HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 06/03/2025Fort Collins City Council Agenda
Regular Meeting
6:00 p.m., Tuesday, June 3, 2025
City Council Chambers at City Hall, 300 Laporte Avenue, Fort Collins, CO 80521
Zoom Webinar link: https://zoom.us/j/98241416497
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City of Fort Collins Page 1 of 8 City Council Summary Agenda
City Council
Regular Meeting Agenda
June 3, 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
City Council Chambers
300 Laporte Avenue, Fort Collins
& via Zoom at
https://zoom.us/j/98241416497
Cablecast on FCTV
Channel 14 on Connexion
Channel 14 and 881 on Xfinity
Carrie Daggett Kelly DiMartino Delynn Coldiron
City Attorney City Manager City Clerk
PROCLAMATIONS & PRESENTATIONS
5:00 PM
A) PROCLAMATIONS AND PRESENTATIONS
PP 1. Declaring the Day of June 14, 2025, as the United States Army's 250th Anniversary.
PP 2. Declaring the Month of June 2025 as LGBTQ+ PRIDE Month.
A community reception to celebrate LGBTQ+ PRIDE Month will be held in the City Hall
Xeriscape Garden from 3:30 p.m.- 4:50 p.m.
REGULAR MEETING
6:00 PM
B) CALL MEETING TO ORDER
C) PLEDGE OF ALLEGIANCE
D) ROLL CALL
E) CITY MANAGER'S AGENDA REVIEW
• City Manager Review of Agenda
• Consent Calendar Review, including removal of items from Consent Calendar for individual
discussion.
F) COMMUNITY REPORTS
1. Community Report: Ranked Voting Update
The purpose of this item is to provide information on Ranked Voting and current efforts related to
community outreach and education.
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City of Fort Collins Page 2 of 8
G) PUBLIC COMMENT ON ANY TOPICS OR ITEMS OR COMMUNITY EVENTS
(Including requests for removal of items from Consent Calendar for individual discussion.)
Individuals may comment regarding any topics of concern, whether or not included on this agenda.
Comments regarding land use projects for which a development application has been filed should be
submitted in the development review process** and not to Council.
• Those who wish to speak are required to sign up using the online sign-up system available at
www.fcgov.com/council-meeting-participation-signup/
• Each speaker will be allowed to speak one time during public comment. If a speaker comments
on a particular agenda item during general public comment, that speaker will not also be entitled
to speak during discussion on the same agenda item.
• All speakers will be called to speak by the presiding officer from the list of those signed up. After
everyone signed up is called on, the presiding officer may ask others wishing to speak to identify
themselves by raising their hand (in person or using the Raise Hand option on Zoom), and if in
person then will be asked to move to one of the two lines of speakers (or t o a seat nearby, for
those who are not able to stand while waiting).
• The presiding officer will determine and announce the length of time allowed for each speaker.
• Each speaker will be asked to state their name and general address for the record, and, if their
comments relate to a particular agenda item, to identify the agenda item number. Any written
comments or materials intended for the Council should be provided to the City Clerk.
• A timer will beep one time and turn yellow to indicate that 30 seconds of speaking time remain
and will beep again and turn red when a speaker’s time has ended.
[**For questions about the development review process or the status of any particular development,
consult the City's Development Review Center page at https://www.fcgov.com/developmentreview, or
contact the Development Review Center at 970.221.6760.]
H) PUBLIC COMMENT FOLLOW-UP
I) COUNCILMEMBER REMOVAL OF ITEMS FROM CONSENT CALENDAR FOR DISCUSSION
CONSENT CALENDAR
The Consent Calendar is intended to allow Council to spend its time and energy on the important
items on a lengthy agenda. Staff recommends approval of the Consent Calendar. Agenda items pulled
from the Consent Calendar by either Council or the City Manager will be considered separately under
their own Section, titled “Consideration of Items Removed from Consent Calendar for Individual
Discussion.” Items remaining on the Consent Calendar will be approved by Council with one vote. The
Consent Calendar consists of:
• Ordinances on First Reading that are routine;
• Ordinances on Second Reading that are routine;
• Those of no perceived controversy;
• Routine administrative actions.
1. Consideration and Approval of the Minutes of the May 20, 2025, Regular meeting.
The purpose of this item is to approve the minutes of the May 20, 2025, Regular meeting.
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City of Fort Collins Page 3 of 8
2. Second Reading of Ordinance No. 078, 2025, Appropriating Prior Year Reserves and
Authorizing Transfers of Appropriations for Broadband Buildout to Multi-Dwelling Units
and Customer Installations and Related Art in Public Places and Modifying the Terms of
Repayment for Prior Appropriations from the Light and Power Fund.
This Ordinance, unanimously adopted on First Reading on May 20, 2025, requests appropriation
of $12 million of prior year reserves from the Light & Power Fund for use in Broadband’s (herein
referred to as “Connexion”) efforts to continue new customer installations, including building out
to multi-dwelling units (MDU’s) and mobile home parks, and providing for asset management.
These funds from Light & Power provide a significant portion of the total funding need over the
next 4 years and will be reimbursed to the Light & Power Fund, including interest, from the cash
flows generated by Connexion operations.
3. Second Reading of Ordinance No. 079, 2025, Authorizing Transfers of Appropriations for
the Shields Street Protected Infrastructure – Lake Street to Stuart Street Project and the
Shields Street Separated Bike Lanes – Mulberry Street to Mountain Avenue Project.
This Ordinance, unanimously adopted on First Reading on May 20, 2025, transfers Active Modes
Plan Implementation funding to the Shields Street Protected Infrastructure – Lake Street to Stuart
Street and the Shields Street Separated Bike Lanes – Mulberry Street to Mountain Avenue capital
projects.
4. Second Reading of Ordinance No. 080, 2025, Making a Supplemental Appropriation of an
Additional Award from the Colorado Auto Theft Prevention Authority Grant for the Fort
Collins Police Services Property Crimes Unit.
This Ordinance, unanimously adopted on First Reading on May 20, 2025, appropriates $19,011
of unanticipated revenue received from the Colorado State Patrol Department of Public Safety as
a modification to the previously awarded FY 2025 BATTLE (Beat Auto Theft Through Law
Enforcement) grant.
5. Items Relating to Civic Center Master Plan: Municipal Court Renovation & Parking Services
Move.
A. Second Reading of Ordinance No. 081, 2025, Appropriating Prior Year Reserves and
Authorizing Transfers of Appropriations for the Parking Services Department Relocation Project
and Related Art in Public Places
B. Second Reading of Ordinance No. 082, 2025, Appropriating Prior Year Reserves and
Authorizing Transfers of Appropriations for the Municipal Court Expansion Project and Related
Art in Public Places
These Ordinances, unanimously adopted on First Reading on May 20, 2025, provide context for
two related requested appropriations for projects in the Civic Center Master Plan. The first will
expand City service capacity by moving Parking Services to the Civic Center Parking Structure to
vacate space in the 215 North Mason Street building to allow for the expansion of the City
Municipal Court. The second recommended appropriation provides initial construction costs for
the expansion of the Municipal Court in the 215 North Mason Street building.
Appropriation recommendations:
$450,000 from reserves in the Parking Fund to the Capital Projects Fund for the relocation of
Parking Services to the Civic Center Parking Structure
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City of Fort Collins Page 4 of 8
$400,000 from General Government Capital Expansion Fee reserves within the Capital
Expansion Fund for the relocation of Parking Services as a condition precedent to the
Municipal Court construction and expansion
$8,500 transfer from the Capital Projects Fund to the Art in Public Places Program in the
Cultural Services & Facilities Fund for the relocation of Parking Services.
$4,300,000 from General Governmental Capital Expansion Fee reserves within the Capital
Expansion Fund for the Municipal Court construction and expansion project
$43,000 transfer from the Capital Projects Fund to the Art in Public Places Program in the Cultural
Services & Facilities Fund for the Municipal Court construction and expansion project.
6. Second Reading of Ordinance No. 083, 2025, Amending Sections 20-21 and 20-25 of the
Code of the City of Fort Collins for the Purpose of Clarifying Exceptions to the Noise
Ordinance for Agricultural Activities.
This Ordinance, unanimously adopted on First Reading on May 20, 2025, further clarifies the
alignment of the municipal noise ordinance with Colorado statutes relating to exceptions for
agricultural operations.
7. Second Reading of Ordinance No. 084, 2025, Designating as Non-Lapsing and Transferring
the Prior Appropriation of Philanthropic Revenue Received Through City Give by
Ordinance No. 055, 2025, for the Payment Assistance Fund.
This Ordinance, unanimously adopted on First Reading on May 20, 2025, requests that the
lapsing appropriation approved by Council on its passage of Ordinance No. 055, 2025, of
$443,600 in philanthropic revenue received through City Give, be designated by this Ordinance
as non-lapsing. These miscellaneous gifts to various City departments support a variety of
programs and services and are aligned with both the City’s strategic priorities and the respective
donors’ designation.
In 2019, City Give, a formalized enterprise-wide initiative was launched to create a transparent,
non-partisan governance structure for the acceptance and appropriations of charitable gifts.
8. Items Relating to Motor Vehicle Noise.
A. Second Reading of Ordinance No. 086, 2025, Adopting Section 1418, Unreasonable Vehicle
Noise Prohibited in the Fort Collins Traffic Code.
B. Second Reading of Ordinance No. 087, 2025, Amending Section 17-129 of the Code of the
City of Fort Colins to Remove all Reference to Traffic Noise.
C. Second Reading of Ordinance No. 088, 2025, Amending Section 225 of the Fort Collins Traffic
Code to Clarify the Different Types of Equipment Violations Related to Mufflers.
D. Second Reading of Ordinance No. 089, 2025, Amending Section 1-15 of the Code of the City
of Fort Collins to Allow Some Specified Traffic Violations to be Designated as a Misdemeanor
Offense.
These Ordinances, unanimously adopted on First Reading on May 20, 2025, present
recommended changes to the City Code and Fort Collins Traffic Code to address enforcement of
unreasonable noise in the city related to Motor Vehicles.
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City of Fort Collins Page 5 of 8
9. Second Reading of Ordinance No. 090, 2025 Amending Section 9-23 of the Code of the City
of Fort Collins Regarding the Use of Fireworks.
This Ordinance, unanimously adopted on First Reading on May 20, 2025, presents recommended
changes to the Fort Collins City Code Section 9-23 to address enforcement for violations related
to fireworks.
10. First Reading of Ordinance No. 091, 2025, Amending the Code of the City of Fort Collins to
Discontinue the Art in Public Places Board and the Cultural Resources Board and Merge
their Functions into the Arts and Culture Board.
The purpose of this item is to discontinue the existing Art in Public Places Board and Cultural
Resources Board and to merge and adjust their functions for a new Arts and Culture Board.
11. First Reading of Ordinance No. 092, 2025, Appropriating Prior Year Reserves in the Water
Fund to Support Acquisitions of Water Rights to Increase Yield, Reliability, and Resiliency
of the Utilities Water Supplies.
The purpose of this item is to request additional appropriation of $1,419,091 in the City’s Water
Fund to purchase water supplies that will increase the yield, reliability, and resiliency of the Fort
Collins Utilities water supplies. This includes shares in the North Poudre Irrigation Company and
the water rights in the Chase Ditch.
12. First Reading of Ordinance No. 093, 2025, Authorizing a Mid-year Budget Appropriation
from the Airport Fund for Northern Colorado Regional Airport.
The purpose of this item is to recommend a mid-year budget appropriation of $642,400 from the
Airport fund to support nine priority projects and initiatives identified by Airport staff and the Airport
Commission. These efforts are focused on improving airport facilities, strengthening operational
plans and procedures, addressing regulatory compliance requirements, enhancing financial
sustainability, and supporting efforts to attract commercial airline service.
The proposed funding will enable the Airport to make targeted investments that align with long-
term strategic goals and improve overall performance and service.
13. First Reading of Ordinance No. 094, 2025, Amending Chapters 15 and 23 of the Code of the
City of Fort Collins Regarding the Requirements of Shared Micromobility Operations.
The purpose of this item is to address a potential regulatory gap under City Code by defining clear
requirements applicable to the operation of shared micromobility services within Fort Collins.
These requirements will allow FC Moves to ensure that operators of shared micromobility services
in the city consistently provide robust and reliable service and mitigate negative impacts on the
community and other right-of-way uses.
14. First Reading of Ordinance No. 095, 2025, Amending Section 15-361 of the Code of the City
of Fort Collins to Clarify Right-of-Way Contractor Licensing Requirements.
The purpose of this item is to clarify the types of work that require a right-of-way contractor license
under City Code Section 15-361. As that section is currently written, it is ambiguous what types
of “work” it is intended to apply to, leaving it unclear whether operations like shared micromobility
services or outdoor vendors would require a right-of-way contractor license or not. This item
defines “work” to mean constructing, installing or repairing any sidewalk, curb, g utter, driveway,
curb cut, street, alley or any other improvement in or under a public right-of-way, in the City.
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City of Fort Collins Page 6 of 8
15. First Reading of Ordinance No. 096, 2025, Authorizing the Conveyance of Two Temporar y
Construction Easements and Two Permanent Easements on a portion of Rigden Reservoir
to Larimer County for Construction of Stormwater Infrastructure Improvements for County
Road 40.
The purpose of this item is to authorize the conveyance of two (2) Temporary Construction
Easements and Two (2) Permanent Easements (collectively, the “Easements”) on a portion of
City property presently known as Rigden Reservoir for construction of stormwater infrastructure
improvements for the benefit of County Road 40 (E Horsetooth Road).
16. Items Relating to the Vine Drive and Jerome Street Intersection Improvements Project.
A. Resolution 2025-057 Authorizing the Execution of an Intergovernmental Agreement Regarding
a Grant of Funds for Improvements to the Intersection of Vine Drive and Jerome Street Between
the City of Fort Collins and the Downtown Development Authority.
B. First Reading of Ordinance No. 085, 2025, Making Supplemental Appropriations and
Appropriating Prior Year Reserves and Authorizing Transfers of Appropriations for the Vine Drive
and Jerome Street Intersection Improvements Project and Related Art in Public Places.
The purpose of these items is to enable the City to receive and expend Downtown Development
Authority (DDA) grant funds and Urban Renewal Authority (URA) funds for the Vine Drive and
Jerome Street Intersection Improvements project (Project). The funds will be used for outreach,
design, right-of-way acquisition, and construction for improvements at the intersection of Vine
Drive and Jerome Street. If approved, the items will: 1) authorize the Mayor to execute an
Intergovernmental Agreement (IGA) for the Project with the DDA; 2) transfer $135,200 of
Community Capital Improvement Program (CCIP) Bicycle Program funds to the Project; 3)
transfer $67,756.77 of Community Capital Improvement Program (CCIP) Pedestrian Program
funds to the Project; 4) appropriate $293,076 in URA funds to the Project; 5) transfer $146,472.87
in remaining 2050 Tax – Our Climate Future funds from previous appropriations to the Project; 6)
appropriate $144,000 of DDA grant funds to the Project; 7) appropriate $4,283.34 in
Transportation Capital Expansion Fee (TCEF) funds to the Project; 8) appropriate $87.42 of
Transportation Services Fund reserves to the Project; and 9) appropriate $4,370.76 (1%) of the
DDA grant and URA funds to the Art in Public Places (APP) program. The Conservation Trust
Fund will contribute $165,000 towards the Project as part of the 2026 annual budget process.
17. Resolution 2025-061 Adopting the Transportation Capital Improvement Dashboard as a
Methodology and Foundation for the Transportation Capital Improvement Program
Prioritization and Planning.
The purpose of this item is to discuss the results of the Transportation Capital Improvement (TCI)
Dashboard effort as it relates to the City’s Transportation Capital Improvement Program
prioritization and planning and to request Council adopt the TCI dashboard as a methodology and
foundation for the transportation capital improvement program prioritization and planning. The
TCI dashboard is a methodology for evaluating and prioritizing transportation capital projects
identified in the Active Modes Plan (AMP), Transportation Capital Projects Prioritization Study
(TCPPS), and Strategic Trails Plan (STP) utilizing criteria developed from the City’s various
strategic plans.
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City of Fort Collins Page 7 of 8
18. Resolution 2025-062 Authorizing an Intergovernmental Agreement Between the Cities of
Fort Collins, Greeley and Loveland for the Exchange of Judicial Services and Appointing
Temporary Judges.
The purpose of this item is to authorize an intergovernmental agreement (IGA) with the Cities of
Greeley and Loveland for judicial services to be used in the event that a conflict of interest or
other circumstance prevents the Municipal Judge and assistant judges from hearing a particular
Municipal Court case. This agreement is intended to replace a prior 2023 IGA between Fort
Collins, Loveland, and Greeley. A similar agreement was also in place prior to 2023. This
agreement is updated to include all current, eligible judges from each jurisdiction.
19. Resolution 2025-063 Authorizing the Execution of an Intergovernmental Agreement
Between the City and Colorado Department of Transportation to Fund Construction for the
Foothills Transit Station Project through State Multimodal Transportation and Mitigation
Options Funding.
The purpose of this item is to authorize the City Manager to execute an Intergovernmental
Agreement (IGA) with the Colorado Department of Transportation (CDOT). This IGA will result in
the receipt by Transfort of $317,669 in grant funds through the Multimodal Transportation &
Mitigation Options Fund (MMOF) for Fiscal Years (FY) 2025 and 2026.
END OF CONSENT CALENDAR
J) ADOPTION OF CONSENT CALENDAR
K) CONSENT CALENDAR FOLLOW-UP (This is an opportunity for Councilmembers to comment on
items adopted or approved on the Consent Calendar.)
L) STAFF REPORTS
Staff Report: One Water Strategic Plan Update
The purpose of this item is to provide a progress update on the City’s ongoing One Water planning
efforts. This work supports City’s Council’s priority of protecting community water systems in an
integrated way to ensure resilient water resources and healthy watersheds.
In early 2024, the Water Utilities initiated a two-phased planning approach to the development of
a strategic One Water Plan to guide the planning, operations, and management of the City’s water
resources and water systems over the next 50 years. Phase 1 (Self-Assessment) of this work was
completed in March 2025 with the development of a One Water Action Framework Report, which
characterizes the current state of the City’s water resources, systems and practices and lays out
the City’s vision for One Water.
Building upon this work, Phase 2 (Plan Development) will begin in early June 2025. The work will
focus on the development of a One Water Strategic Plan that establishes goals and supporting
strategies needed to address the community’s current and anticipated water-related challenges
using collaborative and holistic water management approaches. The work will be informed by
both internal and community engagement and is expected to take approximately 10-12 months
to complete.
M) COUNCILMEMBER REPORTS
N) CONSIDERATION OF ITEMS REMOVED FROM THE CONSENT CALENDAR FOR INDIVIDUAL
DISCUSSION
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City of Fort Collins Page 8 of 8
O) CONSIDERATION OF ITEMS PLANNED FOR DISCUSSION - None Planned.
P) RESUMED PUBLIC COMMENT (if applicable)
Q) OTHER BUSINESS
OB 1. Possible consideration of the initiation of new ordinances and/or resolutions by
Councilmembers.
(Three or more individual Councilmembers may direct the City Manager and City Attorney to
initiate and move forward with development and preparation of resolutions and ordinances
not originating from the Council's Policy Agenda or initiated by staff.)
OB 2. Consideration of a Motion to Adjourn to 6:00 p.m. on June 10, 2025 for the purpose of
mid-year performance evaluations of Council's direct-report employees:
“I move that Council adjourn this meeting to 6:00 p.m. on Tuesday, June 10, 2025, in order
to consider a motion to go into executive session to conduct mid-year performance reviews
of the Council’s direct report employees, and for such other business as may come before
the Council.”
R) ADJOURNMENT
Every regular Council meeting will end no later than midnight, except that: (1) any item of business
commenced before midnight may be concluded before the meeting is adjourned and (2) the Council may,
at any time prior to adjournment, by majority vote, extend a meeting beyond midnight for the purpose of
considering additional items of business. Any matter that has been commenced and is still pending at the
conclusion of the Council meeting, and all matters for consideration at the meeting that have not yet been
considered by the Council, will be deemed continued to the next regular Council meeting, unless Council
determines otherwise.
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 cuando sea
posible. Las solicitudes de interpretación en una reunión deben realizarse antes del mediodía del día
anterior.
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File Attachments for Item:
PP 1. Declaring the Day of June 14, 2025, as the United States Army's 250th Anniversary.
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PROCLAMATION
WHEREAS, our community was established as “Camp Collins” military fort in 1862; and
WHEREAS, we became Fort Collins in 1864, named after Army Lieutenant Colonel
William O. Collins, the commander of the Ohio Cavalry troops stationed here northeast of Old
Town Fort Collins and bounded by North College Avenue on the west, Jefferson Street/Riverside
Avenue on the southwest, and Cache la Poudre River on the northeast; and
WHEREAS, the City of Fort Collins, Poudre Library District, and the Poudre Fire
Authority have staff who are active duty, reservist, veterans, and family members; and
WHEREAS, the City of Fort Collins has an Employee Resource Group to support the
Military Community in these organizations which help advocate for City of Fort Collins and allied
agency veterans, active duty, reservists, and military family members; and
WHEREAS, the Continental Army was formed on June 14, 1775, more than a year before
the Declaration of Independence, designated as the Army of the United States in the United States
Constitution, and has played a vital role in the growth of the American nation. At times, the Army
provided the lone symbol of nationhood around which patriots rallied; and
WHEREAS, the Army will celebrate its 250th anniversary with events in Washington,
D.C on June 14, 2025, to honor the sacrifices, achievements, and spirit of American warriors; and
WHEREAS, this day is a time to celebrate the nation’s first military organization along
with those who served in the Army, and the many sacrifices over these 250 years; and
WHEREAS, the newly formed Military Community Employee Resource Group supports
those active duty, reservists, veterans, and their families of the Army.
NOW, THEREFORE, I, Jeni Arndt, Mayor of the City of Fort Collins, do hereby
proclaim June 14, 2025, as
THE UNITED STATES ARMY’S 250TH ANNIVERSARY
IN WITNESS WHEREOF, I have hereunto set my hand and the seal of the City of Fort
Collins this 3rd day of June, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
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Item PP 1.
File Attachments for Item:
PP 2. Declaring the Month of June 2025 as LGBTQ+ PRIDE Month.
A community reception to celebrate LGBTQ+ PRIDE Month will be held in the City Hall
Xeriscape Garden from 3:30 p.m.- 4:50 p.m.
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PROCLAMATION
WHEREAS, the first Pride was a riot at the Stonewall Inn on June 28, 1969; and nearly fifty
years later, on June 26, 2015, the U.S. Supreme Court ruled that same-sex couples could marry,
establishing a new and long overdue civil right in our country; and
WHEREAS, at Compton’s Cafeteria in August 1966, the transgender community first made
their collective voices heard; and some sixty years later national discourse and policy attempts to erase
and eradicate transgender and non-binary people from civil life; and
WHEREAS, members of the Fort Collins community who are lesbian, gay, bisexual,
transgender, queer, Two-Spirit, intersex, and asexual (LGBTQ+) deserve civil rights: they deserve to be
fully recognized and welcomed, to be safe, and to live in our community without the threat of violence,
marginalization, erasure, discrimination, or harassment; and
WHEREAS, the fight for dignity, belonging, and equity for LGBTQ+ people is reflected in the
dedication of advocates, allies, and local organizations such as, SPLASH, PFLAG, Eclectic, the Women
and Gender Equity Advisory Board, and the Colorado State University Pride Resource Center; and
WHEREAS, City staff formed the PRIDE Employee Resource Group to ensure LGBTQ+ people
are safe, valued and affirmed within the organization and community, and their work has elevated the
Fort Collins Municipal Equality Index from 60 to 100 over the last several years; and
WHEREAS, the City Code prohibits discrimination on the basis of sexual orientation, gender
identity, and gender expression; we invite our community to recognize that transgender men are men,
transgender women are women, and non-binary people are who they say they are; to celebrate the hard-
fought victories of the LGBTQ+ community; and also acknowledge that more work remains to achieve
full equity, inclusion, representation, and acceptance; and
WHEREAS, the City would like to make clear to our LGBTQ+ community: your identity is real
and valid, you are valued, you are worthy of celebration, and you should always feel proud of who you
are and safe in our community; and to honor the many LGBTQ+ milestones and encourage Fort Collins
to celebrate diversity and inclusion, rainbow lights will be lit at City Hall throughout the month of June.
NOW, THEREFORE, I, Jeni Arndt, Mayor of the City of Fort Collins, do hereby declare the
month of June 2025, as
LGBTQ+ PRIDE MONTH
IN WITNESS WHEREOF, I have hereunto set my hand and the seal of the City of Fort Collins
this 3rd day of June, 2025.
___________________________________
Mayor
ATTEST:
___________________________________
City Clerk
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Item PP 2.
File Attachments for Item:
1. Community Report: Ranked Voting Update
The purpose of this item is to provide information on Ranked Voting and current efforts related
to community outreach and education.
Page 13
June 3, 2025
AGENDA ITEM SUMMARY
City Council
PRESENTERS
Delynn Coldiron, City Clerk
Tina Harris, Larimer County Clerk & Recorder
SUBJECT
Community Report: Ranked Voting Update
EXECUTIVE SUMMARY
The purpose of this item is to provide information on Ranked Voting and current efforts related to
community outreach and education.
ATTACHMENTS
1. Presentation
Page 14
Item 1.
Headline Copy Goes Here
Ranked Voting
June 3, 2025
Delynn Coldiron
City Clerk
Tina Harris
Larimer County Clerk & Recorder Page 15
Item 1.
Headline Copy Goes HereWhat is Ranked Voting?
2
•A method that allows voters to
rank candidates in their order of
preference in a race with three or
more candidates.
•Voters choose their first-choice
candidate, then their second
choice, third choice and so on.
•If a candidate receives more than
50% of first-choice votes, they win
and are elected.
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Item 1.
Headline Copy Goes HereHow Ranked Voting Works (When No One Gets a Majority)
3
•If a candidate does not get more
than 50% of the vote, the
candidate with the fewest first-
choice votes is eliminated.
•Voters who chose the eliminated
candidate will have their votes
transferred to the second-choice
candidates indicated on those
ballots.
•This process continues –
eliminating the lowest-ranked
candidate and reallocating votes -
until one candidate receives more
than 50% of the vote and is
declared the winner.Page 17
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4
Who Is Using Ranked Voting?
For military and overseas voters in
some state and/or federal elections
Federal elections
Federal elections and local elections
Federal special elections and local
special elections
Local elections
RCV banned for all elections
No use of RCV
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Item 1.
Headline Copy Goes HereWhy Ranked Voting?
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•Gives voters a say in the outcome, even
if their first-choice candidate doesn’t win.
•Helps build consensus and reduces
splitting votes.
•Winners earn majority support.
•Encourages more candidates to run.
•Eliminates the need for separate run-off
elections.
•Fort Collins voters chose to move to
ranked voting.
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Item 1.
Headline Copy Goes HereWhy Ranked Voting?
6
2022 Ballot Measure
o Passed with 58.15% of the vote
o Applies to Mayor and Councilmember races with
three or more candidates
o Begins in November 2025
Council Action:
o Ordinance No. 080, 2022
o Charter Amendment – Article VIII, Section 7
o Opinion:
✓More expressive voting for electors
✓Encourage more participation
✓Ensure better representation of the preferences
of Fort Collins electors
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Common Questions
Ranked voting is a new process
in Fort Collins, but it’s designed
to be straightforward.
Instructions will be provided on
every ballot, and the City is
providing robust outreach and
education throughout 2025 to
help voters know what to expect.
Ranked voting is designed to
give every voter an equal
opportunity to express their
preferences, but not to count
more than one vote per voter.
It’s similar to a series of runoff
elections, but instead of having
to cast new ballots, voters have
already indicated their
preferences.
Counting ranked voting races is
expected to take the same
amount of time as traditional
methods to get preliminary
results. Larimer County is
planning for ranked voting and is
prepared to meet all Colorado
Secretary of State tabulation and
verification deadlines, regardless
of voting method.
Do voters understand
ranked voting?
Does ranked voting mean
some votes are counted
more than others?
How long will it take to
determine the winner?
View more FAQs at fcgov.com/RankedVoting
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Item 1.
Headline Copy Goes HereWhat Will Ballots Look Like?
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•Voters mark (rank) candidates in order of
preference by filling in the ovals in each
choice column.
–Select a first-choice candidate by
completely filling in the oval next to
your top pick in the 1st Choice column.
–Then, fill in your next preferred
candidate in the 2nd Choice column,
and so on for as many choices as
you’d like to make.
Any race with three or more candidates will use
ranked voting.
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Item 1.
Headline Copy Goes HereCompleting Your Ballot
9
This is a correctly marked ballot
with the voter’s 1st, 2nd and 3rd
choices indicated.
Voters cannot give multiple
candidates the same ranking.
This voter’s 1st choice would be
counted but if their candidate
was eliminated there would be
no way to determine the voter’s
intent for second choice. At that
point, the voter would have no
further active choice in the race.
Voters cannot rank one candidate
multiple times. This voter’s 1st
choice would be counted and
would continue until their
candidate either won or was
eliminated. If their 1st choice was
eliminated, the voter’s 2nd and 3rd
choices would not count since the
candidate would no longer be in
the race.
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Ranked-Choice Voting
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Item 1.
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Practice Ballot
fcgov.com/RankedVoting
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Practice Ballot
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Practice Ballot
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Practice Ballot
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Try It Out
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Item 1.
Headline Copy Goes Here2025 Ballot
16
Council Races
•Mayor
•Councilmembers –Districts 1, 3 and 5
Charter Amendments
•5-6 expected
TABOR Question
•At least 1 expected
Citizen Initiative
•2-3 expected
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Item 1.
Headline Copy Goes HereOutreach & Education
17
•Collaboration with Larimer County Elections
team
•Working with stakeholders and community
partners (e.g., League of Women Voters,
Chamber, Library, CSU Strayer Center)
•Website, handouts, door hangers, social
media, video, newsletters, utility bill insert,
mailing, etc.
•Events
✓Candidate Information and Orientation
Sessions
✓Super-Issue meeting for boards/commissions
✓Community & City events
✓CSU events (ASCSU, Lagoon Concerts)
✓Chamber meetings
•Local Blue Book - online
Better Ballot North Carolina
Page 31
Item 1.
Headline Copy Goes HereFort Collins Elections Team
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•Delynn Coldiron, City Clerk
•Cecilia Good, Senior Deputy City Clerk
•Amani Chamberlin, Assistant City Clerk
•Kim Holbrook, Records & Info Governance Manager
•Davina Lau, Public Engagement Specialist
•Tyler Robbins, Business/Systems Analyst
•Heather Walls, Deputy City Clerk
•Sara Arfmann, Assistant City Attorney II
•Amy Resseguie, Lead Communications Specialist
Contact Information for Fort Collins Elections
300 LaPorte Avenue – City Clerk’s Office
Elections @ fcgov.com
970-221-6515
https://www.fcgov.com/elections/
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Tina Harris, Larimer County Clerk & Recorder
Larimer County Elections
Ranked Voting and the 2025 Coordinated Election
19
Page 33
Item 1.
Headline Copy Goes HereWhat Is a Coordinated Election?
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A Coordinated Election is one that the County Clerk and
Recorder conducts on behalf of two or more political
subdivisions that are hosting an election on the same day
in November.
•Held on the first Tuesday of November in an odd-
numbered year.
•Mix of local subdivisions – school districts, municipalities,
special districts.
•Those subdivisions certify content, such as ballot contests
and measures, to the County Clerk.
•The County Clerk conducts the Coordinated Election in
compliance with Colorado Revised Statutes, Title 1.
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Item 1.
Headline Copy Goes Here2025 Coordinated Election Key Dates
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•September 5: Deadline for political subdivisions to certify
ballot content to the County Clerk.
•October 10: Ballots mailed to all active, eligible voters.
•October 27: Last day to request a mail ballot.
•October 27 – November 4: Voter Service and Polling
Centers open for in-person voting.
•November 4: Election Day!
•November 12: Last day to cure a signature discrepancy or
missing signature or to provide missing ID.
•November 26: Last day to canvass and officially certify the
results for the Coordinated Election.
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Item 1.
Headline Copy Goes HereRanked Voting in the Coordinated Election
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The County Clerk and Recorder must follow all
requirements of Colorado Revised Statutes and Colorado
Secretary of State Rule.
When conducting an election using a ranked voting method,
the County Clerk must:
•Collaborate with the City to plan a voter education and
outreach campaign to familiarize electors with ranked voting.
•Include voter instructions with every ranked voting mail ballot
packet that provide a brief explanation of ranked voting,
instructions on how to properly mark a ballot, a description of
how ballots will be counted, and an example of a properly
marked ballot.
•Include additional instructions on the ballot itself showing how
to properly mark the ranked voting contest(s) on the ballot.
•Tabulate, adjudicate, audit, and report results for all ranked
voting ballots.Page 36
Item 1.
Headline Copy Goes HereRanked Voting Election Results
23
IN-PROCESS
UNOFFICIAL
RESULTS
FINAL
UNOFFICIAL
RESULTS
FINAL
OFFICIAL
RESULTS
•No later than 8 pm, 9 pm, and
midnight on election night.
•At least once per day until tabulation
of election day returns is complete.
•After the cure period has concluded,
no later than November 14.
•After the canvass and certification
of the election, no later than
November 26.
Ranked voting
election results
will be posted
on the same
schedule as the
results for any
other ballot
contest or
measure.
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Item 1.
Headline Copy Goes HereGetting Ready for Ranked Voting
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The County Clerk and Recorder and the Elections Office have been
working since 2024 to guarantee the upcoming 2025 ranked voting
election will be conducted accurately and in full compliance with
Rule and Law.
Our dedicated team has been:
•Attending work sessions with the Colorado Secretary of State’s
office.
•Meeting with Boulder County, another Colorado jurisdiction that has
successfully run a ranked voting election in 2023 to learn from their
experience and apply best practices.
•Working with our voting system partner to understand all technical
requirements of a ranked voting election.
Coming soon:
•A ranked voting “mock election” with participation from key City of
Fort Collins staff.
•Ranked voting FAQs on vote.larimer.gov.
•Educational events and community outreach.Page 38
Item 1.
Headline Copy Goes Here2025 Community Outreach
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•June 1: FOCO Farmers’ Market (Harmony Rd)
•July 19: Larimer County Farmers’ Market
•August 1 - 5: Larimer County Fair
•August 16: Fort Collins Peach Festival
•September 14: Fort Collins Farmers’ Market
•October 11 - 12: Applewood Fall Festival
Here’s where you’ll find the County
Clerk in 2025:
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Item 1.
Headline Copy Goes HereGet in Touch with Larimer County Elections
26
200 W Oak St, Suite 5100, Fort Collins
elections@larimer.gov
(970) 498-7820
vote.larimer.gov
https://www.larimer.gov/clerk/elections/voting-and-drop-locations
https://www.larimer.gov/clerk/elections/voting-and-drop-locations
https://www.facebook.com/larimercountyclerkandrecorder
https://www.facebook.com/larimercountyclerkandrecorder
https://x.com/Larimer_Clerk
https://x.com/Larimer_Clerk
https://www.instagram.com/larimer_clerk/
https://www.instagram.com/larimer_clerk/
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Item 1.
Headline Copy Goes Here
larimer.gov/clerk
Tina Harris
Clerk & Recorder
tina.harris@larimer.gov
970-498-7852 (office)
970-459-7332 (mobile)
PO Box 1280
Fort Collins, CO 80522
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Item 1.
Headline Copy Goes Here
Questions?
fcgov.com/elections
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Item 1.
File Attachments for Item:
1. Consideration and Approval of the Minutes of the May 20, 2025, Regular meeting.
The purpose of this item is to approve the minutes of the May 20, 2025, Regular meeting.
Page 43
City Council Agenda Item Summary – City of Fort Collins Page 1 of 1
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Delynn Coldiron, City Clerk
SUBJECT
Consideration and Approval of the Minutes of the May 20, 2025 Regular meeting.
EXECUTIVE SUMMARY
The purpose of this item is to approve the minutes of the May 20, 2025 Regular meeting.
STAFF RECOMMENDATION
Staff recommends approval of the minutes.
ATTACHMENTS
1. Draft Minutes, May 20, 2025
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Item 1.
City of Fort Collins City Council Proceedings Page 232
May 20, 2025
COUNCIL OF THE CITY OF FORT COLLINS, COLORADO
Council-Manager Form of Government
Regular Meeting – 6:00 PM
PROCLAMATIONS AND PRESENTATIONS
5:00 PM
A) PROCLAMATIONS AND PRESENTATIONS
PP 1. Declaring the Week of May 18-24, 2025 as EMS Week
PP 2. Declaring the Week of May 25-31, 2025 as Flood Awareness Week
PP 3. Declaring the Month of May 2025 as Asian, Pacific Islander, Desi American and Native
Hawaiians Heritage Month
Mayor Pro Tem Emily Francis presented the above proclamations at 5:00 p.m.
REGULAR MEETING
6:00 PM
B) CALL MEETING TO ORDER
Mayor Jeni Arndt called the regular meeting to order at 6:00 p.m. in the City Council Chambers at 300
Laporte Avenue, Fort Collins, Colorado, with hybrid participation available via the City’s Zoom
platform.
C) PLEDGE OF ALLEGIANCE
Mayor Jeni Arndt led the Pledge of Allegiance to the American Flag.
D) ROLL CALL
PRESENT
Mayor Jeni Arndt
Mayor Pro Tem Emily Francis
Councilmember Susan Gutowsky
Councilmember Julie Pignataro
Councilmember Tricia Canonico
Councilmember Melanie Potyondy
Councilmember Kelly Ohlson
STAFF PRESENT
City Manager Kelly DiMartino
City Attorney Carrie Daggett
City Clerk Delynn Coldiron
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Item 1.
May 20, 2025
City of Fort Collins City Council Proceedings Page 233
E) CITY MANAGER'S AGENDA REVIEW
City Manager Kelly DiMartino provided an overview of the agenda, including:
No changes to the published agenda.
Withdraw Item No. 12, Items Relating to the Vine Drive and Jerome Street Intersection
Improvements Project, to make revisions and go before Council for consideration on June 3rd.
Items 1-13, less Item 12, recommended for adoption.
Consideration of an Executive Session.
F) COMMUNITY REPORTS
None.
G) PUBLIC COMMENT ON ANY TOPICS OR ITEMS OR COMMUNITY EVENTS
(Including requests for removal of items from Consent Calendar for individual discussion.)
Eddie Arthur requested clarification regarding the proposed Code changes related to vehicle noise,
particularly related to whether all Police Officers will be enforcing the Code or if it will just be a task
force. He also asked who would be responsible for educating the public about the new noise
ordinances and suggested the placement of signs in the Old Town area. Additionally, he questioned
how muffler laws are enforced and noted nothing was mentioned in the packet about fines. He
expressed support for the changes.
Johnny West noted he has been a resident of Fort Collins since 1934 and expressed concern about
the trash hauling contract and opt out fees because he hauls his own trash to a dumpster and has
permission to do so. He stated he recently received a bill from Republic for $99 for services he is not
receiving.
Griffin Cole, dentist, expressed support for ceasing water fluoridation stating there are no positive
impacts to drinking fluoride; its impacts are only topical. He stated there is no correlation between
fluoridation and tooth decay; however, he stated there are studies that show a correlation between
fluoridation and declining IQ.
Pati Thomas expressed support for ceasing water fluoridation stating fluoride is a known neurotoxin.
She discussed recent studies that have shown fluoride is not effective and can be harmful to babies
and children. She encouraged Council to cease water fluoridation.
Zoelle Lane spoke in favor of the Connexion union and stated unions are key to ensuring employees
have a strong voice to advocate for themselves. She encouraged the City to support the union to
adhere to the City’s values.
Kaori Keyser spoke in favor of the Connexion union and discussed a letter Council received yesterday
regarding employee unionization procedures in cities that have a pathway to unionization, such as
Denver. She urged Council to ask thoughtful questions of City attorneys and management during
Executive Session and do what it can to protect public servants.
Greg Zoda spoke in favor of the Connexion union and commented on Boulder’s municipal workers
voting to unionize. He shared frustration about the City’s process of recognizing only those unions
that have been approved by voters and urged Council to add a Charter amendment to the ballot that
would be similar to Denver’s 2U.
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May 20, 2025
City of Fort Collins City Council Proceedings Page 234
Public comment concluded at 6:25 p.m.
H) PUBLIC COMMENT FOLLOW-UP
Councilmember Pignataro thanked Mr. Arthur for his comments and questions and noted the Second
Reading of changes to the trash hauler contract was recently approved; therefore, Mr. West may be
exempt from the opt-out fee. She requested staff follow up with him.
Councilmember Potyondy thanked the speakers and expressed appreciation to those who sent in
research to help inform the Executive Session.
Mayor Arndt thanked the speakers.
I) COUNCILMEMBER REMOVAL OF ITEMS FROM CONSENT CALENDAR FOR DISCUSSION
None.
