HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 11/16/2021 - RESOLUTION 2021-105 ADOPTING THE 2021 CIVIC CENTERAgenda Item 19
Item # 19 Page 1
AGENDA ITEM SUMMARY November 16, 2021
City Council
STAFF
Blake Visser, Senior Facilities Project Manager
Ken Mannon, Operations Services Director
Tyler Marr, Assistant City Manager
Ingrid Decker, Legal
SUBJECT
Resolution 2021-105 Adopting the 2021 Civic Center Master Plan.
EXECUTIVE SUMMARY
Moved to Discussion
The purpose of this item is to request that the Master Plan that was reviewed and commented on during the
July 27, 2021, Work Session be adopted by Council. Additionally, on November 10, 2021, hard copies will be
provided for Council review prior to the November 16, 2021, Council meeting.
STAFF RECOMMENDATION
Staff recommends adoption of the Resolution.
BACKGROUND / DISCUSSION
In 1996 the first Downtown Master Plan was created. In 2014, the Block 32/42 – Civic Center Vision Plan was
produced. This document was generated from the culmination of several meetings, workshops, and
discussions regarding the future of the civic heart of Fort Collins, Colorado. The aim of the 2 014 report was to
resolve the physical form of the Civic Center. This Vision Plan is based around the spatial needs of a growing
government with the aim of making it more connected to the population it governs and to its context in
downtown.
As the City has grown over the years since the last Master Plan effort, funding was approved for a Civic Center
Master Plan. Organizational staffing for City government and the need to strategically house those staff
members in buildings is needed. With further growth expected over the next three decades, combined with
Council, staff, and the community outgrowing existing space, and with some current buildings not being viewed
as ideal to keep as long-term City organization assets, there is a need to strategically plan the spacing for the
downtown campus where a large portion of City staff work.
As part of the 2021 budget, Council funded an update of the Civic Center Master plan, which is intended to
plan the Area of block 32/42, current buildings, Washington Park, an d streets. Including the Civic Center
Parking Structure in the Civic Center Master Plan and adopting the updated plan as a part of City Plan will also
allow the City to use general government capital expansion fee proceeds to purchase the Civic Center Cond os
located in the parking structure.
This update will inform the Facilities team and City Leadership of investments required to meet the staffing and
community needs as we move into the future. Recognizing that the COVID-19 pandemic gave pause around
the future of work, this plan and the assumptions therein were developed with a hybrid model in mind. As one
Agenda Item 19
Item # 19 Page 2
specific example, 60% onsite staffing was determined to be the City’s operating model for this plan and moving
forward.
Other assumptions
• 60% Hybrid model (3 days in the office, 2 days remote work)
• Additional 15% area factor added to workstations to provide flexibility with overlapping schedules
• Greater emphasis on individual breakout spaces, collaboration rooms and conference rooms to meet all
meeting type needs
Planning Process
• Space Planning - Facilities were analyzed with respect to the quality of architecture, mechanical, electrical,
and plumbing conditions. Current quantities of space were defined for each building and department. Staff
growth projections were established by numerous interviews with department heads and staff.
• Development Staff Engaged - Park Planning and Development along with the Planning Department were
engaged in early meetings to discuss important considerations related t o city planning, development
guidelines and goals.
• Charrettes - Three-day design charrettes were held involving the City’s leadership team, department
leaders, key staff from across all departments, and the project team.
• Public Engagement - The charrette design outcome and survey were shared on OurCity website for
comment from the public
• Boards and Commissions - A presentation was given regarding the process of the City Master Plan and
charrette outcome. The Boards and Commissions representatives were invit ed to ask questions and give
feedback. All items have been recorded and are part of the draft for reference in future development of the
design.
• Interdepartmental Staff Engagement - Park Planning & Development, CDNS, Engineering, Poudre Fire,
Police, and Utilities were gathered to give final comments on feasibility of the Master Plan Draft and any
other items that are relevant as the design develops further. These comments are available in the draft.
Draft Master Plan Concept
The concept of the master plan is focused on consolidating City operations for an improved customer
experience.
1. Community
a. A true front door for customer service to the Fort Collins community.
b. Most parking will be kept to the exterior of the site and parking garages, perimeter gatew ays will act as
general wayfinding for people arriving to the site through various modes of transportation.
c. Central gathering spaces that promote public use during and after hours, on weekends and during
holidays.
d. Howes Street will support various community events while tying the two blocks together from both a
visual and a functional standpoint.
e. The overall character of the site reflects Washington Park through the preservation of existing tree
canopy and the inclusion of softscape areas that define place s of gathering and circulation.
f. Art, landforms, and other site amenities will be used as visual wayfinding throughout the site.
g. Howes will remain open to traffic but will become a convertible street for community events.
h. Traffic calming elements will be used to create a safe pedestrian environment along Howes while
allowing for easy, accessible access to the buildings.
2. City staff
a. Improved department adjacencies for more efficient work flow.
b. Staff can be re-located out of 281 North College to a more appropriate location on the Civic Center
Agenda Item 19
Item # 19 Page 3
campus and allows for the sale of the building.
c. Accommodates growth for needed staff as the number of City residents increase.
Next Steps
1. As part of the current scope of work, a traffic and parking study is being don e to further refine information
on the need and potential timing of the parking structure.
2. Conceptual space planning of new and existing buildings to co-locate adjacencies for City departments for
an improved customer experience.
3. Public engagement on current Conceptual Design plan.
4. Develop 50% construction design to determine cost estimates.
CITY FINANCIAL IMPACTS
This document will provide guidance for future development in the Downtown Civic Center area.
BOARD / COMMISSION RECOMMENDATION
Representatives from various Boards and Commissions participated in the Master Plan refresh exercise to
provide the team input.
PUBLIC OUTREACH
The CPIO website was used to gather feedback and input from the community.
ATTACHMENTS
1. Work Session Summary (PDF)
2. Civic Center Master Plan (PDF)
Operation Services
300 LaPorte Ave, Building B
PO Box 580
Fort Collins, CO 80522
970.221.6610
970.221.6534
fcgov.com
Date: August 3, 2021
To: Mayor and City Councilmembers
Thru: Darin Atteberry, City Manager,
Kelly DiMartino, Deputy City Manager,
Tyler Marr, Interim Director, IES
From: Ken Mannon, Director of Operation Services
Blake Visser, Senior Facilities Project Manager
Re: July 27, 2021, Work Session Summary: Civic Center Master Plan
The purpose of this memo is to follow-up on items discussed during the Civic Center Master
Plan work session presentation, and in reference to the Center Master Plan DRAFT. More
information will be available as we move forward with space planning. There is a budget offer in
2022 to provide funding for the next phase.
Councilmember Comments/Questions:
x Ensure that the space is open, welcoming, something to be proud of, has accessibility
for all abilities, and is safe for everyone. The project goals have been updated to reflect
Council comments and are listed on page 10 of the Civic Center Master Plan
Document.
x Concerns with parking garage. Counterintuitive to promoting commuting, ride share,
biking, etc. The concept of the parking garage is intended to allow for retail space on
N. Mason St, Maple St., and potentially on the West & South sides of the garage to
encourage City staff and public engagement in the new Civic Center space, as well as
to support the City Plaza. The team will work collaboratively with FC Moves as
outlined in related documents and plans on page 9.
x Timeline was discussed, with it being noted that the middle to later part of this decade
was desired for construction, depending on various debt management strategies.
Council Finance is due to discuss debt capacity and associated timing at their August
meeting.
x Noted that there should be a sufficient space for employees to address staff that prefer
to work from home, as well as those that want to come into the office and have their
“own” space. The Master Plan is intended to guide project design. Surveys on
Teleworking and subsequent City policy will be incorporated into the design.
x Staff expressed they are committed to staying flexible to see what will work in the
future as they move forward.
ATTACHMENT 1
x Invitation extended to all Councilmembers to have more detailed conversation about
plans with project team members. This can be arranged at Council member
convenience.
x Is Child Care part of the plan? Yes, consideration for this is reflected in the massing
of space for the new Civic Center.
x Overall, Council was satisfied with the 60/40 explanation.
x Council wants to make sure taxpayer dollars are being spent well, while taking care of
employees at the same time. Stewardship for taxpayer dollars is added to the goals
section of the Civic Center Master Plan document on page 10.
Next Steps:
x The plan will come forward for Council adoption this fall, after those councilmembers
who wish to discuss further with staff have had the opportunity to do so.
x As part of the current scope of work, a traffic and parking study is being done to further
refine information on the need and potential timing of the parking structure.
x Once the Master Plan is adopted, additional next steps include a space planning study
to finalize plans for placement of departments and also preliminary design of the new
municipal building, both of which are Offers for consideration in the 2022 budget.
Links for Updated Civic Center Master Plan DRAFT, Updated per 7/27/21 Council Work
session comments and questions:
Full Document: https://drive.google.com/file/d/1fiyhxF0fvD95tPjAlhCu3wW1tSEvEzI9/view?usp=sharing
Main Document Compressed: https://drive.google.com/file/d/1pvGHd1eROjO5KmaxvDqXfWkreJUHocbB/view?usp=sharing
Appendix Compressed: https://drive.google.com/file/d/1r6VE_uFXSEWF9qa9wUDgWFGdQastHWNK/view?usp=sharing
CITY OF FORT COLLINS: MASTER PLAN
NOVEMBER 10, 2021
Fort Collins, Colorado
ATTACHMENT 2
2
\ EXECUTIVE SUMMARY
INTRODUCTION
GOALS AND GUIDELINES
PROCESS
PLANNING DURING THE PANDEMIC
SPACE PLANNING
CHARRETTES
COMMUNITY ENGAGEMENT
RECOMMENDATIONS
GROWTH ANALYSIS
SPACE TYPES
BUILDING + SITE
ENERGY + SUSTAINABILITY
PROJECT IMPACT
CLOSING
\ BACKGROUND INFORMATION
SITE ANALYSIS
CLIMATE ANALYSIS
PRECEDENT IMAGES
\ SPACE EVALUATIONS
SPACE PLANNING PROCESS
EXISTING BUILDING ANALYSIS
STAFF PROJECTIONS
SPACE PROJECTIONS
\ CHARRETTE
CHARRETTE OVERVIEW
CHARRETTE PROCESS
SUSTAINABLE CONSIDERATIONS
CHARRETTE DAY 1
CHARRETTE DAY 2
CHARRETTE DAY 3
A.9
A.10
A.10
A.12
A.12
A.13
A.13
A.14
A.15
A.16
A.18
A.21
A.21
A.21
A.22
B.25
B.26
B.34
B.38
C.47
C.48
C.56
C.68
C.70
D.83
D.84
D.85
D.86
D.88
D.92
D.96
TABLE OF CONTENT
3
E.103
E.104
E.106
E.118
E.132
F.145
F.146
F.147
F.148
F.149
F.155
F.155
G.157
G.158
G.160
G.162
G.168
G.174
G.186
G.198
G.206
G.276
G.278
G.284
G.286
G.294
G.302
G.304
G.310
\ RECOMMENDATIONS
SITE DESIGN
DESIGN CONCEPT
BUILDING DESIGN
CONSTRUCTION STAGES + OPINIONS OF PROBABLE COST
\ ENERGY PERFORMANCE
SUMMARY
ENERGY ANALYSIS
BUILDING AND SYSTEMS
ENERGY REDUCTION STRATEGIES
PHOTO-VOLTAIC SYSTEMS
CONCLUSION
\ APPENDIX
SITE INVENTORY
CIVIC CENTER BUILDINGS
CULTURE
ECOLOGY
LAND USE
MOBILITY
CLIMATE DATA TABLES
DEPARTMENT INFORMATION + SPACE PROJECTIONS
CHARRETTE DOCUMENTS
CHARRETTE OPTION ENERGY ANALYSIS
CONSTRUCTION PHASING
OPTION 1 - CONSTRUCTION STAGE 1
OPTION 2 - CONSTRUCTION STAGE 1
CONSTRUCTION STAGE 2
ENERGY MODELING TABLES
STAKEHOLDER ENGAGEMENT
ACKNOWLEDGMENTS
This report was prepared by Clark & Enersen, along with our design partners, Energy Studio, Olsson and Northern
Engineering, for The City of Fort Collins. Thank you to the following people for their contributions to this report.
Current City Council
Mayor Jeni Arndt
Susan Gutowsky
Julie Pignataro
Tricia Canonico
Shirley Peel
Kelly Oholson
Emily Gorgol
Former City Council
Mayor Wade Troxell
Susan Gutowsky
Julie Pignataro
Ken Summers
Ross Cunniff
Emily Gorgol
Executive Leadership
Darin Atteberry, City Manager
Kelly DiMartino, Deputy City Manager
Kyle Stannert, Deputy City Manager
Tyler Marr, Deputy Director, IES
Teresa Roche, Chief Human Resources Officer
Travis Storin, Chief Financial Officer
Jacquelin Kozak-Thiel, Chief Sustainability Officer
Caryn Champine, Director of PDT
Jeff Swoboda, Chief of Police
Tom Demint, Former Fire Chief
Derek Bergsten, Current Fire Chief
John Stokes, Community Services Director
Carrie Daggett, City Attorney
DeAngelo Bowden, Graduate Management Assistant
Civic Center Master Planning Core Team
Brian Hergott
Blake Visser
Ken Mannon
Terri Runyan
Karen Jackson
Tracy Ochsner
City Departments
City Manager
City Clerk
City Attorney
Municipal Court
Operation Services
CPIO & FCTV
Information Technology
Emergency Preparation & Security
Financial Services & Safety & Risk Management
Human Resources
Community Services
Planning, Development & Transportation
Utilities
Broadband
Sustainability Services
Clark & Enersen
Phil Walter
Kate Penning
Steve Miller
Karen Nalow
Matt Glawatz
Kate Heir
William Pokojski
Jon Hauck
Andrea Anderson
Sean Ray
Hannah Schafers
Brenton Boyer
Dan Wroblewski
Energy Studio
Alexander Skillman
Amanda Bogner
Northern Engineering
Nick Haws
Andy Reese
Melanie Foslien
Olsson
Chris Rolling
Institute for the Built Environment
Josie Plaut
Tamara Martin
DESIGN AND CONSULTANT TEAM
CITY OF FORT COLLINS
6
NOVEMBER 2021
REFERENCES
\ RELATED DOCUMENTS
PAVED RECREATIONAL TRAIL MASTER PLAN (2013). This Paved Recreational Trail Master Plan covers
the paved trails managed by the City of Fort Collins Parks and Recreation and Streets Departments; and focuses primarily
on the recreational uses and design of the trail system which supports a wide range of users and trip purposes.
POUDRE RIVER DOWNTOWN MASTER PLAN (2014). This Master Plan envisions approximately three
miles of sustainable river corridor that provides habitat, recreation, and flood mitigation benefits. This long term plan
consists of numerous elements that will take many years to complete.
BLOCK 32/42 - CIVIC CENTER VISION PLAN (2015). This Vision Plan is aimed to resolve the physical
form of the Civic Center and is based around the spatial needs of a growing government with the aim of making it more
connected to the population it governs and to its context in downtown.
THE 2017 FORT COLLINS DOWNTOWN PLAN (2017). “This Plan is an inspirational guide for budgets,
projects, programs, investments, regulations and other related efforts to keep Downtown vibrant and successful as the
vital heart of Fort Collins.”
FOCO CREATES: ARTS & CULTURE MASTER PLAN (2019). FoCo Creates builds upon the goals of
the first ten year Cultural Plan developed in 2008, while integrating the vision and aspirations of the growing community.
FORT COLLINS CITY PLAN (2019). “City Plan is the comprehensive plan for the City of Fort Collins. It
articulates the community’s vision and core values, and establishes the overall policy foundation that will be used by the
City of Fort Collins organization, its many local and regional partners, and the community at large to work toward the
vision over the next 10-20 years.”
RECREATE: PARKS & RECREATION MASTER PLAN (2021). “The Fort Collins Parks and Recreation
Master Plan examines park and recreation needs in the context of the city’s impressive system of public spaces and
articulates an ambitions yet attainable vision for parks and recreation in the future.”
FORT COLLINS TRAILS MAP (2018)
FORT COLLINS BIKE MAP (2019)
7
FORT COLLINS: MASTER PLAN
\ LEGEND + KEY
SPACE TYPES
STAFF
Auxiliary - CAFETERIA + BREAK
Auxiliary - GENERAL
SPECIAL
Auxiliary - COLLABORATION + CONFERENCE
SUPPORT
Auxiliary - WELLNESS
SQUARE FOOTSF
GROSS SQUARE FEETGSF
NET-TO-GROSS RATIONTG
NET SQUARE FEETNSF
ACRONYMS
EXECUTIVE SUMMARY
A.9
FORT COLLINS: MASTER PLAN
EXECUTIVE
SUMMARYA
EXECUTIVE SUMMARY NOVEMBER 2021
A.10
INTRODUCTIONEXECUTIVE SUMMARY
\ INTRODUCTION
The City of Fort Collins Civic Center Master Plan is the guiding document for the space needs and physical form of the
Civic Center to address a growing city, increasing demand for government services, to exemplify timeless urban design
within the context of Downtown Fort Collins, and to achieve sustainability and resilience best practices.
\ GOALS AND GUIDELINES
The City of Fort Collins’ goal for this project is to update the Block 32/42 Civic Center Conceptual Master Plan that was
completed in 2015. Additionally, the intent of the project is to update the master plan to align with future city staffing needs
and to determine future facility needs at the Civic Center. The Civic Center is located on two city blocks in downtown Fort
Collins, bounded by Maple Street on the north, Laporte Avenue on the south, Mason Street on the east, Meldrum Street
on the west, and bisected by Howes Street.
GOALS. The Guiding Principles for the Civic Center, which were identified in the 2015 master plan and validated by
City leadership for this planning effort, are as follows:
WORLD CLASS LEADERSHIP: become a point of community pride in performance, innovation, and
regenerative design that sets an example for the private sector in its reflection of Fort Collins’ character and culture
while being good stewards of City of Fort Collins tax payer dollars.
VIBRANT COMMUNITY SPACES: contribute nature and ecology to the city while establishing places for
public engagement that promote social and individual health, safety and accessibility for all.
RESILIENT DESIGN: create lasting quality that is climate adaptive, accommodates growth, flexibility, and a
universal community.
INTUITIVE ORGANIZATION: support and activate site connectivity externally and create a collaborative
environment internally.
ENHANCE THE CIVIC HEART: promote physical embodiment of the city’s mission and plan that meets
immediate needs; establish a vision that can be invested in and realized.
\ CIVIC CENTER BOUNDARY
As shown on Map A.11, the two City blocks (Blocks 32 and 42) between Maple and Laporte going North to South and
Meldrum and Mason going East to West make up the boundaries of the Civic Center Area. Within this Area is the Civic
Center Core. When the Master Plan is built out, the public will be able to come to the Civic Center Core for most City
government needs. Identified on Map A.11 are current City buildings and City buildings to be acquired under this Master
Plan. For more information regarding current buildings and buildings to be acquired see appendix page G.160.
FORT COLLINS: MASTER PLAN EXECUTIVE SUMMARY
A.11
CITY OWNED BUILDINGS
CIVIC CORE
CIVIC BOUNDARY
SITE LOCATION: CIVIC CENTER BLOCKS 32/42
321 Maple OHOWEHOWESSSSSSMELDRUMMASONCOLLEGE119 Fort Collins
Municipal Railway
Carbarn
281 College
FoCo Cafe
300A Laporte
215 M ason
Larimer County
Justi ce Center
Civic Center
Parking Garage
Downtown Transit
Center
222 Laporte
300B Laporte
214 Ho wes St
220 Howes St
117 Mason Street
Civic Center Condos-
Needed Future
Municipal Offices
CityCare
M APLE
LAPORTE
MOUNTAIN
A.12
EXECUTIVE SUMMARY NOVEMBER 2021
\ PROCESS
The seven-month long master plan process started in October 2020 after a significant Covid-19 pandemic-related delay.
The remote, yet collaborative process was conducted in four major phases exemplified in the process diagram – Space
Planning, Visioning & Brainstorming, Designing, and Engaging.
PLANNING DURING THE PANDEMIC. The master planning process was scheduled to begin in March 2020.
However, the Covid-19 pandemic which affected Colorado, the United States and the world delayed the project and
profoundly affected the way the process was conducted. When the delayed project process began in late October 2020,
the Covid-19 pandemic and directed health measures employed to keep the project team, City staff and the Fort Collins
community healthy prompted a shift in how we all work and how the project was completed.
The majority of work on the project was completed by the project team and the City staff as we worked from home or
from remote locations because of directed health measures that mandated remote work. Nearly all meetings with the City
departments, the City’s Executive Leadership Team, the City Operations Staff and the project team were conducted via
web-based video conferences. In addition, all stakeholder and community engagement activities including, a three-day
design charrette, were conducted via web-based video meetings where numerous participants successfully collaborated
from remote locations.
The most important impact of the pandemic to the project was the outlook of how the work of the City staff may be
different in the future. The success of remote working for City staff and for many industries across Colorado and the
United States prompted the project team, at the direction of the City, to revise the space needs evaluation to include future
remote working scenarios. This analysis, including the prevalent idea for a hybrid work schedule where City staff may
work 60 percent of their week in the office and 40 percent remotely, is highlighted in subsequent sections of this plan.
SPACE PLANNING
ENGAGINGVISIONING +
BRAINSTORMING
DESIGNING
PROCESS DIAGRAM
FORT COLLINS: MASTER PLAN EXECUTIVE SUMMARY
A.13
SPACE PLANNING. The City of Fort Collins and Clark & Enersen began the process with goal setting for the
outcomes of the assessment. Facilities were analyzed with respect to the quality of architecture, mechanical, electrical,
and plumbing conditions. Current quantities of space were defined for each building and department. Staff growth
projections were established by numerous interviews with department heads and staff. Clark & Enersen used a formulaic
approach to determine future space needs for the Civic Center in seven areas of space growth: staffing needs, staff
support areas, special requirements, and auxiliary - general, collaboration/conference, cafeteria/break and wellness.
These space projections were aligned with the City of Fort Collins guiding principles. The assessment helped to inform
the future building needs and siting.
CHARRETTES. The first phase of the master planning process concluded with a three-day design charrette including
the City’s leadership team, department leaders, key staff from across all departments, and the project team. The charrette
was held virtually, via the Zoom video collaboration platform, to comply with directed health measures required because
of the Covid-19 pandemic.
The outcome of the charrette is a design concept that envisions a new City Hall and renovated existing buildings located
around a central gathering space that crosses Howes and connects the two blocks. This space will support various
community events while creating a visual and functional front door for the City Campus. The overall character of the site
is a reflection of Washington Park through the preservation of existing tree canopy and the inclusion of landscape areas
that define places for gathering and circulation. Art, landforms, and other site amenities will be used as visual wayfinding
throughout the site.
CHARRETTE: DAY 3 ZOOM SESSION
A.14
EXECUTIVE SUMMARY NOVEMBER 2021
COMMUNITY ENGAGEMENT. The project team in collaboration with the City staff carried a community
engagement process based on a Stakeholder & Community Engagement Plan designed to address the City of Fort
Collins’ goals for engagement. The key project stakeholders are City staff. The City’s Executive Leadership Team,
department heads, and several staff members with technical expertise in planning, design, engineering and sustainability
were involved in over 50 meetings during the space planning and master planning phases of the project.
The following outline highlights the three phases of the Stakeholder & Community Engagement Plan, the stakeholders
involved, the key messages for each phase, and the engagement strategies used in the process:
Phase 1: Space Planning
X Stakeholders: City Executive Leadership Team, City department leaders and key staff, City Operations Project
Team
X Key messages: Vision & Goals for the Master Plan; What are your future space needs?
X Strategies: Discovery meetings in-person and virtual
Phase 2: Conceptual Master Planning
X Stakeholders: ELT, City Project Team, City staff, City Public Involvement Team
X Key messages: Space planning is on-going; What are key uses and functions for City Hall facilities and the
surrounding Civic Center area?
X Strategies: Virtual meetings, multi-day design charrette, project website on OurCity page.
Phase 3: Stakeholder Review
X Stakeholders: City Boards & Commission members, community stakeholders, City’s interdepartmental staff
team, City Council
X Key messages: What feedback, comments, improvements do you have for the Preferred Design Concept?
X Strategies: Development review meetings, presentation to Board & Commission members, virtual meetings,
project website on OurCity page.
SPACE PLANNING: DEPARTMENT ZOOM MEETING
EXECUTIVE SUMMARY
A.15
FORT COLLINS: MASTER PLAN
\ RECOMMENDATIONS
GROWTH ANALYSIS. Covid-19 not only influenced the process of master planning for the City of Fort Collins, but the
space planning guidelines and subsequent staff and space based projections. Due to Covid-19 restrictions, the city was
required to reduce in office work and move most of their employees to remote online work. The city found that their staff
could be equally productive in a remote work environment as they were in the office. This shift led the city to pursue
the scenario of a hybrid remote work schedule, reducing the need for workstations and offices to accommodate 100%
occupancy.
The graph below shows the projected staff count for the Civic Center of Fort Collins over a 30 year period starting with
the current staff count. This is detailed further in the space evaluation section, see section C.
STAFF: PROJECTION OF STAFF OVER TIME
612
718
827
923
1,048
1,196
1,368
0
200
400
600
800
1000
1200
1400
1600
CURRENT 5 YR 10 YR 15 YR 20 YR 25 YR 30 YR
STAFF (EMPLOYEES)
STAFF
TREND
L
I
N
E
A.16
EXECUTIVE SUMMARY NOVEMBER 2021
GROWTH ANALYSIS. Below are the three primary models for space projection used in the master plan process.
100% full time is a conventional model wherein no remote work occurs and the 60% and 60%+ models are distributed
workflows which incorporate a 3 day in office, 2 day out of office hybrid work schedule. The distributed work model
allows for space saving due to reduced need for full occupancy. The 60%+ model includes the distributed work model
as well as additional space allocation across specific staff positions. The graphs, Projection Options 1, 2 and 3, show the
space projections of each model over 30 years. The GSF 60%+ chart identifies 281 College and 300A East, short for 300A
Laporte - East, as existing spaces that are not to be carried over in the master plan. The city intends to sell 281 College
and deconstruct the East side of 300A Laporte.
PROJECTION OPTION 2
PROJECTION OPTION 1
117,146 133,973 146,417 159,146 175,862 193,463 213,123
78,751
90,435 98,456 106,257
117,050
128,205
140,880
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
CURRENT (100%) 5-YEAR (100%) 10-YEAR (100%) 15-YEAR (100%) 20-YEAR (100%) 25-YEAR (100%) 30-YEAR (100%)
RIGHT SIZE 100% COUNT
TOTAL PROJECTED AREA NEEDS
FULL TIME (100%) GROSS SQUARE FOOTAGE (GSF)
TOTAL AREA NEEDS (NSF)TOTAL NON-PROGRAMMED
98,176 111,442 120,322 129,939 142,563 155,370 169,395
64,989 74,062 79,482 85,011 92,817 100,474 109,034
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
CURRENT (60%) 5-YEAR (60%) 10-YEAR (60%) 15-YEAR (60%) 20-YEAR (60%) 25-YEAR (60%) 30-YEAR (60%)
RIGHT SIZE HYBRID 60%
TOTAL PROJECTED AREA NEEDS
HYBRID (60%) GROSS SQUARE FOOTAGE (GSF)
TOTAL AREA NEEDS (NSF)TOTAL NON-PROGRAMMED
EXECUTIVE SUMMARY
A.17
FORT COLLINS: MASTER PLAN
GROSS SQUARE FOOTAGE: COMPARISON OF GSF, 15 YR AND 30 YR FOCUS WITH THE
EXISTING 281 COLLEGE BUILDING AND EAST PORTION OF THE EXISTING 300A LAPORTE
PROJECTION OPTION 3 (SELECTED OPTION)
163,766
170,530
226,064
295,433
42,796
12389
0
50000
100000
150000
200000
250000
300000
350000
400000
CURRENT CURRENT (RIGHT SIZED) (60%+) 15 YR (60%+) 30 YR (60%+)
GSF (60%+)
GSF 281 COLLEGE 300A EAST
218,951
102,445 116,511 126,193 136,344 150,055 163,941 179,234
68,085 77,746 83,751 89,720 98,269 106,713 116,199
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
CURRENT (60%+) 5-YEAR (60%+) 10-YEAR (60%+) 15-YEAR (60%+) 20-YEAR (60%+) 25-YEAR (60%+) 30-YEAR (60%+)
RIGHT SIZE HYBRID 60% + 15%
TOTAL PROJECTED AREA NEEDS
HYBRID w/ BUFFER (60%+) GROSS SQUARE FOOTAGE (GSF)
TOTAL AREA NEEDS (NSF)TOTAL NON-PROGRAMMED
A.18
EXECUTIVE SUMMARY NOVEMBER 2021
SPACE ALLOCATION: 3 PRIMARY SPACIAL AREAS OVER TIME AS PART OF NSF FOR THE
60% + BUFFER WORK MODEL.
NOTE: These areas are net square footage values. The net to gross factor is not applied unless noted or referenced..
SPACE TYPES. The planning process produced a space needs evaluation and recommendation for all City
departments that will be located in the Civic Center. The plan also includes an update to the conceptual site master plan
completed in 2015, with design concepts to address future facility needs, parks, recreation, open space, arts & culture, and
sustainability needs for the community. The master plan incorporates updated City design standards and policy changes
from several planning efforts that have occurred since 2015.
The space diagrams below and to the right express the square footage breakdowns at 15 years and 30 years. With a
focus on the 15 year mark, which is the basis for the recommendations section and subsequent building and phasing.
58%27%
15%
38%
40%
22%
39%
41%
20%
40%
44%
16%
CURRENT CURRENT RIGHT
SIZED (60%+)
15-YR (60%+) 30-YR (60%+)
66,577 NSF
17,980 NSF
39,324 NSF
22,829 NSF
52,974 NSF
27,329 NSF
72,359 NSF
28,729 NSF
STAFF/SUPPORT
SPECIAL
AUXILIARY
EXECUTIVE SUMMARY
A.19
FORT COLLINS: MASTER PLAN
SPACE BREAKDOWN: 15-YR 60%+ WORK MODEL BREAKDOWN, NSF TO GSF
81,527 SF
49,689 SF
37,300 NSF
14,787 SF
17,429 NSF
16,765 NSF
8,567 NSF
226,064 NSF
NON-PROGRAMMED AREA
Non-programmed spaces required
to support program spaces
(mechanical, building storage,
circulation, bathrooms, etc.)
NET USABLE AREA (NSF)
Usable floor space for specific
programmatic/departmental
functions
GROSS AREA (GSF)
Total of net usable area/square
footage and non-programmed
area.
55% NTG
55% NTG
8,133 SF
27,329 SF
12,200 SF
26,110 SF
11,735 SF
5,997 SF
44,840 SF
6,654 SF
22,360 SF
5,229 SF
11,190 SF
5,029 SF
2570 SF
36,687 SF
70% NTG
70% NTG
70% NTG
70% NTG
70% NTG
STAFF
AUXILIARY -
CAFETERIA + BREAK
AUXILIARY -
GENERAL
SPECIAL
AUXILIARY -
COLLABORATION +
CONFERENCE
SUPPORT
AUXILIARY -
WELLNESS
A.20
EXECUTIVE SUMMARY NOVEMBER 2021
300B
LAPORTE
300B
LAPORTE
PHASE 2A
WELLNESS
24,000 SF
PHASE 2B
EXPANSION
48,000 SF
RAISED
PEDESTRIAN
CROSSING
CIVIC PLAZA
ENTRANCE
COURT
ENTRANCE
COURT
INDOOR + OUTDOOR
SURFACE PARKING
SURFACE PARKING
SERVICE
INDOOR +
OUTDOOR
AMPHITHEATER
SITE
ACTIVITY
NODE / PARK
SITE
ACTIVITY
NODE
322
LAPORTE
PHASE 1
NEW BUILDING
93,000 SF
INDOOR + OUTDOOR
INDOOR +
OUTDOOR
ENTRANCE
COURT + CIVIC
PLAZA
LAPORTE
EXECUTIVE SUMMARY
A.21
FORT COLLINS: MASTER PLAN
SERVICESERVICE
FUTURE
PARKING
GARAGE
SF TBD
215
MASON
COMPOSITE MASTER PLAN
PEDESTRIAN NODE
GREEN SPACE
WAYFINDING
SPINE - PEDESTRIAN + BICYCLES
PEDESTRIAN CIRCULATION
FIRE ACCESS ROUTE
AMPHITHEATER
STORMWATER MANAGEMENT
GATEWAYS
SURFACE PARKING
SERVICE
EXISTING TREES
CONVERTIBLE STREET (INCLUDES:
BIKE LANE, PARKING, TROLLEY)
BUILDINGS & SITE. The concept of the Civic Center master plan
is focused around a central gathering space that crosses Howes and
connects the two blocks. This space will support various community
events while creating a visual and functional front door for the City
Campus. The overall character of the site is a reflection of Washington
Park through the preservation of existing tree canopy and the inclusion
of landscape areas that define places for gathering and circulation. Art,
landforms, and other site amenities will be used as visual wayfinding
throughout the site. The existing buildings along the site’s perimeter will
remain steadfast and hold with the surrounding context, while creating
gateways to a reimagined Civic experience within. New, multi-story
interior structures will prominently address the interior thoroughfare of
Howes Street, as well as a prominent east-west civic plaza. Building
massing will orient to maximize energy efficiency and sustainability
goals, and will utilize stepped facades and setbacks to create additional
upper-level outdoor opportunities. The relationship between new
and existing structures will create pedestrian nodes and pathways to
enhance the vitality of the campus, and create opportunities to reinforce
the goals of the Downtown Masterplan. The majority of the parking will
be kept to the exterior of the site and perimeter gateways will act as
the front doors to the community for people arriving to the site through
various modes of transportation.
ENERGY AND SUSTAINABILITY. The planning process
produced a space needs evaluation and recommendation for all City
departments that may be located in the Civic Center. The plan also
includes an update to the conceptual site master plan completed in 2015,
with design concepts to address future facility needs, parks, recreation,
open space, arts & culture, and sustainability needs for the community.
The master plan incorporates updated City design standards and policy
changes from several planning efforts that have occurred since 2015.
A.22
EXECUTIVE SUMMARY NOVEMBER 2021
ALIGN WITH DOWNTOWN MASTER PLANREINFORCE SUSTAINABILITY GOALSIMPROVE WAYFINDINGCENTRALIZE SERVICESIMPROVE & EXPAND LOCAL CULTURAL EXPERIENCES X Centralize Services
X Streamline Workflow
X Improve Wayfinding
X Reinforce Sustainability Goals
X Align with Downtown Master Plan
X Improve and Expand Local Cultural Experiences
X Increase Collaboration
X Support Outdoor Wellness & Events
X Provide Resiliency
X Increase Civic Transparency & Accessibility
PROJECT IMPACT.
FORT COLLINS: MASTER PLAN EXECUTIVE SUMMARY
A.23
CONCLUSION. The recommendations developed through the Master Plan process resulted in a phased design
solution that will be implemented to meet the growing needs of City departments in the immediate future and over
a 30-year planning horizon. The recommendations, which are described in detail within the Master Plan, include the
construction of a new municipal building, deconstruction and renovations to existing buildings, and construction and
renovation of outdoor spaces, streets and streetscapes. This building effort will occur in two phases and multiple sub-STREAMLINE WORKFLOWINCREASE COLLABORATIONPROVIDE RESILIENCYINCREASE CIVIC TRANSPARENCY & ACCESSIBILITYSUPPORT OUTDOOR WELLNESS & EVENTS
BACKGROUND INFORMATION
B.25
FORT COLLINS: MASTER PLAN
BACKGROUND
INFORMATIONB
B.26
BACKGROUND INFORMATION NOVEMBER 2021
BACKGROUND INFORMATION
\ SITE ANALYSIS
To fully understand the site, its assets, and its connection to the community we started with an extensive inventory of the
site and community of Fort Collins. This inventory was based on four main categories: Culture, Ecology, Land Use, and
Mobility. Culture included cultural assets, public art, and pedestrian pavers. Ecology included landforms and floodplains.
Land Use included zoning, general improvement district and downtown development authority, parks, natural areas,
public open space, downtown open space, and convertible streets. Mobility included bus routes and stops, bike routes,
and trails. This inventory has been included in the appendix for reference. Through a study of this data, we’ve identified
the following key characteristics.
SITE CONTEXT. The City of Fort Collins’ Civic Center Master Plan site is located in downtown Fort Collins, and is
comprised of two city blocks. The site is bordered to the west by Meldrum Street, to the north by Maple Street, to the
east by Mason Street, and to the south by Laporte Avenue. The Burlington Northern Railroad (BNRR) and MAX bus rapid
transit lines run parallel in Mason Street along the eastern project boundary. Howes Street bisects the properties between
Mason and Meldrum creating two square city blocks. The west half is known as Block 42 and the east half is known as
Block 32.
To the north of the site is the Cache La Poudre River. This area has become a recreational resource for the City and this
plan will capitalize on opportunities to connect to the trail networks along the river and vacated rail line.
To the east of the site is historic Old Town and the River District. This area is a cultural center for Fort Collins and an asset
to the site. Connectivity to this area will be increased and promoted as part of this plan.
South of the site is the main body of the Civic Center District with facilities that serve both the City and the County. These
include the Justice Center and Civic Center Park directly south of the site and another block further is the Courthouse.
To the west of the site is a residential neighborhood. This is a major shift in land use and scale. The plan will be sensitive
to this area and respect the neighborhood’s character and aesthetic with its proposed solutions for the west half of the
site.
Both blocks have areas within the City’s floodplain and been identified as having 100-year moderate and high-risk flooding
as well as portions of the adjacent streets being identified as floodways. The site is relatively flat with mild slopes. There
are existing City buildings, drives, parking lots, and landscaping on the two blocks, many of which will be deconstructed
as the long-range master plan evolves. Washington Park currently occupies the northeast portion of Block 42, and is
generally recommended to remain as a park.
SITE CHARACTER. Currently, the site does not act as one cohesive district for the City of Fort Collins. There is
a lack of campus environment connecting the current buildings from east to west due to several factors. First, Howes
Street, itself, acts as a physical barrier. There is also wide range in the architectural styles used for the existing public
buildings and the surrounding plazas, green spaces, and parking. In addition to this, the edges of the block lack a unified
design for the streetscapes, with the exception of Mason Street.
BACKGROUND INFORMATION
B.27
FORT COLLINS: MASTER PLAN
LAND USE: ZONING
(White Hatch) Civic Center
Structures
Roads
Lakes, Rivers, Streams
Rail Road
Downtown
Med. Density Mixed-Use
Neigh. Consrv. Buffer
Neigh. Consrv. Med.
Neigh. Consrv. Low
Industrial
Public Open Lands
CSU
Urban Estate
Employment
Com. & Neigh. Commercial
Limited Commercial
DDA Historic Core
DDA Campus North
DDA Entryway Corridor
DDA Innovation
DDA Poudre River Corridor
DDA River
DDA Civic
DDA North Mason
DDA Canyon Avenue
DDA Boundary
& Internal Districts
Cherry Street
Maple Street
Laporte Avenue
West Mountain Avenue
West Mulberry Street North College AvenueN Meldrum StN Mason StS Howes StSouth College AvenueSouth Shields StreetEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine DriveNorth Shields Street
B.28
BACKGROUND INFORMATION NOVEMBER 2021
TRAFFIC. While Fort Collins has created a remarkably accessible and convenient multi-modal network and seen a
significant mode shift as a result, it is expected many person trips to the civic center will continue to be by motor vehicle.
Fortunately, this site benefits from not only dispersion of traffic from the downtown street grid, but convenient connections
to regionally significant routes like College Avenue (US 287), Jefferson Street (CO 14), and Laporte Avenue. These are all
expected to continue to serve as the primary routes to and from the civic center campus.
COLLEGE AVENUE: This backbone north-south street in Fort Collins is also US Highway 287. It is a four-lane
urban street that carries approximately 22,000 vehicles per day (vpd). Near the campus there is on street diagonal
parking and wide sidewalks with building faces adjacent to the street right-of-way. Bikes are prohibited on the street
and the sidewalks are considered a dismount zone.
MASON STREET: This is a parallel route to College Avenue, carries approximately 3,400 vpd, and is continuous
from University Avenue within the CSU campus up to Cherry Street, just north of the civic center. This low-stress
alternative to College Avenue is popular for bikes and is the location of the MAX transit line. Though closed to vehicular
traffic south of University, this corridor is open to bikes, pedestrians, and transit south to Harmony Street, making it
a popular route into downtown by modes other than vehicles. In downtown, the BNSF Railway track runs down the
median. While travel along Mason Street in relation to the tracks has been improved with the introduction of the MAX
bus line, crossing Mason Street is limited to existing locations because of the tracks.
HOWES STREET: This bisects the campus, and like Mason Street runs from the CSU campus to Cherry Street.
The current daily traffic is 3,000 vpd. It currently has a single lane in each direction, back-in diagonal parking, bike
lanes, and sidewalks. This is planned to be reconstructed as a convertible street as shown in the 2017 Fort Collins
Downtown Plan.
JEFFERSON STREET: Like College Avenue, this is a primary arterial corridor into and out of downtown. This
route which is also Colorado Highway 14 (CO 14) and a truck route has approximately 15,000 vpd. It connects with
Mulberry Street and ultimately Interstate 25, making it a strong regional vehicular route into downtown.
LAPORTE AVENUE: This is one of the primary local streets connecting the west side of Fort Collins into
downtown. The street, which has approximately 6,500 vpd, is a two-lane street with on street parking and bike lanes
up to Howes Street. At College Avenue, the street turns southeast and becomes Walnut Street.
MAPLE STREET: This low volume local street carries approximately 2,100 vpd and is an alternate east-west route
to the civic center campus. It is a two-lane street with on-street parking. There are no centerline markings due to the
low traffic volumes, and therefore no marked bike lanes. It is, however, identified as a low stress bike facility due to the
low vehicular speeds and volumes.
PARKING. Currently the site is served by surface parking lots located throughout the site with the main lots located
on the northeast corner, central west, and southwest corner. On-street parking can be found along the perimeter streets
with the exception of Mason. The Civic Center Parking Garage, which is located on the block to the southeast of the site,
also serves the area. However, a larger number of employees still utilize the neighborhood to the west for parking. As
additional buildings are proposed for the site, consideration for replacing the existing surface lots should be taken into
account to provide the highest and best use for the land as well as providing for future growth and parking needs.
BACKGROUND INFORMATION
B.29
FORT COLLINS: MASTER PLAN
MOBILITY: DOWNTOWN PARKING
[INSERT ZOOMED IN DOWNTOWN PARKING &
STREET MASTERPLAN DIAGRAM]
[I[I[I[I[I[I[NSNSNSNSNSNSSSSNSSSNSSERERERERERERERERERERETTTTTTTTT ZOZOZOZOZOZOZOZOZOZOZOZOZOMOMOMOMOMOMOMOMOMOMOMOMOMMEEDEDEDEDEDDEEEDEDEE IIIIIIIIII NNNNNNNNNNN DODODODODODODODODOODODODOWNWNWNWNWNWNWNWNWNWNWNWNWNNTOTOTOTOTOTOTOTOTOTOTOTOTOTOWNWNWNWNWNWNWNWNWNWNWNWNWW PPPPPPPPPPPPPPARARARARARARARARARARARARARKIKIKIKIKIKIKIKIKKNGNGNGNGNGNGNGNGNGNGNNNN &&&&&&&&&
STSTSTSTSTSTSTSTSTSTSTSTSTSTRERERERERERERERERERREETETETETETETETETETETTET MMMMMMMMMMMM ASASASASASASASASASASASAASTETETETETETETETETETETETTRPRPRPRPRPRPRPRPRPRPRRPPPLALALALALALLALALANNNNNNNNNNNNN DIDDDIDIDDDDDDDAGAGAGAGAGGGGGGGGRARARARARARARARARARARARARARAM]M]M]M]M]MMMM
Parking Garage
Surface Parking Lot
RP3 Zones - Res. Parking
2 Hour Parking Zone
15-30 Min Parking Zone
Unsigned Parking Zone
Accessible Parking
Maple St
Laporte Ave
W Mountain Ave North College AvenueN Howes StN Mason StSouth College AveLinden StreetCity Hall
Observation
Service
Justice
Center
Mountain
Cafe
Court House
Global Village
Museum Civic CenterParking GarageCity of Fort
Collins
Utilities
Haiston Oil
Park Shop
Eco-Thrift
215 NMansonWellness
Annex
Social
Sustainability
Terracon Penny
Flats
Downtown
Transit Center
St. Joseph’s
Catholic
School
Civic Center
DDA Boundary
B.30
BACKGROUND INFORMATION NOVEMBER 2021
MOBILITY: BIKE AND BUS
[INSERT ZOOMED IN DOWNTOWN PARKING &
STREET MASTERPLAN DIAGRAM]
Maple St
Laporte Ave
W Mountain Ave North College AvenueN Howes StN Mason StSouth College AveLinden StreetCity Hall
Observation
Service
Justice
Center
Mountain
Cafe
Court House
Global Village
Museum Civic CenterParking GarageCity of Fort
Collins
Utilities
Haiston Oil
Park Shop
Eco-Thrift
215 NMansonWellness
Annex
Social
Sustainability
Terracon Penny
Flats
Downtown
Transit Center
St. Joseph’s
Catholic
School
Civic Center
DDA Boundary
Pace Bike Share
Shared Rd: Low Traffic
Shared Rd: High Traffic
Cyclists Prohibited on Rd
Bike Lane GapBike Lane: Low Vol./Sp.
Bike Lane: High Vol./Sp.Bus Stop
Bus Stop - Accessible
MAX Bus Stop - Accessible
BACKGROUND INFORMATION
B.31
FORT COLLINS: MASTER PLAN
CONNECTIVITY. Fort Collins has been developing a robust bike, pedestrian, and transit network. While the site
itself does not have strong internal connections, it is set up for a strong connection to the City. Mid-block pedestrian
crossings are in place on both Maple Street and LaPorte Avenue. Similarly, the signalized crossings at the northeast and
southeast corners of the site provide convenient pedestrian access to the Transfort Downtown Transit Center (DTC) and
the commercial areas of downtown. Mason Street, in addition to being a primary transit corridor, is a popular bike route
as it is a low-stress alternative to College Avenue with similar north-south continuity. A stronger streetscape design is
needed to reinforce the connections to the adjacent land uses, and in particular to Old Town and the southern half of the
Civic Center District.
