HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 01/23/2024Fort Collins City Council
Work Session Agenda
6:00 p.m., Tuesday, January 23, 2024
Council Information Center (CIC), 300 Laporte Avenue, Fort Collins, CO 80521
NOTE: New location for Council work sessions. NOTICE:
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the Council Information Center (CIC) of the 300 Building. Meetings are conducted in a hybrid
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A solicitud, 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, para
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.
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mail comments about any item on the agenda to
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City of Fort Collins Page 1 of 1
City Council
Work Session Agenda
January 23, 2024 at 6:00 PM
Jeni Arndt, Mayor
Emily Francis, District 6, Mayor Pro Tem
Susan Gutowsky, District 1
Julie Pignataro, District 2
Tricia Canonico, District 3
Melanie Potyondy, District 4
Kelly Ohlson, District 5
Council Information Center (CIC)
300 Laporte Avenue, Fort Collins
NOTE: New location for Council
work sessions.
Cablecast on FCTV
Channel 14 on Connexion
Channel 14 and 881 on Comcast
Carrie Daggett Kelly DiMartino Rita Knoll
City Attorney City Manager Chief Deputy City Clerk
CITY COUNCIL WORK SESSION
6:00 PM
A) CALL MEETING TO ORDER
B) ITEMS FOR DISCUSSION
1. 2024 Big Picture – Context for Council Priority Setting.
The purpose of this item is to share context of the current state of trends and selected previously-
adopted goals with Council in advance of their Council retreat on January 27, 2024.
C) ANNOUNCEMENTS
D) ADJOURNMENT
Upon request, the City of Fort Collins will provide language access services for individuals who have limited
English 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 advance notice. Requests for interpretation at a meeting should be made by noon the day
before.
A solicitud, 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, para 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 aviso previo. Las
solicitudes de interpretación en una reunión deben realizarse antes del mediodía del día anterior.
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 2
January 23, 2024
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Kelly DiMartino, City Manager
Rupa Venkatesh, Assistant City Manager
Ginny Sawyer, Senior Policy Manager
SUBJECT FOR DISCUSSION
2024 Big Picture – Context for Council Priority Setting.
EXECUTIVE SUMMARY
The purpose of this item is to share context of the current state of trends and selected previously-adopted
goals with Council in advance of their Council retreat on January 27, 2024.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What discussion would Council like to have with staff to help prepare for their priority setting session
at the Council retreat?
2. What additional questions do Councilmembers have prior to their retreat?
BACKGROUND / DISCUSSION
Council onboarding occurs every two years in conjunction with local elections. Improving this process has
been a primary focus for Council and staff, and the shift of local elections from April to November has
provided more opportunities to address Council needs and requests in this space.
One of the most important stages of Council onboarding is the retreat where a primary outcome is Council
priority setting. Feedback from Councilmembers included the desire for more context and information so
that Council can improve the quality of their priorities. The January 27, 2024, retreat will be facilitated by
Fountainworks, a management and consulting firm based in Raleigh, North Carolina, that specializes in
strategic planning and retreat facilitation.
This Work Session focuses on four main sections:
What makes a good Council priority?
o Retreat facilitators will share their insights to facilitate a dialogue to align expectations for January
27.
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 2 of 2
Current State: Trends and Forces and Adopted Plans
o City Plan was adopted by Council in 2018 and included a trends and forces report that focused on
current conditions and trends within the community and the region that were important to note when
developing the Plan.
o Consistently, the top focus areas for the community and Council are climate, housing, economy,
and transportation. Council has adopted plans that work towards specific community goals. Staff
will provide a status update on those goals, what is currently underway, and what Council action
can help achieve these goals.
Existing Workstreams
o This section will include a snapshot of existing workstreams and capacities for Council, staff , and
the community.
Next Steps: Retreat Logistics and Priority Setting Timeline
NEXT STEPS
Council retreat will be January 26-27, 2024. The first night will be dinner with Council, Council’s direct
reports, and the facilitators. The second day starts at 8:00 a.m. at Canvas Stadium. A full agenda and
preparation materials will be provided to Council via a memorandum next week.
Following the retreat, Council will have two additional work sessions to solidify priorities and how they will
integrate with the Strategic Plan:
During the February 13 Work Session, staff will provide information for each of the priorities to include
resource requirements, short term goals, and challenges.
During the February 27 Work Session, staff will provide information as it relates to Strategic Plan
updates.
ATTACHMENTS
1. Our Climate Future Memorandum, October 12, 2023
2. Presentation
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Environmental Services Department
222 Laporte Avenue
Fort Collins, CO 80522
970.221.6600
MEMORANDUM
Date: October 12, 2023
To: Mayor Arndt and City Council
Thru:
From:
Kelly DiMartino, City Manager
Tyler Marr, Deputy City Manager
Our Climate Future Executive Committee1
Our Climate Future Lead Team2
Re: 2023 Our Climate Future Update
The purpose of this memo is to provide an update on Our Climate Future (OCF) progress and
implementation.
Key Highlights: Included in this memo are summaries of several key outcomes and projects:
The 2023-2024 Next Moves Plan is now available as a dynamic webpage, which summarizes
priority Next Moves for this year and next as well as a gap analysis.
