HomeMy WebLinkAbout2018-039-04/17/2018-ADOPTING THE CITY'S 2018 STRATEGIC PLAN2018 Strategic Plan ‐ Adopted April 17, 2018
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2018 Strategic Plan
City of Fort Collins
April 17, 2018
EXHIBIT A
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2018 Strategic Plan Table of Contents
Page
I. Introduction 3
II. Summary of Strategic Objectives 8
1. Strategic Outcome – Neighborhood Livability and Social Health 11
2. Strategic Outcome – Culture and Recreation 15
3. Strategic Outcome – Economic Health 17
4. Strategic Outcome – Environmental Health 21
5. Strategic Outcome – Safe Community 25
6. Strategic Outcome – Transportation 28
7. Strategic Outcome – High Performing Government 31
III. Appendix
A. Performance Measures
- Community Dashboard 35
- Strategic Objective Metrics (Strategy Maps) 41
B. Long-Term Financial Plan 47
C. Glossary of Terms 50
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Introduction
The City of Fort Collins is a full-service municipal organization operating under a home
rule, Council-Manager form of government. Various national organizations and
magazines recognize Fort Collins as one of the best places to live in the nation. Sixty
miles north of Denver, Fort Collins is home to Colorado State University (CSU), with
32,000 students, several large high-tech employers, leading businesses in the microbrew
industry, and more than 8,000 small to medium-sized businesses. The community
includes 43 natural areas, a variety of cultural amenities, and is renowned for its bike-
friendly, small-town feel.
With a median age of 29 and a median family income of $83,219 in 2016, residents are
well educated, engaged in their community and passionate about their area amenities.
The high quality of life enjoyed by residents, businesses and visitors is a result of the
community’s focus on the environment, enthusiasm for health and the outdoors, a strong
educational system, extensive park and open space systems, and a flourishing Downtown
district. At the same time, 18 percent of the Fort Collins population is at or below the
poverty line and housing is considered expensive. Diversity within the city is expected to
increase, but is currently low with only 11 percent of the community identifying themselves
as an ethnicity other than Caucasian.
Fort Collins has experienced rapid growth throughout the past 50 years, growing from
approximately 25,000 residents in 1960 to an estimated 170,000 today, and is anticipated
to be approximately 255,000 by 2040. The City has purposefully established a Growth
Management Area (GMA) boundary with neighboring communities in order to maintain
the local identity and avoid merging communities. Over the past 25 years, the City has
acquired open space and conservation easements to create community separator open
spaces to support that effort.
The City’s revenue comes from sales and use tax, property tax, fees and grants. Seventy-
five percent of the General Fund is supported by sales, use and property tax. It has a
healthy fund balance position and limited debt. As a result, the City received an Aaa credit
rating from Moody’s Investors Service in 2012. Moody’s reaffirmed the Aaa Issuer Rating
in November 2017 based on a strong economic tax base, low debt and pension
obligations, strong cash position, and overall management and governance structure.
Voters have demonstrated willingness to support critical City services by adding the Keep
Fort Collins Great 0.85 percent sales and use tax in 2010 and renewing two expiring taxes
in 2015. Those expiring taxes were for the Building on Basics Capital Projects 0.25
percent sales and use tax and the Street Maintenance Program 0.25 percent sales and
use tax, which passed by 80.5 and 84.5 percent of voters, respectively.
The City provides a full range of services, including:
Police
Fire Protection through a local authority
Streets, Transportation and Transit infrastructure & operations
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Parks, Recreation, Natural Areas and Cultural facilities
Planning, Engineering and Community services
Sustainability Services – Economic Health, Environmental Services and Social
Sustainability
Utilities – Electric, Water, Wastewater and Stormwater
Support Services – Leadership, Human Resources, Information Technology,
Communication, Financial Services, City Clerk’s Office, Facilities and Fleet Services,
and Legal and Judicial Services
In November 2017, voters approved a ballot measure that allows the City to provide high-
speed internet to the community though the buildout of a fiber to the premise enterprise.
Work on this new utility service initiative will begin in earnest in 2018; it is anticipated the
first customer will be connected in mid-2019 with full network buildout occurring by the
end of 2021.
Vision, Mission & Values
Vision:
To Provide World-Class Municipal Services through Operational Excellence and a
Culture of Innovation
Mission:
Exceptional Service for an Exceptional Community
Values:
Collaboration - Excellence - Integrity - Outstanding Service
Safety & Well-being - Stewardship
The City of Fort Collins is an organization committed to high-quality public service and is
a nationally recognized leader in the use of leading-edge management practices. As a
best practice, the City focuses on data-driven decision-making, long-term effects, and
continuous improvement. In 2005, the City adopted the Budgeting for Outcomes (BFO)
process to improve transparency and ensure resources are focused on community
priorities.
The City of Fort Collins aspires to provide world-class services to the community while
cultivating an outstanding organizational culture for its employees. In order to achieve this
vision, both internal and external services are data-driven and implemented according to
organizational values. Compliance with all regulations and laws with a strong focus on
ethics are foundational elements of the City culture. The City develops resiliency and
sustainability through organization-wide systems and processes that ensure consistent
employee work practices and alignment across service areas. The City places a high
value on community input and strives to include them as fellow problem solvers whenever
possible. Residents can not only expect to receive exceptional service, but also to have
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the opportunity to engage with decision-makers, provide input regarding the way City
resources are allocated, and have access to government information in a timely and
transparent manner.
The City was awarded the Malcolm Baldrige National Quality award in 2017, marking a
significant milestone in the City’s ongoing journey to provide world-class municipal
services.
Economic, Environmental & Social Factors
The City of Fort Collins uses a Sustainability Assessment Framework to evaluate the
“triple bottom line” implications of municipal decisions, as appropriate. The framework
assesses the economic, environmental and social factors of each decision, thereby
increasing awareness and often revealing ways that decisions can mitigate negative
impacts and improve overall outcomes. This process creates a “healthy tension” and
balance to City decisions, ensures one aspect of the triple bottom line does not dominate
the decision-making process and reduces impacts when trade-offs are unavoidable.
Economic Factors include the fiscal health of the community, diverse job creation, talent
management and creating an innovative and entrepreneurial atmosphere where
businesses that align with community values thrive.
Environmental Factors include water, land and air stewardship, such as watershed and
water conservation. Other factors include the Cache la Poudre River health and
ecosystem protection, and reducing air emissions and carbon footprint through energy
policies, compact development, greening the built environment, efficient transportation
options and waste reduction programs.
Social Factors include a high-quality, safe community with equal access to services;
strong, connected neighborhoods; and high-quality amenities including cultural,
recreational, open space and transportation options. The engagement of arts, culture
and access to nature is a key element in creating a welcoming and healthy atmosphere.
Common factors include strong partnerships and commitment to a high quality of life. The
City embraces a wide variety of partnerships (e.g., other government agencies, non-
profits, educational institutions and private entities). These partnerships are local,
regional, national and international. Strong and effective partnerships are important in
achieving the strategic objectives.
Guiding Themes & Principles
The City of Fort Collins Strategic Plan is aligned and focused on continuous improvement
in seven Key Outcome Areas:
Neighborhood Livability and Social Health
Culture and Recreation
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Economic Health
Environmental Health
Safe Community
Transportation
High Performing Government
The City budget is also aligned across these seven areas, and revenue is allocated to
support policies and initiatives that drive improvement in each outcome. Each Outcome
Area includes several more specific objectives that define different focus areas. While
each Outcome Area has unique characteristics, City investment in a single objective
regularly impacts more than one outcome.
Major themes and areas of focus within the Strategic Plan, identified through community
outreach and engagement, or as a Council Priority, include:
1. Environmental Sustainability – Identify and implement initiatives that achieve
various environmental goals and objectives.
2. Multimodal Transportation & Public Transit – Improve traffic flow and safety, the
availability of transportation alternatives, and access to public transportation.
3. Community Vibrancy – Improve the community’s sense of place with a high value
on natural areas, culture, recreation and park systems.
4. Housing Affordability – Improve access to a broad range of quality housing that is
safe, accessible and affordable.
Strategic Advantages and Challenges
In addition to the major themes described above, staff has identified strategic advantages
and challenges. Advantages are those strengths and attributes that will enable the City
to achieve the Strategic Objectives described later in this document. Challenges reflect
those attributes that could impair the City’s ability to achieve the Strategic Objectives.
Each of the challenges described below are reflected in one or more Strategic Objective
so that the challenges will be addressed by staff in future budget proposals.
Advantages:
1. A supportive and engaged community
2. A culture of excellence and continuous improvement driven by the City’s Vision,
Mission and Values
3. Engaged and committed employees with a strong focus on customer service
4. Collaborative local partners, such as Poudre School District, CSU, local service
providers, and primary employers
5. National recognition as a best practice community
6. Municipal ownership of four essential Utilities – Light & Power, Water, Wastewater
and Stormwater
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7. Strong revenue and City balance sheet, an Aaa Moody’s credit rating, and a diverse
local economy
Challenges:
1. Housing that is affordable to all income levels
2. Transportation and traffic issues
3. Balancing competing community desires and changing customer expectations
4. Embracing and cultivating diversity and inclusivity
5. Renewal of expiring taxes and updates to fees
6. Attracting, retaining and developing high-quality employees
7. Aging infrastructure and growth-related needs
The Strategic Objectives associated with each Key Outcome Area are described in the
following tables. The Strategic Objectives are not listed in priority order and it should not
be interpreted that a Strategic Objective early in the list is of a greater priority than one
later in the list. Subsequent sections of this document include bullet details below each
Strategic Objective to provide additional context for the objective and its importance.
