HomeMy WebLinkAbout03/20/2025 - Water Commission - AGENDA - Regular MeetingWATER COMMISSION
REGULAR MEETING March 20, 2025
03/20/2025 Agenda (revised 03-13-2025) Page 1 of 3
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1. CALL TO ORDER (5:30 PM)
2. ROLL CALL
3. AGENDA REVIEW
4. PUBLIC PARTICIPATION (3 minutes per individual)
5. APPROVAL OF MINUTES: Feb. 20, 2025
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WATER COMMISSION
REGULAR MEETING March 20, 2025
03/20/2025 Agenda (revised 03-13-2025) Page 2 of 3
6. UNFINISHED BUSINESS
None
7. NEW BUSINESS
a. Staff Reports
i. Financial Monthly Report
(Meeting packet only/No presentation/Staff available for questions)
(5 minutes)
Joe Wimmer, Utilities Finance Director
ii. Memo: Items Relating to Code Updates for Water Utility Fees
(Meeting packet only/No presentation/Staff available for questions)
(5 minutes)
Randy Reuscher, Lead Analyst, Utility Rates
Two minor code updates on consent calendar for April 1
City Council meeting.
iii. Water Efficiency Plan
(Discussion and feedback only/No action requested)
(Presentation: 15 minutes, Discussion: 15 minutes)
Alice Conovitz, Water Conservation Specialist
b. Regular Items
i. Oak Street Stormwater Project – Additional Appropriation
(Presentation: 20 minutes, Discussion & Action: 10 minutes)
Matt Fater, Director, Civil Engineering
Heather McDowell, Special Projects Manager
Staff will provide an update on the construction of the Oak Street
Stormwater Improvements Project as well as request a recommendation
to City Council regarding a supplemental budget appropriation.
8. COMMISSIONER REPORTS
(Committees, event attendance, etc.)
WATER COMMISSION
REGULAR MEETING March 20, 2025
03/20/2025 Agenda (revised 03-13-2025) Page 3 of 3
9. OTHER BUSINESS
(Commissioner concerns, announcements)
a. Recognition of Outgoing Commissioners Eldridge and Primsky
Gratitude and thanks for their contributions for terms ending March 31.
b. Reappointment and New Commissioners
i. Commissioner Herman has been reappointed.
ii. Commissioners Laura Chartrand and Carson Madryga will join the
Water Commission in April.
c. Officer Election in May
Chairperson Radin will ask commissioners to consider nominating
themselves or others for Chairperson and Vice Chair at the May 15 regular
meeting.
d. 2025 Tours for Water Commissioners
Chairperson Radin will ask commissioners of any interest in touring
projects or facilities in late summer or early fall. Possible tours:
i. Water Quality Lab & Pollution Control Lab
ii. Meadow Springs Ranch
e. Work Session: April 3
i. Director of Water Field Operations (WFO) Andrew Gingerich will
present an update on WFO projects, and seeks commissioners’
feedback on any related topics of interest they would like to see
included in the presentation and discussion.
ii. Senior Director of Integrated Water Sciences and Planning Jill
Oropeza will provide a recap of One Water Strategic Planning-
Phase I and a look ahead at Phase 2.
10. ADJOURNMENT (7:30 PM)
Page 1 of 5 DRAFT Unapproved MINUTES
Water Commission DRAFT unapproved MINUTES
REGULAR MEETING
Thursday, February 20, 2025 – 5:30 PM
222 Laporte Ave., Fort Collins, CO 80521
The Water Commission advises the City Council regarding water, wastewater and
stormwater policy issues such as water rights, planning, acquisition and management,
conservation and public education, floodplain regulations, storm drainage and
development design criteria. Read more: https://www.fcgov.com/cityclerk/boards/water
1. CALL TO ORDER (5:35 PM)
2. ROLL CALL
a. Board Members Present: Chairperson Jordan Radin, Vice Chair Tyler
Eldridge; Commissioners Richard Kahn, Paul Herman, Nick Martin, Nicole Ng,
Greg Steed. (Vice Chair Eldridge and Commissioner Steed attended remotely
via Teams and arrived after minutes approval due to technical difficulties.)
b. Board Members Absent: James Bishop, John Primsky
c. Staff Members Present: Jill Oropeza, Nicole Poncelet-Johnson, Matt Fater,
Jeremy Woolf, Julia Feder, Gregg Stonecipher, Leslie Hill
d. Guests: Rob Graves, Lori Graves
3. AGENDA REVIEW
4. COMMUNITY MEMBER PARTICIPATION: None
5. APPROVAL OF MINUTES: Nov. 21, 2024
• Commissioner Herman moved to approve the minutes as presented
• Commissioner Ng seconded the motion
• Vote on the motion: passed unanimously 5-0
6. UNFINISHED BUSINESS: None
7. NEW BUSINESS
a. STAFF REPORTS
(See https://www.fcgov.com/cityclerk/boards/water for meeting documents
including presentations)
i. Financial Monthly Report. A commissioner inquired about operating
revenue compared to budget. Staff listed the following reasons: warm
and dry weather, increased demand, and a rare 90-degree day in
October.
Page 2 of 5 DRAFT Unapproved MINUTES
ii. Dec. 19 Memo to Council: “2024 Fall Water Quality Update – Upper
Cache la Poudre Watershed.” Commissioners inquired whether there
were any issues of concern mentioned by staff in the memo or report:
there were none.
iii. Draft 2025 Natural Areas Strategic Framework
Natural Areas Environmental Planning Manager Julia Feder
presented the framework, which has been in the works for a year and
a half and is in the revise plan phase, with a draft plan available for
public comment. Key considerations voiced by many community
members: “Protecting water bodies and water quality are highly
valued.”
The framework provides grounding direction for the department’s
Conservation and Stewardship Planning process and serves as an
update to the 2014 Natural Areas Master Plan. It aims to define a 10-
year vision and department values, in addition to updating existing
goals.
Ms. Feder informed the Water Commission that the draft document is
now available for public review at https://ourcity.fcgov.com/natural-
areas-strategic-framework, and requested comments through the
online questionnaire or their staff liaison.
Staff will revise the draft plan according to public comments in April
and will return to Water Commission on May 15 for a
recommendation to City Council per the commission’s request. The
updated plan is scheduled for adoption by Council on June 17.
Discussion Highlights: Commissioners commented on or inquired
about various related topics including what appears to be competing
goals (balancing public access vs. strengthening habitats, to which
Ms. Feder replied by explaining staff uses various assessment tools
for prioritizing ecological stewardship), whether the draft plan will
affect existing projects (Yes: now is a good time in various large
projects for staff to apply the framework; for example, the Arapaho
Bend project is in early stages of using Budgeting for Outcomes
funding toward conceptual planning -- 60 to 90 percent design -- over
the next two years); whether Natural Areas staff works in partnership
with Water Utilities staff on projects involving bodies of water,
particularly those that act as ditches to move water from one area to
another (Ms. Feder replied the Water Utilities staff are among their
closest working partners within the City – particularly Stormwater
Engineering and Development Review division, stream rehabilitation
program, and Water Quality Services division – to discuss common
goals and leverage City dollars in the most strategic way).
iv. One Water Utilities Biannual Update
One Water Executive Director Nicole Poncelet-Johnson presented
the first of two updates this year. Presentation covered (a) Utilities’
Customer Service & Administration (CS&A) reorganization, (b) Key
Projects Update, and (c) 2025 One Water Goals.
Page 3 of 5 DRAFT Unapproved MINUTES
(a) CS&A has disbanded and groups have been reassigned to City
Finance, City Communications & Public Involvement Office (CPIO),
Light & Power, and One Water.
Water Conservation division is now reporting to Integrated Water
Sciences & Planning within One Water. The Engineering and Capital
Projects team are recipients of (1) an external stakeholder
engagement specialist and (2) an asset management data scientist.
Utilities is paying for positions regardless of where they landed, to
support Utilities-related work.
(b) 2025 One Water Goals: see complete list in presentation within
agenda meeting packet. Highlights: sustain river and healthy
watersheds while delivering high-quality water; establish enterprise
project management office; Halligan Water Supply Project; complete
One Water Laboratory land acquisition and funding strategy, and
initiate design; leverage Water Commission’s expertise; improve
water district partnerships; workforce and talent funnel development.
Discussion Highlights: Commissioners commented that they would
like to work with staff to align the Water Commission Annual Work
Plan with these goals and serve as a resource to staff.
8. BOARD MEMBER REPORTS: None
9. OTHER BUSINESS
a. Commissioner question: Consider revising regular meeting frequency given
cancellation rate
i. Discussion Highlights: A commissioner proposed fewer regular
meetings and work sessions given the number of cancellations over
the past year. Discussion included various ideas to address this
issue, such as reviewing agendas further in advance (60 days) to fill
the agenda with meaningful topics or cancel, while also maintaining
flexibility for agenda items that may come up on short notice that are
related to (a) staff requests for the Water Commission
recommendations to Council ahead of Council approval or adoption,
and (b) the Water Commission’s role as a quasi-judicial body for
floodplain variance request hearings.
b. Commissioner question: In light of California wildfires, what is Fort Collins
Utilities’ readiness to provide adequate water supply for responding to urban
wildfires?
i. Discussion Highlights: Ms. Oropeza and Ms. Poncelet-Johnson
explained that such urban wildfires are wind-driven events that no
urban water system, on that scale, has the ability to fight. Most water
distribution systems are designed to fight a house fire, not multiple
blocks.
That said, there is a broader conversation needed. Ms. Oropeza
Page 4 of 5 DRAFT Unapproved MINUTES
shared that opportunities exist within the water system to address
operational readiness, standard operating procedures, and additional
measures, such as partnership with colleagues in other City
departments who work on such issues as vegetation management
and emergency preparedness; that process is kicking off within the
next several months.
Commissioners and staff mentioned related topics such as building
codes, water supply, Poudre Fire Authority, design, infrastructure,
and partnering with local water districts to help provide water to a
certain area in the case of such large-scale urban emergencies. In
the case of the Southern California wildfires, the wind decreased,
and additional fire fighters came on the scene, contributing to their
ability to contain the fires.
Water Treatment Facility Plant Director Gregg Stonecipher shared
that there are high-level, policy, philosophical, and mission-oriented
questions that staff need to answer. Public health is engrained in
every water utility employee as the primary mission. At the same
time, water utilities in the state were founded on the mission of fire
protection. Mr. Stonecipher posed the question: at what point do
community members not care whether the water is safe to drink as
long as we prevent their houses from burning down?
Senior Director of Integrated Water Operations Jeremy Woolf pointed
out that in the recent Los Angeles-area wildfires they lost power to
pumps and water distribution system. City of Fort Collins’ Water
Treatment Facility is supplied by two different circuits from one
substation providing redundant power to the Water Treatment
Facility, plus the electrical distribution system is underground, which
provides additional logistical advantage and resiliency.
Staff has had preliminary discussions about (a) volume of water in
storage tanks and how they’re operated at different times during the
year, as well as (b) ideas for the water system’s future that would
require investment and time.
Mr. Stonecipher added that one huge advance of the City’s water
distribution system is that it's gravity-fed; a loss of power doesn’t
necessarily mean a loss of water pressure for most of the system.
c. Staff recommends Water Commission reschedule the June 19 regular
meeting to June 26 due to Juneteenth holiday (City offices will be closed).
