CITY COUNCIL - City of Northglenn
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CITY COUNCIL 2019•2023
CITY COUNCIL
From left to right: Esquibel, Sauers, Leighty, Duran Mullica, Willford, Whitman, Rodriguez, Downing and Brown
Mayor
Antonio B. Esquibel
Ward 1 Ward 3
Meredith Leighty Julie Duran
Mayor Pro Tem
Mullica
Jordan Sauers Marci Whitman
Wards of Northglenn
Ward 2 Ward 4
Becky Brown Lauren Rodriguez
Joyce Downing Jenny Willford
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • CITY COUNCIL
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LETTER FROM THE
CITY MANAGER
Dear Mayor and City Council Members,
As the City of Northglenn celebrates its 50th anniversary, it is my honor to collaborate
with you, city staff, and community members to present the City Council 2019-2023
Strategic Plan. The following eight strategic priority areas have been developed to guide
our work moving forward:
1. High-Performance Government 5. Housing Opportunities
Respect the city’s human and fiscal resources by Curate the diversity of housing stock for all ages,
delivering a high-performance government with a socioeconomic demographics and family types, and
strong organizational culture. increase investment in housing repairs and renovations.
2. Community Engagement 6. Diverse Community
Invest in a sense of place and resident satisfaction with Maintain and celebrate our diverse community.
community engagement efforts.
7. Sustainability
3. Public Safety Increase environmental sustainability.
Northglenn is a safe community to live, work, learn and
play.
8. Infrastructure
Invest in Northglenn’s infrastructure to provide quality
4. Business Retention and Growth roads, trails, parks, city buildings, water and wastewater
Cultivate and grow the quality and diversity of systems.
businesses to sustain the local economy and workforce.
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • LETTER FROM THE CITY MANAGER
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City staff members at the 2018
holiday bike giveaway.
HIGH-PERFORMANCE “A collaborative approach, measurable goals, and
GOVERNMENT clear performance expectations will provide the
What is high-performance government?
An approach to service delivery. It pri-
roadmap for city staff to align resources with integrity,
oritizes value for residents, businesses, innovation, and creativity, ultimately improving levels
and stakeholders. It determines where to
go and how to get there. It measures and
of service for our residents.”
tracks progress. It organizes resources –
human and fiscal – in ways that improve government. A family feel drives the City report to the community. This is a living
delivery, services, and outcomes. In a of Northglenn’s organizational culture. document intended to be reevaluated
high-performance government, leaders each year based on City Council’s prior-
A collaborative approach, measurable
at all levels, both formal and informal, ities, economic conditions, situational
goals, and clear performance expecta-
foster a culture of engagement, empow- changes, and new opportunities. We will
tions will provide the roadmap for staff
erment, thinking, and learning. pause often to celebrate our small and
to align resources with integrity, innova-
large successes and reevaluate what may
tion, and creativity – ultimately improv-
need to be revised.
CITY AND STAFF ing levels of service for our residents.
Thank you for your forward-thinking
The City of Northglenn is a service orga- partnership as we continue to be a com-
nization. We have a dedicated team of THIS PLAN munity of choice for residents, business-
staff who invest their lives in public es, and visitors for not simply the next
This document – and the process that
service and this community. To be the five years, but also the next 50 years.
created it – is an investment in the City
best stewards of that time and talent is
of Northglenn’s employee engagement,
to invest in a high-performance culture
organizational health and most of all,
and professional organization. It means Sincerely,
service for residents. It is the first step in
investing in systems to evaluate both
using data to inform our goals and mea- Heather Geyer
individual and department-level con-
sure successes.
tributions to the citywide goals, giving City Manager
employees a sense of belonging and When complete, this 2019-2023 vision
purpose. document will guide daily operations,
the annual budget process, and multi-
With talented staff and an engaged com-
year capital improvement planning.
munity, we are on our way to having all
Ultimately, we will develop an annual
the ingredients of a high-performance
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • LETTER FROM THE CITY MANAGER
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ABOUT NORTHGLENN
Residents of Northglenn enjoy small neighborhoods with accessible schools, convenient
shopping centers, parks, lakes, open spaces, and outdoor recreation facilities. Many of
the original residents who lived in Northglenn when it incorporated in 1969 still live
here, and the city continues to welcome new residents into this inclusive community.
Northglenn proudly hosts numerous GOVERNMENT EDUCATION
annual and special events including
Pirate Fest, Family Campout, Summer Northglenn operates a council-manager Public schools in Northglenn are oper-
Movie Series, Safe Street Halloween, and form of government. The city’s residents ated by the highly-recognized Adams 12
Noel Northglenn, drawing approximate- elect a mayor and eight council members Five Star School District. Their STEM
who conduct the legislative functions of (Science, Technology, Engineering
ly 85,000 visitors/participants each year.
the city. In turn, the city manager exe- and Math) programs are nationally-re-
The city government’s support for com- cutes the laws and administers the city’s nowned. The district offers a wide range
munity and economic development government alongside 268 full-time/part- of specialized curriculum for diverse
makes Northglenn a hub of safe neighbor- time benefited employees. student needs. The city is also home to
hoods and business activity. The quality number of charter and private schools.
Good government is not just the respon-
of planning, development, services and
sibility of elected officials and employ-
volunteers creates a distinctive sense of
community that is uncommon in many
ees. Residents also play an important PARTNERS
role. Boards and commissions give peo-
modern cities. The community is con- Partners include the Northglenn Arts
ple a voice in the city’s government
nected by the well-planned Greenway and Humanities Foundation, Northglenn
and provide a means of influencing
Trail System. The 28 miles of off-street Community Foundation, Northglenn
decisions that shape the quality of life
walking and biking paths connect with Historic Preservation Commission,
in Northglenn by advising the city or
larger trail systems that lead throughout Citizen’s Police Academy Alumni
City Council on specific topics relating
the Denver metro area. Association of Northglenn (CPAAAN),
to their board. More than 80 residents
serve on boards and commissions, and Northglenn Urban Renewal Authority
500 people volunteer for more than 100 (NURA) and Northglenn Senior
activities and programs. Organization, as well as regional groups.