GREEN SPACE. From the very beginning of the process, it was apparent that public green space needed to play a
significant role in the final design of the site. This is in part due to the limited green spaces currently serving the community
in the area. One of which is found on site, Washington Park, a small neighborhood park on the north half of the western
block. Due to this lack of green space, there is a strong desire to maintain Washington in some manner. Washington
Park is the second oldest park in the city and has a well-established tree canopy. It offers the largest contiguous green
space on the site. In addition to maintaining Washington Park, there are several other green spaces on site, including a
xeric-scape garden by City Hall and two stormwater management cells on the east block. Due to the community need
for additional green space within the area, the existing spaces should be maintain and expanded upon.
SITE AMENITIES. Currently on site, the special amenities are limited to a few green spaces on site created to
address storm water north of 222 Laporte and northwest of 215 Mason, a xeric-scape garden by City Hall, and Washington
Park, all previously mentioned in the public green spaces section. In addition, there are several Art in Public Places
installations as well as Transformer Cabinet Murals. There is a strong desire to have a range of outdoor spaces that can
be used for both work and recreation as well as art and cultural elements that create a dynamic and vibrant atmosphere.
EVENT SPACE. Event spaces are an important part of the culture within Fort Collins. Currently on site, Howes
is being utilized for festivals and community events. Similarly, Civic Center Park, to the south, is also used for events.
However, the layout of the Civic Center Park limits the size of events that can be held there. There is a City wide need
to have a larger event space that can provide a variety of spaces and venues to accommodate the community now and
into the future.
GREEN INFRASTRUCTURE. Currently on site there several vehicular charging stations as well as photovoltaic
cells on the roof of 222 Laporte. The master plan will expand upon these initial steps with a net-zero goal for the campus.
EXISTING UTILITIES.
EXISTING WATER. Existing water mains surrounding the site include a 16” main in Maple, a 12” main in Laporte,
8” mains in Mason and a portion of the north end of Howes, and 4” mains in Howes and Meldrum. There appears to
be sufficient capacity in the nearby water mains that are 8” or larger. While service lines may be abandoned and/or
rerouted, no replacement or realignment of water mains are expected as part of the Civic Center Master Plan.
B.32
BACKGROUND INFORMATION NOVEMBER 2021
ECOLOGY: PARKS AND GREEN SPACE
Cherry Street
Maple StreetLaporte Avenue
West Mountain Avenue
West Mulberry Street N Meldrum StN Mason StS Howes StSouth College AvenueSouth Shields StreetEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine Drive
(Red Hatch) Civic Center
Structures
Roads
Lakes, Rivers, Streams
Rail Road
Parks
Natural Areas
General Green Space
Civic
Center
Park
Freedom
Square
Park
Streets
Park
City Park
Main Library
Washington
Park
East Side
Park
Lee Martinez
Community Park
Legacy Park
Northside Aztlan
Community Center
Buckingham
Park
BACKGROUND INFORMATION
B.33
FORT COLLINS: MASTER PLAN
EXISTING SANITARY SEWER. Existing sanitary sewer mains adjacent to the site include a 12” main in Maple,
an 8” main in the mid-block alley that runs north/south between Mason and Howes along the pedestrian spine, and
a 6” main located in Howes. There appears to be sufficient capacity in the nearby sanitary sewer mains that are 8”
or larger. While service lines may be abandoned and/or rerouted, no replacement or realignment of sewer mains are
expected as part of the Civic Center Master Plan.
EXISTING STORM DRAINAGE. Existing storm drains include a large 72”x144” concrete box culvert located in
the mid-block alley along the pedestrian spine, a 42” storm pipe located in Howes, a 36” storm pipe located in Laporte
between Howes and the mid-block alley, a 42” storm pipe located in Laporte between Howes and Meldrum, a 36”
storm pipe located in Mason, 15” and 12” storm pipes located in Maple, and a minor storm pipe located in the south half
of Meldrum. Other minor storm pipes in the 4” to 12” range are located on Block 32 as part of the existing stormwater
treatment facilities and roof drain discharges. Existing storm pipes are expected to continue to serve both Blocks 32
and 42. Replacement or realignment of storm drains is not anticipated with the Civic Center Master Plan.
In addition to the underground storm drains, there are also three engineered surface stormwater management facilities
in the project area, all of which are located east of Howes on Block 32. 222 Laporte has a rain garden to its southwest
and a Porous Landscape Detention (PLD) facility to its north. A water quality pond is located northwest of 215 Mason.
The PLDs and water quality pond have specific volumes and operational parameters that need to be preserved.
There are currently no inadvertent stormwater storage volumes to maintain nor any regulatory floodplain requirements
impacting the Civic Center Master Plan. However, floodplain mapping and requirements can change over time, so
it is recommended to consult with the local floodplain administrator prior to each major design phase. Additionally,
portions of the adjacent public streets are currently part of the Old Town high-risk floodway and floodplain. This could
have design and permitting implications for improvements within the right-of-way of Maple, Meldrum, and Laporte.
EXISTING DRY UTILITIES. The following dry utility companies have facilities in the area, including various
mains in public right-of-way and utility easements, as well as private service lines:
X CenturyLink – broadband/telecommunications (copper and fiber)
X Comcast – broadband/telecommunications (coax and fiber)
X Fort Collins Connexion – broadband/telecommunications (fiber)
X Fort Collins Light and Power – electric power
X Xcel Energy – natural gas
There appears to be sufficient capacity in the nearby mains. However, early coordination with the respective providers
is strongly encouraged. While some on-site service lines, transformers, etc. will likely be relocated, it is not anticipated
that significant main line replacement or realignment will be driven by the Civic Center Master Plan. That said, it is
imperative to maintain early and ongoing communication with those who own facilities in the area.
B.34
BACKGROUND INFORMATION NOVEMBER 2021
\ CLIMATE ANALYSIS
The changing climate has impacted Fort Collins and the Front Range greatly over the last few decades. Extreme storm
events, wildfires, and the water quality and availability are all issues that will be need to be taken into consideration
with regard to the Civic Center Master Plan and its sustainability goals. The City of Fort Collins already has an extensive
Climate Action Plan, Energy Policy, and Zero Waste Plan put in place that will be incorporated into the design and features
in the buildings and site features of the master plan.
The graphs below show climate averages for the city of Fort Collins. Based on a 5-year average (2016-2020), Fort Collins
has 6466 heating degree days and 1056 cooling degree days, both using a base temperature of 65 F. The average
temperature ranges from lows below 20-degree F to highs near 85-degree F. The high levels of sunshine days per year
and the comfortable climate with low humidity allow for opportunity to provide for passive design strategies as well as
solar power generation on rooftops and shade structures.
For the climate analysis, we started with a high-level concepts and goals for the site, focusing on:
GLOBAL FACTOR: Focusing on reduction of greenhouse gases, water conservation, & ways to achieve net zero
goals.
ECONOMIC FACTOR: Focus on Triple-bottom-line methodology (TBL). Create a culture of sustainability
by fostering progressive, environmentally-conscious thoughts and practices in the community. Provide visible
opportunities to showcase sustainability on site as an educational tool.
SUSTAINABILITY FACTOR: Material Selection focusing on reduction of embodied carbons and zero waste
initiatives.
HUMAN FACTOR: Creating healthy spaces focused on wellness, mindfulness, diversity & inclusion, universal
design, human interaction and connectivity.
SITE
CONDITIONS
CULTURE
PEOPLEPROFIT
PLANET
BUILDING
ENVELOPE
MASSING +
ORIENTATION
LIGHTING
POWER +
CONTROLS
BUILDING
ENVELOPE
THERMAL
COMFORT
PLUG +
PROCESS
LOADS
HVAC
SYSTEM
TYPES
BACKGROUND INFORMATION
B.35
FORT COLLINS: MASTER PLAN
AVERAGE WIND: FORT COLLINS, CO
AVERAGE TEMPERATURE + PRECIPITATION: FORT COLLINS, CO
100 F
JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC
PRECIPITATION
80 F
60 F
40 F
20 F
0 F
LOW HIGH
9.0
8.0
6.5
5.5
JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC
8.5
7.5
7.2
7
7.5 7.6
6.5
6.3
5.9
5.6
6
6.6
6.8
6.6
7.0
6.0
WIND (MPH) WIND MAX (MPH)
B.36
BACKGROUND INFORMATION NOVEMBER 2021
AVERAGE SUNSHINE DAYS: FORT COLLINS, CO
AVERAGE WIND SPEEDS: FORT COLLINS, CO
100
30
90
80
60
40
20
30
15
10
5
JAN
JAN
FEB
FEB
MAR
MAR
APR
APR
MAY
MAY
JUN
JUN
JUL
JUL
AUG
AUG
SEPT
SEPT
OCT
OCT
NOV
NOV
DEC
DEC
HUMIDITY (%)
SUNSHINE DAYS
70
50
25
20
10
0
0
WIND
SPEED
BACKGROUND INFORMATION
B.37
FORT COLLINS: MASTER PLAN
ANNUAL WIND CHARACTERISTICS: FORT COLLINS, CO
EASTWEST
40
35
30
25
25
MAX
AVG
MIN
MIN
20
AVG
15
MAX
10
5
00%
AVGRH
HOURS
TEMP
WIND
SPEED
(MPH)
100%
10%
20%
B.38
BACKGROUND INFORMATION NOVEMBER 2021
\ PRECEDENT IMAGES
Precedent images were utilized to open up conversation about how different types of outdoor spaces could function, look,
feel, and connect to adjacent buildings. Specific imagery was selected that conveyed and emphasized the “big ideas” of
each initial site layout concept, and was generally broken down into these categories:
X Convertible Streets
X Event Spaces
X Edges and Streetscapes
X Arts and Culture
X Outdoor Dining
X Outdoor Workspace
X Wellness
X Pedestrian Connections
CONVERTIBLE STREETS. Creating a street that can serve multiple functions, not only for driving and parking.
The street’s design can serve as a flexible event space, while being pedestrian friendly when used by vehicles. Several
examples such as Linden Street have been successful in Fort Collins and provide residents with additional outdoor
pedestrian-friendly spaces that can be used for events.
BACKGROUND INFORMATION
B.39
FORT COLLINS: MASTER PLAN
EVENT SPACES. Outdoor spaces that are flexible and can be used for a variety of events. These may include
concerts, festivals, movie nights, and art shows. The spaces should function as passive park space when not in use to
provide additional green space to residents and users of adjacent buildings.
B.40
BACKGROUND INFORMATION NOVEMBER 2021
EDGES + STREETSCAPES. Areas along the perimeter of the site that address the surrounding neighborhood to
tie into the adjacent urban fabric. Gateways, nodes, and screening should be located at the perimeter of the site where
required, working in conjunction with the design of the new site. These spaces will be multi-functional, providing pass-
through corridors, stormwater management solutions, and transit connectivity.
BACKGROUND INFORMATION
B.41
FORT COLLINS: MASTER PLAN
ARTS + CULTURE. The site should be designed with arts and culture in mind. Providing spaces for public artwork,
along with future opportunities to add additional art installations should be a priority. Flexible event spaces to allow for
cultural events and festivals should be tied into the overall master plan where possible.
B.42
BACKGROUND INFORMATION NOVEMBER 2021
OUTDOOR DINING. Opportunity for users to dine outdoors in a variety of spaces should be provided as an amenity.
These areas may be part of larger flexible spaces used for events and meetings. Strong connections should be created
between indoor and outdoor dining spaces throughout the site.
BACKGROUND INFORMATION
B.43
FORT COLLINS: MASTER PLAN
OUTDOOR WORKSPACES. Flexible outdoor areas for working, having small conferences, and giving small group
presentations should be integrated into the site. These spaces can be multi-functional but designed to provide users with
multiple options in which they can work.
B.44
BACKGROUND INFORMATION NOVEMBER 2021
WELLNESS. Planned active and passive wellness spaces that can be flexible yet provide an important amenity for
users. These spaces should provide spaces for a variety of wellness functions, and my also act as passive green space
when not in use.
BACKGROUND INFORMATION
B.45
FORT COLLINS: MASTER PLAN
PEDESTRIAN AND BIKE SPINE. Connections to adjacent neighborhoods, and access through the site for
pedestrians and cyclists. Although primarily pass-through spaces, they will be key to providing access to the site and will
be critical to the project. These spaces should be designed to work in conjunction with adjacent outdoor areas.
SPACE EVALUATION
C.47
FORT COLLINS: MASTER PLAN
SPACE
EVALUATIONC
C.48
SPACE EVALUATION NOVEMBER 2021
COUNCIL
CHAMBERS
MUNICIPAL
COURT
CPIO
FCTV
EMERGENCY PREP
& SECURITY
INFORMATION
TECHNOLOGY
PDT: PARKING
SERVICES/
TRANSFORT
Department
Internal Services Cluster
Customer Service Department
Outside of Civic Center
CITY MANAGER
CITY ATTORNEY
CITY CLERK
\ SPACE PLANNING PROCESS
DEPARTMENT STRUCTURE
AND ADJACENCIES. Space planning for this master
plan incorporates a variety of information sources, but it
began with understanding, establishing, and assessing the
relationships between the various departments of the City of
Fort Collins. Focus was placed on departments in the Civic
Center and departments intended to move into the Civic
Center, as determined by civic leadership.
These department relationships, along with the subsequent
space and staff projections in the following pages, are
informed by combining input from the following:
1. Individual Department Meetings
2. Department Questionnaires
3. Department Structure and Position Maps -
Current and Future
4. City growth trends
5. A shift to a distributed work model
The chart to the right represents the relationships and
interactions between civic center departments. Connecting
lines and line weights identify spatial and functional
adjacencies. The small clusters of high activity and interaction
identify the collection of sub-departments that create a larger
umbrella department. These collections of sub-departments
operate and associate with the rest of the Civic Center in a
vast network of associations. The identified structure varies
from the City’s organizational chart, but is integral to the
space planning process and influences the staff projections
and future building organization. The associations and
clusters shown highlight that certain departments can and
do require a closer physical proximity to function in the best
possible manner. These relationships are explored further in
the recommendations section.
SPACE EVALUATION
C.49
FORT COLLINS: MASTER PLAN
CITY DEPARTMENTS: ADJACENCY AND RELATIONAL STRUCTURE FOR CIVIC CENTER
RELATED CITY OF FORT COLLINS DEPARTMENTS
FINANCIAL
SERVICES: SAFETY
& RISK MNGMT
HUMAN
RESOURCES
PDT: CDNS
PDT:
FC MOVES
PDT:
ENGINEERING
MEDIATION
&
RESTORATIVE
JUSTICE
WELLNESS
CENTER
CITYCARE
CLINIC
CITY SAFE
WELLNESS
UTILITIES:
ENERGY
SERVICES
UTILITIES:
WATER
CONSERVATION
UTILITIES:
COMMS &
MARKETING
UTILITIES:
COMMUNITY
ENGAGEMENT
UTILITIES:
CUSTOMER CARE
& TECH
UTILITIES:
CUSTOMER
ACCOUNTS
BROADBAND
SS: SOCIAL
HEALTH
SS: ENVIR
SUSTAINABILITY
SS: ECONOMIC
HEALTH
FINANCIAL
SERVICES
CS: RECREATION
CS: PARK
PLANNING &
DEVELOPMENT
CS: CULTURAL
SERVICES
OP: REAL
ESTATE
OP: PROJECT
MANAGEMENT
PLANNING &
DESIGN
OP: FACILITIES
MNGMT
SALES
TAX
C.50
SPACE EVALUATION NOVEMBER 2021
PLANNING PROCESS: THE STEPS AND STRUCTURE OF THE SPACE AND STAFF PROJECTION
PROCESS FOR THE FORT COLLINS CIVIC CENTER MASTER PLAN.
PROCESS. These pages outline the stages of the space
planning process. This process included assessment of
existing space, valuation of space, assessment of staff,
projection of growth through user and data driven input,
and updating existing space standards to align with more
appropriate standards ideal for current needs and the
selected work model.
The subsequent pages identify the standards and associated
utilization rates adopted for the space projections.
1 2b
2c
2a
= ?
=
SF
CURRENT
STANDARDS
ASSESSMENT
CURRENT
POSITIONS
ASSESSMENT
CURRENT
SPACE
ASSESSMENT
CURRENT
DEPARTMENTS
ASSESSMENT
NE
W
EXIS
TI
NG
SPACE EVALUATION
C.51
FORT COLLINS: MASTER PLAN
3b 4
3c
3a
SF
SF OVER
TIME
=
=
= USER INPUT
+ DEPT. GROWTH RATES
+ CITY GROWTH RATES
SPACE
IDENTIFICATION
VALUATION
ADDITION
FUTURE
POSITIONS
RIGHT SIZED
STANDARDS
PROJECTIONS
NE
W
EXIS
TI
NG
C.52
SPACE EVALUATION NOVEMBER 2021
UTILIZATION RATES: FACTORS APPLIED TO TOTAL STAFF COUNTS AND SQUARE FOOTAGE
STANDARDS FOR AUXILIARY SPACE PROJECTIONS, SEE APPENDIX FOR FURTHER DETAILSTOTAL S T A F F CIVIC C
E
N
T
ERTOTAL S T A F F CIVIC CE
N
T
ERTOTAL S T A F F CIVIC CE
N
T
ERTOTAL S T A F F CIVIC C
E
N
T
ERTOTAL S T A F F CIVIC C
E
N
T
ER50%
7 %
7 %
6%
6 %
6%
6%WELLNESSCONFERENCEHUDDLE/PHONECAFE/BREAK10% OF 7% - LARGE
7% OF 6% - CAFE/
CAFETERIA
40% OF 7% - MEDIUM
75% OF 6% - BREAK/
KITCHENETTE/COFFEE
40% OF 6% - PHONE
50% OF 7% - SMALL
18% OF 6% - LOUNGE
60% OF 6% - COLLAB
SPACE EVALUATION
C.53
FORT COLLINS: MASTER PLAN
NOTE: THIS CHART SHOWS THE TYPICAL SQUARE FOOTAGE PER PERSON VALUE FOR SPECIFIC SPACE TYPES.
NOT EVERY VALUE IS APPLIED TO THE FULL STAFF COUNT OF THE CIVIC CENTER. SEE THE DEPARTMENT
PROJECTION SECTION IN THE APPENDIX FOR AN ADDITIONAL BREAKDOWN AND THE MULTIPLIERS APPLIED.
1 TO 1 RATIOS: SQUARE FOOTAGE VALUES PER PERSON TYPICAL THROUGHOUT THE SPACE
PLANNING PROCESS
300.00
725.00
175.00
20.00
40.00
21.33
40.00
22.50
45.00
40.00
30.00
80.00
300.00
180.00
140.00
80.00
64.00
64.00
36.00
36.00
13.00
0.04
0 100 200 300 400 500 600 700 800
CAFÉ/BREAK - BREAK/KITCHEN/COFFEE
CAFÉ/BREAK - CAFÉ/CAFETERIA
CAFÉ/BREAK - LOUNGE
CONFERENCE - L - LOWER
CONFERENCE - L - UPPER
CONFERENCE - M - LOWER
CONFERENCE - M - UPPER
CONFERENCE - S - LOWER
CONFERENCE - S - UPPER
CONFERENCE - XL
HUDDLE - COLLAB
PHONE
RECEPTION
STAFF WORKSPACE (PO-1)
STAFF WORKSPACE (PO-2)
STAFF WORKSPACE (WS-1)
STAFF WORKSPACE (WS-2)
STAFF WORKSPACE (WS-3)
STAFF WORKSPACE (WS-4)
STAFF WORKSPACE (WS-5)
WELLNESS
WORK/COPY
TYPICAL SQUARE FEET PER PERSON (1:1)
C.54
SPACE EVALUATION NOVEMBER 2021
FIELD CREW
(WS-5)36 SFFIELD CREW
(WS-4)16 SF
SERVICE
DIRECTOR
(PO-1)180 SF
SERVICE
DIRECTOR
(PO-1)180 SF
STAFF ALLOCATION: NEW SPACE STANDARD VS 2015 STANDARD FOR STAFF POSITION
TYPES (SF PER PERSON)
NEW - STAFFPREVIOUS - STAFF
DIVISION
HEAD
(WS-1)80 SF
DIVISION
HEAD
(PO-3)140 SF
SUPERVISOR
MANAGER
(WS-2)
SUPERVISOR
MANAGER
(WS-1)80 SF 64 SF
STAFF - TYP
(WS-3)64 SF
STAFF - TYP
(WS-2)64 SF
PTE/INTERN/
TEMP/
VOLUNTEER
(WS-4)
36 SF
PTE/INTERN/
TEMP/
VOLUNTEER
(WS-3)
32 SF
DIRECTOR
DEPARTMENT
HEAD (PO-2)140 SF
DIRECTOR
DEPARTMENT
HEAD (PO-2)180 SF
SPACE EVALUATION
C.55
FORT COLLINS: MASTER PLAN
STAFF ALLOCATION: NEW SPACE STANDARD VS 2015 STANDARD FOR CONFERENCE
SPACES (SF PER GROUP SIZE) AND THE NEW BREAK SPACE STANDARD (SF PER PERSON)
CONFERENCE
XL
(30+)
1,200 SF
725 SF
300 SF
175 SF
L
(15-30)
600 SF
M
(8-15)
320 SF
S
(4-8)
180 SF
PHONE
120 SF
COLLAB
60 SF
CAFE/
CAFETERIA
BREAK/
KITCHEN/
COFFEE
LOUNGE
BREAK
C.56
SPACE EVALUATION NOVEMBER 2021
EXISTING BUILDING ANALYSIS
SPACE EVALUATION
C.57
FORT COLLINS: MASTER PLAN
C.58
NOVEMBER 2021SPACE EVALUATION
215 MASON
BUILDING SUMMARY. 215 Mason is a 71,825 SF, 3 story facility without a basement. It was built in 2001 and has
undergone many renovations throughout the years to rework areas for the moving and changing of departments.
The building primarily houses internal departments that assist the city’s needs. However, the first floor is home to Municipal
Court and Parking Services which service the public. Out of the buildings to remain, 215 Mason accommodates the largest
wellness area.
Functionally, the building struggles to separate the higher safety risk Municipal Court customer service components from
the lower risk customer service areas and internal offices. There is no central reception and way finding can be difficult.
Collaboration and Conference spaces are primarily owned by individual departments and those that are shared are not
adequate for current staff needs.
LAPO RTE
SPACE EVALUATION
C.59
FORT COLLINS: MASTER PLAN
Net Square Footage
SPACE TYPESAge of Building
Year Built
Gross Square Footage
SUPPORT
Overall Condition
DEPARTMENTSCollaboration
Building Support
DEPT - Finance - Accounting
DEPT - Comm. Services - Park Plan & Develop.
DEPT - Information Technology
DEPT - Municipal Court
DEPT - Plan, Develop. Trans. - Transfort/Parking
DEPT - CPIO - Comm. and City Engagement
DEPT - Finance - Safety & Risk Management
DEPT - Human Resources
DEPT - City Attorney
DEPT - Finance - Purchasing
DEPT - Comm. Services - Cultural Services
Shared Support
Circulation
DEPT - Finance - Budget
DEPT - Comm. Services - Recreation
DEPT - Finance
DEPT - Emergency Preparedness
OTHER - CIRC./MEP/BUILDING SUPPORT
AUXILIARY - COLLAB + CONFERENCE
AUXILIARY - CAFETERIA + BREAK
AUXILIARY - WELLNESS
AUXILIARY - GENERAL
SPECIAL
STAFF
Functionality
CONDITIONS12345
Poor Excellent
3 % NSF
1 % NSF
13 % NSF
10 % NSF
4 % NSF
29 % NSF
3 % NSF
37 % NSF
20 YRS
2001
71,825 SF
66,479 SF
6,563 NSF
2,726 NSF
1,552 NSF
2,228 NSF
2,130 NSF
1,363 NSF
5,770 NSF
9,849 NSF
3,497 NSF
3,497 NSF
385 NSF
1,555 NSF
518 NSF
2,191 NSF
8,987 NSF
876 NSF
2,169 NSF
4,676 NSF
2,870 NSF
THIRD FLOORSECOND FLOORFIRST FLOOR
C.60
NOVEMBER 2021
BUILDING SUMMARY. 222 Laporte building, was the result of the 2015 Master Vision Plan. The building was
constructed in 2017 and is the newest in the Civic Center. The 44,624 SF facility is 3 stories, without a basement.
Known as the Utilities Building, 222 Laporte was built to support the Utilities sub-departments within the Civic Center.
Sustainability Services and Broadband plan to share the building, until Utilities needs the entire space. Currently, this
building houses the largest conference/training room in the Civic Center.
Utilities and Broadband have customer service needs, which are met by reception off the main lobby. Due to the public
lobby, the building has required modifications to the elevator to improve security for the floors above. Access is a challenge
for interdepartmental meetings. The open office concept is appreciated by staff, but there can be issues with noise and
privacy. There is a lack of collaboration and conference room spaces to accommodate privacy and meeting needs.
222 LAPORTE
SPACE EVALUATION
LAPORTE
SPACE EVALUATION
C.61
FORT COLLINS: MASTER PLAN
Net Square Footage
Age of Building
SPACE TYPESSUPPORT
Year Built
Gross Square Footage
Overall Condition
FunctionalityCONDITION
DEPARTMENTSCollaboration
Building Support
DEPT - Utilities - Community Engagement
DEPT - Sustain. Services - Environ. Sustainability
DEPT - Utilities - Water Resources
DEPT - Sustain. Services - Admin
DEPT - Utilities - Customer Support
DEPT - Utilities - Energy Services
DEPT - Broadband
DEPT - Utilities - Customer Connections Admin
OTHER - CIRC./MEP/BUILDING SUPPORT
AUXILIARY - COLLAB + CONFERENCE
AUXILIARY - CAFETERIA + BREAK
AUXILIARY - WELLNESS
AUXILIARY - GENERAL
SPECIAL
STAFF
DEPT - Sustain. Services - Economic Health
Shared Support
Circulation
DEPT - Utilities - Customer Accounts
DEPT - Sustain. Services - Social Sustainability
DEPT - Utilities - Communication and Marketing
12345
Poor Excellent
THIRD FLOORSECOND FLOORFIRST FLOOR2 % NSF
1 % NSF
1 % NSF
16 % NSF
5 % NSF
31 % NSF
1 % NSF
43 % NSF
6,054 NSF
4 YRS
2017
41,624 SF
37,754 SF
4,468 NSF
2,798 NSF
2,102 NSF
479 NSF
5,850 NSF
1,328 NSF
1,584 NSF
1,753 NSF
255 NSF
1,111 NSF
228 NSF
4,963 NSF
1,419 NSF
1,683 NSF
1,681 NSF
C.62
SPACE EVALUATION NOVEMBER 2021
BUILDING SUMMARY. 281 College is outside of the main Civic Center blocks, just to the East on College Avenue.
It is the oldest building, dating earlier than 1900s. It began as a livery stable and later became a lumber yard. The city
purchased the building in the 1990s. It is 42,680 SF, 2 story building without a basement.
The Planning, Development & Transportation department utilizes the entire building. This building sees heavy public
traffic due to the nature of the work of the PDT. There are issues with public wayfinding, which leads to staff interruptions,
and lack of area for document storage. The building has been divided and separated into many rooms, which is good for
quiet workrooms, but difficult for collaboration.
The City anticipates selling 281 as part of the Civic Center development.
281 COLLEGE
SPACE EVALUATION
C.63
FORT COLLINS: MASTER PLAN
SECOND FLOORFIRST FLOORNet Square Footage
SPACE TYPESAge of Building
1
Year Built
Gross Square Footage
SUPPORT
Overall Condition
Collaboration
Building Support
DEPT - PDT - CDNS - Neighborhood Services
DEPT - PDT - CDNS - Building Services
DEPT - Plan, Develop, Trans. (PDT) Admin
DEPT - PDT - CDNS - Planning
Shared Support
Circulation
DEPT - PDT - FC Moves
DEPT - PDT - Engineering
OTHER - CIRC./MEP/BUILDING SUPPORT
AUXILIARY - COLLAB + CONFERENCE
AUXILIARY - CAFETERIA + BREAK
AUXILIARY - WELLNESS
AUXILIARY - GENERAL
SPECIAL
STAFF
Functionality
CONDITIONS234 5
DEPARTMENTSPoor Excellent
2 % NSF
0 % NSF
1 % NSF
9 % NSF
5 % NSF
44 % NSF
1 % NSF
38 % NSF
2,925 NSF
1,551 NSF
4,886 NSF
4,460 NSF
794 NSF
2,788 NSF
87 NSF
7,547 NSF
1,703 NSF
6,791 NSF
121 YRS
1900
42,680 SF
33,532 SF
C.64
SPACE EVALUATION NOVEMBER 2021
LAPORTE
BUILDING SUMMARY. 300A Laporte is known as City Hall. It is a split level building, with bermed earth around
the East side to allow for entry at the main level. The building was built in the 1980s and is 35,007 SF with a basement.
The East side, main level, has an open lobby that leads to the City Council Chambers. The East side basement houses
FCTV’s television studio. The West portion of the building is primarily offices for the City Manager, City Clerk, and City
Attorney. The main server/data center for the campus is within the west offices.
The City Council Chambers are not adequate for current needs and technology. There are security issues with the open
foyer and lack of central reception. The City intends to deconstruct the East side of 300A Laporte as part of the Civic
Center development and relocate the City Council Chambers to another location within the Civic Center.
300A LAPORTE
SPACE EVALUATION
C.65
FORT COLLINS: MASTER PLAN
UPPER LEVELMAIN LEVELLOWER LEVELBASEMENTNet Square Footage
SPACE TYPESAge of Building
1
Year Built
Gross Square Footage
SUPPORT
Overall Condition
Collaboration
Building Support
DEPT - Council Chambers
DEPT - City Clerk
DEPT - City Attorney
DEPT - City Manager
Shared Support
Circulation
DEPT - CPIO - FCTV
DEPT - Information Technology
OTHER - CIRC./MEP/BUILDING SUPPORT
AUXILIARY - COLLAB + CONFERENCE
AUXILIARY - CAFETERIA + BREAK
AUXILIARY - WELLNESS
AUXILIARY - GENERAL
SPECIAL
STAFF
Functionality
CONDITIONS234 5
DEPARTMENTSPoor Excellent
2 % NSF
0 % NSF
20 % NSF
7 % NSF
6 % NSF
25 % NSF
1 % NSF
39 % NSF
2,139 NSF
5,092 NSF
3,838 NSF
3,388 NSF
4,100 NSF
4,623 NSF
274 NSF
3,687 NSF
2,060 NSF
1,886 NSF
41 YRS
1980
35,007 SF
31,086 SF
C.66
SPACE EVALUATION NOVEMBER 2021
BUILDING SUMMARY. 300B Laporte was built in 1957 and is considered historically significant. The building was
originally designed as City Hall and held multiple city departments, including the police department, finance, utilities and
planning. The building is two levels with a basement.
300B Laporte is now known as the Operation Services Building. The first and second floor contain offices for Operation
Services with the basement containing archival storage and a workshop.
The building’s Y-shape and structural design limit reconfiguration and flexibility for additional uses. As a historically
significant building, it will remain as part of the Civic Center.
300B LAPORTE
LAPORTE
SPACE EVALUATION
C.67
FORT COLLINS: MASTER PLAN
64 YRS
1957
27.815 SF
24,176 SFNet Square Footage
SPACE TYPESAge of Building
1
Year Built
Gross Square Footage
SUPPORT
Overall Condition
OTHER - CIRC./MEP/BUILDING SUPPORT
AUXILIARY - COLLAB + CONFERENCE
AUXILIARY - CAFETERIA + BREAK
AUXILIARY - WELLNESS
AUXILIARY - GENERAL
SPECIAL
STAFF
Functionality
CONDITIONS2345
DEPARTMENTSPoor Excellent
4 % NSF
17 % NSF
4 % NSF
10 % NSF
7 % NSF
19 % NSF
0 % NSF
39 % NSF
Collaboration 2,308 NSF
Building Support 3,154 NSF
DEPT - OS - Facilities Mgmt. 2,789 NSF
DEPT - Operation Services (OS) - Admin 3,591 NSF
DEPT - City Manager Archive 779 NSF
DEPT - OS - Archive 3,301 NSF
DEPT - City Attorney Archive 386 NSF
Circulation 4,181 NSF
DEPT - OS - Project Mgmt., Planning and Design 1,696 NSF
DEPT - OS - Real Estate 1,991 NSF BASEMENTFIRST FLOORSECOND FLOOR
C.68
SPACE EVALUATION NOVEMBER 2021
# DEPARTMENT SUB-DEPARTMENT
1 BROADBAND
2 CITY ATTORNEY
3 CITY CLERK
4 CITY MANAGER
5 COMMUNICATION AND PUBLIC INVOLVEMENT COMMUNICATION AND PUBLIC INVOLVEMENT
6 COMMUNICATION AND PUBLIC INVOLVEMENT FCTV
7 COMMUNITY SERVICES CULTURAL SERVICES
8 COMMUNITY SERVICES PARK PLANNING AND DEVELOPMENT
9 COMMUNITY SERVICES RECREATION
10 EMERGENCY PERPARDNESS AND SECURITY
11 FINANCIAL SERVICES
12 FINANCIAL SERVICES SAFETY AND RISK MANAGEMENT
13 HUMAN RESOURCES
14 INFORMATION TECHNOLOGY
15 MUNICIPAL COURT
16 OPERATION SERVICES ADMINISTRATION
17 OPERATION SERVICES FACILITIES MANAGEMENT
18 OPERATION SERVICES PROJECT MANAGEMENT, PLANNING AND DESIGN
19 OPERATION SERVICES REAL ESTATE
20 PLANNING, DEVELOPMENT, TRANSPORT ADMINISTRATION
21 PLANNING, DEVELOPMENT, TRANSPORT COMMUNITY DEVELOPMENT NEIGH. SERVICES
22 PLANNING, DEVELOPMENT, TRANSPORT ENGINEERING
23 PLANNING, DEVELOPMENT, TRANSPORT FC MOVES
24 PLANNING, DEVELOPMENT, TRANSPORT PARKING SERVICES/TRANSFORT
25 SUSTAINABILITY SERVICES ADMINISTRATION
26 SUSTAINABILITY SERVICES ECONOMIC HEALTH
27 SUSTAINABILITY SERVICES ENVIRONMENTAL SUSTAINABILITY
28 SUSTAINABILITY SERVICES SOCIAL SUSTAINABILITY
29 UTILITY CUSTOMER CONNECTIONS - CUSTOMER SUPPORT
30 UTILITY CUSTOMER CONNECTIONS - ENERGY SERVICES
31 UTILITY CUSTOMER CONNECTIONS - WATER CONSERVATION
SUM
AVERAGE
\ STAFF PROJECTIONS
The City of Fort Collins Civic Center is poised to experience steady growth over the next 30 years, adding approximately
756 employees per the projections within this master plan. The projected staff count total by 2050-51 is 1,368 across all
departments. This is a 233% increase from 2020-21 and an approximately 151% increase at the 15 year growth mark.
The average growth rate for the first five years is the highest among the 30 year period at 5%. This is indicative of the need
for expanded services and support staff that has led to this master plan exercise.
See the chart below for specific department growth breakdowns over the 30 year interval of this master plan. For further
information per department, reference Department Space Projections in the appendix.
SPACE EVALUATION
C.69
FORT COLLINS: MASTER PLAN
STAFF PROJECTIONS: (TOP) PROJECTED STAFF COUNT OF CIVIC CENTER OVER 30 YRS,
(BOTTOM) COLLECTIVE REPRESENTATION OF GROWTH FOR ALL DEPARTMENTS’ STAFF
CURRENT
STAFF
#%#%#%#%#%#%
9 138%165%227%307%417%567%
22 26 3% 27 2% 28 2% 29 2% 31 2% 32 2%
8105%112%122%143%163%183%
17 26 14% 30 4% 33 2% 37 3% 43 3% 49 3%
16 18 3% 20 2% 24 4% 27 3% 31 3% 36 3%
660%74%83%92%102%112%
3 7 38% 10 10% 11 2% 14 6% 18 6% 24 6%
8 13 11% 15 3% 15 0% 16 2% 17 2% 19 2%
9 102%112%133%153%173%203%
6 10 11% 11 2% 12 2% 13 3% 14 3% 16 3%
44 46 1% 53 3% 58 2% 64 2% 70 2% 76 2%
10 11 1% 12 3% 13 2% 15 3% 18 3% 20 3%
35 40 3% 46 3% 53 3% 61 3% 70 3% 80 3%
50 63 5% 80 5% 101 5% 116 3% 134 3% 155 3%
19 25 6% 29 4% 31 2% 36 4% 43 4% 51 4%
9 126%132%130%132%142%152%
21 25 4% 30 4% 35 3% 41 3% 49 3% 58 3%
5 810%80%92%114%134%164%
5 6 4% 6 0% 7 3% 8 2% 9 2% 10 2%
4 45%40%40%53%53%63%
87 89 0% 110 4% 119 2% 132 2% 147 2% 163 2%
38 42 2% 46 2% 51 2% 56 2% 62 2% 68 2%
12 15 5% 16 1% 19 4% 22 3% 25 3% 30 3%
30 26 -3% 26 0% 27 1% 27 1% 28 1% 29 1%
455%64%60%64%74%94%
9 115%134%153%184%214%254%
21 26 5% 34 6% 37 2% 43 3% 49 3% 57 3%
11 13 4% 16 5% 19 4% 23 4% 28 4% 33 4%
71 90 5% 99 2% 103 1% 117 3% 133 3% 151 3%
11 12 2% 12 0% 13 1% 14 1% 14 1% 15 1%
12 12 0% 14 3% 15 1% 16 2% 17 2% 19 2%
612 718 827 923 1048 1196 1368
23 5% 27 3% 30 2% 34 3% 39 3% 44 3%
DEPARTMENT GROWTH RATES (%)
5-YEAR 10-YEAR 15-YEAR 20-YEAR 25-YEAR 30-YEAR
5-YEAR 10-YEAR 15-YEAR 20-YEAR 25-YEAR 30-YEAR
612
718
827
923
1,048
1,196
1,368
0
200
400
600
800
1000
1200
1400
1600
CURRENT 5 YR 10 YR 15 YR 20 YR 25 YR 30 YR
STAFF (EMPLOYEES)
STAFF AVERAGE
C.70
SPACE EVALUATION NOVEMBER 2021
STAFF MODEL: THIS DIAGRAM EXPRESSES THE SELECTED STAFF PROJECTION MODEL
60%+ IN COMPARISON TO THE 60% AND 100% OPTIONS.
SELECTED SPACE MO DEL
A PPLIED TO S TAFF
P R O JEC TIO N S , BAS I S FO R
RECOMMENDED DESIGN
\ SPACE PROJECTIONS
This section illustrates the current use of space and the projected space required to accommodate the growth of the
Civic Center and its departments over the next 30 years. These space projections incorporate department estimates, city
growth trends, and the shift from a conventional work model to a distributed work model. The distributed work model used
incorporates a more stringent set of space standards for an individual, noted as 60%+ in the following documentation.
Note these are projections and as such are subject to alteration and the influence of future conditions.
Distributed work models center around flexible work environments that focus on efficiency and flexible work models that
are defined by shared workspaces, distance working, flex or alternating schedules, and also the data supported trend in
workflows deviating from 1 to 1 ratios for work space to shared work space.
The 100% projections are for reference as to the outcome of a conventional work model of a 5 day work week on site. The
60% scenario is the spacial projection of an ideal 3 day in, 2 day out work model and/or 60% on site work week compared
to a traditional 100% model. The 60%+ model includes the 60% work model as well as additional space allocation for
specific staff work areas.
60% + 15%
60%
100%
SPACE EVALUATION
C.71
FORT COLLINS: MASTER PLAN
GROSS SQUARE FOOTAGE: 15 YR AND 30 YR COMPARISON OF GSF FOR 100% OCCUPANCY
AND 60% HYBRID WITH BUFFER WORK MODEL.
115,647 117,146 98,176 102,445
159,146
213,123
136,344
179,234
103,304 78,751
64,989 68,085
106,257
140,880
89,720
116,199
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
CURRENT CURRENT (100%) CURRENT (60%) CURRENT (60%+) 15-YEAR (100%) 30-YEAR (100%) 15-YEAR (60%+) 30-YEAR (60%+)
RIGHT SIZE 100% COUNT HYBRID 60% + 15%
TOTAL PROJECTED AREA NEEDS
GROSS SQUARE FOOTAGE (GSF)
(NET + NON-PROGRAMMED)
TOTAL AREA NEEDS (NSF)TOTAL NON-PROGRAMMED
2 65,403
1 7 0,5 30163,1 65
2 1 8 ,951
195,89 7
226,064
2 95,4 33
3 54,004
SUNDAY
SUNDAY60%/60%+100%SATURDAY
SATURDAY
FRIDAY
FRIDAY
THURSDAY
THURSDAY
WEDNESDAY
WEDNESDAY
TUESDAY
T UESDAY
MONDAY
MONDAY
60%+ = 60% + 15% BUFFER
C.72
SPACE EVALUATION NOVEMBER 2021
PROJECTION OPTION 2
PROJECTION OPTION 1
117,146 133,973 146,417 159,146 175,862 193,463 213,123
78,751
90,435 98,456 106,257
117,050
128,205
140,880
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
CURRENT (100%) 5-YEAR (100%) 10-YEAR (100%) 15-YEAR (100%) 20-YEAR (100%) 25-YEAR (100%) 30-YEAR (100%)
RIGHT SIZE 100% COUNT
TOTAL PROJECTED AREA NEEDS
FULL TIME (100%) GROSS SQUARE FOOTAGE (GSF)
TOTAL AREA NEEDS (NSF)TOTAL NON-PROGRAMMED
98,176 111,442 120,322 129,939 142,563 155,370 169,395
64,989 74,062 79,482 85,011 92,817 100,474 109,034
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
CURRENT (60%) 5-YEAR (60%) 10-YEAR (60%) 15-YEAR (60%) 20-YEAR (60%) 25-YEAR (60%) 30-YEAR (60%)
RIGHT SIZE HYBRID 60%
TOTAL PROJECTED AREA NEEDS
HYBRID (60%) GROSS SQUARE FOOTAGE (GSF)
TOTAL AREA NEEDS (NSF)TOTAL NON-PROGRAMMED
GROWTH ANALYSIS. Below are the three primary models for space projection used in the master plan process.
100% full time is a conventional model wherein no remote work occurs and the 60% and 60%+ models are distributed
workflows which incorporate a 3 day in office, 2 day out of office hybrid work schedule. The distributed work model
allows for space saving due to reduced need for full occupancy. The 60%+ model includes the distributed work model
as well as additional space allocation across specific staff positions. The graphs, Projection Options 1, 2 and 3, show the
space projections of each model over 30 years. The GSF 60%+ chart identifies 281 College and 300A East, short for 300A
Laporte - East, as existing spaces that are not to be carried over in the master plan. The city intends to sell 281 College
and deconstruct the East side of 300A Laporte.
SPACE EVALUATION
C.73
FORT COLLINS: MASTER PLAN
GROSS SQUARE FOOTAGE: COMPARISON OF GSF, 15 YR AND 30 YR FOCUS WITH THE
EXISTING 281 COLLEGE BUILDING AND EAST PORTION OF THE EXISTING 300A LAPORTE
PROJECTION OPTION 3 (SELECTED OPTION)
163,766
170,530
226,064
295,433
42,796
12389
0
50000
100000
150000
200000
250000
300000
350000
400000
CURRENT CURRENT (RIGHT SIZED) (60%+) 15 YR (60%+) 30 YR (60%+)
GSF (60%+)
GSF 281 COLLEGE 300A EAST
218,951
102,445 116,511 126,193 136,344 150,055 163,941 179,234
68,085 77,746 83,751 89,720 98,269 106,713 116,199
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
CURRENT (60%+) 5-YEAR (60%+) 10-YEAR (60%+) 15-YEAR (60%+) 20-YEAR (60%+) 25-YEAR (60%+) 30-YEAR (60%+)
RIGHT SIZE HYBRID 60% + 15%
TOTAL PROJECTED AREA NEEDS
HYBRID w/ BUFFER (60%+) GROSS SQUARE FOOTAGE (GSF)
TOTAL AREA NEEDS (NSF)TOTAL NON-PROGRAMMED
C.74
SPACE EVALUATION NOVEMBER 2021
GROWTH PROJECTIONS: PROJECTIONS BY OPTION TYPE OVER 30 YRS WITH A FOCUS ON
STAFF SPACE TYPES AND QUANTITIES
STAFF, SUPPORT AND SPECIAL. The chart below is a summary of the square footage projections explored as
part of this master plan. This chart and the selection in the upper right also highlight the breakdown of the Staff category
with the updated space standards for staff. Note that the selected distributed work model is highlighted and the Staff
category, specifically the W-3 line, is the largest amount of space. The staff space type WS-3 (Work Station 3) is the largest
category for number of employees in the civic center.
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SPACE EVALUATION
C.75
FORT COLLINS: MASTER PLAN
63(&,$/121352*5$00('*526664)7
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SELECTED WORK MODEL AND PROJECTED GROWTH SQ. FT.
C.76
SPACE EVALUATION NOVEMBER 2021
NET SQUARE FOOTAGE: NSF 60%+, STACKED AREA CHART BY TYPE FOR THE DIVERSIFIED
WORK MODEL IN 5 YR INTERVALS, INCLUDING CURRENT AND CURRENT RIGHT SIZED
58,258
31,639 36,273 40,845
8,319
7,596
7,783
7,973
17,980
22,829
27,329
27,329
3,300
10,490
10,490
10,490
16,054
18,128
20,843
23,658
7,801
7,785
9,128
10,5223,935
3,978
4,665
5,377
0
20000
40000
60000
80000
100000
120000
140000
160000
180000
200000
CURRENT CURRENT (60%+) 5-YEAR (60%+) 10-YEAR (60%+)
NET SQUARE FOOTAGE (NSF)
STAFF
AUXILIARY - CAFETERIA + BREAK
AUXILIARY - GENERAL
SPECIAL
AUXILIARY - COLLABORATION + CONFERENCE SUPPORT
AUXILIARY - WELLNESS
SPACE EVALUATION
C.77
FORT COLLINS: MASTER PLAN
44,840 50,091 56,243 63,478
8,133
8,344
8,590
8,88127,329
28,729
28,729
28,72912,200
12,200
13,075
13,07526,110
30,542
34,325
38,769
11,735
13,335
15,207
17,407
5,997
6,814
7,771
8,895
15-YEAR (60%+) 20-YEAR (60%+) 25-YEAR (60%+) 30-YEAR (60%+)
C.78
SPACE EVALUATION NOVEMBER 2021
GROSS SQUARE FEET (GSF): Total of net square feet (NSF) and non-programmable area
NET SQUARE FEET: Usable floor area of programmed
NON-PROGRAMMED AREA: Spaces required to support programmed spaces (e.g. mech, circ., walls, bathrooms).
