HomeMy WebLinkAboutMemo - Mail Packet - 8/7/2018 - Memorandum From Strategic Planning Core Team And Mike Beckstead Re: City Of Fort Collins 2018 Strategic Plan2018 STRATEGIC PLAN
Neighborhood Livability
& Social Health
Culture
& Recreation
Economic
Health
Environmental
Health
Safe
Community
Transportation High Performing
GovernmenT
CITY OF FORT COLLINS 1
It is my pleasure to present the 2018
City of Fort Collins Strategic Plan.
This plan reflects the community’s
priorities and guides the City’s
decision-making as we stive to
provide world-class municipal
services to the community. It clearly
identifies objectives that support
the City’s seven key outcome areas:
Neighborhood Livability and
Social Health, Culture and
Recreation, Economic Health,
Environmental Health, Safe
Community, Transportation, and
High Performing Government.
In 2017, Fort Collins became the third
city to receive the Malcolm Baldrige
National Quality award. This national
designation represents years of work
to increase efficiency and improve
services for the community. The
Strategic Plan is key to doing so, as it
directly influences the City’s budget
development process and daily
operations.
I sincerely appreciate the community
members who contributed to this
process, the Mayor and Council for
their leadership, and City staff for
their hard work and commitment to
Fort Collins.
Sincerely,
Darin Atteberry
City Manager
Letter from the City Manager
2 2018 STRATEGIC PLAN
CITY OF FORT COLLINS 3
Contents
I. Introduction 4
II. Vision, Mission & Values 6
III. Economic, Environmental & Social Factors 7
IV. Guiding Themes & Principles 8
V. Strategic Advantages & Challenges 9
VI. Summary of Strategic Objectives 10
1. – Neighborhood Livability & Social Health 14
2. – Culture & Recreation 18
3. – Economic Health 22
4. – Environmental Health 26
5. – Safe Community 30
6. – Transportation 34
7. – High Performing Government 38
Appendix
A. Performance Measures 42
- Community Dashboard
- Strategic Objective Metrics (Strategy Maps) 50
B. Long-Term Financial Plan 59
C. Glossary of Terms 62
4 2018 STRATEGIC PLAN
The City of Fort Collins is a full-service
municipal organization operating
under a home rule, Council-Manager
form of government. Various national
organizations and magazines recognize
Fort Collins as one of the best places
to live in the nation. Sixty miles north
of Denver, Fort Collins is home to
Colorado State University (CSU), with
32,000 students, several large high-tech
employers, leading businesses in the
microbrew industry, and more than 8,000
small to medium-sized businesses. The
community includes 43 natural areas,
a variety of cultural amenities, and is
renowned for its bike-friendly,
small-town feel.
With a median age of 29 and a
median family income of $83,219 in
2016, residents are well educated,
engaged in their community and
passionate about their area amenities.
The high quality of life enjoyed by
residents, businesses and visitors is
a result of the community’s focus
on the environment, enthusiasm for
health and the outdoors, a strong
educational system, extensive park
and open space systems, and a
flourishing Downtown district. At
the same time, 18 percent of the
Fort Collins population is at or
below the poverty line and housing
is considered expensive. Diversity
within the city is expected to
increase, but is currently low with
only 11 percent of the community
identifying themselves as an ethnicity
other than Caucasian.
Fort Collins has experienced rapid
growth throughout the past 50 years,
growing from approximately 25,000
residents in 1960 to an estimated
170,000 today, and is anticipated to
be approximately 255,000 by 2040.
The City has purposefully established
a Growth Management Area
(GMA) boundary with neighboring
communities in order to maintain
the local identity and avoid merging
communities. Over the past 25 years,
the City has acquired open space and
conservation easements to create
community separator open spaces to
support that effort.
Introduction
CITY OF FORT COLLINS 5
The City’s revenue comes from sales
and use tax, property tax, fees and
grants. Seventy-five percent of the
General Fund is supported by sales,
use and property tax. It has a healthy
fund balance position and limited
debt. As a result, the City received
an Aaa credit rating from Moody’s
Investors Service in 2012. Moody’s
reaffirmed the Aaa Issuer Rating in
November 2017 based on a strong
economic tax base, low debt and
pension obligations, strong cash
position, and overall management
and governance structure. Voters
have demonstrated willingness to
support critical City services by
adding the Keep Fort Collins Great
0.85 percent sales and use tax in
2010 and renewing two expiring taxes
in 2015. Those expiring taxes were
for the Building on Basics Capital
Projects 0.25 percent sales and use
tax and the Street Maintenance
Program 0.25 percent sales and use
tax, which passed by 80.5 and 84.5
percent of voters, respectively.
The City provides a full range of
services, including:
• Police
• Fire Protection through a
local authority
• Streets, Transportation and Transit
infrastructure & operations
• Parks, Recreation, Natural Areas
and Cultural facilities
• Planning, Engineering and
Community services
• Sustainability Services – Economic
Health, Environmental Services and
Social Sustainability
• Utilities – Electric, Water, Wastewater
and Stormwater
• Support Services – Leadership,
Human Resources, Information
Technology, Communication, Financial
Services, City Clerk’s Office, Facilities
and Fleet Services, and Legal and
Judicial Services
In November 2017, voters approved
a ballot measure that allows the City
to provide high-speed internet to the
community through the buildout of a
fiber to the premise enterprise. Work
on this new utility service initiative
will begin in earnest in 2018; it is
anticipated the first customer will
be connected in mid-2019 with full
network buildout occurring by the
6 2018 STRATEGIC PLAN
VISION
MISSION
VALUES
VISION:
To Provide World-Class Municipal
Services through Operational
Excellence and a Culture
of Innovation
MISSION:
Exceptional Service for an
Exceptional Community
VALUES:
Collaboration - Excellence -
Integrity - Outstanding Service
Safety & Well-being - Stewardship
The City of Fort Collins is an organization
committed to high-quality public service
and is a nationally recognized leader in
the use of leading-edge management
practices. As a best practice, the City
focuses on data-driven decision-
making, long-term effects, and
continuous improvement. In 2005,
the City adopted the Budgeting for
Outcomes (BFO) process to improve
transparency and ensure resources
are focused on community priorities.
The City of Fort Collins aspires to
provide world-class services to
the community while cultivating
an outstanding organizational
culture for its employees. In
order to achieve this vision, both
internal and external services are
data-driven and implemented
according to organizational values.
Compliance with all regulations
and laws with a strong focus on
ethics are foundational elements of
the City culture. The City develops
resiliency and sustainability through
organization-wide systems and
processes that ensure consistent
employee work practices and
alignment across service areas.
The City places a high value on
community input and strives to
include them as fellow problem
solvers whenever possible. Residents
can not only expect to receive
exceptional service, but also to
have the opportunity to engage
with decision-makers, provide input
regarding the way City resources
are allocated, and have access to
government information in a timely
and transparent manner.
The City was awarded the Malcolm
Baldrige National Quality award in
CITY OF FORT COLLINS 7
The City of Fort Collins uses a
Sustainability Assessment Framework
to evaluate the “triple bottom
line” implications of municipal
decisions, as appropriate. The
framework assesses the economic,
environmental and social factors of
each decision, thereby increasing
awareness and often revealing
ways that decisions can mitigate
negative impacts and improve overall
outcomes. This process creates a
“healthy tension” and balance to City
decisions, ensures one aspect of the
triple bottom line does not dominate
the decision-making process and
reduces impacts when trade-offs are
unavoidable.
Economic Factors include the fiscal
health of the community, diverse
job creation, talent management
and creating an innovative and
entrepreneurial atmosphere where
businesses that align with community
values thrive.
Environmental Factors include water,
land and air stewardship, such as
watershed and water conservation.
Other factors include the Cache la
Poudre River health and ecosystem
protection, and reducing air emissions
and carbon footprint through energy
policies, compact development,
greening the built environment,
efficient transportation options and
waste reduction programs.
Social Factors include a high-
quality, safe community with
equal access to services; strong,
connected neighborhoods; and
high-quality amenities including
cultural, recreational, open space
and transportation options. The
engagement of arts, culture and
access to nature is a key element in
creating a welcoming and healthy
atmosphere.
Common factors include strong
partnerships and commitment to a
high quality of life. The City embraces
a wide variety of partnerships (e.g.,
other government agencies, non-profits,
educational institutions and private
entities). These partnerships are local,
regional, national and international.
Strong and effective partnerships are
important in achieving the strategic
objectives.
Economic, Environmental
8 2018 STRATEGIC PLAN
Guiding Themes
& Principles
The City of Fort Collins Strategic
Plan is aligned and focused on
continuous improvement in seven
Key Outcome Areas:
• Neighborhood Livability
and Social Health
• Culture and Recreation
• Economic Health
• Environmental Health
• Safe Community
• Transportation
• High Performing Government
The City budget is also aligned across
these seven areas, and revenue is
allocated to support policies and
initiatives that drive improvement
in each outcome. Each Outcome
Area includes several more specific
objectives that define different
focus areas. While each Outcome
Area has unique characteristics,
City investment in a single objective
regularly impacts more than
one outcome.
Major themes and areas of focus
within the Strategic Plan, identified
through community outreach and
engagement, or as a Council Priority,
include:
1. Environmental Sustainability
Identify and implement initiatives
that achieve various environmental
goals and objectives.
2. Multimodal Transportation
& Public Transit
Improve traffic flow and safety,
the availability of transportation
alternatives, and access to public
transportation.
3. Community Vibrancy – Improve the
community’s sense of place with a
high value on natural areas, culture,
recreation and park systems.
4. Housing Affordability – Improve
access to a broad range of quality
housing that is safe, accessible and
affordable.
CITY OF FORT COLLINS 9
Strategic Advantages
& Challenges
ADVANTAGES:
1. A supportive and
engaged community
2. A culture of excellence and
continuous improvement driven
by the City’s Vision, Mission
and Values
3. Engaged and committed
employees with a strong focus
on customer service
4. Collaborative local partners,
such as Poudre School District,
CSU, local service providers, and
primary employers
5. National recognition as a best
practice community
6. Municipal ownership of four
essential Utilities – Light & Power,
Water, Wastewater
and Stormwater
7. Strong revenue and City balance
sheet, an Aaa Moody’s credit
rating, and a diverse local
economy
CHALLENGES:
1. Housing that is affordable to all
income levels
2. Transportation and traffic issues
3. Balancing competing community
desires and changing customer
expectations
4. Embracing and cultivating
diversity and inclusivity
5. Renewal of expiring taxes and
updates to fees
6. Attracting, retaining and
developing high-quality
employees
7. Aging infrastructure and
growth-related needs
In addition to the major themes described above, staff has identified strategic
advantages and challenges. Advantages are those strengths and attributes
that will enable the City to achieve the Strategic Objectives described later in
this document. Challenges reflect those attributes that could impair the City’s
ability to achieve the Strategic Objectives. Each of the challenges described
below are reflected in one or more Strategic Objective so that the challenges
will be addressed by staff in future budget proposals.
The Strategic Objectives associated with
each Key Outcome Area are described
in the following tables. The Strategic
Objectives are not listed in priority
order and it should not be interpreted
that a Strategic Objective early in
the list is of a greater priority than
one later in the list. Subsequent
sections of this document include
bullet details below each Strategic
10 2018 STRATEGIC PLAN
NEIGHBORHOOD LIVABILITY & SOCIAL HEALTH
CULTURE & RECREATION
Provide a high quality built environment, support quality, diverse
neighborhoods and foster the social health of citizens
The City of Fort Collins has seven key outcome areas. Within each of these
seven areas are strategic objectives, which the City has identified as priorities
by gathering public feedback, staff recommendations, executive input and
Council’s approval. The City aims to fund and execute these objectives during
each biennial budget cycle. Below are a summary of the strategic objectives.
