STRATEGIC PLAN - Fort Collins, Colorado
STRATEGIC PLAN
CITY OF FORT COLLINS2015-16 STRATEGIC PLANLETTER FROM THE CITY MANAGERIt is my pleasure to present the 2015-2016 City of Fort Collins Strategic Plan.This plan reflects the input of engaged citizens, community and business partners,Mayor and Council Members, and City staff. The effort represents the firstorganization-wide, issues-driven, and Council-reviewed strategic plan in ourCity’s history.The City of Fort Collins began the strategic planning process in fall of 2013. TheCity’s mission, vision, and values provide the foundation for the plan’s seven keyoutcome areas: Community and Neighborhood Livability, Culture and Recreation,Economic Health, Environmental Health, Safe Community, Transportation, and HighPerforming Government. We developed the strategic objectives in each outcomearea through extensive analysis of citizen needs and desires, local and nationaltrends, and information provided by experts within the City organization. Our strongcommitment to provide world-class municipal services for an exceptional communityunderlies every strategic objective. These objectives will guide the work in all Cityservice areas for the next two years.The Strategic Plan is a tool that clearly articulates City priorities to the Fort Collinscommunity and will direct the development of the 2015-2016 City of Fort CollinsBudget. I am confident that this year’s planning process will lead to a comprehensiveand responsive budget that balances the diverse needs of our community through itsemphasis on accountability, partnership, innovation, and efficiency.I want to convey my appreciation to the citizens who provided their time and inputto the process, the Mayor and Council for their leadership, and City staff for theirhard work and commitment to Fort Collins.Sincerely,Darin AtteberryCity Manager COPYRIGHT CITY OF FORT COLLI NS, 2014. ALL RI GHTS RESERVED.1
CITY OF FORT COLLINSCITY OF FORT COLLINS2015-16 STRATEGIC PLAN2015-16 STRATEGIC PLANTABLE OF CONTENTSFORTCOLLINS2 COPYRIGHT CITY OF FORT COLLI NS, 2014. ALL RI GHTS RESERVED.I. INTRODUCTION4II. SUMMARY MATRIX OF STRATEGIC OBJECTIVES81.STRATEGIC OUTCOME – COMMUNITY & NEIGHBORHOOD LIVABILITY152.STRATEGIC OUTCOME – CULTURE & RECREATION213.STRATEGIC OUTCOME – ECONOMIC HEALTH274.STRATEGIC OUTCOME – ENVIRONMENTAL HEALTH335.STRATEGIC OUTCOME – SAFETY396.STRATEGIC OUTCOME – TRANSPORTATION437.STRATEGIC OUTCOME – HIGH PERFORMING GOVERNMENT51III. COMMUNITY DASHBOARD57IV. STRATEGIC FINANCIAL PLAN – 5-YEAR LOOK63V. APPENDIXA.STRATEGIC OBJECTIVES LINKAGE ACROSS OUTCOMES68B.GLOSSARY OF TERMS76 C O P Y R I G H T C I T Y O F F O RT C O L L I N S , 2 0 1 4 . A L L R I G H T S R E S E RV E D .3
CITY OF FORT COLLINSCITY OF FORT COLLINS2015-16 STRATEGIC PLAN2015-16 STRATEGIC PLANINTRODUCTIONThe City of Fort Collins is a full-service municipal organization operating under a home rule,Council-Manager form of government. The City is nationally recognized by various organizationsand magazines as a best place to live. Sixty miles from Denver, Fort Collins is home to ColoradoState University (CSU), with 27,000 students, several large high-tech employers, and leadingbusinesses in the microbrew industry. The community has access to outdoor activities andlocal cultural amenities, and is renowned for its bike-friendly, small-town feel. Fort Collins hasgrown from a small agricultural community into a major employment and retail centerfor Northern Colorado.With a median age of 29 and a median family income of more than 77,700 in 2012,residents are well educated, engaged in their community and passionate about their areaamenities. The high quality of life enjoyed by residents, businesses and visitors is a result ofthe community’s focus on the environment, enthusiasm for health and the outdoors, a strongeducational system, extensive park and open space systems, and a flourishing Downtowndistrict. At the same time, 19 percent of the Fort Collins population is at or below the povertyline and housing is considered