HomeMy WebLinkAboutMemo - Mail Packet - 4/2/2019 - Memorandum From Lawrence Pollack Re: Keep Fort Collins Great 2018 Budget RecapAttachment 1
2018 Keep Fort Collins Great Offer Details
Note on financials included in this report
In cases where actual expenses are higher than budget, this is generally attributed to:
• Project budgets that were appropriated in prior years. A project budget is appropriated in a
single year, but spending spans several years until the project is completed
• 2018 budgets do not include Reappropriations or budget carry-forward amounts from the
prior fiscal year.
Street Maintenance and Repair (33% of KFCG)
Transportation
o KFCG City Bridge Program (Offer 1.2)
2018 Budget: $1,700,000 Expenses and/or Encumbrances: $1,785,122
• Expenses and/or Encumbrances are based on 2018 activity; while budget is the 2018
appropriation and does not fully encompass all appropriations for the life of the project.
• The budget was spent on design, construction, and staff time for three bridge
replacement projects. $451k went toward the construction of the emergency bridge
replacement (irrigation laterals) on Lemay Avenue, south of Horsetooth Road. $850k
went toward the replacement of the Scour Critical bridge on Horsetooth Road with the
College Avenue intersection improvement project. $243k went toward the replacement
of the Structurally Deficient bridge on Riverside Avenue. The remaining $241k was
spent on staff salaries, consultant designs, and Art in Public Places.
• Impact: The KFCG funding for the City’s Bridge Program allowed for the replacement
of several of the City’s deficient bridges in 2018. These projects improved safety,
functionality, and multi-modal connections on our transportation network. Previous
KFCG funds were leveraged as matching funds for a federal grant on the Riverside
Bridge replacement. The KFCG funds also allowed the City to construct the Horsetooth
Bridge replacement with the intersection improvement as one project, significantly
reducing the construction impacts to local businesses and the travelling public.
o Street Maintenance Program (Offers 60.1, 60.16 & 60.17)
2018 Budget: $6,931,611 Expenses and/or Encumbrances: $6,277,523
• Resurfaced an additional 63 lane miles of roadway on arterial, collector and residential
streets to maintain a Level of Service B, which correlates to a pavement condition index
of 70 or better.
• In 2018, replaced broken and heaved concrete sidewalk, curb and gutter and concrete
pavement in preparation for 49 lane miles to be resurfaced in 2019.
• Impact: Protection and maintenance of the infrastructure investment, streets ride
smoother and look better, sidewalks and bike lanes are safer for pedestrians and other
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modes of transportation, improved poor drainage while prolonging the life of the roads,
and maintained the overall impression of the City.
o KFCG ENHANCEMENT: ADA-Safe Routes to Everywhere Compliance (1.0 FTE) (Offer
60.10)
2018 Budget: $2,000,000 Expenses and/or Encumbrances: $2,000,000
• Modified or rebuilt 529 American with Disabilities Act (ADA) ramps in 2018.
• Impact: ADA ramps are safer for pedestrians and other modes of transportation.
Other Transportation (17% of KFCG)
Transportation
o KFCG ENHANCEMENT: City Bridge Program (Offer 1.18)
2018 Budget: $290,925 Expenses and/or Encumbrances: $856,480
• Expenses and/or Encumbrances are based on 2018 activity; while budget is the 2018
appropriation and does not fully encompass all appropriations for the life of the project.
• A majority of the budget was spent on design and construction of the Horsetooth Road
bridge replacement, just west of College Avenue ($550k). This bridge was previously
classified as Scour Critical due to exposed footings and foundation walls. $300k went
toward the extension of the existing College Avenue bridge, just south of Horsetooth
Road. The remaining $6k was spent on the Art in Public Places program for the
Horsetooth Road bridge replacement.
• Impact: These two bridge projects improved safety, functionality, and multi-modal
connections on our transportation network. The KFCG funds also allowed the City to
construct the Horsetooth Bridge replacement and the College Avenue Bridge extension
with the intersection improvement as one project, significantly reducing the construction
impacts to local businesses and the travelling public.
o Transportation Planning Services (Offer 3.2)
2018 Budget: $98,925 Expenses and/or Encumbrances: $97,314
• KFCG funds were applied to a portion of the main Transportation Planning budget used
to fund the City’s membership in the North Front Range Metropolitan Planning
Organization (NFRMPO).
• Impact: These funds were part of the larger budget used by FC Moves to provide
transportation planning services. This membership in the NFRMPO is required in order
to secure state and federal funding for transportation projects and for regional
coordination of transportation planning efforts.
o ENHANCEMENT: Protected Bike Lane Pilot Project (Offer 3.9)
2018 Budget: $250,000 Expenses and/or Encumbrances: $281,046
• Expenses and/or Encumbrances are based on 2018 activity; while budget is the 2018
appropriation and does not fully encompass all appropriations for the life of the project.
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• Conducted planning, design, outreach and installation of the City’s second protected
bike lane pilot project along W. Mulberry Street, between Overland Trail and City Park
Ave.
• In addition to protected bike lanes, the project installed a new center turn lane and
intersection upgrades to improve safety and mobility for all corridor users.
• Funding also supplemented other City resources to complete a resurfacing of W.
Mulberry Street as part of the overall project.
• Impact: The W. Mulberry Redesign builds on recommendations adopted in the 2017
Old Town Neighborhoods Plan and 2014 Bicycle Master Plan. The project was
completed in September 2018 and is being evaluating following its implementation to
determine the overall impact on safety and mobility, and to determine if design
refinements are needed as part of the Pilot Program process. Initial survey results from
corridor users indicate most people feel safer and more comfortable traveling this
stretch of W. Mulberry Street.
o KFCG: Safe Routes to School Program (Offer 3.18)
2018 Budget: $80,284 Expenses and/or Encumbrances: $82,136
• KFCG funds were used to support the activities of the Safe Routes to School (SRTS)
program in its implementation of youth-related programming elements of the Bicycle
Master Plan, Transportation Master Plan and Pedestrian Plan.
• Funding supported a 0.8 FTE SRTS Coordinator position and a basic operating budget.
• SRTS led community-wide celebrations of encouragement events such as National Bike
to School Day, Bike Week, and International Walk to School Day, in which an estimated
6,000 students participated in 2018.
• SRTS worked with other City departments, such as Traffic Operations, Streets and
Engineering to ensure accommodation of K-12 students in strategic roadway projects.
• SRTS distributed 210 free bike helmets to students and parents who needed them and
provided bike-ped safety education to families at community events and activities
throughout the year.
• SRTS received $27,346 in grants and donations from CDOT, BNSF Railway
Foundation, the FoCo Fondo, and Famous Toastery. This funding provided expansion
of the SRTS equipment inventory and vehicle fleet, including a new trailer filled with
equipment to serve fourth- and fifth-grade bike field trips. Grants and donations also
supported after-school biking and walking clubs and new outreach efforts including an
SRTS video available on fcgov.com/saferoutes.
• Impact: Safe Routes to School provides high-quality programming focused on the 6 Es
of safe bicycling and walking: education, encouragement, engineering, enforcement,
evaluation, and equity. These activities equip children and adults with skills and
information to help them live safer and healthier lifestyles.
o KFCG ENHANCEMENT: All Kids Need Safe Routes to School (Offer 3.19)
2018 Budget: $64,000 Expenses and/or Encumbrances: $62,619
• KFCG funding allowed the program to continue operating with a part-time hourly SRTS
Assistant to manage SRTS equipment and support other vital functions of the program.
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• Funding allowed SRTS to solidify the School Rotation Schedule, a plan pilot-tested
using grant funding in prior years and that currently provides bike-ped safety education
during PE classes to virtually all local Poudre School District K-8 students on a regular
basis. In 2018, the program taught bike-ped safety to 7,505 students at 30 local
schools. The program also reached nearly 1,500 adults. The educational program is
accomplished with contractual assistance from Bike Fort Collins and Overland Mountain
Bike Association.
• Trained bicycle mechanics (including professional mechanics from local bike shops)
performed safety checks and mechanical adjustments on 3,600 student bicycles.
• The aggregate distance traveled by bike among all students participating in SRTS
programming during the year exceeded 34,000 miles, well over once around the world.
• SRTS had a total of 575 adult volunteers, including parents of PSD students, who
provided a total of 1,500 hours in support of bike-ped safety programming at schools.
• Impact: The educational component of SRTS, administered primarily through the
School Rotation Schedule, provides vital education to youth and parents about how to
safely use the City’s roadways and multi-use trails. This program supports the state of
Colorado’s physical education and general health standards at every grade level and
encourages safe and healthy lifelong behaviors.
o KFCG: FC Bikes (Offer 3.20)
2018 Budget: $468,838 Expenses and/or Encumbrances: $463,833
• FC Bikes continued to grow its bicycle education and encouragement activities and
expanded initiatives like the Bicycle Friendly Driver Program, Ride Smart Drive Smart
Program and Big Jump Program. Attendance of annual events such as Open Streets and
Bike to Work Days totaled around 27,500 participants, and the Program educated
approximately 1,200 people through classes and 4,500 people through other outreach
events. In addition, 525 helmets and 2,800 bike lights were distributed to community
members.
• FC Bikes supported the implementation of multiple bicycle infrastructure improvements as
identified in the Bicycle Master Plan, including the W. Mulberry Street protected bike
lanes, and signalized intersection crossings at Ponderosa/Impala and Mulberry, and at
Drake and Brookwood.
• In 2018, the City contracted with Zagster and Bike Fort Collins to expand and convert Fort
Collins Bike Share to Pace. Through this expansion, 145 new bike share bikes were
added to the fleet along with 21 new docking stations. This expansion contributing to an
increase in ridership with 10,600 trips taken in 2018.
• Impact: FC Bikes continues to implement programs and activities aimed at increasing
the safety, comfort, and convenience of bicycling in the city. These activities contribute to
Fort Collins’ reduction in bicycle crashes (since 2012/13), and its position as one of only
five Platinum level Bicycle Friendly Communities in the country. In 2018, Fort Collins was
recognized as both the Safest and Best Bicycling Community in the Country by the
national organization People For Bikes.
o KFCG: School Crossing Guard Program (Offer 3.21)
2018 Budget: $94,350 Expenses and/or Encumbrances: $94,350
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• An intergovernmental agreement between the City and Poudre School District
establishes a school crossing guard program. The City contributes a fixed amount each
year to the program, and PSD administers the program by placing crossing guards at
major arterial crossings used by schoolchildren.
• There are currently 12 staffed crossing locations. Most are staffed twice daily (during
arrival and dismissal times), and several are also staffed mid-day for half-day
kindergartners.
• Impact: This funding represents an important collaboration between the City and our
public school system (PSD). Providing schoolchildren with safe crossings of major
arterial roadways is a shared responsibility of the community, and this funding makes
these crossings possible.
o Traffic Operations (Offer 33.1)
2018 Budget: $61,829 Expenses and/or Encumbrances: $57,339
• Funding for seasonal hourly positions. These positions worked in Traffic Operations as
part of the pavement marking crew on Street Maintenance Program (SMP) projects as
well as ongoing pavement marking maintenance projects.
• Impact: Maintenance of pavement marking infrastructure is necessary for the safety of
our transportation system. Traffic Operations crews completed standard pavement
marking maintenance operations including restriping of marked crosswalks, arrows, bike
lane stencils, railroad markings and longitudinal markings (i.e. double yellow, white skip
lines, etc.) throughout the City.
o KFCG: Traffic Operations Equipment (Offer 33.3)
2018 Adjusted Budget: $275,071 Expenses and/or Encumbrances: $278,257
• Traffic signal upgrades and additions including new pedestrian signals, new signal
cabinets, new communication infrastructure, new signal poles, accessible pedestrian
signals, countdown pedestrian timers and vehicle (video) detection.
• Impact: Safety and operational improvements at signalized intersections. Scheduled
equipment replacement avoids costly failures of aging infrastructure.
− Specific examples in 2018 include: Upgraded pedestrian signals on Drake at
Tulane, on Prospect at Welch and on Mountain at Remington. Rebuilt the signal
at JFK/Horsetooth.
o KFCG ENHANCEMENT: Adaptive Signal System for Harmony Road and Timberline
Road (Offer 33.5)
2018 Adjusted Budget: $196,835 Expenses and/or Encumbrances: $182,100
• Traffic signal controller upgrades and new vehicle detection necessary for
implementation of adaptive signal control on Timberline in 2018
• Impact: Improved travel and reduced vehicle emissions on Timberline Road.
o KFCG ENHANCEMENT: Signal Pole Inspection (Offer 33.6)
2018 Adjusted Budget: $187,755 Expenses and/or Encumbrances: $184,160
• Inspected over 500 signal poles. Identified eight poles that must be replaced in 1 – 2
years and thirteen poles that should be replaced in the next 2 – 5 years.