STAFF
SUPPORT
SPECIAL
AUXILIARY - GENERAL
AUXILIARY - COLLAB/
CONFERENCE
AUXILIARY - CAFETERIA/BREAK
AUXILIARY - WELLNESS
115,415 SF
81,527 SF
14,787 SF
49,689 SF
17,419 SF
37,300 SF
16,764 SF
8,567 SF
GSF
16,147 SF
52,235 SF
18,679 SF
24,867 SF
12,707 SF
55,384 SF
SPACE EVALUATION
C.79
FORT COLLINS: MASTER PLAN
30 YR 60%+: SQUARE FOOTAGE TOTALS BY SPACE TYPE (NET SQ. FT. + NON-PROGRAMMED
= GSF)
15 YR 60%+: SQUARE FOOTAGE TOTALS BY SPACE TYPE (NET SQ. FT. + NON-PROGRAMMED
= GSF)
NOTE: Current average net to gross ratios across civic area, 50%-55%.
51,937 SF
36,687 SF
63,478 SF
44,840 SF
7,266 SF
6,654 SF
8,881 SF
8,133 SF
5,604 SF
22,360 SF
28,729 SF
27,329 SF
5,604 SF
5,229 SF
13,075 SF
12,200 SF
7,460 SF
5,029 SF
17,407 SF
11,735 SF
3,812 SF
2,570 SF
8,895 SF
5,997 SF
16,615 SF
11,190 SF
38,769 SF
26,110 SF
STANDARD
AUXILiARY
STANDARD
AUXILiARY
55% NTG
70% NTG
55% NTG
70% NTG
C.80
SPACE EVALUATION NOVEMBER 2021
SPACE PROJECTION: NSF FOR THE CIVIC CENTER.
31,639, 31%
7,596, 7%
22,829, 22%
10,490, 10%
18,128, 18%
7,785, 8%3,978, 4%
RIGHT SIZE (60%+) (NSF)
44,840, 33%
8,133, 6%
27,329, 20%
12,200, 9%
26,110, 19%
11,735, 9%5,997, 4%
15-YEAR (60%+) (NSF)
50,091, 33%
8,344, 6%
28,729, 19%
12,200, 8%
30,542, 20%
13,335, 9%6,814, 5%
20-YEAR (60%+) (NSF)
58258, 50%
8319, 7%
17980, 16%
3300, 3%
16054, 14%
7801, 7%3935, 3%
CURRENT (NSF)
,,
,,
,
,
,
PART TO WHOLE - SPACE PROJECTION. These circle charts express the required net square footage for the
Fort Collins Civic Center in the selected diversified work model (60%+). The circle charts show the current and current
right sized net square footage breakdown. The other circle charts express the NSF change over five year intervals for each
space type, with focus on the percentage each area represents. This growth path incorporates a 3 day in and 2 day out
of office work week along with a 15% buffer. The diversified work model saves on cafeteria, staff and support space over
time compared to a conventional model.
SPACE EVALUATION
C.81
FORT COLLINS: MASTER PLAN
SPACE PROJECTION CONT.: BREAKDOWN OVER 5 YR INTERVALS FOR 60%+ WORK MODEL.
GRAY MARKERS INDICATE OVERALL ESTIMATED REQUIRED SQUARE FOOTAGE TREND.
36,273, 31%
7,783, 7%
27,329, 23%
10,490, 9%
20,843, 18%
9,128, 8%4,665, 4%
5-YEAR (60%+) (NSF)
40,845, 33%
7,973, 6%
27,329, 22%
10,490, 8%
23,658, 19%
10,522, 8%5,377, 4%
10-YEAR (60%+) (NSF)
56,243, 34%
8,590, 5%
28,729, 18%
13,075, 8%
34,325, 21%
15,207, 9%7,771, 5%
25-YEAR (60%+) (NSF)
63,478, 35%
8,881, 5%
28,729, 16%
13,075, 7%
38,769, 22%
17,407, 10%8,895, 5%
30-YEAR (60%+) (NSF)
STAFF
AUXILIARY - CAFETERIA + BREAK
AUXILIARY - GENERAL
SPECIAL
AUXILIARY - COLLABORATION + CONFERENCE SUPPORT
AUXILIARY - WELLNESS
CHARETTE
D.83
FORT COLLINS: MASTER PLAN
D CHARRETTE
D.84
CHARETTE NOVEMBER 2021
\ CHARRETTE OVERVIEW
The first phase of the master planning process concluded with a three-day design charrette including the City’s leadership
team, department leaders, key staff from across all departments, and the project team. The charrette was held virtually,
via the Zoom video collaboration platform, to comply with directed health measures required because of the Covid-19
pandemic. The charrette was designed to be an integrated process incorporating all participants best intentions into the
“ideal” design concept for the Civic Center. The “ideal” charrette process is one where all participants “felt listened to.”
X The goals for the charrette and the participants were:
X To create ownership of the final design concept
X To provide for a thorough review against the evaluation criteria
X To ensure the design direction is in sync with the Guiding Principles
X To come to agreement on the direction toward one final design concept.
The Guiding Principles, which were established during the 2014-2015 master planning process, that continue to be
relevant in 2021 are:
WORLD CLASS LEADERSHIP: become a point of community pride in performance, innovation, and
regenerative design that sets an example for the private sector in its reflection of Fort Collins’ character and culture
while being good stewards of City of Fort Collins tax payer dollars.
VIBRANT COMMUNITY SPACES: contribute nature and ecology to the city while establishing places for
public engagement that promote social and individual health, safety and accessibility for all.
RESILIENT DESIGN: create lasting quality that is climate adaptive, accommodates growth, flexibility, and a
universal community.
INTUITIVE ORGANIZATION: support and activate site connectivity externally and create a collaborative
environment internally.
ENHANCE THE CIVIC HEART: promote physical embodiment of the city’s mission and plan that meets
immediate needs; establish a vision that can be invested in and realized.
The evaluation criteria established through Phase 1 meetings with City leadership, staff and based on the goals of other
pertinent planning documents are:
X Outdoor Spaces & Uses – gathering spaces & meeting spaces for staff, city customers, community events, etc.
X Building Orientation & Adjacencies
X Energy Efficiency
X Employee & Community Wellness
X Interplay between building program and land use
X Stormwater, green infrastructure
X Mobility & Transit, including bicycle & pedestrian activities
CHARRETTECHARRETTE
CHARETTE
D.85
FORT COLLINS: MASTER PLAN
\ CHARRETTE PROCESS
The virtual charrette process was led by a professional charrette facilitator and conducted by the design team of
approximately ten architects, engineers, landscape architects and planners. Over 50 stakeholders participated in each
session of the three-day, multi-hour process. The agenda of activities for each charrette day was similar and it focused
on involving all participants in a collaborative review process with the goal of reaching agreement on a preferred design
concept for the Fort Collins Civic Center. After each charrette session, the design team used the expertise and feedback
of the stakeholder participants and created updated design concepts. This iterative process enabled the group to gather
and incorporate the “best” ideas into a final concept.
The following section highlights the agenda for each charrette day and design concepts reviewed for each charrette
session. The charrette outcomes are introduced in the Recommendations chapter of this report.
D.86
CHARETTE NOVEMBER 2021
\ SUSTAINABLE CONSIDERATIONS
During the charrette process the following concepts and ideas were generated with regard to sustainability, taking a
holistic environmental design approach to the master plan site and buildings.
X Pedestrian access to the Transit Center to encourage mass transit and the reduction of vehicular traffic on site.
X Explore options to reduce parking structure if more people opt to work-from-home in future.
X Provide shading structures over surface parking lots to provide shading and incorporate photo-voltaic panels to
generate renewable energy to help achieve Net Zero goals.
X Maximize open space and vegetated green space for geothermal wells.
X Integrate nature into the built environment.
X Utilize native plants and landscaping to reduce water demand.
X Buildings should be orientated along the East-West axis to utilize daylighting and to reduce the amount of solar
radiation and heat gain.
X Rooftop gardens should be incorporated to reduce heat island effects, and also provide opportunities for biophilic
design.
X Buildings should be orientated to take into consideration wind speed and direction and to block harsh north
winds from pedestrian areas during winter months.
X Keep existing buildings if possible, to reduce overall amount of embodied carbon used.
X Perform Life Cycle Analysis on existing buildings and new buildings to better evaluate usage and energy costs/
savings.
X Consider permeable pavement or green space in lieu of large amounts of hard scape to reduce heat retention
and better help with rainwater management.
X Achieve daylighting goals by setting luminance targets, controlling glare, increasing window area and location,
increase visible light transmittance, implementing interior or exterior light shelves, and increasing internal surface
reflectance.
X Review programmatic and operational parameters to optimize space and save energy by assessing the following:
X Multi-functioning Spaces
X Space Allotment per Person
X Reduction of Building Area
X Operating Schedules
X Night Temperature Setback
X Occupied Set Point Temperature
CHARETTE
D.87
FORT COLLINS: MASTER PLAN
BUILDING ENVELOPE.
During the charrette process the following
concepts and ideas were generated with regard
to sustainability, taking a holistic environmental
design approach to the master plan site and
buildings.
MASSING AND ORIENTATION.
Assess how massing and orientation affect the
following:
X HVAC Equipment Sizing
X Daylight Potential
X Renewable Energy Opportunities
LIGHTING LEVELS.
X Air Temperature
X Humidity
X Air Speed and Draft
X Radiant Temperature
THERMAL COMFORT RANGES.
X Air Temperature
X Humidity
X Air Speed and Draft
X Radiant Temperature
PLUG + PROCESS LOAD NEEDS.
Assess reducing the plug and process loads
through programmatic solutions
X Plug Load Controls
X Equipment + Purchasing Policies
X Layout Options
X Thin Client Computing
Fenestration
Performance
Wall Performance
Slab Performance
WWR
Roof
Performance
Summer Solstice Winter SolsticeSpring + Autumn Equinox
64 °F 73 °F 84 °F
North
E
S
W
D.88
CHARETTE NOVEMBER 2021
CONCEPT 1 - CANYON CORRIDORS
X Projected space needs are addressed by constructing
two, multistory buildings on the east side of Howes
X Three primary north-south connections are
identified – a primary pedestrian connection mid-
block between Meldrum & Howes; a predominant
vehicular connection on Howes; and a multi-use trail
connection mid-block between Howes & Mason
X The primary plaza & pedestrian node is located
on Howes and creates a predominant east-west
connection from 300A Laporte to the plaza between
the new buildings
X Hard scape plazas form the passages between the
buildings on the east block and open space & green
space are dominant features on the west block
CONCEPT 2 - STORMWATER RIBBON
X Projected space needs are addressed by constructing
two new buildings facing each other and fronting on
Howes; additional space is constructed in an addition
to the east side of 300A Laporte
X A potential second parking structure is located on the
southwest corner of the Civic Center at Meldrum and
Laporte
X A dominant pedestrian plaza connects the two new
buildings on Howes and forms the front door to the
Civic Center; a potential trolley track may be placed
parallel to Howes in this Concept
X Smaller plazas connect the new buildings to 300A
Laporte and 215 Mason
X Green infrastructure – both hard scape and soft scape
– create a stormwater collection system that is the
foundation for the pedestrian circulation system in the
Civic Center
X Like Concept A, hard scape plazas form the passages
between the buildings on the east block and open
space & green space are dominant features on the
west block
CHARRETTE DAY 1 Welcome & Overview
Master Plan Design Concepts Presentation
Break-Out Groups Set Up
Review Design Concepts
Report Back
Next Steps
AGENDA + OUTLINE.
February 23, 2021
1:30 - 4:30 PM
CHARETTE
D.89
FORT COLLINS: MASTER PLAN
CONCEPT 3 - PEDESTRIAN COURT
X Projected space needs are addressed by constructing
two new buildings – one is located on the east side
of and front toward Howes and the second would
replace 300A Laporte, which would be deconstructed
X Like Concept B, two parking structures are identified
X Howes is the dominant north-south vehicular
connection but it would be rebuilt with a curve to
provide a traffic calming/urban design feature; in
addition, a trolley track may be located on the east
side of Howes
X A multi-use trail forms the dominant north – south
connection mid-block between Howes and Mason
X A large plaza is proposed between the two new
buildings and would be built on a northwest –
southeast axis
X Like Concept A, hard scape plazas form the passages
between the buildings on the east block and open
space & green space are dominant features on the
west block
CONCEPT 4 - PARK CAMPUS
X Projected space needs are addressed by constructing
two new buildings located on the east side of Howes
and by an addition on the east side of 300A Laporte
X Howes is the dominant north-south vehicular
connection but it would be rebuilt with a curve to
provide a traffic calming/urban design feature
X A multi-use trail forms the dominant north – south
connection mid-block between Howes and Mason
and secondary gateways to the Civic Center are
located at Maple and Laporte
X A large plaza is proposed between the opening
between two new buildings and 300A Laporte; this
area is the dominant east-west pedestrian connection
and forms the main gateway to the Civic Center
X Like Concept A, hard scape plazas form the passages
between the buildings on the east block and open
space & green space are dominant features on the
west block
D.90
CHARETTE NOVEMBER 2021
CONCEPT 1 - CANYON CORRIDORS
X Consensus to eliminate this option
CONCEPT 2 - STORMWATER RIBBON
X Good presence towards the street
X Good feeling of balance on the site
X Little restrictive for use for events
X Not ideal for parking or circulation
CHARRETTE DAY 1
TAKE AWAYS + COMMENTS
February 23, 2021
1:30 - 4:30 PM
CHARETTE
D.91
FORT COLLINS: MASTER PLAN
CONCEPT 3 - PEDESTRIAN COURT
X Liked the pedestrian court between buildings
X Positives and negatives towards the curve in Howes
(traffic calming)
X Disliked presence to West neighborhood
CONCEPT 4 - PARK CAMPUS
X Identifiable focus of site in the central plaza
X Liked that plaza was mixed with green space
X Positive and negative towards most program on east
side of site
D.92
CHARETTE NOVEMBER 2021
1
2
2
3
4
OPTION B/C REVISED
X Project space needs are addressed in the construction of two new buildings, one on each side of Howes; both are
oriented toward Howes
X The east building accommodates City Hall and the Municipal Court and the west building houses a Customer
Service Center and a Wellness Center
X A dominant pedestrian plaza is located on the east side of Howes and identifies the main entrance to the new
municipal building
X Howes is proposed as a boulevard and is the primary vehicular north-south connection; a potential trolley track may
be located on the west side of Howes too
X A multi-use trail forms the dominant north-south connection mid-block between Howes and Mason
X Like the Day 1 concepts, hard scape plazas form the passages between the buildings on the east block and open
space & green space are dominant features on the west block; the west block also features a potential amphitheater
which is a primary gathering area
CHARRETTE DAY 2 Welcome & Overview
Master Plan Design Concepts Presentation
Break-Out Rooms/Groups
Review Design Concepts
Groups Report Back
AGENDA + OUTLINE.
February 24, 2021
2:00 - 4:00 PM
CHARETTE
D.93
FORT COLLINS: MASTER PLAN
21
4
3
OPTION D REVISED
X Project space needs are addressed in the construction of three new buildings, two on the east side of Howes
connected by a skywalk and one on the west side of Howes that is a major addition to 300A Laporte
X The buildings on the east side accommodate City Hall and the Municipal Court and the west building houses a
Customer Service Center and a Wellness Center
X A dominant pedestrian plaza is located on the east side of Howes and identifies the main entrance to the new
municipal building complex
X Howes is proposed as a curved street and is the primary vehicular north-south connection
X A multi-use trail forms the dominant north-south connection mid-block between Howes and Mason
X Like the Day 1 concepts, hard scape plazas form the passages between the buildings on the east block and open
space & green space are dominant features on the west block
D.94
CHARETTE NOVEMBER 2021
OPTION B/C REVISED
X Expanded Park Open Space
X Front door – a sense of arrival
X Importance of wayfinding
X Building connection to parking garage and short-term parking
X Howes as a shared, multi-modal, event-friendly street
X Separation of Municipal Courts and City Hall, but internal building connections
X Phase I on east block
X Bring in retail, especially food options, coffee carts, etc.
CHARRETTE DAY 2
TAKE AWAYS + COMMENTS
February 24, 2021
2:00 - 4:00 PM
CHARETTE
D.95
FORT COLLINS: MASTER PLAN
OPTION D REVISED
X Overall site design refinement – landscaping, traffic, access, wayfinding, etc.
X Refining building locations, massing, especially energy and daylighting and
potential for geothermal
X Refining phasing and adjacencies
X Approach to Howes Street and trolley
D.96
CHARETTE NOVEMBER 2021
COMPOSITE OPTION A
X Project space needs are addressed in the construction of two new buildings, one on each side of Howes; both are
oriented toward Howes
X The east building accommodates City Hall and the Municipal Court and these ground floor elements are connected
by a north-south oriented multistory element
X The west building houses a Customer Service Center and a Wellness Center
X A dominant pedestrian plaza is located on the east side of Howes and identifies the main entrance to the new
municipal building
X Howes is proposed as a boulevard and is the primary vehicular north-south connection; a potential trolley track may
be located on the west side of Howes too
X A multi-use trail forms the dominant north-south connection mid-block between Howes and Mason
X Like the Day 1 concepts, hard scape plazas form the passages between the buildings on the east block and open
space & green space are dominant features on the west block
X The west block also features a potential Civic Plaza which is a primary gathering area that is linked to a prominent
entrance court on the east side of Howes
CHARRETTE DAY 3 Welcome & Overview
Master Plan Design Concept Presentation
Break-Out Rooms/Groups
Review Design Concepts
Groups Report Back
AGENDA + OUTLINE.
February 25, 2021
1:00 - 3:00 PM
CHARETTE
D.97
FORT COLLINS: MASTER PLAN
COMPOSITE OPTION B
X This Design Concept is the same as Option A except that the east building, which accommodates City Hall and the
Municipal Court has ground floor elements that are connected by a single-story, upper-level skywalk and has upper
stories that have an east-west orientation
D.98
CHARETTE NOVEMBER 2021
COMPOSITE OPTION A
X Both designs visually pleasing
X Entrance to City Hall from Meldrum is not ideal for neighborhood
X Connection to Howes is improved
X Ideal for maintaining tree canopy
X Concern that Phase 1 building to too removed from Howes Street
X Wayfinding is better addressed with nodes and entry points
CHARRETTE DAY 3
TAKE AWAYS + COMMENTS
February 25, 2021
1:00 - 3:00 PM
CHARETTE
D.99
FORT COLLINS: MASTER PLAN
COMPOSITE OPTION B
X Phase 1 building preferred due to better energy performance
D.100
CHARETTE NOVEMBER 2021
Phase 2B
Expansion
48,000 SF
Phase 2A
Wellness
24,000 SF
Civic Plaza
Amphiteater
Raised
Pedestrian
Crossing
E
C
Entrance
Court
Surface
Parking
Operation
Services
Repurposed
Old City Hall
Indoor/
Outdoor
Indoor/
Outdoor
Parallel ParkingParallel ParkingTrolleyProtected Bike LaneService 'URS2ႇEntrance
Court Howes Street
CHARETTE
D.101
FORT COLLINS: MASTER PLAN
Phase 1
New Building
93,000 SF
Future
Parking
Garage
SF TBD
Entrance
Court/
Civic Plaza
Utility Administration
Building
215 N.
Mason
Surface
Parking
Service/
Loading
Indoor/
Outdoor
Indoor/
Outdoor
Service
Indoor/
Outdoor
RECOMMENDATIONS
E.103
FORT COLLINS: MASTER PLAN
RECOMMENDATIONSE
E.104
RECOMMENDATIONS NOVEMBER 2021RECOMMENDATIONS
SITE DESIGN
RECOMMENDATIONS
E.105
FORT COLLINS: MASTER PLAN
E.106
RECOMMENDATIONS NOVEMBER 2021
\ DESIGN CONCEPT
CONCEPT OVERVIEW. The concept of the Civic Center master plan is focused around a central gathering space
that crosses Howes and connects the two blocks. The concept was inspired by Washington Park to the North. This space
will support various community events while creating a visual and functional front door for the City Campus. The overall
character of the site is a reflection of Washington Park through the preservation of existing tree canopy and the inclusion
of landscape areas that define places for gathering and circulation. Art, landforms, and other site amenities will be used
as visual wayfinding throughout the site. The existing buildings along the site’s perimeter will remain steadfast and hold
GREEN SPACE: LEGEND
STORM WATER MANAGEMENT
AMPHITHEATER
GREEN SPACE
PLAZA
EXISTING TREE CANOPY
OUTDOOR WELLNESS
ACTIVE SITE
NODE
ACTIVE SITE
NODE
300A
LAPORTE
PHASE 2A
WELLNESS
PHASE 2B
EXPANSION
300A
LAPORTE 222
LAPORTE
215
MASON
FUTURE
PARKING
GARAGE
NEW
BUILDING
LAPORTE
STORMWATER MANAGEMENT
WASHINGTON
PARK
RECOMMENDATIONS
E.107
FORT COLLINS: MASTER PLAN
with the surrounding context, while creating gateways to a re-imagined Civic experience within. New, multi-story interior
structures will prominently address the interior thoroughfare of Howes Street, as well as a prominent east-west civic plaza.
Building massing will orient to maximize energy efficiency and sustainability goals, and will utilize stepped facades and
setbacks to create additional upper-level outdoor opportunities. The relationship between new and existing structures,
as well as interior and exterior work and gathering spaces, will create pedestrian nodes and pathways that will enhance
the vitality of the campus, and create opportunities to reinforce the goals of the Downtown Master Plan. The majority of
the parking will be kept to the exterior of the site and perimeter gateways will act as the front doors to the community for
people arriving to the site through various modes of transportation.
\ PUBLIC GREEN SPACE
As noted earlier in the document, this area of the community is currently underserved by public green space. These
areas are often the heart of the community and are there to serve all people. To provide for this, Washington Park is not
only being preserved as park space, it is also the driving force of the overall design concept by extending the park space
throughout the site and using it as a unifying element for the campus.
OUTDOOR WELLNESS. While the green space provided by Washington Parks plays in important part in
the overall concept of the site, it also lends itself to supporting outdoor wellness activities that are either programed
activities or passive interactions. There is the opportunity to have a direct connection to the Wellness Center and provide
additional and programmable flex space to support the interior uses of the building. Wellness activities held in this area
can support the larger community, from yoga on the green to a trail with mile markers.
TREE CANOPY. The trees on site serve as a tremendous asset to the Civic Center and the Community of Fort
Collins. Due to this, we recommend minimizing the removal of any of the establish tree canopy with the exclusion of ash
trees. The City’s Downtown District Emerald Ash Borer Treatment Plan should be followed to address the ash trees on
campus. Additional provisions should be made to add to the tree canopy overtime to provide biodiversity as well as a
range in age of the tree canopy to ensure its life is extended well into the future.
STORMWATER MANAGEMENT. The existing stormwater mitigation areas on Block 32 serves both a
functional aspect as well as creating a visual amenity and landmark on the site. It is our recommendation that these
remain on site in some fashion. We also recommend continuing the use of Low-Impact Development techniques for
water quality in a manner that can continue to enhance the environment of the campus such as permeable pavers and
bio-retention. Please refer to the Propose Utility Section below for additional information.
NATIVE PLANT MATERIAL. The integration of Washington Park also creates an opportunity to not only extend
the tree canopy but also create areas for a wider range of planting types. The site can become a showcase for the native
plant material of the front range as well as a class room for how this plant material can be used in conjunction with xeric-
scaping, rain gardens and to soften and define plaza/ hardscape areas.
E.108
RECOMMENDATIONS NOVEMBER 2021
\ CONNECTIVITY
Connectivity within the site as well as connections to Old Town, the rest of the Civic Center District, and the greater
community of Fort Collins is important for the success of this campus. As the analysis shows there is a tremendous
existing framework for multi-modal transportation.
PEDESTRIANS: As a downtown setting, there are wide sidewalk present throughout the study area. Marked
pedestrian crossings present at intersections and mid-block locations surrounding the site give convenient, comfortable
options to access the pedestrian network.
CONNECTIVITY: SITE CIRCULATION TRAFFIC DENSITY: VEHICLES PER DAY (VPD)
PEDESTRIANS
SPINE - PEDESTRIANS + BICYCLES
EMERGENCY ACCESS ROUTE
CONVERTIBLE STREET
(INCLUDES: BIKE LANE, PARKING, TROLLEY)
HIGH VDM
MEDIUM VDM
LOW VDM
REDUCTION OF HOWES VPD
300A
LAPORTE
PHASE 2A
WELLNESS
PHASE 2B
EXPANSION
300A
LAPORTE 222
LAPORTE
215
MASON
FUTURE
PARKING
GARAGE
NEW
BUILDING
LAPORTE
RECOMMENDATIONS
E.109
FORT COLLINS: MASTER PLAN
BICYCLES: Bike lanes are present along LaPorte Avenue up to Howes Street and along the popular Mason Street
corridor. There are also numerous other low stress options along streets like Maple Street and N Meldrum Street. Bike
lanes are also currently present on Howes Street through campus. With the reconstruction to a convertible street, they
may be omitted. This promotes the street as shared space. Furthermore, the low vehicular speeds and volumes allow
for most users to feel comfortable in mixed traffic.
TRANSIT: The DTC, directly to the east of the site, and aforementioned pedestrian crossings at Maple Street and
LaPorte Avenue create great connectivity to this facility. Sidewalks are in place between the DTC and campus. The
combination of these facilities creates a comfortable route to access transit, which is key in promoting its use. In
addition, a future MAX station may be located on the west side of Mason as well as a new bus stop along Laporte Ave,
adjacent to the Operations Service building, which will further enhance the connectivity of the site.
MOTOR VEHICLES: The primary vehicular routes to the campus including LaPorte from the west, College
Avenue from the north and south, and Jefferson Street from the west naturally direct vehicles to the southwest and
northeast corners of the site. These are the locations of parking. This siting will allow people traveling to the campus
to park immediately without having to circulate through campus, thus improving the ability for drivers to efficiently
access the street network.
TROLLEY: The historic trolley currently runs along Mountain Ave with Howes as it’s eastern terminus. Currently
it’s use is limited to the weekend. Discussions have been held regarding extending the trolley line north on Howes to
connect to the original trolley barn north of the Civic Center Site. Due to the logistics of this, further discussions and
study is needed to determine the future changes to the trolley route.
TRANSPORTATION HUB: Existing connectivity of the site can be built upon by providing a transportation
resource center on site which provides easy access to various modes of transportation already discussed. This can
include bike share, electric scooters, bike storage, TNC pick-up, and electric vehicle borrow or car share with access to
showers and commuter information. This will further encourage city staff to not drive single occupancy cars to work.
HOWES AS A CONVERTIBLE STREET. Consistent with the Downtown Master Plan (2017), Howes will remain
open to traffic, but will be redesigned as a convertible street which can temporarily be closed to vehicular bike and traffic
for community events. It will go from dividing the campus into two sites to tying the two blocks together from both a
visual and a functional standpoint. Traffic calming elements, such as narrowed travel way, raised pedestrian crossings,
and streetscaping, will be used to create an inviting pedestrian environment while allowing for easy, accessible access to
the buildings from Howes. Additionally, intersection treatments like those at the endpoints of the convertible segment of
Linden Street can serve as gateways into the campus, signaling drivers of the increased human-scale activity within the
street. Additional design features should include space for on-street parking, bike lanes and amenities, potential trolley
line, and curb bump outs for rain gardens. Re-imagining Howes as convertible street creates not only the opportunity to
use it as event space, but also to integrate it into the campus as a space open to all users of the multi-modal transportation
network.
E.110
RECOMMENDATIONS NOVEMBER 2021
CIRCULATION. As noted previously, central to the concept of pedestrian circulation across the campus is shifting
the focus of Howes Street to pedestrians. This will be done in two ways. The first is by emphasizing it as a shared
space through reshaping it into a convertible street. The second is to provide strong pedestrian connections across it. A
signalized crossing at La Porte Avenue as well as a crossing at the stop-controlled intersection at Maple Street provide
controlled crossings today. Enhancements as part of reconstructing Howes Street as a convertible street are expected to
further enhance pedestrian safety and comfort. Furthermore, the mid-block crossing will be improved to emphasize it as
the central pedestrian connection on campus. Treatments should include:
CONNECTIVITY: PEDESTRIAN CENTERED
PEDESTRIAN CONNECTIONS
RAISED PEDESTRIAN CROSSING
PEDESTRIAN NODES
EMERGENCY ACCESS ROUTE
SPINE - PEDESTRIAN + BICYCLES
PEDESTRIAN CIRCULATION
300A
LAPORTE
PHASE 2A
WELLNESS
PHASE 2B
EXPANSION
300A
LAPORTE 222
LAPORTE
215
MASON
FUTURE
PARKING
GARAGE
NEW
BUILDING
LAPORTE
RECOMMENDATIONS
E.111
FORT COLLINS: MASTER PLAN
SIGNING AND MARKING: reinstall pedestrian crossing signs and crosswalk markings consistent with the
requirements in the Manual on Uniform Traffic Control Devices (MUTCD).
CURB EXTENSIONS: shorten the crossing distance and improve line of sight to oncoming vehicles for
pedestrians waiting to cross.
RAISED CROSSWALK: changes the hierarchy of the street, giving emphasis to the pedestrian and providing a
vertical change to slow vehicular traffic.
PARKING RESTRICTIONS: prohibit on street parking within 40 feet of the crossing on either side to avoid cars
blocking line of sight to approaching pedestrians.
REMOVE DRIVEWAYS: whereas the existing crossing is bounded by driveways, the future crossing should not
have driveways nearby, thus eliminating potential conflicts with turning vehicles.
SPINE. In the previous 2015 Master Plan a Pedestrian Spine was identified to connect the Larimer County Courthouse
to the Lee Martinez Park to the north. This trail will be located mid-block between Howes and Mason Streets. While
parts of the Spine have been constructed it has not been completed it its full potential. This plan shows how it can
become an integral component of the site that offers not only circulation, but also gathering spaces and plaza spaces, as
well as, extensions of the interior uses. This spine should also align with existing mid-block crossings at LaPorte Avenue
and Maple Street, extending the corridor into adjacent compatible uses like the Larimer County building. Because the
connection across Laporte Avenue has the potential to be high traffic and Laporte is four lanes wide here, the crossing
should be considered for enhanced control like a rectangular rapid flashing beacon (RRFB). These have been successfully
deployed throughout downtown, such as along Mountain Avenue at Remington Street, and could provide benefit to people
walking between the CFC campus and Larimer County campus. Emergency and service access should be maintain and
supported through the use of clear zones, thicker pavement and bollard placement to control access. Please see the
Emergency Access segment for additional information.
PEDESTRIAN CONNECTIONS. Pedestrian circulation through the site should be intuitive, convenient, and
comfortable. Much has been said about the crossing of Howes Street and the pedestrian-focused Spine. In addition, the
current plan focuses on strong connections within the site to Washington Park and among shared outdoor spaces.
EMERGENCY ACCESS. Providing emergency access throughout the site is imperative for the life safety of all
on site. Poudre Fire Authority has outlined the following items this will need to be addressed for each project: Aerial
fire apparatus access, perimeter access fire lanes, appropriate turning radii, appropriate pavement surfaces and slopes,
building identification, roof access, and water supply throughout the site. Reference the appendix for more details
regarding these requirements.
E.112
RECOMMENDATIONS NOVEMBER 2021
SITE AMENITIES: LEGEND
INDOOR OUTDOOR
EVENTS
ENTRY GATEWAYS
OUTDOOR WORKSPACE WAYFINDING / ARTS & CULTURE
PLAZAS + GATHERING SPACES
EDGES + STREETSCAPESAMPHITHEATER
OUTDOOR DINING
\ SITE AMENITIES
Site amenities play an important part in expressing the sense of place and the character of a space. Key areas of the site
where this should be expressed are outlined below.
PLAZAS AND GATHERING SPACES Plazas and Gathering spaces play an important role in the entry
sequence of the site and buildings. They also provide visual cues as to where people should be entering buildings or
navigating the campus. They become nodes throughout the site that are tied together through the circulation pattern
of the site. These spaces should function from a day-to-day standpoint, while being designed in a flexible manner that
allows for them to support events and festivals.
300A
LAPORTE
PHASE 2A
WELLNESS
PHASE 2B
EXPANSION
300A
LAPORTE 222
LAPORTE
215
MASON
FUTURE
PARKING
GARAGE
NEW
BUILDING
LAPORTE
ACTIVE SITE
NODE
ACTIVE SITE
NODE
RECOMMENDATIONS
E.113
FORT COLLINS: MASTER PLAN
OUTDOOR DINING During this process we heard numerous times of the desire to extend the interior space out
into the site. Outdoor dining is one area where the interior can seamlessly flow to the exterior. Consideration should be
made for security of the space and access to the building. This can be done by providing these spaces on an upper-level
exterior space or by utilizing planting beds, walls, or other site features to clearly delineate the space.
OUTDOOR WORKSPACES In addition to physically extending interior space to the exterior. The idea of
providing outdoor space that could be used in a number of ways was requested. To provide for this, we recommend a
range of outdoor spaces that can be used for conferences, meetings, one on one discussions, as well as individual work
spaces. Due to the nature of meetings and conference space, security should also be a consideration. As noted with
outdoor dining, this can be accommodated through the design of the space and site amenities. Consideration should be
given to power, wifi, and other technical requirements for these spaces to function properly.
EVENTS Public space and events are an important foundation to the Community of Fort Collins. Because of this,
the Civic Center must offer a range of multifunctional spaces that can be used to support these gatherings while still
functioning on a day-to-day basis for the Civic Center. To achieve this, the plan is building upon the use of Howes as
a convertible street by extending the space currently being used for events and enhancing the overall character of the
events. In addition to this, the public green space, noted above, can play an important role in extending the event space
and allowing for flexibility in size, use, and aesthetics. The flexibly built within this plan will make this a desirable location
for a wide range of community events. Consideration should be given to the location(s) for the back of house and staging
for these events as well as the technical requirements, such as power and water.
EDGES & STREETSCAPES Edges and streetscapes become the defining boundary of the space and should
therefore be a reflection of the site’s character as well as serving as the physical connection to the adjacent uses. As
part of the streetscape, we recommend the development of gateways that act as entrances into the site from a vehicular,
pedestrian, and cyclist standpoint. These would also be opportune areas to locate art or other iconic or cultural landmarks.
The intersection of Howes and Laporte as well as the intersection of Howes and Maple should be the main entrance
to the site from a vehicular standpoint. While pedestrian and cyclist can have gateways at the north and south ends of
the spine on Maple and Laporte. A secondary pedestrian entrance can be located along Mason and the neighborhood
connections can be found along Meldrum.
ARTS & CULTURE The location of art within a campus can act as wayfinding while at the same time reinforcing
that sense of place and community. As a part of this plan, key areas have been identified where art, cultural, landscape,
or interactive elements can be located throughout the campus. Areas like the intersection of Howes and Maple, and
Howes and Laporte are opportunities for elements that support the vehicular gateway into campus. Areas like the nodes
along the streetscape at the Spine and along Mason can support the pedestrian gateways, while internal locations will
pull people through the campus and into gathering areas or building entrances.
E.114
RECOMMENDATIONS NOVEMBER 2021
\ PROPOSED UTILITIES
PROPOSED WATER. The Future Parking Garage is expected to pull water and fire services from Maple Street. It is
anticipated that the 8” water main in Howes will be extended south to allow new water and fire services to the Phase 1
building. The existing water service supplying 300 Laporte from Maple Street could remain depending on how the Phase
2A/2B building and repurposing of old City Hall develop. Should new services prove necessary, they are anticipated to
come from the larger mains in Howes, Laporte, or Maple as opposed to the 4” main in Meldrum. The smaller sized water
mains in Meldrum and the southern portion of Howes may limit the ability to provide water and fire services without
upsizing the existing water mains. It is worth coordinating with the Water Utility’s long-range master plan and asset
management program relative to any upgrading or replacement of nearby water mains.
UTILITIES: LEGEND
SEWER
STORM
WATER
300A
LAPORTE
PHASE 2A
WELLNESS
PHASE 2B
EXPANSION
300A
LAPORTE 222
LAPORTE
215
MASON
FUTURE
PARKING
GARAGE
NEW
BUILDING
RECOMMENDATIONS
E.115
FORT COLLINS: MASTER PLAN
PROPOSED SANITARY SEWER. The Future Parking Garage is expected to take sanitary sewer service from
Maple Street, while it is anticipated that the Phase 1 building will gain sewer service from the 8” mid-block main. The
existing sanitary sewer service supplying 300 Laporte from Maple Street could remain depending on how the Phase
2A/2B building and repurposing of old City Hall develop. Should a new sewer service prove necessary, it is anticipated
to come from Maple.
PROPOSED STORM DRAINAGE. The Civic Center Master Plan is anticipated to reduce the overall impervious
area of Blocks 32 and 42. As such, stormwater detention quantity and flood mitigation is not expected. The actual phase-
by-phase net change in impervious area will need to be assessed as the master plan develops to ensure runoff volumes
are properly addressed.
While detention storage is not anticipated, water quality treatment and compliance with the City of Fort Collins Low-
Impact Development (LID) regulations will be required. The LID techniques should be closely coordinated with the
building architecture and landscape architecture designers such that they become multi-purpose features enhancing
the function and experience of the Civic Center. It is also encouraged to leverage the opportunity for research, learning,
teaching, and other forms of education and interpretation that the LID features can provide. Ultimately, stormwater runoff
will leave the site through the existing storm drains and gutters.
PROPOSED DRY UTILITIES. Both long-range and phase-by-phase dry utility design will be a collaborative effort
with the building designers and the respective providers and owners of facilities in the area
E.116
RECOMMENDATIONS NOVEMBER 2021
\ SUSTAINABLE DESIGN
PRELIMINARY MECHANICAL SIZING. Mechanical equipment must be sized appropriately in order to
have adequate capacity to heat and cool a building. Early sizing calculations for this projected were performed by the
engineering design team. Using these minimum heating and cooling capacity values, expected minimum bore field size,
depth, and spacing for the geothermal loop were determined. This was estimated using data collected from thermal
conductivity tests performed at the East Park Maintenance facility. Having an appropriately sized bore field is critical to
ensuring that enough heat can be collected from or rejected to the ground in order to keep the loop field temperatures
maintained within a usable range over the long-term use of the facility. The following table outlines the estimated cooling
and heating capacity of each project phase as well as the accompanying bore field size:
PHOTOVOLTAIC + GEOTHERMAL: LEGEND
POTENTIAL AREAS FOR PHOTOVOLTAIC
EXISTING PHOTOVOLTAIC
POTENTIAL AREAS FOR GEOTHERMAL
300A
LAPORTE
PHASE 2A
WELLNESS
PHASE 2B
EXPANSION
300A
LAPORTE 222
LAPORTE
215
MASON
FUTURE
PARKING
GARAGE
NEW
BUILDING
RECOMMENDATIONS
E.117
FORT COLLINS: MASTER PLAN
PHASE 1 NEW BUILDING - ASSUMPTIONS
Note, bore field sizing estimated with 400 ft depth and 20 ft spacing.
PROJECT
PHASE
COOLING CAPACITY
(MBH)
HEATING CAPACITY
(MBH)
BORE FIELD SIZE (BORE
QUANTITY)
Phase 1b 2,402 2,696 15 x 15
Phase 2a 782 899 9 x 9
Phase 2b 1,705 2,035 13 x 13
Total 4,890 5,630 22 x 22
PHOTOVOLTAIC SYSTEMS. In order to reach net-zero status for this project, it will be necessary for some
renewable energy to be generated on site. This would most likely come through the addition of photovoltaic arrays (aka,
“solar panels”) mounted on the roofs of the two buildings. There is also potential to use any nearby buildings also owned
by the city. PV panels can also be placed over surface parking lots to generate renewable energy as well as provide
shaded parking areas. This could help to offset the buildings energy usage and reach a design the produces as much
energy as it consumes over the course of a year.
Using Sun Angles & Shadow Maps not only helps identify best possible locations for the placement of photovoltaic
panels, it utilizes elements of permaculture design by identifying potential microclimates on the site. This helps aid the
design of the building and planting areas. Solar panels need maximum exposure to the sun to harvest the most energy
that they can. It will help minimize energy usage and maximize plant productivity also.
Sqft of total usable roof space
Solar Modules
kW Solar Array Size (7)
kW Energy Production (1,2,3,4)
kWh/Year Energy Production (1,2,3,4)
Annual Generated Energy Value (5)
10,052
570
228
37.85
331,548.48
$24,558.00
[ 1 ] A System efficiency of 16.6%
[ 2 ] Fixed Rack Open System
[ 3 ] PV Module Tilt of 20 degrees
[ 4 ] PV Module directed facing the South
[ 5 ] Value derived from National Renewable Energy
Laboratories PVWatts Calculator
[ 6 ] Based on an estimate of $2.80 per Watt
[ 7 ] Based off a 400W Solar Module Rating
PHASE 1 NEW BUILDING - ASSUMPTIONS
Sqft of total usable roof space
Solar Modules
kW Solar Array Size (7)
kW Energy Production (1,2,3,4)
kWh/Year Energy Production (1,2,3,4)
Annual Generated Energy Value (5)
17,327
983
393
60.95
533,886.96
$39,243.00
[ 1 ] A System Efficiency of 15.5%
[ 2 ] Fixed Rack Roof System
[ 3 ] PV Module Tilt of 10 degrees
[ 4 ] PV Module directed facing the South
[ 5 ] Value derived from National Renewable
Energy Laboratories PVWatts Calculator
[ 6 ] Based on an estimate of $2.80 per Watt
[ 7 ] Based off a 400W Solar Module Rating
Sqft of total usable roof space
Solar Modules
kW Solar Array Size (7)
kW Energy Production (1,2,3,4)
kWh/Year Energy Production (1,2,3,4)
Annual Generated Energy Value (5)
28,929
1,642
657
101.80
891,803.04
$65,603.00
PHASE 2 NEW BUILDING - ASSUMPTIONS [ 1 ] A System Efficiency of 15.5%
[ 2 ] Fixed Rack Roof System
[ 3 ] PV Module Tilt of 10 degrees
[ 4 ] PV Module directed facing the South
[ 5 ] Value derived from National Renewable
Energy Laboratories PVWatts Calculator
[ 6 ] Based on an estimate of $2.80 per Watt
[ 7 ] Based off a 400W Solar Module Rating
E.118
RECOMMENDATIONS NOVEMBER 2021RECOMMENDATIONS
BUILDING DESIGN
RECOMMENDATIONS
E.119
FORT COLLINS: MASTER PLAN
E.120
NOVEMBER 2021
PHASE 1
NEW BUILDING
93,000 SF
PHASE 1 - NEW BUILDING
300A
LAPORTE
300B
LAPORTE 222
LAPORTE
LAPORTE
A new 93,000sf multistory structure is planned to accommodate campus growth and will be located mid-block on the
east side of Howes Street. Divided at ground level, the design forms two separate masses housing differing pubic and
shared staff uses, including new Council Chambers and a Customer Service Center. Upper floors are contiguous and
span across the ground-level divide to create internal connectivity and promote cross-department collaboration. The
form of the building should primarily address Howes Street. Lower floors will extent towards Howes and carry the
appropriate setback. Upper floors will step back to create occupiable exterior space while maintaining adequate scale in
accordance with Downtown design standards. At the eventual construction of an adjacent multi-story parking structure,
an elevated walkway is planned as a connector between these two structures.
RECOMMENDATIONS
E.121
FORT COLLINS: MASTER PLAN
STATSPHASE 1 DEPARTMENTSPHASE 2 DEPARTMENTSAvailable Gross Square Footage
City Attorney
City Attorney
4,916 SF
5,312 SF
93,000 SF
Planning, Development, Transfort
Planning, Development, Transfort
Floors
Financial Services
Financial Services
6,575 SF
8,017 SF
Storage / Receiving / General
Storage / Receiving / General
Auxiliary Shared Spaces
Auxiliary Shared Spaces
Age of Building
CIPO
CIPO
-
3,725 SF
Wellness Center
Wellness Center
City Cares
City Cares
8,567 SF
-
3,750 SF
-
5,964 SF
5,964 SF
26,605 SF
28,492 SF
City Manager
City Manager
15,071 SF
16,321 SF
3
Cafeteria
Cafeteria
4,107 SF
4,107 SF
FCTV
FCTV
4,885 SF
5,111 SF
City Clerk
City Clerk
3,022 SF
3,549 SF
New
Parking Services / Transfort
Parking Services / Transfort
2,511 SF
2,642 SF
Safety + Risk Management
Safety + Risk Management
1,526 SF
2,076 SF
Human Resources
Human Resources
4,921 SF
7,073 SF
FUTURE
PARKING
GARAGE
SF TBD
215
MASON
E.122
NOVEMBER 2021
215 MASON
300A
LAPORTE
300B
LAPORTE 222
LAPORTE
215 Mason will undergo substantial renovations during Phase 1 to maximize open and flexible work environments that
will accommodate department relocation and right-sizing. The conclusion of Phase 1 will house departments at a 15-year
growth capacity. Further Master Plan development throughout Phase 2 will see additional department relocation, and
will satisfy expanded department growth over the next 30 years.
