HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 05/14/2024
Fort Collins City Council
Work Session Agenda
6:00 p.m., Tuesday, May 14, 2024
Council Information Center (CIC), 300 Laporte Avenue, Fort Collins, CO 80521
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A solicitud, la Ciudad de Fort Collins proporcionará servicios de acceso a idiomas para personas que
no dominan el idioma inglés, o ayudas y servicios auxiliares para personas con discapacidad, para
que puedan acceder a los servicios, programas y actividades de la Ciudad. Para asistencia, llame al
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City of Fort Collins Page 1 of 1
City Council
Work Session Agenda
May 14, 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. 2024-2026 Council Priorities Work Plan.
The purpose of this item is to provide Council with a work plan for each of their eleven adopted
Council priorities and to seek feedback and direction.
2. Occupancy Ordinance Discussion.
The purpose of work session is to seek Council feedback on next steps regarding the Occupancy
Ordinance and the implementation of HB24-1007.
C) ANNOUNCEMENTS
D) ADJOURNMENT
Upon request, the City of Fort Collins will provide language access services for individuals who have limited
English proficiency, or auxiliary aids and services for individuals with disabilities, to access City services,
programs and activities. Contact 970.221.6515 (V/TDD: Dial 711 for Relay Colorado) for assistance.
Please provide advance notice. Requests for interpretation at a meeting should be made by noon the day
before.
A solicitud, la Ciudad de Fort Collins proporcionará servicios de acceso a idiomas para personas que no
dominan el idioma inglés, o ayudas y servicios auxiliares para personas con discapacidad, para que
puedan acceder a los servicios, programas y actividades de la Ciudad. Para asistencia, llame al
970.221.6515 (V/TDD: Marque 711 para Relay Colorado). Por favor proporcione aviso previo. Las
solicitudes de interpretación en una reunión deben realizarse antes del mediodía del día anterior.
Page 1
City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 2
May 14, 2024
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Rupa Venkatesh, Assistant City Manager
SUBJECT FOR DISCUSSION
2024-2026 Council Priorities Work Plan.
EXECUTIVE SUMMARY
The purpose of this item is to provide Council with a work plan for each of their eleven adopted Council
priorities and to seek feedback and direction.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Do the objectives and strategies align with Councilmember expectations?
2. What feedback do Councilmembers have on staff’s proposal to track and report on progress for each
of these priorities?
BACKGROUND / DISCUSSION
After a series of Council retreats, work sessions, and regular meetings, Council adopted its eleven 2024-
2026 Council Priorities on February 27, 2024. Adoption included the title and definition of each of the
priorities. The complete list is included in Attachment 1.
The presentation of the work plans is formatted as follows:
Each priority includes objectives, strategies and context.
Objectives are shorter term areas of focus to achieve the goal (Council Priority) over the next two years.
Strategies are the specific, tactical actions to achieve the objectives and includes the timing of when it
will be accomplished.
Context will provide Council with an understanding of the resource requirements, engagement and
outreach needs, and partners involved for each priority.
Many of the Council priorities overlap and thus strategies for one priority may also impact how another
priority is achieved. This is a reflection of the interconnected work of the City and are all equally important
over the next two years to make progress towards achieving the community’s vision and goals outlined in
long-range plans like City Plan (2018), Transit Master Plan (2019), Our Climate Future (2021), Housing
Strategic Plan (2021), Active Modes Plan (2022), Vision Zero Plan (2023), and the Economic Health
Strategic Plan (2023).
Page 2
Item 1.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 2 of 2
The Council priority work plans are included in the presentation. However, some work plans needed more
explanation than a presentation could accommodate. Those are included as attachments to this agenda
item summary.
NEXT STEPS
Each priority will be reported out based on Council’s feedback during the Work Session. In addition, based
on feedback from Council to continue or change the work plans, staff will be bringing forward funding and
policy considerations throughout the next year and a half.
ATTACHMENTS
1. 2024-2026 Council Priorities
2. Priority 1 Work Plan: Operationalize City Resources
to Build and Preserve Affordable Housing
3. Priority 2 Work Plan: Improve Human and Social
Health for Vulnerable Populations
4. Priority 3 Work Plan: Advancing a 15-minute City
by Igniting our Neighborhood Centers
5. Priority 4 Work Plan: Pursue an Integrated, Intentional
Approach to Economic Health
6. Priority 5 Work Plan: Accelerate Zero Waste Infrastructure and Policies
7. Priority 6 Work Plan: Reduce Climate Pollution and
Air Pollution Through Best Practices, Emphasizing Electrification
8. Priority 8 Work Plan: Advancing a 15-minute City by
Accelerating our Shift to Active Modes
9. Presentation
Page 3
Item 1.
1. OPERATIONALIZE CITY RESOURCES
TO BUILD AND PRESERVE
AFFORDABLE HOUSING:
Not everyone in our community has
access to healthy, stable housing, and we
are currently not meeting our affordable
housing production goal. Limited highly
competitive funding, rapidly increasing
costs, long development timelines, and
historic under-production of housing units
have led to severe housing availability and
affordability issues in Fort Collins and many
areas around the State of Colorado.
2. IMPROVE HUMAN AND SOCIAL
HEALTH FOR VULNERABLE
POPULATIONS:
Obstacles and barriers exist that impede
access to services for our underserved
community members. We need to work
with our regional partners and invest in a
robust and accessible safety net to create
conditions where one is not needed.
Existing oil and gas wells in and around
Fort Collins cause harmful pollution and
have negative environmental and human
health impacts.
3. ADVANCE A 15-MINUTE CITY BY
IGNITING NEIGHBORHOOD CENTERS:
Market factors, limited tools and programs,
ownership patterns and rising development
costs hinder us from accelerating our goal
for everyone to have daily goods, services
and transit within a 15-minute walk or bike
ride from their home.
4. PURSUE AN INTEGRATED,
INTENTIONAL APPROACH TO
ECONOMIC HEALTH:
Good jobs and opportunities for
economic mobility are missing for many
in our community, particularly those
from underserved and underrepresented
populations. Processes related to doing
business in the City of Fort Collins can
be unclear, unnecessarily complex, and
unfriendly to business customers.
5. ACCELERATE ZERO WASTE
INFRASTRUCTURE AND POLICIES:
Fort Collins is currently missing the
nearby infrastructure needed to meet its
commitments to becoming a Zero Waste
and Carbon Neutral community. Policies
and programs for diverting material
away from landfills are dependent upon
viable, community-scale facilities for
recycling, composting, and other waste
diversion actions.
6. REDUCE CLIMATE POLLUTION
AND AIR POLLUTION THROUGH
BEST PRACTICES, EMPHASIZING
ELECTRIFICATION:
Building energy use accounts for over 2/3
of the community emissions inventory;
vehicle transportation emissions account
for 25%; small engines (such as lawn and
garden equipment) contribute to both local
Greenhouse Gas emissions and air pollution;
and the North Front Range is in a severe
non-attainment zone for air quality under
the Clean Air Act. Without significantly
reducing emissions from these sectors, it
will be impossible to improve air quality
and meet Council-adopted climate goals.
7. PROTECT COMMUNITY WATER
SYSTEMS IN AN INTEGRATED WAY
TO ENSURE RESILIENT WATER
RESOURCES AND HEALTHY
WATERSHEDS:
Resilient water resources and healthy
watersheds depend on complex systems
and a diverse network of relationships
and regional partners. The water utility of
the future must incorporate a One Water
approach to deliver equitable solutions to
meet the future challenges of water scarcity,
quality and affordability.
8. ADVANCE A 15-MINUTE CITY BY
ACCELERATING OUR SHIFT TO
ACTIVE MODES:
Multiple departments and funding
sources are necessary to implement the
Active Modes Plan and Vision Zero Plan,
with an emphasis on Safe Routes to School.
9. DEVELOP A HUGHES SITE
MASTER PLAN:
In accordance with the voter-approved
ballot measure, the City acquired the 164-
acre Hughes site in summer 2023. After
conducting initial general public outreach
and identifying conflicting interests and
desires, Council will engage in an inclusive
process to develop a site plan for future use.
10. MAKE GOVERNMENT MORE
ACCESSIBLE, APPROACHABLE
AND FUN:
Our evolving community and
ever-changing media/communications
landscape requires an innovative approach
to reduce barriers and ensure everyone
has access to timely, relevant and accurate
information and opportunities to connect
with their local government and community
in meaningful ways.
11. MODERNIZE AND UPDATE THE
CITY CHARTER:
Although small parts of the Charter get
reviewed and updated on a regular basis,
due to changes in state laws and election
procedures, there is a need to modernize
and update the City Charter, which has not
been done in a comprehensive way in over
25 years.
2024 - 2026 COUNCIL PRIORITIES
fcgov.com/council
24-26241
Page 4
Item 1.
Operationalize City Resources to Build and Preserve Affordable
Housing
Not everyone in our community has access to healthy, stable housing, and we are currently not meeting
our affordable housing production goals. Limited highly competitive funding, rapidly increasing costs,
long development timelines, and historic under-production of housing units have led to severe housing
availability and affordability issues in Fort Collins and many areas around the State of Colorado.
Work Plan Items:
Housing affordability has been a priority for Fort Collins for decades, and as highlighted in City Plan, is a
key element of neighborhood and community vitality. The long-range vision and goals for this priority
have been most recently established in the City’s Housing Strategic Plan (2021) and City Strategic Plan
(2024). Effectively operationalizing City resources across departments to catalyze affordable housing
production and preservation will help achieve: 1) our adopted goal that everyone has healthy, stable
housing they can afford and 2) our development review and housing production commitments under
Proposition 123. The following is a compilation of work plan items to advance this priority including
work already in progress.
1. Expedite review of affordable housing projects to achieve decisions within 90 days or less; and to
encourage development of more affordable housing.
Description: This work plan item seeks to reduce approval timelines for affordable housing by
approximately 50% compared to Fort Collins's baseline approval averages from 2019-2023. Staff
plans achieve this goal through both land use code changes (expected May 2024) and a formal
process improvement project utilizing LEAN principles (12-18 month project timeline). Funding
for the process improvement project in the amount of $200,000 has been secured from the
State Department of Local Affairs (DOLA). Upon completion, Fort Collins will be poised to
consistently achieve the 90-day Fast Track requirements under Proposition 123.
Resource Requirement: $200,000 State grant (secured) + 20% local match (allocated).
Community Engagement and Outreach:
Next Step: Initiate Local Planning Capacity Grant process improvement project.
Timeline: 18 months (Q3 2024-Q4 2025).
2. Expand programs for healthy and stable housing – particularly for unhoused or precariously
housed residents, renters, and lower-income homeowners.
Description: Efforts to support unhoused or precariously housed residents, renters, and lower-
income homeowners are a critical facet of making progress on this priority. Focusing solely on
the development and preservation of housing units only addresses part of the community’s
housing challenges. Programs that help connect residents to affordable housing opportunities
are necessary to get, and keep, people in healthy, stable homes. Programs may either be City-
led (ex: rental registration), or partner-led (ex: Outreach Fort Collins street outreach).
Resource Requirement: Program funding to maintain and/or expand current levels of
funding/service.
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Item 1.
2
Community Engagement and Outreach: Each program or funding source has its own
engagement and outreach processes that range from educational workshops and trainings (e.g.,
Eviction Legal Fund, rental registration) to awareness campaigns (e.g., income-qualified rates).
Next Steps: Budgeting For Outcomes (BFO) offers for homelessness response and prevention,
eviction prevention, rental registration, Healthy Homes, mobile home park support, income-
qualified utility rates, and similar programs. Continue implementation of rental registration
program.
Timeline: 2025-2026 BFO process and ongoing.
3. Reduce fees for affordable housing projects and evaluate all newly proposed City regulations and
fees for anticipated impact on cost to build housing.
Description: The City’s influence over the cost to build housing is fairly limited because local
government does not control market-based costs for land, materials, labor, and similar.
However, the City does have influence over the amount and types of fees charged. Evaluating
fees holistically and identifying opportunities to reduce or subsidize fees for affordable housing
projects can help make affordable housing more economically feasible.
Resource Requirement: Funding for fee subsidies, cross-departmental capacity to analyze fees
and incorporate impact on cost to build housing into project scopes.
Community Engagement and Outreach: Engagement on fees should incorporate both internal
parties (e.g., Utilities, Finance) and external parties (e.g., affordable housing developers).
Next Steps: Develop standard analysis of impact on cost to build housing into major projects and
policy/regulatory updates; conduct a holistic cross-departmental fee evaluation; recalibrate and
expand fee credit program.
Timeline: 12-18 months (Q4 2024-Q4 2025); 2025-2026 BFO process to maintain or expand fee
credit program.
4. Create sustainable, long-term source(s) of dedicated local funding for housing.
Description: Housing Strategic Plan Strategy 11 calls for dedicated local revenue to support
affordable housing. However, an attempt to create $11 million in annual dedicated revenue
through a property tax increase in 2023 was unsuccessful. Using existing funding sources to
support affordable housing demonstrates a commitment to this priority while dedicated
revenue is pursued through other means. However, sustained progress on the City’s housing
challenges will also require a long-term source of dedicated funding.
Resource Requirement: Dependent on Council direction.
Community Engagement and Outreach: Dependent on Council direction.
Next Steps: Assess potential dedicated revenue sources; explore affordable housing impact or
linkage fee.
Timeline: As directed by Council.
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Item 1.
3
5. Identify City resources that could be dedicated to affordable housing; work with housing authority
and partners to leverage resources into new/preserved units.
Description: Work plan items 3 and 4 seek to directly address the cost to build housing and the
availability of subsidy/funding to support affordable housing production and preservation. The
City also has other resources that could be dedicated to affordable housing, including but not
limited to real estate assets, land bank properties, and tools available through the Urban
Renewal Authority. Identifying and mobilizing City resources above and beyond the City’s
traditional role as a funder is an important piece of developing a holistic, creative approach to
achieving this priority.
Resource Requirement: Cross-departmental staff capacity, funding to complete appraisals and
other real estate analyses including the Land Bank disposition study.
Community Engagement and Outreach: Engagement with internal and external parties will be
necessary.
Next Steps: Evaluate resources across the organization and prioritize redevelopment
opportunities.
Timeline: 9-12 months to identify priority opportunities (Q4 2024-Q2 2025).
_____________________________________________________________________________________
Department Lead: Social Sustainability Department (SSD); Executive Sponsor: Jacob Castillo
Department Partners: Community and Council, Housing and Service Providers, Sustainability Services,
Community Development and Neighborhood Services, Utilities (Light and Power and Water), Operation
Services and Finance
Challenges:
Competitive funding at all levels
Rapidly increasing costs and high interest rates
Lack of agility
Long timelines for development
Potential tensions with other priorities or across the organization
Politically controversial (some items)
Recovery funds ending but community needs still high
Page 7
Item 1.
Improve Human and Social Health for Vulnerable Populatfons
Obstacles and barriers exist that impede access to services for our underserved community members. We
need to work with our regional partners to invest in a robust and accessible safety net to create
conditions where one is not needed. Existing oil and gas wells in and around Fort Collins cause harmful
pollution and have negative environmental and human health impacts.
State of Colorado Department of Health and Human Services Definitfons:
Disproportfonately affected populatfons - Asian, Natfve Hawaiian or Pacific Islander, African
American/Black, Hispanic/Latfn(o)(a)(x), American Indian or Alaska Natfve; older adults; lesbian, gay,
transgender, bisexual, queer or questfoning, gender nonconforming; people with disabilitfes; people
with low socioeconomic status; people currently or formerly incarcerated; and people who live in
rural and/or geographically isolated communitfes.