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• Impact: Preventative maintenance helps avoid failures that must be addressed as an
emergency, saving money and ensuring safety for roadway users.
o Essential Street Operations (Offer 60.3)
2018 Budget: $502,980 Expenses and/or Encumbrances: $776,368
• Overspend in this area was fully covered by underspend in other Streets related KFCG
funded projects.
• KFCG funds were used to continue payments on lease purchase agreements entered
into from 2013 through 2018. Prior purchases include street sweepers, an excavator,
rollers, CNG trucks, a mill and paver, and other various pieces of equipment. Expenses
were higher than budgeted so will be covered by reserves.
• Impact: The Streets Department replaced equipment that was aging to improve
efficiency and productivity. These purchases allowed the department to maintain
exceptional service to the Fort Collins community for maintenance operations.
o Neighborhood Traffic Mitigation Program (Offer 63.1)
2018 Budget: $50,000 Expenses and/or Encumbrances: $50,000
• Program designed to work with neighborhoods concerned with speeding and other
traffic impacts in residential areas
• Impact: Reduced speeds on neighborhood streets through the installation of traffic
calming infrastructure including speed humps and driver feedback signs.
• Specific examples in 2018 include driver feedback signs installed on Timberline and
Zephyr, speed humps installed on Dunbar Ave, Zephyr Road, Casa Grande Blvd, E
Elizabeth Street, and Seneca Street.
o Transit Local Fixed Route Network (Offer 67.1)
2018 Budget: $1,500,640 Expenses and/or Encumbrances: $1,500,640
• KFCG Funding in 2018 supports 9% of the Local Fixed Route Network
• $1.2M Vehicle Repair Services
• $300,640 Motor Fuel, Oil, & Grease
• Impact: Transfort provided over 4.4 million cumulative bus rides on the Fixed Route
Network in 2018. An increase of 1.5% over 2017 cumulative bus rides.
o Dial-A-Ride Service (Offer 67.5)
2018 Budget: $910,523 Expenses and/or Encumbrances: $910,523
• KFCG Funding in 2018 supports 53% of the Dial-A-Ride Service
• Impact: This service provides door-to-door paratransit service for individuals who,
because of a disability, are prevented from using Transfort's fixed-route system. Dial-A-
Ride service meets minimum service requirements of the American’s with Disabilities
Act of 1990 (ADA).
o Transfort Capital Repair and Replacement including CCIP Bus Replacement & Bus
Stop Improvements (Offer 67.6)
2018 Budget: $306,076 Expenses and/or Encumbrances: $337,672
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• Expenses and/or Encumbrances are based on 2018 activity; while budget is the 2018
appropriation and does not fully encompass all appropriations for the life of the project.
• The KFCG portion of this offer was used to upgrade 28 bus stops to ADA compliance in
2018
• Impact: ADA compliant bus stops allows transit to be more accessible to people of all
abilities and ages, removing barriers to mobility, especially for persons with disabilities,
and those who are transit-dependent.
Police (17% of KFCG)
Safe Community
o Police Information Services (Offer 29.1)
2018 Budget: $582,746 Expenses and/or Encumbrances: $946,296 (Additional
expenses in Info. Services offset by savings in Patrol)
• Funding provided five dispatcher positions, one Police Services Technician, one
Property and Evidence Technician, and Technical Services dollars for cell phone and
landline usage.
• Impact: Fort Collins 911 (Five Dispatchers)
− Added staffing continues to contribute to decrease in overtime for Fort Collins 911
− These positions are utilized as call-taking positions and as radio trained
dispatchers. The call-taking positions continue to allow radio dispatchers to focus
on primary radio traffic which was identified as a needed safety improvement in
evaluations of critical incidents.
− In 2018, discussions began with PFA and Fort Collins Police Patrol to analyze
response needs. Both agencies may be overresponding to some joint calls and
are seeking to identify a right-sized response for specific calls. Dispatch is
instrumental in helping facilitate this process by asking specific questions and
ensuring information is relayed to responders.
• Impact: Records Unit (One Police Services Technician)
− The addition of a Police Services Technician (PST) helps manage the annual
increase of police reports to be typed, classified, and prepared for citizens and the
District Attorney’s office. The PST takes 1/3 of the Unit’s reports, reducing the
need for an officer’s response.
− Position provides more consistent coverage and service at the main station’s front
counter and the District One substation which has seen an increased level of
service to citizens.
• Impact: Property and Evidence Unit (One Property & Evidence Technician)
o Please refer to the summary below for KFCG ENHANCEMENT: Police Property
& Evidence Technician (Patrol Taser) 1.0 FTE (Offer 29.48)
o Police Criminal Investigation Division Programs and Services (Offer 29.4)
2018 Budget: $1,535,836 Expenses and/or Encumbrances: $1,475,579
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• Funding provided seven detectives, one sergeant, four civilian investigative aides, and
one technical services specialist in the Criminal Investigations Division (CID).
• Impact: Forensic Services Unit (Two Detectives and One Sergeant)
− The crime scene detectives processed scenes and evidence on 86 cases,
including 45 major case investigations (sexual assaults, burglaries, shootings,
arsons, stabbings, & homicides).
− Expertise in these fields resulted in better identification, preservation, collection
and processing of critical evidence. Both crime scene detectives and the digital
forensic criminalist were endorsed as expert witnesses for trials during the year.
There were several major cases during the year that were resolved with
convictions or pleas based on the quality of the evidence that had been collected.
− Gave community presentations to nearly 600 individuals in Poudre School District,
Colorado State University, and Front Range Community College classes.
Presentations were also given to the FCPS Citizens Academy and several other
citizens groups.
− Trained internal and external law enforcement-related groups to include new
officers, detectives, crime scene investigators, Records personnel, dispatchers,
and outside agency members.
− Trained 15 Patrol crime scene investigators (CSIs) in support of the Patrol and
Investigative Divisions. CSIs are supervised and mentored by the Forensic
Services Unit. They processed scenes 122 times during the year.
− Enhanced efficiency and accuracy of crime scene documentation through use of a
laser scene scanner and an unmanned aircraft system to map and photograph
scenes.
• Impact: Investigative Aides (Four Aides)
− Support for the Crimes Against Persons, Criminal Impact, Property Crimes, and
Forensic Services units.
− Administered a sex-offender management program, with community dashboard
viewable through a web-based portal, and improved tracking of the 270 registered
sex-offenders in Fort Collins.
− Drastically reduced the administrative load of detectives through researching jail
phone-calls; managing evidence during execution of search warrants; researching
suspect identifications; creating crime bulletins; collating data driven policing
information; coordinating tips; transcribing; maintaining case management for
detectives; and collating statistics.
− Coordination of Fugitive, Repeat Offender, Gang Inter-Agency meetings and email
list.
− Plan and organize the Internet Safety Program that is provided six times each
year.
− Analyze crime patterns to enhance Intelligence Led Policing.
• Impact: Property Crimes Unit (Two Detectives)
− Combined, these two detectives were assigned 55 cases with a clearance rate of
61.5%.
− Completed major case investigations including an extensive vehicle theft/fraud
case involving 15 felony charges and hundreds of thousands of dollars in
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aggregate theft amounts and secured a conviction with a 20‐year sentence for a
repeat offender serial burglar.
− Participated in the BATTLE auto theft task force for Northern Colorado and
assisted or led numerous operations during 2018.
− Provided training to Patrol officers concerning auto theft, trends, and patterns for
improved criminal interdiction and investigations.
− Worked with ATICC (state auto theft coordination group) to track auto theft trends
locally as compared to other areas of the state and nationally.
− Investigated, and ultimately ended, a credit card theft and fraud crime spree in
which 50 people had been victimized.
• Impact: Financial Crimes Unit (One Detective)
− In 2018, this detective was assigned 87 new cases with a case clearance rate of
58.3%.
− Lowered the average case load of the four detectives assigned to the Financial
Crimes Unit which provided improved customer service and more time dedicated
to each case.
• Impact: Criminal Impact Unit (Two Detectives)
− Targeted repeat offenders/career criminals who are responsible for a
disproportionately large amount of criminal activity and who pose a significant risk
to the community.
− Conducted long term investigations to impact serious repeat offenders within the
community and coordinated with the District Attorney’s office to prosecute cases.
− Apprehended dangerous fugitives in a timely and effective manner.
− Impacted gang-motivated criminal activity through intervention, suppression, and
education.
− Oversaw the Sex Offender Registration and compliance program.
• Impact: Special Investigations Unit (One Technical Services Specialist)
− The Technical Services Specialist supported all CID, Patrol, and CSSD divisions in
standardizing the purchase and application of investigative technology.
− Instrumental in the repair of aging technical investigative items as well as the
research and procurement of new devices.
− Provided service and support for technical hardware application to support special
events throughout the year for the City of Fort Collins and FCPS.
o Police Criminal Investigations Fleet Fuel, Lease Purchase and Maintenance (Offer
29.5) and Police Patrol Fleet Fuel and Maintenance (Offers 29.15 & 29.60) and Police
Vehicle Debt Service (Offer 29.24)
2018 Budget: $239,612 Expenses and/or Encumbrances: $204,987
• Funding in these offers provide the necessary vehicles, fuel, and maintenance for
KFCG-funded personnel.
• Impact: Vehicles and their maintenance are part of a modern geographically dispersed
police force. These equipment items allow KFCG personnel to respond to daily law
enforcement and emergency needs anywhere in the City.
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o Police Office of the Chief and Administration (Offer 29.8)
2018 Budget: $41,490 Expenses and/or Encumbrances: $227,929 (Additional
expenses incurred offset by savings in other divisions)
• These funds support KFCG positions around the agency. The 2018 expenses were over
budget as KFCG projects from other Divisions were moved to the Administration
Division for oversight and are offset by savings in the original divisions.
• Impact:
− The availability of this budget allows for the additional training and hiring costs
associated with KFGC staff.
− Additionally, equipment expenses such as those for KFCG personnel’s Tasers
were funded from Administration after this change.
o Police Patrol Services (Offers 29.10 & 29.57) and Patrol Division Specialized Units
(Offers 29.12 & 29.58)
2018 Budget: $2,983,172 Expenses and/or Encumbrances: $2,346,731
• KFCG funds were used for various individuals and community-impact teams.
• Impact: Crime Analyst (One Analyst)
− The Community Services-based crime analyst has continued to provide valuable
assistance to uniformed officers and detectives by helping to identify new and
ongoing crime patterns, researching crime trends, and developing suspect
information. Some of this work ensures that crimes which might not otherwise be
solved are included and adjudicated along with related cases.
− In addition to tactical and investigative analysis, the crime analyst worked with
other City departments to develop and implement a new application that will
provide police employees with direct access to more data relating to calls for
service.
• Impact: Neighborhood Engagement Team (Nine Officers)
− The Neighborhood Engagement Team (NET) is staffed solely through KFCG
funding. Significant reductions in nuisance and neighborhood concerns were
realized, from impacts on low-level drug sources in neighborhoods, property
crimes including bike thefts, prostitution stings, and a significant amount of
resources being dedicated to neighborhood and larger-scale transient-related
disruptive behaviors.
− The outcome of these last years of investment in the Campus West area is being
realized by reduced numbers of parties and other disruptions.
• Impact: District One Unit (Seven Officers)
− The District One Unit is staffed partially through KFCG funding.
− This team demonstrates a significant impact in citizen safety and perception of
safety in the Old Town area.
− On-going partnerships with private organizations and businesses reduce call-loads
and improve quality of work and life.
− Significantly and positively addresses transient-related disruptive behaviors.
• Impact: Community Policing Lieutenant (One Lieutenant)
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− The Community Policing Lieutenant is heavily involved in the leadership of FCPS
community-based teams (School Resource Officers, District One officers, and
NET).
− Each unit shows demonstrable success in its area of deployment and expertise
and would not be as successful without dedicated leadership.
o KFCG ENHANCEMENT: Police Body Camera and Taser Program (Offer 29.16)
2018 Budget: $201,897 Expenses and/or Encumbrances: $232,971
• KFCG funds were used to purchase body worn cameras (BWC) and Taser packages for
146 Patrol officers and 8 Community Service Officers. This funding was for the first two
years of a five-year contract. The funding also included licensing and access to a cloud-
based evidence management system that will manage video evidence as well as photos
and audio.
• The expansion of the program to include School Resource Officers caused expenses to
be greater than budget. This was offset by other cost savings within FCPS.
• Impact: Cameras
− Officer contacts are available for review with video and sound. The impact has
been significant in creating transparency for officer tactics and performance. As an
example, four officer involved shootings have been captured on video assisting the
DA’s review and public understanding of the incidents. Because of the ability to
show what occurred, there has been minimal, to no, public concern.