PHASE 1
NEW BUILDING
93,000 SF
LAPORTE
RECOMMENDATIONS
E.123
FORT COLLINS: MASTER PLAN
STATSPHASE 1 DEPARTMENTSPHASE 1 DEPARTMENTSCommunity Services
Community Services
Administration
Administration
Administration
Administration
Parking Service / Transfort
Parking Service / Transfort
8,40 SF
9,61 SF
970 SF
-
2,437 SF
Emergency Preparedness + Security
Emergency Preparedness + Security 3,487 SF
3,846 SF
Recreation
Recreation
CIPO
CIPO
1,215 SF
1,775 SF
2,867 SF
-
FC Moves
FC Moves
Auxiliary Meeting + Collaboration Spaces
Auxiliary Meeting + Collaboration Spaces 15,746 SF
13,454 SF
Park Planning + Development
Park Planning + Development 2,306 SF
2,580 SF
Engineering
Engineering
Environmental Sustainability
Environmental Sustainability
Social Sustainability
Social Sustainability
4,761 SF
6,056 SF
-
4,964 SF
-
3,215 SF
Cultural Services
Cultural Services 1,357 SF
2,437 SF
Community Development + Neighborhood Services
Community Development + Neighborhood Services
Economic Health
Economic Health
11,616 SF
15,179 SF
-
-
Municipal Court
Municipal Court 15,845 SF
-
Planning, Development, Transfort
Planning, Development, Transfort
Sustainability Services
Sustainability Services
2,301 SF
3,161 SF
-
215
MASON
Available Gross Square Footage 71,825 SF
Floors
Age of Building
3
20 YRS
FUTURE
PARKING
GARAGE
SF TBD
E.124
NOVEMBER 2021
222 LAPORTE
RECOMMENDATIONS
300A
LAPORTE
300B
LAPORTE 222
LAPORTE
222 Laporte is the newest building on the Civic Campus and thus will undergo minimal renovations during Phase 1 to
accommodate department relocation and right-sizing to satisf y expanded department growth over the next 30 years.
PHASE 1
NEW BUILDING
93,000 SF
LAPORTE
RECOMMENDATIONS
E.125
FORT COLLINS: MASTER PLAN
STATSPHASE 1 DEPARTMENTSPHASE 2 DEPARTMENTSBroadband
Broadband
2,294 SF
5,242 SF
Environmental Sustainability
Environmental Sustainability
3,444 SF
-
Sustainability Services
Sustainability Services
Energy Services
Energy Services
1,344 SF
1,521 SF
Customer Support
Customer Support
11,911 SF
15,781 SF
Auxiliary Meeting + Collaboration Spaces
Auxiliary Meeting + Collaboration Spaces
8,687 SF
6,332 SF
Water Conservation
Water Conservation
1,505 SF
1,770 SF
Utilities
Utilities
Social Sustainability
Social Sustainability
2,065 SF
-
Administration
Administration
716 SF
-
Economic Health
Economic Health
1,506 SF
-
215
MASON
Available Gross Square Footage 41,624 SF
Floors
Age of Building
3
4 YRS
FUTURE
PARKING
GARAGE
SF TBD
E.126
NOVEMBER 2021
300A LAPORTE
RECOMMENDATIONS
300A
LAPORTE
300B
LAPORTE 222
LAPORTE
300A Laporte is comprised of east and west wings that currently house the City Council Chambers as well as several
other City Hall departments. These entities are slated to relocate to the new municipal building during Phase 1, after
which the west portion of 300A will undergo renovations while the east portion will be deconstructed to accommodate
Phase 2 construction. Phase 1 renovations will accommodate department relocation and right-sizing to satisfy expanded
department growth over the next 30 years.
PHASE 1
NEW BUILDING
93,000 SF
LAPORTE
RECOMMENDATIONS
E.127
FORT COLLINS: MASTER PLAN
STATSPHASE 1 DEPARTMENTSPHASE 2 DEPARTMENTSAvailable Gross Square Footage
Information Technology
Information Technology
11,072 SF
16,013 SF
35,007 SF
Floors
Age of Building
2
Auxiliary Meeting + Collaboration Spaces
Auxiliary Meeting + Collaboration Spaces
215
MASON
3,258 SF
4,749 SF
41 YRS
FUTURE
PARKING
GARAGE
SF TBD
E.128
NOVEMBER 2021
PHASE 2 NEW BUILDINGS
RECOMMENDATIONS
300A
LAPORTE
300B
LAPORTE 222
LAPORTE
PHASE 2A. As growth begins to approach the 15-year mark, additional space will be needed within the Phase 1 municipal
building. Additional staff and use will also require more robust resources from Wellness and CityCare. This will necessitate
the relocation and growth of the two uses to better accommodate the campus over the next 15+ years. With the east
block having completed build-out and site improvements, Phase 2 will focus efforts on the west civic block. The first
portion of Phase 2a will see the deconstruction of the east portion of 300A Laporte, once housing Council Chambers and
FCTV. A new addition is proposed onto the east portion of 300A Laporte that will house expanded Wellness, CityCare, and
Meeting/Collaboration uses. The addition’s form is intended to create a strong axial connection across campus and form a
PHASE 1
NEW BUILDING
93,000 SF
PHASE 2A
NEW BUILDING
24,000 SF
PHASE 2B
NEW BUILDING
48,000 SF
LAPORTE
RECOMMENDATIONS
E.129
FORT COLLINS: MASTER PLAN
PHASE 2ADEPARTMENTSPHASE 2BDEPARTMENTSCity Cares
Auxiliary Shared Spaces
5,000 SF
Wellness Center 12,707 SF
6,332 SF
Municipal Court
Auxiliary Shared Spaces
32,441 SF
15,037 SF
215
MASON STATSAvailable Gross Square Footage 2a 24,000 SF / 2b 48,000 SF
Floors
Age of Building
3
NEW
FUTURE
PARKING
GARAGE
SF TBD
relationship to a new Civic Plaza as well as the new municipal building on the east block. Building and site layout should
also accommodate indoor/outdoor wellness activities to the north that integrate with the newly developed civic park. This
multi-story addition is projected to be between 20,000 and 25,000sf and will serve the campus for the foreseeable future.
PHASE 2B. The projected 30-year growth and function of Municipal Court will not be able to be fully accommodated within
215 Mason. Phase 2b will include a second addition to 300A Laporte which is planned to house expanded Municipal Court
functions as well as additional meeting, collaboration, and auxiliary spaces. The multi-story addition is projected to be
between two and three stories, and should complement the adjacent Wellness addition while providing a strong connection
to the new Civic Plaza on the west block and provide intuitive public entrance points that connect to the Plaza as well as to
public parking on the southwest corner of the block. The projected space requirements for this addition is in the 45,000sf to
50,000sf range and will serve the needs of Municipal Cour t and the civic campus for the foreseeable future.
E.130
NOVEMBER 2021
300B LAPORTE
RECOMMENDATIONS
300A
LAPORTE
300B
LAPORTE 222
LAPORTE
300B Laporte is one of the oldest structures remaining on the Civic Campus and holds historical value and sentiment that
restricts any option of removing this structure to make way for new construction. During Phase 1, the interior of 300B will
undergo extensive interior renovations to accommodate depar tment right-sizing to satisfy expanded department growth
over the next 30 years. Renovations will be mindful of the historic nature of the building and will strive to preserve the
quality of character of the existing structure.
PHASE 1
NEW BUILDING
93,000 SF
LAPORTE
RECOMMENDATIONS
E.131
FORT COLLINS: MASTER PLAN
STATSPHASE 1 DEPARTMENTSPHASE 2 DEPARTMENTSFacilities Management
Facilities Management
1,244 SF
1,892 SF
Operation Services
Operation Services
Project Management, Planning + Design
Project Management, Planning + Design
Administration
Administration
Real Estate
Real Estate
Archive / Shop
Archive / Shop
Auxiliary Shared Spaces
Auxiliary Shared Spaces
1,594 SF
1,840 SF
1,486 SF
1,733 SF
2,836 SF
4,156 SF
4,714 SF
4,749 SF
3,258 SF
4,749 SF
215
MASON
Available Gross Square Footage 27,815 SF
Floors
Age of Building
3
64 YRS
FUTURE
PARKING
GARAGE
SF TBD
E.132
RECOMMENDATIONS NOVEMBER 2021RECOMMENDATIONS
CONSTRUCTION STAGES + OPINIONS OF PROBABLE COST
RECOMMENDATIONS
E.133
FORT COLLINS: MASTER PLAN
E.134
RECOMMENDATIONS NOVEMBER 2021
RIGHT SIZE +
RENOVATE EXISTING.
Stage 1A prioritizes the initial right-
sizing of all existing departments in their
current place over the first five years to
meet growth projections for 5 to 15 years
depending on location and department.
This effort involves vacating 214 Howes,
and the Park Storage building and moving
their departments and contents elsewhere
on campus or off site to clear space for
a new structure to be completed during
Phase 1B. Concurrently, the campus will
experience right-sizing for departments
across 215 Mason, 222 Laporte, 300A
Laporte, and 300B Laporte. This stage
also involves vacating 281 College and
temporarily relocating these departments
to 117 Mason, which is owned and operated
by the City as flex space.
NEW BUILDING.
Stage 1B prioritizes the development and
construction of new site and building
elements on the eastern civic block bound
by Mason, Laporte, Howes, and Maple
Street over three years (years 6 through
8) and is intended to satisfy department
growth for 15 to 30 years. This stage
includes deconstruction of 214 Howes,
Park Storage, and non-historic city-owned
structures on the northern boundaries of
the site, site preparation, and construction of
a new 93,000sf building located mid-block
along Howes street. Other work planned
during Stage 1B includes all site, landscape,
hardscape, and plaza development within the
Stage 1 boundaries. A skybridge is planned
to provide connection to a future planned
parking structure. Stage 1B will see several
departments relocate permanently to the
new 93,000sf building from 215 Mason and
300A Laporte, freeing additional space for
future growth and allowing PDT to relocate
to 215 Mason, satisfying department growth STAGE 1B STAGE 1A
\ OPTION 1 - CONSTRUCTION STAGE 1
222
LAPORTE
214
HOWES
PARK
STORAGE
300B
LAPORTE
300B
LAPORTE
215
MASON
222
LAPORTE
300B
LAPORTE
300A
LAPORTE
FUTURE
PARKING
GARAGE
PHASE 1
NEW BUILDING
93,000SF
215
MASON
LAPORTE
LAPORTE
RECOMMENDATIONS
E.135
FORT COLLINS: MASTER PLAN
OPTION 1 COMPOSITE.
The time frame for Option 1 Stage
1 is approximately 8 years. This
assumes that design efforts for
Stage 1B commence during
the 5-year-span for Stage 1A.
This approach presents several
complexities, mainly around the
need for multiple departmental
moves during the initial right-
sizing as well as additional
moves upon completion of
Stage 1B. Front-loading the
right sizing efforts may also
introduce temporary construction
needs to facilitate the adjusted
departments; work that may need
to be redone near the conclusion
of Stage 1B to accommodate
future growth and movement.
HOWES STREET
IMPROVEMENTS.
Stage 1C includes the
redevelopment of Howes street
to improve traffic calming, cyclist
traffic safety, pedestrian access,
landscape improvements, and
other site, wayfinding, and
pedestrian amenities. This stage
may also include the extension
of a historic trolley line north
through the Civic Center site. STAGE 1 COMPLETE STAGE 1C
222
LAPORTE
300B
LAPORTE
300A
LAPORTE
215
MASON
FUTURE
PARKING
GARAGE
PHASE 1
NEW BUILDING
93,000SF
222
LAPORTE
300B
LAPORTE
300A
LAPORTE
FUTURE
PARKING
GARAGE
PHASE 1
NEW BUILDING
93,000SF
215
MASON
LAPORTE
LAPORTE
E.136
RECOMMENDATIONS NOVEMBER 2021
NEW BUILDING.
Option 2, Stage 1A begins by relocating
departments and storage located
at the middle of the eastern civic
block to make way for site prep for
the new building. 214 Howes and
Parks Services will be relocated and
minor changes in departments and
spaces will take place in 215 Mason
and 300A Laporte to accommodate
these shifts. The existing mid-block
buildings are then deconstructed and
site prep begins for new construction.
281 College is vacated by relocating
PDT to 117 Mason. This work is
anticipated to be completed during
year 1. The remaining buildings and
departments undergo no changes
for the next 3 years and also must
work to limit potential growth during
this timeframe. Year 2 and 3 will see
the construction of the new 93,000sf
civic building allowing for relocation
and growth of several departments as
well as new amenities and workspace.
Concurrently, new east-block site work
including landscape, hardscape, and
HOWES STREET
IMPROVEMENTS.
Stage 1B includes the redevelopment
of Howes street to improve traffic
calming, cyclist traffic safety, pedestrian
access, landscape improvements, and
other site, wayfinding, and pedestrian
amenities. This stage may also include
the extension of a historic trolley line
north through the Civic Center site. STAGE 1B STAGE 1A
\ OPTION 2 - CONSTRUCTION STAGE 1
222
LAPORTE
222
LAPORTE
300B
LAPORTE
300B
LAPORTE
300A
LAPORTE
300A
LAPORTE
FUTURE
PARKING
GARAGE
FUTURE
PARKING
GARAGE
PHASE 1
NEW BUILDING
93,000SF
PHASE 1
NEW BUILDING
93,000SF
215
MASON
215
MASON
LAPORTE
LAPORTE
RECOMMENDATIONS
E.137
FORT COLLINS: MASTER PLAN
OPTION 2 COMPOSITE.
The second phasing option aims
to shorten the overall time frame
and cost for Phase 1 and will save
a potential of 2 years compared
to Option 1 by prioritizing the
construction of a new 93,000sf
building that will facilitate
department right-sizing and
movement upon its completion
over a shortened 6-year time
frame. This option presents a
higher up-front cost that Option
1, but spreads it across a shorter
time line, thereby reducing overall
escalation costs over the duration
of the project. By delaying
right-sizing and relocation of
departments until a new structure
is complete, we will simplify the
moving process, while minimizing
prolonged renovation of existing
buildings and reducing overall
construction costs.
RIGHT SIZE +
RENOVATE EXISTING.
Year 4 will see the completion of
construction and occupancy for
the new civic structure. This will
facilitate the relocation and right-
sizing of several departments
from 215 Mason and 300A
Laporte into the new building.
Once these departments have
moved, one-time renovations
will begin in the newly cleared
spaces in both 300A Laporte and
215 Mason. These renovations
will accommodate further
departmental right-sizing. Years
5 and 6 will see additional
renovation and right-sizing efforts
to accommodate 15-to-30-year
growth for the remaining buildings
and departments on campus. The
exception to right-sizing during
Stage 1 will be Municipal Court
and Emergency Preparedness
which currently have planned
renovations in-place and will be
further accommodated during
Stage 2. STAGE 1 COMPLETE STAGE 1C
222
LAPORTE
300B
LAPORTE
300B
LAPORTE
FUTURE
PARKING
GARAGE
PHASE 1
NEW BUILDING
93,000SF
215
MASON
222
LAPORTE
300B
LAPORTE
300A
LAPORTE
FUTURE
PARKING
GARAGE
PHASE 1
NEW BUILDING
93,000SF
215
MASON
LAPORTE
LAPORTE
E.138
RECOMMENDATIONS NOVEMBER 2021
TOTALSCONSIDERATIONS.
X 281 College can be sold early
X Higher Phasing Complexity
X Existing Building remodels are prioritized with lower escalation
X New Building pushes to 2026 once Stage 1A is complete
X Escalation on New Building exceeds cost of Stage 1A
PROJECT $91,405,000 - $104,526,798
CONSTRUCTION $69,374,781 - $79,341,315STAGE 1BBUILDING NEW SF $/SF $/SF COST
(CONSTRUCTION)
SOFT
COST
TOTAL PROJECT
COST
LOW HIGH % LOW HIGH
NEW
BUILDING 93,000 450 500 $41,850,000 $46,500,000 30% $54,405,000 $60,450,000
YEAR ESCALATION (%) ESCALATION ($)ESCALATION ($)
2022 6% $2,511,000 $2,790,000 $44,361,000 $49,290,000 30% $57,669,300 $64,077,000
2023 6% $2,661,660 $2,957,400 $47,022,660 $52,247,400 30% $61,129,458 $67,921,620
2024 6% $2,821,360 $3,134,844 $49,844,020 $55,382,244 30% $64,797,225 $71,996,917
2025 6% $2,990,641 $3,134,844 $52,834,661 $58,517,088 30% $68,685,059 $76,072,214
2026 6% $3,170,080 $3,322,935 $56,004,740 $61,840,023 30% $72,806,163 $80,392,029
TOTAL $14,154,740 $15,340,023 $56,004,740 $61,840,023 $72,806,163 $80,392,029 STAGE 1CHOWES
STREET
IMPROVEMENTS
COST
(CONSTRUCTION)
SOFT
COST
TOTAL PROJECT
COST
LOW HIGH % LOW HIGH
$700,000 $800,000 30% $910,000 $1,040,000
YEAR ESCALATION (%) ESCALATION ($)ESCALATION ($)
2022 6% $42,000 $48,000 $742,000 $848,000 30% $964,600 $1,102,400
2023 6% $44,520 $50,880 $786,520 $898,880 30% $1,022,476 $1,168,544
2024 6% $47,191 $53,933 $833,711 $952,813 30% $1,083,825 $1,238,657
2025 6% $50,023 $53,933 $883,734 $1,006,746 30% $1,148,854 $1,308,769
2026 6% $53,024 $57,169 $936,758 $1,063,914 30% $1,217,785 $1,383,089
TOTAL $236,758 $263,914 $936,758 $1,063,914 $1,217,785 $1,383,089 STAGE 1ABUILDING RENOVATED $/SF $/SF COST
(CONSTRUCTION)
SOFT
COST
TOTAL PROJECT
COST
LOW HIGH % LOW HIGH
215 40000 75 125 $3,900,000 $6,500,000 30% $5,070,000 $8,450,000
222 41624 10 15 $499,488 $749,232 30% $649,334 $974,002
300B 18568 175 200 $4,224,220 $4,827,680 30% $5,491,486 $6,275,984
300A 20863 175 200 $4,746,333 $5,424,380 30% $6,170,232 $7,051,694
TOTAL $13,370,041 $17,501,292 $17,381,053 $22,751,680
\ OPTION 1 - CONSTRUCTION STAGE 1
X Departments will need to move multiple times to
accommodate early right-sizing
X Multiple Moving Costs not accounted for in current cost data
X Howes Street improvements occur concurrent to Stage 1B
New Building and incur increased escalation costs
X 8+ Year Timeline
RECOMMENDATIONS
E.139
FORT COLLINS: MASTER PLAN
CONSIDERATIONS.
X 281 College can be sold early
X New Building breaks ground in 2022 reducing escalation costs
X Lower Phasing Complexity
X Existing Buildings experience little change during Stage 1A and
Stage 1BTOTALSBUILDING RENOVATED $/SF $/SF COST
(CONSTRUCTION)
SOFT
COST
TOTAL PROJECT
COST
LOW HIGH % LOW HIGH
215 40000 85 140 $4,080,000 $6,720,000 30% $5,304,000 $8,736,000
222 41624 12 17 $549,437 $778,369 30% $714,268 $1,011,879
300B 18568 196 225 $4,003,261 $4,595,580 30% $5,204,239 $5,974,254
300A 20863 196 225 $4,498,063 $5,163,593 30% $5,847,482 $6,712,670
TOTAL $13,130,760 $17,257,541 $17,069,989 $22,434,804 STAGE 1CPROJECT $75,703,889 - $87,614,204
CONSTRUCTION $58,233,760 - $67,395,541
\ OPTION 2 - CONSTRUCTION STAGE 1
X Most departments only move/right-size one time reducing
cost and complexity
X Howes Street Improvements occur earlier concurrent to
Stage 1A
X 6+ Year Timeframe (Reducing construction by up to 2
years)STAGE 1BHOWES
STREET
IMPROVEMENTS
COST
(CONSTRUCTION)
SOFT
COST
TOTAL PROJECT
COST
LOW HIGH % LOW HIGH
$700,000 $800,000 30% $910,000 $1,040,000
YEAR ESCALATION (%) ESCALATION ($)ESCALATION ($)
2022 6% $42,000 $48,000 $742,000 $848,000 30% $964,600 $1,102,400
TOTAL $42,000 $48,000 $742,000 $848,000 $964,600 $1,102,400 STAGE 1ABUILDING RENOVATED $/SF $/SF COST
(CONSTRUCTION)
SOFT
COST
TOTAL PROJECT
COST
LOW HIGH % LOW HIGH
93000 450 500 $41,850,000 $46,500,000 30% $54,405,000 $60,450,000
YEAR ESCALATION (%) ESCALATION ($)ESCALATION ($)
6% $2,511,000 $2,790,000 $44,361,000 $49,290,000 30% $57,669,300 $64,077,000
TOTAL $2,511,000 $2,790,000 $44,361,000 $49,290,000 $57,669,300 $64,077,000
E.140
RECOMMENDATIONS NOVEMBER 2021
\ CONSTRUCTION STAGE 2
WELLNESS. As growth begins to
approach the 15-year mark, additional space will
be needed within the Stage 1 municipal building.
Additional staff and use will require more robust
resources from Wellness and CityCare. This will
necessitate the relocation and growth of the two
uses to better accommodate the campus over
the next 15+ years. With the east block having
completed build-out and site improvements,
Stage 2 will focus efforts on the west civic
block. The first portion of Stage 2a will see
the deconstruction of the east portion of 300A
Laporte, once housing Council Chambers and
FCTV. A new addition is proposed onto the
east portion of 300A Laporte that will house
expanded Wellness, CityCare, and Meeting/
Collaboration uses. The addition’s form is
intended to create a strong axial connection
across campus and form a relationship to a
new Civic Plaza as well as the new municipal
building on the east block. Building and site
layout should also accommodate indoor/
outdoor wellness activities to the north that
integrate with the newly developed civic park.
This multi-story addition is projected to be
between 20,000 and 25,000sf and will serve the
campus for the foreseeable future.
EXPANSION. The projected 30-year
growth and function of Municipal Court will not
be able to be fully accommodated within 215
Mason. Stage 2b will include a second addition
to 300A Laporte which is planned to house
expanded Municipal Court functions as well as
additional meeting, collaboration, and auxiliary
spaces. The multi-story addition is projected to
be between two and three stories, and should
complement the adjacent Wellness addition
while providing a strong connection to the
new Civic Plaza on the west block and provide
intuitive public entrance points that connect to
the Plaza as well as to public parking on the
southwest corner of the block. The projected
space requirements for this addition is in the
45,000sf to 50,000sf range and will serve the
needs of Municipal Court and the civic campus
for the foreseeable future. STAGE 2B STAGE 2A
222
LAPORTE
222
LAPORTE
300B
LAPORTE
300B
LAPORTE
FUTURE
PARKING
GARAGE
FUTURE
PARKING
GARAGE
300A
LAPORTE
300A
LAPORTE
PHASE 2A
WELLNESS
95,000SF
PHASE 2A
WELLNESS
24,000SF
PHASE 1
NEW BUILDING
93,000SF
PHASE 1
NEW BUILDING
93,000SF
PHASE 2A
EXPANSION
48,000SF
215
MASON
215
MASON
LAPORTE
LAPORTE
RECOMMENDATIONS
E.141
FORT COLLINS: MASTER PLAN
STAGE 2 COMPLETE222
LAPORTE
300B
LAPORTE
FUTURE
PARKING
GARAGE
300A
LAPORTE
PHASE 2A
WELLNESS
24,000SF
PHASE 1
NEW BUILDING
93,000SF
PHASE 2A
EXPANSION
48,000SF
215
MASON
LAPORTE
E.142
NOVEMBER 2021RECOMMENDATIONSRECOMMENDATIONS
300B
LAPORTE
300B
LAPORTE
PHASE 2A
WELLNESS
24,000 SF
PHASE 2B
EXPANSION
48,000 SF
RAISED
PEDESTRIAN
CROSSING
CIVIC PLAZA
ENTRANCE
COURT
ENTRANCE
COURT
INDOOR + OUTDOOR
SURFACE PARKING
SURFACE PARKING
SERVICE
INDOOR +
OUTDOOR
AMPHITHEATER
SITE
ACTIVITY
NODE / PARK
SITE
ACTIVITY
NODE
L
NE
INDOOR + OU
INDOOR +
OUTDOOR
ENTRANCE
COURT + CIVIC
PLAZA
LAPORTE
RECOMMENDATIONS
E.143
FORT COLLINS: MASTER PLAN
SERVICESERVICE
322
LAPORTE
PHASE 1
W BUILDING
93,000 SF
FUTURE
PARKING
GARAGE
SF TBD
215
MASON
UTDOOR
+
R
COMPOSITE MASTER PLAN
PEDESTRIAN NODE
GREEN SPACE
WAYFINDING
SPINE - PEDESTRIAN + BICYCLES
PEDESTRIAN CIRCULATION
FIRE ACCESS ROUTE
AMPHITHEATER
STORMWATER MANAGEMENT
GATEWAYS
SURFACE PARKING
SERVICE
EXISTING TREES
CONVERTIBLE STREET
(INCLUDES: BIKE LANE, PARKING, TROLLEY)
ENERGY PERFORMANCE
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FORT COLLINS: MASTER PLAN
ENERGY
PERFORMANCEF
F.146
ENERGY PERFORMANCE NOVEMBER 2021
\ ENERGY MODELING
SUMMARY. In 2013, the city of Fort Collins, Colorado published its first edition of the Municipal Sustainability Plan.
While it has been updated over the years, the general principal remains the same: to be the guiding document that
provides direction for the coming decades to advance sustainability efforts. In updating the Block 32/42 Civic Center
Conceptual Master Plan, emphasis was placed on ensuring that the new designs aligned with the goals set forth by the
sustainability plan.
The six goals outlined in the sustainability plan are as follows:
X We Are Resilient: City operations are prepared for and adapt to climate change and disruptive events of all scales.
X Our Public Lands Thrive: Our public lands support a healthy ecosystem and are resilient to climate and population
growth pressures.
X We Are Water Smart: We sustainably manage our water resources and lead Colorado in water efficiency.
X We Are Zero Waste: We responsibly manage goods, products, and services throughout their life cycle to achieve
waste reduction outcomes.
X We Are Carbon Neutral: Our transportation systems, energy production, and facilities lead the nation in sustainable
performance and resource efficiency.
X We Are A World Class Workplace: The City is a high performing and resilient organization that has a culture of
sustainability.
Developing buildings that consume less energy or are classified as “net-zero” buildings (those that produce as much
renewable energy as they consume over the course of a year) is an excellent way for the city to achieve these sustainability
goals. Using less energy helps to minimize a given buildings impact on the environment and have a decreased carbon
footprint. In time, these practices can help to slow climate change and preserve the planet’s ecosystem, in Fort Collins
and beyond.
The energy modeling outlined in this report investigated the impact of various strategies that could be implemented in
order to reduce building energy usage. These strategies were broken into three primary categories: Building Envelope,
Electrical, and Mechanical. The building envelope primarily includes the roof, walls, and windows. These structures
serve as the primary thermal barrier between the conditioned interior and the exterior environment. A higher performing
envelope resulted in a building that required less energy to heat and cool to a comfortable level. Heating and cooling
energy was also reduced through the use of mechanical strategies such as improved efficiency of HVAC equipment.
Electrical strategies in particular showed a large impact on building energy usage. For example, less installed lighting
power directly resulted in less electrical energy being consumed by these fixtures, and therefore the building as a whole.
A total of 13 different energy conservation measures were investigated, packaged into 5 bundles. Each of these bundles
was then compared to the minimum performance required by local energy code (the “baseline). This helped to show the
impact of each strategy in terms of Energy Usage Intensity (total energy consumed per building area per year) and the
energy savings (percent reduction relative to the baseline).
CLIENT NAME: PROJECT TITLE ENERGY PERFORMANCE
F.147
Table 1. Bundle Performance Summary
BUNDLE EUI (kBtu/sf-yr) ENERGY SAVINGS
Baseline 43.4 N/A
Z-01 21.3 32.2%
Z-02 21.2 32.5%
Z-03 18.5 41.1%
Z-04 16.5 47.7%
Z-05 16.2 48.4%
The project team targeted a goal of 15 EUI for the two buildings themselves with the potential to reach net-zero performance
through the addition of the potential energy produced by photovoltaic arrays. While none of the bundles presented reach
this 15 EUI goal, reaching net-zero performance may still be possible through the inclusion of additional photovoltaic (PV)
arrays mounted on the roofs of this project or surrounding buildings on site.
In summary, the proposed energy cost reduction strategies presented have the potential to provide a high-performing
building that aligns with the sustainability goals set forth by the City of Fort Collins, Colorado.
ENERGY ANALYSIS. The project consists of two “phases” totaling roughly 165,000 square feet. “Phase 1b” contains
a new 93,000 square foot, multistory structured located to the east of Howes Street and North of the Utility Administration
building. “Phase 2” is comprised of two structures. “Phase 2a” contains a 24,000 square foot expansion to the repurposed
old city hall building while “Phase 2b” will be a 48,000 square foot multistory structure situated directly across Howes
Street to the west of Phase 1. Both of these phases are comprised primarily of office space as well as necessary building
support areas.
The City of Fort Collins has established an Energy Usage Intensity (EUI) goal of 15 kBtu/sf-year. EUI represents the total
energy consumed per square foot of building area in a typical year. This value represents a very high performing building.
For reference, Energy Star (part of the US Environmental Protection Agency) currently lists the median EUI of an existing
non-medical office building at 52.9 kBtu/sf-year. In order to approach this aggressive target, multiple energy conservation
measures (ECM) will need to be utilized.
The modeling effort to this point represents the building massing as developed during the multi-day charrette. This
building data was then input into the energy modeling software to calculate and compare the annual energy cost savings
associated with various proposed ECMs. These measures and how they contribute to the improved energy performance
are outlined in the Building and Systems section of this report.
The baseline model as referenced in this report represents the minimum performance the building must achieve in order
to be complaint with the 2018 International Energy Conservation Code via the Total Building Performance pathway. This
performance was calculated by modeling the project buildings with a certain mechanical system, envelope construction,
and other parameters as specified in the code.
F.148
ENERGY PERFORMANCE NOVEMBER 2021
\ BUILDING AND SYSTEMS
BUILDING ENVELOPE. The building envelope refers to the physical construction of the walls, roof, and windows
of a building. Energy simulation results indicated that it plays a key role in determining the energy required to adequately
heat and cool a building. Increased insulation on the roof as well as in the walls proved to be highly beneficial. The
wall construction in particular showed improvement from more insulation not only between the studs, but also from
continuous insulation (c.i.) on the exterior of the studs to prevent thermal bridging.
As windows make up a significant portion of the building exterior, project glazing with decreased thermal transmittance
contributed greatly to improved building performance. Glazing was also tested that allows less solar radiation to pass
through, reducing the heat gain within the space.
Another strategy investigated was that of decreased air infiltration (air leakage). This helped reduce the amount of energy
required by the mechanical system to condition the building.
Finally, the impact of electrochromic glazing (aka “smart glass”) was evaluated. This technology dynamically alters the
opacity of the glass in order to decrease solar radiation transmission when it is advantageous for building performance.
For example, a darker glass can reduce solar gain on a warm summer day to help decrease the energy required to cool
a space. During winter, a clearer glass permits more solar gain to assist in heating spaces.
Table 2. Building Envelope ECM Values
ECM Baseline Value Proposed Value
Roof Construction R-30 (U-0.032) R-60 (U-0.016)
Exterior Wall Construction R-13 + 7.5 c.i. (U-0.064) R-13 + 19 c.i. (U-0.037)
Fenestration Thermal Transmittance U-0.42 U-0.14
Fenestration Solar Heat Gain SHGC-0.40 SHGC-0.21
Infiltration 0.40 cfm/SF exterior wall area 0.25 cfm/SF exterior wall area
Electrochromic Glazing N/A Included
ELECTRICAL SYSTEMS. The installed lighting power had a significant impact on the amount of electrical energy
consumed by the buildings. Reducing the average installed wattage per square foot of building area directly resulted
in less energy consumed. The impact of individual task lighting provided at workstations permitted further reduction of
installed general lighting.
Additional electrical power savings was made available through the use of plug controls in office areas either tied to
workstation occupancy sensors or controlled via timer. This reduced excess power consumption by office equipment (e.g.,
computers, printers) while the workstation was not in use.
Regenerative elevators were also tested. This allowed some of the electrical energy used to raise the elevators cars to be
recovered on descent.
CLIENT NAME: PROJECT TITLE ENERGY PERFORMANCE
F.149
Table 3. Electrical ECM Values
ECM Baseline Value Proposed Value
Lighting Power Density 0.79 W/SF 0.50, 0.40, 0.30 W/SF
Task Lighting 0.0 W/SF 0.10 W/SF
Regenerative Elevators N/A Included
Workstation Plug Load Controls N/A Included (controls 50% of
workstation power)
MECHANICAL SYSTEMS. The primary mechanical system for the project is ground source heat pump (GSHP)
served by a vertical bore wellfield on site. The baseline mechanical system required by IECC 2018 is a water source
heat pump system. Where the proposed design utilized a ground loop, the baseline system required a boiler and chiller
system to add or reject heat from the water loop. This resulted in the proposed design showing significant energy
savings, particularly in heating mode due to the 80% efficient natural gas boilers in the baseline.
Cooling and heating efficiency values for the heat pumps in the proposed design were selected to reflect the
performance of currently available high efficiency variable speed GSHP. This system offers significantly better
performance than the minimum heat pump performance required by IECC 2018.
Ventilation air is supplied to the building via an energy recovery ventilator (ERV) with a rotary air-to-air enthalpy wheel
to regain energy from the exhaust air stream. Supplementing this system with natural ventilation strategies showed a
reduction in the amount of energy required to supply and exhaust outside air.
Table 4. Mechanical ECM Values
ECM Baseline Value Proposed Value
GSHP Cooling Energy Efficiency Ratio 16 EER 36 EER
GSHP Heating Coefficient of
Performance
4.3 COP 4.8 COP
Natural Ventilation N/A Included (30% ERV fan power
reduction)
ENERGY REDUCTION STRATEGIES. Various ECMs were combined in order to create several different
bundles as detailed below. This allowed the various synergies and conflicts between multiple strategies to be more
apparent. Bundles Z-01 and Z-02 offered moderate energy savings while Bundles Z-03, Z-04, and Z-05 showed
progressively more aggressive strategies. Each bundle is outlined in detail below.
F.150
ENERGY PERFORMANCE NOVEMBER 2021
BUNDLE Z-01. This scenario achieved an energy use reduction of 32.2% over the baseline case model with a site
EUI of 21.3 kBtu/ft2/yr.
This scenario incorporated the following five ECMs:
X Roof Construction: U-0.016
X Exterior Wall Construction: U-0.037
X Fenestration Thermal Transmittance: U-0.14
X Fenestration Solar Heat Gain Coefficient: SHGC-0.21
X Lighting Power Density: 0.50 W/SF
F.151
FORT COLLINS: MASTER PLAN ENERGY PERFORMANCE
BUNDLE Z-02. This scenario achieved an energy use reduction of 32.5% over the baseline case model with a site
EUI of 21.2 kBtu/ft2/yr.
The following four ECMs were the same as seen in Bundle Z-01:
X Roof Construction: U-0.016
X Exterior Wall Construction: U-0.037
X Fenestration Thermal Transmittance: U-0.14
X Fenestration Solar Heat Gain Coefficient: SHGC-0.21
Bundle Z-02 contains the following three additional measures:
X Lighting Power Density: 0.40 W/SF
X Task Lighting: 0.10 W/SF
X Outside Air Infiltration: 0.25 cfm/SF exterior wall area
Note, Z-02 showed little to no savings as compared to Z-01. While overhead lighting power is reduced, the addition of
task lighting negated some of those savings. Reduced infiltration also showed minimal impact on overall performance.
F.152
ENERGY PERFORMANCE NOVEMBER 2021
BUNDLE Z-03. This scenario achieved an energy use reduction of 41.1% over the baseline case model with a site
EUI of 18.5 kBtu/ft2/yr.
The following six ECMs were the same as seen in Bundle Z-02:
X Roof Construction: U-0.016
X Exterior Wall Construction: U-0.037
X Fenestration Thermal Transmittance: U-0.14
X Fenestration Solar Heat Gain Coefficient: SHGC-0.21
X Task Lighting: 0.10 W/SF
X Outside Air Infiltration: 0.25 cfm/SF exterior wall area
Outside Air Infiltration: 0.25 cfm/SF exterior wall area Bundle Z-03 contains the following three additional measures:
X Lighting Power Density: 0.30 W/SF
X GSHP Cooling Energy Efficiency Ratio: 36 EER
X GSHP Heating Coefficient of Performance: 4.4 COP
This scenario showed larger savings than the previous two bundles. This is due in large part to decreased interior lighting
power and less energy required by the heat pumps for space heating and cooling.
F.153
FORT COLLINS: MASTER PLAN ENERGY PERFORMANCE
BUNDLE Z-04. This scenario achieved an energy use reduction of 47.7% over the baseline case model with a site
EUI of 16.5 kBtu/ft2/yr.
The following nine ECMs were the same as seen in Bundle Z-03:
X Roof Construction: U-0.016
X Exterior Wall Construction: U-0.037
X Task Lighting: 0.10 W/SF\
X Fenestration Thermal Transmittance: U-0.14
X Fenestration Solar Heat Gain Coefficient:
SHGC-0.21
Bundle Z-04 contains the following three additional measures:
X Regenerative Elevators: Included
X Workstation Equipment Power Density: 0.288 W/SF
X Electrochromic Glazing
Bundle Z-04 showed moderate savings over Z-03. Workstation equipment power and regenerative elevators directly
resulted in decreased electricity usage. Electrochromic glazing helped to reduce the mechanical load.
X Outside Air Infiltration: 0.25 cfm/SF exterior wall area
X Lighting Power Density: 0.30 W/SF
X GSHP Cooling Energy Efficiency Ratio: 36 EER
X GSHP Heating Coefficient of Performance: 4.4 COP
F.154
ENERGY PERFORMANCE NOVEMBER 2021
BUNDLE Z-05. This scenario achieved an energy use reduction of 48.4% over the baseline case model with a site
EUI of 16.2 kBtu/ft2/yr.
The following eleven ECMs were the same as seen in Bundle Z-04:
X Roof Construction: U-0.016
X Exterior Wall Construction: U-0.037
X Fenestration Thermal Transmittance: U-0.14
X Fenestration Solar Heat Gain Coefficient: SHGC-0.21
X Task Lighting: 0.10 W/SF
X Outside Air Infiltration: 0.25 cfm/SF exterior wall area
Bundle Z-05 contained the following additional measure:
X Natural Ventilation: Included
Bundle Z-05 showed a slight savings over Z-04 thanks to the addition of natural ventilation strategies. This was seen as a
decrease in energy used by ventilation fans. Z-05 was the best performing bundle out of all those tested.
X Lighting Power Density: 0.30 W/SF
X GSHP Cooling Energy Efficiency Ratio: 36 EER
X GSHP Heating Coefficient of Performance: 4.4 COP
X Regenerative Elevators: Included
X Workstation Equipment Power Density: 0.288 W/SF
X Electrochromic Glazing
F.155
FORT COLLINS: MASTER PLAN ENERGY PERFORMANCE
\ PHOTOVOLTAIC SYSTEMS
In order to reach net-zero status for this project, it will be necessary for some renewable energy to be generated on site.
This would most likely come through the addition of photovoltaic arrays (aka, “solar panels”) mounted on the roofs of the
two buildings. There is also potential to use any nearby buildings also owned by the city. When combined with a bundle
of ECMs as described above, this could help to offset the buildings energy usage and reach a design the produces as
much energy as it consumes over the course of a year.
Note, the energy performance summary graphs listed with each bundle include an example amount of PV arrays. This
amount is equal to that which would be consumed by the two buildings if they had an EUI of 15.
\ PRELIMINARY MECHANICAL SYSTEM SIZING
Mechanical equipment must be sized appropriately in order to have adequate capacity to heat and cool a building. Early
sizing calculations for this projected were performed by the engineering design team. Using these minimum heating and
cooling capacity values, expected minimum bore field size, depth, and spacing for the geothermal loop were determined.
This was estimated using data collected from thermal conductivity tests performed at the East Park Maintenance facility.
Having an appropriately sized bore field is critical to ensuring that enough heat can be collected from or rejected to the
ground in order to keep the loop field temperatures maintained within a usable range over the long-term use of the facility.
The following table outlines the estimated cooling and heating capacity of each project phase as well as the accompanying
bore field size:
Note, bore field sizing estimated with 400 ft depth and 20 ft spacing.
PROJECT PHASE COOLING CAPACITY
(MBH)
HEATING CAPACITY
(MBH)
BORE FIELD SIZE
(BORE QUANTITY)
Phase 1b 2,402 2,696 15 x 15
Phase 2a 782 899 9 x 9
Phase 2b 1,705 2,035 13 x 13
Total 4,890 5,630 22 x 22
CONCLUSION. The energy modeling in this report indicated that there is vast potential for the Block 32/42 Civic
Center Conceptual Master Plan project to achieve a high performing, energy efficient design. Each of the bundles
proposed resulted in significant energy savings.
Bundle Z-05 resulted in the best overall energy performance. It showed an EUI of 16.2 kBtu/ft2/yr and an energy use
reduction of 48.4% over the IECC baseline model. Bundle Z-04 also resulted in very similar performance with 16.5 EUI and
47.7% savings. The only difference between the two bundles was the addition of natural ventilation strategies.
While none of these bundles reached the initial goal of 15 EUI, achieving a net-zero design is still possible through the
use of PV systems.
APPENDIX
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FORT COLLINS: MASTER PLAN
G APPENDIX
G.158
APPENDIX NOVEMBER 2021APPENDIX
SITE INVENTORY
APPENDIX
G.159
FORT COLLINS: MASTER PLAN
G.160
APPENDIX NOVEMBER 2021
CIVIC CENTER BUILDINGS
\ ACQUIRED BUILDINGS
Buildings to be acquired under this Master Plan include the Civic Center Parking Garage Condominiums (Condos). The
City’s acquisition of the Condos is planned to occur by the end of 2021 and will be purchased at a cost of approximately
$975,000 using appropriated reserves from the City’s general government capital expansion fee account in the capital
expansion fee fund.
The Condos will be acquired to house the offices for City Parking Services which will move from its current offices in
215 North Mason Street. This move will open up space for the Municipal Court offices to expand at 215 North Mason
Street. Once the leases of the current commercial tenants in the Condos expire, other City offices will likely be located
in that space.
\ BUILDINGS TO BE SOLD
As part of this Master Plan, 281 College intends to be sold. 281 College currently houses Planning, Development and
Transportation (PDT). The occupants will relocate into the core Civic Center blocks 32/42. Additional information re-
garding this move can be found in the recommendations section.
\ HISTORICALLY SIGNIFICANT BUILDINGS
The intent of the Master Plan is to maintain all historically significant buildings within the core Civic Center blocks. 300B
Laporte, also known as the Operation Services Building, is not a Fort Collins Landmark but it has been identified as a
potential for Landmark eligibility by City of Fort Collins Historic Preservation. Due to this classification, 300B Laporte
will remain as part of the Civic Center Campus.
The FoCo Cafe building, was originally the Continental Oil Company Property. It is a Fort Collins Landmark, designated
in 2017. A portion of the detached garage is historic. The additions onto the historic garage are not considered historic
and are proposed to be removed with the Master Plan.
The Butterfly Cafe, which sits at the southwest corner of 222 Laporte is also a Fort Collins Landmark. It was moved to
it’s new location when 222 Laporte was constructed. The building will remain as it is currently.
\ BUILDINGS TO BE DECONSTRUCTED
The east side of City Hall, 300A Laporte, is intended to be renovated and utilized as part of the Master Plan. However,
the west side of the building will be deconstructed to allow for future additions and additional city programming.
214 and 220 Howes are industrial buildings without any historic significance. These two building will be deconstructed
under the Master Plan.
321 Maple is another building that will be deconstructed. It is a non descript building, built in 1980. It currently houses
the Center for Fine Art Photography administration offices. The Master Plan proposes it as Washington Park expansion.