Community-led engagement - the practfce of working collaboratfvely and through
disproportfonately affected populatfons to address issues affectfng those populatfons with the goal
of using community expertfse to lead, inform, and conduct engagement practfces. This can include
using culturally and linguistfcally tailored outreach, community advisory boards, etc.
Work Plan Items:
The long-range vision and goals for this priority are established in multfple documents and plans
including City Plan, Equity Plan, Social Sustainability Department Strategic Plan, Social Sustainability
Gaps Analysis, Our Climate Future, and the Housing Strategic Plan. The following is a compilatfon of
achievable, short-term goals to advance this priority including work already in progress.
1. Expand Human Services Funding; Align with Top Community Needs
a) Human Services Program Funding
Descriptfon: Grant awards to nonprofit human service providers that address the needs of
underserved groups, with emphasis on residents of Fort Collins with low incomes. These
populatfon groups include the elderly, households in poverty, persons experiencing
homelessness, those with various medical and behavioral health needs, and children and
youth.
Resource Requirement: Contfnuing to expand relies on ongoing funding through Budgetfng
For Outcomes (BFO) process.
Community Engagement and Outreach: Human Services and Housing Funding Board
Next Step: Contfnue existfng programming and grant administratfon.
Timeline: Ongoing.
b) Human Services Prioritfes Platiorm Project
Descriptfon: Blueprint for how the Social Sustainability Department (SSD) delivers resources,
programming, and partnership toward human services in the community. The Platiorm will
profile the human service issues of greatest significance to the City and will identffy top
community prioritfes to focus funding and assistance.
Resource Requirement: None.
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Item 1.
2
Community Engagement and Outreach: Q2-Q3 2024: survey to service providers and
community members, interviews with regional funders, engagement with relevant Boards
and Commissions, focus groups and interviews with service providers.
Next Step: Retooled human service prioritfes will be integrated into the annual Competftfve
Funding Process beginning in 2025.
Timeline: Q3-Q4 2024 completfon and implementatfon; review annually.
2. Embed Equity Throughout City Programming and Operatfons and Monitor Progress
a) Equity Readiness Assessment (ERA)
Descriptfon: ERA is a facilitated discussion for internal City department teams. The
discussion is guided by a list of demographic and communicatfon consideratfons that take a
people and community centered approach when evaluatfng for equity in a project phase or
life cycle. After utflizing the assessment tool, teams identffy areas of refocus as well as
curiositfes and new avenues to explore. Refocusing for equity is a path to identffying and
removing barriers to achieve meaningful outcomes and addressing diverse community
interests, concerns, and needs as they relate to City services.
Resource Requirement: Personnel tfme to coordinate meetfngs, discussion facilitatfon; tfme
for teams to do pre-meetfng work; tfme for EIO to write an ERA summary for teams to
reflect and identffy strengths, areas of growth for teams to embed equitable practfces into
services and programs.
Community Engagement and Outreach: ERA prepares teams to engage with community
groups in a way that is culturally meaningful and relevant. ERA can help define
communicatfon needs to assure effectfve and efficient engagement with diverse
communitfes and disproportfonately affected groups.
Next Step: Assessing other equity instruments and their utflity at various phases of project
life cycles.
Timeline: Ongoing.
b) Equity Indicators Project
Descriptfon: Equity Indicators are one tool local governments can use to measure and track
the experiences of equality among community members to more proactfvely address
systems that perpetuate racism and/or oppression. For this project, data disaggregated by
race, ethnicity, and other demographic factors was collected and analyzed by the CUNY
Instftute for State and local Governance to examine the lived experience of people in Fort
Collins. A public facing dashboard has been started with 3 out of 7 potentfal topics: Housing,
Economic Health, Criminal Justfce and Public Safety.
Resource Requirement: Recently filled a Data Analyst positfon that is shared between the
Social Sustainability Team and the Equity and Inclusion Office. This will help develop data
routfnes and tracking mechanisms for teams to actfvely use.
Community Engagement and Outreach: Potentfal to host community conversatfons or focus
groups on the various indicator topics on the dashboard (Housing, Economic Health,
Criminal Justfce and Public Safety).
Next Step: Meetfng with Housing, Economic Health, Criminal Justfce and Public Safety/FCPS
teams to collect data to measure progress since 2019.
Timeline: Ongoing.
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Item 1.
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c) Underserved Communitfes Engagement and Outreach
Descriptfon: Develop and implement plans to remove or mitfgate obstacles and expand
funding and services to underserved community members.
Resource Requirement: 1 Full-Time Equivalent (FTE) Community Engagement Specialist in
Equity and Inclusion Office to include contractual community connectors program for
multfcultural representatfon; In-house translator in Equity Office; Program funding.
Community Engagement and Outreach: Initfate and maintain relatfonships and partnerships
with disproportfonately affected populatfons.
Next Step: Enhancement Offer for FTE and program funding.
Timeline: If funded, hire in Q1 2025.
d) Equity Grants
Descriptfon: The American Rescue Plan Act (ARPA) funded grants provided funding for small,
non-competftfve, organizatfons who lead and support community-led programs that ignite,
inspire, and foster a community culture of belonging, uplift mental and physical health, and
support the basic needs of the Fort Collins community. These funds are for social service
actfvitfes occurring in response to the COVID-19 pandemic in the Fort Collins community,
and as recognized in the Fort Collins Recovery Plan.
Resource Requirement: $200,000/year.
Community Engagement and Outreach: 28 small non-profits funded in 2023 and 2024.
Programs provide direct benefit for racial and ethnic groups, LGBTQ+ programs, older
adults, youth programs.
Next Step: Follow-up visits taking place throughout Q2-Q4.
Timeline: Q2-Q4 2024.
3. Address Environmental Concerns
a) Air Quality Programs
Healthy Homes Program
o Descriptfon: 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 organizatfons work together
to improve the health and home resiliency of all Fort Collins community members. This
program improves IAQ, energy efficiency (EE), and prepares homes of
disproportfonately impacted (DI) communitfes in Fort Collins 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, weatherizatfon, air conditfoners, and other
related resources/services.
o Resource Requirement:
Program supplies, outreach materials, and volunteer trainings (covered as apart of
annual budget)
Community engagement and language translatfon services
Public workshops
Contracted services for weatherizatfon and furnace maintenance
2 FTE, 1 hourly - Staff tfme for program coordinatfon, volunteer management, etc.
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Item 1.
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1 FTE and hourly staff are currently funded.
The Healthy Homes program will receive grant funds of $168,874 from CDPHE. Funds
will be available July 1, 2024- June 30, 2025. The Environmental Services Department
will also submit a BFO offer, Enhancing Healthy Homes, for $497,356 to further support
program initfatfves and the additfonal staff and resource requirements needed through
2026.
o Community Engagement and Outreach: The approach to home visits is community-led:
building relatfonships with partfcipants first, providing informatfon in their preferred
language, and identffying resource-based solutfons that have an impact on IAQ, EE, and
home resiliency. Healthy Homes works with partner organizatfons that have trusted
community relatfonships, and Neighborhood Connectors (NC) within priority
populatfons to recruit partfcipants. Additfonally, staff train and deploy volunteer Healthy
Homes Educators (HHE) to complete the home visits. (NC can also partfcipate as HHE).
This proven approach fosters trust and offers a tailored program based on the needs of
individuals and neighborhoods.
o Next Step: Healthy Homes has and will contfnue to be offered to all members of the Fort
Collins community. However, with recent grant funding focused on environmental
justfce, that has ended, the team has been able to focus on both DI communitfes and
enhance the resources offered to partfcipants. The program has evolved into one that
needs additfonal and ongoing funding to contfnue supportfng the vision that all Fort
Collins community members have a healthy, energy efficient and resilient home
environment. The long-term goals of the program are to contfnue these enhancements
and aid in home electrificatfon.
o Timeline: Healthy Homes is an ongoing and established program that has been serving
the community for more than 12 years. Approximately, $200,000-$250,000 a year is
needed to contfnue offering the program at its current level and to achieve our long-
term goals.
Wildfire Smoke Readiness
o Descriptfon: Individual projects currently underway to address wildfire smoke and other
poor air quality events include updatfng public communicatfons and guidance, upgrades
to City building HVAC systems, air quality monitoring, and improving residentfal indoor
air quality.
o Resource Requirements:
City Building HVAC upgrades. Operatfon Services will submit an offer, HVAC
Electrification and Efficiency Replacements, requestfng funds to support these
upgrades.
Staff have noted that City buildings that have high use among diverse
populatfons (rec centers, libraries, etc.) should be prioritfzed for these upgrades.
Language services for translatfons of public communicatfons documents.
o Community Engagement and Outreach: Public communicatfons and outreach currently
being updated includes post-ready social media, guidance documents for outdoor
events, and website revisions. A public workshop on Preparing Your Home for Wildfire
smoke will be offered to disproportfonately impacted neighborhoods as a part of the
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Item 1.
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Healthy Homes Program in summer 2024. This work also includes translatfon of
materials into Spanish.
o Next Steps: Staff will contfnue to lead the development of educatfon and outreach
materials and will contfnue to explore opportunitfes to review fire restrictfon guidance
and protocols and smoke protocols for City employees (especially outdoor workers).
o Timeline: Educatfon and outreach and public workshops will be ongoing and dependent
on wildfire events.
Air Quality Monitoring
o Descriptfon: Air quality monitoring supports efforts to characterize, track and report
ambient air pollutant concentratfons to increase awareness of air quality related health
and environmental issues and better identffy opportunitfes to improve local air quality
conditfons and reduce emissions. The City supports an ongoing network that includes
regulatory pollutants (e.g., ozone), partfcle pollutfon, and visibility cameras. In January
2024, City and County staff jointly formed an Air Quality - Monitoring Advisory
Committee (AQ-MAC) to support implementatfon of an EPA awarded air toxics
monitoring grant through 2026. The committee also advises on priority monitoring
enhancements, which to date have included expansion of regulatory efforts, compliance
resources (e.g., a camera to detect oil and gas emissions), and monitoring near specific
sources.
o Resource Requirement: Air toxics related monitoring and messaging performed by sub-
award of an EPA grant to CSU ($500K, 2024-2026). Funds to convene and facilitate the
AQ-MAC and augment monitoring efforts are covered through an Air Quality Monitoring
Enhancement Offer ($100K/year, available through 2024 and offered as enhancement
for 2025-26).
o Community Engagement and Outreach: The AQ-MAC includes 13 community members,
including a representatfve from the City’s Air Quality Advisory Board, the County’s
Environment and Science Advisory Board, and other community representatfves.
Specific engagement events over grant implementatfon period will target students and
disproportfonately impacted communitfes.
o Next Steps: Include contfnued source monitoring at an oil and gas facility, and the
development of a project website to display air toxics monitoring summary results.
o Timeline: The AQ-MAC began meetfng in January 2024, with air toxics monitoring
beginning in February 2024. Efforts will contfnue through grant performance period,
which ends in September 2026.
Oil and Gas Policies
o Descriptfon: Existfng oil and gas wells in and around Fort Collins cause harmful pollutfon
and have negatfve environmental and human health impacts. Staff are collaboratfng
with Larimer County and State regulators to take direct actfons to ensure compliance
and reduce oil and gas operatfons in and around Fort Collins, especially in northeast Fort
Collins. Mitfgatfon strategies are focused on assuring compliance with State regulatfons
regarding several ongoing issues, open complaints, and alleged violatfons.
Resource Requirement: ESD staff tfme for compliance with State regulatfons, PDT staff tfme
for compliance with City Land Use Code requirements, and consultfng resources (~$20k/year
proposed in ESD 2025/26 ongoing budget).
Community Engagement and Outreach: Data and research suggest that historically
disadvantaged communitfes are disproportfonately impacted by air pollutfon, and oil and
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gas operatfons are a significant contributor to local air quality issues. The HOA is closest
proximity to local operatfons has been engaged, and HOA representatfves may testffy in
State Hearings related to compliance issues. Additfonally, air quality monitoring informatfon
associated with oil and gas operatfons will be shared through the joint City/County Air
Quality – Monitoring Advisory Committee, which will focus on communicatfng data and
findings to those disproportfonately impacted by air pollutfon.
Next Step: Contfnue seeking resolutfon on several compliance issues, including illegal flaring
at a site just outside City limits, remediatfon/reconstructfon following a pipeline spill, and
initfatfng a State assessment of underutflized wells and an aging pipeline system.
Timeline: Specific tfmelines are State dependent, but resolutfon is expected on several
issues in 2024.
4. Contfnue and Expand Programs that Provide Direct Support to Vulnerable Populatfons
a) Grocery Tax Rebate Program
Descriptfon: Annual cash rebate for income-eligible residents to offset sales tax paid on
food.
Resource Requirement: Rebate funding allotment (budgeted) + additfonal funding to meet
the program’s growing demand. 0.75-FTE Rebate Coordinator (existfng) + additfonal staffing
capacity to meet the growing administratfve needs of the program.
Community Engagement and Outreach: Rebate Coordinator regularly visits community
organizatfons and affordable housing providers to enroll eligible residents.
Next Step: Grocery Tax Rebate Program moving to SSD May 2024.
Timeline: Ongoing.
b) Get FoCo Digital Doorway for City Benefits and Discounts
Descriptfon: Get FoCo is a single online point of entry to discounted services and municipal
benefits offered to income eligible residents by the City of Fort Collins. Prior to the
development of Get FoCo, City benefits and discounts were a complex network of stand-
alone applicatfons, historical ordinances, and seasonal rebate offers. The platiorm offers
residents a single user-friendly, low-barrier applicatfon available in multfple languages.
Resource Requirement: Get FoCo is funded via Connexion’s 6% Payment in Lieu of Taxes
(PILOT).
Community Engagement and Outreach: Ongoing and contfnuous outreach to residents and
partners who serve disproportfonately affected populatfons.
Next Steps: Ongoing outreach, platiorm improvements, and program improvements.
Timeline: Ongoing.
c) Immigratfon Legal Fund
Descriptfon: The Immigratfon Legal Fund (ILF) offers financial support for partner-delivered
legal services related to immigratfon issues. The ILF assists Fort Collins residents needing
help with removal defense, affirmatfve relief, increasing local access to direct legal
representatfon, and improving self-advocacy resources for clients with pathways to
citfzenship or lawful presence. Since the beginning of its pilot in 2021, the ILF assisted Fort
Collins residents in 262 immigratfon cases and provided legal services valued at $766,900
(pro bono rates) for a $400,000 program cost (2021-2023).
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Resource Requirement: Program funding to maintain current services and expand for
increase demand for asylum cases and work permit authorizatfons.
Community Engagement and Outreach: Monthly educatfonal workshops, open houses, and
trainings including Know Your Rights, naturalizatfon/citfzenship test preparatfon, and
attorney advice clinics are offered in alignment with language equity principles by grant
recipients. Service providers offer wraparound, holistfc support services through trained,
community-based volunteers and former clients; housing hotline and service navigatfon;
and connectfons to culturally competent mental health services. These engagement
actfvitfes leverage relatfonships community members have with trusted nonprofit partners
to promote the program and its services.
Next Step: To contfnue offering immigratfon legal services to Fort Collins residents with a
pathway to citfzenship or lawful presence beyond 2024, additfonal funding of $250,000 per
year is needed. A BFO Contfnuing Enhancement Offer has been submitted for consideratfon.
Timeline: Ongoing in 2024; BFO funding required to contfnue the program.
d) Evictfon Legal Fund
Descriptfon: The Evictfon Legal Fund (ELF) provides financial support for partner-delivered
legal representatfon and advice for tenants facing evictfon or with housing stability-related
legal issues. The program serves clients that have low income with most working but in the
“extremely low income” range. The majority of partfcipants made below 30% Area Median
Income (“AMI”). Residents from Communitfes of Color are overrepresented in the client
populatfon when compared to the overall city populatfon, partfcularly for Latfné residents.
