HomeMy WebLinkAbout07/20/2023 - Water Commission - AGENDA - Regular Meeting
WATER COMMISSION
REGULAR MEETING AGENDA
July 20, 2023 5:30 – 7:30 p.m.
Online via Zoom or in person at 222 LaPorte Ave, Colorado River Community Room
07/20/2023 Agenda Page 1
This hybrid Water Commission meeting is available online via Zoom, phone, or in person in
the Colorado River Community Room of 222 LaPorte Ave. You may join the meeting beginning
at 5 p.m. Participants should join at least 15 minutes prior to 5:30 p.m. start time.
ONLINE PUBLIC PARTICIPATION:
You will need an internet connection on a laptop, computer, or smartphone, and may join the
meeting through Zoom at https://fcgov.zoom.us/j/98568801045 Webinar ID: 985 6880 1045
(Using earphones with microphone will improve the audio). Keep yourself on muted status.
For public comments, the Chairperson will ask participants to click the “Raise Hand” button to
indicate you would like to speak at that time. Staff will moderate the Zoom session to ensure all
participants have an opportunity to comment.
PUBLIC PARTICIPATION BY PHONE:
Please dial +1 346 248 7799 and enter Webinar ID 985 6880 1045. Keep yourself on muted
status.
For public comments, when the Chair asks participants to click the “Raise Hand” button if they
wish to speak, phone participants will need to press *9 to do this. Staff will be moderating the
Zoom session to ensure all participants have an opportunity to address the Water Commission.
When you are called, press *6 to unmute yourself.
PUBLIC PARTICIPATION IN PERSON:
To participate in person, individuals should come to the Colorado River Community Room of
222 LaPorte Ave and be prepared to follow strict social distancing guidelines. There may be
needs to limit the number of individuals in the meeting room, and thus staging for individuals to
speak may need to occur in the lobby or outside (weather permitting).
Individuals who wish to speak will line up along the northern wall, maintaining physical
distancing. The chairperson will call upon each participant to speak.
(Continued on next page)
WATER COMMISSION
REGULAR MEETING AGENDA
July 20, 2023, 5:30 – 7:30 p.m.
Online via Zoom or in person at 222 LaPorte Ave, Colorado River Community Room
07/20/2023 Agenda Page 2
1. CALL TO ORDER
2. ROLL CALL
3. AGENDA REVIEW
4. COMMUNITY PARTICIPATION (3 minutes per individual)
5. APPROVAL OF MINUTES: June 15, 2023
6. UNFINISHED BUSINESS: None
7. NEW BUSINESS
a. Staff Reports
i. Financial Monthly Report (meeting packet only/no presentation)
ii. Update on Council’s Ad Hoc Committee on Boards and Commissions
(10 minutes)
Davina Lau, Public Engagement Specialist/Boards and Commissions
Coordinator, City Clerk’s Office
Documents to Share: Any document or presentation a member of the public wishes to
provide to the Water Commission for its consideration must be emailed to
KaMartinez@fcgov.com at least 24 hours before the meeting.
Provide Comments via Email: Individuals who are uncomfortable or unable to access the
Zoom platform or participate by phone are encouraged to participate by emailing comments
to the above email address at least 24 hours prior to the meeting.
If your comments are specific to any of the discussion items on the agenda, please indicate
that in the subject line of your email. Staff will ensure your comments are provided to the
Water Commission.
WATER COMMISSION
REGULAR MEETING AGENDA
July 20, 2023, 5:30 – 7:30 p.m.
Online via Zoom or in person at 222 LaPorte Ave, Colorado River Community Room
07/20/2023 Agenda Page 3
b. Regular Items
i. Discussion with Mayor Jeni Arndt: (1) Water Commission’s advisory
role to Council (2) Council and Water Commission Priorities
(Discussion: 30 minutes)
Mayor Jeni Arndt
Davina Lau, Public Engagement Specialist
ii. Oak Street Stormwater Improvement Project: Status and Financing
(Presentation: 10 minutes, Discussion & Action: 15 minutes)
Heather McDowell, Special Projects Manager
Lance Smith, Utilities Strategic Finance Director
Staff presented this project to Water Commission on Aug. 5, 2021 to inform
commissioners on the project scope and to provide preliminary information
about cost and timeline. The estimated construction start date is July 2024.
City Council must approve the appropriation of funds and debt issuance by
end of September 2023 to allow the chosen contractor six to eight months to
procure materials and permits for construction mobilization. Staff seeks a
recommendation for approval from Water Commission to City Council.
iii. Second Appropriation of Funds for a Modern Customer Information
and Billing System
(Presentation: 5 minutes, Discussion & Action: 15 minutes)
Lance Smith, Utilities Strategic Finance Director
This is the second and final appropriation this year for this project. Staff
presented the first appropriation to Water Commission and Energy Board in
April and May. Only one City Council meeting is scheduled in July and one
meeting in August; these funds must be available in early September to begin
the 24-month implementation. Staff seeks a recommendation for approval
from Water Commission to Council.
8. COMMISSIONER REPORTS
(Committees, Event attendance, etc.)
9. OTHER BUSINESS
(Commissioner concerns, Announcements)
10. ADJOURNMENT
DRAFT MINUTES WATER COMMISSION
REGULAR MEETING
June 15, 2023, 5:30-7:30 p.m.
Hybrid in person at 222 LaPorte Ave and online via Zoom
06/15/2023 – DRAFT MINUTES Page 1
1. CALL TO ORDER
5:30 p.m.
2. ROLL CALL
• Commissioners Present in person: Jordan Radin (Chairperson), Paul Herman (Vice
Chairperson), James Bishop, Kent Bruxvoort, Rick Kahn, Jason Tarry
• Commissioners Present via Zoom: Tyler Eldridge, John Primsky, Greg Steed
• Staff Members Present: Jason Graham, Katherine Martinez, Jill Oropeza, Jeremy
Woolf, Jen Dial
• Members of the Public: Daniel Richardson, Rob Graves
3. AGENDA REVIEW
• Chairperson Jordan Radin briefly summarized items on the agenda
4. COMMUNITY PARTICIPATION
• None
5. APPROVAL OF MINUTES
Chairperson Radin asked for comments and revisions on the April 20 and May 18 draft
minutes.
Vice Chairperson Herman moved to approve the April 20 and May 18 minutes.
Commissioner Bruxvoort seconded the motion.
Vote on the motion: It passed unanimously, 8-0 with 1 abstention by Commissioner
Eldridge due to his absence at the April 20 meeting.
6. NEW BUSINESS
a. Staff Reports
(Attachments available upon request)
i. Financial Monthly Report
(meeting packet only)
Discussion Highlights
No irrigation yet; water main breaks has led to increased expenditures; no
DRAFT MINUTES WATER COMMISSION
REGULAR MEETING
06/15/2023 – DRAFT MINUTES Page 2
rental revenue yet; customer demand is down, which leads to impact on
revenue; 1% maintenance renewal rate.
ii. INTRODUCTION: Jill Oropeza, Senior Director-Water Sciences and
Planning
Ms. Oropeza has been with Utilities for 16 years and in her new role
oversees the following divisions: Water Resources, Water Quality Services
(Watershed, Water Quality Lab, Pollution Control Lab), Water Production,
Environmental Regulatory Affairs, and Stormwater Engineering &
Development Review.
She started as a specialist in the Watershed program in 2007 with a Master’s
degree in Ecology with a focus on bio-geo chemistry, and built the program
over 10 years. More recently, she directed the Water Quality Services
division where she focused on compliance and planning for a new water
laboratory facility.
Director of Water Jason Graham stated the restructured Water Utility focuses
on co-creation, with better and more integrated planning across divisions; he
will update the Water Commission on planning efforts during future meetings.
Mr. Graham stated that Ms. Oropeza was instrumental in leading the Utilities’
portion of regional fire mitigation projects after the High Park and Cameron
Peak wildfires in 2012 and 2020, and is a huge asset, due to her involvement
in many facets of the department’s work as well as her familiarity with various
teams and projects.
Discussion Highlights
Commissioners congratulated and welcomed Ms. Oropeza, and commented
on or inquired about various related topics, including: staffing shortages;
recruitment; talent development; the perception that staffing feels more stable
than a year ago despite a few roles that still need to be filled; Halligan Water
Supply Project manager (who manages consultants and reports to the
Director of Water); opportunities for integration; master planning; One Water
approach; watershed sciences; as well as navigating funding in three
separate enterprise funds (water, wastewater, stormwater). Water utility
leaders see overlap in capabilities and will prioritize providing cross-training
opportunities, which is already in progress in Water Field Operations and
Stormwater divisions. Commissioners expressed that they are impressed
with Ms. Oropeza’s expertise and are excited about her new role.
DRAFT MINUTES WATER COMMISSION
REGULAR MEETING
06/15/2023 – DRAFT MINUTES Page 3
iii. Water Utilities Quarterly Update
Executive Director of Water Utilities Jason Graham
Mr. Graham attended the East Mulberry Annexation Project meeting last
week and reported that the planning and budgeting won’t begin until the area
is annexed. Discussion topics included stream rehabilitation, plan for the next
10 years, including stormwater; water adequacy.
Other topics of interest in Utilities include: staffing recruitment challenges
(one engineering position had one applicant over six months and a GIS
analyst position had 40 to 50 applicants) a proposal for all employees making
less than 35% of their pay range to be moved up the salary scale in
consideration of equity issues (the City normally pays 30 to 40 percent of a
salary range; Utilities leaders prioritized increasing salaries to 35% of the
salary range for nearly 30 employees; they’ll see the increase in their next
paycheck); merit-based pay increases are in effect for most employees with
exception of employees on skill ladders.
Mr. Graham also attended the June 14 State of Business event presented by
the Fort Collins Area Chamber of Commerce at Anheuser Bush.
In the water utility, managers are working to define what a One Water Utility
means through a strategic planning process; Ms. Oropeza is the project
manager. The Director of Water and three senior directors (leading
operations, sciences and planning, and [to be hired soon] engineering) will
focus on what’s important to staff, Water Commission, and the community.
