HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 04/12/2022 - WORK SESSION COMPLETE AGENDA
City of Fort Collins Page 1
Jeni Arndt, Mayor
Emily Francis, District 6, Mayor Pro Tem
Susan Gutowsky, District 1
Julie Pignataro, District 2
Tricia Canonico, District 3
Shirley Peel, District 4
Kelly Ohlson, District 5
Remote Meeting
City Hall West
300 LaPorte Avenue
Fort Collins, Colorado
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Channel 14 and 881 on Comcast
Carrie Daggett Kelly DiMartino Anissa Hollingshead
City Attorney Interim City Manager City Clerk
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proficiency, or auxiliary aids and services for individuals with disabilities, to access City services, programs and
activities. Contact 970.221.6515 (V/TDD: Dial 711 for Relay Colorado) for assistance. Please provide 48 hours
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A petición, la Ciudad de Fort Collins proporcionará servicios de acceso a idiomas para personas que no dominan el
idioma inglés, o ayudas y servicios auxiliares para personas con discapacidad, par a que puedan acceder a los
servicios, programas y actividades de la Ciudad. Para asistencia, llame al 970.221.6515 (V/TDD: Marque 711 para
Relay Colorado). Por favor proporcione 48 horas de aviso previo cuando sea posible.
City Council Work Session
April 12, 2022
6:00 PM
A) CALL TO ORDER.
B) ITEMS FOR DISCUSSION
1. Our Climate Future. (staff: Honore Depew, John Phelan; 15 minute presentation; 40 minute
discussion)
The purpose of this item is to discuss actions and progress since adoption of Our Climate Future in
2021 and seek guidance on the Council Priority to Explore climate emergency messaging and action
in advance of planned community engagement.
2. Sustainable Funding Plan. (staff: Jennifer Poznanovic; 15 minute presentation; 60 minute
discussion)
The purpose of this work session is to discuss specific identified funding needs as a first step in
determining potential revenue sources.
Four specific funding needs have been identified through masterplans and Council and community
priorities. These include parks and recreation, transit, housing and climate plans. Identified annual
shortfalls range from six to ten million per need.
City of Fort Collins Page 2
3. Single Family Trash, Recycling and Compost Contracting. (staff: Lindsay Ex, Caroline Mitchell; 15
minute presentation; 60 minute discussion)
The purpose of this item is to address Council’s priority (“Explore a Districted System for Garbage,
Recycling and Compost”) by providing Council with an overview of trash, recycling and compost
contracting for single family homes, an update on community engagement conducted thus far, and
seek feedback on next steps for this topic.
C) ANNOUNCEMENTS.
D) ADJOURNMENT.
DATE:
STAFF:
April 12, 2022
Honore Depew, Sr. Mgr. Environmental Sustainability
John Phelan, Energy Services Manager
Jackie Kozak-Thiel, Chief Sustainability Officer
Kendall Minor, Utilities Executive Director
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Our Climate Future.
EXECUTIVE SUMMARY
The purpose of this item is to discuss actions and progress since adoption of Our Climate Future in 2021 and
seek guidance on the Council Priority to Explore climate emergency messaging and action in advance of planned
community engagement.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What feedback do Councilmembers have on the implementation of Our Climate Future?
2. What feedback do Councilmembers have on how implementation supports Council’s Priority to Explore
climate messaging and action?
BACKGROUND / DISCUSSION
It has been one year since Council adopted Our Climate Future (OCF), an integrated update to the Climate Action
Plan, Energy Policy, and Road to Zero Waste. OCF reinforces Fort Collins’ deep commitment to mitigating and
adapting to climate change and meeting energy and waste goals with a people -first systems approach, meaning
that community members’ voices and priorities are at the center of solutions.
The Our Climate Future (OCF) plan was developed over a year and half with extensive equity -centered
engagement work, three Council Work Sessions, and significant community leadership. Over 1,000 community
members engaged and provided input on community and personal priorities related to solutions and barriers to
becoming a more sustainable community. This feedback defined a community vision for a sustainable Fort
Collins and led to the OCF framework of thirteen Big Moves. These Big Moves are intentionally connecting the
community’s words to the transformational outcomes which will drive successful achievement of Fort Collins’
goals for climate, energy, and waste. (Attachment 1)
When we redesign our efforts to put people, their respective communities, and community -defined priorities at the
center of our approach, with technical solutions serving and uplifting those priorities, climate action becomes a
catalyst for addressing many interconnected challenges, from housing affordability to a healthy economy, to
convenient ways to get around.
What this means in practice is a recognition that the City continues to be an important contributor to achieving the
sustainable future our community desires, and all community members, organizations, and businesses need to
co-lead solutions to achieve Council-adopted 2030 and 2050 goals. To scale up who we engage and what we can
achieve, the implementation of OCF is an intentional effort to trans form both what we are doing and how we are
doing it. This implementation is driving new models for community partnership, with both individuals and
organizations. These new models are not simply focused on involvement but put a shared leadership approach
into practice that can drive greater outcomes to simultaneously address mitigation, resilience, and equity.
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OCF Alignment with Council Priorities
The OCF framework of Big Moves aligns with multiple Council Priorities. While the priority of Explore climate
emergency messaging and action is clearly connected; Table 1 below shows the relationship between Council
Priorities and specific Big Moves. This reinforces the horizontal connections of our climate, energy, and waste
goals with the community’s vision for a sustainable future and with adopted Council Priorities.
Table 1: Council Priorities and Our Climate Future Big Moves
Council Priority Related OCF Big Move(s)
Explore climate emergency messaging and action All
Advance transit initiatives that remove barriers 4 - Convenient Transportation Choices
Advance Regionalism - collaboration regionally
while maintaining the unique character of Fort
Collins
1 - Shared Leadership and Community
Partnership
Accelerate composting 2 - Zero Waste Neighborhoods
Districted system for garbage, recycling and
compost 2 - Zero Waste Neighborhoods
Protect and Enhance Instream River Flows 3 - Climate Resilient Community
Reduce Plastic Pollution 2 - Zero Waste Neighborhoods
Improved Air Quality 3 - Climate Resilient Community
Make real progress on the road
to Zero Waste 2 - Zero Waste Neighborhoods
Develop a Circular Economy Plan 10 - Zero Waste Economy
Improve tree policies 3 - Climate Resilient Community
Implementation of 15-minute community concept 5 - Live, Work and Play Nearby
Fort Collins Climate Action History And Leadership
The Fort Collins community and its elected leaders have long put a high priority on being a regional, national, and
global leader in fighting climate change. From 1999, when the City's fi rst Climate Action Plan was adopted – to
2015, when our climate commitment was reconfirmed, and goals updated – through new urgency expressed by
Council's adoption of resolutions in 2018, committing to 100% renewable electricity (Attachment 2) and in 2019,
declaring a climate emergency (Attachment 3). Platte River has also expressed commitment with the adoption of
the Resource Diversification Policy and 100% non-carbon electricity goal for 2030.
With the adoption of the Our Climate Future plan in 2021, centering equity and resilience alongsid e mitigation –
the Fort Collins community continues to be on the leading edge of climate work.
Our Climate Future (OCF) implementation intensifies our community efforts to achieve these three primary
environmental goals:
• Reduce 2030 greenhouse gas emissions by 80% below 2005 baseline levels;
• Provide 100% renewable electricity by 2030 with grid and local sources; and
• Achieve zero waste, or 100% landfill diversion, by 2030.
The commitment of the community has, in practice, resulted in ongoing programs, s ervices and initiatives by City
departments and partner agencies. The concerted effort to mitigate climate change has produced results. The
community achieved its 2020 emissions reductions goal, with a 24.5% reduction compared to 2005 levels.
(Attachment 4)
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The positive results to date in carbon mitigation have come primarily through changes in electricity resources,
lower energy use, reduced waste generation, and changes at landfills. These results can be traced to dedicated
resources and defined pathways. For example, Platte River Power Authority has added significant wind and solar
resources to the electricity portfolio to reach an over -50% non-fossil fuel electricity mix, which was approximately
80% fossil based in 2005. (Attachment 5)
Carbon Mitigation Drivers of Change
Figure 1 illustrates general categories of factors that have driven overall changes in the Fort Collins community
carbon inventory. While the net impact is noted above as a 24.5% reduction from 2005 levels (exceeding the 20%
target), some factors have driven up our emissions while others drive it downwards.
Figure 1: Fort Collins Community Carbon Inventory, Drivers of Change (2005 – 2020)
Notes:
• Growth accounts for increased population
• Weather accounts for specific yearly comparisons
• External includes any changes to vehicle miles travelled, fleet average miles per gallon,
changes in the distribution of vehicle type/distribution, regional electric purchases, and some
landfill factors
• Influenced includes Platte River resource mix and renewables, and some landfill factors
• Direct includes efficiency and conservation program savings, local renewables, and local
mobility
Why is Fort Collins Invested in the Work of Climate Action?
The evidence from the scientific community has never been clearer on the importance of taking meaningful action
this decade. A recent U.N. Intergovernmental Panel on Climate Change report found that humanity has a "brief
and rapidly closing window" to avoid a hotter, deadlier future.
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Regionally, we are seeing increasing frequency of wildfires, extreme heat, and droughts across the Rocky
Mountain West. These are firsthand experiences in our part of the globe that remind us, season by season and
year by year, that a changing climate is not just a threat to fut ure generations; it is here now and has a profound
impact on planet Earth and on the people, the plants, and the animals who inhabit it.
The Fort Collins community has also repeatedly reaffirmed its commitment to resource and accelerate towards a
sustainable future, including in the 2021 statistically valid Community Survey where 47% of respondents shared
that the City is rising to meet its obligations for the environment and 48% said the City should be doing more.
(37% to 58% in the opt-in web survey.)
Our Climate Future Implementation – Path to 2030
To reach and exceed the 2020 greenhouse gas (GHG) emissions goal, the focus was primarily on accelerating
and scaling up ongoing efforts. To achieve the 2030 goals for GHG reductions, renewable electricity, and zero
waste, fundamental transformation must be undertaken to engage new partners and resources. In short, we
cannot achieve these goals with only the City as the primary driver of initiatives.
The Critical Path articulated in OCF recognized that three initiatives were essential to making real progress on the
three primary environmental goals (Figure 2):
• 100% Renewable Electricity – 2021 preliminary results show that, for the first time, Fort Collins received
greater than 50% of electricity from renewable sources. New solar projects that are in planning or proposal
stages will further drive this number higher in the next few years. Plans are in place to exit existing coal plants
between 2026 and 2030. New local solar installations continue to increase year over year with a total capacity
expected to exceed 30 megawatts by the end of this year. In addition, plans are moving forward to enter
regional electricity markets, a key enabler of continuing to grow the renewable resource portfolio.
• Expansion of the Local and Regional Transit Network – The City is planning for the expansion of new bus
rapid transit routes, adding electric buses to the system, and recognizes the role of active mobility as a p art of
how the community gets around. Council is also discussing transit funding needs on April 12 as a precursor to
exploring potential new revenue options that may provide sustainable long -term transit funding.
• Community-wide Organic Waste Diversion - Community-scale solid waste infrastructure (e.g., regional
compost facility) is needed to make real progress on Fort Collins’ zero waste goal. Fort Collins staff and
elected officials have partnered with Larimer County and other municipalities since 2015 to plan for a
Regional Wasteshed that can support a circular economy for waste materials. Council is also discussing
climate funding needs on April 12 as a precursor to exploring potential new revenue options that may provide
sustainable long-term funding.
Figure 2: Our Climate Future Critical Path (2021)
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In support of OCF outcomes, including initiatives focused on the critical path to the 2030 and Next Moves
pathways, there are active projects, programs, and partnerships across the City organization, th roughout the
community, and at regional, state, and national levels
City Efforts
As highlighted earlier in Table 1, a great many of Council and community priorities intersect with and are
supported by Our Climate Future as a driver of:
• Transit and active mobility
• Waste reduction, recycling and organics diversion
• Utilities efforts
o Efficiency, solar and batteries
o Grid flexibility
o Water conservation/resources and stormwater
• Housing, Natural Areas, Parks
• Municipal sustainability and adaptation
• Exploring long-term funding solutions
Partner and Regional Efforts
• Platte River wind and solar, electricity market planning
• Zero waste implementation with Larimer County and Regional Wasteshed
• Larimer County Climate Smart plan
• CSU campus system solar implementation
• Reduction of Industrial Process and Product Use (IPPU) emissions
State and Federal Efforts
• City participation and leadership with Colorado Communities for Climate Action (CC4CA)
• Colorado climate legislation, Utility Clean Energy Plans, Electric Vehicle infrastructure
• Federal infrastructure plan funding opportunities
Together, these efforts will drive Fort Collins further on the pathways towards the 2030 goals. Looking just at
mitigation efforts, forecasts to 2030 of current and pending efforts illustrat e the two carbon inventory sectors
covered below under “Next Pathways” where, after electricity, it will be essential to make new substantive
acceleration in results. Both fall into the broad category of electrification, in addition to source reduction. (F igure 3)
Next Pathways – Natural Gas and Petroleum
• Natural gas - Natural gas use reductions will require the community to find new ways to improve efficiency
and conservation and also start the long-term initiative to electrify building space and water heating.
Examples of such initiatives include:
o Requirements-based initiatives such as continued building code advancements, building performance
standards, rental licensing, and real estate listing requirements.
o Initiatives to electrify building space and water heating will require substantial investment that is not likely
to occur rapidly at scale without significant incentives.
• Petroleum - Ground travel emissions reductions will require the community to continue efforts to reduce
driving gasoline and diesel vehicles through transit, land use, and transition of the community fleet of vehicles
to electric. Examples of such initiatives include:
o Continued support for changes in land use and implementation of the Transit Master Plan.
o The transition of a significant portion of the community to electric vehicles will require related efforts to
expand charging infrastructure.
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o Reduction of ground travel emissions can also be achieved through expansion of the city’s bicycle and
pedestrian network, in conjunction with increased and expanded transit services. Infrastructure
improvements for these purposes can also improve livability, community health, and equity.
Figure 3: Our Climate Future Carbon Inventory Forecast with 95% Renewable Electricity (2022)
Nexus of Mitigation, Resilience, and Equity
Climate scientists have clearly described the mathematics behind their observations and projections for why
acting on climate now is so crucial. And numbers matter whether you’re measuring CO2 equivalent parts per
million, or dollars and cents invested in solutions.