The OCF Council Roadmap is a strategic tool for Council to use when considering the timing of
decisions across multiple areas and how they impact the OCF Big Moves and goals between now
and 2030. (2023 Council Roadmap Attachment)
The 2021-22 Our Climate Future Update Infographic includes progress towards community-
wide goals and community partnership and resilience stories. Because of data availability,
progress towards adopted goals is from 2021 and community partnership and resilience stories
are from 2022. (2021-22 Our Climate Future Update Attachment)
o GHG Emissions: Community-wide, GHG emissions were down 24% in 2021 compared to
the 2005 baseline. Per capita emissions were down 41%.
o Renewable Electricity: Renewable electricity made up more than half of the
community’s consumption (50.5%) in 2021.
o Waste: The community-diversion rate in 2021 was 51.5%, meaning that more than half
the total material that was generated throughout the year was recycled or composted.
With the 2023-24 OCF Community Partnership budget enhancement, staff have been able to
continue the Community Consultants program, start the Climate Equity Committee, and create
the Community Leadership Grants program. Together, these programs help the City’s work on
climate better serve the community equitably by integrating community voices, perspectives
and experiences.
Sustainable Funding strategies for climate action and other priorities have been considered over
the past two years within the framework of the OCF Big Moves. This informed the Council
decision to pursue key funding strategies that OCF staff will continue to support, and which will
go to a community vote on November 7th, 2023.
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2023-2024 Next Moves Plan
When Our Climate Future was adopted in 2021, City Council supported an “evergreen approach” to
advancing and tracking OCF initiatives. This means the transformational outcomes that will help us reach
our goals (Big Moves) can stay constant while the year-to-year strategies (Next Moves) could be
revisited and recalibrated every two years to align with City Council priorities, the City’s Strategic Plan,
and the biannual budget cycle, as well as community needs and priorities and technological
advancements.
For this iteration of the OCF Next Moves Plan community members can access a more dynamic webpage
at www.fcgov.com/climateaction/ocf-nextmoves. This version of the Next Moves plan is easily
accessible to the community and creates transparency around strategies that have been informed by
community priorities and needs.
The 2023-24 OCF Next Moves Plan showcases dozens of key strategies that are advancing Our Climate
Future – detailing planned actions, leadership roles, and how progress is being measured.
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.
Pathways are groups of Next Moves with results that drive toward a specific outcome.
Current Pathways are summarized for electricity, buildings, transportation, industrial manufacturing,
waste, and land use.
City Council OCF Roadmap
Last October, staff presented an OCF Council Roadmap of direct actions that current and future City
Councils will need to consider between now and 2030 to make reaching the community’s ambitious
goals possible. Initiatives in the Roadmap range from policy processes to infrastructure investments to
funding decisions – while continuing the OCF commitment to prepare for the impacts of climate
disruption and to center community voices and priorities.
The OCF Roadmap is a strategic tool for City Council to use when considering decisions in multiple areas
and how they impact the Our Climate Future Big Moves. In the 2023 version, the timelines of some
initiatives have shifted over the past year and a few more decision points have been added; however,
the same key areas remain – addressing building and energy codes, land use and transportation, and
waste reduction and recycling policies. These actions will make it possible to achieve the emissions
reductions pathways shared during the Q4 Work Session in 2022.
Of course, City Council also plays other roles in influencing progress toward goals, such as community
storytelling and influencing statewide policy and rulemaking, which are not displayed within the
roadmap graphic. The Roadmap may not be comprehensive of all major decisions upcoming in the next
seven years, and staff will continue to update it as more information becomes available.
Please see attached 2023 OCF Council Roadmap.
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2021/2022 Our Climate Future Update Infographic
Staff complete an annual update on the Community Greenhouse Gas Inventory in the form of an
infographic report. To more fully represent the many elements of Our Climate Future (OCF), the 2021-22
Update includes progress towards the greenhouse gas (GHG) emissions, renewable energy, and zero
waste goals; stories about community partnership and leadership; and examples of resilience projects
that help our community prepare for continued impacts of climate disruption. Because of data
availability, progress towards adopted goals is from 2021 and community partnership and resilience
stories are from 2022.
Key takeaways from the Update include:
GHG Emissions. Community-wide, GHG emissions were down 24% in 2021 compared to the
2005 baseline. Per capita emissions were down 41%.
Renewable Electricity. Renewable electricity made up more than half of the community’s
consumption (50.5%) in 2021.
Waste. The community diversion rate in 2021 was 51.5%, meaning that more than half the total
material that was generated throughout the year was recycled or composted.
Community Partnership. Our Climate Future is made possible by City-led, co-led, and
community-led actions. In 2022, 15 community members provided their expertise and lived
experience to City-led projects, which helped staff better design and deliver projects that serve
many parts of the community.
Resilience. Important projects that advanced the community’s resilience in 2022 included
battery storage at the Northside Aztlan Community Center, watershed recovery from the
Cameron Peak Wildfire, and community water conservation programs.
The full 2021-2022 Update is attached to this memo and is also available on the City’s Climate Action
webpage (www.fcgov.com/climateaction/reports).
Community Partnership Programs
Our Climate Future is committed to centering community voices, perspectives, and priorities, which
helps make climate action benefit everyone and to limit unintended consequences, particularly for
those in the community who have been underserved. In 2022, City Council approved a $60,000
enhancement for 2023-24 for OCF to continue action on this commitment. With this funding, OCF has
been able to continue the Community Consultants program, reimagine a community advisory
committee (now the Climate Equity Committee), and launch a small grants program (OCF Community
Leadership Grants). These programs demonstrate the necessity and roles of City-led, co-led, and
community-led projects.
