HomeMy WebLinkAbout2016-063-08/16/2016-ADOPTING THE 2016 CITY OF FORT COLLINS STRATEGIC PLAN RESOLUTION 2016-063
OF THE COUNCIL OF THE CITY OF FORT COLLINS
ADOPTING THE 2016 CITY OF FORT COLLINS STRATEGIC PLAN
WHEREAS, the City of Fort Collins 2016 Strategic Plan (the "2016 Strategic Plan") was
developed after extensive public outreach, including the recently completed Citizen Survey,
discussion and consideration of community needs and priorities; and
WHEREAS, the 2016 Strategic Plan is based on such input from the community, input
from all departments across the City organization, and City Council priorities; and
WHEREAS, development of the 2016 Strategic Plan considered emerging needs and
priorities associated with the City's Long Term Financial Plan, Strategic Risk Assessment and
Capital Improvement Plan; and
WHEREAS the 2016 Strategic Plan is also linked to City Plan, department priorities and
needs to achieve adopted area Master Plans, emerging legislative issues, work force trends, and
other considerations; and
WHEREAS, the 2016 Strategic Plan reflects the City's strategic objectives and priorities
in each of seven Key Outcomes over the next three to five years; and
WHEREAS, at its work session on March 22, 2015, City Council reviewed the 2016
Strategic Plan and provided input, which staff incorporated, and a final version of the 2016
Strategic Plan was provided to Council on May 31, 2016; and
WHEREAS, the 2016 Strategic Plan is the basis of the City's budget and operational plan
for 2017 and 2018 and provides integral input into the City's Budgeting for Outcomes process
currently underway to prepare the City's 2017-18 budget for presentation to City Council; and
WHEREAS, the City Council has determined that it is in the best interests of the citizens
of the City of Fort Collins and to formally adopt the 2016 Strategic Plan.
NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF
FORT COLLINS:
Section 1. That the City Council hereby makes any and all determinations and
findings contained in the recitals set forth above.
Section 2. That the City of Fort Collins 2016 Strategic Plan attached hereto as
Exhibit A is hereby approved and adopted.
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Passed and adopted at a regular meeting of the Council of the City of Fort Collins this
16th day of August, A.D. 20
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City Clerk
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EXHIBIT A
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Letter from the City Manager
It is my pleasure to present the 2016 biennial budget development process ,
City of Fort Collins Strategic Plan . This as well as our daily operations as we
plan is our roadmap to achieve the City 's continually strive to improve the services
vision of providing world -class municipal we provide .
service through operational excellence and
a culture of innovation . It clearly identifies I sincerely appreciate every community
objectives that support the City 's seven key member who provided their time and input
outcome areas : Neighborhood Livability to the process , the Mayor and Council for
and Social Health , Culture and Recreation , their leadership , and City staff for their
Economic Health , Environmental Health , hard work and commitment to Fort Collins .
Safe Community, Transportation , and High
Performing Government . Sincerely,
This plan reflects the priorities and values
of Fort Collins residents , businesses and AJ
community partners as identified through
the Citizen Survey, focus groups and
community engagement efforts . In turn , Darin Atteberry
the plan directly influences the City 's City Manager
CITY OF FORT COLLINS 1
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Contents
I . Introduction 4
II . Summary Matrix of Strategic Objectives 10
1 . ® — Neighborhood Livability & Social Health 14
2 . O — Culture & Recreation 18
3 . ® — Economic Health 22
4 . G — Environmental Health 26
5 . 0 - Safe Community 30
6 . ® — Transportation 34
7 . E) - High Performing Government 38
III . Community Dashboard 40040 42
IV. Strategy Maps Q 50
V. Long-Term Financial Plan 54
Appendix
A. Strategy Maps 58
- Alignment of Performance Measures to Strategic Objectives
B . Strategic Objectives 66
- Linkage Across Outcomes
C . Glossary of Terms 76
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Introduction
The City of Fort Collins is a full -service businesses and visitors is a result of the
municipal organization operating under community 's focus on the environment ,
a home rule , Council - Manager form of enthusiasm for health and the outdoors , a
government . Various national organizations strong educational system , extensive park
and magazines recognize Fort Collins as and open space systems , and a flourishing
one of the best places to live in the nation . Downtown district . At the same time , 19
Sixty miles north of Denver, Fort Collins is percent of the Fort Collins population is
home to Colorado State University (CSU ) , at or below the poverty line and housing
with 32 , 000 students , several large high - is considered expensive . There is also
tech employers , and leading businesses less diversity than the national average
in the brewing industry. The community with only 11 percent of the community
includes 43 natural areas , a variety of identifying themselves as an ethnicity
cultural amenities , and is renowned for other than white .
its bike-friendly, small -town feel . It has
access to outdoor activities and local Fort Collins has experienced rapid growth
cultural amenities . throughout the past 50 years ; from
approximately 25 , 000 residents in 1960
With a median age of 29 and a median to an estimated 161 , 000 today. During
family income of more than $ 76 , 786 that time , the City purposefully established
in 2014 , residents are well educated , a Growth Management Area ( GMA)
engaged in their community and boundary with neighboring communities
passionate about their area amenities . The in order to maintain the local identity and
high quality of life enjoyed by residents , avoid merging communities . Over the past
4 2016 STRATEGIC PLAN
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25 years , the City has acquired open Those expiring taxes were for the
space and conservation easements to Building on Basics Capital Projects 0 . 25
create community separator open spaces percent sales and use tax and the Street
to support that effort . It is estimated Maintenance Program 0 . 25 percent sales
the City will be fully built out within and use tax which passed by 80 . 5 percent
the GMA by 2030 , with approximately and 84 . 5 percent of voters , respectively.
255 , 000 residents . The City is actively working to diversify
revenue , broaden the City 's revenue
The City 's revenue comes from sales and sources , create a more sustainable revenue
use tax , property tax , fees and grants . base and reduce the City 's dependency on
Seventy-three percent of the General Fund Sales Tax .
is supported by sales , use and property
tax . The City weathered the most recent The City provides a full range of services ,
economic slowdown with fairly stable including:
revenues . It has a healthy fund balance
position and limited debt . As a result , the • Police
City received an Aaa credit rating from • Fire Protection through a local Authority
Moody 's Investors Service in 2012 . Voters • Streets , Transportation &
have demonstrated willingness to support Transit infrastructure
critical City services by adding the Keep • Parks , Recreation , Natural Areas &
Fort Collins Great 0 . 85 percent sales and Cultural facilities
use tax in 2010 and renewing two expiring • Planning , Engineering &
taxes in 2015 . Community services
CITY OF FORT COLLINS 5
V ision , Mission & Values
VISION :
To Provide World -Class Municipal
Services through Operational Excellence
VISIONand a Culture of Innovation
MISSION
MISSION :
Exceptional Service for an
Exceptional Community
VALUESVALUES :
Outstanding Service - Innovation &
Creativity - Respect - Integrity - Initiative -
Collaboration & Teamwork - Stewardship
The City of Fort Collins is an organization to receive exceptional service , but also
committed to high -quality public service to have the opportunity to engage with
and is a nationally recognized leader in decision - makers , provide input regarding
the use of leading-edge management the way City resources are allocated , and
practices . As a best practice , the City have access to government information in
focuses on data-driven decision - making , a timely and transparent manner.
long-term effects , and continuous
improvement . In 2005 , the City adopted
the Budgeting for Outcomes ( BFO )
process to improve transparency
and ensure resources are focused on
community priorities .
The City of Fort Collins aspires to provide "
world -class services to the community � W
while cultivating an outstanding
organizational culture for its employees .
In order to achieve this vision , both
internal and external services are data
driven and implemented according to {- ~
organizational values . The City develops
resiliency and sustainability through
organization -wide systems and processes
that ensure consistent employee work
practices and alignment across service
areas . The City places a high value on
citizen input and strives to include them
as fellow problem solvers whenever
possible . Residents can not only expect
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6 2016 STRATEGIC PLAN
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Economic , Environmental
& Social Factors
The City of Fort Collins uses a health and ecosystem protection , and
Sustainability Assessment framework reducing our air emissions and carbon
to evaluate the " triple bottom line " footprint through energy policies ,
implications of municipal decisions , as compact development , greening the built
appropriate . The framework assesses environment , efficient transportation
the economic , environmental and options and waste reduction programs .
social factors of each decision , thereby
increasing awareness and often revealing Social Factors include a high quality,
ways that decisions can mitigate negative safe community with equal access to
impacts and improve overall outcomes . services ; strong , connected neighborhoods ;
This process creates a " healthy tension " and high quality amenities including
and balance to City decisions , ensures one cultural , recreational , open space and
aspect of the triple bottom line does not transportation options . The engagement
dominate the decision - making process and of arts , culture and access to nature is a
reduces impacts when trade-offs key element in creating a welcoming and
are unavoidable . healthy atmosphere .
Economic Factors include the fiscal health Common factors include strong
of the community, diverse job creation , partnerships and commitment to a
talent management and creating an high quality of life . The City embraces
innovative and entrepreneurial atmosphere a wide variety of partnerships (e . g . ,
in which businesses that align with other government agencies , non - profits ,
community values thrive . educational institutions and private
entities) . These partnerships are local ,
Environmental Factors include water, regional , national and international . Strong
land and air stewardship , such as and effective partnerships are important in
watershed and water conservation . achieving our strategic objectives .
Other factors include the Poudre River
CITY OF FORT COLLINS 7
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Guiding Themes & Principles
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The City of Fort Collins continuously Major themes and areas of focus within the
improves seven Key Outcome Areas : Strategic Plan , identified through Citizen
Neighborhood Livability and Social Health , Surveys or as a Council Priority, include :
Culture and Recreation , Economic Health ,
Environmental Health , Safe Community, 1 . Climate Action Planning — Identifying
Transportation and High Performing and implementing initiatives that
Government. achieve the City 's Climate and
Zero Waste goals while maintaining
The City budget is divided among these economic vitality and social health
seven areas , and revenue is allocated to 2 . Vibrancy — Maintaining the City 's
support policies and initiatives that drive " Sense of Place " and the vibrancy of
improvement in outcomes . Each Outcome our Downtown and commercial districts
Area includes several more specific 3 . Housing Affordability — Working with
attributes , referred to as objectives , partners to ensure access for all to
that define different focus areas . While quality housing that is affordable for
each Outcome Area has unique defining them and meets their needs
characteristics , City investment in a single 4 . Traffic & Trains — Finding solutions to
objective regularly impacts more than increasing congestion , improving the
one outcome . The City recognizes that safety and accessibility of pedestrian
Outcome Areas are interdependent and and bicycle modes of transportation ,
interconnected . Appendix B shows the and reducing the impact of train delays
impact each Strategic Objective has across at major intersections
all seven Key Outcomes .
8 2016 STRATEGIC PLAN
Strategic Advantages
& Challenges
In addition to the major themes just described , staff has identified strategic advantages
and challenges . Advantages are those strengths and attributes that will enable the City
to achieve the Strategic Objectives described later in this document . Challenges reflect
those attributes that could impair the City 's ability to achieve the Strategic Objectives .
Each of the challenges described below are reflected in one or more Strategic Objective
so that the challenges will be addressed by staff in future budget proposals .
ADVANTAGES : CHALLENGES :
1 . A supportive and engaged community 1 . Expiring revenue stream
2 . A culture of excellence and of 2 . Attracting , retaining and developing
continuous improvement driven by the high quality employees
City 's Vision , Mission and Values 3 . Balancing competing citizen desires
3 . Engaged and committed employees and changing customer expectations
with a strong focus on customer service 4 . Transitioning from a large town to a
4 . Collaborative local partners , small city, including housing that is
such as Poudre School District , affordable , as well as transportation
CSU , local service providers and and traffic issues
primary employers 5 . Embracing and cultivating diversity
5 . National recognition for the local and inclusivity
quality of life
6 . Municipal ownership of four essential
Utilities — Light & Power, Water,
Wastewater and Stormwater
7 . Strong revenue and City balance sheet ,
and diverse local economy
The Strategic Objectives associated with
each Key Strategic Outcome are described
in the following tables . The Strategic
Objectives are not listed in priority order and
it should not be interpreted that a Strategic
Objective early in the list is a greater priority
than one later in the list . Subsequent
sections of this document provide
bullet details underneath each Strategic
Objective . The bullets are intended to
provide additional context for each 'Strategic I'
Objective in the areas of why it is important - -,.
. . :J6 _
and how it might be accomplished . "= � �• :
CITY OF FORT COLLINS 9
NEIGHBORHOOD 1 . 1 Improve access to a broad range of quality housing
LIVABILITY & that is safe , accessible and affordable .
SOCIAL HEALTH 1 . 2 Leverage and improve collaboration with other
agencies to address homelessness , poverty issues
Provide a high quality built and other high priority human service needs .
environment , support quality, 1 . 3 Promote a more inclusive and equitable community
diverse neighborhoods and foster that embraces and celebrates diversity.
the social health of citizens 1 . 4 Protect and preserve the City's quality of life and
neighborhoods .
• Community Dashboard 1 . 5 Guide development compatible with community
Outcome Metrics expectations through appropriate planning ,
1 . Affordable Housing Inventory annexation , land use , historical preservation and
2. Cumulative Number of Noise Complaints development review processes .
3. Fort Collins' Housing Opportunity Index (HOI)
com pared to western states region H01 1 . 6 Improve neighborhood parking and traffic issues .
L4. Response Time to Graffiti Removal 1 . 7 Maintain and enhance attractive neighborhoods
5. Voluntary Code Compliance through City services , innovative enforcement
techniques and voluntary compliance with City codes
and regulations .
1 . 8 Foster positive and respectful neighbor relationships
and open communication , as well as provide and
support conflict resolution .
,L CULTURE & 2 . 1 Improve the community's sense of place with a
RECREATION high value on natural areas , culture , recreation and
Jtid
park systems .
Provide diverse cultural and 2 . 2 Improve low and moderate income citizen access to ,
recreational amenities and participation in , City programs and facilities .
2 . 3 Promote health and wellness within the community
• Community Dashboard and provide sustainable access to nature . '* „
• Outcome Metrics 2 . 4 Develop effective marketing and pricing strategies
1 . Gardens on Spring Creek and programs that drive value , attendance and
- Total Cumulative Participation cost recovery.
2. Golf Courses 2 . 5 Plan , design and implement improvements to the
- Total Cumulative Participation
3. Lincoln Center citywide trail system .
- Total Cumulative Participation 2 . 6 Develop a clear strategic description of the City's role
4. Museum of Discovery
Total Cumulative Participation in culture and arts while leveraging partnerships with
5. Natural Areas Programs other community organizations .
- Cumulative Participation per Capita
6. Paved Trails
- Cumulative Number of Visits
7. Recreation Programs
Total Cumulative Participation Y
10 2016 STRATEGIC PLAN
ECONOMIC 3 . 1 Improve effectiveness of economic health initiatives
through collaboration with regional partners .
HEALTH 3 . 2 Enhance employment opportunities through business
retention , expansion , incubation and attraction .
Promote a healthy, 3 . 3 Support workforce development and provide community
sustainable economy reflecting amenities that support citizens and employers within
community values the city.
3 . 4 Provide transparent , predictable and efficient
• Community Dashboard processes for citizens and businesses interacting with
• Outcome Metrics the City.
1 . Commercial Vacancy Rates 3 . 5 Foster sustainable infill and redevelopment .
2. Cumulative New Residential 3 . 6 Enhance the economic vitality of our community.
Permit Unit Volume 3 . 7 Sustain high water quality to support the community
3. Electric System Average Interruption
Duration Index (SAIDI) in Minutes and water- dependent businesses .