Discussion Highlights
Commissioners commented on or inquired about various related topics
including: staff cross training and the importance of employees taking
certification exams so they can move laterally within the organization.
b. Regular Items
(Attachments available upon request)
i. Discussion: Future Planning of One Water Utility
Executive Director of Water Utilities Jason Graham, Senior Director-Water
Operations Jeremy Woolf, and Senior Director-Water Sciences & Planning
Jill Oropeza provided an overview of future challenges and levels of service,
and gave commissioners time to brainstorm ideas on principles, priorities,
DRAFT MINUTES WATER COMMISSION
REGULAR MEETING
06/15/2023 – DRAFT MINUTES Page 4
and alignment of the One Water mission (“We are a One Water Utility,
providing exceptional water services for our community through integrated,
resilient, and equitable practices and systems”) with the City’s mission
(“Exceptional service for an exceptional community”).
Staff’s work ahead includes Capital Improvement Plan (CIP) development
and prioritization, as well as defining what One Water (“all water has value”)
means for the water utility while meeting such challenges as climate change,
extreme weather events, aging infrastructure, water scarcity, environmental
degradation, rising costs, and a changing workforce.
Discussion Highlights
Commissioners commented on and inquired about various related topics
including the perception that the City focuses on building new projects rather
than replacement and maintenance.
7. OTHER BUSINESS
A. Memo to Water Commission: Water Adequacy
Mr. Graham’s memo summarized information from various City Council and
Planning & Zoning Commission meeting materials.
Discussion Highlights
Commissioners commented on or inquired about various related topics including:
reason why Planning & Zoning Commission and City Council tabled the water
adequacy issue; yet to be determined whether the issue will progress; Montava
development and East Larimer County Water District (ELCO); Decision Point 3 –
Section 3.13.5(C)(5)(c) listed in the memo.
B. Discussion: Potential memo and recommendation to City Council on Water
Adequacy Determination
Commissioners decided it would be premature to write a memo to City Council at
this time.
Discussion Highlights
Commissioners commented on or inquired about various related topics including: in
code the City staff doesn’t have an adequate way to determine water adequacy,
staff expects to receive more of these types of request, so the issue is how to (or
should/shouldn’t) other than a simple “will serve” letter from local water districts to
DRAFT MINUTES WATER COMMISSION
REGULAR MEETING
06/15/2023 – DRAFT MINUTES Page 5
representatives of new development.
C. Discussion: Water Commissioners’ interest in facilities tours
Commissioners and staff discussed which tours commissioners are interested in
scheduling later this year from the following possibilities: Water Treatment Facility,
Drake Water Reclamation Facility (which has a current capital project in progress),
Meadow Springs Ranch, Halligan Water Supply Project (half day), stream
rehabilitation/Stormwater improvement projects, Michigan Ditch (all day), Poudre
Intake, and Pleasant Valley Pipeline Diversion.
Discussion Highlights
Commissioners decided to schedule tours of Meadow Springs Ranch and Halligan
Water Supply Project. Staff will work with appropriate division managers to
coordinate the tours.
8. COMMISSIONER REPORTS
During a walk near townhomes under construction in south Fort Collins that morning, a
Water Commissioner came across a resident who was upset about sod being installed
because it’s a “huge waste of water.” A construction worker stated, “the City told us to do
this” and left. The commissioner told the resident that it was probably the homeowners
association (HOA) that requested the sod installation and that he should talk with the HOA
about concerns. The conversation brought to light the topics of local residents’ desires for
water conservation and the perceived slowness of the City to get its own xeriscape
planning up and running, which could be an easy win.
City Council is scheduled to address “Landscape Standards Update Discussion” including
xeriscaping/landscape codes and resource needs in October, and “Amending City Code
with Standards for Water-Wise Landscape, Irrigation Designs, and Practices” in November,
according to the Six Month Agenda Planning Calendar:
https://www.fcgov.com/cityclerk/planning-calendar
ADJOURNMENT
7:35 p.m.
These minutes will be approved by the Water Commission on July 20, 2023.
Water
Wastewater
Stormwater
$12,685,812
$12,756,498
Budget
Actual
Operating Revenues
$13,252,972
$12,666,853
Budget
Actual
Operating Expenses
$11,625,691
$11,981,640
Budget
Actual
Operating Revenues
$8,269,491
$7,680,052
Budget
Actual
Operating Expenses
$9,300,000
$10,328,308
Budget
Actual
Operating Revenues
$5,069,414
$4,293,638
Budget
Actual
Operating Expenses
2
Water Fund Revenue
in thousands Percent of Year 50.0%
June Year to Date
Actual
Over/
(Under)Budget Actual
Over/
(Under) Inc/(Dec)
% Bud
Recvd % Act Recvd
2023 2023 Bud 2023 2023 2023 Bud 2022 2023 2022
Residential Water Sales $ 1,445 * $ (107) $ 7,207 $ 7,216 $ 10
(A)$ (124) 40%41%
Com/Indl Water Sales 828 * 61 3,503 3,662 159 (B)(121) 37%36%
Raw Water Surcharge 6 * (0)14 24 10 (22) 4%1%
District Water Sales 215 * (11)768 835 67 41 41%33%
Other Water Sales 5 * (12)508 307 (201)
(C)(2) 42%55%
PILOTs 149 3 686 713 27 (4) 40%40%
Operating Revenue 2,648 (66) 12,686 12,756 71 (233) 39%37%
Interest Revenue 112 49 604 844 240 523 80%75%
Development Fees/PIFs/Contributions 70 (45)688 380 (308)
(D)(258) 28%21%
Financing Sources 0 0 0 0 0 (3)0%
Other Misc 4 (16)107 103 (4)22 35%27%
Total Lapsing Revenue**2,834 (78)14,085 14,083 (1)51 40%37%
Non-lapsing Revenue 0 0 0
TOTAL**$ 2,834 $ 14,083 $ 51
Variance Analysis:
(A)
(B)
(C)
(D)
(E)
(F)
*
**
Commercial/Industrial Water sales were 4.5% over budget and 3.2% less than YTD 2022.
June billed revenue is for May and early June.
Excludes transfers and unrealized gain/loss on value.
Plant Investment Fees $236 (recognized $449 from unearned revenue related to 2019 FCLWD loan prepayment), Water Rights ($90).
Plant Investment Fees ($251) and Water Rights ($52).
Irrigation Sales ($416) (water supply didn't yield as much due to fire impacts, so rented out less water) offset by Standpipe Sales $26.
Due to a lack of water rentals early in the year.
Residential Water Sales were 0.1% over budget and 1.7% less than YTD 2022.
Note: Water rate increase of 4.0% for 2023, as budgeted.
3
Water Fund 2023 Department Expense
In thousands `Percent of Year 50.0%
Excludes depreciation and transfers
June Year to Date
Actual
(Over)/
Under YTD Bdgt Actual
(Over)/
Under (Inc)/Dec
Actual +
PO's
Spent &
Committed
2023 2023 Bud 2023 2023 2023 Bud 2022 2023 by PO's
Water Treatment $ 632 $ 64 $ 3,344 $ 2,858 $ 487
(A)$ 164 $ 6,441 89%
Water Resources 130 (4)1,662 1,860 (198)
(B)(550) $ 2,016 60%
Water Quality Lab 140 (12)567 522 44 (22) $ 660 53%
Subtotal WR&T $ 902 $ 48 $ 5,573 $ 5,240 $ 333 $ (407) $ 9,117 77%
Transmission & Distribution 315 45 1,577 1,763 (186)
(C)(464) $ 1,763 48%
Water Meters O&M 84 10 652 468 184 (145) $ 468 44%
Engineering 68 59 597 309 288 (D)(27) $ 408 38%
Subtotal WEFS 467 114 2,825 2,540 286 (637) $ 2,638 45%
Water Conservation 114 48 433 505 (72)(E)(169) $ 745 57%
PILOTs 149 (3)686 713 (27)4 $ 713 40%
Admin Services - CS&A 422 0 2,530 2,530 0 (343) $ 2,530 50%
Other Payments & Transfers 150 (0)1,205 1,139 66 (81) $ 1,226 46%
Subtotal Operating Expenses $ 2,204 $ 207 $ 13,253 $ 12,667 0 $ 586 $ (1,633) $ 16,969 60%
Debt Service 0 0 0 0 0 0 $ 0
Minor Capital 0 92 1,344 552 792 (F)14 $ 844 39%
Total Lapsing $ 2,204 $ 299 $ 14,597 $ 13,219 $ 1,378 $ (1,619) $ 17,813 58%
Non-lapsing Expenses 851 # 2,379 (775)
TOTAL $ 3,055 $ 15,597 $ (2,394)
Variance Analysis:
(A)
(B)
(C)
(D)
(E)
(F)Transmission & Distribution $143 (awaiting approval to purchase diesel tandem dump truck rather than CNG); Water Treatment: Consulting $248, Construction Contracts $46, Other Capital Outlay $42, and
Building Maint. $25 (delay in implementing a couple projects due to transition in leadership - work orders pending, should spend by YE), Vehicles/Equipment $131 (backordered Ford Lightning due plant shut-down,
remainder due to needs being fleshed out, likely to spend by YE), Filter Material $100 (not using as much, potential savings by YE).
Water Efficient Landscape Rebates ($71) (used as match funding for XIP grants - appropriation timing vs budget distribution, would have been flat by YE, will now be over budget $8-15 by YE due to pre-award
costs), and Personnel ($49) (filled vacancies at 35% range penetration - higher than budget; kept contractual person for WEP update on beyond initial offer, over budget by ~$60 YE), offset by Consulting $30, City
and Community Programs $10 (flat by YE); overages will be offset by the following underspends by year-end: $53 Consulting, $10 Hourly Personnel, and $28 Hi Efficiency and Toilet Rebates.
Water Assessments ($176) (assessments can vary year to year), Contractual Labor ($56) (intended to be offset in Salaries - Contractual), Personnel ($52) (time being charged to wrong BU and allocation out error
during budget development), and Other Prof. & Tech. ($16) ($40 for a new program to better monitor snow, will be over budget and intended to be offset within Water Assessments by YE), offset by Consulting $91
(turnover delayed water supply modeling).
Consulting $236 ($198 Large Valve Maint behind schedule (PM departure): technical memo complete, valve inspection and testing next, under ~$150-200 by YE) and Personnel $35 (vacancy, under by YE).
Chemicals $159 (demands have not picked up: cooler weather), Contract Payment to Gov't $83 (not sure of timing for payments to Greeley: Cameron Peak Fire - Watershed), Computer Hardware $53 (BFO Enh.