Community Consultant Program (City-led). This program is a continuation of the Plan
Ambassador and Community Partner program that was a key element of engagement for OCF
plan adoption. Now, in the implementation phase of OCF, Community Consultants are
compensated individuals who share their insights, expertise, and experiences on a wide variety
of City-led projects connected to OCF Big Moves.
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o 13 community members are supporting 7 City projects in 2023 into early 2024. Projects
include energy efficiency for manufactured homes, the Water Efficiency Plan, Open
Streets, and a Neighborhood Services equity scan.
Climate Equity Committee (CEC) (Co-led). The CEC is an advisory committee that is centered in
equity in process and outcome. The CEC is currently in a “forming and norming” stage and will
soon be reviewing projects and making recommendations to staff for further embedding equity
in them.
o Eight community members are currently part of the committee and are on 1- or 2-year
terms. They are compensated for their time and expertise. The CEC is facilitated by an
external party to create a neutral space and to provide professional facilitation skills for
difficult and deep conversations.
Community Leadership Grants (Community-led). This program was designed as a low-barrier,
flexible small grants program (up to $10k per grantee) to advance community-leadership and
capacity in the climate space, and followed a “curated” approach to seek out organizations that
represent and serve marginalized parts of the community.
o Four grants have been awarded to local organizations who are leading projects in local
food, reusable and shared materials, and education. Staff expect to share results and
impacts from these projects in Q1 of 2024.
The programs provide pathways for community members and organizations to lead and engage with
Our Climate Future. OCF cannot be achieved through City action alone, and at the same time, the City’s
support for community leadership is essential for advancing the vision of OCF.
Sustainable Funding
Council considered several Sustainable Funding strategies over the past two years to secure new
revenue for climate action and other community priorities. This work was presented within the
framework of the OCF Big Moves and resulted in both a proposed ballot measure for a new sales tax
(estimated to generate ~$5M/year for OCF initiatives) and an opportunity for an increase to the
methane (natural) gas Franchise Fee (estimated to generate ~$1M/year for OCF initiatives). OCF Lead
Team and OCF Executive Committee will continue to engage and support on how these potential
revenue sources can scale and accelerate initiatives supporting adopted OCF goals.
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2023 Our Climate Future Council Roadmap
The OCF Roadmap is a strategic tool for Council to use when considering decisions in multiple areas and how they impact the O ur Climate Future Big Moves –
addressing building and energy codes, land use and transportation, and waste reduction and recycling policies. These actions will make it possible to achieve
the emissions reductions pathways shared during the Q4 Work Session in 2022. An asterisk (*) indicates a change from the 2022 Roadmap.
2022
•Adopt a
contracted
residential
waste service
including yard
trimmings
•Adopt Active
Modes Plan
2023
•Adopt Land
Use Phase 1*
•Sustainable
Revenue -
Franchise
Fee*
•Develop
Building
Performance
Standards
•Develop
home energy
listing
requirements
•Adopt
Economic
Health
Strategic Plan
(including
Circular
Economy)*
2024
•Adopt
Building
Performance
Standards
•Develop
energy code
step towards
net-zero
carbon
•Adopt Water
Efficiency
Plan*
•Start
contracted
residential
waste service
including yard
trimmings
2025
•Adopt Energy
Code
•Adopt home
listing
requirements
•Adopt
commercial/
industrial
policy for
yard
trimmings*
•Adopt Land
Use Phase 2*
2026
•Start Building
Performance
Standards (lar
ge buildings)
•Start West
Elizabeth Bus
Rapid Transit
•Start home
energy listing
requirements
•Start
commercial/
industrial
policy for
yard
trimmings*
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2027
•Start building
performance
standards (s
mall & mid-
size
buildings)
•Develop net-
zero carbon
energy code
2028
•Adopt Energy
Code
•Start energy
requirements
for rental
properties
•Start North
College MAX
2029 2030
•Start higher
building
performance
standards for
all buildings
Unscheduled
•Food scraps
policy
•Construction
and
demolition
policy
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Kelly DiMartino
2024 Big Picture
Context for Council Priority Setting
01-23-2024
City Manager
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Item 1.
Headline Copy Goes HereToday's Agenda
2
What makes a good
Council priority?1
Current State: Trends and
Forces and Adopted Plans2
Existing Workstreams3
Next Steps: Retreat Logistics and
Priority Setting Timeline4
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What Makes a
Good Council
Priority?
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Headline Copy Goes HereKeys to Success
Created by MIT lecturer, Donald Sull
1.Limit strategic priorities
2.Mid-term time horizon
3.Focus on innovation
4.Identify priorities
5.Address vulnerabilities
6.Provide actionable guidance
7.Synchronize internal goals
How to Create Meaningful Strategic Priorities | MIT Sloan. 11 Jan. 2024,
https://mitsloan.mit.edu/ideas-made-to-matter/how-to-create-meaningful-strategic-priorities.
Eisenhower Matrix
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Item 1.
Headline Copy Goes HereFountainworks’ Insights
ACTIONABLE LEADS TOWARDS
LARGER PURPOSE
NESTED WITHIN
STRATEGIC GOALSMEASURABLE
Page 14
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Headline Copy Goes HereExamples of Tasks vs. Priorities
Task:Install EV chargers downtown.