4. Local Unemployment Rate 3 . 8 Maintain electric utility systems , services , 4
5. Lodging Occupancy Rates infrastructure integrity and stable , competitive rates . '
6. Net Percent Change in Local Jobs i
7. New Commercial Permit Dollar Volume 3 . 9 Encourage the development of reliable , high speed
per Capita internet services throughout the community. y
3 . 10 Identify strategies to reduce train horn noise . ( NEW) J
ENVIRONMENTAL 4 . 1 Achieve Climate Action Plan ( CAP) goals by reducing
HEALTH greenhouse gases ( GHGs ) . -
4 . 2 Protect and provide a high -quality water supply '
' Promote , protect and enhance and implement appropriate conservation efforts and
long-term water storage capability.
a healthy & sustainable 4 . 3 Engage citizens in ways to educate and encourage -
environment behaviors toward more sustainable living practices .
4 . 4 Implement indoor and outdoor air quality
• Community Dashboard
• Outcome Metrics Improvement initiatives .
4 . 5 Work towards long term net zero energy goals within
f 1 . Community
utdoor Air Quality
Ind the community and the City organization using a
2. Outdoor Air Quality Index (AQp
Fine Particulate Matter 2.5 microns (PM 2.5) systems approach .
3. Outdoor Airamndex (AQv - Ozone
Tr
4. Wastewater Treatment Effectiveness Rate (%) 4 . 6 Work towards long term zero waste goals within the
community and the City organization .
4 . 7 Increase the community's preparedness and
resiliency for changes in climate , weather and
resource availability.
4 . 8 Expand , improve , restore and protect wildlife habitat ,
urban forests and the ecosystems of the Poudre River
and other urban ecosystems .
4 . 9 Meet all regulatory requirements while supporting
programs that go beyond compliance .
CITY OF FORT COLLINS 11
' �
+� SAFE 5 . 1 . Improve community involvement , education and
�� COMMUNITY regional partnerships to make our community safer
and stronger.
5 . 2 . Enhance our Police Services capability to foster
Provide a safe place to live , public trust and create a safer community.
work , learn and play 5 . 3 . Partner with Poudre Fire Authority to provide high
quality fire and emergency services .
5 . 4 . Develop and implement emergency preparation
• Community Dashboard and resiliency plans in collaboration with other
• Outcome Metrics regional efforts .
1 . Average quarterly response time of 5 . 5 . Protect life and property with natural and attractive
priority one calls flood mitigation facilities .
2. Drinking Water Compliance Rate (% Days)
3. Number of Injury/Fatal Crashes 5 . 6 . Optimize the use of data and technology to improve
4. Part 1 Crimes per Capita Compared to service and protect mission critical infrastructure .
Cities of Similar Size
5. % of Time Fire Contained to Room of Origin
6. % of Time PFA Fire Personnel are on
Scene Within 5 Minutes 45 Seconds
6 . 1 Improve safety for all modes of travel including
TRANSPORTATION vehicular, pedestrian and bicycle .
6 . 2 Improve traffic flow to benefit both individuals and the
- business community.
Provide for safe & reliable 6 . 3 Identify strategies to reduce motorist delays due to
multi - modal travel to , from , and trains .
throughout the City 6 . 4 Improve transit availability, grow ridership and
address MAX parking concerns .
• Community Dashboard 6 . 5 Fill the gaps for all modes of travel and improve the
• Outcome Metrics current transportation infrastructure while enhancing
the aesthetic environment .
1 . Average Travel Speeds/Times on
Arterial Streets 6 . 6 Develop long-term transportation plans that improve
2. Cumulative Lane Miles of local and regional transportation networks .
Roadway Pavementproved
3. Cumulative Transfort Fixed Route Ridership 6 . 7 Develop plans that address adequate infrastructure
nsfort
4. Transfort Fixed Route Passengers within the northeast area of Fort Collins .
per Revenue Hour
HIGH 7 . 1 Provide world -class services that meet the needs of the
PERFORMING community. ( NEW)
GOVERNMENT 7 . 2 Promote a values- driven organizational culture that
reinforces ethical behavior, exercises transparency and
Deliver an efficient , innovative , maintains the public trust .
transparent , effective and 7 . 3 Improve core Human Resource systems , develop a total
collaborative city government reward system and address workforce planning and
career development .
12 2016 STRATEGIC PLAN
Community Dashboard 7 . 4 Develop and implement initiatives to achieve safety
0 Outcome Metrics goals and continue to focus on employee health
1 . Accuracy of Budgeted Expenses ($ millions) and wellness .
2. Actual Revenue Compared to Budget
($ millions) 7 . 5 Broaden methods of public engagement to reach
3 . Average Response Time of Cases all segments of the community by giving additional
Submitted to Access Fort Collins
4. City Employee Cumulative Turnover Rate consideration to diverse backgrounds , languages
5. City Employee Safety and needs .
- DaysAwayRestrictedorTransferred (DART) 7 . 6 Enhance the use of performance metrics and
Rate YTD
6 . City Employee Safety benchmark data to assess results and program
Total Recordable Injury Rate (TRIR) YTD effectiveness .
7 . 7 Address long-term funding requirements by
diversifying the revenue base and finding new
revenue sources . ( NEW)
7 . 8 Optimize the use of City assets through capital
improvement planning , preventative maintenance
and asset management . ( NEW)
7 . 9 Proactively influence policy and legislative
development at all levels of government regulation .
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CITY OF FORT COLLINS 13
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Neighborhood L 1 va bi li ty
& Social Health
Fort Collins provides a high quality built encourage (where appropriate ) infill and
environment , supports quality, diverse redevelopment and maximize the efficient
neighborhoods , and fosters the social use of public infrastructure . The City
health of citizens . recognizes our existing neighborhoods and
actively seeks to preserve and support their
Fort Collins is a healthy and vibrant vibrancy while continuously improving
community that is currently transitioning communication avenues . As the City
from a large town to a small city with a grows and redevelops , our vision is an
small -town feel . As this transition occurs , overall average increase in density that
our goal is to create a walkable city where fosters efficient land use ; supports a mix
people want to live , work and play. The of housing types integrated with activity
City is committed to creating a desirable centers and diverse businesses ; increases
urban environment that recognizes the the safety and efficiency of public
importance of the form of the environment utilities , streets , facilities and services ;
( e . g . , community architecture , historic and accommodates multiple modes of
preservation and pedestrian -oriented travel ( including vehicle , bus , bike and
environments) and preserving and pedestrian ) . Alternative transportation
protecting neighborhood character while modes and access to key health and
creating a safe , beautiful and friendly human service facilities are a priority.
experience for all residents and visitors .
The aesthetics of urban form , connectivity
Development and growth are focused and nature are used to create an attractive
within the community 's designated Growth design . Land uses are brought together
Management Area to protect natural in a development pattern designed to
resources and the regional landscape , create a pleasant environment for walking
14 2016 STRATEGIC PLAN
and bicycling , as well as automobile and Neighborhood Livability and Social
transit travel . Distinctive , attractive and Health also addresses challenges
functional building and streetscape design , related to leading active lifestyles , and
thoughtfully preserving valuable historic the accessibility of health and human
resources , and incorporating public art are service facilities for all segments of the
key parts of community livability. community while protecting the character
of our neighborhoods . Neighborhood
A wide variety of housing types , including Livability and Social Health is related
single-family, duplexes , townhomes , to human well - being and wellness , and
apartments , mobile homes , and condos/ to opportunities for residents to work
lofts , are offered so that people from all together, to be self-sufficient , and to live ,
income levels may have choices for safe , work and travel within the community.
affordable and quality housing in various It also supports local food production to
neighborhoods throughout the community. improve the availability and accessibility of
Improving walkability and connectivity healthy foods .
across all neighborhoods is also a priority.
Neighborhood Livability and Social Health includes :
• A compact pattern of development within a well -defined community boundary
• Adequate and safe public facilities , services and infrastructure to serve existing
development and new growth
• Interconnected neighborhoods and ways to accommodate multiple means of travel
• Opportunities for redevelopment , revitalization and growth in targeted areas
• Cohesive , distinct , vibrant , safe and attractive neighborhoods
• Vital and appealing transit-oriented activity centers and destinations throughout
the city
• Quality, accessible and affordable housing options for all household types and
income levels
• Preservation and enhancement of historic resources
• Visible and accessible nature in the city with an interconnected system of open lands
• Opportunities to lead active and healthy lifestyles
• Access to healthy, locally grown or produced food
• Addressing the impact of increasing poverty and homelessness
• A welcoming , inclusive community where all residents and visitors feel valued , safe
and connected
• Equal access to City services , amenities , and information for all neighborhoods
Definition & Descriptions
1 . 1 Improve access to a broad range of surveyed for " availability of affordable
quality housing that is safe , accessible quality housing . "
and affordable . The current rental market , with vacancy
In 2013 and 2015 , residents identified rates of less than 3 percent , is making
housing affordability as a high priority it difficult for low- income residents to
during community outreach sessions . live and work within Fort Collins .
In the 2015 Citizen Survey, Fort Collins Focus should be on creating
ranked 15th out of 17 jurisdictions opportunities for ownership and
CITY OF FORT COLLINS 15
access to affordable rental units for diversity in hiring and public outreach
all impacted residents . In addition , to acknowledge , reflect and account for
housing strategies should consider changing community demographics .
the needs of a growing homeless Support and promote collaborative
population . partnerships among community groups
Focus should also include creating a to create education and awareness
broader range of housing options and programs that can help celebrate and
working to improve regulatory and acknowledge differences while bringing
supply issues . people together to maintain a strong
Housing - A Place to Call Home is sense of community.
one of four themes in the Social
Sustainability Strategic Plan that 1 . 4 Protect and preserve the City's quality
addresses opportunities to increase of life and neighborhoods .
affordable ownership and supply of Fort Collins enjoys a unique appeal
affordable rental housing . based on our open spaces , access to
mountains , parks and trail systems ,
1 . 2 Leverage and improve collaboration a high quality school system , and
with other agencies to address our individual identity separate from
homelessness , poverty issues and other neighboring communities .
high - priority human service needs . Fort Collins is perceived as the
Multiple public and private destination of choice in Northern
organizations work to address and Colorado for entertainment and dining ,
improve social , environmental and and is a major shopping destination in
economic issues within the community the region .
and the region . Promote Nature in the City programs
Collaboration and partnering can to enhance green spaces and increase
improve the overall effectiveness of the integration of natural habitat with
programs through the synergy of joint urban spaces .
efforts , eliminating redundancy and Expand , enhance and conserve City
identifying underserved areas . open space lands and the trail network .
Support equal access to services and Maintain the positive and unique
seek to avoid negative impact for all character of the community while
people regardless of age , economic transitioning from a large town to a
status , ability, national origin , race/ small city with careful planning
ethnicity, gender, relationship status , and compromise .
religion or sexual orientation . Enhance Downtown character and lead
appropriate redevelopment of Midtown .
1 . 3 Promote a more inclusive and Focus also on placement of
equitable community that embraces and neighborhoods and their proximity
celebrates diversity. to schools , child care , grocery stores ,
The community and the City recreation opportunities and
organization are growing increasingly public transportation .
more diverse in areas of age , ethnicity
and culture . 1 . 5 Guide development compatible
Support and promote events and with community expectations through
programs that recognize , celebrate appropriate planning, annexation ,
and inform on matters of social and land use , historical preservation and
cultural diversity. development review processes .
Establish methods of communication CSU is growing significantly and plans
that consider barriers such as access to $ 1 . 513 of construction and an expected
technology, language , and literacy. student population of 35 , 000 over the
Support and promote efforts to increase next decade .
16 2016 STRATEGIC PLAN
The character of many neighborhoods enforcement , planners and civic groups
is changing as student housing to improve neighborhood safety, clean
expands , higher density development up litter and graffiti , and prevent
occurs and the desires of a diverse vandalism so neighborhoods are and
population change . feel safe and clean for the enjoyment
Fort Collins ' population is expected to of all .
grow by 50 percent over the next 20 Increase policing in high crime areas ,
years , and the City currently has more pedestrian walkways and parks ,
than $ 213 of significant construction and implement alternative policing
projects in process . strategies , such as neighborhood
Partnerships are needed with CSU to watch groups .
assess impacts and collaboratively
align efforts . 1 . 8 Foster positive and respectful
Improve processes to effectively neighbor relationships and open
manage growth consistent with City communication , as well as provide and
plans and goals while maintaining the support conflict resolution .
quality of development reviews . Build community by supporting
Emphasis should be placed on local events , programs , projects and
preserving the iconic and architectural education opportunities , and exploring
elements of our neighborhoods . public - private partnerships .
Encourage open communication ,
1 . 6 Improve neighborhood parking and community engagement , and the
traffic issues . formation of strong neighborhood
Continue developing and implementing ties though inclusivity, respect and
a neighborhood parking permit program volunteerism .
to provide residents with on -street Provide tools to resolve conflict , repair
parking availability. harm and strengthen relationships .
Decrease non - neighborhood
generated traffic .
Address impact of Transit Oriented
Development (TOD ) on residents and
businesses .
Encourage attractive , pedestrian -
friendly urban design .
Promote transportation choices
to reduce traffic in residential
neighborhoods .
1 . 7 Maintain and enhance attractive
neighborhoods through City services , j ■
innovative enforcement techniques and r
voluntary compliance with City codes - �" ■ .I
and regulations .
Establish proactive , innovative and j t ■ i1 •
effective code enforcement processes . - -
Expand and maintain safe parks and - -
open spaces , and implement Safe "� C
Routes to Everywhere .
Ensure that all neighborhoods have — FL
safe and well - maintained sidewalks so _
all residents can safely walk or bike to
parks , schools and playgrounds . - y -►-^fix = :
Partner with public health , law
CITY OF FORT COLLINS 17
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• Culture &
Recreation
Fort Collins provides diverse cultural and and create opportunities for creativity,
recreational amenities . reflection and leisure . The quality of
our parks , trails , and arts , culture and
Cultural and recreational opportunities are recreation programs and opportunities
elemental to Fort Collins ' sense of place create a sense of pride among residents ,
and help create a desirable community while also drawing visitors and revenue
in which to live and play. Residents into the City.
consistently place a high value on these
programs and services , believing the City In many respects , our parks , trails ,
should continue its strong investment in recreational programs and cultural services
these amenities . The City 's park and trail define , and will continue to define , who
systems are also highly valued and heavily we are as a community. These amenities
used . The planned build -out of the trail have a direct link to Economic Health .
system is a high priority for residents and Environmental Health is also improved
will create further connectivity across Fort through parks and trails providing access
Collins . to nature , including the Poudre River,
and surrounding wildlife habitat . The City
Cultural and recreational facilities values stewardship of these resources .
and programming allow our residents
opportunities to lead enriched and healthy
lives , and support overall community
wellness . Arts and culture are enjoyed by
residents and visitors alike . Similarly,
parks and trails provide beautiful public
spaces that foster physical activity
18 2016 STRATEGIC PLAN
Providing diverse Culture and Recreation amenities includes :
• Ensuring the legacy of Fort Collins ' parks , trails , and cultural and recreational
facilities for future generations
• Providing a wide variety of high quality recreation services and cultural opportunities
• Creating an interconnected regional and local trail network of parks and accessible
recreational facilities
• Continuing a strong focus on exceptional stewardship and ecologically sound and
sustainable operations
Definition & Descriptions
2 . 1 Improve the community's sense of programs and facilities by low and
place with a high value on natural areas , moderate income citizens .
culture , recreation and park systems .
• The City provides multiple high -quality 2 . 3 Promote health and wellness within
and diverse opportunities for culture the community and provide sustainable
and recreation through various trails access to nature ,
and lands , facilities , programs and • Fort Collins enjoys a unique appeal
infrastructure . due to our open spaces , access to
• Place priority on maintaining mountains , parks and trail systems ,
and repairing our infrastructure of high quality school system , and an
parks , recreation centers , trails and individual identity separate from
cultural facilities . neighboring communities .
