HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 02/13/2024
Fort Collins City Council
Work Session Agenda
6:00 p.m., Tuesday, February 13, 2024
Council Information Center (CIC), 300 Laporte Avenue, Fort Collins, CO 80521
NOTE: New location for Council work sessions. NOTICE:
Work Sessions of the City Council are held on the 2nd and 4th Tuesdays of each month in
the Colorado Room of the 222 Building. Meetings are conducted in a hybrid format, however
there is no public participation permitted in a work session.
City Council members may participate in this meeting via electronic means pursuant to
their adopted policies and protocol.
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and can be attended in person
by anyone.
Meetings are televised live on
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television.
Meetings are livestreamed on the
City's website, fcgov.com/fctv.
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 48 hours’ advance notice when possible.
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.
While work sessions do not include public comment,
mail comments about any item on the agenda to
cityleaders@fcgov.com
Meeting agendas, minutes, and archived videos are available on the City's meeting portal at
https://fortcollins-co.municodemeetings.com/
City of Fort Collins Page 1 of 2
City Council
Work Session Agenda
February 13, 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 Heather Walls
City Attorney City Manager Interim City Clerk
CITY COUNCIL WORK SESSION
6:00 PM
A) CALL MEETING TO ORDER
B) ITEMS FOR DISCUSSION
1. Staff Report: Connexion Update.
The purpose of this item is to update Council on Connexion, including financials to date and 2024
focus.
2. Council Priority Setting Session #2 – Staff Feedback.
The purpose of this item is provide information, seek alignment and clarification from Council as it
relates to their proposed priorities discussed at the Council retreat on January 27, 2024.
3. Community Capital Improvement Program and Street Maintenance ¼-cent Tax Renewals.
The purpose of this item is to provide background and confirm the desire, process, and proposed
timeline to refer the renewal of both the Street Maintenance and the Community Capit al taxes to
the November 2024 ballot.
4. 2024 Water Efficiency Plan Status.
The purpose of this item is to describe the state-mandated Fort Collins Utilities (Utilities) Water
Efficiency Plan (WEP) and the 2024 update process. The updated WEP will set conservation goals,
incorporate extensive public engagement focusing on marginalized community members, and
employ numeric modeling and an equity analysis to help prioritize future water conservation and
efficiency strategies. Potential strategies include education, voluntary incentives, regulations, and
standards. The Agenda Item Summary also provides background on water use and Utilities’ work
to manage water supply and demand.
Page 1
City of Fort Collins Page 2 of 2
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.
Page 2
City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 1
February 13, 2024
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Chad Crager, Connexion Executive Director
SUBJECT FOR DISCUSSION
Staff Report: Connexion Update.
EXECUTIVE SUMMARY
The purpose of this item is to update Council on Connexion, including financials to date and 2024 focus.
BACKGROUND / DISCUSSION
Connexion completed the main build out in 2023, which resulted in Connexion transitioning to ongoing
operations and growth. We continue to construct to MDU’s (Multi Dwelling Units) and have renewed our
focus on products, sales, and marketing. Connexion continues to provide a diverse range of Digital
Inclusion services, including a discounted $20 monthly rate for 1 Gig internet speeds.
Connexion’s partnership with Larimer County has led to upcoming Connexion fiber construction in the
Growth Management Area as well as recent grant awards for Connexion fiber in four rural areas of Larimer
County.
The attached Connexion 2023 Report highlights the number of customers, revenue, and financials.
ATTACHMENTS
1. Connexion End of Year 2023 Report
2. Presentation
Page 3
Item 1.
24-26055
TAKE RATES CUSTOMER COUNT
RESIDENTIAL
37%
10%
COMMERCIAL $1,456,360
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
Se
p
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Bi
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Billing by Month
17,248
16,811
437
0
100
200
300
400
500
600
700
800
900
1000
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
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Active Customers by Month
END OF YEAR REPORT
Information below reflects end of 2023
fcconnexion.com
Residential Customers Commercial Customers Total
Page 4
Item 1.
24-26055
fcconnexion.com
FINANCES
Connexion Income Statement for Year Ending 12/31/2023*
Revenues 2023 % Change 2022
Recurring revenue $15,437,933 43.9% $10,731,121
Other revenue $932,979 70.7% $546,510
Total gross revenue $16,370,912 45.2% $11,277,631
Costs of goods sold $2,176,011 31.8% $1,651,496
Expenses and other costs** $15,952,921 14.2% $13,968,206
Net Operating Income $(1,758,019)59.5% $(4,342,071)
NOI less debt service $4,192,380 182.1% $1,486,020
*Financials are prelminary and unaudited **Net of depreciation and amortization
CONNEXION END OF YEAR REPORT
Information below reflects end of 2023
• In August 2023, Connexion’s “main” buildout was completed.
The main buildout includes 357 fiber areas. Each fiber area
includes around 225 homes.
• The main buildout does not include Multi-Dwelling Units or
MDUs. MDUs make up over 40% of residences in Fort Collins.
• Connexion has currently “lit up” 28% of MDUs within city limits.
• Commercial take rate is currently at 10%, and typically
Connexion is adding one new business customer per day.
• Connexion’s Digital Inclusion Program
(fcconnexion.com/digital-inclusion-program) allows income
qualified customers to get 1 Gigabit internet service for only
$20. Currently, Connexion has around 500 Digital Inclusion
customers. *6% of all Connexion Internet revenue is set aside
to fund this program.
• Connexion received $3.58M from Larimer County to provide
Connexion infrastructure to county homes and businesses
north of the Harmony/Taft Hill intersection. This build out
should be complete by Fall 2024.
• Connexion was recently awarded $10.8M (with a 25% match
provided by Larimer County) for four rural areas in Larimer
County† with the goal of completion by the end of 2026:
• In 2023 Connexion began to transition from a focus on build-out to one of ongoing operations and growth, resulting in a 44% increase in
recurring revenue from 2022. Recurring revenue represents the monthly fees customers pay for internet, video and phone products, and
growth is expected to remain strong in 2024 and beyond. Expenses grew in proportion to the revenue in 2023 and are expected to begin
to grow more slowly in 2024 such that operating margin expands and continues doing so for the next several years as adoption continues
to grow.
• In 2023, Connexion paid $9.3 million in interest and principal for its outstanding bond instruments. On the capital front, Connexion has
utilized the proceeds of the initial bonds totaling $130 million towards the building out of the network, installing a substantial number of
multi-dwelling units (MDUs), and other hardware and materials. In Q3, a $20 million bond was issued and made available primarily for
addressing the capital needs of the remaining MDUs in the city.
• Red Feather Phase 1 • CSU Mountain Campus/Rustic
• Poudre Park • Rist Canyon
†More information about exact locations will be available on
fcconnexion.com in the future
GENERAL HIGHLIGHTS
Page 5
Item 1.
Headline Copy Goes Here
02-13-2024City Council Staff Report
Chad Crager, Executive Director
Connexion Update
Page 6
Item 1.
Headline Copy Goes HereWhere are we now?
•Main Build Out Completed
•Key Hires
•ROI (Return on Investment) Process
•Asset Management
•Resident Feedback Group
•Over 17k Customers
•TR (Take Rate) = 37% Residential/10% Commercial
2
Page 7
Item 1.
Headline Copy Goes Here2024 Happenings
•Continue to Build out MDU’s (Multi Dwelling Units)
•Multi-gig Speeds
•Improved Wi-Fi Experience and TV Product
•Additional Commercial Offerings
•Larimer County Expansion
3
Page 8
Item 1.
Headline Copy Goes HereDashboard
4
Page 9
Item 1.
Headline Copy Goes HereLarimer County Expansion
•GMA (Growth Management
Area) –Harmony/Taft Hill
•4 rural areas (CPF (Capital
Projects Fund) grants):
o Red Feather Phase 1
o CSU (Colorado State
University) Mountain
Campus/Rustic
o Poudre Park
o Rist Canyon 5
Page 10
Item 1.
Headline Copy Goes HereDigital Inclusion
•Over 600 Digital Equity Customers
•Bulk Deals
•ACP (Affordable Connectivity Program)
Funds Dwindling
6
Page 11
Item 1.
Headline Copy Goes Here
Questions?
7
Page 12
Item 1.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 3
Februrary 13, 2024
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Rupa Venkatesh, Assistant City Manager
SUBJECT FOR DISCUSSION
Council Priority Setting Session #2 – Staff Feedback.
EXECUTIVE SUMMARY
The purpose of this item is provide information, seek alignment and clarification from Council as it relates
to their proposed priorities discussed at the Council retreat on January 27, 2024.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does staff’s framing of Council’s proposed priorities align with Council expectations?
2. What additional information would be helpful for Council prior to their consideration of adoption of
priorities on March 19?
BACKGROUND / DISCUSSION
On January 27, 2024, Council held its biannual retreat at the Colorado State University Canvas Stadium,
facilitated by Fountainworks. The first part of the retreat was dedicated to priority setting. Each
Councilmember was asked to share up to five priorities with the group and were able to ask questions and
clarification of each other. At the end of this session, staff worked with the facilitators to group similar
priorities and twelve proposed priority buckets were identified. Fountainworks then helped facilitate a
discussion for Councilmembers to define what success would mean and the importance of each priority.
Following the retreat, staff used Council inputs to rephrase the titles of some of the proposed priorities,
crafted a problem statement to help define the priority, identified current work underway, and brainstormed
potential short-term goals, resource requirements, and potential community engagement efforts.
Attachment 1 contains a summary of this.
The priority inputs column contains information from the first part of the priority setting session of the retreat
where each Councilmember was asked to share up to five priorities and write them on large, circular orange
sticky notes. These were then grouped and labeled with a large, rectangular green sticky note. Below is a
picture of one of these groups:
Page 13
Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 2 of 3
The inputs found in the “How did Council define success” column of Attachment 1 comes directly from the
session that Fountainworks helped facilitate. Here is a picture of the end result from the retreat:
The twelve proposed priorities are organized in Attachment 1 and presentation by Strategic Outcome Area.
As it relates to the animal welfare priority, Council asked for additional information regarding puppy mill
and pet store regulations. Please see Attachment 2.
NEXT STEPS
Fountainworks is expected to deliver a final report from the retreat that will be shared with Council in the
next few weeks.
The January 23 Work Session Summary memorandum dated February 1, 2024, indicated that Council
would be provided with a high-level summary of the updated Strategic Objectives as part of materials with
this Agenda Item Summary. However, staff needs more time to complete the materials so it will now be
part of the February 27 Work Session. During this work session, information will be provided as it relates
to updates to the Strategic Plan.
In addition, during the February 27 Work Session, insight will be provided for the bike rack items collected
during the Council retreat.
During the March 19, 2024, Council regular meeting, the adoption of Council priorities and the Strategic
Plan will be considered. Over the next two years, staff will provide regular updates, bring forward budget
considerations, and other formal actions that Council can take to advance these priorities.
Page 14
Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 3 of 3
ATTACHMENTS
1. Proposed Council Priorities Table
2. Follow up Re: Puppy Mills and Pet Store Regulations
3. Presentation
Page 15
Item 2.
Proposed Council Prioritfes Table
1
Strategic Outcome Area: Neighborhood Belonging and Community Vitality (previously Neighborhood Livability & Social Health)
Council Priority #1: Operationalize City resources to build and preserve affordable housing.
Lead: Social Sustainability
Partners: PDT/CDNS, Environmental Services, Economic Health, URA, Utilities, Finance, Operation Services, City Attorney’s Office
Priority Inputs How did Council define
success?
Current work underway Short Term Goals
*further explanation below
Resource Requirements
Ex. tools:
Sustainable funding
URA
Development review
fund
Evictfon legal fund
City owned resources,
etc.
Meet our Housing Goals
Non silo-ed
departments and
utflizing the breadth of
our organizatfon to
accomplish/make
progress towards goals
Mobile home parks
(MHP) – Implement
local enforcement of
state regulatfons
Implementatfon of the
Housing Strategic Plan
Land Use Code changes
Fee Credit program
Land Bank
City competftfve funds –
federal and city
Propositfon 123
applicatfons for funding
Countywide
homelessness strategic
plan work underway in
2024
24/7 shelter proposal
MHP: Staff will be
gradually implementfng
local enforcement of
some building and
maintenance codes
Expedite review of
affordable housing
projects to achieve
decisions within 90 days
or less
Streamline processes and
regulatfons to encourage
development of more
affordable housing
Evaluate new/updated
City regulatfons and fees
for their impact on the
cost to build and create
optfons to offset
additfonal costs
Identffy city resources
that could be dedicated
to affordable housing and
actfvely seek (re)
development partners
Create sustainable
source(s) of dedicated
local funding for housing
Additfonal dedicated
long-term funding
stream(s)
Council agenda tfme for
complex policy
discussions
Cross-departmental
capacity to seek
redevelopment partners
and leverage City
resources
MHP: Mobilizing
collectfve resources to
inform an integrated
strategy
Community Engagement
Housing Summit (planned for 2024)
Update to housing dashboard (planned for 2024)
Targeted engagement
MHP: educatfonal sessions and clean up events
Page 16
Item 2.
Proposed Council Prioritfes Table
2
*Short Term Goals:
Expedite review of affordable housing projects to achieve decisions within 90 days or less
o Adopt currently proposed updates to LUC to permit administratfve review for affordable projects
o LEAN/Process improvement project to reduce development review tfmelines for affordable housing (applying for grant to support this in Q1)
Streamline processes and regulations to encourage development of more affordable housing
o Adopt currently proposed updates to LUC to expand and improve affordable housing incentfves
o Encourage additfonal housing along centers and corridors (overlap w 15 min citfes, transportatfon prioritfes)
o Minimum housing density requirements in next phase of LUC updates along high-frequency transit and/or centers & corridors
o Address occupancy regulatfons
o Align with State legislatfon around land use, occupancy, housing
Evaluate new/updated City regulations and fees for their impact on the cost to build housing and create options to offset additional cost for
affordable housing projects
o Cross-departmental evaluatfon of fees; build a comprehensive picture
o Build analysis of impact on cost to build housing into scope for major fee and regulatory updates across the organizatfon (ex: impact fees,
energy code, building code, land use code, utflity fees, and similar)
o Identffy opportunitfes and funding sources across the organizatfon to subsidize/offset costs for affordable housing
o Expand fee credit program beyond 30% AMI units and recalibrate credit amount to reflect true cost of development fees
Identify City resources that could be dedicated to affordable housing and actively seek (re)development partners to leverage those resources into
new or preserved housing units
o Real estate assets – inventory and assess, prioritfze, mobilize
o Land bank parcels – update dispositfon study, identffy ready to develop sites, mobilize
o Funding – BFO, affordable housing capital fund, new sales tax (OCF Big Move 7)
o URA – investfgate ways to leverage funds, prioritfes, propertfes
Create sustainable source(s) of dedicated local funding for housing
o Housing impact fee
o Housing linkage fee
o Tax initfatfve
o Bond issuance (ex: San Antonio, Portland, Austfn, San Francisco)
o Private/philanthropic investment (ex: Denver social impact bond)
o And more
Page 17
Item 2.
Proposed Council Prioritfes Table
3
Council Priority #2: Improve human and social health for vulnerable populations.
Lead: Equity Office and Social Sustainability
Partners: Recreation, Utilities, Neighborhood Services, Finance, Economic Health, Environmental Services
Priority Inputs How did Council define
success?
Current work underway Short Term Goals Resource Requirements
Operatfonalize DEI
across the city
organizatfon (budgets
for space, educatfon,
removing income
verificatfon for city
requirements,
recruitfng and retaining
diverse talent)
Barriers to access
Mobile Home Park
Enforcement program
(local level policy)
Food insecurity
Implement best
practfces for air quality
monitoring and actfon
(beyond ozone)
Oil & Gas city-owned
actfve wells in
northeast Fort Collins
Engage underserved
communitfes to identffy
their needs
Address food insecurity,
including student
populatfon, ex. Rams
Against Hunger
Address indoor air
quality
Identffy barriers,
resources and
challenges to
operatfonalize DEI,
including affordable
housing and mobile
homes
Limit/eliminate local
income verificatfon for
services
Increase number of low
income access to city
services
Non siloed departments
and utflizing the
breadth of the
organizatfon to
accomplish issue
How are we serving our
vulnerable populatfons?
What do they need?
Consider CSU students
Air Quality
Oil and gas wells
Equity Office to provide a
2023 Impact Report by
end of February 2024
Get FoCo program
(grocery tax rebate
program, recreatfon
discounts, etc.)
Annual competftfve
funding process for both
HUD and City funds to
support housing and
human services
specifically for low-
income residents (total of
approx. $3m annually –
combined Federal and GF
funds – not including
ARPA funds)
City property leases to
nonprofit service
providers (ex: Teaching
Tree, Seasonal Overflow
Shelter, Teen Actfvity
Center, Center for Family
Outreach, FoCo Café,
Housing Catalyst)
Childcare services
(including reduced fee,
REC) and Childcare
system support
(funding/partnership,
SSD)
Synthesize November
2023 Centers for Public
Deliberatfon Community
Report, the CSU
Symposium Equity Asset
Mapping report and the
Community Survey to
identffy common themes
and barriers
Develop and implement
plans to remove or
mitfgate obstacles and
expand funding and
services to our
underserved community
members
Identffy top community
prioritfes where the City
should focus funding and
assistance
Consolidate or
coordinate programs – a
“one stop shop.”
Take direct actfons to
ensure compliance and
reduce O&G operatfons
in and around FC;
especially in NE Fort
Collins.
Mitfgatfon strategies are
focused on assuring
compliance with State
Human Services Grant
Funding: awards to
nonprofits and partners
providing direct services
to vulnerable and low-
income residents (elderly,
households in poverty,
persons experiencing
homelessness, those with
various
medical/behavioral
health needs, children &
youth).
Equity Grant Funding:
awards to social justfce
and direct service
organizatfons and
partners that support
community-led programs
that ignite, inspire, and
foster a community
culture of belonging,
uplift mental and physical
health, and support the
basic needs in the
community.
Immigratfon Legal Fund:
program funding to
maintain current services
and expand for asylum
cases and work permits.
Page 18
Item 2.
Proposed Council Prioritfes Table
4
Immigratfon Legal Fund -
funding for contract
vendors to provide legal
services for immigratfon
issues. 262 cases since
2022, with approx. 100
resolved.
Creatfng the foundatfon
of wealth building
through
entrepreneurship/busine
ss ownership
Add new regulatory
ozone site and contfnue
community-led air toxics
monitoring.
regulatfons regarding
several ongoing issues,
open complaints and
alleged violatfons.
2024 Mini-BFO request:
Healthy Homes program
funding to implement
more residentfal home
improvements in
underserved
communitfes
Support evaluatfon of
Utflitfes rates and fees for
eliminatfng barriers
associated with building
and transportatfon
electrificatfon
2025 BFO for a
community engagement
manager in Equity Office
to include contractual
community connectors
program for multf-
cultural representatfon
2025 BFO for an in-house
translator in Equity Office
Air Quality/Adaptfon:
Resources to update
public spaces and
facilitfes to be more
smoke-ready in
antfcipatfon of wildfire
impacts
Community Engagement
Human Servies Prioritfes Platiorm project is underway – Stage I includes engagement with nonprofit leaders, Boards/Commissions, residents,
regional funders.
Proposed community connectors program and community engagement manager to be introduced in 2-25 BFO to help engage with community to
identffy their needs and barriers to access.
Air quality/adaptatfon – During poor air quality events (e.g., wildfires and high ozone days), outreach is provided on how community members can
monitor the Air Quality Index and protect themselves.
Page 19
Item 2.
Proposed Council Prioritfes Table
5
Council Priority #3: 15-minute City: Ignite our neighborhood centers.
Lead: CDNS and Economic Health Office
Partners: Social Sustainability, Natural Areas, Parks, FC Moves, Transfort
Example Public/Private partners: Urban Renewal Authority, Business Improvement Districts, Downtown Development Authority, Housing Catalyst, neighborhood
associations
Priority Input How did Council define
success?
Current work underway Short Term Goals Resource Requirements
Identffy and remove
barriers to achieve 15-
min city
Minimize obstacles to
implementatfon of 15-
min city through public
outreach, public-private
partnerships,
consolidatfng funding
Use metrics to measure
success (e.g., walk
score, bike lane miles)
Easier and faster
adaptfve reuse in our
centers
Show businesses the
“happy path” to
permitting
Identffy and remove
barriers to achieve 15-
min city
Land use code updates
for process
improvements, clear and
predictable standards
and implement strategies
for commercial centers
and corridors
Small Business Technical
Assistance Program
(ARPA) which offers staff
support and mini grants
to offset costs of design
and engineering services
Business process
improvements and digital
transformatfon solutfons
for permitting and
inspectfons
Cross functfonal City
team to assist businesses
navigatfng review and
permitting
“Shift Your Ride:
Neighborhood” program
Support for site selectfon
for small businesses
Staff started exploring
the potentfal of URA tools
1) Regulatory Improvement:
Develop scope, process and
tfmeline for the next phase of
Land Use Code updates
2) Business Process
Improvement: Improve
existfng tools, processes, and
resources for new businesses,
short term tenants
3) Building internal
capacity/knowledge: Prepare
an internal, high-level
assessment of neighborhood
centers
4) Public/Private
Partnerships (P3): Explore
and determine optfmal P3
opportunitfes
5) Awareness/Coalition
Building: Test and
demonstrate diverse ways to
raise awareness and support
6) Integration opportunities:
Identffy other opportunitfes
to integrate the 15-min City
Analysis into work planning.
(e.g., Transit System
Optfmizatfon Study)
1) Additfonal funding needed
to complete next phase
2) Focus on cost neutral
solutfons in 2024; additfonal
resources for digital
transformatfon in 2025; Small
Business Technical Assistance
Program (ARPA) will end in
2024
3) Focus on cost-neutral but
future resourcing may include
incentfve programs, mini
grants, staffing for navigators,
etc.
4) Future resourcing for
MBEC and Larimer Small
Business Development
Centers
5) Exploring 2025 funding for
more neighborhood-scale
events and collaboratfons
with businesses (can include
sponsorships, vendor fees
and other revenue sources)
6) Dependent on opportunity
Page 20
Item 2.
Proposed Council Prioritfes Table
6
Community Engagement (tied to each of the numbered short-term goals and resource requirements)
1) Robust, citywide community engagement at the onset of the process untfl final adoptfon. Community will inform problem identfficatfon,
establishment of guiding principles and recommended solutfons.
2) Targeted to various customers and users of our system. Will consult in problem identfficatfon and improvements to processes, tools, and technology.
Further outreach may be necessary to inform of anything new.
3) One-on-one engagement with businesses and nearby neighborhoods calibrated to the different centers.
4) Stakeholder discussions with various board members and leaders.
5) Shift Your Ride: Neighborhoods program will connect neighborhood residents and businesses; Mayor and Council could consider attending or co-
hostfng events as an effectfve way to grow awareness and coalitfons of support in their Districts.
6) Dependent on opportunity.
Council Priority #4: Improve animal welfare through public education.
Lead: CMO
Partners: Neighborhood Services, NOCO Humane
Priority Inputs How did Council define
success?
Current work underway Short Term Goals Resource Requirements
Do not support
commercial breeding
facilitfes.
Educatfon that it is
illegal to have cats off
leash and it is
destructfve to
environment and birds.
Educate public on
impact of outdoor cats
(establish a program)
Consider local breeding
facility
Identffy ways to protect
and impact bird
populatfons threats
Hear public opinion
How does City policy
reflect City of Fort
Collins stance on animal
welfare?
City contracts with NOCO
Humane to enforce local
animal welfare
requirements in the
municipal code.
Retail pet shops are
required to be licensed
under state law through
Pet Animal Care Facilitfes
Act (PACFA)
The Nature on the City
project has funded
several conversion
projects from turf grass
to natfve habitats and
Coordinate with NOCO
Humane on educatfon
and outreach regarding
off-leash cats
Expand research
regarding municipalitfes
in Colorado with different
rules on retail pet sales
Additfonal funding and
staff resources would be
necessary to partner with
NOCO Humane to create
an educatfon and
outreach campaign
related to off-leash cats
and their impact on the
environment and
songbirds.
Page 21
Item 2.
Proposed Council Prioritfes Table
7
pollinator gardens to
support natfve wildlife
and decrease the use of
water resources.
Community Engagement
Educatfon and outreach campaign.
** Additfonal informatfon from retreat re: puppy mills are provided as attachments.
Strategic Outcome Area: Economic Health
Council Priority #5: Pursue an integrated, intentional approach to economic health.
Lead: Economic Health
Partners: CDNS, Sales Tax/Finance, Utilities, CMO, Urban Renewal Authority, Environmental Services, Cultural Services, Downtown Development Authority
Priority Inputs How did Council define
success?
Current work underway Short Term Goals Resource Requirements
Intentfonal
establishments of
business hubs that are
in alignment with our
values and goals (e.g.,
clean energy, CSU
partnership, PSD, front
range, etc.)
Attract young families
and innovatfve green
tech/biotech to Fort
Collins. Remove the
barriers to a healthy
balanced workforce.
Diversify business
Identffy and remove
barriers for a robust
workforce (healthy mix
of entry, mid, senior
levels)
Need to evaluate to
remove barriers include
streamline processes,
cost of doing business,
with a focus on
independent, small
business
Increase opportunitfes
to train in certain
sectors through
partnerships with
different entftfes
Internal Business
Engagement Actfon Plan
(BEAP)
NoCo Works (two county
workforce initfatfve with
private and public
partners)
CO-WY Climate Resilience
Engine receive NSF grant
of $15M over next two
years, totaling $160M
over 10 years.
Barriers to business
report – work with
different teams and
potentfally the Instftute
of Justfce to do a scan of
the current state to
determine what those
barriers to business are
Test a Business
Development Liaison
positfon based on
learnings from the
Capital Projects Business
Liaison
Focus business retentfon,
expansion, and attractfon
(BREA) efforts in
bioscience, life science,
climate solutfons, and
Potentfal shared 1.0 FTE
Funding to support
assessment work, BREA
strategies, and workforce
pilots
Page 22
Item 2.
Proposed Council Prioritfes Table
8
Resources for business
sustainability and
vitality
Focused energy on an
industry Fort Collins can
be known for
Measure and create
longevity of businesses
(small and large)
through support and
retentfon
Affordability/retentfon
Attract workforce
Show business the
“happy path” and how
to overcome hurdles
Doing business in Fort
Collins should be: less
silo-ed between
departments with initfal
communicatfon, more
holistfc process; provide
a navigator to the
business
circular economy supply
chain.
Deepen the relatfonship,
coordinatfon, and
economic opportunitfes
with CSU, FRCC, PSD,
OEDIT, and Innosphere
Ventures to address
workforce and economic
mobility.
Futureproof the
Multfcultural Business
and Entrepreneur
program’s bilingual
business
connectors/navigators.
Community Engagement
Ongoing relatfonship management with primary employers and small businesses with an emphasis on underserved and historically marginalized
communitfes.
Contfnued engagement with local and regional partners, workforce development entftfes, educatfonal instftutfons, business serving organizatfons and
others.
Connectfon to building owners, land owners and developers.
Page 23
Item 2.
Proposed Council Prioritfes Table
9
Strategic Outcome Area: Environmental Health
Council Priority #6: Create pathways for Zero Waste infrastructure and policies.
Lead: Environmental Services
Partners: Larimer County, Water Reclamatfon, Streets
Priority Inputs How did Council define
success?