expensive.Fort Collins has experienced rapid growth over the past 50 years, growing from approximately25,000 residents in 1960 to 151,330 today. During that time, the City purposefullyestablished a Growth Management Area (GMA) boundary with neighboring communities inorder to maintain the local identity and avoid merging communities. Over the past 25 years,the City has acquired open space and conservation easements to create community separatoropen spaces. It is estimated the City will be fully built out within the GMA by 2030, withapproximately 225,000–240,000 residents.The City’s revenue comes from sales and use tax, property tax, fees and grants. Seventy-threepercent of the General Fund is supported by sales, use and property tax. The City weatheredthe most recent economic slowdown with fairly stable revenues, has a healthy fund balanceposition and has limited debt. As a result, the City received an AAA rating from Moody’sInvestors Service in 2012. Voters have demonstrated willingness to support critical Cityservices by renewing expiring taxes and adding the new Keep Fort Collins Great .85% salestax in 2010.The City provides a full range of services, including: 4 COPYRIGHT CITY OF FORT COLLI NS, 2014. ALL RI GHTS RESERVED.PoliceFire Protection through a local AuthorityStreets, Transportation & Transit infrastructureParks, Recreation, Natural Areas & Cultural facilitiesPlanning, Engineering & Community servicesSustainability Services – Economic Health, Environmental Services & Social SustainabilityUtilities – Electric, Water, Wastewater & Storm waterSupport Services – Leadership, Human Resources, Information Technology,Communication, Financial Services, City Clerk’s Office, Facilities and Fleet Services, aswell as Legal and Judicial Services C O P Y R I G H T C I T Y O F F O RT C O L L I N S , 2 0 1 4 . A L L R I G H T S R E S E RV E D .5
CITY OF FORT COLLINSCITY OF FORT COLLINS2015-16 STRATEGIC PLAN2015-16 STRATEGIC PLANVISION, MISSION & VALUESVISION:To Provide World-Class Municipal Services through OperationalExcellence and a Culture of InnovationVISIONMISSIONMISSION:Exceptional Service for an Exceptional CommunityVALUESVALUES:Outstanding Service - Innovation & Creativity - Respect Integrity - Initiative - Collaboration & Teamwork - StewardshipThe City of Fort Collins is an organization committed to high quality public service and is a nationallyrecognized leader in the use of leading-edge management practices. As a best practice, the City focuseson data-driven decision-making and continuous improvement. In 2005, the City adopted the Budgetingfor Outcomes (BFO) budgeting process to improve transparency and ensure resources are focused oncommunity priorities.ECONOMIC, ENVIRONMENTAL & SOCIAL FACTORSThe City of Fort Collins uses a Sustainability Assessment framework to evaluate the “triple bottom line”implications, benefits and consequences of virtually all municipal decisions. The framework assesses theeconomic, environmental and social factors of each decision, thereby increasing awareness and oftenrevealing ways that decisions can mitigate negative impacts and improve overall outcomes. This processensures one aspect of the triple bottom line does not dominate the decision-making process and mitigatesimpacts when trade-offs are unavoidable.Economic Factors include the fiscal health of the community, diverse job creation, talent management, andcreating an innovative and entrepreneurial atmosphere where businesses that align with community valuesthrive, thereby fostering a true sense of place.Environmental Factors include water, land and air stewardship, such as watershed and water conservation,Poudre River health and ecosystem protection, and reducing our air emissions and carbon footprint throughenergy policies, compact development, greening the built environment, efficient transportation options, andwaste reduction programs.Social Factors include a high quality, safe community with equal access to services; strong, connectedneighborhoods; and high quality amenities