HomeMy WebLinkAbout2020-028-04/07/2020-ADOPTING THE CITY OF FORT COLLINS 2020 STRATEGIC PLAN2020 Strategic Plan – Final Draft
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2020 Strategic Plan
City of Fort Collins
April 7, 2020
EXHIBIT A
2020 Strategic Plan – Final Draft
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2020 Strategic Plan Table of Contents
Page
I. Introduction 3
II. Summary of Strategic Objectives 7
1. Strategic Outcome – Neighborhood Livability and Social Health 10
2. Strategic Outcome – Culture and Recreation 15
3. Strategic Outcome – Economic Health 18
4. Strategic Outcome – Environmental Health 22
5. Strategic Outcome – Safe Community 27
6. Strategic Outcome – Transportation and Mobility 31
7. Strategic Outcome – High Performing Government 35
III. Appendix
A. Performance Measures
- Community Dashboard 40
- Strategic Objective Metrics (Strategy MAPs) 48
B. Long-Term Financial Plan 54
C. Glossary of Terms 59
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Introduction
The City of Fort Collins is a full-service municipal organization dedicated to providing
world-class services to 170,000 residents, 8,000 businesses, and numerous institutional
partners. Located sixty miles north of Denver, Fort Collins is home to Colorado State
University (CSU), Otterbox, New Belgium Brewing, Odell Brewing and many
high-tech employers and small businesses, as well as an active and engaged resident
and business community. As both a community and city organization, Fort Collins is
recognized for its quality of services and amenities, sustainable management practices,
and a forward-thinking, innovative culture.
Fort Collins has a successful history of participatory community and organizational
planning to guide decision-making, City policies, and the delivery of services. Alongside
City Plan (Fort Collins’ comprehensive plan) the Strategic Plan reflects the values of the
community. While City Plan articulates a long-term community vision and growth
framework, the Strategic Plan outlines short- and mid-term objectives, influences the
City’s budgeting process, and guides the implementation of the City’s full range of
services, including:
• Police
• Fire Protection through a local authority
• Streets, Transportation and Transit infrastructure & operations
• Parks, Recreation, Natural Areas and Cultural facilities
• Planning, Engineering and Community services
• Sustainability Services – Economic Health, Environmental Services and Social
Sustainability
• Utilities – Electric, Water, Wastewater and Stormwater
• Gigabit-speed internet service through Connexion
• Support Services – Leadership, Human Resources, Information Technology,
Communications and Public Involvement, Financial Services, City Clerk’s Office,
Facilities and Fleet Services, and Legal and Judicial Services
The 2020 Strategic Plan outlines key objectives and strategies that links City Plan and
the City’s organizational priorities.
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
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Values:
Collaboration - Excellence - Integrity - Outstanding Service
Safety & Well-being - Stewardship
The City of Fort Collins is deeply committed to high-quality public service and cultivating
an outstanding culture for its employees. A strong focus on ethics, compliance with all
regulations and laws, data-driven decision-making and continuous improvement are
foundational to City practices and culture. As recognition of the organization’s
commitment to providing exceptional service, the City of Fort Collins was recently
selected as a Malcolm Baldridge National Quality Award recipient.
The organization also aligns with the broader community values articulated in City Plan:
Livability – The City implements systems and processes to ensure consistent operations
and development of new facilities and programs oriented toward enhancing quality of
life. Decision-makers, employees and residents all have a hand in guiding resources
toward amenities such as natural areas and parks, well-maintained infrastructure and
safe neighborhoods. Livability also means working to address challenges around
equitable access to services and creating communitywide opportunities for attainable
housing and efficient transportation options.
Community – The City and decision-makers value honest dialogue and the input of
employees and residents as fellow problem solvers. Participation and collaboration on
how best to leverage community and City assets toward future opportunities and
challenges is encouraged in decision-making and planning processes. The City also
strives to create and demonstrate an inclusive environment representative of Fort
Collins’ growing diversity and changing demographics.
Sustainability - The City’s dedication to providing exceptional service is a commitment
for today and the future. Sustainability is deeply rooted in the organization and reflected
in strategies to reduce climate impacts and improve community resilience, support the
health of the economy through business retention and talent alignment, and embedding
considerations about equitable processes and outcomes in decision-making. The City’s
Triple Bottom Line Scan tool (TBL-S) assesses the economic, environmental and social
factors of decisions to improve overall outcomes, ensure that one aspect does not
dominate the decision-making process, and reduce impacts when trade-offs are
unavoidable.
Guiding Themes & Principles
To achieve the City’s mission, vision and values, theStrategic Plan is aligned and focused
on continuous improvement in seven Key Outcome Areas:
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• Neighborhood Livability and Social Health
• Culture and Recreation
• Economic Health
• Environmental Health
• Safe Community
• Transportation and Mobility
• 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 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 2020 Strategic Plan, identified through
community outreach and engagement, or as a Council Priority, include:
1. Affordability – Improve access to a broad range of quality housing that is safe,
accessible and affordable. Address the increasing cost of living in Fort Collins
through diverse job opportunities and reduce the mismatch between available jobs
and skills in the workforce.
2. Multimodal Transportation & Public Transit – Improve traffic flow and safety, the
availability of transportation alternatives, and access to public transportation.
3. Equity, Inclusion and Diversity– Cultivate a safe and welcoming community
focusing on equitable engagement, outcomes and service delivery for all, leading
with race.
4. Environmental Sustainability – Identify and implement initiatives that achieve the
City’s environmental goals and objectives.
5. Community Vibrancy – Preserve the community’s sense of place with a high value
on natural areas, culture, recreation and park systems.
Fort Collins has long employed a Growth Management Area (GMA) to foster a compact
community, provide physical separation from our Northern Colorado neighbors, and
preserve and protect sensitive natural resources. As Fort Collins’ strong employment
and population growth continues and the community approaches the boundaries of the
GMA, a shift toward greater redevelopment and infill development is anticipated. The
2020 Strategic Plan themes and areas of focus highlight opportunities for continuing to
implement the community’s growth framework and community goals to increase the
range of housing and transportation options, enhance community identity and create an
inclusive environment.
Strategic Advantages and Challenges
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The City has identified a number of advantages and challenges that could impact the
implementation of Strategic Objectives described in this document. Advantages are
those strengths and attributes that will enable the City to achieve objectives; challenges
reflect attributes that could impair the ability to achieve objectives. Each of the
challenges described below are reflected in one or more Strategic Objective so that the
challenges will be addressed in future budget proposals.
Advantages:
1. A supportive, engaged and innovative 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. Municipal ownership of four essential Utilities – Light & Power, Water, Wastewater
and Stormwater
6. Strong revenue and City balance sheet, recently approved tax renewals, an Aaa
Moody’s credit rating, and a diverse local economy
Challenges:
1. Cost of living including childcare and housing that is affordable and available to all
income levels
2. Transportation and traffic issues related to trains, congestion and a high volume of
single-occupancy vehicles.
3. Balancing competing community desires and changing customer expectations within
available resources
4. Embracing and cultivating diversity, equity and inclusion for all, leading with race
5. Attracting, retaining and developing high-quality employees
6. Aging infrastructure and growth-related needs
7. Aligning regional partners around a common set of priorities
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 and increase availability and choice of 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 of City and community programs to low and moderate-income
residents and increase participation in services to eligible, income-qualified
residents.
1.4 Advance equity for all, leading with race, so that a person’s identity or identities is
not a predictor of outcomes.
1.5 Enhance the quality of life in neighborhoods, empower neighbors to solve
problems, and foster respectful relations.
1.6 Align land use regulations and review procedures to guide development consistent
with City Plan.
1.7 Develop options and assess the feasibility of the annexation of the Mulberry
Corridor.
1.8 Preserve and enhance manufactured housing communities as a source of
affordable housing and create a safe and equitable environment for residents.
1.9 Create and maintain a safe, healthy and resilient urban forest.
Culture and Recreation
2.1 Develop recreation and cultural programs that are diverse, inclusive and
accessible, and that also drive attendance and cost recovery.
2.2 Address critical park, recreation equipment and trail lifecycle and maintenance
needs and continue the planned buildout of the system.
2.3 Create enhanced arts and culture participation opportunities for all residents and
visitors.
2.4 Identify criteria, process and funding options to refresh neighborhood and
community parks.
2.5 Ensure safety and welfare in City parks, natural areas, trails, and cultural and
recreation facilities for visitors and employees.
Economic Health
3.1 Facilitate government and local partners to achieve effective regional economic
resilience.
3.2 Understand trends in the local labor market and work with key partners to grow
diverse employment opportunities.
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3.3 Systematically engage the business community with an emphasis on starting,
sustaining and renewing businesses.