Current work underway Short Term Goals Resource Requirements
Real progress on Road
to Zero Waste
Food should not be
wasted nor scarce in
our community
Utflize food waste
through compostfng
Food waste reductfon
or diversion – what is in
our local control?
Compostfng – if we
can’t divert, what are
other ways to avoid the
landfill.
Explore optfon to buy a
biodigester.
Decrease food waste
with community
partnerships and
diversion, e.g.,
compostfng
Reduce constructfon
waste
Measurable progress on
the Road to Zero Waste
Clearly identffy what
initfatfves would impact
city goals for waste
Identffy what is most
impactiul to prioritfze in
order to reduce waste
whether it is
constructfon and
demolitfon waste,
plastfcs, recycling and
re-use of rare earth
materials, etc.
Explore and understand
all optfons
Our Climate Future has
identffied the top-priority
areas of focus for
meaningful progress on
our waste diversion
goals: 1) Constructfon
and demolitfon materials,
2) Food scraps & yard
trimmings, 3) Municipal
industrial “waste” (soils &
aggregates)
Contracted trash and
recycling service to over
41,000 households in
Fort Collins to start
September 2024-
services include weekly
recycling and weekly yard
trimmings (seasonally)
Existing requirements
that new construction,
remodels and
demolitions to recycle
cardboard, metal,
aggregates and wood
Enforcement through
permit documentation as
well as site visits
Engaging in statewide
C&D collaborations with
Infrastructure pathways:
Develop clear pathway to
local/regional
construction &
demolition waste sorting
facility to enhance
opportunitfes for
recycling of building
materials and for
local/regional food scrap
processing
facility/facilities to
enhance opportunitfes
for keeping materials out
of landfills
Policies leveraging
existfng infrastructure:
Implement the
contracted hauling
program to expand yard
trimmings collectfon;
develop policy for
commercial/multf-family
yard trimmings
Once infrastructure
pathways identffied:
Engage in policy/program
development for
residentfal and
commercial food scraps
Additfonal staff resources
required to manage City’s
industrial waste
Infrastructure needs
within Utflitfes to support
enhanced electrificatfon
Page 24
Item 2.
Proposed Council Prioritfes Table
10
a goal of market
development for C&D
materials
as well as constructfon
and demolitfon materials
Community Engagement
Contfnued robust educatfon and outreach to support residents and businesses.
Council Priority #7: Reduce climate and air pollution through electrification.
Lead: Our Climate Future Leadership
Partners: Utflitfes (Energy Services), Sustainability (Environmental Services), Community Services (Parks and Natural Areas), Operatfon Services
Priority Inputs How did Council define
success?
Current work underway Short Term Goals Resource Requirements
Advance Our Climate
Future Big Moves –
electrificatfon and
decarbonizatfon of
buildings through
educatfon/public
outreach, partnerships
and funding
consolidatfon (ex.
Ithaca)
Substantfal progress
toward climate actfon
goals
Quantftatfve data on
progress
Accelerate
electrificatfon of new
buildings
Increase number of
buildings that are
decarbonized
Increase in the uptake
of loans and rebates
Retrofit the current
buildings being electric
Develop Zero Carbon
building code for new
construction
Distributed Energy
Resources (DER)
incentives and electricity
management for
development of Virtual
Power Plant.
Home Energy Reports, EV
educatfon strategies,
Building Energy and
Water Scoring program
Epic Homes and
Efficiency Works
incentfve programs, Epic
Homes Financing
Implement OCF Council
Roadmap to
simultaneously address
climate, energy and
waste goals while
improving our
Adopt policies and
performance standards
for energy use in existfng
buildings
Evaluate and identffy
resources for improving
local electric distributfon
infrastructure to support
building and
transportatfon
electrificatfon
Contfnue electric
conversion of City-
owned, gas-powered
equipment (e.g., lawn &
garden equipment, small
utflity vehicles, fleet
vehicles)
Strategic allocatfon of
2050 Tax funds through
2024 & 2025/2026
budget processes
Contfnue to build capital
stack and administratfve
Existfng methods to
increase building and
transportatfon
electrificatfon can be
accelerated/scaled (e.g.,
more technical resources
and incentfves for
building owners to
improve buildings and
equipment, vehicle fleet
conversions, etc.)
Infrastructure needs
within Utflitfes to support
enhanced electrificatfon
Page 25
Item 2.
Proposed Council Prioritfes Table
11
community’s equity and
resilience
resources to expand
customers electrifying
their homes using the
Epic Loan revolving loan
fund
Community Engagement
Contfnue to build Shared Leadership approach for Our Climate Future outcomes, including with local instftutfons, Larimer County, Platte River Power
Authority – the City cannot do it alone
Put people at the center of the solutfons for community leadership and an equitable, just transitfon to the clean energy future
City Climate Equity Committee (CEC) is advising staff on project/program development and implementatfon to bring diverse perspectfves with lived
experience and direct community connectfons.
City/County Air Quality Monitoring Advisory Committee (AQ-MAC) is leading a community driven discussion on prioritfes in air quality monitoring and
effectfve risk communicatfon.
Effectfvely manage stakeholder relatfonships to minimize engagement fatfgue but ensure community voice is heard.
Increased focus on communitfes of concern (aka under-resourced) and support for accessing available resources.
Council Priority #8: Protect surface water in an integrated way and ensure resilient water resources.
Lead: Water Utilities
Partners: Natural Areas, Parks, City Manager’s Office
Priority Inputs How did Council define
success?
Current work underway Short Term Goals Resource Requirements
Look at acquiring
additfonal propertfes
along Poudre River
Additfonal habitat
restoratfon, monitoring
river health, increasing
flows
Accelerate actfons to
protect and enhance
the Poudre River
Preventfon of above
ground infrastructure
on public lands along
the river
Habitat restoratfon,
protectfon, and access
(e.g., no fencing)
Enhance flows in the
Poudre River
Increase partfcipatfon in
community programs
and educatfon for water
awareness and
conservatfon.
Compile informatfon on
the ditch companies (%
of government
Water Efficiency Plan
2024 – we are developing
new goal(s) and
prioritfzing various water
conservatfon and
efficiency strategies to
optfmize outcomes
(increased equity in
program partfcipatfon
and ROI). Rain barrels,
consolidatfon
opportunitfes, and
conservatfon
encouragement could all
Develop Fort Collins One
Water Actfon Framework,
Phase 2 – Develops the
One Water Actfon
Framework that identffies
key strategies, goals, and
performance metrics for
the Water Utflitfes, based
on the opportunitfes
identffied in Phase I.
Poudre River Health
Assessment Framework
(RHAF) – assess the
upper and middle river
The identffied short-term
goals would be brought
forth through the
Budgetfng for Outcomes
process.
Page 26
Item 2.
Proposed Council Prioritfes Table
12
Develop an irrigatfon
ditch document for the
City and FMA and
develop policies and
related governance –
who owns the ditch
companies, how much
of each does the City
own, and suggested
ways on managing it
like trees
Water conservatfon
program consolidatfon
Provide creatfve ways
to encourage water
conservatfon to get
community on board on
what they can do as an
individual (e.g., Rain
barrels, irrigate yard,
leverage raw water
wells)
ownership, ways to
manage)
Decrease water usage
per capita as a sign of
increasing conservatfon.
Leverage cross-
departmental and
agency efforts.
be addressed in the
prioritfzatfon process.
Water Supply
Requirements – we are
developing a
methodology for
updatfng the Water
Supply Requirements,
Excess Water Use Fees,
and assigning Water
Allotments. 2024 will be
spent developing a
recommendatfon for City
Council to approve in
QTR 4 2024 with
adoptfon in QTR 1 2025.
Fort Collins One Water
Action Framework,
Phase I (2024) – we are
developing a holistfc
approach to
management of all water
resources (raw water,
drinking water,
wastewater, stormwater)
for improved and
expanded beneficial
outcomes. Phase I
involves informatfon and
data gathering to
describe the water
landscape of the Fort
Collins community and
establishes the Water
Utflitfes’ One Water
reaches through Fort
Collins using the RHAF to
understand current
conditfons and identffy
most impactiul
opportunitfes to improve
ecological health of the
river in the face of
current and future
stressors.
Poudre Flows Initfatfve –
A regional effort to keep
more water in the river
from the Poudre Canyon
to the confluence of the
South Platte, while not
compromising the
benefits of the water
rights.
Poudre Water Quality
Network – contfnue to
build out the capabilitfes
of the monitoring
network by developing
community-facing
dashboard that enables
real-tfme visualizatfon of
water quality conditfons.
Leverage regional
partnerships and
opportunitfes to improve
stream flows, habitat,
and related goals.
NISP Response &
Engagement – consultfng
support for 1)
engagement in River-
Page 27
Item 2.
Proposed Council Prioritfes Table
13
Vision and guiding
principles.
Poudre River Watershed
Protection – We engage
in numerous partnerships
with community groups,
water utflitfes, suppliers,
and land management
agencies to plan and
implement watershed
health projects that
reduce risks associated
with wildfire and protect
and enhance water
quality, water supply
infrastructure and
watershed functfon.
Water Quality
Monitoring Programs –
lead three ongoing
collaboratfve monitoring
programs focused on
protectfng drinking water
quality and minimizing
water quality impacts in
the Poudre River from
urban runoff, stormwater
influence and reclaimed
wastewater discharges.
These programs support
regulatory compliance
with drinking water and
wastewater regulatfons.
Source Water Protection
Plan – working with
wide master planning,
and 2) resource-specific
technical evaluatfon of
proposed mitfgatfon
strategies and impacts, as
needed.
Leverage regional
partnership and
opportunitfes to improve
stream flows, habitat and
other related goals
Page 28
Item 2.
Proposed Council Prioritfes Table
14
regional partners to
update the 2016 plan,
which identifies potential
pollution risks paired
with best management
practices for mitigating
those risks within source
watersheds.
Community Engagement
Ongoing efforts with regional water service providers in Northern Colorado.
Community outreach programs through Water Conservatfon division.
Partfcipate in City and community events.
Movie theatre ads on water conservatfon programs, for example sprinklers and toilets (tfed to Water Efficiency Plan) – Planned for 2024.
Flyers and website development ongoing.
Outreach around Water Supply Requirements, water excess fees and water allotment assignments.
Strategic Outcome Area: Transportation & Mobility
Council Priority #9: 15-minute City – Accelerate our shift to Active Modes.
Lead: FC Moves and Parks/Trails
Partners: CDNS, Streets, Traffic, Engineering, Transfort, Environmental Health, Natural Areas, Police Services
Priority Inputs How did Council define
success?
Current work underway Short Term Goals Resource Requirements
Community feels safe
moving throughout the
city without a car
Acceleratfon of Vision
Zero plan
50% travel by 2032
Increase bike lane miles
Increase walking and
biking score
Reduce fatalitfes
Community feels safe
moving throughout the
city without a car
Acceleratfon of Vision
Zero Plan
50% of travel by 2032
Count bike lane miles
Decrease fatalitfes
Safe Routes to School
Program
Actfve Modes Plan
implementatfon
Vision Zero Plan
implementatfon
Transportatfon Capital
Project Prioritfzatfon
Study
1. Operationalize Active
Mode Investment:
Prioritfze Actfve Modes
and Safe Routes to
School across all
departments and funding
2. Update Land Use and
Street Design
Standards: Update
policies, standards and
guidelines based on an
The 2024 audit to
identffy regulatory
barriers will inform
additfonal resource
needs in 2025.
Strategic Trails Plan
implementatfon needs
will be evaluated during
this process.
Page 29
Item 2.
Proposed Council Prioritfes Table
15
Safe Routes to School –
quantffy and set a
target
Safe to Routes to
Schools – quantffy and
set target
Increase walking and
bike scores
Transportatfon Capital
Improvement Plan
Shift Your Ride program
Tax renewals: Pavement
Maintenance and CCIP
Transfort System
Optfmizatfon
Adult educatfon and
outreach
audit to be completed in
‘24.
3. Update the Strategic
Trails Plan: The update
will begin in 2024 and
will be integrated into the
Actfve Mode Plan.
4. Expand Existing
Programs: Identffy short
term opportunitfes to
expand existfng programs
such as Safe Routes to
School and Shift Your
Ride for greater impact.
5. Awareness/Coalition
Building: Test and
demonstrate diverse
ways to raise awareness
and support
6. Tax Renewals/BFO:
Leverage upcoming Tax
Renewal efforts and
Budgetfng for Outcomes
(including 2050 Tax) to
centralize and future
proof funding.
7. Bolster Operations and
Maintenance: Explore
ways to bolster
maintenance and
operatfons of existfng
bike and pedestrian
facilitfes.
8. Short Term Tracking and
Metrics: City Staff will
identffy the most critfcal
metrics and tracking
Expansion of existfng
programs will require
additfonal or reallocated
funding and can be
explored during the
25/26 BFO Process
Based on the success of
new engagement in
2024, additfonal
resources will be
required in 2025 to
contfnue or expand.
Current maintenance
budgets for streets,
sidewalks and off-street
trails are struggling to
keep pace with the
growth of the
network. The unique
maintenance needs of
some facilitfes also
require equipment
investments.
City Staff will explore
opportunitfes to leverage
existfng budgets and
advance proposals in the
2025/2026 Budgetfng for
Outcomes Process.
Page 30
Item 2.
Proposed Council Prioritfes Table
16
methods from all plans to
focus reportfng progress
during this two-year
tfmeframe.
Community Engagement
Robust community engagement for the next phase of the Land Use Code update.
Citywide community engagement and outreach efforts for the Strategic Trails Plan to inform the vision and strategies of the plan.
Customer input and demand will inform specific strategies to support programs.
Meaningful, equitable community engagement and smaller scale events to raise community awareness and support.
Strategic Outcome Area: High Performance Government
Council Priority #10: Develop a Hughes Site Master Plan.
Lead: City Manager’s Office, Community Services
Priority Inputs How did Council define
success?
Current work underway Short Term Goals Resource Requirements
Master Plan for Hughes
that allows connectfon
to nature through
recreatfon – foot, bikes,
skis
Youth-led bike park plan
Support the creatfon of
the wildlife and nature
campus on the former
Hughes site
Retain Hughes as a
natural area wildlife
and nature campus and
low-impact recreatfon
Decisions made based
on broad public input
and community
involvement
There is a place for
every idea even if it’s
not at Hughes.
Solidified Master Plan
within 2 years.
Broad, general
engagement was
conducted in the fall of
2022 to better
understand community
interest in different uses
on the site.
Develop a scope and cost
for a planning process
including community
engagement and site
design.
In parallel, determine
feasibility of a mountain
bike park and a
wildlife/nature campus at
this site or to identffy
alternate locatfons.
To complete an
engagement and
adoptable site plan, some
level of funding would be
required. Consideratfon
for an off-cycle
appropriatfon or wait to
submit an offer for the
2025-2026 budget cycle.
Any implementatfon of a
developed plan would
need to come through
future budget process,
grants, etc.
Community Engagement
There is currently no engagement planned related to the Hughes site.
A scope/tfmeline can be created and presented to Council at a future work session.
Page 31
Item 2.
Proposed Council Prioritfes Table
17
Council Priority #11: Make government more accessible, approachable, and fun.
Lead: CPIO
Partners: Equity Office, all departments
Priority Inputs How did Council define
success?
Current work underway Short Term Goals Resource Requirements
More clarity on how
you address the
government
Every resident feels like
they have the same
access and knowledge
Keep Fort Collins fun –
easier to have organic,
fun things in our
community
Address voter turnout
and accessibility,
including educatfon on
Rank Choice Votfng
Communicate clearly to
our community what
our prioritfes are
How do folks want to
engage with the city?
Tell our story and bring
community along with
us rather than just
informing
Youth engagement
Neighborhood
ambassadors
City interactfng with
community other than
in a technical way.
Come to Council at 5:30
to meet your
Councilmember
Robust and inclusive
plan for voter outreach
and educatfon
Rethink how City
communicates with
community
Identffy how we reach
community
Understand how
community wants to
receive informatfon
Think about the City’s
voice on social media
Connect with all ages
Address accessibility to
informatfon (giving and
receiving)
Language access
guidelines
Inclusive engagement
guide
Digital experience
(website, legislatfve
management, other
digital systems)
Customer Experience
roadmap
Digital accessibility
Ongoing community
events (Linden St., Open
Streets, Bike to work day,
etc.)
Ec. Health business
listening sessions,
business
connectors/bilingual
navigators’ outreach,
business appreciatfon
celebratfons, Council/
business features, etc.
CityWorks 101
Cultural Services pop-ups
Council/
community meet and
greets, ex Council
proclamatfon receptfons
Council listening sessions
Youth Advisory board
reboot
Optfmize website and
implement new digital
experience platiorm
(Phased launch through
2024 and 2025)
Digital accessibility
transitfon plan
(implementatfon by July
2024)
Exploratfon of a 3-1-1
service
Identffy and remove
barriers to smaller
neighborhood events
Pilot deliberatfve
democracy innovatfons,
such as “citfzen”
assemblies with partners
like CSU.
Video storytelling
strategy
Develop a multflingual
pay program
Funding to amplify/
promote informatfon
more broadly to the org
(advertfsing, print,
traditfonal
communicatfon channels)
Funding for new website
and ongoing
maintenance
Funding for
staff/technology for 3-1-1
service
2025 BFO for a
community engagement
manager in Equity Office
to include contractual
community connectors
program for multf-
cultural representatfon
2025 BFO for an in-house
translator in Equity Office
Page 32
Item 2.
Proposed Council Prioritfes Table
18
Bike to School Day
Utflize social media to
communicate that
residents can interact
with Council in a variety
of ways
Promote
intergeneratfonal
relatfonships to
energize inclusion of
seniors in our
community. e.g., Rams
Against Hunger
Community Outreach
Annual Community Survey and other engagement efforts to learn about barriers and preferred methods of communicatfon and engagement.
Council Priority #12: Continued stewardship of our civic institution.
Lead: City Attorney’s Office
Partners: City Clerk’s Office
Priority Inputs How did Council define
success?
Current work underway Short Term Goals Resource Requirements
Charter Review Complete Charter
Review
Currently review the
charter but not as a
systemic effort
Complete review of
Charter for
inconsistencies and
obsolete language by late
2025
Supplemental outside
counsel
Community Engagement
Depends on nature of review. May not be needed for correctfve changes as opposed to new policy changes.
Page 33
Item 2.
What is a puppy mill vs. a breeder?
Many businesses that sell or adopt out dogs must be licensed or registered under the
Federal Animal Welfare Act (AWA) by the United States Department of Agriculture
(USDA).
Different types of licenses are required depending on the type of activity involving dogs.
“A Class A licensee is a breeder whose business consists of dogs and other regulated
animals bred and raised on his or her premises in a closed or stable colony.” (USDA Fact
Sheet)
“A Class B licensee is a dealer or broker whose business includes the purchase and/or
resale of any dog or other regulated animal.”
There are certain exemptions for licensure, including, but not limited to, if a breeder
maintains four or fewer “breeding females” on the premises, or if a breeder always sells
pets to new owners in face-to-face transactions.
There are also regulations under the Colorado Department of Agriculture (CDA) under the
Pet Animal Care Facilities Act (PACFA). These regulations specify many details of different
types of animal care facilities, including retail establishments. More information can be
found in the link below.
Does Pet City get their animals from a puppy mill?
Staff have visited Pet City and have spoken to the owner about the sources of their
animals. They have said that they have trusted veterinarians visit their breeders and they
only source from trusted, licensed breeders. Staff have not independently verified this
information.
Pet City appears to meet the requirements to be licensed under PACFA.
What are the rules and laws that retail pet stores need to follow?
The rules under PACFA relate specifically to operations within the state of Colorado.
Federal regulations generally do not seem to include retail establishments and instead
focus more specifically on regulation of breeding facilities.
How many other cities in Colorado passed a similar ordinance?
Fourteen (14) municipalities in Colorado have enacted puppy mill ordinances. Most have
only banned the sale of dogs and cats from pet stores; however, a couple municipalities
have banned all dog and cat sales generally.
Most other Colorado municipalities with puppy mill ordinances do have specific
definitions for breeders to distinguish them from puppy mills.
Did those cities have to shut down any stores? If so, how many?
Of the 14 municipalities that have passed puppy mill ordinances in Colorado, only the City
of Fountain had an existing pet store that actively sold dogs and cats at the time its
ordinance was passed. The City ultimately decided to create an exception for its one
existing pet store to continue selling dogs and cats so long as it complies with USDA
licensing requirements.
Sources: https://www.aphis.usda.gov/animal_welfare/downloads/breeders/dogs/TechNote-QA-Dog-
Activities-Requiring-a-USDA-License-or-Registration_11-29-2018.pdf
PACFA Rules 2023:
https://www.sos.state.co.us/CCR/Upload/NoticeOfRulemaking/ProposedRuleAttach2023-00036.pdf
Page 34
Item 2.
Headline Copy Goes Here
Assistant City Manager
Rupa Venkatesh
Council Priorities
Session #2
02-13-2024
Page 35
Item 2.
Headline Copy Goes Here
2
Council Questions
Does staff’s framing of Council’s proposed priorities align with
Council expectations?
What additional information would be helpful for Council prior to their
consideration of adoption of priorities on March 19?
Page 36
Item 2.
Headline Copy Goes HereSummary of Proposed Priorities
3
Neighborhood Livability & Social Health
•Operationalize City resources to build
and preserve affordable housing
•Improve human and social health for
vulnerable populations
•15-minute City: Ignite our neighborhood
centers
•Improve animal welfare through public
education
Economic Health
•Pursue an integrated, intentional
approach to economic health
Environmental Health
•Create pathways for zero waste
infrastructure and policies
•Reduce climate and air pollution
through electrification
•Protect surface water in an integrated
way and ensure resilient water
resources
Transportation & Mobility
•15-minute City: Accelerate our shift to
active modes
High Performing Government
•Develop a Hughes Site Master Plan
•Make government more accessible,
approachable and fun
•Continue stewardship of our civic
institution
Page 37
Item 2.
Headline Copy Goes Here
Strategic Outcome Area:
Neighborhood Livability & Social
Health
Page 38
Item 2.
Headline Copy Goes Here
5
Operationalize City Resources to Build and Preserve Affordable
Housing
Original priority name: No change
Problem Statement
Not everyone in our community has access to healthy, stable housing, and we are currently not meeting
our affordable housing production goal. Limited highly competitive funding, rapidly increasing costs, long
development timelines, and historic under-production of housing units have led to severe housing availability
and affordability issues in Fort Collins and many areas around the State of Colorado.
Examples of short-term goals
Expedite review of affordable housing projects to achieve decisions within 90 days or less in order to meet
housing production commitments under Proposition 123.
Streamline processes and regulations to encourage development of more affordable housing.
Create sustainable source(s) of dedicated local funding for housing.
Page 39
Item 2.
Headline Copy Goes Here
6
Improve Human and Social Health for Vulnerable Populations
Original priority name: Human and Social Health
Problem Statement
Obstacles and barriers exist that impede access to services for our underserved community members.
Existing oil and gas wells in and around Fort Collins cause harmful pollution and have negative environmental
and human health impacts.
Examples of short-term goals
2024 Mini-BFO request: Healthy Homes program funding to implement more residential home improvements
in underserved communities.
Develop and implement plans to remove or mitigate obstacles and expand funding and services to our
underserved community members.
Take direct actions to ensure compliance and reduce oil and gas operations in and around Fort Collins,
especially in northeast Fort Collins.
Page 40
Item 2.
Headline Copy Goes Here
7
15-minute City: Ignite Neighborhood Centers
Original priority name: 15-minute City
Problem Statement
Market factors, limited tools and programs, ownership patterns and rising development costs hinder us from
accelerating our goal for everyone to have daily goods and services within a 15-minute walk or bike ride from
their home.
Examples of short-term goals
•Regulatory Improvement: Develop scope, process and timeline the next phase of Land Use Code updates
related to our neighborhood centers, employment areas and corridors.
•Business Process Improvement: Evaluate existing tools, processes and resources to go from complexity to
simplicity with common permits for new businesses, short term tenants.
•Public/Private Partnerships (P3): Explore and determine optimal P3 opportunities (either new or enhanced)
for deeper understanding of the goals and challenges of the 15-minute city, identifying collaboration and
implementation actions.
Page 41
Item 2.
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8
Improve Animal Welfare through Public Education
Original priority name: Public Education on Animal Welfare.
Problem Statement
Fort Collins is a place that loves its animals, both wild and domesticated, and its policies should reflect that.
Research shows that outdoor cats are the number one direct threat to songbirds and further public education is
needed to help mitigate these impacts.
Examples of short-term goals
Coordinate with NOCO Humane on education and outreach regarding off-leash cats.
Expand research regarding municipalities in Colorado with different rules on retail pet sales.
Page 42
Item 2.
Headline Copy Goes Here
Strategic Outcome Area: Economic
Health
Page 43
Item 2.
Headline Copy Goes Here
10
Pursue an integrated, intentional approach to economic health.
Original priority name: Economic Health
Problem Statement
Good jobs and opportunities for economic mobility, especially in key economic sectors like climate-tech and
bioscience, are missing for many in our community, particularly those from underserved and underrepresented
populations.
Processes related to doing business in the City of Fort Collins can be unclear, unnecessarily complex, and
unfriendly to business customers.
Examples of short-term goals
Focus business retention, expansion, and attraction (BREA) efforts in bioscience, life science, climate
solutions, and the circular economy supply chain.
Work across City departments to evaluate the barriers to doing business in Fort Collins.
Test a Business Development Liaison position based on the learnings and experience from the Capital
Projects Business Liaison.
Page 44
Item 2.
Headline Copy Goes Here
Strategic Outcome Area:
Environmental Health
Page 45
Item 2.
Headline Copy Goes Here
12
Create Pathways for Zero Waste Infrastructure and Policies
Original priority name: Waste Reduction and Recycling
Problem Statement
Fort Collins is currently missing the nearby infrastructure needed to meet its commitments to becoming a Zero
Waste and Carbon Neutral community. Policies and programs for diverting material away from landfills are
dependent upon viable, community-scale facilities for recycling/composting/etc.
Examples of short-term goals
Infrastructure pathways: Develop clear pathway to local/regional construction and demolition waste sorting
facility to enhance opportunities for recycling of building materials and for local/regional food scrap
processing facility/facilities to enhance opportunities for keeping materials out of landfills.
Policies leveraging existing infrastructure: Implement the contracted hauling program to expand yard
trimmings collection; develop policy for commercial/multi-family yard trimmings.
Once infrastructure pathways identified: Engage in policy/program development for residential and
commercial food scraps as well as construction and demolition materials.
Page 46
Item 2.
Headline Copy Goes Here
13
Reduce Climate and Air Pollution through Electrification
Original priority name: Electrification and GHG reduction
Problem Statement
Building energy use accounts for over 2/3rds of the community emissions inventory; vehicle transportation
emissions account for 25%; small engines (such as lawn and garden equipment) contribute to both local GHG
emissions and air pollution; and the North Front Range is in a severe non-attainment zone for air quality under
the Clean Air Act. Without significantly reducing emissions from these sectors, it will be impossible to improve air
quality and meet Council-adopted climate goals.
Examples of short-term goals
Adopt policies and performance standards for energy use in existing buildings and new building energy
codes for new construction.
Strategic allocation of 2050 Tax funds through 2024 and 2025/2026 budgeting for outcomes process.