Provide diverse cultural and recreational amenities
1.1 Improve access to quality
housing that is affordable to a
broad range of income levels
1.2 Collaborate with other agencies
to address poverty issues and
other identified high-priority
human service needs, and to
make homelessness rare, short-
lived and non-recurring
1.3 Improve accessibility to City
and community programs and
services to low- and
moderate-income populations
1.4 Co-create a more inclusive
and equitable community
that promotes unity and
honors diversity
2.1 Develop recreational and cultural
programs with pricing and
marketing strategies that drive
value, attendance and cost
recovery
2.2 Plan, design, implement and
maintain the City’s parks and
trails systems
1.5 Foster positive and respectful
neighbor relationships and open
communication
1.6 Protect and preserve the quality
of life in neighborhoods
1.7 Guide development through
community planning, historic
preservation, and efficient and
effective development review
1.8 Evaluate the involuntary
annexation of the Mulberry
Corridor
2.3 Provide enhanced opportunities
for arts and culture throughout
the City
2.4 Protect the health and longevity
of the tree canopy
Summary of
Strategic Objectives
CITY OF FORT COLLINS 11
ECONOMIC HEALTH
ENVIRONMENTAL HEALTH
Promote a healthy, sustainable economy reflecting community values
Promote, protect and enhance a healthy & sustainable environment
3.1 Facilitate government and local
partners to form an effective
regional economic health group
3.2 Maintain and grow diverse
employment opportunities
3.3 Enhance business engagement
to address existing and emerging
business needs
3.4 Foster infill and redevelopment
that enhances the community
3.5 Maintain utility systems,
services, infrastructure and
predictable rates
4.1 Achieve Climate Action Plan
(CAP) 2020 goals and continue
progress toward the 2030 goals
4.2 Improve indoor and outdoor
air quality
4.3 Achieve 2020 Energy Policy goals
and work towards Climate Action
goals for carbon neutrality
4.4 Achieve the 2020 Road to Zero
Waste goals and work toward the
2030 zero waste goals
4.5 Develop strategies to improve the
community’s climate resiliency
4.6 Provide a reliable, high-quality
water supply
3.6 Invest in utility
infrastructure aligned with
community development
3.7 Deploy reliable, high-speed
internet services throughout the
community
3.8 Secure a quiet zone along the
Mason Corridor to reduce train
noise
4.7 Continually improve
environmental regulatory
performance
4.8 Protect and enhance natural
resources on City-owned
properties and throughout
the community
4.9 Sustain and improve the health of
the Cache la Poudre River and its
watershed
4.10 Expand the Natural Areas land
portfolio while simultaneously
maintaining existing lands and
access to nature
12 2018 STRATEGIC PLAN
SAFE COMMUNITY
TRANSPORTATION
Provide a safe place to live, work, learn and play
Provide for safe & reliable multi-modal travel to, from, and
throughout the city
5.1 Improve community involvement,
education and regional
partnerships to increase the
level of public trust and keep the
community safe
5.2 Meet the expected level of core
and specialized police services as
the community grows
5.3 Partner with Poudre Fire
Authority to provide high-quality
fire prevention, community
risk reduction and emergency
response services
5.4 Improve emergency
management and preparedness
6.1 Improve safety for all modes of
travel
6.2 Manage traffic congestion
and improve high-priority
intersections
6.3 Improve transit availability and
grow ridership
6.4 Support, enhance and accelerate
I-25 improvements according to
the multi-modal environmental
impact statement
5.5 Address water, wastewater and
stormwater infrastructure needs
for the protection of people,
property and the environment
5.6 Optimize the use of data
and technology to improve
service, protect mission-critical
infrastructure and enhance
cybersecurity effectiveness
5.7 Reduce incidents of, and impacts
from, disruptive behavior of the
transient population
5.8 Improve security at City facilities
and properties
6.5 Improve aging and/or missing
transportation infrastructure that
serves Fort Collins
6.6 Maintain Level of Service ‘B’
for City streets and the current
level of service for medians and
associated infrastructure
6.7 Address parking needs
Downtown, along the MAX
corridor and in residential
neighborhoods
CITY OF FORT COLLINS 13
HIGH PERFORMING GOVERNMENT
Deliver an efficient, innovative, transparent, effective and
collaborative city government
7.1 Provide world-class municipal
services to residents and
businesses
7.2 Promote a values-driven
organizational culture that
maintains the public trust
through ethical behavior and
transparency
7.3 Broaden methods of community
engagement with additional
consideration to diverse
backgrounds, languages and
needs
7.4 Attract, retain, engage, develop
and reward a diverse and
competitive workforce to meet
the needs of the community now
and in the future
7.5 Foster a culture of safety and
well-being across the City
organization
7.6 Leverage data, technology,
metrics and benchmarks to guide
decisions, improve results, and
enhance service delivery
7.7 Address revenue requirements to
meet known and emerging needs
7.8 Maintain assets to reduce life
cycle costs while improving
reliability and accessibility
7.9 Proactively influence policy
and legislative development at
all levels
14 2018 STRATEGIC PLAN
Neighborhood Livability
& Social Health
Fort Collins provides a high-quality built
environment, supports quality, diverse
neighborhoods, and fosters the social
health of the community.
Fort Collins is a healthy and
vibrant community with a goal to
create a city where people want
to live, work and play. The City is
committed to creating a desirable
urban environment that recognizes
the importance of the form of the
environment (e.g., community
architecture, historic preservation and
pedestrian-oriented environments)
and preserving and protecting
neighborhood character while
ensuring a safe, beautiful and friendly
experience for all residents
and visitors.
The City recognizes the importance
of neighborhoods and actively
seeks to preserve and support their
vibrancy while diligently enforcing
property maintenance codes. As the
City grows and redevelops, the vision
continues to be an overall average
increase in density that fosters
efficient land use; supports a mix of
housing types integrated with activity
centers and diverse businesses;
increases the safety and efficiency
of public utilities, streets, facilities
and services; and accommodates
multiple modes of travel (including
vehicle, bus, bike and pedestrian).
Development and growth are
focused within the community’s
designated GMA to protect natural
resources and the regional landscape,
encourage infill and redevelopment,
and maximize the efficient use of
public infrastructure. Alternative
transportation modes and access
to key health and human service
facilities are a priority.
Neighborhood Livability and Social
Health also addresses challenges
related to leading active lifestyles,
and the accessibility of health
and human service facilities for
all segments of the community
while protecting the character of
neighborhoods. Neighborhood
Livability and Social Health is related
to human well-being and wellness,
and to opportunities for residents to
work together, to be self-sufficient,
CITY OF FORT COLLINS 15
The lack of critical mental and
behavioral health services in Larimer
County has a direct impact on
community residents, businesses
and City services. Neighborhood
Livability and Social Health must
include providing appropriate
facilities and services to support
chronically homeless persons with
a goal of leading them to pathways
out of homelessness. Simultaneously,
enforcement efforts must continue
to prevent residents, travelers, and
transients from displaying illegal or
aggressive behaviors that diminish
the quality of life in neighborhoods.
and the accessibility of health
and human service facilities for all
segments of the community while
protecting the character of our
neighborhoods. Neighborhood
Livability and Social Health is related
to human well-being and wellness,
and to opportunities for residents to
work together, to be self-sufficient,
and to live, work and travel within
the community. It also supports
local food production to improve
the availability and accessibility of
healthy foods.
• A compact pattern of
development within a well-
defined community boundary and
opportunities for redevelopment,
revitalization and growth in
targeted areas
• Adequate and safe public
facilities, services and
infrastructure to serve existing
development and new growth
• Cohesive, distinct, vibrant, safe
and attractive neighborhoods
• Vital and appealing transit-
oriented activity centers and
destinations throughout the city
• Quality, accessible and affordable
housing options for all household
types and income levels
• Preserving and enhancing
historic resources
• Opportunities to lead active
and healthy lifestyles, as well as
access to healthy, locally grown or
produced food
• Access to physical and mental/
behavioral health treatment
and services
• Addressing the impact of
increasing poverty, as well
16 2018 STRATEGIC PLAN
1.1 Improve access to quality
housing that is affordable to a
broad range of income levels.
• In 2015 and 2017, residents
identified housing affordability
as a high priority during
community outreach sessions.
In the 2017 Community Survey,
Fort Collins ranked 16th out
of 18 jurisdictions surveyed
for “availability of affordable
quality housing.”
• The current rental market, with
vacancy rates of less than 3
percent, is making it difficult
for residents to live and work
within Fort Collins.
• To support people with low
income levels, the City is
helping to create 188 new
affordable housing units per
year, with a portion being
dedicated to specific needs,
such as veterans or individuals
with disabilities.
1.2 Collaborate with other agencies
to address poverty issues and
other identified high-priority
human service needs, and to
make homelessness rare, short-
lived and non-recurring.
• The City’s core role has been,
and continues to be, funding,
policy development and
partnerships for community
human service agencies.
• Multiple public and private
organizations work to
address and improve social,
environmental and economic
issues within the community
and the region.
• The social issues that human
service agencies address
are wide-ranging, complex
and systemic. A strategic,
collaborative approach applied
to the City’s engagement with
these partners will ensure
programmatic effectiveness
and efficiencies, eliminate
redundancy and identify
underserved areas.
• Regional efforts to provide
dedicated substance abuse and
mental health facilities are
being explored.
• Approximately 360 residents
experience homelessness for
CITY OF FORT COLLINS 17
• Immigrant communities have
expressed persistent fear
related to personal safety
as well as uncertainty over
national immigration policies
and risk of exposure.
• City infrastructure and facilities
should be accessible to all
community members.
1.5 Foster positive and respectful
neighbor relationships and open
communication.
• Connected neighbors help
identify neighborhood-level
priorities and learn how to work
together and/or with the City
to address them.
• Quality of life improves
when neighbors have an
understanding of how
to productively manage
conflict and allow for healthy
disagreements.
1.6 Protect and preserve the quality
of life in neighborhoods.
• Access to nature and green
infrastructure improves the
integration of natural habitat
with urban spaces.
• Proactive, innovative and
effective code enforcement
processes are important
aspects of attractive
neighborhoods.
• Safe and well-maintained
sidewalks are important for
residents to safely walk or
bike to parks, schools and
playgrounds.
• Partnerships with public health
and civic groups improve
neighborhood safety, reduce
graffiti, and prevent vandalism
so neighborhoods are safe
and clean.
1.7 Guide development through
community planning, historic
preservation, and efficient and
effective development review.
• Fort Collins’ population is
expected to grow by 50
percent over the next 20 years,
which will drive significant
construction throughout
the community.
• Processes shall be predictable
and effectively manage growth
consistent with City plans
and goals.
18 2018 STRATEGIC PLAN
Culture & Recreation
Fort Collins provides diverse cultural and
recreational amenities.
Cultural and recreational
opportunities are elemental to Fort
Collins’ sense of place and help create
a desirable community in which to
live and play. Residents consistently
place a high value on these programs
and services, believing the City
should continue its strong investment
in these amenities. The City’s park
and trail systems are also highly
valued and heavily used. The planned
buildout of the trail system is a high
priority for residents and will create
further connectivity across Fort
Collins and throughout Northern
Colorado. Additionally, the City
believes that connecting residents to
nature is critical to a high quality
of life.
Cultural and recreational facilities
and programming provide residents
opportunities to lead enriched and
healthy lives, and support overall
community wellness. Arts and
culture are enjoyed by residents and
visitors alike. Similarly, parks, trails
and natural areas provide beautiful
public spaces that foster physical
activity and create opportunities
for creativity, reflection and leisure.
The quality of parks, trails and
natural areas, as well as arts, culture
and recreation programs and
opportunities create a sense of pride
among residents, while also drawing
visitors and revenue into the City.
In many respects these amenities
define, and will continue to define,
who we are as a community.
Additionally, the robust urban
tree canopy provides many other
quality of life benefits and will be
important to preserve and protect
against natural and biological threats.
These amenities have a direct link
to Economic Health. Environmental
Health is also improved through parks
and trails providing access to nature,
including the Cache la Poudre River
and surrounding wildlife habitat. The
City values stewardship of
these resources.
CITY OF FORT COLLINS 19
• Ensuring the legacy of Fort
Collins’ parks, trails, natural areas,
and cultural and recreational
facilities for future generations
• Providing a wide variety of high-
quality recreation services and
cultural opportunities
• Creating an interconnected
regional and local trail network
of parks and accessible
recreational facilities
• Creating and preserving
opportunities and spaces where
residents can easily access nature
• Continuing a strong focus
on exceptional stewardship
and ecologically sound and
sustainable operations
• Protecting and preserving the
City’s tree canopy
Definition & Descriptions
2.1 Develop recreational and
cultural programs with pricing
and marketing strategies that
drive value, attendance and cost
recovery.
• Diverse programs and
opportunities should be
maintained in addition to
an awareness of changing
community desires.
• The City desires a high
degree of participation in all
programs offered.
• Fee structures based on
demand, alternatives and
affordability help to improve
program self-sufficiency.
• Fort Collins currently lacks
quality regional sports
venues where competitive
leagues can hold their state or
regional tournaments.
2.2 Plan, design, implement and
maintain the City’s parks and
trail systems.
• Trails have been identified by
residents as one of the highest-
priority amenities provided by
the City.
• As the City’s parks age,
additional resources will be
needed to make necessary
improvements and updates
to keep parks a strong
neighborhood amenity.
• Considering alternatives and
non-traditional approaches
could help accelerate
20 2018 STRATEGIC PLAN
CITY OF FORT COLLINS 21
partnerships with the local
public access television
provider may help foster arts
and cultural opportunities.
2.4 Protect the health and longevity
of the tree canopy.
• Emerald Ash Borer poses a
threat to up to 33 percent of
the urban canopy.
• Priority ash trees can be saved
through preventative action
and residential losses may be
mitigated through education
and shadow planting efforts.
• Pruning and routine
maintenance can extend the
life of mature trees and prevent
safety issues from arising.
• The Emerald Ash Borer will
create an abnormal amount
of waste in the way of dead
trees and lumber that may
inundate the landfill and other
disposal sites.
22 2018 STRATEGIC PLAN
Economic Health
Fort Collins promotes a healthy,
sustainable economy reflecting
community values.
The City intentionally uses the term
“Economic Health” to describe the
community’s engagement with the
economy. By referring to “health”
rather than “development,” the City
emphasizes its commitment to the
overall soundness and long-term
vitality of the local economy. This
means an economy where residents
can find employment and afford to
live in the community; businesses
are able and encouraged to start,
remain and expand in the community;
and everyone can expect quality
City services and sustainable,
attractive infrastructure. To achieve
these outcomes, the City creates an
atmosphere where businesses that
align with community values thrive
and focuses on retaining, expanding,
incubating and, lastly, attracting new
businesses. These efforts focus on
emerging and established Targeted
Industry Sectors and Clusters
including Clean Energy, Water
Innovation, Bioscience, Technology,
Uniquely Fort Collins, Local Food,
Advanced Manufacturing
and Healthcare.
Priorities for sustaining Economic
Health are: engaging existing
businesses to ensure an environment
conducive to success, maintaining
the City’s role as a regional economic
center, continuing collaboration with
CSU and other regional participants,
and supporting cultural, natural and
community amenities. In addition,
the City and businesses prosper
when a skilled workforce meets
the needs of local employers and
fruitful partnerships are created
with other economic development
organizations. The Northern Colorado
Regional Airport is an important
community asset that can enhance
the economic activity within
the community.