3.4 Foster infill and redevelopment opportunities consistent with City Plan policies.
3.5 Invest in and maintain utility infrastructure and services while ensuring predictable
utility rates.
3.6 Deploy and deliver reliable, high-speed internet services throughout the community.
Environmental Health
4.1 Intensify efforts to improve resilience and to meet 2030 climate, energy and 100%
renewable electricity goals.
4.2 Improve indoor and outdoor air quality.
4.3 Enhance efforts to achieve 2030 zero waste goals.
4.4 Provide a reliable, high-quality water supply.
4.5 Protect and enhance natural resources on City-owned properties and throughout
the community.
4.6 Sustain and improve the health of the Cache la Poudre River and all watersheds
within the city.
4.7 Expand the Natural Areas land portfolio while simultaneously maintaining existing
lands and improving equitable access to nature.
Safe Community
5.1 Improve overall community safety while continuing to increase the level of public
trust and willingness to use emergency services.
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 Continue to deploy comprehensive emergency preparedness and management
strategies.
5.5 Address flooding risk for the protection of people, property and the environment.
5.6 Protect mission-critical physical and virtual infrastructure, in addition to privacy
data, against increasing cybersecurity threats.
5.7 Reduce incidents of, and impacts from, disruptive and unwanted behaviors with
creative approaches that balance compassion and consequences.
5.8 Improve security at City facilities and properties.
Transportation and Mobility
6.1 Improve safety for people using all modes of travel.
6.2 Manage traffic congestion and improve high-priority intersections for all users.
6.3 Ensure equitable access to and expansion of all sustainable modes of travel, with
emphasis on growing transit ridership.
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6.4 Support, enhance and accelerate I-25 improvements according to the multi-modal
environmental impact statement.
6.5 Maintain existing and aging transportation infrastructure and address missing
facilities to meet community needs and expectations.
6.6 Manage parking supply and demand Downtown, along the MAX corridor and near
Colorado State University.
6.7 Manage safety, congestion and quality of life impacts from train operations in Fort
Collins.
High Performing Government
7.1 Provide world-class municipal services through operational excellence and a
culture of innovation.
7.2 Maintain the public trust through a high performing board, as well as organizational
transparency, legal and ethical behavior and regulatory compliance.
7.3 Improve effectiveness of community engagement with enhanced inclusion of all
identities, 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, well-being, resilience and sustainability across the City
organization.
7.6 Utilize technology, data, metrics and process improvements to innovate, guide
decisions and enhance service delivery.
7.7 Address long-term projected gap between available revenue and what is required
to meet known and emerging needs.
7.8 Maintain and protect assets and infrastructure to drive reliability, cost effectiveness,
efficiency and improve the customer experience.
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
connected neighborhoods, seeks to advance equity and affordability,
and fosters the social health of the community.
Fort Collins benefits from social connections and open communication. The City strives
to provide equitable access to opportunities, services and resources, and to create an
inclusive environment for all members of the community. The community takes pride in a
friendly culture, celebrates differences and knows that better decisions occur when open
dialogue about tough issues is encouraged.
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. A top community priority is to address housing affordability so that
people of all income levels have housing options and the choice to live, work and play
here in Fort Collins.
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 redevelopment and human interaction, 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 and socialize 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
people experiencing homelessness with a goal of availability of long-term housing and
services solutions. Simultaneously, enforcement efforts must continue to prevent illegal
or aggressive behaviors that diminish the quality of life in neighborhoods and business
areas.
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Neighborhood Livability and Social Health includes:
• Vital and appealing transit-oriented activity centers and destinations throughout the
city
• Addressing the impact of increasing poverty, as well as increasing concerns about
housing affordability and homelessness
• Equitable access to City services, amenities, and information for all neighborhoods
• Enforcement of laws to address aggressive behaviors that affect neighborhood quality
• Encouraging an inclusive, equitable community that embraces diversity
• Creating a distinctive and attractive community that is appealing to workers, visitors
and residents and reflects community values
• Promoting the use of sustainable-building and site design techniques
• Preserving historic resources and character defining features that make Fort Collins
unique
• Providing residents with opportunities to live healthy, safe and active lifestyles
• Reducing the impacts of our built environment on the natural environment
• Managing where and how the City grows in the future
• Encouraging the development of quality and affordable housing options for residents
of all income levels
• Maintaining our unique character and sense of place
• Requiring adequate public facilities and infrastructure to serve existing development
and new growth
Definition & Descriptions
1.1 Improve and increase availability and choice of quality housing that is
affordable to a broad range of income levels.
• Since 2015, residents identified housing affordability as a high priority during
community outreach sessions. In the 2019 Community Survey, only 12% of
respondents felt positively about the availability of affordable quality housing.
Fort Collins ranked 14 out of 19 front Range jurisdictions surveyed for
“availability of affordable quality housing.”
• The current rental market, with vacancy rates of less than 3%, 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 new
affordable housing units with the goal of about 400 units per year, to reach the
overarching goal of having 10% of all housing inventory as restricted affordable
housing at City build out.
• The Structure Plan in the 2019 adopted City Plan calls for improved housing
options available to all City residents.
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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 implemented.
• Approximately 430 residents experience recurring homelessness for six months
or more at any given time in Fort Collins, and there continue to be gaps.
Regional efforts are occurring to improve the systematic approach to make
homelessness rare, short-lived, and non-recurring.
1.3 Improve accessibility of City and community programs to low and moderate-
income residents and increase participation in services to eligible, income-
qualified residents.
• As the cost of living in Fort Collins increases, low-income and moderate-income
households are struggling to afford participation in City events and services.
• It is estimated that less than half of low-income households participate in the
available reduced-fee and rebate programs for which they are eligible.
• A streamlined application process, with increased and focused marketing
outreach, would improve customer service and likely increase participation.
• Despite increased marketing and outreach efforts, the number of participating
households in the Grocery Rebate program declined from a high in 2015 and
has been relatively flat since 2017.
1.4 Advance equity for all, leading with race, so that a person’s identity or
identities is not a predictor of outcomes.
• The City seeks to strengthen its understanding and ability to advance
equitable outcomes for all community members.
• Although the City acknowledges there are inequitable outcomes
experienced by Fort Collins residents, the City currently lacks a
comprehensive data set and consistent approach to applying an equity lens.
• The impacts and disparities caused by racism are deep and pervasive, and
addressing them at the systemic and institutional level also elevates
equitable outcomes for all, including other marginalized identities.
• People of various identities experience discrimination and hate crimes in
Fort Collins related to religious affiliation, culture, immigration status,
housing status, gender expression and identity, sexual orientation, age,
socioeconomic status, ability, veteran status, family status and more.
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• The City, along with several major partner institutions and community-based
organizations, are working together to address race-based oppression and
disparities in a systemic manner.
1.5 Enhance the quality of life in neighborhoods, empower neighbors to solve
problems, and foster respectful relations.
• 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.
• The maintenance of alleys in neighborhoods is an important component to
functionality, appearance and safety.Optimization of alleys could create new or
enhanced public spaces.
• Access to nature and green infrastructure improves the integration of natural
habitat with urban spaces.
• Proactive, innovative and effective code compliance processes are important
aspects of attractive neighborhoods.
1.6 Align land use regulations and review procedures to guide development
consistent with City Plan.
• Fort Collins’ population is expected to grow to 250,000 by 2040, which will drive
significant construction throughout the community.
• Emphasis should be placed on preserving the iconic and architectural elements
of the community, rather than preservation solely based on age.
• Neighborhood outreach and engagement helps the City to understand
community expectations.
• While City Plan is reflective of specific policies included in the City’s Climate
Action Plan, additional changes are necessary to land use and development
codes to further advance City Plan and Our Climate Future.
1.7 Develop options and assess the feasibility of the annexation of the Mulberry
Corridor.
• The required enclave closed in 2018, opening the possibility of future
annexation.
• The Mulberry annexation presents an opportunity to allow the corridor to be
redeveloped in accordance with City standards and plans. Large annexations
require significant and targeted investment in resources and infrastructure, as
well as thoughtful and deliberate phasing.
• Successful annexation of this corridor will require collaboration with Larimer
County,non-City utilities, and Poudre Fire Authority.
• Robust engagement of City and County residents and businesses is necessary
for an effective annexation.
1.8 Preserve and enhance manufactured housing communities as a source of
affordable housing, and create a safe and equitable environment for residents.
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• Manufactured housing communities are a significant source of private, affordable
housing and should be protected and enhanced.
• Many residents living in manufactured home communities do not enjoy the same
rights and benefits (e.g. appreciation in value, tree trimming, etc.) as residents
living in traditional multi-family and single-family neighborhoods.
• Connection to municipal resources and services improves manufactured housing
community livability for residents, property managers, and owners.