4.33: deciding we didn't need the BI tool and servers delayed purchase, under budget ~$15 by year-end (YE), Consulting $28, Personnel $26 (vacancies), Dues & Subscriptions $21 (waiting on Water Research
Foundation membership invoice, flat by YE), Maint. Contracts $19 (saved ~$13 on UPS unit maint.), Contractual Labor $18 (less solids needed to be hauled, so doing it in-house this year; $18 under budget by YE),
Testing Services $15, Solid Waste Services $14 (weather delayed hauling solid residuals to landfill), Other Repair & Maint. $13, Construction Services $12, Software Maint. $12, offset by Water Assessments ($62)
(payments to Pleasant Valley pipeline higher than what was budgeted for and paid later than usual due to manager transition; will be over ~$75-100 by YE and will offset elsewhere within budget), Natural Gas
($25) (extended cold weather last winter and larger than expected price increase, potentially over budget for the year, depends on fall weather), and Project Management Services ($21) (paid invoice for Cameron
Peak Fire - Watershed earlier than expected, flat by July).
Street & Bridge Maint. ($142) (43 main breaks from Jan-Apr (about 1/2 of a normal year) and only 4 more through mid-July and asphalt & concrete costs very high now and Streets billing rates increase more than
our budgets, should right size by Sept), Vehicle Repairs ($35) (excavator track replacement is expensive, Vac truck needed unforeseen repairs; should right size in the next couple months: no known major vehicle
repairs needed), Sand & Gravel ($23) (needed for backfilling main breaks, aggregate prices inflating), Copy & Reproduction ($16) and Postage & Freight ($10) (customer letters for backflow violation, over budget
by YE), and Tools & Related Supplies ($15) (expected to right size by mid Fall), offset by Personnel $43 (prior vacancies), Other Prof. & Tech. $10 (used as needed, nothing planned).
4
Wastewater Fund Revenue
in thousands Percent of Year 50.0%
June Year to Date
Actual
Over/
(Under)Budget Actual
Over/
(Under) Inc/(Dec)
% Bud
Recvd % Act Recvd
2023 2023 Bud 2023 2023 2023 Bud 2022 2023 2022
Residential WW Sales $ 1,374 * $ 13 $ 8,170 $ 8,234 $ 64
(A)$ 279 50%52%
Com/Indl WW Sales 515 * 82 2,516 2,711 195 (B)(1) 48%45%
District WW Sales 36 * 2 205 214 9 9 52%53%
Other WW Sales 42 * 23 82 153 71 (C)24 76%46%
PILOTs 116 6 652 670 18 17 50%50%
Operating Revenue 2,082 125 11,626 11,982 356 329 50%50%
Interest Revenue 65 32 325 467 142 296 84%79%
Development Fees/PIFs/Contributions 108 34 443 513 71 (D)201 58%29%
Financing Sources 0 0 0 0 0 0
Other Misc 3 (4)33 65 32 (47) 54%44%
Total Lapsing Revenue**2,258 187 12,427 13,027 600 779 51%49%
Non-lapsing Revenue 0 0 0
TOTAL**$ 2,258 $ 13,027 $ 779
Variance Analysis:
(A)
(B)
(C)
(D)
(E)Bad Debt Recovery $23, Lab Services $16, and House Rental $12, offset by Ranch Income ($35).
*
**
Plant Investment Fees $105 ($324 in March for 3 large multifamily units).
June billed revenue is for May and early June.
Note: Wastewater rate increase of 4.0% for 2023, as budgeted.
Residential sales were 0.8% over budget and 3.5% more than YTD 2022.
Septage Treatment Charge $42.
Commercial/Industrial sales were 7.7% over budget and 0.03% less than YTD 2022.
Excludes transfers and unrealized gain/loss on value.
5
Wastewater Fund 2023 Department Expense
In thousands Percent of Year 50.0%
Excludes depreciation and transfers
June Year to Date
Actual
(Over)/
Under YTD Bdgt Actual
(Over)/
Under YTD (Inc)/Dec
Actual +
PO's
% Bud Spent &
Committed
2023 2023 Bud 2023 2023 2023 Bud 2022 2023 by PO's
Water Reclamation & Biosolids $ 681 $ (37)$ 3,208 $ 2,957 $ 251 (A)$ (380) $ 3,471 50%
Pollution Control Lab 141 1 606 586 20 (84)702 53%
Subtotal WR&T 821 (36)3,814 3,543 271 (464)4,172 51%
Trunk & Collection 208 (2)936 852 84 (132)876 44%
Engineering 61 17 429 210 219 (B)152 372 51%
Subtotal WEFS 269 15 1,365 1,062 303 20 1,248 46%
PILOTs 116 (6)652 670 (18)(17)670 50%
Admin Services - CS&A 247 (0)1,482 1,482 (0)(199)1,482 50%
Other Payments & Transfers 122 0 956 923 33 (161)966 43%
Subtotal Operating Expenses $ 1,575 $ (28)$ 8,269 $ 7,680 $ 589 $ (821) $ 8,538 49%
Debt Service 0 0 225 225 0 $ 34 225 10%
Minor Capital 76 73 545 210 335 (C)$ 201 945 61%
Total Lapsing $ 1,652 $ 45 $ 9,039 $ 8,115 $ 924 $ (585) $ 9,708 30%
Non-lapsing Expenses 195 985 536
TOTAL $ 1,846 $ 9,100 $ (49)
-$ 0
Variance Analysis:
(A)
(B)
(C)
Computer Hardware - Capital $77 (MDT Autosave Software (BFO Enhancement 4.33: decided we didn't need the BI tool and servers, which delayed purchase, under budget ~$20), Personnel
$85(Vacancies), Consulting $86 and Other Professional & Technical $38 (Vendor availability and revised purchasing guidelines, expecting to spend this year), Machinery & Equipment Parts $23, Dues &
Subscriptions $17 (Haven't gotten some membership renewals, yet, will spend this year),Software Maint & Support $16 (IPP Software. Will be spent by year end), Plumbing and Irrigation Supplies $14
(Wet weather has limited sprinkler audit and need. Will spend this year), offset by Chemical Supplies ($71) (Spend on chemicals that do not have a budget. Needed for treatment and meeting regulatory
permit requirements. Chemical pricing has been affected by market conditions and supply chain. Reviewing cost savings in other operations items to offset), Electricity ($38) (Need to replace equipment
to meet process needs and be energy efficient with blowers at MWRF, awaiting decision on MWRF, over budget by very roughly ~$100K YE), Legal Services ($24) (Increased legal services needed for
the Lazy D Water Rights case. Case is still ongoing), Natural Gas ($17) (Boilers were serviced, fall and winter temps will determine year end spend).
Consulting $170 ($133 related to DWRF Utility Mapping - calendarized first 1/2 of year. Project should still be completed this year), Personnel $28 (Vacancies and PM’s time being billed to projects),
Other Professional & Technical $12.
Trunk & Collection $158 (~$51 is for the purchase of two CUES cameras. The remainder is expected to be spent on the purchase of a crew truck later this year.). Water Reclamation & Biosolids: Motor
Vehicles $54 (Loader arrived earlier than expected, will correct in June), Plant & Garage Equipment $83 ($53 invoice unexpectedly accrued to 2022), and Other Equipment $15 (Used as needed, Will
spend by year end).
6
Stormwater Fund Revenue
in thousands Percent of Year 50.0%
June Year to Date
Actual
Over/
(Under)Budget Actual
Over/
(Under) Inc/(Dec)
% Bud
Recvd % Act Recvd
2023 2023 Bud 2023 2023 2023 Bud 2022 2023 2022
Single Family Residential SW Services $ 709 * $ 9 $ 4,200 $ 4,239 $ 39
(A)$ 162 50%52%
Non-single Family SW Services 864 * 14 5,100 5,161 61 (B)171 51%52%
Operating Revenue 1,573 23 9,300 9,400 100 333 51%52%
Interest Revenue 48 26 203 341 138 224 95%81%
Development Fees/PIFs/Contributions 63 (10)438 574 137 (C)215 66%69%
Financing Sources 0 0 0 0 0 0
Other Misc 2 1 7 13 6 (D)(8) 86%31%
Total Lapsing Revenue**1,686 40 9,948 10,328 381 764 52%53%
Non-lapsing Revenue 0 0 0
TOTAL**$ 1,686 $ 10,328 $ 764
Variance Analysis:
Note: Stormwater rate increase of 3.0% for 2023, as budgeted.
(A)
(B)
(C)
(D)
*
**
June billed revenue is for May and early June.
Flood Plain Permits $3 and Bad Debt Recovery $3.
Development Inspection $20, Stormwater Development Fee $58, and Erosion Control $56.
Non-Single Family fees are 1.2% greater than 2022.
Single Family Residential fees are 0.9% greater than 2022.
Excludes transfers and unrealized gain/loss on value.
7
Stormwater Fund 2023 Department Expense
In thousands Percent of Year 50.0%
Excludes depreciation and transfers
June Year to Date
Actual
(Over)/
Under Budget Actual
(Over)/ Under (Inc)/Dec Actual + PO's
% Bud Spent
& Committed
2023 2023 Bud 2023 2023 2023 Bud 2022 2023 by PO's
Drainage and Detention $ 303 $ (4) $ 1,288 $ 992 $ 296 (A)$ (228)$ 1,196 46%
Engineering 171 69 1,058 771 287 (B)(141)914 43%
Stormwater Quality Programs 85 (29) 230 196 34 (C)(27)350 51%
Admin Services - CS&A 296 23 1,894 1,775 119 (D)(246)1,775 50%
Other Payments & Transfers 78 0 599 560 39 (E)(123)603 30%
Subtotal Operating Expenses $ 933 $ 58 $ 5,069 $ 4,294 $ 776 $ (765)$ 4,838 44%
Debt Service 0 0 0 0 0 11 0 0%
Minor Capital 0 0 22 22 0 748 325 30%
Total Lapsing $ 933 $ 58 $ 5,091 $ 4,315 $ 776 $ (5)$ 5,163 34%
Non-lapsing Expenses 674 2,291 (1,281)
TOTAL $ 1,608 $ 6,607 $ (1,286)
Variance Analysis:
(A)
(B)
(C)
(D)
(E)
Personnel $63 (vacancies earlier in the year), Mowing $67 (timing of invoice payment), Street & Bridge Maintenance $12, and Traffic Control $4 (delay in invoice processing), Vehicle
Repair $35 (reactionary),and Land Maintenance $39 (purchasing delays and late start due to rainy weather). Expect to be on budget by YE.
Legal Services $38 (expenses related to OASIS/Open International lawsuit).