The City recognizes the business
community as partners in achieving
Economic Health and reaches out
to listen to and understand their
needs and emerging issues. This
engagement provides focus for
developing programs and policies
CITY OF FORT COLLINS 23
as a Platform and Smart Cities
frameworks. Regular business
engagement provides direction to the
City’s efforts to continuously improve
the efficient and transparent delivery
of services, including development
review, permitting, infrastructure
construction, etc.
New opportunities and challenges
exist related to adequate
technological infrastructure
designed to support a knowledge-
based economy and employment
competition. Numerous prospects
are emerging for redevelopment
and infill. Priorities include efforts to
foster entrepreneurship, grow and
attract primary employers, remain a
retirement and tourism destination,
and support and strengthen
existing businesses.
• Diverse jobs that enable residents
and businesses to thrive
• Innovative and entrepreneurial
atmosphere that builds new and
creative industries
• Strong partnership and
collaboration with the private
sector, educational institutions
and other organizations
• Comprehensive quality
infrastructure that supports
businesses
• Balance between the built and
natural environments
• Engagement with local businesses
to understand and address
their needs
3.1 Facilitate government and local
partners to form an effective
regional economic health group.
• The region benefits from and
has multiple organizations
working to improve economic
conditions including CSU,
Rocky Mountain Innosphere
(RMI), Northern Colorado
Economic Alliance (NCEA) and
various cluster organizations.
• The region is currently under-
represented at the regional and
national level. Prospects and
leads previously handled by the
Northern Colorado Economic
Development Corporation
(NCEDC) are now handled
independently by various
municipalities
and organizations.
24 2018 STRATEGIC PLAN
to job mismatch.
• Although the overall supply
of employment-zoned land
appears sufficient to meet long-
term demand, its readiness for
development may constrain the
community’s ability to create
employment opportunities.
3.3 Enhance business engagement
to address existing and
emerging business needs.
• A business customer
segmentation and analysis
of each segment’s needs is
necessary to guide program
and initiative development.
• A process for assessing the
satisfaction, dissatisfaction
and engagement of business
customers is needed.
• A consistent customer
experience across the
organization and for all
business segments is needed.
• Improvement in select current
service delivery systems
(e.g., Development Review,
Permitting, etc.) is needed
to provide efficient and
transparent services to all
business customers.
3.4 Foster infill and redevelopment
that enhances the community.
• Buildout within the City’s
development boundaries
is expected over the next
20 to 30 years. Growth will
be denser and taller than
historical norms and additional
infrastructure will be needed to
support remaining open field
development.
• Infill developments are met
with significant community
resistance to higher density and
heights, requiring a high level of
stakeholder engagement.
• Infill development should
enhance and preserve
the character of existing
neighborhoods while allowing
taller buildings in appropriate
character sub-districts while
maximizing compatibility
through appropriate design.
• Fort Collins has many unique
features that need to be
preserved and enhanced.
3.5 Maintain utility systems,
CITY OF FORT COLLINS 25
• New infrastructure is needed
to deliver services to meet the
needs of future growth in areas
such as the Mulberry Corridor
and northeast Fort Collins.
3.7 Deploy reliable, high-speed
internet services throughout
the community.
• Voters approved a charter
modification to allow the City
to provide telecommunication
services as part of the current
Light & Power utility.
• Voters also supported the
issuance of up to $150M of debt
to support the implementation
of high-speed internet and
associated services (video
& phone).
• The creation of a new internet
utility service will require
significant organizational
effort and require prioritization
of activities during the start-
up phase.
• High-speed internet service
throughout the community
will support economic vitality,
quality of life and governmental
operations, and will be
leveraged to facilitate Smart
City goals.
3.8 Secure a quiet zone along the
Mason Corridor to reduce
train noise.
• Businesses and residents in
proximity of the Mason Corridor
are negatively impacted by
train horn noise.
• Work with the Federal Railroad
Administration to identify cost-
effective solutions.
• Noise is impeding development
along the Mason Corridor.
26 2018 STRATEGIC PLAN
Environmental Health
Fort Collins promotes, protects and
enhances a healthy and sustainable
environment.
For decades, the City of Fort
Collins has led the way in innovative
and sustainable environmental
programs, such as watershed
stewardship, water conservation,
low-impact development stormwater
management, and energy policies.
Additional examples include the City’s
natural areas system, Cache la Poudre
River restoration, waste reduction
programs, air quality and emissions
policies, climate action planning, and
green building standards.
The City has set some of the most
aspirational goals in the country
for its Climate Action Plan (CAP) to
reduce its greenhouse gas emissions,
including carbon neutrality by 2050.
The community is working to develop
individual strategies for achieving
those goals in such areas as waste
reduction, transportation, energy
use reduction and the green built
environment. Climate change poses
an increasingly real and serious threat
to the world at large and to the
quality of life we value in Fort Collins.
Fort Collins Utilities plays a critical
role in environmental stewardship
by protecting the watershed and
meeting all regulatory standards, as
do other utility districts who provide
sanitary sewer and water service to
Fort Collins residents. Fort Collins
Utilities supports innovative programs
that go beyond compliance,
promoting energy and water
conservation, efficiency and clean
electricity sources.
The City’s efforts to conserve natural
areas are a core part of Fort Collins’
identity and culture. The program
has conserved 44,000 acres since its
inception, and continues to conserve
land while providing an increased
emphasis on stewardship, such
as habitat restoration and visitor
amenities. Current land conservation
efforts are focused on local, foothills
and community separator areas.
With regional and global
partners, Fort Collins is a leader in
implementing policies and programs
that engender a more economically
efficient, successful and resilient
CITY OF FORT COLLINS 27
• Efforts to meet CAP goals and
reduce greenhouse gas emissions
• Healthy watersheds and best
practice stormwater management
• A sustainable, high quality
water supply
• Conserving resources, including
energy and water, and cultivating
a healthy ecosystem
• Responsible stewardship of open
lands and natural areas
• A comprehensive and connected
system of open lands
• Partnerships with local, regional,
state and national affiliates
to achieve desired goals and
outcomes
• Integrating renewable energy
technologies for the electric grid
• Monitoring local and regional air
quality and supporting programs
that improve air quality, such as
fugitive dust control measures
• Solid waste reduction
and diversion
4.1 Achieve Climate Action Plan
(CAP) 2020 goals and continue
progress toward the 2030 goals.
• Eighty percent of residents
support the City engaging in
climate action, and the City
can support ways to engage
and empower residents,
businesses and institutions with
opportunities for sustainable
living practices.
• Emission reduction strategies
to meet greenhouse gas
reduction goals are outlined in
the CAP Framework, including
strategies for buildings,
advanced mobility, energy
supply and delivery, and
waste reduction.
• The community and city
organization’s 2030 climate
goal of an 80 percent reduction
below 2005 levels will require a
systems approach.
4.2 Improve indoor and outdoor
air quality.
• Fort Collins’ ground-level
summertime ozone levels
continue to be among the
highest along the Front Range.
• Surveys indicate 21 percent
- 32 percent of Fort Collins
households have a member
suffering from respiratory
28 2018 STRATEGIC PLAN
regulations and incentives are
needed to address and achieve
net zero energy goals.
• Generation and electric
distribution systems should
meet environmental goals.
4.4 Achieve the 2020 Road to Zero
Waste goals and work toward
the 2030 zero waste goals.
• Fort Collins currently diverts
about 51 percent of its waste
stream, and the majority of
what is sent to landfills could
be recycled or composted.
• Larimer County Landfill is
forecast to reach capacity
in 2025. Upon closure of the
landfill, costs will rise for waste
disposal in the Fort Collins
community (and for the City
organization). Alternatives
to landfilling will become
increasingly important to help
maintain affordability.
• Strategies for reducing waste,
recycling, and composting
more of the community’s
discards are critical for
achieving Council-adopted
goals for Climate Action and
the Road to Zero Waste Plan, as
well as municipal sustainability.
• The North Front Range
Wasteshed Coalition
(comprised of the Cities of Fort
Collins and Loveland, Larimer
County, and the Town of Estes
Park) is working with the
regional community to create
new infrastructure and policies
to support responsible, cost-
effective waste management
and resource recovery in
Northern Colorado.
4.5 Develop strategies to
improve the community’s
climate resiliency.
• Communities in the
Intermountain West are
particularly vulnerable to
increased temperatures,
reduced snowpack, threats to
water quality, increased storm
severity, natural hazards and
threats to human health.
• Public health and safety
concerns, negative economic
impacts and resource
constraints may be a result of a
CITY OF FORT COLLINS 29
4.7 Continually improve
environmental regulatory
performance.
• Wastewater infrastructure
improvements are required
to meet changing and more
stringent state regulations
and permit thresholds.
Specifically, improvements
need to be implemented to
meet regulations for nutrients,
metals, temperature and
ammonia while recognizing the
need to address Climate Action
Plan goals.
4.8 Protect and enhance natural
resources on City-owned
properties and throughout
the community.
• Continue efforts to conserve
and restore land that
provides habitat and biological
diversity, public access via
trails, buffers that provide
separation from neighboring
communities, scenic vistas,
opportunities for environmental
education and watchable
wildlife, and conservation of
agricultural lands.
• A focus on Nature in the
City ensures that as the
community grows to its build-
out population, residents of all
abilities have access to high-
quality, natural spaces close to
where they live and work; it is
important for people to have
inclusive experiences, such
as those with visual or
hearing impairments.
• Development review and
regulations are needed to
require minimum buffers, work
to minimize impacts, protect
the night sky, provide guidance,
and require mitigation to
conserve and enhance natural
resources and wildlife habitats.
4.9 Sustain and improve the health
of the Cache la Poudre River and
its watershed.
• The Cache la Poudre River
has multiple and, at times,
competing demands from
various users.
• The Cache la Poudre River is a
natural amenity and ecosystem
to be carefully nurtured and
30 2018 STRATEGIC PLAN
Safe Community
Fort Collins provides a safe place to live,
work, learn and play.
The City of Fort Collins strives to
be a safe and healthy place to live,
work, learn and play. Safety and
security are important aspects of
a sustainable community as they
help shape its appeal, viability,
productivity and economic stability.
The use of technology to improve
investigative techniques and
communication is important, and with
increased dependence on technology,
cybersecurity has become a
high priority.
Ensuring that Fort Collins is a safe
community is addressed by many
services and programs provided by
the City and its partners. Residents
often identify immediate actions
from Police Services and Poudre
Fire Authority as key contributors
to their sense of safety. However,
the definition of a safe community
is broader than emergency
responsiveness. It also extends to
the City’s stormwater systems that
are founded on best management
practices and long-term planning.
Safeguarding the community’s
infrastructure through design,
building regulations and inspections
is also essential to ensuring a
safe community.
Key components of community
education include community
policing, prevention and
preparedness, regulations and
infrastructure investment. The City’s
Emergency Management system
and many regional, state and
federal partners work to minimize
and effectively respond to
emergency situations.
CITY OF FORT COLLINS 31
5.1. Improve community
involvement, education and
regional partnerships to increase
the level of public trust and keep
the community safe.
• Local and regional coordination
is essential to a safe community
so that all emergency response
teams are aligned.
• Local, regional and federal
resources should be maximized
to address safety issues.
• Partnerships should continue to
support key enforcement and
education programs such as
animal control, mental health,
substance abuse, detoxification,
victim assistance, youth
programs, bike safety, county
jail and programs to reduce
repeat crimes.
• Continue public-private
partnerships and engaging
the community to address
community safety and build
community pride.
5.2. Meet the expected level of core
and specialized police services
as the community grows.
• As the community reaches full
buildout and a population of
approximately 255,000, the
type and volume of crimes and
community needs will change,
requiring additional police
resources and skills to maintain
and increase community safety.
• The police industry is changing,
with a greater number of calls
requiring specialized training to
deal with mental and behavioral
health issues.
• The use of technology, such
as body-worn cameras,
and training related to the
appropriate use of force
helps maintain a high level
of transparency and public
credibility.
• To meet community
expectations, Police Services
needs to be nimble in
responding to emerging needs,
which include community
policing, bike patrol, party
enforcement and others.
5.3. Partner with Poudre Fire
Authority to provide high-
quality fire prevention,
32 2018 STRATEGIC PLAN
fire prevention.
• Development review services
ensure that new construction,
redevelopment, and building
activity are consistent with the
International Fire Code.
• The community’s demand for
Emergency Medical Services
continues to grow rapidly,
challenging PFA to address
demand growth through
alternative response models
and public education.
5.4. Improve emergency
management and preparedness.
• The City’s Emergency
Management Plan outlines the
Citywide emergency response
and recovery plans for all
hazards and calls for
ongoing training.
• All City departments
should have Continuity of
Operations (COOP) plans
that further develop the
appropriate documentation
and understanding of how to
respond to an emergency.
• Emergency planning,
preparation and training
should leverage federal and
state resources and be
done in collaboration with
regional efforts.
• The current operational
structure of having the
emergency manager
housed within Poudre Fire
Authority, rather than the City,
creates communication and
coordination challenges. Best
practice research demonstrates
that alternative models could
enhance service.
5.5. Address water, wastewater and
stormwater infrastructure needs
for the protection of people,
property and the environment.
• Approximately 1,100 structures
are in the floodplain due
to inadequate stormwater
infrastructure.
• Thirty-three miles of water
main are more than 80 years
old and 12.5 miles are more
than 100 years old. As water
mains age, the reliability of the
system decreases.
• Twenty miles of wastewater
CITY OF FORT COLLINS 33
• While focused attention
Downtown has led to
decreasing disruptive transient
behavior in that area, Midtown,
the Mason Corridor, the
Harmony Corridor and Campus
West have all experienced
increased transient activity.
• Ongoing attention and creative
approaches to appropriately
balance compassion and
consequences are needed.