Priority: Accelerate transition to all
electric vehicles and fleets aligning
with Our Climate Future Big Move 13.
Priority: Improve the fire
department’s response time to
reduce damage for structural fires.
Goal: Improve public
safety initiatives.
Task:Buy a new fleet of fire trucks.
Consider how constituents’ requests fit into larger priorities.
Think about the context what is in the desired action.
Priority: Implement a climate action
plan to make Fort Collins more
environmentally sustainable.
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Item 1.
Headline Copy Goes HerePreparation for the January 27 Retreat
•Please bring up to five priorities
to the January 27 retreat.
•Plan to present no more than
10 minutes to the whole group.
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Questions and Feedback
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Item 1.
Headline Copy Goes HereCouncil Priority Inputs
9
TRENDS AND FORCES
•Ongoing Data Collection
•Census Results
•State and Metro
Data Collections
COMMUNITY INPUT
•Community Survey Results
•Direct Resident Feedback
•Strategic Plan
•Engagement Efforts
ADOPTED PLANS
•Multiple Plans Outlining
Community Goals
and Targets
COUNCIL PRIORITIES
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Trends and Forces
10
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Item 1.
Headline Copy Goes HereCommunity Statistics
11
Characteristic Amount Source/Date
Street Centerline Miles 599 City of Fort Collins, 2023
Estimated Housing Units 70,247 City of Fort Collins Utilities, 2023
Estimated Population 171,848 State of Colorado Demographer’s Office, Nov. 2023
Labor Force Participation (16+)70.4%ACS 5-Year Estimates, 2018-2022
Poverty Rate 16.2%ACS 5-Year Estimates, 2018-2022
Median Age 36 ACS 5-Year Estimates, 2018-2022
Median Household Income $78,977 ACS 5-Year Estimates, 2018-2022
Education Level*58.3%ACS 5-Year Estimates, 2018-2022
Housing Cost Burden
(>30% income spent on housing)
57% renter
20% owner
ACS 5-Year Estimates, 2018-2022
*Approximate percentage of population age 25 years + with completion of 4 or more years of college education
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12
Growth and Demographics Trends
•The rate of growth has declined.
•Population is shifting towards 65+.
•Latest data show 2023 growth rate at .44%
Based on the last 4 years, the projections made in
2018 are likely off and we will be at the very low end
of the estimates.
POPULATION GROWTH RATES
Fort Collins, 1950-2040
POPULATION GROWTH RATES
Larimer County, 2018-2050
Po
p
u
l
a
t
i
o
n
Population
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13
Economic Indicators -Sales Tax
8%
5%4%
3%
4%
3%
-3%
19%
9%
3%
-5%
0%
5%
10%
15%
20%
25%
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Mi
l
l
i
o
n
s
10-Year Sales Tax History
Total Sales Tax Growth
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14
Economic Indicators -Business Trends: Establishment
$50.75
$28.25
$21.25
$31.75
$18.00
$29.50
$26.00
$12.25
$52.50
$53.75
$62.00
$43.75
$27.00
$11.50
$72.25
$26.25
$12.00
$36.75
$43.00
$59.00
Mean Hourly Pay
Quarterly Census of Employment Wages Q1 2023
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15
Economic Indicators -Business Trends: Employment
Quarterly Census of Employment Wages Q1 2023
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Housing and Commuter Trends
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17
New Housing
0
200
400
600
800
1000
1200
1400
1600
1800
2000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
New Residential Units, 2012-2022
Single Family Detached Single Family Attached Multifamily Mixed-Use
The late 1800s/early
1900s saw a
diversity of housing
types being built.
The 1990s and
2000s saw a
majority of detached
single unit home
builds.
Over the last 10
years, we have
seen a shift to more
attached and multi-
unit housing types.
Housing production
has declined since
2016.
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18
Fort Collins Housing Opportunity Index, 2007-2023
61%
73%
79%78%
81%
86%
75%
72%
69%
59%
52%
47%
59%
72%
54%
24%
20%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Sh
a
r
e
o
f
H
o
m
e
s
S
o
l
d
A
f
f
o
r
d
a
b
l
e
t
o
Me
d
i
a
n
I
n
c
o
m
e
H
o
u
s
e
h
o
l
d
s
Year
Target = 66%
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19
Residential Utility
Utility Rates have
increased over the
past decade, they
have increased less
rapidly than
neighboring
communities.
The average Fort
Collins resident is
paying less for utility
services in Fort
Collins than
Boulder, Longmont,
Loveland, and
Greeley.
Source: Fort Collins UtilitiesPage 28
Item 1.
Headline Copy Goes HereCity of Fort Collins Employee Residence by Zip Code
20
•City employees live
throughout the region.
•Of the nearly 2,700
employees approximately
2/3 live in Fort Collins.
•Loveland, Windsor,
Wellington, Timnath, and
Severance are the top 5
locations for in-commuting,
respectively.
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Item 1.
Headline Copy Goes HereClimate Indicator -Air Quality
21
•Region continues to fail
health-based standards for
ozone
•Air Toxics (e.g., benzene) are
not well characterized in our
area
•Vehicles, and small gas
engines (e.g., lawnmowers)
are the largest local sources
of ozone causing emissions
•Oil and gas development is
the largest regional source of
ozone causing emissions
•Air quality impacts from
longer, more active fire
seasons are expected with a
warmer, often drier climate
Air Quality Index
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Community Input
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Item 1.