Personnel $126 (vacancies - 2 filled in April and 2 remaining), and Consulting $144 (Hill Pond study has commenced, balance used as needed).
Budget calendarized using 3 year average while actual transfers will be even. Will match by YE
Consulting $24, and Educational Programs $16 (staffing issues in Customer Connections), offset by Hazmat Disposal ($10).
8
Created: 2023-06-29 11:05:12 [EST]
(Supp. No. 146, Update 4)
Page 1 of 2
Sec. 2-178. Water Commission.
(a) The City shall have a Water Commission, hereafter referred to in this Section as the "Commission." The
Commission shall consist of nine (9) members.
(b) The County Board of Commissioners may appoint a representative of the County's Public Works Department
to serve as an ex officio member to act as liaison to the Commission, who shall represent the County in
coordination by the City and County of stormwater management matters. Such ex officio member shall not
have voting privileges on matters coming before the Commission, and may be excluded from any executive
session of the Commission. Such ex officio member shall serve for an indefinite duration; however, such
appointment may be terminated by action of the City Council or the County Board of Commissioners, or
upon resignation of the member.
(c) The general purposes of the Commission shall be to advise the City Council in matters pertaining to water,
wastewater and stormwater utility policy issues and to act as a quasi-judicial body relating to certain
matters. The Commission shall have the following functions:
(1) To advise the City Council regarding water rights planning, acquisition and management; service and
development fees; water rental rates; annual budgets; service area delineation; master planning;
development and design criteria; water conservation; public information and education; drought
emergency; regulatory issues; water quality issues; and local, state and federal legislation;
(2) To act as a quasi-judicial body relating to floodplain regulation variances, stormwater fee disputes, and
storm drainage design criteria variances;
(3) To provide advice and citizen input regarding proposed policies and actions affecting the customers of
the water, wastewater and stormwater utilities;
(4) To advise the City Council regarding other water-related policy issues pertaining to environmental and
recreational uses of water, regional and state water issues and projects and obligations to Fort Collins
citizens outside of the water utility service area;
(5) To make recommendations to the City Council concerning stormwater facilities in the City, including
the appropriate division of the City into separate drainage basins. These basins shall separately fund
the stormwater facilities to be installed to serve each basin. The Commission shall recommend the
facilities needed for each basin to provide adequate stormwater drainage in the basin. Such
recommendations shall include the following for each drainage basin:
a. The facilities to be installed;
b. The time and schedule for installation of facilities;
c. The method of assessing costs of facilities to be installed against property in the basin; and
d. The portion of the cost of facilities to be funded by the property in the basin and the portion, if
any, of such cost which should be paid by the City as a whole;
Before making a recommendation for any stormwater project, the Commission shall analyze the project and
compare the total benefits to be achieved with the anticipated cost of the project. Projects shall be
recommended if the analysis indicates that the total benefits are greater than the cost of the project;
(6) To review and make recommendations to the City Council on a master drainage plan to be developed
for stormwater facilities by the City administration, with such recommendations to include proposed
methods of funding any master drainage plan as finally approved;
(7) To consider all variances and appeals from the application of the provisions of the provisions of
Chapter 10 of this Code, Flood Prevention and Protection;
Created: 2023-06-29 11:05:12 [EST]
(Supp. No. 146, Update 4)
Page 2 of 2
(8) To hear the petition of any owner or owners of property in the City who dispute the amount of the
stormwater utility fee or stormwater basin fee made against such owner's property or who dispute any
determination made by or on behalf of the City pursuant to and by authority of Chapter 26, Article VII
of this Code and shall make such revision or modification of such charge or determination as it shall
deem appropriate in accordance with § 26-520;
(9) To make recommendations to City Council regarding policy or technical matters related to stormwater
management. The Commission shall make comments on policy items prepared by other City
departments; and
(10) To hear the petition of any owner or owners of property in the City who dispute or seek a variance in
the City's "Storm Drainage Design Criteria and Construction Standards."
(d) Final decisions of the Commission under Subsections (c)(7), (c)(8) and (c)(10) shall be subject to the right of
appeal to the City Council as set forth in § 2-46 et seq.
( Ord. No. 049, 2021 , § 2, 4-20-21)
Agenda Item # 7(b)(i)
Discussion with Mayor Jeni Arndt (1) Water Commission’s advisory role to
Council (2) Council and Water Commission Priori�es
***The following are documents to support this discussion***
(Links as well as document copies are provided in this mee�ng packet)
Council 2021-2023 Priori�es
Every two years, following a Council election, the newly seated Council identifies
priorities and confirms strategic direction. Council has identified 31 items as priorities
for its 2021-2023 term.
Visit this link htps://www.fcgov.com/council/
Click on “View Adopted Council Priori�es” (7 pages)
Council Priority Updates
Click on “June 2023 Update” (18 pages)
Council’s Six Month Agenda Planning Calendar
htps://www.fcgov.com/cityclerk/planning-calendar
Water Commission Priori�es (Work Plan )
Visit htps://www.fcgov.com/cityclerk/boards/water
Click on “Work Plan ”
Click on “2023 – Water Commission – Work Plan ”
Work Plan
2023 Water Commission Annual Work Plan
The 2023 Water Commission Work Plan is focused on specific topics of interest the commissioners believe
are important to the Fort Collins Water Utilities over the next year. The purpose is to dig deeper into topics of
interest, keep City Staff resources allocation limited to matters of current relevance, and allow time for
commissioners to learn about water-related subjects relevant to City Staff and City Council.
The Budgeting for Outcomes (BFO) process has returned to a two-year cycle. During odd years staff
typically focus on updating the Strategic Plan. Therefore, the Water Commission will be involved in the
Strategic Plan process in 2023 by learning more about Utilities Department needs, wants and priorities before
staff creates budget offers.
Several recurring annual activities are described below in the Water Commission’s specific topics of interest.
On an as-needed basis, the Water Commission also provides input on quasi-judicial matters such as
floodplain variances, easement dedication, and property acquisition or disposition.
Specific topics of interest to the Water Commission in 2023 include:
1. Strategic Planning
a. Define how Capital Improvement Projects are prioritized
b. How is the City utilizing the linear asset management system and master planning to allocate
resources?
c. Increase transparency with project prioritization
2. Halligan Water Supply Project
a. City staffing, resource allocation and management structure of the project
b. Project cost and project alternative evaluation
c. Assist with project messaging
d. Ongoing discussion about the Environmental Impact Statement (EIS) and general permitting
status
e. Property and easement acquisition status
f. Continued implementation of the reservoir project
3. Water Conservation
a. Learn more about how the Utility can implement water conservation policies that can have a
significant impact on our water demand future
b. Can we re-imagine our City streets without irrigated turf grass as an option?
4. Water Regionalization
a. Maintain partnerships with water districts and neighboring cities and towns for issues such as fire
recovery and watershed restoration, stream restoration and other issues that impact multiple
entities
b. Are there opportunities for cost effective and beneficial management of regionalized wastewater
basins and storm drainage basins
c. Coordination of Water Utilities planning with the City’s Climate Action Plan efforts
d. Learn how we could work with neighboring water providers to manage future drought conditions
with an understanding in the diversity of water assets
5. The City of Fort Collins Utilities’ Staffing Plan
a. Learn about the Utilities’ staffing plan
b. Provide input in how workloads and resource allocation are tracked to prevent “burnout”
c. Answer the question, “what was learned from the Great Resignation and what can be done
different as the City moves forward”
The 2023 Water Commission reoccurring annual subjects and activities are as follows:
Water
1. Provide input on planning and policies related to raw and treated water supply, such as the Water
Supply and Demand Management Policy and raw water acquisition policies.
2. Provide input and guidance on regional water supply collaboration opportunities.
3. Provide input on ditch company share rentals and other surplus raw water rental rates.
4. Review and provide input on water conservation programs and activities.
5. Address educational topics that prepare the Water Commission for business related to water.
6. Participate in educational and public outreach efforts related to water.
7. Review and provide input on annual capital projects and Capital Improvement Plans.
8. Provide input on programs that protect water sources and improve watershed health.
9. Provide input on specific topics that are relevant to the Water Commission.
Wastewater
1. Provide input on planning and policies related to wastewater, such as wastewater strategic plans
dealing with infrastructure financing, workforce development, nutrient regulations, tertiary treatment,
and public/private financing options.
2. Provide input on annual business such as wastewater rates and capital improvements.
3. Address educational topics that prepare the Water Commission for business related to wastewater.
4. Participate in educational and public outreach efforts related to wastewater.
5. Review and provide input on annual capital projects and Capital Improvement Plans.
6. Provide input on specific topics that are relevant to the Water Commission.
Stormwater
1. Provide input on planning and policies related to stormwater, such as revisions to the
Stormwater Master Plans and Low Impact Development (LID) guidelines.
2. Provide input on annual business such as stormwater rates, MS4 (Municipal Separate Storm
Sewer Systems) reporting and program accomplishments.
3. Address educational topics that prepare Water Commission for business related to stormwater.
4. Participate in educational and public outreach efforts with emphasis on improving and
enhancing customer awareness and understanding of stormwater programs.
5. Review and provide input on annual capital projects and Capital Improvement Plans.
6. Provide input on specific topics that are relevant to the Water Commission.
THIS DOCUMENT INCLUDES ALL ITEMS PLANNED FOR COUNCIL MEETINGS AND WORK SESSIONS.
Date Service
Area
Type Agenda Item Strategic Outcome
Proclamation Smart Irrigation Month
City Clerk's
Office
Motion Approval of Minutes
PDT Services Ordinance-
2nd Reading
Making Supplemental Appropriations of Unanticipated Revenue for the Siphon Overpass
Project
Culture & Recreation 2.2 Address infrastructure and amenity
replacement and maintenance needs of trails, parks, cultural
and recreation facilities while continuing the planned
buildout of the parks and paved trail systems.
PDT Services Ordinance-
2nd Reading
Authorizing an Extension of the Temporary Exception to the Land Use Code to Allow T-Mobile
to Place a Temporary Wireless Telecommunications Facility at 1800 East Harmony Road to
Replace Lost Wireless Service Coverage
PDT Services Ordinance-
2nd Reading
Amending the Boundary of the Fort Collins Historic Landmark at 401 Smith Street, the Loomis-
Jones Property, Pursuant to Chapter 14 of the Code of the City of Fort Collins
Neighborhood Livability & Social Health 1.1 Increase housing
supply and choice and address inequities in housing to ensure
that everyone has healthy, stable housing they can afford.