• Enhance and expand infrastructure • Expand and enhance City open space
to support a growing population and lands and the trail network to increase
demand for services . access to nature . Focus on maintaining
• Provide innovative , creative and the City 's trees .
interactive features in parks and • Promote urban farming , including
cultural and recreational facilities . community gardens , local food
• Improve access to various production and organic farming .
competitive sports needs through
regional partnerships . 2 . 4 Develop effective marketing and
pricing strategies and programs that drive
2 . 2 Improve low and moderate income value , attendance and cost recovery.
citizen access to , and participation in , City • Maintain focus on diverse programs
programs and facilities . and opportunities while evaluating and
• Ensure low income residents who adapting to community desires .
cannot afford public or private • Evaluate program attendance and
alternatives have access to recreation develop marketing programs to achieve
and program opportunities . a high degree of participation in all
• Serve diverse customer needs and programs offered .
ensure convenient and affordable • Continue to improve self-sufficiency
access for all residents . by assessing and adjusting fee
• Develop incentive and support pricing structures based on demand ,
structures that allow participation in alternatives and affordability.
CITY OF FORT COLLINS 19
2 . 5 Plan , design and implement
improvements to the citywide trail system .
• Trails have been identified by residents
as one of the highest priority amenities
provided by the City.
• Explore alternatives that accelerate the
trail system completion , taking into
consideration right-of-way acquisition ,
easements and other public
infrastructure challenges .
2 . 6 Develop a clear strategic description
of the City's role in culture and arts
while leveraging partnerships with other
community organizations .
• Through the Lincoln Center, Gardens
on Spring Creek , Museum of Discovery
and other cultural services , the City
provides programs and services to the
community beyond traditional parks
and recreation centers .
• Continue to grow and expand
cultural amenities and services in a
thoughtful manner.
• Continue to support and promote
the arts and encourage cultural -
development and participation .
1
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20 2016 STRATEGIC PLAN
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CITY OF FORT COLLINS 21
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Economic
Health
Fort Collins promotes a healthy, sustainable The City 's approach to Economic Health
economy reflecting community values . is one of " place- making " ( a decision -
making approach intended to preserve
The City plays a critical role in shaping and enhance a vibrant community by
quality of life , creating a sense of optimizing its economy, environment
place and providing fiscal stability for and social values) . The City develops
the community. Defining " sense of programs that create an atmosphere where
place " requires acknowledging various businesses thrive . Economic development
perspectives from across the spectrum efforts center on established Targeted
of the Fort Collins community. Priorities Industry Clusters including Clean Energy,
for sustaining economic health are : Water Innovation , Bioscience , Technology,
maintaining the City's role as a regional Uniquely Fort Collins , Local Food ,
economic center, continuing collaboration Advanced Manufacturing , and Healthcare .
with CSU and other regional participants , In addition , the City and businesses
and supporting cultural amenities . A prosper when a skilled workforce meets
sustainable economy exists when residents the needs of local employers , and fruitful
can find employment and can afford partnerships are created with other
housing that allows them to live in the economic development organizations .
community ; businesses are able and The Loveland/Fort Collins Airport is an
encouraged to start , remain and expand in important community asset that can
the community ; and everyone can expect enhance the economic activity within the
quality City services and sustainable , community.
attractive infrastructure . Economic Health
depends on a safe community. New opportunities and challenges
exist related to adequate technological
22 2016 STRATEGIC PLAN
infrastructure designed to support service facilities for all segments of the
a knowledge- based economy and community while protecting the character
employment competition . Numerous of our neighborhoods . Neighborhood
prospects are emerging for redevelopment Livability and Social Health is related
and infill . Priorities include efforts to to human well - being and wellness , and
foster entrepreneurship , grow and attract to opportunities for residents to work
primary employers , remain a retirement together, to be self-sufficient , and to live ,
and tourism destination , and support work and travel within the community.
and strengthen existing businesses It also supports local food production to
related to leading active lifestyles , and improve the availability and accessibility of
the accessibility of health and human healthy foods .
A healthy and resilient economy includes :
• Diverse jobs that enable citizens and businesses to thrive
• A reflection of our unique community in a changing world
• Innovative and entrepreneurial atmosphere that builds new and creative industries
• Strong partnership and collaboration with the private sector, educational institutions
and other organizations
• Comprehensive quality infrastructure that supports businesses
• Balance between the built and natural environment
Definition & Descriptions
3 . 1 Improve effectiveness of economic 3 . 2 Enhance employment opportunities
health initiatives through collaboration through business retention , expansion ,
with regional partners . incubation and attraction .
• The region enjoys the efforts of • Evaluate and develop policies ,
multiple organizations working to programs and tools that support
improve economic conditions the City 's Economic Strategy and
including CSU , Rocky Mountain community values .
Innosphere ( RMI ) , Northern Colorado • Develop programs and opportunities
Economic Alliance ( NCEA) and various that support livable wages that
cluster organizations . allow citizens to live and work within
• Develop and implement a unified the community.
strategy to define the roles , overlap , • Retention : Provide services that enable
synergy and approach to improve continued success , such as peer and
workforce training , attraction and partner connections and training support .
retention , technical and vocational • Expansion : Services that support
opportunities , and market the various business expansion , such as real estate
programs and initiatives deployed by identification and training support .
all groups . • Incubation : Encourage the formation
• Collaboration should include regional of new businesses by partnering with
and global partners . organizations , such as Small Business
Development Center and Rocky
Mountain Innosphere .
CITY OF FORT COLLINS 23
• Attraction : Aid businesses considering climate action goals and strategies .
relocation by promoting the benefits • Develop and promote policies and
and assets of the community, and the practices that bridge the tensions
supply identification of real estate inherent with infill development .
and workforce needs consistent with • Preserve and enhance the features of
supported industry clusters and primary Fort Collins that make it unique .
employers ' supply chain needs .
3 . 6 Enhance the economic vitality of
3 . 3 Support workforce development and our community.
provide community amenities that support • Partner with the Downtown
citizens and employers within the city. Development Authority ( DDA) to
• Primary and secondary employers are continue progress .
increasingly challenged to find and • Develop programs and opportunities
attract skilled workers in technical and that focus on Midtown and other
vocational areas of manufacturing and activity centers throughout the city.
healthcare sectors . • Support and enhance the economic
• Support , encourage and develop vitality of business districts in a way
programs and policies that promote that balances the needs of businesses ,
training opportunities . visitors , customers and residents .
• Encourage the development of • Continue to create and maintain a
workforce support services , such as parking system that meets the needs
child care , that enable employees to and expectations of residents , visitors
live and work within the City. and businesses .
• Develop programs and policies • Increase public access to convenient
that foster partnerships with parking for people of all abilities .
regional and state workforce • Provide parking at key locations
development organizations . to maximize effectiveness of
integrated transit , bicycle and
3 . 4 Provide transparent, predictable pedestrian solutions .
and efficient processes for citizens and
businesses interacting with the City. 3 . 7 Sustain high water quality to
• Fort Collins touches businesses from support the community and water-
start to finish . Being efficient , clear dependent businesses .
and transparent with those navigating • Residents appreciate the reliable , high -
our processes helps build stronger quality water for home use , recreation
relationships and enhances our and City services .
reputation as a place to do business . • Protect our high -tech and microbrew
• Maintain and improve systematic industries , which require a high -quality
processes to encourage business and reliable water resource .
retention , expansion and creation . • Maintain and develop initiatives and
programs to protect watersheds and
3 . 5 Foster sustainable infill resources to ensure long-term water
and redevelopment . availability at competitive rates .
• Build -out within the City 's development
boundaries is expected over the next 3 . 8 Maintain electric utility systems ,
20 to 30 years . Growth will be denser services , infrastructure integrity and
and taller than historical norms and stable , competitive rates .
additional infrastructure will be needed • The City 's low energy costs and high
to support remaining open reliability, due to the underground
field development . system , provide an advantage in
• Develop and promote policies and attracting and retaining energy-
practices that are consistent with intensive industries . Maintaining
24 2016 STRATEGIC PLAN
this cost advantage is important to
retaining existing primary employers
within the city.
• Maintain competitive rate structures
for utility customers that are consistent
with environmental goals .
• Design and maintain an electricity
distribution infrastructure to facilitate a
diverse , efficient , economical , reliable , _
clean and secure transition to higher
levels of renewable energy sources .
3 . 9 Encourage the development of
reliable , high speed internet services
throughout the community.
• Develop the capability to provide high -
speed broadband services throughout
the community as they support
economic vitality, quality of life and
governmental operations .
• Develop programs that leverage
connectivity and facilitate Smart _
City goals .
3 . 10 Identify strategies to reduce train
horn noise .
• Businesses and residents in proximity
to the Mason Corridor are negatively
impacted by train horn noise . •
• Work with the Federal Railroad
Administration to identify cost-
effective solutions .
•
I
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CITY OF FORT COLLINS 25
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4DEnvironmental
Health
Fort Collins promotes , protects core part of the Fort Collins identity and
and enhances a healthy and culture . The program has conserved
sustainable environment. 40 , 000 acres since its inception , and
continues to conserve land while providing
For decades , the City of Fort Collins an increased emphasis on stewardship ,
has led the way in innovative and which includes restoring habitat and
sustainable environmental programs , maintaining visitor amenities , such as
such as watershed stewardship , water trails . Ongoing land conservation
conservation , low impact development efforts focus on local and community
stormwater management , and energy separator areas .
policies . Additional examples include
the open lands program , Poudre River With regional and global partners , Fort
restoration , waste reduction programs , air Collins is a leader in implementing
quality and emissions policies , climate policies and programs that engender a
action planning , and green building more economically efficient , successful
standards . The City has set some of the and resilient community, while reducing
most aspirational goals in the country for local climate change impacts . Climate
its Climate Action Plan ( CAP) to reduce change poses an increasingly real and
greenhouse gas emissions , which includes serious threat to the world at large and to
becoming carbon neutral by 2050 . The the quality of life we value in Fort Collins .
community is working to develop individual Fort Collins Utilities play a critical role in
strategies for achieving those goals in such environmental stewardship by protecting
areas as waste reduction , transportation , the watershed and meeting all regulatory
energy use reduction and the green standards , while supporting innovative
built environment . programs that go beyond compliance ,
promoting energy and water conservation ,
The City 's Natural Areas Program is a efficiency and clean electricity sources .
26 2016 STRATEGIC PLAN
A healthy and sustainable environment includes :
• Efforts to meet CAP goals and reduce greenhouse gas emissions
• Healthy watersheds and best practice stormwater management
• A sustainable , high quality water supply
• Conserving resources , including energy and water, and cultivating a healthy ecosystem
• Responsible stewardship of open lands and natural areas
• A comprehensive and connected system of open lands
• Partnerships with local , regional , state and national affiliates to achieve desired goals
and outcomes
• Integrating renewable energy technologies for the electric grid
• Monitoring local and regional air quality and supporting programs that improve air
quality, such as fugitive dust control measures
• Solid waste reduction and diversion
Definition & Descriptions
4 . 1 Achieve Climate Action Plan anticipating additional stress on
(CAP) goals by reducing greenhouse water resources means additional
gases (GHGs) . conservation measures , education and
• Emission reduction strategies to programs are needed .
meet greenhouse gas reduction goals • Implement water quality monitoring
are outlined in the CAP Framework , programs within the urban and lower
including strategies for buildings , watersheds to support long-term
advanced mobility, energy supply and environmental objectives and beneficial
delivery, and waste reduction . uses of local waterways .
• Energy efficiency and conservation is • Support initiatives and programs
the most cost-effective approach to needed to balance water supply and
reduce building- related consumption demand in the face of a changing
and GHG emissions . climate and increasing population ,
• Develop and implement building codes , ensuring it is available long-term and
green building programs and energy during times of drought .
conservation programs that drive
efficiency and conservation , and reduce 4 . 3 Engage citizens in ways to educate
GHG emissions . and encourage behaviors toward more
sustainable living practices .
4 . 2 Protect and provide a high quality • Achieving the goals to reduce
water supply and implement appropriate community GHG emissions by 80
conservation efforts and long-term water percent by 2030 and reach carbon
storage capability. neutrality by 2050 will require
• The watershed acts as a primary water landmark actions and the participation
treatment facility, so monitoring and of the entire community. Households ,
protecting our watershed is critical . businesses and institutions will all be
• Key local industries rely on a high - asked to help achieve these goals by
quality and reliable water resource . making changes to their behaviors ,
• While the City 's water consumption per operations and facilities .
capita has declined by approximately • Locally relevant and understandable
25 percent over the past 10 years , messaging and education about
CITY OF FORT COLLINS 27
environmental issues are needed to 4 . 6 Work towards long term zero waste
engage the community. Make it fun goals within the community and the
and simple . City organization .
• Engage the community to support a • Fort Collins currently diverts about 58
shift in behavior and daily practices . percent of its waste stream , yet the
tons of waste to the landfill continue
4 . 4 Implement indoor and outdoor air to increase .
quality improvement initiatives . • Reflecting the fact that flood -generated
• Fort Collins ' ground - level summertime debris from 2013 was largely taken to
ozone levels continue to be among the Larimer County landfill for disposal , it
highest along the Front Range . Surveys is now estimated that the remaining
indicate 21 -32 percent of Fort Collins life-span is approximately 10 years .
households have a member suffering The estimated landfill replacement cost
from respiratory disease . is projected at $ 80M or more .
• Indoor air quality is typically more than • Initiate programs that address the CAP
70 percent worse than outdoor air, and Framework including qualitative and
70 percent of Fort Collins buildings quantitative strategies that can reduce
have high radon levels . Fort Collins ' carbon footprint through
• Promote strategies , programs and waste reduction , composting , tree
requirements that improve indoor and planting , soil management activities
outdoor air quality, such as the Healthy and promoting local food .
Homes Program .
• Implement fugitive dust control 4 . 7 Increase the community's
programs from increased infill preparedness and resiliency for changes in
redevelopment projects . climate , weather and resource availability.
• Extreme weather events will continue
4 . 5 Work towards long term net zero to impact Fort Collins residents ,
energy goals within the community infrastructure and resources .
and the City organization using a • Support a multi -faceted approach
systems approach . to increase awareness and integrate
• The building sector is the top energy planning efforts necessary to improve
consumer and is the number one the community 's overall response
contributor to greenhouse and resilience .
gas emissions . • Identify and address the public health
• Existing buildings are responsible for and safety concerns , negative economic
more than 80 percent of electricity and impacts and resource constraints that
natural gas use , accounting for two- may be impacted by extreme weather,
thirds of Fort Collins ' GHG emissions , and develop a business continuity plan .
and costing around $ 150M per year to • Integrate additional awareness and
operate . Significant opportunities exist consideration of future climate impacts
through efficiency and conservation into current and strategic City planning .
(the most cost-effective approach ) to • Support programs that include ongoing
reduce impacts . monitoring of climate research and
• Support fundamental shifts away from evolving climate modeling necessary to
coal - based electricity and fossil fuel assist in future course corrections and
use toward renewable energy, which additional strategy identification .
will be needed to meet community
GHG and energy goals .
• Promote and develop education ,
training , regulations and incentives
needed to address and achieve net zero
energy goals .
28 2016 STRATEGIC PLAN
4 . 8 Expand , improve , restore and protect
wildlife habitat , urban forests and the
ecosystems of the Poudre River and other
urban ecosystems .
• The Poudre River has multiple and ,
at times , competing demands from
various users . It is also a natural
amenity and ecosystem to be carefully
nurtured and maintained .
• Create partnerships with local , regional
and national organizations that focus
on local and regional investments for ,
the maintenance and Improvement of
stream and river health .
• Promote the Nature in the City project ,
including a comprehensive biodiversity
goal , which ensures as our community
grows to its build -out population all ,
residents have access to high -quality,
natural spaces close to where they live _
and work .
4 . 9 Meet all regulatory requirements
while supporting programs that go
beyond compliance . Y-a
• The Colorado Department of Health is G
renewing the effluent discharge permits
of the City 's two wastewater facilities . !
More stringent regulations for nutrients ,
metals , temperature and ammonia are
anticipated . It is also anticipated that �+
more stringent state regulations will be
implemented in the next few years .
• Wastewater infrastructure
improvements are required to meet
stringent regulatory and permit ILLL
thresholds , which present a direct'
challenge in the face of GHG LV
reduction goals .
