HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 05/27/2025City of Fort Collins Page 1 of 2
City Council
Work Session Agenda
May 27, 2025 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 Delynn Coldiron
City Attorney City Manager City Clerk
CITY COUNCIL WORK SESSION
6:00 PM
A) CALL MEETING TO ORDER
B) ITEMS FOR DISCUSSION
1. Civic Assembly Recommendations on Hughes Site Uses
The purpose of this item is for delegates from the recently convened Civic Assembly to share their
recommendations and experiences with Council.
2. Community Capital Improvement Tax Renewal
The purpose of this item is to provide an update on the development of a proposed package of
projects for the capital tax renewal and work towards a final Council recommendation for a ballot
referral.
3. Council Priority: Pursue an Integrated Approach to Economic Health
The purpose of this work session is to provide a comprehensive update on Council Priority #3:
Pursue an Integrated, Intentional Approach to Economic Health. The update includes 2024
accomplishments, 2025 work plan highlights and discussion of emerging challenges, strategic
alignment and opportunities to strengthen the City’s role in supporting economic resilience and
inclusive prosperity.
Economic health in Fort Collins is not the responsibility of a single department or sector. It is the
result of strong relationships, collaborative governance, intentional strategy and sustained
investment. As the city navigates a rapidly changing environment shaped by workforce transitions,
technological disruption, climate policy and affordability pressures, this Council Priority serves as
a critical framework to ensure the local economy delivers tangible benefits to the entire community.
Staff will provide an overview of the City’s integrated approach and preview how cross -sector
efforts are supporting a healthy, equitable and resilient economy. Council feedback will help shape
future direction and inform prioritization, policy development and resource allocation through the
remainder of 2025 and beyond.
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City of Fort Collins Page 2 of 2
C) ANNOUNCEMENTS
D) ADJOURNMENT
Upon request, the City of Fort Collins will provide language access services for individuals who have limited
English proficiency, or auxiliary aids and services for individuals with disabilities, to access City services,
programs and activities. Contact 970.221.6515 (V/TDD: Dial 711 for Relay Colorado) for assistance.
Please provide advance notice. Requests for interpretation at a meeting should be made by noon the day
before.
A solicitud, la Ciudad de Fort Collins proporcionará servicios de acceso a idiomas para personas que no
dominan el idioma inglés, o ayudas y servicios auxiliares para personas con discapacidad, para que
puedan acceder a los servicios, programas y actividades de la Ciudad. Para asistencia, llame al
970.221.6515 (V/TDD: Marque 711 para Relay Colorado). Por favor proporcione aviso previo. Las
solicitudes de interpretación en una reunión deben realizarse antes del mediodía del día anterior.
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File Attachments for Item:
1. Civic Assembly Recommendations on Hughes Site Uses
The purpose of this item is for delegates from the recently convened Civic Assembly to share
their recommendations and experiences with Council.
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 2
May 27, 2025
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Rupa Venkatesh, Assistant City Manager
Ginny Sawyer, Senior Policy and Project Manager
SUBJECT FOR DISCUSSION
Civic Assembly Recommendations on Hughes Site Uses
EXECUTIVE SUMMARY
The purpose of this item is for delegates from the recently convened Civic Assembly to share their
recommendations and experiences with Council.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What questions do Councilmembers have regarding the Civic Assembly process?
2. What questions do Councilmembers have for the Civic Assembly delegates?
3. Do Councilmembers have thoughts on next steps as it relates to the Council priority to develop a
Hughes Site Master Plan?
BACKGROUND / DISCUSSION
One of the identified 2024-2026 Council priorities is to develop a Hughes Site Master Plan by engaging in
an inclusive process to determine desired future uses on the site. In addition, another priority is to make
government more accessible, approachable and fun by providing opportunities to connect with local
government and community in meaningful ways. Therefore, staff recommended the utilization of a civic
assembly process as one engagement tool in developing the site plan.
On August 20, 2024, Ordinance No. 106 was passed by Council on second reading to appropriate
$150,000 to Healthy Democracy (HD), a nonprofit organization specialized in implementing civic
assemblies across the country.
Twenty delegates were randomly selected from across Fort Collins. This cohort was designed to reflect
the city's demographic diversity in terms of age, Council district, housing status, household income, and
educational attainment. Comparative data for the Fort Collins population, the initial respondent pool, and
the final civic assembly delegates are shown in the attached presentation (Attachment 3).
The assembly convened for two full weekends: April 12-13 and May 3-4 to answer the following question:
“Informed by the diverse needs of our community, what use of the Hughes site will contribute most
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Item 1.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 2 of 2
effectively to Fort Collins’ long-term vitality and meet the requirements outlined in the 2021 ballot
measure?”
The Civic Assembly process was designed to be transparent, informed, and collaborative. The weekends
were structured as follows:
1. Learning & Information Gathering: Delegates heard from 9 different presenters the first weekend, as
selected by the Information Committee, in order to understand the history, context and various
perspectives on the Hughes site. The delegates also received reports from previous public
engagement efforts. Following the initial weekend, the delegates extended invitations to several
presenters, including some from the first session, to return. These individuals participated as panelists
in focused working groups on the first day of the subsequent weekend. Attachment 2 contains a
comprehensive list of participants from both weekends.
2. Deliberation & Discussion: Over the course of the two weekends, facilitated discussions were held in
small groups and the larger plenary session to explore potential site uses, weigh trade-offs, and long-
term impacts.
3. Recommendation Development: This primarily happened during the last weekend and through
consensus-building, the Assembly produced their final report of recommendations (Attachment 1).
4. Presentation to City Council: The purpose of this Work Session is a presentation to Council, providing
an opportunity for direct engagement and questions with a selection of delegates.
The videos and documents from this process are located on the Future of Hughes project page:
https://ourcity.fcgov.com/future-of-hughes.
NEXT STEPS
Next steps will be determined by Council feedback from this Work Session.
ATTACHMENTS
1. Hughes Civic Assembly Final Report
2. Assembly Presenters and Panelists
3. Presentation
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Item 1.
1
Hughes Civic Assembly – Fort Collins, Colorado
Final Report
Initial release: May 4, 2025. Revised: May 9, 2025, to include further explanatory text, detailed voting results, and Part 2.
The following Recommendations were created and prioritized by the Delegates of the 2025 Hughes Civic
Assembly. The Assembly addressed the following question: Informed by the diverse needs of our community,
what use of the Hughes site will contribute most effectively to Fort Collins’ long-term vitality and meet the
requirements outlined in the 2021 ballot measure?
The Recommendations below were written by the Assembly after 30 hours of in-person deliberation between
April 12 and May 4, 2025. Delegates to the Assembly were randomly selected from across Fort Collins,
reflecting a microcosm of the city in terms of age, City Council district, housing status, household income, and
educational attainment.
The primary partners on this project were: the City of Fort Collins, the Center for Public Deliberation at
Colorado State University, Healthy Democracy, the American Public Trust, and the Local Policy Lab. The
official recipient of the Assembly's work, reflected in this Final Report, is the Fort Collins City Council.
The Recommendations in this report were written and sorted by the Assembly into three categories:
• Concepts (high-level ideas, values, or proposals)
• Major Uses (specific site uses, activities, or services)
• Minor Elements (small features, attributes, or details)
In addition to their primary text, some Recommendations include sub-bullets with additional specifications,
constraints, needs, or other details.
Delegates chose from among four voting options for each potential Recommendation:
• Strongly agree
• Somewhat agree
• Neutral / don't know
• Disagree
Not all voters may have voted on each Recommendation. Recommendations in each section of this Report are
ordered by their total level of overall agreement (i.e., "strongly agree" + "somewhat agree").
Part 1 of this Report contains: Recommendations that achieved supermajority (at least 75%) support ("strongly
agree" + "somewhat agree") among the 19 Delegates who voted on the final day of the Assembly.
Part 2 of this Report contains: Proposed Recommendations that received work through the final day of the
Assembly but did not achieve supermajority support from the Assembly in its final vote.
This Report is composed exclusively of the words of Delegates themselves, with no additions, deletions, or
edits by staff – with two exceptions:
1. The headings and explanatory text (in italics) in this document were written by Healthy Democracy staff.
2. Four spelling errors were detected by software and corrected.
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Item 1.
2
Part 1: Supermajority Recommendations
Concepts
•Indigenous use (100% support)
◦More detail: Provide opportunities for leasing/permitting with appropriate spaces.
Strongly agree: 18 Somewhat agree: 1 Neutral / don't know: 0 Disagree: 0
•Minimize Light Pollution (100% support)
Strongly agree: 16 Somewhat agree: 3 Neutral / don't know: 0 Disagree: 0
•Indigenous groups should be consulted in each step of the development of the entire
property. (95% support)
◦More detail: ie artifact collection, ceremony over site, plant collection and land
rehabilitation/stewardship, formal tribal consultation
Strongly agree: 15 Somewhat agree: 3 Neutral / don't know: 1 Disagree: 0
•Multiple experts advise that this land will not heal itself. Work will need to be done to help
restore it, simply leaving it as-is is not a realistic option for rehabilitation. (89% support)
◦More detail: This is supported by the Bird Conservancy, RMRP, High Plains Environmental Center,
and other environmental groups we have heard from.
Strongly agree: 16 Somewhat agree: 1 Neutral / don't know: 0 Disagree: 1
•No off-leash dogs allowed in site areas that are not designated as dog parks (89% support)
Strongly agree: 13 Somewhat agree: 4 Neutral / don't know: 1 Disagree: 0
•Multi-use (89% support)
◦More detail: Combination of bike park, open spaces, natural area, trails and conservation/education
features.
Strongly agree: 12 Somewhat agree: 5 Neutral / don't know: 0 Disagree: 2
•How structures will be built (89% support)
◦More detail: City will consult with land use experts, planners, architects and designers for the
optimal location of site features.
Strongly agree: 10 Somewhat agree: 7 Neutral / don't know: 1 Disagree: 0
•Restorative natural habitats features (89% support)
◦More detail: Features and elements that are manmade or naturally-occurring to help restore the site
to its natural state. Can be tied to educational or conservation site features.
Strongly agree: 12 Somewhat agree: 5 Neutral / don't know: 0 Disagree: 2
•Outdoor Education Facility (89% support)
◦More detail: Free interpretive signage and trails that include information on the history and use of
the land, native species, and restoration).
Strongly agree: 13 Somewhat agree: 4 Neutral / don't know: 0 Disagree: 1
•Designate a portion of the site for cultural/educational opportunities with emphasis on
indigenous voices (79% support)
Strongly agree: 14 Somewhat agree: 1 Neutral / don't know: 0 Disagree: 1
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Item 1.
3
Major Uses
•Creation and use of outdoor community spaces (95% support)
◦More detail: Day use only; no speaker system; using natural design if possible; for example:
ceremony, education, community theater, fields, pavilions, gardens to hold meetings, events, and
celebrations, etc. Large amount of space and buffering.
Strongly agree: 15 Somewhat agree: 3 Neutral / don't know: 0 Disagree: 1
•Natural area (portion of the site) (89% support)
◦More detail: Includes features for restorative natural habitats. Connecting trails to Maxwell and Pine
Ridge.
Strongly agree: 10 Somewhat agree: 7 Neutral / don't know: 1 Disagree: 1
•A portion of the site set aside to educate and inform about the historical and cultural practices
of indigenous people (89% support)
◦More detail: Outreach to Indigenous groups would better inform site development. The goal of this
would be the preservation and continuation of the indigenous cultural and historical practices.
Strongly agree: 15 Somewhat agree: 2 Neutral / don't know: 0 Disagree: 2
•Multi-use center for public gatherings, wildlife rehabilitation (i.e. wildlife hospital facility),
learning and education, and Indigenous cultural representation (79% support)
◦More detail: This is a reasonably-sized shared space where building(s) would reside in one location
and not distributed throughout the 164+ acres. Constraints: Prioritize area where the current land is
most degraded. Include educational component.
Strongly agree: 14 Somewhat agree: 1 Neutral / don't know: 0 Disagree: 4
Minor Elements
•Lighting impacts should be minimal at structures in evening to adhere to dark skies principles
and OSHA standards. (100% support)
Strongly agree: 13 Somewhat agree: 6 Neutral / don't know: 0 Disagree: 0
•Local indigenous leaders should be consulted regarding the use and preservation of the twin
Cottonwood trees on the site (100% support)
◦More detail: The frisbee golf 18th hole would need to be relocated
Strongly agree: 14 Somewhat agree: 5 Neutral / don't know: 0 Disagree: 0
•Include dog waste stations with bags / waste cans throughout the cite. (89% support)
◦More detail: Throughout Hughes have dog waste stations with bags / waste cans.
Strongly agree: 11 Somewhat agree: 6 Neutral / don't know: 1 Disagree: 0
•Multi-use trails (89% support)
◦More detail: Can accommodate natural use features and incorporates multi-modal activities.
Strongly agree: 10 Somewhat agree: 7 Neutral / don't know: 2 Disagree: 0
•Expanded transit to Hughes area (84% support)
Strongly agree: 5 Somewhat agree: 11 Neutral / don't know: 0 Disagree: 0
•Bus service (79% support)
Strongly agree: 4 Somewhat agree: 11 Neutral / don't know: 0 Disagree: 0
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Item 1.
4
•Accessibility (79% support)
Strongly agree: 9 Somewhat agree: 6 Neutral / don't know: 0 Disagree: 0
•Trails connecting to the Maxwell + Pineridge natural areas (79% support)
◦More detail:Strongly agree: 12 Somewhat agree: 3 Neutral / don't know: 2 Disagree: 0
Part 2: Proposed Recommendations (Did Not Reach Supermajority)
Major Uses
•Conservation/cultural/educational center (74% support)
◦More detail: Being aware of impacts on neighborhood, minimal nighttime lighting. Will be a
permanent structure that will take into account height/lighting/fitting into surrounding aesthetics.
Includes features for restorative natural habitats.
Strongly agree: 14 Somewhat agree: 0 Neutral / don't know: 0 Disagree: 5
•Bike park (portion of the property) (47% support)
◦More detail: Take advantage of the natural topography when possible. Daylight use only.
Strongly agree: 8 Somewhat agree: 1 Neutral / don't know: 9 Disagree: 1
•No permanent buildings (26% support)
◦More detail: Restrooms and shade structures are exempt
Strongly agree: 4 Somewhat agree: 1 Neutral / don't know: 2 Disagree: 12
•Single-use natural area. (16% support)
◦More detail: Restore site as deemed by the Natural Areas Department. Includes features for
restorative natural habitats.
Strongly agree: 1 Somewhat agree: 2 Neutral / don't know: 0 Disagree: 16
Minor Elements
•Consider keeping or moving the sledding and disc golf features. (42% support)
Strongly agree: 6 Somewhat agree: 2 Neutral / don't know: 10 Disagree: 1
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Item 1.
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Item 1.
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Item 1.
Headline Copy Goes Here
Addressing Council Priority
to develop a Hughes Site
Master Plan
Civic Assembly
Recommendations
05-27-2025
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Item 1.
Headline Copy Goes Here
2
Questions for Council
What questions do Councilmembers have regarding the
Civic Assembly process?01
02
03 Do Councilmembers have thoughts on next steps as it relates
to the Council priority to develop a Hughes Site Master Plan?
What questions do Councilmembers have for the
Civic Assembly delegates?
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Item 1.
Headline Copy Goes Here
3
Overview
1 2
4 3
5 6
2021 June 2023
Aug 2024
May 27, 2025 Jul/Aug 2025
Civic assembly
convenes
Civic assembly
provides
recommendation
With all inputs,
Council
considers
Hughes Site
Plan
Council
approves use of
Civic assembly
April –May
2025
Ballot Measure
Passes
City acquires
site from CSU
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Item 1.
