HomeMy WebLinkAboutMemo - Mail Packet - 5/1/2018 - Memorandum From Darin Atteberry And Mike Beckstead Re: Keep Fort Collins Great 2017 Offer RecapAttachment 1
2017 Keep Fort Collins Great Offer Details
Street Maintenance and Repair (33%)
Transportation
o City Bridge Program (Offer 1.2)
2017 Budget: $1,700,000 Expenses and/or Encumbrances: $927,762
• Funding was spent on design and construction to replace of several structurally and
otherwise deficient bridges, including the East Prospect Bridge near I-25, the Riverside
Bridge near EPIC, the Lemay Bridge near Collindale Golf Course, and the Vine Bridge
at the Lake Canal. The remaining funds will be used to construct the Riverside Bridge
in the fall of 2018.
• Impact: The KFCG funding for the City Bridge Program improves the safety and
functionality of the transportation network. In addition, KFCG funding has been
leveraged as matching funds for a federal grant on the Riverside Bridge replacement.
o Street Maintenance Program (Offer 60.1)
2017 Budget: $6,987,696 Expenses and/or Encumbrances: $6,965,509
• Resurfaced an additional 62 lane miles of roadway on arterial, collector and residential
streets to maintain a Level of Service B, which correlates to a pavement condition index
of 70 or better.
• In 2017, replaced broken and heaved concrete sidewalk, curb and gutter and concrete
pavement in preparation for 55 lane miles to be resurfaced in 2018.
• Impact: Protection and maintenance of the infrastructure investment, streets ride
smoother and look better, sidewalks and bike lanes are safer for pedestrians and other
modes of transportation, improved poor drainage while prolonging the life of the roads,
and maintained the overall impression of the City.
o ADA-Safe Routes to Everywhere Compliance (Offer 60.10)
2017 Budget: $2,000,000 Expenses and/or Encumbrances: $2,000,000
• Upgraded an additional 538 American with Disabilities Act (ADA) ramps in 2017.
• Impact: ADA ramps are safer for pedestrians and other modes of transportation,
improved poor drainage while prolonging the life of the roads, and maintained the
overall impression of the City.
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Other Transportation (17%)
Transportation
o City Bridge Program (Offer 1.18)
2017 Budget: $534,558 Expenses and/or Encumbrances: $9,905
• Funding was spent on design and construction of the East Prospect Bridge over the
Boxelder Creek, near I-25. This structurally deficient bridge was replaced and built to
accommodate the 4-lane arterial standard roadway for East Prospect Road.
• Impact: The KFCG funding for the City Bridge Program funded the design and/or
replacement of several of the City’s deficient bridges, improving the safety and
functionality of the transportation network. The remaining funds will be used to replace
the Horsetooth Bridge in the fall of 2018, in conjunction with the construction of the
College and Horsetooth intersection.
o Transportation Planning Services – MPO Membership (Offer 3.2)
2017 Budget: $96,500 Expenses and/or Encumbrances: $78,528
• KFCG funded a portion of the main Transportation Planning budget used for the City’s
membership in the North Front Range Metropolitan Planning Organization (NFRMPO).
• Impact: These funds were part of the larger budget used by FC Moves to provide
transportation planning services. This membership in the NFRMPO is required in order
to secure state and federal funding for transportation projects and for regional
coordination of transportation planning efforts.
o Protected Bike Lane Pilot Project (Offer 3.9)
2017 Budget: $50,000 Expenses and/or Encumbrances: $56,130
• FC Bikes conducted the initial planning and project selection process to identify the
location for the City’s second protected bike lane pilot project. West Mulberry Street,
between Overland Trail and City Park Avenue, was selected as the project corridor.
• City staff worked with a consultant to complete concept designs for the corridor, which
build on recommendations adopted in the 2017 Old Town Neighborhoods Plan and
2014 Bicycle Master Plan.
• Initial stakeholder and public outreach was conducted to gather input about the project.
• Impact: The West Mulberry Street improvements, which include the protected bike lane
pilot project, are planned for construction in the summer of 2018. This project is
expected to improve mobility, safety and comfort for all corridor users traveling this
stretch of West Mulberry Street.
o Safe Routes to School (Offer 3.18)
2017 Budget: $78,641 Expenses and/or Encumbrances: $79,794
• KFCG funds were used to support the activities of the Safe Routes to School (SRTS)
program to implement youth-related programming elements of the Bicycle Master Plan,
Transportation Master Plan and Pedestrian Plan.
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• SRTS led community-wide celebrations of encouragement events such as National Bike
to School Day and International Walk to School Day, in which thousands of local
students participated.
• SRTS worked with other City departments, such as Traffic Operations, Streets and
Engineering to ensure accommodation of K-12 students in strategic roadway projects.
• SRTS distributed 428 free bike helmets to students and parents who needed them and
provided bike-ped safety education to families at community events and activities
throughout the year.
• SRTS successfully completed a CDOT-funded grant to pilot new biking and walking
camps and clubs, as well as bike field trips at local schools. The program used adaptive
equipment to ensure all children, regardless of physical or development disability, were
able to participate.
• Impact: Safe Routes to School provides high-quality programming focused on the 6 Es
of safe bicycling and walking: education, encouragement, engineering, enforcement,
evaluation, and equity. These activities equip children and adults with skills and
information to help them live safer and healthier lifestyles.
o All Kids Need Safe Routes to School (Offer 3.19)
2017 Budget: $64,000 Expenses and/or Encumbrances: $64,398
• SRTS hired a part-time program assistant to manage SRTS equipment and assist with
other vital functions of the program.
• SRTS administered the School Rotation Schedule, a plan to provide bike-ped safety
education during PE classes to all Poudre School District K-8 students on a regular
basis. In 2017, the program taught bike-ped safety to 7,628 students at 27 local schools
through the School Rotation Schedule. The program also reached nearly 2,000 adults.
• SRTS had a total of 515 adult volunteers provide a total of 1,600 hours in support of
bike-ped safety programming at schools.
• Impact: The educational component of SRTS, administered through the School
Rotation Schedule, provides vital education to youth and parents about how to safely
use the City’s roadways and multi-use trails. This program supports the state of
Colorado’s physical education and general health standards at every grade level and
encourages safe and healthy lifelong behaviors.
o FC Bikes (Offer 3.20)
2017 Budget: $461,672 Expenses and/or Encumbrances: $459,718
• FC Bikes continued to grow its bicycle education and encouragement activities and
expanded initiatives like the Bicycle Friendly Driver Program, Ride Smart Drive Smart
Program and Big Jump Initiative. Attendance at annual events such as Open Streets
and Bike to Work Day totaled more than 24,000 participants, and the program educated
more than 5,200 people through classes and events. In addition, 428 helmets and 3,200
bike lights were distributed to community members. Also, the Walk & Wheel Skills Hub,
a new bicycle and pedestrian education training facility, opened to the public.
• FC Bikes supported multiple bicycle infrastructure improvements as identified in the
Bicycle Master Plan, including the Pitkin Bikeway, completion of the Mason Street
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bikeway, North Shields buffered bike lanes, and enhanced intersection crossings at
Drake and Brookwood, and Shields and Maple. In addition, bicycle wayfinding was
installed along the City Park, Pitkin and Centre Bikeways.
• In 2016, the City contracted with Zagster and Bike Fort Collins to launch Fort Collins
Bike Share, building on the former Bike Library. In its second year, new stations and
bikes were installed, and the program supported more than 6,300 trips.
• Impact: FC Bikes continues to implement programs and activities aimed at increasing
the safety, comfort, and convenience of bicycling. These activities contribute to Fort
Collins’ reduction in bicycle crashes (since 2012/2013), and its position as one of only
five Platinum-level Bicycle Friendly Communities in the country, and one of only 10 Big
Jump communities.
o School Crossing Guard Program (Offer 3.21)
2017 Budget: $94,350 Expenses and/or Encumbrances: $94,350
• An intergovernmental agreement between the City and Poudre School District
established a school crossing guard program. The City contributes a fixed amount each
year to the program, and PSD administers the program by placing crossing guards at
major arterial crossings used by school children.
• There are currently 10 staffed crossing locations. Most are staffed twice per day, and
several are also staffed mid-day for half-day students.
• Impact: This funding represents an important collaboration between the City and
Poudre School District. Providing schoolchildren with safe crossings at major arterial
roadways is a shared responsibility of the community, and this funding makes these
crossings possible.
o Transit Local Fixed Routes (Offer 67.1)
2017 Budget: $1,480,127 Expenses and/or Encumbrances: $1,480,427
• $1.2M Vehicle Repair Services
• $280,127 Motor Fuel, Oil, & Grease
o Dial-A-Ride Service (Offer 67.5)
2017 Budget: $747,768 Expenses and/or Encumbrances: $747,768
• Transportation Services TransDev invoicing.
• Impact: This service will provide door-to-door paratransit service for individuals who,
because of a disability, are prevented from using Transfort's fixed-route system. Dial-A-
Ride service meets minimum service requirements of the American’s with Disabilities
Act of 1990 (ADA).
o Transfort Capital Repair and Replacement including CCIP Bus Replacement & Bus
Stop Improvements (Offer 67.6)
2017 Budget: $303,801 Expenses and/or Encumbrances: $303,801
• In 2017, a total of 43 bus stops were upgraded to ADA compliance, with the majority
achieved through local funding dedicated specifically to the improvement of bus stops.
KFCG funding made upgrades possible for 22 of the stops.
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• Impact: By upgrading bus stops to become ADA compliant, transit becomes more
accessible to people of all abilities and ages, removing barriers to mobility, especially for
persons with disabilities, and those who are transit-dependent.
o Essential Street Operations (Offer 60.3)
2017 Budget: $561,376 Expenses and/or Encumbrances: $561,376
• KFCG funds were used to continue payments on lease purchase agreements entered
into in 2013 through 2016. Prior purchases include street sweepers, CNG trucks, a mill
and paver, and other various pieces of equipment.
• Impact: The Streets Department replaced equipment that was aging to improve
efficiency and productivity. These purchases allowed the department to maintain
exceptional service to the Fort Collins community for maintenance operations.
o Traffic Operations (Offer 33.1)
2017 Budget: $61,046 Expenses and/or Encumbrances: $61,291
• Funding for seasonal hourly positions. These positions worked in Traffic Operations as
part of the pavement marking crew on Street Maintenance Program (SMP) projects as
well as ongoing pavement marking maintenance projects.
• Impact: Maintaining pavement marking infrastructure is necessary for the safety of the
transportation system. Traffic Operations crews completed standard pavement marking
maintenance operations, including restriping marked crosswalks, arrows, bike lane
stencils, railroad markings and longitudinal markings (e.g., double yellow, white skip
lines, etc.) throughout Fort Collins. Crews also installed durable pavement markings on
newly paved streets as part of the SMP program (e.g., the new pavement markings on
Shields from Mulberry to Vine in 2017). Focus was put on adding bike facilities as
shown in the updated Bicycle Master Plan.
o Traffic Operations Equipment (Offers 33.3, 33.5, 33.6)
2017 Adjusted Budget: $571,205 Expenses and/or Encumbrances: $568,203
• Traffic signal upgrades and additions including new pedestrian signals, new signal
cabinets, new communication infrastructure, new signal poles, accessible pedestrian
signals, countdown pedestrian timers and vehicle (video) detection.
• Impact: Safety and operational improvements at signalized intersections. Preventative
maintenance avoids costly failures of aging infrastructure.
• Specific examples in 2017 include: New pedestrian signals on Mulberry at Sherwood
and on Drake at Brookwood, new signal poles for JFK/Horsetooth, new signal cabinet at
Loomis/Laurel, new signal pole at College/Jefferson new signal poles for
College/Troutman, and signal upgrades at Shields/Laporte.
o Neighborhood Traffic Mitigation Program (Offer 63.1)
2017 Budget: $50,000 Expenses and/or Encumbrances: $50,000
• Program designed to work with neighborhoods concerned with speeding and other
traffic impacts in residential areas.
• Impact: Reduced speeds on neighborhood streets through the installation of traffic
calming infrastructure including speed humps and driver feedback signs.
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• Specific examples in 2017 include driver feedback sign installed on Cherry, speed
humps installed on Stover, Trilby, Westchase, Westward, Tilden, Swallow, Fossil Creek
and Roma Valley.
Police (17%)
High Performing Government
o Information Technology Application Services (Offer 9.1)
2017 Budget: $30,000 Expenses and/or Encumbrances: $30,000
• Funds were put toward server replacements and upgrades that support the emergency
call system and emergency responders.
• Impact: Replacing servers that have reached the end of their useful life ensures the call
system technology that supports emergency responders will continue to respond to
emergency calls more efficiently and effectively without fail.