PDT Services Ordinance-
2nd Reading
Designating the Alexander and Emma Barry Farm Property, 232 East Vine Drive, as a Fort
Collins Landmark Pursuant to Chapter 14 of the Code of the City of Fort Collins
Neighborhood Livability & Social Health 1.1 Increase housing
supply and choice and address inequities in housing to ensure
that everyone has healthy, stable housing they can afford.
Utility Services Ordinance-
2nd Reading
Amending Chapter 26 of the Code of the City of Fort Collins Regarding Calculation and
Collection of Development Fees Imposed for the Construction of New or Modified Electric
Service Connections
Economic Health 3.5 Invest in and maintain utility
infrastructure and services while ensuring predictable utility
rates.
City Clerk's
Office
Ordinance-1st
Reading
First Reading of Charter Amendment Ballot Questions (x2 Referendum and Residency)High Performing Government 7.1
Financial
Services
Ordinance-1st
Reading
Appropriation of Philanthropic Revenue: Neighborhood Services Neighborhood Livability & Social Health 1.8
Financial
Services
Ordinance-1st
Reading
Appropriation of Philanthropic Revenue: Miscellaneous High Performing Government 7.7
PDT Services Ordinance-1st
Reading
Landing at Lemay Two Structure Plan Amendment & Rezoning Neighborhood Livability & Social Health 1.1 Increase housing
supply and choice and address inequities in housing to ensure
that everyone has healthy, stable housing they can afford.
CITY COUNCIL AGENDA PLANNING - PUBLIC 6 MONTH CALENDAR
Agenda items containing action on current Council priorities as adopted by
Resolution 2021-077 are shaded light orange
NOTE: This document is posted every Monday and Thursday.
Changes made between postings will not be reflected until
the next posting.
July 18, 2023
Council Meeting
7/13/2023 6-Month Planning Page 1
THIS DOCUMENT INCLUDES ALL ITEMS PLANNED FOR COUNCIL MEETINGS AND WORK SESSIONS.
Date Service
Area
Type Agenda Item Strategic Outcome
PDT Services Ordinance-1st
Reading
Designating the Emma Malaby Grocery Property, 313 North Meldrum Street, as a Fort Collins
Landmark
High Performing Government 7.1 Provide world-class
municipal services, while recognizing the importance of multi-
sector relationships and partnerships at all levels.
PDT Services Ordinance-1st
Reading
Adopting updates regulating parking of electric scooters and shared micromobility.Transportation & Mobility 6.2 Support an efficient, reliable
transportation system for all modes of travel, enhance high-
priority intersection operations, and reduce Vehicle Miles
Traveled (VMT).
Sustainability
Services
Ordinance-1st
Reading
Authorizing Discretionary Affordable Housing Fee Credits with ARPA Funding Neighborhood Livability & Social Health 1.1 Increase housing
supply and choice and address inequities in housing to ensure
that everyone has healthy, stable housing they can afford.
Utility Services Ordinance-1st
Reading
Appropriating Funds for Implementation of New Utility Customer Portal and Billing System High Performing Government 7.6 Optimize technology, data
analysis and process improvements to innovate, guide
decisions and enhance service delivery.
City Clerk's
Office
Resolution Making an Appointment to the Northern Colorado Regional Airport Commission High Performing Government 7.1 Provide world-class
municipal services, while recognizing the importance of multi-
sector relationships and partnerships at all levels.
City Clerk's
Office
Resolution Directing an Intergovernmental Agreement with Larimer County and Certification of Ballot
Questions for the Municipal Election to be Conducted by Larimer County in Coordination with
the November 7, 2023, Coordinated Election
High Performing Government 7.1 Provide world-class
municipal services, while recognizing the importance of multi-
sector relationships and partnerships at all levels.
Community
Services
Resolution Approving an Intergovernmental Agreement with Larimer County for Funding the Colorado
Front Range Trail-Poudre River Trail Segment, Relating to Great Outdoors Colorado (GOCO)
Grant Reimbursement Funds
Culture & Recreation 2.5 Ensure safety and access to and
within City parks, natural areas, paved trails, and cultural and
recreation facilities for visitors and employees.
Utility Services Resolution Approving an Exception to the Use of a Competitive Process for Purchase of Biosolids
Dewatering Polymer for the Drake Water Reclamation Facility
High Performing Government 7.7 Address current and long-
term projected gap between available revenue and resources,
and what is required to meet service levels set by adopted
plans.
Financial
Services
July 31, 2023 Work
Session
PDT Services Neighborhood Livability & Social Health 1.1 Increase housing
supply and choice and address inequities in housing to ensure
that everyone has healthy, stable housing they can afford.
Land Use Code Changes Extended Discussion
July 25, 2023 Work
Session
Staff Report: Municipal Court & Municipal Prosecution Team
Sustainable Funding
7/13/2023 6-Month Planning Page 2
THIS DOCUMENT INCLUDES ALL ITEMS PLANNED FOR COUNCIL MEETINGS AND WORK SESSIONS.
Date Service
Area
Type Agenda Item Strategic Outcome
August 1, 2023
Regular Meeting
Internal &
Employee
Services
High Performing Government 7.3
Sustainability
Services
Economic Health 3.2 Work with key partners to grow diverse
employment opportunities in the community.
City Clerk's
Office
High Performing Government 7.2 Maintain the public trust
through a high performing Council, organizational
transparency, legal and ethical behavior, and regulatory
compliance
Proclamation FoCo Comic Con
City Clerk's
Office
Motion Approval of Minutes
City Manager's
Office
Ordinance-1st
Reading
Appropriation of additional funds to continue the encampment cleanup pilot program Safe Community 5.7 Reduce incidents of, and impacts from,
disruptive and unwanted behaviors through working closely
with the community’s human service providers to offer
creative approaches that balance compassion and
consequences.
City Manager's
Office
Ordinance-1st
Reading
Transfer of Capital Expansion Fees for Fire to PFA for Purchase of Office Building High Performing Government 7.1 Provide world-class
municipal services, while recognizing the importance of multi-
sector relationships and partnerships at all levels.
Financial
Services
Ordinance-1st
Reading
Items Relating to the Issuance of Bonds for the Electric and Telecommunications Fund Economic Health 3.5 Invest in and maintain utility
infrastructure and services while ensuring predictable utility
rates.
PDT Services Ordinance-1st
Reading
Restorative Justice Grant Appropriation High Performing Government 7.1 Provide world-class
municipal services, while recognizing the importance of multi-
sector relationships and partnerships at all levels.
Police Services Ordinance-1st
Reading
Sound Mitigation Project for Northern Colorado Law Enforcement Training Center
PDT Services Appeal Two Appeals Relating to the Ziegler-Corbett Overall Development
Ballot Referral final regular meeting
August 22, 2023
Review of Recommendations from the Ad Hoc Committee on Boards and Commissions
Cancelled due to Neighborhood Night Out
Community Report: Poudre Libraries Annual Report
August 8, 2023
Work Session
Community/Staff Report: 2023 Community Survey Results Review
Economic Health Strategic Plan Part 2
August 15, 2023
Council Meeting
7/13/2023 6-Month Planning Page 3
THIS DOCUMENT INCLUDES ALL ITEMS PLANNED FOR COUNCIL MEETINGS AND WORK SESSIONS.
Date Service
Area
Type Agenda Item Strategic Outcome
PDT Services Transportation & Mobility 6.1 Improve safety for all modes
and users of the transportation system to ultimately achieve a
system with no fatalities or serious injuries.
PDT Services Neighborhood Livability & Social Health 1.1 Increase housing
supply and choice and address inequities in housing to ensure
that everyone has healthy, stable housing they can afford.
Aug. 29, 2023 FIFTH TUESDAY - NO MEETING SCHEDULED
Proclamation National Preparedness Month
Proclamation Poudre Landmark Foundation 39th Annual Historic Homes Tour
City Clerk's
Office
Motion Approval of Minutes
City Clerk's
Office
Ordinance-1st
Reading
Considering Recommendations from the Ad Hoc Committee on Boards and Commissions High Performing Government 7.2 Maintain the public trust
through a high performing Council, organizational
transparency, legal and ethical behavior, and regulatory
compliance
PDT Services Ordinance-1st
Reading
Amending the Land Use Code to update reverse setback that address the distance at which
new development can build from existing oil and gas facilities.
Neighborhood Livability & Social Health 1.6 Transform
regulations and revise procedures to increase clarity and
predictability to ensure new development advances adopted
City plans and policies.
PDT Services Ordinance-1st
Reading
Approving Section 3.13 of the Land Use Code Establishing a Process for Water Adequacy
Determination
Environmental Health 4.4 Provide a resilient, reliable, and
high-quality water supply.
Sustainability
Services
Neighborhood Livability & Social Health 1.2 Collaborate to
leverage community partners’ expertise in addressing priority
PDT Services
Proclamation
City Clerk's Motion Approval of Minutes
September 5, 2023
Council Meeting
Sept. 12, 2023
Work Session
Overview of Homelessness Response System and Community Report: Northern Colorado Continuum of Care
Oil and Gas Operational Standards
Work Session
Land Use Code Changes Extended Discussion
Sept. 19, 2023
Council Meeting
Transportation Capital Project Prioritization Study
7/13/2023 6-Month Planning Page 4
THIS DOCUMENT INCLUDES ALL ITEMS PLANNED FOR COUNCIL MEETINGS AND WORK SESSIONS.
Date Service
Area
Type Agenda Item Strategic Outcome
Financial
Services
Ordinance-1st
Reading
2023 Annual Adjustment Ordinance High Performing Government 7.1 Provide world-class
municipal services, while recognizing the importance of multi-
sector relationships and partnerships at all levels.
Financial
Services
Ordinance-1st
Reading
Authorizing the Issuance of Bonds in the Stormwater Utility Fund Economic Health 3.5 Invest in and maintain utility
infrastructure and services while ensuring predictable utility
rates.
PDT Services Ordinance-1st
Reading
East Mulberry Plan Adoption Neighborhood Livability & Social Health 1.7 Advance planning
efforts in the Growth Management Area, including holistic
considerations for potential annexations.