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Summary of Strategic Objectives
Neighborhood Livability and Social Health
1.1 Improve access to quality housing that is affordable to a broad range of income
levels
1.2 Collaborate with other agencies to address poverty issues and other identified high-
priority human service needs, and to make homelessness rare, short-lived and non-
recurring
1.3 Improve accessibility to City and community programs and services to low- and
moderate-income populations
1.4 Co-create a more inclusive and equitable community that promotes unity and
honors diversity
1.5 Foster positive and respectful neighbor relationships and open communication
1.6 Protect and preserve the quality of life in neighborhoods
1.7 Guide development through community planning, historic preservation, and efficient
and effective development review
1.8 Evaluate the involuntary annexation of the Mulberry Corridor
Culture and Recreation
2.1 Develop recreational and cultural programs with pricing and marketing strategies
that drive value, attendance and cost recovery
2.2 Plan, design, implement and maintain the City's parks and trails systems
2.3 Provide enhanced opportunities for arts and culture throughout the City
2.4 Protect the health and longevity of the tree canopy
Economic Health
3.1 Facilitate government and local partners to form an effective regional economic
health group
3.2 Maintain and grow diverse employment opportunities
3.3 Enhance business engagement to address existing and emerging business needs
3.4 Foster infill and redevelopment that enhances the community
3.5 Maintain utility systems, services, infrastructure and predictable rates
3.6 Invest in utility infrastructure aligned with community development
3.7 Deploy reliable, high-speed internet services throughout the community
3.8 Secure a quiet zone along the Mason Corridor to reduce train noise
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Environmental Health
4.1 Achieve 2020 Energy Policy goals and work towards Climate Action goals for
carbon neutrality
4.2 Improve indoor and outdoor air quality
4.3 Achieve 2020 Energy Policy goals and work toward long-term net zero energy
4.4 Achieve the 2020 Road to Zero Waste goals and work toward the 2030 zero waste
goals
4.5 Develop strategies to improve the community's climate resiliency
4.6 Provide a reliable, high-quality water supply
4.7 Continually improve environmental regulatory performance
4.8 Protect and enhance natural resources on City-owned properties and throughout
the community
4.9 Sustain and improve the health of the Cache la Poudre River and its watershed
4.10 Expand the Natural Areas land portfolio while simultaneously maintaining existing
lands and access to nature
Safe Community
5.1 Improve community involvement, education and regional partnerships to increase
the level of public trust and keep the community safe
5.2 Meet the expected level of core and specialized police services as the community
grows
5.3 Partner with Poudre Fire Authority to provide high-quality fire prevention,
community risk reduction and emergency response services
5.4 Improve emergency management and preparedness
5.5 Address water, wastewater and stormwater infrastructure needs for the protection
of people, property and the environment
5.6 Optimize the use of data and technology to improve service, protect mission-critical
infrastructure and enhance cybersecurity effectiveness
5.7 Reduce incidents of, and impacts from, disruptive behavior of the transient
population
5.8 Improve security at City facilities and properties
Transportation
6.1 Improve safety for all modes of travel
6.2 Manage traffic congestion and improve high-priority intersections
6.3 Improve transit availability and grow ridership
6.4 Support, enhance and accelerate I-25 improvements according to the multi-modal
environmental impact statement
6.5 Improve aging and/or missing transportation infrastructure that serves Fort Collins
6.6 Maintain Level of Service ‘B’ for City streets and the current level of service for
medians and associated infrastructure
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6.7 Address parking needs Downtown, along the MAX corridor and in residential
neighborhoods
High Performing Government
7.1 Provide world-class municipal services to residents and businesses
7.2 Promote a values-driven organizational culture that maintains the public trust
through ethical behavior and transparency
7.3 Broaden methods of community engagement with additional consideration to
diverse backgrounds, languages and needs
7.4 Attract, retain, engage, develop and reward a diverse and competitive workforce to
meet the needs of the community now and in the future
7.5 Foster a culture of safety and well-being across the City organization
7.6 Leverage data, technology, metrics and benchmarks to guide decisions, improve
results, and enhance service delivery
7.7 Address revenue requirements to meet known and emerging needs
7.8 Maintain assets to reduce lifecycle costs while improving reliability and accessibility
7.9 Proactively influence policy and legislative development at all levels
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Neighborhood Livability and Social Health
Fort Collins provides a high-quality built environment, supports
quality, diverse neighborhoods, and fosters the social health of the
community.
Fort Collins is a healthy and vibrant community with a goal to create a city where people
want to live, work and play. The City is committed to creating a desirable urban
environment that recognizes the importance of the form of the environment (e.g.,
community architecture, historic preservation and pedestrian-oriented environments) and
preserving and protecting neighborhood character while ensuring a safe, beautiful and
friendly experience for all residents and visitors.
The City recognizes the importance of neighborhoods and actively seeks to preserve and
support their vibrancy while diligently enforcing property maintenance codes. As the City
grows and redevelops, the vision continues to be an overall average increase in density
that fosters efficient land use; supports a mix of housing types integrated with activity
centers and diverse businesses; increases the safety and efficiency of public utilities,
streets, facilities and services; and accommodates multiple modes of travel (including
vehicle, bus, bike and pedestrian). Development and growth are focused within the
community’s designated Growth Management Area to protect natural resources and the
regional landscape, encourage infill and redevelopment, and maximize the efficient use
of public infrastructure. Alternative transportation modes and access to key health and
human service facilities are a priority.
Neighborhood Livability and Social Health also addresses challenges related to leading
active lifestyles, and the accessibility of health and human service facilities for all
segments of the community while protecting the character of neighborhoods.
Neighborhood Livability and Social Health is related to human well-being and wellness,
and to opportunities for residents to work together, to be self-sufficient, and to live, work
and travel within the community.
The lack of critical mental and behavioral health services in Larimer County has a direct
impact on community residents, businesses and City services. Neighborhood Livability
and Social Health must include providing appropriate facilities and services to support
chronically homeless persons with a goal of leading them to pathways out of
homelessness. Simultaneously, enforcement efforts must continue to prevent residents,
travelers, and transients from displaying illegal or aggressive behaviors that diminish the
quality of life in neighborhoods.
Neighborhood Livability and Social Health includes:
A compact pattern of development within a well-defined community boundary and
opportunities for redevelopment, revitalization and growth in targeted areas
Adequate and safe public facilities, services and infrastructure to serve existing
development and new growth
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Cohesive, distinct, vibrant, safe and attractive neighborhoods
Vital and appealing transit-oriented activity centers and destinations throughout the
city
Quality, accessible and affordable housing options for all household types and income
levels
Preserving and enhancing historic resources
Opportunities to lead active and healthy lifestyles, as well as access to healthy, locally
grown or produced food
Access to physical and mental/behavioral health treatment and services
Addressing the impact of increasing poverty, as well as increasing concerns about
housing affordability and homelessness
A welcoming, inclusive community where all residents and visitors feel valued, safe
and connected
Equal access to City services, amenities, and information for all neighborhoods
Enforcement of laws that diminish aggressive behaviors that affect neighborhood
quality
Definition & Descriptions
1.1 Improve access to quality housing that is affordable to a broad range of
income levels.
In 2015 and 2017, residents identified housing affordability as a high priority
during community outreach sessions. In the 2017 Community Survey, Fort
Collins ranked 16th out of 18 jurisdictions surveyed for “availability of affordable
quality housing.”
The current rental market, with vacancy rates of less than 3 percent, is making
it difficult for residents to live and work within Fort Collins.
To support people with low income levels, the City is helping to create 188 new
affordable housing units per year, with a portion being dedicated to specific
needs, such as veterans or individuals with disabilities.
1.2 Collaborate with other agencies to address poverty issues and other
identified high-priority human service needs, and to make homelessness
rare, short-lived and non-recurring.
The City’s core role has been, and continues to be, funding, policy development
and partnerships for community human service agencies.
Multiple public and private organizations work to address and improve social,
environmental and economic issues within the community and the region.
The social issues that human service agencies address are wide-ranging,
complex and systemic. A strategic, collaborative approach applied to the City’s
engagement with these partners will ensure programmatic effectiveness and
efficiencies, eliminate redundancy and identify underserved areas.
Regional efforts to provide dedicated substance abuse and mental health
facilities are being explored.
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Approximately 360 residents experience homelessness for six months or more
at any given time in Fort Collins, and there continue to be gaps in the system to
make homelessness rare, short-lived, and non-recurring.
1.3 Improve accessibility to City and community programs and services for low-
and moderate-income populations.
As the cost of living in Fort Collins increases, low- and moderate-income
households are struggling to afford participation in City events and services.
Income-qualified rate programs can mitigate the impact of utility rate increases
for families and persons in needs.
1.4 Co-create a more inclusive and equitable community that promotes unity and
honors diversity.
Shifting demographics are making the community and City organization
increasingly diverse.
Programs that engage, celebrate and honor cultural diversity help the City
better serve its constituents and workforce while also building capacity in the
community to mitigate existing barriers to access and opportunity.
Immigrant communities have expressed persistent fear related to personal
safety as well as uncertainty over national immigration policies and risk of
exposure.
City infrastructure and facilities should be accessible to all community
members.
1.5 Foster positive and respectful neighbor relationships and open
communication.
Connected neighbors help identify neighborhood-level priorities and learn how
to work together and/or with the City to address them.
Quality of life improves when neighbors have an understanding of how to
productively manage conflict and allow for healthy disagreements.
1.6 Protect and preserve the quality of life in neighborhoods.
Access to nature and green infrastructure improves the integration of natural
habitat with urban spaces.
Proactive, innovative and effective code enforcement processes are important
aspects of attractive neighborhoods.
Safe and well-maintained sidewalks are important for residents to safely walk or
bike to parks, schools and playgrounds.
Partnerships with public health and civic groups improve neighborhood safety,
reduce graffiti, and prevent vandalism so neighborhoods are safe and clean.
1.7 Guide development through community planning, historic preservation, and
efficient and effective development review.
Fort Collins’ population is expected to grow by 50 percent over the next 20
years, which will drive significant construction throughout the community.
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Processes shall be predictable and effectively manage growth consistent with
City plans and goals.
Emphasis should be placed on preserving the iconic and architectural elements
of the community, rather than solely based on age.
Neighborhood outreach and engagement helps the City to understand
community expectations.
1.8 Evaluate the involuntary annexation of the Mulberry Corridor.
The required enclave will be closed in 2018, opening the possibility of future
annexation.
When annexing new areas, land use planning can ensure quality
redevelopment consistent with City Plan.
Large annexations will require additional investment in resources and
infrastructure, as well as thoughtful and deliberate phasing.
Robust engagement of City and County residents and businesses is necessary
for effective annexations.
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Culture & Recreation
Fort Collins provides diverse cultural and recreational amenities.
Cultural and recreational opportunities are elemental to Fort Collins’ sense of place and
help create a desirable community in which to live and play. Residents consistently place
a high value on these programs and services, believing the City should continue its strong
investment in these amenities. The City’s park and trail systems are also highly valued
and heavily used. The planned buildout of the trail system is a high priority for residents
and will create further connectivity across Fort Collins and throughout Northern Colorado.
Additionally, the City believes that connecting residents to nature is critical to a high
quality of life.
Cultural and recreational facilities and programming provide residents opportunities to
lead enriched and healthy lives, and support overall community wellness. Arts and culture
are enjoyed by residents and visitors alike. Similarly, parks, trails and natural areas
provide beautiful public spaces that foster physical activity and create opportunities for
creativity, reflection and leisure. The quality of parks, trails and natural areas, as well as
arts, culture and recreation programs and opportunities create a sense of pride among
residents, while also drawing visitors and revenue into the City.