J) CONSENT CALENDAR
1. Consideration and Approval of the Minutes of the May 6, 2025 Regular meeting.
The purpose of this item is to approve the minutes of the May 6, 2025 Regular meeting.
Approved.
2. Second Reading of Ordinance No. 074, 2025, Appropriating Unanticipated Philanthropic
Revenue, Appropriating Prior Year Reserves and Authorizing Transfer of Appropriations
for Various Gifts Received Through City Give.
This Ordinance, unanimously adopted on First Reading on May 6, 2025, requests an
appropriation of $42,325 in philanthropic revenue received through City Give. These
miscellaneous gifts to various City departments support a variety of programs and services and
are aligned with both the City’s strategic priorities and the respective donors’ designation.
In 2019, City Give, a formalized enterprise-wide initiative was launched to create a transparent,
non-partisan governance structure for the acceptance and appropriations of charitable gifts.
Adopted on Second Reading.
3. Second Reading of Ordinance No. 075, 2025, Making a Supplemental Appropriation of
Colorado Department of Transportation Colorado Highway Safety Office Click It or Ticket
Grant Funds for the Fort Collins Police Services Traffic Enforcement Unit.
This Ordinance, unanimously adopted on First Reading on May 6, 2025, appropriates $20,000 of
unplanned revenue from the Colorado Department of Transportation (CDOT) for Police Services
to conduct the Click It Or Ticket program.
Adopted on Second Reading.
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Item 1.
May 20, 2025
City of Fort Collins City Council Proceedings Page 235
4. Second Reading of Ordinance No. 076, 2025, Making a Supplemental Appropriation of
Federal Emergency Management Administration’s Building Resilient Infrastructure and
Communities Program Grant Funds and Authorizing Transfers for the Nature-Based
Solutions Plan and Stormwater Park Concept Plan Project.
This Ordinance, unanimously adopted on First Reading on May 6, 2025, enables the City to
receive and expend federal funds for the Nature-Based Solutions Plan and Stormwater Park
Concept Plan Project (Project). The Colorado Division of Homeland Security and Emergency
Management, through the Colorado Department of Public Safety (CDPS), awarded the City of
Fort Collins $398,431 of unanticipated revenue to develop the Project. This award is part of the
Federal Emergency Management Administration’s (FEMA’s) Building Resilient Infrastructure and
Communities (BRIC) 2023 program, with the $398,431 awarded to the City being federal funds.
The City has a required cost share of $245,641 that will be met through City staff time. City staff
time will be used through the life of the grant funded Project, from 2025 through October 23, 2027.
Based on City staff time being part of annual ongoing fund budgets, the City will utilize budgets
as appropriated by City Council each annual fiscal year associated with such City staff time to
meet the required cost share requirement of this grant.
Grant funds will enable the City in developing plans to support developers who seek to utilize
nature-based solutions and natural habitat design standards in their neighborhood developments
in Fort Collins. The purpose of this item is to support development of the Project by:
Appropriating $398,431 of unanticipated revenue awarded through FEMA’s BRIC program;
Utilizing matching funds in the amount of $85,378 from existing 2025 appropriations in the
Community Development and Neighborhood Services operating budget in the General fund into
this grant Project for staff time;
Utilizing matching funds in the amount of $11,841 from existing 2025 appropriations in the
Stormwater Engineering operating budget in the Stormwater fund into this grant Project for staff
time.
Utilizing matching funds in the amount of $5,957 from existing 2025 appropriations in the
Communications and Public Involvement operating budget in the General Fund into this grant
Project for staff time.
This item authorizes the Mayor to accept the grant funds and to commit the City to comply with
the terms and conditions of the intergovernmental grant agreement.
Adopted on Second Reading.
5. Second Reading of Ordinance No. 077, 2025, Replacing Ordinance No. 040, 2025, and
Approving the Intergovernmental Agreement Between the City of Fort Collins and the Fort
Collins, Colorado, Downtown Development Authority Governing the Use of a Line of Credit
for the Financing of Downtown Development Authority Projects and Programs and
Delegating to the Downtown Development Authority Thereunder the Power to Incur Debt
in Relation Thereto as Authorized by State Law.
This Ordinance, unanimously adopted on First Reading on May 6, 2025, approves an ordinance
to authorize the Mayor to sign an intergovernmental agreement between the City and Downtown
Development Authority (DDA) that will govern the processes for administering a line of credit for
financing DDA projects and programs for a six-year term from 2025 through 2030 and a maximum
pre-draw limit of $5 million. This item was previously approved by Ordinance No. 040, 2025;
however, the Exhibits A, B, and C-1 to C-5 attached to and part of the intergovernmental
agreement were not included in the meeting packet on March 18, 2025, for the second
reading of the Ordinance. The only changes on this item for its approval and replacement
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Item 1.
May 20, 2025
City of Fort Collins City Council Proceedings Page 236
of Ordinance No. 040, 2025, other than updating the dates, are the inclusion of the
intergovernmental agreement attachments.
The current Line of Credit (LOC) established in 2012 and renewed in 2018 by the City on behalf
of the DDA expired at the end of 2024. The City and DDA began taking steps in early 2024 to
renew this debt instrument with First National Bank of Omaha (FNBO) for another six-year term,
as it will be needed by the DDA to execute its projects and programs beginning in budget year
2025 and continuing through 2030. The renewal of the bank authorized Line of Credit is needed
by the DDA to satisfy compliance with C.R.S. § 31- 25-807(3)(a)( II).
On November 6, 2024, the Council Finance Committee reviewed the purpose and approach for
bringing forth a third IGA to accommodate the DDA’s authorization to use a Line of Credit and
satisfy compliance with C.R.S. § 31- 25-807(3)(a)( II). The Council Finance Committee was
supportive of advancement of the IGA to Council.
On February 13, 2025, the DDA Board adopted Resolution 2025-02 authorizing the DDA’s
approval of the IGA and the line of credit promissory note from First National Bank of Omaha.
The IGA is now advanced to Council and pursuant to the DDA Act requires adoption by ordinance.
Adopted on Second Reading.
6. First Reading of Ordinance No. 078, 2025, Appropriating Prior Year Reserves and
Authorizing Transfers of Appropriations for Broadband Buildout to Multi-Dwelling Units
and Customer Installations and Related Art in Public Places and Modifying the Terms of
Repayment for Prior Appropriations from the Light and Power Fund.
The purpose of this item is to request appropriation of $12 million of prior year reserves from the
Light & Power Fund for use in Broadband’s (herein referred to as “Connexion”) efforts to continue
new customer installations, including building out to multi-dwelling units (MDU’s) and mobile home
parks, and providing for asset management. These funds from Light & Power provide a significant
portion of the total funding need over the next 4 years and will be reimbursed to the Light & Power
Fund, including interest, from the cash flows generated by Connexion operations.
Adopted on First Reading.
7. First Reading of Ordinance No. 079, 2025, Authorizing Transfers of Appropriations for the
Shields Street Protected Infrastructure – Lake Street to Stuart Street Project and the
Shields Street Separated Bike Lanes – Mulberry Street to Mountain Avenue Project.
The purpose of this item is to transfer Active Modes Plan Implementation funding to the Shields
Street Protected Infrastructure – Lake Street to Stuart Street and the Shields Street Separated
Bike Lanes – Mulberry Street to Mountain Avenue capital projects.
Adopted on First Reading.
8. First Reading of Ordinance No. 080, 2025, Making a Supplemental Appropriation of an
Additional Award from the Colorado Auto Theft Prevention Authority Grant for the Fort
Collins Police Services Property Crimes Unit.
The purpose of this item is to appropriate $19,011 of unanticipated revenue received from the
Colorado State Patrol Department of Public Safety as a modification to the previously awarded
FY 2025 BATTLE (Beat Auto Theft Through Law Enforcement) grant.
Adopted on First Reading.
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Item 1.
May 20, 2025
City of Fort Collins City Council Proceedings Page 237
9. Items Relating to Civic Center Master Plan: Municipal Court Renovation & Parking Services
Move.
A. First Reading of Ordinance No. 081, 2025, Appropriating Prior Year Reserves and Authorizing
Transfers of Appropriations for the Parking Services Department Relocation Project and Related
Art in Public Places
B. First Reading of Ordinance No. 082, 2025, Appropriating Prior Year Reserves and Authorizing
Transfers of Appropriations for the Municipal Court Expansion Project and Related Art in Public
Places
The purpose of these items is to provide context for two related requested appropriations for
projects in the Civic Center Master Plan. The first will expand City service capacity by moving
Parking Services to the Civic Center Parking Structure in order to vacate space in the 215 North
Mason Street building to allow for the expansion of the City Municipal Court. The second
recommended appropriation provides initial construction costs for the expansion of the Municipal
Court in the 215 North Mason Street building.
Appropriation recommendations:
$450,000 from reserves in the Parking Fund to the Capital Projects Fund for the relocation of
Parking Services to the Civic Center Parking Structure
$400,000 from General Government Capital Expansion Fee reserves within the Capital
Expansion Fund for the relocation of Parking Services as a condition precedent to the
Municipal Court construction and expansion
$8,500 transfer from the Capital Projects Fund to the Art in Public Places Program in the
Cultural Services & Facilities Fund for the relocation of Parking Services.
$4,300,000 from General Governmental Capital Expansion Fee reserves within the Capital
Expansion Fund for the Municipal Court construction and expansion project
$43,000 transfer from the Capital Projects Fund to the Art in Public Places Program in the
Cultural Services & Facilities Fund for the Municipal Court construction and expansion project.
Both Ordinances Adopted on First Reading.
10. First Reading of Ordinance No. 083, 2025, Amending Sections 20-21 and 20-25 of the Code
of the City of Fort Collins for the Purpose of Clarifying Exceptions to the Noise Ordinance
for Agricultural Activities.
The purpose of this item is to further clarify the alignment of the municipal noise ordinance with
Colorado statutes relating to exceptions for agricultural operations.
Adopted on First Reading.
11. First Reading of Ordinance No. 084, 2025, Designating as Non-Lapsing and Transferring
the Prior Appropriation of Philanthropic Revenue Received Through City Give by
Ordinance No. 055, 2025, for the Payment Assistance Fund.
The purpose of this item is to request that the lapsing appropriation approved by Council on its
passage of Ordinance No. 055, 2025, of $443,600 in philanthropic revenue received through City
Give, be designated by this Ordinance as non-lapsing. These miscellaneous gifts to various City
departments support a variety of programs and services and are aligned with both the City’s
strategic priorities and the respective donors’ designation.
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Item 1.
May 20, 2025
City of Fort Collins City Council Proceedings Page 238
In 2019, City Give, a formalized enterprise-wide initiative was launched to create a transparent,
non-partisan governance structure for the acceptance and appropriations of charitable gifts.
Adopted on First Reading.
12. Items Relating to the Vine Drive and Jerome Street Intersection Improvements Project.
A. Resolution 2025-057 Authorizing the Execution of an Intergovernmental Agreement Regarding
a Grant of Funds for Improvements to the Intersection of Vine Drive and Jerome Street Between
the City of Fort Collins and the Downtown Development Authority.
B. First Reading of Ordinance No. 085, 2025, Making Supplemental Appropriations and
Appropriating Prior Year Reserves and Authorizing Transfers of Appropriations for the Vine Drive
and Jerome Street Intersection Improvements Project and Related Art in Public Places.
The purpose of these items is to enable the City to receive and expend Downtown Development
Authority (DDA) grant funds and Urban Renewal Authority (URA) funds for the Vine Drive and
Jerome Street Intersection Improvements project (Project). The funds will be used for outreach,
design, right-of-way acquisition, and construction for improvements at the intersection of Vine
Drive and Jerome Street. If approved, the items will: 1) authorize the Mayor to execute an
Intergovernmental Agreement (IGA) for the Project with the DDA; 2) transfer $135,200 of
Community Capital Improvement Program (CCIP) Bicycle Program funds to the Project; 3)
transfer $67,756.77 of Community Capital Improvement Program (CCIP) Pedestrian Program
funds to the Project; 4) appropriate $293,076 in URA funds to the Project; 5) transfer $146,472.87
in remaining 2050 Tax – Our Climate Future funds from previous appropriations to the Project; 6)
appropriate $144,000 of DDA grant funds to the Project; 7) appropriate $4,283.34 in
Transportation Capital Expansion Fee (TCEF) funds to the Project; 8) appropriate $87.42 of
Transportation Services Fund reserves to the Project; and 9) appropriate $4,370.76 (1%) of the
DDA grant and URA funds to the Art in Public Places (APP) program. The Conservation Trust
Fund will contribute $165,000 towards the Project as part of the 2026 annual budget process.
Ordinance and Resolution Postponed to June 3rd Council Meeting.
13. Resolution 2025-058 Approving Fort Fund Grant Disbursements.
The purpose of this item is to approve Fort Fund grants from the Cultural Development and
Programming Account and the Tourism Programming Account for the selected community events
in the Program Support Grant – March Deadline category, based upon the recommendations of
the Cultural Resources Board.
Approved.
END OF CONSENT CALENDAR
Mayor Pro Tem Francis moved, seconded by Councilmember Potyondy, to approve the
recommended actions on items 1-13, minus Item No. 12, on the Consent Calendar.
The motion carried 7-0.
K) CONSENT CALENDAR FOLLOW-UP (This is an opportunity for Councilmembers to comment on
items adopted or approved on the Consent Calendar.)
Councilmember Ohlson stated he would be withdrawing Item No. 12, Items Relating to the Vine Drive
and Jerome Street Intersection Improvements Project, from the future agenda so he could vote against
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it. He stated he believes the item is an inappropriate use of climate future funds and suggested other
funds could be used for the project.
L) STAFF REPORTS
None.
M) COUNCILMEMBER REPORTS
Councilmember Susan Gutowsky
Attended Poudre Fire Authority event recognizing first responders who saved lives during which
the first responders were able to meet the people they saved.
Attended employee breakfast and awards ceremony.
Councilmember Melanie Potyondy
Attended reception for Asian American Native Hawaiian Pacific Islander Heritage Month.
Attended graduation for City Works 101.
Councilmember Tricia Canonico
Thanked District 1 Police Officers for allowing her to attend a walk-along and ride-along.
Front Range Passenger Rail District Board holding an online open house for the future of
passenger rail.
Mayor Jeni Arndt
Congratulated CSU graduates.
Thanked a resident for bringing a dangerous situation to her attention which was immediately
remedied by staff.
Thanked an officer who redirected her on a running trail and informed her there may be a
dangerous person on the path ahead while not being alarming.
Met an individual who moved to Fort Collins after watching City Council broadcasts.
N) CONSIDERATION OF ITEMS REMOVED FROM THE CONSENT CALENDAR FOR INDIVIDUAL
DISCUSSION
None.
O) CONSIDERATION OF ITEMS PLANNED FOR DISCUSSION
14. Second Reading of Ordinance No. 051, 2025, Amending Chapter 9 of the Code of the City
of Fort Collins for the Purpose of Repealing the 2021 International Fire Code and Adopting
the 2024 International Fire Code, with Amendments.
This Ordinance, unanimously adopted on First Reading on March 18, 2025, repeals the 2021
International Fire Code and adopts the 2024 International Fire Code (IFC) with local amendments.
The International Code Council (ICC) publishes code updates every three years. The Poudre Fire
Authority (PFA) Board of Directors has reviewed and approved this code package and is
requesting the code be adopted as amended. Staff is requesting that Council make the
following motion to postpone Second Reading of this Ordinance to June 17, 2025, to allow
further time for the Building Review Commission to consider the proposed Code changes,
as well as the proposed amendments attached to this AIS:
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“I move to postpone consideration of the Second Reading of Ordinance No. 051, 2025, Amending
Chapter 9 of the Code of the City of Fort Collins for the Purpose of Repealing the 2021
International Fire Code and Adopting the 2024 International Fire Code, with Amendments, to June
17, 2025.”
PUBLIC COMMENT
None.
COUNCIL QUESTIONS/DISCUSSION
Mayor Arndt thanked Poudre Fire Authority for bringing this forward and working through the
process with Boards and Commissions.
Mayor Pro Tem Francis moved, seconded by Councilmember Gutowsky, to postpone
consideration of the Second Reading of Ordinance No. 051, 2025, Amending Chapter 9 of
the Code of the City of Fort Collins for the Purpose of Repealing the 2021 International Fire
Code and Adopting the 2024 International Fire Code, with Amendments, to June 17, 2025.
The motion carried 7-0.
15. Public Hearing and Resolution 2025-059 Approving a First Amendment to the Amended
and Restated Service Plan for Foothills Metropolitan District.
Per the City’s Financial Management Policy 10 – Metro Districts (the “Policy”), authorized by
Resolution 2021-045, the procedures for conducting a hearing on metropolitan district service
plan or plan amendment will be in accordance with the Council’s adopted procedures and Section
3.K. of the Policy, which sets the order of the proceedings on such a public hearing as follows:
1. Announcement of item;
2. Consideration of any procedural issues;
3. Explanation of the application by City staff;
4. Presentation by the applicant;
5. Public testimony regarding the application;
6. Rebuttal testimony by the applicant;
7. Councilmember questions of City staff and the applicant; and
8. Motion, discussion and vote by City Council.
In 2012, the District was organized to redevelop the then existing Foothills Mall (approval of the
formation of the District and its original Service Plan by City Council was by Resolution 2012-
084). Council approved the current Amended and Restated Service Plan for the Foothills
Metropolitan District (the “District”) on May 7, 2013 (Resolution 2013-044).
Since the District’s formation and redevelopment, some of the planned activation has been
successful. However, several factors have affected the commercial leasing of all property, which
has impacted the revenues dedicated for debt service payment. To address the underperforming
aspects, MXD Fort Collins, LLC (the “Current Developer”) is currently designing a new
redevelopment plan. The First Amendment supports this new approach to redevelopment by:
1. Increasing the maximum amount of debt the District can have outstanding.
2. Extending the length of the debt the District is allowed to incur and clarifying refunding.
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3. Making other changes to ensure consistency with the new redevelopment plan.
The First Amendment expands the list of eligible improvements but does not expand the list of
eligible improvements for which the City or the Fort Collins Urban Renewal Authority (the
“Authority”) are obligated to participate in or contribute revenues to finance. This item is related
to another item on the agenda, Resolution 2025-060, Approving a Development Agreement to
Secure Public Benefits for Foothills Mall Redevelopment, which, if adopted, would approve a
Public Benefits Agreement that would be effective upon the effective date of this Resolution 2025-
059.
Mayor Arndt opened the public hearing on this item.
STAFF PRESENTATION
Josh Birks, Deputy Director of Sustainability, stated this resolution would allow for the service plan
to be changed such that it would include the ability to issue additional debt and ultimately support
another round of investment in what was formerly the Foothills Mall site. He discussed the history
of the Foothills Metropolitan District and outlined the current revenue sources for the District,
which are just sufficient to fund debt service, though are weakening. He noted this resolution
would allow for refunding of the existing debt and the issuance of additional debt.
Birks discussed how the Foothills Mall project has evolved over time and noted a policy was
adopted to guide the metro district service plan analysis in 2021, though staff is recommending
not adhering strictly to that policy in this case as the district predates the policy and the district
serves primarily as a financial conduit for the revenue sources coming together to support
redevelopment. Birks also noted the change does not alter in any way the obligations of the City
or the Authority and the property tax increment remains 100% pledged until 2038.
Birks stated the funds would be used to refund the existing debt and issue new debt for a total of
about $166.1 million, which would give the District $75 million to use for new public improvements.
APPLICANT PRESENTATION
Will Little, McWhinney, commented on McWhinney's purchase of the Foothills Mall in 2021 and
forthcoming focus on redevelopment of the interior mall building. He discussed the plan to utilize
the requested funds for new outdoor park areas, new parking, and new streets.
Dan Dougherty, McWhinney, discussed reimagining the mall space to right size the retail. He
noted some of the existing unleased retail will be redeveloped with additional roadways, parks,
and walkway space, with a bit of commercial space and some additional housing, including the
affordable component. He discussed the adaptive reuse of the mall building which will involve
removing the roof while still allowing some walls to remain. Dougherty provided renderings of the
proposed project and noted the parking garage and Foothills Athletic Club will be retained.
COUNCIL QUESTIONS/DISCUSSION
Councilmember Pignataro asked if the affordable housing would be a for sale product. Dougherty
replied the townhomes will be for sale, and it has yet to be determined what partner and product
type will be selected for the affordable housing component.
Councilmember Pignataro asked if there are 300 additional housing units being contemplated.
Little replied that the original strategy for the site was for a higher density of rental units than what
is currently there; however, it has been determined that financing apartments on the site would
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be very difficult; therefore, the plans have shifted to either for rent or for sale single-family attached
or detached homes.
Councilmember Pignataro asked if the Foothills Activity Center is currently rented. Birks replied
the City owns the space outright, though the site is subject to covenants similar to other properties
on the site.
Councilmember Pignataro asked if there are plans to update the Activity Center. Birks replied the
Activity Center is constructed with the Macy’s building wrapping around it; therefore, when the
Macy’s building comes down, there will likely be some opportunity for improvements to the façade.
Little noted they have yet to determine specifics about the demolition of the Macy’s building, but
there will be work done on the façade.
Councilmember Pignataro asked about the risks to adopting this resolution. Birks replied there is
an existing risk that the metro district is not generating sufficient revenue to pay the debt, and that
is an indirect concern to the City. A risk of moving forward is that additional time during which the
residents and consumers of the site will be paying for public infrastructure would be authorized,
and there are risks associated with development. From a financial perspective, the risk to the
City has not significantly changed.
Mayor Pro Tem Francis asked about the anticipated number of affordable housing units. Little
replied the plan is for 50 to 60 units. Birks clarified the requirement is for a dedication to contribute,
either through donation or contribution, into a partnership, 30,000 square feet of land for
affordable units which is adjacent to the parking structure, thereby keeping the project from
needing additional parking.
Mayor Pro Tem Francis asked about the difference between the two ways to fulfill the affordable
housing obligation and expressed concern about the lack of a requirement to have the affordable
housing component built by a certain time. Little replied that requirement is not part of the
agreement at this time, but the requirement is to either contribute the land or donate it, and the
selected partner for that development would determine which of the means of fulfillment would be
used. Birks discussed the two ways to fulfill the affordable housing obligation, one of which would
be the execution of a contract for the donation or contribution of the affordable housing parcel and
one of which references a reservation of the parcel which would put some type of covenant on
the land requiring the property to be developed as affordable housing.
Mayor Pro Tem Francis expressed concern about the affordable housing units actually being
delivered and asked what assurances exist that it will actually be built. Little stated his expectation
is that there will be more engagement from the Colorado Housing and Finance Authority for a 50–
60-unit project than a 15-unit project. He acknowledged there is no timeline for the development
of the affordable units and reiterated that McWhinney would be partnering with others who have
experience in that market to get this completed.
Birks acknowledged this agreement does not bear a timeline similar to that of other metro districts.
Councilmember Ohlson stated his trust level is low for the City organization and this project and
asked why the agreement could not include a date certain to deed the land to the City for use as
affordable housing to allow the City to set a timetable and work with the Housing Authority. Birks
replied staff has had conversations with the developer and what is in this proposal is what they
have asked to put before Council.
Councilmember Ohlson stated he does not trust the outcome and urged Council to not vote in
favor of the item due to the affordable housing component. He noted there is no recommendation
from staff for approval of this item, just for consideration. He also expressed concern about the
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PIF being permanent and increasing to 3%. Birks replied the original conversation Council had
about PIF was when Front Range Village came through, and staff at that time was under the
impression that public improvement fees needed to be authorized by Council; however, the reality
is that public improvement fees are a privately imposed covenant or lease term that can happen
without Council being engaged at all, though that does not mean Council may not be involved in
how those fees are used. He stated the AIS was trying to convey that developers can impose a
public improvement fee without Council involvement, though there have been occasions, and this
is one, where the developer is willing to limit what they can otherwise do through a contractual
agreement through the service plan redevelopment and reimbursement agreement.
Councilmember Ohlson asked if the Foothills Mall URA Plan Area will still expire on the same
date. Birks replied in the affirmative and stated it will expire in 2038.
Councilmember Ohlson asked if what is being voted on with this item takes more money from the
City of Fort Collins, Poudre School District, or County according to the URA and tax increment
financing (TIF) agreements. Birks replied this agreement does not take any more money through
the pledge of tax increment from those entities as the pledge remains as it was agreed upon in
2013. He stated the changes are that the metro district can collect its extra property tax for longer
and the PIF will exist longer.
Councilmember Potyondy concurred she would feel more comfortable voting for this if there were
more assurances and specificity around the affordable housing piece. Regarding the retail space,
she asked about the peak occupancy of the new mall before people knew it was going to be
redeveloped. Little replied they have worked with every tenant to limit costs and keep them in
place, and they have benefited from the additional traffic brought in by the College Avenue shops.
He stated there has not been a huge loss of retailers in the last 12 to 18 months.
Councilmember Potyondy commended the reuse components of the plan and asked if there are
retailers interested in coming in after redevelopment. Little replied one of the trends seen
nationally is too much space; therefore, one of the strategies being pursued is the reduction of
the general leasable area of the mall. He stated the sales being generated by the College Avenue
shops are a good tool for soliciting new tenant interest. He stated he does believe there will be
incoming tenants, and the catalyst for that will be an anchor store, which is still being sought.
Councilmember Gutowsky asked if temporary office space is still being considered. Little replied
in the affirmative and noted space for artist rentals will also be considered.
Councilmember Gutowsky asked what key changes will make this redevelopment successful.
Little replied this plan includes a significant departure from what has been a historic indoor mall
experience that no longer works well across the country. He stated the key is reducing the size.
Councilmember Gutowsky also expressed concern regarding the lack of assurance and specificity
around the affordable housing piece.
Councilmember Canonico commented on visiting a similarly developed property to the one
planned and asked if there are any assurances there will be at least 300 residences planned, as
that will be a large part of the success of the project. Little replied McWhinney would likely partner
with another entity to build a for sale product, but the total number of dwellings provided will end
up being a function of the final site plan. He stated finding successful retailers to land here is the
most important piece. He stated there will be a shift from apartments to townhomes and condos,
which is the reason for the decrease in density from previous plans.
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Councilmember Canonico asked what is anticipated for the residential component if an anchor
store leaves the project. Little replied that is a risk of retail business in general and retail is
constantly evolving. He stated it is important to have the flexibility to repurpose the anchor space
for a new use.
Councilmember Canonico asked if a 3% PIF would keep people from shopping at the facility.
Little replied they have projects with a variety of PIF amounts that are a function of what the
market will bear. He added that the most scrutiny placed on PIF amounts is by retailers.
Councilmember Canonico asked how the demolition process will be handled to help meet the
City’s zero waste goals. Little replied demolition contractors are good at identifying recyclable
materials and that is something that will be considered during the design and construction
process.
Councilmember Canonico also echoed concerns about the lack of assurance and specificity
around the affordable housing piece. She stated she would like to see the number of housing
units maximized overall.
Mayor Arndt asked what would occur under a ‘do nothing’ scenario. Birks replied the service plan
would remain as is, and in 2038, the project would have to stop collecting the mils associated with
the debt that is being collected by the metro district and would not be able to issue new debt that
would have a maturity of longer than 25 years. He stated it would be difficult for the metro district
to refund without any change in available revenue or any change in the project that could be
perceived as changing the amount of revenue coming in.
Mayor Arndt noted another developer and project would need to be sought if this project is not
successful, and the financial component of this item is what she is considering; therefore, she will
be supporting the amendment.
City Attorney Daggett noted this item is solely the amendment of the service plan, and the next
item relates to the public benefits agreement. She recommended Council add language to the
end of Section 5 that makes approval of the service plan amendment subject to full execution of
the approved public benefits agreement between the City and the developer addressing the
commitments that support the approval of the first amendment.
Councilmember Pignataro asked about the staff recommendation of consideration rather than
approval. Birks replied staff was aware there would likely be questions about the affordable
housing component; therefore, the recommendation was for consideration.
Councilmember Ohlson asked how much support for the retail has been provided by the existing
housing units. Little replied they cannot track that exactly, though the general consensus about
the location is that there is retail demand, though the experience offered is different from what is
desired by consumers, which is evidenced by the disparity between sales at the College Avenue
shops versus the mall.
Clerk’s Note: Mayor Pro Tem Francis called for a break at 8:13 p.m., noting the meeting
would resume at 8:33 p.m.
Birks stated there is still additional work that needs to be done related to the PIF.
City Attorney Daggett noted the redevelopment agreement is not being changed and commented
on ensuring the terminology and the way the permissions are written are all consistent among
various documents.
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Mayor Arndt stated it seems the City does not have a role in the PIF and it should be up to the
developer and retailers to work through that themselves.
Mayor Pro Tem Francis moved, seconded by Councilmember Canonico, to continue the
public hearing and postpone Resolution 2025-059 Approving a First Amendment to the
Amended and Restated Service Plan for Foothills Metropolitan District to July 1, 2025.
The motion carried 7-0.
16. Resolution 2025-060 Approving the Development Agreement to Secure Public Benefits for
the Foothills Mall Redevelopment.
The purpose of this item is to seek approval of a Development Agreement to Secure Public
Benefits for Foothills Mall Redevelopment. This item is related to another item on the agenda,
Resolution 2025-059 Approving a First Amendment to the Amended and Restated Service Plan
for Foothills Metropolitan District.
Mayor Pro Tem Francis reiterated the desire to have more assurances for the affordable housing
piece and encouraged the developer to work to determine more accurately how many units could
be supported by the site.
Mayor Pro Tem Francis moved, seconded by Councilmember Ohlson, to postpone
Resolution 2025-060 Approving the Development Agreement to Secure Public Benefits for
the Foothills Mall Redevelopment to July 1, 2025.
The motion carried 7-0.
17. Items Relating to Motor Vehicle Noise.
A. First Reading of Ordinance No. 086, 2025, Adopting Section 1418, Unreasonable Vehicle
Noise Prohibited in the Fort Collins Traffic Code.
B. First Reading of Ordinance No. 087, 2025, Amending Section 17-129 of the Code of the City
of Fort Colins to Remove all Reference to Traffic Noise.
C. First Reading of Ordinance No. 088, 2025, Amending Section 225 of the Fort Collins Traffic
Code to Clarify the Different Types of Equipment Violations Related to Mufflers.
D. First Reading of Ordinance No. 089, 2025, Amending Section 1-15 of the Code of the City of
Fort Collins to Allow Some Specified Traffic Violations to be Designated as a Misdemeanor
Offense.
The purpose of these items is to present recommended changes to the City Code and Fort Collins
Traffic Code to address enforcement of unreasonable noise in the city related to Motor Vehicles.
STAFF PRESENTATION
Police Chief Jeff Swoboda commented on recent efforts by staff to work to better address noise
in the city.
Assistant Police Chief Kristy Volesky discussed work that has been done in terms of looking at
muffler noise and other behavior noise, including radios, tire squealing, and engine revving. She
outlined the four items for Council consideration, including a new Code section related to
unreasonable vehicle noise which would allow officers to use their discretion to address issues,
an amended code section that would remove references to the traffic code, an amended code
section clarifying the different types of equipment violations related to mufflers, and an amended
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code section that would allow for some specified traffic violations to be designated as
misdemeanors.
COUNCIL QUESTIONS/DISCUSSION
Mayor Pro Tem Francis asked if this will be enforced by all officers, not just a task force. Assistant
Chief Volesky replied in the affirmative. She added the department knows the importance of this
issue to the community and stated the Traffic Unit will lead the way, though any officer can write
a ticket.
Mayor Pro Tem Francis asked if there are plans for signage in the downtown area. Assistant
Chief Volesky replied there are signs planned that read ‘noise ordinance enforced,’ which will
include traffic noise; however, there are no plans for quiet-zone specific signage. She also noted
that there are existing signs related to this in the downtown area.
Mayor Pro Tem Francis asked about the fine amounts. Assistant Chief Volesky replied the range
for a misdemeanor is up to $3,000 and 180 days in jail, and the sentence is set by the court;
violations would require a court appearance.
Mayor Pro Tem Francis supported studying utilizing speed cameras to monitor sound.
Councilmember Pignataro asked about the plan for updating Council on how things are going,
assuming adoption of the ordinances. Chief Swoboda replied updates could be provided as
desired by Council.
Chief Swoboda noted these changes will not solve the issue of noise in the community but will
provide an additional enforcement tool.
Councilmember Potyondy commended the work on this item.
Councilmember Ohlson commended staff work on the issue and stated the changes are long
overdue.
Mayor Pro Tem Francis moved, seconded by Councilmember Potyondy, to adopt
Ordinance No. 086, 2025, Adopting Section 1418, Unreasonable Vehicle Noise Prohibited
in the Fort Collins Traffic Code, on First Reading.
The motion carried 7-0.
Mayor Pro Tem Francis moved, seconded by Councilmember Canonico, to adopt
Ordinance No. 087, 2025, Amending Section 17-129 of the Code of the City of Fort Colins
to Remove all Reference to Traffic Noise, on First Reading.
The motion carried 7-0.
Mayor Pro Tem Francis moved, seconded by Councilmember Gutowsky, to adopt
Ordinance No. 088, 2025, Amending Section 225 of the Fort Collins Traffic Code to Clarify
the Different Types of Equipment Violations Related to Mufflers, on First Reading.
The motion carried 7-0.
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Mayor Pro Tem Francis moved, seconded by Councilmember Pignataro, to adopt
Ordinance No. 089, 2025, Amending Section 1-15 of the Code of the City of Fort Collins to
Allow Some Specified Traffic Violations to be Designated as a Misdemeanor Offense, on
First Reading.
The motion carried 7-0.
18. First Reading of Ordinance No. 090, 2025, Amending Section 9-23 of the Code of the City
of Fort Collins Regarding the Use of Fireworks.
The purpose of this item is to present recommended changes to the Fort Collins City Code Section
9-23 to address enforcement for violations related to fireworks.
STAFF PRESENTATION
Police Chief Jeff Swoboda commented on issues related to fireworks in the community and stated
this change would ensure officers do not have to catch a person in the act of lighting off a firework
and would hold those accountable who are hosting parties during which fireworks are being
ignited.
Assistant Police Chief Kristy Volesky stated the current penalty is a misdemeanor with a $1,000
fine and the change would mirror the nuisance gathering ordinance.
COUNCIL QUESTIONS/DISCUSSION
Councilmember Potyondy commended the proposed change and asked about the strategy for
people lighting fireworks in public spaces or commercial spaces. Assistant Police Chief Volesky
replied there will be officers assigned to do fireworks abatement around the July 4th holiday
somewhat based upon community complaints.
Councilmember Canonico asked when a report will be provided to Council. Chief Swoboda
replied a report could be ready by the end of July.
Mayor Pro Tem Francis commended the work on this item and noted Poudre Fire Authority has
yard signs that can be displayed indicating the impacts of fireworks on veterans or pets who may
be living at a property.
Councilmember Ohlson suggested education also be centered around urban fire impacts as well
as impacts to veterans and pets.
Councilmember Pignataro asked about fireworks outside of city limits. Assistant Police Chief
Volesky replied they are allowed unless there is a fire ban in place.
Councilmember Pignataro asked if possession of fireworks within the city limits will then be illegal.
Chief Swoboda replied there are some fireworks that are illegal and others that are not, and the
illegal fireworks would be confiscated.
Chief Swoboda stated the education campaign will include information as to what types of
fireworks are specifically disallowed.
Councilmember Canonico asked if the City has thought about switching to a drone fireworks
show. City Manager DiMartino replied that is significantly more expensive and is not being
pursued.
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Mayor Pro Tem Francis moved, seconded by Councilmember Potyondy, to adopt
Ordinance No. 090, 2025, Amending Section 9-23 of the Code of the City of Fort Collins
Regarding the Use of Fireworks, on First Reading.
The motion carried 7-0.
P) RESUMED PUBLIC COMMENT
None.
Q) OTHER BUSINESS
OB 1. Possible consideration of the initiation of new ordinances and/or resolutions by
Councilmembers.
Mayor Pro Tem Francis requested and received Council support to bring forward the
Remington/Oak parking lot development to Council for a work session.
OB 2. Consideration of a motion to go into Executive Session for Legal Advice related to
public employee associations:
Mayor Pro Tem Francis moved, seconded by Councilmember Gutowsky, that the City
Council go into executive session pursuant to:
-City Charter Article Roman Numeral Two, Section 11(2),
-City Code Section 2-31(a)(2), and
-Colorado Revised Statutes Section 24-6-402 subsection (4)(b),
for the purpose of discussing with the City’s attorneys and appropriate management
staff specific legal questions related to public employee associations and the
manner in which particular policies, practices or regulations of the City related to
public employee associations may be affected by existing or proposed provisions of
federal, state or local law.
The motion carried 7-0.
R) ADJOURNMENT
There being no further business before the Council, the meeting was adjourned at 10:23 p.m.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
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Item 1.
File Attachments for Item:
2. Second Reading of Ordinance No. 078, 2025, Appropriating Prior Year Reserves and
Authorizing Transfers of Appropriations for Broadband Buildout to Multi-Dwelling Units
and Customer Installations and Related Art in Public Places and Modifying the Terms of
Repayment for Prior Appropriations from the Light and Power Fund.
This Ordinance, unanimously adopted on First Reading on May 20, 2025, requests
appropriation of $12 million of prior year reserves from the Light & Power Fund for use in
Broadband’s (herein referred to as “Connexion”) efforts to continue new customer installations,
including building out to multi-dwelling units (MDU’s) and mobile home parks, and providing for
asset management. These funds from Light & Power provide a significant portion of the total
funding need over the next 4 years and will be reimbursed to the Light & Power Fund, including
interest, from the cash flows generated by Connexion operations.
Page 62
City Council Agenda Item Summary – City of Fort Collins Page 1 of 3
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Chad Crager, Connexion Executive Director
Jeff Rochford, Connexion FP&A Manager
Joe Wimmer, Utilities Finance Director
SUBJECT
Second Reading of Ordinance No. 078, 2025, Appropriating Prior Year Reserves and Authorizing
Transfers of Appropriations for Broadband Buildout to Multi-Dwelling Units and Customer
Installations and Related Art in Public Places and Modifying the Terms of Repayment for Prior
Appropriations from the Light and Power Fund.
EXECUTIVE SUMMARY
This Ordinance, unanimously adopted on First Reading on May 20, 2025, requests appropriation of $12
million of prior year reserves from the Light & Power Fund for use in Broadband’s (herein referred to as
“Connexion”) efforts to continue new customer installations, including building out to multi-dwelling units
(MDU’s) and mobile home parks, and providing for asset management. These funds from Light & Power
provide a significant portion of the total funding need over the next 4 years and will be reimbursed to the
Light & Power Fund, including interest, from the cash flows generated by Connexion operations.
STAFF RECOMMENDATION
Staff recommends adoption of the Ordinance on Second Reading.
FIRST READING BACKGROUND / DISCUSSION
Assumptions Update
To date, Connexion is seeing a 44% residential take rate. This adoption is well above the 28% target
identified in the original business plan and is indicative of the position as market leader that Connexion
currently holds, offering unparallelled quality and superior customer service. The Connexion team wishes
to take advantage of this and continue investing in rapidly making available its products and services.
With continued focus on building out to the remaining MDU and mobile home premises the team is now
projecting to reach a substantial higher number than originally forecasted by 2035. However, that buildout
will be capital intensive and current projections have established a funding need for new installations and
associated asset management over the next 4 years. After 2030, current projections show Connexion
reaching a customer count and corresponding annual revenue to fully fund all capital and operating
expenses as well as all debt obligations.
Page 63
Item 2.
City Council Agenda Item Summary – City of Fort Collins Page 2 of 3
Staff have researched additional funding options including bond restructuring, removal of debt ceiling, and
if strong demand continues, will return to Council at a later date to present one or more as an additional
round of capital financing.
Funding Requirements and Financing Options
Through April 2025 the total capital spent for Connexion’s work to build out network, install MDU’s, and
provide service to customers, totaled $175 million, inclusive of three rounds of bond financing ($150
million), $20 million of earlier Light & Power loans, and redeployment of operational budget funds.
Light & Power staff have identified $12 million of available reserves that can be appropriated to the
Connexion Fund as an intrafund loan, as the entities legally operate as a single electric utility enterprise.
In 2022, Light & Power loaned $20 million to Connexion which was scheduled to be paid back with interest
by 2029. With this new round of financing, a new completion date of January 1, 2036 will be set for both
loans. Based on preliminary year-end financials, the Light & Power Fund has $37 million of available
reserves (above minimum required and appropriated amounts). The $12 million loan amount has been
determined as available without causing major impacts to L&P operational and capital planning during the
repayment timeline.
The loan will be structured as line of credit, with fund withdraws occurring as dictated by Connexion capital
demands. In any month Connexion’s month-end cash balance falls below zero, a transfer from Light &
Power to Connexion will be made in the amount required to return Connexion’s cash balance to zero.
Repayment of the loans will occur in any month Connexion’s month-end cash balance is greater than zero,
with a transfer of such amount from Connexion to Light & Power. Loan interest will be calculated annually
and will set as the greater of the current investment earnings rate on existing reserve balances or the 10 -
year AA- bond rate, plus a 1.0% administrative fee to ensure an advantageous investment for Light &
Power operations.