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • ABOUT NORTHGLENN 5
CITY OF NORTHGLENN: FAST FACTS
mountain users gavel hands-helping
City Employees Board & Commission
Elevation Volunteers
268 Full Time Members
5,460 Feet 80 500+
Employees
comments-dollar funnel-dollar city backpack
Median Home Public Schools
Property Tax Households
Price Adams 12 Five
$368,000 11.597 mills 14,161
Star Schools
users birthday-cake graduation-cap wallet
Average
Bachelor’s Degree
Population Median Age Household
or Higher
38,905 34 Income
56% $59,188
users-class road Destination Points (in miles)
Household Size
door-open Downtown Denver: 12 Fort Collins: 55
Average Rent Boulder: 20 Front Range Airport: 32
Average
$1,426 DIA: 22 Rocky Mtn. Airport: 8
2.6
Sales Tax
Race/Ethnicity
Key Industries
4.0%
concierge-bell Service 4.8%
Northglenn
4.6% African American
cash-register Retail 4.0% Other
Colorado 3.8%
notes-medical Health/Wellness 21.5% Asian
.75% Hispanic
car Automotive Adams County 64.7%
Caucasian
cog Advanced 8.75%
Manufacturing
Total
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • ABOUT NORTHGLENN 6
VISION, Our common purpose
& MISSION as elected officials and
city employees.
VALUES
EYE
VISION
Northglenn is a diverse
and welcoming community
that celebrates its
small-town character,
urban energy, and thriving
businesses.
link balance-scale
VALUES
OUR COMMITMENT
• Sustainability
To provide a high quality
of life to our residents • Inclusivity
and businesses through
the provision of excellent
• Innovation
municipal services. • Engagement
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • ABOUT NORTHGLENN 7
FIVE-YEAR STRATEGIC GOALS: 2019 THROUGH 2023
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1. High-Performance 2. Community 3. Public Safety
Government Engagement
Northglenn is a safe
Respect the city’s human and Invest in a sense of place and community to live, work, learn
fiscal resources by delivering a resident satisfaction with and play.
high-performance government community engagement efforts.
with a strong organizational
culture.
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4. Business 5. Housing 6. Diverse
Retention and Opportunities Community
Growth
Curate the diversity of housing Maintain and celebrate our
Cultivate and grow the quality stock for all ages, socioeconomic diverse community.
and diversity of businesses to demographics and family types,
sustain the local economy and and increase investment in
workforce. housing repairs and renovations.
draw-circle building
7. Sustainability 8. Infrastructure
Increase environmental Invest in Northglenn’s
sustainability. infrastructure to provide quality
roads, trails, parks, city buildings,
water and wastewater systems.
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • ABOUT NORTHGLENN 8
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STRATEGIC GOAL #1
HIGH-PERFORMANCE
GOVERNMENT
GOAL DEFINITION ACTION PLAN
Respect the 1.1 Regional Collaboration & Advocacy • Legislative Committee actively
city’s human and • City Council is active in regional
monitors proposed state
legislation in partnership with
liaison roles to build partnerships
fiscal resources and advocate on behalf of the
city lobbyists and advocate on
behalf of the community on
by delivering a
city, including (all ongoing):
important legislation, ongoing
North Area Transportation
high-performance Alliance
• Review existing laws and
regulations based on state law
government Denver Regional Council of
Governments (DRCOG)
changes and propose changes
to reflect the needs of the
with a strong Adams County Council of
community.
organizational Governments Adopt a smoke-free public
places ordinance, Q3 2019
culture.
North Metro Fire Rescue
Protect youth through licensing
Anythink Libraries
changes for vaping products,
Colorado Communities for Q4 2019
Climate Action (CC4CA)
• City presents best practices
Adams County Economic at state, regional and national
Development (ACED) organizational meetings, trainings
and events, ongoing
Metro North Chamber of
Commerce • Earn organizational awards
by individuals, departments,
Colorado Municipal League
programs and events, ongoing
(CML)
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 1: HIGH PERFORMANCE GOVERNMENT
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City staff working on
Northglenn’s sewer system on Irma Drive.
1.2 City Council Efficiency • Measure performance through
biannual Resident Survey
• Update the City Council
(see Community Engagement
onboarding system to help
section)
provide learning opportunities
for newly-elected officials, • Measure growth and identify
Q4 2019 changes and challenges
occurring in the business
• Develop council and staff
community through Business
communication norms, Q4
Survey, annually
2019
• Coordinate annual strategic
1.4 Engaged Workforce
planning with the mayor and
City Council, Q4 2019 & Q1 The city holds an employee health fair every • Total Compensation & Benefits
and Q2 2020 year, where staff learn about healthy eating System
and habits, as well as what health-related
Attract, retain, engage,
services are available to them as employees.
