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HomeMy WebLinkAboutMemo - Read Before Packet - 2/27/2018 - Memorandum From Darin Atteberry Re: March 3, 2018 Council Review Of 2018 Draft Strategic PlanDRAFT 2018 Strategic Plan February 26, 2018 1 2018 Strategic Plan City of Fort Collins February 26, 2018 – DRAFT DRAFT 2018 Strategic Plan February 26, 2018 2 2018 Strategic Plan Table of Contents Page I. Introduction 3 II. Summary of Strategic Objectives 8 1. Strategic Outcome – Neighborhood Livability & Social Health 11 2. Strategic Outcome – Culture & Recreation 15 3. Strategic Outcome – Economic Health 18 4. Strategic Outcome – Environmental Health 22 5. Strategic Outcome – Safe Community 26 6. Strategic Outcome – Transportation 29 7. Strategic Outcome – High Performing Government 32 III. Appendix A. Performance Measures - Community Dashboard 36 - Strategic Objective Metrics (Strategy Maps) 41 B. Long-Term Financial Plan 48 C. Glossary of Terms 51 DRAFT 2018 Strategic Plan February 26, 2018 3 Introduction The City of Fort Collins is a full-service municipal organization operating under a home rule, Council-Manager form of government. Various national organizations and magazines recognize Fort Collins as one of the best places to live in the nation. Sixty miles north of Denver, Fort Collins is home to Colorado State University (CSU), with 32,000 students, several large high-tech employers, leading businesses in the microbrew industry, and more than 8,000 small to medium-sized businesses. The community includes 43 natural areas, a variety of cultural amenities, and is renowned for its bike- friendly, small-town feel. With a median age of 29 and a median family income of $83,219 in 2016, residents are well educated, engaged in their community and passionate about their area amenities. The high quality of life enjoyed by residents, businesses and visitors is a result of the community’s focus on the environment, enthusiasm for health and the outdoors, a strong educational system, extensive park and open space systems, and a flourishing Downtown district. At the same time, 18 percent of the Fort Collins population is at or below the poverty line and housing is considered expensive. Diversity within the city is low with only 11 percent of the community identifying themselves as an ethnicity other than white. Fort Collins has experienced rapid growth throughout the past 50 years, growing from approximately 25,000 residents in 1960 to an estimated 170,000 today, and is anticipated to be approximately 255,000 by 2040. The City has purposefully established a Growth Management Area (GMA) boundary with neighboring communities in order to maintain the local identity and avoid merging communities. Over the past 25 years, the City has acquired open space and conservation easements to create community separator open spaces to support that effort. The City’s revenue comes from sales and use tax, property tax, fees and grants. Seventy- five percent of the General Fund is supported by sales, use and property tax. It has a healthy fund balance position and limited debt. As a result, the City received an Aaa credit rating from Moody’s Investors Service in 2012. Moody’s reaffiremed the Aaa Issuer Rating in Novemember 2017 based on a strong economic tax base, low debt and pension obligations, strong cash position, and overall management and governance structure. Voters have demonstrated willingness to support critical City services by adding the Keep Fort Collins Great 0.85 percent sales and use tax in 2010 and renewing two expiring taxes in 2015. Those expiring taxes were for the Building on Basics Capital Projects 0.25 percent sales and use tax and the Street Maintenance Program 0.25 percent sales and use tax, which passed by 80.5% and 84.5% of voters, respectively. The City is actively working to diversify revenue, broaden the City’s revenue sources, create a more sustainable revenue base and reduce the City’s dependency on Sales Tax. Commented [MB1]: Need updated info - Cameron DRAFT 2018 Strategic Plan February 26, 2018 4 The City provides a full range of services, including: • Police • Fire Protection through a local authority • Streets, Transportation and Transit infrastructure & operations • Parks, Recreation, Natural Areas and Cultural facilities • Planning, Engineering and Community services • Sustainability Services – Economic Health, Environmental Services and Social Sustainability • Utilities – Electric, Water, Wastewater and Stormwater • Support Services – Leadership, Human Resources, Information Technology, Communication, Financial Services, City Clerk’s Office, Facilities and Fleet Services, and Legal and Judicial Services In November 2017, voters approved a ballot measure that allows the City to provide high speed internet to the community though the buildout of a fiber to the premise enterprise. Work on this new utility service intiaitive will begin in ernest in 2018; it is anticipated the first customer will be connected in mid-2019 with full network buildout occurring by the end of 2021. Vision, Mission & Values Vision: To Provide World-Class Municipal Services through Operational Excellence and a Culture of Innovation Mission: Exceptional Service for an Exceptional Community Values: Collaboration - Excellence - Integrity - Outstanding Service Safety & Wellbeing - Stewardship The City of Fort Collins is an organization committed to high quality public service and is a nationally recognized leader in the use of leading-edge management practices. As a best practice, the City focuses on data-driven decision-making, long-term effects, and continuous improvement. In 2005, the City adopted the Budgeting for Outcomes (BFO) process to improve transparency and ensure resources are focused on community priorities. The City of Fort Collins aspires to provide world-class services to the community while cultivating an outstanding organizational culture for its employees. In order to achieve this vision, both internal and external services are data-driven and implemented according to organizational values. Compliance with all regulations and laws with a strong focus on DRAFT 2018 Strategic Plan February 26, 2018 5 ethics are foundational elements of the City culture. The City develops resiliency and sustainability through organization-wide systems and processes that ensure consistent employee work practices and alignment across service areas. The City places a high value on citizen input and strives to include them as fellow problem solvers whenever possible. Residents can not only expect to receive exceptional service, but also to have the opportunity to engage with decision-makers, provide input regarding the way City resources are allocated, and have access to government information in a timely and transparent manner. The City was awarded the Malcolm Baldrige National Quality award in 2017, marking a significant milestone in the City’s ongoing journey to provide world-class municipal services. Achieving performance excellence helps the City provide world class municipal services through operational excellence and a culture of innovation. Residents and businesses are the inspiration behind this pursuit. Economic, Environmental & Social Factors The City of Fort Collins uses a Sustainability Assessment Framework to evaluate the “triple bottom line” implications of municipal decisions, as appropriate. The framework assesses the economic, environmental and social factors of each decision, thereby increasing awareness and often revealing ways that decisions can mitigate negative impacts and improve overall outcomes. This process creates a “healthy tension” and balance to City decisions, ensures one aspect of the triple bottom line does not dominate the decision-making process and reduces impacts when trade-offs are unavoidable. Economic Factors include the fiscal health of the community, diverse job creation, talent management and creating an innovative and entrepreneurial atmosphere where businesses that align with community values thrive. Environmental Factors include water, land and air stewardship, such as watershed and water conservation. Other factors include the Poudre River health and ecosystem protection, and reducing our air emissions and carbon footprint through energy policies, compact development, greening the built environment, efficient transportation options and waste reduction programs. Social Factors include a high quality, safe community with equal access to services; strong, connected neighborhoods; and high quality amenities including cultural, recreational, open space and transportation options. The engagement of arts, culture and access to nature is a key element in creating a welcoming and healthy atmosphere. Common factors include strong partnerships and commitment to a high quality of life. The City embraces a wide variety of partnerships (e.g., other government agencies, non- profits, educational institutions and private entities). These partnerships are local, regional, national and international. Strong and effective partnerships are important in achieving our strategic objectives. DRAFT 2018 Strategic Plan February 26, 2018 6 Guiding Themes & Principles The City of Fort Collins Strategic Plan is aligned and focused on continuous improvement in seven Key Outcome Areas: • Neighborhood Livability and Social Health • Culture and Recreation • Economic Health • Environmental Health • Safe Community, • Transportation • High Performing Government The City budget is also aligned across these seven areas, and revenue is allocated to support policies and initiatives that drive improvement in each outcome. Each Outcome Area includes several more specific attributes, referred to as objectives, that define different focus areas. While each Outcome Area has unique defining characteristics, City investment in a single objective regularly impacts more than one outcome. Major themes and areas of focus within the Strategic Plan, identified through Community Surveys or as a Council Priority, include: 1. Environmental Sustainability – Identify and implement initiatives that achieve various environmental goals and objectives while maintaining economic vitality and social health. 2. Multimodal Transportation & Public Transit – Improve traffic flow and safety, the availability of transportion alternatives, and access to public transportation. 3. Community Vibrancy – Improve the community’s sense of place with a high value on natural areas, culture, recreation and park systems. 4. Housing Affordability – Improve access to a broad range of quality housing that is safe, accessible and affordable. Strategic Advantages and Challenges In addition to the major themes described above, staff has identified strategic advantages and challenges. Advantages are those strengths and attributes that will enable the City to achieve the Strategic Objectives described later in this document. Challenges reflect those attributes that could impair the City’s ability to achieve the Strategic Objectives. Each of the challenges described below are reflected in one or more Strategic Objective so that the challenges will be addressed by staff in future budget proposals. DRAFT 2018 Strategic Plan February 26, 2018 7 Advantages: 1. A supportive and engaged community 2. A culture of excellence and of continuous improvement driven by the City’s Vision, Mission and Values 3. Engaged and committed employees with a strong focus on customer service 4. Collaborative local partners, such as Poudre School District, CSU, local service providers, and primary employers 5. National recognition as a best practice community 6. Municipal ownership of four essential Utilities – Light & Power, Water, Wastewater and Stormwater 7. Strong revenue and City balance sheet, an Aaa Moody’s credit rating, and a diverse local economy Challenges: 1. Housing that is affordable 2. Transportation and traffic issues 3. Balancing competing citizen desires and changing customer expectations 4. Embracing and cultivating diversity and inclusivity 5. Expiring revenue streams 6. Attracting, retaining and developing high quality employees 7. Aging infrastructure and growth-related needs The Strategic Objectives associated with each Key Strategic Outcome are described in the following tables. The Strategic Objectives are not listed in priority order and it should not be interpreted that a Strategic Objective early in the list is of a greater priority than one later in the list. Subsequent sections of this document provide bullet details underneath each Strategic Objective. The bullets are intended to provide additional context for each Strategic Objective and why it is important. DRAFT 2018 Strategic Plan February 26, 2018 8 Summary of Strategic Objectives Please note that the specific numbers of the strategic objectives below will change in the final version so they can be grouped into similar objectives to help the overall flow of the document Neighborhood Livability and Social Health 1.1 Improve access to quality housing that is affordable to a broad range of income levels 1.2 Collaborate with other agencies to address homelessness, poverty issues and other identified high priority human service needs 1.3 Co-create a more inclusive and equitable community that embraces and celebrates diversity 1.4 Protect and preserve the quality of life in neighborhoods 1.5 Guide development through community planning, historic preservation and efficient development review 1.6 Foster positive and respectful neighbor relationships and open communication 1.7 Improve accessibility to City and community programs and services to low and moderate income populations 1.8 Evaluate the possible future annexation of the Mulberry Corridor Culture and Recreation 2.1 Develop recreational and cultural programs with pricing and marketing strategies that drive value, attendance and cost recovery 2.2 Plan, design, implement and maintain the City's parks and trails systems 2.3 Provide enhanced opportunities for arts and culture throughout the City 2.4 Protect the health and longevity of the tree canopy 2.5 Expand the Natural Areas land portfolio while simultaneously maintaining existing lands and access to nature. Economic Health 3.1 Facilitate the organization of an effective regional economic development group 3.2 Maintain and grow diverse employment opportunities 3.3 Enhance business engagement to address existing and emerging business needs. 3.4 Foster infill and redevelopment that enhances the community 3.5 Maintain utility systems, services, infrastructure and predictable rates 3.6 Invest in utility infrastructure aligned with community development 3.7 Deploy reliable, high-speed internet services throughout the community 3.8 Secure a quiet zone along the Mason Corridor to reduce train noise DRAFT 2018 Strategic Plan February 26, 2018 9 Environmental Health 4.1 Achieve Climate Action Plan (CAP) 2020 goals and continue progress toward the 2030 goals 4.2 Provide a reliable, high-quality water supply 4.3 Improve indoor and outdoor air quality 4.4 Achieve 2020 Energy Policy goals and work toward long-term net zero energy 4.5 Achieve the 2020 Road to Zero Waste goals and work toward 2030 zero waste goals 4.6 Develop strategies to improve the community's climate resiliency 4.7 Continually improve environmental regulatory performance 4.8 Protect and enhance natural resources on City-owned properties and throughout the community 4.9 Sustain and improve the health of the Poudre River and its tributaries Safe Community 5.1 Improve community involvement, education and regional partnerships to increase the level of public trust and keep our community safe. 5.2 Meet the expected level of core and specialized services as the community grows 5.3 Partner with Poudre Fire Authority to provide high-quality fire prevention, community risk reduction and emergency response services 5.4 Improve emergency management and preparedness 5.5 Address water, wastewater and stormwater infrastructure needs for the protection of people, property and the environment 5.6 Optimize the use of data and technology to improve service, protect mission-critical infrastructure and enhance cybersecurity effectiveness 5.7 Reduce incidents of, and impacts from, disruptive behavior of the transient population 5.8 Improve security at City facilities and properties Transportation 6.1 Improve safety for all modes of travel 6.2 Manage traffic congestion and improve high priority intersections 6.3 Improve transit availability and grow ridership 6.4 Support, enhance and accelerate the I-25 expansion 6.5 Improve aging and/or missing transportation infrastructure that serves Fort Collins 6.6 Maintain the current level of service for City streets, medians and associated infrastructure 6.7 Address parking needs Downtown, along the MAX corridor and in residential neighborhoods DRAFT 2018 Strategic Plan February 26, 2018 10 High Performing Government 7.1 Provide world-class municipal services to residents and businesses 7.2 Promote a values-driven organizational culture that maintains the public trust through ethical behavaior and transparency 7.3 Attract, retain, engage, develop and reward a diverse and competitive workforce to meet the needs of the community now and in the future 7.4 Foster a culture of safety and wellbeing across the City organization 7.5 Broaden methods of community engagement with additional consideration to diverse backgrounds, languages and needs 7.6 Leverage data, technology, metrics and benchmarks to guide decisions, improve results, and enhance service delivery 7.7 Address revenue requirements to meet known and emerging needs 7.8 Maintain assets to optimize lifecycle cost, reliability and accessibility 7.9 Proactively influence policy and legislative development at all levels DRAFT 2018 Strategic Plan February 26, 2018 11 Neighborhood Livability and Social Health Fort Collins provides a high quality built environment, supports quality, diverse neighborhoods, and fosters the social health of citizens. Fort Collins is a healthy and vibrant community with a goal to create a city where people want to live, work and play. The City is committed to creating a desirable urban environment that recognizes the importance of the form of the environment (e.g., community architecture, historic preservation and pedestrian-oriented environments) and preserving and protecting neighborhood character while ensuring a safe, beautiful and friendly experience for all residents and visitors. The City recognizes the importance of neighborhoods and actively seeks to preserve and support their vibrancy while diligently enforcing property maintenance codes. As the City grows and redevelops, our vision continues to be an overall average increase in density that fosters efficient land use; supports a mix of housing types integrated with activity centers and diverse businesses; increases the safety and efficiency of public utilities, streets, facilities and services; and accommodates multiple modes of travel (including vehicle, bus, bike and pedestrian). Development and growth are focused within the community’s designated Growth Management Area to protect natural resources and the regional landscape, encourage infill and redevelopment, and maximize the efficient use of public infrastructure. Alternative transportation modes and access to key health and human service facilities are a priority. Neighborhood Livability and Social Health also addresses challenges related to leading active lifestyles, and the accessibility of health and human service facilities for all segments of the community while protecting the character of our neighborhoods. Neighborhood Livability and Social Health is related to human well-being and wellness, and to opportunities for residents to work together, to be self-sufficient, and to live, work and travel within the community. The lack of critical mental and behavioral health services in Larimer County has a direct impact on community residents, businesses and City services. Neighborhood Livability and Social Health must include providing appropriate facilities and services to support chronically homeless persons with a goal of leading them to pathways out of homelessness. Simultaneously, enforcement efforts must continue to prevent residents, travelers, and transients from displaying illegal or aggressive behaviors that diminish the quality of life in neighborhoods. Neighborhood Livability and Social Health includes: • A compact pattern of development within a well-defined community boundary and opportunities for redevelopment, revitalization and growth in targeted areas • Adequate and safe public facilities, services and infrastructure to serve existing development and new growth DRAFT 2018 Strategic Plan February 26, 2018 12 • Cohesive, distinct, vibrant, safe and attractive neighborhoods • Vital and appealing transit-oriented activity centers and destinations throughout the city • Quality, accessible and affordable housing options for all household types and income levels • Preservation and enhancement of historic resources • Opportunities to lead active and healthy lifestyles, as well as access to healthy, locally grown or produced food • Access to physical and mental/behavioral health treatment and services • Addressing the impact of increasing poverty and homelessness • A welcoming, inclusive community where all residents and visitors feel valued, safe and connected • Equal access to City services, amenities, and information for all neighborhoods • Enforcment of laws that diminish aggressive behaviors that affect neighborhood quality Definition & Descriptions Please note the strategic objective #’s below will change in the final document 1.1 Improve access to quality housing that is affordable to a broad range of income levels. • In 2015 and 2017, residents identified housing affordability as a high priority during community outreach sessions. In the 2017 Community Survey, Fort Collins ranked 16th out of 18 jurisdictions surveyed for “availability of affordable quality housing.” • The current rental market, with vacancy rates of less than 3 percent, is making it difficult for residents to live and work within Fort Collins. • To support people with low income levels, the City is helping to create 188 new affordable housing units per year, with a portion being dedicated to specific needs, such as veterans or individuals with disabilities. 1.2 Collaborate with other agencies to address homelessness, poverty issues and other identified high priority human service needs. • The City’s core role has been, and continues to be, funding, policy development and partnerships for community human service agencies. • Multiple public and private organizations work to address and improve social, environmental and economic issues within the community and the region. • The social issues that human service agencies address are wide-ranging, complex and systemic. A strategic, collaborative approach applied to the City’s engagement with these partners will ensure programmatic effectiveness and efficiencies, eliminate redundancy and identify underserved areas. • Regional efforts to provide dedicated substance abuse and mental health facilities are being explored. DRAFT 2018 Strategic Plan February 26, 2018 13 • There are approximately 360 residents experiencing homelessness for six months or more at any given time in Fort Collins, and there continue to be gaps in the system to make homelessness rare, short-lived, and non-recurring. 1.3 Co-create a more inclusive and equitable community that embraces and celebrates diversity. • Shifting demographics are making the community and City organization increasingly diverse. • Programs that engage, celebrate and honor cultural diversity help the City better serve its constituents and workforce while also building capacity in the community to mitigate existing barriers to access and opportunity. • Immigrant communities have expressed persistent fear related to personal safety as well as uncertainty over national immigration policies and risk of exposure. 1.4 Protect and preserve the quality of life in neighborhoods. • Access to nature and green infrastructure improves the integration of natural habitat with urban spaces. • Proactive, innovative and effective code enforcement processes are important aspects of attractive neighborhoods. • Safe and well-maintained sidewalks are important for residents to safely walk or bike to parks, schools and playgrounds. • Partnerships with public health and civic groups improve neighborhood safety, reduce graffiti, and prevent vandalism so neighborhoods are safe and clean. 1.5 Guide development through community planning, historic preservation and efficient development review. • Fort Collins’ population is expected to grow by 50 percent over the next 20 years, which will drive significant construction throughout the community. • Processes should be predictable and effectively manage growth consistent with City plans and goals. • Emphasis should be placed on preserving the iconic and architectural elements of our community. 1.6 Foster positive and respectful neighbor relationships and open communication. • Connected neighbors help identify neighborhood-level priorities and learn how to work together and/or with the City to address them. • Quality of life improves when neighbors have an understanding of how to productively manage conflict and allow for healthy disagreements. 1.7 Improve accessibility to City and community programs and services to low and moderate income populations. • As the cost of living in Fort Collins increases, low and moderate income households are struggling to afford participation in City events and services. Commented [TM2]: Make sure this addressed in C&R DRAFT 2018 Strategic Plan February 26, 2018 14 • Income-qualified rate programs can mitigate the impact of utility rate increases for families and persons in needs. 1.8 Evaluate the possible future annexation of the Mulberry Corridor. • The required enclave will be closed in 2018, opening the possibility of future annexation. • When annexing new areas, land use planning can ensure quality redevelopment consistent with City Plan. • Large annexations will require additional investment in resources and infrastructure, as well as thoughtful and deliberate phasing. • Robust engagement of City and County residents and businesses is necessary for effective annexations. DRAFT 2018 Strategic Plan February 26, 2018 15 Culture & Recreation Fort Collins provides diverse cultural and recreational amenities. Cultural and recreational opportunities are elemental to Fort Collins’ sense of place and help create a desirable community in which to live and play. Residents consistently place a high value on these programs and services, believing the City should continue its strong investment in these amenities. The City’s park and trail systems are also highly valued and heavily used. The planned buildout of the trail system is a high priority for residents and will create further connectivity across Fort Collins and the Northern Colorado region. Additionally, the City believes that connecting residents to nature is critical to a high quality of life. Cultural and recreational facilities and programming allow our residents opportunities to lead enriched and healthy lives, and support overall community wellness. Arts and culture are enjoyed by residents and visitors alike. Similarly, parks, trails and natural areas provide beautiful public spaces that foster physical activity and create opportunities for creativity, reflection and leisure. The quality of our parks, trails and natural areas, as well as our arts, culture and recreation programs and opportunities create a sense of pride among residents, while also drawing visitors and revenue into the City. In many respects these amenities define, and will continue to define, who we are as a community. Additionally, our robust urban tree canopy provides many other quality of life benefits and will be important to protect and preserve natural and biological threats. These amenities have a direct link to Economic Health. Environmental Health is also improved through parks and trails providing access to nature, including the Poudre River, and surrounding wildlife habitat. The City values stewardship of these resources. Providing diverse culture and recreation amenities includes: • Ensuring the legacy of Fort Collins’ parks, trails, natural areas, and cultural and recreational facilities for future generations • Providing a wide variety of high quality recreation services and cultural opportunities • Creating an interconnected regional and local trail network of parks and accessible recreational facilities • Creating and preserving opportunities and spaces where residents can easily access nature • Continuing a strong focus on exceptional stewardship and ecologically sound and sustainable operations • Protecting and preserving the City’s tree canopy DRAFT 2018 Strategic Plan February 26, 2018 16 Definition & Descriptions Please note the strategic objective #’s below will change in the final document 2.1 Develop recreational and cultural programs with pricing and marketing strategies that drive value, attendance and cost recovery. • Diverse programs and opportunities should be maintained in addition to an awareness of changing community desires. • The City desires a high degree of participation in all programs offered. • Fee structures based on demand, alternatives and affordability help to improve program self-sufficiency. • There is currently a lack of quality regional sports venues in Fort Collins where competitive leagues can hold their state or regional tournaments. 2.2 Plan, design, implement and maintain the City’s parks and trail systems. • Trails have been identified by residents as one of the highest priority amenities provided by the City. • As the City’s parks age, additional resources will be needed to make necessary improvements and updates to keep parks a strong neighborhood amenity. • Consideration of alternatives and non-traditional approaches could help accelerate completion of of the trail system. 2.3 Provide enhanced opportunities for arts and culture throughout the City. • Through the Lincoln Center, Gardens on Spring Creek, Museum of Discovery and other cultural services, the City provides programs and services to the community beyond traditional parks and recreation centers. • The City’s cultural heritage includes the community’s agricultural roots, its strong commitment to enhancing access to nature, and preservation of open spaces. • Artistic and cultural opportunities are essential to a vibrant and creative community. • The City enjoyes partnerships with other community arts and culture organizations, which contribute to a strong sense of place. • Cable communications and partnerships with the local public access television provider may help foster arts and cultural opportunities. 2.4 Protect the health and longevity of the tree canopy. • Emerald Ash Borer poses a threat to up to 33 percent of the urban canopy. • Priority ash trees can be saved through preventative action and residential losses may be mitigated through education and shadow planting efforts. • Pruning and routine maintainance can extend the life of mature trees and prevent safety issues from arising. • The Emerald Ash Borer will create an abnormal amount of waste in the way of dead trees and lumber that may inundate the landfill and other disposal sites. DRAFT 2018 Strategic Plan February 26, 2018 17 2.5 Expand the Natural Areas land portfolio while simultaneously maintaining existing lands and access to nature. • Fort Collins enjoys a unique appeal due to our open spaces, access to mountains, parks and trail systems, and an individual identity separate from neighboring communities. • The City’s open space lands and trail network are critical to reaching goals to increase responsible access to nature. • Urban farming, including community gardens, local food production and organic farming, helps contribute to sustainability and nature-related goals. • As Natural Areas experience more visits, challenges arise including how best to preserve the assets for future generations. DRAFT 2018 Strategic Plan February 26, 2018 18 Economic Health Fort Collins promotes a healthy, sustainable economy reflecting community values. The City intentionally uses the term “Economic Health” to describe the community’s engagement with the economy. By referring to “health” rather than “development,” the City emphasizes its commitment to the overall soundness and long-term vitality of the local economy. This means an economy where residents can find employment and afford to live in the community, that businesses are able and encouraged to start, remain and expand in the community; and that everyone can expect quality City services and sustainable, attractive infrastructure. To achieve these outcomes, the City creates an atmosphere where business that align with community values thrive and focuses on retaining, expanding, incubating and, lastly, attracting new businesses. These efforts focus on emerging and established Targeted Industry Sectors and Clusters including Clean Energy, Water Innovation, Bioscience, Technology, Uniquely Fort Collins, Local Food, Advanced Manufacturing and Healthcare. Priorities for sustaining economic health are: engaging existing businesses to ensure an environment conducive to success, maintaining the City’s role as a regional economic center, continuing collaboration with CSU and other regional participants, and supporting cultural, natural and community amenities. In addition, the City and businesses prosper when a skilled workforce meets the needs of local employers, and fruitful partnerships are created with other economic development organizations. The Northern Colorado Regional Airport is an important community asset that can enhance the economic activity within the community. Economic Health depends on a safe community. The City recognizes the business community as partners in achieving Economic Health and reaches out to listen and understand their needs and emerging issues. This engagement provides focus for developing programs and policies that encourage retention and expansion of existing small and medium-sized businesses. Business innovation is encouraged and the City engages as a partner in this innovation through the City as a Platform and Smart Cities policies. Regular business engagement provides direction to the City’s efforts to continuously improve the efficient and transparent delivery of services, including development review, permitting, infrastructure construction, etc. New opportunities and challenges exist related to adequate technological infrastructure designed to support a knowledge-based economy and employment competition. Numerous prospects are emerging for redevelopment and infill. Priorities include efforts to foster entrepreneurship, grow and attract primary employers, remain a retirement and tourism destination, and support and strengthen existing businesses. A healthy and resilient economy includes: • Diverse jobs that enable citizens and businesses to thrive • A reflection of our unique community in a changing world DRAFT 2018 Strategic Plan February 26, 2018 19 • Innovative and entrepreneurial atmosphere that builds new and creative industries • Strong partnership and collaboration with the private sector, educational institutions and other organizations • Comprehensive quality infrastructure that supports businesses • Balance between the built and natural environment • Engagement with local businesses to understand and address their needs Definition & Descriptions Please note the strategic objective #’s below will change in the final document 3.1 Facilitate the organization of an effective regional economic development group. • The region benefits from and has multiple organizations working to improve economic conditions including CSU, Rocky Mountain Innosphere (RMI), Northern Colorado Economic Alliance (NCEA) and various cluster organizations. • The region is currently under-represented at the regional and national level. Prospects and leads previously handled by the Northern Colorado Economic Development Corporation (NCEDC) are now handled independently by various municipalities and organizations. • An organization focused on coordinating regional development activities with national representation is needed. • Collaboration should include regional and global partners. 