Funded through Coronavirus Aid, Relief, and Economic Security (CARES) Act in 2020 and
2021 and American Rescue Plan Act (ARPA) since 2021, the Evictfon Legal Fund has kept an
average of three families per week in their homes through direct legal representatfon. The
ELF also demonstrates the cost effectfveness of keeping people housed – costfng $1,282 per
family vs. the $38,000-95,000 per person annual cost of homelessness. The program
reached more than 1,600 tenants and landlords through all funded services in 2023. Prior to
the Evictfon Legal Fund, Colorado Legal Services (CLS) was the only nonprofit organizatfon
offering pro bono legal services for civil cases and housing-related cases only comprised a
portfon of their overall workload. CLS was overcapacity for evictfon cases prior to the
pandemic. The ELF brought Colorado Poverty Law Project to northern Colorado and paired
them effectfvely with local nonprofit partners for educatfon and outreach to maximize the
use of the funds.
Resource Requirement: Program funding to maintain current services and expand caseload
capacity as tenants become more aware of their rights and ability to enforce Building Code
compliance through the new Rental Housing Team’s outreach work.
Community Engagement and Outreach: Quarterly educatfonal workshops; open house
events; Know Your Rights trainings for tenants, landlords, and mobile home park residents;
and monthly attorney advice clinics are offered in alignment with language equity principles
by grant recipients. Service providers offer wraparound, holistfc support services through
trained, community-based volunteers, mediatfon-focused promotoras; housing hotline; rent
assistance connectfons; and service navigatfon. These engagement actfvitfes leverage
relatfonships community members have with trusted nonprofit partners to promote the
program and its services. Educatfonal materials including the Guide to Housing Rights are
provided to thousands of Fort Collins residents each year.
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Next Step: To contfnue offering evictfon and housing legal services to Fort Collins tenants
and landlords beyond 2024, additfonal funding of $220,000 per year is needed. A BFO
Contfnuing Enhancement Offer has been submitted for consideratfon.
Timeline: Ongoing in 2024; BFO funding required to contfnue the program.
e) Community Consultants Program (PDT)
Descriptfon: The Community Consultants Program contracts with community experts who
advise and assist in engagement, strategic planning, equity assessments, and project
implementatfon. Community Consultants are selected through a competftfve process that
centers equity and language access to leverage their expert knowledge. They are selected to
represent diverse backgrounds and lived experiences to ensure varied perspectfves in
community development and engagement projects. Past Community Consultants
collaborated on mobile home park and Colorado Affordable Residentfal Energy program
engagement, strategic planning for Neighborhood grants, assessment of outreach methods
and accessibility, and project implementatfon efforts like event planning. The program
compensates consultants for their work and connects them with City departments,
resources, and informatfon so they can contfnue to advocate for their community and the
work of the City after their consultancy is complete.
Resource Requirement: Currently funded as part of Neighborhood Services Ongoing
programs budget, Community Consultants requires an average of 5 hours per week to
administer and translatfon/interpretatfon services.
Community Engagement and Outreach: Recruitment of Community Consultants is targeted
at residents from Designated Opportunity Neighborhoods (neighborhoods identffied by high
levels of intersectfonal vulnerabilitfes based on standard equity indicators) and those with
scheduled, focused programming to have Consultants working in their own neighborhoods.
All opportunitfes are available for full partfcipatfon in Spanish and English.
Next Steps: Community Consultants will contfnue to work with Neighborhood Services for a
variety of equity-based projects. The Historic Preservatfon Department will also onboard
two Community Consultants for equity assessments and outreach in 2024/2025.
Timeline: Ongoing.
f) Mobile Home Park Program
Descriptfon: The Mobile Home Park Program provides support for mobile home park
(“MHP”) residents, owners, and managers to advance neighborhood livability in these
communitfes. Staff works closely with elected state and local officials to identffy issues of
concern for MHP residents, offer solutfons, and implement beneficial changes. The program
also works with internal and external stakeholders, MHP residents, and nonprofit partners
to address needs related to mobile home park vitality, preservatfon of affordable housing,
and equitable access to City resources and services. Mobile Home Parks are home to some
of the city’s most vulnerable residents. These neighborhoods are home to the highest
populatfon of primary Spanish speakers in the city, low-income homeowners and renters,
undocumented community members, and seniors living with disabilitfes. The MHP Program
has been engaging residents from these neighborhoods since 2019 to assess gaps and
address critfcal needs of residents including overbilling of water by the MHP, dangerous tree
limbs, water quality, life/health/safety issues related to Nuisance and Building Codes, lot
regrading, retaliatfon for partfcipatfon in community meetfngs, required upgrades,
limitatfons on accessory buildings, and resident-owned communitfes. A Mobile Home Park
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Handbook will be distributed to residents this year and nonprofit partners contfnue to offer
MHP specific educatfonal training sessions to bolster self-advocacy. The MHP Program
provides a local complaint and investfgatfon system and updated Municipal Code to allow
auditfng of water utflity bills. Currently, the program offers educatfonal support and
actfvitfes like “Meet an Inspector” and anonymous “Ask an Inspector” photo submissions
intended to build trust with community members in mobile home parks and encourage
voluntary Code compliance. The most common Nuisance Code violatfons in mobile home
parks in the city are accumulated trash and outdoor storage. Some common deferred
maintenance to fences, skirtfng, and roofs can result in Code violatfons as well as park rule
violatfons that can lead to evictfon. Through a 2019 mitfgatfon fund allocated by City Council
and 2023/2024 ARPA funds, the MHP Program has been able to assist residents with tools,
resources, and informatfon to avoid Nuisance and Building Code violatfons and improve
housing stability. ARPA grant funds were used in 2021 and 2022 for mobile home park
clean-up events and resource fairs to assist with Code compliance and in 2023 for MHP
homeowner/renter DIY workshops to empower residents to tackle home repairs.
Resource Requirement: 1.0 FTE MHP Sr. Specialist and $50,000 MHP mitfgatfon grant
funding for whole park clean-up and repair efforts or individual repairs related to Code
violatfons. In the 2024 ARPA grant funding round for similar building permit-required grants
for this housing type, more than 300 applicatfons were received totaling $2.2 million in
requests.
Community Engagement and Outreach: Outreach and support are tailored to the unique
challenges of each mobile home park. Because of years of relatfonship-building efforts, the
MHP Program now has trusted contacts in these neighborhoods. Outreach actfvitfes are
designed to assure inclusivity in decision-making and have featured small group meetfng
with neighborhood leaders, Community Consultant work with residents, community-wide
events, grant applicatfon workshops, integratfon into the neighborhood WhatsApp groups
by invitatfon, door-to-door canvassing, pop-up engagement, project development
workshops, resource fairs, property management connectfons, and facilitatfon of
neighborhood walking tours with state elected officials. All outreach and engagement is
conducted in Spanish and English with emphasis shifted away from the written word.
Next Steps: Much of the Mobile Home Park work is ongoing and focused on authentfc
relatfonship-building and maintenance with two-way communicatfon channels.
Neighborhood liaison work and coordinatfon of events will contfnue. MHP Clean-ups are
funded through ARPA in 2024 and MHP grants are available for building permit-related
repairs, Innovate Fort Collins Challenge building envelope repairs/upgrades, fence repair
days for whole MHPs, and individual home repairs or whole park fix-it days to improve
voluntary Code compliance in 2024. Because mobile home parks were treated differently
from other neighborhood types from a Code compliance perspectfve for decades and each
one has unique needs and challenges, contfnuing the MHP Specialist positfon (currently
ARPA funded) is needed to build and maintain relatfonships with neighborhood leaders and
strengthen relatfonships with property managers. Mitfgatfon funding is needed and
requested in the 2025-2026 BFO as an ongoing enhancement offer due to the high need and
lack of other available funding for these types of projects. This BFO offer would also allow us
to contfnue to leverage other funding sources like the State’s CARE program (that funds
upgrades like a new furnace but will not pay to upgrade electrical system sometfmes
necessary to install the new furnace, leaving residents unable to receive anything). Grant
research and administratfon for the City as a grant recipient is also needed for these
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neighborhoods, as the level of available local and state funding are insufficient to meet the
high community need sustainably.
Timeline: Ongoing ARPA funding in 2024; BFO funding required to contfnue program
components.
_____________________________________________________________________________________
Department Lead: Co-sponsorship between Equity and Inclusion Office and Social Sustainability
Department (SSD); Executfve Sponsor: Jacob Castfllo
Department Partners: Neighborhood Services, Recreatfon, Utflitfes, Finance, Economic Health and
Environmental Services
Challenges:
Competftfve funding at all levels
Increasing costs
Politfcally controversial (some items)
Recovery funds ending but community needs stfll high
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Item 1.
Advancing a 15-minute City by Igniting our Neighborhood Centers
Market factors, limited tools, and programs, ownership patterns and rising development costs hinder us
from accelerating our goal for everyone to have daily goods, services and transit within 15-minute walk
or bike ride from their home.
Work Plan Items:
The long-range vision and goals for this priority are established in multiple plans including City Plan, the
Economic Health Strategic Plan and the 15-minute City Analysis. The following is a compilation of
achievable, short-term goals to advance these plans. It incorporates work already in progress.
1. Phase 2 Land Use Code Update: Commercial Corridors
Description: Develop scope, process, and timeline on the next phase of Land Use Code updates
related to our neighborhood centers, employment areas and corridors. Will coincide with
monitoring state law proposals. Work Session scheduled for June 2024.
Resources: Additional funding will be needed to complete the Land Use Code Phase 2 scope.
Community Engagement and Outreach: This effort will include robust, citywide community
engagement at the onset of the process until final adoption. The community will inform problem
identification, establishment of guiding principles and recommended approaches.
Deliverable/Council Action/Council Role: Work session feedback and Council action on draft
code(s); heavy Council role.
Timeline:
2. Business Process Improvement
Description: Evaluate existing tools, processes, and resources to go from complexity to simplicity
with common permits for new businesses. Some examples include work already underway such
as implementing development review website accessibility and navigability improvements,
launching a streamlined “mini-Conceptual Review” process for easier access to go/no-go
decision-making information, commercial space/lease education to be mindful around zoning
and use types, and rolling out State of Development Review reporting and evaluation that will
outline guiding principles and mid-term action items. These more tactical efforts will
complement the Digital Transformation work underway to implement a new enterprise system
for licensing, permitting and inspections. As part of this priority, Community Development and
Neighborhood Services (CDNS) and the Economic Health Office (EHO) will collaborate on a
proposed program that could replace the American Rescue Plan Act (ARPA) funded Small
Business Technical Assistance Program to support existing customers.
Resources: ARPA funding for the Small Business Technical Assistance Program will conclude at
the end of 2024. If there is support for this program, new funding (enhancement to apply EHO
funding) will be needed for direct support to customers and a Full-Time Equivalent (FTE)
(development Business Liaison).
Community Engagement and Outreach: The focus of community engagement will be with the
various customers and users of our systems. They will consult on problem identification and
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improvements to processes, tools, and technology. Further outreach may be necessary to
inform our customers of new tools, programs, and resources.
Deliverable/Council Action: New tools and resources for customers; updates to Council on
progress and improvements; Council action on proposed funding.
Timeline:
3. Building Place-Based Knowledge and Strategy
Description: Prepare an internal, high-level assessment and information exchange of the emerging
opportunities and challenges for the neighborhood centers in our community. This assessment will
include inputs from direct business conversations, relevant data analysis and adopted plan
principles. A goal of this effort is to orient all the multi-disciplinary/multi departmental team to a
common definition and have deeper, shared understanding of the challenges and opportunities.
This foundation will inform developing resources and work plan integration. There will also be a
particular focus on how neighborhoods and centers can increase connection. Staff will also focus on
how to shape the City’s role in these opportunities. This will support and inform our work and of
relevant partners such as the URA as they establish criteria for future URA plans. Potential examples
of geographic areas of focus include West Elizabeth corridor (e.g., Elizabeth and Taft), MAX
Line/Midtown Improvement District, South College Avenue and we will consider areas adjoining
major capital projects. This effort also presents an opportunity to begin evaluating the 2018 City
Plan and whether it continues to align with community priorities, in anticipation of a future update.
Resource Requirement: The focus is cost neutral solutions using existing resources and staff
time. Additional resources may be needed if special events are organized to engage businesses,
landowners and nearby residents.
Community Engagement and Outreach: Staff will need to calibrate the outreach approach to the
different Neighborhood Centers. Staff will focus on one-on-one engagement with businesses
and nearby neighborhoods, as well as targeted listening sessions for commercial center owners
and tenants around education of 15-minute cities and potential opportunities.
Related Projects: The Transfort Optimization Study will be an important parallel effort that will
need to integrate at critical points along the way to ensure a strong link between future transit
routes and micro transit solutions and our neighborhood centers.
Timeline:
4. Public/Private Partnerships
Description: Explore and determine optimal private/public partnership opportunities (either
new or enhanced) for deeper understanding of the goals and challenges of the 15-minute City,
identifying collaboration and implementation actions. These may need to take an opportunistic
approach as projects and proposals come forward. Examples of existing collaborations include
Foothills Mall redevelopment, master planning of new neighborhoods at Montava and Bloom,
and the Front Range Passenger Rail Station Planning.
Resource Requirement: The focus for short term actions are cost neutral and focus on
relationship building and socializing the 15-minute City principles with our partners.
Community Engagement and Outreach: Stakeholder discussions with various board members
and leaders.
Timeline: On-going oversight.
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5. Albertsons
Description: The Fort Collins Urban Renewal Authority has been negotiating the purchase of the
former Albertsons building at 1636 North College Avenue. The purpose for buying the property
is to build a community hub that would be targeted towards Spanish speaking community
members with an affordable housing component.
Resource Requirement: The Urban Renewal Authority would use unpledged tax increments to
purchase the property.
Community Engagement and Outreach: After purchasing the property, the Urban Renewal
Authority will re-engage with community members to finalize the programming desired in the
community hub. The Urban Renewal Authority will then issue a RFP for qualified developers to
build the community hub and develop affordable housing. The Urban Renewal Authority will
also begin building a partnership of community organizations to run the community hub.
Timeline: Urban Renewal Authority staff are waiting for the property owner to terminate its
lease with Albertsons to move forward with selling the property. Staff anticipates completing
the purchase of the property in 2024.
6. Coalition Building
Description: Test and demonstrate diverse ways to engage community in conversations about
the benefits and opportunities of biking, walking, or rolling to nearby goods and services. A pilot
event staff is testing this year is “Shift Your Ride: Neighborhood.” This concept is modelled after
the neighbor block party trailer to help businesses build relationships with their business and
community neighbors. This could be a more formal event hosted by the City or provided to
businesses to host their own.
Resource Requirement: The first Shift Your Ride: Neighborhood is funded for 2024 and will occur
later in the year. Future neighborhood events and collaborations with businesses would need
funding dedication (this includes sponsorships, donations, vendor fees and other revenue
sources).
Community Engagement and Outreach: Mayor and Council could consider attending or co-
hosting events as an effective way to grow awareness and coalitions of support in their Districts.
Timeline:
_____________________________________________________________________________________
How did Council define success? (Note: This does not change, based on Council input.)
1. Identify and remove barriers to achieve a 15-minute City.
2. Minimize obstacles to implementation of 15-minute City through public outreach, public private
partnerships and consolidating funding.