What makes Our Climate Future fundamentally different is the acknowledgement that meaningful, lasting,
equitable and just climate action is not simply a math problem. The historical and systemic issues that have given
rise to climate change will require systemic responses for our whole community to embrace and benefit from
these initiatives.
Historical analysis of investment needs for climate efforts have focused almost exclusively on mitigation (the
reduction of GHG emissions that are included in the annual community carbon inventory). Moving forward, Fort
Collins is evolving to continue emphasizing mitigation and expand this focus to include resilience (aka climate
adaptation) and equity (aka environmental justice), which are more difficult to quantify yet equally as important for
the long-term success of efforts to achieve the vision for a carbon neutral Fort Collins that benefits all.
OCF recognizes the intersection between parts of the system. To meaningfully address one element of this
nexus, all must be considered. Housing is one good example of the mitigation-resilience-equity nexus between:
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• Climate mitigation (high housing costs increase commuting and transportation emissions),
• Climate equity (BIPOC and low-income communities are disproportionately impacted by rising housing costs),
and
• Climate resilience (stable, efficient housing positively contributes to one’s ability to respond and recover from
a disruptive event).
Implementing OCF Big Move #1 – Shared Leadership and Community Partnership
Climate equity work and community partnerships are critical to successfully transform our systems to be carbon
neutral, renewable, and zero waste. Our Climate Future centers equity in both process and ou tcome, and staff
have spent much of the last several years building capacity and trust with community leaders, learning how to
authentically form and nurture relationships with the community to make Our Climate Future a reality.
In the fall of 2021, staff and community members worked together to develop conceptual governance models for
three general types of approaches for leadership on OCF Next Moves. The descriptions below are based on the
joint development of these models.
• Community-led – How can the community take ownership and action, build capacity, and organize, secure
funding and resources, and leverage but not depend on direct City support?
• Co-led – How can jointly-led projects share leadership and influence, distribute roles, recognize strengths ,
and respect existing governing structures?
• City-led – How can the City increase community influence on our work and increase accountability for equity?
Several examples of how shared leadership is emerging in practice are as follows:
• Community members are working directly with staff on the OCF Strategy Team as community consultants.
• Two projects where a community partner organization has been selected to lead, with compensation, to co -
lead reimagining of past efforts. The outcomes will be to bring forward a new model for a sustainable
business program (formerly ClimateWise) and an OCF equity/advisory committee (formerly the CAP
Community Advisory Committee).
Council Priority - Explore Climate Emergency Messaging And Action
City-led OCF efforts for the remainder of 2022 are focused on ongoing implementation of Next Moves, financial
planning for the next two years, and advancing the Council Priority to Explore climate emergency messaging and
action.
For the Council Priority, staff has understood this as direction to:
• Conduct a literature/peer city review and engage the community on the potential impacts and benefits of
consistently using climate emergency messaging.
• Conduct a review of OCF goals, with respect to current climate science and best practi ces, and to engage the
community to provide recommendations to Council. This review is expected to include consideration of interim
targets, milestone years, sector-based targets, and integration of equity and resilience commitments.
Staff intends to conduct peer research, with the support of the Urban Sustainability Directors Network (USDN),
and seek targeted input from key community groups, advisory boards, and community consultants to inform
recommendations for Council later this year. This will includ e use of a variety of engagement strategies and
tactics to validate representation and ensure historically underrepresented voices are articulated.
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Next Steps
• Continue to develop partnerships and shared leadership connections to support strategy and imp lementation
of OCF.
• Pursue engagement and research on OCF goals and climate messaging, based on Councilmember
discussion.
• Return to Council Q3/Q4 to review community input on climate goals and messaging and preview the ‘23 -‘24
OCF Next Moves Plan.
ATTACHMENTS
1. Our Climate Future Plan and Big Moves Summary (PDF)
2. Resolution 2018-094 (PDF)
3. Resolution 2019-091 (PDF)
4. 2020 Community Carbon Inventory (PDF)
5. 2020 Energy Policy Annual Update (PDF)
6. Powerpoint Presentation (PDF)
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WELCOME TO FORT COLLINS’
OUR CLIMATE FUTURE PLAN
This Plan is our community guide to creating the carbon neutral, zero waste and 100% renewable electricity future we desire while
improving our community equity and resilience. Our Climate Future articulates an unwavering commitment to mitigating and
adapting to climate change with a comprehensive approach that puts people first. Our Climate Future implementation intensifies
our efforts towards these primary environmental goals:
•Reduce 2030 greenhouse gas emissions by 80% below 2005 baseline levels;
•Provide 100% renewable electricity by 2030 with grid and local sources and
•Achieve zero waste, or 100% landfill diversion, by 2030.
PUTTING PEOPLE FIRST
Our Climate Future recognizes that if everyone is to benefit from these efforts,
we must intentionally put people at the center of the work to harness the
skills and passion of the residents and businesses who call Fort Collins home.
When we redesign our efforts to put people, their respective communities and
community-defined priorities at the center of our approach, with technical
solutions serving and uplifting those priorities, climate action becomes a catalyst
for addressing many of our challenges, from affordable housing, to a healthy
economy, to convenient ways to get around.
Our Climate Future embodies a systems-approach for solutions which address
climate, energy and waste goals while positively impacting the daily lives of
residents, business operations and supporting community-defined sustainability
priorities. Together, Big and Next Moves increase community capacity to:
•Draw down greenhouse gas emissions, waste and energy use,
while increasing renewable electricity, carbon sequestration and
waste prevention;
•Co-create and share community leadership to develop partnerships for implementation;
•Adapt to a changing climate to improve community resilience;
•Plan for investment in a portfolio of strategies which provide net benefits;
•Ensure all parts of the community are included and see themselves in the solutions proposed; and
•Track the goals to measure success and progress toward achieving sustainability and resilience.
BIG AND NEXT MOVES
Big Moves is the Our Climate Future
way of describing the transformational
outcomes which connect our specific
goals for climate, energy and waste
with the community’s definition
of a sustainable Fort Collins. Next
Moves are the specific strategies and
tactics that lead to transformational
outcomes of the Big Moves. Each Big
Move has an associated set of Next
Moves. The Next Moves are evaluated
for their impact on goals, benefits and
costs, potential results for improving
equity and resilience.
OCF PLAN AND BIG MOVES
ATTACHMENT 1 B.1.1
Packet Pg. 11 Attachment: Our Climate Future Plan and Big Moves Summary (11428 : Our Climate Future)
THIRTEEN BIG MOVES
FOR OUR CLIMATE FUTURE11
BETTER TOGETHER
1 - Shared Leadership and Community Partnership: Centered in equity and
leading with race, all parts of our community lead, implement and benefit from
Our Climate Future.
2 - Zero Waste Neighborhoods: We can all share and reuse so we don’t have to
buy things we won’t regularly use and are able to recycle or compost the rest.
3 - Climate Resilient Community: People, buildings, watersheds and ecosystems
are prepared for the threats of climate change.
LIVE BETTER
4 - Convenient Transportation Choices: It is safe, easy, fast and affordable to get
around without a car.
5 - Live, Work and Play Nearby: No matter where we live, we all can meet our
basic daily needs without driving across town.
6 - Efficient, Emissions Free Buildings: Everyone lives and works in healthy
energy and water efficient buildings which transition to become emissions free.
7 - Healthy Affordable Housing: Everyone has healthy, stable housing they can
afford.
8 - Local, Affordable and Healthy Food: Everyone has access to healthy and
affordable food, sourced or rescued from local and regional producers.
RESOURCE BETTER
9 - Healthy Local Economy and Jobs: The community supports a healthy
innovative local economy with new opportunities for all people and businesses to
thrive.
10 - Zero Waste Economy: Business, industry, institutions, and government
collaborate to recirculate resources and eliminate waste.
BREATHE BETTER
11 - Healthy Natural Spaces: We all are stewards of healthy natural spaces and
honor the deep and historical human connection to this land.
12 - 100% Renewable Electricity: Everyone in the community receives affordable
and reliable 100% renewable electricity, including from local sources.
13 - Electric Cars and Fleets: Residents can afford and use electric cars, including
shared electric cars, and conventional fleets are converted to electric.
1 The Big Move numbering is for easy referencing; the order does not imply priorities of any kind.
OUR CLIMATE
FUTURE AND YOU
This plan is about you and is an
invitation to lead. Because this plan
is about all of our futures, it will take
all parts of our community to ensure
the future is equitable, climate
resilient, carbon neutral, renewable,
and zero waste.
Whether you are a resident, business
owner, community institution, or
visitor, consider this an invitation to
get involved and find your place of
action and leadership in Our Climate
Future. See the Our Climate Future
Action Guide for a starting point of
ideas to get started.
Auxiliary aids and services are available for persons with disabilities. V/TDD: 711 21-23703
B.1.1
Packet Pg. 12 Attachment: Our Climate Future Plan and Big Moves Summary (11428 : Our Climate Future)
ATTACHMENT 2 B.1.2
Packet Pg. 13 Attachment: Resolution 2018-094 (11428 : Our Climate Future)
B.1.2
Packet Pg. 14 Attachment: Resolution 2018-094 (11428 : Our Climate Future)
B.1.2
Packet Pg. 15 Attachment: Resolution 2018-094 (11428 : Our Climate Future)
B.1.2
Packet Pg. 16 Attachment: Resolution 2018-094 (11428 : Our Climate Future)
ATTACHMENT 3B.1.3Packet Pg. 17Attachment: Resolution 2019-091 (11428 : Our Climate Future)
B.1.3Packet Pg. 18Attachment: Resolution 2019-091 (11428 : Our Climate Future)
B.1.3Packet Pg. 19Attachment: Resolution 2019-091 (11428 : Our Climate Future)
Fort Collins has some of the most aspirational climate goals in the country: 20% reduction
below 2005 levels by 2020, 80% reduction by 2030, and carbon neutral by 2050.
In the first interim target year, 2020, the Fort Collins community was down
24% compared to 2005, surpassing the goal.
Climate Action Plan
fcgov.com/climateaction
$150
17 MTCO2e
2005
10 MTCO 2e
2020
How do you fit in?Progress Per Capita
Our actions add up. Changes by residents,
businesses, and industry have reduced per capita
emissions 41% from 2005 levels. This is the same
as saving 20,000 miles of driving.
What 24% means
for household costs:
2020 Community Carbon Inventory
MTCO2e = metric tons of carbon
dioxide equivalent (common units we
use for greenhouse gas emissions).
14 MTCO2e
2015
• $97/year savings from electricity
• $66/year savings from petroleum
An average household
saved about $150 due
to climate action eorts.
DOWN41%
20%
REDUCTION
80%
REDUCTION
NEUTRALBY 2050
CARBON
2005 2020
2030 2050
Where are we going?Climate Goals
2020 INVENTORY
24% BELOW 2005
ATTACHMENT 4 B.1.4
Packet Pg. 20 Attachment: 2020 Community Carbon Inventory (11428 : Our Climate Future)
Let's dive into the details
What part did COVID-19 play?
COVID-19 aected nearly every part of our lives in 2020, including greenhouse gas emissions.
What’s driving reductions?
Between 2019 and 2020, a few major factors contributed to the community’s progress:
Our Climate Future
Our Climate Future, adopted in 2021, makes an unwavering commitment to
mitigating and adapting to climate change with a comprehensive approach
that puts people first. Greenhouse gas emissions are one way to understand
our progress on climate action, and we are exploring additional measures that
also tell the story of our community’s progress on climate.
Vehicle miles traveled, or how much we used our cars in 2020,
decreased 14% from what was originally predicted for 2020.
This accounted for about 3% of progress.
With people spending a lot more time at home, the community
experienced a shift of energy use from businesses to homes.
•
•
However, even without the impacts of COVID-19,
the community would still have met the 2020 goal.
•
•
•
•
Roundhouse Wind Energy Project – 10%
Reductions in vehicle use due to COVID-19 – 3%
Reductions in Industrial Process and Product Use emissions – 2%
Weather – 2%
Auxiliary aids and services are available for persons with disabilities.
Esta informacin puede ser traducida, sin costo para usted.21-23801
Get involved and learn more at
fcgov.com/cap
B.1.4
Packet Pg. 21 Attachment: 2020 Community Carbon Inventory (11428 : Our Climate Future)
Learn more ways to conserve at fcgov.com/conserve
26%PETROLEUMHow do you fit in?
COMMUNITY ENERGY USE
Per capita reductions from 2005
Building square footage
increased by 21%,
but buildings are 11%
MORE EFFICIENT.NATURAL GASSINCE 2005
29%POPULATION INCREASED4%ENERGY USE INCREASED ONLY Thanks to residents and businesses improving
eciency and practicing conservation.ELECTRICITY19%Electricity use
per capita is the
lowest it’s been
since 1986.
Energy Policy Report
We can lead in ENERGY EFFICIENCY and RENEWABLES with HIGH RELIABILITY,
AFFORDABLE BILLS and AWARD-WINNING PROGRAMS.
The Energy Policy reflects Fort Collins’ values of reliability, aordability, safety, greenhouse gas emissions reduction,
pollution prevention, environmental stewardship and energy independence. It is aligned with the Climate Action Plan
(CAP) goals of 20% carbon reduction below 2005 levels by 2020, 80% by 2030 and carbon neutral by 2050.
Read the full annual report at fcgov.com/what-we-do.
2020 Annual Update
OUR IMPACT
DOWN
Despite a growing population, eciency
programs have helped limit the increase
in electricity use. It would be 15% higher
without Utilities’ programs.
Saved Electricity from Eciency
Utilities
Actual Community
Electricity Use
Residential Eciency Savings:
63M kWh
Business Eciency Savings:
168M kWh
2015
2010
2020
2005
Fort Collins is designated a Smart Energy Provider
by the American Public Power Association.
15%
ATTACHMENT 5 B.1.5
Packet Pg. 22 Attachment: 2020 Energy Policy Annual Update (11428 : Our Climate Future)
Peak Usage
With Peak Partners, customers reduced
demand by 1,800 kW during peak times.
The average residential customer
uses about 620 kWh per month
(or 7,400 kWh per year).
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Esta informacin puede ser traducida, sin costo para usted. 970-212-2900 21-23230
X 100
Customer electricity savings from programs
totaled 43M kWh (2.8% of the community's
annual use), equivalent to taking 5,600
homes' electric use o the grid.
Energy Savings
Reliability
With 99.9981% reliability, most
residents did not experience
an outage.