In many respects these amenities define, and will continue to define, who we are as a
community. Additionally, the robust urban tree canopy provides many other quality of life
benefits and will be important to preserve and protect against natural and biological
threats. These amenities have a direct link to Economic Health. Environmental Health is
also improved through parks and trails providing access to nature, including the Cache la
Poudre River and surrounding wildlife habitat. The City values stewardship of these
resources.
Providing diverse culture and recreation amenities includes:
Ensuring the legacy of Fort Collins’ parks, trails, natural areas, and cultural and
recreational facilities for future generations
Providing a wide variety of high-quality recreation services and cultural opportunities
Creating an interconnected regional and local trail network of parks and accessible
recreational facilities
Creating and preserving opportunities and spaces where residents can easily access
nature
Continuing a strong focus on exceptional stewardship and ecologically sound and
sustainable operations
Protecting and preserving the City’s tree canopy
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Definition & Descriptions
2.1 Develop recreational and cultural programs with pricing and marketing
strategies that drive value, attendance and cost recovery.
Diverse programs and opportunities should be maintained in addition to an
awareness of changing community desires.
The City desires a high degree of participation in all programs offered.
Fee structures based on demand, alternatives and affordability help to improve
program self-sufficiency.
Fort Collins currently lacks quality regional sports venues where competitive
leagues can hold their state or regional tournaments.
2.2 Plan, design, implement and maintain the City’s parks and trail systems.
Trails have been identified by residents as one of the highest-priority amenities
provided by the City.
As the City’s parks age, additional resources will be needed to make necessary
improvements and updates to keep parks a strong neighborhood amenity.
Considering alternatives and non-traditional approaches could help accelerate
completion of the trail system.
2.3 Provide enhanced opportunities for arts and culture throughout the City.
Through the Lincoln Center, Gardens on Spring Creek, Museum of Discovery
and other cultural services, the City provides programs and services to the
community beyond traditional parks and recreation centers.
The City’s cultural heritage includes the community’s agricultural roots, its
strong commitment to enhancing access to nature, and preservation of open
spaces.
Artistic and cultural opportunities are essential to a vibrant and creative
community.
The City intentionally leverages partnerships with other community arts and
culture organizations to contribute to a strong sense of place.
Cable communications and partnerships with the local public access television
provider may help foster arts and cultural opportunities.
2.4 Protect the health and longevity of the tree canopy.
Emerald Ash Borer poses a threat to up to 33 percent of the urban canopy.
Priority ash trees can be saved through preventative action and residential
losses may be mitigated through education and shadow planting efforts.
Pruning and routine maintenance can extend the life of mature trees and
prevent safety issues from arising.
The Emerald Ash Borer will create an abnormal amount of waste in the way of
dead trees and lumber that may inundate the landfill and other disposal sites.
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Economic Health
Fort Collins promotes a healthy, sustainable economy reflecting
community values.
The City intentionally uses the term “Economic Health” to describe the community’s
engagement with the economy. By referring to “health” rather than “development,” the
City emphasizes its commitment to the overall soundness and long-term vitality of the
local economy. This means an economy where residents can find employment and afford
to live in the community; businesses are able and encouraged to start, remain and expand
in the community; and everyone can expect quality City services and sustainable,
attractive infrastructure. To achieve these outcomes, the City creates an atmosphere
where businesses that align with community values thrive and focuses on retaining,
expanding, incubating and, lastly, attracting new businesses. These efforts focus on
emerging and established Targeted Industry Sectors and Clusters including Clean
Energy, Water Innovation, Bioscience, Technology, Uniquely Fort Collins, Local Food,
Advanced Manufacturing and Healthcare.
Priorities for sustaining Economic Health are: engaging existing businesses to ensure an
environment conducive to success, maintaining the City’s role as a regional economic
center, continuing collaboration with CSU and other regional participants, and supporting
cultural, natural and community amenities. In addition, the City and businesses prosper
when a skilled workforce meets the needs of local employers and fruitful partnerships are
created with other economic development organizations. The Northern Colorado
Regional Airport is an important community asset that can enhance the economic activity
within the community.
The City recognizes the business community as partners in achieving Economic Health
and reaches out to listen to and understand their needs and emerging issues. This
engagement provides focus for developing programs and policies that encourage
retention and expansion of existing small and medium-sized businesses. Business
innovation is encouraged and the City engages as a partner in this innovation through the
City as a Platform and Smart Cities frameworks. Regular business engagement provides
direction to the City’s efforts to continuously improve the efficient and transparent delivery
of services, including development review, permitting, infrastructure construction, etc.
New opportunities and challenges exist related to adequate technological infrastructure
designed to support a knowledge-based economy and employment competition.
Numerous prospects are emerging for redevelopment and infill. Priorities include efforts
to foster entrepreneurship, grow and attract primary employers, remain a retirement and
tourism destination, and support and strengthen existing businesses.
A healthy and resilient economy includes:
Diverse jobs that enable residents and businesses to thrive
Innovative and entrepreneurial atmosphere that builds new and creative industries
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Strong partnership and collaboration with the private sector, educational institutions
and other organizations
Comprehensive quality infrastructure that supports businesses
Balance between the built and natural environments
Engagement with local businesses to understand and address their needs
Definition & Descriptions
3.1 Facilitate government and local partners to form an effective regional
economic health group.
The region benefits from and has multiple organizations working to improve
economic conditions including CSU, Rocky Mountain Innosphere (RMI),
Northern Colorado Economic Alliance (NCEA) and various cluster
organizations.
The region is currently under-represented at the regional and national level.
Prospects and leads previously handled by the Northern Colorado Economic
Development Corporation (NCEDC) are now handled independently by various
municipalities and organizations.
Coordination of regional development activities with national representation is
needed to focus on retention, expansion, incubation and attraction.
Collaboration should include regional and global partners.
3.2 Maintain and grow diverse employment opportunities.
Currently, approximately 70 percent of the jobs in Fort Collins require a high
school degree or less and 75 percent of the labor force has some college or a
college degree.
The skills/education to job need mismatch makes it increasingly difficult for
employers to meet their labor needs.
Projections for Fort Collins and Larimer County anticipate the creation of
28,000 new jobs in the next five years, which will outstrip worker growth and
exasperate the skills/education to job mismatch.
Although the overall supply of employment-zoned land appears sufficient to
meet long-term demand, its readiness for development may constrain the
community’s ability to create employment opportunities.
3.3 Enhance business engagement to address existing and emerging business
needs.
A business customer segmentation and analysis of each segment’s needs is
necessary to guide program and initiative development.
A process for assessing the satisfaction, dissatisfaction and engagement of
business customers is needed.
A consistent customer experience across the organization and for all business
segments is needed.
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Improvement in select current service delivery systems (e.g., Development
Review, Permitting, etc.) is needed to provide efficient and transparent services
to all business customers.
3.4 Foster infill and redevelopment that enhances the community.
Buildout within the City’s development boundaries is expected over the next 20
to 30 years. Growth will be denser and taller than historical norms and
additional infrastructure will be needed to support remaining open field
development.
Infill developments are met with significant community resistance to higher
density and heights, requiring a high level of stakeholder engagement.
Infill development should enhance and preserve the character of existing
neighborhoods while allowing taller buildings in appropriate character sub-
districts while maximizing compatibility through appropriate design.
Fort Collins has many unique features that need to be preserved and
enhanced.
3.5 Maintain utility systems, services, infrastructure and predictable rates.
Low energy costs and high reliability provide an advantage in attracting and
retaining energy-intensive industries. Maintaining the system reliability and cost
advantage is important to retaining existing primary employers.
The underground system (electric, water and wastewater) is aging and will
require increased maintenance and replacement to maintain the current system
reliability.
Significant stormwater system improvements are planned but are not funded.
Maintain cost of service rate structures for utility customers that are consistent
with environmental goals.
Design and maintain an electricity distribution infrastructure to facilitate a
diverse, efficient, economical, reliable, clean and secure transition to higher
levels of renewable energy sources.
3.6 Invest in utility infrastructure aligned with community development.
The population within the GMA is expected to grow from the current 170,000 to
an estimated 255,000 by 2040.
Water storage capacity is needed to ensure water rights can be fully utilized to
meet future demand and drought management needs.
New infrastructure is needed to deliver services to meet the needs of future
growth in areas such as the Mulberry Corridor and northeast Fort Collins.
3.7 Deploy reliable, high-speed internet services throughout the community.
Voters approved a charter modification to allow the City to provide
telecommunication services as part of the current Light & Power utility.
Voters also supported the issuance of up to $150M of debt to support the
implementation of high-speed internet and associated services (video &
phone).
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The creation of a new internet utility service will require significant
organizational effort and require prioritization of activities during the start-up
phase.
High-speed internet service throughout the community will support economic
vitality, quality of life and governmental operations, and will be leveraged to
facilitate Smart City goals.
3.8 Secure a quiet zone along the Mason Corridor to reduce train noise.
Businesses and residents in proximity of the Mason Corridor are negatively
impacted by train horn noise.
Work with the Federal Railroad Administration to identify cost-effective
solutions.
Noise is impeding development along the Mason Corridor.
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Environmental Health
Fort Collins promotes, protects and enhances a healthy and
sustainable environment.
For decades, the City of Fort Collins has led the way in innovative and sustainable
environmental programs, such as watershed stewardship, water conservation, low-
impact development stormwater management, and energy policies. Additional examples
include the City’s natural areas system, Cache la Poudre River restoration, waste
reduction programs, air quality and emissions policies, climate action planning, and green
building standards.
The City has set some of the most aspirational goals in the country for its Climate Action
Plan (CAP) to reduce its greenhouse gas emissions, including carbon neutrality by 2050.
The community is working to develop individual strategies for achieving those goals in
such areas as waste reduction, transportation, energy use reduction and the green built
environment. Climate change poses an increasingly real and serious threat to the world
at large and to the quality of life we value in Fort Collins.
Fort Collins Utilities plays a critical role in environmental stewardship by protecting the
watershed and meeting all regulatory standards, as do other utility districts who provide
sanitary sewer and water service to Fort Collins residents. Fort Collins Utilities supports
innovative programs that go beyond compliance, promoting energy and water
conservation, efficiency and clean electricity sources.
The City’s efforts to conserve natural areas are a core part of Fort Collins’ identity and
culture. The program has conserved 44,000 acres since its inception, and continues to
conserve land while providing an increased emphasis on stewardship, such as habitat
restoration and visitor amenities. Current land conservation efforts are focused on local,
foothills and community separator areas.
With regional and global partners, Fort Collins is a leader in implementing policies and
programs that engender a more economically efficient, successful and resilient
community, while reducing local climate change impacts.
