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Home My WebLink About09/17/2025 - NATURAL RESOURCES ADVISORY BOARD - AGENDA - Joint meeting with AQAB + NRAB-only meeting Air Quality Advisory Board & Natural Resources Advisory Board JOINT MEETING – September 17, 2025 Location: 222 Laporte Ave. and via fcgov.com/nrab-teams-meeting 5:30 CALL TO ORDER / ROLL CALL 1. AGENDA REVIEW 2. COMMUNITY MEMBER PARTICIPATION 3. APPROVAL OF MINUTES – [POSTPONED TO REGULAR MEETINGS] 4. NEW BUSINESS 5:35-6:20 Building Performance Standards (BPS) Update Katherine Bailey, Utilities Energy Service’s Program Manager, will provide an update on Building Performance Standards, recent work supporting the policy, and the City’s upcoming October 28th Council Work Session on the topic. Building Performance Standards are considered the most powerful and direct tool for driving improved performance in existing buildings and are one of the most impactful direct policy actions the City can take to reduce emissions by 2030. (Presentation) 6:20-7:05 Our Climate Future (OCF) Strategic Funding Plan Overview Grant Stump, Environmental Services Lead Specialist, will provide an overview of the OCF Strategic funding plan ahead of the October 28th Council Work Session. The purpose of the OCF Strategic Funding Plan is to c reate a strategic guidance document based on key revenue projections and propose funding allocations as a method to implementing investments related to Our Climate Future. (Presentation) 5. ADJOURN Natural Resources Advisory Board REGULAR MEETING – Wednesday September 17, 2025 Location: 222 Laporte Ave. and via fcgov.com/nrab-teams-meeting 7:10 CALL TO ORDER / ROLL CALL 1. AGENDA REVIEW 2. COMMUNITY MEMBER PARTICIPATION 3. APPROVAL OF MINUTES – JULY 4. NEW BUSINESS 7:15-7:30 Building Performance Standards – Council Memo Discussion Board Chair, Kelly Stewart, will discuss content and timing of a proposed memo to City Council on the subject of Building Performance Standards policy, which will be an agenda item discussed at a Council Work Session October 28th. (Discussion & Possible Action) 5. OTHER BUSINESS / UPDATES a. Board Member Reports b. Six Month Calendar Review https://www.fcgov.com/cityclerk/planning-calendar.php c. Revisit action items from previous meetings & preview of next meeting City Websites with Updates: • Air Quality Advisory Board webpage: https://www.fcgov.com/cityclerk/boards/air-quality -advisory • Natural Resources Advisory Board webpage: https://www.fcgov.com/cityclerk/natural-resources.php • Our Climate Future: https://ourcity.fcgov.com/ourclimatefuture 6. ADJOURN Headline Copy Goes Here Program Manager, Energy Services Katherine Bailey Building Performance Standards Update 9.17.2025 Headline Copy Goes HereOur Climate Future Buildings account for more than two-thirds of our local greenhouse gas emissions Goal: Reduce greenhouse gas emissions 80% below 2005 baseline levels by 2030 Live Better: Big Move 6 Emissions Avoided vs 2005 2022 Inventory 22.6% 2030 Pathway 47.2% Electricity 27.3% Buildings 10.0% Transportation 5.8% Industry 2.3% Waste 1.6% Land Use 0.1% 2030 Inventory 69.8% Headline Copy Goes HereBPS Building Performance Standards center on flexibility •A BPS requires buildings to meet carbon or energy performance targets by specific deadlines. •Can include multiple standards, allowing for flexibility while increasing performance for a different aspect of a building. •Targets become stricter over time, driving continuous, long-term improvement in the building stock. Headline Copy Goes HereBPS Benefits Environmental Health Physical HealthEconomic Health Comfort Health Safety Resilience Occupancy & tenant retention Economic growth, resale value, competitiveness Energy burden through use and rate pressure Natural Gas impact Emissions impact BPS Regulatory actions, including BPS,are necessary for achieving OCF emissions goals Headline Copy Goes Here 5 Council Direction Customer journey mapping process Technical Support Pilot City partnered with building owners to explore compliance options for six covered buildings, including: •Technical assessment •Contractor bids and/or estimated costs •Direct support to building owners including common language explanations of options 6 onsite technical assessments completed, including: •One completed assessment, cost verification, and feedback •Five completed assessments and reports with feedback underway Headline Copy Goes Here Headline Copy Goes Here 7 BPS Journey Map Objectives The BPS journey map meets a variety