Discussion Highlights: Commissioners agreed to the recommendation.
d. Staff recommends Water Commission consider as the date approaches:
reschedule Dec 18 regular meeting to Dec 4 work session due to its proximity
to the holiday.
Discussion Highlights: Commissioners agreed to the recommendation.
Page 5 of 5 DRAFT Unapproved MINUTES
e. 2025 Work Sessions (1st Thursdays of even-numbered months) will be
located at Utilities Service Center, 700 Wood St., unless otherwise noted>
Discussion Highlights: Commissioners acknowledged the announcement.
f. Water Resources Archive at Colorado State University
• Patricia J. Rettig, Water Resources Archive at CSU, shared links to
the City of Fort Collins Water Board meeting documents and papers of
former chairperson Norm Evans (meeting agendas, minutes, reports,
correspondence, his notes, and reports from other municipal water
systems that he collected)
• Papers of Norman A. Evans (full collection)(1906-2014)
• Fort Collins Water Board section (1954-2014)
Discussion Highlights: Commissioners acknowledged the resources.
g. Reminder: Council Code of Conduct instructs Boards and Commissions
members to identify themselves and clarify whether they are speaking
personally or as a representative when providing public comment
• Link to code
• The code is listed on the City Clerk’s website
Discussion Highlights: Commissioners acknowledged the
announcement.
h. Reminder: Respectful Workplace Policy applies to all City employees,
Boards and Commissions, and City Council
• Link to policy
• The policy is on the City’s website under Legal Disclaimers > Notice of
Non-Discrimination
Discussion Highlights: Commissioners acknowledged the
announcement.
10. INTRODUCTION OF 2025 STAFF LIAISON: Senior Director of Integrated Water
Sciences and Planning Jill Oropeza introduced herself and shared that she’s glad
to serve in this role. She mentioned Business Support III Katherine Martinez, out
due to illness, as the other half of the commission support duo this year.
11. ADJOURNMENT (7:00 PM)
Minutes to be approved by the Chair and a vote of the Water Commission on 03/20/2025
Signature:
Water
Wastewater
Stormwater
$33,505,000
$37,491,702
Budget
Actual
Operating Revenues
$28,500,172
$27,073,002
Budget
Actual
Operating Expenses
$24,670,000
$25,603,587
Budget
Actual
Operating Revenues
$17,948,126
$16,589,089
Budget
Actual
Operating Expenses
$18,960,000
$23,181,598
Budget
Actual
Operating Revenues
$10,852,327
$9,698,549
Budget
Actual
Operating Expenses
Water Fund Revenue
in thousands Percent of Year 100.0%
December Year to Date
Actual
Over/
(Under)Budget Actual
Over/
(Under) Inc/(Dec)
% Bud
Recvd % Act Recvd
2024 2024 Bud 2024 2024 2024 Bud 2023 2024 2023
Residential Water Sales $ 1,205 * $ 78 $ 18,210 $ 18,925 $ 715 (A)$ 2,477 104% 115%
Com/Indl Water Sales 571 * (42) 9,970 10,681 711 (B)1,280 107% 114%
Excess Water Use Surcharge 141 * (29) 630 1,839 1,209 898 292% 195%
District Water Sales 360 * 172 2,060 2,970 910 (C)508 144% 121%
Other Water Sales 36 * 13 825 1,134 309 591 137% 209%
PILOTs 115 0 1,810 1,941 131 232 107% 114%
Operating Revenue 2,428 192 33,505 37,492 3,987 5,986 112% 119%
Interest Revenue 288 196 1,105 2,527 1,423 (D)542 229% 127%
Development Fees/PIFs/Contributions 179 45 1,615 2,614 999 (E)1,306 162% 200%
Financing Sources 361 361 0 367 367 212 236%
Other Misc.110 (87) 420 479 59 (F)144 114% 143%
Total Lapsing Revenue**3,366 706 36,645 43,479 6,834 8,191 119%123%
Non-lapsing Revenue 15 66 (4)
TOTAL**$ 3,382 $ 43,545 $ 8,187
Variance Analysis:
(A)
(B)
(C)
(D)Per Treasury: higher than budgeted income due to being able to take advantage of the higher bond yields the market has been producing.
(E)
(F)
*
**
Overly conservative budget estimate for FCLWD (corrected in 2025-26 budget) as well as additional revenue due to temporarily providing water during the Soldier Canyon plant shut down.
Residential Water Sales were 3.9% over budget and 15.1% more than 2023.
Note: Water rate increase of 4.0% for 2024, as budgeted.
Commercial/Industrial Water sales were 7.1% over budget and 13.6% more than 2023.
December billed revenue is for November and early December.
Excludes transfers and unrealized gain/loss on value.
Repair Charges $175 (received settlement for AB Transmission Main that was struck).
Contribution in Aid of Construction $474 (FCLWD and NWCWD payment for 2014 Pleasant Valley Pipeline Munroe Turnout Screen and Sedimentation Basin), Water Rights $372 (mainly a large
senior living complex in February), and Plant Investment Fees $73 (would have been under if not for Accounting recognition of $496 from unearned revenue related to 2019 FCLWD loan
prepayment).
Water Fund 2024 Department Expense
In thousands `Percent of Year 100.0%
December Year to Date
Actual
(Over)/
Under YTD Bdgt Actual
(Over)/
Under (Inc)/Dec
Actual +
PO's
Spent &
Committed
2024 2024 Bud 2024 2024 2024 Bud 2023 2024 by PO's
Water Treatment $ 749 $ (88) $ 6,557 $ 6,534 $ 23 $ (353) $ 6,576 100%
Water Resources 143 (53) 3,548 3,344 203 (37) $ 3,344 94%
Water Quality Lab 131 1 1,294 1,306 (13)(A)(84) $ 1,306 101%
Subtotal WR&T $ 1,023 $ (139) $ 11,399 $ 11,185 $ 214 $ (473) $ 11,226 98%
Transmission & Distribution 452 15 3,844 3,878 (34)(B)133 $ 3,902 102%
Water Meters O&M 112 (34) 1,348 1,109 238 (C)(205) $ 1,109 82%
Engineering 49 44 941 438 503 (D)146 $ 438 47%
Subtotal WEFS 612 26 6,133 5,425 708 75 $ 5,450 89%
Water Conservation 143 (10) 1,327 1,063 264 (E)24 $ 1,063 80%
PILOTs 115 0 1,810 1,941 (131)(F)(231) $ 1,941 107%
Admin Services - CS&A 439 (0) 5,270 5,270 (0) (391) $ 5,270 100%
Other Payments & Transfers 200 492 2,561 2,188 373 (G)24 $ 2,188 85%
Subtotal Operating Expenses $ 2,532 $ 368 $ 28,500 $ 27,073 0 $ 1,427 $ (973) $ 27,139 95%
Debt Service 0 0 0 0 0 0 $ 0
Minor Capital 76 607 1,924 869 1,054 (H)(52) $ 934 49%
Total Lapsing $ 2,608 $ 975 $ 30,424 $ 27,942 $ 2,482 $ (1,025) $ 28,073 92%
Non-lapsing Expenses 3,353 14,197 (1,752)
TOTAL $ 5,961 $ 42,139 $ (2,777)
Variance Analysis:
(A)
(B)
(C)
(D)
(E)
(F)
(G)
(H)
Personnel ($47) (position budgeted 100% at PCL but should have been 50/50 PCL/WQL and no vacancies), offset by Federal Gov't Services $19 (haven't received Q4 USGS invoice, pursuit underway).
$185 related to BFO offer 4.40 for Meter Crawlspace Conversions due to contractor for meter box installations awarded in early May and delays in getting mailing addresses, under budget by year-end and $147 encumbered
and working toward extending the work order completion date to utilize the PO carryforward process and continue work in 2025) and other small underspends.
Street & Bridge Maint. ($108) and Traffic Control ($76) (95 water main breaks 4 year average is 98, overages due to repairs after planned work and increased costs for asphalt patching (up 30%) and concrete repairs from
Streets (Streets labor up 8-10%, equipment costs up, etc.)), Clothing Supplies ($17) (clothing allowance doubled this year due to inflation and comparing clothing spend in other water operations), Building Maintenance ($12)
(number of office upgrades, furniture, etc.), Food & Meals ($16) (increased frequency of crew appreciation lunches and team sit-downs and increased cost), Vehicle Repair ($11) (had to replace transmissions on backhoe and
loader), offset by Personnel $100 (vacancies, conservatively budgeted Allocations Out offset by Hourlies, Standby Pay, and Termination Pay), Solid Waste Services $31 (recycled soil to county sites instead of hauling to
landfill, avoiding landfill fees), Motor Fuel, Oil, and Grease $29 (conservatively budgeted per Ops Services, historically underspent), Tools & Related Supplies $24 (intentionally underspent by delaying purchases to help offset
overages), and Other Professional & Technical $27 (reactionary item).
Consulting $121 (CIS project paying for MyWater/Watersmart), High Efficiency Rebate $65, Urinal & Toilet Rebates $40 (spending depends on projects and is highly variable, but are expecting a large multi-family invoice to
come in Dec), Personnel $15 (Primarily in hourly labor offset by Regular labor and Assumed Vacancy Factor (no vacancies)), Water Efficient Landscape Rebates $47 (still approving project costs for participants), and
Conservation Incentives $10 (Natural Areas paying for Garden in a Box intended to use this for XIP minor amendments), offset by Grants ($24) (revised programming, overage offset in Water Efficient Landscapes), and City &
Community Programs ($17).
Water Treatment: Consulting $161 (might spend down depending on timing, e.g. Asset Risk & Resiliency Assessment), Water Filter Material $134 (media replacement performed as part of capital project and 25-26 BFO offer
reduced), Security Equipment $51, Construction Contracts $44, Other Capital Outlay $38, Mechanical & Heavy Equipment $26, and Engineering Services $16, Computer Hardware $15, and Lab Supplies $12, offset by
Building Improvements ($21), Building Maintenance Services ($17) (for annual inspections and repairs to existing roofs), and Machinery & Equipment Parts ($11). Transmission & Distribution: Mechanical & Heavy Equipment
$630 (awaiting delivery and upfitting for 2 dump trucks delay related to clean energy grant agreement - carrying forward $419; $62 as vehicle swap hadn't posted at time of report) and Motor Vehicles ($49) (purchased an extra
F150 that wasn't budgeted for and want to take advantage of $8 grant match).
Consulting $277 ($200 dedicated to BFO offer 4.5 Large Valve Maintenance, which is on hold until Purchasing Policies around emergency repairs are figured out; considering reappropriation), Personnel $165 (vacancies),
Other Professional & Technical $18, and Software Maint. & Support $15.
Contingency $500 offset by Legal Services ($88) (related to Open International lawsuit) and Building Maintenance Services ($47) (unanticipated repairs to 701 Wood St).
PILOTs (Payment In Lieu Of Taxes) are 6% of operating revenues that are paid to the General Fund. Revenue is over budget thus this expense is as well.