A healthy and sustainable environment includes:
Efforts to meet CAP goals and reduce greenhouse gas emissions
Healthy watersheds and best practice stormwater management
A sustainable, high-quality water supply
Conserving resources, including energy and water, and cultivating a healthy
ecosystem
Careful stewardship of open lands and natural areas
A comprehensive and connected system of natural areas and open lands
Partnerships with local, regional, state and national affiliates to achieve desired goals
and outcomes
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Integrating renewable energy technologies for the electric grid
Monitoring local and regional air quality and supporting programs that improve air
quality, such as fugitive dust control measures
Solid waste reduction and diversion
Efforts to encourage and regulate best practices in outdoor lighting to protect the
night sky
Definition & Descriptions
4.1 Achieve Climate Action Plan (CAP) 2020 goals and continue progress toward
the 2030 goals.
Eighty percent of residents support the City engaging in climate action, and the
City can support ways to engage and empower residents, businesses and
institutions with opportunities for sustainable living practices.
Emission reduction strategies to meet greenhouse gas reduction goals are
outlined in the CAP Framework, including strategies for buildings, advanced
mobility, energy supply and delivery, and waste reduction.
The community and city organization’s 2030 climate goal of an 80% reduction
below 2005 levels will require a systems approach.
4.2 Improve indoor and outdoor air quality.
Fort Collins’ ground-level summertime ozone levels continue to be among the
highest along the Front Range.
Surveys indicate 21-32 percent of Fort Collins households have a member
suffering from respiratory disease.
Indoor air quality is typically more than 70 percent worse than outdoor air, and
70 percent of Fort Collins’ buildings have high radon levels.
4.3 Achieve 2020 Energy Policy goals and work towards Climate Action goals for
carbon neutrality.
Existing buildings are responsible for more than 80 percent of electricity and
natural gas use, accounting for two-thirds of Fort Collins’ greenhouse gas
emissions, and costing around $150M per year to operate. Significant
opportunities exist through efficiency and conservation (the most cost-effective
approach) to reduce impacts.
Alignment with Platte River Power Authority communities is needed to support
additional use of renewable energy. Additional education, training, regulations
and incentives are needed to address and achieve net zero energy goals.
Generation and electric distribution systems should meet environmental goals.
4.4 Achieve the 2020 Road to Zero Waste goals and work toward the 2030 zero
waste goals.
Fort Collins currently diverts about 51 percent of its waste stream, and the
majority of what is sent to landfills could be recycled or composted.
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Larimer County Landfill is forecast to reach capacity in 2025. Upon closure of
the landfill, costs will rise for waste disposal in the Fort Collins community (and
for the City organization). Alternatives to landfilling will become increasingly
important to help maintain affordability.
Strategies for reducing waste, recycling, and composting more of the
community’s discards are critical for achieving Council-adopted goals for
Climate Action and the Road to Zero Waste Plan, as well as municipal
sustainability.
The North Front Range Wasteshed Coalition (comprised of the Cities of Fort
Collins and Loveland, Larimer County, and the Town of Estes Park) is working
with the regional community to create new infrastructure and policies to support
responsible, cost-effective waste management and resource recovery in
Northern Colorado.
4.5 Develop strategies to improve the community's climate resiliency.
Communities in the Intermountain West are particularly vulnerable to increased
temperatures, reduced snowpack, threats to water quality, increased storm
severity, natural hazards and threats to human health.
Public health and safety concerns, negative economic impacts and resource
constraints may be a result of a changing climate.
Support programs that include ongoing monitoring of climate research and
evolving climate modeling are necessary to assist in future course corrections
and additional strategy identification.
4.6 Provide a reliable, high-quality water supply.
The watershed acts as a primary water treatment facility, so monitoring and
protecting the watershed and focusing on long-term storage capability is critical.
Key local industries rely on a high-quality and reliable water resource.
While the City’s water consumption per capita has declined by approximately
25 percent over the past 10 years, additional stress is placed on water
resources due to growth, climate change and lack of storage.
Water quality monitoring programs within the urban and lower watersheds
support long-term environmental objectives and beneficial uses of local
waterways.
Balancing water supply and demand is necessary in the face of a changing
climate and increasing population, ensuring it is available long term and during
times of drought.
4.7 Continually improve environmental regulatory performance.
Wastewater infrastructure improvements are required to meet changing and
more stringent state regulations and permit thresholds. Specifically,
improvements need to be implemented to meet regulations for nutrients,
metals, temperature and ammonia while recognizing the need to address
Climate Action Plan goals.
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4.8 Protect and enhance natural resources on City-owned properties and
throughout the community.
Continue efforts to conserve and restore land that provides habitat and
biological diversity, public access via trails, buffers that that provide separation
from neighboring communities, scenic vistas, opportunities for environmental
education and watchable wildlife, and conservation of agricultural lands.
A focus on Nature in the City ensures that as the community grows to its build-
out population, residents of all abilities have access to high-quality, natural
spaces close to where they live and work; it is important for people to have
inclusive experiences, such as those with visual or hearing impairments.
Development review and regulations are needed to require minimum buffers,
work to minimize impacts, protect the night sky, provide guidance, and require
mitigation to conserve and enhance natural resources and wildlife habitats.
4.9 Sustain and improve the health of the Cache la Poudre River and its
watershed.
The Cache la Poudre River has multiple and, at times, competing demands
from various users.
The Cache la Poudre River is a natural amenity and ecosystem to be carefully
nurtured and maintained.
The City’s urban streams have been degraded by agriculture and urban
development.
Maintaining river health is dependent on partnerships with local, regional and
national organizations that focus on local and regional investments.
4.10 Expand the Natural Areas land portfolio while simultaneously maintaining
existing lands and access to nature.
Fort Collins enjoys a unique appeal due to open spaces, access to mountains,
parks and trail systems, and an individual identity separate from neighboring
communities.
The City’s open space lands and trail network are critical to reaching goals to
increase responsible access to nature.
As Natural Areas experience more visits, challenges arise including how best to
preserve the assets for future generations.
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Safe Community
Fort Collins provides a safe place to live, work, learn and play.
The City of Fort Collins strives to be a safe and healthy place to live, work, learn and play.
Safety and security are important aspects of a sustainable community as they help shape
its appeal, viability, productivity and economic stability. The use of technology to improve
investigative techniques and communication is important, and with increased
dependence on technology, cybersecurity has become a high priority.
Ensuring that Fort Collins is a safe community is addressed by many services and
programs provided by the City and its partners. Residents often identify immediate actions
from Police Services and Poudre Fire Authority as key contributors to their sense of
safety. However, the definition of a safe community is broader than emergency
responsiveness. It also extends to the City’s stormwater systems that are founded on best
management practices and long-term planning. Safeguarding the community’s
infrastructure through design, building regulations and inspections is also essential to
ensuring a safe community.
Key components of community education include community policing, prevention and
preparedness, regulations and infrastructure investment. The City’s Emergency
Management system and many regional, state and federal partners work to minimize and
effectively respond to emergency situations.
A safe and healthy community includes:
A safe, non-threatening city in which to live, work, learn, and play
Proactive and skilled police and fire services
Safe, reliable and best practice floodplain management
An active emergency management system focused on prevention, preparedness and
recovery with key partnerships in place to effectively respond to emergency situations
Definition & Descriptions
5.1. Improve community involvement, education and regional partnerships to
increase the level of public trust and keep the community safe.
Local and regional coordination is essential to a safe community so that all
emergency response teams are aligned.
Local, regional and federal resources should be maximized to address safety
issues.
Partnerships should continue to support key enforcement and education
programs such as animal control, mental health, substance abuse,
detoxification, victim assistance, youth programs, bike safety, county jail and
programs to reduce repeat crimes.
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Continue public-private partnerships and engaging the community to address
community safety and build community pride.
5.2. Meet the expected level of core and specialized police services as the
community grows.
As the community reaches full buildout and a population of approximately
255,000, the type and volume of crimes and community needs will change,
requiring additional police resources and skills to maintain and increase
community safety.
The police industry is changing, with a greater number of calls requiring
specialized training to deal with mental and behavioral health issues.
The use of technology, such as body-worn cameras, and training related to the
appropriate use of force helps maintain a high level of transparency and public
credibility.
To meet community expectations, Police Services needs to be nimble in
responding to emerging needs, which include community policing, bike patrol,
party enforcement and others.
5.3. Partner with Poudre Fire Authority to provide high-quality fire prevention,
community risk reduction and emergency response services.
When a fire breaks out, the goal is to contain it within the room of origin. To
enhance public safety, the goal is to increase containment in the room of origin
to 85 percent.
Fast response time is crucial to containing fire. PFA’s goal is to be on scene 80
percent of the time within 6 minutes and 20 seconds.
Public awareness, including school programs, community outreach and social
media campaigns, supports fire prevention.
Development review services ensure that new construction, redevelopment,
and building activity are consistent with the International Fire Code.
The community's demand for Emergency Medical Services continues to grow
rapidly, challenging PFA to address demand growth through alternative
response models and public education.
5.4. Improve emergency management and preparedness.
The City’s Emergency Management Plan outlines the Citywide emergency
response and recovery plans for all hazards and calls for ongoing training.
All City departments should have Continuity of Operations (COOP) plans that
further develop the appropriate documentation and understanding of how to
respond to an emergency.
Emergency planning, preparation and training should leverage federal and
state resources and be done in collaboration with regional efforts.
The current operational structure of having the emergency manager housed
within Poudre Fire Authority, rather than the City, creates communication and
coordination challenges. Best practice research demonstrates that alternative
models could enhance service.
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5.5. Address water, wastewater and stormwater infrastructure needs for the
protection of people, property and the environment.
Approximately 1,100 structures are in the floodplain due to inadequate
stormwater infrastructure.
Thirty-three miles of water main are more than 80 years old and 12.5 miles are
more than 100 years old. As water mains age, the reliability of the system
decreases.
Twenty miles of wastewater main are more than 100 years old, and 12 percent
of wastewater mains have a condition rating of severe because of cracking,
roots or offset joints.
5.6. Optimize the use of data and technology to improve service, protect mission-
critical infrastructure and enhance cybersecurity effectiveness.
Cybersecurity is increasingly important to the protection of the City’s assets and
information as well as the protection of customer privacy.
Cyber audits and awareness training are a critical component of ensuring the
City’s security.
Many City services are reliant on technology for the continuity of core
operations. Additionally, technology can improve the effectiveness and
efficiency of various services across the City.
5.7. Reduce incidents of, and impacts from, disruptive behavior of the transient
population.
Fort Collins has experienced an increase in disruptive behaviors, causing
numerous challenges and frustration among Downtown visitors, business
owners and residents.
Increasingly, Police, Natural Areas and Parks resources are consumed by
transient issues, reducing the level of service provided to other residents.
While focused attention Downtown has led to decreasing disruptive transient
behavior in that area, Midtown, the Mason Corridor, the Harmony Corridor and
Campus West have all experienced increased transient activity.