of objectives to support successful implementation. Generates a shared understanding of the BPS journey for a variety of stakeholders including City Council, City staff, building owners, property managers, and tenants Identifies potential points of friction and mitigation strategies Supports a smooth and effective rollout by addressing key barriers early Complements existing engagement and communication strategies to enhance stakeholder buy-in Headline Copy Goes Here 8 Uncovering Key Themes Uncertainty and the Hidden Costs of Compliance Need transparent, accessible information on rebates, incentives, and financing options to help plan confidently and avoid surprises. Need Clear, Accessible, and Responsive Information Need clear language, a centralized starting point, and the option to speak with a live person. Timely, responsive, and proactive communication is key to building trust. Stress and Uncertainty During “Take Action” Phase Need timeline adjustments, planning tools and vetted vendor lists. Cumbersome Processes Need a streamlined, user-friendly system; inefficiencies could become a source of stress. Understand the “Why” Behind the Policy Need to know the “why” behind the regulations to improve buy-in, reduce resistance, and help justify the effort to internal stakeholders. Vetting and Selecting Qualified Contractors A trusted, well-matched contractor is seen as essential to minimizing delays and disruptions. Historical documentation and engagement findings were reviewed and building owner representatives were interviewed. A series of key themes were uncovered: Headline Copy Goes Here 9 Building owner representative BPS Journey Potential Pain Points City Support / Mitigation Strategies 2 1 •Overwhelming information and technical language •Concern for staff resources and availability •Concerns around costs and required actions •Change is hard and this is a paradigm shift Moments that Matter 7 43 12 1369 5 8 10 11 Reporting Receives Notification Take ActionAssess and PlanUnderstand RequirementsAwareness 15 16Engage with City Provided Resources Discuss with Internal Stakeholders Review Policy Details Clarify Requirements Identify Internal Staff Responsibilities Confirm/Adjust Reported Energy Usage Explore Upgrade Options Develop a Compliance Plan, including Alternative Compliance Options Secure Funding Obtain and Select Contractor Bids Implement Upgrades Monitor Impacts Gather Performance Data Submit Reporting/ Adjustment Request/Waiver Receive Confirmation and/or Feedback •Technical language •Understanding the relationship between BPS and other regulations •Difficulty understanding applicability to diverse building types and uses •Time required for self/staff education •Questioning “Why?” •Unclear cost:benefit •Too many options •Feasibility of various options (is a waiver/adjustment needed?) •Effort to develop a cost recovery strategy •Time-consuming planning and coordination •High upfront costs •Managing tenant impact and partnering •Interdependencies across projects •Preparing and submitting waiver/request for adjustment •Finding trusted contractors •Coordinating with contractors •Coordinating internal resources •Unexpected issues / delays •Managing new equipment •Navigating process for rebates, grants and loans •Organizing records •(If applicable) Request for adjustment •Navigating online platform 1:1 Personalized Support: •Help Center/Help Line •Technical Navigator •Financial Navigator Resource Hub (public-facing) and Building Owner Portal Communications including rationale 17 Reengage until Compliant, if needed 1:1 Personalized Support: •Help Center/Help Line •Technical Navigator •Financial Navigator Resource Hub (public-facing) and Building Owner Portal Communications including information on pathways and off-ramps Tenant-Building Owner Education 1:1 Personalized Support: •Help Center/Help Line •Technical Navigator •Financial Navigator Early adopter incentives Contractor Education Phased implementation Resource Hub (public-facing) and Building Owner Portal Tenant-Building Owner Education 1:1 Personalized Support: •Help Center/Help Line •Technical Navigator •Financial Navigator Publicly transparent compliance tracking Alignment of target metrics and existing building data (publicly available) Target and timeline adjustments; Waivers Resource Hub (public-facing) and Building Owner Portal 14 Negative Sentiment Positive Sentiment Communications to covered buildings: •Rationale •Current and target score/ requirements •Compliance pathways and off- ramps •Info on Technical Support and Financial Navigator 1:1 Personalized Support: •Help Center/Help Line Resource Hub (public-facing) and Building Owner Portal Compliance Headline Copy Goes Here Headline Copy Goes Here 11 Technical Support Pilot The technical support pilot completed assessments of the following building types: •Municipal – City Spring Creek Parks Shop •Multifamily •Office (2 completed) •Mixed use historic building (primarily restaurant and museum) •Restaurant Two of the buildings are over 100 years old. All have to meet maximum reduction caps. Pilot participants were not selected to be representative of typical commercial buildings covered by the proposed policy. Participating buildings are intended to demonstrate potential pathways and real-world scenarios. Headline Copy Goes Here 12 Finding and takeaways Key takeaways •Cost variability ($0.15/sq ft - $9.63/sq ft) •Upgrade measure variability •Technical feasibility of maximum reductions •Easy wins exist •Pathways that avoid potential EPCA challenges •Pathways that don’t require fuel switching Findings and policy assumption comparisons •Cost: •Average: $4.35/square foot •Policy analysis estimate: $4-5/square foot •Cost v ROI: •Office building example: •$240,200 with 19.4 yr simple payback, or •$120,000 with 41.4 yr simple payback Headline Copy Goes Here Headline Copy Goes Here 14 Additional Learnings Available Dollars •Grant Opportunity Denver pilot •Equity priority buildings 5,000 – 25,000 square feet. •Initial findings: •Most building representatives are not aware of existing financial resources, which have covered an average of 40% of project costs. •Through navigator-style technical and financial support, participants have achieved an average 30% energy use reduction (exceeding the 15% maximum reduction needed for participants). Headline Copy Goes Here 15 Business as Usual Impact •‘Business as Usual’ improvements happen without an adopted BPS •5-8% of the total GHG reduction resulting from the proposed BPS policy is likely to occur regardless of policy adoption. Headline Copy Goes Here 16 BPS in Fort Collins •Upfront investment with gradual payback •By 2050, rate payers in BPS covered buildings would avoid $630 million in energy costs •BPS supports positive health outcomes community-wide •BPS reduces natural gas use through efficiency and support of strategic electrification •BPS increases impact of existing and new solar, making it easier to reach local renewables goals •Local BPS policy protects building owners, mitigating up front costs and focusing on achievable goals Headline Copy Goes Here 17 Next Steps Council Oct 28 Work Session Council options likely to include: •Final BPS policy framework recommendations •Extended compliance timeline •Covered buildings •Maximum reduction "caps" •Alternatives to prioritize expanding incentive- based framework using 2050 funds Headline Copy Goes Here Headline Copy Goes Here 09-17-25 September Meeting OCF Strategic Funding Plan- NRAB/AQAB Headline Copy Goes HereAgenda 2 •Our Climate Future Background •Strategic Funding Plan Overview •Revenue Projections •Allocation Criteria and Process •Next Moves Update •Next Steps Headline Copy Goes Here Headline Copy Goes HereOur Climate Future Background 4 Purpose •Guide Fort Collins, Colorado toward a more sustainable future while focusing on the needs of its people. Goals •Reduce 2030 greenhouse gas emissions by 80% below 2005 baseline levels •Provide 100% renewable electricity by 2030 with grid and local sources •Achieve zero waste, or 100% landfill diversion, by 2030. Structure •13 Big Moves •Next Moves 2050 Tax •Approved 2023 •First Funds Collected 2024 Headline Copy Goes Here Headline Copy Goes HerePurpose and Deliverables 6 Purpose: Create a strategic guidance document including revenue projections, proposed funding allocations, and an implementation plan for Our Climate Future related investments. Key Deliverables: •Revenue Projections •Allocations •Next Moves Plan Timeframe: Q2 2025– Q1 2026 Headline Copy Goes HereBudget and Strategic Plan Timing Budgeting Strategic Funding Plan Council Election Council Onboarding and Priority Adoption Strategic Funding Plan Headline Copy Goes HereProject Plan 8 Phase I- Council Presentation Primary Deliverables •75% Draft for Council Review •Council Presentation Due Date •10/28 Council Work Session Phase II- Full Plan Primary Deliverables •Revenue Projections •Allocation Criteria and Process •Next moves Update Due Date •End of Q1 2026 Headline Copy Goes HereKey Questions 