The $12 million intrafund loan is intended to be appropriated as follows:
Fund Amount Lapsing
Y/N
Connexion Capital Fund $11,300,000 N
Connexion Operating
Fund
$700,000 Y
Additionally, both the prior $20 million intrafund loan from 2022 and the current $12 million intrafund loan
will be rescheduled for principal and interest to be paid in entirety by January 1, 2036.
CITY FINANCIAL IMPACTS
With adequate reserves in the Light & Power Fund, this item is not projected to impact Light & Power
operational or capital planning in the short term and will have positive financial impacts to both enterprise
operations over the long term. Connexion’s growth resulting from this investment affords a competitive
interest rate to Light & Power until the intrafund loans are paid in full. The amount of $113,000 will be
contributed to the Art in Public Places program.
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
None.
Page 64
Item 2.
City Council Agenda Item Summary – City of Fort Collins Page 3 of 3
PUBLIC OUTREACH
None.
ATTACHMENTS
First Reading attachments available in May 20, 2025, agenda materials at the following link:
https://fortcollins-co.municodemeetings.com/.
1. Ordinance No. 078, 2025
Page 65
Item 2.
- 1 -
ORDINANCE NO. 078, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
APPROPRIATING PRIOR YEAR RESERVES AND AUTHORIZING
TRANSFERS OF APPROPRIATIONS FOR BROADBAND
BUILDOUT TO MULTI-DWELLING UNITS AND CUSTOMER
INSTALLATIONS AND RELATED ART IN PUBLIC PLACES AND
MODIFYING THE TERMS OF REPAYMENT FOR PRIOR
APPROPRIATIONS FROM THE LIGHT AND POWER FUND
A. Broadband is requesting an appropriation of $12,000,000 of reserves from
the Light & Power Fund for use in Broadband’s efforts to continue new customer
installations, including infrastructure buildout to multi-dwelling units and mobile home
parks, and providing for asset management.
B. Multi-dwelling units and mobile home parks infrastructure buildout will be
capital intensive and current projections have established a funding need for new
installations and associated asset management over the next four years.
C. The funds from Light & Power will provide a significant portion of the total
funding need over the next four years and will be reimbursed to the Light & Power Fund,
including interest, from the cash flow generated by Broadband operations.
D. City Council adopted Ordinance No. 034, 2022, approving the appropriation
of $20,000,000 from the prior year reserves available in the Light and Power Fund to
Broadband, which is currently scheduled to be paid back with interest by 2029. Both the
prior $20,000,000 loan from 2022, and the current $12,000,000 loan will be scheduled to
be repaid in full, with interest and an administrative fee, to the Light and Power Fund by
January 1, 2036.
E. This appropriation benefits the public health, safety, and welfare of the
residents of Fort Collins and serves the public purpose of making Broadband’s products
and services available to multi-dwelling units and mobile home parks.
F. Article V, Section 9 of the City Charter permits the City Council, upon the
recommendation of the City Manager, to make supplemental appropriations by ordinance
at any time during the fiscal year from such revenues and funds for expenditure as may
be available from reserves accumulated in prior years, notwithstanding that such reserves
were not previously appropriated.
G. The City Manager has recommended the appropriation described herein
and determined that the funds to be appropriated are available and previously
unappropriated from the Light and Power Fund and that this appropriation will not cause
the total amount appropriated in the Light and Power Fund to exceed the current estimate
of actual and anticipated revenues and all other funds to be received in this Fund during
this fiscal year.
Page 66
Item 2.
- 2 -
H. Article V, Section 10 of the City Charter authorizes the City Council, upon
recommendation by the City Manager, to transfer by ordinance a ny unexpended and
unencumbered appropriated amount or portion thereof from one fund or capital project to
another fund or capital project, provided that the purpose for which the transferred funds
are to be expended remains unchanged, the purpose for which the funds were initially
appropriated no longer exists, or the proposed transfer is from a fund or capital project in
which the amount appropriated exceeds the amount needed to accomplish the purpose
specified in the appropriation ordinance.
I. The City Manager has recommended the transfer of $12,000,000 from the
Light and Power Fund to the Broadband Fund and determined that the purpose for which
the transferred funds are to be expended remains unchanged.
J. This Project involves construction estimated to cost more than $250,000
and, as such, City Code Section 23-304 requires one percent of these appropriations to
be transferred to the Cultural Services and Facilities Fund for a contribution to the Art in
Public Places program (“APP Program”).
K. The Infrastructure Buildout project cost of $11,300,000 has been used to
calculate the contribution to the APP program.
L. The amount to be contributed in this Ordinance will be $1 13,000. The
amount to be transferred to the Cultural Services and Facilities Fund will be $2 4,860 as
contribution to operations and maintenance of the APP Program. The remaining $88,140
will remain in the Broadband Fund as contribution to artwork for the APP Program.
M. Contributions to the APP Program by each City utility for art projects is kept
and spent in such utility’s own fund, the utility contributes its share of the APP Program’s
costs for maintenance, administration, repair and display to the Cultural Services and
Facilities Fund as provided in City Code Section 23-303(c).
N. In accordance with Article V, Section 10 of the City Charter, the
appropriation for the Project from the Broadband Fund and the transfer of a portion of
those unexpended and unencumbered appropriated funds to the APP Program as
provided in City Code Section 23-304(c) will be used for Broadband purposes and
improvements in connection with the Project that provide a betterment to the Utility and
provide a specific utility purpose that is beneficial to the Utility’s ratepayers.
O. Article V, Section 11 of the City Charter authorizes the City Council to
designate in the ordinance when appropriating funds for a capital project, that such
appropriation shall not lapse at the end of the fiscal year in which the appropriation is
made but continue until the completion of the capital project.
P. The City Council wishes to designate the appropriation herein for the
Broadband Infrastructure Buildout project as an appropriation that shall not lapse until the
completion of the project.
Page 67
Item 2.
- 3 -
In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. There is hereby appropriated from prior year reserves in the Light
and Power Fund the sum of TWELVE MILLION DOLLARS ($12,000,000) to be expended
in the Light and Power Fund for transfer to the Broadband Fund and appropriated therein
to be expended for operations and the buildout of the Broadband infrastructure.
Section 2. The unexpended and unencumbered appropriated amount of
TWENTY-TWO THOUSAND SIX HUNDRED DOLLARS ($22,600) in the Broadband
Fund is hereby authorized for transfer to the Cultural Services and Facilities Fund and
appropriated and expended therein for the operation costs of the APP Program.
Section 3. The unexpended and unencumbered appropriated amount of TWO
THOUSAND TWO HUNDRED SIXTY DOLLARS ($2,260) in the Broadband Fund is
hereby authorized for transfer to the Cultural Services and Facilities Fund and
appropriated and expended therein for the maintenance costs of the APP Program.
Section 4. The appropriation herein for Broadband Infrastructure Buildout
project is hereby designated, as authorized in Article V, Section 11 of the City Charter, as
an appropriation that shall not lapse at the end of this fiscal year but continue until the
completion of the project.
Section 5. It is intent of Council, and direction to the City Manager and the City
Financial Officer, that this amount appropriated be reimbursed annually to the Light and
Power Fund in the amount the Connexion revenues collected exceed Connexion’s
expenses and debt obligations for that fiscal year, toge ther with an interest factor which
is the greater of the Light and Power Fund’s average investment earnings for its reserve
balance for that year or the average ten- year AA- bond rate for that year, plus a one
percent administrative fee, until this appropriated amount with such interest has been paid
in full, which payment in full is to be completed on or before January 1, 2036. In addition,
when the City Manager is setting under City Code Section 26 -573 the rates, fees and
charges for furnishing telecommunication facilities and services to Connexion
subscribers, the City Manager shall do so taking into consideration this reimbursement of
the Light and Power Fund as provided in this Section 5.
Section 6. It is also the City Council’ s intent that, in the event the City or the
Electric Utility Enterprise hereafter issues any bonds or incurs any other financial
obligation to be used to reimburse the Light and Power Fund for the Connexion’ s
expenditure of this appropriation for the Project, this Ordinance is intended to be a
declaration of “ official intent” to reimburse these expenditures within the meaning of
Treasury Regulation §1.150-2.
Page 68
Item 2.
- 4 -
Introduced, considered favorably on first reading on May 20, 2025, and approved
on second reading for final passage on June 3, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 13, 2025
Approving Attorney: Yvette Lewis-Molock
Exhibits: None
Page 69
Item 2.
File Attachments for Item:
3. Second Reading of Ordinance No. 079, 2025, Authorizing Transfers of Appropriations
for the Shields Street Protected Infrastructure – Lake Street to Stuart Street Project and
the Shields Street Separated Bike Lanes – Mulberry Street to Mountain Avenue Project.
This Ordinance, unanimously adopted on First Reading on May 20, 2025, transfers Active
Modes Plan Implementation funding to the Shields Street Protected Infrastructure – Lake Street
to Stuart Street and the Shields Street Separated Bike Lanes – Mulberry Street to Mountain
Avenue capital projects.
Page 70
City Council Agenda Item Summary – City of Fort Collins Page 1 of 3
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
John Gerwel, Project Manager
Cortney Geary, Active Modes Manager
Dana Hornkohl, Capital Projects Manager
SUBJECT
Second Reading of Ordinance No. 079, 2025, Authorizing Transfers of Appropriations for the
Shields Street Protected Infrastructure – Lake Street to Stuart Street Project and the Shields Street
Separated Bike Lanes – Mulberry Street to Mountain Avenue Project.
EXECUTIVE SUMMARY
This Ordinance, unanimously adopted on First Reading on May 20, 2025, transfers Active Modes Plan
Implementation funding to the Shields Street Protected Infrastructure – Lake Street to Stuart Street and
the Shields Street Separated Bike Lanes – Mulberry Street to Mountain Avenue capital projects.
STAFF RECOMMENDATION
Staff recommends adoption of the Ordinance on Second Reading.
FIRST READING BACKGROUND / DISCUSSION
The City’s adopted Active Modes Plan (AMP) and Transportation Capital Projects Prioritization Study
(TCPPS) recommended improvements within the Shields Street corridor. Between Mountain Avenue and
Mulberry Street, a road diet was recommended that would remove one northbound vehicular travel lane
and restripe this section of Shields Street to include separated bike lanes. Protected intersection
infrastructure was recommended at the intersections with Prospect Road and Stuart Street, as well as
separated bike lanes between the intersections. A protected intersection is a type of intersection design
that prioritizes the safety and comfort of pedestrians and cyclists by providing them with physical separation
from motorized vehicles. Upon reviewing these high priority recommendations, it was determined the
proposed work could be implemented with two projects.
1. The Shields Street Separated Bike Lanes – Mulberry Street to Mountain Avenue (SSBL) project could
be accomplished utilizing City forces in conjunction with street resurfacing and restriping.
2. The Shields Street Protected Infrastructure – Lake Street to Stuart Street (SPI) capital project would
require consulting assistance and a phased approach with robust outreach, design, right -of-way
acquisition, and construction. City Staff determined as they were conceptualizing the SPI project that
extending the northern boundary of the project from Prospect Road to Lake Street would provide better
connectivity between separated bike lanes on Shields Street and Lake Street. The City received a
federal Safe Streets and Roads for All grant to construct separated bike lanes on Lake Street from
Shields Street to College Avenue.
Page 71
Item 3.
City Council Agenda Item Summary – City of Fort Collins Page 2 of 3
A key theme that arose from engagement during the AMP and TCPPS efforts was resident desire for direct
routes with infrastructure that is physically separated from vehicular traffic. Constructing separated bike
lanes and protected intersections (providing user comfort) is critical to achieving the AMP goal of 50%
active mode share of all trips by 2032. These improvements would meaningfully advance Our Climate
Future Big Move 4: Convenient Transportation Choices and would result in greenhouse gas and air
pollution reduction.
FC Moves Department staff successfully sought funding through the 2025 -2026 budget process to
implement the SSBL project ($580,000) and perform design on the SPI project ($1,100,000). Staff from the
Engineering and Traffic Operations Departments have begun working with FC Moves to implement these
projects. There is a need to transfer the funding to designated capital projects that will allow for future grant
funding to be received and tracked for reporting requirements.
These projects support the City’s Strategic Plan Goals (TM1) and the 2024-2026 City Council Priorities (4
and 8). These projects also address needs for Safe Routes to Schools for Dunn Elementary, Bennett
Elementary, two preschools, and Colorado State University.
• (TM1) Make significant progress toward the City’s Vision Zero goal to have no serious injury or fatal
crashes for people walking, biking, rolling or driving in Fort Collins.
• (4) Advance a 15-minute city by igniting neighborhood centers.
• (8) Advance a 15-minute city by accelerating our shift to active modes.
Specific project elements that will be evaluated for use in the projects include the following:
• In-street separated bike lanes with vertical barriers such as curbs and delineator posts between the
bike lane and the vehicular travel lane (SSBL).
• Raised, separated bike lanes, elevated above the roadway, are often at sidewalk level but separate
from the sidewalk (SPI).
• Protected intersections with dedicated cycle and pedestrian paths through the intersection (SPI).
The projects will include robust outreach and public engagement. Travel times through these corridors may
be impacted (during construction and post construction) to accommodate the additional infrastructure for
vulnerable road users and improve roadway safety for all users. Setting expectations with community
members who use these corridors will be key to the projects’ success. If approved, this item will transfer
funding that has already been appropriated to these two capital projects.
CITY FINANCIAL IMPACTS
The following is a summary of the funding anticipated for implementation of the Shields Street Separated
Bike Lanes – Mulberry Street to Mountain Avenue capital project, as well as the design of the Shields Street
Protected Infrastructure – Lake Street to Stuart Street capital project.
Page 72
Item 3.
City Council Agenda Item Summary – City of Fort Collins Page 3 of 3
The total fund amount projected for these projects is $1,663,200 composed of prior appropriated funds.
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
The projects were identified as part of the AMP adopted by Council in December 2022 and the TCPPS
adopted by Council in August 2023. The AMP and TCPPS were presented to the Transportation Board as
part of the adoption process.
PUBLIC OUTREACH
Staff will develop and implement a public engagement plan for the projects in conjunction with the
Communications and Public Involvement Office.
ATTACHMENTS
First Reading attachments available in May 20, 2025, agenda materials at the following link:
https://fortcollins-co.municodemeetings.com/.
1. Ordinance No. 079, 2025
2050 Tax - Our Climate Future 1,680,000$
Transfer to Art in Public Places (16,800)$
TOTAL PRIOR APPROPRIATION 1,663,200$
Shields Street Protected Infrastructure - Lake Street to Stuart Street 574,200$
Shields Street Separated Bike Lanes - Mulberry Street to Mountain Avenue 1,089,000$
Total Funds to be Transferred per this Action 1,663,200$
Total Proposed Capital Projects Funds 1,663,200$
Prior Appropriated Funds
Funds to be Transferred per this Action to Capital Projects
Page 73
Item 3.
- 1 -
ORDINANCE NO. 079, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AUTHORIZING TRANSFERS OF APPROPRIATIONS FOR THE
SHIELDS STREET PROTECTED INFRASTRUCTURE – LAKE
STREET TO STUART STREET PROJECT AND THE SHIELDS
STREET SEPARATED BIKE LANES – MULBERRY STREET TO
MOUNTAIN AVENUE PROJECT
A. The purpose of this item is to transfer Active Modes Plan Implementation
funding that has already been appropriated to the Shields Street Protected Infrastructure
– Lake Street to Stuart Street and the Shields Street Separated Bike Lanes – Mulberry
Street to Mountain Avenue capital projects.
B. The City’s adopted Active Modes Plan (“AMP”) and Transportation Capital
Projects Prioritization Study (“TCPPS”) recommended improvements within the Shields
Street corridor. The recommended improvements between Mountain Avenue and
Mulberry Street included removing one northbound vehicular travel lane and restriping a
section of Shields Street to include separated bike lanes. The recommendations also
included providing protected infrastructure improvements at the intersections between
Prospect Road and Stuart Street to provide pedestrians and cyclists with physical
separation from motorized vehicles, as well as separated bike lanes between the
intersections.
C. The two capital projects, the Shields Street Protected Infrastructure – Lake
Street to Stuart Street (“SPI”) project and the Shields Street Separated Bike Lanes –
Mulberry Street to Mountain Avenue (“SSBL”) project have been developed to implement
the recommended improvements.
D. The SSBL project could be accomplished using City forces in conjunction
with street resurfacing and restriping. The SPI project would require consulting assistance
and a phased approach with robust outreach, design, right -of-way acquisition, and
construction.
E. City Staff determined as they were conceptualizing the SPI project that
extending the northern boundary of the project from Prospect Road to Lake Street would
provide better connectivity between separated bike lanes on Shields Street and Lake
Street. The City received a federal Safe Streets and Roads for All grant to construct
separated bike lanes on Lake Street from Shields Street to College Avenue.
F. AMP and TCPPS efforts revealed residents’ desire for direct routes with
infrastructure that is physically separated from vehicular traffic. Constructing separated
bike lanes and protected intersections is critical to achieving the AMP goal of 50% active
mode share of all trips by 2032. These improvements would meaningfully advance Our
Climate Future Big Move 4: Convenient Transportation Choices and would result in
greenhouse gas and air pollution reduction.
Page 74
Item 3.
- 2 -
G. These projects support the City’s Strategic Plan Goals (TM1) and the 2024-
2026 City Council Priorities (4 and 8). These projects also address needs for Safe Routes
to Schools for Dunn Elementary, Bennett Elementary, two preschools, and Colorado
State University:
(TM1) Make significant progress toward the City’s Vision Zero goal to have no
serious injury or fatal crashes for people walking, biking, rolling or driving in
Fort Collins;
(4) Advance a 15-minute city by igniting neighborhood centers; and
(8) Advance a 15-minute city by accelerating our shift to active modes.
H. Specific project elements that will be evaluated for use in the projects
include in-street separated bike lanes with vertical barriers such as curbs and delineator
posts between the bike lane and the vehicular travel lane (SSBL project); raised,
separated bike lanes, elevated above the roadway—often at sidewalk level but separate
from the sidewalk (SPI project); protected intersections with dedicated cycle and
pedestrian paths through the intersection (SPI project).
I. FC Moves Department staff successfully sought funding through the 2025 -
2026 budget process to implement the SSBL project ($580,000) and perform design on
the SPI project ($1,100,000). Staff from the Engineering and Traffic Operations
departments have begun working with FC Moves to implement these projects. Staff has
concluded that there is a need to transfer the funding to designated capital projects that
will allow for future grant funding to be received and tracked for reporting requirements.
J. Article V, Section 10 of the City Charter authorizes the City Council, upon
recommendation by the City Manager, to transfer by ordinance any unexpended and
unencumbered appropriated amount or portion thereof from one fund or capital project to
another fund or capital project, provided that the purpose for which the transferred funds
are to be expended remains unchanged, the purpose for which the funds were initially
appropriated no longer exists, or the proposed transfer is from a fund or capital project in
which the amount appropriated exceeds the amount needed to accomplish the purpose
specified in the appropriation ordinance.
K. The City Manager has recommended the transfer of $1,663,200 from the
2050 Tax Parks Rec Transit OCF fund to the Capital Projects fund and determined that
the purpose for which the transferred funds are to be expended remains unchanged.
L. These projects involve construction estimated to cost more than $250,000
and, as such, City Code Section 23-304 requires one percent of these appropriations to
be transferred to the Cultural Services and Facilities Fund for a contribution to the Art in
Public Places (“APP”) program.
M. All of the funds appropriated in this Ordinance for the projects are ineligible
for use in the APP program due to previously contributing to the program.
Page 75
Item 3.
- 3 -
N. Article V, Section 11 of the City Charter authorizes the City Council to
designate in the ordinance when appropriating funds for a capital projec t, that such
appropriation shall not lapse at the end of the fiscal year in which the appropriation is
made, but continue until the completion of the capital project.
O. The City Council wishes to designate the appropriations herein for the
Shields Street Protected Infrastructure – Lake Street to Stuart Street project and the
Shields Street Separated Bike Lanes – Mulberry Street to Mountain Avenue project as
appropriations that shall not lapse until the completion of the projects.
P. The appropriations in this Ordinance benefit public health, safety, and
welfare of the residents of Fort Collins and the traveling public and serve the public
purpose of improving multimodal transportation infrastructure, safety, and accessibility
within the City.
In light of the foregoing Recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. The unexpended and unencumbered appropriated amount of FIVE
HUNDRED SEVENTY-FOUR THOUSAND TWO HUNDRED DOLLARS ($574,200) is
authorized for transfer from the Active Modes Plan Implement Project In the 2050 Tax
Parks Rec Transit OCF fund to the Capital Projects fund and appropriated therein to be
expended for Shields Street Protected Infrastructure – Lake Street to Stuart Street
project.
Section 2. The unexpended and unencumbered appropriated amount ONE
MILLION EIGHTY-NINE THOUSAND DOLLARS ($1,089,000) is authorized for transfer
from the Active Modes Plan Implement Project In the 2050 Tax Parks Rec Transit OCF
fund to the Capital Projects fund and appropriated therein to be expended for Shields
Street Separated Bike Lanes – Mulberry Street to Mountain Avenue project.
Section 3. The appropriations herein for the Shields Street Protected
Infrastructure – Lake Street to Stuart Street project and the Shields Street Separated Bike
Lanes – Mulberry Street to Mountain Avenue project are hereby designated, as
authorized in Article V, Section 11 of the City Charter, as appropriation s that shall not
lapse at the end of this fiscal year but continue until the completion of the projects.
Page 76
Item 3.
- 4 -
Introduced, considered favorably on first reading on May 20, 2025, and approved
on second reading for final passage on June 3, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 13, 2025
Approving Attorney: Heather N. Jarvis
Exhibits: None
Page 77
Item 3.
File Attachments for Item:
4. Second Reading of Ordinance No. 080, 2025, Making a Supplemental Appropriation of
an Additional Award from the Colorado Auto Theft Prevention Authority Grant for the
Fort Collins Police Services Property Crimes Unit.
This Ordinance, unanimously adopted on First Reading on May 20, 2025, appropriates $19,011
of unanticipated revenue received from the Colorado State Patrol Department of Public Safety
as a modification to the previously awarded FY 2025 BATTLE (Beat Auto Theft Through Law
Enforcement) grant.
Page 78
City Council Agenda Item Summary – City of Fort Collins Page 1 of 2
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Jason Lang, Police Services
Joanne Cech, Fiscal Recovery Manager
SUBJECT
Second Reading of Ordinance No. 080, 2025, Making a Supplemental Appropriation of an Additional
Award from the Colorado Auto Theft Prevention Authority Grant for the Fort Collins Police Services
Property Crimes Unit.
EXECUTIVE SUMMARY
This Ordinance, unanimously adopted on First Reading on May 20, 2025, appropriates $19,011 of
unanticipated revenue received from the Colorado State Patrol Department of Public Safety as a
modification to the previously awarded FY 2025 BATTLE (Beat Auto Theft Through Law Enforcement)
grant.
STAFF RECOMMENDATION
Staff recommends adoption of the Ordinance on Second Reading.
FIRST READING BACKGROUND / DISCUSSION
In December 2024 the Colorado State Patrol (CSP) awarded Fort Collins Police Services $80,790 in
capacity as a partner agency of the Beat Auto Theft Through Law Enforcement (BATTLE) Task Force. The
$80,790 award was appropriated in Ordinance No. 011, 2025, under the BATTLE program’s FY25 cycle
and includes $30,361 for camera system equipment. On April 24, 2025, Police Services was awarded an
additional $19,011 to cover anticipated fiscal year costs for equipment to support CSP’s plan to reduce
auto theft for the North Region for the FY25 grant cycle. This brings the total equipment allocation under
the FY25 BATTLE award to $49,372 and the total grant award to $99,801.
CITY FINANCIAL IMPACTS
This item appropriates $19,011 in unanticipated revenue from the Colorado State Patrol for the camera
system equipment in support of Police Services FY25 BATTLE program’s Colorado Auto Theft Prevention
Authority (CATPA) grant award.
No matching funds are required for this award.
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
None.
Page 79
Item 4.
City Council Agenda Item Summary – City of Fort Collins Page 2 of 2
PUBLIC OUTREACH
None.
ATTACHMENTS
First Reading attachments available in May 20, 2025, agenda materials at the following link:
https://fortcollins-co.municodemeetings.com/.
1. Ordinance No. 080, 2025
Page 80
Item 4.
-1-
ORDINANCE NO. 080, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
MAKING A SUPPLEMENTAL APPROPRIATION OF AN
ADDITIONAL AWARD FROM THE COLORADO AUTO THEFT
PREVENTION AUTHORITY GRANT FOR THE FORT COLLINS
POLICE SERVICES PROPERTY CRIMES UNIT
A. Fort Collins Police Services (FCPS) is a member of the Beat Auto Theft
Through Law Enforcement (BATTLE) program created by Colorado State Patrol (CSP).
The purpose of BATTLE is for member agencies to collaborate and work with other law
enforcement agencies around the state to investigate and respond to motor vehicle theft
related crimes, which has seen a steady growth within the City over the past five years.
B. CSP manages the BATTLE program and provides grant funding
opportunities to member agencies to help cover personnel costs for the time that is
needed to prevent auto theft crimes.
C. In December 2024, CSP awarded FCPS $80,790 in capac ity as a partner
agency of the BATTLE Task Force. On February 18, 2025, through Ordinance No. 011,
2025, the $80,790 award was appropriated.
D. On April 24, 2025, FCPS was awarded an additional $19,011 to cover
anticipated fiscal year costs for equipment to support CSP’s plan to re duce auto theft for
the North Region for the FY25 grant cycle.
E. This appropriation benefits the public health, safety, and welfare of the
residents of Fort Collins and serves the public purpose of the prevention and investigation
of motor vehicle theft crimes.
F. Article V, Section 9 of the City Charter permits the City Council, upon
recommendation of the City Manager, to make a supplemental appropriation by ordinance
at any time during the fiscal year, provided that the total amount of such supplemental
appropriation, in combination with all previous appropriations for that fiscal year, do not
exceed the current estimate of actual and anticipated revenues and all other funds to be
received during the fiscal year.
G. The City Manager has recommended the appropriation described herein
and determined that this appropriation is available and previously unappropriated from
the General Fund and will not cause the total amount appropriated in the General Fund
to exceed the current estimate of actual and anticipated revenues and all other funds to
be received in this Fund during this fiscal year.
H. Article V, Section 11 of the City Charter authorizes the City Council to
designate in the ordinance when appropriating funds for a federal, state or private grant
or donation, that such appropriation shall not lapse at the end of the fiscal year in which
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Item 4.
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the appropriation is made, but continue until the earlier of the expiration of the federal,
state or private grant or the City’s expenditure of all funds received from such grant.
I. The City Council wishes to designate the appropriation herein for the
Colorado Auto Theft Prevention Authority Grant as an appropriation that shall not lapse
until the earlier of the expiration of the grant or the City’s expenditure of all funds received
from such grant.
In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. There is hereby appropriated from new revenue or other funds in the
General Fund the sum of NINETEEN THOUSAND ELEVEN DOLLARS ($19,011) to be
expended in the General Fund for the Fort Collins Police Services Property Crimes Unit.
Section 2. The appropriation herein for the Colorado Auto Theft Prevention
Authority Grant is hereby designated, as authorized in Article V, Section 11 of the City
Charter, as an appropriation that shall not lapse at the end of this fiscal year but continue
until the earlier of the expiration of the grant or the City’s expenditure of all funds received
from such grant.
Introduced, considered favorably on first reading on May 20, 2025, and approved
on second reading for final passage on June 3, 2025.
___________________________________
Mayor
ATTEST:
___________________________________
City Clerk
Effective Date: June 13, 2025
Approving Attorney: Dawn Downs
Exhibits: None
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Item 4.
File Attachments for Item:
5. Items Relating to Civic Center Master Plan: Municipal Court Renovation & Parking
Services Move.
A. Second Reading of Ordinance No. 081, 2025, Appropriating Prior Year Reserves and
Authorizing Transfers of Appropriations for the Parking Services Department Relocation Project
and Related Art in Public Places
B. Second Reading of Ordinance No. 082, 2025, Appropriating Prior Year Reserves and
Authorizing Transfers of Appropriations for the Municipal Court Expansion Project and Related
Art in Public Places
These Ordinances, unanimously adopted on First Reading on May 20, 2025, provide context for
two related requested appropriations for projects in the Civic Center Master Plan. The first will
expand City service capacity by moving Parking Services to the Civic Center Parking Structure
to vacate space in the 215 North Mason Street building to allow for the expansion of the City
Municipal Court. The second recommended appropriation provides initial construction costs for
the expansion of the Municipal Court in the 215 North Mason Street building.
Appropriation recommendations:
$450,000 from reserves in the Parking Fund to the Capital Projects Fund for the relocation of
Parking Services to the Civic Center Parking Structure
$400,000 from General Government Capital Expansion Fee reserves within the Capital
Expansion Fund for the relocation of Parking Services as a condition precedent to the Municipal
Court construction and expansion
$8,500 transfer from the Capital Projects Fund to the Art in Public Places Program in the
Cultural Services & Facilities Fund for the relocation of Parking Services.
$4,300,000 from General Governmental Capital Expansion Fee reserves within the Capital
Expansion Fund for the Municipal Court construction and expansion project
$43,000 transfer from the Capital Projects Fund to the Art in Public Places Program in the
Cultural Services & Facilities Fund for the Municipal Court construction and expansion project.
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City Council Agenda Item Summary – City of Fort Collins Page 1 of 6
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Sylvia Tatman-Burruss, Senior Project Manager
SUBJECT
Items Relating to Civic Center Master Plan: Municipal Court Renovation & Parking Services Move.
EXECUTIVE SUMMARY
A. Second Reading of Ordinance No. 081, 2025, Appropriating Prior Year Reserves and Authorizing
Transfers of Appropriations for the Parking Services Department Relocation Project and Related Art in
Public Places
B. Second Reading of Ordinance No. 082, 2025, Appropriating Prior Year Reserves and Authorizing
Transfers of Appropriations for the Municipal Court Expansion Project and Related Art in Public Places
These Ordinances, unanimously adopted on First Reading on May 20, 2025, provide context for two related
requested appropriations for projects in the Civic Center Master Plan. The first will expand City service
capacity by moving Parking Services to the Civic Center Parking Structure to vacate space in the 215 North
Mason Street building to allow for the expansion of the City Municipal Court. The second recommended
appropriation provides initial construction costs for the expansion of the Municipal Court in the 215 North
Mason Street building.
Appropriation recommendations:
$450,000 from reserves in the Parking Fund to the Capital Projects Fund for the relocation of Parking
Services to the Civic Center Parking Structure
$400,000 from General Government Capital Expansion Fee reserves within the Capital Expansion
Fund for the relocation of Parking Services as a condition precedent to the Municipal Court construction
and expansion
$8,500 transfer from the Capital Projects Fund to the Art in Public Places Program in the Cultural
Services & Facilities Fund for the relocation of Parking Services.
$4,300,000 from General Governmental Capital Expansion Fee reserves within the Capital Expansion
Fund for the Municipal Court construction and expansion project
$43,000 transfer from the Capital Projects Fund to the Art in Public Places Program in the Cultural Services
& Facilities Fund for the Municipal Court construction and expansion project.
STAFF RECOMMENDATION
Staff recommends adoption of the Ordinance on Second Reading.
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City Council Agenda Item Summary – City of Fort Collins Page 2 of 6
BACKGROUND / DISCUSSION
Civic Center Planning History, Pre-2021
The Civic Center Master Plan is a dynamic document created to respond to the changing conditions while
providing a vision and guidelines for future buildings, renovations, and place making activity in the civic
core.
In 1996, City Council adopted, by Resolution 1996-86, the Civic Center Master Plan, as an amendment to
the Downtown Plan, which was an element of the City’s Comprehensive Plan; the 1996 Civic Center Master
Plan was prepared in cooperation with Larimer County to guide the development of a twelve-block area of
downtown. In 2014, specific planning for City buildings on two blocks within the Civic Center Master Plan
area was set forth in the Block 32/42 Civic Center Vision Plan.
Trends Driving Municipal Court Caseloads and Service Demands, from 2000 to Present
The Municipal Court was housed in the County Justice Center from 2000, when the building opened, until
2007, when County space capacity demands necessitated that the Municipal Court be moved into the 215
North Mason Street building. However, the area of the 215 North Mason Street building in which the Court
was moved was not designed or constructed for purposes of the administration and conduct of a municipal
court. Therefore, the area in the 215 North Mason Street building used by the Municipal Court has had
numerous retrofits over time to accommodate security, functionality, and user experience.
The office space in the 215 North Mason Street building used for the Municipal Court has become
increasingly inadequate to meet demands of a growing city. The City’s population has grown from
approximately 140,000 in 2007 to 178,000 today. From 2000-2007, Municipal Court staff consisted of
approximately seven (7) FTE positions. Today, staffing of the Municipal Court requires approximately thirty-
one (31) FTE positions. Based on growth, customer service demands, security needs, an expansion of the
Municipal Court in its current location is the most reasonable and efficient near- to long-term capital project
solution.
Approved Capital Improvement Plans & Funding for Municipal Court Expansion & Parking Services
Relocation, 2021 and thereafter
In 2021, Council funded an update to the 2014 Civic Center Vision Plan, called the Civic Center Master
Plan (the “2021 CCMP”), which focused planning on two blocks (rather than the twelve block area of the
1996 plan). The 2021 CCMP created a long-term plan for the future facilities and amenities as well as
current buildings, including the Municipal Court. The CCMP building summary of 215 North Mason Street
noted the following, “Functionally, the building struggles to separate the higher safety risk Municipal Court
customer service components from the lower risk customer service areas and internal offices.” City Council
adopted the 2021 CCMP, by Resolution 2021-105, as an amendment to the 2017 Downtown Plan and the
2019 City Plan, finding that the 2021 CCMP was considered a capital improvement plan for purposes of
general government capital expansion fee revenues for purposes of Section 7.5-31 of the City Code.
In 2022, Council appropriated $700,000, $693,000 from General Fund Reserves and $7,000 from Cultural
Services & Facilities Fund, by adopting Ordinance No. 066, 2022, to address the initial, urgent capital
needs from the increased demands on the Municipal Court.
In 2023, in order to set the project scope and evaluate costs and options, Ordinance No. 005, 2023,
appropriated $1,507,500 from the General Government Capital Expansion Fund for the purpose of space
planning and design associated with utilizing the first floor of 215 North Mason Street building for a fifteen-
year (the “15-Year Project Plan”) Municipal Court expansion and to move Parking Services to the Civic
Center Parking (Ordinance No. 005, 2023, attached).
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City Council Agenda Item Summary – City of Fort Collins Page 3 of 6
Civic Center Planning History, Pre-2021
The Civic Center Master Plan is a dynamic document created to respond to the changing conditions while
providing a vision and guidelines for future buildings, renovations, and place making activity in the civic
core.
In 1996, City Council adopted, by Resolution 1996-86, the Civic Center Master Plan, as an amendment to
the Downtown Plan, which was an element of the City’s Comprehensive Plan; the 1996 Civic Center Master
Plan was prepared in cooperation with Larimer County to guide the development of a twelve-block area of
downtown. In 2014, specific planning for City buildings on two blocks within the Civic Center Master Plan
area was set forth in the Block 32/42 Civic Center Vision Plan.
Trends Driving Municipal Court Caseloads and Service Demands, from 2000 to Present
The Municipal Court was housed in the County Justice Center from 2000, when the building opened, until
2007, when County space capacity demands necessitated that the Municipal Court be moved into the 215
North Mason Street building. However, the area of the 215 North Mason Street building in which the Court
was moved was not designed or constructed for purposes of the administration and conduct of a municipal
court. Therefore, the area in the 215 North Mason Street building used by the Municipal Court has had
numerous retrofits over time to accommodate security, functionality, and user experience.
The office space in the 215 North Mason Street building used for the Municipal Court has become
increasingly inadequate to meet demands of a growing city. The City’s population has grown from
approximately 140,000 in 2007 to 178,000 today. From 2000-2007, Municipal Court staff consisted of
approximately seven (7) FTE positions. Today, staffing of the Municipal Court requires approximately thirty-
one (31) FTE positions. Based on growth, customer service demands, security needs, an expansion of the
Municipal Court in its current location is the most reasonable and efficient near- to long-term capital project
solution.
Approved Capital Improvement Plans & Funding for Municipal Court Expansion & Parking Services
Relocation, 2021 and thereafter
In 2021, Council funded an update to the 2014 Civic Center Vision Plan, called the Civic Center Master
Plan (the “2021 CCMP”), which focused planning on two blocks (rather than the twelve block area of the
1996 plan). The 2021 CCMP created a long-term plan for the future facilities and amenities as well as
current buildings, including the Municipal Court. The CCMP building summary of 215 North Mason Street
noted the following, “Functionally, the building struggles to separate the higher safety risk Municipal Court
customer service components from the lower risk customer service areas and internal offices.” City Council
adopted the 2021 CCMP, by Resolution 2021-105, as an amendment to the 2017 Downtown Plan and the
2019 City Plan, finding that the 2021 CCMP was considered a capital improvement plan for purposes of
general government capital expansion fee revenues for purposes of Section 7.5-31 of the City Code.
In 2022, Council appropriated $700,000, $693,000 from General Fund Reserves and $7,000 from Cultural
Services & Facilities Fund, by adopting Ordinance No. 066, 2022, to address the initial, urgent capital
needs from the increased demands on the Municipal Court.
In 2023, in order to set the project scope and evaluate costs and options, Ordinance No. 005, 2023,
appropriated $1,507,500 from the General Government Capital Expansion Fund for the purpose of space
planning and design associated with utilizing the first floor of 215 North Mason Street building for a fifteen-
year (the “15-Year Project Plan”) Municipal Court expansion and to move Parking Services to the Civic
Center Parking (Ordinance No. 005, 2023, attached).
On June 6, 2024, the Council Finance Committee reviewed options for continued progress on these
projects, the Municipal Court expansion and relocation of Parking Services, within the framework of the
CCMP. The options presented by staff included:
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City Council Agenda Item Summary – City of Fort Collins Page 4 of 6
Option A. Continue moving forward on the next steps of the 15-Year Project Plan to utilize the entire
1st floor and part of the 2nd floor for the Municipal Court and Prosecution group in the City Attorney’s
Office;
Option B. Shift the plan to smaller renovations to accommodate increased demands for five years next
step to a five-year renovation, while continuing to negotiate with Larimer County about the possibility
of partnership as part of a Justice Center expansion; or
Option C. Build an entirely new facility purposely designed and constructed for current and long -term
Municipal Court operations.
At that June 6 Finance Committee meeting, Councilmembers indicated that Option B (which provided near-
term additional space for the Municipal Court and a lower-cost approach; and an opportunity to continue
negotiations with Larimer County to partner with Larimer County in a Justice Center expansion) was the
preferred approach. Materials presented by staff did not include an estimated project cost for Option B;
however, as a temporary measure, Option B would have the least cost to the City of the three options.
Option B was preferred over Option A, because Option A had a higher cost (likely in excess of $18 million).
Like Option A, Option C was not preferred to Option B, because of the higher project costs of Option C,
likely between $25 million and $30 million depending on design. Option C would also require a temporary
approach, like Option B, as a near-term strategy for managing immediate capital needs in order to allow
an entirely new facility to be designed and constructed. Further, appropriations for some of project work
described under Option B were previously appropriated by Ordinance No. 005, 2023 (described above).
Table of Previous Project Appropriations to Date and Overview of Ordinances for this Item
Date Ordinance No. Description of Project, Amount of Appropriation, Fund Source
6/7/2022 Ordinance No.
066, 2022
Municipal Court Urgent Needs, $700,000 General Fund Reserves
1/17/2023 Ordinance No.
005, 2023
15- year Municipal Court design $1,507,500, Capital Expansion Fund
11/19/2024 Ordinance No.
163, 2024
2025-2026 City Biennial Budget, Budget Offer 16.7, appropriating
$600,000 in each year from the General Fund for Operation Services
Required Building Modifications, of which $183,000 will be used to for
the Parking Services Relocation Project
Proceeding on the Municipal Court Expansion & Parking Services Relocation Projects
Parking Services is currently located on the first floor of the 215 North Mason Street building. The Parking
Services relocation would not only facilitate the Municipal Court expansion but will provide more space for
staff, easy access to electric charging of enforcement vehicles in the garage, and a convenient walk-in site
for customers (the “Parking Services Relocation Project”).
The next update to the Civic Center Master Plan was scheduled for presentation at the May 13, 2025
Council Work Session, including the Parking Services Relocation Project and the Municipal Court
expansion.
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A needed first step in the Parking Services Relocation Project is to move Parking Services into the Civic
Center Parking Structure. Staff recommends an appropriation totaling $850,000, with $450,000 from
Parking Services reserves and $400,000 from Capital Expansion Fees to complete the full move. Council
previously approved Budget Offer 16.7 for the 2025-2026 City Biennial Budget, of which $183,000 (of the
$1,200,000 for that Budget Offer 16.7) will be used to construct a gender-neutral bathroom in the new
space. If Council approved these recommended appropriations, with the previously approved budget offer,
the total amount currently appropriated for the Parking Services Relocation Project would be $1,033,000.