3.2 Maintain and grow diverse employment opportunities. • Currently, approximately 70 percent of the jobs in Fort Collins require a high school degree or less and 75 percent of the labor force has some college or a college degree. • The skills/education to job need mismatch makes it increasingly difficult for employers to meet their labor needs. • Projections for Fort Collins and Larimer County anticipate the creation of 28,000 new jobs in the next five years, which will outstrip worker growth and exasperate the skills/education to job mismatch. • The overall supply of land zoned for employment use is small and large parcels are minimal, constraining the community’s ability to create local employment opportunities. 3.3 Enhance business engagement to address existing and emerging business needs. • A business customer segmentation and analysis of each segment’s needs is necessary to guide program and initiative development. • A process for assessing the satisfaction, dissatisfaction and engagement of business customers is needed. DRAFT 2018 Strategic Plan February 26, 2018 20 • A consistent customer experience across the organization and to all business segments is needed. • Improvement in select current service delivery systems (e.g., Development Review, Permitting, etc.) is needed to provide efficient and transparent services to all business customers. 3.4 Foster infill and redevelopment that enhances the community. • Buildout within the City’s development boundaries is expected over the next 20 to 30 years. Growth will be denser and taller than historical norms and additional infrastructure will be needed to support remaining open field development. • Recent infill developments have met with significant community resistance to higher density and heights. • Infill development should enhance and preserve the character of existing neighorhoods while allowing taller buildings in appropriate character subdistricts while maximizing compatibility through appropriate design. • Fort Collins has many unique features that need to be preserved and enhanced. 3.5 Maintain utility systems, services, infrastructure and predictible rates. • Low energy costs and high reliability provide an advantage in attracting and retaining energy-intensive industries. Maintaining the system reliability and cost advantage is important to retaining existing primary employers. • The underground system (electric, water and wastewater) is aging and will require increased maintenance and replacement to maintain the current system reliability. • Significant stormwater system improvements are planned but are not funded. • Maintain cost of service rate structures for utility customers that are consistent with environmental goals. • Design and maintain an electricity distribution infrastructure to facilitate a diverse, efficient, economical, reliable, clean and secure transition to higher levels of renewable energy sources. 3.6 Invest in utility infrastructure aligned with community development. • The population within the GMA is expected to grow from the current 170,000 to an estimated 255,000 by 2040. • Water storage capacity is needed to ensure water rights can be fully utilized to meet future demand and drought management needs. • New infrastructure is needed to deliver services to meet the needs of future growth in areas such as the Mulberry Corridor and northeast Fort Collins. 3.7 Deploy reliable, high-speed internet services throughout the community. • Voters approved a charter modification to allow the City to provide telecommunication services as part of the current Light & Power utility. • Voters also supported the issuance of up to $150M of debt to support the implementation of high speed internet and associated services (video & phone). DRAFT 2018 Strategic Plan February 26, 2018 21 • The creation of a new broadband utility service will require significant organizational effort and require prioritization of activities during the start-up phase. • High speed broadband services throughout the community will support economic vitality, quality of life and governmental operations, and can/will be leveraged to facilitate Smart City goals. 3.8 Secure a quiet zone along the Mason Corridor to reduce train noise. • Businesses and residents in proximity of the Mason Corridor are negatively impacted by train horn noise. • Work with the Federal Railroad Administration to identify cost-effective solutions. • Noise is impeding development along the Mason Corridor. DRAFT 2018 Strategic Plan February 26, 2018 22 Environmental Health Fort Collins promotes, protects and enhances a healthy and sustainable environment. For decades, the City of Fort Collins has led the way in innovative and sustainable environmental programs, such as watershed stewardship, water conservation, low impact development stormwater management, and energy policies. Additional examples include the City’s natural areas system, Poudre River restoration, waste reduction programs, air quality and emissions policies, climate action planning, and green building standards. The City has set some of the most aspirational goals in the country for its Climate Action Plan (CAP) to reduce its greenhouse gas emissions, including carbon neutrality by 2050. The community is working to develop individual strategies for achieving those goals in such areas as waste reduction, transportation, energy use reduction and the green built environment. Climate change poses an increasingly real and serious threat to the world at large and to the quality of life we value in Fort Collins. Fort Collins Utilities play a critical role in environmental stewardship by protecting the watershed and meeting all regulatory standards. In addition, Utilities supports innovative programs that go beyond compliance, promoting energy and water conservation, efficiency and clean electricity sources. The City’s efforts to conserve natural areas are a core part of Fort Collins’ identity and culture. The program has conserved 44,000 acres since its inception, and continues to conserve land while providing an increased emphasis on stewardship, such as habitat restoration and visitor amenities. Current land conservation efforts are focused on local, foothills and community separator areas. With regional and global partners, Fort Collins is a leader in implementing policies and programs that engender a more economically efficient, successful and resilient community, while reducing local climate change impacts. A healthy and sustainable environment includes: • Efforts to meet CAP goals and reduce greenhouse gas emissions • Healthy watersheds and best practice stormwater management • A sustainable, high quality water supply • Conserving resources, including energy and water, and cultivating a healthy ecosystem • Careful stewardship of open lands and natural areas • A comprehensive and connected system of natural areas and open lands • Partnerships with local, regional, state and national affiliates to achieve desired goals and outcomes • Integrating renewable energy technologies for the electric grid DRAFT 2018 Strategic Plan February 26, 2018 23 • Monitoring local and regional air quality and supporting programs that improve air quality, such as fugitive dust control measures • Solid waste reduction and diversion • Efforts to encourage and regulate best practices in outdoor lighting to protect the night sky Definition & Descriptions Please note the strategic objective #’s below will change in the final document 4.1 Achieve Climate Action Plan (CAP) 2020 goals and continue progress toward the 2030 goals. • Eighty percent of residents support the City engaging in climate action, and the City can support ways to engage and empower residents, businesses and institutions with opportunities for sustainable living practices. • Emission reduction strategies to meet greenhouse gas reduction goals are outlined in the CAP Framework, including strategies for buildings, advanced mobility, energy supply and delivery, and waste reduction. • The 2030 net energy goals to reduce 80 percent for both the community and the City organization will require a systems approach. 4.2 Provide a reliable, high-quality water supply. • The watershed acts as a primary water treatment facility, so monitoring and protecting our watershed and focusing on long-term storage capability is critical. • Key local industries rely on a high quality and reliable water resource. • While the City’s water consumption per capita has declined by approximately 25 percent over the past 10 years, there is additional stress on water resources due to growth, climate change and lack of storage. • Water quality monitoring programs within the urban and lower watersheds support long-term environmental objectives and beneficial uses of local waterways. • Balance water supply and demand in the face of a changing climate and increasing population, ensuring it is available long term and during times of drought. 4.3 Improve indoor and outdoor air quality. • Fort Collins’ ground-level summertime ozone levels continue to be among the highest along the Front Range. • Surveys indicate 21-32 percent of Fort Collins households have a member suffering from respiratory disease. • Indoor air quality is typically more than 70 percent worse than outdoor air, and 70 percent of Fort Collins’ buildings have high radon levels. DRAFT 2018 Strategic Plan February 26, 2018 24 4.4 Achieve 2020 Energy Policy goals and work toward long-term net zero energy. • Existing buildings are responsible for more than 80 percent of electricity and natural gas use, accounting for two-thirds of Fort Collins’ greenhouse gas emissions, and costing around $150M per year to operate. Significant opportunities exist through efficiency and conservation (the most cost-effective approach) to reduce impacts. • Alignment with Platte River Power Authority communities is needed to support additional use of renewable energy. Additional education, training, regulations and incentives are needed to address and achieve net zero energy goals. • Generation and electric distribution systems should meet environmental goals. 4.5 Achieve the 2020 Road to Zero Waste goals and work toward 2030 zero waste goals. • Fort Collins currently diverts about 51 percent of its waste stream, and the majority of what is sent to landfills could be recycled or composted. • Larimer County Landfill is forecast to reach capacity in 2025. Upon closure of the landfill, costs will rise for waste disposal in the Fort Collins community (and for the City organization). Alternatives to landfilling will become increasingly important to help maintain affordability. • Strategies for reducing waste, recycling, and composting more of the community’s discards are critical for achieving Council-adopted goals for Climate Action and the Road to Zero Waste Plan, as well as municipal sustainability. • The North Front Range Wasteshed Coalition (comprised of the Cities of Fort Collins and Loveland, Larimer County, and the Town of Estes Park) is working with the regional community to create new infrastructure and policies to support responsible, cost-effective waste management and resource recovery in Northern Colorado. 4.6 Develop strategies to improve the community's climate resiliency. • Communities in the Intermountain West are particularly vulnerable to increased temperatures, reduced snowpack, threats to water quality, increased storm severity, natural hazards and threats to human health. • Public health and safety concerns, negative economic impacts and resource constraints may be a result of a changing climate. • Support programs that include ongoing monitoring of climate research and evolving climate modeling are necessary to assist in future course corrections and additional strategy identification. 4.7 Continually improve environmental regulatory performance. • Wastewater infrastructure improvements are required to meet changing and more stringent state regulations and permit thresholds. Specifically, improvements need to be implemented to meet regulations for nutrients, DRAFT 2018 Strategic Plan February 26, 2018 25 metals, temperature and ammonia while recognizing the need to address Climate Action Plan goals. 4.8 NEW Protect and enhance natural resources on City-owned properties and throughout the community. • Continue efforts to conserve and restore land that provides habitat and biological diversity, public access via trails, buffers that that provide separation from neighboring communities, scenic vistas, opportunities for environmental education and watchable wildlife, and conservation of agricultural lands. • A focus on Nature in the City to ensure that as our community grows to its build-out population all residents have access to high-quality, natural spaces close to where they live and work. • Development review and regulations are needed to require minimum buffers, work to minimize impacts, protect the night sky, provide guidance, and require mitigation to conserve and enhance natural resources and wildlife habitats. 4.9 NEW Sustain and improve the health of the Poudre River and its tributaries. • The Poudre River has multiple and, at times, competing demands from various users. • The Poudre River is a natural amenity and ecosystem to be carefully nurtured and maintained. • The City’s urban streams have been degraded by agriculture and urban development. • Maintenance of river health is dependent on partnerships with local, regional and national organizations that focus on local and regional investments. DRAFT 2018 Strategic Plan February 26, 2018 26 Safe Community Please note the strategic objective #’s below will change in the final document Fort Collins provides a safe place to live, work, learn and play. The City of Fort Collins strives to be a safe and healthy place to live, work, learn and play. Safety and security are important aspects of a sustainable community as they help shape its appeal, viability, productivity and economic stability. The use of technology to improve investigative techniques and communication is important, and with increased dependence on technology, cybersecurity has become a high priority. Ensuring that Fort Collins is a safe community is addressed by many services and programs provided by the City and its partners. Residents often identify immediate actions from Police Services and Poudre Fire Authority as key contributors to their sense of safety. However, the definition of a safe community is broader than emergency responsiveness. It also extends to the City’s stormwater systems that are founded on best management practices and long-term planning. Safeguarding the community’s infrastructure through design, building regulations and inspections is essential to ensuring a safe community. Key components of community education include prevention and preparedness, regulations and infrastructure investment. The City’s Emergency Management system and many regional, state and federal partners work to minimize and effectively respond to emergency situations. A safe and healthy community includes: • A safe, non-threatening city in which to live, work, learn, and play • Proactive and skilled police and fire services • Safe, reliable and best practice floodplain management • An active emergency management system focused on prevention, preparedness and recovery with key partnerships in place to effectively respond to emergency situations Definition & Descriptions 5.1. Improve community involvement, education and regional partnerships to increase the level of public trust and keep our community safe. • Local and regional coordination is essential to a safe community so that all emergency response teams are aligned. • Local, regional and federal resources should be maximized to address safety issues. • Partnerships should continue to support key enforcement and education programs such as animal control, mental health, substance abuse, detoxification, victim assistance, youth programs, bike safety, county jail and programs to reduce repeat crimes. DRAFT 2018 Strategic Plan February 26, 2018 27 • Continue public-private partnerships and engaging the community to address community safety and build community pride. 5.2. Meet the expected level of core and specialized police services as the community grows. • As the community reaches full buildout and a population of approximately 255,000, the type and volume of crimes and community needs will change, requiring additional police resources and skill levels to maintain and increase community safety. • The police industry is changing, with a greater number of calls requiring specialized training to deal with mental and behavioral health issues. • Additionally, as agencies move toward 21st century policing principles, the use of technologies such as body worn cameras and training related to the appropriate use of force helps maintain a high level of transparency and public credibility. • To meet community expectations, Police Services needs to be nimble in responding to emerging needs, which include bike patrol, party enforcement and others. 5.3. Partner with Poudre Fire Authority to provide high-quality fire prevention, community risk reduction and emergency response services. • When a fire breaks out, the goal is to contain it within the room of origin. To enhance public safety, the goal is to increase containment in the room of origin to 85 percent. • Fast response time is crucial to containing fire. PFA’s goal is to be on scene 80 percent of the time within 6 minutes and 20 seconds. • Public awareness, including school programs, community outreach and social media campaigns, supports fire prevention. • Development review services ensure that new construction, redevelopment, and building activity are consistent with the International Fire Code. • The community's demand for Emergency Medical Services continues to grow rapidly, challenging PFA to address demand growth through alternative response models and public education. 5.4. Improve emergency management and preparedness. • The City’s Emergency Management Plan outlines the Citywide emergency response and recovery plans for all hazards and calls for ongoing training. • All City departments should have Continuity of Operations (COOP) plans that further develop the appropriate documentation and understanding of how to respond to an emergency. • Emergency planning, preparation and training should leverage federal and state resources and be done in collaboration with regional efforts. • The current operational structure of having the emergency manager housed within Poudre Fire Authority, rather than the City, creates communication and coordindation challenges. Best practice research demonstrates that alternative models could enhance service. DRAFT 2018 Strategic Plan February 26, 2018 28 5.5. Address water, wastewater and stormwater infrastructure needs for the protection of people, property and the environment. • Approximately 1,100 structures are in the floodplain due to inadequate stormwater infrastructure. • There are 33 miles of water main that are more than 80 years old and 12.5 miles of water main that are more than 100 years old. As water mains age, the reliability of the system decreases. • There are 20 miles of wastewater main more than 100 years old, and 12 percent of wastewater mains have a condition rating of severe because of cracking, roots or offset joints. 5.6. Optimize the use of data and technology to improve service, protect mission- critical infrastructure and enhance cybersecurity effectiveness. • Cybersecurity is increasingly important to the protection of the City’s assets and information as well as the protection of customer privacy. • Cyber audits and awareness training are a critical component to ensuring the security of the City. • Many City services are reliant on technology for the continuity of core operations. Additionally, technology can improve the effectiveness and efficiency of various services across the City. 5.7. Reduce incidents of, and impacts from, disruptive behavior of the transient population. • Fort Collins has experienced an increase in disruptive behaviors, causing numerous challenges and frustration among Downtown visitors, business owners and residents. • Increasingly, Police, Natural Areas and Parks resources are consumed by transient issues, reducing the level of service provided to other residents. • While focused attention Downtown has led to decreasing disruptive transient behavior in that area, Midtown, the Mason Corridor, the Harmony Corridor and Campus West have all experienced increased transient activity. • Ongoing attention and creative approaches to appropriately balance compassion and consequences are needed. 5.8. Improve security at City facilities and properties. • The City has experienced an increase in security-related incidents happening at Municipal Court that require police assistance. • Security controls for City facilities are managed by multiple systems, and best practices point to one centralized system as most effective. • Perception of safety of Transfort, Parks and Natural Areas has a high impact on residents’ use and enjoyment of these services. DRAFT 2018 Strategic Plan February 26, 2018 29 Transportation Fort Collins provides safe and reliable multi-modal travel to, from and throughout the City. The transportation system is a key component for nearly all aspects of the City of Fort Collins. The system provides the connecting fabric among residences, employment, schools and shopping. It is critical for economic success and commerce, interconnected with land use, and is impactful to Climate Action Plan and healthy living goals. The success of a quality built and well functioning multi-modal system is a community differeniator and reflected in quality-of-life performance measures. The City uses data and analysis to develop and maintain a safe and reliable multi-modal transportation network. It addresses gaps within the transportation network and promotes biking and walkability throughout the community. Priority will be given to managing and, where possible, reducing congestion and improving safety through physical infrastructure improvements, use of innovative technology and demand reduction. The City’s existing infrastructure will be highly functioning and well maintained. The systems should be complete and designed to provide accessibility by offering a variety of effective, efficient, complete, and safe transportation choices for all users. I-25 is a vitial connection between Fort Collins and its regional partners. Its function and reliability is critical to the Northern Colorado region. Allocation of roadway width, including reshaping streets to support safety and promote a mix of modes, remains a priority. Street design that blends transportation needs with social and environmental amenities creates a sense of place in our community. A transit system that is efficient and productive is a priority. Technology will be leveraged to provide innovative sources of information concerning traffic, congestion and transit options. Transportation operations concentrate on reducing congestion, improving air quality and improving safety for all modes of travel. A connected and mobile community includes: • Land use and transportation that is fully integrated, both locally and regionally, to create an affordable, accessible, low energy, low impact and efficient transportation system • Multiple mode choices for safe, affordable, easy and convenient travel • A transportation system that provides safe, reliable, convenient and effective vehicular mobility and access • Travel infrastructure that is high quality and reliable, as well as recognized as world class by residents, visitors and peers • Capacity and systems for good traffic flow and minimal congestion • People who are aware of the impact their travel choices have on the transportation system, the environment and the community DRAFT 2018 Strategic Plan February 26, 2018 30 • Support for and implementation of emerging trends such as electrification of the vehicle fleet, connected vehicles, adaptive signal technology, etc • Infrastructure and technology to address and mitigate the impact of train delays Definition & Descriptions Please note the strategic objective #’s below will change in the final document 6.1 Improve safety for all modes of travel. • Appropriate programs, policies, infrastructure improvements (e.g., accessible sidewalks and safety conscious intersection design) and educational resources to reduce the overall number and severity of traffic accidents. • Community awareness and education regarding collisions involving vulnerable road users including pedestrians, bicyclists and motorcyclists is a focus. • Quality infrastructure continues to be a focus, including safe, accessible, well- functioning, high quality streets, bikeways, sidewalks and trails. 6.2 Manage traffic congestion and improve high priority intersections. • Specific infrastructure projects (such as intersections) to improve safety, efficiency, and reliability can have signficiant positive impacts. Project identification is through a data-driven approach and previously completed prioritization studies. • Continue focus on efforts to increase bicycling throughout the city, which will have benefits to other modes of travel. • Demand management strategies can be effective in reducing traffic congestion and require a coordinated approach that evaluates the entire transportation system. • Leverage technology to maximize system capacity and efficiency. • Reduce delays associated with freight-rail lines. 6.3 Improve transit availability and grow ridership. • A fully functioning transit system requires a level of service that allows the rider to move throughout the city in a timely manner and works seamlessly with other modes of travel. • Service levels will focus on areas of greatest ridership demand and productivity, in accordance with the transit policies. • Recent expansions of service require work to optimize and improve service. Proposed expansion of service requires strategic alignment, community dialog, funding and implementation plans. 6.4 Support, enhance and accelerate the I-25 expansion. • Efforts should be focused on expanding the I-25 corridor from Highway 402 to Highway 66 via collaboration with regional, state and federal partners. • Regional partners – Larimer County, Weld County, Town of Berthoud, Town of Johnstown, City of Loveland, Town of Timnath, Town of Estes Park, Town of DRAFT 2018 Strategic Plan February 26, 2018 31 Windsor – and private sector investors are contributing $55M toward the Colorado Department of Transportation project to add express lanes from Johnstown to Fort Collins along I-25. • Improvements to bridges, as well as pedestrian and bicycle access under I-25, are key design elements that will help enable regional alternative modes of transportation to safely cross the busy thoroughfare. 6.5 Improve aging and/or missing transportation infrastructure that serves Fort Collins. • The northeast quadrant of Fort Collins is the last major quadrant of the City’s Growth Management Area that remains largely undeveloped. • The lack of transportation and utility infrastructure in the northeast quadrant (some requiring significant investment) limits opportunities for affordable housing and business development that would meet the same quality and standards as the rest of the community. • Street maintenance and the infrastructure of intersections and pedestrian facilities are a high priority for the Fort Collins community. • The City has a significant number of bridges, culverts and irrigation ditch crossings that are in need of repair. 6.6 Maintain the current level of service for City streets, medians and associated infrastructure. • The cost of infrastructure maintenance continues to increase rapidly along the Front Range of Colorado. • Street maintenance is highly reliant on sunsetting revenue streams; although the ¼-cent dedicated sales tax was renewed by voters through 2025, the Keep Fort Collins Great sales tax generates 50 percent of street maintenance funding and that tax is scheduled to sunset at the end of 2020. • Innovative technology solutions may reduce ongoing costs. • Desired aesthetic components (e.g., medians) have an impact on project implementation and increase ongoing maintenance costs. 6.7 Address parking needs Downtown, along the MAX corridor and in residential neighborhoods. • Parking at key locations maximizes the effectiveness of integrated transit, bicycle and pedestrian solutions. • Access to convenient parking for people of all abilities is an important consideration. • Successful implementation of transportation demand management strategies should reduce automotive congestion and the increasing need for associated parking. DRAFT 2018 Strategic Plan February 26, 2018 32 High Performing Government Fort Collins exemplifies an efficient, innovative, transparent, effective and collaborative city government. A high-performing government delivers services desired by the community through sound financial management, transparent and collaborative decision-making, various communication methods, and efficient and effective project management. To achieve this, the City attracts and employs high caliber employees, retains its workforce through development and growth opportunities, and promotes intelligent risk-taking to address increasingly complex challenges. The City’s mission, vision and values are reinforced at every level of the organization and guide its culture. Exceptional customer service that is responsive to the needs of residents and businesses is crucial in every interaction between the City and all members of the community. The City values community engagement and involvement in the planning and decision- making process. It also collaborates and problem-solves with adjacent municipalities, CSU, school districts, Larimer County, special districts, local organizations and interested individuals. Core processes of leadership, strategic planning, budgeting, organizational development and human resources are aligned to develop an organization that listens to and engages the public, continuously delivers high quality services to the community, facilitates high performance and generates trust in and transparency of City business. A systems approach is applied to creatively, thoughtfully and analytically use economic, environmental and social lenses to meet present needs and plan for the future. The City is committed to continuos improvement. Data from surveys, performance metrics, operations, engagement events and face-to-face interactions are key to decision-making and pursuing strategic opportunities for improvement. The City budget reflects community values, challenges and opportunities. Citizen involvement and a transparent government are cornerstones of a high performing community. Communities with actively involved residents are more satisfied and contribute greater benefit to the community as a whole. Engaged communities strive to be inclusive and equitable for all. A high performing government includes: • Effective and efficient local governance where all community voices are valued • Fiscal sustainability and transparency • A collaborative and community-based approach to problem solving • Core processes that are consistently used across the organization • A high quality workforce that strives for continuous improvement in all areas • A systems approach, driven by data, to effectively solve problems, creatively pursue opportunities for improvement and develop innovative solutions • An ethical workforce DRAFT 2018 Strategic Plan February 26, 2018 33 • Attracting, developing and retaining employees who are the best and brightest in their fields • Citywide strategies and standards for inclusive civic engagement Definition & Descriptions Please note the strategic objective #’s below will change in the final document 7.1 Provide world-class municipal services to residents and businesses. • Delivering world-class services provides a platform for co-creation that enables residents, businesses and non-profit agencies to help enhance Fort Collins and solve challenging community issues. • Implement systems and processes that improve services and citizen satisfaction, as consistent with the City’s performance excellence journey. • The City strives to meet the needs of the majority of community members. Regulation, stewardship, voter-driven actions and other factors may dictate circumstances in which the City is unable to satisfy some residents and businesses. 7.2 Promote a values-driven organizational culture that maintains the public trust through ethical behavaior and transparency. • The organization places a strong value on maintaining the public trust and has articulated high expectations regarding transparency. • The City continues to focus on fostering a culture of ethical behavior and in embedding core values into the culture to reinforce accountability. • Balancing the social, economic and environmental health of the community is critical to ensuring long-term sustainability of City services and resident satisfaction. 7.3 Attract, retain, engage, develop and reward a diverse and competitive workforce to meet the needs of the community now and in the future. • Cost of living increases, anticipated retirement of City employees, and projected growth in the regional population increase the challenges in the region and for the City related to talent management. • The City organization has a need to develop diverse talent pools and to increase diversity in its leadership pipeline. • The City relies heavily on a dedicated group of volunteers to assist the workforce in delivering world-class services. Further recognition of the role volunteers play in supporting our workforce can improve service delivery. • A diverse workforce leads to increased innovation, productivity and creativity. Current gaps within the City organization hinder our ability to fully access the breadth and depth of talent represented by our community members. 7.4 Foster a culture of safety and wellbeing across the City organization. DRAFT 2018 Strategic Plan February 26, 2018 34 • The City’s safety culture is one of prevention, education, safe design principles and collaborative partnerships with City Wellness. • The City’s Total Recordable Injury Rate (TRIR) and Days Away Restricted or Transferred (DART) case rates have improved significantly over the past two years, but significant progress remains necessary to reach world-class levels. • The City recognizes a healthy workforce reduces costs and is an important part of recruiting talent. 7.5 Broaden methods of community engagement with additional consideration to diverse backgrounds, languages and needs. • The City’s Public Engagement Strategic Plan focuses on fostering an engaged citizenry, equipping staff to successfully lead public engagement projects, prioritize inclusivity, and ensure accountability and excellence in community engagement. • Fort Collins has a diverse mix of residents who desire meaningful engagement, trust and regular communication with their local government. • The communication landscape is rapidly changing. Social media use has increased by 21 percent globally since 2015, meaning the City needs to continue to reimagine community engagement to reach the entire community. 