5.8. Improve security at City facilities
and properties.
• The City has experienced an
increase in security-related
incidents happening at
Municipal Court that require
police assistance.
• Security controls for City
facilities are managed by
multiple systems, and best
practices point to one
centralized system as
most effective.
• Perception of safety of
Transfort, Parks and Natural
Areas has a high impact on
residents’ use and enjoyment of
these services.
34 2018 STRATEGIC PLAN
Transportation
Fort Collins provides safe and reliable
multi-modal travel to, from and throughout
the City.
The transportation system is a key
component for nearly all aspects of
the City of Fort Collins. The system
provides the connecting fabric
among residences, employment,
schools and shopping. It is critical
for economic success and commerce,
interconnected with land use, and is
impactful to Climate Action Plan and
healthy living goals. The success of
a quality-built and well-functioning
multi-modal system is a community
differentiator and reflected in quality-
of-life performance measures.
The City uses data and analysis to
develop and maintain a safe and
reliable multi-modal transportation
network. It addresses gaps within the
transportation network and promotes
biking and walkability throughout
the community. Priority will be given
to managing and, where possible,
reducing congestion and improving
safety through physical infrastructure
improvements, use of innovative
technology and demand reduction.
The City’s existing infrastructure
will be highly functioning and well
maintained. The systems should be
complete and designed to provide
accessibility by offering a variety of
effective, efficient, complete, and safe
transportation choices for all users.
I-25 is a vital connection among Fort
Collins and its regional partners. Its
function and reliability is critical to
the Northern Colorado region.
Allocation of roadway width,
including reshaping streets to
support safety and promote a mix
of modes, remains a priority. Street
design that blends transportation
needs with social and environmental
amenities creates a sense of place in
the community.
A transit system that is efficient and
productive is a priority. Technology
will be leveraged to provide
innovative sources of information
concerning traffic, congestion and
transit options. Transportation
operations concentrate on reducing
congestion, improving air quality
and improving safety for all modes
of travel.
CITY OF FORT COLLINS 35
6.1 Improve safety for all modes
of travel.
• Appropriate programs, policies,
infrastructure improvements
(e.g., accessible sidewalks and
safety-conscious intersection
design) and educational
resources will work to reduce
the overall number and severity
of traffic accidents.
• Community awareness and
education regarding collisions
involving vulnerable road users
including pedestrians, bicyclists
and motorcyclists is a focus.
• Quality infrastructure continues
to be a focus, including safe,
accessible, well-functioning,
high-quality streets, bikeways,
sidewalks and trails.
6.2 Manage traffic congestion
and improve high-priority
intersections.
• Specific infrastructure projects
(such as intersections) to
improve safety, efficiency, and
reliability can have significant
positive impacts. Project
identification is through a
data-driven approach
and previously completed
prioritization studies.
• Continued focus on efforts to
increase bicycling throughout
the city will have benefits to
other modes of travel.
• Demand management
strategies can be effective in
reducing traffic congestion and
require a coordinated approach
that evaluates the entire
transportation system.
• Technology should be
leveraged to maximize system
capacity and efficiency.
• The City will work to reduce
delays associated with freight-
rail lines.
6.3 Improve transit availability and
grow ridership.
• A fully functioning transit
system requires a level of
service that allows the rider
to move throughout the city
in a timely manner and works
seamlessly with other modes
• Land use and transportation
that is fully integrated, both
locally and regionally, to create
36 2018 STRATEGIC PLAN
of travel.
• Service levels will focus on
areas of greatest ridership
demand and productivity,
in accordance with the
transit policies.
• Recent expansions of service
require work to optimize and
improve service. Proposed
expansion of service
requires strategic alignment,
community dialog, funding and
implementation plans.
6.4 Support, enhance and accelerate
I-25 improvements according to
the multi-modal environmental
impact statement.
• Efforts should be focused on
expanding the I-25 corridor
from Highway 402 to
Highway 66 via collaboration
with regional, state and
federal partners.
• Regional partners – Larimer
County, Weld County, Town of
Berthoud, Town of Johnstown,
City of Loveland, Town of
Timnath, Town of Estes Park,
Town of Windsor, Town of
Wellington – and private-sector
investors are contributing $55
million toward the Colorado
Department of Transportation
project to add express lanes
from Johnstown to Fort Collins
along I-25.
• Improvements to bridges,
as well as pedestrian and
bicycle access under I-25, are
key design elements that
will help enable regional
alternative modes of
transportation to safely cross
the busy thoroughfare.
6.5 Improve aging and/or missing
transportation infrastructure
that serves Fort Collins.
• The northeast quadrant of
Fort Collins is the last major
quadrant of the City’s Growth
Management Area that remains
largely undeveloped.
• The lack of transportation
and utility infrastructure
in the northeast quadrant
(some requiring significant
investment) limits opportunities
for affordable housing and
business development that
CITY OF FORT COLLINS 37
and increase ongoing
maintenance costs.
6.7 Address parking needs
Downtown, along the MAX
corridor and in residential
neighborhoods.
• Parking at key locations
maximizes the effectiveness of
integrated transit, bicycle and
pedestrian solutions.
• Access to convenient parking
for people of all abilities is an
important consideration.
• Successful implementation
of transportation demand
management strategies should
reduce automotive congestion
and the increasing need for
associated parking.
38 2018 STRATEGIC PLAN
Fort Collins exemplifies an efficient,
innovative, transparent, effective and
collaborative city government.
A high-performing government
delivers services desired by the
community through sound financial
management, transparent and
collaborative decision-making,
various communication methods,
and efficient and effective project
management. To achieve this, the
City attracts and employs high-
caliber employees, retains its
workforce through development and
growth opportunities, and promotes
intelligent risk-taking to address
increasingly complex challenges.
The City’s vision, mission and values
are reinforced at every level of the
organization and guide its culture.
Exceptional customer service that is
responsive to the needs of residents
and businesses is crucial in every
interaction among the City and all
members of the community.
The City values community
engagement and involvement in
the planning and decision-making
process. It also collaborates and
problem-solves with adjacent
municipalities, CSU, school
districts, Larimer County, special
districts, local organizations and
interested individuals.
Core processes of leadership,
strategic planning, budgeting,
organizational development and
human resources are aligned to
develop an organization that
listens to and engages the public,
continuously delivers high-quality
services to the community, facilitates
high performance and generates trust
in and transparency of City business.
The City of Fort Collins uses a
systems approach to apply economic,
environmental and social lenses
to decision-making. The City is
also committed to continuous
improvement and performance
excellence. Data from surveys,
performance metrics, operations,
engagement events and face-to-face
interactions are key to decision-
making and pursuing strategic
opportunities for improvement. The
City budget reflects community
values, challenges and opportunities.
Public involvement and a transparent
CITY OF FORT COLLINS 39
7.1 Provide world-class municipal
services to residents and
businesses.
• Delivering world-class services
provides a platform for co-
creation that enables residents,
businesses and non-profit
agencies to help enhance Fort
Collins and solve challenging
community issues.
• The City continues to
implement systems and
processes that improve
services and resident
satisfaction, as consistent
with the City’s performance
excellence journey.
• The City strives to meet
the needs of the majority
of community members.
Regulation, stewardship,
voter-driven actions and
other factors may dictate
circumstances in which the
City is unable to satisfy some
residents and businesses.
7.2 Promote a values-driven
organizational culture that
maintains the public trust
through ethical behavior and
transparency.
• The organization places a
strong value on maintaining
the public trust and has
articulated high expectations
regarding transparency.
• The City continues to focus on
fostering a culture of ethical
behavior and embedding
core values into the culture to
reinforce accountability.
• Balancing the social, economic
and environmental health
of the community is critical
to ensuring long-term
sustainability of City services
and resident satisfaction.
a high-performing community.
Communities with actively involved
residents are more satisfied and
contribute greater benefit to the
community as a whole. Engaged
communities strive to be inclusive
and equitable for all.
• Effective and efficient local
governance where all community
voices are valued
• Fiscal sustainability and
transparency
40 2018 STRATEGIC PLAN
7.3 Broaden methods of
community engagement with
additional consideration to
diverse backgrounds, languages
and needs.
• The City’s Public Engagement
Strategic Plan focuses
on fostering an engaged
community, equipping staff
to successfully lead public
engagement projects,
prioritizing inclusivity, and
ensuring accountability and
excellence in community
engagement.
• Fort Collins has a diverse
mix of residents who desire
meaningful engagement, trust
and regular communication
with their local government.
• The communication landscape
is rapidly changing. Social
media use has increased by
21 percent globally since
2015, meaning the City needs
to continue to reimagine
community engagement to
reach the entire community.
7.4 Attract, retain, engage, develop
and reward a diverse and
competitive workforce to meet
the needs of the community now
and in the future.
• Cost of living increases,
anticipated retirement of City
employees, and projected
growth in the regional
population increase the
challenges in the region
and for the City related to
talent management.
• The City organization has a
need to develop diverse talent
pools and to increase diversity
in its leadership pipeline.
• A diverse workforce leads
to increased innovation,
productivity and creativity.
Current gaps within the City
organization hinder its ability
to fully access the breadth and
depth of talent represented by
community members.
• The City relies heavily on a
dedicated group of volunteers
to assist the workforce in
delivering world-class services.
Further recognition of the role
volunteers play in supporting
CITY OF FORT COLLINS 41
Additional work is needed to
identify benchmarks, which
help to identify world-class
performance levels
from regional, national and
global comparisons.
• Integrating advanced
information and Internet of
Things technologies to help
manage key infrastructure,
public health and safety
systems can produce better
outcomes for residents
and businesses.
7.7 Address revenue requirements
to meet known and emerging
needs.
• The Keep Fort Collins Great
tax sunsets in 2020. This tax
provides close to $30 million
in revenue annually to support
services that residents have
come to rely on. Continuation
of similar funding will be critical
to the ongoing delivery of
existing service levels.
• Various areas across the City
lack funding for enhanced
and replacement capital
investments, including
transportation infrastructure,
transit, Golf, Parks, etc.
7.8 Maintain assets to reduce
lifecycle costs while improving
reliability and accessibility.
• As City assets age, renewal
and replacement are critical
to maintaining the City’s
infrastructure.
• Tools and systems that support
capacity planning and capital
asset needs, monitor asset life
and condition, and schedule
repairs (based on optimal asset
life cycle costs estimates) may
improve the effectiveness of
asset management.
7.9 Proactively influence policy
and legislative development
at all levels.
• The City plays a critical role
in influencing local, state and
federal policy that impacts its
ability to achieve
Key Outcomes.
• Proactive influence of other
government policy and
legislation can help ensure a
workable outcome for the City
42 2018 STRATEGIC PLAN
The City of Fort Collins is committed to
being a data-driven organization.
Using quantifiable data and analysis,
the City tracks and measures success
in achieving the Key Outcomes
and Strategic Objectives defined in
this plan. This includes identifying
appropriate metrics related to
both Key Outcomes and Strategic
Objectives, establishing appropriate
targets for each of these metrics,
tracking the actual performance
of each metric over time, and
regularly reviewing and discussing
the performance.
APPENDIX A
Performance Measures
The City’s focus on tying metrics to
specific Outcomes began in 2013.
Staff, working with City Council,
developed the Community Dashboard
where each of the seven Outcome
Areas has four to seven performance
metrics that track, at a high level,
the City’s progress in achieving the
desired Outcome. Every measure on
the dashboard is measured against a
target. The Community Dashboard is
updated quarterly and can be found
online at fcgov.com/dashboard.
Community Dashboard
CITY OF FORT COLLINS 43
Results as of Q4 2017:
NEIGHBORHOOD LIVABILITY & SOCIAL HEALTH
Q4 2017
Q4 2017
Q4 2017
Q4 2017
Q4 2017
Q4 2017
Q4 2017
Fort Collins provides a high quality built environment
and supports quality, diverse neighborhoods.
CULTURE & RECREATION
Fort Collins provides diverse cultural and
recreational amenities.
ECONOMIC HEALTH
Fort Collins promotes a healthy, sustainable
economy, reflecting community values.
ENVIRONMENTAL HEALTH
Fort Collins promotes, protects and enhances a
healthy and sustainable environment.
SAFE COMMUNITY
Fort Collins provides a safe place to live, work, learn
and play.
TRANSPORTATION
Fort Collins provides for safe & reliable multi-modal
travel to, from, and throughout the City.
HIGH PERFORMING GOVERNMENT
Fort Collins exemplifies an efficient, innovative,
transparent, effective and collaborative
city government
Snapshot: Feb 13, 2018
44 2018 STRATEGIC PLAN
Affordable Housing Inventory
Gardens on Spring Creek – Total Cumulative
Participation
Cumulative Number of Noise Complaints
Golf Courses – Total Cumulative Participation
Fort Collins’ HOI compared to western states
region HOI
Lincoln Center – Total Cumulative Participation
Response Time to Graffiti Removal
Voluntary Code Compliance
Affordable housing units house the City’s lowest wage earners and are important to the
sustainability of our community. Through policy and funding, the City would like to at least
maintain and preferably increase the number of units available to consumers requiring this
type of housing. Low income housing in Fort Collins is for people who earn 80% or less Area
Median Income.
The total number of participants at the Gardens on Spring Creek.
This measures the number of noise complaints in a hot-spot area determined by the previous
calendar year. The area is defined from Prospect Rd./Taft Hill Rd. northeast to Mulberry St./
Shields St.
The total number of participants at all three City of Fort Collins Golf Courses.
The Housing Opportunity Index (HOI) is defined as the share of homes sold in an area that
would have been affordable to a family earning the local median income. The target is to be in
the top third (66% or better) for the Western region of the United States.