− Use of force complaints have almost all been determined to be unfounded and
handled quickly as the result of having video recordings. The same value has been
realized by supervisors reviewing performance-level complaints.
− Videos are being utilized for training and supervisory review purposes.
− Both the City prosecutor and District Attorney have reported a noticeable increase
in plea agreements. This reduces court costs and officer overtime. In one video, an
officer’s camera captured a serious assault though the officer did not clearly see it.
• Impact: Tasers
− Tasers provide a less-lethal option for officers which helps reduce injuries to
officers and subjects alike. Not having to utilize hands-on physical techniques or
impact weapons such as batons is proving useful.
o KFCG ENHANCEMENT: Police Services Technician - Support 1.0 FTE (Offer 29.45)
2018 Budget: $79,589 Expenses and/or Encumbrances: $75,397
• Funding in this offer added one Police Services Technician (PST) to supplement two
existing PSTs, to assist in preparing filing documents for the prosecutors’ offices, and to
provide quality assurance for the body-worn camera program.
• Impact: Records Unit (One Police Services Technician)
− Helped manage the annual increase of police reports to be typed, classified, and
prepared for citizens and the District Attorney’s office. The PST takes 1/3 of all the
Unit’s reports, eliminating the need for an officer’s response.
− Provides more consistent coverage and service at the main police station, the
District One substation, and helps staff the Campus West Connections Office two
days a week.
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− This individual will also cross-train to assist with the review, redaction, and release
of digital media due to the increased volume of requests received by the Records
Unit.
o KFCG ENHANCEMENT: Police Property & Evidence Technician (Patrol Taser) 1.0
FTE (Offer 29.48)
2018 Budget: $74,018 Expenses and/or Encumbrances: $68,189
• Funding added one Property and Evidence Unit Technician with responsibilities
dedicated to the processing of digital media. However, the technician is responsible for
the intake, safe-keeping, audits, and return or destruction of all types of items collected
by Police Services. This includes the transfer of items for labs, other agencies, and the
courts.
• Impact: Evidence Unit (One Property and Evidence Technician)
− The additional Evidence Technician aided in processing the increased number of
body-worn camera videos. In 2018, there were 36,135 body camera videos
submitted into evidence.
− In 2018, the Evidence Unit took in 18,777 physical items, which is a 21% increase
over 2017.
− Evidence personnel responded to multiple crime scenes to assist in the collection
and preservation of evidence, which was only possible with the additional
technician.
− Due to the increase in body worn camera videos, requests for videos has also
increased. A total of 16,974 pieces of digital media were copied in preparation for
release to the DA’s office.
− The added position is also necessary to assist with the disposal and destruction of
property items so that the Evidence Unit can maintain adequate storage in the unit.
o KFCG ENHANCEMENT: Police Campus West Substation (Offer 31.2)
2018 Budget: $75,000 Expenses and/or Encumbrances: $61,177
• This decade-long dream was realized in October 2017 with the grand opening of the
Campus West Connections facility. This community policing station is the next step in a
long history of innovation and collaboration between the City and Colorado State
University that has a positive impact for residents.
• Impact:
− Continue to add value to the community with this facility and partnerships.
Services include good neighboring outreach, mediation rooms, restorative justice
outreach, police reports and records, and code compliance.
− While public traffic at the facility remains low, new collaborations are growing. One
example is a new initiative where a multi-disciplinary team will review ongoing
neighbor complaints and, together with the affected parties, develop the best
solutions given all the available tools.
High Performing Government
o Information Technology Application Services (Offer 9.1)
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2018 Budget: $30,000 Expenses and/or Encumbrances: $30,000
• Funds were put toward server replacements and upgrades that support the emergency
call system and emergency responders.
• Impact: Replacing servers that have reached the end of their useful life ensures the
call system technology that supports emergency responders will continue to respond to
emergency calls more efficiently and effectively without fail.
Fire (11% of KFCG)
Safe Community
o KFCG ENHANCEMENT: FC911 Dispatchers 1.0 FTE (PFA Funded) (Offer 29.40)
2018 Budget: $69,506 Expenses and/or Encumbrances: $78,108
• This offer funded one additional Emergency Services Dispatcher at Police Services.
Dispatchers provide 24/7 emergency services to the community. In addition to radio
duties, dispatchers are responsible for handling 911, non-emergency, and
administrative telephone calls. These positions also dispatch police, fire, and EMS
personnel. Fort Collins 911 (FC911) dispatchers are nationally certified Emergency
Medical Dispatchers and provide life-saving medical instructions to callers prior to EMS
arrival.
• Impact:
− Continues to contribute to the decrease in overtime for FC911.
− Utilized as call-taker and radio dispatcher. Call-taking positions allow radio
dispatchers to focus on primary radio traffic and channel-management
responsibilities. This was identified as a needed safety improvement in subsequent
critical incidents.
− In 2018, discussions began with PFA and FCPS to analyze response needs. At
times, both agencies may be overresponding to calls and there is a need to identify
a right-sized response for specific calls for service. Dispatch is instrumental in
helping facilitate this new process by gathering information and relaying it to
responders.
o KFCG: Poudre Fire Authority Operation, Maintenance and Capital (Offer 52.2)
2018 Budget: $2,856,680 Expenses and/or Encumbrances: $2,925,485
and $147,610 from PFA Reserves
• Planning & Analysis Software
Impact: PFA is in the process of purchasing Planning and Analysis software (partial
payment in 2018 with remainder in 2019). The software will provide robust solutions to
what is currently happening in the emergency response system through a predictive
modeling system that provides solutions for changes and upgrades to the system.
• South Battalion (4 FTE)
Impact: The addition of the South Battalion Chief provides a second command officer
every day in the community. This improves overall safety on larger emergency incidents
as well as appropriate supervision for the 11 fire districts/stations within the jurisdiction.
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• Ongoing Operations
Impact: Funding of ongoing operations in an amount that is the equivalent of 5.5
firefighter positions, or one new fire engine each year.
• Shift Safety Officers (3 FTE)
Impact: Implementation of the Shift Safety Officer places a qualified Fire Officer on the
scene of critical emergency scenes to protect the safety of firefighters. This reduces the
potential of injury and thereby reduces workers’ compensation costs.
• Four-Person Company (3 FTE)
Impact: The four-person company staffing at Station 12, 321 Country Club Road, was
redirected to transition the Timnath volunteer station to a fully-staffed station, which
provides compliance with the Accreditation Standards of Cover effective response force,
decreases overall response time, and provides a low Insurance Services Office rating,
thereby reducing insurance costs for home and business owners.
• Emergency Medical Services (EMS) Position (1 FTE)
Impact: Reorganization of the EMS support function, including the addition of an EMS
Battalion Chief; aligns with PFA strategic goals and improves training, skills, protocols,
and EMS service levels provided to the community.
• Planning and Analysis Battalion Chief (1 FTE)
Impact: The Planning and Analysis Chief is a member of the Senior Leadership Team
(executive staff) and acts as the organization’s accreditation manager (PFA achieved
accredited status with the Commission on Fire Accreditation International in 2015)
which drives continuous quality improvement. The position also is in place to question
assumptions, department practices and use of measures for program improvement.
• Operations/Support Division Chief (1 FTE)
Impact: Allowed for development of the Support Division and reduced the span of
control for the Operations and Support Division Chiefs. Articulates the Fire Chief's
Mission and Vision through the chain of command and ensures the employees in the
Operations and Support Divisions are living the Mission and Vision of the Authority.
Parks and Recreation (11% of KFCG)
Culture and Recreation
o Parks, Trails and Facility Grounds Maintenance (Offers 15.1 & 15.15)
2018 Budget: $620,821 Expenses and/or Encumbrances: $620,821
• Seasonal workforce was hired. These employees provide seasonal park maintenance
including restroom cleaning, mowing, trimming, trash collection, flower/shrub bed
planting and maintenance, and sports field preps ($265,413).
• New neighborhood parks and trails built since KFCG funds were approved in 2010, i.e.
Radiant Park, Registry Park, Waters Way Park, Crescent Park and seven miles of trail
were maintained in accordance with Park Division standards. Trailhead Park turf area
is being maintained, but the park is not complete. ($315,550)
• Funds for new parks and trails including Streets Facility Park. Equipment was
purchased for Streets Facility Park with anticipated opening in 2019 ($39,858).
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• Impact: Seasonal workforce continues to provide maintenance during the growing
season and new parks and trails are appropriately maintained.
o KFCG ENHANCEMENT: - 1.0 FTE Senior Park Ranger (Offer 15.3)
2018 Budget: $125,622 Expenses and/or Encumbrances: $125,622
• The Senior Ranger was hired. This position provides guidance and supervision to the
Park Ranger staff and additional coverage for the parks and trails system.
• Impact: Park Ranger staff now has a direct supervisor to assist in dealing with day-to
day operations and issues. This position has also provided additional staffing coverage
throughout the park and trails system.
o Parks Life Cycle Program (Offer 15.4)
2018 Budget: $550,000 Expenses and/or Encumbrances: $540,454
• Replaced playground equipment at Westfield Park
• Replace playground equipment at Lee Martinez Park
• Replaced tennis courts at Troutman Park
• Renovated irrigation booster pump at Beattie Park
• Replaced access control gate at the Parks Shop
• Crack sealed tennis courts in four parks
• Developing irrigation system master plan
• Impact: Parks facilities and infrastructure continues to be replaced and repaired with
available funding.
o KFCG ENHANCEMENT: American Disability Act (ADA) Playground Compliance
(Offer 15.8)
2018 Budget: $59,500 Expenses and/or Encumbrances: $59,500
• Installed ADA accessible playground surfacing at Westfield Park
• Impact: The playground is now ADA accessible.
o Memorial Parks (Offer 20.1)
2018 Budget: $154,138 Expenses and/or Encumbrances: $154,138
• Seasonal work force was hired and assisted with maintaining the cemeteries’ grounds
during the growing season and aging equipment was replaced.
• Impact: The cemeteries were well maintained throughout the year to meet citizen
expectations of maintaining grounds appropriately to honor departed family members.
o Cultural Services (Offer 56.1)
2018 Budget: $113,490 Expenses and/or Encumbrances: $117,684
• Funded a full-time horticulture technician that oversees maintenance of the Children’s
Garden, greenhouse propagation program and other horticulture activities.
• Guest services staff manage the front desk greeting visitors, assisting them with
registrations and directing them around the site seven days a week.
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• A Colorado State University horticulture intern was hired to help maintain the Gardens
while earning credit to complete his bachelor’s degree.
• Impact: The Gardens is open to the public seven days a week during the growing
season and is maintained to the best management practices of a botanic garden.
o Ice & Aquatics (Offer 65.1)
2018 Budget: $453,231 Expenses and/or Encumbrances: $408,516
• Funding in this offer supported all programming, facility, and clerical staff at Mulberry
Pool. Activities at Mulberry Pool include youth and adult swim lessons, private lessons,
water safety instruction, adaptive and therapeutic aquatics, as well as birthday parties,
group swim and team practices.
• This offer also supported pool operations at the Senior Center
• Impact: Over 7,800 enrollments for swim lessons, water fitness, and therapy activities.
Team practices and leisure swim activities resulted in an additional 71,000 visits.
o Recreation Activities and Programs (Offers 65.2 & 65.14)
2018 Budget: $928,687 Expenses and/or Encumbrances: $950,508
• Funding in this offer provided social, educational, and outdoor opportunities as well as
facility staff attendants at the Fort Collins Senior Center. The Northside Aztlan
Community Center serves all ages with a wide variety of activities, classes, programs
and events which were made possible by KFCG funding. Funding in this cycle provided
adaptive recreation programs and inclusion, youth and teen programs, adult activities,
facility maintenance, and clerical staff.
• A restructure of youth programs at Northside resulted in higher enrollment numbers and
expansion of the summer camp programs. Funding was shifted from the aquatics area
to cover the expanded youth programs.
• Impact: Over 121,000 participations occurred in program areas funded by KFCG.
o Recreation Administration and Communication Services (Offer 65.3)
2018 Budget: $76,150 Expenses and/or Encumbrances: $76,150
• Dedicated scholarship dollars help Recreation provide significantly reduced enrollment
fees for income-qualified residents to participate in programs and activities.
• This funding focuses support for youth and family participation in sports, aquatics,
camps and other activities.