For the Municipal Court expansion (above as Option B), staff believes that the City is ready to proceed with
the implementation and construction project and recommends that Council consider an appropriation of
$4,300,000 from the General Government Capital Expansion Fund for this phase of the project. This
appropriation would be in addition to the amounts previously appropriated in 2022 from General Fund
Reserves and in 2023 from the General Government Capital Expansion Fund. The total project cost for
construction of a permanent home for Municipal Court operations is indeterminate at this time, because it
has not been decided whether a partnership with Larimer County is feasible, or if the City would build a
new facility on its own. Future plans yet to be determined, including seeking any updated estimated or
approximated costs for Options A and C described above; however, it is anticipated that General
Government Capital Expansion Fee revenues will likely be a portion of the overall source of capital funds
for a permanent facility for Municipal Court operations.
CITY FINANCIAL IMPACTS
The requested funding breakdown is as follows:
Funding Amount
Parking Fund Reserves to be transferred to the Capital Projects Fund for the Parking
Services Department Relocation Project
$450,000
General Government Reserves within the Capital Expansion Fund to be transferred
to the Capital Projects Fund for the Parking Services Relocation Project
$400,000
Supplemental Appropriation for Item A, Ordinance No 081, 2025 $850,000
General Government Reserves within the Capital Expansion Fund to be transferred
to the Capital Projects Fund for the Municipal Court Expansion Project. Presented as
Option B to the June 6, 2024 Council Finance Committee.
$4,300,000
Supplemental Appropriation for Item B, Ordinance No. 082, 2025 $4,300,000
Upon adoption, Ordinance No. 081, 2025 will appropriate $450,000 from the Parking Services Reserve
Fund and $400,000 from the General Government Capital Expansion Fund in the current fiscal year and
authorize expenditures against those revenues for the purposes of the Parking Services Relocation
Project.
Upon adoption, Ordinance No. 082, 2025 will appropriate $4,300,000 in the current fiscal year from the
General Government Capital Expansion Fund and authorize expenditures against those revenues for the
purposes of the Municipal Court expansion project, presented as Option B to the June 6, 2024, Finance
Committee.
In the Ordinances above, the Parking Services Relocation Project will contribute $8,500 for the Art in Public
Places (“APP”) Program and the Municipal Court Expansion Project will contribute $43,000 to APP.
The City Manager has also determined that these appropriations are available and previously
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City Council Agenda Item Summary – City of Fort Collins Page 6 of 6
unappropriated from their designated City Fund and will not cause the total amount appropriated in those
Funds to exceed the current estimate of actual and anticipated revenues
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
At a Council Finance Committee meeting on June, 6, 2024, Councilmembers indicated that Option B (which
provided near-term additional space for the Municipal Court and a lower-cost approach; and an opportunity
to continue negotiations with Larimer County to partner with Larimer County in a Justice Center expansion)
as the preferred approach.
PUBLIC OUTREACH
None.
ATTACHMENTS
First Reading attachments available in May 20, 2025, agenda materials at the following link:
https://fortcollins-co.municodemeetings.com/.
1. Ordinance No. 081, 2025
2. Ordinance No. 082, 2025
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ORDINANCE NO. 081, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
APPROPRIATING PRIOR YEAR RESERVES AND AUTHORIZING
TRANSFERS OF APPROPRIATIONS FOR THE PARKING
SERVICES DEPARTMENT RELOCATION PROJECT AND
RELATED ART IN PUBLIC PLACES
A. Parking Services is currently located in City’s office building at 215 North
Mason Street, along with other programs and departments, including the Municipal Court.
B. On November 16, 2021, Council adopted Resolution 2021 -105, approving
the November 10, 2021, Civic Center Master Plan as part of the Downtown Plan and as
the capital improvements plan for purposes of Section 7.5-31 of the City Code, regarding
use of general government capital expansion fee revenues. The approved Civic Center
Master Plan (the “2021 CCMP”) indicated the 215 North Mason Street Building as the
planned location of the Court and related purposes, including phased renovation and
future expansion.
C. On June 21, 2022, Council appropriated $700,000 from General Fund
Reserves, by adoption of Ordinance No. 066, 2022, to address urgent capital needs of
the Court in the 215 North Mason Street Building. This appropriation was provided to
address immediate safety, security, client, and accessibility needs while larger plans were
being developed for the full expansion of the Court within the 215 North Maston Street
Building, which was not designed or constructed for the purposes of the administration of
the Court.
D. On February 2, 2023, Council appropriated $1,507,700 from the Capital
Expansion Fund, by adoption of Ordinance No. 005, 2023, for the 215 North Mason
Municipal Court 15-year buildout design project.
E. On June 6, 2024, staff presented to the Council Finance Committee three
options to continue progress on the 215 North Mason Municipal Court 15 -year buildout
design project, which included the relocation of Parking Services, as per the 2021 CCMP.
The Finance Committee supported Option B, which addressed the urgent capital
expansion needs of the Court for a five-year period to explore the possibility of partnering
with Larimer County to include the Municipal Court as part of a Justice Center expansion.
F. On November 19, 2024, Council approved the 2025 -2026 City Biennial
Budget, by adoption of Ordinance No. 163, 2024, which appropriated $600,000 in each
year from the General Fund for Operation Services Required Building Modifications
(“Budget Offer 16.7”).
G. On May 1, 2025, staff presented additional information to the Council
Finance Committee on Option B, including the progress on the design and estimated
costs to relocate Parking Services from the 215 North Mason Street Building to the Civic
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Center Parking Structure (the “Parking Services Relocation Project”) and the costs of
construction and expansion of the Court within the 215 North Mason Street Building (the
“Municipal Court Expansion Project”). Staff further explained that $183,000 from current
appropriations for Budget Offer 16.7 will also be used for the Parking Services Relocation
Project. The Finance Committee supported bringing the recommended appropriation s for
the projects to the full Council for consideration.
H. The amount now requested for the Parking Services Relocation Project is
$850,000.
I. This appropriation benefits the public health, safety, and welfare of the
residents of Fort Collins and serves the public purposes of promoting public safety by
vacating space that is necessary for the Municipal Court Expansion Project and providing
expanded capacity from the Parking Services Relocation Project to meet increasing
demands and complexity in enforcement from population growth.
J. Article V, Section 9 of the City Charter permits the City Council, upon the
recommendation of the City Manager, to make supplemental appropriations by ordinance
at any time during the fiscal year from such revenues and funds for expenditure as may
be available from reserves accumulated in prior years, notwithstanding that such reserves
were not previously appropriated.
K. The City Manager has recommended the appropriations described herein
and determined that these appropriations are available and previously unappropriated
from the Parking Services Fund and the Capital Expansion Fund, as applicable, and that
these appropriations will not cause the total amount appropriated in the Parking Services
Fund or the Capital Expansion Fund, as applicable, to exceed the current estimate of
actual and anticipated revenues and all other funds to be received in these funds during
this fiscal year.
L. Article V, Section 10 of the City Charter authorizes the City Council, upon
recommendation by the City Manager, to transfer by ordinance any unexpended and
unencumbered appropriated amount or portion thereof from one fund or capital project to
another fund or capital project, provided that the purpose for which the transferred funds
are to be expended remains unchanged, the purpose for which the funds were initially
appropriated no longer exists, or the proposed transfer is from a fund or capital project in
which the amount appropriated exceeds the amount needed to accomplish the purpose
specified in the appropriation ordinance.
M. The City Manager has recommended the transfer of $8,500 from the Capital
Projects Fund to the Cultural Services and Facilities Fund and determined that the
purpose for which the transferred funds are to be expended remains unchanged.
N. This Project involves construction estimated to cost more than $250,000
and, as such, City Code Section 23-304 requires one percent of these appropriations to
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be transferred to the Cultural Services and Facilities Fund for a contribution to the Art in
Public Places program (“APP Program”).
O. The total project cost of $850,000 has been used to calculate the
contribution to the APP program.
P. The amount to be contributed to the APP Program through this Ordinance
will be $8,500.
Q. Article V, Section 11 of the City Charter authorizes the City Council to
designate in the ordinance when appropriating funds for a capital project, that such
appropriation shall not lapse at the end of the fiscal year in which the appropriation is
made, but continue until the completion of the capital project.
R. The City Council wishes to designate the appropriation herein for the
relocation of Parking Services and renovation of the Civic Center Parking Structure
Project as an appropriation that shall not lapse until the completion of the project.
In light of the foregoing Recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. There is hereby appropriated from prior year reserves in the Parking
Fund the sum of FOUR HUNDRED FIFTY THOUSAND DOLLARS ($450,000) to be
expended in the Parking Fund for transfer to the Capital Projects Fund and appropriated
therein to be expended for the relocation of Parking Services and renovation of the Civic
Center Parking Structure Project.
Section 2. There is hereby appropriated from prior year reserves in the General
Government Reserve within the Capital Expansion Fund the sum of FOUR HUNDRED
THOUSAND DOLLARS ($400,000) to be expended in the Capital Expansion Fund for
transfer to the Capital Projects Fund and appropriated therein to be expended for the
relocation of Parking Services and renovation of the Civic Center Parking Structure
Project.
Section 3. The unexpended and unencumbered appropriated amount of SIX
THOUSAND SIX HUNDRED THIRTY DOLLARS ($6,630) in the Capital Projects Fund is
hereby authorized for transfer to the Cultural Services and Facilities Fund and
appropriated and expended therein to fund art projects under the APP Program.
Section 4. The unexpended and unencumbered appropriated amount of ONE
THOUSAND SEVEN HUNDRED DOLLARS ($1,700) in the Capital Projects Fund is
hereby authorized for transfer to the Cultural Services and Facilities Fund and
appropriated and expended therein for the operation costs of the APP Program.
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Section 5. The unexpended and unencumbered appropriated amount of ONE
HUNDRED SEVENTY DOLLARS ($170) in the Capital Projects Fund is hereby
authorized for transfer to the Cultural Services and Facilities Fund and appropriated and
expended therein for the maintenance costs of the APP Program.
Section 6. The appropriation herein for the relocation of Parking Services and
renovation of the Civic Center Parking Structure Project is hereby designated, as
authorized in Article V, Section 11 of the City Charter, as an appropriation that shall not
lapse at the end of this fiscal year but continue until the completion of the project.
Introduced, considered favorably on first reading on May 20, 2025, and approved
on second reading for final passage on June 3, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 13, 2025
Approving Attorney: Dianne Criswell
Exhibits: None
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ORDINANCE NO. 082, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
APPROPRIATING PRIOR YEAR RESERVES AND AUTHORIZING
TRANSFERS OF APPROPRIATIONS FOR THE MUNICIPAL
COURT EXPANSION PROJECT AND RELATED ART IN PUBLIC
PLACES
A. In 2007, the Municipal Court moved to its current location on the first floor
of the City’s office building at 215 North Mason Street when the leased space the Court
formerly occupied in the Justice Center at 201 Laporte Avenue was needed for use by
the Colorado Judicial Department.
B. From the 2007 until recently, minimal changes were made to the 215
building to address immediate issues, but not to address increased demands on the Court
from growth in caseloads and programming.
C. On November 16, 2021, Council adopted Resolution 2021-105, approving
the November 10, 2021, Civic Center Master Plan as part of the Downtown Plan and as
the capital improvements plan for purposes of Section 7.5-31 of the City Code, regarding
use of general government capital expansion fee revenue s. The approved Civic Center
Master Plan (the “2021 CCMP”) indicated the 215 North Mason Street Building as the
planned location of the Court and related purposes, including phased renovation and
future expansion to address needs driven by caseload growth and attendant increases in
City staffing to meet growing demands.
D. On June 21, 2022, Council appropriated $700,000 from General Fund
Reserves, by adoption of Ordinance No. 066, 2022, to address urgent capital needs of
the Court in the 215 North Mason Street Building. This appropriation was provided to
address immediate safety, security, client, and accessibility needs while larger plans were
being developed for the full expansion of the Court within the 215 North Maston Street
Building, which was not designed or constructed for the purposes of the administration of
the Court nor suitable for the increased demands on the Court.
E. On February 2, 2023, Council appropriated $1,507,700 from the Capital
Expansion Fund, by adoption of Ordinance No. 005, 2023, for the 215 North Mason
Municipal Court 15-year buildout design project.
F. On June 6, 2024, staff presented to the Council Finance Committee three
options to continue progress on the 215 North Mason Municipal Court 15 -year buildout
design project, which included the relocation of Parking Services, as per the 2021 CCMP.
The Finance Committee supported Option B, which addressed the urgent capital
expansion needs of the Court, the City officials and employees working in the Court, and
members of the public using the facilities for a five-year period to explore the possibility
of partnering with Larimer County to include the Municipal Court as part of a Justice
Center expansion.
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Item 5.
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G. On May 1, 2025, staff presented additional information to the Council
Finance Committee on Option B, including the progress on the design and estimated
costs to relocate Parking Services from the 215 North Mason Street Building to the Civic
Center Parking Structure (the “Parking Services Relocation Project”) and the costs of
construction and expansion of the Court within the 215 North Mason Street Building (the
“Municipal Court Expansion Project”). The Finance Committee supported bringing the
recommended appropriations for the projects to the full Council for consideration.
H. The amount requested for the Municipal Court Expansion Project is
$4,300,000.
I. This appropriation benefits the public health, safety, and welfare of the
residents of Fort Collins and serves the public purpose of providing near-term adequate
and necessary space and security for City officials, employees, and public users of the
Municipal Court as Court caseloads grow and demands increase.
J. Article V, Section 9 of the City Charter permits the City Council, upon the
recommendation of the City Manager, to make supplemental appropriations by ordinance
at any time during the fiscal year from such revenues and funds for expenditure as may
be available from reserves accumulated in prior years, notwithstanding that such reserves
were not previously appropriated.
K. The City Manager has recommended the appropriation described herein
and determined that the funds to be appropriated are available and previously
unappropriated from the Capital Expansion Fund and that this appropriation will not cause
the total amount appropriated in the Capital Expansion Fund to exceed the current
estimate of actual and anticipated revenues and all other funds to be received in this Fund
during this fiscal year.
L. Article V, Section 10 of the City Charter authorizes the City Council, upon
recommendation by the City Manager, to transfer by ordinance any unexpended and
unencumbered appropriated amount or portion thereof from one fund or capital project to
another fund or capital project, provided that the purpose for which the transferred funds
are to be expended remains unchanged, the purpose for which the funds were initially
appropriated no longer exists, or the proposed transfer is from a fund or capital project in
which the amount appropriated exceeds the amount needed to accomplish the purpose
specified in the appropriation ordinance.
M. The City Manager has recommended the transfer of $43,000 from the
Capital Projects Fund to the Cultural Services and Facilities Fund and determined that
the purpose for which the transferred funds are to be expended remains unchanged.
N. This Project involves construction estimated to cost more than $250,000
and, as such, City Code Section 23-304 requires one percent of these appropriations to
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Item 5.
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be transferred to the Cultural Services and Facilities Fund for a contribution to the Art in
Public Places program (“APP Program”).
O. The total project cost of $4,300,000 has been used to calculate the
contribution to the APP program.
P. The amount to be contributed to the APP Program through this Ordinance
will be $43,000.
Q. Article V, Section 11 of the City Charter authorizes the City Council to
designate in the ordinance when appropriating funds for a capital projec t, that such
appropriation shall not lapse at the end of the fiscal year in which the appropriation is
made, but continue until the completion of the capital project.
R. The City Council wishes to designate the appropriation herein for the
Municipal Court Expansion Project as an appropriation that shall not lapse until the
completion of the project.
In light of the foregoing Recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. There is hereby appropriated from prior year reserves in the General
Government Reserve within the Capital Expansion Fund the sum of FOUR MILLION
THREE HUNDRED THOUSAND DOLLARS ($4,300,000) to be expended in the Capital
Expansion Fund for transfer to the Capital Projects Fund and appropriated therein to be
expended for the Municipal Court Expansion Project.
Section 2. The unexpended and unencumbered appropriated amount of
THIRTY-THREE THOUSAND FIVE HUNDRED FORTY DOLLARS ($33,540) in the
Capital Projects Fund is hereby authorized for transfer to the Cultural Services and
Facilities Fund and appropriated and expended therein to fund art projects under the APP
Program.
Section 3. The unexpended and unencumbered appropriated amount of EIGHT
THOUSAND SIX HUNDRED DOLLARS ($8,600) in the Capital Projects Fund is hereby
authorized for transfer to the Cultural Services and Facilities Fund and appropriated and
expended therein for the operation costs of the APP Program.
Section 4. The unexpended and unencumbered appropriated amount of EIGHT
HUNDRED SIXTY DOLLARS ($860) in the Capital Projects Fund is hereby authorized
for transfer to the Cultural Services and Facilities Fund and appropriated and expended
therein for the maintenance costs of the APP Program.
Section 5. The appropriation herein for the Municipal Court Expansion Project
is hereby designated, as authorized in Article V, Section 11 of the City Charter, as an
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Item 5.
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appropriation that shall not lapse at the end of this fiscal year but continue until the
completion of the project.
Introduced, considered favorably on first reading on May 20, 2025, and approved
on second reading for final passage on June 3, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 13, 2025
Approving Attorney: Dianne Criswell
Exhibits: None
Page 97
Item 5.
File Attachments for Item:
6. Second Reading of Ordinance No. 083, 2025, Amending Sections 20-21 and 20-25 of
the Code of the City of Fort Collins for the Purpose of Clarifying Exceptions to the Noise
Ordinance for Agricultural Activities.
This Ordinance, unanimously adopted on First Reading on May 20, 2025, further clarifies the
alignment of the municipal noise ordinance with Colorado statutes relating to exceptions for
agricultural operations.
Page 98
City Council Agenda Item Summary – City of Fort Collins Page 1 of 2
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Lori F. Schwarz, PDT Deputy Director, Community Development and Neighborhood Services
John Hernandez, Senior Code Compliance Supervisor
SUBJECT
Second Reading of Ordinance No. 083, 2025, Amending Sections 20-21 and 20-25 of the Code of
the City of Fort Collins for the Purpose of Clarifying Exceptions to the Noise Ordinance for
Agricultural Activities.
EXECUTIVE SUMMARY
This Ordinance, unanimously adopted on First Reading on May 20, 2025, further clarifies the alignment of
the municipal noise ordinance with Colorado statutes relating to exceptions for agricultural operations.
STAFF RECOMMENDATION
Staff recommends adoption of the Ordinance on Second Reading.
FIRST READING BACKGROUND / DISCUSSION
At the April 22, 2025, City Council Work Session, staff presented a “Sounds of the City” item for feedback
and direction relating to a phased approach for addressing updates to City Code. As part of the first phase,
staff recommended alignment of the existing municipal Noise Ordinance with Colorado statutes for
agricultural operations. Currently, the noise ordinance provides a brief reference for exceptions as “noise
from agricultural activities”.
In order to clarify this exception, explanatory language is being added under Section 20-21 and 20-25 that
defines “agriculture”. Further, this amendment describes what qualifies as an agricultural exception under
the Noise Ordinance consistent with the State’s “Right to Farm Law,” 35-3.5-101 and 102 Colorado Revised
Statutes (CRS). The recommended language does not change current exceptions under this provision but
simply provides greater clarity and transparency for residents, businesses and staff.
CITY FINANCIAL IMPACTS
None.
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
None.
Page 99
Item 6.
City Council Agenda Item Summary – City of Fort Collins Page 2 of 2
PUBLIC OUTREACH
None.
ATTACHMENTS
First Reading attachments available in May 20, 2025, agenda materials at the following link:
https://fortcollins-co.municodemeetings.com/.
1. Ordinance No. 083, 2025
Page 100
Item 6.
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ORDINANCE NO. 083, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AMENDING SECTIONS 20-21 AND 20-25 OF THE CODE OF THE
CITY OF FORT COLLINS FOR THE PURPOSE OF CLARIFYING
EXCEPTIONS TO THE NOISE ORDINANCE FOR
AGRICULTURAL ACTIVITIES
A. Colorado Revised Statutes (“C.R.S.”) Section 35-3.5-102 limits when
agricultural operations in Colorado may be found to be a nuisance. That statute provides
that an agricultural operation may not be found to be a public or private nuisance if the
agricultural operation employs methods or practices that are commonly or reasonably
associated with agricultural production, except when a municipality enacts a nuisance law
that applies to agricultural operations that were located with the municipality’s limits on
July 1, 1981, or that were voluntarily annexed into the municipality on or after July 1, 1981.
C.R.S. Section 35-3.5-102 protects agricultural operations from public nuisance liability.
B. Section 20-23 of the City Code sets maximum permissible noise levels in
the City (the “Noise Law”). Exceeding these limits constitutes an unlawful noise
disturbance, but Section 20-25 provides exceptions to the Noise Law. Specifically,
Section 20-25(2) of the City Code exempts “noise from agricultural activities” from the
Noise Law.
C. The City Council seeks to clarify the agricultural activities exemption from
the Noise Law. More particularly, the City Council seeks to provide for a straightforward,
generally applicable exemption to the Noise Law that comports with C.R.S. Section 35 -
3.5-102. To that end, this Ordinance will amend the Noise Law to provide that noise from
agricultural activities is exempt from the Noise Law if the noise emanates from agricultural
activities that are commonly or reasonably associated with agricultural production,
regardless of whether the agricultural activities occur as a result f rom change in
ownership, nonpermanent cessation or interruption of farming, participation in any
government sponsored agricultural program, employment of new technology, or change
in the type of agricultural product produced
In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. Section 20-21 of the Code of the City of Fort Collins is hereby
amended by the addition of a new definition “Agriculture” which reads in its entirety as
follows:
Agriculture means the science and art of production of plants and animals useful to
people, including, to a variable extent, the preparation of these products for use and their
disposal by marketing or otherwise, and includes horticulture, floriculture, viticulture,
forestry, dairy, livestock, poultry, bee, and any and all forms of farm products and farm
production.
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Item 6.
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Section 2. Section 20-25(2) of the Code of the City of Fort Collins is hereby
amended to read as follows:
Sec. 20-25. - Exceptions.
The provisions of this Article shall not apply to:
. . .
(2) Noise from agricultural activities if the noise emanates from agricultural
activities that are commonly or reasonably associated with agricultural production,
regardless of whether the agricultural activities occur as a result of any of the
following activities or conditions:
a. Change in ownership;
b. Nonpermanent cessation or interruption of farming;
c. Participation in any government sponsored agricultural program;
d. Employment of new technology; or
e. Change in the type of agricultural product produced.
. . .
Introduced, considered favorably on first reading on May 20, 2025, and approved
on second reading for final passage on June 3, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 13, 2025
Approving Attorneys: Ted Hewitt/Travis Winter
Exhibits: None
Page 102
Item 6.
File Attachments for Item:
7. Second Reading of Ordinance No. 084, 2025, Designating as Non-Lapsing and
Transferring the Prior Appropriation of Philanthropic Revenue Received Through City
Give by Ordinance No. 055, 2025, for the Payment Assistance Fund.
This Ordinance, unanimously adopted on First Reading on May 20, 2025, requests that the
lapsing appropriation approved by Council on its passage of Ordinance No. 055, 2025, of
$443,600 in philanthropic revenue received through City Give, be designated by this Ordinance
as non-lapsing. These miscellaneous gifts to various City departments support a variety of
programs and services and are aligned with both the City’s strategic priorities and the respective
donors’ designation.
In 2019, City Give, a formalized enterprise-wide initiative was launched to create a transparent,
non-partisan governance structure for the acceptance and appropriations of charitable gifts.
Page 103
City Council Agenda Item Summary – City of Fort Collins Page 1 of 2
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Nina Bodenhamer, City Give Director
SUBJECT
Second Reading of Ordinance No. 084, 2025, Designating as Non-Lapsing and Transferring the
Prior Appropriation of Philanthropic Revenue Received Through City Give by Ordinance No. 055,
2025, for the Payment Assistance Fund.
EXECUTIVE SUMMARY
This Ordinance, unanimously adopted on First Reading on May 20, 2025, requests that the lapsing
appropriation approved by Council on its passage of Ordinance No. 055, 2025, of $443,600 in philanthropic
revenue received through City Give, be designated by this Ordinance as non-lapsing. These miscellaneous
gifts to various City departments support a variety of programs and services and are aligned with both the
City’s strategic priorities and the respective donors’ designation.
In 2019, City Give, a formalized enterprise-wide initiative was launched to create a transparent, non-
partisan governance structure for the acceptance and appropriations of charitable gifts.
STAFF RECOMMENDATION
Staff recommends the adoption of the Ordinance on Second Reading.
FIRST READING BACKGROUND / DISCUSSION
The City has long been the beneficiary of local generosity and has a valuable role in our community’s
philanthropic landscape. Generosity is demonstrated in both large and modest gifts, each appreciated for
its investment in the mission and the range of services the City strives to deliver. The respective donors
have directed the City to use these generous donations for designated purposes within and to benefit City
service areas and programs.
The item requests to properly designate as non-lapsing an appropriation approved by Ordinance No. 055,
2025, which appropriated revenues from donations received through City Give and authorized
expenditures against those revenues for the Utilities Emergency Fund program within the Payment
Assistance Fund. Both Section 2.5 of the City’s Financial Management Policy 2 – Revenue, as approved
by City Council, and the Administrative Philanthropic Governance Policy 6.04, adopted by the City
Manager, (together the “City Give Policies”), provide the bases and processes for the responsible and
efficient management of charitable donations to the City.
Page 104
Item 7.
City Council Agenda Item Summary – City of Fort Collins Page 2 of 2
CITY FINANCIAL IMPACTS
Upon adoption, this Ordinance will designate as non-lapsing the revenues appropriated in the current fiscal
year by Ordinance No. 055, 2025 into the Light & Power Fund revenue for the purposes of the Utilities
Emergency Fund program within the Payment Assistance Fund.
The donations shall be expended from the designated fund solely for the donors’ directed intent. The funds
have been received and accepted per City Give Policies.
In support of Ordinance No. 055, 2025, the City Manager determined that these appropriations were
available and had not been previously unappropriated from their designated Light & Power Fund and did
not cause the total amount appropriated in those Light and Power Fund to exceed the current estimate of
actual and anticipated revenues during fiscal year 2025. For this item, the City Manager has recommended
the transfer of $443,600 from the lapsing account to the non-lapsing account in the Light & Power Fund
and determined that the purpose for which the transferred funds are to be expended remains unchanged.
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
None.
PUBLIC OUTREACH
None.
ATTACHMENTS
First Reading attachments available in May 20, 2025, agenda materials at the following link:
https://fortcollins-co.municodemeetings.com/.
1. Ordinance No. 084, 2025
Page 105
Item 7.
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ORDINANCE NO. 084, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
DESIGNATING AS NON-LAPSING AND TRANSFERRING THE PRIOR
APPROPRIATION OF PHILANTHROPIC REVENUE RECEIVED THROUGH CITY
GIVE BY ORDINANCE NO. 055, 2025, FOR THE PAYMENT ASSISTANCE FUND
A. In the last five years, the City has received generous donations to the
Utilities Payment Program account (the “Payment Assistance Fund”), established in
Section 26-722 of the City Code, both large and modest, as philanthropic gifts to City
residents.
B. On April 15, 2025, Council approved Ordinance No. 055, 2025,
appropriated from prior year reserves into the Payment Assistance Fund $443,600 to be
expended for the public purpose of supporting the Utilities Emergency Fund program to
benefit qualified utility customers needing financial assistance for electrical and water
utilities.
C. The approval of Ordinance No. 055, 2025 by Council was made pursuant
to Article V, Section 9 of the City Charter, which permits the City Council, upon the
recommendation of the City Manager, to make supplemental appropriations by ordinance
at any time during the fiscal year from such revenues and funds for expenditure as may
be available from reserves accumulated in prior years, notwithstanding that such reserves
were not previously appropriate.
D. In support of Ordinance No. 055, 2025, the City Manager recommended the
appropriation described therein and determined that the funds to be appropriated were
available and had not been previously unappropriated from the Light and Power Fund
and that that appropriation did not cause the total amount appropriated in the Light and
Power Fund to exceed the current estimate of actual and anticipated revenues and all
other funds to be received in this Fund during this fiscal year.
E. The City Manager recommends the transfer of $443,600 from the lapsing
account to the non-lapsing account in the Light & Power Fund and has determined that
the purpose for which the transferred funds are to be e xpended pursuant to Ordinance
No. 055, 2025 remains unchanged.
In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. The unexpended and unencumbered appropriated amount of FOUR
HUNDRED FORTY-THREE THOUSAND SIX HUNDRED DOLLARS ($443,600) is
authorized for transfer from the lapsing account to the non-lapsing account in the Light &
Power Fund and appropriated therein to be expended for the Payment Assistance Fund.
Section 2. The appropriation by Ordinance No. 055, 2025 for the donations to
the Payment Assistance Fund are hereby designated, as authorized in Article V, Section
Page 106
Item 7.
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11 of the City Charter, as appropriations that shall not lapse at the end of this fiscal year
but until the earlier of the expiration of the donation or the City’s expenditure of all funds
received from such donation.
Introduced, considered favorably on first reading on May 20, 2025, and approved
on second reading for final passage on June 3, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 13, 2025
Approving Attorney: Dianne Criswell
Exhibits: None
Page 107
Item 7.
File Attachments for Item:
8. Items Relating to Motor Vehicle Noise.
A. Second Reading of Ordinance No. 086, 2025, Adopting Section 1418, Unreasonable Vehicle
Noise Prohibited in the Fort Collins Traffic Code.
B. Second Reading of Ordinance No. 087, 2025, Amending Section 17-129 of the Code of the
City of Fort Colins to Remove all Reference to Traffic Noise.
C. Second Reading of Ordinance No. 088, 2025, Amending Section 225 of the Fort Collins
Traffic Code to Clarify the Different Types of Equipment Violations Related to Mufflers.
D. Second Reading of Ordinance No. 089, 2025, Amending Section 1-15 of the Code of the
City of Fort Collins to Allow Some Specified Traffic Violations to be Designated as a
Misdemeanor Offense.
These Ordinances, unanimously adopted on First Reading on May 20, 2025, present
recommended changes to the City Code and Fort Collins Traffic Code to address enforcement
of unreasonable noise in the city related to Motor Vehicles.
Page 108
City Council Agenda Item Summary – City of Fort Collins Page 1 of 3
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Jeff Swoboda, Police Chief
Kristy Volesky, Assistant Chief
SUBJECT
Items Relating to Motor Vehicle Noise.
EXECUTIVE SUMMARY
A. Second Reading of Ordinance No. 086, 2025, Adopting Section 1418, Unreasonable Vehicle Noise
Prohibited in the Fort Collins Traffic Code.
B. Second Reading of Ordinance No. 087, 2025, Amending Section 17-129 of the Code of the City of Fort
Colins to Remove all Reference to Traffic Noise.
C. Second Reading of Ordinance No. 088, 2025, Amending Section 225 of the Fort Collins Traffic Code
to Clarify the Different Types of Equipment Violations Related to Mufflers.
D. Second Reading of Ordinance No. 089, 2025, Amending Section 1-15 of the Code of the City of Fort
Collins to Allow Some Specified Traffic Violations to be Designated as a Misdemeanor Offense.
These Ordinances, unanimously adopted on First Reading on May 20, 2025, present recommended
changes to the City Code and Fort Collins Traffic Code to address enforcement of unreasonable noise in
the city related to Motor Vehicles.
STAFF RECOMMENDATION
Staff recommends adoption of the Ordinances on Second Reading.
FIRST READING BACKGROUND / DISCUSSION
A work session was conducted on April 22, 2025, addressing a phased approach to addressing updates
to the City Code related to traffic, fireworks and other sound-related issues in the city. Phase 1 focused on
low effort to implement but high impact as it relates to education and enforcement and Phase 2 will focus
on amplified noise, requiring further research and community outreach.
Phase 1: Police Services – Traffic Noise
Fort Collins Police Services (FCPS) staff continue to receive numerous reports from community members
regarding noise occurrences throughout the City. These reports span a variety of sources, with examples
including party complaints, general noise complaints, vehicle related noise complaints, and fireworks. In
response, police staff have reviewed reported incidents and citations related to noise violations from 2023
to 2024. The goal was to assess how effectively current ordinances are being used in enforcement and
Page 109
Item 8.
City Council Agenda Item Summary – City of Fort Collins Page 2 of 3
what code updates would better assist police in enforcement of these violations. Through this analysis, two
primary areas related to traffic were identified and presented to the Council at the April 22 work session,
adding a new unreasonable traffic noise ordinance and amending the current muffler ordinance in the Fort
Collins Traffic Code.
Unreasonable Traffic Noise (Section 1418 Fort Collins Traffic Code)
The first recommendation is to establish a new ordinance within the City’s Traffic Code specifically
addressing prohibited actions related to the operation of motor vehicles. While the existing Unreasonable
Noise Prohibited section touches on some aspects of vehicle noise, it primarily focuses on residential noise
occurrences. A dedicated ordinance would provide clearer, more targeted language, enabling more
effective enforcement. This recommendation is driven by a noticeable increase in complaints about vehicle-
related noise, including loud stereos, ineffective mufflers, engine revving, and similar concerns.
In the proposed new ordinance, unreasonable traffic noise would mean any sound of such level or duration
as to be or tend to be injurious to human health or welfare, or which would unreasonably interfere with the
enjoyment of life or property. Several factors such as time of day, location, and the type of noise generated
will be taken into consideration when an officer makes a prima facie determination as to whether a noise
is unreasonable. This change would also allow officers to write tickets more efficiently using the same
process as other traffic violations.
Unreasonable Noise (Section 17-129 City Code)
The second recommendation is to update Section 17-129- Unreasonable Noise Prohibited in the City Code
to remove any reference of traffic noise. This update will provide clarity regarding which ordinance applies
to traffic related noise violations vs all other general noise violations such as parties. The traffic noise
provisions in the current code will be relocated into the new Unreasonable Traffic Noise Prohibited
ordinance.
Mufflers (Section 225 Fort Collins Traffic Code)
The third recommendation involves clarifying and restructuring the current muffler ordinance listed in
Section 225 of the Fort Collins Traffic Code. Updating the muffler language will enhance clarity and allow
police staff to apply the ordinance more effectively during enforcement efforts. Specifically, the ordinance
is broken out into sections adding clarity for officers to enforce equipment violations related to noise.
General Penalties Traffic Offenses (Section 1-15 City Code)
The final recommendation is to update City Code Section 1-15- General penalty and surcharges for
misdemeanors offenses, petty offenses, traffic offenses, and traffic and civil infractions. The current code
states that for all traffic offenses that do not have a state equivalent shall be deemed a traffic infraction.
The new proposed unreasonable traffic noise ordinance does not have a state equivalent charge and
therefore would be penalized as an infraction with a fine set by the Court’s fine schedule that can be paid
online and does not require an appearance in court. The proposed update would allow specified code
provisions, such as unreasonable traffic noise, to be classified as a misdemeanor offense instead of a
traffic infraction. This change will require the driver to appear in court where the prosecution can meet with
the driver to encourage changed behaviors and future compliance with the law.
CITY FINANCIAL IMPACTS
None.
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
None.
Page 110
Item 8.
City Council Agenda Item Summary – City of Fort Collins Page 3 of 3
PUBLIC OUTREACH
None.
ATTACHMENTS
First Reading attachments available in May 20, 2025, agenda materials at the following link:
https://fortcollins-co.municodemeetings.com/.
1. Ordinance No. 086, 2025
2. Ordinance No. 087, 2025
3. Ordinance No. 088, 2025
4. Ordinance No. 089, 2025
Page 111
Item 8.
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ORDINANCE NO. 086, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
ADOPTING SECTION 1418, UNREASONABLE VEHICLE NOISE PROHIBITED IN
THE FORT COLLINS TRAFFIC CODE
A. Fort Collins Police Services (FCPS) staff continue to receive numerous
reports from community members regarding noise occurrences throughout the city. These
reports span a variety of sources including vehicle-related noise complaints.
B. In response, FCPS has reviewed reported incidents and citations related to
noise violations from 2023 to 2024. The goal was to assess how effectively current
ordinances are being used in enforcement and what code updates would better assist
police in enforcement of these violations.
C. Based on this analysis, FCPS developed these proposed amendments to
the Fort Collins Traffic Code to specifically address prohibited noise-related actions due
to the operation of a motor vehicle. This proposed new provision, Unreasonable Vehicle
Noise Prohibited, was presented to the Council as an option to consider at the April 22,
2025, work session.
D. While existing City Code Section 17-129, entitled Unreasonable Noise
Prohibited, touches on some aspects of vehicle noise, it primarily focuses on residential
noise occurrences. A dedicated Traffic Code provision is proposed to provide clearer,
more targeted language, enabling more effective enforcement.
In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS that the Fort Collins Traffic Code is hereby amended by the addition of
a new Section 1418 which reads in its entirety as follows:
1418. Unreasonable vehicle noise prohibited.
(1) No person shall make, continue or cause to be made or continued any
unreasonable noise in, from, or upon any vehicle; and no person shall
knowingly permit such unreasonable noise in, from, or upon any vehicle
owned or possessed by such person; and no person shall operate a vehicle,
regardless of ownership, in a manner or with equipment that makes or
causes unreasonable noise.
(2) For purposes of this Section, unreasonable noise means any sound of such
level or duration as to be or tend to be injurious to human health or welfare,
or which would unreasonably interfere with the enjoyment of life or property.
A peace officer enforcing this provision is empowered to make a prima facie
determination as to whether a noise is unreasonable based upon
consideration of any of the following factors:
(a) The time of day;
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Item 8.
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(b) Location where the vehicle is being operated;
(c) The presence of pedestrians, bystanders, or other vehicles ;
(d) The continuous or repeated sounding of any horn or signal device o f
a motor vehicle for an unnecessary or unreasonable amount of time,
except as a danger signal;
(e) Operation of a motor vehicle in a manner that causes excessive or
unreasonable noise, including, but not limited to one or more of the
following: unnecessary or rapid acceleration, deceleration, steering
or turning of the vehicle, revving the engine, or tire squeal;
(f) Operation of a vehicle with equipment installed, not installed
properly, removed, or otherwise altered so as to produce
unreasonable or excessive noise. Such equipment includes, but is
not limited to one or more of the following: an unlawful, defective or
modified exhaust system, no exhaust system or muffler; or any other
modification to any part of the vehicle;
(g) The presence or absence of noise amplification equipment; or any
use of a stereo or audio system at an unreasonable volume level;
(h) Any other factors tending to show the magnitude and/or disruptive
effect or impact of the noise.
(3) Any person who violates this Section commits a misdemeanor offense.
Introduced, considered favorably on first reading on May 20, 2025, and approved
on second reading for final passage on June 3, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 13, 2025
Approving Attorney: Dawn Downs
Exhibits: None
Page 113
Item 8.
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ORDINANCE NO. 087, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AMENDING SECTION 17-129 OF THE CODE OF THE CITY OF
FORT COLLINS TO REMOVE ALL REFERENCE TO TRAFFIC
NOISE
A. Fort Collins Police Services (FCPS) staff continue to receive numerous
reports from community members regarding noise occurrences throughout the city. These
reports span a variety of sources including vehicle-related noise complaints.
B. In response, FCPS has reviewed reported incidents and citations related to
noise violations from 2023 to 2024. The goal was to assess how effectively current
ordinances are being used in enforcement and what code updates would better assist
police in enforcement of these violations.
C. Based on this analysis, FCPS developed proposed amendments to the
Traffic Code and the City Code, including the addition of a new Section to the Fort Collins
Traffic Code, Section 1418- Unreasonable Vehicle Noise Prohibited, to address vehicle
noise violations specifically, which is also under consideration on this date, as Ordinance
No. 086, 2025.
D. With the addition of a new Section 1418 to the Traffic Code to address
unreasonable vehicle noise, it is necessary to amend City Code Section 17-129, entitled
Unreasonable Noise Prohibited, to remove the references to vehicle noise.
E. Establishing a specific Traffic Code provision will prevent confusion as to
the distinction between traffic-related noise violations and other general noise violations
such as parties.
In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS that Section 17-129 of the Code of the City of Fort Collins is hereby
amended to read as follows:
Sec. 17-129. - Unreasonable noise prohibited.
(a) No person shall make, continue or cause to be made or continued
any unreasonable noise; and no person shall knowingly permit such noise upon any
premises owned or possessed by such person or under such person's control.
. . .
(d) Any person who violates this § 17-129 commits a petty offense punishable by a
fine in accordance with §1-15(h) unless such violation is a second or subsequent violation
within a twelve (12) month period. Any person who commits a second or subsequent
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Item 8.
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violation of this § 17-129 within a twelve (12) month period shall be guilty of a
misdemeanor punishable by a fine or jail in accordance with § 1-15(a).
Introduced, considered favorably on first reading on May 20, 2025, and approved
on second reading for final passage on June 3, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 13, 2025
Approving Attorney: Dawn Downs
Exhibits: None
Page 115
Item 8.
