HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 04/09/2024
Fort Collins City Council
Work Session Agenda
6:00 p.m., Tuesday, April 9, 2024
Council Information Center (CIC), 300 Laporte Avenue, Fort Collins, CO 80521
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City of Fort Collins Page 1 of 2
City Council
Work Session Agenda
April 9, 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
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.Impact Fees Discussion.
The purpose of this item is to share with the Council the findings of the Capital Expansion Fee
Study, Transportation Capital Expansion Fee Study, and Utility model updates that were completed
in Q4 2023. Additionally, the preliminary work from the ongoing Water Utility 2024 updates and
City and Front Range Communities’ approaches to fee offsets have been incorporated into the
holistic analysis. The fee studies were last updated comprehensively in 2017, with rates
implemented over a three-year timeframe from 2018 to 2020.
2.Water Supply Requirements, Excess Water Use Charges, and Non-Residential Allotments.
The purpose of this item is to provide Council and the community with an update on the project
plan and analysis regarding three related items for Fort Collins Utilities (Utilities) water customers:
● Revisions to the Water Supply Requirement (WSR) fee methodology;
● Revisions to the excess water use surcharge (surcharge); and
● Assignment of annual water allotments (allotments) for non-residential customers, specifically,
pre-1984 non-residential accounts (pre-1984 accounts) that currently do not have allotments.
The feedback from this Work Session will be considered and addressed at the July 16 Work
Session.
3. Discussion of the 2024 Appropriation of the First Year of the 2050 Tax for Parks, Recreation,
Transit and Climate (2050 Tax).
The purpose of this item is to discuss the items being considered for the 2024 appropriation the
first year of the new 2050 Tax. In November 2023, Fort Collins voters approved this 0.5% Sales &
Use Tax increase, which is dedicated to the areas of Parks, Recreation, Transit and Climate. This
tax begins in 2024 and expires at the end of 2050.
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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.
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 5
April 9, 2024
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
David Lenz, Director, Financial Planning & Analysis
Randy Reuscher, Lead Rate Analyst, Utilities
Marc Virata, Engineer III, Planning, Development & Transportation
SUBJECT FOR DISCUSSION
Impact Fees Discussion.
EXECUTIVE SUMMARY
The purpose of this item is to share with the Council the findings of the Capital Expansion Fee Study,
Transportation Capital Expansion Fee Study, and Utility model updates that were completed in Q4 2023.
Additionally, the preliminary work from the ongoing Water Utility 2024 updates and City and Front Range
Communities’ approaches to fee offsets have been incorporated into the holistic analysis. The fee studies
were last updated comprehensively in 2017, with rates implemented over a three-year timeframe from
2018 to 2020.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Prior to consideration of ordinances updating fees for 2025, what questions do Councilmembers have
related to the Fee Studies and Utility model updates?
2. What policy considerations and/or options do Councilmembers want to investigate further?
BACKGROUND / DISCUSSION
Work to Date:
During 2023, staff worked both internally and with external consultants to update the City’s development
related impact fees. This resulted in two study updates: the Capital Expansion Fee Study (CEF), covering
neighborhood and community parks, fire, police and general governmental services Capital Expansion
Fees, and the Transportation Capital Expansion Fee Study (TCEF).
Additionally, the City’s utility organizations underwent their biennial internal update of their impact fee
models, composed of Plant Investment Fees (PIFs), Electric Capacity Fee (ECF), Water Supply
Requirement (WSR), excess water use and allotments. During the August 8, 2023, work session with
Council, the WSR and excess water use were discussed, and a decision was made to defer decisions
around these two items until more work was undertaken (expected to last throughout 2024).
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During Council Finance Committee meetings on October 5, 2024, and December 14, 2024, the CEF and
TCEF Study updates were discussed with the committee. The Utility Water, Wastewater (Sewer), and
Stormwater PIFs, and ECF updates were also discussed. Staff presented the background, methodologies,
and findings of the external study updates and internal utilities fee model updates. New fee schedules for
all impact fees reflecting the study and model updates were presented.
After discussion with the committee about the results of the study and fee model updates, the Committee
recommended that staff proceed with inflation-only adjustments to the CEF, TCEF, Utility PIFs and ECF
for 2024.
These inflation updates were adopted by Council on second reading on February 20,2024, and became
effective on March 1, 2024. The CEFs increased by 5.6%; the TCEF and Utility fees increased by 7.4%.
Study/Model Updates:
Transportation Capital Expansion Fee (TCEF)
TCEF is a one-time fee collected from development and redevelopment to mitigate impacts to the
transportation network. It is used to support growth share related infrastructure improvements which add
capacity to the system from both a roadway and multi-modal perspective. Fees cannot be used for
improvements which solely benefit adjacent development, existing deficiencies, and/or for maintenance.
The City contracted with TischlerBise for the current TCEF study update. The 2023 TCEF study uses a
combination of incremental expansion for roadways and plan-based methodologies to provide
improvements for Active Modes.
For residential development, updated amounts are based on square feet of finished living space. Garages,
porches and patios are excluded from the TCEF assessment. For nonresidential development, TCEFs are
stated per thousand square feet of floor area, using three categories. The TCEF schedule for nonresidential
development is designed to provide a reasonable fee amount for general types of development. There has
been further emphasis on active modes and to provide further clarity the maximum supportable fee
schedule is broken down by roadway capacity and active modes.
Summary fees are highlighted below with a comparison to the 2023 fees and the TCEF Draft Report with
full detail is included as Attachment 1.
Other Capital Expansion Fees (CEFs)
The City has five separate CEFs, related to neighborhood and community parks, and fire, police and
general government services. These fees were initially adopted in 1996 based on an internal study by staff.
External study updates were completed in 2013 and 2017 by Duncan Associates. The studies relied on
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the standards-based (or incremental expansion) methodology, which bases the fees on the existing levels
of service. The new fees were adopted in 2017 and implemented over a three-year time period.
In the spring of 2023, the City solicited bids and contracted with Economic & Planning Systems, Inc. (EPS)
to update the Capital Expansion Fee Study. The EPS Study Update adheres to the existing standard-
based approach to fee calculation, continuing to use construction cost replacement valuations.
Almost all fee categories have increased from current 2023 fee levels. The biggest overall impact
contributing to higher rates is the significantly higher asset valuations for police and fire services (and to a
lesser extent, general governmental) outpacing the service population growth rates. These inflationary
impacts have been realized locally in the higher cost of the City’s purchases of goods and services,
especially in the post-COVID environment. In this update, the Office and Other Services type has been
broken out from Commercial and is aligned with TCEF categories based on differing demand impacts.
The study update had differing results for the neighborhood and community parks. The most recent
neighborhood park builds (Bucking Horse, Crescent, Traverse) were all significantly more expensive to
buildout on $/acre basis than prior facilities, leading to much higher fee calculations than for the community
parks. A new maintenance facility also contributed to higher overall costs.
The table below summarizes the study fee calculations for residential and non-residential properties
compared to the 2023 fees. Full detail is included in the CEF Draft Report in Attachment 2.
Utilities Fees
Utilities staff updates development fee models every two years. In alternating years, when models are not
updated, an inflationary adjustment is applied to utility development fees. Staff use the Engineering News
Record (ENR) construction cost index to apply inflationary adjustments. The Utility Water, Wastewater
(Sewer), and Stormwater PIFs and ECF were updated.
Each model was updated this year to capture current inputs, including current escalation factors and each
of the various drivers as such costs, consumption, and future system needs. Utilities have experienced
extreme cost pressures, especially on the electric side. Some items such as electric transformers have
increased dramatically in price due to supply chain issues and higher material costs. The table below shows
the results of the modeling update for each of the development fees by fund.
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The CEF and TCEF study updates and the Utility fee model updates (including a low/high range of 2025
estimates for the ongoing Water Utility work in progress), are combined in the tables below to present a
summary of the total fee component of development activity costs for both a multi-unit complex and a
detached, single/duplex example. The multi-family example is for a 48,000 square foot development with
55 units. The single-family example is an 1,890 square foot floorplan.
2024 above is presented for both what is currently in force after the inflationary update s were approved
and what the study/model updates total. For 2025, the rates presented reflect the 2024 study/model
updates plus a projected assumption of 3.5% for inflation during 2024 in addition to the low/high estimate
ranges for WSR.
Actual Study Lo WSR Hi WSR Lo WSR Hi WSR
CEF 448,585$ 460,753$ 469,536$ 509,916$ 538,471$ 587,572$ 608,137$ 608,137$ 11,057$ 11,057$
TCEF 160,512$ 161,403$ 173,366$ 185,675$ 199,415$ 209,865$ 217,210$ 217,210$ 3,949$ 3,949$
Dev Review/Permits/Other 67,695$ 67,846$ 58,850$ 58,850$ 58,850$ 58,850$ 60,910$ 60,910$ 1,107$ 1,107$
Water PIF 62,707$ 64,365$ 71,102$ 77,501$ 83,236$ 81,919$ 84,786$ 84,786$ 1,542$ 1,542$
Water Supply Requirement 245,004$ 252,354$ 196,039$ 196,039$ 196,039$ 196,039$ 172,181$ 334,876$ 3,131$ 6,089$
Wasterwater PIF 142,450$ 146,740$ 151,745$ 165,385$ 177,623$ 172,166$ 178,192$ 178,192$ 3,240$ 3,240$
Stormwater PIF 20,639$ 21,257$ 22,055$ 24,040$ 25,819$ 25,723$ 26,623$ 26,623$ 484$ 484$
Electic Capacity Fee 111,209$ 117,836$ 121,972$ 132,949$ 142,788$ 152,626$ 157,968$ 157,968$ 2,872$ 2,872$
Combined Fees 1,258,801$ 1,292,554$ 1,264,665$ 1,350,356$ 1,422,242$ 1,484,759$ 1,506,006$ 1,668,701$ 27,382$ 30,340$
Percentage Change Baseline 2.7% -2.2% 6.8% 5.3% 10.0% 11.5% 23.6% 11.5% 23.6%
vs. 2020 vs. 2021 vs. 2022
2025 - $/Unit
City Charged Fees: Multi-Unit Residence Example (48,000 sq. ft. development w/ 55 units)
vs. 2023
Type 2020 2021 2022 2023 2024 2025
Actual Study Lo WSR Hi WSR
CEF 8,591$ 8,824$ 8,992$ 9,764$ 10,310$ 12,223$ 12,650$ 12,650$
TCEF 6,586$ 6,623$ 7,115$ 7,621$ 8,185$ 8,106$ 8,390$ 8,390$
Dev Review/Permits/Other 2,532$ 3,314$ 2,792$ 2,792$ 2,792$ 2,792$ 2,890$ 2,890$
Water PIF 4,084$ 4,192$ 4,393$ 4,807$ 5,162$ 5,081$ 5,259$ 5,259$
Water Supply Requirement 13,869$ 14,285$ 22,813$ 22,813$ 22,813$ 22,813$ 20,037$ 38,970$
Wasterwater PIF 3,590$ 3,698$ 3,824$ 4,168$ 4,476$ 4,339$ 4,491$ 4,491$
Stormwater PIF 1,119$ 1,153$ 1,197$ 1,305$ 1,402$ 1,397$ 1,446$ 1,446$
Electic Capacity Fee 2,855$ 3,025$ 3,764$ 4,391$ 4,716$ 5,041$ 5,217$ 5,217$
Combined Fees 43,226$ 45,114$ 54,891$ 57,662$ 59,856$ 61,792$ 60,379$ 79,313$
Percentage Change Baseline 4.4% 21.7% 5.0% 3.8% 7.2% 4.7% 37.5%
vs. 2020 vs. 2021 vs. 2022
2022 2023
City Charged Fees: Single/Duplex Residence Example (1,890 sq. ft. floorplan)
vs. 2023
2024 2025Type20202021
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 5 of 5
Fee Offsets and Credits:
In response to feedback from the Council Finance Committee meeting in December 2023, staff have
compiled an assessment of the current City approaches to help mitigate cost pressures impacting
affordability of local housing as well as a survey of other Front Range communities’ approaches to
incentivizing affordable housing through fee reductions. A summary of the approaches is highlighted below.
Options that staff are investigating to potentially expand the City’s efforts include waiving all fees for 30%
AMI units, waiving some/all fees for a broader income range, and creating a tiered approach that waives
fees for some units (e.g., 30 – 50 % AMI) and partially credits others.
NEXT STEPS
Evaluate and incorporate Councilmembers’ feedback on fee structures, policy considerations and
options.
Continue coordination with Utilities for consolidated approach to 2025 fee updates and schedules.
ATTACHMENTS
1. Transportation Capital Expansion Fee Draft Report
2. Capital Expansion Fee Draft Report
3. Presentation
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Item 1.
Transportation Capital Expansion Fee Study
Submitted to:
City of Fort Collins, Colorado
October 20, 2023
Prepared by:
4701 Sangamore Road
Suite S240
Bethesda, Maryland 20816
800.424.4318
www.tischlerbise.com
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Transportation Capital Expansion Fee Study
City of Fort Collins, Colorado
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Transportation Capital Expansion Fee Study
City of Fort Collins, Colorado
Executive Summary ....................................................................................................................................... 2
Transportation Capital Expansion Fees by Type of Land Use ................................................................... 2
General Impact Fee Requirements ............................................................................................................... 4
Colorado Impact Fee Enabling Legislation ................................................................................................ 4
Additional Legal Guidelines ....................................................................................................................... 4
Impact Fee Methodologies ....................................................................................................................... 6
Transportation Capital Expansion Fee – Roadway Capacity Component ..................................................... 8
Existing Levels of Service for Transportation ............................................................................................ 8
Development Prototypes and Projected Vehicle Miles of Travel ........................................................... 10
Capital Cost per Vehicle Miles of Travel ................................................................................................. 12
Revenue Credit Evaluation ...................................................................................................................... 12
Input Variables for TCEF – Roadway Capacity Component .................................................................... 13
Revenue Projection from Maximum Supportable Fee Amounts ............................................................ 14
Transportation Capital Expansion Fee – Active Modes Component .......................................................... 15
Active Modes Capital Plan ...................................................................................................................... 15
Active Modes Capital Plan Cost Analysis ................................................................................................ 15
Revenue Credit Evaluation ...................................................................................................................... 16
Input Variables for TCEF – Active Modes Component ............................................................................ 17
Revenue Projection from Maximum Supportable Fee Amounts ............................................................ 18
Implementation and Administration .......................................................................................................... 19
Credits and Reimbursements .................................................................................................................. 19
Citywide Service Area.............................................................................................................................. 19
Expenditure Guidelines ........................................................................................................................... 19
Development Categories......................................................................................................................... 20
Appendix A – Land Use Assumptions .......................................................................................................... 21
Base Year Population and Housing Units ................................................................................................ 21
Population and Housing Unit Projections ............................................................................................... 23
Current Employment and Nonresidential Floor Area ............................................................................. 24
Employment and Nonresidential Floor Area Projections ....................................................................... 26
Vehicle Trip Generation .......................................................................................................................... 27
Residential Trip Generation by Housing Unit Size (sq. ft.) ...................................................................... 30
Appendix B – Active Modes Project Lists .................................................................................................... 33
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EXECUTIVE SUMMARY
The City of Fort Collins currently collects Transportation Capital Expansion Fee (TCEF) based on a 2017
study completed by TischlerBise. The City has retained TischlerBise to update its TCEF program.
The 2023 TCEF study uses a combination of incremental expansion and plan-based methodologies to
provide improvements for all modes of travel. Figure 1 provides an overview of the methodology and
cost components used in the Fort Collins study.
Figure 1. TCEF Methods and Cost Components
Transportation Capital Expansion Fees by Type of Land Use
As documented in this report, the City of Fort Collins has complied with applicable legal precedents and
Colorado’s Impact Fee enabling legislation (discussed below). The TCEF schedule is proportionate and
reasonably related to the cost of capital improvements needed to accommodate new development.
Specific costs have been identified using local data and current dollars. With input from City staff,
TischlerBise determined demand indicators for transportation capacity and calculated proportionate
share factors to allocate costs by type of development. The TCEF methodology also identifies the extent
to which new development is entitled to various types of credits to avoid potential double payment of
growth-related capital costs.
Figure 2 shows the maximum supportable TCEF schedules. For residential development, updated
amounts are based on square feet of finished living space. Garages, porches and patios are excluded
from the TCEF assessment. Fees by dwelling size rather than type simplifies administration, improves
proportionality, and is consistent with the way other Capital Expansion Fees are collected in Fort Collins.
For nonresidential development, TCEFs are stated per thousand square feet of floor area, using three
broad categories. The TCEF schedule for nonresidential development is designed to provide a
reasonable fee amount for general types of development. For unique developments, the City may allow
or require an independent assessment.
Active modes improvements and expansions were included in the 2017 analysis. There has been further
emphasis on active modes and to provide further clarity the maximum supportable fee schedule is
broken down by roadway capacity and active modes.
Types of
Improvement
Cost
Allocation
Service
Area
Cost
Recovery
Incremental
Expansion Plan-Based
Capacity Roadway
Expansion
Vehicle Miles
of Travel (VMT)Citywide -Roadway
Capacity -
Active Modes Person and Jobs Citywide --
Bike Lanes,
Ped/Bike Intersections,
Signals
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Item 1.
Transportation Capital Expansion Fee Study
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Figure 2. Maximum Supportable TCEF
up to 700 11.79 $2,863 0.99 $272 $3,135 $2,703 $432 16%
701 to 1,200 20.54 $4,988 1.77 $487 $5,475 $5,020 $455 9%
1,201 to 1,700 26.20 $6,363 2.27 $625 $6,988 $6,518 $470 7%
1,701 to 2,200 30.39 $7,380 2.64 $726 $8,106 $7,621 $485 6%
over 2,200 33.73 $8,191 2.94 $809 $9,000 $8,169 $831 10%
Commercial 45.48 $11,045 2.12 $702 $11,747 $9,946 $1,801 18%
Office & Other Services 26.56 $6,450 3.26 $1,075 $7,525 $7,327 $198 3%
Industrial 11.93 $2,897 2.86 $944 $3,841 $2,365 $1,476 62%
Residential (per dwelling unit)
Percent
Change
Maximum
Supportable Fee
Square Feet of
Finished Living Space
Percent
Change
Development Type
Nonresidential (per 1,000 square feet)
Maximum
Supportable Fee
Increase/
Decrease
Roadway
Capacity Fee
Roadway
Capacity Fee
Current
Fees
VMT
per Unit
Active
Modes Fee
Current
Fees
Increase/
Decrease
Persons
per Unit
Jobs
per KSF
Active
Modes Fee
VMT
per KSF
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Transportation Capital Expansion Fee Study
City of Fort Collins, Colorado
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GENERAL IMPACT FEE REQUIREMENTS
Colorado Impact Fee Enabling Legislation
For local governments, the first step in evaluating funding options for transportation improvements is to
determine basic options and requirements established by state law. Some states have more
conservative legal parameters that basically restrict local government to specifically authorized actions.
In contrast, “home-rule” states grant local governments broader powers that may or may not be
precluded or preempted by state statutes depending on the circumstances and on the state’s particular
laws. Home rule municipalities in Colorado, like Fort Collins, have the authority to impose impact fees
based on both their home rule power granted in the Colorado Constitution and the impact fee enabling
legislation enacted in 2001 by the Colorado General Assembly.
Impact fees (also known as capital expansion fees) are one-time payments imposed on new
development that must be used solely to fund growth-related capital projects, typically called “system
improvements”. An impact fee represents new growth’s proportionate share of capital facility needs. In
contrast to project-level improvements, impact fees fund infrastructure that will benefit multiple
development projects, or even the entire service area, as long as there is a reasonable relationship
between the new development and the need for the growth-related infrastructure. Project-level
improvements, typically specified in a development agreement, are usually limited to transportation
improvements near a proposed development, such as ingress/egress lanes.
According to Colorado Revised Statute Section 29-20-104.5, impact fees must be legislatively adopted at
a level no greater than necessary to defray impacts generally applicable to a broad class of property. The
purpose of impact fees is to defray capital costs directly related to proposed development. The statutes
of other states allow impact fee schedules to include administrative costs related to impact fees and the
preparation of capital improvement plans, but this is not specifically authorized in Colorado’s statute.
Impact fees do have limitations, and should not be regarded as the total solution for infrastructure
funding. Rather, they are one component of a comprehensive portfolio to ensure adequate provision of
public facilities. Because system improvements are larger and more costly, they may require bond
financing and/or funding from other revenue sources. To be funded by impact fees, Section 29-20-104.5
requires that the capital improvements must have a useful life of at least five years. By law, impact fees
can only be used for capital improvements, not operating or maintenance costs. Also, development
impact fees cannot be used to repair or correct existing deficiencies in existing infrastructure.
Additional Legal Guidelines
Both state and federal courts have recognized the imposition of impact fees on development as a
legitimate form of land use regulation, provided the fees meet standards intended to protect against
regulatory takings. Land use regulations, development exactions, and impact fees are subject to the Fifth
Amendment prohibition on taking of private property for public use without just compensation. To
comply with the Fifth Amendment, development regulations must be shown to substantially advance a
legitimate governmental interest. In the case of impact fees, that interest is the protection of public
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health, safety, and welfare by ensuring development is not detrimental to the quality of essential public
services. The means to this end are also important, requiring both procedural and substantive due
process. The process followed to receive community input (i.e., stakeholder meetings, work sessions,
and public hearings) provides opportunities for comments and refinements to the impact fees.
There is little federal case law specifically dealing with impact fees, although other rulings on other types
of exactions (e.g., land dedication requirements) are relevant. In one of the most important exaction
cases, the U. S. Supreme Court found that a government agency imposing exactions on development
must demonstrate an “essential nexus” between the exaction and the interest being protected (see
Nollan v. California Coastal Commission, 1987). In a more recent case (Dolan v. City of Tigard, OR, 1994),
the Court ruled that an exaction also must be “roughly proportional” to the burden created by
development.
There are three reasonable relationship requirements for development impact fees that are closely
related to “rational nexus” or “reasonable relationship” requirements enunciated by a number of state
courts. Although the term “dual rational nexus” is often used to characterize the standard by which
courts evaluate the validity of development impact fees under the U.S. Constitution, TischlerBise prefers
a more rigorous formulation that recognizes three elements: “need,” “benefit,” and “proportionality.”
The dual rational nexus test explicitly addresses only the first two, although proportionality is reasonably
implied, and was specifically mentioned by the U.S. Supreme Court in the Dolan case. Individual
elements of the nexus standard are discussed further in the following paragraphs.
All new development in a community creates additional demands on some, or all, public facilities
provided by local government. If the capacity of facilities is not increased to satisfy that additional
demand, the quality or availability of public services for the entire community will deteriorate.
Development impact fees may be used to cover the cost of development-related facilities, but only to
the extent that the need for facilities is a consequence of development that is subject to the fees. The
Nollan decision reinforced the principle that development exactions may be used only to mitigate
conditions created by the developments upon which they are imposed. That principle likely applies to
impact fees. In this study, the impact of development on infrastructure needs is analyzed in terms of
quantifiable relationships between various types of development and the demand for specific facilities,
based on applicable level-of-service standards.
The requirement that exactions be proportional to the impacts of development was clearly stated by the
U.S. Supreme Court in the Dolan case and is logically necessary to establish a proper nexus.
Proportionality is established through the procedures used to identify development-related facility
costs, and in the methods used to calculate impact fees for various types of facilities and categories of
development. The demand for facilities is measured in terms of relevant and measurable attributes of
development (e.g., a typical housing unit’s average weekday vehicle trips).
A sufficient benefit relationship requires that impact fee revenues be segregated from other funds and
expended only on the facilities for which the fees were charged. The calculation of impact fees should
also assume that they will be expended in a timely manner and the facilities funded by the fees must
serve the development paying the fees. However, nothing in the U.S. Constitution or the state enabling
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legislation requires that facilities funded with fee revenues be available exclusively to development
paying the fees. In other words, benefit may extend to a general area including multiple real estate
developments. Procedures for the earmarking and expenditure of fee revenues are discussed near the
end of this study. All of these procedural as well as substantive issues are intended to ensure that new
development benefits from the impact fees they are required to pay. The authority and procedures to
implement impact fees is separate from and complementary to the authority to require improvements
as part of subdivision or zoning review.
Impact fees must increase the carrying capacity of the transportation system. Capacity projects include,
but are not limited to the addition of travel lanes, intersection improvements (i.e., turning lanes,
signalization or roundabouts) and widening roads (e.g., adding travel lanes, paved shoulders, and bike
lanes). Whenever improvements are made to existing roads, non-impact fee funding is typically required
to help pay a portion of the cost.
Impact Fee Methodologies
In contrast to project-level improvements, impact fees fund growth-related infrastructure that will
benefit multiple development projects, or the entire jurisdiction (referred to as system improvements).
There are three general methods for calculating one-time charges for public facilities needed to
accommodate new development. The choice of a particular method depends primarily on the timing of
infrastructure construction (past, concurrent, or future) and service characteristics of the facility type
being addressed. Each method has advantages and disadvantages in a particular situation, and can be
used simultaneously for different cost components.
Reduced to its simplest terms, the process of calculating infrastructure costs for new development
involves two main steps: (1) determining the cost of development-related capital improvements and (2)
allocating those costs equitably to various types of development. In practice, TCEF calculations can
become quite complicated because of many variables involved in defining the relationship between
development and the need for facilities within the designated service area. The following sections
discuss three basic methods.
COST RECOVERY (PAST IMPROVEMENTS)
The rationale for recoupment, often called cost recovery, is that new development is paying for its share
of the useful life and remaining capacity of facilities already built, or land already purchased, from which
new growth will benefit. This methodology is often used for utility systems that must provide adequate
capacity before new development can take place.
INCREMENTAL EXPANSION (CONCURRENT IMPROVEMENTS)
The incremental expansion method documents current level-of-service (LOS) standards for each type of
public facility, using both quantitative and qualitative measures. New development is only paying its
proportionate share for growth-related infrastructure needed to maintain current standards. Revenue
will be used to expand or provide additional facilities, as needed to keep pace with new development.
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PLAN-BASED (FUTURE IMPROVEMENTS)
The plan-based method allocates costs for a specified set of improvements to a specified amount of
development. Improvements are typically identified in a capital improvements plan and development
potential is identified by land use assumptions. There are two options for determining the cost per
service unit: 1) total cost of a public facility can be divided by total service units (average cost), or 2) the
growth-share of the capital facility cost can be divided by the net increase in service units over the
planning timeframe (marginal cost).
CREDITS
Regardless of the methodology, a consideration of “credits” is integral to a legally defensible impact fee
study. There are two types of “credits” with specific characteristics, both of which should be addressed
in studies and ordinances.
• First, a revenue credit might be necessary if there is a double payment situation and other
revenues are contributing to the capital costs of infrastructure to be funded by TCEF revenue.
This type of credit is integrated into the TCEF calculation, thus reducing the gross amount. In
contrast to some studies that only provide general costs, with credits at the back-end of the
analysis, Fort Collins’s 2023 transportation TCEF update uses growth shares to provide an up-
front reduction in total costs. Also, the 2023 update provides TCEF revenue projections to verify
that new development will fully fund the growth cost of future infrastructure (i.e., only TCEF
revenue will pay for growth costs).
• Second, a site-specific credit or developer reimbursement might be necessary for dedication of
land or construction of system improvements to be funded by TCEF revenue. This type of credit
is addressed in the administration and implementation of the TCEF program.
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TRANSPORTATION CAPITAL EXPANSION FEE – ROADWAY CAPACITY COMPONENT
The City of Fort Collins Transportation Capital Expansion Fees (TCEF) are calculated using an incremental
approach for roadway capacity improvements. Transportation improvements that provide additional
vehicular capacity, account for approximately 91 percent of the growth-related cost in the analysis while
active modes represent 9.
The roadway capacity component of the TCEF is derived from custom trip generation rates (see
Appendix A), trip rate adjustment factors, and the capital cost per vehicle miles of travel (VMT). The
latter is a function of average trip length, trip-length weighting factor by type of development, and the
growth cost of transportation improvements.
Existing Levels of Service for Transportation
There are currently 497 lane miles of arterial streets in the City of Fort Collins. The steps to calculate a
current level of service for the City’s arterial street network involve calibrating existing development to
the system network. To do so, development units by type are multiplied by adjusted vehicle trip ends
per development unit. The factors used to calculate the current level of service expressed in vehicle
miles of travel (VMT) are discussed below, and shown in Figure 5 after the discussion.
VEHICLE MILES OF TRAVEL
VMT is a measurement unit equal to one vehicle traveling one mile1. In the aggregate, VMT is the
product of vehicle trips multiplied by the average trip length. For the 2023 TCEF update, the average trip
length is calibrated to lane miles of existing City arterials within Fort Collins.
TRIP GENERATION RATES
The 2023 TCEF update is based on average weekday vehicle trip ends (AWVTE). For residential
development, trip rates are customized using demographic data for Fort Collins, as documented in
Appendix A. For nonresidential development, trip generation rates are from the reference book Trip
Generation published by the Institute of Transportation Engineers (ITE 11th Edition, 2021). A vehicle trip
end represents a vehicle either entering or exiting a development (as if a traffic counter were placed
across a driveway). To calculate transportation fees, trip generation rates require an adjustment factor
to avoid double counting each trip at both the origin and destination points. Therefore, the basic trip
adjustment factor is 50 percent for industrial, institutional, and office development. As discussed further
below, the TCEF methodology includes additional adjustments to make the fees proportionate to the
infrastructure demand for particular types of development.
