Collins; however,
many of these plans are outdated. Development over the years has caused
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23
many of these plans to be outdated. The software these plans were
developed on is out of date and no longer supported.
Funding for the needed improvements was deferred and many current
projects are unable to proceed or are asked alternatives should be identified
to fund the implement necessary regional improvements.
As infill and redevelopment occurs, continue to integrate stormwater
facilities with other Citywide goals (e.g., Nature in the City, recreational
opportunities, etc.).
The stormwater master plans, planning tools and funding requirements
should be reviewed and updated. Funding alternatives should be identified
and a plan should be developed to create funding to implement necessary
regional improvements.
5.5. Develop and implement emergency preparation, response and recovery
and resiliency plans across the organization in collaboration with other
community regional efforts. (Now Objective 5.4)
The September 2013 flood was handled professionally by all parts of the
City. However, it identified the need for additional training and role clarity
regarding Citywide emergency response and recovery plans for all hazards
as defined in the City’s Emergency Management Plan.
Representatives of each involved department need to develop the
appropriate documentation and understanding of how to respond to an
emergency.
A method needs to be established to keep department knowledge current
and accurate through periodic review and drills.
Prioritizing employee training opportunities and regular certification audits
will ensure the workforce is prepared to respond to emergencies at any time.
5.6. Improve safety for all modes of travel including vehicular, pedestrian and
bicycles. Deleted Objective, moved to new 6.1
Safe travel is desired for all residents, and the City will work to decrease
total traffic crashes to stated quarterly targets. When crashes occur, the City
will identify specific causal factors that can be addressed in the built
environment to reduce future accidents.
Appropriate programs, policies, infrastructure improvements, and
educational resources are needed to reduce traffic accidents and
bike/vehicle accidents, as well as to promote responsible driving and
bicycling.
5.7. Use data to focus police efforts on reducing crime and disorder within
the community. Deleted Objective, consolidated with new 5.2
Using timely and accurate data, Police Services will deploy resources to
identify, prevent and address crime trends and quality-of-life issues in the
city.
Additionally, they will enforce the existing laws in a professional and
compassionate manner to address community problems.
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5.8. Improve community involvement, education and regional partnerships to
make our community safer and stronger. (Now Objective 5.1)
Local and regional coordination is essential to a safe community so that all
emergency response teams are aligned.
Offers should maximize the resources of local, regional and federal
agencies to address safety issues.
Partnerships should continue to support key enforcement and educational
programs such as animal control, mental health, substance abuse,
detoxification, victim assistance, youth programs, bike safety, county jail and
programs to reduce recidivism repeat crimes.
Efforts to foster public-private partnerships to address community safety,
and programs that foster a sense of community pride and involvement
should be continued.
The City could optimize and leverage volunteers as cost-effective staff
resources and public advocates.
5.9. Partner with Poudre Fire Authority to provide high quality fire and
emergency services. (Now Objective 5.3)
When a fire breaks out, the goal is to contain it within the room of origin. To
enhance public safety, the goal is to increase containment in the room of
origin to 80%. percent.
Development review services ensure that new construction, redevelopment,
and building activity are consistent with the International Fire Code.
5.10. Provide a high-quality, sustainable water supply that meets or exceeds
all public health standards and supports a healthy and safe community.
Deleted Objective, Addressed in new 4.2
Colorado Primary Drinking Water Regulations require the City to treat
drinking water to established public health standards. It is anticipated that
more stringent drinking water regulations will be implemented in the next
several years.
The City must plan for and provide a stable supply of water to the
community while allocating resources for water conservation and demand
management.
Maintaining and improving the City’s current water supply, water treatment,
and water delivery infrastructure is a high priority for the City.
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Transportation
Fort Collins provides for safe and reliable multi-modal travel to, from
and throughout the City.