Safe Community
o Police Information Services (Offers 29.1, 29.45, 29.48)
2017 Budget: $720,806 Expenses and/or Encumbrances: $547,388
• KFCG funding provided five dispatcher positions and one Police Services Technician for
the Police Information Services Division.
• Impact: Fort Collins 911 (five dispatchers – Offer 29.1)
− This added staffing continues to contribute to the decrease in overtime for Fort
Collins 911 (FC911).
− The FC911 KFCG positions are primarily utilized as entry-level call-taking positions
and by staffing those positions across the shifts, radio dispatchers can continue their
focus on primary radio traffic and channel-management responsibilities. This was
identified as a needed safety improvement in subsequent critical incidents.
− The Center has seen marked improvement in Fire and EMS call dispatching times,
which has led to operational improvements for responding Poudre Fire Authority
(PFA) and University of Colorado Health (UCH) ambulance personnel. In 2015, both
PFA and Poudre Valley Hospital (now UCH) Ambulance received accreditation,
which continues today, due to those reductions in call processing times.
• Impact: Police Services Technician (Offer 29.45)
− The additional staff member was cross-trained at the District One office as well as
the Police Services main building and has provided coverage at those locations
when the existing personnel are on personal leave.
− The Police Services Technician also assists the Records Unit with all data entry,
which is beneficial due to the unit’s increased work load.
− When the Campus West Connections office opened in September 2017, this
individual was trained to cover that office for 20 hours a week.
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− This has provided a greater level of customer service and support at all locations.
• Impact: Police Property & Evidence Technician (Offer 29.48)
− The additional evidence technician has aided in processing the increased number of
body worn camera videos. In 2017, there were 25,773 body camera videos
submitted into evidence.
− In 2017, the Evidence Unit took in 15,488 physical items, which is three times the
amount compared to 2016.
− Evidence personnel responded to multiple crime scenes to assist in the collection
and preservation of evidence, which was only possible with the additional personnel.
− Due to the increase in body worn camera video, requests for video have also
increased from the public and other entities. A total of 14,301 pieces of digital media
were copied in preparation for release.
o Police Criminal Investigative Services (Offer 29.4)
2017 Budget: $1,495,423 Expenses and/or Encumbrances: $1,489,536
• KFCG funding provided seven detectives, one sergeant, four civilian investigative aides,
and one technical services specialist in the Criminal Investigations Division (CID).
• Impact: Forensic Services Unit (two detectives and one sergeant)
− Allowed CID to build the specialized forensic services unit around the sergeant by
including two forensics detectives, two computer forensics detectives, and one
investigative aide.
− Processed 73 major crime scenes including 11 active homicide investigations, 11
shootings, four child deaths, complex sexual assaults, burglaries, armed robberies,
and arsons.
− Expertise resulted in better identification, preservation, collection, and processing of
critical evidence crucial to prosecuting serious cases at trial.
− Gave 24 presentations to more than 725 people and provided five job-shadow
opportunities for high school and college students.
− Trained internal and external groups such as mini-academy, explorer scouts, new
detectives, CSIs, and hospital nurses on evidence collection and coroner’s
investigators.
− Trained more than 20 internal Crime Scene Investigators (CSIs), whose mission is to
thoroughly process crime scenes in support of both the Patrol and Investigative
Divisions.
− Provided extensive assistance to the Eighth Judicial District Critical Incident
Response Team on six officer-involved shooting cases and helped train smaller
jurisdictions on the evidence protocol.
• Impact: Investigative Aides (four staff)
− Support four CID Units and obtained digital evidence from 137 mobile devices for
103 cases, including critical video evidence that led to a First Degree Murder plea.
− Administered a sex-offender management program that provides public information
through a web-based system called SOTAR (Sex Offender Tracking and
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Registration) to improve tracking and awareness of the 263 registered sex offenders
in Fort Collins.
− Significantly improved and increased the collection and research of surveillance
video related to criminal cases.
− Drastically reduced the administrative load of detectives through researching jail
phone calls, assisting in evidence handling during the execution of search warrants,
photo lineup support, researching suspect identifications, creating crime bulletins,
collating data-driven policing information, submitting Sexual Assault Nurse Examiner
(SANE) exams to Colorado Bureau of Investigation (CBI), coordinating tips in
relation to criminal cases, and transcribing pre-text phone-calls, 911 calls, and radio
traffic.
− Provided community outreach through various flyers and e-mail distributions, and
through community business talks at pharmacies and banks.
• Impact: Property Crimes Unit (two detectives)
− Contributed to lower average caseloads for each detective, which improved
customer service through more efficient and thorough investigations.
− Increased community outreach through robbery prevention presentations.
− Cleared several burglary series by arresting several suspects responsible for more
than 50 burglaries.
• Impact: Financial Crimes Unit (one detective)
− Added a Certified Fraud Examiner to the Unit to significantly impact the investigation
of increasingly complex financial crimes. In 2017, this detective continued to take a
heavy caseload for investigations that would have gone without a detective.
• Impact: Criminal Impact Unit (two detectives)
− Managed repeat offenders/career criminals who are responsible for a
disproportionate amount of criminal activity and who pose a significant risk to the
community.
− Apprehended dangerous fugitives, including some homicide suspects, in a timely
and effective manner.
− Assisted other units in investigating serious crimes and patterns of criminal activity.
− Impacted gang-motivated criminals through intervention, suppression and education.
− Oversaw the Sex Offender Registration and compliance program that currently
includes 263 registered sex offenders.
• Impact: Special Investigations Unit (one technical services specialist)
− The technical services specialist continues to support the entire agency in
standardizing the purchase, application, and deployment of surveillance technology.
− Instrumental in repairing aging technical investigative items as well as researching
and procuring new devices that assist FCPS and its law enforcement partners.
− Provided technical support for several major drug investigations.
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o Police Criminal Investigations Fleet Fuel, Lease Purchase and Maintenance (Offers
29.5, 29.24)
2017 Budget: $255,037 Expenses and/or Encumbrances: $184,243
• These funds enable several vehicles used across many hours and days of the week.
• Impact:
− These funds were used to purchase, manage, maintain, and fuel vehicles
leased/purchased for KFCG positions.
− Funded fleet maintenance and fuel for vehicles assigned to KFCG officers. A more
modern fleet and ongoing efforts to increase fuel efficiency resulted in this expense
category finishing the year under budget.
− Driving newer vehicles resulted in lower total fleet costs and higher fuel efficiency.
The vehicles purchased with KFCG funds are less expensive to maintain and
several of the CID vehicles are alternatively fueled (hybrids).
o Police Patrol Services (Offers 29.10, 29.16, 31.2)
Police Patrol Specialized Units (Offer 29.12)
2017 Budget: $2,784,780 Expenses and/or Encumbrances: $2,738,454
• KFCG funds were used for various community-impact teams.
• Impact: Crime Analyst (one)
− The patrol-based crime analyst has continued to provide valuable assistance to
patrol officers and investigators by helping to identify new and ongoing crime
patterns, researching crime trends and developing suspect information on active
cases. Some of this work ensures that crimes that might not otherwise be solved on
their own are able to be looped in and adjudicated along with other related cases. In
addition to tactical and investigative analysis performed, the crime analyst worked
with other City departments to help develop and implement a new application that
will provide police employees with direct access to more data relating to calls for
service.
• Impact: Neighborhood Enforcement Team (nine officers)
− The Neighborhood Enforcement Team (NET) is staffed solely through KFCG
funding. Significant reductions in nuisance and neighborhood concerns were
realized, from impacts on low-level drug sources in neighborhoods, property crimes
including bike thefts, prostitution stings, and significant resources being dedicated to
neighborhood and larger-scale transient-related disruptive behaviors. Investing in
the Campus West area in recent years has resulted in reduced numbers of parties
and other disruptions.
• Impact: Community Policing Lieutenant (one)
• The KFCG-funded Community Policing Lieutenant is heavily involved in the
leadership of FCPS community-based teams (School Resource Officers, District 1
officers, and NET).
• Impact: Police Body Camera and Taser Program
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− KFCG funds were used to purchase body worn cameras (BWC) and tasers for 146
patrol officers and eight Community Service Officers. This funding was for the first
two years of a five-year contract. The funding also included licensing and access to
a cloud-based evidence management system that will manage video, photo and
audio evidence.
− The taser and BWCs for officers are purchased as a package deal that covers a
warranty for maintenance and replacement costs over the period of the contract.
• Impact: Cameras
− Officer contacts are all available for review with video and sound. The impact has
been significant in creating transparency to the public regarding use-of-force
incidents. As an example, four officer-involved shootings have been captured on
video. Because of the ability to show what occurred, there has been minimal to no
public concern. Per the Professional Standards Sergeant, use-of-force complaints
investigated have almost all been universally determined to be unfounded and
handled quickly as the result of having video available. The same information has
been received from supervisors regarding performance-level complaints.
− The videos are also being used for training and supervisory review purposes.
− Both the City Prosecutor and District Attorney have reported a noticeable increase in
plea agreements as the result of having video evidence available. This cuts down on
court costs as officers are not subpoenaed as often. In one video, an officer’s
camera caught a serious assault that occurred during a disturbance, even though
the officer did not clearly see it.
• Impact: Tasers
− There has been a more than 50 % decrease in the use of OC spray, handguns, K9s,
and personal weapons and a less than 50 percent decrease in the use of sage
(applied), straight batons and takedowns. The use of tasers increased by 42 percent
(applied) and 72 percent (show of force) between 2016 and 2017, but that dramatic
increase helps explain the decreased need for other use-of-force tactics.
− There has been a decrease of 27 percent in defensive resistance, 25 percent in
active aggression, and 35 percent in passive resistance.
− Resisting arrest incidents decreased by 16 percent between 2016 and 2017.
− Citizen and officer injuries both decreased by 30 percent, which can likely be
attributed to the use of taser show of force.
− Tasers automatically activate all cameras within range when powered on.
• Impact: Police Campus West Substation
− This decade-long dream was realized in the fall of 2017 with the grand opening of
the Campus West Connections facility. This community policing station is the next
step in a long history of innovation and collaboration between the City and CSU that
has a very positive impact for both student and non-student residents.
− Staff continue to find ways to add value to the community with this facility and this
partnership. While public traffic at the facility remains low, new collaborations are
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growing. One example is a new initiative where a multi-discipline team will review
ongoing neighbor complaints and, together with the affected parties, develop the
best solutions given all of the available tools.
o Police Office of the Chief and Administration (Offer 56.10)
2017 Budget: $40,556 Expenses and/or Encumbrances: $38,265
• The Office of the Chief was able to maintain hiring and training for the respective KFCG
officers and staff.
• Impact: The availability of this budget funds the additional training and hiring costs
associated with KFGC staff. In prior years, when there was an increase in the hiring of
KFCG staff, this budget was needed to support the additional setup and hiring costs
associated with the increased staff levels.
Fire (11%)
Safe Community
o Poudre Fire Authority Operation, Maintenance and Capital (Offer 52.2)
2017 Budget: $2,804,685 Expenses and/or Encumbrances: $2,804,685
• Replaced Diesel Exhaust System
Impact: Upgrading the diesel exhaust systems in PFA fire stations provides a safe and
healthy work environment and provides the safest means of removing diesel exhaust
from apparatus bays.
• High-Rise Firefighting Equipment
Impact: The growth of multi-story buildings in the core areas of Fort Collins, as well as
NIST and UL studies, identified a need for upgraded equipment. This provides
increased safety to community members and firefighters.
• South Battalion (4 FTE)
Impact: The addition of the South Battalion Chief provides a second command officer
every day in the community. This improves overall safety on larger emergency incidents
as well as appropriate supervision for the 11 fire districts/stations within the jurisdiction.
• Ongoing Operations
Impact: Funding of ongoing operations in an amount that is the equivalent of 5.5
firefighter positions, or one new fire engine each year.
• Shift Safety Officers (3 FTE)
Impact: Implementation of the Shift Safety Officer places a qualified Fire Officer on the
scene of critical emergency scenes to protect the safety of firefighters. This reduces the
potential of injury and thereby reduces workers’ compensation costs.
• Four-Person Company (3 FTE)
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Impact: The four-person company staffing at Station 7, in LaPorte, provides compliance
with the Accreditation Standards of Cover effective response force, decreases overall
response time, and provides increased employee and community member safety.
• Emergency Medical Services (EMS) Position (1 FTE)
Impact: Reorganization of the EMS support function, including the addition of an EMS
Battalion Chief, aligns with PFA strategic goals and improves training, skills, protocols,
and EMS service levels provided to the community.