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ORDINANCE NO. 088, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AMENDING SECTION 225 OF THE FORT COLLINS TRAFFIC CODE TO CLARIFY
THE DIFFERENT TYPES OF EQUIPMENT VIOLATIONS RELATED TO MUFFLERS
A. Fort Collins Police Services (FCPS) staff continue to receive numerous
reports from community members regarding noise occurrences throughout the City.
These reports span a variety of sources including vehicle-related noise complaints.
B. In response, FCPS has reviewed reported incidents and citations related to
noise violations from 2023 to 2024. The goal was to assess how effectively current
ordinances are being used in enforcement and what code updates would better assist
police in enforcement of these violations.
C. Based on this analysis, an amendment to the current muffler ordinance was
identified and presented to the Council as an option to consider at the April 22, 2025,
work session.
D. Amending the muffler ordinance language in Section 225 of the Fort Collins
Traffic Code will enhance clarity and allow police staff to apply the ordinance more
effectively during enforcement efforts. Specifically, the ordinance is broken out into
sections adding clarity for officers to enforce equipment violations related to noise.
In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS that Section 225 of the Fort Collins Traffic Code is hereby amended to
read as follows:
225. - Mufflers.
(1) No person shall operate a motor vehicle subject to registration and operated
on a roadway without an adequate muffler in constant operation that is
properly maintained to prevent any excessive or unusual noise.
(2) No person shall operate a motor vehicle with a muffler or exhaust system
that is equipped with a straight pipe exhaust system, a cut -off, bypass or
similar device.
(3) No person shall modify the exhaust system of a motor vehicle in a manner
which will amplify or increase the noise emitted by the motor of such vehicle
above that emitted by the muffler originally installed on the vehicle, and such
original muffler shall comply with all of the requirements of this Section.
Page 116
Item 8.
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(4) Any commercial vehicle, as defined in Section 42-4-235, C.R.S., subject to
registration and operated on a roadway, that is equipped with an engine
compression brake device is required to have a muffler.
(5) For the purposes of this Section, muffler shall mean a device consisting of
a series of chamber or baffle plates or other mechanical design for the
purpose of receiving exhaust gas from an internal combustion engine and
effective in reducing noise. Straight pipe exhaust system shall mean any
straight muffler that does not contain baffles, including but not limited to
glass packs, steel packs and straight pipes.
(6) This Section shall not apply to electric motor vehicles.
Introduced, considered favorably on first reading on May 20, 2025, and approved
on second reading for final passage on June 3, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 13, 2025
Approving Attorney: Dawn Downs
Exhibits: None
Page 117
Item 8.
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ORDINANCE NO. 089, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AMENDING SECTION 1-15 OF THE CODE OF THE CITY OF
FORT COLLINS TO ALLOW SOME SPECIFIED TRAFFIC
VIOLATIONS TO BE DESIGNATED AS A MISDEMEANOR
OFFENSE
A. Current City Code Section 1-15, regarding general penalty and surcharges
for misdemeanors offenses, petty offenses, traffic offenses, and traffic and civil
infractions, states that all traffic offenses that do not have a state equivalent charge shall
be deemed a traffic infraction.
B. New Section 1418, Unreasonable Vehicle Noise Prohibited under
consideration in Ordinance No. 086, 2025, does not have a state equivalent charge and
therefore would be penalized as an infraction with a possible penalty of a fine of up to
$3,000.
C. The specific fine for each traffic infraction is typically set at a specific amount
as adopted in the Court’s fine schedule. All fines for traffic infractions can be paid online
and do not require a court appearance.
D. The proposed amendment to Section 1-15 of the City Code would allow
specified traffic offenses, such as violation of Unreasonable Vehicle Noise Prohibited, to
be classified as a misdemeanor offense instead of a traffic infraction. The penalty range
for a misdemeanor is a fine up to $3,000 and/or up to 180 days in jail.
E. By amending this section of the code, any traffic code provisions that are
designated as a misdemeanor offense will require the driver to appear in court. Their
appearance will allow the prosecution and court an opportunity to meet with the offenders
and encourage changed behaviors for these types of violations.
In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS that Section 1-15(b) of the Code of the City of Fort Collins is hereby
amended to read as follows:
Sec. 1-15. General penalty and surcharges for misdemeanors offenses, petty
offenses, traffic offenses, and traffic and civil infractions
. . .
(b) A violation of any provision of Chapter 28, Vehicles and Traffic, in this Code or the
Fort Collins Traffic Code, shall be deemed to be a traffic infraction if, at the time of the
commission of the violation, its counterpart violation under the provisions of Article 4 in
Title 42 of the Colorado Revised Statutes, if any, is designated by state law as being a
traffic infraction. If no counterpart violation exists under state law, the violation shall be
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Item 8.
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deemed to be a traffic infraction unless otherwise designated. All other violations
under Chapter 28 of this Code or the Fort Collins Traffic Code shall be considered
misdemeanors punishable as described in Subsection (a) above. Any person against
whom judgment is entered for a traffic infraction under this Code shal l be subject to the
penalty of a fine and any surcharge, the total of which is not to exceed three thousand
dollars ($3,000), and shall not be subject to imprisonment on account of such judgment.
. . .
Introduced, considered favorably on first reading on May 20, 2025, and approved
on second reading for final passage on June 3, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 13, 2025
Approving Attorney: Dawn Downs
Exhibits: None
Page 119
Item 8.
File Attachments for Item:
9. Second Reading of Ordinance No. 090, 2025 Amending Section 9-23 of the Code of the
City of Fort Collins Regarding the Use of Fireworks.
This Ordinance, unanimously adopted on First Reading on May 20, 2025, presents
recommended changes to the Fort Collins City Code Section 9-23 to address enforcement for
violations related to fireworks.
Page 120
City Council Agenda Item Summary – City of Fort Collins Page 1 of 2
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Jeff Swoboda, Police Chief
Kristy Volesky, Assistant Chief
SUBJECT
Second Reading of Ordinance No. 090, 2025 Amending Section 9-23 of the Code of the City of Fort
Collins Regarding the Use of Fireworks.
EXECUTIVE SUMMARY
This Ordinance, unanimously adopted on First Reading on May 20, 2025, presents recommended changes
to the Fort Collins City Code Section 9-23 to address enforcement for violations related to fireworks.
STAFF RECOMMENDATION
Staff recommends adoption of the Ordinance on Second Reading.
FIRST READING BACKGROUND / DISCUSSION
A Council work session was conducted on April 22, 2025, outlining a phased approach to addressing
updates to the municipal code related to traffic, fireworks and other sound-related issues in the City. Phase
1 focused on low effort to implement but high impact as it relates to education and enforcement and Phase
2 will focus on amplified noise, requiring further research and community outreach.
Phase 1: Police Services – Fireworks
Fort Collins Police Services (FCPS) staff continue to receive numerous reports from community members
regarding noise occurrences throughout the City. These reports span a variety of sources, including
fireworks. In response, police staff have reviewed areas for consideration and potential updates were
identified and presented to Council at the April 22 work session.
The update related to fireworks code includes amending City Code Section 9-23 to enable police staff to
address and hold the person(s) that have a possessory interest in a location accountable for illegal
fireworks being used. The current ordinance presents limitations in enforcement, often requiring police to
identify the specific person who ignited the fireworks. This approach can present challenges identifying the
specific person responsible when police respond to calls for service after the fireworks have already been
used. The updated Code language would help improve accountability and support more effective
regulation of fireworks within City limits. Specifically, the ordinance will allow an owner, occupant, tenant
or person otherwise having any possessory control of any private place where fireworks are being used to
be held accountable if they are present when fireworks are being used at that location. Exceptions still
exist, including permitted events which meet the requirements of the International Fire Code and City Code.
Page 121
Item 9.
City Council Agenda Item Summary – City of Fort Collins Page 2 of 2
CITY FINANCIAL IMPACTS
None.
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
None.
PUBLIC OUTREACH
None.
ATTACHMENTS
First Reading attachments available in May 20, 2025, agenda materials at the following link:
https://fortcollins-co.municodemeetings.com/.
1. Ordinance No. 090, 2025
Page 122
Item 9.
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ORDINANCE NO. 090, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AMENDING SECTION 9-23 OF THE CODE OF THE CITY FORT
COLLINS REGARDING THE USE OF FIREWORKS
A. Fort Collins Police Services (FCPS) staff continue to receive numerous
reports from community members regarding noise occurrences throughout the City.
These reports span a variety of sources, including fireworks.
B. In response, police staff have reviewed a reas for consideration and
potential updates were identified and presented to City Council at the April 22, 2025, work
session.
C. Amending the current fireworks ordinance in Section 9-23 of the Fort Collins
Municipal Code enable police staff to address and hold the person(s) that have a
possessory interest in a location accountable for illegal fireworks being used.
D. The current ordinance presents limitations in enforcement, often requiring
police to identify the specific person who ignited the fireworks. Th is approach can present
challenges identifying the specific person responsible when police respond to calls for
service after the fireworks have already been used.
E. The proposed amended Code language would help improve accountability
and support more effective regulation of fireworks within City limits.
In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS that Section 9-23 of the Code of the City of Fort Collins is hereby
amended to read as follows:
Sec. 9-23. - Prohibited open fires and open burning.
The following types of open fires and open burning are prohibited in the City at all times:
. . .
(2) Any person using fireworks, or the owner, occupant, tenant or person
otherwise having any possessory control, individually or jointly with others, who is
present where fireworks are being used, except as allowed in the International Fire
Code as adopted by City Council in this Chapter or by a special events permit
issued by the City.
. . .
Page 123
Item 9.
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Introduced, considered favorably on first reading on May 20, 2025, and approved
on second reading for final passage on June 3, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 13, 2025
Approving Attorney: Dawn Downs
Exhibits: None
Page 124
Item 9.
File Attachments for Item:
10. First Reading of Ordinance No. 091, 2025, Amending the Code of the City of Fort
Collins to Discontinue the Art in Public Places Board and the Cultural Resources Board
and Merge their Functions into the Arts and Culture Board.
The purpose of this item is to discontinue the existing Art in Public Places Board and Cultural
Resources Board and to merge and adjust their functions for a new Arts and Culture Board.
Page 125
City Council Agenda Item Summary – City of Fort Collins Page 1 of 2
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Solara Clark, Project Coordinator, Cultural Services
Liz Good, Visual Arts Coordinator, Cultural Services
Ellen Martin, Lead Specialist, Cultural Services
Eileen May, Director, Cultural Services
SUBJECT
First Reading of Ordinance No. 091, 2025, Amending the Code of the City of Fort Collins to
Discontinue the Art in Public Places Board and the Cultural Resources Board and Merge their
Functions into the Arts and Culture Board.
EXECUTIVE SUMMARY
The purpose of this item is to discontinue the existing Art in Public Places Board and Cultural Resources
Board and to merge and adjust their functions for a new Arts and Culture Board.
STAFF RECOMMENDATION
Staff recommends adoption of the Ordinance on First Reading.
BACKGROUND / DISCUSSION
The Cultural Services Department is proposing the dissolution of the Art in Public Places Board and the
Cultural Resources Board to merge their responsibilities into a single Arts and Culture Board. This change
supports the City's broader goal of shifting from complexity to simplicity in its Boards and Commission’s
structure. After reviewing peer city models and internal needs, the department concluded that one cohesive
board will more effectively provide advocacy and strategic guidance across the department’s work,
including public art, cultural initiatives, and community engagement. The new board structure is designed
to ensure a balanced workload and allow members to focus deeply on a wide range of art and cultural
priorities without becoming overextended.
The proposed Arts and Culture Board will be established as a Type 2 advisory board, consistent with the
current structure of both the Art in Public Places Board and the Cultural Resources Board. The board is
expected to include nine members, with responsibilities focused on providing guidance and advocacy
across the full spectrum of Cultural Services. This includes advocacy for the Fort Collins Museum of
Discovery, The Lincoln Center, Gardens on Spring Creek, Art in Public Places, Cultural Community
Programs, Center for Creativity, Fort Fund Grant Program, and Arts and Culture Masterplan. The structure
is intended to ensure broad representation and engagement across the department’s diverse programs
and initiatives. The new Board would be anticipated to start in April of 2026 in alignment with the Boards
and Commission’s new member timeline and start dates across the organization.
Page 126
Item 10.
City Council Agenda Item Summary – City of Fort Collins Page 2 of 2
Both current boards have been informed of the proposed transition. Existing members will not automatically
transfer to the new board; instead, all current interested board members are encouraged to apply for a seat
on the new board. This will ensure an open and equitable process. This restructuring streamlines how the
department receives input and also strengthens its ability to elevate a range of community perspectives
and respond more effectively to the evolving art and cultural landscape of Fort Collins.
CITY FINANCIAL IMPACTS
The proposed Arts and Culture Board is not expected to have any direct financial impact on the City
finances. While the board may review and provide input on budgets related to the Art in Public Places
Program, which operates with a dedicated funding source, and the Cultural Services department, it will not
oversee or manage funding directly. This is consistent with the current roles of the Art in Public Places
Board and the Cultural Resources Board, and no additional financial resources or staffing are anticipated
as a result of this transition.
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
Both the Art in Public Places Board and the Cultural Resources Board have been informed of the proposed
changes, and the overall consensus has been supportive of the plan to merge the two boards. As expected,
some questions were raised regarding potential impacts on board responsibilities. Staff have been actively
working with board members to address these inquiries and provide as much clarity and information as
possible throughout the process.
PUBLIC OUTREACH
If the proposed ordinance and changes are approved by Council, staff will actively engage with the public
to share information about the transition and highlight opportunities to get involved with the newly
established Arts and Culture Board.
ATTACHMENTS
1. Ordinance No. 091, 2025
Page 127
Item 10.
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ORDINANCE NO. 091, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AMENDING THE CODE OF THE CITY OF FORT COLLINS TO
DISCONTINUE THE ART IN PUBLIC PLACES BOARD AND THE
CULTURAL RESOURCES BOARD AND MERGE THEIR
FUNCTIONS INTO THE ARTS AND CULTURE BOARD
A. The City Council established two volunteer boards relating to arts and
culture: the Art In Public Places Board, a seven -member board that reviews, approves,
and makes recommendations about artwork created through the Art in Public Places
program, and the Cultural Resources Board, a seven-member board that makes
recommendations to the City Council about the Cultural Services Department and
provides recommendations about programs to fund through the Fort Fund program.
B. To improve the efficiency and accessibility of City government, the City
Council seeks to combine these two boards and their functions into one new nine -member
board, the Arts and Culture Board. The Arts and Culture Board will make
recommendations to the Director of Cultural Services and City Council on arts and culture
matters in the City, advise and make recommendations relating to the Arts in Public
Places program, and review proposals for the Fort Fund program as requested by the
Director of Cultural Services.
C. By operation of this Ordinance, the Art in Public Places Board and the
Cultural Resources Board will terminate on April 1, 2026. The new Arts and Culture Board
will be created on April 1, 2026. Members of the Art and Public Places Board and the
Cultural Resources Board will be able to apply for membership on the Arts and Culture
Board.
In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. Section 2-143 of the Code of the City of Fort Collins is hereby
amended by the addition of a new Subsection (c) which reads in its entirety as follows:
Sec. 2-143. - Art in Public Places Board.
. . .
(c) All terms of members of the Board shall terminate April 1, 2026.
Section 2. Effective April 1, 2026, Section 2-143 of the Code of the City of Fort
Collins, regarding the Art in Public Places Board, is repealed in its entirety and replaced
with the following new Section 2-143, Arts and Culture Board:
Page 128
Item 10.
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Sec. 2-143. - Arts and Culture Board
(a) The City shall have an Arts and Culture Board, hereafter referred to in this Section
as the "Board." The Board shall consist of nine (9) members. The City Council shall
endeavor to appoint members of the Board who are arts professionals. For the purpose
of this Section, arts professional shall mean a person who has either a degree in an arts
related field or experience in arts and culture.
(b) The Board shall have the following functions:
(1) To assist, advise and make recommendations to the Director of Cultural
Services and City Council on arts and culture matters and regarding opportunities
to promote awareness, understanding, advocacy, and appreciation for the value
of arts and culture in the community. This may include providing assistance, advice
and recommendations regarding the following programs, facilities and plans:
a. Fort Collins Museum of Discovery
b. The Lincoln Center
c. Gardens on Spring Creek
d. Art in Public Places
e. Cultural Community Programs
f. Center for Creativity
g. Cultural Grant Programs
h. Arts and Culture Masterplan
(2) To support the City’s Arts and Culture Masterplan;
(3) To encourage a diverse cross-section of City residents to participate in the
City’s arts and culture programs and initiatives;
(4) To review proposals for funding from the Cultural Development and
Programming Account and the Tourism Programming Account, as requested by
the Director of Cultural Services;
(5) To advise and make recommendations to the Cultural Services Department
and the City Council regarding works of art funded by or donated to the Art in Public
Places program, as required in Chapter 23, Article XII of the City Code, and
following the established and published Art in Public Places Guidelines, as defined
in Section 23-302.
Section 3. Section 2-145 of the Code of the City of Fort Collins is hereby
amended by the addition of a new Subsection (c) which reads in its entirety as follows:
Sec. 2-145. - Cultural Resources Board
. . .
Page 129
Item 10.
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(c) All terms of members of the Board shall terminate April 1, 2026.
Section 4. Effective April 1, 2026, Section 2-145 of the Code of the City of Fort
Collins, regarding the Cultural Resources Board, is repealed in its entirety.
Section 5. Effective April 1, 2026, Section 23-302 of the Code of the City of Fort
Collins is hereby amended by amending the definition of “Art in Public Places Board (or
APP Board)” to read as follows:
Sec. 23-302. Definitions.
The following words, terms and phrases, when used in this Article, shall have the meaning
ascribed to them in this Section:
. . .
Art in Public Places Board (or APP Board) shall mean the Art in Public Places Board, as
established and described in Chapter 2, Article III, Division 4, of this Code shall mean
the Arts and Culture Board, as established and described in Chapter 2, Article III,
Division 3 of this Code.
. . .
Section 6. The definition of Art in Public Places Coordinator (or APP
Coordinator) contained in Section 23-302 of the Code of the City of Fort Collins is hereby
deleted in its entirety.
Art in Public Places Coordinator (or APP Coordinator) shall mean a City staff member
designated by the Director of Community Services as the Art in Public Places
Coordinator. The Coordinator will serve the APP Board as City staff liaison.
Section 7. Section 23-307 of the Code of the City of Fort Collins is hereby
amended to read as follows:
Sec. 23-307. Administration.
The Director of Community Servicesthe Cultural Services Department shall administer
the provisions of this Article in a manner consistent with the APP Guidelines. The
guidelines shall provide for the selection of works of art; the placement and presentation
of works of art; the maintenance, repair and care of works of art; the payment for works
of art; the acceptance of donations of works of art; and such other matters as the Director
deems necessary and appropriate. The Director shall designate an APP Coordinator who
will serve as staff liaison to the APP Board.
Page 130
Item 10.
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Section 8. Section 23-308 of the Code of the City of Fort Collins is hereby
amended to read as follows:
Sec. 23-308. Acquisition of works of art.
The APP Board shall make recommendations to the City Council concerning the use of
funds in excess of thirty thousand dollars ($30,000.) for the acquisition, installation and
maintenance of works of art. The construction project from whi ch the funds were
generated should generally be the site where the funds will be used. However, funds may
be expended at other sites when the APP Board determines such expenditure is
appropriate based on the considerations set forth in the guidelines. The APP Board may
appoint a selection committee to make recommendations to the APP Board concerning
the selection of artists, works of art and the placement of works of art. The selection
committee may include artists, architects, City representatives and members of the public.
Section 9. Section 23-309 of the Code of the City of Fort Collins is hereby
amended to read as follows:
Sec. 23-309. Acquisition of donated artwork.
All works of art with a value of three hundred dollars ($300.) or more donated to th e City
to be placed in a public area may be accepted only with approval of the APP Board, and
all such works with a value of ten thousand dollars ($10,000.) or more may be accepted
only with approval of the City Council, upon review of such proposed donation and the
recommendation of the APP Board. The City shall accept ownership and responsibility
for maintenance only of works of art that meet the objectives of the APP Program, and
the criteria for works of art and site selection set forth in the APP Guidelines. Funds for
the installation and maintenance of donated works of art will be funded by the APP
program. Those works of art donated to the Fort Collins Museum for its collection
purposes shall be exempt from this process.
Page 131
Item 10.
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Introduced, considered favorably on first reading on June 3, 2025, and approved
on second reading for final passage on June 17, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 27, 2025
Approving Attorney: Ted Hewitt
Exhibits: None
Page 132
Item 10.
File Attachments for Item:
11. First Reading of Ordinance No. 092, 2025, Appropriating Prior Year Reserves in the
Water Fund to Support Acquisitions of Water Rights to Increase Yield, Reliability, and
Resiliency of the Utilities Water Supplies.
The purpose of this item is to request additional appropriation of $1,419,091 in the City’s Water
Fund to purchase water supplies that will increase the yield, reliability, and resiliency of the Fort
Collins Utilities water supplies. This includes shares in the North Poudre Irrigation Company and
the water rights in the Chase Ditch.
Page 133
City Council Agenda Item Summary – City of Fort Collins Page 1 of 2
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Donnie Dustin, Senior Water Resources Engineer
Jen Dial, Water Resources Manager
Kerri Ishmael, Senior Analyst, Utility Financial Operations
SUBJECT
First Reading of Ordinance No. 092, 2025, Appropriating Prior Year Reserves in the Water Fund to
Support Acquisitions of Water Rights to Increase Yield, Reliability, and Resiliency of the Utilities
Water Supplies.
EXECUTIVE SUMMARY
The purpose of this item is to request additional appropriation of $1,419,091 in the City’s Water Fund to
purchase water supplies that will increase the yield, reliability, and resiliency of the Fort Collins Utilities
water supplies. This includes shares in the North Poudre Irrigation Company and the water rights in the
Chase Ditch.
STAFF RECOMMENDATION
Staff recommends adoption of the Ordinance on First Reading.
BACKGROUND / DISCUSSION
The City of Fort Collins Utilities (“Utilities”) water service area demand is projected to grow by 37% over
the next few decades. The cost for water supplies has increased significantly in recent years, with the cost
projected to increase based on competition for their acquisition increasing and availability decreasing.
To plan for acquiring water rights and facilities to meet future water supply needs, the Utilities Water
Resources Division has and will continue annual budget requests. Based on the current market value of a
North Poudre Irrigation Company (“NPIC”) share (~$245k to $250k) and a current opportunity to purchase
up to 8 NPIC shares, the Water Resources Division needs an additional $1,093,091 to acquire these
shares. These shares come with units in the Colorado-Big Thompson Project (CBT) that can be stored in
Horsetooth Reservoir and will increase the Utilities firm yield of water supply (amount of water expected to
be received in a 1 in 50-year drought) by 12.6 acre-feet annually. An estimated 173 additional NPIC shares
(in addition to the completion of the Halligan Water Supply Project) are needed to meet demands through
2065, so this acquisition would meet about 5% of that need for more NPIC shares.
In addition, the Water Resources Division has an opportunity to purchase the water right in the Chase
Ditch, which diverts off the North Fork of the Poudre River below Halligan Reservoir. This water would
remain in the river helping to meet permit mitigation requirements of the Halligan Water Supply Project.
The cost of purchasing this water right is $326,000.
Page 134
Item 11.
City Council Agenda Item Summary – City of Fort Collins Page 2 of 2
CITY FINANCIAL IMPACTS
This Ordinance will appropriate $1,419,091 for Water Fund non-lapsing expenses. Water Fund reserves
are available for this appropriation and are projected to end 2025 above the City’s fund reserve target.
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
None.
PUBLIC OUTREACH
None.
ATTACHMENTS
1. Ordinance No. 092, 2025
Page 135
Item 11.
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ORDINANCE NO. 092, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
APPROPRIATING PRIOR YEAR RESERVES IN THE WATER FUND TO
SUPPORT ACQUISITIONS OF WATER RIGHTS TO INCREASE YIELD,
RELIABILITY, AND RESILIENCY OF THE UTILITIES WATER SUPPLIES
A. The City owns and operates Fort Collins Utilities (“Utilities”), which includes
a water utility that provides water service to customers in its service area. Demands in
Utilities’ water service area are expected to grow in the coming decades.
B. Utilities plans for the acquisition of additional water rights to increase water
supplies to meet these demands. Such additional water rights include shares in the North
Poudre Irrigation Company (“NPIC Shares”). NPIC Shares include rights to Colorado-Big
Thompson Project water stored in Horsetooth Reservoir. NPIC Shares will thus increase
the yield, reliability, and resiliency of Utilities water supplies. Prices for NPIC Shares have
been increasing, such that acquiring them sooner is prudent.
C. Utilities is also pursuing the Halligan Water Supply Project (“Halligan
Project”), among other reasons, to meet future demands. The Halligan Project includes
the enlargement of Halligan Reservoir on the North Fork of the Cache la Poudre River
(“North Fork”). Utilities will deliver its water stored in the enlarged Halligan Reservoir
down the North Fork and anticipates having flow obligations on the North Fork. Utilities
is thus interested in reducing diversions from and increasing flows in the North Fork to
assist Halligan Project operations, which will positively impact the yield, reliability, and
resiliency from the Halligan Project to meet demands. The acquisition of the water right
for the Chase Ditch, which diverts from the North Fork below Halligan Reservoir , is an
opportunity to reduce diversions from and increase flows in the North Fork.
D. This appropriation benefits the public health, safety, and welfare of the
residents of Fort Collins and serves the public purpose of increasing the yield, reliability,
and resiliency of Utilities water supplies to meet future demands by acquiring shares in
the North Poudre Irrigation Company and by acquiring the water right for the Chase Ditch.
E. Article V, Section 9 of the City Charter permits the City Council, upon the
recommendation of the City Manager, to make supplemental appropriations by ordinance
at any time during the fiscal year from such revenues and funds for expenditure as may
be available from reserves accumulated in prior years, notwithstanding that such reserves
were not previously appropriated.
F. The City Manager has recommended the appropriation described herein
and determined that the funds to be appropriated are available and previously
unappropriated from the Water Fund and that this appropriation will not cause the total
amount appropriated in the Water Fund to exceed the current estimate of actual and
anticipated revenues and all other funds to be received in this Fund during this fiscal year.
Page 136
Item 11.
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G. Article V, Section 11 of the City Charter authorizes the City Council to
designate in the ordinance when appropriating funds for a capitalizable asset, that such
appropriation shall not lapse at the end of the fiscal year in which the appropriation is
made but continue through the life of the asset.
H. The City Council wishes to designate the appropriation herein for NPIC and
Chase Ditch water rights purchases as an appropriation that shall not lapse.
In light of the foregoing Recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. There is hereby appropriated from prior year reserves in the Water
Fund the sum of ONE MILLION FOUR HUNDRED NINETEEN THOUSAND NINETY-
ONE DOLLARS ($1,419,091) to be expended in the Water Fund for the purchases of
shares in the North Poudre Irrigation Company and the water right in the Chase Ditch.
Section 2. The appropriation herein for the purchases of shares in the North
Poudre Irrigation Company and the water right in the Chase Ditch are hereby designated,
as authorized in Article V, Section 11 of the City Charter, as an appropriation that shall
not lapse at the end of this fiscal year but through the life of the asset.
Introduced, considered favorably on first reading on June 3, 2025, and approved
on second reading for final passage on June 17, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 27, 2025
Approving Attorney: Eric Potyondy
Exhibits: None
Page 137
Item 11.
File Attachments for Item:
12. First Reading of Ordinance No. 093, 2025, Authorizing a Mid-year Budget
Appropriation from the Airport Fund for Northern Colorado Regional Airport.
The purpose of this item is to recommend a mid-year budget appropriation of $642,400 from the
Airport fund to support nine priority projects and initiatives identified by Airport staff and the
Airport Commission. These efforts are focused on improving airport facilities, strengthening
operational plans and procedures, addressing regulatory compliance requirements, enhancing
financial sustainability, and supporting efforts to attract commercial airline service.
The proposed funding will enable the Airport to make targeted investments that align with long-
term strategic goals and improve overall performance and service.
Page 138
City Council Agenda Item Summary – City of Fort Collins Page 1 of 3
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
John S. Kinney, Director, Northern Colorado Regional Airport
SUBJECT
First Reading of Ordinance No. 093, 2025, Authorizing a Mid-year Budget Appropriation from the
Airport Fund for Northern Colorado Regional Airport.
EXECUTIVE SUMMARY
The purpose of this item is to recommend a mid-year budget appropriation of $642,400 from the Airport
fund to support nine priority projects and initiatives identified by Airport staff and the Airport Commission.
These efforts are focused on improving airport facilities, strengthening operational plans and procedures,
addressing regulatory compliance requirements, enhancing financial sustainability, and supporting efforts
to attract commercial airline service.
The proposed funding will enable the Airport to make targeted investments that align with long-term
strategic goals and improve overall performance and service.
STAFF RECOMMENDATION
Staff recommends adoption of the Ordinance on First Reading.
BACKGROUND / DISCUSSION
In 1963, the City of Fort Collins and the City of Loveland agreed to the establishment of a regional aviation
facility and became owners and operators of the Northern Colorado Regional Airport, located ten miles
southeast of downtown Fort Collins, just west of Interstate 25. The Airport is operated as a joint venture
between the City of Fort Collins and the City of Loveland, with each city retaining a 50% ownership interest,
sharing equally in policy-making and management, and with each assuming responsibility for 50% of the
capital and operating costs associated with the Airport. Airport governance and management is set forth in
the IGA.
The Airport’s mission is: Serving the region, we are a catalyst for innovation in all modes of transportation,
a driving force for innovation in business and training, and a global gateway to magnificent Colorado.
According to a 2020 State of Colorado study, the Northern Colorado Airport provides a regional economic
impact of approximately $295.97 million annually and supports 1,072 area jobs.
All revenues derived from the Airport are applied to both operating and capital expenditures. Each City
contributes equal funding, when necessary, for Airport operating and capital needs as defined in the
intergovernmental agreement and amendments thereto (the “IGA)”. External funding is also received
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Item 12.
City Council Agenda Item Summary – City of Fort Collins Page 2 of 3
through grants that are applied for and received by the Airport for eligible projects from the Federal Aviation
Administration and the Colorado Department of Transportation Division of Aeronautics.
If approved, the amounts appropriated will be used for the following purposes:
Air Traffic Control Restroom Facility
o Install a permanent, all-season restroom facility for air traffic controllers. The existing
temporary portable toilet is unsuitable and lacks heating and cooling for year-round use.
Through-the-Fence Framework
o Develop a plan to ensure compliance with Federal Aviation Administration (FAA) and
Transportation Security Administration (TSA) "through-the-fence" access regulations.
Airport Commission Workshop
o Design and facilitate a workshop for the Airport Commission to establish a shared vision,
set staff priorities and work plans, and develop a Commission after action plan.
Capital Improvement Plan (CIP)
o Create a responsive CIP that reflects Airport priorities and needs, funded through a
combination of Federal Aviation Administration (FAA), state, and local resources.
Comprehensive Financial Plan
o Develop operating agreements, rates, rents, and charges aligned with facility usage and
market conditions. Establish cost centers to ensure fees and charges are commensurate to
the services provided and support the timely implementation of the CIP.
Ground Transportation System Plan
o Conduct an assessment of the ground transportation market and its pricing flexibility. Based
on findings, implement or adjust charges, such as Customer Facility Charges (CFCs),
Passenger Facility Charges (PFCs), Transportation Network Company (TNC) fees, rental
car fees, and daily parking rates, to align with service levels, support capital improvements,
and enhance the long-term customer experience.
Airport Development Plan
o Pursue aeronautical and non-aeronautical revenue-generating development opportunities
aligned with the airport’s brand and vision. Support the timely execution of the CIP and
sustained financial independence, eliminating the need for general fund subsidies.
Air Service Development Plan
o Develop a comprehensive branding and marketing strategy to establish FNL’s presence in
the regional market, attract travelers, promote tourism, and support airline recruitment
efforts.
Brand & Experience Marketing Plan
o Develop a modern marketing approach, including updated social media, website
enhancements, and promotional materials.
Breakdown of recommended mid-year budget appropriation:
A) Air Traffic Control Restroom Facility $55,000
B) Through-the-Fence Framework $80,000
C) Airport Commission Workshop $18,000
D) Capital Improvement Plan $23,000
E) Comprehensive Financial Plan $90,000
F) Ground Transportation System Plan $91,000
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Item 12.
City Council Agenda Item Summary – City of Fort Collins Page 3 of 3
G) Airport Development Plan $80,000
H) Air Service Development Plan $82,000
I) Brand & Experience Marketing Plan $65,000
Subtotal $584,000
J) Contingency – 10% $58,400
Total $642,400
CITY FINANCIAL IMPACTS
Upon adoption, this Ordinance will appropriate in the current fiscal year $642,400 from the Airport Fund,
authorize expenditures against those revenues for the purposes set forth in this Agenda Item Summary.
The proposed mid-year appropriation does not include any financial contributions from the City’s General
Fund. The revenues appropriated in the current fiscal year, if approved by adoption of this Ordinance, will
be drawn from the unassigned balance of the Airport Fund, which currently totals $2.15 million. This
appropriation has no financial impact on the City.
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
At its February 20, 2025, meeting, the Northern Colorado Regional Airport Commission unanimously
recommended approval of the supplemental appropriation for the 2025 fiscal year.
PUBLIC OUTREACH
The mid-year appropriation request was presented at the February 20, 2025, meeting of the Northern
Colorado Regional Airport Commission and the May 6, 2025, and May 20, 2025, meetings of the Loveland
City Council.
ATTACHMENTS
1. Northern Colorado Regional Airport Commission, February 20, 2025 Meeting Minutes
2. Ordinance No. 093, 2025
Page 141
Item 12.
COP
Y
Page 142
Item 12.
1
Regular Meeting Minutes for February 20, 2025
Meeting called to order at 3:04 p.m.
Chair Arndt and Commission Members Thompson, DiMartino, Williams,
Miller, and Stooksbury were present. Commissioner Marsh was absent.
PUBLIC COMMENT
• James Aden requested that T-hangar tenants receive priority
notification when new hangars are developed on Site C.
CONSENT AGENDA
Commissioner Stooksbury pulled consent agenda item #3, requesting a broader discussion of
the role of the PDSC.
Commissioner Miller moved to approve the consent agenda items #1 and #2. The motion,
seconded by Commissioner Williams, carried with all Commissioners present voting in favor
thereof.
Pulled Items: Item #3
Consent Follow up: Commissioners discussed the scope of the Planning and Development
Subcommittee (PDSC) to evaluate whether they are still fulfilling duties
which the Commission directed them to do when the Committee was
created. John Kinney, Airport Director, stated that members of the PDSC
have divided views of their role and he suggested that the PDSC revisit
this at their next meeting to report back to the Commission.
Commissioner Marsh entered the meeting at 3:13 p.m.
propose a work plan which the Commission can review and provide
feedback on in March.
Approval of the consent agenda item #3 passed with all Commissioners present voted in favor
thereof.
Public Comments: None
DIRECTOR’S REPORT
John Kinney, Airport Director, provided the following updates in
conjunction with the February Airport Director’s Report:
• Introduction of Dylan Swanson, Airport Operations and Facilities
COP
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Page 143
Item 12.
2
•
for the runway widening project. Staff will proceed in earnest
with the design bid build model.
• All leases will be evaluated to ensure that they comply with
current regulations.
• The STARS radar system was removed from FNL. Staff will
continue working with the FAA and the Congressional delegation
to enhance controllers’ capabilities.
• There is evidence that airfield safety infractions previously
submitted to the FAA were not accurately logged in their
systems, but this should now be resolved. It is recommended
that pilots continue to report all incidents using the FAA systems.
Commissioners Arndt and DiMartino will be attending the National
League of Cities Conference in Washington D.C. during March and
requested that Mr. Kinney provide all pertinent information for them
to lobby a radar installation or similar solutions.
5. SUPPLEMENTAL
BUDGET
APPROPRIATION FOR
SPECIALTY STUDIES
John Kinney, Airport Director, presented the item in accordance with
the Agenda Item Summary. The appropriation would draw $642,400
from the Airport’s operational reserve to procure consultant services
for nine separate projects. The operational reserve currently holds $2.3
million.
Commissioner Williams expressed concern for revenue losses in 2026
related to the runway widening project and requested that more
forecasting be conducted when dipping into operational reserves.
Commissioner DiMartino suggested holding off on the branding RFP
since the scope of the project may shift based on discussion at the
Commission’s workshop.
Commissioner DiMartino moved to approve the supplemental budget appropriation as
presented. The motion, seconded by Commissioner Stooksbury, carried with all Commissioners
present voting in favor thereof.
COMMISSION ROLES &
RESPONSIBILITIES
Item tabled until the March meeting.
CONTROL TOWER
PROGRAM UPDATE
air traffic control tower program. The motion, seconded by Commissioner Marsh, carried with
all Commissioners present voting in favor thereof.
COP
Y
Page 144
Item 12.
3
Public Session ended at 4:07
Executive Session began at 4:09 p.m.
Executive Session ended at 4:55 p.m.
Public Session began at 4:55 p.m.
MEMBERS
None presented.
Chair Arndt adjourned the meeting at 4:56 p.m.
Respectfully Submitted,
_________________________________________
Airport Commission Chair, Jeni Arndt
COP
Y
Page 145
Item 12.
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ORDINANCE NO. 093, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AUTHORIZING A MID-YEAR BUDGET APPROPRIATION FROM THE AIRPORT
FUND FOR NORTHERN COLORADO REGIONAL AIRPORT
A. In 1963, the City of Fort Collins and the City of Loveland (the “Cities”) agreed
to establish a regional general aviation facility and became owners and operators of the
Fort Collins-Loveland Municipal Airport, now known as the Northern Colorado Regional
Airport (the “Airport”).
B. The Airport is operated as a joint venture between the Cities, with each city
retaining 50% ownership interest, sharing equally in policy-making and management, and
each assuming responsibility for 50% of the Airport’s capital and operating costs.
C. Pursuant to the Amended and Restated Intergovernmental Agreemen t for
the Joint Operation of the Airport dated January 22, 2015, and the First Amendment to
the Amended and Restated Intergovernmental Agreement for the Joint Operation of the
Airport dated June 7, 2016, (collectively, the “IGA”), the Airport Manager is re sponsible
for preparing the Airport’s annual operating budget and submitting it to the Cities for their
approval.
D. Under the IGA, the City’s share of existing and unanticipated Airport
revenue is to be held and disbursed by the City of Loveland as an agent on behalf of the
Cities, since the City of Loveland provides finance and accounting services for the Airport.
E. The Airport Manager has submitted for City Council consideration of a
supplemental appropriation request totaling $642,400, which will utilize Airport reserves.
F. Pursuant to the IGA, the City of Loveland holds on behalf of both Cities the
revenues of, and other financial contributions to, the Airport in a fund, which includes
unappropriated and unencumbered reserves (the “Airport Fund”).
G. This Airport Reserves item is an appropriation for use by the Northern
Colorado Regional Airport Commission for discretionary Airport projects , including the
following:
1. Air Traffic Control Restroom Facility;
2. Through-the-Fence Framework;
3. Airport Commission Workshop;
4. Capital Improvement Plan (CIP);
5. Comprehensive Financial Plan;
6. Ground Transportation System Plan;
7. Airport Development Plan;
8. Air Service Development Plan; and
9. Brand and Experience Marketing Plan.
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Item 12.
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H. City Finance staff reviewed the financial statements f or the Airport and
determined that the requested appropriation of Airport Reserves for this supplemental
appropriation meets the required limits set forth in the IGA.
I. In accordance with Article V, Section 8(b), of the City Charter, any expense
or liability entered into by an agent of the City on behalf of the City, shall not be made
unless an appropriation for the same has been made by the City Council .
J. This appropriation benefits the public health, safety and welfare of the
residents of Fort Collins and serves the public purpose of enhancing transportation and
economic welfare of the City and its residents.
K. This appropriation will not require additional funding from the Cities and is
consistent with the IGA.
In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS that there is hereby appropriated from the Airport Fund the amount of
SIX HUNDRED FORTY-TWO THOUSAND FOUR HUNDRED DOLLARS ($642,400) to
be expended in support of the programs and services of the Airport as above.
Introduced, considered favorably on first reading on June 3, 2025, and approved
on second reading for final passage on June 17, 2025.
___________________________________
Mayor
ATTEST:
___________________________________
City Clerk
Effective Date: June 27, 2025
Approving Attorney: Dianne Criswell
Exhibits: None
Page 147
Item 12.
File Attachments for Item:
13. First Reading of Ordinance No. 094, 2025, Amending Chapters 15 and 23 of the Code
of the City of Fort Collins Regarding the Requirements of Shared Micromobility
Operations.
The purpose of this item is to address a potential regulatory gap under City Code by defining
clear requirements applicable to the operation of shared micromobility services within Fort
Collins. These requirements will allow FC Moves to ensure that operators of shared
micromobility services in the city consistently provide robust and reliable service and mitigate
negative impacts on the community and other right-of-way uses.
