HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 03/09/2021 - WORK SESSION
City of Fort Collins Page 1
Wade Troxell, Mayor City Council Chambers
Ross Cunniff, District 5, Mayor Pro Tem City Hall West
Susan Gutowsky, District 1 300 LaPorte Avenue
Julie Pignataro, District 2 Fort Collins, Colorado
Ken Summers, District 3 Cablecast on FCTV
Melanie Potyondy, District 4 Channel 14 on Connexion
Emily Gorgol, District 6 Channel 14 and 881 on Comcast
Carrie Daggett Darin Atteberry Delynn Coldiron
City Attorney City Manager City Clerk
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City Council Work Session
March 9, 2021
6:00 PM
• CALL TO ORDER.
1. Residential Time-of-Day Review and Potential Next Steps. (staff: Lance Smith, Gretchen Stanford;
15 minute presentation; 30 minute discussion)
The purpose of this item is to review the residential Time-of-Use rate structures and to discuss what
Council may want to either change or study further. In October 2018, all residentia l electric
customers were transitioned to a Time-of-Day (TOD) rate structure after an extensive pilot study.
The pilot study indicated that residential customers were expected to reduce their energy
consumption as well as their contribution to the coincid ent peak and in doing so realize some
reduction in their electric bill relative to the previous three-tiered rate structure. After the first year of
the TOD rates being in place for all residential customers, a review was done to ensure that the
expected benefits seen in the pilot study were still being realized. This was confirmed and presented
to the City Council at the February 11, 2020 Council Work Session. The second year of the TOD
rate structure saw a significant load shift from commercial, and to a lesser degree industrial
consumption, to the residential rate class due to COVID -19, and the associated economic slowdown,
making it very difficult to assess the impact of the rate structure on customers in 2020. Higher
summer temperatures and smoke from the Cameron Peak Fire also contributed to the complexity.
City of Fort Collins Page 2
While the challenges of 2020 make it difficult to analyze the results in the second year, there is an
opportunity to consider if any adjustments may be appropriate. A subsidy within the TOD with a tier
rate, which applies to 90% of residential customers, has created an unintended price differential
between the two residential rate classes. This adversely impacts the portion of the 10% of residential
customers in all-electric residences primarily in manufactured park and multifamily housing and use
much less energy than all-electric customers in single family housing.
With all residential customers already being billed on a TOD rate, and large commercial and
industrial customers already being billed on a time-based rate, which includes a coincident peak
demand charge, only small commercial customers remain on a rate which does not reflect the time
varying cost of generation and transmission.
2. East Mulberry Planning. (staff: Caryn Champine, Travis Storin, Silvia Tatman-Burruss; 15 minute
presentation; 45 minute discussion)
The purpose of this item is to provide Council with an overview of the process to update the
community’s vision for the future of the East Mulberry area. Staff will share a public engagement plan
and the steps to update the area’s long-range plan in 2021. Project outcomes also include a fiscal
impact analysis that will inform the Plan’s recommendations and provide options for a potential,
multi-phased annexation for those portions of the area presently in the County’s jurisdiction.
3. E-Scooter Share Program Review & Future E-Scooter/Bike Share Program Proposal. (staff:
Amanda Mansfield; 15 minute presentation; 15 minute discussion)
The purpose of this work session item is to inform City Council on the electric scooter (e-scooter)
share pilot program and upcoming changes to both e-scooter share and bike share programs moving
forward. Due to impacts from COVID-19 related shutdowns, the City and CSU extended the e-
scooter share pilot program through March 31, 2021 for the purpose of gathering additional data and
to allow the system to mature. The City in partnership with CSU selected Spin as its vendor in
February 2021 to manage a combined e-bike share/e-scooter share program. In addition to
presenting on key takeaways from the previous e-scooter share program and focus areas of the
upcoming e-scooter share/bike share program, City staff will be seeking Council input on select
focus areas of the upcoming program.
• ANNOUNCEMENTS.
• ADJOURNMENT.
DATE:
STAFF:
March 9, 2021
Lance Smith, Utilities Strategic Finance Director
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Residential Time-of-Day Review and Potential Next Steps.
EXECUTIVE SUMMARY
The purpose of this item is to review the residential Time-of-Use rate structures and to discuss what Council may
want to either change or study further. In October 2018, all residential electric cus tomers were transitioned to a
Time-of-Day (TOD) rate structure after an extensive pilot study. The pilot study indicated that residential
customers were expected to reduce their energy consumption as well as their contribution to the coincident peak
and in doing so realize some reduction in their electric bill relative to the previous three -tiered rate structure. After
the first year of the TOD rates being in place for all residential customers, a review was done to ensure that the
expected benefits seen in the pilot study were still being realized. This was confirmed and presented to the City
Council at the February 11, 2020 Council Work Session. The second year of the TOD rate structure saw a
significant load shift from commercial, and to a lesser degree industrial consumption, to the residential rate class
due to COVID-19, and the associated economic slowdown, making it very difficult to assess the impact of the rate
structure on customers in 2020. Higher summer temperatures and smoke from the Cameron Peak Fire also
contributed to the complexity.
While the challenges of 2020 make it difficult to analyze the results in the second year, there is an opportunity to
consider if any adjustments may be appropriate. A subsidy within the TOD with a tier rate, which applies to 90%
of residential customers, has created an unintended price differential between the two residential rate classes.
This adversely impacts the portion of the 10% of residential customers in all -electric residences primarily in
manufactured park and multifamily housing and use much less energy than all-electric customers in single family
housing.
With all residential customers already being billed on a TOD rate, and large commercial and industrial customers
already being billed on a time-based rate, which includes a coincident peak demand charge, only small
commercial customers remain on a rate which does not reflect the time varying cost of generation and
transmission.
COUNCIL DIRECTION SOUGHT:
1. If, and how, to address the price differential between the two Time of Day rate classes?
2. Are there any other requests of staff currently concerning the residential Time of Day rate?
3. Would you like staff to explore a Time-of-Day rate for small commercial customers?
BACKGROUND
Beginning in October of 2018 all residential electric customers of the City of Fort Collins were taken off the
previous three-tiered rate structure and put into one of two Time of Day (TOD) rate structures. The 90% of
residences within the City having gas service which could be used for heating available to them were put on a
TOD rate structure with a tier. The remaining 10% of residences with no gas service to them were put on a TOD
rate structure with no tier. This distinction between the two residential rate clas ses by heating type was intended
to recognize that electrically heated residences will require more electricity than those heated by gas which would
very likely place these customers above the tier threshold each month in the winter at least.
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Residential Time-of-Day Rates
The cost for electricity varies throughout the day, with higher costs incurred when demands on the
system are the highest. Historically, limitations on metering capabilities required these higher costs to be
averaged out over 24-hours across all residential customers, but with the installation of advanced metering
infrastructure (AMI) meters, it became possible to charge on a more equitable basis. The TOD on -peak hours
were established by identifying when the system peaks occur and averaging the associated demand costs over
the narrower four- or five-hour window, depending on the season (winter and summer), rather than the full 24-
hours in a day. This time-based rate structure provides a variety of benefits.
Considerations for implementing a TOD rate included:
• more fair and equitable structure than tiered rates, as it passes through costs more accurately
• provides a time-based price signal to reduce system peak demands
• provides customers with two ways to control their bills - by reducing how much electricity they use and/or
shifting when they use it
• reduced peak demands increase load factors on the system, creating efficiencies and lower costs overall
• better aligns system costs with when solar production occurs
• overall reductions in energy consumption also lower greenhouse gas emissions
• encourages use of electric vehicles
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The following timeline highlights the history of TOD.
TOD After 1 Year
Following the implementation of the TOD rates for residential cus tomers in October 2018, an extensive analysis
was done to ensure that the outcomes expected based on the pilot study were realized. That analysis was
presented to the Energy Board and then City Council in early 2020 (February 11, 2020 Council Work Session )
and concluded (Attachment 1):
The results after one year on TOD are consistent with the results from the pilot study for overall revenue,
customer bill changes, energy use reduction and peak demand shifting .
• 65% of residential accounts showed a decrease in annual electric bills compared to the prior rate
structure.
• Average monthly bill was $1.38 lower with TOD pricing.
• Overall revenue collected for the residential class was lower by 2.3% on TOD.
• Overall energy consumption was 1.9% lower, or 16,775 megawatt-hours (MWh), which also
decreased wholesale electricity expenditures.
• Reduced electricity use from TOD saved over 15,800 metric tons of carbon emissions, equivalent to
0.8% of the 2018 community carbon inventory.
• Peak hours electricity use was 7.5% lower than in the previous year.
TOD in 2020 (Year 2)
Due to the unusual circumstances of 2020, there was a significant shift in energy consumption from commercial
and industrial rate classes. This shift was largely due to COVID -19, and the ensuing economic downturn, making
it very difficult to understand any impacts of the TOD rate structure in 2020 on residential customers. Higher
summer temperatures and smoke from the Cameron Peak Fire also contributed to the complexity of trying to
understand how TOD would have performed without the pandemic.
With residents being encouraged to stay in their residence as much as possible throughout most of 2020, an
increase in residential energy use was seen. Similarly, with many commercial businesses b eing partially or
completely closed for periods of time a decrease in commercial energy use was realized.