• Planning and Analysis Battalion Chief (1 FTE)
Impact: The Planning and Analysis Chief is a member of the Senior Leadership Team
(Executive Staff) and acts as the organization’s accreditation manager, which drives
continuous quality improvement. PFA achieved accredited status with the Commission
on Fire Accreditation International in 2015. The position also is in place to question
assumptions, department practices and use of measures for program improvement.
• Operations/Support Division Chief (1 FTE)
Impact: Developed the Support Division and reduced the span of control for the
Operations and Support Division Chiefs. Articulates the Fire Chief's Mission and Vision
through the chain of command and ensures the employees in the Operations and
Support Divisions are living the PFA Mission and Vision.
o Police FC911 Dispatchers (Offer 29.40; PFA Funded)
2017 Budget: $17,212 Expenses and/or Encumbrances: $17,505
• Funds were used to hire an additional dispatcher.
• Impact:
− This added position is a radio-trained dispatcher and contributes to the decrease in
overtime costs for the center.
− This position allows for additional staffing so radio dispatchers can continue their
focus on primary radio traffic and channel-management responsibilities. This was
identified as a needed safety improvement in critical incidents.
− Additional staffing in the center also allows for improvement in call answering and
Fire and EMS call dispatching times.
Parks and Recreation (11%)
Culture and Recreation
o Cultural Services (Offer 56.1)
2017 Budget: $110,687 Expenses and/or Encumbrances: $110,687
• Funded a full-time horticulture technician that oversees maintenance of the Children’s
Garden, greenhouse propagation program and other horticulture activities.
• Guest services staff manage the front desk greeting visitors, assisting them with
registrations and directing them around the site seven days a week.
• A Colorado State University horticulture intern was hired to help maintain the Gardens
while earning credit to complete his bachelor’s degree.
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• Impact: The Gardens is open to the public seven days a week during the growing
season and is maintained to the best management practices of a botanic garden.
o Ice and Aquatics (Offer 65.1)
2017 Budget: $443,507 Expenses and/or Encumbrances: $438,149
• Funding in this offer supported all programming, facility, and clerical staff at Mulberry
Pool. Activities at Mulberry Pool include youth and adult swim lessons, private lessons,
water safety instruction, and adaptive and therapeutic aquatics, as well as birthday
parties, group swim, and team practices.
• This offer also supported pool operations at the Senior Center.
• Impact: More than 6,900 enrollments occurred for swim lessons, water fitness, and
therapy activities. Team practices and leisure swim activities resulted in an additional
58,000 visits.
o Recreation Activities and Programs (Offer 65.2)
2017 Budget: $928,704 Expenses and/or Encumbrances: $824,557
• Funding in this offer provided social opportunities and facility staff attendants at the Fort
Collins Senior Center.
• The Northside Aztlan Community Center is a popular facility serving all ages with a wide
variety of activities, classes, programs and events. Funding in this cycle provided
adaptive recreation programs and inclusion, youth and teen programs, adult activities,
facility maintenance, and clerical staff.
• Operational efficiencies at the Senior Center, and a restructuring of the partnership with
PSD’s After-School Program resulted in reduced expenditures this cycle.
• Impact: More than 188,000 participations occurred in Recreation programs supported
by KFCG.
o Recreation Administration and Communication Services (Offer 65.3)
2017 Budget: $190,000 Expenses and/or Encumbrances: $190,000
• Dedicated scholarship dollars help Recreation provide reduced fees for low-income
residents to participate in programs and activities.
• Impact: In 2017, 2,317 Youth participants received reduced fees for activity
enrollments. Swim lessons, youth sports, and youth programs offered at Northside
Aztlan Community Center and the new Foothills Activity Center were the most popular
enrollment areas. In addition, 3,116 reduced fee passes (youth and adult) were issued
allowing unlimited drop-in visits to all facilities, resulting in more than 31,000 visits for
the year by reduced fee pass holders.
o Recreation Vehicle Replacement & Facility Improvements (Offer 65.7)
2017 Budget: $133,600 Expenses and/or Encumbrances: $133,600
• KFCG funding allowed Recreation to replace one of the department’s vans used to
transport participants to programs, events, and activity locations. This purchase was
made at lower than anticipated cost, with the remaining funds used to for needed
equipment replacement in aquatics including a pool vacuum and deck scrubber.
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• EPIC received new locker installations, finishing the renovation of the Women’s locker
room that started in 2016.
• Impact: Replacing an aging vehicle provides program participants safe and reliable
transportation while reducing repair costs. Completing the renovation of the women’s
locker room at EPIC improves customer experience and satisfaction.
o Memorial Parks (Offer 20.1)
2017 Budget: $150,000 Expenses and/or Encumbrances: $150,000
• Seasonal work force was hired and assisted with maintaining the cemeteries’ grounds
during the growing season. Aging equipment was replaced.
• Impact: The cemeteries were well maintained throughout the year to meet community
expectations of maintaining grounds appropriately to honor departed family members.
o Parks, Trails and Facility Grounds Maintenance (Offers 15.1, 15.3)
2017 Budget: $857,231 Expenses and/or Encumbrances: $857,231
• Seasonal workforce was hired to provide seasonal park maintenance including restroom
cleaning, mowing, trimming, trash collection, flower/shrub bed planting and
maintenance, and sports field prep ($429,000).
• New neighborhood parks built after KFCG funds were approved in 2011 (i.e., Radiant
Park, Registry, and Waters Way) were maintained in accordance with Park Division
standards. Trailhead Park turf area is being maintained, but the park is not complete
($238,643).
• Funds for new parks and trails, including Crescent Park; equipment was purchased for
Crescent Park with an anticipated opening in 2018 ($45,000).
• Senior Ranger was hired and equipment and supplies were purchased for the position
($144,588).
• Impact: The seasonal workforce continues to provide maintenance during the growing
season and new parks and trails are appropriately maintained. The addition of a Senior
Ranger is providing leadership for the ranger program, as well as additional ranger
coverage throughout the parks and trails system.
o Parks Life Cycle Program (Offer 15.4)
2017 Budget: $550,000 Expenses and/or Encumbrances: $550,000
• Examples of lifecycle projects completed in 2017 include:
− Renovated Edora restroom and storage/shop area, including ADA improvements to
the restroom
− Louden Ditch repair
− Replaced irrigation pump at Avery Park
− Painted City Park shelters
− Replaced irrigation controllers/clocks throughout the system with web-based
weather tracking controllers, which will improve water management and usage.
− Replaced Edora playground surfacing in conjunction with funding in Offer 15.8 for
ADA playground improvements
− Tennis court crack seal throughout the system
− Replaced park walkway at Troutman to meet ADA standards
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• Impact: Parks facilities and infrastructure continues to be replaced and repaired with
available funding.
o Americans with Disabilities Act (ADA) Playground Compliance (Offer 15.8)
2017 Budget: $84,000 Expenses and/or Encumbrances: $84,000
• Funds were used to replace playground surfacing at Edora Park and Lee Martinez Park.
• Impact: Surfacing conversion from sand to engineered wood fiber made the Edora
playground ADA accessible. The Lee Martinez funds are encumbered for surfacing and
the playground will be ADA accessible when the playground renovation project is
completed in 2018.
Other Community Priorities (11%)
Neighborhood Livability and Social Health
o Social Sustainability Programs and Services (Offer 27.1)
2017 Budget: $568,047 Expenses and/or Encumbrances: $568,047
• Provided funding to nine nonprofit human service agencies that provide services and
programs to low-income residents, and one affordable housing project for seniors.
• Impact:
− Low-income parents received assistance for childcare allowing them to work or
continue their education; this assistance helps them budget family dollars to pay
their mortgage or rent.
− Seniors received nutritious home-delivered meals allowing them to remain in their
homes.
− Residents received housing counseling and rent assistance to keep them in their
housing situations or help them learn what is needed to move into homeownership.
− Victims of domestic violence were provided emergency shelter, food, clothing,
advocacy, assistance and long-term planning for their safety and self-sufficiency.
− Youth were provided skills to help them become self-reliant and people experiencing
homelessness were given resources to help them survive on the streets or move
into housing.
− An existing affordable housing property received renovations and upgrades that will
enhance livability and amenities for its senior population.
o Homelessness Initiatives (Offers 27.6, 27.10)
2017 Budget: $295,367 Expenses and/or Encumbrances: $288,672
• Special Agency Session Resource Specialist funded with Offer 27.6
• Funding for the following collaborative homelessness programs/projects: $80,000
Outreach Fort Collins (OFC), $15,000 Housing First Initiative (HFI) data system,
$40,000 Safe Place to Rest and Seasonal Overflow Shelter, $50,000 Murphy Center
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operations, $15,000 Coordinated Assessment and Housing Placement System
(CAHPS), $20,000 Landlord Risk Mitigation Fund.
• Impact:
− OFC made 73 percent more contacts in the summer of 2017 than the summer of
2016 with more than 900 contacts and more than a 300 percent increase in service
coordination.
− HFI started collecting data in mid-2017 and has provided two quarterly reports to
City Council.
− Safe Place to Rest and Seasonal Overflow Shelter ensured shelter options for
everyone seeking shelter during the cold weather months.
− The CAHPS system assessed 64 people in Larimer County and placed 43 in
housing.
− Neighbor to Neighbor is managing the Landlord Risk Mitigation Fund, which started
during the last quarter of 2017.
o Residential Parking Permit Program (Offer 96.1)
2017 Budget: $46,346 Expenses and/or Encumbrances: $47,987
• Part time hourly position to administer RP3
• Postage, printing, and signage
• Impact: This offer funds the administration of the 10 active RP3 zones
o Downtown Business Association Ambassador Program (Offer 69.2)
2017 Budget: $25,000 Expenses and/or Encumbrances: $25,000
• Supports the Downtown Business Association’s Ambassador program.
• Ambassadors provide Downtown visitors with on-the-street hospitality and information
from Memorial Day to Labor Day. Their regular and friendly presence contributes to a
more welcoming, safe and accessible environment.
• Impact:
− Ambassadors assisted nearly 5,000 visitors and visited more than 575 businesses.
− Thousands of referrals were provided about Downtown Fort Collins, entertainment,
dining, and other events.
− 42 “Disruptive Behavior” calls were received in 2017 (five fewer than in 2016)
− 81 contacts with Police and Outreach Street Team (up from 64 in 2016),
demonstrating the value of the new Outreach Team and the role of the
Ambassadors in supporting the Downtown community.
o Compliance Inspector – Environmental (1.0 FTE) (Offer 75.11)
2017 Budget: $95,584 Expenses and/or Encumbrances: $ 71,481
• Promotes compliance with environmental codes for air quality, construction and
demolition, solid waste, and community recycling. The inspector focuses on enforcing
policies and identifying non-compliant businesses and community members.
• Impact:
− Achieved 100 percent compliance with 19 grocery stores that are required to
compost as part of the Community Recycling Ordinance, effective in 2018, thereby
reducing landfill deposits and local greenhouse gases.
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− Reviewed 35 plan sets as part of the development review process; also drafted
proposed revisions to Land Use Code Standard 3.2.5 to ensure all newly-
constructed trash-recycle enclosures were safe and efficient for both users and
haulers, while ensuring adequate space is provided for recycling per the
requirements of the Community Recycling Ordinance.
− Performed 89 construction and demolition recycling inspections, and responded to
four cardboard ban complaints, seven fugitive dust complaints, five wood smoke
complaints, six hauler hours-of-operations complaints, and all other environmental
complaints.
− Developed new construction site recycling program brochure, demolition-specific
Construction Waste Management Plan (CWMP), and Construction Information
Notice. Revised existing CWMP, Construction Site Recycling Resource Guide and
web materials.
Culture and Recreation
o Community Services Administration and Technology Support (Offer 36.1)
2017 Budget: $49,022 Expenses and/or Encumbrances: $49,022
• This IT position continues to support the extensive IT needs within Recreation, Cultural
Services, Parks and Natural Areas.
• Impact: IT systems and project implementation continue to improve with this position,
with the goal of enhancing customer satisfaction with City systems.
o Parks, Trails and Facility Grounds Maintenance (Offer 15.1)
2017 Budget: $61,722 Expenses and/or Encumbrances: $44,338
• Funds were used for the 2017 4th
of July celebration in City Park.
• A $25,000 donation reduced the need for KFCG funding in 2017 and allowed Parks to
return $17,384 to the KFCG Fund to be used for other purposes in the future.
• Impact: A safe, successful and enjoyable event was provided to the community.
o Urban Forest Management (Offer 34.1)
2017 Budget: $264,347 Expenses and/or Encumbrances: $264,347
• Funding was used for contract tree maintenance and plantings, and to hire a seasonal
worker to water newly planted trees.