Page 148
City Council Agenda Item Summary – City of Fort Collins Page 1 of 2
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Rachel Ruhlen, Transportation Planner, FC Moves
SUBJECT
First Reading of Ordinance No. 094, 2025, Amending Chapters 15 and 23 of the Code of the City of
Fort Collins Regarding the Requirements of Shared Micromobility Operations.
EXECUTIVE SUMMARY
The purpose of this item is to address a potential regulatory gap under City Code by defining clear
requirements applicable to the operation of shared micromobility services within Fort Collins. These
requirements will allow FC Moves to ensure that operators of shared micromobility services in the city
consistently provide robust and reliable service and mitigate negative impacts on the community and other
right-of-way uses.
STAFF RECOMMENDATION
Staff recommends adoption of the Ordinance on First Reading.
BACKGROUND / DISCUSSION
Shared micromobility is a service that makes bikes, e-bikes, e-scooters, etc. available for rent by the public,
typically via a smartphone app, with devices parked in the public right -of-way when not actively rented.
Shared micromobility supports mode shift which aligns with goals of Our Climate Future, Active Modes
Plan, and Vision Zero Action Plan. It also provides an accessible transportation option for people who do
not otherwise have access to a motor vehicle.
However, if unregulated, shared micromobility services can cause problems for cities. Improp erly parked
shared micromobility devices can be obstacles in sidewalks, ADA curb ramps, and other paths. Other
communities have faced abandoned systems and unresponsive, absent providers, leaving obstacles and
unsightly clutter and an unusable system.
As a Platinum level Bicycle Friendly Community and with a Platinum level Bicycle Friendly University (the
highest level awarded to any city and university in the nation), Fort Collins is a leader in micromobility and
a model to other communities. Fort Collins adopted shared micromobility in 2016 starting with station-based
bike share (Pace) and adding dockless e-scooters in 2019 (Bird). Since 2021, dockless shared e-scooters
and e-bikes services in Fort Collins have been combined into a single services contract for shared
micromobility services provided by the same vendor (Spin). FC Moves has managed these programs in
partnership with Colorado State University (the University) and the vendors.
In 2022, FC Moves surveyed shared micromobility riders, who cited “fast”, “fun”, and “reliable” as benefits
of the service. Additionally, the current vendor provides discounted shared micromobility services for riders
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Item 13.
City Council Agenda Item Summary – City of Fort Collins Page 2 of 2
with low income, and a survey of those riders found that 20% live with a disability (compared to 6% of th e
general population). Survey results also indicated that many riders receiving the discount rely on shared
micromobility services.
Currently, the regulation of shared micromobility services under City Code is unclear. There are no Code
requirements specific to shared micromobility services, and it’s unclear whether the outdoor vendor license
requirements (under Chapter 15) or the encroachment permit requirements (under Chapter 23) apply to
shared micromobility operations. The lack of clear regulation puts the City at risk for unregulated shared
micromobility vendors, who are unresponsive and allow riders to park shared micromobility devices
improperly. It also could hinder the City-University coordination that is essential to a thriving shared
micromobility program in Fort Collins.
Creating a clear regulatory framework for shared micromobility operators is in the City’s best interest in
order to ensure that operators adhere to City standards, promote City goals for mode shift and safety, and
protect the public right-of-way. FC Moves staff has determined the best way for the City to promote a fair
operating environment for all residents, visitors, and persons offering shared micromobility services in Fort
Collins is to establish a clear regulatory framework under City Code, requiring a services contract with the
City in order to operate any shared micromobility service in Fort Collins. The Active Modes Advisory Board
supports this regulatory framework.
The City has had great success in using services contracts to manage shared micromobility services
currently being operated in Fort Collins. The contract with the City‘s current shared micromobility vendor
establishes expectations and requirements for the vendor to facilitate collaboration with staff. Requirements
include responsiveness, communications, and data sharing, and the result has been a strong partnership
with the vendor in which staff have an active role in communicating with residents and finding opportunities
to improve the program.
This Ordinance will require any shared micromobility services operating in Fort Collins to have a services
contract with the City. Additionally, the Ordinance will also clarify that shared micromobility services that
have so contracted with the City need not also obtain a separate outdoor vendor license or encroachment
permits for such operations, since all necessary requirements would be addressed in the services contract.
CITY FINANCIAL IMPACTS
None.
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
Staff presented the proposed Code changes to establish a regulatory framework to the Active Modes
Advisory Board at their regular meeting on May 19, 2025. The Board unanimously agreed to recommend
approval of the proposed Code changes. Minutes for this meeting are not yet available.
PUBLIC OUTREACH
None.
ATTACHMENTS
1. Active Modes Advisory Board May 2025: Agenda Excerpt, Memo, and Memo Attachment
2. Ordinance No. 094, 2025
Page 150
Item 13.
Active Modes Advisory Board
REGULAR MEETING
May 19, 2025 – 6:00 to 8:00 p.m.
281 N College Ave.
Zoom – See Link Below
1. CALL TO ORDER
2. ROLL CALL
3. AGENDA REVIEW
4. PUBLIC PARTICIPATION (3 min per participant)
5. APPROVAL OF MINUTES
6. UNFINISHED BUSINESS
a. Memo to Council re: Strategic Trails Plan (review draft) | Bruce
Henderson (15 minutes) (ACTION)
Participation for this Active Modes Advisory Board Meeting will be in person at 281 N
College Ave.
You may also join online via Zoom, using this link:
https://us06web.zoom.us/j/88164942985?pwd=6ITv5XeAgdPAlt2Xb3K4zJEXbebgrG.1
Online Public Participation:
The meeting will be available to join beginning at 5:55 p.m., March 17, 2025. Participants
should try to sign in prior to the 6:00 p.m. meeting start time, if possible. For public comments,
the Chair will ask participants to click the “Raise Hand” button to indicate you would like to
speak at that time. Staff will moderate the Zoom session to ensure all participants have an
opportunity to address the Board or Commission.
To Participate:
• Use a laptop, computer, or internet-enabled smartphone. (Using earphones with a
microphone will greatly improve your audio).
• You need to have access to the internet.
• Keep yourself on muted status.
Provide Comments Via Email
Individuals who are uncomfortable or unable to access the Zoom platform or participate by
phone are encouraged to participate by emailing comments to lnagle@fcgov.com at least 24
hours prior to the meeting. If your comments are specific to any of the discussion items on the
agenda, please indicate that in the subject line of your email. Staff will ensure your comments
are provided to the Active Modes Advisory Board.
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Item 13.
Active Modes Advisory Board
REGULAR MEETING
7. NEW BUSINESS
a. Revisit of shared micromobility regulatory framework | Rachel
Ruhlen (15 min) (ACTION)
b. Northern Front Range Metropolitan Planning Organization’s 2025
Coordinated Public Transit Human Services Transportation Plan |
Aaron Hull (30 min) (INFORM, INPUT)
c. Restructuring Board Member Reports | Kat Steele (5 min) (INFORM,
INPUT)
8. BOARD MEMBER REPORTS
a. Kat Steele
9. STAFF LIASON REPORT
a. Council Six Month Agenda Planning Calendar
b. June: Bike Month in Colorado
10. ADJOURNMENT
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Item 13.
FC Moves
200 W Mountain Ave Suite A
PO Box 580, Fort Collins, CO 80522
970-221-6705
rruhlen@fcgov.com
MEMORANDUM
Date: May 19, 2025
To: Active Modes Advisory Board
From: Rachel Ruhlen, Transportation Planner
Subject: Shared Micromobility Code Changes
BOTTOM LINE
We are seeking an updated recommendation from the Active Modes Advisory Board on
establishing a regulatory framework for shared micromobility services.
BACKGROUND
On November 18, 2024, the Active Modes Advisory Board recommended requiring shared
micromobility services to have a permit and enter into a contract with the City of Fort Collins in
order to operate in the City, because the issue was to be considered by City Council soon after.
However, the item was re-worked internally and rescheduled for Council consideration.
Staff revised the ordinance to require shared micromobility services to have a services contract
with the City but would not require services to obtain a separate outdoor vendor license or
encroachment permits for such operations, since all necessary requirements would be
addressed in the services contract.
Because the November recommendation from the Active Modes Advisory Board recommended
requiring a contract and a permit, we are seeking an updated recommendation aligned with the
proposed ordinance language requiring a contract but not a permit (see attachment).
NEXT STEPS
Sample motion: “I move that the Active Moves Advisory Board recommend that Council adopt
the proposed Code changes to establish a regulatory framework for shared micromobility
services operating in the City of Fort Collins as presented in the materials for this meeting.”
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Item 13.
City Code Amendments Regarding Shared Micromobility Operations
Section 1. That Section 15-381 of the Code of the City of Fort Collins is amended to read as
follows:
Sec. 15-381. Definitions.
The following words, terms and phrases, when used in this Article, shall have the meanings
ascribed to them in this Section:
. . .
Linden Street shall mean that portion of Linden Street bounded on the south by the northern
edge of the Walnut Street right-of-way and on the north by the southern edge of the Jefferson
Street right-of-way.
Micromobility Device shall mean any motor-powered or human-powered vehicular unit,
including, but not limited to, bicycles, electrical assisted bicycles and electric scooters, or similar
apparatuses. Low power scooters, golf carts, and motor vehicles, as those devices are defined in
the Fort Collins Traffic Code, shall not be considered shared micromobility devices.
Mobile food truck shall mean a motorized wheeled vehicle or towed wheeled vehicle designed
and equipped to serve food. Mobile food truck shall include both "hot trucks," upon which food
is cooked and prepared for vending, and "cold trucks," from which only commissary-prepared,
ready-to-eat or packaged foods in individual servings are handled.
. . .
Outdoor vendor or vendor shall mean any person, whether as owner, agent, consignee or
employee, who sells or attempts to sell, or who offers to the public free of charge, any services,
goods, wares or merchandise, including, but not limited to, food or beverage, from any outdoor
location, except that outdoor vendor shall not include a person who:
. . .
(10)Vends outdoor transportation services as a public utility under a certificate of public
convenience and necessity issued by the Colorado Public Utilities Commission; or
(11)Vends food or catering services at an individual private residence for a private event;
or
(12)Vends shared micromobility services pursuant to § 15-395, below.
. . .
Outdoor vendor of transportation services shall mean an outdoor vendor (not regulated by the
Colorado Public Utilities Commission and not exempt from the definition of outdoor vendor)
who offers transportation services to the public. Outdoor vendor of transportation services shall
include, but not be limited to, vendors of valet parking services; transportation services by
Attachment to May 19, 2025 Active Modes Advisory Board Memo
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Item 13.
devices available for use by the public, with the intent that the devices will at times remain in
the public right-of-way or other permitted areas when not actively rented or used. This includes
all such services, whether or not the micromobility devices are owned and managed as part of a
fleet, and whether or not public access is managed through the use of integrated on-board
technology or software applications.
Special vending license shall mean a temporary outdoor vendor license issued pursuant to
Subsection 15-382(c) below for outdoor vending at an occasional, temporary event located
solely on a single private lot when the event does not require the issuance of a special events
permit under Chapter 23.5 of this Code, which event may include, without limitation, a food
truck rally.
. . .
Section 2. That Chapter 15, Article XIV of the Code of the City of Fort Collins is amended by
the addition of a new Section 15-395 which reads in its entirety as follows:
Sec. 15-395. Shared Micromobility.
(a)The operation of shared micromobility services, as defined in § 15-381 above, within the
City of Fort Collins is prohibited unless pursuant to a services contract with the City pursuant to
Chapter 8, Article IV of this Code.
(b)Notwithstanding any other provisions of the Code of the City of Fort Collins and any
rules and regulations promulgated thereunder, a person operating a shared micromobility
service pursuant to a services contract with the City need not obtain any license otherwise
required under this Article in order to operate such service.
(c)The operation of shared micromobility services and devices must comply with all
applicable provisions of the Fort Collins Traffic Code. A person that owns or operates shared
micromobility services is responsible for ensuring all micromobility devices in its fleet are
parked in compliance with the Fort Collins Traffic Code when not being actively rented or used.
Section 3. That Section 23-81 of the Code of the City of Fort Collins is amended to read as
follows:
Attachment to May 19, 2025 Active Modes Advisory Board Memo
pedal power such as pedi-cab or conference bicycle services; horse-drawn carriage rides; or
other means of transportation service offered for hire.
. . .
Ready-to-eat food shall mean food that is edible and that is in the form in which it is reasonably
expected to be consumed without further washing, cooking or additional preparation.
Shared micromobility service shall mean a service that makes privately-owned micromobility
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Item 13.
Attachment to May 19, 2025 Active Modes Advisory Board Memo
Sec. 23-81. Permit required; application.
Any person desiring to place or erect a building, fence, barrier, post or other encroachments
within any City-owned property or any street, avenue, alley, sidewalk, highway or public right-
of-way in the City shall file a written application for a permit upon a form prepared and
provided by the City. The provisions of this Division shall not apply to special events as defined
in § 23.5-2 of this Code or to parking spaces as regulated by § 23-61 et seq., above, or to shared
micromobility services operated pursuant to § 15-395 of this Code.
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Item 13.
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ORDINANCE NO. 094, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AMENDING CHAPTERS 15 AND 23 OF THE CODE OF THE CITY
OF FORT COLLINS REGARDING THE REQUIREMENTS OF
SHARED MICROMOBILITY OPERATIONS
A. As a Platinum level Bicycle Friendly Community and with a Platinum level
Bicycle Friendly University, the City of Fort Collins is a leader in micromobility and a model
to other communities.
B. On December 20, 2022, City Council approved Ordinance No. 149, 2022,
adopting the Active Modes Plan as a component of City Plan. The Active Modes Plan
combines and updates the 2011 Pedestrian Plan and 2014 Bicycle Master Plan and
identifies key opportunities to improve access to amenities and transit options, as well as
strategies for expanding efforts to build a transportation network that makes it easy and
safe to use all transportation modes.
C. Shared micromobility supports mode shift which aligns with goals of the
Active Modes Plan as well as Our Climate Future and Vision Zero Action Plan.
D. Shared micromobility also provides an accessible transportation option for
people who do not otherwise have access to a motor vehicle.
E. Although shared micromobility services have been present in Fort Collins
for nearly a decade, if not longer, the regulation of such services under City Code is
currently unclear.
F. The lack of a clear regulatory framework puts the community at risk for
problems associated with unregulated shared micromobility services, such as operators
that are unresponsive and allow riders to improperly park shared micromobility devices,
leaving obstacles and unsightly clutter in the public right-of-way.
G. The lack of a clear regulatory framework also hinders the City’s coordination
with Colorado State University, which is essential to a thriving shared micromobility
program in Fort Collins.
H. Requiring all shared micromobility services in Fort Collins to have a services
contract with the City will create a clear regulatory framework for such services and
facilitate collaboration between shared micromobility operators and City staff.
I. This Ordinance benefits the public health, safety, and welfare of the
residents of Fort Collins and the traveling public and serves the public purpose by
promoting City goals of mode shift and safety, protecting the public right-of-way, and
providing a fair operating environment for shared micromobility services operating in Fort
Collins.
Page 157
Item 13.
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In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. Section 15-381 of the Code of the City of Fort Collins is hereby
amended to read as follows:
Sec. 15-381. Definitions
The following words, terms and phrases, when used in this Article, shall have the
meanings ascribed to them in this Section:
. . .
Micromobility Device shall mean any motor-powered or human-powered vehicular unit,
including, but not limited to, bicycles, electrical assisted bicycles and electric scooters, or
similar apparatuses. Low power scooters, golf carts, and motor vehicles, as those devices
are defined in the Fort Collins Traffic Code, shall not be considered shared micromobility
devices.
. . .
Outdoor vendor or vendor shall mean any person, whether as owner, agent, consignee
or employee, who sells or attempts to sell, or who offers to the public free of charge, any
services, goods, wares or merchandise, including, but not limited to, food or beverage,
from any outdoor location, except that outdoor vendor shall not include a person who:
. . .
(11) Vends food or catering services at an individual private residence for a
private event; or
(12) Vends shared micromobility services pursuant to § 15-395, below.
. . .
Outdoor vendor of transportation services shall mean an outdoor vendor (not regulated
by the Colorado Public Utilities Commission and not exempt from the definition of outdoor
vendor) who offers transportation services to the public. Outdoor vendor of transportation
services shall include, but not be limited to, vendors of valet parking services;
transportation services by pedal power such as pedi -cab or conference bicycle services;
horse-drawn carriage rides; or other means of transportation service offered for hire.
. . .
Page 158
Item 13.
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Shared micromobility service shall mean a service that makes privately-owned
micromobility devices available for use by the public, with the intent that the devices will
at times remain in the public right-of-way or other permitted areas when not actively rented
or used. This includes all such services, whether or not the micromobility devices are
owned and managed as part of a fleet, and whether or not public access is managed
through the use of integrated on-board technology or software applications.
. . .
Section 2. Chapter 15, Article XIV of the Code of the City of Fort Collins is
amended by the addition of a new Section 15-395 which reads in its entirety as follows:
Sec. 15-395. Shared Micromobility.
(a) The operation of shared micromobility services, as defined in § 15 -381 above,
within the City of Fort Collins is prohibited unless pursuant to a services contract with the
City pursuant to Chapter 8, Article IV of this Code.
(b) Notwithstanding any other provisions of the Code of the City of Fort Collins and
any rules and regulations promulgated thereunder, a person operating a shared
micromobility service pursuant to a services contract with the City need not obtain any
license otherwise required under this Article in order to operate such service.
(c) The operation of shared micromobility services and devices must comply with all
applicable provisions of the Fort Collins Traffic Code. A person that owns or operates
shared micromobility services is responsible for ensuring all micromobility devices in its
fleet are parked in compliance with the Fort Collins Traffic Code when not being actively
rented or used.
Section 3. Section 23-81 of the Code of the City of Fort Collins is hereby
amended to read as follows:
Sec. 23-81. Permit required; application.
Any person desiring to place or erect a building, fence, barrier, post or other
encroachments within any City-owned property or any street, avenue, alley, sidewalk,
highway or public right-of-way in the City shall file a written application for a permit upon
a form prepared and provided by the City. The provisions of this Division shall not apply
to special events as defined in § 23.5-2 of this Code or to parking spaces as regulated by
§ 23-61 et seq., above, or to shared micromobility services operated pursuant to § 15 -
395 of this Code.
Page 159
Item 13.
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Introduced, considered favorably on first reading on June 3, 2025, and approved
on second reading for final passage on June 17, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 27, 2025
Approving Attorney: Madelene Shehan
Exhibits: None
Page 160
Item 13.
File Attachments for Item:
14. First Reading of Ordinance No. 095, 2025, Amending Section 15-361 of the Code of
the City of Fort Collins to Clarify Right-of-Way Contractor Licensing Requirements.
The purpose of this item is to clarify the types of work that require a right-of-way contractor
license under City Code Section 15-361. As that section is currently written, it is ambiguous
what types of “work” it is intended to apply to, leaving it unclear whether operations like shared
micromobility services or outdoor vendors would require a right-of-way contractor license or not.
This item defines “work” to mean constructing, installing or repairing any sidewalk, curb, gutter,
driveway, curb cut, street, alley or any other improvement in or under a public right-of-way, in
the City.
Page 161
City Council Agenda Item Summary – City of Fort Collins Page 1 of 2
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Ken Zetye, Construction Inspection Manager, Engineering
Brad Buckman, City Engineer, Engineering
SUBJECT
First Reading of Ordinance No. 095, 2025, Amending Section 15-361 of the Code of the City of Fort
Collins to Clarify Right-of-Way Contractor Licensing Requirements.
EXECUTIVE SUMMARY
The purpose of this item is to clarify the types of work that require a right-of-way contractor license under
City Code Section 15-361. As that section is currently written, it is ambiguous what types of “work” it is
intended to apply to, leaving it unclear whether operations like shared micromobility services or outdoor
vendors would require a right-of-way contractor license or not. This item defines “work” to mean
constructing, installing or repairing any sidewalk, curb, gutter, driveway, curb cut, street, alley or any other
improvement in or under a public right-of-way, in the City.
STAFF RECOMMENDATION
Staff recommends adoption of the Ordinance on First Reading.
BACKGROUND / DISCUSSION
This item came from staff working on micromobility updates that n eeded this clarification for implications
that it has with their work. It is primarily to clarify that the types of work requiring a right-of-way contractor
license are installing or repairing any sidewalk, curb, gutter, driveway, curb cut, street alley, or other
improvements in or under a public right-of-way.
CITY FINANCIAL IMPACTS
None.
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
None.
PUBLIC OUTREACH
None.
Page 162
Item 14.
City Council Agenda Item Summary – City of Fort Collins Page 2 of 2
ATTACHMENTS
1. Ordinance No. 095, 2025
Page 163
Item 14.
-1-
ORDINANCE NO. 095, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AMENDING SECTION 15-361 OF THE CODE OF THE CITY OF
FORT COLLINS TO CLARIFY RIGHT-OF-WAY CONTRACTOR
LICENSING REQUIREMENTS
A. Article XIII of Chapter 15 of the City Code describes licensing requirements
for right-of-way contractors.
B. Section 15-361 of the City Code specifies when a right-of-way contractor
license is required.
C. The right-of-way contractor license requirements are intended to apply to
those performing construction, installations, repairs, or work of a similar nature in the
public right-of-way.
D. However, as currently written, Section 15 -361 states that such license is
required to perform “work of any kind in the public right-of-way,” which could be read to
include many types of services, such as outdoor vendors or shared micromobility
operations.
E. This Ordinance amends Section 15-361 to clarify the types of work for which
a right-of-way contractor license is required.
F. This Ordinance also removes extraneous language from Section 15 -361,
which is already covered by the definition of “person” under City Code Section 1 -2.
G. These updates further the City’s and the public’s interest by helping provide
clarity for businesses seeking to operate in the public right-of-way and allowing for a more
fair and equitable application of the law.
In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS that Section 15-361 of the Code of the City of Fort Collins is hereby
amended as follows:
Sec. 15-361. - License required.
It shall be unlawful for any person, company, corporation, partnership, joint venture,
limited liability company or other association (hereinafter referred to as person) (1) to
perform or contract to perform work of any kind in the public right -of-way without first
obtaining a license to perform such work, or (2) to perform work in a ny category described
in § 15-365 without first obtaining an endorsement as provided therein for the specific
category of work sought to be performed. It shall be unlawful for any person to perform
or contract to perform work on any utility which is or will be owned or maintained by the
City or which will connect to and become a part of a City -owned or -maintained utility,
Page 164
Item 14.
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whether located in the public right-of-way or in an easement, without first obtaining a
license and endorsement to perform such work.
As used in this Article, work shall mean constructing, installing, altering or repairing any
sidewalk, curb, gutter, driveway, curb cut, street, alley or any other improvement in or
under a public right-of-way, in the City.
Introduced, considered favorably on first reading on June 3, 2025, and approved
on second reading for final passage on June 17, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 27, 2025
Approving Attorney: Madelene Shehan
Exhibits: None
Page 165
Item 14.
File Attachments for Item:
15. First Reading of Ordinance No. 096, 2025, Authorizing the Conveyance of Two
Temporary Construction Easements and Two Permanent Easements on a portion of
Rigden Reservoir to Larimer County for Construction of Stormwater Infrastructure
Improvements for County Road 40.
The purpose of this item is to authorize the conveyance of two (2) Temporary Construction
Easements and Two (2) Permanent Easements (collectively, the “Easements”) on a portion of
City property presently known as Rigden Reservoir for construction of stormwater infrastructure
improvements for the benefit of County Road 40 (E Horsetooth Road).
Page 166
City Council Agenda Item Summary – City of Fort Collins Page 1 of 3
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Ralph Campano, Real Estate Services Manager
Raime Lanham, Real Estate Specialist
Jonathan Piefer, Lead Real Estate Specialist
Tawnya Ernst, Lead Natural Areas Specialist
Ken Sampley, Stormwater Director
SUBJECT
First Reading of Ordinance No. 096, 2025, Authorizing the Conveyance of Two Temporary
Construction Easements and Two Permanent Easements on a portion of Rigden Reservoir to
Larimer County for Construction of Stormwater Infrastructure Improvements for County Road 40.
EXECUTIVE SUMMARY
The purpose of this item is to authorize the conveyance of two (2) Temporary Construction Easements and
Two (2) Permanent Easements (collectively, the “Easements”) on a portion of City property presently
known as Rigden Reservoir for construction of stormwater infrastructure improvements for the benefit of
County Road 40 (E Horsetooth Road).
STAFF RECOMMENDATION
Staff recommend adoption of the Ordinance on First Reading.
BACKGROUND / DISCUSSION
The Property
The land known as Rigden Reservoir was acquired by the City’s Utilities Department for water storage
purposes from Cottonwood Land & Farms, LLC by that certain Special Warranty Deed dated February 11,
2014, recorded at Reception No. 20140008160, Clerk and Recorder’s Records, Larimer County, Colorado.
Although most of the lands surrounding Rigden Reservoir are currently managed by the Natural Areas
Department as part of Arapaho Bend Natural Area, the Easements are located entirely within the Foothills
Basin Outlet Channel (the “Channel”), which is a part of the City’s Stormwater Infrastructure. The City’s
Natural Areas Department does have an interest in a portion of the water stored in Rigden Reservoir and
maintenance responsibilities for portions of the Property per a City inter-department agreement. However,
no dedicated Natural Areas funds were used to purchase the Channel nor are dedicated Natural Areas
funds used to maintain the Channel. Accordingly, the Easements are not subject to the traditional easement
policy of the City of Fort Collins Natural Areas and Conserved Lands Easement Policy.
Page 167
Item 15.
City Council Agenda Item Summary – City of Fort Collins Page 2 of 3
The Project
This project (the “Project”) is proposed by Larimer County to address the effects of increased traffic on an
area of East Horsetooth Road located between Ziegler Road and Strauss Cabin Road (the “Subject Road”),
being a gravel road that experiences ponding, degradation, and improper drainage. The terrain in this area
is notably flat, which hinders proper water drainage to the east, leading to road degradation and long -term
maintenance challenges due to ponding. Although Larimer County plans to address the increased traffic
issues by improving the Subject Road, such improvements will decrease roadway permeability and
increase stormwater runoff into adjacent properties.
To mitigate the increased stormwater runoff, Larimer County intends to regrade the roadside ditches to
enhance water flow and capacity and to ultimately direct part of the stormwater runoff from the Subject
Road into the Channel via the installation of two 18 inch corrugated steel pipe culverts, squash pipes, rip-
rap, and related improvements (the “Improvements”) within the Easements, as shown in the attached
Exhibit(s).
The Channel is a component of the public stormwater infrastructure that discharges floodwater from Fossil
Creek Reservoir Inlet Ditch into the Cache de la Poudre River. Although the drainage pattern will be
modified with the addition of the two new culverts, the proposed changes will not substantially alter the
existing conditions because the peak flows through each of the two proposed culverts are estimated to be
approximately 2.4 cubic feet per second (CFS) and 3.6 CFS for the 25-year and 100-year flooding events,
respectively, being well within the remining capacity of the Channel. The Channel was originally designed
to accommodate a flow of 860 CFS, and a 2020 analysis indicated that a remaining capacity of 337 CFS
was still available within the Channel.
The Easements
To complete the Project, Larimer County has requested that the City convey two (2) Temporary
Construction Easements (the “TCEs”) totaling 0.032 acres, more or less, and two (2) Permanent
Easements (the “PEs”) totaling 0.028 acres, more or less, for the construction, maintenance, and operation
of the Improvements.
All damaged landscaping located within the boundaries of the Easements shall be replaced as part of the
Project, and no trees will be damaged or removed as part of the Project.
Alternative Location Analysis
No alternative location was considered due to the nature of the Project.
Temporary Permit
Please note that representatives of Larimer County have recently contacted City staff regarding flooding
issues in this area, and that the City staff have recommended that the City Manager execute a temporary
revocable permit upon passage on first reading so that Larimer County may begin construction activities
pursuant to the presumed risk and assumptions that this Ordinance is passed.
CITY FINANCIAL IMPACTS
Aside from staff time, there is no cost to the City associated with the TCEs or PEs. However, City Staff
estimates the fair market value of the Easements to total $1,290, being itemized as follows (the “Property
Values”):
1. Permanent Easements - $1,149
2. Temporary Construction Easements - $141
Page 168
Item 15.
City Council Agenda Item Summary – City of Fort Collins Page 3 of 3
The Property Values for the Easements will be charged to Larimer County upon execution and delivery of
the conveyance documents.
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
Review and approval by the Water Commission was not required per Utilities as this is a low-level change
to capacity of the Channel.
PUBLIC OUTREACH
None.
ATTACHMENTS
1. Ordinance No. 096, 2025
Page 169
Item 15.
-1-
ORDINANCE NO. 096, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AUTHORIZING THE CONVEYANCE OF TWO TEMPORARY
CONSTRUCTION EASEMENTS AND TWO PERMANENT
CONSTRUCTION EASEMENTS ON A PORTION OF RIGDEN
RESERVOIR TO LARIMER COUNTY FOR CONSTRUCTION OF
STORMWATER INFRASTRUCTURE IMPROVEMENTS FOR
COUNTY ROAD 40
A. Larimer County seeks to make improvements to East Horsetooth Road
between Ziegler Road and Strauss Cabin Road. These improvements will increase
stormwater runoff on to the City’s Rigden Reservoir property (the “Property”). To mitigate
the increased stormwater runoff and existing localized flooding issues, Larimer County
intends to regrade the roadside ditches to enhance water flow and capacity and to
ultimately direct part of the stormwater runoff f rom East Horsetooth Road into the Foothills
Basin Outlet Channel via the installation of two 18 -inch corrugated steel pipe culverts,
squash pipes, rip-rap, and related improvements (the “Improvements”).
B. To allow for the installation of the Improvements across the Property, the
City, through this Ordinance, authorizes the conveyance of two temporary construction
easements (the “TCE”) totaling 0.032 acres, more or less, and two permanent easements
(the “PE”) totaling 0.028 acres, more or less, for the construction, maintenance, and
operation of the Improvements (together, the “Easements”).
C. A map of the area and the location of the Improvements is attached hereto
as Exhibit A. A draft of the PE is attached hereto as Exhibit B. A draft of the TCE is
attached hereto as Exhibit C.
D. The City has estimated the fair market value of the PE is $1,149. The City
has estimated the fair market value of the TCE is $141. The City will sell the Easements
for fair market value.
E. The Easements will be located on the Property, which was purchased
partially by the City’s stormwater utility in 1989 (see Larimer County Reception No.
89021018) and partially by the City’s water utility in 2014 (see Larimer County Reception
No. 20140008160). While the City’s Natural Areas Department has an interest in a portion
of the water stored on the Property and maintenance responsibilities for portions of the
Property per a City inter-department agreement, no dedicated Natural Areas funds were
used to purchase the portion of the Property that will be encumbered by the Easements
nor are dedicated Natural Areas funds used to maintain the portion of the Property that
will be encumbered by the Easements.
F. Section 23-111 of the City Code authorizes the City Council to sell, co nvey
or otherwise dispose of any interests in real property owned by the City, provided the City
Council first finds, by ordinance, that such sale or other disposition is in the best interests
of the City. For property acquired by the City’s water or utility systems, the City Council
Page 170
Item 15.
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must also find that the disposition will not materially impair the viability of the particular
utility system as a whole and that it will be for the benefit of the citizens of the City.
In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. The City Council finds that granting the Easements on the terms and
conditions described herein is in the best interests of the City. The City Council further
finds that granting the Easements will not materially impair the viability of the City’s water
utility as a whole or the City’s stormwater utility system as a whole and that it will be for
the benefit of the citizens of the City.
Section 2. That the City Council hereby authorizes the Mayor to execute the
Permanent Easements substantially in the form attached hereto as Exhibit B and the
Temporary Construction Easements in the form attached hereto as Exhibit C with such
modifications or additional terms and conditions as the City Manager, in consultation with
the City Attorney, determines are necessary or appropriate to protect the interests of the
City or effectuate the purposes of this Ordinance.
Introduced, considered favorably on first reading on June 3, 2025, and approved
on second reading for final passage on June 17, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 27, 2025
Approving Attorney: Ted Hewitt
Exhibits:
Exhibit A – Larger Parcel Map
Exhibit B – Permanent Easements
Exhibit C – Temporary Construction Easements
Page 171
Item 15.
EXHIBIT A TO ORDINANCE NO. 096, 2025
Exhibit A
Larger Parcel Map, Property Description, and Culvert Locations
(Page 1 of 2)
Parcels 8728400901 and 8728400902
A parcel of land being part of the Southwest ¼ of Section 27 and part of Section 28, both
in Township 7 North, Range 68 West of the Sixth Principal Meridian, County of Larimer,
State of Colorado, and being more particularly described as follows:
COMMENCING at the South ¼ corner of said Section 28 and assuming the West line of
the East Half of said Section 28 being monumentalized by a #6 rebar with a 3 ¼” diameter
aluminum cap stamped “LS20???, 1994” at the South end and by a #6 rebar with a 3 ¼”
diameter aluminum cap stamped “LS20685, 1994” at the North end, as bearing North
00°13’41” West, being a Grid Bearing of the Colorado State Plane Coordinate System,
North Zone, North American Datum 1983/2007, a distance of 5273.68 feet, with all other
bearings contained herein relative thereto:
THENCE North 00°13’41” West along the West line of the East ½ of said Section 28 a
distance of 535.34 feet to the POINT OF BEGINNING;
THENCE North 35°02’30” West, departing from the West line of the East ½ of said
Section 28, a distance of 74.27 feet;
THENCE North 30°25’11” West a distance of 283.52 feet;
THENCE North 29°45’20” West a distance of 461.31 feet;
THENCE North 19°48’54” West a distance of 318.67 feet;
THENCE North 55°18’41” East a distance of 193.85 feet;
THENCE North 52°11’31” East a distance of 202.55 feet;
THENCE North 45°01’03” East a distance of 138.44 feet;
THENCE North 29°47’55” East a distance of 115.89 feet;
THENCE North 12°00’34” East a distance of 130.52 feet;
THENCE North 00°26’13” East a distance of 1083.89 feet;
THENCE North 31°24’00” East a distance of 57.61 feet to the Southwesterly Right-Of-
Way line of the Great Western Railway Company, said Southwesterly Right-of-Way line
being 50 feet, as measured at a right angle, Southwesterly of and parallel with the
centerline of the main track of said Great Western Railway Company;
THENCE South 56°58’18” East along said Southwesterly Right-of-Way line a distance of
4095.79 feet to a Southeasterly corner of that Drainage Easement described in that Deed
of Drainage Easement document recorded March 13, 2007 as Reception No.
20070018907 of the records of the Larimer County Clerk and Recorder;
THENCE South 33°01’42” West along the Southeasterly line of said Drainage Easement
a distance of 118.43 feet to a Southeasterly corner of said Drainage Easement;
THENCE South 58°16’12” West a dis1ance of 385.56 feet to the Northwesterly corner of
that parcel of land described in that Quit Claim Deed recorded February 17, 1976 in Book
1685, Page 833 of the records of the Larimer County Clerk and Recorder;
The following 3 courses and distances are along the Westerly lines of that parcel of land
described in said Quit Claim Deed:
THENCE South 30°54’18” West a distance of 293.08 feet;
Page 172
Item 15.
EXHIBIT A TO ORDINANCE NO. 096, 2025
Exhibit A
Larger Parcel Map, Property Description, and Culvert Locations
(Page 2 of 2)
THENCE South 15°00’42” East a distance of 125.41 feet;
THENCE South 02°40’18’’ West a distance of 311.94 feet to the North Right-of-way line
of Horsetooth Road, said North Right-of-way line being 30 feet, as measured at a right
angle, North of and parallel with the South lines of said Sections 27 and 28;
The following 2 courses and distances are along said North Right-of-way line of
Horsetooth Road:
THENCE South 89°41’26” West a distance of 285.16 feet;
THENCE North 89°39’32” West a distance of 2280.22 feet;
THENCE North 00°00’00” East a distance of 110.06 feet;
THENCE North 46°36’26” West a distance of 232.41 feet;
THENCE North 44°01’50” West a distance of 131.65 feet;
THENCE North 35°02’30” West a distance of 174.75 feet to the POINT OF BEGINNING.
Said parcel of land contains 164.876 acres, more or less.
Page 173
Item 15.
Easement - City Grantor
Form Version 2025
PERMANENT EASEMENT
(City Property)
Grantor: City of Fort Collins, Colorado, a municipal corporation
Grantor Signing Authority and Title: Jenni Arndt, Mayor
Grantor Mailing Address: Real Estate Services, P.O. Box 580, Fort Collins, Colorado 80522
Grantor Phone Number/Email: 970-221-6211 / RealEstateServices@fcgov.com
Grantee: Board of County Commissioners of Larimer County, Colorado
Grantee Signing Authority and Title: John Kefalas, Chair
Grantee Mailing Address: PO Box 1190, Fort Collins, CO 80521
Grantee Phone Number/Email: 970-498-5710 / jcore@larimer.org
Effective Date: July 1, 2025
Consideration: $1,149.00
Easement Improvements: Drainage Improvements, including two (2) eighteen (18) inch
corrugated steel pipe culverts, squash pipes, rip-rap, and related improvements
Easement Appurtenant to Grantee’s Property? ☐ Y ☒ N: If yes, see Exhibit C.
Special Restoration Requirements? ☐ Y ☒ N: If yes, see Exhibit D.
Exhibits [check all that apply]:
☒Exhibit A – Grantor’s Property (number of pages): 1
☒Exhibit B – Easement Area (number of pages): 4
☐Exhibit C – Grantee’s Property (number of pages):
☐Exhibit D – Special Restoration Requirements (number of pages):
All checked exhibits are attached and incorporated into this Conveyance by reference.
This PERMANENT EASEMENT (the “Conveyance”) is made and entered into on the
Effective Date by and between Grantor and Grantee.
1.Grantor’s Property. Grantor is the owner of that certain parcel of real property located
in Larimer County, Colorado, which is legally described on Exhibit A (the “Grantor’s Property”).
2.Grant of Easement – Consideration. For and in consideration of the covenants and
agreements herein set forth, the sum of the Consideration and other good and valuable
consideration, the receipt and adequacy of which Grantor acknowledges, Grantor grants, sells, and
conveys to Grantee, its successors and assigns, a perpetual, non-exclusive easement (the
“Easement”) on, over, under, and across the Grantor’s Property as described more fully on
Exhibit B, (the “Easement Area”), for the benefit of Grantee’s Property described more fully on
Exhibit C, if applicable, subject to the conditions and restrictions set forth below. The Easement
includes the right of vehicular and pedestrian ingress and egress to the Easement Area, and the
right to install, maintain, and use gates in all fences that cross the Easement Area now or in the
EXHIBIT B TO ORDINANCE NO. 096, 2025
Page 174
Item 15.
Easement - City Grantor
Form Version 2025
future.
3. Purpose and Use of Easement. Grantee may use the Easement to install, access, operate,
maintain, repair, reconstruct, relocate, improve, enlarge, replace, inspect, and remove, at any time
and from time to time, the Easement Improvements, and for the temporary storage and staging of
materials and equipment. Grantor further grants to Grantee:
o The right of ingress to and egress from the Easement Area over and across Grantor’s
Property by means of any roads and lanes thereon, or as otherwise agreed in writing
by Grantor;
o The right to mark the location of the Easement Area by suitable markers set in the
ground;
o The right to install temporary fencing and gates for security and safety purposes
during construction activities.
After initial installation of the Improvements, if Grantee wishes to relocate or replace the
Improvements with any other number or type of similar improvements, either in the original
location or at any alternate location or locations within the Easement Area, such improvements
must be generally consistent with the intended purposes of the Easement, and Grantee must give
Grantor advance notice of any change in the type, number or location of improvements and cannot
proceed until Grantor has provided its written consent, which shall not be unreasonably withheld
or delayed.
4. Grantor’s Rights in Easement Area.
A. Grantor reserves the right to use the Easement Area for purposes that will not
interfere with Grantee’s full enjoyment of the rights granted herein, including but
not limited to Grantor’s right to operate or allow others to operate utility
improvements within the Easement Area.
B. Grantor may plant or maintain permanent trees, shrubs or other plant material in
the Easement Area provided that no such plantings may be planted directly over
the Easement Improvements. Grantor may install or utilize signs or paths over the
Easement Area, and may pave, surface in some other manner, or otherwise
improve the Easement Area as Grantor desires. Additionally, Grantor may install
permanent buildings or structures over the Easement Area; however, Grantor
agrees to remove such structures at its expense if reasonably required for Grantee’s
access to the Easement Area, and to assume all risk, repair, and maintenance if
any damage occurs to these permanent buildings and/or structures as a result of
Grantee’s use of or activities over or within the Easement Area.
5. Grantee’s Obligations Regarding Easement Areas.
A. All activities by the Grantee on the Easement Area, including access across
Grantor’s Property, must be carried out in a manner and on a schedule reasonably
EXHIBIT B TO ORDINANCE NO. 096, 2025
Page 175
Item 15.