3. Use metrics to measure success.
4. Easier and faster adaptive reuse in our centers.
5. Show business the “happy path” to permitting.
Department Lead: Co-sponsorship between Community Development and Neighborhood Services
(CDNS) and the Economic Health Office (EHO)
Department Partners: Social Services, Natural Areas, Parks and FCMoves
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Are we already doing anything as it relates to this priority?
Land Use Code Update will include process improvements, clear and predictable standards, and
realign expectations for commercial corridors (especially near high frequency transit) to incorporate
greater density, intensity and mix of uses.
Through the use of ARPA funds, CDNS manages the Small Business Technical Assistance Program
which offers staff support and mini grants to offset costs of design and engineering services.
CDNS and other departments responsible for permitting and inspections are leading business
process improvements and digital transformation solutions. This applies citywide and will benefit
our neighborhood centers seeking re-occupancy of tenant space, proposing infill development and
larger scale redevelopment proposals.
EHO and CDNS have formed a cross functional group to better assist businesses navigating the
Development Review process. This group works on specific cases, as well as creating digital
educational tools for broader distribution. The footprint of this effort is currently Citywide, and focus
could be tightened to support more commercial redevelopment in Neighborhood Centers.
“Shift Your Ride: Neighborhood” program will start with first neighborhood this year and is an effort
to connect with residents about the benefits and opportunities in their neighborhood to bike, walk
or roll for daily goods and services.
Economic Health.
Challenges:
Market Factors: The quickly changing retail trends of existing, auto oriented shopping centers is
driving increasing vacancies and loss of major tenants. As a result, our neighborhood centers are
challenged in offering daily goods and services within a 15-minute walk or bike ride.
Funding/Tools: Limited tools available to the City to support and those that are available distributed
based on different criteria and are not prioritized based on 15-minute city analysis.
Business Inputs: We have City Plan to identify specific locations in the City. However, we do not
have a collective assessment of these centers to compare and understand readiness for
reinvestment or to identify predictive signals.
Community Engagement/Support: Behavior change and a growth mindset for our community is
critical to meeting these goals. Public opposition and lack of willingness to change behaviors can be
an obstacle to implementation.
Not One Size Fits All: Our centers have different characteristics in terms of design, demographics
and the adjoining neighborhoods have varying needs. Strategies need to honor those neighborhood
characteristics and avoid a one size fits all approach, or presumptive solutions that overlook
equitable solutions.
Ownership Patterns: Our Neighborhood Centers have a collection of ownership patterns. Some are
under single control and others have multiple ownerships creating varying conditions for change.
Some changes can be more holistic and others will be piecemeal.
Rising Development Costs: Infill and redevelopment of these centers face significant costs for
infrastructure upgrades and tap fees; and increasing expectations and regulatory control related to
site planning and architecture design and discretionary review authority.
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Tradeoffs:
The City’s permitting process ensures safe and intentional building transitions that incorporate
community standards for landscaping, tree canopy, traffic circulation, aesthetic and signage
considerations, site lighting, and other considerations. AND these processes can be a source of
strain and confusion for new business owners on a tight budget and timeline. This can also prevent
or limit creativity and adaptive reuse of spaces for temporary periods.
Common practices to incentivize investment and create more capacity for business would include
reducing parking requirements. This can create tension with adjoining neighborhoods if this results
in spillover parking.
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Item 1.
Pursue an Integrated, Intentional Approach to Economic Health
Good jobs and opportunities for economic mobility are missing for many in our community, particularly
those from underserved and underrepresented populations. Processes related to doing business in the
City of Fort Collins can be unclear, unnecessarily complex, and unfriendly to business customers.
Work Plan Items:
The goals and strategies outlined below are structured in alignment with the recently adopted Economic
Health Strategic Plan, which centers on four key focus areas: Business Retention, Expansion, Attraction,
and Data; Small Business Support; Workforce Development and Talent; and Innovation. It is important
to recognize that these strategies are interconnected and mutually reinforcing. For instance, data plays a
crucial role across all focus areas, driving effective decision-making. Likewise, workforce development is
integral to fostering economic prosperity for both community members and businesses, essential for
every aspect of our work. Ultimately, the success of small businesses influences the well-being of large
employers, and vice versa.
Focus 1: Business Retention Expansion Attraction and Data Goals:
Expand Business Retention and Expansion Program to Include Attraction (BREA) – establish
foundational groundwork for effective BREA within targeted industries.
Develop a high-performing business research department to support the region with access to
quality economic and market data for better decision-making.
Next Steps Timeline Notes
Develop business attraction policies and procedures within targeted
industries.
Developing internal infrastructure, including common standards, marketing
strategy, data, and metrics will prepare EHO to support business attraction
efforts in the most effective way. This foundational work will aid in establishing
business attraction policies and procedures to better target identified cluster
industries such as life sciences, climate technology, and circular companies.
These industries play a crucial role in advancing the community’s economic,
social, and environmental goals.
Additionally, strong data, research, and connections with companies already
leading in these targeted industries are essential to driving this work forward.
Examples of such companies include those that can foster a circular economy,
strengthen local supply chains, and provide high-quality employment
opportunities.
Q3/Q4 - 2024
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Enhance the business retention and expansion program to support existing
primary employers in identified industry clusters.
This work involves establishing a data-driven program to respond to the needs
of existing employers and industries. The identified cluster industries include
Life Sciences, Climate Technology, Advanced Manufacturing, Information
Technology, Professional, Technical, and Scientific Services, and Distribution and
E-Commerce. EHO recognizes the importance of retaining and growing existing
companies in Fort Collins to strengthen opportunities and economic resilience
while diversifying the local economy.
Q3/Q4 - 2024
Focus Area 2: Ensure Small Businesses Thrive
Goal: Understand barriers to businesses to support small businesses (policy, MBEC, navigation of City
processes).
Next Steps Timeline Notes
Launch Barriers to Business Assessment
Implement a service agreement with Institute for Justice to analyze potential
barriers to start or grow a business in Fort Collins, share findings, and actualize
opportunities for improvement.
This action item is based on the report, Barriers to Business, that analyzed 20
cities across the country to understand the process of starting a business and
how to improve by making it cheaper, faster, and simpler. The Institute for
Justice offers this assessment as a free service to municipalities who want to
address cost, complexity, and delays, especially for small businesses.
This was a challenge identified by Council as part of the Economic Health
Strategic Plan adoption. Ultimately, this help increase accessibility of
entrepreneurship, simplify business expansion, and improve business
survivability in our community
This assessment is free to the municipality and will include engagement with
stakeholders, in-depth research of current processes and regulations, a
transparent way to share their findings, and an opportunity to partner in
implementation.
Launch assessment
Q3 2024
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Futureproof and convert MBEC and three Business Connectors from American
Rescue Plan Act (ARPA) to General Fund for long-term stability.
MBEC Business Connectors meet entrepreneurs where they are at, whether it
is at hosted community events and/or at one of our partnership-hosted sites.
In 2023, MBEC held 248 client appointments, serving 131 clients/businesses
who created 37 new businesses (27 businesses created in 2022 through MBEC
support). Of those served, over 40% were Spanish monolingual. In addition to
the 744 hours spent consulting with clients, MBEC Business Connectors support
businesses navigate City processes, assist new and existing businesses meet
local and state compliance, support EHO small business engagement and
outreach, and provide critical advice on policy and program development
impacting small businesses and entrepreneurs.
The MBEC ties into the Economic Health Strategic Plan goals through business
survivability (ensuring businesses start off on the right foot) and increase
representation among small business owners.
The MBEC is the only service of its kind in the region.
BFO – Q4 2024
Advance shared entrepreneurial workspaces, including shared commercial
kitchen, ecosystem, and resource plan.
Develop a business plan for shared entrepreneurial workspace and commercial
kitchen use to fill local gaps.
This project will create a (feasibility study) shared commercial kitchen and co-
working space to help fill a gap in the food business and entrepreneurial eco-
system. With the increase in entrepreneurial food businesses, particularly in
our underserved and underrepresented communities, Fort Collins has some
infrastructure challenges to best support these endeavors.
There are currently four commercial kitchen spaces, but we are told there is
greater demand than available. Larimer County Health does not keep a record
of shared commercial spaces and it can be challenging for new food businesses
to find space and stay in compliance with local health and safety mandates.
-Technical assistance - workshops and 1x1 help from MBEC and other support
organizations in launching a successful business, required ServSafe Training
(offered in at least English and Spanish), and full compliance and permitting
navigation, commercial lease education, networking, and entrepreneurship
collision.
Q4 2024 plan
complete
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Item 1.
4
-Incubation - programming to test concepts prior to launching a brick and
mortar
-Shared space is also missing for entrepreneurs since the closure of Galvanize.
Tech and non-food start-ups could benefit from a shared space and
connections, knowing that women and entrepreneurs of color receive only 1-
2% of venture capital funding. These natural opportunities to build
relationships and connections are proven to build resiliency within businesses
during times of disruption. This hits on both the Recovery Plan and the
Economic Health Strategic Plan.
Resource a Development Business Liaison and Program
Create a position modeled from Capital Projects Business Liaison to support all
businesses going through review process.
The intent of the program is to reduce the negative impacts on businesses
navigating the planning and zoning processes (this can be due to inexperience,
high costs, delays, and complexity) by providing
early warnings and smoother process flow.
Small businesses are more likely to reuse, upgrade or redevelop existing
buildings and sites. Given City’s standards for architecture, landscaping,
bike/pedestrian infrastructure, historic preservation, stormwater management,
energy/water conservation and other community priorities, reusing existing
properties can result in complex and costly design processes. These costs can
be unequally burdensome on smaller projects and inexperienced development
customers. The Economic Health Office is often pulled into these projects after
perceived setbacks. This program is intended to lessen and/or remove
building/development barriers, and a smoother customer experience.
BFO Q4 2024
Hire Q1 2025
Support other initiatives and policies that have economic implications (such
as Land Use Code (LUC) Phase 2, 15-minute Cities, energy/water efficiency
tied to OCF).
Support other departmental/Council priorities including 15-minute Cities
commercial use, Land Use Code Phase 2, Building Performance Standards,
Water Supply Requirements.
The Economic Health Office can be the business perspective for new policies
and initiatives.
Ongoing
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Item 1.
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Focus 3: Workforce and Talent
Goal: Support and accelerate workforce training programs focused on reskilling and upskilling,
including underserved and underrepresented communities, to unlock new opportunities.
Next Steps Timeline Notes
Prioritize Economic Health workforce partnership investments to advance
and accelerate upskilling and reskilling opportunities (including continued
support for the Talent DEIA Series).
By focusing on industries with significant talent opportunity, Fort Collins aims
to proactively tackle workforce shortages and ensure a skilled and competitive
labor pool. Programs that prioritize reskilling, upskilling, and equipping
individuals with future-ready skills within these industries across all occupation
levels. Given the dynamic economic landscape and the shifting nature of
occupations due to the emergence of new technologies, EHO wants to ensure
the community has access to career pathways for both the present and the
future, including supporting populations that have historically been
underserved.
Building relationships with key regional partners is vital to workforce
development in Northern Colorado. Partners include but not limited to CSU,
FRCC, PSD, OEDIT, Innosphere Ventures, NoCo Works, and the DEIA Talent
Network, all of whom collaborate to address workforce and economic mobility
opportunities.
Driving inclusive economic mobility requires industry partnerships. For
instance, through the DEIA Talent Network, EHO can help support local
employers in attracting and retaining diverse talent, thus creating a stronger
sense of community belonging.
Existing; Q3/Q4 -
2024
Focus 4: Innovation
Goal: Coordinate and leverage economic opportunities in innovation with institutional partners to
leverage historic federal funding to address workforce and economic upward mobility within targeted
industries.
Next Steps Timeline Notes
Partner with Innosphere Ventures on workforce and entrepreneurship
opportunities in the NSF CO-WY Engines
The CO-WY Engine is a groundbreaking initiative led by Innosphere Ventures
that will catalyze a series of significant outcomes to reshape the landscape of
Existing; Q3/Q4 -
2024
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Item 1.
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reliable climate technologies and economic development in Colorado and
Wyoming. Spanning from environmental monitoring to predictive analytics,
the CO-WY Engine will drive the development and commercialization of
advanced climate-resilient technologies – technologies that will support
communities and industries to monitor, mitigate, and adapt to climate
challenges.
Engine is committed to building a skilled workforce equipped to meet the
demands of a changing climate technology sector through targeted
educational and training initiatives (including reskill, upskill, new skill ‘RUN’)
to ensure economic mobility opportunities for local communities. The CO-WY
Engine workforce initiative is grounded in local needs and perspectives in the
innovation process to ensure economic benefits reach diverse and
underrepresented communities.
Identify Circular Economy Workplan and Resource Needs.
Shifting towards circular practices not only aligns with organizational
sustainability goals, but also enhances business operations and resilience in
the face of climate change and an evolving economy.
The Circular Economy Workplan outlines goals and objectives aimed at
advancing the transition to a more Circular Economy. The Workplan specifies
that an internal infrastructure and preliminary work will be necessary to
effectively bolster a local circular economy. Some of the foundational
groundwork that the City should invest in includes creating an asset map of
the current circular ecosystems, their gaps, and emerging opportunities, as
well as defining measurable goals and metrics to track Fort Collins’ progress
in transitioning to a more circular economy.
Q3/Q4 - 2025
_____________________________________________________________________________________
Department Lead: Economic Health Office (EHO)
Internal Partners: City Manager’s Office, Utilities, Community Development and Neighborhood Services,
FC Moves, Transfort, Finance, Real Estate Services, Social Sustainability and Environmental Services
External Partners: Business Community/Industry, NoCo Works, Educational Partners (PSD, FRCC, CSU,
Aims), Larimer County Economic and Workforce Development, Larimer Small Business Development
Center, Office of Economic Development and International Trade (OEDIT), Fort Collins Area Chamber of
Commerce, Innosphere, NoCo REDI and NoCo Biz Connect
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Item 1.
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Challenges and Trade Offs:
An intentional, integrated approach to economic health is not without its challenges and tradeoffs to
and from other Council and community priorities. Examples of these listed below:
Increase cost of doing business
o Impact fees, timing, and unintended policy implications
Politically controversial
Competing priorities amongst community goals
Market factors
o Examples: interest rate, inflation, real estate valuations
Perceived as non-business friendly
One size does not fit all
Growth and space challenges
o Site readiness, infrastructure (transportation, electricity, broadband) access, zoning
Tensions across the organization
Workforce readiness and retention
Limited tools
Page 29
Item 1.
Accelerate Zero Waste Infrastructure and Policies
The City of Fort Collins is lacking key infrastructure and related supportive policies, which are vital to
progress toward the 2030 Zero Waste goal.
Work Plan Items:
The long-range vision and goals for this priority are established in City Plan (ENV 5: Create a Zero Waste
system), the City Strategic Plan (ENV 1) and Our Climate Future (Big Move 2: Zero Waste Neighborhoods
and Big Move 10: Zero Waste Economy). Consideration will be given to how Larimer County’s
development of new waste diversion facilities, guided by its Solid Waste Infrastructure Master Plan, may
impact options for Fort Collins’ residents and businesses.
The following is a compilation of achievable, short-term goals to advance these plans during this Council
term. It incorporates work already in progress.
1. Identify pathways to local or regional construction and demolition (C&D) materials sorting facility
and food scrap composting facility.
Description: Past planning efforts have identified infrastructure for C&D materials recycling and
food scraps composting as being essential to making progress on zero waste goals. Policy
development on these topics is dependent on identifying the pathway to getting these facilities
constructed and financially viable.
o Staff applied for and received CDPHE grant funding for consulting work with recycling
industry experts to conduct analysis of options for these facilities, given that the pathways
to these facilities identified in the past have changed.
o The consulting work will identify options solely in the control of the City, as well as potential
partnership opportunities and a comparative analysis of them. The City will then select an
option for each facility for more in-depth feasibility-level cost analysis and implementation
pathways (including the potential for supportive policies).