9 •What suggestions do you have to connect this plan to broader climate initiative context (Other partner initiatives, etc.) •What criteria should be considered during the allocation process for Air Quality and Natural Resource impacts? Headline Copy Goes Here Headline Copy Goes HerePrimary Funding Stream Forecasts 11 Time Horizon- 15 Years Phase I- Council Presentation •2050 Tax, Climate Portion •Remittance Fees from Disposable Bags •Utilities Funds for Energy Services Phase II- Full Plan Potential Additional Sources •2050 Tax, Transit Portion •Community Capital Improvement Plan (If Passed in Nov.) •General Fund •Future Income Sources (Grants, Bonding, Etc.) Headline Copy Goes Here 12 Example Annual Funding Forecast * Please note that the numbers in this slide should be considered as placeholders, not final numbers. Headline Copy Goes Here Headline Copy Goes HereAllocation Approach 14 Align Allocations to Revenue Forecasts •Allocate according to projected revenues •Recommendations on the most strategic allocations •Incorporate OCF Big Moves and Council priorities Multiple time horizons •Short-term – address Council priorities, emerging needs •Mid-term – planning stability, multi-year efforts, bigger lifts •Long-term – ongoing efforts, saving for infrastructure, etc. Criteria & Process •Identify allowable uses for funds •Criteria for Mitigation, Resilience, and Equity impacts •Process for allocation recommendations Headline Copy Goes Here 15 Funding Stream Allowable Uses 2050 Tax, Climate Portion •Greenhouse gas and air pollution reduction •100% renewable electricity •2050 goal of community wide carbon neutrality Remittance Fees from Disposable Bags •Waste reduction program •Mitigate plastic pollution •Reduce solid waste and litter Utilities Funds for Energy Services •Programs to assist customers/ provide incentives to reduce consumption or peak demand •Electricity and related services for consumers Headline Copy Goes HereAllocation Criteria- Mitigation, Resilience, Equity 16 Why? •People at the center of OCF Work •Local impact (+/-) •Community Feedback Mitigation Greenhouse Gases, Renewable Energy, Air Quality Indicators, Diversion Rate Resilience The capacity to prepare our human and natural systems to respond and adapt to changes and disruptions of various scales that affect our ability to thrive. Equity Designing programs, policies, and systems to ensure identity is not a predictor of outcomes Headline Copy Goes Here 17 Big Move 6 – Annual Target Funding Allocations * Please note that the numbers in this slide should be considered as placeholders, not final numbers. Headline Copy Goes Here Headline Copy Goes Here Updates for Council Purpose and ConnectionTerminology Next Moves Plan - Background 19 Big Moves •Transformational Outcomes Pathways •Strategic Level Next Moves •Tactical Level •2- Zero Waste Neighborhoods •5- Live, Work, and Play Nearby •6- Efficient, Emissions Free Buildings •12- 100% Renewable Electricity •Communicate actions being taken on each Big Move •Provides work plan for staff •Tie actions to budgetary needs •Inform needs by revenue stream Headline Copy Goes Here 20 Big Move 6: Efficient, Emissions Free Buildings Everyone lives and works in healthy, energy and water efficient buildings which transition to become emissions free. 6.3 Building Performance6.2 Building Electrification6.1 Building Construction Next Moves •Establish minimum performance standards for metro districts •Establish an energy performance path to zero carbon for new construction by 2030 •Provide stock plans for energy efficient, affordable housing developments Next Moves •Provide energy efficiency improvement programs for homes and businesses •Provide behavioral energy efficiency programs for homes and businesses •Provide financial mechanisms to support retrofit programs (e.g., Epic loans, CPACE) Next Moves •Provide natural gas electrification programs for homes and businesses •Support and expand local service providers through workforce education on electrification •Evaluate Utility electricity rate alignment with electrification Pathways * Please note that the Next Moves in this slide are not final or comprehensive and should serve as an example only Headline Copy Goes Here Headline Copy Goes HereNext Steps 22 Key Upcoming Dates •10/17 Work Session Materials Due •10/28 Council Work Session Next Steps •Incorporate Feedback •Prepare for Council Presentation •Begin Discussions for Remaining big Moves Headline Copy Goes HereKey Questions 23 •What suggestions do you have to connect this plan to broader climate initiative context (Other partner initiatives, etc.) •What criteria should be considered during the allocation process for Air Quality and Natural Resource impacts? 