APPENDIX
G.161
FORT COLLINS: MASTER PLAN
CITY OWNED BUILDINGS
CIVIC CORE
CIVIC BOUNDARY
SITE LOCATION: CIVIC CENTER BLOCKS 32/42OHOWEHOWESSSSSSMELDRUM MASONCOLLEGE119 Fort Collins
Municipal Railway
Carbarn
281 College
FoCo Cafe
300A Laporte
215 M ason
Larimer County
Justi ce Center
Civic Center
Parking Garage
Downtown Transit
Center
222 Laporte
300B Laporte
214 Ho wes St
220 Howes St
117 Mason Street
Civic Center Condos-
Needed Future
Municipal Offices
CityCare
M APLE
LAPORTE
MOUNTAIN
321 Maple
G.162
APPENDIX NOVEMBER 2021
CULTURE: CULTURAL ASSETS
Cherry Street
Maple Street
Laporte Avenue
West Mountain Avenue
West Mulberry Street North College AvenueN Meldrum StN Mason StS Howes StSouth College AvenueSouth Shields StreetEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine DriveNorth Shields Street(Red Hatch) Civic Center
Structures
Roads
Lakes, Rivers, Streams
Rail Road
Parks
Natural Areas
Schools
Medical Campus
Historic Building
Pedestrian Pavers
Art in Public Places
Transformer Cabinet Mural
APPENDIX
G.163
FORT COLLINS: MASTER PLAN
CULTURE: CULTURAL ASSETS
Cherry Street
Maple Street
Laporte Avenue
W Mountain Ave
W Mulberry St N College AveN Meldrum StN Mason StS Howes StS College AveEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine Drive
(White Hatch) Civic Center
Structures
Roads
Lakes, Rivers, Streams
Rail Road
Parks
Natural Areas
Schools
Medical Campus
DDA Boundary
CONTENTHistoric Building
CONTENTPedestrian Pavers
CONTENTArt in Public Places
CONTENTTransformer Cabinet Mural
CONTENTCONTENT
G.164
APPENDIX NOVEMBER 2021
CULTURE: CULTURAL ASSETS
Cherry Street
Maple Street
Laporte Avenue
West Mountain Avenue
West Mulberry Street North College AvenueN Meldrum StN Mason StS Howes StSouth College AvenueSouth Shields StreetEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine DriveNorth Shields Street(Red Hatch) Civic Center
Structures
Roads
Lakes, Rivers, Streams
Rail Road
Parks
Natural Areas
Schools
Medical Campus
Historic Building
Pedestrian Pavers
Art in Public Places
Transformer Cabinet Mural
APPENDIX
G.165
FORT COLLINS: MASTER PLAN
CULTURE: CULTURAL ASSETS
Cherry Street
Maple Street
Laporte Avenue
W Mountain Ave
W Mulberry St N College AveN Meldrum StN Mason StS Howes StS College AveEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine Drive
(White Hatch) Civic Center
Structures
Roads
Lakes, Rivers, Streams
Rail Road
Parks
Natural Areas
Schools
Medical Campus
DDA Boundary
CONTENTHistoric Building
CONTENTPedestrian Pavers
CONTENTArt in Public Places
CONTENTTransformer Cabinet Mural
CONTENTCONTENT
G.166
APPENDIX NOVEMBER 2021
CULTURE: GREEN INFRASTRUCTURE
Cherry St
Maple St
Laporte Ave
W Mountain Ave North College AvenueN Meldrum StN Howes StN Mason StSouth College AveLinden StreetCity Hall
Observation
Service
Justice
Center
Mountain
Cafe
Court House
Global Village
Museum Civic CenterParking GarageCity of Fort
Collins
Utilities
Haiston Oil
Park Shop
Eco-Thrift
215 NMansonWellness
Annex
Social
Sustainability
Terracon Penny
Flats
Downtown
Transit Center
St. Joseph’s
Catholic
School
Structures
Roads
Lakes, Rivers, Streams
Rail Road
DDA Boundary
ClimateWise Business Partners
Electric Vehicle Charging Station
Solar Panels
Civic Center
APPENDIX
G.167
FORT COLLINS: MASTER PLAN
CULTURE: OUTDOOR EVENT SPACE
Cherry Street
Maple Street
Laporte Avenue
W Mountain Ave
W Mulberry St N College AveN Meldrum StN Mason StS Howes StS College AveEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine Drive
(White Hatch) Civic Center
Structures
Roads
Lakes, Rivers, Streams
Rail Road
DDA Boundary
ClimateWise Business Partners
Electric Vehicle Charging Station
Solar Panels
G.168
APPENDIX NOVEMBER 2021
ECOLOGY: LANDFORM
Cherry Street
Maple Street
Laporte Avenue
West Mountain Avenue
West Mulberry Street North College AvenueN Meldrum StN Mason StS Howes StSouth College AvenueSouth Shields StreetEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine DriveNorth Shields Street(Red Hatch) Civic Center
Structures
Roads
Lakes, Rivers, Streams
Rail Road
20’ Grade Change
(White) 10’ Contours
APPENDIX
G.169
FORT COLLINS: MASTER PLAN
ECOLOGY: PARKS & GREEN SPACE
Cherry Street
Maple StreetLaporte Avenue
West Mountain Avenue
West Mulberry Street North College AvenueN Meldrum StN Mason StS Howes StSouth College AvenueSouth Shields StreetEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine DriveNorth Shields StreetCivic
Center
Park
Soft
Gold
Park
Freedom
Square
Park
Streets
Park
City Park
Main Library
Washington
Park
East Side
Park
Lee Martinez
Community Park
Legacy Park
Greenbriar Park
Northside Aztlan
Community Center
Buckingham
Park
(Red Hatch) Civic Center
Structures
Roads
Lakes, Rivers, Streams
Rail Road
Parks
Natural Areas
General Green Space
G.170
APPENDIX NOVEMBER 2021
ECOLOGY: CITY & FEMA FLOODPLAINS
Cherry Street
Maple StreetLaporte Avenue
West Mountain Avenue
West Mulberry Street North College AvenueN Meldrum StN Mason StS Howes StSouth College AvenueSouth Shields StreetEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine DriveNorth Shields StreetCivic
Center
Park
Soft
Gold
Park
Freedom
Square
Park
Streets
Park
City Park
Main Library
Washington
Park
East Side
Park
Lee Martinez
Community Park
Legacy Park
Greenbriar Park
Northside Aztlan
Community Center
Buckingham
Park
Structures
Roads
Lakes, Rivers, Streams
Rail Road
Parks
Natural Areas
City - Floodway
City - 100 Year High Risk
City - 100 Year Mod. Risk
FEMA - Floodway
FEMA - 100 Year Floodplain
FEMA - 500 Year Floodplain
FEMA - 500 Year Floodplain
(Red Hatch) Civic Center
APPENDIX
G.171
FORT COLLINS: MASTER PLAN
ECOLOGY: CITY & FEMA FLOODPLAINS
Cherry Street
Maple Street
Laporte Avenue
W Mountain Ave
W Mulberry St N College AveN Meldrum StN Mason StS Howes StS College AveEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine Drive
Civic
Center
Park
East
Side
Park
Oak
Street
Plaza Main Library
Washington
Park
Lee Martinez
Community Park
Northside Aztlan
Community Center
Legacy Park
Structures
Roads
Lakes, Rivers, Streams
Rail Road
Parks
Natural Areas
City - Floodway
City - 100 Year High Risk
City - 100 Year Mod. Risk
FEMA - Floodway
FEMA - 100 Year Floodplain
FEMA - 500 Year Floodplain
FEMA - 500 Year Floodplain
(Red Hatch) Civic Center
DDA Boundary
G.172
APPENDIX NOVEMBER 2021
ECOLOGY: CITY & FEMA FLOODPLAINS
Cherry St
Maple St
Laporte Ave
W Mountain Ave North College AvenueN Meldrum StN Howes StN Mason StSouth College AveLinden StreetCity Hall
Observation
Service
Justice
Center
Mountain
Cafe
Court House
Global Village
Museum Civic CenterParking GarageCivic
Center
Park City of Fort
Collins
Utilities
Washington
Park
Haiston Oil
Park Shop
Eco-Thrift
215 NMansonWellness
Annex
Social
Sustainability
Terracon Penny
Flats
Downtown
Transit Center
St. Joseph’s
Catholic
School
Oak
Street
Plaza
Lee Martinez
Community Park
Northside Aztlan
Community Center
Structures
Roads
Lakes, Rivers, Streams
Rail Road
Parks
Natural Areas
City - Floodway
City - 100 Year High Risk
City - 100 Year Mod. Risk
FEMA - Floodway
FEMA - 100 Year Floodplain
FEMA - 500 Year Floodplain
FEMA - 500 Year Floodplain
Civic Center
DDA Boundary
APPENDIX
G.173
FORT COLLINS: MASTER PLAN
G.174
APPENDIX NOVEMBER 2021
LAND USE: GENERAL IMPROVEMENT DISTRICT & DOWNTOWN DEVELOPMENT AUTHORITY
Cherry Street
Maple Street
Laporte Avenue
West Mountain Avenue
West Mulberry Street North College AvenueN Meldrum StN Mason StS Howes StSouth College AvenueSouth Shields StreetEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine DriveNorth Shields Street(Red Hatch) Civic Center
Rail Road
GID BoundaryStructures
Roads
Lakes, Rivers, Streams
DDA Boundary
APPENDIX
G.175
FORT COLLINS: MASTER PLAN
LAND USE: ZONING
Cherry Street
Maple Street
Laporte Avenue
West Mountain Avenue
West Mulberry Street North College AvenueN Meldrum StN Mason StS Howes StSouth College AvenueSouth Shields StreetEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine DriveNorth Shields Street(White Hatch) Civic Center
Structures
Roads
Lakes, Rivers, Streams
Rail Road
Downtown
Med. Density Mixed-Use
Neigh. Consrv. Buffer
Neigh. Consrv. Med.
Neigh. Consrv. Low
IndustrialPublic Open Lands
CSUUrban Estate
Employment
Com. & Neigh. Commercial
Limited Commercial
G.176
APPENDIX NOVEMBER 2021
LAND USE: ZONING
Cherry Street
Maple Street
Laporte Avenue
W Mountain Ave
W Mulberry St N College AveN Meldrum StN Mason StS Howes StS College AveEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine Drive
(White Hatch) Civic Center
Structures
Roads
Lakes, Rivers, Streams
Rail Road
Downtown
Med. Density Mixed-Use
Neigh. Consrv. Buffer
Neigh. Consrv. Med.
Neigh. Consrv. Low
IndustrialPublic Open Lands
CSUUrban Estate
Employment
Com. & Neigh. Commercial
Limited Commercial
DDA Boundary
APPENDIX
G.177
FORT COLLINS: MASTER PLAN
LAND USE: DOWNTOWN DEVELOPMENT AUTHORITY SUBDISTRICT
Cherry Street
Maple Street
Laporte Avenue
W Mountain Ave
W Mulberry St N College AveN Meldrum StN Mason StS Howes StS College AveEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine Drive
(White Hatch) Civic Center
Structures
Roads
Lakes, Rivers, Streams
Rail Road
Historic Core
Campus North
Entryway Corridor
Innovation
Poudre River Corridor
River
Civic
North Mason
Canyon Avenue
DDA Boundary
G.178
APPENDIX NOVEMBER 2021
LAND USE: STRUCTURE PLAN
Cherry Street
Maple Street
Laporte Avenue
West Mountain Avenue
West Mulberry Street North College AvenueN Meldrum StN Mason StS Howes StSouth College AvenueSouth Shields StreetEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine DriveNorth Shields Street(White Hatch) Civic Center
Structures
Roads
Lakes, Rivers, Streams
Rail Road
Parks & Nat./Pro. Lands
Downtown Mixed-Use
Urban Mixed-Use
Suburban Mixed-Use
Neighborhood Mixed-Use
Mixed Nbrhd.Mixed Employment District
Suburban Nbrhd.
Rural Nbrhd.
R&D/Flex Employment Dist.
Industrial Employment Dist.
Colorado State University
APPENDIX
G.179
FORT COLLINS: MASTER PLAN
LAND USE: DOWNTOWN OPEN PUBLIC SPACE & CONVERTIBLE STREETS
Cherry Street
Maple Street
Laporte Avenue
W Mountain Ave
W Mulberry St N College AveN Meldrum StN Mason StS Howes StS College AveEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine Drive
(White Hatch) Civic Center
Structures
Roads
Lakes, Rivers, Streams
Rail Road
DT Public Open Space
Convertible Streets
Major Paved Trail
Minor Paved Trail
Unpaved Trail
Future Trail
DDA Boundary
G.180
APPENDIX NOVEMBER 2021
LAND USE: PUBLIC OPEN SPACE MANAGED BY PARKS DEPARTMENT
Cherry Street
Maple Street
Laporte Avenue
W Mountain Ave
W Mulberry St N College AveN Meldrum StN Mason StS Howes StS College AveEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine Drive
(White Hatch) Civic Center
Structures
Roads
Lakes, Rivers, Streams
Rail Road
DT Public Open Space Managed by Park Dept.
DDA Boundary
APPENDIX
G.181
FORT COLLINS: MASTER PLAN
LEVEL OF SERVICE BY PARK TYPOLOGY: (RECREATE: PARKS & RECREATION MASTER
PLAN)
Rectangular Fields — Access Standard — 10 Minute Walk
01/21 2
Miles I-25College AveTaft Hill RdTimberline RdMulberry St
Harmony Rd
College AveTaft Hill RdTimberline RdMulberry St
Harmony Rd
Pickleball Courts — Access Standard — 5 Minute Drive
01/21 2
Miles
College AveTaft Hill RdTimberline RdMulberry St
Harmony Rd
Community Gardens — Access Standard — 5 Minute Drive
01/21 2
Miles
Playgrounds — Access Standard — 10 Minute Walk
01/21 2
Miles College AveTaft Hill RdTimberline RdMulberry St
Harmony Rd
College AveTaft Hill RdTimberline RdMulberry St
Harmony Rd
Dog Parks — Access Standard — 5 Minute Drive
01/21 2
Miles
College AveTaft Hill RdTimberline RdMulberry St
Harmony Rd
Diamond Fields — Access Standard — 5 Minute Drive
01/21 2
Miles
Basketball Courts — Access Standard — 10 Minute Walk
01/21 2
Miles College AveTaft Hill RdTimberline RdMulberry St
Harmony Rd
College AveTaft Hill RdTimberline RdMulberry St
Harmony Rd
Pools — Access Standard — 5 Minute Drive
01/21 2
Miles
Idealized 10-Minute Walk
Park Amenity
Existing 10-Minute Walk
Idealized 10-Minute Walk
School Amenity
Existing 10-Minute Walk
Planned Park
Planned School
Population Density
2040
CSU Campus
Service Gap/ New Amenity
Focus Area
Service Gap/ Potentially Filled
by Securing Access to Existing
School Amenity
Service Gap/ Potentially Filled by
New Amenity in Planned Park
G.182
APPENDIX NOVEMBER 2021
POUDRE RIVER: POUDRE RIVER DOWNTOWN MASTER PLAN
APPENDIX
G.183
FORT COLLINS: MASTER PLAN
POUDRE RIVER: POUDRE RIVER DOWNTOWN MASTER PLAN CONTINUED ON NEXT PAGE
G.184
APPENDIX NOVEMBER 2021
POUDRE RIVER: POUDRE RIVER DOWNTOWN MASTER PLANCONTINUED FROM PREVIOUS PAGE
APPENDIX
G.185
FORT COLLINS: MASTER PLAN
POUDRE RIVER: POUDRE RIVER DOWNTOWN MASTER PLAN
G.186
APPENDIX NOVEMBER 2021
MOBILITY: FORT COLLINS STREET MASTER PLAN
Cherry Street
Maple Street
Laporte Avenue
West Mountain Avenue
West Mulberry Street North College AvenueN Meldrum StN Mason StS Howes StSouth College AvenueSouth Shields StreetEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine DriveNorth Shields StreetStructures
Roads
Lakes, Rivers, Streams
Rail Road
(Red Hatch) Civic Center Parks Roundabout
Grade Separated
Rail
Major Arterial 6 Lanes
Arterial 4 Lanes
Arterial 2 Lanes
Collector 2 Lanes
Natural Areas
Schools
Medical Campus
APPENDIX
G.187
FORT COLLINS: MASTER PLAN
MOBILITY: BUS ROUTES & STOPS
Cherry Street
Maple Street
Laporte Avenue
West Mountain Avenue
West Mulberry Street North College AvenueN Meldrum StN Mason StS Howes StSouth College AvenueSouth Shields StreetEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine DriveNorth Shields StreetStructures
Roads
Lakes, Rivers, Streams
Rail Road
(Red Hatch) Civic Center Parks Bus Route
Bus Stop
Bus Stop - Accessible
MAX Bus Stop - Accessible
Natural Areas
Schools
Medical Campus
G.188
APPENDIX NOVEMBER 2021
MOBILITY: BUS ROUTES & STOPS
Cherry Street
Maple Street
Laporte Avenue
W Mountain Ave
W Mulberry St N College AveN Meldrum StN Mason StS Howes StS College AveEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine Drive
Structures
Roads
Lakes, Rivers, Streams
Rail Road
Parks Bus Route
Bus Stop
Bus Stop - Accessible
MAX Bus Stop - Accessible
Natural Areas
Schools
Medical Campus
(White Hatch) Civic Center
DDA Boundary
APPENDIX
G.189
FORT COLLINS: MASTER PLAN
MOBILITY: BUS ROUTES & STOPS
Cherry St
Maple St
Laporte Ave
W Mountain Ave North College AvenueN Meldrum StN Howes StN Mason StSouth College AveLinden StreetCity Hall
Observation
Service
Justice
Center
Mountain
Cafe
Court House
Global Village
Museum Civic CenterParking GarageCivic
Center
Park City of Fort
Collins
Utilities
Washington
Park
Haiston Oil
Park Shop
Eco-Thrift
215 NMansonWellness
Annex
Social
Sustainability
Terracon Penny
Flats
Downtown
Transit Center
St. Joseph’s
Catholic
School
Parks Bus Route
Bus Stop
Bus Stop - Accessible
MAX Bus Stop - Accessible
Natural Areas
Schools
Medical Campus
Civic Center DDA Boundary
G.190
APPENDIX NOVEMBER 2021
MOBILITY: DOWNTOWN PARKING
Cherry St
Maple St
Laporte Ave
W Mountain Ave North College AvenueN Meldrum StN Howes StN Mason StSouth College AveLinden StreetCity Hall
Observation
Service
Justice
Center
Mountain
Cafe
Court House
Global Village
Museum Civic CenterParking GarageCity of Fort
Collins
Utilities
Haiston Oil
Park Shop
Eco-Thrift
215 NMansonWellness
Annex
Social
Sustainability
Terracon Penny
Flats
Downtown
Transit Center
St. Joseph’s
Catholic
School
Parking Garage
Surface Parking Lot
RP3 Zones - Res. Parking
2 Hour Parking Zone
15-30 Min Parking Zone
Unsigned Parking Zone
Accessible Parking
Civic Center
DDA Boundary
APPENDIX
G.191
FORT COLLINS: MASTER PLAN
MOBILITY: BIKE ROUTES BY TRAFFIC VOLUME & SPEED
Cherry Street
Maple Street
Laporte Avenue
West Mountain Avenue
West Mulberry Street North College AvenueN Meldrum StN Mason StS Howes StSouth College AvenueSouth Shields StreetEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine DriveNorth Shields StreetStructures
Roads
Lakes, Rivers, Streams
Rail Road
(Red Hatch) Civic Center Parks Shared Rd: Low Traffic
Shared Rd: High Traffic
Cyclists Prohibited on Rd
Bike Lane Gap
Major Paved Trail
Future Trail
Future Trail
Unpaved Trail
Min. Paved Trail
Natural Areas
Bike Dismount Areas
Bike Lane: Low Vol./Sp.
Bike Lane: High Vol./Sp.
G.192
APPENDIX NOVEMBER 2021
MOBILITY: BIKE ROUTES BY TRAFFIC VOLUME & SPEED
Cherry Street
Maple Street
Laporte Avenue
W Mountain Ave
W Mulberry St N College AveN Meldrum StN Mason StS Howes StS College AveEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine Drive
Structures
Roads
Lakes, Rivers, Streams
Rail Road
(Red Hatch) Civic Center Parks Shared Rd: Low Traffic
Shared Rd: High Traffic
Cyclists Prohibited on Rd
Bike Lane Gap
Major Paved Trail
Future Trail
Future Trail
Unpaved Trail
Min. Paved Trail
Natural Areas
Bike Dismount Areas
Bike Lane: Low Vol./Sp.
Bike Lane: High Vol./Sp.DDA Boundary
APPENDIX
G.193
FORT COLLINS: MASTER PLAN
MOBILITY: BIKE ROUTES BY TRAFFIC VOLUME & SPEED
Cherry St
Maple St
Laporte Ave
W Mountain Ave North College AvenueN Meldrum StN Howes StN Mason StSouth College AveLinden StreetCity Hall
Observation
Service
Justice
Center
Mountain
Cafe
Court House
Global Village
Museum Civic CenterParking GarageCivic
Center
Park City of Fort
Collins
Utilities
Washington
Park
Haiston Oil
Park Shop
Eco-Thrift
215 NMansonWellness
Annex
Social
Sustainability
Terracon Penny
Flats
Downtown
Transit Center
St. Joseph’s
Catholic
School
Parks
Natural Areas
Pace Bike Share
Civic Center
Shared Rd: Low Traffic
Shared Rd: High Traffic
Cyclists Prohibited on Rd
Bike Lane Gap
Major Paved Trail
Future Trail
Unpaved Trail
Min. Paved Trail
Bike Lane: Low Vol./Sp.
Bike Lane: High Vol./Sp.
DDA Boundary
G.194
APPENDIX NOVEMBER 2021
MOBILITY: 2020 LOW STRESS BIKE NETWORK (2014 BICYCLE MASTER PLAN)
Cherry Street
Maple Street
Laporte Avenue
West Mountain Avenue
West Mulberry Street North College AvenueN Meldrum StN Mason StS Howes StSouth College AvenueSouth Shields StreetEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine DriveNorth Shields StreetStructures
Roads
Lakes, Rivers, Streams
Rail Road
(Red Hatch) Civic Center Parks Planned Bike Share
Other Crossing Impr.
New Trail/Street Con.
Signal Improvement
Add Signal
Low-Stress: Min. St.
Low-Stress: Maj. St.
Planned Trail/
Shared Use Path
2020 Paved Trail
2-Way Side Path
Natural Areas
Schools
Medical Campus
APPENDIX
G.195
FORT COLLINS: MASTER PLAN
MOBILITY: 2020 LOW STRESS BIKE NETWORK (2014 BICYCLE MASTER PLAN)
Cherry Street
Maple Street
Laporte Avenue
West Mountain Avenue
West Mulberry Street North College AvenueN Meldrum StN Mason StS Howes StSouth College AvenueSouth Shields StreetEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Avenue
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine DriveNorth Shields StreetStructures
Roads
Lakes, Rivers, Streams
Rail Road
(Red Hatch) Civic Center Parks Planned Bike Share
Other Crossing Impr.
New Trail/Street Con.
Signal Improvement
Add Signal
Buffered Bike Lane
Protected Bike Lane
Priority Shared Lane
Bike Lane
Signed Route
Paved Trails/
Shared-Use Paths
2-Way Side Path
Natural Areas
Schools
Medical Campus
G.196
APPENDIX NOVEMBER 2021
MOBILITY: SIDEWALK PRIORITIZATION & TRAILS
Cherry Street
1/2 Mile
(10 Min Walk)
1/4 Mile
(5 Min Walk)
Maple Street
Laporte Avenue
W Mountain Ave
W Mulberry St N College AveN Meldrum StN Mason StS Howes StS College AveEast Laurel Street
East Mulberry Street
E Mountain Ave
East Lincoln Ave
P
o
u
d
r
e
R
i
v
e
rLinden StreetEast Vine Drive
Structures
Roads
Lakes, Rivers, Streams
Rail Road
1/4 & 1/2 Mile Distances Major Paved Trail
Future Trail
Unpaved Trail
Min. Paved TrailHighest Priority
Higher Priority
Medium Priority
Lower Priority DDA Boundary
(White Hatch) Civic Center
APPENDIX
G.197
FORT COLLINS: MASTER PLAN
MOBILITY: SIDEWALK PRIORITIZATION & TRAILS
Cherry St
Maple St
Laporte Ave
W Mountain Ave North College AvenueN Meldrum StN Howes StN Mason StSouth College AveLinden StreetCity Hall
Observation
Service
Justice
Center
Mountain
Cafe
Court House
Global Village
Museum Civic CenterParking GarageCity of Fort
Collins
Utilities
Haiston Oil
Park Shop
Eco-Thrift
215 NMansonWellness
Annex
Social
Sustainability
Terracon Penny
Flats
Downtown
Transit Center
St. Joseph’s
Catholic
School
Civic Center
1/4 & 1/2 Mile Distances
Major Paved Trail
Future Trail
Unpaved Trail
Min. Paved Trail
Highest Priority
Higher Priority
Medium Priority
Lower Priority
DDA Boundary
G.198
APPENDIX NOVEMBER 2021APPENDIX
CLIMATE DATA TABLES
APPENDIX
G.199
FORT COLLINS: MASTER PLAN
G.200
APPENDIX NOVEMBER 2021
Hourly Dry Bulb Temperature
Average Monthly Temperature
CLIMATE DATA: HOURLY DRY BULB TEMPERATURE
CLIMATE DATA: AVERAGE MONTHLY TEMPERATURE
RECORDED HIGH -
DESIGN HIGH -
AVERAGE HIGH -
MEAN -
DESIGN LOW -
RECORDED LOW -
COMFORT ZONE
SUMMER
WINTER
(At 50% Relative Humidity)
AVERAGE LOW -
20%
(Degree F)
< 32
DRY BULB TEMP
32 - 69
69 - 81
81 - 100
> 100
20%
11%
6%
0%
APPENDIX
G.201
FORT COLLINS: MASTER PLAN
CLIMATE DATA: RELATIVE HUMIDITY HEAT MAP
5%
(Degree F)
< 20
RELATIVE HUMIDITY
20 - 40
40 - 60
60 - 80
> 80
25%
27%
27%
16%
Relative Humidity Heat Map
G.202
APPENDIX NOVEMBER 2021
CLIMATE DATA: ANNUAL WIND CHARACTERISTICS
CLIMATE DATA: WINTER WIND CHARACTERISTICS (NOVEMBER-FEBRUARY)
(Degree F)
< 32
TEMPERATURE
32 - 69
69 - 81
81 - 100
> 100
Winter Wind Characteristics (Nov-Feb)
(%)
< 30
RELATIVE HUMIDITY
30 - 70
> 70
Annual Wind Characteristics
RECORDED HIGH -
AVERAGE HIGH -
MEAN -
RECORDED LOW -
(mph)
AVERAGE LOW -
APPENDIX
G.203
FORT COLLINS: MASTER PLAN
CLIMATE DATA: SUMMER WIND CHARACTERISTICS (JUNE-AUGUST)
(Degree F)
< 32
TEMPERATURE
32 - 69
69 - 81
81 - 100
> 100
Summer Wind Characteristics (Jun-Aug)
(%)
< 30
RELATIVE HUMIDITY
30 - 70
> 70
G.204
APPENDIX NOVEMBER 2021
CLIMATE DATA: SOLAR RADIATION RANGES
CLIMATE DATA: AVERAGE DAILY ILLUMINATION
Average Daily Illumination
RECORDED HIGH -
AVERAGE HIGH -
MEAN -
RECORDED LOW -
(footcandles)
AVERAGE LOW -
DIRECT NORMAL
GLOBAL
HORIZONTAL
RECORDED:
Solar Radiation Ranges
HOURLY AVERAGES
DAYLIT HOURS ONLY
RECORDED HIGH -
AVERAGE HIGH -
MEAN -
RECORDED LOW -
(footcandles)
AVERAGE LOW -
DIRECT NORMAL
GLOBAL
HORIZONTAL
RECORDED:
TOTAL SURFACE
APPENDIX
G.205
FORT COLLINS: MASTER PLAN
CLIMATE DATA: PSYCHROMETRIC CHART
CLIMATE DATA: SKY COVER HOURLY
Sky Cover Hourly
52%
(percent)
< 10
SKY COVER
10 - 30
30 - 60
60 - 80
> 80
10%
11%
4%
23%
G.206
APPENDIX NOVEMBER 2021APPENDIX
DEPARTMENT INFORMATION + SPACE PROJECTIONS
APPENDIX
G.207
FORT COLLINS: MASTER PLAN
G.208
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Designated work stations and private offices
Support spaces
X Secure storage room
X Storage for marketing/event/collateral/give
aways
X Storage for large event items
Collaboration/conference spaces
X Large and small groups
X Internal and external partner meetings
X Touch down spaces
Special requirements
X Drop box for equipment
X Entire space vs sharing
Customer interaction
X Broadband users
X On and Off-site community engagement
Security
X Inviting and secure spaces
X More approachable
X Storage security
Parking
X City/Pool car spaces
\ BROADBAND
FUNCTION:
X Implementing and providing high-speed broadband Internet service.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH1 1119 ALL
(100%)60%115% 8%
ALL
(100%)60%115% 5%
9 708 497 544 13
972 655 727 16
Service Director PO-1 180 1 180 180 180 1 180 180 180 1
Director/Department Head PO-2 140 0 00000 000
Division Head WS-1 80 1 80 48 55 2 120 72 83 2
Supervisor/Manager WS-2 64 1 64 38 44 2
96 58 66 2
Staff - Typ WS-3 64 6 384 230 265 9 576 346 397 11
PTE/Intern/Temp/Volunteer WS-4 36 0 00000 000
Field/Crew WS-5 36 0 00000 000
174 10.0 108 100 102 14.0 119 106 109 17.0
SEE AUX.Coffee/Break/Café/Lounge FACTOR 136 0.00 9 00013 0 0016
Storage/Files/Resource SET VALUE 0801 80 80 80 1 80 80 80 1
Work/Copy FACTOR 38 0.04 0 28 20 22 0 39 26 29 0
0 000000000
000000 000
000000 000
000000 000
000000 000
ASF 1293 816 597 646 1,091 761 836
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)1754 55%1,484 1,085 1,175 1,984 1,384 1,519
STAFF 91316
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.209
FORT COLLINS: MASTER PLAN
Public/Community engagement
X On and off site community engagement
activities
X Meetings
X Speaking events
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 7%
ALL
(100%)60%115% 7%
ALL
(100%)60%115% 7%
ALL
(100%)60%115% 7%
ALL
(100%)60%115%
1170 774 863 22
1566 1012 1136 30
2093 1328 1500 41
2821 1764 2002 56
3825 2367 2695
180 180 180 1 180 180 180 1 180 180 180 1 180 180 180 1 180 180 180
0 0000 0000 0000 0000 00
150 90 103 3 210 126 145 4 290 174 200 5 400 240 276 7 552 331 381
120 72 83 3
168 101 116 4
232 139 160 5
320 192 221 7
442 265 305
720 432 497 16 1008 605 695 22 1391 835 960 30 1921 1152 1325 41 2651 1591 1829
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
127 111 115 23.0 143 120 125 31.0 164 133 140 42.0 193 151 160 57.2 233 175 188
0 0022 0 0030 0 0041 0 0056 0 00
80 80 80 1 80 80 80 1 80 80 80 1 80 80 80 1 80 80 80
47 31 35 0 63 40 45 0 84 53 60 0 113 71 80 0 153 95 108
0000000000000000000
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
1,297 885 978 1,708 1,132 1,262 2,257 1,461 1,640 3,014 1,915 2,162 4,058 2,542 2,883
2,358 1,609 1,777 3,106 2,058 2,294 4,103 2,656 2,982 5,479 3,482 3,931 7,379 4,622 5,242
22 30 41 56
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.210
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Small offices for privacy and legal matters
X Work stations for department growth
X Shared spaces to promote interaction
Support spaces
X Break room inside secured area
X Extra storage space for supplies, equipment,
books, and legal resources
X Shared reception with City Clerk and
Manager
Collaboration/conference spaces
X Use for informal interactions
X Small to large conference rooms
Special requirements
X Arraignment spaces with high security
X Separate exit from main front entrance
Security
X High level of security throughout the whole
building at all times
X Secured public restrooms and drinking
fountains
\ CITY ATTORNEY
FUNCTION:
X Providing legal services to all City officers and employees, represent the City in all legal proceedings,
review all contracts and other legal documents, prepare all Council actions, and prosecute municipal
offenses in Municipal Court. PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH2 2608 ALL
(100%)60%115% 3%
ALL
(100%)60%115% 2%
22 2636 1654 1875 26
3127 1948 2213 27
Service Director PO-1 180 1 180 180 180 1 180 180 180 1
Director/Department Head PO-2 140 14 1960 1176 1352 17
2380 1428 1642 17
Division Head WS-1 80 3 240 144 166 3 274 165 189 4
Supervisor/Manager WS-2 64 2 128 77 88 2
146 88 101 3
Staff - Typ WS-3 64 2 128 77 88 2 146 88 101 3
PTE/Intern/Temp/Volunteer WS-4 36 0 00000 000
Field/Crew WS-5 36 0 00000 000
913 23.0 405 366 375 27.0 425 378 389 28.0
SEE AUX.Coffee/Break/Café/Lounge FACTOR 228 0.00 22 00026 0 0027
Storage/Files/Resource SET VALUE 591 300 1 300 300 300 1 300 300 300 1
Work/Copy FACTOR 94 0.04 0 105 66 75 0 125 78 89 0
83 000000000
SEE AUX. Reception - Waiting SHARED/CS 83 000000 000
000000 000
000000 000
000000 000
ASF 3604 3041 2020 2250 3552 2326 2602
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)4944 55%5530 3672 4090 6458 4229 4731
STAFF 22 26 27
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.211
FORT COLLINS: MASTER PLAN
X Secured reception and waiting area with
direct line of sight
X Private and secured access for prosecutors
X Secured storage for private files
X Security related to viewing through windows
Public/community engagement
X Significant contact with public
X Municipal interaction
X City Hall ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115%
3198 1991 2262 28
3269 2033 2311 29
3358 2087 2373 31
3459 2147 2443 32
3573 2216 2521
180 180 180 1 180 180 180 1 180 180 180 1 180 180 180 1 180 180 180
2380 1428 1642 17
2380 1428 1642 17
2380 1428 1642 17
2380 1428 1642 17
2380 1428 1642
309 185 213 4 343 206 237 5 386 232 266 5 435 261 300 6 490 294 338
165 99 114 3
183 110 126 3
206 124 142 4
232 139 160 4
261 157 180
165 99 114 3 183 110 126 3 206 124 142 4 232 139 160 4 261 157 180
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
428 380 390 29.0 431 381 392 30.3 434 383 395 31.7 438 386 398 33.3 443 389 401
0 0028 0 0029 0 0031 0 0032 0 00
300 300 300 1 300 300 300 1 300 300 300 1 300 300 300 1 300 300 300
128 80 90 0 131 81 92 0 134 83 95 0 138 86 98 0 143 89 101
0000000000000000000
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
3626 2370 2653 3699 2414 2704 3793 2470 2768 3897 2533 2840 4016 2604 2922
6592 4310 4823 6726 4390 4916 6895 4492 5032 7086 4606 5164 7301 4735 5312
28 29 31 32
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.212
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Designated private offices
X Work stations for future department growth
Support spaces
X Active and secure long-term file storage
X Secure storage for ballots
X Dedicated flex space for election
Collaboration/Conference spaces
X Small and large conference rooms
X Centralized work room
Special requirements
X Space to accommodate elections
X Dedicated passport space
Security
X 24/7 camera security
X Spaces flexible for community and city use
X Separately secured reception and waiting area
\ CITY CLERK
FUNCTION:
X Manage Council Agenda process and support Council members and City leadership at Council, LPT
and ELT meetings; Liquor licensing, Marijuana licensing, passports, board and commissions program
management, open records and privacy programs, and City elections and relative initiative and
referendum activities.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH3 1231 ALL
(100%)60%115% 5%
ALL
(100%)60%115% 2%
8 628 449 489 10
756 526 577 11
Service Director PO-1 180 1 180 180 180 1 180 180 180 1
Director/Department Head PO-2 140 0 00000 000
Division Head WS-1 80 0 00000 000
Supervisor/Manager WS-2 64 0 00000 000
Staff - Typ WS-3 64 7 448 269 309 9 576 346 397 10
PTE/Intern/Temp/Volunteer WS-4 36 0 00000 000
Field/Crew WS-5 36 0 00000 000
949 9.0 325 318 320 11.0 330 321 323 12.0
SEE AUX.Coffee/Break/Café/Lounge FACTOR 266 0.00 8 00010 0 0011
Storage/Files/Resource SET VALUE 270 300 1 300 300 300 1 300 300 300 1
Work/Copy FACTOR 413 0.04 0 25 18 20 0 30 21 23 0
705 2 670 670 670 2 670 670 670 2
SEE AUX. Reception - Waiting SHARED/CS 368 000000 000
Vault (File Room) SET VALUE 337 350 1 350 350 350 1 350 350 350 1
Additional Work/Copy SET VALUE 320 1 320 320 320 1 320 320 320 1
000000 000
ASF 2885 1,623 1,437 1,479 1,756 1,517 1,570
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)3354 55%2,951 2,612 2,689 3,193 2,757 2,855
STAFF 81011
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.213
FORT COLLINS: MASTER PLAN
X Ability to securely lock down office area
X Secured reception
X Secure office suites with second exit
Public/community engagement
X Service counters
X Guidance on Council agendas
X Liquor and marijuana licensing
X Election-related information
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 2%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115%
820 564 622 12
884 602 666 14
999 671 745 16
1132 751 837 18
1288 845 944
180 180 180 1 180 180 180 1 180 180 180 1 180 180 180 1 180 180 180
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
640 384 442 11 704 422 486 13 819 491 565 15 952 571 657 17 1108 665 764
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
333 323 325 13.0 335 324 327 14.8 340 327 330 16.9 345 330 333 19.3 352 334 338
0 0012 0 0014 0 0016 0 0018 0 00
300 300 300 1 300 300 300 1 300 300 300 1 300 300 300 1 300 300 300
33 23 25 0 35 24 27 0 40 27 30 0 45 30 33 0 52 34 38
670 670 670 2 670 670 670 2 670 670 670 2 670 670 670 2 670 670 670
0 0000 0000 0000 0000 00
350 350 350 1 350 350 350 1 350 350 350 1 350 350 350 1 350 350 350
320 320 320 1 320 320 320 1 320 320 320 1 320 320 320 1 320 320 320
0 0000 0000 0000 0000 00
1,823 1,556 1,616 1,889 1,596 1,662 2,009 1,668 1,745 2,147 1,751 1,840 2,309 1,848 1,952
3,314 2,830 2,939 3,435 2,902 3,022 3,652 3,033 3,172 3,904 3,184 3,346 4,198 3,361 3,549
12 14 16 18
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.214
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Offices catered for interaction
X Work stations throughout the building for
variation in working location
X Private executive and council member offices
Support spaces
X Private restroom
X Storage spaces
X Lounge area with kitchenette for visitors and
employees
X Canteen with commercial kitchen
X Secured public restrooms and drinking
fountains
X Secured reception area
Collaboration/conference spaces
X Small casual gatherings and one on ones
X Small to large conference rooms
X Acoustic separation for privacy in
collaboration and phone rooms
\ CITY MANAGER
FUNCTION:
X Interaction with customers and City Staff. Council interactions and packet coordination. Meetings with
external/community members and internal staff.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH4 2874 ALL
(100%)60%115% 14%
ALL
(100%)60%115% 4%
17 1792 1547 1602 26
2343 1878 1982 30
Service Director PO-1 180 5 900 900 900 5 900 900 900 5
Director/Department Head PO-2 140 2 280 280 280 2
280 280 280 2
Division Head WS-1 80 0 00000 000
Supervisor/Manager WS-2 64 1 64 38 44 2
122 73 84 2
Staff - Typ WS-3 64 8 512 307 353 15 973 584 671 18
PTE/Intern/Temp/Volunteer WS-4 36 1 36 22 25 2
68 41 47 2
Field/Crew WS-5 36 0 00000 000
1367 18.0 572 562 564 27.0 594 575 579 31.0
SEE AUX.Coffee/Break/Café/Lounge FACTOR 128 0.00 17 00026 0 0030
Storage/Files/Resource SET VALUE 981 500 1 500 500 500 1 500 500 500 1
Work/Copy FACTOR 258 0.04 0 72 62 64 0 94 75 79 0
3618 5 5420 5420 5420
5 5420 5420 5420
5
SEE AUX. Reception - Waiting SHARED/CS 181 000000 000
Kitchenette- Visitor SET VALUE 18 20 1202020120 20 20 1
000000 000
City Council Chambers SET VALUE 2242 4000 1 4000 4000 4000 1 4000 4000 4000 1
Council Conference - Board Room SET VALUE 410 650 1 650 650 650 1 650 650 650 1
Kitchenette SET VALUE 30 150 1 150 150 150 1 150 150 150 1
Large Conference (sin CO River) SET VALUE 737 600 1 600 600 600 1 600 600 600 1
000000 000
000000 000
ASF 7859 7,784 7,529 7,586 8,357 7,873 7,982
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)9781 55%14,152 13,689 13,793 15,194 14,314 14,512
STAFF 17 26 30
SUPPORT TOTAL
STAFF
SPECIAL TOTAL
TOTAL
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.215
FORT COLLINS: MASTER PLAN
Special requirements
X Council chambers
X Focused for transparency, security, and
ease of access
X Movable walls for more flexibility
Public/community engagement
X Drop ins
X Council meetings
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 2%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115%
2588 2025 2152 33
2772 2135 2278 37
3042 2297 2465 43
3359 2487 2683 49
3729 2709 2939
900 900 900 5 900 900 900 5 900 900 900 5 900 900 900 5 900 900 900
280 280 280 2
280 280 280 2
280 280 280 2
280 280 280 2
280 280 280
0 0000 0000 0000 0000 00
147 88 102 3
166 100 115 3
195 117 134 4
228 137 157 4
267 160 184
1178 707 813 21 1332 799 919 24 1558 935 1075 28 1823 1094 1258 33 2133 1280 1471
83 50 57 3
94 56 65 3
110 66 76 4
128 77 88 4
150 90 103
0 0000 0000 0000 0000 00
604 581 586 34.0 611 585 591 38.4 622 592 599 43.6 634 599 607 49.7 649 608 618
0 0033 0 0037 0 0043 0 0049 0 00
500 500 500 1 500 500 500 1 500 500 500 1 500 500 500 1 500 500 500
104 81 86 0 111 85 91 0 122 92 99 0 134 99 107 0 149 108 118
5420 5420 5420 5 5420 5420 5420 5 5420 5420 5420 5 5420 5420 5420 5 5420 5420 5420
0 0000 0000 0000 0000 00
20 20 20 1 20 20 20 1 20 20 20 1 20 20 20 1 20 20 20
0 0000 0000 0000 0000 00
4000 4000 4000 1 4000 4000 4000 1 4000 4000 4000 1 4000 4000 4000 1 4000 4000 4000
650 650 650 1 650 650 650 1 650 650 650 1 650 650 650 1 650 650 650
150 150 150 1 150 150 150 1 150 150 150 1 150 150 150 1 150 150 150
600 600 600 1 600 600 600 1 600 600 600 1 600 600 600 1 600 600 600
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
8,612 8,026 8,158 8,802 8,140 8,289 9,084 8,309 8,483 9,413 8,507 8,711 9,798 8,738 8,976
15,657 14,592 14,832 16,004 14,801 15,071 16,516 15,108 15,425 17,115 15,467 15,838 17,815 15,887 16,321
33 37 43 49
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.216
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Open cube workstations
X Private offices and work stations
X Private call/meeting spaces
Support spaces
X On site equipment storage and work space
X Small and large event storage
X Photo studio storage
X Designated IT storage
X Designated print room
Collaboration/Conference spaces
X Open and closed collaboration spaces
X Small meeting room
X Large community rooms for public
engagement events
Special requirements
X Photo studio spaces
Security
X Security consistent through buildings
\ COMMUNICATION AND PUBLIC INVOLVEMENT
COMMUNICATION AND PUBLIC INVOLVEMENT
FUNCTION:
X Centralized communication and management of the City’s communications, print, broadcast/video, online
website, social media, public engagement, and Access Fort Collins.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH5 946 ALL
(100%)60%115% 3%
ALL
(100%)60%115% 2%
16 1104 790 861 18
1216 858 938 20
Service Director PO-1 180 1 180 180 180 1 180 180 180 1
Director/Department Head PO-2 140 1 140 140 140 1
140 140 140 1
Division Head WS-1 80 0 00000 000
Supervisor/Manager WS-2 64 0 00000 000
Staff - Typ WS-3 64 10 640 384 442 11 732 439 505 13
PTE/Intern/Temp/Volunteer WS-4 36 4 144 86 99 5
165 99 114 5
Field/Crew WS-5 36 0 00000 000
242 17.0 144 132 134 19.0 149 134 138 21.0
SEE AUX.Coffee/Break/Café/Lounge FACTOR 79 0.00 16 00018 0 0020
Storage/Files/Resource SET VALUE 83 100 1 100 100 100 1 100 100 100 1
Work/Copy FACTOR 80 0.04 0 44 32 34 0 49 34 38 0
243 2 260 260 260 2 260 260 260 2
Photo Studio 163 160 1 160 160 160 1 160 160 160 1
SEE AUX. Reception - Waiting SHARED/CS 80 000000 000
SEE AUX. Storage/dock/general receiving EVENT STORAGE 000000 000
Additional Work/Copy 100 1 100 100 100 1 100 100 100 1
ASF 1431 1,508 1,182 1,255 1,625 1,252 1,336
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)2207 55%2,742 2,149 2,283 2,954 2,276 2,429
STAFF 16 18 20
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.217
FORT COLLINS: MASTER PLAN
Public/community engagement
X Manages City’s main communication outlets
X Oversees public engagement strategy
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 4%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115%
1328 925 1016 24
1552 1059 1170 27
1741 1173 1300 31
1958 1303 1451 36
2209 1454 1624
180 180 180 1 180 180 180 1 180 180 180 1 180 180 180 1 180 180 180
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
823 494 568 16 1006 604 694 18 1160 696 800 21 1338 803 923 24 1542 925 1064
185 111 128 6
226 136 156 7
261 157 180 8
301 181 208 10
347 208 239
0 0000 0000 0000 0000 00
153 137 141 25.0 162 142 147 28.4 170 147 152 32.3 178 152 158 36.7 188 158 165
0 0024 0 0027 0 0031 0 0036 0 00
100 100 100 1 100 100 100 1 100 100 100 1 100 100 100 1 100 100 100
53 37 41 0 62 42 47 0 70 47 52 0 78 52 58 0 88 58 65
260 260 260 2 260 260 260 2 260 260 260 2 260 260 260 2 260 260 260
160 160 160 1 160 160 160 1 160 160 160 1 160 160 160 1 160 160 160
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
100 100 100 1 100 100 100 1 100 100 100 1 100 100 100 1 100 100 100
1,741 1,322 1,416 1,974 1,462 1,577 2,171 1,579 1,712 2,397 1,715 1,869 2,658 1,872 2,049
3,166 2,403 2,575 3,590 2,658 2,867 3,946 2,872 3,114 4,358 3,119 3,397 4,832 3,403 3,725
24 27 31 36
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.218
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Dedicated office space
X Open work station space
Support spaces
X On site equipment storage and work space
X TV studio storage
Collaboration/Conference spaces
X Open and closed collaboration spaces
X Small meeting room
Special requirements
X Server room for equipment
X Soundproof editing suites
X Video studio spaces
X Dedicated reception space
X Green room
X Video viewing room
Security
X Security consistent through buildings
Public/community engagement
X Public engagement events and activities
\ COMMUNICATION AND PUBLIC INVOLVEMENT
FCTV
FUNCTION:
X Video production and the management of the City’s government access cable channel.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH6 360 ALL
(100%)60%115% 0%
ALL
(100%)60%115% 4%
6 488 365 393 6
488 365 393 7
Service Director PO-1 180 1 180 180 180 1 180 180 180 1
Director/Department Head PO-2 140 0 00000 000
Division Head WS-1 80 1 80 48 55 1 80 48 55 1
Supervisor/Manager WS-2 64 0 00000 000
Staff - Typ WS-3 64 3 192 115 132 3 192 115 132 4
PTE/Intern/Temp/Volunteer WS-4 36 1 36 22 25 1
36 22 25 1
Field/Crew WS-5 36 0 00000 000
20 7.0 220 215 216 7.0 220 215 216 8.0
SEE AUX.Coffee/Break/Café/Lounge FACTOR 0 0.00 6 0006 0 007
Storage/Files/Resource SET VALUE 20 200 1 200 200 200 1 200 200 200 1
Work/Copy FACTOR 0 0.04 0 20 15 16 0 20 15 16 0
2055 8 1990 1990 1990
8 1990 1990 1990
8
Control Room 526 250 2 500 500 500 2 500 500 500 2
Server 77 100 1 100 100 100 1 100 100 100 1
Studio - Video 670 800 1 800 800 800 1 800 800 800 1
Editing 182 90 3 270 270 270 3 270 270 270 3
Viewing Room 320 1 320 320 320 1 320 320 320 1
SEE AUX. Storage/dock space/general receiving 0 0 0 0 0 0 000
SEE AUX. Equipment Lab 400 000000 000
SEE AUX. Off Site Storage 200 000000 000
00
ASF 2435 2,698 2,569 2,598 2,698 2,569 2,598
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)2458 55%4,905 4,672 4,724 4,905 4,672 4,724
STAFF 667
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.219