Transportation planning uses data and analysis to develop and maintain safe and
reliable multi-modal travel, to address gaps within the transportation network and to
promote walkability throughout the community. Priority will be given to managing and,
where possible, reducing congestion through physical infrastructure improvements and
demand reduction. The City’s existing infrastructure will be highly functioning and well
maintained.
Reshaping streets to encourage safer speeds and promote a mix of modes (walking,
bicycling and transit) is a priority. Street design that blends transportation, social and
environmental amenities, and provides a variety of benefits will create a sense of place
and quality.
A transit system that is efficient and productive, and that aligns with the Transfort
Strategic Operating Plan is a City priority. Technology will be leveraged to provide
innovative sources of information concerning traffic, congestion and transit options.
Transportation operations concentrate on reducing congestion, improving air quality and
improving safety for all modes of travel.
A connected community includes:
Land use and transportation that is fully integrated, both locally and regionally, to
create an affordable, accessible, low energy, low impact and efficient
transportation system.
Multiple modes of safe, affordable, easy and convenient travel.
A transportation system that provides safe, reliable, convenient and effective
vehicular mobility and access.
Travel infrastructure that is high quality and recognized as world class by
residents, visitors and peers.
Capacity and systems for good traffic flow and minimal congestion.
People who are aware of the impact their travel choices have on the transportation
system, the environment and the community.
Definition & Descriptions
6.1. Improve safety of all modes of travel including vehicular, pedestrian and
bicycle.
There is increased community awareness and concern regarding bicycle
and vehicle collisions with the increase in population and bicycle riders.
Vehicle accidents have increased 15% percent in Fort Collins since 2008.
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26
Appropriate programs, policies, infrastructure improvements (e. g.,
intersection design), and educational resources are needed to reduce traffic
accidents and bike/vehicle accidents.
6.2. Improve transit availability and grow ridership and address MAX parking
concerns through extended hours, improved headways, and Sunday
service in appropriate activity centers. (Now Objective 6.4)
Residents identified transportation and enhanced transit as high priorities
during community outreach sessions and in the 2013 and 2015 Citizen
Surveys.
A fully functioning transit system requires a level of service that allows the
rider to move throughout the city in a timely manner, and works seamlessly
with other multi-modal modes of travel options.
Service levels will focus on areas of greatest ridership demand and
productivity, in accordance with the transit policies of the Transfort Strategic
Operating Plan and Transportation Master Plan, and should be available at
times that support the work and leisure needs of riders.
Transit planners will continue exploring opportunities to implement
innovative alternate service delivery methods, such as point-to-point service
and integration with other modal travel options, to meet the community’s
future transit needs and demands.
NEW Objective (6.3) : Identify strategies to reduce motorist delays due to
trains
Work with railways to reduce delays associated with freight-rail lines.
Work with Federal Railroad Administration to identify cost effective solutions
that reduce train noise.
6.3. Fill the gaps for all modes of travel and improve the current
transportation infrastructure while enhancing the aesthetic environment.
(Now Objective 6.5)
Street maintenance and our infrastructure of intersections and pedestrian
ways are a high priority for the Fort Collins community.
The City has a significant number of bridges, culverts and irrigation ditch
crossings that are old and in need of repair and rebuilding.
Quality infrastructure continues to be a focus, including safe, well-
functioning, high quality streets, bikeways, sidewalks and trails.
City transportation systems are designed to provide accessibility to
employment, education and health care by offering a variety of effective and
efficient transportation choices beyond automobile use.
6.4. Improve traffic flow for all modes of transporting people, goods and
information to benefit both individuals and the business community.
(Now Objective 6.2)
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27
The City will l Leverage intelligent technology to maximize system capacity
and efficiency.
To iIncrease system efficiency and safety, while focusing on infrastructure
deficiencies must be remedied.
City transportation systems are designed to provide accessibility to
employment, education and health care by offering a variety of effective
transportation choices beyond automobile use.