Headline Copy Goes HereTensions Between Community Desires
23
OPEN SPACE ACCESS TO
NATURE
LESS TRAFFIC PRESERVING
CHARACTER OF
ESTABLISHED
NEIGHBORHOODS
CARBON
NEUTRAL
WATER SUPPLY
RELIABILITY
DISCOURAGING
SPRAWL
AFFORDABLE
AND WORKFORCE
HOUSING
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24
Top 3 Budget Priorities from the 2023 Community Survey
Neighborhood Livability
& Social Health (NLSH)EconomyTransportation
More Effort
Same Effort
Since 2018
•Desire around economy
up 15%
•Desire around NLSH up
17%
•Desire around
environment increased by
8%
•Transportation has
consistently remained a
top priority, though down
4% since 2018
•Safety, culture, parks and
recreation, general
government have
remained consistent
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Questions?
25
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Adopted Plans and Goals
26
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27
Major Plans
21-22952
Page 36
Item 1.
Headline Copy Goes HereCity Plan (2018)
28
Community Vision:
We take action to address the
needs of all members of our
community and strive to ensure
that everyone has the
opportunity to thrive.As a
community, we commit to
building a healthy, equitable and
sustainable city –for our
families, for our neighbors and
for future generations.
Growth Framework:
•Making the most of the land
we have left (our centers and
corridors).
•Taking steps to support a
healthy and resilient economy.
•Encouraging more housing
options.
•Expanding transportation and
mobility options.
•Maintaining our focus on
climate action.
Core Values:
•Livability
•Community
•Sustainability
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Snapshot of Adopted Goals
•Vision Zero Action Plan (2023) and Active Modes Plan (2022)
Eliminate traffic fatalities and serious injuries and increasing active modes share to 50% of all trips by 2032
•Transit Master Plan (2019)
Increase ridership by 122% (by 2040)
•Housing Strategic Plan (2021)
Affordable housing units account for 10% of the housing stock by 2040
Emphasis on strategies to improve equity, health, stability, and affordability of housing
•Economic Health Strategic Plan (2023)
Increase business owner representation to match Fort Collins demographics
Increase overall business survivability longer than five years from 45% to 50%
Add 1,800 new jobs in targeted, traded sectors (e.g., life science and climate technology)
Increase representation in employment within targeted traded sectors
Circular Economy Work Plan
•Our Climate Future (2021)
Reduce GHG emissions 50% below 2005 baseline by 2026 and 80% below by 2030
Achieve Carbon Neutrality by 2050
Provide 100% renewable electricity by 2030 with grid and local sources
Achieve zero waste, or 100% landfill diversion, by 2030
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Active Modes
Active Modes Plan 2024 Priorities
•Coordination with street resurfacing (lane
narrowing, wider buffered bike lanes)
•Expand network of protected bike lanes
•Road diets (lane repurposing) to improve bike
and pedestrian faculties
•Arterial bicycle and pedestrian crossing
projects
•Continued education and outreach efforts like
Bike to Work Day, Open Streets and Safe
Routes to School
•Promote our education and outreach efforts
•Surface trade-offs as we invest in our
infrastructure
•Inform necessary regulatory and enforcement
changes
This is a recently adopted plan and we are on
track to meet this goal!
HOW ARE WE DOING ACHIEVING THIS GOAL?
HOW CAN COUNCIL HELP?
Adopted Goal:
50% active modes share
of all trips by 2032
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Phase 1: High Priority/Readiness
•Focused on strengthening the core network
•Includes strategic crossing improvements
citywide
•Cost estimate: $30.4 million
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Vision Zero
•Police Services priorities and partnership
•Safety focused infrastructure projects
•Designs and projects to lower traffic speeds
•Update standards and codes as needed
•Education/outreach program with dedicated staff
(Vision Zero Coordinator)
•Quick build projects to test safety concepts
•Shift Your Ride program implementation
•Promote our education and outreach efforts
•Surface trade-offs as we invest in our
infrastructure and prioritize traffic safety
•Inform necessary regulatory and enforcement
changes
Increases in serious injury and fatal crashes in 5
consecutive years. Of note, bicycle and
motorcycle injury/fatal crashes were up nearly
45% in 2023 compared to 2022.
There is urgent focus and support needed
from Council.
HOW ARE WE DOING ACHIEVING THIS GOAL?
HOW CAN COUNCIL HELP?
Adopted Goal:
By 2032, no one dies or
has a serious injury while
traveling in Fort Collins
Vision Zero 2024 Priorities
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Vision Zero
High Injury Network
63% of all fatal and serious injury crashes occur
on only 8% of Fort Collins road network
91% Arterials
6% Collectors
3% Local Roads
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•Set vision and influence System Optimization
and Action Plan
•Building local advocacy
and supporting partnership conversations
This goal is currently unattainable, and an
urgent focus is needed due to:
•Funding levels and increasing operation costs
•Community safety perceptions
•Post pandemic travel needs
•Persistent staffing challenges
HOW ARE WE DOING ACHIEVING THIS GOAL?
HOW CAN COUNCIL HELP?
34
Transit
•Complete system optimization and action plan
•To include micro transit and Dial-A-Ride
assessment and strategy
•Strengthen partnerships (PSD, CSU, major
employers, regional, advertising program)
•Establish resilient funding for local grant matches
and capital reserve
•Recruit and retain talent
Adopted Goal:
By 2040 transit ridership
would increase by 122%
Transit 2024 Priorities
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Transit
Incremental Steps to Transit Buildout
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Housing Strategic Plan
Everyone has healthy, stable housing they can afford.