• Homeowner groups, affordable housing providers and support organizations
need tools to purchase, rehabilitate and effectively manage manufactured
housing communities.
• Approximately 10% of calls from emergency services originate from a
manufactured housing community.
1.9 Create and maintain a safe, healthy and resilient urban forest.
• A safe and healthy urban forest requires a consistent pruning rotation for all
trees.
• Tree replacement improves diversity and urban forest resilience, and creates a
sense of place for the social well-being of current and future generations.
• Approximately 33% of the community’s urban forest is at risk to the Emerald Ash
Borer and all untreated ash trees will die.
• As development occurs, it is important to ensure existing trees are preserved and
protected, tree removals are mitigated and replaced, and the canopy is designed
for long-term sustainability and effectiveness.
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Culture & Recreation
Fort Collins provides and maximizes access to 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 fundamental 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 Fort Collins.
In many respects these amenities define, and will continue to define the community.
These amenities have a direct link to other Outcome Areas, most notably Environmental
Health, Neighborhood Livability and Social Health, Transportation and Mobility, and
Economic Health. The City focuses on the stewardship of these resources as a reflection
of its residents’ and visitors’ values.
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
• Enhancing equitable access to cultural and recreation service offerings and facilities
• 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 readily access
nature
• Continuing a strong focus on exceptional natural resource stewardship and
ecologically sound and sustainable operations
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Definition & Descriptions
2.1 Develop recreation and cultural programs that are diverse, inclusive and
accessible, and that also drive attendance and cost recovery.
• Existing diverse programs and opportunities can be bolstered with
responsiveness to changing community desires.
• The City desires equitable access and a high degree of participation in all
programs offered.
• Fee structures based on demand, program alternatives and affordability help
improve program self-sufficiency.
• Indoor and outdoor facilities and programs need to address emerging trends
and opportunities for all ages.
• Fort Collins currently lacks quality regional sports venues where competitive
leagues can hold their state or regional tournaments.
2.2 Address critical park, recreation equipment and trail lifecycle and
maintenance needs and continue the planned buildout of the system.
• Community outreach consistently indicates a strong desire to preserve and
cultivate a sense of place and vibrancy as Fort Collins grows.
• Parks, trails and recreation opportunities are highly valued and utilized by
residents. In 2019, 93% of residents visited a City park.
• As the City’s parks and recreation facilities age and use increases, additional
resources will be needed to make necessary improvements and updates to
sustain current service levels, meet design standards, and maintain parks as
highly valued neighborhood amenities.
• Alternatives and non-traditional approaches to help fund trail maintenance
and/or accelerate completion of the trail system are necessary.
2.3 Create enhanced arts and culture participation opportunities for all residents
and visitors.
• Through the Lincoln Center, the Gardens on Spring Creek, Fort Collins
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; equitable participation and inclusion in those opportunities are core
community values.
• The recently adopted FoCo Creates Master Plan calls for a destination arts and
culture community, a well-networked and visible creative sector, educational
opportunities and business support.
• The City intentionally leverages partnerships and philanthropy to support a
growing and vibrant cultural and creative community.
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2.4 Identify criteria, process and funding options to refresh neighborhood and
community parks.
• Aging parks should periodically undergo a “refresh” or comprehensive upgrade
to respond to new park standards and changing community expectations.
• As part of the Parks and Recreation Master Plan update occurring this year, a
set of standards to inform potential refresh of parks will be developed.
• A park refresh goes beyond the standard lifecycle maintenance of existing park
assets, often improving access and responding to the needs of contemporary
park users.
• The City’s parks system continues to age and a dedicated funding source has
not been identified to refresh parks.
2.5 Ensure safety and welfare in City parks, natural areas, trails, and cultural and
recreation facilities for visitors and employees.
• New or growing safety issues have surfaced around increased illegal camping,
bodily waste, drug use and other disruptive behaviors.
• Maintaining roadway median design and landscaping is an emerging challenge
due to safety and staffing concerns.
• Perceptions of crowding and high speeds have grown due to increased trail
use.
• An expanded geographic footprint for rangers results in less frequent patrols.
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Economic Health
Fort Collins promotes a healthy, sustainable economy reflecting
community values.
The City of Fort Collins benefits from a resilient local economy with strong existing
businesses and industries combined with diverse and evolving job opportunities and
business formation. We strive to create programs and resources that enable the local
economy to withstand and lessen outside pressures, bounce back from downturns
quickly, and potentially avoid the impact of regional, national and global economic forces.
We take pride in our thriving local businesses, entrepreneurs, and inventors who create
wealth and opportunity retained in our community.
The City is committed to understanding the numerous challenges facing our local
economy, including: continued competition from globalization, impacts on facilities and
supply chains from climate change, shifting labor markets, and evolving regional, national
and global conditions. By engaging existing businesses and regional institutional partners
to understand the impacts of these challenges the City can develop programs and policies
encouraging the retention and expansion of existing small and medium-sized businesses.
The ability for businesses and industries to start, sustain, and renew within our community
creates long-term resiliency.
The City works collaboratively with local and regional partners to create an environment
that supports necessary conditions for economic vitality. Using available infill and
redevelopment land to the highest and best use supports a strong and diverse economy.
The City continues to evolve the strategies and programs that support the redevelopment
of numerous emerging prospects
The delivery of efficient and transparent City services coupled with strategic infrastructure
investment supports economic resilience. The City remains committed to continuously
improving processes that impact our local businesses, including: the development review
and permitting process, regulatory environment, and delivery of affordable utilities.
Strategically investing in public infrastructure and community assets, such as the
Northern Colorado Regional Airport, gigabit fiber internet service, and reliable water and
energy services, enhance the local economy.
A healthy and resilient economy includes:
• Thriving and growing local, unique and creative businesses
• Engaging businesses to understand the numerous challenges they face
• Connecting and developing qualified workers with employers by aligning education
and workforce resources to create opportunities for upward career and wage mobility
• Maintaining the City’s position as a strong regional center with cultural, natural and
community amenities
• Addressing abrupt and long-term climate changes increasing business risk to supply
chains, infrastructure, and facilities
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• Encouraging investment and innovation to enable local businesses to start, sustain
and renew through the use of technology and pilot projects supported by City as a
Platform and Smart Cities
• Ensuring development and redevelopment opportunities can meet our employment-
space needs
• Coordinating efforts among City, regional, state and federal programs to create a
strong, resilient regional economic center
• Supporting an innovation, creative and entrepreneurial atmosphere
• Efficient and transparent City processes and Services that address the needs of local
businesses
Definition & Descriptions
3.1 Facilitate government and local partners to achieve effective regional
economic resilience.
• The region has multiple organizations working to improve economic conditions.
Coordinated and aligned efforts enhance economic resilience and support the
City’s commitment to business retention, expansion, incubation and attraction.
• Collaboration with partners is needed to create a unified regional vision for
sustained economic growth.
• The Northern Colorado Regional Airport is an underutilized asset that has
potential to increase regional economic competiveness.
• Tourism generates $275M of regional economic impact each year. The Tourism
Destination Master Plan will identify ways to further enhance those impacts.
• The climate economy is an important driver of innovation and can be a
significant contributor to economic opportunities.
3.2 Understand trends in the local labor market and work with key partners to
grow diverse employment opportunities.
• Reduce identified barriers of workforce attraction and retention, including
access and affordability of quality housing and childcare.
• Growth in the entrepreneurial and start-up ecosystem has barriers due to
access to capital and inability to recruit targeted talent pools.
• 46% of Fort Collins/Loveland residents have a bachelor's degree or higher,
while only 27% of jobs require a post-secondary degree.
• 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.
• Educational partners such as Poudre School District, Colorado State University,
and Front Range Community College are critical to advancing workforce
training opportunities.
• Fort Collins is home to multiple corporate headquarters which provide and
generate employment opportunities and community wealth
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3.3 Systematically engage the business community with an emphasis on starting,
sustaining and renewing businesses.
• There is an opportunity to identify and refine services for Fort Collins business
customers by engaging businesses of all sizes and across all industries,
including disadvantaged business enterprises (DBE) and women and minority-
owned businesses.
• 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.
• As the community continues to grow and evolve, so does the number of private
and public construction projects, which has the potential to be disruptive to
businesses.
• 98% of businesses in Fort Collins are small businesses (100 employees or
fewer) and a targeted engagement strategy is needed to meet their needs.
• Fort Collins residents and visitors enjoy a thriving nighttime economy, which
includes restaurants, music venues and events.
3.4 Foster infill and redevelopment opportunties consistent with City Plan
policies.
• 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 and maximizing compatibility through appropriate design.
• The Urban Renewal Authority is an important partner in achieving desired infill
and redevelopment opportunities.