1.3 High Performance Government develop and reward a
diverse and competitive
• Build sources of data to
and meeting the needs of our workforce to meet the needs
create benchmarks to guide
community, ongoing of the community
decisions, improve results and
enhance service delivery • Assess Police Department xx Development of
readiness to apply for state new market-driven
Develop a formal compensation system,
accreditation, Q3 2020
performance measurement 2019
program to measure the • Assess Public Works
xx Implement new
city’s progress towards City Department readiness to apply compensation plan
Council’s strategic goals, Q4 for APWA accreditation, 2021 following budget adoption
2019 and 2020 on Oct. 28, 2019, ongoing
• Promote city innovation
• Identify new or best practices through submission of case xx Maintain market updates
to enhance efficiency and studies and awards, ongoing annually, ongoing
effectiveness of service
• Build a financial resiliency xx Analyze cost to implement
delivery, ongoing
plan to assess debt obligations, $15 minimum wage for
• Review existing levels of reserve level requirements, city positions, Q4 2019
service to ensure the city is and unfunded infrastructure
operating at an optimal level needs, 2020
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 1: HIGH PERFORMANCE GOVERNMENT
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10• Performance Management
System
Engage staff at all levels to
evaluate the performance
evaluation program and
align the program with
the City’s core values and
compensation plan, 2020
• Employee Engagement Survey
Implement
recommendations from the
2018 Employee Engagement
Survey to establish a
baseline and gauge the pulse
of the organization at all
levels, Q3 and Q4 2019
xx Next survey to be
conducted in December
2020 and 2022
• Other Benefits
Evaluate city benefit plan
and costs associated with
potential benefits such as
paid family leave, 2020
1.5 City Manager Communications
• Identify meaningful ways
to engage staff and the
community in providing
quality communication
and opportunities to share
perspectives about how the
city is doing, Q1 2020
• Core Values & Customer
Service Expectations
Promote a values-driven
organizational culture that
maintains public trust
through ethical behavior and
transparency, 2020
Develop staff core values,
2020
Provide outstanding
municipal services to City staff place holiday lights on municipal
residents and businesses buildings and street lamps every winter.
through the creation
of customer service
expectations, Q1 2020
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 1: HIGH PERFORMANCE GOVERNMENT
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STRATEGIC GOAL #2
COMMUNITY
ENGAGEMENT
GOAL ACTION PLAN
DEFINITION:
2.1 Comprehensive Plan Engagement • Identify program enhancements,
Invest in a • Led by a Public/Community
2020
sense of place Stakeholder Committee/Task Force
– to reflect the social, economic
• Have a study session with City
Council to review current efforts
and resident and cultural composition of the and identify priorities, 2020
community, Q3/Q4 2020
satisfaction • Communications Plan – focused 2.3 Volunteering
with community messaging on various platforms
to specific populations within the
• Assess current citywide
engagement city
opportunities to volunteer and
identify additional opportunities,
efforts. • Engagement Plan – Multifaceted
approach to soliciting input on
Q2 2020
• Present current volunteer program
vision and expectations of the
to City Council and receive
community
feedback on any recommended
• Explore neighborhood identity changes, Q3 2020
planning
2.4 City Special Events
2.2 Neighborhood Services Engagement
• Present current approach to city
• Continue and establish Dumpster festivals to City Council, Q4 2019
Days as an annual spring event
• Evaluate required level of service
• Continue to grow and promote to possibly increase the number
utilization of Block Party of city events in different wards,
Trailer program throughout the 2020
community
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 2: COMMUNITY ENGAGEMENT
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12The city’s annual bike cleanup draws
dozens of people from throughout the
area, and is a culmination of a year-long
donation and volunteering process.
2.5 Resident Survey 2.7 Civics 101/Resident Academy • Plan a curriculum for a Civic
101/Resident Academy, Q1
• Present results of 2019 Resident • Develop a Civics 101/Resident
2020
Survey, 2019 Academy for residents to
learn more about their city • Plan and host the Civic 101/
• Evaluate and identify areas of
government Resident Academy, Q2 or Q3
focus from the 2019 Resident
2020
Survey, Q4 2019
• Develop broader and more
• Budget for next Resident
diverse participation in civic
Survey, 2021
engagement processes and civic
activities, 2020
2.6 US Census
• Create a resource of advocates
• Partner with Adams County and ambassadors for the city
through an IGA to ensure through the Civics 101/Resident
the city effectively promotes Academy alumni, 2020
resident participation in the
2020 Census, 2020
2.8 Communications Strategic Plan
• Work with the Complete Count Implementation and Updates
Committee to develop deeper
• Continue implementation
relationships with organizations
of the July 2019 18-month
that serve and represent under-
Communications Plan, 2020
counted communities, ongoing
• Update Strategic
• Create partnership plan to
Communications Plan, Q1 2020
capitalize upon US Census
engagement activities to keep • Provide ongoing feedback on
Northglenn residents can reserve the
populations engaged in city plan implementation, 2020 and
Block Party Trailer for public use in their
activities, programs and boards 21
community. Neighborhood Services staff
and commissions, ongoing
also take the trailer to various city events.