Key
Outcomes
Increase
Housing Supply
& Affordability
(12)
Increase
Housing
Diversity /
Choice
(12)
Increase
Stability /
Renter
Protections
(11)Improve
Housing
Equity
(11)
Preserve
Existing
Affordable
Housing
(9)
Increase
Accessibility
(2)
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37
Vision
EVERYONE HEALTHY
AFFORDABLE STABLE
•A person’s identity should not
predict housing outcomes
•All community members need
housing and are affected by
the housing system
•Spending 30% or less of
income on housing
•Increasing amount of housing
and types of housing options
available
•Physical and mental well-being
inside and outside of the home
•Safety, air quality, walkability,
access to recreation and
transportation options, etc.
•“Housing First” approach to
prevent homelessness
•Supportive services / programs
to keep people housed
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Headline Copy Goes HereGuiding Principles
38
•Center the work in people
•Be agile and adaptive
•Balance rapid decision making with inclusive
communication and engagement
•Build on existing plans and policies –and their
engagement
•Expect and label tensions, opportunities,
and tradeoffs
•Focus direct investment on the lowest income
levels (80% AMI and below)
•Commit to transparency in decision making
•Make decisions for impact, empowerment, and
systems (not ease of implementation)
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Adopted Goals -Current Status
•Since 2000, we have produced or preserved about 120 affordable units per year on average.
•Our community commitment for Proposition 123 funding is 185 affordable units per year.
•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.
5%
5%
10%
2015 2020 2040
Need to add 282
units per year to
achieve goal of 10%
(5,600 units)
Same place as all
new housing
Added 373 new
affordable units
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Adopted Goals –Current Status
Year
#
A
f
f
o
r
d
a
b
l
e
U
n
i
t
s
P
r
o
d
u
c
e
d
•Over the last 10 years,
about 9% of all housing
produced was deed-
restricted affordable units
•Affordable housing
continues to comprise
about 5% of all housing
stock
0
50
100
150
200
250
300
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Affordable Housing Production, 2013-2023
2020-present
annual goal:
282 units
2015-2019
annual goal:
188 units
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41
Housing Strategic Plan Implementation, 2021-present
•Equity and Opportunity Assessment
•Reaffirm 10% affordable housing goal
•Rental Registration program
•Housing Dashboard
Completed to Date, 2021-2023
•LUC updates –extend affordability term (Strategy 8)
•LUC updates –recalibrate and expand incentives (Strategy 13, 14)
Quicker Wins (<1 year) –7 completed / ongoing, 3 underway
•LUC updates –increase housing supply and choice (Strategy 7, 15, 16)
•Exploration of occupancy regulations (Strategy 21)
Transitional (1-2 years) –1 completed / ongoing, 5 underway
•Dedicated local revenue (Strategy 11)
•Expansion and acceleration with additional funds
•Explore visitability and accessibility of housing via 2024 Building Code changes (Strategy 6)
Transformational (2+years) –2 completed / ongoing, 5 underway
•Interior visitability changes, 2021 Building Code
•Eviction and foreclosure prevention programs
•Manufactured housing support
•Proposition 123 commitment
+
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Barriers: Funding and Cost to Build Affordable Housing
$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
Total City Affordable Housing Funding
2015 -2022
Competitive Process CCIP (2016-2025)
Average:
~$2.7 million
•Typical annual funding amount: $2-3.0 million from all sources
•City funds dedicated to housing have remained consistent for last 10+ years
•Cost to build one unit of housing has increased by 65%+ over last 5 yearsPage 51
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Headline Copy Goes HereAccelerating Plan Implementation
43
Expand the City’s competitive process to better
support projects seeking to: Acquire land, develop housing,
preserve existing housing, and 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
•Urban Renewal Authority housing initiatives
•Extend/purchase affordability restrictions
•Fee credits for qualifying projects
•Develop incentive programs (energy efficiency, voluntary
affordability restrictions, etc.)
•Explore redevelopment partnerships
•Other innovative approaches (middle income, mixed income, etc.)
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44
•Vision
•Fort Collins is a healthy, equitable, and resilient community where people and
businesses can thrive.