• Fort Collins has many unique features that need to be preserved and
enhanced.
• Many employers have reported that increasingly stringent land-use codes
create barriers that add cost to business development and operations.
3.5 Invest in and maintain utility infrastructure and services while ensuring
predictable utility rates.
• Affordable 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.
• Completion of total undergrounding of the electric distribution and transmission
system will require additional resources, increased maintenance and
replacement to maintain the current system reliability.
• 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.
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• Significant water infrastructure (water, wastewater, and stormwater)
improvements are planned but are not funded.
• Water storage capacity is needed to ensure water rights can be fully utilized to
meet future demand and drought management needs.
• Rate structures across all utilities enable end-users to make effective cost and
use decisions.
3.6 Deploy and deliver reliable, high-speed internet services throughout the
community.
• Following voter approval and issuance of bonds, the buildout of the Connexion
system is underway.
• The creation of this new internet utility service requires significant
organizational effort and 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.
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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, urban tree canopy preservation, 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, sustainable purchasing practices, and green building standards.
The City has set some of the most aspirational climate goals in the country, including
carbon neutrality by 2050. Achieving the 2020 Climate Action and Energy Policy goals
is largely within reach, and it is time to focus on the transformational strategies and
policy solutions that will be needed to achieve the 2030 goals. Beginning in 2019, and
continuing through 2020, the City is updating three plans: Climate Action Plan, Energy
Policy, and the Road to Zero Waste Plan. These combined planning processes are
being conducted together to provide a streamlined engagement process for the
community, where if a community member or business engages with one plan, they can
impact all three. Collectively, these planning updates are called "Our Climate Future.”
This plan builds on Fort Collins’ goals and leads with equity in both the update process
and intended outcomes.
Fort Collins Utilities plays a critical role in environmental stewardship by protecting the
watershed and meeting all regulatory standards, as do other utility districts that 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.
Fort Collins also has a growing and healthy urban tree canopy that creates a sense of
place for community members and is inviting for visitors. These trees provide invaluable
benefits to the built environment that will live on and add value to the community for
generations to come.
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.
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A healthy and sustainable environment includes:
• Supporting climate action initiatives that will help Fort Collins become a carbon-
neutral and resilient community
• Protecting and improving the quality of air, water and night skies
• A sustainable, high-quality water supply
• Conserving resources, including energy and water, and cultivating a healthy
ecosystem
• Careful stewardship of, and access to, 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
• Integrating renewable energy technologies for the electric grid
• Solid waste reduction and diversion
Definition & Descriptions
4.1 Intensify efforts to improve resilience and to meet 2030 climate, energy and
100% renewable electricity goals.
• Most of the community’s efforts have focused on achieving the short-term 2020 goals,
e.g., a 20% reduction in carbon emissions below 2005 levels (Climate Action Plan) and
improved efficiency to reach 2.5% annual electricity savings (Energy Policy).
• Results to date have largely been driven by increased renewable resources in the
electric grid and efficiencies in home and business operations, while emissions have
increased in transportation and natural gas use.
• The community’s 2030 goals of an 80% reduction in emissions below 2005 levels and
achieving a 100% renewable electricity system require a systems approach that
prioritizes the most equitable and scalable solutions to achieve the goals.
• Climate change impacts are already here, and 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 and
safety.
• Eightly percent of residents support the City engaging in climate action, and in
partnership with others, the City can support ways to engage and empower residents,
businesses and institutions with opportunities for sustainable living practices
4.2 Improve indoor and outdoor air quality.
• Fort Collins, along with the Denver/North Front Range region, does not comply with EPA
health-based standards for ozone, which comes local sources such as gas and diesel
vehicles, and regional sources such as oil and gas operations.
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• Particle pollution like dust and smoke from construction and wood fires can
create local nuisance issues and health concerns; visible air pollution (e.g.,
“brown cloud”) is worse than regional standards approximately one in four days
each year.
• Oil and gas operations in and around Fort Collins contribute to elevated ozone
levels, increased air toxic emissions, and habitat fragmentation that can harm
environmental and human health. Additional strategies may be necessary to
address localized and regional impacts.
• Surveys consistently indicate that one quarter of Fort Collins’ households report
a member with a respiratory ailment.
• Studies show that people spend up to 90% of their time indoors, indoor air
pollution is often much worse than outdoor air pollution, and 56% of Fort Collins
homes test high for radon.
• Climate change may contribute to increased air quality risks, such as increased
emissions from wildfires, and more high heat days that can contribute to ozone
formation.
4.3 Enhance efforts to achieve 2030 zero waste goals.
• Although Fort Collins currently diverts about 57% of its waste stream, the
Larimer County Landfill is forecast to reach capacity in 2024. Upon its closure,
costs will rise for waste disposal in Fort Collins. Alternatives to landfilling will
become increasingly important to help maintain affordability.
• Organics (woody debris, yard trimmings and food scraps) comprise 40% of the
waste sent to local landfills and represent a vital opportunity to increase waste
diversion and reduce greenhouse gas (methane) emissions.
• A spectrum of approaches will be needed to meet community goals; including
highest and best use of materials through a circular economy, source reduction,
reuse, recycling and composting.
• The North Front Range Wasteshed Coalition (Fort Collins, Loveland, Larimer
County, and Estes Park) is working toward developing new infrastructure and
policies to support responsible, cost-effective waste management and resource
recovery in Northern Colorado.
4.4 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.
• Balancing water supply and demand is necessary in the face of a changing
climate and increasing population. While the City’s water consumption per
capita has declined by approximately 32% since 2000, additional stress is
placed on water resources due to growth, climate change and lack of storage.
• The regulatory environment related to emerging contaminants, including micro-
plastic particulates, in drinking water and wastewater is evolving.
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• The impact of higher costs to acquire water rights and store raw water poses a
challenge to ensure adequate and affordable water resources for all water
providers in the Growth Management Area.
4.5 Protect and enhance natural resources on City-owned properties and
throughout the community.
• 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 all people, such as
those with visual or hearing impairments, to have inclusive experiences. .
• Development review and regulations 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.
4.6 Sustain and improve the health of the Cache la Poudre River and all
watersheds within the city.
• 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.
• Planned construction of Glade Reservoir by Northern Water in 2023 will impact
the Poudre River and requires careful monitoring, mitigation and adaptive
management.
• Increasing levels of plastic waste pollution, including macro-plastics (e.g.,
single-use plastics) and micro-plastics, creates ecological hazards.
4.7 Expand the Natural Areas land portfolio while simultaneously maintaining
existing lands and improving equitable 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
address heavy use (e.g., parking and user conflict) and preserve the assets for
future generations.
• Access to nature and green infrastructure improves the integration of natural
habitat with urban spaces.
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• Continue efforts to conserve and restore land that provides habitat and
biological diversity, public access via trails, buffers that provide separation from
neighboring communities, scenic vistas, opportunities for environmental
education and watchable wildlife, and conservation of agricultural lands.
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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
prevention, investigative techniques, and communication is important. Cybersecurity is a
high-priority in maintaining safety within our community.
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 Servicesand Poudre Fire Authority as key contributors to their sense of safety.
A safe community also includes a high-functioning Municipal Court and judicial system, .
Reliable infrastructure, such as flood protection systems, and effective emergency
preparedness, are critical to a safe community. Infrastructure is protected through best
management practices and long-term planning..
Key components of community education include community policing, prevention and
preparedness; fire prevention and awareness; as well as 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 and welcoming 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
• Mitigating risks posed by hazards to businesses and property
• Ensuring that hazard mitigation efforts and investments are made equitably
Definition & Descriptions
5.1. Improve overall community safety while continuing to increase the level of
public trust and willingness to use emergency services.
• Local and regional coordination is essential to a safe community so that all
emergency response teams are aligned and work collaboratively toward
successful outcomes.
• Local, regional and federal resources should be maximized to address safety
issues.
• An increasingly diverse community requires new communication strategies and
non-traditional partnerships to effectively build trust and enable residents to
understand the resources available to them to help keep their families safe.
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• Partnerships 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.
• As Fort Collins grows, City policies must focus on ensuring that Police Services
is able to remain innovative and adaptable to effectively meet community
expectations for public safety.
5.2. Meet the expected level of core and specialized police services as the
community grows.
• As the community continues to grow, 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 City is experiencing increased severity and pervasiveness of illegal drug-
related incidences and human trafficking that are resulting in negative impacts
on the community.
• 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.
• The fiscal challenge of increasing staffing levels in proportion to our growing
population requires intentional focus on reducing inefficiencies and building
capacity within the current workforce.
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%.
• Fast response time is crucial to containing fire. PFA’s goal is to be on scene
80% 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 international and local codes.
