CITY COUNCIL - City of Northglenn

 
CITY COUNCIL - City of Northglenn
CITY COUNCIL

2019•2023
CITY COUNCIL - City of Northglenn
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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CITY COUNCIL - City of Northglenn
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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 COUNCIL - City of Northglenn
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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CITY COUNCIL - City of Northglenn
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 COUNCIL - City of Northglenn
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
CITY COUNCIL - City of Northglenn
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
CITY COUNCIL - City of Northglenn
FIVE-YEAR STRATEGIC GOALS: 2019 THROUGH 2023

              play-circle                         handshake-alt                         shield
  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.

             hands-usd                             home                                users
       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
CITY COUNCIL - City of Northglenn
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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 COUNCIL - City of Northglenn
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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• 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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The 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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SHIELD
                                  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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Participants 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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Artist’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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xx 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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                                 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

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6.3   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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‚‚ $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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Artist’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
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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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                                          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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