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2020 over 2019
Rate Class Energy Revenue
Residential 4.1%8.0%
TOD with Tier 5.2%13.1%
All electric TOD -1.2%3.4%
Commercial -7.6%-3.9%
Industrial -3.5%-3.3%
Total -1.8%2.5%
This 4.1% year over year increase in residential electricity use far exceeds any expected fluctuation in the year
over year change due to a TOD rate structure making it difficult to say much about TOD in 2020. Could the TOD
rate structure have driven some of this year over year growth? With 90% of residential customers having a tiered
charge for using any more energy than 700 kWh /mo. the TOD with a tier rate structure is intended to discourage
increased use of electricity. Another reason to suspect that the rate structure did not drive this significant shift is
that both Loveland, who has a flat residential rate, and Longmont, who has a 3 -tiered residential rate, saw a
similar growth in residential consumption in 2020.
Opportunities for Improvement
Opportunity 1: Better understand the price differences between the two rates for individual customers
While staff had recommended that all residential customers, whether gas-heat or all-electric, be billed on one
TOD rate structure with an on-peak and off-peak charge, and without a tier, the final direction from City Council
was to separate customers based on heating source into two rate classes.
In rate design, each rate class is expected to cover their share of the operation, maintenance, and renewal costs
of the utility through the applicable rate structure. Because the operation, maintenance, and renewal of the
electric utility does not vary by the heating source of the residence, both rate classes have the same rate of
recovery just through two different rate structures. The table below shows the individual components of each rate
structure for 2021.
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Tiered TOD All-electric
TOD $ Difference % Difference
Summer On-Peak
May-September Monday-Friday
2-7 p.m.
Off-Peak
All other hours, weekends and major
holidays
Non-Summer On-Peak
October-April Monday-Friday
5-9 p.m.
Off-Peak
All other hours, weekends and major
holidays
$0.2708
$0.0804
Fixed Charge
Paid by all customers each month $8.59 $8.59
Tier Charge
Additional charge for all kWh used in excess of 700 kWh
in any month.
$0.2326
$0.0804
No Charge
$0.2624
$0.0719
$0.2242
$0.0719
$0.0246 -100.0%
$0.00
$0.0084
$0.0084
$0.0085
($0.0246)
$0.0085
0.0%
3.2%
11.8%
3.7%
11.8%
Aside from all residential customers paying the same fixed charge, there are a few differences between the two
rate schedules. The first being that the on and off peak per kilowatt -hour charges are higher for the all-electric
TOD. The second being that there is an additional rate component on the tiered TOD. Because both rate
structures are intended to recover costs at the same rate in total, this additional rate component must be offset
partially by lowering another rate component. Hence, the on and off peak per kilowatt -hour charges are higher for
the all-electric TOD. The graph below compares the two rate structures to show that customers using less than
1,050 kWh per month are paying more on the all-electric TOD rate than they would under the TOD with a Tier rate
for gas heated customers.
The unintended price difference between the two residential rate classes has impacted those on the all -
electric TOD rate using less than 1,050 kWh / mo.
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Opportunity 2: Better understand energy use of the Income Qualified Assistance Program
Recognizing that the cost burden of utilities can be daunting for customers with income significantly below the
area median income, an Income Qualified Assistance Program was implemented when TOD began in 2018. The
program provides a 23% discount on billed uti lity charges each month to those customers who are enrolled in the
federal Low-income Energy Assistance Program (LEAP). This discount was established at a level so that the
fraction of monthly income that goes toward utility costs, the utility cost burden , is the same as a residence with
the area median income.
The immediate benefit of such a program to those eligible is to lower their monthly utility costs. The benefits to
the utility include reduced administrative costs and more targeted outreach and m arketing of energy efficiency
programs. Another significant benefit to the utility is to have a subset of residential customers with a known
income level identified to understand better how their energy usage may differ from other residential customers.
If we look at those customers enrolled in IQAP who have gas -heated residences, we can see their usage patterns
is very similar to all the other gas-heated customers on average throughout the year. However, our IQAP
customers are using significantly less energy in the summer cooling season. This is consistent with expectations
of residential energy use for gas heating and electric cooling.
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If we look at those customers enrolled in IQAP who have all-electric residences, we can see there is a dis tinct
difference in the usage patterns of these customers when compared to the other all-electric customers. The next
two graphs highlight this difference in 2019 and 2020. This suggests that the intent of the all -electric rate, which
is to recognize that all-electric customers typically consume more electricity than those in gas -heated residences,
by not imposing a tier charge on these customers because of their higher -than-average consumption during the
winter months. This intent may not be beneficial to IQAP customers on the all-electric rate, as their
monthly usage is predominately below the 700 kWh threshold, even during the winter months.
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In looking at the seasonal variability in electricity consumption we see that there is almost no seasonal variability
for the IQAP residences.
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Together this data suggests that the intent of the all -electric rate which is to recognize that these
customers will typically consume more electricity than those in gas heated residences without imposing
a tier on higher than average consumption may not be applicable or beneficial to a subset of the all -
electric rate class.
Opportunity 3: Better understand the impact on customers and what may be differentiating the all -
electric rate class
Knowing that at least the IQAP customers usage was different than expected in the all -electric rate and that the
price differential impacted customers using less than 1,050 kWh / mo. led to more analysis. Most of the IQAP
residential customers in all-electric residences are paying more on the all-electric rate. Next, we looked at it by
housing type for these customers. The graph below shows this is consistent across housing type. The data
labels are the number of customers in each category.
The graph below shows the relative price difference for all residential customers on the all -electric rate. Similarly,
to the IQAP customers, those in single family detached benefit the most with manufactured and multi -family
housing being negatively impacted the most.
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The unintended price difference between the two residential rate classes has impacted those on the all -
electric TOD rate using less than 1,050 kWh / mo. Those residential customers in all -electric
manufactured park or multi-family residences are being adversely impacted.
Opportunity 4: Consider a TOD rate for Small / Medium Commercial Customers
Large commercial and industrial customers have a coincident peak and a non-coincident peak demand
component to their rate structure, where the coincident peak demand c harge captures the varying price of
generation and transmission. Now with residential rate class also having a rate structure which reflects the
variable cost of generation and transmission of electricity, only the small and medium commercial rate classes
remain without a rate structure which captures this variability. Because these customers have an energy load
profile that is more similar to residential customers than to large commercial and industrial customers, a rate
structure similar to the resident ial TOD may be most appropriate for these customers, in contrast to a coincident
peak rate, although a pilot study would allow more confidence in the expected benefits of providing a more
accurate price signal to these rate classes.
ATTACHMENTS
1. Work Session, February 11, 2020 (PDF)
2. Powerpoint Presentation (PDF)
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DATE:
STAFF:
February 11, 2020
Randy Reuscher, Utility Rate Analyst
Lance Smith, Utilities Strategic Finance Director
John Phelan, Energy Services Manager
Lisa Rosintoski, Utilities Deputy Director, Customer
Connections
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Residential Electric Time-of-Day (TOD) 12 Month Review.
EXECUTIVE SUMMARY
The purpose of this item is to share the detailed analysis , recommendations and outreach/feedback from the first
12 months of the Time-of-Day (TOD) residential electric rate structure, which was launched in October 2018.
Pilot Study (2015-2016)
While the pilot study confirmed that a switch to a TOD rate str ucture would achieve the goal of being revenue-
neutral, the results also showed annual reductions in both the average residential electric bill (~2%) and overall
energy consumption (2.5%). There was also evidence this rate structure would lower utility cos ts by shifting
demand away from the on-peak hours.
TOD One-Year Results (October 2018-October 2019)
The results after one year on TOD are consistent with the results from the pilot study for overall revenue,
customer bill changes, energy use reduction and peak demand shifting:
•65% of residential accounts showed a decrease in annual electric bills compared to the prior rate structure.
•Average monthly bill was $1.38 lower with TOD pricing.
•Overall revenue collected for the residential class was low er by 2.3% on TOD.
•Overall energy consumption was 1.9% lower, or 16,775 megawatt-hours (MWh), which also decreased
wholesale electricity expenditures.
•Reduced electricity use from TOD saved over 15,800 metric tons of carbon emissions, equivalent to 0.8% of
the 2018 community carbon inventory.
•On-peak hour electricity use was 7.5% lower than in the previous year.
Staff also examined several methods to account for weather differences in pre- and post-TOD periods. The
results show a weather-adjusted conservation effect for reductions in energy use between 3.5% and 5%.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1.Does Council need additional information or analysis from staff regarding Time-of-Day (TOD) pricing?
BACKGROUND / DISCUSSION
Why a TOD rate structure?
The cost for electricity varies throughout the day, with higher costs incurred when demands on the system are the
highest. Historically, limitations on metering capabilities required these higher costs to be averaged ou t over 24
hours across all residential customers; however, with the installation of advanced metering infrastructure (AMI)
meters, it became possible to bill customers on a more equitable basis. COPYATTACHMENT 1 1.1
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The TOD on-peak hours were established by identifying when the system peaks occurred and averaging the
associated costs over a narrower four- to five-hour window, (e.g., 2-7 p.m. in summer months and 5-9 p.m. in
non-summer months), rather than the full day. This time-based rate structure provides a variety of be nefits,
including:
• More fair and equitable structure than tiered rates, as it passes through costs more accurately (e.g., when you
use electricity is as important as how much you use).
• Provides a time-based price signal to reduce system peak demands.
• Provides customers with two ways to control their bills – by reducing how much electricity they use and/or by
shifting when they use it.
• Reduced peak demands increase load factors on the system, creating efficiencies and lower costs overall.
• Better aligns system costs with when solar production occurs.
• Overall reductions in energy consumption also lower greenhouse gas emissions.
• Encourages use of electric vehicles.
The following timeline highlights the history of TOD.