The total number visits and participation at the Lincoln Center.
This indicator measures the amount of time to respond to and abate both reported and
unreported graffiti in the City. The goal is to have graffiti properly abated within two
business days.
This metric tracks the percentage of voluntary compliance with nuisance code violations
issued by the City of Fort Collins. Voluntary compliance is defined as violations corrected by
the property owner or tenant.
3,236
72,073
511
78,654
57.00%
169,902
1.33
98.1%
3,237
65,042
483
80,000
66.00%
145,000
1.5
95.00%
Q4 2017
Q4 2017
Q4 2017
Q4 2017
Q4 2017
Q4 2017
Q4 2017
Q4 2017
Measure/Explanation
Measure/Explanation
Actual
Actual
Target
CITY OF FORT COLLINS 45
Museum of Discovery
– Total Cumulative Participation
Paved Trails - Cumulative Number of Visits
Recreation Programs
- Total Cumulative Participation
Natural Areas Programs
– Cumulative Participation per Capita
The total number visits and participation at the Museum of Discovery.
The total number of people accessing and utilizing the City’s paved trails system.
The total number of particpants in Recreation programs, events and facility visits.
The participants per capita attending Natural Areas programs.
125,556
2,248,447
1,309,069
7.77%
100,000
1,932,000
1,250,000
8.00%
Q4 2017
Q4 2017
Q4 2017
Q4 2017
Commercial Vacancy Rates
Electric System Average Interruption Duration
Index (SAIDI) in Minutes
Local Unemployment Rate
Percentage of vacant, leasable commercial space within the city. This is divided into three
categories: Industrial, Office, and Retail. The category with the worst vacancy rate is displayed
and that is the value compared to our target.
The electric distribution System Average Interruption Duration Index (SAIDI) is a description
of the length of time all customers would have been out of power if the total number of hours
out of service in a year’s time were to be shared, and it is typically measured in minutes. The
number of outages as well as the time between the start of an outage and the restoration of
electric service have a bearing on this number.
Local unemployment rate is the percentage of the total labor force that is unemployed but
actively seeking employment and willing to work. This includes persons actively looking for
work in the prior 4 weeks by contacting an employer directly, having a job interview, sending
out resumes or filling out applications.
6.50%
15.97
2.30%
5.00%
26.15
5.00%
Q4 2017
Q4 2017
Q4 2017
Measure/Explanation Actual Target Results
ECONOMIC HEALTH
Lodging Occupancy Rates
The lodging occupancy rate measures the number of hotel rooms occupied compared to the
total number of hotel rooms available. This metric measures the net change from the previous
year for the reporting time period.
57.57% 60.00% Q4 2017
Net Percent Change in Local Jobs
Job change measures the number of new jobs available in an economy. The net job change
accounts for layoffs as well as new positions; a healthy economy will have a given number of
new jobs created each month/quarter despite some layoff activity.
46 2018 STRATEGIC PLAN
Community Energy Use
Outdoor Air Quality Index (AQI)
- Fine Particulate Matter 2.5 microns (PM 2.5)
Outdoor Air Quality Index (AQI) - Ozone
Wastewater Treatment Effectiveness Rate (%)
Percent change in electricity use (kilowatt hours or kWh) per capita compared to 2005
(baseline year) The metric is evaluated quarterly, and is one measure of the community’s
energy efficiency.
The metric is a measure of the number of ‘good’ air quality days (as defined by EPA’s Air
Quality Index - AQI) in a quarter based on fine particulate matter air monitoring data from
Fort Collins. The AQI is calculated by EPA as a measure of local air quality and its effect on
human health. The higher the AQI value, the greater the level of air pollution and the greater
the health concern. ‘Good’ air quality corresponds to an AQI of 50 or less (on a scale of
0-500) and poses little or no risk of adverse health effects. A fine particulate matter target
of 95% ‘Good’ days in a quarter was selected to evaluate local air quality conditions.
The metric is a measure of the number of ‘good’ air quality days (as defined by EPA’s Air
Quality Index - AQI) in a quarter based on ozone air monitoring data from Fort Collins. The
AQI is calculated by EPA as a measure of local air quality and its effect on human health. The
higher the AQI value, the greater the level of air pollution and the greater the health concern.
‘Good’ air quality corresponds to an AQI of 50 or less (on a scale of 0-500) and poses little
or no risk of adverse health effects. An ozone target of 75% ‘Good’ days in a quarter was
selected to evaluate local air quality conditions.
The utility’s compliance with the effluent quality standards in effect for the Water
Reclamation and Biosolids Facilities. The indicator is expressed as the percent of time each
year that an individual wastewater treatment facility is in full compliance with applicable
effluent quality requirements.
(16.8)%
85.00%
100.00%
100%
(10.0)%
95.00%
75.00%
100%
Q4 2017
Q4 2017
Q4 2017
Q4 2017
Measure/Explanation Actual Target Results
ENVIRONMENTAL HEALTH
New Commercial Permit Dollar Volume
per Capita
This metric provides an understanding of the value of new commercial construction in the
City. The total value of permits is divided by the current population to generate a value more
easily compared to other communities.
$1,384.55 $180.00 Q4 2015
Percent of Time Police Priority 1 Calls
Responded to Within 5 Minutes 30 Seconds
This measure shows the percent of time that a Priority 1 call is responded to within 5 Minutes
30 Seconds. This time is measured from when the call is received to when the officer arrives
at an emergency call, one that is an immediate threat to life, a felony-in-progress call, or a call
where a weapon is being used.
65.00% 70.00% Q4 2017
Measure/Explanation Actual Target Results
SAFE COMMUNITY
CITY OF FORT COLLINS 47
Drinking Water Compliance Rate (% Days)
Number of Injury/Fatal Crashes
Part 1 Crimes in Fort Collins
(per 1,000 population)
Percent of Time Fire PFA Intercedes before
Flashover (contained to room of origin)
Percent of Time PFA Fire Personnel are on Scene
Within 6 Minutes 20 Seconds in the Urban Area
Fort Collins Utilities compliance with the drinking water quality standards in effect for the
Water Treatment Facility. The indicator is expressed as the percent of time each year that an
individual water treatment facility is in full compliance with applicable drinking water quality
requirements.
Injury/Fatal crashes is the number of reported public street crashes involving motor vehicles,
bicyclists or pedestrians where someone was injured or killed.
Part 1 crimes are defined by the FBI as: Aggravated Assault, Arson, Auto Theft, Burglary,
Homicide, Rape, Robbery, and Theft.
This measure relates to the ability of on-scene firefighters and building sprinklers to prevent
fire flashover and the spread of a structure fire.
Fire response time measures the time elapsed from when the citizen/customer dials 911to
when the first PFA personnel arrives on-scene. This data includes calls for emergencies in
the urban response area of PFA. PFA’s target is to respond within 6 minutes, 20 seconds
at least 90% of the time. This is aligned with PFA’s baseline performance goals under fire
service accreditation.
99%
77
6.11
89.20%
77.00%
100%
70
8.15
85.00%
80.00%
Q4 2015
Q4 2017
Q4 2017
Q4 2017
Q4 2017
Average Travel Speeds/Times on Arterial Streets
Traffic volume-weighted average travel times (in minutes/mile) on City arterial streets
including Harmony, Horsetooth, Drake, Prospect, Mulberry, Taft Hill, Shields, College, Lemay
and Timberline during the p.m. peak period on weekdays.
2.32 3.00 Q4 2017
TRANSPORTATION
Measure/Explanation Actual Target Results
Cumulative Lane Miles of Roadway
Pavement Improved
The number of lane miles improved displays the City’s commitment to providing safe, well-
maintained streets. Proper maintenance reduces future maintenance costs by extending the
life of the pavement and maximizing our investments. Quarterly targets are set to provide
information on our progress towards meeting our yearly goals. These targets vary from
quarter to quarter due to weather limitations of the construction season. Achieving our yearly
goals allows us to meet our overall street pavement condition Level of Service ‘B’ (LOS). The
total number of lane miles improved annually increased significantly starting in 2011 due to
the increased revenue dedicated to Street Maintenance and Repair in the Keep Fort Collins
Great tax initiative in 2010.
129 125 Q4 2017
48 2018 STRATEGIC PLAN
Cumulative Transfort Fixed Route Ridership
(in thousands)
The total number of fixed route passenger boardings. The target is a 5% increase in fixed
route ridership over the previous year. The graph shows the actual fixed route passenger
boardings each quarter (in thousands).
4,310 4,287 Q4 2017
Accuracy of Cumulative Budgeted Expenses
($ millions)
Actual Cumulative Revenue Compared to
Budget ($ millions)
Average Response Time of Cases Submitted to
Access Fort Collins
This metric covers the accuracy and precision of planned (budgeted) and actual expenditures.
Expenditures include operating costs, such as personnel, insurance, consulting and supplies,
as well as debt payments and capital equipment purchases. Not included are the costs of
large capital projects that occur over several years and have a beginning and end.
Expenditures are separated into Governmental and Enterprise. Governmental expenditures
are for those activities that are primarily supported by taxes and grants and to a much
lesser degree from fees. Examples are Police, Streets Maintenance, Parks, Museum, Fire,
etc. Alternatively, Enterprise expenditures related to activities that are accounted for like a
business and are entirely supported by fees charged to users. These include Light and Power,
Water, Wastewater, Storm Drainage and Golf.
This metric covers differences from anticipated (budgeted) and actual revenue. Revenue
includes taxes, fees, grants, fines, interest earnings, etc. Revenue is separated into
Governmental and Enterprise depending on the activity it supports. Governmental revenues
are typically taxes, grants and fines used to support police, streets, museum, fire and parks.
Examples of Enterprise revenue are fees for energy, water, wastewater and golfing.
Total cases submitted online or via mobile application, including Council Member and City
Manager requests (SARs). Average Response Time is the average number of business days
from when a case is submitted to when a staff response is sent.
$386.64
$467.95
2.41
$429.24
$453.25
3.00
Q4 2017
Q4 2017
Q4 2017
HIGH PERFORMING GOVERNMENT
Measure/Explanation Actual Target Results
City Employee Cumulative Turnover Rate
Turnover is a measure of the rate at which employees leave employment with the City. It
includes classified and unclassified management employees and all separation reasons
(layoffs, and voluntary and involuntary terminations). While turnover is typically measured
annually, this report includes turnover reported on a year-to-date basis for each calendar year.
The rate is calculated by dividing the total number of employees who separated year-to-date
by the average headcount for that reporting period (quarters are cumulative).
8.80% 8.00% Q4 2017
Transfort Fixed Route Passengers
per Revenue Hour
The average number of passengers who board a transit vehicle for every revenue hour of
service that a vehicle is operating.
34.97 36.15 Q4 2017
CITY OF FORT COLLINS 49
City Employee Safety - Days Away Restricted
or Transferred (DART) Rate YTD
City Employee Safety - Total Recordable Injury
Rate (TRIR) YTD
The Days Away Restricted or Transferred (DART) rate calculation is based upon the number
of work related injuries and illnesses severe enough to cause an employee to be temporarily
reassigned or miss work completely in relation to the total number of employee hours worked.
This is a nationally recognized standard safety metric. Current-year benchmarks are not
available as they are published by the Bureau of Labor Statistics and have an approximate 18
month lag time.
The Total Recordable Injury Rate (TRIR) is a nationally recognized standard safety metric. It is
based upon the total number of work related injury and illness cases reported that, generally
speaking, required more than standard first aid treatment, as it relates to the total number of
employee hours worked. Current-year benchmarks are not available as they are published by
the Bureau of Labor Statistics and have an approximate 18 month lag time.
3.90
5.30
3.10
4.20
Q4 2017
Q4 2017
50 2018 STRATEGIC PLAN
NEIGHBORHOOD LIVABILITY & SOCIAL HEALTH
To further enhance the use of metrics,
Strategy Maps have been created that tie
specific metrics to each of the Strategic
Objectives within the City’s Strategic Plan.
This is an executive management tool that
is used to track organizational performance.
It provides insight into the City’s progress
of achieving the Strategic Objectives, which
will then help achieve the Outcomes.
Where possible, three to four metrics
have been assigned to each Strategic
Objective; these metrics are treated
similarly to the Community Dashboard
metrics. This includes identifying
appropriate metrics related to both
Key Outcomes and Strategic
Objectives, establishing appropriate
targets for each of these metrics,
tracking the actual performance of
each metric over time, and regularly
reviewing and discussing the
performance. The metrics associated
with each Strategic Objective may
change over time as individual metrics
are improved or replaced with more
meaningful ones. Metrics indicated
as “NEW” are examples of possible
metrics that staff is actively vetting
and evaluating for inclusion in our
Strategy Maps.
Executive-level reviews occur
monthly in meetings with the
entire executive team where
the progress on the metrics is
discussed. Underperforming metrics
require action plans that indicate
organizational efforts to improve the
performance of those metrics.