• Impact: Tree pruning and removal work addressed public safety and improved tree
health and aesthetics. Newly planted trees are healthy and thriving.
o Increased Contractual Pruning of Larger Trees (greater than 18 inches in diameter)
to Meet the Frequency Standard Set by The City Forester (Offer 34.5)
2017 Budget: $288,474 Expenses and/or Encumbrances: $288,474
• Funding was used for contractual tree pruning of large-diameter trees.
• Impact: Tree pruning and removal work addressed public safety, improved tree health
and aesthetics, and improved pruning frequencies.
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Economic Health
o Economic Health Office (Offer 25.1)
2017 Budget: $311,900 Expenses and/or Encumbrances: $288,293
• Funds the Cluster Grant and Business Retention and Expansion programs in the
Economic Health Office.
• Impact:
− Funded $198,000 to support Advanced Manufacturing and Healthcare Sectors, the
NoCo Food Cluster, and a number of entrepreneurial and innovation support
programs
− Provided funding to support the 5th
Annual Business Appreciation Breakfast with a
keynote address by Governor Hickenlooper
− Funds ongoing efforts related to Business Retention and Expansion. As a part of
these efforts, in 2017 the City launched a Business Engagement Action Plan to
improve coordinated engagement with the business community.
o Development Review Programs and Services (Offer 78.1)
2017 Budget: $101,000 Expenses and/or Encumbrances: $ 74,212
• Supports programs that promote community character and encourage attainable
housing and energy efficiency through the retention and rehabilitation of historic
buildings, historic property surveys, and design assistance for new construction.
• Impact:
− Assisted the owners of 22 properties in developing context-sensitive designs for
additions and new construction, helping to address concerns about compatible infill
development in the Old Town Neighborhoods.
− Funds were used to survey and document 52 properties in the transition areas
between the Old Town Neighborhoods and the Downtown Zone. This provides
predictability to property owners, residents and developers about which properties
contribute significantly to the areas’ character and which do not.
− Supporting both preservation and energy conservation goals, nine landmark
properties were sustainably rehabilitated using Landmark Rehabilitation Loans.
Program funds of $52,978 were matched by $86,724 of owners’ funds, to generate
$139,702 of rehabilitation work.
o Downtown Landscaping and Maintenance (Offer 16.1)
2017 Budget: $243,749 Expenses and/or Encumbrances: $243,749
• Flowers were planted and maintained during the growing season in 4,377 sq. ft. of
flower beds, 46 hanging pots and 162 pots.
• Cleaning between blocks along College Avenue included eight power washings, daily
tree grate cleaning, and cigarette/trash pickup.
• Impact: The Downtown flower program and cleanliness continue to contribute to the
success of Downtown Fort Collins.
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Environmental Health
o Environmental Services Department (Offer 26.1)
2017 Budget: $129,793 Expenses and/or Encumbrances: $123,006
• Purchased recycling guideline decals to place on recycling dumpsters throughout Fort
Collins
• Funded Art in Public Places project on enclosure in Montezuma Fuller alley
• Healthy Sustainable Homes funds were used to partially fund a program coordinator for
the home assessment program, which provides volunteer training, and volunteer-driven,
in-person home visits targeted at providing specific recommendations to improve indoor
air quality.
• The zero interest air quality loans support home improvements that improve indoor air
quality, such as wood burning fireplace upgrades, radon mitigation and mold mitigation.
• The Lawn and Garden program provides rebates that incentivize the purchase of lower
emission residential lawn and garden equipment as part of an effort to reduce local
sources of ozone-causing emissions.
• Funded mini grants to City staff for small-scale sustainable projects including a new
cleaning system for the Museum of Discovery to reduce harsh cleaning chemicals, City
Park Golf composting system to decrease fungicide use, water bottle filling stations, ash
tree removal and replacement, and solar tube installation at the Gardens on Spring
Creek to reduce electricity use.
• Impact:
− Recycling guideline decals will be placed on recycling dumpsters in use throughout
Fort Collins, clearly conveying the materials that can be placed inside to increase
diversion and reduce contamination.
− The Art in Public Places sculpture provides an example of artwork created with
reused material, beautifies a Downtown alley, and prevents graffiti.
− The Healthy Homes program coordinator assisted with data tracking, volunteer
training, home assessments and volunteer support. Twenty volunteers were trained
in 2017 and 125 homes were assessed.
− Nine zero interest air quality loans were issued, replacing wood-burning fireplaces
with more efficient fireplaces, and installing radon mitigation systems to address high
levels of radon.
− In 2017, lawn and garden rebates were provided for 187 new pieces of lower-
emission (e.g., electric) lawn and garden equipment, including mowers and
trimmers.
o Timberline Recycling Center (Offer 26.2)
2017 Budget: $337,600 Expenses and/or Encumbrances: $278,201
• Hired a reputable/experienced recycling company to operate the Timberline Recycling
Center “hard-to-recycle” materials yard, including all hauling costs for those materials
(to end-markets), and two full-time employees to attend to the site.
• Paid an hourly City technician to maintain the “free, everyday recycling” East Yard of the
Timberline Recycling Center on a .25 FTE level (site clean-up and safety inspections,
equipment repairs, full implementation of new program to collect plastic film materials).
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• Purchased and installed new baling equipment to compress plastic film materials for
more efficient handling and shipment to market.
• Education/outreach activities to promote awareness and use of the new recycling center
included an advertising campaign, enhanced website applications, publicity for two
special collection events held in June and October, and improved signage for collection
bins.
• Impact:
− Successfully delivered smooth, uninterrupted operations at the TRC with a focus on
customer safety.
− Provided convenience and ease of use for customers at a clean/tidy facility in which
they can take pride and enjoy visiting, and which exemplifies the City’s commitment
to stewardship goals.
− Applied a business-oriented approach to operate the facility as cost-effectively as
possible, including a focus on quality of materials in the recycling bins to meet end-
markets’ specifications (low “contamination” from non-accepted items), continually
researching and applying cost-saving measures, and protecting and maintaining City
assets.
− Investigated new materials to be collected as viable and sustainable opportunities
arise, including used cooking oil, plastic film, and agricultural baling twine. Biannual
special events were held to test the viability of accepting items such as mattresses,
secure-document shredding, heavy-gauge (bulky) plastic items, and books.
o Road to 2020 Pilot Projects and Innovation Fund (Offer 26.8)
2017 Budget: $382,000 Expenses and/or Encumbrances: $229,000
• The Innovate Fort Collins Challenge launched as a new competitive process that
provides funds to externally-led pilot projects that assist in achieving the community’s
Climate Action Plan goals.
• Impact:
− The first round of the competition included 58 letters of intent for a total of $5.5M in
requests.
− The second round included 14 full applications for $1.2M in requests.
− Six finalists advanced to a public pitch night that 150 community members attended.
− Five projects were awarded $265,000; $205,000 came from this offer and $60,000
was leveraged from the Advanced Waste Stream Optimization Offer.
− A second competition will be held in the spring of 2018, pending approval of the
remaining re-appropriated funds.
o Community and Municipal Electric Vehicle Readiness Roadmap (Offer 26.10)
2017 Budget: $40,000 Expenses and/or Encumbrances: $40,000
• The City of Fort Collins is developing an Electric Vehicle (EV) Readiness Roadmap to
support current and future EV adoption in the community. The Roadmap will establish a
vision, goals, and clearly defined roles for City departments, the private sector, and the
Fort Collins community.
• Impact:
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− Increased EV use in Fort Collins by providing the clarity and direction needed to
advance Fort Collins to the next level of EV adoption.
− Supports the 2015 Climate Action Plan goals by reducing the carbon emissions and
local air quality impacts of vehicles used within the city.
− Aligns with ongoing planning efforts, including the ongoing City Plan and
Transportation Master Plan update, and the upcoming electric grid distribution
system analysis planned by Fort Collins Utilities.
o Nature in the City Implementation Capacity (Offer 84.1)
2017 Budget: $76,243 Expenses and/or Encumbrances: $75,809
• This offer funded 90 percent of an Environmental Planner position to assist with
implementing the Nature in the City program.
• Impact:
− Designed and implemented eight Nature in the City community capital projects
across Fort Collins.
− Informed decisions for Natural Areas land acquisitions in the North College area
through a vacant lands analysis, creating the opportunity for three new land
acquisition deals.
− Built relationships with populations disconnected from nature that have resulted in
community capital projects for 2018.
o Nature in the City Programmatic Funding (Offer 84.3)
2017 Budget: $20,000 Expenses and/or Encumbrances: $17,176
• This offer funded the Nature in the City programmatic expenses, such as vegetation and
field supplies, professional and consulting services, outreach materials, and volunteer
event supplies.
• Impact: This offer provides foundational Nature in the City funding to enable the
program to better connect residents to nature and provide functional habitat across the
community through innovative projects, policy work and programs.
o West Nile Virus Management Program (Offer 85.1)
2017 Budget: $341,510 Expenses and/or Encumbrances: $341,510
• This offer provided public outreach efforts aimed at increasing awareness of West Nile
Virus (WNV) and providing information on measures individuals should take to decrease
their risk of exposure. The bulk of program expenses are focused on proactive larvae
reduction and creating trapping and testing data used to assess weekly risk levels and
provide guidance for potential adult mosquito control actions.
• Impact: Reduced the risk of WNV to the community while balancing social and
environmental impacts. Although early-season mosquito levels were high, the trapping
and testing data demonstrated the species to be largely those not associated with WNV
and therefore adult mosquito control actions were not necessary. As the season
progressed, populations of WNV-carrying mosquitoes increased, however the data
showed the calculated vector index never approached pre-defined spraying levels.
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o Northern Integrated Supply Project Analysis and Response (Offer 148.2)
**This amount was re-appropriated from 2016**
2017 Budget: $168,474 Expenses and/or Encumbrances: $62,656
• The technical analysis required for the City to develop a rigorous response to the NISP
and the Fish and Wildlife mitigation plan. These funds were spent on consultant
support for the City’s multi-pronged efforts toward influencing NISP outcomes. The Final
Environmental Impact Statement (FEIS) was not released in 2017 as anticipated, and
thus these funds were not exhausted. The purpose of these funds is to support the
City’s response to the FEIS and to pursue the best mechanisms possible to represent
the City’s river-related assets and investments. The FEIS is now likely to be released in
the summer of 2018 and these funds will be used to support technical and legal external
support throughout the process.
• Impact: The City continued to proactively engage with the NISP permitting process by
using multiple channels of influence such as direct engagement with Northern Water
and through the public comment opportunity for the Fish and Wildlife mitigation plan. In
response to the City’s comment, the mitigation plan changed, most notably with an
improvement to the flow aspect of the mitigation plan.
o Poudre River Restoration (Offer 148.1)
**This amount was re-appropriated from 2016**
2017 Budget: $231,598 Expenses and/or Encumbrances: $231,587
• The purpose of these funds was to support extensive ecological restoration of the
Poudre River including channel improvements, bank and floodplain restoration, and fish
habitat improvements at Udall Natural Area. Unspent funds were requested for re-
appropriation for 2017, and all remaining funds were applied to the river restoration
project.
• Impact: In December 2017 Natural Areas completed the restoration of 800 linear feet of
river and riverbank of the Poudre River through Udall Natural Area. The $375,000
project focused primarily on the right bank starting at the newly remodeled Lincoln
Avenue Bridge and extending 800 feet downstream. The project included naturalizing
the riverbank, grading back steep banks and creating a flood-prone bench, stabilizing
the toe of the bank where it was eroding, removing non-native vegetation, and installing
20 large cottonwood trees, more than 100 willow and other riparian shrub saplings,
more than 500 live willow stakes, and native grasses. Crews also transplanted
numerous willow clumps. During grading operations, more than 1,000 tons of concrete
riprap and undesired fill were removed. Not included in the 800 linear feet of riverbank
was the creation of about 200 feet of backwater channel.
o Expand Downtown Recycling (Offer 61.1)
2017 Budget: $58,000 Expenses and/or Encumbrances: $58,000
• Funding purchased 58 additional recycling receptacles for the Downtown area.
• Impact: These new receptacles aided the Parks Department in striving to meet the
City’s Road to Zero Waste plan and diverted additional waste from the landfill.
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High Performing Government
o City Council (Offer 22.1)
2017 Budget: $16,000 Expenses and/or Encumbrances: $15,999
• Funded additional training and federal-level networking opportunities for
Councilmembers.