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 2: COMMUNITY ENGAGEMENT
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13SHIELD
STRATEGIC GOAL #3
PUBLIC SAFETY
GOAL ACTION PLAN
DEFINITION:
3.1 Community Safety of shelter, food, mental health
Northglenn is a • Increase both real and perceived
services, and/or basic medical
care, ongoing
safe community community safety for those who
live, work, learn and play in the • Achieve an 80% rating in the
to live, work, City of Northglenn, 2020 Resident Survey for the question
as to whether the resident “feels
learn and play. • Expand Community Relations
Unit, 1 officer each in 2021 and
safe” in the city, 2021
2022 • Provide 100% of officers
Community Oriented Policing
• Increase crime prevention
Training to build collaborative
education through social media
community partnerships, ongoing
campaigns, Connection articles,
and calls for service, 2020 • Provide 100% of officers Crisis
Intervention Training to effectively
• Increase community engagement
address incidents involving mental
through development of new
health issues, ongoing
neighborhood watch groups, police
participation in community events, • Utilize threshold analysis to
and community engagement on identify and address crime(s)
social media platforms, 2020 exceeding expected levels, ongoing
• Increase community outreach • Utilize the National Incident Based
through public meetings to include Reporting System, a standardized
apartments, businesses and ward data collection, as a benchmark
meetings, 2020 for crime comparisons with
both neighboring jurisdictions
• Increase homeless referrals, which
(Thornton, Westminster) and
help to identify those in need
similar size agencies (Wheat Ridge,
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 3: PUBLIC SAFETY
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14Participants in the 2019 Kops
vs. Kids Basketball Challenge,
which included the Police
Department and North Metro
Fire Rescue District
Englewood) to help develop xx Completion March 2020 • Maintain 100% success rate for
appropriate target numbers, officers completing the POST
xx Utilize the staffing and
2020 operations assessment Academy, 2020
• Increase targeted deployment to develop and influence • Develop and implement a
according to crime activity Phase II of the Department succession plan with career
Strategic Plan, 2020
identified through hotspot development opportunities
mapping, 2020 • Pursue state accreditation to encourage longevity,
in 2022 to be recognized as increase career satisfaction,
a law enforcement agency and provide ease in transition
3.2 Traffic Enforcement
demonstrating compliance when vacancies occur at the
• Increase roadway safety by with state standards and best supervisory level, 2020
developing and implementing a practices, 2022
• Utilize an employee survey
plan to address traffic concerns
to measure job satisfaction
that aims to decrease the
number of speed violations and
3.4 Police Officer Recruitment and ratings by sworn personnel
traffic crashes, particularly in
Retention with a target of 80% of sworn
personnel rating job satisfaction
school zones and high-crash • Implement recommendations
as “good,” 2021
locations, ongoing from department assessment,
2021
• Implement a traffic unit in
2020: (2 officers 2020, 1 officer • Retain existing officers and
2021, 1 officer 2022) increase staffing levels in
the Police Department by
improving officer recruitment
3.3 Police Department Staffing and
and training in the POST
Operational Assessment
Academy, in-house, and the
• Conduct a Police Department Field Training Officer phase,
staffing and operations ongoing
assessment to fully understand
• Broaden recruitment efforts
the needs of staff, community,
utilizing a variety of outreach
and City Council, and identify
methods including social
achievable and desirable levels
media, career fairs and video to
of service.
market the Police Department
xx Assessment to begin as a desirable career choice, Four city police officers received awards for
November 2019 ongoing helping a man trapped in a car fire in 2018.
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 4: PUBLIC SAFETY
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STRATEGIC GOAL #4
BUSINESS RETENTION
AND GROWTH
GOAL DEFINITION: Cultivate and grow the quality and diversity of
businesses to sustain the local economy and workforce.
ACTION PLAN
4.1 Business Attraction, Retention & Expansion awareness, support and participation with the
business community, ongoing
• Further quality job creation with a livable wage and
develop a diverse and sustainable economy to support xx E-newsletter
the city and enhance the quality of life for its residents, xx Business survey
ongoing
xx Anniversary recognition
• Attract new diversified and unique businesses to
absorb 100,000 square feet of commercial space xx Connection
through backfilling existing space or through new xx Social media
construction, 2025
xx Other marketing channels
• Retain existing businesses and support growth through
Develop a welcome packet for businesses, 2021
ongoing economic development assistance and
programs:
4.2 Civic Center Master Plan (CCMP) Public Private
Complete business retention visits with 5% of
Partnership Development (P3), 2027
Northglenn businesses each year, and hold five
business development classes and/or events for • Revisit the existing CCMP relative to existing
networking, education and business recognition, market conditions and potential modifications for
annually the remaining 10 acres for private development
opportunities, Q2 2020
Use marketing efforts to enhance the relationship
between the city and business community, increase • Hire consultant(s) to assist in reevaluating the existing
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 4: BUSINESS RETENTION AND GROWTH
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16Artist’s rendition of the new
Harkins Theatre that will be
located on the north end of the
Northglenn Marketplace.
plan through the following development continue to redevelop the
steps: remainder of the site to
• Attract and market the 8+ acres
include on-site infrastructure
xx Site planning/evaluate for commercial development
existing property improvements, and to
conditions attract a unique tenant mix
4.4 Northglenn Marketplace to synergize the property,
xx Research and identify P3 Revitalization/Redevelopment – including other mixed-use
participants
2027 development opportunities to
xx Financial analysis enhance the community
• Phase 1 – Revitalize, Refresh,
xx Education Renew, Re-stabilize & Rebrand,
xx Vision and community 2022 4.5 Redevelopment Opportunities
outreach Work with property owner(s) • Develop a plan with NURA
xx Update and implement to revitalize the northern and City Council to identify,
revised CCMP portion of the property to prioritize and market sites
include rebranding, the for redevelopment and infill
• Identify and enter into a
relocation of Bed, Bath and redevelopment opportunities,
private/public redevelopment
Beyond, construction of Q4 2021
agreement for the remaining 10
a new movie theatre and
acres with a master developer, • Facilitate NURA grants and
restaurants, stabilize existing
Q4 2021 business assistance programs
tenants, backfill empty
for commercial property
• Work with developer to spaces and improvements
enhancements, ongoing
attract end-users for the to landscaping, lighting and
redevelopment, ongoing signage throughout the center
4.6 Library
• Phase 2 – Connect – Continue –
4.3 Karl’s Farm Development, 2027 Community, 2027 • Partner with Anythink Libraries
to locate a site for a career
• In partnership with property Work with property owner(s)
library in Northglenn, ongoing
owner, developers and its to develop and implement
brokers, market the 60-acre a plan for Phase 2 and to
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 4: BUSINESS RETENTION AND GROWTH
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STRATEGIC GOAL #5
HOUSING
OPPORTUNITIES
GOAL DEFINITION: ACTION PLAN
Curate the diversity 5.1 Housing Q4 2019
of housing stock • Incorporate a community-wide • Identify where the city can
for all ages, discussion through resident
engagement about housing
partner with Adams County
to ensure access to physical
socioeconomic availability and density as part
of the Comprehensive Plan
and mental/behavioral health
treatment and social services,
demographics and update project, 2020 Q4 2019
family types, and • Conduct an Aging Needs
Assessment in 2021 (if
• Conduct a study session to
discuss current challenges
increase investment approved by City Council) to and to identify City Council
identify what is needed to priorities, Q4 2019
in housing repairs enable seniors to age in place or
• Set up community task force on
and renovations.