• Manage , maintain and improve the
City 's water and wastewater assets ,
including treatment facilities and the _
distribution and collection system .
CITY OF FORT COLLINS 29
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Safe
throughCommunity
Fort Collins provides a safe place to live , infrastructure design , building
regulationswork, learn and play. • inspections is essential to
ensuring a safe community.
The City of • Collins • be a safe
and healthy place to live , work , learn and Key components of community education
play. Safety and security are important include prevention and preparedness ,
aspects of a sustainable community as regulations and infrastructure investment .
they help shape the appeal , viability, The City 's Emergency Management system
productivity and economic stability. and many regional , state and federal
The use of technology to improve partners work to minimize and effectively
investigative techniques and respond to emergency situations .
communication is i
Ensuring that FortCollins , safe
community is addressed by many
services and programs provided by the
City • its partners . Residents often
identifye • iate actions fromPolice
Services • Poudre Fire Authority
as key contributors to their sense of
However, definition of
communitybroader than emergency
responsiveness . • extends to the Citys s
stormwater systems that are founded on
best management practices and • •
�i
planning . • • A
30 2016 STRATEGIC PLAN
A safe and healthy community includes :
• A safe , non -threatening city in which to live , work , learn , and play
• Proactive and skilled police and fire services
• Safe , reliable and best practice floodplain management
• An active emergency management system focused on prevention , preparedness and
recovery with key partnerships in place to effectively respond to emergency situations
Definition & Descriptions
5 . 1 . Improve community involvement, practices consistent with the needs and
education and regional partnerships to issues within the community.
make our community safer and stronger. • Provide facilities , equipment ,
• Local and regional coordination is technology and training capabilities to
essential to a safe community so enable a high quality police force .
that all emergency response teams • Develop more diversified police
are aligned . operations that support neighborhood
• Offers should maximize the resources policing and engage citizens in
of local , regional and federal agencies new ways that promote trust and
to address safety issues . community connectivity.
• Partnerships should continue to
support key enforcement and education 5 . 3 . Partner with Poudre Fire Authority to
programs , such as animal control , provide high -quality fire and emergency
mental health , substance abuse , services .
detoxification , victim assistance , youth • When a fire breaks out , the goal is to
programs , bike safety, county jail and contain it within the room of origin . To
programs to reduce repeat crimes . enhance public safety, the goal is to
• Efforts to foster public- private increase containment in the room of
partnerships to address community origin to 80 percent .
safety and programs that build • Development review services ensure
community pride and involvement that new construction , redevelopment ,
should be continued . and building activity are consistent with
• The City could optimize and leverage the International Fire Code .
volunteers as cost-effective staff
resources and public advocates . 5 . 4 . Develop and implement emergency
preparation and resiliency plans in
5 . 2 . Enhance our Police Services collaboration with other regional efforts .
capability to foster public trust and create • Additional training and role clarity is
a safer community. needed regarding Citywide emergency
• As the community reaches full build - response and recovery plans for
out and a population of approximately all hazards as defined in the City 's
255 , 000 , the type and volume of Emergency Management Plan .
crimes and community support will • Representatives of each involved
change , requiring additional police department need to develop the
resources and skill levels . appropriate documentation and
• While keeping current with innovative understanding of how to respond to
and best practices , Police Services will an emergency.
focus on training staff in methods and • A method needs to be established to
CITY OF FORT COLLINS 31
keep department knowledge current I
and accurate through periodic review
and drills .
• Prioritizing employee training
opportunities and regular certification
audits will ensure the workforce is
prepared to respond to emergencies at
any time .
5 . 5 . Protect life and property with natural
and attractive flood mitigation facilities .
• Stormwater master plans exist for all
basins within Fort Collins ; however,
many of these plans are outdated .
• Funding alternatives should be
identified to implement necessary
regional improvements .
• As infill and redevelopment occurs ,
continue to integrate stormwater
facilities with other Citywide goals 1 ,
( e . g . , Nature in the City, recreational '
opportunities , etc . ) .
5 . 6 . Optimize the use of data and
technology to improve service and protect
mission critical infrastructure . _
• Deploy computers and mobile devices r •
to improve the effectiveness and � .
efficiency of various services across the `
City, particularly in public safety.
• Balance cost with real , tangible
benefits to the organization
and community.
• Use technology to monitor, protect
and provide cyber security for mission - •� �, �' . .
critical infrastructure , such as water
treatment facilities , the electrical
grid , etc .
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32 2016 STRATEGIC PLAN
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Transportation
Fort Collins provides safe and reliable Strategic Operating Plan is a priority.
multi -modal travel to , from and throughout Technology will be leveraged to provide
the City. innovative sources of information
concerning traffic , congestion and
Transportation planning uses data and transit options . Transportation operations
analysis to develop and maintain safe and concentrate on reducing congestion ,
reliable multi - modal travel . It addresses improving air quality and improving
gaps within the transportation network safety for all modes of travel . Mitigation
and promotes walkability throughout strategies to address the impacts of freight
the community. Priority will be given to rail lines that run through the community
managing and , where possible , reducing could decrease delays and enhance
congestion through physical infrastructure public safety.
improvements and demand reduction . The
City 's existing infrastructure will be highly
functioning and well maintained .
Reshaping streets to encourage safer
speeds and promote a mix of modes
(walking , bicycling and transit) is a priority. r
Street design that blends transportation , _
social and environmental amenities and
provides a variety of benefits will create a
sense of place and quality.
A transit system that is efficient ,
productive and aligns with the Transfort
34 2016 STRATEGIC PLAN
A connected community includes :
• Land use and transportation that is fully integrated , both locally and regionally,
to create an affordable , accessible , low energy, low impact and efficient
transportation system
• Multiple modes of safe , affordable , easy and convenient travel
• A transportation system that provides safe , reliable , convenient and effective
vehicular mobility and access
• Travel infrastructure that is high quality and recognized as world class by residents ,
visitors and peers
• Capacity and systems for good traffic flow and minimal congestion
• People who are aware of the impact their travel choices have on the transportation
system , the environment and the community
• Infrastructure and technology to address and mitigate the impact of train delays
Definition & Descriptions
6 . 1 Improve safety for all modes of travel 6 . 4 Improve transit availability,
including vehicular, pedestrian grow ridership and address MAX
and bicycle . parking concerns .
• Increase community awareness • Residents identified transportation
and concern regarding bicycle and and enhanced transit as high priorities
vehicle collisions with the increase in during community outreach
population and bicycle riders . sessions and in the 2013 and 2015
• Appropriate programs , policies , Citizen Surveys .
infrastructure improvements ( e . g . , • A fully functioning transit system
intersection design ) and educational requires a level of service that allows
resources are needed to reduce traffic the rider to move throughout the city in
accidents and bike/vehicle accidents . a timely manner and works seamlessly
with other modes of travel .
6 . 2 Improve traffic flow to benefit both • Service levels will focus on areas
individuals and the business community. of greatest ridership demand and
• Leverage intelligent technology to productivity, in accordance with
maximize system capacity the transit policies of the Transfort
and efficiency. Strategic Operating Plan and
• Increase system efficiency and Transportation Master Plan , and should
safety, while focusing on be available at times that support the
infrastructure deficiencies . work and leisure needs of riders .
• Continue developing a high -quality and
efficient transportation infrastructure . 6 . 5 Fill the gaps for all modes of travel
and improve the current transportation
6 . 3 Identify strategies to reduce motorist infrastructure while enhancing the
delays due to trains . aesthetic environment .
• Work with railways to reduce delays • Street maintenance and the
associated with freight- rail lines . infrastructure of intersections and
• Develop systems and applications that pedestrian ways are a high priority for
provide citizens information that helps the Fort Collins community.
reduce delays . • The City has a significant number of
CITY OF FORT COLLINS 35
bridges , culverts and irrigation ditch efficient build -out of this portion of
crossings that are old and in need of Fort Collins .
repair and rebuilding . • The lack of transportation and utility
• Quality infrastructure continues to be a infrastructure limits opportunities
focus , including safe , well -functioning , for affordable housing and business
high quality streets , bikeways , development that would meet the same
sidewalks and trails . quality and standards as the rest of
• City transportation systems are the community.
designed to provide accessibility to • It should have character, incorporate
employment , education and health care sound land use planning and be
by offering a variety of effective and developed with the vision articulated in
efficient transportation choices beyond existing adopted plans .
automobile use .
6 . 6 Develop long-term transportation
plans that improve local and regional
transportation networks .
• Update the 2011 Transportation
Master Plan to reflect critical changes ,
emerging trends (e . g . , unmanned
vehicles) and opportunities , including
social impacts and accessibility, as
well as transportation 's role in reducing
GHG emissions .
• Maximize linkage between on -street
and trail bicycle and pedestrian
connections , including key grade- .
separated crossings .
• Continue exploring and addressing - '► _
whole-system mobility issues , impacts ,
opportunities and partnerships
including railroad -traffic conflicts
and horn noise , and regional airport
connectivity and accessibility.
• Focus efforts on improving the I - 25
corridor through collaboration with
regional and state partners .
6 . 7 Develop plans that address adequate
infrastructure within the northeast area of
Fort Collins .
• The northeast quadrant of Fort Collins ,
consisting of areas surrounding East
Mulberry Street , extending north to
Douglas Road and west to College
Avenue , is the last major quadrant of
the City 's Growth Management Area
that remains largely undeveloped .
• Working with regional partners and
collaborating with the private sector
will be essential to ensuring the most
36 2016 STRATEGIC PLAN
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_ - City of
Fort Collians
�, • High Performing
Government
Fort Collins exemplifies an efficient , with adjacent municipalities , CSU , school
innovative , transparent , effective and districts , Larimer County, special districts
collaborative city government, and local organizations . The City trusts
and utilizes the many experts within the
A high - performing government delivers community.
services desired by the community through
sound financial management , transparent Core processes of leadership , strategic
and collaborative decision - making , various planning , budgeting , organizational
communication methods , and efficient development and human resources
and effective project management . To are aligned to develop an organization
achieve this , the City employs high caliber that listens to and engages the public ,
employees , retains its workforce through continuously delivers high quality services
development and growth opportunities , to the community, facilitates high
and promotes intelligent risk-taking to performance and generates trust in and
address increasingly complex challenges . transparency of City business .
The City 's mission , vision and values are A systems approach is applied to
reinforced at every level of the organization creatively, thoughtfully and analytically
and guide its culture . Exceptional use economic , environmental and social
customer service that is responsive to lenses to meet present needs and plan
the needs of residents and businesses is for the future . The City is committed to
crucial in every interaction between the continually improving using the Plan , Do ,
City and all members of the community. Check , Act ( PDCA) methodology. Data from
The City values community engagement surveys , performance metrics , operations ,
and involvement in the planning events and face-to-face interactions is key
and decision - making process . It also to decision - making and pursuing strategic
coordinates and works to solve problems opportunities for improvement . City
38 2016 STRATEGIC PLAN
0
revenues and expenditures are prioritized residents derive more satisfaction
and balanced with community values , from open involvement and achieve
challenges and opportunities . more results with greater benefit to the
community as a whole . Participating
Citizen involvement and a representative communities demonstrate greater
government are cornerstones of a high acceptance and inclusion of people from
performing community. Research shows different backgrounds , and no form of
that communities with actively involved discrimination is tolerated .
A high performing government includes :
• Effective and efficient local governance where all community voices are valued
• Fiscal sustainability and transparency
• A collaborative and community- based approach to problem solving
• Core processes that are consistently used across the organization
• A high quality workforce that strives for continuous improvement in all areas
• A systems approach , driven by data , to effectively solve problems , creatively pursue
opportunities for improvement and develop innovative solutions
• Promoting a values-driven organizational culture that reinforces ethical behavior,
exercises transparency and maintains the public trust
• Attracting and retaining the best and brightest workforce
• Citywide strategies and standards for inclusive civic engagement
Definition & Descriptions
7 . 1 Provide world -class services that 7 . 2 Promote a values-driven
meet the needs of the community. organizational culture that reinforces
• Improve organizational capability ethical behavior, exercises transparency
and effectiveness through and maintains the public trust.
professional development , leadership , • The organization places a strong value
change management , strategic on maintaining the public trust and has
thinking , business acumen and articulated high expectations regarding
staff engagement . ethical behavior.
• Implement leading-edge • An organization -wide ethics program
continuous improvement practices will clarify expectations regarding
that increase productivity, specific behaviors , further embed the
effectiveness , customer service and organization 's core values into the
citizen satisfaction . culture , and reinforce accountability.
• Optimize the use of technology to
drive efficiency and transparency to 7 . 3 Improve core Human Resource
improve services . systems , develop a total reward system
• Implement systems and processes and address workforce planning and career
that improve services and citizen development .
satisfaction , and that enable the City to • Compensation programs , position
achieve Baldrige recognition within the definitions , organizational structure
next five years . and performance management systems
all play a significant role in employee
CITY OF FORT COLLINS 39
morale and the organizational culture . • The City actively pursues methods of
• Improvements in these systems can reaching traditionally hard -to- reach
and will drive improvement in the and/or under-served populations , and
organizational capability to deliver has also expanded the use of social
the outcomes and services of the City media and technology.
Strategic Plan . • These efforts supplement more
• Key systems and processes on which traditional outreach to boards and
to focus include career architecture , commissions , the business community,
compensation analysis , performance the environmental community and
management and career development general residents , which will continue .
for potential future leaders . • Utilize community engagement as a
platform for co-creation of innovative
7 . 4 Develop and implement initiatives to solutions and improvements to
achieve safety goals and continue to focus community needs .
on employee health and wellness . • Support the development of youth
• The City 's safety culture is one of leadership programs that provide
prevention . Integral to that is open access to opportunities for youth to
communication ; building relationships , engage in community activities that
safety 24/7 , coaching each other, develop future community leaders .
speaking up/pausing work when a
safety concern has been identified , 7 . 6 Enhance the use of performance
safety storytelling , recognition , metrics and benchmark data to assess
design principles and collaborative results and program effectiveness .
partnerships with City Wellness . • Significant progress has been made in
• The City 's Total Recordable Injury defining appropriate metrics to track
Rate (TRIR ) and Days Away Restricted progress and success in achieving the
or Transferred ( DART) case rates City 's Strategic Outcomes , objectives
historically have been higher than and departmental goals .
the average for municipal and private • A data warehouse has been developed
organizations ( according to data to house all metric information and
from the Bureau of Labor Statistics) . provide easy reporting to various
Implementing this three-year plan will audiences .
improve that performance and result • Additional work is needed to sort
in the City of Fort Collins being through existing metrics and to ensure
the benchmark for other local the right metrics are in place . Leaders
government agencies . may review and act on the information
• The City continues to invest in and provided by the metrics .
drive improvements in establishing and
maintaining a healthy workforce . 7 . 7 Address long-term funding
requirements by diversifying the revenue
7 . 5 Broaden methods of public base and finding new revenue sources .
engagement to reach all segments of • Identifying alternate revenue sources ,
the community by giving additional as well as renewing all or a portion of
consideration to diverse backgrounds , the current KFCG tax rate , is critical
languages and needs . to the delivery of community services
• The City's Public Engagement and programs .
Strategic Plan focuses on fostering • Various areas across the City lack
an engaged citizenry, equipping funding for new, enhanced and
staff to successfully lead public replacement capital investments ,
engagement projects , and ensuring including Golf , Parks , grade-separated
accountability and excellence in crossings , etc . New revenue sources
community engagement . should be identified to support
40 2016 STRATEGIC PLAN
infrastructure investment across
the community.
7 . 8 Optimize the use of City assets
through capital improvement planning,
preventative maintenance and asset
management .
• As City assets age , renewal and
replacement will become more critical
to maintaining the City 's character
and appeal .
• Develop tools and systems that support
capacity planning and capital asset
needs , monitor asset life and condition ,
and schedule repairs ( based on optimal
asset lifecycle cost estimates) .