• Impact: These events provided beneficial learning and networking opportunities that
ultimately have collaborative and positive impacts on Council processes, organization
functions, and community outcomes including progress on I-25 improvements,
continued awareness of train horn noise efforts, and Halligan permitting status.
o Sustainability Services Area Admin (Offer 24.1)
2017 Budget: $55,000 Expenses and/or Encumbrances: $54,209
• Consultant services to explore increasing community childcare capacity through public-
private partnerships
• Consultant expertise for equity and inclusion work
• Staff development focused on emotional intelligence training
• Master planning and visioning with community partners on the future of shelter and
service programs to support pathways out of homelessness
• Support for stakeholder and community engagement around the Community Trust
Initiatives
• Materials for the We are Fort Collins multilingual campaign
• Continued support for Drive Electric Northern Colorado
• Contractual staff for design of a new and improved Triple Bottom Line tool
• Professional services to develop a data-driven community engagement program around
Climate Action goals
• Impact:
− Confirmed economic and social needs for increased childcare capacity, identified
potential City building assets for space, formed community partnerships to co-create
list of priorities for City funding and opportunities for collaboration.
− Developed a model framework to organize and prioritize strategies for equity and
inclusion work.
− Staff teams are better equipped to lead collaborative and community processes
using EQ tools and approaches.
− Gathered collective insight from a focus group of 30 business, service providers,
faith community, government and other community partners on what spaces and
services are most needed to make homelessness rare, short-lived and non-
recurring.
− Listening sessions and stakeholder advisory committee meetings were held and
professionally facilitated to fulfill direction from a Council resolution to learn and
explore ways to better support immigrant communities.
− Thirty multilingual banners were hung around Fort Collins to honor a dimension of
community diversity, sparking positive feedback and additional community
conversations.
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− Developed an educational and resource website on Electric Vehicles and continued
policy-level and partner support from the Electrification Coalition.
− The new Triple Bottom Line Scan tool for improving project management outcomes
and informing Council decisions will be launched in 2018.
− An action-oriented engagement campaign with quantifiable greenhouse gas
reduction impacts will be launched in 2018 with four easy things each resident can
do to make a difference toward community goals.
o Volunteer Services (Offer 42.5)
2017 Budget: $161,450 Expenses and/or Encumbrances: $167,368
• This offer strengthens the City’s commitment to its volunteers and broadens the City’s
engagement with the community.
• Volunteer events included continuing education, recognition events, and projects that
created connections among volunteers, encouraged retention, and highlighted
involvement. Events included: National Volunteer Week, Volunteer Summit, Volunteer
Picnic, Make a Difference Day and Family Volunteer Day.
• The Engage volunteer database meets the needs of the City workforce, including
volunteer recruitment, applications, scheduling, background checks, communication,
paperwork, statistics, learning management and more.
• Impact:
− Volunteers make a difference in their own lives and others – 146,071 hours
contributed in 2017, worth the same amount of time as 73 full-time employees.
− Providing volunteer opportunities for residents enhances the community’s vitality –
an economic impact of $3.8 million (The Value of Volunteer Time in Colorado
calculated at $25.97/hour. Source: IndependentSector.org).
− Linking volunteers with one another creates connections in and across the
community – 8,126 volunteers in 2017.
− Provides excellent service in all seven of the organization’s service areas.
o Communications and Public Involvement (CPIO) (Offer 23.1)
2017 Budget: $34,032 Expenses and/or Encumbrances: $34,032
• Supplemented funding for a full-time Civic Engagement Liaison (from .75FTE) to
manage and provide additional public engagement efforts.
• Funded training, online engagement tools and technology, and outreach to hard-to-
reach populations.
• Impact:
− A full-time Civic Engagement Liaison promotes, supports and helps direct Citywide
public engagement efforts with special consideration for hard-to-reach populations.
− Improved systems and resources grow and enhance organizational public
engagement capabilities by leading public engagement roundtable discussions,
developing web resources and expanding connections with hard-to-reach
populations.
− Continued to provide International Association for Public Participation (IAP2) training
for project managers in 2017.
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− Selected and implemented a new online engagement platform, OurCity
(ourcity.fcgov.com).
− Launched the first Summer in the City youth summer camp and service learning
program designed for high school students in partnership with Poudre School
District.
o Messaging and Engagement Priorities (Offer 23.6)
2017 Budget: $90,000 Expenses and/or Encumbrances: $90,000
• Provided marketing and engagement support of key actions and messaging for Climate
Action Plan goals.
• Impact:
− Selected a marketing vendor selected and conducted statistically valid market
research to inform messaging and engagement strategy.
− Implementation strategy and scope, and campaign execution to be completed in
2018.
Additional Information
In cases where actual expenses are higher than budget, this can be due to:
• Project budgets that were appropriated in prior years. A project budget is appropriated in a
single year, but spending spans several years until the project is completed.
• 2017 budgets do not include re-appropriations or carry-forward amounts.
• Staff did not include the 2017 Revision items for the benefits adjustments, but expenses for
the benefits would have been included in the offer actual expense.
Attachment 2
2017 City-Initiated Cost Savings and
Efficiencies
They are grouped by:
A. Cost savings, partnerships and leveraging resources
B. Process and operational improvements
C. Technology and upgrades
D. Customer service
A. COST SAVINGS, PARTNERSHIPS AND LEVERAGING RESOURCES
Community Development & Neighborhood Services: Coordination and Collaboration
Efforts (Other Departments)
Description: Partnerships have continued with Municipal Court and the City Attorney’s Office
to streamline and standardize procedures and update codes. Work has also continued with
numerous other departments and/or service areas, including Police, Utilities, Parks,
Recreation, Engineering, Transportation Planning, Streets, Social Sustainability,
Environmental Services, and numerous others for things such as Development Review,
neighborhood meetings, issue resolution, plan implementation efforts and on special projects.
Much of this has been done through work completed on FC Lean teams.
Benefits:
• Partnering will enhance project flow by identifying issues
• Partnering can reduce errors, since each group will view a project through their own
filter
• Working relationships will be enhanced with continued communication
Community Development & Neighborhood Services - Current Planning: Coordination of
public events across City departments
Description: The Planning department has coordinated community engagement events by
partnering with other City initiatives.
Benefits:
• Increased efficiency and lower overall City costs in staff time, materials and venue
rentals when events are combined
• Reduced community fatigue given the large number of public events scheduled
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Community Development & Neighborhood Services - Mediation and Restorative Justice
Programs: Community Volunteers
Description: 19 Mediation volunteers and more than 45 Restorative Justice volunteers
provided 1,921 hours of service in 2017. The current value of a volunteer hour in Colorado is
calculated at $25.97/hour, thus making the value of the volunteer services $49,881.
Benefits:
• 1,921 hours of free program services for City programs
• Community-involved program delivery
• Community involvement and buy-in for City services
• Increased community awareness of mediation and restorative justice
• Connection with fellow community members for residents
Community Development & Neighborhood Services: Historic Preservation Surveys
Description: Historic Preservation partnered with Colorado State University’s graduate
program in Historic Preservation and with residents to provide historic surveys of 32 properties
at no cost to the City.
Benefits:
• Free service supporting City programs
• Promotes healthy community connections among residents
• Greater awareness of neighborhood issues and solutions
• Improves neighborhood quality through appreciation
Community Development & Neighborhood Services: Historic Preservation Partnerships
Description: The Historic Preservation Division, Recreation Department, and Operation
Services is partnering with the Cache la Poudre Heritage Alliance and the Fort Collins
Historical Society on a project to restore the Ross Proving House. Recently moved to Lee
Martinez Park, the Ross House is the only “proving up” or “filing” house associated with the
1862 Homestead Act still in existence in Larimer County.
Benefits:
• Collaborative project supports City and partner goals to preserve and protect important
historic resources
• Will be used to interpret regional advances in water technology and irrigation systems,
and early development in Fort Collins and Larimer County to residents of all ages and
backgrounds
• Will provide work for 12 to 15 craftsmen skilled in specialized preservation trades,
including woodworking and historic plaster
• Fosters continued collaboration among City departments, federal and state granting
organizations, non-profit organizations, and the community
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Community Development & Neighborhood Services: Historic Preservation
Neighborhood Partnership
Description: The Historic Preservation Division and Colorado State University’s Department
of History collaborated on a project to survey and record 38 properties in the Alta Vista
Neighborhood, using graduate students in historic preservation.
Benefits:
• Promotes continued collaboration between the City and the University
• City received historic property survey work on 38 buildings at no cost
• CSU graduate students gain valuable practical experience that promotes their future
employment
• Alta Vista owners and residents gained insight into the history of their homes and their
neighborhood, learning about the roles played by both the Great Western Sugar
Company and Neighbor to Neighbor
Engineering Department: City Bridge Program and Utilities Department design and
construction partnership for the East Prospect Bridges
Description: This initiative is a collaborative effort to realize efficiencies in the right-of-way,
along with phased construction coordination. The Riverside Bridge replacement is a
partnership among Engineering, Utilities, Parks and Natural Areas, and entails Spring Creek
channel rehabilitation, Spring Creek Trail improvements, and replacing the Riverside bridge.
Benefits:
• Cost-sharing partnership among the above departments for public improvements,
involving one contractor rather than separate projects with multiple contractors, saves
time, funding, and impacts to the public.
• Leveraged resources to combine public messaging among multiple City departments
for the design and construction of the East Prospect Bridges and the Riverside Bridge
replacement
• Cost savings for the East Prospect Bridges and the Riverside Bridge replacement by
sharing material resources, traffic control costs, and floodplain approvals
Environmental Services and Parks: Clean Lawn and Garden Equipment
Description:
Environmental Services received a $15,000 grant from the Regional Air Quality Council to
procure electric lawn and garden equipment, supplementing the City’s 2017 budget of
$50,000. Parks, Operation Services and Environmental Services partnered on this effort.
Benefits:
• Parks Department the first Colorado municipality to test a commercial-scale electric
lawn mower.
• Has the same total cost of ownership as traditional equipment, while reducing
emissions by 57 percent and eliminating ozone-causing emissions
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• Parks staff report successful equipment performance and have been able to
accommodate minor design challenges, such as cutting tight corners, by substituting
other equipment.
Environmental Services: Regional Wasteshed Planning Coalition
Description:
After two years of providing lead-planning support for the Regional Wasteshed Planning
project, Environmental Services stepped back to allow the new Larimer County planner, who
was specifically hired in 2017 to manage the Wasteshed project, to assume major
responsibilities.
Benefits:
• Allows staff 20 percent more time to devote to other projects on the City’s work-plan
• Gives Larimer County more leadership and ownership of outcomes
FC Moves: Continuation of Fort Collins Bike Share, a unique Public-Private Partnership
model
Description:
• The Fort Collins Bike Share Program generated revenue through user and membership
fees, which will be used to further support the program in 2018.
• Sponsors around the City support stations and bikes, and individual users pay
membership fees.
Benefits:
• Level of service is greatly improved for the same cost to the City; costs are anticipated
to be even lower over time
Parks Department – Forestry Division: Neighborhood Street Tree Planting
Description:
Forestry was part of a cooperative partnership with Environmental Planning, Nature In the City
and external organizations such as the Society of American Foresters Alpha Student Chapter
and the Colorado State Forest Service. The project used more than 40 volunteers to plant 31
trees on private-property front yards in a neighborhood that was lacking in canopy cover.
Benefits:
• Increased tree canopy cover
• Trees provide multiple environmental benefits such shade, carbon storage and storm
water interception, etc.
• Increased property value over time as the trees grow
• Involved the use of community volunteers (Make A Difference Day)
• Nurseries provided trees at a reduced cost
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Parks Department – Forestry Division: Urban Wood Utilization Research
Description:
Forestry is part of a cooperative partnership with the Environmental Services Department and
CSU to conduct research and establish possible solutions to use urban wood generated from
Forestry operations. The City initiated the study by approaching CSU with the problem of
underutilized wood material and asked how to look at options that meet community needs.
The result is that a PhD student will conduct research looking at the economic, environmental
and social sustainability aspects that would allow for optimal wood use in Fort Collins. The
model will include the private sector and may be applicable to the entire region.
Benefits:
• Significant decrease in urban wood material going to the landfill
• Establishing possible markets to use urban wood for higher purposes than mulch
• Environment will benefit from increased carbon storage if wood is use for higher
purposes than fuel or mulch (e.g., furniture)
Parks Department – Parks Division: Edora Park Restroom/Storage Building
Description:
Partnership with Operation Services for a restroom/storage building renovation for Edora Park
to provide additional storage and work space for Parks employees.
Benefits:
• Cost and labor savings for less driving time – employees can take lunch breaks, fill out
paperwork and timesheets on-site
• Better customer service/more timely service – snow removal equipment stored on-site
enables quick access to trails and nearby facilities
• Public restrooms upgraded to provide ADA access
• Employees can report directly to this facility saving drive time, mileage and fuel for City-
owned vehicles
Parks Department – Parks, Golf and Forestry Divisions: Partnership with Environmental
Services Department and the Regional Air Quality Council
Description:
The Parks Department was part of a cooperative partnership with the Environmental Services
Department to be awarded the $15,000 Mow Down Pollution Commercial Lawn and Garden
Grant Program Pilot Project. The purpose of this grant is to purchase new low-emission
commercial lawn and garden equipment.