Resources required:
o Existing staff time and consulting provided by grant that has already been received.
o Identified infrastructure pathways are likely to require resource investment. Staff will
engage with Council through the process to identify preferred options and related resources
Community Engagement and Outreach:
o The first phase of planning and research will be based on extensive past engagement, which
shows high level of interest in increasing affordable access to food scrap/C&D diversion. Any
future policy development would include additional community engagement.
Deliverable/Council Action/Council Role:
o Deliverable
Clearer pathway and next steps to food scraps, C&D infrastructure
o Council Action/Council Role:
Provide guidance about potential infrastructure pathways identified
Potentially allocate resources to take next steps toward infrastructure implementation
Participation in regional PAC to help ensure alignment with County research and action
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Item 1.
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Next Step:
o Staff will work with grant-funded industry expert consultants to identify potential
infrastructure pathways for C&D material recycling and food scrap composting.
Timeline:
o Q2 2024: Work with consulting firm begins
o Q2-Q4 2024: Identify potential pathway options with comparative analysis
o Q1/Q2 2025: Work session to discuss pathway options and select option for in-depth
analysis
o Q3 2025: Work session to share full analysis and discuss next steps and resource allocation
needs to support implementation
o Further deliverables TBD pending analysis and resource allocation
e.g., Development of policy to support C&D recycling and/or food scrap composting
possible once infrastructure pathway identified and initiated
2. Leverage existing infrastructure to increase yard trimmings composted.
Description: Yard trimmings composting facilities already exist in a reasonable distance from
Fort Collins. This work is to utilize policies and programs to increase the amount of yard
trimmings composted.
o Committed Work: Implement the contracted residential hauling program in September
2024, with expanded yard trimmings collection (yard trimmings are moving from opt-in with
an extra fee, to being opt-out for no additional fee)
o Potential Work: Explore commercial yard trimmings policy development in 2025
Resources Required:
o Contracted hauling implementation and ongoing management already resourced
o Staff capacity to develop commercial yard trimmings policy dependent on time required for
Zero Waste infrastructure project and other departmental priorities, based on Council
direction.
Community Engagement and Outreach:
o Extensive outreach is underway for the roll out of the contracted residential hauling
program
o Broad community engagement and in-depth stakeholder engagement with landscapers and
commercial yard trimmings generators would be central to commercial yard trimmings
policy development
Deliverable/Council Action/Council Role:
o Deliverables:
Successful start to and ongoing operation of contracted residential hauling program,
including yard trimmings collection, providing new data for additional yard trimmings
composted through program
Potential policy supporting commercial yard trimmings composting
o Council Action: Direction on development of potential commercial yard trimmings policy
Next Steps:
o Staff will continue to support the successful roll out of the contracted residential hauling
program
o As the Zero Waste infrastructure project progresses, staff will scope future commercial yard
trimmings policy development for 2025
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Item 1.
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Timeline:
o Q2-Q3 2024: prepare for successful roll-out of contracted residential hauling program
o Q4 2024 and ongoing: support successful contracted residential hauling program and
additional residential yard trimmings collection, including tracking additional yard trimmings
composted through program
o Q2 – Q3 2025 potential commercial yard trimmings policy
3. Develop additional waste and recycling measurement approaches.
Description:
o The current approach to measuring waste and recycling in Fort Collins is collecting weights
of materials collected by haulers servicing the community and using that data to calculate
the community diversion rate (the percentage of material recycled or reused rather than
landfilled). This industry-standard metric is useful for tracking long term trends.
o This project is to work with a consultant to identify an additional measurement approach
that provides more frequent, granular information that can support identifying impacts from
policy and program changes and to inform next opportunities
Resources Required:
o Consultant funding (BFO offer submitted)
o Potential resources required to implement new approach
Community Engagement and Outreach:
o N/A
Deliverable/Council Action/Council Role:
o Deliverable
Recommended additional approach to measuring waste and recycling in Fort Collins
Identification of resources needed to implement additional measurement approach
o Council Action/Council Role
Potentially approve funding for consultant, additional resources to implement (if
needed)
Next Step:
o Offer for consulting support will be included in 2025/2026 budget process.
Timeline:
o Q4 2024: Potentially fund budget offer.
o Q2 2025: If funded, engage in competitive purchasing process to identify consultant.
o Q3/Q4 2025: If funded, work session to share consultant findings with Councilmembers.
4. Increase municipal industrial materials reuse and recycling.
Description:
o Municipal industrial materials are generated from City operations such as repairing water
mains, maintaining stormwater facilities, conducting street repairs, etc. This includes
materials such as soil, metal, asphalt, concrete, stone, etc.
o Municipal industrial materials are 95% of the waste generated by the City organization (by
weight) and 7% of the total material disposed of in the community
o Past analysis of the City’s municipal industrial recycling programs identified dedicated staff
resources as essential to making further progress on material reuse or recycling.
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Item 1.
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Resources Required:
o Staff position.
Community Engagement and Outreach:
o N/A
Deliverable/Council Action/Council Role:
o Deliverable
Dedicated staff member to coordinate and expand recycling and reuse programs for City
industrial waste, increasing the amount of municipal industrial materials reused or
recycled.
o Council Action/Council Role
Consider approval of potential position request.
Next Step:
o Offer for position will potentially be included in 2025 budget revision process.
Timeline:
o Q2/Q3 2025: Potentially fund position in budget process.
o Q1 2026: If funded, hire staff person into position.
o Q2 2026: If funded, staff person to coordinate and develop reuse and recycling programs for
municipal industrial materials.
_____________________________________________________________________________________
Department Lead and Partners: Lead: Environmental Services; Partners: Departments that generate
municipal industrial materials (Streets, Water Utilities, Light and Power, Parks and Natural Areas).
Current Work Underway:
Our Climate Future has identified the top-priority areas of focus for meaningful progress on our
waste diversion goals: 1) Construction and demolition materials, 2) Food scraps and yard trimmings,
3) Municipal industrial “waste” (soils and aggregates).
Contracted trash and recycling service to over 41,000 households in Fort Collins to start September
2024- services include weekly recycling and weekly yard trimmings (seasonally).
Existing requirements that new construction, remodels and demolitions to recycle cardboard, metal,
aggregates and wood.
Enforcement through permit documentation as well as site visits.
Engaging in statewide C&D collaborations with a goal of market development for C&D materials.
Challenges:
Infrastructure pathway identification includes many factors; potential regional approaches or
partnerships for infrastructure dependent on identifying willing partners and working through
project together.
Tradeoffs:
Staff time allocation to new projects vs. ongoing projects and programs.
Page 33
Item 1.
Reduce Climate Pollution and Air Pollution Through Best Practices,
and Emphasizing Electrification
Building energy use accounts for over 2/3 of the community emissions inventory; vehicle transportation
emissions account for 25%; small engines (such as lawn and garden equipment) contribute to both local
greenhouse gas (GHG) emissions and the formation of ozone air pollution; and the North Front Range is
in a severe non-attainment for ozone under the Clean Air Act. Without significantly reducing emissions
from these sectors, it will be impossible to improve air quality and meet Council-adopted climate goals.
Work Plan Items:
The long-range vision and goals for this priority are established primarily in City Plan and Our Climate
Future Plan, but also has impacts on outcomes of other plans, including the Housing Strategic plan,
Water Efficiency Plan and others. The following is a compilation of achievable, short-term goals to
advance these plans during this Council term. It incorporates work already in progress.
1. Electrification of Buildings
Description:
o Continue and enhance existing economic based programs:
Incentive programs: Efficiency Works suite of programs, Customer Renewable programs,
Epic Homes and Efficiency Works incentive programs.
Financing efforts: Improve Epic Loans Financing program, consider navigator for federal
and state funding efforts, strategic allocation of 2050 tax funds
o Adopt regulatory policies and enhance implementation resources
Building Performance standards for energy use in existing buildings
Zero Carbon building code for new construction
o Continue and enhance existing behavioral and education efforts
Support Healthy Homes Program and collaboration
o Further develop and fund infrastructure-based efforts:
Complete Utilities distribution impacts study and electrification risk evaluation.
Development of Virtual Power Plant through enrollment of distributed energy resources
and support of enhanced hardware and software systems.
Leading by example: Consideration of Municipal operations and CIP
Resources Required:
o Existing methods to increase building and transportation electrification can be
accelerated/scaled (e.g., more technical resources and incentives for building owners to
improve buildings and equipment, vehicle fleet conversions, etc.)
o Consideration should be given for specific projects and initiatives through various funding
options including BFO process and state and federal options.
o Incremental staffing resources will be evaluated on a project level basis and will follow City
administrative processes for approval.
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Item 1.
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Community Engagement and Outreach:
o Considering the broad audience and stage of development for efforts, community
engagement tactics will vary. Community engagement often focuses on education on the
individual and community benefits of building electrification.
o Expand educational and economic strategies encouraging electrification of buildings,
transportation, and small engines.
Deliverable/Council Action/Council Role:
o Council can contribute by supporting economic, behavioral, and infrastructure initiatives
underway.
o The OCF council roadmap has several regulatory focused initiatives requiring Council
consideration.
Next Steps:
o Staff are seeking Council support for several strategies underway as identified above.
o Identify City, state, federal resources for electrification efforts; work with local partners
to align and leverage resources for community.
o Develop long-term funding strategy for climate portion of 2050 Tax revenue to invest in
community prosperity while reducing climate pollution and air pollution.
Timeline:
o This council priority aligns well with existing work underway across several Service Areas
within the City.
o Adopt and enhance regulatory policies – Building Performance Standards for existing
building energy use (Q2 2024 – Q3 2024).
o Adopt and support 2030 Zero Carbon building code strategy for new construction (Q3 2024 -
Q2 2025).
o Advance Utilities infrastructure study and electrification risk evaluation (Q1 2024 – Q4
2025).
2. Electrification of Transportation/Fleet Vehicles
Description:
o Complete update to EV Readiness Roadmap to highlight community barriers to and
opportunities for EV adoption and alternative transportation resources.
o Complete Phase 1 of SMART Grant with Panasonic Corporation and OPTONY consulting to
inform municipal EV charging infrastructure needs.
o Continued enrollment of EVs in Peak Partners Smart Charging program.
o Continued replacement/purchase of electric fleet vehicles.
Resources Required:
o Existing methods to increase transportation electrification can be accelerated/scaled (e.g.,
more technical resources and incentives for infrastructure improvements and equipment,
vehicle fleet conversions, etc.).
o Infrastructure improvements within Utilities to support enhanced electrification.
o Continued exploration of external and local funding sources.
Community Engagement and Outreach:
o TBD by EVRR/SMART grant projects.
o Continued promotion of Utilities’ Peak Partners Smart Charging Program.
o Continued internal and external outreach and education efforts.
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Item 1.
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Deliverable/Council Action/Council Role:
o EVRR/SMART grant strategies
o Continued support from Council on implementation strategies
Next Step:
o Evaluate findings of EVRR/SMART grant projects
Timeline:
o EVRR completion in Q4 2024
o Phase 1 of SMART grant completion Q4 2024
o Phase 2 of SMART grant implementation application Q4 2024
3. Electrification of Small Engine Equipment
Description:
o Continue electric conversion of City-owned, gas-powered landscaping equipment.
o Develop internal compliance strategy related to CDPHE-APCD Regulation 29 (restriction on
qualifying gas-powered landscaping equipment during ozone season, beginning 2025).
Resources Required:
o Comprehensive inventory of City-owned small engine equipment.
o Additional funding to accelerate purchases and for grant matches.
Community Engagement and Outreach:
o Share electrification journey story with community and other agencies.
o Exploration of development of zero-emission landscaping zones.
Deliverable/Council Action/Council Role:
o Continued Council support for air quality and electrification initiatives.
o Additional funding could accelerate purchasing plan.
Next Step:
o Continued replacement of gas-powered landscaping equipment and utility task vehicles
(UTVs).
o Complete landscaping equipment inventory.
Timeline:
o Purchases are on-going until existing funding is depleted.
o Regulation 29 compliance strategy development by Q2 2025.
_____________________________________________________________________________________
Department Lead and Partners: Lead/Accountable: Our Climate Future Executive Steering Committee;
Coordination: Sustainability Services/OCF Staff; Partners: Utilities (Energy Services), Natural Areas, Parks,
Operation Services and FC Moves
Current Work Underway:
Electrification of Buildings:
Enhance incentive and educational based initiatives for building electrification, grid flexibility and
Healthy Homes efforts
Identify and advance support for under resourced buildings
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Item 1.
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Enhance Financing Efforts: Improve Epic Loans Financing program, consider navigator for federal
and state funding efforts.
Electrification of Transportation/Fleet Vehicles:
Electrification of fleet vehicles.
Peak Partners Smart Charging Program enrollment.
Conversion of Small Engine Equipment:
Continued replacement of gas-powered landscaping equipment, currently 85% electric.
Exploration of external funding sources.
Challenges:
Ambitious adopted goals for climate pollution (GHG) reduction require significant effort from City
and community.
Need for balance of City “levers” to achieve goals (i.e., economic, behavioral, regulatory and
infrastructure).
o Unlikely City will be able to achieve climate goals with economic and behavioral levers alone
o Increasing need for updated infrastructure and regulatory strategies (e.g., Building Performance
Standards [BPS], advancing Zero Carbon building code, etc.).
EV charging infrastructure development at multi-family developments and workplace.
o Including access to reliable parking, billing, sufficient power supply, and ownership concerns.
Meeting 2025 deadline for compliance with CDPHE Regulation 29 requires organizational
coordination and resourcing.
o Reg. 29 restricts summertime use of gasoline-powered lawn and garden equipment by local
governments and contracted companies.
Tradeoffs:
Staff time allocation to new projects vs. ongoing projects and programs.
Page 37
Item 1.
Advancing a 15-minute City by Accelerating our Shift to Active Modes
Multiple departments and funding sources are necessary to implement the Active Modes Plan
and Vision Zero Plan, with an emphasis on Safe Routes to School
1. Highlight the connection and prioritization of Safe Routes to School in Active Mode Investments
and Programs:
Description: Investing in city-wide active mode infrastructure and programs supports all users
including youth walking and biking to and from school. Active mode investments and programs
also align and further the City’s Vision Zero and Our Climate Future plans. Active mode
investments are currently prioritized based on multiple factors including proximity to schools,
degree of safety concerns and neighborhood demographics. The proceeding graphic summarizes
PDT’s process for prioritizing capital projects. The beginning stage includes an evaluation of all
plans, studies and programs in order to identify projects and assess needs. This initial list of
projects is evaluated based on similar criteria. There is some variation in the specifics based on
factors such as project type and funding source.
All criteria include Safe Routes to School from various perspectives including safety, equity,
demand/growth, multi-modal benefit and access. For example, if a project scores high on safety
AND it is on a school route, the project would receive more points. Once the evaluation is
complete, projects are organized into their most relevant program for funding and work
planning. Larger scale, community impact projects such as Road and Intersection Improvements
are captured in the Transportation Capital Project Prioritization Study and compete for high
dollar state and federal funds with broader goals. Whereas, neighborhood scale projects for
safety, bicycle and pedestrian infrastructure have more direct impact to Safe Routes to School
and compete for the same local dollars (along with some state funding of Safe Routes to
School).
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Item 1.