Headline Copy Goes HereCivic Assembly Question
4
“Informed by the diverse needs of
our community, what use of the
Hughes site will contribute most
effectively to Fort Collins’ long-term
vitality and meet the requirements
outlined in the 2021 ballot measure?”
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Item 1.
Headline Copy Goes HereTwo Weekend Process
5
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Item 1.
Headline Copy Goes Here
6
Microcosm of Fort Collins community: Assembly Demographics
Council
District
% of FC
pop.% of all responses % of CA (# of
ppl)
1 16.7 19.4 15 (3)
2 16.7 13.3 15 (3)
3 16.7 10.3 5 (1)
4 16.7 20.9 15 (3)
5 16.7 18.6 25 (5)
6 16.7 17.5 25 (5)
•15,000 randomly selected households received invitations.
•Assembly mirrors city's demographics based on 2023 census.
•Some protected classes excluded from selection criteria (legal)
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Item 1.
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7
Microcosm of Fort Collins community: Assembly Demographics
Age Range % of FC pop.% of all
responses
% of Civic
Assembly (#
of ppl)
16-24 28.2 6.1 25 (5)
25-34 20.8 19.8 20 (4)
35-44 14.8 21.7 20 (4)
45-54 11 18.6 15 (3)
55-64 11 14.8 5 (1)
65-74 8.6 11.8 5 (1)
74+5.7 7.2 10 (2)
Housing
Status
% of FC
pop.
% of all
responses
% of CA (# of
ppl)
Own 57.7 65.4 55 (11)
Rent 42.7 33.8 40 (8)
Unhoused 0.2 0.8 1 (5) Page 18
Item 1.
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8
Microcosm of Fort Collins community: Assembly Demographics
Educational Attainment % of FC
pop
% of all
responses
% of CA
(# of ppl)
Some schooling; no diploma 5.2 2.3 10 (2)
High school diploma or
equivalent
15.7 2.7 10 (2)
Some college or Associate’s
degree
31.9 14.1 25 (5)
Bachelor’s degree or higher 47.2 81.0 55 (11)
Household Income
(per yr)
% of FC pop % of all
responses
% of CA
(# of ppl)
<$25k 9.5 7.2 15 (3)
$25k-$49,999 12.8 12.5 10 (2)
$50k-$99,999 25.8 26.2 25 (5)
$100k-$199,999 32.9 39.9 35 (7)
>$200k 19.0 14.1 15 (3) Page 19
Item 1.
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9
Assembly Observations
•Diversity of opinions, experience
•Ability to disagree and deliberate
respectfully
•Genuine curiosity and learning from
panels, presentations, and one
another
•Appreciation for recommending and
not deciding
•Understood weight of considering
Fort Collins residents as a whole,
not individual desires
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Item 1.
Headline Copy Goes HereRecommendation: Multi-Use
10
Super Majority Outcomes Included:
•Property should be utilized for multiple uses
•Indigenous consultation, support, and
opportunities should be included
•Natural habitats should be restored
throughout use development as possible
•Outdoor education and interpretation should
be included
•Community gathering space(s)
•Minimize light pollution
•Include trail connections to Maxwell and
Pineridge
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Item 1.
Headline Copy Goes HereWhy Multi-Use?
11
•Meets 2021 ballot language
•Site is so large, single-use would not benefit
the community as a whole
•Site will need help to re-habilitate; multi-use
spreads cost and responsibility
•Serves the greatest number of people
•Win/Win for community and Natural
Areas/connections
•Numerous groups willing to collaborate for an
integrated property (indigenous, education,
natural rehabilitation, bike use, disc golf,
sledding)
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Item 1.
Headline Copy Goes HereKey Reflections
12
•Democratic process
•Everyone came with good
intentions and faith in the
process
•Hard to hear some of the
community chatter making
assumptions about assembly
members & process
•Honored and humbled to be
part of process
•Learned so much
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Item 1.
Headline Copy Goes Here
13
Questions for Council
What questions do Councilmembers have regarding the Civic
Assembly process?01
02
03 Do Councilmembers have thoughts on next steps as it relates
to the Council priority to develop a Hughes Site Master Plan?
What questions do Councilmembers have for the Civic
Assembly delegates?
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Item 1.
File Attachments for Item:
2. Community Capital Improvement Tax Renewal
The purpose of this item is to provide an update on the development of a proposed package of
projects for the capital tax renewal and work towards a final Council recommendation for a ballot
referral.
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 5
May 19, 2025
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Ginny Sawyer, Policy & Project Manager
Joe Wimmer, Director, Utilities Finance
SUBJECT FOR DISCUSSION
Community Capital Improvement Tax Renewal
EXECUTIVE SUMMARY
The purpose of this item is to provide an update on the development of a proposed package of projects
for the capital tax renewal and work towards a final Council recommendation for a ballot referral.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What questions do Councilmembers have regarding current proposed projects and package?
2. What additional information or changes do Councilmembers need prior to bringing forward ballot
language?
BACKGROUND / DISCUSSION
The current Community Capital Improvement Program (CCIP) tax will expire on December 31, 2025. Staff
have been working with Council and the community to create a package to offer voters as a renewal in
November 2025 for a tax that would run from January 1, 2026, to December 31, 2035.
Key attributes of this renewal include the long history of utilizing this tax for community good, a renewal
does not increase taxes, and this tax and other dedicated taxes are not applied to grocery purchases.
The proposed package differs from previous packages to reflect current economic uncertainties. The
package aims to create a balance between flexibility to best leverage dollars and opportunities and offering
residents certainty of how dollars will be utilized.
Staff were last at Council Finance Committee in March 2025 and presented to the full Council in November
2024. Future Council touchpoints include:
July 8, 2025 Work Session
July 15 or August 19, 2025 ballot referral (to be scheduled)
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Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 2 of 5
PROPOSED PACKAGE
Since mid-2024, staff has been creating, culling, and refining a potential project list. Projects are generated
through existing masterplans, known items of community interest, and consideration of Council priorities.
Project consideration and rationale have included:
Looking at historical funding and ability to leverage dollars. This is especially true in the transportation
area as dedicated revenue helps create local match dollars for grant programs.
Looking at current unpredictability in inflation and grant availability, efforts have been made to balance
a level of flexibility and a degree of certainty for project outcomes. Examples of this include combining
some of the fund buckets around outcomes (i.e. Bicycle Infrastructure and Overpass/Underpass
Program) to allow for opportunity-based project selection.
Looking for opportunities to respond to community feedback for both amenities and improvements.
Examples here include pickleball courts, trail development, and investments at Lee Martinez Farm.
Looking to advance Council priorities and community values including affordable housing, climate
goals, and environmental enhancements.
The original project list at requested funding amounts was approximately $160M. Tax revenue from 2026-
2035 is estimated at $110M. Staff have worked with project teams and utilized community feedback to
scale and refine projects to fit within estimated revenue, including anticipated inflation.
PROJECT RATIONALE AND DETAILS
Ongoing Capital Programs-Transportation/Engineering
The Transportation/Engineering portion of this package is less than the previous package, however, an
effort has been made to add flexibility and maintain sufficient dollars to support needed improvements.
Arterial Intersections & Streetscapes- $12M
This is a combination of two on-going programs: arterial improvements and streetscape projects. These
have been combined to allow greater flexibility in project selection. Projects are rated throug h the
Transportation Capital Improvement Plan and influenced by development and leveraging opportunities.
The Downtown Development Authority has indicated they may be interested in contributing $1M to the
Willow Street project depending on the timing.
Bicycle Infrastructure & Overpass/Underpass Program $11M
This is the combination of two previous package programs: Infrastructure and over/underpass. These have
also been combined to enhance flexibility and leveraging opportunities. This funding bucket supports the
Active Modes Plan, Vision Zero, and 15-minute city goals.
Pedestrian Sidewalk Program $14M
This is a continued program that supports implementing and completing ADA compliant sidewalk network
throughout the city.
Transfort Bus Stop Upgrades and Bus Replacement $3M
This is a continued program supporting transit infrastructure and bus replacement. These dollars have
traditionally been heavily leveraged.
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Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 3 of 5
Strategic Trails Implementation $2.5M
This is a new program to the capital tax. Following the completion of the Strategic Trails Masterplan,
adding dollars to implement will help leverage the more traditional funding streams such as Conservation
Trust dollars.
Housing - Affordable Housing Fund $10M
The previous package was the first time dollars have been allocated to housing. The success and utilization
of those dollars along with the on-going housing priority supports the reflection of more than doubling these
amounts in the proposed package. Staff continue to explore ways to make these dollars revolving and
sustainable to support housing beyond the life of the tax.
Original thoughts included bonding against the tax which would generate $7.5M upfront. Further
discussions are considering all cash options which up the investment to the full $10M. Staff continue to
work with housing partners and staff to understand the opportunities and to balance the tradeoffs, including
potential delay to other projects if large dollar amounts go to housing in the first year of collection.
Parks & Recreation
Recreation Replacement of Mulberry Pool $10M
These project dollars represent a significant placeholder/contribution to a future facility. Mulberry Pool is
near end-of-life and while these dollars won’t cover a replacement they will facilitate leveraging and
advancement of a future facility.
Outdoor Pickleball Complex/Courts $4M
There is a high demand for additional pickleball courts in the community. Based on outreach and a
feasibility study, these dollars will help create an outdoor 12-court complex for the public. Additional court
creation could occur through fundraising efforts.
Dog Parks $0M
Additional dog parks were added during initial package creation based on recommendations in the
Recreation masterplan. Following outreach and Council input these are no longer included in the
recommended package.
Community Bike Park $5M
These dollars are intended to support the recent feasibility study and could be used for land acquisition
and/or design and build of a community bike park.
Lee Martinez Farm Renovation and Facility Expansion $1M
These dollars will support enhancements at the Farm including ADA accessibility and the addition of a
pavilion/shelter.
Downtown Parks Shop $7.9M
A new parks shop will support two park district maintenance teams in safe and efficient proximity to
maintenance areas. The relocation of the current shop will also facilitate the future Civic Center masterplan.
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Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 4 of 5
Cultural Amenities
Downtown Trolley Building $6.8M
The historic downtown trolley building is an under-utilized public amenity. Stabilizing the building through
the use of these dollars will help advance a public process and ultimate partnership to activate the building
for public good.
Children’s Garden and Event Infrastructure Upgrades $1.3M
The Children’s Garden was the original garden and was created more than 20 years ago. Updating and
enhancing this garden will enhance the learning and interactive opportunities while also addressing
maintenance issues. Additional garden enhancements could also be achieved through Friends of the
Garden fundraising efforts.
Nature and Environment
River/Accessibility Projects $8M
These project dollars can leverage planned work and funding from stormwater, parks, and natural areas.
The area north of river will likely see development in the coming years and enhancing the access from
north to south for both recreation, nature experience, and transportation will benefit residents of the area
and provide an opportunity for river enhancement and protection in the area. Focus in the area will also be
informed by any potential mitigation efforts from the Northern project.
Timberline Recycling Center Improvements $1M – reduced due to grant funding
This project has been reduced due to grant funding being secured. Upgrades will include the installation
of a fire hydrant and a restroom along with accessibility and safety improvements.
Construction Waste Diversion Equipment Replacement $2.2M
The City has been able to recycle/reuse significant amounts of concrete, asphalt, soil, and tree material at
the Hoffman Mill Crushing Facility. This work requires specialized heavy equipment that is in need of
replacement. These dollars will allow for that needed replacement.
Nature in the City (NIC) $3M
This is a continuing fund that supports projects that create native and naturalized landscapes throughout
the community.
PUBLIC OUTREACH
Since January, staff have been engaging both resident groups and Boards and Commissions. This
includes a presence at State of the City, Rotary clubs, Leadership Fort Collins, Fort Collins Chamber
groups, Friends of the Gardens, CityWorks 101, and the following Boards/Commissions:
Affordable Housing Board
Youth Advisory Board
Natural Resources Advisory Board
Land Conservation & Stewardship Board
Parks & Recreation Board
Page 29
Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 5 of 5
Transportation Board
Disability Advisory Board (scheduled June 16)
Economic Advisory Board
Senior Advisory Board
Downtown Development Authority
Human Relations Commission
Many of these groups were offered a basic survey (or directed to the website) to select the top three
projects they felt added the most and the least community benefit.
The top 3 selections for most community benefit were: Affordable Housing, Bike Infrastructure and
Pickleball.
The top 3 selections for least community benefit were: Bike Park, Dog Parks, and Pickleball.
NEXT STEPS
Staff are scheduled to come back to the full Council at the July 8, 2025 work session if needed. Ballot
referral should happen on either July 15 (preferred) or August 19, 2025.
ATTACHMENTS
1. Proposed Package Ten-Year Summary
2. Presentation
Page 30
Item 2.
2026-2035 QUARTER CENT CAPITAL TAX RENEWAL
Draft Project Package
May 2025 Draft Proposal - Council Work Session
Package Objectives
•Mitigate level of service impacts for established capital programs
•Advance strategic plans and Council priorities
•Prioritize projects with optimal funding strategies and funding source leveraging
•Develop a compelling project package informed by community input
2026-2035 Draft Package 2016-2025 CCIP
Commitment to infrastructure level of service
This project package maintains the level of funding for many ongoing programs established in the
previous 10-year Community Capital Improvement Program sales tax. The category splits also
closely align with the previous cycle having approximately half of total funding towards transportation-
related projects, continuing investment in Poudre River projects and recreational facilities.
Culture
8%
Parks &
Recreation
27%
10%Transit
3%
Mobility/Safety
11%
Active
Modes
27%
River &
Environment
14%
River &
Environment
9%Culture
6%
Parks &
Recreation
23%
Housing
5%Transit
4%
Mobility/Safety
23%
Active
Modes
30%
1Page 31
Item 2.
Council priority advancement through capital projects
- Operationalize City resourcs to build and preserve affordable housing
- Advance a 15-minute city by accelerating our shift to active modes
- Accelerate zero waste infrastructure and policies
- Reduce climate pollution and air pollution through best practices, emphasizing electrification
Project strategic financing
Project funding source leveraging estimates:
- Arterial Intersection & Streetscape Program - 2:1
- Bicycle Infrastructure & Overpass/Underpass - 2:1
- Pedestrian Sidewalk Program - 1:1
- Transfort Bus Replacement & Bus Stops - 4:1
Projects advancing Council Priorities are emphasized with a package that strongly supports
the City's 15-minute city infrastructure with bicycle, pedestrian, and intersection
improvements. Affordable housing capital fund is proposed to increase from $4M (2016-2025)
to $10M (2026-2035). Projects at Hoffman Mill Crushing Facility and Timberline Recycling
federal project funding. The transportation, active modes, and transit programs are
recommended for funding to continue this leveraging effect. Other projects included in the
package may have local partners involved in the early project development, and/or have
likelihood for strong philanthropic partnerships
2Page 32
Item 2.
2026-2035 QUARTER CENT CAPITAL TAX RENEWAL
Draft Project Package - May 2025 Council Work Session Inflationary Adj.