• Our region has a history of wildfires that have a negative impact on our
community and threaten private property, natural resources, and water quality.
• 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. PFA has one of the highest rates of
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survival from cardiac arrest in the nation and is dedicated to improving these
chances even more.
5.4. Continue to deploy comprehensive emergency preparedness and
management strategies.
• The City’s Emergency Operation Plan outlines the Citywide emergency
mitigation, response and recovery plans for all hazards and calls for ongoing
training for staff and volunteers to effectively execute the plan.
• Continuity of Operations (COOP) plans enable City departments to understand
best practices and strategies to support operational needs and the highest level
of service delivery during times of crisis.
• Emergency planning, preparation and training should leverage federal and
state resources and be done in collaboration with regional efforts.
• In 2019, emergency management functions were moved into the City
organization in collaboration with Poudre Fire Authority to improve the focus of
City operations on community preparedness and enhance service delivery.
• While having robust communication methods, the City has some gaps in its
communication plans and capabilities for non-English speakers and residents
without access to technology like internet services.
5.5. Address flooding risk for the protection of people, property and the
environment.
• Proper stormwater flow management is critical to the protection of people,
property and the environment; especially within the 100-year floodplain
• Approximately 1,100 structures are in the floodplain due to inadequate
stormwater infrastructure.
• Reducing the flooding risk to private property and City infrastructure, as well as
decreasing the number of flood-prone areas, will increase infill development
opportunities.
5.6. Protect mission-critical physical and virtual infrastructure, in addition to
privacy data, against increasing cybersecurity threats.
• Many City services are reliant on technology for the continuity of core
operations, while improving the effectiveness and efficiency of City services.
• Cybersecurity continues to be 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 ability to mitigate everchanging threats from new operational
technologies and growing cybersecurity attacks.
• Understanding cybersecurity risks and threats, as well as learning how to
detect them, is paramount for every employee to prevent negative impacts from
malicious activity.
5.7. Reduce incidents of, and impacts from, disruptive and unwanted behaviors
with creative approaches that balance compassion and consequences.
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• There is a need for increased access to mental health and substance abuse
resources.
• Fort Collins continues to experience an increase in disruptive behaviors,
causing numerous challenges and frustration among visitors, business owners
and residents.
• Police, Municipal Court, Natural Areas, and Parks resources are
disproportionately consumed by transient issues, reducing the level of service
provided to other residents.
• The negative impacts from illegal and unwanted behaviors continue to expand
beyond the downtown area and more broadly across our community.
5.8. Improve security at City facilities and properties.
• The City continues to experience an increase in security-related incidents
happening at Municipal Court that require police assistance. Current space
constraints do not allow for effective deployment of industry-standard security
strategies for providing a safe and secure facility for customers and residents.
• Security controls for City facilities are managed by multiple systems, and best
practices point to one centralized system as most effective, including the
capability to integrate with camera and credentialing systems.
• Perception of safety of Transfort, Parks and Natural Areas has a high impact on
residents’ use and enjoyment of these services.
• Current lack of protocols to improve security at City facilities provides an
opportunity for best-practice policies and associated staff training.
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Transportation and Mobility
Fort Collins provides a transportation system that moves people and
goods safely and efficiently while being accessible, reliable and
convenient.
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 impacts the Climate Action Plan and healthy living goals. It is also a
key aspect of advancing City priorities around access and equity. The success of a high-
quality and well-functioning multi-modal system is a community differentiator and
reflected in quality-of-life performance measures.
The Transportation Master Plan, approved by City Council in 2019, describes six core
components of a sustainable transportation network, all of which are intended to guide
Fort Collins toward realizing the overall transportation vision over 20 years. These
components provide a comprehensive framework for assessing current network
conditions and informs where Fort Collins can enhance its mobility programs and
investments to achieve broader-reaching outcomes. These components were closely
evaluated and used to inform the strategic objectives of this document as a method to
focus on near-term actions. The six core components are:
(1) Transportation Infrastructure – Planning a physical transportation network that
supports multimodal travel.
(2) Mobility & Travel Choices – Considering the role each transportation mode plays
in shaping the Fort Collins mobility network.
(3) Health & Equity – Ensuring the transportation network plays a key role in
advancing social outcomes.
(4) Innovation – Understanding emerging technologies and how new trends are
influencing the movement of goods and people.
(5) Safety – Eliminating serious injuries and fatalities on Fort Collins roadways.
(6) Sustainability & Resiliency – Shifting transportation away from creating harmful
environmental impacts toward being a resource for improving environmental
outcomes.
A connected and mobile community includes:
• Integrated land use and transportation planning and investments
• Transportation facilities and networks that are reliable, affordable, efficient, connected
and comfortable
• Capacity and systems for effective traffic flow and minimal congestion
• Programs that facilitate well-informed travel-behavior decisions
• Growing and leveraging changing transportation technologies
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Definition & Descriptions
6.1 Improve safety for people using all modes of travel.
• The City has a goal to reduce traffic fatalities to zero (Vision Zero).
• Crashes have a negative impact of $165 million annually in Fort Collins, borne
primarily by the public at large.
• Appropriate programs, policies, educational resources and infrastructure
improvements (e.g., accessible sidewalks,safety-conscious intersection design,
and low-stress networks) 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. School
safety is a priority and requires community partnership.
• Quality infrastructure is necessary to improve safety, including safe, accessible,
well-functioning, high-quality intersections, streets, bikeways, sidewalks and
trails.
6.2 Manage traffic congestion and improve high-priority intersections for all
users.
• Approximately half of Fort Collins residents commute out of Fort Collins and
half of Fort Collins workers commute into Fort Collins from other communities.
• 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 existing prioritization
studies that evaluate congestion relief and safety.
• Continued focus on efforts to increase bicycling throughout Fort Collins 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.
6.3 Ensure equitable access to and expansion of all sustainable modes of travel,
with emphasis on growing transit ridership.
• Currently, 74% of all trips in Fort Collins are people driving alone. A behavioral
and cultural change is necessary to shift transportation modes.
• As the City approaches buildout, additional roadway expansion becomes less
effective and more expensive. Creating opportunities for sustainable modes of
travel for all people is a key piece of achieving mobility and quality of life
outcomes. Special consideration should be given for transit-dependent
populations.
• A fully functioning transit system requires a level of service that allows the rider
to move throughout the community in a timely manner and works seamlessly
with other modes of travel.
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• The Transit Master Plan was updated in 2019 and calls for high-frequency
transit and innovative approaches to expanding coverage to create additional
high-productivity and accessible routes.
• Electrification of buses, the City’s fleet, and the community vehicle fleet is an
important piece of reducing transportation-related emissions and will require
associated infrastructure.
6.4 Support, enhance and accelerate I-25 improvements according to the multi-
modal environmental impact statement.
• Construction of managed lanes on I-25 is underway between Highway 14 and
Highway 56.
• The remaining gap between Highway 56 and Highway 66 will require additional
and creative partnerships with the state and federal governments.
• To date, regional partners (Larimer County, Weld County, Berthoud,
Johnstown, Loveland, Timnath, Estes Park, Windsor and Wellington) and
private-sector investors have contributed $55 million toward the Colorado
Department of Transportation project to add managed lanes.
• Due to limited highway capacity, multi-modal options such as commuter rail,
transit, and other innovative regional solutions should be explored.
• Improvements to gateway interchanges and 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 Maintain existing and aging transportation infrastructure and address
missing facilities to meet community needs and expectations.
• The lack of transportation 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, high-functioning intersections, multi-modal facilities, and
completion of the sidewalk network are a high priority for the community.
• The cost of infrastructure maintenance continues to increase rapidly along the
Front Range.
• Desired aesthetic components (e.g., medians) and current design standards
have an impact on project implementation and increase ongoing maintenance
costs.
• The City has a significant number of bridges, culverts and irrigation ditch
crossings that are in need of repair.
6.6 Manage parking supply and demand Downtown, along the MAX corridor, and
near Colorado State University.
• Parking at key locations maximizes the effectiveness of integrated transit,
bicycle and pedestrian solutions.
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• 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.
• Mobility hubs enhance last-mile access into neighborhoods from key parking
locations and need consideration along future BRT corridors.
• Current pricing structures disincentivize parking in preferred long-term
locations.
6.7 Manage safety, congestion and quality of life impacts from train operations in
Fort Collins.
• Train horn noise causes significant impacts for residents and businesses in Fort
Collins.
• Increasing frequency of long trains (up to three miles) causes severe traffic
congestion and negatively impacts public safety.
• Lack of grade-separated crossings, particularly near the Burlington Northern
Santa Fe Railroad switching yard in northeast Fort Collins, also causes
significant congestion and negatively impacts neighborhood quality of life.