to remain in the city, 2020
homelessness per City Council
• Continue participation in direction, Q1 2020
Colorado Legal Services (CLS)
• Reach out to the businesses and
Pilot Program for landlord/
commercial property owners to
tenant eviction defense, 2020
identify areas of concerns and
provide education and services,
5.2 Homelessness ongoing (two formal outreach
business meetings annually)
• Address the impact of
increasing poverty as well as
concerns by residents about 5.3 Home Repair Service
homelessness
• Research current communities
• Re-engage internal task force that offer a home repair services
and identify current challenges, program, Q2 2020
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 5: HOUSING OPPORTUNITIES
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18xx Identify potential grant xx Propose program as part of • Market the need for quality,
funding sources to fund the 2021 budget process, accessible, attainable and
a home repair services 2020 workforce housing options for
program, Q2 2020 all household types and income
xx Identify specific service 5.4 New Development levels, ongoing
gaps using Neighborhood
• Market and promote • Market housing options where
Services data, Q2 2020
current and future housing gaps exist today such as the
xx Project potential use of need for senior and workforce
opportunities to developers and
a program and funding housing, ongoing
the workforce, ongoing
needed, Q2 2020
Reserve Apartments Deza Estates
Single-family homes in Ward 1 Pavilion Villas
(model example for
in-construction buildings)
Fox Run
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 5: HOUSING OPPORTUNITIES
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19users
STRATEGIC GOAL #6
DIVERSE COMMUNITY
GOAL
DEFINITION: ACTION PLAN
Maintain and 6.1 Race & Equity Initiative
celebrate • Join the Government Alliance on
Race & Equity, Q3 2019
our diverse • Identify funding for Race & Equity
community.
Initiative in 2020 Budget, Q4 2019
• Coordinate development of a Race &
Equity Task Force, 2020
• Develop race and equity focus areas
and work plan, 2020/2021
• Conduct microaggression training for
elected officials, as well as board and
commission members, 2020
• Conduct mandatory microaggression
training for staff, 2020
St. Stephen’s Lutheran Church was named a
6.2 Historic Preservation historic location in August 2019.
• Identify ways to partner with the
Historic Preservation Commission
in celebration of the city’s heritage
and preserving important historical
places, 2020
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 5: HOUSING OPPORTUNITIES
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206.3 Cultural Arts Programming
• Provide high-quality theatre and cultural programming
through a partnership with the Northglenn Arts and
Humanities Foundation (NAHF), ongoing
• Provide a report highlighting culturally diverse
programming, demonstrating the ability of the NAHF and
the city to leverage funding, annually
6.4 City Communications
• Research opportunities to partner with the community
through proclamations, attendance and sponsorship of
events, 2020 and 2021
Example: Healing Hoop Pow-Wow
Example: National Day of Prayer
• Incorporate celebrating the diversity of Northglenn in a
video series for Channel 8, YouTube and social media,
2019 and 2020
• Create engagement on social media representing the
diversity of city and participation in city events that
celebrate culture and diversity, 2020
6.5 Access to City Facilities
• Meet or exceed all current ADA standards when
developing new playgrounds or replacing playground
equipment, with a goal of providing fun, engaging
play spaces for children of all abilities, ongoing
6.6 New Resident Welcome Guide
• Engage realtors and residents to identify the best way
to outreach to new residents and what content looks
like, Q3 2020
• Develop possible formats for the new resident guide,
Q4 2020
• Create and distribute a new resident welcome guide,
2021
6.7 Promote Service on Boards and Commissions
• Increase the number and diversity of people involved in
their community, ongoing
• Define diversity and establish metrics to measure board
Northglenn Youth Theatre’s
and commission diversity and representation (Connected to
presentation of “Freaky Friday”
6.1 – Race and Equity Initiative)
in May 2019.
• Utilize multiple modes of communication, interactive
materials, shareable content, and friendlier language to
communicate information, ongoing
• Engage the full diversity of the community by addressing
common barriers to participation by making meetings and
events welcoming and accessible to all, and by overcoming
logistical barriers to participation, ongoing
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 6: DIVERSE COMMUNITY
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STRATEGIC GOAL #7
SUSTAINABILITY
GOAL ACTION PLAN
DEFINITION:
7.1 Sustainability Plan 7.2 Xcel Partners in Energy Program
Increase • Develop work plan for future • Adoption of plan by City Council,
environmental efforts, Q2 2020 Q4 2019
sustainability. Integrate city programs and
operational efforts (both internal
• Prioritization of recommendations,
Q1 2020
and external) into Sustainability
• Integrate implementation into
Work Plan
Sustainability Work Plan, 2020
Establish timeline for
implementation
7.3 Community Engagement
• Create cross referencing matrix
• Create community stakeholder
(dashboard) between Sustainability
committee to assist with
Strategic Goal and other council
prioritizing Sustainability Plan,
strategic goals, Q4 2020
2020
• Develop budget recommendations:
• Create internal stakeholder
Operational programs committee to assist with
prioritization by identifying
Capital Improvement Projects
capacity and level of service
Community lead initiatives and delivery, 2020
programs
Staffing capacity assessment 7.4 Water Conservation
• Establish applicable interagency/ • Continue offering current rebate
entity relationships necessary for programs:
implementation, Q2 2020
$75 toilet rebate
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 7: SUSTAINABILITY
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22 $100 washer rebate
$100 irrigation timer rebate
$50 rain barrel rebate
$3 sprinkler heads rebate
Pilot turf replacement rebate program ($1 per square
foot replaced with water efficient landscape, up to
1000 square feet)
Garden in a Box Program, which allow residents to
purchase water-efficient garden kits at a discount
Slow the Flow, which provides free outdoor irrigation
audits for residents
• Evaluate need to increase funding for water reduction
programs and rebates, 2020
• Monitor inefficiencies and leaks with parks irrigation,
ongoing
• Complete Integrated Water Resources Plan (IWRP),
Q1 2020
Update to IWRP is considering increased
conservation as an alternative to increasing
water supply through the purchase of water
rights and water storage. The IWRP will provide
recommendations about the most effective and cost-
efficient water conservation programs to implement
to ensure Northglenn has a sustainable water supply
in the future.