PDT Services Ordinance-1st
Reading
Mobile Home Park Livability Municipal Code Changes Neighborhood Livability & Social Health 1.8 Preserve and
enhance mobile home parks as a source of affordable housing
and create a safe and equitable environment for residents
City Clerk's
Office
Resolution Repealing and Replacing Resolution 2003-008 Adopting a Policy for the use, management,
and retention of Electronic Mail by the Mayor and City Council
Sustainability
Services
Resolution Adoption of Economic Health Strategic Plan, including a Circular Economy Strategic Plan Economic Health 3.2 Work with key partners to grow diverse
employment opportunities in the community.
Proclamation Public Power Week (October 1-7, 2023)
Customer Service Week (October 2-6, 2023)
City Clerk's
Office
Motion Approval of Minutes
Utility Services Environmental Health 4.4 Provide a resilient, reliable, and
high-quality water supply.
Proclamation
Community/Staff Report: None scheduled
Revision Cycle 2024 Budget Work Session
October 3, 2023
Council Meeting
Oct. 10, 2023 Work
Session
Community Report: Larimer County Public Health Department Update
Landscape Standards, Xeriscape, and Trees Policy Update Discussion
October 17, 2023
Council Meeting
Sept. 26 Work
Session
7/13/2023 6-Month Planning Page 5
THIS DOCUMENT INCLUDES ALL ITEMS PLANNED FOR COUNCIL MEETINGS AND WORK SESSIONS.
Date Service
Area
Type Agenda Item Strategic Outcome
City Clerk's
Office
Motion Approval of Minutes
Financial
Services
Ordinance-1st
Reading
Annual Appropriation Ordinance (2nd reading required by 11-30)High Performing Government 7.1 Provide world-class
municipal services, while recognizing the importance of multi-
sector relationships and partnerships at all levels.
Financial
Services
Ordinance-1st
Reading
Adopting 2024 Budget and Appropriating the Fort Collins Share of the 2024 FY Operating and
Capital Improvements Funds for the Northern Colorado Regional Airport
High Performing Government 7.1 Provide world-class
municipal services, while recognizing the importance of multi-
sector relationships and partnerships at all levels.
Financial
Services
Ordinance-1st
Reading
Annual Appropriation Ordinance for the Fort Collins DDA High Performing Government 7.1 Provide world-class
municipal services, while recognizing the importance of multi-
sector relationships and partnerships at all levels.
Financial
Services
Ordinance-1st
Reading
GID No. 1 Special Meeting to Determine and Fix Mill Levy and Appropriation (Note: This
meeting is a separate meeting to follow the Regular Council Meeting.)
High Performing Government 7.1 Provide world-class
municipal services, while recognizing the importance of multi-
sector relationships and partnerships at all levels.
Financial
Services
Ordinance-1st
Reading
Skyview GID No. 15 Special Meeting to Determine and Fix Mill Levy and Appropriation (Note:
This meeting is a separate meeting to follow the GID No. 1 Meeting.)
High Performing Government 7.1 Provide world-class
municipal services, while recognizing the importance of multi-
sector relationships and partnerships at all levels.
PDT Services Transportation & Mobility 6.6 Manage parking supply and
demand based on time and location in a sustainable manner.
PDT Services Transportation & Mobility 6.2 Support an efficient, reliable
transportation system for all modes of travel, enhance high-
priority intersection operations, and reduce Vehicle Miles
Traveled (VMT).
Oct. 31, 2023 FIFTH TUESDAY - NO MEETING SCHEDULED
Nov. 7, 2023
Council Meeting
TO BE CANCELLED
Advancing Transit Initiatives Update
Downtown Parking System Update - Current activities, financial & maintenance trends, and seeking input on
future policy/operational improvements
Oct. 24, 2023 Work
Session
Community Report: 8th District Attorney Report
7/13/2023 6-Month Planning Page 6
THIS DOCUMENT INCLUDES ALL ITEMS PLANNED FOR COUNCIL MEETINGS AND WORK SESSIONS.
Date Service
Area
Type Agenda Item Strategic Outcome
City Manager's
Office
Neighborhood Livability & Social Health 1.4 Advance equity
for all with an emphasis on racial justice to remove systemic
barriers so that persons of all identities, including race,
ethnicity, religion, gender and gender identity age, , class,
sexual identity, mental and physical abilities can fully
participate in City services and experience equitable
community outcomes.
Proclamation
City Clerk's Motion Approval of Minutes
Utility Services Ordinance-1st
Reading
Amending City Code with Standards for Water-Wise Landscape, Irrigation Designs, and
Practices
Environmental Health 4.4
Proclamation Human Relations Commission Awards
City Clerk's
Office
Motion Approval of Minutes
Proclamation
City Clerk's
Office
Motion Approval of Minutes
Nov. 28, 2023 Work
Session
Adjourned Meeting: Annual reviews for Council direct reports
Nov. 14, 2023 Work
Session
Staff Report: Equity Office update on Native American work and Land Acknowledgement
November 21, 2023
Council Meeting
December 5, 2023
Council Meeting
December 12, 2023
Work Session
HOLD: Council End of Term Reports
December 19, 2023
Council Meeting
December 26, 2023 -
2023 Work Session
7/13/2023 6-Month Planning Page 7
Date Agenda Item Strategic Outcome
no date Occupancy Regulations Ordinance to Change Impacted Codes and Request
for Budget Appropriation for Implementation Neighborhood Livability & Social Health 1.1 Increase housing
supply and choice and address inequities in housing to ensure
that everyone has healthy, stable housing they can afford.
October Proclamation National Disability Employment Awareness Month
Date Agenda Item Strategic Outcome
no date Annual Wastewater Utility Update
Environmental Health 4.6 Sustain and improve the health of the
Cache la Poudre River and all watersheds within Fort Collins
no date
Land Conservation Update: Providing Information About Several Natural
Areas Acquisitions over the last 6 months.
Environmental Health 4.7 Expand the Natural Areas land
portfolio while simultaneously protecting existing lands and
improving equitable access to nature.
no date
Airport Governance Transportation & Mobility 6.4 Support and invest in regional
transportation connections.
no date
Water Supply Requirement and Excess Water Use Fee Increase Environmental Health 4.4 Provide a resilient, reliable, and high-
quality water supply.
REGULAR MEETING ITEMS
WORK SESSION ITEMS
UNSCHEDULED/UPCOMING ITEMS
AGENDA ITEM SUMMARY
Water Commission
July 20, 2023
STAFF
Lance Smith, Senior Director of Finance
Heather McDowell, Special Projects Manager
SUBJECT
Oak Street Stormwater Improvements Project – Status and Financing
EXECUTIVE SUMMARY
The Oak Street Stormwater Improvement Project is a priority stormwater project in the Utility
Capital Improvement Plan (CIP) because it will significantly contribute to resolving the urban
flooding and stormwater quality issues in downtown Fort Collins. The Oak Street project is one of
several projects identified as part of the Downtown Stormwater Improvement Program (DSIP). The
DSIP was recently developed (2017-2019) as a basin-wide evaluation of existing stormwater
systems and is the development of a comprehensive strategy to mitigate flood risk and damages
in the Old Town Basin. The Oak Street project supports Strategic Objective SAFE 5.5 to address
flooding risk for the protection of people, property, and the environment.
The Oak Street project design process has been ongoing since late 2020. The final design is now
complete, and construction of the project is anticipated to begin in summer of 2024. Construction
will need to be funded through debt issuance which is a process that can take several months to
complete. In addition, a Request for Proposal (RFP) for a construction contractor is estimated to
be posted in early August 2023 and is also a several month-long process. Procuring a qualified
contractor will happen concurrently with the debt issuance process so that once the funds are
appropriated for the project, the construction contract can be finalized, and the contractor can
begin pre-construction activities at the beginning of 2024. It is estimated that the contractor will
need approximately 6 months to procure materials, subcontractors and permits prior to mobilizing
for construction.
The estimated debt issuance for this project is $38.8M. Current project costs are:
Design (actual) = $2.20M
Construction (estimated in 2024 dollars) = $39.5M
Total = $41.7M
Appropriated Funds (to-date) = $2.90M
Estimated Debt Issuance = $38.8M
The debt ordinance is scheduled to be brought to City Council on September 19, 2023, and if
approved, the following appropriation ordinance will be scheduled on October 17, 2023. This will
allow funds to be available and a construction contract to be finalized in December 2023.
SUGGESTED MOTION LANGUAGE
I move that the Water Commission recommends City Council approve the appropriation of
funds and debt issuance to support the construction of the Oak Street Stormwater
Improvements Project.
STAFF RECOMMENDATION
Staff recommends supporting this project and debt issuance to fund construction.
BACKGROUND / DISCUSSION
Downtown Fort Collins (the Old Town basin) is especially vulnerable to damages attributable to
urban flooding. In the heart of Fort Collins, the basin encompasses the Old Town business district
and surrounding neighborhoods. Some areas of downtown were established in the 1800s when
little thought was given to storm drainage or the damages associated with urbanized flooding. As
the basin was developed, urbanization and encroachment altered or removed the natural
drainageways that existed prior to development. Most of the flooding within the Old Town basin
is caused by excess rainfall that falls directly on the basin and overwhelms the existing storm
sewer infrastructure. Once the storm sewers reach their capacity, excess runoff is conveyed
within the streets. Some of these streets have excessively high crowns that create areas of
ponding and standing water upstream of them. Flow and ponding depths in these streets can
quickly reach 2-4 feet, exceeding curb heights and impacting adjacent homes and business.
A recent (2019) study completed by ICON Engineering on behalf of the Utilities estimated nearly
550 structures would be damaged with an estimated damage cost of $83M to $92M as a result of
the 100-year storm. Of these damaged structures, approximately half of these structures contain
finished or partially finished basements that are particularly vulnerable to flood risk and pose a
safety risk for people that may occupy these basements. This same study noted the repetitive
nature of the flood risk with an estimated cost to the community of $151M to $165M over the next
50-years if no improvements are made. In addition, these conditions create economic, social, and
environmental impacts such as public safety, business closures, traffic disruptions, and sewer
overflows.
As noted on the Fort Collins website, street flooding is a common occurrence within the Old Town
basin. It has been documented that the Old Town basin has flooded in recent years during minor
storm events and caused damage to both commercial and residential properties. Flooding has
been documented within the basin in 1904, 1951, 1961, 1983, 1988, 1992, 1997, 2007, 2009 and
most recently in 2018.