Dept. Requested Scaling Proposed Plus O&M
Project Name 10-yr total (2024 $)Percentage 10-yr total (2024 $)10-yr total Notes
Arterial Intersection Improvement & Streetscapes Program 16,000$ 12,000 13,540
Bicycle Infrastructure & Overpass/Underpass Program 20,000$ 55%11,000 13,824 Last package $11M
Pedestrian Sidewalk Program 16,000$ 88%14,000 17,594 Last package $14M
10,000$ 25%2,500 3,124 1/4 mile/year. Anticipated high community appeal
6,000$ 50%3,000 3,531 Last package $3M
Housing Affordable Housing Capital Fund 10,000$ 100%10,000 10,000 Last package $4M. Recommended $10M for RLF establishment
5,000$ 100%5,000 6,361 Feasibility study in progress
7,900$ 100%7,900 9,787 $7.9M minimum viable funding amount
Lee Martinez Farm Renovation & Expansion 1,000$ 100%1,000 1,307 Shelter/pavilion & ADA improvements
10,000$ 100%10,000 12,489 Capital tax share only - minimum contribution to future facility
Pickleball Outdoor Complex & Courts 4,000$ 100%4,000 4,000 Additional courts and potential philanthropic contribution
Gardens on Spring Creek - Garden & Infrastructure 5,200$ 25%1,300 1,699 Partial funding for garden or infrastructure improvments
Historic Trolley Building Renovation 6,800$ 100%6,800 10,714 Two-phase approach for renovation & repurposing
Construction Waste Diversion Equipment 2,200$ 100%2,200 2,489 5/5 requested equipment replaced
Poudre River North - Access, Parks, and Trails 8,000$ 100%8,000 11,680 Capital tax share only, stormwater, natural areas not included
Nature in the City 3,000$ 100%3,000 3,522 Last package $3M. Program scalable to $1.5M
Timberline Recycling Center Improvements 1,000$ 100%1,000 1,708 Recent scope change - awarded grant funding
Total 102,700$ 127,369$ $127,500 forcasted 2026-2035 total revenue
Dog Parks 2,500$ 100%2,450 3,577 $2.5M two dog parks
Public Transit Major Capital 16,000$ 100%16,000 23,360 Multiple potential uses
Total 18,450.00$ 26,936.44$
Transportation
Parks & Rec
Culture
Nature & River
3Page 33
Item 2.
Quarter Cent Capital Tax - Project Summary
Project Title:Arterial Intersection Improvement & Streetscape Program
Previous Capital Tax Funding:
Arterial Intersections
Streetscapes
Engineering Project Location: City-wide
Transportation & Mobility Type:Repair/Replace
City Engineering
$13,008,000 $12,000,000
$6,000,000
$7,008,000
This project will provide an annual fund for improvements to arterial intersections with safety improvements for all travel modes. This funding has
allowed City staff to provide needed design, local match for grants, and construction funding, for previous major arterial intersection
improvements. This program will be focused on implementing the transportation infrastructure required to support our Vision Zero action plan, as
the arterial intersection improvements are located on our High Injury Network. From our 10-year Transportation Capital Improvement Program
(TCIP), notable planned projects include:
- Shields and Prospect Intersection Improvements
- Shields and Horsetooth Intersection Improvements
- Drake and Lemay Intersection Improvements
- College and Drake Intersection Improvements
- Shields Corridor, Taft Hill Corridor, and N. Timberline Corridor
The program is proposed to expand to encompass streetscape improvement projects for 2026-2035. Previous streetscape projects funded by the
capital tax include Linden Street Renovation (2021) and Willow Street Renovation (2019). Due to the 10-year project timeline and uncertain project
viability for potential upcoming streetscape projects, individual projects are not proposed for standalone project scheduling in the tax package.
Streetscape projects will create better urban design corridors, expanding the feel of Old Town as accomplished by the previous streetscape
renovations. This program is planned to contribute to one or more of the following identified streetscape projects.
- Willow Street (Linden to Lincoln)
- Jefferson Street (College to Linden)
- Jefferson Street (Linden to Mountain)
- Midtown Streetscape - College (Drake to Boardwalk)
mixture of funding sources comprised of dedicated captial tax funds, General Fund Reserves, TCEF, additional state and local matching funds.
Consistent year-to-year funding amounts is preferred to assist PDT in planning for project planning and grant matching.
Full streetscape renovation projects are estimated at $5.0 - $7.5M. The proposed funding amount anticipates $6.0M of the program would be
contributed to streetscape projects over the ten years of the tax.
Project Funding Source 10 year total
4Page 34
Item 2.
Quarter Cent Capital Tax - Project Summary
Project Title:Bicycle Infrastructure & Overpass/Underpass Program
Previous Capital Tax Funding:
Bicycle Infrastructure
Overpass/Underpass
Engineering Project Location: City-wide
Transportation & Mobility Type:New and Repair/Replace
City Engineering, FC Moves
$22,000,000
$11,000,000
Capital tax funding has historically been leveraged for local match of state and federal capital project grants. Project are typically funded by a
mixture of funding sources comprised of dedicated captial tax funds, General Fund Reserves, TCEF, additional state and local matching funds.
Consistent year-to-year funding amounts is preferred to assist PDT in planning for project planning and grant matching.
Project Funding Source 10 year total
$11,000,000
$5,000,000
$6,000,000
T&M 1 - Make significant progress toward the Vision Zero goal to have no serious injury or fatal crashes for people walking, biking,
rolling or driving in Fort Collins
This project will provide an annual fund to construct bicycle infrastructure as recommended in the Active Modes Plan (AMP). This includes linear
facility improvements such as buffered and separated bike lanes as well as spot treatments or crossing improvements such as bike/ped signals
and protected intersections. Projects have been prioritized using the outcomes-based evaluation measures of network connectivity, access to
transit, safety and comfort, and health and equity, with an emphasis on Safe Routes to Schools. This fund will combine the previous CCIP Bicycle
Infrastructure Improvements and CCIP Bike/Ped Grade Separated Crossing Funds. Therefore, this fund will also fund pedestrian underpass
projects that align with the AMP and the Strategic Trails Master Plan, as well as aligns with our Vision Zero action plan.
Notable Active Modes Plan future projects include:
- Shields St. separated bike lanes (Mulberry St. to Hilldale Dr.)
- Taft Hill Rd. separated bike lanes (Laporte Ave. to Horsetooth Rd.)
- Lake St. separated bike lanes (Shields St. to Mason Trail)
- Willox Ln. sidepath (College Ave. to Shields St.)
- Boardwalk Dr. buffered bike lanes (JFK Pkwy to Harmony Rd)
- Putnam Elem bike/ped crossing improvement (Laporte/Roosevelt)
- Olander Elem bike/ped crossing improvements (Horsetooth/Arizona and Horsetooth/Platte)
- Johnson Elem/Webber Middle bike/ped crossing improvements (Taft Hill/Imperial and Taft Hill/Brixton)
- Tavelli Elem bike/ped crossing improvements (Lemay/Willox)
- Irish Elem bike/ped crossing improvements (Vine/Irish)
- Lesher Middle/PSD Global bike/ped crossing improvements (Prospect/Stover)
- Fort Collins HS bike/ped crossing improvements (Horsetooth/Kingsley)
Notable grade separated crossings from Strategic Trails Plan include:
- Power Trail connection to Caribou Drive
- Power Trail connection to Nancy Gray Drive
- Linden Street and Poudre River Trail
5Page 35
Item 2.
Quarter Cent Capital Tax - Project Summary
Project Title:Pedestrian Sidewalk Program
Previous Capital Tax Funding:
Engineering Project Location: City-wide
Transportation & Mobility Type:New and Repair/Replace
City Engineering
$14,000,000
$14,000,000 $14,000,000
This project will provide an annual fund for construction of missing and ADA deficient sidewalks to complete the build out of the City network as
well as pedestrian crossing improvements recommended in the Active Modes Plan. This funding provides approximately 1.5 to 2 miles of new
sidewalk per year. This includes new sidewalk and combined bike/pedestrian path segments in areas of the City where sidewalks and/or bike lanes
do not exist currently, or replacement is needed due to not meeting ADA width requirements. Priority is given to areas near schools to advance the
Safe Routes to School Program, as well as along arterial roads. This program aligns with and helps execute our Active Modes Plan, as well as our
Vision Zero action plan, and can provide local match for grants in support of AMP focused capital projects as needed.
Notable previous improvements accomplished by the program were along arterial corridors such as Prospect Rd, Drake Rd, Harmony Rd, and
Kechter Rd. The program built approximately 20 miles of new sidewalk in the last 10 year period.
The next ten years will provide sidewalk connections along our arterial road network in areas of the City where we are continuing to final buildout,
such as Kechter Road, Trilby Road, Mountain Vista Dr, Vine Dr, and continuing needed work along Prospect and Drake. The
total miles of sidewalks needed for existing network build out is approximately 50 miles, and the next ten years will provide 20 miles of new
sidewalk, which forecasts total buildout at year 2050.
mixture of funding sources comprised of dedicated captial tax funds, General Fund Reserves, TCEF, additional state and local matching funds.
Consistent year-to-year funding amounts is preferred to assist PDT in planning for project planning and grant matching.
Project Funding Source 10 year total
6Page 36
Item 2.
Quarter Cent Capital Tax - Project Summary
Project Title:Recreational Paved Trails - Strategic Trails Plan Implementation
Previous Capital Tax Funding:
Parks Project Location: City-wide
Culture & Recreation Type:New
2024 Strategic Trails Plan
Additional funds will expedite trail delivery, as currently funded by Conservation Trust Fund revenue. Consistent year-to-year funding amounts are
preferred to assist in planning for project planning and grant matching.
Additional trail miles will impact ongoing operating costs with operating & maintenance (O&M) funding requested from the capital tax at $10k per
year.
$0 New Capital Tax Funding: $2,500,000
C&R 2 - Implement criteria and prioritization to manage assets and replace equipment that will revitalize parks and recreational
facilities, as the planned build out of the parks and trails systems continues
Trails are the highest rated Community Services amenity (93%) in the 2024 City of Fort Collins Community Survey (Figure 19: Ratings of Parks,
Recreational, and Cultural Programs and Facilities Compared by Year ). The Park Planning & Development team is updating the City's Strategic
Trails Plan (STP) which will provide a framework for the future planning, design, maintenance, and preservation of the recreational paved trail
system. The Strategic Trail Plan is currently in phase III of public outreach and will be completed in mid-2025.
Paved trails cost approximately $1 million per linear mile to build. Additional annual funding for STP implementation will support the current
Conservation Trust Funds and expedite delivery of this valued amenity as developed by the plan. Planning efforts are underway through the 2025-
26 budget for the northeast and western Fort Collins, where proposed trails are poised to connect a rapidly developing area with limited walking
and biking infrastructure. Funding would expedite trail development in these focus areas if opportunities are available.
Project Funding Source 10 year total
7Page 37
Item 2.
Quarter Cent Capital Tax - Project Summary
Project Title:Transfort Bus Replacement & Stop Enhancements
Previous Capital Tax Funding:
Bus Replacement
Bus Stop Improvements
Transfort Project Location: City-wide
Transportation & Mobility Type:New and Repair/Replace
Transfort
$12,000,000
$3,000,000
Historically, Transfort has utilized all of its capital tax bus replacement funding to leverage federal grant dollars at a typical match rate of 80%
federal / 20% local dollars to purchase vehicles and complete bus stop upgrades. Having guaranteed and consistent funding available assists
Transfort in submitting strong federal and state grant applications that are more likely to be considered and awarded for funding.
Project Funding Source 10 year total
$3,000,000
$2,000,000
$1,000,000
T&M 2 - Increase Transfort access and ridership by ensuring the City’s transit services provide safe, reliable and convenient alternatives to
driving
Transfort maintains and improves 418 bus stops throughout Transfort’s service area, of those, approximately 150 bus stops will need replacement
and updated amenities over the next 10 years. Transfort operates 53 buses in service, and will have at least 30 buses, including eight articulated
MAX buses, reach the end of useful life in the next 10 years. The previous 10-year CCIP tax funding of $3M provided for Transfort’s local match
leveraging of $12M in federal funds. These funds purchased 14 bus replacements and will complete ADA improvements at 240 bus stops. Funding
also went toward the purchase of needed amenities including 25 shelters, and approximately 90 benches and trash cans.
The next 10 years of capital sales tax funding will assist Transfort in replacing buses on a regular schedule to meet a goal of 0% of vehicles are past
Transfort’s useful life benchmark. To align with Our Climate Future, Transfort has adopted a goal to purchase Zero Emission Vehicles for all future
bus replacements. A portion of funds may also be used toward the procurement of smaller or alternative vehicles, as a result of the ongoing 2024
Optimization & Microtransit Planning study. Capital sales tax funding will also be used to purchase additional enhancement amenities for bus
stops, continuing to add needed shelters to stops, and to maintain Transfort’s existing bus stops in a state of good repair for future riders.
8Page 38
Item 2.
Quarter Cent Capital Tax - Project Summary
Project Title:Afforable Housing Capital Fund
Previous Capital Tax Funding:
Social Sustainability Project Location: City-wide
Neighborhood & Community Vitality Type:Fund/Program
Social Sustainability/Financial Services
$4,000,000 $10,000,000
The Affordable Housing Capital Fund is intended to provide a flexible source of funding for development or rehabilitation of one or more public or
private housing projects. The Affordable Housing Capital Fund is intended to provide additional funding that will either address a critical funding
gap or accelerate a project’s construction timeline. While timing and use of the Housing Fund is intentionally flexible, funds will be used in one of
three ways for qualifying projects:
• Low-interest revolving loans
• Fee credits
• Direct subsidy
These funds may not fund day-to-day operational costs, rent payments, or other non-capital costs.
The Housing Strategic Plan (2021, pg. 67) also includes several guiding principles that apply to allocation of Housing Fund resources:
• Focus direct investment on the lowest income levels
• Be agile and adaptive
• Expect and label tensions, opportunities, and tradeoffs
previously-funded housing project. Total funds allocated to affordable housing ($2-3 million/year from all sources) have remained consistent for
the last 10+ years, while the cost to build one unit of affordable housing has increased more than 65% over the last 5 years. To date, the Housing
Fund has not included any loan activities, though this is being explored as an option to better leverage limited dollars.
There is some administrative cost (staff time) associated with administration and monitoring of Housing Fund activities. If a low-interest revolving
loan program is pursued, contracting with an outside agency may be necessary to most efficiently administer the program.
Project Funding Source 10 year total
9Page 39
Item 2.
Quarter Cent Capital Tax - Project Summary
Project Title:Community Bike Park
Previous Capital Tax Funding:
Parks Project Location: City-wide
Culture & Recreation Type:New Asset
Park Planning & Development
$5,000,000
Implement the first phase of a community bike park based on feedback gathered in the Bike Park Feasibility Study. The feasibility study, currently underway,
includes an evaluation of potential bike park locations, associated capital and ongoing costs, identification of park amenities and features, and a community
engagement process.
Timing for construction of the bike park is dependent on completion of the bike park feasibility study. $500k of the project cost is estimated for
potential real estate acquisition. Capital tax funds are considered a portion of total funding needed for the project, dependent on location and
scale.
Operating and maintenance costs could include the need for an aditional Worker 1 position, hourly support, and supplies estimated at $150,000
per year.
Project Funding Source 10 year total
$0
10Page 40
Item 2.
Quarter Cent Capital Tax - Project Summary
Project Title:Downtown Park Shop
Previous Capital Tax Funding:
Parks Project Location: Old Town (TBD)
Culture & Recreation Type:New Asset
Park Planning & Development
The cost of this new downtown park shop is based off the recently completed East District Community Park Shop which is a 6,500 SF office/shop
located on 3.5 acres which has a yard for equipment and landscaping maitenance. The new facility being operational by the end of 2028 would
allow for the advacement of the Civic Center Campus and Master Plan.