Revenue
The TOD rate structure was designed to be revenue-neutral, (in other words, collect the same amount of revenue
as the prior rate structure), with all other factors being equal. However, in reality, factors do change, and the
effects of energy conservation and shifting of electric use by residential customers from on-peak to off-peak hours
lowered customer bills by $1.38 on average per month, reducing the overall revenue collected on TOD by
approximately $1.2M. As expected, this also decreased the amount of energy purch ased, therefore the
associated wholesale expenses also decreased by a comparable amount.
The graph below shows that 65% of customers saved on TOD, while another 33% paid up to $5 more per month
and the remaining 2% paid more than $5 more per month.
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Seasonal variations
It is common for customers to have varying electric use patterns throughout the year/season, which means bill
impacts also will vary. Some customers may experience lower bills during the summer months and higher bills
during the non-summer months, or vice versa. Typically, seasonal variations are based on the types of appliances
that are used (as well as how they are used), especially appliances used for heating and cooling.
Examples of seasonal differences and bill impacts:
• The use of air conditioning (AC) is a primary driver behind system peaks and costs. If customer s use their AC
regularly during the on-peak hours, they may experience higher summer bills.
• A solar customer may have higher bills during non-summer months due to the lower correlation between
when solar production occurs and when they use the most electricity. However, a higher customer credit is
given during the summer months, which often offsets impacts on an annual basis. The following graph shows
the seasonal distribution of cost differences for a sample of solar customers.
• There tends to be variability in bills during the winter months for customers in all -electric homes,
depending on when they heat their homes. A large portion of heating occurs overnight and in the morning COPY1.1
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hours, when electricity is cheaper, which provides a substantial opportunity to reduce bills with minor
changes.
o Generally, all-electric homes do not have air conditioning, which means their summer bills are
likely lower (unless they install window air conditioning or have other demands for electricity
during the on-peak hours).
Recognizing these seasonal variations, and because revenue requirements for the utility are set on an annual
basis, it is important to analyze revenue impacts across a full 12 months.
The graph below summarizes average bill impacts (compared to the pilot study) based on varying types of
customers.
• Roughly 89% of customers live in gas-heated homes and are on the standard TOD rate with a tiered
component for electric use over 700 kWh/month. These customers had an average savings of $1.26/month.
• Approximately 9% of customers live in all-electric homes and are on a TOD rate without a tier. On average,
this group saved $3.51/month.
• Additionally, 2% of our customers have rooftop solar systems and had an average bill increase of
$2.94/month.
In order to fully understand the impacts related to the TOD transition, other changes that occurred during
this timeframe also need to be identified, including:
1. Expanding the summer season from three months (previously June -August) to five months (now May-
September), as May and September peak demand hours align more closely to the summer season.
2. A 5% rate increase for the electric fund went into effect January 1, 2019.
3. Other utility programs also have contributed to energy conservation or peak -shifting, such as the Peak
Partners Electric Water Heater Control Program.
a. This program has seen success with 1,936 water heater controllers in place. Custome rs can
choose between three options: basic, default or aggressive settings, depending on how many
hours within the on-peak period they want their water heater to be scaled back. On an annual
basis, these customers shifted ~400 MWh of energy from the on -peak hours to the off-
peak hours, with an estimated annual average savings of $48 per customer.
The following graphs show the distribution of bill impacts based on customer type (e.g., gas vs. all-electric
heat; solar installation; or participant in the In come-Qualified Assistance Program (IQAP) or Medical Assistance
Program (MAP).
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Note – this analysis only includes customers who lived at the same premise for the full 12-month period.
This first graph shows residential customers living in gas-heated homes. This group is subject to am
additional tiered charge for electric use 700 kWh/month.
• Roughly 2/3 saved on TOD, while the other 1/3 paid more. The overall average savings equated to
$1.26/month.
The following graph shows residential customers who live in all-electric heated homes. These customers
do not have an additional tiered charge for use over 700 kWh.
• Roughly 2/3 of these customers saved on TOD, while the other 1/3 paid more. The overall average savings
equated to $3.51/month.
Note, the below represents two types of customers: those previously on the residential demand (RD) rate, who
paid $2.21/month more (on average) and those previously on a tiered rate, who paid $4.60/month less (on
average).
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The following graph shows residential customers who have gas heat and solar installed on their rooftop.
• Roughly 24% saved on TOD, while the other 76% paid more.
• The overall average bill difference equated to $2.94/month more per customer, largely due to solar generation
not directly aligning with when customers use electricity (especially during the non -summer months when it is
dark during the on-peak hours of 5-9 p.m.). Because TOD aligns with the time-based costs more accurately
than the previous rate, customers do not receive as much in credits for their solar generation during the non -
summer months.
• Additional analysis is pending that will enable separating the behavioral impacts of the TOD pricing from the
changes in solar generation value from the TOD structure.
The following graph shows residential customers with all-electric homes and solar installed on their
rooftop.
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• Roughly 86% of customers saved on TOD, while the other 14% paid more.
• The overall average bill difference equated to $6.31/month less per customer. Most of these customers were
on the tiered rate prior to TOD and are now seeing bill reductions by avoiding the higher tier 3 charges
traditionally associated with all-electric homes.
The following graph pertains to customer who are part of the Income-Qualified Assistance Program
(IQAP), which also rolled out in October 2018 in conjunction with TOD.
• There are over 620 customers enrolled, and with the IQAP discount, they saved an average of 21.7% on their
electricity bill.
By isolating only the change in rate structure to TOD, and not including the 23% IQAP discount on components of
their electric bill, these customers saved $1.09/month.
By adding in the 23% IQAP discount, the following graph shows the total benefit received per month is
$14.05/month per customer, with 100% of customers seeing a reduction in their overall bill.
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There are three separate medical rates offered to customers through the Medical Assistance Program
(MAP). These include a rate for customers w ith durable medical equipment (DME), those with specific medical
needs requiring air conditioning (AC) and a combination of the DME and AC rates. These rates have been in
place since 2012, with revisions to a TOD rate structure in October 2018, and have d iscounts applied to varying
components/seasons, depending on the MAP rate.
• There are approximately 200 customers on all three rates combined, and the graph below shows a nearly
50/50 split between those who saved on TOD vs. those who paid more, with an overall average savings of
$1.40/month per customer.
Energy Conservation
The 2015-2016 pilot study showed a reduction in energy consumption by 2.5% for both TOD rate
structures. One of the challenges with having all residential customers on TOD i s there is no longer a separate
control group to measure conservation results against, which the pilot study provided.
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There are various measures to look at to help understand if conservation occurred. At the highest level,
total consumption for the 12-month period on TOD can be compared to the prior 12 -month period on the previous
rate structures. These results showed a 1.9% decrease in overall residential consumption.
More importantly, weather-normalizing the data is necessary to fully understand the impacts of the transition to
TOD. Temperatures largely drive customer behavior (e.g., energy consumption), which can result in significant
variations from year-to-year due to a customer’s heating and cooling requirements within their home. These
weather impacts are isolated to further understand how much conservation is related to the rate structure itself
and how much is related to changing temperatures.
Heating and cooling degree days by month are shown in the following graph, with a baseline of 65 -
degrees. The month of May is called out as an example because May 2019 had a total of 421 degree days, more
than twice that of May 2018, which had a total of 200 degree days. The cooler month in 2019 meant more heating
needs within the home, and little to no air conditioning needs, which not typical for May.
To isolate the impact of weather from the impact of the change in rate structure, Utilities’ staff examined
several methodologies.
• One process that is traditionally used for this purpose iden tifies the minimum month of each year for
each premise. It then calculates the use above that minimum (base), and only applies the weather
normalization to that portion, before adding it back to the base. The theory is that taking the monthly total for
the minimum month (typically a shoulder month), gives you their non -seasonal use. By only applying the
weather-normalization to the usage above that minimum, only the seasonal usage is being normalized (the
portion that is dependent on weather). Shoulder mont hs typically include both some heating & cooling, and
the seasonal use includes other things (like increased lighting hours in winter), but in general, it’s more
accurate than just normalizing the total. After weather-normalizing the annual data using this method, the
results showed a 5.1% decrease in overall residential consumption.
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Additionally, the average daily load curve for a summer peak day is represented in the graph below,
comparing the peak day in 2018 to the peak day in 2019, which represent s a reduction in consumption during
on-peak hours.
• Alternatively, staff collaborated with the Energy Institute at Colorado State University (CSU) to
analyze the impacts of TOD and how weather impacts customer behavior and consumption. A model
was developed which uses an hourly time-matching methodology to compare consumption before and after
TOD rates were implemented in October 2018. This method showed a 3.7% reduction in overall residential
consumption over the course of the 12 months, with some seasonal differences where the summer months
showed a greater reduction than the non-summer months, as shown in the graph below. This data is based
on roughly 1/3 of all residential customers, who had electric history going back nearly five years, in order to
establish the algorithm used to produce statistically significant results.
The graph below highlights the seasonal energy reductions measured with this method, as well as the
combined annual reduction. COPY1.1
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Electric Vehicles (EV)
One of the benefits of a TOD rate is that it encourages the charging of EVs during off -peak hours, when the price
for electricity is lower. In doing so, electric vehicles can help increase load factors on the system and use
resources in a more efficient manner by drawing energy from the grid during the overnight hours. EV
consumption can be easily shifted away from on-peak hours by programming vehicles to charge during the lower -
priced, off-peak hours.
The graphs below show data from a Platte River Power Authority (PRPA) pilot related to EV charging within Fort
Collins, as well as Loveland and Longmont. Highlighted are the summer on-peak hours of 2-7 pm. From these
graphs one can conclude that having a time-based TOD rate in place encourages customers to charge during off-
peak hours, with the benefit of a lower rate, as consumption during these hours is minimal in Fort Collins
compared with the other cities.