Benefits:
• Leading by example to help improve air quality and public health
• Reduced carbon footprint
• Replaced gasoline-powered equipment with electric equipment
• Reduced employee exposure to gasoline and small engine exhaust
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• Reduced noise pollution
• Parks, Golf and Forestry Divisions all benefitted from this grant
Poudre Fire Authority: Prepayment of Station 4 (1945 West Drake Road)
Lease/Purchase
Description:
Prepayment of Station 4 (1945 W. Drake Rd.) Lease/Purchase
Benefits:
• The prepayment of the Station 4 Lease/Purchase resulted in a long-term savings of
$451,000 in interest payments.
Poudre Fire Authority: Workers’ Compensation Cost Savings
Description:
PFA’s three-year experience modifier (adjustment of annual premium on worker’s
compensation insurance based on previous loss experience) will remain low with the modifier
at .82 in 2017.
Benefits:
• The lower experience modifier rate is a direct reflection of PFA’s reduced injuries and
claims over the past three years, as well as a new insurance broker, and is reflected in
a 9.38 percent decrease in insurance costs.
Poudre Fire Authority: Unmanned Aircraft Program
Description:
PFA’s Drone Program
Benefits:
• The PFA Unmanned Aircraft Program (Drone Program) and the Larimer County
Unmanned Aircraft System Program work mutually to provide services such as
collecting forensic-quality scene information, speeding up incident clearance, and
reducing the exposure of fire personnel, law enforcement officers, other responders,
and the public to hazardous conditions.
Police Information Services Division: Combined Regional Information Sharing Project
(CRISP)
Description: In 2017, CRISP worked diligently to design a Computer Aided Dispatch and
Records Management System (CAD/RMS) with its existing partner, Larimer County, while
also including Loveland Police as a new partner. The system will maximize information
sharing and interoperability once deployed.
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Benefits:
• Public safety agencies in Larimer County share a public safety software system
• Cost savings by including a third partner to share system costs.
Police Community and Special Services Division – Community Services: Campus West
Description: The Campus West Connections office was opened for a more visible
police/community services presence in the area. Police Services is partnering with
Neighborhood Services, Code Compliance, CSU Off-Campus Life, CSU Student Affairs, CSU
Police and the City/CSU Community Liaison in the effort.
Benefits:
• Provides a more visible and accessible police, City and CSU presence in the area
• Co-location of entities that partner to address questions and issues related to this
unique area allows for more holistic problem-solving
• Provides more direct customer service and personal interactions
Recreation: Created Multiple STEM Program Partnerships
Description: The Recreation Department partnered with the Youth Enrichment League,
Creator Hub, and Incrediflix.
Benefits:
• Created Multiple STEM Programs
• 376 registered participants since the programs started
Recreation: Afterschool and summer program
Description: The Recreation Department partnered with Poudre School District to provide
afterschool and summer programs.
Benefits:
• PSD after school served 567 students from April 1- May 15, 2017 (Bauder-106, Harris-
55, Irish-111, Laurel-62, Linton-107, Putnam-126)
• Camp SOL served 217 students in the 2017 Summer Program (Bauder-35, Harris-14,
Irish-20, Laurel-56, Linton-59, Putnam-33)
• PSD Fall program had more than 600 students
Social Sustainability – Homelessness Initiatives: Support for Community-based
Overflow Shelter
Description: Provide funding to support the Seasonal Overflow Shelter program and the
coordination of the Safe Place to Rest pilot.
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Benefits:
• Leverages resources with in-kind and direct funding contributions from churches, non-
profit organizations, and volunteers
• Cost-effective, community-based approach to add more shelter beds during the winter
months
Social Sustainability – Homelessness Initiatives: Support for Outreach Fort Collins
Description: Collaborate with other funders to support the Outreach Fort Collins program to
increase effective outreach to local businesses and people experiencing homelessness in the
Downtown area.
Benefits:
• Leverages funding from multiple partners to increase resource referrals to engage
people with available resources and decrease disruptive behaviors Downtown
Social Sustainability – Homelessness Initiatives: Support for Coordinated Assessment
and Housing Placement System and Housing First Initiative
Description: Provide partial funding in partnership with others to support local and regional
coordination to assess and house people as well as collect, analyze, and help local homeless
with housing navigation and retention support.
Benefits:
• Increase systematic approach to assessment and housing processes
• Improve local data regarding homelessness to better identify needs and gaps
Streets Department: Street Maintenance Program and Other City Departments
Collaboration on Construction Projects
Description:
The Street Maintenance Program, Traffic Operations, Engineering, FC Moves, and Utilities
made a substantial effort to collaborate on several construction projects in which each
department had a mutual interest in performing work that maximized City resources and
created buffered bike lanes. Examples include the Prospect and College intersection,
Prospect and Timberline intersection, Lake/Prospect/Shields corridor near CSU’s campus and
new stadium.
Benefits:
• By collaborating in all phases of construction, crews on site were able to use materials,
equipment, and labor on various items resulting in significant cost savings.
• Traffic control costs were shared among departments.
• Because projects were looked at holistically, the impact to the traveling public was
minimized from two closures to just one closure, significantly reducing traffic control,
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project, patching, and excavation costs.
Streets Department: Streets and Operation Services – Compressed Natural Gas station
Description: Operation Services worked in partnership with Streets to install a new fast-fill
compressed natural gas (CNG) station on site. This served the first four Streets CNG dump
trucks as well as Utilities CNG trucks during the 2017 snow season. This station is the fastest
fill station in Northern Colorado.
Benefits:
• Helps reduce the carbon footprint of snow operations
• Supports the City’s sustainability initiatives
Traffic Operations: CSU On-Campus Football Game Day Traffic Management
Description:
The City Traffic Operations Department worked with Police Services, Neighborhood Services,
CSU, Transfort and Parking Services to monitor and direct traffic to and from the new CSU
football stadium for each home game in 2017.
Benefits:
• Successful multi-modal operational plan to get attendees to/from football games in a
safe and timely manner with minimal impacts on neighborhoods and with minimal
congestion
• Strengthened an already good partnership with CSU staff
B. PROCESS AND OPERATIONAL IMPROVEMENTS
Community Development & Neighborhood Services – Current Planning: Process
improvements for Administrative Hearings
Description: The Planning department has improved the overall administrative hearing
process to better inform the public on the order of proceedings, rules of conduct, and other
protocol.
Benefits:
• Creates greater consistency in the hearing proceedings and a more professional
atmosphere
• Properly authorizes the Administrative Hearing Officer to preside over the hearing
events
• Provides reference for addressing conduct issues if they arise
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Community Development & Neighborhood Services – Current Planning: Development
Process Flowcharting and Manual
Description: The Planning department has made significant revisions to the online
Development Review Process Flowchart and created an internal development review process
operation manual.
Benefits:
• Provides a more accurate step-by-step guide to development that helps applicants
clearly navigate the review process
• Operations manual improves staff consistency in applying codes and processes
Community Development & Neighborhood Services – Current Planning: Native
landscape and prairie dog relocation processes
Description: The Planning department enacted new processes for relocating prairie dogs
impacted by development and for installing and monitoring native landscape.
Benefits:
• Improved scheduling, efficiency and quality of environmental inspections for native
landscape improvements clarifies expectations for developers, and increases efficiency
and the quality of plant installations and inspections.
• Implementing the new prairie dog relocation process provides greater flexibility for
developers.
Community Development & Neighborhood Services – Mediation and Restorative
Justice Services: New program development and process improvement
Description: Restorative Justice (RJ) program staff and volunteers launched a new program
in 2017, the Reflect Program. This program increases the efficiency of the referral process
among RJ Services and area agencies, and widens the range of cases accepted into the RJ
programs. Primary referral agencies are the City Attorney’s Office, District Attorney’s Office,
law enforcement, and schools. Efficiency is increased by making it simpler for referring
agencies to identify and refer appropriate cases for RJ.
Benefits:
• Smoother referral process for referring agencies
• Program acceptance criteria are easier for staff to explain and for the public and
agencies to understand
• Cases referred are expected to increase
• More residents will have access to services
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Community Development & Neighborhood Services – Building Services: Adoption of
the 2015 International Building Codes
Description:
The 2015 Building Code review committee worked throughout 2016 to review and evaluate
local amendments to the latest building codes published by the International Code Council
(ICC). Committee work was completed the fourth quarter 2016; the 2015 Building Codes were
adopted in July 2017.
Benefits:
• Develops a set of local building code amendments supported by construction industry,
developers and various stakeholders across the City
• Provides the latest national standards for use in all construction types
• Keeps Fort Collins current with industry standards and provides consistency with other
Front Range communities in enforcing the most current building codes
Community Development & Neighborhood Services – Building Services: Identify and
implement efficiencies in plan review
Description: With a consistently heavy workload, plan review turn-around times have inflated
to unacceptable levels. While a building code plan review is an important part of Building
Services’ responsibilities, staff have identified non-life/safety elements that can be reviewed
with less scrutiny to speed up review.
Benefits:
• Reduces plan review turn-around times allowing customer to obtain permit faster
• Uses existing staff
Community Development & Neighborhood Services – Code Compliance: New
Environmental Compliance Inspector
Description: Neighborhood Services hired an Environmental Compliance Inspector to
ensure that environmental codes are being met for air quality, construction and demolition,
solid waste, and community recycling.
Benefits:
• A significant number of grocery stores composting rather than using landfill
• Improved procedures for new construction of safe trash and recycle enclosures
• Improved response to environmental-related community complaints
• Improved communication of new construction site recycling and waste management
programs
• Dedicated personnel to perform construction and demolition recycling inspections
• Proposed ordinance revisions will outline new procedures for construction of recycling
and waste enclosures
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Community Development & Neighborhood Services – Code Compliance: Coordination
and Collaboration Efforts (Fort Collins Police Services)
Description: Restrictions related to the Downtown Smoke-Free Zone went into effect in
January 2016. Efforts in 2017 were focused primarily on education and outreach, including:
• Signage:
o 147 smoke-free signs were installed around the Downtown area, with an
additional 25 installed on various outdoor patios.
o 24 additional signs were installed outside of the Downtown Smoke-Free Zone in
areas such as Library Park and on blocks that contain City buildings and/or
grounds in close vicinity.
• Enforcement:
o Code Enforcement and Police Services partnered to conduct dedicated
enforcement patrols. The initial blitz in March 2017 resulted in 186 citations
being issued.
o Random/sporadic enforcement efforts continued at a lesser degree, with
continued educational conversations as Code Compliance observed active
smokers and personally informed smokers of the regulations.
• Municipal Code:
o The penalty was reduced from a criminal offense to a petty offense following
community outreach and feedback. Additional enforcement options/patrols are
being discussed logistically.
Benefits:
• Supports the City’s Strategic Plan by enhancing the health and wellness of the
community
• Enhances the quality of life for residents and visitors
• Results in cleaner air quality in public areas
Community Development & Neighborhood Services – Code Compliance: Coordination
and Collaboration Efforts (CSU Stadium/Game Day Events)
Description: Neighborhood Services/Code Compliance staff acted as ambassadors in the
neighborhoods surrounding the CSU campus. Staff were available approximately 3-4 hours
before kick-off until the first quarter of play to address neighbor/visitor questions and concerns
regarding game day proceedings:
• Staff made 1,113 contacts with the public, including providing trash bags to tailgate
celebrations to ensure neighborhood clean-up efforts.
• Following kick-off Code Compliance staff:
o Performed parking-on-yard enforcement
o Collected stadium noise readings from surrounding neighborhoods
o Patrolled the surrounding neighborhoods the next working day to ensure that
game day festivity issues were addressed in a timely manner
Benefits:
• Strengthened working relationship with CSU
• Fewer complaints about stadium events
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• Better community support for projects and events
• Improved working relationships within the community
• More proactive identification and management of issues within neighborhoods
Environmental Services: Plastic Film Baler
Description:
City Council requested that the City add plastic film collection to the Timberline Recycling
Center. Public uptake was significant and staff recognized the opportunity to increase
efficiency by installing a plastic film baler to compresses recyclables into compact and easy-
to-transport bales.
Benefits:
• Baling film-plastic (e.g., plastic bags and film-wrap) was found to be a much more
viable way of managing the new program and reduces costs to transport recyclables to
processing plants because fewer trips are needed.
• On-site baling will save the City money starting in five years.