1 Typical VMT calculations for development-specific traffic studies, along with most transportation models of an
entire urban area, are derived from traffic counts on particular road segments multiplied by the length of that road
segment. For the purpose of the TCEF study, VMT calculations are based on attraction (inbound) trips to
development located in the service area, with trip length limited to the road network considered to be system
improvements (arterials and collectors). This refinement eliminates pass-through or external- external trips, and
travel on roads that are not system improvements (e.g., state highways).
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ADJUSTMENT FOR PASS-BY TRIPS
For retail development, the trip adjustment factor is less than 50 percent because such development
attract vehicles as they pass by on arterial roads. For example, when someone stops at a convenience
store on the way home from work, the convenience store is not the primary destination. For the average
shopping center, ITE indicates that 25 percent of the vehicles that enter are passing by on their way to
some other primary destination. The remaining 75 percent of attraction trips have the commercial site
as their primary destination. Because attraction trips are half of all trips, the trip adjustment factor is 75
percent multiplied by 50 percent, or approximately 38 percent of the trip ends.
TRIP LENGTH WEIGHTING FACTOR BY TYPE OF LAND USE
The transportation fee methodology includes a percentage adjustment, or weighting factor, to account
for trip length variation by type of land use. TischlerBise derived the weighting factors using household
survey results provided by North Front Range Metropolitan Planning Organization (NRFMPO, 2010). As
shown in Figure 3, trips associated with residential development are approximately 110 percent of the
average trip length. Conversely, trips associated with commercial development (i.e., retail and
restaurants) are approximately 66 percent of the average trip length while other nonresidential
development typically accounts for trips that are 100 percent of the average for all trips.
Figure 3. Average Trip Length by Trip Purpose in North Front Range
Type of Development Trip Purpose Trips
Average
Miles Per Trip
Weighting
Factor
1-Residential All other at home activities 4,920 5.30 3.469
1-Residential Dropped off passenger 566 4.36 0.328
1-Residential Picked up passenger 557 3.47 0.257
1-Residential Indoor recreation/entertainment 516 4.80 0.330
1-Residential Change transportation mode 354 9.37 0.441
1-Residential Outdoor recreation/entertainment 254 6.60 0.223
1-Residential Service private vehicle 160 5.44 0.116
1-Residential Working at home 127 4.06 0.069
1-Residential Loop Trip and Other travel related 55 2.71 0.020
1-Residential School at home 7 2.03 0.002
1-Residential Total 7,516 5.255 1.10
2-Retail/Restaurant Routine shopping 1,236 2.76 1.571
2-Retail/Restaurant Eat meal outside home 577 3.10 0.824
2-Retail/Restaurant Other 180 5.37 0.445
2-Retail/Restaurant Major purchase / specialty item 91 6.15 0.258
2-Retail/Restaurant Drive through 88 1.80 0.073
2-Retail/Restaurant Total 2,172 3.170 0.66
3-Other Nonresidential Attend a class 790 2.59 0.756
3-Other Nonresidential Work/business related 618 8.48 1.937
3-Other Nonresidential Errands (bank, dry cleaning, etc.)475 2.34 0.411
3-Other Nonresidential Personal business (attorney, accountant)241 5.50 0.490
3-Other Nonresidential Health care 224 6.39 0.529
3-Other Nonresidential Civic/religious 196 5.13 0.372
3-Other Nonresidential Other activities at school 92 3.72 0.126
3-Other Nonresidential All other activities at work 70 5.82 0.151
3-Other Nonresidential Total 2,706 4.771 1.00
TOTAL 12,394 4.784
Data Source: Table R-27, NFRMPO Household Survey, 2010. Analysis excludes "Visit friends/relatives"
because the average distance of 22.43 miles traveled is an outlier, approximately four times the overall average.
"Work/job" travel was also excluded because trip origns and destinations can not be allocated
between residential and type of nonresidential development.
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LANE CAPACITY
The TCEF roadway capacity component is based on established daily per lane capacities for arterial
roads. According to City staff, arterial roads were established to have a daily per lane capacity of 7,700,
assuming 12 feet travel lanes, with no additional shoulder width, in an urban area.
AVERAGE VEHICLE TRIP LENGTH
The City of Fort Collins recently completed a travel diary study which surveyed residents on their daily
travel including modes, distance, and purpose. Based on the results of the study, the average vehicle trip
length in Fort Collins is 4.90 miles.
ORIGIN & DESTINATION TRIP ANALYSIS
Lastly, there is a demand on Fort Collins transportation network that is not associated with any
development within city limits. Specifically, there are vehicle trips that originate and end outside of Fort
Collins. The nature of these trips means there is a demand that is not Fort Collins growth-related thus
not eligible for TCEF funding. Therefore, TischlerBise partnered with transportation engineers at
Felsburg Holt & Ullevig to identify the thru-trips (external – external) in Fort Collins. Based on analysis of
the Fort Collins travel demand model, seven percent of trips were identified as external – external. As a
result, a seven percent reduction is included in the demand calculation.
Figure 4. Origin & Destination Trip Analysis
Development Prototypes and Projected Vehicle Miles of Travel
The relationship between the amount of development within Fort Collins and vehicle miles of travel
(VMT) is documented in Figure 5. In the table below DU means dwelling unit; KSF means 1,000 square
feet of nonresidential development; Institute of Transportation Engineers is abbreviated ITE; VTE means
vehicle trip ends. Trip generation rates by bedroom range are documented in Appendix A – Land Use
Assumptions.
Projected development over the next ten years and the corresponding need for additional lane miles is
shown in the lower section of Figure 5. Fort Collins has a current infrastructure standard of 1.62 arterial
lane miles per 10,000 VMT. Based on the detailed demand factors and projected growth, VMT is
projected to increase from 3.07 million to 3.55 million over the next ten years (or 13 percent). To
accommodate projected development over the next ten years, Fort Collins will need 61.9 additional lane
miles of complete streets to maintain current levels of service.
Origin/Destination Internal External
Internal 50% 15%
External 28% 7%
Source: Felsburg Holt & Ullevig analysis of
Fort Collins travel demand model
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Figure 5. Projected VMT Increase to Development within Fort Collins
Development Weekday Development Primary Trip Trip Length
Type VTE Unit Adjustment Wtg Factor
Residential 0-1 Bedroom 4.26 DU 58%1.10 R1
Residential 2 Bedrooms 6.34 DU 58%1.10 R2
Residential 3 Bedrooms 8.80 DU 58%1.10 R3
Residential 4+ Bedrooms 10.56 DU 58%1.10 R4
Commercial 37.01 KSF 38%0.66 NR1
Office & Other Services 10.84 KSF 50%1.00 NR2
Industrial 4.87 KSF 50%1.00 NR3
Avg Trip Length (miles) [1]4.90
Vehicle Capacity Per Lane 7,700
Base Year 1 2 3 4 5 10 10-Year
2023 2024 2025 2026 2027 2028 2033 Increase
Residential 0-1 Bedroom 6,212 6,320 6,429 6,550 6,671 6,792 7,524 1,312
Residential 2 Bedrooms 17,883 18,195 18,507 18,856 19,205 19,554 21,660 3,777
Residential 3 Bedrooms 24,688 25,118 25,549 26,030 26,512 26,993 29,901 5,213
Residential 4+ Bedrooms 23,807 24,222 24,637 25,102 25,566 26,031 28,835 5,028
Commercial KSF 10,024 10,060 10,097 10,135 10,173 10,211 10,393 370
Office & Other Services KSF 21,999 22,215 22,430 22,627 22,823 23,019 23,950 1,951
Industrial KSF 10,944 10,979 11,014 11,049 11,083 11,117 11,378 434
0-1 Bedroom Trips 15,349 15,615 15,885 16,184 16,483 16,782 18,590 3,242
2 Bedroom Trips 65,759 66,907 68,054 69,337 70,621 71,904 79,648 13,889
3 Bedroom Trips 126,008 128,202 130,402 132,857 135,317 137,772 152,615 26,607
4+ Bedroom Trips 145,813 148,355 150,897 153,745 156,587 159,435 176,609 30,795
Commercial Trips 140,970 141,485 142,000 142,535 143,071 143,607 146,169 5,199
Office & Other Services Trips 119,232 120,403 121,573 122,637 123,700 124,764 129,808 10,576
Industrial Trips 26,650 26,735 26,820 26,904 26,987 27,071 27,706 1,057
Total Inbound Vehicle Trips 639,780 647,702 655,631 664,199 672,766 681,334 731,145 91,365
Vehicle Miles of Travel (VMT) 3,073,002 3,113,973 3,154,985 3,199,451 3,243,911 3,288,376 3,548,550 475,548
Arterial Lane Miles 497 502.3 507.6 513.4 519.2 525.0 558.9 61.9
Ten-Year VMT Increase =>13%
[1] Source: Fort Collins Travel Diary Study (2022)
Fort Collins Travel Model
5-Year Increment
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Capital Cost per Vehicle Miles of Travel
As indicated by the travel demand model above, there is a need for 61.9 new lane miles to continue
providing the current level of service to projected future demand. Furthermore, seven percent of the
demand on the Fort Collins transportation network is from external – external trips. As a result, 57.6
miles is attributed to future growth in Fort Collins (61.9 lane miles x [1 - 0.07] = 57.6 lane miles).
Additionally, Fort Collins staff estimates the construction cost of a new lane mile being $2,000,500. By
combining the projected need in lane miles and cost per lane mile results in a growth-related capital
cost per $115.5 million. Over the next ten years, there is a projected increase of 475,548 VMT.
Comparing the growth-related capital cost and growth in VMT, the study finds a capital cost of $242.85
per VMT ($115,488,00 / 475,548 VMT = $242.85 per VMT, rounded).
Figure 6. Capital Cost per VMT
Revenue Credit Evaluation
A credit for other revenues is only necessary if there is potential double payment for system
improvements. In Fort Collins, Road & Bridge Fund property taxes and gas tax revenue will be used for
maintenance of existing facilities, correcting existing deficiencies, and for capital projects that are not
TCEF system improvements. As shown later in Figure 8, TCEF revenue over the next ten years mitigates
the growth-related share of the roadway capacity needs. Thus, there is no potential double payment
from other revenues to fund the growth cost of roadway capacity projects.
Importantly, seven percent of the future need is attributed to external – external trips which represents
$8.6 million. This is not attributed to Fort Collins development, thus, not eligible for TCEF funding. Fort
Collins will have to identify other revenues (i.e., grants) to support this external cost.
10-Year Need in Roadway Lane Miles 61.9
Lane Miles Attributed to External - External Trips (7%)4.3
Fort Collins Growth-Related Lane Miles 57.6
Construction Cost per Lane Mile $2,005,000
Fort Collins Growth-Related Construction Cost $115,488,000
10-Year Increase in Vehicle Miles Traveled (VMT)475,548
Capital Cost per VMT $242.85
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Input Variables for TCEF – Roadway Capacity Component
A summary of inputs for the roadway capacity component of the TCEF program are detailed in Figure 7.
Residential fees are based on the square footage of the dwelling unit while there are three
nonresidential development types in the fee schedule (consistent with the current Fort Collins TCEF
schedule). The roadway capacity TCEF is found by multiply the VMT demand factor and the growth cost
per VMT. For example, the fee for a housing unit over 2,200 square feet is $8,191 (33.73 VMT per unit x
$242.85 per VMT = $8,191 per unit).
The fees represent the highest supportable amount for each type of applicable land use and represents
new growth’s fair share of the cost for capital facilities. The City may adopt fees that are less than the
amounts shown. However, a reduction in TCEF revenue will necessitate an increase in other revenues, a
decrease in planned capital expenditures, and/or a decrease in levels of service.
Figure 7. Maximum Supportable TCEF – Roadway Capacity Component
Roadway Expansion $242.85
Gross Total $242.85
Net Total $242.85
up to 700 11.79 $2,863
701 to 1,200 20.54 $4,988
1,201 to 1,700 26.20 $6,363
1,701 to 2,200 30.39 $7,380
over 2,200 33.73 $8,191
Commercial 45.48 $11,045
Office & Other Services 26.56 $6,450
Industrial 11.93 $2,897
Development Type
VMT
per KSF
Roadway
Capacity Fee
Nonresidential (per 1,000 square feet)
Square Feet of
Finished Living Space
VMT
per Unit
Roadway
Capacity Fee
Fee Component
Cost
per VMT
Residential (per dwelling unit)
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Revenue Projection from Maximum Supportable Fee Amounts
This section summarizes the potential cash flow to the City of Fort Collin if the TCEF is implemented at
the maximum supportable amounts. The cash flow projections are based on the assumptions detailed in
this chapter and the development projections discussed in Appendix A – Land Use Assumptions.
At the top of Figure 8, the cost of growth over the next ten years is listed. The summary provides an
indication of the TCEF revenue generated by new development. The fee for the average sized single
family and multifamily units are used in the calculations. Shown at the bottom of the figure, the
maximum supportable TCEF is estimated to generate $111.3 million in revenue while there is a growth-
related cost of $115.5 million, offsetting about 97 percent of the growth-related costs. The remaining
funding gap represents the external – external share of future demand on the transportation network.
Figure 8. Projected Revenue from Maximum Supportable TCEF – Roadway Capacity Component
Infrastructure Costs for Transportation Facilities
Total Cost Growth Cost
Roadway Capacity $124,109,500 $115,488,000
Total Expenditures $124,109,500 $115,488,000
Projected Development Impact Fee Revenue
Single Family Multifamily Commercial Office Industrial
$7,380 $4,988 $11,045 $6,450 $2,897
per unit per unit per KSF per KSF per KSF
Year Housing Units Housing Units KSF KSF KSF
Base 2023 47,183 25,406 10,024 21,999 10,944
1 2024 47,769 26,087 10,060 22,215 10,979
2 2025 48,354 26,768 10,097 22,430 11,014
3 2026 49,009 27,529 10,135 22,627 11,049
4 2027 49,663 28,291 10,173 22,823 11,083
5 2028 50,318 29,052 10,211 23,019 11,117
6 2029 50,972 29,813 10,249 23,215 11,152
7 2030 51,627 30,575 10,287 23,412 11,186
8 2031 52,508 31,599 10,323 23,591 11,250
9 2032 53,389 32,624 10,358 23,770 11,314
10 2033 54,271 33,649 10,393 23,950 11,378
Ten-Year Increase 7,087 8,243 370 1,951 434
Projected Revenue $52,304,559 $41,115,500 $4,083,218 $12,585,770 $1,257,186
Projected Revenue => $111,346,000
Total Expenditures => $124,109,000
Non-Impact Fee Funding => $12,763,000
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TRANSPORTATION CAPITAL EXPANSION FEE – ACTIVE MODES COMPONENT
The City of Fort Collins TCEF are calculated using a plan-based approach for active mode expansions.
Transportation improvements that provide additional vehicular capacity, account for approximately 91
percent of the growth-related cost in the analysis while active modes represent 9.
The active modes component of the TCEF is based on the demand from residential and nonresidential
development and allocated based on the percent of commuters who walk or bike to work. Person per
housing unit and employee density factors are then applied to find the proportionate demand from the
development types.
Active Modes Capital Plan
The 2022 Active Modes Plan is the guiding document for the capital expansion plans for bike and
pedestrian infrastructure in Fort Collins. The Plan identified High, Medium, and Low priority/readiness
projects needed in the coming future to address existing demand and future demand from
development. Since the TCEF study examines infrastructure need over the next ten years, City staff has
advised that the high and medium project lists are a realistic plan over that planning horizon. Between
the two lists there are 200 projects ranging from small spot treatments addressing signage and side
paths to extensive separated bike lane expansion projects. Pages from the Plan listing the projects are
provided in the appendix of this report.2 Overall, the capital plans for active mode expansion totals
$87,554,000 over the next ten years.
Active Modes Capital Plan Cost Analysis
Based on the projected growth in demand on the Fort Collins transportation network, 13 percent ($11.4
million) of the total capital cost of the Active Modes Plan is attributed to development over the next ten
years. As shown in Figure 9, the cost is allocated to residential and nonresidential demand based on the
data from the Travel Diary Study Report (2022). From the survey, 22 percent of commuters in Fort
Collins use active modes to travel to work. This factor is used to allocate the active modes capital cost to
nonresidential demand while the remaining 78 percent is allocated to residential demand. The allocated
costs are compared to the 10-year projected increase in population and jobs to find capital cost per unit
factors. For example, the capital cost per person is $275.18 ($11,382,000 x 78 percent / 32,262
population increase = $275.18 per person).
2 The Active Modes Plan can also be found on the City’s website at https://www.fcgov.com/fcmoves/active-
modes-plan.
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Figure 9. Active Modes Cost Analysis
Revenue Credit Evaluation
A credit for other revenues is only necessary if there is potential double payment for system
improvements. In Fort Collins, there are general revenues and grants for maintenance of existing
facilities and addressing existing demand. However, there are no other revenues available to address
future demand on active mode infrastructure. As shown later in Figure 11, TCEF revenue over the next
ten years mitigates the growth-related share of the active modes plan. Thus, there is no potential
double payment from other revenues to fund the growth cost of active modes projects.
High and Medium Priority Projects $87,554,000
Growth-Share of Project List 13%
Growth-Related Cost of Active Modes Plan $11,382,020
Residential Nonresidential
Proportionate Share [1] 78.0% 22.0%
Attributed Capital Cost $8,877,976 $2,504,044
10-Year Population/Jobs Increase 32,262 7,580
Capital Cost per Person/Job $275.18 $330.37
[1] Source: Fort Collins Travel Diary Study Report (2022)
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Transportation Capital Expansion Fee Study
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Input Variables for TCEF – Active Modes Component
A summary of inputs for the active modes component of the TCEF program are detailed in Figure 10.
Residential fees are based on the square footage of the dwelling unit while there are three
nonresidential development types in the fee schedule (consistent with the current Fort Collins TCEF
schedule). The active modes TCEF is found by multiply the person/job demand factor and the growth
cost per person/job. For example, the fee for a housing unit over 2,200 square feet is $809 (2.94 persons
per unit x $275.18 per person = $809 per unit).
The fees represent the highest supportable amount for each type of applicable land use and represents
new growth’s fair share of the cost for capital facilities. The City may adopt fees that are less than the
amounts shown. However, a reduction in TCEF revenue will necessitate an increase in other revenues, a
decrease in planned capital expenditures, and/or a decrease in levels of service.
Figure 10. Maximum Supportable TCEF – Active Modes Component
Fee Component Cost per
Person
Cost
per Job
Active Modes $275.18 $330.37
Gross Total $275.18 $330.37
Net Total $275.18 $330.37
up to 700 0.99 $272
701 to 1,200 1.77 $487
1,201 to 1,700 2.27 $625
1,701 to 2,200 2.64 $726
over 2,200 2.94 $809
Commercial 2.12 $702
Office & Other Services 3.26 $1,075
Industrial 2.86 $944
Residential (per dwelling unit)
Development Type
Jobs
per KSF
Active
Modes Fee
Nonresidential (per 1,000 square feet)
Square Feet of
Finished Living Space
Persons
per Unit
Active
Modes Fee
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Transportation Capital Expansion Fee Study
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Revenue Projection from Maximum Supportable Fee Amounts
This section summarizes the potential cash flow to the City of Fort Collins if the TCEF is implemented at
the maximum supportable amounts. The cash flow projections are based on the assumptions detailed in
this chapter and the development projections discussed in Appendix A – Land Use Assumptions.
At the top of Figure 11, the cost of growth over the next ten years is listed. The summary provides an
indication of the TCEF revenue generated by new development. The fee for the average sized single
family and multifamily units are used in the calculations. Shown at the bottom of the figure, the
maximum supportable TCEF is estimated to generate $11.9 million in revenue while there is a growth-
related cost of $11.4 million, offsetting all growth-related costs. The remaining funding gap represents
the existing demand in Fort Collins and will be funded through other revenues.
Figure 11. Projected Revenue from Maximum Supportable TCEF – Active Modes Component
Total Cost Growth Cost
Active Modes $87,554,000 $11,382,020
Total Expenditures $87,554,000 $11,382,020
Projected Development Impact Fee Revenue
Single Family Multifamily Commercial Office Industrial
$726 $487 $702 $1,075 $944
per unit per unit per KSF per KSF per KSF
Year Housing Units Housing Units KSF KSF KSF
Base 2023 47,183 25,406 10,024 21,999 10,944
1 2024 47,769 26,087 10,060 22,215 10,979
2 2025 48,354 26,768 10,097 22,430 11,014
3 2026 49,009 27,529 10,135 22,627 11,049
4 2027 49,663 28,291 10,173 22,823 11,083
5 2028 50,318 29,052 10,211 23,019 11,117
6 2029 50,972 29,813 10,249 23,215 11,152
7 2030 51,627 30,575 10,287 23,412 11,186
8 2031 52,508 31,599 10,323 23,591 11,250
9 2032 53,389 32,624 10,358 23,770 11,314
10 2033 54,271 33,649 10,393 23,950 11,378
Ten-Year Increase 7,087 8,243 370 1,951 434
Projected Revenue $5,145,408 $4,014,284 $259,522 $2,097,628 $409,660
Projected Revenue => $11,927,000
Total Expenditures => $87,554,000
Non-Impact Fee Funding => $75,627,000
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IMPLEMENTATION AND ADMINISTRATION
Development impact fees (in this case TCEF) should be periodically evaluated and updated to reflect
recent data. Fort Collins has consistently annually updated the TCEF schedule based on local inflation
data. If cost estimates or demand indicators change significantly, the City should redo the fee
calculations.
Colorado’s enabling legislation allows local governments to “waive an impact fee or other similar
development charge on the development of low- or moderate-income housing, or affordable employee
housing, as defined by the local government.”
Credits and Reimbursements
A general requirement that is common to impact fee methodologies is the evaluation of credits. A
revenue credit may be necessary to avoid potential double payment situations arising from one-time
impact fees plus on-going payment of other revenues that may also fund growth-related capital
improvements. The determination of revenue credits is dependent upon the impact fee methodology
used in the cost analysis and local government policies.
Policies and procedures related to site-specific credits should be addressed in the resolution or
ordinance that establishes the impact fees. Project-level improvements, required as part of the
development approval process, are not eligible for credits against impact fees. If a developer constructs
a system improvement included in the fee calculations, it will be necessary to either reimburse the
developer or provide a credit against the fees due from that particular development. The latter option is
more difficult to administer because it creates unique fees for specific geographic areas.
Based on national experience, TischlerBise typically recommends reimbursement agreements with
developers that construct system improvements. The reimbursement agreement should be limited to a
payback period of no more than ten years and the City should not pay interest on the outstanding
balance. The developer must provide sufficient documentation of the actual cost incurred for the system
improvement. The City should only agree to pay the lesser of the actual construction cost or the
estimated cost used in the impact fee analysis. If the City pays more than the cost used in the fee
analysis, there will be insufficient fee revenue for other capital improvements. Reimbursement
agreements should only obligate the City to reimburse developers annually according to actual fee
collections from the applicable Benefit District.
Citywide Service Area
The TCEF service area is defined as the entire incorporated area within Fort Collins. The infrastructure
funded through the TCEF is citywide benefiting and can be attributed to demand throughout the city.
Expenditure Guidelines
Fort Collins will distinguish system improvements (funded by transportation capital expansion fees) from
project-level improvements, such as local streets within a residential subdivision. TischlerBise
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Transportation Capital Expansion Fee Study
City of Fort Collins, Colorado
20
recommends limiting transportation fee expenditures to arterials and collectors, and should be
consistent with Fort Collins City Code. System improvements that are eligible for transportation fee
funding could include:
• Constructing an arterial or collector street.
• A carrying-capacity enhancement to existing arterials or collectors, such reconstruction to add
greater street width, including additional vehicular travel lanes, bike lanes, and/or shoulders.
• Adding turn lanes, traffic signals, or roundabouts at the intersection of a State Highway with a
City arterial or collector, or a City arterial with another City arterial or collector.
Development Categories
Proposed transportation fees for residential development are by square feet of finished living space,
excluding unfinished basement, attic, and garage floor area. Appendix A provides further documentation
of demographic data by size threshold.
The three general nonresidential development categories in the proposed TCEF schedule can be used for
all new construction within the Service Area. Nonresidential development categories represent general
groups of land uses that share similar average weekday vehicle trip generation rates, as documented in
Appendix A.
• “Industrial” includes the processing or production of goods, along with warehousing,
transportation, communications, and utilities.
• “Commercial” includes retail development and eating/drinking places, along with entertainment
uses often located in a shopping center (i.e., movie theater).
• “Office & Other Services” includes offices, health care and personal services, business services
(i.e., banks) and lodging. Public and quasi-public buildings that provide educational, social
assistance, or religious services are also included in this category.
An applicant may submit an independent study to document unique demand indicators for a particular
development. The independent study must be prepared by a professional engineer or certified planner
and use the same type of input variables as those in this transportation capital expansion fee update.
For residential development, the fees are based on average weekday vehicle trip ends per housing unit.
For nonresidential development, the fees are based on average weekday vehicle trips ends per 1,000
square feet of floor area. The independent fee study will be reviewed by City staff and can be accepted
as the basis for a unique fee calculation. If staff determines the independent fee study is not reasonable,
the applicant may appeal the administrative decision to City elected officials for their consideration.
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21
APPENDIX A – LAND USE ASSUMPTIONS
Development-related capital expansion fees often use per capita standards and persons per housing
unit or persons per household to derive proportionate share fee amounts. Housing types have varying
household sizes and, consequently, a varying demand on City infrastructure and services. Thus, it is
important to differentiate between housing types and size.
When persons per housing unit (PPHU) is used in the development impact fee calculations,
infrastructure standards are derived using year-round population. In contrast, when persons per
household (PPHH) is used in the development impact fee calculations, the fee methodology assumes all
housing units will be occupied, thus requiring seasonal or peak population to be used when deriving
infrastructure standards. Thus, TischlerBise recommends that fees for residential development in Fort
Collins be imposed according to persons per housing unit.
Based on housing characteristics, TischlerBise recommends using two housing unit categories for the
TCEF study: (1) Single Family and (2) Multifamily. Each housing type has different characteristics which
results in a different demand on City facilities and services. Figure 12 shows the US Census American
Community Survey 2021 5-Year Estimates data for the City of Fort Collins. Single family units have a
household size of 2.54 persons and multifamily units have a household size of 1.73 persons
Figure 12. Fort Collins Persons per Housing Unit
Base Year Population and Housing Units
The City of Fort Collins has provided its own 2023 base year household population estimate which is
what will be used to calculate base year housing units.
Figure 13. Base Year Household Population
In 2023, there are an estimated 72,590 housing units in Fort Collins. The housing mix and PPHU factors
in Figure 12 are applied to the household population to estimate single family and multifamily units.
Overall, single family housing is 65 percent of the total, while multifamily is 35 percent.
House-Persons per Housing Persons per Housing Vacancy
holds Household Units Housing Unit Mix Rate
Single Family 115,988 44,342 2.62 45,625 2.54 65%3%
Multifamily 42,457 22,862 1.86 24,496 1.73 35%7%
Subtotal 158,445 67,204 2.36 70,121 2.26 4%
Group Quarters 8,197
TOTAL 166,642
Source: U.S. Census Bureau, 2021 5-Year Estimate American Community Survey
Single unit includes detached and attached (i.e. townhouse) and mobile homes
Units in Structure Persons
Base Year
Fort Collins, CO 2023
Household Population [1]164,053
[1] Source: City of Fort Collins Population Estimate
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Item 1.
Transportation Capital Expansion Fee Study
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22
Figure 14. Base Year Housing Units
However, recent trends over the last three years show multifamily housing growing at a greater rate
than single family at 54 percent vs 46 percent of total housing growth respectively as shown in Figure
15. This is the trend that will be used for housing and population growth projections.
Figure 15. Building Permit History
In 2023, the household population in Fort Collins is estimated to be 164,053. To estimate the total
residents, the group quarters population of 10,392 is applied to the household population. As a result,
the 2023 population is estimated at 174,445 residents and will be used for housing and population
projections.
Figure 16. Base Year Population
2023
Fort Collins, CO Housing Units [1]
Single Family 47,183
Multifamily 25,406
Total 72,590
[1] Source: City of Fort Collins Population Estimate; PPHU Factors
2020-2023
Fort Collins, CO Building Permits
Single Family 1,104 46%
Multifamily 1,284 54%
Total 2,388
Source: City of Fort Collins
Percent of
Total
2023 2023 2023
Fort Collins, CO
Household
Population
Group Quarters
Population
Total
Population
Population 164,053 10,392 174,445
Source: City of Fort Collins Population Estimate
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Transportation Capital Expansion Fee Study
City of Fort Collins, Colorado
23
Population and Housing Unit Projections
From the 2023 base year housing unit totals, there is a projected increase of 21 percent in housing stock over the next ten years. Following the
trend that there is more multifamily development (54 percent) than single family development (46 percent), there is an estima ted 8,243
multifamily units and 7,087 single family units projected. Population growth is assumed to continue with housing development based on the
PPHU factors by housing type. As a result, there is a projected increase of 32,262 residents over the next ten years. This is an 18.5 percent
increase from the base year, slightly lower than housing development at 21 percent since there is a shift in multifamily deve lopment and smaller
household sizes.