2
Timeline and Next Steps:
o Evaluate project lists across implementing departments and funding sources and identify
where planned projects already support this priority and identify where projects could be
adjusted to occur sooner.
o Establish a consistent communication method to highlight project connections and benefits
to SRTA and AMP.
o Evaluate existing programs for additional opportunity to amplify or expand Safe Routes to
School education and outreach for greater impact (e.g., Shift Your Ride, Safe Routes to
School, Neighborhood Traffic Mitigation Program).
o Strategic Trails Plan – Evaluate existing on-street to off-street network transitions and
provide recommendations to improve safety.
Resources Requirements:
o Much of this work is part of existing programs and budgets.
Community Engagement:
o The various projects and programs each include community engagement elements. Capital
projects go through extensive public input, while community programs like Open Streets
and Bike to Work Day are focused on the community. Prioritization efforts like the 10-year
transportation capital improvement program will be vetted through boards and
commissions as well as Council.
Deliverable/Council Role:
o An extensive set of projects and programs that support and advance active modes, such as
installation of new infrastructure, prioritization of active mode projects and community
outreach focused on active modes, all with the lens of always supporting the larger mission
of a system that is safe for youth.
2. School Safety Assessments:
Description: For the last two years, City staff partner with Poudre School District (PSD) to
conduct school safety assessments. These focus on specific traffic operations at school
campuses. In 2024, we are committed to study the following schools:
o Dunn Elementary
o Irish Elementary
o Tavelli Elementary
o Beattie Elementary
o Kinard Middle
We anticipate that recommendations from this work will be used to apply for the next round of
Safe Routes to School grant funding. This has been a successful model for the City of Fort Collins
as this work directly resulted in a grant award of over $745,000 towards safety improvements at
Zach Elementary.
Timeline and Next Steps:
o Assessments will be completed in the next two months and used to help prepare SRTS grant
applications which are expected to open on August 1.
Resource Requirements:
o A budget offer will come forward for 2025/2026 to continue this work.
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Item 1.
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Community Engagement:
o The bulk of the community engagement occur with the individual school assessments, as
staff engages each individual school and PSD. Parent surveys are included as inputs into the
safety assessments.
Deliverable/Council Role:
o Council can continue to support this effort either through the Budgeting For Outcomes
(BFO) process or considering resource re-allocation if funding is not available through BFO.
3. Leverage Upcoming Funding:
Description: We will monitor upcoming funding opportunities to identify opportunities to
accelerate investment and maintain existing funding.
Timeline and Next Steps: The following upcoming processes will be used to explore additional
resources.
o Q2/Q3 2024: Budgeting for Outcomes
o Q3/Q4 2024: Street Maintenance Program Tax
o 2025: Community Capital Investment Program
o On going: Grant Programs, Safe Streets for All, Safe Routes to School
o Strategic Trails Plan – Conservation Trust Fund resources are dedicated to trail
predevelopment, design, construction, and maintenance
o Additional GOCO grant funds may be used to accelerate trail projects
4. Update Street Design Standards:
Description: This work plan item is an opportunity for Council to work on foundational policies
that guide the City’s built environment. The work includes a proposed audit of existing policies,
standards and guidelines to identify where there are barriers to implementation of active modes
and safe routes projects. This includes the City’s street standards, land use code, municipal code
and traffic code. The outcome of these audits will be recommended updates that remove any
barriers and strengthen our ability to implement active modes projects, both for private
development and for City projects.
Resource Requirements:
o The audit effort is envisioned to utilize a consultant team to do the bulk of the research and
update recommendations. Staff is currently seeking a grant to fund this work, and has also
included a request for funding within the BFO process.
Community Engagement and Outreach:
o With any standards and code update effort staff includes input from stakeholders. In this
case the development community will be engaged, as well as entities like the Chamber of
Commerce and the DDA. Broader public input will be sought as well, including engaging
boards and commissions.
Timeline and Next Steps Notes:
o The audit will be conducted in 2024 if grant funding is awarded, or in 2025 if funded through
the BFO process. Recommendations for updates and changes will come to Council during
the same time period.
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Item 1.
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5. Update the Strategic Trails Plan:
Description: In 2024, Park Planning and Development will update the Strategic Trails Plan which
will provide a framework for the future planning, design, maintenance, and preservation of the
paved recreational trail system. Throughout the planning process, numerous opportunities will
be provided for public input to inform a shared community vision of an expanding trail system to
ensure trails continue to connect people to City destinations and natural places. The paved trail
system provides the foundation of a low-traffic stress network and builds upon the goals and
objectives of the Active Mode Plan.
Timeline and Next Steps Notes: March 2024 – March 2025:
o Phase I: Vision and needs (March – May)
o Phase II: Proposed connections and policies (June – October)
o Phase III: Draft plan, recommendations, anticipated council adoption (Oct – March 25’)
Resource Requirements: The planning effort is funded and future funding needs for
implementation will be determined through the plan process.
Community Engagement and Outreach: The planning effort includes citywide community
engagement with a focus on serving underrepresented communities. Three phases of
community engagement are paired with three phases of the project and include virtual and in-
person activities and events:
o Phase I: Assess community needs
o Phase II: Gauge community reactions to proposed new connections and trail experience
enhancements
o Phase III: Draft plan review and incorporate public input into final plan
6. Meaningful, Equitable Community Engagement:
Description: Continue to test fun and engaging methods to raise community awareness and
support for Active Mode and Safe Routes to School investments, with a focus on smaller scale
events.
Resource Requirements: The following are City-led events already planned and budgeted for
2024:
o Open Streets
o Bike to Wherever
o 15 minute neighborhood program event - University Neighborhood
o Asphalt Art
o Community tours and special capacity building opportunities (City Works)
o Strategic Trails Plan: Focused neighborhood meetings
1. Two Spanish first underrepresented neighborhood meetings
2. Five geographically focused neighborhood meetings
o Northern Colorado Trails Summit – regional gathering of practitioners, community
advocates, policy makers to discuss local and regional trail connections.
Community Engagement and Outreach:
Timeline and Next Steps Notes:
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7. Operationalize Active Mode Maintenance:
Explore ways to bolster maintenance and operations of existing bike and pedestrian facilities.
Current maintenance budgets for streets, sidewalks and off-street trails are struggling to keep pace
with the growth of the network. The unique maintenance needs of some facilities also require
equipment investments. Staff will explore opportunities to leverage existing budgets and advance
proposals in the 2025/2026 Budgeting for Outcomes Process.
______________________________________________________________________________
Short Term Tracking and Metrics:
The ultimate goals of mode shift, zero deaths and walk/bike scores will take longer than two years to
show real progress. Staff will identify the most critical metrics and tracking methods from all plans to
focus reporting progress during this two-year timeframe. For example:
Numbers of schools evaluated
Linear feet of new sidewalks to schools
Lane miles of new or enhanced bike lanes to schools
New crosswalks and other bike/ped facilities near schools
Funding allocations (spending)
Quarterly Trail Counts – TrafX and EcoCounter
Departments Involved:
Co-Lead: FCMoves and Traffic Operations
Partners: CDNS, Streets, Engineering, Transfort, Environmental Services, Natural Areas, Police
Services, Park Planning and Development (Parks Department)
How did Council define success?
Community feels safe moving throughout the city w/out a car
Acceleration of vision zero plan
50% of travel by 2032
Count bike lane, protected bike facilities miles
Increase walking and biking score
Reduce fatalities
Safe Routes to School – quantify and set a target
Are we already doing anything as it relates to this priority?
Safe Routes to School Program
Active Mode Plan Implementation
Transportation Capital Project Prioritization Study and Transportation Capital Improvement Plan
Vision Zero Implementation
Shift Your Ride Program
Tax Renewals: Pavement Maintenance and CCIP
Transfort System Optimization
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Adult Education and Outreach
On-going trail predevelopment, design, and construction
Challenges/Trade Offs:
The adopted Active Mode Plan provides data driven and intentional prioritization of projects and
programs. We know where we need to invest for the next 2 years. The biggest challenges and tradeoffs
to achieving this plan are:
Safety: Vulnerable road users are disproportionately impacted in crashes with a higher rate of
serious injury and fatality. Higher travel speeds, lack of driver awareness for all road users, and
street design are part of the root causes. Our community will
Dispersed Implementation and Funding: Multiple city departments are involved or responsible for
implementing these plans which can result in missed opportunities to leverage funding or make a
bigger impact through multiple investments in one location. There is a mixture of dedicated and
non-dedicated funding sources used to implement this plan. These funding sources have different
criteria for use and sometimes different timelines for their use. This is another contributing factor
to missed opportunities.
Car-Centric Maintenance: Maintenance operations and investments have focused on supporting
the needs of automobiles, with bicycle and pedestrian facilities as a lower tier priority. Finding a
better balance will take cultural shifts and resourcing.
Community Behavior Change and Support: There are many aspects of implementing the AMP that
face public opposition or deep concern. Changing behaviors and misaligned expectations in the
community expectations can be a big source of challenge. Public opposition and natural tension can
also occur with specific methods such as reducing on-street parking or eliminating a travel lane in
place of a bike lane. We need to make sure our focus and messaging are aimed at providing
multiple, reliable, safe and convenient transportation options. This implies that vehicular delay and
travel time may not be the highest priority for Fort Collins.
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City Manager
Kelly DiMartino
Council Priorities
Work Plan
05-14-2024
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2
Council Questions
Do the objectives and strategies align with Councilmember
expectations?
What feedback do Councilmembers have on staff’s proposal to
track and report on progress for each of these priorities?
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3
Background
APR MAY JUNJANFEBMAR
JANUARY 23
Work Session: Ground
Setting for Priority Setting
APRIL 9
Work Session: 2024 Mini
BFO for 2050 tax
JUNE 25
Start of 2025-26 Budget
Work Sessions
FEBRUARY 13
Work Session: Priority
Setting Session 2 with
Staff Feedback
MAY 14
Work Session: Council
Priorities Work Plan
Discussion
JANUARY 27
Retreat: Priority Setting
Session 1
FEBRUARY 27
Adoption of Council
Priorities and Strategic
Plan Discussion
MARCH 19
Adoption of Strategic
Plan
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4
Economic Health
•Pursue an Integrated,
Intentional Approach to Economic
Health
•Advance a 15-minute City by
Igniting Neighborhood Centers
Environmental Health
•Accelerate Zero Waste
Infrastructure and Policies
•Reduce Climate Pollution and Air
Pollution Through Best Practices,
Emphasizing Electrification
•Protect Community Water Systems in an
Integrated Way to Ensure Resilient
Water Resources and Healthy
Watersheds
High Performing Government
•Develop a Hughes Site Master Plan
•Make Government More Accessible, Approachable and Fun
•Modernize and Update the City Charter
Neighborhood and
Community Vitality
•Operationalize City Resources
to Build and Preserve Affordable
Housing
•Improve Human and Social
Health for Vulnerable Populations
Transportation and Mobility
•Advance a 15-minute City by Accelerating
Our Shift to Active Modes
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Format
Goal: Priority adopted by
Council
Objective: Shorter term
areas of focus to achieve
the goal over the next two
years
Strategy: Specific, tactical
actions to achieve
objectives and when they
will be achieved
Context: Circumstances needed to
achieve each priority to include:
Resource requirements
Engagement and outreach
Partners
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Objectives: Operationalize City Resources to Build and Preserve Affordable Housing
Expedite review of affordable housing projects to achieve decisions within 90 days or
less; and to encourage development of more affordable housing.
Expand programs for healthy and stable housing –particularly for unhoused or
precariously housed residents, renters, and lower-income homeowners.
Reduce fees for affordable housing projects and evaluate all newly proposed City
regulations and fees for anticipated impact on cost to build housing.
Create sustainable, long-term source(s) of dedicated local funding for housing.
Identify City resources that could be dedicated to affordable housing; work with housing
authority and partners to leverage resources into new/preserved units.
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Strategies: Operationalize City Resources to Build and Preserve Affordable Housing
Ongoing Timeline Notes
Land Use Code Update: Foundational Improvements Expected completion Q2 2024
Local Planning Capacity Grant (affordable housing process improvement)18 months (Q3 2024 –Q4 2025)
Planned/Underway Timeline Notes
Evaluate resources across organization (real estate, URA, etc.)6 months (Q4 2024-Q1 2025)
Develop standard analysis of impact on cost to build housing into major
projects and policy/regulatory updates
3 months to pilot (Q4 2024)
12 months to integrate (Q1-Q4 2025)
Conduct a holistic cross-departmental fee evaluation 6 months (Q1-Q2 2025)
Prioritize redevelopment opportunities 3 months (Q2 2025)
Budget/Council Contingent Timeline Notes
Maintain/increase funding for housing and social programs BFO Offer 25/26
Recalibrate and expand fee credit program BFO Offer 25/26
Explore affordable housing impact fee or linkage fee As directed by Council
Assess potential dedicated revenue sources As directed by CouncilPage 50
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PartnersEngagement and OutreachResource Requirements
Context: Operationalize City Resources to Build and Preserve Affordable Housing
8
o Cross-departmental capacity
o Dedicated long-term funding
o Increases to baseline funding
levels in BFO
o Community + Council
o Housing + Service Providers
o Sustainability Services
o Community Development and Neighborhood Services (CDNS)
o Utilities (Light and Power; Water)
o Operation Services
o Finance
o Update to housing dashboard
(planned for summer 2024)
o Housing Summit
(planned for September 2024)
o Additional engagement and
outreach targeted to specific
projects/initiatives
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Questions?
9
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Objectives: Improve Human and Social Health for Vulnerable Populations
Expand human services funding; align with top community needs.
Address environmental concerns including air quality and oil and gas policies.
Continue and expand programs that provide direct support to vulnerable populations.
Embed equity throughout City programming and operations; monitor progress.
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Strategies: Improve Human and Social Health for Vulnerable Populations
Ongoing Timeline Notes
Community Consultants Program (PDT)Ongoing in 2024
Equity Readiness Assessments with department teams Ongoing in 2024
Wildfire smoke education and outreach Ongoing in 2024
Air quality monitoring Ongoing in 2024
Identify and address barriers to Get FoCo usage to boost participation Ongoing in 2024
Equity Indicators Dashboard Data Analysis Update 4 months (Q2-Q3 2024)
Planned/Underway Timeline Notes
Complete and Implement Human Services Priorities Platform Q3-Q4 2024; utilize in 2025 process
Continue seeking resolution on Oil and Gas compliance issues and
initiating State assessment of underutilized wells and aging pipeline system
State dependent but resolution
expected on several issues in 2024
Budget/Council Contingent Timeline Notes
Immigration Legal Fund, Eviction Legal Fund, Mobile Home Parks Program BFO Offer 25/26 to continue program
1FTE Equity Office Underserved Communities Engagement and Outreach BFO Offer 25/26 to expand program
Human Service Program Funds and Enhance Healthy Homes Program BFO Offer 25/26 to enhance programPage 54
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PartnersEngagement and OutreachResources Requirements
Context: Improve Human and Social Health for Vulnerable Populations
12
o 1FTE Community Engagement
Specialist in Equity and Inclusion Office
o Continued funding for Equity Grants,
Human Services Grants, MHP Grants
o 1 FTE Mobile Home Park Enforcement
and Resilience Specialist
o Grocery Tax Rebate funding to meet
growing demand
o 1FTE Senior Specialist Healthy
Homes program coordinator
o Air quality monitoring resources
o Oil and Gas consulting resources
o Underserved Communities
engagement, outreach and
partnership
o Human Services Priorities
Engagement and Outreach
o Equity and Inclusion Office
o Social Sustainability Dept.
o Environmental Services
Dept.
o Neighborhood Services
o Economic Health Office
o Finance Office
o Recreation Dept.
o Utilities Dept.