During the storm in May 2018, the City received intense hail and rainfall. The rain gauge at the
City Park Golf Course recorded 2.17 inches of rainfall in a 2-hour duration. Ponding at several
intersections occurred, with excess of 2-feet of ponding at the Mulberry Street and College
Avenue intersection. It was estimated that this event resulted in a runoff event between the 2-
year and 10-year design storm.
The Oak Street project is the first of several other stormwater improvement projects identified in
the DSIP. The project will provide stormwater infrastructure including a combination of grey and
green infrastructure to reduce flooding impacts along the Oak Street corridor and adjacent blocks.
Large diameter storm pipes ranging in size from 48” to 78” will extend from the previously
constructed Oak Street Outfall, starting at Mason Street and extending to Jackson Street near
City Park. There will be approximately 8,500 linear feet of new stormwater mains along Oak Street
and cross streets that extend north to Mountain Avenue and/or south to Olive Street. Green
infrastructure includes water quality ponds, or “rain gardens” in three locations along the Oak
Street corridor to filter street runoff.
The DSIP outlines 5 separate stormwater projects that will work together to eliminate the
floodplain in downtown Fort Collins. DSIP work includes hydrologic and hydraulic modeling and
flood hazard mapping to show how the floodplain will be reduced with the installation of the large
diameter pipelines. For the Oak Street project, this work is still ongoing and will be completed by
the end of 2024, but initial analysis indicates floodplain reduction east of Shields and along the
Mountain and Oak Street corridors. Floodplain reduction south of Oak Street and north of
Mountain Avenue will more likely occur with the implementation of future DSIP projects such as
the Maple Street and Magnolia Street projects.
Additional objectives for the Oak Street project include providing streetscape enhancements in
key locations along Oak Street that address multi-modal transportation needs, safety for the
traveling public and locations for installation of the rain gardens. As part of the Water and
Wastewater Replacement Program certain water and sewer mains in the area will be replaced,
and the Streets Maintenance Program is also doing work in conjunction with this project.
OUTREACH
Public engagement and outreach efforts have been ongoing since the beginning of the DSIP work
in 2017 to gain support for the project and raise awareness of the flood risks in downtown and the
need for the proposed improvements. DSIP efforts were originally funded during the 2017/2018
BFO cycle to initiate data collection, alternatives analysis and conceptual designs for needed
stormwater infrastructure. This work was presented to City Council in December of 2019 where
the overall DSIP plan was outlined for Council.
Since that time, outreach efforts have been ongoing and have sought public input on key design
concepts. There have been two design workshops with neighboring businesses and residents, a
walking tour, and door-to-door outreach. There are two websites, an Oak Street project site
ourcity.fcgov.com/oak-street-workshop, and a DSIP site fcgov.com/utilities/downtown-
stormwater-improvement-plan/, social media presence and a dedicated phone number for the
project. The project has also been presented to several boards and commissions including City
Council, Water Commission, the Executive Leadership Team, Chamber of Commerce, Downtown
Development Authority, and the Arthur Ditch Board.
In addition to external engagement, the design team has coordinated and sought input from over
25 different City departments or groups to ensure their input and requirements are incorporated
into the final set of documents.
CITY FINANCIAL IMPACTS
The financial impacts of this project were taken into account with the most recent rate and debt
issuance forecasts provided to this Commission and the full City Council ahead of the 2023-24
Biennial Budget. A specific budget offer (BFO Offer 4.2) was made and adopted with the 2023
budget appropriation for the anticipated debt service costs associated with a $40M debt
issuance for this project. The debt issuance needed to fund this project is not expected to have
a significant negative impact on the financial health of the Stormwater Enterprise Fund.
The financial impact to our customers associated with this capital investment is reflected in the
most recent 10-year rate forecast and the 3.0% rate increase for monthly stormwater fees
approved for 2023. While the 3.0% rate increase will not fully fund the anticipated debt service
from this issuance, there exists sufficient operating margin to meet the additional funds needed
for debt service.
In considering whether a capital project is to be funded from existing reserves or through a debt
issuance, the use of current available reserves within the next 3 years is analyzed along with
the anticipated debt coverage associated with the additional debt. The table below shows the
inadequacy of the reserves to fund this project directly from reserves.
Based on preliminary market analysis the debt service associated with a 20 year issuance of
$40.0M is expected to be between $3.0M and $3.2M. The debt coverage ratio is expected to be
3.3 which is well above the bond covenant requirement of 1.15.
The debt issuance associated with this project will be presented to the Council Finance Committee in August
before going to the full City Council for First Reading on September 19th.
ATTACHMENTS
Attachment 1 – Oak Street – WC – 2023-07-23.pptx (and pdf)
Oak Street Stormwater
Improvements Project
July 2023
Heather McDowell, PE
Project Manager
Project Purpose 2
The Oak Street Stormwater
Improvements Project has
been identified as a top
priority stormwater project for
the City because it will
significantly contribute to
resolving the urban flooding
issues for downtown Fort
Collins neighborhoods and
businesses.
Project Goals 3
Goals of the Oak Street
Stormwater Project are:
To Reduce Flooding in
Downtown Fort Collins
Project Goals 4
To Improve Water Quality to the River
and Enhance Streetscapes
Influent to Udall Proposed Street Improvements
Rain Gardens (Water Quality Features)
Project Goals
Presentations and Outreach:
City Council, Water Commission, ELT, Chamber of
Commerce, DDA, Arthur Ditch Board, Otter Box / Blue
Ocean, Key Bank, CSU, Farmer’s Market
Events:
2 Design Workshops (June 2021, April 2022), Camp Sol
Online:
Website, with email signup for updates, DSIP Video,
Facebook Twitter, Dedicated Phone Number for the Public
https://ourcity.fcgov.com/oak-street-workshop
https://www.fcgov.com/utilities/oak-street-
stormwater-improvements-project
To Engage the Community
Internal Coordination and City Partners:
Engineering, Planning, Streets, Traffic Ops, Parks, Park
Planning, Forestry, Customer Connections, FC Moves,
APP, Light & Power, Broadband, Water Utility Field Ops,
Stormwater Masterplanning & Floodplain Admin, Key
Accounts, ERA, Historic Preservation
+25 Departments coordinated with and +100 individuals
across the City have been involved in this project in
some capacity since 2020
5
6Work To -Date
Data Collection & History
•Aerial Imagery (with drone)
•Detailed Ground Survey and Utility
Locates along 20 blocks in
downtown
•Interviewing residents
•SS and SW manhole investigations
•>200 Utility Potholes
•Geotech Drilling (4 bores, 7 wells)
•Groundwater Monitoring & Testing
Design & Modeling
•100% Design as of July 1st!
•Coordination with W/WW
Replacement Program, SMP
Program, Broadband installs
•SWMM Modeling and Floodplain
Impacts
•Pilot Study using 2D and 1D
softwares
Risk Identification
•Tunneling locations and extents
•Utility Crossings and Deep
Excavation
•Subsurface: Soil and/or
Groundwater concerns
•Weather and Construction in the
Floodplain
•Impacts to downtown businesses
and residents including public
safety
Cost Estimating
•Project Costs estimated from 60%
Cost Estimate
Construction RFP
•Post RFP in August
•Contractor on board by end of 2023
Oak Street Outfall
Construction 2001
7Project Costs
Item Details Cost
Design and Consulting Fees Consultant Design Team, Field Work & Data
Collection, Permitting, Cost Estimating, Public
Outreach
$2.20M
Estimated Construction Costs Construction, Permitting, Fees, Easements, Misc
Project Support, Public Outreach $39.50M
Total Overall $41.70M
Appropriated Funds To-Date From budget cycles 2019-2021 $2.92M
Anticipated Debt Service $38.78M
8Project Financing
Timeline 9
Conceptual (30%)
Design & Outreach
Jan 2021 - July 2021
Preliminary (60%) Design & Cost Confirm
Aug 2021–Feb 2022
Budget Process
Apr 2022 – Nov 2022
Final Design
June 2022 - July 2023
Design
Construction RFP & Contract
(July 2023 – Dec 2023)
Outreach
Info to Public on Construction Timeline
(Nov 2023 – May 2024)
Pre-Construction
Permits, Subs, Materials
(Jan 2024 - June 2024)
Construction
24-30 months estimated(July 2024– Dec 2026)
Construction
Financing
Council Finance Committee
Aug 2023
Debt Ordinance to Council
Sept/Oct 2023
Appropriation Ordinance to Council
Oct/Nov 2023
Appropriation of Funds
Dec 2023
Suggested Motion 10
I move that the Water Commission recommends
City Council approve the appropriation of funds
and issuance of debt to support the construction
of the Oak Street Stormwater improvements
Project.
Q&A 11
Questions?
Thank You 12
Heather McDowell, P.E.
Project Manager – Capital Projects
Fort Collins Utilities
(970) 416-8057
hmcdowell@fcgov.com
Lance Smith
Senior Director – Utilities Finance
Fort Collins Utilities
(970) 221-6524
lasmith@fcgov.com
CITY OF FORT COLLINS WATER COMMISSION
July 20, 2023
AGENDA ITEM SUMMARY
Appropriation Need for a New Utility Customer Information System and
Customer Portal
STAFF Lance Smith, Senior Director of Finance
EXECUTIVE SUMMARY
An appropriation ordinance is being brought for your consideration from the Light & Power, Water,
Wastewater and Stormwater enterprise funds’ available reserves. The use of these reserves is
necessary to implement a modern Utility Customer Information System – Customer Self Service Portal
(CIS-CX) Solution. This appropriation request is the second, and final, such request related to the new
CIS-CX.
The first request for $4.25M was made in March as the City was assessing vendor proposals. Those
funds were appropriated earlier so that the City could begin the process of temporarily increasing
staffing for the implementation while contract review and negotiations were being finalized. The City
has now identified the Vendor of Choice, reviewed the functional requirements in detail with that
vendor and negotiated terms of the contract sufficient to determine the amount of investment needed
to successfully deploy a new CIS-CX. This appropriation request of $9,700,000, if passed by the full City
Council, will provide the additional funding needed for all costs associated directly with the software
deployment, software testing, training, and the organizational change management associated with
moving onto a modern CIS-CX.
The total amount being requested for appropriation here is:
Software as a Service Implementation $3,250,000
Software Licensing through Implementation $2,400,000
Organizational Change Management $1,500,000
Testing Protocol Development and Testing $900,000
Training Development and Initial Training $900,000
Business Process Analysis and Alignment $750,000
Total $9,700,000
With this appropriation, this CIS-CX implementation will begin in October of this year and be fully
operational by the end of 2025.