Figure 17. Residential Development Projections
Base Year
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
Population [1] 174,445 177,109 179,774 182,753 185,733 188,713 191,693 194,673 198,684 202,696 206,707 32,262
1.5% 1.5% 1.7% 1.6% 1.6% 1.6% 1.6% 2.1% 2.0% 2.0% 18.5%
Housing Units [2]
Single Family 47,183 47,769 48,354 49,009 49,663 50,318 50,972 51,627 52,508 53,389 54,271 7,087
Multifamily 25,406 26,087 26,768 27,529 28,291 29,052 29,813 30,575 31,599 32,624 33,649 8,243
Total 72,590 73,856 75,122 76,538 77,954 79,370 80,786 82,202 84,108 86,014 87,920 15,330
[2] Source: Housing growth is projected based on housing development and PPHU factors
[1] Source: City of Fort Collins Population Estimate; Population growth is projected based on housing development and PPHU factors by
type of home
Total
Increase
Percent Increase
City of
Fort Collins, CO
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Item 1.
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City of Fort Collins, Colorado
24
Current Employment and Nonresidential Floor Area
The impact fee study will include nonresidential development as well. Job estimates are from North
Front Range MPO Traffic TAZ database. The model forecasts employment growth for the entire city from
2020 to 2045 in five-year increments. To find the total employment in the base year, 2023, a straight-
line approach from 2020 to 2025 was used. Listed in Figure 18, 107,677 jobs are estimated in the City of
Fort Collins. Nearly half the employment is in the office industry. However, retail, industrial, and
institutional industries have a significant presence as well.
Figure 18. Base Year Employment by Industry
The base year nonresidential floor area for the industry sectors is calculated with the Institution of
Transportation Engineers’ (ITE) square feet per employee averages, Figure 19. For industrial the Light
Industrial factors are used; for institutional the Hospital factors are used; for retail the Shopping Center
factors are used; for office the General Office factors are used.
Figure 19. Institute of Transportation Engineers (ITE) Employment Density Factors
By combining the base year job totals and the ITE square feet per employee factors, the nonresidential
floor area is calculated in Figure 20. There is an estimated total of 43 million square feet of
nonresidential floor area in Fort Collins. The office and industrial industries account for almost two -
thirds of the total floor area at 37 percent and 25 percent respectively, while retail accounts for 23
percent and institutional accounts for 14 percent of the total.
Base Year
2023
Industrial 17,181 16%
Institutional 17,433 16%
Retail 21,282 20%
Office 51,782 48%
Total Jobs 107,677 100%
Employment
Industries
Source: North Front Range MPO TAZ
employment database
Percent
of Total
Employment ITE Demand Emp Per Sq Ft
Industry Code Land Use Unit Dmd Unit Per Emp
Industrial 110 Light Industrial 1,000 Sq Ft 1.57 637
Institutional 610 Hospital 1,000 Sq Ft 2.86 350
Retail 820 Shopping Center 1,000 Sq Ft 2.12 471
Office 710 General Office 1,000 Sq Ft 3.26 307
Source: Trip Generation , Institute of Transportation Engineers, 11th Edition (2021)
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Item 1.
Transportation Capital Expansion Fee Study
City of Fort Collins, Colorado
25
Figure 20. Base Year Nonresidential Floor Area
Base Year Sq. Ft.Base Year
Jobs [1]per Job [2]Floor Area (Sq. Ft.)
Industrial 17,181 637 10,944,355
Institutional 17,433 350 6,101,592
Retail 21,282 471 10,023,588
Office 51,782 307 15,896,963
Total 107,677 42,966,498
[1] Source: North Front Range MPO TAZ employment database
Employment
Industries
[2] Source: Trip Generation, Institute of Transportation
Engineers, 11th Edition (2021)
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Item 1.
Transportation Capital Expansion Fee Study
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26
Employment and Nonresidential Floor Area Projections
Based on the TAZ employment database, over the ten-year projection period, it is estimated that there will be an increase of 7,580 jobs. The
majority of the increase comes from the office sector (58 percent); however, the institutional sector (23 percent) has a significant impact as well.
The nonresidential floor area projections are calculated by applying the ITE square feet per employee factors to the job growth. In the next ten
years, the nonresidential floor area is projected to increase by 2.8 million square feet, a 6 percent increase from the base year. The office and
institutional sectors have the greatest increase.
Figure 21. Employment and Nonresidential Floor Area Projections
Base Year
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
Jobs [1]
Industrial 17,181 17,236 17,291 17,345 17,399 17,453 17,507 17,560 17,661 17,762 17,862 681
Institutional 17,433 17,621 17,809 17,980 18,152 18,323 18,495 18,666 18,832 18,999 19,165 1,732
Retail 21,282 21,359 21,437 21,518 21,599 21,680 21,760 21,841 21,916 21,991 22,066 785
Office 51,782 52,271 52,760 53,204 53,648 54,091 54,535 54,979 55,374 55,768 56,163 4,381
Total Jobs 107,677 108,487 109,297 110,047 110,797 111,547 112,297 113,047 113,784 114,520 115,257 7,580
Industrial 10,944 10,979 11,014 11,049 11,083 11,117 11,152 11,186 11,250 11,314 11,378 434
Institutional 6,102 6,167 6,233 6,293 6,353 6,413 6,473 6,533 6,591 6,650 6,708 606
Retail 10,024 10,060 10,097 10,135 10,173 10,211 10,249 10,287 10,323 10,358 10,393 370
Office 15,897 16,047 16,197 16,334 16,470 16,606 16,742 16,879 17,000 17,121 17,242 1,345
Total Floor Area 42,966 43,254 43,542 43,810 44,079 44,348 44,616 44,885 45,164 45,443 45,721 2,755
City of
Fort Collins, CO
Total
Increase
[2] Source: Trip Generation, Institute of Transportation Engineers, 11th Edition (2021)
[1] Source: North Front Range MPO TAZ employment database
Nonresidential Floor Area (1,000 square feet) [2]
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Item 1.
Transportation Capital Expansion Fee Study
City of Fort Collins, Colorado
27
Vehicle Trip Generation
RESIDENTIAL VEHICLE TRIPS BY HOUSING TYPE
A customized trip rate is calculated for the single family and multifamily units in Fort Collins. In Figure 22, the most recent data from the US
Census American Community Survey is inputted into equations provided by the ITE to calculate the trip ends per housing unit f actor. A single
family unit is estimated to generate 12.70 trip ends and a multifamily unit is estimated to generate 6.00 trip ends on an ave rage weekday.
Figure 22. Customized Residential Trip End Rates by Housing Type
Owner-occupied 74,579 33,116 2,493 35,609 2.09
Renter-occupied 55,237 11,226 20,369 31,595 1.75
Total 129,816 44,342 22,862 67,204 1.93
Housing Units (3) => 45,625 24,496 70,121
Persons per Housing Unit => 2.54 1.73 2.26
Persons in Trip Vehicles by Trip Average National Trip Difference
Households (4) Ends (5) Type of Unit Ends (6) Trip Ends Ends per Unit (7) from ITE
Single Family 115,988 323,073 88,984 832,918 577,996 12.70 9.43 35%
Multifamily 42,457 97,146 40,832 194,723 145,934 6.00 4.54 32%
Total 158,445 420,219 129,816 1,027,640 723,930 10.80
4. Total population in households from Table B25033, 2020 American Community Survey 5-Year Estimates.
7. Trip Generation, Institute of Transportation Engineers, 11th Edition (2021).
2. Households by tenure and units in structure from Table B25032, 2020 American Community Survey 5-Year Estimates.
5. Vehicle trips ends based on persons using formulas from Trip Generation (ITE 2021). For single-family housing (ITE 210), the
fitted curve equation is EXP(0.89*LN(persons)+1.72). To approximate the average population of the ITE studies, persons were
divided by 12 and the equation result multiplied by 558. For multi-family housing (ITE 221), the fitted curve equation is
(2.29*persons)-64.48 (ITE 2017).
6. Vehicle trip ends based on vehicles available using formulas from Trip Generation (ITE 2021). For single-family housing (ITE
210), the fitted curve equation is EXP(0.92*LN(vehicles)+2.68). To approximate the average number of vehicles in the ITE studies,
vehicles available were divided by 21 and the equation result multiplied by 256. For multi-family housing (ITE 221), the fitted
curve equation is (4.77*vehicles)-46.46 (ITE 2021).
Households by Structure Type (2)
Single
Family
1. Vehicles available by tenure from Table B25046, 2020 American Community Survey 5-Year Estimates.
3. Housing units from Table B25024, 2020 American Community Survey 5-Year Estimates.
Tenure by Units
in Structure
Vehicles
Available (2)Multifamily Total Vehicles per
HH by
Housing Type Local Trip
Ends per Unit
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Item 1.
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City of Fort Collins, Colorado
28
RESIDENTIAL VEHICLE TRIPS ADJUSTMENT FACTORS
A vehicle trip end is the out-bound or in-bound leg of a vehicle trip. As a result, so to not double count
trips, a standard 50 percent adjustment is applied to trip ends to calculate a vehicle trip. For example,
the out-bound trip from a person’s home to work is attributed to the housing unit and the trip from
work back home is attributed to the employer.
However, an additional adjustment is necessary to capture City residents’ work bound trips that are
outside of the city. The trip adjustment factor includes two components. According to the National
Household Travel Survey (2009), home-based work trips are typically 31 percent of out-bound trips
(which are 50 percent of all trip ends). Also, utilizing the most recent data from the Census Bureau's web
application "OnTheMap”, 51 percent of Fort Collins workers travel outside the city for work. In
combination, these factors account for 8 percent of additional production trips (0.31 x 0.50 x 0.51 =
0.08). Shown in Figure 23, the total adjustment factor for residential housing units includes attraction
trips (50 percent of trip ends) plus the journey-to-work commuting adjustment (8 percent of production
trips) for a total of 58 percent.
Figure 23. Residential Trip Adjustment Factor for Commuters
NONRESIDENTIAL VEHICLE TRIPS
Vehicle trip generation for nonresidential land uses are calculated by using ITE’s average daily trip end
rates and adjustment factors found in their recently published 11th edition of Trip Generation. To
estimate the trip generation in Fort Colins, the weekday trip end per 1,000 square feet factors
highlighted in Figure 24 are used.
Figure 24. Institute of Transportation Engineers Nonresidential Factors
For nonresidential land uses, the standard 50 percent adjustment is applied to office, industrial, and
institutional. A lower vehicle trip adjustment factor is used for retail because this type of development
attracts vehicles as they pass-by on arterial and collector roads. For example, when someone stops at a
convenience store on their way home from work, the convenience store is not their primary destination.
Employed Fort Collins Residents (2019) 73,469
Residents Working in the City (2019) 36,223
Residents Commuting Outside of the City for Work 37,246
Percent Commuting Out of the City 51%
Additional Production Trips 8%
Standard Trip Adjustment Factor 50%
Residential Trip Adjustment Factor 58%
Source: U.S. Census, OnTheMap Application, 2019
Employment ITE Demand Wkdy Trip Ends Wkdy Trip Ends
Industry Code Land Use Unit Per Dmd Unit Per Employee
Industrial 110 Light Industrial 1,000 Sq Ft 4.87 3.10
Institutional 610 Hospital 1,000 Sq Ft 10.77 3.77
Retail 820 Shopping Center 1,000 Sq Ft 37.01 17.42
Office 710 General Office 1,000 Sq Ft 10.84 3.33
Source: Trip Generation , Institute of Transportation Engineers, 11th Edition (2021)
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29
In Figure 25, the Institute for Transportation Engineers’ land use code, daily vehicle trip end rate, and
trip adjustment factor is listed for each land use.
Figure 25. Daily Vehicle Trip Factors
Residential (per housing unit)
Single Family 210 12.70 58%
Multifamily 220 6.00 58%
Nonresidential (per 1,000 square feet)
Industrial 110 4.87 50%
Institutional 610 10.77 50%
Retail 820 37.01 38%
Office 710 10.84 50%
Land Use
ITE
Codes
Daily Vehicle
Trip Ends
Trip Adj.
Factor
Source: Trip Generation , Institute of Transportation Engineers,
11th Edition (2021); National Household Travel Survey, 2009
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Item 1.
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30
Residential Trip Generation by Housing Unit Size (sq. ft.)
As an alternative to simply using average trip generation rates for residential development by housing
type, TischlerBise has derived custom trip rates using demographic data for Fort Collins. Key inputs
needed for the analysis (i.e., average number of persons and vehicles available per housing unit) are
available from the U.S. Census Bureau’s American Community Survey (ACS).
FORT COLLINS CONTROL TOTALS
As previously shown in Figure 12, Fort Collins averages 2.26 residents per housing unit. Single family
includes detached and attached dwellings and manufactured housing. Duplexes and apartments are
combined as multifamily. The average number of persons per housing unit in Fort Collins will be
compared to national averages derived from traffic studies tabulated by the Institute of Transportation
Engineers (ITE).
Trip generation rates are also dependent upon the average number of vehicles available per dwelling.
Figure 26 indicates vehicles available by housing type within Fort Collins. As expected, single family
housing has more vehicles available per dwelling (1.95) than multifamily housing (1.67).
Figure 26. Vehicles Available per Housing Unit
DEMAND INDICATORS BY DWELLING SIZE
Custom tabulations of demographic data by bedroom range can be created from individual survey
responses provided by the U.S. Census Bureau, in files known as Public Use Microdata Samples (PUMS).
Because PUMS files are available for areas of roughly 100,000 persons, Fort Collins is included in Public
Use Microdata Area (PUMA) 103 that covers the northern portion of Larimer County. At the top of
Figure 27, cells with yellow shading indicate the survey results, which yield the unadjusted number of
persons and vehicles available per dwelling. These multipliers are adjusted to match the control totals
for Fort Collins, as documented in Figure 12 and Figure 26.
Tenure Vehicles
Available [1]Single Family Multifamily Total
Vehicles per
Household by
Tenure
Owner-occupied 74,579 33,116 2,493 35,609 2.09
Renter-occupied 55,237 11,226 20,369 31,595 1.75
Total 129,816 44,342 22,862 67,204 1.93
Housing Type Vehicles
Available
Housing
Units [3]
Vehicles per
Housing Unit
Single Family 88,984 45,625 1.95
Multifamily 40,832 24,496 1.67
Total 129,816 70,121 1.85
Households [2]
[1] Vehicles available by tenure from Table B25046, American Community Survey, 2017-
[3] Housing units from Table B25024, American Community Survey, 2021
[2] Households by tenure and units in structure from Table B25032, American Community
Survey, 2021
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31
In comparison to the national averages based on ITE traffic studies, Fort Collins has fewer persons per
dwelling, but a greater number of vehicles available per dwelling. Rather than rely on one methodology,
the recommended multipliers shown below with grey shading and bold numbers are an average of trip
rates based on persons and vehicles available (all types of housing units combined). In Fort Collins, the
average housing unit is estimated to yield an 8.40 Average Weekday Vehicle Trip Ends (AWVTE).
Figure 27. Average Weekday Vehicle Trips Ends by Bedroom Range
To derive average weekday vehicle trip ends by dwelling size, TischlerBise matched trip generation rates
and average floor area, by bedroom range, as shown in Figure 28. Floor area averages were calculated
with certificate of occupancies issued from 2020 through 2022. The logarithmic trend line formula is
derived from the four actual averages in Fort Collins. The trend line is then used to derive estimated trip
ends by dwelling size thresholds.
In 2017, TischlerBise completed the previous TCEF for Fort Collins. At that time, the average size home
(1,701 to 2,200 square feet) was estimate to generate 8.92 daily vehicle trip ends. Compared to the
updated average rate of 9.72 vehicle trip ends, the average size home has increased by 8 percent.
Bedroom Vehicles Housing Housing Unadjusted Adjusted Unadjusted Adjusted
Range Available 1 Units1 Mix Persons/HU Persons/HU2 VehAvl/HU VehAvl/HU2
0-1 457 386 388 8.6%1.18 1.17 0.99 0.97
2 1,885 1,678 1,117 24.6%1.69 1.68 1.50 1.47
3 3,585 3,217 1,542 34.0%2.32 2.30 2.09 2.05
4+4,410 3,630 1,487 32.8%2.97 2.94 2.44 2.39
Total 10,337 8,911 4,534 2.28 2.26 1.97 1.93
National Averages According to ITE (Trip Generation Manual, 11th Edition, 2021)
ITE AWVTE per AWVTE per AWVTE per Housing Persons per Veh Avl per
Code Person Vehicle Available Household Mix Household Household
221 Apt 1.84 5.10 4.54 35%2.47 0.89
210 SFD 2.65 6.36 9.43 65%3.56 1.48
Wgtd Avg 2.37 5.92 7.72 3.18 1.27
Recommended AWVTE per Dwelling Unit by Bedroom Range
AWVTE per AWVTE per
HU Based HU Based on
on Persons3 Vehicles Available 4
0-1 2.77 5.74 4.26
2 3.98 8.70 6.34
3 5.45 12.14 8.80
4+6.97 14.15 10.56
Total 5.36 11.43 8.40
AWVTE per Dwelling by House Type
AWVTE per AWVTE per
HU Based HU Based on
on Persons3 Vehicles Available 4
221 Apt 4.10 9.89 7.00 1.73 1.67
210 SFD 6.02 11.54 8.78 2.54 1.95
All Types 5.36 11.44 8.40 2.26 1.93
Fort Collins
VehAvl/HU
Persons1
Bedroom
Range
AWVTE per
Housing Unit5
ITE
Code
AWVTE per
Housing Unit5
Fort Collins
Persons/HU
Unadjusted
VehAvl/HU
1. American Community Survey, Public Use Microdata Sample
for CO PUMA 00103 (2017 -2021 5-Year).
2. Adjusted multipliers are scaled to make the average PUMS
values match control total s for Fort Collins, based on American
Community Survey (2017 -2021 5-Year).
3. Adjusted persons per housing unit multiplied by national
weighted average trip rate per person.
4. Adjusted vehicles available per housing unit multiplied by
national weighted average trip rate per vehicle available.
5. Average of trip rates based on persons and vehicles available
per housing unit.
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Item 1.
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32
Figure 28. Residential Vehicle Trip Ends by Dwelling Size
Bedrooms Square Feet Trip Ends Sq Ft Range Trip Ends
0-1 781 4.26 up to 700 3.77
2 1,162 6.34 701 to 1,200 6.57
3 1,729 8.80 1,201 to 1,700 8.38
4+2,684 10.56 1,701 to 2,200 9.72
over 2,200 10.79
Actual Averages per Hsg Unit Fitted-Curve Values
y = 5.1986ln(x) -30.289
R² = 0.9931
0.00
2.00
4.00
6.00
8.00
10.00
12.00
0 500 1,000 1,500 2,000 2,500 3,000
Tr
i
p
E
n
d
s
p
e
r
H
o
u
s
i
n
g
U
n
i
t
Square Feet of Living Area
Average Weekday Vehicle Trip Ends
by Dwelling Square Footage
Unit size ranges are based on
current fee schedule and consistent
with residential certificates of
occupancy issued from 2020 -2022.
Average weekday vehicle trip ends
per housing unit are derived from
2021 ACS PUMS data for the area
that includes Fort Collins.
Page 42
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Transportation Capital Expansion Fee Study
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33
APPENDIX B – ACTIVE MODES PROJECT LISTS
Below are pages from the Fort Collins Active Modes Plan (2022) listing the high and medium
priority/readiness projects.
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Figure 29. High Priority/Readiness Projects
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Figure 30. High Priority/Readiness Projects cont.
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Figure 31. High Priority/Readiness Projects cont.
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Figure 32. Medium Priority/Readiness Projects
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Figure 33. Medium Priority/Readiness Projects cont.
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Figure 34. Medium Priority/Readiness Projects cont.
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Item 1.
Draft Report
2023 Capital Expansion Fee Study
Prepared for:
City of Fort Collins, Colorado
Prepared by:
Economic & Planning Systems, Inc.
November 21, 2023
EPS #233062
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Table of Contents
1. Executive Summary ................................................................................ 1
Introduction ................................................................................................. 1
Current Capital Expansion Fee Program ............................................................ 1
Proposed Updated Capital Expansion Fee Program ............................................. 2
Updated Capital Expansion Fees ...................................................................... 3
Legal Standards for Impact Fees ..................................................................... 5
2. Methodology .......................................................................................... 7
Impact Fee Methodologies .............................................................................. 7
Level of Service Definition .............................................................................. 8
Cost Allocations by Land Use Type ................................................................... 8
Service Population ......................................................................................... 9
Residential Occupancy Factors ...................................................................... 10
Nonresidential Occupancy Factors .................................................................. 12
3. Neighborhood and Community Parks Capital Expansion Fees ........................ 13
Level of Service Definition ............................................................................ 13
Residential Capital Expansion Fee Calculation .................................................. 15
4. Police Capital Expansion Fee .................................................................... 16
Level of Service Definition ............................................................................ 16
Residential Capital Expansion Fee Calculation .................................................. 17
Nonresidential Capital Expansion Fee ............................................................. 17
5. Fire Protection Capital Expansion Fee........................................................ 18
Level of Service Definition ............................................................................ 18
Residential Capital Expansion Fee Calculation .................................................. 19
Nonresidential Capital Expansion Fee ............................................................. 20
6. General Government Capital Expansion Fee ............................................... 21
Level of Service Definition ............................................................................ 21
Residential Capital Expansion Fee Calculation .................................................. 22
Nonresidential Impact Fee ............................................................................ 22
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List of Tables
Table 1. Current Capital Expansion Fees ............................................................... 2
Table 2. Updated Residential and Nonresidential Capital Expansion Fees, 2023 .......... 4
Table 3. Fort Collins Service Population Calculation, 2023 ....................................... 9
Table 4. Fort Collins Residential Service Demand Factor Calculation, 2023 ............... 10
Table 5. Fort Collins Residential Occupancy Factors .............................................. 11
Table 6. Fort Collins Nonresidential Occupancy Factors ......................................... 12
Table 7. Parks Cost per Service Unit, 2023 ......................................................... 13
Table 8. Parks Maintenance Facility per Capita Cost, 2023 ..................................... 14
Table 9. Neighborhood Parks Residential Capital Expansion Fee, 2023 .................... 15
Table 10. Community Parks Residential Capital Expansion Fee, 2023 ........................ 15
Table 11. Police Inventory and Replacement Cost per Capita, 2023 .......................... 16
Table 12. Police Residential Capital Expansion Fee, 2023 ........................................ 17
Table 13. Police Nonresidential Capital Expansion Fee, 2023 ................................... 17
Table 14. Fire Protection Inventory and Replacement Cost per Capita, 2023 .............. 18
Table 15. Fire Protection Asset Cost by Service Area, 2023 ..................................... 19
Table 16. Fire Residential Capital Expansion Fee, 2023 ........................................... 19
Table 17. Fire Protection Nonresidential Capital Expansion Fee, 2023 ....................... 20
Table 18. General Government Inventory and Replacement Cost, 2023 .................... 21
Table 19. General Government Residential Capital Expansion Fee, 2023 ................... 22
Table 20. General Government Nonresidential Capital Expansion Fee, 2023 ............... 22
List of Appendix Tables
Table A-1. Comparison of Major Inputs: 2017 vs. 2023 Study ................................... 24
Table A-2. Current Residential Impact Fee Comparisons .......................................... 25
Table A-3. Current Nonresidential Impact Fee Comparisons ...................................... 26
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233062 - Draft Impact Fee Report 11-21-23.docx 1
1. Executive Summary
Introduction
This Report was prepared by Economic & Planning Systems (EPS) for the City of
Fort Collins to update its Capital Expansion Fee (CEF) program. CEFs are the
City’s term for what are defined as impact fees under State of Colorado law. The
Report documents costs and other supporting data to provide the nexus and
proportionality requirements needed to adopt impact fees to comply with State of
Colorado law and other case law regarding development charges. Capital
Expansion fee calculations are provided for the following fee categories currently
levied by the City on new development:
• Neighborhood Parks
• Community Parks
• Police
• Fire Protection
• General Government
Current Capital Expansion Fee Program
The City collects impact fees or CEFs for neighborhood parks, community parks,
fire protection, police, general government, and transportation (Table 1). The
transportation impact fee is known as the Transportation Capital Expansion Fee or
TCEF. The TCEF is currently undergoing an update contained in a separate study.
Residential capital expansion fees are charged per dwelling unit with the fees
varying by the size of the dwelling unit, as large units have larger average
household sizes than smaller units. The current residential CEFs (including the
TCEF) range from a total of $9,296 for dwelling units up to 700 square feet to
$19,049 for units over 2,200 square feet. These fees apply to all dwelling unit
types (e.g., single family and multifamily) and are applied based on the gross
square feet in the building permit application.
In total, nonresidential CEFs are $12,737 per 1,000 sq. ft. ($12.74 per sq. ft.) for
commercial buildings, $10,118 per 1,000 sq. ft. ($10.12 per sq ft.) for
office/other service buildings, and $3,021 per 1,000 sq. ft. ($3.02 per sq. ft.) for
industrial buildings. Capital expansion fees are collected typically at the time of
building permit for building construction.
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Table 1. Current Capital Expansion Fees
Proposed Updated Capital Expansion Fee
Program
This Report documents the calculations for a new capital expansion fee program
with the following proposed changes.
New Fee Land Use Types
A new fee for land use comprised of offices and other services is proposed.
Traditionally, office and other services impact fees have been charged at the same
rate as retail/commercial developments. However, the TCEF fees have been
charging office and other service impact fees at a different rate than
retail/commercial developments. To create consistency between the CEF and TCEF
fees, EPS is proposing that office and other services impact fees be added to the
fee schedule to create more consistency with the TCEF fees.
Land Use Type
Neighborhood
Park
Community
Park Fire Police
General
Government
TCEF
(Transportation)Total
Residential (per dwelling)
Up to 700 sq. ft.$2,108.00 $2,977.00 $516.00 $289.00 $703.00 $2,703.00 $9,296.00
700 - 1,200 sq. ft.$2,822.00 $3,985.00 $698.00 $391.00 $948.00 $5,020.00 $13,864.00
1,201 - 1,700 sq. ft.$3,082.00 $4,351.00 $759.00 $425.00 $1,035.00 $6,518.00 $16,170.00
1,701 - 2,200 sq. ft.$3,114.00 $4,396.00 $772.00 $431.00 $1,051.00 $7,621.00 $17,385.00
Over 2,200 sq. ft.$3,470.00 $4,901.00 $859.00 $480.00 $1,170.00 $8,169.00 $19,049.00
Nonresidential (per 1,000 sq. ft.)
Commercial $0.00 $0.00 $650.00 $364.00 $1,777.00 $9,946.00 $12,737.00
Office and Other Services $0.00 $0.00 $650.00 $364.00 $1,777.00 $7,327.00 $10,118.00
Industrial $0.00 $0.00 $152.00 $85.00 $419.00 $2,365.00 $3,021.00
Source: City of Fort Collins; Economic & Planning Systems
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Updated Capital Expansion Fees
This report provides calculations of the maximum capital expansion fees that the
City may charge, supported by this nexus and proportionality analysis. The law
allows City Council to adopt the full fees determined in this report, or to adopt
lower fees for a variety of policy reasons determined to be in the interest of the
City. The proposed maximum residential and nonresidential capital expansion fees
are shown below in Table 2.
Updated residential fees range from $6,684 to $13,893 (Table 2). The range in
residential fees is based on the average household size in each size category and
dwelling unit type. Larger homes tend to have larger household sizes, creating
more impact on public facilities. Increases in the residential fees range from 1.4
percent to 27.7 percent. For smaller residences, the fee percent increase is lower
due to the proportionally larger decrease in average household size for smaller
units. For example, the household size in housing units smaller than 700 square
feet decreased from 1.78 in 2017 to 1.40 in 2023. Meanwhile, units over 2,200
square feet only decreased by 0.04 persons per dwelling unit from 2.95 in 2017 to
2.91 in 2023.
Fees vary according to the employment and customer/visitor generation factors
for each land use type explained further in Chapter 2. Nonresidential fees range
from $953.13 to $3,673.89 per 1,000 square feet. Changes in the nonresidential
fees range from a decrease of 28.0 percent for office and other services to an
increase of 45.3 percent for industrial land uses. The decrease in office and other
services land uses is a result of updating the fee category to align with the TCEF
fees as described in the previous section.
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Table 2. Updated Residential and Nonresidential Capital Expansion Fees, 2023
Fire Police Total
Land Use Type
Neighborhood
Park
Community
Park
Update
Residential (per dwelling)
Up to 700 sq. ft.$2,813.46 $2,140.12 $603.52 $381.89 $745.25 $6,684.24
700 - 1,200 sq. ft.$4,260.38 $3,240.76 $913.90 $578.29 $1,128.52 $10,121.85
1,201 - 1,700 sq. ft.$4,782.88 $3,638.21 $1,025.98 $649.21 $1,266.93 $11,363.21
1,701 - 2,200 sq. ft.$5,144.61 $3,913.37 $1,103.58 $698.31 $1,362.74 $12,222.61
Over 2,200 sq. ft.$5,847.97 $4,448.40 $1,254.46 $793.78 $1,549.06 $13,893.67
Nonresidential (per 1,000 sq. ft.)