Community Economics
Customer projects generated more
than $44M in local economic benefits
through reduced utility bills, direct
rebates and leveraged investments,
and also supported 240+ JOBS.
Did you
Know?
It is cheaper to
save electricity
with eciency
(3.4 cents) than
it is to buy more
electricity
(6.2 cents).
Local Renewables
Installed 454 new renewable energy
systems, adding 3,200+ kW.
1.4% of electricity came
from local renewables.
LOOKING FORWARD
Our Climate Future
With people at the center of our work, we'll
discover what's possible as we strive
toward our energy and climate goals.
You are part of the solution. Get engaged
at fcgov.com/OurClimateFuture.
Time-of-Day Rates
65% of residential
customers showed a
decrease in annual electric
bills with TOD pricing.
The average
monthly bill was
$1.43 lower.
SUMMER
NON-SUMMER
Electricity Supply
76% Fossil Fuels
2% Wind
0% Solar
22% Hydro
2005 2020
2030 GOAL
100% renewable
54% Fossil Fuels
23% Wind
4% Solar
19% Hydro
DOWN 38%from 2005
Electricity Carbon Emissions
B.1.5
Packet Pg. 23 Attachment: 2020 Energy Policy Annual Update (11428 : Our Climate Future)
Our Climate Future
1
Honoré Depew, Climate Program Manager
John Phelan, Energy Services Manager and Policy Advisor
ATTACHMENT 6 B.1.6
Packet Pg. 24 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
2Council feedback
1.What feedback do Councilmembers have on the
implementation of Our Climate Future?
2.What feedback do Councilmembers have on how
implementation supports Council’s Priority to Explore
climate messaging and action?
B.1.6
Packet Pg. 25 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
3Our Climate Future Alignment
Strategic Objective 4.1: Intensify efforts to meet 2030
climate, energy and 100% renewable electricity goals that are
centered in equity and improve community resilience
Council Priorities:
•Explore climate emergency messaging and action
•Advance transit initiatives
•Advance regionalism
•Accelerate composting
•Districted system for waste
•Protect and enhance instream river flows
•Reduce plastic pollution
•Improved air quality
•Make real progress on the Road
to Zero Waste
•Develop a circular economy plan
•Improve tree policies
•15-minute community
B.1.6
Packet Pg. 26 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
4Ambitious Goals
•Reduce 2030 greenhouse gas emissions by 80% below
2005 baseline levels
•Provide 100% renewable electricity by 2030 with grid and
local sources
•Achieve zero waste, or 100% landfill diversion, by 2030
B.1.6
Packet Pg. 27 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
5
Climate change impacts
are here now, both locally
and globally
B.1.6
Packet Pg. 28 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
Our Climate Future
•Mitigating and adapting to climate
change with a comprehensive
approach that puts people first
•If everyone is to benefit from these
efforts, we must intentionally put
people at the center of the work
OCF Adopted March 2021
ourcity.fcgov.com/ourclimatefuture
6
B.1.6
Packet Pg. 29 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
OCF Big Moves 7
B.1.6
Packet Pg. 30 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
OCF Implementation
•Critical Path and Next
Moves in Action
•Shared Leadership &
Community Partnership
•Co-led and City-led
Models in Action
•Action at all levels
B.1.6
Packet Pg. 31 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
9OCF Critical Path in Action
2030 Critical Path
·100% renewable electricity
·Expansion of the local and regional
transit network
·Community-wide organic waste
diversion
Next Pathw ays -Electrification
·Reduced petroleum use (vehicles)
·Reduced natural gas use (buildings)
RE
> 50% (2021)
Per capita
Down 19% (2020)
Emissions
Down 38% (2020)
Electricity Results
B.1.6
Packet Pg. 32 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
10OCF Next Moves in Action
City Efforts
•Tr ansit and Active Mobility
•Utilities
•Efficiency, solar and batteries
•Grid flexibility
•Wa ter conservation/resources and stormwater
•Housing, Natural Areas, Parks
•Municipal Sustainability and Adaptation
Partner and Collaborative Efforts
•Platte River wind and solar, electricity market planning
•Larimer County –Regional Wasteshed and Climate Smart
•CSU campus system solar implementation
•CC4CA statewide policy advocacy
B.1.6
Packet Pg. 33 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
11OCF Big Move #1 –Shared Leadership and Community Partnership
How can the City…
•increase community
influence on our work
•increase accountability on
equity
How can jointly-led
projects…
•share leadership and
influence
•distribute roles and recognize
strengths
•respect existing governing
structures
How can the community…
•take ownership and action
•build capacity and organize
•secure funding and resources
•leverage but not depend on
City support
Italics = as desired by community
City-ledCo-ledCommunity-led
B.1.6
Packet Pg. 34 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
12OCF Big Move #1 in Action –Co-Led Next Moves
Italics = as desired by community
•Community Consultants working
directly with staff on OCF Strategy
Te am
•Community Partners co-leading:
•Reimagining a sustainable business
program (formerly ClimateW ise)
•Reimagining advisory / equity
committee (formerly CAP
Community Advisory Committee)
•OCF Catalyzing Action Event,
March 31
B.1.6
Packet Pg. 35 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
13OCF Big Move #1 in Action –City Led Next Moves
Italics = as desired by community
•Implementation of critical path and City-
led Next Moves with partners
•Review of City’s climate goals
•Ensure alignment with latest science
•Consider interim goals
•Embed equity and resilience
•Review of community feedback for
climate messaging
•Develop ‘23-’24 Budget and OCF Next
Moves Plan
•Continue regional, state and federal
action
Council Priority and Climate Emergency Resolution in Action
B.1.6
Packet Pg. 36 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
14Next Steps
•Continue to develop partnerships and shared leadership connections to
support strategy and implementation of OCF
•Pursue engagement and research on OCF goals and climate
messaging, based on Councilmember discussion
•Return to Council Q3/Q4 to review community input on climate goals
and messaging and preview the ‘23-‘24 OCF Next Moves Plan
B.1.6
Packet Pg. 37 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
15Council feedback
•What feedback do Councilmembers have on the
implementation of Our Climate Future?
•Critical path and Next Moves implementation?
•Shared leadership approach?
•What feedback do Councilmembers have on how
implementation supports Council’s Priority to Explore
climate messaging and action?
•New or revised goals?
•Climate emergency messaging?
B.1.6
Packet Pg. 38 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
16
ADDITIONAL SLIDES
B.1.6
Packet Pg. 39 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
17Path to 2030
2030 Critical Path
·100% renewable electricity
·Expansion of the local and
regional transit network
·Community-wide organic
waste diversion
Next Pathw ays -
Electrification
·Reduced petroleum use
(vehicles)
·Reduced natural gas use
(buildings)
B.1.6
Packet Pg. 40 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
Carbon Inventory Drivers of Change 18
B.1.6
Packet Pg. 41 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
192030 Projection –Community Carbon Inventory
•Key Pathways
•Platte River committed to 100%
renewable electricity by 2030
•Reduced petroleum use
(vehicles)
•Diversion of organic waste
(universal composting)
•Reduced natural gas use
(buildings) Natural gas
Petroleum
Organic
waste
B.1.6
Packet Pg. 42 Attachment: Powerpoint Presentation (11428 : Our Climate Future)
DATE:
STAFF:
April 12, 2022
Jennifer Poznanovic, Project and Revenue Manager
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Sustainable Funding Plan.
EXECUTIVE SUMMARY
The purpose of this work session is to discuss specific identified funding needs as a first step in determining
potential revenue sources.
Four specific funding needs have been identified through masterplans and Council and commun ity priorities.
These include parks and recreation, transit, housing and climate plans. Identified annual shortfalls range from six
to ten million per need.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What questions does Council have on the identified funding needs?
2. What questions does Council have on process?
3. Does Council agree with proposed next steps?
BACKGROUND / DISCUSSION
Over the past 2-3 years, masterplan developments and updates have identified clear funding need s in the areas
of parks and recreation, transit, and housing. Along with these needs and knowing the criticality of the City climate
action goals, Council Finance Committee has asked for climate revenue needs to be included in revenue
conversations as well. Annual shortfalls range from six to twelve million dollars per area.
The Parks and Recreation area and the Transit area have long -term plans that highlight specific operational goals
and a focus on asset management.
New parks have dedicated funding through capital expansion fees to be designed and built, however the
maintenance and future updates are currently reliant on general fund dollars which are unable to meet the needs.
This has resulted in much deferred maintenance and a lack of infrastructure updates to keep pace with
community desires and trends.
Currently, 25 percent of transit dollars come from the general fund. While transit is an area that is by nature
subsidized, continuing this model locally creates limitations on transit and a constrai nt to general fund dollars.
Affordable and attainable housing is a Council and a community priority. The City has a goal of reaching 10%
housing stock as affordable by 2040 (currently at 5%). It is recognized that working towards, or achieving, this
goal will require multiple funding strategies both local, private, non-profit, and federal and that the City piece of
this funding is limited without additional or dedicated revenue.
The Our Climate Future comprehensive plan and identified “Big Moves” have ou tlined tactics to help achieve the
2030 climate action goals. Implementing and accelerating these actions would require approximately six million
dollars annually.
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April 12, 2022 Page 2
Staff is working to develop workplan and process to discuss and address revenue needs. Thi s plan will include
on-going Council Finance meetings, work sessions with the full Council, community engagement, and ultimate
implementation.
The following bullets highlight workplan considerations:
• Clearly define and articulate revenue needs and leve l of service considerations
• Thoroughly research funding options including impacts and the context of existing and potential new tax
measures (local and regionally)
• Recognize and work within the desire to keep overall tax burden as low as possible
• Consideration of existing dedicated tax renewals and associated election timelines
PARKS AND RECREATION
The Parks and Recreation Master Plan was adopted on January 19, 2021, and incorporated a year of extensive
staff, community, and stakeholder participation. The funding section of the plan features a primary goal to
enhance the financial sustainability of Parks and Recreation. While existing operations and maintenance budgets
are close to what is needed, there are no dedicated funding sources for capital in vestment. The funding gap
identified by the consultant is captured in the table below:
Existing Funding ($M) Operations & Maintenance Infrastructure Replacement
Parks (Majority General Fund) $12.3 $0.5
Recreation (Program Revenue &
General Fund)
$11.3
Total $23.6 $0.5
Needed Funding ($M) Operations & Maintenance Infrastructure Replacement
Parks $13.3 $8.7
Mini Parks $0.2
Plazas $0.1
Urban Parks
Neighborhood Parks $2.5
Schoolside Parks $1.5
Community Parks $3.9
Special Use Parks $0.5
Recreation $11.3 $2.3
Planting Refresh $0.6
Total $24.6 $11.6
Funding Gap ($M) Operations & Maintenance Infrastructure Replacement
Parks $1.0 $8.2
Recreation $0.0 $2.3
Planting Refresh $0.6
Total $1.0 $11.1
• Operations and Maintenance (O&M) - the daily tasks needed to keep parks and recreation facilities running
and minor repairs to capital assets to keep them in a good state of repair. This includes regular care like water
management/repair, turf care, trash and litter, playground inspections and minor upkeep. Currently, funding
for these types of activities is close to the full need, with just $1M of annual gap identified in the recent master
plan.
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April 12, 2022 Page 3
o O&M for parks is currently funded by the general fund as part of ongoing park maintena nce offers
submitted through the Budgeting for Outcomes process .
o O&M for recreation is funded through program revenues and some general fund contributions. Fort
Collins recreation department has a higher than typical cost recovery rate.
• Infrastructure Replacement - includes critical maintenance projects or repair of existing assets -when regular
maintenance can no longer keep them in a good state of repair-safety and ADA (Americans with Disabilities
Act) improvements, and existing debt service obligations. Many of these types of improvements typically
require one-time funding and are not likely to increase annual operations and maintenance costs. In many
cases, these types of projects may reduce annual operations and maintenance costs. It may also inclu de
strategic changes to existing parks or recreation facilities to address the unmet needs of the community,
including adding features such as play fields, shade structures, adult fitness equipment, covered picnic
shelters, and trail loops to extend recreation opportunities. These types of improvements typically require one-
time funding and may trigger slight increases in annual operations and maintenance costs, depending on the
nature of the improvements. Funding for these activities has a significant gap.
The Parks and Recreation master plan identified primary goals of providing equitable access to parks and
recreational experiences. By investing in ongoing infrastructure replacements, community members will
experience a more consistent level of service across existing amenities, while the City minimizes costs associated
with the need for a major refresh.
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April 12, 2022 Page 4
TRANSIT
Transit Budget - Current State
Amount: The 2019 operational budget for Transit was approx. $17.5M.
Operational Budget Funding Sources Est. Amount
Federal ~ $4.3M
State ~ $200K
CSU Contract ~ $2.1M
Local Funding ~ $10.9M
Total $17.5M
• Local match funding sources include fares/fees, investment earnings, other intergovernmental
reimbursements and other smaller miscellaneous revenue sources.
• Estimates for future operation needs assume a 25% federal match.
Capital Projects
• Amounts for capital projects vary widely year over year.
• The minimum federal match is 80/20 (grant/local).
• Recent federal communication has indicated that future successful grant applicants will have higher local
match amounts.
• Estimates for future capital needs assume a 50% federal match.
• Total anticipated expenditure for the Transit Master Plan (TMP) is $270M - $308M. At 50% grant match, this
results in an additional local match need of $135M - $154M or $7.7M annually over twenty years.
Estimation of Funding Need - What is the gap?
Staff estimates the gap between current funding levels and the annual funding need to average $7.7M annually in
capital project needs over the next twenty years. At the conclusion of twenty years, an additional annual need of
$9.8M for operations and maintenance is anticipated. Assuming an average need of approximately $9.8M over
the next twenty years, allows for the anticipated total capital expenditure of approximately $154M in local funds
and a corresponding incremental increase to the additional operational need of $9.8M annually.
Type Assumed federal
support
Timeline Est. local new
funding need
Type
Capital 50% Over 20 years $7.7 million annually One-time
Investment
Operational 25% Slow build to 20-year
total
$9.8 million annually in
20 years
Ongoing
investment
What would the revenue be used for?
Capital Projects & Fleet Improvements to construct 3-4 Bus Rapid Transit (BRT) routes, build electrification
charging infrastructure, purchase electric busses, and build mobility hubs.
Operations & Maintenance Expansion to provide double the annual service hours, operate high frequency
routes, and operate new routes such as the 3-4 additional BRT routes.