$0 New Capital Tax Funding: $7,900,000
HPG 4 - Incorporate a management strategy for all new and existing City assets that addresses deferred maintenance and
accessibility
The Parks Department has been built on a district model for maintenance activities. The importance of the maintenance shops being located and
constructed in close proximity to the areas of responsibility is paramount in the downtown district. The City's approach of getting into the
downtown early and disappearing into the landscape leaving behind a well-groomed landscape can only be achieved when the support of a
maintenance shop is in close proximity. The current downtown site is located in a refurbished commercial warehouse which is near the end of its
useful life. This building is also scheduled to go away with the build-out of the current Civic Center Master Plan. Providing a new facility in the
downtown area will house not only the local support staff but also the crews which support the horticultural areas around our facilities, throughout
the public areas and trail systems. Two districts will work out of this facility providing efficient operations in a timely manner to the public.
Project Funding Source 10 year total
11Page 41
Item 2.
Quarter Cent Capital Tax - Project Summary
Project Title:Lee Martinez Farm Pavilion & Improvements
Previous Capital Tax Funding:
Recreation Project Location: Lee Martinez Park
Culture & Recreation Type:New and Repair/Replace
Parks Planning & Development, Recreation
$1,000,000
The Farm at Lee Martinez Park was opened to the public in July of 1985. The Farm will be celebrating its 40th anniversary in 2025.
As the community has grown, so has the demand for programs at the Farm. This project funds enhancements at the Farm by expanding inclusive
outdoor recreation opportunities including a shelter space, ADA upgrades, and additional education features.
Project has been scaled to the minimum viable amount ($1.0M) for completion of scope to include shelter/pavilion. Timing of project year is
flexible across capital tax timeline.
Project Funding Source 10 year total
$0
12Page 42
Item 2.
Quarter Cent Capital Tax - Project Summary
Project Title:Mulberry Pool Recreational Replacement
Previous Capital Tax Funding:
Recreation Project Location: TBD
Culture & Recreation Type:New and Repair/Replace
Recreation
The recreational replacement facility will require additional funding beyond the $10,000,000 proposed to be contributed by the capital sales tax.
Future scope definition efforts will better refine funding identification and ongoing operations & maintenance cost requirements.
$0 New Capital Tax Funding: $10,000,000
C&R 2 - Implement criteria and prioritization to manage assets and replace equipment that will revitalize parks and recreational
facilities, as the planned build out of the parks and trails systems continues
Opened in 1974 after renovating the former Lincoln Jr. High, the 50-year-old aquatic facility is functionally obsolete and should be rebuilt to meet
the current and future needs of the Fort Collins community.
revenue, partnerships, and leveraging will also be necessary.
Project Funding Source 10 year total
13Page 43
Item 2.
Quarter Cent Capital Tax - Project Summary
Project Title:Pickleball Outdoor Complex and Courts
Previous Capital Tax Funding:
Parks Project Location: Fossil Creek Community Park, City-wide
Culture & Recreation Type:New Asset
Park Planning & Development
$4,000,000
For the third year in a row, pickleball is the fastest-growing sport in America, having grown 51.8% last year and an incredible 223.5% in three years
(2024 Topline Participation Report) . Ensuring facilities and programs continue to respond to changing user needs is an action related to the Parks
and Recreation Plan goal of providing equitable access to recreational experiences. The Parks and Recreation Plan (p175) calls for thirteen
additional pickleball courts by 2040. A pickleball complex feasibility study is underway to determine if a community park site can close the gap in
the short-term while waiting for future community parks to be built. Based on the Pickleball Complex Open House and additional community
feedback, there is a large amount of support for the pickleball complex at Fossil Creek Community Park. Noise impacts remain one of the highest
concerns and Park Planning and Development is in studying the issue with an independent, third-party acoustical engineer to evaluate noise
impacts in greater detail. Implementation of the feasibility plan, building a 12-court complex, would cost approximately $4m. Project funding may
also support new and existing pickleball courts at parks city-wide.
Recreation revenue will be added as the new amenity is programed. The new complex will need ongoing maintenance and utility costs estimated at
$10,000 per year.
Project Funding Source 10 year total
$0
14Page 44
Item 2.
Quarter Cent Capital Tax - Project Summary
Project Title:Gardens on Spring Creek (GOSC) - Children's Garden and Infrastructure Upgrades
Previous Capital Tax Funding:
Cultural Services Project Location: Gardens On Spring Creek - 2145 Centre
Culture & Recreation Type:New and Repair/Replace
Gardens on Spring Creek / Operation Services
$1,300,000
For twenty years, The Children’s Garden at the Gardens has been a beloved destination, offering family-friendly activities and fostering cherished
memories for our community. With its wide variety of inviting spaces designed for children to explore, learn, and grow, the garden has become one
of GOSC’s most popular attractions, serving both daily visitors and as a hands-on classroom for our youth summer camps. However, after two
decades of service, the garden is beginning to show signs of wear.
This comprehensive renovation will not only rejuvenate the garden but will also integrate the latest educational practices, ensuring the space
remains both relevant and impactful for future generations. We will address critical challenges such as drainage and long-term maintenance,
creating a sustainable, high-functioning environment that enhances the garden’s longevity and usability.
As part of this project, we’re inviting the community to share their ideas and feedback. This will allow us to create a space that truly reflects the
diverse cultural values of our residents and reaches a wider audience, strengthening the bond between our garden and our growing community.
Additionally, we’re focusing on the mental health benefits of nature, with the goal of offering a healing and enriching environment for play that will
serve Fort Collins and the surrounding region.
In addition to the garden improvements, significant updates to the event infrastructure will help the Gardens keep pace with the increased
attendance following its expansion in 2019. Key updates will include expanded restroom facilities, long-term solutions to parking challenges,
reimagined propagation spaces for sustainable plant care, and enhancements to ensure full ADA accessibility, making the Gardens more
welcoming and functional for all.
•Design documents for Children's Garden: $470k
•Design documents for parking, restroom, and ADA improvements: $650k
•Children's Garden Construction: $2.5M to $3.5M for construction of the new 1.1 acre garden
•Greenhouse space repurposing: $700k to $1.15M for addition / remodel of current structure into indoor learning space
•New Greenhouse: $500k to $1.0M
The project is positioned as a likely candidate for philanthropic support, and would need other funding sources identified in addition to the capital
sales tax to complete the full scope identified.
Project Funding Source 10 year total
$2,385,000
15Page 45
Item 2.
Quarter Cent Capital Tax - Project Summary
Project Title:Historic Trolley Building Renovation
Previous Capital Tax Funding:
Operations Services/Cultural Services Project Location: 330 North Howes Street
Culture & Recreation Type:Repair/Replace
2024 Building Condition Study/Ops Services
$6,800,000
This funding would be utilized to stabilize the historic downtown trolley building. This building currently houses the Museum of Discovery's object
artifacts and other miscellaneous storage. Stabilizing the building for future use is a first step towards maintaining and opening the space for
greater public use. Funding in this offer includes temporary storage of the artifacts. In 2017, the Downtown Master Plan identified the historic
Downtown Trolley Building as high potential for a community-centered use.
Phase I
$1.5M - $2.0M building exterior restoration based on recent building condition assessment. Includes structural repairs, tuck-point masonry, and
repairs to roof.
Phase 2
$3.5 - $4.8M dependent on future-determined use of building. Includes high-level estimate for all interior construction, utilities, fixtures and
finishes.
Funding from the capital sales tax is needed for the relocation of existing museum artifacts, which must occur before the renovation can begin.
Contribution to operating and maintenance costs may also be necessary depending on the final use of the facility.
Project Funding Source 10 year total
$0
16Page 46
Item 2.
Quarter Cent Capital Tax - Project Summary
Project Title:Construction Waste Diversion Equipment
Previous Capital Tax Funding:
Streets Department Project Location: 1380 Hoffman Mill Road
Environmental Health Type:Repair/Replace
Streets Department
$2,204,000
This funding request seeks to proactively address equipment to support the current and future levels of recycling at the Hoffman Mill Crushing
Facility, which is a lesser-known City facility that has a significant impact on recycling rates in our community. It would take 3.5x the recycling
generated by all households and businesses in Fort Collins to equal the amount of concrete, asphalt and soil recycled at the Hoffman Mill Crushing
Facility in 2023!
The Hoffman Mill Crushing Facility is crucial to make progress toward Fort Collins’ adopted goal of zero waste by 2030 and the Council Priority to
Accelerate Zero Waste Infrastructure and Policies. It is admired by other communities working toward zero waste.
Not only does it recycle a vast amount of material, but the Hoffman Mill Crushing Facility also saves the City money by preventing costly landfilling
of these heavy materials. With such a high volume of material being processed at the site, equipment breakdowns can severely impact the amount
of material the site can recycle, which is why this project focuses on proactive equipment replacement.
In addition to recycling concrete, asphalt and soil from the municipality and the community, Hoffman Mill also works with the City’s Parks and
Natural Areas Departments to compost the yard trimmings their work generates. This project facilitates the expansion of the existing composting
program, enhancing its scope and capacity.
revenue generated by the sale of outbound materials; The additional capital sales tax funding is needed to support the purchase of large capital
replacements. Equipment is listed in order of priority:
1 - Dirt Screener $220,000 (Composting)
2- Impactor/Crusher $695,000
3 -D7 Dozer $648,000
4 - Backhoe $118,00
5 -200D Excavator $523,000
Project Funding Source 10 year total
$0
17Page 47
Item 2.
Quarter Cent Capital Tax - Project Summary
Project Title:Poudre River North - Access, Parks, and Trails
Previous Capital Tax Funding:
Parks Project Location: Poudre River Area, Legacy Park to Soft Gold
Culture & Recreation Type:New and Repair/Replace
2014 Downtown River Master Plan, PP&D
$8,000,000
-
-
Project will require capital improvement plan and funding source coordination between Parks Planning & Development, Stormwater Utility, and
Natural Areas. Consideration of capital expansion fees as project funding source.
Operating cost impact will be dependent on projects selected for construction and scale, and is estimated at $15k-$20k per year.
$0 New Capital Tax Funding: $8,000,000
C&R 2 - Implement criteria and prioritization to manage assets and replace equipment that will revitalize parks and recreational
facilities, as the planned build out of the parks and trails systems continues
This funding is proposed to leverage planned and future activity in the area focused on cross-departmental efforts that support ecological
functions, recreation, and community safety. This project builds on anticipated stormwater and floodplain improvements for the North College
community and will support further river health and riparian habitat priorities. Overall goals include improving access to the Poudre River for
neighborhoods to the north and would include habitat, user experience and accessibility improvements.
The specific location and scope of the project are presently under review and is anticipated to include the area of Soft Goft Gold Park, Hickory Trail,
Legacy Park, and Rivers Edge Natural Area.
Project Funding Source 10 year total
18Page 48
Item 2.
Quarter Cent Capital Tax - Project Summary
Project Title:Nature in the City
Previous Capital Tax Funding:
Natural Areas Project Location: City-wide
Environmental Health Type:New and Repair/Replace
Nature in the City Program Staff
Nature in the City invests in City-led and community-led projects through an annual review of project proposals. Projects may submit for
design/planning funds, as well as construction/implementation funding. While the number and scope of projects vary from year to year, annual
investment will be generally consistent between 2026-2035.
Native habitat projects take between 3-10 years to establish and stabilize, depending on scale and focus. During this period, projects benefit from
support ranging from soil amendments to replanting of challenging areas. Previous CCIP funding of NIC dedicated $500,000 (2026-2030) to support
operating costs over five years following construction and implementation. For 2026-2035, operating costs will be addressed by the capial tax
annual allocations.
$3,500,000 New Capital Tax Funding: $3,000,000
ENV 3 - Expand, restore and maintain the Natural Areas land portfolio to improve habitat conditions across the community and
ensure equitable access to nature
As Fort Collins grows, Nature in the City (NIC) projects provide opportunities for people to interact with and become stewards of their surrounding
environment. NIC projects build familiarity with and acceptance of native plantings and naturalized landscapes, with each project helping bring
nature closer to the places our community lives, works, learns, and plays. These projects increase wildlife values by creating stronger connectivity
between larger patches of urban habitat, such as natural areas and City parks. By funding both internal City efforts and public/private partnerships,
the community integrates diverse, native landscapes from the center of Fort Collins to the edges of the Growth Management Area. City-led projects
typically address the need to replace existing, resource-intensive and low habitat value landscapes with more diverse and efficient landscapes
that help demonstrate how the City organization is working to achieve the same standards being asked of the community. Community-led projects
support efforts to extend naturalized landscapes throughout the community. Nature in the City supports numerous current City plans including:
2024 Strategic Plan, City Plan, Our Climate Future, and the Natural Areas Urban Zone Plan, as well as the forthcoming Water Efficiency Plan and
Natural Areas Strategic Framework.
Project Funding Source 10 year total
19Page 49
Item 2.
Quarter Cent Capital Tax - Project Summary
Project Title:Timberline Recycling Center Improvements
Previous Capital Tax Funding:
Streets Department Project Location: 1903 S. Timberline Rd.
Environmental Health Type:New and Repair/Replace
Streets Department
1. Site changes to increase safety: $313,908
-Installation of a Fire Hydrant.
2. Additional site improvements to provide a restroom $667,275.00
-Provide a heated vault style restroom with running water and flushing toilets.
-Installation of a Water Meter.
-Installation of restroom may be less expensive if fire hydrant/water line is installed with site improvement.
Site designs for the requested improvements have been completed. Timeline for project completion will depend on several factors, including
permitting, procurement, contractor availability, and seasonal construction constraints.
$0 New Capital Tax Funding: $1,000,000
ENV 1 - Implement Our Climate Future to advance the City's greenhouse gas, energy and waste goals; reduce air pollution; and
improve community resilience
The Timberline Recycling Center (TRC) is a well-utilized community resource and hub of recycling in Fort Collins. Our City’s waste diversion efforts
rely on both innovative recycling solutions and the infrastructure to support them. The Timberline Recycling Center, experiences high utilization,
a fire hydrant to enhance safety around flammable materials and a restroom facility to improve accessibility for both customers and on-site staff.
These enhancements will create a safer and more customer focused experience for residents.
By investing in improved infrastructure, these enhancements will reinforce Fort Collins role as a steward of waste diversion and sustainability.
Strengthening recycling operations will not only advance the City’s Zero Waste goals but also create a more resilient, cost-effective, and
environmentally responsible waste management system for the future.
Project Funding Source 10 year total
20Page 50
Item 2.
Headline Copy Goes Here
Ginny Sawyer -Lead Policy and Project Manager
Dean Klinger, Community Services Director
Joe Wimmer –Utilities Finance Director
Capital Sales Tax ¼-
cent Renewal
Council Finance Committee
May 27, 2025
Page 51
Item 2.
Headline Copy Goes Here
2
Direction Sought
What questions do Councilmembers have regarding current
proposed projects and package?01
What additional information or changes do Councilmembers
need prior to bringing forward ballot language?02
Page 52
Item 2.
Headline Copy Goes Here
3
Renewal Timeline
2024 Q1 2025 Q2-Q3 2025 Q4-2025
›November ballot›Begin Public Outreach and
Engagement
›Refinement of all projects
and Programs
Council Touchpoints:
›March CFC
›Start to finalize total
package
›Continue outreach
Council touchpoints:
›May 27, work session
›July 8, work session
›July 15 or August 19 Ballot
referral
›Begin package
Development
›February Work Session
›March CFC
›April Work Session
›July CFC
›October CFC
›November Work Session
Page 53
Item 2.
Headline Copy Goes Here
4
Capital Tax –Successful Project Package
Asset
Management &
Master Plans
Council
Priorities
Community
Appeal
Page 54
Item 2.
Headline Copy Goes Here
2026-2035
Proposed Projects
5
Page 55
Item 2.
Headline Copy Goes Here
6
Totals & Summary
¼ Cent Tax Revenue
•$11M annual revenue (2024)
•$110M total revenue 2026-2035 (2024)
Draft Project Package
•$103M total projects (2024)
Chart represents draft package ($103M) Page 56
Item 2.