Retail/Commercial $0.00 $0.00 $1,281.17 $810.68 $1,582.04 $3,673.89
Office and Other Services $0.00 $0.00 $701.02 $443.58 $865.64 $2,010.24
Industrial $0.00 $0.00 $332.38 $210.32 $410.43 $953.13
Current
Residential (per dwelling)
Up to 700 sq. ft.$2,108.00 $2,977.00 $516.00 $289.00 $703.00 $6,593.00
700 - 1,200 sq. ft.$2,822.00 $3,985.00 $698.00 $391.00 $948.00 $8,844.00
1,201 - 1,700 sq. ft.$3,082.00 $4,351.00 $759.00 $425.00 $1,035.00 $9,652.00
1,701 - 2,200 sq. ft.$3,114.00 $4,396.00 $772.00 $431.00 $1,051.00 $9,764.00
Over 2,200 sq. ft.$3,470.00 $4,901.00 $859.00 $480.00 $1,170.00 $10,880.00
Nonresidential (per 1,000 sq. ft.)
Retail/Commercial $0.00 $0.00 $650.00 $364.00 $1,777.00 $2,791.00
Office and Other Services $0.00 $0.00 $650.00 $364.00 $1,777.00 $2,791.00
Industrial $0.00 $0.00 $152.00 $85.00 $419.00 $656.00
Percent Change
Residential (per dwelling)
Up to 700 sq. ft.33.5%-28.1%17.0%32.1%6.0%1.4%
700 - 1,200 sq. ft.51.0%-18.7%30.9%47.9%19.0%14.4%
1,201 - 1,700 sq. ft.55.2%-16.4%35.2%52.8%22.4%17.7%
1,701 - 2,200 sq. ft.65.2%-11.0%43.0%62.0%29.7%25.2%
Over 2,200 sq. ft.68.5%-9.2%46.0%65.4%32.4%27.7%
Nonresidential (per 1,000 sq. ft.)
Retail/Commercial ----97.1%122.7%-11.0%31.6%
Office and Other Services ----7.8%21.9%-51.3%-28.0%
Industrial ----118.7%147.4%-2.0%45.3%
Source: City of Fort Collins; Economic & Planning Systems
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General
GovernmentParks
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Legal Standards for Impact Fees
Impact fees can be charged by local governments on new development to pay for
capital facilities needed to serve growth. The State of Colorado has adopted a
standard with the adoption of Senate Bill 15, codified as Section 29-20-104 and
104.5 of the Colorado Revised Statutes following a Colorado Supreme Court decision.
The Colorado Supreme Court ruled in Krupp v. Breckenridge Sanitation District
(1999) that the District could assess an impact fee based on a set of development
characteristics that reflect the general performance of a proposed use, rather than
the specific conditions of an individual proposal. While traditional exactions are
determined on an individual basis and applied on a case-by-case basis, an “impact
fee” is calculated based on the impact of all new development and the same fee is
shared to all new development in a particular class.”1 The finding of the Court
distinguishes impact fees, as a legislatively adopted program applicable to a broad
class of property owners, from traditional exactions, which are discretionary
actions applicable to a single project or property owner.
In 2001, the State Legislature provided specific authority in adopting Senate Bill
15 that “provides that a local government may impose an impact fee or other
similar development charge to fund expenditures by such local government on
capital facilities needed to serve new development.” The bill amended Title 29 of
the Colorado statutes that govern both municipalities and counties and defines
“local government” to include a county, home rule, or statutory city, city, or
territorial charter city.
The law requires local governments to “quantify the reasonable impacts of
proposed development on existing capital facilities and establish the impact fee or
development charge at a level no greater than necessary to defray such impacts
directly related to proposed development.” The standard that must be met within
the State of Colorado requires mitigation to be "directly related" to impacts.
1 Colorado Municipal League, Paying for Growth, Carolynne C. White, 2002.
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Impact Fee Requirements
• Capital Facilities – Fees may not be used for operations or maintenance.
Fees must be spent on new or expanded capital facilities, which have been
further defined as directly related to a government service, with an estimated
useful life of at least five years and that are required based on the charter or a
general policy.
• Existing Deficiencies – Fees are formally collected to mitigate impacts from
growth and cannot be used to address existing deficiencies. In the analysis
used to establish an impact fee program, the evaluation must distinguish
between the impacts of growth and the needs of existing development.
• Capital Maintenance – Major “capital maintenance” projects are not typically
eligible to be funded with impact fees unless it can be shown that the project
increases the capacity of the community to accommodate growth. In that
case, only the growth-serving element of the project is eligible to be funded
with impact fees.
• Credits – In the event a developer must construct off-site infrastructure in
conjunction with their project, the local government must provide credits
against impact fees for the same infrastructure, provided that the necessary
infrastructure serves the larger community. Credits may not apply if a
developer is required to construct such a project as a condition of approval
due to the direct impact on the capital facility created by the project. Credits
are handled on a case-by-case basis.
• Timing – The City must hold revenues in accounts dedicated to the specific
use. Funds must be expended within a reasonable period or returned to the
developer. The State enabling legislation does not specify the maximum
length of time to be used as a “reasonable period.” This has been generally
accepted or interpreted to be a 10-year period.
• Accounting Practices – The City must adopt stringent accounting practices
as specified in the State enabling legislation. Funds generated by impact fees
may not be commingled with any other funds.
• Affordable Housing – The law allows impact fees on affordable housing “as
defined by the community” to be waived.
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2. Methodology
This chapter describes common impact fee calculation techniques, the
methodology used to calculate new impact fees, and important estimates and
factors used in the calculations.
Impact Fee Methodologies
There are several methods that can be used to calculate impact fees. The two
most common techniques are the Plan-Based Method and the Incremental
Expansion Method. The method chosen needs to be appropriate for the local
circumstances as described below. Colorado law does not specify the methodology
to be used; these methods are commonly used in Colorado and in other states.
Plan-Based Method
This method uses a community’s long-range comprehensive plan, capital
improvement plan, or other adopted plan identifying capital facilities and
infrastructure needed to serve growth. Projects identified in these plans are
costed out and included in the fee program. A growth projection is made over the
time period for which the defined projects are needed or planned to be built. The
fee calculation is essentially the cost of the planned project(s) divided by the
forecasted amount of growth. This method is best used when detailed capital
project planning has been done.
The plan-based method has limitations. First, many communities are not able to
conduct capital planning with the level of detail needed in an impact fee study. It
can be difficult to tie future facility needs with expected growth, and growth can
be unpredictable. The fee calculations are highly sensitive to the amount of
forecasted growth, as growth is the denominator in the fee calculation.
Incremental Expansion Method
The Incremental Expansion Method is a more frequently used method for
calculating impact fees. This method is also called the “level of service” method.
This technique answers the question:
What should each new unit (increment) of development pay to maintain
the city’s current level of service?
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This approach takes a snapshot of the current level of service in the city and
converts it typically to a value per unit of service demand (e.g. per capita or per
service population). The current level of service is defined as the inventory of the
city’s existing facilities and capital assets, and the cost to replicate that level of
service (replacement cost) as the city grows. The asset inventory or value is then
converted to a cost per capita, per dwelling unit, or per nonresidential square foot
that is the basis for the fee.
The Incremental Expansion Method was used in this study to calculate impact fees
for Parks, Police, Fire, and General Government.
Level of Service Definition
Using the Incremental Expansion Method, this study defines the level of service
(LOS) as the replacement cost of the existing facilities and capital equipment in
the City in 2023. The fee calculations document the current inventories of parks
facilities and land, police facilities and fleet/equipment, fire facilities and
fleet/equipment, and general government facilities and fleet/equipment. The LOS
is converted to a cost or value per service population that is used to calculate the
impact fees for each major land use type.
Cost Allocations by Land Use Type
Many City services and related capital facilities are provided for residential and
commercial (nonresidential) development. To ensure that impact fees are
proportional to the impact by type of land use, it is necessary to allocate the level
of service or facility costs to residential and nonresidential development. For all
categories, the City’s service population combined with person-occupancy factors
are used to allocate costs as described in the next section.
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Service Population
Under the incremental expansion method, the impact fee is based on the cost to
maintain the current infrastructure standard expressed as the replacement cost
per service population. Under this method, each new increment of development
pays a fee that is designed to maintain the current level of service per unit of
service population (replacement cost per service population). Service population
is a metric that combines the resident population plus in-commuting workers for a
total “daily” or “functional” population.
Capital expansion fee calculations use service population and person-occupancy
factors by land use type as the basis for allocating costs to residential and
nonresidential development (except for parks, which uses residential population).
The calculation of service population is shown in Table 3.
The City of Fort Collins estimated its population to be 174,445 people in 2023.
There are an estimated 107,677 jobs in Fort Collins and an estimated 102,037
employees (workers) after adjusting for people who hold multiple jobs. In-
commuters account for 57.8 percent of the job holders and because they are
present in the City for only part of a day, they are weighted at 50 percent of the
impact of a full-time resident. These adjustments add 29,507 of equivalent
population to the population resulting in a service population of 203,952.
Table 3. Fort Collins Service Population Calculation, 2023
Description 2023 Source
Service Population
Population A 174,445 City of Fort Collins, 2023
Jobs 107,677 North Front Range MPO TAZ, 2023
Jobs Per Employed Person 1.06 LEHD, 2020
Employees 102,037 Calculation
In-Commuters 57.8%LEHD, 2020
Commuting Employee Weight 50.0%EPS Estimate
In-Commuting Employee Impact B 29,507 Calculation
Total Service Population = A + B 203,952
Source: TischlerBise; North Front Range MPO TAZ, 2023; U.S. Census LEHD; Economic & Planning Systems
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Residential Occupancy Factors
Occupancy factors are developed in this section to convert new development into
increments of new service population. The occupancy factors also allocate service
demand between residential and nonresidential land uses.
As shown in Table 4, people are estimated to spend approximately 71.3 percent
of their day at home, which is equivalent to the residential service demand factor.
The other 29.7 percent of the time spent away from home is accounted for in the
nonresidential occupancy factors.
Table 4. Fort Collins Residential Service Demand Factor Calculation, 2023
Description Factor 2023 Source
Residential Conditions
Population 174,445 City of Fort Collins, 2023
Nonworking Residents 52.0%90,711 LEHD, 2020
Working Residents 48.0%83,734 LEHD, 2020
Out Commuter Residents 50.6%42,369 LEHD, 2020
Work/Live Residents 49.4%41,364 LEHD, 2020
Residential Service Demand
Nonworking Residents 20 hours per day 1,814,228person-hours per day
Out Commuter Residents 14 hours per day 593,169 person-hours per day
Work/Live Residents 14 hours per day 579,102 person-hours per day
Residential Total A 2,986,498person-hours per day
Total Person-Hours per Day B 24 4,186,680population X 24 hours
Residential Service Demand Factor =A/B 71.3%percent of day spent at home
(population's allocation to residential
land uses)
Source: U.S. Census Longitudinal Employer-Household Dynamics (LEHD); U.S. Census; Economic & Planning Systems
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Next, the service population per dwelling unit is estimated using average
household sizes and the time spent away from the home. The average household
size for single family and multiple dwelling units was obtained from the U.S.
Census Public Use Microdata Sample (PUMS), and the averages by household size
ranges were calibrated from the American Housing Survey. The previously
calculated residential service demand factor was then applied to generate the
residential occupancy factors, as shown in Table 5. For example, a home with
1,890 square feet has an average household size of 2.56 persons and a 1.83-
person occupancy factor. As highlighted in an analysis and memorandum sent to
the City Council on March 30, 2023, an 1,890 square foot household in Fort
Collins was used as a basis for residential comparative analysis. This report will
also use the 1,890 square foot household as an example for each of the fee
categories to help provide specific context to this study update.
Table 5. Fort Collins Residential Occupancy Factors
Description Index
Average
HH Size
% of Time
in Unit
Impact Fee
Factor
Fort Collins Average 100.0% 2.36 71.3%1.68
By Square Feet
Up to 700 sq. ft.59.2% 1.40 71.3%1.00
700 - 1,200 sq. ft.90.0% 2.12 71.3%1.51
1,201 - 1,700 sq. ft.100.7% 2.38 71.3%1.70
1,701 - 2,200 sq. ft.108.4% 2.56 71.3%1.83
Over 2,200 sq. ft.123.3% 2.91 71.3%2.08
Z:\Shared\Projects\DEN\233062 Fort Collins Impact Fee Study\Models\[233062-Impact Fee Model 10-12-23.xlsx]24-Occupancy_Factor
Source: 2019 U.S. Census Bureau American Housing Survey, Division 8 (Mountain);
Economic & Planning Systems
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Nonresidential Occupancy Factors
Nonresidential occupancy factors were derived from trip rate factors, vehicle
occupancy data, and employment generation factors, as shown in Table 6. Daily
trip rates are one-half the average daily trip ends during a weekday and are
sourced from the Institute of Transportation Engineers’ (ITE) Trip Generation
Manual. Employee density figures were from the TCEF study being prepared by
TischlerBise. Using these factors, service population figures were derived for three
general land use categories, ranging from 0.55 for industrial uses, to 2.12 for
retail and commercial uses. This method accounts for on-site employment and
customers or visitors that are comprised of the resident population as well as
people coming into the city for shopping, leisure, or business activities.
Table 6. Fort Collins Nonresidential Occupancy Factors
Land Use Unit Daily Trips[1]Persons per
1,000 sq. ft.
Employees
per 1,000 sq. ft.
Sq. Ft.(Trip ends / 2)(8 hours/day)(8 hours/day)
A B C = A * B D E
Retail/Commercial 1,000 820 37.75 18.88 1.91 36.11 2.12 8 16.98
Office and Other Services 1,000 710 9.74 4.87 1.18 5.75 3.15 8 25.17
Industrial 1,000 110 4.87 2.44 1.18 2.87 1.57 8 12.56
Land Use
Vistors per 1,000
sq. ft.
Service
Population
(8 hours/day)per day
F = C - D G H = F * G I = E + H J = I / J
Retail/Commercial 33.99 1.00 33.99 50.97 24 2.12
Office and Other Services 2.60 1.00 2.60 27.77 24 1.16
Industrial 1.30 0.50 0.65 13.21 24 0.55
Source: Economic & Planning Systems
[1]The daily trips are the daily trip ends divided by 2 so that non-residential land uses are not charged for both ends of a trip (origin and destination)
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Total Hours
Total
Hours in
Day
Visitor
Hour
Factor
Vistor
Hours
ITE Code
Daily Trip
Ends
Persons/
Trip
Employee
Hours in
Day
Employee
Hours
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3. Neighborhood and Community Parks
Capital Expansion Fees
This chapter documents the level of service, replacement cost estimates, cost
allocations, and other calculations used to determine the Parks CEF for
neighborhood parks and community parks. Capital expansion fees are collected to
fund facility construction, equipment purchases, and land acquisition. As the City
grows, the space needed for these support functions also grows. Capital
expansion fees will be used to maintain the current level of service, expressed as
the replacement cost of its maintenance facilities, developed parkland, and land
cost to replace such parkland. The City currently manages 573 acres of
community parks and 384 acres of neighborhood parks.
Level of Service Definition
The total estimated replacement cost of parks facilities is $350,566,728 for
neighborhood parks and $266,667,038 for community parks, as shown in Table 7.
The replacement cost, which is split into two fee categories, is $2,009.61 per
residential population for neighborhood parks and $1,528.66 per residential
population for community parks. This value includes the replacement cost
estimates for all maintenance facilities, all parkland, and the land cost estimates
for all parklands.
Table 7. Parks Cost per Service Unit, 2023
Description Neighborhood Parks Community Parks
Development Cost per Acre A $580,708 $215,342
Developed Acres B 422 573
Existing Park Replacement Cost = A x B $245,058,961 $123,390,913
Land Cost per Acre A $250,000 $250,000
Developed Acres B 422 573
Existing Land Cost = A x B $105,500,000 $143,250,000
Maintenance Facility Cost per Acre A $7,767 $26,124
Developed Acres B 422 573
Maintenance Facility Need = A x B $3,277,656 $14,969,230
Total Park Replacement Cost $350,566,728 $266,667,038
Cost per Residential Population 174,445 $2,009.61 $1,528.66
Source: City of Fort Collins; Economic & Planning Systems
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To determine the development cost of the maintenance facilities, East District,
Spring Canyon, and Fossil Creek maintenance facility development costs were
used to estimate a replacement cost per acre based on community and
neighborhood park acres served by each facility, as shown in Table 8. As
previously determined by the City, the cost allocation of maintenance facilities is
80 percent for community parks and 20 percent for neighborhood parks.
Table 8. Parks Maintenance Facility per Capita Cost, 2023
Description Replacement Cost
Maintenance Facilites
East District $7,325,000
Community Park Share (80%)$5,860,000
Community Park Acres Served 118
Community Park Cost/Acre $49,493
Neighborhood Park Share (20%)$1,465,000
Neighborhood Park Acres Served 84
Neighborhood Park Cost/Acre $17,399
Spring Canyon $1,815,147
Community Park Share (80%)$1,452,117
Maintenance Facility Need 103
Community Park Cost/Acre $14,098
Total Park Replacement Cost $363,029
Neighborhood Park Acres Served 132
Neighborhood Park Cost/Acre $2,750
Fossil Creek $2,623,710
Community Park Share (80%)$2,098,968
Community Park Acres Served 142
Community Park Cost/Acre $14,781
Neighborhood Park Share (20%)$524,742
Neighborhood Park Acres Served 167
Neighborhood Park Cost/Acre $3,152
Total Replacement Cost $11,763,856
Maintenance Facility Need
Community Park Average Cost/Acre $26,124
Neighborhood Park Average Cost/Acre $7,767
Source: City of Fort Collins; Economic & Planning Systems
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Residential Capital Expansion Fee Calculation
The replacement cost per service population is multiplied by the household sizes
for each housing unit size range. Park fees are charged only on residential
development and full household size factors are used. For a single-family home or
multifamily unit that is 1,890 square feet, the fee per unit is $5,144.61 for
neighborhood parks (Table 9) and $3,913.37 for community parks (Table 10),
which equates to $9,057.88 per unit. This is based on an average household size
of 2.56 people. The capital expansion fee was calculated for a range of unit sizes
as currently permitted in the City of Fort Collins fee schedule.
Table 9. Neighborhood Parks Residential Capital Expansion Fee, 2023
Table 10. Community Parks Residential Capital Expansion Fee, 2023
Updated Fee Current Fee
Description per unit per unit
Cost per Service Population $2,009.61
Residential
Up to 700 sq. ft.1.40 $2,813.46 $2,108.00
700 - 1,200 sq. ft.2.12 $4,260.38 $2,822.00
1,201 - 1,700 sq. ft.2.38 $4,782.88 $3,082.00
1,701 - 2,200 sq. ft.2.56 $5,144.61 $3,114.00
Over 2,200 sq. ft.2.91 $5,847.97 $3,470.00
Source: Economic & Planning Systems
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Avg. HH
Size
Updated Fee Current Fee
Description per unit per unit
Cost per Service Population $1,528.66
Residential
Up to 700 sq. ft.1.40 $2,140.12 $2,977.00
700 - 1,200 sq. ft.2.12 $3,240.76 $3,985.00
1,201 - 1,700 sq. ft.2.38 $3,638.21 $4,351.00
1,701 - 2,200 sq. ft.2.56 $3,913.37 $4,396.00
Over 2,200 sq. ft.2.91 $4,448.40 $4,901.00
Source: Economic & Planning Systems
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4. Police Capital Expansion Fee
This chapter documents the level of service, replacement cost estimates, cost
allocations, and other calculations used to determine the Police Capital Expansion
Fee. Fees are collected to fund facility expansions, fleet replacement, and
equipment replacement. These fees will be used to maintain the current level of
service, expressed as the replacement cost of police facilities, fleet, and capital
equipment. The police department currently has 3 primary facilities and 430 fleet
vehicles.
Level of Service Definition
The total replacement cost of police facilities, fleet, and equipment is
$77,990,689, as shown in Table 11. The replacement cost is $382.40 per service
population. This value accounts for debt owed and an estimated 90 percent
capacity factor based on current utilization.
Table 11. Police Inventory and Replacement Cost per Capita, 2023
Description Quantity
Cost
Factor
Capacity
Factor Bldg. Cost Land Cost Replacement Cost
Police Facilities Per SF
Police Facilities 3 $517 90%$60,753,240 $3,421,110 $58,099,026
IT Capital Equipment --------18,414,943
Subtotal $517 $60,753,240 $3,421,110 $76,513,969
Police Fleet Inventory Per Unit
Admin Vehicle 29 $33,916 $983,559
Drug Task Force 11 31,842 350,258
Equipment 4 209,137 836,549
Investigation 83 37,400 3,104,223
Mobile Command Vehicle 1 440,929 440,929
Patrol 296 41,644 12,326,696
Public Safety 6 97,887 587,323
Subtotal 430 $43,325 $18,629,537
Debt Principal
2012 COPS -$7,430,000
2019 COPS -6,604,740
Vehicle Equipment -3,118,078
Subtotal -$17,152,818
Total $77,990,689
Cost per Service Population Functional Population: 203,952 $382.40
Source: City of Fort Collins; Economic & Planning Systems
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Residential Capital Expansion Fee Calculation
For a single-family home or multi-family unit that is 1,890 square feet, the fee per
unit is $698.31. This is based on an occupancy factor of 1.83 people adjusted for
time spent at home, as shown in Table 12. The capital expansion fee was
calculated for a range of unit sizes as currently permitted in the City of Fort
Collins fee schedule.
Table 12. Police Residential Capital Expansion Fee, 2023
Nonresidential Capital Expansion Fee
Using the previously derived service population and occupancy factors, the
proposed nonresidential impact fee was calculated for three major land uses as
shown in Table 13. Proposed capital expansion fees range from $0.21 per square
foot for industrial uses to $0.81 per square foot for retail/commercial uses.
Table 13. Police Nonresidential Capital Expansion Fee, 2023
Description Factor Updated Fee Current Fee
per unit per unit
Cost per Service Population $382.40
Residential
Up to 700 sq. ft.1.00 $381.89 $289.00
700 - 1,200 sq. ft.1.51 $578.29 $391.00
1,201 - 1,700 sq. ft.1.70 $649.21 $425.00
1,701 - 2,200 sq. ft.1.83 $698.31 $431.00
Over 2,200 sq. ft.2.08 $793.78 $480.00
Source: Economic & Planning Systems
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Description Service Pop.Updated Fee Updated Fee Updated Fee Current Fee
per 1,000 sq. ft.per 1,000 sq. ft.per sq. ft.per 1,000 sq. ft.per 1,000 sq. ft.
Cost per Service Population $382.40
Nonresidential
Retail/Commercial 2.12 $810.68 $0.81 $810.68 $364.00
Office 1.16 $443.58 $0.44 $443.58 $364.00
Industrial 0.55 $210.32 $0.21 $210.32 $85.00
Source: Economic & Planning Systems
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5. Fire Protection Capital Expansion Fee
This chapter documents the current Fire Protection Capital Expansion fee
structure, replacement cost estimates, cost allocations, and other factors used to
calculate the proposed Fire Protection Capital Expansion Fees. The Poudre Fire
Authority (PFA) consists of eleven staffed fire stations, two volunteer fire stations,
one headquarters, and one training facility, which serve a variety of emergency
response needs. These include fire suppression, emergency medical response,
hazardous materials response, technical rescue, fire prevention, public outreach
and education, and wildland preparedness planning and response. PFA is the
overarching authority that serves a large portion of Larimer County including Fort
Collins. The Poudre Valley Fire Protection District (PVFPD) collects separate impact
fees for its service area outside of the City of Fort Collins.
Level of Service Definition
The total replacement cost of Fire Protection facilities, fleet, and equipment is
$145,020,455, as shown in Table 14. The total replacement cost is for the entire
PFA district including areas outside of Fort Collins. The asset inventory needs to
be allocated to Fort Collins for its CEF calculation, which is shown in Table 15.
Table 14. Fire Protection Inventory and Replacement Cost per Capita, 2023
Description Location Factor Cost Factor Bldg. Cost Land Cost Replacement Cost
Fire Facilities SF Cost per SF
Burn Building (Training)3400 W. Vine Drive 1,560 $650 $1,014,000 $0 $1,014,000
Fire Stations --111,630 650 72,559,500 4,987,466 77,546,966
Vacant Land (Future Station #18)4500 E. Mulberry ----0 675,000 675,000
Fit Tower Training 3400 W. Vine 3,764 650 2,446,600 0 2,446,600
Offices --25,974 650 16,883,100 831,307 17,714,407
Training Center A 3400 W. Vine Drive 13,970 650 9,080,500 698,298 9,778,798
Subtotal 156,898 $650 $101,983,700 $7,192,071 $109,175,771
Fire Fleet Inventory Units Cost per Unit
Fleet 22 $44,214 $972,713
Battalion Chiefs 8 41,552 332,413
Frontline Apparatus 45 465,978 20,968,995
Reserves 5 760,000 3,800,000
Training 13 196,521 2,554,774
Support 6 28,570 171,420
Antiques 3 38,499 115,496
Lawn Mowers 25 5,960 149,000
Equipment 92 48,541 4,465,734
Misc.15 154,276 2,314,139
Subtotal 189 $189,654 $35,844,684
Total $145,020,455
Source: City of Fort Collins; Poudre Fire Authority; Economic & Planning Systems
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The City of Fort Collins generates 84.99 percent of PFA calls. The replacement
cost attributable to the City is therefore $123,252,885, or $604.32 per service
population, as shown in Table 15.
Table 15. Fire Protection Asset Cost by Service Area, 2023
Residential Capital Expansion Fee Calculation
For a single-family home or multifamily unit that is 1,890 square feet, the fee per
unit with the City of Fort Collins is $1,103.58. This is based on an occupancy
factor of 1.83 people adjusted for time spent at home. The capital expansion fee
was calculated for a range of unit sizes as currently permitted in the City of Fort
Collins fee schedule (as shown in Table 16).
Table 16. Fire Residential Capital Expansion Fee, 2023
Description Call Volume
Total Replacement
Cost
Functional
Population
Cost per Service
Population
A B = A / B
Total 100.00%$145,020,455
PFA Fort Collins 84.99%$123,252,885 203,952 $604.32
Source: City of Fort Collins; Poudre Valley Fire Authority; Economic & Planning Systems
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Description Factor Updated Fee Current Fee
per unit per unit
Cost per Service Population $604.32
Residential
Up to 700 sq. ft.1.00 $603.52 $516.00
700 - 1,200 sq. ft.1.51 $913.90 $698.00
1,201 - 1,700 sq. ft.1.70 $1,025.98 $759.00
1,701 - 2,200 sq. ft.1.83 $1,103.58 $772.00
Over 2,200 sq. ft.2.08 $1,254.46 $859.00
Source: Economic & Planning Systems
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Nonresidential Capital Expansion Fee
Using the previously derived service population and occupancy factors, the
proposed nonresidential capital expansion fee was calculated for three major land
uses as shown in Table 17. Proposed fees range from $0.33 per square foot for
industrial uses to $1.28 per square foot for retail/commercial uses.
Table 17. Fire Protection Nonresidential Capital Expansion Fee, 2023
Description Service Pop.Updated Fee Updated Fee Updated Fee Current Fee
per 1,000 sq. ft.per 1,000 sq. ft.per sq. ft.per 1,000 sq. ft.per 1,000 sq. ft.
Cost per Service Population $604.32
Nonresidential
Retail/Commercial 2.12 $1,281.17 $1.28 $1,281.17 $650.00
Office 1.16 $701.02 $0.70 $701.02 $650.00
Industrial 0.55 $332.38 $0.33 $332.38 $152.00
Source: Economic & Planning Systems
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6. General Government Capital Expansion Fee
This chapter documents the level of service, replacement cost estimates, cost
allocations, and other calculations used to determine the General Government
Capital Expansion Fee. These fees are collected to fund facility expansions for
general government purposes such as office space for city staff, facilities
maintenance buildings, city fleet, equipment, and courts and justice functions. As
the city grows, the space needs for these support functions also grows. Capital
Expansion fees will be used to maintain the current level of service, expressed as
the replacement cost of its major facilities and fleet.
Level of Service Definition
The total replacement cost of general government is estimated at $152,198,009,
as shown in Table 18. The replacement cost for general government is $746.25
per service population. This value includes all facilities owned by the City of Fort
Collins including City Hall and other administrative buildings, streets and traffic
operations, IT equipment, general governmental vehicles, and heavy equipment.