including cultural, recreational, open space andtransportation options.GUIDING THEMES & PRINCIPLESThe City of Fort Collins aspires to provide world-class services to the community while cultivating a worldclass organizational culture for its employees. In order to achieve this vision, both internal and externalservices are data-driven and implemented according to organizational values. The City develops resiliencyand sustainability through organization-wide systems and processes that ensure consistent employee workpractices and alignment across service areas. Residents can not only expect to receive exceptional service,but also to have the opportunity to engage with decision makers, provide input regarding the way Cityresources are allocated, and have access to government information in a timely and transparent manner.The City of Fort Collins works to continuously improve seven key outcome areas: Community andNeighborhood Livability, Culture and Recreation, Economic Health, Environmental Health, Safety,Transportation, and High Performing Government. The City budget is divided among these seven areas,and revenue is allocated to support policies and initiatives that drive improvement in outcomes. While eachoutcome area has unique defining characteristics, City investment in a single objective regularly impactsmore than one outcome. The City recognizes that outcome areas are interdependent and interconnected.Appendix B shows the impact each Strategic Objective has across all seven Key Outcomes.Factors common to all areas include strong partnerships and commitment to a high quality of life and place.The City embraces a wide variety of partnerships (e.g., other government agencies, non-profits, educationalinstitutions and private entities). These partnerships are local, regional, national and international. Strongand effective partnerships are important in achieving our strategic objectives.6 COPYRIGHT CITY OF FORT COLLI NS, 2014. ALL RI GHTS RESERVED. C O P Y R I G H T C I T Y O F F O RT C O L L I N S , 2 0 1 4 . A L L R I G H T S R E S E RV E D .7
CITY OF FORT COLLINSCITY OF FORT COLLINS2015-16 STRATEGIC PLAN2015-16 STRATEGIC PLANCITY OF FORT COLLINSMISSION, VISION& VALUESVISIONTo provide world-classmunicipal services throughoperational excellence anda culture of innovation2015-2016 STRATEGIC PLAN SUMMARYKEY STRATEGICOUTCOMESCOMMUNITY &NEIGHBORHOODLIVABILITYProvide a high quality builtenvironment and supportquality, diverse neighborhoodsCOMMUNITY DASHBOARDOUTCOME METRICS1.2.3.4.5.Housing Opportunity IndexNumber of Affordable Housing Units ResourcedNumber of Noise ComplaintsResponse Time to Graffiti RemovalVoluntary Code Compliance1.1. Improve access to a broad range of quality housingthat is safe, accessible and affordable.1.2. Preserve the significant historical character of thecommunity.1.3. Direct and guide growth in the community throughappropriate planning, annexation, land use anddevelopment review processes.1.4. Preserve and provide responsible access to nature.1.5. Preserve and enhance the City’s sense of place.1.6. Promote health and wellness within the community.1.7. Leverage and improve collaboration with otherservice agencies to address the prevention ofhomelessness, poverty issues and other high priorityhuman service needs.1.8. Expand organizational and community knowledgeabout diversity, and embrace cultural differences.1.9. Develop clear goals, strategic definition anddescription of the City’s social sustainability rolewithin the community.1.10. Address neighborhood parking issues.1.11. Maintain and enhance attractive neighborhoodsthrough City services, innovative enforcementtechniques, and voluntary compliance with Citycodes and regulations.1.12. Foster positive and respectful neighbor relationshipsand open communication, as well as provide andsupport conflict resolution.1.2.3.4.5.GSC - Total ParticipationGolf Courses - Total ParticipationLincoln C. - Total ParticipationMOD total participationNatural Areas Programs- Cumulative Participation per CapitaPaved