7.6 Leverage data, technology, metrics and benchmarks to guide decisions, improve results, and enhance service delivery. • Optimize the use of technology to enhance evidence-based decision-making. As large data sets become more readily available for analysis and leveraging, the City needs to evolve its business practices and use of technology to utilize that data to provide improved services to the community. • Significant progress has been made in defining appropriate metrics to track progress and success in achieving the City’s Strategic Outcomes, objectives and departmental goals. Additional work is needed to identify benchmarks, which help to identify world-class performance levels from regional, national and global comarisons. • Integrating advanced information and Internet of Things technologies to help manage key infrastructure, public health and safety systems can produce better outcomes for residents and businesses. 7.7 Address revenue requirements to meet known and emerging needs. • The Keep Fort Collins Great tax sunsets in 2020. This tax provides close to $30M in revenue annually to support services that residents have come to rely on. Continuation of similar funding will be critical to the ongoing delivery of existing service levels. • Various areas across the City lack funding for enhanced and replacement capital investments, including transportation infrastructure, transit, Golf, Parks, etc. DRAFT 2018 Strategic Plan February 26, 2018 35 7.8 Maintain assets to optimize lifecycle cost, reliability and accessibility. • As City assets age, renewal and replacement is critical to maintaining the City’s infrastructure. • Tools and systems that support capacity planning and capital asset needs, monitor asset life and condition, and schedule repairs (based on optimal asset lifecycle costs estimates) may improve the effectiveness of asset management. 7.9 Proactively influence policy and legislative development at all levels. • The City plays a critical role in influencing local, state and federal policy that impacts our ability to achieve Key Outcomes. • Proactive influence of other government policy and legislation can help ensure a workable outcome for the City and its residents. • Policy decisions at other levels of government result in sometimes burdensome compliance requirements that require additional human capital as well as funding solutions to ensure legal compliance. DRAFT 2018 Strategic Plan February 26, 2018 36 Appendix A: Performance Measures The City of Fort Collins is committed to being a data-driven organization. Using quantifiable data and analysis, the City tracks and measures success in achieving the Key Outcomes and Strategic Objectives defined in this plan. This includes identifying appropriate metrics related to both Key Outcomes and Strategic Objectives, establishing appropriate targets for each of these metrics, tracking the actual performance of each metric over time, and regularly reviewing and discussing the performance. Community Dashboard The City’s focus on tying metrics to specific Outcomes began in 2013. Staff, working with City Council, developed our Community Dashboard where each of the seven Outcome Areas has four to seven performance metrics that track, at a high level, the City’s progress in achieving the desired Outcome. Every measure on the dashboard is measured against a target. The Community Dashboard is updated quarterly and can be found online at fcgov.com/dashboard. Results as of Q4 2017 DRAFT 2018 Strategic Plan February 26, 2018 37 Neighborhood Livability and Social Health Culture and Recreation DRAFT 2018 Strategic Plan February 26, 2018 38 Economic Health DRAFT 2018 Strategic Plan February 26, 2018 39 Environmental Health DRAFT 2018 Strategic Plan February 26, 2018 40 Safe Community Transportation DRAFT 2018 Strategic Plan February 26, 2018 41 High Performing Government DRAFT 2018 Strategic Plan February 26, 2018 42 Strategic Objective Metrics (Strategy Maps) To further enhance the use of metrics, Strategy Maps have been created that tie specific metrics to each of the Strategic Objectives within the City’s Strategic Plan. This is an executive management tool that is used to track organizational performance. It provides insight into the City’s progress of achieving the Strategic Objectives, which will then help achieve the Outcomes. Where possible, three to four metrics have been assigned to each Strategic Objective; these metrics are treated similarly to the Community Dashboard metrics. This includes identifying appropriate metrics related to both Key Outcomes and Strategic Objectives, establishing appropriate targets for each of these metrics, tracking the actual performance of each metric over time, and regularly reviewing and discussing the performance. The metrics associated with each strategic objective may change over time as individual metrics are improved or replaced with more meaningful ones. Executive-level reviews occur monthly in meetings with the entire executive team where the progress on the metrics is discussed. Underperforming metrics require action plans that indicate organizational efforts to improve the performance of those metrics. Please note the strategic objective #’s below will change in the final document DRAFT 2018 Strategic Plan February 26, 2018 43 2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics 1.1 Improve access to quality housing that is affordable to a broad range of income levels NLSH 3. Affordable Housing Inventory NLSH 4. Fort Collins' Housing Opportunity Index (HOI) compared to western states region HOI 1.2 Collaborate with other agencies to address homelessness, poverty issues and other identified high priority human service needs NLSH 39. Winter Point in Time Count of Homeless Population NLSH 84. Human Service Funding Portfolio NLSH 85. Human Service Client Impact 1.3 Co-create a more inclusive and equitable community that embraces and celebrates diversity NLSH 81. Boards and Commissions Diversity Index NLSH 61. % of citizens responding very good/good - Fort Collins as a place of community acceptance of all people 1.4 Protect and preserve the quality of life in neighborhoods NLSH 1. Voluntary Code Compliance NLSH 2. Response Time to Graffiti Removal NLSH 64. % of citizens responding very good/good - Your neighborhood as a place to live TRAN 37. Average Speed on Neighborhood Streets 1.5 Guide development through community planning, historic preservation and efficient development review Metrics still being evaluated: NEW: # of landmarked properties or districts (Tom Leeson) NEW: # of building permits (Tom Leeson) NEW: % of Development Review applications completed within TBD 1.6 Foster positive and respectful neighbor relationships and open communication Metrics still being evaluated: NEW: # of participants in Restorative Justice NEW: % of mediation cases with agreeable resolutions compared to total NEW: # of neighborhhood participating in the Neighborhoon Connections Program NEW: # of graduates from the Neighborhood Leadership Program 1.7 Improve accessibility to City and community programs and services to low and moderate income populations NLSH 37. Rebate Program Participation CR 93. Recreation Programs - Cumulative number of scans for low-income reduced fee passes CR 94. Recreation Programs - Cumulative number of activity enrollments for low- 1.8 Evaluate the possible future annexation of the Mulberry Corridor No metrics identified Neighborhood Livability and Social Health 2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics 2.1 Develop recreational and cultural programs with pricing and marketing strategies that drive value, attendance and cost recovery CR 1. Recreation Programs - Total Cumulative Participation CR 5. Golf Courses - Total Cumulative Participation CR 87. Trained Observer Program – Percentage Of Cemetery Ratings With No Problems CR 95. Recreation participant survey satisfaction DRAFT 2018 Strategic Plan February 26, 2018 44 2.2 Plan, design, implement and maintain the City's parks and trails systems CR 7. Paved Trails - Cumulative Number of Visits CR 23. Trained Observer Program – % of Parks and Rec Fac Grounds Ratings With No Problems CR 62. Miles of Trail/10,000 Population CR 67. % of citizens responding very good/good quality of - Recreational trails CR 97. Trained Observer Program – Percentage Of Trail Ratings With No Problems 2.3 Provide enhanced opportunities for arts and culture throughout the City CR 2. Lincoln Center - Total Cumulative Participation CR 3. Museum of Discovery - Total Cumulative Participation CR 63. % of citizens responding very good/good - Quality of arts and cultural opportunities in Fort Collins NEW - # of public art projects in process or completed 2.4 Protect the health and longevity of the tree canopy CR 15. Pruning Frequency by Year < 18-inches in Diameter CR 22. Pruning Frequency by Year > 18-inches in Diameter Metrics still being evaluated: NEW - Ratio of treated trees (or shadow planted) vs. # that die (Ralph Zendt) NEW - look into metrics used by Tree City USA 2.5 Expand the Natural Areas land portfolio while simultaneously maintaining existing lands and access to nature. ENV 98. % of citizens responding very good/good quality of - Natural areas and open space ENV 130. Natural Areas - Land Conservation - Acres per Capita CR 6. Natural Areas Programs - Cumulative Participation per Capita (change target) 2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics 3.1 Facilitate the organization of an effective regional economic development group Metrics still being evaluated: 1) # of new businesses brought in by group 2) $$ brought into the region by group 3) # of members representing the region at the national scale 3.2 Maintain and grow diverse employment opportunities ECON 5. Local Unemployment Rate Metrics still being evaluated: 1) Regional or sectoral job growth by industry or sector 2) Wage level at or above a certain regional threshold 3) # of jobs in targeted sectors 4) Percentage of Occupations in danger of surpluses or shortfalls 5) % satisfaction from business survey from the questions, "The job Fort Collins does at supporting or creating new jobs" or "Employment Opportunities" 3.3 Enhance business engagement to address existing and emerging business needs. Metrics still being evaluated: 1) Continue index average of four business survey questions from previous strategy map metrics 2) % satisfaction from business survey of "Fort Collins as a place to do business" New: Point in time satisfaction surveys Follow up with CPIO re: metrics from the Business Engagement Team 3.4 Foster infill and redevelopment that enhances the community Metrics still being evaluated: 1) ratio of brown to green field value DRAFT 2018 Strategic Plan February 26, 2018 45 3.6 Invest in utility infrastructure aligned with community development Metrics still being evaluated 3.7 Deploy reliable, high-speed internet services throughout the community Metrics still being evaluated: 1) average cost of fiber laid 2) % Market Share 3) Average internet speed or reliability 3.8 Secure a quiet zone along the Mason Corridor to reduce train noise None identified 2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics 4.1 Achieve Climate Action Plan (CAP) 2020 goals and continue progress toward the 2030 goals ENV 9. Percent decrease in community Greenhouse Gas (GHG) emissions from 2005 baseline ENV 6. Percent decrease in municipal Greenhouse Gas (GHG) Emissions from 2005 baseline ENV 3. Community Energy Use ENV 13. Cumulative number of people receiving sustainability education TRAN 65. % Commute Mode Share 4.2 Provide a reliable, high-quality water supply ENV 22. Turbidity of City drinking water ENV 27. Water quality complaints per 1,000 customers ENV 32. Annual water demand as percent of firm yield ENV 104. Overall Water Conservation Program Effectiveness ENV 101. Water efficiency plan annual targets and actual use SAFE 8. Drinking Water Compliance Rate (% Days) Metrics still being evaluated: 1) # Hydrants that meet fire code 2) # of water main breaks per 100 miles of pipe 4.3 Improve indoor and outdoor air quality ENV 16. Number of homes assessed for Healthy Homes ENV 4. Outdoor Air Quality Index (AQI) - Ozone ENV 5. Outdoor Air Quality Index (AQI) - Fine Particulate Matter 2.5 microns (PM 2.5) ENV 131. Indoor Air Quality: Number of Indoor Radon Tests 4.4 Achieve 2020 Energy Policy goals and work toward long-term net zero energy ENV 26. Community Percentage of Renewable Energy ENV 23. Annual energy efficiency and conservation program savings (% of community electricity use) HPG 106. Consumer Product Utility Rebates ENV 3. Community Energy Use 4.5 Achieve the 2020 Road to Zero Waste goals and work toward 2030 zero waste goals ENV 10. Community solid waste diversion rate ENV 12. Tons of community recycled or composted materials, including cardboard ENV 7. Community per capita per day of solid waste generation NEW: A metric on the Integrated Recycling Facility 4.6 Develop strategies to improve the community's climate resiliency NLSH 27. Drinking Water Storage Availability 4.7 Continually improve environmental regulatory performance ENV 128. Number of New Recorded Environmental Compliance Violations ENV 129. Number of New Identified Deficiencies Requiring Corrective Action SAFE 8. Drinking Water Compliance Rate (% Days) ENV 1. Wastewater Treatment Effectiveness Rate (%) DRAFT 2018 Strategic Plan February 26, 2018 46 2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics 5.1 Improve community involvement, education and regional partnerships to increase the level of public trust and keep our community safe. TRAN 39. Safe Routes to School Overall Student Participation SAFE 30. % of citizens responding very good/good - Fort Collins as a safe place to live Metrics still being evaluated: 1) NEW: Volunteers for Police Community Programs OR a metric about educational programs 2) NEW: % of positive interactions Natural Areas and Parks Rangers have with residents and visitors 5.2 Meet the expected level of core and specialized services as the community grows SAFE 1. Percent of Time Police Priority 1 Calls Responded to Within 5 Minutes 30 Seconds SAFE 89. Part 1 Crimes in Fort Collins (per 1,000 population) Metrics still being evaluated: 1) NEW: A measure to evaluate the effectiveness of our communications 2) NEW: Metric on the % of time patrol officers are working on their core duties compared to specialized services 5.3 Partner with Poudre Fire Authority to provide high-quality fire prevention, community risk reduction and emergency response services SAFE 3. Percent of Time PFA intercedes prior to Flashover SAFE 44. % of citizens responding very good/good quality of - Fire services overall in Fort Collins SAFE 90. Percent of Time PFA Fire Personnel are on Scene Within 6 Minutes 20 Seconds in the Urban Area NEW: Compliance with fire inspections 5.4 Improve emergency management and preparedness SAFE 41. % of citizens responding very good/good quality of - emergency preparedness in Fort Collins SAFE 81. Compliance with National and State standards for Emergency Preparedness SAFE 91. % of City departments that have current emergency preparedness/response plans SAFE 86. CRS (Community Rating System) Rating for floods NEW: % of businesses with continuity plans 5.5 Address water, wastewater and stormwater infrastructure needs for the protection of people, property and the environment SAFE 87. # of structures in the flood plain NEW: # of fire hydrants that do not meet fire code NEW: Miles of wastewter pipe that exceed capacity or have a condition of "Severe" 5.6 Optimize the use of data and technology to improve service, protect mission-critical infrastructure and enhance cybersecurity effectiveness HPG 26. Internet availability HPG 27. Server availability (supporting 390 servers) SAFE 92. Effectiveness of Cybersecurity Awareness Training 5.7 Reduce incidents of, and impacts from, disruptive behavior of the transient population Metrics still being evaluated: 1) NEW: % of patrol assigned to directive patrols (transients) DRAFT 2018 Strategic Plan February 26, 2018 47 6.2 Manage traffic congestion and improve high priority intersections TRAN 65. % Commute Mode Share TRAN 28. Average Travel Speeds/Times on Arterial Streets TRAN 44. % of citizens responding very good/good - Ease of driving in Fort Collins Metric still being evaluated: 1) Travel Reliability metric 6.3 Improve transit availability and grow ridership TRAN 1. Transfort Fixed Route Passengers per Revenue Hour TRAN 2. Cumulative Transfort Fixed Route Ridership (in thousands) TRAN 45. % of citizens responding very good/good - Ease of traveling by public transportation in Fort Collins TRAN 67. % of Bus Stops that are ADA Accessible 6.4 Support, enhance and accelerate the I-25 expansion None yet identified; we talked about 1) amount of funding by various sources relative to the target cost and 2) project progress toward a target completion date 6.5 Improve aging and/or missing transportation infrastructure that serves Fort Collins TRAN 64. Percent Arterial Bike Network Crossings Completed TRAN 62. Sidewalk Network (also linked to TRAN SO 6.1) NLSH 26. Square Footage of Medians Renovated 6.6 Maintain the current level of service for City streets, medians and associated infrastructure TRAN 18. Pothole response time TRAN 3. Cumulative Lane Miles of Roadway Pavement Improved CR 98. Trained Observer Program – Percentage of Medians Ratings With No Problems 6.7 Address parking needs Downtown, along the MAX corridor and in residential neighborhoods TRAN 66. MAX Parking Space Utilization NLSH 82. RP3 Program - # of Properties and Citations NLSH 83. RP3 Permits Issued 2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics 7.1 Provide world-class municipal services to residents and businesses HPG 3. Average Response Time of Cases Submitted to Access Fort Collins HPG 32. Customer Satisfaction - Overall HPG 69. % of citizens responding very good/good to the City's performance in - Efficient operation of programs and services HPG 70. % of citizens responding very good/good to the City's performance in - Encouraging sustainability in the community 7.2 Promote a values-driven organizational culture that maintains the public trust through ethical behavaior and transparency HPG 71. % of citizens responding very good/good to the City's performance in - Overall direction of the City HPG 156. Monthly Active Users (fcgov.com) HPG 157. Ethics Index Metrics still being evaluated: 1) NEW: A Core 34 Index metric 2) NEW: # of touches of operational datasets on Open Gov 7.3 Attract, retain, engage, develop and reward a diverse and competitive workforce to meet the needs of the community now and in the future HPG 6. City Employee Cumulative Turnover Rate HPG 24. Number of Citywide Volunteer Hours HPG 25. Number of Citywide Volunteers (ELT Priority) Note: HPG 24 and 25 might be able to be combined DRAFT 2018 Strategic Plan February 26, 2018 48 7.5 Broaden methods of community engagement with additional consideration to diverse backgrounds, languages and needs HPG 213. Utilities Affordability Portfolio Direct Assistance HPG 66. % of citizens responding very good/good to the City's performance in - Welcoming citizen involvement HPG 81. % of citizens responding very good/good on the City's performance in informing citizens HPG 155. Social Media Combined Audience Metric still being evaluated: NEW: an "Our City" metric 7.6 Leverage data, technology, metrics and benchmarks to guide decisions, improve results, and enhance service delivery HPG 26. Internet availability HPG 27. Server availability (supporting 390 servers) NEW: # of FC Lean projects by Service Area NEW: # of Strategy Map metrics with benchmarks NEW: # of completed Program Evaluation projects 7.7 Address revenue requirements to meet known and emerging needs HPG 1. Actual Cumulative Revenue Compared to Budget ($ millions) HPG 158. Grant funding success rate on applications Citywide 7.8 Maintain assets to optimize lifecycle cost, reliability and accessibility HPG 122. # of City buildings assessed/entered into IP Gateway Metrics still being evaluated: 1) NEW: $ spent on maintenance as a % of asset depreciation. Could be separate metrics for Utilities, Fleet, Facilities 2) NEW: a metric on lifecycle costs 3) NEW: Ratio of planned vs. unplanned maintenance 7.9 Proactively influence policy and legislative development at all levels Metric still being evaluated DRAFT 2018 Strategic Plan February 26, 2018 49 Appendix B: Long-Term Financial Plan Objectives: 1) Address long-term financial issues in the strategic plan. 2) Highlight potential challenges and aid in long-term (more than 10 years) philosophical decision-making on strategies. Executive Summary: The City enjoys a strong economic base as a result of diverse employment, CSU and its associated research, and the attractiveness and desirability of the region. The City of Fort Collins maintains an Aaa Moody’s credit rating (which ranks in the top 3 percent), and more than $220M in reserves (excluding Enterprise Funds) due to prudent fiscal policies, low debt and conservative management of its approximately $500M budget. The City’s revenue growth has been strong since 2010 with building and business investment driving significant increases. The long-term financial forecast uses the most likely estimates and does not include outlier impacts such as floods, natural disasters, recessions or other rare occurrences. In the unfortunate event one of these circumstances occurs, drastic measures may need to be taken that are not incorporated into the following financial forecasts. The model includes the following primary revenue and expense drivers: Primary Revenue Drivers • Sales and Use Tax – Sales Tax revenue growth of 2.8 percent based on taxable sales historical average; Use Tax revenue growth of 3.6 percent based on last 10 year averages • Property Tax – tied to Consumer Price Index (CPI), growth currently calculated at 2.7 percent • Capital Grants – project-specific and difficult to forecast, tied to CPI at 2.7 percent • Shared Revenues – County and State distributions, compound annual growth rate (CAGR) for majority of 2000s was 1.1 percent • Cultural, Park, Recreation and Natural Areas Fees – 14-year historical rate of 3.3 percent Primary Expense Drivers • Salaries and Wages – Highly correlates to taxable sales; growth of 2.8 percent • Benefits – 5.0 percent growth takes into account 8.3 percent growth specifically on Healthcare, as well as growing number of employees and general inflation • Professional and Technical – Highly correlates to population; growth of 2.3 percent • Repair and Maintenance Services – 4.0 percent average for 2000s for most accounts • Infrastructure – 2.8 percent growth rate tied to sales and use tax DRAFT 2018 Strategic Plan February 26, 2018 50 The baseline scenario for “All Funds” (excluding Utilities) in the City indicates healthy financials through 2020 at existing service levels and using existing revenue sources. The Keep Fort Collins Great (KFCG) tax supplies a 0.85 percent tax revenue source, which accounted for $28M of revenue in 2016. Renewal of this tax through 2025 enables near equilibrium in projected revenue and expenses with any shortfall kept to a minimum and very manageable. KFCG is scheduled to expire at the end of 2020, eliminating $32M of funding beginning in 2021. This impact would require extensive reductions in expenditures and service levels. Reserves would be used throughout the next decade in this scenario to accommodate the expenditure rate and forcing re-prioritization of future expenditures. KFCG expiration or renewal will have the single biggest effect on the City’s future financials. Transit and Transportation funds have similar forecasts and issues. Both will run deficits in future years due to their personnel-heavy expense structure. Healthcare benefit costs are expected to grow at 8.5 percent. The Transportation Fund will need to use its reserves to offset the increasing disparity between revenue and expenses. The Transit deficit could be exacerbated by increasing demands for higher service levels. DRAFT 2018 Strategic Plan February 26, 2018 51 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. DRAFT 2018 Strategic Plan February 26, 2018 52 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 DRAFT 2018 Strategic Plan February 26, 2018 53 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. DRAFT 2018 Strategic Plan February 26, 2018 54 PDCA - Plan, Do, Check, Act: This is a continuous process improvement methodology PDT - Planning, Development and Transportation: One of the largest Service Areas in the City of Fort Collins, PDT includes the following departments: Community Development and Neighborhood Services, Engineering, Traffic Operations, Transfort (Transit), Parking Services, Streets, and FC Moves (Transportation Planning). PFA - Poudre Fire Authority Place-making: A decision making approach intended to preserve and enhance a vibrant community by optimizing its economy, environment, and social values. Plan Fort Collins: The City’s comprehensive community planning process that developed City Plan. Performance Measure: Measurement that reflects the service that is being provided and permits objective evaluation of the service program. Plan Elements: Existing plan elements and other related documents that are incorporated into City Plan. Poverty Rate: 19% is the poverty rate for Fort Collins from the 2010 US Census. This includes CSU and Front Range Community College student populations. Data is not collected to eliminate those student populations. Excluding 18-24 year olds in the Fort Collins data reduces the local poverty rate to 10.3%, but that excludes a larger number of people than just the student populations. Q14 - Employee Engagement Survey: Includes 14 questions; asked of all employees twice per year. Quality Measure: The mathematical expression of how well the service, product or activity was delivered, based on characteristics important to the customers. RAF - Recordable Accident Frequency Result: The effect desired for the public, expressed as broad statements (also an outcomes). RFRs - Request for Results: Key input to the BFO process; developed by Results Teams to solicit Offers from departments to provide services to accomplish results that matter to residents. SAIDI - Electric System Average Interruption Duration Index SARs - Service Area Requests Sense of Place: those characteristics that make an area special or unique as well as those that foster an authentic feeling of attachment or belonging. Sustainability Assessment Tool: A data driven tool for evaluating the impact of actions on the economy, environment and society. DRAFT 2018 Strategic Plan February 26, 2018 55 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. DRAFT 2018 Strategic Plan February 26, 2018 1 2016 2018 Strategic Plan City of Fort Collins April 15, 2016 -– Final February 26, 2018- – DRAFT draft DRAFT 2018 Strategic Plan February 26, 2018 2 2016 2018 Strategic Plan Table of Contents Page I. Introduction 3 II. Summary of Strategic Objectives 8 1. Strategic Outcome – Neighborhood Livability & Social Health 11 2. Strategic Outcome – Culture & Recreation 15 3. Strategic Outcome – Economic Health 18 4. Strategic Outcome – Environmental Health 22 5. Strategic Outcome – Safe Community 26 6. Strategic Outcome – Transportation 29 7. Strategic Outcome – High Performing Government 32 III. Appendix A. Performance Measures - Community Dashboard 36 - Strategic Objective Metrics (Strategy Maps) 41 B. Long-Term Financial Plan 48 C. Glossary of Terms 51 DRAFT 2018 Strategic Plan February 26, 2018 3 Introduction The City of Fort Collins is a full-service municipal organization operating under a home rule, Council-Manager form of government. Various national organizations and magazines recognize Fort Collins as one of the best places to live in the nation. Sixty miles north of Denver, Fort Collins is home to Colorado State University (CSU), with 32,000 students, several large high-tech employers, and leading businesses in the microbrew industry, and overmore than 8,000 small to medium -sized businesses. The community includes 43 natural areas, a variety of cultural amenities, and is renowned for its bike-friendly, small-town feel. Has access to outdoor activities and local cultural amenities, and is renowned for its bike-friendly, small-town feel. With a median age of 29 and a median family income of more than $76,78683,219 in 20164, residents are well educated, engaged in their community and passionate about their area amenities. The high quality of life enjoyed by residents, businesses and visitors is a result of the community’s focus on the environment, enthusiasm for health and the outdoors, a strong educational system, extensive park and open space systems, and a flourishing Downtown district. At the same time, 189 percent of the Fort Collins population is at or below the poverty line and housing is considered expensive. There is also less Ddiversity within the city is low than the national average with only 11 percent of the community identifying themselves as an ethnicity other than white. Fort Collins has experienced rapid growth throughout the past 50 years, growing from approximately 25,000 residents in 1960 to an estimated 170,000167,5100 today, and is anticipated to be approximately 255,000 by 2040. The City has purposefully established a Growth Management Area (GMA) boundary with neighboring communities in order to maintain the local identity and avoid merging communities. Over the past 25 years, the City has acquired open space and conservation easements to create community separator open spaces to support that effort.. It is estimated the City will be fully built out within the GMA by 20430, with approximately 255,000 residents. The City’s revenue comes from sales and use tax, property tax, fees and grants. Seventy- threefive percent of the General Fund is supported by sales, use and property tax. The City weathered the most recent economic slowdown with fairly stable revenues. It has a healthy fund balance position and limited debt. As a result, the City received an Aaa credit rating from Moody’s Investors Service in 2012. and Moody’s reaffiremed the Aaa Issuer Rating in Novemember of 2017 based on a strong economic tax base, low debt and pension obligations, strong cash position, and overall management and governance structure. Voters have demonstrated willingness to support critical City services by adding the Keep Fort Collins Great 0.85 percent sales and use tax in 2010 and renewing two expiring taxes in 2015. Those expiring taxes were for the Building on Basics Capital Projects 0.25 percent sales and use tax and the Street Maintenance Program 0.25 percent sales and use tax, which passed by 80.5% and 84.5% of voters, respectively. The City is actively working to diversify revenue, broaden the City’s revenue sources, create a more sustainable revenue base and reduce the City’s dependency on Sales Tax. Formatted: Highlight Formatted: Highlight Commented [MB1]: Need updated info - Cameron Formatted: Not Highlight Commented [MB2]: Thought it was 2040 – will ask Cameron DRAFT 2018 Strategic Plan February 26, 2018 4 The City provides a full range of services, including: • Police • Fire Protection through a local authority • Streets, Transportation and Transit infrastructure & operations • Parks, Recreation, Natural Areas and Cultural facilities • Planning, Engineering and Community services • Sustainability Services – Economic Health, Environmental Services and Social Sustainability • Utilities – Electric, Water, Wastewater and Stormwater • Support Services – Leadership, Human Resources, Information Technology, Communication, Financial Services, City Clerk’s Office, Facilities and Fleet Services, and Legal and Judicial Services In November of 2017, voters approved a ballot measure that allows the City to provide high speed internet to citizens and residentsthe community though the buildout of a fiber to the premise enterprise. Work on this new utility service intiaitive will begin in ernest in 2018;, it is anticipated the first customer will be connected in mid- 2019 with full network buildout occurring by the end of 2021. Vision, Mission & Values Vision: To Provide World-Class Municipal Services through Operational Excellence and a Culture of Innovation Mission: Exceptional Service for an Exceptional Community Values: Collaboration - Excellence - Integrity - Outstanding Service Safety & Wellbeing - Stewardship Outstanding Service - Innovation & Creativity - Respect - Integrity - Initiative Collaboration & Teamwork - Stewardship The City of Fort Collins is an organization committed to high quality public service and is a nationally recognized leader in the use of leading-edge management practices. As a best practice, the City focuses on data-driven decision-making, long-term effects, and continuous improvement. In 2005, the City adopted the Budgeting for Outcomes (BFO) process to improve transparency and ensure resources are focused on community priorities. Formatted: Font: 12 pt, Not Bold DRAFT 2018 Strategic Plan February 26, 2018 5 The City of Fort Collins aspires to provide world-class services to the community while cultivating an outstanding organizational culture for its employees. In order to achieve this vision, both internal and external services are data-driven and implemented according to organizational values. Compliance with all regulations and laws with a strong focus on ethics are foundational elements of the City culture. The City develops resiliency and sustainability through organization-wide systems and processes that ensure consistent employee work practices and alignment across service areas. The City places a high value on citizen input and strives to include them as fellow problem solvers whenever possible. Residents can not only expect to receive exceptional service, but also to have the opportunity to engage with decision-makers, provide input regarding the way City resources are allocated, and have access to government information in a timely and transparent manner. The City was awarded the Malcolm Baldrige National Quality award in 2017, marking a significant milestone in the City’s ongoing journey to provide world-class municipal services.. Achieving performance excellence helps the City provide world class municipal services through operational excellence and a culture of innovation. ResidentsCitizens and businesses are the inspiration behind this pursuit. Economic, Environmental & Social Factors The City of Fort Collins uses a Sustainability Assessment Fframework to evaluate the “triple bottom line” implications of municipal decisions, as appropriate. The framework assesses the economic, environmental and social factors of each decision, thereby increasing awareness and often revealing ways that decisions can mitigate negative impacts and improve overall outcomes. This process creates a “healthy tension” and balance to City decisions, ensures one aspect of the triple bottom line does not dominate the decision-making process and reduces impacts when trade-offs are unavoidable. Economic Factors include the fiscal health of the community, diverse job creation, talent management and creating an innovative and entrepreneurial atmosphere where businesses that align with community values thrive. Environmental Factors include water, land and air stewardship, such as watershed and water conservation. Other factors include the Poudre River health and ecosystem protection, and reducing our air emissions and carbon footprint through energy policies, compact development, greening the built environment, efficient transportation options and waste reduction programs. Social Factors include a high quality, safe community with equal access to services; strong, connected neighborhoods; and high quality amenities including cultural, recreational, open space and transportation options. The engagement of arts, culture and access to nature is a key element in creating a welcoming and healthy atmosphere. DRAFT 2018 Strategic Plan February 26, 2018 6 Common factors include strong partnerships and commitment to a high quality of life. The City embraces a wide variety of partnerships (e.g., other government agencies, non- profits, educational institutions and private entities). These partnerships are local, regional, national and international. Strong and effective partnerships are important in achieving our strategic objectives. Guiding Themes & Principles The City of Fort Collins Strategic Plan is aligned and focused on continuously improvements in seven Key Outcome Areas: • Neighborhood Livability and Social Health, • Culture and Recreation, • Economic Health, • Environmental Health, • Safe Communityty, • Transportation and • High Performing Government. The City budget is also aligned acrossdivided among these seven areas, and revenue is allocated to support policies and initiatives that drive improvement in each outcomes. Each Outcome Area includes several more specific attributes, referred to as objectives, that define different focus areas. While each Outcome Area has unique defining characteristics, City investment in a single objective regularly impacts more than one outcome. The City recognizes that Outcome Areas are interdependent and interconnected. Appendix B shows the impact each Strategic Objective has across all seven Key Outcomes. Major themes and areas of focus within the Strategic Plan, identified through Citizen Community Surveys or as a Council Priority, include: 1. Environmental Sustainability – Identifying and implementing initiatives that achieve various environmental goals and objectives while maintaining economic vitality and social health. 