Table 18. General Government Inventory and Replacement Cost, 2023
Description Location Factor Cost Factor Bldg. Cost Land Cost Replacement Cost
Facilities SF Cost per SF
281 North College 281 N College Ave 37,603 $513 $19,290,339 $855,000 $20,145,339
City Hall 300 LaPorte Ave 31,553 583 18,401,710 1,306,358 19,708,068
215 N Mason Office 215 N Mason St 72,000 518 37,324,800 1,238,000 38,562,800
300 LaPorte (OPS Services) 300 LaPorte Ave 26,564 540 14,344,560 0 14,344,560
Streets Building 625 9th St 51,314 513 26,324,082 1,817,640 28,141,722
Traffic Operations Building 626 Linden St 9,500 540 5,130,000 424,440 5,554,440
Fleet / FACs Warehouse - Loomis 518 N Loomis Ave 10,122 432 4,372,704 22,050 4,394,754
IT Equipment ----------9,706,551
Subtotal 238,656 $525 $125,188,195 $5,663,488 $140,558,234
Fleet Quantity Cost per Unit
Heavy Equipment 180 $112,554 $20,259,649
Misc. Maintenance Equipment 67 43,531 2,916,571
Vehicles, Trucks, and Trailers 96 52,782 5,067,109
Subtotal 343 $82,342 $28,243,329
Debt Principal
2012 COPS -$280,000
2019 COPS -13,780,260
Vehicle Equipment -2,543,294
Subtotal -$16,603,554
Total $152,198,009
Cost per Service Population Functional Population:203,952 $746.25
Source: City of Fort Collins; Economic & Planning Systems
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Residential Capital Expansion Fee Calculation
For a single-family home or multifamily unit that is 1,890 square feet, the fee per
unit is $1,362.74. This is based on an occupancy factor of 1.83 people adjusted
for time spent at home, as shown in Table 19. The capital expansion fee was
calculated for a range of unit sizes as currently permitted in the City of Fort
Collins fee schedule.
Table 19. General Government Residential Capital Expansion Fee, 2023
Nonresidential Impact Fee
Using the previously derived service population and occupancy factors, the
proposed nonresidential impact fee was calculated for three major land uses as
shown in Table 20. Proposed capital expansion fees range from $0.41 per square
foot for industrial uses to $1.58 per square foot for retail/commercial uses.
Table 20. General Government Nonresidential Capital Expansion Fee, 2023
Description Factor Updated Fee Current Fee
per unit per unit
Cost per Service Population $746.25
Residential --
Up to 700 sq. ft.1.00 $745.25 $703.00
700 - 1,200 sq. ft.1.51 $1,128.52 $948.00
1,201 - 1,700 sq. ft.1.70 $1,266.93 $1,035.00
1,701 - 2,200 sq. ft.1.83 $1,362.74 $1,051.00
Over 2,200 sq. ft.2.08 $1,549.06 $1,170.00
Source: Economic & Planning Systems
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Description Service Pop.Updated Fee Updated Fee Updated Fee Current Fee
per 1,000 sq. ft.per 1,000 sq. ft.per sq. ft.per 1,000 sq. ft.per 1,000 sq. ft.
Cost per Service Population $746.25
Nonresidential
Retail/Commercial 2.12 $1,582.04 $1.58 $1,582.04 $1,777.00
Office 1.16 $865.64 $0.87 $865.64 $1,777.00
Industrial 0.55 $410.43 $0.41 $410.43 $419.00
Source: Economic & Planning Systems
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APPENDIX:
Peer Communities Impact Fee Comparisons
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Table A-1. Comparison of Major Inputs: 2017 vs. 2023 Study
Description 2017 2023 Update Difference % Change
Household Size
Up to 700 sq. ft.1.78 1.40 -0.38 -21.3%
700 - 1,200 sq. ft.2.40 2.12 -0.28 -11.7%
1,201 - 1,700 sq. ft.2.61 2.38 -0.23 -8.8%
1,701 - 2,200 sq. ft.2.65 2.56 -0.09 -3.4%
Over 2,200 sq. ft.2.95 2.91 -0.04 -1.4%
Non-Residential Occupancy Factors
(Employees per 1,000 sq. ft. + Visitors)
Retail/Commercial 2.25 2.12 -0.13 -5.8%
Office and Other Services --1.16 ----
Industrial 0.53 0.55 0.02 3.8%
Service Population
Population --174,445 ----
Functional Population 157,626 203,952 46,326 29.4%
Asset Value
Neighborhood Parks $153,272,704 $350,566,728 $197,294,024 128.7%
Community Parks 216,422,189 266,667,038 50,244,849 23.2%
PFA Fort Collins 55,846,482 123,252,885 67,406,403 120.7%
Police 31,264,546 77,990,689 46,726,143 149.5%
General Government 100,991,253 152,198,009 51,206,756 50.7%
Total $557,797,174 $970,675,349 $412,878,175 74.0%
Source: Duncan Associates; Economic & Planning Systems
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Table A-2. Current Residential Impact Fee Comparisons
Fort Collins
Land Use Type Current Boulder Cheyenne Greeley Loveland Longmont
Residential (per dwelling)
Single Family - 1,890 sq. ft $7,510.00 $5,918.00 $400.00 $6,213.00 $8,299.00 $8,325.17
Multi Family - 1,890 sq. ft.$7,510.00 $5,918.00 $400.00 $6,213.00 $5,721.00 $4,792.93
Residential (per dwelling)
Single Family - 1,890 sq. ft $431.00 $482.00 $949.37 $280.00 $1,104.00 --
Multi Family - 1,890 sq. ft.$431.00 $482.00 $949.37 $280.00 $769.00 --
Residential (per dwelling)
Single Family - 1,890 sq. ft $772.00 $430.00 --$728.00 ----
Multi Family - 1,890 sq. ft.$772.00 $430.00 --$728.00 ----
Residential (per dwelling)
Single Family - 1,890 sq. ft $1,051.00 $759.00 ----$1,370.00 --
Multi Family - 1,890 sq. ft.$1,051.00 $759.00 ----$953.00 --
Residential (per dwelling)
Single Family - 1,890 sq. ft $7,621.00 $228.00 $1,514.25 $7,213.00 --$2,060.56
Multi Family - 1,890 sq. ft.$7,621.00 $228.00 $1,211.40 $7,213.00 --$2,060.56
Residential (per dwelling)
Single Family - 1,890 sq. ft $17,385.00 $7,817.00 $2,863.62 $14,434.00 $10,773.00 $10,385.73
Multi Family - 1,890 sq. ft.$17,385.00 $7,817.00 $2,560.77 $14,434.00 $7,443.00 $6,853.49
Source: City of Boulder; City of Cheyenne; City of Greeley; City of Loveland; City of Longmont; City of Fort Collins; Economic & Planning Systems
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Parks
Fire
General Government
Police
Total
Transportation
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Table A-3. Current Nonresidential Impact Fee Comparisons
Fort Collins
Land Use Type Current Boulder Cheyenne Greeley Loveland Longmont
Nonresidential (per 1,000 sq. ft.)
Commercial $364.00 $790.00 $603.42 $841.00 $489.10 --
Office and Other Services $364.00 $320.00 $295.00 $452.00 ----
Industrial $85.00 $190.00 $518.63 $230.00 $62.70 --
Nonresidential (per 1,000 sq. ft.)
Commercial $650.00 $680.00 --$1,872.00 ----
Office and Other Services $650.00 $980.00 --$1,006.00 ----
Industrial $152.00 $630.00 --$513.00 ----
Nonresidential (per 1,000 sq. ft.)
Commercial $9,946.00 $600.00 $2,422.81 $8,347.00 --$3,340.00
Office and Other Services $7,327.00 $240.00 $1,817.11 $5,383.00 --$1,450.00
Industrial $2,365.00 $150.00 $1,817.11 $2,742.00 --$450.00
Nonresidential (per 1,000 sq. ft.)
Commercial $1,777.00 $430.00 ----$526.70 --
Office and Other Services $1,777.00 $620.00 --------
Industrial $419.00 $400.00 ----$75.20 --
Nonresidential (per 1,000 sq. ft.)
Commercial $12,737.00 $2,500.00 $3,026.23 $11,060.00 $1,015.80 $3,340.00
Office and Other Services $10,118.00 $2,160.00 $2,112.11 $6,841.00 $0.00 $1,450.00
Industrial $3,021.00 $1,370.00 $2,335.74 $3,485.00 $137.90 $450.00
Source: City of Boulder; City of Cheyenne; City of Greeley; City of Loveland; City of Longmont; City of Fort Collins; Economic & Planning Systems
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Fire
Transportation
General Government
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Engineering
Marc Virata
David Lenz
April 9, 2024
Council Work Session:
Impact Fee Discussion
Financial Planning & Analysis
Randy Reuscher
Lead Rate Analyst -Utilities
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Agenda
•Work to Date
•Fee Study Findings and Utility Model Updates
•Fee Credits and Offsets: City of Fort Collins and Comparatives
•Next Steps and Questions
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Questions for Council Finance Committee
•Prior to consideration of ordinances updating fees for 2025, what questions do Councilmembers
have related to the Fee Studies and Utility model updates?
•What policy considerations and/or options do Councilmembers want to investigate further?
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Work to Date and Fee Study/Model Updates
4
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5
Work to Date
2023
•Capital Expansion Fee (CEF) Study Update –Economic & Planning Systems, Inc.
•Transportation Capital Expansion Fee (TCEF) Study Update -TischlerBise
•Biennial Utility Fee Model updates
•Water Supply Requirements: Additional analysis and outreach
•Council Finance Committee: October and December update meetings
2024
•February: Council adoption of 2024 fees w/inflationary updates only:
•5.6% for CEF
•7.4% for TCEF and Utility Plant Investment Fees and Electric Capacity Fee
•Continued assessment of Water Utility environment
•Policy considerations to supplement existing fee credit program
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Previous UpdatesUse of FeesPremise of Fees
Transportation Capital Expansion Fees: Overview
6
•One-time fee from
development and
redevelopment
•Used to support growth share
related infrastructure
improvements
•Cannot be used for
maintenance
“Transportation Capital
Expansion Fee Study” (2017),
TischlerBise
•2012 Transportation CIP
•2014 Bicycle Master Plan
•2010/2016 Arterial Intersection
Prioritization Study
•10 year build out through
development
•2016 Arterial Cost/Lane Mile
($1.4M)
•Reimbursement to developers
•Northfield reimbursement
•Contribution to Capital Projects
•Roadway projects (TCPPS)
•Active Modes (Active Modes
Plan)
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TCEF: Study Update Draft Fees
•Generally, in range when compared to an inflation adjustment approach
•(7.4% based on August 2022-August 2023 Engineering News-Record Denver City Cost Index)
•Estimate $115M over the next 10 years to keep with anticipated growth needs and level of service
Residential Unit
Roadway
Fee % of Total
Active
Modes % of Total
Update
Total
2023
Total Change % Change
up to 700 sq. ft.Dwelling $2,863 91%$272 9%$3,135 $2,703 $432 16%
701-1,200 sq. ft.Dwelling $4,988 91%$487 9%$5,475 $5,020 $455 9%
1,201-1,700 sq. ft.Dwelling $6,363 91%$625 9%$6,988 $6,518 $470 7%
1,701-2,200 sq. ft.Dwelling $7,380 91%$726 9%$8,106 $7,621 $485 6%
over 2,200 sq. ft.Dwelling $8,191 91%$809 9%$9,000 $8,169 $831 10%
Development Type Unit
Roadway
Fee % of Total
Active
Modes % of Total
Update
Total
2023
Total Change % Change
Commercial 1,000 sq. ft.$11,045 94%$702 6%$11,747 $9,946 $1,801 18%
Office & Other Services 1,000 sq. ft.$6,450 86%$1,075 14%$7,525 $7,327 $198 3%
Industrial 1,000 sq. ft.$2,897 75% $944 25% $3,841 $2,365 $1,476 62%
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Previous UpdatesUse of FeesPremise of Fees
Capital Expansion Fees: Overview
8
•New developments pay a
proportionate share of costs
to “buy-in” to the current level
of services the City provides.
•Paid upon application of a
building permit and assessed
by land use type.
•The concept of growth paying
for the impact of growth is a
policy decision that past City
Councils have made.
•Duncan and Associates (2013
and 2017)
•Adhered to the incremental
expansion methodology
•Updated asset values based
on the cost of construction per
sq. ft.
•Additional capital added to
General Government Fees
•For approved capital
expenditures identified in
capital improvement plans.
•Includes planning, design,
surveying, permitting and
engineering costs; the cost of
purchasing or leasing real
property and construction costs.
•Does not, and generally cannot,
include repair or maintenance
costs.
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CEF: Study Update Draft Fees
Overall
•Residential Occupancy Factor decreases
•Non-Residential Employee per sq. ft. adjustments
•Additional Non-Residential category justified by different demand impact –Office and Other Services
•Growing service population
Residential Unit
N'hood
Park
Comm.
Park Fire Police Gen. Gov't
Update
Total 2023 Total Change % Change
up to 700 sq. ft.Dwelling $2,813 $2,140 $604 $382 $745 $6,684 $6,593 $91 1%
701-1,200 sq. ft.Dwelling $4,260 $3,241 $914 $578 $1,129 $10,122 $8,844 $1,278 14%
1,201-1,700 sq. ft.Dwelling $4,783 $3,638 $1,026 $649 $1,267 $11,363 $9,652 $1,711 18%
1,701-2,200 sq. ft.Dwelling $5,145 $3,913 $1,104 $698 $1,363 $12,223 $9,764 $2,459 25%
over 2,200 sq. ft.Dwelling $5,848 $4,448 $1,254 $794 $1,549 $13,894 $10,880 $3,014 28%
Development Type Unit
N'hood
Park
Comm.
Park Fire Police Gen. Gov't
Update
Total 2023 Total Change % Change
Commercial 1,000 sq. ft.$1,281 $811 $1,582 $3,674 $2,791 $883 32%
Office and Other Services 1,000 sq. ft.$701 $444 $866 $2,010 $2,791 ($781) -28%
Industrial 1,000 sq. ft.$332 $210 $410 $953 $656 $297 45%
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Utility Fees Overview
Utility Finance updates their fund models every two years with inflationary
adjustments generally made in the off-years
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Utility Fees –Model Updates
Utility FeeModel Updates for 2024
Electric Capacity Fee (ECF)14.8%
Water Plant Investment Fee (PIF)5.7%
Wastewater Plant Investment Fee (PIF)4.1%
Stormwater Plant Investment Fee (PIF)7.0%
Water Supply Requirement (WSR)No Change
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Combined Fees Summary: Multi-Unit Residence
•2024 is presented for both what is currently in force after the inflationary updates were approved and what
the study/model updates total.
•2025 rates presented reflect the 2024 study/model updates plus a projected assumption of 3.5%for inflation during 2024 in addition to the low/high estimate ranges for WSR.
Actual Study Lo WSR Hi WSR Lo WSR Hi WSR
CEF 448,585$ 460,753$ 469,536$ 509,916$ 538,471$ 587,572$ 608,137$ 608,137$ 11,057$ 11,057$
TCEF 160,512$ 161,403$ 173,366$ 185,675$ 199,415$ 209,865$ 217,210$ 217,210$ 3,949$ 3,949$
Dev Review/Permits/Other 67,695$ 67,846$ 58,850$ 58,850$ 58,850$ 58,850$ 60,910$ 60,910$ 1,107$ 1,107$
Water PIF 62,707$ 64,365$ 71,102$ 77,501$ 83,236$ 81,919$ 84,786$ 84,786$ 1,542$ 1,542$
Water Supply Requirement 245,004$ 252,354$ 196,039$ 196,039$ 196,039$ 196,039$ 172,181$ 334,876$ 3,131$ 6,089$
Wasterwater PIF 142,450$ 146,740$ 151,745$ 165,385$ 177,623$ 172,166$ 178,192$ 178,192$ 3,240$ 3,240$
Stormwater PIF 20,639$ 21,257$ 22,055$ 24,040$ 25,819$ 25,723$ 26,623$ 26,623$ 484$ 484$
Electic Capacity Fee 111,209$ 117,836$ 121,972$ 132,949$ 142,788$ 152,626$ 157,968$ 157,968$ 2,872$ 2,872$
Combined Fees 1,258,801$ 1,292,554$ 1,264,665$ 1,350,356$ 1,422,242$ 1,484,759$ 1,506,006$ 1,668,701$ 27,382$ 30,340$
Percentage Change Baseline 2.7% -2.2% 6.8% 5.3% 10.0% 11.5% 23.6% 11.5% 23.6%
vs. 2020 vs. 2021 vs. 2022
2025 - $/Unit
City Charged Fees: Multi-Unit Residence Example (48,000 sq. ft. development w/ 55 units)
vs. 2023
Type 2020 2021 2022 2023 2024 2025
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Combined Fees Summary: Single/Duplex Residence
•2024 is presented for both what is currently in force after the inflationary updates were approved and what
the study/model updates total.
•2025 rates presented reflect the 2024 study/model updates plus a projected assumption of 3.5%for inflation during 2024 in addition to the low/high estimate ranges for WSR.
Actual Study Lo WSR Hi WSR
CEF 8,591$ 8,824$ 8,992$ 9,764$ 10,310$ 12,223$ 12,650$ 12,650$
TCEF 6,586$ 6,623$ 7,115$ 7,621$ 8,185$ 8,106$ 8,390$ 8,390$
Dev Review/Permits/Other 2,532$ 3,314$ 2,792$ 2,792$ 2,792$ 2,792$ 2,890$ 2,890$
Water PIF 4,084$ 4,192$ 4,393$ 4,807$ 5,162$ 5,081$ 5,259$ 5,259$
Water Supply Requirement 13,869$ 14,285$ 22,813$ 22,813$ 22,813$ 22,813$ 20,037$ 38,970$
Wasterwater PIF 3,590$ 3,698$ 3,824$ 4,168$ 4,476$ 4,339$ 4,491$ 4,491$
Stormwater PIF 1,119$ 1,153$ 1,197$ 1,305$ 1,402$ 1,397$ 1,446$ 1,446$
Electic Capacity Fee 2,855$ 3,025$ 3,764$ 4,391$ 4,716$ 5,041$ 5,217$ 5,217$
Combined Fees 43,226$ 45,114$ 54,891$ 57,662$ 59,856$ 61,792$ 60,379$ 79,313$
Percentage Change Baseline 4.4% 21.7% 5.0% 3.8% 7.2% 4.7% 37.5%
vs. 2020 vs. 2021 vs. 2022
2022 2023
City Charged Fees: Single/Duplex Residence Example (1,890 sq. ft. floorplan)
vs. 2023
2024 2025Type20202021
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Fee Credits and Offsets
14
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15
Affordable Housing: City of Fort Collins Fee Credits
•Prior to 2013, development fees for Affordable Housing were typically waived, especially for the City’s
designated Housing Authority (Housing Catalyst)
•Fee credit program started in 2013 and has gone through several iterations
•Current state:
•Flat credit of $14,000 per unit
•Any affordable developer can access credits for 30% AMI units only
•Affordable Housing Capital Fund (AHCF), funded via the CCIP Renewable Tax, is available for qualified
projects –requires council appropriation for utilization
•In 2022, an additional $350,000 of ARPA funding was appropriated for eligible projects
•Units serving the lowest income households require extra subsidy to build, manage, and maintain; rents can’t be
increased to cover the cost of the unit
•Most affordable housing developments are multi-unit buildings with 1-3 bedrooms per unit
•Fee categories “under 700 sq. feet” and “700-1,200 sq. feet” are most relevant to affordable projects
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Approaches to Incentivizing Affordable Housing –Fee Reductions
Fort Collins Longmont Loveland Boulder Denver Colorado Springs
Impact Fee
Type /
Structure
Varies by dwelling
size and Sq. ft. of
non-residential
Varies by dwelling size
and sq. ft of non-
residential
Flat fee per unit type •Fees vary by
dwelling size plus
•Transportation
Excise Taxes
Water and Sewer tap
fees
Police/Fire/Parks with
rates based on
units/structure plus
water taps
Eligibility /
Framework
•30% AMI •80% AMI –Sale
•50% AMI –Rental
•Minimum 12%
Inclusionary housing
•80% AMI •Less than 30% of
income on housing
•25% inclusionary
housing
requirement
Tiered Options
•Hi / Lo-cost markets
•Sale/Rental
•Minimum of:
8% @ 60% AMI to
15% @ 90% AMI
•All units reserved
for below 120% AMI
Other Program
Items
2022 ARPA funding Fee Deferral –pay at
certificate of occupancy
Investigating variance
of fees by dwelling
size
Non-Residential
Linkage Fee charged
based on job
generation
Incentives:
•Reduced parking
space requirements
Point system rebate
based on scoring
rubric
Amount $14K per unit –fixed
fee credit
Fee Waivers
For Sale Units:
50 –100%
Rental Units:
20 –50%
100% Fee waiver for
non-profits using Low
Income Housing Tax
Credit
TBD -researching $6.5K -$10k capped
at 50% of total fees
0 –100% fee rebate
Funding
Sources
Affordable Housing
Capital Fund (AHCF)
or General Fund
Affordable Housing
Fund funded by fee-in-
lieu and allocated local
funds
General Fund Revenue from
linkage fees funds
Affordable Housing
fund
Linkage fee for
projects with 9 or fewer
units
Housing /Community
Vitality Department &
Utilities Dept
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Fee Credits/Reductions: Options to Consider
•Continue program operation as it is today –credits can be used toward fees paid from AHCF for 30% AMI units
•Waive some or all fees for 30% AMI units
•Waive some or all fees for a broader income range
•Create a tiered approach where fees are waived for some units (e.g., 30-50% AMI) and partially credited for
others (e.g., 60% AMI and above)
Fee offsets will
generally need
backfill to fund
levels of service
Options Annual Cost Estimate /
Backfill Requirement
1 Keep fee credit program as is –flat credit of $14,000 per unit
(~ 58% of fees for 30% AMI units) –25 units per year
$350,000
2 Increase to maintain current ratio of fees covered for 30% AMI units
(~ 64% of fees for 30%AMI units) –25 units per year
$360,000 -$380,000
3 Increase to cover all fees for 30%AMI units
(100% of fees for 30% AMI units) –25 units per year
$560,000 -$595,000
4 Expand to cover some or all fees for a wider AMI range
4A 40% AMI or below –40 units per year $950,000 -$950,000
4B 50% AMI or below –85 units per year $1.9 -$2.0 million
4C 60% AMI or below –125 units per year $2.8 –$2.9 Million
4D 70% AMI or below –165 units per year $3.7 –$3.9 million
4E 80AMI or below –(all affordable housing) –185 units per year
(City’s commitment under proposition 123)
$4.2 –$4.4 million
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Next Steps and Questions
18
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Next Steps
•Evaluate and incorporate Councilmembers’ feedback on fee structures, policy considerations and
options.
•Continue coordination with Utilities for consolidated approach to 2025 fee updates and schedules.
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Questions for Council Finance Committee
•Prior to consideration of ordinances updating fees for 2025, what questions do Councilmembers
have related to the Fee Studies and Utility model updates?
•What policy considerations and/or options do Councilmembers want to investigate further?
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Appendix 1 –Fee Study Detail
21
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TCEF: 2023 Study Update (TischlerBise)
TCEF 2023 Study Update Methodology
•Roadway Capacity: Incremental Expansion Methodology (same as previous TCEF study)
•Active Modes Component: Plan Based Methodology
Data inputs
•North Front Range MPO and census data to update demand from development
•Growth Share of Plans
•2023 Transportation Capital Projects Prioritization Study (TCPPS)
•2022 Active Modes Plan
•10-year buildout of additional lane miles through development
•Arterial Cost per Lane Mile ($2.0M)
•Travel Diary Study Report
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TCEF: 2023 Study Update (TischlerBise)
•Roadway Capacity: Incremental Expansion Methodology
•Projected 10-year needs of transportation infrastructure (in terms of lane miles)
•TCPPS projects that are growth related
•Development construction of additional lane miles
•Evaluates the growth share of infrastructure that's attributable to development impact
•Impact is based on Vehicle Miles Traveled (VMT)
•Vehicle trip length from Travel Diary Survey (4.9 miles)
•Roadway Capacity Analysis
•13% increase in VMT
•61.9 new lane mile needs over 10 years to maintain current LOS
•7% (4.3 lane miles) of trips on roadway network is external-external trips
•$8.6M out $124M of our roadway capacity needs not attributable to growth/TCEF
•57.6 miles attributed to growth
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TCEF: 2023 Study Update (TischlerBise)
•Active Modes Component: Plan Based Methodology
•10-year growth related cost compared to 10-year growth projection
•High and Medium priority Active Modes Projects ($87M)
•Active Modes Plan Analysis
•From $87M of High & Medium priority Active Modes Plan projects 13% ($11M) attributed to 10-year growth
•Based on demand from residential and nonresidential development and allocated based on the percent of
commuters who walk or bike to work (22% active modes Travel Study Log)
•Active Modes Plan share increase from 2017 (4%) to 2023 (9%)
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CEF: 2023 Study Update (Economic & Planning Systems, Inc.)
•Standards Based or “Incremental Expansion” Approach
•Maintains the current level of service or investment per unit of development
•Replacement/Construction cost valuations
•Offsets for debt funding
•Adjustments by land use type and occupancy factors
•Key Data inputs
•Updated 2023 asset inventories for City of Fort Collins and Poudre Fire Authority
•Neighborhood and Community Park development costs and current land valuation estimates
•Current market cost of construction estimates and Larimer County valuations
•Updated residential household size and non-residential occupancy factors
•Alignment of existing conditions with concurrent TCEF Study Update
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CEF: 2023 Study Update (Economic & Planning Systems, Inc.)
•Parks
•Higher land valuations
•Inclusion of East District Maintenance Facility
•Neighborhood Parks –higher development costs reflective of newest park buildouts
•Police and Fire
•Significant Asset Value increases –Additional Equipment and Facilities and Higher unit replacement costs
•General Government
•Increased Asset Values but lower increases relative to Police and Fire
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CEF: Study Detailed Updated Draft Fees
CEF - Update
Residential Unit
N'hood
Park
Comm.
Park Fire Police Gen. Gov't
Update
Total
up to 700 sq. ft.Dwelling $2,813 $2,140 $604 $382 $745 $6,684
701-1,200 sq. ft.Dwelling $4,260 $3,241 $914 $578 $1,129 $10,122
1,201-1,700 sq. ft.Dwelling $4,783 $3,638 $1,026 $649 $1,267 $11,363
1,701-2,200 sq. ft.Dwelling $5,145 $3,913 $1,104 $698 $1,363 $12,223
over 2,200 sq. ft.Dwelling $5,848 $4,448 $1,254 $794 $1,549 $13,894
Development Type Unit
N'hood
Park
Comm.
Park Fire Police Gen. Gov't
Update
Total
Commercial 1,000 sq. ft.$1,281 $811 $1,582 $3,674
Office and Other Services 1,000 sq. ft.$701 $444 $866 $2,010
Industrial 1,000 sq. ft.$332 $210 $410 $953
CEF - Change $
Residential Unit
N'hood
Park
Comm.
Park Fire Police Gen. Gov't
Change
Total
up to 700 sq. ft.Dwelling $705 ($837)$88 $93 $42 $91
701-1,200 sq. ft.Dwelling $1,438 ($744)$216 $187 $181 $1,278
1,201-1,700 sq. ft.Dwelling $1,701 ($713)$267 $224 $232 $1,711
1,701-2,200 sq. ft.Dwelling $2,031 ($483)$332 $267 $312 $2,459
over 2,200 sq. ft.Dwelling $2,378 ($453)$395 $314 $379 $3,014
Development Type Unit
N'hood
Park
Comm.
Park Fire Police Gen. Gov't
Change
Total
Commercial 1,000 sq. ft.$631 $447 ($195)$883
Office and Other Services 1,000 sq. ft.$51 $80 ($911) ($781)
Industrial 1,000 sq. ft.$180 $125 ($9)$297
CEF - Change %
Residential Unit
N'hood
Park
Comm.
Park Fire Police Gen. Gov't Change %
up to 700 sq. ft.Dwelling 33%-28%17%32%6%1%
701-1,200 sq. ft.Dwelling 51%-19%31%48%19%14%
1,201-1,700 sq. ft.Dwelling 55%-16%35%53%22%18%
1,701-2,200 sq. ft.Dwelling 65%-11%43%62%30%25%
over 2,200 sq. ft.Dwelling 69%-9%46%65%32%28%
Development Type Unit
N'hood
Park
Comm.
Park Fire Police Gen. Gov't Change %
Commercial 1,000 sq. ft.97% 123%-11%32%
Office and Other Services 1,000 sq. ft.8% 22%-51% -28%
Industrial 1,000 sq. ft.119% 147%-2%45%
CEF - 2023 Fees
Residential Unit
N'hood
Park
Comm.
Park Fire Police Gen. Gov't 2023 Total
up to 700 sq. ft.Dwelling $2,108 $2,977 $516 $289 $703 $6,593
701-1,200 sq. ft.Dwelling $2,822 $3,985 $698 $391 $948 $8,844
1,201-1,700 sq. ft.Dwelling $3,082 $4,351 $759 $425 $1,035 $9,652
1,701-2,200 sq. ft.Dwelling $3,114 $4,396 $772 $431 $1,051 $9,764
over 2,200 sq. ft.Dwelling $3,470 $4,901 $859 $480 $1,170 $10,880
Development Type Unit
N'hood
Park
Comm.