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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, data-informed, transparent and collaborative decision-making,
effective communication and efficient project management. To achieve this, the City
attracts and employs diverse and competitive talent, 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.
Public involvement and a transparent government are cornerstones of a high-performing
community. The City values inclusive 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.
Key city-wide processes have been identified, including leadership, strategic planning,
budgeting, organizational development and human resources that 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. Operational data and performance metrics, along with data
from surveys, , benchmarking, 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.
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
• An organizational culture of continuous improvement in all areasA systems approach,
driven by data, to effectively solve problems, creatively pursue opportunities for
improvement and develop innovative solutions
• A workforce of talented people who care deeply about public service and
trustPromoting lifelong learning, volunteerism and philanthropy
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• Citywide strategies and standards for meaningful and inclusive involvement in
governance and decision-making
Definition & Descriptions
7.1 Provide world-class municipal services through operational excellence and a
culture of innovation.
• 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.
• While the City strives to meet the needs of all 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.
• As the organization has increased service delivery to the community, internal
support services are strained to keep pace.
7.2 Maintain the public trust through a high performing board, as well as
organizational transparency, legal and ethical behavior and regulatory
compliance.
• City Council and the organization place a strong value on maintaining public
trust and have articulated high expectations regarding transparency.
• In 2019, 65% of residents indicated the overall direction of the City was
positive, which is above national and Front Range benchmarks.
• The City continues to focus on fostering a culture of ethical behavior and
embedding core values into the culture to reinforce accountability.
• Oversight, coordination, and collaboration are required for the City to comply
with various federal and state laws, such as the Americans with Disabilities Act
(ADA), Title VI, and Fair Housing.
• State and federal regulatory environments are constantly changing. The City
strives to be in front of and exceed many regulatory requirements.
7.3 Improve effectiveness of community engagement with enhanced inclusion of
all identities, 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. Cultural and
language gaps, and limited time can be barriers to engagement.
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• The City is seeing “engagement fatigue” with reduced participation in
community outreach and stakeholders voicing concern about over-engagement
and the pace and breadth of City initiatives.
• The City needs to continue to reimagine community engagement to reach the
entire community in meaningful ways.
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.
• A competitive total compensation offering is essential to hire and retain talent.
• Investment to constantly develop and engage our employees is critical to
ensure an agile workforce ready to meet the evolving needs of our community.
• A diverse workforce leads to increased innovation, productivity and creativity.
The City organization has a need to develop diverse talent pools and increase
representation in its leadership pipeline.
• The City relies heavily on a dedicated group of volunteers to assist the
workforce in delivering world-class services. Opportunities exist to further
leverage the talent of our volunteers.
7.5 Foster a culture of safety, well-being, resilience and sustainability 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 continued to improve over the past two years,
but significant progress remains necessary to reach stated goals of being the
safest workplace in America.
• The City offers a holistic approach to well-being for our workforce and their
families by increasing engagement, impacting productivity and decreasing
health care costs.
• The City views it as critical to lead by example in sustainability. The recently
completed Municipal Sustainability and Adaptation Plan calls for focused effort
in resiliency, public lands, water, waste, emissions, and workforce to reach the
2050 goals.
7.6 Utilize technology, data, metrics and process improvements to innovate,
guide decisions, and enhance service delivery.
• As large data sets become more readily available for analysis, the City needs to
evolve its business practices and partner with the community, to make best use
of that data.
• The City recognizes the need to identify and refine benchmarks, which help to
determine world-class performance levels and targets from regional, national
and global comparisons across industries.
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• The City lacks a coordinated approach to fully integrate and deploy advanced
information and connected technologies (Internet of Things [IoT]) to help
manage key infrastructure, public health and safety systems.
• Developing a systematic approach to “smart cities” thinking, including how to
best utilize data and artificial intelligence (AI), can produce better outcomes for
residents and businesses.
• In 2019, 13,500 hours of staff time was saved through performance
improvement work led by the City’s FC Lean program. Additional opportunities
remain in the organization.
7.7 Address long-term projected gap between available revenue and what is
required to meet known and emerging needs.
• Increasing community demands, staffing required to provide services to a
growing population, and inflationary costs are pressuring the City’s reserves as
revenue growth slows compared to nearby communities.
• The 2019 Long Term Financial Plan indicates that long-term total expenses are
expected to grow at 3%, while total revenues are expected to grow at 2.1%.
The City has explored revenue diversification options and continues to evaluate
potential causes and solutions.
• Various areas across the City lack funding for enhanced and replacement
capital investments, including transportation infrastructure, transit, Golf, Parks,
etc.
7.8 Maintain and protect assets and infrastructure to drive reliability, cost
effectiveness, efficiency and improve the customer experience.
• As the City’s assets age, renewal and replacement are critical to maintaining
service standards.
• The City owns and maintains 100 buildings. The average facility age is 38
years and critical mechanical components are reaching end of life and are
inefficient.
• Tools and systems that support capacity planning and capital asset needs,
monitor asset life and condition, and schedule repairs (based on optimal asset
life cycle costs estimates) may improve the effectiveness of asset
management.
• Virtual assets, such as software licensure and data, are also critical to
delivering City services and require consistent cycles of replacement and
maintenance.
• Lifecycle replacement gaps pose risk to the City’s ability to provide safe and
quality experiences that meet resident expectations.
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.
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• 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 2019
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Neighborhood Livability and Social Health
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Culture and Recreation
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Economic Health
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Environmental Health
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Safe Community
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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.
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2020 Strategic Objective Current and Proposed Strategy Map Metrics
1.1 - Improve and increase availability and choice of
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 84. Human Service Funding Portfolio
NLSH 93. Long-Term Homeless Exits and Entries
NLSH 85. Human Service Client Impact
NLSH 39. Winter Point in Time Count of Homeless Population
1.3 - Improve accessibility of City and community
programs to low and moderate-income residents and
increase participation in services to eligible, income-
qualified residents.
HPG 219. Overall Effectiveness of Utilities Affordability Programs
NLSH 37. Rebate Program Participation
CR 93. Recreation Programs - Cumulative number of scans for low-income reduced fee passes
CR 94. Recreation Programs - Cumulative number of activity enrollments for low-income
participants
1.4 - Advance equity for all, leading with race, so that
a person’s identity or identities is not a predictor of
outcomes.
NLSH 81. Boards and Commissions Diversity Index
NLSH 94. Municipal Equality Index (MEI) Scorecard
NLSH 61. % of residents responding very good/good - Fort Collins as a place of community
acceptance of all people
1.5 - Enhance the quality of life in neighborhoods,
empower neighbors to solve problems, and foster
respectful relations.
NLSH 1. Voluntary Code Compliance
NLSH 64. % of residents responding very good/good - Your neighborhood as a place to live
NLSH 2. Response Time to Graffiti Removal
TRAN 37. Average Speed on Neighborhood Streets
1.6 - Align land use regulations and review procedures
to guide development consistent with City Plan.
Metrics in Development
1.7 - Develop options and assess the feasibility of the
annexation of the Mulberry Corridor.
None identified
1.8 - Preserve and enhance manufactured housing
communities as a source of affordable housing and
create a safe and equitable environment for
residents.
Metrics in Development
1.9 - Create and maintain a safe, healthy and resilient
urban forest.
CR 15. Pruning Frequency by Year < 18-inches in Diameter
CR 22. Pruning Frequency by Year > 18-inches in Diameter
Neighborhood Livability & Social Health
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2020 Strategic Objective Current and Proposed Strategy Map Metrics
2.1 - Develop recreation and cultural programs that
are diverse, inclusive and accessible, and that also
drive attendance and cost recovery.
CR 5. Golf Courses - Total Cumulative Participation
CR 1. Recreation Programs - Total Cumulative Participation
CR 95. Recreation participant survey satisfaction
NEW: Cultural Facilities - Cumulative participation in access and opportunity programs
NEW: Income-qualified rate uptake within Recreation
2.2 - Address critical park, recreation equipment and
trail lifecycle and maintenance needs and continue
the planned buildout of the system.
CR 62. Miles of Paved Trail/10,000 Population
CR 7. Paved Trails - Cumulative Number of Visits
CR 23. Trained Observer Program – Percentage of Parks and Rec Fac Grounds Ratings With No
Problems
CR 67. % of residents responding very good/good quality of - Recreational trails
CR 97. Trained Observer Program – Percentage Of Trail Ratings With No Problems
CR 86 - Unfunded Liability of Parks Life Cycle Infrastructure
2.3 - Create enhanced arts and culture participation
opportunities for all residents and visitors.