Wastewater Fund Revenue
in thousands Percent of Year 100.0%
December Year to Date
Actual
Over/
(Under)Budget Actual
Over/
(Under) Inc/(Dec)
% Bud
Recvd % Act Recvd
2024 2024 Bud 2024 2024 2024 Bud 2023 2024 2023
Residential WW Sales $ 1,451 * $ 68 $ 16,860 $ 17,092 $ 232 (A)$ 529 101% 103%
Com/Indl WW Sales 446 * 39 5,790 6,210 420 (B)334 107% 106%
District WW Sales 37 * 2 420 450 30 23 107% 105%
Other WW Sales 34 * 18 210 429 219 (C)33 204% 108%
PILOTs 116 8 1,390 1,424 34 51 102% 104%
Operating Revenue 2,084 135 24,670 25,604 934 971 104% 104%
Interest Revenue 163 114 582 1,505 923 (D)351 259% 130%
Development Fees/PIFs/Contributions 175 97 935 867 (68)(E)210 93% 132%
Financing Sources 62 62 0 139 139 139
Other Misc.40 (375) 489 159 (331)(F)8 32% 105%
Total Lapsing Revenue**2,523 33 26,676 28,273 1,597 1,678 106%106%
Non-lapsing Revenue 0 0 (4)
TOTAL**$ 2,523 $ 28,273 $ 1,674
Variance Analysis:
(A)
(B)
(C)Septage Treatment Charge $216.
(D)
(E)Plant Investment Fees ($93).
(F)
*
**
Residential sales were 1.4% over budget and 3.2% more than YTD 2023.
Commercial/Industrial sales were 7.2% over budget and 5.7% more than YTD 2023.
Excludes transfers and unrealized gain/loss on value.
Per Treasury we should have higher than budgeted income due to being able to take advantage of the higher bond yields the market has been producing.
Ordiance 179 created budget for unanticipated revenue.
December billed revenue is for November and early December.
Note: Wastewater rate increase of 4.0% for 2024, as budgeted.
Wastewater Fund 2024 Department Expense
In thousands Percent of Year 100.0%
Excludes depreciation and transfers
December Year to Date
Actual
(Over)/
Under YTD Bdgt Actual
(Over)/
Under YTD (Inc)/Dec
Actual +
PO's
% Bud Spent &
Committed
2024 2024 Bud 2024 2024 2024 Bud 2023 2024 by PO's
Water Reclamation & Biosolids $ 735 $ (20) $ 7,120 $ 6,571 $ 549 (A)$ (148) $ 6,571 92%
Pollution Control Lab 138 (3) 1,386 1,247 139 (43) 1,247 90%
Subtotal WR&T 872 (23) 8,506 7,818 688 (191) 7,818 92%
Trunk & Collection 225 (24) 2,064 1,976 88 (167) 1,976 96%
Engineering 54 5 661 457 204 (B)21 457 69%
Subtotal WEFS 279 (19) 2,725 2,433 293 (146) 2,433 89%
PILOTs 114 (4) 1,390 1,422 (32) (49) 1,422 102%
Admin Services - CS&A 257 0 3,085 3,085 0 (226) 3,085 100%
Other Payments & Transfers 196 492 2,242 1,831 410 (176) 1,831 82%
Subtotal Operating Expenses $ 1,718 $ 447 $ 17,948 $ 16,589 $ 1,359 $ (789) $ 16,589 92%
Debt Service 0 2,099 2,287 2,287 0 $ (166) 2,287 100%
Minor Capital 442 (66) 1,327 841 486 (C)$ 243 841 63%
Total Lapsing $ 2,161 $ 2,479 $ 21,563 $ 19,718 $ 1,845 $ (711) $ 19,718 60%
Non-lapsing Expenses 1,391 7,722 (1,413)
TOTAL $ 3,551 $ 27,440 $ (2,124)
-$ 0
Variance Analysis:
(A)
(B)
(C)
Under budget in Personnel $127 (Vacancies), Consulting Services $192 (POs for ongoing projects have been carried forward into 2025), Machinery & Equipment Parts $100, Other Prof & Tech Services
$82 (Change in requirements are delaying work. POs carried forward into 2025), Land Maintenance Services $30, Software Maint & Support Serv $24, Conference and Travel $22, Legal Services $11
(No ongoing cases.), and Education & Training Services $10. Offset by Laboratory Supplies ($16) (More supplies needed than expected), Vehicle Repair services ($22) (High mileage work truck needed
repairs), Electricity ($34) (Warmer weather than anticipated, construction projects underway and rate increases), Chemical Supplies ($68) (Other Chemical Supplies $115, Sodium Hypochlorite ($1),
Ferric Chloride ($5), Magnesium Chloride ($42), Carbon ($31), Polymer ($36), Magnesium Chloride ($42), Magnesium Hydroxide ($67).
Under budget in Personnel $56 (Vacancies), Consulting Services $89 (POs carried forward into 2025), Other Prof & Tech Services $23, and Software Maint & Support Serv $10.
Trunk & Collection $751: Mechanical & Heavy Equipment $808 (POs carried forward into 2025. Awaiting JE to process for internal purchase of large vehicle). Offset by Motor Vehicles and Accessories
($57), Water Reclamation & Biosolids $57: Motor Vehicles and Accessories $165(Used to offset overage in Plant & Garage Equipment.), Other Equipment $20, and Security Equipment $13. Offset by
Mechanical & Heavy Equipment ($17), Plant & Garage Equipment ($124) (Purchased miscellaneous replacement parts for equipment. Offset by underspend in Motor Vehicles and Accessories.),
Pollution Control Lab: $10 Other Equipment (Used for unexpected repairs. Needs did not exceed the budget).
Stormwater Fund Revenue
in thousands Percent of Year 100.0%
December Year to Date
Actual
Over/
(Under)Budget Actual
Over/
(Under) Inc/(Dec)
% Bud
Recvd % Act Recvd
2024 2024 Bud 2024 2024 2024 Bud 2023 2024 2023
Single Family Residential SW Services $ 748 * $ 20 $ 8,560 $ 8,834 $ 274 (A)$ 251 103% 103%
Non-single Family SW Services 908 * 55 10,400 10,769 369 (B)309 104% 103%
Operating Revenue 1,656 74 18,960 19,602 642 561 103% 103%
Interest Revenue 261 229 374 2,450 2,076 (C)1,223 655% 200%
Development Fees/PIFs/Contributions 154 79 900 1,049 149 (D)51 117% 105%
Financing Sources 0 0 0 0 0 0
Other Misc.15 (236) 266 80 (186)(E)(13) 30% 86%
Total Lapsing Revenue**2,086 147 20,501 23,182 2,681 1,822 113%109%
Non-lapsing Revenue 0 0 0
TOTAL**$ 2,086 $ 23,182 $ 1,822
Variance Analysis:
Note: Stormwater rate increase of 3.0% for 2024, as budgeted.
(A)
(B)
(C)
(D)
(E)
*
**
Per Treasury we should have higher than budgeted income due to being able to take advantage of the higher bond yields the market has been producing.
Non-Single Family fees were 3.5% over budget and are 3.0% greater than 2023.
Single Family Residential fees were 3.2% over budget and are 2.9% greater than 2023.
Excludes transfers and unrealized gain/loss on value.
December billed revenue is for November and early December.
Stormwater Development Fee $128, Erosion Control Inspection $31. Offset by Development Review Charges ($13)
Ordiance 179 created budget for unanticipated revenue.
Stormwater Fund 2024 Department Expense
In thousands Percent of Year 100.0%
Excludes depreciation and transfers
December Year to Date
Actual
(Over)/
Under Budget Actual (Over)/ Under (Inc)/Dec Actual + PO's
% Bud Spent &
Committed
2024 2024 Bud 2024 2024 2024 Bud 2023 2024 by PO's
Drainage and Detention $ 257 $ (53) $ 2,694 $ 2,641 $ 53 (A)$ (178) $ 2,641 98%
Engineering 177 (14) 1,965 1,718 246 (B)(123) 1,718 87%
Stormwater Quality Programs 45 11 705 522 183 (C)1 522 74%
Admin Services - CS&A 307 (0) 3,680 3,680 (0) (257) 3,680 100%
Other Payments & Transfers 107 753 1,808 1,138 671 (D)487 1,138 63%
Subtotal Operating Expenses $ 894 $ 698 $ 10,852 $ 9,699 $ 1,154 $ (70) $ 9,699 89%
Debt Service 1,941 99 3,125 3,026 99 (2,361) 3,026 97%
Minor Capital 22 29 1,634 1,173 461 (E)(942) 1,173 72%
Total Lapsing $ 2,856 $ 826 $ 15,612 $ 13,897 $ 1,714 $ (3,374) $ 13,897 89%
Non-lapsing Expenses 4,661 14,887 (10,363)
TOTAL $ 7,517 $ 28,784 $ (13,737)
Variance Analysis:
(A)
(B)
(C)
(D)
(E)
Under budget in Personnel $127 (Vacancies), Street & Bridge Maintenance $67 (Reactionary to needs), Solid Waste Services $37(Based on waste quantities to landfill), Consulting
Services $30 (Reactionary to needs), Motor Fuel, and Oil & Grease $16 (Reactionary to vehicle/equipment use and fuel prices). Offset by Leased Equip Rental Services ($10) (Leased a
large Vac Truck unexpectedly for production needs), Clothing Supplies ($10) (Employee allowances increased in 2024), Health & Safety Supplies ($11) (Higher than anticipated needs),
Conference and Travel ($11) (Reactionary to training needs and opportunities. Partially offset by an underspend in Education & Training Services of $6 at YE), Tools & Related Services
($13) (Higher than expected needs), Sewer Pipe & Accessories ($31) (Replaced a large gear actuator for flood control and other reactionary items), Maintenance Contracts ($59), and
Land Maintenance ($79) (Large tree project).
Drainage & Detention Min Cap $461: Mechanical & Heavy Equipment $86 (Being used to offset overage in Motor Vehicles and Accessories). Offset by Motor Vehicles and Accessories
($255) (Purchase of a vactor truck. Overage is offset by Mechanical & heavy Equipment)
Under budget in Consulting $155 (Used as needed), Personnel $99 (Vacancies earlier in the year), Conference and Travel $15, and Software Main & Support Serv $11. Offset by
Easements ($48) (services provided by City Real Estate Services).
Under budget in Disposal of Hazmat $93, Consulting Services $54, Educational Programs $26 (Due to new Comms staff), and Other Prof & Tech Services $14.
Under budget in Disposal of Hazmat $75 (primarily timing, but likely under at YE), Consulting Services $57, Educational Programs $25 (due to new Comms staff, under by YE), and Other
Prof & Tech Services $14.
Utilities
electric · stormwater · wastewater · water
700 Wood Street
PO Box 580
Fort Collins, CO 80522
970.221.6748
rreuscher@fcgov.com
fcgov.com/utilitiesUtilities
MEMORANDUM
Date:
To:
Through:
From:
March 14, 2025
Water Commission
Staff Liaison Jill Oropeza, Senior Director, Integrated Water Sciences & Planning
Randy Reuscher, Lead Analyst, Utility Rates
Heidi Hansen, Water Utilities Development Review Manager
BOTTOM LINE
BACKGROUND
Plant Investment Fee (SPIF) are key components of the City’s water utility fees, ensuring that
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Duplex Service Splitting – There are roughly two dozen known duplexes in the Fort
Collins Utilities service area served by one water meter, but with separate dwelling unit
owners, many of which were constructed in the 1970’s.