•Future Goals from adopted Economic Health Strategic Plan (EHSP)
•Increase business owner representation to match Fort Collins demographics
•Increase overall business survivability longer than five years from 45% to 50%
•Add 1,800 new jobs in targeted, traded sectors (e.g.,life science and climate
technology)
•Increase representation in employment within targeted traded sectors
•Circular Economy Work Plan
•Focus Areas from adopted EHSP
•Approach Business Retention, Expansion and Attraction Thoughtfully
•Ensure Small Businesses Thrive
•Support Talent and Workforce
•Re-position Innovation
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2026
45
Economic Health Strategic Plan Implementation Roadmap
2025
•Coordinate with staff to help improve City
processes such as development review
•Futureproof MBEC program including
bilingual business connectors/navigators
•Ensure the success of the Revolving
Loan Fund
•Expand the DEIA Talent Network across
the region
•Develop an Economic Health Marketing &
Communications Plan
•Establish a data-driven program to better
respond to the evolving needs of
employers and create quality jobs
•Obtain the Accredited Economic
Development Organization Certification
•Business retention, expansion,
and attraction of companies
that support a local Circular
Economy
•Create awareness and
branding that Fort Collins is
test bed for climate solutions
•Redeploy a program like Shop Fort
Collins First to support business
resiliency
•Pilot workforce programs that have
proven success and expand to small
business to support reskilling,
upskilling, and new skilling (RUN)
programs across the region
•Strengthen the local eco-system to
incubate, retain, expand, and attract
Climate Tech solution-orientated
companies
2024
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46
•Support analysis of City policy changes and new programs that
impact cost of doing business and employment opportunities before
adoption as part of the triple bottom line approach
•Explore leveraging the Urban Renewal Authority to support and fund
15-minute Cities and Housing
•Fund workforce investments to support upward mobility and lead by
example
•Build relationship with the business community and share feedback
with staff
•Continue to invest in small business formation and resiliency through
MBEC and Development Review Technical Assistance Fund
•Support positioning Fort Collins as a place where businesses and
innovators come together to solve climate challenges
•Empower staff in developing the capacity for regional partnerships
with organizations and institutional partners, such as CSU
Plantiness
She’s Fly
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Our Climate Future –Big Moves
BETTER TOGETHER
•Shared Leadership and Community
Partnership
•Zero Waste Neighborhoods
•Climate Resilient Community
LIVE BETTER
•Convenient Transportation Choices
•Live, Work and Play Nearby
•Efficient, Emissions Free Buildings
•Healthy Affordable Housing
•Local, Affordable and Healthy Food
RESOURCE BETTER
•Healthy Local Economy and Jobs
•Zero Waste Economy
BREATHE BETTER
•Healthy Natural Spaces
•100% Renewable Electricity
•Electric Cars and Fleets
Our Climate Future is a framework for action to mitigate and build resilience to the climate emergency.
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Our Climate Future (OCF) –Guiding Principles
•We all share responsibility for Our Climate Future. Responding to the ongoing climate emergency
requires shared leadership between businesses, community organizations, government, and residents.
•Injustices have the same root cause. Exploiting people and nature causes environmental injustice,
racial injustice, and climate disruption.
•Governments are accountable for injustice. The City of Fort Collins, and other governments, have an
obligation to help correct past and ongoing harms by investing in the most impacted communities.
•People know what they need.The most impacted people are best able to define successful solutions.
OCF listens to and trusts what they say is needed.
•Equitable solutions are best. Solutions to limit and respond to climate disruption should also address
equity and fairness.
The OCF Guiding Principles provide a foundation for Our Climate Future, with people at the center.
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Our Climate Future: Goals Status
GHGs
24% below 2005 baseline
Electricity
51.5% renewable
Waste
51% recycled or composted
22%
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Environmental Goals and Trends Since 2005
“Do Nothing More” Forecasts
GHG Emissions
•In 2021, the community was about 26%
below the 2005 GHG baseline
•With no more action, community
emissions are forecast to be between
14-33% below the 2005 baseline in
2030
•Range based on historic variability and
weather trends
Waste
•In 2021, about 49% of the materials
generated in Fort Collins went to the
landfill (51% recycled or composted)
•With no more action, about 47% of
materials generated are expected to go to
the landfill (53% recycled or composted)
GHG Emissions Waste
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Headline Copy Goes HereCommunity GHG Emissions Pathways to 2030
Pathways 2030
Electricity 27.1%
Buildings 16.7%
Industrial Manufacturing 4.4%
Transportation 4.1%
Waste 1.6%
Land Use 0.1%
Undetermined to Goal 4%
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15% Landfilled
Community Waste Pathways to 2030
Pathways 2030
Construction & Demolition 27.1%
Food Scraps & Yard Trimming 16.7%
City Industrial Materials 4.4%
Remaining Potential
(e.g., behavior change, circular economy,
recycling market development, etc.)