• Impact: 4,372 Youth participants received reduced fees for activity enrollments in
2018. Swim lessons, youth sports, and youth programs offered at Northside Aztlan
Community Center and Foothills Activity Center were the most popular enrollment
areas. In addition, 4,203 reduced fee passes (youth and adult) were issued allowing
unlimited drop-in visits to all facilities, resulting in over 35,500 visits for the year by
reduced fee pass holders.
o KFCG ENHANCEMENT: Recreation Vehicle Replacement & Facility Improvements
(Offer 65.7)
2018 Budget: $49,905 Expenses and/or Encumbrances: $49,905
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• Specialized accessible vehicle for Adaptive Recreation Programs on order in August
2018, encumbered for year-end with expected delivery in first quarter of 2019.
• Impact: Replaces one of the oldest, least efficient vehicles in Recreation’s fleet with a
wheelchair accessible van that is safe, reliable, and less costly to maintain.
o ENHANCEMENT: Poudre River Public Library District Partnership at Fort Collins
Senior Center (Offer 65.11)
2018 Budget: $45,000 Expenses and/or Encumbrances: $0
• PRPLD chose not to proceed at this time, appropriation was frozen.
• Impact: None.
Other Community Priorities (11% of KFCG)
Neighborhood Livability and Social Health
o Social Sustainability (Offer 27.1)
2018 Budget: $568,047 Expenses and/or Encumbrances: $568,047
• Provided funding to 2 affordable housing projects, and 8 nonprofit human service
agencies that provide services and programs to low-income residents.
• Impact:
− Assisted with the rehabilitation of a 124-unit housing complex serving low-income
seniors. Renovations included updated appliances, improved energy efficiency
and asbestos removal.
− Assisted with exterior and interior upgrades to ensure accessibility for persons with
disabilities in 11 rental units serving low-income residents
− 394 low-income parents received assistance for childcare allowing them to work or
continue their education; this assistance helps them budget family dollars to pay
their mortgage or rent.
− 655 victims of domestic violence were provided emergency shelter, food, clothing,
advocacy, assistance and long-term planning for their safety and self-sufficiency.
− Assisted 3,947 residents to receive housing counseling and rent assistance to
keep them in their housing situations or help them learn what is needed to move
into homeownership.
− Provided 96 seniors nutritious home-delivered meals allowing them to remain in
their homes.
− 204 youth were provided life skills and workforce readiness training to help them
become self-reliant and people experiencing homelessness were given resources
to help them survive on the streets or move into housing.
− 4,879 people either at-risk or currently experiencing homelessness were given
resources to help them survive on the streets or move into housing.
o KFCG ENHANCEMENT: 1.0 FTE Classified Special Agency Session Resource
Specialist - Connecting Homelessness Resources (Offer 27.6)
2018 Budget: $73,158 Expenses and/or Encumbrances: $70,390
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• 76 defendants participated in the SAS program who had a combined total of 144
individual cases
• 1417 participant meetings, 42 medical/behavioral health referrals, 24 employment
referrals, 47 service provide collaboration meetings, 8 sober living referrals
• After program support and outreach to help defendants continue their path working on
their goals
• Impact: 16 individuals completed program with 11 participants finding stabilized
housing
o KFCG ENHANCEMENT: Homelessness Initiatives (Offer 27.10)
2018 Budget: $224,132 Expenses and/or Encumbrances: $224,132
• Funding for the following collaborative homelessness programs/projects:
− $80,000 – Outreach Fort Collins (OFC)
− $15,000 – Housing First Initiative (HFI) data system
− $44,132 – Safe Place to Rest (SPTR) and Seasonal Overflow Shelter (SOS)
− $50,000 – Murphy Center Operations
− $15,000 – Coordinated Assessment & Housing Placement System (CAHPS)
− $20,000 – Landlord Risk Mitigation Fund
• Impact:
− OFC increased its presence and visibility in the downtown area – interactions
increased 76% in 2018 over 2017 during the summer months resulting in
increased referrals and contributing to a 54% decrease in escalated incidents.
− HFI has provided local, actionable data which has assisted community providers to
better understand the homeless population in Fort Collins, and directly assisted 80
individuals to exit homelessness.
− Safe Place to Rest (SPTR) and Seasonal Overflow Shelter (SOS) ensured shelter
options for everyone seeking shelter during the cold weather months.
− SPTR had 15 volunteers who contributed over 1,000 hours covering 77 nights of
shelter to approx. 6-12 people per night which helped provide flexible coverage to
our year-round overnight shelters utilizing other community partners and
volunteers.
− SOS provided overnight shelter during cold winter months 4 nights per week at
Community of Christ which included additional 32 beds for male overflow during
cold winter months.
− Provided additional space during Emergency Weather Shelter Plan activation.
− Murphy Center is the hub of services for people experiencing or at risk of
homelessness providing access to a variety of services offered by numerous
entities. The Murphy Center helped more people in 2018 than ever before – with
at least 185 participants escaping homelessness (50% more than 2017) and
helped 228 individual people secure jobs.
− CAHPS has housed 283 veterans, 86 non-veteran adults, and 59 families
regionally.
− Neighbor to Neighbor continues to manage the Landlord Risk Mitigation Fund (now
formally called the Fort Collins Landlord & Tenant Support Program) which
provides funds to assist with housing placement and retention of people
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experiencing or at risk of homelessness. This program had a slow start but began
getting applications in January. So far, 8 people have been served utilizing a total
of $2,121 primarily assisting people with security deposits so they could get into
housing.
o KFCG ENHANCEMENT: Downtown Business Association Ambassador Program
(Offer 69.2)
2018 Budget: $25,000 Expenses and/or Encumbrances: $25,000
• Supports the Downtown Business Association’s Ambassador program.
• Ambassadors provide downtown visitors with on-the-street hospitality and information
from Memorial Day to Labor Day. Their regular and friendly presence contributes to a
more welcoming, safe and accessible environment.
• Impact:
− Ambassadors assisted nearly 4,400 visitors and visited more than 750 businesses.
− Thousands of referrals were provided about Downtown Fort Collins, entertainment,
dining, and other events.
− 26 “Disruptive Behavior” calls were received in 2018 (nearly 20 fewer than 2017)
− 29 contact with Police and Outreach Street Team (down from 81 in 2017),
demonstrating the value of the new Outreach Team and the role of the
Ambassadors in supporting the downtown community
o ENHANCEMENT: 1.0 FTE - Compliance Inspector - Environmental (Offer 75.11)
2018 Budget: $82,155 Expenses and/or Encumbrances: $71,206
• Environmental Compliance Inspector position was funded and utilized.
• Environmental educational materials are created and provided to residents.
• Impact:
− Providing education and enforcement of environmental ordinances, which reduces
waste sent to landfill and improves air quality.
− Reviewing development plans ensures successful waste collection systems are
designed, focusing on safe and efficient access, and ensures adequate space for
recycling is provided.
− Providing education and onsite inspections to construction sites about recycling
requirements, which diverts over 11,000 tons of material from being sent to landfill.
− Responding to environmental complaints and working to ensure compliance for
violations improves the overall quality of living for residents.
o KFCG: Residential Parking Permit Program (Offer 96.1)
2018 Budget: $47,020 Expenses and/or Encumbrances: $38,048
• Part time hourly position to administer RP3
• Postage, printing, and signage
• Impact: This offer funds the administration of the 12 active RP3 zones
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Culture and Recreation
o Parks, Trails and Facility Grounds Maintenance (Offer 15.1)
2018 Budget: $62,273 Expenses and/or Encumbrances: $45,494
• Funds were used for the 2018 4th
of July celebration in City Park.
• Impact: A $25,000 donation reduced the need for KFCG funding in 2018 and allowed
Parks to return $16,779 to the KFCG Fund to be used for other purposes in the future.
o Urban Forest Management (Offer 34.1)
2018 Budget: $268,456 Expenses and/or Encumbrances: $268,456
• Funding was used for contract tree maintenance and plantings and to hire a seasonal
worker to water newly planted trees.
• Impact: Tree pruning and removal work addressed public safety and improved tree
health and aesthetics. Newly planted trees are healthy and thriving.
o KFCG ENHANCEMENT: – Increased Contractual Pruning of Larger Trees (greater
than 18 – inches in diameter) to Meet the Frequency Standard Set by The City
Forester (Offer 34.5)
2018 Budget: $190,016 Expenses and/or Encumbrances: $190,016
• Funding was used for contractual tree pruning of large diameter trees.
• Impact: Tree pruning and removal work addressed public safety, improved tree health
and aesthetics.
o Community Services Administration and Technology Support (Offer 36.1)
2018 Budget: $49,304 Expenses and/or Encumbrances: $42,067
• This IT position continues to support the extensive IT needs within Recreation, Cultural
Services, Parks and Natural Areas.
• Impact: IT systems and project implementation continue to improve with this position
with the goal of enhancing customer satisfaction with City systems.
Economic Health
o Downtown Landscaping and Maintenance (Offer 16.1)
2018 Budget: $255,480 Expenses and/or Encumbrances: $255,480
• Flowers were planted and maintained during the growing season in 4,377 sq. ft. of
flower beds, 46 hanging pots and 162 pots.
• Cleaning between blocks along College Ave. included 8 power washings, daily tree
grate cleaning, and cigarette/trash pickup.
• Impact: The Downtown flower program and cleanliness continue to contribute to the
success of the Old Town area of Fort Collins.
o Economic Health Office (Offers 25.1 & 25.17)
2018 Budget: $272,900 Expenses and/or Encumbrances: $266,891
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• Funds the Local Cluster Competitive Grant Process, National Business Survey, data
support, Larimer Small Business Development Center and the City’s Business
Retention and Expansion program in Economic Health.
• Impact:
− The 2018 Local Cluster dispersed $174,900 to support clusters such as the NoCO
Manufacturing Partnership, Northern Colorado Health Sector, NoCO Bioscience
Cluster, the Downtown Creative District and many other cluster activities. Some of
the activities these grants supported include the NoCo Health Care Job Fair, the
Fort Collins Book Festival: Science & Technology, and the creation of internships
for high school students. In 2019, the department will focus on evaluating and
updating the cluster strategy.
− The City deployed the 2nd National Business Survey (NBS) to the Fort Collins
business community to continue to learn more about businesses perspective on
City services, economic outlook and priorities in the coming years. 506 businesses
responded to the survey, 73% of which have been operating in Fort Collins for ten
or more years. A major takeaway from the results was that although the City
provides a high quality of services to businesses, the City can improve on its
dissemination of information to businesses and the role of the economic health
office. Business respondents identified economy, safety and mobility as the top
priorities for the next two years.
− $13,500 of the total $40,000 of financial support given to Larimer Small Business
Development Center was provided through KFCG, the remainder was funded
through General Funds. Larimer SBDC helped 61 businesses get started (#1
SBDC in the state, out of 14), assist in client sales growth by $24.8M (#3 in the
state), add 308 jobs and retain another 753 jobs (#2 and #1 in the state
respectively), and assisted clients securing $18.0M in capital in 2018 (#1 in the
state). Additionally, through funding from the City of Fort Collins and other
partners, able to provide 4,532 hours of free consulting to local businesses.
− The remainder of the funds were to support ongoing efforts related to Business
Retention and Expansion, including the CEO roundtable, sponsorship of the
Workforce Symposium, Health Care Summit, Business Appreciation Breakfast,
Fort Collins Startup Week, professional development for staff and other events
geared toward a healthy economy.
o Development Review Programs and Services (Offer 78.1)
2018 Budget: $101,000 Expenses and/or Encumbrances: $64,451
• Supports programs that maintain design excellence and ensure compatible infill while
encouraging sustainable housing and energy efficiency. This is accomplished through
design and development review, financial incentives for the retention and rehabilitation
of older buildings, historic property survey, and assistance with designing new
construction.
• Impact: Assists owners to develop context-sensitive designs for additions and new
construction, helping to address concerns about compatible infill development.
Documents properties to identify architecturally and historically significant buildings as
well as those that do not meet the City’s standards for significance. This provides
predictability to property owners, developers and residents. Supports the retention and
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reuse of buildings and promotes energy conservation through sustainable rehabilitation
using Landmark Rehabilitation Loans.
Environmental Health
o Environmental Services Department (Offers 26.1 & 26.20)
2018 Budget: $125,521 Expenses and/or Encumbrances: $125,521
• Funds covered several environmental projects including support for indoor air quality
programs, the Air Quality Loan Fund, the Lawn and Garden Equipment rebates, waste
reduction and recycling program support, and the Municipal Sustainability Innovation
Fund.
• Impact:
− In 2018, the Healthy Homes program volunteers assisted with scheduling and
administering 104 home assessments, and training 19 volunteers.
− The 2018 Air Quality Loan program provided three new loans and service charges
were paid off for all existing loans, as this program was not funded in the 2019-
2020 budget.
− The Lawn and Garden Rebate program provided 166 rebates for new electric
equipment and 54 rebates for recycling of gas-powered equipment, thus reducing
ozone-forming air pollution.