Currently, duplexes served by a single water line are required to pay the difference in
WPIF, SPIF, and WSR fees when converting from a single meter to two separate
meters. This ordinance allows the Utilities Executive Director to waive these fees when
engineering and plumbing conditions support the split without additional system impact.
Having separate meters in place will allow for the monthly billing for each dwelling unit to
be billed separately to each customer. This will also provide separate winter quarter
average (WQA) calculations for each dwelling and allow wastewater services to be billed
separately for these customers.
Revised WSR Calculation for Large Lots – The current WSR calculation method for
residential large lots assumes outdoor irrigation of the entire lot based on 10 gallons per
sq ft. In these cases, where the property is currently served by well water, this estimate
makes it prohibitively expensive to connect large single-family residential properties to
City water.
Given the size of these lots, these customers generally do not irrigate the full parcel
area. The new proposed calculation will cap the 10 gallons per sq ft assumption at ½
acre. Any area beyond 1/2 acre will require a hydrozone-based approach for the
remaining area. This will more closely align WSR fees with their actual expected water
use and allow more customers to convert from well water, where their well has either
failed or they are challenged with lead or similar issues, to connect to City water.
These changes support equitable fee structures while maintaining responsible water resource
management.
The waiver of development fees is expected to have minimal impact on the Water Fund, given
the number of eligible duplexes within the Fort Collins Utilities service territory is estimated to be
only a few dozen customers. It is estimated that each duplex conversion to two water meters
would save a customer ~$1,300 in the proposed fee waiver, depending
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on lot size, which equates to roughly $32,500 less in revenue for the Water Fund if all eligible
duplexes applied to split, although the requests are expected to be minimal from year-to-year.
Revising the WSR calculation for residential large lots could potentially have a significant
financial benefit for a particular parcel, but the number of large lots within the Fort Collins water
service territory is estimated to be low. Additionally, the number of residential large lots that
may want to connect to the Fort Collins Utilities water service because of an existing water well
would be minimal, maybe only 1 or 2 customers every few years. The current requirement has
been cost prohibitive for these customers to connect to City services; therefore, the proposed
change could increase development fee revenue for the Water Fund as a whole. The amount
would be highly dependent on the size of the lot.
CC: Nicole Poncelet-Johnson, Utilities One Water Executive Director
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Utilities
222 Laporte Ave.
PO Box 580, Fort Collins, CO 80522
970-416-4306
aconovitz@fcgov.com
Page 1 of 11
MEMORANDUM
Date: March 12, 2025
To: Water Commission
Through: Jill Oropeza, Staff Liaison and Senior Director
of Integrated Water Sciences and Planning
From: Alice Conovitz, Water Conservation Analyst
Mariel Miller, Water Conservation Manager
Subject: 2025 Fort Collins Utilities Water Efficiency Plan Update
BOTTOM LINE
The purpose of this item is to provide an overview on progress made on the state-mandated
Fort Collins Utilities (Utilities) Water Efficiency Plan (WEP). Staff last met with Water
Commission on this topic on April 6 and May 18, 2023, at the outset of the update process.
Since that time, staff conducted extensive engagement and analyses and used these to develop
proposed new water conservation goals and strategies. Staff are seeking Water Commission’s
input prior to sharing the draft WEP for public comment in spring 2025 and seeking City Council
approval of the final WEP in summer 2025. This memo also provides a summary of
engagement tactics and results, an equity evaluation, the conservation strategy prioritization
process, as well as background on water use and Utilities’ broader efforts to manage water
supply and demand.
Specific questions to be discussed:
1. Does Water Commission have feedback or questions related to the proposed
conservation goals?
2. What else does Water Commission need to know prior to staff seeking their
recommendation to Council to approve the updated WEP?
BACKGROUND
Water is an essential resource for all of us. The City of Fort Collins and Utilities have a strong
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commitment to ensure its efficient use as a key tool to minimize risk of future shortages1.
Utilities is updating its 2015 WEP2. The updated plan will:
Meet Colorado Water Conservation Board (CWCB) requirements
Set new conservation goals to (1) reduce the amount of treated water we use within the
Utilities water service area and to (2) build resilience of City-owned public landscapes
Guide water use for Utilities customers and the City organization
Inform planning decisions and better resource allocation
The WEP applies mainly to treated water use in Utilities’ water service area, which
encompasses about 60% of the city geographic area and about 80% of the population. By
updating our water conservation3 goals and strategies, we aim to continue long-term reductions
in water demand through a variety of levers available to manage water use: behavioral,
regulatory, infrastructure, and economic. Successful demand management and increased
landscape resiliency provides reduced risk and gives customers the opportunity to benefit from
less water use that leads to lower water bills. Developing more equitable opportunities for
program participation and support provides greater community outcomes while improving
overall resilience.
The 2025 WEP update will outline a new roadmap for increased water demand management
that considers equitable outcomes, integrates land use planning, and is based on quantitative
analysis of potential water savings from individual strategies. The WEP sets a 15-year planning
horizon with a 2040 goal. However, the CWCB requires WEP updates every seven years, which
is an opportunity to evaluate conservation goals and strategies, demand and climate conditions,
and community values.
Alignment and Connection to Overall Water Supply Planning
The WEP aligns with the City of Fort Collins’ Strategic Objective ENV 2, “Sustain the health of
the Cache la Poudre River and regional watersheds while delivering a resilient, economically
responsible and high-quality water supply for all Fort Collins residents.” It also aligns with the
water utility’s mission statement, “We are a One Water Utility, providing exceptional water
1 The Water Supply Vulnerability Study (WSVS) identified high water demands as a significant
vulnerability, noting that it is important to implement conservation and efficiency efforts and track demand
trends. The WSVS is available online at fcgov.com/utilities/img/site_specific/uploads/wsvs-final-report.pdf.
2 Available online at fcgov.com/WEP.
3 Utilities’ Water Conservation department focuses on water demand management through a variety of
behavior-based conservation practices and technology-based efficiency measures that extend water
supplies either directly through water savings or through substituting alternative supplies such as reuse.
For simplicity and consistency with our department name, the term “conservation” is used throughout this
memorandum to refer to both behavioral and technology-based demand management.
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services for our community through integrated, resilient, and equitable practices and systems.”
Other City and state policies and plans that align include City Council Priority 7, the Water
Supply and Demand Management Policy, Our Climate Future (Big Move #3), and the Colorado
Water Plan.
Utilities uses a multi-faceted approach to balance supply and demand to ensure a reliable water
supply now and in the future, including storage, a diverse portfolio of water rights, and
conservation. The conservation goals and strategies outlined in the WEP are critical tools used
to manage variable water demands from diverse water users. Historically, during average and
wet precipitation years, Utilities’ water rights provide more water than customers use. During
extended hot and dry periods, current supplies may not meet demands while also maintaining a
stored reserve of water for emergencies. Furthermore, we anticipate a future where climate
impacts and population growth increase demands and put pressure on Utilities to restrict water
use.
Collaboration with Other Water Providers
Certain areas within city limits are served by neighboring water providers. Other water providers
have their own WEPs that describe goals and strategies for their service areas; however,
Utilities values these partnerships and continues to look for ways to collaborate. To-date staff
have met with East Larimer County and Fort Collins-Loveland Water Districts to discuss the
WEP. Staff will incorporate information about regional partnership opportunities in the WEP and
plan to pursue partnership opportunities in the future.
Water Use and Demand Management Overview
Utilities currently provides water to approximately 32,900 residential and 2,900 commercial
customer accounts. The 2024 estimated residential population served was 139,300. On
average, residential customers use about 60% of the treated water delivered each year and
commercial customers use about 40%. Commercial customers include large irrigation-only
accounts and landscapes maintained by homeowner associations. Each year, indoor water use
accounts for about 57% of total treated water used, while outdoor and seasonal uses are about
43% of the annual total on average. The 2023 Water Conservation Annual Report (Attachment
1) summarizes treated water demands by sector and savings from conservation programs.
Since 2000, population has grown by 28% while water use within Utilities’ water service area
has decreased by 42% per capita. However, that rate slowed in recent years. From 2020 to
2023, average per-person water use was 135 gallons per capita per day (GPCD), 4% above the
current 2015 WEP goal of 130 GPCD by 2030. Utilities met this goal once, during the high-
precipitation year of 2023, with 122 GPCD.
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Utilities water conservation programs lowered overall annual water demand by 155 million
gallons (475 acre-feet) on average from 2020 to 2024 (Figure 1). This is about 2.3% of Utilities’
average treated water demand for the same five-year period (6.63 billion gallons or 20,350 acre-
feet4). A portion of estimated annual savings will persist, such as savings from efficient toilet and
landscape installations. Many other conservation strategies, such as educational campaigns
and external influences, like weather, also generate water savings but are challenging to
quantify and not included in annual water savings totals.
Figure 1. Annual water demand and tracked conservation program savings for Utilities customers (ex cludes
wholesale and unique large contractual deliveries).
Demand is expected to increase due to rising temperatures and residential and commercial
growth. Figure 2 presents historical residential and commercial customer demand, including
non-revenue losses from treatment and distribution, with a range of projected future demands
based on modeled growth and climate scenarios. Although a specific future demand cannot be
predicted with certainty, implementing active water conservation strategies can lower the
projected future demands.
4 Demands presented in this memorandum include distribution system losses and exclude wholesale and
unique large contractual deliveries, which are not a primary focus of conservation activities.
1.9%*2.3%2.5%
2.1%
2.5%
0
6,000
12,000
18,000
24,000
0
2,000
4,000
6,000
8,000
2020 2021 2022 2023 2024
Ac
r
e
-Fe
e
t
Mi
l
l
i
o
n
G
a
l
l
o
n
s
Treated Water Demand Measured Conservation Savings
* This chart shows the 2020 efficiency program savings of 130. In that year, an additional 105 MG reduction
resulted from 30 days of mandatory restrictions due to an infrastructure project & wildfire.
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Figure 2. Historical and projected water use for Utilities customers (excludes wholesale and unique large contractual
deliveries)
WEP Update Process
The CWCB requires water providers to prepare WEPs to outline how they plan to enhance
water conservation and efficiency to combat increasing competition and demand for water.
Utilities received grant funding ($160,000) from the CWCB and a one-time budget enhancement
offer ($145,000) to fund consultant support with engagement and analysis. The Water
Conservation department began work in January 2023 and targets completion by summer 2025.
The updated 2025 WEP will replace the 2015 WEP. The 2025 WEP will modernize previous
versions by setting new service area and City conservation goals and strategies based on
recent community and staff engagement, an equity evaluation, and updated analysis of water
use and potential conservation savings. The updated WEP will also identify opportunities to use
less water at City facilities and improve landscape resilience on the City’s public parks,
streetscapes, and open spaces.
Engagement
Community and staff input are vital to shaping the updated WEP and associated conservation
goals and strategies. Our engagement strategy drew on the One Water integrated and
12,000
16,000
20,000
24,000
28,000
32,000
4,000
6,000
8,000
10,000
20
0
0
20
0
5
20
1
0
20
1
5
20
2
0
20
2
5
20
3
0
20
3
5
20
4
0
Ac
r
e
-Fe
e
t
Mi
l
l
i
o
n
G
a
l
l
o
n
s
Fort Collins Utilities Customer Water Use
(Actual & Projected)
20-yr
average
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collaborative planning approach, with tactics to both broadly engage the whole community while
focusing resources on connecting with disproportionally impacted communities5. It all
culminated to develop inclusive and community-driven water conservation goals and strategies.