ACTION REQUESTED
Does the Water Commission support the appropriation of these funds from respective utility’s
reserves to support the next phase of the modernization of the Utilities Customer Information
System?
BACKGROUND
In March the initial request for funds to move ahead with the selection, implementation and
deployment of a modern Utility Customer Information System – Customer Self Service Portal (CIS-CX)
Solution was brought to this Committee for consideration (See Attachment 1). Following the support of
this Committee at that meeting, an appropriation ordinance for $4,250,000 was adopted by the City
Council. Since that time, the following progress has been made on this effort:
• Following the 5 weeks of product demonstrations, the Core team deliberated before
the Vendor of Choice was selected and notified;
• Funding was secured through Ordinance No. 36, 2023 which allowed legal review of the
proposed service contract to begin, continued pre-project management and to begin
the process to temporarily backfill critical existing positions needed for this
implementation;
• Negotiations have been conducted on the City’s extensive contract requirements with
the Vendor of Choice and refinements made to the full implementation costs;
• Project staffing requirements and the project timeline have been refined.
At that time it was explained that a second appropriation would be necessary before the capital
investment is fully funded and the service contract could be signed. Costs associated with the full scope
of the solution including data migration, software interfaces, business process mapping, organizational
change management, testing and training, as well as the direct implementation of the selected CIS-CX,
have been defined, discussed and negotiated by the outside project management consultants, the
Vendor of Choice and Fort Collins Utilities. The funds being requested for the second, and final,
appropriation associated with this software implementation will be utilized as follows:
Software as a Service Implementation $3,250,000
Software Licensing through Implementation $2,400,000
Organizational Change Management (OCM) $1,500,000
Testing Protocol Development and Management $900,000
Training Development and Initial Training $900,000
Business Process Analysis and Alignment $750,000
Total $9,700,000
Software as a Service Implementation - $3,250,000
All of the Vendor of Choice’s direct costs associated with the implementation itself are included here.
The chosen solution is a hosted solution, meaning that it will reside on software servers owned and
maintained by the Vendor of Choice. A dedicated implementation is expected to provide over 22,000
hours toward this implementation during the 24-month implementation schedule.
Software Licensing through Implementation - $2,400,000
Because this is a hosted software solution, the Vendor of Choice will begin realizing most direct costs
associated with having a dedicated server at the beginning of the implementation. As such, monthly
subscription fees will begin with the implementation itself, rather than at the time of going into
production. Subscription fees will increase over time due to customer growth over a certain number and
with modest, annual inflationary adjustments per contractual terms.
Organizational Change Management - $1,500,000
The current utility billing system will have been in place for over 20 years before this 24-month
implementation is completed. Software capabilities have increased tremendously over the past 20
years which is one of the primary reasons for this modernization. This change will require strategic
change management to be a successful transformation of the utility customer experience. Outside
change management consultants will work together with internal change agents to ensure the success
of this implementation while allowing employees to adapt and embrace this change.
Change management will be approached from both an organizational perspective as well as a more
direct project perspective. From an organizational perspective outside change management consultants
will work with Utility staff and leadership to mature the OCM capability within the organization. More
specifically, focusing on how the new CIS-CX solution will be a major change itself, change management
strategies will be developed and deployed to ensure the success change to this transformational
application.
Testing Protocol Development and Management - $900,000
Testing is critical to any software upgrade, especially those that are intended to be seamless and
consistent with previous software. This implementation will require rigorous functional testing, system
integration testing, operational readiness testing, stress testing, and regression and user acceptance
testing. Testing scripts will have to be developed consistent with current and anticipated rate structures
and business processes.
Software as a Service (SaaS) is becoming more and more common with modern utility billing systems.
There are several advantages to SaaS over traditional utility-hosted billing systems including having
access to the latest releases of the software solution. However, in order to most efficiently manage all
SaaS clients, it is necessary for software vendors to minimize the number of different release
configurations clients are running at any given time. This is done through required software releases to
clients throughout the year. Because of this, testing is done not just during the initial implementation
but also throughout the life of the solution with new releases.
Training Development and Initial Training - $900,000
Any new application requires some training but a software application that is this critical to Utilities’
success requires extensive training to ensure that employees understand and are confident and capable
of utilizing the new CIS-CX. A Training Manager will help the City conduct a training needs assessment
before developing training strategies, course curriculums and end user training materials specific to the
job duties of each end user. All employees who will be utilizing the new CIS-CX will be trained prior to
using the solution in their capacity.
Business Process Analysis and Alignment - $750,000
The new CIS-CX will be capable of supporting current rate structures and customer services and through
regular updates will adapt as those change in the future. In order to understand how changes to any
existing business processes may affect customers, it is necessary to understand all business processes
that are part of the Meter to Cash lifecycle of each utility service provided. All existing business
processes with touch points to the Meter to Cash lifecycle will be documented in an “As Is” state and
then refined into a “To Be” state through workshops with subject matter experts and end users. These
documented business processes will then serve as the basis for developing the necessary testing,
training and future business process improvements.
Financial Considerations
Appropriation by Enterprise Fund
As the customer information and billing system is needed by each utility to generate monthly operating
revenues, each utility requires such a system and therefore should contribute to the upgrade or
replacement of such a system. While some rates are more complicated than others and some require
meter consumption data to assess, billing for each utility requires much of the same information as any
other utility. Because electric monthly charges are more complicated than flat stormwater rates and
unmetered wastewater use, there are additional billing components for billing electric customers.
Hence, it is appropriate to attribute more of the shared costs to Light & Power. A similar argument
applies to Water billing. The annual subscription costs for this system are divided between the four
utilities as follows:
Light & Power 50.0%
Water 25.0%
Wastewater 12.5%
Stormwater 12.5%
This same cost sharing ratio is proposed for the implementation costs:
Light & Power $4,850,000
Water $2,425,000
Wastewater $1,212,500
Stormwater $1,212,500
$9,700,000
The total expected cost of implementing a modern, SaaS customer billing and portal will not exceed the
combination of this and the previous appropriation requests:
First Appropriation (Ordinance No. 36, 2023) $4,250,000
Second Appropriation $9,700,000
Total Requested Appropriations $13,950,000
Enterprise Fund Reserve Balances
The funds being requested herein will need to come from available reserves of each utility. These funds
are above and beyond funds set aside within the reserves to meet minimum fund balance requirements
and any previous appropriations made but not yet spent. As the table below shows, each enterprise
fund has sufficient available reserves for both anticipated appropriations related to modernizing the CIS-
CX solution.
STAFF RECOMMENDATION
Staff recommends supporting this appropriation.
SUGGESTED MOTION
I move that the Water Commission supports bringing an appropriation ordinance forward for the
consideration of the full City Council to support the licensing and full implementation of the
modernization of the Utilities Customer Information System – Customer Self Service Portal.
ATTACHMENTS:
Attachment 1 – PowerPoint presentation
($ are in millions)Light & Power Water Wastewater Stormwater
Available Reserves EOY 2022 $29.0 $45.1 $19.5 $15.0
LESS 2023-24 BFO Investments ($4.7)($19.1)($7.2)($1.6)
LESS Initial CIS-CX Appropriation ($2.1)($1.1)($0.5)($0.5)
Estimated Available Reserves $22.2 $24.9 $11.8 $12.9
Amount Being Requested ($4.9)($2.4)($1.2)($1.2)
Remaing Available Reserves $17.3 $22.5 $10.6 $11.7
Utilities Billing System
Appropriation
07/20/2023
Lance Smith
Senior Director of Finance for Utilities
2Customer Information System – Customer Self-Service Portal
What: A modern customer portal and billing system on a hosted platform
Why: Replacing our 22-year-old billing system is essential to providing Fort Collins Utilities customers
the best and safest best customer experience to interact with their community owned utility. Our priority is
to provide accurate billing, convenient billing solutions, and comprehensive real time data that enhances
our customer's understanding of how they use energy and water and how much they cost.
When: October 2023 – 2025
At what cost:
1st Appropriation $4,250,000
2nd Appropriation $9,700,000
Total Solution Implementation $13,950,000
Ongoing Annual Subscription Fees $1,250,000 / yr.
3Use of Funds From the First Appropriation Request
Project Management
•Managing project scope, installation plans, schedule and budget
•Minimizing project risks by proactively addressing issues as they arise
•Addressing staffing challenges for the Solution Provider and City
Quality Assurance
•Product testing and process validation
•Establishing clear service level expectations
•Ensuring project requirements are met within the initial project scope
Contract Review
•Outside Counsel review of the Vendor of Choice’s agreement and functional requirements are met
Contractual Staffing
•Allow existing staff to focus on ensuring the new solution will meet business requirements
4Additional Appropriation Requested
Software as a Service Implementation $3,250,000
Software Licensing through Implementation $2,400,000
Organizational Change Management (OCM) $1,500,000
Testing Protocol Development and Management $900,000
Training Development and Initial Training $900,000
Business Process Analysis and Alignment $750,000
Total $9,700,000
5Use of Funds From the Second Appropriation Request
Software as a Service (SaaS)
•Dedicated host platform created and subscribed software modules loaded
•Software interfaces established and customer data transferred
Software Licensing
•Software subscription fees are paid monthly
Organizational Change Management
•Outside certified Change Management Consultants will partner with internal Change Agents to ensure a
successful implementation and engaged end users
•Increased organizational change management capabilities
Testing Protocol Development and Management
•Testing protocols will be developed and executed throughout implementation and future releases
Training Development and Initial Training
•Training strategies and materials will be developed and deployed following a needs assessment
Business Process Analysis and Alignment
•All business processes in the Meter to Cash lifecycle will be documented and optimized
6Available Reserves
($ are in millions)Light & Power Water Wastewater Stormwater
Available Reserves EOY 2022 $29.0 $45.1 $19.5 $15.0
LESS 2023-24 BFO Investments ($4.7)($19.1)($7.2)($1.6)
LESS Initial CIS-CX Appropriation ($2.1)($1.1)($0.5)($0.5)
Estimated Available Reserves $22.2 $24.9 $11.8 $12.9
Amount Being Requested ($4.9)($2.4)($1.2)($1.2)
Remaing Available Reserves $17.3 $22.5 $10.6 $11.7
7Suggested Motion
I move that the Water Commission supports bringing an appropriation ordinance
forward for the consideration of the full City Council to support the licensing and full
implementation of the modernization of the Utilities Customer Information System –
Customer Self Service Portal