1 7/16/2025 - Minutes Natural Resources Advisory Board REGULAR MEETING Wednesday, Ju ly 16, 2025 – 5:30 PM 222 Laporte Avenue and via Microsoft Teams 1. CALL TO ORDER: 5:35 PM 2. ROLL CALL a. Board Members Present – • Kelly Stewart (Chair) • Dawson Metcalf (Vice Chair) • Kelen Dowdy • Leslie Coleman • Sharel Erickson • Xavier Perei ra • Teagan Loew b. Board Members Absent – • Sara LoTemplio • Barry Noon c. Staff Members Present – • Melinda Peterson, Environmental Services Lead Specialist d. Guest(s) – • None 3. AGENDA REVIEW Chair Stewart reviewed the agenda items. 4. COMMUNITY MEMBER PARTICIPATION None. 5. APPROVAL OF MINUTES – JUNE 2025 Dowdy made a motion, seconded by Pereira, to approve the June 2025 regular meeting minutes as amended. The motion was adopted unanimously. 2 7/16/2025 - Minutes 6. NEW BUSINESS a. Single Use Plastics Reduction (SUPR) – Melinda Peterson Melinda Peterson, Environmental Services Lead Specialist, noted the key question regarding the single use plastics reduction effort relates to whether the multifaceted approach helps to improve the understanding of effectiveness of the plastic bag ban and carryout bag remittance requirements. She provided a summary of the disposable bag ordinance, which was affirmed by voters in 2021, noting it included a plastic bag ban for 19 large grocers in the city and a $0.10 paper bag fee, 60% of which is remitted to the City and 40% of which remains with the grocers to assist with education efforts. Additionally, the ordinance included a ban on polystyrene at restaurants and retail food establishments, though there was no enforcement plan for that component at the time. Peterson stated the 2025 update expands the plastic bag ban and remittance fees to all multi-store franchises, though not small businesses. Specifically, stores that are exempt include those that operate solely in Colorado, have three or fewer locations, and are not part of a larger entity with locations outside of Colorado. Peterson outlined the project timeline and discussed the current state of reporting from the 19 large grocers noting there is a lack of information to create conclusions about waste diverted from the landfill. Peterson stated a multifaceted approach is needed to include annual data collection from businesses, the community, and nature for the purpose of building a comprehensive story of reduced plastic waste in Fort Collins. She stated the approach will help to address the complexity of multiple contributing factors, including the policy itself, individual behavior, and pollution. Peterson outlined the prototype for data collection methods, including annual reporting from businesses, a voluntary survey of commu nity members, peer community benchmarks, a co-interpretation workshop, and a survey of data from volunteers who complete Natural Areas cleanups. A Board Member asked if the 19 large grocers have been compliant in providing the requested data. Peterson replied they have been 100% compliant in remittance and reporting. Vice Chair Metcalf asked if age is being requested as part of the customer/community survey noting it is a major factor in storytelling. Peterson replied there have been discussions as to whether surveys should be done at store locations or more widely across the community. She concurred that age would be a valuable data point. Vice Chair Metcalf noted the microplastics and health topic resonates with certain age groups more so than others as does the cleanliness of the environment. Peterson noted there will need to be additional education efforts around the plastic bag ban expansion. Members discussed whether retailers have seen an increase in the number of reusable bags sold. Additionally, members discussed retailers that provide boxes to customers and the associated cost savings to retailers in terms of recycling. Peterson also noted 3 7/16/2025 - Minutes Sprouts no longer offers paper bags or boxes. Depew commented on waste sorting data being valuable to understand what material is going into the landfill and how much of that material could have been composted, recycled, or diverted in some other way. He noted a full waste sorting audit is quite expensive and time consuming, and the most recent one for Fort Collins was done in 2016 in collaboration with Larimer County. He also noted