2. Multimodal Transportation & Public Transit – Improve traffic flow &and safety, the availability of transportion alternatives, and improve access to public transportation. 3. Community Vibrancy – Improve the community’s sense of place with a high value on natural areas, culture, recreation and park systems. 4. Housing Affordability – Improve access to a broad range of quality housing that is safe, accessible and affordable.. 1. Climate Action Planning – Identifying and implementing initiatives that achieve the City’s Climate and Zero Waste goals while maintaining economic vitality and social health Formatted: Font: (Default) Arial, 12 pt Formatted: List Paragraph, Bulleted + Level: 1 + Aligned at: 0.75" + Indent at: 1" Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt, Highlight Commented [MB3]: Depending on what we do, stays in or comes out Formatted: Font: (Default) Arial, 12 pt, Highlight Formatted: Font: (Default) Arial, 12 pt Formatted: Font: Bold Formatted: Font: Not Bold DRAFT 2018 Strategic Plan February 26, 2018 7 2. Vibrancy – Maintaining the City’s “Sense of Place “and the vibrancy of our Downtown and commercial districts 3. Housing Affordability – Working with partners to ensure access for all to quality housing that is affordable for them and meets their needs 4. Traffic & Trains – Finding solutions to increasing congestion, improving the safety and accessibility of pedestrian and bicycle modes of transportation, and reducing the impact of train delays at major intersections Strategic Advantages and Challenges In addition to the major themes described above, staff has identified strategic advantages and challenges. Advantages are those strengths and attributes that will enable the City to achieve the Strategic Objectives described later in this document. Challenges reflect those attributes that could impair the City’s ability to achieve the Strategic Objectives. Each of the challenges described below are reflected in one or more Strategic Objective so that the challenges will be addressed by staff in future budget proposals. Advantages: 1. A supportive and engaged community 2. A culture of excellence and of continuous improvement driven by the City’s Vision, Mission and Values 3. Engaged and committed employees with a strong focus on customer service 4. Collaborative local partners, such as Poudre School District, CSU, local service providers, and primary employers 5. National recognition as a best practice communityfor the local quality of life 6. Municipal ownership of four essential Utilities – Light & Power, Water, Wastewater and Stormwater 7. Strong revenue and City balance sheet, an Aaa Moody’s credit rating, and a diverse local economy Challenges: 1. Housing that is affordable 1.2. Transportation and traffic issues 3. Balancing competing citizen desires and changing customer expectations 4. Embracing and cultivating diversity and inclusivity 2.5. Expiring revenue streams 3.6. Attracting, retaining and developing high quality employees 4. Transitioning from a large town to a small city, including housing that is affordable, as well as transportation and traffic issues 5.7. Aging infrastructure and growth -related infrastructure needs DRAFT 2018 Strategic Plan February 26, 2018 8 The Strategic Objectives associated with each Key Strategic Outcome are described in the following tables. The Strategic Objectives are not listed in priority order and it should not be interpreted that a Strategic Objective early in the list is of a greater priority than and one later in the list. Subsequent sections of this document provide bullet details underneath each Strategic Objective. The bullets are intended to provide additional context for each Strategic Objective in the areas ofand why it is important and how it might be accomplished. DRAFT 2018 Strategic Plan February 26, 2018 9 Summary of Strategic Objectives Please note that the specific numbers of the strategic objectives below will change in the final version so they can be grouped into similar objectives to help the overall flow of the document Neighborhood Livability and Social Health 1.1 Improve access to quality housing that is affordable to a broad range of income levels 1.2 Collaborate with other agencies to address homelessness, poverty issues and other identified high priority human service needs 1.3 Co-create a more inclusive and equitable community that embraces and celebrates diversity 1.4 Protect and preserve the quality of life in neighborhoods 1.5 Guide development through community planning, historic preservation and efficient development review 1.6 Foster positive and respectful neighbor relationships and open communication 1.7 Improve accessibility to City and community programs and services to low and moderate income populations 1.8 Evaluate the possible future annexation of the Mulberry Corridor Culture and Recreation 2.1 Develop recreational and cultural programs with pricing and marketing strategies that drive value, attendance and cost recovery 2.2 Plan, design, implement and maintain the City's parks and trails systems 2.3 Provide enhanced opportunities for arts and culture throughout the City 2.4 Protect the health and longevity of the tree canopy 2.5 Expand the Natural Areas land portfolio while simultaneously maintaining existing lands and access to nature. Economic Health 3.1 Facilitate the organization of an effective regional economic development group 3.2 Maintain and grow diverse employment opportunities 3.3 Enhance business engagement to address existing and emerging business needs. 3.4 Foster infill and redevelopment that enhances the community 3.5 Maintain utility systems, services, infrastructure and predictable rates 3.6 Invest in utility infrastructure aligned with community development 3.7 Deploy reliable, high-speed internet services throughout the community 3.8 Secure a quiet zone along the Mason Corridor to reduce train noise DRAFT 2018 Strategic Plan February 26, 2018 10 Environmental Health 4.1 Achieve Climate Action Plan (CAP) 2020 goals and continue progress toward the 2030 goals 4.2 Provide a reliable, high-quality water supply 4.3 Improve indoor and outdoor air quality 4.4 Achieve 2020 Energy Policy goals and work toward long-term net zero energy 4.5 Achieve the 2020 Road to Zero Waste goals and work toward 2030 zero waste goals 4.6 Develop strategies to improve the community's climate resiliency 4.7 Continually improve environmental regulatory performance 4.8 Protect and enhance natural resources on City-owned properties and throughout the community 4.9 Sustain and improve the health of the Poudre River and its tributaries Safe Community 5.1 Improve community involvement, education and regional partnerships to increase the level of public trust and keep our community safe. 5.2 Meet the expected level of core and specialized services as the community grows 5.3 Partner with Poudre Fire Authority to provide high-quality fire prevention, community risk reduction and emergency response services 5.4 Improve emergency management and preparedness 5.5 Address water, wastewater and stormwater infrastructure needs for the protection of people, property and the environment 5.6 Optimize the use of data and technology to improve service, protect mission-critical infrastructure and enhance cybersecurity effectiveness 5.7 Reduce incidents of, and impacts from, disruptive behavior of the transient population 5.8 Improve security at City facilities and properties Transportation 6.1 Improve safety for all modes of travel 6.2 Manage traffic congestion and improve high priority intersections 6.3 Improve transit availability and grow ridership 6.4 Support, enhance and accelerate the I-25 expansion 6.5 Improve aging and/or missing transportation infrastructure that serves Fort Collins 6.6 Maintain the current level of service for City streets, medians and associated infrastructure 6.7 Address parking needs Downtown, along the MAX corridor and in residential neighborhoods DRAFT 2018 Strategic Plan February 26, 2018 11 High Performing Government 7.1 Provide world-class municipal services to residents and businesses 7.2 Promote a values-driven organizational culture that maintains the public trust through ethical behavaior and transparency 7.3 Attract, retain, engage, develop and reward a diverse and competitive workforce to meet the needs of the community now and in the future 7.4 Foster a culture of safety and wellbeing across the City organization 7.5 Broaden methods of community engagement with additional consideration to diverse backgrounds, languages and needs 7.6 Leverage data, technology, metrics and benchmarks to guide decisions, improve results, and enhance service delivery 7.7 Address revenue requirements to meet known and emerging needs 7.8 Maintain assets to optimize lifecycle cost, reliability and accessibility 7.9 Proactively influence policy and legislative development at all levels DRAFT 2018 Strategic Plan February 26, 2018 12 Neighborhood Livability and Social Health Fort Collins provides a high quality built environment, supports quality, diverse neighborhoods, and fosters the social health of citizens. Fort Collins is a healthy and vibrant community with a that is currently transitioning from a large town to a small city, with a small-town feel. As this transition occurs, our goal is to create a walkable city where people want to live, work and play. The City is committed to creating a desirable urban environment that recognizes the importance of the form of the environment (e.g., community architecture, historic preservation and pedestrian-oriented environments) and preserving and protecting neighborhood character while creatensuring a safe, beautiful and friendly experience for all residents and visitors. Development and growth are focused within the community’s designated Growth Management Area to protect natural resources and the regional landscape, encourage (where appropriate) infill and redevelopment and maximize the efficient use of public infrastructure. The City recognizes our existingthe importance of neighborhoods and actively seeks to preserve and support their vibrancy while continuously improving communication avenuesdiligently enforcing property maintenance codes. As the City grows and redevelops, our vision continues to be anis an overall average increase in density that fosters efficient land use; supports a mix of housing types integrated with activity centers and diverse businesses; increases the safety and efficiency of public utilities, streets, facilities and services; and accommodates multiple modes of travel (including vehicle, bus, bike and pedestrian). Development and growth are focused within the community’s designated Growth Management Area to protect natural resources and the regional landscape, encourage infill and redevelopment, and maximize the efficient use of public infrastructure. Alternative transportation modes and access to key health and human service facilities are a priority.. The aesthetics of urban form, connectivity and nature are used to create an attractive design. Land uses are brought together in a development pattern designed to create a pleasant environment for walking and bicycling, as well as automobile and transit travel. Distinctive, attractive and functional building and streetscape design, thoughtfully preserving valuable significant historic resources, and incorporating public art and culture are key parts of community livability. A wide variety of housing types, including single-family, duplexes, townhomes, apartments, mobile homes, and condos/lofts, are offered so that people from all income levels may have choices for safe, affordable and quality housing in various neighborhoods throughout the community. Improving walkability and connectivity across all neighborhoods is also a priority. Neighborhood Livability and Social Health also addresses challenges related to leading active lifestyles, and the accessibility of health and human service facilities for all segments of the community while protecting the character of our neighborhoods. DRAFT 2018 Strategic Plan February 26, 2018 13 Neighborhood Livability and Social Health is related to human well-being and wellness, and to opportunities for residents to work together, to be self-sufficient, and to live, work and travel within the community. It also supports local food production to improve the availability and accessibility of healthy foods. The lack of critical mental and behavioral health services in Larimer County has a direct impact on community residents, businesses and Ccity services. Neighborhood Livability and Social Health must include providing appropriate facilities and services to support chronically homeless persons with a goal of leading them to pathways out of homelessness. Simultaneously, enforcement efforts must continue to prevent residents, travelers, and transients from displaying illegal or aggressive behaviors that diminish the quality of life in neighborhoods. Neighborhood Livability and Social Health includes: • A compact pattern of development within a well-defined community boundary and opportunities for redevelopment, revitalization and growth in targeted areas • Adequate and safe public facilities, services and infrastructure to serve existing development and new growth • Interconnected neighborhoods and ways to accommodate multiple means of travel • Opportunities for redevelopment, revitalization and growth in targeted areas • Cohesive, distinct, vibrant, safe and attractive neighborhoods • Vital and appealing transit-oriented activity centers and destinations throughout the city • Quality, accessible and affordable housing options for all household types and income levels • Preservation and enhancement of historic resources • Visible and accessible nature in the city with an interconnected system of open lands • Opportunities to lead active and healthy lifestyles, as well as • Aaccess to healthy, locally grown or produced food • Access to physical and mental/behavioral health treatment and services • Addressing the impact of increasing poverty and homelessness • A welcoming, inclusive community where all residents and visitors feel valued, safe, and connected • Equal access to City services, amenities, and information for all neighborhoods Supporting chronic homeless to find pathways out of homelessness • Enforcment of laws that diminish aggressive behaviors that affect neighborhood quality of neighborhoods Definition & Descriptions Please note the strategic objective #’s below will change in the final document 1.11 Improve access to a broad range of quality housing that is safe, accessible and affordable to a broad range of income levels. DRAFT 2018 Strategic Plan February 26, 2018 14 • In 2013 and 20152015 and 2017, residents identified housing affordability as a high priority during community outreach sessions. In the 20157 CommunityCitizen Survey, Fort Collins ranked 165th out of 178 jurisdictions surveyed for “availability of affordable quality housing.” • The current rental market, with vacancy rates of less than 3 percent, is making it difficult for low-income residents to live and work within Fort Collins. • To support people with low income levels, the City is helping to create 188 new affordable housing units per year, with a portion being dedicated to specific needs, such as veterans or individuals with disabilities. • Focus should be on creating opportunities for ownership and access to affordable rental units for all impacted residents. In addition, housing strategies should consider the needs of a growing homeless population. • Focus should also include creating a broader range of housing options and working to improve regulatory and supply issues. Housing - A Place to Call Home is one of four themes in the Social Sustainability Strategic Plan that addresses opportunities to increase affordable ownership and supply of affordable rental housing. • Enhance existing, and provide new accessible housing stock. 1.22 Leverage and improve collaborationCollaborate with other agencies to address homelessness, poverty issues and other identified high priority human service needs. • The City’s core role has been, and continues to be, funding, policy development and partnerships for community human service agencies. • Multiple public and private organizations work to address and improve social, environmental and economic issues within the community and the region. • The social issues that human service agencies address are wide-ranging, complex and systemic. A strategic, collaborative approach applied to the City’s engagement with these partners will ensure programmatic effectiveness and efficiencies, eliminateion of redundancy and identifyication of underserved areas. • Collaboratetion and partnering can improve theto ensure the overall effectiveness of identified programs through the synergy of joint efforts, eliminating redundancy and identifying underserved areas. Support equal access to services and seek to avoid negative impact and develop community trust for all people regardless of age, economic status, ability, national origin, race/ethnicity, gender, relationship status, religion or sexual orientation. • Support rRegional efforts to provide dedicated substance abuse and mental health facilities are being explored. • There are approximately 360 residents experiencing homelessness for six months or more at any given time in Fort Collins, and there continues to be gaps in the system to make homelessness rare, short-lived, and non-recurring. Formatted: Indent: Left: 0" DRAFT 2018 Strategic Plan February 26, 2018 15 1.33 Promote aCo-create a more inclusive and equitable community that embraces and celebrates diversity. • Shifting demographics are making the community and City organization increasingly diverse. • Programs that engage, celebrate and honor cultural diversity help the City better serve its constituents and workforce while also building capacity in the community to mitigate existing barriers to access and opportunity. • Immigrant communities have expressed persistent fear related to personal safety as well as uncertainty over national immigration policies and risk of exposure. • The community and the City organization are growing increasingly more diverse in areas of age, ethnicity and culture. • Support and promote events and programs that recognize, celebrate and inform on matters of social and cultural diversity. • Establish methods of communication that consider barriers such as access to technology, language, and literacy. • Support and promote efforts to increase diversity in hiring and public outreach to acknowledge, reflect and account for changing community demographics Support and promote collaborative partnerships among community groups to create education and awareness programs that can help celebrate and acknowledge differences while bringing people together to maintain a strong sense of community. • Build trust with our immigrant communitites. 1.44 Protect and preserve the City’s quality of life in and neighborhoods. • Access to nature and green infrastructure Fort Collins enjoys a unique appeal based on our open spaces, access to mountains, parks and trail systems, a high quality school system, and our individual identity separate from neighboring communities. Fort Collins is perceived as the destination of choice in Northern Colorado for entertainment and dining, and is a major shopping destination in the region. • Promote Nature in the City programs to enhance green spaces and improvesncrease the integration of natural habitat with urban spaces. • Expand, enhance and conserve City open space lands and the trail network. • Maintain the positive and unique character of the community while transitioning from a large town to a small city with careful planning and compromise. Focus also on placement of neighborhoods and their proximity to schools, child care, grocery stores, recreation opportunities and public transportation. • Establish pProactive, innovative and effective code enforcement processes are important aspects of attractive neighborhoods. • Ensure that all neighborhoods have sSafe and well-maintained sidewalks are important for so all residents canto safely walk or bike to parks, schools and playgrounds. • Partnerships with public health and , law enforcement, planners and civic groups to improve neighborhood safety, clean up litter andreduce graffiti, and Commented [TM4]: Make sure this addressed in C&R DRAFT 2018 Strategic Plan February 26, 2018 16 prevent vandalism so neighborhoods are and feel safe and clean for the enjoyment of all.. 1.55 Guide development compatible with community expectations through community appropriate planning, annexation, land use, historic preservation and efficient development review. processes. • CSU is growing significantly and plans $1.5B of construction and an expected student population of 35,000 over the next decade. • The character of many neighborhoods is changing as student housing expands, higher density development occurs and the desires of a diverse population change. • Fort Collins’ population is expected to grow by 50 percent over the next 20 years, and the City currently has more than $2B of significant construction projects in process., which will drive significant construction throughout the community. • Partnerships are needed with CSU to assess impacts and collaboratively align efforts. • Improve pProcesses should be predictable and to effectively manage growth consistent with City plans and goals. • while maintaining the quality of development reviews. • Emphasis should be placed on preserving the iconic and architectural elements of our neighborhoodscommunity. Continue to close enclaves and develop land use plans for newly annexed areas, such as the Mulberry Corridor, to ensure quality redevelopment consistent with City Plan. 1.6 Improve neighborhood parking and traffic issues. • Continue developing and implementing a neighborhood parking permit program to provide residents with on-street parking availability. • Decrease non-neighborhood generated traffic. • Address impact of Transit Oriented Development (TOD) on residents and businesses. • Encourage attractive, pedestrian-friendly urban design. • Promote transportation choices to reduce traffic in residential neighborhoods. 1.7 Maintain and enhance attractive neighborhoods through City services, innovative enforcement techniques and voluntary compliance with City codes and regulations. • Establish proactive, innovative and effective code enforcement processes. • Expand and maintain safe parks and open spaces, and implement Safe Routes to Everywhere. • Ensure that all neighborhoods have safe and well-maintained sidewalks so all residents can safely walk or bike to parks, schools and playgrounds. • Partner with public health, law enforcement, planners and civic groups to improve neighborhood safety, clean up litter and graffiti, and prevent vandalism so neighborhoods are and feel safe and clean for the enjoyment of all. Formatted: Normal, Indent: Left: 0.38", Hanging: 0.25", Don't add space between paragraphs of the same style, Outline numbered + Level: 3 + Numbering Style: Bullet + Aligned at: 0.5" + Indent at: 0.85" Formatted: Font: (Default) Arial, 12 pt Formatted: Normal, Indent: Left: 0.38", Hanging: 0.25", Don't add space between paragraphs of the same style, Outline numbered + Level: 3 + Numbering Style: Bullet + Aligned at: 0.5" + Indent at: 0.85" Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt Formatted: Normal, Indent: Left: 0" Formatted: Indent: Left: -0.38" Formatted: Normal, Indent: Hanging: 0.38", No bullets or numbering, Tab stops: 0.38", Left Formatted: Indent: Left: 0" DRAFT 2018 Strategic Plan February 26, 2018 17 • Increase policing in high crime areas, pedestrian walkways and parks, and implement alternative policing strategies, such as neighborhood watch groups. 1.68 Foster positive and respectful neighbor relationships and open communication, as well as provide and support conflict resolution.. • Connected neighbors help identify neighborhood- level priorities and learn how to work together, and/ or with the City, to address them. • Quality of life improves when neighbors have an understanding of how to productively manage conflict and allow for healthy disagreements. • Build community by supporting local events, programs, projects and education opportunities, and exploring public-private partnerships. • Encourage open communication, community engagement, and the formation of strong neighborhood ties though inclusivity, respect and volunteerism. • Provide tools to resolve conflict, repair harm and strengthen relationships. 1.97 Improve accessibility to City and community programs and services to low and moderate income populations. The City supports community programs through referral and funding via a competitive process • As the cost of living in Fort Collins increases, low and moderate income households are struggling to afford participation in City events and services. • Raises to utility rates should include Income -qualified rate programs can that mitigate the impact of utility rate increases for families and persons in needs. 1.8 Evaluate the possible future annexation of the Mulberry Corridor. • The required enclave will be closed in 2018, opening the possibility of future annexation. • Continue to close enclaves and develop lWhen annexing new areas, land use planning s can for newly annexed areas, such as the Mulberry Corridor, to ensure quality redevelopment consistent with City Plan. • Large annexations will require additional investment in resources and infrastructure, as well as thoughtful and deliberate phasing. • Robust engagement of City and County residents and businesses is necessary for effective annexations. Formatted: Not Highlight Formatted: Not Highlight Formatted: Not Highlight Formatted: Not Highlight Formatted: Normal, Indent: Left: 0.38", Hanging: 0.25", Don't add space between paragraphs of the same style, Outline numbered + Level: 3 + Numbering Style: Bullet + Aligned at: 0.5" + Indent at: 0.85" Formatted: Font: (Default) Arial, 12 pt, Bold Formatted: Normal, Indent: Left: 0", Hanging: 0.38", No bullets or numbering, Tab stops: 0.38", Left Formatted: Font: (Default) Arial, 12 pt, Bold Formatted: Font: (Default) Arial, 12 pt, Bold Formatted: Font: (Default) Arial, 12 pt, Bold Formatted: Font: (Default) Arial, 12 pt, Bold DRAFT 2018 Strategic Plan February 26, 2018 18 Culture & Recreation Fort Collins provides diverse cultural and recreational amenities. Cultural and recreational opportunities are elemental to Fort Collins’ sense of place and help create a desirable community in which to live and play. Residents consistently place a high value on these programs and services, believing the City should continue its strong investment in these amenities. The City’s park and trail systems are also highly valued and heavily used. The planned buildout of the trail system is a high priority for residents and will create further connectivity across Fort Collins and the Northern Colorado regionally. Additionally, the City believes that connecting residents to nature is critical to a high quality of life. Cultural and recreational facilities and programming allow our residents opportunities to lead enriched and healthy lives, and support overall community wellness. Arts and culture are enjoyed by residents and visitors alike. Similarly, parks, and trails and natural areas provide beautiful public spaces that foster physical activity and create opportunities for creativity, reflection and leisure. The quality of our parks, trails and, natural areas, as well as ourand arts, culture and recreation programs and opportunities create a sense of pride among residents, while also drawing visitors and revenue into the City. In many respects , our parks, trails, recreational programs and cultural servicesthese amenities define, and will continue to define, who we are as a community. Additionally, our robust urban tree canopy provides many other quality of life benefits and will be important to protect and preserve natural and biological threats. These amenities have a direct link to Economic Health. Environmental Health is also improved through parks and trails providing access to nature, including the Poudre River, and surrounding wildlife habitat. The City values stewardship of these resources. Providing diverse Cculture and Rrecreation amenities includes: • Ensuring the legacy of Fort Collins’ parks, trails, natural areas, and cultural and recreational facilities for future generations • Providing a wide variety of high quality recreation services and cultural opportunities • Creating an interconnected regional and local trail network of parks and accessible recreational facilities • Creating and preserving opportunities and spaces where residents can easily access nature • Continuing a strong focus on exceptional stewardship and ecologically sound and sustainable operations • Protecting and preserving the City’s tree canopy DRAFT 2018 Strategic Plan February 26, 2018 19 Definition & Descriptions Please note the strategic objective #’s below will change in the final document 2.1 Improve the community’s sense of place with a high value on natural areas, culture, recreation and park systems. • The City provides multiple high quality and diverse opportunities for culture and recreation through various trails and lands, facilities, programs and infrastructure. • Place priority on maintaining and repairing our infrastructure of parks, recreation centers, trails and cultural facilities. • Enhance and expand infrastructure to support a growing population and demand for services. • Provide innovative, creative and interactive features in parks and cultural and recreational facilities. • Improve access to various competitive sports needs through regional partnerships. 2.2 Improve low and moderate income citizen access to, and participation in, City programs and facilities. • Ensure low income residents who cannot afford public or private alternatives have access to recreation and program opportunities. • Serve diverse customer needs and ensure convenient and affordable access for all residents. • Develop incentive and support pricing structures that allow participation in programs and facilities by low and moderate income citizens. 2.3 Promote health and wellness within the community and provide sustainable access to nature. • Fort Collins enjoys a unique appeal due to our open spaces, access to mountains, parks and trail systems, high quality school system, and an individual identity separate from neighboring communities. • Expand and enhance City open space lands and the trail network to increase access to nature. Focus on maintaining the City’s trees. • Promote urban farming, including community gardens, local food production and organic farming. 1. 2. 2.1 Develop effective recreational and cultural programs with pricing and marketing and pricing strategies and programs that drive value, attendance and cost recovery. • Maintain focus on dDiverse programs and opportunities should be maintained while evaluating and adapting to community desires.in addition to an awareness of changing community desires. Formatted: Indent: Left: 0", First line: 0" Formatted: Font: Bold Formatted: Indent: Left: 0", First line: 0", Tab stops: 0.38", Left Formatted: Tab stops: 0.38", Left Formatted: Indent: Left: 0", First line: 0", Tab stops: 0.38", Left Formatted: Font: Bold Formatted: Tab stops: 0.38", Left Formatted: Indent: Left: 0", First line: 0" Formatted: Font: Bold Formatted: Indent: Left: 0", First line: 0", Tab stops: 0.38", Left Formatted: Tab stops: 0.38", Left + Not at 2" Formatted: Not Hidden Formatted: Normal, No bullets or numbering, Tab stops: 0.38", Left Formatted: Normal, Indent: Left: 0", Hanging: 0.38", No DRAFT 2018 Strategic Plan February 26, 2018 20 • Evaluate program attendance and develop marketing programs to achieveThe City desires a high degree of participation in all programs offered. • Continue to improve self-sufficiency by assessing and adjusting fFee structures which are based on demand, alternatives and affordability help to improve program self -sufficiency of programs.. • There is currently a lack of quality regional sports venues in Fort Collins where competitive leagues can hold their state or regional tournaments. 2.2 Plan, design and, implement, and maintain the improvements to the cCitywide’s parks and trail systems. • Trails have been identified by residents as one of the highest priority amenities provided by the City. • As the City’s parks age, additional resources will be needed to make necessary improvements and updates to keep parks a strong neighborhood ameneityies. • Explore alternatives that accelerate the trail system completion, taking intocConsideration of right-of-way acquisition, easements and other public infrastructure challenges.alternatives and non-traditional approaches could help accelerate completion of of the trail system. 2.3 Develop a clear strategic description of the City’s role in culture and arts while leveraging partnerships with other community organizations. Provide enhanced opportunities for arts and culture throughout the cCity. • Through the Lincoln Center, Gardens on Spring Creek, Museum of Discovery and other cultural services, the City provides programs and services to the community beyond traditional parks and recreation centers. • The City’s cultural heritage includes the community’s agricultural roots, it’s strong commitment to enhancing access to nature, and preservation of open spaces. • Continue to grow and expand cultural amenities and services in a thoughtful manner. • Continue to support and promote the arts and encourage cultural development and participation, recognizing that aArtistic and cultural opportunities are essential to a vibrant and creative community. • The City enjoyes partnerships with other community arts and culture organizations, which contribute to a strong sense of place within the city. • Explore the role of cableCable communications and partnerships with the local public access television provider may help to foster arts and cultural opportunities. 2.4 Protect the health and longevity of the tree canopy. • Emerald Ash Borer poses a threat to up to 33 percent% of the city’s urban canopy. • Priority ash trees can be saved through preventative action and residential losses may be mitigated through education and shadow planting efforts. DRAFT 2018 Strategic Plan February 26, 2018 21 • Pruning and routine maintainance can extend the life of mature trees and prevent safety issues from arising. • The Emerald Ash Borer will create an abnormal amount of waste in the way of dead trees and lumber that may inundate the landfill and other disposal sites. 