From 2023 through June 2024, engagement captured over 5,000 touchpoints via: a survey
(1,319 responses), Our City web page, advertisements, in-person meetings hosted by
compensated community consultants, focus groups and meetings with targeted water users
including City departments, HOAs, and small businesses, meetings with community members
who identify with one or more disproportionately impacted groups, consultant-led one-on-one
interviews, and input from the City’s Climate Equity Committee6. Staff sought to reduce barriers
to participation in engagement through collaborating with community consultants, providing
Spanish translations, hard copies of the survey, tabling in public spaces, hosting meetings
outside typical working hours, and providing food, childcare, and conservation giveaways at
meetings.
Staff organized engagement results into themes to guide conservation goal and strategy
development.
Community values that inform conservation goals:
Concerns about water scarcity and providing for future generations
Willingness to take action, but want everyone to share in that responsibility
Support for landscape changes away from turf grass
The community generally supported strategies that showed impact by lowering demand at
multiple water use levels: individuals, highest users, and City properties. The characteristics of
these conservation strategies are as follows:
Support upgrades to water-efficient fixtures for both indoor (e.g., plumbing) and outdoor
(e.g., irrigation) uses by making them free or inexpensive
Reduce existing turf and encourage water-efficient landscapes
Support customers with leak issues and by installing efficient equipment
Use regulations to manage some water uses, including new growth, non-functional
outdoor spaces, commercial users, and the highest water users
5 The WEP update identified disproportionately impacted community groups based on the 14 historically
underrepresented groups identified in Our Climate Future, as well as additional groups, like renters, who
face many barriers to both participating in and benefitting from water conservation programs and
strategies.
6 The Climate Equity Committee (CEC) was formed to support the equitable implementation of Our
Climate Future.
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Support inexpensive actions that save money
Provide more education for everyone, specifically:
o Target HOAs, landscapers, homeowners, and disproportionately impacted
communities with resources specific to them
o Remove barriers by coming to people in places and ways where they are already
gathering and comfortable
Successful implementation of water conservation strategies will benefit from ongoing alignment
with the engagement themes and from maintaining the community and staff relationships that
were fostered during WEP engagement. This will facilitate water use understanding and
conservation opportunities between Utilities and our community, especially City departments
and disproportionately impacted community members.
Equity Evaluation
Equity is integrated into the WEP update process, through (1) the engagement activities
described above, (2) selection of conservation strategies, and (3) implementation of
conservation strategies.
Consultants developed a custom equity evaluation process focused on water use and
conservation and refined it based on input from one-on-one community interviews, WEP
engagement, the Climate Equity Committee, and the City’s Equity Office. The two-step equity
evaluation process involves first examining each current and potential conservation strategy for
“red flags” such as barriers to participation or negative unintended consequences. Strategies
that are likely to support positive equitable outcomes were elevated with higher scores in the
strategy prioritization process described below. In the second step of the equity evaluation
process, staff will include equity in conservation strategy implementation planning by applying a
series of questions designed to identify opportunities to increase equitable outcomes.
Proposed Conservation Goals
The updated WEP will continue Utilities’ historical trend of setting impactful goals that build on
past successes by presenting two goals to guide Utilities, City, and customer actions. The 2025
goals reflect community and City Council feedback, staff input, and a commitment to take action
now to build resilience and minimize future water shortage risks.
Goal 1: Reach 3% annual reduction in water use by 2040 to reduce risk of shortages.
The WEP will set an overall water conservation goal that applies to all treated water use within
Utilities’ water service area, including both customer and City water use. The objective of this
overall goal is to gradually and consistently lower demand to minimize the frequency and/or
magnitude of shortages in a hotter, more populated future; we anticipate this amount of savings
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would offset increasing demands driven by an average annual temperature increase of over 1°F
between now and 2040. Goal 1 incorporates three specific targets:
1. Target 1.1: 235 million gallons (MG) per year lower customer treated water use by 2040
2. Target 1.2: 5 MG reduction in City treated water use by 2040
3. Target 1.3: 50% increase in measured Water Conservation program savings by 2040
The targets will be attained through strategies to lower customer and City treated water
demand. From 2026-2040, interim annual targets will be tracked, increasing to the 2040 goal of
3% reduction:
2025: 2.6% reduction: 180 MG/yr (552 AF/yr)
2030: 2.7% reduction: 190 MG/yr (583 AF/yr)
2035: 2.8% reduction: 205 MG/yr (629 AF/yr)
Goal 2: Improve water efficiency and build resilience on City-owned landscapes, to
benefit the community and environment.
For the first time, the WEP will set a goal directed at the City’s water use, which includes both
treated and raw water and properties outside of Utilities’ water service area. The goal for water
conservation on City-owned landscapes is intended to contribute to the overall WEP water
conservation goal by lowering municipal water use, building resiliency in our public landscapes
to prepare for a hotter future, prioritizing water use for places that most benefit the community,
and creating highly visible projects that inspire water-saving actions by individuals and
businesses. Goal 2 incorporates one specific target:
1. Target 2.1: The City will implement at least 1 new water-saving project in each 2-year
municipal budget cycle, for at least 7 new projects on City landscapes by 2040.
The number of projects, associated water savings, and total project area will be measured each
year. Projects that lower water use and/or build landscape resilience on City-owned properties
within the Fort Collins growth management area will count toward this target.
The intention of these goals is to prepare for a hotter and more variable climate by minimizing
the potential frequency and magnitude of future water shortages and by building long-term
landscape resilience. Additionally, by shifting away from a GPCD metric7, Utilities aims to
7 This updated overall goal sets a new target and uses a different metric than the GPCD-based goals set previously.
Customer feedback noted that a GPCD metric isn’t meaningful. For example, it was unclear how an individual’s water
use (as seen on their bill) related to a GPCD goal. For most residential customers, on average, their individual GPCD
or even gallons per household per day are much lower than the system-wide GPCD; however, during the summer
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encourage public participation in conservation by helping all water users see themselves in the
goals and strategy offerings. The previous GPCD metric was a system-wide value that included
both residential and commercial use, making it hard for customers to understand how it relates
to their individual use. Furthermore, the methods to calculate GPCD vary, which adds further
confusion and limits the ability to compare across water providers.
Areas of Opportunity and Conservation Strategy Selection Process
Utilities already has a robust water conservation program with activities that touch on many
different uses and affect the entire service area. The Water Conservation team aims to continue
to build on effective existing programs, incentives, and policies, as well as develop new
strategies for conservation. Staff evaluated current and potential new conservation strategies
using a number of criteria, including water savings, cost, ease of implementation, community
acceptance, customer reach, and co-benefits such as equitable and environmental outcomes.
A set of strategies associated with lowering the City’s water use (supporting proposed Goal 1)
and advancing conservation and resilience on City-owned landscapes (supporting proposed
Goal 2) was developed through collaborative meetings and engagement with cross-
departmental staff and identifying conservation and resilience actions that align with their
existing plans, policies, practices, and available funding.
The following areas of opportunity are the focus of conservation strategies prioritized in the
2025 WEP update:
Behavioral (e.g., education, technical assistance, voluntary actions)
Regulatory (e.g., water restrictions, policies, land use and plumbing code changes)
Economic (e.g., incentives, utility rate structure, development fees)
Infrastructure (e.g., metering, leak detection, maintenance, graywater)
Strategies are intended to be implemented, tracked, and refined over time. This cultivates and
supports a water efficient, adaptive, and knowledgeable customer base through education and
cost-effective water efficiency programs while minimizing water shortage risk and supporting the
City’s Strategic Plan. Strategies can impact the entire community and we have selected a set of
strategies that we expect to meet our goals; provide opportunities for all customers, including
disproportionately impacted groups and those who have had low historical participation rates;
provide customized strategies to meet high-use and unique customer sector needs; continue
doing what works well and is liked by customers; and lead by example as a municipality.
Water Use and Savings Analysis
The WEP update involves estimating potential water savings associated with conservation
strategies and evaluation of their impact on overall demand. Utilities’ future water demands are
irrigation months, it may be significantly higher. For customers in multi-family or multi-business units that are not sub-
metered, there is no way to connect to the single system-wide goal.
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largely dependent on population change and growth patterns, the rate of commercial and
industrial development, and climate influences. System losses from treatment and distribution
also influence overall demand. A range of projected future demands based on possible growth
and climate scenarios is shown above in Figure 2.
Utilities worked with consultants to develop a customized model, called the Water Efficiency
Tool (WET), to evaluate the complex interactions between climate impacts, growth and
estimated water savings. This tool helps us estimate the effectiveness of various strategies to
achieve goals.8
Water savings potential was estimated for conservation strategies using WET results, paired
with historical program participation data and estimates from industry resources like the
Colorado WaterWise Best Practices Guidebook9. Staff conducted a preliminary analysis of
savings estimates and believes Goal 1 is achievable. Additional modeling analysis will further
refine estimations and strategy selection. This step is underway. In addition to measurable
savings from conservation strategies, Utilities might experience further demand reduction driven
by educational programs, passive savings related to widespread technological efficiency
improvements, or water rate changes.
Implementation and Cost
As part of the WEP process, we have developed strategies that not only align with feedback
from engagement, but also target high water savings impact with low cost to Utilities and
customers to most effectively and efficiently reach the 2040 goals. The portfolio of strategies
proposed in the WEP was holistically evaluated and includes continuation of some current
actions as well as new strategies. Staff anticipate gradually implementing the strategies,
following all necessary steps to seek approval and funding, beginning in 2026 and continuing
through the seven-year WEP renewal cycle.
Based on our strategy analysis, we anticipate achieving WEP goals with limited need for new
funding sources or future budget enhancements. For Goal 1 (overall water savings) staff
identified opportunities to reallocate our budget (shifting our funding to different strategies),
potential low-cost opportunities with strategic partnerships, and third-party support. For Goal 2
(City landscape resilience), many of the strategies align with planned or ongoing work. In
8 The WET was developed specifically to evaluate how water conservation strategies impact customer
demands in a variety of scenarios through 2040. The intended outcome (conservation planning) and
hybrid econometric/end-use specific projection mechanisms in WET are distinct from past GPCD-based
projections (such as used long-term supply planning and for the Halligan Water Supply Project) or the
demand estimation tool model, which supported risk analyses in the 2019 Water Supply Vulnerability
Study. Instead, the WET focuses solely on the subset of total water use associated with billed residential
and commercial customer demands. The WET was not used to predict future large contractual or
wholesale demands, does not incorporate storage reserve targets, and does not consider water supplies.
9 Available online at: https://indd.adobe.com/view/a66fdb02-50c6-4ec3-8fea-4db473212faf.
Docusign Envelope ID: 03BB4A8D-110B-4213-A385-9007A9582C0E
Page 11 of 11
addition, there are also new funding opportunities for landscape projects including the City’s
2050 tax, Water Conservation’s ongoing budget, and external grants.