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CITY FINANCIAL IMPACTS
The TOD rate structure was designed to be revenue neutral and any reduc tions due to conservation efforts or
demand shifting would be offset by lower wholesale expenses.
PUBLIC OUTREACH
Fort Collins Utilities transitioned to mandatory TOD pricing for all residential customers in October 2018. The
transition to TOD was not a rate increase, but rather a rate structure change, which staff knew would
require a thorough outreach campaign that would resonate with customers from diverse sectors and
demographics, including low-income and Spanish-speaking residents.
Prior to the launch of TOD and throughout 2019, we developed and implemented a community -wide
communication, outreach and engagement campaign to inform and educate residents about the new rate
structure, when it was going to occur and how they could find more inform ation. One of our goals was to provide
tips and tools to help customers learn ways to better control their electric bills by shifting their electric use to the
lower-priced, off-peak hours or by reducing their overall use. It was also important to us to provide opportunities
for questions to be answered regarding individual bill impacts and for those interested in learning more about why
we were moving to a time-based rate.
Staff encouraged customer feedback, questions, and two-way conversations via social media, website
interaction, printed material, phone calls and in-person discussions. We worked with our Customer Service
Representatives to ensure they were equipped to field customer questions, provide rate comparison reports and
transfer calls to subject matter experts within Utilities who could assist with more in -depth questions. Our
Community Engagement team provided presentations and staffed booths at as many events as we could fit in, as
well as to HOAs and other organizations (e.g., EV groups, bo ards, etc.) upon request – which we will continue
throughout 2020 and beyond.
Staff also recognized the importance of educating internal employees, many of whom receive their electric
service from Utilities, as another important strategy to help them be better equipped to answer questions from
friends and neighbors. We hosted internal Lunch and Learn sessions, utilized our internal newsletters and
email systems to keep employees as up to date as possible.
Staff provided a variety of tools and methods to increase awareness about on-peak hours and prices and
savings opportunities. We used icons to demonstrate the variety of appliances and electronics that customers use
daily, with an emphasis on those that use the most electricity and tips for shifting use to off-peak times.
Specific tools included clings to place on household appliances and electronics as reminders of the on -peak
hours and savings opportunities; 12-month bill comparisons of TOD to their previous tiered rate; 1-month bill
estimates on TOD pricing; and handouts with cost-specific details regarding the electric use of household
appliances and electronics (more detail is included below).
Staff also provided a variety of visuals showing the on-peak and off-peak hours and associated costs,
including clocks and bar charts featured below.
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Staff learned many residents preferred the bar charts (shown above), which show the full 24 hours of the day
and not just 12 hours as shown in a clock. The bar charts helped customers un derstand the cost differences and
better see the off-peak hours during which they could save.
In addition to the graphics above, the following tools, resources and programs were available to
customers:
• 1-month online estimator (plug and play online estimator for customers to see their monthly use and related
costs for a particular month – still online)
• 12-month bill comparison report (compared 12 months of the previous tiered rate to what that same electric
use would cost with TOD pricing – was phased out in January 2020)
o This tool helped remove some uncertainty and fear customers may have had and also
demonstrated how TOD pricing would impact them using their own electric use and data.
• Take Control of Your Electric Bill: Know What it Costs to Use an Appliance for One Hour (cost comparison
handout)
o This was our most well-received tool for helping customers learn which appliances use the most
electricity, where they could prioritize shifting their use, and most importantly, helped combat the
myth that they could not prepare dinner after work or watch TV.
o This piece shows the biggest users/savers and has been shared with numerous other
communities as a positive tool.
• In-depth, room-by-room spreadsheet (electric use for those who want more detail)
• Non-adhesive clings highlighting the various seasonal on-peak hours that can be placed near higher energy-
using appliances.
• Numerous printed and direct mail pieces, including letters, bill inserts and postcards.
• Interactive presentations and activities were developed by our education team and serve as a helpful tool at
community meetings throughout the city. Residents can request a presentation at
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• Seasonal video clips, like the below screenshot that were used online and via social media.
• Citywide SHIFT Campaign partnership (ongoing).
Also a priority was reaching underserved audiences. The Income-Qualified Assistance Program (IQAP)
was created to provide direct assistance and education to low -income residents.
Through IQAP, participants receive 23% off their monthly utility bill. Enro lled participants (~700) receive a
newsletter each month to learn about utility topics and easy tips to save money, energy and water. The average
open rate for the newsletter in 2019 was 46% (industry average is ~29%).
Translating much of the TOD material listed above, as well as the development and translation of IQAP material,
also helped us reach Spanish-speaking customers.
Another important tool was social media which provided the opportunity for questions to be answered
and two-way conversations.
• Content has been posted using three strategies:
o Awareness/announcement of TOD and seasonal changes – using animations and icons COPY1.1
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2. Off-peak prices on major holidays
3. Customer profiles to highlight actual experiences through storytelling
• During the introductory phase, we had to work through the initial fear of customers thinking their bill
would double or triple.
o Online calculators and bill estimators helped provide a tool for customers to see what their bills
were estimated to be and alleviated their concerns.
o Directed customers to our subject matter experts for more information, which also helped
alleviate concerns.
• 2019 brought more customer understanding.
o Overall feedback was neutral, and all direct questions were answered with factual and
educational information, even those that were negative.
o Customer profiles (storytelling) approach worked well and did not receive any negative feedback
Lessons Learned, Ongoing Opportunities and Benefits
Rate changes are complicated. Working through the myths and rumors, especially in this era of social media,
presented challenges. Public assumption was that the rate change meant a rate increase—even though this
was not the case.
To respond to these challenges, we developed a better policy of when to react (direct questions) and when not to
engage. We’ve learned it’s important to focus on the off-peak hours that have a lower price, including
weekends and major holidays, as opposed to when the price was higher, which seems to resonate b etter with
customers.
Staff developed the 80/20 triangle graphic to help convey this message visually and has received positive
feedback from it. Knowing that most customers use over 80% of their electricity during the off -peak hours
provided awareness that they may have a less expensive electric bill than with the previous tiered system.
Opportunities
• Utility bill education (especially as new utility bill rolls out with bar chart showing residents their on - and off-
peak electric use will provide for better data)
• More outreach/education regarding how customers can monitor their use (previously known as ‘Monitor My
Use’, which will also be changing with the new billing system; still TBD) and utilize technology to help them
save money.
• Additional segmented outreach – all-electric homes, tech-savvy groups, low-income, EV drivers, etc. COPY1.1
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• Continue working with the graphics department on tools and resour ces, including an interactive energy-
efficiency house, additional infographics and videos.
• Continued community engagement and education through event attendance, presentations, etc.
• Continue enhancing presentation to share ways to shift and reduce electr ic use and provide further
understanding of the ‘why’ TOD.
Since the launch of TOD, we have served as a resource to many other communities that are implementing similar
rates, have spoken at various conferences and recently received the 3CMA Silver Circle Award for
Communication and Marketing plans.
Staff’s communication and education efforts are ongoing, continually being refined and aligned to best answer
customer questions and provide tools and resources that meet their needs. As a side benefit to our outreach,
more residents are now aware of their rates overall and the ongoing benefits Fort Collins Utilities provides through
its reliable and high-quality services. We will continue to build on this awareness, as well.
Customer Care and Technology - Customer Service Feedback
Out of 70,000 electric customers, Customer Service Representatives (CSRs) received calls and emails from
approximately 2% of the community (less than 1,500 calls and emails). Talking with customers provided an
opportunity to better inform and educate the caller about why TOD was being implemented and help them
understand how it would impact them personally. After interacting with CSRs, most customers walked away with a
better understanding. Now, most inquiries are about gener al information and no longer escalated due to TOD
concerns.
Leading up to TOD, staff received several angry emails from customers. However, after the TOD rate went into
effect, email feedback became more positive as customers realized their bills were not substantially
increasing as they originally perceived.
Differences between the all-electric rate and standard rate with the 700 kWh tier caused confusion and irritation
from some customers, though speaking with CSR or Rate Analyst staff provided cu stomers with a better
understanding of the reasoning and opportunities in managing TOD based on the customers usage.
Program Statistics
Reaching as many of our residential community as possible meant using every outreach tactic, including ongoing
community engagement and event participation.