Ongoing attention and creative approaches to appropriately balance
compassion and consequences are needed.
5.8. Improve security at City facilities and properties.
The City has experienced an increase in security-related incidents happening at
Municipal Court that require police assistance.
Security controls for City facilities are managed by multiple systems, and best
practices point to one centralized system as most effective.
Perception of safety of Transfort, Parks and Natural Areas has a high impact on
residents’ use and enjoyment of these services.
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Transportation
Fort Collins provides safe and reliable multi-modal travel to, from and
throughout the City.
The transportation system is a key component for nearly all aspects of the City of Fort
Collins. The system provides the connecting fabric among residences, employment,
schools and shopping. It is critical for economic success and commerce, interconnected
with land use, and is impactful to Climate Action Plan and healthy living goals. The
success of a quality-built and well-functioning multi-modal system is a community
differentiator and reflected in quality-of-life performance measures.
The City uses data and analysis to develop and maintain a safe and reliable multi-modal
transportation network. It addresses gaps within the transportation network and promotes
biking and walkability throughout the community. Priority will be given to managing and,
where possible, reducing congestion and improving safety through physical infrastructure
improvements, use of innovative technology and demand reduction. The City’s existing
infrastructure will be highly functioning and well maintained. The systems should be
complete and designed to provide accessibility by offering a variety of effective, efficient,
complete, and safe transportation choices for all users.
I-25 is a vital connection among Fort Collins and its regional partners. Its function and
reliability is critical to the Northern Colorado region.
Allocation of roadway width, including reshaping streets to support safety and promote a
mix of modes, remains a priority. Street design that blends transportation needs with
social and environmental amenities creates a sense of place in the community.
A transit system that is efficient and productive is a priority. Technology will be leveraged
to provide innovative sources of information concerning traffic, congestion and transit
options. Transportation operations concentrate on reducing congestion, improving air
quality and improving safety for all modes of travel.
A connected and mobile community includes:
Land use and transportation that is fully integrated, both locally and regionally, to
create an affordable, accessible, low-energy, low-impact and efficient transportation
system
Multiple mode choices for safe, affordable, easy and convenient travel
A transportation system that provides safe, reliable, convenient and effective vehicular
mobility and access
Travel infrastructure that is high quality and reliable, as well as recognized as world
class by residents, visitors and peers
Capacity and systems for effective traffic flow and minimal congestion
People who are aware of the impact their travel choices have on the transportation
system, the environment and the community
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Support for and implementation of emerging trends such as electrification of the
vehicle fleet, connected vehicles, adaptive signal technology, etc.
Infrastructure and technology to address and mitigate the impact of train delays
Definition & Descriptions
6.1 Improve safety for all modes of travel.
Appropriate programs, policies, infrastructure improvements (e.g., accessible
sidewalks and safety-conscious intersection design) and educational resources
will work to reduce the overall number and severity of traffic accidents.
Community awareness and education regarding collisions involving vulnerable
road users including pedestrians, bicyclists and motorcyclists is a focus.
Quality infrastructure continues to be a focus, including safe, accessible, well-
functioning, high-quality streets, bikeways, sidewalks and trails.
6.2 Manage traffic congestion and improve high-priority intersections.
Specific infrastructure projects (such as intersections) to improve safety,
efficiency, and reliability can have significant positive impacts. Project
identification is through a data-driven approach and previously completed
prioritization studies.
Continued focus on efforts to increase bicycling throughout the city will have
benefits to other modes of travel.
Demand management strategies can be effective in reducing traffic congestion
and require a coordinated approach that evaluates the entire transportation
system.
Technology should be leveraged to maximize system capacity and efficiency.
The City will work to reduce delays associated with freight-rail lines.
6.3 Improve transit availability and grow ridership.
A fully functioning transit system requires a level of service that allows the rider
to move throughout the city in a timely manner and works seamlessly with other
modes of travel.
Service levels will focus on areas of greatest ridership demand and productivity,
in accordance with the transit policies.
Recent expansions of service require work to optimize and improve service.
Proposed expansion of service requires strategic alignment, community dialog,
funding and implementation plans.
6.4 Support, enhance and accelerate I-25 improvements according to the multi-
modal environmental impact statement.
Efforts should be focused on expanding the I-25 corridor from Highway 402 to
Highway 66 via collaboration with regional, state and federal partners.
Regional partners – Larimer County, Weld County, Town of Berthoud, Town of
Johnstown, City of Loveland, Town of Timnath, Town of Estes Park, Town of
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Windsor, Town of Wellington – and private-sector investors are contributing
$55M toward the Colorado Department of Transportation project to add express
lanes from Johnstown to Fort Collins along I-25.
Improvements to bridges, as well as pedestrian and bicycle access under I-25,
are key design elements that will help enable regional alternative modes of
transportation to safely cross the busy thoroughfare.
6.5 Improve aging and/or missing transportation infrastructure that serves Fort
Collins.
The northeast quadrant of Fort Collins is the last major quadrant of the City’s
Growth Management Area that remains largely undeveloped.
The lack of transportation and utility infrastructure in the northeast quadrant
(some requiring significant investment) limits opportunities for affordable
housing and business development that would meet the same quality and
standards as the rest of the community.
Street maintenance and the infrastructure of intersections and pedestrian
facilities are a high priority for the Fort Collins community.
The City has a significant number of bridges, culverts and irrigation ditch
crossings that are in need of repair.
Partnerships and innovative financing strategies will be needed to address
infrastructure deficiencies.
6.6 Maintain Level of Service ‘B’ for City streets and the current level of service
for medians and associated infrastructure.
The cost of infrastructure maintenance continues to increase rapidly along the
Front Range.
Street maintenance is highly reliant on sunsetting revenue streams; although
the ¼-cent dedicated sales tax was renewed by voters through 2025, the Keep
Fort Collins Great sales tax generates 50 percent of street maintenance funding
and that tax is scheduled to sunset at the end of 2020.
Innovative technology solutions may reduce ongoing costs.
Desired aesthetic components (e.g., medians) have an impact on project
implementation and increase ongoing maintenance costs.
6.7 Address parking needs Downtown, along the MAX corridor and in residential
neighborhoods.
Parking at key locations maximizes the effectiveness of integrated transit,
bicycle and pedestrian solutions.
Access to convenient parking for people of all abilities is an important
consideration.
Successful implementation of transportation demand management strategies
should reduce automotive congestion and the increasing need for associated
parking.
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High Performing Government
Fort Collins exemplifies an efficient, innovative, transparent, effective
and collaborative city government.
A high-performing government delivers services desired by the community through sound
financial management, transparent and collaborative decision-making, various
communication methods, and efficient and effective project management. To achieve this,
the City attracts and employs high-caliber employees, retains its workforce through
development and growth opportunities, and promotes intelligent risk-taking to address
increasingly complex challenges. The City’s vision, mission and values are reinforced at
every level of the organization and guide its culture. Exceptional customer service that is
responsive to the needs of residents and businesses is crucial in every interaction among
the City and all members of the community.
The City values community engagement and involvement in the planning and decision-
making process. It also collaborates and problem-solves with adjacent municipalities,
CSU, school districts, Larimer County, special districts, local organizations and interested
individuals.
Core processes of leadership, strategic planning, budgeting, organizational development
and human resources are aligned to develop an organization that listens to and engages
the public, continuously delivers high-quality services to the community, facilitates high
performance and generates trust in and transparency of City business.
The City of Fort Collins uses a systems approach to apply economic, environmental and
social lenses to decision-making. The City is also committed to continuous improvement
and performance excellence. Data from surveys, performance metrics, operations,
engagement events and face-to-face interactions are key to decision-making and
pursuing strategic opportunities for improvement. The City budget reflects community
values, challenges and opportunities.
Public involvement and a transparent government are cornerstones of a high-performing
community. Communities with actively involved residents are more satisfied and
contribute greater benefit to the community as a whole. Engaged communities strive to
be inclusive and equitable for all.
A high-performing government includes:
Effective and efficient local governance where all community voices are valued
Fiscal sustainability and transparency
A collaborative and community-based approach to problem solving
Core processes that are consistently used across the organization
A high-quality workforce that strives for continuous improvement in all areas
A systems approach, driven by data, to effectively solve problems, creatively pursue
opportunities for improvement and develop innovative solutions
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Attracting, developing and retaining an ethical and diverse workforce who are the best
and brightest in their fields
Citywide strategies and standards for inclusive civic engagement
Definition & Descriptions
1. Provide world-class municipal services to residents and businesses.
Delivering world-class services provides a platform for co-creation that enables
residents, businesses and non-profit agencies to help enhance Fort Collins and
solve challenging community issues.
The City continues to implement systems and processes that improve services
and resident satisfaction, as consistent with the City’s performance excellence
journey.
The City strives to meet the needs of the majority of community members.
Regulation, stewardship, voter-driven actions and other factors may dictate
circumstances in which the City is unable to satisfy some residents and
businesses.
7.2 Promote a values-driven organizational culture that maintains the public
trust through ethical behavior and transparency.
The organization places a strong value on maintaining the public trust and has
articulated high expectations regarding transparency.
The City continues to focus on fostering a culture of ethical behavior and
embedding core values into the culture to reinforce accountability.
Balancing the social, economic and environmental health of the community is
critical to ensuring long-term sustainability of City services and resident
satisfaction.
7.3 Broaden methods of community engagement with additional consideration
to diverse backgrounds, languages and needs.
The City’s Public Engagement Strategic Plan focuses on fostering an engaged
community, equipping staff to successfully lead public engagement projects,
prioritizing inclusivity, and ensuring accountability and excellence in community
engagement.
Fort Collins has a diverse mix of residents who desire meaningful engagement,
trust and regular communication with their local government.
The communication landscape is rapidly changing. Social media use has
increased by 21 percent globally since 2015, meaning the City needs to
continue to reimagine community engagement to reach the entire community.
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7.4 Attract, retain, engage, develop and reward a diverse and competitive
workforce to meet the needs of the community now and in the future.
Cost of living increases, anticipated retirement of City employees, and
projected growth in the regional population increase the challenges in the
region and for the City related to talent management.
The City organization has a need to develop diverse talent pools and to
increase diversity in its leadership pipeline.
A diverse workforce leads to increased innovation, productivity and creativity.
Current gaps within the City organization hinder its ability to fully access the
breadth and depth of talent represented by community members.
The City relies heavily on a dedicated group of volunteers to assist the
workforce in delivering world-class services. Further recognition of the role
volunteers play in supporting the City workforce can improve service delivery.
7.5 Foster a culture of safety and well-being across the City organization.
The City’s safety culture is one of prevention, education, safe design principles
and collaborative partnerships with City Wellness.