It is important to also consider the potential future costs resulting from inaction now. Climate
impacts are estimated to increase costs in several ways. Insufficient water demand
management now could impact Utilities and City properties through cost and staffing impacts
such as needing more water storage, water rights purchases and landscape impacts related to
water restrictions from more frequent and severe water shortages. For customers, this could
mean increased fees and rates and loss of landscaping, as well as water restrictions that can
cause economic impacts.
NEXT STEPS
Anticipated next steps:
Complete remaining work to finalize decisions and prepare plan
Q2 2025: 60-day public comment period and CWCB’s review, seek Board and
Commissions’ recommendations
Q3 2025: Seek City Council approval via resolution, then submit to CWCB
2026-2032: Implement prioritized water conservation strategies
2032: Next state required WEP update submittal to CWCB
ATTACHMENTS
1. 2023 Water Conservation Annual Report
2. Presentation
cc: Nicole Poncelet-Johnson, One Water Executive Director
Docusign Envelope ID: 03BB4A8D-110B-4213-A385-9007A9582C0E
TOTAL3.8
million gallons
RESIDENTIAL
RESIDENTIAL TOTAL
40
TOTAL2.6
million gallons
Shift Your Water: 2.7 MG
Landscape Conversions: 1.1 MG
Outdoor Water Use
Home Water Reports: 24 MG
Eciency Rebates: 2.2 MG
Continuous Consumption
(Leak) Notifications: 7.2 MG
Combined Water Use
Ecient Product Installations
(Larimer County): 2.6 MG
Indoor Water Use
TOTAL33.4
million gallons
COMMERCIAL
COMMERCIAL TOTAL
90
Outdoor Water Use
TOTAL7.4
million gallons
Indoor Water Use
Eciency Rebates: 0.5 MG
Ecient Product
Installations: 0.1 MG
TOTAL0.6
million gallons
Combined Water Use
Continuous Consumption
(Leak) Notifications: 81.8 MG
TOTAL81.8
million gallons
Allotment Management
Program: 1.6 MG
Landscape Conversions: 1.8 MG
Midstream
Irrigation Rebates: 4 MG
TOTAL ANNUALSAVINGS:130
million gallons
WATER CONSERVATION ANNUAL REPORT
Fort Collins Utilities has a strong commitment to ensuring the
efficient and responsible use of our natural resources. Our Water
Conservation Program started in 1977 and we continue to innovate
how we help the community use water wisely.
Gallons per capita per day (GPCD) is the total treated
water used by commercial and residential customers,
divided by the service area population (about 80%
of Fort Collins), divided by 365 days. GPCD helps
determine if conservation and efficiency efforts
and practices are impacting community water use,
irrespective of population growth. GPCD fluctuates
greatly with weather – hotter and drier months
during the irrigation season create higher water
demands for our community.
2023
Utilities
140,000
135,000
130,000
125,000
120,000
115,000
110,000
250
150
100
50
0
Community Gallons per Capita per Day (GPCD) & Population
20
0
1
20
0
2
20
0
3
20
0
4
20
0
5
20
0
6
20
0
7
20
0
8
20
0
9
20
1
0
20
1
1
20
1
2
20
1
3
20
1
4
20
1
5
20
1
6
20
1
7
20
1
8
20
1
9
20
2
0
20
2
1
20
2
2
20
2
3
122TOTAL
137,400
20
0
0
211TOTAL
118,300
page 1
WATER
CONSERVATION
AND EFFICIENCY
AT A GLANCE
GPCD is down 42%
since 2000.
Based on total water treated.
Total Community GPCD
Population
PROGRAMS AND SERVICESWATER
SAVINGS
Actions in 2023
resulted in
approximately
130 million
gallons (MG)
saved or 2%
of 2023 total
treated water.
LEARN MORE
Residential Programs and Rebates: fcgov.com/save-water
Commercial Programs and Rebates: fcgov.com/water-efficiency
1,684homes’
average annual
water use was saved
in 2023 based on
volume of single-
family home water
use (3-year average)
page 2
2023WATER CONSERVATION
ANNUAL REPORT
Another way to evaluate our
impact on water use within our
service area is estimated water
savings.
Estimated water savings only
include results from programs
and services that have
measurable water savings, a
large portion of which persist
for years to come. Many of the
services we provide can’t be
easily measured.
Compared to 3-year historical average (2020-2022),
residential water use was down 20% and commercial water
use was down 8%. This is largely due to a 123% increase in
precipitation during the irrigation season in 2023 compared
to prior years’ average.
Overall, Utilities treated 6.1 billion gallons of water
(including unmetered use and other water losses), which
33 27
50 65
86
133
185
131
160 173
130
0
20
40
60
80
100
120
140
160
180
200
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
50
150
250
350
450
550
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Residential Commercial
3 Ye
a
r
A
v
g
.
3 Y
e
a
r
A
v
g
.
Estimated Water Savings (MG)
Total Monthly Water Use (MG)
equals 122 gallons per person per day (GPCD). This is a
42% reduction in GPCD since 2000 and meets our goal
of reaching 130 GPCD by 2030. However, 2023’s record
rainfall and wet, cool irrigation season played a large role
and reduced total treated water use by about 13%. If we
receive less rain in summer of 2024, it is likely that GPCD
will increase.
Total accounts: 32,204
•28,872 single family & duplex accounts
•2,332 multi-family building accounts
Total water use: 2,910,000,000 gallons
Average use per customer class:
•SF/Duplex: 64,384 gal/yr
•MF: 423,305 gal/yr
(includes multiple units)
Total accounts: 2,818
•Includes commercial, irrigation, and
HOA customers
Total water use: 2,193,000,000 gallons
Average use per customer account:
778,380 gal/yr
RESIDENTIAL
COMMERICAL
Water use is constantly fluctuating – both our individual uses
and our community use. There are many factors that impact
how much water we use, but year-to-year fluctuations are
mostly attributed to weather. Long-term water reduction
trends generally result from efficient actions by water users.
When we have cooler and wetter weather, our water use
decreases, as seen in 2023. 2023’s record precipitation
during irrigation season is not likely to start a trend. Our
region is expected to continue warming and may receive less
precipitation over time due to climate change. Hotter and
drier weather makes water efficiency an even more critical
strategy to managing a reliable water supply.
•The Colorado Climate Center’s 2024 Climate Change in
Colorado reports a 2.3 degree F increase statewide since
1980 and estimates another 1-4 degree F increase by 2050.
Summer and fall are projected to warm slightly more than
winter and spring, extending the irrigation season into
the fall. The future of Colorado’s precipitation is much less
clear. Additional warming will drive greater evaporative
demand, which influences the amount of water needed by
plants to stay healthy. Therefore, warmer temperatures will
likely contribute to more frequent and severe droughts,
regardless of changes in precipitation.
•The 2019 Water Supply
Vulnerability Study
estimates climate impacts
will decrease water supplies
and increase water demands,
squeezing water resources
from both ends. This will
likely increase the need for
outdoor watering restrictions.
Community Gallons per Capita per Day (GPCD) & Precipitation (in)
WATER USE AND CLIMATE IMPACTS WATER CONSERVATION
ANNUAL REPORT
OTHER FACTORS THAT INFLUENCE WATER USE INCLUDE:
page 3
•Conservation: Actions such as taking shorter showers,
monitoring your outdoor water use, turning off the faucet
while brushing your teeth and other behaviors add up and
can make a collective difference.
•Efficient Fixtures/Appliance/Landscapes: Homes and
businesses that have water efficient appliances, fixtures,
irrigation, and technologies use less water every time
someone flushes, washes, showers, or waters their landscape.
•Leaks: The average household in the US wastes 10,000
gallons of water due to leaks every year, which is about 12% of
total average annual household water use. 10% of homes have
leaks that waste 90 gallons or
more per day.
•Population: More people means more water use. Total
residential and commercial water use all increase with a
growing population.
•Land Development Patterns and Urban Design: Less dense
developments with more landscaped areas require more
outdoor water use to maintain. Landscape types that are not
regionally adapted or native to our area, such as turf grasses
and others, require more water than nature provides.
2023WATER CONSERVATION
ANNUAL REPORT
OUTDOOR WATER
USE (COMMERCIAL
+ RESIDENTIAL) IS
35% OR 1.78 BG.
BG = Billion Gallons
SINGLE FAMILY &
DUPLEX OUTDOOR
0.74 BG
MULTI FAMILY INDOOR
0.84 BG
MULTI FAMILY OUTDOOR
0.15 BG
SINGLE FAMILY &
DUPLEX INDOOR
1.19 BG
COMMERCIAL
OUTDOOR
0.9 BG
COMMERCIAL
INDOOR
1.29 BG
RESIDENTIAL
INDOOR
2.03 BG
RESIDENTIAL
OUTDOOR
0.89 BG
211
199
183
154 146 155
171 161 153
135
146 141
166
142 139 141
157
141 143
131 138 139 139
122
0
5
10
15
20
25
30
25
75
125
175
225
20
0
0
20
0
1
20
0
2
20
0
3
20
0
4
20
0
5
20
0
6
20
0
7
20
0
8
20
0
9
20
1
0
20
1
1
20
1
2
20
1
3
20
1
4
20
1
5
20
1
6
20
1
7
20
1
8
20
1
9
20
2
0
20
2
1
20
2
2
20
2
3
Community GPCD Precipitation
LEARN MORE
Residential Programs and Rebates: fcgov.com/save-water
Commercial Programs and Rebates: fcgov.com/water-efficiency
WATER CONSERVATION
ANNUAL REPORT2023 WATER CONSERVATION HIGHLIGHTS
23-25044
2023WATER CONSERVATION
ANNUAL REPORT
page 4
•Assisted Mobile Home Park Residents: Supported
Neighborhood Services’ Mobile Home Park DIY series to
educate residents on water and energy efficiency. Water
Conservation attended four sessions to support about 90
residents with indoor and outdoor water conservation via
free, efficient fixtures and promoting our programs and
resources.
•Provided free Certified Landscape and Irrigation Audit
training: Hosted a two-day Irrigation Association class,
taught by Water Conservation staff, where 23 participants
learned to analyze landscape water use and increase
irrigation efficiency.
•Sprinkler Checkup Program: Conducted 412 checkups
across Utilities, Fort Collins-Loveland, and East Larimer
County water districts. Four trained technicians assessed
over 2 million square feet of irrigated landscapes, inspected
over 11,000 sprinkler heads, and piloted our first Spanish-
language checkups and informational
materials. In 2024, Utilities will provide checkups through a
partnership with Resource Central, ensuring the program’s
continuity and allowing time for staff to explore future
improvements. fcgov.com/sprinklers
•Distributed Water-Wise Pre-Designed Plant Pallets:
Partnered with Nature in the City and Resource Central to
distribute $25 discounts on mostly native Garden in a Box
kits to 170 residential water customers and $100 discounts
on Garden in a Box kits to 25 Income-Qualified Assistance
Program customers and mobile home park residents.
fcgov.com/GIAB.
•Supported Affordable Housing: Partnered with an
affordable housing provider to install 144 high-efficiency
toilets. Provided a rebate to support the project which
otherwise would not have been financially feasible. This
upgrade is estimated to save about 250,000 gallons
annually. fcgov.com/water-efficiency.