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Tactic/Outreach (Appx. Results) Contacts
CSR Phone Inquiries 1,313
CSR Email (Incoming) 160
In-Person 100
Marketing Email (Outgoing) 1,088
Website Visits (Overall) 50,364
1-Month Comparison Tool (Page Views) 3,367
12-Month Estimator Tool Report Requests 712
Social Media Impressions (All Platforms, Aug. 2018 - present) 26,375
Citizen Requests via Mayor/Council/City Manager 42
Presentations/Events 1,755
Media Inquiries/Stories/Requests 17
Postcards (August 2018 and April 2019) 136,000
Letters (October 2018) 136,000
Bill Inserts (September 2018 and April 2019) 98,000
ATTACHMENTS
1. Powerpoint presentation (PDF) COPY1.1
Packet Pg. 29 Attachment: Work Session, February 11, 2020 (10032 : Residential Time-of-Day Review and Potential Next Steps)
March 9, 2021Time of Day Rate Structure ReviewLance Smith, Utility Finance DirectorATTACHMENT 21.2Packet Pg. 30Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
1. If and if so, how to address the price differential between the two Time of Day rate classes?2. Are there any other requests of staff at this time concerning the residential Time of Day rate?3. Would you like staff to explore a Time of Day rate for small commercial customers?2Questions for City CouncilATTACHMENT 21.2Packet Pg. 31Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
Time of Day Pricing•On-peak hours:Monday-Friday•Off-peak hours: Weekends and major holidays26.24¢ / kWhATTACHMENT 21.2Packet Pg. 32Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
Time of Day Timeline42014-2015Council Decision2015-2016Pilot StudyDEC. 2016Results shared with Energy Board and City CouncilNOV. 2017Adopted by City CouncilOCT. 2018TOD Launch2011-2013AMI ImplementationJAN. 20201 Year ReviewATTACHMENT 21.2Packet Pg. 33Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
FAIR & EQUITABLE STRUCTUREMORE CUSTOMER CONTROLLOWER WHOLESALE COSTSELECTRIC VEHICLE FRIENDLYENERGY & CARBON SAVINGSWhy Time of Day?ATTACHMENT 21.2Packet Pg. 34Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
Utility Rate Purpose and Design6Purpose of Rates:• Sufficient revenue to meet expensesPurpose of Rate Classes:• Differentiate customers into groups• More equitable cost recoveryRate Design Objectives:• Comprehensible• Empowering• Implementable$/kWhEnergy (kWh)TOD w/Tier RateATTACHMENT 21.2Packet Pg. 35Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
Residential Rate Classes7Gas heated residences• 90% of residential customers• TOD with a TierElectric heated residences• 10% of residential customers• TOD all-electric$/kWhEnergy (kWh)TOD w/Tier RateATTACHMENT 21.2Packet Pg. 36Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
Benefits to Customers8Are residential customers still realizing the expected benefits of the TOD rate structure?Pilot 2019 2020Customer Bill Savings * Gas Heated (TOD w/ Tier)$1.38 $1.26 $1.43 Electric Heated (TOD only)$2.58 $3.51 $4.68* Compared to what they would have paid escalating the previous 3 tiered rate structure forward.ATTACHMENT 21.2Packet Pg. 37Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
All-electric IQAP Customers9ATTACHMENT 21.2Packet Pg. 38Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
10ATTACHMENT 21.2Packet Pg. 39Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
Monthly Impact by Housing Type11ATTACHMENT 21.2Packet Pg. 40Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
Potential Solutions12How could we address the unintended price differential between the two TOD rate structures?Allow customers not in single family housing to move off of the all-electric rate – it will benefit them if they are using less than 1050 kWh? Have the revenue from the tiered charge spread across the all-electric heated customers too?Have just one rate structure for all residential customers????ATTACHMENT 21.2Packet Pg. 41Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
13Customer Outreach• Fcgov.com/TOD• Website visits per month• customer calls and emails • SARs• How to read my bill• How to save on TOD• Rate information for all-electric homes, gas heated homes, solar homes ATTACHMENT 21.2Packet Pg. 42Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
1. If and if so, how to address the price differential between the two Time of Day rate classes?2. Are there any other requests of staff at this time concerning the residential Time of Day rate?3. Would you like staff to explore a Time of Day rate for small commercial customers?14Questions for City CouncilATTACHMENT 21.2Packet Pg. 43Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
Thank you15ATTACHMENT 21.2Packet Pg. 44Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
2020 Shift in Energy Use162020 over 2019Rate Class Energy RevenueResidential4.1%8.0% TOD with Tier5.2%13.1% All electric TOD‐1.2%3.4%Commercial‐7.6%‐3.9%Industrial‐3.5%‐3.3%Total‐1.8%2.5%ATTACHMENT 21.2Packet Pg. 45Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
Residential Time-of-Day PricingLisa RosintoskiMarch 9, 2021ATTACHMENT 21.2Packet Pg. 46Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
TOD Metrics since Launch1801,0002,0003,0004,0005,0006,0007,000Unique Webpage VisitsSEASONAL PRICE CHANGESSEASONAL PRICE CHANGESTOD LAUNCHTOD LAUNCHATTACHMENT 21.2Packet Pg. 47Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
TOD Metrics since Launch19050100150200InquiriesPhone CallsEmailsSARs/Access Fort Collins RequestsTOD LAUNCHTOD LAUNCH2019 RATE INCREASE2019 RATE INCREASEATTACHMENT 21.2Packet Pg. 48Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
What Have We Heard?201,300+ Calls250+ Emails68,000+ Web Visits46,600+ impressions~60 Service Area Requests (SARS)5,000+ Estimator Tool Uses25+ On-Camera or Print StoriesATTACHMENT 21.2Packet Pg. 49Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
Communication Strategy: Launch21ATTACHMENT 21.2Packet Pg. 50Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
Communication Strategy: Evolution22ATTACHMENT 21.2Packet Pg. 51Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
Payment Assistance Fund(One-Time Assistance)Utilities Affordability Programs (UAP)23Colorado Affordable Residential Energy (Deep Retrofits)Income-Qualified AssistanceProgram (Discounted Rate)Medical Assistance Program (Discounted Rate)LCCC Water and Energy Program(Basic Retrofits)ATTACHMENT 21.2Packet Pg. 52Attachment: Powerpoint Presentation (10032 : Residential Time-of-Day Review and Potential Next Steps)
DATE:
STAFF:
March 9, 2021
Caryn Champine, Director of PDT
Travis Storin, Chief Finance Officer
Sylvia Tatman-Burruss, City Planner
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
East Mulberry Planning.
EXECUTIVE SUMMARY
The purpose of this item is to provide Council with an overview of the process to update the community’s vision
for the future of the East Mulberry area. Staff will share a public engagement plan and the steps to update the
area’s long-range plan in 2021. Project outcomes also include a fiscal impact analysis that will inform the Plan’s
recommendations and provide options for a potential, multi-phased annexation for those portions of the area
presently in the County’s jurisdiction.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
Guidance Sought
1. What feedback do Councilmembers have on the public engagement plan?
2. What input would Councilmembers provide regarding the future vision and implementation for East Mulberry?
BACKGROUND / DISCUSSION
Project Outcomes
Following adoption of an updated East Mulberry Plan, the, fiscal impact analysis will provide information
necessary for the City Council to consider possible annexation of the “enclave” portion of the East Mulberry area
presently in Larimer County’s jurisdiction (Attachment 1 for map of enclave and East Mulberry Plan area).
The major deliverables of the project are:
• Adoption of the East Mulberry Plan (previously known as the East Mulberry Corridor Plan) that captures the
community’s desired vision for the next 20-30 years, consistent with City Plan;
• An assessment of existing infrastructure conditions and recommended future City infrastructure investmen ts
and programs, consistent with the East Mulberry Plan;
• A revenue and cost estimate associated with future annexation and infrastructure and operational needs,
including potential annexation phasing options; and
• Recommendations for business, resident, and property owner engagement.
A successful Plan Update will express a vision for an attractive, unique part of our community that addresses
important economic and housing goals.
A thorough Annexation Assessment will provide a balanced understanding of the benefits and tradeoffs of
implementing the East Mulberry Plan vision, should the area come into the City’s jurisdiction. It will also include
several specific scenarios for how the potential annexation could be phased over time to address the additional
cost to provide City services.
History
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The last amendment to the East Mulberry Plan (previously referred to the East Mulberry Corridor Plan was
completed in 2003, which was jointly adopted by the City of Fort Collins and Larimer County. A lot has changed in
Fort Collins and the surrounding region since the time of the Plan’s adoption, including a major update to the
City’s Comprehensive Plan (2019). A Plan update is needed reexamine the East Mulberry area relative to
emerging trends and key policy recommendations found in the City Plan Update and to ensure that the East
Mulberry Plan is a relevant and useful tool for guiding public and private investment in the future.
A three-square mile area of unincorporated County land completely surrounded by land w ithin the city limits,
referred to as an 'enclave’, was formed along East Mulberry in August 2018 that permits the City of Fort Collins to
annex the area after three years. Although not statutorily required to annex the enclave, the City has an
agreement with Larimer County that such an enclave annexation will be pursued when it becomes eligible. Given
the size of the East Mulberry enclave, such an annexation could be phased over several years. In preparation for
City Council’s future discussions of a potential enclave annexation, an analysis of new revenues and new service
costs must be developed along with the operational impacts to the City and community benefits so that data -
driven decisions can be made on annexation options.
Our Shared Purpose
The agreement mentioned above between the City of Fort Collins and Larimer County has established a Growth
Management Area (GMA) that concentrates urban development in areas that affords greater efficiency in urban
service provision. As areas within the GMA have urbanized over time, the City has traditionally annexed those
areas to match service needs with their level of development intensity. Because the East Mulberry area has
become more densely populated, the area’s needs have evolved toward a more complete r ange of urban services
for industrial, commercial, and residential uses. These services include, among others, public infrastructure
updates and maintenance, police services, and connected urban design.
In addition to an examination of urban service needs , this project aims to engage residents, business owners and
others who are involved within the East Mulberry area in thinking long -term about the vision and priorities for the
future. The previous plan focused on the East Mulberry area as a “corridor” alo ng the State Highway 14 frontage.
This plan will focus more broadly on the area as a unique destination, which can embrace its existing character
while envisioning long-term opportunities. This plan will also focus on ways to integrate the area into the br oader
Fort Collins community, with which it is already closely linked, and identify barriers to that vision.
The East Mulberry area is unique within Northern Colorado. It is one of the largest industrial areas in the region
and boasts over 500 businesses. Some of those businesses are known regionally, nationally and even
internationally for their products and services. The area also has several neighborhoods with housing that is, on
average, more affordable than much of the broader Fort Collins area.