CR 2. Lincoln Center - Total Cumulative Participation
CR 3. Museum of Discovery - Total Cumulative Participation
CR 4. Gardens - Total cumulative participation
NEW: Fort Fund Grant Program - Total cumulative participation as reported by grantees annually
CR 80. Lincoln Center - Percent of residents responding very good/good - quality of program or
facility
CR 81. Museum of Discovery - Percent of residents responding very good/good - quality of
program or facility
CR 77. Gardens - Percent of residents responding very good/good - quality of program or facility
CR 79. Art in Public Places (APP) - Percent of residents responding very good/good - quality of
program or facility
2.4 - Identify criteria, process and funding options to
refresh neighborhood and community parks.
NEW: Quantity or percentage of parks in need of update per park refresh definition
2.5 - Ensure safety and welfare in City parks, natural
areas, trails, and cultural and recreation facilities for
visitors and employees.
NEW: Community survey metric - "Do you feel safe in parks"
NEW: encampents removed (quarterly)
NEW: Police calls to cultural, recreation and park facilities
NEW: Staff safety- near misses
NEW: Ranger congenial interactions vs. ticket interactions
Culture and Recreation
2020 Strategic Objective Current and Proposed Strategy Map Metrics
3.1 - Facilitate government and local partners to
achieve effective regional economic resilience.
ECON 6. Lodging Occupancy Rates
3.2 - Understand trends in the local labor market and
work with key partners to grow diverse employment
opportunities.
ECON 5. Local Unemployment Rate
ECON 71. Industry Diversity Score
ECON 73. # Business Establishments per Capita (Larimer County)
3.3 - Systematically engage the business community
with an emphasis on starting, sustaining and renewing
businesses.
ECON 60. Survey - Percent of businesses rating a positive performance of economic health
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2020 Strategic Objective Current and Proposed Strategy Map Metrics
4.1 - Intensify efforts to improve resilience and to
meet 2030 climate, energy and 100% renewable
electricity goals.
ENV 6. Percent decrease in municipal Greenhouse Gas (GHG) Emissions from 2005 baseline
ENV 9. Percent decrease in community Greenhouse Gas (GHG) emissions from 2005 baseline
ENV 26. Community Percentage of Renewable Energy
ENV 23. Annual energy efficiency and conservation program savings (% of community electricity
use)
ENV 144. Community Electricity Use per Capita
ENV 122. Resource Adequacy: Water Production Energy Efficiency
ENV 147. Community Water Use per Capita
NLSH 27. Drinking Water Storage Availability
4.2 - Improve indoor and outdoor air quality. ENV 146. Outdoor Air Quality Index (AQI)
ENV 145. % of homes assessed for Healthy Homes Implementing Three or More Recommendations
ENV 131. Indoor Air Quality: Number of Indoor Radon Tests
NEW: Number of Epic Home Projects
4.3 - Enhance efforts to achieve 2030 zero waste goals. ENV 51. Residential materials diversion rate
ENV 52. Commercial materials diversion rate
ENV 53. Industrial materials diversion rate
ENV 7. Material Landfilled Per Capita Per Day
NEW: Average pounds of Household Hazardous Waste (HHW) per participant
4.4 - Provide a reliable, high-quality water supply. ENV 147. Community Water Use per Capita
ENV 101. Water Efficiency Plan annual targets and actual use
ENV 102. Residential Annual Water Demand In Gallons Per Capita Per Day
ENV 104. Overall Water Conservation Program Effectiveness
ENV 27. Water quality complaints per 1,000 customers
ENV 32. Total Annual Water Demand over available Annual Water Supply
ENV 157. Drinking Water Compliance Rate (% Days)
4.5 - Protect and enhance natural resources on City-
owned properties and throughout the community.
ENV 98. % of residents responding very good/good quality of - Natural areas and open space
ENV 58. Cumulative Acres in Ecological Restoration
In Development: Nature in the City/ Land Conservation
4.6 - Sustain and improve the health of the Cache la
Poudre River and all watersheds.
ENV 1. Wastewater Treatment Effectiveness Rate (%)
4.7 - Expand the Natural Areas land portfolio while
simultaneously maintaining existing lands and
improving equitable access to nature.
ENV 108. Natural Area Land Conservation Average Revenues Spent over 3 Years
ENV 15. Natural Areas Land Conservation - Cumulative Acres
CR 6. Natural Areas Programs - Cumulative Participation per Capita
ENV 130. Natural Areas - Land Conservation - Acres per Capita
CR 66. Condition of Natural Area Trails
Environmental Health
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2020 Strategic Objective Current and Proposed Strategy Map Metrics
5.1 - Improve overall community safety while
continuing to increase the level of public trust and
willingness to use emergency services.
TRAN 39. Safe Routes to School Overall Student Participation
SAFE 30. Percentage of residents responding very good/good - Fort Collins as a safe place to live
5.2 - Meet the expected level of core and specialized
police services as the community grows.
SAFE 1. Average Response Time to Police Priority 1 Calls
SAFE 89. Part 1 Crimes in Fort Collins (per 1,000 population)
SAFE 22. Clearance rate Part 1 Crimes- TOTAL
5.3 - Partner with Poudre Fire Authority to provide
high-quality fire prevention, community risk
reduction and emergency response services.
SAFE 3. Percent of Time PFA intercedes prior to Flashover
SAFE 44. Percentage of residents 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
5.4 - Continue to deploy comprehensive emergency
preparedness and management strategies.
SAFE 41. % of residents responding very good/good quality of - emergency preparedness in Fort
Collins
SAFE 81. Compliance with National and State standards for Emergency Preparedness
5.5 - Address flooding risk for the protection of
people, property and the environment.
SAFE 86. CRS (Community Rating System) Rating for floods (Data from Theresa)
SAFE 60. Jet washed mains
SAFE 57. CCTV inspection
SAFE 68. System expansion (LF pipe installed) Stormwater)
SAFE 74. Stream and rainfall gauge functionality (April to Sept.)
5.6 - Protect mission-critical physical and virtual
infrastructure, in addition to privacy data, against
increasing cybersecurity threats.
SAFE 92. Effectiveness of cybersecurity awareness training
New: Cyber incidents per quarter
New: Public website availability
5.7 - Reduce incidents of, and impacts from, disruptive
and unwanted behaviors with creative approaches
that balance compassion and consequences.
NLSH 95. Outreach Fort Collins Disruptive Behavior Data
SAFE 31/32. Perception of safety downtown- Community Survey
New: Encampments cleaned up/addressed
New: Graduation rates for special agency session
5.8 - Improve security at City facilities and properties. Metrics in Development
Safe Community
2020 Strategic Objective Current and Proposed Strategy Map Metrics
6.1 - Improve safety for people using all modes of
travel.
TRAN 62. Sidewalk Network (City-wide sidewalk network)
SAFE 27. Voluntary speed compliance
SAFE 6. Number of Injury/Fatal Crashes by mode
TRANS 63. Cumulative people trained - include safe routes
6.2 - Manage traffic congestion and improve high-
priority intersections for all users.
TRAN 28. Average Travel Speeds/Times on Arterial Streets
TRAN 44. % of residents responding very good/good - Ease of driving in Fort Collins
6.3 - Ensure equitable access to and expansion of all
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2020 Strategic Objective Current and Proposed Strategy Map Metrics
7.1 - Provide world-class municipal services through
operational excellence and a culture of innovation.
HPG 3. Average Response Time of Cases Submitted to Access Fort Collins
HPG 69. % of residents responding very good/good to the City's performance in - Efficient
operation of programs and services
HPG 127. Overall quality in City services
HPG 32. Utilities - Customer Satisfaction
7.2 - Maintain the public trust through a high
performing board, as well as organizational
transparency, legal and ethical behavior and
regulatory compliance.
HPG 71. % of residents responding very good/good to the City's performance in - Overall direction
of the City
NEW: number of vists on Open Data/Socrata
ENV 128. Number of New Recorded Environmental Compliance Violations
ENV 129. Number of Repeated/New Identified Deficiencies Requiring Corrective Action
ENV 1. Wastewater Treatment Effectiveness Rate (%)
ENV 157. Drinking Water Compliance Rate (% Days)
7.3 - Improve effectiveness of community
engagement with enhanced inclusion of all identities,
languages and needs.
HPG 66. % of residents responding very good/good to the City's performance in - Welcoming
community member involvement
HPG 81. % of residents responding very good/good on the City's performance in informing
community members
HPG 220/221: # of utility engagement opportunities and # of people engaged in
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 24. Number of Citywide Volunteer Hours
HPG 25. Number of Citywide Volunteers
HPG 6. City Employee Cumulative Turnover Rate
HPG 216. Employment Offer Acceptance Rate
HPG 218. Engagement Survey Top Quartile Leaders
7.5 - Foster a culture of safety, well-being, resilience
and sustainability across the City organization.