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April 12, 2022 Page 5
HOUSING
Affordable Housing Funding - Current State
Source Est. Amount
Affordable Housing Fund (AHF) $1,000,000
HOME (Federal) $725,000
CDBG (Federal) $750,000
Affordable Housing Capital Fund (AHCF/CCIP) $500,000
Total $2,975,000
Amount: $1.5-3 million in funding annually; recommendations from Housing and Human Services Funding Board
with approval by Council. 2022 Revenue sources and amounts:
• Funding history for AHF, CDBG and HOME: <https://www.fcgov.com/socialsustainability/funding>
Funding guidelines:
• Leverage funding alongside resources from tax credits, private investment, etc. at 1:10 or better.
• Focus direct investment on the lowest income levels, higher priority to projects serving lower AMI (for
example, permanent supportive housing for residents making 0-30% AMI)
Estimation of Funding Need - What is the gap?
The overall community funding need for affordable housing is far larger than the City could satisfy on its own;
however, the City’s contribution plays a critical role. One unit of housing costs about $330,000 to build, and one
typical affordable housing project of 80-100 units can cost $25-30 million or more. To build 282 units per year (the
City’s production target), the total cost is over $93 million each year.
Historically, the City’s role has been to fill funding gaps and leverage other funding sources to help projects “cross
the finish line.” The City’s current ability to support projects is limited by the small amount of funding allocate d to
affordable housing. In addition, the City currently has very small dedicated funding source (CCIP allocation,
expiring in 2025) for other important housing initiatives like the Land Bank and fee credit programs.
From 2015-2020, the average City subsidy for affordable housing projects was $39,000 per unit. This is a helpful
metric for estimating the gap between current funding levels and funding need, assuming that $39,000 in City
investment will continue to yield one unit of affordable housing. Using this assumption, staff estimates the City
funding gap to be $8-9.5 million annually. Accounting for the expiration of the CCIP tax in 2025 ($500k) increases
this gap to $8.5-10 million annually in additional revenue needed, or $10-11.5 million total annual funding.
Current City
funding levels
(low/high)
Expected affordable production
with current City funding (current
funding/$39,000)
Gap (282 units per
year - expected
production)
Est. funding need from
City (gap x $39,000)
$1.5 million 38 units 244 $9.5 million
$3 million 77 units 205 $8 million
The City is also about 700 units behind in affordable housing production from 2015 -2020. This calculates to
approximately $27 million in deferred funding .
What would the revenue be used for?
• Expanding the current Competitive Process to better support projects seeking to: acquire land, develop
housing, preserve existing housing, and support residents.
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April 12, 2022 Page 6
• Expanding or initiating additional City-led efforts such as: acquiring land bank properties, extending
affordability restrictions, expanding eligibility for fee credits, developing incentive programs (energy efficiency,
affordable housing preservation, etc.), and other innovative approaches (middle income, mixed income, etc.).
CLIMATE
The Fort Collins community and its elected leaders have long put a high priority on being a regional, national, and
global leader in fighting climate change. From the City's first Climate Action Plan through to the adoption of the
Our Climate Future (OCF) plan last year, Fort Collins continues to be a municipality on the leading edge of local
climate action.
Our Climate Future implementation intensifies our community efforts to achieve three primary environmental
goals:
• Reduce 2030 greenhouse gas emissions by 80% below 2005 baseline levels;
• Provide 100% renewable electricity by 2030 with grid and local sources; and
• Achieve zero waste, or 100% landfill diversion, by 2030.
To reach and exceed the 2020 greenhouse gas (GHG) emissions goal, the focus was primarily on accel erating
and scaling up ongoing efforts. To achieve the 2030 goals for GHG reductions, renewable electricity, and zero
waste fundamental transformation must be undertaken to engage new partners and resources. In short, we
cannot achieve these goals with only the City as the primary driver of initiatives. OCF is a framework that
envisions new models of community partnership and leadership to help scale action and resources so all can
benefit from the vision of a sustainable Fort Collins.
Historical analysis of investment needs for climate efforts have focused primarily on mitigation, or the reduction in
emissions that are included in the annual community carbon inventory. Moving forward, Fort Collins is evolving to
expand this focus to include resilience (aka climate adaptation) and equity (aka environmental justice), which are
more difficult to quantify yet equally as important for the long-term success of our efforts.
Our Climate Future recognizes the nexus between these intersecting parts of the system. H ousing is a good
example of the mitigation-resilience-equity nexus between:
• Climate mitigation (high housing costs increase commuting and transportation emissions);
• Climate equity (BIPOC and low-income communities are disproportionately impacted by rising housing costs);
and
• Climate resilience (stable, efficient housing positively contributes to one’s ability to respond and recover from
a disruptive event).
To meaningfully address one element of this nexus, all must be considered. Thus, the OCF path ways and funding
needs described below are inclusive of all three.
Defined Pathways to Fort Collins Our Climate Future Goals
The commitment of the community in achieving climate goals has resulted in effective ongoing programs, services
and initiatives by City departments and partner agencies reflected in a 2020 emissions reductions goal showing a
24.5% reduction compared to 2005 levels.
Positive results can be traced to dedicated resources and defined pathways:
• Platte River Power Authority has added significant wind and solar resources to the electricity portfolio to reach
an over 50% non-fossil electricity mix and a plan showing a pathway to 90% non-carbon by 2030.
• Utilities Energy Services customer facing programs are resourced at over $4.5M an nually. Another over $2M
provides for solar energy purchased from local systems. In addition, Platte River’s budget provides funding for
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April 12, 2022 Page 7
efficiency programs. Together these funds put Fort Collins at the leading edge of resources for supporting
customers to manage their electricity use.
• The Community Recycling Ordinance, effective since June 30 2021, significantly increases waste diversion by
including required recycling service for all multi-family and businesses, seasonal yard trimmings collection,
and grocer composting.
Continued funding and implementation of existing and emerging efforts through the City’s Budgeting For
Outcomes (BFO) process are considered an essential baseline for the following discussion of potential new
funding mechanisms.
Undefined Pathways to Accelerate Our Climate Future Progress
To identify gaps in resources and funding that will be needed to continue significant and lasting progress, staff
considered the following:
• Much of the incremental changes needed can be addressed through BFO. Substantial new funding will be
needed to jump start strategies for medium to long-term infrastructure changes and large-scale investments.
• Though climate action can be viewed separately from Housing Affordability, Parks & Recreation, and Transit,
each of these areas work in concert with climate action and are reflected in the Our Climate Future plan.
• Our Climate Future articulates commitments across climate resilience, equity, and emissions reduction, the
nexus of which requires substantial funding and new partnerships and shared leadership.
A forecast of the community climate inventory in 2030 identified natural gas use, petroleum for vehicles and
organic waste as the three areas where new pathways and funding will be needed to rapid ly advance towards the
2030 milestone year.
Based on these factors, staff recommends that any new climate revenue discussions focus on the following
specific areas (see Table below):
• Community-scale solid waste infrastructure (e.g., regional compost facility.) is needed to make real progress
on the road to our zero-waste goal. Although there are strong partnerships and agreements in this area,
infrastructure has been slow to break ground and new funding sources could help.
• Natural gas use reductions and the long-term initiative to electrify building space and water heating is key.
Annualized funding values in the table below are based upon costs from the OCF analysis (March 2021) and
rough estimates for infrastructure needs and the portion covered by an incentive model.
o Requirements-based initiatives such as building performance standards, rental licensing and real estate
listing requirements are relatively low-cost to the City and can provide significant emission reductions.
o Initiatives to electrify building space and water heating will require very significant investment. While
traditional utility incentives can play a small role, there are not sufficient system benefits to pay for the
necessary investment. Tens of thousands of homes will r equire upgrades to electrical panels and utility
service wires.
• Ground travel emissions reductions will require reduced driving of gasoline and diesel vehicles through
transit, land use and transition of the community fleet of vehicles to electric. Ann ualized funding values in the
table below are based upon costs from the OCF analysis (March 2021) and rough estimates for infrastructure
needs and the portion covered by an incentive model.
o The transition to electric vehicles will require efforts to expand charging infrastructure.
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April 12, 2022 Page 8
o Reduction of ground travel emissions can also be achieved through expansion of the city’s bicycle and
pedestrian network, in conjunction with increased and expanded transit services.
• Climate resilience initiatives seek to respond to the way climate change is already being experienced in Fort
Collins. Adapting to these environmental changes will be an important and necessary part of climate action.
Local investments can range from updated preparedness plans to building com munity resilience hubs to
strengthening personal, community, and regional networks.
Climate equity work and community partnerships are critical to successfully transform our systems to be carbon
neutral, renewable, and zero waste. One example of an investment that could be made with new climate revenue
is to subsidize residential energy efficiency programs for low-to-moderate-income residents.
Our Climate Future Outcome Defined pathway Annualized long-term
need
MITIGATION
Universal composting Larimer County+ (Regional Wasteshed) TBD
Natural gas (buildings) City supported infrastructure to electrify
homes
$3.5M
Ground travel (petroleum) City supported infrastructure for EV
charging
$2.6M
RESILIENCE
Climate resilience initiatives City and local partners TBD
Example: Community Resilience
Hubs
City and local partners $0.5M ea.
EQUITY
Climate equity work and
partnerships
City and local partners TBD
Example: residential efficiency for
LMI homeowners and renters
City and local partners $0.5M
Proposed Next Steps
The project team will meet on a regular schedule throughout 2022. Council touchpoints include regular updates at
Council Finance and work sessions in 2022. A future work Session will be scheduled to discuss funding
mechanisms.
ATTACHMENTS
1. Park Operation & Maintenance Costs and Design Guidelines (PDF)
2. Powerpoint Presentation (PDF)
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Packet Pg. 50
Parks Department
413 South Bryan Avenue
PO Box 580
Fort Collins, CO 80522
970.221.6660
970.221.6849 - fax
fcgov.com/parks
MEMORANDUM
Date: March 30, 2022
To: Mayor and City Council
From: Mike Calhoon, Director of Parks
Kurt Friesen, Director of Park Planning and Development
Thru: Kelly DiMartino, Interim City Manager
Kyle Stannert, Deputy City Manager
Seve Ghose, Community Services Director
Re: Park Operation & Maintenance Costs and Design Guidelines
The purpose of this memorandum is to prepare Council for the conversation about ongoing
funding needs for various priorities, including parks and recreation funding, at the April 12 work
session.
Bottom Line
Park operation & maintenance costs have increased over time due to several factors including
price escalation/inflation, increased park usage, added amenities, and more inclusive design.
Background
The park system in Fort Collins is highly valued and heavily utilized as shown in results of the
annual city survey- with 94% of respondents rating the quality of parks as very good or good and
97% indicating that they should be supported at the same or more effort as a budget priority. The
system is comprised of over 50 parks and 45 miles of paved trails. Guided by the Parks &
Recreation Plan, a distributed and interconnected system of parks has been realized throughout
the city. In 2021, the Parks & Recreation Master Plan was updated with additional park
classifications, design guidelines, level of service recommendations and goals, providing a road
map for completion of the park system. The requests for amenities in parks are ever evolving and
presents great opportunities as well as challenges.
As park infrastructure has aged, there is an urgent need to address deficiencies throughout the
park system. As part of this effort, it is important to realize the differences between Infrastructure
Replacement and Operations & Maintenance.
Operations & Maintenance
Operations & Maintenance (O&M) includes year-round activities associated with keeping a site
or amenity clean, safe, and functional for day-to-day use.
ATTACHMENT 1 B.2.1
Packet Pg. 51 Attachment: Park Operation & Maintenance Costs and Design Guidelines (11415 : Sustainable Funding Plan)
• Parks annual O&M costs are currently funded at ~$12M annually,
this funding is largely sufficient to meet O&M needs, with an annual gap of $1.0M
identified in the recent master plan. This gap could grow as new parks are built or if there
is further price escalation/inflation.
• Examples of activities associated with O&M include:
o Water Management/Repair such as activating/winterizing systems, program
controllers, manage water, repair pipes/heads/valves
o Turf Care including mowing, prepping lines for play, dragging fields for even
playability, inspect lighting, aeration, fertilization, equipment maintenance
o General upkeep, such as graffiti removal, vandalism repair, litter removal,
inspecting sites for damage, maintain signs, equipment maintenance, training staff
o Snow removal from paved walkways and trails
Park maintenance is conducted via a system of satellite maintenance shops in defined park
districts. Efficiencies gained by this approach include reduced carbon footprint, faster delivery of
services, staff empowerment and growth, and higher level of O&M services. O&M is currently
funded through the general fund as part of ongoing park maintenance offers submitted through
the Budgeting for Outcomes (BFO) process.
Infrastructure Replacement
Infrastructure Replacement is the removal and replacement of amenities in the parks system and
bringing them up to today’s standards, i.e. playgrounds, irrigation systems, tennis courts, etc.
when regular maintenance can no longer keep them in a state of good repair..
• Currently there are over 1,200 items valued at over $200 million in the inventory. Each
item has a life span and when the time comes, it must be replaced.
• Potential new funding mechanisms for the Infrastructure Replacement Program are
currently being considered alongside other City funding needs. A sustainable funding
source is required to address the equity issues that are seen throughout the system
pertaining to old vs. new parks.