− Infrastructure and educational materials provided for the community support the
ability to recycle the correct materials.
− The Municipal Sustainability Innovation Fund funded 15 small scale sustainability
projects including electric outdoor powered equipment for Gardens on Spring
Creek (equipment is easier to use and quieter for guests); sales tax office visitor
kiosk; 360 virtual reality cameras for Utilities Light and Power crews to view the
insides of electric boxes which increases safety; and new bicycle traffic cameras
for bicycle educational programing.
o Timberline Recycling Center (Offer 26.2)
2018 Budget: $317,600 Expenses and/or Encumbrances: $302,562
• Funds were used to support the second full year of operations at Timberline Recycling
Center (TRC) with uninterrupted delivery of convenient, reliable service to customers
and a strong focus on public safety. The TRC provides daily access to the “everyday
recyclables” drop-off site for common recyclables like cardboard, paper, mixed
bottles/cans, and glass for no charge, as well as year-round access, five days/week at
the new Hard-to-Recycle-Materials area (HTRM).
• Impact:
− Volumes of materials collected at TRC continued upward trend in 2018 including:
160% increase in wood scrap; 16% increase in scrap metal; 84% increase in
amount of electronic waste recycled.
− Documented an increase in number of visits to the “west yard” Hard to Recycle
Materials area; 5,635 visits total compared to 4,426 in 2017 (27% increase).
− Two special collection events were held that allowed the public to recycle
mattresses/box-springs, secure documents for shredding, hardbound books, and
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bulky/rigid plastics (e.g., buckets). Due to strong public response at the October
event, bulky/rigid plastic items now added as a regularly accepted item.
− Response to film-plastic recycling program continued to grow since 2017 inception,
with a 42% increase in volume collected; as a result, a second baler was added to
HTRM area for handling this material as efficiently as possible.
− Fledgling volunteer program of Recycling Ambassadors continued to provide
support to TRC visitors and assist the City in communicating important message of
“recycle right” so that materials are highly marketable.
o KFCG ENHANCEMENT: Road to 2020 Pilot Projects and Innovation Fund (Offer 26.8)
2018 Budget: $53,000 Expenses and/or Encumbrances: $53,000
• Funded five external projects that focus on piloting solutions to reduce greenhouse gas
emissions (GHGs) through energy, waste reduction and behavior change. Leftover
competition funds were distributed to seven internal projects using similar competition
criteria and focus areas.
• Impact:
− Projects began in late 2018 and will run through the end of 2019.
− Impacts are projected to include expanded outreach and engagement of audiences
not currently being served through City of Fort Collins programs, direct installations
of residential energy efficiency devices, mentoring girls and women in energy
efficiency projects, increased solar installations in the residential sector, support for
night sky monitoring, increased public access to information about City capital
projects and timelines, and more.
− GHG reductions for the projects funded in 2018 will be evaluated and reported at
their completion.
− GHG reductions in the year 2020 from the first round of projects funded in 2017 is
anticipated to be over 4,500 metric tons of carbon dioxide equivalent, with a
cumulative impact between 2018 of over 12,000.
o KFCG ENHANCEMENT: Expand Downtown Recycling (Offer 61.1)
2018 Budget: $32,000 Expenses and/or Encumbrances: $31,425
• Funding for this offer purchased 18 additional recycling receptacles for the downtown
area,
• Impact: These new receptacles aided the Parks Department in striving to meet the
City’s Road to Zero Waste Plan and divert additional waste from the landfill.
o Nature in the City Implementation Capacity (Offer 84.1)
2018 Budget: $78,472 Expenses and/or Encumbrances: $80,539
• This offer funded 85% of an Environmental Planner position to assist with
implementation of the Nature in the City (NIC) program.
• Impact:
- Designed and implemented NIC community capital projects across the city, including
the Streets Park NIC pollinator walk.
- Provided design and planning resources to other parts of the Natural Areas department,
including leading the Bison Management Plan.
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- Built relationships with populations disconnected from nature that have resulted in 2019
community capital projects.
o KFCG ENHANCEMENT: Nature in the City Programmatic Funding (Offer 84.3)
2018 Budget: $20,000 Expenses and/or Encumbrances: $12,708
• This offer funded the programmatic expenses for the Nature in the City program such as
outreach efforts, program development expenses, plant materials, volunteer events and
more.
• Impact:
- This offer provides Nature in the City funding to enable the program to better
connect residents to nature and provide functional habitat across the community by
providing programmatic funding that doesn’t limit engagement with the community
in only locations where NIC capital projects are located.
o West Nile Virus Management Program (Offer 85.1)
2018 Budget: $346,632 Expenses and/or Encumbrances: $337,879
• The bulk of the money for the West Nile Virus (WNV) Management Program was
expended on mosquito larvae reduction, mosquito trapping, and testing for the presence
of WNV. The remaining funds provided for public outreach efforts aimed at increasing
awareness of actions individuals can take to mitigate the risk of contracting WNV.
• Impact: Through the implementation of an integrated pest management approach, the
WNV Management Program reduced the risk of WNV to the community while balancing
social and environmental impacts. Mosquito surveillance and testing allowed for the
Larimer County Department of Health to make a data-driven recommendation to
conduct adult mosquito treatments. No KFCG funds were utilized for adult mosquito
treatments.
High Performing Government
o City Council (Offer 22.1)
2018 Budget: $16,000 Expenses and/or Encumbrances: $15,774
• Funded additional training and federal-level networking opportunities for
Councilmembers.
• Impact:
− These events provided beneficial learning and networking opportunities that
ultimately have collaborative and positive impacts on Council processes,
organization functions, and community outcomes including progress on I-25
improvements, continued awareness of train horn noise efforts, and Halligan
permitting status.
o Communications and Public Involvement (CPIO) (Offer 23.1)
2018 Budget: $34,559 Expenses and/or Encumbrances: $34,559
• Supplemented funding for a full-time Senior Public Engagement Coordinator (from
.75FTE) to manage and provide additional public engagement efforts.
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• Funded training, online engagement tools and technology, and outreach to hard-to-
reach populations.
• Impact:
− A full-time Sr. Public Engagement Coordinator promotes, supports and helps direct
Citywide public engagement efforts with a particular focus on harder to reach or
underrepresented populations.
− Continued training and development opportunities enhance organizational public
engagement processes and capabilities including facilitation training, roundtable
discussions and expanded partnership with key community stakeholders.
− Improved language resources, tools and technologies to allow for live and printed
translation and interpretation.
o KFCG ENHANCEMENT: Messaging and Engagement Priorities (Offer 23.6)
2018 Budget: $90,000 Expenses and/or Encumbrances: $90,000
• Provided marketing and community engagement plan for the Climate Action Plan for
2018.
• Initiated Take Two campaign.
• Impact:
− Implemented Take Two campaign which resulted in over 5,500 community
members taking pledge to commit to two simple climate actions: replacing
lightbulbs with LEDs and using alternative transportation for one trip per week.
o Sustainability Services Area Admin (Offers 24.1 & 24.4)
2018 Budget: $45,000 Expenses and/or Encumbrances: $45,000
• Funded several external sustainability initiatives including United Way to support
Seasonal Overflow Shelter, homelessness planning and supplemental support for Safe
Place To Rest, engagement on the Community Trust Initiative, membership in the
Government Alliance for Racial Equity, and several Web updates such as expanded
access to air quality data, Economic Health Web updates and outreach about electric
vehicles.
• Impact:
Homelessness support:
− Consultant services researched dozens of best practice homelessness campus
models from around the country to inform options for Fort Collins for creative
community partnerships and campus approaches
− Convened over 20 local leaders from faith, business, philanthropic, service
provider, Homeward2020, County and City to jointly envision what the future
infrastructure and collaboration could look like to make homelessness rare, short-
lived and non-recurring
− Funds provided additional coverage for the final pilot phase of Safe Place to Rest
three nights per week during cold winter months and provided additional coverage
needed for Seasonal Overflow Shelter
− 15 volunteers contributed over 1,000 hours covering 77 nights of shelter to approx.
6-12 people per night
− This helped provide flexible coverage to our year-round overnight shelters utilizing
other community partners and volunteers
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− Provided overnight shelter during cold winter months 4 nights per week at
Community of Christ
− Provided additional 32 beds for male overflow during cold winter months
− Provided additional space during Emergency Weather Shelter Plan activations
Outreach
− Updated Air Quality Web pages provide increased public access to air quality data
(https://www.air-resource.net/ftco/ ) to help residents make informed decisions
about their daily activities.
− A new ozone bench at the Gardens on Spring Creek will show ozone data and will
raise awareness about the importance of ground level ozone, impacts it can have
on humans and the ecosystem, and ways that residents can reduce sources of
ozone-forming pollution.
o Electric vehicle marketing by the Electrification Coalition (EC) was done on-line,
through social media and newsletters, and supports Fort Collins’ Electric Vehicle
(EV) Readiness Roadmap strategy of “Education and Outreach.” In 2018, EV
outreach (including Twitter followers, impressions and clicks) resulted in ~1,000
social media followers and over 105,000 total impressions
− Updates to several Sustainability Services Web pages provided timely access to:
o Clear links on the Business Web page covering topics such as Doing Business in
Fort Collins, Events, Innovation and Climate Economy, URA, Economic Health
Office and Metro Districts
o Expanded the Metro Districts Web page, as requested by members of the public,
o KFCG: Volunteer Services (Offer 42.5)
2018 Budget: $161,450 Expenses and/or Encumbrances: $161,390
• This offer strengthens the City’s commitment to its volunteers and broadens the City’s
engagement with the community.
• Volunteer events included continuing education, recognition events, and projects that
created connections among volunteers, encouraged retention, and highlighted
involvement. Events included: National Volunteer Week, Volunteer Summit, Volunteer
Picnic, Make a Difference Day and Family Volunteer Day.
• The Engage volunteer database meets the needs of the City workforce, including
volunteer recruitment, applications, scheduling, background checks, communication,
paperwork, statistics, learning management and more.
• Impact:
− 10,357 volunteers were creatively engaged throughout the City helping to provide
important city services to the community. This is a 27% increase from 2017.
− Volunteers donated 153,335 hours, the equivalent of 74 full time employees. This
is a 5% increase over 2017.
− Volunteer time had an estimated economic impact of $4 million
Attachment 2
2018 City-Initiated Cost Savings and Efficiencies
These are grouped by:
Cost savings, partnerships and leveraging resources
Process and operational improvements
Technology and upgrades
Customer service improvements
COST SAVINGS, PARTNERSHIPS AND LEVERAGING RESOURCES
Community Development & Neighborhood Services: Historic Preservation Surveys
Description: Historic Preservation is working with developers to assist them in proactively
identifying significant buildings and structures that may be affected by their developments.
When needed, developers pay for a historic building survey of their development area. Survey
results are added to an interactive map linked to the Historic Preservation Division webpage.
Benefits:
• Provides accurate, timely information early in the process, enabling better outcomes.
• Supports the City’s goal to identify, preserve and protect important historic resources,
while promoting compatible infill development.
• Information is widely available to residents, property owners, developers, and other City
staff, providing predictability in outcomes.
Community Development & Neighborhood Services: Historic Preservation
Partnerships
Description: The Historic Preservation Division, Recreation Department, and Operation
Services partnered with the Cache la Poudre Heritage Alliance and the Fort Collins Historical
Society on a project to restore the Ross Proving House. Recently moved to Lee Martinez
Park, the Ross House is the only “proving up” or “filing” house associated with the 1862
Homestead Act in Larimer County.
Benefits:
• This collaborative project supports the City’s goal, and those of our partners, to
preserve this important historic building and promote Fort Collins’ history.
• Is being used to teach to residents of all ages and backgrounds about regional
advances in water technology and irrigation systems and early development in Fort
Collins and Larimer County
• Employed 15 local craftsmen skilled in specialized preservation trades, including
woodworking and historic plaster; contributed to the economic vitality and diversity of
Fort Collins’ economy.
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• Fostered continued collaboration between City departments, federal and state granting
organizations, non-profit organizations, and the community.
Community Development & Neighborhood Services: Historic Preservation
Partnerships
Description: Successfully nominated Ginger & Baker for a Governor’s Award for Historic
Preservation. Award was presented at the statewide Downtown Colorado conference in April
2018.
Benefits:
• Recognized a significant collaborative project supporting the City’s goal, and that of our
partners, to preserve this important historic building and promote Fort Collins’ history.
• Fostered continued collaboration between City departments, federal and state granting
organizations, non-profit organizations, and the community.
Community Development & Neighborhood Services: Development Review
Coordination Meetings
Description: Implemented a new structure for weekly coordination meetings involving all
departments responsible for development review. All development projects are discussed to
ensure alignment, create opportunities for additional coordination, and identify potential issues
or conflicts as early as possible.