High quality Continue developing a high quality and efficient transportation
infrastructure will help retain and attract primary employers.
6.5. Create, collaborate and implement long-term transportation planning and
helpwhile helping local and regional transportation networks, including the
airport, operate at a high level of efficiency, including the airport.(Now
Objective 6.6)
Where practical, complete action items identified in the 2011 Transportation
Master Plan.
Update the 2011 Transportation Master Plan to reflect critical changes,
emerging trends (e.g. unmanned vehicles) and opportunities that have
evolved since 2011, including social impacts and accessibility, and as well
as transportation’s role in reducing Green House Gas mobile-source GHG
emissions.
Continue defining and designing key corridors for transit and vehicle
movement.
Maximize linkage between on-street and trail bicycle and pedestrian
connections, including key grade-separated crossings.
Continue exploring and addressing whole-system mobility issues, impacts,
opportunities, and partnerships including railroad-traffic conflicts and horn
noise, and regional airport connectivity and accessibility.
6.6. Support efforts to achieve climate action goals by reducing mobile
emissions and supporting multiple modes of transportation. Deleted
objective, Addressed in new 4.1
Lessen single-occupant vehicle use to reduce mobile emissions by:
Increasing transit service opportunities to lessen mobile emissions
Supporting bicycle and pedestrian infrastructure improvements to ensure
usable and efficient modal choices.
Working to ensure linkage and connectivity among modes to maximize
system effectiveness.
Supporting alternate-fuel vehicles in the City fleet and within the
community where practical.
6.7. Create and implement planning, engineering and financial strategies to
address adequate infrastructure within the northeast area of Fort Collins
while utilizing partnerships and collaborations.
The Northeast quadrant of the City Fort Collins, consisting of areas
surrounding East Mulberry Street, extending north to Douglas Road and
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28
west to College Avenue, is the last major quadrant of the City’s Growth
Management Area that remains largely undeveloped.
Working with regional partners and collaborating with the private sector will
be essential to ensuring the most efficient build-out of this portion of Fort
Collins.
The Structure Plan envisions a wide variety of uses including residential,
commercial, industrial and institutional development.
The lack of transportation and utility infrastructure limits opportunities for
affordable housing and business development that would meet the same
quality and standards as the rest of the community.
It should have a sense of place character, incorporate sound land use
planning, and be developed with the vision articulated in existing adopted
plans.
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29
High Performing Government
Fort Collins exemplifies an efficient, innovative, transparent, effective
and collaborative city government.
A high performing government delivers quality, desired services to its community
through sound financial management, transparent and collaborative decision-making,
and efficient and effective project management. To achieve these ends, the City of Fort
Collins attracts high caliber employees, retains its workforce through development and
growth opportunities, and promotes intelligent risk-taking to address increasingly
complex challenges. The City’s mission, vision and values are reinforced at every level
of the organization and guide its culture. Exceptional customer service that is
responsive to the needs of residents and businesses is crucial in every interaction
between the City of Fort Collins and the community.
The City values community engagement and involvement in the planning and decision-
making process, as well as coordination and problem-solving with adjacent
municipalities, CSU, school districts, Larimer County, special districts and other
organizations.
Core processes of Leadership, Strategic Planning, Budgeting, Organizational
Development and Human Resources are aligned to develop an organizational municipal
culture that listens to and engages the public, continuously delivers high quality services
to the community, facilitates high performance, and generates trust in and transparency
of City business.
A systems approach is applied to creatively, thoughtfully and analytically use economic,
environmental and social lenses to meet present needs and plan for the future. Our
commitment to a process of continuous improvement -- using data from surveys,
performance metrics and operations -- is key to decision-making and pursuing strategic
opportunities for improvement. City revenues and expenditures are prioritized and
balanced with community values, challenges and opportunities.