The City’s Total Recordable Injury Rate (TRIR) and Days Away Restricted or
Transferred (DART) case rates have improved significantly over the past two
years, but significant progress remains necessary to reach world-class levels.
The City recognizes a healthy workforce reduces costs and is an important part
of recruiting talent.
7.6 Leverage data, technology, metrics and benchmarks to guide decisions,
improve results, and enhance service delivery.
Optimize the use of technology to enhance evidence-based decision-making.
As large data sets become more readily available for analysis, the City needs to
evolve its business practices and use of technology to utilize that data to
provide improved services to the community.
Significant progress has been made in defining appropriate metrics to track
progress and success in achieving the City’s Strategic Outcomes, objectives
and departmental goals. Additional work is needed to identify benchmarks,
which help to identify world-class performance levels from regional, national
and global comparisons.
Integrating advanced information and Internet of Things technologies to help
manage key infrastructure, public health and safety systems can produce better
outcomes for residents and businesses.
7.7 Address revenue requirements to meet known and emerging needs.
The Keep Fort Collins Great tax sunsets in 2020. This tax provides close to
$30M in revenue annually to support services that residents have come to rely
on. Continuation of similar funding will be critical to the ongoing delivery of
existing service levels.
Various areas across the City lack funding for enhanced and replacement
capital investments, including transportation infrastructure, transit, Golf, Parks,
etc.
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7.8 Maintain assets to reduce lifecycle costs while improving reliability and
accessibility.
As City assets age, renewal and replacement is critical to maintaining the City’s
infrastructure.
Tools and systems that support capacity planning and capital asset needs,
monitor asset life and condition, and schedule repairs (based on optimal asset
lifecycle costs estimates) may improve the effectiveness of asset management.
7.9 Proactively influence policy and legislative development at all levels.
The City plays a critical role in influencing local, state and federal policy that
impacts its ability to achieve Key Outcomes.
Proactive influence of other government policy and legislation can help ensure
a workable outcome for the City and its residents.
Policy decisions at other levels of government result in sometimes burdensome
compliance requirements that require additional human capital as well as
funding solutions to ensure legal compliance.
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Appendix A: Performance Measures
The City of Fort Collins is committed to being a data-driven organization. Using
quantifiable data and analysis, the City tracks and measures success in achieving the
Key Outcomes and Strategic Objectives defined in this plan. This includes identifying
appropriate metrics related to both Key Outcomes and Strategic Objectives, establishing
appropriate targets for each of these metrics, tracking the actual performance of each
metric over time, and regularly reviewing and discussing the performance.
Community Dashboard
The City’s focus on tying metrics to specific Outcomes began in 2013. Staff, working with
City Council, developed the Community Dashboard where each of the seven Outcome
Areas has four to seven performance metrics that track, at a high level, the City’s progress
in achieving the desired Outcome. Every measure on the dashboard is measured against
a target. The Community Dashboard is updated quarterly and can be found online at
fcgov.com/dashboard.
Results as of Q4 2017
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Neighborhood Livability and Social Health
Culture and Recreation
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Economic Health
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Environmental Health
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Safe Community
Transportation
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High Performing Government
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Strategic Objective Metrics (Strategy Maps)
To further enhance the use of metrics, Strategy Maps have been created that tie specific
metrics to each of the Strategic Objectives within the City’s Strategic Plan. This is an
executive management tool that is used to track organizational performance. It provides
insight into the City’s progress of achieving the Strategic Objectives, which will then help
achieve the Outcomes.
Where possible, three to four metrics have been assigned to each Strategic Objective;
these metrics are treated similarly to the Community Dashboard metrics. This includes
identifying appropriate metrics related to both Key Outcomes and Strategic Objectives,
establishing appropriate targets for each of these metrics, tracking the actual performance
of each metric over time, and regularly reviewing and discussing the performance. The
metrics associated with each Strategic Objective may change over time as individual
metrics are improved or replaced with more meaningful ones.
Executive-level reviews occur monthly in meetings with the entire executive team where
the progress on the metrics is discussed. Underperforming metrics require action plans
that indicate organizational efforts to improve the performance of those metrics.
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
1.1 Improve access to quality housing that is
affordable to a broad range of income levels
NLSH 3. Affordable Housing Inventory
NLSH 4. Fort Collins' Housing Opportunity Index (HOI) compared to western states
region HOI
1.2 Collaborate with other agencies to address
poverty issues and other identified high‐priority
human service needs, and to make homelessness
rare, short‐lived and non‐recurring
NLSH 39. Winter Point in Time Count of Homeless Population
NLSH 84. Human Service Funding Portfolio
NLSH 85. Human Service Client Impact
1.3 Improve accessibility to City and community
programs and services to low‐ and
moderate‐income populations
NLSH 37. Rebate Program Participation
CR 93. Recreation Programs ‐ Cumulative number of scans for low‐income reduced
fee passes
CR 94. Recreation Programs ‐ Cumulative number of activity enrollments for low‐
1.4 Co‐create a more inclusive and equitable
community that promotes unity and honors
diversity
NLSH 81. Boards and Commissions Diversity Index
NLSH 61. % of citizens responding very good/good ‐ Fort Collins as a place of
community acceptance of all people
1.5 Foster positive and respectful neighbor
relationships and open communication
Metrics still being evaluated:
NEW: # of participants in Restorative Justice
NEW: % of mediation cases with agreeable resolutions compared to total
NEW: # of neighborhood participating in the Neighborhood Connections Program
NEW: # of graduates from the Neighborhood Leadership Program
1.6 Protect and preserve the quality of life in
neighborhoods
NLSH 1. Voluntary Code Compliance
NLSH 2. Response Time to Graffiti Removal
NLSH 64. % of citizens responding very good/good ‐ Your neighborhood as a place
to live
TRAN 37. Average Speed on Neighborhood Streets
Neighborhood Livability and Social Health
2018 Strategic Plan ‐ Adopted April 17, 2018
42
1.7 Guide development through community
planning, historic preservation, and efficient and
effective development review
Metrics still being evaluated:
NEW: # of landmarked properties or districts (Tom Leeson)
NEW: # of building permits (Tom Leeson)
NEW: % of Development Review applications completed within TBD
1.8 Evaluate the involuntary annexation of the
Mulberry Corridor
No metrics identified
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
2.1 Develop recreational and cultural programs
with pricing and marketing strategies that drive
value, attendance and cost recovery
CR 1. Recreation Programs ‐ Total Cumulative Participation
CR 5. Golf Courses ‐ Total Cumulative Participation
CR 87. Trained Observer Program – Percentage Of Cemetery Ratings With No
Problems
CR 95. Recreation participant survey satisfaction
CR 96. Recreation Programs ‐ Cumulative number of enrollments on opening day
registration
Metrics still being evaluated:
NEW ‐ Lincoln Center profitability by quarter
2.2 Plan, design, implement and maintain the
City's parks and trails systems
CR 7. Paved Trails ‐ Cumulative Number of Visits
CR 23. Trained Observer Program – % of Parks and Rec Fac Grounds Ratings With
No Problems
CR 62. Miles of Trail/10,000 Population
CR 67. % of citizens responding very good/good quality of ‐ Recreational trails
CR 97. Trained Observer Program – Percentage Of Trail Ratings With No Problems
2.3 Provide enhanced opportunities for arts and
culture throughout the City
CR 2. Lincoln Center ‐ Total Cumulative Participation
CR 3. Museum of Discovery ‐ Total Cumulative Participation
CR 63. % of citizens responding very good/good ‐ Quality of arts and cultural
opportunities in Fort Collins
NEW ‐ # of public art projects in process or completed
2.4 Protect the health and longevity of the tree
canopy
CR 15. Pruning Frequency by Year < 18‐inches in Diameter
CR 22. Pruning Frequency by Year > 18‐inches in Diameter
Metrics still being evaluated:
NEW ‐ Ratio of treated trees (or shadow planted) vs. # that die (Ralph Zendt)
NEW ‐ look into metrics used by Tree City USA
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
3.1 Facilitate government and local partners to
form an effective regional economic health group
Metrics still being evaluated:
1) # of new businesses brought in by group
2) $$ brought into the region by group
3) # of members representing the region at the national scale
3.2 Maintain and grow diverse employment
opportunities
ECON 5. Local Unemployment Rate
Metrics still being evaluated:
1) Regional or sectoral job growth by industry or sector
2) Wage level at or above a certain regional threshold
2018 Strategic Plan ‐ Adopted April 17, 2018
43
3.3 Enhance business engagement to address
existing and emerging business needs
Metrics still being evaluated:
1) Continue index average of four business survey questions from previous
strategy map metrics
2) % satisfaction from business survey of "Fort Collins as a place to do business"
New: Point in time satisfaction surveys
Follow up with CPIO re: metrics from the Business Engagement Team
3.4 Foster infill and redevelopment that enhances
the community
Metrics still being evaluated:
1) ratio of brown to green field value
2) water smart development
3) permit valuations
4) carbon neutrality
3.5 Maintain utility systems, services,
infrastructure and predictable rates
ECON 7. Electric System Average Interruption Duration Index (SAIDI) in Minutes
ECON 46. Electric System Average Interruption Frequency Index (SAIFI)
Metrics still being evaluated:
New: % of critical infrastructure within 5 years of end of useful life (water &
electric as separate metrics
3.6 Invest in utility infrastructure aligned with
community development
Metrics still being evaluated
3.7 Deploy reliable, high‐speed internet services
throughout the community
Metrics still being evaluated:
1) average cost of fiber laid
2) % Market Share
3) Average internet speed or reliability
3.8 Secure a quiet zone along the Mason Corridor
to reduce train noise
None identified
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
4.1 Achieve 2020 Energy Policy goals and work
towards Climate Action goals for carbon neutrality
ENV 9. Percent decrease in community Greenhouse Gas (GHG) emissions from
2005 baseline
ENV 6. Percent decrease in municipal Greenhouse Gas (GHG) Emissions from 2005
baseline
ENV 3. Community Energy Use
ENV 13. Cumulative number of people receiving sustainability education
TRAN 65. % Commute Mode Share
4.2 Improve indoor and outdoor air quality ENV 16. Number of homes assessed for Healthy Homes
ENV 4. Outdoor Air Quality Index (AQI) ‐ Ozone
ENV 5. Outdoor Air Quality Index (AQI) ‐ Fine Particulate Matter 2.5 microns (PM
2.5)
ENV 131. Indoor Air Quality: Number of Indoor Radon Tests
4.3 Achieve 2020 Energy Policy goals and work
toward long‐term net zero energy
ENV 26. Community Percentage of Renewable Energy
ENV 23. Annual energy efficiency and conservation program savings (% of
community electricity use)
HPG 106. Consumer Product Utility Rebates
ENV 3. Community Energy Use
4.4 Achieve the 2020 Road to Zero Waste goals
and work toward the 2030 zero waste goals
2018 Strategic Plan ‐ Adopted April 17, 2018
44
4.6 Provide a reliable, high‐quality water supply ENV 22. Turbidity of City drinking water
ENV 27. Water quality complaints per 1,000 customers
ENV 32. Annual water demand as percent of firm yield
ENV 104. Overall Water Conservation Program Effectiveness
ENV 101. Water efficiency plan annual targets and actual use
SAFE 8. Drinking Water Compliance Rate (% Days)
Metrics still being evaluated:
1) # Hydrants that meet fire code
2) # of water main breaks per 100 miles of pipe
4.7 Continually improve environmental regulatory
performance
ENV 128. Number of New Recorded Environmental Compliance Violations
ENV 129. Number of New Identified Deficiencies Requiring Corrective Action
SAFE 8. Drinking Water Compliance Rate (% Days)
ENV 1. Wastewater Treatment Effectiveness Rate (%)
4.8 Protect and enhance natural resources on City‐
owned properties and throughout the community
ENV 8. Post Restoration Status of Urban Natural Areas (3 year measurement cycle)
ENV 14. Existing Condition of Active Restoration Sites
ENV 44. Poudre River riparian restoration measured by cumulative area brought
into the 5 year floodplain (will be replaced by new river metrics‐ see 4.9)
ENV 130. Natural Areas ‐ Land Conservation ‐ Acres per Capita
4.9 Sustain and improve the health of the Cache la
Poudre River and its watershed
Use 2 new river metrics that are currently being developed to replace ENV 44
which could be used until the 2 new measures are finalized:
New: Floodplain connectivity metric (5 year floodplain)
New: Aquatic connectivity (fish passage projects).