Headline Copy Goes Here
7
Comprehensive Project List
Parks &
Recreation
•Community Bike Park
•Downtown Parks Shop
•Lee Martinez Farm
Renovation
•Mulberry Pool
Recreational Replacement
•Pickleball Complex &
Courts (outdoor)
Active Modes
•Bike Infrastructure
and Overpass/
Underpasses
•Pedestrian
Sidewalk Program
•Recreational
Paved Trails
Program
Zero Waste
Infrastructure
•Timberline Recycling
Center
Improvements
•Construction Waste
Diversion Equipment
Housing
•Affordable
Housing Capital
Fund
Culture
•Children’s
Garden and
Event
Infrastructure
•Historic Trolley
Building
Renovation
Transit
•Transfort Bus
Replacement & Stop
Enhancements
Nature & River
•Poudre River North –
Access, Parks &
Trails
•Nature in the City
Mobility/Safety
•Arterial Intersection
Improvement &
Streetscape
Program
Page 57
Item 2.
Headline Copy Goes HereOngoing Capital Programs-Transportation/Engineering
8
Arterial Intersection Improvement Program $12M
•Shields and Prospect Intersection Improvements
•Shields and Horsetooth Intersection Improvements
•Drake and Lemay Intersection Improvements
•College and Drake Intersection Improvements
•Shields, Taft Hill, and N. Timberline Corridors
•At least one streetscape project
Bicycle Infrastructure & Overpass/Underpass
Program $11M
•Numerous bike lane and safe route to School projects
•Potential grade separated crossings:
•Power Trail connection to Caribou Drive
•Power Trail connection to Nancy Gray Drive
•Linden Street and Poudre River Trail
Page 58
Item 2.
Headline Copy Goes Here
9
Pedestrian Sidewalk Program $14M
•Funding for construction of missing and ADA deficient sidewalks.
•Provides approximately 1.5 to 2 miles of new sidewalk per year.
•Priority is given to areas near schools to advance the Safe Routes to
School Program.
Transfort Bus Replacement & Stop Enhancements $3M
•Approximately 150 bus stops will need replacement and updated
amenities over the next 10 years.
•At least 30 buses, including eight articulated MAX buses, reach
•the end of useful life in the next 10 years. The previous 10-year
capital tax funded $3M towards Transfort’s local match to leverage
$12M in federal funds.
Recreational Paved Trails $2.5M
•Paved trails cost approximately $1 million per linear mile to build.
•Additional annual funding through the capital tax will leverage
Conservation Trust Funds and expedite Strategic Trail Plan
implementation.
Ongoing Capital Programs-Transportation/Engineering
Page 59
Item 2.
Headline Copy Goes Here
10
Funding Background
Program 2005-2015 2016-2025 2026-2035
Arterials
Streetscape
Road Projects
Bikes
Intersections & Traffic Signals $11M
Timberline Rd $5M
Harmony Rd $4M
Bike Implementation $1M
Pedestrian Plan $3M
North College Ave $4M
Transit Replacement $900k
Arterials $6M
Bike Infrastructure $5M
Bike/Ped Crossing $6M
Bus Stops $1M
Lincoln Ave Bridge $5.3M
Linden St $3M
Pedestrian Program $14M
Bus replacement $2M
Willow Street $3M
Arterials & Streetscapes $12M
($18M)
Bike Infrastructure & Crossings $11
($20M)
Pedestrian Program $14 ($16M)
Bus Stops & Bus replacement $3M
($6M)
Strategic Trails $10M $2.5 ($10M)
$29M $45M $42.5M ($70M requested)
Page 60
Item 2.
Headline Copy Goes HereHousing
11
Affordable Housing Capital Fund $10M
•Revolving Loan Fund start-up
•Bonding against the sales tax to create
$7.5M in available funds
Page 61
Item 2.
Headline Copy Goes Here
12
Funding Background
Program 2005-2015 2016-2025 2026-2035
Housing Affordable Housing Fund $4M Affordable Housing Fund $10M
$0M $4M $10M ($10M requested)
Page 62
Item 2.
Headline Copy Goes HereParks & Recreation
13
Mulberry Pool Recreational
Replacement $10M
Outdoor Pickleball Courts $4M
Dog Parks $0M
Community Bike Park $5M
Lee Martinez Farm Renovation
and Expansion $1M
Downtown Parks Shop $7.9M
Page 63
Item 2.
Headline Copy Goes HereCultural Amenities
14
Children’s Garden and Event Infrastructure Upgrades
$1.3M
•A comprehensive renovation will rejuvenate the space to better
align with current learning theory, and to address drainage and
maintenance issues.
Downtown Trolley Building $6.8M
Building has been identified in the Downtown Masterplan as
asset for community centered use
•Currently houses object artifact collection and other
storage
Page 64
Item 2.
Headline Copy Goes Here
15
Funding Background
Program 2005-2015 2016-2025 2026-2035
Parks &
Culture
Lincoln Center $5M
Park Upgrades $1.5M
Senior Center $4M
MOD $6M
Carnegie $1.7M
SECC $14M
White Water Park $4M
Gardens $2M
Club Tico $250k
Mulberry Pool $10M ($10M)
Dog Parks $0 ($2.5)
Pickleball $4M ($4M)
Bike Park $5M ($5M)
Lee Martinez $1M ($1M)
Parks Shop $8M ($8)
Trolley Barn $7M ($7M)
Gardens $1.3M ($5.5M)
$16.5M $24M $36.3M ($43M requested)
Page 65
Item 2.
Headline Copy Goes Here
16
Nature and Environment
River/Accessibility Projects $8M
•Looking at Lee Martinez and Legacy Park area to College
•Focus on access for neighborhoods north of the river and river health –expanded
scope to include Hickory Trail and Soft Gold Park
Timberline Recycling Center Improvements $1M –reduced due to grant funding
•ADA accessibility through ramps and walkways.
•Expanded access to recycling bins to meet demand.
Construction Waste Diversion Equipment Replacement: $2.2M
•Five pieces of heavy machinery that support the Crushing and Recycling Facility.
•In 2023, this facility processed approximately 138,000 tons of concrete and asphalt for
reuse and diverting this material from the landfill.
Nature in the City (NIC): $3M
•City-led projects replace existing, resource-intensive and low habitat value
landscapes with more diverse and efficient landscapes.
•Community-led projects support efforts to extend naturalized landscapes throughout
the community. Page 66
Item 2.
Headline Copy Goes Here
17
Funding Background
Program 2005-2015 2016-2025 2026-2035
River &
Environment
Nature in the City Fund $3M River Accessibility $8M ($8M)
Timberline Recycling Improvements $1M
Waste Diversion Equipment $2.2M ($2.2M)
Nature in the City $3M ($3M)
$0M $3M $14.2M ($14.2M requested)
Page 67
Item 2.
Headline Copy Goes Here
18
Draft Project Package
Project Name 10-yr total (2024$)
Pedestrian Sidewalk Program 14,000
Arterial Intersection Improvement & Streetscapes Program 12,000
Bicycle Infrastructure & Overpass/Underpass Program 11,000
Affordable Housing Capital Fund 10,000
Mulberry Pool Recreational Replacement 10,000
Poudre River North -Access, Parks, and Trails 8,000
Downtown Park Shop 7,900
Historic Trolley Building Renovation 6,800
Community Bike Park 5,000
Pickleball Outdoor Complex & Courts 4,000
Nature in the City 3,000
Transfort Bus Replacement & Stop Enhancements 3,000
Recreational Paved Trails 2,500
Construction Waste Diversion Equipment 2,200
Gardens on Spring Creek -Garden & Infrastructure 1,300
Lee Martinez Farm Renovation & Expansion 1,000
Timberline Recycling Center Improvements 1,000
Total $ 102,700 Page 68
Item 2.
Headline Copy Goes HereNext Steps
19
•Finalize package
•Refer to 2025 ballot
Page 69
Item 2.
Headline Copy Goes Here
20
Direction Sought
What questions do Councilmembers have regarding current
proposed projects and package?01
What additional information or changes do Councilmembers
need prior to bringing forward ballot language?02
Page 70
Item 2.
File Attachments for Item:
3. Council Priority: Pursue an Integrated Approach to Economic Health
The purpose of this work session is to provide a comprehensive update on Council Priority #3:
Pursue an Integrated, Intentional Approach to Economic Health. The update includes 2024
accomplishments, 2025 work plan highlights and discussion of emerging challenges, strategic
alignment and opportunities to strengthen the City’s role in supporting economic resilience and
inclusive prosperity.
Economic health in Fort Collins is not the responsibility of a single department or sector. It is the
result of strong relationships, collaborative governance, intentional strategy and sustained
investment. As the city navigates a rapidly changing environment shaped by workforce
transitions, technological disruption, climate policy and affordability pressures, this Council
Priority serves as a critical framework to ensure the local economy delivers tangible benefits to
the entire community.
Staff will provide an overview of the City’s integrated approach and preview how cross-sector
efforts are supporting a healthy, equitable and resilient economy. Council feedback will help
shape future direction and inform prioritization, policy development and resource allocation
through the remainder of 2025 and beyond.
Page 71
City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 7
May 27, 2025
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
SeonAh Kendall, Director, Economic Sustainability
Jacob Castillo, Chief Sustainability Officer
Tyler Menzales, Sr. Manager, Economic Sustainability
SUBJECT FOR DISCUSSION
Council Priority: Pursue an Integrated Approach to Economic Health
EXECUTIVE SUMMARY
The purpose of this work session is to provide a comprehensive update on Council Priority #3: Pursue
an Integrated, Intentional Approach to Economic Health. The update includes 2024 accomplishments,
2025 work plan highlights and discussion of emerging challenges, strategic alignment and opportunities
to strengthen the City’s role in supporting economic resilience and inclusive prosperity.
Economic health in Fort Collins is not the responsibility of a single department or sector. It is the result of
strong relationships, collaborative governance, intentional strategy and sustained investment. As the city
navigates a rapidly changing environment shaped by workforce transitions, technological disruption,
climate policy and affordability pressures, this Council Priority serves as a critical framework to ensure
the local economy delivers tangible benefits to the entire community.
Staff will provide an overview of the City’s integrated approach and preview how cross-sector efforts are
supporting a healthy, equitable and resilient economy. Council feedback will help shape future direction
and inform prioritization, policy development and resource allocation through the remainder of 2025 a nd
beyond.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Are there other things Council is hearing from the community about the economic health of Fort Collins
that we should be considering?
2. Does the work plan align with Council expectations?
3. What additional strategies would Council like staff to explore?
Page 72
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 2 of 7
BACKGROUND / DISCUSSION
Economic Health: Why It Matters
A thriving, resilient economy supports every aspect of life in Fort Collins—from affordability and opportunity
to innovation and sustainability. Economic health, however, does not occur by accident. It requires
intentionality: engaging a broad spectrum of businesses and workers, addressing systemic barriers, and
adapting to evolving realities. This Council Priority reflects the belief that inclusive prosperity cannot be
siloed; it requires collaboration, shared accountability and long-term thinking.
While many communities focus either on small and Main Street businesses or on primary employers, Fort
Collins recognizes the importance of supporting both. Small businesses are essential to the city’s identity,
innovation and job creation. Primary employers, meanwhile, generate significant economic output, bring
new dollars into the community and play a critical role in advancing clean tech and bioscience goals.
Staff have been tasked with five strategic priorities:
1. Expand Business Retention and Expansion Program to Include Attraction (BREA)
Business attraction efforts are focused on growing sectors that align with Fort Collins’ values —not on
driving population growth for its own sake. The City targets companies in clean tech, biosciences and other
innovation industries that offer high-wage jobs, support economic mobility and invest in sustainability.
Headquarter Visits
Two visits planned in 2025 with companies headquartered outside Fort Collins
Focus on nurturing relationships, identifying opportunities for collaboration and alignment, exploring
expansion potential and addressing long-term risk factors
SelectUSA Representation
Invited by the State of Colorado to represent Fort Collins at the 2025 SelectUSA Investment Summit
Focused meetings scheduled with site selectors in clean tech and bioscience
Shared Business Visits
Proactive, coordinated outreach and engagement to minimize fatigue and maximize value.
Ongoing collaboration with the Fort Collins Area Chamber, Larimer County Economic & Workforce
Development, Fort Collins Utilities, Sales Tax and City Manager’s Office.
Economic Roundtable
Quarterly convening of business leaders co-facilitated by the Fort Collins Area Chamber, Larimer
County Economic and Workforce Development, and the City’s Economic Health Office
Enables two-way communication to support open dialogue, shared understanding and informed
decision-making
Northern Colorado Regional Economic Development Initiative (NoCO REDI) Marketing Strategy
Regional collaboration among economic developers to share insights and address common
challenges
Page 73
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 3 of 7
City staff supporting a shared Northern Colorado brand that highlights regional advantages while
honoring local identity
Aligning with Colorado Office of Economic Development & International Trade (OEDIT).
Strengthened relationships help ensure OEDIT’s efforts reflect Fort Collins’ economy, priorities and
community ethos
Supports alignment between state-led attraction efforts and local business needs
2. Understand Barriers to Business to Support Small Businesses
This work supports small businesses by improving access to resources and creating systems that are clear
and easy to navigate. The goal is to ensure every entrepreneur knows where to go for help —and can get
it without unnecessary hurdles.
Barriers to Business Study
Partnered with the Institute for Justice / Cities Work to study Fort Collins’ business-friendliness
Focused on City processes, including research, benchmarking and stakeholder interviews
Recommendations will aim to simplify, expedite and reduce the cost of doing business
Findings expected by the end of Q2
Policy and Structural Shifts for a Good Business Environment
Advocate for land use policies that increase predictability, reduce costs and streamline processes
for small businesses
Ensure internal code enforcement practices reflect real-world small business experiences by
elevating their voices in implementation conversations
Collaborate with Transportation Planning to embed economic vitality into all project planning and
execution
Collaborating with Sales Tax, Building, Planning and Zoning to ensure businesses understand and
meet certificate of occupancy requirements during the licensing process, improving compliance
and reducing future issues
NOCOBiz Connect (NBC)
NOCOBiz Connect empowers businesses through resources, free technical assistance, education
and networking aligned with climate action, equity and economic priorities.
In 2024, engaged 306 businesses - 78 of which actively participated - and conducted 20
sustainability assessments.
Hosted 16 events with 483 attendees and reached 937 additional individuals through outreach
Developed a Triple Bottom Line resource database with over 152 listings.
Now expanding to Wellington and Berthoud through a new partnership with Larimer County to
provide place-based, bilingual support for sustainable local business growth.
Small Business Outreach and City Manager’s Office Visits
Page 74
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 4 of 7
The Multicultural Business and Entrepreneurship Center (MBEC) continues to support the most
underrepresented and underserved businesses in navigating the complex business startup world
and has expanded to include Business Retention and Expansion to support Fort Collins small
business community.
The Economic Health Office facilitates visits with the City Manager’s Office to reinforce consistent
Citywide support for small businesses.
Capital Projects
Provide proactive support to small businesses affected by City infrastructure and safety projects to
safeguard business continuity and minimize disruption during major capital construction
Collaborate with City Transportation Planning to ensure current and future economic vitality is a
core consideration in all project planning and implementation
Place-Based Assessment
Work with Planning to create opportunities to continue to support the most relevant Place-Based
Assessment Findings
Code changes that reduce barriers to commercial, mixed-use and multi-unit residential
development are likely to be most impactful in areas of Fort Collins where markets are strongest.
In areas with average and weaker markets, public/private partnerships and next level planning may
be needed to encourage significant change.