Easement - City Grantor
Form Version 2025
expected to minimize disturbance to the natural features of said property, any
improvements thereon, and the Grantor’s intended purposes therefor.
B. Grantee must maintain the Easement Improvements in an entirely secure, safe and
sanitary condition, and repair the Easement Improvements as necessary to ensure
the Easement Improvements do not cause injury or damage to persons or property.
C. Grantee shall notify Grantor a minimum of one business day prior to performing
any construction, maintenance, repair, or other work on or within the Easement
Area and shall in advance of any non-emergency work submit a construction plan
and schedule to Grantor for approval, which approval shall not be unreasonably
delayed or withheld. Grantee will need a Temporary Construction Easement from
Grantor if working on Grantor’s Property outside of the Easement Area.
Notwithstanding these notification requirements, in cases of emergency repair,
Grantee shall notify Grantor of the emergency and provide related construction
plans and schedules as soon as reasonably practicable.
D. In the event damage occurs from Grantee’s use of or activities over or within the
Easement Area or on Grantor’s Property, including but not limited to the
installation, maintenance, or operation of the Easement Improvements within the
Easement Area, Grantee agrees to make such repairs or take such other action as
may be necessary to restore the Easement Area and Grantor’s Property to a
condition comparable to their condition prior to Grantee’s activities in the Easement
Area, including but not limited to the reseeding and replanting of any disturbed
areas in a manner reasonably satisfactory to the Grantor, and the provision of
ongoing maintenance of any seeded or planted areas, correction of any subsidence,
and restoration of any other improvements or conditions impacted by Grantee’s
activities, until such time as any such repair and restoration is fully established and
stabilized. If applicable, Grantee shall comply with the special restoration
requirements on Exhibit D.
6. Maintenance of the Easement Area.
A. Grantor will maintain the surface of the Easement Area (except for the Easement
Improvements) in a sanitary condition in compliance with any applicable weed,
nuisance or other legal requirements; however, Grantor is not responsible for any
conditions directly caused by Grantee’s use and occupancy of the Easement Area.
B. Grantor will not deposit, or permit, or allow to be deposited, earth, rubbish, debris,
or any other substance or material, whether combustible or noncombustible,
on the Easement Area.
7. As-Built Drawings. Grantee will provide Grantor with as-built drawings accurately
depicting the location and nature of the Easement Improvements constructed within the Easement
Area no later than thirty (30) days following completion of the Easement Improvements, and no
later than thirty (30) days following a change in the type, number or location of the Easement
EXHIBIT B TO ORDINANCE NO. 096, 2025
Page 176
Item 15.
Easement - City Grantor
Form Version 2025
Improvements, as described in Section 3.
8. Representations of Grantor. Grantor makes no representations or warranties as to lawful
ownership of Grantor’s Property.
9. Recordation. Grantee will record this Conveyance in the records of the Larimer County
Clerk and Recorder and furnish evidence of such recording to Grantor. This Conveyance will
not be valid until it is recorded. If this Conveyance has not been recorded with the Larimer
County Clerk and Recorder within ninety (90) days of the Effective Date, then this Conveyance
will be null and void and have no force and effect whatsoever, and the parties will be relieved of
any remaining obligations hereunder as of the date of such termination.
10. Abandonment. Should Grantee fail to construct the Improvements within five (5) years
from the date of this Conveyance, or should Grantee permanently discontinue maintaining and
using the Easement Improvements within the Easement Area for a period of five (5) years, this
shall constitute an abandonment of the Easement, the Easement Improvements, and Grantee’s
rights under this Conveyance, and the Easement shall automatically terminate, and Grantee shall,
at its own sole cost and expense, remove all Easement Improvements from the Easement Area,
provided that Grantee shall consult with Grantor in advance of any such removal, and Grantor
shall be entitled to require Grantee to leave some or all such Easement Improvements in place. If
Grantee removes the Easement Improvements from the Easement Area, Grantee shall carry out
such removal consistent with the requirements set forth in Section 5 and restore the Easement
Area, at its sole cost and expense, to a condition comparable to its condition just prior to Grantee’s
removal activities. Grantee shall then execute and record a termination or quitclaim to Grantor
of the Easement.
11. Indemnity and Insurance.
A. Grantee agrees to release and, unless Grantee is a governmental entity, indemnify
Grantor, its officers, agents, employees, representatives, successors and assigns
from and against all claims that may accrue to Grantee for personal injury, death
or property damage resulting from or arising out of Grantee's use of the Easement
Area or other activities on Grantor’s Property. To the extent permitted by law,
and without waiving any of the provision so the Colorado Governmental
Immunity Act, Grantee assumes responsibility, as between Grantor and Grantee,
for any liability to third parties arising out of Grantee’s use of the Easement Area
or other activities on Grantor’s Property, including but not limited to the
construction, installation, operation, repair, and maintenance of improvements
within the Easement Area, and for any actions or omissions by Grantee in violation
of this Conveyance.
B. Grantee shall procure, pay for, and keep in full force and effect during the term of
this Conveyance a comprehensive policy of general liability insurance covering
the Easement Improvements and insuring Grantee in an amount not less than One
Million dollars ($1,000,000.00) covering bodily injury, including death to
persons, personal injury, and property damage liability arising out of a single
EXHIBIT B TO ORDINANCE NO. 096, 2025
Page 177
Item 15.
Easement - City Grantor
Form Version 2025
occurrence. Such coverage must include, without limitation, the insured’s liability
for property damage, bodily injuries, and death of persons in connection with
Grantee’s activities in the Easement Area or on Grantor’s Property, the operation,
maintenance, or use of the Easement Improvements (including acts or omissions
of Grantee or of its officers, employees, or agents), and protection against liability
for non-owned and hired automobiles. Such coverage must also include coverage
for such other risks as are customarily required by private institutional mortgage
lenders with regard to property similar in construction, location, and use as the
Easement Improvements. All policies of insurance required hereunder must name
Grantor as an additional insured and shall contain a provision that the policy or
policies cannot be canceled or materially altered either by the insured or the
insurance company until fifteen (15) days’ prior written notice thereof is given to
Grantor. Upon issuance or renewal of any such insurance policy, Grantee shall
furnish a certificate of insurance to Grantor. In the event Grantee fails or neglects
to maintain, or require its contractor to procure and maintain, as applicable, the
insurance required by this paragraph, then Grantor shall have the right, upon
giving Grantee reasonable notice of its election to do so, to take out and maintain
such insurance at the expense of Grantee, and in such event the cost of such
insurance shall be paid for by Grantee promptly upon receipt of an invoice
covering such charges.
12. Notices. Any notice or other communication relating to this Conveyance must be in
writing and shall be deemed given (i) when delivered personally, or (ii) on the first business day
which is three (3) days following mailing by certified mail, return receipt requested and postage
prepaid, or (iii) the next business day after sending by a nationally recognized overnight delivery
service, and addressed to the party at its respective address on the first page of this Conveyance.
13. Default, Remedies and Litigation Expenses. If a party to this Conveyance is in default in
performance of its respective obligations hereunder, the other party has the right to an action for
specific performance or damages or both. Prior to proceeding with any such action, the party not
in default must first send written notice to the defaulting party specifying the default and affording
such party a reasonable period to cure the default. In the event a party defaults in any of its
covenants or obligations and the party not in default commences and substantially prevails in any
legal or equitable action against the defaulting party, the defaulting party expressly agrees to pay
all reasonable expenses of the litigation, including a reasonable sum for attorneys' fees or similar
costs of legal representation.
14. Assignment. Grantee may not assign its rights under this Conveyance without the prior
written consent of Grantor.
15. Additional Terms and Conditions. Whenever used herein, the singular number includes
the plural, the plural the singular, and the use of any gender is applicable to all genders. All the
covenants herein contained are binding upon and inure to the benefit of the parties hereto, their
personal representatives, successors, and assigns. This Conveyance is to be construed and
enforced according to the laws of Colorado, and venue in any proceeding related to this
Conveyance shall be in Larimer County, Colorado. If any term of this Conveyance is determined
EXHIBIT B TO ORDINANCE NO. 096, 2025
Page 178
Item 15.
Easement - City Grantor
Form Version 2025
by any court to be unenforceable, the other terms of this Conveyance shall nonetheless remain in
full force and effect; provided, however, that if the severance of any such provision materially
alters the rights or obligations of the parties, the parties shall engage in good faith negotiations in
order to adopt mutually agreeable amendments to this Conveyance as may be necessary to restore
the parties as closely as possible to the initially agreed upon relative rights and obligations.
16. Authority. Each person executing this Conveyance represents and warrants that he or
she is duly authorized to execute this Conveyance in his or her individual or representative
capacity as indicated.
IN WITNESS WHEREOF, Grantee has hereunder set its hand and seal the day and year
written below; and Grantor has caused this Conveyance to be executed by its Mayor, attested to
by its City Clerk, and its corporate seal to be hereunto affixed, all pursuant to Ordinance No.
_________20__, passed on final reading by the City Council of the City of Fort Collins on the
______ day of ____________, 20___.
[Signatures on following page(s)]
EXHIBIT B TO ORDINANCE NO. 096, 2025
Page 179
Item 15.
Easement - City Grantor
Form Version 2025
GRANTOR:
THE CITY OF FORT COLLINS, COLORADO
a municipal corporation
_____________________
Date Jeni Arndt, Mayor
ATTEST:
City Clerk
_______________________
(Printed name)
APPROVED AS TO FORM:
________________________
Assistant City Attorney
________________________
(Printed name)
EXHIBIT B TO ORDINANCE NO. 096, 2025
Page 180
Item 15.
Easement - City Grantor
Form Version 2025
GRANTEE ACCEPTANCE:
Board of County Commissioners of Larimer
County, Colorado
_____________________
Date John Kefalas, Chair
ATTEST:
Signature
_______________________
(Name, Title)
EXHIBIT B TO ORDINANCE NO. 096, 2025
Page 181
Item 15.
Easement - City Grantor
Form Version 2025
Exhibit A
Grantor’s Property
(Page 1 of 1)
Description:
164.876 acres, more or less, located in the Southwest Quarter (SW/4) of Section 27 and 28, T7N,
R68W, 6th PM, Larimer County, Colorado, being more particularly described in the Special
Warranty Deed from Cottonwood Land and Farms, LLC, to the City of Fort Collins, Colorado,
dated February 11, 2014, recorded at Reception No. 20140008160, Clerk and Recorder’s Records,
Larimer County, Colorado.
Location Address:
4109 East Horsetooth Road
Fort Collins, Colorado 80525
Assessor Parcel Number(s):
8728400901 & 8728400902
Map:
EXHIBIT B TO ORDINANCE NO. 096, 2025
Page 182
Item 15.
EXHIBIT B
A PERMANENT EASEMENT OVER AND ACROSS A PARCEL OF LAND LOCATED IN THE SEl/4 OF THE
SEl/4 OF SECTION 28, TOWNSHIP 7 NORTH, RANGE 68 WEST OF THE 6TH P.M.,
COUNTY OF LARIMER, STAT E OF COLORADO
THE FOLLOWING IS A LEGAL DESCRIPTION FOR A PERMANENT EASEMENT LOCATED IN THE
SOUTHEAST QUARTER (SE 1/4) OF THE SOUTHEAST QUARTER (SE 1/4) OF SECTION 28, TOWNSHIP 7
NORTH, RANGE 68 WEST OF THE 6TH P.M., LARIMER COUNTY, COLORADO, ALSO BEING A PART OF
RECEPTION NUMBER 20140008160 AND MORE PARTICULARLY DESCRIBED AS FOLLOWS:
COMMENCING AT THE SOUTHEAST CORNER OF SAID SECTION 28, SAID CORNER BEING MARIIBD
BY A 3.25 INCH ALUMINUM CAP ON A #6 REBAR STAMPED P.L.S. 31169, 2019, AND CONSIDERING THE
SOUTH LINE OF THE SOUTHEAST QUARTER (SE 1/4) OF THE SOUTHEAST QUARTER (SE 1/4) OF SAID
SECTION 28 TO BEAR N89° 22' 33"W, WITH ALL BEARINGS CONTAINED HEREIN RELATIVE THERETO;
THENCE N89° 22' 33"W, A DISTANCE OF 386.64 FEET TO A POINT ON SAID SOUTH LINE;
THENCE N00° 37' 27"E, A DISTANCE OF 30.00 FEET, MORE OR LESS, TO A POINT ON THE NORTH
RIGHT-OF -WAY (R-O-W) LINE OF LARIMER COUNTY ROAD 40 (CR40) PER BOOK R, PAGE 17, SAID
POINT ALSO BEING THE POINT OF BEGINNING;
THENCE DEPARTING SAID R-O-W N00° 01' 0l"E A DISTANCE OF 62.29 FEET;
THENCE S89° 58' 49"E A DISTANCE OF 10.00 FEET;
THENCE S00° 01' 01 "W A DISTANCE OF 62.40 FEET, MORE OR LESS, TO AFORESAID R-O-W;
THENCE ALONG SAID R-O-W N89° 22' 33"W A DISTANCE OF 10.00 FEET, MORE OR LESS, TO THE
POINT OF BEGINNING.
SAID PERMANENT EASEMENT CONTAINS 0.014 ACRES OR 623.45 SQUARE FEET, MORE OR LESS,
AND IS SUBJECT TO ANY EASEMENTS AND RIGHT OF WAYS OF RECORD OR THAT EXIST ON THE
GROUND.
Celine M. Bromley-on behalf of Larim er County
Colorado Licensed Professional Land Smveyor #38779
EXHIBIT B TO ORDINANCE NO. 096, 2025
Page 183
Item 15.
EXHIBIT B
A PERMANENT EASEMENT OVER AND ACROSS A PARCEL OF LAND LOCATED IN THE SE¾ OF THE SE¾ OF SECTION 28,
TOWNSHIP 7 NORTH, RANGE 68 WEST OF THE 6TH P.M., COUN1Y OF LARIMER, STATE OF COLORADO
Line Table
Line # Length Bearing
L1 10.00' S89' 58' 49"E
L2 10.00' N89' 22' 33"W
CITY OF FORT COLLI NS REC. NO. 20140008160
_____ .;..;N..:..8.:....9'22'33_"W _____ _ COUNTY ROAD 40 ROW (BOOK-R/PAGE 17)
932.72'
BASIS OF BEARINGS
N89'22'33"W
Em CORNER OF SECTIONS 28 & 33 2.5" ALUM. CAP ON NO.6 REBAR PLS 25646, 1997
LEGEND
L1 -r--7-10.00'I I I I 0>: lUl "!I lq N• ,o m• '....Jr,, I lei I I� WI I .. • I l=E.
�, I 01 I -:-1 Im o, ,I'-) �i i� I : • PERMANENT EASEMENT I i.--623.45st I I I I
(POINT OF BEGINNING)
386.64'
Sec. 28-T7N-R68W
Sec. 33-T7N-R68W
(POINT OF COMMENCEMENT) SOUTHEAST CORNER SECTION 28 3.25" ALUMINUM CAP ON NO.6 REBAR PLS 31169, 2019
----------------PROPOSED PERMANENT EASEMENT
EXISTING RIGHT OF WAY LINE
SECTION LINE O' - -30' - - -
R:\PROJ\349\1..SUIMYING\LROW-OOl,ITS
ENGINEERING DEPARTMENT
200 WEST OAK, SUITE 3000 POST OFFICE BOX 1190 FORT COLLINS, COLORADO 80522-1190 (970)498-5700 (970)498-7986 FAX
EXHIBIT B TO ORDINANCE NO. 096, 2025
Page 184
Item 15.
EXHIBIT B
A PERMANENT EASEMENT OVER AND ACROSS A PARCEL OF LAND LOCATED IN THE SEl/4 OF THE
SEl/4 OF SECTION 28, TOWNSHIP 7 NORTH, RANGE 68 WEST OF THE 6TH P.M.,
COUNTY OF LARIMER, STATE OF COLORADO
THE FOLLOWING IS A LEGAL DESCRIPTION FOR A PERMANENT EASEMENT LOCATED IN THE
SOUTHEAST QUARTER (SE 1/4) OF THE SOUTHEAST QUARTER (SE 1/4) OF SECTION 28, TOWNSHIP 7
NORTH, RANGE 68 WEST OF THE 6TH P.M., LARIMER COUNTY, COLORADO, ALSO BEING A PART OF
RECEPTION NUMBER 20140008160 AND MORE PARTICULARLY DESCRIBED AS FOLLOWS:
COMMENCING AT THE SOUTHEAST CORNER OF SAID SECTION 28, SAID CORNER BEING MARKED
BY A 3.25 INCH ALUMINUM CAP ON A#6 REBAR STAMPED P.L.S. 31169, 2019,AND CONSIDERING THE
SOUTH LINE OF THE SOUTHEAST QUARTER (SE 1/4) OF THE SOUTHEAST QUARTER (SE 1/4) OF SAID
SECTION 28 TO BEAR N89° 22' 33"W, WITH ALL BEARINGS CONTAINED HEREIN RELATIVE THERETO;
THENCE N89° 22' 33 "W, A DISTANCE OF 1241.22 FEET TO A POINT ON SAID SOUTH LINE;
THENCE N00° 37' 27"E, A DISTANCE OF 30.00 FEET, MORE OR LESS, TO A POINT ON THE NORTH
RIGHT-OF-WAY (R-O-W) LINE OF LARIMER COUNTY ROAD 40 (CR40) PER BOOK R, PAGE 17, SAID
POINT ALSO BEING THE POINT OF BEGINNING;
THENCE DEPARTING SAID R-O-W N21° 01' 41"E A DISTANCE OF 60.45 FEET;
THENCE S68° 58' 19"E A DISTANCE OF 10.00 FEET;
THENCE S21 ° 01' 41 "W A DISTANCE OF 56.74 FEET, MORE OR LESS, TO AFORESAID R-O-W;
THENCE ALONG SAID R-O-W N89° 22' 33"W A DISTANCE OF 10.67 FEET, MORE OR LESS, TO THE
POINT OF BEGINNING.
SAID PERMANENT EASEMENT CONTAINS 0.013 ACRES OR 585.95 SQUARE FEET, MORE OR LESS,
AND IS SUBJECT TO ANY EASEMENTS AND RIGHT OF WAYS OF RECORD OR THAT EXIST ON THE
GROUND.
Celine M. Bromley-on behalf of Larimer County
Colorado Licensed Professional Land Surveyor #38779
EXHIBIT B TO ORDINANCE NO. 096, 2025
Page 185
Item 15.
EXHIBIT B
A PERMANENT EASEMENT OVER AND ACROSS A PARCEL OF LAND LOCATED IN THE SQ OF THE SQ OF SECTION 28,
TOWNSHIP 7 NORTH, RANGE 68 WEST OF THE 6TH P.M., COUNlY OF LARIMER, STATE OF COLORADO
Line Table
Line# Length Bearing
L1
L2
10.00' S68' 58' 19"E
10.67' N89' 22' 33"W
CITY OF FORT COLLINS
REC. NO. 20140008160
N89'22'33"W -COUNTY ROAD 40 ROW(BOO""=K =R""'/P,...,.A-=G=E....,.1=7)--
7--- . No • 0" t') 0 b n0
(POINT OF BEGINNING)
s 0 0� o:::g
78.14'
.., ___ s_ec.:._?8::!7N-R68W ___ _ j 1241.22' j)
BASIS OF BEARINGS Sec. 33-T?N-R68W
N89"22'33"W
E � CORNER OF SECTIONS 28 & 33
2.5" ALUM. CAP ON NO.6 REBAR
PLS 25646, 1997
LEGEND
----------------PROPOSED PERMANENT EASEMENT
EXISTING RIGHT OF WAY LINE
SECTION LINE
ENGINEERING DEPARTMENT
200 WEST OAK, SUITE 3000 POST OF'F'ICE BOX 1190 F'ORT COLLINS, COLORADO 80522-1190 (970).498-5700 {970)498-7986 F'AX
(POINT OF COMMENCEMENT)
SOUTHEAST CORNER SECTION 28
3.25" ALUMINUM CAP ON NO.6 REBAR
PLS 31169, 2019
o·- -30' - - -
EXHIBIT B TO ORDINANCE NO. 096, 2025
Page 186
Item 15.
Temporary Construction Easement – City Grantor
Form Version - 2024
TEMPORARY CONSTRUCTION EASEMENT
(City Property)
Grantor: City of Fort Collins, Colorado, a municipal corporation
Grantor Signing Authority and Title: Jenni Arndt, Mayor
Grantor Mailing Address: C/O Real Estate Services,
P.O. Box 580,
Fort Collins, Colorado 80522
Grantor Phone Number/Email: (970) 221-6211 / RealEstateServices@fcgov.com
Grantee: Board of County Commissioners of Larimer County, Colorado
Grantee Signing Authority and Title: John Kefalas, Chair
Grantee Mailing Address: PO Box 1190, Fort Collins, CO 80521
Grantee Phone Number/Email: 970-498-5710 / jcore@larimer.org
Project: CR 40 Improvement Project, including the installation of certain Drainage Improvements,
being two (2) eighteen (18) inch corrugated steel pipe culverts, squash pipes, rip-rap, and related
improvements
Effective Date: Date of mutual execution
Expiration Date: One (1) year after the Effective Date
Consideration: $141.00
Exhibit A – Larger Parcel Description: 1 page
Exhibit B – TCE Area Legal Description and Depiction: 4 pages
This TEMPORARY CONSTRUCTION EASEMENT (the “TCE”) is made and entered
into by and between Grantor and Grantee on the dates written below, and the above referenced
Exhibits A through B are attached to and made a part of this TCE.
1.Grantor’s Property. Grantor is the owner of that certain parcel of real property located in
Larimer County, Colorado, which is legally described on Exhibit A (the “Larger Parcel”).
2.Grant of Easement. For and in consideration of the covenants and agreements herein set
forth, the sum of the Consideration, and other good and valuable consideration, the receipt and
adequacy of which Grantor acknowledges, Grantor grants, sells, and conveys to Grantee, its
successors and assigns, a temporary construction easement (the “Easement”) on, over, under, and
across that certain portion of the Larger Parcel described more fully and depicted on Exhibit B
(the “TCE Area”), subject to the conditions and restrictions set forth below.
3. Purpose and Use of Easement.
A.During the term of this TCE, Grantee may use the TCE Area for the following
temporary activities related to the Project (defined above):
EXHIBIT C TO ORDINANCE NO. 096, 2025
Page 187
Item 15.
Temporary Construction Easement – City Grantor
Form Version - 2024
i. Construction activities;
ii.Marking the location of the TCE Area by suitable markers set in the ground;
iii.Storage and staging of materials and equipment;
iv. Fencing and gates for security and safety purposes;
v. Ingress and egress to the construction site;
vi. The right to use existing gates in all fences which now cross or shall hereafter
cross the TCE Area.
B.Grantee’s use of the Easement is subject to the following:
i.Grantee may only access the TCE Area from any adjoining public right of way
or other legal access point, and Grantee has no right of ingress and egress across
any portion of the Larger Parcel not included in the TCE Area;
ii.If Grantor’s main access to the Larger Parcel is located within the TCE Area,
Grantee must allow for Grantor’s reasonable access to the Larger Parcel;
iii.All activities by Grantee in the TCE Area must be carried out in a manner and
on a schedule reasonably expected to minimize disturbance to the natural
features of said property and Grantor’s intended purposes and uses therefor;
Grantee shall protect all trees located on the Larger Parcel from any damage by
Grantee’s construction activities;
iv.Grantee shall restore the TCE Area in accordance with Section 6 below;
v.Grantee shall provide Grantor notice of the date it intends to commence
construction operations for the Project, insofar as said operations pertain to the
TCE Area, at least seven (7) calendar days prior to such date, and such notice
shall include any construction plans and construction schedule for the Project.
Grantee shall coordinate such work in the TCE Area with Grantor;
vi.All activities by Grantee within the TCE Area must be carried out in a secure
and sanitary manner and to prevent injury or damage to persons or property;
vii.Grantee shall provide Grantor notice of any accident, emergency, or other
dangerous or hazardous occurrence in the TCE Area within one calendar day of
such occurrence and Grantee must make best efforts to correct or mitigate any
such occurrence as soon as practicably possible; and
viii.Grantee shall not be permitted to enter any portion of any building located
within the TCE Area without obtaining the prior written consent of Grantor.
4.Grantor’s Rights in the TCE Area. For security and safety, the TCE will be fenced off and
access to the TCE by Grantor or any other party is not permitted.
5.Maintenance of the TCE Area. During the term of this TCE, the Grantee will maintain the
surface of the TCE Area, specifically limited to any conditions directly caused by Grantee’s use
and occupancy of the TCE Area or conditions reasonably within Grantee’s control. Grantee will
not release, or permit, or allow to be released any hazardous or combustible substance or material
within the TCE Area.
EXHIBIT C TO ORDINANCE NO. 096, 2025
Page 188
Item 15.
Temporary Construction Easement – City Grantor
Form Version - 2024
6. Restoration of TCE Area.
A.Prior to the Expiration Date, Grantee, in accordance with the requirements of this
Section 6, will make such repairs or take such other action as may be necessary to
restore the TCE Area to a condition comparable to its condition as of the Effective Date
(the “Construction Repairs”), including but not limited to the reseeding and replanting
of any disturbed areas, correction of any subsidence, and restoration of any other
improvements or conditions impacted by Grantee’s activities.
B.The Grantee agrees to provide to Grantor a one-year maintenance guarantee and a one-
year repair guarantee covering the design, construction, and maintenance of the
Construction Repairs (the “Restoration Guarantees”). The Restoration Guarantees shall
commence upon the date of the City’s final approval and acceptance of the
Construction Repairs, which shall be in writing (the “Final Approval”). Subject to the
foregoing, the ownership of the Construction Repairs shall pass to Grantor upon Final
Approval.
7.Term. This TCE will commence on the Effective Date and will automatically terminate
thirty (30) days after final completion of the Project, but in no event later than the Expiration Date.
No extension of this TCE term shall be effective unless an amendment hereto is executed by both
parties, and no release or notice of termination shall be required to be filed to evidence the
automatic termination of this TCE.
8.No Recordation. The parties agree that this TCE shall not be recorded by either party.
9.Authority. Each person executing this TCE represents and warrants that he or she is duly
authorized to execute this TCE in his or her individual or representative capacity as indicated.
10.Representations of Grantor. Grantor makes no representations or warranties as to the lawful
ownership of the Larger Parcel.
11.Indemnity and Insurance.
A.Grantee agrees to release and, unless Grantee is a governmental entity, indemnify
Grantor, its officers, agents, employees, representatives, successors, and assigns from
and against all claims that may accrue to Grantee for personal injury, death, or property
damage resulting from or arising out of the Grantee’s use of the TCE Area or other
activities on the Larger Parcel. To the extent permitted by law, and without waiving
any of the provision so the Colorado Governmental Immunity Act, Grantee assumes
responsibility, as between Grantor and Grantee, for any liability to third parties arising
out of Grantee’s use of the Easement Area or other activities on Grantor’s Larger
Parcel, including but not limited to the construction, installation, operation, repair, and
maintenance of improvements within the TCE Area, and for any actions or omissions
by Grantee in violation of this TCE. Nothing shall require Grantee to indemnify
Grantor from any claim or liability, including reasonable attorney’s fees and costs, for
claims arising from the negligence or willful misconduct of Grantor.
EXHIBIT C TO ORDINANCE NO. 096, 2025
Page 189
Item 15.
Temporary Construction Easement – City Grantor
Form Version - 2024
B.Grantee shall procure, pay for, and keep in full force and effect during the term of the
TCE a comprehensive policy of general liability insurance insuring Grantee in an
amount not less than One Million Dollars ($1,000,000.00) covering bodily injury,
including death to persons, personal injury, and property damage liability arising out
of a single occurrence. Such coverage must include, without limitation, the insured’s
liability for property damage, bodily injuries, and death of persons in connection with
Grantee’s activities in the TCE Area or on Grantor’s Larger Parcel (including acts or
omissions of Grantee or of its officers, employees, or agents), and protection against
liability for non-owned and hired automobiles.
C.All policies of insurance required hereunder must name Grantor as an additional
insured and shall contain a provision that the policy or policies cannot be canceled or
materially altered either by the insured or the insurance company until fifteen (15) days’
prior written notice thereof is given to Grantor. Upon issuance or renewal of any such
insurance policy, Grantee shall furnish a certificate of insurance to Grantor.
D.In the event Grantee fails or neglects to maintain, or require its contractor to procure
and maintain, as applicable, the insurance required by this paragraph, then Grantor shall
have the right, upon giving the Grantee reasonable notice of its election to do so, to
take out and maintain such insurance at the expense of the Grantee, and in such event
the cost of such insurance shall be paid for by the Grantee promptly upon receipt of an
invoice covering such charges.
12.Notice. Any notice or other communication relating to this TCE must be in writing and
shall be deemed given upon actual receipt at the physical or electronic mailing addresses set forth
above, which may be amended by providing written notice to the other party.
13.Default, Remedies and Litigation Expenses. If a party to this TCE is in default in
performance of its respective obligations hereunder, the other party has the right to an action for
specific performance and/or damages. Prior to proceeding with any such action, the party not in
default must first send written notice to the defaulting party specifying the default and affording
such party a reasonable period to cure the default.
14.Assignment. The Grantee may not assign its rights under this TCE without the prior written
consent of the Grantor.
15.Additional Terms and Conditions. Whenever used herein, the singular number includes
the plural, the plural the singular, and the use of any gender is applicable to all genders. All of the
covenants herein contained are binding upon and inure to the benefit of the parties hereto, their
personal representatives, successors, and assigns. The parties agree that this TCE is to be construed
and enforced according to the laws of Colorado, and venue for any proceeding relating to the
subject matter of this TCE shall be in Larimer County, Colorado. If any term of this TCE is
determined by any court to be unenforceable, the other terms of this TCE shall nonetheless remain
in full force and effect; provided, however, that if the severance of any such provision materially
alters the rights or obligations of the parties, the parties shall engage in good faith negotiations in
EXHIBIT C TO ORDINANCE NO. 096, 2025
Page 190
Item 15.
Temporary Construction Easement – City Grantor
Form Version - 2024
order to adopt mutually agreeable amendments to this TCE as may be necessary to restore the
parties as closely as possible to the initially agreed upon relative rights and obligations.
16.Final Agreement. This TCE represents the entire understanding and agreement between
the parties with respect to the subject matter hereof and supersedes and replaces all previous oral
and written representations, understandings, and agreements between the parties pertaining to the
subject matter of this TCE.
IN WITNESS WHEREOF, the parties have set their hands and seals on the date(s) written
below, but this TCE shall be effective as of the Effective Date; and the Grantor has caused this
TCE to be executed pursuant to Ordinance No. ___, 2025, passed on final reading by the City
Council of the City of Fort Collins on _______, 2025.
[Signatures on the following page(s)]
EXHIBIT C TO ORDINANCE NO. 096, 2025
Page 191
Item 15.
Temporary Construction Easement – City Grantor
Form Version - 2024
GRANTOR:
Date: ___________ ____________________________
Jeni Arndt, Mayor
ATTEST:
________________________
Delynn Coldiron, City Clerk
APPROVED AS TO FORM:
Ted Hewitt, Assistant City Attorney
ACCEPTANCE BY GRANTEE:
Board of County Commissioners of Larimer
County, Colorado
Date: _______________________________
John Kefalas, Chair
ATTEST:
________________________
Signature
________________________
(Name, Title)
EXHIBIT C TO ORDINANCE NO. 096, 2025
Page 192
Item 15.
Temporary Construction Easement – City Grantor
Form Version - 2024
Exhibit A
Larger Parcel
(Page 1 of 1)
Description:
164.876 acres, more or less, located in the Southwest Quarter (SW/4) of Section 27 and 28, T7N,
R68W, 6th PM, Larimer County, Colorado, being more particularly described in the Special
Warranty Deed from Cottonwood Land and Farms, LLC, to the City of Fort Collins, Colorado,
dated February 11, 2014, recorded at Reception No. 20140008160, Clerk and Recorder’s Records,
Larimer County, Colorado.
Location Address:
4109 East Horsetooth Road
Fort Collins, Colorado 80525
Assessor Parcel Number(s):
8728400901 & 8728400902
Map:
EXHIBIT C TO ORDINANCE NO. 096, 2025
Page 193
Item 15.
A TEMPORARY CONSTRUCTION EASEMENT OVER AND ACROSS A PARCEL OF LAND LOCATED IN
THE SEI/4 OF THE SEI/4 OF SECTION 28, TOWNSHIP 7 NORTH, RANGE 68 WEST OF THE 6TH P.M.,
COUNT Y OF LARIMER, STATE OF COLORADO
THE FOLLOWING IS A LEGAL DESCRIPTION FOR A TEMPORARY CONSTRUCTION EASEMENT
LOCATED IN THE SOUTHEAST QUARTER (SE 1/4) OF THE SOUTHEAST QUARTER (SE 1/4) OF
SECTION 28, TOWNSHIP 7 NORTH, RANGE 68 WEST OF THE 6TH P.M., LARIMER COUNTY,
COLORADO, ALSO BEING A PART OF RECEPTION NUMBER 20140008160 AND MORE PARTICULARLY
DESCRIBED AS FOLLOWS:
COMMENCING AT THE SOUTHEAST CORNER OF SAID SECTION 28, SAID CORNER BEING MARI<ED
BY A 3 .25 INCH ALUMINUM CAP ON A #6 REBAR STAMPED P.L.S. 31169, 2019, AND CONSIDERING THE
SOUTH LINE OF THE SOUTHEAST QUARTER (SE 1/4) OF THE SOUTHEAST QUARTER (SE 1/4) OF SAID
SECTION 28 TO BEAR N89 ° 22' 33 "W, WITH ALL BEARINGS CONTAINED HEREIN RELATIVE THERETO;
THENCE N89° 22' 33 "W, A DISTANCE OF 3 86.64 FEET TO A POINT ON SAID SOUTH LINE;
THENCE N00° 37' 27"E, A DISTANCE OF 30.00 FEET, MORE OR LESS, TO A POINT ON THE NORTH
RIGHT-OF-WAY (R-O-W) LINE OF LARIMER COUNT Y ROAD 40 (CR40) PER BOOK R, PAGE 17, SAID
POINT ALSO BEING THE POINT OF BEGINNING;
THENCE N89° 22' 33"W, A DISTANCE OF 5.00 FEET ALONG THE SAID NORTH R-O-W LINE;
THENCE DEPARTING SAID R-O-W N00° 01' 0l"E A DISTANCE OF 67.24 FEET;
THENCE S89° 58' 49"E A DISTANCE OF 20.00 FEET;
THENCE S00° 01' 0l"W A DISTANCE OF 67.45 FEET, MORE OR LESS, TO AFORESAID R-O-W;
THENCE ALONG SAID R-O-W N89° 22' 33"W A DISTANCE OF 5.00 FEET;
THENCE DEPARTING SAID R-O-W N00° 0 I' 0 l "E A DISTANCE OF 62.40 FEET;
THENCE N89° 58' 49"W A DISTANCE OF 10.00 FEET;
THENCE S00° 0 I' 0 l "W A DISTANCE OF 62.29 FEET, MORE OR LESS, TO AFORESAID R-O-W AND THE
POINT OF BEGINNING.
SAID TEMPORARY CONSTRUCTION EASEMENT CONTAINS 0.017 ACRES OR 723.45 SQUARE FEET,
MORE OR LESS, AND IS SUBJECT TO ANY EASEMENTS AND RIGHT OF WAYS OF RECORD OR THAT
EXIST ON THE GROUND.
Celine M. Bromley -on behalf of Larimer County
Colorado Licensed Professional Land Surveyor #38779
Exhibit B TCE Legal Description and Depiction(Page 1 of 4)
EXHIBIT C TO ORDINANCE NO. 096, 2025
Page 194
Item 15.
EXHIBIT B
A TEMPORARY CONSTRUCTION EASEMENT OVER AND ACROSS A PARCEL OF LAND LOCATED IN THE SQ OF THE SQ OF SECTION
28, TOWNSHIP 7 NORTH, RANGE 68 WEST OF THE 6TH P.M., COUNTY OF LARIMER, STATE OF COLORADO
Line#
L1
L2
L3
L4
Line Table
Length Bearing
5.00' N89" 22' 33"W
20.00' S89" 58' 49"E
5.00' N89" 22' 33"W
10.00' N89" 58' 49"W
CITY OF FORT COLLI NS
REC. NO. 20140008160
N89"22'33"W _____ ...:..;_:c..c.,. -----.---COUNTY ROAD 40 ROW (BOOK R/PAGE 17) t
932.72'
sS oq o::8_
BASIS OF BEARINGS
N89"22'33"W
E fii CORNER OF SECTIONS 28 & 33 2.5" ALUM. CAP ON NO.6 REBAR PLS 25646, 1997
LEGEND
--------PROPOSED TEMPORARY EASEMENT
EXISTING ROW
R:\PROJ\349\ 1-5URVEYING\IUlOW-rASMTS
SECTION LINE
ENGINEERING DEPARTMENT
200 WEST OAK, SUITE 3000 POST OFFICE BOX 1 190 FORT COLLINS, COLORADO 80522-1190 (970)498-5700 (970)498-7986 FAX
TEMPORARY CONSTRUCTION EASEMENT 723.4 5sf (HATCHED AREA)
(POINT OF BEGINNING)
386.64'
Sec. 28-T7N-R68W
Sec. 33-T7N-R68W
(POINT OF COMMENCEMENT) SOUTHEAST CORNER SECTION 28 3.25" ALUMINUM CAP ON NO.6 REBAR PLS 31169, 2019
O' - -30' - - -
EXHIBIT C TO ORDINANCE NO. 096, 2025
Page 195
Item 15.
EXHIBIT B
A TEMPORARY CONSTRUCTION EASEMENT OVER AND ACROSS A PARCEL OF LAND LOCATED IN
THE SEI/4 OF THE SEI/4 OF SECTION 28, TOWNSHIP 7 NORTH, RANGE 68 WEST OF THE 6TH P.M.,
COUNTY OF LARIMER, STATE OF COLORADO
THE FOLLOWING IS A LEGAL DESCRIPTION FOR A TEMPORARY CONSTRUCTION EASEMENT
LOCATED IN THE SOUTHEAST QUARTER (SE 1/4) OF THE SOUTHEAST QUARTER (SE 1/4) OF
SECTION 28, TOWNSHIP 7 NORTH, RANGE 68 WEST OF THE 6TH P.M., LARIMER COUNTY,
COLORADO, ALSO BEING A PART OF RECEPTION NUMBER 20140008160 AND MORE PARTICULARLY
DESCRIBED AS FOLLOWS:
COMMENCING AT THE SOUTHEAST CORNER OF SAID SECTION 28, SAID CORNER BEING MARKED
BY A 3.25 INCH ALUMINUM CAP ON A#6 REBAR STAMPED P.L.S. 31169, 2019,AND CONSIDERING THE
SOUTH LINE OF THE SOUTHEAST QUARTER (SE 1/4) OF THE SOUTHEAST QUARTER (SE 1/4) OF SAID
SECTION 28 TO BEAR N89° 22' 33 "W, WITH ALL BEARINGS CONTAINED HEREIN RELATIVE THERETO;
THENCE N89° 22' 33 "W, A DISTANCE OF 1241.22 FEET TO A POINT ON SAID SOUTH LINE;
THENCE N00° 37' 27"E, A DISTANCE OF 30 .00 FEET, MORE OR LESS, TO A POINT ON THE NORTH
RIGHT-OF-WAY (R-O-W) LINE OF LARIMER COUNTY ROAD 40 (CR40) PER BOOK R, PAGE 17, SAID
POINT ALSO BEING THE POINT OF BEGINNING;
THENCE N89° 22' 33"W, A DISTANCE OF 5.34 FEET ALONG THE SAID NORTH R-O-W LINE;
THENCE DEPARTING SAID R-O-W N21 ° 01' 4l"E A DISTANCE OF 67.31 FEET;
THENCE S68° 58' l 9"E A DISTANCE OF 20.00 FEET;
THENCE S21 ° 01' 41 "W A DISTANCE OF 59.88 FEET, MORE OR LESS, TO AFORESAID R-O-W;
THENCE ALONG SAID R-O-W N89° 22' 33"W A DISTANCE OF 5.34 FEET;
THENCE DEPARTING SAID R-O-W N21° 01' 4l"E A DISTANCE OF 56.74 FEET;
THENCE N68° 58' 19"W A DISTANCE OF 10.00 FEET;
THENCE S21 ° 0 l' 41 "W A DISTANCE OF 60.45 FEET, MORE OR LESS, TO AFORESAID R-O-W AND THE
POINT OF BEGINNING.
SAID TEMPORARY CONSTRUCTION EASEMENT CONTAINS 0.016 ACRES OR 685.95 SQUARE FEET,
MORE OR LESS, AND IS SUBJECT TO ANY EASEMENTS AND RIGHT OF WAYS OF RECORD OR THAT
EXIST ON THE GROUND .
Ce] in e M. Bromley -on behalf o f Larim er County
Colo rado Licensed Professional Land Surveyo r #38779
EXHIBIT C TO ORDINANCE NO. 096, 2025
Page 196
Item 15.