2.5 Expand the Natural Areas land portfolio while simultaneously maintaining existing lands and access to nature. • Fort Collins enjoys a unique appeal due to our open spaces, access to mountains, parks and trail systems, high quality school system, and an individual identity separate from neighboring communities. • Expand and enhanceThe City’s open space lands and the trail network are critical to reaching goals to increase responsible access to nature. Focus on maintaining the City’s trees. • Promote uUrban farming, including community gardens, local food production and organic farming, helps contribute to sustainability and nature- related goals.. • As Natural Areas experience more visits, challenges arise including how best to preserve the assets for future generations. DRAFT 2018 Strategic Plan February 26, 2018 22 Economic Health Fort Collins promotes a healthy, sustainable economy reflecting community values. The City intentionally uses the terms “Economic Health” to describe the community’s engagement with the economy. By referring to “health” rather than “development,”, the City emphasizes its commitment to anthe overall soundness and long-term vitality tof the local economy. This means an economy where residents can find employment and afford to live in the community, that businesses are able and encouraged to start, remain, and expand in the community; and that everyone can expect quality City services and sustainable, attractive infrastructure.The City plays a critical role in shaping quality of life, creating a sense of place and providing fiscal stability for the community. Defining “sense of place” requires acknowledging various perspectives from across the spectrum of the Fort Collins community. To achieve these outcomes, the City creates an atmosphere where business that align with community values thrive and focuses on retaining, expanding, incubating and, lastly, attracting new businesses. These efforts focus on emerging and established Targeted Industry Sectors and Clusters including Clean Energy, Water Innovation, Bioscience, Technology, Uniquely Fort Collins, Local Food, Advanced Manufacturing, and Healthcare. Priorities for sustaining economic health are: engaging existing businesses to ensure an environment conducive to success, maintaining the City’s role as a regional economic center, continuing collaboration with CSU and other regional participants, and supporting cultural, natural and community amenities. A sustainable economy exists when residents can find employment and can afford housing that allows them to live in the community; businesses are able and encouraged to start, remain and expand in the community; and everyone can expect quality City services and sustainable, attractive infrastructure. In addition, the City and businesses prosper when a skilled workforce meets the needs of local employers, and fruitful partnerships are created with other economic development organizations. The Northern Colorado Regional Airport is an important community asset that can enhance the economic activity within the community. Economic Health depends on a safe community. . The City recognizes the business community as partners in achieving Economic Health and reaches out to listen and understand their needs and emerging issues. This engagement provides focus for developing programs and policies that encourage retention and expansion of existing small and medium- sized businesses. Business innovation is encouraged and the City engages as a partner in this innovation through the City as a Platform and Smart Cities policies. Regular business engagement provides direction to the City’s efforts to continuously improve the efficient and transparent delivery of services, including development review, permitting, infrastructure construction, etc. DRAFT 2018 Strategic Plan February 26, 2018 23 The City’s approach to Economic Health is one of “place-making” (a decision-making approach intended to preserve and enhance a vibrant community by optimizing its economy, environment and social values). The City develops programs that create an atmosphere where businesses thrive. Economic development efforts center on established Targeted Industry Clusters including Clean Energy, Water Innovation, Bioscience, Technology, Uniquely Fort Collins, Local Food, Advanced Manufacturing, and Healthcare. In addition, the City and businesses prosper when a skilled workforce meets the needs of local employers, and fruitful partnerships are created with other economic development organizations. The Loveland/Fort Collins Airport is an important community asset that can enhance the economic activity within the community. New opportunities and challenges exist related to adequate technological infrastructure designed to support a knowledge-based economy and employment competition. Numerous prospects are emerging for redevelopment and infill. Priorities include efforts to foster entrepreneurship, grow and attract primary employers, remain a retirement and tourism destination, and support and strengthen existing businesses. A healthy and resilient economy includes: • Diverse jobs that enable citizens and businesses to thrive • A reflection of our unique community in a changing world • Innovative and entrepreneurial atmosphere that builds new and creative industries • Strong partnership and collaboration with the private sector, educational institutions and other organizations • Comprehensive quality infrastructure that supports businesses • Balance between the built and natural environment • Engagement with local businesses to understand and address their needs Definition & Descriptions Please note the strategic objective #’s below will change in the final document 3.1 Facilitate the organization of an effective regional economic development group. Improve effectiveness of economic health initiatives through collaboration with regional partners. • The region benefits from and has enjoys the efforts of multiple organizations working to improve economic conditions including CSU, Rocky Mountain Innosphere (RMI), Northern Colorado Economic Alliance (NCEA) and various cluster organizations. • The region is currently under- represented at the regional and national level. Prospects and leads previously handled by the Northern Colorado Economic Development Corporation (NCEDC) are now handled independently by various municipalities and organizations. • An organization focused on coordinating regional development activities with national representation is needed. • Develop and implement a unified strategy to define the roles, overlap, synergy and approach to improve workforce training, attraction and retention, technical DRAFT 2018 Strategic Plan February 26, 2018 24 and vocational opportunities, and market the various programs and initiatives deployed by all groups. • Collaboration should include regional and global partners. 3.2 Maintain and grow diverse employment opportunities. Enhance employment opportunities through business retention, expansion, incubation and attraction. • Currently, approximately 70% percent of the jobs in Fort Collins require a high school degree or less and 75% percent of the labor force has some college or a college degree. • The skills/education to job need mismatch makes it increasingly difficult for employers to meet their labor needs. • Projections for Fort Collins and Larimer County anticipate the creation of 28,000 new jobs in the next 5five years, which will outstrip worker growth and exasperate the skills/education to job mismatch. • The overall supply of land zoned for employment use is small and large parcels are minimal, constraining the community’sies ability to create local employement opportunities. • Evaluate and develop policies, programs and tools that support the City’s Economic Strategy and community values. • Develop programs and opportunities that support livable wages that allow citizens to live and work within the community. • Retention: Provide services that enable continued success such as peer and partner connections, training support. • Expansion: Services that support business expansion such as real estate identification and training support. • Incubation: Encourage the formation of new businesses by partnering with organizations such as Small Business Development Center and Rocky Mountain Innosphere. • Attraction: Aid businesses considering relocation by promoting the benefits and assets of the community, and the supply identification of real estate and workforce needs consistent with supported industry clusters and primary employers’ supply chain needs. 3.3 Enhance business engagement to address existing and emerging business needs. • A business customer segmentation and analysis of each segement’s needs is necessary to guide programs and initiative development. • A process for assessing the satisfaction, dissatisfaction, and engagement of business customers is needed. • A consistent customer experience across the organization and to all business segments is needed. • Improvement in select current service delivery systems (e.g., Development Review, Permitting, etc.) areis needed to provide efficient and transparent services to all business customers. Formatted: Indent: Left: 0.38", Hanging: 0.25", Don't add space between paragraphs of the same style, Outline numbered + Level: 3 + Numbering Style: Bullet + Aligned at: 0.5" + Indent at: 0.85", Tab stops: Not at 0.38" Formatted: Font: Not Bold Formatted: Indent: Left: 0.38", Hanging: 0.25", Don't add space between paragraphs of the same style, Outline numbered + Level: 3 + Numbering Style: Bullet + Aligned at: 0.5" + Indent at: 0.85", Tab stops: Not at 0.38" Formatted: Font: (Default) Arial, 12 pt DRAFT 2018 Strategic Plan February 26, 2018 25 3.3 Support workforce development and provide community amenities that support citizens and employers within the city. • Primary and secondary employers are increasingly challenged to find and attract skilled workers in technical and vocational areas of manufacturing and healthcare sectors. • Support, encourage and develop programs and policies that promote training opportunities. • Encourage the development of workforce support services, such as child care that enable employees to live and work within the City. • Develop programs and policies that foster partnerships with regional and state workforce development organizations. 3.4 Provide transparent, predictable and efficient processes for citizens and businesses interacting with the City. • Fort Collins touches businesses from start to finish. Being efficient, clear and transparent with those navigating our processes helps build stronger relationships and enhances our reputation as a place to do business. • Maintain and improve systematic processes to encourage business retention, expansion and creation. 3.45 Foster sustainable infill and redevelopment that enhances the community. • Buildout within the City’s development boundaries is expected over the next 20 to 30 years. Growth will be denser and taller than historical norms and additional infrastructure will be needed to support remaining open field development. . • Recent infill developments have met with significant community resistance to higher density and heights. • Infill development should enhance and preserve the character of existing neighorhoods while allowing taller buildings in appropriate character subdistricts while maximizing compatibility through appropriate design. • Develop and promote policies and practices that are consistent with climate action goals and strategies. • Develop and promote policies and practices that bridge the tensions inherent with infill developThe City of Fort Collins has many unique features that need to be pPreserved and enhanced the features of Fort Collins that make it unique. 3.6 Enhance the economic vitality of our community. • Partner with the Downtown Development Authority (DDA) to continue progress. • Develop programs and opportunities that focus on Mid-Town and other activity centers throughout the city. • Support and enhance the economic vitality of business districts in a way that balances the needs of businesses, visitors, customers and residents. • Continue to create and maintain a parking system that meets the needs and expectations of residents, visitors and businesses. Formatted: Normal, Indent: Hanging: 0.38", No bullets or numbering, Tab stops: 0.38", Left DRAFT 2018 Strategic Plan February 26, 2018 26 • Increase public access to convenient parking for people of all abilities. • Provide parking at key locations to maximize effectiveness of integrated transit, bicycle and pedestrian solutions. 3.7 Sustain high water quality to support the community and water-dependent businesses. • Residents appreciate the reliable, high quality water for home use, recreation and City services. • Protect our high tech and microbrew industries which require a high quality and reliable water resource. • Maintain and develop initiatives and programs to protect watersheds and resources to ensure long-term water availability at competitive rates. 3.58 Maintain electric utility systems, services, infrastructure, integrity and stable, competitivepredictible rates. • The City’s lLow energy costs and high reliability, due to the underground system, provides an advantage in attracting and retaining energy-intensive industries. Maintaining theis system reliability and cost advantage is important to retaining existing primary employers within the city. • The underground system (electric, water and wastewater) is aging and will require increased maintenance and replacement to maintain the current system reliability. • Significant storm water system improvements are planned but are not funded. • Maintain cost of service competitive rate structures for utility customers that are consistent with environmental goals. • Design and maintain an electricity distribution infrastructure to facilitate a diverse, efficient, economical, reliable, clean and secure transition to higher levels of renewable energy sources. 3.6 Invest in utility infrastructure aligned with with community development. • The population within the GMA is expected to grow from the current 170,000 to an estimated 255,000 by 2040. • Water storage capacity is needed to ensure water rights can be fully utilized to meet future demand and drought management needs. • New infrastructure is needed to deliver services to meet the needs of future growth in areas such as the Mulberry Corridor and northeast Fort Collins. 3.79 Deploy Encourage the development of reliable, high-speed internet services throughout the community. • Voters approved a charter modification to allow the City to provide telecommunication services as part of the current Light & Power utility. • Voters also supported the issuance of up to $150M of debt to support the implementation of high speed internet and associated services (video & phone). • The creation of a new broadband utility service will require significant organizational effort and require prioritization of activities during the start -up phase. Formatted: List Paragraph, Indent: Left: 0.38", Bulleted + Level: 1 + Aligned at: 0.25" + Indent at: 0.5", Tab stops: 0.63", Left Formatted: Font: Bold Formatted: Font: Bold Formatted: Font: (Default) Arial, 12 pt, Bold DRAFT 2018 Strategic Plan February 26, 2018 27 • High speed broadband services throughout the community will support economic vitality, quality of life and , governmental operations, and can/will be leveraged to facilitate Smart City goals. Develop the capability to provide high-speed broadband services throughout the community as they support economic vitality, quality of life and governmental operations. Develop programs that leverage connectivity and facilitate Smart City goa 3.8 Identify strategies to reduce train horn noiseSecure a quiet zone along the Mason cCorridor to reduce train noise. • Businesses and residents in proximity of the Mason Corridor are negatively impacted by train horn noise. • Work with the Federal Railroad Administration to identify cost- effective solutions. • Noise is eimpeding development along the Mason cCorridor. Formatted: Font color: Auto DRAFT 2018 Strategic Plan February 26, 2018 28 Environmental Health Fort Collins promotes, protects and enhances a healthy and sustainable environment. For decades, the City of Fort Collins has led the way in innovative and sustainable environmental programs, such as watershed stewardship, water conservation, low impact development stormwater management, and energy policies. Additional examples include the City’s natural areas open lands programsystem, Poudre River restoration, waste reduction programs, air quality and emissions policies, climate action planning, and green building standards. The City has set some of the most aspirational goals in the country for its Climate Action Plan (CAP) to reduce its greenhouse gas emissions, including carbon neutrality by 2050. The community is working to develop individual strategies for achieving those goals in such areas as waste reduction, transportation, energy use reduction and the green built environment. Climate change poses an increasingly real and serious threat to the world at large and to the quality of life we value in Fort Collins. Fort Collins Utilities play a critical role in environmental stewardship by protecting the watershed and meeting all regulatory standards. In addition, uUtilities supports innovative programs that go beyond compliance, promoting energy and water conservation, efficiency and clean electricity sources. The City’s Natural Areas Program isefforts to conserve natural areas are a core part of the Fort Collins’ identity and culture. The program has conserved 4043,00044,000 acres since its inception, and continues to conserve land while providing an increased emphasis on stewardship, which includes restoring habitatsuch as habitat restoration and maintaining visitor amenities, such as trails. Current Ongoing land conservation efforts are focused on local, foothills and community separator areas. With regional and global partners, Fort Collins is a leader in implementing policies and programs that engender a more economically efficient, successful and resilient community, while reducing local climate change impacts. A healthy and sustainable environment includes: • Efforts to meet CAP goals and reduce greenhouse gas emissions • Healthy watersheds and best practice stormwater management • A sustainable, high quality water supply • Conserving resources, including energy and water, and cultivating a healthy ecosystem • Responsible Careful stewardship of open lands and natural areas • A comprehensive and connected system of natural areas and open lands • Partnerships with local, regional, state and national affiliates to achieve desired goals and outcomes DRAFT 2018 Strategic Plan February 26, 2018 29 • Integrating renewable energy technologies for the electric grid • Monitoring local and regional air quality and supporting programs that improve air quality, such as fugitive dust control measures • Solid waste reduction and diversion • Efforts to encourage and regulate best practices in outdoor lighting to protect the night sky Definition & Descriptions Please note the strategic objective #’s below will change in the final document 4.1 Achieve Climate Action Plan (CAP) goals by reducing greenhouse gases (GHGs).Achieve Climate Action Plan (CAP) 2020 goals and continue progress ontoward the 2030 goals. • Eighty percent80% of residents support the cCity engaging in climate action, and the City can support ways to engage and empower residents, businesses, and institutions with opportunities for sustainable living practices.. (previous SO) • Emission reduction strategies to meet greenhouse gas reduction goals are outlined in the CAP Framework, including strategies for buildings, advanced mobility, energy supply and delivery, and waste reduction. • The 2030 net energy goals to reduce 80 percent% for both the community and the City organization, will require a systems approach.. (previous SO) Develop and implement building codes, green building programs and energy conservation programs that drive efficiency and conservation, and reduce GHG emissions. 4.2 Protect and provide a high quality water supply and implement appropriate conservation efforts and long-term water storage capability. Provide a reliable, high-quality water supply. • The watershed acts as a primary water treatment facility, so monitoring and protecting our watershed and focusing on long- term storage capability is critical. • Key local industries rely on a high quality and reliable water resource. • While the City’s water consumption per capita has declined by approximately 25 percent over the past 10 years, there isanticipating additional stress on water resources due to growth, climate change and lack of storage. means additional conservation measures, education and programs are needed. • Implement water Water quality monitoring programs within the urban and lower watersheds to support long-term environmental objectives and beneficial uses of local waterways. • Support initiatives and programs needed to balance Balance water supply and demand in the face of a changing climate and increasing population, ensuring it is available long- term and during times of drought. • 4.3 Engage citizens in ways to educate and encourage behaviors toward more sustainable living practices. Formatted: Not Highlight Formatted: Not Highlight Formatted: Font: (Default) Arial, 12 pt Formatted: Normal, No bullets or numbering DRAFT 2018 Strategic Plan February 26, 2018 30 • Achieving the goals to reduce community GHG emissions by 80 percent by 2030 and reach carbon neutrality by 2050 will require landmark actions and the participation of the entire community. Households, businesses and institutions will all be asked to help achieve these goals by making changes to their behaviors, operations and facilities. • Locally relevant and understandable messaging and education about environmental issues is needed to engage the community. Make it fun and simple. • Engage the community to support a shift in behavior and daily practices. 4.44.3 Implement indoor and outdoor air quality improvement initiatives.Improve indoor and outdoor air quality. • Fort Collins’ ground-level summertime ozone levels continue to be among the highest along the Front Range. • Surveys indicate 21-32 percent of Fort Collins households have a member suffering from respiratory disease. • Indoor air quality is typically more than 70 percent worse than outdoor air, and 70 percent of Fort Collins’ buildings have high radon levels. • Promote strategies, programs and requirements that improve indoor and outdoor air quality, such as the Healthy Homes Program. • Implement fugitive dust control programs from increased infill redevelopment projects. 4.4 Work towards long term net zero energy goals within the community and the City organization using a systems approach. Achieve 2020 Energy Policy goals and work towards long- term net zero energy. • The building sector is the top energy consumer and is the number one contributor to greenhouse gas emissions. • Existing buildings are responsible for more than 80 percent of electricity and natural gas use, accounting for two-thirds of Fort Collins’ Green House Gasgreenhouse gas emissions, and costing around $150M per year to operate. Significant opportunities exist through efficiency and conservation (the most cost-effective approach) to reduce impacts. • Alignment with Platte River Power Authorityother communities is needed Sto support additional use of fundamental shifts away from coal-based electricity and fossil fuel use toward renewable energy. , which will be needed to meet community GHG and energy goals. • Promote and develop educationAdditional education, training, regulations and incentives are needed to address and achieve net zero energy goals. • Generation and electric distribution systems should meet environmental goals. Formatted: Font: (Default) Arial, 12 pt, Bold Formatted: Indent: Left: 0", Hanging: 0.38", Outline numbered + Level: 2 + Numbering Style: 1, 2, 3, … + Start at: 2 + Alignment: Left + Aligned at: 0" + Indent at: 0.25", Tab stops: 0.38", Left Formatted: Space After: 0 pt Formatted: Normal, Indent: First line: 0.38", No bullets or numbering Formatted: Normal, Indent: First line: 0.38", No bullets or numbering Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt DRAFT 2018 Strategic Plan February 26, 2018 31 o4.5 Work towards long term zero waste goals within the community and the City organization. Achieve the 2020 Road to Zero Waste goals and work towards 202530 zero waste goals. • Fort Collins currently diverts about 58 51 percent of its waste stream, and the majority of what is sent to landfills could be recycled or composted. yet the tons of waste to the landfill continue to increase. • Reflecting the fact that flood-generated debris from 2013 was largely taken to Larimer County landfill for disposal, it is now estimated that the remaining life- span is approximately 10 years. The estimated landfill replacement cost is projected at $80M or more. Larimer County Landfill is forecast to reach capacity in 2025. Upon closure of the landfill, costs will rise for waste disposal in the Fort Collins community (and for the City organization). Alternatives to landfilling will become increasingly important forto helping maintain affordability. • Initiate programs that address the CAP Framework including qualitative and quantitative strategies that can reduce Fort Collins’ carbon footprint through waste reduction, composting, tree planting, soil management activities and promoting local food. • Strategies for reducing waste, recycling, and composting more of the community’s discards are critical for achieving Council-adopted goals for Climate Action and the Road to Zero Waste Plan, as well as municipal sustainability. • The North Front Range Wasteshed Coalition (comprised of the Cities of Fort Collins and Loveland, Larimer County, and the Town of Estes Park) is working with the regional community to create new infrastructure and policies to support responsible, cost-effective waste management and resource recovery in Northern Colorado. • o4.6 Increase the community’s preparedness and resiliency for changes in climate, weather and resource availability. Develop strategies to improve the community's climate resiliency. • Communities in the Intermountain West are particularly vulnerable to increased temperatures, reduced snowpack, threats to water quality, increased storm severity, natural hazards and threats to human health. In addition, • eExtreme weather events will continue to impact Fort Collins residents, infrastructure and resources. • Support a multi-faceted approach to increase awareness and integrate planning efforts necessary to improve the community’s overall response and resilience to impacts from climate change. • Identify and address the public Public health and safety concerns, negative economic impacts and resource constraints that may be impacted a result of by a a changing climate.extreme weather, and develop a business continuity plan. • Integrate additional awareness and consideration of future climate impacts into current and strategic City planning. Formatted: Indent: Left: 0", Hanging: 0.38", Outline numbered + Level: 2 + Numbering Style: 1, 2, 3, … + Start at: 2 + Alignment: Left + Aligned at: 0" + Indent at: 0.25" Formatted: Indent: Left: 0.38", Bulleted + Level: 1 + Aligned at: 0.25" + Indent at: 0.5", Tab stops: 0.38", Left + 0.63", Left Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt, Bold Formatted: Indent: Left: 0", Hanging: 0.38", Outline numbered + Level: 2 + Numbering Style: 1, 2, 3, … + Start at: 2 + Alignment: Left + Aligned at: 0" + Indent at: 0.25" Formatted: Font: (Default) Arial, 12 pt, Bold DRAFT 2018 Strategic Plan February 26, 2018 32 • Support programs that include ongoing monitoring of climate research and evolving climate modeling are necessary to assist in future course corrections and additional strategy identification. • Reduce impacts on climate change. o Expand, improve, restore and protect wildlife habitat, urban forests and the ecosystems of the Poudre River and other urban ecosystems. • The Poudre River has multiple and, at times, competing demands from various users. It is also a natural amenity and ecosystem to be carefully nurtured and maintained. • Create partnerships with local, regional and national organizations that focus on local and regional investments for the maintenance and improvement of stream and river health. 4.54.2 Promote the Nature in the City project, including a comprehensive biodiversity goal, which ensures as our community grows to its build-out population all residents have access to high-quality, natural spaces close to where they live and work. 4.6 4.7 Meet all regulatory requirements while supporting programs that go beyond compliance.Continually improve environmental regulatory performance.The Colorado Department of Health is renewing the effluent discharge permits of the City’s two wastewater facilities. More stringent regulations for nutrients, metals, temperature and ammonia are anticipated. It is also anticipated that more stringent state regulations will be implemented in the next few years. • Wastewater infrastructure improvements are required to meet stringent changing and more stringent state regulations regulatory and permit thresholds., which present a direct challenge in the face of GHG reduction goals. Specifically, improvements need to be implemented to meet regulations for nutrients, metals, temperature and ammonia over the next few yearswhile recognizing the need to address cClimate aAction pPlan goals. • The management, maintenance and improvements of the City’s water and wastewater assets, including treatment facilities and the distribution and collection system. 4.8 NEW Protect and enhance natural resources including wildlife habitat on cCity- owned properties and throughout the community. • A focus on PromoteNature in the City projec which ensures as our community grows to its build-out population all residents have access to high-quality, natural spaces close to where they live and work. • SupportContinue Natural Areas ongoing efforts to conserve and restore open spacesnatural land areasthat provides: habitat and biological diversity,; public access to foothills, rivers, streams, ponds, grasslands, and wetlands via trails,;: buffers that provide identitythat provide separatione from neighboring communities,; scenic vistas,; opportunities for environmental education and ; watchable wildlife,; and, conservation of agricultural lands. Formatted: Indent: Left: 0.63", No bullets or numbering Formatted: Indent: Left: 0.63" Formatted: Indent: Left: 0.63", No bullets or numbering Formatted: Font: (Default) Arial, 12 pt, Bold Formatted: Font: Bold Formatted: Normal, Indent: Left: 0.38", No bullets or numbering Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt, Bold Formatted: List Paragraph, Indent: Left: 0", Hanging: 0.38", Outline numbered + Level: 2 + Numbering Style: 1, 2, 3, … + Start at: 2 + Alignment: Left + Aligned at: 0" + Indent at: 0.25", Tab stops: 0.38", Left Formatted: Font: (Default) Arial, 12 pt, Bold Commented [JS5]: Promote doesn’t strike me as the right DRAFT 2018 Strategic Plan February 26, 2018 33 • A focus on Nature in the City to ensure that as our community grows to its build-out population all residents have access to high-quality, natural spaces close to where they live and work. • Development review and regulations are needed to require minimum buffers,; work to minimize impacts,; protect the night sky, provide guidance,; and require mitigation to conserve and enhance natural resources and wildlife habitats. 4.9 NEW Sustain and improve the health of the Poudre River and its tributaries. • The Poudre River has multiple and, at times, competing demands from various users. • It is alsoThe Poudre River is a natural amenity and ecosystem to be carefully nurtured and maintained. • The City’s urban streams have been degraded by agriculture and urban development. • Maintenance of river health is dependent on Create partnerships with local, regional and national organizations that focus on local and regional investments. for the maintenance and improvement of stream and river health Formatted: Highlight Formatted: Indent: Left: 0.63", No bullets or numbering Formatted: Font: (Default) Arial, 12 pt, Bold Formatted: List Paragraph, Indent: Left: 0.25" Formatted: List Paragraph, Indent: Left: 0", Hanging: 0.38", Outline numbered + Level: 2 + Numbering Style: 1, 2, 3, … + Start at: 2 + Alignment: Left + Aligned at: 0" + Indent at: 0.25", Tab stops: 0.38", Left Formatted: Font: 12 pt Formatted: List Paragraph, Indent: Left: 0.38", Bulleted + Level: 1 + Aligned at: 0.25" + Indent at: 0.5", Tab stops: 0.38", Left + 0.63", Left DRAFT 2018 Strategic Plan February 26, 2018 34 Safe Community Please note the strategic objective #’s below will change in the final document Fort Collins provides a safe place to live, work, learn and play. The City of Fort Collins strives to be a safe and healthy place to live, work, learn and play. Safety and security are important aspects of a sustainable community as they help shape the its appeal, viability, productivity and economic stability. The use of technology to improve investigative techniques and communication is important, and with increased dependence on technology, cybersecurity has become a high priority. Ensuring that Fort Collins is a safe community is addressed by many services and programs provided by the City and its partners. Residents often identify immediate actions from Police Services and Poudre Fire Authority as key contributors to their sense of safety. However, the definition of a safe community is broader than emergency responsiveness. It also extends to the City’s sSstormwater systems that are founded on best management practices and long-term planning. Safeguarding the community’s infrastructure through design, building regulations and inspections is essential to ensuring a safe community. Key components of community education include prevention and preparedness, regulations and infrastructure investment. The City’s Emergency Management system and many regional, state and federal partners work to minimize and effectively respond to emergency situations. A safe and healthy community includes: • A safe, non-threatening city in which to live, work, learn, and play • Proactive and skilled police and fire services • Safe, reliable and best practice floodplain management • An active emergency management system focused on prevention, preparedness and recovery with key partnerships in place to effectively respond to emergency situations Definition & Descriptions 5.1. Improve community involvement, education and regional partnerships to increase the level of public trust while makingeand keep our community safe. r and stronger. • Local and regional coordination is essential to a safe community so that all emergency response teams are aligned. • Offers should maximize the resources ofL local, regional and federal resources should be maximized agencies to address safety issues. • Partnerships should continue to support key enforcement and education programs such as animal control, mental health, substance abuse, DRAFT 2018 Strategic Plan February 26, 2018 35 detoxification, victim assistance, youth programs, bike safety, county jail and programs to reduce repeat crimes. • Continue Efforts to foster pPpublic-private partnerships and engaging the community to to address community safety and programs that build community pride and involvement should be continued. • The City could optimize and leverage volunteers as cost-effective staff resources and public advocates. 