Pursue grant funding for conservation programs, City recycling and conservation promotions at the 2019 Food Truck
ongoing Carnival.
Applied for Colorado Water Efficiency Grant to fund
update to Northglenn’s Water Efficiency Plan, which 7.7 Healthy Eating Active Living (HEAL)
will make Northglenn water conservation programs
• Continue implementation of Healthy Meeting
eligible for further grant funding.
Guidelines, ongoing
• Continue implementation of healthy snack vending
7.5 Recycling
machines at the Northglenn Recreation Center, boat
• Awarded 2019 CDPHE RREO Mini-Grant to introduce house and public facing facilities, ongoing
event recycling and promote proper recycling to
• Continue bicycle safety training for new riders at
residential users, 2019
Bicycle Derby and hand out safety gear, ongoing
• Continue Zero Waste Program for city events, which
• Implementation of Connect Northglenn, encouraging
began at the 2019 Pirate Fest, ongoing
use of added bicycle lanes and pedestrian connectivity,
• Purchase recycling bins for city events, ongoing ongoing
• Create resident recycling awareness program, 2020
7.8 Oil and Gas Regulations
7.6 Composting • Update city oil and gas regulations as a result of the
passage of Senate Bill 181, Q4 2019
• Conduct Residential Composting Feasibility Study,
2020
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 7: SUSTAINABILITY
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STRATEGIC GOAL #8
INFRASTRUCTURE
GOAL ACTION PLAN
DEFINITION:
8.1 Transportation Plan 8.2 Traffic Calming
Invest in • Complete an assessment of the • Evaluate the current Traffic
Northglenn’s intersections within the city
to determine level of service,
Calming Policy for potential
changes that may ease
infrastructure to signalization timings, traffic requirements for traffic calming
impacts and forecasting, 2020 measures, Q4 2019
provide quality • Develop a unifying document • Budget for and transition existing
roads, trails, that would integrate the following
documents to project short-term
temporary speed humps into
permanent asphalt speed humps
parks, city needs and long-term goals, 2021: at the recommended engineering
standard, 2020
buildings, water Complete Streets Policy
• Provide an annual CIP for traffic
and wastewater Connect Northglenn
calming improvements, 2021
Pavement Condition
systems. Index School Zone Safety 8.3 Roads, Sidewalks and Parks
Assessments
• Current Pavement Condition Index
• Complete a citywide assessment (PCI) rating for the city is 60 on
of traffic structures to develop collectors and locals with a target
a short- and long-term Capital (by resolution) of 70. Identify
Improvement Program (CIP) funding for short-term needs to
plan. Elements may include the increase the rating and develop
condition of signals, cabinets, a long-term plan to maintain the
traffic poles and pedestrian rating of 70 once reached. Conduct
control, 2020/2022 a PCI every three years, Q4 2019
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 8: INFRASTRUCTURE
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24Artist’s rendition of the new
Northglenn Recreation Center/
Senior center/Theatre
• Develop a residential sidewalk plan that will identify 8.6 Building Codes
when damaged sidewalks are scheduled for repair by
• Implement building code update, moving from the 2009
year, based on rating. Within budgeted amount, allow
to 2018 International Building Code (IBC), Q1 2020
funding for emergency repairs, 2020
• Continue to utilize the Parks and Recreation Master
8.7 Upgrade of parks and recreation infrastructure
Plan to develop a five year Capital Improvement
Program, ongoing • Secure funding to finish the design and construction of
Justice Center West Park, 2020/2021
• Determine level of service necessary to maintain
cleanliness of our parks, roadways, sidewalks and city • Continue to utilize the Parks and Recreation Master
facilities, 2020 Plan as a framework for the development of the 5-year
CIP, with a goal of completing all planned projects
with an identified funding source within the timeline
8.4 Water
outlined in that document, ongoing
• Develop and implement an Integrated Water Resources
• Complete the design, construction and opening of the
Plan (IWRP) to provide and maintain a reliable and
new Recreation Center, Senior Center and Theatre by
sustainable water supply for our community, Q1 2020
mid-year 2021 within the total approved project budget
• Explore and implement additional water efficiency of $53 million, plus any awarded grant funding, 2021
measures to establish long term goals and encourage
efficient use of available water resources, 2020
8.8 Development of an Entryway Signage Program
• Explore potential water rights purchasing and storage
• Develop a citywide wayfinding/gateway signage
opportunities as our city water demand grows with
program to continue to implement the city’s marketing
development, ongoing
and branding, Q4 2020
• Utilize the updated Water Master Plan (2019) to
• Incorporate Connect Northglenn and HEAL
develop a CIP plan identifying short-term needs and
components with signage enhancements, ongoing
long-term goals, 2020
8.9 Identify and evaluate locations to relocate City Hall
8.5 Wastewater
• Establish program and budget, Q1 2020
• Finish design and construction of Lift Station A and
Forcemain piping to the city’s north border, Q4 2021 • Create an internal stakeholder committee, 2020/2021
• Utilize the updated Wastewater Master Plan (2020) to • Conduct community outreach – engagement and
develop a CIP plan identifying short-term needs and education, 2020/2021
long-term goals, ongoing
• Develop timeline for design and construction, TBD
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • SECTION 8: INFRASTRUCTURE
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APPENDIX
PERFORMANCE
MEASURES
play-circle High-Performance Government
The City Will Use
These Measures 1.1 Regional Collaboration 1.2 City Council Efficiency
and Advocacy • Annual strategic planning
to Determine • Number of regional workshop held (Activity)
the Success of organizations that have a