• An integrated , Citywide view of
asset condition and maintenance
requirements is needed to ensure
capital improvement coordination
across the City and optimal -
maintenance of existing assets .
7 . 9 Proactively influence policy and
legislative development at all levels of
government regulation .
• The City plays a critical role in •.. s. - �:
influencing local , state and federal
policy that impacts our ability to
achieve Key Outcomes .
• Through the legislative policy agenda
and participation in legislative and
regulatory stakeholder groups , the
City proactively, rather than reactively,
influences policy outcomes .
-
. .
CITY OF FORT COLLINS 41
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Performance Metrics
9 Community Dashboard
The City of Fort Collins is committed to track at a high level the City 's progress
• ' • • • Y • driven organization . • in achieving the desired Outcome .
quantifiable data and analysis , the City measure on the dashboard is measured
tracks Y • measuresachieving against • target .
Outcomesthe Key Y • StrategicObjectives
defined in this plan . This includes The Community Dashboard is updated
identifying appropriate metrics related to quarterly and can be found online at
both Key Outcome Areas and Strategic fcgov. com/dashboard .
Objectives , establishing appropriate
targets for each of these metrics , tracking
the actual performance of each metric
over • regularlyreviewing Y •
discussing the • ' •
Historically, the City uses operational and
performanceRecent focuson
tying metrics to specificOutcomes • •
Objectives began in 2013 . Staff , working
with City Council , developed a Community
Dashboard where each
of the seven Outcome
Areashas four to seven
performanceY
42 2016
Community Dashboard as of Q4 2015 : Snapshot: Feb 19, 2016
NEIGHBORHOOD LIVABILITY & SOCIAL HEALTH
Provide a high quality built environment, support quality, I ,
diverse neighborhoods and foster the social health of citizens
• CULTURE & RECREATION
Provide diverse cultural and recreational amenities I
ECONOMIC HEALTH
Promote a healthy, sustainable economy reflecting I
community values
ENVIRONMENTAL HEALTH
Promote , protect and enhance a healthy & I
sustainable environment
♦�� SAFE COMMUNITY
Provide a safe place to live, work, learn and play I
TRANSPORTATION
Provide for safe & reliable multi - modal travel to , from , and I
throughout the city
HIGH PERFORMING GOVERNMENT
Deliver an efficient , innovative , transparent , effective and I
collaborative city government
CITY OF FORT COLLINS 43
0 NEIGHBORHOOD LIVABILITY & SOCIAL HEALTH PERFORMANCE METRICS
Measu re/Expla nation Actual Target Results
Affordable Housing Inventory 3 , 136 3 , 137 Q4 2015
Affordable housing units house the City's lowest wage earners and are important to the sustainability of our
community. Through policy and funding, the City would like to at least maintain and preferably increase
the number of units available to consumers requiring this type of housing. Low income housing in Fort
Collins is for people who earn 80% or less Area Median Income.
Cumulative Number of Noise Complaints 536 509 Q4 2015
This measures the number of noise complaints in a hot-spot area determined by the previous calendar
year. The area is defined from Prospect Rd ./Taft Hill Rd . northeast to Mulberry St./Shields St.
Fort Collins ' H01 compared to western states region H01 76 . 00% 66 . 00% 7 Q4 2015
The Housing Opportunity Index ( HOI ) is defined as the share of homes sold in an area that would have
been affordable to a family earning the local median income . The target is to be in the top third (66% or
better) for the Western region of the United States .
Response Time to Graffiti Removal 1 . 20 2 . 00 Q4 2015
This indicator measures the amount of time to respond to and abate both reported and unreported graffiti
in the City. The goal is to have graffiti properly abated within two business days .
Voluntary Code Compliance 87 . 00% 90 . 00% Q4 2015
This metric tracks the percentage of voluntary compliance with nuisance code violations issued by the City
of Fort Collins . Voluntary compliance is defined as violations corrected by the property owner or tenant.
0 CULTURE & RECREATION PERFORMANCE METRICS
Measure/Explanafio , Actual Target Results
Gardens on Spring Creek — Total Cumulative Participation 657395 72 , 770 Q4 2015
The total number of particpants at the Gardens on Spring Creek .
Golf Courses — Total Cumulative Participation 827436 81 , 820 Q4 2015
The total number of particpants at all three City of Fort Collins Golf Courses .
Lincoln Center — Total Cumulative Participation 141 , 168 1407000 Q4 2015
The total number visits and participation at the Lincoln Center.
44 2016 STRATEGIC PLAN
Museum of Discovery — Total Cumulative Participation 1441009J130, 000 Q4
i
The total number visits and participation at the Museum of Discovery.
Natural Areas Programs — Cumulative Participation 11 . 35 % 8 . 00 % Q4 2015
per Capita
The participants per capita attending Natural Areas programs.
Paved Trails - Cumulative Number of Visits 270387311 177167272 Q4 2015
The total number of people accessing and utilizing the City's paved trails system .
Recreation Programs - Total Cumulative Participation 1 , 574 , 500 1 , 633 , 676 Q4 2015
The total number of particpants in Recreation programs, events and facility visits.
® ECONOMIC HEALTH PERFORMANCE METRICS
ResultsMeasure/Expla nation Actual Target
Commercial Vacancy Rates 7 . 50% 5 . 00% Q4 2015
Percentage of vacant , leasable commercial space within the city. This is divided into three categories:
Industrial , Office, and Retail . The category with the worst vacancy rate is displayed and that is the value
compared to our target .
Cumulative New Residential Permit Unit Volume 976 1 , 250 774 2015 7
Any new residential unit must obtain a building permit from the City. This metric reports the number of
units for which permits were obtained each quarter.
Electric System Average Interruption Duration Index 20 : 60 22 : 05 Q4 2015
(SAIDI ) in Minutes
The electric distribution System Average Interruption Duration Index (SAIDI ) is a description of the length
of time all customers would have been out of power if the total number of hours out of service in a year's
time were to be shared , and it is typically measured in minutes. The number of outages as well as the time
between the start of an outage and the restoration of electric service have a bearing on this number.
Local Unemployment Rate 2 . 70% 5 . 00% Q4 2015
Local unemployment rate is the percentage of the total labor force that is unemployed but actively seeking
employment and willing to work. This includes persons actively looking for work in the prior 4 weeks by
contacting an employer directly, having a job interview, sending out resumes or filling out applications.
Lodging Occupancy Rates 59 . 90% 54 . 00% Q4 2015
The lodging occupancy rate measures the number of hotel rooms occupied compared to the total number
of hotel rooms available. This metric measures the net change from the previous year for the reporting
time period .
CITY OF FORT COLLINS 45
Net Percent Change in Local Jobs 2 . 16% 2 . 000/0 Q4 2015
Job change measures the number of new jobs available in an economy. The net job change accounts for
layoffs as well as new positions; a healthy economy will have a given number of new jobs created each
month/quarter despite some layoff activity.
New Commercial Permit Dollar Volume per Capita $551 . 36 $450 . 00 7 Q4 2015
This metric provides an understanding of the value of new commercial construction in the City. The
total value of permits is divided by the current population to generate a value more easily compared to
other communities.
GENVIRONMENTAL HEALTH PERFORMANCE METRICS
ResultsMeasu re/Expla nation Actual Target
Community Energy Use - 11 . 60% - 10 . 00% Q4 2015
Percent change in electricity use ( kilowatt hours or kWh ) per capita compared to 2005 ( baseline year) . The
metric is evaluated quarterly, and is one measure of the community's energy efficiency.
Outdoor Air Quality Index (AQI ) 88 . 00% 95. 00% Q4 2015
- Fine Particulate Matter 2 . 5 microns (PM 2 . 5)
The metric is a measure of the number of 'good ' air quality days (as defined by EPA's Air Quality Index
- AQI ) in a quarter based on fine particulate matter air monitoring data from Fort Collins. The AQI is
calculated by EPA as a measure of local air quality and its effect on human health . The higher the
AQI value , the greater the level of air pollution and the greater the health concern . ' Good ' air quality
corresponds to an AQI of 50 or less (on a scale of 0-500) and poses little or no risk of adverse health
effects . A fine particulate matter target of 95% 'Good ' days in a quarter was selected to evaluate local air
quality conditions .
Outdoor Air Quality Index (AQI ) - Ozone 67 . 00% 75. 00% Q4 2015
The metric is a measure of the number of 'good ' air quality days (as defined by EPA's Air Quality Index -
AQI ) in a quarter based on ozone air monitoring data from Fort Collins. The AQI is calculated by EPA as a
measure of local air quality and its effect on human health . The higher the AQI value , the greater the level
of air pollution and the greater the health concern . ' Good ' air quality corresponds to an AQI of 50 or less
(on a scale of 0-500) and poses little or no risk of adverse health effects. An ozone target of 75% 'Good '
days in a quarter was selected to evaluate local air quality conditions.
Wastewater Treatment Effectiveness Rate (% ) 100% 100% Q4 2015
The utility's compliance with the effluent quality standards in effect for the Water Reclamation and
Biosolids Facilities . The indicator is expressed as the percent of time each year that an individual
wastewater treatment facility is in full compliance with applicable effluent quality requirements.
46 2016 STRATEGIC PLAN
• • •
SAFE COMMUNITY PERFORMANCE METRICS
Measu re/Expla nation Actual Target Results
Average Quarterly Response Time of Priority One Calls 6 . 19 5 . 00 Q4 2015
Median average time is the time it takes for an officer to respond (from the time the call is received to
when the officer arrives) to an emergency call , one that is an immediate threat to life, a felony-in-progress
call , or a call where a weapon is being used .
Drinking Water Compliance Rate ( % Days ) 100% 100% Q4 2015
Fort Collins Utilities compliance with the drinking water quality standards in effect for the Water Treatment
Facility. The indicator is expressed as the percent of time each year that an individual water treatment
facility is in full compliance with applicable drinking water quality requirements.
Number of Injury/Fatal Crashes 50 70 Q4 2015
Injury/Fatal crashes is the number of reported public street crashes involving motor vehicles, bicyclists or
pedestrians where someone was injured or killed .
Part 1 Crimes per Capita Compared to Cities of Similar Size 59 . 00% 75 , 00% Q4 2015
Part 1 crimes are defined by the FBI as : Aggravated Assault , Arson , Auto Theft, Burglary, Homicide , Rape ,
Robbery, and Theft .
Percent of Time Fire Contained to Room of Origin 68 . 18% 80 . 00% Q4 2015
This measure relates to the ability of on-scene firefighters and building sprinklers to prevent fire flashover
and the spread of a structure fire .
Percent of Time PFA Fire Personnel are on Scene 87 . 00% 90 . 00% Q4 2015
Within 5 Minutes 45 Seconds
Fire response time measures the time elapsed from when PFA is dispatched to when the first PFA
personnel arrives on-scene . This data includes calls for emergencies in the urban response area of PFA.
PFA's target is to respond within 5 minutes, 45 seconds at least 90% of the time. This is aligned with
PFA's baseline performance goals under fire service accreditation .
G TRANSPORTATION PERFORMANCE METRICS
Measu re/Expla nation Actual Target Results
Average Travel Speeds/Times on Arterial Streets 2 .47 3 . 00 1 Q4 2015
Traffic volume-weighted average travel times ( in minutes/mile) on City arterial streets including Harmony,
Horsetooth , Drake , Prospect, Mulberry, Taft Hill , Shields, College , Lemay and Timberline during the p. m .
peak period on weekdays.
CITY OF FORT COLLINS 47
Cumulative Lane Miles of Roadway Pavement Improved 117 130 Q4 2015
The number of lane miles improved displays the City's commitment to providing safe , well -maintained
streets. Proper maintenance reduces future maintenance costs by extending the life of the pavement
and maximizing our investments . Quarterly targets are set to provide information on our progress towards
meeting our yearly goals. These targets vary from quarter to quarter due to weather limitations of the
construction season . Achieving our yearly goals allows us to meet our overall street pavement condition
Level of Service ' B ' ( LOS) . The total number of lane miles improved annually increased significantly
starting in 2011 due to the increased revenue dedicated to Street Maintenance and Repair in the Keep
Fort Collins Great tax initiative in 2010 .
Transfort Fixed Route Passengers per Revenue Hour 34 . 33 23 . 90 Q4 2015
The average number of passengers who board a transit vehicle for every revenue hour of service that a
vehicle is operating.
Cumulative Transfort Fixed Route Ridership 312667194 2 , 858 , 000742015
The total number of fixed route passenger boardings. The target is a 5% increase in fixed route ridership
over the previous year. The graphs show the actual fixed route passenger boardings each quarter.
HIGH PERFORMING GOVERNMENT PERFORMANCE METRICS
. .
Accuracy of Budgeted Expenses ($ millions) $357 . 62 $403 . 69 Q4 2015
This metric covers the accuracy and precision of planned ( budgeted ) and actual expenditures.
Expenditures include operating costs , such as personnel , insurance , consulting and supplies, as well as
debt payments and capital equipment purchases. Not included are the costs of large capital projects that
occur over several years and have a beginning and end .
Expenditures are separated into Governmental and Enterprise . Governmental expenditures are for
those activities that are primarily supported by taxes and grants and to a much lesser degree from
fees . Examples are Police, Streets Maintenance, Parks , Museum , Fire, etc . Alternatively, Enterprise
expenditures related to activities that are accounted for like a business and are entirely supported by fees
charged to users. These include Light and Power, Water, Wastewater, Storm Drainage and Golf.
Actual Revenue Compared to Budget ($ millions ) $430. 18 $414. 69 Q4 2015
This metric covers differences from anticipated ( budgeted ) and actual revenue. Revenue includes
taxes , fees , grants, fines, interest earnings, etc . Revenue is separated into Governmental and Enterprise
depending on the activity it supports . Governmental revenues are typically taxes, grants and fines used to
support police, streets, museum , fire and parks . Examples of Enterprise revenue are fees for energy, water,
wastewater and golfing.
Average Response Time of Cases Submitted to 1 . 66 3 . 00 Q4 2015
Access Fort Collins
Total cases submitted online or via mobile application , including Council Member and City Manager
service area requests (SARs) . Average Response Time is the average number of business days from when a
case is submitted to when a staff response is sent .
48 2016 STRATEGIC PLAN
• • •
City Employee Cumulative Turnover Rate 11 . 210/. 8. 00% Q4 2015
Turnover is a measure of the rate at which employees leave employment with the City. It includes classified
and unclassified management employees and all separation reasons ( layoffs, and voluntary and involuntary
terminations) . While turnover is typically measured annually, this report includes turnover reported on a
year-to-date basis for each calendar year. The rate is calculated by dividing the total number of employees
who separated year-to-date by the average headcount for that reporting period (quarters are cumulative) .
City Employee Safety - Days Away Restricted or 5 . 10 3 . 70 Q4 2015
Transferred ( DART) Rate YTD
The Days Away Restricted or Transferred ( DART) rate calculation is based upon the number of work
related injuries and illnesses severe enough to cause an employee to be temporarily reassigned or miss
work completely in relation to the total number of employee hours worked . This is a nationally recognized
standard safety metric . Current-year benchmarks are not available as they are published by the Bureau of
Labor Statistics and have an approximate 18 month lag time .
City Employee Safety - Total Recordable Injury Rate 7 .60 5 . 30 Q4 2015
(TRIR) YTD
The Total Recordable Injury Rate (TRIR ) is a nationally recognized standard safety metric . It is based upon
the total number of work related injury and illness cases reported that , generally speaking, required more
than standard first aid treatment , as it relates to the total number of employee hours worked . Current-
year benchmarks are not available as they are published by the Bureau of Labor Statistics and have an
approximate 18 month lag time .