Community Kitchen
Business engagement and MBEC client feedback revealed strong demand for a commercial
kitchen and/or commissary space
Options are currently limited and cost-prohibitive
The Economic Health Office is exploring a partnership with Denver-based Mi Casa to assess the
viability of a City-run commercial kitchen with incubator or accelerator programming
Procurement Initiative
Partnered with Larimer County Economic and Workforce Development and the New Growth
Innovation Network (NGIN) to explore equitable procurement practices
The initiative is being adopted at the County level; City staff have paused pursuit pending internal
support and direction
Emergency Preparedness Toolkit
Collaborating with Emergency Preparedness staff to develop a toolkit specifically for businesses
Designed to help businesses prepare for and respond to disruptions that could impact economic
stability
3. Utilizing Business Data and Research in Policy and Business
This work focuses on leveraging available economic data to support business retention, expansion and
attraction efforts. It also informs policy decisions, improves efficiency, supports resource allocation and
identifies emerging challenges and opportunities across the Fort Collins economy.
Page 75
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 5 of 7
Job Quality Access Tool:
Developed in partnership with TIP Strategies
Maps access to high-quality jobs by income, race/ethnicity and geography
Beta version expected in Q3 2025
Regional Labor Force Update:
Produced in collaboration with the Fort Collins Area Chamber of Commerce and Larimer and Weld
County partners
First update since 2017
Includes labor participation trends, wage growth and skills gaps
Intended to guide future workforce strategy and initiatives
Regional Business Climate Survey
Co-leads regional data initiatives through the NoCO REDI network
Includes business surveys, updated economic profiles and regional marketing materials
Compiles and reports on the Larimer and Weld County business climate twice per year
Retail Analysis
Leading a citywide retail analysis to support data-informed policy guidance
Aims to align economic development goals with other strategic initiatives such as the 15-Minute City
concept
Enhances cross-departmental coordination to ensure outcome-driven implementation
Labor Force Dashboard
Supporting the Recovery team in the creation of a labor force dashboard
Aggregates commonly requested metrics for Fort Collins, Larimer County and the U.S.
Provides a shared data resource for City staff to reference and communicate consistently
4. Support and Accelerate Workforce Training Programs
We partner with workforce agencies and industry to fill skills gaps, promote economic mobility, and ensure
workers can access quality jobs.
LIGHTR Grant (2024)
$50,000 available to small businesses; $36,000 awarded to-date
50+ employees trained in a broad swath of industries (Welders, general contractors, counselors, event
venue, salon)
Administered jointly with Larimer County Economic and Workforce Development
Page 76
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 6 of 7
Sector Partnerships
Active support for healthcare, hospitality, construction, clean energy, and bioscience.
Participation in monthly convenings to match training to employer demand.
NoCo Works
Continued development of one-stop regional workforce website.
SourceLink platform soft-launched in Q2 2025.
5. Coordinate and Leverage Economic Opportunities in Innovation
We are actively positioning Fort Collins as a hub for mission-driven innovation, with a focus on sectors that
create good jobs and solve real problems.
NoCo BioComm:
Regularly convenes over 50 stakeholders in the bioscience sector
Group skews younger and includes increased gender and cultural diversity
Innovation Ecosystem Partnerships:
Collaborates regularly with regional partners including Colorado State University (CSU), CSU Strata,
Innosphere Ventures, OEDIT and the Colorado Bioscience Association
Pursues joint grant proposals and shared infrastructure efforts, including the Circular Economy
Collaboratory, NSF Colorado-Wyoming Climate Resilience Engine and EDA-designated Quantum
Tech Hubs
Federal & State Investment:
Supporting implementation of the NSF Colorado-Wyoming Engine with a focus on workforce readiness
and alignment
Exploring Department of Energy and Environmental Protection Agency climate-tech funding
opportunities aligned with Our Climate Future
Our Climate Future Integration:
Leveraging innovation as a tool to achieve sustainability, climate and equity goals
Aligning City investments with long-term economic opportunity outcomes
Monitoring & Curiosities
Staff are actively tracking key indicators and community sentiments that may influence the local economy
and require adaptive responses.
Sales and Use Tax Revenue:
Observing year-over-year softening across multiple categories, particularly in retail and hospitality
Anecdotal reports suggest consumer pullback tied to inflation and rising costs of living
Page 77
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 7 of 7
Federal and State Policy Shifts:
Monitoring changes in trade, labor and environmental regulations that may affect key industries
Anticipating potential impacts from proposed tax credit programs and federal funding opportunities
Business Owner Mental Health & Burnout:
Reports from resource partners and BRE visits indicate elevated levels of fatigue, stress and anxiety
among small business owners
Challenges are particularly acute for owners managing complex regulations, staffing shortages and
ongoing economic uncertainty
Restaurant Sector Profit Margins:
Industry benchmarks and local reports show average margins hovering around 2%, raising concerns
about long-term viability
Businesses cite rising food costs, labor expenses and customer price sensitivity as top challenges
Questions of Economic Confidence and Community Morale:
Increasing feedback from business owners and residents questioning whether Fort Collins remains a
place where entrepreneurship and innovation are truly accessible
MBEC appointments have slowed, suggesting hesitation among entrepreneurs to launch or grow
businesses in the current climate
Staff are exploring ways to better highlight success stories and celebrate business resilience to help
foster optimism and a shared sense of purpose
NEXT STEPS
Staff will continue implementing the 2025 Economic Health work plan while refining performance measures
and deepening partnerships with community and regional stakeholders. Several strategic initiatives -
including the Job Quality Access Tool, labor force analysis, and entrepreneurial ecosystem improvements
- will deliver key insights to inform policy and investment decisions later this year.
Staff will also support cross-departmental efforts to align economic health with broader City goals related
to land use, climate action, equity, and infrastructure. Council feedback from this session will guide
prioritization and resource alignment through the remainder of 2025.
ATTACHMENTS
1. Economic Health Strategic Plan
2. Presentation
Page 78
Item 3.
ECONOMIC HEALTH
STRATEGIC PLAN
2023
Page 79
Item 3.
2 Economic Health Strategic Plan
INTRODUCTION
Language matters. The importance of language is
critical when discussing race, ethnicity, gender, sexual
orientation, and gender identity. In this context, the
usage of the terms like “BIPOC” (Black, Indigenous,
and People of Color) is more descriptive than people
of color while also acknowledging that people of color
face varying types of discrimination and prejudice.
Although terms like “marginalized” and “minority”
might be factually correct, it lacks the people-first
approach, while also carrying a suggestion of being
“less than.” A “people-first” approach acknowledges
that every individual and community is unique, diverse,
and with different lived experiences that contribute to
our community. Our intention is not to be exclusionary
or label but to acknowledge the disparities, systemic
racism, and prejudices that BIPOC and women have
historically endured.
Fort Collins is at a time of transformation and can no
longer rest on our laurels and take for granted the
unique reasons people choose to live and/or work
here. In recent decades, Fort Collins experienced
steady population growth, while business and
household income growth lagged. Strategic plans are
meant to be forward looking, while also underpinning
resiliency. Fort Collins has not been immune to impacts
from climate change, COVID-19, political divide, and
racial injustice.
There is no one-size-fits-all approach, and as we look
to the future, Fort Collins’ economic health strategy
must be a pragmatic, people-centered approach
grounded in economic competitiveness, racial equity,
and climate action. We will NOT achieve racial
and social equity or climate action goals without
economic inclusion and growth. AND that growth
will be neither as robust nor as durable without
understanding the impacts of affordable housing,
childcare, air quality, and climate emergency on our
community. Strategic, intentional management of
projected growth that is economically prosperous,
socially equitable, and environmentally sustainable
can be achieved. Why the words “strategic, intentional
management of projected growth?” As mentioned
above, Fort Collins has experienced steady population
and job growth, while businesses and household
income growth have lagged. A vibrant economy is
the result of deliberate choices and actions that aims
to improve the economic well-being (through quality
jobs, safe and stable housing, support of startups to
legacy-owned businesses, etc.) and quality of life for
our community.
Although this plan cannot address every economic
challenge facing Fort Collins, by leading with a
people-centered approach, it can position Fort Collins
residents and businesses for a more resilient and
prosperous future.
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Item 3.
City of Fort Collins 2023 3
THE UPDATED ECONOMIC HEALTH
STRATEGIC PLAN AIMS TO:
1. Redesign economic health to positively address
environmental, social, and economic resilience
within Fort Collins.
2. Evaluate and develop a “both/and” approach to
supporting Main Street businesses (locally owned
that provides goods and services in Fort Collins)
and Primary Employers (businesses that generate
over half their revenue from outside the City and
bring new dollars into the community).
3. Assist in the development, access, and resilience
of specific programs to support historically
underserved businesses in the community
(such as BIPOC, women, low-income, and
veteran-owned).
4. Redefine the City’s role in supporting workforce
development that supports diverse job
opportunities for the community.
5. Reaffirm the City’s commitment to equity and
inclusion leading with race and applying it to
economic resilience.
6. Champion the role of innovation in designing
and scaling solutions to address local and global
challenges and opportunities in climate and life
sciences.
VISION STATEMENT
Fort Collins is a healthy, equitable, and resilient community where people and businesses can thrive.
GUIDING PRINCIPLES
The guiding principles play a vital role throughout
the plan, ensuring alignment with values and vision,
aiding decision making, and maintaining consistency
and accountability. Each of the outcome areas in the
plan is directly linked to one of the guiding principles,
establishing them as the plan’s foundation. This
approach ensures that all actions and direction taken
are purposeful, consistent, and in line with long-term
success.
• Sustainability - Enhance the social, economic
and environmental resiliency of our community,
and the City organization, for present and future
generations. Where opportunities for all to
participate in the success of our economy, to
act to address the needs of our most vulnerable
community members, to prepare for disruptive
events and to mitigate our impacts on the
environment.1 Where everyone can afford to live
and work in Fort Collins, ensuring good quality jobs,
education for the future, and housing affordability.
• Community Belonging - Create a sense of belonging
and inclusion, integrating principles of diversity,
equity, inclusion, and access (DEIA) to support
the retention of diverse talent, as well as small
businesses that make our community uniquely Fort
Collins. We strive to provide equitable access to
opportunities, services and resources, and to create
an inclusive environment for all members of our
community.1
• Adaptation - Ability to learn, prepare for
uncertainties, act responsively and move forward
with resilience toward recovery and renewal.
1 Fort Collins City Plan, 2019
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Item 3.
4 Economic Health Strategic Plan
FIVE-YEAR SMART GOALS
RESILIENCY
The Our Climate Future Plan defines
resiliency as the capacity to prepare
our human and natural systems to
respond and adapt to changes and
disruptions of various scales that
affect our ability to thrive. Taking
that one step further for this body
of work, the Economic Development
Administration defines economic
resilience as the ability to bounce
back from shock, disruption, or stress.
BACKGROUND
The Economic Health Strategic Plan intersects with
and takes inspiration from existing City of Fort Collins
community plans:
• Resilient Recovery Plan – a community plan to
guide long-term response and rebuilding from the
COVID-19 pandemic.
• Fort Collins City Plan – comprehensive plan that
guides how the community will grow and travel in
the next 10-20 years.
• Our Climate Future – a plan to simultaneously
address climate, energy, and waste goals while
improving our community’s equity and resilience.
• Housing Strategic Plan – a vision that everyone in
Fort Collins has healthy, stable, housing they can
afford.
• Equity and Inclusion Plan – a plan to address
and further embed equity and inclusion into City
processes and projects.
People success and business success is community
success, there is not either/or in this scenario. We
envision a place where our community has economic
choice for upward mobility and wealth generation to
create a resilient, sustainable future. With these factors
in mind, we have identified fundamental goals.
These goals serve as the plan’s fundamental,
overarching outcomes the Economic Health Strategic
Plan hopes to achieve. All focus areas in the plan are
designed to contribute to the achievement of these
central goals. In essence, the focus areas are like the
building blocks that collectively work towards realizing
these four fundamental SMART (specific, measurable,
achievable, relevant, time-bound) goals:
Goal 1: Increase business owner representation to
match Fort Collins metropolitan statistical
area demographics.
Goal 2: Increase overall business survivability longer
than five years from 45% to 50%.
Goal 3: Add 1,800 new jobs in targeted, traded sectors
(e.g. life science and climate technology).
Goal 4: Increase representation in employment within
targeted, traded sectors (e.g. life science and
climate technology).
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Item 3.
City of Fort Collins 2023 5
WHY A REVISIT?
Prior to this plan, the City focused on business
retention and expansion (BRE) of primary employers,
as well as incubation efforts (previously known
as “Grow Your Own” in the 2015 Economic Health
Strategic Plan) through partnerships with Larimer
Small Business Development Center, the Fort Collins
Area Chamber of Commerce, Downtown Development
Authority, Downtown Creative District, Visit Fort
Collins, and Innosphere Ventures. In recent years, the
Multicultural Business & Entrepreneur Center (MBEC)
was developed to provide multilingual business
support for our entrepreneurs and small businesses.
We cannot turn a blind eye to the fact that other
communities’ strategy is to attract Fort Collins
companies to their community because of the benefits
these primary employers provide (good quality jobs,
capital investments to their business and community,
tax base, community support). Eighty percent of new
jobs and capital investments come from companies
that already exist in the community. However, in order
to meet community goals such as those around circular
economy in Fort Collins, we must be intentional in a
plan to market and support supply chain businesses
and partners that would benefit from existing Fort
Collins businesses waste and byproducts for reuse
and a sharing economy. This is not about incentivizing
companies to Fort Collins but shaping our economic
resilience by intentionally sharing and aligning our
community values and goals with new businesses
exploring locations.
TIMELINE OF EHO AND ADOPTION OF THE ECONOMIC HEALTH STRATEGIC PLANS
Resolution 2004-006
established Economic
Vitality & Sustainability
Action Group
Resolution 2006-097
Economic Action Plan
Resolution 2011-015 City
Plan Revisions - Principles
and Policies related to
Economic Health
Ordinance No. 149
2011 establishment of
Sustainability Service Area
Resolution 2012-044
Economic Health
Strategic Plan
Resolution 2015-059
Updated 2015 Economic
Health Strategic Plan
Resolution 2023-111
2023 Economic Health
Strategic Plan
2006 Vision
A healthy economy
reflecting the values of
our unique community in
a changing world.
2015 Vision
Promote a healthy,
sustainable economy
reflecting community values.
2012 Vision
Fort Collins: Crafting a dynamic
culture of innovation and
stewardship to cultivate quality
of place and economic health.
2023 Vision
Fort Collins is a healthy,
equitable and resilient
community where people
and businesses can thrive.
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Item 3.
6 Economic Health Strategic Plan
FOCUS AREAS
Each outcome tied to these objectives has significance
in ensuring a healthy, equitable, and resilient Fort
Collins economy:
• Approach Business Retention, Expansion and
Attraction Thoughtfully, helping targeted Primary
Employers stay and grow in Fort Collins while
ensuring community-wide economic stability and
employment opportunities;
• Ensure Small Businesses Thrive, supporting our
vital “Main Street” businesses contribute to both
the character and economic resilience of Fort
Collins;
• Support Talent and Workforce, ensuring all
businesses have access to good talent and people,
while community members have access to good
jobs and employers; and
• Re-position Innovation, fostering the life science
and climate tech cluster ecosystems while
championing sustainable businesses and a local
circular economy.
These four focus areas exist because a healthy
economy is interconnected and cannot be achieved
in a silo. Uniquely Fort Collins Main Street businesses
need Primary Employer companies to bring new
dollars into a community, to employ locally and spend
disposable income with them. Primary employers
need main street businesses, not only for their local
consumer goods and services, but also for the culture
of community it creates. A community is built on sales
and property tax dollars that fund local amenities in
the natural and built environment, which becomes part
of the Fort Collins brag book to help recruit and retain
a strong community and workforce. The cycle cannot
be robust if the focus is one over the other; Main Street
and Primary Employer businesses working together
enhances the local community.