Trails - Number of VisitsRecreation Programs - Total Participation2.1. Improve low and moderate income citizen access to,and participation in, City programs and facilities.2.2. Develop effective marketing strategies that driveoptimal attendance and revenue.2.3. Develop effective Operation and Maintenance (O&M)funding alternatives for City subsidized facilitiesand programs.2.4. Maintain and enhance the current culture,recreation and parks systems.2.5. Plan, design and implement citywide park,recreation and trail improvements.2.6. Develop a clear strategic definition and descriptionof the City’s role in the culture and arts whileleveraging partnerships with other communityorganizations.2.7. Promote a healthy community and responsibleaccess to nature.Commercial Vacancy RatesElectric System Average InterruptionDuration Index (SAIDI) in MinutesLocal Unemployment RateLodging Occupancy RatesNet Percent Change in Local JobsNew Commercial Permit Dollar Volume per CapitaNew Residential Permit Unit Volume3.1. Align economic health goals and strategy across alllevels of the organization and refine and agree uponthe economic tools the City uses.3.2. Improve policies and programs to retain, expand,incubate and attract primary employers whereconsistent with City goals.3.3. Support workforce development and communityamenities initiatives that meet the needs ofemployers within the City.3.4. Improve effectiveness through collaboration witheconomic-health oriented regional partners.3.5. Sustain high water quality to support the communityand water-dependent businesses.3.6. Maintain utility systems and services; infrastructureintegrity; and stable, competitive rates.3.7. Support sustainable infill and redevelopment tomeet climate action strategies.3.8. Preserve the City’s sense of place.3.9. Provide transparent, predictable and efficientprocesses for citizens and businesses interactingwith the City.3.10. Address Downtown parking issues identified in theadopted Parking Plan, including funding, convenientaccess, and integrated transit and alternate modesolutions.3.11. Encourage the development of reliable, ultra highspeed internet services throughout the community.MISSIONExceptional service for anexceptional communityVALUES Outstanding Service Innovation & Creativity Respect & Integrity Initiative & Collaboration Teamwork & StewardshipCULTURE &RECREATIONProvide diverse cultural andrecreational mote a healthy,sustainable economy reflectingcommunity valuesSTRATEGIC OBJECTIVES1.2.3.4.5.6.7. COPYRIGHT CITY OF FORT COLLI NS, 2014. ALL RI GHTS RESERVED. C O P Y R I G H T C I T Y O F F O RT C O L L I N S , 2 0 1 4 . A L L R I G H T S R E S E RV E D .9
CITY OF FORT COLLINSCITY OF FORT COLLINS2015-16 STRATEGIC PLAN2015-16 STRATEGIC PLANCITY OF FORT COLLINSMISSION, VISION& VALUESVISIONTo provide world-classmunicipal services throughoperational excellence anda culture of innovation2015-2016 STRATEGIC PLAN SUMMARYKEY STRATEGICOUTCOMESENVIRONMENTALHEALTHPromote, protect and enhancea healthy & sustainableenvironmentCOMMUNITY DASHBOARDOUTCOME METRICS1.2.3.4.Community Energy UseOutdoor Air Quality Index (AQI)- Fine Particulate Matter 2.5 microns (PM 2.5)Outdoor Air Quality Index (AQI) – OzoneWastewater Regulation Violations4.1. Improve and protect wildlife habitat and theecosystems of the Poudre River and other urbanstreams.4.2. Achieve environmental goals using theSustainability Assessment framework.4.3. Implement indoor and outdoor air qualityimprovement initiatives.4.4. Reduce Greenhouse Gas (GHG) emissions bycreating a built environment focused on greenbuilding and mobile emission reductions.4.5. Demonstrate progress toward achieving netzero energy within the community and the Cityorganization using a systems approach.4.6. Engage citizens in ways to educate and changebehavior toward more sustainable living practices.4.7. Increase the community’s resiliency andpreparedness for changes in climate, weather andresource availability.4.8. Protect and monitor water quality, and implementappropriate conservation