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 3%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115%
550 402 435 8
611 439 477 9
663 470 513 10
720 504 553 11
785 543 597
180 180 180 1 180 180 180 1 180 180 180 1 180 180 180 1 180 180 180
0 0000 0000 0000 0000 00
96 58 66 1 112 67 77 2 125 75 86 2 140 84 97 2 157 94 108
0 0000 0000 0000 0000 00
230 138 159 4 269 161 185 5 301 180 208 5 337 202 232 6 377 226 260
43 26 30 1
50 30 35 2
56 34 39 2
63 38 44 2
71 42 49
0 0000 0000 0000 0000 00
222 216 217 9.0 224 218 219 9.8 227 219 221 10.8 229 220 222 11.8 231 222 224
0 008 0 009 0 0010 0 0011 0 00
200 200 200 1 200 200 200 1 200 200 200 1 200 200 200 1 200 200 200
22 16 17 0 24 18 19 0 27 19 21 0 29 20 22 0 31 22 24
1990 1990 1990 8 1990 1990 1990 8 1990 1990 1990 8 1990 1990 1990 8 1990 1990 1990
500 500 500 2 500 500 500 2 500 500 500 2 500 500 500 2 500 500 500
100 100 100 1 100 100 100 1 100 100 100 1 100 100 100 1 100 100 100
800 800 800 1 800 800 800 1 800 800 800 1 800 800 800 1 800 800 800
270 270 270 3 270 270 270 3 270 270 270 3 270 270 270 3 270 270 270
320 320 320 1 320 320 320 1 320 320 320 1 320 320 320 1 320 320 320
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0000
2,762 2,608 2,642 2,826 2,646 2,687 2,879 2,678 2,723 2,939 2,714 2,765 3,006 2,754 2,811
5,021 4,741 4,804 5,137 4,811 4,885 5,235 4,870 4,952 5,343 4,935 5,027 5,465 5,008 5,111
8 9 10 11
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.220
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Designated offices
X Work stations and touchdown spaces for
additional staff
X Permanent space for finance
Support spaces
X File storage
X Shared storage/print room
X Shared reception
Collaboration/conference spaces
X Spaces to be public facing
Public/community engagement
X Public facing
X City programming
X Resident engagement
\ COMMUNITY SERVICES
CULTURAL SERVICES
FUNCTION: Management of multiple Cultural facilities and programs.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH7 429 ALL
(100%)60%115% 38%
ALL
(100%)60%115% 10%
3 384 358 364 7
640 512 541 10
Service Director PO-1 180 1 180 180 180 1 180 180 180 1
Director/Department Head PO-2 140 1 140 140 140 1
140 140 140 1
Division Head WS-1 80 0 00000 000
Supervisor/Manager WS-2 64 0 00000 000
Staff - Typ WS-3 64 1 64 38 44 5 320 192 221 8
PTE/Intern/Temp/Volunteer WS-4 36 0 00000 000
Field/Crew WS-5 36 0 00000 000
89 3.0 15 14 15 7.0 26 20 22 10.0
SEE AUX.Coffee/Break/Café/Lounge FACTOR 89 0.00 3 0007 0 0010
Storage/Files/Resource SET VALUE 000 0000 0 000
Work/Copy FACTOR 0 0.04 0 15 14 15 0 26 20 22 0
0 000000000
000000 000
000000 000
000000 000
000000 000
ASF 518 399 373 379 666 532 562
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)557 55%726 678 689 1,210 968 1,023
STAFF 3710
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.221
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 2%
ALL
(100%)60%115% 6%
ALL
(100%)60%115% 6%
ALL
(100%)60%115% 6%
ALL
(100%)60%115%
832 627 673 11
896 666 717 14
1095 785 855 18
1363 946 1040 24
1724 1162 1289
180 180 180 1 180 180 180 1 180 180 180 1 180 180 180 1 180 180 180
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
512 307 353 9 576 346 397 12 775 465 535 16 1043 626 720 22 1404 842 969
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
33 25 27 11.0 36 27 29 14.1 44 31 34 18.3 55 38 42 23.9 69 46 52
0 0011 0 0014 0 0018 0 0024 0 00
0 000 0 000 0 000 0 000 0 00
33 25 27 0 36 27 29 0 44 31 34 0 55 38 42 0 69 46 52
0000000000000000000
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
865 652 700 932 692 746 1,139 816 889 1,418 984 1,081 1,793 1,209 1,340
1,573 1,186 1,273 1,694 1,259 1,357 2,071 1,484 1,616 2,578 1,789 1,966 3,260 2,198 2,437
11 14 18 24
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.222
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Small dedicated work stations
X Collaborative design space
Support spaces
X Shared storage/print room
X Shared reception
Collaboration/conference spaces
X Collaborative team work space
X Small meeting areas
X Large meeting areas
X After hour meeting spaces that are easily
accessible
Special requirements
X Dedicated pin up area
Public/community engagement
X Community outreach events & meetings
X Host Parks & Recreation board meetings
X Individual resident or group meetings
\ COMMUNITY SERVICES
PARK PLANNING & DEVELOPMENT
FUNCTION: Planning, design and construction of parks and the paved trail system.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH8 603 ALL
(100%)60%115% 11%
ALL
(100%)60%115% 3%
8 560 392 430 13
860 572 637 15
Service Director PO-1 180 0 00000 000
Director/Department Head PO-2 140 1 140 140 140 1
140 140 140 1
Division Head WS-1 80 0 00000 000
Supervisor/Manager WS-2 64 0 00000 000
Staff - Typ WS-3 64 6 384 230 265 10 658 395 454 12
PTE/Intern/Temp/Volunteer WS-4 36 1 36 22 25 2
62 37 43 2
Field/Crew WS-5 36 0 00000 000
392 9.0 122 116 117 14.0 134 123 125 16.0
SEE AUX.Coffee/Break/Café/Lounge FACTOR 232 0.00 8 00013 0 0015
Storage/Files/Resource SET VALUE 15 100 1 100 100 100 1 100 100 100 1
Work/Copy FACTOR 145 0.04 0 22 16 17 0 34 23 25 0
523 2 420 420 420 2 420 420 420 2
Charette/Meeting - Open Office 523 320 1 320 320 320 1 320 320 320 1
Additional Work/Copy 100 1 100 100 100 1 100 100 100 1
000000 000
000000 000
ASF 1518 1,102 928 967 1,414 1,115 1,182
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)2707 55%2,004 1,687 1,758 2,571 2,027 2,149
STAFF 81315
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.223
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 0%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115%
980 644 720 15
980 644 720 16
1045 683 764 17
1115 725 813 19
1190 770 865
0 0000 0000 0000 0000 00
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
768 461 530 12 768 461 530 13 827 496 571 14 891 535 615 15 960 576 662
72 43 50 2
72 43 50 2
78 47 54 2
84 50 58 3
90 54 62
0 0000 0000 0000 0000 00
139 126 129 16.0 139 126 129 17.1 142 127 131 18.2 145 129 133 19.5 148 131 135
0 0015 0 0016 0 0017 0 0019 0 00
100 100 100 1 100 100 100 1 100 100 100 1 100 100 100 1 100 100 100
39 26 29 0 39 26 29 0 42 27 31 0 45 29 33 0 48 31 35
420 420 420 2 420 420 420 2 420 420 420 2 420 420 420 2 420 420 420
320 320 320 1 320 320 320 1 320 320 320 1 320 320 320 1 320 320 320
100 100 100 1 100 100 100 1 100 100 100 1 100 100 100 1 100 100 100
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
1,539 1,190 1,268 1,539 1,190 1,268 1,607 1,230 1,315 1,679 1,274 1,365 1,758 1,321 1,419
2,798 2,163 2,306 2,798 2,163 2,306 2,921 2,237 2,391 3,053 2,316 2,482 3,196 2,401 2,580
15 16 17 19
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.224
APPENDIX NOVEMBER 2021
NEEDS:
Offices/work stations
X Dedicated offices and workstations
X Dedicated touchdown spaces
Support spaces
X Storage garage in Civic Center area
X Shared storage/print room
X Shared reception
Collaboration/conference spaces
X Dedicated meeting room
Special requirements
X On site marking materials
Public/community engagement
X Public facing
X Community/organization meetings with
admin
\ COMMUNITY SERVICES
RECREATION
FUNCTION: Civic center hub for recreation. Community resource for keeping the Fort Collins community
connected. Offer programs and activities for all ages and abilities. PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH9 989 ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
9 596 414 455 10
647 444 490 11
Service Director PO-1 180 0 00000 000
Director/Department Head PO-2 140 1 140 140 140 1
140 140 140 1
Division Head WS-1 80 0 00000 000
Supervisor/Manager WS-2 64 2 128 77 88 2
142 85 98 2
Staff - Typ WS-3 64 4 256 154 177 4 284 171 196 5
PTE/Intern/Temp/Volunteer WS-4 36 2 72 43 50 2
80 48 55 2
Field/Crew WS-5 36 0 00000 000
302 10.0 74 67 68 10.9 76 68 70 11.8
SEE AUX.Coffee/Break/Café/Lounge FACTOR 200 0.00 9 00010 0 0011
Storage/Files/Resource SET VALUE 0501 50 50 50 1 50 50 50 1
Work/Copy FACTOR 102 0.04 0 24 17 18 0 26 18 20 0
157 0 0 0 0 00000
SEE AUX. Reception - Waiting SHARED/CS 157 000000 000
000000 000
000000 000
000000 000
ASF 1448 670 480 523 723 512 559
GSF (w/ factor)2247 55%1,218 873 951 1,314 930 1,017
STAFF 91011
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.225
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115%
697 474 524 13
799 535 594 15
918 607 677 17
1060 692 775 20
1228 793 890
0 0000 0000 0000 0000 00
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140
0 0000 0000 0000 0000 00
156 94 108 3
185 111 128 3
219 131 151 4
258 155 178 5
305 183 211
313 188 216 6 370 222 255 7 437 262 302 8 517 310 356 10 611 366 421
88 53 61 3
104 62 72 3
123 74 85 4
145 87 100 5
172 103 118
0 0000 0000 0000 0000 00
78 69 71 13.6 82 71 74 15.7 87 74 77 18.1 92 78 81 21.1 99 82 86
0 0013 0 0015 0 0017 0 0020 0 00
50 50 50 1 50 50 50 1 50 50 50 1 50 50 50 1 50 50 50
28 19 21 0 32 21 24 0 37 24 27 0 42 28 31 0 49 32 36
0000000000000000000
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
775 543 595 881 607 668 1,005 681 754 1,153 770 856 1,327 874 976
1,409 988 1,083 1,601 1,103 1,215 1,828 1,239 1,371 2,095 1,400 1,556 2,412 1,589 1,775
13 15 17 20
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.226
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Movable furniture for flexibility
X Dedicated office spaces
X Large open space for designated
workstations
X Shared open office
Support spaces
X Secured storage within office
X Secured on-site storage space
Collaboration/conference space
X Potential special events space
Special requirements
X Access flooring through entire space
X Infrastructure in walls for future needs
X Tech connectivity between departments
Security
X FOB access into space
X Centralized security system
Public/community engagement
X Enhancing community use of special events
space
X Expanding community outreach
\ EMERGENCY PREPAREDNESS AND SECURITY
FUNCTION: Emergency management and security management for entire city.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH10 549 ALL
(100%)60%115% 11%
ALL
(100%)60%115% 2%
6 472 355 381 10
676 478 523 11
Service Director PO-1 180 1 180 180 180 1 180 180 180 1
Director/Department Head PO-2 140 0 00000 000
Division Head WS-1 80 0 00000 000
Supervisor/Manager WS-2 64 4 256 154 177 7
435 261 300 8
Staff - Typ WS-3 64 0 00000 000
PTE/Intern/Temp/Volunteer WS-4 36 1 36 22 25 2
61 37 42 2
Field/Crew WS-5 36 0 00000 000
338 7.0 269 264 265 10.5 277 269 271 11.5
SEE AUX.Coffee/Break/Café/Lounge FACTOR 173 0.00 6 00010 0 0011
Storage/Files/Resource SET VALUE 165 250 1 250 250 250 1 250 250 250 1
Work/Copy FACTOR 0 0.04 0 19 14 15 0 27 19 21 0
1052 52 1040 1040 1040 52 1040 1040 1040 52
Volunteer Area 1052 20 52 1040 1040 1040 52 1040 1040 1040 52
SEE AUX. Storage/dock space/general receiving 0 0 0 0 0 0 000
000000 000
000000 000
ASF 1939 1,781 1,659 1,687 1,994 1,787 1,833
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)3009 55%3,238 3,017 3,067 3,625 3,249 3,334
STAFF 61011
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.227
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 2%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115%
736 514 564 12
794 548 604 13
875 597 659 14
966 652 722 16
1069 714 794
180 180 180 1 180 180 180 1 180 180 180 1 180 180 180 1 180 180 180
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
488 293 337 8
538 323 372 10
609 366 420 11
689 414 476 12
780 468 538
0 0000 0000 0000 0000 00
69 41 47 2
76 45 52 2
86 51 59 3
97 58 67 3
110 66 76
0 0000 0000 0000 0000 00
279 271 273 12.5 282 272 274 13.9 285 274 276 15.5 289 276 279 17.2 293 279 282
0 0012 0 0013 0 0014 0 0016 0 00
250 250 250 1 250 250 250 1 250 250 250 1 250 250 250 1 250 250 250
29 21 23 0 32 22 24 0 35 24 26 0 39 26 29 0 43 29 32
1040 1040 1040 52 1040 1040 1040 52 1040 1040 1040 52 1040 1040 1040 52 1040 1040 1040
1040 1040 1040 52 1040 1040 1040 52 1040 1040 1040 52 1040 1040 1040 52 1040 1040 1040
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
2,056 1,824 1,876 2,116 1,860 1,918 2,200 1,911 1,976 2,295 1,968 2,041 2,402 2,032 2,116
3,738 3,317 3,412 3,847 3,383 3,487 4,000 3,474 3,592 4,172 3,578 3,712 4,368 3,695 3,846
12 13 14 16
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.228
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Dedicated offices
X Workstations for privacy and focus
X Flex offices
Support spaces
X Dedicated front desk for vendor interaction
X Conference room attached to front desk
Collaboration/conference space
X Large conference rooms
X Community room
Security
X Safety features throughout the building
X Panic buttons at reception desk
X Lock off area
Public/community engagement
X Space for community interaction
▷Conference room
▷Paperwork assistance
\ FINANCIAL SERVICES
FUNCTION: Management of City’s budget, purchasing, accounting, FP&A, sales tax, accounts payable, and payroll.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH11 4306 ALL
(100%)60%115% 1%
ALL
(100%)60%115% 3%
44 3292 2383 2588 46
3419 2459 2675 53
Service Director PO-1 180 1 180 180 180 1 180 180 180 1
Director/Department Head PO-2 140 6 840 840 840 6
840 840 840 6
Division Head WS-1 80 1 80 48 55 1 84 51 58 1
Supervisor/Manager WS-2 64 1 64 38 44 1
68 41 47 1
Staff - Typ WS-3 64 31 1984 1190 1369 33 2095 1257 1445 38
PTE/Intern/Temp/Volunteer WS-4 36 4 144 86 99 4
152 91 105 5
Field/Crew WS-5 36 0 00000 000
1319 45.0 432 395 404 47.1 437 398 407 53.5
SEE AUX.Coffee/Break/Café/Lounge FACTOR 362 0.00 44 00046 0 0053
Storage/Files/Resource SET VALUE 445 300 1 300 300 300 1 300 300 300 1
Work/Copy FACTOR 512 0.04 0 132 95 104 0 137 98 107 0
280 0 0 0 0 00000
SEE AUX. Reception - Waiting SHARED/CS 280 000000 000
000000 000
000000 000
000000 000
ASF 5905 3,724 2,779 2,991 3,855 2,857 3,082
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)8605 55%6,770 5,052 5,439 7,010 5,195 5,604
STAFF 44 46 53
SUPPORT TOTAL
SPECIAL TOTAL
STAFF
TOTAL
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.229
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115%
3814 2696 2948 58
4163 2906 3189 64
4495 3105 3418 70
4862 3325 3671 76
5269 3569 3951
180 180 180 1 180 180 180 1 180 180 180 1 180 180 180 1 180 180 180
840 840 840 6
840 840 840 6
840 840 840 6
840 840 840 6
840 840 840
98 59 68 1 111 66 76 2 122 73 84 2 135 81 93 2 150 90 103
79 47 54 1
89 53 61 2
98 59 68 2
108 65 75 2
120 72 83
2440 1464 1684 43 2744 1647 1894 47 3035 1821 2094 52 3355 2013 2315 58 3710 2226 2560
177 106 122 6
199 120 137 6
220 132 152 7
244 146 168 7
269 162 186
0 0000 0000 0000 0000 00
453 408 418 59.2 467 416 428 64.6 480 424 437 70.6 494 433 447 77.2 511 443 458
0 0058 0 0064 0 0070 0 0076 0 00
300 300 300 1 300 300 300 1 300 300 300 1 300 300 300 1 300 300 300
153 108 118 0 167 116 128 0 180 124 137 0 194 133 147 0 211 143 158
0000000000000000000
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
4,267 3,104 3,366 4,629 3,322 3,616 4,975 3,529 3,854 5,357 3,758 4,118 5,779 4,012 4,410
7,758 5,644 6,120 8,417 6,040 6,575 9,045 6,417 7,008 9,740 6,834 7,487 10,508 7,294 8,017
58 64 70 76
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.230
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Flex space with cubicles
X Dedicated office spaces
Support spaces
X Secure purchasing front desk
X Secure accounts payable desks
X Storage space
X Lockable/secure file storage
Collaboration/conference space
X Open meeting area
▷ Small groups
▷Storage
▷Private workspace
Security
X Controlled access to department
X Separation for privacy
X Panic buttons placed throughout department
X Security throughout building
\ FINANCIAL SERVICES
SAFETY AND RISK MANAGEMENT
FUNCTION: Provide occupational safety leadership, training, inspection, and supplies which includes management
of safety programs and safety issues. Manage the City’s Risk Management program and insurance portfolio. City
Safe clinic provides a space for follow up occupational health visits, DOT physicals, nurse triage, and TRT therapy. PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH12 782 ALL
(100%)60%115% 1%
ALL
(100%)60%115% 3%
10 688 469 518 11
719 487 539 12
Service Director PO-1 180 0 00000 000
Director/Department Head PO-2 140 1 140 140 140 1
140 140 140 1
Division Head WS-1 80 0 00000 000
Supervisor/Manager WS-2 64 0 00000 000
Staff - Typ WS-3 64 8 512 307 353 8 541 324 373 10
PTE/Intern/Temp/Volunteer WS-4 36 1 36 22 25 1
38 23 26 1
Field/Crew WS-5 36 0 00000 000
274 11.0 178 169 171 11.5 179 169 172 13.1
SEE AUX.Coffee/Break/Café/Lounge FACTOR 75 0.00 10 00011 0 0012
Storage/Files/Resource SET VALUE 149 150 1 150 150 150 1 150 150 150 1
Work/Copy FACTOR 50 0.04 0 28 19 21 0 29 19 22 0
96 000000000
SEE AUX. Reception - Waiting SHARED/CS 96 000000 000
000000 000
000000 000
000000 000
ASF 1152 866 638 689 897 657 711
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)1345 55%1,574 1,159 1,252 1,631 1,194 1,292
STAFF 10 11 12
SUPPORT TOTAL
STAFF
SPECIAL TOTAL
TOTAL
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.231
FORT COLLINS: MASTER PLAN
Public/Community engagement
X Limited access to public
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 2%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115%
814 544 605 13
898 595 663 15
1018 667 746 18
1158 751 842 20
1319 848 954
0 0000 0000 0000 0000 00
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
630 378 434 11 708 425 489 13 821 492 566 15 951 571 656 17 1102 661 760
44 27 31 1
50 30 34 2
58 35 40 2
67 40 46 2
77 46 53
0 0000 0000 0000 0000 00
183 172 174 14.4 186 174 177 16.4 191 177 180 18.7 196 180 184 21.4 203 184 188
0 0013 0 0015 0 0018 0 0020 0 00
150 150 150 1 150 150 150 1 150 150 150 1 150 150 150 1 150 150 150
33 22 24 0 36 24 27 0 41 27 30 0 46 30 34 0 53 34 38
0000000000000000000
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
996 716 779 1,084 769 840 1,209 844 926 1,354 931 1,026 1,522 1,031 1,142
1,812 1,302 1,417 1,971 1,397 1,526 2,198 1,534 1,683 2,462 1,692 1,865 2,767 1,875 2,076
13 15 18 20
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.232
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Private offices
Support spaces
X Storage space
X Confidential and welcoming reception desk
X Large waiting area
Collaboration/conference space
X Collaboration spaces
X Outdoor work and meeting space
X Confidential technology equipped meeting
spaces
X Large multi-purpose training room
Special requirements
X Working windows to increase efficiency
X Development Center
▷Training delivery space
▷Classrooms
▷Technology space
X Common cafeteria to promote other
department interaction
X Wayfinding and sense of community
Security
X Separate entrance for employees
\ HUMAN RESOURCES
FUNCTION: Management of Benefits, Employee Relations (HRBP’s), Compensation, HR data, Wellness, HRIS,
Talent Development, and Volunteer programs; internal and external customer services, personnel records storage,
Learning Library/resources and serves as the Volunteer hub.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH13 3098 ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
35 2292 1503 1681 40
2574 1672 1875 46
Service Director PO-1 180 1 180 180 180 1 180 180 180 1
Director/Department Head PO-2 140 1 140 140 140 1
140 140 140 1
Division Head WS-1 80 0 00000 000
Supervisor/Manager WS-2 64 7 448 269 309 8
512 307 353 9
Staff - Typ WS-3 64 21 1344 806 927 24 1536 922 1060 28
PTE/Intern/Temp/Volunteer WS-4 36 5 180 108 124 6
206 123 142 7
Field/Crew WS-5 36 0 00000 000
615 36.0 292 260 267 40.7 303 267 275 46.5
SEE AUX.Coffee/Break/Café/Lounge FACTOR 174 0.00 35 00040 0 0046
Storage/Files/Resource SET VALUE 172 200 1 200 200 200 1 200 200 200 1
Work/Copy FACTOR 269 0.04 0 92 60 67 0 103 67 75 0
134 0 0 0 0 00000
SEE AUX. Reception - Waiting SHARED/CS 134 000000 000
000000 000
000000 000
000000 000
ASF 3847 2,584 1,763 1,948 2,877 1,939 2,150
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)5881 55%4,698 3,206 3,542 5,231 3,526 3,910
STAFF 35 40 46
STAFF
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.233
FORT COLLINS: MASTER PLAN
Public/community engagement
X Dedicated space for volunteer program
members
X Play structure in outdoor space for
employees and children
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115%
2920 1880 2114 53
3349 2138 2410 61
3822 2421 2736 70
4367 2748 3113 80
4998 3127 3548
180 180 180 1 180 180 180 1 180 180 180 1 180 180 180 1 180 180 180
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140
0 0000 0000 0000 0000 00
591 354 408 11
688 413 475 12
795 477 549 14
920 552 634 17
1063 638 733
1772 1063 1223 32 2065 1239 1425 37 2386 1432 1647 43 2759 1655 1903 50 3189 1913 2200
237 142 164 8
277 166 191 9
320 192 221 10
369 222 255 12
427 256 295
0 0000 0000 0000 0000 00
317 275 285 53.7 334 286 296 61.6 353 297 309 70.7 375 310 325 81.3 400 325 342
0 0053 0 0061 0 0070 0 0080 0 00
200 200 200 1 200 200 200 1 200 200 200 1 200 200 200 1 200 200 200
117 75 85 0 134 86 96 0 153 97 109 0 175 110 125 0 200 125 142
0000000000000000000
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
3,237 2,155 2,399 3,683 2,423 2,707 4,174 2,718 3,046 4,742 3,058 3,437 5,398 3,452 3,890
5,886 3,919 4,362 6,697 4,406 4,921 7,590 4,941 5,537 8,622 5,561 6,250 9,815 6,277 7,073
53 61 70 80
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.234
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Dedicated offices for firm positions
X Dedicated workstations
Support Spaces
X Quiet spaces
X Phone booths
X Secure storage spaces
▷Equipment
▷Records
▷Shipments
Collaboration/conference space
X Touch down spaces with cubicles
X Lockable spaces
X Small huddle room
X Large conference/Event spaces
Special requirements
X Shared through departments
X Potential shipping dock
X Innovation lab
X Kiosk system
Security
X FOB access into space
\ INFORMATION TECHNOLOGY
FUNCTION: Provides customer-driven technology services that enable the business of City government to be
conducted. Works in partnership with departments and service providers to plan and implement technology
solutions that address the needs of customers, both internal and external.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH14 5902 ALL
(100%)60%115% 5%
ALL
(100%)60%115% 5%
50 3484 2274 2547 63
4319 2776 3123 80
Service Director PO-1 180 1 180 180 180 1 180 180 180 1
Director/Department Head PO-2 140 2 280 280 280 2
280 280 280 2
Division Head WS-1 80 1 80 48 55 1 102 61 70 2
Supervisor/Manager WS-2 64 9 576 346 397 11
735 441 507 15
Staff - Typ WS-3 64 37 2368 1421 1634 47 3022 1813 2085 60
PTE/Intern/Temp/Volunteer WS-4 36 0 00000 000
Field/Crew WS-5 36 0 00000 000
737 51.0 239 191 202 64.0 273 211 225 80.6
SEE AUX.Coffee/Break/Café/Lounge FACTOR 203 0.00 50 00063 0 0080
Storage/Files/Resource SET VALUE 214 100 1 100 100 100 1 100 100 100 1
Work/Copy FACTOR 320 0.04 0 139 91 102 0 173 111 125 0
1353 3 1000 1000 1000
3 1000 1000 1000
3
SEE AUX. Reception - Waiting SHARED/CS 224 000000 000
SEE AUX. Storage/Shipping & Receiving 231 000000 000
Application Lab 145 200 1 200 200 200 1 200 200 200 1
PC Lab 322 400 1 400 400 400 1 400 400 400 1
Data Center 431 400 1 400 400 400 1 400 400 400 1
000000 000
ASF 7992 4,723 3,465 3,748 5,592 3,987 4,348
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)12014 55%8,588 6,301 6,815 10,168 7,249 7,905
STAFF 50 63 80
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.235
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 5%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115%
5386 3415 3859 101
6747 4232 4798 116
7748 4833 5489 134
8909 5529 6290 155
10254 6337 7218
180 180 180 1 180 180 180 1 180 180 180 1 180 180 180 1 180 180 180
280 280 280 2
280 280 280 2
280 280 280 2
280 280 280 2
280 280 280
130 78 90 2 166 100 115 2 193 116 133 3 224 134 154 3 259 155 179
938 563 647 19
1197 718 826 22
1388 833 958 25
1609 966 1110 29
1866 1119 1287
3857 2314 2661 77 4923 2954 3397 89 5707 3424 3938 103 6616 3970 4565 120 7670 4602 5292
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
315 237 254 101.7 370 269 292 117.3 410 293 320 135.3 456 321 352 156.2 510 353 389
0 00101 0 00116 0 00134 0 00155 0 00
100 100 100 1 100 100 100 1 100 100 100 1 100 100 100 1 100 100 100
215 137 154 0 270 169 192 0 310 193 220 0 356 221 252 0 410 253 289
1000 1000 1000 3 1000 1000 1000 4 1200 1200 1200 4 1200 1200 1200 4 1200 1200 1200
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
200 200 200 1 200 200 200 1 200 200 200 1 200 200 200 1 200 200 200
400 400 400 1 400 400 400 1 400 400 400 1 400 400 400 1 400 400 400
400 400 400 1 400 400 400 2 600 600 600 2 600 600 600 2 600 600 600
0 0000 0000 0000 0000 00
6,701 4,652 5,113 8,117 5,501 6,090 9,358 6,326 7,008 10,565 7,050 7,841 11,965 7,890 8,807
12,184 8,458 9,297 14,757 10,002 11,072 17,014 11,502 12,742 19,209 12,819 14,257 21,754 14,346 16,013
101 116 134 155
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.236
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Dedicated offices
X Work stations
Support spaces
X Waiting room
X Customer parking
X File storage space
X Copy/Print room
X Private restrooms for judicial
authorities
Collaboration/conference space
X Probation conference rooms
X Pretrial conference area
X Private defense council conference
room
\ MUNICIPAL COURT
FUNCTION: Administering the operation of the judicial branch of City government according to the ordinance
adopted by City Council. Cases adjudicated in Municipal Court include traffic violations, misdemeanors, petty
offenses, and civil infractions.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH15 1027 ALL
(100%)60%115% 6%
ALL
(100%)60%115% 4%
19 1316 974 1051 25
1611 1151 1254 29
Service Director PO-1 180 1 180 180 180 1 180 180 180 1
Director/Department Head PO-2 140 2 280 280 280 2
280 280 280 2
Division Head WS-1 80 0 00000 000
Supervisor/Manager WS-2 64 2 128 77 88 3
172 103 119 3
Staff - Typ WS-3 64 8 512 307 353 11 688 413 475 13
PTE/Intern/Temp/Volunteer WS-4 36 6 216 130 149 8
290 174 200 10
Field/Crew WS-5 36 0 00000 000
401 20.0 203 189 192 25.5 214 196 200 29.6
SEE AUX.Coffee/Break/Café/Lounge FACTOR 106 0.00 19 00025 0 0029
Storage/Files/Resource SET VALUE 158 150 1 150 150 150 1 150 150 150 1
Work/Copy FACTOR 137 0.04 0 53 39 42 0 64 46 50 0
4356 17 9660 9660 9660
18 14160 14160 14160
18
Additional Work/Copy 100 1 100 100 100 1 100 100 100 1
Intake 1208 1200 1 1200 1200 1200 1 1200 1200 1200 1
Large Municipal Courtroom 4500 1 4500 4500 4500 2 9000 9000 9000 2
Small Municipal Courtroom 1117 1200 1 1200 1200 1200 1 1200 1200 1200 1
Probation Officer Meeting Rooms 353 180 2 360 360 360 2 360 360 360 2
SEE AUX. Reception Need 5 CS windows 359 000000 000
Pretrial Conference 584 120 3 360 360 360 3 360 360 360 3
Defense Conference 120 2 240 240 240 2 240 240 240 2
Jury Deliberation Room 320 1 320 320 320 1 320 320 320 1
Judicial Restroom 40 3 120 120 120 3 120 120 120 3
Jury Kitchenette 60 1606060160 60 60 1
Waiting 735 1200 1 1200 1200 1200 1 1200 1200 1200 1
000000 000
ASF 5784 11,179 10,823 10,903 15,985 15,507 15,614
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)7069 55%20,325 19,677 19,823 29,064 28,194 28,390
STAFF 19 25 29
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.237
FORT COLLINS: MASTER PLAN
X Judicial staff conference room
Special requirements
X Small and large court rooms
X Separate entrances for general
public and judge
X Employee access to services/exits
separate from public
X Jury deliberation room
X Reception windows
▷Municipal Clerk
▷Check-in
▷Check-out
▷Camera red-light payment
Security
X High level of security throughout
building
▷Panic buttons
▷Screening entrance
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 2%
ALL
(100%)60%115% 4%
ALL
(100%)60%115% 4%
ALL
(100%)60%115% 4%
ALL
(100%)60%115%
1827 1280 1403 31
1933 1344 1476 36
2236 1526 1686 43
2602 1745 1938 51
3044 2010 2243
180 180 180 1 180 180 180 1 180 180 180 1 180 180 180 1 180 180 180
280 280 280 2
280 280 280 2
280 280 280 2
280 280 280 2
280 280 280
0 0000 0000 0000 0000 00
204 123 141 3
220 132 152 4
266 159 183 5
320 192 221 6
386 232 267
818 491 564 14 881 528 608 17 1062 637 733 20 1281 769 884 24 1546 927 1066
345 207 238 10
372 223 256 12
448 269 309 15
541 324 373 18
652 391 450
0 0000 0000 0000 0000 00
223 201 206 31.5 227 204 209 37.2 239 211 217 44.0 254 220 228 52.3 272 230 240
0 0031 0 0036 0 0043 0 0051 0 00
150 150 150 1 150 150 150 1 150 150 150 1 150 150 150 1 150 150 150
73 51 56 0 77 54 59 0 89 61 67 0 104 70 78 0 122 80 90
14160 14160 14160 18 14160 14160 14160 19 15360 15360 15360 19 15360 15360 15360 19 15360 15360 15360
100 100 100 1 100 100 100 1 100 100 100 1 100 100 100 1 100 100 100
1200 1200 1200 1 1200 1200 1200 1 1200 1200 1200 1 1200 1200 1200 1 1200 1200 1200
9000 9000 9000 2 9000 9000 9000 2 9000 9000 9000 2 9000 9000 9000 2 9000 9000 9000
1200 1200 1200 1 1200 1200 1200 2 2400 2400 2400 2 2400 2400 2400 2 2400 2400 2400
360 360 360 2 360 360 360 2 360 360 360 2 360 360 360 2 360 360 360
0 0000 0000 0000 0000 00
360 360 360 3 360 360 360 3 360 360 360 3 360 360 360 3 360 360 360
240 240 240 2 240 240 240 2 240 240 240 2 240 240 240 2 240 240 240
320 320 320 1 320 320 320 1 320 320 320 1 320 320 320 1 320 320 320
120 120 120 3 120 120 120 3 120 120 120 3 120 120 120 3 120 120 120
60 60 60 1 60 60 60 1 60 60 60 1 60 60 60 1 60 60 60
1200 1200 1200 1 1200 1200 1200 1 1200 1200 1200 1 1200 1200 1200 1 1200 1200 1200
0 0000 0000 0000 0000 00
16,210 15,641 15,769 16,320 15,707 15,845 17,836 17,097 17,263 18,216 17,325 17,526 18,676 17,601 17,843
29,473 28,439 28,671 29,673 28,559 28,809 32,428 31,085 31,387 33,121 31,500 31,865 33,956 32,002 32,441
31 36 43 51
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.238
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Staff supervisor
Workstations/touchdown spaces
X Open offices
X Reception
Support spaces
X Shared copy/print room
Collaboration/conference space
X Shared collaboration/conference spaces
▷Conference room
▷Ideation room
▷Centralized shared space
▷Small collaboration spaces
X Shared small conference room
X Shared large conference room
▷Training room
▷Kitchenette
\ OPERATION SERVICES
ADMINISTRATION
FUNCTION: Provides support to Operation Services department which includes financial management, personnel
administrations and record keeping, clerical and secretarial support, reception, general filing, and web page
development and upkeep.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH16 1868 ALL
(100%)60%115% 6%
ALL
(100%)60%115% 2%
9 692 487 533 12
863 590 651 13
Service Director PO-1 180 1 180 180 180 1 180 180 180 1
Director/Department Head PO-2 140 0 00000 000
Division Head WS-1 80 0 00000 000
Supervisor/Manager WS-2 64 2 128 77 88 3
171 102 118 3
Staff - Typ WS-3 64 6 384 230 265 8 512 307 353 9
PTE/Intern/Temp/Volunteer WS-4 36 0 00000 000
Field/Crew WS-5 36 0 00000 000
655 702.0 178 169 171 704.7 178 178 178 932.9
SEE AUX.Coffee/Break/Café/Lounge FACTOR 234 0.00 9 00012 0 0013
Storage/Files/Resource SET VALUE 131 150 1 150 150 150 1 150 150 150 1
Work/Copy FACTOR 290 0.04 692 28 19 21 692 28 28 28 919
194 0 0 0 0 00000
SEE AUX. Reception - Waiting SHARED/CS 194 000000 000
000000 000
000000 000
000000 000
ASF 2717 870 657 705 1,040 767 829
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)3671 55%1,581 1,194 1,281 1,891 1,395 1,507
STAFF 91213
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.239
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 0%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115%
919 624 690 13
919 624 690 13
976 658 730 14
1038 695 772 15
1104 735 818
180 180 180 1 180 180 180 1 180 180 180 1 180 180 180 1 180 180 180
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
185 111 128 3
185 111 128 3
199 119 137 3
215 129 148 4
231 139 159
555 333 383 9 555 333 383 9 597 358 412 10 644 386 444 11 693 416 478
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
187 187 187 932.9 187 187 187 990.9 189 189 189 1053.4 192 192 192 1120.8 194 194 194
0 0013 0 0013 0 0014 0 0015 0 00
150 150 150 1 150 150 150 1 150 150 150 1 150 150 150 1 150 150 150
37 37 37 919 37 37 37 976 39 39 39 1038 42 42 42 1104 44 44 44
0000000000000000000
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
1,106 810 877 1,106 810 877 1,166 847 919 1,230 886 964 1,299 929 1,012
2,011 1,473 1,594 2,011 1,473 1,594 2,119 1,540 1,670 2,236 1,612 1,752 2,361 1,689 1,840
13 13 14 15
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.240
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Dedicated offices
X Open office space
▷Access control
▷Controls specialist
▷Energy Manager
X Flexible work stations/touchdown spaces
X Use for confidential meetings
Support spaces
X Storage space
▷Lock shop
▷Equipment storage
▷Shared copy/print room
▷Tech parking
Collaboration/conference space
X Shared collaboration/conference spaces
▷Conference room
▷Ideation room
▷Centralized shared space
▷Small collaboration spaces
X Shared small conference room
X Shared large conference room
▷Training room
▷Kitchenette
\ OPERATION SERVICES
FACILITIES MANAGEMENT
FUNCTION: Responsibility of maintaining most City owned facilities in an operating and useful condition. PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH17 1102 ALL
(100%)60%115% 4%
ALL
(100%)60%115% 4%
21 912 547 629 25
1086 651 749 30
Service Director PO-1 180 0 00000 000
Director/Department Head PO-2 140 0 00000 000
Division Head WS-1 80 1 80 48 55 1 95 57 66 1
Supervisor/Manager WS-2 64 4 256 154 177 5
305 183 210 6
Staff - Typ WS-3 64 0 00000 000
PTE/Intern/Temp/Volunteer WS-4 36 0 00000 000
Field/Crew WS-5 36 16 576 346 397 19
686 411 473 23
448 22.0 96 82 85 26.0 103 86 90 31.0
SEE AUX.Coffee/Break/Café/Lounge FACTOR 388 0.00 21 00025 0 0030
Storage/Files/Resource SET VALUE 60 60 1 60 60 60 1 60 60 60 1
Work/Copy FACTOR 0 0.04 0 36 22 25 0 43 26 30 0
408 2 409 409 409 2 409 409 409 2
Automation Equipment Shop Basement 299 300 1 300 300 300 1 300 300 300 1
Lock Shop Basement 109 109 1 109 109 109 1 109 109 109 1
000000 000
000000 000
ASF 1958 1,417 1,038 1,123 1,598 1,147 1,248
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)2603 55%2,577 1,887 2,043 2,906 2,085 2,269
STAFF 21 25 30
STAFF
SPECIAL TOTAL
TOTAL
SUPPORT TOTAL
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.241
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115%
1303 782 899 35
1520 912 1049 41
1802 1081 1243 49
2135 1281 1473 58
2531 1519 1747
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
114 69 79 2 133 80 92 2 158 95 109 2 187 112 129 3 222 133 153
366 219 252 7
427 256 294 8
506 303 349 9
599 360 414 11
711 426 490
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
823 494 568 27
960 576 662 32
1138 683 785 37
1349 809 931 44
1599 959 1103
112 91 96 36.0 121 96 102 42.5 132 103 110 50.2 145 111 119 59.3 161 121 130
0 0035 0 0041 0 0049 0 0058 0 00
60 60 60 1 60 60 60 1 60 60 60 1 60 60 60 1 60 60 60
52 31 36 0 61 36 42 0 72 43 50 0 85 51 59 0 101 61 70
409 409 409 2 409 409 409 2 409 409 409 2 409 409 409 2 409 409 409
300 300 300 1 300 300 300 1 300 300 300 1 300 300 300 1 300 300 300
109 109 109 1 109 109 109 1 109 109 109 1 109 109 109 1 109 109 109
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
1,824 1,282 1,404 2,050 1,417 1,560 2,343 1,593 1,762 2,690 1,802 2,001 3,102 2,049 2,286
3,316 2,331 2,552 3,726 2,577 2,836 4,259 2,897 3,203 4,891 3,276 3,639 5,639 3,725 4,156
35 41 49 58
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.242
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Private offices
X Interior design office
X Work stations/touch down spaces
▷Interns
Support spaces
X Shared copy/print room
Collaboration/conference space
X Shared collaboration/conference spaces
▷Conference room
▷Ideation room
▷Centralized shared space
▷Small collaboration spaces
X Shared small conference room
X Shared large conference room
▷Training room
▷Kitchenette
\ OPERATION SERVICES
PROJECT MANAGEMENT, PLANNING AND DESIGN
FUNCTION: Provides the professional design, space management, and project management support required
for the construction, renovation and maintenance/repair of City facilities. Services provided include space use
programming, budgeting, contract document administration, progress reviews, work inspections, and contract
payments.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH18 782 ALL
(100%)60%115% 10%
ALL
(100%)60%115% 0%
5 336 202 232 8
538 323 371 8
Service Director PO-1 180 0 00000 000
Director/Department Head PO-2 140 0 00000 000
Division Head WS-1 80 1 80 48 55 2 128 77 88 2
Supervisor/Manager WS-2 64 0 00000 000
Staff - Typ WS-3 64 4 256 154 177 6 410 246 283 6
PTE/Intern/Temp/Volunteer WS-4 36 0 00000 000
Field/Crew WS-5 36 0 00000 000
553 6.0 113 108 109 9.0 122 113 115 9.0
SEE AUX.Coffee/Break/Café/Lounge FACTOR 236 0.00 5 0008 0 008
Storage/Files/Resource SET VALUE 0 100 1 100 100 100 1 100 100 100 1
Work/Copy FACTOR 317 0.04 0 13 8 9 0 22 13 15 0
0 1 150 150 150 1 150 150 150 1
Additional Work/Copy 150 1 150 150 150 1 150 150 150 1
000000 000
000000 000
000000 000
ASF 1335 599 460 491 809 586 636
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)1813 55%1,090 836 893 1,471 1,065 1,156
STAFF 588
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.243
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 2%
ALL
(100%)60%115% 4%
ALL
(100%)60%115% 4%
ALL
(100%)60%115% 4%
ALL
(100%)60%115%
538 323 371 9
605 363 417 11
739 443 510 13
902 541 622 16
1102 661 760
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
128 77 88 2 144 86 99 2 176 106 121 3 215 129 148 3 262 157 181
0 0000 0000 0000 0000 00
410 246 283 7 461 276 318 9 563 338 388 11 687 412 474 13 840 504 579
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
122 113 115 10.0 124 115 117 12.0 130 118 120 14.4 136 122 125 17.4 144 126 130
0 009 0 0011 0 0013 0 0016 0 00
100 100 100 1 100 100 100 1 100 100 100 1 100 100 100 1 100 100 100
22 13 15 0 24 15 17 0 30 18 20 0 36 22 25 0 44 26 30
150 150 150 1 150 150 150 1 150 150 150 1 150 150 150 1 150 150 150
150 150 150 1 150 150 150 1 150 150 150 1 150 150 150 1 150 150 150
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
809 586 636 879 627 684 1,018 711 780 1,188 813 897 1,396 938 1,041
1,471 1,065 1,156 1,598 1,141 1,244 1,851 1,293 1,418 2,160 1,478 1,632 2,538 1,705 1,892
9111316
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.244
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Flexible office for privacy
X Work stations/touchdown spaces
Support spaces
X File storage
X Shared copy/print room
X Kitchenette
X Off site file storage
Collaboration/conference space
X Common area for customers, staff, and
equipment
X Separate conference room
X Centralized shared space
X Small collaboration spaces
X Shared small conference room
X Shared large conference room
Special requirements
X Training room
X Ideation room
\ OPERATION SERVICES
REAL ESTATE
FUNCTION: Provide real estate services to other City departments.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH19 809 ALL
(100%)60%115% 4%
ALL
(100%)60%115% 0%
5 336 202 232 6
403 242 278 6
Service Director PO-1 180 0 00000 000
Director/Department Head PO-2 140 0 00000 000
Division Head WS-1 80 1 80 48 55 1 96 58 66 1
Supervisor/Manager WS-2 64 0 00000 000
Staff - Typ WS-3 64 4 256 154 177 5 307 184 212 5
PTE/Intern/Temp/Volunteer WS-4 36 0 00000 000
Field/Crew WS-5 36 0 00000 000
746 6.0 493 488 489 7.0 496 490 491 7.0
SEE AUX.Coffee/Break/Café/Lounge FACTOR 207 0.00 5 0006 0 006
Storage/Files/Resource SET VALUE 443 480 1 480 480 480 1 480 480 480 1
Work/Copy FACTOR 96 0.04 0 13 8 9 0 16 10 11 0
305 0 0 0 0 00000
SEE AUX. Reception - Waiting SHARED/CS 305 000000 000
000000 000
000000 000
000000 000
ASF 1860 829 690 721 899 732 769
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)2131 55%1,508 1,254 1,311 1,635 1,330 1,399
STAFF 566
STAFF
TOTAL
SUPPORT TOTAL
SPECIAL TOTAL
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.245
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 3%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115%
403 242 278 7
470 282 325 8
526 316 363 9
589 354 407 10
660 396 455
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
96 58 66 1 112 67 77 2 125 75 86 2 140 84 97 2 157 94 108
0 0000 0000 0000 0000 00
307 184 212 6 358 215 247 6 401 241 277 7 449 269 310 8 502 301 347
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
496 490 491 8.0 499 491 493 8.8 501 493 495 9.8 504 494 496 10.8 506 496 498
0 007 0 008 0 009 0 0010 0 00
480 480 480 1 480 480 480 1 480 480 480 1 480 480 480 1 480 480 480
16 10 11 0 19 11 13 0 21 13 15 0 24 14 16 0 26 16 18
0000000000000000000
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
899 732 769 969 773 817 1,027 808 858 1,093 848 903 1,166 892 953
1,635 1,330 1,399 1,762 1,406 1,486 1,868 1,470 1,560 1,987 1,541 1,641 2,120 1,621 1,733
78910
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.246
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Designated open work stations
X Designated open offices
Support spaces
X Shared secured service counter
X Secure storage
▷Equipment
▷Supplies
Collaboration/conference space
X Shared small to large conference room
X Collaboration rooms
X Touchdown spaces
Special requirements
X Centrally located spaces to interact with
customers
X Private/quiet areas
Security
X Security throughout area
▷Front of house meeting spaces
Public/community engagement
X Set back from building entrance
▷Still accessible to public
\ PLANNING, DEVELOPMENT, TRANSPORTATION