Continue electric conversion of City-owned, gas-powered equipment.
Page 47
Item 2.
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14
Protect Surface Water in an Integrated Way and Ensure Resilient
Water Resources
Original priority name: Water Resources/Quality
Problem Statement
Efforts to protect the Poudre River, enhance watershed habitat and in-stream flows depend on a complex
network of relationships, landowners,infrastructure, and operations of a variety of regional partners, including
ditch companies. Furthermore, the future ability of the water utility to provide sufficient water supply through a
cost-sensitive lens depends on the successful development of a one-water framework that is resilient and
equitable that emphasizes conservation and storage.
Examples of short-term goals
•Develop the One Water Action Framework that identifies key strategies, goals, and performance metrics for
the Water Utility in partnership with Colorado State University and Water Research Foundation.
•Poudre River Health Assessment Framework (RHAF) assess the upper and middle river reaches through Fort
Collins. Use the RHAF to understand current conditions and identify most impactful opportunities to improve
ecological health of the river in the face of current and future stressors.
•Leverage regional partnerships and opportunities to improve stream flows, habitat, and other related goals.
Page 48
Item 2.
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Strategic Outcome Area:
Transportation & Mobility
Page 49
Item 2.
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16
15-minute City: Accelerate our Shift to Active Modes
Original priority name: Active Modes
Problem Statement
Multiple departments and funding sources are necessary to implement the Active Modes and Vision Zero Plans
which can create inefficiency and missed opportunities. Community support and behavior change is also critical.
Both challenges need focus in order to accelerate achieving our goal of 50% active mode share by 2032.
Examples of short-term goals
•Prioritize Active Modes and Safe Routes to School projects for all implementing departments and existing
funding sources (e.g., FC Moves, Streets, Traffic, Engineering, Parks).
•Update a substantive set of policies, standards and guidelines that are currently barriers to implementing the
AMP and Vision Zero.City Staff will complete an audit in 2024.
•Leverage upcoming Tax Renewal efforts (Community Capital Investment Program and Street Maintenance
Program Tax) and Budgeting for Outcomes (including 2050 Tax) to further prioritize and centralize funding for
collective impact of Active Modes Plan and Strategic Trails Plan implementation.
Page 50
Item 2.
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Strategic Outcome Area: High
Performance Government
Page 51
Item 2.
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18
Develop a Hughes Site Master Plan
Original priority name: Hughes Site Master Plan
Problem Statement
In accordance with the voter-approved ballot measure, the City acquired the 164-acre Hughes site in summer
2023.After conducting initial general public outreach and identifying conflicting interests and desires, Council
would like to engage in an inclusive process to develop a site plan for future use.
Examples of short-term goals
•Develop a scope and cost for a planning process including community engagement and site design.
•In parallel, determine feasibility of a mountain bike park and/or wildlife/nature campus at this site or on
alternate locations.
Page 52
Item 2.
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19
Make government more accessible, approachable and fun.
Original priority name: No change.
Problem Statement
Our evolving community and ever-changing media/communications landscape requires an innovative approach
to reduce barriers and ensure everyone has access to timely, relevant and accurate information and
opportunities to connect with their local government and community in meaningful ways.
Examples of short-term goals
Optimize website and implement new digital experience platform (Phased launch through 2024 and 2025).
Video storytelling strategy.
Identify and remove barriers to smaller neighborhood events.
Page 53
Item 2.
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20
Continue Stewardship of our Civic Institution
Original priority name: Continued stewardship of our high performing government
Problem Statement
Although small parts of the Charter get reviewed and updated on a regular basis, due to changes in state laws
and elections procedures, there is a need to modernize and update the City Charter which has not been done in
a comprehensive way in over 25 years.
Example of a short-term goal
•Complete review of Charter for inconsistencies and obsolete language by late 2025.
Page 54
Item 2.
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21
Priority Setting Timeline
APR MAY JUNJANFEBMARDEC
JANUARY 23
Work Session: Ground
Setting for Priority Setting
MARCH 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
Page 55
Item 2.
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22
Bike Rack Items -will be brought back February 27.
Safe Indoor air quality in residential homes prioritizing low income
Incorporated into the “Improve Human and Social Health for Vulnerable Populations” priority
State regulations
Align City policies with SB23-111
Municipal Innovation fund –expand to community
Safe Passage Initiative/River Diversion
FCPS messaging that they have no ICE relationships
Expanded solar infrastructure
Two tracks for historic review process
Maintenance for annexed streets
Page 56
Item 2.
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23
Council Questions
Does staff’s framing of Council’s proposed priorities align with
Council expectations?
What additional information would be helpful for Council prior to their
consideration of adoption of priorities on March 19?
Page 57
Item 2.
Headline Copy Goes Here
Thank you!
24
Page 58
Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 3
February 13, 2024
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Travis Storin, Chief Financial Officer
Ginny Sawyer, Lead Policy and Project Manager
SUBJECT FOR DISCUSSION
Community Capital Improvement Program and Street Maintenance ¼-cent Tax Renewals.
EXECUTIVE SUMMARY
The purpose of this item is to provide background and confirm the desire, process, and proposed timeline
to refer the renewal of both the Street Maintenance and the Community Capital taxes to the November
2024 ballot.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What questions do Councilmembers have on past programs and initiatives?
2. What questions or suggestions do Councilmembers have regarding the proposed process and timeline
to refer these renewals?
3. Do Councilmembers have questions or suggestions on potential future projects to be included in a
capital renewal package?
BACKGROUND / DISCUSSION
The City of Fort Collins has a 40+ year history of utilizing voter approved sales tax initiatives to fund major
capital projects and to achieve and maintain an extensive transportation system. Starting in 1973, with a
7-year, one-cent tax that helped fund the Downtown Library, the Lincoln Center, City Hall, Mulberry Pool
and other improvements, residents have continued to support sales tax capital programs to create the city
we enjoy today.
Historic initiatives include:
Choices ‘73
Project RECAP
Edora Pool and Ice Center
Natural Areas
Choices ‘95
Page 59
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 2 of 3
Building Community Choice
Building on Basics
The current initiatives, Community Capital Improvement Program (CCIP) and the Street Maintenance
Program (SMP), will expire on December 31, 2025. With only one annual election opportunity (November),
staff are recommending seeking these tax renewals in 2024. Both programs are a dedicated ¼- cent sales
tax which equated to 25 cents on a $100 purchase. Over the 10-year program (2016-2025) each ¼-cent
is estimated to generate approximately $80.0 million for community-wide investments.
CCIP Considerations
The current CCIP package includes both stand-alone capital projects (Willow Street, Lincoln Avenue
Bridge, White Water Park, etc.) and fund buckets dedicated to specific uses (Bicycle Infrastructure
Improvements, Sidewalk ADA Compliance, Arterial Intersection Improvements, etc.). Historically, almost
half of the capital packages have been utilized for transportation related activity including serving as a
means to match and acquire grant funding.
Potential Projects
Staff have begun initial internal meetings to outline a workplan for a November ballot referral. Part of that
work includes reviewing adopted plans for potential project candidates. These early meetings have
generated the following ideas:
Transportation/Engineering:
Arterial improvements
Bike infrastructure
Sidewalk/ADA improvements
Bus stop improvements and bus replacement
Howes (street conversions)
Other Funds:
Affordable Housing
Nature in the City
Active Mode Infrastructure
Capital Projects:
Civic Center advancement
Car Barn advancement
Park Improvements (Martinez)
Parks shop
Transfort maintenance site
Lincoln Center upgrades
North College Community Hub
Composting facility
Page 60
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 3 of 3
Trail strategic plan components
River masterplan (another reach)
Mountain Avenue re-design
Children's Garden renovation
Mulberry Pool Replacement
Pickleball expansion
Mountain biking facility (site TBD)
Along with project identification, staff are developing a guidance template to both help and ensure costing
estimates are realistic and account for contingency and inflation. Past packages have also included 5 years
of operation and maintenance funding if they require staffing and/or landscape or other maintenance.
Street Maintenance Program (SMP)
The SMP is intended to provide preventative maintenance to prolong the life of our streets. Streets are
evaluated through visual inspection and testing and analysis that leads to a Pavement Condition Index
(PCI) rating from excellent to poor. The Street Maintenance Program improves concrete curb, gutter and
sidewalk; constructs handicap access ramps; repairs deteriorating asphalt; and reconstructs, overlays or
slurry seals existing streets. With current funding levels, the SMP anticipates performing street
maintenance treatments on approximately 40 to 50 miles of streets per year.
Since 2010, street lane-miles have increased by 181 on a base of 1,813. This means current funding is
stretched even further.
Council Timeline
Currently the project team has scheduled Council work sessions on April 23 and June 11. Staff anticipates
another work session in July and then a ballot referral at the August 20 regular meeting. In between these
full council meetings, the team will be working with Council Finance Committee and engaging the public.
The ballot referral is typically done by a resolution that refers an ordinance to the voters. The ballot
addresses the funding package. Should the program be renewed, Council would then provide direction on
the timing of the projects. Previous language is provided on slides 19 and 20 in the power point.
NEXT STEPS
March 2024 discussion item with Council Finance Committee to develop guiding principles and take
input on potential CCIP projects
Council Work Sessions (2) and Finance Committee Meetings (2) Q1-Q3 2024
ATTACHMENTS
1. Current Tax Stack
2. Historical Voter Approved Sales Tax Initiatives
3. Presentation
Page 61
Item 3.
Page 62
Item 3.
CHOICES ’73:
DESIGNING TOMORROW TODAY
(1-cent) 1973-1980
• Comprehensive Land Use Master Plan
• Avery House purchase
• Downtown Redevelopment projects
• Main Library
• Lincoln Center
• Fire Station #4
• Mulberry Pool
• City Hall Building
• Open Space land acquisition
• Parks acquisition
• Sewer to Andersonville and Alta Vista
• Storm Drainage Program
• Comprehensive Transportation Study
• Bus System
• Street Improvements
PROJECT RECAP
(¼-cent) 1984-1989
• Major Street Improvements
- Lemay, Horsetooth to Harmony
- Shields Street Improvements
* Intersections at Mulberry, Prospect, Laporte
* Widening and bike path, Prospect to Laurel
- Timberline/Prospect Intersection
- Prospect, Shields to Taft Hill
- College Avenue Medians, Horsetooth
to Creger
- Prospect/Taft Hill Intersection
- Mulberry/Canyon Intersection
- Street Major Maintenance Program
- Bikeways on College, Timberline
and Horsetooth
• Sidewalk Pedestrian Access Ramps
• Indoor Pool Renovation
• Poudre Fire Authority equipment replacement
and land acquisition
• Open Space and Trails acquisition
and construction
EDORA POOL ICE CENTER (EPIC)
(¼-cent) 1985-1989
CHOICES 95
(¼-cent) 1990-1997
• Major Street Improvements
- Shields, Davidson to Casa Grande
- Prospect Intersection Improvements
* Lemay
* Taft Hill
* College
- Prospect, Shields to Taft Hill
- Shields, Laurel to Prospect
- Eastside Neighborhood Intersections
- Drake, Canterbury to Taft Hill
- Timberline Extension, Prospect
to Summitview
- College/Drake Intersection
• Fire Station #10 Land Acquisition
• Fire South Battalion
• Lincoln Center Restrooms
• Parks and Open Space Projects
• Senior Center
• Eastside Neighborhood Park
• Southwest Community Park Land Acquisition
• Park Enhancements -- Buckingham and Edora
• Indoor Pool Renovations
NATURAL AREAS TAX
(¼-cent) 1992-1997
Voter Approved Sales Tax Initiatives 1973-2030
Page 63
Item 3.
BUILDING COMMUNITY CHOICE
(Three Separate ¼-cents) 1997-2005
Community Enhancements
• City/School District Community Projects
• Shields Street, Horsetooth to Troutman
• Police Building Land
• Northeast Truck Route
• Library Technology
• New Main Library Land
• Prospect, Poudre River to Summitview
• Performing Arts Center Land
• Taft Hill Road, Drake to Derby
• EPIC Second Ice Sheet
• Northside Aztlan Community Center
Streets and Transportation
• Pavement Management Program
• Pedestrian Plan
• Mason Trail
• North College Corridor
Natural Areas and Parks
• Natural Areas Acquisition
• Community Park Improvements
• Community Horticulture Center
• Gardens on Spring Creek
• Fossil Creek Community Park
• Regional Trails
OPEN SPACE YES!
(¼-cent) 2006 - 2030
Renewal of BCC Natural Areas and Parks ¼-cent
tax for Open Space Acquisition and Maintenance
STREET MAINTENANCE
(¼-cent) 2006-2015 and 2016-2025
BUILDING ON BASICS
(¼-cent) 2006-2015
• Library Technology
• Fort Collins Museum/Discovery Science
Center Joint Facility
• Lincoln Center Renovation/Cultural
Facilities Plan
• Park Upgrades and Enhancements
• Fort Collins Senior Center Expansion
• Police Services CAD Replacement
• Harmony Road, Seneca to College Avenue
• Intersection Improvements and Traffic Signals
• North College Avenue Improvements
• Timberline Road, Drake to Prospect
• Transit Fleet Replacement Buses
• Bicycle Program Plan Implementation
• Pedestrian Plan and ADA Improvements
KEEP FORT COLLINS GREAT
(.085 cents) 2011-2021
• 33% Street Maintenance and repair
• 17% Other Transportation needs
• 17% Police Services
• 11% Poudre Fire Authority
• 11% Parks Maintenance and
Recreation Services
• 11% Other Community Priorities
CAPITAL IMPROVEMENT PROGRAM
(¼-cent) 2016-2025
• Downtown Poudre River Improvements
• Gardens on Spring Creek Visitor’s Center
• Club Tico Renovations
• City Park Train
• Sidewalk Improvements
• Bike Under/Over Passes
• Nature in the City
• Affordable Housing Fund
Voter Approved Sales Tax Initiatives 1973-2030
Page 64
Item 3.
Headline Copy Goes Here
Travis Storin -Chief Financial Officer
Ginny Sawyer -Lead Policy and Project Manager
Community Capital Improvement
Program and Street Maintenance
¼-cent Tax Renewals
February 13, 2024
Page 65
Item 3.
Headline Copy Goes HereDirection Sought
2
What questions do Councilmembers have on
past programs and initiatives?01
What questions or suggestions do
Councilmembers have regarding the proposed
process and timeline to refer these renewals?
02
Do Councilmembers have questions or
suggestions on potential future projects to be
included in a capital renewal package?03
Page 66
Item 3.
Headline Copy Goes HereHistory of Dedicated Taxes
3
Tax Rate History
2.25%
Base on-going rate from
1984-2021
2.85%
Base rate starting in 2021 with the
addition of .60 increase from
Keep Fort Collins Great
3.00%
Total rate from 1994-2016
3.85%
Total rate from 2016-2024
4.35%
Page 67
Item 3.
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4
Tax Renewals Over Time
Long-term Look at Possible Tax Renewals
ASSUMES 10 YEAR TERMS
20502045204020352030202520202015
YEAR
Open Space Yes
(25 yr.) | 2006 -2030
KFCG
(10 yr.) | 2011 -2020
KFCG.25
(10 yr.) | 2021 -2030
Assume KFCG
(10 yr.) | 2031 -2040
Street Maintenance
(10 yr.) | 2016 -2025
Assume Street Maintenance
(10 yr.) | 2026 -2035
Assume Street Maintenance
(10 yr.) | 2036 -2045
Community Capital
Improvement
(10 yr.) | 2016 -2025
Assume
Capital Renewal
(10 yr.) | 2026 -2035
Assume
Capital Renewal
(10 yr.) | 2036 -2045
Page 68
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Streets Maintenance Program
5
Page 69
Item 3.
Current Road System Conditions
6
BRIDGES STREETS TRAFFIC
•“Condition State” is one factor used to define levels of service.
•Other factors include compliance with regulations, sustainability, quantity, and equity.
Page 70
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7
Street Maintenance Program (SMP)
Page 71
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8
Street Maintenance Program (SMP)
•¼-cent SMP tax historically
used exclusively for Streets
department.
•During the 2023-2024 BFO
Cycle, $2.0 M of SMP funds
used to address critical
bridge and traffic
infrastructure needs.
•Current practice is to address
the road system wholistically:
bridges, streets, and traffic.
This is intended to provide
efficiencies by increasing
collaboration and supporting
strategic project planning.
Page 72
Item 3.
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9
Roadway Assets
Page 73
Item 3.
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10
Street Maintenance Program (SMP)
Page 74
Item 3.
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Community Capital Improvement (CCIP)
11
Page 75
Item 3.
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12
Current CCIP Package
Historic Engineering/Transportation-Type Funds
•Arterial Intersection Improvements $6.0 M
•Bicycle Infrastructure Improvements $5.0 M
•Bike/Ped Grade Separated Crossing Fund $6.0 M
•Bus Stop Improvements $1.0 M
•Pedestrian Sidewalk / ADA-Compliance $14.0 M
•Transfort Bus Fleet Replacement $2.0 M
New Fund Buckets
•Affordable Housing Fund $4.0 M
•Nature in the City $3.0 M
Historic Capital-Type Projects
•Lincoln Ave. Bridge $5.3 M
•Linden St. Renovation $3.0 M
•SE Community Center w. Pool $14.0 M
•Gardens on Spring Creek Visitor's Center $2.0 M
•Willow Street Improvements $3.5 M
•Carnegie Bldg. Renovation $1.0 M
•City Park Train $350K
•Club Tico Renovation $250k
•Downtown Poudre River Enhancements
Whitewater Park $4.0 M
Approximately $75.0 M in total project costs.
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Item 3.
Headline Copy Goes Here
13
Early Idea List
Transportation/Engineering:
•Arterial improvements
•Bike infrastructure
•Sidewalk/ADA improvements
•Bus stop improvements and bus
replacement
•Howes (street conversions)
Capital Projects:
•Civic Center advancement
•Car Barn advancement
•Park Improvements (Martinez)
•Parks shop
•Transfort maintenance site
•Lincoln Center upgrades
•North College Community Hub
•Composting facility
•Trail strategic plan components
•River masterplan (another reach)
•Mountain Avenue re-design
•Children's Garden renovation
•Mountain biking facility, site TBD
•Mulberry Pool Replacement
•Pickleball expansion
Other Funds:
•Affordable Housing
•Nature in the City
•Active Mode Infrastructure
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Item 3.
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Timeline and Next Steps
14
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Item 3.
Headline Copy Goes Here2024 Renewal
15
Why Now?
•With only one election annually want to provide runway for any
potential need of a second election.
•Adopting the 2026 budget cycle without confirmation of this
funding requires considering a budget with funding and a budget
without funding.
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Item 3.
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16
Timeline
February 13 Work
Session
Feb/March June/July NovemberAugustApril/May
June 11 Work
Session
ElectionMayCouncil Finance
Committee (refine
potential projects)
Begin Engagement
August 20 Regular
Meeting-Refer
Ballot Language
March Council Finance
Committee (develop
guiding principles, input
on potential projects)
Develop Engagement
Plan
April 23 Work
Session
July 16 Work
Session
Continue
Engagement
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Item 3.
Headline Copy Goes HereDirection Sought
17
What questions do Councilmembers have on
past programs and initiatives?01
What questions or suggestions do
Councilmembers have regarding the proposed
process and timeline to refer these renewals?
02
Do Councilmembers have questions or
suggestions on potential future projects to be
included in a capital renewal package?03
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Item 3.
Previous Ballot Language
18
BALLOT ISSUE NO.1
A City-Initiated Question
Extending the Expiring Twenty-five Hundredths Percent (0.25%) "Building on Basics" Capital Projects Sales and Use Tax
for a Period of Ten Years for the Purpose of Obtaining Revenue for the "Community Capital Improvement Program"
Capital Projects and Related Operation and Maintenance
WITHOUT RAISING ADDITIONAL TAXES, SHALL THE CITY'S EXISTING 0.25% SALES AND USE TAX (25 CENTS ON A $100
PURCHASE) APPROVED BY THE VOTERS IN 2005 FOR THE "BUILDING ON BASICS" CAPITAL PROJECTS PROGRAM BE
EXTENDED FROM ITS CURRENT EXPIRATION AT THE END OF DECEMBER 31, 2015, THROUGH THE END OF DECEMBER 31,
2025; PROVIDED THAT THE REVENUE DERIVED FROM THE EXTENSION OF SUCH TAX SHALL BE USED TO PAY THE COSTS OF
PLANNING, DESIGN, REAL PROPERTY ACQUISITION, AND CONSTRUCTION OF THE FOLLOWING CAPITAL PROJECTS AS PART
OF THE "COMMUNITY CAPITAL IMPROVEMENT PROGRAM", AND TO PAY FIVE (5) YEARS OF OPERATION AND
MAINTENANCE ("O&M") FOR CERTAIN OF THESE CAPITAL PROJECTS AS SPECIFIED BELOW, ALL SUBJECT TO THE TERMS AND
CONDITIONS OF PROPOSED ORDINANCE NO. 013, 2015:
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Item 3.
Previous Ballot Language
19
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Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 6
February 13, 2024
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Alice Conovitz, Water Conservation Specialist
Mariel Miller, Water Conservation Manager
SUBJECT FOR DISCUSSION
2024 Water Efficiency Plan Status.
EXECUTIVE SUMMARY
The purpose of this item is to describe the state-mandated Fort Collins Utilities (Utilities) Water Efficiency
Plan (WEP) and the 2024 update process. The updated WEP will set conservation goals, incorporate
extensive public engagement focusing on marginalized community members, and employ numeric
modeling and an equity analysis to help prioritize future water conservation and efficiency strategies.
Potential strategies include education, voluntary incentives, regulations, and standards. The Agenda Item
Summary also provides background on water use and Utilities’ work to manage water supply and
demand.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What is Council’s vision for the Water Efficiency Plan and how it addresses water conservation and
efficiency?
2. What does Council need to know from our engagement, equity, analysis, and water demand modeling
efforts?
BACKGROUND / DISCUSSION
Water is an essential resource for all of us. The City of Fort Collins and Utilities have a strong commitment
to ensure its efficient use. Utilities is updating its 2015 WEP (Attachment 1). The updated plan will:
meet Colorado Water Conservation Board (CWCB) requirements
set new goals to reduce the amount we use within the Utilities water service area
guide water use for Utilities customers and the City organization
inform Utilities planning decisions and better use of resources
By updating our water efficiency goals and strategies, we aim to continue reducing water use in our service
area to increase equitable and resilient outcomes for all community members through minimizing the
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Item 4.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 2 of 6
frequency and severity of water shortages and providing all customers the opportunity to participate in
conservation programs.
WEP recommended strategies are expected to include a mix of education and voluntary incentives, such
as rebates, and required actions which could be implemented through codes, standards, and regulations.
New water conservation goals and strategies set in the WEP will focus on long -term reductions in water
demand to minimize the frequency and severity of water shortages for Utilities’ water customers. In
contrast, short-term responses to water shortages are defined in Fort Collins City Code Section 26-167
and the City’s Water Shortage Action Plan1 (WSAP).
Alignment
The WEP aligns with the City of Fort Collins’ Strategic Objective ENV 4.4, “Provide a resilient, reliable, and
high-quality water supply,” and the Water Utility’s mission statement, “We are a One Water Utility, providing
exceptional water services for our community through integrated, resilient, and equitable practices and
systems.” Other City and state policies and plans that align include:
Water Supply and Demand Management Policy
WSAP
Our Climate Future
City of Fort Collins 2022 Strategic Plan
Municipal Sustainability and Adaptation Plan
City Plan
Colorado Water Plan
Collaboration with Other Water Providers
Certain areas within City limits are served by other neighboring utility providers. This creates complexities
around project planning, coordination, and customer communications. Other water providers have their
own WEPs that describe goals and strategies for their service areas; however, Utilities values these
partnerships and continues to look for ways to collaborate with other providers. To-date staff have had
several meetings with East Larimer County and Fort Collins-Loveland Water Districts to discuss the WEP.
Staff plans for future discussion related to identifying opportunities to work together on conservation and
efficiency strategies and will incorporate findings in the WEP.
WEP Update Process
The CWCB requires water providers to prepare WEPs to outline how they plan to enhance water efficiency
to combat increasing competition and demand for water. Utilities received grant funding ($160,000) from
the CWCB and a one-time budget enhancement offer (2023-2024; $145,000) to fund consultant support
for numeric water demand modeling, inclusive public engagement, and an equity analysis. The Utilities’
Water Conservation team (Water Conservation) began work on the WEP update in January 2023 and
targets completion by late 2024.
To steer the process and selection of water conservation goals and strategies, staff developed guiding
principles as a foundation for the WEP update. These are presented in Attachment 2. Building on the
guiding principles, the WEP update involves the following key tasks:
1 The WSAP establishes conditions and restrictions to manage Utilities' water use when there is a projected water
shortage. Restrictions work well in infrequent and severe situations , but frequent restrictions can have short- and
long-term impacts to businesses; landscapes, esp ecially tree health; and water revenue. Available online at
fcgov.com/WSAP.
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Item 4.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 3 of 6
Model water savings from conservation strategies under a range of current and potential
conditions, including climate, population, and population density.
o Water conservation and efficiency strategies selected for evaluation will be based on community
engagement and input from staff and leadership, as well as data availability and model capabilities.
Staff will prioritize the strategies based on potential water savings, equity, cost, resources, and
feasibility.
Engage with staff to identify conservation goals and strategies for how the City uses water.
o Follow a One Water2 approach, which aims to meet both community and ecosystem needs for
resilience and reliability through collaboration and integrated and equitable management of water
resources.
Engage with the community, with an emphasis on marginalized community members.
o Develop relationships with engaged community members by working with four compensated
Community Consultants who will connect with their networks; conduct focus groups with
marginalized and/or highly impacted community members; meet with the City’s Climate Equity
Committee; broadly distribute a survey designed to inform goals and strategies; and provide
materials in English and Spanish.
o OurCity (ourcity/fcgov.com/WEP) serves as the primary information source and survey hosting
platform.
Analyze equity of both the update process and proposed conservation and efficiency
strategies.
o Track engagement participation to determine if tactics to involve marginalized community members
in the WEP update process have worked.
o Perform gap analysis of strategies and the customer demographics that are likely to participate, to
evaluate if Utilities is creating opportunities for all customers to reduce their water bills and be more
resilient.
o Develop and implement an equity evaluation of the potential outcomes of strategies so equity can
be considered along with water savings potential and cost when prioritizing which strategies to
implement.
Water Use and Demand Management Overview
Utilities currently provides water to approximately 32,800 residential and 2,800 commercial customer
accounts. The 2022 estimated residential population served was 137,200. On average, residential
customers use about 60% of the treated water delivered each year and commercial customers use about
40%. Commercial customers include large irrigation-only accounts and landscapes like those maintained
by homeowner associations. Each year, indoor water use accounts for about 57% of total treated water
used, while outdoor and seasonal uses are about 43% of the annual total on average. The 2022 Water
Conservation Annual Report (Attachment 3) summarizes current treated water demands by sector and
savings from conservation programs.
Since 2000, population has grown by 16% while water use within Utilities’ water service area has
decreased by 34% per capita. However, that rate of decrease slowed between years 2020-2022.
2 One Water is an integrated planning and implementation approach to managing finite water resources for long-term
resilience and reliability, meeting both community and ecosystem needs , as defined by the Water Research
Foundation in the 2017 Blueprint for One Water. Utilities anticipates developing a One Water strategic plan by 2025.