Environmental Services: Innovate Fort Collins Challenge
Description:
The Innovate Fort Collins Challenge fund provides seed money to local, externally managed,
and independent projects based on key impact areas to reduce greenhouse gas emissions
that are scalable within the community and beyond. Following the first round of project
solicitation and awards in 2017, Environmental Services and FC Lean staff evaluated the
process and identified multiple process improvements for 2018.
Benefits:
• Updated, simpler application materials
• Gaining public input through a collaborative public event (Innovation Summit) to
develop the Challenge Statements for the 2018 round of competition
Utilities and Sustainability Services: Climate Action Modeling
Description:
City staff in Utilities and Sustainability Services have teamed up to develop an in-house suite
of tools to support climate action planning. This includes a comprehensive spreadsheet that
houses the community greenhouse gas inventory and forecast, and the analysis results for all
the modeled strategies. Each strategy is analyzed in a separate spreadsheet that contains full
documentation of all assumptions, including cost/benefit analysis.
Benefits:
• This detailed analysis allows the City and stakeholders to better evaluate the projected
benefits from potential future strategies and assess whether gaps exist toward meeting
adopted goals.
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• The use of standardized assumptions, rigorous review and routine updating has
fostered greater transparency and accountability to support City Council decision-
making on climate action initiatives.
• These tools better enable staff and City Council to understand the costs and benefits of
proposed actions and prioritize accordingly.
• Modeled data can readily be shared with staff across many departments.
FC Moves: Launch of the Walk & Wheel Skills Hub
Description:
• The opening of the Walk & Wheel Skills Hub, a unique public-private partnership, has
resulted in operational improvements and cost savings.
Benefits:
• An educational training course (e.g., bike rodeo) would normally require extensive set-
up time and multiple staff or volunteers to manage operations. With the Walk & Wheel
Skills Hub, minimal set-up time is required, and one staff member can instruct a large
group. For example, one City staff member facilitated an event with a 35-member Boy
Scout Troop. In the past that would have required around five staff members or
volunteers to coordinate.
FC Moves: New Ride Smart Drive Smart Van
Description:
• FC Bikes and Police Services partnered to repurpose a former SWAT van to be used
and branded as the Ride Smart Drive Smart vehicle.
Benefits:
• This vehicle provides storage for bikes and event equipment and has effectively
reduced event prep and take-down time by 50-75 percent.
Parks Department – Forestry Division: Developed Electronic Permit Process
Description:
Forestry staff replaced the old paper permit system with an electronic permit system.
Benefits:
• Reduced carbon footprint due to less paper used
• Greater efficiency in entering and tracking permits
• Better communication with Zoning staff
• Easier expansion capabilities if needs arise for other types of permitting
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Parks Department – Forestry Division: Improved Efficiencies in Watering Newly Planted
Trees
Description:
Forestry arranged to rent hydrant filling equipment from ELCO Water District so that water
tank trucks would not have to travel several miles to fill up with water. Staff also arranged
watering routes using GPS to increase trip efficiencies.
Benefits:
• Reduced carbon footprint
• Reduced fuel use
• Greater routing efficiencies
Parks Department – Parks Division: Turf Renovator
Description:
A turf renovator was purchased to assist with agronomic practices on sports fields. This unit
also alleviated compaction, which reduces the impact attenuation on the sports fields.
Benefits:
• Reduces buildup of infield material on the arc of Ballfields, which will help prevent
tripping hazards and create a smoother transition between the infield and outfield,
greatly reducing the chance of a ball bouncing into the air and possibly a player when
rolling across that transition.
• Will loosen the material in a compacted infield providing a safer playing surface.
• Reduces the buildup of foul lines in turf for a smoother safer playing surface.
Parks Department – Parks Division: Purchase of all-electric Mean Green Mowers
Description:
The Parks Division purchased two all-electric Mean Green Mowers. These two mowers are
the first commercial-grade all-electric riding mowers purchased by any municipality in the state
of Colorado.
Benefits:
• Positive public perception
• Leading by example to help improve air quality and public health
• Reduced noise pollution
• Reduced employee exposure to gasoline and small-engine exhaust
• Providing equipment feedback to the Regional Air Quality Council and municipalities
along the Front Range
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Poudre Fire Authority: Roving Alternative Medical (RAM) Response Pilot Project
Description:
This trial program was designed to measure alternative deployment strategies to PFA’s
increasing volume of low-acuity medical responses.
Benefits:
• The trial period results included a significant impact in addressing the increasing
volume of low-acuity medical responses, and improved response reliability for Station 1
and surrounding stations to respond to higher-acuity calls.
• This also provided an opportunity for PFA integration into the regional Inter-Agency
Treatment Group to address underlying issues resulting in activation of the response
system for non-emergent calls.
• Efforts are underway to formalize the unit’s deployment within the system and look at
how this new response profile could be applied to other emergency response
categories to improve organizational efficiencies.
Police Information Services Division – Fort Collins 911: Auditing process
Description: Fort Collins 911 completed its transition from in-house auditing to having the
National Academy complete the mandated Emergency Medical Dispatching (EMD) protocol
monthly audits for free. All dispatchers are trained in providing EMD to our community, which
allows for more efficient patient care.
Benefits:
• Having the National Academy complete these audits allows for consistency in scoring
as well as enforcing the requirements of the EMD program.
• Agency costs are reduced by no longer paying hourly auditors.
Recreation: LED Lights installed at EPIC and Northside Aztlan Community Center
Description: During the renovation of EPIC new LED lights were installed in the lobby,
community room and locker rooms. 200 fixtures were replaced at NACC.
Benefits:
• Improved energy costs
Recreation: Water bottle filling stations added
Description: Water bottle filling stations were installed in activity areas at the Northside
Aztlan Center and Foothills Activity Center.
Benefits:
• More than 30,000 water bottles have been filled in the first nine months since the units
were installed.
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Streets Department: Safety
Description: The Streets Department worked with Safety, Security and Risk Management to
establish new traffic patterns at the Hoffman Mill Crushing site as well as a new gate around
the site. New signage was placed around the site to support the new traffic flow pattern.
Benefits:
• Decreases the potential for vehicle incidents
• Safer egress for trucks delivering materials
• Higher awareness of safety in the workplace
Streets Department: Streets Operations
Description: Four new CNG trucks were placed in service in 2017 for use in street
operations to work toward being carbon neutral by 2050. These trucks have 120-gallon CNG
tanks behind the cab and a frame rail tank to allow the trucks to run 12-hour shifts during
snow operations.
Benefits:
• Helps reduce the carbon footprint of snow operations
• Supports the City’s sustainability initiatives
Streets Department: Street Maintenance Program (SMP)
Description: Continued focus on Americans with Disabilities Act (ADA) compliance on
sidewalks led to $2M being allocated from the SMP budget to install or improve 538 ADA
ramps in 2017.
Benefits:
• Provided safer sidewalks for pedestrians and disabled travelers.
• ADA improvements have become a high priority, and an additional $2M was approved
to help the City meet new ADA compliance regulations.
Streets Department: Composting Program
Description: Streets started composting in 2017 to divert leaves from fall street sweeping
operations, diverting 343.11 tons of organic waste material from the landfill. In addition to
leaves, other departments, such as Parks and Stormwater, were able to bring organic material
for composting. Finished compost was sold back to the Parks Department for use in their
operations.
Benefits:
• Reduced landfill waste
• Produced 87 tons of compost with 33.42 tons hauled out and used in City projects
• Cross-departmental collaboration
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• Produces valuable finished product for the City
• Supports the City’s sustainability initiatives
Streets Department: HA5 Surface Treatment
Description: In 2017, the Street Maintenance Program applied a newer pavement
preservation product called HA5 for the first time as a pilot project. HA5 is a high density
mineral bond surface treatment that extends asphalt serviceability. It was installed on select
residential streets in Fort Collins as a test. Initial results were favorable. HA5 will be applied on
the 2018 West Mulberry Street/Bicycle Improvements project to further test its effectiveness.
Benefits:
• Adds another cost-effective street maintenance treatment to the maintenance toolbox
• Seals and protects the City’s roadway investments
• Extends the service life of pavements
• Improved road surface
• Reduced aggregate loss
S
treets Department: Saw cutting of sidewalk trip hazards
Description: The Street Maintenance Program awarded a new contract for sidewalk tripping
hazard remediation. The previous contractor performed the work with a hand-held cutting
device. The new contractor has a machine-mounted device that can remove the hazards in a
cleaner, more efficient manner. As a result, the program is now able to remove sidewalk
tripping hazards proactively, rather than reactively upon compliant.
Benefits:
• Provides safer pedestrian sidewalks
• Removes trip hazards quickly and efficiently
• Very cost-effective method for reducing liability
• Reduces the need to remove and replace sidewalks that are displaced, saving money
and reducing inconvenience to the public
Streets Department: Ground Penetrating Radar
Description: In 2017 ground penetrating radar, a high-tech device to measure pavement
depth, was implemented to survey projects in advance to determine the required scope of
work.
Benefits:
• Improves cost estimates and scheduling
• Better project planning
• Determines the depth of existing pavements in a non-destructive way
• Increases productivity
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• Collects data in a mobile setting, thus eliminating the need to close lanes and impact
traffic flow
Streets Department: Environmental Management System (EMS)
Description: The Streets Department obtained certification of its EMS Program to the new
ISO 14001:2015 Standard, recognizing the department’s best practices and conformance in
the areas of pollution prevention, continual improvement, and compliance with laws and
regulations.
Benefits:
• As part of the program to maintain and monitor EMS standards, a monthly “walkabout”
procedure was put in place. A checklist was developed and monthly inspections are
conducted to visually inspect the entire facility. It has led to a consistently clean facility;
any problems identified are remedied as quickly as possible, and employee awareness
and education has increased. Walkabouts are documented and effectiveness can
easily be measured.
Streets Department: Recycle Row
Description: Streets set up an on-site recycling row where Streets and Traffic Operations
employees can go to recycle all material generated by operations or picked up off of the
roads. The following materials are separated on-site: steel, aluminum, bulky plastic,
electronics, bikes, plastic film, wood, asphalt/concrete, yard waste, mattresses/couch
cushions, and co-mingled recycling (cans, bottles, paper, etc.).
Benefits:
• Reduces landfill waste
• Educates employees
• Supports the City’s sustainability initiatives
Traffic Operations: Portable Traffic Signal
Description: Traffic Operations purchased a portable traffic signal in 2017 to be used in the
event of signal pole knockdowns or other situations where temporary signal control is needed.
Benefits:
• Reduced traffic control costs associated with major, unanticipated traffic signal repairs
• Improved safety during critical traffic signal maintenance operations
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C. TECHNOLOGY AND UPGRADES
Community Development & Neighborhood Services – Building Services and Customer
and Administrative Services: Interactive Voice Recognition System
Description: The Customer and Admin. Services department worked in conjunction with IT
staff to implement the IVR inspection scheduling system. This system will be responsible for
all building services inspection scheduling via Citizen Access portal, text messaging, and
phone. Full implementation is scheduled for the second quarter of 2018.
Benefits:
• Streamlines the inspection scheduling process through direct system-to-system
communication
• Saves personnel and paper costs as individuals will not be required to take messages
off the voice mail system every half hour
• Increases customer service and satisfaction
Communications and Public Involvement: OurCity.fcgov.com online engagement
platform
Description: In 2017, the City implemented a new online engagement platform for the
community to provide online feedback using a variety of tools that mirror the City’s in-person
engagement strategy.
Benefits:
• One site that hosts opportunities to provide input, ask questions or share ideas on a
variety of City initiatives like City Plan, Broadband, and the Strategic Plan update
• Simple user account registration that allows for more statistically valid feedback
• Options to customize feedback tools based on the corresponding level of involvement
on the Public Engagement spectrum
• Easy social media sharing options for users to increase reach
Communications and Public Involvement: Expanded translation equipment
Description: In 2017, the City’s Communications and Public Involvement Office, in
partnership with Sustainability Services, invested in additional translation equipment
(transmitter headsets and receivers) for public meetings and events.
Benefits:
• Ability to have live interpretation at meetings or events for up to 20 people in up to two
additional languages
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Environmental Services: Radon Data Collection
Description: The intake process for radon test kit sales has been converted from paper to
online and staff are developing software to analyze and generate various reports from the test
kit sales and lab results.
Benefits:
• More accuracy in data collection processes, and higher levels of efficiency in the radon
data analysis and follow-up processes
Environmental Services: Healthy Homes Program Efficiencies
Description: Using 2017 funding, an online tool was developed to assist residents in
completing a Healthy Homes assessment to evaluate the indoor health of their home.
Recommendations are automatically generated and City staff follows up to offer additional
support. Healthy Homes materials were translated into Spanish.