• ti
CITY OF FORT COLLINS 49
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p StrategyMaps
To further enhance the use of metrics to appropriate targets for each of these
track the City 's progress , Strategy Maps metrics , tracking the actual performance
have been created that tie specific metrics of each metric over time , and regularly
to each of the 55 Strategic Objectives reviewing and discussing the performance .
within the Strategic Plan . This provides
insight into the City 's progress of achieving Each of these metrics is assigned an
the Strategic Objectives , which will then organizational owner, and quarterly reviews
help achieve the Outcomes . occur when the initiatives and progress on
the metrics are discussed . Implementation
Where possible , three to four metrics of the Strategy Maps began in 2016 . The
have been assigned to each Strategic list of measures currently aligned with the
Objective ; these metrics are treated similar 2016 Strategic Objective are included in
to the Community Dashboard metrics . Appendix A .
This includes identifying appropriate
metrics related to both Key Outcome Areas
and Strategic Objectives , establishing
50 2016 STRATEGIC PLAN
O
The Strategy Maps are located on the City 's internal website . Each Outcome links to its
own page that lists the Strategic Objective associated with that Outcome . Here are two
screenshot samples of what that will look like :
Example 1 :
Return to fc9ov.com
G
STRATEGY MAP
Environmental Health
<< Return to Strategy Maps
<< Previous Map Next Mao »
4. 1 Achieve Climate Action Plan (CAP) goals by reducing greenhouse gases (GHGs ).
4.2 Protect and provide a high quality water supply and implement appropriate conservation efforts and
long-term water storage capability.
4.3 Engage citizens In ways to educate and encourage behaviors toward more sustainable living practices .
4.4 Implement indoor and outdoor air quality improvement initiatives.
4.5 Work towards long-term net zero energy goals within the community and the City organization using a
systems approach.
4.6 Work towards long-term zero waste goals within the community and the City organization _
4.7 Increase the community's preparedness and resiliency for changes in climate, weather and resource
availability.
4.8 Expand, improve. restore and protect wildlife habitat. urban forests and the ecosystems of the Poudre River
and other ecosystems.
4.9 Meet all regulatory requirements while supporting programs that go beyond compliance.
Example 2 :
+� STRATEGY MAP
Safe Community
<< Return to Strategy Maps
<< Previous Map Next Map >>
5.1 Improve community involvement, education and regional partnerships to make our community safer and
stronger.
5.2 Enhance our Police Services capability to foster public trust and create a safer community.
5. 3 Partner with Poudre Fire Authority to provide high quality fire and emergency services
5.4 Develop and implement emergency preparation and resiliency plans in collaboration with other regional
efforts.
5.5 Protect life and property with natural and attractive flood mitigation facilities.
5.6 Optimize the use of data and technology to improve service and protect mission critical infrastructure.
Each Strategic Objective has its own Green -Yellow- Red icon , which represents the overall
performance of that Strategic Objective based on the results of the associated metrics .
CITY OF FORT COLLINS 51
By clicking on a Strategic Objective the viewer will see the performance and analysis of
the underlying metrics :
NLSH 1 . 1 = Improve access to a broad range of quality Example 1 :
housing that is safe , accessible and affordable .
« Return to NLSH Strategy Map
hart Ciblective »
Affordable Housing Inventory Winter Point in Time Count of Homeless Population
kww .111
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Total Affordable Housing Inventory � Target Point in Time F of Homeless W Series 2 Series 3
rl No additional units were added to !he City s affordable housing The federal Department of Housing and Urban Development (HUD) requres
inventory this quarto Cumulative units added in 2015 were 61 The an annual point in-time count in January This provides a snapshot of how
goal for 2016 is to modestly add units to the weninry of affordable many people are expenencing homelessness on a specific date A total of
housing Whole the development pipeline between 200 and 400 units in the 200 individuals in 242 separate households (family units), all staying outside
development process, hot many are expected to open In 2016 Adddinnelly, In
the repositioning of public housing units may commence during 2016 This will unsheltered areas in emergency shelters or in transitional housing. were
cause a decline in the affordable housing inventory number In the shin tens, counted on a single night in January 2016
Ultimately the Proceeds from the public housing reductions will be leveraged
into new mom efficient and sustainable nousing units, however this may not
occur In the same calendar year
Fort Collins' Housing Opportunity Index (HOI) compared % of citizens responding very good/good - Availability of
to western stales region HOI affordable quality housing in Fort Collins
rp
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\b It �b \d za
10 tiQ 4� :� 2001 2004 2006 . I 1 1 1•
Long Term Coal Target 0 Front Range Average
Fort Collins Not ♦ Target National Average III Fort Collins Average
+ Percentile comparison to western slates region % of citizens responding very good (good
. once escaation In too west region of the country is outpacing national ■ Continued price escalation in both, home sale prices and fentm tales.
figures. Wrote Interest rate decreases support home buyer intereel, combined with lack of available housing Inventory. consurcts the
inventory shortages and lack of lower priced units specifically continues housing choices available to residents. This lack of options ,s espeowly
to create housing challenges locally. While Fort Collins Hot fell to 68%. cif sill br low wage earners and often requires them to spend more of Olen
the City is in the top 72% of the want region. We continue to hit the income on housing than Is optimal for lluetr Intone range. The citizen survey
target of slaying in the top third W the region for Hot fesulls reflects that residents are concerned about our housing system
providing appfopriale huusuig solutions for people at different life sages.
Iticomet levels and ages.
52 2016 STRATEGIC PLAN
0
ENV 4 . 2 - Protect and provide a high quality water supply Example 2 :
and implement appropriate conservation efforts and
long -term water storage capability.
Return to ENV Strategy Map
« Previous Objective Next Objective »
Turbidity of City drinking water Residential Annual Water Demand in Gallons Per Capita
Per Day
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• Target E Turbidity Series 3 40- Target E Demand (gallons) Series 3
. The purpose of this metric Is to show the clarity and purity as well as the ■ This metric is not Weather-normal¢ed. yet weather has a large influence
high quality of the treated Water leaving the Water Treatment Facility on how much water is Used, A hotter, dinar summer will result in more
Turbidity values less than 0. 10 ntu also snow compliance wnh our water demand far landscapes. A 5-year average can provide a better
voluntary panlcipabon in AW WA's Partnership for Safe Water, which has picture of the oveial bend In residential water use.
strider drinking water standams man stale or federal regulations. The
Facility s Participation In this program ensures continuous rmprovement In our
water treatment process.
The lurbddy of the City 5 drinking water was below 0. 10 ntu at am limes fa the
04 2015. The goal Is to have turbidity values less Man 0.10 ntu at all times.
NTVs ate a measurement of the doudlmrss of the drinking wafer. The higher
V1e ntu values. are cloudier and more wind the water
Wastewater Treatment Effectiveness Rate ("/,) Drinking Water Compliance Rate I% Days)
ion
Y
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L`. 1r . `Z. i.• r•. ti, `J, yv. to. yo UQi 101 ti.. y.. . y;. lam . y. 4�. ` . `� `c , ti. b� 1W
3� 0% 0, O* 43� 01' Os 0k 66 01• OA a C`- 01 0 e c� 01 0 O c�- Oti OI O
Effectivity Rate ♦ Target 1111111 Effectivity Rate ♦ Target
■ The Water Redamation and Biosolds (WRB) Division was 100% . The Water Production (WP) Dmsron was 1009/4 compliant with all
compliant with all regulatory agencies for 04 2015. The WRB DrAsion regulatory agencies rot 04 2015. This target m required to ensure the
has achieved the tool % Wastewater Treatment Effectiveness Rate for Environmemal and Public Health safety of the Fort Collins Cornmundy.
27 straight mmlhs. This target Is required to ensure the Enwronmental and The target also ensures clean, sale drinking water for the residents and
Public Health and Safety of the Fort Collins Community businesses of Fort Collins. Constant water quality monnonng and con nuuus
Improvement in the water treatment process am some of the measures taken
by the Water Production Division to maintain or Improve the performance of
Ibis metric voluntary participation in programs such as AW WA's Partnership
for Safe Water demonstrate these efforts.
CITY OF FORT COLLINS 53
r `• - r
vat
- `• •• • • a.. .
LongossommTerm Financial Plan
OBJECTIVES : the most likely estimates and does not
include outlier impacts such as flood ,
1 . Address long-term financial issues in natural disaster, recession , or other rare
the strategic plan . occurrences . In the unfortunate event one
2 . Highlight potential challenges and of these circumstances occurs , drastic
aid in long-term ( more than 10 years) measures may need to be taken that
philosophical decision - making are not incorporated into the following
on strategies . financial forecasts .
EXECUTIVE SUMMARY: The model includes the following primary
revenue and expense drivers :
The City enjoys a strong economic base
as a result of diverse employment , CSU
and its associated research , and the Primary Revenue Drivers
attractiveness and desirability of the
region . The City of Fort Collins maintains • Sales and Use Tax — Sales Tax revenue
a Aaa Moody's credit rating (which ranks growth of 3 . 2 percent based on taxable
in the top 3 percent) , and more than sales historical average ; Use Tax
$ 200M in reserves (excluding Enterprise revenue growth of 3 . 6 percent based
Funds) due to prudent fiscal policies , on last 15 year averages
low debt and conservative management • Property Tax — tied to Consumer Price
over its approximate $ 500M budget . The Index ( CPI ) growth currently calculated
City 's revenue growth has been strong at 2 . 8 percent
since 2010 with building and business • Capital Grants — project-specific and
investment driving significant increases . difficult to forecast , tied to CPI at
The long-term financial forecast uses 2 . 8 percent
54 2016 STRATEGIC PLAN
• Shared Revenues — County and State $ 26M of revenue in 2015 . Renewal of this
distributions compound annual growth tax through 2025 enables near equilibrium
rate (CAGR ) for majority of 2000s was in projected revenue and expenses with
1 . 56 percent any shortfall kept to a minimum and
• Cultural , Park , Recreation and Natural very manageable .
Areas Fees — 14-year historical rate of
3 . 26 percent KFCG is scheduled to expire at the
end of 2020 , eliminating $32M of
funding beginning in 2021 . This impact
Primary Expense Drivers would require extensive reductions in
expenditures . Even with such reductions ,
• Salaries and Wages — Highly the resulting financials would still yield a
correlates to taxable sales ; growth of $ 10M shortfall in 2025 , which may still
3 . 2 percent be manageable at only 2 . 7 percent of total
• Benefits — 8 . 5 percent growth rate spend , but would result in reduced service
is combination of staff size and levels . Reserves would be used throughout
healthcare costs the next decade in this scenario to
• Professional and Technical — Highly accommodate the expenditure rate , forcing
correlates to population ; growth of a reduction from the current level of
2 . 3 percent $ 207M to $ 161M in 2025 .
• Repair and Maintenance Services —
4 . 0 percent average for 2000s for
most of accounts KFCG expiration or renewal will have the
• Infrastructure — 4 . 2 percent growth single biggest effect on the City's future
rate proxy for average of 2000s financials .
The baseline scenario for " All Funds "
( excluding Utilities) in the City indicates
healthy financials through 2020 at
existing service levels and using existing
revenue sources . The Keep Fort Collins
Great ( KFCG ) tax supplies a 0 . 85 percent
tax revenue source , which accounted for
REVENUES & EXPENDITURES KEY: t♦ Revenue ■ — ■ Scenario Revenue
ALL FUNDGROUPS - WITH TRANSFERS — Year End Balance t1 Expenditures • ■ — ■ • Scenario Expenditures
$450M
$400M • Healthy financials through 2020 at existing service levels
• $32M of funding eliminated in 2021 without KFCG
$350M 9 41
- i }
$300M
$250M
$zoom ®�
$150M 1 ■ ■ ■ ■ ■ ■ ■ ■ '
$100M ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■
$50M
$0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
CITY OF FORT COLLINS 55
Transit and Transportation funds have adjustments to cost structure in the
similar forecasts and issues . Both will next few years will help manage Transit
run deficits in future years due to their and Transportation financials before the
personnel - heavy expense structure . deficits get out of control . Timely funding
Benefits are expected to grow at 8 . 5 alignment ( increase in fees , taxes , etc . )
percent , due in large part to increasing with community service level demand
health care costs . The Transportation ( headways , hours , weekend service ,
Fund will need to use its reserves to offset etc . ) will also help manage Transit and
the increasing disparity between revenue Transportation funds .
and expenses . The Transit deficit could
be exacerbated by increasing demands for Overall , the City has a healthy long-term
higher service levels . outlook, with a few, isolated and identified
issues that must be tracked closely. As these
Although both funds show increasing issues progress, timely and appropriate
deficits , the total dollar amounts adjustments will help mitigate any problems,
projected are not extreme . Close
expense monitoring and managerial
REVENUES & EXPENDITURES KEY: t♦ Revenue Scenario Revenue
00292 - TRANSPORTATION FUND WITH TRANSFERS — Year End Balance tf Expenditures Scenario Expenditures
$45M
•$40M 2014 revenue increase due to Sales and Use Tax, and capital leasing
• Personnel is large part of total cost and growing at faster rate than revenue
$35M
$30M
$25M
$20M
$15M
$10M ■ ■ ■ ` a ■
$5M :L d , , , ,
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
REVENUES & EXPENDITURES KEY: t♦ Revenue Scenario Revenue
00290 - TRANSIT SERVICES FUND - WITH TRANSFERS Year End Balance Expenditures Scenario Expenditures
$30M
$20M
$lam
WA
$OM
-$10M
-$20M
-$30M • Personnel is large part of total cost and growing at faster rate than revenue
• Forecast does not include: weekend service, increased hours, shorter headways
-$40M
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
56 2016 STRATEGIC PLAN
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Appendix Am.
Strategy Maps - Alignment of Performance
Measures to Strategic Objectives
EDNEIGHBORHOOD LIVABILITY & SOCIAL HEALTH
Strategic Objective: NLSH 1 . 1
Improve access to a broad range of quality housing that is safe, accessible and affordable.
• NLSH 3 . Affordable Housing Inventory
• NLSH 4 . Fort Collins ' Housing Opportunity Index ( HOI ) compared to western states region HOI
• NLSH 57 . % of citizens responding very good/good - Availability of affordable quality housing in
Fort Collins
• NLSH 39 . Winter Point in Time Count of Homeless Population
Strategic Objective: NLSH 1 .2
Leverage and improve collaboration with other agencies to address homelessness, poverty issues and other high
priority human service needs.
• NLSH 3 . Affordable Housing Inventory
• NLSH 37 . Rebate Program Participation
• NLSH 39 . Winter Point in Time Count of Homeless Population
Strategic Objective: NLSH 1 .3
Promote a more inclusive and equitable community that embraces and celebrates diversity.
• NLSH 61 . % of citizens responding very good/good - Fort Collins as a place of community acceptance
of all people
58 2016 STRATEGIC PLAN
Strategic Objective: NLSH 1 .4
Protect and preserve the City's quality of life and neighborhoods.
• NLSH 1 . Voluntary Code Compliance
• NLSH 11 . Number of graffiti abatement issues
• NLSH 56 . % of citizens responding very good/good - Fort Collins as a place to live
• NLSH 63 . % of citizens responding very good/good - Community's visual attractiveness
Strategic Objective: NLSH 1 .5
Guide development compatible with community expectations through appropriate planning, annexation , land use ,
historical preservation and development review processes.
• ECON 8 . Development Review customer survey results
• ECON 21 . Development Review historic preservation grants - maintain a 2 : 1 ratio of City dollars to grant
or matching funds
• HPG 68 . % of citizens responding very good/good to the City's performance in - Managing and planning
for growth
• NLSH 4 . Fort Collins ' Housing Opportunity Index ( HOI ) compared to western states region HOI
Strategic Objective: NLSH 1 .6
Improve neighborhood parking and traffic issues.
• NLSH 64 . % of citizens responding very good/good - Your neighborhood as a place to live
• NLSH 80 . Residential Parking Permit Program - % of responding residents that want to
continue program
Strategic Objective: NLSH 1 .7
Maintain and enhance attractive neighborhoods through City services, innovative enforcement techniques and
voluntary compliance with City codes and regulations.