• Amount of new funding in
Strategic Plan designated City Council
liaison (Input)
budget as a result of City
Implementation. Council strategic planning
• Number of local regulatory (Output)
changes as a result of state law
changes (Input)
1.3 High-Performance
• Number of ordinances Government
annually (Input) • Annual balanced budget
for General Fund operating
• Number of resolutions
expenses (Output)
annually (Input)
• Number of programs where
• Percent of residents who
increase level of service was
believe elected officials act in
achieved (Output)
the best interest of government
in the Resident Survey • Percentage of residents rating
(Outcome) overall quality of the city as
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APPENDIX
PERFORMANCE MEASURES
excellent and good in the • Increase number of 1.5 City Manager
Resident Survey (Outcome) business respondents from Communications
annual Business Survey • Increase number of city
• Percentage of residents
(Output) manager all-staff meetings
rating overall performance
of the city government as (quarterly) (Activity)
excellent and good in the 1.4 Engaged Workforce
• Number of city manager
Resident Survey (Outcome) • Decrease rate of employee bi-weekly reports (Input)
turnover (Outcome)
• Percentage of residents • Increase number of
who rate the value of • Percentage of residents attendees at monthly city
services for the taxes paid rating the overall direction manager lunches (Output)
in Northglenn as good or the city is taking as
excellent in the Resident excellent or good in the • Increase number of
Survey (Outcome) Resident Survey (Outcome) attendees at monthly city
manager/police officer
• Reduction in the number • Increase employee job breakfasts/lunches (Output)
of complaints about staff satisfaction as measured by
customer service (Outcome) the Employee Engagement • Percentage of residents
Survey (Outcome) who rate the value of
• Meet minimum required services for the taxes paid
reserves (Input) in Northglenn as good or
excellent in the Resident
Survey (Outcome)
handshake Community Engagement
2.1 Comprehensive Plan • Number of staff quarterly • Increase participation in
Engagement updates to City Council on Block Party Trailer events
• Number of participants in projects (Output) (Output)
Comprehensive Plan public
• Increase participation in
engagement opportunities 2.2 Neighborhood Services spring Dumpster Day event
with the City Council and Engagement (Output)
Planning Commission
• Increase usage of Block
for updating and input
Party Trailer (Output)
(Output)
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APPENDIX
PERFORMANCE MEASURES
2.3 Volunteering 2.5 Resident Survey • Increase number of residents
• Increase number of volunteer • 20 to 25% response rate for to have contact or interact
hours annually (Output) Resident Survey (Outcome) with city staff/public officials
annually (Output)
• Increase number of residents
volunteering annually 2.6 US Census
2.8 Communications Strategic
(Output) • Number of residents counted
Plan Implementation &
in 2020 US Census (Output)
• Increase number of Updates
applications for board and • CDBG funding amount • 5% increase in engagement
commission vacancies allocated based on 2020 US on all social media channels
(Output) Census count (Output) annually (Output)
• Decrease number of • Amount of engagement by • Increase in city presence in
vacancies on boards and underrepresented groups in external print and online
commissions (Output) the community (Activity) publications annually
(Output)
• Number of volunteers who • Ongoing relationships
rate their experience as good developed with partner • Increase resident satisfaction
or excellent (Outcome) organizations (Activity) in City responsiveness
measured by the Resident
2.4 City Special Events 2.7 Civics 101/Resident Relationship Management
Academy system annually (Outcome)
• Number of special events
annually (Activity) • Number of residents who • 1% increase in YouTube
participate in the Civic 101/ follower count each month
• Number of attendees at city
Resident Academy (Output) (Output)
special events annually
(Output) • At least 80% of participants • Increase in website use
agree that the information annually (Output)
• Revenue generated through
provided by the city was
sponsorship of city festivals
clear and adequate (Output)
(Output)
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PERFORMANCE MEASURES
shield Public Safety
3.1 Community Safety • 20% increase in traffic • 100% percent of recruits
• 100% of officers trained citations at target locations completing the academy
in Community Oriented (Output) (Output)
Policing (Output)
• Increase traffic education • Increase percentage of
• 20% increase in number of through collaboration with recruits completing field
homeless referrals (Output) the school district, through training (Output)
social media campaigns,
• 10% increase in number of • Increase the number
and traffic stops (Activity)
community meetings such of officers successfully
as apartment, business or • Increase directed traffic completing the FTO phase
ward (Output) deployments at high (Output)
accident locations and
• 80% of residents who rate • Increase the number
school zones (Activity)
their neighborhoods as of qualified internal
“feels safe” in the Resident candidates for promotional
3.3 Police Department processes (Output)
Survey (Outcome)
Staffing and Operations
Assessment • Decrease the turnover rate
3.2 Traffic Enforcement of sworn personnel from
• Number of
• Increase in number 2018 to 2022 (Output)
recommendations
of directed traffic implemented from • Reduction in turnover
deployments (Output) department assessment rate of sworn personnel
(Output) (Output)
• Increase number of officers
to implement traffic unit
• Decrease annual rate of
(Input) 3.4 Police Officer Recruitment
attrition for police officers
and Retention
• Increase traffic stops at (Output)
• Increase in number of
target locations (Output)
sworn officers per the Five-
Year Staffing Plan (Input)