Benefits:
• Increased alignment and collaboration across the City organization
• Identification of development constraints or conflicting requirements early in the
process
• Clearer expectations and understanding of the overall development review process
Community Development & Neighborhood Services: City-County Staff Coordination
Description: Implemented monthly meetings to coordinate between planning and
engineering staff from both the City of Fort Collins and Larimer County. Focus on
development projects, long-range planning, and capital projects, with shared learning and
collaboration opportunities.
Benefits:
• Improved communication and coordination between City and County
• Strengthen relationships and opportunities for shared learning
• Creates alignment for planning, zoning, development review, and engineering
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Economic Health (EHO) and Social Sustainability (SSD): Childcare Training
Description: EHO and SSD contributed to an early childhood workforce initiative proposal to
fund a cohort program. Leveraged City contribution of $15,000 to the Early Childhood Council
of Larimer County, who received a grant of an $78,854 from Larimer County.
Benefits:
• Training and support for 15 mentor teachers within child care programs
• Development of an early childhood cohort model at Front Range Community College
(FRCC). For the pilot, the intent is to have 15 cohort students who will be employed
half-time at the programs, with support from mentor teachers, while completing credits
at FRCC.
• Support for the newly forming Talent 2.0 Child Care Task Force to address child care
shortages.
Economic Health: Leverage Talent 2.0 Funds to Work in Northern Colorado Talent
Portal
Description: EHO contributed $5,000 to assist in the development of the two-county region
talent recruitment portal called Work in Northern Colorado that will launch in Q2 of 2019
Benefits:
• Development of the talent portal will assist the business community and current/future
residents in a one-stop shop access of information around workforce
• Leveraging City dollars to contributions from regional economic development partners
and chambers to message the region
Engineering Department: City Bridge Program
Description: The City’s Engineering Department (Bridge Program) owns and maintains 287
bridges on our transportation network system in the public right-of-way. This initiative serves
to partner with other City departments on design, construction, and communication to
leverage resources for efficiencies with bridge maintenance and bridge replacements. The
Riverside Bridge replacement is a partnership between Engineering, Utilities, Parks, and
Natural Areas and entails: Spring Creek channel rehabilitation, Spring Creek and Power Trail
improvements, and replacement of the Structurally Deficient Riverside Bridge.
Benefits:
• Cost savings for the Riverside Bridge replacement and Spring Creek channel
rehabilitation by sharing material resources, traffic control costs, and floodplain
modelling.
• Combined public messaging through partnerships with multiple City departments,
related to public impacts, for the Riverside Bridge replacement and Lemay Bridge
replacement projects.
• Leveraging of KFCG funds as a local match to secure federal grant funding.
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FC Moves: Expansion of Fort Collins Bike Share, a unique Public Private Partnership
Description: Since 2016, FC Bikes has partnered and maintained contracts with Zagster (a
private vendor) and Bike Fort Collins (non-profit) to provide an automated bike sharing
program for Fort Collins. The Fort Collins Bike Share Program has expanded every year, and
in 2018 was converted to Pace Bike Share which more than doubled the bike share fleet size
and number of stations. With this conversion in 2018, Zagster (the Bike Share provider) hired
local staff to manage the program, which has eliminated the need for the City to fund a
contract with Bike Fort Collins for local staffing.
Benefits:
• The number of trips taken by bike share has increased since the conversion to Pace
Bike Share.
• The City no longer funds a contract with Bike Fort Collins to supplement the Bike Share
staffing as this is now funded by the private vendor, Zagster.
Information Technology – Infrastructure Equipment and Maintenance Cost Savings
Description: In 2018, Information Technology (IT) department made a strong effort in
evaluating the City’s existing server, data storage, and maintenance support and was able to
identify infrastructure savings through asset evaluation and restructuring maintenance
renewals.
Benefits:
• The cost savings on the infrastructure equipment side equated to approximately
$38,000 in one-time projected server, chassis and data storage equipment.
• Savings from restructuring maintenance renewal will save the City approximately
$49,000 per year in ongoing costs through 2020.
Natural Areas: West Nile Virus Management Program
Description: BFO Offer 86.1 funds the WNV Management Program. The testing of the
mosquitoes for the presence of West Nile Virus is contracted via a sole source contract with
Colorado State University. The Purchasing Department, understanding that the previous
overhead charge in the contract exceeded the allowable 10% as per City policy, renegotiated
the contract for a savings of $8,406.
Benefits:
• KFCG savings of $8,406
Parks Department - Cemetery and Golf Divisions: Sustainability Equipment Grant
Description: A nearly $60K grant was acquired from the Municipal Fund to replace small to
medium size gas powered equipment with electric.
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Benefits:
• Impact: Enhances sustainability efforts and goals
• Impact: Reduces emissions and noise pollution
• Impact: Quieter operations improves customer experience
Parks Department - Cemetery Division: Alternative Water Source for Irrigation
Description: Grandview Cemetery tied into Sheldon Lake water source to fill their wet well
while Pleasant Valley and Lake Cannel water is not running during the shoulder seasons.
Benefits:
• Impact: Significantly reduces cost by not using domestic water
• Impact: Save time and efficiencies
• Impact: Promotes plant health
Parks Department - Forestry Division: Urban Wood Utilization Research
Description: Forestry is part of a cooperative partnership with Environmental Services and
CSU to conduct research and establish possible solutions to utilize urban wood generated
from Forestry operations. The City initiated the study by approaching CSU with the problem of
underutilized wood material and asked how to look at options that met the needs of our
community. The result is that a PHD student or associate is conducting research to look at the
economic, environmental and social sustainability aspects that could allow optimal wood
utilization in Fort Collins. The research will provide options for partnering with local private
sectors with the long-term objective of creating a model that would be used in the entire
region.
Benefits:
• Significant decrease in urban wood material going to the landfill
• Establishment of possible markets to utilize urban wood for higher purposes than mulch
• Benefits to the urban environment will occur from longer term carbon storage if wood is
utilized for purposes other than fuel or mulch (examples: furniture, flooring, biochar)
Police Department: Administration Division
Description: Solidified partnership with the Loveland Police Department to build and manage
the Northern Colorado Law Enforcement Training Center. Groundbreaking will occur in 2019.
Benefits:
• Will provide the only law enforcement driving track in Northern Colorado and will keep
officers from driving to the Denver metro area for annual training
• Provides a modern tactical shooting range which will enable high-quality scenario
training for handgun and rifle applications
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• Enhances agency relationships in the region and provides a footprint for greater
expansion and joint training in the future
Police Department: Patrol and Community & Special Services Divisions
Description: The body worn camera (BWC) system was upgraded to streamline the
collection and retention of camera footage and integrating data from the Computer Aided
Dispatch (CAD) system.
Benefits:
• Decreased the amount of time officers and evidence technicians must spend with the
data
• Over 10 hours of personnel time was saved daily
Police Department: Patrol Division
Description: The corporal position was implemented in eight of the ten patrol shifts. The
corporal position is considered an extended duty assignment rather than a promotional step.
However, they are given some supervisor-level responsibilities and can fill in for the shift
sergeant during the sergeant’s absence. Prior to the implementation of the corporal system,
sergeants from other shifts were utilized to cover the absence.
Benefits:
• Decreased supervisor overtime costs
• Contributes to succession planning as many of the corporals were successful in
sergeant promotional processes
Police Department: Information Services Division
Description: In 2017, the Northern Colorado Regional Communications Network (NCRCN)
worked at modifying the Inter-Governmental Agreement (IGA) which included identifying and
dividing the radio assets of the primary partners (Fort Collins and Loveland), and creating a
new three-partner executive committee which includes the Larimer County Sheriff’s Office.
The new IGA was signed in May of 2018 and member agreements were created and signed in
late 2018. The three partners took responsibility for individual assets while agreeing to
collaborate on system needs and upgrades.
Benefits:
• Establishes a new executive committee that will generate operational policy and
oversee operations within the NCRCN region
• Identifies members associated with each partner and streamlines the member
agreement process as well as the responsibilities of each partner agency in maintaining
their radio infrastructure
• Enhances collaboration and cooperation for interdependent regional radio assets
Page 7 of 25
Police Department: Criminal Investigations Division
Description: In 2018, seven members of the Criminal Impact Unit (an investigative unit that is
responsible for tracking and arresting fugitives) were deputized by the United States
Marshals Service (USMS).
Benefits:
• Deputation formalizes the relationship between the USMS and Fort Collins Police
Services (FCPS) detectives and facilitates information sharing, resource allocation, and
interagency cooperation.
• FCPS detectives have access to the wide array of resources offered by the USMS
including the ability to locate and arrest fugitives outside of our local jurisdiction and
internationally, that would otherwise be nearly impossible.
• The relationship significantly expands the capabilities of the Criminal Investigations
Division for virtually no cost.
Police Department: Criminal Investigations and Administration Divisions
Description: By focusing on purchasing hybrid vehicles to replace older vehicles in the fleet,
efficiencies have been gained.
Benefits:
• Reduced carbon footprint
• Reduced fuel consumption
Poudre Fire Authority: Roving Alternative Medical (RAM) Unit
Description: This dynamic deployment model (two firefighters in a SUV rather than an
engine and crew) provides low acuity medical and fire service in the Old Town and Colorado
State University areas of Fort Collins to address the spikes in non-critical calls which occur in
the City’s core.
Benefits:
• Reduced cost by right-sizing response rather than adding a new engine company ($2-
$6 million versus $260,000 with right-sized response)
• Increased response reliability for higher acuity emergency incidents
• Increased community member quality of life by preventing low acuity medical calls
while maintaining targeted response times of fire apparatus
Poudre Fire Authority: Emergency Medical Services (EMS) Contract
Description: An efficient public/private partnership has been developed by contracting EMS
transport services (ambulance) that ensures the highest quality service without financial
impacts to the Authority or citizens.
Page 8 of 25
Benefits:
• Improve emergency medical response
• Improve data management and oversight of emergency medical services
• Improve coordination of services between agencies
Poudre Fire Authority: Front Range Fire Consortium
Description: This regional partnership leverages economies of scale for firefighter training
academies and professional development efforts.
Benefits:
• Cost reduction by utilizing regional partnership
• Time reduction for instructors of 35% over 2017
• Improve training and fire recruit development outcomes
Poudre Fire Authority: Swift Water 1 and 2 Certification
Description: PFA and Larimer County Dive Rescue Team (LCDRT) have partnered in
hosting swift water 1 and 2 certification classes for the past ten years. In 2018 PFA co-hosted
swift water 1 and 2 with LCDRT. These two classes are open and advertised to other fire
departments as well as other emergency response agencies such as Urban Search and
Rescue and Homeland Security. Class instruction is kept internal using both PFA and LCDRT
instructors. This has created a cooperative approach in sharing resources not only at the
instructor level but also a benefit in response to swift water emergencies for both agencies.
Benefits:
• Efficiencies – Creates the ability to increase PFA students based on effective response
needs in the corridor of the swift water exposure of the Poudre River.
• Cost Savings – Hosting both classes and providing shared internal instructors saves
approximately $1000 per student in tuition and travel cost.
• Cost Savings – Outside agencies that attend offset overtime costs for attendance.
• Cooperative Training – Maintained partnership with LCDRT allows both agencies to
train together, creating standardization in response for swift water emergencies.
Recreation: Department Waste Reduction
Description: Waste reduction by eliminating disposable cups at the Senior Center.
Benefits:
• Supports sustainability efforts.
• Reduced the amount of waste to the landfill.
Page 9 of 25
Streets Department: Street Maintenance Program (SMP) and Other City Departments
Collaboration on Construction Projects
Description: The Street Maintenance Program, Traffic Operations, Engineering, FC Moves,
and Utilities made a substantial effort to collaborate on several construction projects in which
each department had a mutual interest in performing work that maximized City resources.
Examples include the College and Horsetooth intersection, West Mulberry Street bicycle
improvement project, Laporte Avenue & Shields project, and Walnut Street rehabilitation
project.
Benefits:
• By collaborating in all phases of construction, crews on site were able to use materials,
equipment, and labor on various items resulting in significant cost savings.
• Traffic control costs were shared among departments.
• Because projects were looked at holistically, the impact to the traveling public was
minimized, significantly reducing traffic control and project costs.
Streets Department: Fossil Creek Meadows Repaving Collaboration
Description: The Street Maintenance Program partnered with the Fossil Creek Meadows
HOA on the repaving of the streets within their subdivision. Fossil Creek Meadows was
annexed into the City as part of the Southwest Enclave Annexation Phase 3 in 2010. The City
is only required to perform minor maintenance on these streets as they have not been brought
up to City standards. The HOA initially contributed $400,000 towards these repaving efforts. In
the end the project came in under budget and the City refunded the HOA $70,479. This
project proved to be very successful for all parties.