Citizen involvement and a representative government are cornerstones of a high
performing community. Research shows that communities with actively involved
residents derive more satisfaction from open involvement and achieve more results with
greater benefit to the community as a whole. Participating communities demonstrate
greater acceptance and inclusion of people from different backgrounds, and all forms of
discrimination are not tolerated.
A high performing government includes:
Effective and efficient local governance where all voices in the community are
valued.
Fiscal sustainability and transparency in the City organization.
A collaborative and community-based approach to problem solving.
Core processes that are consistently used across the organization.
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30
A high quality workforce that strives for continuous improvement in all areas of the
organization.
A systems approach, driven by data, to effectively solve problems, creatively
pursue opportunities for improvement and develop innovative solutions.
Promoting a values-driven organizational culture that reinforces ethical behavior,
exercises transparency and maintains the public trust.
Attracting and retaining the best and brightest workforce.
Definition & Descriptions
NEW Objective (7.1) Provide world-class services that meet the needs of the
community.
The City encourages a culture of safety leadership
The City exemplifies exceptional customer service
The City practices environmental stewardship
The City is committed to continuous improvement
City employees demonstrate and are held to a high ethical standard and act in
the best interest of the citizens of the City of Fort Collins
7.1. Improve organizational capability and effectiveness – professional
development, leadership, change management, strategic thinking, fiscal
literacybusiness acumen, and staff engagement. (Now Objective 7.3)
Delivering services to Fort Collins residents occurs because of the capability
and competency of staff. Providing opportunities to improve individual skills,
knowledge and leadership through professional development programs will
improve the organization’s capacity and capabilityability to deliver the
outcomes and services of the City Strategic Plan. Specific areas to focus on
include critical thinking, business and financial literacy, change and project
management, and workload prioritization.
7.2. Improve core Human Resource systems and, develop a total reward
system and address workforce planning and career development. (Now
Objective 7.4)
Compensation programs, position definitions, organizational structure, and
performance management systems all play a significant role in employee
morale and ultimately the culture of the organizational culture.
Improvements in these systems can and will drive improvement in the
organizational capability to deliver the outcomes and services of the City
Strategic Plan.
Key systems and processes on which to focus include career architecture,
compensation analysis, job analysis and performance management and
career development for potential future leaders.
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31
7.3. Align similar jobs and skill sets across the organization to address
succession planning and career progression. Objective Deleted.
Addressed in new 7.4)
Similar positions across the City have evolved in isolation and
independence. Staff lacks an understanding of upward opportunities, career
progression is difficult to identify, and similar positions have different skill
requirements and organizational levels.
An assessment of like positions across the organization to develop standard
position expectations, skill set requirements, and progression opportunities
will develop a stronger, more capable workforce.
7.4. Strengthen methods of public engagement and reach all segments of the
community. (Now Objective 7.6)
The City recognizes the importance of sincerely engaging residents in the
development of policy, programs and services. The City’s Public
Engagement Strategic Plan focuses on fostering an engaged citizenry,
equipping staff to successfully lead public engagement projects, and
ensuring accountability and promoting excellence in community
engagement.
The cCity has begun to actively pursues methods of reaching traditionally
hard-to-reach and/or under-served populations, and has also expanded the
use of social media and technology.
These efforts supplement the more traditional outreach to boards and
commissions, the business community, the environmental community and
general residents, which will continue.
7.5. Optimize the use of technology to drive efficiency and productivity,
andtransparency to improve services. (Now Objective 7.10)
The organization is becoming increasingly reliant on technology. IT budgets
continue to grow at a rate higher than revenue and other expenditures.
Technology provides the opportunity to improve productivity and customer
service.
IT resources should be focused on those areas that drive the greatest
improvement in customer satisfaction and operational productivity.
Specific areas include IT safety, cyber security, transparency, mobile media,
capital lifecycle costs and asset management.
7.6. Enhance the use of performance metrics and benchmark data to assess
results and program effectiveness. (Now Objective 7.7)
Significant progress has been made in defining appropriate metrics to track
progress and success in achieving the City’s Strategic Outcomes, objectives
and departmental goals.