another audit has not been funded. Vice Chair Metcalf commented on the value of asking customers whether they have reduced other types of plastic use because of the bag ban and noted that information could be valuable in terms of determining how much further the community would be willing to go in terms of eliminating plastics. Peterson stated they would like to parse out different types of plastic reduction as part of that question. Pereira stated that if selling reusable bags is still not deemed to be a zero waste end result, would there be an appetite for enforcing that paper bags be required to be an option. Depew stated that has not been proposed and commented on the importance of life cycle assessment research for reusable bags versus paper bags. He also noted that paper bags have a higher footprint in some categories, including water usage for production, than plastic bags. A Board Member asked about next steps. Peterson commented on plastic bag reduction calculators and stated one goal to tell a broader story about what is seen in Natural Areas and how the Poudre watershed is benefitting from the ban. Additionally, she noted the customer data can help inform an existing conditions assessment and the appetite for additional single use plastics reduction efforts. b. Our Climate Future – Strategic Refresh Honore Depew, Climate Program Manager, noted one of Council’s priorities centers around reducing climate and air pollution and achieving 100% renewable electricity, which tracks closely with the ballot language approved by voters at the end of 2023 creating the 2050 tax, a portion of which goes specifically to climate-adjacent areas. He noted Council wants to see a more strategic, better organized approach to the climate work to help inform priority setting, strategic planning, and budgeting. Depew stated work started on the Strategic Refresh at the end of 2024 and has included mostly internal engagement regarding helping colleagues be stronger implementation partners of the Our C limate Future (OCF) strategies. Additionally, preliminary work has occurred around the strategic funding plan, including its outline and structure, how to project revenue, what to include in the revenue projections, and what criteria should be used to guide allocations. Depew stated Council will see a preliminary draf t of the strategic funding plan with the full plan complete by the end of the first quarter of 2026. Depew discussed the OCF Plan, which focuses on mitigation as well as resilience and equity, and is related to several other City Plans, including the Active Modes Plan, the Transit Master Plan, and the Rooted in Community Urban Forest Plan. He stated the Strategic Refresh aims to help the Plan be more effective by developing long-term goals 4 7/16/2025 - Minutes and a vision along with implementation tactics and strategies to help deliver those results. He noted areas of influence include economic drivers, regulations and policies, infrastructure investments, and education and outreach to influence behavior. He summarized the effort as making OCF simpler to talk about, more in clusive of the City’s sustainability efforts, and a more useful tool for planning and accountability. Depew stated next steps for the Strategic Refresh include incorporating input and feedback from staff, community engagement, and OCF executives, summarizing enhancements to the OCF framework, including assessment, reporting, and storytelling, internal alignment and collaboration, and structure and governance, and developing an implementation approach for 2026 to align with the OCF strategic funding plan. He discussed an implementation plan example from San Diego. Depew outlined the purpose of the OCF strategic funding plan , which includes a 15-year time horizon with periodic updates, attempts to balance the guidance and vision across medium and longer time horizons, aims to bring clarity and focus about how to best deploy funds and allocate resources in the near term, and aims to inform and help Council set realistic priorities that can be executed and funded. He stated the strategic funding plan has three key components: revenue projection s, the next moves plan, and allocation guidance. He noted revenue projections include climate-driven and waste- driven funding, including portions of the 2050 tax, the disposable bag remittance fees, and a portion of the Utilities rate payer structure that funds things such as energy efficiency and renewables, all of which must be expended in specific