The full ecosystem of a healthy economy includes
a healthy mix of Primary Employer and Main Street
businesses, no matter the size.
Entrepreneurship, business ownership, and home
ownership have a direct link to wealth creation
and generational wealth distribution. With recent
growth causing more apparent housing insecurity,
homeownership slips further out of reach, causing
the opportunity for wealth building through
homeownership to also slip further away. This leads us
to look to entrepreneurship and business ownership as
a viable opportunity for community members to build
generational wealth.
GENERATIONAL WEALTH—any kind of asset that is passed down from one generation to the next. This includes
cash, investments such as stocks, bonds, real estate, and businesses.
With that said, many business owners, especially BIPOC and women business owners, personally finance their endeavors.
With little to start with in the first place, launching a business can be harder than for white entrepreneurs in our community.
The typical white family has eight times the wealth of the typical Black family and five times the wealth of the typical
Hispanic family.2 The aggregate low levels of wealth among Black and Hispanic populations not only diminished their ability
to self-invest but limited their appeal to funders.3 Additionally, even with the passing of the Women’s Business Ownership
Act of 1988, obtaining funding can be challenging for women entrepreneurs. They are lower credit risks than man, yet
typically are approved for smaller amounts and charged more.
These acknowledgements help guide economic development in Fort Collins to the holistic approach including identifying
systematic barriers such as access to resources (information, funding, human and social capital, etc.).
2 Federal Reserve, Survey of Consumer Finances 2022
3 Federal Reserve, Survey of Consumer Finances 2022
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Item 3.
City of Fort Collins 2023 7
exports
imports
THE CONNECTIONS BETWEEN BUSINESS & COMMUNITY
IN FORT COLLINS, CO
PROPERTY
+
SALES TAX
PRIMARY EMPLOYERS
or
“TRADED SECTORS”
MAIN STREET
BUSINESSES
COMMUNITY ASSETS
GOOD QUALITY OF LIFE
JOBS
SALARY
BRINGS TALENT AND
COMPANIES TO FOCO
GOODS
+
SERVICES
schools, roads, parks + natural
areas, culture + arts
charitable
giving
retail, resturants,
and services
PRIMARY EMPLOYERS or “TRADED SECTORS” are companies that primarily focus on exporting the
majority of their goods and services outside the local economy. These businesses can include manufacturers, software
developers, marketing firms, tech start-ups, etc.
MAIN STREET BUSINESSES are typically small businesses whose primary customer base is local, and they
predominantly serve the needs of the local community. These businesses can include retail stores, restaurants, dryer
cleaners, salons, auto-shops, etc.
FIGURE 1: PRIMARY EMPLOYERS AND SMALL BUSINESS CONTRIBUTION
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Item 3.
8 Economic Health Strategic Plan
ENGAGEMENT SUMMARY
METHODOLOGY
Over seven months, the Economic Health Office and its
consultant, Hickey Global conducted Interviews, small
group discussions, launched an online questionnaire,
and engaged community members at two large public
events.
• Interviews: Conducted by both Hickey Global and
the Economic Health Office. These consisted of
1-on-1 interviews with business proprietors and
leaders in Fort Collins, involving individuals who
spoke English and Spanish.
• Small Group Discussions: Three virtual events
featuring small businesses, employers, solopreneurs,
and business partner organizations.
• Questionnaire: 54 responses
• Community Events: The Economic Health Office
hosted an outreach table at the Lagoon Concert
Series and Bike-to-Work Day. In total, Economic
Health spoke with 265 event attendees.
It is also important to note that two other plans
were taken into consideration that also saw heavy
outreach and engagement in the last two years. The
Economic Recovery Strategy from Reignite Northern
Colorado in 2021 and the City of Fort Collins Resilient
Recovery Plan 2022 both garnered a large amount of
engagement from both businesses and community
members that are referenced to understand the needs
of the community to improve the economic health of
Fort Collins.
See the full engagement report and SWOT analysis in the appendix.
The Fort Collins Economic Health Office is appreciative
of the time and consideration provided by all the
stakeholders who participated in the engagement
process. Through these engagement efforts city staff
gathered input from:
• Community members and leaders
• Business leaders representing a broad range of
economic sectors
• Employees and managers working at Fort Collins
businesses
• Public sector officials from local, county, and state
governments
• Educational leaders from K-12 through
postsecondary institutions
• Small business owners and employers
• Artists and art advocates
• Nonprofit organizational leaders
• C-Suite executives and national experts in
economic development
• Hospitality and tourism experts
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Item 3.
City of Fort Collins 2023 9
SWOT THEMES
The following SWOT results have been updated to consider both the engagement conducted by Hickey Global as
well as the second phase of engagement.
STRENGTHS WEAKNESSES
• Educated workforce and strong educational
institutions
• Beautiful community assets and amenities
• Quality of place
• Diversity of economy
• Cost of housing
• Lack of affordable commercial space
and site-ready land
• Insufficient workforce size
• Lack of diversity
OPPORTUNITIES THREATS
• Upskill and reskill programs
• Retaining talent
• Branding and messaging consistency,
City-wide and regionally
• Industry support of quality jobs within Chips
Zone, life and bio science, and climate tech/
circular economy
• Perception that Fort Collins is not business
friendly
• Fees and policies to build, expand, or open
a business (cost of doing business)
• Not embracing or supporting diversity in our
community and workforce
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Item 3.
10 Economic Health Strategic Plan
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Item 3.
City of Fort Collins 2023 11
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Item 3.
12 Economic Health Strategic Plan
FOCUS 1
APPROACH BUSINESS RETENTION, EXPANSION & ATTRACTION
OF PRIMARY EMPLOYER BUSINESSES THOUGHTFULLY
Fort Collins is strengthened by diversity of industries.
Industry diversity is a measure of how evenly
employment is distributed between 11 industry clusters
found in the typical metropolitan statistical area
(MSA). Markets with high diversity are considered
to be more resilient in the face of adversity such as
recessions and layoffs. Fort Collins has above-average
Industry Diversity (ranked 150 out of the 384 Metro
MSAs). The top identified clusters include Food &
Beverage Manufacturing, Machinery Manufacturing &
Production Technology, Information Technology, Life
Sciences, Metals, Plastics, Mineral Product & Chemicals,
Professional Services & Distribution, and E-Commerce.
– Lightcast
Focusing business retention, expansion, and attraction
efforts on these targeted industries supports the
growth of Fort Collins’ economic base. This growth
creates jobs and imports new money more and
income into the community. In turn, these new dollars
support small businesses and provide people more
opportunities to thrive.
OUTCOME 1.1
POLICY AND STRUCTURAL SHIFTS CREATE
A GOOD BUSINESS ENVIRONMENT.
EXAMPLE INITIATIVES
• Engage in intentional and sustained coordination
and alignment between City departments and
partners at the city, county, and state level to
bolster business resilience and growth through
programs and policies that are interconnected
impacts of housing, land use, and transportation on
Fort Collins business environment.
–Deploying economic impact analysis for City
policy changes and new programs that impact
businesses and employment opportunities.
• Support and align City of Fort Collins assistance
for businesses – including financing, and technical
programs (from development to accessibility) to
assist Fort Collins entrepreneurs; navigation of city
processes, including permitting, accessing financial
resources and grants; and engaging in policy.
–Engage and support process improvements
such as development and conceptual reviews.
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Item 3.
City of Fort Collins 2023 13
OUTCOME 1.2
STRATEGIC BUSINESS RETENTION,
EXPANSION, AND ATTRACTION (BREA)
EFFORTS STRENGTHEN AND DIVERSIFY
OPPORTUNITIES AND ECONOMIC
RESILIENCE.
EXAMPLE INITIATIVES
• Establish a sustainable, data-driven program
to respond to the needs of existing employers
and industries to create a feedback loop for the
City and private industry. Work with business
and institutional partners to maintain and grow a
database of existing businesses in Fort Collins with
ongoing data collection and analysis mechanisms
to keep a pulse on the vitality of local businesses.
–Structure business visits to develop a strong
understanding of the overall needs of local
businesses, their challenges to operate
successfully, and their potential to remain and/or
expand in Fort Collins.
• Target recruitment of companies that align the
City further its economic, social, and environmental
goals. Examples of companies would include those
that can help advance a circular economy, provide
high-quality employment opportunities, and many
others.
• Build the region’s target supply chain through
specialized industry research aimed at focused
recruitment efforts on Fort Collins’ target
industries such as circular economy manufacturing,
life sciences, and climate tech.
• Leverage and market Fort Collins and the region as
a leader in the life science and clean tech sectors.
Strengthen through data, research, and convening
those that lead the industry already.
OUTCOME 1.3
ATTRACT CIRCULAR ECONOMY BUSINESS
SECTORS FOR A MORE RESILIENT
COMMUNITY.
EXAMPLE INITIATIVES
• Develop internal infrastructure and establish
standardized practices to effectively transition Fort
Collins towards a circular economy through:
–Creating an asset map of existing circular
ecosystems, their gaps, and potential new
ecosystems.
–Defining measurable goals and metrics that
will enable tracking Fort Collins’ progress in
transitioning to a more circular economy.
• Focus business development efforts to business
supply chain companies within the value chain to
support existing Fort Collins businesses, current
and future, recirculate and rethink products
and processes to eliminate and reduce waste
(alignment with Outcome 1.2)
• Leverage the City’s leadership role to grow the Fort
Collins’ circular economy and encourage others to
drive the circular economy forward.
–Review purchasing policies to support circular
activities through its sustainability practice.
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14 Economic Health Strategic Plan
FOCUS 2
ENSURE SMALL BUSINESSES THRIVE
Small businesses, defined as people and organizations
that employee 50 or less, comprise 98% of Fort Collins
businesses. This definition also includes solopreneurs,
creatives and nonprofits as small businesses. These
businesses face significant challenges, with a 20%
failure rate within the first two years, 45% within
five years, and 65% within ten years. To ensure their
survival and growth, it is crucial to provide early
support and ongoing assistance.4 Small businesses
were impacted the most by the pandemic, and at the
time of this plan, may still be in recovery mode and
made a priority in the Recovery Plan.
Local, unique, and creative businesses (also known
as Main Street Businesses) nurture the vibrant
and artistic atmosphere that makes Fort Collins so
appealing to residents and visitors alike. Supporting
and retaining these imaginative originators,
innovative problem solvers, and resourceful local
entrepreneurs is vital to community resiliency and
critical for talent recruitment and retention.
Entrepreneurs thrive when they have access to
resources such as new business incubators, existing
business accelerators, and networks that expand their
knowledge and skills. These drivers, alongside capital
or finance programs, are critical for developing and
retaining innovative problem solvers.
Nurturing environments like these are instrumental in
helping entrepreneurs refine their ideation, develop
robust business models, and gain the skills necessary
to thrive in competitive markets.
Meeting the needs of a broad spectrum of businesses
increases the potential for significant positive
outcomes in community growth and development. This
could include programming for an aspiring solopreneur
whose primary language is not English or working
with existing industries to re-shore manufacturing
production through national programs, and everything
in between. The enormity of impact is directly
proportional to the range of representation.
4 Bureau of Labor and Statistics
OUTCOME 2.1
SMALL BUSINESSES HAVE ACCESS TO TOOLS
AND RESOURCES NEEDED TO SUCCEED.
EXAMPLE INITIATIVES
• Support access to capital - Access to capital
continues to show up as one of the largest barriers
to entrepreneurship.
–Re-launch of a revolving loan fund product,
providing access to capital for businesses, giving
Main Street Businesses (including childcare)
the ability to grow while also preparing for
conventional loans in the future.
–Leverage the City’s Urban Renewal Authority
(URA) tools to support not only the business
being redeveloped, but all businesses within
the district for greater alignment and success
opportunities.
• One-stop shop hubs located throughout the City
with liaisons trained in multiple departments needs
that can walk businesses through the process of
Sales Tax/Business License, development and
building review, Utilities, resources, and more.
–Streamline the development and redevelopment
process to provide greater transparency.
–Having locations outside traditional City
buildings provides accessibility and transparency,
making the processes more human-focused and
easier to navigate.
• Ongoing Support and Partner Local campaign
to include communication and opportunities to
pivot customer behavior to support local retailers,
artisans, creatives, and service providers.
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Item 3.
City of Fort Collins 2023 15
OUTCOME 2.2
FORT COLLINS BUSINESSES ARE RESILIENT
READY.
EXAMPLE INITIATIVES
• Identify resiliency resources and gaps, to assist
businesses prepare for man-made or natural
economic downturn or disaster.
–Example resources include the Multicultural
Business and Entrepreneur Center (MBEC),
Sustainable Business Program, and the Green
Business Tracker.
–Develop programs with partners such as a
Legacy Business Program, a Business Emergency
Plan, and a Business Climate Adaptation Plan to
support businesses proactively identify threats
and solutions to ensure resiliency.
• Improve access and education to certifications
and programs for underrepresented businesses to
increase procurement and funding opportunities
for local business owners.
OUTCOME 2.3
THE CREATIVE SECTOR IS CELEBRATED AND
SUPPORTED FOR THEIR CONTRIBUTION TO
THE FORT COLLINS COMMUNITY.
EXAMPLE INITIATIVES
• Collaborate and support Cultural Services
programming to strengthen the creative sector
through capacity building, business acumen, and
education (storytelling the value proposition).
–Connect entrepreneurs in the creative sector
with the Multicultural Business and Entrepreneur
Center for additional support and access to
resources.
–In partnership with City of Fort Collins Cultural
Services and Sales Tax and Colorado State
University, analyze and share the economic
impact of the creative industries in Fort Collins,
as a premiere cultural destinationn.
–With community partners, create space to
incubate or strengthen existing retail, food,
or creative business, allowing them to test
concepts, conduct market research, and get
feedback on their products or ideas.
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16 Economic Health Strategic Plan
FOCUS 3
SUPPORT TALENT AND WORKFORCE
Fort Collins is home to a highly educated and skilled
workforce. Sixty-eight percent of the Fort Collins
population aged 25 and older have a post-secondary
education, compared to 54.2% in Colorado and 45.9%
nationally.
The Colorado Workforce Development Council
developed the Colorado Job Quality Framework, in
which they encourage communities to attract and
grow a variety of businesses committed to job quality
to improve the economic well-being and quality of life
for their community.”
We recognize the multitude of barriers preventing
people from obtaining education and accessing
employment opportunities. These include opportunity
awareness, transportation, housing affordability, and
childcare affordability and availability. Fort Collins
must maintain a competitive inventory of quality jobs
for community members to live, work and play in
their own community. A shorter commute time means
enhanced workforce efficiency, better attraction
and retention of talent, economic inclusivity and
mobility, infrastructure efficiency, and the reduction of
environmental externalities.
WHY ARE QUALITY JOBS IMPORTANT TO
HAVE IN FORT COLLINS?
It’s clear that job quality impacts employees’ financial
health. Additionally, quality jobs give workers
economic choice: allowing for other community
contributions such as social support, a sense of
community, economic mobility, physical and mental
health, and climate resiliency.
Colorado ranks as one of states with the largest
cost burden for childcare for married couples
with children after factoring both the price of
care and median income in each state, and this is
exacerbated for single parent households.
The mean travel time to work is 20.6 minutes. Travel
commute times are indicative of certain aspects
of local economic health including availability
of job opportunities, housing affordability and
accessibility, transportation challenges, economic
disparities, and environmental impact.
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Item 3.