A data warehouse has been developed to house all metric information and
provide easy reporting to various audiences.
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32
Further Additional work is needed to weed sort through existing metrics, and
to ensure the right metrics are in place. and that various l Leaders may
review and act on the information provided by the metrics.
7.7. Develop and implement enterprise-wide processes in appropriate areas –
“Plan, Do, Check, Act” (PDCA) process improvement tool, safety,
strategic planning, council and strategic plan tracking tool, budgeting,
project management. Objective Deleted. Addressed in new 7.8
Organizational effectiveness can be improved by standardizing select
processes, where the tools, skills, and activities of a process are understood
by all.
PDCA has been adopted as the continuous improvement methodology to be
used across the organization. The steps, tools and knowledge of how to
implement PDCA need to be defined, training needs to occur, and leaders
need to understand their role in helping staff operationalize PDCA
methodology in a consistent manner across the organization.
Other processes that should be consistent across the enterprise need to be
identified, agreed upon and then institutionalized across the organization.
7.8. Assess effectiveness of safety initiatives, d Develop and implement
safety initiatives to achieve safety goals, and continue to focus on
employee health and wellness. (Now Objective 7.5)
The City promotes a culture of safety where individuals and organizations
are accountable for making sure the work environment is safe, employees
are aware of potential hazards, and reporting of near-miss and other
reportable incidents is encouraged to shift safety focus from triage to
prevention.
The City’s Recordable Accident Frequency (RAF) and Days Away
Restricted or Transferred (DART) rates are significantly higher than the
average municipal organization and private organizations. The average cost
per claim is much lower than both of the norms. However, the DART rate
indicates a substantial cost in lost or restricted time.
Data indicates that, while our incidents are less severe, the rate of incidents
leaves significant room for improvement.
More prescriptive measures are needed to quickly change the organizational
culture and sensitivity to creating safe work practices and a safe work
environment.
The City continues to Invest and drive improvements in establishing and
maintaining a well healthy workforce.
NEW Objective (7.9) Resolve long-term funding requirements by
diversifying the revenue base and finding new revenue sources.
Identifying alternate revenue sources, as well as renewal of all or a portion
of the current KFCG tax rate, is critical to the delivery of community services
and programs.
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33
Various areas across the City lack funding for new and replacement capital
investments, including Golf, Parks, grade-separated crossings, etc. New
revenue sources should be identified to support infrastructure investment
across the community.
7.9. Improve productivity, efficiency, effectiveness, customer service and
citizen satisfaction in all areas of the municipal organization. Objective
Deleted. Addressed in New 7.8
Exceptional service is driven by an efficient, effective, and productive
government. Through operational excellence initiatives that focus on these
qualities of public service, the City will continue to develop and implement
effective processes and systems with a strong focus on continual
improvement.
To achieve organizational sustainability goals specific attention should be
paid to city buildings, operations and internal service areas.
7.10. Implement leading-edge and innovative continuous improvement
practices that increase productivity, effectiveness, customer service and
citizen satisfaction. drive performance excellence and quality
improvements across all Service Areas. (Now Objective 7.8)
The organization lacks a systematic process for encouraging, evaluating,
and implementing innovative and leading-edge ideas. In addition, the
concept of “intelligent risk-taking” has not been clearly defined.
An organization-wide system should be developed and deployed to fund,
pilot and implement innovative ideas, and to provide training to encourage
intelligent risk-taking.
As the City moves to a more strategic, project-based focus, training is
needed for employees in project management, stakeholder engagement,
PDCA methodology and strategic planning.
A mechanism to assess and evaluate the performance and benefits of
established programs across the City should be implemented to ensure
programs are continuing to meet their original objectives, adequate internal
controls are inplace, best practices are utilized within existing programs, and
to identify opportunities where resources could be re-deployed to support
new initiatives
NEW Objective (7.11) Optimize the use of City assets through capital
improvement planning, preventative maintenance and asset
management.