HPG 46. Average number of Well Days earned per participant
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: Number of vacation days lost
7.6 - Utilize technology, data, metrics and process
improvements to innovate, guide decisions and
enhance service delivery.
HPG 69. Efficient operation of programs and services
NEW: critical system availability
NEW: Hours saved through FC Lean projects
7.7 - Address long-term projected gap between
available revenue and what is required to meet
known and emerging needs.
HPG 1. Actual Cumulative Revenue Compared to Budget ($ millions)
NEW: % of ongoing expenses funded with one-time funding sources
NEW: % of taxable sales in Fort Collins relative to county/region taxable sales
7.8 - Maintain and protect assets and infrastructure to
drive reliability, cost effectiveness, efficiency and
improve the customer experience.
HPG 122. # of City buildings assessed/entered into IP Gateway
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Appendix B: Long-Term Financial Plan
Overview
The City updates the Long-Term Financial Plan (LTFP) outlook every two years as part
of the Strategic Planning Process. The objective is to highlight potential challenges and
aid in philosophical decision-making on strategies that span the longer term (5 – 10 plus
years). These planning exercises then inform the biennial Budgeting for Outcomes
(BFO) process through which specific services, programs and projects are funded.
The City enjoys a strong, diversified economic base, has done an excellent job in
managing its expenditures and maintains a Aaa Moody’s credit rating (affirmed in
December 2019 and ranking in the top 3% nationally). The City maintains $235 million
in reserves (excluding Enterprise Funds) and manages an annual net City budget of
approximately $275 million ($500 million including Enterprise Funds).
The LTFP outlook Baseline Scenario uses most likely outcomes, assuming current
operating conditions and existing service delivery levels. Unidentified productivity
increases, process improvements and technology savings, as well as revenue
enhancements and potential financing alternatives, are not included in the baseline
scenario. Additionally, no outlier impacts (severe recession, natural disaster, etc.) are
assumed to happen. If one of these circumstances were to occur, potential drastic
measures may need to be taken that are not built into the forecast scenarios.
Background
During the last two Strategic Plan updates in 2016 and 2018, a key component of
uncertainty was the potential for the Keep Fort Collins Great tax (KFCG) to expire
during 2020. The potential loss of that revenue source (approximately $32 million per
year) would have put severe pressure on the City’s finances. Fortunately, voters
approved an equivalent tax amount (0.85% in total) in two pieces; adding 0.6%
permanently to the core 2.25% General Fund tax rate and another 0.25% to the General
Fund as a ten-year renewable tax in April 2019. However, even with the renewal,
underlying projections during these prior plan updates indicated annual City
expenditures could exceed annual revenues over the longer term (potentially reaching
$15 million per year by the year 2025).
Outlook
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The cost pressures over the long term from growth in expenditures outpacing growth in
revenues continue in the 2020 LTFP update. The City is serving an increasing
population base and expanding service offerings to meet community needs. To help
address these increasing needs, the City has added approximately 25 full time
equivalent employees (FTE) per year during the past 4 years. Supplements of
additional resources to this existing workforce will be needed to meet future service
requirements. Estimates of revenue growth from existing sources, while continuing to
grow annually since the general economic recovery started in 2010, have softened
somewhat and are expected to grow at less than historical rates. New avenues of
revenue will need to be explored.
The forecast includes the following primary revenue and expense drivers:
Primary Revenue Drivers
• Sales Tax - growth of 2.5% based on taxable sales historical average, lower
growth than prior LTFP forecasts
• Use Tax - growth of 3.6%, similar to prior forecasts but from a lower base than
prior LTFP forecasts
• Property Tax - growth of 5.0% based on 5-year average; considers steep
property valuation increases from 2016 – 2019
• Capital Grants – very project-specific; tied to Consumer Price Index (CPI) growth
at 2.7%
• Shared Revenues – County and State distributions, 1.2% growth (similar to
historical rate for past 15 years)
• Cultural, Park, Recreation and Natural Areas Fees – average historical rate of
3.3%
Primary Expense Drivers
• Salaries and Wages – combined growth rate of 3.7%; includes CPI of 2.7 percent
plus additional for projected FTE increases
• Benefits – combined growth rate of 4.7%; increase at 1% over CPI of 2.7 percent
plus additional for projected FTE increases
• Professional and Technical – growth of 3.2%, correlated to CPI and sales tax
• Supplies and Other Purchased Services – 2.3% growth
• Infrastructure – 3.0% growth rate, correlated to sales and use tax
The 2020 LTFP Baseline Scenario (see Exhibit 1) shows our projected revenues,
expenditures and future estimated fund balances. Long term revenue is estimated to
increase at an approximately 2% compound annual growth rate (CAGR). Meanwhile,
expenditures are projected to grow at 3% CAGR. The projected gap between revenue
and expenditures could reach $35 to $40 million per year by 2025.
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The City is required to balance the budget during the biennial BFO process, and cannot
deficit spend beyond the utilization of existing available fund balances. As such, the
decline in fund balance in Exhibit 1 and the gap between revenue and expenditures is
illustrative of the tension the City will feel in trying to meet growing service level needs
with a slower growing revenue stream.
The City will need to evaluate all alternatives to shrink the gap between projected
baseline expenditures and projected baseline revenues. The unidentified expenditure
savings and potential revenue enhancements that are not included in the Baseline
Scenario should be fully investigated and considered for all future BFO cycles.
Scenario B – Gap Closure (see Exhibit 2) provides a view of what the City’s finances
look like under this environment. Long-term expenditure growth is limited to 2.25% per
year (from 3%) and revenues are increased slightly to 2.25% as well (from 2%).
Summary
The City has a strong track record in prioritizing and managing its complex service
delivery requirements in a prudent financial manner. As the cost pressures persist and
revenue challenges continue, the City’s proactive monitoring of and adjustments to the
environment will be vital to maintaining this success.
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Exhibit 1
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Exhibit 2
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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 public
information dissemination, communications strategies and public engagement in City
services.
DART - Days Away Restricted or Transferred
DDA - Downtown Development Authority
ELT - Executive Leadership Team: The City Manager and his executive 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
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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.
Manufactured Housing: A pre-constructed dwelling unit, meeting the construction
standards of ths US Department of Housing and Urban Development, which also includes
mobile homes.
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
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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
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%. 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%, 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
Resilience - The capacity to prepare our human and natural systems to respond and
adapt to changes and disruptions of various scales that affect our ability to thrive
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
2020 Strategic Plan – Final Draft
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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.
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.
NEW: Facility condition index
7.9 - Proactively influence policy and legislative
development at all levels.
HPG 119. Percent of state legislative bills aligned with adopted City position of support or oppose
High Performing Government
sustainable modes of travel, with emphasis on
growing transit ridership.
TRAN 67. % of Bus Stops that are ADA Accessible
TRAN 2. Transfort Ridership (in thousands)
TRAN 45. % of residents responding very good/good - Ease of traveling by public transportation in
Fort Collins
TRAN 65. % Commute mode share
New: metric related to equitable access in development
6.4 - Support, enhance and accelerate I-25
improvements according to the multi-modal
environmental impact statement.
None identified
6.5 - Maintain existing and aging transportation
infrastructure and address missing facilities to meet
community needs and expectations.
TRAN 62. Sidewalk Network (City-wide sidewalk network)
TRAN 64. Percent Arterial Bike Network Crossings Completed
TRAN 18. Pothole response time
TRAN 3. Cumulative Lane Miles of Roadway Pavement Improved
NEW: % of bridges at sufficiency rating of 50
6.6 - Manage parking supply and demand Downtown,
along the MAX corridor and near Colorado State
University.
Metrics in Development
6.7 - Manage safety, congestion and quality of life
impacts from train operations in Fort Collins.
NEW: Total Blockage Time
Transportation and Mobility
initiatives
ECON 70. Business Satisfaction (% rating positively)
3.4 - Foster infill and redevelopment opportunities
consistent with City Plan policies.
ECON 1. Cumulative New Commercial Permit Dollar per Capita
ECON 3. Commercial Vacancy Rates
NEW: Percent electric distribution underground
NEW: Percent electric tranmission underground
NEW: Percentage of infill permits
3.5 - Invest in and maintain utility infrastructure and
services while ensuring predictable utility rates.
ECON 46. Electric System Average Interruption Frequency Index (SAIFI)
ECON 47. Customer Average Interruption Duration Index (CAIDI) in Minutes
ECON 65. Electric System Momentary Average Interruption Frequency Index (MAIFI)
ECON 7. Electric System Average Interruption Duration Index (SAIDI) in Minutes
NEW: PIF Revenue
3.6 - Deploy and deliver reliable, high-speed internet
services throughout the community.
ECON 66. Broadband Capital Budget to Actual
ECON 67. Broadband Capital Project % Completion
Economic Health