The City’s Comprehensive Plan, known as “City Plan,” which was formally adopted in 2019, defined the following
core values, which are foundational to our community:
• Livability
• Community
• Sustainability
Within these, some unique characteristics to highlight for East Mulberry within each include a vibrant economy
with good jobs, a culture of open, honest communication and a commitment to equity, diversity, and inclusion.
City staff commits to uphold and balance these core community values throughout the planning process.
Some of the primary issues that have been highlighted thus far in the public engagement process and internal
conversations include:
• Respecting the unique character of the area
• Exploring funding options to support infrastructure
• Enhancing and protecting natural resources
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East Mulberry Area Plan Update Process
The Plan will be updated in stages as outlined below. There will also be an existing conditions document
produced (similar to the Trends and Forces Report created for City Plan). This summ ary document will provide a
snapshot in time of the conditions on the ground and the trends that have influenced the area’s development.
Several Working Groups have been convened, comprised of staff specialists from multiple City departments and
partner agencies (e.g., Larimer County, water and sewer districts, Poudre Fire Authority, and the Colorado
Department of Transportation).
The Plan update process has been broken into 4 stages:
• Stage 1: Existing Conditions & Challenges/Opportunities
• Stage 2: Vision document, preliminary policy options
• Stage 3: Potential phasing options
• Stage 4: Draft plan, vision, and phasing plan
The Existing Conditions Document will be the first deliverable in the plan update process. The document is meant
to outline the existing conditions within the area based on several focus areas:
1. Infrastructure
2. Urban Design and Land Use
3. Community Services
4. Social Sustainability
There are 6 Working Groups, each with a lead facilitator and a group of subject matter experts from a cross the
City organization. Each group meets monthly and will continue for the duration of the East Mulberry Plan update
process. The primary function of the working groups is to contribute to the Plan’s development through an on -
going dialogue and production of interim work products, the first of which is the Existing Conditions document.
Public Engagement Deliverables and Goals
The community engagement plan has been designed to build connections between City staff and those who live,
work, and play in the area by engaging stakeholders at multiple levels in the visioning and Plan update process.
Using the International Association for Public Participation’s (IAP2) guidelines, the engagement process for this
project will clearly convey the level of public participation and influence available at each stage. The process will
seek a high degree of involvement in the early stages and narrow to an inform and consult approach as the Plan
and policies are finalized. Each of these stages of engagement will track with the four stages of the project, as
outlined below:
Stage 1:
• Launch interactive and informative webpage
• Share Existing Conditions document
Stage 2:
• Draft Vision Document from Existing Conditions engagement
• Draft Design Policy document
Stage 3:
• Finalize Vision document
• Develop potential annexation Phasing Options
Stage 4:
• Draft East Mulberry Plan
• Refine and share potential annexation Phasing Options
• Develop Land Use and Design Policy recommendations
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Financial Analysis Process
The Financial Plan team is partnering with a financial consultant, Economic Planning Systems (EPS), to build an
Excel-based scenario modeling tool that will allow for evaluation of alternative phasing, sequencing, and funding
options for a possible series of annexations.
Key questions and tensions:
• Integration with Existing Conditions assessment
• Operating Costs and Capital
• Timing / Sequencing
Modeling Considerations:
• Direct vs. Indirect Costs
• Average cost factors vs. specific case drivers
• Levels of Service: Current, Minimal Requirements, Desired
Status
• Data gathering efforts to date have been focused on obtaining baseline financial data and operational
metrics from which to build projections of future revenue and cost estimates. Coordination with the
Working Groups and other third-party entities ensures that integration with existing workplans and
schedules are considered, and fully burdened cost and revenue estimates are developed.
• Model Architecture / Development is under way, integrating with GIS mapping data to b reak out the
land parcels into logical planning units (following existing land use designations, historical area
characterizations, City Plan guideposts, etc.) that allows for easier comparison of sequencing and
phasing alternatives.
Polarities and Tensions
As the project moves into the public engagement stages, staff has identified several key considerations or
tensions inherent in the work. One key consideration is the balance between affordability and infrastructure
improvements in the area. Being mindful of and open about such polarities and tensions will help staff and
stakeholders identify early warning signs of over -focusing on one attribute at the expense of another.
Next Steps
• Using the GARE (Government Alliance on Race & Equity) toolkit to fully integrate equity and inclusion
throughout the engagement and Plan update process
• Public Engagement and Plan-Making Kick-Off Event
• Finalize the Public Existing Conditions Document
• Continued Financial Assessment
ATTACHMENTS
1. Mulberry Base Map (PDF)
2. Power Point Presenation (PDF)
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MULBERRY
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Fort Collins City Limits
East Mulberry Corridor Plan Boundary
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East Mulberry Annexation Area
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1 in = 2,500 feet
ATTACHMENT 1 2.1
Packet Pg. 57 Attachment: Mulberry Base Map (10030 : East Mulberry Planning)
East Mulberry UpdateTravis Storin, Caryn Champine, Sylvia Tatman-BurrussMarch 9, 2021ATTACHMENT 22.2Packet Pg. 58Attachment: Power Point Presenation (10030 : East Mulberry Planning)
Presentation Overview1. Our Shared Purpose2. 2021 Vision and Implementation Strategy3. Plan Update and Engagement2ATTACHMENT 22.2Packet Pg. 59Attachment: Power Point Presenation (10030 : East Mulberry Planning)
Guidance Sought1. What feedback do Councilmembers have on the public engagement plan?2. What input would Councilmembers provide regarding the future vision and implementation for East Mulberry?3ATTACHMENT 22.2Packet Pg. 60Attachment: Power Point Presenation (10030 : East Mulberry Planning)
Strategic AlignmentSAFE 5.2 - Meet the expected level of core and specialized police services as the community grows4NLSH 1.7 - Develop options and assess the feasibility of the annexation of the Mulberry Corridor ECON 3.3 - Systematically engage the business community with an emphasis on starting, sustaining and renewing businesses NLSH 1.5 - Enhance the quality of life in neighborhoods, empower neighbors to solve problems, and foster respectful relationsATTACHMENT 22.2Packet Pg. 61Attachment: Power Point Presenation (10030 : East Mulberry Planning)
Our Shared Purpose5ATTACHMENT 22.2Packet Pg. 62Attachment: Power Point Presenation (10030 : East Mulberry Planning)
Rural to Urban• Growth Management Boundaries• Shared agreement, City/County• Delineate urban and rural growth• Thinking long-term about area as a place and not a corridor6ATTACHMENT 22.2Packet Pg. 63Attachment: Power Point Presenation (10030 : East Mulberry Planning)
Regional and Local Draw7• Over 500 Small Businesses• Regionally, Nationally and Internationally recognized• Biggest Industrial Area in the NoCoRegion• Affordable residential neighborhoods• Connecting E Mulberry to Fort CollinsMap LegendGrowth Management BoundaryTown/City BoundaryATTACHMENT 22.2Packet Pg. 64Attachment: Power Point Presenation (10030 : East Mulberry Planning)
City Plan Core ValuesLivabilityAttainable Housing OptionsA vibrant economy with good jobsSafety and StabilityCommunityA culture of open, honest communicationA commitment to equity, diversity and inclusionStrong public and private social servicesSustainabilityA strong and diverse economyCareful management of growth and resourcesProtection of the Natural Environment8ATTACHMENT 22.2Packet Pg. 65Attachment: Power Point Presenation (10030 : East Mulberry Planning)
East Mulberry Plan - Vision9How can the plan reflect unique area character?What are funding options to support infrastructure?How can natural resources be enhanced and protected?ATTACHMENT 22.2Packet Pg. 66Attachment: Power Point Presenation (10030 : East Mulberry Planning)
Key ConsiderationsDesired Outcome: Community BuildingWhat to Avoid: Lose identity or accessibility of areaKey Considerations: Affordability and Improvements10• Community Members question efficacy of infrastructure maintenance/improvements• Community Members report a feeling of being left outOver focusing on affordability• Community Members express discomfort with options for financing improvements• Community Members express a feeling of loss of identityOver focusing on ImprovementsATTACHMENT 22.2Packet Pg. 67Attachment: Power Point Presenation (10030 : East Mulberry Planning)
2021 Vision and Implementation Strategy11ATTACHMENT 22.2Packet Pg. 68Attachment: Power Point Presenation (10030 : East Mulberry Planning)
E Mulberry Project Components12East Mulberry PlanFinancial AnalysisImplementationEast Mulberry Project• Where it all comes together• Balance of Internal and External Vision• Consistent with City Plan• Modeling Costs and Benefits of Potential Annexation• Assessment of existing and future infrastructure• Working with Consultant (EPS)• Potential Phasing Plan• Culmination of Vision and Capacity• Policy, Investment, PartnershipsATTACHMENT 22.2Packet Pg. 69Attachment: Power Point Presenation (10030 : East Mulberry Planning)
Macro Project TimelineData CollectionArea Plan/Financial Analysis Enclave Eligible for AnnexationMulberry Project Timelines (Overview)201920202021Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4→Community Engagement2021 Deliverables are 1) Updated Land Use Plan (EMP) and 2) Assessment of Costs and Revenue for Annexation Decision MakingATTACHMENT 22.2Packet Pg. 70Attachment: Power Point Presenation (10030 : East Mulberry Planning)