Park Fire Police Gen. Gov't
Current
Total
Commercial 1,000 sq. ft.$650 $364 $1,777 $2,791
Office and Other Services 1,000 sq. ft.$650 $364 $1,777 $2,791
Industrial 1,000 sq. ft.$152 $85 $419 $656
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Appendix 2: Affordable Housing Fee Offsets –
Comparative Municipal Approaches
28
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Longmont
•Impact fees vary by home size
•Affordable Housing Definition: For-Sale 80% AMI, Rental 50% AMI
•12% inclusionary housing requirement
•Fee Deferral: Pay fees at CO instead of Permit Issuance
•Waivers and discounts are available only if a project exceeds the 12% minimum requirement
•Some fees are waived with no backfill, others are offset using the City’s Affordable Housing Fund
(discretionary)
•The City’s Affordable Housing Fund is funded by IH Fee-in-lieu and allocated local funds
•50% to 100% waiver for for-sale units, 20% to 50% for rental units
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Loveland
•Affordable Housing Definition: 80% AMI
•100% Fee Waiver for non-profit builders and developers utilizing LIHTC for 80% AMI (recently passed)
•Loveland Affordable Housing Task Force
•Partnership with the City
•Examining options to restructure impact fees and water fees to vary by home size
•Current fees are charged as a flat fee per unit
•The fee waivers are currently backfilled by the City’s General Fund
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Boulder
•Capital impact fees vary by home size
•$4,400-$11,500 based on home size
•Non-residential: $0.58 per sq. ft. to $2.16 per sq. ft. based on land use
•Transportation excise tax in addition to impact fees
•$2.48/ non-residential square foot
•$4,128.12 per SFD; $2,995.02 per attached dwelling
•Transportation impact fee is low to avoid double charging ($100-$300/unit)
•Inclusionary Housing Requirement
•25% for project with more than 5 units
•20% for smaller developments including single-family homes
•Affordable Housing Definition: Households spend less than 30% of their income on housing, adjusted annually
using market data
•Non-residential linkage fees
•Affordable housing impact fee: linkage between job generation and affordable housing demand
•Ranges from $10.45 per sq. ft. to $31.35 per sq. ft. based on land use type and wages
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Denver
•No capital impact fees, only water and sewer tap fees
•Inclusionary housing requirement for projects with 10 or more units
•Option 1:
•High-cost markets: Rental 10% at 60% AMI, For-sale 10% at 80% AMI
•Typical markets: Rental 8% at 60% AMI, For-sale 8% at 80% AMI
•Option 2:
•High-cost markets: Rental 15% at 70% AMI avg., For-sale 15% at 90% AMI avg.
•Typical markets: Rental 12% at 70% AMI, For-sale 12% at 90% AMI
•Base incentives:
•Reduce parking by 0.5 spaces/unit
•$10,000 permit fee reduction per unit in high markets; $6,500/unit in typical marks not to exceed 50% of total permit fees
•Linkage fees apply projects with 9 or fewer units
•Residential: Increases to $5.00 to $8.00 per square foot as of 7/1/2025
•Nonresidential: Increases to $6.00 to $9.00 per square foot as of 7/1/2025 ($2.50 industrial)
•No fee waiver program
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Colorado Springs
•Capital Expansion fees for Police, Fire, Parks plus Utility water Tap Fees
•Fee Rebate Program based on point system ranging 0 to 50 points
•All Units reserved for residents under 120% AMI
•Score criteria:
•Up to 10 points for % of units reserved at 50% AMI or below;
•Up to 10 points for ongoing affordability;
•Up to 3 points for every additional unit above Section 504 requirements (i.e., accessible units);
•Up to 5 points for unit set-aside for special needs or veterans experiencing homelessness;
•Up to 4 points for incorporating 7 principles of universal design;
•Up to 8 points for alignment with City Planning Documents;
•Up to 4 points for being located in a High Opportunity Neighborhood;
•Up to 6 points for incorporation of CSU Conservation Programs
•Score breakdown: 46-50: 100% fee rebate; 41-45: 80% fee rebate; 36-40: 60% fee rebate; 31-35: 40% fee rebate; 26-30:
20% fee rebate; 25 and below: 0% fee rebate
•Funded by Housing and Community Vitality Department and Utilities Department
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 8
April 9, 2024
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Jason Graham, Director of Water Utilities
Jen Dial, Utilities Water Resources Manager
Heather Young, Utilities Community Engagement Manager
SUBJECT FOR DISCUSSION
Water Supply Requirements, Excess Water Use Charges, and Non-Residential Allotments.
EXECUTIVE SUMMARY
The purpose of this item is to provide Council and the community with an update on the project plan and
analysis regarding three related items for Fort Collins Utilities (Utilities) water customers:
● Revisions to the Water Supply Requirement (WSR) fee methodology;
● Revisions to the excess water use surcharge (surcharge); and
● Assignment of annual water allotments (allotments) for non-residential customers, specifically, pre-
1984 non-residential accounts (pre-1984 accounts) that currently do not have allotments.
The feedback from this Work Session will be considered and addressed at the July 16 Work Session.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What questions do Councilmembers have on the potential methodologies and analysis of setting a
WSR fee and associated surcharge?
2. What questions do Councilmembers have regarding assigning allotments to non-residential customers
that do not currently have allotments?
3. What questions do Councilmembers have on the potential methodologies for calculating allotments for
non-residential customers?
4. What feedback do Councilmembers have on the overall plan and timeline for implementation?
BACKGROUND/DISCUSSION
Utilities has been proactive in securing and developing a high-quality, reliable water supply system since
the late 1800s and has implemented policies to ensure the water supply system will support existing and
future water customers through the 2065 planning horizon. These efforts continue in support of Council’s
priority to Protect Community Water Systems in an Integrated Way to Ensure Resilient Water Resources
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and Healthy Watersheds. Financial mechanisms to help achieve this priority include a WSR fee which is a
one-time variable development fee required for each new water service; allotments which are assigned to
non-residential customers based on a their WSR; and surcharges, a monthly charge, for non-residential
customers who exceed their allotment during a 12-month period.
Over the past several years, the cost to develop Utilities’ water supply has increased due to water scarcity,
driven by climate change impacts such as drought and higher regional water demands/competition.
Infrastructure costs have increased as well due primarily to inflation which contributes to the overall WSR
development costs. This prompted staff to reevaluate the WSR fee and methodology, which was last
evaluated in 2022 and set at $68,200 per acre-foot (AF). In August 2023, staff presented Council a revised
WSR fee methodology and a proposed WSR fee and surcharge increase. Following that work session,
Council feedback included:
Provide WSR options for Council to consider when this item is brought back for consideration.
Provide clarification on the need for 500 AF of additional water rights.
Develop a comprehensive City-wide team to analyze and develop a solution that reflects both the
economic value of the WSR and the values of the community.
Engage with multiple Boards and Commissions, and those directly affected to ensure the
recommended path forward captures the concerns, challenges, and opportunities of all in the
community.
The surcharge amount is determined by the WSR fee and non-residential customers with allotments are
affected by higher surcharges if the fee increases. There are approximately 1,000 accounts (approximately
700 customers) that received a water tap before 1984 and do not have an allotment assigned. These
customers can use as much water as they would like without being subject to a surcharge. Staff is
recommending the assignment of allotments to these non-residential accounts to create consistency
among customers and increase fairness by requiring all customers to be subject to a surcharge, and help
customers more closely manage their water use.
Based on Council’s comments at the Work Session staff has developed a project plan and an inter-
departmental team dedicated to this project. Staff has begun:
1) Evaluating methods for calculating the WSR fee and the associated impacts.
2) Evaluating methods for calculating allotments and associated impacts.
3) Creating a strategic and thorough outreach plan.
WSR: Methodologies, Impacts, Communication and Engagement
Methodologies
According to the American Water Works Association’s ‘Seventh Edition of Water Rates, Fees, and
Charges,’ there are three basic methodologies for calculating a WSR fee. They are based on a water
provider’s water rights portfolio, infrastructure, and the ability of the current water supply system to serve
existing versus future customers. These methods include:
Full Buy-In Method: Values the entire existing water supply system, which is expected to service all
current and future customers’ water value. Future customers would then buy into the entire current system
(total value of system/total yield).
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Incremental Method: Based on the cost to expand the water supply system to serve future customers.
This fee only reflects the cost of buying water rights and paying for infrastructure needed to support future
customers.
Hybrid Method: Includes a buy-in component that is the portion of the current water supply system, and
an incremental portion that is the portion of the system that has not been purchased or built yet. It
acknowledges that future customers will use both current and future water supply systems and thus reflects
the percentage of the total cost of the current and future system that will serve those customers.
Utilities has been using a hybrid approach since 2018 and recommends continuing with this approach.
Utilities owns water rights that new customers will rely on, reflecting a “buy-in” portion of costs. Utilities
also needs to build new infrastructure (primarily storage in Halligan Reservoir) and purchase an additional
500 acre-feet of water rights, reflecting an “incremental” portion of costs. Modeling indicates that the
addition of 500 AF to our existing water rights portfolio along with storage in Halligan Reservoir provides
the water supply needed to meet demands through build out in 2065.
The buy-in portion of the WSR fee can be valued with a market-based approach or a cost-based approach.
The current methodology uses a market-based approach. The market-based approach uses the current
market value for the existing water rights portfolio based on recent transactions of water rights. The cost-
based approach uses the original purchase price of the water rights escalated by an inflation percentage
to reflect their value in today’s dollars. The cost-based approach results in a lower WSR fee than the
market-based approach because the water supplies were generally acquired long ago, before recent and
significant water rights cost increases. The incremental portion of the fee uses the market-based approach
to value the water rights that need to be purchased and the future infrastructure that needs to be
constructed.
Other factors that can be reflected in the WSR fee include a 30% contingency factor and a 20% safety
which are both included in the current methodology. The contingency factor represents uncertainties in the
cost of future water rights and infrastructure and is not applied to the buy-in portion of the WSR fee. The
safety factor represents uncertainties in future water supply and demand needs such as potential impacts
of climate change and type or rate of development and re-development and is applied to the entire WSR
fee.
Staff has evaluated WSR fees using the current hybrid methodology with the different approaches of
valuing the “buy-in” component (market/cost) and the inclusion/omission of a safety factor as described
below. These approaches are proposed because they best reflect the value of the water supply system
and community:
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 4 of 8
Impacts
Future Development/Redevelopment
All water service providers in the region require some form of WSR for development or redevelopment.
The methodologies used and the required water dedications differ making comparisons challenging. For
most water providers, the cost required of developers depends on:
1. The fee per acre-foot of water ($/AF)
2. The amount of water required (AF)
Where,
Total Cost=fee per AF of water x the amount of water required (AF)
Utilities currently has a higher fee per acre-foot compared to other water providers in the region. However,
the amount of water required for dedication for different developments is sometimes less.
For example, applying the current WSR fee to the amount of water required for a multi-family development
costs $291,200 in Fort Collins Utilities service area compared to East Larimer County Water District at
$670,900 and Fort Collins-Loveland Water District at $1,310,200 (see table below):
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On the other hand, Utilities would require a median cost for an office building and higher costs for a typical
restaurant compared to other water providers.
Existing Customers: Rates vs. Fees
Monthly water rates and development fees are the two main sources of revenue to the water fund.
Currently, development fees are meant to support the value of growth paying it’s on way. its own way
Water development fees can be further broken down into:
1) WSR fee: One-time fees geared towards cost recovery of storage and source of supply projects.
Plant investment fees: One-time fees geared towards recovery of the water treatment plant and
distribution system. A significant portion of water fund revenue is collected from monthly utility rates,
equating to roughly 95% of total revenue each year on average. The remaining 5% is from development
fees and surcharges, although there are variations in this ratio, and fluctuations are tied to development
projects (or redevelopment) that occurs in Utilities service territory.
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Routine updates to the WSR fee, as well as the excess water use surcharge, will help the Utility keep pace
with increasing costs and provide a recovery mechanism for both current and future source of supply and
water storage projects. The methodology being considered to calculate the WSR fee will have an impact
to existing rate payers, both now and into the future.
Assigning New Allotments to Pre-84 Non-residential Customers
As noted above, staff recommends assigning allotments to pre-84 non-residential customers that do not
have one. This will:
Provide better consistency across non-residential customers.
Provide increased fairness by requiring all customers to manage water efficiently and be subject to a
surcharge if they do not: as WSR and surcharges increase, the gap between those with allotments and
those without will grow.
Promote water conservation by assigning appropriate allotments and focusing water efficiency
programs to customers that use over that allotment.
Address these assignments now rather than in the future when WSR and surcharges could be greater
and more challenging for customers to manage.
Important considerations:
Staff is not recommending that additional WSR be met with the assignment of an allotment.
Customers will need time to understand their allotment, how they use water, and how to budget their
water within their allotment.
This does not re-evaluate existing allotments.
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 7 of 8
Methodologies and Impacts
After evaluating a variety of methods for assigning allotments, staff is recommending the Hybrid approach.
Pros and cons from the evaluation are listed below.
1) Tap Size
a. Assigns allotment based on meter size (method used to assign allotments from 1984-2022).
b. Some customers would receive a smaller allotment than they currently use subjecting them to
surcharges.
c. 181 accounts (18%) would exceed their allotment based on their 7-year maximum use.
d. Consistent with code prior to 2022.
2) Average Use
a. Assigns an allotment based on average historical water use per tap (e.g. average annual use from
past 5, 7, or 10 years of use).
b. Reflects actual water use but doesn’t always reflect or identify inefficiencies in use.
c. Lower impact from surcharges. Unless there’s significant growth or changes in business use and
function, annual consumption is expected to be around the allotment.
d. 1,026 accounts (99.5%) would exceed based on their 7-year maximum use.
e. Inconsistent with current and historical codes.
3) Hybrid
a. Assigns an allotment based on the greater of the tap credit or average consumption.
b. Could assign a higher allotment than needed making it difficult to address or identify inefficiencies
in water use.
c. Lowest impact to pre-84 customers.
d. 181 accounts (18%) would exceed based on their 7-year maximum use, but the magnitude of the
impact would be less.
e. Inconsistent with historic and current code.
4) Business Type
a. Allotments are assigned based on the specific use (e.g. # of rooms in a hotel, square footage of a
restaurant, outdoor water demands based on landscape details, etc.).
b. More accurate but cannot evaluate the potential impacts to customers without collecting the data
necessary to assign the allotment.
c. Consistent with current code, but inconsistent with majority of existing allotments (only 44 accounts
have been assigned this way since 2022).
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Communication and Engagement
Utilities plans to communicate with customers and impacted community members so people can provide
input during the project’s decision-making process. New development and redevelopment will be impacted
directly by increases to the WSR fee, whereas allotment assignments and surcharges will impact current
customers. Our goal is to capture questions, concerns, and feedback so interested parties are informed in
advance of a potential fee increase, and Utilities and Council can consider a variety of impacts.
Staff developed a detailed plan to engage City Council, multiple boards and commissions, existing
customers, developers, and affected City departments (see Attachment ‘2024 WSR Engagement
Timeline’).
Phase 1 (April – June 2024): Broad engagement and feedback collection
Phase 2 (July – September 2024): Refine proposal and incorporate feedback.
Phase 3 (October – December 2024): Seek adoption and plan for implementation.
Specific Engagement Goals Include:
1. Educate and inform stakeholders on WSR, surcharges, and allotments
o Provide opportunities for stakeholders to ask questions and learn more
o Provide time for behavior change (purchasing more WSR, participating in conservation programs,
etc.)
2. Involve stakeholders in decision-making process
o Stakeholders can provide feedback on alternatives or propose others that meet objectives before
adoption, and weigh in on project implementation
o Seek out multiple perspectives and consider equity in decision making
o Consider different formats for implementation (e.g. grace period such as assigning allotments Jan.
1, 2025 and waive surcharges until Jan 1, 2026, allow customers to purchase more WSR under
the current cost until Jan 1, 2026)
3. An updated fee structure is adopted by Council
o Provide Council education and resources to understand this topic
o Council adoption
NEXT STEPS
1) Collect feedback from communication and engagement efforts for WSR fees and assignment of
allotments.
2) Evaluate feedback from Council and communication efforts.
3) Present additional analysis or information based on feedback to Council at the July 16 Work Session.
ATTACHMENTS
1. 2024 WSR Engagement Timeline
2. Presentation
Page 119
Item 2.
Engagement Timeline 2024:
Water Supply Requirements, Excess Water Use Fees, and Allotment Assignments
Phase One (April-June): Broad engagement and feedback collection
Council Work Session 1
Chamber of Commerce Local Legislative Affairs Committee
Community Engagement Group Meeting 1
OurCity page launches
Email communication 1, launch short survey (English and Spanish)
E-Newsletters (Economic Health Office, Keep Current)
City Manager Monthly report
Commercial Broker List
1:1 meetings with impacted parties (Key accounts, developers, etc.)
Board and Commissions
o Affordable Housing Board (memo only)
o Building Review Commission (memo only)
o Natural Resources Advisory Board (memo only)
o Economic Advisory Board
o Planning and Zoning Commission
o Water Commission
Internal staff Lunch and Learn
Council Finance Committee
Business Listening Sessions (2-3, virtual, in person)
Webinar for customers without an allotment (+office hours)
Monthly gathering of affordable housing providers/developers
Urban Land Institute Northern Colorado
Community Engagement Group Meeting 2
Email communication 2, survey reminder
Phase Two (July-September): Refine proposal, incorporate feedback
7/16: Council Work Session 2
Email communication 3
Water Commission Work Session
Planning and Zoning Commission Work Session
Community Engagement Group Meeting 3
Water Commission
Planning and Zoning Commission Hearing
Phase Three (October-December): Seek adoption
City Council First Reading
City Council Second Reading
Email communication 4
Community Engagement Group Meeting 4 (implementation focus)
2025 implementation outreach
Page 120
Item 2.
Headline Copy Goes Here
Utilities Water Resources Manager
Jen Dial
Executive Director of Water Utilities
Jason Graham
4-9-2024
Water Supply
Requirements and
Pre-1984
Non-Residential Water
Allotments
Heather Young
Utilities Community Engagement ManagerPage 121
Item 2.
Headline Copy Goes HereCouncil Work Session Purpose
1.Build shared understanding of the history and
purpose of Water Supply Requirement fees
and pre-1984 non-residential water
allotments.
2.Share staff’s analysis of potential
methodologies for Water Supply Requirement
fees and assigning pre-1984 non-
residential water allotments.
3.Share staff’s planned customer engagement
for 2024, including a timeline and
identification of impacted parties.
4.Answer Council questions and confirm
direction and timing.Page 122
Item 2.
Headline Copy Goes HerePurpose –Water Supply Requirements and Water Allotments
A form of Water Supply Requirements (WSR) and
water allotments has been in place since the
mid-1960s. The purpose is to:
•Ensure secure water sources and protect the watershed
•Provide a financial mechanism to ensure current and future assets are adequate to meet community water supply and service needs
•Balance current needs and supply and future potential needs and acquisitions
Page 123
Item 2.
Headline Copy Goes HereTimeline
April 9Work Session
April/May Aug./Sept.2025Oct./Nov.June/July
TBD Work Session
ImplementationWater Commissionand Other Boards
Continue Engagement
TBD First and Second Reading Regular Meetings
MayCouncil Finance Committee
Initiate Engagement
July 16 Work Session
Planning & Zoning and Other Boards
Wrap Up Engagement
Page 124
Item 2.
Headline Copy Goes HereProgress Check-in
August 2023 Work Session Summary
•Provide clarification on the need for additional future water rights
•Provide Council new options to consider
•Develop a City-wide team to analyze and develop a solution that reflects
economic and community values
•Engage with Boards and Commissions and impacted parties to ensure
the recommended path forward captures the community’s concerns,
challenges and opportunities
Current Project Plan
•Interdepartmental team created
•Develop options using various methodologies
•Additional analysis including future water rights needs
•Full outreach plan including feedback groupPage 125
Item 2.
Headline Copy Goes HereWater Supply Requirements, Water Allotments, and Dedication
Water Supply Requirement
Fee paid by new development and some redevelopment to ensure adequate water dedication to serve.
Residential and Non-Residential Customers
Water Allotment
A volume of water dedicated to a non-residential user.
Two-thirds of non-residential accounts have assigned allotments.
Based on WSR
Excess Water Use Surcharge
A charge assessed to non-residential accounts with allotments when they exceed their allotment.
Based on Allotment
Page 126
Item 2.
Headline Copy Goes HereWSR Methodology
•All regional water service providers have a version of a
WSR development fee
•Total fee varies based on water rights portfolio,
infrastructure and ability to support existing and future
customers to meet community values
•Water scarcity and demand drive the cost of acquiring
new water and impacts the value of our water rights
portfolio
Page 127
Item 2.
Headline Copy Goes HereWater Fund Inputs
Water Utility Rates
Rates paid by existing customers
make up approximately 95% of
the water fund revenue.
Development/Redevelopment Fees
New development and redevelopment
within the water service area make up
approximately 5%.
Development/Redevelopment
The rate of development can be
unpredictable and water costs can
play a part in where development
occurs.
Future Storage Cost
Future storage has been identified
through the Halligan Water Supply
Project. Costs estimates of this
project have doubled.
Water Rights
Additional water rights necessary
to meet 2065 projected demands.
Additional Storage
Storage is needed for existing
and future use.
5%
95%
Page 128
Item 2.
Headline Copy Goes HereQuestions for Council
Water Supply Requirements
1.What questions do Councilmembers have on the potential methodologies and analysis of setting a WSR fee
and associated surcharge?
Non-Residential Allotments
2.What questions do Councilmembers have regarding assigning allotments to non-residential customers that
do not currently have allotments?
3.What questions do Councilmembers have on the potential methodologies for calculating allotments for non-
residential customers?
Overall Plan and Timeline
4.What feedback do Councilmembers have on the overall plan and timeline for implementation?
Page 129
Item 2.
Headline Copy Goes Here
Jen Dial, Utilities Water Resources Manager
WSR Pricing Methodologies
Page 130
Item 2.
Headline Copy Goes HereOverview of Methodologies
Full Buy-In
•Cost of the entire existing water supply system which is expected to serve all existing and
future customers.
•Future customers buy in to the entire current system (total value of system/total yield).
Incremental
•Cost to expand the water supply system to serve future customers.
•Only reflects the cost of future water rights and infrastructure.
Hybrid
•Includes a “buy-in” component for the current water supply system and an “incremental”
component for the future water system needs that have not yet been purchased or built.
•Acknowledges future customers will use portions of the current and future water supply
systems.
Page 131
Item 2.
Headline Copy Goes HereWSR Historical Methodology
›Re-evaluating options
within the hybrid
methodology
›Different from August
proposal
›Market vs. cost-based
valuations
›Analysis of current risk
factors
(contingency/safety)
2002-2017
›2018: $17,300/AF
using hybrid method
with market-based
costing
›2020: $21,500/AF,
updated costing
›2021: $22,145/AF,
added 3% inflationary
increase
2018-2021
›$68,200/AF, same
methodology with
updated yields
2022-current
›$6,500/AF, based on
Colorado Big-
Thompson (CBT)
prices
2025-future
Page 132
Item 2.
Headline Copy Goes HereCurrent Methodology Overview
HYBRID
Buy-in
Existing water rights and infrastructure
Incremental
Future water rights andinfrastructure
Total cost to
increase reliability
of water supply
Note: Future water supplies do not provide
adequate reliability without existing portfolio
Page 133
Item 2.
Headline Copy Goes HereWater Supply Requirement Fee
WSR = Existing Water + Future Water rights & Infrastructure
Can determine past purchase prices
and costs.
Options on how to value:
•Market price in today’s dollars
•Cost of what was paid plus an
adjustment factor
Buy-In
Existing Water Rights and Infrastructure
Incremental
Future Water Rights and Infrastructure
Requires modeling and predicting
costs of future water supply needs.
Options on how to value:
•Market-based
•Contingency
•Safety factor
Page 134
Item 2.
Headline Copy Goes HereHybrid Method Pricing Options
*Contingency: Captures uncertainties in future costs
**Safety factor: Captures uncertainties in future demand and supplies (e.g.,climate change, development types, etc.)
Method Cost Considerations
Market-based
30% contingency*
20% safety factor**
$116,500/AF •Current approach with updated costs
•Highest impact to developers
Market-based
30% contingency
$97,100/AF •Safety factor removed
Cost-based,
30% contingency
20% safety factor
$71,800/AF •Development costs reflect Utilities’
investment in water rights proactively (since
late 1800s)
Cost-based
30% contingency
$59,900/AF •Safety factor removed
•Lower than current fee
•Highest impact to existing customers
Page 135
Item 2.
Headline Copy Goes HereMulti-Family Total Water Supply Requirement (Indoor & Outdoor)
2024 Multi-Family
100 bedrooms, 64 dwelling units, 30,504 sq. ft. lot area, 5,535 sq. ft. irrigated area
Provider Dedication Amount
(acre-feet)
Water Fee
($/acre-feet)Cost
FC Utilities (CB,30%C,NoS)4.27 $59,900 $255,800
Westminster 6.88 $40,400 $278,300
FC Utilities (CB,30%C,20%S)4.27 $71,800 $306,600
Greeley 7.29 $51,500 $375,300
FC Utilities (MB,30%C,NoS)4.27 $97,100 $414,600
FC Utilities (MB,30%C,20%S)4.27 $116,500 $497,500
Loveland 10.62 $47,380 $503,200
East Larimer County 11.07 $60,600 $670,900
Ft. Collins Loveland 15.29 $85,700 $1,310,200
**For larger developments,East Larimer County Water District only allows 30% of its WSR to be met with cash and the remainder m ust be met with acceptable
water rights, thus the cash equivalent listed here is based on the market value of acceptable water rights.
*MCS=Market-based, 30% contingency, 20% safety factor; CCS=Cost-based, Contingency, 20% safety factor; MC=Market-based, contingency, no safety factor;
CC=Cost-based contingency, no safety factor
Page 136
Item 2.
Headline Copy Goes HereComparison to Other Providers
15.29 AF
11.07 AF
10.62 AF
4.27 AF
7.29 AF
4.27 AF
6.88 AF
4.27 AF
*MCS=Market-based, 30% contingency, 20% safety factor; CCS=Cost-based, Contingency, 20% safety factor; MC=Market-based, contingency, no safety factor;
CC=Cost-based contingency, no safety factor
FC Utilities (CB,30%C,NoS)
Westminster
FC Utilities (CB,30%C,20%S)
Greeley
FC Utilities (MB,30%C,NoS)
FC Utilities (MB,30%C,20%S)
Loveland
East Larimer County
Ft. Collins Loveland
Multi-Family
(100 bedrooms, 64 dwelling units, 30,504 sq. ft.lot area, 5,535 sq. ft.irrigated area)
Page 137
Item 2.
Headline Copy Goes HereComparison to Other Providers
1.25 AF
1.25 AF
1.25 AF
1.62 AF
1.72 AF
0.70 AF
0.79 AF
1.00 AF
*MCS=Market-based, 30% contingency, 20% safety factor; CCS=Cost -based, Contingency, 20% safety factor; MC=Market-based, contingency, no safety factor;
CC=Cost-based contingency, no safety factor
Loveland
East Larimer County
Ft. Collins Loveland
Westminster
FC Utilities (CB,30%C,NoS)
Greeley
FC Utilities (CB,30%C,20%S)
FC Utilities (MB,30%C,NoS)
FC Utilities (MB,30%C,20%S)
Typical Restaurant
(2,800 sq. ft.)
Page 138
Item 2.
Headline Copy Goes HereSummary: Hybrid Method Pricing Options
Method Cost Considerations
Market-based
30% contingency*
20% safety factor**
$116,500/AF •Current approach with updated costs
•Highest impact to developers
Market-based
30% contingency
$97,100/AF •Safety factor removed
Cost-based,
30% contingency
20% safety factor
$71,800/AF •Development costs reflect Utilities’
investment in water rights proactively (since
late 1800s)
Cost-based
30% contingency
$59,900/AF •Safety factor removed
•Lower than current fee
•Highest impact to existing customers
Page 139
Item 2.
Headline Copy Goes HereQuestions for Council -WSR
20
What questions do
Councilmembers have on the
potential methodologies and
analysis of setting a WSR fee?
01
Page 140
Item 2.
Headline Copy Goes Here
Jen Dial, Utilities Water Resources Manager
Methodology for Assigning
Remaining Non-residential Water
Allotments
Page 141
Item 2.
Headline Copy Goes HereWater Allotment Overview
•Proposing to assign
allotments to ~1,000
accounts that do not
have one (1/3 of total)
•Not proposing
additional WSR costs
•Allow time to adjust
use to avoid
surcharges
1965-1984
•Required volume
based on tap size
•Began to assign
allotments to non-
residential accounts
1984
•Allotments based
on business type
•Assigned allotments to
new development and
any redevelopment
•Requirement was
burdensome and
revised to only apply to
those with additional
water service
2022
•Required volume of
water based on acre of
land served
•No allotments were
assigned
2024
Page 142
Item 2.
Headline Copy Goes HereWhy Update Now?
•Consistency
•Same requirement for all customers
•Fairness
•Customers without allotments can use as much
water as they desire without surcharges
•Does not capture costs for water supply system
use that is above what was paid for through a
WSR fee
•A higher WSR fee and surcharges increases
the inequity between customers who are
subject to surcharges and those who are not
•Conservation
•Programs and incentives for customers that
would regularly go over their allotment
Page 143
Item 2.