Strategic Objective
Metrics (Strategy Maps)
1.1 Improve access to quality
housing that is affordable to a
broad range of income levels
1.2 Collaborate with other agencies
to address poverty issues and
other identified high-priority
human service needs, and to
make homelessness rare, short-
lived and non-recurring
1.3 Improve accessibility to City
and community programs and
services to low-income and
moderate-income populations
NLSH 3 Affordable Housing Inventory
NLSH 4 Fort Collins’ Housing Opportunity Index
(HOI) compared to western states
region HOI
NLSH 39 Winter Point in Time Count of
CITY OF FORT COLLINS 51
CULTURE & RECREATION
2.1 Develop recreational and
cultural programs with pricing
and marketing strategies that
drive value, attendance and
cost recovery
2.2 Plan, design, implement and
maintain the City’s parks and
trails systems
1.5 Foster positive and respectful
neighbor relationships and
open communication
1.4 Co-create a more inclusive
and equitable community
that promotes unity and
honors diversity
1.8 Evaluate the involuntary
annexation of the
Mulberry Corridor
1.6 Protect and preserve the quality
of life in neighborhoods
1.7 Guide development through
community planning, historic
preservation, and efficient and
effective development review
CR 1 Recreation Programs -
Total Cumulative Participation
CR 5 Golf Courses -
Total Cumulative Participation
CR 87 Trained Observer Program –
Percentage Of Cemetery Ratings
With No Problems
CR 95 Recreation participant
survey satisfaction
CR 96 Recreation Programs -
Cumulative number of enrollments on
opening day registration
NEW: Lincoln Center profitability by quarter
CR 7 Paved Trails - Cumulative Number
of Visits
CR 23 Trained Observer Program – % of Parks
and Rec Fac Grounds Ratings With
No Problems
CR 62 Miles of Trail/10,000 Population
CR 67 % of citizens responding very good/
good quality of - Recreational trails
CR 97 Trained Observer Program – Percentage
Of Trail Ratings With No Problems
NEW: # of participants in Restorative Justice
NEW: % of mediation cases with agreeable
resolutions compared to total
NEW: # of neighborhood participating in the
Neighborhood Connections Program
NEW: # of graduates from the Neighborhood
Leadership Program
NLSH 81 Boards and Commissions
Diversity Index
NLSH 61 % of citizens responding very good/
good - Fort Collins as a place of
52 2018 STRATEGIC PLAN
2.3 Provide enhanced opportunities
for arts and culture throughout
the City
2.4 Protect the health and longevity
of the tree canopy
CR 2 Lincoln Center - Total Cumulative
Participation
CR 3 Museum of Discovery - Total Cumulative
Participation
CR 63 % of citizens responding very good/
good - Quality of arts and cultural
opportunities in Fort Collins
NEW: # of public art projects in process
or completed
CR 15 Pruning Frequency by Year < 18-inches
in Diameter
CR 22 Pruning Frequency by Year > 18-inches
in Diameter
NEW: Ratio of treated trees (or shadow
planted) vs. # that die (Ralph Zendt)
NEW: Look into metrics used by Tree City USA
ECONOMIC HEALTH
3.1 Facilitate government and local
partners to form an effective
regional economic health group
3.4 Foster infill and redevelopment
that enhances the community
3.2 Maintain and grow diverse
employment opportunities
3.3 Enhance business engagement
to address existing and
emerging business needs
NEW: # of new businesses brought in by group
NEW: $$ brought into the region by group
NEW: # of members representing the region
at the national scale
NEW: Ratio of brown to green field value
NEW: Water smart development
NEW: Permit valuations
NEW: Carbon neutrality
ECON 5 Local Unemployment Rate
NEW: Regional or sectoral job growth by
industry or sector
NEW: Wage level at or above a certain
regional threshold
NEW: # of jobs in targeted sectors
NEW: Percentage of Occupations in danger
of surpluses or shortfalls
NEW: % satisfaction from business survey
from the questions, “The job
Fort Collins does at supporting or
creating new jobs” or “Employment
Opportunities”
NEW: Continue index average of four
business survey questions from
previous strategy map metrics
NEW: % satisfaction from business survey of
“Fort Collins as a place to do business”
NEW: Point in time satisfaction surveys
CITY OF FORT COLLINS 53
ENVIRONMENTAL HEALTH
4.1 Achieve Climate Action Plan
(CAP) 2020 goals and continue
progress toward the 2030 goals
4.2 Improve indoor and outdoor
air quality
4.3 Achieve 2020 Energy Policy
goals and work towards Climate
Action goals for
carbon neutrality
4.4 Achieve the 2020 Road to Zero
Waste goals and work toward
the 2030 Zero Waste goals
ENV 9 Percent decrease in community
Greenhouse Gas (GHG) emissions from
2005 baseline
ENV 6 Percent decrease in municipal
Greenhouse Gas (GHG) Emissions from
2005 baseline
ENV 3 Community Energy Use
ENV 13 Cumulative number of people receiving
sustainability education
TRAN 65 % Commute Mode Share
ENV 16 Number of homes assessed for
Healthy Homes
ENV 4 Outdoor Air Quality Index (AQI) - Ozone
ENV 5 Outdoor Air Quality Index (AQI) - Fine
Particulate Matter 2.5 microns (PM 2.5)
ENV 131 Indoor Air Quality: Number of Indoor
Radon Tests
ENV 26 Community Percentage of Renewable
Energy
ENV 23 Annual energy efficiency and
conservation program savings (% of
community electricity use)
HPG 106 Consumer Product Utility Rebates
ENV 3 Community Energy Use
ENV 10 Community solid waste diversion rate
ENV 12 Tons of community recycled or
composted materials, including
cardboard
ENV 7 Community per capita per day of solid
waste generation
NEW: A metric on the Integrated
Recycling Facility
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
3.8 Secure a quiet zone along
the Mason Corridor to reduce
train noise
3.6 Invest in utility infrastructure
aligned with community
development
3.7 Deploy reliable, high-speed
internet services throughout
the community
No metrics identified
TBD
NEW: Average cost of fiber laid
NEW: % Market Share
54 2018 STRATEGIC PLAN
4.6 Provide a reliable, high-quality
water supply
4.7 Continually improve
environmental regulatory
performance
4.8 Protect and enhance natural
resources on City-owned
properties and throughout the
community
4.9 Sustain and improve the health
of the Cache la Poudre River
and its watershed
4.10 Expand the Natural Areas land
portfolio while simultaneously
maintaining existing lands and
access to nature
ENV 22 Turbidity of City drinking water
ENV 27 Water quality complaints per
1,000 customers
ENV 32 Annual water demand as percent of
firm yield
ENV 104 Overall Water Conservation
Program Effectiveness
ENV 101 Water efficiency plan annual targets
and actual use
SAFE 8 Drinking Water Compliance Rate
(% Days)
NEW: # Hydrants that meet fire code
NEW: # of water main breaks per 100 miles
of pipe
ENV 128 Number of New Recorded
Environmental Compliance Violations
ENV 129 Number of New Identified Deficiencies
Requiring Corrective Action
SAFE 8 Drinking Water Compliance Rate
(% Days)
ENV 1 Wastewater Treatment Effectiveness
Rate (%)
ENV 8 Post Restoration Status of
Urban Natural Areas (3 year
measurement cycle)
ENV 14 Existing Condition of Active
Restoration Sites
ENV 44 Poudre River riparian restoration
measured by cumulative area brought
into the 5 year floodplain
ENV 130 Natural Areas - Land Conservation -
Acres per Capita
NEW: Floodplain connectivity metric
(5 year floodplain)
NEW: Aquatic connectivity (fish passage projects).
ENV 98 % of citizens responding very good/good
quality of - Natural areas and open space
ENV 130 Natural Areas - Land Conservation -
Acres per Capita
CR 6 Natural Areas Programs - Cumulative
Participation per Capita (change target)
SAFE COMMUNITY
5.1 Improve community
CITY OF FORT COLLINS 55
5.2 Meet the expected level of core
and specialized police services
as the community grows
5.3 Partner with Poudre Fire
Authority to provide high-
quality fire prevention,
community risk reduction and
emergency response services
5.4 Improve emergency
management and preparedness
5.5 Address water, wastewater and
stormwater infrastructure needs
for the protection of people,
property and the environment
5.6 Optimize the use of data
and technology to improve
service, protect mission-critical
infrastructure and enhance
cybersecurity effectiveness
SAFE 1 Percent of Time Police Priority 1 Calls
Responded to Within 5 Minutes 30
Seconds
SAFE 89 Part 1 Crimes in Fort Collins (per 1,000
population)
NEW: A measure to evaluate the effectiveness
of our communications
NEW: Metric on the % of time patrol officers
are working on their core duties
compared to specialized services
SAFE 3 % of Time PFA intercedes prior to
Flashover
SAFE 44 % of citizens responding very good/
good quality of - Fire services overall in
Fort Collins
SAFE 90 % of Time PFA Fire Personnel are on
Scene Within 6 Minutes 20 Seconds in
the Urban Area
NEW: Compliance with fire inspections
SAFE 41 % of citizens responding very
good/good quality of - emergency
preparedness in Fort Collins
SAFE 81 Compliance with National and State
standards for Emergency Preparedness
SAFE 91 % of City departments that have
current emergency preparedness/
response plans
SAFE 86 CRS (Community Rating System)
Rating for floods
NEW: % of businesses with continuity plans
SAFE 87 # of structures in the flood plain
NEW: # of fire hydrants that do not meet
fire code
NEW: Miles of wastewater pipe that exceed
capacity or have a condition of “Severe”
HPG 26 Internet availability
HPG 27 Server availability
(supporting 390 servers)
SAFE 92 Effectiveness of Cybersecurity
Awareness Training
56 2018 STRATEGIC PLAN
6.7 Address parking needs
Downtown, along the MAX
corridor and in residential
neighborhoods
TRAN 66 MAX Parking Space Utilization
NLSH 82 RP3 Program - # of Properties and
Citations
NLSH 83 RP3 Permits Issued
TRANSPORTATION
6.1 Improve safety for all modes
of travel
6.2 Manage traffic congestion
and improve high-priority
intersections
6.3 Improve transit availability and
grow ridership
6.4 Support, enhance and
accelerate I-25 improvements
according to the multi-
modal environmental impact
statement
6.5 Improve aging and/or missing
transportation infrastructure
that serves Fort Collins
6.6 Maintain Level of Service ‘B’
for City streets and the current
level of service for medians and
associated infrastructure
SAFE 27 Voluntary speed compliance (Monthly)
SAFE 6 Number of Injury/Fatal Crashes
TRAN 63 Number of People Trained on Vehicle,
Bicycle, and Pedestrian Safety
TRAN 62 Sidewalk Network (also linked to
TRAN SO 6.7)
TRAN 39 Safe Routes to School - Overall Student
Participation
TRAN 65 % Commute Mode Share
TRAN 28 Average Travel Speeds/Times on
Arterial Streets
TRAN 44 % of citizens responding very good/
good - Ease of driving in Fort Collins
NEW: Travel Reliability metric
TRAN 1 Transfort Fixed Route Passengers per
Revenue Hour
TRAN 2 Cumulative Transfort Fixed Route
Ridership (in thousands)
TRAN 45 % of citizens responding very good/
good - Ease of traveling by public
transportation in Fort Collins
TRAN 67 % of Bus Stops that are ADA Accessible
No metrics identified
TRAN 64 Percent Arterial Bike Network
Crossings Completed
TRAN 62 Sidewalk Network (also linked to
TRAN SO 6.1)
NLSH 26 Square Footage of Medians Renovated
TRAN 18 Pothole response time
TRAN 3 Cumulative Lane Miles of Roadway
Pavement Improved
CITY OF FORT COLLINS 57
HIGH PERFORMING GOVERNMENT
7.1 Provide world-class municipal
services to residents and
businesses
7.2 Promote a values-driven
organizational culture that
maintains the public trust
through ethical behavior and
transparency
7.3 Broaden methods of
community engagement
with additional consideration
to diverse backgrounds,
languages and needs
7.4 Attract, retain, engage, develop
and reward a diverse and
competitive workforce to meet
the needs of the community
now and in the future
7.5 Foster a culture of safety
and well-being across the
City organization
HPG 3 Average Response Time of Cases
Submitted to Access Fort Collins
HPG 32 Customer Satisfaction - Overall
HPG 69 % of citizens responding very good/
good to the City’s performance in -
Efficient operation of programs
and services
HPG 70 % of citizens responding very good/
good to the City’s performance in
- Encouraging sustainability in
the community
HPG 71 % of citizens responding very good/
good to the City’s performance in -
Overall direction of the City
HPG 156 Monthly Active Users (fcgov.com)
HPG 157 Ethics Index
NEW: A Core 34 Index metric
NEW: # of touches of operational datasets on
Open Gov
HPG 213 Utilities Affordability Portfolio Direct
Assistance
HPG 66 % of citizens responding very good/
good to the City’s performance in -
Welcoming citizen involvement
HPG 81 % of citizens responding very good/
good on the City’s performance in
informing citizens
HPG 155 Social Media Combined Audience
NEW: an “Our City” metric
HPG 6 City Employee Cumulative Turnover Rate
HPG 24 Number of Citywide Volunteer Hours
HPG 25 Number of Citywide Volunteers
(ELT Priority)
NEW: One of the Core 34 metrics
on Leadership
NEW: Job offer acceptance rate
HPG 150 Cumulative Total Cost of Workers
58 2018 STRATEGIC PLAN
7.7 Address revenue requirements
to meet known and emerging
needs
7.9 Proactively influence policy
and legislative development at
all levels
7.8 Maintain assets to reduce
lifecycle costs while improving
reliability and accessibility
HPG 1 Actual Cumulative Revenue Compared
to Budget ($ millions)
HPG 158 Grant funding success rate on
applications Citywide
HPG 1 Actual Cumulative Revenue Compared
to Budget ($ millions)
HPG 158 Grant funding success rate on
applications Citywide
HPG 122 # of City buildings assessed/entered into
IP Gateway
NEW: $ spent on maintenance as a % of asset
depreciation. Could be separate metrics
for Utilities, Fleet, Facilities
NEW: A metric on lifecycle costs
NEW: Ratio of planned vs. unplanned
maintenance
CITY OF FORT COLLINS 59
APPENDIX B
Long-Term Financial Plan
OBJECTIVES:
1. Address long-term financial issues
in the strategic plan.