ways. Depew outlined the allocation approach which includes financial constraints, multiple time horizons, and a bucketed approach to include funding for one-time and ongoing efforts and holding some funding for things like innovation and matching funds. Vice Chair Metcalf asked how the ‘cost of inaction’ conversation is occurring within the City organization. Depew replied the most tangible example of the cost of inaction for Colorado and many other states is the cost of home insurance. Vice Chair Metcalf noted the number one environmental topic is water quality and asked if there are other specific popular topics in our community that could generate tangible interest in change. Depew replied the statistically valid community survey includes broader questions, not necessarily questions related to top topics of interest. A Board Member commented on the importance of including foundational actions that must occur from a funding perspective. Additionally, she commented on connecting next moves to big moves and identifying associated funding. Pereira asked if there is any framework for creating a prioritization for Council to consider on a broader scale in terms of weighing next moves in various categories. Depew replied the original OCF framework used some simple visuals that describe impacts across four categories: cost investment, potential impacts on mitigation, equity, and resilience. He noted there is a bias toward the mitigation category as that is measurable and directly tied to slowing and reversing the effects of climate change; however, equity and resilience will need to be more of a focus for longer term goals. A Board Member commented on the impacts of the gutting of the Inflation Reduction Act 5 7/16/2025 - Minutes on consumers in terms of increasing prices of electricity and cost of meeting climate goals. She stated this could be a good time for the City to double down on energy efficiency efforts for homes and businesses. Vice Chair Metcalf noted there is a level of distress in various institutions given the current federal administration and reiterated the importance of working on issues about which the community is passionate. He noted environmental issues intersect with public health and other topics that are front of mind for many community members. Depew commented on the possibility that there may be a line item in the Community Capital Improvement Program tax renewal related to composting infrastructure, which could be an item that may excite community members. 7. OTHER BUSINESS/UPDATES a. Board Member Reports A Board Member reported on attending the Boards and Commissions Super Issues meeting on the Hughes Stadium property. She noted there was some skepticism of the civic assembly process and a great deal of confusion about the proposed bike park was expressed. Additionally, there seemed to be some confusion as to the result of the civic assembly’s recommendations. Depew noted that the Paths (Planning Action to Transform Hughes Sustainably) Group has collected enough signatures to put an item on the ballot asking voters if the Hughes property should be forced to become a Natural Area, which he noted would use all of the Natural Areas funds for a number of years. Additionally, there is another ballot measure related to the property. Depew stated there will be an online blue book for this year’s election. b. Six Month Calendar Review Depew highlighted some items that Council will be considering in the coming months, including Which Wheels Go Where, the Parking Services Optimization Study, budget organizational systems, the community survey results, Building and Energy Codes, the Our Climate Future strategic funding plan, the Transfort Optimization Plan, Building Performance Standards, Halligan Reservoir, and the 2026 Work Plan and Annual Report. Depew also commented on the formation of the Cache la Poudre Improvement Fund with the settlement dollars from the Save the Poudre lawsuit against Northern Water. A Board Member noted there will be a committee of six individuals, three from Northern Water, and three from Save the Poudre, who will manage the $100 million fund. She noted work is being done with the NoCo Foundation regarding how people will apply for the funds, which are only available for projects from the Monroe Diversion to the confluence with the South Platte. c. Revisit Action Items from Previous Meetings and Preview of Next Meeting 6 7/16/2025 - Minutes 8. ADJOURNMENT • 7:31 pm Minutes approved by a vote of the Board on X/XX/2025