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Item 4.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 4 of 6
Water Conservation staff develop and implement strategies to save water. These activities include
planning, programming, and policies for indoor and outdoor water use by residential, commercial, and
multi-family customers. Our current programs (residential: fcgov.com/save-water and commercial:
fcgov.com/water-efficiency) largely focus on incentives and education around reducing water use at
existing properties. For new construction, Water Conservation has more recently addressed developing
efficiency-related development standards and codes.
The current WEP set a water conservation goal to reduce Utilities’ customer use to 130 gallons per capita
per day (GPCD)3 by 2030 and outlines five key areas of opportunity. Since then, staff have made significant
progress within these areas, including:
leveraging meter technology to provide customers with leak alerts and a data portal to track their use
sending monthly water use reports to all customers
creating more education and opportunities to reduce outdoor use with irrigation equipment rebates, at-
home sprinkler checkups, and water-efficient landscape conversion education and rebates
adding new programs and incentives for commercial customers
permitting graywater systems and increasing indoor fixture efficiency standards
In 2022, our programs saved an estimated 173 million gallons (531 acre-feet) of water. This is about 2.5%
of Utilities’ total treated water demand for 2022 (6.96 billion gallons or 21,359 acre-feet) and is more than
double the average annual savings from conservation programs prior to 2018. A portion of estimated
annual savings will persist into future years, such as savings from efficient toilet and landscape
installations. Many other strategies, such as educational campaigns, and influences, like weather, generate
water savings but are challenging to quantify and not included in annual water savings totals. In both 2021
and 20224, water use was 139 GPCD, 6.5% above the current WEP goal.
WEP Helps Provide a Reliable Water Supply
Utilities uses a multi-faceted approach to ensure a reliable and flexible water supply now and in the future.
The WEP is one of many tools used to manage a diverse portfolio of water rights and complexity of users
and water demands. Historically, during average and wet precipitation years, these water rights provide
more water than customers use. During hot and dry years, current supplies may not meet demands while
also maintaining a stored reserve of water for emergencies.5 Furthermore, we anticipate a future where
climate impacts and population growth increase demands and put pressure on Utilities to restrict water
use.
3 Water consumption is often characterized by daily, per person use, measured in gallons per capita per day (GPCD),
and is commonly used as an industry standard for benchmarking despite calculation methods that vary. Utilities
calculates GPCD by taking the total annual treated water demand (excluding large contractual customers) and
dividing by the service area population.
4 Utilities will publish the 2023 Water Conservation Annual Report in the first quarter of 2024. Due to a 123% increase
in precipitation during 2023’s irrigation season (compared to 5-year average) total treated water demand was
approximately 15% less than projected for the year and per capita water use for 2023 is estimated at 132 GPCD.
5 Section 2.1.3 of the City of Fort Collins Water S upply and Demand Management Policy states the water supply
planning criteria will include a storage reserve that equates to 20% of annual demand in storage through a 1 -in-50-
year drought. This is meant to address emergency situations like pipeline failures or wildfire impacts. The reserve
equates to about 3.7 months of average winter demand and about 1.5 months of average summer demand.
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Item 4.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 5 of 6
The approach and tools include:
Planning and modeling: Population growth and climate trends are used to generate water demand
forecasts. These demand forecasts inform the 2019 Utilities Water Supply Vulnerability Study6 and
strategic plans such as the WEP, Water Supply and Demand Management Policy, and Water Shortage
Action Plan. A new demand model is being developed as part of this WEP update.
Water supply storage: Storage infrastructure is critical to reliably save and deliver water. In addition
to the storage available in Joe Wright Reservoir, the 8,200 acre-feet (2.7 billion gallons) enlargement
of Halligan Reservoir through the Halligan Water Supply Project is essential for Utilities to meet
projected future demands without frequent water shortages and corresponding restrictions.
Conservation and efficiency: A suite of strategies guided by the WEP allows us to do more with the
supplies we have and, in the long-term, has the potential to minimize the frequency and severity of
future water shortages and corresponding restrictions.
WEP Minimizes Future Risks
The Water Supply Vulnerability Study (see footnote 7 and City Council Work Session on 3/24/2020)
identified key risks to Utilities’ water resources:
A warmer/drier climate poses the largest risk.
Reductions in Colorado-Big Thompson supplies would have significant impacts.
High water demands represent a significant vulnerability. It is important to implement conservation and
efficiency efforts and track demand trends.
Water storage is crucial. W ithout enlarging Halligan Reservoir, Utilities’ current water supply planning
criteria could not be met under most future climate and demand conditions. Also, water storage can
help capture water saved from conservation and efficiency efforts.
The 2024 Colorado Climate Center’s Climate Change in Colorado7 report documented a 2.3 degree
Fahrenheit increase in the statewide annual average temperature from 1980-2022, and projects
temperatures to rise an additional 1.0-4.0 degrees by 2050. For our region, the report notes slightly greater
future warming.
The Water Supply Vulnerability Study indicates that even with storage in an enlarged Halligan Reservoir,
a hotter, drier climate will require Utilities to impose water restrictions more frequently, based on projected
demand for 2065 population. Historically, Utilities has imposed mandatory water restrictions at a frequency
of 1-in-10 years in response to projected shortages from drought. Even if the Halligan Reservoir
enlargement is completed and precipitation amounts do not change relative to today, the Water Supply
Vulnerability Study projects that the need for mandatory restrictions would increase to about 3-in-10 years
with a 5 degree temperature increase. Other factors such as reduced precipitation, higher than anticipated
population increase or less focus on water conservation strategies would produce even greater frequency
and severity of water shortages and restrictions. Implementing thoughtful and thorough water conservation
and efficiency strategies can minimize the frequency and severity of water shortages and restrictions while
providing all customers the opportunity to participate in conservation programs to reduce their bills and be
more resilient to future shortages.
6 Available online at fcgov.com/utilities/img/site_specific/uploads/wsvs-final-report.pdf.
7 Available online at climatechange.colostate.edu.
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Item 4.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 6 of 6
NEXT STEPS
Anticipated next steps in February to December 2024:
Conduct engagement
Complete modeling
Conduct equity analyses
Prioritize strategies
Q3 2024: Share results at a Council Work Session and with relevant Boards and Commissions
Complete remaining work to finalize decisions and prepare plan
Q4 2024: Seek Board and Commissions’ recommendations and Council approval, then submit to
Colorado Water Conservation Board
2025-2032: Implement prioritized water conservation strategies, which may include seeking additional
resources including funding, training, and additional staff
2032: Next State required WEP update submittal
ATTACHMENTS
1. 2015 Water Efficiency Plan
2. Water Efficiency Plan Guiding Principles
3. 2022 Water Conservation Annual Report
4. Presentation
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Item 4.
City of Fort Collins
2015
Water
Efficiency
Plan
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Item 4.
i
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Item 4.
ii
TABLE OF CONTENTS
List of Tables ..................................................................................................................................... iii
List of Figures .................................................................................................................................... iii
Acronym List .......................................................................................................................................
Executive Summary ............................................................................................................................1
1.0 Profile of Existing Water Supply System ...................................................................................3
1.1 Overview of Existing Water Supply System .................................................................................. 5
1.2 Water Supply Reliability ................................................................................................................ 9
1.3 Supply-side Limitations and Future Needs ................................................................................. 10
2.0 Profile of Water Demand and Historical Demand Management .............................................. 12
2.1 Demographics and Key Characteristics of the Service Area ....................................................... 12
2.2 Historical Water Demands .......................................................................................................... 12
2.3 Past and Current Demand Management Activities .................................................................... 20
2.4 Demand Forecasts....................................................................................................................... 21
3.0 Integrated Water Supply and Demand Management Planning ............................................... 24
3.1 Water Efficiency and Water Supply Planning ............................................................................. 25
3.2 Water Efficiency Goals ................................................................................................................ 28
4.0 Selection of Water Efficiency Activities .................................................................................. 31
4.1 Summary of Selection Process .................................................................................................... 31
5.0 Implementation and Monitoring ........................................................................................... 36
5.1 Implementation .......................................................................................................................... 36
5.2 Monitoring .................................................................................................................................. 37
6.0 Chapter 6: Adoption, Public Review and Formal Approval ...................................................... 39
6.1 Adoption of New Policy............................................................................................................... 39
6.2 Public Review Process ................................................................................................................. 39
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iii
6.3 6.3 Local Adoption and State Approval Processes ...................................................................... 42
6.4 6.4 Periodic Review and Update ................................................................................................. 42
Glossary........................................................................................................................................... 43
Appendix A: Materials related to Chapter 1 ..................................................................................... 46
Appendix B: Materials related to Chapter 2 ...................................................................................... 48
Appendix C: Materials related to Chapter 3 ...................................................................................... 56
LIST OF TABLES
Table 1.1 Raw Water Yield in 2014 ................................................................................................................................ 7
Table 1.2 Water Supply Limitations and Future Need ................................................................................................. 10
Table 2.1 Treated Water Use by Customer Category .................................................................................................. 15
Table 2.2 System Water Loss Estimates ...................................................................................................................... 19
Table 2.3 List of Current Water Conservation Activities .............................................................................................. 21
Table 4.1 Areas of Opportunity ................................................................................................................................... 33
LIST OF FIGURES
Figure 1.1: Water Service Area and surrounding Water District boundaries ................................................................ 4
Figure 1.2 City of Fort Collins Utilities Water Supply System Map ................................................................................ 6
Figure 2.1 Treated water use and population ............................................................................................................. 13
Figure 2.2 Average daily treated water demand ......................................................................................................... 14
Figure 2.3 Water use by customer category, 2010-2014 average ............................................................................... 16
Figure 2.4 Water use in gallons per capita per day and weather data ........................................................................ 17
Figure 2.5 Estimated indoor and outdoor use, 2010-2014 average ............................................................................ 18
Figure 2.6 Treated water demand, historical planning levels, and population ........................................................... 23
Figure 3.1 Water efficiency goal, demand and population ......................................................................................... 29
Figure 3.2 Historical GPCD and New Efficiency Goal ................................................................................................... 30
Figure 6.1 Diagram of Water Sources, Key Infrastructure and Customers ................................................................. 40
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Item 4.
ACRONYM LIST
AF Acre Foot (equals 325,851 gallons)
AMFC Advanced Meter Fort Collins
BFO Budgeting for Outcomes
BMP Best management practice(s)
C-BT Colorado-Big Thompson
CAP Climate Action Plan
CWCB Colorado Water Conservation Board
ELCO East Larimer County Water District
FCLWD Fort Collins - Loveland Water District
GMA Growth management area
GPCD gallons per capita per day
LCU Large commercial users
MG Million gallons
MGD Million gallons per day
NCWCD Northern Colorado Water Conservancy District or “Northern Water”
NEPA National Environmental Policy Act
NPIC North Poudre Irrigation Company
PRPA Platte River Power Authority
RWR Raw water requirement; requirement to provide water for any new development that
occurs within the Utilities water service area
SWSI Colorado Water Conservation Board’s Statewide Water Supply Initiative
TAZ Traffic analysis zone
WEP TAG Water efficiency plan technical advisory group
WSDMP Water Supply and Demand Management Policy, 2012
WSSC Water Supply and Storage Company
WTF Water Treatment facility
WFCWD West Fort Collins Water District
WQA Winter quarterly average (Dec, Jan and Feb use)
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Item 4.
Draft: February 17, 2016
EXECUTIVE SUMMARY
The City of Fort Collins Utilities has a strong commitment to ensure the efficient use of its natural
resources. The Utilities’ Water Conservation Program is nearly 40 years in the making and has resulted in
lower per capita water use, even as population has grown significantly. These programs have benefited
the Utilities by delaying or avoiding significant capital costs and have benefited customers through
reduced water bills. The additional benefits to the City and the community include development of a
conservation ethic, demonstration of a commitment to sustainability, support of economic health,
enhanced resilience during drought periods, preparation for potential effects of climate change, and
provision of water for other beneficial purposes such as agriculture, ecosystem services, recreation, and
aesthetics.
This Water Efficiency Plan (WEP) is an update to the Water Conservation Plan approved by the Colorado
Water Conservation Board in 2010. “Water efficiency is doing more with less – not doing without” – the
term “efficiency” has replaced “conservation” because efficiency includes conservation and is a more
appropriate term for the range of tactics needed in Colorado.1 The 2010 Plan set a goal of 140 gallon per
capita per day (GPCD) by the year 2020. This updated Plan proposes a new goal of 130 GPCD by 2030.
The GPCD in 2014, normalized to account for weather, was 143 (without weather-normalization, GPCD
was 139); for reference, the normalized GPCD in 2001 was 198.
Efficiency and Conservation activities
Fort Collins Utilities has a robust water conservation program with activities that touch on many
different uses and affect the entire community. The Water Conservation team will continue to build on
existing programs and develop new approaches to conservation. Programs will be evaluated for
effectiveness in water efficiency, customer service, and technical excellence. The overall mission is to
cultivate a water efficient, adaptive, and knowledgeable customer base through education and cost-
effective water efficiency programs while supporting the City’s Strategic Plan and its social,
environmental, and economic health.
The Water Conservation team has identified five key areas of opportunity for greater water efficiency:
• Leverage Advanced Meter Fort Collins data and capabilities
• Promote and support greater outdoor water efficiency
• Encourage greater integration of water efficiency into land use planning and building codes
• Expand commercial and industrial strategies
• Increase community water literacy
Actions will be guided by the following implementation principles:
• Employ sophisticated data-driven processes and decision-making
• Coordinate and support symbiotic efforts within Utilities and across the City
• Cultivate new and bolster existing community and statewide partnerships
1 http://cwcb.state.co.us/water-management/waterEfficiency/Pages/main.aspx
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Item 4.
2
Plan Development Process
The content and organization of this plan was developed using the Colorado Water Conservation
Board’s municipal water efficiency plan guidance document, as it is a state requirement to submit an
updated Plan every 7 years. This plan was developed with input from the community and a technical
advisory group: Water Efficiency Plan Technical Advisory Group (WEP TAG). The WEP TAG included
Utilities and City staff as well as Water Board members. A draft of this WEP was presented to City
Council at the October 13, 2015 work session and received positive feedback. Following this
presentation, Water Conservation staff held a public comment period and performed additional
outreach activities. This plan was approved and adopted by the Fort Collins City Council on March 1,
2016.
Note: this document includes several technical terms and abbreviations. An acronym list is provided
after the table of contents for reference and a glossary is included at the end of the document to
provide additional technical detail.
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Item 4.
3
1.0 PROFILE OF EXISTING WATER SUPPLY SYSTEM
The City of Fort Collins is located 65 miles north of Denver in Larimer County, nestled between the Rocky
Mountains foothills and the Eastern Plains of Colorado. Horsetooth Reservoir borders Fort Collins to the
west and the Cache la Poudre River winds its way through north Fort Collins before reaching the South
Platte River to the east of Greeley, CO.
The Fort Collins Utilities service area boundaries for water do not perfectly match the Fort Collins city
limits.2 Fort Collins-Loveland Water District (FCLWD) and East Larimer County Water District (ELCO)
provide water to some areas within the city limits and will most likely serve additional city residents in
the future.3 Furthermore, Fort Collins Utilities provide water service to some customers beyond the city
limits; this is primarily northwest of Fort Collins, including providing wholesale water to West Fort Collins
Water District (WFCWD). Figure 1.1 shows the Utilities service area and the neighboring water district
services areas with respect to the Fort Collins Growth Management Area (GMA) and the official city
limits. Fort Collins Utilities currently serves about 75% of Fort Collins’ residents and businesses.
Note that this Chapter contains an abbreviated set of information on the Water Supply System; for a
more detailed account, see the City of Fort Collins’ Water Supply and Demand Management (Policy)
Report (dated April 2014)4. The updated Policy, which was approved by City Council in late 2012, serves
as a guide for the Fort Collins Utilities to a sustainable and integrated approach to 1) ensuring an
adequate, safe, and reliable supply of water for the beneficial use by customers and the community, and
2) managing the level of demand and the efficient use of a scarce and valuable resource consistent with
the preferences of customers and in recognition of the region’s semi-arid climate.
2 Fort Collins Utilities is an enterprise and does not receive funds from the City of Fort Collins general fund. Water
Conservation is entirely funded by the Water Fund.
3 The Fort Collins Utilities service area is landlocked by neighboring water districts. There will be little new
development and mostly re-development of existing properties within the service area boundaries. Most land
available in Fort Collins for new development is outside of the water service area. This Plan only applies to the
Utilities’ water service area except where noted, such as collaboration with neighboring water districts.
4 http://www.fcgov.com/utilities/what-we-do/water/water-supply-demand/
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Item 4.
4
Figure 1.1: Water Service Area and surrounding Water District boundaries
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Item 4.
5
1.1 OVERVIEW OF EXISTING WATER SUPPLY SYSTEM
The Fort Collins Utilities’ water sources are surface supplies. The Utilities water supplies come from two
major systems: the Cache la Poudre River (Poudre River) Basin and the Colorado-Big Thompson (C-BT)
Project, often referred to as “Horsetooth Water”.5 The City’s water supply and treatment system
consists of several key facilities, which are illustrated in Figure 1.2 and include the Poudre River
diversion structure and pipelines, Joe Wright Reservoir, Michigan Ditch, Horsetooth Reservoir, the
Water Treatment Facility, the Mulberry Reclamation Facility, and the Drake Reclamation Facility.6 Figure
1.2 includes Halligan Reservoir, which is currently owned by Fort Collins Utilities but operated by the
North Poudre Irrigation Company (NPIC). A discussion of the Halligan Water Supply Storage Project is
located in the “Storage” portion of the System Reliability section below. The City’s Water system
contains approximately 540 miles of pipeline and 34,298 connections. In addition to treated water, the
City diverts about 3,000 to 4,000 acre-feet of raw water to irrigate City parks, golf courses, a cemetery,
greenbelt areas, some school grounds, and for the purposes of meeting some contractual raw water
delivery obligations. In 2014, the City of Fort Collins Utilities supplied 7.4 billion gallons of water to
approximately 130,200 people.7
From the beginning of the City of Fort Collins Water Utility in the 1880s up to the early 1960s, the City
depended primarily on direct flow rights to the Cache la Poudre River (Poudre River) to satisfy its water
demands. Direct flow rights are water rights that can be taken for direct use, as opposed to storage
rights that can be taken for later use. The first water right was obtained in 1889 and four other senior
direct flow rights were obtained in the early 1900s; these currently allow the Utilities to divert an
average of 11,300 acre-feet of raw water annually. In the late 1950s, the Utilities acquired its first 6,000
units of Colorado-Big Thompson (C-BT) Project water. To date, the Utilities owns about 18,855 units of
CB-T water. In addition to these two major sources of water, the Utilities began to acquire shares of
several local irrigation company stocks starting in the 1960s, in part to expand the Utilities’ water supply
portfolio and in part as developers turned over the water rights from lands they were building over in
order to satisfy the raw water requirements for new development.8
5 Horsetooth Reservoir borders the City of Fort Collins and is an East Slope terminal reservoir in the C-BT system.
For more information on the Colorado-Big Thompson Project, which is operated and maintained by Northern
Water and the U.S. Bureau of Reclamation, please see: http://www.northernwater.org/WaterProjects/C-
BTProject.aspx
6 The Water Treatment Facility chemically treats up to 87 MGD (million gallons per day). The Mulberry Water
Reclamation Facility employs physical, biological, and chemical processes to treat up to 6 MGD. The Drake Water
Reclamation Facility employs similar processes and treats up to 23 MGD of wastewater.
7 One acre-foot of water is equivalent to 325, 851 gallons of water. 7.4 billion gallons of water is approximately
equal to 22, 710 acre-feet of water.
8 The use of “City” vs. “Utilities” may be confusing in this section. Nearly all water rights are in the name of the City
of Fort Collins; however, the majority of the water rights are utilized and administered by Fort Collins Utilities. The
Parks Department and the Natural Areas Department also use some of the water rights and are responsible for
them. The districts (ELCO and FCLWD) serve some residents and businesses within the Fort Collins GMA, however,
they each have their own water rights.
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Figure 1.2 City of Fort Collins Utilities Water Supply System Map
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Table 1.1 shows the average annual yield of the Utilities’ various water sources. For more detailed
information on each supply source, see Appendix A. The Utilities’ average annual raw water yield as of
2014 is approximately 75,245 acre-feet, but the actual treatable average annual yield is closer to 55,000
acre-feet per year. The treatable water right yield is lower due to legal constraints, such as agricultural
rights that have not been converted for municipal use, ditch losses, water right volumetric limitations
and return flow obligations. The Utilities’ modeling has shown that the current firm yield of its system is
approximately 31,000 acre-feet per year.9 During the summer months, however, much of the Utilities’
water rights yield more water than the demands of the service area customers. Both the raw water yield
and treatable yield are reduced in dry years, requiring more storage water to meet demands.
Table 1.1 Raw Water Yield in 2014
Source acre-feet
Poudre River Direct Flow 11,300
Joe Wright-Michigan Ditch 5,500
Northern Water (CBT) 14,330
North Poudre Irrigation Company10 19,850
Pleasant Valley & Lake Canal Company 7,760
PRPA Reuse Plan 2,310
Southside Ditches 11 10,760
Water Supply and Storage Company 2,240
Miscellaneous12 1,195
Average Raw Yield Total 75,245
Note: Yields are the approximate average annual yields and are
not representative of a dry year conditions and do not reflect
other constraints of the system.
9 This assumes a 1-in-50 year drought; Firm yield is commonly determined by calculating the maximum constant
annual demand (quantity of water) that can be met with the available supply during a specified multi-year
hydrologic period.
10 These sources are only partially available for municipal use.
11 The Southside ditches refer to Arthur, Larimer No. 2, New Mercer, and Warren Lake irrigation companies.
12 These are relatively small contributors to the overall raw yield and include shares in Chaffee Ditch, Boxelder
Irrigation Ditch Company, Lake Canal Company, Louden Irrigating Canal and Reservoir Company.
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Reusable Supplies:
An important part of the City’s water supplies are sources that are reusable. Typically, this is water that
is imported from another basin or comes from specific in-basin sources that may be totally consumed
through succession of identified uses. For Fort Collins, this includes much of the Michigan Ditch and Joe
Wright Reservoir water and portions of the Southside Ditches water that has been converted from
agricultural use to municipal use.
A sizeable portion of the Utilities treated water supplies are reusable.13 Much of this is used as part of a
Reuse Plan which involves the City, Water Supply and Storage Company (WSSC) and Platte River Power
Authority (PRPA) 14. Reusable sources owned by the City and WSSC are used Utilities’ customers and the
reusable effluent is used by PRPA at their Rawhide Power Plant facility. In turn, PRPA provides Windy
Gap water to the City.
Raw Water Requirements:
Developers are required to provide water for any new development that occurs within the Utilities
water service area. The amount is determined by the Utilities; the developer is assessed a raw water
requirement (RWR) for any new development that occurs within the service area. This practice originally
began in the 1960s when two acre-feet per acre of land developed was required. Because water use
varied considerably depending on the type of use for any given area, a study was done in 1983-84 to
develop the existing method of assessing the RWRs, which attempts to more closely assess the
requirements based on actual use.
The formula for residential development considers the density, and an estimate of indoor and outdoor
use. The RWR is calculated by multiplying the water use estimate by a “water supply factor” that is used
to reflect the variability in supply and demand from year to year as well as other unaccounted for water
use.15 Non-residential requirements are based on tap size. Water use is analyzed for all non-residential
customers for a given tap size and the requirements are based on those results. Since there is a lot of
variability within each tap size, a raw water surcharge is assessed for any annual use exceeding an
annual allotment.16
Developers and builders may satisfy the RWR by either turning over water rights acceptable to the City
or paying cash in-lieu-of the water rights. The City uses in-lieu payments to purchase additional water
rights or implement other means of increasing the firm yield of the Utilities’ water supply, such as
developing storage capacity. The in-lieu fee is evaluated and, if needed, revised to reflect the costs
associated with developing the required water supplies (e.g., market price of water rights).
13 This refers to the total amount of water used, not to the total amount of water feasibly available in a given year.
14 2012 Water Supply and Demand Management Policy (2014 Report).
15 The current water supply factor is 1.92. This equation is used to determine the residential RWR is as follows:
RWR = 1.92 x [(.18 x Number of Dwelling Units) + (1.2 x Net Acres)]
16 Requirements vary from .90 acre-feet for a 3/4 inch meter to 9.60 acre-feet for a 2-inch meter. For larger
meters, the RWR is based on an estimate of water use.
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1.2 WATER SUPPLY RELIABILITY
Fort Collins Utilities is responsible for providing an adequate and reliable supply of water to its
customers. The planning criteria describe the water demand that can be reliably served under specified
drought conditions and the margin of safety the Utilities should have in place to address unforeseen
circumstances.17 The three main planning criteria used to develop the City’s water supply system are 1)
the drought criterion, 2) the storage reserve factor and, 3) the planning demand level. These criteria
determine the amount of water supplies and facilities the Utilities’ needs (e.g., the amount of storage
required) and should be conservative to account for inherent uncertainties in water supply planning.
Drought Criterion
The drought criterion states that in a 1-in-50 year drought the Utilities should be able to meet the
planning demand level. This is an important criterion because not only will demands often be higher in
drought periods due to less precipitation, water supply systems generally will also yield less water. The
Utilities has used a 1-in-50 year drought criterion since the original 1988 Water Supply Policy.
Storage Reserve Factor
A storage reserve factor is a criterion to have a certain percent of annual demand in storage through the
drought criterion (1-in-50 year drought). This storage reserve provides a short-term supply to address
emergency situations, such as pipeline shutdowns (which can and have occurred during drought
conditions). The Policy calls for a 20 percent storage reserve factor, which equates to about 3.5 months
of winter supplies or about 1.5 months of summer supplies.
Planning Demand Level
The planning demand level is the amount of demand the water supply system should be developed to
meet. Since acquiring water supplies takes many years, projecting future demands is required to
determine which supplies and/or facilities need to be acquired. The planning demand level is measured
in gallons per capita per day (GPCD) and is used along with projected population and projected large
contractual use (LCU) needs to determine future demand levels; population projections will be discussed
in detail in Section 2.4. The planning demand level is set higher than current use and current water
conservation goals to account for uncertainties in water supply planning that might reduce the Utilities’
water supply yield. The current Water Supply and Demand Management Policy set 150 GPCD as the
planning demand level, which is the average of 2006-2011 water use.
Impacts of Climate Change
Climate change could significantly impact the reliability of the Utilities’ supplies and/or the amount of
water required to maintain existing landscapes. These changes may include reduced snow pack, earlier
runoff, hotter and drier summers, and an increased recurrence of drought. A great deal of uncertainty
exists related to current climate change projections along the Colorado Front Range and its impact on
municipal water supply and demands. Current research indicates that changes in precipitation in this
area are uncertain but that temperatures will increase and therefore it is likely that runoff will come
17 Water Supply and Demand Management Policy Report (dated April 2014; approved by City Council in later
2012).
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earlier and in a shorter amount of time, precipitation may come more often as rain rather than snow,
and higher temperatures will increase outdoor demands and change growing seasons for existing
landscapes. For additional information refer to the CWCB 2014 report “Climate Change in Colorado: A
Synthesis to Support Water Resources Management and Adaptation”. 18
The Utilities’ water supply planning criteria and assumptions are conservative in part to account for
climate change based on the information to date. The City will continue to monitor climate change
information and, if necessary, will revise its water supply planning criteria and assumptions to ensure
future water supply reliability.