5.2. Ensure adequate staffing and training to mMeet the expected level of core and specialized police services as the community grows. hance our Police Services capability to foster public trust and create a safer community. • As the community reaches full buildout and a population of approximately 255,000, the type and volume of crimes and community support needs will change, requiring additional police resources and skill levels to maintain and increase community safety.. • The police industry is changing, with a greater number of calls requiring specialized training to deal wiith mental and behavioral health issues. • Additionally, as agencies move towards 21st century policing principles, the use of technologies such as body worn cameras and training related to the appropriate use of force helps maintain a high level of transparency and public credibility. • To meet community expectations, Police Services needs to be nimble in responding to emerging needs, which include bike patrol, vehicle noise, party enforcement and others. Projections indicate that the Agency must hire 6 additional police officers per year, as well as 3 civilian support personnel per year, to stay even with existing service levels. While keeping current with innovative and best practices, Police Services will focus on training staff in methods and practices consistent with the needs and issues within the community • Hiring and training a police officer takes approximately 18 months before they can serve as a solo officer. • Provide fFacilities, equipment, technology and training capabilities are needed to enable a high quality police force. • Develop more diversified police operations that supportand neighborhood policing and engage citizens in new ways that promote trust and community connectivity. 5.3. Partner with Poudre Fire Authority to provide high-quality fire prevention, community risk reduction and emergency responseemergency services. • When a fire breaks out, the goal is to contain it within the room of origin. To enhance public safety, the goal is to increase containment in the room of origin to 805 percent. • Fast response time is crucial to containing fire. PFA’s goal is to be on scene 80 percent% of the time within 6 minutes and 20 seconds. • Increasing public Public awareness, including school programs, community outreach and social media campaigns, supports fire prevention. Formatted: Indent: Left: -0.25", Add space between paragraphs of the same style DRAFT 2018 Strategic Plan February 26, 2018 36 • Development review services ensure that new construction, redevelopment, and building activity are consistent with the International Fire Code. • The community's demand for Emergency Medical Services continues to grow rapidly, challenging PFA to address demand growth through alternative response models and public education. 5.4. Improve Develop and implement emergency management and preparednesspreparation and resiliency plans in collaboration with other regional efforts. • TThe City’s Emergency Management Plan Ongoing Additional training and role clarity is needed regardingoutlines the Citywide emergency response and recovery plans for all hazards and calls for ongoing training. as defined in the City’s Emergency Management Plan. • All City departments shouldshouldwill have Continuity of Operations (COOP) plans, and Rrepresentatives of each involved department need that furtherto develop the appropriate documentation and understanding of how to respond to an emergency. • • A method needs to be established to keep department knowledge current and accurate through periodic review and drills. Prioritizing employee training opportunities and regular certification audits will ensure the workforce is prepared to respond to emergencies at any time, and that the City is in compliance with national and state standards for emergency preparedness. • The emergency management program leverages federal and state resources to enhance City training programs, and emEmergency planning, preparation and training should leveragel federal and state resources and be done in collaboration with regional efforts. • The current operational structure of having the emergency manager housed within Poudre Fire Authority, rather than the City, creates communication and coordindation challenges. Best practice research demonstrates that alternative models could enhance service. 5.5. Address water, wastewater and stormwater infrastructure needs for the protection of people, property and the environment. Protect life and property with natural and attractive flood mitigation facilities. • Stormwater master plans exist for all basins within Fort Collins; however, many of these plans are outdated. • Approximately 1,100 structures are at risk each year in the floodplain due to inadequate stormwater infrastructure. • There are 33.3 miles of water main that are overmore than 80 years old and 12.5 miles of water main that are overmore than 100 years old. As water mains age, the reliability of the system decreases. Formatted: Indent: Left: 0" DRAFT 2018 Strategic Plan February 26, 2018 37 There are 20 miles of There are 20 miles of wastewater main overmore than 100 years old, and 12 percent% of wastewater mains have a condition rating of severe because of cracking, roots or offset joints. • Funding alternatives should be identified to implement necessary regional improvements. As infill and redevelopment occurs, continue to integrate stormwater facilities should be integrated with other Citywide goals (e.g., Nature in the City, recreational opportunities, etc.). To implement necessary regional improvements, funding alternatives must be identified. 5.6. Optimize the use of data and technology to improve service, and protect mission -critical infrastructure and enhance cybersecurity effectiveness. • Cybersecurity is increasingly important to the protection of the City’s assets and information as well as the protection of customer privacy.. • Cyber audits and awareness training are a critical component to ensuring the security state of the City. • Deploy cComputers and mobile devices toMany City services are reliant on technology for the continuity of core operations. , aAdditionally, technology can improve the effectiveness and efficiency of various services across the City., particularly in public safety. Balance cost with real, tangible benefits to the organization and community. • Use technology to monitor, protect and provides cyber security for mission-critical infrastructure, such as water treatment facilities, the electrical grid, etc. 5.7. Reduce incidents of, and impacts from, disruptive behavior of the transient population. • Over the past several years, Fort Collins has experienced an increase in disruptive behaviors around the city, causing numerous challenges and frustration among dDowntown visitors, business owners and residents. • Increasingly, the resources of Police, Natural Areas, and Parks resources are consumed by transient issues, reducing the level of service provided to other residents. • While focused attention in Old TownDowntown has led to decreasing disruptive transient behavior in thate downtown area, Midtown, the Mason cCorridor, the Harmony cCorridor and Campus West have all experienced increased transient activity. • Ongoing attention and creative approaches to appropriately balance compassion and consequences are needed. 5.8. 5.7 Improve security for visitors and employees at City facilities and properties. • The City has experienced an increase in security-related incidents happening at Municipal Court that require police assistance. Formatted: Indent: Left: 0", Hanging: 0.38", Outline numbered + Level: 2 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0.25" + Indent at: 0.55", Tab stops: 0.38", Left Formatted: Indent: Left: 0", Hanging: 0.38", Don't add space between paragraphs of the same style, Outline numbered + Level: 2 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0.25" + Indent at: 0.55", Tab stops: 0.38", Left DRAFT 2018 Strategic Plan February 26, 2018 38 • Security controls for City facilities are managed by multiple systems,. A more centralized system may improve the City’s ability to more effectively implement enhanced security measures. and best practices point to one centralized system as most effective. • Perception of safety of Transfort, Parks and Natural Areas has a high impact on residents’ utilizationuse and enjoyment of these services. DRAFT 2018 Strategic Plan February 26, 2018 39 Transportation Fort Collins provides safe and reliable multi-modal travel to, from and throughout the City. The transportation system is a key component for nearly all aspects of the City of Fort Collins. The system provides the connecting fabric among residences, employment, schools and shopping. It is critical for economic success and commerce, interconnected with land use, and is impactful to cClimate aAction pPlan and healthy living goals. The success of a quality built and well functioning multi-modal system is a community differeniator and reflected in quality-of-life performance measures. The City uses data and analysis to develop and maintain a safe and reliable multi-modal transportation network. It addresses gaps within the transportation network and promotes biking and walkability throughout the community. Priority will be given to managing and, where possible, reducing congestion and improving safety through physical infrastructure improvements, use of innovative technology and demand reduction. The City’s existing infrastructure will be highly functioning and well maintained. The systems should be complete and designed to provide accessibility by offering a variety of effective, efficient, complete, and safe transportation choices for all users. I-25 is a vitial connection between Fort Collins and its regional partners. It’s function and reliability is critical to the nNorthern Colorado region. Allocation of roadway width, including reshaping streets to support safety and promote a mix of modes, remains a priority. Street design that blends transportation needs with social and environmental amenities creates a sense of place in our community. A transit system that is efficient and productive is a priority. Technology will be leveraged to provide innovative sources of information concerning traffic, congestion and transit options. Transportation operations concentrate on reducing congestion, improving air quality and improving safety for all modes of travel. Transportation planning uses data and analysis to develop and maintain safe and reliable multi-modal travel. It addresses gaps within the transportation network and promotes walkability throughout the community. Priority will be given to managing and, where possible, reducing congestion through physical infrastructure improvements and demand reduction. The City’s existing infrastructure will be highly functioning and well maintained. Reshaping streets to encourage safer speeds and promote a mix of modes (walking, bicycling and transit) is a priority. Street design that blends transportation, social and environmental amenities and provides a variety of benefits will create a sense of place and quality. A transit system that is efficient, productive and aligns with the Transfort Strategic Operating Plan is a priority. Technology will be leveraged to provide innovative sources DRAFT 2018 Strategic Plan February 26, 2018 40 of information concerning traffic, congestion and transit options. Transportation operations concentrate on reducing congestion, improving air quality and improving safety for all modes of travel. Mitigation strategies to address the impacts of freight rail lines that run through the community could decrease delays and enhance public safety. A connected and mobile community includes: • Land use and transportation that is fully integrated, both locally and regionally, to create an affordable, accessible, low energy, low impact and efficient transportation system • Multiple mode choicess offor safe, affordable, easy and convenient travel • A transportation system that provides safe, reliable, convenient and effective vehicular mobility and access • Travel infrastructure that is high quality and reliable, as well as recognized as world class by residents, visitors and peers • Capacity and systems for good traffic flow and minimal congestion • People who are aware of the impact their travel choices have on the transportation system, the environment and the community • Support for and implementation of emerging trends such as electrification of the vehicle fleet, connected vehicles, adaptive signal technology, etc • Infrastructure and technology to address and mitigate the impact of train delays Definition & Descriptions Please note the strategic objective #’s below will change in the final document 6.1 Improve safety for all modes of travel including vehicular, pedestrian and bicycle. • Appropriate programs, policies, infrastructure improvements (e. g., accessible sidewalks and safety conscious intersection design) and educational resources are needed to reduce the overall number and severity of traffic accidents and bike/vehicle accidents. • Increase Ccommunity awareness and concerneducation regarding collisions involving vulnerable road users including pedestriatns, bicycleists and motorcyclists is a focus. and vehicle collisions with the increase in population and bicycle riders. • Quality infrastructure continues to be a focus, including safe, accessible, well- functioning, high quality streets, bikeways, sidewalks and trails. 6.2 Manage traffic congestion and improve high priority intersectionsImprove traffic flow to benefit both individuals and the business community. • Specific infrastructure projects (such as intersections) to improve safety, efficiency, and reliability can have signficiant positive impacts. Project identification is through a data -driven approach and previously completed prioritization studies. DRAFT 2018 Strategic Plan February 26, 2018 41 • Continue focus on efforts to increase bicycling throughout the Ccity, which will have benefits to other modes of travel. • Demand management strategies can be effective in reducing traffic congestion and require a coordinated approach that evaluates the entire transportation system. • Leverage intelligent technology to maximize system capacity and efficiency. Continue developing a high quality and efficient transportation infrastructure. • Work with railways to rReduce delays associated with freight-rail lines. Work with railways to reduce delays associated with freight-rail lines. Develop systems and applications that provide citizens information that help reduce de 6.3 Improve transit availability and, grow ridership and address MAX parking concerns. • A fully functioning transit system requires a level of service that allows the rider to move throughout the city in a timely manner and works seamlessly with other modes of travel. • Service levels will focus on areas of greatest ridership demand and productivity, in accordance with the transit policies. of the Transfort Strategic Operating Plan and Transportation Master Plan, and should be available at times that support the work and leisure needs of riders. • Recent expansions of service require work to optimize and improve service. Proposed expansion of service requires strategic alignment, community dialog, funding and implementation plans. 6.5 Fill the gaps for all modes of travel and improve the current transportation infrastructure while enhancing the aesthetic environment. • Street maintenance and the infrastructure of intersections and pedestrian ways are a high priority for the Fort Collins community. • The City has a significant number of bridges, culverts and irrigation ditch crossings that are old and in need of repair and rebuilding. • Quality infrastructure continues to be a focus, including safe, well-functioning, high quality streets, bikeways, sidewalks and trails. • City transportation systems are designed to provide accessibility to employment, education and health care by offering a variety of effective and efficient transportation choices beyond automobile use. 6.4 Support, enhance and accelerate the I-25 expansionDevelop long-term transportation plans that improve local and regional transportation networks. • Update the 2011 Transportation Master Plan to reflect critical changes, emerging trends (e.g., unmanned vehicles) and opportunities, including social impacts and accessibility, as well as transportation’s role in reducing GHG emissions. • Maximize linkage between on-street and trail bicycle and pedestrian connections, including key grade-separated crossings. • Continue exploring and addressing whole-system mobility issues, impacts, opportunities and partnerships including railroad-traffic conflicts and horn noise, and regional airport connectivity and accessibility. DRAFT 2018 Strategic Plan February 26, 2018 42 • Focus eEfforts should be focused on improvingexpanding the I-25 corridor from Highway 402 to Highway 66 viathru collaboration with regional, and state and federal partners. • Regional partners – Larimer County, Weld County, Town of Berthoud, Town of Johnstown, City of Loveland, Town of Timnath, Town of Estes Park, Town of Windsor –, and private sector investors are contributing $55M toward the Colorado Department of Transportation project to add Eexpress lanes from Johnstown to Fort Collins along I-25. • Improvements to bridges, as well as pedestrian and bicycle access under I-25, are key design elements that will help enable regional alternative modes of transportation to safely cross the busy thoroughfare. 6.5 Improve aging and/or missing transportation infrastructure that serves Fort CollinsDevelop plans that address adequate infrastructure within the northeast area of Fort Collins. • The northeast quadrant of Fort Collins is the last major quadrant of the City’s Growth Management Area that remains largely undeveloped. • The lack of transportation and utility infrastructure in the northeast quadrant (some requiring significant investment) limits opportunities for affordable housing and business development that would meet the same quality and standards as the rest of the community. • The northeast quadrant of Fort Collins, consisting of areas surrounding East Mulberry Street, extending north to Douglas Road and west to College Avenue, is the last major quadrant of the City’s Growth Management Area that remains largely undeveloped. • Working with regional partners and collaborating with the private sector will be essential to ensuring the most efficient build-out of this portion of Fort Collins. • The lack of transportation and utility infrastructure limits opportunities for affordable housing and business development that would meet the same quality and standards as the rest of the community. • It should have character, incorporate sound land use planning and be developed with the vision articulated in existing adopted plans.Street maintenance and the infrastructure of intersections and pedestrian facilitiesways are a high priority for the Fort Collins community. • The City has a significant number of bridges, culverts and irrigation ditch crossings that are old and in need of repair. and rebuilding. 6.6 Maintain the current level of service for City of Fort Collins streets, medians, and associated infrastructure. • The cost of infrastructure maintenance continues to increase rapidly along the Front Range of Coloarado. • Street maintenance is highly reliant on sunsetting revenue streams; although the ¼- cent dedicated sales tax was renewed by voters through 2025, the Keep Fort Collins Great sales tax generates 50 percent% of street maintenance funding and that tax is scheduled to sunset at the end of 2020. • Innovative technology solutions may reduce ongoing costs. DRAFT 2018 Strategic Plan February 26, 2018 43 • Desired aesthetic components (e.g., medians) have an impact on project implementation and increases ongoing maintenance costs. 6.7 Address parking needs dDowntown, along the MAX corridor and in residential neighborhoods. • Parking at key locations maximizes the effectiveness of integrated transit, bicycle and pedestrian solutions. • Access to convenient parking for people of all abilities is an important consideration. • Successful implementation of transportation demand management strategies should reduce automotive congestion and the increasing need for associated parking. DRAFT 2018 Strategic Plan February 26, 2018 44 High Performing Government Fort Collins exemplifies an efficient, innovative, transparent, effective and collaborative city government. A high-performing government delivers services desired by the community through sound financial management, transparent and collaborative decision-making, various communication methods, and efficient and effective project management. To achieve this, the City attracts and employs high caliber employees, retains its workforce through development and growth opportunities, and promotes intelligent risk-taking to address increasingly complex challenges. The City’s mission, vision and values are reinforced at every level of the organization and guide its culture. Exceptional customer service that is responsive to the needs of residents and businesses is crucial in every interaction between the City and all members of the community. The City values community engagement and involvement in the planning and decision- making process. It also coordinates collaborates and problem-solves with adjacent municipalities, CSU, school districts, Larimer County, special districts, and local organizations, and interested individuals. The City trusts and utilizes the many experts within the community. Core processes of leadership, strategic planning, budgeting, organizational development and human resources are aligned to develop an organization that listens to and engages the public, continuously delivers high quality services to the community, facilitates high performance and generates trust in and transparency of City business. A systems approach is applied to creatively, thoughtfully and analytically use economic, environmental and social lenses to meet present needs and plan for the future. The City is committed to continuos improvement. ually improving using the Plan, Do, Check, Act (PDCA) methodology. Data from surveys, performance metrics, operations, engagement events and face-to-face interactions areis key to decision-making and pursuing strategic opportunities for improvement. The City budget revenues and expenditures are prioritized and balanced with reflects community values, challenges and opportunities. Citizen involvement and a representative transparent government are cornerstones of a high performing community. Research shows that Ccommunities with actively involved residents derive are more satisfaction satisfied from open involvement and achieve more results withand contribute greater benefit to the community as a whole. Participating Engaged communities strive to be inclusive and equitable for all. demonstrate greater acceptance and inclusion of people from different backgrounds, and no form of discrimination is tolerated. A high performing government includes: • Effective and efficient local governance where all community voices are valued • Fiscal sustainability and transparency • A collaborative and community-based approach to problem solving • Core processes that are consistently used across the organization DRAFT 2018 Strategic Plan February 26, 2018 45 • A high quality workforce that strives for continuous improvement in all areas • A systems approach, driven by data, to effectively solve problems, creatively pursue opportunities for improvement and develop innovative solutions • Promoting a values-driven organizational culture that reinforces ethical behavior, exercises transparency and maintains the public trustAn ethical workforce • Attracting and , developing and retaining the best and brightest workforceemployees who are the best and brightest in their fields • Citywide strategies and standards for inclusive civic engagement Definition & Descriptions Please note the strategic objective #’s below will change in the final document 7.1 Provide world-class municipal services that meet the needs of the communityto residents and businesses. • Improve organizational capability and effectiveness through professional development, leadership, change management, strategic thinking, business acumen and staff engagement. • Implement leading-edge continuous improvement practices that increase productivity, effectiveness, and customer service and citizen satisfaction.Delivering world-class services provides a platform for co-creation that enables residents, businesses, and non-profit agencies to help enhance Fort Collins and solve challenging community issues. • Optimize the use of technology to drive efficiency and transparency to improve services. • Implement systems and processes that improve services and citizen satisfaction, and that enable the City to achieve Baldrige recognition within the next 5 years.s consistent with the City’s performance excellence journey. • The City strives to meet the needs of the majority of community members. Regulation, stewardship, voter- driven actions and other factors may dictate circumstances in which the City is unable to satisfy some residents and businesses. 7.2 Promote a values-driven organizational culture that reinforces ethical behavior, exercises transparency and maintains the public trust through ethical behavaior and transparency.. • The organization places a strong value on maintaining the public trust and has articulated high expectations regarding ethical behaviortransparencyt. • The City continues to focus on fostering a culture of ethical behavior and in embedding core values into the culture to reinforce accountability. • Balancing the social, economic and environmental health of the community is critical to ensuring long-term sustainability of City services and resident satisfaction. Formatted: Font: (Default) Arial, 12 pt DRAFT 2018 Strategic Plan February 26, 2018 46 • An organization-wide ethics program will clarify expectations regarding specific behaviors, further embed the organization’s core values into the culture, and reinforce accountability. 7.3 Improve core Human Resource systems, develop a total reward system and address workforce planning and career development. Attract, retain, engage , develop and reward a diverse and competitive workforce to meet the needs of the community now and in the future. • Compensation programs, position definitions, organizational structure and performance management systems all play a significant role in employee morale and the organizational culture. Cost of living increases, anticipated retirement of City employees, and projected growth in the regional population increase the challenges in the region and for the City related to talent management. • Improvements in these systems can and will drive improvement in the organizational capability to deliver the outcomes and services of the City Strategic Plan.The City organization has a need to develop diverse talent pools and to increase diversity in its leadership pipeline. • Key systems and processes on which to focus include career architecture, compensation analysis, performance management and career development for potential future leaders.The City relies heavily on a dedicated group of volunteers to assist the workforce in delivering world-class services. Further recognition of the role volunteers play in supporting our workforce can improve service delivery. • A diverse workforce leads to increased innovation, productivity, and creativity. Current gaps within the City organization hinder our ability to fully access the breadth and depth of talent represented by our community members. 7.4 Develop and implement initiatives to achieve safety goals and continue to focus on employee health and wellness. Foster a culture of safety and wellbeing across the City organization. • The City’s safety culture is one of prevention, education, . Integral to that is open communication; building relationships, safety 24/7, coaching each other, speaking up/pausing work when a safety concern has been identified, safety storytelling, and recognition as well as safe design principles and collaborative partnerships with City Wellness. • The City’s Total Recordable Injury Rate (TRIR) and Days Away Restricted or Transferred (DART) case rates historically have been a higher than the average for municipal and private organizations (according to data from the Bureau of Labor Statistics).have improved significantly over the past two years, but significant progress remains necessary to reach world -class levels.Implementing this 3-year plan will improve that performance and result in The City of Fort Collins being the benchmark for other local government agencies. Formatted: Normal, Don't add space between paragraphs of the same style Formatted: Font: (Default) Arial, 12 pt DRAFT 2018 Strategic Plan February 26, 2018 47 • The City recognizes a healthy workforce reduces costs and is an important part of recruiting talent. • The City continues to invest and drive improvements in establishing and maintaining a healthy workforce. 7.5 Broaden methods of public community engagement to reach all segments of the community by givingwith additional consideration to diverse backgrounds, languages and needs. • The City’s Public Engagement Strategic Plan focuses on fostering an engaged citizenry, equipping staff to successfully lead public engagement projects, prioritize inclusivity, and ensureing accountability and excellence in community engagement. • The City actively pursues methods of reaching traditionally hard-to-reach and/or under-served populations, and has also expanded the use of social media and technology. Fort Collins has a diverse mix of residents thatwho desire meaningful engagement, trust and regular communication with their local government. • These efforts supplement more traditional outreach to boards and commissions, the business community, the environmental community and general residents, which will continue.The communication landscape is rapidly changing. Social media use has increased by 21 percent% globally since 2015, meaning the City needs to continue to reimagine community engagement to reach the entire community. Utilize community engagement as a platform for co-creation of innovative solutions and improvements to community need • Support the development of youth leadership programs that provide access to opportunities for youth to engage in community activities that develop future community leaders. 7.6 Enhance the use of performance metrics and benchmark data to assess results and program effectiveness.Leverage data, technology, metrics and benchmarks to guide decisions, and improve results, and enhance service delivery. Optimize OptimizeWhen optimized, tTthe use of technology to drive efficiency and transparency to improve services.enhance evidence-based decision- making. • As large data sets become more readily available for analysis and leveraging, the City needs to evolve its business practices and use of technology to utilize that data to provide improved services to the community. • Significant progress has been made in defining appropriate metrics to track progress and success in achieving the City’s Strategic Outcomes, objectives and departmental goals. Additional work is needed to identify benchmarks, which help to identify world-class performance levels from regional, national, and global comarisons. • Integrating advanced information and Internet of Things technologies to help manage key infrastructure, public health and safety systems can produce better outcomes for residents and businesses. DRAFT 2018 Strategic Plan February 26, 2018 48 7.7 Address long-term funding requirements by diversifying the revenue base and finding new revenue sources.Address revenue requirements to meet known and emerging needs. • Identifying alternate revenue sources, as well as renewal of all or a portion of the current KFCG tax rate, is critical to the delivery of community services and programs.The Keep Fort Collins Great Ttax sunsets in 2020. This tax provides close to $30M million in revenue annually to support services that residents have come to rely on. Continuation of similar funding will be critical to the ongoing delivery of existing service levels. • Various areas across the City lack funding for new, enhanced and replacement capital investments, including transportation infrastructure, transit, Golf, Parks, grade-separated crossings etc. New revenue sources should be identified to support infrastructure investment across the community. 7.8 Optimize the use of City assets through capital improvement planning, preventative maintenance and asset management.Maintain assets to optimize lifecycle cost, and reliability, and accessibility. • As City assets age, renewal and replacement will become moreis critical to maintaining the City’s character and appeal. infrastructure. • Develop tools and systems thatTools and systems whichthat support capacity planning and, capital asset needs, monitor asset life and, condition, and schedule repairs (based on optimal asset lifecycle costs estimates) may improve the effectiveness of asset management.. • An integrated, Citywide view of asset condition and maintenance requirements is needed to ensure capital improvement coordination across the City and optimal maintenance of existing assets. 