efforts and long-termwater storage capability.4.9. Meet or exceed all environmental regulations.4.10. Conserve and restore biodiversity and habitat.4.11. Demonstrate progress toward achieving zero wastewithin the community and the City organization.Drinking Water Regulation ViolationsNumber of Total Traffic CrashesPart 1 Crimes per Capita Compared toCities of Similar Size%of Time Fire Contained to Room of Origin% Time PFA Fire Personnel are on SceneWithin 5 Min 45 Seconds% of Time Police Priority 1 Calls Responded toWithin 5 Minutes5.1. Provide facilities and training capabilities tosupport a high caliber police force.5.2. Optimize the use of technology to drive efficiency,productivity and customer service.5.3. Align staffing levels to deliver services that meetcommunity expectations and needs, and increasepublic safety operational efficiency.5.4. Protect life and property with natural, aestheticallypleasing flood mitigation facilities through buildingcodes and development regulations.5.5. Develop and implement emergency preparation,response and recovery plans across the organizationin collaboration with other community efforts.5.6. Improve safety for all modes of travel includingvehicular, pedestrian and bicycles.5.7. Use data to focus police efforts on reducing crimeand disorder within the community.5.8. Improve community involvement, education andregional partnerships to make our community saferand stronger.5.9. Partner with Poudre Fire Authority to provide fireand emergency services.5.10. Provide a high-quality, sustainable water supplythat meets or exceeds all public health standardsand supports a healthy and safe community.Lane Miles of Roadway Pavement ImprovedTransfort Fixed Route Passengers per Revenue HourTransfort Fixed Route Ridership6.1. Improve safety of all modes of travel.6.2. Improve transit availability and grow ridershipthrough extended hours, improved headways, andSunday service in appropriate activity centers.6.3. Fill the gaps for all modes of travel and improvethe current transportation infrastructure whileenhancing the aesthetic environment.6.4. Improve traffic flow for all modes of transportingpeople, goods and information to benefit bothindividuals and the business community.6.5. Create and implement long-term transportationplanning and help local and regional transportationnetworks operate at a high level of efficiency,including the airport.6.6. Support efforts to achieve climate action goals byreducing mobile emissions and supporting multiplemodes of transportation.6.7. Create and implement planning, engineeringand financial strategies to address adequateinfrastructure within the northeast area of Fort Collins.MISSIONExceptional service for anexceptional communitySAFECOMMUNITYVALUES Outstanding Service Innovation & Creativity Respect & Integrity Initiative & Collaboration Teamwork & StewardshipProvide a safe place to live,work, learn and ALUES10STRATEGIC OBJECTIVESPromote a healthy,sustainable economy reflectingcommunity values COPYRIGHT CITY OF FORT COLLI NS, 2014. ALL RI GHTS RESERVED. C O P Y R I G H T C I T Y O F F O RT C O L L I N S , 2 0 1 4 . A L L R I G H T S R E S E RV E D .11
CITY OF FORT COLLINSCITY OF FORT COLLINS2015-16 STRATEGIC PLAN2015-16 STRATEGIC PLANCITY OF FORT COLLINSMISSION, VISION& VALUESVISIONTo provide world-classmunicipal services throughoperational excellence anda culture of innovationMISSIONExceptional service for anexceptional community2015-2016 STRATEGIC PLAN SUMMARYKEY STRATEGICOUTCOMESHIGHPERFORMINGGOVERNMENTDeliver an efficient, innovative,transparent, effective andcollaborative city governmentCOMMUNITY DASHBOARDOUTCOME METRICS1.2.3.4.5.6.Accuracy of Budgeted ExpensesActual Reve
organization-wide, issues-driven, and Council-reviewed strategic plan in our City’s history. The City of Fort Collins began the strategic planning process in fall of 2013. The City’s mission, vision, and values provide the foundation for the plan’s seven key outcome areas: Commu
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