• Examples of recent and ongoing Infrastructure Replacement projects include:
o Playground replacement at Golden Meadows Park
o Fossil Creek tennis court replacement
o Addition of pickleball lines to Sugar Beet basketball court and Warren and Edora
practice courts
o Replacement of Library Park irrigation system
B.2.1
Packet Pg. 52 Attachment: Park Operation & Maintenance Costs and Design Guidelines (11415 : Sustainable Funding Plan)
The below table shows differences between O&M vs. Infrastructure Replacement activities:
IRP Components
(1,000+ assets)
Operations & Maintenance Examples Infrastructure Repair & Replacement
Examples (generally over $5k)
Hardscapes Snow removal, power washing plazas,
sweeping debris
Repair sections of cracked walkways, bringing
walkway slopes up to ADA standards,
repaving parking lots
Playgrounds Raking wood mulch (EWF) so that its even,
picking up trash, safety inspections and
minor repairs for normal wear and tear
Replacing equipment, changing surfacing
from sand to ADA compliant material (EWF
or PIP)
Fields Mowing, prepping lines for play, dragging
fields for even playability, inspect lighting,
aeration, fertilization, equipment
maintenance
Replacing fencing, lighting, scoreboards, full
field renovations
Courts Hanging wind screens, sweeping/power
washing courts to remove debris, replacing
nets
Conversion of courts from asphalt to post-
tension concrete, new striping on courts,
surfacing repairs, new posts, new LED
lighting
Buildings Clean and stock buildings/restrooms, trash
removal, picnic table maintenance, power
washing shelters, activating/winterizing
drinking fountains
Minor renovations like roofing repairs and
painting, major renovations like conversion of
concession areas to satellite maintenance
facility, full building replacements
Structures Cleaning and stocking dog parks,
activate/winterize/test interactive water
features, weeding bike parks, replacing
boards on pedestrian bridges,
Pedestrian bridge replacements, fencing
repairs, water feature renovations, bike park
renovations, pedestrian lighting replacement
Irrigation Activate/winterize systems, program
controllers, manage water, repair
pipes/heads/valves
Full irrigation system renovation, replacement
of water management equipment such as flow
sensors, replacement of irrigation controllers
Water Monitoring water deliveries, clearing ditches,
weed and algae management, minor piping
repairs, aeration equipment management
Dredging, headgate replacements, large piping
replacements,
Trails Snow removal, sweeping/cleaning trails,
repairs to fencing
Replace sections of trails, replacement of
fencing
General Graffiti removal, vandalism repair, litter
removal, inspecting sites for damage,
Inspect asset inventory, prioritize repairs and
replacements, project management work,
B.2.1
Packet Pg. 53 Attachment: Park Operation & Maintenance Costs and Design Guidelines (11415 : Sustainable Funding Plan)
maintain signs, equipment maintenance,
training staff
training and compliance with current
standards, coordination preventative
maintenance activities with Operations &
Maintenance staff, handoff for long term
maintenance
Typically, park maintenance costs are characterized in cost/per acre. The size of a park has a
direct impact on the cost per acre. The larger the park, the less it costs per acre to maintain, as
most parks contain equitable amenities regardless of size. On average a community park costs
approximately $9,000/acre to maintain annually, and a neighborhood park approximately
$7,500/acre to maintain. The major drivers of the cost are:
• Acreage- which drives costs of water management & repairs, turf care, and trash &
recycling. Over ¾ of O&M costs scale with the size of a park.
• Major Amenities- including whether or not the park has a playground or a bathroom.
Maintenance of these features drives 15% of costs in a neighborhood park.
• Quantity of Minor Amenities- such as sports fields, shelters, and botanical features.
Maintenance of these features drives the remaining 10% of O&M costs.
A summary of per acre Neighborhood Park O&M costs by year of park construction:
Although the two most recent parks are significantly higher than most parks, their per acre cost is
also influenced by their smaller acreage. A summary of per acre Neighborhood Park O&M costs
by size of park highlights these two most recent parks as the two smallest:
B.2.1
Packet Pg. 54 Attachment: Park Operation & Maintenance Costs and Design Guidelines (11415 : Sustainable Funding Plan)
While direct comparisons of park maintenance costs are challenging due to varying definitions,
overall when compared to other regional municipalities, the maintenance costs for the Fort
Collins system appear to be in line with other park systems in the region.
Design Guidelines
Approved in 2021, the Parks and Recreation Plan provides a comprehensive vision for Fort
Collins parks and is the primary guiding tool for determining new park locations and amenities.
Key elements of the plan include:
• 7 park classifications- formerly there were only 2 (p.115)
• Design guidelines and typical amenities for each park classification (p.105)
• Population and access-based standards (10-minute walk and 5-minute drive) for major
park amenities (p.161)
• 10 overarching goals that prioritize equity and inclusion, access to nature, and financial
sustainability. (p.213) Linkage to Council priorities are highlighted in bold:
1. Provide equitable access to parks.
2. Provide equitable access to recreational experiences.
3. Expand the active transportation network to support access to parks and
recreation.
4. Protect and enhance natural, historic and cultural resources in parks and
increase related activities.
5. Enhance the financial sustainability of parks and recreation.
6. Strengthen partnerships to leverage resources for mutual benefit.
7. Ensure parks, paved trails and recreation facilities are operated and maintained
efficiently and to defined standards.
8. Promote synergy between parks, recreation and economic health.
9. Improve marketing and communication to enhance operations and user
satisfaction.
10. Elevate the design and connection to nature in parks and recreation facilities.
B.2.1
Packet Pg. 55 Attachment: Park Operation & Maintenance Costs and Design Guidelines (11415 : Sustainable Funding Plan)
Both the executive summary and the full master plan can be accessed
online at: https://www.fcgov.com/parksandrecplan/
Design Strategies to Reduce Maintenance Costs
New parks constructed over the last few years have incorporated many strategies to help reduce
maintenance costs. These strategies include:
• More advanced, higher efficiency irrigation systems, resulting in decreased water usage
• Post-tensioned concrete slabs for courts, significantly increasing court lifespan
• Large native seeded areas in parks, resulting in reduced irrigation demand after
establishment
• Wider walks for convenient parks maintenance vehicle access and snow removal
• 2-year maintenance and establishment conducted by contractor, ensuring park is in good
working order when Parks maintenance staff takes over.
• Raw water usage significantly reduces irrigation costs over the life of the park
• Crime Prevention through environmental design (CPTED) principles to allow for
seamless access and safety
• The following chart illustrates the composition of costs associated with Neighborhood
Park maintenance over the last 4 years:
The addition of native seeded areas in parks significantly reduces irrigation demand but does
require more maintenance than turf grass during the establishment period (approximately 5
years), then maintenance efforts subside after the seed is established. A key recommendation of
the Parks and Recreation Plan is to revisit many of the older parks and increase the native
vegetation is those parks, resulting in increased biodiversity, wildlife habitat, pollinator value
and an improved natural experience for park users.
Park Benefits
The benefits of parks are varied and difficult to measure but were obvious during the recent
pandemic, as visitor usage increased significantly. Parks play an integral role in the health and
well-being of the entire community offering a dose of “Vitamin N”- nature, as part of a holistic
B.2.1
Packet Pg. 56 Attachment: Park Operation & Maintenance Costs and Design Guidelines (11415 : Sustainable Funding Plan)
system of public spaces. Parks provide essential benefits, not just to
residents, but also to the city’s environmental and economic well-being. Parks and Recreation
contribute significantly to all of Fort Collins community priorities and all 7 outcome areas.
Traditionally, parks have focused on children and sports users primarily, as evidenced by the
design of many of the older parks in the city. Today, parks are designed to provide benefit to all,
including those who regularly walk a loop trail, sit and quietly reflect, enjoy a family gathering,
or connect with nature. In addition, parks must evolve to meet the changing needs of users.
Hammocking, slacklining, pump tracks and pickleball are all examples of new and emerging
uses in parks that were uncommon only a few years ago, but now are mainstream activities.
Multiple studies reveal the importance of play in children’s lives, particularly in our media
saturated society. Parks and playgrounds provide opportunities for children to safely take risks,
expand their abilities and interact with other children from different backgrounds and cultures.
Providing playgrounds that are challenging, unique and engaging is key to driving up park and
playground participation and help keep children outside. The addition of natural play features
also provides a wide variety of benefits.
Fort Collins’ heritage is rich with many traditions. Parks provide a unique platform to celebrate
and remember this legacy, such as the sugar beet workers (Sugar Beet Park) and the apple
farmers (Twin Silo Park). Parks should be respites for escape and rejuvenation, but also
respectfully acknowledge and remember those who have come before us to shape and build our
community.
In summary, parks contribute significantly to create a more resilient Fort Collins in many ways,
including:
• Reducing resource demands though decreased irrigation use
• Improving safety through stormwater detention and flood mitigation strategies
• Advancing environmental stewardship through enhanced wildlife habitat and improved
water quality
• Contributing to economic health by promoting a high quality of life for residents
• Improving social equity by providing equal access to parks city wide
Next Steps
City staff will bring a conversation about ongoing funding needs for various priorities, including
parks and recreation funding, for Council consideration at the April 12 work session.
B.2.1
Packet Pg. 57 Attachment: Park Operation & Maintenance Costs and Design Guidelines (11415 : Sustainable Funding Plan)
Sustainable Funding Plan
04-12-2022
Council Work Session
ATTACHMENT 2 B.2.2
Packet Pg. 58 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
2Purpose
Discuss specific identified funding needs
1.What questions does Council have on the identified funding needs?
2.What questions does Council have on process?
3.Does Council agree with proposed next steps?
B.2.2
Packet Pg. 59 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
3Timeline
December CFC January
CFC March CFC April Council
Work Session
•Introduction to
sustainable
revenue topic
•Deep-dive on
staff identified
needs (Parks &
Rec, Transit &
Housing)
•First Work
Session with
the full
Council
•Funding
mechanisms &
early scenario
planning
Sustainable Revenue Conversations
B.2.2
Packet Pg. 60 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
City Revenue
§Sales Tax
§Local Total: 3.85%
§3 dedicated ¼-cent taxes:
§Street Maintenance
§Capital Improvement
§Open Space
§Keep Fort Collins Great
§General ¼-cent
§Property Ta x
§Fees, Fines, Grants
4
B.2.2
Packet Pg. 61 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
5Governmental Revenue
B.2.2
Packet Pg. 62 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
6Price of Government
B.2.2
Packet Pg. 63 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
7Tax Rate History
Expiring 12/31/2025:
•¼ cent Street Maintenance
•¼ cent CCIP
3.85%
Current City
Sales Tax rate
2.85%
B.2.2
Packet Pg. 64 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
8
Colorado City Full Stack
Sales Tax Rates
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
Boulder Denver Grand
Junction
Brighton Colorado
Springs
Castle Rock Fort Collins Golden Littleton Greeley
To tal Tax Rates
State County Rate Other Taxes City Rate
B.2.2
Packet Pg. 65 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
9Fort Collins Net Taxable Sales
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021Millions
City Net Taxble City % of County Sales
B.2.2
Packet Pg. 66 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
Identified Funding Needs 10
•Parks built with
Capital Expansion
Fees
•Updates and
maintenance are
where funding is
needed
•Masterplan estimates
$8-12M gap
•25% of transit dollars
come from the
general fund
•Masterplan to build
out estimates $8-10M
gap
•Affordable and
attainable housing is
community priority
•Goal is 10% of
housing stock as
affordable by 2040
(Currently at 5%)
•$8-9.5M gap
PA RKS TRANSIT HOUSING CLIMATE
·Our Climate Future
(OCF) plan intensifies
community efforts to
achieve climate, energy,
waste goals
·OCF current
commitments on track to
reach halfway to 2030
carbon goal
·$6M+ annual gap to
accelerate community
transition from fossil fuels
B.2.2
Packet Pg. 67 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
•System includes over 50 parks, 45 miles of paved trails, and 10 recreation facilities
•Ongoing Park costs are funded by General Fund; Recreation from GF & program revenues
•15-18 parks and the SE Community Center remain to be built
11Parks and Recreation: $9M –$12M
Parks and Recreation System Background
•2008 Policy Plan goal was to maintain appropriate
level of service as the community grows
•2021 Master Plan built upon that to also include
vision of providing equitable access to parks and
recreation experiences, while enhancing financial
sustainability of Parks and Recreation
•Funding gap of $9-12M identified in master plan to
achieve vision
B.2.2
Packet Pg. 68 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
12
An nual Gap ($M)Operations & Maintenance
(Daily Ta sks)Infrastructure Replacement
Parks $1.0 $8.2
Recreation $0.0 $2.3
Planting Refresh $0.6
To tal $1.0 $11.1
Parks and Recreation: $9M –$12M
Operations and Maintenance -the daily tasks needed to keep parks and recreation facilities running and
minor repairs to capital assets to keep them in a good state of repair, such as water management, turf care,
trash & recycling in parks.
B.2.2
Packet Pg. 69 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
13Parks and Recreation: $9M –$12M
Infrastructure Replacement (Capital)-Critical maintenance or repair of existing assets, can also include
strategic changes to existing parks or recreation facilities and design elements
•Smaller replacements, like replacements of courts or playgrounds, typically require one-time funding
and are not likely to increase annual operations and maintenance costs.
•Can also include strategic changes to existing parks or recreation facilities and design elements that
may trigger slight increases in annual operations and maintenance costs.
•$11M annual gap include recreation needs
B.2.2
Packet Pg. 70 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
14TransitMasterPlanBuild-Out
B.2.2
Packet Pg. 71 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
15TransitFundingStudy
Tr ansit Funding Study
•Update capital and O&M cost projections
•Analysis of possible funding sources
•Analysis of potential for a fare-free system
•Complete Q4 of 2022
B.2.2
Packet Pg. 72 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
Tr ansit
Current Anticipated Funding Need 16
Capital Investments:
-Amounts for capital projects vary widely year over year
-The minimum federal match is 80/20 (grant/local)
-Recent federal communication has indicated that future
successful grant applicants will have higher local match
amounts
Operational Expansion:
-Based on the 2019 operational budget
of approximately $17.5M
-Local match funding sources include:
the fares/fees, investment earnings,
other intergovernmental
reimbursements & other smaller
miscellaneous revenue sources.
B.2.2
Packet Pg. 73 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
17Transit Funding Need $8M -$10M
2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Base Funding Operations - Local Match Capital Project - Local Match
Additional Anticipated Federal Funds Current Level of Funding New Level of Funding
~$17.5M
(2019 operating
budget)
~$8M -$10M
•The area between the lines represents new funds needed to build & operate the TMP
•A s ignificant amount of federal grant funding is anticipated: current assumed matches range from 80/20 to
50/50 (grant/local)
•Capital projects will be the initial focus with service levels increasing as capital projects are completed
•Some service level increase is anticipated due to population growth, higher frequency routes, and route
extension
B.2.2
Packet Pg. 74 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
Housing
Affordable Housing Funding 18
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
2015 2016 2017 2018 2019 2020 2021 2022
To tal City Affordable Housing Funding, 2015-2022
Competitive Process CCIP (2016-2025)
Average:
~$2.7 million
§~$22 million allocated to affordable housing over the last 8 years
§Ty pical annual funding amount: $2-3 million
§Av erage City subsidy for funded projects: ~$39,000 per unit (new construction)
B.2.2
Packet Pg. 75 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
§Since 2000, the community has produced or preserved about 120 affordable units per year on average.
§Our community is about 850 units behind in affordable housing production from 2015-2021
§To achieve the 10% affordability goal by 2040, our community needs to more than double the annual
production and/or preservation of affordable housing to 282 or more units per year.