4%
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Our Climate Future Council Roadmap
*indicates a change or addition from 2022 OCF Council Roadmap
•Adopt a
contracted
residential waste
service including
yard trimmings
•Adopt Active
Modes Plan
2022 2024 202620252023
•Adopt Land Use Workstream 1*
•Sustainable Revenue -
Franchise Fee*
•Adopt Building Performance
Standards
•Develop energy code step
towards net-zero carbon
•Adopt Water Efficiency Plan*
•Start contracted residential
waste service including yard
trimmings
•Allocate initial 2050 Tax funds
for climate and transit*
•Start Building
Performance
Standards
•Start West
Elizabeth Bus
Rapid Transit
•Start home
energy listing
requirements
•Start
commercial/
industrial
policy for yard
trimmings*
•Develop Building
Performance
Standards
•Develop home
energy listing
requirements
•Adopt Economic
Health Strategic
Plan (including
Circular
Economy)*
•Adopt Energy
Code
•Adopt home
listing
requirements
•Adopt
commercial/
industrial policy
for yard
trimmings*
•Adopt Land Use
Workstream 2*
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54
Our Climate Future Council Roadmap
•Start building
performance
standards (interim
target for commercial
and multifamily
buildings)
•Develop net-zero
carbon energy code
Unscheduled203020292028
•Food scraps policy
•Construction and
demolition policy
•Adopt Energy Code
•Start energy
requirements for
rental properties
•Start North College
MAX
•Building performance
standards –Final
energy target for
commercial and
multifamily buildings
2027
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Questions and Feedback
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Council, Staff and Community Capacity
Existing Workstreams
56
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2024 Council Planning Calendar
UNSCHEDULED
›Airport Governance
›Oil & Gas Operating Standards
›Capital Expansion Fees
›Landscape Standard Updates (Trees)
›Waterwise Landscape, Irrigation, and Practice
Standards
›Land Use Code Updates
›Review of Appeals Process
›Election Code Committee Recommendations
›Natural Areas Masterplan Update
›Transit System Optimization and Resilience
›Downtown Parking-Resilient Management
•Priority Development
•Water Efficiency Plan
Update
•Xeric and Soil Amendment
Standards
•Strategic Plan
•Residential Occupancy
Discussion
•Tree Mitigation
•Urban Forest Strategic
Plan
•Land Swap
•Water Supply/Excess Water
Fee/Allotment Discussion
•Impact Fees
•New Revenue Allocation
(Parks, Climate, Transit 2050)
•Tax Renewals Discussion
•Building Performance
Standards
•Resilient and Efficient Codes
Implementation
•Recommended Budget Preview
•Residential Occupancy
Discussion
•Budget Hearings
•Water Supply/Excess
Water Fee/Allotment
Discussion
•Water Efficiency Plan
Discussion
•Budget Adoption
•Water Supply/Excess
Water Fee/Allotment
ordinance consideration
•Water Efficiency Plan
ordinance consideration
•Utility Rates, Charges,
Fees
Q1 Q2 Q3 Q4
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Rental Housing Program, Contracted Waste Hauling,
Timberline Recycling Center, Polystyrene Ban, Air Toxin Grant, RCV,
Digital Accessibility Law, Customer Service Expectations, Digital
Transformation (LMS, website, LPI), Stream Rehabilitation,
Shift Your Ride Implementation
OPERATIONALIZED IN 2024
58
Workstreams and Capacity
Budget Themes that Continue
to be Operationalized:
Police, Water, Electric, Wastewater, Storm Water, Street Operations and Maintenance, Transit,
Park Maintenance, Code Enforcement, Building Services, Development Review, Customer Service, Legal,
Municipal Court, Talent, Equity Work, New: Soil Inspections, Tree Inspections, Landscaping
DAILY OPERATIONS
$70M Transportation Capital Projects, SE Community Center, $40M Oak Street Outfall,
L&P Projects, Stormwater, Park Planning, $308M Halligan Reservoir
ASSETS & INFRASTRUCTURE
Pandemic, Fire/Weather,
Economic Downturn,
Public Safety Event
UNPLANNED/
UNKNOWN
•Critical asset management needs
•Technology investment
•Talent retention
•Advancing Council priorities,
particularly around climate,
environmental health, and housing
•Advancing equity in operations
and services
•Maintaining service/staffing levels
to keep up with community growth
and demand
•Leveraging remainder of ARPA
funds ($15.8M)
Ongoing From
Previous Priorities:
•Homelessness initiatives
•Mobile Home Park
•Implementation of 15-minute city
•Affordable, quality childcare
•PSD partnership for workforce
•Improved and accelerated
stream restoration
•Progress on road to
Zero Waste
•Improved air quality
•Accelerate composting
•Advance regionalism
•Improve traffic compliance
•Improve tree policies
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Anticipated
Anticipated
Planned/
Underway
59
Outreach Needs & Capacity
Current and future engagement should be
targeted and measured to ensure quality
engagement and to avoid community fatigue.
Community
Engagement
•Community Survey
March/April 2024
•2025/2026 Budget
•Linden Street
Long-term Use
•Rooted in Community
•Halligan Reservoir
•Building Performance
Standards
•Water Efficiency Plan
•Landscape Standards
•Water Supply
Requirement and Water
Allotments
•Development Review Project Outreach
•Council Listening Sessions
•Board and Commission Recruitment/Education
•Tax Renewals (CCIP) and Street Maintenance
•Contracted Trash Hauling
•Land Use Code
•Resilient and Efficient Codes Implementation
•Ranked Choice Voting
•Future Hughes site Plan
•Our Climate Future
•Transit Systems Optimization and Action Plan
•Downtown Parking Management
Ongoing
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Questions and Feedback
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NEXT STEPS
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Headline Copy Goes HereCouncil Retreat –Jan. 27
62
PRIORITY SETTING
SESSION #1
What items does Council want staff to
bring back with more information during
the February 13 Work Session?
COUNCIL LIAISON SELECTION
PROCESS AND DISCUSSION
This includes other boards and
commissions, Council subcommittees, and
other entities for February 6 appointment.
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Headline Copy Goes HerePreparation for the January 27 Retreat
•Please bring up to five priorities
to the January 27 retreat.
•Plan to present no more than
10 minutes to the whole group.
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Priority setting timeline
APR MAY JUNJANFEBMARDEC
JANUARY 23
Work Session: Ground
Setting for Priority Setting
MARCH 7 (TBD)
Council Finance
Committee: 2024 Mini
BFO for 2050 tax
JUNE 25
Start of 2024-2026
Budget Work Sessions
FEBRUARY 13
Work Session: Priority
Setting Session 2 with
Staff Feedback
MARCH 19
Adoption of Strategic
Plan + Council Priorities
JANUARY 27
Retreat: Priority Setting
Session 1
DECEMBER 12
Work Session: Council
End of Term Report
FEBRUARY 27
Work Session: Strategic
Plan + Council Priorities
Discussion
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Questions and Feedback
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