Team StructureCore TeamTravis Storin, Paul Sizemore, Cameron Gloss, Dave Lenz,Honore Depew, Amanda King, Josh Birks Corridor Plan TeamCity PlanningHistoric PreservationNeighborhood SvcsEngineeringFC MovesFinancial Plan TeamUtilitiesPolice ServicesFinancial ServicesSteering Committee Darin AtteberryCarrie DaggettKelly DiMartinoJeff SwobodaTheresa ConnorKyle StannertCaryn ChampineSubject Matter Expert TeamELCOBox ElderCDOTPVREACultural SvcsWater Field ServicesWaterUtility Customer ServiceTransfortStreetsLarimer County PlanningPoudre Fire AuthorityScenic Byway CouncilPark PlanningLight & PowerCommunication Flow
Urban Renewal AuthorityPoliceEngineeringCity Attorney’s OfficeEquity OfficeMeetingFrequencyQuarterlyBi-WeeklyBi-Weekly / As neededAs neededCPIONeighborhood SvcsEconomic HealthEngagementATTACHMENT 22.2Packet Pg. 71Attachment: Power Point Presenation (10030 : East Mulberry Planning)
Financial Analysis Update • Objective:• Development of the Scenario Modeling Tool for Mulberry Annexation analysis that allows for evaluation of alternative phasing, sequencing and funding options• Coordination Efforts:• Economic & Planning Systems (EPS)• Finance Planning Team• East Mulberry Plan Team• Working Groups• Other 3rd Party entities15ATTACHMENT 22.2Packet Pg. 72Attachment: Power Point Presenation (10030 : East Mulberry Planning)
Financial Analysis Update • Key questions and tensions:• Integration with Existing conditions assessment• Operating Costs and Capital• Timing / Sequencing• Modeling Considerations:• Direct vs. Indirect Costs• Average cost factors vs. specific case drivers• Current vs. Desired Service levels• Status• Data Gathering Efforts• Model Architecture / Development 16ATTACHMENT 22.2Packet Pg. 73Attachment: Power Point Presenation (10030 : East Mulberry Planning)
Plan Update & Engagement17ATTACHMENT 22.2Packet Pg. 74Attachment: Power Point Presenation (10030 : East Mulberry Planning)
East Mulberry Map18Walmart/Home DepotFort Collins NurserySundance Steakhouse and SaloonArea LandmarksATTACHMENT 22.2Packet Pg. 75Attachment: Power Point Presenation (10030 : East Mulberry Planning)
East Mulberry Plan• 2002 Plan helped to guide development• Focused on “Corridor”• Plan update will continue to be used to guide development in partnership with Larimer County• More focus on placemaking and community building19ATTACHMENT 22.2Packet Pg. 76Attachment: Power Point Presenation (10030 : East Mulberry Planning)
East Mulberry Plan (EMP) Update• Engaging diverse group of stakeholders• Utilizing equity and inclusion resources within the City• Some engagement tailored to businesses/residents in E Mulberry• Balance of broader community engagement20Existing Conditions & Challenges/OpportunitiesNow – Mid-MayVision document, Preliminary Policy Options, Preliminary Phasing PlansMay-JulyFiner phasing choices, what they mean, why they were chosen August-OctoberDraft Plan, Vision, Annexation Phasing Plan, PoliciesOctober - DecemberStage 1Stage 2Stage 3Stage 4ATTACHMENT 22.2Packet Pg. 77Attachment: Power Point Presenation (10030 : East Mulberry Planning)
Outline of Existing Conditions Document SectionDescriptionIntroduction• Our Shared Purpose• Big changes since 2002Basic Demographics (compared to FC) • Population/age/income level/educational attainmentFocus Area #1: Infrastructure• Road Conditions and standards• Stormwater• Light and Power/Water UtilitiesFocus Area #2: Urban Design and Land Use• Character Districts• Current Land UsesFocus Area #3: Community Services • FCPS/LCSO Call Volumes and Transition• PFA Call VolumesFocus Area #4: Social Sustainability • Special Improvement Districts• Economic/Business Support• New Development/Redevelopment Potential21ATTACHMENT 22.2Packet Pg. 78Attachment: Power Point Presenation (10030 : East Mulberry Planning)
Public Engagement and DeliverablesStage 1: InvolveDeliverables:Existing ConditionsWebpageStage 2: Involve & ConsultDeliverables:Draft Vision documentPreliminary Policy OptionsStage 3: Consult Deliverables:Vision DocumentRefined potential phasing choicesStage 4: Inform & ConsultDeliverables:Draft Plan Potential Annexation PhasingPolicies22Promise:Work Directly with the public to align challenges and opportunitiesPromise:Align what we heard from public with internal constraints for vision developmentPromise:what they mean, why they were chosenPromise:Here is the plan and how we got hereATTACHMENT 22.2Packet Pg. 79Attachment: Power Point Presenation (10030 : East Mulberry Planning)
Guidance Sought1. What feedback do Councilmembers have on the public engagement plan?2. What input would Councilmembers provide regarding the future vision and implementation for East Mulberry?23ATTACHMENT 22.2Packet Pg. 80Attachment: Power Point Presenation (10030 : East Mulberry Planning)
DATE:
STAFF:
March 9, 2021
Amanda Mansfield, Transportation Planner
Aaron Iverson, Senior Transportation Planner
Caryn Champine, Director of PDT
Dean Klingner, Deputy Director, PDT
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
E-Scooter Share Program Review & Future E-Scooter/Bike Share Program Proposal.
EXECUTIVE SUMMARY
The purpose of this work session item is to inform City Council on the electric scooter (e-scooter) share pilot
program and upcoming changes to both e-scooter share and bike share programs moving forward. Due to
impacts from COVID-19 related shutdowns, the City and CSU extended the e-scooter share pilot program through
March 31, 2021 for the purpose of gathering additional data and to allow the system to mature. The City in
partnership with CSU selected Spin as its vendor in February 2021 to manage a combined e -bike share/e-scooter
share program. In addition to presenting on key takeaways from the previous e-scooter share program and focus
areas of the upcoming e-scooter share/bike share program, City staff will be seeking Council input on select focus
areas of the upcoming program.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
City staff will seek input from Council on the following focus areas of the upcoming e -scooter/bike share program
set to launch in May 2021:
1. Does City Council have any feedback on the pilot e-scooter program to date, with any suggestions for
refinement of the program as we move forward with a new vendor?
2. Does City Council support staff and CSU in exploring the expansion of operating hours to a 24/7
model with the new vendor?
3. Does City Council support the possibility of bringing back the bike library as part of the program, likely
focused on tourists, low-income users, and adaptive device users?
BACKGROUND / DISCUSSION
E-Scooter Share Pilot Program Review
The following are findings and observations from the e-scooter pilot:
• In 2019, prior to program launch, Council adopted updates to the Traffic and City Code to regulate where
e-scooters could be ridden and parked and established an encroachment permit requirement to protect
against vendors operating without permission.
• The City started the pilot e-scooter share program in October 2019, with Bird as the sole vendor. The
system launched with roughly 400 stations and over 250 e-scooters, mostly on CSU campus and in
downtown Fort Collins, and ultimately expanded to 500 e-scooters at its high point in November 2019.
• Since launch, there have been 79,500 total rides and 16,200 unique riders, peaking at just under 22,000
rides during the month of November 2019.
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• The system shutdown from March 2020 to July 2020 due to COVID-19. Restarting in July, ridership has
been between 1,500 and 6,000 rides per month, with continued impacts from COVID -19, in particular
fewer people in Old Town and on the CSU campus.
• Most rides during the pilot period were estimated by Bird to be in or near CSU (between 60% and 80%),
with downtown ridership numbers estimated to account for approximately 20% of rides.
• Ridership downtown has been impacted by issues related to the accuracy of no -ride zones, limiting areas
for e-scooters to ride in the Old Town area. Staff has identified this as a combination of issues with the
geo-fence technology (virtual maps that create zones where the e-scooters can and cannot operate) and
the e-scooters themselves. Newer generations of e-scooters, which are now being deployed, appear to
have fewer accuracy problems.
• E-scooter parking was generally not an issue; City staff fielded roughly 25 complaints since October
2019. Common complaints beyond e-scooters being ridden into no-ride zones included e-scooters being
parked incorrectly in the pedestrian zone of a sidewalk or on private property. Bird’s response time to
complaints was typically 2 hours, which was in line with their contractual obligation.
• As of November 2020 (the latest available data) 5 crashes were reported related to e-scooters, none of
which were related to the e-scooter program, and none of which resulted in hospital treatments.
• The Transportation Board and the Bicycle Advisory Committee requested that Bird data be made
available to the public, which has since been posted on the City’s e-scooter web page
(https://www.fcgov.com/escooters).
• The Senior Advisory Board expressed concerns including poor app experience (for less tech savvy
people), arbitration rules, pre-loaded balance requirements to start a ride, and how user information is
handled. Staff will be working through these issues with the new vendor and contract.
E-Scooter Share Next Steps and Bike Share Relaunch
In October 2020 the City, in partnership with CSU, released a request for proposals for a bike share vendor
(Pace, our previous bike share vendor, went out of business in May 2020 due to compounding COVID impacts).
This request included the option for vendors to propose a bike share program combined with e -scooter
share. City and CSU staff worked through the proposal process and selected Spin as its vendor in February
2021.
The Spin e-bike/e-scooter share program will include the following changes, based on lessons learned during the
pilot and changes in the shared e-device market:
• The vendor will offer e-bikes and e-scooters under one program, accessed through the same app. E-
bikes are a newly emerging (and popular) shared device that almost every bike-share vendor is now
offering.
• The City will be working with the vendor to improve the riding experience in the Old Town area. This will
include refined dismount zones that will allow improved riding where allowed (on-street), and improved
slow-down zones and notification to users when entering no-ride zones (like Old Town Square). Next
generation e-scooters will be more responsive to stopping when entering dismount zones.