• NLSH 1 . Voluntary Code Compliance
• NLSH 2 . Response Time to Graffiti Removal
• NLSH 64 . % of citizens responding very good/good - Your neighborhood as a place to live
• NLSH 74 . % of citizens responding very good/good quality of - Code enforcement (e . g . weeds) in
Fort Collins
Strategic Objective: NLSH 1 .8
Foster positive and respectful neighbor relationships and open communication, as well as provide and support
conflict resolution .
• NLSH 8 . # CSU student/staff Fall Clean Up volunteers
• NLSH 10 . Fall Clean Up - % neighbors that felt more connected to CSU students due to the program
• NLSH 17 . Restorative Justice Conferencing Program ( RJCP) participant satisfaction - All Participants
• NLSH 29 . Voluntary compliance with Animal Control services
0 CULTURE & RECREATION
Strategic Objective: CR 2. 1
Improve the community's sense of place with a high value on natural areas, culture , recreation and park systems.
• CR 1 . Recreation Programs - Total Cumulative Participation
• CR 2 . Lincoln Center - Total Cumulative Participation
• CR 7 . Paved Trails - Cumulative Number of Visits
• CR 23 . Trained Observer Program — Percentage of Parks , Trails and Rec Fac Grounds Ratings With
No Problems
CITY OF FORT COLLINS 59
Strategic Objective: CR 2 .2
Improve low and moderate income citizen access to, and participation in , City programs and facilities.
• CR 38 . Number of participants - Northside Aztlan Community Center
Strategic Objective: CR 2 .3
Promote health and wellness within the community and provide sustainable access to nature.
• CR 6 . Natural Areas Programs - Cumulative Participation per Capita
• CR 7 . Paved Trails - Cumulative Number of Visits
• ENV 98 . % of citizens responding very good/good quality of - Natural areas and open space
• CR 1 . Recreation Programs - Total Cumulative Participation
Strategic Objective: CR 2.4
Develop effective marketing and pricing strategies and programs that drive value, attendance and cost recovery.
• CR 1 . Recreation Programs - Total Cumulative Participation
• CR 2 . Lincoln Center - Total Cumulative Participation
• CR 3 . Museum of Discovery - Total Cumulative Participation
• CR 5 . Golf Courses - Total Cumulative Participation
Strategic Objective: CR 2.5
Plan , design and implement improvements to the citywide trail system.
• CR 61 . Acres of Park / 1 , 000 Population
• CR 62 . Miles of Trail/ 10 , 000 Population
Strategic Objective : CR 2 .6
Develop a clear strategic description of the City's role in culture and arts while leveraging partnerships with
other community organizations.
• Yet to be identified
ECONOMIC HEALTH
Strategic Objective : ECON 3. 1
Improve effectiveness of economic health initiatives through collaboration with regional partners.
• Yet to be identified
Strategic Objective: ECON 3.2
Enhance employment opportunities through business retention , expansion , incubation and attraction .
• ECON 1 . New Commercial Permit Dollar Volume per Capita
• ECON 3 . Commercial Vacancy Rates
• ECON 4 . Net Percent Change in Local Jobs
• ECON 38 . Number of Primary Jobs retained/created through EHO activities
Strategic Objective: ECON 3.3
Support workforce development and provide community amenities that support citizens and employers
within the City.
• Yet to be identified
Strategic Objective : ECON 3.4
Provide transparent, predictable and efficient processes for citizens and businesses interacting with the City.
• ECON 8 . Development Review customer survey results
• HPG 51 . Utilities customer satisfaction - providing good value
60 2016 STRATEGIC PLAN
Strategic Objective: ECON 3.5
Foster sustainable infill and redevelopment.
• ECON 35 . Total Private Investment in the URA
• HPG 70 . % of citizens responding very good/good to the City's performance in - Encouraging
sustainability in the community
Strategic Objective : ECON 3 . 6
Enhance the economic vitality of our community.
• TRAIN 2 . Cumulative Transfort Fixed Route Ridership
• TRAIN 17 . MAX ridership
• TRAIN 48 . % of citizens responding very good/good - Availability of parking Downtown in Fort Collins
Strategic Objective: ECON 3.7
Sustain high water quality to support the community and water-dependent businesses.
• ENV 22 . Turbidity of City drinking water
• ENV 43 . System Replacement - LF Installed (Water)
• ENV 49 . Water Distribution - Customer Service Calls (Water)
• SAFE 8 . Drinking Water Compliance Rate ( % Days)
Strategic Objective : ECON 3 . 8
Maintain electric utility systems, services, infrastructure integrity and stable , competitive rates.
• ECON 7 . Electric System Average Interruption Duration Index ( SAIDI ) in Minutes
• ENV 43 . System Replacement - LF Installed (Water)
• ENV 63 . System Replacement ( LF of Pipe Removed & Replaced ) (Wastewater)
• SAFE 58 . Channel Cleaning and Vacuum Cleaning of Water Quality Devices (Stormwater)
Strategic Objective : ECON 3. 9
Encourage the development of reliable, high speed internet services throughout the community.
• Yet to be identified
Strategic Objective : ECON 3. 10
Identify strategies to reduce train horn noise.
• Yet to be identified
` ENVIRONMENTAL HEALTH
Strategic Objective : ENV 4. 1
Achieve Climate Action Plan (CAP) goals by reducing greenhouse gases (GHGs).
• ENV 9 . Percent decrease in community Greenhouse Gas (GHG ) emissions from 2005 baseline
• ENV 28 . Absolute net decrease in ClimateWise partners Greenhouse Gas (GHG ) emissions from
2005 baseline
• ENV 35 . Electricity (GHG ) 2020 CAP Goal vs Actual
• ENV 42 . Natural Gas (GHG ) 2020 CAP Goal vs Actual
Strategic Objective : ENV 4.2
Protect and provide a high quality water supply and implement appropriate conservation efforts and long-term
water storage capability.
• ENV 1 . Wastewater Treatment Effectiveness Rate M
• ENV 22 . Turbidity of City drinking water
• ENV 102 . Single-family annual water demand in gallons per capita per day
• SAFE 8 . Drinking Water Compliance Rate M Days)
CITY OF FORT COLLINS 61
Strategic Objective: ENV 4.3
Engage citizens in ways to educate and encourage behaviors toward more sustainable living practices.
• CR 25 . # of Community Garden plots in inventory
• ENV 7 . Community per capita per day of solid waste generation
• ENV 10 . Community solid waste diversion rate
• TRAIN 35 . % Commute Mode Share by Non-SOV (Single Occupant Vehicle)
Strategic Objective : ENV 4.4
Implement indoor and outdoor air quality improvement initiatives.
• ENV 4 . Outdoor Air Quality Index (AQI ) - Ozone
• ENV 5 . Outdoor Air Quality Index (AQI ) - Fine Particulate Matter 2 . 5 microns ( PM 2 . 5 )
• ENV 9 . Percent decrease in community Greenhouse Gas (GHG ) emissions from 2005 baseline
• ENV 16 . Cumulative number of homes assessed for Healthy Homes
Strategic Objective : ENV 4.5
Work towards long-term net zero energy goals within the community and the City organization using a
systems approach .
• ENV 3 . Community Energy Use
• ENV 23 . Annual electricity savings from efficiency and conservation programs
• ENV 25 . Total new installed solar capacity ( kilowatts)
• ENV 26 . Percent renewable energy towards compliance with State Renewable Energy Standards
Strategic Objective : ENV 4.6
Work towards long-term zero waste goals within the community and the City organization .
• ENV 7 . Community per capita per day of solid waste generation
• ENV 10 . Community solid waste diversion rate
• ENV 11 . Cumulative number of individuals with new or improved access to recycling through WRAP
• ENV 12 . Tons of community recycled or composted materials, including cardboard
Strategic Objective : ENV 4.7
Increase the community's preparedness and resiliency for changes in climate, weather and resource availability.
• SAFE 75 . Rank in Top 10% Nationwide in Stormwater and Floodplain Management Programs
• SAFE 41 . % of citizens responding very good/good quality of - emergency preparedness in Fort Collins
• SAFE 74 . Stream and Rainfall Gauge Functionality (April to September) ( Utilities Master Plan &
Floodplain Administration )
Strategic Objective: ENV 4.8
Expand, improve, restore and protect wildlife habitat, urban forests and the ecosystems of the Poudre River and
other ecosystems.
• ENV 8 . Post Restoration Status of Urban Natural Areas
• ENV 14 . Existing Condition of Active Restoration Sites
• ENV 15 . Natural Areas Land Conservation - Cumulative Acres
• ENV 98 . % of citizens responding very good/good quality of - Natural areas and open space
Strategic Objective: ENV 4.9
Meet all regulatory requirements while supporting programs that go beyond compliance .
• ENV 1 . Wastewater Treatment Effectiveness Rate (% )
• SAFE 8 . Drinking Water Compliance Rate ( % Days)
• ENV 26 . Percent renewable energy towards compliance with State Renewable Energy Standards
62 2016 STRATEGIC PLAN
0SAFE COMMUNITY
Strategic Objective: SAFE 5. 1
Improve community involvement, education and regional partnerships to make our community safer
and stronger.
• NLSH 7 . Registered parties with no warning/no citation
• NLSH 32 . Animal Control warnings and citations
• SAFE 50 . % of citizens responding very good/good quality of - Police services overall in Fort Collins
• TRAN 39 . Safe Routes to School Overall Student Participation
Strategic Objective: SAFE 5.2
Enhance our Police Services capability to foster public trust and create a safer community.
• SAFE 1 . Percent of Time Police Priority 1 Calls Responded to Within 5 Minutes
• SAFE 49 . % of citizens responding very good/good quality of - Police response time in Fort Collins
• SAFE 50 . % of citizens responding very good/good quality of - Police services overall in Fort Collins
• SAFE 5 . Part 1 Crimes per Capita Compared to Cities of Similar Size
Strategic Objective : SAFE 5.3
Partner with Poudre Fire Authority to provide high quality fire and emergency services.
• SAFE 2 . Percent of Time PFA Fire Personnel are on Scene Within 5 Minutes 45 Seconds
• SAFE 3 . Percent of Time Fire Contained to Room of Origin
• SAFE 44 . % of citizens responding very good/good quality of - Fire services overall in Fort Collins
• SAFE 81 . Compliance with National and State standards for Emergency Preparedness
Strategic Objective : SAFE 5.4
Develop and implement emergency preparation and resiliency plans in collaboration with other regional efforts.
• SAFE 41 . % of citizens responding very good/good quality of - emergency preparedness in Fort Collins
• SAFE 53 . % of citizens responding very good/good quality of - Disaster response and restoration of
services in Fort Collins
• SAFE 81 . Compliance with National and State standards for Emergency Preparedness
• SAFE 83 . Ongoing training to internal and external customers in the area of emergency preparedness
Strategic Objective : SAFE 5.5
Protect life and property with natural and attractive flood mitigation facilities.
• SAFE 67 . Poudre River Floodway Cleanup - Loads of Large Trees and Debris Removed (Stormwater)
• SAFE 69 . System Replacement ( LF of Pipe Removed & Replaced ) (Stormwater)
• SAFE 74 . Stream and Rainfall Gauge Functionality (April to September) ( Utilities Master Plan &
Floodplain Administration )
• SAFE 75 . Rank in Top 10% Nationwide in Stormwater and Floodplain Management Program
Strategic Objective: SAFE 5.6
Optimize the use of data and technology to improve service and protect mission critical infrastructure.
• HPG 26 . Internet availability
• HPG 27 . Server availability (supporting 390 servers)
0 TRANSPORTATION
Strategic Objective: TRAN 6. 1
Improve safety for all modes of travel including vehicular, pedestrian and bicycle.
• SAFE 6 . Number of Injury/Fatal Crashes
• SAFE 27 . Voluntary speed compliance ( Monthly)
• TRAN 46 . % of citizens responding very good/good - Fort Collins as a walkable city
• TRAN 47 . % of citizens responding very good/good - Ease of traveling by bicycle in Fort Collins
CITY OF FORT COLLINS 63
Strategic Objective: TRAN 6.2
Improve traffic flow to benefit both individuals and the business community.
• TRAN 28 . Average Travel Speeds/Times on Arterial Streets
• TRAN 34 . % Commute Mode Share by Bicycle
• TRAN 35 . % Commute Mode Share by Non-SOV (Single Occupant Vehicle)
• TRAN 49 . % of citizens responding very good/good - Traffic congestion in Fort Collins
Strategic Objective: TRAN 6.3
Identify strategies to reduce motorist delays due to trains.
• Yet to be identified
Strategic Objective: TRAN 6.4
Improve transit availability, grow ridership and address MAX parking concerns.
• TRAN 1 . Transfort Fixed Route Passengers per Revenue Hour
• TRAN 2 . Cumulative Transfort Fixed Route Ridership
• TRAN 17 . MAX ridership
• TRAN 45 . % of citizens responding very good/good - Ease of traveling by public transportation
in Fort Collins
Strategic Objective: TRAN 6.5
Fill the gaps for all modes of travel and improve the current transportation infrastructure while enhancing the
aesthetic environment.
• TRAN 3 . Cumulative Lane Miles of Roadway Pavement Improved
• TRAN 20 . # of Bridges that Exceed Design Life
• TRAN 52 . Dollar Value of Sidewalk Infrastructure Constructed
• TRAN 53 . Dollar Value of Ramp Infrastructure Constructed
Strategic Objective: TRAN 6.6
Develop long-term transportation plans that improve local and regional transportation networks.
• Yet to be identified
Strategic Objective : TRAN 6.7
Develop plans that address adequate infrastructure within the northeast area of Fort Collins.
• Yet to be identified
HIGH PERFORMING GOVERNMENT
Strategic Objective: HPG 7 . 1
Provide world-class services that meet the needs of the community.
• HPG 69 . % of citizens responding very good/good to the City's performance in - Efficient operation of
programs and services
• HPG 71 . % of citizens responding very good/good to the City's performance in - Overall direction of
the City
• HPG 42 . Total hours of training attended
• HPG 55 . Track percentage of total licensed vendors that remit sales tax returns and payments online
Strategic Objective : HPG 7 .2
Promote a values-driven organizational culture that reinforces ethical behavior, exercises transparency and
maintains the public trust.
• HPG 34 . Cultural Values Assessment : annual progress toward the goal of entropy level of 10%
• HPG 50 . Utilities customer satisfaction - company you can trust
• HPG 33 . Employee participation in the Cultural Values Assessment
• HPG 153 . Price of Government for the City of Fort Collins
64 2016 STRATEGIC PLAN
Strategic Objective: HPG 7 .3
Improve core Human Resources systems, develop a total reward system , and address workforce planning
and career development.
• HPG 38 . HR performance based on Internal Services survey
• HPG 42 . Total hours of training attended
• HPG 6 . City Employee Cumulative Turnover Rate
Strategic Objective: HPG 7 .4
Develop and implement initiatives to achieve safety goals and continue to focus on employee health
and wellness.
• HPG 4 . City Employee Safety - Total Recordable Injury Rate (TRIR ) YTD
• HPG 5 . City Employee Safety - Days Away Restricted or Transferred ( DART) Rate YTD
• HPG 48 . Well Days — medical claims cost for participants vs . non-participants
• HPG 150 . Total Cost of Workers Comp Claims
Strategic Objective: HPG 7 .5
Broaden methods of public engagement to reach all segments of the community by giving additional consideration
to diverse backgrounds, languages and needs.
• HPG 3 . Average Response Time of Cases Submitted to Access Fort Collins
• HPG 66 . % of citizens responding very good/good to the City's performance in - Welcoming
citizen involvement
• HPG 84 . % of citizens responding always/frequently/sometimes do you or other members of your
household use the City's website
• HPG 115 . Number of citizens attended public forums , open houses events , etc .
Strategic Objective: HPG 7 .6
Enhance the use of performance metrics and benchmark data to assess results and program effectiveness.
• Yet to be identified
Strategic Objective: HPG 7 .7
Address long-term funding requirements by diversifying the revenue base and finding new revenue sources.
• Yet to be identified
Strategic Objective: HPG 7 .8
Optimize the use of City assets through capital improvement planning, preventative maintenance and
asset management.