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Questions?
13
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Objectives: Pursue an Integrated, Intentional Approach to Economic Health
Understand barriers to businesses to support small businesses (policy, MBEC,
navigation of City processes).
Expand Business Retention and Expansion Program to Include Attraction
(BREA) –establish foundational groundwork for effective BREA within targeted
industries.
Develop a high-performing business research department to support the region with
access to quality economic and market data for decision-making.
Support and accelerate workforce training programs focused on reskilling and upskilling,
including underserved and underrepresented communities, to unlock new opportunities.
Coordinate and leverage economic opportunities in innovation with institutional partners to
leverage historic federal funding to address workforce and economic upward mobility within
targeted industries.
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Strategies: Pursue an Integrated, Intentional Approach to Economic Health
Ongoing Timeline Notes
Continue immediate actions to improve permitting customer experience and integration with Development
Review (e.g. website, process)
Ongoing; BFO Offer 25/26
Support other initiatives and policies that have economic implications (such as LUC Phase 2,
15-Min Cities, energy/water efficiency tied to OCF)
Ongoing
Prioritize Economic Health workforce partnership investments to advance and accelerate upskilling and
reskilling opportunities (including continued support for the Talent DEIA Series)
Existing; Q3/Q4 -2024
Partner with Innosphere Ventures on workforce and entrepreneurship opportunities in the
NSF CO-WY Engines
Existing; Q3/Q4 -2024
Planned or Underway Timeline Notes
Launch Barriers to Business assessment Q3 -2024
Develop business attraction policies and procedures within targeted industries Q3/Q4 -2024
Budget/Council Contingent Timeline Notes
Resource a Development Business Liaison and Program BFO 2025/2026; ongoing
Futureproof Multicultural Business and Entrepreneur Center (MBEC)BFO 2025/2026; ongoing
Advance shared entrepreneurial workspaces, including shared commercial kitchen, ecosystem and
resource plan
Q2 -2025
Identify Circular Economy Workplan and Resource Needs Q3/Q4 -2025Page 58
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PartnersEngagement and OutreachResource Requirements
Context: Pursue an Integrated, Intentional Approach to Economic Health
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o Cross-departmental capacity
o Dedicated long-term funding
o Increases to baseline funding
levels in BFO
•Targeted to specific projects/initiatives
Internal
City Manager’s Office
Fort Collins Utilities
Community Development
& Neighborhood Services
FC Moves
Transfort
Finance
Real Estate Services
City Council
Urban Renewal Authority
Social Sustainability
Environmental Services
External
Business Community/Industry
NoCo Works
Educational Partners (PSD,
FRCC, CSU, Aims)
Larimer County Economic &
Workforce Development
Larimer Small Business
Development Center
Office of Economic Development
& International Trade (OEDIT)
Fort Collins Area Chamber of
Commerce
Innosphere
NoCo REDI
NoCo Biz Connect
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17
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Objectives: Advancing a 15-minute City by Igniting our Neighborhood Centers
Develop scope, process and timeline for Land Use Code Update: Commercial
Corridors and Centers.
Improve business processes and tools to simplify the permitting experience for our
customers.
Assess emerging opportunities and current conditions for neighborhood centers in
our community.
Explore and determine optimal private/public partnerships and identify effective
implementation actions.
Continue to test fun and engaging methods with Council to raise community awareness and
support for using active modes to access nearby goods and services.
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Strategies: Advancing a 15-minute City by Igniting our Neighborhood Centers
Ongoing Timeline Notes
Identify ways to integrate neighborhood centers into events and programs
such as Open Streets, Bike to Wherever and Shift Your Ride:
Neighborhood
Ongoing 2024-2025
Continue immediate actions to improve permitting customer experience
and integration with EHO programs (e.g. website, front counter, process)
Ongoing 2024; w/BFO Offer 25/26
Planned/Underway Timeline Notes
Land Use Code Update:Commercial Corridors and Centers June 2024 Council Work Session
Kick Off Digital Transformation effort to modernize permitting systems;
next step is system selection
2024-2025
Leverage real estate opportunities for community hub in N. College Area Purchase by Q4 2024
Prepare a place-based assessment of existing neighborhood centers for
better understanding of challenges, opportunities and partnerships
Begin Q3 2024
Budget/Council Contingent Timeline Notes
Develop replacement program for ARPA funded Small Business Technical
Assistance Program
Begin Q3 2024; BFO Offer 25/26
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PartnersEngagement and OutreachResource Requirements
Context: Advancing a 15-minute City by Igniting our Neighborhood Centers
20
o Cross-departmental
capacity
o Project specific grants
o Address specific needs
through repurpose of
existing resources and
through 25/26 BFO
process
o Community
Development and
Neighborhood Services
o Economic Health Office
o FC Moves
o Transfort
o Overlap with Active
Mode priority
o Business Listening
Sessions
o Test new Shift Your Ride
Neighborhood Event
o Community Survey
o Additional engagement
and outreach targeted to
specific projects/initiatives
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Questions?
21
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Objectives: Accelerate Zero Waste Infrastructure and Policies
Identify pathways to local or regional construction and demolition (C&D) materials
sorting facility and food scrap composting facility.
Leverage existing infrastructure to increase yard trimmings composted.
Develop additional waste and recycling measurement approaches.
Increase municipal industrial materials reuse and recycling.
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Strategies: Accelerate Zero Waste Infrastructure and Policies
Ongoing Timeline Notes
Staff and elected officials collaborate with Larimer County and other
partners in Regional Wasteshed
Ongoing
Provide waste reduction and recycling education and resources to
community
Ongoing
Planned/Underway Timeline Notes
Work with grant-funded consultants to identify C&D and food scrap
infrastructure pathways; discuss with Council and determine next steps
18 months (Q2 2024 –Q2 2025+)
Implement residential contracted hauling program Program start date 9/30/2024
Budget/Council Contingent Timeline Notes
Develop additional waste and recycling measurement approaches BFO Offer 25/26
Potentially develop commercial yard trimmings policy 2025/26, dependent on Council
direction and staff capacity
Potentially submit revision cycle offer for staff position to coordinate and
expand municipal industrial materials reuse and recycling
BFO revision offer for 2026
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PartnersResource Requirements
Context: Accelerate Zero Waste Infrastructure and Policies
24
•Staff time
•Project funding
•Cross-departmental capacity
•Sustainability Services
(primary)
•Regional partners
•Streets
•Water Utilities
•Light and Power Utilities
•Parks
•Natural Areas
Engagement and Outreach
•Leveraging extensive
engagement and outreach
conducted previously on these
topics
•Additional engagement and
outreach targeted to
stakeholders/public for
potential policy development
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Questions?
25
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Objectives: Reduce Climate and Air Pollution Through Best Practices,
Emphasizing Electrification
Electrification of Buildings
Electrification of Transportation/Fleet Vehicles
Electrification of Small Engine Equipment
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Strategies: Electrification of Buildings
Ongoing Timeline Notes
Enhance incentive and educational based initiatives for building
electrification, grid flexibility and Healthy Homes efforts
2024 and beyond
Identify and advance support for under resourced buildings 2024 and beyond
Enhance Financing Efforts: Improve Epic Loans Financing
program,consider navigator for federal and state funding efforts.
2024 and beyond
Planned/Underway Timeline Notes
Adopt and enhance regulatory policies –Building Performance Standards
for existing building energy use
Q2 2024 –Q3 2024
Adopt and support 2030 Zero Carbon building code strategy for new
construction
Q3 2024 -Q2 2025
Advance Utilities infrastructure study and electrification risk evaluation Q1 2024 –Q4 2025
Budget/Council Contingent Timeline Notes
Advance development of Virtual Power Plant by enhancing systems and
strategic management of distributed energy resources
BFO Offer 25/26
City Leading by Example: Support electrification of Municipal buildings BFO Offer 25/26Page 70
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Strategies: Electrification of Transportation/Fleet Vehicles
Ongoing Timeline Notes
Electrification of fleet vehicles 2024 and beyond
Peak Partners Smart Charging Program enrollment 2024 and beyond
Planned/Underway Timeline Notes
Update to 2017 Electric Vehicle Readiness Roadmap (EVRR)Completion by Q4 2024
Phase 1 of SMART Grant with Panasonic Corporation and OPTONY
Consulting
Completion by Q4 2024
Phase 2 of SMART Grant implementation application Completion by Q4 2024
Implementation of EVRR and SMART Grant strategies Beginning Q1 2025 and ongoing
Budget/Council Contingent Timeline Notes
Accelerating fleet electrification 2026 and beyond
Charging infrastructure improvements 2026 and beyondPage 71
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Strategies: Conversion of City Small Engine Equipment
Ongoing Timeline Notes
Continued replacement of gas-powered landscaping equipment Ongoing
Exploration of external funding sources Ongoing
Planned/Underway Timeline Notes
Compliance with CDPHE Regulation 29 (restricting summer use of gas-
powered landscaping equipment, beginning 2025)
Completion by Q2 2025
Leverage funding from 2050 Tax for Parks to convert utility task vehicles
(UTVs) to electric (2024 Mini-BFO)
Q1 2025 and beyond
Inventory of City-owned "small engine" equipment Completion by Q4 2024
Budget/Council Contingent Timeline Notes
UTV conversion contingent on 2024 Mini-BFO acceptance Q1 2025 and beyond
Accelerate replacement of gas-powered landscaping equipment (Parks
currently 85% electric)
BFO Offer 25/26
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PartnersEngagement and OutreachResource Requirements
Context: Reduce Climate Pollution and Air Pollution Through Best Practices,
Emphasizing Electrification
30
•State and federal resources for
electrification available;
working with local partners
to align and leverage
resources for community
•Develop long-term funding
strategy for climate portion of
2050 Tax revenue to invest in
community prosperity for
reducing climate pollution and
air pollution
•Expanding educational and
economic strategies encouraging
electrification of buildings,
transportation, and small
engines
•Continuing community education
about incentives and emerging
policy
•Utilities
•FC Moves
•Parks
•Natural Areas
•Operation Services
•Sustainability Services
•Platte River Power
Authority (PRPA)
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31
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Objectives: Protect Community Water Systems in an Integrated Way to Ensure
Resilient Water Resources and Healthy Watersheds
Through the application of One Water principles, be able to leverage partnerships to
find beneficial solutions to address needed community wide water system challenges.
Development of a One Water Framework for the Water Utility and community. Continue to
build internal and external alignment and awareness around One Water.
Identify and prioritize initiatives and projects that support a One Water Utility and community.
Maintain existing and develop new partnerships with entities with potential
to impact Fort Collins water resources and watersheds.
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Strategies: Protect Community Water Systems in an Integrated Way to Ensure
Resilient Water Resources and Healthy Watersheds
Ongoing Timeline Notes
One Water BFO offers identified and prioritized emphasizing both infrastructure and natural
environment solutions
Completed
Continued engagement with NOCO Water Alliance as well as local and regional partnerships In progress
Planned/Underway Timeline Notes
One Water Framework Development Phases Q2-Q4 2024
Identify Strategic Financial Funding Strategies for Halligan and other major infrastructure
investments
Q2-Q3 2024
Halligan Water Supply Project Permitting 2024 –2025
Construction 2026 -2029
Work with local ditch companies to find workable solutions that are reflective of City Values,
while also recognizing the valuable, established partnerships in place.
Q3 2024 and ongoing
Water Supply Requirements, Excess Water Surcharges, and Water Allotments In progress with 2025 implementation
Water Efficiency Plan Update In progress with 2025 implementation
Budget/Council Contingent Timeline Notes
Strategic Asset Management Plan Development Scoping in 2024
Plan Development BFO Offer 25/26
One Water Framework Development Phase Two Phase Two –BFO Offer 25/26Page 76
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PartnersEngagement and OutreachResources Requirements
Context: Protect Community Water Systems in an Integrated Way to Ensure Resilient
Water Resources and Healthy Watersheds
34
•Strategic Financial Planning to
identify and secure
best funding opportunities.
•Strategic Asset
Management to develop
adequate long-term CIPs and
Masterplans.
•Awareness of One Water concepts
•Education to the public on Water challenges facing the City and region.
•Website enhancements
•Awareness on financing requirements and limitations.
•Increased emphasis placed on Water strategies throughout the City.
•Community awareness and leadership.
•Increased presence at the state and federal levels.
Local
•Internal City Departments
•City Council and Boards / Commissions
•Chamber of Commerce / Key Accounts
•Vulnerable community sectors
•Area water providers and ditch companies
Regional
•NOCO Water Alliance
•CDPHE and state agencies
•Northern Water
•Non-profit organizations
National
•Colorado River Compact groups
•EPA
•Federal Legislation
•Industry Agencies
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35
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Objectives: Advancing a 15-minute City by Accelerating our Shift to Active Modes
Highlight the connections and prioritization of Safe Routes to School (SRTS) in
Active Mode Investments and Programs
Continue and complete school safety assessments focused on specific traffic
operations at school campuses
Leverage funding opportunities to accelerate investment in active mode infrastructure
and Safe Routes to School improvements
Assess and update policies, standards and guidelines to remove barriers to active
mode and safe routes projects
Update Strategic Trails Plan to integrate our paved trail system into our citywide active
mode vision
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Strategies: Advancing a 15-minute City by Accelerating our Shift to Active Modes
Ongoing Timeline Notes
Identify and engage Council in community events building support and
awareness for active modes (e.g. Open Streets, Shift Your Ride)
Ongoing 2024-2025
Monitor funding opportunities to accelerate projects aligned with this goal Ongoing 2024-2025; BFO 25/26
Planned/Underway Timeline Notes
Evaluate project lists and identify existing projects in support of SRTS Assess in Q2 2024
Complete school safety assessments for five schools; apply for next round
of Safe Routes to School grant funding
Complete by Q4 2024;BFO 25/26
to continue program
Update the Strategic Trails Plan with an integration of this priority Q2 2024 -Q1 2025
Budget/Council Contingent Timeline Notes
Expand/enhance maintenance and operations of new and existing active
mode facilities
BFO offer 25/26
Evaluate existing programs for opportunity to enhance Safe Routes to
School education and outreach
BFO offer 25/26
Complete audit of applicable policies, standards and guidelines and
evaluate for amendments
BFO offer 25/26
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PartnersEngagement and OutreachResource Requirements
Context: Advancing a 15-minute City by Accelerating our Shift to Active Modes
38
o Cross-departmental
capacity
o Project specific grants
o Increases to baseline
funding levels in BFO
o Community events
throughout the year
o Community Survey
o Additional engagement
and outreach targeted to
specific projects/initiatives
o FC Moves
o Street Operations
o Traffic Operations
o Engineering
o Parks and Trails
Planning
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Objectives: Develop a Use Plan for the Hughes Property
Confirm guiding principles.
Gauge interest in partnering with Nature and Wildlife Center and/or
other non-profits and initiate Bike Park feasibility work.
Determine outreach and project plan (in-house/citizen
assembly).
Develop timeline that can leverage potential CCIP work if
desired.
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Strategies: Develop a Use Plan for the Hughes Property
Planned/Underway Timeline Notes
Solidify outreach mechanisms, confirm guiding principles, and discuss
partnerships
June 2024
Implement determined mechanism July 2024 -February 2025
Finalize plan March-April 2025
Budget/Council Contingent
Bike feasibility appropriation June-July 2024
Outreach and design funding TBD
Proposed Guiding principles:
•Develop a plan that meets the ballot language and is contextually appropriate for site location
•Create integrated, multi-use spaces that can serve the community year-round
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PartnersEngagement and OutreachResource Requirements
Context: Develop a Use Plan for the Hughes Property
42
•Dependent on outreach
mechanism
•Outreach designed to give all
interested voices an opportunity
to help identify desires,
concerns, and design of uses on
the site.