Benefits:
• Much needed major maintenance activities were performed
• Established a base line for future City minor maintenance efforts
• Improved safety within the public right-of-way
Traffic Operations: Roadway Incident Management Partnership with Police Services
Description:
Traffic Operations partnered with Police Services to create a direct link between Police
dispatch and the Traffic Operations Center staff. Notification of crashes is automatically
provided to Traffic Operations to allow for timely adjustments to traffic signals to aid in traffic
movement around incidents.
CSU home football game management was simplified by providing a radio link between Police
command and Traffic Operations eliminating the need for a Police staff person in the
operations center on game days while maintaining the same level of collaboration.
Page 10 of 25
Finally, Traffic Operations and Police Services partnered to identify high crash locations to
target enforcement to better utilize enforcement personnel and have a positive impact on
traffic safety.
Benefits:
• Minimizes impacts to the traveling public related to incidents.
• Reduces personnel costs for game day management.
• Supports traffic safety.
• Further enhances an already good partnership between Traffic and Police staff.
B. PROCESS AND OPERATIONAL IMPROVEMENTS
Community Development & Neighborhood Services: Historic Preservation Process
Improvements
Description: As part of the review of Historic Preservation processes and codes, staff has
implemented multiple improvements identified by the review process related to data tracking
and analysis pf historic preservation programs.
Benefits:
• Improves staff’s ability to produce detailed data on the review program in aggregate
and by category.
• Provides the basis for an improved workplan and assessment of needed resources to
conduct the review programs.
• New technologies ensure streamlining of project resources in alignment with the entire
organization and ensures public engagement opportunities are maximized.
• Identifies duplication and unnecessary complexity, so that processes can be shortened
and made more efficient, prioritizing the needs of the consumer.
Community Development & Neighborhood Services: Adoption of Revised Historic
Preservation Codes
Description:
With the assistance of a sixteen-member citizen committee, City boards and commissions,
community organizations, and stakeholders, in 2017 and 2018 the historic preservation codes
were comprehensively overhauled. Review work completed the 4th
quarter 2018, and the
improved codes were adopted in March of 2019.
Benefits:
• Develops a set of historic preservation codes supported by the community, including
residents, property owners, developers and various stake holders across the City.
• Reflects the latest national standard and practices for the protection of historically
important buildings and structures, while simultaneously promoting compatible
development and growth.
Page 11 of 25
Community Development & Neighborhood Services: Development Review Process
Mapping
Description: Multiple process mapping efforts to identify inefficiencies or potential
improvements for specific components of the development review process, including the
creation of process documentation and educational material for staff.
Benefits:
• Clarification of roles, responsibilities, and standard operations and practices
• Identification of inefficiencies and wasted time
• Rapid mapping and implementation of improvements
Community Development & Neighborhood Services: Updated Submittal Checklists
Description: Creation of new, consolidated submittal checklists for both development and
building permit applications that reflect current code requirements and submittal expectations.
Benefits:
• Clear and accurate communication with customers about submittal requirements
• Improved quality of applications submitted for review
• Reduced time to review and process applications
Community Development & Neighborhood Services: Completeness Review for
Development Applications
Description: Enacted a new two-day completeness review for all initial development
applications. This provides reviewers an opportunity to ensure that the application is complete
and ready for full review.
Benefits:
• Ensure quality submittals that can be processed more quickly and efficiently
• Facilitates communication with applicants about submittal requirements
Economic Health: Construction Tool Kit
Description: Economic Health has convened an inter-disciplinary group to understand how
the City of Fort Collins can be a better advocate for businesses during times of construction
disruption. Additional processes and improvements are still being identified.
Benefits:
• Economic Health is included in upcoming Request for Proposal processes to provide
the voice of the business customer
• Engineering is using the CMCG (Construction Manager/General Contractor) Project
Delivery model for Willow Street to bring in the contractor at an earlier stage so they
are fully involved in the business engagement and mitigation plan
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• Businesses now have a packet of information including resources, case studies and
best practices to reference when faced with construction impacts
• The sign code now includes a leniency that allows signage up for an extended period
for properties adjacent to a construction project
• Construction mitigation is becoming top-of-mind across the organization and creating
more consistencies and collaboration
Engineering Department: City Bridge Program
Description: The City’s Bridge Program went through an internal evaluation procedure (FC
Lean) in 2018 to identify process improvements and efficiencies by eliminating waste.
Benefits:
• All bridges are inspected at a minimum of every 2 years. We streamlined how data is
collected in the field and added to inspection reports. These reports reflect the “health”
of our bridge inventory.
• Improved process for how we communicate the need for load-posted bridges (internal
and external partners).
• More clearly defined roles and responsibilities for team members.
Environmental Services: Obtained grant to purchase new compacting equipment for
Timberline Recycling Center (TRC)
Description: To continue to meet the needs of a growing community the City requested (and
received) a State grant to replace one of the aging cardboard compactors at the Timberline
Recycling Center.
Benefits:
• Saved the City $21,000 in costs for replacement of aged equipment
• Cardboard is a material in great demand by recyclers; in 2018, over 350 tons were
collected at the TRC
• New equipment is less prone to mechanical breakdowns, which causes labor-intensive
backups in cardboard and inconvenience for TRC customers
Environmental Services: Update the A-Z Recycling Web page
Description: The Environmental Services Department revamped the heavily used A-Z
Recycling web page (https://www.fcgov.com/recycling/atoz/) to expand its scope and improve
ease of use. The work was accomplished with the assistance of a Skilled Volunteer (obtained
through the City Volunteer Program) who conducted research and tested functionality.
Benefits:
• The updated Web page allows users to sort by recycling location or search through an
alphabetic list of all recyclable materials
• Over 200 recyclable items are listed, from aerosol cans to yoga mats.
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• Each listed item has a description, picture, and locations for recycling, with link to other
items accepted at the listed location, to encourage recycling multiple items in one trip.
• Paid staff time to update the site was reduced by half and the implementation timeline
decreased by half thanks to a skilled volunteer.
• The skilled volunteer was contemplating next career steps and appreciated the
opportunity to be of service and actively maintaining skills during the career gap time.
Parks Department - Forestry Division: Recorded entire Living Tribute Tree Program
into TreeKeeper
Description: Forestry Staff recorded over forty years’ worth of Living Tribute Tree Program
data into TreeKeeper (Forestry’s Asset Management and Inventory System).
Benefits:
• Immediate access to current and past data for all of staff
• Improved customer service for current and past donors
• Electronic documentation that is linked to our tree inventory
Parks Department - Forestry Division: Safety Improvements
Description: Purchased a Vermeer Hydro-vac unit (potholing machine) to assist with planting
and stump grinding efforts.
Benefits:
• Increased safety for internal and external crews when prepping stumps for removal or
planting sites due to accurate locating of underground utilities
• Decreased contracted costs now that we own the equipment
Parks Department - Forestry Division: Small Tree Pruning Metric accomplished
Description: With the additional crew and equipment added (starting in 2017), Forestry was
able to meet their small tree pruning metric: 20-percent of the inventory for trees 17-inches in
diameter and less (~7300 trees).
Benefits:
• Improving the health and structure of the younger tree population
• First official year in kicking off a five-year pruning rotation for smaller diameter trees
• Increased safety now and into the future by establishing proper tree structure
• Increased customer service by visiting smaller diameter trees more frequently
Page 14 of 25
Parks Department - Golf Division: Irrigation Pump Upgrades
Description: Collindale and Southridge Golf Courses rebuilt and updated their irrigation
pumps.
Benefits:
• Reduction in energy and water due to improved efficacies
• Improves plant health
• Improves play of golf and customer service
Police Department: Administration Division
Description: Completed the Commission on Accreditation for Law Enforcement Agencies
(CALEA) process. Award to be bestowed in May 2019.
Benefits:
• Updated all FCPS policies and standard operating procedures to best-practices and to
within current laws
• Provides structure for performance improvement and excellence
• Establishes on-going accountability program to maintain standards and continually
seek improvements.
Police Department: Patrol Division
Description: Patrol returned to the 4/10 work schedule. Officers now work Sunday –
Wednesday or Wednesday – Sunday; 10 hours per shift. Previously, officers worked a variety
of 12-hour and 8-hour shifts.
Benefits:
• Scheduling and shift coverage became easier to manage due to the consistency in shift
times.
• Overlap times on Wednesdays allowed for the scheduling of Community Impact Days
where officers not assigned to routine patrol focus on community issues.
• Traffic enforcement, sex offender compliance checks, and neighborhood drug
interdiction projects are completed with greater regularity.
Police Department: Information Services Division – Fort Collins 911
Description: In 2018, the center introduced a program to provide primary training to new
radio dispatchers. Traditionally, new hires would obtain their assignment-specific training
through on-the-job learning while at a dispatch console. In August, the first radio academy
began and during that week, new hires learned about the radio system, specific processes
and procedures while gaining exposure to talking over the emergency radio system in the
protected environment of the computer lab. Once the academy is completed, the new
employees move to the traditional console training under live conditions.
Page 15 of 25
Benefits:
• Most new hires are not familiar or comfortable with talking over the radio. The new
radio academy provides necessary training so that those moving to a radio position will
be more prepared for the on-the-job radio console training.
• This may also reduce the time of on-the-job training since some training is being
covered in the academy.
Police Department: Criminal Investigations Division
Description: In 2018, the Criminal Investigations Division developed a Detective Corporal
program which is generally modeled on the Patrol Corporal program (developed and
implemented in 2016). The Detective Corporal program is a preparatory step in supervision
and leadership between line-level detectives and Sergeants. The first Detective Corporal will
be selected and assigned in April/May 2019.
Benefits:
• Ensures a consistent knowledge base within specialized units.
• Allows for greater supervisory succession planning, defined leadership in the absence
of the sergeant, and increased ability for on-the-job mentoring and training.
• Relieves some administrative burdens, allowing both sergeants and corporals more
time in the field to interact with customers (victims, public, officers), and to ensure
adequate supervision over criminal investigations and crime scenes.
• Accomplished with no increase in FTE’s, while realizing significant savings over the
equivalent addition of sergeant positions.
Poudre Fire Authority: Apparatus Committee
Description: The apparatus committee has completed a planning process to better define
the apparatus purchasing process. As the largest annual capital expenditure, this process
improvement will benefit the organization and the citizens for years to come.
Benefits:
• Reduce cost of apparatus purchasing process
• Purchase of appropriate apparatus
Poudre Fire Authority: Fleet Maintenance Supervisor
Description: To improve operations, efficiencies and improve program performance, a
dedicated fleet maintenance supervisor has been hired. This was a replacement of a
traditional mechanic position and is already proving successful.
Benefits:
• Improve data tracking and performance reporting
• Increase fleet service function through procedural changes
• Decrease out of service time for front line apparatus
Page 16 of 25
Poudre Fire Authority: Training Division
Description: A formal planning process for the Training Division to meet the expectations of
PFA’s adopted Strategic Plan has been completed.
Benefits:
• Organize operations towards specific outputs and outcomes
• Improve efficiency of utilizing Training Division Resources
Recreation: Employee On-Boarding Process
Description: Team created on-boarding procedure roadmaps for classified and for part-time
hourly staff.
Benefits:
• Provides specific guide to managers for on-boarding all new staff, and newly promoted
staff.
• Standardizes training and acclimation to unique Recreation business needs.
• Reduces learning curve by promoting mentorship.
Streets Department: Irrigation Audit
Description: A complete irrigation audit was done at the Streets facility. It was determined
that too much water was being used so the sprinkler system was reprogrammed to be more
efficient.
Benefits:
• Significant decrease in amount of water used for landscaping
Streets Department: Zero Waste Events
Description: The Streets Department has gone to all zero-waste events. We purchased
plates, glasses, silverware etc. via Waste Innovation Funds and have used them for all
events.
Benefits:
• Decreased landfill waste for all Streets Department functions
Streets Department: Processing concrete with rebar
Description: We began receiving and processing City produced concrete with rebar at our
Hoffman Mills Crushing Facility.
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Benefits:
• Can further reduce the amount of City produced construction debris sent to the landfill
• Cost savings to the SMP as we do not pay additional costs to our contractors to bring
material containing steel to the landfill
Traffic Operations: Neighborhood Traffic Mitigation Program Process Improvement
Description:
The Neighborhood Traffic Mitigation Program requires a consensus-based neighborhood
effort for implementation of physical traffic calming devices such as speed humps. The
program was refined with changes that included: creating a consistent application timeline,
modifying petition area boundaries, and refining the evaluation and prioritization process for
candidate locations.