Headline Copy Goes HereAllotment Methodology Overview
Method Description History Impacts
Hybrid
(Tap and Avg. Use)
Selects the greater between
average historical use and
tap credit
Have not assigned
this way
•Lowest impact
•Could assign a higher allotment than
needed making it difficult to
identify inefficiencies
Tap Credit Assigns a volume based on
meter size
Most current allotments
assigned with this
methodology
•Could underestimate allotment resulting in
potential unwarranted surcharges
Average
Historical Use
Assigns a volume based on
average historical water use
per tap (e.g., 5 years)
Have not assigned this
way
•Could assign a lower allotment compared
to the volume received with a tap credit,
undervaluing WSR
•Could assign a higher allotment than
customer needed making it difficult to
identify water use inefficiencies
Business Type Assigns based on business
type and specific use (e.g., #
rooms in hotel, square
footage of restaurant,
landscape details, etc.)
Current methodology
for setting allotments
•Best reflects actual water use need
•Limited data to fully evaluate impacts (44
customers assigned this way)
•Time-intensive process
Page 144
Item 2.
Headline Copy Goes HerePotential Impacts
Page 145
Item 2.
Headline Copy Goes HereQuestions for Council –Assigning Non-Residential Allotments
26
What questions do Councilmembers
have on the potential methodologies
for calculating allotments for
non-residential customers?
02
03
What questions do Councilmembers
have regarding assigning allotments to
non-residential customers that do not
currently have one?
Page 146
Item 2.
Headline Copy Goes Here
Heather Young, Utilities Community Engagement Manager
Customer Engagement
Page 147
Item 2.
Headline Copy Goes HereWork Directly with Impacted Parties
•Involve impacted parties in developing and refining alternatives for:
•WSR
•EWU surcharges
•Allotment assignments
•Goals:
•Keep impacted parties informed of project timeline, how to be involved, and decisions made
•Seek input on potential impacts to customers and community members
Phase 1 (April –June)
Broad engagement and
feedback collection
Phase 2 (July –Sept.)
Refine proposal and
incorporate feedback
Phase 3 (Oct. –Dec.)
Seek adoption
Page 148
Item 2.
Headline Copy Goes HereImpacted Parties
•Market-rate developers
•Affordable housing developers
•Water-intensive businesses (breweries,
restaurants, etc.)
•Homeowner’s Associations
•Commercial real estate
•Commercial water customers
•With allotments
•Without allotments
•Irrigation only
Page 149
Item 2.
Headline Copy Goes HerePlanned Communications and Engagement Opportunities
•Council Work Sessions
•Boards and Commissions
•Email communication
•Existing e-newsletters
•Seek input from community groups at
existing meetings
•Community Engagement Group
•Business meetings
•Webinar for impacted allotment customers
Page 150
Item 2.
Headline Copy Goes HereQuestions for Council –Project Plan and Timeline
31
04
What feedback do Councilmembers
have on the overall plan and
timeline for implementation?
Page 151
Item 2.
Headline Copy Goes Here
Summary
Page 152
Item 2.
Headline Copy Goes HereQuestions for Council
Water Supply Requirements
1.What questions do Councilmembers have on the potential methodologies and analysis of setting a WSR fee
and associated surcharge?
Non-Residential Allotments
2.What questions do Councilmembers have regarding assigning allotments to non-residential customers that
do not currently have allotments?
3.What questions do Councilmembers have on the potential methodologies for calculating allotments for non-
residential customers?
Overall Plan and Timeline
4.What feedback do Councilmembers have on the overall plan and timeline for implementation?
Page 153
Item 2.
Headline Copy Goes Here
Questions?
Page 154
Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 3
April 9, 2024
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Lawrence Pollack, Budget Director
Jacob Castillo, Chief Sustainability Officer
Travis Storin, Chief Financial Officer
SUBJECT FOR DISCUSSION
Discussion of the 2024 Appropriation of the First Year of the 2050 Tax for Parks, Recreation,
Transit and Climate (2050 Tax).
EXECUTIVE SUMMARY
The purpose of this item is to discuss the items being considered for the 2024 appropriation the first year
of the new 2050 Tax. In November 2023, Fort Collins voters approved this 0.5% Sales & Use Tax
increase, which is dedicated to the areas of Parks, Recreation, Transit and Climate. This tax begins in
2024 and expires at the end of 2050.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1.What questions does City Council have about the proposed projects for the first year of the new tax?
2.Does Council support moving this item forward for First Reading at the regular Council meeting on
May 7, 2024?
BACKGROUND / DISCUSSION
At the December 2021 Council Finance Committee (CFC) meeting staff presented an item to discuss
specific identified revenue needs and potential funding options. Multiple conversations occurred
throughout 2022 at various CFC meetings. In 2023 the areas of need were focused on Parks, Recreation,
Transit, Climate and Housing. Estimated annual shortfalls ranged from eight to nearly fifteen million per
area, as follows:
•Parks & Recreation - $8.0 to $12.0M annual shortfall (Parks & Recreation Master Plan)
•Transit - $8.0M to $14.7M annual shortfall (Transit Master Plan)
•Climate - $9.5M+ annual shortfall (Our Climate Future Plan)
•Housing - $8.0M to $9.5M annual shortfall (Housing Strategic Plan)
This topic eventually came in front of the full Council in 2023 and after a few Work Sessions, proposed
funding for these items was determined. Council approved two ballot items to be referred to the voters of
Page 155
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 2 of 3
Fort Collins to fund these areas. Parks, Recreation, Transit and Climate were proposed to be funded from
a dedicated 0.5% Sales Tax increase. In a departure from previous tax initiatives and renewals, this item
was proposed for a 27-year period beginning in 2024 and expiring at the end of 2050. The other referral
was for Housing needs, which were proposed to be funded by a Property Tax increase.
In November 2023, the voters of Fort Collins approved one of those initiatives, specifically the 0.5% Sales
Tax outlined as follows:
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
2023 Ballot Language:
SHALL CITY OF FORT COLLINS TAXES BE INCREASED BY $23,800,000 IN THE FIRST FULL FISCAL
YEAR (2024), AND BY SUCH AMOUNTS COLLECTED ANNUALLY THEREAFTER, FROM A .50%
SALES AND USE TAX BEGINNING JANUARY 1, 2024, AND ENDING AT MIDNIGHT ON DECEMBER
31, 2050, WITH THE TAX REVENUES SPENT ONLY FOR THE FOLLOWING:
- 50% FOR THE REPLACEMENT, UPGRADE, MAINTENANCE, AND ACCESSIBILITY OF PARKS
FACILITIES AND FOR THE REPLACEMENT AND CONSTRUCTION OF INDOOR AND OUTDOOR
RECREATION AND POOL FACILITIES,
- 25% FOR PROGRAMS AND PROJECTS ADVANCING GREENHOUSE GAS AND AIR POLLUTION
REDUCTION, THE CITY’S 2030 GOAL OF 100% RENEWABLE ELECTRICITY, AND THE CITY’S
2050 GOAL OF COMMUNITY-WIDE CARBON NEUTRALITY, AND
- 25% FOR THE CITY’S TRANSIT SYSTEM, INCLUDING, WITHOUT LIMITATION,
INFRASTRUCTURE IMPROVEMENTS, PURCHASE OF EQUIPMENT, AND UPGRADED AND
EXPANDED SERVICES;
AND WHILE CITY COUNCIL MAY EXERCISE ITS DISCRETION IN DECIDING THE TIMING OF
SPENDING FOR EACH CATEGORY, THAT SPENDING SHALL SUPPLEMENT AND NOT REPLACE
THE CURRENT CITY FUNDING FOR THE SPECIFIED PURPOSES AND SHALL BE RECONCILED TO
THE STATED PERCENTAGES BY THE END OF 2030, 2040, AND WHEN THE LAST REVENUES
COLLECTED FROM THE TAX ARE SPENT, BUT THIS TAX SHALL NOT APPLY TO:
- ITEMS EXEMPT UNDER THE CITY CODE FROM CITY SALES AND USE TAX;
- FOOD FOR HOME CONSUMPTION; AND
- MANUFACTURING EQUIPMENT, BUT FOR THE USE TAX ONLY;
AND WITH ALL THE TAX REVENUES, AND INVESTMENT EARNINGS THEREON, TO BE
COLLECTED, RETAINED, AND SPENT AS A VOTER-APPROVED REVENUE CHANGE
NOTWITHSTANDING THE SPENDING AND REVENUE LIMITATIONS OF ARTICLE X, SECTION 20 OF
THE COLORADO CONSTITUTION?
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Given the timing of the vote relative to the 2024 Annual Appropriation (2024 Budget) process, it was
determined that the 2024 appropriation for the approved Sales Tax increase would be discussed as its
own item early in the year. Staff has worked to identify specific projects for the first year of this tax, as
detailed in the attached list of proposed projects. Knowing that staff is concurrently working on the 2025-
26 City Manager’s Recommended Budget to come to Council later this year, many of the proposed projects
are one-time in nature, targeted to be substantially completed in 2024. Proposals of an ongoing nature
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Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 3 of 3
are primarily for the staff needed to start this work and be positioned to execute the projects approved as
part of the 2025-26 Budget.
This item was discussed at the Council Finance Committee meeting on March 20, 2024. Council questions
were addressed with a follow-up request for more detail for the Parks and Recreation offer. This offer
initiates a large asset and infrastructure replacement program similar to the Street Maintenance Program
or the Water and Sewer Replacement programs, and this offer is modeled after those types of programs.
The details for the analysis and prioritization of current assets can be found in the Infrastructure
Replacement Program report at the following web address:
https://www.fcgov.com/parks/files/fort-collins-parks-infrastructure-replacement-program-management-
plan_compressed.pdf?1665426175
Additionally, per the conversation on the climate portion of the tax, the item to ‘Add Solar PV System at
City Facility’ was moved from the elective offers to the recommended offers. Attachments have been
updated to reflect this change.
NEXT STEPS
If supported by Council, this appropriation item will be brought forward for Council’s consideration on May
7, 2024.
ATTACHMENTS
1. Proposed 2024 uses of the 2050 Tax
2. Presentation
Page 157
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:C&R (Culture & Rec)Contact:
Svc Area:Community & Operation Services Related Offer #:
54.15, 54.5, 43.15
& 43.20
Department:Parks Capital?Yes
Offer Description:
CR 2.2 - Address infrastructure and amenity replacement and maintenance needs of trails, parks,
cultural and recreation facilities while continuing the planned buildout of the parks and paved trail
systems.
4.0 FTE – Expanded Parks and Recreation Infrastructure Replacement
vshaw@fcgov.com
Choose Primary Strategic
Objective:
Funding this offer will significantly expand the Parks and Recreation Infrastructure Replacement
programs and increase the volume of asset replacement and maintenance work.
How does Offer Support
Primary Strategic Objective:
Funding this offer provides resources required to ramp up Parks and Recreation Infrastructure Replacement Programs (IRPs) by
utilizing new funding approved by voters in a 2023 dedicated tax. This program is essential to keeping park and recreation facilities
and infrastructure safe and in usable condition, and imperative to preserve equity within the community to ensure that every
household, regardless of the age of the neighborhood, has access to high quality parks and recreational experiences.
Historically, Parks IRP has included repair and renovation to asset categories like playgrounds, hardscapes, irrigation, fields,
buildings, courts, structures, and water infrastructure at all parks and trails. Recreation IRP has provided critical ongoing repair and
maintenance across ten facilities, including pools, gymnasiums, ice, childcare infrastructure, and other amenities available to the
public. It has also included limited equipment replacement in the fitness areas of facilities which support programming.
In 2022, Parks completed a comprehensive asset management study which assigned asset scores to components to prioritize future
investments across the park system regardless of component category. The results of the study provided a Top 40 list of projects
which the Parks IRP program will focus on during the initial startup years.
The Recreation Operational Analysis identified $36M of deferred maintenance projects across facilities over the next five years. A
portion of this funding will create a 10-year Recreation Capital Improvement Program (CIP) that will prioritize needs across the
diverse recreation system. The Parks CIP and Recreation CIP will be merged to best leverage the 2050 tax in an equitable way to
address infrastructure improvements and replacement in Parks and Recreation across the City.
Extra Info Bullets:
•It is typical for multiple IRP projects to overlap over an extended period. In this budget cycle, projects from the plans listed above will
begin, but are subject to change based on other opportunities (partnerships, safety issues, vandalism issues, continued preventative
maintenance projects, etc.) that may arise.
•The staffing model for 2024 allows the program to ramp up and will staff the program to approximately 30%. Additional staffing
requests will occur in future budget years.
•This request represents approximately 50% of the tax estimated to be collected in 2024 for parks and recreation from the 2050 tax in
2024. This is forecasted to leave $5M of tax generation to establish a dedicated reserve available for future budgets when the
program is fully established.
•The dedicated funding from the 2050 Tax will be supplemented with existing appropriations from historical general fund support in
the Operations Services Department and potential other funding to complete facility replacement and improve sustainability and
green infrastructure in alignment with additional strategic objectives.
Page 158
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:4.0 FTE – Expanded Parks and Recreation Infrastructure Replacement
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $5,282,586 $20,000 $5,302,586
2)$0
$5,282,586 $20,000 $5,302,586
FTE (if part of the offer, identify the position and salary):
#
1.0 Salary & Benefits $91,297
1.0 Salary & Benefits $26,467
1.0 Salary & Benefits $83,070
1.0 Salary & Benefits $66,552
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Parks and Recrea $5,282,586 $20,000
$5,302,586
$5,282,586 $20,000 $5,302,586
Specialist, Communications (P1)
Park Planner/LA (P3)
Sr Analyst, Finance (P3)
Manager (M1)
Title
Links:
•https://www.fcgov.com/parks/life-cycle-program
•https://www.fcgov.com/recreation/
•https://ourcity.fcgov.com/sustainable-funding-2023
Page 159
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:T&M (Transportation & Mobility)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:
Department:Transfort / Dial-a-Ride Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $547,882 $547,882
2)$0
$547,882 $0 $547,882
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Transit- Ongoing $547,882
$547,882
2)$0
$547,882 $0 $547,882
Funding this offer will increase starting wage and existing wages for Transfort Bus Operators, Dispatchers and Transit Service Officers
to reduce turnover and to improve recruitment opportunities. Transfort seeks to improve recruitment and employee retention by
increasing wages to be more competitive with other jobs in the transportation sector in the region. Transfort has remained under-staffed
since the pandemic began in 2020, resulting in decreased service and ridership levels. Transfort operators participated in a satisfaction
survey at the end of 2023, and more than half of current bus operators reported compensation as the primary concern related to job
satisfaction.
Transfort has long been a leading transit agency in the state and in Northern Colorado and aims to be an industry leader and premier
transportation employer in the region. Denver’s Regional Transportation District (RTD), Greeley Evans Transit (GET), and City of
Loveland Transit (COLT) are currently hiring Bus Operators at starting hourly rates of $25.96, $21.54, and $22.24 respectively. Starting
wages for experienced candidates may reach up to $30.03 per hour.
Transfort’s proposed pay plan will increase operator hiring wages from $22.50 per hour to $24.00 per hour. To ensure existing
employees are appropriately placed within the new pay range, a 7.1% increase is necessary. An additional equity increase of 7.1% will
go to senior operators who did not receive an increase during the October 2021 wage adjustment, and have experienced wage
compression and pay equity issues.
Dispatch and Transit Service Officers (TSO) have also experienced turnover since the pandemic and require more competitive pay.
RTD Transit Officers start at $32.79, while Transfort Transit Service Officers currently start at $26.44 per hour. This increase will raise
Transfort TSO starting wage to $28.42. Starting Dispatcher starting pay will increase from $26.13 to $28.09. Additionally, TSOs and
Dispatch positions are leveled higher on the pay plan than bus operators. An increase in bus operator pay results in a need to increase
Dispatch and Transit Service Officer wages to ensure equity and reduce wage compression.
TM 6.2 - Support an efficient, reliable transportation system for all modes of travel, enhance high-
priority intersection operations, and reduce Vehicle Miles Traveled (VMT).
Transit Operations Pay Plan Revision
Choose Primary Strategic
Objective:
Increase recruitment and retention opportunities by offering more competitive wages. Increased
staffing levels will result in increased service and ridership levels.
How does Offer Support
Primary Strategic Objective:
Page 160
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:T&M (Transportation & Mobility)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:
Department:Transfort / Dial-a-Ride Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $441,036 $441,036
2)$0
$441,036 $0 $441,036
FTE (if part of the offer, identify the position and salary):
#
4.00 Salary & Benefits $275,407
2.00 Salary & Benefits $43,416
1.00 Salary & Benefits $17,213
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Transit- Ongoing $441,036
$441,036
$441,036 $0 $441,036
TM 6.2 - Support an efficient, reliable transportation system for all modes of travel, enhance high-
priority intersection operations, and reduce Vehicle Miles Traveled (VMT).
Sustainable Bus Operator Schedule
Choose Primary Strategic
Objective:
Increases recruitment and retention opportunities for bus operators by offering more sustainable
scheduling practices, while increasing service levels. Increased staffing levels will result in
increased service and ridership levels.
How does Offer Support
Primary Strategic Objective:
Convert Hourly Positions to two .5 FTE & one 1.0 Bus Operator
Convert .75 Position to 1.0 FTE
1.0 FTE Bus Operator
Title
Funding this offer will result in expanded service hours on Routes 5, 14, and 18, while increasing the number of benefited (classified)
positions to provide more stable bus operator schedules.
Transit scheduling is an intricate process requiring schedulers to meet all operational staffing needs during all hours of service, within
the constraints of available classification hours. Historically, Bus Operator candidates must be available to be scheduled during all
service hours. Schedules offered to operators do not fall into 8-hour shifts and may consist of early mornings, late nights, and split
shifts due to hours of operation and the seasonal nature of transit services. This expectation and practice make recruitment and
retention difficult and has a negative impact on the sustainability of the position and attracting applicants.
Extending service one (1) hour in the evening on routes 5, 14, and 18 will expand service for the community while creating improved
“blocks” of work to support additional classified positions and to allow for more stable Bus Operator schedules.
This offer will:
•Add four new 1.0 FTEs
•Convert two (2) hourly positions to .5 FTE
•Convert one (1) hourly position to 1.0 FTE
•Convert one (1) .75 FTE to a 1.0 FTE.
By offering more sustainable schedules, additional benefitted positions, and extending service hours, Transfort will improve
recruitment and retention and increase service levels for the community.
Page 161
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:T&M (Transportation & Mobility)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:
Department:Transfort / Dial-a-Ride Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $160,676 $160,676
2)$0
$160,676 $0 $160,676
FTE (if part of the offer, identify the position and salary):
#
1.00 Salary & Benefits $76,129
1.00 Salary & Benefits $84,547
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Transit- Ongoing $160,676
$160,676
$160,676 $0 $160,676
Transit Service Officer Supervisor
Transit Service Officer
Title
Funding this offer will increase both real and perceived safety throughout our transit system, provide vital support for our front-line
employees, and directly benefit our customers. As our community and transit system have grown, our safety and security team has
not grown proportionally. Crimes against persons and property in our transit system rapidly rise each year; including but not limited to,
physical assault, harassment, and vandalism. As a result, survey data shows that employees feel unsafe in their workplace and
passengers’ fear of riding our transit system continues to grow. According to our passenger surveys, passengers worried about other
passenger behavior increased from 12% in 2022 to 16% in 2023, and bus operators ranked safety as their second top concern
related to job satisfaction.
Transit Service Officers (TSOs) are special commissioned law enforcement officers, who are a vital safety component of transit
systems. Their uniformed presence discourages behavioral issues and crime incidents before they happen and increase employee
and customer confidence. Transfort TSOs respond to over 100 calls per month on buses, at bus stops and transit centers. These
calls range from medical emergencies to serious behavioral and/or criminal incidents that result in citations or arrest by the Fort
Collins Police. They are supplemented by 2 unarmed, contracted security guards. This offer will provide 1 TSO FTE, and 1 TSO
Supervisor FTE. The TSO FTE will have an emphasis on mental health response. They will work as a liaison between Transfort, Fort
Collins Police HOPE team and Mental Health Response team as well as outside agencies such as Outreach Fort Collins. They will
also attend additional training geared toward mental health and mental health response to better assist an at-risk population who may
be in crisis while utilizing the Transfort system. Adding these positions will increase system-wide TSO security coverage from 6% to
10%.
TM 6.1 - Improve safety for all modes and users of the transportation system to ultimately achieve
a system with no fatalities or serious injuries.
Increased Transit Enforcement & Support
Choose Primary Strategic
Objective:
This offer will help decrease both real and perceived safety concerns throughout the transit
system, and support passengers who may be experiencing a mental health crisis
How does Offer Support
Primary Strategic Objective:
Page 162
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Utility Services Related Offer #:
Department:Utilities Customer Connections Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $600,000 $600,000
2)$0
$0 $600,000 $600,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $600,000 $600,000
$0 $600,000 $600,000
This funding will be combined with third party capital to reduce interest rates and provide easy financing opportunities for Utilities
electric customers to improve their homes. Upfront cost, along with knowledge of improvements and access to contractors, have been
barriers to community members interested in upgrading their homes. Program participants first receive technical assistance through a
home energy assessment, then have the option to work with a participating program service provider to install equipment, and
ultimately have easy access to this financing option to improve the operation of their home. Below market interest rates and ease of
qualifying for this financing are critical to the success of the Epic Loan program. Epic Loans program also engages property
managers and landlord to increase rental home upgrades.
ENV 4.1 - Intensify efforts to meet 2030 climate, energy and 100% renewable electricity goals that
are centered in equity and improve community resilience.
Introduce new capital for Utilities Epic Loans program
Glenn Pease
Choose Primary Strategic
Objective:
Offer will decrease economic barriers for community members interested in upgrading community
residential buildings.
How does Offer Support
Primary Strategic Objective:
Page 163
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Information & Employee Svcs Related Offer #:
Department:Operation Services Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $500,000 $500,000
2)$0
$0 $500,000 $500,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $500,000 $500,000
$0 $500,000 $500,000
Retrofit existing exterior lighting systems at EPIC, Northside, and Senior Ctr. The new exterior lighting systems will meet current
lighting codes, improve energy efficiency, and embrace our night sky/dark sky standards and goals. Exterior lighting upgrades will
also have a positive impact on aesthetics of building, and upgrades to exterior building lighting have also been shown to benefit
visitor safety and comfort.
ENV 4.1 - Intensify efforts to meet 2030 climate, energy and 100% renewable electricity goals that
are centered in equity and improve community resilience.
Comprehensive exterior lighting retrofits at City Recreation Centers
Stu Reeve
Choose Primary Strategic
Objective:
These efficiency focused projects will directly reduce energy and emissions to meet our 2030 Our
Climate Future goals and municipal sustainability goals.
How does Offer Support
Primary Strategic Objective:
Page 164
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:NLSH (Neighborhood Livability & Social Health)Contact:
Svc Area:Sustainability Services Related Offer #:
Department:Social Sustainability Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $400,000 $400,000
2)$0
$0 $400,000 $400,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $400,000 $400,000
$0 $400,000 $400,000
Funds would be used to provide grants to offset increasing costs of utility related development fees for affordable housing projects
targeting households earning no more than 80% Area Median Income. Grant criteria to be developed collaboratively including the
Utility Department, Social Sustainability Department and local affordable housing providers and developers.
NLSH 1.1 - Increase housing supply and choice and address inequities in housing to ensure that
everyone has healthy, stable housing they can afford.
Launch grants to offset utility fees for affordable housing development, particularly electric and
water
Meaghan Overton
Choose Primary Strategic
Objective:
This offer would decrease economic barriers to upfront costs of development for affordable
housing.
How does Offer Support
Primary Strategic Objective:
Page 165
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:T&M (Transportation & Mobility)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:
Department:FC Moves Capital?Yes
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $350,000 $350,000
2)$0
$0 $350,000 $350,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $350,000 $350,000
$0 $350,000 $350,000
This project will construct median refuge islands, high-visibility crosswalks, and ADA curb ramps at Centre Ave. and Rolland Moore
Dr./Phemister Rd. to help pedestrians and cyclists cross Centre Ave. The project is recommended as a medium priority/readiness
project in the Active Modes Plan. Staff are seeking to implement the project in 2024 for the opportunity to coordinate with the
resurfacing of Centre Ave. and the implementation of a federal Safe Streets and Roads for All grant on Centre Ave. The project will
improve connectivity to Rolland Moore Park, Spring Creek Trail, high density student housing and senior housing, CSU's main
campus and south campus, a preschool, federal offices, Mason Trail, and College Ave. commercial.
TM 6.1 - Improve safety for all modes and users of the transportation system to ultimately achieve
a system with no fatalities or serious injuries.
Implement bicycle infrastructure as determined in the Active Modes plan (Centre Ave)
Cortney Geary
Choose Primary Strategic
Objective:
This offer improves safety, particularly for active modes of transportation, by providing a safe and
comfortable crossing of Centre Ave. at Rolland Moore Dr./Phemister Rd.
How does Offer Support
Primary Strategic Objective:
Page 166
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Utility Services Related Offer #:
Department:Utilities Customer Connections Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $250,000 $250,000
2)$0
$0 $250,000 $250,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $250,000 $250,000
$0 $250,000 $250,000
Riverside community solar project (500 kW) has been non-operational since August 2023. Utilities, which aquired the assets of the
site in 2020, is pursuing bids from service providers to redesign and repower the solar array on Riverside Ave. This is a highly visible
City Committment to climate action and directly serves over 200 residents that have purchased solar panels on this array. This project
contributes to our overall goal of achieving 100% renewable electricity for our community.
ENV 4.1 - Intensify efforts to meet 2030 climate, energy and 100% renewable electricity goals that
are centered in equity and improve community resilience.
Repair Riverside Community Solar Array
Brian Tholl
Choose Primary Strategic
Objective:
This offer will directly increase available renewable electricty available to communityHow does Offer Support
Primary Strategic Objective:
Page 167
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Sustainability Services Related Offer #:
Department:Environmental Services Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $250,000 $250,000
2)$0
$0 $250,000 $250,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $250,000 $250,000
$0 $250,000 $250,000
Healthy Homes is a free, indoor air quality (IAQ) program for Fort Collins community members that aims to reduce chemical and
biological pollutants and promote safety in residences. Staff, volunteers, and partner organizations work together to improve the
health and home resiliency of all Fort Collins community members. This program focuses on populations disproportionately impacted
by climate change impacts including those that live in mobile homes, that are low-income, those with respiratory conditions, people of
color, and non-English speakers. Healthy Homes improves IAQ and energy efficiency, and prepares homes for climate-related events
(i.e., wildfires, extreme temperatures). This is achieved through free in-home visits which include an IAQ assessment, portable air
cleaners, smoke/fire and carbon monoxide (CO) alarms, furnace servicing, weatherization, air conditioners, and other related
resources/services.
ENV 4.2 - Improve indoor and outdoor air quality.
Fund Healthy Homes Program
Emily Olivo & Selina Lujan
Choose Primary Strategic
Objective:
By creating healthier, energy efficient, resilient homes, the severity of the impacts of climate
change, such as extreme temperatures and poor air quality, will be reduced for the populations
served. Healthy Homes is a crucial program for meeting the goals of the Air Quality Plan and Our
Climate Future.
How does Offer Support
Primary Strategic Objective:
Page 168
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:T&M (Transportation & Mobility)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:
Department:FC Moves Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $200,000 $200,000
2)$0
$0 $200,000 $200,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $200,000 $200,000
$0 $200,000 $200,000
Mobility hubs are generally defined as locations where people can access multiple types of transportation modes in a central location
such as transit, bike/scooter share and carshare. Mobility hubs are a core recommendation in the City's Transit Master Plan (TMP),
and in the Our Climate Future Two-Year Tactical Plan as a Next Move under Big Move 4 - Convenient Transportation Choices: It is
safe, easy, fast and affordable to get around without a car.
The fourteen mobility hub locations identified in the TMP are preliminary locations and intended to be flexible depending on future
land development, land availability and other criteria. The development of a mobility hubs plan will refine locations, characteristics
and costs; and is a necessary next step prior to construction and implementation.
TM 6.3 - Invest in equitable access to, and expansion of, all sustainable modes of travel with
emphasis on growing transit ridership.
Mobility Hubs Plan development
Melina Dempsey
Choose Primary Strategic
Objective:
Mobility hubs are planned at strategic locations throughout Fort Collins along transit routes and will
include other sustainable transporation offerings such as: bike and scooter share, carshare, EV
charging, TNC drop off/pick up and micortransit. Colocating sustainable transportation options
throughout Ft Collins will make multi-modal travel more accessbile, convenient and efficient.
How does Offer Support
Primary Strategic Objective:
Page 169
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:NLSH (Neighborhood Livability & Social Health)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:24.12
Department:Comm Dev & Neighborhood Svcs Capital?No
Offer Description:
The Building Envelope Grant Fund would build on the success of the current Neighborhood Grants program to address home repairs
that are seen with increasing frequency in mobile homes and other affordable housing units, but come at a cost too high for residents.