As City assets age, renewal and replacement will become more critical to
maintaining the City’s character and appeal. Developing tools and systems
that monitor asset life, condition and schedule repairs (based on optimal
asset lifecycle costs estimates) will become more critical.
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34
An integrated, Citywide view of asset condition and maintenance
requirements is needed to ensure capital improvement coordination across
the City and optimal maintenance of existing assets.
7.11. Proactively influence policy and legislative development at other all
levels of government regulation. (Now Objective 7.12)
The City plays a critical role in influencing local, state and federal policy that
impacts our ability to achieve key outcomes.
Through the legislative policy agenda and participation in legislative and
regulatory stakeholder groups, the City will proactively, rather than
reactively, influences policy outcomes.
7.12. Promote a values-driven organizational culture that reinforces ethical
behavior, exercises transparency and maintains the public trust. (Now
Objective 7.2)
The organization places a strong value on maintaining the public trust and
has articulated high expectations regarding ethical behavior. However, there
is not a systematic process for reporting unethical behavior and ethics
violations for City employees.
An organization-wide ethics program to will clarify expectations regarding
specific behaviors will, further embed our organization’s core values into the
culture and reinforce accountability.
7.13. Continuously improve the City’s governance process. Objective Deleted.
Addressed in new 7.1
The City operates on a council-manager form of government that combines
the strong political leadership of elected officials with the strong managerial
experience of an appointment manager or administrator.
Strong administrative and legal support, as well as ongoing improvements to
processes such as Council onboarding, Board & Commission training,
agenda preparation, and policy development, will enhance Council’s
effectiveness in establishing policy that aligns with desired community results.
results and program effectiveness.
3.8 4.1, 4.5 5.1 6.5
7.8 - Implement leading-edge
continuous improvement practices that
increase productivity, effectiveness,
customer service and citizen
satisfaction.
1.7 5.1
7.9 - Resolve long-term funding
requirements by diversifying the
revenue base and finding new revenue
sources.
2.1 4.1, 4.5
7.10 - Optimize the use of technology to
drive efficiency and transparency to
improve services.
5.6
7.11 - Optimize the use of City assets
through capital improvement planning,
preventative maintance and asset
management.
2.7 4.7
7.12 - Proactively influence policy and
legislative development at all levels of
government regulation.
4.4, 4.9
1.4 5.1
6.2 - Improve traffic flow to benefit
both individuals and the business
community.
1.6 2.5 4.1, 4.4 5.1
6.3 - Identify strategies to reduce
motorist delays due to trains.
4.4 5.1
6.4 - Improve transit availability, grow
ridership and address MAX parking
concerns.
1.2 4.1, 4.3, 4.4, 4.5
6.5 - Fill the gaps for all modes of travel
and improve the current transportation
infrastructure while enhancing the
aesthetic environment.
1.4, 1.5 7.7, 7.9
6.6 - Create, collaborate and implement
long-term transportation planning
while helping local and regional
transportation networks, including the
airport, operate at a high level of
efficiency.
4.7 5.4
5.6
4.1 - Achieve Climate Action Plan (CAP)
goals by reducing greenhouse gases
(GHGs).
1.6 2.5 3.5 6.2, 6.4 7.6, 7.7, 7.9
4.2 - Protect and provide a high quality
water supply and implement
appropriate conservation efforts and
long-term water storage capability.
3.7 5.4
4.3 - Engage citizens in ways to educate
and change behavior towards more
sustainable living practices.
2.3, 2.5 6.4 7.6
4.4 - Implement indoor and outdoor air
quality improvement initiatives.
2.1, 2.5 6.2, 6.3, 6.4 7.12
4.5. - Achieve net zero energy within
the community and the City
organization using a systems approach.