19
Housing
Affordable Housing Production
Current status: 5% of all housing
Goal: 10% of all housing by 2040
B.2.2
Packet Pg. 76 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
20
§To tal City funding need: ~$27 million deferred + $10-11 .5 million annually
§Estimated annual ongoing need: $10-11 .5 million (additional $8-9.5 million)
§Deferred funding: ~$27 million through 2020 (700 units behind 2020 goal)
§As sumptions
§City investment of ~$39,000 per unit will continue to yield 1 affordable unit
§The current annual production goal (282 or more units per year) will result in
10% of all housing being affordable by 2040
§Other important funding resources (Private Activity Bonds, Low-Income
Housing Tax Credits, fee relief, development incentives, private equity) will be
available and sufficient to support investments in affordable housing.
Housing Funding Needs $8M -$9.5M
B.2.2
Packet Pg. 77 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
21What Could Dedicated Housing Revenue Fund?
Expand the City’s competitive process to better
support projects seeking to: Acquire land, develop
housing, preserve existing housing, support
residents.
Examples:
·Housing acquisition
(redevelopment/preservation)
·Land acquisition
·New construction costs
·Affordable homeownership renovation
·Renovation of affordable rental housing
·Homeownership assistance
Expand or initiate City-led efforts as identified in
adopted policies including the Housing Strategic
Plan, City Strategic Plan, and HUD Consolidated
Plan.
Examples:
·Land Bank acquisition (expand)
·Extend affordability restrictions
·Fee credits for qualifying projects (expand)
·Develop incentive programs (energy efficiency,
voluntary affordability restrictions, etc.)
·Explore redevelopment partnerships
·Other innovative approaches (middle income,
mixed income, etc.)
Accelerate Implementation of the Housing Strategic Plan
B.2.2
Packet Pg. 78 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
2022 Housing Funding 22
Source*Est. Amount
Affordable Housing Fund (General Fund)$1,000,000
HOME (Federal)$725,000
CDBG (Federal)$750,000
Affordable Housing Capital Fund (CCIP)$500,000
TOTAL $2,975,000
•2022 Competitive Process
•$4,780,000 in requests
•274 affordable homes (179 new construction and 95 renovated/preserved)
•Requested City investment ranges from $17,188 -$80,000 per unit
* Includes ~$300,000 in unallocated funds from 2021
B.2.2
Packet Pg. 79 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
23Climate
Adopted Goals & Strategy
•Reduce greenhouse gas emissions (GHGs) 80% below 2005 levels
•Provide 100% renewable electricity with grid and local sources
•Achieve zero waste, or 100% landfill diversion
Intensify efforts to meet 2030 climate, energy and 100% renewable electricity goals
that are centered in equity and improve community resilience
•2030 Our Climate Future (OCF) Goals
•Strategic Objective 4.1
B.2.2
Packet Pg. 80 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
24Climate
2030 Projection –Community Carbon Inventory
•Key Pathways
•Platte River committed to 100%
renewable electricity by 2030
•Re duced petroleum use (vehicles)
•Diversion of organic waste
(universal composting)
•Re duced natural gas use (buildings)
Natural gas
Petroleum
Organic
waste
B.2.2
Packet Pg. 81 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
25Our Climate Future Pathways & Funding Needs
Our Climate Future Outcome OCF
Big Move
Defined Pathway Funding Pathway
Identified
Mitigation
Universal composting 2 & 10 Larimer County+ (Regional Wasteshed)Partial
Natural gas (buildings)6 City, residents, and business No
Ground travel (petroleum)4 & 13 City and residents No
100 percent renewable electricity 12 Platte River Power Authority and local solar Ye s
Tr ansit 4 Under Discussion
Resilience
Climate resilience initiatives e.g.,
preparedness, extreme events response
3 City and local partners No
Wa ter:source, quality, efficiency, stormwater Utilities capital and efficiency plans Ye s
Pa rks & Recreation 11 Under Discussion
Equity
Climate equity work/partnerships e.g., low-to-
moderate income (LMI) residential efficiency
1 City and local partners No
Housing 7 Under Discussion
B.2.2
Packet Pg. 82 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
26Potential Our Climate Future Funding Needs
Our Climate Future Outcome Defined pathway Annualized long-term need
Mitigation
Universal composting Larimer County+ (Regional Wasteshed)TBD
Natural gas (buildings)City supported infrastructure to electrify homes $3.5M
Ground travel (petroleum)City supported infrastructure for EV charging $2.6M
Resilience
Climate resilience initiatives City and local partners TBD
Example: Community Resilience Hubs City and local partners $0.5M ea.
Equity
Climate equity work/partnerships City and local partners TBD
Example: residential efficiency for
LMI homeowners and renters
City and local partners $0.5M
B.2.2
Packet Pg. 83 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
27Next Steps
Continue project team meetings on regular basis
•Develop project and engagement plan
•Analyze and articulate efficiencies, savings, financial stewardship
•Further research into impacts, timing, and questions
Standing item on Council Finance Agenda
•Review project work and findings
•Bi-monthly agenda item
Future Council Work Session Q3/Q4
•Discuss funding mechanisms
B.2.2
Packet Pg. 84 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
28Purpose
Discuss specific identified funding needs
1.What questions does Council have on the identified funding needs?
2.What questions does Council have on process?
3.Does Council agree with proposed next steps?
B.2.2
Packet Pg. 85 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
B.2.2
Packet Pg. 86 Attachment: Powerpoint Presentation (11415 : Sustainable Funding Plan)
DATE:
STAFF:
April 12, 2022
Sylvia Tatman-Burruss, Sr. Project Manager
Jackie Kozak-Thiel, Chief Sustainability Officer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Single Family Trash, Recycling and Compost Contracting.
EXECUTIVE SUMMARY
The purpose of this item is to address Council’s priority (“Explore a Districted System for Garbage, Recycling and
Compost”) by providing Council with an overview of trash, recycling and compost contracting for single family
homes, an update on community engagement conducted thus far, and seek feedback on next steps for this topic.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Do Councilmembers want staff to continue to pursue contracting? If so, which goals would Councilmembers
prioritize?
2. Do Councilmembers have any feedback about the process ahead?
BACKGROUND / DISCUSSION
One of the adopted Council Priorities is to explore a districted system for garbage, recycling, and compost for
single family homes. Districting is a sub-type of a contracted trash and recycling system. To ensure the broadest
possible conversation in the community, this document utilizes the term “contracting.”
PAST COUNCIL ACTION
Council has explored contracting at least twice in Fort Collins:
• 1998: Council directed staff to analyze feasibility of waste reduction through trash contracting.
• 2008: Council directed staff to again analyze feasibility of waste reduction through districting/contracting. A
pilot district was developed, and the project was paused indefinitely before implementation.
Elements that have changed since past studies:
1998 2008 Today
Number of residential haulers
operating in Fort Collins
6 3 4
Ownership Mix of local and
nationally-owned
Mix of local and
nationally-owned
Three nationally-owned;
one new locally-owned
starting service in May
Status of consideration Study only Study; pilot district
developed and then
stopped
Under review
ALIGNMENT WITH ADOPTED GOALS AND PLANS
Contracting would enable actions critical to meeting Fort Collins’ adopted goal to produce zero waste by 2030.
Fort Collins 2020 Community Diversion Rate goal was 75%, which was not achieved. In 2020, the Resident ial
B.3
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April 12, 2022 Page 2
Diversion rate was 29% and the Community Diversion Rate (combining residential, commercial, and industrial
materials) was 52%.
Contracting for trash and recycling aligns with several adopted plans and other Council priorities. Those plans
include:
• Our Climate Future Big Move 2: Zero Waste Neighborhoods
• City Plan Principle ENV 5: Create a Zero Waste System
• Strategic Plan Environmental Health 4.3 Zero Waste
Contracting for single family home trash, recycling and compost also supports the following adopted Council
Priorities:
• Advance Regionalism: Fort Collins is part of the Regional Wasteshed Intergovernmental Agreement (IGA),
which commits partner communities to adopt policies to support waste diversion infrastructure that Larimer
County will construct. A facility for yard trimmings and food scraps composting and construction and
demolition recycling facility are critical paths to meeting Fort Collins’ Zero Waste and Climate Action goals.
We are exploring the possibility that a contract could include flow control to the Larimer County Landfill, which
would guarantee our region continues to have access to a public landfill and is also a baseline commitment
for Larimer County to construct the compost and construction and demolition recycling facilities.
• Accelerate Composting:
o A contract provides opportunity for additional yard trimmings collection in Fort Collins.
▪ As noted in the Council materials for the Our Climate Future update (also discussed this same night),
composting, or community-wide organic waste diversion, is a critical path for meeting climate goals
▪ Food scraps can be addressed in a contract in the future as the timing for regional food waste
composting infrastructure becomes clearer
• Flow control supports construction of compost facilities as noted above.
• Improve Air Quality: fewer trucks driving along residential roads reduces related air emissions and
greenhouse gas emissions
• Enhanced Recycling Education: Fort Collins could include educational requirements in a contract for
residential trash, recycling, and compost service. It wo uld also ensure all residents could have access to the
same educational resources and programs.
TRASH CONTRACTING OVERVIEW
Types of Trash and Recycling Collection Systems
There are four primary systems for residential trash and recycling collection. A s ummary of trash and recycling
systems (Attachment 1) includes more details about each type of service:
• Pure Open Market: Each household chooses their own hauler for trash and recycling collection. Local
government does not play a role in this system.
• Open Market with Licensing (Fort Collins’ current system): Each household chooses their own licensed
hauler for trash and recycling collection. The local government issues the licenses and may include
requirements such as offering recycling and compost collection.
• Contracted System (system being considered for Fort Collins): A local government contracts with one or
more companies to provide residential trash and recycling collection.
• City Hauling Utility: A city owns and operates their own hauling utility using city staff, resources, and
equipment.
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April 12, 2022 Page 3
Across the U.S., City Hauling Utilities or Contracted Systems are by far the most common system for single family
trash and recycling service. In Colorado, the Pure Open Market is the most common system. This combination of
pure open market and very inexpensive landfilling drive Colorado’s low diversion overall.
Contracting is found in an increasing number of Colorado communities. Colorado state law allows local
governments to contract for single family residential service (defined as having 7 or fewer units). In Colorado,
local governments cannot contract for commercial, industrial, or multi-family (defined as having 8 or more units)
trash and recycling service.
Learnings from Peer Communities
City staff researched communities in Colorado which either have explored or have a contracted trash and
recycling service in place. Given that contracted service is very common across the U.S., staff focused on
Colorado examples since they operate under the same state requirements that would apply to Fort Collins. The
one exception is that staff also researched Portland, OR and St. Paul, MN as examples of districted systems
since there are few districted examples in Colorado.
Specific examples of peer cities researched include:
• Colorado communities with contracted single-family trash and recycling service: Arvada, Commerce City,
Edgewater, Englewood, Golden, Johnstown, Lafayette, Louisville
• Colorado communities that have explored contracted service: Lakewood, Westminster
• Additional communities explored for districted examples: Portland, OR and Saint Paul, MN
Intended outcomes and benefits of a contracted system identified by these communities include:
• Fewer trucks on residential streets resulting in less wear-and-tear on streets
• Improved air quality through lower emissions due to reduced trips and truck traffic in neighborhoods
• Improved customer service due to the City managing the hauling contract and enforcing performance
measures
• More recycling and composting options that can be detailed and required through the RFP process
• Access to uniform and predictable pricing for a set number of years
Potential disadvantages identified include:
• Households must pay an opt-out fee if they want to choose their own service provider.
• A variety of perspectives exist in the community about the ideal role of local government and some
community members do not support this role.
• The shift to implement an administrative role in trash hauling for the city o rganization. Most peer communities
shifted from a pure open market system to a contract, so they did not have existing staff with this area of
specialty. Depending on the way the contract is set up, the city may also manage billing, customer service,
and/or trash and recycling bins, which requires transition time and logistics.
• Logistics of a districting approach, which would include logistics of creating districts, managing multiple RFP
processes, navigating pricing differences between districts, etc.
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Elements Achieved via Licensing vs Contracting
Licensed System Contracted System
Recycling and Composting
Volume-based pricing for trash service Y X
Recycling bundled with trash service for no additional charge Y X
Opt-in yard trimmings collection Y X
Potential for increased yard trimmings collection (opt-out or
bundled service) and future food scraps collection
P X
Potential for more and consistent recycling education X
Fewer Trucks in Residential Neighborhoods
Street Maintenance Savings X
Improved Neighborhood Aesthetics, e.g., less noise, one day of
service per neighborhood
X
Increased safety X
Reduced greenhouse gas emissions X
Improved air quality X
Pricing
Predictable consistent pricing across community X
Potential service cost reduction due to efficiencies of servicing
every home on the street
X
Equity & Customer Service
Leverage for customer service requirements with metrics and
penalties for non-compliance
X
Enhance equity in trash and recycling service in the community,
e.g., enhance communication options for all languages spoken in
Fort Collins, develop programs to support low-income community
members, provide arrangements for less able-bodied residents
X
Connection with Other Council Priorities
Advance Regionalism: Flow control supports public landfill and is
baseline for compost and construction & demolition recycling
facilities
P X
Accelerate Compost: Potential for additional yard trimmings
compost options
P X
Improve Air Quality: Reduction in trucks in residential
neighborhoods reduces related emissions
X
Y = in place in Fort Collins current licensed system
P = possible in Fort Collins current licensed system but would require additional policy adoption
X = possible in a contracted system in Fort Collins
Timeline
A contracted project could follow the timeline below, if consistent with Council direction.
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• April - August, 2022:
o Engage with community on contract details until mid -June. A community engagement summary will be
provided at the next Council work session.
o Work Session to discuss details of a contracted system and outline process for next steps with Council.
• August, 2022 - January, 2023:
o Staff would develop the Request for Proposal (RFP) with consultant support.
o The RFP would be issued and haulers would draft proposals.
o Staff would review proposals and negotiate a contract.
• 2023 and Beyond:
o Staff would share the outcome of the RFP with City Council and community.
o Staff would work with the community to prepare for the contracted service rollout.
o Service would begin 12-18 months after contract execution.
Engagement
Phase I Engagement (beginning of project to now): Focus on understanding the goals, priorities and concerns our
community has when exploring the idea of contracting for household trash and recycling service.