1.3 SUPPLY-SIDE LIMITATIONS AND FUTURE NEEDS
Table 1.2 lists the future water supply needs and challenges. The full use of the Utilities’ water rights in a
given year can be reduced by several physical and legal constraints. Legal challenges are related to
Colorado water laws and the administration of water rights. Some of the agricultural water rights owned
by the Utilities are not available for use because the shares need to be changed in Water Court to
municipal use.
The Colorado Water Conservation Board’s Statewide Supply Initiative (SWSI) predicts a significant gap
between water supplies and water demands along Colorado’s Front Range, starting in 2040 for the
Northern region of the South Platter River Basin.19 Fort Collins is a forward-thinking community and the
Utilities has identified water supply needed through 2065. Two key solutions to ensuring a reliable
supply system moving forward include storage development and water efficiency programs. Water that
is conserved may only be used for other beneficial purposes or at other times of the year if storage is
available for that unused water.
Table 1.2 Water Supply Limitations and Future Need
Future Need/Challenge Yes No
System is in a designated critical water supply shortage
area X
System experiences frequent water supply shortages
and/or supply emergencies X
System has substantial real or apparent water losses X
Experiencing high rates of population and demand
growth X
Planning substantial improvements or additions X
Increases to wastewater system capacity anticipated X
Need additional drought reserves X
Drinking water quality issues X
18 http://cwcb.state.co.us/environment/climate-change/Pages/main.aspx
19 Camp Dresser & McKee Inc. 2011. Colorado’s Water Supply Future: Colorado Water Conservation Board 2010.
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Storage Constraints
A primary physical constraint is the lack of storage capacity to manage and regulate the water rights
owned by the City. Additional water storage capacity is critically needed to increase the yield and
reliability of its water supply system. Operational storage is needed to meet return flow obligations
inherent with converted irrigation shares and provide other operational flexibility, which has recently
been met through the acquisition of Rigden Reservoir. Carryover storage is needed to capture water
during wetter years for use during drier years and also provide a storage reserve for unexpected
emergencies (e.g. a pipeline failure). Both types of storage are needed to increase the reliability and
redundancy desired to meet the water needs of our customers.
While the Utilities do have some year-to-year “carryover” storage capacity, much of this is already
allocated to meet return flow obligations and other contractual agreements. Northern Water does
include some carryover storage in the CB-T system; however, it is also almost entirely allocated to
meeting contractual obligations.20 While the City owns shares of several ditch companies that do have
storage, we do not have access to the storage systems. Acquiring storage in the Poudre Basin that meets
the storage reserve would help diversify the City’s water supply system, which is currently highly reliant
on C-BT storage.
Planned Storage Improvements
In 2003 the City acquired Halligan Reservoir, located on the North Fork of the Poudre River
approximately 25 miles northwest of Fort Collins, for carryover and vulnerability storage. With plans for
its expansion, the City is currently going through the National Environmental Policy Act (NEPA)
permitting process, including an analysis of potential environmental impacts, other storage options, and
costs and benefits. In 2013, the City acquired an existing gravel pit storage facility located below the
Drake Water Reclamation Facility. The gravel pit, now Rigden Reservoir, has been enlarged to 1,900
acre feet and is being used for operational storage. The reservoir began operation in 2015 and will
increase the system’s firm yield.
20 Note that CB-T water is particularly valuable to the water supply portfolio because it can be stored within the C-
BT reservoir system for use any time within a given water year.
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2.0 PROFILE OF WATER DEMAND AND HISTORICAL DEMAND MANAGEMENT
The City of Fort Collins city limits do not perfectly coincide with the Utilities water service area. The
information in Section 2.1 below describes the City of Fort Collins, rather than the service area, as the
city limits are how this type of information is collected by the City Planning Department, the U.S. Census,
and the American Community Survey. Information in Sections 2.2-2.4, however, will pertain to the
Utilities’ water service area.
2.1 DEMOGRAPHICS AND KEY CHARACTERISTICS OF THE SERVICE AREA
The City of Fort Collins is home to approximately 158,600 residents and 30,000 students as of 2015.21
The average household size is 2.37 people, the median age is about 29 years old, and about 27% of
households have at least one person under the age of 18. The average household income is about
$72,000. As of the 2010 U.S. Census, about 55% of homes were owner-occupied, 57% of homes were
single-family detached residences, and the median home value was $247,800. About 11% of the housing
stock is estimated to be built prior to1960 and about 40% were built prior to 1980.22
The City of Fort Collins is home to two major public higher education institutions: Colorado State
University and Front Range Community College. Fort Collins was once home to a wide swath of
agricultural activity; however, much of this is now limited to the outskirts of the City or has moved
outside of the City entirely. Several high-tech industries call Fort Collins home, including Hewlett
Packard, Intel, Woodward Inc., and AMD, among others. In addition to the other major employers like
the City Government and the colleges, there has been an increase in the areas of clean energy,
bioscience, and agri-tech businesses. The City also enjoys a strong microbrewery industry alongside an
Anheuser-Busch Brewery.23
2.2 HISTORICAL WATER DEMANDS
Up until the early 2000s, the Utilities’ service area population growth was largely matched by an
increase in total water demands. Like many other Colorado communities, the 2002-03 drought spurred
the City of Fort Collins to rethink its water use. While the population continues to grow, water demands
have exhibited a downward trend, as illustrated in Figure 2.1. From 2001 to 2014, the service area
population increased by about 7% while the total treated water demand decreased by about 25%. Such
reductions are a combined result of Utilities’ customers being fully metered and adopting
tiered/seasonal rate structures by 2003, as well as the robust water conservation program and the
water conservation efforts by customers.
21 As of 2014, the Utilities’ service area provided treated water to about 130,200 residents.
22 This paragraph contains information about the City of Fort Collins from three sources: the City Planning
Department, the 2010 U.S. Census, and the 2013 American Community Survey.
23 The Fort Collins AB Brewery is home to the world-famous Budweiser Clydesdales West Coast Team.
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Figure 2.1 Treated water use and population
Daily water demand varies considerably throughout the year. Water use is fairly consistent throughout
the winter months, then more than doubles in the summer months as customers increase use for
landscapes and other seasonal purposes (e.g. pools). Figure 2.2 illustrates a five-year average of the
daily treated water delivered from 2010-2014 along with details on the peak day for each year, which
highlights how variable water demands can be in any given year.
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Figure 2.2 Average daily treated water demand
Fort Collins Utilities monitors treated water use by eight categories, as shown in Table 2.1. This table
reports the annual use, number of accounts, average monthly use and water use by account, as of 2014.
The majority of accounts are single-family residential accounts, however on a per account basis
commercial customers use the most water. Recall that since the Utilities’ water service area is different
than the City limits; Outside City Customers refer to customers outside of the city limits but who are
Utilities’ customers. West Fort Collins Water District receives wholesale treated water from the Utilities,
which is why they appear as one singular customer.
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Table 2.1 Treated Water Use by Customer Category
2014
Customer Category Annual Water
Use (MG)*
Number of
Accounts
Average Monthly
Use (MG)*
Average
Annual Use per
Account (gal)*
Single-Family 2,142 26,930 178.5 79,536
Duplex 120 1,226 10 97,750
Multi-Family 970 2,240 80.8 432,934
Commercial 2,972 2,222 247.7 1,337,765
City Government 107 225 8.9 475,830
West Fort Collins WD 140 1 11.7 140,000,000
Outside City Customers 280 1,454 23.3 192,751
Total 6,731 34,298 560.9 196,251
*Note: These numbers are rounded and are not exact. MG = million gallons.
As shown in Figure 2.3, residential categories collectively use the most water each year: about 47% on
average, with about 32% attributable to single-family homes. The City government buildings and
facilities only use about 1% of the treated water each year, outside City customer use about 4% and the
Utilities delivers about 2% of the treated water to West Fort Collins Water District. System loss is
discussed in greater detail below.
Commercial customers use about 39% of treated water, on average. Beyond the small, mid and large
commercial customers, the City has identified a number of Key Accounts, who are businesses that are
typically the largest water and energy users. The Utilities’ Customer Accounts representatives work
together with the Key Account customers to connect them to the appropriate experts, programs and
services they need from the City of Fort Collins. These partnerships help customers achieve their
sustainability goals as well as the goals set by the Energy Policy, Water Efficiency Plan and Climate
Action Plan. The Customer Accounts team offers a customized and targeted approach to assist in
accomplishing the goals set by these policies. Given the uniqueness of how each business utilizes water,
the largest users can also apply for a custom water conservation rebate, up to $5,000, in addition to
being encouraged to participate in our other rebate programs.
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Figure 2.3 Water use by customer category, 2010-2014 average
2.2.1 GPCD: GALLONS CONSUMED PER PERSON PER DAY
Water consumption is often characterized by daily per person use, measured in gallons per capita per
day (GPCD). This is calculated as total treated water use (total treated water that leaves the water
treatment facility; includes all uses) divided by service area population and 365 days: 𝐺𝐺𝐺𝐺𝐺𝐺𝐺𝐺= 𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡 𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡 𝑡𝑡𝑡𝑡𝑑𝑑𝑡𝑡𝑑𝑑𝑡𝑡−𝐿𝐿𝐺𝐺𝐿𝐿𝑠𝑠𝑡𝑡𝑡𝑡𝑠𝑠𝑠𝑠𝑠𝑠𝑡𝑡 𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡 𝑝𝑝𝑡𝑡𝑝𝑝𝑝𝑝𝑡𝑡𝑡𝑡𝑡𝑡𝑠𝑠𝑡𝑡𝑑𝑑∗365 𝑡𝑡𝑡𝑡𝑑𝑑𝑠𝑠
These calculations exclude large contractual customers (LCU) and other sales or exchange arrangements
to produce a value that is somewhat more comparable to other municipalities.24
Fort Collins Utilities also estimates a weather-normalized GPCD metric in order to control for the
fluctuations associated with varying weather patterns. This normalized GPCD is approximately the GPCD
24 While the use of GPCD for comparisons has long been an industry standard practice, there is evidence that it is a
difficult indicator for individual water-users to relate their behaviors to, and the system-wide GPCD is a function of
far more than a utility’s water conservation and efficiency activities. More on this topic and recommended changes
can be found in in Chapter 3.
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that would have occurred if the weather conditions had been the average weather conditions for the
region. This means that the actual GPCD is generally higher than the normalized GPCD when we have a
relatively dry year and lower in a relatively wet year.
Demand levels have declined significantly over the last few decades, from around 230 GPCD in the early
1990s to about 200 GPCD before the drought year of 2002. Figure 2.4 shows actual GPCD and
normalized GPCD from 2001 through 2014. To help illustrate the role that weather plays in our actual
GPCD, the graph also includes annual precipitation and evapotranspiration for grass, both in inches.25 In
years where our region received less precipitation and the evapotranspiration rate was higher, actual
per capita water use is higher. The average normalized use over 2002 to 2009 is 158 GPCD,
approximately a 21% reduction in per capita water use from before 2002. The average normalized use
from 2010 to 2014 is 146 GPCD, which is about a 27% reduction in per capita use from pre-2002. Since
the 2002-03 drought, several factors have helped to reduce water use including, universal metering,
conservation-oriented rate structures, more efficient plumbing standards, and our robust water
efficiency and education programs.
Figure 2.4 Water use in gallons per capita per day and weather data
25 Evapotranspiration is often defined as the combination of the water lost (evaporate) to the atmosphere from
the ground surface, evaporation from the capillary fringe of the groundwater table, along with the plant
transpiration, which is evaporation of water from plant leaves. Evapotranspiration is affected by temperature,
relative humidity, wind and air movement, soil moisture availability, and the type of plant. For more information
see: http://water.usgs.gov/edu/watercycleevapotranspiration.html
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Weather patterns mostly affect outdoor use of water. Figure 2.5illustrates an estimate of the portion of
water demand that is utilized outdoors. A common method for estimating indoor versus outdoor use is
to take the average of the demands in December through February and set this to be the estimate of
average indoor demands and assume that no outdoor use occurs in those months. Then for months
March through October, attribute any use above and beyond this average indoor use to be the
estimated outdoor use portion. As shown in Figure 2.5, water use in the summer months can be up to
almost two-thirds of total water demands.
Figure 2.5 Estimated indoor and outdoor use, 2010-2014 average
Fort Collins Utilities participated in a single-family end use study in 2012.26 This study helped shed some
light on how families are using water, through a small 88-household survey and analysis. In terms of
outdoor use, many of the participating homes were estimated to be under-watering, relative to what
was water needs estimated based on landscape area and weather information. However a minority of
homes were over-watering and this excess was large enough to offset any under-watering by the other
participating households. This highlights our need to provide improved programs and education to help
our customers use the optimal amount of water for their landscape.
Since indoor use is less visible to the Utilities, how people allocate and use water indoors is more of a
mystery. This 2012 study illustrated that there are still a significant number of low efficiency toilets and
26 Study was conducted by Aquacraft Water Engineering and Management, Inc.
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clothes washers in the housing stock, however the majority of participating homes had a high efficiency
shower heads. The study also estimated that a significant amount of water is lost to leaks, which often
go unnoticed by the residents. This highlights the need to utilize data available through the Advanced
Meter Fort Collins (AMFC) program to help identify leaks and let our customers know so that they can
address the problem and stop paying for lost water; we are piloting a Continuous Consumption program
to meet this need, discussed further in Section 2.3.
As noted in Section 1.1, in addition to treated water the Utilities diverts about 3,000 to 4,000 acre-feet
of raw water to irrigate City parks, golf courses, a cemetery, greenbelt areas, some school grounds, and
for the purposes of meeting some contractual raw water delivery obligations.
2.2.2 SYSTEM WATER LOSS
Water losses in the Fort Collins Utilities’ water system can occur in several locations:
• Between the points of diversion and the water treatment facility (e.g., from conveyance losses
within the pipelines carrying water to the treatment facility)
• Within the water treatment facility (e.g., during filter backwash processes)
• Within the water distribution system between the water treatment facility and the meters of
end users (e.g., from conveyance losses in the distribution pipe network)
Losses within the conveyance system that brings water to the treatment plant and within the water
treatment plant itself are not fully quantified, but estimated at 3% of the annual diverted volume, when
estimated from source to outlet of the treatment plant. Losses within the distribution system are
estimated based on the difference between the amount of water treated at the treatment plant and the
cumulative amount of water metered at end users. A summary of losses is provided in Table 2.2 below.
These numbers represent estimates only and may reflect a number of factors. Fort Collins Utilities is
currently exploring integration of the American Water Works Association’s M36 methodology into its
water loss management and tracking.
Table 2.2 System Water Loss Estimates
Loss Estimate (in Million Gallons) 2010 2011 2012 2013 2014
Treatment and Diversion to
Treatment Conveyance Losses 242.2 235.7 270.8 233.8 230.0
Distribution Losses 426.5 462.1 695.1 534.9 705.7
Total 668.7 697.8 965.9 768.8 935.7
Distribution loss as percentage of
total treated water 5.4% 6.1% 7.9% 7.1% 9.5%
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2.3 PAST AND CURRENT DEMAND MANAGEMENT ACTIVITIES
Faced with a drought in 1977, the Utilities created a part-time water conservation position. In 1989 the
position expanded to a full-time position. The first Water Demand Management Policy in 1992 lead to
an expansion of conservation projects and increased educational and outreach efforts. The 1992 Policy
set a conservation goal of 195 GPCD by the year 2020.
Prompted by the drought of 2002-03, Utilities made several efforts in 2003 to increase accountability
and encourage the efficient use of water including fully metering every customer by, implementing a
conservation-oriented rate structure – a tiered rate structure – with a seasonal component, initiating
several new outreach and educational programs, and also developing the Utilities’ first Water Supply
Shortage Response Plan as guidance during drought and other emergency conditions.27 The first joint
Water Supply and Demand Management Policy was developed in 2003 and set a conservation goal of
185 GPCD by 2010.
The Utilities’ Water Conservation program expanded again in 2010 with the development of a formal
Water Conservation Plan. This plan set the current conservation goal of 140 GPCD by 2020. City Council
approved the budget for additional programs and staff outlined in the plan starting with the 2010-2011
budgets. The plan was approved by the Colorado Water Conservation Board in early 2010. Note that
conservation goals are purposely set lower than the Planning Demand Level discussed in Section 1.2,
which is used for supply reliability planning.
2.3.1 CURRENT DEMAND MANAGEMENT ACTIVITIES
Table 2.3 is a list of the current demand management activities along with the initial year of
implementation, if known. Note that many of our activities, programs, and regulations have
substantially evolved over the years. For a description of each activity, see Appendix B, which also
contains a table with participation levels from 2010 to 2014 for most of our current activities. This table
does not contain participation counts for events.
27 The Water Supply Shortage Response Plan contains certain restrictions on the use of City-treated water and
other actions to be taken during a specified drought or water supply conditions.
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Table 2.3 List of Current Water Conservation Activities
Foundational Activities Educational Activities
Conservation-oriented rate structures (2003) Business education programs (2004)
Continuous consumption program (2015) Community education programs (1977)
Metering (2003) Conservation kit giveaways (1990)
Monitor My Use (2014) Conservation public information efforts (1977)
Online water use calculator (2012) Home water reports (2014)
Seasonal rate structures (2003) Hotel and restaurant conservation materials (2003)
Utility water loss program (1993) K-12 education programs (1997)
Target Technical Assistance and Incentives Watershed tours (2012)
Clothes washer rebates (2003) Xeriscape Demonstration Garden (1986)
Commercial facility assessments (2004) Ordinances and Regulations
Custom commercial rebates (2011) Green building codes (2011)
Dishwasher rebates (2007) Landscape and irrigation standards (1994)
Home efficiency audits (2009) Parkway landscaping regulations (2013)
Home efficiency loans/ZILCH/on-bill financing
(2010) Plumbing standards (1978)
Irrigation equipment rebates Restrictive covenants ordinance (2003)
Low income retrofit program (2007, w/ LCCC) Soil amendment ordinance (2003)
Restaurant pre-rinse spray valve distribution
(2011) Wasting water ordinance (1917)
Showerhead rebates (2011) Water efficiency upgrades at City buildings (2010)
Sprinkler system audits (1999) Water supply and shortage response plan (2003)
Toilet/Urinal rebates (2010) Other Activities
Xeriscape design/incentive program (2010) Raw water for City irrigation, large customer reuse
project (1985), backwash water recycling (2003)
2.4 DEMAND FORECASTS
Acquiring water supplies takes many years. In order to ensure a reliable water supply for customers in
the future, the Utilities plan for future growth and water needs. The City’s future municipal water
demands are largely dependent on population growth and the rate of commercial and industrial
development. The rate and pattern of population growth are also influenced by the future economy,
land use policies, and development incentives, among other factors. As such, the Water Supply and
Demand Management Policy Report (dated April 2014) takes the long view and identifies projected
demands through 2050.
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2.4.1 PLANNING HORIZON
The current Water Conservation Plan, developed in 2009, identified a 10-year planning horizon with a
goal to update the plan in five years. This Water Efficiency Plan, to be submitted to the Colorado Water
Conservation Board in 2017, takes the middle road and uses a 2030 planning horizon, with incremental
goals leading up to the 2030 goal, as well as a goal to develop an updated plan no later than 2024 (seven
years after this Plan’s required submission year).
2.4.2 DEMAND PROJECTIONS
The Utilities estimates future water demands for a given year by first multiplying the projected
population by the planning demand level (150 gallons per capita per day) multiplied by the number of
calendar days, then projected large contractual use (LCU) is added to get the total projected water
demand, as shown in the equation below. The Demand Planning Level is currently set at 150 gallons per
capita per day, and is purposely set higher than conservation goals to provide a greater level of system
reliability 28. 𝑇𝑇𝑡𝑡𝑡𝑡𝑡𝑡𝑡𝑡 𝐺𝐺𝑡𝑡𝑑𝑑𝑡𝑡𝑑𝑑𝑡𝑡=𝐺𝐺𝑡𝑡𝑡𝑡𝑃𝑃𝑡𝑡𝑠𝑠𝑡𝑡𝑡𝑡𝑡𝑡 𝐺𝐺𝑡𝑡𝑝𝑝𝑝𝑝𝑡𝑡𝑡𝑡𝑡𝑡𝑠𝑠𝑡𝑡𝑑𝑑 × 150 𝑔𝑔𝑝𝑝𝑠𝑠𝑡𝑡× 365 𝑡𝑡𝑡𝑡𝑑𝑑𝑠𝑠+𝐺𝐺𝑡𝑡𝑡𝑡𝑃𝑃𝑡𝑡𝑠𝑠𝑡𝑡𝑡𝑡𝑡𝑡 𝐿𝐿𝐺𝐺𝐿𝐿
2.4.3 POPULATION PROJECTIONS
Given the differences between the Fort Collins Utilities water service area, the Fort Collins city limits,
and the Fort Collins Growth Management Area, population projections were estimated using
information from a Traffic Analysis Zone (TAZ) study developed for the City of Fort Collins and Larimer
County. The TAZ information is based on City and County zoning designations, which dictate the type of
development and thus population densities. The TAZ study makes population estimates based on
projected new development and redevelopment in each zone. The population projections for this Plan
were estimated by using the zones within the water service area. Note that, based on the TAZ study, it is
anticipated that the Fort Collins Utilities’ water service area will reach build-out near 2040, meaning that
all vacant buildable land will be developed. After build-out, it is assumed that the water service area
population will only grow via redevelopment, and therefore population growth in the service area is
expected to eventually slow down. However, the Utilities currently has agreements to supply water to
surrounding water districts. With these agreements in place and the potential for more in the future,
the Utilities considers these possibilities in estimating future demand projections. Thus, the population
projections used in this plan includes some of West Fort Collins Water District.29
28 For more information on the Planning Demand Level, see Section 1.2.
29 The estimates do not include some Fort Collins-Loveland Water District areas currently served by the Utility
because these areas are served only in the sense that a) FCLWD purchases some excess capacity in our Water
Treatment Facility, and b) there is an now terminated agreement whereby certain areas of development could
meet raw water requirements either through the Utilities or the districts. If any of these areas are annexed by the
City, then they would still have the option to make use of this option.
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2.4.4 LARGE CONTRACTUAL USE
In addition to population-based water demands, the Utilities also has contractual obligations to provide
water for the current and future demands of several large industrial water users. Large contractual use
(LCU) is estimated separately from population-based water demand projections and is not included in
the GPCD metric. The LCU projections are added to the overall projected demands, which are based on
population projections and the water demand planning level set in the Water Supply and Demand
Management Policy Report (dated April 2014). LCU is currently about 3,900 acre-feet per year of treated
water. Additional raw water is provided to LCUs. Because of certain applications, a portion of the water
supplied to LCUs must be sourced from reusable water rights. The future LCU is estimated to be about
8,000 acre-feet per year by 2050. This will require a mix of single use and reusable water sources.
Figure 2.6 illustrates the projected population for the water service area. This figure also illustrates the
project water demands based on the historic Planning Demand Level and the current Planning Demand
Level.30 It is clear that conservation and efficiency activities, among other factors, have helped to reduce
total water use as well as per capita water use; these reductions have lowered the planning demand
level and helped to increase the reliability of the water supply system.
Figure 2.6 Treated water demand, historical planning levels, and population
30 These estimates also incorporates an estimated 8% system water loss level.
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3.0 INTEGRATED WATER SUPPLY AND DEMAND MANAGEMENT PLANNING
There are four main documents that provide direction and/or complement the Utilities’ water efficiency
efforts, listed below. Along with the most recent Water Conservation Plan of 2010, these documents
helped to develop this updated Water Efficiency Plan and will also guide our ultimate implementation
moving forward.
The City of Fort Collins Strategic Plan (2015-16)31: this document is a result of a planning process
incorporating input from citizens, businesses, City Council, and City staff. It identifies the City’s seven
key outcome areas as well as several strategic objectives in each area; these are to guide the work in
all City service areas. Water efficiency aligns very strongly with Objectives 4.8, 4.7 and 4.6, it also
touches on several other objectives detailed in Appendix C.
The Water Supply and Demand Management Policy (2012)32: this is the guiding document for water
supply and demand management activities. The objective is to provide a sustainable and integrated
approach to 1) ensuring an adequate, safe, and reliable supply of water for the beneficial use by
customers and the community, and 2) managing the level of demand and the efficient use of a
scarce and valuable resource consistent with the preference of Water Utility customers and in
recognition of the region’s semi-arid climate. The original water supply-focused policy was
developed and approved in 1988; it was updated in 2003 and again in 2012, with the most up-to-
date report published in 2014. This Policy defers to the latest Water Efficiency Plan to set the
efficiency goals.
2015 Climate Action Plan Framework: The CAP provides a high level framework to set Fort Collins on
the path to achieve carbon emissions reduction objectives as requested by Council, but will not
determine future implementation details. Implementation details will be developed as strategies
and tactics are considered on a case-by-case basis, and will be brought forward to Council for
approval prior to implementation. The two main strategic initiatives that involve water are: 1) Water
and Land Use, and 2) Preparation, Adaptation, and Resilience.
The Water Supply Shortage Response Plan (2014)33: this document identifies the restrictions and
requirements intended to achieve progressively higher levels of water savings under various
projected water shortage conditions. The original plan was approved by City Council in 2003 and an
update was approved in 2014.
31 The City’s Strategic Plan can be found at: http://www.fcgov.com/citymanager/pdf/strategic-plan-2015.pdf
32 Though a more extensive report was developed and dated April 2014. See the City’s Water Supply and Demand
page: http://www.fcgov.com/utilities/what-we-do/water/water-supply-demand
33
http://www.fcgov.com/utilities/img/site_specific/uploads/ORDINANCE_NUMBER_088_July_2014_Water_Supply_
Shortage_Response_Plan.pdf
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3.1 WATER EFFICIENCY AND WATER SUPPLY PLANNING
In planning for a reliable, secure, and sustainable water future, the Utilities employs an integrated
resource planning strategy that utilizes a portfolio-based approach to meeting future demands and is
guided by the documents described in Section 3.0 above. In most years, the City of Fort Collins Utilities
has the benefit of having a plentiful level of water supplies that ensure sufficient supplies above the
reliability criteria discussed in Section 1.2. The Utilities’ water supplies are expected to support
projected changes to demand under a combined strategy of a) increased long-term storage and, b)
continued water efficiency efforts. This diversified approach will reduce water demand, improve system
reliability, and enhance community resilience to drought and climate change. These two strategies need
to be undertaken collectively; either on their own will be significantly less effective without the other.
Expanded water efficiency measures are cost-effective means to water supplies that can be utilized for
several beneficial purposes. Conserved water can be stored for periods of drought, leased for
agriculture, and used for beneficial environmental enhancement efforts such as in-stream flow
programs. Increased storage provides a physical location for conserved water and enables Fort Collins to
take full advantage of savings achieved by customers. See Section 1.3 for more information on the role
of storage in our supply and demand management planning.
3.1.1 BENEFITS OF WATER EFFICIENCY
In addition to being a key part of the integrated resource management process, water efficiency
programs also:
Foster a conservation ethic and reduce waste: the success of this Plan depends on the cooperation and
support of the Water Utility customers and the City of Fort Collins community. Instilling a conservation
ethic is an important foundation to changing habits and attitudes toward water use. The power of the
individual in conservation makes a big difference in protecting quality of life, including our environment
today and for generations to come. Our average use, calculated as gallons per capita per day (GPCD),
has declined significantly. For example, in 2001 the GPCD was 198, whereas in 2014 it was 143. Several
conservation-based efforts took place on the heels of the 2002-03 drought which have helped to
support a sustained reduction in use; these include full metering, conservation-oriented rate structures,
seasonal rate structures, expanded targeted industry outreach, the restrictive covenants ordinance,
conservation kit giveaways, clothes washer rebates, and more.