City of Fort Collins 2023 17
OUTCOME 3.1
ACCESSIBLE CAREER PATHWAYS MEET
NEEDS OF EMPLOYERS AND EMPLOYEES,
TODAY AND IN THE FUTURE.
EXAMPLE INITIATIVES
• Leverage opportunities and partnerships to
advance strategic workforce programs aimed at
enhancing and future-proofing the workforce’s
resilience in an evolving economy.
–Support the dynamic landscape which includes
the progress of artificial intelligence technology
and the shifting nature of occupations due to the
emergence of new technologies.
–Continue to support and advance NoCo Works,
a regional collaboration for workforce and talent
development in northern Colorado, spanning
Larimer and Weld Counties.
OUTCOME 3.2
DIVERSITY, EQUITY, INCLUSION, AND ACCESS
(DEIA) IS GOOD BUSINESS.
EXAMPLE INITIATIVES
• Leverage existing and emerging work by industry
and community to foster an inclusive community
(within the business and/or organization, as well as
throughout the community).
• Develop a platform that matches underrepresented
and underserved students to internship or
apprenticeship opportunities throughout the city
and region’s leading innovative companies.
–Provide valuable experiential learning
opportunities and connections to both the
student and local businesses creates talent
retention possibilities, as well as breeds
innovation.
• Encourage and support continuous learning for
civil conversations and dialogue around DEIA and
lived experiences.
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18 Economic Health Strategic Plan
FOCUS 4
REPOSITION INNOVATION
To stay competitive in a post-pandemic economy,
certain industries must be elevated and supported to
continue the resiliency and strength of the community.
The life sciences* and climate technology (climate
tech**) industries, including research, development,
and manufacturing activities that are vital components
of any thriving economy.
Fort Collins is equipped with the right talent coming
from our local educational institutions, including a
major land-grant university, Colorado State University.
This brain trust in the northern Colorado region can
help solve large global issues in the fields of health and
climate. Fort Collins produces the highest percentage
of awarded degrees in Biological and Biomedical
Sciences and overall, most awarded degrees in
Agricultural, Animal, Plant, and Veterinary Science
compared to its peer communities.
LIFE SCIENCES includes the research
and development, tech transfer, and
commercialization of biological sciences,
such as pharmaceuticals, biotechnology,
medical devices, and others.
CLIMATE TECH is recognized as
new business models and technologies
that mitigate the impacts and key drivers
of global greenhouse gas emissions
that attribute to climate change. While
cleantech is described as new business
models or technologies that increases the
performance, productivity or efficiency of
production while minimizing impacts on
the environment.
OUTCOME 4.1
TARGETED CLUSTERS SPURS INNOVATIVE
SOLUTIONS TO MEET COMMUNITY GOALS.
EXAMPLE INITIATIVES:
• Promote the development and tech transfer
of clean technology happening locally with
institutional partners such as Colorado State
University’s Powerhouse and Innosphere Ventures
to meet Our Climate Future (OCF) goals.
• Leverage opportunities to innovate and support
local semiconductor manufacturers, including
efforts towards the reduction of greenhouse gas
emissions operations that align with City OCF and
the company’s sustainability goals.
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Item 3.
City of Fort Collins 2023 19
WET LAB SPACE are laboratories where
chemicals, drugs, or other material or biological
matter are tested and analyzed requiring water, direct
ventilation, and specialized piped utilities. The inventory
of physical wet lab space is significant because these
specially designed and controlled laboratories must
meet certain criteria for life science activities to
properly occur.
OUTCOME 4.2
LEVERAGE AND ENGAGE THE REGIONAL
ASSETS THAT DRIVE INNOVATION.
EXAMPLE INITIATIVES:
• Map regional assets such as wet laboratory (wet
lab*) space that drives innovation for bio- and life
sciences, as many companies seek to locate near
Tier 1 Research universities and institutions (such
as Federal laboratories).
CONCLUSION
“THE WHY”
The Economic Health Strategic Plan
is broad and cross-cutting (economic,
social, and environment) in its approach
purposefully, as there will continue
to be tensions and tradeoffs as our
local economy is impacted by outside
influences. This plan acknowledges that
there are things outside of our control
and the Plan focuses on the long-term
strategy development to give the
community agency over our economic
future for a healthy, equitable, and
resilient community where people and
businesses can thrive. The four focus
areas within the plan were selected
because a healthy, resilient local
economy cannot be achieved in a silo –
the intersection of people, planet and
prosperity are at the center to enhance
community resilience and allow flexibility
to address changing conditions.
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Chief Sustainability Officer
Jacob Castillo
Director, Economic Sustainability
SeonAh Kendall, CPA
05-27-2025
Council Priority #3:
Pursue an Integrated,
Intentional Approach to
Economic Health
Tyler Menzales
Sr. Economic Manager
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Agenda
1.Economic Health Context
•Preview Discussion Questions
•2024 –2026 Council Priorities Background
•Council Priority #3: Pursue an Integrated, Intentional Approach to Economic Health
•Why it matters
2.Current Efforts
•2024 accomplishments and Aha's
•A changing landscape
•Curiosities and monitoring
3.Building to the Future
•Discussion
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Headline Copy Goes HerePreparing for Discussion
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Are there other things Council is
hearing from the community about
the economic health of Fort Collins
that we should be considering?
Does the work plan align with
Council expectations?
What additional strategies would
Council like staff to explore?
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Headline Copy Goes Here2024 –2026 Council Priorities
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Economic Health
•Advance a 15-minute City by
Igniting Neighborhood Centers
•Pursue an Integrated, Intentional
Approach to Economic Health
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
& Community Vitality
•Operationalize City Resources
to Build and Preserve Affordable
Housing
•Improve Human and Social
Health for Vulnerable Populations
Transportation & Mobility
•Advance a 15-minute City by Accelerating
Our Shift to Active Modes
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What We're Tasked With –Economic Health Strategic Plan
•Many focus on small business OR primary businesses. In
Fort Collins, it is small businesses AND primary businesses.
•The economic health of Fort Collins is not done in a
vacuum.
•There is no easy button.
•True engagement, relationship/trust building takes time.
•Willingness to fail, be vulnerable, talk about it and
iterate is hard.
•Economic health is not done by one department, one
customer segment, or one physical location.
Vision Statement
Fort Collins is a healthy, equitable, and resilient
community where people and businesses can thrive.
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Headline Copy Goes HereFort Collins Economic Profile
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BUSINESS OVERVIEW
•Number
of Businesses: 7,000
•Average
Annual Wage:
$67,000
•96% of businesses
are small businesses
(less than 50
employees)
TOP EMPLOYERS
•Colorado
State University
•Woodward
•Broadcom
•City of Fort Collins
•UC Health
•Poudre School
District
WORKFORCE
DEMOGRAPHICS
•70% Labor Force
Participation
•67% of women in the
labor force
•59% of the workforce
has an advanced
degree
POPULATION
DEMOGRAPHICS
•Fort Collins: 170,000
•Median Age: 30.6
•Growing but more
slowly
•Aging and slowly
more diverse
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Problem Statement
Good jobs and opportunities for
economic mobility, especially in
key economic sectors like
climate-tech and bioscience, are
missing for many in our
community, particularly those
from underrepresented,
underserved populations.
Processes related to doing
business in the City of Fort Collins
can be unclear, unnecessary, and
unfriendly to business customers.
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A Resilient Economy
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Headline Copy Goes HereWhat is an Integrated, Intentional Approach to Economic Health?
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•Moving from reactive to proactive
•Helping businesses navigate challenges
before they become crises
•Policy & Structural Shifts
•Aligning City systems with economic
sustainability, and ease of doing business
•Business Support
•Building resiliency and growth potential
across all business sizes and stages
•Economic Mobility
•Ensuring local talent can access quality
jobs in our key industry clusters, and have
mobility within those target industries
Implementation while Adapting
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1 –Expand Business Retention & Expansion Program to Include
Attraction (BREA)
SelectUSA Representation
What we’re doing:
•Invited by the State of Colorado
represented the City of Fort
Collins at the 2025 SelectUSA
Investment Summit.
•Focused meetings with site
selectors in clean tech and
bioscience.
Why it matters:
•Competing for high-quality jobs
and investment means being
visible in national and
international conversations,
especially in clean tech and
innovation sectors where Fort
Collins can lead.
Headquarter Visits
What we’re doing:
•2 visits planned in 2025 with
companies headquartered
outside Fort Collins.
•Nurturing relationships,
identifying opportunities for
collaboration and alignment on
community values.
Why it matters:
•Many companies in Fort Collins
have deep local roots but still
have options on where to grow.
•Direct engagement reinforces
that Fort Collins is invested in
their long-term success.
Shared Business Visits
What we’re doing:
•Proactive, coordinated outreach
to minimize fatigue and
maximize value.
•Ongoing partnership with
multiple ecosystem partners .
Why it matters:
•Businesses benefit when local
institutions collaborate.
•Partnerships strengthens trust,
improves responsiveness, and
makes it easier for companies to
engage.
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1 –Expand Business Retention & Expansion Program
to Include Attraction (BREA)
Our Role Extends Beyond What We Lead
While the Economic Health Office directly leads several intentional initiatives, we also play a critical support and
advisory role in many others.
Because the voice of the business community is often overlooked in broader City and regional discussions, we
work to ensure business needs and perspectives are integrated, even when we’re not in the lead.
Other initiatives:
•Economic Roundtable
•NoCO REDI Marketing Strategy
•Aligning with Colorado Office of Economic Development & International Trade (OEDIT)
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2 –Understand Barriers to Business to Support Small Businesses
Land Use Code
What we’re doing:
•Partnering with Planning and
Community Development to
ensure the Land Use Code
supports employment centers,
small-scale production, and
clean tech growth, not just
residential development.
Why it matters:
•Economic development is
shaped by where and how
businesses operate.
•Code must be conducive
to good jobs and diverse
industry.
Barriers to Business
What we’re doing:
•Institute for
Justice conducted internal and
external engagement.
•Identifying friction points in City
processes, especially for small
and underrepresented
businesses.
Why it matters:
•City processes can be complex,
time-consuming, and costly.
•Businesses are
choosing/relocating to other
more business-friendly
communities.
Improving Access to the Small
Business Ecosystem
What we’re doing:
•Working with partners to reduce
barriers to access resources
•No wrong door approach.
Why it matters:
•Businesses have a hard time
accessing resources.
•The business community should
have a consistent experience
regardless of which resource
partner they interact with.
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2 –Understand Barriers to Business to Support Small Businesses
Our Role Extends Beyond What We Lead
While the Economic Health Office directly leads several intentional initiatives, we also play a critical support and
advisory role in many others.
Because the voice of the business community is often overlooked in broader City and regional discussions, we
work to ensure business needs and perspectives are integrated, even when we’re not in the lead.
Other initiatives:
•NOCOBiz Connect
•Larimer Small Business Development Center
•Development Review Exec
•Affordable Housing Exec
•Customer Experience Steering
•15 Minute Cities
•Capital Projects
•Building Performance Standards
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3 –Support Region with Access to Quality Economic & Market Data for
Decision Making
Job Quality Access Tool
What we’re doing:
•In development with TIP Strategies; map
access to high-quality jobs by income
race/ethnicity, and geography.
•Beta version expected Q3 2025.
Why it matters:
•Advancing equity in the economy means
understanding where disparities exist.
Regional Labor Force Update
What we’re doing:
•Produced in partnership with the Fort Collins
Area Chamber of Commerce and Larimer and
Weld County partners; the first update since
2017.
•Includes participation trends, wage growth,
and skills gaps and will serve as a strategic
guide for future workforce initiatives.
Why it matters:
•Helps us understand how our workforce is
changing, and who’s being left out
•Equips partners with shared data to better
align workforce, education, and business
support strategies.
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3 –Support Region with Access to Quality Economic & Market Data for
Decision Making
Our Role Extends Beyond What We Lead
While the Economic Health Office directly leads several intentional initiatives, we also play a critical support and
advisory role in many others.
Because the voice of the business community is often overlooked in broader City and regional discussions, we
work to ensure business needs and perspectives are integrated, even when we’re not in the lead.
Other initiatives:
•Regional Business Climate Survey
•Retail Analysis
•Labor Force Dashboard
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EHO 4 –Support & Accelerate Workforce Training Programs
LIGHTR Grant
What we’re doing:
•$36,000 of $50,000 awarded to
small businesses to-date.
•50+ employees trained in roles
ranging from welding to digital
marketing.
•Administered jointly with Larimer
County.
Why it matters:
•Creating local access to
workforce training programs that
businesses cannot access from
the State.
NoCo Works
What we’re doing:
•Continued development of one-
stop regional workforce website.
•SourceLink platform soft
launched in Q2 2025.
Why it matters:
•Many business owners
experience barriers to accessing
resources.
•NoCo Works is focused on
reducing barriers to accessing
vital workforce resources.
Sector Partnerships
What we’re doing:
•Active support for healthcare,
hospitality, construction, clean
energy, and bioscience.
•Participation in monthly
convenings to match training to
employer demand.
Why it matters:
•Industry specific problems often
require industry-specific
solutions.
•Collaboration is key.
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EHO 4 –Support & Accelerate Workforce Training Programs
Our Role Extends Beyond What We Lead
While the Economic Health Office directly leads several intentional initiatives, we also play a critical support and
advisory role in many others.
Because the voice of the business community is often overlooked in broader City and regional discussions, we
work to ensure business needs and perspectives are integrated, even when we’re not in the lead.
Other initiatives:
•Front Range Community College
•AIMS Community College
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EHO 5 –Coordinate & Leverage Economic Opportunities in
Innovation with Institutional Partners
Supporting Innovation in Clean Tech and Bioscience
What we’re doing:
•Advancing efforts to support clean tech, climate tech, and bioscience as strategic growth
industries that align with Fort Collins’ community values. This includes ecosystem development,
business attraction, and partnerships with organizations like Innosphere Ventures and Colorado
State University. We’re also exploring how innovation can support broader goals in
sustainability, equity, and economic mobility.
Why it matters:
•Fort Collins has the research, talent, and infrastructure to lead in sectors that solve big
problems —from climate change to health outcomes. But innovation doesn’t thrive in isolation.
It requires a connected ecosystem, clear incentives, and intentional strategies that make space
for emerging industries to grow in ways that benefit the whole community.
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EHO 5 –Coordinate & Leverage Economic Opportunities in
Innovation with Institutional Partners
Our Role Extends Beyond What We Lead
While the Economic Health Office directly leads several intentional initiatives, we also play a critical support and
advisory role in many others.
Because the voice of the business community is often overlooked in broader City and regional discussions, we
work to ensure business needs and perspectives are integrated, even when we’re not in the lead.
Other initiatives:
•Marvel
•Xcimer
•CSU Strata
•Our Climate Future
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Monitoring and Curiosities
•Softening sales and use tax
•Particular softening in retail and hospitality sector
•Changing consumer spending habits attributed to general economic uncertainty
•Federal policies and impacts to the local economy
•Rapid changes at the federal level causing high levels of uncertainty
•Particular sensitivity in Fort Collins surrounding federal office and lab space,research funding
•Trade & Foreign Policies, Tariffs –impact on the supply AND demand
•Business Owner Mental Health & Burnout
•Many small business owners are experiencing fatigue, stress, and anxiety at higher-than-usualy levels
•"Uncertainty is a business killer"
•Restaurants profit margins are at a record low
•Industry benchmarks and local reports suggest average margins hovering around 2%
•Rising food costs, labor expenses, and price sensitivity among customers
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Are there other things Council is
hearing from the community about
the economic health of Fort Collins
that we should be considering?
Does the work plan align with
Council expectations?
What additional strategies would
Council like staff to explore?
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Visit fcgov.com/business
Thank you!
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