ADMINISTRATION
FUNCTION: Provide administration and leadership for the entire PDT service area.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH20 686 ALL
(100%)60%115% 5%
ALL
(100%)60%115% 0%
4 464 406 419 4
500 428 444 4
Service Director PO-1 180 1 180 180 180 1 180 180 180 1
Director/Department Head PO-2 140 1 140 140 140 1
140 140 140 1
Division Head WS-1 80 1 80 48 55 1 100 60 69 1
Supervisor/Manager WS-2 64 0 00000 000
Staff - Typ WS-3 64 1 64 38 44 1 80 48 55 1
PTE/Intern/Temp/Volunteer WS-4 36 0 00000 000
Field/Crew WS-5 36 0 00000 000
108 4.0 19 16 17 4.5 20 17 18 4.5
SEE AUX.Coffee/Break/Café/Lounge FACTOR 108 0.00 4 0004 0 004
Storage/Files/Resource SET VALUE 000 0000 0 000
Work/Copy FACTOR 0 0.04 0 19 16 17 0 20 17 18 0
0 000000000
000000 000
000000 000
000000 000
000000 000
ASF 794 483 423 436 520 445 462
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)856 55%877 768 793 945 809 840
STAFF 444
STAFF
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.247
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 0%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115%
500 428 444 4
500 428 444 5
527 444 463 5
558 463 484 6
593 484 508
180 180 180 1 180 180 180 1 180 180 180 1 180 180 180 1 180 180 180
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140
100 60 69 1 100 60 69 1 115 69 79 2 132 79 91 2 152 91 105
0 0000 0000 0000 0000 00
80 48 55 1 80 48 55 1 92 55 63 2 106 63 73 2 121 73 84
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
20 17 18 4.5 20 17 18 4.9 21 18 19 5.3 22 19 19 5.8 24 19 20
0 004 0 005 0 005 0 006 0 00
0 000 0 000 0 000 0 000 0 00
20 17 18 0 20 17 18 0 21 18 19 0 22 19 19 0 24 19 20
0000000000000000000
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
520 445 462 520 445 462 548 462 481 580 481 503 617 503 529
945 809 840 945 809 840 996 840 875 1,054 875 915 1,122 915 961
4556
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.248
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Individual offices
X Dedicated work stations
Support spaces
X Centrally located spaces to interact with
customers
X Shared secured service counter
X Copy/print room
▷On-site secured historic preservation
files
▷Backlogged materials
▷Planning and zoning server room
▷Mediation and restorative justice
▷Neighborhood services
▷General storage
▷Supplies
▷Work rooms
Collaboration/conference space
X Shared small to large conference rooms
X Collaboration rooms
Special requirements
X Employee wellness/morale space
\ PLANNING, DEVELOPMENT, TRANSPORTATION
COMMUNITY DEVELOPMENT NEIGH. SERVICES
FUNCTION: Provide a variety of services and programming to promote quality neighborhoods.PLAN O/WGROWTHGROWTHHYBRIDGROWTH21 8507 ALL
(100%)60%115% 0%
ALL
(100%)60%115% 4%
87 5476 3342 3822 89
5600 3416 3907 110
Service Director PO-1 180 0 00000 000
Director/Department Head PO-2 140 1 140 140 140 1
140 140 140 1
Division Head WS-1 80 7 560 336 386 7 573 344 395 9
Supervisor/Manager WS-2 64 7 448 269 309 7
458 275 316 9
Staff - Typ WS-3 64 62 3968 2381 2738 63 4060 2436 2801 78
PTE/Intern/Temp/Volunteer WS-4 36 4 144 86 99 4
147 88 102 5
Field/Crew WS-5 36 6 216 130 149 6
221 133 152 8
1380 88.0 1019 934 953 90.0 1024 937 956 110.8
SEE AUX.Coffee/Break/Café/Lounge FACTOR 193 0.00 87 00089 0 00110
Storage/Files/Resource SET VALUE 777 800 1 800 800 800 1 800 800 800 1
Work/Copy FACTOR 410 0.04 0 219 134 153 0 224 137 156 0
0 1 200 200 200 1 200 200 200 1
Additional Work/Copy 200 1 200 200 200 1 200 200 200 1
000000 000
000000 000
000000 000
ASF 9887 6,695 4,475 4,975 6,824 4,553 5,064
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)13046 55%12,173 8,137 9,045 12,407 8,277 9,207
STAFF 87 89 110
SPECIAL TOTAL
TOTAL
STAFF
SUPPORT TOTAL
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.249
FORT COLLINS: MASTER PLAN
Security
X Secure storage
▷Equipment
▷Supplies
X Security throughout buildings
▷Front of house meeting spaces
Public/community engagement
X Reviews for development and applicants
X City board work sessions and hearings
GROWTHHYBRIDGROWTHGROWTHHYBRIDGROWTHGROWTHHYBRIDGROWTHGROWTHHYBRIDGROWTHGROWTHHYBRIDALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115%
6889 4189 4797 119
7446 4524 5181 132
8262 5013 5744 147
9169 5558 6370 163
10178 6163 7066
0 0000 0000 0000 0000 00
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140
708 425 489 10 767 460 529 11 852 511 588 12 948 569 654 13 1053 632 727
567 340 391 10
613 368 423 11
682 409 471 12
758 455 523 13
843 506 581
5019 3011 3463 85 5433 3260 3749 94 6040 3624 4168 105 6714 4029 4633 117 7464 4479 5150
182 109 126 5
197 118 136 6
219 132 151 7
244 146 168 8
271 163 187
273 164 189 8
296 177 204 9
329 197 227 10
366 219 252 11
406 244 280
1076 968 992 119.8 1098 981 1007 132.9 1130 1001 1030 147.5 1167 1022 1055 163.8 1207 1047 1083
0 00119 0 00132 0 00147 0 00163 0 00
800 800 800 1 800 800 800 1 800 800 800 1 800 800 800 1 800 800 800
276 168 192 0 298 181 207 0 330 201 230 0 367 222 255 0 407 247 283
200 200 200 1 200 200 200 1 200 200 200 1 200 200 200 1 200 200 200
200 200 200 1 200 200 200 1 200 200 200 1 200 200 200 1 200 200 200
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
8,164 5,357 5,989 8,744 5,705 6,389 9,593 6,214 6,974 10,536 6,780 7,625 11,585 7,409 8,349
14,844 9,740 10,888 15,898 10,372 11,616 17,441 11,298 12,680 19,157 12,327 13,864 21,063 13,471 15,179
119 132 147 163
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.250
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Common office space
Support spaces
X Centrally located spaces to interact with
customers
X Shared secured service counter
X Secure storage
Collaboration/conference space
X Conference room
X Work rooms shared with other departments
X Shared small to large conference rooms
X Collaboration rooms
X Front of house meeting spaces
Special requirements
X Parking and vehicle storage
▷Easily accessible for field inspectors
Security
X Security throughout buildings
X Secure storage
\ PLANNING, DEVELOPMENT, TRANSPORTATION
ENGINEERING
FUNCTION: Provides a full range of civil engineering services, with a primary focus on transportation infrastructure
projects. From master planning, survey and design; to construction management, project inspection and asset
management. Serves as the community’s right-of-way manager.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH22 4416 ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
38 2240 1400 1589 42
2461 1533 1741 46
Service Director PO-1 180 0 00000 000
Director/Department Head PO-2 140 1 140 140 140 1
140 140 140 1
Division Head WS-1 80 6 480 288 331 7 530 318 366 7
Supervisor/Manager WS-2 64 4 256 154 177 4
283 170 195 5
Staff - Typ WS-3 64 14 896 538 618 15 990 594 683 17
PTE/Intern/Temp/Volunteer WS-4 36 0 00000 000
Field/Crew WS-5 36 13 468 281 323 14
517 310 357 16
913 39.0 290 256 264 42.9 298 261 270 46.8
SEE AUX.Coffee/Break/Café/Lounge FACTOR 442 0.00 38 00042 0 0046
Storage/Files/Resource SET VALUE 218 200 1 200 200 200 1 200 200 200 1
Work/Copy FACTOR 253 0.04 0 90 56 64 0 98 61 70 0
476 2 250 250 250 2 250 250 250 2
Vault (File Room)353 200 1 200 200 200 1 200 200 200 1
SEE AUX. Reception - Waiting SHARED/CS 123 000000 000
Additional Work/Copy 50 1505050150 50 50 1
000000 000
ASF 5805 2,780 1,906 2,103 3,009 2,044 2,261
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)7397 55%5,054 3,465 3,823 5,471 3,716 4,111
STAFF 38 42 46
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.251
FORT COLLINS: MASTER PLAN
Public/community engagement
X Coordination with public and consultants
X Development reviews
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115%
2682 1665 1894 51
2959 1832 2085 56
3257 2010 2291 62
3587 2208 2518 68
3951 2427 2770
0 0000 0000 0000 0000 00
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140
581 349 401 8 644 387 445 9 713 428 492 10 788 473 544 11 871 523 601
310 186 214 5
344 206 237 6
380 228 262 7
420 252 290 7
465 279 321
1085 651 748 19 1203 722 830 21 1330 798 918 23 1471 882 1015 25 1626 976 1122
0 0000 0000 0000 0000 00
567 340 391 17
628 377 434 19
695 417 479 21
768 461 530 24
849 510 586
307 267 276 51.7 318 273 283 56.9 330 280 292 62.7 343 288 301 69.2 358 297 311
0 0051 0 0056 0 0062 0 0068 0 00
200 200 200 1 200 200 200 1 200 200 200 1 200 200 200 1 200 200 200
107 67 76 0 118 73 83 0 130 80 92 0 143 88 101 0 158 97 111
250 250 250 2 250 250 250 2 250 250 250 2 250 250 250 2 250 250 250
200 200 200 1 200 200 200 1 200 200 200 1 200 200 200 1 200 200 200
0 0000 0000 0000 0000 00
50 50 50 1 50 50 50 1 50 50 50 1 50 50 50 1 50 50 50
0 0000 0000 0000 0000 00
3,240 2,182 2,420 3,528 2,355 2,619 3,838 2,541 2,833 4,180 2,746 3,069 4,559 2,974 3,331
5,890 3,967 4,400 6,414 4,282 4,761 6,978 4,620 5,150 7,601 4,994 5,580 8,290 5,407 6,056
51 56 62 68
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.252
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Private office space
▷Managers
▷Supervisors
X Quiet private spaces
X Hot seat hybrid spaces
▷Intern spaces
▷PTEs
▷Collaboration/conference spaces
▷Boards & Commissions
▷Staff meetings
▷Internal and external partners
▷Hosting classes
Support spaces
X Secure storage
▷Equipment
▷Supplies
X Shared secured service counter
X Large storage space
X Small closet
X Work rooms/copy/print
X Break room
\ PLANNING, DEVELOPMENT, TRANSPORTATION
FC MOVES
FUNCTION: Responsible for bicycle program, safe routes to school and transportation planning.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH23 1045 ALL
(100%)60%115% 5%
ALL
(100%)60%115% 1%
12 788 529 587 15
950 626 699 16
Service Director PO-1 180 0 00000 000
Director/Department Head PO-2 140 1 140 140 140 1
140 140 140 1
Division Head WS-1 80 0 00000 000
Supervisor/Manager WS-2 64 3 192 115 132 4
240 144 166 4
Staff - Typ WS-3 64 6 384 230 265 7 480 288 331 8
PTE/Intern/Temp/Volunteer WS-4 36 2 72 43 50 2
90 54 62 3
Field/Crew WS-5 36 0 00000 000
387 13.0 232 221 223 15.7 238 225 228 16.7
SEE AUX.Coffee/Break/Café/Lounge FACTOR 0 0.00 12 00015 0 0016
Storage/Files/Resource SET VALUE 272 200 1 200 200 200 1 200 200 200 1
Work/Copy FACTOR 115 0.04 0 32 21 23 0 38 25 28 0
0 1 180 180 180 1 180 180 180 1
SEE AUX. Storage/dock space/general receiving 0 0 0 0 0 0 000
Additional Work Room 180 1 180 180 180 1 180 180 180 1
000000 000
000000 000
ASF 1432 1,200 930 991 1,368 1,031 1,107
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)1851 55%2,181 1,691 1,801 2,487 1,874 2,012
STAFF 12 15 16
SPECIAL TOTAL
SUPPORT TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.253
FORT COLLINS: MASTER PLAN
Collaboration/conference space
X Team work/collaborative spaces
X Centrally located spaces to interact with
customers
X Shared small to large conference rooms
X Collaboration rooms
▷Small-medium
▷Medium
▷Large
X Front of house meeting spaces
Special requirements
X Event staging
Security
X Security throughout building
X FOB access
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 4%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115%
1004 658 736 19
1171 759 851 22
1356 869 979 25
1573 1000 1129 30
1830 1154 1306
0 0000 0000 0000 0000 00
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140
0 0000 0000 0000 0000 00
256 154 177 5
305 183 211 6
360 216 249 7
425 255 293 8
501 300 346
512 307 353 10 611 367 422 11 720 432 497 13 849 510 586 16 1002 601 691
96 58 66 3
115 69 79 4
135 81 93 4
159 96 110 5
188 113 130
0 0000 0000 0000 0000 00
240 226 229 19.5 247 230 234 22.6 254 235 239 26.3 263 240 245 30.7 273 246 252
0 0019 0 0022 0 0025 0 0030 0 00
200 200 200 1 200 200 200 1 200 200 200 1 200 200 200 1 200 200 200
40 26 29 0 47 30 34 0 54 35 39 0 63 40 45 0 73 46 52
180 180 180 1 180 180 180 1 180 180 180 1 180 180 180 1 180 180 180
0 0000 0000 0000 0000 00
180 180 180 1 180 180 180 1 180 180 180 1 180 180 180 1 180 180 180
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
1,424 1,065 1,146 1,598 1,169 1,265 1,790 1,284 1,398 2,016 1,420 1,554 2,283 1,580 1,738
2,589 1,936 2,083 2,905 2,125 2,301 3,254 2,335 2,542 3,666 2,582 2,826 4,151 2,873 3,161
19 22 25 30
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.254
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Drop in spaces for staff
X Bull pen
X Cubicles for Admin, IT support, & Marketing
Support spaces
X Shared secured service counter
X Centrally located spaces to interact with
customers
X Secure storage
▷Equipment
▷Supplies
X Storage spaces
▷Office supplies
▷Court files
▷Tools & spare equipment
▷Locker storage
Collaboration/conference space
X Shared small to large conference rooms
X Front of house meeting spaces
Special requirements
X Parking & pool cars
\ PLANNING, DEVELOPMENT, TRANSPORTATION
PARKING SERVICES/TRANSFORT
FUNCTION: Customer contact for permit issuance and traffic code citation payment & processing; including
navigation of Municipal Court process.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH24 1470 ALL
(100%)60%115% -3%
ALL
(100%)60%115% 0%
30 1460 876 1007 26
1265 759 873 26
Service Director PO-1 180 0 00000 000
Director/Department Head PO-2 140 0 00000 000
Division Head WS-1 80 1 80 48 55 1 69 42 48 1
Supervisor/Manager WS-2 64 3 192 115 132 3
166 100 115 3
Staff - Typ WS-3 64 9 576 346 397 8 499 300 344 8
PTE/Intern/Temp/Volunteer WS-4 36 0 00000 000
Field/Crew WS-5 36 17 612 367 422 15
530 318 366 15
389 31.0 258 235 240 27.0 251 230 235 27.0
SEE AUX.Coffee/Break/Café/Lounge FACTOR 169 0.00 30 00026 0 0026
Storage/Files/Resource SET VALUE 140 200 1 200 200 200 1 200 200 200 1
Work/Copy FACTOR 80 0.04 0 58 35 40 0 51 30 35 0
758 1 250 250 250 1 250 250 250 1
Locker Room 222 250 1 250 250 250 1 250 250 250 1
SEE AUX. Reception - Waiting SHARED/CS 536 000000 000
000000 000
000000 000
ASF 2617 1,968 1,361 1,498 1,766 1,240 1,358
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)3619 55%3,579 2,475 2,723 3,211 2,254 2,469
STAFF 30 26 26
TOTAL
SUPPORT TOTAL
SPECIAL TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.255
FORT COLLINS: MASTER PLAN
▷Indoor secured parking
▷EV chargers
▷Indoor storage for PEO vehicles
Security
X Security throughout building
▷Full ballistic glass & window tinting
▷Ballistic exterior glass
▷Security buttons
▷Dual points of exit
▷Secured identified shelter
Public/community engagement
X Live in-field interactions
X Service of citations
X Additional translation service
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 1%
ALL
(100%)60%115% 1%
ALL
(100%)60%115% 1%
ALL
(100%)60%115% 1%
ALL
(100%)60%115%
1265 759 873 27
1297 778 895 27
1330 798 918 28
1364 818 941 29
1398 839 965
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
69 42 48 1 71 43 49 1 73 44 50 1 75 45 52 1 77 46 53
166 100 115 3
171 102 118 3
175 105 121 3
179 108 124 3
184 110 127
499 300 344 8 512 307 353 8 525 315 362 8 538 323 371 9 552 331 381
0 0000 0000 0000 0000 00
530 318 366 15
544 326 375 15
558 335 385 16
572 343 394 16
586 352 404
251 230 235 27.7 252 231 236 28.3 253 232 237 29.0 255 233 238 29.7 256 234 239
0 0027 0 0027 0 0028 0 0029 0 00
200 200 200 1 200 200 200 1 200 200 200 1 200 200 200 1 200 200 200
51 30 35 0 52 31 36 0 53 32 37 0 55 33 38 0 56 34 39
250 250 250 1 250 250 250 1 250 250 250 1 250 250 250 1 250 250 250
250 250 250 1 250 250 250 1 250 250 250 1 250 250 250 1 250 250 250
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
1,766 1,240 1,358 1,799 1,260 1,381 1,833 1,280 1,405 1,868 1,301 1,429 1,904 1,322 1,453
3,211 2,254 2,469 3,271 2,290 2,511 3,333 2,327 2,554 3,397 2,365 2,597 3,462 2,404 2,642
27 27 28 29
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.256
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Private touchdown spaces
Support spaces
X Private phone rooms
Collaboration/conference space
X Large meeting space
X Smaller/ad-hoc gathering spaces
X Conference rooms
X Easy access for external users
X After hours meeting spaces
X Hybrid capable
Security
X Security related to after hours meetings
Public/community engagement
X Large gathering spaces to include
community members and local leaders
X Childcare space
\ SUSTAINABILITY SERVICES
ADMINISTRATION
FUNCTION: Support the Sustainability Services Area/SSA (Environmental Services/ESD, Economic Health/EHO,
Social Sustainability/SSD).PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH25 342 ALL
(100%)60%115% 5%
ALL
(100%)60%115% 4%
4 372 295 312 5
420 324 346 6
Service Director PO-1 180 1 180 180 180 1 180 180 180 1
Director/Department Head PO-2 140 0 00000 000
Division Head WS-1 80 0 00000 000
Supervisor/Manager WS-2 64 1 64 38 44 1
80 48 55 2
Staff - Typ WS-3 64 2 128 77 88 2 160 96 110 3
PTE/Intern/Temp/Volunteer WS-4 36 0 00000 000
Field/Crew WS-5 36 0 00000 000
0 4.0 15 12 12 4.7 17 13 14 5.5
SEE AUX.Coffee/Break/Café/Lounge FACTOR 0 0.00 4 0005 0 006
Storage/Files/Resource SET VALUE 000 0000 0 000
Work/Copy FACTOR 0 0.04 0 15 12 12 0 17 13 14 0
0 000000000
000000 000
000000 000
000000 000
000000 000
ASF 342 387 307 325 437 337 359
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)495 55%703 558 591 794 613 653
STAFF 456
SUPPORT TOTAL
SPECIAL TOTAL
TOTALS
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.257
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 0%
ALL
(100%)60%115% 4%
ALL
(100%)60%115% 4%
ALL
(100%)60%115% 4%
ALL
(100%)60%115%
468 353 379 6
468 353 379 6
522 385 416 7
586 424 460 9
663 470 513
180 180 180 1 180 180 180 1 180 180 180 1 180 180 180 1 180 180 180
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
96 58 66 2
96 58 66 2
114 68 79 2
135 81 93 3
161 97 111
192 115 132 3 192 115 132 4 228 137 157 4 271 163 187 5 322 193 222
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
19 14 15 5.5 19 14 15 6.3 21 15 17 7.3 23 17 18 8.5 27 19 21
0 006 0 006 0 007 0 009 0 00
0 000 0 000 0 000 0 000 0 00
19 14 15 0 19 14 15 0 21 15 17 0 23 17 18 0 27 19 21
0000000000000000000
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
487 367 394 487 367 394 543 401 433 610 441 479 689 488 533
885 667 716 885 667 716 987 728 787 1,109 801 870 1,253 888 970
6679
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.258
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Team work rooms
Support spaces
X Central file storage
X Private phone rooms
X Storage for catering/event/community
meetings and education supplies
Collaboration/conference space
X Formal conference/meeting room with
outside business/customers
X Informal gathering/collaboration space
X Breakout space
X Community room
Special requirements
X Display areas for information on services and
accomplishments
Security
X Security related to after hours meetings
Public/community engagement
X Individual private meetings
X Large board meeting
X Business engagements
\ SUSTAINABILITY SERVICES
ECONOMIC HEALTH
FUNCTION: Provide business support, manage the urban renewal authority, and talent/workforce development in
the community (Economic Development).PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH26 639 ALL
(100%)60%115% 5%
ALL
(100%)60%115% 4%
9 684 466 515 11
820 548 609 13
Service Director PO-1 180 0 00000 000
Director/Department Head PO-2 140 1 140 140 140 1
140 140 140 1
Division Head WS-1 80 2 160 96 110 2 200 120 138 3
Supervisor/Manager WS-2 64 0 00000 000
Staff - Typ WS-3 64 6 384 230 265 7 480 288 331 9
PTE/Intern/Temp/Volunteer WS-4 36 0 00000 000
Field/Crew WS-5 36 0 00000 000
77 9.0 27 19 21 11.0 33 22 24 13.0
SEE AUX.Coffee/Break/Café/Lounge FACTOR 46 0.00 9 00011 0 0013
Storage/Files/Resource SET VALUE 000 0000 0 000
Work/Copy FACTOR 31 0.04 0 27 19 21 0 33 22 24 0
0 000000000
000000 000
000000 000
000000 000
000000 000
ASF 716 711 485 536 853 570 633
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)1105 55%1,293 882 974 1,550 1,036 1,152
STAFF 91113
TOTAL
SUPPORT TOTAL
SPECIAL TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.259
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 3%
ALL
(100%)60%115% 4%
ALL
(100%)60%115% 4%
ALL
(100%)60%115% 4%
ALL
(100%)60%115%
956 629 703 15
1092 711 797 18
1287 828 931 21
1522 969 1093 25
1805 1139 1289
0 0000 0000 0000 0000 00
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140
240 144 166 3 280 168 193 4 337 202 233 5 406 244 280 6 490 294 338
0 0000 0000 0000 0000 00
576 345 397 10 672 403 463 13 809 486 559 15 975 585 673 18 1175 705 811
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
38 25 28 15.0 44 28 32 17.9 51 33 37 21.3 61 39 44 25.5 72 46 52
0 0015 0 0018 0 0021 0 0025 0 00
0 000 0 000 0 000 0 000 0 00
38 25 28 0 44 28 32 0 51 33 37 0 61 39 44 0 72 46 52
0000000000000000000
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
994 655 731 1,135 739 828 1,338 861 968 1,583 1,008 1,137 1,877 1,185 1,340
1,807 1,190 1,329 2,064 1,344 1,506 2,433 1,566 1,761 2,877 1,832 2,068 3,413 2,154 2,437
15 18 21 25
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.260
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Shared/open workspace
X User-friendly cubicles
Support spaces
X Large storage spaces
▷Catering/event/community meeting
material
▷Education supplies
X Private phone rooms
X Easy access for external participants
Collaboration/conference space
X Large conference spaces
X Collaboration spaces
Special requirements
X Marketing/program material display space
X Outdoor bike storage shelter
X Small display area
Security
X Security related to after hours meetings
\ SUSTAINABILITY SERVICES
ENVIRONMENTAL SUSTAINABILITY
FUNCTION: Provides programs, data and policy to address air quality, climate action, municipal sustainability and
waste reduction.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH27 1148 ALL
(100%)60%115% 5%
ALL
(100%)60%115% 6%
21 1300 836 940 26
1590 1010 1140 34
Service Director PO-1 180 0 00000 000
Director/Department Head PO-2 140 1 140 140 140 1
140 140 140 1
Division Head WS-1 80 3 240 144 166 4 300 180 207 5
Supervisor/Manager WS-2 64 0 00000 000
Staff - Typ WS-3 64 11 704 422 486 14 880 528 607 18
PTE/Intern/Temp/Volunteer WS-4 36 5 180 108 124 6
225 135 155 8
Field/Crew WS-5 36 1 36 22 25 1
45 27 31 2
156 22.0 302 283 288 27.0 314 290 296 35.0
SEE AUX.Coffee/Break/Café/Lounge FACTOR 47 0.00 21 00026 0 0034
Storage/Files/Resource SET VALUE 78 250 1 250 250 250 1 250 250 250 1
Work/Copy FACTOR 31 0.04 0 52 33 38 0 64 40 46 0
0 000000000
000000 000
000000 000
000000 000
000000 000
ASF 1304 1,602 1,119 1,228 1,903 1,300 1,436
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)2122 55%2,913 2,035 2,233 3,461 2,364 2,611
STAFF 21 26 34
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.261
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 2%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115%
2054 1288 1460 37
2228 1393 1581 43
2561 1592 1810 49
2946 1824 2076 57
3393 2092 2385
0 0000 0000 0000 0000 00
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140
396 238 273 5 432 259 298 6 501 300 346 7 581 348 401 8 673 404 464
0 0000 0000 0000 0000 00
1161 697 801 20 1267 760 874 23 1469 881 1014 27 1703 1022 1175 31 1974 1185 1362
297 178 205 9
324 194 224 10
376 225 259 12
435 261 300 14
505 303 348
59 36 41 2
65 39 45 2
75 45 52 2
87 52 60 3
101 61 70
332 302 308 38.0 339 306 313 43.7 352 314 322 50.4 368 323 333 58.1 386 334 345
0 0037 0 0043 0 0049 0 0057 0 00
250 250 250 1 250 250 250 1 250 250 250 1 250 250 250 1 250 250 250
82 52 58 0 89 56 63 0 102 64 72 0 118 73 83 0 136 84 95
0000000000000000000
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
2,386 1,590 1,769 2,567 1,699 1,894 2,913 1,906 2,133 3,314 2,147 2,409 3,779 2,426 2,730
4,338 2,890 3,216 4,668 3,088 3,444 5,297 3,466 3,878 6,026 3,903 4,381 6,871 4,410 4,964
37 43 49 57
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.262
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Acoustically sound closed offices
X Movable furniture
Support spaces
X Confidential file storage
X Reception/waiting area for walk-in
customers
X Copy room
X Lunchroom/kitchen
Collaboration/conference space
X Team work rooms
X Collaboration spaces
X Small meeting spaces
X Quiet room
Security
X Security related to after hours meetings
Public/community engagement
X Community service provider meetings
X Other partner meetings
X Trainings, technical assistance, workshops
\ SUSTAINABILITY SERVICES
SOCIAL SUSTAINABILITY
FUNCTION: Housing, homelessness, human services, equity & inclusion, and HUD funded items.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH28 880 ALL
(100%)60%115% 4%
ALL
(100%)60%115% 5%
11 752 507 562 13
874 581 647 16
Service Director PO-1 180 0 00000 000
Director/Department Head PO-2 140 1 140 140 140 1
140 140 140 1
Division Head WS-1 80 0 00000 000
Supervisor/Manager WS-2 64 3 192 115 132 4
230 138 159 4
Staff - Typ WS-3 64 6 384 230 265 7 461 276 318 9
PTE/Intern/Temp/Volunteer WS-4 36 1 36 22 25 1
43 26 30 1
Field/Crew WS-5 36 0 00000 000
296 12.0 230 220 222 14.0 235 223 226 17.0
SEE AUX.Coffee/Break/Café/Lounge FACTOR 48 0.00 11 00013 0 0016
Storage/Files/Resource SET VALUE 217 200 1 200 200 200 1 200 200 200 1
Work/Copy FACTOR 31 0.04 0 30 20 22 0 35 23 26 0
0 000000000
000000 000
000000 000
000000 000
000000 000
ASF 1176 982 727 785 1,109 804 873
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)1701 55%1,786 1,323 1,427 2,017 1,461 1,586
STAFF 11 13 16
SPECIAL TOTAL
TOTAL
SUPPORT TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.263
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 4%
ALL
(100%)60%115% 4%
ALL
(100%)60%115% 4%
ALL
(100%)60%115% 4%
ALL
(100%)60%115%
1058 691 773 19
1241 801 900 23
1480 944 1064 28
1770 1118 1265 33
2123 1330 1508
0 0000 0000 0000 0000 00
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140 1
140 140 140
0 0000 0000 0000 0000 00
288 173 199 5
345 207 238 7
420 252 290 8
511 307 353 10
622 373 429
576 345 397 11 691 414 477 13 840 504 580 16 1023 614 706 19 1244 746 858
54 32 37 2
65 39 45 2
79 47 54 3
96 58 66 3
117 70 80
0 0000 0000 0000 0000 00
242 228 231 20.0 250 232 236 23.9 259 238 243 28.6 271 245 251 34.4 285 253 260
0 0019 0 0023 0 0028 0 0033 0 00
200 200 200 1 200 200 200 1 200 200 200 1 200 200 200 1 200 200 200
42 28 31 0 50 32 36 0 59 38 43 0 71 45 51 0 85 53 60
0000000000000000000
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
1,300 918 1,004 1,491 1,033 1,136 1,739 1,181 1,307 2,041 1,363 1,515 2,408 1,583 1,768
2,364 1,669 1,826 2,710 1,877 2,065 3,161 2,148 2,376 3,710 2,477 2,755 4,378 2,878 3,215
19 23 28 33
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.264
APPENDIX NOVEMBER 2021
\ UTILITIES
CUSTOMER CONNECTIONS - CUSTOMER ACCOUNTS
NEEDS:
Office/work stations
X Dedicated office
X Cubicles work for collaboration
Support spaces
X Bill processing, supplies, equipment storage
X Break room
Collaboration/conference space
X Stand up meeting space
X Small to large conference rooms
X Dedicated customer meeting space
X Private rooms for calls
FUNCTION: Supports the 6000+ businesses within the utilities service areas including Key Accounts and mid and
small sized commercial accounts.
CUSTOMER CONNECTIONS - CUSTOMER CARE + TECHNOLOGY
NEEDS:
Office/work stations
X Individual work stations
Support spaces
X Bill processing, supplies, equipment storage
Collaboration/conference space
X Small confidential meeting room/alcoves
X Small conference rooms
FUNCTION: Utilities customer care: starting service through billing, payments and accounts receivable.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH29 6202 ALL
(100%)60%115% 5%
ALL
(100%)60%115% 2%
71 4824 3190 3558 90
6000 3896 4369 99
Service Director PO-1 180 1 180 180 180 1 180 180 180 1
Director/Department Head PO-2 140 4 560 560 560 4
560 560 560 4
Division Head WS-1 80 0 00000 000
Supervisor/Manager WS-2 64 7 448 269 309 9
577 346 398 10
Staff - Typ WS-3 64 54 3456 2074 2385 70 4451 2671 3071 77
PTE/Intern/Temp/Volunteer WS-4 36 5 180 108 124 6
232 139 160 7
Field/Crew WS-5 36 0 00000 000
1334 72.0 693 628 642 91.0 740 656 675 100.0
SEE AUX.Coffee/Break/Café/Lounge FACTOR 563 0.00 71 00090 0 0099
Storage/Files/Resource SET VALUE 495 500 1 500 500 500 1 500 500 500 1
Work/Copy FACTOR 276 0.04 0 193 128 142 0 240 156 175 0
1184 5 930 930 930
5 930 930 930
5
CE Mud Room 229 230 1 230 230 230 1 230 230 230 1
CC&T Training 248 320 1 320 320 320 1 320 320 320 1
SEE AUX. Reception - Waiting SHARED/CS 335 000000 000
CC&T Secure Print 99 100 1 100 100 100 1 100 100 100 1
CC&T Additional Work Area 100 100 1 100 100 100 1 100 100 100 1
C&M Additional Work Area 173 180 1 180 180 180 1
180 180 180 1
ASF 8720 6,447 4,748 5,130 7,670 5,482 5,974
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)12490 55%11,722 8,633 9,328 13,945 9,967 10,862
STAFF 71 90 99
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.265
FORT COLLINS: MASTER PLAN
CUSTOMER CONNECTIONS - COMMUNITY ENGAGEMENT
NEEDS:
Office/work stations
X Dedicated offices
X Acoustical sound work stations
Support spaces
X Storage spaces
Collaboration/conference space
X Small and large conference rooms
Special requirements
X Pool car parking
X Area to load can/cars
FUNCTION: Coordinates opportunities to ensure the successful and cost effective use of rate-payer funding
through interactions with external stakeholders using expanded tools and techniques.
CUSTOMER CONNECTIONS - COMMUNICATIONS + MARKETING
NEEDS:
Office/work stations
X Dedicated office
X Private cubicle stations
Support spaces
X Quiet spaces
Collaboration/conference space
X Small collaborative spaces
X Large meeting rooms
FUNCTION: Provides support for all Utilities service units, collaborative marketing efforts with other departments
on projects and general City initiatives.ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 1%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115% 3%
ALL
(100%)60%115%
6556 4229 4753 103
6804 4378 4924 117
7665 4895 5518 133
8648 5485 6196 151
9770 6158 6971
180 180 180 1 180 180 180 1 180 180 180 1 180 180 180 1 180 180 180
560 560 560 4
560 560 560 4
560 560 560 4
560 560 560 4
560 560 560
0 0000 0000 0000 0000 00
638 383 440 10
665 399 459 12
760 456 524 14
867 520 599 15
991 594 683
4921 2953 3396 80 5132 3079 3541 92 5860 3516 4043 105 6692 4015 4617 119 7641 4585 5273
256 154 177 7
267 160 184 8
305 183 211 10
349 209 240 11
398 239 275
0 0000 0000 0000 0000 00
762 669 690 104.0 772 675 697 117.9 807 696 721 133.8 846 719 748 151.9 891 746 779
0 00103 0 00117 0 00133 0 00151 0 00
500 500 500 1 500 500 500 1 500 500 500 1 500 500 500 1 500 500 500
262 169 190 0 272 175 197 0 307 196 221 0 346 219 248 0 391 246 279
930 930 930 5 930 930 930 5 930 930 930 5 930 930 930 5 930 930 930
230 230 230 1 230 230 230 1 230 230 230 1 230 230 230 1 230 230 230
320 320 320 1 320 320 320 1 320 320 320 1 320 320 320 1 320 320 320
0 0000 0000 0000 0000 00
100 100 100 1 100 100 100 1 100 100 100 1 100 100 100 1 100 100 100
100 100 100 1 100 100 100 1 100 100 100 1 100 100 100 1 100 100 100
180 180 180 1
180 180 180 1
180 180 180 1
180 180 180 1
180 180 180
8,248 5,829 6,373 8,506 5,984 6,551 9,401 6,521 7,169 10,423 7,134 7,874 11,591 7,834 8,679
14,996 10,597 11,587 15,466 10,879 11,911 17,093 11,856 13,034 18,952 12,971 14,316 21,074 14,244 15,781
103 117 133 151
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.266
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Focused on increased productivity
X Privacy
X Hybrid approach
Support spaces
X Shared copy/print room
X Outdoor spaces
Collaboration/conference space
X Small meeting rooms on first floor
X Small conference room
X Large conference room
Public/community engagement
X In field at customer sites
\ UTILITIES
CUSTOMER CONNECTIONS - ENERGY SERVICES
FUNCTION: Designs, implements, and evaluates the City’s energy efficiency and conservation programs to track
program effectiveness and progress towards meeting the goals of the Energy Policy and Climate Action Plan.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH30 771 ALL
(100%)60%115% 2%
ALL
(100%)60%115% 0%
11 692 415 477 12
750 450 517 12
Service Director PO-1 180 0 00000 000
Director/Department Head PO-2 140 0 00000 000
Division Head WS-1 80 1 80 48 55 1 87 52 60 1
Supervisor/Manager WS-2 64 1 64 38 44 1
69 42 48 1
Staff - Typ WS-3 64 8 512 307 353 9 555 333 383 9
PTE/Intern/Temp/Volunteer WS-4 36 1 36 22 25 1
39 23 27 1
Field/Crew WS-5 36 0 00000 000
304 12.0 188 177 179 12.9 190 178 181 12.9
SEE AUX.Coffee/Break/Café/Lounge FACTOR 48 0.00 11 00012 0 0012
Storage/Files/Resource SET VALUE 225 160 1 160 160 160 1 160 160 160 1
Work/Copy FACTOR 31 0.04 0 28 17 19 0 30 18 21 0
0 000000000
000000 000
000000 000
000000 000
000000 000
ASF 1075 880 592 657 940 628 698
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)1337 55%1,599 1,076 1,194 1,708 1,141 1,269
STAFF 11 12 12
SUPPORT TOTAL
SPECIAL TOTAL
TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.267
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 1%
ALL
(100%)60%115% 1%
ALL
(100%)60%115% 1%
ALL
(100%)60%115% 1%
ALL
(100%)60%115%
750 450 517 13
807 484 557 14
850 510 586 14
895 537 618 15
943 566 650
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
87 52 60 1 93 56 64 1 98 59 68 1 103 62 71 1 109 65 75
69 42 48 1
75 45 52 1
79 47 54 1
83 50 57 1
87 52 60
555 333 383 9 597 358 412 10 629 377 434 10 662 397 457 11 697 418 481
39 23 27 1
42 25 29 1
44 27 31 1
47 28 32 1
49 29 34
0 0000 0000 0000 0000 00
190 178 181 13.8 192 179 182 14.5 194 180 183 15.2 196 181 185 16.0 198 183 186
0 0013 0 0014 0 0014 0 0015 0 00
160 160 160 1 160 160 160 1 160 160 160 1 160 160 160 1 160 160 160
30 18 21 0 32 19 22 0 34 20 23 0 36 21 25 0 38 23 26
0000000000000000000
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
940 628 698 999 664 739 1,044 690 770 1,091 718 802 1,140 748 836
1,708 1,141 1,269 1,817 1,207 1,344 1,898 1,255 1,400 1,983 1,306 1,459 2,073 1,360 1,521
13 14 14 15
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.268
APPENDIX NOVEMBER 2021
NEEDS:
Office/work stations
X Focused on increased productivity
X Privacy
X Hybrid approach
Support spaces
X Shared copy/print room
X Reception/waiting room
X Outdoor space
X Off-site storage
Collaboration/conference space
X Small meeting rooms on first floor
X Small conference room
X Large conference room
Public/community engagement
X Consultant, partner, and contractor meetings
X Greater collaboration with other areas of the
organization
\ UTILITIES
CUSTOMER CONNECTIONS - WATER CONSERVATION
FUNCTION: Develops and manages programs and projects related to water conservation and efficiency; focused
on water demand management.PLAN O/WDEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTH31 768 ALL
(100%)60%115% 0%
ALL
(100%)60%115% 3%
12 644 386 444 12
644 386 444 14
Service Director PO-1 180 0 00000 000
Director/Department Head PO-2 140 0 00000 000
Division Head WS-1 80 1 80 48 55 1 80 48 55 1
Supervisor/Manager WS-2 64 0 00000 000
Staff - Typ WS-3 64 6 384 230 265 6 384 230 265 7
PTE/Intern/Temp/Volunteer WS-4 36 5 180 108 124 5
180 108 124 6
Field/Crew WS-5 36 0 00000 000
242 13.0 276 265 268 13.0 276 265 268 15.0
SEE AUX.Coffee/Break/Café/Lounge FACTOR 48 0.00 12 00012 0 0014
Storage/Files/Resource SET VALUE 163 250 1 250 250 250 1 250 250 250 1
Work/Copy FACTOR 31 0.04 0 26 15 18 0 26 15 18 0
0 000000000
SEE AUX. Storage/dock space/general receiving 0 0 0 0 0 0 000
000000 000
000000 000
000000 000
ASF 1010 920 652 712 920 652 712
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)1595 55%1,672 1,185 1,295 1,672 1,185 1,295
STAFF 12 12 14
TOTAL
SUPPORT TOTAL
SPECIAL TOTAL
STAFF
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.269
FORT COLLINS: MASTER PLAN
ALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)DEPT. GROWTHALL IN (A)HYBRID (H) (% X A)H-BUFFER (HB) (% x H)ALL
(100%)60%115% 1%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115% 2%
ALL
(100%)60%115%
751 451 518 15
805 483 555 16
868 521 599 17
935 561 645 19
1008 605 695
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
93 56 64 1 100 60 69 1 108 65 74 1 116 70 80 2 125 75 86
0 0000 0000 0000 0000 00
448 269 309 7 480 288 331 8 517 310 357 9 558 335 385 9 601 361 415
210 126 145 6
225 135 155 7
243 146 167 7
261 157 180 8
282 169 194
0 0000 0000 0000 0000 00
280 268 271 16.0 282 269 272 17.2 285 271 274 18.4 287 272 276 19.8 290 274 278
0 0015 0 0016 0 0017 0 0019 0 00
250 250 250 1 250 250 250 1 250 250 250 1 250 250 250 1 250 250 250
30 18 21 0 32 19 22 0 35 21 24 0 37 22 26 0 40 24 28
0000000000000000000
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
0 0000 0000 0000 0000 00
1,031 719 789 1,087 752 828 1,152 791 873 1,223 834 921 1,298 879 973
1,875 1,307 1,435 1,977 1,368 1,505 2,095 1,439 1,587 2,223 1,515 1,675 2,360 1,598 1,770
15 16 17 19
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.270
APPENDIX NOVEMBER 2021
\ AUXILIARY
32 ALL
(100%)60%115%ALL
(100%)60%115%
31090 550 43879 39366 40381 643
49227 43936 45126 739
Wellness 50.0%3935 13 306.0 3978 3978 3978 358.8 4665 4665 4665 413.6
Archive/Shop 300B Laporte 3300 3300 3300 3300 3300 3300 3300
Reception Per Building 300 7.0 2100 2100 2100 7.0 2100 2100 2100 7.0
Shared Conference 7.0%42.8 50.2 57.9
XL Conference (30+)2349 1200 2.0 2400 2400 2400 2.0 2400 2400 2400 2.0
L Conference (15-30) 10.0%2595 600 4.3 2570 2570 2570 5.0 3014 3014 3014 5.8
M Conference (8-15) 40.0%5637 320 17.1 5484 5484 5484 20.1 6430 6430 6430 23.2
S Conference (4-8) 50.0%3687 180 21.4 3856 3856 3856 25.1 4521 4521 4521 29.0
Huddle Room/ Phone Booth 6.0%36.7 43.1 49.6
Collaboration 60.0%1499 120 22.0 2644 2644 2644 25.8 3100 3100 3100 29.8
Phone/Quiet 40.0%287 80 14.7 1175 1175 1175 17.2 1378 1378 1378 19.9
Coffee/Break/Café/Lounge 6.0%36.7 43.1 49.6
Lounge 18.0%926 175 6.6 1157 694 798 7.8 1356 814 936 8.9
Break/Kitchenette/Coffee 75.0%6875 300 27.5 8262 4957 5701 32.3 9688 5813 6685 37.2
Café/Cafeteria 7.0%725 2.6 1864 1118 1286 3.0 2185 1311 1508 3.5
Storage/dock space/general receiving 3340 1.0 3340 3340 3340 1.0 3340 3340 3340 1.0
CPIO Storage The Cottage 150
FCTV Storage The Cottage 200
FCTV Equipment Lab The Cottage 400
EPS Storage (1-Garage Bay) Ex Offsite (18x30)720
IT Shipping & Receiving 215 Mason 350
FC Moves 214 Howes (18x40)720
Water Conservation Ex Storage Unit 200
Dock 600
CityCare 214 Howes 1750 1.0 1750 1750 1750 1.0 1750 1750 1750 1.0
ASF 31090 43,879 39,366 40,381 49,227 43,936 45,126
GSF (FACTOR - WALLS, MEP, COMMON , CIRCULATION)47978 70%62,684 56,237 57,687 70,325 62,765 64,466
AUXILIARY
TOTAL
OPT 1 OPT 2 OPT 3
ALL IN (PEOPLE)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)BUFFER (SQ. FT.)5-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)CURRENT RIGHT SIZE
#/TYPESPACE STD. (SQ. FT.)SPACE STANDARD MPCURRENT ALL IN (SF)ALL IN (PEOPLE)NEED (SQ. FT.)SPACE STANDARD/TYPE
BUFFER (SQ. FT.)CURRENT COUNTCURRENT (SQ. FT.)FACTOR/UTILIZATION RATEHYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
APPENDIX
G.271
FORT COLLINS: MASTER PLAN
ALL
(100%)60%115%ALL
(100%)60%115%ALL
(100%)60%115%ALL
(100%)60%115%ALL
(100%)60%115%
54773 48674 50046 824
61482 54679 56042 935
68883 61152 62892 1065
77211 68395 70379 1217
85966 75875 78146
5377 5377 5377 461.3 5997 5997 5997 524.2 6814 6814 6814 597.8 7771 7771 7771 684.2 8895 8895 8895
3300 3300 3300 3300 3300 3300 3300 3300 3300 3300 3300 3300 3300 3300 3300
2100 2100 2100 7.0 2100 2100 2100 7.0 2100 2100 2100 7.0 2100 2100 2100 7.0 2100 2100 2100
64.6 73.4 83.7 95.8
2400 2400 2400 2.0 2400 2400 2400 3.0 3600 3600 3600 3.0 3600 3600 3600 3.0 3600 3600 3600
3474 3474 3474 6.5 3875 3875 3875 7.3 4403 4403 4403 8.4 5021 5021 5021 9.6 5747 5747 5747
7411 7411 7411 25.8 8266 8266 8266 29.4 9393 9393 9393 33.5 10712 10712 10712 38.3 12261 12261 12261
5211 5211 5211 32.3 5812 5812 5812 36.7 6605 6605 6605 41.8 7532 7532 7532 47.9 8621 8621 8621
55.4 62.9 71.7 82.1
3573 3573 3573 33.2 3986 3986 3986 37.7 4529 4529 4529 43.0 5165 5165 5165 49.3 5912 5912 5912
1588 1588 1588 22.1 1771 1771 1771 25.2 2013 2013 2013 28.7 2295 2295 2295 32.8 2627 2627 2627
55.4 62.9 71.7 82.1
1563 938 1079 10.0 1744 1046 1203 11.3 1981 1189 1367 12.9 2260 1356 1559 14.8 2586 1552 1785
11167 6700 7705 41.5 12455 7473 8594 47.2 14153 8492 9765 53.8 16140 9684 11136 61.6 18474 11084 12747
2519 1511 1738 3.9 2809 1686 1938 4.4 3192 1915 2203 5.0 3640 2184 2512 5.7 4167 2500 2875
3340 3340 3340 1.3 4342 4342 4175 1.3 4175 4175 4175 1.3 4175 4175 4175 1.3 4175 4175 4175
1750 1750 1750 1.5 2625 2625 2625 1.5 2625 2625 2625 2.0 3500 3500 3500 2.0 3500 3500 3500
54,773 48,674 50,046 61,482 54,679 56,042 68,883 61,152 62,892 77,211 68,395 70,379 85,966 75,875 78,146
78,248 69,534 71,495 87,831 78,112 80,060 98,404 87,361 89,846 110,302 97,707 100,541 122,809 108,393 111,637
OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3 OPT 1 OPT 2 OPT 3
HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)ALL IN (SQ. FT.)ALL IN (SQ. FT.)10-YEAR 15-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)BUFFER (SQ. FT.)20-YEAR
ALL IN (PEOPLE)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)25-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)30-YEAR
ALL IN (PEOPLE)ALL IN (SQ. FT.)BUFFER (SQ. FT.)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)HYBRID (SQ. FT.) (3 DAYS IN/2 DAYS OUT)
G.272
APPENDIX NOVEMBER 2021
100%: VISUALIZATIONS OF SPACE PROJECTIONS
NOTE: THIS IS NOT THE MODEL USED IN THE RECOMMENDATIONS SECTION OF THIS MASTER PLAN. THESE
GRAPHS ARE AN APPENDIX REFERENCE OF THE 100% MODEL THROUGH VISUALIZATIONS SIMILAR TO THOSE
USED TO HIGHLIGHT THE SELECTED MODEL 60%+, WHICH WAS USED AS THE BASIS FOR THE RECOMMENDATIONS
IN THIS MASTER PLAN.