7.9 Proactively influence policy and legislative development at all levels of government regulation. . • The City plays a critical role in influencing local, state and federal policy that impacts our ability to achieve Key Outcomes. • Proactive influence of other government policy and legislation can help ensure a workable outcome for the City and its residents. • Through the legislative policy agenda and participation in legislative and regulatory stakeholder groups, the City proactively, rather than reactively, influences policy outcomes.Policy decisions at other levels of government result in sometimes burdensome compliance requirements that require additional human capital as well as funding solutions to ensure legal compliance. DRAFT 2018 Strategic Plan February 26, 2018 49 Appendix A: Performance Measures The City of Fort Collins is committed to being a data- driven organization. Using quantifiable data and analysis, the City tracks and measures success in achieving the Key Outcomes and Strategic Objectives defined in this plan. This includes identifying appropriate metrics related to both Key Outcomes and Strategic Objectives, establishing appropriate targets for each of these metrics, tracking the actual performance of each metric over time, and regularly reviewing and discussing the performance. Community Dashboard Historically, the City uses operational and performance metrics. RecentThe City’s focus on tying metrics to specific Outcomes and Objectives began in 2013. Staff, working with City Council, developed aour Community Dashboard where each of the seven Outcome Areas has four to seven performance metrics that track, at a high level, the City’s progress in achieving the desired Outcome. Every measure on the dashboard is measured against a target. The Community Dashboard is updated quarterly and can be found online at fcgov.com/dashboard. Results Community Dashboard as of Q4 20175 Formatted: Font: 14 pt, Bold DRAFT 2018 Strategic Plan February 26, 2018 50 Neighborhood Livability and Social Health DRAFT 2018 Strategic Plan February 26, 2018 51 Culture and Recreation DRAFT 2018 Strategic Plan February 26, 2018 52 Economic Health DRAFT 2018 Strategic Plan February 26, 2018 53 Environmental Health DRAFT 2018 Strategic Plan February 26, 2018 54 Safe Community Transportation DRAFT 2018 Strategic Plan February 26, 2018 55 High Performing Government DRAFT 2018 Strategic Plan February 26, 2018 56 Strategic Objective Metrics (Strategy Maps) To further enhance the use of metrics, Strategy Maps have been created that tie specific metrics to each of the Strategic Objectives within the City’s Strategic Plan. This is an executive management tool whichthat is used to track organizational performance. It provides insight into the City’s progress of achieving the Strategic Objectives, which will then help achieve the Outcomes. Where possible, three to four metrics have been assigned to each Strategic Objective; these metrics are treated similarly to the Community Dashboard metrics. This includes identifying appropriate metrics related to both Key Outcomes and Strategic Objectives, establishing appropriate targets for each of these metrics, tracking the actual performance of each metric over time, and regularly reviewing and discussing the performance. The metrics associated with each strategic objective may change over time as individual metrics are improved or replaced with more meaningful ones. Executive -level reviews occur monthly in meetings with the entire executive team where the progress on the metrics is discussed. Underperforming metrics require action plans that indicate organizational efforts to improve the performance of those metrics. Please note the strategic objective #’s below will change in the final document Formatted: Justified, Space After: 0 pt, Line spacing: DRAFT 2018 Strategic Plan February 26, 2018 57 2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics 1.1 Improve access to quality housing that is affordable to a broad range of income levels NLSH 3. Affordable Housing Inventory NLSH 4. Fort Collins' Housing Opportunity Index (HOI) compared to western states region HOI 1.2 Collaborate with other agencies to address homelessness, poverty issues and other identified high priority human service needs NLSH 39. Winter Point in Time Count of Homeless Population NLSH 84. Human Service Funding Portfolio NLSH 85. Human Service Client Impact 1.3 Co-create a more inclusive and equitable community that embraces and celebrates diversity NLSH 81. Boards and Commissions Diversity Index NLSH 61. % of citizens responding very good/good - Fort Collins as a place of community acceptance of all people 1.4 Protect and preserve the quality of life in neighborhoods NLSH 1. Voluntary Code Compliance NLSH 2. Response Time to Graffiti Removal NLSH 64. % of citizens responding very good/good - Your neighborhood as a place to live TRAN 37. Average Speed on Neighborhood Streets 1.5 Guide development through community planning, historic preservation and efficient development review Metrics still being evaluated: NEW: # of landmarked properties or districts (Tom Leeson) NEW: # of building permits (Tom Leeson) NEW: % of Development Review applications completed within TBD 1.6 Foster positive and respectful neighbor relationships and open communication Metrics still being evaluated: NEW: # of participants in Restorative Justice NEW: % of mediation cases with agreeable resolutions compared to total NEW: # of neighborhhood participating in the Neighborhoon Connections Program NEW: # of graduates from the Neighborhood Leadership Program 1.7 Improve accessibility to City and community programs and services to low and moderate income populations NLSH 37. Rebate Program Participation CR 93. Recreation Programs - Cumulative number of scans for low-income reduced fee passes CR 94. Recreation Programs - Cumulative number of activity enrollments for low- 1.8 Evaluate the possible future annexation of the Mulberry Corridor No metrics identified Neighborhood Livability and Social Health 2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics 2.1 Develop recreational and cultural programs with pricing and marketing strategies that drive value, attendance and cost recovery CR 1. Recreation Programs - Total Cumulative Participation CR 5. Golf Courses - Total Cumulative Participation CR 87. Trained Observer Program – Percentage Of Cemetery Ratings With No Problems CR 95. Recreation participant survey satisfaction DRAFT 2018 Strategic Plan February 26, 2018 58 2.2 Plan, design, implement and maintain the City's parks and trails systems CR 7. Paved Trails - Cumulative Number of Visits CR 23. Trained Observer Program – % of Parks and Rec Fac Grounds Ratings With No Problems CR 62. Miles of Trail/10,000 Population CR 67. % of citizens responding very good/good quality of - Recreational trails CR 97. Trained Observer Program – Percentage Of Trail Ratings With No Problems 2.3 Provide enhanced opportunities for arts and culture throughout the City CR 2. Lincoln Center - Total Cumulative Participation CR 3. Museum of Discovery - Total Cumulative Participation CR 63. % of citizens responding very good/good - Quality of arts and cultural opportunities in Fort Collins NEW - # of public art projects in process or completed 2.4 Protect the health and longevity of the tree canopy CR 15. Pruning Frequency by Year < 18-inches in Diameter CR 22. Pruning Frequency by Year > 18-inches in Diameter Metrics still being evaluated: NEW - Ratio of treated trees (or shadow planted) vs. # that die (Ralph Zendt) NEW - look into metrics used by Tree City USA 2.5 Expand the Natural Areas land portfolio while simultaneously maintaining existing lands and access to nature. ENV 98. % of citizens responding very good/good quality of - Natural areas and open space ENV 130. Natural Areas - Land Conservation - Acres per Capita CR 6. Natural Areas Programs - Cumulative Participation per Capita (change target) 2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics 3.1 Facilitate the organization of an effective regional economic development group Metrics still being evaluated: 1) # of new businesses brought in by group 2) $$ brought into the region by group 3) # of members representing the region at the national scale 3.2 Maintain and grow diverse employment opportunities ECON 5. Local Unemployment Rate Metrics still being evaluated: 1) Regional or sectoral job growth by industry or sector 2) Wage level at or above a certain regional threshold 3) # of jobs in targeted sectors 4) Percentage of Occupations in danger of surpluses or shortfalls 5) % satisfaction from business survey from the questions, "The job Fort Collins does at supporting or creating new jobs" or "Employment Opportunities" 3.3 Enhance business engagement to address existing and emerging business needs. Metrics still being evaluated: 1) Continue index average of four business survey questions from previous strategy map metrics 2) % satisfaction from business survey of "Fort Collins as a place to do business" New: Point in time satisfaction surveys Follow up with CPIO re: metrics from the Business Engagement Team 3.4 Foster infill and redevelopment that enhances the community Metrics still being evaluated: 1) ratio of brown to green field value DRAFT 2018 Strategic Plan February 26, 2018 59 3.6 Invest in utility infrastructure aligned with community development Metrics still being evaluated 3.7 Deploy reliable, high-speed internet services throughout the community Metrics still being evaluated: 1) average cost of fiber laid 2) % Market Share 3) Average internet speed or reliability 3.8 Secure a quiet zone along the Mason Corridor to reduce train noise None identified 2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics 4.1 Achieve Climate Action Plan (CAP) 2020 goals and continue progress toward the 2030 goals ENV 9. Percent decrease in community Greenhouse Gas (GHG) emissions from 2005 baseline ENV 6. Percent decrease in municipal Greenhouse Gas (GHG) Emissions from 2005 baseline ENV 3. Community Energy Use ENV 13. Cumulative number of people receiving sustainability education TRAN 65. % Commute Mode Share 4.2 Provide a reliable, high-quality water supply ENV 22. Turbidity of City drinking water ENV 27. Water quality complaints per 1,000 customers ENV 32. Annual water demand as percent of firm yield ENV 104. Overall Water Conservation Program Effectiveness ENV 101. Water efficiency plan annual targets and actual use SAFE 8. Drinking Water Compliance Rate (% Days) Metrics still being evaluated: 1) # Hydrants that meet fire code 2) # of water main breaks per 100 miles of pipe 4.3 Improve indoor and outdoor air quality ENV 16. Number of homes assessed for Healthy Homes ENV 4. Outdoor Air Quality Index (AQI) - Ozone ENV 5. Outdoor Air Quality Index (AQI) - Fine Particulate Matter 2.5 microns (PM 2.5) ENV 131. Indoor Air Quality: Number of Indoor Radon Tests 4.4 Achieve 2020 Energy Policy goals and work toward long-term net zero energy ENV 26. Community Percentage of Renewable Energy ENV 23. Annual energy efficiency and conservation program savings (% of community electricity use) HPG 106. Consumer Product Utility Rebates ENV 3. Community Energy Use 4.5 Achieve the 2020 Road to Zero Waste goals and work toward 2030 zero waste goals ENV 10. Community solid waste diversion rate ENV 12. Tons of community recycled or composted materials, including cardboard ENV 7. Community per capita per day of solid waste generation NEW: A metric on the Integrated Recycling Facility 4.6 Develop strategies to improve the community's climate resiliency NLSH 27. Drinking Water Storage Availability 4.7 Continually improve environmental regulatory performance ENV 128. Number of New Recorded Environmental Compliance Violations ENV 129. Number of New Identified Deficiencies Requiring Corrective Action SAFE 8. Drinking Water Compliance Rate (% Days) ENV 1. Wastewater Treatment Effectiveness Rate (%) DRAFT 2018 Strategic Plan February 26, 2018 60 2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics 5.1 Improve community involvement, education and regional partnerships to increase the level of public trust and keep our community safe. TRAN 39. Safe Routes to School Overall Student Participation SAFE 30. % of citizens responding very good/good - Fort Collins as a safe place to live Metrics still being evaluated: 1) NEW: Volunteers for Police Community Programs OR a metric about educational programs 2) NEW: % of positive interactions Natural Areas and Parks Rangers have with residents and visitors 5.2 Meet the expected level of core and specialized services as the community grows SAFE 1. Percent of Time Police Priority 1 Calls Responded to Within 5 Minutes 30 Seconds SAFE 89. Part 1 Crimes in Fort Collins (per 1,000 population) Metrics still being evaluated: 1) NEW: A measure to evaluate the effectiveness of our communications 2) NEW: Metric on the % of time patrol officers are working on their core duties compared to specialized services 5.3 Partner with Poudre Fire Authority to provide high-quality fire prevention, community risk reduction and emergency response services SAFE 3. Percent of Time PFA intercedes prior to Flashover SAFE 44. % of citizens responding very good/good quality of - Fire services overall in Fort Collins SAFE 90. Percent of Time PFA Fire Personnel are on Scene Within 6 Minutes 20 Seconds in the Urban Area NEW: Compliance with fire inspections 5.4 Improve emergency management and preparedness SAFE 41. % of citizens responding very good/good quality of - emergency preparedness in Fort Collins SAFE 81. Compliance with National and State standards for Emergency Preparedness SAFE 91. % of City departments that have current emergency preparedness/response plans SAFE 86. CRS (Community Rating System) Rating for floods NEW: % of businesses with continuity plans 5.5 Address water, wastewater and stormwater infrastructure needs for the protection of people, property and the environment SAFE 87. # of structures in the flood plain NEW: # of fire hydrants that do not meet fire code NEW: Miles of wastewter pipe that exceed capacity or have a condition of "Severe" 5.6 Optimize the use of data and technology to improve service, protect mission-critical infrastructure and enhance cybersecurity effectiveness HPG 26. Internet availability HPG 27. Server availability (supporting 390 servers) SAFE 92. Effectiveness of Cybersecurity Awareness Training 5.7 Reduce incidents of, and impacts from, disruptive behavior of the transient population Metrics still being evaluated: 1) NEW: % of patrol assigned to directive patrols (transients) DRAFT 2018 Strategic Plan February 26, 2018 61 6.2 Manage traffic congestion and improve high priority intersections TRAN 65. % Commute Mode Share TRAN 28. Average Travel Speeds/Times on Arterial Streets TRAN 44. % of citizens responding very good/good - Ease of driving in Fort Collins Metric still being evaluated: 1) Travel Reliability metric 6.3 Improve transit availability and grow ridership TRAN 1. Transfort Fixed Route Passengers per Revenue Hour TRAN 2. Cumulative Transfort Fixed Route Ridership (in thousands) TRAN 45. % of citizens responding very good/good - Ease of traveling by public transportation in Fort Collins TRAN 67. % of Bus Stops that are ADA Accessible 6.4 Support, enhance and accelerate the I-25 expansion None yet identified; we talked about 1) amount of funding by various sources relative to the target cost and 2) project progress toward a target completion date 6.5 Improve aging and/or missing transportation infrastructure that serves Fort Collins TRAN 64. Percent Arterial Bike Network Crossings Completed TRAN 62. Sidewalk Network (also linked to TRAN SO 6.1) NLSH 26. Square Footage of Medians Renovated 6.6 Maintain the current level of service for City streets, medians and associated infrastructure TRAN 18. Pothole response time TRAN 3. Cumulative Lane Miles of Roadway Pavement Improved CR 98. Trained Observer Program – Percentage of Medians Ratings With No Problems 6.7 Address parking needs Downtown, along the MAX corridor and in residential neighborhoods TRAN 66. MAX Parking Space Utilization NLSH 82. RP3 Program - # of Properties and Citations NLSH 83. RP3 Permits Issued 2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics 7.1 Provide world-class municipal services to residents and businesses HPG 3. Average Response Time of Cases Submitted to Access Fort Collins HPG 32. Customer Satisfaction - Overall HPG 69. % of citizens responding very good/good to the City's performance in - Efficient operation of programs and services HPG 70. % of citizens responding very good/good to the City's performance in - Encouraging sustainability in the community 7.2 Promote a values-driven organizational culture that maintains the public trust through ethical behavaior and transparency HPG 71. % of citizens responding very good/good to the City's performance in - Overall direction of the City HPG 156. Monthly Active Users (fcgov.com) HPG 157. Ethics Index Metrics still being evaluated: 1) NEW: A Core 34 Index metric 2) NEW: # of touches of operational datasets on Open Gov 7.3 Attract, retain, engage, develop and reward a diverse and competitive workforce to meet the needs of the community now and in the future HPG 6. City Employee Cumulative Turnover Rate HPG 24. Number of Citywide Volunteer Hours HPG 25. Number of Citywide Volunteers (ELT Priority) Note: HPG 24 and 25 might be able to be combined DRAFT 2018 Strategic Plan February 26, 2018 62 7.5 Broaden methods of community engagement with additional consideration to diverse backgrounds, languages and needs HPG 213. Utilities Affordability Portfolio Direct Assistance HPG 66. % of citizens responding very good/good to the City's performance in - Welcoming citizen involvement HPG 81. % of citizens responding very good/good on the City's performance in informing citizens HPG 155. Social Media Combined Audience Metric still being evaluated: NEW: an "Our City" metric 7.6 Leverage data, technology, metrics and benchmarks to guide decisions, improve results, and enhance service delivery HPG 26. Internet availability HPG 27. Server availability (supporting 390 servers) NEW: # of FC Lean projects by Service Area NEW: # of Strategy Map metrics with benchmarks NEW: # of completed Program Evaluation projects 7.7 Address revenue requirements to meet known and emerging needs HPG 1. Actual Cumulative Revenue Compared to Budget ($ millions) HPG 158. Grant funding success rate on applications Citywide 7.8 Maintain assets to optimize lifecycle cost, reliability and accessibility HPG 122. # of City buildings assessed/entered into IP Gateway Metrics still being evaluated: 1) NEW: $ spent on maintenance as a % of asset depreciation. Could be separate metrics for Utilities, Fleet, Facilities 2) NEW: a metric on lifecycle costs 3) NEW: Ratio of planned vs. unplanned maintenance 7.9 Proactively influence policy and legislative development at all levels Metric still being evaluated DRAFT 2018 Strategic Plan February 26, 2018 63 Appendix B: Long-Term Financial Plan Objectives: 1) Address long-term financial issues in the strategic plan. 2) Highlight potential challenges and aid in long-term (more than 10 years) philosophical decision-making on strategies. Executive Summary: The City enjoys a strong economic base as a result of diverse employment, CSU and its associated research, and the attractiveness and desirability of the region. The City of Fort Collins maintains an Aaa Moody’s credit rating (which ranks in the top 3 percent), and more than $2200M in reserves (excluding Enterprise Funds) due to prudent fiscal policies, low debt and conservative management over of its approximatelye $500M budget. The City’s revenue growth has been strong since 2010 with building and business investment driving significant increases. The long-term financial forecast uses the most likely estimates and does not include outlier impacts such as floods, natural disasters, recession,s or other rare occurrences. In the unfortunate event one of these circumstances occurs, drastic measures may need to be taken that are not incorporated into the following financial forecasts. The model includes the following primary revenue and expense drivers: Primary Revenue Drivers • Sales and Use Tax – Sales Tax revenue growth of 2.83.2 percent based on taxable sales historical average; Use Tax revenue growth of 3.6 percent based on last 105 year averages • Property Tax -– tied to Consumer Price Index (CPI), growth currently calculated at 2.78 percent • Capital Grants – project-specific and difficult to forecast, tied to CPI at 2.78 percent • Shared Revenues – County and State distributions, compound annual growth rate (CAGR) for majority of 2000s was 1.156 percent • Cultural, Park, Recreation and Natural Areas Fees – 14-year historical rate of 3.3 26 percent Primary Expense Drivers • Salaries and Wages – Highly correlates to taxable sales; growth of 2.83.2 percent • Benefits – 5.0 percent growth takes into account 8.35 percent growth rate specifically on Healthcare, as well as growing number of employees and general inflationis combination of staff size and healthcare costs • Professional and Technical – Highly correlates to population; growth of 2.3 percent • Repair and Maintenance Services – 4.0 percent average for 2000s for most of accounts DRAFT 2018 Strategic Plan February 26, 2018 64 • Infrastructure --– 2.84.2 percent growth rate tied to sales and use taxproxy for average of 2000s The baseline scenario for “All Funds” (excluding Utilities) in the City indicates healthy financials through 2020 at existing service levels and using existing revenue sources. The Keep Fort Collins Great (KFCG) tax supplies a 0.85 percent tax revenue source, which accounted for $286M of revenue in 20165. Renewal of this tax through 2025 enables near equilibrium in projected revenue and expenses with any shortfall kept to a minimum and very manageable. KFCG is scheduled to expire at the end of 2020, eliminating $32M of funding beginning in 2021. This impact would require extensive reductions in expenditures and service levels. Even with such reductions, the resulting financials would still yield a $10M shortfall in 2025, which may still be manageable at only 2.7 percent of total spend, but would result in reduced service levels. Reserves would be used throughout the next decade in this scenario to accommodate the expenditure rate and forcing re-prioritization of future expenditures., forcing a reduction from the current level of $207M to $161M in 2025. DRAFT 2018 Strategic Plan February 26, 2018 65 KFCG expiration or renewal will have the single biggest effect on the City’s future financials. Transit and Transportation funds have similar forecasts and issues. Both will run deficits in future years due to their personnel-heavy expense structure. Healthcare Bbenefits costs are expected to grow at 8.5 percent, due in large part to increasing health care costs. The Transportation Fund will need to use its reserves to offset the increasing disparity between revenue and expenses. The Transit deficit could be exacerbated by increasing demands for higher service levels. DRAFT 2018 Strategic Plan February 26, 2018 66 DRAFT 2018 Strategic Plan February 26, 2018 67 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. DRAFT 2018 Strategic Plan February 26, 2018 68 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 DRAFT 2018 Strategic Plan February 26, 2018 69 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. DRAFT 2018 Strategic Plan February 26, 2018 70 PDCA - Plan, Do, Check, Act: This is a continuous process improvement methodology PDT - Planning, Development and Transportation: One of the largest Service Areas in the City of Fort Collins, PDT includes the following departments: Community Development and Neighborhood Services, Engineering, Traffic Operations, Transfort (Transit), Parking Services, Streets, and FC Moves (Transportation Planning). PFA - Poudre Fire Authority Place-making: A decision making approach intended to preserve and enhance a vibrant community by optimizing its economy, environment, and social values. Plan Fort Collins: The City’s comprehensive community planning process that developed City Plan. Performance Measure: Measurement that reflects the service that is being provided and permits objective evaluation of the service program. Plan Elements: Existing plan elements and other related documents that are incorporated into City Plan. Poverty Rate: 19% is the poverty rate for Fort Collins from the 2010 US Census. This includes CSU and Front Range Community College student populations. Data is not collected to eliminate those student populations. Excluding 18-24 year olds in the Fort Collins data reduces the local poverty rate to 10.3%, but that excludes a larger number of people than just the student populations. Q14 - Employee Engagement Survey: Includes 14 questions; asked of all employees twice per year. Quality Measure: The mathematical expression of how well the service, product or activity was delivered, based on characteristics important to the customers. RAF - Recordable Accident Frequency Result: The effect desired for the public, expressed as broad statements (also an outcomes). RFRs - Request for Results: Key input to the BFO process; developed by Results Teams to solicit Offers from departments to provide services to accomplish results that matter to residents. SAIDI - Electric System Average Interruption Duration Index SARs - Service Area Requests Sense of Place: those characteristics that make an area special or unique as well as those that foster an authentic feeling of attachment or belonging. Sustainability Assessment Tool: A data driven tool for evaluating the impact of actions on the economy, environment and society. DRAFT 2018 Strategic Plan February 26, 2018 71 SIT - Strategic Issues Team: A management team which includes all members of ELT plus other senior managers and internal service managers; meets monthly to provide input to ELT and transmit information to other staff. Strategic Outcomes: A result. The effect that citizens want as a result of government programs and activities (e.g., safety is the result or outcome that citizens want from police and fire programs or activities). There are seven key outcomes that make up the City of Fort Collins strategic planning and budgeting processes. Strategic Objectives (SO): Fundamental issues the City must address. They give direction for accomplishing the mission, contain meaningful planning challenges, and result from organizational input analysis. SP - Strategic Plan: Based on identification and analysis of: (a) organizational inputs- such as emerging trends and issues; financial information; and workforce trends; (b) citizen survey and input information-which included extensive community outreach and the 2013 Citizen Survey; and (c) Council priorities and input. It is linked to the City Plan and the Council adopted master plans. SPP - Strategic Planning Process TBL - Triple Bottom Line: Triple Bottom Line analysis is a concept intended to take into consideration the social, economic and environmental aspects of any project, procedure or purchase. Transportation Master Plan: Long term vision document that defines the long term multimodal system that Fort Collins desires in the future, and serves as a comprehensive reference guide regarding transportation issues. URA - Urban Renewal Authority: The Urban Renewal Authority is in place to identify and revitalize areas of the city deemed blighted and provide a funding mechanism to encourage redevelopment. 1 2018 STRATEGIC PLAN REVIEW March 3, 2018 Attachment #3 2 • Process Summary • Council Priorities • Community Input Highlights & Themes • Strategic Plan & Outcome Review Agenda Big Picture 3 2019 2020 BFO Programs & Initiatives 2018 Strategic Plan Provides Guidance to 2019/2020 BFO Programs & Initiative PLANNING ACTIVITY EXECUTION ACTIVITY 2016 Strategic Plan 5 Yr. View BFO 2017/2018 ELECTIONS On Board 2015 2016 2017 2018 2015 Budget 2016 Budget 2017 2018 BFO Programs & Initiatives BFO Programs & Initiatives 2018 Strategic Plan 5 Yr. View BFO 2019-20 On Board ELECTIONS 2019 2020 Issues Based Strategic Planning 4 STRATEGIC WORK & ANALYSIS – ISSUES BASED PROCESS: STRATEGIC PLAN (5 YEAR HORIZON): • Implications, Conclusions, Challenges, Advantages, Priorities • Define Issues to be addressed in Strategic Objectives • Outcomes – highest level focus areas • Strategic Objectives – 6-10 per Outcome, helps achieve the Outcome • Metrics – tied to Strategic Objectives ENVIRONMENTAL SCAN STRATEGIC PLAN DRIVEN BY COMMUNITY, COUNCIL AND STAFF INPUT & PRIORITIES Community Input & Priorities • Community Survey • Focus Groups/Outreach • Boards & Commissions • Community Priorities Council Input & Priorities • Community Concerns • Retreat Priorities Organizational Scan • City Plan & Master Plans • Economics & Financials • Emerging Trends / Issues • Infrastructure Issues • Workforce trends • Metrics 5 • Process Summary • Council Priorities • Community Input Highlights & Themes • Strategic Plan & Outcome Review Agenda 6 Council Priorities Economic Health Strategic Objective • Strategic Thinking on Fees 7.7 • Continue I-25 Buildout 6.4 • Business Retention/Expansion 3.3 • Workforce 3.2 • Small Business Visibility 3.3 • Innovation / City as a Platform V/M/V • Broadband 3.7 • Smart City 7.6 Culture & Recreation Strategic Objective • Arts, Culture & Museum Integration 2.3 7 Council Priorities Environmental Health Strategic Objective • Air Quality – Outdoor Burning 4.3 • Air Quality – Ozone 4.3 • Air Quality – Radon 4.3 • Prescription Drug Takeback 5.1 • PRPA – Integrated Resource Plan 4.4 • PRPA – 100% Renewable 4.4 • PRPA – Waste to Energy 4.5 • Climate Action Plan 4.1 Neighborhood Strategic Objective Livability & Social Health • Residential & CSU Parking 6.7 • Discussion the use Hughes Policy • Short Term Rental Policy • Efficiency Programs Low Income 1.7 • Behavioral Health 1.2 • Smoking in Old Town Policy • Landbank Ownership 1.1 8 Council Priorities Transportation Strategic Objective & Mobility • County/City Building Infrastructure 6.5 • Sidewalk Program 6.5 • North College Bus Transit 6.3 Safe Strategic Objective • Expand Community Policing 5.2 • Community Trust in Policing 5.1 High Performing Strategic Objective Government • Reprioritize City Plan 1.5 • Reimagine Community Engagement 7.5 9 • Process Summary • Council Priorities • Community Input Highlights & Themes • Strategic Plan & Outcome Review Agenda 10 Community Input Process • Statistically valid • 762 responses • Overall quality of City services high • Areas of concern - housing affordability; traffic Community Survey • 20 groups • General (Drake Farmers Market, Board & Commissions) • Specific focus (Business, low-income, Latino, sustainability groups, youth, seniors, etc. . . ) Roadshows • OurCity platform • Social media Online • More than 1,000 total interactions 11 Community Input Highlights & Themes 1.1 Improve access to a broad range of quality housing that is safe, accessible and affordable. 2.1 Improve the community’s sense of place with a high value on natural areas, culture, recreation and park systems. 5.1 Improve community involvement, education and regional partnership to make our community safer and stronger. 6.1 Improve safety for all modes of travel including vehicular, pedestrian and bicycle. 6.2 Improve traffic flow to benefit both individuals and the business community. 2018 Community Outreach - Quantitative Top 5 Strategic Objectives from 2016 to Preserve Community Input Highlights & Themes 12 2018 Community Outreach - Qualitative Top 4 Themes Affordable Housing Multimodal and Public Transit Development Controlled and Planned Growth Environmental Sustainability 13 Community Input Highlights & Themes 2018 Community Outreach - Qualitative Recurring Sub-themes and Important Notes Around Themes • Mental health support • Safety, trust building and transparency with police • Appreciative of public engagement efforts and wanting more • Businesses want more outreach/representation • Focus on core government services • Transient and homeless comments asked for support and services as well saying it was an issue • Jobs development for varying abilities 14 Community Input Highlights & Themes 2018 Community Outreach - Qualitative Recurring Sub-themes and Important Notes Around Themes • Keep look and feel of community and develop well-planned growth • Incorporate/consider the varying needs of different populations such as people with disabilities, students, young professionals, the elderly, etc. • Safety applied to not only feelings of safety but traffic lights and traffic around schools • Support for reliable, high-speed Internet and dependable utilities • Environmental comments focused on preservation and access to open space and natural areas • Water protection and air quality 15 • Process Summary • Council Priorities • Community Input Highlights & Themes • Strategic Plan & Outcome Review Agenda Process Improvements 16 • Strategic Objectives (SO) more specific and less aspirational • Context bullet points focused on the “What/Why” verses the “How” • Outcome Teams (ELT & Department Heads) • Reviewed & modified proposed SO • Developed metrics specific to the SO • In BFO – each offer will tie to a primary SO & it’s metrics Need picture Strategic Plan Introduction 17 • Strategy reflects priorities over the next 5 years – guides decisions on what to fund • Added details on Baldrige, Broadband, updated values, advantages & challenges • Retained • Economic, Environmental & Social factors • Partnerships are critical to achieving many objectives • Updated major themes and areas of focus • Affordable Housing • Multimodal and Public Transit Development • Environmental Sustainability • Improve Traffic Flow 18 1.1 Improve access to quality housing that is affordable to a broad range of income levels 1.2 Collaborate with other agencies to address homelessness, poverty issues and other identified high priority human service needs 1.3 Co-create a more inclusive and equitable community that embraces and celebrates diversity 1.4 Protect and preserve the quality of life in neighborhoods 1.5 Guide development through community planning, historic preservation and efficient development review 1.6 Foster positive and respectful neighbor relationships and open communication 1.7 Improve accessibility to City and community programs and services to low and moderate income populations 1.8 Evaluate the possible future annexation of the Mulberry Corridor Strategic Outcome: Neighborhood Livability & Social Health 19 Strategic Outcome: Culture & Recreation 2.1 Develop recreational and cultural programs with pricing and marketing strategies that drive value, attendance and cost recovery 2.2 Plan, design, implement and maintain the City's parks and trails systems 2.3 Provide enhanced opportunities for arts and culture throughout the City 2.4 Protect the health and longevity of the tree canopy 2.5 Expand the Natural Areas land portfolio while simultaneously maintaining existing lands and access to nature. Strategic Outcome: Economic Health 20 3.1 Facilitate the organization of an effective regional economic development group 3.2 Maintain and grow diverse employment opportunities 3.3 Enhance business engagement to address existing and emerging business needs. 