2. Highlight potential challenges
and aid in long-term (more than
10 years) philosophical decision-
making on strategies.
EXECUTIVE SUMMARY:
The City enjoys a strong economic
base as a result of diverse
employment, CSU and its associated
research, and the attractiveness
and desirability of the region. The
City of Fort Collins maintains an
Aaa Moody’s credit rating (which
ranks in the top 3 percent), and
more than $220 million in reserves
(excluding Enterprise Funds) due
to prudent fiscal policies, low debt
and conservative management of its
approximately $500 million budget.
The City’s revenue growth has been
strong since 2010 with building
and business investment driving
significant increases.
The long-term financial forecast
uses the most likely estimates and
does not include outlier impacts
such as floods, natural disasters,
recessions or other rare occurrences.
In the unfortunate event one of
these circumstances occurs, drastic
measures may need to be taken
that are not incorporated into the
following financial forecasts. The
model includes the following primary
revenue and expense drivers:
Primary Revenue Drivers
• Sales and Use Tax – Sales Tax
revenue growth of 2.8 percent
based on taxable sales historical
average; Use Tax revenue growth
of 3.6 percent based on last
10-year averages
• Property Tax – tied to Consumer
Price Index (CPI), growth currently
calculated at 2.7 percent
• Capital Grants – project-specific
and difficult to forecast, tied to
CPI at 2.7 percent
• Shared Revenues – County and
State distributions, compound
annual growth rate (CAGR) for
majority of 2000s was 1.1 percent
• Cultural, Park, Recreation and
Natural Areas Fees – 14-year
historical rate of 3.3 percent
60 2018 STRATEGIC PLAN
Primary Expense Drivers
• Salaries and Wages – Highly
correlates to taxable sales; growth
of 2.8 percent
• Benefits – 5.0 percent growth
takes into account 8.3 percent
growth specifically on Healthcare,
as well as a growing number of
employees and general inflation
• Professional and Technical –
Highly correlates to population;
growth of 2.3 percent
• Repair and Maintenance Services –
4.0 percent average for 2000s for
most accounts
• Infrastructure – 2.8 percent
growth rate tied to sales and
use tax
All Funds (c1)
The baseline scenario for “All Funds”
(excluding Utilities) in the City
indicates healthy financials through
2020 at existing service levels and
using existing revenue sources. The
Keep Fort Collins Great (KFCG) tax
supplies a 0.85 percent tax revenue
source, which accounted for $28
million of revenue in 2016. Renewal
of this tax through 2025 enables near
equilibrium in projected revenue and
expenses with any shortfall kept to a
minimum and very manageable.
KFCG is scheduled to expire at the
end of 2020, eliminating $32 million
of funding beginning in 2021. This
impact would require extensive
reductions in expenditures and
service levels. Reserves would be
used throughout the next decade in
this scenario to accommodate the
expenditure rate and forcing re-
prioritization of future expenditures.
KFCG expiration or renewal will
have the single biggest effect on the
City’s future financials.
Transit and Transportation Funds (c2, c3)
Transit and Transportation funds have
similar forecasts and issues. Both
will run deficits in future years due
to their personnel-heavy expense
structure. Healthcare benefit costs
are expected to grow at 8.5 percent.
The Transportation Fund will need
to use its reserves to offset the
increasing disparity between revenue
and expenses. The Transit deficit
could be exacerbated by increasing
demands for higher service levels.
Although both funds show increasing
CITY OF FORT COLLINS 61
$50M
$0
$100M
$150M
$200M
$250M
$300M
$350M
$400M
$450M
Year End Balance
KEY:
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
$232M
$273M
$349M
$349M
$313M
$242M
$138M
$225M
$295M
Revenue
Expenditures Scenario Expenditures
Scenario Revenue
• Healthy financials through 2020 at existing service levels
• $32M of funding eliminated in 2021 without KFCG
REVENUES & EXPENDITURES
ALL FUNDGROUPS - WITH TRANSFERS
$5M
$0
$10M
$15M
$20M
$25M
$30M
$35M
$40M
$45M
Year End Balance
KEY:
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Revenue
Expenditures Scenario Expenditures
Scenario Revenue
• 2014 revenue increase due to Sales and Use Tax, and capital leasing
• Personnel is large part of total cost and growing at faster rate than revenue
REVENUES & EXPENDITURES
00292 - TRANSPORTATION FUND - WITH TRANSFERS
$34M
$32M
$19M
$6M
$17M
$18M
$14M
$27M
$27M
-$30M
62 2018 STRATEGIC PLAN
• BART - Budget Analysis and
Reporting Tool: Software
developed internally by City staff for
budgeting and reporting purposes.
• BFO - Budgeting for Outcomes:
A system driven by goals and
performance, to provide information
that relates budgeting to planning
and outputs/results. Its purpose is
to better align the services delivered
by the City with the things that are
most important to the community.
• BFO Teams: One of seven cross-
departmental teams that participate
in the BFO process; articulate goals
for each Outcome, provide direction
to departments for developing
budget Offers, and rank Offers for
funding; evaluate performance
of Offers.
• BLT - Budget Leadership Team:
The City Manager and his executive
team.
• CAP – Climate Action Plan
• City Plan: Began in 1995 as a
Comprehensive Plan that illustrates
how the City and community
envision Fort Collins in the next
25 years.
• Community Dashboard: A quarterly
snapshot of the community’s
progress in attaining Key Outcomes.
The Dashboard reinforces the City of
Fort Collins’ steadfast commitment
to accountability and continuous
improvement. Performance
measurement initiatives are tracked
and reported for overall progress
toward community goals.
• Continuity of Government:
Emergency management
requirement and plans to maintain
essential City functions during
emergencies and disasters including
governance, telecommunications,
health and safety regulation,
policing and utility services.
• CPIO — Communications
and Public Involvement: City
department charged with public
information dissemination,
communications strategies and
public engagement in City services.
• DART - Days Away Restricted or
Transferred
• DDA - Downtown Development
Authority
• ELT - Executive Leadership Team:
The City Manager and his executive
CITY OF FORT COLLINS 63
• GMA - Growth Management Area
• GSC - Gardens on Spring Creek
• Home Rule: A form of government
under the control of local citizens
rather than state government; the
City Charter and the ordinances
adopted by Council under the
Charter supersede any conflicting
law of the state in matters of
purely local concern. Statutory
and constitutional provisions allow
municipalities to exercise powers
of local self-government, such as
the administration and collection of
local taxes.
• HR - Human Resources
• ICMA - International City/County
Management Association: A
trade organization for Council-
Manager cities; a clearinghouse
for information regarding cities,
including the ICMA Center for
Performance Excellence Program
of comparative data regarding
municipal services.
• IGA - Intergovernmental
Agreement
• ICS - Incident Command System:
A nationally-used, standardized
emergency management
organizational structure for single
or multiple incidents that can
cross organization or jurisdictional
boundaries.
• IT - Information Technology
• KFCG - Keep Fort Collins Great: A
ballot measure passed in November
2010 approving a 0.85 percent
increase in the City sales and use
tax rate.
• Low to Moderate Income:
Households whose incomes
are below 95 percent of the
area median income (AMI), as
determined by the U.S. Department
of Housing and Urban Development
(HUD), with adjustments for smaller
or larger families.
• Master Plans: Long-term vision
documents in each service area.
• MOD - Museum of Discovery
• NCEDC - Northern Colorado
Economic Development
Corporation
• O&M - Operations and Maintenance
• Outcome Measure: The
mathematical expression of the
effect on customers, clients, the
environment, or infrastructure that
64 2018 STRATEGIC PLAN
service that is being provided
and permits objective evaluation of
the service program.
• Plan Elements: Existing plan
elements and other related
documents that are incorporated
into City Plan.
• Poverty Rate: The Fort Collins
poverty rate from the 2010 U.S.
Census is 18 percent. This includes
CSU and Front Range Community
College student populations. Data
is not collected to eliminate those
student populations. Excluding 18-
to 24-year-olds in the Fort Collins
data reduces the local poverty rate
to 10.3 percent, but that excludes a
larger number of people than just
the student populations.
• Quality Measure: The mathematical
expression of how well the service,
product or activity was delivered,
based on characteristics important
to the customers.
• RAF - Recordable Accident
Frequency
• Result: The effect desired for
the public, expressed as broad
statements (also referred to as
an outcome).
• RFRs - Request for Results: Key
input to the BFO process; developed
by Results Teams to solicit Offers
from departments to provide
services to accomplish results that
matter to residents.
• SAIDI - Electric System Average
Interruption Duration Index
• SARs - Service Area Requests
• Sense of Place: Those
characteristics that make an area
special or unique as well as those
that foster an authentic feeling of
attachment or belonging.
• Sustainability Assessment Tool: A
data-driven tool for evaluating the
impact of actions on the economy,
environment and society.
• SIT - Strategic Issues Team: A
management team that includes all
members of ELT plus other senior
CITY OF FORT COLLINS 65
managers and internal service
managers; meets monthly to
provide input to ELT and transmit
information to other staff.
• Strategic Outcomes: A result.
The effect that residents want as
a result of government programs
and activities (e.g., safety is the
result or outcome that residents
want from police and fire programs
or activities). Seven Key Outcomes
make up the City of Fort Collins
strategic planning and budgeting
processes.
• Strategic Objectives: Fundamental
issues the City must address. They
give direction for accomplishing
the mission, contain meaningful
planning challenges, and result from
organizational input analysis.
• SP - Strategic Plan: Based on
identification and analysis of:
(a) organizational inputs such
as emerging trends and issues,
financial information, and workforce
trends; (b) community survey and
input information, which included
extensive community outreach and
the 2013 Citizen Survey; and (c)
Council priorities and input. It is
linked to City Plan and the Council-
adopted master plans.
• SPP - Strategic Planning Process
• TBL - Triple Bottom Line:
Triple Bottom Line analysis is a
concept intended to take into
consideration the social, economic
and environmental aspects of any
project, procedure or purchase.
• Transportation Master Plan:
Long-term vision document that
defines the long-term multimodal
system that Fort Collins desires
in the future, and serves as a
comprehensive reference guide
regarding transportation issues.
• URA - Urban Renewal Authority:
The Urban Renewal Authority
identifies and revitalizes areas of
Fort Collins deemed blighted and
provides a funding mechanism to
encourage redevelopment.
Auxiliary aids and services are available for persons with disabilities. 18-19887
reflects the purpose.
• PDCA - Plan, Do, Check, Act: A
continuous process-improvement
methodology
• PDT - Planning, Development
and Transportation: One of the
largest Service Areas in the City
of Fort Collins, PDT includes the
following departments: Community
Development and Neighborhood
Services, Engineering, Traffic
Operations, Transfort (Transit),
Parking Services, Streets, and FC
Moves (Transportation Planning).
• PFA - Poudre Fire Authority
• Place-making: A decision-making
approach intended to preserve
and enhance a vibrant community
by optimizing its economy,
environment, and social values.
• Plan Fort Collins: The City’s
comprehensive community planning
process that developed City Plan.
• Performance Measure:
Measurement that reflects the
team
• FTE - Full time equivalent: A full-
time employee scheduled to work
40 hours per week is equivalent to
1.0 FTE.
• Futures Committee: The Futures
Committee was formed to assist
City Councilmembers in their
decision-making process. The goal
is to position the City in the distant
future (30 plus years) for achievable
successes, integrating community
desires with known fiscal, social and
environmental data.
• GEMS - Greenhouse Gas Emissions
Management System
• GHG - Greenhouse Gas Emissions
APPENDIX C
Glossary of Terms
-$40M
-$20M
-$10M
$0M
$10M
$20M
$30M
Year End Balance
KEY:
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Revenue
Expenditures Scenario Expenditures
Scenario Revenue
• Personnel is large part of total cost and growing at faster rate than revenue
• Forecast does not include: weekend service, increased hours, shorter headways
REVENUES & EXPENDITURES
00290 - TRANSIT SERVICES FUND - WITH TRANSFERS
-$39M
$22M
$17M
$7M
$2M $-2M
$6M
$15M
$14M
c1
c2
c3
deficits, the total dollar amounts
projected are not extreme. Close
expense monitoring and managerial
adjustments to cost structure in the
next few years will help manage
Transit and Transportation financials
before the deficits get out of control.
Timely funding alignment (increase
in fees, taxes, etc.) with community
service level demand (headways,
hours, weekend service, etc.) will
also help manage Transit and
Transportation funds.
Summary
Overall, the City has a healthy
long-term outlook, with a few
isolated and identified issues
that must be tracked closely. As
these issues progress, timely and
appropriate adjustments will help
mitigate any problems.