58,258
42,412 49,129 55,755 61,544 69,154
78,070
88,556
8,319
8,026
8,288
8,560
8,792
9,096
9,453
9,872
17,980
22,829
27,329
27,329
27,329
28,729
28,729
28,729
3,300
10,490
10,490
10,490
12,367
12,200
13,075
13,075
16,054 18,128
20,843
23,658
26,110
30,542
34,325
38,769
7,801 11,282
13,230
15,249
17,008
19,326
22,040
25,227
3,935 3,978
4,665
5,377
5,997
6,814
7,771
8,895
0
50000
100000
150000
200000
250000
CURRENT CURRENT
(100%)
5-YEAR
(100%)
10-YEAR
(100%)
15-YEAR
(100%)
20-YEAR
(100%)
25-YEAR
(100%)
30-YEAR
(100%)
NET SQUARE FOOTAGE (NSF)
APPENDIX
G.273
FORT COLLINS: MASTER PLAN
58258, 50%
8319, 7%
17980, 16%
3300, 3%
16054, 14%
7801, 7%3935, 3%
CURRENT (NSF)
42,412,
36%
8,026,
7%22,829,
20%
10,490,
9%
18,128,
15%
11,282,
10%
3,978,
3%
RIGHT SIZE (100%) (NSF)
49,129,
37%
8,288,
6%27,329,
20%
10,490,
8%
20,843,
16%
13,230,
10%
4,665,
3%
5-YEAR (100%) (NSF)
55,755,
38%
8,560,
6%27,329,
19%
10,490,
7%
23,658,
16%
15,249,
10%
5,377,
4%
10-YEAR (100%) (NSF)
61,544,
39%
8,792,
5%27,329,
17%
12,367,
8%
26,110,
16%
17,008,
11%
5,997,
4%
15-YEAR (100%) (NSF)
69,154,
39%
9,096,
5%28,729,
16%
12,200,
7%
30,542,
18%
19,326,
11%
6,814,
4%
20-YEAR (100%) (NSF)
78,070,
40%
9,453,
5%28,729,
15%
13,075,
7%
34,325,
18%
22,040,
11%
7,771, 4%
25-YEAR (100%) (NSF)
88,556,
42%
9,872,
5%
28,729,
13%
13,075,
6%
38,769,
18%
25,227,
12%
8,895,
4%
30-YEAR (100%) (NSF)
STAFF
AUXILIARY - CAFETERIA + BREAK
AUXILIARY - GENERAL
SPECIAL
AUXILIARY - COLLABORATION + CONFERENCE SUPPORT
AUXILIARY - WELLNESS
G.274
APPENDIX NOVEMBER 2021
15 YR 100%: SQUARE FOOTAGE TOTALS BY SPACE TYPE (NET SQ. FT. + NON-PROGRAMMED = GSF)
NOTE: THIS IS NOT THE MODEL USED IN THE RECOMMENDATIONS SECTION OF THIS MASTER PLAN. THESE
GRAPHS ARE AN APPENDIX REFERENCE OF THE 100% MODEL THROUGH VISUALIZATIONS SIMILAR TO THOSE
USED TO HIGHLIGHT THE SELECTED MODEL 60%+, WHICH WAS USED AS THE BASIS FOR THE RECOMMENDATIONS
IN THIS MASTER PLAN.
5,997
17,008
26,110
12,367
27,329
8,792
61,544
0 20000 40000 60000 80000 100000
2,570
7,289
11,190
5,300
22,360
7,193
50,354
020000400006000080000100000
111,898 GSF
15,985 GSF
49,689 GSF
17,667 GSF
37,300 GSF
24,297 GSF
8,567 GSF
STANDARD
AUXILIARY
55% NTG
70% NTG
APPENDIX
G.275
FORT COLLINS: MASTER PLAN
30 YR 100%: SQUARE FOOTAGE TOTALS BY SPACE TYPE (NET SQ. FT. + NON-PROGRAMMED = GSF)
3,812
10,812
16,615
5,604
23,506
8,077
72,455
020000400006000080000100000
8,895
25,227
38,769
13,075
28,729
9,872
88,556
0 20000 40000 60000 80000 100000
161,011 GSF
17,950 GSF
52,235 GSF
18,679 GSF
55,384 GSF
36,039 GSF
12,707 GSF
STANDARD
AUXILIARY
55% NTG
70% NTG
STAFF
AUXILIARY - CAFETERIA + BREAK
AUXILIARY - GENERAL
SPECIAL
AUXILIARY - COLLABORATION + CONFERENCE SUPPORT
AUXILIARY - WELLNESS
G.276
APPENDIX NOVEMBER 2021APPENDIX
CHARRETTE DOCUMENTS
APPENDIX
G.277
FORT COLLINS: MASTER PLAN
G.278
APPENDIX NOVEMBER 2021
BUILDING PERFORMANCE: ENERGY AND DAYLIGHT SUMMARY
ENERGY: HIGH LEVEL SUMMARY
Energy Use
Intensity
Spatial
Daylight
Autonomy
Annual
Solar
Exposure 28
36
48
34
44
47
33
41
49
27
35
48
0 5 10 15 20 25 30 35 40 45 50 55 60
Concept A Concept B Concept C Concept D
Metrics
EUI: Annual total energy
use per floor area
*Current performance
reflects code minimum
sDA: Percent of
occupied area with
sufficient daylight
ASE: Percent of
occupied area with
excessive direct light
EUI 25 kBtu/sf-yr
sDA >55%
ASE <10%
Concept Pros Cons
Concept A: Canyon Corridors
Concept D: Park Campus
E-W long axis
Lower space heating and
cooling
Lower initial daylight
availability
Lower direct sunlight
exposure
Self-shading may reduce
daylight potential
Likely better energy
reduction potential
Concept B: Stormwater Ribbon
Concept C: Pedestrian Court
N-S long axis
Higher initial daylight
availability
Higher space heating and
cooling
Higher direct sunlight
exposure (AM & PM)
APPENDIX
G.279
FORT COLLINS: MASTER PLAN
ENERGY: MODEL ASSUMPTIONS
ENERGY: EPA TARGET FINDER BENCHMARKS
Building Component Performance Value Source
Envelope
Roof R-30, U-0.032 (2018 IECC)
Walls: steel-frame R-13 + 7.5 c.i., U-0.064 (2018 IECC)
Fenestration SEW: U-0.38, SHGC-0.38
N: U-0.38, SHGC-0.51
(2018 IECC)
Lighting
Office, building area method 0.79 W/sf (2018 IECC)
HVAC
System type Packaged VAV w/ HW
reheat (90.1 Appendix G)
Cooling efficiency 10.8 EER (2018 IECC)
Heating efficiency 80% (2018 IECC)
Fan power 1.05 W/cfm total (2018 IECC)
Target Finder Benchmark Site EUI
[kBtu/sf-yr]
Total GHG Emissions
[metric tons Co2e]
Median Property 85.3 1,786
Design Target: 75th percentile 59.2 1,240
Design Target: 80th percentile 53.8 1,127
Design Target: 85th percentile 48.0 1,006
Design Target: 90th percentile 41.5 869
Design Target: 95th percentile 33.4 700
G.280
APPENDIX NOVEMBER 2021
CONCEPT A: ENERGY PERFORMANCE AND DAYLIGHT POTENTIAL
CONCEPT A: IMPROVED ENERGY PERFORMANCE SCENARIO
Concept A
Lighting
14%
Heating
35%
Cooling
10%
Fans
11%
Service Water
Heating
2%
Misc. Equipment
28%
Energy Consumption by End-Use
48
35
27
0 5 10 15 20 25 30 35 40 45 50 55
ASE [%]sDA [%]EUI [kBtu/sf-yr]
ASE <10% EUI 25 kBtu/sf-yr sDA >55%
Concept A
Lighting
15%
Heating
14%
Cooling
10%
Fans
14%
Service Water
Heating
3%
Misc. Equipment
44%
Energy Consumption by End-Use
31
0 5 10 15 20 25 30 35 40 45 50 55
EUI [kBtu/sf-yr]
EUI 25 kBtu/sf-yr
Building
Component
Lighting
Office, building
area method
0.55 W/sf
30% Reduction
HVAC
Cooling efficiency 14.0 EER
30% improvement
Heating efficiency 3.5 COP
Fan power 0.85 W/cfm
20% reduction
APPENDIX
G.281
FORT COLLINS: MASTER PLAN
CONCEPT B: ENERGY PERFORMANCE AND DAYLIGHT POTENTIAL
CONCEPT C: ENERGY PERFORMANCE AND DAYLIGHT POTENTIAL
Concept B
Lighting
13%
Heating
38%
Cooling
10%
Fans
10%
Service Water
Heating
2%
Misc. Equipment
27%
Energy Consumption by End-Use
49
41
33
0 5 10 15 20 25 30 35 40 45 50 55
ASE [%]sDA [%]EUI [kBtu/sf-yr]
EUI 25 kBtu/sf-yr sDA >55%ASE <10%
Concept C
Lighting
14%
Heating
37%
Cooling
11%
Fans
11%
Service Water
Heating
1%
Misc. Equipment
26%
Energy Consumption by End-Use
47
44
34
0 5 10 15 20 25 30 35 40 45 50 55
ASE [%]sDA [%]EUI [kBtu/sf-yr]
EUI 25 kBtu/sf-yr sDA >55%ASE <10%
G.282
APPENDIX NOVEMBER 2021
CONCEPT D: ENERGY PERFORMANCE AND DAYLIGHT POTENTIAL
Concept D
Lighting
14%
Heating
36%
Cooling
10%
Fans
10%
Service Water
Heating
2%
Misc. Equipment
28%
Energy Consumption by End-Use
48
36
28
0 5 10 15 20 25 30 35 40 45 50 55
ASE [%]sDA [%]EUI [kBtu/sf-yr]
EUI 25 kBtu/sf-yr sDA >55%ASE <10%
APPENDIX
G.283
FORT COLLINS: MASTER PLAN
G.284
APPENDIX NOVEMBER 2021APPENDIX
CONSTRUCTION PHASING
APPENDIX
G.285
FORT COLLINS: MASTER PLAN
G.286
APPENDIX NOVEMBER 2021
215 MASON
• Right-Size Existing Departments
• 1st Floor
• Parking Services/TransFort
• Emergency Preparedness
• Municipal Court Remains As Is
• 2nd Floor
• Human Resources
• Financial Services
• Safety & Risk Management
• 3rd Floor
• Information Technology
• Community Services
• CPIO
215 MASON
• Move CityCare from 214 Howes
• 1st Floor:
• Share/Expand existing Wellness Area
• 2nd Floor:
• Additional CityCare Space adjacent
to Human Resources
• Move PDT FC Moves from 281 College
• 3rd Floor:
• Utilize Additional Space resulting
from right-sizing departments
214 HOWES
• Relocate FC Moves storage and other
uses to temporary off-site location
0-5 YEAR PLAN 0-5 YEAR PLAN
\ OPTION 1 - CONSTRUCTION STAGE 1
215 Mason
X 215 Mason
•Move CityCare from
•1st Floor:
•Share/Expand
•2nd Floor:
•Additional Cit
Human Resou
•Move PDT FC Move
•3rd Floor:
•Utilize Additio
right-sizing de
X 214 Howes
•Relocate FC Moves
to temporary off-site
281 College
214 Howes
215 Mason
Off-Site Storage
APPENDIX
G.287
FORT COLLINS: MASTER PLAN
117 MASON
• Move Remainder of PDT to 117 Mason
• PDT Administration
• PDT Engineering
• PDT CDNS
281 COLLEGE
• Remove remainder of items
• Prepare property for Sale
PARKS STORAGE
• Relocate to off-site location
0-5 YEAR PLAN 0-5 YEAR PLAN
Park Storage
Off-Site Location
2281
College
117 Mason
G.288
APPENDIX NOVEMBER 2021
222 LAPORTE
• Right-Size Existing Departments
• Utilities
• Sustainability
• Broadband
• Renovate by floor, shifting
departments to accommodate work
• All existing departments remain in
building
• Additional space reserved for future
growth of departments
300B LAPORTE
• Right-Size Existing Departments
• OPS Admin
• OPS Facility Management
• OPS PMPD
• OPS Real Estate
• Renovate by floor, shifting depart-
ments to accommodate work
• All existing departments remain in
building
• Additional space reserved for future
growth of department
0-5 YEAR PLAN 0-5 YEAR PLAN
222 Laporte
300B Laporte
APPENDIX
G.289
FORT COLLINS: MASTER PLAN
300A Laporte
300A LAPORTE
• Right-Size Existing Departments
• First Floor:
• City Attorney
• City Clerk
• Second Floor:
• Reclaim Emergency Preparedness
Space
• Reclaim Unused IT Space
• City Manager
• FCTV Expansion infills IT Space
• Existing Council Chambers
• Reuse as is for 5 years
• Existing FCTV Lower Level
• Reuse as is for 5 years
• Minimize Renovations during Phase 1
• Short-Term Solution
• Satisfies 5-year growth
STAGE 1B SITE PREP
• Deconstruct 214 Howes
• Deconstruct Park Storage
• Deconstruct Non-Historic North
Garage
• Prepare Surface Parking for Future
Parking Structure
5-15 YEAR PLAN 0-5 YEAR PLAN
G.290
APPENDIX NOVEMBER 2021
STAGE 1B CONSTRUCTION
• Construction new Phase 1 New
Building mid-block along Howes
• Construct new Parking Garage on
Northeast corner
• Perform Street Improvements and
Public Way Improvements along
Howes
• Construct new Surface Parking on
Northwest corner
• Develop landscape. hard scape, and
site amenities
• Create connection between Parking
Structure and Phase 1 New Building
STAGE 1B OCCUPANCY
• New Spaces within Phase 1 Building
• Council Chambers
• Meeting Rooms
• Customer Service Center
• Cafeteria
• Wellness (upper floor, 10-15 years)
• Storage & Receiving Dock
• Satisfies 30-Year Projected Need
• Wellness will move during Phase 2
5-15 YEAR PLAN 5-15 YEAR PLAN
APPENDIX
G.291
FORT COLLINS: MASTER PLAN
STAGE 1B OCCUPANCY
• Move Departments from 300A
Laporte to New Building
• City Attorney
• City Clerk
• City Manager
• Council Chambers
• FCTV
STAGE 1B OCCUPANCY
• Move Departments from 215 Mason to
New Building
• Human Resources
• CPIO
• Financial Services
• Safety & Risk Management
• CityCare
5-15 YEAR PLAN 5-15 YEAR PLAN
300A Laporte
215 Mason
G.292
APPENDIX NOVEMBER 2021
STAGE 1B OCCUPANCY
• 215 Mason
• Cultural Services Remains/Expands
• Emergency Preparedness Remains
• Parking Services Remains through
Phase 1
• Municipal Court Remains through
Phase 1, Expands into freed space
STAGE 1B OCCUPANCY
• 300A Laporte
• Renovate Both Floors of West
Building
• IT moves from 215 Mason to 300A
Laporte
5-15 YEAR PLAN 5-15 YEAR PLAN
215 Mason
215 Mason
300A Laporte
APPENDIX
G.293
FORT COLLINS: MASTER PLAN
STAGE 1B OCCUPANCY
• 215 Mason
• All of PDT Moves to Freed Space at
215 Mason
• 117 Mason is used as flex space or
other city use
5-15 YEAR PLAN215 Mason
117 Mason
G.294
APPENDIX NOVEMBER 2021
300A Laporte 214 Howes
215 Mason
Off-Site Storage
Park Storage
Off-Site Location
215 MASON/300A LAPORTE
• Move portion of IT to 300A Laporte
• 750sf to Second Floor unoccupied
• Economize remainder of IT in 215
Mason to free up 810sf
• Move CityCare from 214 Howes
• 1st Floor:
• Share/Expand existing Wellness
Area
• Repurpose Bike Storage & Confer-
ence Room (941sf)
• 3rd Floor:
• Additional CityCare Space adja-
cent to Human Resources (810sf)
• Need 1,750sf total across floors
• No new furnishings/reuse existing
space
214 HOWES
• Relocate FC Moves storage and
other uses to temporary off-site
location
PARKS STORAGE
• Relocate to off-site location
YEAR 1 YEAR 1
\ OPTION 2 - CONSTRUCTION STAGE 1
APPENDIX
G.295
FORT COLLINS: MASTER PLAN
117 MASON
• Complete any potential modifications
to 117 Mason at onset of Phase 1A.
• SF: 15,500sf
• Move PDT to 117 Mason and Right-
size departments to current buffer
size
• PDT Administration
• PDT Engineering
• PDT CDNS
• FC Moves
281 COLLEGE
• Remove remainder of items
• Prepare property for Sale
STAGE 1 SITE PREP
• Deconstruct 214 Howes
• Deconstruct Park Storage
• Deconstruct Non-Historic North
Garage
• Prepare Site for Phase 1b construction
• Prepare Surface Parking for Future
Parking Structure
YEAR 1 YEAR 1
281
College
117 Mason
G.296
APPENDIX NOVEMBER 2021
STAGE 1 CONSTRUCTION
• Construction new Phase 1 New
Building mid-block along Howes
• Construct new Parking Garage on
Northeast corner
• Perform Street Improvements and
Public Way Improvements along
Howes
• Construct new Surface Parking on
Northwest corner
• Develop landscape. hard scape, and
site amenities
• Create connection between Parking
Structure and Phase 1 New Building
STAGE 1 OCCUPANCY
• New Spaces within Phase 1 Building
• Council Chambers
• Meeting Rooms
• Customer Service Center
• Cafeteria
• Wellness (upper floor, 10-15 years)
• Storage & Receiving Dock
• Satisfies 30-Year Projected Need
• Wellness will move during Phase 2
YEAR 2-3 YEAR 2-3
APPENDIX
G.297
FORT COLLINS: MASTER PLAN
STAGE 1 OCCUPANCY
• Move and Right-size Departments
from 300A Laporte to New Building
• City Attorney
• City Clerk
• City Manager
• Council Chambers
• FCTV
• Move IT located in 300A Laporte
back to 215 Mason
STAGE 1 OCCUPANCY
• Move and Right-size Departments
from 215 Mason to New Building
• Human Resources
• Financial Services
• Safety & Risk Management
• CityCare
• Parking Services/TransFort
• Wellness
YEAR 4 YEAR 4
300A Laporte
215 Mason
G.298
APPENDIX NOVEMBER 2021
STAGE 1 OCCUPANCY
STAGE 1 RENOVATION
• 300A Laporte
• Renovate Both Floors of West
Building
YEAR 4 YEAR 4
300A Laporte
APPENDIX
G.299
FORT COLLINS: MASTER PLAN
STAGE 1B OCCUPANCY
• 215 Mason
• Renovate Freed Space on available
floors
• Emergency Preparedness Remain
as is
• Municipal Court Remains as is
STAGE 1B OCCUPANCY
• 300A Laporte
• Move IT from 3rd floor 215
Mason to newly renovated 2nd
Floor of 300A Laporte
YEAR 5 YEAR 4
215 Mason
215 Mason
300A Laporte
G.300
APPENDIX NOVEMBER 2021
STAGE 1 OCCUPANCY
• 215 Mason
• Community Services & CPIO right-
size in place
• Renovate remainder of 3rd Floor
• Emergency Preparedness Remains,
Renovate for growth
• Municipal Court Remains through
Phase 1, Expands into renovated 1st
floor space
• Minor Renovations to Existing Munici-
pal Court Space
300B LAPORTE
• Temporarily move entirety of OPS to 1st
Floor 300A Laporte
• OPS Admin
• OPS Facility Management
• OPS PMPD
OPS Real Estate
• Renovate 1st and 2nd OPS floors
YEAR 5 YEAR 5
215 Mason
300A Laporte
300B Laporte
APPENDIX
G.301
FORT COLLINS: MASTER PLAN
STAGE 1 OCCUPANCY
• 215 Mason
• Move all of PDT into 215 Mason
from 117 Mason
• Locate on 2nd and 3rd Floors
• Eventual Growth to 1st Floor
• 117 Mason is used as flex space or
other city use
300B LAPORTE
• Move entirety of OPS to back of
300B Laporte and Right Size
YEAR 6 YEAR 5
215 Mason
117 Mason
300A Laporte
300B Laporte
G.302
APPENDIX NOVEMBER 2021
222 LAPORTE
• Right-Size Existing Departments
• Utilities
• Sustainability
• Broadband
• No major renovations, shift depart-
ments to accommodate FF&E work
• All existing departments remain in
building
• Additional space reserved for future
growth of departments
STAGE 2A SITE PREP &
DECONSTRUCTION
• 300A Laporte
• Deconstruct Old Council Chamber
Addition
• Prepare Site for Plaza Extension
• Deconstruct Cottage to prepare for
Park Expansion
15-30 YEAR PLAN YEAR 6
222 Laporte
\ OPTION 2 - CONSTRUCTION STAGE 2
APPENDIX
G.303
FORT COLLINS: MASTER PLAN
STAGE 2A SITE
DEVELOPMENT & WELLNESS
• Construct new Wellness & CityCare
addition to 300A
• Wellness & CityCare move from
Phase 1 Building
• Provides expansion for departments
in Phase 1 Building
• Develop Plaza and Site Amenities
• Expand Park across North half of site
STAGE 2B FUTURE
EXPANSION NEEDS
• Construct Phase 2B Expansion to
300A
• Municipal Court moves from 215
Mason
• Provides expansion for other
departments to meet 30 Year Plan
15-30 YEAR PLAN 15-30 YEAR PLAN
G.304
APPENDIX NOVEMBER 2021APPENDIX
ENERGY MODELING TABLES
APPENDIX
G.305
FORT COLLINS: MASTER PLAN
G.306
APPENDIX NOVEMBER 2021
Table 3 Energy Modeling Parameters – General Information
Table 4 Energy Modeling Parameters – Envelope
Building Element Baseline and Proposed Case
Modeling Software eQuest 3.64
Weather File USA_CO_FORT COLLINS AWOS_TMY3.bin
Climate Zone 5B
Electric Rate $0.1039 / kWh
Natural Gas Rate $0.6017 / therm
Cooling Setpoint 75 °F occupied / 80 °F unoccupied
Heating Setpoint 70 °F occupied / 65 °F unoccupied
Operation Schedule M-F: 8am-5pm (heavy use)
Sat/Sun: (minimal use)
Building Element Baseline Case Proposed Design
Roof
Construction
Description Insulation entirely above
deck
Insulation entirely above
deck
Insulation R-30 R-60
Assembly U-value U-0.032 U-0.016
Exterior Wall
Construction
Description Metal Framed Metal Framed
Insulation R-13 + 7.5 c.i. R-13 + 19 c.i.
Assembly U-value U-0.064 U-0.037
Slab-on-Grade
Floor
Construction
Description Unheated Identical to Baseline
Insulation R-10 for 24”
Assembly F-factor F-0.54
Window-to-gross
Wall Ratio
First Floor % 25% Identical to Baseline
All Other Floors % 40%
Skylight-to-Roof
Ratio % 0% 0%
Fenestration
Description Fixed Fenestration Fixed Fenestration
Assembly U-value U-0.38 U-0.21
SHGC 0.40 0.21
Infiltration CFM/SF Exterior
Wall
0.40 0.40 & 0.25
APPENDIX
G.307
FORT COLLINS: MASTER PLAN
Table 5 Energy Modeling Parameters – Electrical Systems
Building Element Baseline Case Proposed Design
Interior Lighting
Power
LPD Method Building Area Building Area
Avg. LPD W/ft2 0.79 0.50, 0.40, 0.30
Occupancy
controls
Spaces Where required by IECC
2018
Identical to Baseline
Power
Reduction % 100
Time-delay min 20
LPD
adjustment % 30
Daylight controls
Spaces Where required by IECC
2018
Identical to Baseline
Control type Linear
Control steps 100%-15% & Full Shut-Off
Exterior Lighting
Power
Lighting Zone Zone 3 Identical to Baseline
Tradeable
Power kW Not modeled at this time
Non-Tradable
Power kW
Receptacle
controls
Spaces Whole Building Whole Building
Power
Reduction % 0% 0% & 50%
EPD
adjustment % N/A 0% & 28.8%-reduction
Equipment Power
Density
Spaces Whole Building Identical to Baseline
Avg. EPD W/ft2 0.75
Elevator* Power kW 17.5 17.5 & 10.0
On-site
Renewables
Type N/A Photovoltaic Array
Equivalent
annual
generation
EUI
15
G.308
APPENDIX NOVEMBER 2021
Motor Efficiency Class Premium Identical to Baseline
Cooling Capacity Btuh Autosized
Efficiency EER 16 36
Heating Capacity Btuh Autosized Identical to Baseline
Efficiency COP 3.8 4.4
Outdoor Airflow Airflow CFM/SF 0.13 Identical to Baseline
Airside
Economizer
Control Type Fixed Fraction
High limit Shutoff 65F
Supply Air Temperature Reset 60F
Energy Recovery
Type Enthalpy Wheel
Sensible Eff. % 63
Latent Eff. % 63
Building Element Baseline Case Proposed Design
GSHP Water
Loop
Well Field Properties TBD Identical to Baseline
Design CHW Temp F
Design HW Temp F
Loop delta T F
Circulation Fluid
Pump Qty
Pump Flow gpm
Pump Head Ft
Pump Control
Table 6 Energy Modeling Parameters – Air-side Mechanical Systems
Table 7 Energy Modeling Parameters – Water-side Mechanical Systems
Building Element Baseline Case Proposed Design
HVAC System
Tag EL-1 Identical to Baseline
Type Ground Source Heat
Pump
Supply Fan
Control Variable
Airflow CFM Autosized
Power inWG 1.5
Pressure Adjustment
Devices
MERV 13 Filter
APPENDIX
G.309
FORT COLLINS: MASTER PLAN
G.310
APPENDIX NOVEMBER 2021
STAKEHOLDER ENGAGEMENT
APPENDIX
G.311
FORT COLLINS: MASTER PLAN
G.312
APPENDIX NOVEMBER 2021
\ INTERDEPARTMENTAL CITY STAFF REVIEW
DEPARTMENT ENGAGEMENT
Poudre Fire Authority, Engineering, Traffic, CDNS, Utilities, Forestry, Safety & Risk Management, Police, FC Moves, Park
Planning & Development, and Utilities Strategic Planning Department
UTILITIES
X Projects in close proximity that are being planned for design in 2024-25 and construction in 2025-26 following
the Oak St Outfall project will need to be coordinated with on timing for the Civic Center projects.
X Need to elevate the building pad and complete a CLOMR/LOMR to remap the floodplain if any of the structures
are proposed touching the regulatory floodplain because these are government services buildings which are
prohibited in the 100-year floodplain. This is a City floodplain so it would be an extra step in the process and
should be accounted for in the timeline, but it would not involve a multi-year FEMA review timeline, it would be
a City review that could take a few months of additional back and forth and could be done concurrently with the
planning process.
TRAFFIC
Information to be considered when moving forward with design:
X Howes - Between Maple and Laporte
▷How do you plan to transition bikes to one side of the roadway and then back to the north of Maple,
and south of Laporte?
▷Is there parking along the protected bike lane, what type of protection?
▷Stripping details and how this will line up to the north of Maple, and south of Laporte?
▷Will the project remove the two way left turn lane, and the turn lanes at the intersections?
▷Will the trolley tracks be placed between the parking and the sidewalk?
▷How do you plan to extend the trolley tracks north of Maple, and south of Laporte? This will require
comprehensive signal upgrades at Laporte and potentially Mountain.
▷Are there stops or stations planned in this area?
▷Are there still considerations being made to close this street to vehicles? If so, how do you plan to
divert traffic and mitigate issues along adjacent residential areas?
X Meldrum
▷Traffic concerns regarding the diversion of traffic off Howes, along with the current issues with this
facility being adjacent to a residential area. Are there plans to mitigate traffic on these streets?
▷Meldrum and Maple is already a concern. Are there plans to mitigate this intersection for vehicles/
bike/pedestrians?
▷Meldrum and Laporte. Are any improvements planned for this intersection?
X Parking
▷Will the parking garage offset the parking that will need to be removed on street?
▷There is limited access to the parking garage given its location to the railroad tracks and Mason.
▷East access will be right in/right out only.
▷North access- Mason is currently restricted as No Left Turn for northbound.
▷North access is within close proximity to Mason intersection and there could be queuing issues.
▷Will the parking garage be fully public, or will there be reserved spaces to accommodate the City
Employees? Will City Owned Vehicles be parked in the garage? Will there be short term parking?
How many spots/levels?
APPENDIX
G.313
FORT COLLINS: MASTER PLAN
▷Will there be back in angle parking anywhere?
▷Will all surface area lots be time restricted?
X Pedestrian Connectivity
▷Will there be more east/west pedestrian connectivity through the site to get access the Raised
Pedestrian crossing, (i.e. a mid-block trail connecting from Meldrum to Howes-Civic Plaza, and then
Howes-Entrance Court/Civic Plaza to Laporte.)
▷Traffic in general
▷We are currently working with the DDA to potentially road-diet Laporte from Howes to College. How
will this affect these plans?
▷We will need a Traffic Impact Study to determine the anticipated trips generated with this site and the
potential improvements that may be needed to address the issues previously stated.
▷Are there plans to provide drop-off and pick-up areas for deliveries, maintenance services, and such?
CDNS
X Consistent with the Downtown Plan (2017), Howes will be designed as a convertible street which can be
temporarily closed to automobile and bike traffic during events and will function as public gathering area.
Elements of the future street design should include space for on-street parking, trolley, car share stations, corner
bulb-outs with rain gardens, seating, bike parking integration, EV station with photovoltaic charging, buffered
bikes lanes, Xeric/low water use planting in bulb outs, and enhanced landscaping.
X Rename Washington Park to Charley Clay or Clay Park to recognize the Clay family residences that were
deconstructed in the 1970s on the northwest side of the block. Clay was a formerly enslaved person and a FC
pioneer. Could see future events such as annual Juneteenth celebrations in this space, now that it is a federal
holiday.
X Art and site design in general to incorporate representations of BIPOC community histories (form of
acknowledgment/reparation/healing; assertion of commitment that the City serves all residents now) – could
do this for indigenous, Latina as well as Black communities on campus
X Mark the sites of deconstructed Black neighborhood homes with site design or interpretive signage
POUDRE FIRE AUTHORITY
Emergency Responder Radio Communication - Amplification System Test
X 2018 IFC 510 & 1103.2 New and existing buildings require a fire department emergency communication
system evaluation after the core/shell but prior to final build out. For the purposes of this section, fire walls
shall not be used to define separate buildings. Where adequate radio coverage cannot be established
within a building, public-safety radio amplification systems shall be designed and installed in accordance
with criteria established by Poudre Fire Authority. The installation of required ERRC systems shall be
reviewed and approved under a separate permit process through PFA.
X Local Exception: PFA will waive the testing requirement and system installation in all buildings less than
10,000 sq. ft. and any Type V construction building less than 15,000 sq. ft. PFA policy P15-510.1
Fire Lanes
X Fire access is required to within 150 feet of all exterior portions of any building, or facility ground floor
as measured by an approved route around the perimeter. For the purposes of this section, fire access
cannot be measured from an arterial road. Any private alley, private road, or private drive serving as a fire
lane shall be dedicated as an Emergency Access Easement (EAE) and be designed to standard fire lane
specifications. In addition, aerial apparatus access requirements are triggered for buildings in excess of 30’
in height. Code language and fire lane specifications provided below.
G.314
APPENDIX NOVEMBER 2021
X IFC 503.1.1: Approved fire Lanes shall be provided for every facility, building or portion of a building
hereafter constructed or moved into or within the jurisdiction. The fire apparatus access road shall comply
with the requirements of this section and shall extend to within 150 feet of all portions of the facility and
all portions of the exterior walls of the first story of the building as measured by an approved route around
the exterior of the building or facility. When any portion of the facility or any portion of an exterior wall of
the first story of the building is located more than 150 feet from fire apparatus access, the fire code official
is authorized to increase the dimension if the building is equipped throughout with an approved, automatic
fire-sprinkler system
Fire Lane Specifications
X A fire lane plan shall be submitted for approval prior to installation. In addition to the design criteria
already contained in relevant standards and policies, any new fire lane must meet the following general
requirements:
▷Fire lanes established on private property shall be dedicated by plat or separate document as an
Emergency Access Easement.
▷Maintain the required 20 foot minimum unobstructed width & 14 foot minimum overhead clearance.
Where road widths exceed 20 feet in width, the full width shall be dedicated unless otherwise
approved by the AHJ.
▷Be designed as a flat, hard, all-weather driving surface capable of supporting 40 tons.
▷Dead-end fire access roads in excess of 150 feet in length shall be provided with an approved
turnaround area for fire apparatus.
▷Dead-end roads shall not exceed 660 feet in length without providing for a second point of access.
Dead-end access roads in excess of 1320 feet in length require a third point of access. Dead-end
access roads in excess of 2640 feet in length require a fourth point of access.
▷The required turning radii of a fire apparatus access road shall be a minimum of 25 feet inside and 50
feet outside. Turning radii shall be detailed on submitted plans.
▷Dedicated fire lanes are required to connect to the Public Way unless otherwise approved by the AHJ.
▷Fire lane to be identified by red curb and/or signage. Fire lane shall be maintained and unobstructed
at all times.
▷Fire lane sign locations or red curbing should be labeled and detailed on final plans. Refer to LCUASS
detail #1418 & #1419 for sign type, placement, and spacing. Appropriate directional arrows required on
all signs.
▷In remote rural applications, fire lane standards may be modified with the approval of the fire marshal;
examples might include reduction in road width or road surface. International Fire Code 503.2.3,
503.2.4, 503.2.5, 503.3, 503.4 and Appendix D; FCLUC 3.6.2(B)2006 and Local Amendments.
Structures Exceeding 30 Feet In Height
X IFC Appendix D105: In order to accommodate the access requirements for aerial fire apparatus (ladder
trucks), required fire lanes shall be 26 foot wide minimum on at least one long side of the building. At least
one of the required access routes meeting this condition shall be located within a minimum of 15 feet and
a maximum of 30 feet from the building, and shall be positioned parallel to one entire side of the building
or as otherwise approved by the fire code official.
Buildings Four Or More Stories In Height
X Roof Access: New buildings four or more stories above grade plane, except those with a roof slope greater
than four units vertical in 12 units horizontal (33.3 percent slope), shall be provided with a stairway to the
roof. Stairway access to the roof shall be in accordance with IFC 1011.12. Such stairways shall be marked
at street and floor levels with a sign indicating that the stairway continues to the roof. Where roofs are
used for roof gardens or for other purposes, stairways shall be provided as required for such occupancy
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FORT COLLINS: MASTER PLAN
classification (IFC 504.3).
X Fire Standpipe System: Standpipe systems shall be provided in new buildings and structures in
accordance with Section 905 of the 2018 International Fire Code. Approved standpipe systems shall be
installed throughout buildings where the floor level of the highest story is located more than 30 feet above
the lowest level of fire department vehicle access. The standpipe system shall be capable of supplying
a minimum of 100 psi to the top habitable floor. An approved fire pump may be required to achieve this
minimum pressure. Buildings equipped with standpipes are required to have a hydrant within 100 feet of
the Fire Department Connection (IFC Sections 905 and 913).
X Hydrant For Standpipe Systems: Buildings equipped with a standpipe system installed in accordance with
Section 905 shall have a fire hydrant capable of providing 1500 gpm at 20 psi residual pressure, located
within 100 feet of the fire department connections. Exception: The distance shall be permitted to exceed
100 feet where approved by the fire code official (IFC 507.5.1.1).
X Aerial Fire Apparatus Access: In order to accommodate the access requirements for aerial fire apparatus
(ladder trucks), required fire lanes shall be 26 foot wide minimum on at least one long side of the building.
At least one of the required access routes meeting this condition shall be located within a minimum of 15
feet and a maximum of 30 feet from the building and shall be positioned parallel to one entire side of the
building (IFC D105).
Fire Containment
X The proposed building(s) exceeds 5,000 square feet and shall be sprinklered or fire contained. If
containment is used, the containment construction shall be reviewed and approved by the Poudre Fire
Authority prior to installation.
Commercial Parking Garage
X IFC 903.2.10.1: An automatic fire sprinkler system shall be provided throughout buildings used for storage
of commercial motor vehicles where the fire area exceeds 5,000 sq. ft.
Water Supply
X Hydrant spacing and flow must meet minimum requirements based on type of occupancy. A fire hydrant
capable of providing 1500 gpm at 20 psi residual pressure is required within 300 feet of any commercial
building as measured along an approved path of vehicle travel. For the purposes of this code, hydrants on
the opposite side of arterial roadways are not considered accessible to the site.
X An exception to this rule pertains to buildings equipped with a standpipe system which require a hydrant
within 100 feet of any Fire Department Connection (FDC).
X Where a fire hydrant is located on a fire apparatus access road, the minimum road width shall be 26 feet
exclusive of shoulders.
Key Boxes Required
X IFC 506.1 and Poudre Fire Authority Bureau Policy P-13-8.11: Poudre Fire Authority requires at least one key
box (“Knox Box”) to be mounted in an approved, exterior location (or locations) on every new or existing
building equipped with a required fire sprinkler or fire alarm system. The box shall be positioned 3 to 7 feet
above finished floor and within 10 feet of the front door, or closest door to the fire alarm panel. Exception
can be made by the PFA if it is more logical to have the box located somewhere else on the structure.
Knox Box size, number, and location(s) to be determined at building permit and/or by time of final CO. All
new or existing Knox Boxes must contain the following keys as they apply to the building:
▷Exterior Master
▷Riser room
▷Fire panel
▷Elevator key if equipped with an elevator The number of floors determines the number of sets of keys
needed. Each set will be placed on their own key ring.
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APPENDIX NOVEMBER 2021
▷Single story buildings must have 1 of each key
▷2-3 story buildings must have 2 of each key
▷4+ story buildings must have 3 of each key For further details or to determine the size of Knox Box
required, contact the Poudre Fire Authority Division of Community Safety Services.
Premise Identification: Address Posting & Wayfinding
X Where possible, the naming of private drives is usually recommended to aid in wayfinding. Addresses shall
be posted on each structure and where otherwise needed to aid in wayfinding. Code language provided
below.
X IFC 505.1: New and existing buildings shall have approved address numbers, building numbers or approved
building identification placed in a position that is plainly legible, visible from the street or road fronting the
property, and posted with a minimum of eight-inch numerals on a contrasting background. Where access
is by means of a private road and the building cannot be viewed from the public way, a monument, pole or
other sign or means shall be used to identify the structure and best route.
PARK PLANNING & DEVELOPMENT
X Emphasize on the purpose and function of the park: serves local neighborhoods, 2nd oldest park in the city,
special event space, etc.
X Building off of the interconnected building/park relationships.
X Creating a park-like environment rich in plants to help provide shade/pedestrian comfort, strengthen campus
connections to the park, and exhibit the sustainability ethos of the city organization.
X Washington Park as a long term preserved park space in downtown.
X Creating a functional outdoor meeting space on the campus for all to use.
X Consider the additions of open green courts to offer light/views/LID green spaces
X Articulating native areas, shaded/tree zones, storm water areas
FC MOVES
X Changes in use of 220 N. Howes would impact Safe Routes To School program in terms of essential equipment
storage and maintenance. Will need an equally convenient and efficient alternative to continue program
operation at the current level.
X Parking structure should include
▷ Mixed-use with ground floor retail/restaurant (possible relocation of FOCO Café)
▷Electric charging
▷Bike cage
X Incorporation of possible MAX station on the west side of Mason Street
X New bus stop on Laporte Avenue directly adjacent to Operation Services building
X Including a central transportation resource (like a Mobility Hub) where employees can access various travel
modes and TDM resources. Such as bike share or city bikes, electric scooters, bike storage, showers/lockers,
TNC pick-up, electric vehicle borrow or car share, commuter information about transit and other city programs.
Possibly in parking structure or more centrally located.
X Promoting the elimination of SOV trips to lower overall emissions, improve health and equity, and reduce
congestion. Parking structure will promote more driving.
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FORT COLLINS: MASTER PLAN
\ BOARDS + COMMISSIONS REVIEW
Attendees
Cultural Resources Board (Will Flowers)
Downtown Development Authority (Chris Aronson)
Parking Advisory Board (Adam Eggleston & Nora Hill)
Parks and Recreation Board (Jeff Haber & Mike Novell)
Planning and Zoning Board (Ted Shepard & Per Hogestad)
Transportation Board (Jerry Gavaldon)
X How can we ensure this Master Plan is maintained?
X What are the cost implications to the tax payers?
X Consideration for Arts + Culture
X Need for wellness
X Need for large event spaces/big rooms
X Landmark architecture
▷Come to see building without needing to be inside of it
▷Significance
▷Non traditional design
X Ensuring a welcoming feeling for west side buildings due to the distance from Howes
X Preserve existing trees
X Possible trolley idea
X Multi use event space
▷Proper back of house operations
▷Space for event companies
X Back of house for retail
X Maintenance of buildings should be considered
X What do people in the current neighborhood want in the park?
X Creating something that compliments old town square
X Exhibit style sculpture garden
X Possible place to park food trucks
-1-
RESOLUTION 2021-105
OF THE COUNCIL OF THE CITY OF FORT COLLINS
ADOPTING THE 2021 CIVIC CENTER MASTER PLAN
WHEREAS, in 1996 the City Council approved Resolution 96-86 adopting a Civic
Center Master Plan as an amendment to the Downtown Plan, which was an element of the City’s
then-current Comprehensive Plan (the “1996 Master Plan”); and
WHEREAS, the 1996 Master Plan was prepared in cooperation with Larimer County to
guide the development of a twelve-block area of downtown, including joint planning of local
government facilities such as the Civic Center Parking Structure, the City office building at 215
North Mason, and the Larimer County Justice Center and the County Courthouse Offices
building; and
WHEREAS, in 2014 the City’s Operation Services Department completed the Block
32/42 - Civic Center Vision Plan regarding future development of City buildings on two blocks
in the Civic Center area (the “Vision Plan”); and
WHEREAS, the City Council adopted an updated Downtown Plan in 2017, and an
updated Comprehensive Plan (“City Plan”) in 2019; and
WHEREAS, as part of the 2021 budget the City Council funded an update to the Vision
Plan, which is also called the Civic Center Master Plan (“CCMP”) but is focused mostly on a
smaller area than the 1996 Master Plan; and
WHEREAS, the CCMP is intended to identify space planning needs and efficiencies for
current and future City staffing, and develop a new conceptual master plan for Blocks 32 and 42;
and
WHEREAS the CCMP accounts for City facilities constructed since 2015 and provides a
design concept and cost estimates for new City Hall facilities and the Civic Center campus, and
it identifies buildings to be acquired by the City and City buildings to be sold and demolished;
and
WHEREAS, the City Council reviewed the proposed CCMP at its Work Session on July
27, 2021, and provided comments; and
WHEREAS, the CCMP is intended to be an amendment to the Downtown Plan, which is
an element of City Plan, and is therefore a capital improvements plan for purposes of spending
general government capital expansion fee proceeds under Section 7.5-31 of the City Code; and
WHEREAS, the City Council has determined that the proposed CCMP is in the best
interests of the residents of the City.
NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
-2-
Section 1. That the City Council hereby makes and adopts the determinations and
findings contained in the recitals set forth above.
Section 2. That the Civic Center Master Plan dated November 10, 2021, a copy of
which is on file in the Office of the City Clerk, is hereby incorporated in and made a part of this
Resolution by reference, and adopted as an amendment to the Downtown Plan, which is an
element of City Plan, and constitutes a capital improvements plan for purposes of Section 7.5-31
of the City Code.
Passed and adopted at a regular meeting of the Council of the City of Fort Collins this
16th day of November, A.D. 2021.
__________________________________
Mayor
ATTEST:
_____________________________
Interim City Clerk