4.10 Expand the Natural Areas land portfolio
while simultaneously maintaining existing lands
and access to nature
ENV 98. % of citizens responding very good/good quality of ‐ Natural areas and
open space
ENV 130. Natural Areas ‐ Land Conservation ‐ Acres per Capita
CR 6. Natural Areas Programs ‐ Cumulative Participation per Capita (change target)
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
5.1 Improve community involvement, education
and regional partnerships to increase the level of
public trust and keep the community safe
TRAN 39. Safe Routes to School Overall Student Participation
SAFE 30. % of citizens responding very good/good ‐ Fort Collins as a safe place to
live
Metrics still being evaluated:
1) NEW: % of community outreach to residents and business communities
2) NEW: % of positive interactions Natural Areas and Parks Rangers have with
residents and visitors
5.2 Meet the expected level of core and
specialized police services as the community
grows
SAFE 1. Percent of Time Police Priority 1 Calls Responded to Within 5 Minutes 30
Seconds
SAFE 89. Part 1 Crimes in Fort Collins (per 1,000 population)
Metrics still being evaluated:
1) NEW: A measure to evaluate the effectiveness of our communications
2) NEW: Metric on the % of time patrol officers are working on their core duties
compared to specialized services
5.3 Partner with Poudre Fire Authority to provide
high‐quality fire prevention, community risk
2018 Strategic Plan ‐ Adopted April 17, 2018
45
5.4 Improve emergency management and
preparedness
SAFE 41. % of citizens responding very good/good quality of ‐ emergency
preparedness in Fort Collins
SAFE 81. Compliance with National and State standards for Emergency
Preparedness
SAFE 91. % of City departments that have current emergency
preparedness/response plans
SAFE 86. CRS (Community Rating System) Rating for floods
NEW: % of businesses with continuity plans
5.5 Address water, wastewater and stormwater
infrastructure needs for the protection of people,
property and the environment
SAFE 87. # of structures in the flood plain
NEW: # of fire hydrants that do not meet fire code
NEW: Miles of wastewater pipe that exceed capacity or have a condition of
"Severe"
5.6 Optimize the use of data and technology to
improve service, protect mission‐critical
infrastructure and enhance cybersecurity
effectiveness
HPG 26. Internet availability
HPG 27. Server availability (supporting 390 servers)
SAFE 92. Effectiveness of Cybersecurity Awareness Training
5.7 Reduce incidents of, and impacts from,
disruptive behavior of the transient population
Metrics still being evaluated:
1) NEW: % of patrol assigned to directive patrols (transients)
2) NEW: % of transient contacts
3) NEW: Other metrics from Police Services
4) NEW: Metric from Outreach Fort Collins
5.8 Improve security at City facilities and
properties
NEW: # of contacts with onsite security after hours
NEW: % of facilities at the desired level of security
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
6.1 Improve safety for all modes of travel SAFE 27. Voluntary speed compliance (Monthly)
SAFE 6. Number of Injury/Fatal Crashes
TRAN 63. Number of People Trained on Vehicle, Bicycle, and Pedestrian Safety
TRAN 62. Sidewalk Network (also linked to TRAN SO 6.7)
TRAN 39. Safe Routes to School ‐ Overall Student Participation
6.2 Manage traffic congestion and improve high‐
priority intersections
TRAN 65. % Commute Mode Share
TRAN 28. Average Travel Speeds/Times on Arterial Streets
TRAN 44. % of citizens responding very good/good ‐ Ease of driving in Fort Collins
Metric still being evaluated:
1) Travel Reliability metric
6.3 Improve transit availability and grow ridership TRAN 1. Transfort Fixed Route Passengers per Revenue Hour
TRAN 2. Cumulative Transfort Fixed Route Ridership (in thousands)
TRAN 45. % of citizens responding very good/good ‐ Ease of traveling by public
transportation in Fort Collins
TRAN 67. % of Bus Stops that are ADA Accessible
6.4 Support, enhance and accelerate I‐25
improvements according to the multi‐modal
environmental impact statement
None yet identified; we talked about 1) amount of funding by various sources
relative to the target cost and 2) project progress toward a target completion date
2018 Strategic Plan ‐ Adopted April 17, 2018
46
2018 DRAFT Strategic Objective Current and Proposed Strategy Map Metrics
7.1 Provide world‐class municipal services to
residents and businesses
HPG 3. Average Response Time of Cases Submitted to Access Fort Collins
HPG 32. Customer Satisfaction ‐ Overall
HPG 69. % of citizens responding very good/good to the City's performance in ‐
Efficient operation of programs and services
HPG 70. % of citizens responding very good/good to the City's performance in ‐
Encouraging sustainability in the community
7.2 Promote a values‐driven organizational
culture that maintains the public trust through
ethical behavior and transparency
HPG 71. % of citizens responding very good/good to the City's performance in ‐
Overall direction of the City
HPG 156. Monthly Active Users (fcgov.com)
HPG 157. Ethics Index
Metrics still being evaluated:
1) NEW: A Core 34 Index metric
2) NEW: # of touches of operational datasets on Open Gov
7.3 Broaden methods of community engagement
with additional consideration to diverse
backgrounds, languages and needs
HPG 213. Utilities Affordability Portfolio Direct Assistance
HPG 66. % of citizens responding very good/good to the City's performance in ‐
Welcoming citizen involvement
HPG 81. % of citizens responding very good/good on the City's performance in
informing citizens
HPG 155. Social Media Combined Audience
Metric still being evaluated:
NEW: an "Our City" metric
7.4 Attract, retain, engage, develop and reward a
diverse and competitive workforce to meet the
needs of the community now and in the future
HPG 6. City Employee Cumulative Turnover Rate
HPG 24. Number of Citywide Volunteer Hours
HPG 25. Number of Citywide Volunteers (ELT Priority)
Note: HPG 24 and 25 might be able to be combined
Metrics still being evaluated:
NEW: One of the Core 34 metrics on Leadership
NEW: Job offer acceptance rate
7.5 Foster a culture of safety and well‐being
across the City organization
HPG 150. Cumulative Total Cost of Workers Comp Claims
HPG 4. City Employee Safety ‐ Total Recordable Injury Rate (TRIR) YTD
HPG 5. City Employee Safety ‐ Days Away Restricted or Transferred (DART) Rate
YTD
NEW: a metric about Well Days
7.6 Leverage data, technology, metrics and
benchmarks to guide decisions, improve results,
and enhance service delivery
HPG 26. Internet availability
HPG 27. Server availability (supporting 390 servers)
NEW: # of FC Lean projects by Service Area
NEW: # of Strategy Map metrics with benchmarks
NEW: # of completed Program Evaluation projects
7.7 Address revenue requirements to meet
known and emerging needs
HPG 1. Actual Cumulative Revenue Compared to Budget ($ millions)
2018 Strategic Plan ‐ Adopted April 17, 2018
47
Appendix B: Long-Term Financial Plan
Objectives:
1) Address long-term financial issues in the strategic plan.
2) Highlight potential challenges and aid in long-term (more than 10 years)
philosophical decision-making on strategies.
Executive Summary:
The City enjoys a strong economic base as a result of diverse employment, CSU and its
associated research, and the attractiveness and desirability of the region. The City of Fort
Collins maintains an Aaa Moody’s credit rating (which ranks in the top 3 percent), and
more than $220M in reserves (excluding Enterprise Funds) due to prudent fiscal policies,
low debt and conservative management of its approximately $500M budget. The City’s
revenue growth has been strong since 2010 with building and business investment driving
significant increases.
The long-term financial forecast uses the most likely estimates and does not include
outlier impacts such as floods, natural disasters, recessions or other rare occurrences.
In the unfortunate event one of these circumstances occurs, drastic measures may need
to be taken that are not incorporated into the following financial forecasts. The model
includes the following primary revenue and expense drivers:
Primary Revenue Drivers
Sales and Use Tax – Sales Tax revenue growth of 2.8 percent based on taxable
sales historical average; Use Tax revenue growth of 3.6 percent based on last 10-
year averages
Property Tax – tied to Consumer Price Index (CPI), growth currently calculated at
2.7 percent
Capital Grants – project-specific and difficult to forecast, tied to CPI at 2.7 percent
Shared Revenues – County and State distributions, compound annual growth rate
(CAGR) for majority of 2000s was 1.1 percent
Cultural, Park, Recreation and Natural Areas Fees – 14-year historical rate of 3.3
percent
Primary Expense Drivers
Salaries and Wages – Highly correlates to taxable sales; growth of 2.8 percent
Benefits – 5.0 percent growth takes into account 8.3 percent growth specifically on
Healthcare, as well as a growing number of employees and general inflation
Professional and Technical – Highly correlates to population; growth of 2.3 percent
Repair and Maintenance Services – 4.0 percent average for 2000s for most
accounts
Infrastructure – 2.8 percent growth rate tied to sales and use tax
2018 Strategic Plan ‐ Adopted April 17, 2018
48
The baseline scenario for “All Funds” (excluding Utilities) in the City indicates healthy
financials through 2020 at existing service levels and using existing revenue sources. The
Keep Fort Collins Great (KFCG) tax supplies a 0.85 percent tax revenue source, which
accounted for $28M of revenue in 2016. Renewal of this tax through 2025 enables near
equilibrium in projected revenue and expenses with any shortfall kept to a minimum and
very manageable.