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hands-usd Business Retention and Growth
4.1 Business Attraction, • Increase in net new jobs • Increase percentage of
Retention & Expansion (Output) workforce that lives in the
• Increase in annual sales/use city as measured by the
• Increase annual per capita
tax revenues (Output) Resident Survey (Outcome)
incomes (Output)
• Maintain low commercial • Percentage of residents
• Increase business capital
vacancy rates (Outcome) rating Northglenn as a good
investment and wealth
and excellent place to work
• Increase diverse, niche and (Output)
in the Resident Survey
unique businesses with (Outcome)
livable wages (Output)
home Housing Opportunities
5.1 Housing 5.3 Home Repair Service attainable and workforce
• Funding allocated to Aging • Funding allocated for Home housing options (Output)
Needs Assessment (Input) Repair Program (Input)
• Increase percentage of
• Funding allocated to Aging • Number of requests for senior housing options
Needs programming as a Home Repair Program (Output)
result of the assessment (Output)
• Increase percentage of
(Output)
homeownership (Output)
5.4 New Development
5.2 Homelessness • Increase number of
• Increase funding allocated new developments/
for programs to address infill redevelopment that
homelessness (Outcome) provides quality, accessible,
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users Diverse Community
6.1 Race & Equity Initiative • Increase per capita annual 6.6 New Resident Welcome
• Amount of funding for a funding committed to Guide
Race & Equity Initiative cultural arts programming • Funding for a new resident
(Input) (Output) welcome guide in 2021
Budget (Input)
• Increase funding for a Race
6.4 Communications
& Equity Initiative (Output) • Number of resident
• Increase number of City welcome guides distributed
Council proclamations (Output)
6.2 Historic Preservation
(Output)
• Increase funding for
Historic Preservation • Increase number of social 6.7 Promote Service on Boards
activities (Output) media posts celebrating and Commissions
the diversity of the city • Diversity of participants
• Increase social media posts (Output) increases annually (Output)
celebrating the city’s history
(Output) • Update recruitment and
6.5 Access to City Facilities
informational materials to
• Number of playground encourage participation
6.3 Cultural Arts Programming
or park facility upgrades (Activity)
• Increase number of events that expand access for
and programs hosted by the individuals of all abilities
city that promote cultural (Output)
diversity (Output)
draw-circle Sustainability
7.1 Sustainability Plan 7.2 Xcel Partners in Energy 7.3 Community Engagement
• Increase funding in city Program • Community Stakeholder
budget for Sustainability • Integrate into Sustainability participants who rate their
initiatives (Input) Plan implementation work experience as good or
program (Activity) excellent (Outcome)
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7.4 Water Conservation • Update Water Efficiency • Increase number of
• Utilize recommendations Plan and implement plan residents composting
from 2019 Northglenn recommendations (Activity) (Output)
Integrated Water Resources
Plan (IWRP) to set water 7.5 Recycling 7.7 Healthy Eating Active
conservation goals and • Increase number of Living (HEAL)
implement proposed residents participating in • Provide annual report to
new water conservation city recycling program City Council on HEAL
programs for (Output) programing efforts (Activity)
Reduce indoor and • Increase number of city
outdoor water use by the events where zero waste 7.8 Oil and Gas Regulations
city (Outcome) recycling is offered • Scheduled for adoption,
Reduce water use by (Output) November 2019 (Activity)
community, residents
and businesses 7.6 Composting
(Outcome) • Funding allocated to
Increase funding for implement Residential
water conservation Composting Program, 2020
programs (Input) (Input)
building Infrastructure
8.1 Transportation Plan for transportation-related • Decrease speed and
• Budget, advertise and facilities (Activity) volume of traffic along
select consulting firm to Melody Drive as a result of
develop Transportation new striping improvements
8.2 Traffic Calming
Master Plan (Activity) (Outcome)
• Modify and approve
• Budget, advertise and by resolution changes • Budget for traffic calming
select consulting firm to proposed for the Traffic CIP projects in coordination
perform asset assessment Calming Policy (Activity) with Transportation Master
Plan (Activity)
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8.3 Roads, Sidewalks and 8.4 Water 8.7 Upgrade of Parks and
Parks • Utilizing the Integrated Recreation Infrastructure
• Increase number of projects Water Resources Plan • Amount of funding
that upgrade the city’s (IWRP), develop strategies annually for parks and
roads, sidewalks, buildings for increased water recreation infrastructure
and utility infrastructure conservation, increased (Input)
(Output) participation in existing
• Completion of new
programs and develop new
• Increase annual funding recreation center, senior
programs (Activity)
in city budget for Capital center and theatre on
Improvement Program • Increase funding annually schedule (Output)
to address main arterial to maintain and enhance
• Completion of new
roadways and infrastructure water infrastructure (Input)
recreation center, senior
(Output)
center and theatre within
• Increase amount of annual 8.5 Wastewater appropriated budget (Input)
funding appropriated • Increase funding annually
• Increase resident
for the Residential Street to maintain and enhance
satisfaction for recreational
Program to increase wastewater infrastructure
facilities in Resident Survey
PCI rating and enhance (Input)
(Outcome)
Concrete Replacement
Program (Output)
8.6 Building Codes
• Increase resident • Approve by ordinance the
satisfaction with street 2018 International Building
maintenance and road Code (IBC) (Activity)
repair (Outcome)
CITY OF NORTHGLENN 2019 STRATEGIC PLAN • APPENDIX: PERFORMANCE MEASURES
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