The 2023 Mobile Home Park Mini-Grant round that offered roof repairs had over $200,000 in requested funds for just 37 homes and
was open to only three neighborhoods (available funding was $35,000). There are generally very limited grant funds available for
home repairs in the $5,000-25,000 range, the price point for most building envelope needs we have seen to date. Available grants
also frequently exclude mobile homes and rental properties from eligibility due to their perceived “lack of durability” or return on
investment. Holes in roofs that do not keep rain or snow out of bedrooms, exterior doors that do not close properly and let in winter
winds and summer heat, and windows that are broken and taped back together are common in mobile home parks. Often those are
not the only items that need repair in the home. Several funded projects in affordable housing units were delayed or cancelled over
the last 3 years because of a lack of funding for a dependent project (example: a new furnace was available from a partner
organization but could not be installed because the electrical work needed in the home was too expensive for the homeowner and the
program did not cover that portion of the work). Not only would this grant expansion help with those building envelope concerns to
improve energy efficiency and livability, but also it would allow us to leverage funds and services from partners for maximum benefit
to address other urgent needs as well. Neighborhood Services would continue to partner extensively with programs like Healthy
Homes, Colorado Affordable Residential Energy program, Larimer Home Improvement Program, and others to identify and close
gaps in available services. We would also continue to coordinate assessments and installation of any funded components with
partners to make customer service more efficient and build relationships with vendors. As our organization is just entering the rental
housing space, this short-term funding would help incentivize registration compliance as well as needs assessment for rental housing
repairs that we currently have only anecdotally. Program metrics would include energy usage and cost before and after the repairs,
equity assessments for access by historically marginalized communities, and outcomes-based measures around a sense of
belonging, trust in the government, and value in contributing to Our Climate Future goals. Utilizing our existing grant application,
review, and contracting systems will allow for rapid deployment of any awarded OCF funds. This proposal also includes some part-
time hourly employee funding for grant administration, outreach, and coordination.
NLSH 1.8 - Preserve and enhance mobile home parks as a source of affordable housing and
create a safe and equitable environment for residents.
Expand Mobile Home Park Mini-grant through Neighborhood Services
JC Ward & Alyssa Stephens
Choose Primary Strategic
Objective:
Mobile homes and older rental homes are often the most affordable properties in our community,
but the high cost of housing makes it a challenge to afford necessary repairs to building envelope
that increase the safety, comfort, and efficiency of these homes. This project would fund critical
home upgrades to things like windows, doors, and insulation, reducing monthly utility bills and
increasing housing stability, efficiency, and comfort for mobile home park residents and renters
living in affordable housing. The City provides existing programs to homeowners that support
efficiency upgrades, but the high costs make it inaccessible to many residents with limited income.
This program ensures that your income does not limit your access to City support for efficiency
upgrades.
How does Offer Support
Primary Strategic Objective:
Page 170
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:Expand Mobile Home Park Mini-grant through Neighborhood Services
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $200,000 $200,000
2)$0
$0 $200,000 $200,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $200,000 $200,000
$0 $200,000 $200,000
Page 171
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:HPG (High Performing Gov't)Contact:
Svc Area:Community & Operation Services Related Offer #:
Department:Natural Areas Capital?
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $200,000 $200,000
2)$0
$0 $200,000 $200,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $200,000 $200,000
$0 $200,000 $200,000
This project is a continuation of electrification efforts for the municipal fleet of Utility cart vehicles, often seen in downtown district,
parks and other highly visible public spaces. This project would fund the replacement of approximately 10 gas or diesel-powered
utility carts with electric utility carts used by the Parks, Cemeteries and Golf divisions.
4.1 - Intensify efforts to meet 2030 climate, energy and 100% renewable electricity goals that are
centered in equity and improve community resilience.
Replace existing Parks Department Utility Carts with electric Utility carts
Mike Brunkhardt
Choose Primary Strategic
Objective:
Replacement of gas and diesel-powered vehicles with electric has a direct, immediate and
noticeable effect on the air quality and transportation emissions in our community.
How does Offer Support
Primary Strategic Objective:
Page 172
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Utility Services Related Offer #:
Department:Utilities Customer Connections Capital?
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $100,000 $100,000
2)$0
$0 $100,000 $100,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $100,000 $100,000
$0 $100,000 $100,000
This project seeks to identify under resourced commercial and multifamily buildings including a consideration of how various factors
intersect to create under resourced conditions in this cohort. Data review will be paired with outreach to building contacts (owners,
facility managers, tenants/occupants) to identify barriers to energy efficiency in these properties. Any remaining funds will be funneled
toward targeted support to address barriers isolated in the research (project team is ready to direct funds to build out advanced
technical support, direct financial support of efficiency projects, or to address financing barriers, and will be ready to pursue other
outcomes of the research as appropriate).
ENV 4.1 - Intensify efforts to meet 2030 climate, energy and 100% renewable electricity goals that
are centered in equity and improve community resilience.
Identify and determine critical support needed to upgrade under-resourced buildings, focusing on
commercial /MF buildings
Katherine Bailey
Choose Primary Strategic
Objective:
By identifying buidlings that need additional support to achieve greater efficiency and what barriers
they have we are better able to offer targeted resources to overcome those barriers.
How does Offer Support
Primary Strategic Objective:
Page 173
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ECON (Economic Health)Contact:
Svc Area:Sustainability Services Related Offer #:32.16
Department:Sustainability Services Admin Capital?No
1.Strengthening Regional Collaboration: adapting to regulatory changes and consumer expectations and offering practical support to
ensure sustainable alternatives, this program embodies the essence of coordinated efforts among various regional organizations. It
underscores the importance of a unified approach to business retention, expansion, incubation, and attraction, enhancing economic
resilience in line with the City's commitment.
2.Boosting Tourism through Sustainability: Aligning to enhance the economic impact of tourism further, as outlined in the Tourism
Destination Master Plan, this project leverages Fort Collins' commitment to sustainability as a draw for eco-conscious visitors. By
encouraging businesses to adopt environmentally friendly practices, the initiative supports the local economy and positions the region
as a leader in sustainable tourism.
3.Driving Innovation in the Climate Economy: The focus on shifting away from single-use plastics and towards sustainable alternatives
taps into the climate economy as a critical driver of innovation and economic opportunities. This program aligns with the region's vision
for sustained economic growth by fostering an environment where businesses can contribute to and benefit from the growing climate
economy.
4.Creating a Unified Vision for Economic Growth: This initiative exemplifies creating a unified regional vision Through collaboration with
the Monarca Group for culturally sensitive engagement and education. It ensures that the benefits of sustainable business practices are
accessible to all, fostering a more inclusive and resilient economic landscape.
In essence, by integrating sustainable business practices with strategic regional collaboration, the enhancement of the NOCOBiz
Connect program directly advances the primary objective of ECON 3.1. It fosters economic resilience through innovative and
sustainable development and strengthens the region's position as a leader in economic growth and environmental stewardship.
Incorporating an ongoing rebate program for businesses that adopt sustainable practices aligns with our 2030 zero-waste goal. It fosters
economic resilience by encouraging long-term investment in sustainability, thereby solidifying Northern Colorado's leadership in
economic growth and environmental stewardship.
ECON 3.1 - Collaborate with local and regional partners to achieve economic resilience in Northern
Colorado.
Business support for plastic and styrofoam transition through NocoBIZ Connect
Javier Echeverría
Choose Primary Strategic
Objective:
The proposed offer directly aligns with and supports ECON 3.1, aiming to bolster economic
resilience in Northern Colorado through collaboration with local and regional partners. This initiative
exemplifies a strategic approach to economic development by focusing on the following key areas:
How does Offer Support
Primary Strategic Objective:
Page 174
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:Business support for plastic and styrofoam transition through NocoBIZ Connect
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $75,000 $75,000
$0 $75,000 $75,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $75,000 $75,000
$0 $75,000 $75,000
This project enhances the NOCOBiz Connect program to align with the Plastic Pollution Reduction Act (HB21-1162). It offers
education and financial incentives to help local businesses shift from single-use plastics, especially polystyrene, to sustainable
alternatives. It aims to support 60 small businesses with $1,000 worth of compliant alternative products totaling $60,000 (80% of the
funding) directly benefiting the businesses. The remaining $15,000 (20% of the funding) will cover the Monarca Group's services for
culturally sensitive engagement, educational resources, surveys to measure adoption rates, material delivery, and project
management. Monarca Group will steward these financial resources by responsibly procuring the most affordable wholesale rate for
the products. This initiative seeks to foster a community-wide move towards sustainability by helping businesses navigate new
regulations, and meet consumer expectations for environmental responsibility. The consultant (Monarca Group) that would implement
this program has executed a similar program to this one in Longmont through PACE, achieving high rates of adoption of sustainable
materials by the businesses that participated in the program.
Quantitative Impacts:
1. Direct Financial Support and Resource Allocation
2. Adoption Rate and Behavioral Change Metrics: Through pre- and post-implementation surveys, the project will quantify shifts in
business practices.
3. Increased Participation in Sustainability Programs
Qualitative Impacts:
1. Enhanced Community Awareness and Education: The project will cultivate a deeper understanding and awareness within the
business community regarding the importance of transitioning away from single-use plastics.
2. Equity-Focused Engagement: By prioritizing culturally sensitive interactions and support, the project aims to ensure that
businesses across diverse communities have equal access to resources and knowledge to make this transition. This approach
addresses potential barriers to adoption and ensures that the benefits of sustainability initiatives are equitably distributed.
3. Improved Community Safety and Environmental Health: Transitioning to sustainable materials reduces environmental pollutants
and contributes to a healthier community ecosystem.
4. Building Resilience Through Sustainable Practices: By encouraging businesses to adopt sustainable materials and practices, the
project contributes to building a more resilient local economy. Businesses that are adaptable to environmental regulations and
consumer expectations are more likely to thrive, creating a model for sustainable growth that can be replicated and scaled.
5. Feedback-Driven Continuous Improvement: Utilizing survey feedback on product satisfaction, barriers to transition, and interest in
future sustainability programs, the project will identify areas for improvement and expansion. This iterative approach ensures that the
initiative remains responsive to the business community's needs and continuously enhances its impact.
Lastly, this program is the first stage of a long-term strategy to help businesses transition into more sustainable solutions. One of the
next strategies that staff is contemplating (maybe for 2025-2026 cycle) would be the implementation of a rebate that would cover the
cost (up to a certain dollar amount) of a business purchasing pre-approved sustainable materials.
Additional information:
-Article about City of Long Beach, California ban on styrofoam and transition phases (2018).
https://lbbusinessjournal.com/news/helping-businesses-and-residents-build-a-foam-free-long-beach/
-Article about the real cost of styrofoam to environment and society. https://greendiningalliance.org/2016/12/the-real-cost-of-
styrofoam/
Page 175
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:T&M (Transportation & Mobility)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:
Department:FC Moves Capital?Yes
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $57,000 $57,000
2)$0
$0 $57,000 $57,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $57,000 $57,000
$0 $57,000 $57,000
This project will fill a gap in the bicycle network by striping buffered bike lanes on Laporte Ave. from Fishback Ave. to Wood St. In
conjunction with the Laporte corridor improvements from Fishback Ave. to Sunset St., which are fully funded and will be completed in
2024, this project will fill the remaining gap in bike infrastructure along Laporte Ave., providing continuous bike facilities from
Overland Trail to College Ave. This project is a high priority/readiness project in the Active Modes Plan.
TM 6.1 - Improve safety for all modes and users of the transportation system to ultimately achieve
a system with no fatalities or serious injuries.
Implement bicycle infrastructure as determined in the Active Modes plan (Laporte Ave)
Cortney Geary
Choose Primary Strategic
Objective:
This offer improves safety, particularly for cyclists, by providing dedicated bicycle facilities and
filling a gap in the bicycle network.
How does Offer Support
Primary Strategic Objective:
Page 176
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ECON (Economic Health)Contact:
Svc Area:Utility Services Related Offer #:
Department:Utilities Customer Connections Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $35,000 $35,000
2)$0
$0 $35,000 $35,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $35,000 $35,000
$0 $35,000 $35,000
This project will help accelerate the education and knowledge of professional service providers in our community, and build and
expand the knowledge of workforce which enables increased capacity to support local building requirements, OCF Big Move 6, and
associated Council priorities. Examples will include scholarships to help with builders or contractors earning certifications and having
the knowledge and traning to support new building codes.
ENV 4.1 - Intensify efforts to meet 2030 climate, energy and 100% renewable electricity goals that
are centered in equity and improve community resilience.
Expand Scholarship Program for Builders and Building Industry to meet new industry techniques
and future codes
Brad Smith
Choose Primary Strategic
Objective:
This provides needed building industry workforce education and training on zero energy
construction and building efficiency that will lower building energy use, lower emissions, and
enable building electrification.
How does Offer Support
Primary Strategic Objective:
Page 177
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:T&M (Transportation & Mobility)Contact:
Svc Area:Planning, Dev & Transportation Related Offer #:
Department:FC Moves Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $25,000 $25,000
2)$0
$0 $25,000 $25,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $25,000 $25,000
$0 $25,000 $25,000
The Carbon Reduction Tool, developed by SLR Associates is used to help municipalities visualize how various transportation
strategies can be combined to reduce emissions and achieve climate goals over different timescales. This tool has been employed in
Europe and The City of Fort Collins would be a pilot City for deployment in the U.S. The Excel-based tool can be used in an
interactive setting, enabling staff to elicit meaningful input from stakeholders and policymakers on strategies to reduce transportation
emissions. This is a one-time cost and the tool can be used as a decision-making tool by multiple departments throughout the City.
TM 6.2 - Support an efficient, reliable transportation system for all modes of travel, enhance high-
priority intersection operations, and reduce Vehicle Miles Traveled (VMT).
Transportation Emissions Reduction Strategy Tool development
Melina Dempsey
Choose Primary Strategic
Objective:
This tool will help us prioritize transporation projects and TDM strategies based on their ability to
reduce transporation emissions.
How does Offer Support
Primary Strategic Objective:
Page 178
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Information & Employee Svcs Related Offer #:
Department:Operation Services Capital?
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $250,000 $250,000
2)$0
$0 $250,000 $250,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $250,000 $250,000
$0 $250,000 $250,000
Install at total of 51.84 kW/DC solar PV systems (24.3 kW/DC on the fuel canopy and 27.54 kW/DC on the shop expansion) that all
feed and offset the electrical use for the entire 835 Wood shop building. This system also redcues the electricity cost of the all electric
addition (Groundsource Heat Pump HVAC system) of the new CNG shop space.
ENV 4.1 - Intensify efforts to meet 2030 climate, energy and 100% renewable electricity goals that
are centered in equity and improve community resilience.
Add Solar PV System at City Facility - new fueling canopy and shop expansion at Wood Street
Stu Reeve
Choose Primary Strategic
Objective:
Directly reduces the electric energy use and supports our goal of 100% renewable electricity by
2030.
How does Offer Support
Primary Strategic Objective:
Page 179
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Community & Operation Services Related Offer #:
Department:Natural Areas Capital?
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $300,000 $300,000
2)$0
$0 $300,000 $300,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $300,000 $300,000
$0 $300,000 $300,000
The purpose of this project is to assess the health of the Cache la Poudre River (Poudre River) to inform the protection and
improvement of this critical community resource. In 2017, the first-ever river health assessment and accompanying State of the
Poudre River Report Card were completed for a 24-mile stretch of Poudre River from Gateway Park Natural Area near the mouth of
the Poudre Canyon to the Fort Collins City Limits at I-25. This re-assessment will provide an updated snapshot of the health of the
Poudre River and measure the City’s progress toward its vision of sustaining a healthy and resilient Poudre River. It provides a
second data set post-Cameron Peak fire from a previous assessment effort in 2017, as well as a critical baseline prior to planned
implementation of the Northern Integrated Supply Project (NISP).
ENV 4.6 - Sustain and improve the health of the Cache la Poudre River and all watersheds within
Fort Collins.
Poudre River Health Assessment
Julia Feder
Choose Primary Strategic
Objective:
The RHAF is a critical tool for helping to identify the most appropriate and needed restoration sites
along the Poudre River so the community can benefit from a healthy riparian ecosystem which
includes increased carbon sequestration capacity in these restored environments.
How does Offer Support
Primary Strategic Objective:
Page 180
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Community & Operation Services Related Offer #:
Department:Natural Areas Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $50,000 $50,000
2)$0
$0 $50,000 $50,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $50,000 $50,000
$0 $50,000 $50,000
Request funding to update 25 trash cans in the City of Fort Collins Natural Areas to wildlife safe cans. The need for this update is
driven by multiple factors including increased human use, increased production of trash, increased windblown trash across the
landscape, habituation of wildlife, and increase in human/wildlife conflict. The increase in these factors is causing a negative
feedback loop that can be mitigated by updating the units to a more sustainable and structurally sound system that (1) completely
restricts access to animals (2) the enclosed unit reduces windblown trash into the environment and (3) promotes increased health to
our public lands.
ENV 4.5 - Protect and enhance natural resources on City-owned properties and throughout the
community.
Update trash/recycle cans in the City of Fort Collins Natural Areas, to wildlife safe cans.
Rebecca Pomering & Mason
Mizener
Choose Primary Strategic
Objective:
Strategic objective 4.5 focus is to conserve and enhance natural resources for wildlife habitats and
provide high-quality natural spaces to the community. This offer directly supports this objective
through mitigating direct flow of trash into our communities' natural spaces; automatically providing
higher quality habitat for animals and a better & healthier experience for the community.
How does Offer Support
Primary Strategic Objective:
Page 181
Item 3.
City of Fort Collins
2024 Sustainable Funding Tax Request
Offer Name:
Outcome:ENV (Environmental Health)Contact:
Svc Area:Community & Operation Services Related Offer #:
Department:Natural Areas Capital?No
Offer Description:
Ongoing One-Time Total
Expense Fund(s):1)256 - Sustainable Funding 2050 Tax $35,000 $35,000
2)$0
$0 $35,000 $35,000
Ongoing One-Time Total
Funding Source(s):1)256- Sustainable Funding Tax: Climate Action- 1 Time $35,000 $35,000
$0 $35,000 $35,000
Our project will fund the outreach effort needed to engage the Native American and Indigenous community in building climate
resilient grasslands at Soapstone Prairie. Restoring shortgrass prairie on Natural Areas will result in a significant amount of
sequested carbon, estimated at -24,000 tCO2e by 2050 (Fort Collins GGIMP Report by Cascadia). Funds for the project will be used
for facilitation and engagement with Native American and Indigenous partners, and working with knowledge keepers and elders.
ENV 4.5 - Protect and enhance natural resources on City-owned properties and throughout the
community.
Soapstone Prairie Grazing Plan
Julia Feder
Choose Primary Strategic
Objective:
Our project will lead to increased rates of carbon sequestration at Soapstone Prairie Natural Area
by creating a grassland health plan with the Native American and Indigenous community.
How does Offer Support
Primary Strategic Objective:
Page 182
Item 3.
Headline Copy Goes Here
April 9, 2024
Council Work Session
2024 Appropriation of
the 2050 Tax:
Staff Recommendations
Page 183
Item 3.
Headline Copy Goes Here
2
2023 Ballot Language of the 2050 Tax
•Summary 2023 Ballot Language:
SHALL CITY OF FORT COLLINS TAXES BE INCREASED BY $23,800,000 IN THE FIRST FULL FISCAL YEAR
(2024), AND BY SUCH AMOUNTS COLLECTED ANNUALLY THEREAFTER, FROM A .50% SALES AND USE
TAX BEGINNING JANUARY 1, 2024, AND ENDING AT MIDNIGHT ON DECEMBER 31, 2050, WITH THE TAX
REVENUES SPENT ONLY FOR THE FOLLOWING:
-50% FOR THE REPLACEMENT, UPGRADE, MAINTENANCE, AND ACCESSIBILITY OF PARKS
FACILITIES AND FOR THE REPLACEMENT AND CONSTRUCTION OF INDOOR AND OUTDOOR
RECREATION AND POOL FACILITIES,
-25% FOR PROGRAMS AND PROJECTS ADVANCING GREENHOUSE GAS AND AIR POLLUTION
REDUCTION, THE CITY’S 2030 GOAL OF 100% RENEWABLE ELECTRICITY, AND THE CITY’S 2050
GOAL OF COMMUNITY-WIDE CARBON NEUTRALITY, AND
-25% FOR THE CITY’S TRANSIT SYSTEM, INCLUDING, WITHOUT LIMITATION, INFRASTRUCTURE
IMPROVEMENTS, PURCHASE OF EQUIPMENT, AND UPGRADED AND EXPANDED SERVICES;
•2024 annualized Revenue is conservatively projected at $21.8M, split into the three
categories. However, only 11 months of revenue will be realized in 2024,
–$10.90M for Parks and Recreation ($10.0M for 2024)
–5.45M for Transit ($5.0M for 2024)
–5.45M for Climate ($5.0M for 2024)Page 184
Item 3.
Headline Copy Goes Here
3
Summary of Proposed 2024 Appropriation of the 2050 Tax
Proposed Appropriations
2050 Tax
Category
Recommended
Funding for 2024
Subtotals by
Category
Forecasted 2024
Revenue*
Est. 2024 Year
End Reserves
4.0 FTE – Expanded Parks and Recreation Infrastructure Replacement Parks and Rec 5,302,586
5,302,586$ 10,000,000$ 4,697,414$
Transit Operations Pay Plan Revision Transit 547,882
Sustainable Bus Operator Schedule Transit 441,036
Increased Transit Enforcement & Support Transit 160,676
1,149,594$ 5,000,000$ 3,850,406$
Introduce new capital for Utilities Epic Loans program Climate 600,000
Comprehensive exterior lighting retrofits at City Recreation Centers Climate 500,000
Grants to offset utility fees for affordable housing development, particularly electric & water Climate 400,000
Implement bicycle infrastructure as determined in the Active Modes plan (Centre Ave) Climate 350,000
Repair Riverside Community Solar Array Climate 250,000
Fund Healthy Homes Program Climate 250,000
Mobility Hubs Plan development Climate 200,000
Expand Mobile Home Park Mini-grant through Neighborhood Services Climate 200,000
Replace existing Parks Utility Carts with electric Utility carts Climate 200,000
Identify and determine critical support to upgrade under-resourced buildings, focusing on
commercial/MF buildings Climate 100,000
Business support for plastic and styrofoam transition through NocoBIZ Connect Climate 75,000
Implement bicycle infrastructure as determined in the Active Modes plan (Laporte Ave) Climate 57,000
Expand Scholarship Program for Builders / Building Industry to meet new industry techniques &
future codes Climate 35,000
Transportation Emissions Reduction Strategy Tool development Climate 25,000
Add Solar PV System at City Facility - new fueling canopy and shop expansion at Wood St.Climate 250,000
3,492,000$
Poudre River Health Assessment Climate - Elective 300,000
Update trash/recycle cans in the City of Fort Collins Natural Areas, to wildlife safe cans.Climate - Elective 50,000
Soapstone Prairie Grazing Plan Climate - Elective 35,000
3,877,000$ 5,000,000$ 1,123,000$
* 2050 Tax Revenue collected in 2024 will only be 11 months in the first year 2024 Totals for the 2050 Tax 10,329,180$ 20,000,000$ 9,670,820$
Subtotal of Parks and Rec
Subtotal of Transit
Subtotal of All Climate
Subtotal of Primary Climate
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Parks and Recreation
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Parks & Recreation 2050 Tax
•Goal to provide equitable access to parks and
recreation experiences, while enhancing financial
sustainability of Parks and Recreation
•Parks and Recreation teams recommend $5.3M of
funding for 2024
–$4.75M for projects to begin addressing top infrastructure
needs
–$0.3M initial staffing to create program to be good stewards
of funding through 2050
–$0.25M for Recreation Capital Improvement Plan
–Funding in addition to baseline commitment in previous BFO
cycles
•Funding request is ~1/2 of the estimated generation for
Parks and Recreation in 2024
–Seeds a reserve balance as we set up the program
–Reserve will also provide some opportunity to assist with
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Parks Asset Evaluation
•Parks and recreation centers will contain some consistent core amenities, but largely offer unique user
experiences across the system
•Ranking assets for replacement combines many different criteria, including safety, access, functionality, and
more to express relative priority across all amenities
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Top 40 from Parks Infrastructure Replacement Program (IRP) Plan
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Recreation -Potential IRP 2024-2028 Projects
Rolland Moore Tennis Complex
•Pro shop and restroom replacement
EPIC
•Ice Flooring
•Dasher boards
•Pool shell & Pool deck
•ICE chiller system upgrade and replacement
•Staff office security door
Northside Aztlan Community Center
•Front Desk Renovation
•Volleyball Nets
•Childcare outdoor play area
Foothills Activity Center
•Multipurpose room gymnasium door
Senior Center
•Lobby Flooring
•Office Security
Pottery Studio
•Kiln Replacement
City Park Pool
•Design for slide and play structure replacement
•Pool house renovation/replacementPage 190
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Transit
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Transit Fund Criteria
•Workforce Stabilization: Improve Recruitment & Retention Levels of Front-Line Staff
•Improved Pay & Benefits, Sustainable Schedules
•Improve Safety & Security on Transit: Increased Safety & Security Support
•Financial Resiliency: Build reserve funds to support Transit system build-out
Stabilize Staffing Levels Resume Service Levels Increase Ridership
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Recommended Transit Offers
Workforce Stabilization
1.Increase existing and starting wage for Bus Operators, Dispatchers, and Transit Service Officers
•Pay to be more competitive with other jobs in the transportation sector in Northern Colorado
2. Increase the number of benefited positions and improve schedules
•Add four new 40-hour benefited positions
•Convert two hourly positions to .5 FTEs
•Convert one hourly position to 1.0 FTE 2024 Estimated Sales Tax Collections $5,000,000
1. Wage Revision $547,882
2. Benefited Positions $441,036
3. Safety & Security Improvements $160,676
Reserve for Transit Buildout $3,850,406
Safety & Security Improvements
3. Add an additional Transit Service Officer &
Lead Transit Service Officer
•Increase enforcement and support levels
throughout the system
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Climate
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2050 Tax: Our Climate Future Recommended Budget -Summary
•15 Recommended Offers; 3 additional “elective” offers
•$3,492,000 total request for Recommended Offers in 2024
•8,740 MTCO2e projected lifetime savings
•Equivalent to emissions from 2,080 gasoline-powered cars driven for a year
•<1% reduction in 2030; many foundational projects, with potential to drive more toward 2050 goal
•Additional anticipated impacts:
•unquantified GHG reductions, reduced plastic waste, increased safety for active modes users, reduced
non-GHG air pollutants, improved “dark sky” lighting, and increased resilience and comfort in homes for
residents
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Process Summary
Development of Project Criteria by Our Climate Future leadership
Meeting with Next Moves Team (representatives from community, SSA, Utilities, FC Moves) to build initial list of potential projects
Identification of gaps in initial list and direct invitations
Prioritization of projects by criteria
Review and refinement of recommendation by Our Climate Future Executive Committee
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Climate Funds Criteria
Directly aligned with Our Climate Future
No brand-new programs
Possible to be executed in 2024 and to continue in future years
Can help tell a powerful story about direct community benefit of the new revenue
One-time offers only (ongoing offers should use 2025/2026 BFO process)
Will not disrupt or takeaway from other existing commitments
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“Elective”Funding Opportunities
Sequestration potential: ~34,000 MTCO2e (lifetime)
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Back-up Slides
-Parks and Recreation
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Playground Assessment Grading Criteria
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Playground Evaluation Example
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Back-up Slides
-Climate
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Impacts of Recommendation Package
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Type of Impact towards OCF Goals (Big Moves)
Long-term
4 - Convenient Transportation Choices
Implement bicycle infrastructure as determined in the Active Modes plan (Centre Ave)
Implement bicycle infrastructure as determined in the Active Modes plan (Laporte Ave)
7 - Healthy, Affordable Housing
Launch grants to offset utility fees for affordable housing development, particularly electric and water
9 - Healthy Local Economy and Jobs
Expand Scholarship Program for Builders and Building Industry to meet new industry techniques and future codes
Near-term
6 - Efficient, Emissions Free Buildings
Comprehensive exterior lighting retrofits at City Recreation Centers
Expand Mobile Home Park Mini-grant through Neighborhood Services
Fund Healthy Homes Program
10 - Zero Waste Economy
Business support for plastic and styrofoam transition through NocoBIZ Connect
12 - 100% Renewable Electricity
Repair Riverside Community Solar Array
Add solar PV on City facility (835 Wood St)
13 - Electric cars and fleets
Replace existing Parks Utility Carts with electric Utility carts
Needed next step
4 - Convenient Transportation Choices
Mobility Hubs Plan development
Transportation Emissions Reduction Strategy Tool development
6 - Efficient, Emissions Free Buildings
Identify and determine critical support needed to upgrade under-resourced buildings, focusing on commercial /MF buildings
Introduce new capital for utilities Epic Loans program
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“Needed Next Steps" Examples
Offers identified as “needed next steps” are critical components of the following strategies and associated GHG
savings:
•Implementation of Building Performance Standards –132,500 MTCO2e in 2030
Equivalent emissions to ~29,500 gasoline-powered cars driven for a year
•Implementation of the Active Modes Plan –38,100 MTCO2e in 2030
Equivalent emissions to ~8,500 gasoline-powered cars driven for a year
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Elective Offers
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