•Staff anticipates on-site outreach
and opportunities.
•Previous outreach work will be
utilized.
•Natural Areas
•Parks and Park Planning
•Real Estate Office
•American Public Trust
(potential)
•Nature and Wildlife Center
effort (potential)
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Questions?
43
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Objectives: Make Government more Accessible, Approachable and Fun
Ensure compliance with State digital accessibility rules (HB 21-1110).
Simplify, streamline and enhance the digital experience by implementing an updated
website and legislative management application.
Invest in alternative communications/engagement tools and platforms to more
effectively reach all members of the Fort Collins community.
Identify and promote meaningful opportunities for Council and community members
to connect and have fun.
Simplify and improve opportunities for the community to engage with the City by
investing in a citywide customer experience program.
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Strategies: Make Government more Accessible, Approachable and Fun
Ongoing Timeline Notes
Optimize video storytelling opportunities and social media strategy Ongoing
Identify Council engagement opportunities Ongoing
Planned/Underway
Conduct Customer Experience maturity assessment and roadmap Complete –(Q1 2024)
Implement Customer Experience roadmap (metrics and customer journey
mapping)
6 months (Q2 2024 –Q4 2024)
Update inclusive engagement and language access guidelines Underway –(Q3 2024)
Digital Accessibility Assessment and Road Map Underway –(July 1, 2024)
Ongoing
Implement new website and legislative management platform 12-24 months (Q2 2024 –2025)
Budget/Council Contingent
Explore alternative communications and engagement tools/platforms
(such as direct mail, promoted social media, traditional media, etc.)
Ongoing –funding contingent
BFO (2025-2026)Page 88
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PartnersEngagement and OutreachResource Requirements
Context: Make Government more Accessible, Approachable and Fun
46
o Cross-departmental capacity
o Dedicated long-term funding
o Increases to baseline funding
levels in BFO
o Input to inform updated
inclusive engagement guidelines,
customer experience and website
o Community survey –
preferred methods of
communication and most-used
methods of communication
o Equity and Inclusion
o Information Technology
o All other City departments
o Regional partners for message
extension
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Questions?
47
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48
Objectives: Modernize and Update the City Charter
Comprehensive review of City Charter to align with state law and legal
developments.
Update language in Charter to be inclusive.
Focus on cleanup and modernization rather than policy changes.
Fresh look at how Charter language is presented for ease of reading
and clarity.
Evaluate form and timing options for presenting updates to voters.
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49
Strategies: Modernize and Update the City Charter
Ongoing Timeline Notes
Continue to monitor for legal developments that impact Charter
language
Ongoing
Continue to evaluate proposed City Code amendments for
compliance with City Charter
Ongoing
Planned/Underway
Election related cleanup and policy changes under review by Election
Code Committee and will be considered by Council in Q2 2024
Q2 2024
Scoping of Council priority project Q3-Q4 2024
Selection of outside legal counsel Q4 2024
Completion of project Q1-Q2 2025
Council consideration of potential Charter amendment ballot language Q2-Q3 2025 (deadline for referral to
Nov 2025 ballot: Aug 2025)
Budget/Council Contingent
Funding needs for outside legal counsel BFO 2025-2026
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PartnersEngagement and OutreachResources Requirements
Context: Modernize and Update the City Charter
50
o 25-26 BFO offer to fund
outside legal counsel
resources to supplement the
internal resources and
coordination
o No active outreach expected
o Will consider public comment
received on this issue as part of
the review
o At least one Council work
session
o City Attorney’s Office
o City Clerk’s Office
o City Manager's Office
o Outside legal counsel
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Questions?
51
Page 94
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Headline Copy Goes HereTracking and Reporting
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•Quarterly tracking and reporting.
•More narrative than previous term
reporting.
•Narrative updates on the City
Council website in the Council
Priority dropdowns.
•Utilize reporting for highlights to
include in quarterly City Manager
Report.
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Council Questions
Do the objectives and strategies align with Councilmember
expectations?
What feedback do Councilmembers have on staff’s proposal to
track and report on progress for each of these priorities?
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Back Up Slides
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55
Capital Project Prioritization Process
PLANS, STUDIES AND PROGRAMS
•Transportation Capital Projects Prioritization Study
•Active Modes Plan
•Pedestrian Program
•Street Maintenance Program
•Strategic Trails Plan
Step 1.
Project Need
and Identification
PROJECT TYPES EXAMPLES
•Road and intersection improvements -Trilby and College
•Bicycle/pedestrian underpasses -Power Trail under Harmony
•Active modes system improvements -City Park Ave, and City Park and Mulberry
•Sidewalk repairs and additions -locations throughout town
•Annual repaving program -locations throughout town
Step 2.
Evaluation
Criteria (varies
by plan/program)
Safety Equity,
Community
Demand,
Growth
Cost,
Readiness,
Synergy
Multi-Modal
Benefit
Step 3.
Project Lists
Access,
Connectivity
= Includes
Safe Routes to
School
considerations
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Headline Copy Goes HereExample Projects and Schools Served
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Laporte Ave
•Putnam Elementary, Poudre HS
Power Trail under Harmony
•Kruse Elementary, Colorado Early Colleges
Kechter Road Crossing
•Zach Elementary
Timberline Road Improvements
•Bacon Elementary
Page 99
Item 1.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 3
May 14, 2024
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Sylvia Tatman-Burruss, Senior Project and Policy Manager
Ginny Sawyer, Lead Project and Policy Manager
SUBJECT FOR DISCUSSION
Occupancy Ordinance Discussion.
EXECUTIVE SUMMARY
The purpose of work session is to seek Council feedback on next steps regarding the Occupancy
Ordinance and the implementation of HB24-1007.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What questions do Councilmembers have regarding the implementation of HB24-1007?
2. Are there any additional actions Councilmembers would like staff to pursue?
BACKGROUND / DISCUSSION
The current version of the City’s occupancy ordinance limits occupancy of residential dwellings to a family
of any size plus one additional unrelated occupant, or to no more than three unrelated occupants. Active
enforcement began in 2005 when violation of the Ordinance was classified as a civil infraction.
The State legislature recently passed House Bill 24-1007, and it was signed into law by the Governor of
Colorado in April, with an effective date of July 1, 2024.
At the March 26, 2024 work session, Council discussed potential options for the City to comply with the
requirements of the Bill. Discussion included:
The reliance on health and safety regulations going forward.
Overview and questions regarding existing ordinances, codes, and policies for addressing property
maintenance and nuisance issues.
Acknowledgement of enforcement challenges in using square footage per person or occupancy
language in the International Building Code (IBC) or International Property Maintenance Code (IPMC)
to regulate residential occupancy.
Desire to discuss options further at the scheduled May 14, 2024 work session.
Page 100
Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 2 of 3
HB24-1007 Prohibit Residential Occupancy Limits
HB 1007 limits the regulation of occupancy based “only on demonstrated health and safety standards,
such as International Building Code standards, fire code regulations, or Colorado Department of Public
Health and Environment Wastewater and Water Quality standards.”
In addition, the Bill states that, “A local government shall not limit the number of people who may live
together in a single dwelling based on familial relationship.” The Bill states an effective date of July 1, 2024.
City Compliance
Occupancy and related regulations are currently in both the Land Use Code and in the Municipal Code.
Staff is prepared to bring Ordinances amending these in compliance with the July 1, 2024, compliance
deadline.
Amendments to the Land Use Code would include:
• Replacing the word “family” with the word “unit” throughout the document.
• Removing Occupancy section 3.8.16 and any references to that section of the document.
• Removing references to Group Homes, associated requirements, and removing the definition from the
document.
• Removing references to “Extra Occupancy.”
In the Municipal Code, sections related to Occupancy, Extra Occupancy, and Occupancy Disclosure will
need to be amended out. These include:
Section 5-264 related to Extra Occupancy in single-family, two-family or multi-family dwellings.
Section 5-265 related to disclosure and posting of maximum permissible occupancy.
Section 20-111 definition of “Dwelling unit occupancy limits” and reference to 3.8.16 in the Land Use
Code.
Staff have already begun auditing fcgov.com for references to occupancy which will need to be removed
and will add updated language and FAQs. Additional awareness efforts include:
• Edits to City web pages to reflect changes related to HB24-1007
• Press release, social media posts and other City communications regarding the change to the
Occupancy regulations
Neighborhood Quality
The City’s commitment to neighborhood quality remains. The tools and regulations that will continue to be
utilized include property maintenance codes, nuisance codes, and the public nuisance ordinance.
If there is a desire to develop occupancy criteria based on square footage or occupancy loads as defined
in the International Property Maintenance Code (IPMC) or International Building Code (IBC) staff can work
on recommendations. The operationalizing of either of these will require entry into a home. If voluntary
entry is not provided a search warrant from the judge based on probable cause would be required.
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Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 3 of 3
NEXT STEPS
Staff is preparing to bring Code changes to Council and to the Planning and Zoning Commission with the
following sequence of dates (PLEASE NOTE: Staff is requesting that second reading of the code changes
be moved to the July 2 Regular Council meeting to allow for Planning and Zoning Commission review and
to provide a recommendation at their June hearing on June 20.).:
June 4, 2024: First Reading of Code changes related to occupancy within the Land Use Code and
Municipal Code.
June 20, 2024: Planning and Zoning Commission hearing for a recommendation about Land Use Code
changes.
July 2, 2024: Staff is requesting Second Reading of Code changes related to occupancy within
the Land Use Code and Municipal Code be held on July 2 to allow the Planning and Zoning
Commission to review and provide a recommendation.
ATTACHMENTS
1. HB24-1007 Final Bill Language
2. Presentation
Page 102
Item 2.
HOUSE BILL 24-1007
BY REPRESENTATIVE(S) Rutinel and Mabrey, Bacon, Boesenecker,
deGruy Kennedy, English, Epps, Froelich, Garcia, Hernandez, Jodeh, Kipp,
Lindsay, Lindstedt, Marvin, Mauro, McCormick, Ortiz, Parenti, Ricks,
Sirota, Velasco, Vigil, Weissman, Willford, McCluslcie,.Herod, Martinez;
also SENATOR(S) Exum and Gonzales, Buckner, Coleman, Cutter,
Danielson, Fields, Hinrichsen, Jaquez Lewis, Marchman, Michaelson Jenet,
Priola, Winter F.
CONCERNING RESIDENTIAL OCCUPANCY LIMITS.
Be it enacted by the General Assembly of the State of Colorado:
SECTION 1. In Colorado Revised Statutes, add 29-20-111 as
follows:
29-20-111. Local government residential occupancy limits -
short title - legislative declaration - definition. (1) THE SHORT TITLE OF
THIS SECTION IS THE "HOME (HARMONIZING OCCUPANCY MEASURES
EQUITABLY) ACT".
(2) THE GENERAL ASSEMBLY FINDS AND DECLARES THAT
OCCUPANCY LIMITS AND THE INCREASED AVAILABILITY OF HOUSING ARE
Capital letters or bold & italic numbers indicate new material added to existing law; dashes
through words or numbers indicate deletions from existing law and such material is not part of
the act.
Page 103
Item 2.
MATTERS OF MIXED STATEWIDE AND LOCAL CONCERN.
(3) A LOCAL GOVERNMENT SHALL NOT LIMIT THE NUMBER OF PEOPLE
WHO MAY LIVE TOGETHER IN A SINGLE DWELLING BASED ON FAMILIAL
RELATIONSHIP. LOCAL GOVERNMENTS RETAIN THE AUTHORITY TO
IMPLEMENT RESIDENTIAL OCCUPANCY LIMITS BASED ONLY ON:
(a) DEMONSTRATED HEALTH AND SAFETY STANDARDS, SUCH AS
INTERNATIONAL BUILDING CODE STANDARDS, FIRE CODE REGULATIONS, OR
COLORADO DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
WASTEWATER AND WATER QUALITY STANDARDS; OR
(b) LOCAL, STATE, FEDERAL, OR POLITICAL SUBDIVISION
AFFORDABLE HOUSING PROGRAM GUIDELINES.
(4) AS USED IN THIS SECTION, "LOCAL GOVERNMENT" MEANS A HOME
RULE OR STATUTORY CITY, HOME RULE OR STATUTORY COUNTY, TOWN,
TERRITORIAL CHARTER CITY, OR CITY AND COUNTY.
SECTION 2. Effective date. This act takes effect July 1, 2024.
SECTION 3. Safety clause. The general assembly finds,
determines, and declares that this act is necessary for the immediate
PAGE 2-HOUSE BILL 24-1007
Page 104
Item 2.
preservation of the public peace, health, or safety or for ap ropriations for
the support and maintenance of the departments f th tate and state
institutions.
Julie McClustie
SPEAKER OF THE HOUSE
OF REPRESENTATIVES
Steve Fenberg
PRESIDENT OF
THE SENATE
ta..-,I. Cttsaidd Mo.4twai
Robin Jones
CHIEF CLERK OF THE USE
OF REPRESENTATIVES
Cindi L. Markwell
SECRETARY OF
THE SENATE
APPROVED kkDoNt\mvi Pt q, I IP. 242,11 OVA \--i% 16 qqA,
' (Date and Tme)
Jare . ol .
VERN R OF THE STATE
PAGE 3-HOUSE BILL 24-1007
F LORADO
Page 105
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5-14-2024Ginny Sawyer and Sylvia Tatman-Burruss
Occupancy Discussion
Council Work Session
Page 106
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2
Questions for Council
1.What questions do Councilmembers have regarding the
implementation of HB24-1007?
2.Are there any additional actions Councilmembers would like staff to
pursue?
Page 107
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Headline Copy Goes HerePrevious Discussions
3
2023: Council Direction to consider occupancy modifications
and bring options by July 2024
Staff focused on:
•Non-binary options (not maintain/not eliminate)
•Removal of family definition
•Maintain neighborhood quality
•Identify “outlier” scenarios
•Research other communities
January 2024: HB 1007 introduced, signed by the Governor in
April 2024
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4
House Bill 24-1007 Residential Occupancy Limits
Bill language:
“A local government shall not limit the number of people who may live together in a single
dwelling based on familial relationship. Local governments retain the authority to implement
residential occupancy limits based only on:
(a)Demonstrated health and safety standards, such as international building code
standards, fire code regulations, or Colorado Department of Public Health and
Environment Wastewater and Water Quality Standards, OR
(b)Local, State, Federal, or Political Subdivision Affordable Housing Program Guidelines.”
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5
City Compliance
Amendments to the Land Use Code would include:
•Replacing the word “family”with the word “unit”throughout the document.
•Removing the definition of “family”in the Definitions section.
•Removing Occupancy section 3.8.16 and any references to that section of the document.
•Removing references to Group Homes,associated requirements,and removing the definition from
the document.
•Removing references to “Extra Occupancy.”
Amendments to the Municipal Code would include:
•Section 5-264 related to Extra Occupancy in single-family,two-family or multi-family dwellings.
•Section 5-265 related to disclosure and posting of maximum permissible occupancy.
•Section 20-111 definition of “Dwelling unit occupancy limits”and reference to 3.8.16 in the Land
Use Code.
Compliance required by July 1, 2024.Page 110
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6
Next Steps
June/July 2024:
•June 4,2024:First Reading of Code changes.
•June 20,2024:Planning and Zoning Commission Hearing.
•July 2,2024:Staff is requesting Second Reading of Code changes related to occupancy within the
Land Use Code and Municipal Code be held on July 2.
•Staff recommends relying on existing City regulations and monitor activity for 18 to 24 months.
•Council could consider a square foot per person requirement if desired.
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Page 112
Item 2.