• The general level of engagement along the International Association for Public Participation (IAP2) spectrum
is “Consult” with aspects of “Involve” present where goals and proposed outcomes are discussed.
o Examples of “consult” tools include seeking public comment on proposed action, presentations to
neighborhood groups, HOAs, Boards & Commissions and hosting Open Houses
o Examples of “involve” tools include workshops, stakeholder meetings and focus groups to gather in-depth
feedback on specific topics within a project.
Phase II Engagement (mid-April - mid-June): Focus on the details of a contracted trash and recycling collection
system.
• Will continue to inform community members on next steps and engage with them on potential options for
contracting as the conversation moves forward.
• Engagement would take place through the OurCity online engagement platform, online and in -person
workshops, and focus groups with disproportionately impacted groups (i.e., seni ors, lower-income residents,
non-English-speaking residents, etc.).
• A summary of engagement would be shared at the next City Council Work Session.
Groups engaged so far:
• Community Members
• Environmental Groups
• Low-Income Housing Organizations
• Focused Community Groups
• Boards and Commissions
• Waste Haulers
Community Engagement Summary
Over 1,400 community members have spoken with staff, attended one of two virtual Community Conversations,
answered questionnaires, sent emails, or left comments on social media or on the Contract for Trash project page
letting staff know their goals, priorities, concerns, and thoughts on a communitywide contract for household trash
and recycling collections. (Attachment 2) The themes from this engagement are summarized below:
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Perspectives about concerns expressed by community members:
• Prices going up / affordability: A contract can ensure a community-wide price based on efficient service
delivery. Cost increases would only be within the terms agreed to in the contract. There are no cost increase
protections in a licensed open market system.
• A decrease in service levels: A contract could include strict trash / recycling / compost collection service and
customer service requirements with penalties for the hau ler not meeting those requirements. There are no
such requirements or penalties in an open market system other than a customer choosing to hire a different
hauler.
• Effects of a monopoly / lack of competition: There is competition in a contracted system, but it happens at the
community (or district) level rather than the household-by-household level. In a contracted system, each
hauler creates a proposal to match the services requested by the community. These proposals are analyzed
based on the cost of service, quality of service and other elements. The contract includes service
requirements and the contract can be cancelled if those requirements are not being met by the hauler. Other
haulers will continue to service their commercial, multi-family and construction and demolition (and perhaps
some homeowner association) customers, so will continue to be in the market to submit competitive
proposals for future contracts. In peer city research, other Colorado communities noted they have seen
continued competitive proposals when issuing request for proposals at the end of a contract.
• Lack of choice in selecting service provider: A household can continue to select their own hauler but would
have to pay an opt-out fee.
• Impact to haulers that are not awarded a contract: Haulers would have 12-18 months after a contract
decision to plan and adjust before the contract went into effect. Potential shifts in service could include the
following:
o Existing nationally-owned haulers
• Could continue to service existing commercial, multi-family and construction site customers
• Could continue to service existing HOA contracts (even if HOAs roll into contract at end of current
term)
• Could shift staff to servicing accounts in adjacent communities
• Is significant staff turnover now; possible that existing attrition over the 12-18 month roll-out period
would prevent any jobs ending
• Hauler awarded the contract would likely be adding staff
o New locally-owned hauler
• Could adjust business model to service other Northern Colorado communities
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Hauler Engagement
Fort Collins has seen many changes in residential haulers in the past few years:
• At the end of 2020, locally-owned hauler Gallegos Sanitation was purchased by nationally-owned hauler
Republic Services
• At the end of 2021, locally-owned hauler Ram Waste was purchased by nationally-owned Waste Connections
• Locally-owned Timberline Hauling started service in the last few years and opted to close their business and
give their customers to Ram Waste / Waste Connections in February 2022
• A new locally-owned hauler, Mountain High Disposal, has formed and plans to start service in Fort Collins in
May 2022
City staff has engaged with haulers serving Fort Collins and other area residential haulers and have learne d:
• The nationally-owned haulers that currently service Fort Collins and a locally-owned regional hauler have
expressed support for contracting or continuing the current licensing system.
• The new locally-owned hauling company does not support a contr acted system and recommends Fort Collins
continue in a licensed system.
• All haulers have expressed appreciation for having been engaged early in the process.
NEXT STEPS
If consistent with feedback from Council at the April 12 Work Session, staff will:
• Continue analysis of the contracting project;
• Begin Phase II of community engagement, focused on the details of a contracted residential trash and
recycling system; and
• Return to discuss contracting details with Council at a future Work Session.
ATTACHMENTS
1. Types of Trash and Recycling Systems (PDF)
2. Contracting Community Engagement (PDF)
3. Natural Resources Advisory Board (excerpt) (PDF)
4. Powerpoint Presentation (PDF)
B.3
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Page 1 of 5
Details of Systems for Single-Family Trash and Recycling Service in Colorado
Type of Single-Family Trash and Recycling Collection System
Pure Open Market Licensed Open Market Contracted Municipal Hauling Utility
Local Example •Wellington
•Estes Park
•Fort Collins’ current system
•Boulder
•System Fort Collins is considering
•Johnstown
•Golden
•Loveland
•Longmont
Hauling System
Details
Open Market system
with no local
government
involvement
Haulers must obtain a license
from the local government to
provide trash and recycling
service
Local government contracts with one
hauler for the whole community or one
per district to provide trash and
recycling service
City employees in City-owned
vehicles collect trash and recycling
and yard trimmings
Trash and
Recycling
Service Details
Often focused on
larger trash carts or
unlimited trash
service for a fixed
price; recycling opt-in
for an extra fee
Local government can
determine some elements of
service. In Fort Collins, our
license requires a Pay-As-You-
Throw system, meaning trash
pricing is based on size of trash
cart subscription and up to two
96-gallon recycling carts are
included for no additional
charge
Service details are part of the contract
for service. It can include a Pay-As-You-
Throw system, meaning trash pricing is
based on size of trash cart subscription
and up to two 96-gallon recycling carts
are included for no additional charge
Local government determines the
services provided to the community
and at what cost. Loveland and
Longmont have Pay-As-You-Throw
volume based pricing for trash
service, bundle in recycling service,
and offer optional yard trimmings
collection service
(Longmont’s service also includes
food scraps)
Typical
participation in
recycling and
yard trimmings
collection
programs in this
system
15-20% of residents
typically opt-in and
pay extra for recycling
or yard trimmings
service
In Fort Collins, 95% of residents
select recycling service as it is
bundled with trash service.
Fort Collins has opt-in yard
trimmings service for an extra
fee with ~15% of residents
participating.
In a contract system, Fort Collins would
continue to bundle recycling with trash
Fort Collins would need to determine if
it wants to continue yard trimmings
service as opt-in or shift to opt-out or
bundled service
(85-95% of residents typically select
services that are bundled with trash.
15-20% of residents typically opt-in
and pay extra for services)
85-95% of residents typically select
services that are bundled with trash.
15-20% of residents typically opt-in
and pay extra for services.
ATTACHMENT 1 B.3.1
Packet Pg. 94 Attachment: Types of Trash and Recycling Systems (11417 : Single Family Trash, Recycling and
Page 2 of 5
Type of Single-Family Trash and Recycling Collection System
Pure Open Market Licensed Open Market Contract Municipal Hauling Utility
Who selects the
hauler
Each household
selects their own
household and
negotiates pricing
individually
Each household selects their
own household and negotiates
pricing individually
Local government selects the hauler
Residents can utilize a different hauler
and would be subject to an opt-out fee
Details: Local government drafts a
Request for Proposals that describes
the details of service for their
community. Haulers then draft
proposals to match that request and
compete based on price, quality of
service and other elements
Local government is the hauler
Residents can utilize a different
hauler and would be subject to an
opt-out fee
How pricing is
determined
Pure open market;
tends to be higher
pricing and/or less
recycling / yard
trimmings service
offered
Hauler determines pricing per
household through licensing
requirements
(for example, Fort Collins
requires a volume-based pricing
for trash with bundled recycling,
but each hauler determines
their own rates within that
structure)
Price is determined through a
competitive purchasing process to
secure “bulk purchase” pricing
Pricing is then set for the duration of
the contract with increases only
allowed under pre-determined
circumstances
Through local government systems
to determine cost for providing
service
Who negotiates
pricing
Each household Each household Local government Determined by local government
Level at which
haulers
compete
Household by
household
Household by household Community- or district-wide via
competitive bidding process
Service provided by local
government
B.3.1
Packet Pg. 95 Attachment: Types of Trash and Recycling Systems (11417 : Single Family Trash, Recycling and
Page 3 of 5
Type of Single-Family Trash and Recycling Collection System
Pure Open Market Licensed Open Market Contracted Municipal Hauling Utility
How many
haulers service
each
neighborhood
As many haulers as
have customers on
that street. Can be
multiple haulers
providing service on
multiple days of the
week.
As many haulers as have
customers on that street. Can
be multiple haulers providing
service on multiple days of the
week.
The number of haulers tends to
vary over time as new hauling
businesses form and then often
consolidate. Fort Collins has had
as many as 6 and as few as 3
residential haulers.
One hauler serves each district, so all
trash, recycling and yard trimmings
collection happens on one day in a
neighborhood by one company, unless
a resident on that street chooses to
pay an opt-out fee and hire a different
hauler
(can be one or many districts in the
community, but each is serviced by one
hauler)
Municipal hauling services all single
family homes in the community,
unless a resident on that street
chooses to pay an opt-out fee and
hire a different hauler
Typical pricing Can be higher due to
inefficiencies of
customers being
spread out.
Can be higher due to
inefficiencies of customers
being spread out.
Can provide lower service costs
because fixed costs for providing
service are spread among more
customers and the greater efficiency of
servicing every household on a
neighborhood street
Can provide lower service costs
because fixed costs for providing
service are spread among more
customers and the greater efficiency
of servicing every household on a
neighborhood street
Road
maintenance
impacts
(wear and tear
on a residential
street of 1 trash
truck is
equivalent to
1200 passenger
cars)*
Potential for higher
community road
maintenance costs
due to multiple trash
and recycling trucks
on residential streets
each week
Potential for higher community
road maintenance costs due to
multiple trash and recycling
trucks on residential streets
each week
Potential for lower community road
maintenance costs due to one trash
and recycling truck on residential
streets each week
(estimated cost savings for Fort Collins
in 2008: $170k / year)
Potential for lower community road
maintenance costs due to one trash
and recycling truck on residential
streets each week
* Source: Trash Services Study Final Report, R3 Consulting 2008
B.3.1
Packet Pg. 96 Attachment: Types of Trash and Recycling Systems (11417 : Single Family Trash, Recycling and
Page 4 of 5
Type of Single-Family Trash and Recycling Collection System
Pure Open Market Licensed Open
Market
Contract Municipal Hauling Utility
Air Quality
and Climate
impacts
Potential for more
greenhouse gas
emissions and air
quality impacts from
multiple trash and
recycling trucks in
each neighborhood
each week
Potential for more
greenhouse gas
emissions and air
quality impacts from
multiple trash and
recycling trucks in
each neighborhood
each week
Potential for less greenhouse gas emissions and air quality
impacts due to one trash and recycling truck in each
neighborhood each week
Additional opportunity for lower emissions because
contracting provides leverage to request lower emission or
electric vehicles to service neighborhoods
Potential for less
greenhouse gas emissions
and air quality impacts due
to one trash and recycling
truck in each neighborhood
each week
Additional opportunity for
lower emissions if
municipality invests in lower
emission or electric vehicles
to service neighborhoods
Customer
Service
requirement
Customer service
negotiated by each
household with their
hauler
Customer service
negotiated by each
household with their
hauler
Customer service requirements included in the contract with
penalties for non-compliance
Customer service provided
by the municipality
Low income
programs
n/a n/a Potential for programs to support low-income community
members
Potential for programs to
support low-income
community members
Homeowner’s
Associations
Many Homeowners
Associations (HOAs)
elect to use a
contract system to
achieve a lower price
and other services for
their HOA members
rather than the open
market system.
Many Homeowners
Associations (HOAs)
elect to use a contract
system to achieve a
lower price and other
services for their HOA
members rather than
the licensed open
market system.
This is the system many Homeowners Associations (HOAs)
utilize to achieve a lower price and other services for their
HOA members. A city-wide or district-wide contract could
provide similar types of benefits.
In a city contracted system, some cities allow HOAs to opt in
to the city’s contract while others require HOAs join the city
contract once their existing contract expires.
Homeowners Associations
are generally serviced by the
municipality
Number of
districts
n/a n/a Multiple districts allow multiple haulers to service single
family homes in the community. It also introduces the
possibility of different pricing in different parts of the
community for the same service, among other detailed
logistics.
n/a
B.3.1
Packet Pg. 97 Attachment: Types of Trash and Recycling Systems (11417 : Single Family Trash, Recycling and
Page 5 of 5
B.3.1
Packet Pg. 98 Attachment: Types of Trash and Recycling Systems (11417 : Single Family Trash, Recycling and
Engagement
Phase I Engagement (beginning of project to now): Focus on understanding the goals, priorities and concerns
our community has when exploring the idea of contracting for household trash and recycling service.
•The general level of engagement along the International Association for Public Participation (IAP2)
spectrum is “Consult” with aspects of “Involve” present where goals and proposed outcomes are
discussed.
o Examples of “consult” tools include seeking public comment on proposed action, presentations to
neighborhood groups, HOAs, Boards & Commissions and hosting Open Houses
This list represents a comprehensive set of community members and organizations staff members have
connected within the process thus far. Some conversations have been in-depth while others have been simpler
touchpoints, e.g., replies to emails or a commitment on behalf of an organization to share out the opportun ities
with their networks.
•Community Members
o Engaged the broad Fort Collins community using multiple platforms including soc ial media
messaging, virtual community conversations (open houses), online website and message boards,
email, phone calls, and a survey. Over 1,400 community members engaged in one or multiple of the
forms listed.
o Used social media and radio to promote Spanish language survey to Latino/Latina/Latinx community
members.