• Yet to be identified
Strategic Objective: HPG 7 .9
Proactively influence policy and legislative development at all levels of government regulation.
• Yet to be identified
CITY OF FORT COLLINS 65
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Appendix B
Strategic Objectives - Linkage Across Outcomes
Primary Outcome Area ■ —
Other Applicable Outcome Areas
Strategic Objective:
1 . 1 - Improve access to 2 . 2 W 3 .3 5 . 1
a broad range of quality
housing that is safe,
accessible and affordable .
1 .2 - Leverage and improve 2 . 27 2 . 3 3 . 2 6 . 4 7 . 117 . 6
collaboration with other
agencies to address
homelessness, poverty
issues and other high
priority human service needs.
1 .3 - Promote a more 2 . 2 , 2 . E 3 . 3 7 . 6
inclusive and equitable
community that embraces
and celebrates diversity.
1 .4 - Protect and preserve 2 . 19 2 . 39 3 . 61 4 . 8 5 . 1 , 5 . 2 , 6 . 1 , 6 . 5 7 . 1
the City's quality of life and 2 . 5 , 2 . 6 3 . 10 5 . 5
neigborhoods.
1 .5 - Guide development 2 . 312 . 5 3 . 513 . 6 5 . 5 6 . 5 7 . 6
compatible with
community expectations
through appropriate
planning, annexation , land
use , historical preservation
and development review
processes .
66 2016 STRATEGIC PLAN
0
Strategic Objective: O x ® +') Q 0
1 .6 - Improve neighborhood 3 . 61 4. 1 6 . 2
parking and traffic issues .
1 .7 - Maintain and enhance 7 . 1
attractive neighborhoods
through City services ,
innovative enforcement
techniques and voluntary
compliance with City codes
and regulations.
1 .8 - Foster positive
and respectful neighbor
relationships and open
communication , as well
as provide support conflict
resolution .
2 . 1 - Improve the 1 . 4 4 .4
community's sense of place
with a high value on natural
areas, culture , recreation
and park systems.
2 . 2 - Improve low 1 . 1 , 1 . 21 6
and moderate income 1 . 3
citizen access to , and
participation in , City
programs and facilities.
2 .3 - Promote health 1 . 29 1 . 4 , 4.3
and wellness within the 1 . 5
community and provide
sustainable access to nature.
2 .4 - Develop effective
marketing and pricing
strategies and programs that
drive value , attendance and
cost recovery.
2 . 5 - Plan , design and 1 . 41 1 . 5 3 . 3 4 . 11 4.3 , 6 . 2 7 . 9
implement improvements to 4.4
the citywide trail system .
2 .6 - Develop a clear 1 . 3 , 1 . 4 3 . 313 . 6
strategic description of the
City's role in the culture
and arts while leveraging
partnerships with other
community organizations.
3 . 1 - Improve effectiveness
of economic health initiatives
through collaboration with
regional partners.
3 .2 - Enhance employment 1 . 2
opportunities through
business retention , expansion ,
incubation and attraction .
CITY OF FORT COLLINS 67
Strategic Objective: G 0 ® ` +'+ Q ED
3 .3 - Support workforce 1 . 11 1 . 3
development and provide
community amenities
that support citizens and
employers within the city.
3 .4 - Provide transparent, 7 . 2
predictable and efficient
processes for citizens and
businesses interacting with
the City.
3 . 5 - Foster sustainable infill 1 . 5 4 . 1
and redevelopment.
3 . 6 - Enhance the economic 1 .4 , 1 . 5 , 2 . 6 4 . 8 5 . 1
vitality of our community. 1 . 6
3 .7 - Sustain high water 4 . 21 4 . 7
quality to support the
community and water-
dependent businesses.
3 .8 - Maintain electric 4 . 114 . 7 7 . 7
utility systems, services ,
infrastructure integrity and
stable , competitive rates.
3 .9 - Encourage the 5 . 6
development of reliable ,
high speed internet services
throughout the community.
3 . 10 - Identify strategies to 1 . 4 F
reduce train horn noise
4. 1 - Achieve Greenhouse 1 . 6 2 . 5 3 . 5 6 . 27 6 .4 7 . 6 , 7 . 7 ,
Gas (GHG ) reduction goals 7 . 9
by implementing the Climate
Action Plan (CAP) .
4.2 - Protect and provide 3 . 7 5 .4
a high quality water supply
and implement appropriate
conservation efforts and long-
term water storage capability.
4.3 - Engage citizens in ways 2 .3 , 2 . 5 6 .4 7 . 6
to educate and encourage
behaviors towards more
sustainable living practices .
4.4 - Implement indoor 2 . 11 2 . 5 6 . 216 .31 7 . 12
and outdoor air quality 6 .4
improvement initiatives.
4.5 - Work towards long 5 .4 6 .4 7 . 67 7 . 7 ,
term net zero energy goals 7 . 9
within the community and
the City organization using a
systems approach .
68 2016 STRATEGIC PLAN
0
Strategic Objective: O x ® +') Q 0
4.6 - Work towards long 7 . 6
term zero waste goals within
the community and the
City organization .
4. 7 - Increase the 3 . 7 , 3 . 8 5 . 1 , 5 . 3 , 6 . 6 7 . 27 7 . 61
community's preparedness 5 . 49 5 . 5 7 . 9 , 7. 11
and resiliency for changes
in climate , weather and
resource availability.
4.8 - Expand , improve , 1 . 4 3 . 6
restore and protect wildlife
habitat , urban forests and
the ecosystems of the
Poudre River and other
urban ecosystems.
4.9 - Meet all regulatory 5 .4 , 5 . 5 7 . 17 7 . 21
requirements while 7 . 12
supporting programs that go
beyond compliance .
5. 1 - Improve community 1 . 1 , 1 . 4 3 . 6 4 . 7 6 . 19 6 . 2 , 7 . 11 7 . 51
involvement, education and 6 .3 7 . 7
regional partnerships to
make our community safer
and stronger.
5. 2 - Enhance our Police 1 .4 7 . 17 7 . 21
Services capability to foster 7 . 6
public trust and create a
safer community. 0
5.3 - Partner with Poudre 4 . 7
Fire Authority to provide fire
and emergency services .
5.4 - Develop and 4 . 214 . 51 6 . 6
implement emergency 4 . 714 . 9
preparation and resiliency
plans in collaboration with
other regional efforts.
5. 5 - Protect life and 1 . 41 1 . 5 4 . 7 , 4. 9 7 . 9
property with natural and
attractive flood mitigation
facilities.
5. 6 - Optimize the use 3 . 9 7 . 11
of data and technology 7 . 10
to improve service and
protect mission critical
infrastructure .
6. 1 - Improve safety for 1 . 4 5 . 1
all modes of travel
including vehicular,
pedestrian and bicycle.
CITY OF FORT COLLINS 69
Strategic Objective: G 0 ® ` +'+ Q ED
6.2 - Improve traffic flow to 1 . 6 2 . 5 4 . 174 . 4 5 . 10
benefit both individuals and
the business community.
6.3 - Identify strategies to 4 . 4 5 . 1
reduce motorist delays due
to trains.
6.4 - Improve transit 1 . 2 4 . 114 . 31
availability, grow ridership 4 . 414 . 5
and address MAX parking
concerns.
6.5 - Fill the gaps for all 1 .4 , 1 . 5 7 . 7 , 7 . 9
modes of travel and
improve the current
transportation infrastructure
while enhancing the
aesthetic environment .
6. 6 - Develop long-term 4 . 7 5 . 4
transportation plans that
improve local and regional
transportation networks.
6.7 - Develop plans 7 . 9
that address adequate
infrastructure within the
northeast area of
Fort Collins .
7. 1 - Provide world-class 1 . 21 1 . 47 4 . 9 5 . 12 5 . 21
services that meet the needs 1 . 7 5 . 6
of the community.
7.2 - Promote a values- 3 .4 4 . 774 . 9 5 . 2
driven organizational
culture that reinforces
ethical behavior, exercises
transparency and maintains
the public trust.
7.3 - Improve core Human
Resources systems, develop
a total reward system and
address workforce planning
and career development.
7.4 - Develop and implement 5 . 1
initiatives to achieve safety
goals and continue to focus
on employee health and
wellness.
7.5 - Broaden methods 1 . 2 , 1 . 3 , 2 . 2 4 . 17 4 . 31 5 . 2
of public engagement 1 . 5 4 . 514 . 61
to reach all segments of 4 . 7
the community by giving
additional consideration
to diverse backgrounds ,
languages and needs.
70 2016 STRATEGIC PLAN
Strategic Objective: ED x ® G 0 Q 0
7.6 - Enhance the use 3 . 8 4 . 114. 5 5 . 1 6 . 5
of performance metrics
and benchmark data to
assess results and program
effectiveness .
7. 7 - Resolve long-term 2 . 1 4 . 114. 5
funding requirements by
diversifying the revenue
base and finding new
revenue sources.
7.8 - Optimize utilization of 4 . 7
City assets through capital
improvement planning,
preventative maintance and
asset management .
7 .9 - Proactively influence 4 .42 4 . 9
policy and legislative
development at all levels of
government regulation .
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CITY OF FORT COLLINS 71
f'
� V
Appendix Co.
Glossary of Terms
BART - Budget Analysis and Reporting City Plan : Began in 1995 as a
Tool : Software developed internally by City Comprehensive Plan that illustrates how
staff for budgeting and reporting purposes . we envision Fort Collins in the next
25 years .
BFO - Budgeting for Outcomes : A system
driven by goals and performance , to Community Dashboard : A quarterly
provide information that relates budgeting snapshot of the community 's progress in
to planning and outputs/results . Its attaining key outcomes . The Dashboard
purpose is to better align the services reinforces the City of Fort Collins '
delivered by the City with the things that steadfast commitment to accountability
are most important to the community. and continuous improvement . Performance
measurement initiatives are tracked
BFO Teams : One of seven cross- and reported for overall progress toward
departmental teams that participate in community goals .
the BFO process , articulate goals for each
Outcome , provide direction to departments Continuity of Government : Emergency
for developing budget Offers , rank Offers management requirement and plans to
for funding and evaluate performance maintain essential City functions during
of Offers . emergencies and disasters including
governance , telecommunications , health
BLT - Budget Leadership Team : The City and safety regulation , policing and
Manager and his executive team utility services .
CAP - Climate Action Plan
72 2016 STRATEGIC PLAN
CPIO - Communications and Public organization for Council - Manager cities ;
Involvement Office : City department a clearinghouse for information regarding
charged with pubic information cities , including the ICMA Center for
dissemination , communications strategies Performance Excellence Program of
and public engagement in City services . comparative data regarding municipal
services .
DART - Days Away Restricted or Transferred
IGA - Intergovernmental Agreement
DDA - Downtown Development Authority
ICS - Incident Command System :
ELT - Executive Lead Team : The City A nationally- used , standardized
Manager and his executive team emergency management organizational
structure for single or multiple incidents ,
FTE's - Full time equivalents : A full -time which can cross organizational or
employee scheduled to work 40 hours per jurisdictional boundaries .
week is equivalent to 1 . 0 FTE .
IT - Information Technology
Futures Committee : The Futures
Committee was formed to assist City KFCG - Keep Fort Collins Great: A ballot
Councilmembers in their decision - making measure passed in November 2010
process . The goal is to position the City approving a 0 . 85 percent increase in the
in the distant future ( 30- plus years) City sales and use tax rate .
for achievable successes , integrating
community desires with known fiscal , Low to Moderate Income : Households
social and environmental data . whose incomes are below 95 percent of
the median income for the area (AMI ) , as
GEMS - Greenhouse Gas Emissions determined by HUD , with adjustments for
Management System smaller or larger families .
GHG - Greenhouse Gas Emissions Master Plans: Long-term vision documents .
There are multiple functional master plans
GMA - Growth Management Area in each service area .
GSC - Gardens on Spring Creek MOD - Museum of Discovery
Home Rule : A form of government under NCEDC - Northern Colorado Economic
the control of local citizens rather than Development Corporation
state government ; the City Charter and
the ordinances adopted by Council under 0& M - Operations and Maintenance
the Charter supersede any conflicting
law of the state in matters of purely local Outcome Measure : The mathematical
concern . Statutory and constitutional expression of the effect on customers ,
provisions , which allow municipalities to clients , the environment , or infrastructure
exercise powers of local self-government , that reflects the purpose .
such as the administration and collection
of local taxes . PDCA - Plan , Do, Check, Act : This is
a continuous process improvement
HR - Human Resources methodology.
ICMA - International City/County PDT - Planning, Development and
Management Association : A trade Transportation : One of the largest
CITY OF FORT COLLINS 73
Service Areas in the City of Fort olds in the Fort Collins data reduces the
Collins , PDT includes the following local poverty rate to 10 . 3 percent , but that
departments : Community Development excludes a larger number of people than
and Neighborhood Services , Engineering , just the student populations .
Traffic Operations , Transfort (Transit) ,
Parking Services , Streets , and FC Moves Q14 - Employee Engagement Survey :
(Transportation Planning) . Includes 14 questions ; asked of all
employees twice per year.
PFA - Poudre Fire Authority
Quality Measure : The mathematical
Place-making: A decision - making expression of how well the service ,
approach intended to preserve and product or activity was delivered , based on
enhance a vibrant community by characteristics important to the customers .
optimizing its economy, environment ,
and social values . RAF - Recordable Accident Frequency
Result: The effect desired for the public ,
Plan Fort Collins : The City 's comprehensive expressed as broad statements ( also as
community planning process that outcomes) .
developed City Plan .
RFRs - Request for Results: Key input to
Performance Measure : Measurement that the BFO process ; developed by Results
reflects the service that is being provided Teams to solicit Offers from departments
and permits objective evaluation of the to provide services to accomplish results
service program . that matter to residents .
Plan Elements: Existing plan elements SAIDI - Electric System Average
and other related documents that are Interruption Duration Index
incorporated into City Plan .
SARs - Service Area Requests
Poverty Rate : The Fort Collins poverty rate
is 19 percent ( 2010 US Census) . This Sense of Place : those characteristics that
includes CSU and Front Range Community make an area special or unique , as well as
College student populations . Data is those that foster an authentic feeling of
not collected to eliminate those student attachment or belonging .
populations . Excluding 18-to 24-year-
74 2016 STRATEGIC PLAN
Sustainability Assessment Tool : A data - community outreach and the 2013 Citizen
driven tool for evaluating the impact of Survey ; and (c ) Council priorities and
actions on the economy, environment input . It is linked to City Plan and the
and society. Council -adopted master plans .
SIT - Strategic Issues Team : A SPP - Strategic Planning Process
management team that includes all
members of ELT, plus other senior TBL - Triple Bottom Line : Triple Bottom
managers and internal service managers ; Line analysis is a concept intended to take
meets monthly to provide input to ELT and into consideration the social , economic
transmit information to other staff . and environmental aspects of any project ,
procedure or purchase .
Strategic Outcomes : A result . The
effect that citizens want as a result of Transportation Master Plan : Long-term
government programs and activities (e . g . , vision document that defines the long-
safety is the result or outcome that term multimodal system that Fort Collins
citizens want from police and fire desires in the future , and serves as a
programs or activities) . There are seven comprehensive reference guide regarding
key outcomes that make up the City of transportation issues .
Fort Collins strategic planning and
budgeting processes . URA - Urban Renewal Authority: The
Urban Renewal Authority is in place to
SO - Strategic Objectives : Fundamental identify and revitalize areas of the city
issues the City must address . They deemed blighted and provide a funding
give direction for accomplishing the mechanism to encourage redevelopment .
mission , contain meaningful planning
challenges , and result from organizational
input analysis .
SP - Strategic Plan : Based on identification
and analysis of : (a ) organizational inputs ,
such as emerging trends and issues ;
financial information ; and workforce
trends ; ( b ) citizen survey and input
information , which included extensive
,.
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CITY OF FORT COLLINS 75
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