• The City and CSU will explore expanding the hours of operation for e-scooters. Currently e-scooter share
hours are 5AM - 9PM (summer) and 5AM - 9PM (winter). The Pace bike share program, during its
lifetime, operated 24/7. Vendors that were interviewed suggested allowing operation of all devices (bikes,
e-bikes and e-scooters) 24/7. In markets where they are currently operating 24/7, the re has been minimal
to no negative safety impacts, according to the vendors and the cities we contacted as references.
Additionally, it was noted that not allowing 24/7 access significantly cuts down on ridership potential and
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reduces the ability to accommodate workers with non-traditional work schedules, which has equity
implications.
• Enhancing the e-scooter and e-bike adaptive program to cater to the needs of and encourage ridership
among those in our community who are differently abled.
• Incorporating into the larger program a Bike Library station downtown. In 2008, Bike Fort Collins opened
the Fort Collins Bike Library (FCBL). FCBL included a fleet of bikes that could be rented at one of two
locations in Old Town. Bikes could be rented by the hour, or even up to several days. It became very
popular not only among residents to use for weekend rides, but tourists visiting the area, particularly to
tour Fort Collins’ great local breweries. The City contracted with Bike Fort Collins to operate and delive r
the FCBL service, and it is considered by many to have helped pioneer bike sharing regionally and
nationally, evolving and ultimately leading to the formulation of the more popular bike share model that is
known today. Several stakeholders including Bike Fort Collins and the Downtown Development Authority
(DDA) recommended including this program into any e-scooter/bike share contract moving forward. The
intended audience for the Library could be tourists, low -income users, and adaptive device users.
• Incorporating an intersection treatment into the upcoming e-scooter/e-bike share program. The selected
vendor has committed to collaborating on a project in Fort Collins which could include intersection
transformations, communal space build-outs, and protected lane pop-ups.
• Lowering rider fees where possible to advance equity and increase ridership and incentivizing longer trips
to encourage replacement of vehicle as opposed to walking or biking trips.
• Coordinating with Transfort to increase the number of trips that connect to or from public transportation to
replace vehicle trips, and coordinating the program’s app with the Transfort app.
• The combined shared e-device program will be a multi-year-contract, with options to renew. The contract
will include options for the City and CSU to adjust the system and program as needed, including
operating hours, number of deployed devices, station locations, responses to complaints regarding
operation or parking issues, refining no-ride zones, monitoring and responding to safety issues, and
considering whether to permit e-scooters on Parks and Natural Area trails.
• City staff will provide an annual report to leadership and Council throughout the duration of the program
contract. Evaluation metrics to be established by City and CSU staff will be incorporated into the report
and will reflect the key focus areas discussed above. Metrics will be used to report on safety, ridership,
rider compliance with regulations, revenue, number of car trips replaced, app funct ionality, number of first
mile/last mile trips taken in combination with Transfort trips, number of low -income users, and the success
of the adaptive program, the Bike Library, 24/7 operating hours and the intersection treatment program
and more.
Next Steps
City and CSU staff selected Spin to be our new e-scooter/e-bike share vendor at the end of February and expect
to launch the program in May. City staff are in discussions with Bird to extend their contract beyond March 31 to
prevent a gap in service prior to the launch of the new program. City staff will provide Council with the first Annual
Report in December 2021.
ATTACHMENTS
1. Powerpoint Presentation (PDF)
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E-Scooter/Bike Share Program ReportCity Council Work Session March 9, 2021ATTACHMENT 13.1Packet Pg. 84Attachment: Powerpoint Presentation (10027 : E-Scooter Share Program Review & Future E-Scooter/Bike
2Image source: SpinQuestions for Council1. Does City Council have any feedback on the pilot e-scooter program to date, with any suggestions for refinement of the program as we move forward with a new vendor?2. Does City Council support staff and CSU in exploring the expansion of operating hoursto a 24/7 model with the new vendor?3. Does City Council support the possibility of bringing back the bike library as part of the program, likely focused on tourists, low-income users, and adaptive device users?ATTACHMENT 13.1Packet Pg. 85Attachment: Powerpoint Presentation (10027 : E-Scooter Share Program Review & Future E-Scooter/Bike
3Strategic Alignment Micromobility (incl. e-scooter/bike share) programs are prioritized in the 2019 Fort Collins City Plan 1. Principle T 3: Lead transportation innovation by exploring and utilizing emerging and transformative systems and technologies.2. Principle T 5: Ensure that transit is a safe, affordable, efficient and convenient travel option for people of all ages and abilities.3. Principle T 6: Support bicycling as a safe, easy and convenient travel option for all ages and abilities by building a connected network of facilities.4. Principle T 10: Support and enhance safety for all modes.ATTACHMENT 13.1Packet Pg. 86Attachment: Powerpoint Presentation (10027 : E-Scooter Share Program Review & Future E-Scooter/Bike
E-Scooter Share BackgroundCity strategies put in place pre-launch to regulate e-scooters• Operation regulations• Parking regulations • Downtown Dismount Zone regulation• Dismount at crosswalk Code amendment• Natural area and park trails prohibition (except Mason)• Use of existing encroachment permits 4Image Source: Bird Rides, IncATTACHMENT 13.1Packet Pg. 87Attachment: Powerpoint Presentation (10027 : E-Scooter Share Program Review & Future E-Scooter/Bike
E-Scooter Share Background (Cont’d)• 1-year pilot launched October 2019• 400 e-scooter stations/250 e-scooters; 500 e-scooters at height (11/19)• Total rides: 79,500; peaked at 22,000 (11/19)• Unique riders: 16,200• Average ride distance: 0.66 miles• Average ride minutes: 9.3 • Amt. of CO2 emissions avoided: 46,618 lbs.5Image Source: Bird Rides, IncATTACHMENT 13.1Packet Pg. 88Attachment: Powerpoint Presentation (10027 : E-Scooter Share Program Review & Future E-Scooter/Bike
E-Scooter Share Background (Cont’d) 62020 Operational Changes • Re-launch: July 8, 2020• Number of e-scooters: 100• Hours of Operation: Summer: 5AM –9PM, Winter: 5AM – 7:30PM/9PM• Contract extension (12/31/2020; 3/31/2021)• Fleet Manager model• Per ride payment modelATTACHMENT 13.1Packet Pg. 89Attachment: Powerpoint Presentation (10027 : E-Scooter Share Program Review & Future E-Scooter/Bike
Bike Share 2020 Developments7• In March Zagster scaled back bike share system to ensure sustainability • On March 27 Zagstersuspended bike share services due to Covid-19• On May 27 Zagster terminated programImage Source: City of Fort Collins stock photoATTACHMENT 13.1Packet Pg. 90Attachment: Powerpoint Presentation (10027 : E-Scooter Share Program Review & Future E-Scooter/Bike
E-Scooter/Bike Share RFP Timeline8• June 1 City released bike share RFI• October 19 City released RFP• 4 companies submitted by November 20, 2020• Interviews/Demos with 2 companies: January 8-15, 2021• Vendor selected: February 2021• Planned program launch: May/June 2021Image Source: City of Fort Collins stock photoATTACHMENT 13.1Packet Pg. 91Attachment: Powerpoint Presentation (10027 : E-Scooter Share Program Review & Future E-Scooter/Bike
9Image source: Bethany Baker, The Coloradoan • Geofencing/GPS functionality of Bird 2s• Safety and perception of safety• Ridership and vehicle and station density• Sustainability • Equitable access• Compliance with riding/parking rules • Hours• Input from communityE-Scooter Share Successes & ChallengesATTACHMENT 13.1Packet Pg. 92Attachment: Powerpoint Presentation (10027 : E-Scooter Share Program Review & Future E-Scooter/Bike
10Image source: Dimitri Psoras, SpinRefining dismount zone polygons Hours of operationBike LibraryIntersection treatmentSufficient stock/densityIncreasing low-income user ridership by decreasing costEncouraging longer trips to encourage vehicle trip replacementApp integration with Transfort app/Mobility as a ServiceImproved adaptive programMobility hubs/downtown designated parking areas2021 E-Scooter/Bike Share Focus Areas ATTACHMENT 13.1Packet Pg. 93Attachment: Powerpoint Presentation (10027 : E-Scooter Share Program Review & Future E-Scooter/Bike
11Image source: KTARCity and CSU will launch new Spin e-scooter/e-bike share program in May/June 2021•Council/Mayor ribbon-cuttingCity staff to present first Annual Report to Council end of 2022Next Steps ATTACHMENT 13.1Packet Pg. 94Attachment: Powerpoint Presentation (10027 : E-Scooter Share Program Review & Future E-Scooter/Bike
12Image source: SpinQuestions for Council1. Does City Council have any feedback on the pilot e-scooter program to date, with any suggestions for refinement of the program as we move forward with a new vendor?2. Does City Council support staff and CSU in exploring the expansion of operating hoursto a 24/7 model with the new vendor? 3. Does City Council support the possibility of bringing back the bike library as part of the program, likely focused on tourists, low-income users, and adaptive device users?ATTACHMENT 13.1Packet Pg. 95Attachment: Powerpoint Presentation (10027 : E-Scooter Share Program Review & Future E-Scooter/Bike
Project Contact13Amanda MansfieldTransportation PlannerFC Movesamansfield@fcgov.com970-416-2040ATTACHMENT 13.1Packet Pg. 96Attachment: Powerpoint Presentation (10027 : E-Scooter Share Program Review & Future E-Scooter/Bike