Comp Claims
HPG 4 City Employee Safety - Total
Recordable Injury Rate (TRIR) YTD
HPG 5 City Employee Safety - Days Away
Restricted or Transferred (DART)
Rate YTD
NEW: A metric about Well Days
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
7.6 Leverage data, technology,
metrics and benchmarks
to guide decisions, improve
results, and enhance
service delivery
HPG 26 Internet availability
HPG 27 Server availability
(supporting 390 servers)
NEW: # of FC Lean projects by Service Area
NEW: # of Strategy Map metrics with benchmarks
NEW: # of completed Program Evaluation projects
CR 98 Trained Observer Program – Percentage
of Medians Ratings With No Problems
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
5.7 Reduce incidents of, and
impacts from, disruptive
behavior of the transient
population
5.8 Improve security at City
facilities and properties
NEW: % of patrol assigned to directive patrols
(transients)
NEW: % of transient contacts
NEW: Other metrics from Police Services
NEW: Metric from Outreach Fort Collins
NEW: # of contacts with onsite security
after hours
NEW: % of facilities at the desired level
of security
involvement, education and
regional partnerships to
increase the level of public trust
and keep the community safe
TRAN 39 Safe Routes to School Overall
Student Participation
SAFE 30 % of citizens responding very
good/good - Fort Collins as a safe
place to live
NEW: % of community outreach to residents
and business communities
NEW: % of positive interactions Natural Areas
and Parks Rangers have with residents
and visitors
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
NEW: Average internet speed or reliability
4.5 Develop strategies to
improve the community’s
climate resiliency
NLSH 27 Drinking Water Storage Availability
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
3.5 Maintain utility systems,
services, infrastructure and
predictable rates
ECON 7 Electric System Average Interruption
Duration Index (SAIDI) in Minutes
ECON 46 Electric System Average Interruption
Frequency Index (SAIFI)
NEW: % of critical infrastructure within 5
years of end of useful life (water &
electric as separate metrics
community acceptance of all people
No metrics identified
NLSH 1 Voluntary Code Compliance
NLSH 2 Response Time to Graffiti Removal
NLSH 64 % of citizens responding very good/
good - Your neighborhood as a
place to live
TRAN 37 Average Speed on
Neighborhood Streets
NEW: # of landmarked properties or districts
(Tom Leeson)
NEW: # of building permits (Tom Leeson)
NEW: % of Development Review applications
completed within TBD
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
Homeless Population
NLSH 84 Human Service Funding Portfolio
NLSH 85 Human Service Client Impact
NLSH 37 Rebate Program Participation
CR 93 Recreation Programs - Cumulative
number of scans for low-income
reduced fee passes
CR 94 Recreation Programs - Cumulative
number of activity enrollments for low-
income participants
NEW: # of hits to the City’s Discount Webpage
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
5.17% 2.00% Q4 2017
Target
Results
Results
NEIGHBORHOOD LIVABILITY & SOCIAL HEALTH
CULTURE & RECREATION
and its residents.
• Policy decisions at other
levels of government result
in sometimes burdensome
compliance requirements
that require additional
human capital as well as
funding solutions to ensure
legal compliance.
the City workforce can improve
service delivery.
7.5 Foster a culture of safety and
well-being across the City
organization.
• The City’s safety culture is
one of prevention, education,
safe design principles and
collaborative partnerships with
City Wellness.
• The City’s Total Recordable
Injury Rate (TRIR) and Days
Away Restricted or Transferred
(DART) case rates have
improved significantly over the
past two years, but significant
progress remains necessary to
reach world-class levels.
• The City recognizes a healthy
workforce reduces costs and
is an important part of
recruiting talent.
7.6 Leverage data, technology,
metrics and benchmarks to
guide decisions, improve results,
and enhance service delivery.
• Optimize the use of technology
to enhance evidence-based
decision-making. As large data
sets become more readily
available for analysis, the
City needs to evolve its
business practices and use of
technology to utilize that data
to provide improved services
to the community.
• Significant progress has been
made in defining appropriate
metrics to track progress and
success in achieving the City’s
Strategic Outcomes, objectives
and departmental goals.
• A collaborative and
community-based approach to
problem solving
• Core processes that are
consistently used across
the organization
• A high-quality workforce
that strives for continuous
improvement in all areas
• A systems approach, driven
by data, to effectively solve
problems, creatively pursue
opportunities for improvement
and develop innovative solutions
• Attracting, developing and
retaining an ethical and diverse
workforce who are the best and
brightest in their fields
• Citywide strategies and standards
for inclusive civic engagement
A high-performing government includes:
Definition & Descriptions
government are cornerstones of
High Performing
Government
would meet the same quality
and standards as the rest of
the community.
• Street maintenance and the
infrastructure of intersections
and pedestrian facilities are a
high priority for the Fort
Collins community.
• The City has a significant
number of bridges, culverts and
irrigation ditch crossings that
are in need of repair.
• Partnerships and innovative
financing strategies will
be needed to address
infrastructure deficiencies.
6.6 Maintain Level of Service ‘B’
for City streets and the current
level of service for medians and
associated infrastructure.
• The cost of infrastructure
maintenance continues to
increase rapidly along the
Front Range.
• Street maintenance is highly
reliant on sunsetting revenue
streams; although the quarter-
cent dedicated sales tax was
renewed by voters through
2025, the Keep Fort Collins
Great sales tax generates 50
percent of street maintenance
funding and that tax is
scheduled to sunset at the end
of 2020.
• Innovative technology solutions
may reduce ongoing costs.
• Desired aesthetic components
(e.g., medians) have an impact
on project implementation
an affordable, accessible, low-
energy, low-impact and efficient
transportation system
• Multiple mode choices for
safe, affordable, easy and
convenient travel
• A transportation system that
provides safe, reliable, convenient
and effective vehicular mobility
and access
• Travel infrastructure that is high
quality and reliable, as well as
recognized as world class by
residents, visitors and peers
• Capacity and systems for
effective traffic flow and
minimal congestion
• People who are aware of the
impact their travel choices have
on the transportation system, the
environment and the community
• Support for and implementation
of emerging trends such as
electrification of the vehicle fleet,
connected vehicles, adaptive
signal technology, etc.
• Infrastructure and technology to
address and mitigate the impact
of train delays
A connected and mobile community includes:
Definition & Descriptions
main are more than 100
years old, and 12 percent of
wastewater mains have a
condition rating of severe
because of cracking, roots or
offset joints.
5.6. Optimize the use of data
and technology to improve
service, protect mission-critical
infrastructure and enhance
cybersecurity effectiveness.
• Cybersecurity is increasingly
important to the protection
of the City’s assets and
information as well as the
protection of customer privacy.
• Cyber audits and awareness
training are a critical
component of ensuring the
City’s security.
• Many City services are
reliant on technology for the
continuity of core operations.
Additionally, technology can
improve the effectiveness and
efficiency of various services
across the City.
5.7. Reduce incidents of, and impacts
from, disruptive behavior of the
transient population.
• Fort Collins has experienced an
increase in disruptive behaviors,
causing numerous challenges
and frustration among
Downtown visitors, business
owners and residents.
• Increasingly, Police, Natural
Areas and Parks resources are
consumed by transient issues,
reducing the level of service
provided to other residents.
community risk reduction and
emergency response services.
• When a fire breaks out, the goal
is to contain it within the room
of origin. To enhance public
safety, the goal is to increase
containment in the room of
origin to 85 percent.
• Fast response time is crucial to
containing fire. PFA’s goal is to
be on scene 80 percent of the
time within 6 minutes and
20 seconds.
• Public awareness, including
school programs, community
outreach and social media
campaigns, supports
• A safe, non-threatening city in
which to live, work, learn, and play
• Proactive and skilled police and
fire services
• Safe, reliable and best practice
floodplain management
• An active emergency
management system focused on
prevention, preparedness and
recovery with key partnerships
in place to effectively respond to
emergency situations
A safe and healthy community includes:
Definition & Descriptions
maintained.
• The City’s urban streams have
been degraded by agriculture
and urban development.
• Maintaining river health is
dependent on partnerships
with local, regional and national
organizations that focus on
local and regional investments.
4.10 Expand the Natural Areas land
portfolio while simultaneously
maintaining existing lands and
access to nature.
• Fort Collins enjoys a unique
appeal due to open spaces,
access to mountains, parks and
trail systems, and an individual
identity separate from
neighboring communities.
• The City’s open space lands
and trail network are critical
to reaching goals to increase
responsible access to nature.
• As Natural Areas experience
more visits, challenges
arise including how best
to preserve the assets for
future generations.
changing climate.
• Support programs that include
ongoing monitoring of climate
research and evolving climate
modeling are necessary
to assist in future course
corrections and additional
strategy identification.
4.6 Provide a reliable, high-quality
water supply.
• The watershed acts as a
primary water treatment
facility, so monitoring and
protecting the watershed and
focusing on long-term storage
capability is critical.
• Key local industries rely on
a high-quality and reliable
water resource.
• While the City’s water
consumption per capita has
declined by approximately 25
percent over the past 10 years,
additional stress is placed on
water resources due to growth,
climate change and lack
of storage.
• Water quality monitoring
programs within the urban and
lower watersheds support
long-term environmental
objectives and beneficial uses
of local waterways.
• Balancing water supply and
demand is necessary in the
face of a changing climate and
increasing population, ensuring
it is available long term and
during times of drought.
disease.
• Indoor air quality is typically
more than 70 percent worse
than outdoor air, and 70
percent of Fort Collins’
buildings have high
radon levels.
4.3 Achieve 2020 Energy Policy
goals and work towards
Climate Action goals for
carbon neutrality.
• Existing buildings are
responsible for more than
80 percent of electricity and
natural gas use, accounting
for two-thirds of Fort Collins’
greenhouse gas emissions, and
costing around $150 million
per year to operate. Significant
opportunities exist through
efficiency and conservation
(the most cost-effective
approach) to reduce impacts.
• Alignment with Platte River
Power Authority communities
is needed to support additional
use of renewable energy.
Additional education, training,
A healthy and sustainable environment includes:
Definition & Descriptions
community, while reducing local
climate change impacts.
services, infrastructure and
predictable rates.
• Low energy costs and high
reliability provide an advantage
in attracting and retaining
energy-intensive industries.
Maintaining the system
reliability and cost advantage is
important to retaining existing
primary employers.
• The underground system
(electric, water and
wastewater) is aging and will
require increased maintenance
and replacement to maintain
the current system reliability.
• Significant stormwater system
improvements are planned but
are not funded.
• Maintain cost of service rate
structures for utility customers
that are consistent with
environmental goals.
• Design and maintain an
electricity distribution
infrastructure to facilitate a
diverse, efficient, economical,
reliable, clean and secure
transition to higher levels of
renewable energy sources.
3.6 Invest in utility infrastructure
aligned with community
development.
• The population within the
GMA is expected to grow from
the current 170,000 to an
estimated 255,000 by 2040.
• Water storage capacity is
needed to ensure water rights
can be fully utilized to meet
future demand and drought
management needs.
• Coordination of regional
development activities with
national representation is
needed to focus on retention,
expansion, incubation
and attraction.
• Collaboration should include
regional and global partners.
3.2 Maintain and grow diverse
employment opportunities.
• Currently, approximately 70
percent of the jobs in Fort
Collins require a high school
degree or less and 75 percent
of the labor force has some
college or a college degree.
• The skills/education to job need
mismatch makes it increasingly
difficult for employers to meet
their labor needs.
• Projections for Fort Collins and
Larimer County anticipate the
creation of 28,000 new jobs in
the next five years, which will
outstrip worker growth and
exacerbate the skills/education
Definition & Descriptions
A healthy and resilient economy includes:
that encourage retention and
expansion of existing small and
medium-sized businesses. Business
innovation is encouraged and
the City engages as a partner in
this innovation through the City
completion of the trail system.
2.3 Provide enhanced opportunities
for arts and culture throughout
the City.
• Through the Lincoln Center,
Gardens on Spring Creek,
Museum of Discovery and other
cultural services, the
City provides programs and
services to the community
beyond traditional parks and
recreation centers.
• The City’s cultural heritage
includes the community’s
agricultural roots, its strong
commitment to enhancing
access to nature, and
preservation of open spaces.
• Artistic and cultural
opportunities are essential
to a vibrant and creative
community.
• The City intentionally leverages
partnerships with other
community arts and culture
organizations to contribute to a
strong sense of place.
• Cable communications and
Providing diverse Culture and Recreation amenities includes:
• Emphasis should be placed
on preserving the iconic and
architectural elements of the
community, rather than solely
based on age.
• Neighborhood outreach and
engagement helps the City
to understand community
expectations.
1.8 Evaluate the involuntary
annexation of the Mulberry
Corridor.
• The required enclave will be
closed in 2018, opening the
possibility of future annexation.
• When annexing new areas, land
use planning can ensure quality
redevelopment consistent with
City Plan.
• Large annexations will require
additional investment in
resources and infrastructure,
as well as thoughtful and
deliberate phasing.
• Robust engagement of City
and County residents and
businesses is necessary for
effective annexations.
six months or more at any
given time in Fort Collins, and
there continue to be gaps in the
system to make homelessness
rare, short-lived, and
non-recurring.
1.3 Improve accessibility to City
and community programs and
services to low- and moderate-
income populations.
• As the cost of living in Fort
Collins increases, low-income
and moderate-income
households are struggling
to afford participation in City
events and services.
• Income-qualified rate programs
can mitigate the impact of
utility rate increases for families
and persons in needs.
1.4 Co-create a more inclusive
and equitable community that
promotes unity and honors
diversity.
• Shifting demographics are
making the community
and City organization
increasingly diverse.
• Programs that engage,
celebrate and honor cultural
diversity help the City better
serve its constituents and
workforce while also building
capacity in the community to
mitigate existing barriers to
access and opportunity.
Definition & Descriptions
as increasing concerns
about housing affordability
and homelessness
• A welcoming, inclusive community
where all residents and visitors
feel valued, safe and connected
• Equal access to City services,
amenities, and information for
all neighborhoods
• Enforcement of laws that diminish
aggressive behaviors that affect
neighborhood quality
• Opportunities to lead active and
healthy lifestyles
• Access to healthy, locally grown
or produced food
• Addressing the impact of
increasing poverty and
homelessness
• A welcoming, inclusive community
where all residents and visitors
feel valued, safe and connected
• Equal access to City services,
amenities, and information for
all neighborhoods
Neighborhood Livability & Social Health includes:
and to live, work and travel within
the community.
Objective to provide additional
context for the objective and its
importance.accomplished.
& Social Factors
2017, marking a significant milestone
in the City’s ongoing journey to
provide world-class municipal
services.
Vision, Mission & Values
end of 2021.