Benefits:
• Online access empowers residents to conduct a home assessment who would
otherwise not complete one due to scheduling challenges, reluctance to have a person
come to their home, etc.
• Online tool leverages staff capacity
• Spanish materials increase residents’ access to resources
Environmental Services: Timberline Recycling Center Signage and Web updates
Description: Clear, icon-based signage was installed on the 30-yard recycling containers
used at the TRC to collect everyday recyclables, replacing the large, text-heavy signs that
listed materials that were installed in 2002 when the first recycling center was built. A variety
of upgrades were made to the TRC web pages to provide mobile -friendly access, including a
shorter URL.
Benefits:
• Graphic-based information is easier for customers to understand, which will result in
better participation by the public, and a higher quality of materials that are more
recyclable and marketable.
• It is now faster and more convenient to search for information and to locate the highly
popular A-Z list on the web pages.
Human Resources: Volunteer Services Program
Description: The Learning Management System enhancement to the Engage system allows
users to take courses on a variety of topics including orientation, safety and technology at
their own pace.
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Benefits:
• Courses are available to either the public or selected groups of volunteers
• Can make courses required; new long-term volunteers must complete New Volunteer
Onboarding before volunteering (starting in 2018)
• Robust courses reporting includes the number of completions, ratio of users that
completed after starting the course, percent of active volunteers who have completed
the course, etc.
• Staff who do not work with volunteers have started using courses as a way to provide
learning opportunities to the public.
Information Technology: Office 365 Implementation
Description: In 2017, the IT Department successfully deployed Office 365 to the
organization, including upgraded technologies such as business-class email hosting, Microsoft
Office Suite, and Skype for Business.
Benefits:
• Office 365 eliminated the need to run an on-site email system, reducing power,
increasing storage capabilities per user, and enhancing disaster recovery benefits.
• All users will always have the most up-to-date Office tools, such as Excel, Word,
Powerpoint, Sharepoint, OneNote, etc.
• Skype for Business tools, such as video chat, instant messaging, share screen
visibility, and online meetings, allow employees to be more connected with others for
faster, more convenient, improved communications.
Parks – Forestry Division: Back up cameras on Forestry water trucks
Description: Cameras are being installed on all Forestry water trucks due to reduced visibility
from the water tank installation.
Benefits:
• Increased personal and public safety margins for operator and others while backing
• Increased confidence for truck operators when backing
Parks – Parks Division: Irrigation Controller Upgrades
Description: Replaced 67 irrigation controllers in 50 medians and park areas with “Smart
Controllers” that are accessible via internet and mobile app.
Benefits:
• Cost savings from labor efficiencies and fuel savings from technology upgrades that
provide on-site activation through cell phone, remote alerts for irrigation issues, less
travel time for controller programming, etc.
• Water savings from improved information on flow and alerts related to breaks
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• Meeting best-management standards for usage of precious resource: water
Poudre Fire Authority: Upgraded 800 MHz Radios
Description: The new radios include encryption technology, scanning, and new safety
features that enhance firefighter and community safety through reliable emergency
communications.
Benefits:
• Every radio is programmed with the individual user’s name, thereby providing
instantaneous identification of the transmitting party. This improves daily operations as
well as emergency communications.
Poudre Fire Authority: High-Rise Equipment
Description: New firefighting equipment for multi-story buildings was purchased in a
response to the ever- increasing use of high-rise style construction.
Benefits:
• The equipment provides increased safety to firefighters and community members.
Police Information Services Division – Property and Evidence Unit: High-density
shelving
Description: In 2017, the Property and Evidence Unit completed the installation of high-
density shelving for stored items.
Benefits:
• Increased the storage capacity of the Property and Evidence Unit (P&E) without a need
for a capital project=
• Helps to address a 37 percent increase in property and evidence intakes over the past
two years, which caused the previous storage design to be at capacity
• Shelving reduced the need for paid off-site storage units
Police Patrol Division: Blue Print Technology
Description: The Patrol Division implemented Blue Print Technology for eligible Patrol Fleet
vehicles. This technology allows the operation of emergency equipment without idling the
vehicle.
Benefits:
• Reduces idle time in Patrol (marked and unmarked) vehicles
• Decrease C02 emissions
• Reduces fuel consumption and cost
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• Currently 50 percent of Patrol Fleet is complete
• 100 percent of 2014 and newer vehicles will be at 100 percent install by May 2018
Police Patrol Division: Unmanned Aircraft System
Description: The UAS (Unmanned Aircraft System) program is a partnership among Police
Services, PFA, CSUPD, LCSO, Search and Rescue, Loveland Police Department, and
Loveland Fire Rescue Authority. The FCPS UAS program consists of four drones and five
pilots. This program is available 24/7 for traffic accident investigations, outdoor crime scenes,
search and rescue (urban and rural), tactical deployments, and fire investigations.
Benefits:
• Reduces amount of emergency personnel to traffic accidents and outdoor crime scenes
• Reduces overtime costs to investigate accidents and crimes scenes
• Reduces amount of time for road closure up to 75 percent, lessening disruption to
travel and commerce
• Provides safe ingress for emergency personnel into hazardous environments
Streets Department: Snow technology
Description: During snow and ice removal operations, Roadway Weather Information
Systems (RWIS) equipment is used to monitor snow storms in terms of air temperature, dew
point temperature, pavement temperature, pavement condition (dry, wet, icy), pavement
friction, wind speed and direction, snow fall rate and accumulation, and a camera to provide
visual data. In 2017 four additional RWIS units were installed at strategic locations throughout
Fort Collins to help monitor roadway conditions before, during and after snow storms. For
instance, one site is at the intersection of Horsetooth and Stover where there are pine trees
that create shade along eastbound Horsetooth that can lead to icy conditions.
Benefits:
• Ability to make better, more informed decisions on the type and amount of deicer to use
• Increases collaboration among employees
Streets Department: Sweeper
Description: Streets purchased a new sweeper with a third broom option that allows the
operator to sweep a tighter radius compared to other sweepers. This enables the sweeper to
clean tight corners that were previously difficult to properly clean. The front and center cab
location provides an unobstructed view of the street. It has also increased agility and
maneuverability.
Benefits:
• Safer sweeping
• Operator effectiveness and greater efficiencies
• Ergonomic design reduces operator fatigue
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Traffic Operations: Traffic signal controller upgrades
Description: Traffic signal controller upgrades provide new features to enhance safety and
operations, including peer-to-peer capabilities that allow signal controllers to share data and
functions.
Benefits:
• Reduced travel times for MAX
• Reduced cost for implementation of traffic adaptive signal control
D. CUSTOMER SERVICE
Community Development & Neighborhood Services – Neighborhood Services: Citizen
Training Programs
Description: In 2017, Neighborhood Services provided several training opportunities for
residents, including:
• Landlord Training class – two sessions with 60 landlords in attendance
• Homeowners Association trainings –in conjunction with Hindman Sanchez Law Firm,
six sessions offered this year
• Student-Focused Housing Session –in partnership with CSU’s Off-Campus Life
• New Homebuyer Sessions –in conjunction with Neighbor-to-Neighbor
Benefits:
• Assists with neighborhood governance: annual meetings, budget management,
relevant technology, manager/board responsibilities, and more.
• Provides Neighborhood and Police Services, along with other City departments,
mediation and conflict resolution, and the opportunity to directly connect with property
managers of student-focused apartments, gain current management contacts, and
provide information on key City codes, ordinances, programs and services.
• Improves community engagement and connections with other communities, thereby
building awareness of City codes and ordinances.
Community Development & Neighborhood Services – Current Planning: Faster turn-
around time for Review Comments
Description: The Planning Department has reduced the time to generate and distribute
written comments to applicants so that review comments are received prior to meetings.
Benefits:
• Improved communications with applicants
• Conceptual, PDR and Staff Review meetings are much more productive
• Overall increase in customer service
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Community Development & Neighborhood Services – Current Planning: Old Town
Neighborhoods Design Guidelines improvements
Description: The Planning Department crafted major revisions to the Old Town
Neighborhoods Design Guidelines.
Benefits:
• Greater guidance for property owners and designers seeking compatible design
solutions when rehabilitating or constructing new buildings
• Clarifies the process for historic review and development of non-historic structures and
sites
Environmental Services: Volunteer Recycling Ambassadors Program
Description: The Timberline Recycling Center (TRC) Recycling Ambassadors (RA) program
was designed to assist visitors to the site in a way that builds customer participation,
confidence and comfort in using the facility. To date Environmental Services staff have
trained fifteen RAs who have interacted with approximately 1,800 TRC visitors.
Benefits:
• Volunteers are able to answer questions from TRC users and distribute flyers with
additional information.
• Volunteers help visitors place items in the correct bins, maintaining a cleaner stream of
recyclables.
• Elderly or disabled visitors to the TRC are often happy to accept volunteers’ offers to
help with unloading their recyclables.
• Volunteer presence at the site discourages dumping of unacceptable items.
Municipal Court - General Caseload: nCourt Customer Service and Online Payment
Processing
Description:
To continue to provide exceptional customer service, the Court contracted with a new vendor,
nCourt, to provide online and extended telephone service options for customers paying their
general caseload citations or paying for criminal justice record requests.
Benefits:
• nCourt provides telephone payment customer service when the Court is open as well
as extended telephone payment options during late evening and weekend hours when
the Court is not open.
• nCourt provides 24/7/365 online payment options for citations and criminal justice
record requests.
• nCourt is Payment Card Industry Data Security Standard Level 1 certified, which is the
highest level attainable. This increases customer personal identification security and
reduces the Court’s liability for telephone credit card transactions.
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Parks – Parks Division: Edora playground surfacing
Description: Replaced sand with ADA-accessible material.
Benefits:
• Meets customer service goals and best-management standards for ADA accessibility
Parks – Parks Division: Parks Ranger program
Description: Added a third ranger to enhance staffing.
Benefits:
• Enhances seven-day coverage
• Provides better coverage system-wide
• Improves management of behavior within parks and enforces parks policy/code
• Enhances a sense of wellbeing and safety in the parks and trails
Poudre Fire Authority: Educational Customer Service and Partnering
Description: Through the use of partnerships, fire education can now reach more residents.
Benefits
• PFA and the Fort Collins Museum of Discovery partnered to create a 360o
video tour of
1817 Broadview Place; a rental home that experienced fire due to heat and embers
from an improperly located and extinguished fire pit on the home’s deck.
• The virtual reality video moves through the rooms in the home to illustrate to viewers
the fire’s impact and offer fire-safety information.
• The video can be seen at http://bit.ly/pfa360housefire.
Police Administration Division – Professional Standards Unit (PSU): Policy review
Description: In 2017, the PSU completed the significant step of revising every FCPS policy
and SOP to be in compliance with the Commission on Accreditation for Law Enforcement
(CALEA). The Agency is pursuing national CALEA accreditation after successfully attaining
Colorado Association of Chiefs of Police (CACP) accreditation in August 2014. Mock and full
assessments will be completed in 2018.
Benefits:
• Improved and updated practices to be in line with industry standards
• Increased accountability and efficiency for service to community
• Brought to light the need for better processes to include the department’s emergency
generator. Technical Services created processes for testing and monitoring the system
and streamlined a process put in place to notify specific employees of generator issues.
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Police Administration Division: Character Counts program
Description: In 2017, the Office of the Deputy Chief launched the Character Counts program
to provide ongoing training and guidance to all agency personnel in various areas.
Benefits:
• Provided inclusivity and anti-discrimination training in mid-2017
• Included Agency personnel in a DU-Daniels Fund ethics nine-part video series for
training in 2017-2018
• Will launch implicit bias training in late 2018
• Improved accountability to residents and colleagues
Police Patrol Division: Volunteer program
Description: FCPS uses volunteers to assist with training, clerical duties, customer service,
crime scene security, traffic control, and community outreach and engagement.
Benefits:
• Reduces personnel costs
• Provides increased customer service
• Enhances community relationships with FCPS and the City through volunteerism
• FCPS currently enlists 46 volunteers
Recreation: Refund Process
Description: The Recreation Department implemented a consistent refund policy for all
facilities and programs that went into effect in March 2017.
Benefits:
• Provides a consistent message to patrons and front desk staff
Streets Department: Damaged tree branch drop-off and free mulch for residents
Description: In May 2017, Fort Collins experienced a spring snow storm that greatly affected
the trees in the community. Damages occurred to private and public trees in large proportions.
Tree branches were dropped off by the public at the Streets facility and the Hoffman Mill site.
The Forestry department chipped those branches into mulch to be given to the public for free.
Benefits:
• Reduced landfill waste
• Supported the City’s sustainability initiatives
• Provided a great service to the community by providing a location to drop off their
damaged tree branches free of charge
• Branches were mulched and given away to residents at no cost