Benefits:
• Clearer, more consistent approach to neighborhood requests.
• Data smart approach to prioritizing improvements.
• Better customer experience.
C. TECHNOLOGY AND UPGRADES
Community Development & Neighborhood Services: Historic Preservation Technology
Enhancements and Improvements
Description: Historic preservation staff worked in conjunction with IT staff to develop and
implement an interactive website identifying older and historic buildings in the community and
delivering accurate and timely historic building survey results.
Benefits:
• Information flexibility and functionality.
• Provides accurate, timely data available, enabling better outcomes.
• Information is widely available to residents, property owners, developers, and other City
staff, providing predictability and enabling proactive decision making
• Provides increased oversight and accountability
Community Development & Neighborhood Services: Electronic Development Review
Description: Partial transition to electronic submittal and review for development plans.
Significant reduction in paper plans submitted and routed, with only a single hard copy set of
plans now required at initial review.
Benefits:
• Reduced paper production and waste
• Reduced time and cost for applicants to prepare and submit plans
• Reduced staff time to process and distribute plan sets
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Economic Health: Pilot of Microsoft Dynamics Customer Relationship Management
(CRM) Tool
Description: Integration of Microsoft Dynamics to Outlook allows for efficiencies and
effectiveness in business retention. The pilot program involves the Business Engagement
Action Plan Core Team.
Benefits:
• Readily available information shared across many departments vs cumbersome Excel
spreadsheets/notebooks that can only be accessed based on personnel and
department levels
Engineering Department: City Bridge Program
Description: The Engineering Department recently received a 360-degree camera through
an innovation grant. We will begin using this camera in 2019 on our bridges for future
inspections and replacement projects.
Benefits:
• The camera allows us to have more detailed documentation for hard to reach locations.
• Photos and videos will be used for project reporting (website updates, City Manager’s
Monthly Report, and other public communication).
• Photos will be added to our GIS database.
Information Technology – Open Data Portal
Description: The Open Data Portal allows the City to create a platform by which the
community will have direct access to the City’s extensive data-sets through a variety of
means, devices, and formats.
Benefits:
• The platform increases the City’s transparency
• Data that the City makes available will able to be searched, filtered, visualized and
exported in a variety of different formats, allowing our citizens a much more robust
experience.
• Generates opportunities for collaboration and co-creation with other municipal entities
and the engaged community.
Parks Department - Forestry Division: Purchased two Rock Exotica Dynamometers
Description: Forestry purchased two dynamometers to measure the forces applied to the
tree during climbing and removal operations.
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Benefits:
• Gain a better understanding of how different configurations of ropes and blocks impact
the load on rigging and tie-in points
• Increase safety through understanding how different angles and rope configurations
affect load and failure rates
• Provide real time feedback to staff on how much energy is being exerted on the tree
Parks Department - Golf Division: City Park Nine Irrigation Weather Station Upgrades
Description:
High quality weather station upgrade that improves overall irrigation efficiencies and plant
health.
Benefits:
• Reduces water use by using real-time information
• Improves turf health
• Reduces staff time
Police Department: Administration Division
Description: Purchased and deployed PowerDMS, a software package for maintaining and
updating policy and training documents.
Benefits:
• Allows for immediate policy/procedure updates and “pushes” to employees where
acknowledgements are verified.
• Clearly shows tracked changes and maintains previous versions in archive.
• Accessible at work stations or on mobile devices for immediate review needs or for
community outreach.
Police Department: Patrol, Community and Special Services, and Criminal
Investigations Divisions
Description: FCPS’ Unmanned Aircraft Systems (UAS) Team was utilized for a variety of
missions, including: (14) traffic accident investigations, (9) outdoor crime scene investigations,
(4) high-risk warrant services, (1) search and rescue, and (1) special event operation.
Benefits:
• Increased safety of personnel as officers gained elevated sight lines into scenes.
• Personnel cost savings were realized as officers documented crime scenes and motor
vehicle accidents in less time.
• Roadway closures and business delays were decreased due to the reduction in time
needed to document scenes.
• Significantly improved aerial images of outdoor crime scenes, giving investigators,
prosecutors and jurors a better view and understanding of what occurred
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• Very accurate measurements of all elements of an outdoor crime scene
• Three-dimensional (3D) imaging and presentation of outdoor crime scenes
Police Department: Patrol and Community and Special Services Divisions
Description: The Patrol Division continued implementing Blue Print Technology for eligible
Patrol fleet vehicles. This technology allows the operation of emergency equipment without
idling the vehicle.
Benefits:
• Reduces idle time in Patrol (marked and unmarked) vehicles
• Decrease C02 emissions
• Reduces fuel consumption and cost
• 100% implementation in 2014 and newer vehicles was completed in 2018
Police Department: All Divisions
Description: The Criminal Investigations Division replaced many laptops with tablets.
Benefits:
• Increased the ability of employees to conduct work away from their desk which
supports a nimble, efficient workforce.
• Reduced the number of devices assigned to Division employees. Tablets replaced
laptops and iPads.
Poudre Fire Authority: Software Upgrades
Description: PFA implemented a new web-based version of Telestaff, a new web-based
Records Management System (RMS), and DECCAN software to provide predictive analytics
with regards to system planning and unrealized efficiencies that could be realized through
operational and deployment changes.
Benefits:
• RMS - Improved accuracy and reporting of patient care by using iPads at the incident
• Telestaff - Improved efficiencies with remote access from any mobile computing device
• DECCAN - Provides a predictive modeling system for solutions to the emergency
response system
Poudre Fire Authority: Technical Rescue Certification
Description: The Technical Rescue program is responsible for determining and providing an
effective response force for technical rescue emergencies. To create and maintain an
effective response force, technician level courses are attended by firefighters that meet the
criteria for these trainings. In 2018 PFA hosted a Trench Rescue technician level certification
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class at the PFA Training facility. Hosting this class allowed PFA to share additional student
space in the class with other fire departments across Colorado on a limited basis.
Benefits:
• Time Efficiencies – Certified 14 firefighters to the technician level in Trench Rescue. It
would normally take five to seven years to certify this number of people by sending
them to external training out of town.
• Cost Savings – Hosting this class and opening it to additional fire departments offset
the cost of the class for PFA firefighters by 50% reduction ($500 per firefighter instead
of $1000)
• Created a partnership with neighboring fire departments for cooperative training.
Streets Department: Sweeper
Description: A member of our sweeping team designed, planned and installed a sweeper
blow-out station via waste innovation funds
Benefits:
• Significant decrease in solid waste from the street sweepers entering the wash bay
containment area
• Less wash bay containment solid waste which is treated as hazardous waste and
costly to remove/clean
• Solid waste (comprised of mostly leaves and dirt) is now recycled at the Hoffman Mills
Crusher site as compost
Streets Department: Call-out System
Description: We have implemented an auto call-out system (Call-Em-All).
Benefits:
• This system allows crew chiefs to dispatch large groups of personnel at one time for
snow operations, emergency operations, etc.
Traffic Operations: Adaptive Signals
Description:
Implemented state of the art traffic signal control on two arterial corridors (Harmony and
Timberline). Adaptive signal control modifies intersection signal timing and the time
relationships between signals to minimize stops, fuel consumption and air pollution.
Benefits:
• Improves traffic flow.
• Reduces emissions and fuel consumption.
• May reduce rear end crashes.
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D. CUSTOMER SERVICE
Community Development & Neighborhood Services: Historic Preservation Customer
Service Improvements
Description:
The review of Historic Preservation processes and codes began in 2017 and was complete in
4th
quarter 2018. Multiple customer service improvements identified by the review process
were enacted immediately in 2017 and 2018. Improvements relate to the efficiency of the
demolition/alteration review and development process for applicants and improvements in
information sharing with the public.
Benefits:
• Simplifies codes, promoting clarity, predictability and understanding.
• Streamlines the Development Review process for new construction adjacent to
historically significant buildings.
• Creates a smooth and quick process for applicants who qualify for immediate approval
of permit applications related to properties more than 50 years old.
• Clarifies the process requirements, timeline, and potential outcomes of the review
process for applicants at the beginning of the process.
• Provides interested citizens with more detailed and readily available information about
current applications under review.
Community Development & Neighborhood Services: Administration Services
Description: Implemented the Development Review Center greeter table. The greeter table
was put into place to help alleviate traffic at the permit technician front counter.
Benefits:
• Customers are directed to the correct location they are seeking, i.e. parking, court, etc.
• Admin. staff are often able to help customers with their questions, if they are not
requiring a permit. This could be by getting a staff member from their office or walking
the customer to the correct conference room. This alleviates unnecessary wait times
and ticket pulls.
• Customers can fix themselves a cup of coffee, tea or water.
• The first six months in place saw just over 2,500 customers served at the table.
Municipal Court: Camera Radar/Light Caseload - nCourt Customer Service and Online
Payment Processing
Description:
To continue to provide exceptional customer service, the Court upgraded its technology link
between nCourt and its Camera Radar/Red Light (CRRL) case management system. The
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online payment service is now live and provides real-time case payment information and
processing for this caseload.
Benefits:
• nCourt’s online and telephone payment credit card system is now updated real-time
with the Court’s case management system provided by Redflex. The case and payment
processing are completed by the computer when a customer submits a payment online
or through nCourt by telephone, eliminating the need for a clerk to manually process
these payments. This allows the CRRL clerk to focus on telephone and in-person
customer service as well as payments received through the mail.
• nCourt is Payment Card Industry Data Security Standard Level 1 certified which is the
highest level attainable. This increases customer personal identification security and
reduces the Court’s liability for online and telephone credit card transactions.
Parks Department - Cemetery Division: Digital Lot Card
Description: Completion of digitizing both cemeteries lot cards from filed hard copies.
Benefits:
• Improved customer service and experience
• Minimizes staff and customer time while researching customer information
• Redundancy for critical information
Parks Department: Forestry Division
Description: Created an Emerald Ash Borer Website, Rack Card and attended HOA meeting
to educate and engage the community
Benefits:
• Increased community-wide knowledge around the impacts Emerald Ash Borer will have
on our urban forest
• Providing the community with the resources they need to manage the private property
ash population
Police Department: Administration Division
Description: Participated in Community Trust Stakeholder Group
Benefits:
• Established relationships with immigrant community members which are expanding
monthly.
• Translated requested policies into Spanish and added them to website for better
understanding of police operations and expectations.
• Added Spanish language posts to social media accounts to reach community
members.
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Police Department: Administration and Information Services Divisions
Description: In 2017, the Office of the Deputy Chief launched the Character Counts
program to provide on-going training and guidance to all Agency personnel in various high-
quality character areas.
Benefits:
• Provided inclusivity/anti-discrimination training in mid-2017
• Agency personnel were included in a 4-state ethics video series (9 videos) produced by
the Daniels Fund Ethics Initiative. Training for all agency members began in 2017 and
concluded in 2018
• Videos are being used in the mini-academy for all newly hired officers
• Implicit bias train-the-trainer course to be hosted in September 2019
• Improved accountability to our residents and each other
Police Department: All Divisions
Description: Six employees across the Divisions attended Spanish training in 2018. Those
employees are meeting with the Spanish-speaking and undocumented communities monthly
and set up Agency events such as community cook-outs, cafecitos (coffee with cops) and
events to discuss immigration, traffic stops, mental health, and access to housing.
Benefits:
• Increased ease of reporting and law-enforcement service delivery to our Spanish
speaking Community members.
• Increased access to other city and community resources.
• Trust and good-will are fostered as we engage members of our community in their
neighborhoods.
Poudre Fire Authority: Customer Service
Description: PFA staff is actively administering and proactively updating the Emergency
Medical Services (EMS) contract for ambulance service to ensure a “right-sized” response.
Benefits:
• Improved efficiency of response to emergency incidents
• Reduced cost by ensuring a “right-sized” response to emergency incidents
• Higher quality of service by ensuring the right resources respond to a variety of call
types
Recreation: Department Reduced Fee Program
Description: Revamp of Income-Qualified Reduced Fee Program
Benefits:
• Enabled discounted fees for on-line enrollment in activities.
• Automatic Discounts on programs at time of enrollment.
o No more manual entries by customer service staff, eliminating errors.
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o Eliminates possible perception of customer disparity at the front desk.
• Ability to sign up for unlimited programs.
• Created standard methodology for discounting program fees.
• All programs are inclusive to all participants regardless of income.
Traffic: Construction Toolkit for Businesses
Description:
A cross-functional team was developed to improve customer service to the business
community, specifically establishing more robust communication requirements and tools to
support local businesses impacted by projects in the right-of-way.
Benefits:
• Minimize impacts to businesses related to work zones.
• Improve relationships with local businesses.
• Standardize required elements of communication with businesses.