Demonstrate a commitment to sustainability: The City aims to be leaders in this effort. The City
approved the Climate Action Plan Framework in 2015 and previously approved an Action Plan for
Sustainability in 2004, and an Environmental Policy in 2009 that outline the ways the City itself will
reduce its environmental impact (this includes a commitment to identifying and implementing effective
ways to conserve natural resources). To bring the global concept of sustainability to action at the local
level, sustainability advocates use the triple bottom line in decision-making. Essentially, that means
projects are evaluated based on their social, economic and environmental impacts. Rather than make
decisions on the basis of profit or the economic bottom line, three bottom lines (social, economic, and
environmental) are considered. For the City, it means creating an optimal mix of resource efficiency,
cost effectiveness and employee well-being in daily City operations. One example of a goal is to reduce
municipal operations water irrigation and increase efficiency per acre, as well as to reduce indoor use by
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20% by 2020.34 City buildings are required to achieve LEED “Gold” certification. Also, several areas of
City grounds have been renovated with low water using landscape materials and some weather sensors
have been added to the irrigation systems. The City Parks system is regularly audited; the majority of the
Parks irrigation systems uses 95% or less of the water needed, based on the turf and plant
requirements.
Provide water for multiple beneficial purposes: Conservation efforts can help to provide more water for
beneficial uses beyond normal municipal purposes. For example, the area around Fort Collins continues
to be a productive agricultural area, which in addition to representing economic activity, also provide
significant open space outside of Fort Collins that is desired by many residents. When possible, making
some of the City’s surplus water available for these purposes provides supplemental revenue for the
Utility and its customers. The potential environmental benefits of conserved water are also important.
These include providing additional flow for the local stream systems, in-stream flow programs,
improvements in water quality, improvements in aquatic and riparian ecosystems, enhanced
recreational opportunities, and aesthetics, among other benefits.
Enhance resilience during drought periods: Conservation and efficiency efforts can help to develop a
community and landscape that is more resilient to drought conditions. Through support of drought
planning and implementation of proactive mitigation efforts, the actions proposed in this Plan can help
to reduce vulnerability, protect economic health, and ease the effect of drought on individuals,
businesses, and landscapes.
Prepare for climate change: Climate change may have significant impacts on both water demands and
water supplies in the time frame of this plan. It is anticipated that climate change in the Mountain West
will likely include the following changes: Increased evapotranspiration rates, increasing the water
required to maintain the landscaping; more frequent dry spells and a longer growing season; increased
variability in seasonal snow pack; earlier spring snowmelt and runoff; changes in the distribution of
precipitation throughout a given year. These changes are expected to accelerate over the decades
ahead and impacts may depend largely on factors such as population growth, economic growth and
technological changes. Utilities will likely face significant challenges in the years ahead managing both
water demands and water supplies. With many uncertainties regarding both water supply and demand,
it is prudent to prepare for a wide range of conditions in the future. One example of the importance of
efficiency efforts is that without conservation and/or significant changes in landscaping choices, outdoor
water use will likely increase over the coming decades as customers strive to maintain their landscapes
in a hotter and longer growing season. Furthermore, an approach that also includes planning for
adequate reservoir capacity to help balance the swing in supplies available between wet and dry periods
34 http://www.fcgov.com/sustainability/goals.php
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Reduce costs:
Direct utility costs: Efficiency programs decrease water and wastewater treatment costs as it
reduces the amount of chemicals and energy used to produce, deliver, and heat water.
Customer costs: water bill, but also the cost of energy to heat water, and landscape related
costs including the cost to maintain, like labor costs, fertilizer and other landscape-related
product costs.35
Long-term costs: decisions about water supplies, treatment/distribution capacity needs, storage
facilities are all made in consideration of projected water demand and peak capacity.
In addition to these savings, Fort Collins Utilities has benefited financially from conservation in two
notable ways:
Halligan Water Supply Storage project size: The original Halligan Reservoir enlargement planned
allotment for Fort Collins was 12,000 acre-feet, which was in part based on the 2003 planning
demand level of 185 GPCD. Among other factors considered in the permitting process, the role
of conservation and the downward trend in GPCD (current planning demand level = 150 GPCD)
resulted in revising the enlargement downward to only 8,125 acre-feet, which is approximately
a 68% reduction and represents a $6.1M savings in project costs.
Extra Water Treatment Facility capacity: A Water Treatment Facility (WTF) is designed for peak
demand. The Fort Collins WTF was last expanded in 1999, prior to the significant increase in
conservation efforts prompted by the 2002-03 drought. The total WTF treatment capacity of 87
MGD is estimated to be at least 23% larger than the expected build out in 2035 peak demand (~
20 MGD). In 2013, the City of Fort Collins Utilities entered into an agreement with Fort Collins-
Loveland Water District to sell FCLWD up to 5 million gallons per day (MGD) in excess water
treatment capacity. The financial benefits of this agreement include the associated plant
investment fee of $12.6M and a treatment charge of about $2 per thousand gallons.36
Delay of capital expansion projects: Decreased wastewater flows have delayed the expansions
of the Drake Water Reclamation Facility treatment capacity from 2010 to 2028.
35 These costs may also represent larger environmental costs as run-off from landscapes can affect water quality
and ecosystem health.
36 In addition to the benefits to the City of Fort Collins Utilities, Fort Collins-Loveland Water District will be able to
defer expansion of their current treatment facility and/or construction of a new water treatment facility.
Additional information on this agreement can be found in the City of Fort Collins City Council agenda and materials
from the October 1st, 2013 regular City Council meeting.
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3.2 WATER EFFICIENCY GOALS
The WEP’s overarching goal, which tracks from previous goals, is to reduce water demand to 130 GPCD
by 2030. During the development of this updated Plan, however, it became clear that a single, system-
wide metric of water use doesn’t resonate with and isn’t meaningful for customers. During the public
comment period Water Conservation staff often saw that the GPCD metric was confusing. For example,
it was unclear which water uses (residential, commercial, the Utilities’ largest users, etc.) were involved
in its calculation. The exact definition/equation of a utility’s GPCD is a common issue for other entities
and therefore can complicate and limit the ability to compare across utilities. Furthermore, a system-
wide GPCD isn’t a direct measure of the progress and effectiveness of the Water Conservation team’s
activities.
It was also unclear how an individual’s water use (as seen on their bill) related to a GPCD goal. For most
residential customers, on average, their individual GPCD or even GPHD (gallons per household her day)
are much lower than the system-wide GPCD; however, during the summer irrigation months, it may be
significantly higher. For customers in multi-family or multi-business units that are not sub-metered,
there is no way to connect to the single system-wide goal. The community’s feedback raised the
question of the appropriateness of a GPCD goal, as well as the question of the best way to structure
goals to motivate lasting change and communicate water efficiency progress.
Amy Vickers & Associates, Mary Wyatt Tiger and Shadi Eskaf confirm these broad issues: “…estimates of
[GPCD] are not comparable to each other when the types of data used to compute GPCD differ. While
average single-family water use metrics reflect a relatively small number of types of indoor and outdoor
end uses of water that are common to most single-family homes, an average water use metric for an
entire city reflects thousands of different types of water-using activities […] Furthermore, a system-wide
average neglects the nuances of individual customer behavior and is not specific enough to detect some
significant changes in water use behavior.” in the 2013 American Water Works Association report: A
Guide to Customer Water-Use Indicators for Conservation and Financial Planning.
For this WEP, a long-term goal of 130 gpcd by 2030 will remain. GPCD is still an industry standard and
still a means to compare progress over time for the Fort Collins Utilities system overall. In the coming
years, staff will work to evolve the metrics and indicators by which we judge water
conservation/efficiency progress. The ultimate version of the goal definitions and structure will be
subject to analysis and research and will be reflected in the next update of the Utilities’ Water Efficiency
Plan. Currently, staff recommends moving toward measurement and tracking of:
• Volume of water saved. This will be evaluated based on tracking conservation and efficiency
programs. This is being added in part because City and Utility leadership have asked for clearer
metrics related to Water Conservation programs. This metric provides good clarity and is a more
direct measurement of the impact of Water Conservation programs.
• Program participation. This will be tracked by programs and events. This will give a measure of
how many customers we’re reaching.
• Residential water use indicators defined using measures of the amount of water delivered to
residential customers and the service area population. This will likely be further broken down by
type of residence (single-family, duplex, multi-family).
• Commercial sector indicators. These indicators will be based on industry-specific standards and
set in partnership with the local commercial sector.
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An updated Water Efficiency Plan will be developed no later than 2024 (7 years from the anticipated
CWCB 2017 submission date). Figure 3.1 illustrates the projected water demand level if the 130 GPCD by
2030 goal is met, the current 140 GPCD by 2020 goal in the 2010 Water Conservation Plan, and the
current 150 GPCD Planning Demand Level used in water supply reliability planning, along with historical
and projected population. Figure 3.2 is a graph of GPCD levels, rather than total volume. This figure
shows the historical GPCD levels along with our goal level and the projected trend in use that will
achieve that goal. Chapter 4 describes the strategies for achieving this goal.
Figure 3.1 Water efficiency goal, demand and population
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Figure 3.2 Historical GPCD and New Efficiency Goal
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4.0 SELECTION OF WATER EFFICIENCY ACTIVITIES
The Utilities Water Conservation Team uses its mission and three overarching objectives to select the
programs, projects, and approaches used in our daily efforts. These will ultimately guide our path to
achieving our water efficiency goal of 130 GPCD by 2030 and align our work and efforts with those of
the Utilities, the City and the State.
Water Conservation Team Mission: Cultivate a water efficient, adaptive, and knowledgeable customer
base through education and cost-effective water efficiency programs while supporting the City’s
strategic plan and its social, environmental, and economic health.
Water Conservation Team Objectives:
Water Efficiency and Conservation – provide water for beneficial purposes while reducing
unnecessary use and waste.
Customer Service – provide exceptional service for an exceptional community
Technical Support – provide technical expertise to customers and City staff
4.1 SUMMARY OF SELECTION PROCESS
4.1.1 SELECTION PROCESS AND CRITERIA
Fort Collins has a robust water conservation approach with a number of conservation activities that
have been implemented for years. We intend to continue the water efficiency activities, in some form,
within our current portfolio of programs. These programs are likely to evolve over the years and the
exact specifics of each are subject to change as a result of changing legislation, regulations, technology,
customer preferences, appliance/fixture saturation rate, and Utilities/City plans. For example, the state
of Colorado has passed legislation (Senate Bill 14-103) that mandates that any plumbing figure sold in
the state must meet WaterSense standards by September 2016; this includes lavatory faucets, toilets,
urinals, and showerheads. This change will likely affect our current approach to incentivizing customers
to swap out old efficient fixtures for new, efficient ones.
In addition to a review of our existing activities, new and innovative activities were researched. Potential
activities were identified from a number of sources including the Colorado Water Conservation Board’s
technical resources, the Colorado WaterWise Guidebook of Best Practices for Municipal Water
Conservation in Colorado37, a broad literature review, exploration of other utility case studies, and input
from Utility staff, the City of Fort Collins Water Board, the community, the Water Conservation staff, and
a Water Efficiency Plan Technical Advisory Group, consisting of several City departments as well as
community members. This process not only identified activities, but also processes and tools that have
the potential to help improve all activities.
The activities identified in this plan represent the best choices at the time. Technology, regulations,
efficiency standards, market saturation, customer preferences and other factors are likely to change
before this plan is updated and are sure to change during the course of the planning horizon (2030). We
will continue to monitor the effectiveness and appropriateness of current activities while also exploring
37 http://cwcb.state.co.us/technical-resources/best-management-practices/Pages/main.aspx
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new programs. The City of Fort Collins utilizes a two-year budgeting cycle called Budgeting for
Outcomes, which determines funding for Water Efficiency activities by, in part, evaluating the proposed
activities against the City’s strategic outcomes. We are therefore potentially constrained in terms of the
activities we can undertake; the funding must be available and approved by City Council.
4.1.2 PRIORITIZATION PROCESS
Each of the potential activities will be prioritized using the following qualitative screening criteria.
Program Effectiveness: This combines the estimated water savings with the estimated program
costs: How effective is the activities in terms of gallons of water saved per program dollar spent?
Staff Resources: How labor- and time-intensive is the program? Do we have the staff resources
to properly support, monitor and evaluate the program?
Customer Preferences: Does this activity meet the needs and wants of the Utility water service
area customers? Does this activity support the social and economic health of our customers?
Participation Level and Reach: How many customers could be impacted by this program? What
types of customers does it reach? Is it engaging previously unengaged customers?
Alignment with other Utility and City objectives: Does this program support activities in other
areas of the Utility and the City? Does it help achieve Utility and City strategic objectives?
4.1.3 POTENTIAL NEW DEMAND MANAGEMENT ACTIVITIES
In addition to continuing the existing set of water conservation and efficiency activities listed in Section
2.3 and described in greater detail in Appendix B, we identified five areas of opportunity for developing
new programs and approaches. Each highlights an area with great potential to expand and increase
water efficiency and great potential to better meet the needs of our customers. Each of these areas also
supports specific strategic outcomes and objectives in the City’s Strategic Plan; these are listed in
Appendix C. In this process we also identified three implementation principles that will guide the
development of any new programs and strategies; these are detailed in Section 5.1.
Areas of Opportunity
• Leverage Advanced Meter Fort Collins data and capabilities
• Promote and support greater outdoor water efficiency
• Encourage greater integration of water efficiency into land use planning and building codes
• Expand commercial and industrial sector strategies
• Increase community water literacy
Table 4.1 highlights a few benefits of each identified area, a few potential activities that fall into each
area, as well as a brief description of an existing practice within the area.
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Table 4.1 Areas of Opportunity
Leverage Advanced Meter Fort Collins data and capabilities
Aligns with City Plan Strategic Objectives: 3.9, 4.6, 4.7, 4.8, 7.9, 7.10
Benefits
• Increased customer
understanding of water use
• Greater connectivity to
customers
• Increased customer
benefits through web portal
information and tools
• Less confusion and fewer
bill surprises
Potential Activities
• Monitor My Use & High
Bill/Use Alerts
• Improved leak detection
• Near real-time identification
of savings and inefficiencies
• Craft easy-to-understand,
targeted water-savings
actions based on data and use
patterns
Example: The
continuous consumption
uses AMI data to detect
likely leaks; we alert
homeowners so that
they can fix the leak and
avoid damage and high
bills. In 2015 we reached
out to 980 customers.
Promote and support greater outdoor water efficiency
Aligns with City Plan Strategic Objectives: 1.11, 4.6, 4.7, 4.8, 7.5
Benefits
• Reduced peak season and
peak day demands, which
impact system capacity
needs and long-term
planning
• Customer benefits through
lower bills, increased
aesthetics and home value
• Fewer wasting water
issues/complaints
Potential Activities
• Residential and Commercial
sprinkler audit programs
• Xeriscape Incentive Program
• Customer and Contractor
training series
• Interactive demonstrations
• Educational Water budget
tool
Example: In 2014 we
provided over 400
sprinkler system audits,
with an estimated
potential savings of
30MG. The cost-
effectiveness of this
program is about $1.20
per 1,000 gallons saved.
Encourage greater integration of water efficiency into land use planning and building codes
Aligns with City Plan Strategic Objectives: 1.3, 1.11, 3.7, 4.7, 4.8
Benefits
• Increased efficiency of
development
• New development will lead
by example
• Less waste from pursuing
retrofits of new
development
• Reduced impact of
population growth
Example Activities
• Landscape requirements and
incentives for new
development
• Contractor education and
trainings
• New and re-development
plan review requirements
• Require WaterSense
appliances and fixtures
Example: Beginning in
2012, the City’s Green
Building Code mandates
WaterSense toilets and
other fixtures in
residential and
commercial facilities;
this is estimated to save
between 20-25%
annually.
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Expand commercial and industrial sector strategies
Aligns with City Plan Strategic Objectives: 3.5, 3.6, 4.7, 4.8, 5.10
Benefits
• Increased water savings
due to scale of projects
• Enhanced business
partnerships
• Support ClimateWise
program
• Enable greater economic
health
Example Activities
• Custom commercial rebate
program
• Benchmarking
• Targeted industry-specific
campaigns and outreach
• Address tenant/owner
incentive misalignment
Example: In 2013 the
custom commercial
program helped replace
two pools filters, which
are estimated to have
nearly 800,000 gallons
per year.
Increase community water literacy
Aligns with City Plan Strategic Objectives: 4.6, 4.7, 4.8, 7.4
Benefits
• Customer has greater
understanding of role in the
water system
• Increased customer
understanding and support
of Utilities’ actions and
decisions
• Increased cooperation
during difficult conditions
Example Activities
• Improved and expanded
messaging strategies
• Identify new approaches to
education and outreach
• Develop innovative methods
to strengthen K-12 water
literacy curriculum
Example: In 2014 we
began providing Home
Water Report to select
customers; these display
usage information,
comparisions to similar
homes, and provide
efficiency tips.
Households receiving
the reports reduced
their use by 2%.
We also highlight a few other promising areas, in addition to our current program and the types of
activities identified in the Strategic Objectives sections, that we plan to explore in the coming years.
Many of these overlap with several of the Areas of Opportunity or warranted some additional
explanation, and thus are discussed in greater detail below.
Rate Structures: Prices send a value signal to customers and help customers determine how
they value using water. Rate structures are also designed to cover the cost of providing
service.38 Therefore it is important to balance both sides. Along with the Finance team, we
intend to explore new means of incentivizing the efficient use of water while supporting
revenue requirements.
New and Re-Development Incentives & Requirements: There are a variety of decisions made
throughout the development and re-development process. We aim to further explore and
support ordinances or regulations like low water use landscape requirements, tap fees and
incentive programs that are more aligned to encouraged efficiency from the start, irrigation
taps/requirements, greywater ordinances and systems, and more.
38 This includes operational costs (like treatment costs), maintenance costs, and capital costs.
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M36 Audit & Other Leak Monitoring Initiatives: A significant way to reduce water loss, reduce
bills and repair expenses, is a robust portfolio of leak detection, monitoring, and notification
initiatives, including those that address leaks within our distribution system, private property
leaks that occur prior to the meter and result in non-revenue waste, and continue to expand and
enhance our beyond-the-meter Continuous Consumption Program. The Utilities is also in the
process of incorporating the American Water Works Association’s M36 Audit process to ensure
“the accountable and efficient management of water supplies” by the Utilities.39
Rebate and Incentive Programs: We aim to ensure that the rebate level is based upon data-
driven estimates of the water savings that results from the appliance, fixture, or technology
change. This process will also include an approach to phase out or adjust program specifications
once Colorado becomes a WaterSense state in September 2016. We also want to expand the
reach of our programs to help more customers, either through community partnerships or new
approaches to outreach and marketing. We will explore how to reach more low-income or
otherwise disadvantaged/at-risk households, rental units, and multi-family units.40
39 The M36 represents a National standardized approach to water supply system audits that accounts for all water.
http://www.awwa.org/portals/0/files/publications/documents/toc/m36ed3.pdf
http://oawwa.org/SDWA%20Presentations/2013/Water%20Audit%20Presentation,%20November%204,%202013.
pdf
40 While this is titled “Rebates and Incentive programs”, efforts to reach underserved populations may also include
expansion of direct-install programs like our current partnership with the Larimer County Conservation Corps
(LCCC).
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5.0 IMPLEMENTATION AND MONITORING
5.1 IMPLEMENTATION
The following principles serve as guidance to implementing existing and new activities. We believe these
principles will help to improve effectiveness of our programs, help to achieve our water efficiency goals,
and keep our actions in alignment with our overall mission. These principles are also in alignment with
several Strategic Objectives in the City Plan, including 3.9, 7.4, 7.5, 7.10, and 7.11. These are further
described in Appendix C.
Employ sophisticated data-driven processes and decision-making
Cultivate new and bolster existing community and statewide partnerships
Benefits
•Greater trust in the Utilities
•Expanded capacity and reach
through project partners
•Support economic health
•Stronger network of conservation
partners
Example Actions
•Expand conservation support for nearby water
districts
•Expand work with higher education institutions
•Increase public-private projects, like an
industry-specific water efficiency conference
•Participate in and contribute to statewide
conservation efforts, (e.g. Colorado
WaterWise, Colorado Foundation for Water
Education)
Coordinate and support symbiotic efforts within Utilities and across the City
Benefits
•Decisions supported by data
•Improved accuracy of water savings
estimates
•Increased overall portfolio
effectiveness
•Increased program savings and reach
through use of behavioral science
principles
Example Actions
•Targeted and tailored programs
•Marketing and Communications
•Streamlined, consistent program
tracking and reporting
•Develop and monitor targeted
metrics to support targeted goals
Benefits
•Improved consistency and
reduced redundancy across City
efforts
•Simplified processes for
customers
•Greater synergies in the water-
energy nexus space
Example Actions
•Resource Conservation unification in Utilities
•Collaborate with efforts of Environmental
Services, Planning, Natural Areas, Community
Engagement, Nature in the City, Housing and
Development, Parks, among others
•Partnerships with the neighboring water
districts.
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5.1.1 EVALUATION AND DEVELOPMENT
Each year existing activities will be evaluated and adjusted to ensure that they are performing well –
both internally and externally – and that they are meeting our goals and objectives. Any new programs
will be subject to a holistic vetting process, by bringing in internal stakeholders from other areas of the
Utilities and the City to ensure consideration of multiple viewpoints and create organization-wide
awareness and support for the new program.
Part of the support for existing new program development will stem from the Utilities’ new Program
Management Office, which is tasked with launching Utilities activities in a way that is well planned, well-
resourced and sustainable. New programs will be developed through a process that includes several key
stages. New programs will need clearly stated goals and objectives. Models will be developed to test the
viability of the proposed program in meeting water savings and other goals. These models will likely lay
the groundwork for metrics that will measure the effectiveness of the programs. Once a proposed
process starts to become clear, risk assessment and a business case will be developed to strengthen and
validate the proposed conservation program or activity. Proposed processes will be mapped and
documented and roles of staff will be assigned. Internal and external stakeholders will be engaged to
ensure consideration of multiple viewpoints, create organization-wise awareness and support for the
new program, and to make sure the program is supported by our customers.
The programs that ultimately are implemented will be a function of the budgeting process. The City of
Fort Collins uses a Budgeting for Outcomes (BFO) approach, which is based on the premise of prioritizing
funding for results, rather than focusing on funding inputs and costs. This method shifts the focus from
paying for costs to buying results, and emphasizes accountability, innovation, and partnerships. This is a
two-year cycle, with the next preparation phase starting in 2016 for the 2017-18 budget cycle. In order
to fund new water efficiency programs, we will need to show that the program can deliver results. These
results most importantly include improved water efficiency and sustained water savings.
5.2 MONITORING
We cannot monitor or improve what we do not measure. The benefits of monitoring include:
Feedback as to whether or not conservation activities are affecting change.
Identification of programs that might not be cost-effective relative to other programs or to
developing new supply.
Clarity of alignment with goals and if a given program warrants expansion, modification or
termination.
Improvement of modeling of supply needs.
Illustration of savings by various customer segments
Tracking of participation based on customer class and other factors to help verify programs are
accessible to all types of customers
Prioritization of program development funding and expansion
While the main goal of this plan is identified in terms of GPCD (a common metric used throughout the
water industry that captures community water use changes at a high level) we intend to also focus on
more specific and targeted measures. This is further discussed in Chapter 3.
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In addition to what is discussed in Chapter 3, tracking measures may include but are not limited to:
Water savings estimates with breakdowns by seasonal vs. baseline, consumptive vs. non-
consumptive, treated vs. raw
Direct and indirect energy savings associated with water saved
Landscape changes, including the amount of irrigated landscape; annual amount of audited
landscape
Total participation in programs and events, number of new participants, types of participants –
including type of customer based on customer class, sociodemographic categories, geographic
location, etc.
Customer use of the Monitor My Use web portal, mobile, and other online tools and alerts
How effectively events, educational and informational strategies lead customers to participate
in a program; if participation in one program leads to participation in other programs
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6.0 CHAPTER 6: ADOPTION, PUBLIC REVIEW AND FORMAL APPROVAL
6.1 ADOPTION OF NEW POLICY
6.1.1 ON OCTOBER 13, 2015, THE CITY OF FORT COLLINS CITY COUNCIL REVIEWED
THIS DOCUMENT DURING A WORK SESSION. THE PUBLIC COMMENT PERIOD
WAS THEN OPEN FROM NOVEMBER 2, 2015 TO JANUARY 15, 2016. ON MARCH
1, 2016 THE CITY OF FORT COLLINS CITY COUNCIL APPROVED AND ADOPTED
THIS PLAN.
6.2 PUBLIC REVIEW PROCESS
Community Leader Involvement in Efficiency Plan Development: Communication with community
leaders was a critical component for soliciting ideas and developing consensus to support public review
process and the Efficiency Plan as a whole.
A Technical Advisory Group was convened with the purpose of exploring options for conservation and
issues related to conservation. The group included Water Board members and Utilities’ staff as well as
staff from the City of Fort Collins’ Environmental Services Department:
• Adam Jokerst, Water Resources Engineer
• Alexander Maas, Water Board Member
• Brett Bovee, Water Board Member
• Carol Webb, Water Resources and Treatment Operations Manager
• Donnie Dustin, Water Resources Manager
• Josh Birks, Economic Health Director
• Katy Bigner, Environmental Planner
• Lance Smith, Strategic Financial Planning Manager
• Laurie D'Audney, Water Conservation Manager (retired)
• Lea Pace, Water Conservation Intern
• Lisa Rosintoski, Utilities Customer Connections Manger
• Michelle Finchum, Community Engagement Specialist
• Peter Mayer, Water DM
• Randy Reuscher, Utility Rate Analyst
• Rebecca Hill, Water Board Member
• Renee Davis, Water Conservation Specialist
• Steve Malers, Water Board Chair
• Tiana Smith, Customer Accounts Manager
• Tim Buchanan, City Forester
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This group met for seven meetings, with each meeting focusing on a specific topic. The topics were:
• Meeting 1: Water supply & storage; potential water efficiency goals
• Meeting 2: Scenarios based on water efficiency goals
• Meeting 3: Commercial impacts; current and potential conservation activities
• Meeting 4: Revenue effects from lower demand
• Meeting 5: Tree and landscape impacts; landscape survey results
• Meeting 6: Scenarios based on water efficiency goals, identification of conservation activities.
• Meeting 7: Continued identification and discussion of conservation activities.
The Technical Advisory Group not only heard for expert City staff, but also provided input on potential
metrics and possible conservation activities. A member of this group also instigated the creation of a
figure to help the public understand where water is used and possible points of improved efficiency.
Figure 3 Diagram of Water Sources, Key Infrastructure and Customers
Public Engagement
Communication with the public was done through several channels. The public comment period was
open from November 2, 2015 to January 15, 2016. This involved a survey and public comment forum on
a Utilities website with the draft of the Plan. Posters were hung around town and we ran social media
ads to encourage visits to the website. 11 people provided extensive comments via the online forum.