2024 FOCUS AREAS
•Water Efficiency Plan: Updating the 2015 Water Efficiency
Plan, which guides how Utilities customers use water and
recommends strategies to help use less. The updated WEP
will set new water conservation goals, incorporate extensive
public engagement, integrate land use planning, and employ
numeric modeling and an equity analysis to help prioritize
future water conservation programs, policies, and incentives.
Learn more about the WEP update and provide feedback at
fcgov.com/2024WEP.
•Colorado River Impacts and Water Shortage: Utilities
staff monitors the Colorado River’s status and ongoing
discussions about water shortages impacting the seven
states under the Colorado River Compact. Utilities sources
about 60% of water distributed to customers from the
Colorado River-Big Thompson project, which is stored in
Horsetooth Reservoir and managed by Northern Water.
If there are reductions in water use required in Colorado,
Northern Water would determine if, when and how much
our Utilities supplies would be reduced. If needed, we will
respond to shortages using the Water Shortage Action
Plan. As of now, there is no indication from Northern Water
of the need for drought management action.
fcgov.com/WSAP
•Landscape and Irrigation Training and Education: Hosting
free monthly garden tours by foot and bike, partnering
with Natural Areas for a sustainable landscape series, and
offering a class on efficient home irrigation. Emphasizing
native plant landscaping education remains a priority due
to its drought resilience and support for biodiversity and
pollinators citywide. Utilities collaborates with numerous
community organizations (One Canopy, Front Range Wild
Ones, the CO Native Plant Society, People and Pollinators
Action Network, the League of Women Voters, Nature in
the City, USDA NRCS, Wildland Restoration Volunteers
and Larimer Conservation District) for seed and plant
swaps, while offering discounted education for landscape
professionals. Additionally, we’re teaming up with Northern
Water to provide irrigation trainings and a native grass
workshop. fcgov.com/xip-events
•Xeriscape Codes: Proposing new landscape standards
in Land Use Code for City Council’s consideration and
adoption. New standards would apply to new development
and significant redevelopment of commercial and multi-
family properties. The following standards are proposed:
•Limitations on the installation of high water use turf,
with some exceptions.
•Restriction of artificial turf.
•50% living plant coverage on the surface of
landscaped areas.
•Dedicated irrigation to trees to support tree health in
times of water restrictions.
fcgov.com/xsa
Headline Copy Goes Here
Water Conservation Specialist
Alice Conovitz
Fort Collins Utilities
Water Efficiency
Plan (WEP) Update
Water Commission
Meeting
March 20, 2025
Headline Copy Goes HereDiscussion Questions
2
1) Does Water Commission have feedback or questions related to the
proposed conservation goals?
2) What else does Water Commission need to know prior to staff seeking
their recommendation to Council to approve the updated WEP?
Headline Copy Goes HereWEP Purpose and Extent
3
Utilities Water Profile
•6,032,000,000 gallons (18,500 acre-feet) annual
treated water use
•60% indoor, 40% outdoor
•60% residential, 40% commercial
Why a WEP?
•Guide water use and conservation
•Set goals
•2015 goal: 130 GPCD by 2030
•Prioritize strategies: programs, incentives, policies
•Minimize risk of water shortage
•Meet state requirements
Fort Collins Utilities
~ 139,000 residents
Headline Copy Goes HerePreparing for Our Uncertain Water Future
4
•Growth and climate drive potential
for more water shortages
•Conservation:
•Lowers annual demand by about
2% (155 MG or 475 AF)
•Builds resilience, prepares
community to act
•Minimizes increases to utility and
customer costs
•Storage, water rights portfolio, and
land use planning also critical
Ac
r
e
-Fe
e
t
Mi
l
l
i
o
n
G
a
l
l
o
n
s
Fort Collins Utilities Customer Water Use
(Actual & Projected)
20-yr
average
Headline Copy Goes Here
5
WEP Update Inputs
WEP conservation goals and strategies
Broad community
City staff
Equity-priority community members
Future water risksWater savings
Resources, timelines, feasibility
Equitable outcomes
State
requirements
City leadership,
boards,
commissions
Experience,
best practices
Headline Copy Goes Here
6
WEP Update Inputs
WEP conservation goals and strategies
Broad community
City staff
Disproportionately impacted community members
Future water risksWater savings
Resources, timelines, feasibility
Equitable outcomes
State
requirements
City leadership,
boards,
commissions
Experience,
best practices
Headline Copy Goes Here
7
WEP Update Inputs
WEP conservation goals and strategies
Broad community
City staff
Disproportionately impacted community members
Future water risksWater savings
Resources, timelines, feasibility
Equitable outcomes
State
requirements
City leadership,
boards,
commissions
Experience,
best practices
Headline Copy Goes HereConservation Goals to Lower Risk and Build Resilience
8
Concerns about water scarcity and
providing for future generations
Willingness to take action
Goal 1: Reach 3% annual
reduction in water use by
2040 to reduce risk of
shortages
235 MG/yr reduction in customer treated
water use
5 MG reduction in City treated water use
50% increase in water conservation program
savings
Headline Copy Goes HereConservation Goals to Lower Risk and Build Resilience
9
Concerns about water scarcity and
providing for future generations
Willingness to take action
Want everyone to take responsibility
Desire for landscape change away from
turf grass
Headline Copy Goes HereConservation Goals to Lower Risk and Build Resilience
10
Concerns about water scarcity and
providing for future generations
Willingness to take action
Want everyone to take responsibility
Desire for landscape change away from
turf grass
Goal 2: Improve water
efficiency and build
resilience on City-owned
landscapes, to benefit the
community and
environment
Complete 7 City landscape projects by
2040
Headline Copy Goes HereWater Conservation Areas of Impact
11
Strategies impact our whole
community
•Provide opportunities for all
•Customize to meet customer sector
needs
•Lead by example
•Continue doing what works well
Communications & marketing drive
success
Strategies are areas of opportunity
•Follow normal processes for approval
post-WEP
•Track, report, and adjust over time to
attain goals
Incentives
Utility Rates
Development Fees
Education
Technical Assistance
Voluntary Actions
Water Restrictions
Land Use Code
Plumbing Code
Policies
Metering
Leak Detection
Maintenance
Graywater
Headline Copy Goes HereStrategy Prioritization for WEP
12
•Prioritized based on water savings, cost, feasibility, equitable outcomes, acceptance
•Engagement input:
•Balance incentives and regulations
•Minimize barriers
•City already does a lot, community doesn’t know
Count of Strategies by Approach Estimated Water Savings by Approach
Headline Copy Goes Here
Headline Copy Goes Here
Objectives
•Gradually lower demand to minimize shortage risk
•Offset demand increases due to rising temperature
•Reduce barriers, expand access to opportunities
•Do our part and lower municipal water use
2040 Targets
•235 MG/yr reduction in customer treated water use
•5 MG reduction in City treated water
•50% increase in water conservation program savings
Goal 1: Reach 3% Annual Reduction in Water Use by 2040
14
Goal 1: Reach 3% Annual Reduction in Water Use by 2040
Headline Copy Goes HereGoal 1
15
9,200
13,200
17,200
21,200
25,200
3,000
5,000
7,000
9,000
Ac
r
e
-Fe
e
t
Mi
l
l
i
o
n
G
a
l
l
o
n
s
Historic customer demand
Range of
projected
demands
under
climate &
growth
scenarios
Headline Copy Goes HereGoal 1
16
9,200
13,200
17,200
21,200
25,200
3,000
5,000
7,000
9,000
Ac
r
e
-Fe
e
t
Mi
l
l
i
o
n
G
a
l
l
o
n
s
Range of
projected
demands
with
successful
attainment
of Goal 1
Historic customer demand
Headline Copy Goes HereGoal 1
17
9,200
13,200
17,200
21,200
25,200
3,000
5,000
7,000
9,000
Ac
r
e
-Fe
e
t
Mi
l
l
i
o
n
G
a
l
l
o
n
s
Range of
projected
demands
with
successful
attainment
of Goal 1
Historic customer demand
2040: 3% reduction
(210 – 260 MG/yr)
Headline Copy Goes HereGoal 1 – Interim Targets
18
9,200
13,200
17,200
21,200
25,200
3,000
5,000
7,000
9,000
Ac
r
e
-Fe
e
t
Mi
l
l
i
o
n
G
a
l
l
o
n
s
Range of
projected
demands
with
successful
attainment
of Goal 1
3%
2.8%
2.7%
2.6%
Historic customer demand
Interim targets ramp up to 2040 goal:
2025: 2.6% (170 – 190 MG/yr)
2030: 2.7% (175 – 200 MG/yr)
2035: 2.8% (185 – 225 MG/yr)
2040: 3% reduction
(210 – 260 MG/yr)
Headline Copy Goes HereGoal 1 – Interim Targets
19
9,200
13,200
17,200
21,200
25,200
3,000
5,000
7,000
9,000
Ac
r
e
-Fe
e
t
Mi
l
l
i
o
n
G
a
l
l
o
n
s
Range of
projected
demands
with
successful
attainment
of Goal 1
3%
2.8%
2.7%
2.6%
Historic customer demand
Interim targets ramp up to 2040 goal:
2025: 2.6% (170 – 190 MG/yr)
2030: 2.7% (175 – 200 MG/yr)
2035: 2.8% (185 – 225 MG/yr)
2040: 3% reduction
(210 – 260 MG/yr)
City contribution to
3% reduction: 5 MG
Headline Copy Goes HereStrategies Supporting Goal 1
20
Reach 3% annual
reduction in
water use by
2040 to reduce
risk of shortages
Customer Areas of Opportunity
•HOA & large turf transformation
•Rental incentives, education
•Plumbing repair assistance
•Grants
•Land use policies & developer incentives
•Daytime watering limits
•Commercial water use benchmarking
City Areas of Opportunity
•Retrofit City facilities with high-efficiency plumbing
•City facilities for pilots/examples
•Improve water loss tracking & increase line repair
•Landscape changes that lower treated water use
Distribution
System
Loss City Account
Demand
Customer
Demand,
Indoor
Customer
Demand,
Outdoor
Headline Copy Goes HereGoal 2: Improve water efficiency and build resilience on City-owned landscapes
22
Objectives
•Benefit the community and environment through
investment in public spaces
•Update aging landscapes to modern efficiency
•Prioritize water use on multi-benefit landscapes like
trees and sports fields
Target
•Complete 7 City landscape projects by 2040
•All City landscapes, including raw water and other
service areas
Headline Copy Goes HereStrategies Supporting Goal 2
23
Improve water
efficiency and
build resilience
on City-owned
landscapes, to
benefit the
community and
environment
Areas of Opportunity
•Irrigation upgrades and/or turf reduction
•Landings Park
•Nature in the City projects
•Water Treatment Facility
•City Hall
•Increase dedicated tree irrigation
•Align planning & communications across
departments
Existing Best Practices
•Water use tracking
•Irrigation to ET need, audits, smart controllers
•Smart new design with xeriscape principles
Headline Copy Goes HereNext Steps
Finalize goals & strategies
Council Work Session
Water Commission update
WEP public comment draft
February–March
CWCB pre-review (30 days)
Public comment (60 days)
Staff feedback
Boards & Commissions
6/5 Water Commission
Finalize WEP
April–June
Seek Council approval
July
24
Headline Copy Goes HereDiscussion Questions
25
1) Does Water Commission have feedback or questions related to the
proposed conservation goals?