5.4 6.4 7.6, 7.7, 7.9
4.6 - Achieve zero waste goals within
the community and the City
organization.
7.6
4.7 - Increase the community’s
preparedness and resiliency for changes
in climate, weather and resource
availability.
3.7, 3.8
5.1, 5.3, 5.4,
5.5
6.6
7.2, 7.6, 7.9,
7.11
support conflict resolution.
2.1 - Improve the community's sense of
place with a high value on open space,
culture, recreation and park systems.
1.4 3.3 4.4
2.2 - Improve low and moderate income
citizen access to, and participation in,
City programs and facilities.
1.1, 1.2, 1.3 7.6
2.3 - Promote health and wellness
within the community and provide
sustainable access to nature.
1.2, 1.4, 1.5 4.3
2.4 - Develop effective marketing and
pricing strategies and programs that
drive value, attendance and cost
recovery.
2.5 - Plan, design and implement
improvements to the citywide trail
system.
1.4, 1.5 3.3 4.1, 4.3, 4.4 6.2 7.9
2.6 - Develop a clear strategic
description of the City’s role in culture
and arts while leveraging partnerships
with other community organizations.
1.3, 1.4 3.3, 3.6
requirements by diversifying the
revenue base and finding new revenue
sources.
2.1 4.1, 4.5
7.8 - Optimize utilization of City assets
through capital improvement planning,
preventative maintance and asset
management.
4.7
7.9 - Proactively influence policy and
legislative development at all levels of
government regulation.
4.4, 4.9
5.5 Protect life and property with
natural and attractive flood mitigation
facilities.
1.4, 1.5 4.7, 4.9 7.9
5.6 - Optimize the use of data and
technology to improve service and
protect mission critical infrastructure.
3.9 7.1, 7.10
6.1 - Improve safety for all modes of
travel including vehicular, pedestrian
and bicycle.
1.4 5.1
6.2 - Improve traffic flow to benefit
both individuals and the business
community.
1.6 2.5 4.1, 4.4 5.1
6.3 - Identify strategies to reduce
motorist delays due to trains.
4.4 5.1
6.4 - Improve transit availability, grow
ridership and address MAX parking
concerns.
1.2 4.1, 4.3, 4.4, 4.5
6.5 - Fill the gaps for all modes of travel
and improve the current transportation
infrastructure while enhancing the
aesthetic environment.
1.4, 1.5 7.7, 7.9
throughout the community.
5.6
3.10 - Identify strategies to reduce train
horn noise
1.4
4.1 - Achieve Greenhouse Gas (GHG)
reduction goals by implementing the
Climate Action Plan (CAP).
1.6 2.5 3.5 6.2, 6.4 7.6, 7.7, 7.9
4.2 - Protect and provide a high quality
water supply and implement
appropriate conservation efforts and
long-term water storage capability.
3.7 5.4
4.3 - Engage citizens in ways to educate
and encourage behaviors towards more
sustainable living practices.
2.3, 2.5 6.4 7.6
4.4 - Implement indoor and outdoor air
quality improvement initiatives.
2.1, 2.5 6.2, 6.3, 6.4 7.12
4.5. - Work towards long term net zero
energy goals within the community and
the City organization using a systems
approach.
5.4 6.4 7.6, 7.7, 7.9
place with a high value on natural areas,
culture, recreation and park systems.
1.4 3.3 4.4
2.2 - Improve low and moderate income
citizen access to, and participation in,
City programs and facilities.
1.1, 1.2, 1.3 7.6
2.3 - Promote health and wellness
within the community and provide
sustainable access to nature.
1.2, 1.4, 1.5 4.3
2.4 - Develop effective marketing and
pricing strategies and programs that
drive value, attendance and cost
recovery.
2.5 - Plan, design and implement
improvements to the citywide trail
system.
1.4, 1.5 3.3 4.1, 4.3, 4.4 6.2 7.9