•Environmental Groups:
o Sustainable Living Association
o CSU Zero Waste Club
o Next Level Neighborhoods
•Low-Income Housing Organizations:
o CARE Housing
o Housing Catalyst
o Harmony Village Mobile Home Park Spring Cleanup Event (scheduled for 4/23)
•Focused Community Groups:
o Chamber of Commerce: Local Legislative Affairs Committee (LLAC)
o Downtown Development Authority (declined a meeting)
o Black and African American Cultural Center
o Queen’s Legacy Foundation
o Nonprofit Human Service Grantees
•Boards and Commissions:
o Natural Resources Advisory Board
o Economic Advisory Board (visiting in phase II)
o Downtown Development Authority (declined a meeting)
o Homeowners Associations
o Meeting with Clarendon Hills HOA 4/7
•Waste Haulers
o Republic Services
o Waste Management
o Waste Connections
o Mountain High Disposal
ATTACHMENT 2 B.3.2
Packet Pg. 99 Attachment: Contracting Community Engagement (11417 : Single Family Trash, Recycling and Compost Contracting)
Natural Resources Advisory Board March, 2022
Curbside Trash and Recycling Contract – Caroline Mitchell, Waste Reduction and
Recycling Program Manager, shared work being done surrounding the Council priority to
explore contracting for household trash and recycling services. City staff will ask what
goals Councilmembers would prioritize in a contract during an upcoming work session on
April 12.
Discussion | Q + A
1.Victoria – Q – You mentioned that Fort Collins has a more robust licensing system,
why is that and what makes Fort Collins unique in that? Caroline – A – The norm
across the country is either have contracted services or municipal services. We are
unique not only because we don’t do that, but because we also have a strong
commitment to waste reduction. Fewer communities license their hau lers.
2.Hillary – When Golden was looking at the same process, Hillary was part of their
Sustainability Advisory Board. It is a lot of work, so kudos to the team for moving that
forward and it is exciting to think Fort Collins can take the next step as it h as been a
long time coming.
3.Barry – Q – Has there been discussions with the individuals who drive and man the
trucks who are local members of our community; what are their perspectives? If the
city were to adopt, what would be the effects of the employment for these local people?
Caroline – A – To clarify we are not discussing the City taking over the hauling
business itself, but to issue a contract to haulers. One decision point is if it would be
one contract or create districts and contract multiple haulers. We have not conducted
engagement with drivers specifically. One key element is that these companies are
nationally owned, so it is safe to say there are other communities in Northern Colorado
that would continue to use their service. The specifics of what would happen to each
company would vary. Barry wanted to express concern for the people who do the
actual work and if their perspectives were being considered in the deliberation.
4.Hillary – Q – How do HOAs play into this and what about commercial recycling and
trash? Caroline – A – Colorado State Law states that municipalities are not allowed to
contract or service for commercial or multifamily structures of eight units or more. The
contract would only apply to single family homes. We are gathering contact
information for HOA’s who currently are contracted to get their feedback. We are
thinking they could either opt in or just roll into the City once their current contracts
expire.
5.Hillary – Q – What percentage of trash hauling is single family vs commercial and
multifamily complexes? Caroline – A – We don’t have the number of locations, but
volume-wise it is about 50/50.
6.Kevin – Q – Does that 50/50 still apply in terms of miles traveled? Caroline – A – We
don’t have analysis of the numbers of miles traveled by the vehicles. We would have
to dial in with traffic engineers to see if there is a way we could get that. Kevin would
be interested to see if the numbers based on volume holds up against other impacts.
7.Drew – Q – What is the timeline to offer to Council, to switch to a contract? Caroline
–A – We are working toward a decision on which hauler by the end of the year. There
will be some gap time between making the decision and implementation as there are
a lot of logistics involved. Based on conv ersations with haulers, we are looking at
ATTACHMENT 3 B.3.3
Packet Pg. 100 Attachment: Natural Resources Advisory Board (excerpt) (11417 : Single Family Trash, Recycling and Compost Contracting)
Natural Resources Advisory Board March, 2022
anywhere between six months and a one-year gap.
8. Victoria – Q – What is the best way to provide feedback. Caroline – A – For individual
response I am happy to gather that now or you can through the questionnaire. I f you
want to provide feedback as NRAB, that is usually shared with Council through a
memo. Honore – This will not be the only opportunity to weigh in. Staff also tends to
attach minutes to the materials for City Council to see thoughts and questions.
9. Barry – Speaking for himself: No strong perspectives right now. Trusts how staff and
Council will approach this issue.
10. Kevin echoes Barry’s thoughts. The areas that are being focused on are appropriate
and correlate to the City and Council’s goals. They are going in the right direction and
supports those focus areas. Would be interested in weighing in once they get more
feedback from the work session and when there are more specific things on the table.
11. Drew supports the general idea of pushing toward a contr act system. Recommends
being cautionary in rushing the gap period, as a year seems quick.
B.3.3
Packet Pg. 101 Attachment: Natural Resources Advisory Board (excerpt) (11417 : Single Family Trash, Recycling and Compost Contracting)
Single Family Tr ash,
Recycling and Compost
Contracting
April 12, 2022
City Council Work Session
Caroline Mitchell
Kira Beckham
Sylvia Tatman-Burruss
Ashley Pace
DeAngelo Bowden
Sheela Backen
ATTACHMENT 4 B.3.4
Packet Pg. 102 Attachment: Powerpoint Presentation (11417 : Single Family Trash, Recycling and Compost Contracting)
2Questions for Council
1.Do Councilmembers want staff to continue to pursue contracting? If so, which
goals would Councilmembers prioritize?
2.Do Councilmembers have any feedback about the process ahead?
B.3.4
Packet Pg. 103 Attachment: Powerpoint Presentation (11417 : Single Family Trash, Recycling and Compost Contracting)
3Strategic Alignment
City Plan
Council Priority:
Explore Districted
System for Garbage,
Recycling and
Compost
Principle ENV 5:
Create a Zero Waste
system.
Environmental Health
4.3 Zero Waste
Strategic PlanCouncil Priority Our Climate Future
Big Move 2:
Zero Waste
Neighborhoods
Aligned:
Advance Regionalism
Accelerate Composting
Improved Air Quality
Enhanced Recycling Education
Critical Path to
Achieving Climate
Goals (composting)
B.3.4
Packet Pg. 104 Attachment: Powerpoint Presentation (11417 : Single Family Trash, Recycling and Compost Contracting)
4Connection to Regional Collaborations
Regional Wasteshed Implementation
Larimer County
Infrastructure: Supportive policies
(contracting includes elements
supportive of the wasteshed
implementation)
Partner Communities
B.3.4
Packet Pg. 105 Attachment: Powerpoint Presentation (11417 : Single Family Trash, Recycling and Compost Contracting)
5
Municipal
Hauling Utility
Contracted
System
Open Market
with Licensing
Pure Open
Market
Systems for Tr ash and Recycling Collection
City RoleEach household chooses their own hauler for trash and
recycling collection.No role of local government.
Each household chooses their own licensed hauler for trash
and recycling collection.City license can support safety
requirements and/or policy goals like including recycling.
This is Fort Collins’current system.
A municipality contracts with one or more companies to
provide residential trash and recycling collection.
This is the system under consideration.
A municipality owns and operates their own hauling utility
using city staff,resources and equipment.
B.3.4
Packet Pg. 106 Attachment: Powerpoint Presentation (11417 : Single Family Trash, Recycling and Compost Contracting)
6Contracting vs Open Market
M M M M M M M M
M W T F F M TW
Open Market System: multiple haulers, serviced on different days of the week
Contract System: single hauler, serviced on same day of the week
B.3.4
Packet Pg. 107 Attachment: Powerpoint Presentation (11417 : Single Family Trash, Recycling and Compost Contracting)
Contracting Application 7
Contract WOULD apply to
•Single family homes
•Multi-family complexes of 7 units or fewer
Contract would NOT apply to
•Multi-family complexes of 8 units or more
•Businesses
•Construction sites, industrial recycling
Contract MAY apply to
•Homeowner’s associations (HOAs) that contract
for trash & recycling service now
•Could opt in to City contract at end of existing contract
•City could require HOAs to join at end of existing contract
B.3.4
Packet Pg. 108 Attachment: Powerpoint Presentation (11417 : Single Family Trash, Recycling and Compost Contracting)
8Past Fort Collins Consideration of Contracting
1998 2008 Now
Number of residential haulers
operating in Fort Collins
6 3 4
Local or nationally-owned
haulers
Mix Mix 3 nationally-
owned, 1
new locally-
owned
Status of consideration Study only Study; pilot district
developed and then
stopped
Under review
Benefits identified Street maintenance savings ($170k+
/ year in 2008)
Fewer trucks, reduced emissions,
reduced noise
Updating
benefits
research
B.3.4
Packet Pg. 109 Attachment: Powerpoint Presentation (11417 : Single Family Trash, Recycling and Compost Contracting)
Researched 12 communities
that have or explored
contracted systems.
•Arvada
•Commerce City
•Edgewater
•Golden
•Johnstown
•Lafayette
•Louisville
•Lakewood
•Westminster
•Englewood
•Saint Paul, MN
•Portland, OR
Benefits identified by these
communities:
•Fewer trucks in
neighborhoods
•Improved air quality and
lower truck emissions
•Improved customer
service
•More recycling and
composting options
•Access to uniform pricing
Disadvantages identified by
these communities:
•Households must pay opt-
out fee if they want to
choose their own provider
•Perspectives about the
ideal role of government
•The shift to an
administrative role of the
city organization
•Logistics of a districting
approach
9Peer Community Findings
B.3.4
Packet Pg. 110 Attachment: Powerpoint Presentation (11417 : Single Family Trash, Recycling and Compost Contracting)
What goals can be achieved with existing licensing system?
•Currently have:Vo lume-based pricing for trash service;recycling bundled with trash for no additional charge;and opt-in yard trimmings collection
•Potential to achieve with additional policy:Increased composting,e.g.,increased yard trimmings collection and future food scraps;advancing
Council priorities such as regionalism (through flow control)and accelerated composting
10Elements Addressed by Contracting
Fewer Trucks in Neighborhoods
•Street maintenance savings
•Improved neighborhood aesthetics
•Less noise
•One day of service / neighborhood
•Increased safety
•Reduced greenhouse gas emissions
•Improved air quality
Pricing
•Predictable consistent pricing
across community
•Potential service cost reduction
due to efficiencies of servicing
every home on the street
Customer Service
•Leverage for customer service
requirements
•Metrics and penalties for
non-compliance
•Enhanced equity in service,
e.g., low-income programs,
increased accessibility, and
more
What can only be achieved via a Contracting system?
Bottom Line: Many elements can only be achieved through contracting,
though Council could address some of the goals, e.g., increased composting, in the licensed hauler system
B.3.4
Packet Pg. 111 Attachment: Powerpoint Presentation (11417 : Single Family Trash, Recycling and Compost Contracting)
11CommunityEngagement
Who we have engaged
•Community members
•Haulers
•Chamber of Commerce
•Downtown Development
Authority
•Natural Resource Advisory
Board
•Environmental Groups
How we have
engaged
•Community Conversations
•Questionnaire
(1300 responses)
•Presentations to groups
•Individual conversations
•Newsletters: CityNews,
FortShorts, Climate Action
etc.
•Radio advertisements
•Press release / newspaper
article
Engagement focus:
What goals would you
have for a contracted
trash and recycling
system?
What concerns would you
have about a contracted
system?
What do you prioritize in a
trash and recycling
hauler?
B.3.4
Packet Pg. 112 Attachment: Powerpoint Presentation (11417 : Single Family Trash, Recycling and Compost Contracting)
12Feedback Heard So Far
Goals of a contracted
system
•Fewer trucks in
neighborhoods
•Affordable, equitable
pricing
•Improve / maintain
customer service
•Increased yard
trimmings collection
Important when selecting a trash /
recycling service provider
•Consistent, reliable service
•Affordable price
•Responsive customer service
•Service options that fit the household’s
needs
•Options for yard trimmings/compost
collection
Concerns with a
contracted system
•Prices going up/
affordability
•A decrease in service
levels
•The effects of a
monopoly / lack of
competition
•Lack of choice / being
stuck with an
unwanted service
provider
•Impact to haulers and
their employees if not
awarded a contract
From Haulers
•Existing haulers supportive of contracting or
continued licensing system
•New hauler prefers licensing system
•Appreciate early and in-depth engagement
B.3.4
Packet Pg. 113 Attachment: Powerpoint Presentation (11417 : Single Family Trash, Recycling and Compost Contracting)
13Next phase of engagement
Next Phase of Engagement: Focused on Elements of Contracted Service
One district or many?
Ya rd trimmings collection service: include? Opt-in vs opt-out vs bundled service?
Flow control of trash?
Billing, customer service, carts: City-owned or hauler-owned?
Share updated analysis re: air quality, street impacts of reduced truck traffic
HOAs (homeowner associations): Include when current contracts expire?
Low-income program options
B.3.4
Packet Pg. 114 Attachment: Powerpoint Presentation (11417 : Single Family Trash, Recycling and Compost Contracting)
14Next Steps
Involves Council and Community
Apr–Aug
City Staff
Sep -Jan
Involves
Council
and
Community
2023+
•Engage with community re: contract
details
•Next Council Work Session re:
contract details, including Council
next steps
•Develop RFP with
consultant support
•Issue RFP
•Haulers draft responses
•Review RFP
•Negotiate and award
contract
•Share outcome of RFP
process, prepare for
new contracted service
•Roll-out new service 12
-18 months after
contract adoption
B.3.4
Packet Pg. 115 Attachment: Powerpoint Presentation (11417 : Single Family Trash, Recycling and Compost Contracting)
15Questions for Council
1.Do Councilmembers want staff to continue to pursue contracting? If so, which
goals would Councilmembers prioritize?
-Increased composting
-Fewer trucks in neighborhoods
-More consistent pricing
-Equity options
-Customer service
2.Do Councilmembers have any feedback about the process ahead?
B.3.4
Packet Pg. 116 Attachment: Powerpoint Presentation (11417 : Single Family Trash, Recycling and Compost Contracting)
B.3.4
Packet Pg. 117 Attachment: Powerpoint Presentation (11417 : Single Family Trash, Recycling and Compost Contracting)
17What would happen to a hauler that wasn’t awarded a contract?
•Existing nationally-owned haulers
•Could continue to service commercial, multi-family and construction site customers
•Could continue to service existing HOA contracts (even if HOAs roll into contract at
end of current term)
•Could shift staff to servicing accounts in adjacent communities
•Is significant staff turnover now; possible that existing attrition over the 12-18 month
roll-out period would prevent any jobs ending
•Hauler awarded the contract would likely be adding staffing
•New locally-owned hauler
•Could adjust business model to service other Northern Colorado communities
Haulers would have 12-18 months to plan and adjust
Existing haulers have many other customers in Fort Collins and surrounding areas
B.3.4
Packet Pg. 118 Attachment: Powerpoint Presentation (11417 : Single Family Trash, Recycling and Compost Contracting)