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398 unique people visited the website during this period, though social media had thousands of
impressions on viewers so thousands of people are at least aware that the Plan is being updated.
Planners worked in collaboration with CSU’s Center for Public Deliberation at a community issues forum
in April 2015. This meeting had diverse topics on the agenda and as such provided broad outreach. This
was a good chance to engage beyond the usual water-focused audiences.
The Coloradoan, the local Fort Collins newspaper, published the article “Rate changes among water
conservation strategies” on November 15, 2015. This article detailed the various approaches to water
conservation in the draft Water Efficiency Plan. It also encouraged readers to learn more and provide
input during the public comment period. 12 people commented on the Plan through the Coloradoan
online comment forum.
The public was also engaged through presentations to various city advisory boards. This effort
connected the plan to the public through board members as well as City departments that have a
stakeholder role. Boards visited include:
• Water Board work session, April 2, 2015 and October 1, 2015
• Energy Board work session, June 4, 2015
• Planning and Zoning work session, June 5, 2015
• Parks and Recreation Board, June 24, 2015.
• Natural Resources Advisory Board, July 15, 2015 and October 21, 2015.
In addition, we reached out to Economic Advisory Commission and the Land Conservation Stewardship
Board. These boards felt our plan was outside their scope, but expressed that if Council directed, they
would welcome a presentation.
Local business groups and organizations were also targeted for outreach.
• Associated Landscape Contractors of Colorado, September 10, 2015
• Rocky Mountain Fly Casters, a local chapter of Trout Unlimited, September 16, 2015
• Save the Poudre, October 1, 2015.
o Save the Poudre member Gary Wockner provided a formal public comment memo to
City Council on January 15, 2016.
• Key Accounts semi-annual meeting, November 4, 2015. A follow-up email encouraged
commercial and industrial Utilities customers to visit the website and take part in the public
comment period.
• Poudre Heritage Alliance, November 18, 2015. An electronic copy of presentation was made
available to the group with a request to distribute to their board.
• Downtown Development Authority, materials requested for the January 20, 2016 in lieu of a
presentation (presentation originally scheduled for their December 10 meeting, but would have
had to have been pushed to a meeting beyond the March City Council session).
• Northern Colorado Home Builders Association’s newsletter carried information and a link to the
online survey.
• Odell Brewing Company, January 13, 2016
• State Senator Kefalas, January 22, 2016
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6.3 6.3 LOCAL ADOPTION AND STATE APPROVAL PROCESSES
6.3.1 THIS PLAN WILL BE PRESENTED AT A FORT COLLINS CITY COUNCIL WORK
SESSION IN OCTOBER 2015 AND AGAIN AT A REGULAR SESSION IN MARCH OF
2016. AT THE REGULAR SESSION, FORT COLLINS CITY COUNCIL ADOPTED THE
PLAN. FURTHER SUPPORT FROM CITY COUNCIL WAS DEMONSTRATED IN THE
2016 BUDGETING PROCESS WHEN THE COUNCIL PRIORITIZED ADDING
ADDITIONAL STAFF. THE PLAN WAS SENT TO CWCB FOR APPROVAL IN
J ANUARY 2017 .
6.4 6.4 PERIODIC REVIEW AND UPDATE
Progress towards the 130 gpcd by 2030 goal will be monitored annually. The water efficiency plan will
be reviewed annually during the drafting of Water Conservation’s annual report. This report is
submitted to Fort Collins Utilities’ Water Board for review. An updated water efficiency plan will be
developed no later than 2024 (7 years from the anticipated CWCB 2017 submission date).
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GLOSSARY
1-in-50 Year Drought Criterion - criterion adopted in the current Water Supply and Demand
Management Policy that defines the level of risk for the City’s water supply system; a drought is a period
of below average runoff that can last one or more years and is often measured by its duration, average
annual shortage and cumulative deficit below the average; a 1-in-50 drought corresponds to a dry
period that is likely to occur, on average, once every 50 years; although the Poudre River Basin has
several drought periods in its recorded history, it is difficult to assess whether any of these droughts
were equal in magnitude to a 1-in-50 drought; the 1985 Drought Study developed the 1-in-50 drought
used in assessing the Utilities water supply system; this drought period is six years long and has a
cumulative deficit of 550,000 acre-feet, which represents annual river volumes that are about 70% of
the long-term average for the Poudre River; see also “Statistically Based Drought Analysis”
Acre-Foot or Acre-Feet (AF) - volume of water equal to about 326,000 gallons; one acre-foot can supply
around three to four single family homes in Fort Collins per year; for storage comparison the maximum
volume of Horsetooth Reservoir is about 157,000 acre-feet
Active Capacity - the usable capacity of a reservoir for storage and regulation of inflows and releases
that does not include any capacity below the reservoir’s lowest outlet (which is known as dead capacity)
Carryover - used in reference to storage; it is the ability to save water in storage for use at a later time,
most notably in following years
Colorado-Big Thompson (CBT) Project - a Bureau of Reclamation project that brings water from the
Colorado River basin to the east side of the continental divide via a tunnel and the Big Thompson River
to several locations including Horsetooth Reservoir; operated by the Northern Colorado Water
Conservancy District (or Northern Water); Fort Collins Utilities currently owns 18,855 units of the
310,000 total units in the CBT project
Direct Flow Rights - water rights that can be taken for direct use, as opposed to storage rights that can
be taken for later use; see also “Senior Water Rights”
Drought Criterion - The drought criterion states that in a 1-in-50 year drought the Utilities should be able
to meet the planning demand level. This is an important criterion because not only will demands often
be higher in drought periods due to less precipitation, water supply systems generally will also yield less
water. The Utilities has used a 1-in-50 year drought criterion since the original 1988 Water Supply Policy.
ELCO - short for East Larimer County Water District
Evapotranspiration - the combination of the water lost (evaporate) to the atmosphere from the ground
surface, evaporation from the capillary fringe of the groundwater table, along with the plant
transpiration, which is evaporation of water from plant leaves. Evapotranspiration is affected by
temperature, relative humidity, wind and air movement, soil moisture availability, and the type of plant.
For more information see: http://water.usgs.gov/edu/watercycleevapotranspiration.html
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FCLWD - short for Fort Collins-Loveland Water District
Firm Yield - a measure of the ability of a water supply system to meet water demands through a series
of drought years; for the Fort Collins Utilities, this means being able to meet the planning demand level
and storage reserve factor through the 1-in-50 year drought criterion; see also “1-in-50 Year Drought
Criterion”, “planning demand level” and “storage reserve factor”
GMA – short for Growth Management Area, which is the planned boundary of the City of Fort Collins’
future City limits
GPCD - short for gallons per capita per day; a measurement of municipal water use; for the Fort Collins
Utilities, GPCD is calculated based on the total annual treated water produced at the Water Treatment
Facility for use by all Water Utility customers (minus large contractual customers and other sales or
exchange agreements) divided by the estimated population of the Water Utility’s service area and 365
days
Legal Return Flows or Return Flow Obligations - refers to legal requirements when changing water rights
from agricultural to municipal use; this process requires obtaining a decree from Colorado Water Court
that involves detailed analysis of the historic agricultural water use, including the water diversions,
amount used by the crops, and the return flow patterns of the water not used by the crops; terms in the
decree to prevent municipalities from taking more water than was historically taken and replacing
return flows in the right amount, location and time to prevent injury to other water rights
LiDar: This is a remote sensing technology that can be used in large-scale landscape analysis.
Northern Water or NCWCD - short for Northern Colorado Water Conservancy District (NCWCD);
Northern Water operates the Colorado-Big Thompson (CBT) Project and is involved in several other
regional water projects on behalf of their participants; see also “Colorado-Big Thompson (CBT) Project”
NPIC - short for North Poudre Irrigation Company; an irrigation company that supplies water to farmers
north of Fort Collins and is the owner of all water currently stored in Halligan Reservoir
Planning Demand Level - level of water use (demand) in GPCD used for water supply planning purposes
that is a factor in determining the amount of water supplies and/or facilities needed; see also “GPCD”
RWR – short for Raw Water Requirements, which requires new development to turn in water rights or
cash-in-lieu of water rights to support the water needs of that development; cash is used to increase the
firm yield and long-term reliability of the Utilities’ supply system (e.g., purchase additional storage
capacity)
Senior Water Rights - refers to Colorado water law’s use of the “prior appropriation” or priority system,
which dictates that in times of short supply, earlier water rights decrees (senior rights) will get their
water before others (junior rights) can begin to use water, often described as “first in time, first in right”
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Storage Reserve Factor - refers to a commonly used engineering principle in designing water supply
systems to address short-term supply interruptions; as defined in the Water Supply and Demand
Management Policy, the storage reserve factor incorporates having 20 percent of annual demands in
storage through the 1-in-50 drought which equates to about 3.5 months of winter (indoor) demands or
1.5 month of summer demands
Water Rights Portfolio - the mix of water rights owned by a water supplier; typically includes water for
direct use, as well as for storage for later use; for the Fort Collins Utilities, includes City owned water
rights, owned and/or converted shares in agricultural rights, storage rights at Joe Wright Reservoir, and
ownership in the CBT project
WSDMP - short for Water Supply & Demand Management Policy, which provides Fort Collins Utilities
guidance in balancing water supplies and demands
Yield or Water Rights Yield - refers to the amount of water that is produced from a water right; the yield
of water rights vary from year to year depending on the amount of water available (i.e., low or high river
runoff) and the priority of the water right; see also “Firm Yield” and “Senior Water Rights”.
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APPENDIX A: MATERIALS RELATED TO CHAPTER 1
The following are descriptions of the various water supplies currently in the Utilities water supply
portfolio:
Poudre River Basin Water Rights:
Senior Direct Flow Decrees: The City has five very senior direct flow decrees on the Poudre River
that are available to the City most of the time. Only in very severe dry periods are the diversions
limited.
Junior Direct Flow Decrees: These junior rights are only in priority during the peak runoff period
when most of the other rights on the Poudre River have been satisfied. In dry years, the City
may not be able to divert anything under these rights.
Pleasant Valley and Lake Canal Shares: The City owns a substantial portion of the shares in this
mutual irrigation company. The amount of water the City is entitled to divert to meet treated
water demands depends on the number of shares the City designates for such use and which
priorities owned by the irrigation company are in priority during the season.
Southside Ditches: The City owns shares of stock in the Arthur, Larimer No. 2, New Mercer and
Warren Lake irrigation companies, often referred to as the Southside Ditches. With 13 separate
priorities, yields vary considerably from year to year. Much of the yield comes from a couple of
large junior rights and normally only yields during the high runoff months of May and June.
Michigan Ditch and Joe Wright Reservoir System: This system consists of a ditch that diverts
water from the Michigan River drainage across the divide into the Poudre River Basin, Joe
Wright Reservoir and storage capacity in Meadow Creek Reservoir. Joe Wright Reservoir
includes about 6,500 acre-feet of active storage and is the only storage facility owned and
operated by the City. There are usually periods during the peak runoff season in which the
reservoir is full and Michigan Ditch water is available if it can be taken directly to meet demands.
Joe Wright Reservoir is used primarily to regulate the annual Michigan Ditch flows and has
limited carryover capacity to provide drought protection for the City. The City also has storage
capacity in Meadow Creek Reservoir, which is used to release water to downstream senior rights
on the Michigan River.
Water Supply and Storage Company Shares: The City owns about 27 shares in this irrigation
company. Since the City-owned shares are not presently decreed for municipal use, this water is
usually rented back for agricultural use.
Colorado-Big Thompson Water System:
Horsetooth Reservoir: Water from Horsetooth Reservoir, a part of the C-BT Project, can be
delivered to the City’s water treatment facility or to the Poudre River. The following sources are
available for use from Horsetooth Reservoir.
Windy Gap Water: The City receives Windy Gap water from Platte River Power Authority (PRPA)
as payment for 4,200 acre-feet of reusable effluent made available to PRPA by the City. The
reusable effluent is the result of a Reuse Plan that involves the City, PRPA, and the Water Supply
and Storage Company (WSSC). The 4,200 acre-feet of Windy Gap water is dedicated for large
contractual use that requires reusable water. As part of the Reuse Plan, the City is required to
deliver 1,890 acre-feet of single use water to the WSSC.
North Poudre Irrigation Company (NPIC) Shares: The City currently owns about 3,564 shares of
NPIC. Each share consists of native water supply (which is primarily decreed for agricultural use)
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and 4 units of C-BT water. Unless the agricultural portion of each share is changed for municipal
purposes, the City can only use the C-BT portion of the shares to meet treated water demands.
West Fort Collins Water District (WFCWD) Water: Through an agreement with the WFCWD, the
City provides treated water to their customers and in return, gets reimbursed with an equivalent
amount of C-BT water. In recent years, the amount transferred to the City has been about 500
acre-feet each year.
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APPENDIX B: MATERIALS RELATED TO CHAPTER 2
Table: Collected Service Area Trends, 2001-2014
Year
Service
Area
Population
Annual Water
Use (MG)
Average
Day Use
(MGD)
Actual Use
(GPCD)
Normalized
Average Use
(GPCD)
Peak Day
Use (MGD)
Actual Peak
Day Use
(GPCD)
1 in 50
Normalized
Peak Day Use
Annual
Precipitation
(inches)
ETos
Grass Tot
(in)
2001 121,300 9,978 27.3 198 198 55.8 428 503 12.3 45
2002 123,700 9,599 26.2 183 189 51.4 378 411 9.3 47
2003 125,500 8,280 22.6 154 157 46.9 346 383 18.2 49
2004 125,800 7,984 21.8 146 150 42.3 307 327 18.1 44
2005 126,900 8,497 23.3 155 155 50.1 365 363 16.2 49
2006 127,800 9,268 25.4 172 156 48.9 353 350 11.2 51
2007 128,400 8,860 24.2 162 156 47.5 342 356 13.7 44
2008 128,700 8,352 22.8 153 153 44.3 321 333 13.8 50
2009 128,900 7,391 20.2 135 147 37.1 265 304 21.9 46
2010 129,000 7,830 21.4 146 144 40.8 295 323 14.1 48
2011 129,100 7,621 20.8 141 144 39.7 285 289 17.8 49
2012 129,200 8,757 23.9 165 152 46.8 342 315 10.8 54
2013 129,300 7,560 20.7 141 147 43 312 303 18.8 47
2014 130,200 7,437 20.4 139 143 37.2 269 288 16.7 47
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The following are descriptions of the Current Water Conservation Program Activities, along with the first
year of full implementation.
Foundational Activities
Conservation-oriented rate structures (2003) – Tiered rates (increasing block rate structure).
There are currently three tiers for residential single-family and duplex customers, one tier for
multi-family units, and two tiers and commercial customers.41
Continuous Consumption program (2015): this program developed a data query that checks the
meter data for meter readings that have continuously remained above zero for 72 hours.
Customers with the highest continuous flow rates are contacted to make them aware of the
continuous consumption and the likely leak. Staff troubleshoots with the customer to try to find
the source of continuous use.
Metering (2003): Commercial and multi-family units have been metered for decades; the
Utilities fully metered residential customers by 2003. The Utilities transitioned to advanced
metering infrastructure (AMI) in 2014, known as Advanced Meter Fort Collins (AMFC) The data
resolution is hourly intervals for water and 15-minute intervals for electric.
Monitor My Use (2014): this web-based portal was developed to provide customers near-real
time access to their historical and current electric and water usage and costs. The portal also
provides comparisons to the previous bill period, and illustrates which tier you are currently in.
There are alert-based features that a customer can use to provide automatic notifications when
they reach a certain usage level or cost level.42 A mobile version was launched in December
2014.
Online water use calculator (2012): Customers can use an online calculator with their household
parameters and historic water consumption to identify ways to improve efficiency and reduce
use.43
Seasonal rate structures (2003): Multi-family and commercial customers face higher rates from
May through October.
Utility water loss program (1993): Sonar equipment is used to listen for leaks in the water mains
and pinpoint their locations. Crews monitor water leaks on an ongoing basis, with a two-year
cycle to survey all water mains. Catching leaks before they have surfaced saves water and costs
of excavation and repairs, and supports the wasting water ordinance.
41 For the most current residential rates see: http://www.fcgov.com/utilities/residential/rates/water. Multi-family
units are often not sub-metered and instead have a base charge which varies by the number of dwelling units.
Commercial customers’ rates are based on the size of the meter; this includes the base charge, the volumetric
charge, and the volume above which customers face the second-tier rates. See
http://www.fcgov.com/utilities/business/manage-your-account/rates/water for the most current rates.
42 This tool is only available for residential customers. Commercial customers currently have access to a different
tool called MV Web and the Utilities is exploring new methods and systems to address commercial customers’
needs.
43 Currently, the Utilities’ website provides a link to the following website developed by the Alliance for Water
Efficiency: http://www.home-water-works.org/
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Targeted Technical Assistance and Incentives
Commercial custom rebates (2011): offered for any technology (e.g. cooling tower conductivity
control, leak detection and repair, fixture replacement, etc.) that has a documented water
savings from the current equipment.
Commercial facility assessments (2004): facility audits are performed to assess water and
energy use and make recommendations for improved efficiency. During these assessments, low-
flow aerators are installed at no cost to the business.
Home efficiency audits (2009): residential customers are offered an energy and water audit of
their home to identify equipment and actions that can improve efficiency for a small fee. Faucet
aerators and showerheads are installed at the time of the audit.
Home efficiency loans/on-bill financing (2010): this program offers a low cost, no-money-down
financing option for up to 20 years. Loans are conveniently repaid by the customer through their
monthly utility bill.
Indoor Appliance and Fixture Rebates (residential and commercial):
Clothes Washer (2003): Available for eligible EnergyStar labeled clothes washers.
Dishwasher (started 2007): Available for eligible EnergyStar labeled dishwashers.
Toilet (2010): Available for eligible WaterSense labeled toilets and urinals.44
Showerhead (2011): Available for eligible WaterSense labeled showerheads.
Outdoor Equipment Rebates (residential and commercial):
Sensors (rain, soil moisture), high-efficiency nozzles, pressure-reducing heads, pressure
regulators, and smart irrigation controllers
Low income retrofit program (2007): provides low income single- and multi-family households
with toilet, showerhead and faucet aerator retrofits. This work is often done in partnership with
Larimer County Conservation Corps.
Restaurant pre-rinse spray valve distribution (started 2011): low flow pre-rinse spray valves (to
rinse trays of dishes prior to washing them) are installed at no charge for restaurants and other
food service operations.
Sprinkler system audits (1999): audits are offered to homeowners and homeowner associations
to help them improve sprinkler system efficiency.
Xeriscape design/incentive program (2010): provides homeowners a one-on-one consultation
with a landscape design professional for a small fee.
44 The toilet rebate program also includes a mandatory toilet recycling component. The porcelain from recycled
toilets is used by the Streets Department as a road base.
http://www.fcgov.com/utilities/residential/conserve/water-efficiency/toilet-rebates/toilet-recycling
Page 144
Item 4.
51
Educational Activities
Business education programs (2004): Programs are offered to commercial customers on a
variety of environmental topics, including water conservation. Staff provides newsletters,
mailings, meetings and seminars on topics of interest to specific businesses, such as restaurants,
hotels, car washes, landscapers, and key accounts.
Community education programs (1977)45: These programs include the Educators’ workshops,
contractor trainings, and partnerships to put on other events like the Residential Environmental
Program Series. The Utilities also conducts educational programs about Xeriscape landscaping,
watering techniques and practices and general water conservation. A daily Lawn Watering Guide
is published in the Fort Collins Coloradoan and on the City’s website during the watering season.
Conservation kit giveaways (1990): Free conservation kits with indoor and/or outdoor water-
saving devices and information are offered periodically to customers during events.
Conservation public information efforts (1977): Information is disseminated via bill inserts, bus
benches, billboards, events, newspaper articles, TV and radio announcements, Utilities website
information, social media, and more. The team also serves as technical experts to help
commercial customers with water use or billing questions. Displays are set up at several
community events including the Sustainable Living Fair, Harvest Festival, Business Innovation
Fair and many others.
Home Water Reports (2014): These reports are delivered to a portion of customers on a bi-
monthly basis. The reports provide households with information on their current water use and
comparisons to historical use as well as similar households’ use.46
Hotel and restaurant conservation material distribution (2003): A three-card set is available for
hotels and other lodging establishments to inform guests about importance of water
conservation to our area and to encourage the reuse of towels and linens. Tent cards are
available for restaurants telling customers that “water is served upon request.”
K-12 education programs (1977): Presentations and hands-on activities are provided to school
classes on water topics, including the history of water in Fort Collins, water use and
conservation, water chemistry and watersheds. Fort Collins Utilities is a co-sponsor of the
annual Children’s Water Festival.
Watershed tours (2012): Educational bus tours of the Utilities’ Cache la Poudre watershed;
involves information about drinking water, protection of water resources, water quality, and
managing urban watersheds.
Xeriscape Demonstration Garden (1986): Staff oversees maintenance of the City's Xeriscape
Demonstration Garden and provides tours at organized events and upon request. We are also
partnering to support various demonstration gardens and other events at the Gardens on Spring
Creek.47
45 http://www.fcgov.com/utilities/community-education
46 The Utilities implements a similar program (Home Energy Reports) for electric customers.
47 http://www.fcgov.com/gardens/
Page 145
Item 4.
52
Ordinances and Regulations
Green building codes (2011)48: Existing building codes include many elements that support
green building; the code green amendments represent the next steps along the path of
integrating green building practices into mainstream construction. These codes include a
requirement for bathroom and kitchen faucet aerators, showerheads and toilets to not exceed
the flow rates of WaterSense labeled fixtures.
Landscape and irrigation standards (1994) - New development landscape and irrigation plans are
reviewed for compliance with the Land Use Code's water conservation standards. As part of
these standards, a rain shut-off device and a post-installation audit are required for commercial
sprinkler systems.
Parkway landscaping regulations (2013)49 – The City updated the Streetscape Standards to
include more flexibility to xeriscape the parkway, the strip of land between a residential street
and the sidewalk.
Plumbing standards (1978): All construction within the City of Fort Collins shall comply with the
most recent International Plumbing Code, among other codes and standards.50
Restrictive covenants ordinance (2003) – City Code prohibits homeowner association covenants
from banning the use of Xeriscape or requiring a percentage of landscape area to be planted
with turf, if the homeowner owns the property and pays for the water that irrigations the
landscape.
Soil amendment ordinance (2003): requires builders to amend the soil for new landscapes.
Wasting water ordinance (1917) – staff enforces the section of the City Code that prohibits
wasting water. Wasting water complaints are investigated. Complaints are used as an education
tool, but enforcement by ticketing is also an option.51
Water efficiency upgrades at City buildings (2010): The City is committed to building new City
buildings to the LEED standards; including water efficiency upgrades. Audits are conducted at
existing City facilities and upgraded water-efficient indoor fixtures and sprinkler system
equipment are installed. The City has a sustainability goal to reduce municipal building water
use (normalized to account for weather conditions), by 20% by 2020.52
Water Supply Shortage Response Plan (2003): This plan has a series of measures to be enacted,
including water restrictions, for various levels of water shortage.53
48 http://www.fcgov.com/enviro/green-building.php
49 http://www.fcgov.com/planning/streetscapedesign.php
50 http://www.fcgov.com/building/codes.php
51 City Ordinance No. 089, last updated in 2014.
52 http://www.fcgov.com/sustainability/goals.php
53 City Ordinance No. 088, last updated in 2014.
Page 146
Item 4.
53
Other Activities
Backwash water recycling (2003): Backwash water recycling equipment at the water treatment
facility treats backwash water and recycles it to the beginning of the treatment process.
Large customer reuse (1985) – Treated wastewater from the Drake Water Reclamation Facility is
pumped to Rawhide Power Plant for landscaping and cooling water.
Raw water for City irrigation: Raw water is used to irrigate the majority of the City’s parks,
cemeteries, and golf courses.54
Program Participation 2010-2014 (does not include event attendance)
Program 2010 2011 2012 2013 2014
Clothes Washers 1249 1366 993 971 1058
Commercial Clothes Washer -- -- 0 1 0
Commercial Dishwasher -- -- 0 1 0
Commercial Facility Water
Assessments 81 77 93 268 281
Commercial Kitchen Info Program -- -- 32 nozzles, 72
aerators
16 rebates, 79
items --
Commercial Restroom -- 1 4 rebates;
443 items
16 rebates; 79
items
27 rebates;
249 items
Commercial Sprinkler Audits 2 1 0 0 0
Commercial Sprinkler Equipment -- 15 56 rebates;
964 items
35 rebates;
2266 items
12 rebates;
165 items
Custom Commercial Rebate -- 2 1 3 rebates; 14
items 0
Dishwasher 780 880 635 648 787
ELCO Audits -- -- 42 48 68
FCLWD Audits 112 82 67 94 97
Garden-in-a-box -- 68 63 74 --
HOA Sprinkler Audits 5 12 14 13 11
Home Efficiency Audits 466 519 592 683 662
Home efficiency loans/On-bill
Financing 13 6 5 0 7
Home Water Reports -- -- -- -- 10,000
Irrigation Plan Review 11 42 44 49 69
Irrigation Site Inspection 21 24 28 34 52
Landscape Plan Reviews 29 49 54 73 59
Low Income Retrofit Program -- 250 homes 275 homes 275 homes 482 homes
Residential Sprinkler Audits 449 331 232 394 232
Residential Sprinkler Equipment 164 118 137 rebates;
170 items
108 rebates;
880 items
97 rebates;
135 items
Residential Toilet 479 573 912 651 1004
Showerhead -- 21 27 25 73
Xeriscape Design Clinic/Assistance 55 50 37 -- 46
54 Many of these properties have only ever been irrigated with raw water, thus the “start” date varies.
Page 147
Item 4.
54
Below is a graph of the total number of projects and measures by year from 2010 to 2014.
Below is a graph of the estimated new annual water savings in million gallons. These totals do not reflect
savings from Xeriscape programs, Home Water Reports, or events.
Page 148
Item 4.
55
See below for a graph of projected participation (where participation here means total number of
measures) and annual new water savings in thousand gallons, where the savings includes customer
water use reductions as well as savings from treated less water and avoiding losses throughout the
distribution system.
Page 149
Item 4.
56
APPENDIX C: MATERIALS RELATED TO CHAPTER 3
Water Efficiency and Conservation Activities and related actions support the following Strategic
Objectives from the City’s 2015-16 Strategic Plan.55
City of Fort Collins Strategic Objectives most relevant to Water Conservation Activities
Key Strategic Outcome: Environmental Health
4.1: Improve and protect wildlife habitat and the ecosystems of the Poudre River and other
urban streams.
4.2: Achieve environmental goals using the Sustainability Assessment framework.
4.6 Engage citizens in ways to educate and change behavior toward more sustainable living
practices.
4.7: Increase the community’s resiliency and preparedness for changes in climate, weather and
resource availability.
4.8: Protect and monitor water quality, and implement appropriate conservation efforts and
long-term water storage capability.
Key Strategic Outcome: Economic Health
3.5: Sustain high water quality to support the community and water-dependent businesses.
3.6: Maintain utility systems and services; infrastructure integrity; and stable, competitive
rates.
3.7: Support sustainable infill and redevelopment to meet climate action strategies.
3.9: Provide transparent, predictable and efficient processes for citizens and businesses
interacting with the City.
Key Strategic Outcome: Community and Neighborhood Livability
1.3: Direct and guide growth in the community through appropriate planning, annexation, land
use and development review processes.