2) What else does Water Commission need to know prior to staff seeking
their recommendation to Council to approve the updated WEP?
Headline Copy Goes Here Thank you!
2626
Headline Copy Goes HereCost Impact Evaluation for 2025-2040
28
•Water Conservation’s ongoing budget (~$1.5M)
•External grants
•Policy that impacts behavior
•BFO –two future enhancements
Goal 1 Reach 3% annual reduction in water use by 2040
$1.5-1.75M/year
•Actions already occurring
•Grants (internal and external)
•Ongoing budgets
•2050 Tax
Goal 2 Improve efficiency and resilience on City landscapes
$50K/year
•City – Water purchases, regional competition, landscape damage, implementing restrictions
•Customer –Fees & rates, private landscape damage, responding to restrictions
Cost of Inaction
Headline Copy Goes HereEngagement and Equity Approaches
29
Engagement
•Disproportionately impacted community members
•Broad engagement
•City staff following One Water collaborative approach
Outcomes
•5,000+ touchpoints
•Meetings, focus groups, community events, survey,
OurCity, ads
•Critical input from Community Consultants
•40+ hours connecting with staff
Equity
•Elevate needs and ideas
•Increase equitable outcomes from conservation strategies
•Build equity evaluation into annual reviews and plans
Headline Copy Goes HereNeighboring Water Providers: FCLWD’s 2023 WEP
30
•2023 WEP goal: Lower water use by 9% (cumulative)
over the 10-year planning period (with specific
customer sector targets)
•Expect demand to increase by almost 50% by 2033
(from 10,089 AF to 15,064 AF) due to
growth/development
•Heavily dependent on CBT & NISP
•About 60% outdoor use
•Conservation activities expected to save up to 1,229
AF/yr
•12 activities identified in WEP
•Most similar to what we already do
•New ideas: hydrant flushing truck, SFR
conservation taps without potable irrigation
Fort Collins Utilities
ELCO
FCLWD
Headline Copy Goes HereNeighboring Water Providers: ELCO’s 2024 WEP
31
•2024 WEP goal: Achieve water savings goal of 172
AF/yr in 2033 (relative to baseline projected demand)
•Population expected to triple by 2045, which will be ~
60% buildout
•Heavily dependent on CBT
•43% outdoor use
•~20% of residential customers can access raw
water for irrigation
•Conservation activities targeting 172 AF/yr savings by
2033
•8 activities identified in WEP
•Similar to what we already do
Fort Collins Utilities
ELCO
FCLWD
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Water Provider Conservation Activities
Conservation Strategy / Activity FCLWD ELCO FC Utilities
1. Work more closely with planning X X X
2. Garden In A Box X X
3. Residential sprinkler assessments X X X
4. Smart irrigation controller rebates/discounts X X
5. Restrictions X X X
6. Wasting water/leaks prohibition X X
7. Property Manager and HOA irrigation
education/training
X X
8. Hydrant Flushing Filter Truck X
9. Metering, Water Loss Control, Rates/Fees,
Education, *Graywater, Information, Etc.
X X X
X: indicates new activity
Headline Copy Goes HereWater Use Priorities – 2019 Feedback
Priority
Rank Water Use Type Votes
1 Indoor Home 99%
2 Health and Safety 94%
3 Indoor Business 77%
4 Other Landscaped Areas (Non-turf)53%
5 Commercial/Public Recreation 40%
6 Turf Grass (Higher Water Use)14%
7 Personal/Private Outdoor Recreation 9%
Higher Priority
Lower Priority
Headline Copy Goes HereWEP 2024 Community Engagement Takeaways
•Our collective impact should increase community resilience. Pursue
conservation strategies that:
•Impact our largest water users
•Impact City operations; show how the City saves water
•Everyone can participate in, even if only small water savings
•Increase access and decrease burden
•There is support for a mix of incentives and regulations
•Most people are willing to act
•Conserving water is everyone’s responsibility
•Be thoughtful who you regulate, and who you incentivize
•Make water conservation engaging, accessible, and meaningful
•Give people tools to understand their impact
•Engage with people where and how they are comfortable
•Offer flexible programs, processes
Headline Copy Goes HereWE 2025 Staff Engagement Takeaways
•Staff do a lot to use water wisely
•Many agreed on the importance of:
•Water conservation for new builds
•Xeriscaping
•Indoor conservation opportunities
•Raw water benefits
•Challenges
•Public perception may not match City efforts
•Public landscapes need to be safe, durable, attractive
•Funding is needed to update older, water-hungry designs
•More info wanted: ⎻Public comments and appetite for xeric landscapes⎻Work/operations implications
Headline Copy Goes HereWater Conservation Annual Savings
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This chart shows the 2020 efficiency program savings of 130. In that year, an additional 105 MG reduction
resulted from 30 days of mandatory restrictions due to an infrastructure project & wildfire.
Headline Copy Goes HereConservation Goal Setting
Current WEP goal: 130
GPCD by 2030
•42% decrease in GPCD
since 2000
•Met the goal in 2023 with
help from record
precipitation
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Headline Copy Goes HereFort Collins Utilities Water Demand by Customer Sector
38
Single-family
Residential,
Indoor
21%
Single-family
Residential,
Outdoor
19%
Multi-family
Residential,
Indoor
16%
Multi-family
Residential,
Outdoor
4%
Commercial,
Indoor
22%
Commercial,
Outdoor
18%
Annual Residential and Commercial
Customer Demand (2022)
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Current State: 2015 Goals and Opportunities
Areas of Opportunity
1.Leverage Advanced Meter Fort Collins data
and capabilities
2.Promote and support greater outdoor water
efficiency
3.Encourage greater integration of water
efficiency into land use planning and building
codes
4.Expand commercial and industrial sector
strategies
5.Increase community water literacy
Current WEP goal: 130 gallons per capita per day
by 2030
fcgov.com/WEP
WATER COMMISSION
AGENDA ITEM SUMMARY
Staff:
Matt Fater, Civil Engineering Director
Joe Wimmer, Utilities Finance Director
Date: March 20, 2025
SUBJECT FOR DISCUSSION
Supplemental Appropriation Request for the Oak St. Stormwater Project
EXECUTIVE SUMMARY
The Oak Street Stormwater Project (OSSP) is currently under construction and progressing as
planned. Staff has identified the need for an additional $1,500,000 appropriation from the
Stormwater Utility Reserve Fund to supplement the existing appropriated budget. The additional
appropriation will fund remaining project support services as well as a minor contingency for
unanticipated costs to complete the project.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
Staff is requesting the Water Commission consider a motion recommending City Council
approve a $1,500,000 supplemental appropriation from Stormwater reserves to complete the Oak
Street Project.
BACKGROUND/DISCUSSION
The Oak Street Stormwater Improvement Project is a priority stormwater project for the City
because it will contribute to resolving the urban flooding and stormwater quality issues in
downtown Fort Collins. 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 (LF) 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. Additional information on
the project and associated public outreach can be found here:
https://www.fcgov.com/utilities/oak-street-stormwater-improvements-project
The project started construction in July of 2024 with an anticipated completion of June 2026. To
date, approximately 35% of the work is completed which includes 772 LF of tunnelling and 1,555
LF of mainline storm sewer.
The total appropriated budget, to date, for this project is $42,882,815. Previous city annual budgets
appropriated $2,920,000 and there was an off-cycle appropriation in 2023 for $39,962,815. The
off-cycle appropriation was for the municipal bond proceeds issued by the Stormwater Utility
enterprise in the Fall of 2023. The total project budget includes: engineering, project and
construction management, permitting, and construction services with construction contract
accounting for the most significant portion. In addition to these elements of the project budget,
typically a contingency of 5-10% would be included in the final budget. However, this level of
contingency was not included in the 2023 appropriation due to the timing of the bidding and
bonding processes. Instead, the project started construction with a contingency of less than 1%.
The construction contract portion of the project has been progressing as planned with minimal
unanticipated expenses. However, the project expenses related to professional services, project
management, and other support services have exceeded original estimates. These are future
expenses for the project as the project moves into the second year of construction. There are also
some minor potential expenses associated with pending issues related to construction such as
concrete and asphalt replacement and utility relocations that will likely be realized before the end
of the project. In addition to these known and pending expenses, a minor contingency (1.6%) is
requested to cover unanticipated expenses for the remaining portion of the project. Figure 1
summarizes the existing appropriations and anticipated expenses as well as the requested
appropriation to complete the project.
Figure 1 – Budget Summary
Staff requests a $1,500,000 supplemental appropriation from Stormwater Fund reserves based on
the budget analysis summarized in Figure 1. This level of contingency is relatively small for a
project of this magnitude. A typical construction contingency would be 5-10%. However, staff
believes this is sufficient to complete the project based on the progress to date and a risk assessment
of the remaining work.
FINANCIAL IMPACT
The requested supplemental appropriation would be funded from Stormwater Fund reserves. This
fund has a sufficient balance with approximately $10.7M of available unencumbered reserves to
cover this appropriation.
ATTACHMENTS
1. Presentation - Oak Street Stormwater Project
$ 42,882,815 $ 41,548,387 $ 1,334,428
Future Expenses (Known) $ 2,132,077 $ (797,649)
Pending Issues (Potential) $ 119,994 $ (917,642)
$ 1,500,000 $ 582,358
Total Project Appropriation $ 44,382,815
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Oak Street
Stormwater Project
March 20, 2025
Matt Fater
Director, Civil Engineering
Joe Wimmer
Director, Utilities Finance
2
Suggested Motion
I move that Water Commission recommends City Council approve
a supplemental appropriation of $1,500,000 from Stormwater
reserves to complete the Oak Street Stormwater Project.
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Background
CITY PARK OAK STREET STORMWATER
IMPROVEMENTS PROJECT (PURPLE LINE)
OAK ST OUTFALL
CO
L
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E
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A
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MOUNTAIN AVE
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.
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Progress to Date
Current Work ZoneThis Area Not Started Yet
•Construction Contract Expenditures = $13 M (35%)
•Tunnels Completed = 772 LF (92%)
•Main Line Pipe Installed = 1555 LF (18%)
•Blocks Fully Completed = 3 (out of 15)
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Work to Date
Tunneling Activities
July through October
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Work to Date
“Open Cut” Pipe and Inlet Installations Pipe Inspections
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Work to Date
Rain Garden at Oak & Howes
Installation in Progress
Street Enhancements
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Additional Funding Request
Future Expenses: known future
encumbrances
•Professional Services for Phase
2 (RE, CM)
•PM Time
•City Department Support from
Real Estate, Forestry, Streets,
Parking, Light & Power,
Customer Connections
Pending Issues: potential future
encumbrances
•Added soil and backfill needs
•Added concrete and asphalt
replacements
•Art in Public Places
•Utility tie-ins and Inspections
Contingency: For the unknowns
that may happen on a project
•Typical contingency assigned to
this type of project is 5-10%.
•Estimated contingency needed
for this project is low relative to
other projects because many
high-risk items have already
been built
1,500,000$ 582,358$
Total Project Appropriations 44,382,815$
9
I move that Water Commission recommends City Council approve a
supplemental appropriation of $1,500,000 from Stormwater
reserves to complete the Oak Street Stormwater Project.
Suggested Motion