3.4 Foster infill and redevelopment that enhances the community 3.5 Maintain utility systems, services, infrastructure and predictable rates 3.6 Invest in utility infrastructure aligned with community development 3.7 Deploy reliable, high-speed internet services throughout the community 3.8 Secure a quiet zone along the Mason Corridor to reduce train noise Key Strategic Outcome: Environmental Health 21 4.1 Achieve Climate Action Plan (CAP) 2020 goals and continue progress toward the 2030 goals 4.2 Provide a reliable, high-quality water supply 4.3 Improve indoor and outdoor air quality 4.4 Achieve 2020 Energy Policy goals and work toward long-term net zero energy 4.5 Achieve the 2020 Road to Zero Waste goals and work toward 2030 zero waste goals 4.6 Develop strategies to improve the community's climate resiliency 4.7 Continually improve environmental regulatory performance 4.8 Protect and enhance natural resources on City- owned properties and throughout the community 4.9 Sustain and improve the health of the Poudre River and its tributaries Strategic Outcome: Safe Community 22 5.1 Improve community involvement, education and regional partnerships to increase the level of public trust and keep our community safe. 5.2 Meet the expected level of core and specialized services as the community grows 5.3 Partner with Poudre Fire Authority to provide high-quality fire prevention, community risk reduction and emergency response services 5.4 Improve emergency management and preparedness 5.5 Address water, wastewater and stormwater infrastructure needs for the protection of people, property and the environment 5.6 Optimize the use of data and technology to improve service, protect mission-critical infrastructure and enhance cybersecurity effectiveness 5.7 Reduce incidents of, and impacts from, disruptive behavior of the transient population 5.8 Improve security at City facilities and properties Strategic Outcome: Transportation 23 6.1 Improve safety for all modes of travel 6.2 Manage traffic congestion and improve high priority intersections 6.3 Improve transit availability and grow ridership 6.4 Support, enhance and accelerate the I-25 expansion 6.5 Improve aging and/or missing transportation infrastructure that serves Fort Collins 6.6 Maintain the current level of service for City streets, medians and associated infrastructure 6.7 Address parking needs Downtown, along the MAX corridor and in residential neighborhoods Strategic Outcome: High Performing Government 24 7.1 Provide world-class municipal services to residents and businesses 7.2 Promote a values-driven organizational culture that maintains the public trust through ethical behavaior and transparency 7.3 Attract, retain, engage, develop and reward a diverse and competitive workforce to meet the needs of the community now and in the future 7.4 Foster a culture of safety and wellbeing across the City organization 7.5 Broaden methods of community engagement with additional consideration to diverse backgrounds, languages and needs 7.6 Leverage data, technology, metrics and benchmarks to guide decisions, improve results, and enhance service delivery 7.7 Address revenue requirements to meet known and emerging needs 7.8 Maintain assets to optimize lifecycle cost, reliability and accessibility 7.9 Proactively influence policy and legislative development at all levels Metrics 25 • Metrics for each Strategic Objective were developed by Outcome Team • Discussed centered on what metrics would indicate success achieving the Objective • Metrics by Objective are included in Appendix A of the draft 2018 Strategic Plan • Example below: 6.1 Improve safety for all modes of travel including vehicular, pedestrian and bicycle • Safe 27 – Voluntary speed compliance (Monthly) • Safe 6 – Number of Injury/Fatal crashes • Trans 63 – Number of people trained on vehicle, bicycle, and pedestrian safety • Tran 62 - Sidewalk network 6.2 Improve traffic flow to benefit both individuals & the business community • Tran 65 - % Commute mode share • Tran 28 - Average travel speeds/times on arterial streets • Tran 44 - % of citizens responding very good/good – ease of driving in Fort Collins Theme Discussion 26 1.2 Collaborate with other agencies to address homelessness, poverty issues and other identified high priority human service needs 5.7 Reduce incidents of, and impacts from, disruptive behavior of the transient population 1.8 Evaluate the possible future annexation of the Mulberry Corridor 5.2 Meet the expected level of core and specialized services as the community grows 3.1 Facilitate the organization of an effective regional economic development group 1.3 Co-create a more inclusive and equitable community that embraces and celebrates diversity Next Steps 27 • Finalize draft per Council input • Share draft with staff March xx to support BFO offer creation • Council adoption of 2018 Strategic Plan April 17th • August 14th Work Session – 2017/18 Results, 2019/20 Metrics 28 Back-Up Process - How it Worked 29 OWNER ACTIVITY CPIO • Citizen Survey results • Citizen engagement – non traditional groups • Boards & Commission meetings RESUL TS TOP PRIORITIES: • Affordable Housing • Multimodal & Public Transit • Controlled & Planned Growth City Staff • Internal assessment by department • Documented issues implications Matrix by Outcome of issues & challenges Strategy Core Team • Reviewed all data – developed issues matrix • Confirmed Council Priorities incorporated • Outcome & Objective draft write-up Draft Strategic Plan • Intro Section • Strategic Objectives & context bullets Steering Team • Detailed review & edits – outcomes, objectives, metrics • Alignment of critical issues to be addressed • Missing issues, are issues characterized correctly • Do metrics make sense Draft Strategic Plan for Council Review March 3rd Outcome Teams • Reviewed / modified proposed strategic objectives • Identified metrics for each strategic objective Updated Draft Strategic Plan • Strategic Objectives • Metrics assign to each SO • Enviro Sustainability • Traffic 1 PROGRESS KEY 25% 50% 75% 100% December - 2017 CITY COUNCIL INITIATIVE DASHBOARD The purpose of this dashboard is to track the progress of priorities established during the May 2017 Council retreat. It will be updated quarterly and included in packets to guide the scheduling of items on the 6-month planning calendar. Last Updated: December 31, 2017 Next Major Update: March, 2018 PROGRESS COUNCIL RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN ECONOMIC HEALTH ECONOMIC HEALTH FOCUS - Strategic Thinking about Fees Purpose: Improve community understanding of why we have fees, how they are used, how they are calculated, and what alternatives to fees exist Outcomes: • Be more strategic with fees • Work team position paper • Less contention on how/when fees are updated, inputs to be included, ultimate fee recommendations Financial Services Next Council Action: No regular meetings or work sessions scheduled at this time Other Info: • Work team formed and met every two weeks Sep – early Nov • Effort expected to take 6-9 months to discuss all fees • Utilities & PDT working to update remaining utility & development fees • Project temporarily on hold due to staff turnover; Anticipate restart early Q2 2018 ECONOMIC HEALTH FOCUS - Continue focus on I-25 buildout Purpose: Work with CDOT and regional partners to fund I-25 lane expansion from Fort Collins to Denver Outcomes: • Establish a funding source and timeframe for completion Planning, Development, and Transportation Next Council Action: January 2 Council meeting to review CDOT IGA Other Info: • Phase 1 has been 2 PROGRESS KEY 25% 50% 75% 100% December - 2017 CITY COUNCIL INITIATIVE DASHBOARD PROGRESS COUNCIL RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN ECONOMIC HEALTH FOCUS - Business Retention & Expansion (BRE) Purpose: Enhance the ability of businesses to succeed Outcomes: • Engage with the business community to understand current barriers and challenges to success • Identify and coordinate resources that support existing businesses in the city • Maintain a mix of land uses that support the retention and expansion of businesses Sustainability Services Next Council Action: No regular meetings or work sessions scheduled at this time Other Info: • 2017 year in review memo presented to Council by 1/31/18 • 2017 Annual Update memo on BRE activity in Q1 • Update to Business Engagement Action Plan (BEAP) draft document anticipated Q1 2018 • Several focus groups targeting specific industries underway • On-going engagement in City Plan update with a focus on employment and industrial land supply and suitability ECONOMIC HEALTH FOCUS - Workforce Purpose: Address employer talent needs and diversify employment opportunities for residents Outcomes: • Close the skills gap and increase career pathways in the community • Create alignment between employers, partners, and educational institutions regarding current and future workforce needs • Strengthen systems for regional collaboration - specifically related 3 PROGRESS KEY 25% 50% 75% 100% December - 2017 CITY COUNCIL INITIATIVE DASHBOARD PROGRESS COUNCIL RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN CONNECTED SMART CITY - Innovation / City as a platform Purpose: Encourage an economic ecosystem that fosters the development of new and creative industry Outcomes: • Retain, develop, and recruit entrepreneurs and cutting-edge companies • Develop and support infrastructure that encourages entrepreneurism and innovation • Enhance economic diversification by supporting industry clusters Sustainability Services Next Council Action: No regular meetings or work sessions scheduled at this time Other Info: • Leverage cluster funding to address barriers within specific industries ($200,000 in 2018) • City as a Platform Task Force recommendations coming in January • “City as a Platform” report draft complete – executive summary coming in January CONNECTED SMART CITY - Broadband Purpose: Encourage the development of reliable, high speed internet services throughout the community Outcomes: • Fiber to the Premise to enable high speed symmetrical service to all premises within the GMA • Service provided by either the City, a 3rd Party, or a combination. Financial Services Next Council Action: • Appropriation 1st reading scheduled for Jan 2 • Work session scheduled for Jan 30 Other Info: • Post Nov 7th election and 4 PROGRESS KEY 25% 50% 75% 100% December - 2017 CITY COUNCIL INITIATIVE DASHBOARD PROGRESS COUNCIL RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN CONNECTED SMART CITY - Smart City Technology and Infrastructure Purpose: Foster a data rich environment in the City that allows for the following outcomes Outcomes: • Increase the use of data for real time infrastructure monitoring • Increase access to City data sets for cocreation possibilities • Partner with other governments and business to address challenges Information and Employee Services/ Utilities/ Sustainability Services / Planning, Development, and Transportation Next Council Action: No regular meetings or work sessions scheduled at this time Other Info: • Front Range “Smart Cities Alliance” launched September 25 • Posted Open Data Manager position, funded for 2018 • Finalized What Works Cities engagement. Participation led to draft governance document and a head start on creating a city-wide data inventory. • Leverage existing infrastructure to prepare for future tech like autonomous vehicles (smart meters, LED streetlights, traffic signals) • Partner with researchers on data sets that benefit the Fort Collins community on the services provided SMALL BUSINESS VISIBILITY Purpose: Increase visibility of small and 5 PROGRESS KEY 25% 50% 75% 100% December - 2017 CITY COUNCIL INITIATIVE DASHBOARD PROGRESS COUNCIL RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN ENVIRONMENTAL HEALTH AIR QUALITY ISSUES – Outdoor Burning Purpose: Protect human health and reduce nuisance from outdoor wood smoke Outcomes: • Implement Council direction regarding residential outdoor burning Sustainability Services Next Council Action: Council work session planned in Q1 2018 to review a public engagement plan Other Info: • Continue tracking complaints and providing outreach about legal burning, and potential health effects • Identify a range of alternatives including banning fire pits AIR QUALITY ISSUES - Radon Purpose: Protect human health Outcomes: • Increase mitigation of high radon levels Sustainability Services Next Council Action: No regular meetings or work sessions scheduled at this time Other Info: • Continue outreach and subsidized kit sales • Memo to Council with updates planned in Q1 • Seeking efficiencies by moving from a manual to a digital tracking system at radon test kit point of sale • Exploring options to better characterize radon mitigation rates • Identify options to better communicate risk and increase mitigation rates • Form a working group to evaluate potential options to increase testing and 6 PROGRESS KEY 25% 50% 75% 100% December - 2017 CITY COUNCIL INITIATIVE DASHBOARD PROGRESS COUNCIL RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN AIR QUALITY ISSUES - Ozone Purpose: Protect human and environmental health by reducing ozone precursor emissions Outcomes: • Reduce ozone precursor emissions • Lead by example in reducing ozone precursor emission from lawn and garden equipment and other sources (e.g. update City contract requirements) Sustainability Services Next Council Action: No regular meetings or work sessions scheduled at this time Other Info: • Update Air Quality Plan in 2017/2018, including addressing ozone emissions • Council memo with 2017 air quality data summary, including ozone, will be sent in Q2 2018 • Support Transportation Master Plan update in 2017/2018, including evaluation of air quality impacts for potential transportation scenarios • Continue or expand Lawn & Garden equipment rebates • Completed 2017 Lawn & Garden pilot project for City gov. Beginning planning for use of 2018 funds • Received Lawn and Garden equipment grant from the Regional Air Quality Council (RAQC) • Participate in state Ozone SIP planning through the RAQC. • Installation of ozone monitoring and education exhibit at the Gardens on Spring Creek coordinated with Gardens build-out, currently planned for 7 PROGRESS KEY 25% 50% 75% 100% December - 2017 CITY COUNCIL INITIATIVE DASHBOARD PROGRESS COUNCIL RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN PRESCRIPTION DRUG TAKEBACK PROGRAM Purpose: Provide opportunities to safely dispose of prescription drugs Outcomes: • Explore partnership with UC Health • Protect water quality by avoiding dumping • Reduce presence of expired/unneeded prescription drugs Police Services/ City Manager’s Office / Utilities Next Council Action: Staff report at Jan/Feb Council Meeting Other Info: • Two Drug Take Back events completed in 2017 • Daily drop-off location continues at FCPS • FCPS collected over 3,700 lbs of prescription drugs in 2017 • Assisted UC Health in connecting with the state to establish a new drop-off site at Harmony Emergency Department PLATTE RIVER POWER AUTHORITY AND FORT COLLINS UTILITIES ENERGY FUTURES - Integrated Resource Plan Purpose: Coordinate with Platte River Power Authority the transition to generation that meets the Climate Action Plan goals Outcomes: • Achieve the City’s 2020 climate action goals identified in 2020, 2030 and 2050 • Ensure key shareholders and public are engaged Utilities Next Council Action: Utilities staff will present distribution strategy at work session 2nd quarter 2018 Other Info: 8 PROGRESS KEY 25% 50% 75% 100% December - 2017 CITY COUNCIL INITIATIVE DASHBOARD PROGRESS COUNCIL RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN PLATTE RIVER POWER AUTHORITY AND FORT COLLINS UTILITIES ENERGY FUTURES – Customer Requests for 100% Renewable Energy Purpose: Offer customers the ability to procure 100% renewable portfolio options that Fort Collins Utilities can deliver with our generation provider Platte River Power Authority Outcomes: • Create options for customers who want to have 100% renewable energy delivery Utilities Next Council Action: Approval as a part of rate changes in Q3, 2018 Other Info: • Create an inventory of customers that have or are interested in an RE100 commitment • Create project plan that manages the scope, timeline and costs to offer customers an RE 100% energy delivery option • Present to City Council for approval as a part of rates PLATTE RIVER POWER AUTHORITY AND FORT COLLINS UTILITIES ENERGY FUTURES – Waste to Energy Purpose: Partnership with other city departments and Woodward to design, procure, construct, and operate 4 Co-Gen units and 1 gas conditioning system. Once operational the infrastructure will enable the Drake Water Reclamation Facility to convert biogas generated from Anaerobic Digestion to beneficial on-site use for heat and energy needs Outcomes: • Reduce the GHG emissions related to anaerobic digestion and current flaring of excess biogas generation • Reduction in energy use at the Drake 9 PROGRESS KEY 25% 50% 75% 100% December - 2017 CITY COUNCIL INITIATIVE DASHBOARD PROGRESS COUNCIL RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN CONTINUED PROGRESS ON CLIMATE ACTION PLAN Purpose: Leverage efficiency and innovation to accelerate the transition to a clean energy economy and protect Fort Collins’ quality of life and climate. Outcomes: • Achieve the City’s 2020 climate action goal (20% below 2005) and long-term (2050) carbon neutrality goals. • Increased community (business, resident, and academic) engagement in achieving the goals. Sustainability Services Next Council Action: • Sustainability staff is actively coordinating with Utilities on the Renewable Energy February 13 Work Session • A CAP Update Work Session will be scheduled in Q2 2018 Other Info: • Implement funded initiatives through the 2017- 2018 BFO process • Iterative process of evaluating funded progress (quarterly) and modeling (annually) to achieve goals • Compiling 2020 Implementation Plan to better communicate all initiatives to public (will complete in Q1 2018) • Establishing key tools, e.g., Climate Economy Action Plan and marketing campaigns, to empower residents and businesses (marketing campaign in spring 2018) • Innovation Summit to identify $10 Problems associated with CAP to be held in Q1 2018 and will inform 2018 Innovate Fort Collins Challenge 10 PROGRESS KEY 25% 50% 75% 100% December - 2017 CITY COUNCIL INITIATIVE DASHBOARD PROGRESS COUNCIL RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN SAFE COMMUNITY COMMUNITY TRUST IN POLICING POLICY (COMMUNITY TRUST INITIATIVE) Purpose: Gather information and conduct analysis of community-proposed Community Trust Ordinance Outcomes: • Review of proposed Community Trust Ordinance • Review of existing policies • Historical review and comparison • Difference between a Sanctuary City designation and proposed Community Trust Ordinance • Other city research • Options for modifications of existing City policies or laws • Process to report policy violations • Community outreach process/plan Sustainability Services/ Police Services Next Council Action: No regular meetings or work sessions scheduled at this time Other Info: • Staff from CMO is leading effort to fulfill communications plan sent to Council in December. • Police partnered with Social Sustainability in community meetings with Spanish speaking communities at La Familia • Facilitating follow-up meetings at La Familia at community member’s request • Attended individual Listening Sessions at specific Council Member requests. • Mid-town business focus on providing police services • Completed 6 month bike project with businesses and neighborhoods on transient criminal behavior • Spanish Speaking officers 11 PROGRESS KEY 25% 50% 75% 100% December - 2017 CITY COUNCIL INITIATIVE DASHBOARD PROGRESS COUNCIL RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN EXPAND COMMUNITY POLICING Purpose: Expand Community Policing to increase public safety and public trust outcomes Outcomes: • Open and operationalize a collaborative, shared space to be used by City and CSU departments Police Services Next Council Action: No regular meetings or work sessions scheduled at this time Other Info: • Campus West Connections opened and serving the community • Temporarily re-assigned police personnel to staff CWC • One police officer incorporated regular foot patrols and business checks • Engagement with student- focused apartment complexes NEIGHBORHOOD LIVABILITY & SOCIAL HEALTH RESIDENTIAL PARKING PERMIT PROGRAM AND CSU PARKING IMPACTS Purpose: Review and amend existing RP3 program Outcomes: • Ensure program is being implemented as intended Planning, Development, and Transportation Next Council Action: No regular meetings or work sessions scheduled at this time Other Info: • On December 5, 2017, an ordinance was adopted by City Council establishing an RP3 Management Area and revising the RP3 section 12 PROGRESS KEY 25% 50% 75% 100% December - 2017 CITY COUNCIL INITIATIVE DASHBOARD PROGRESS COUNCIL RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN EXPAND IGA DISCUSSION TO USE OF HUGHES STADIUM Purpose: Engage CSU in a discussion on the use of Hughes Stadium. Suggest a community conversation with the County, CSU, residents, and the City Outcomes: • Help CSU engage in a community discussion about future uses of the stadium site Planning, Development, and Transportation Next Council Action: No further Council Action planned Other Info: • CSU hosted a neighborhood listening session on September 20th and a general community listening session on October 18th • CSU will soon begin deconstruction of Hughes Stadium and has discussed a possible annexation of the property into the City of Fort Collins during 2018 SHORT TERM RENTAL REVIEW Purpose: Review STR implementation and consider potential code changes to address known challenges and community feedback Outcomes: • Consider code changes • Continue to monitor implementation City Manager’s Office/ Planning, Development, and Transportation Next Council Action: No further Council Action planned Other Info: • Grandfathering deadline was extended to October 31, 2017. To date we 13 PROGRESS KEY 25% 50% 75% 100% December - 2017 CITY COUNCIL INITIATIVE DASHBOARD PROGRESS COUNCIL RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN UTILITY / EFFICIENCY PROGRAMS FOR LOW INCOME FAMILIES & INDIVIDUALS Purpose: Ensure low income segment is supported for utility bill, conservation and efficiency services and programs, which also includes renewable offerings Outcomes: • User-friendly resources that support utility bill assistance • Outreach that brings materials and awareness on support for efficiency and conservation improvements • Manage opportunities for low income to participate in renewable energy offerings Utilities/ Sustainability Services Next Council Action: Presenting Income Qualified Rate at Jan 30 work session Other Info: • Bring forth income qualified rate options with enhancements • Increase fund-raising donations to Payment Assistance Fund • Review national survey data on low income customers as it relates for the smart grid Specifically, outreach options associated with technology, rentals versus ownership for conservation and efficiency, and awareness in order to create an outreach campaign • Goal of 10% increase in direct customer assistance programs has been met in 2017 (22% increase) • Will be receiving ‘16-‘17 season results by end of November BEHAVIORAL HEALTH / DETOX 14 PROGRESS KEY 25% 50% 75% 100% December - 2017 CITY COUNCIL INITIATIVE DASHBOARD PROGRESS COUNCIL RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN LANDBANK PROPERTY RFP OWNERSHIP Purpose: Update Land Bank policy and successfully deploy another land bank property Outcomes: • Produce more affordable housing units by selling existing parcels to development partner(s) • Use sales proceeds to purchase additional land bank parcels • Maximize the development potential of the Land Bank program through identifying new resources and incentives Sustainability Services Next Council Action: Council meeting to consider ordinance planned in Q1 Other Info: • December 7 Affordable Housing Board public hearing on policy refresh was final public outreach event • Staff is assessing parcels to select for next deployment for home ownership • Historic Review appeal under way for one parcel. Additional studies and appraisals under consideration • Work has begun to draft a request for a development partner to release early 2018 CULTURE & RECREATION ARTS, CULTURE & MUSEUM INTEGRATION Purpose: Explore opportunities to leverage City resources through community partnerships and collaboration Outcomes: • Promote opportunities for interaction between local museums and cultural institutions. • Examine Fort Fund programs for possible updates and revisions Community and 15 PROGRESS KEY 25% 50% 75% 100% December - 2017 CITY COUNCIL INITIATIVE DASHBOARD PROGRESS COUNCIL RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN TRANSPORTATION & MOBILITY COUNTY ENGAGEMENT FOR BUILDING INFRASTRUCTURE IN CITY GMA Purpose: Engage Larimer County in discussion about assistance for building infrastructure and programming within the City’s GMA Outcomes: Gain County assistance in funding: • Sidewalks • Streets • Bike trails • Neighborhood Issues Planning, Development, and Transportation / Financial Services/ Community & Operation Services Next Council Action: No regular meetings or work sessions scheduled at this time Other Info: • City and County staff have begun coordination meetings to discuss regional transportation solutions and partnership opportunities • City staff will coordinate with County staff on the Transportation Master Plan update • Current areas of focus are northeastern and northwestern parts of the GMA Prioritization model complete COMPLETE SIDEWALK PROGRAM FOR PUBLIC SAFETY Purpose: Update City sidewalk prioritization model to improve public safety and enhance safe routes to school Outcomes: 16 PROGRESS KEY 25% 50% 75% 100% December - 2017 CITY COUNCIL INITIATIVE DASHBOARD PROGRESS COUNCIL RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN NORTH COLLEGE BUS RAPID TRANSIT Purpose: Short Term- Provide enhanced transit service as an interim solution to meet transit demand needs on the North College corridor. Long Term - Determine feasibility, plan and implement a North College Bus Rapid Transit service. Outcomes: Short Term • Improve transit access, connectivity to the transit system and higher frequencies of service to our riders with trips on the North College corridor • Collect ridership and other data to augment the planning efforts for long term BRT goals on North College Long Term • Implement a bus rapid transit system for North College to include uniquely designed stops, branded 60-foot, articulated buses, high frequency service, all-day service span, off-vehicle fare collection, passenger information at stops, and possibly a separate bus guideway Planning, Development, & Transportation Next Council Action: Council consideration of BFO offer Other Info: • Staff has prepared a project Scope of Work to begin stakeholder outreach and service framework in winter/spring 2018, leading to the submittal of BFO offers on the Short Term and Long Term improvements • Community outreach from January – May, 2018 • During spring engagement process, seek funding partners • Develop strategy for funding in preparation for 17 PROGRESS KEY 25% 50% 75% 100% December - 2017 CITY COUNCIL INITIATIVE DASHBOARD PROGRESS COUNCIL RETREAT PRIORITY PURPOSE AND OUTCOMES SERVICE AREA ACTION PLAN REIMAGINE COMMUNITY ENGAGEMENT Purpose: Enhance overall community engagement efforts and strengthen organizational capacity for effective public engagement Outcomes: • Systematic use of public engagement framework and planning tools • Leverage new tools and technology to increase engagement with all segments of the community, with additional focus on underserved populations • Use data to evaluate and improve public engagement efforts Information and Employee Services Next Council Action: No regular meetings or work sessions scheduled at this time Other Info: • OurCity online public engagement platform continues to grow as new projects like Broadband, FoCo Creates and KFCG are added. YTD, the site has seen 6.5K visitors. • Community Survey results are in and will be shared at the Jan. 9 Council Work Session • City Plan and FoCo Creates Arts & Culture Master Plan community kick-off is Feb. 12 • Updates to the internal Communication and Public Engagement staff resource page are underway 2019-2020 budget HIGH PERFORMING GOVERNMENT REPRIORITIZE CITY PLAN Purpose: Identify what’s working well within the existing City Plan in order to focus staff and Council resources on areas which need addressed Outcomes: Adjust scope and resource of City Plan to focus on identified needs. Planning, Development, & Transportation Next Council Action: No further Council Action planned Other Info: • Re-scoping is complete and needed resource identified • Currently implementing the revised scope and have initiated the project • Make needed improvements near Lincoln Middle School and Poudre High School. • Produce new prioritization model for sidewalks Planning, Development, & Transportation Next Council Action: No further Council Action planned Other Info: • City staff updated the citywide sidewalk prioritization model to include equity and safety to give a higher weight to arterial sidewalk needs • City staff is prioritizing the completion of a sidewalk on the south side of La Porte Avenue to address pedestrian connectivity to Poudre High School • City staff completed a sidewalk along Vine Drive to provide connectivity for the Alta Vista neighborhood to the Vine/Lemay intersection Operation Services Next Council Action: No regular meetings or work sessions scheduled at this time Other Info: • Public kick off for FoCo Creates in conjunction with City Plan is Feb 12 • Arts and Culture Master Plan process has engaged hundreds of people to date • Fort Fund was reviewed and updated by CuRB and approved by City Manager in December • Convene area performing/visual arts organizations and museums to promote partnerships - ongoing FACILITY Purpose: Partner with the County and others to build capacity for behavioral health services Outcomes: • Successful county ballot measure for a facility • Identified ways to increase capacity in Fort Collins in the interim Sustainability Services / City Manager’s Office Next Council Action: Council work session scheduled for January 23 Other Info: • Understand and align with County plan • Implement actions that the City can take to support the initiative • Continue to collect data from Outreach Fort Collins and Murphy Center’s new Housing First Initiative to demonstrate the need have received 343 applications. SMOKING IN OLD TOWN Purpose: Evaluate effectiveness and changes related to existing smoking ordinance Outcomes: • Reevaluate geographic boundary • Look at enforcement methods • Examine dedicated smoking locations • Make any Ordinance Amendments as desired Planning, Development, and Transportation Next Council Action: No regular meetings or work sessions scheduled at this time Other Info: • Council made a modification to the penalty associated with violating the smoking ordinance in December • Staff is reviewing options for mitigating impacts on the perimeter of the Smoke-Free-Zone and Library Park. Will provide a memo to Council in January of the Traffic Code. • Staff will be providing update memos to Council when an RP3 vote occurs, and when a new zone or portion of a zone is implemented • A customer satisfaction survey will be distributed to residents in RP3 zones in Q1 2018 added police business cards in Spanish • FCPS Created Spanish Speaking Facebook and is actively engaging Spanish speaking community members • Partnering with City Service Areas and NGO’s to align missions and focus efforts with homeless/transient populations Water Reclamation Facility measured in % change in kWh Utilities Next Council Action: No regular meetings or work sessions scheduled at this time Other Info: • Revisit the scope and design of the Drake Water Reclamation Facility Co- Generation Project based on Council feedback, return on investment, and available funds • Finalize City of Fort Collins and Woodward Agreement • Coordinate key shareholder and public outreach as part of next update in 2021 • Integration of Zero-Net- Carbon into Utilities overall portfolio • Draft Distribution system planning team and project charter that achieves a systematic approach from generation to meter anticipated to be launched in January 2018. mitigation rates • Applied for and received 2017-2018 state funding medium sized businesses (SMEs) within the community Outcomes: • Raise awareness of the benefits of supporting small businesses and the local economy • Support the development of emerging industries and clusters • Understand the barriers to success faced by small businesses Sustainability Services Next Council Action: Receive Business Engagement Resource Kit by Jan 31 Other Info: • Business Engagement Action Plan (BEAP) draft document anticipated Q1 2018 • Increase media coverage of small businesses in City communications • Use Citizen Survey to understand business satisfaction • Include Council in visits to businesses • Continue support of the Larimer County Small Business Development Center ($40,000 annually) Nov 28th work session, staff moving from “Encourage” to “Deploy” focused on the Retail model • Interim Launch team assembled and focused on:  Recruit key positions  Issue RFPs and begin contract discussion  CAO code changes  Bond issuance  Governance and Delegation of Authority to workforce Sustainability Services Next Council Action: No regular meetings or work sessions scheduled at this time Other Info: • Working with Fort Collins Area Chamber to support: Talent Ambassador Program and other implementation steps • Additional prioritization of next steps to occur in Q1 2018 delayed due to vendor selection and budgetary constraints; anticipate construction begins Q2 2018 • IGA w/ CDOT; funding agreement with Timnath and property owners for local share of Prospect Interchange • Continue efforts with regional partners and CDOT to gain additional funding for I-25 gaps to SH-66 Metrics still being evaluated: NEW: One of the Core 34 metrics on Leadership NEW: Job offer acceptance rate 7.4 Foster a culture of safety and wellbeing across the City organization HPG 150. Cumulative Total Cost of Workers Comp Claims HPG 4. City Employee Safety - Total Recordable Injury Rate (TRIR) YTD HPG 5. City Employee Safety - Days Away Restricted or Transferred (DART) Rate YTD NEW: a metric about Well Days High Performing Government 2) NEW: % of transient contacts 3) NEW: Other metrics from Police Services 4) NEW: Metric from Outreach Fort Collins 5.8 Improve security at City facilities and properties NEW: # of contacts with onsite security after hours NEW: % of facilities at the desired level of security Safe Community 2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics 6.1 Improve safety for all modes of travel SAFE 27. Voluntary speed compliance (Monthly) SAFE 6. Number of Injury/Fatal Crashes TRAN 63. Number of People Trained on Vehicle, Bicycle, and Pedestrian Safety TRAN 62. Sidewalk Network (also linked to TRAN SO 6.7) TRAN 39. Safe Routes to School - Overall Student Participation Transportation 4.8 Protect and enhance natural resources on City- owned properties and throughout the community ENV 8. Post Restoration Status of Urban Natural Areas (3 year measurement cycle) ENV 14. Existing Condition of Active Restoration Sites ENV 44. Poudre River riparian restoration measured by cumulative area brought into the 5 year floodplain (will be replaced by new river metrics- see 4.9) ENV 130. Natural Areas - Land Conservation - Acres per Capita 4.9 Sustain and improve the health of the Poudre River and its tributaries Use 2 new river metrics that are currently being developed to replace ENV 44 which could be used until the 2 new measures are finalized: New: Floodplain connectivity metric (5 year floodplain) New: Aquatic connectivity (fish passage projects). Environmental Health 2) water smart development 3) permit valuations 4) carbon neutrality 3.5 Maintain utility systems, services, infrastructure and predictable rates ECON 7. Electric System Average Interruption Duration Index (SAIDI) in Minutes ECON 46. Electric System Average Interruption Frequency Index (SAIFI) Metrics still being evaluated: New: % of critical infrastructure within 5 years of end of useful life (water & electric as separate metrics Economic Health CR 96. Recreation Programs - Cumulative number of enrollments on opening day registration Metrics still being evaluated: NEW - Lincoln Center profitability by quarter Culture and Recreation word. How about develop and implement? bullets or numbering, Tab stops: 0.38", Left Formatted: Font: Bold Formatted: List Paragraph, Indent: Left: 0", Outline numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 2.25" + Indent at: Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt, Bold Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt Formatted: Font: (Default) Arial, 12 pt, Not Bold Metrics still being evaluated: NEW: One of the Core 34 metrics on Leadership NEW: Job offer acceptance rate 7.4 Foster a culture of safety and wellbeing across the City organization HPG 150. Cumulative Total Cost of Workers Comp Claims HPG 4. City Employee Safety - Total Recordable Injury Rate (TRIR) YTD HPG 5. City Employee Safety - Days Away Restricted or Transferred (DART) Rate YTD NEW: a metric about Well Days High Performing Government 2) NEW: % of transient contacts 3) NEW: Other metrics from Police Services 4) NEW: Metric from Outreach Fort Collins 5.8 Improve security at City facilities and properties NEW: # of contacts with onsite security after hours NEW: % of facilities at the desired level of security Safe Community 2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics 6.1 Improve safety for all modes of travel SAFE 27. Voluntary speed compliance (Monthly) SAFE 6. Number of Injury/Fatal Crashes TRAN 63. Number of People Trained on Vehicle, Bicycle, and Pedestrian Safety TRAN 62. Sidewalk Network (also linked to TRAN SO 6.7) TRAN 39. Safe Routes to School - Overall Student Participation Transportation 4.8 Protect and enhance natural resources on City- owned properties and throughout the community ENV 8. Post Restoration Status of Urban Natural Areas (3 year measurement cycle) ENV 14. Existing Condition of Active Restoration Sites ENV 44. Poudre River riparian restoration measured by cumulative area brought into the 5 year floodplain (will be replaced by new river metrics- see 4.9) ENV 130. Natural Areas - Land Conservation - Acres per Capita 4.9 Sustain and improve the health of the Poudre River and its tributaries Use 2 new river metrics that are currently being developed to replace ENV 44 which could be used until the 2 new measures are finalized: New: Floodplain connectivity metric (5 year floodplain) New: Aquatic connectivity (fish passage projects). Environmental Health 2) water smart development 3) permit valuations 4) carbon neutrality 3.5 Maintain utility systems, services, infrastructure and predictable rates ECON 7. Electric System Average Interruption Duration Index (SAIDI) in Minutes ECON 46. Electric System Average Interruption Frequency Index (SAIFI) Metrics still being evaluated: New: % of critical infrastructure within 5 years of end of useful life (water & electric as separate metrics Economic Health CR 96. Recreation Programs - Cumulative number of enrollments on opening day registration Metrics still being evaluated: NEW - Lincoln Center profitability by quarter Culture and Recreation