1.11: Maintain and enhance attractive neighborhoods through City services, innovative
enforcement techniques, and voluntary compliance with City codes and regulations.
Key Strategic Outcome: Safe Community
5.10: Provide a high-quality, sustainable water supply that meets or exceeds all public health
standards and supports a healthy and safe community.
Key Strategic Outcome: High Performing Government
7.4 Strengthen methods of public engagement and reach all segments of the community.
7.6: Enhance the use of performance metrics to assess results.
7.9: Improve productivity, efficiency, effectiveness, customer service and citizen satisfaction in
all areas of the municipal organization.
7.10: Implement leading-edge and innovative practices that drive performance excellence and
quality improvements across all Service Areas.
7.11: Proactively influence policy at other levels of government regulation.
55 http://www.fcgov.com/citymanager/pdf/strategic-plan-2015.pdf
Page 150
Item 4.
Water Efficiency Plan (WEP) Guiding Principles
Last updated October 2023
WEP Planning Process Guiding Principles
1. Complete the WEP update on time and on budget while optimally using resources.
2. Collaborate regionally, including other water service providers.
3. Engage marginalized community members and address systems of oppression, while
also pursuing broad engagement.
4. Build and strengthen working relationships within the municipality and across the
community, to better implement water efficiency strategies.
5. Align processes and outcomes with other City and Utilities priorities.
WEP Goal Setting and Efficiency Strategy Selection Guiding Principles
1. Reduce water demand to increase preparedness and resilience for ongoing and
uncertain climate, economic, and social risks to our water availability.
2. Commit, as stewards of the City, to continue to be leaders in conservation and
efficiency.
3. Create water efficiency strategies based on future supply and demand projections, of
which the decision-making is data-driven, regionally adaptive, considers the triple bottom
line and affordability.
4. Target water efficiency strategies that provide multiple benefits for the community, the
environment, and consider the entire water system, including the river.
Page 151
Item 4.
TOTAL3.8
million gallons
RESIDENTIAL
RESIDENTIAL TOTAL
51
TOTAL2.7
million gallons
Shift Your Water: 2.6 MG
Landscape Conversions: 1.1 MG
Sprinkler Checkups: 0.2 MG
Outdoor Water Use
Home Water Reports: 37.8 MG
Eciency Rebates: 2.1 MG
Continuous Consumption
(Leak) Notifications: 4.6 MG
Combined Water Use
Ecient Product Installations
(Larimer County): 2.7 MG
Indoor Water Use
TOTAL44.5
million gallons
COMMERCIAL
COMMERCIAL TOTAL
122.3
Outdoor Water Use
TOTAL19.4
million gallons
Indoor Water Use
Eciency Rebates: 1 MG
Ecient Product
Installations: 2 MG
TOTAL3
million gallons
Combined Water Use
Continuous Consumption
(Leak) Notifications: 99.8 MG
TOTAL99.8
million gallons
Landscape Conversions: 3.4 MG
Irrigation Rebates: 5.1 MG
Landscape Water Budget Program: 11 MG
TOTAL ANNUALSAVINGS:173.3
million gallons
WATER CONSERVATION ANNUAL REPORT
Fort Collins Utilities has a strong commitment to ensuring the
efficient and responsible use of our natural resources. Our Water
Conservation Program started in 1977 and we continue to innovate,
providing ongoing and relevant water efficiency support to the
community.
2022
Utilities
140,000
135,000
130,000
125,000
120,000
115,000
110,000
250
200
150
100
50
0
Community Gallons per Capita per Day (GPCD) & Population
20
0
1
20
0
2
20
0
3
20
0
4
20
0
5
20
0
6
20
0
7
20
0
8
20
0
9
20
1
0
20
1
1
20
1
2
20
1
3
20
1
4
20
1
5
20
1
6
20
1
7
20
1
8
20
1
9
20
2
0
20
2
1
Residential GPCD PopulationNon-Residential GPCD
20
2
2
73
139TOTAL
66
137,200
20
0
0
211TOTAL
121,300
124
87
page 1
WATER
CONSERVATION
AND EFFICIENCY
AT A GLANCE
GPCD is down 34%
since 2000.
Based on total water treated.
Residential GPCD
Commercial GPCD
Population
PROGRAMS AND SERVICES
WATER
SAVINGS
Actions in 2022
resulted in
173.3 million
gallons (MG)
saved or 2%
of 2022 total
treated water.
LEARN MORE:
Residential Efficiency Programs and Rebates: fcgov.com/save-water
Commercial Efficiency Programs and Rebates: fcgov.com/water-efficiency
2,140 homes’
average annual
water use was
saved in 2022.
Page 152
Item 4.
WATER USE IN 2022
Overall water use in 2022 was very similar to previous years
with a few differences to point out:
MEASUREMENT MATTERS
AVERAGE YEARLY USE PER CUSTOMER CLASS:
Single Family & Duplex: 81,000 gal/yr
Multi-Family Building: 448,100 gal/yr
(includes multiple units)
Commercial: 906,350 gal/yr
AVERAGE YEARLY ACCOUNTS:
2022 Residential: 32,766 accounts
• 30,363 SF/Duplex accounts
• 2,403 MFR accounts.
2022 Commercial: includes 2,807
commercial and irrigation accounts
2022 Residential total water use:
3,540,000,000 gallons
2022 Commercial total water use:
2,540,000,000 gallons
page 2
• Residential water use was down 1% and commercial water
use was up 4% compared to a 3-year historical average
(2019 – 2021).
• Residential and commercial water use trended 18% higher
from April-June and 9% lower from July-Sept. compared
to 2021 water use. This may be due to a drier spring (April-
June) and wetter summer (July-Sept) in 2022 vs. 2021.
• 173 million gallons saved in 2022 is an 8% increase in
estimated savings compared to 2021 (160 million gallons).
• Overall, Utilities customers used 139 gallons per person per
day (GPCD), which is the same GPCD as 2021. This is a 34%
reduction in GPCD since 2000. An additional 6.5% reduction
is needed to meet Utilities’ goal of reaching 130 GPCD
by 2030.
Utilities measures and tracks numerous water conservation metrics, including:
• Gallons per capita per day (GPCD) is the total treated water used for commercial and residential customers, divided by
the service area population (about 70% of Fort Collins), and divided by 365 days. GPCD helps determine if conservation
and efficiency efforts are impacting community water use regardless of population growth. GPCD fluctuates greatly with
weather – hotter and drier months during the irrigation season create higher water demands for our community.
• Precipitation and temperature are evaluated to determine water is impacted by annual changes to climate.
• Estimated water savings from programs and services offered by the Water Conservation Program is another way to
evaluate our efforts and impact on water use in Fort Collins Utilities Water Service Area. When possible, we use program
participants’ water use data to get the most accurate water savings estimates. This helps us monitor our efforts and
determine which programs and services are the most effective at saving water.
2022WATER CONSERVATION
ANNUAL REPORT
600
500
400
300
200
100
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Mi
l
l
i
o
n
G
a
l
l
o
n
s
Total Monthly Water Use
Residential Commercial
3 Y
e
a
r
A
v
g
.
3 Y
e
a
r
A
v
g
.
202
2
202
2 2022 Residential total water use:
3,540,000,000 gallons
2022 Commercial total water use:
2,540,000,000 gallons
Average yealy use per customer class:
Single Family & Duplex: 81,000 gal/yr
Multi-Family Building: 448,100 gal/yr
Commercial: 906,350 gal/yr
2022 Commercial: includes 2,807
commercial and irrigation accounts
2022 Residential: includes 32,755
single-family, duplex, and multifamily
accounts
600
500
400
300
200
100
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Mi
l
l
i
o
n
G
a
l
l
o
n
s
Total Monthly Water Use
Residential Commercial
3 Y
e
a
r
A
v
g
.
3 Y
e
a
r
A
v
g
.
202
2
202
2 2022 Residential total water use:
3,540,000,000 gallons
2022 Commercial total water use:
2,540,000,000 gallons
Average yealy use per customer class:
Single Family & Duplex: 81,000 gal/yr
Multi-Family Building: 448,100 gal/yr
Commercial: 906,350 gal/yr
2022 Commercial: includes 2,807
commercial and irrigation accounts
2022 Residential: includes 32,755
single-family, duplex, and multifamily
accounts
Page 153
Item 4.
WHAT IMPACTS WATER USE?
WATER CONSERVATION
ANNUAL REPORT
2022 WATER CONSERVATION PROGRAM HIGHLIGHTS
page 3
Water use constantly fluctuates – both individual and overall
community use. Many factors impact how much water we
use, including:
• Conservation Behavior: Different behaviors, such as how
long and how often people shower, water lawns, and
leave faucets running when brushing teeth or washing
hands impact both individual and community water use.
Businesses also impact water use through their daily
practices and production processes.
• Efficient Fixtures/Appliances: Homes and businesses
that have water-efficient appliances, fixtures, irrigation
equipment and technologies use less water.
• Leaks: The average US household wastes 10,000 gallons of
water, or about 12% of the total average household water
use, every year. Leaks are often silent and go unnoticed,
like the ones in your irrigation system, toilet or dripping
showerhead. If leaks were found and fixed, the average
water bill would be 10% less and Fort Collins Utilities would
save hundreds of millions of gallons each year.
• Weather: is a significant factor in how much water we
use outdoors on our landscapes and to a lesser extent,
how much water larger businesses use for cooling towers.
Hotter and drier weather, resulting from climate change,
makes water-wise landscapes and efficient cooling towers
a critical strategy for managing resilient and sustainable
water demand.
• Population: The more people in a household and
community, the greater total water use.
• Land development patterns and urban design: Less
dense developments that include more landscaped areas
require more water for maintenance. Landscapes that are
not regionally adapted or native to our area, such as turf
grasses, require more water than nature provides. The
development choices we make can impact water use for
many years. Parkways, medians, parks and other green
spaces also impact community water use. Choosing the
right landscape for the right purpose and using water-wise
plants avoids costly landscape retrofits in the future.
• Shift Your Water: The 2nd year of Shift Your Water was
more successful than 2021, with 918 households pledging to
stop irrigating their grass by Oct. 1, saving an estimated 2.6
million gallons of water.
• Graywater: A permit process allowing graywater in all
development types for toilet flushing water only was
developed and adopted by Council city-wide.
• Continuous Consumption: Utilities sends notifications to all
customers who have ongoing water use, every hour for 24
hours or more. These notifications inform customers on how
to check for and resolve leaks. In 2022, 3,410 notifications
were sent to residential customers and 7,946 to commercial
customers, which saved an estimated 104.6 million gallons
of water.
• Stopping water waste: If irrigation equipment breaks or
sprays excessively, water runs onto streets and sidewalks.
When someone in the community identifies water being
wasted, they can notify the Saving Water Hotline
(fcgov.com/saving-water-hotline) to resolve the issue.
In 2022, Water Conservation responded to 98
water-wasting incidents.
• Plumbing efficiency standard changes: The adoption of
increased efficiency codes for toilets and public bathroom
faucets and more efficient and compact plumbing systems,
which wastes less water by minimizing the need to flush cold
water from pipes before getting hot water to each fixture.
• Record-breaking year for Xeriscape: The annual Xeriscape
Garden Party saw over 700 attendees, providing numerous
educational opportunities and over 2000 plants for
attendees to take home and plant in their gardens. The
residential Xeriscape Incentive Program saw 94 completed
projects, 35% more than in 2021.
2022WATER CONSERVATION
ANNUAL REPORT
OUTDOOR
WATER USE
(COMMERCIAL
+ RESIDENTIAL)
IS 43% OR
2.61 BG.
BG = Billion Gallons
SINGLE FAMILY &
DUPLEX OUTDOOR
1.22 BG
MULTI FAMILY INDOOR
881 MG
MULTI FAMILY OUTDOOR
196 MG
SINGLE FAMILY &
DUPLEX INDOOR
1.24 BG
COMMERCIAL
OUTDOOR
1.19 BG
COMMERCIAL
INDOOR
1.35 BG
RESIDENTIAL
INDOOR
2.12 BG
RESIDENTIAL
OUTDOOR
1.42 BG
Page 154
Item 4.
WATER CONSERVATION
ANNUAL REPORT.
LEARN MORE:
Water Efficiency Plan: fcgov.com/water-efficiency-planUtilities
Auxiliary aids and services are available for persons with disabilities. V/TDD: 711
Esta información puede ser traducida, sin costo para usted, 970-212-2900. 23-25044
2022WATER CONSERVATION
ANNUAL REPORT
page 4
• Water Shortage Preparation: Utilities, local experts
and industry partners continue to monitor Colorado
River conditions and the federal and state discussions
addressing the ongoing drought. Utilities gets half of its
water from the Colorado-Big Thompson Project, which is
stored in Horsetooth Reservoir and managed by Northern
Water. If Colorado-Big Thompson Project water supplies
were to be interrupted, Northern Water would determine
if, when, and how much Utilities’ supply would be reduced.
If needed, Utilities will respond to shortages following the
steps set in the Water Shortage Action Plan (fcgov.com/
wsap).
• Landscape and Irrigation Training: There are many
landscape transformation projects happening in Fort
Collins with a focus on replacing high-water use areas with
water-wise landscapes. Along with these projects, there is
a need to ensure new landscapes are successful, attractive
and water efficient. What goes into the ground is only part
of the water savings equation- the other critical factor is
behavior and practice.
Providing discounted educational and certification
opportunities for our community’s landscape professionals
can help increase the water-saving potential of these
landscape conversions.
• Xeriscape and Soil Amendment Codes (fcgov.com/xsa):
Council has an identified priority to increase xeriscaping
and address soil amendments in all types of new and
redeveloped properties. Utilities Water Conservation Team
is leading this effort with engagement opportunities for
the public to provide input on the following proposals:
• Limit cool-season grass (turf) in new development
and redevelopment.
• Expand irrigation efficiency standards.
• Increase flexibility, compliance and enforcement in
existing soil amendment code.
• Water Efficiency Plan Update: The Water Efficiency Plan
(fcgov.com/wep) was last updated in 2015 and outlines
water conservation goals and strategies. This year’s
update aims to integrate water and land use planning
and incorporate climate change modeling, equity and
resilience into future plans and goals.
IN 2023, WE’RE FOCUSED ON
Page 155
Item 4.
Headline Copy Goes Here
Water Conservation Manager
Mariel Miller
Fort Collins Utilities
Water Efficiency Plan
(WEP)
City Council Work Session
2-13-2024
Alice Conovitz
Water Conservation Specialist
Page 156
Item 4.
Headline Copy Goes HereQuestions for Council
1.What is Council’s vision for the WEP and how it addresses
water conservation and efficiency?
2.What does Council need to know from our engagement, equity
analysis, and water demand modeling efforts?
2
Page 157
Item 4.
Headline Copy Goes Here
Background
3
Page 158
Item 4.
Headline Copy Goes HereCreating a Reliable Water Supply
4
1.Planning and modeling
•Water Supply and Demand Management Policy
•Water Supply Vulnerability Study
2.Water supply storage
•Halligan Reservoir enlargement
3.Conservation and efficiency (demand
management)
•WEP
•Water Shortage Action Plan
Continued collaboration with neighboring
water providers
Fort Collins
Utilities
Fort Collins Utilities
ELCO Water District
West Fort Collins Water District
Fort Collins-Loveland Water DistrictPage 159
Item 4.
Headline Copy Goes Here
5
Many Ways to Manage Demands
Water
Conservation
and Efficiency
Water Shortage
Restrictions
Long Term Short Term
Pros
•Resiliency
•Conservation behaviors
•Water literacy
•Flexibility
Cons
•Requires mandatory
efforts to go beyond
low-hanging fruit
•Requires ongoing
resources
•Takes years to see
accumulated savings
Pros
•Fast-acting
•Can achieve deep
reductions
Cons
•Living infrastructure
•Business
•Time
•Water revenue
•Little flexibility
Page 160
Item 4.
Headline Copy Goes Here
6
Water Supply: Risks and Solutions
Warmer, drier climate poses largest risk
Potential reduction in Colorado-Big Thompson poses risk
Adequate storage is crucial to meet future water demands
Managing demands is crucial to minimize water restrictions
Page 161
Item 4.
Headline Copy Goes Here
7
Water Supply: Risks
•Historical restrictions
•1-in-10 years
•2065 predictions without Halligan
•9-in-10 years
•Even with Halligan, climate change will drive
more frequent restrictions
•6-in-10 years:
⎻temperature ↑ 5°
⎻precipitation ↓ -5%
•3-in-10 years:
⎻temperature ↑ 5°
⎻precipitation no change
•No reductions currently planned
•Ongoing challenge
•Solutions: more demand management
and Halligan Reservoir enlargement
Potential reduction in Colorado-Big
Thompson poses riskWarmer, drier climate poses largest risk
Page 162
Item 4.
Headline Copy Goes Here
8
Water Supply: Solutions
Adequate storage to meet future
water demands
Using conservation and efficiency
strategies to minimize water restrictions
Halligan
•Increase storage
•Would store 2.7 billion gallons (~8,200 AF)
⎻39% of current annual demand
•Prepare for future demand
•Drought resilience
•16x more than 2022’s annual water
conservation program savings
WEP
•Water conservation activities
•Saved 173 million gallons (531 AF) in
2022
⎻2.5% of current annual demand
•Reduced per capita use by 34% over
the last two decades
Page 163
Item 4.
Headline Copy Goes Here
Makes supplies last longer and go further
Conservation efforts are cost effective
Keeps rates and fees down
Creates resilience
9
Why Water Conservation and Efficiency?
Page 164
Item 4.
Headline Copy Goes HereCurrent WEP Goal: 130 GPCD by 2030
10
87
73
124
66
121,300
137,200
105,000
110,000
115,000
120,000
125,000
130,000
135,000
140,000
0
50
100
150
200
250
2
0
0
0
2
0
0
1
2
0
0
2
2
0
0
3
2
0
0
4
2
0
0
5
2
0
0
6
2
0
0
7
2
0
0
8
2
0
0
9
2
0
1
0
2
0
1
1
2
0
1
2
2
0
1
3
2
0
1
4
2
0
1
5
2
0
1
6
2
0
1
7
2
0
1
8
2
0
1
9
2
0
2
0
2
0
2
1
2
0
2
2
Community Gallons per Capita per Day (GPCD)&Population
211
TOTAL
139
TOTAL
Water conservation works
•16% increase in population
•34% decrease in GPCD
Current WEP goal: 130 GPCD by 2030
•5-year average (2018-2022) = 138 GPCD
•2023 preliminary result = 132 GPCD
•Precip was 123% more during irrigation
season compared to average (2018-2022)
118,300
137,200
Community Gallons per Capita per Day (GPCD) and
Population
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Creating an informed future state
WEP Update
11
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What’s a WEP?
•State requirement
•Planning document with a seven-year
cadence
•Developed with extensive community
input
•fcgov.com/WEP
It does not...
•Create standards or regulations without
additional process
•Apply to temporary water shortages
•Apply to areas outside of Utilities’ water
service area
12
WEP Purpose and Content
Guide
Guide Water
Conservation,
Utilities and City
on water demand
management
Set Set water use
reduction goals
Identify
Identify conservation
and efficiency
strategies
(roadmap to goals)
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13
Looking for Answers and Solutions: WEP Update
Re-evaluate goals and metrics (130 GPCD by 2030)
•Consider future demand, vulnerabilities, climate, growth, attainability
Identify and prioritize demand management strategies (incentives,
standards, codes)
•Evaluate based on water savings, engagement, equity, cost, resources,
feasibility
Quantitative demand model
•Model water savings from demand management strategies under different
climate and growth scenarios
Engagement and equity analyses
•Inclusive public engagement
•Analyze for equitable outcomes and identify/resolve gaps
One Water integrated water management
•Cross-departmental engagement
•Emphasis on land use planning
•Utilize OCF framework and make progress on Big Move #3
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14
Key Tasks
Plan, build teams, retain consultants
-Water demand model development, data
processing, and inputs
-Develop guiding principles & goal
framework
-Plan and test engagement
Project and Model Set-up
Q1 2023 –Q1 2024
Engage to inform conservation strategies and goals
-Include marginalized community members
-Track equity in participation
-Broad, diverse engagement
-City departments
Engage
Q2 2023 –Q3 2024
-Analyze equity of process and potential strategy
gaps/outcomes
-Model conservation strategy savings
-Prioritize conservation strategies
-Share: second Council Work Session (Q3)
Analyze to Prioritize
Q1 –Q3 2024
Draft, revise, finalize WEP
-Seek Board, Commission, Council input
-Council first reading (Q4)
-Submit to state
Prepare and Submit
Q2 –Q4 2024
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15
Broad Engagement
Outreach to marginalized community members: identify motivations/barriers to conservation
•Four Community Consultants
•Focus groups/open houses
•City resources: Equity Office, Climate Equity Committee
Broad engagement throughout community: align conservation with culture and values
•Online platform: ourcity.fcgov.com/wep
•Movie theater ad with survey link
•Key Accounts, business community
•Landscape professionals
•Environmental and community organizations
•Other ads, emails, social media posts, events, meetings
•Synthesize and incorporate past engagement / survey responses from related efforts
City staff and leadership engagement: organizational water use goals and strategy priorities
•Facilitated meetings with City departments
•City Council work sessions (Q3); WEP first reading (Q4 2024)
•Water Commission, Natural Resources Advisory Board (Q3)
•Super Issues meeting (Dec. 2023)Page 170
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Headline Copy Goes HereWhat Success Might Look Like
16
•More informed planning decisions
•Minimize frequency and severity of
water shortages
•More equitable and resilient
outcomes for all
•Better utilization of resources
Page 171
Item 4.
Headline Copy Goes HereQuestions for Council
1.What is Council’s vision for the WEP and how it addresses
water conservation and efficiency?
2.What does Council need to know from our engagement, equity
analysis, and water demand modeling efforts?
17
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Thank you!
ourcity.fcgov.com/WEP
18
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Extra Slides
19
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20
WEP Coordination with ELCO and FCLWD
State requires each water provider to have a WEP
2022
•Met to discuss opportunities for coordination on the Utilities WEP
2023
•Met 1-2 times in 2023 to discuss:
•Opportunities to coordinate on the water demand model
•Update on our WEP and learn more about theirs and timing of plans
2024
•Request to meet again before finalized to discuss opportunities to collaborate on various strategies, as
appropriate
•Planning for a section in the WEP that addresses:
•Coordination to-date
•Possible areas of opportunity and barriers
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21
Historical Program Participation and Engagement
Page 176
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Headline Copy Goes HereDefinitions
Water Terms
Examples:
Conservation Taking shorter showers
Efficiency WaterSense/high-efficiency showerhead
Reuse Graywater
Conservation
Efficiency
+Reuse
Demand Management
Water Measurements
Acre-Foot (AF)
•About one football field filled up with
water to your shin
•Four single-unit homes’ annual indoor
and outdoor use in Fort Collins
•325,851-gallon sized milk jugs
22
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Item 4.
Headline Copy Goes HereResources
•$160,000 –Colorado Water Conservation Board grant
•$145,000 –BFO cash match + $47,000 of staff in-kind match
•Water Conservation and Customer Connections
•Water Resources and Planning
•Cross-departmental leadership team
•Broad staff engagement
•Water demand model
•Engagement
•Equity analysis
Funding
Staff Support
Consultant Support
23
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Item 4.
Headline Copy Goes HereCurrent State: 2022 Conservation Programs
•Land use
•Building/plumbing
•Wasting water prohibitions
•Graywater
•Shortage responses
Programs and Services Regulations and Codes
(531 AF -2.5% of annual demand)
Rates and Fees
Education and Engagement
24
Page 179
Item 4.
Headline Copy Goes HereWhat Other Colorado Communities are Doing
Affordability, Rates and Fees
•Free plumbing assistance for income-qualified customer for leaks (Aurora)
•Free turf replacement for income-qualified customers (Aurora)
•Customized water rates based on landscape and occupancy (Greeley, Castle Rock)
•Water-use based tap fees to incentivize water-wise development (Various)
Lawn Watering Requirements
•More than half of 30 different Front Range communities researched limit watering during normal drought conditions in the following ways:
•No daytime watering (e.g., no watering between 10 a.m. –6 p.m.)
•Number of days per week (e.g., three days per week)
•Seasonal window (e.g., watering only between May 1 –Sept. 30)
Non-functional Turf
•Denver Water, Castle Rock and Aurora committed to reduce non-functional turf grass by at least 30%
•Of 38 communities with turf replacement programs in CO, about 17 also limit turf in new development
Education
•Required registration for landscape and irrigation professionals who install and maintain non-residential landscapes (Castle Rock)
•100% reimbursement for irrigation and landscape professionals’ training and certification programs (Greeley)
Goals
•Reduce total water demand by 2,034 AF by 2030 (Greeley)
•Ensure water consumption is below 100 GPCD by 2025 (Castle Rock; 14.5% reduction from current)
25
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Headline Copy Goes HereCurrent State: Making Progress
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
0
2,000
4,000
6,000
8,000
10,000
20
0
0
20
0
1
20
0
2
20
0
3
20
0
4
20
0
5
20
0
6
20
0
7
20
0
8
20
0
9
20
1
0
20
1
1
20
1
2
20
1
3
20
1
4
20
1
5
20
1
6
20
1
7
20
1
8
20
1
9
20
2
0
20
2
1
20
2
2
Mi
l
l
i
o
n
G
a
l
l
o
n
s
Annual Treated Water Delivered & Conserved
Treated Water Delivered (MG)Reduction from Conservation (MG)Population
Water Use and
Conservation: 2022 vs 2000
•Population increased by 16%
•Treated water delivered
decreased by 19% (rolling
average)
•Annual water use reduction
due to select conservation
programs estimated at 2.3%
of total demand (rolling
average)
26
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27
Current State: 2015 Goals and Opportunities
Areas of Opportunity
1.Leverage Advanced Meter Fort Collins data
and capabilities
2.Promote and support greater outdoor water
efficiency
3.Encourage greater integration of water
efficiency into land use planning and building
codes
4.Expand commercial and industrial sector
strategies
5.Increase community water literacy
Current WEP goal: 130 gallons per capita per day
by 2030
fcgov.com/WEP
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Item 4.
Headline Copy Goes HereLeading with One Water
•WEP update = integrated, inclusive approach to
water management
•WEP process will contribute to overall One Water
foundation-building
•Guiding principles
•Cross-departmental relationships
One Water: All water has value and
should be managed in a sustainable,
inclusive, integrated way.
28
Page 183
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Headline Copy Goes Here2024 Water Topics & Next Steps
29
•Work Session
planned for after Land
Use Code adoption
•State water quality
permitting 2024-2025
•Fieldwork ongoing
•Start construction
2026-2027
•Work Session
Planned for Q3
•1st reading in Q4
2024 or Q1 2025
•Evaluating
•April Work Session
Planned
•Engagement in May-
July
Water Supply
Requirement
and Excess
Water Use
Fee Increases
Water
Efficiency
Plan
Council
Priority #19:
Xeriscape and
Soil
Amendments
Halligan Water
Supply Project
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30
Strategic Alignment
City Plan
Our Climate Future
Municipal Sustainability and
Adaptation Plan
State Laws
Colorado Water Plan
Water Supply & Demand
Management Policy
Water Shortage
Action Plan
Halligan Project
Council Priorities
City Strategic Plan
Utilities Strategic Plan
Water Efficiency
Plan Update
Page 185
Item 4.