KFCG is scheduled to expire at the end of 2020, eliminating $32M of funding beginning
in 2021. This impact would require extensive reductions in expenditures and service
levels. Reserves would be used throughout the next decade in this scenario to
accommodate the expenditure rate and forcing re-prioritization of future expenditures.
KFCG expiration or renewal will have the single biggest effect on the City’s future
financials.
Transit and Transportation funds have similar forecasts and issues. Both will run deficits
in future years due to their personnel-heavy expense structure. Healthcare benefit costs
are expected to grow at 8.5 percent. The Transportation Fund will need to use its reserves
to offset the increasing disparity between revenue and expenses. The Transit deficit could
be exacerbated by increasing demands for higher service levels.
2018 Strategic Plan ‐ Adopted April 17, 2018
49
Although both funds show increasing deficits, the total dollar amounts projected are not
extreme. Close expense monitoring and managerial adjustments to cost structure in the
next few years will help manage Transit and Transportation financials before the deficits
get out of control. Timely funding alignment (increase in fees, taxes, etc.) with community
service level demand (headways, hours, weekend service, etc.) will also help manage
Transit and Transportation funds.
Overall, the City has a healthy long-term outlook, with a few isolated and identified issues
that must be tracked closely. As these issues progress, timely and appropriate
adjustments will help mitigate any problems.
2018 Strategic Plan ‐ Adopted April 17, 2018
50
Appendix C: Glossary of Terms
BART - Budget Analysis and Reporting Tool: Software developed internally by City
staff for budgeting and reporting purposes.
BFO - Budgeting for Outcomes: A system driven by goals and performance, to provide
information that relates budgeting to planning and outputs/results. Its purpose is to better
align the services delivered by the City with the things that are most important to the
community.
BFO Teams: One of seven cross-departmental teams that participate in the BFO
process; articulate goals for each Outcome, provide direction to departments for
developing budget Offers, and rank Offers for funding; evaluate performance of Offers.
BLT - Budget Leadership Team: The City Manager and his executive team
CAP – Climate Action Plan
City Plan: Began in 1995 as a Comprehensive Plan that illustrates how the City and
community envision Fort Collins in the next 25 years.
Community Dashboard: A quarterly snapshot of the community's progress in attaining
Key Outcomes. The Dashboard reinforces the City of Fort Collins' steadfast
commitment to accountability and continuous improvement. Performance measurement
initiatives are tracked and reported for overall progress toward community goals.
Continuity of Government: Emergency management requirement and plans to maintain
essential City functions during emergencies and disasters including governance,
telecommunications, health and safety regulation, policing and utility services.
CPIO — Communications and Public Involvement: City department charged with pubic
information dissemination, communications strategies and public engagement in City
services.
DART - Days Away Restricted or Transferred
DDA - Downtown Development Authority
ELT - Executive Leadership Team: The City Manager and his executive team
FTE - Full time equivalent: A full-time employee scheduled to work 40 hours per week is
equivalent to 1.0 FTE.
Futures Committee: The Futures Committee was formed to assist City
Councilmembers in their decision-making process. The goal is to position the City in the
2018 Strategic Plan ‐ Adopted April 17, 2018
51
distant future (30 plus years) for achievable successes, integrating community desires
with known fiscal, social and environmental data.
GEMS - Greenhouse Gas Emissions Management System
GHG - Greenhouse Gas Emissions
GMA - Growth Management Area
GSC - Gardens on Spring Creek
Home Rule: A form of government under the control of local citizens rather than state
government; the City Charter and the ordinances adopted by Council under the Charter
supersede any conflicting law of the state in matters of purely local concern. Statutory
and constitutional provisions allow municipalities to exercise powers of local self-
government, such as the administration and collection of local taxes.
HR - Human Resources
ICMA - International City/County Management Association: A trade organization for
Council-Manager cities; a clearinghouse for information regarding cities, including the
ICMA Center for Performance Excellence Program of comparative data regarding
municipal services.
IGA - Intergovernmental Agreement
ICS - Incident Command System: A nationally-used, standardized emergency
management organizational structure for single or multiple incidents that can cross
organization or jurisdictional boundaries.
IT - Information Technology
KFCG - Keep Fort Collins Great: A ballot measure passed in November 2010 approving
a 0.85 percent increase in the City sales and use tax rate.
Low to Moderate Income: Households whose incomes are below 95 percent of the area
median income (AMI), as determined by the U.S. Department of Housing and Urban
Development (HUD), with adjustments for smaller or larger families.
Master Plans: Long-term vision documents in each service area.
MOD - Museum of Discovery
NCEDC - Northern Colorado Economic Development Corporation
O&M - Operations and Maintenance
Outcome Measure: The mathematical expression of the effect on customers, clients,
the environment, or infrastructure that reflects the purpose.
PDCA - Plan, Do, Check, Act: A continuous process-improvement methodology
2018 Strategic Plan ‐ Adopted April 17, 2018
52
PDT - Planning, Development and Transportation: One of the largest Service Areas
in the City of Fort Collins, PDT includes the following departments: Community
Development and Neighborhood Services, Engineering, Traffic Operations, Transfort
(Transit), Parking Services, Streets, and FC Moves (Transportation Planning).
PFA - Poudre Fire Authority
Place-making: A decision-making approach intended to preserve and enhance a vibrant
community by optimizing its economy, environment, and social values.
Plan Fort Collins: The City’s comprehensive community planning process that
developed City Plan.
Performance Measure: Measurement that reflects the service that is being provided and
permits objective evaluation of the service program.
Plan Elements: Existing plan elements and other related documents that are
incorporated into City Plan.
Poverty Rate: The Fort Collins poverty rate from the 2010 U.S. Census is 18 percent.
This includes CSU and Front Range Community College student populations. Data is not
collected to eliminate those student populations. Excluding 18- to 24-year-olds in the Fort
Collins data reduces the local poverty rate to 10.3 percent, but that excludes a larger
number of people than just the student populations.
Quality Measure: The mathematical expression of how well the service, product or
activity was delivered, based on characteristics important to the customers.
RAF - Recordable Accident Frequency
Result: The effect desired for the public, expressed as broad statements (also referred
to as an outcome).
RFRs - Request for Results: Key input to the BFO process; developed by Results
Teams to solicit Offers from departments to provide services to accomplish results that
matter to residents.
SAIDI - Electric System Average Interruption Duration Index
SARs - Service Area Requests
Sense of Place: Those characteristics that make an area special or unique as well as
those that foster an authentic feeling of attachment or belonging.
Sustainability Assessment Tool: A data-driven tool for evaluating the impact of
actions on the economy, environment and society.
SIT - Strategic Issues Team: A management team that includes all members of ELT
plus other senior managers and internal service managers; meets monthly to provide
input to ELT and transmit information to other staff.
2018 Strategic Plan ‐ Adopted April 17, 2018
53
Strategic Outcomes: A result. The effect that residents want as a result of government
programs and activities (e.g., safety is the result or outcome that residents want from
police and fire programs or activities). Seven Key Outcomes make up the City of Fort
Collins strategic planning and budgeting processes.
Strategic Objectives: Fundamental issues the City must address. They give direction
for accomplishing the mission, contain meaningful planning challenges, and result from
organizational input analysis.
SP - Strategic Plan: Based on identification and analysis of: (a) organizational inputs
such as emerging trends and issues, financial information, and workforce trends; (b)
community survey and input information, which included extensive community outreach
and the 2013 Citizen Survey; and (c) Council priorities and input. It is linked to City Plan
and the Council-adopted master plans.
SPP - Strategic Planning Process
TBL - Triple Bottom Line: Triple Bottom Line analysis is a concept intended to take into
consideration the social, economic and environmental aspects of any project, procedure
or purchase.
Transportation Master Plan: Long-term vision document that defines the long-term
multimodal system that Fort Collins desires in the future, and serves as a comprehensive
reference guide regarding transportation issues.
URA - Urban Renewal Authority: The Urban Renewal Authority identifies and
revitalizes areas of Fort Collins deemed blighted and provides a funding mechanism to
encourage redevelopment.
HPG 158. Grant funding success rate on applications Citywide
7.8 Maintain assets to reduce lifecycle costs while
improving reliability and accessibility
HPG 122. # of City buildings assessed/entered into IP Gateway
Metrics still being evaluated:
1) NEW: $ spent on maintenance as a % of asset depreciation. Could be separate
metrics for Utilities, Fleet, Facilities
2) NEW: a metric on lifecycle costs
3) NEW: Ratio of planned vs. unplanned maintenance
7.9 Proactively influence policy and legislative
development at all levels
Metric still being evaluated
High Performing Government
6.5 Improve aging and/or missing transportation
infrastructure that serves Fort Collins
TRAN 64. Percent Arterial Bike Network Crossings Completed
TRAN 62. Sidewalk Network (also linked to TRAN SO 6.1)
NLSH 26. Square Footage of Medians Renovated
6.6 Maintain Level of Service ‘B’ for City streets
and the current level of service for medians and
associated infrastructure
TRAN 18. Pothole response time
TRAN 3. Cumulative Lane Miles of Roadway Pavement Improved
CR 98. Trained Observer Program – Percentage of Medians Ratings With No
Problems
6.7 Address parking needs Downtown, along the
MAX corridor and in residential neighborhoods
TRAN 66. MAX Parking Space Utilization
NLSH 82. RP3 Program ‐ # of Properties and Citations
NLSH 83. RP3 Permits Issued
Transportation
reduction and emergency response services
SAFE 3. Percent of Time PFA intercedes prior to Flashover
SAFE 44. % of citizens responding very good/good quality of ‐ Fire services overall
in Fort Collins
SAFE 90. Percent of Time PFA Fire Personnel are on Scene Within 6 Minutes 20
Seconds in the Urban Area
NEW: Compliance with fire inspections
Safe Community
ENV 10. Community solid waste diversion rate
ENV 12. Tons of community recycled or composted materials, including cardboard
ENV 7. Community per capita per day of solid waste generation
NEW: A metric on the Integrated Recycling Facility
4.5 Develop strategies to improve the
community's climate resiliency
NLSH 27. Drinking Water Storage Availability
Environmental Health
3) # of jobs in targeted sectors
4) Percentage of Occupations in danger of surpluses or shortfalls
5) % satisfaction from business survey from the questions, "The job Fort Collins
does at supporting or creating new jobs" or "Employment Opportunities"
Culture and Recreation
Economic Health