EXHIBIT B
A TEMPORARY CONSTRUCTION EASEMENT OVER AND ACROSS A PARCE L OF LAND LOCATED IN THE SQ OF THE SQ
OF SECTION 28, TOWNSHI P 7 NORTH, RANGE 68 WEST OF THE 6TH P.M., COUNTY OF LARIMER, STA TE OF COLORADO
Line#
L1
L2
L3
L4
Line Tobie
Length Bearing
5.34' N89' 22' 33"W
20.00' S68' 58' 19"E
5.34' N89' 22' 33"W
10.00' N68" 58' 19"W
CITY OF FORT COLLI NS
REC. NO. 20140008160
1:1"-j/').�l<._2 TEMPORARY CONSTRUCTION fj� EASEMENT 685.95sf
;__ I / <o.00, (HATCHED AREA) f1l.t/i %.f/tf//� Yl!i r I ir /1:l N89'22'33"W ==.-=�-----/(,/ KJ. --COUNTY ROAD 40 ROW(BOOK R/PAGE 17) (POINT OF BEGINNING)
sS 0�
��
78.14' ----S_ec�8_:!7N-R68W ____ j BASIS OF BEAR INGS Sec. 33-T7N-R68W
1241.22' jJ
N89'22'33"W
E fii CORNER OF SECTIONS 28 & 33
2.5" ALUM. CAP ON N0.6 REBAR
PLS 25646, 1997
(POINT OF COMMENCEMENT)
SOUTHEAST CORNER SECTION 28
3.25" ALUMINUM CAP ON N0.6 REBAR
PLS 31169, 2019
R:\PROJ\349\ 1....SUIMYING\ILROW-E:ASl,IIS
LEGEND
PROPOSED TEMPORARY EASEMENT
EXISTING RIGHT OF WAY LINE
SECTION LINE
ENGINEERING DEPARTMENT
200 WEST OAK, SUITE 3000 POST OFFICE BOX 1190 FORT COLLINS, COLORADO 80522-1190 (970)498-5700 (970)498-7986 FAX
30'
EXHIBIT C TO ORDINANCE NO. 096, 2025
Page 197
Item 15.
File Attachments for Item:
16. Items Relating to the Vine Drive and Jerome Street Intersection Improvements
Project.
A. Resolution 2025-057 Authorizing the Execution of an Intergovernmental Agreement
Regarding a Grant of Funds for Improvements to the Intersection of Vine Drive and Jerome
Street Between the City of Fort Collins and the Downtown Development Authority.
B. First Reading of Ordinance No. 085, 2025, Making Supplemental Appropriations and
Appropriating Prior Year Reserves and Authorizing Transfers of Appropriations for the Vine
Drive and Jerome Street Intersection Improvements Project and Related Art in Public Places.
The purpose of these items is to enable the City to receive and expend Downtown Development
Authority (DDA) grant funds and Urban Renewal Authority (URA) funds for the Vine Drive and
Jerome Street Intersection Improvements project (Project). The funds will be used for outreach,
design, right-of-way acquisition, and construction for improvements at the intersection of Vine
Drive and Jerome Street. If approved, the items will: 1) authorize the Mayor to execute an
Intergovernmental Agreement (IGA) for the Project with the DDA; 2) transfer $135,200 of
Community Capital Improvement Program (CCIP) Bicycle Program funds to the Project; 3)
transfer $67,756.77 of Community Capital Improvement Program (CCIP) Pedestrian Program
funds to the Project; 4) appropriate $293,076 in URA funds to the Project; 5) transfer
$146,472.87 in remaining 2050 Tax – Our Climate Future funds from previous appropriations to
the Project; 6) appropriate $144,000 of DDA grant funds to the Project; 7) appropriate $4,283.34
in Transportation Capital Expansion Fee (TCEF) funds to the Project; 8) appropriate $87.42 of
Transportation Services Fund reserves to the Project; and 9) appropriate $4,370.76 (1%) of the
DDA grant and URA funds to the Art in Public Places (APP) program. The Conservation Trust
Fund will contribute $165,000 towards the Project as part of the 2026 annual budget process.
Page 198
City Council Agenda Item Summary – City of Fort Collins Page 1 of 4
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Florian Fiebig, Project Manager, Engineering
Dana Hornkohl, Capital Projects Manager, Engineering
SUBJECT
Items Relating to the Vine Drive and Jerome Street Intersection Improvements Project.
EXECUTIVE SUMMARY
A. Resolution 2025-057 Authorizing the Execution of an Intergovernmental Agreement Regarding a Grant
of Funds for Improvements to the Intersection of Vine Drive and Jerome Street Between the City of Fort
Collins and the Downtown Development Authority.
B. First Reading of Ordinance No. 085, 2025, Making Supplemental Appropriations and Appropriating Prior
Year Reserves and Authorizing Transfers of Appropriations for the Vine Drive and Jerome Street
Intersection Improvements Project and Related Art in Public Places.
The purpose of these items is to enable the City to receive and expend Downtown Development Authority
(DDA) grant funds and Urban Renewal Authority (URA) funds for the Vine Drive and Jerome Street
Intersection Improvements project (Project). The funds will be used for outreach, design, right-of-way
acquisition, and construction for improvements at the intersection of Vine Drive and Jerome Street. If
approved, the items will: 1) authorize the Mayor to execute an Intergovernmental Agreement (IGA) for the
Project with the DDA; 2) transfer $135,200 of Community Capital Improvement Program (CCIP) Bicycle
Program funds to the Project; 3) transfer $67,756.77 of Community Capital Improvement Program (CCIP)
Pedestrian Program funds to the Project; 4) appropriate $293,076 in URA funds to the Project; 5) transfer
$146,472.87 in remaining 2050 Tax – Our Climate Future funds from previous appropriations to the Project;
6) appropriate $144,000 of DDA grant funds to the Project; 7) appropriate $4,283.34 in Transportation
Capital Expansion Fee (TCEF) funds to the Project; 8) appropriate $87.42 of Transportation Services Fund
reserves to the Project; and 9) appropriate $4,370.76 (1%) of the DDA grant and URA funds to the Art in
Public Places (APP) program. The Conservation Trust Fund will contribute $165,000 towards the Project
as part of the 2026 annual budget process.
STAFF RECOMMENDATION
Staff recommend adoption of the Resolution and Ordinance on First Reading.
BACKGROUND / DISCUSSION
East Vine Drive and Jerome Street intersect in northeast Fort Collins, just north of the Poudre River
Whitewater Park (Attachment 1). The City’s current Master Street Plan (adopted December 2023)
designates Vine Drive and Jerome Street as two-lane collectors. Jerome is stop-controlled at Vine, and
there are no crossing facilities at the intersection. The City’s Active Modes Plan (adopted December 2022)
Page 199
Item 16.
City Council Agenda Item Summary – City of Fort Collins Page 2 of 4
recommends pedestrian and bicycle crossing improvements at the intersection (Interactive Web Map). The
City’s North College MAX Bus Rapid Transit Plan also recommends a roadway crossing improvement at
Vine Drive and Jerome Street as a key improvement to support active mode use in the North College area
and improve access to public transportation. The City’s Strategic Trails Plan (in development and
scheduled to go before Council for adoption on July 1, 2025) includes a proposed trails map that depicts a
trail connection between northeast Fort Collins and the Whitewater Park through this intersection. This
regional trail extension was originally identified in the 2013 Paved Recreational Trails Plan and has been
carried over through the update of the Strategic Trails Plan.
This intersection is a gateway and connection point between northeast Fort Collins and destinations such
as the Whitewater Park, the Poudre River Trail, and Old Town Fort Collins. The City has reviewed recent
development proposals in the immediate area of the intersection (Attachment 2), and as northeast Fort
Collins continues to grow, the number of people walking, biking, and rolling will increase through this
intersection. An active modes traffic count and observation study was performed in August of 2024. The
following observations were noted during the data collection process, indicating the need for intersection
crossing improvements:
36% of bicyclists observed cut diagonally through the intersection, crossing the yellow road centerline
rather than completing a full turn (see Figure 1)
26% of all bicyclists observed riding on the sidewalk
Wrong way riding in the Vine bike lane to access sidewalk ramp
Traveling the wrong way in a bike lane
Pedestrian crossing where no sidewalk exists (see Figure 2)
Figure 1 - Cutting across intersection Figure 2 - Pedestrian crossing where no sidewalk exists
In June 2021, a person riding a bike was killed in a crash at this intersection (Bike Fort Collins Ride of
Silence 2022). The Active Modes Plan was under development at the time and numerous community
engagement comments indicated the need for crossing improvements at this location. In 2022, the City
was awarded a 2024 Highway Safety Improvement Program (HSIP) grant to perform crossing
improvements at this intersection. The Powerhouse 2 development was going through development review
at the time and the developer agreed to contribute funding and construct the improvements as part of their
development. The developer approached URA staff to inquire if the URA could participate in helping to
fund the crossing improvements; however, grant funds could not be utilized to reimburse the developer for
the City’s portion of construction costs. Staff proposed utilizing local funding for developer reimbursement
and seeking approval from the Colorado Department of Transportation (CDOT) to substitute a new location
for the Vine and Jerome HSIP award. CDOT agreed to this proposal. Unfortunately, the Powerhouse 2
development has not moved forward, and the substitute location was ultimately withdrawn from the HSIP
award due to significant inflation of construction costs.
Page 200
Item 16.
City Council Agenda Item Summary – City of Fort Collins Page 3 of 4
In the interim, staff representing FC Moves, Park Planning and Development, Traffic Operations, and
Engineering have developed a conceptual proposed plan (Attachment 3) to advance the Project and seek
additional funding. The conceptual plan includes the following:
1. Two-way pedestrian crossing of Vine Drive on the east side of Jerome Street.
2. Bicycle crossings (northbound and southbound) of Vine Drive on either side of Jerome Street.
3. Rectangular Rapid Flashing Beacons (RRFBs) with push buttons for pedestrians and cyclists.
4. Protected bike corner island on the west side of Jerome Street intended to reduce right turn speeds
and protect cyclists waiting to activate the beacon and cross the street.
5. Improved and widened sidepath (trail) on the south side of the intersection (Vine Drive) with Americans
with Disabilities Act (ADA) compliant ramps, connecting to the Whitewater Park and Poudre River Trail.
6. Widened sidepath (trail) on the east side of Jerome Street to serve as the northeast trail extension.
7. New striping, signing, and marking of the intersection to safely facilitate pedestrian and bicycle
movements.
The Project plan does not include pedestrian improvements on the west side of Jerome Street. There is no
existing sidewalk infrastructure on this side of Jerome. New development would be responsible for building
this infrastructure. The Project would accommodate this future infrastructure with minimal signing and
striping changes.
Portions of the Project site lie within the North College URA, north of Vine Drive and the DDA boundary,
south of Vine Drive. Staff went before the URA Board in January 2025 to present the Project and request
financial participation in the Project. The URA has agreed to contribute $293,076 toward the Project. Staff
went to the DDA’s Director’s Meeting in February 2025 to present the Project and request financial
participation. The DDA agreed to contribute $82,659 toward the Project as well as $61,341 toward urban
design elements for the active modes gateway to Old Town. The total DDA contribution is $144,000, and
the DDA and the City have negotiated an IGA to provide the terms of the grant funding.
The remaining Project funding includes traditional transportation capital project funding from CCIP bicycle
and pedestrian funds, TCEF, and Transportation Services funds. The Conservation Trust Fund is
contributing funding for elements of the northeast trail system included in the Project. Transfers of the 2050
Tax – Our Climate Future funds from two similar and completed active modes related projects (1. Centre
Avenue Crossing Improvements and 2. Laporte Avenue Bike Lanes) will also help fund the Project. The
Our Climate Future Executive Committee was consulted on these transfers and agrees with the alignment
between the original projects and this Project.
Outreach, design, and right-of-way acquisition are scheduled to be completed in 2025. Construction would
begin in early 2026.
CITY FINANCIAL IMPACTS
The following table is a summary of the proposed funding appropriation for the Vine Drive and Jerome
Street Intersection Improvements project.
The Project funding amount used to calculate the APP program contribution is $437,076. This is the funding
contributed to the Project by the URA and DDA. All other funding sources made their APP contribution as
part of their original appropriation. The TCEF and Transportation Services Fund Reserves are for the APP
contribution.
Page 201
Item 16.
City Council Agenda Item Summary – City of Fort Collins Page 4 of 4
The total fund amount proposed for the Project is $951,505.64 composed of funds appropriated with this
action.
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
The URA Board supports the Project and authorized a contribution of $293,076 to the Project on January
23, 2025 (Attachment 4). The DDA Directors support the Project and authorized a contribution of $144,000
to the Project on February 13, 2025 (Attachment 5). The Project was identified as part of the Active Modes
Plan adopted by City Council in December 2022. The Transportation Board recommended Council
adoption of the Active Modes Plan.
PUBLIC OUTREACH
Staff will work with the DDA and the Communications and Public Involvement Office to develop and
implement a comprehensive public engagement plan for the Project.
ATTACHMENTS
1. Vicinity Map
2. Area Map
3. Proposed and Existing Plans
4. URA Board Regular Meeting Minutes, January 23, 2025 (excerpt)
5. DDA Regular Directors’ Meeting Minutes, February 2025 (excerpt)
6. Resolution 2025-057
7. Ordinance No. 085, 2025
Community Capital Improvement Program (CCIP) Bicycle
Program (previously appropriated)135,200.00$
Community Capital Improvement Program (CCIP) Pedestrian
Program (previously appropriated)67,756.77$
Urban Renewal Authority (URA) Funds 293,076.00$
2050 Tax - Our Climate Future Transfers 146,472.87$
Downtown Development Authority (DDA) Funds - Project 82,659.00$
Downtown Development Authority (DDA) Funds - Urban Design 61,341.00$
Transportation Capital Expansion Fee (TCEF) Funds 4,283.34$
Transportation Services Funds Reserves 87.42$
Total Funds to be Appropriated per this Action 790,876.40$
Proposed Transfer to Art in Public Places 4,370.76$
Proposed Transfer from Conservation Trust Fund (to
be appropriated via the 2026 budget)165,000.00$
Total Proposed Project Funds 951,505.64$
Funds to be Appropriated per this Action
Page 202
Item 16.
Vicinity Map
Page 203
Item 16.
VINE & JEROME CROSSING IMPROVEMENTS
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PROJECT LIMITS
FUTURE DEVELOPMENT
FUTURE DEVELOPMENT
Area Map
Page 204
Item 16.
Call before you dig.
Know what's below .
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AHOLTZCLAW
PLAN
07-24-083
9/4/2024
AS NOTED
J-U-B ENGINEERS, INC.
Fort Collins, CO 80528
2809 E. Harmony Rd., Suite 300
Phone: 970.377.3602
281 N College Ave
Fort Collins, CO 80524
Phone: (970) 221-6605
Fax: (970) 221-6378
City of
Engineering
fcgov.com/engineering
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Call before you dig.
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AHOLTZCLAW
AHOLTZCLAW
PLAN
07-24-083
9/4/2024
AS NOTED
J-U-B ENGINEERS, INC.
Fort Collins, CO 80528
2809 E. Harmony Rd., Suite 300
Phone: 970.377.3602
281 N College Ave
Fort Collins, CO 80524
Phone: (970) 221-6605
Fax: (970) 221-6378
City of
Engineering
fcgov.com/engineering
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Item 16.
January 23,2025
URBAN RENEWAL AUTHORITY BOARD
Regular Meeting —5:00 PM
A)CALL MEETING TO ORDER
Vice Chair Kristin Stephens called the regular meeting to order at 5:01 p.m.in the CIC room at 300
Laporte Avenue,Fort Collins,Colorado,with hybrid participation available via the City’s Zoom
platform.
B)ROLL CALL
PRESENT
Vice Chair Kristin Stephens
Boardmember Susan Gutowsky
Boardmember Julie Pignataro
Boardmember Malanie Potyondy
Boardmember Emily Francis
Boardmember Kristin Draper (arrived at 5:09 p.m.)
Boardmember Dan Sapienza
Boardmember Mall Schild (arrived at 5:05 p.m.)
Boardmember Tricia Canonico (remote/non-voting)
ABSENT
Chair Jeni Arndt
Boardmember Melanie Potyondy
Boardmember Kelly Ohlson
STAFF PRESENT
Acting Executive Director Josh Birks
Assistant Secretary Amani Chamberlin
C)EXECUTIVE DIRECTORS’AGENDA REVIEW
Acting Executive Director Josh Birks provided an overview of the agenda,including:
•Updates to previous sets of minutes were sent out today.
•No other changes to the published agenda.
•Possible executive session.
D)PUBLIC PARTICIPATION
None.
E)PUBLIC PARTICIPATION FOLLOW-UP
None.
F)COMMISSIONER REPORTS
None.
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Item 16.
G)DISCUSSION ITEMS
1.Consideration and Approval of the Minutes for the September 26,2024,October 24,2024,
and the December 2,2024 Urban Renewal Authority Board Meetings.
The purpose of this item is to approve the minutes of the September26,2024,October24,2024,
and the December 2,2024 Urban Renewal Authority Board meetings.
Boardmember Gutowsky moved,seconded by Boardmember Potyondy,to approve the
amended minutes of the September26,2024,October 24,2024,and December 2,2024.
The motion carried 8-0.
2.Public Hearing and Consideration of Resolution No.140 Adopting a Supplemental Budget
Resolution for Vine &Jerome Intersection Improvements.
The purpose of this item is to consider a resolution authorizing a funding contribution to the Cit/s
Vine Drive and Jerome Street Intersection Improvements Project (Project),and if so,what level
of contribution is agreeable.
Andy Smith,Redevelopment Program Manager, noted this item was presented to the Finance
Committee late last year and the Committee offered support for full consideration by the Board.
Dana Hornkohl, Engineering Department,stated this item relates to authorizing a funding
contribution to the City’s Vine Drive and Jerome Street Intersection Improvements Project.He
noted both roadways are two-lane connectors and there are currently no crossing facilities for
either bicycles or pedestrians at the intersection.Hornkohl noted there has been a fatality at the
intersection and many of the improvements are meant to address the way in which that occurred
as well as observed undesirable behaviors in the intersection.
Hornkohl outlined the proposed improvements that would be part of this project and showed some
renderings of the completed intersection.He noted staff is recommending the URA offer a
contribution to the base project, which does not include improvements on the west side and which
is based on the amount of the project that is within the URA boundary,in the amount of $293,000.
Hornkohl noted staff is not recommending a contribution to the west side improvements as that
includes an additional significant cost due to the necessary right-of-way acquisition and significant
construction costs, and would total approximately an extra $449,000.
PUBLIC COMMENT
None.
BOARD DISCUSSION
Boardmember Pignataro asked if the DDA is amenable to contributing funds to the project.
Hornkohl replied they have provided positive feedback for a base level contribution and noted
staff will be going before that board in February.Additionally,the DDA has proposed some
amenities such as screening of the south properties and wayfinding it would fund in whole to add
to the project.
Boardmember Pignataro asked about the proposed developments on the west side. Hornkohl
replied Powerhouse II is proposed at the corner of Vine and Jerome and Jerome Street Station is
proposed on the parcel just north of that.
Boardmember Francis expressed support for the base project funding contribution.
City of Fort Collins Page 15 Fort C0IIinIURA Board Proceedings
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Vice Chair Stephens concurred and stated it is important to move ahead with the safety
improvements even if the west side improvements are not part of the project.
Boardmember Schild asked about the bike traffic pattern if only the east side improvements are
made.Hornkohl replied there are bike improvements on both sides,but only pedestrian
improvements on the east side.
Boardmember Gutowsky expressed support for funding the project,particularly given the fatality
that occurred.
Boardmember Pignataro moved,seconded by Boardmember Francis,to adopt Resolution
Na 140 Adopting a Supplemental Budget Resolution for Vine &Jerome Intersection
Improvements inserting the amount of $293,076.
The motion carried 8-0~
3.Potential executive session pursuant to C.R.S.§24-6-402(4)(a),(b)and (e)to discuss
the potential purchase or acquisition of real property interests,to receive legal advice
on specific legal questions,and to determine positions relative to matters that may be
subject to negotiations related to property in the North College Urban Renewal Plan area.
Boardmember Potyondy moved,seconded by Boardmember Francis,that the Fort Collins
Urban Renewal Authority go into executive session pursuant to:C.R.S.§24-6-402(4)(a),
(b)and (e)for the purpose of discussing with the Authority’s attorneys and appropriate
management staff the following items,all related to property in the North College Urban
Renewal Plan Area.
The motion carried 8-0.
4.Public Hearing and Consideration Resolution No.141 Authorizing the Acquisition
of Property at 1513 N.College Ave.and Adopting a Supplemental 2025 Budget Resolution
to Authorize Funds to Acquire Said Property
The owner of the property located at 1513 North College Ave (Property)has signed a
Purchase and Sale Agreement (PSA)now before the URA Board of Commissioners for
consideration.If the Board agrees with the PSA terms,a resolution authorizing the URA Acting
Executive Director to sign the PSA and closing documents on behalf of the URA as Buyer is
presented for Board approval (Exhibit A).If the PSA is signed by the Acting Executive Director,
the URA will then have certain rights to inspect and purchase the Property per the terms of the
PSA. The resolution does not require the URA to purchase the Property.
Andy Smith,Redevelopment Program Manager, stated this item relates to a purchase and sale
agreement (PSA)to acquire the property located at 1513 North College Avenue,the Budget Host
Motel.Smith noted the motel has 31 rooms,approximately ten of which have been red tagged
due to methamphetamine contamination,on 0.72 acres and is currently enrolled in the public
nuisance ordinance program with the City.
Smtih stated the seller has signed the PSA and noted the document only provides for the right to
purchase the property,but does not obligate the URA to do so.Smith outlined some of the details
of the PSA,including the price of $2.15 million,120 days of inspection,and a closing 35 days
after the end of the due diligence period,or later if the property is not cleared of all property and
tenants.Smith also noted one of the allowed activities of the URA is the acquisition of property
to prevent blight.
PUBLIC COMMENT
None.
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RESOLUTION 2025-057
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AUTHORIZING THE EXECUTION OF AN INTERGOVERNMENTAL
AGREEMENT REGARDING A GRANT OF FUNDS FOR
IMPROVEMENTS TO THE INTERSECTION OF VINE DRIVE AND
JEROME STREET BETWEEN THE CITY OF FORT COLLINS AND THE
DOWNTOWN DEVELOPMENT AUTHORITY
A. The purpose of this item is to enable the City to receive and expend
Downtown Development Authority (“DDA”) grant funds for the Vine Drive and Jerome
Street Intersection Improvements project (“Project”). The funds will be used for outreach,
design, right-of-way acquisition, and construction for improvements at the intersection of
Vine Drive and Jerome Street.
B. East Vine Drive and Jerome Street intersect in northeast Fort Collins, just
north of the Poudre River Whitewater Park. The City’s current Master Street Plan
(adopted December 2023) designates Vine Drive and Jerome Street as two -lane
collectors.
C. Currently, traffic on Jerome Street is controlled by a four way stop sign at
the intersection of Jerome Street and Vine Drive, but there are no crossing facilities at the
intersection. The City’s Active Modes Plan (adopted December 2022) recommends
pedestrian and bicycle crossing improvements at the intersection. The City’s North
College MAX Bus Rapid Transit Plan also recommends a roadway crossing improvement
at Vine Drive and Jerome Street as a key improvement to support active mode use in the
North College area and improve access to public transportation.
D. The City’s Strategic Trails Plan, which is in development and scheduled to
go before City Council for adoption on July 1, 2025, includes a proposed trails map that
depicts a trail connection between northeast Fort Collins and the Whitewater Park through
this intersection. This regional trail extension was originally identified in the 2013 Paved
Recreational Trails Plan and has been carried over through the update of the Strategic
Trails Plan.
E. As northeast Fort Collins continues to grow, the number of people walking,
biking, and engaged in other active modes of transportation will increase through this
intersection, which is a gateway and connection point between northeast Fort Collins and
destinations such as the Whitewater Park, the Poudre River Trail, and Old Town Fort
Collins.
F. An active modes traffic count and observation study was performed in
August of 2024. The observations in the study indicate the need for intersection crossing
improvements. These observations include data establishing that 36% of bicyclists
observed cut diagonally through the intersection, crossing the yellow road centerline
rather than completing a full turn; 26% of all bicyclists observed rode on the sidewalk;
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Item 16.
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bicyclists rode the wrong way in the Vine bike lane to access a sidewalk ramp; bicyclists
traveled the wrong way in a bike lane; and pedestrians crossed where no sidewalk exists.
G. In June 2021, a person riding a bike was killed in a crash at this intersection .
H. City staff representing FC Moves, Park Planning and Development, Traffic
Operations, and Engineering have developed the Project to address these safety and
infrastructure concerns. A conceptual proposed plan for the Project includes the following:
Two-way pedestrian crossing of Vine Drive on the east side of Jerome Street
Bicycle crossings (northbound and southbound) of Vine Drive on either side of
Jerome Street;
Rectangular Rapid Flashing Beacons (“RRFBs”) with push buttons for
pedestrians and cyclists;
Protected bike corner island on the west side of Jerome Street intended to
reduce right turn speeds and protect cyclists waiting to activate the beacon and
cross the street;
Improved and widened sidepath (trail) on the south side of the intersection
(Vine Drive) with Americans with Disabilities Act (“ADA”) compliant ramps,
connecting to the W hitewater Park and Poudre River Trail;
Widened sidepath (trail) on the east side of Jerome Street to serve as the
northeast trail extension; and
New striping, signing, and marking of the intersection to safely facilitate
pedestrian and bicycle movements.
I. Portions of the Project site lie within the North College Urban Renewal
Authority (“URA”) area, north of Vine Drive and the DDA boundary, south of Vine Drive.
J. Staff attended the URA Board in January 2025, presented the Project, and
requested financial participation in the Project. The URA voted to contribute $293,076
toward the Project.
K. Staff went to the DDA’s Director’s Meeting in February 2025, presented the
Project, and requested financial participation. The DDA voted to contribute $82,659
toward the Project as well as $61,341 toward urban design elements for the active modes
gateway to Old Town.
L. Project funding also includes traditional transportation capital project
funding from Community Capital Improvement Program (“CCIP”) bicycle and pedestrian
funds, Transportation Capital Expansion Fees, and Transportation Services funds. The
Conservation Trust Fund is contributing funding for elements of the northeast trail system
included in the Project. Transfers of the 2050 Tax – Our Climate Future funds from two
similar and completed active modes related projects (Centre Avenue Crossing
Improvements and Laporte Avenue Bike Lanes) will also help fund the Project. The Our
Climate Future Executive Committee was consulted on these transfers and agrees with
the alignment between the original projects and this Project.
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M. For the DDA funding, the DDA has proposed an IGA with the City, approved
by the DDA’s Board of Directors on February 13, 2025, to cooperate in the preparation
and design for the Project.
N. The IGA funds are anticipated to be appropriated via Ordinance
No. 085, 2025, and used for outreach, design, right-of-way acquisition, and construction
for the Project.
O. Colorado Revised Statutes Section 29-1-203 provides that governments
may cooperate or contract with one another to provide certain services or facilities when
the cooperation or contracts are authorized by each party thereto with the approval of its
legislative body or other authority having the power to so approve.
P. City Charter Article II, Section 16 empowers the City Council, by ordinance
or resolution, to enter into contracts with governmental bodies to furnish governmental
services and make charges for such services or enter into cooperative or joint activities
with other governmental bodies.
Q. City Code Section 1-22 requires the City Council to approve
intergovernmental agreements that require the City to make a direct, monetary payment
over $50,000, and funds anticipated to be appropriated pursuant to this IGA and for the
overall Project amount to $955,876.40. City staff recommends that the City Council
appropriate funds in this amount by separate ordinance.
R. The City Council finds and determines that the Project and the DDA grant
funding are in the best interests of the City, that they advance the public’s health, safety,
and welfare by facilitating improvement of the City’s multimodal transportation safety and
infrastructure and streetscapes, and that the Mayor be authorized to execute the IGA
between the City and the DDA in support thereof.
In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. The City Council authorizes the Mayor to execute, on behalf of the
City, the intergovernmental agreement with the Downtown Development Authority, in
substantially the form attached hereto as Exhibit A, with additional or modified terms and
conditions as the City Manager, in consultation with the City Attorney, determines to be
necessary and appropriate to protect the interests of the City or effectuate the purposes
of this Resolution.
Section 2. The City Council hereby authorizes the City Manager to approve and
execute future amendments to the intergovernmental agreement with the Downtown
Development Authority relating to the Project that the City Manager, in consultation with
the City Attorney, determines to be necessary and appropriate to facilitate completion of
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the Project, so long as such amendments do not increase the cost of the Project,
substantially modify the purposes of the intergovernmental agreement, increase the
allocation or amount of funding for the Project funded by the City, or otherwise increase
the obligations and responsibilities of the City as set forth in the intergovernmental
agreement.
Passed and adopted on June 3, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 3, 2025
Approving Attorney: Heather N. Jarvis
Exhibits: Exhibit A - Intergovernmental Agreement with the Downtown Development
Authority
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Item 16.
INTERGOVERNMENTAL AGREEMENT REGARDING
A GRANT OF FUNDS FOR IMPROVEMENTS TO THE
INTERSECTION AT JEROME STREET AND VINE DRIVE
This Intergovernmental Agreement (“Agreement”) is made and entered into on the date of
last signature below, by and between the CITY OF FORT COLLINS, COLORADO, a Colorado
municipal corporation (the “City”), and th e FORT COLLINS, COLORADO, DOWNTOWN
DEVELOPMENT AUTHORITY, a body corporate and politic (the “DDA”).
WITNESSETH:
WHEREAS, pursuant to C.R.S.§31-25-808(1)(g), the DDA is empowered to make
contributions, grants, and loans to the City which will further the statutory mission of the DDA;
WHEREAS, Article II, Section 16 of the City Charter empowers the City Council of the
City, by ordinance or resolution, to enter into contracts with other governmental bodies to furnish
governmental services and make charges for such services or enter into cooperative or joint
activities with other governmental bodies;
WHEREAS, C.R.S. §29-1-203 also provides that governments may cooperate or contract
with one another to provide certain services or facilities when such cooperation or contracts are
authorized by each party thereto with the approval of its legislative body or other authority having
the power to so approve;
WHEREAS, the City intends to construct certain improvements to the intersection of
Jerome Street and Vine Drive (the “Jerome -Vine Intersection Project”), which would ordinarily
be done in accordance with Larimer County Urban Area Streetscape Standards (“LCUASS”);
WHEREAS, the DDA desires to contribute eighty-two thousand six hundred fifty-nine
dollars ($82,659) to the Jerome-Vine Intersection Project for the purpose of enabling the City to
construct enhanced improvements that exceed the requirements of LCUASS, which enhanced
improvements are described in the budget table attached hereto and incorporated herein as
“Exhibit A”, consisting of one (1) page, and include ten-feet (10’) wide sidewalks, pedestrian
signal crossings, and wayfinding signage (the “Enhanced Intersection Features”);
WHEREAS, the DDA and the City desire to incorporate into the Jerome-Vine Intersection
Project a feature along the south side of Vine Drive that will highlight the area as a pedestrian and
bicycle gateway to downtown Fort Collins, which the parties agree will contain as an element
decorative fencing and which will be complimentary in design to the existing Poudre River
Whitewater Park monument sign located to the west of the intersection at Jerome Street and Vine
Drive (the “Gateway Fencing Feature”);
WHEREAS, the DDA desires to contribute to the City the sum of four thousand five
hundred dollars ($4,500) for the preparation of designs for the Gateway Fencing Feature, and the
sum of fifty-six thousand eight hundred forty-one dollars ($56,841) for construction of the
EXHIBIT A TO RESOLUTION 2025-057
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Item 16.
a.Grant of Funds – Enhanced Intersection Features. The DDA shall transfer to the
City the sum of eighty-two thousand six hundred fifty-nine dollars ($82,659) upon
execution of this IGA, which funds may be used by the City solely for the following
purposes: (i) payments to the City’s Jerome-Vine Intersection Project contractor for
construction of the Enhanced Intersection Features; and (ii) to cover costs incurred
by the City which are directly related to the contract therefor, including, but not
limited to, materials, printing, and document and/or data production or reproduction.
For the avoidance of doubt, the City understands and agrees that it shall not receive
any funds for City staff time spent working on the Jerome-Vine Project, including
the Enhanced Intersection Features, or in relation thereto.
b.Grant of Funds – Gateway Fencing Feature. The DDA shall transfer to the City the
sum of four thousand five hundred dollars ($4,500) upon execution of this IGA,
which funds may be used by the City solely to pay the cost of having a third-party
contractor prepare designs for the Gateway Fencing Feature. The selection of the
design contractor shall be done in accordance with the City’s purchasing policies.
Once such designs have been completed and a contract has been awarded by the City
to a third-party contractor for the construction of the Gateway Fencing Feature,
which may be the Jerome-Vine Intersection Project contractor or another third-party
EXHIBIT A TO RESOLUTION 2025-057
Gateway Fencing Feature;
WHEREAS, the Jerome-Vine Intersection Project, including the Gateway Fencing Feature,
is located within the boundaries of the DDA and such project is consistent with the statutory goals
and purposes of the DDA as set forth in C.R.S.§31-25-801, et seq., and the DDA’s adopted plan
of development;
WHEREAS, the Jerome-Vine Intersection Project will further the mission of the DDA by
increasing safety, improving traffic flow, and creating a more visually appealing and attractive
pedestrian environment along Vine Drive;
WHEREAS, the Board of Directors of the DDA, at a meeting held on May 8, 2025,
approved the contribution to the City of up to one hundred forty-four thousand dollars ($144,000)
for construction of the Enhanced Intersection Features and the design and construction of the
Gateway Fencing Feature, on the terms and conditions set forth herein; and
WHEREAS, by Resolution 2025-057, the City Council of the City authorized the Mayor to
execute this Agreement.
NOW, THEREFORE, in consideration of the mutual promises herein and other valuable
consideration, the receipt and adequacy of which is hereby acknowledged, the parties adopt the
foregoing recitals and agree as follows:
1. Grant of DDA Funds. The DDA shall grant to the City the sum of up to one hundred
forty-four thousand dollars ($144,000) for the Jerome-Vine Intersection Project (the “Grant
Funds”) under, and subject to, the following terms and conditions:
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Item 16.
contractor selected in accordance with the City’s purchasing policies, the DDA shall
transfer to the City the sum of fifty-six thousand eight hundred forty-one dollars
($56,841), which funds may be used by the City solely for the following purposes:
(i) payments to the contractor for construction of the Gateway Fencing Feature; and
(ii) to cover costs incurred by the City which are directly related to the contract
therefor, including, but not limited to, materials, printing, and document and/or data
production or reproduction. For the avoidance of doubt, the City understands and
agrees that it shall not receive any funds for City staff time spent working on the
Gateway Fencing Feature or in relation thereto. If the actual cost to construct the
Gateway Fencing Feature is less than the amount of the DDA’s contribution under
this Section 1(b), the City shall return to the DDA the remaining balance of such
funds within a reasonable period of time after completion of such project.
c.Accounting. The City shall periodically provide to the DDA copies of contractor
invoices and other documentation sufficient for the DDA to determine that the Grant
Funds have been expended by the City in a manner consistent with this Agreement.
The frequency with which the City shall provide such information shall be as
reasonably determined by the parties, but in no case more often than once every sixty
(60) days.
d.Expiration of Grant Funds. Any Grant Funds not expended by the City for the
above-stated purposes by December 31, 2027, shall be promptly returned to the
DDA.
e.Maximum Amount of Grant Funds under Agreement. The maximum amount of
DDA funds that shall be disbursed to the City pursuant to this Agreement shall be
$144,000.
2.DDA Involvement in Design Development - Gateway Fencing Feature. The City
agrees to provide the DDA with a meaningful opportunity to participate in the design development
process for the Gateway Fencing Feature to include, but not be limited to, providing the DDA with
copies of draft and final designs as they are delivered to the City, and the opportunity to attend
meetings at which designs are presented and discussed. The City further agrees to in good faith
consider feedback provided by DDA staff on the designs.
3.Notice. All notices to be given to parties hereunder shall be in writing and shall be
sent by certified mail to the addresses specified below:
DDA: Downtown Development Authority
Attn: Executive Director
19 Old Town Square, Suite 230
Fort Collins, CO 80524
With a copy to: Liley Law, LLC
Attn: Joshua C. Liley
2727 Redwing Road, Suite 342
EXHIBIT A TO RESOLUTION 2025-057
Page 219
Item 16.
Fort Collins, CO 80526
CITY: City of Fort Collins
Attn: Director of Infrastructure Services
215 N. Mason Street
Fort Collins, CO 80521
With a copy to: City of Fort Collins
Attn: City Attorney
300 LaPorte Avenue
Fort Collins, CO 80521
4.Governing Law. This Agreement shall be governed by, and its terms construed
under, the laws of the State of Colorado.
5.Annual Appropriations. Any financial obligations of the DDA or the City arising
under this Agreement which are payable after the current fiscal year are contingent upon funds for
that purpose being annually appropriated, budgeted, and otherwise made available by the City
Council of the City, in its discretion, and/or the DDA Board, in its discretion, as applicable
6.No Third-Party Beneficiaries. It is the mutual intent of the parties that this
Agreement shall inure to the benefit of only the parties hereto. Accordingly, nothing in this
Agreement shall be construed as creating any right or entitlement which inures to the benefit of
any third party.
IN WITNESS WHEREOF, the parties have executed this Agreement as of the day and year
of the last signature below written.
CITY OF FORT COLLINS, COLORADO,
a Colorado municipal corporation
By: ____________________________________
Jeni Arndt, Mayor
Date: ____________________________________
ATTEST:
____________________________________
Delynn Coldiron, City Clerk
EXHIBIT A TO RESOLUTION 2025-057
Page 220
Item 16.
APPROVED AS TO FORM:
____________________________________
Heather N. Jarvis, Assistant City Attorney
FORT COLLINS, COLORADO, DOWNTOWN
DEVELOPMENT AUTHORITY, a body corporate
and politic
By: ____________________________________
David Lingle, Chair
Date: ____________________________________
ATTEST:
_________________________________
Cheryl A. Zimlich, Secretary
EXHIBIT A TO RESOLUTION 2025-057
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Item 16.
Exhibit A
EXHIBIT A TO RESOLUTION 2025-057
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Item 16.
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ORDINANCE NO. 085, 2025
OF THE COUNCIL OF THE CITY OF FORT COLLINS
MAKING SUPPLEMENTAL APPROPRIATIONS AND
APPROPRIATING PRIOR YEAR RESERVES AND AUTHORIZING
TRANSFERS OF APPROPRIATIONS FOR THE VINE DRIVE AND
JEROME STREET INTERSECTION IMPROVEMENTS PROJECT
AND RELATED ART IN PUBLIC PLACES
A. The purpose of this item is to appropriate grant monies received pursuant
to an intergovernmental agreement (“IGA”), authorized by Resolution 2025-057, between
the City and the Downtown Development Authority (“DDA”) for the Vine Drive and Jerome
Street Intersection Improvements project (“Project”). The funds will be used for outreach,
design, right-of-way acquisition, and construction for improvements at the intersection of
Vine Drive and Jerome Street.
B. East Vine Drive and Jerome Street intersect in northeast Fort Collins, just
north of the Poudre River Whitewater Park. The City’s current Master Street Plan
(adopted December 2023) designates Vine Drive and Jerome Street as two -lane
collectors.
C. Currently, traffic on Jerome Street is controlled by a four way stop sign at
the intersection of Jerome Street and Vine Drive, but there are no crossing facilities at the
intersection. The City’s Active Modes Plan (adopted December 2022) recommends
pedestrian and bicycle crossing improvements at the intersection. The City’s North
College MAX Bus Rapid Transit Plan also recommends a roadway crossing improvement
at Vine Drive and Jerome Street as a key improvement to support active mode use in the
North College area and improve access to public transportation.
D. The City’s Strategic Trails Plan, which is in development and scheduled to
go before City Council for adoption on July 1, 2025, includes a proposed trails map that
depicts a trail connection between northeast Fort Collins and th e Whitewater Park through
this intersection. This regional trail extension was originally identified in the 2013 Paved
Recreational Trails Plan and has been carried over through the update of the Strategic
Trails Plan.
E. As northeast Fort Collins continues to grow, the number of people walking,
biking, and engaged in other active modes of transportation will increase through this
intersection, which is a gateway and connection point between northeast Fort Collins and
destinations such as the Whitewater Park, the Poudre River Trail, and Old Town Fort
Collins.
F. An active modes traffic count and observation study was performed in
August of 2024. The observations in the study indicate the need for intersection crossing
improvements. These observations include data establishing that 36% of bicyclists
observed cut diagonally through the intersection, crossing the yellow road centerline
rather than completing a full turn; 26% of all bicyclists observed rode on the sidewalk;
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bicyclists rode the wrong way in the Vine bike lane to access a sidewalk ramp; bicyclists
traveled the wrong way in a bike lane; and pedestrians crossed where no sidewalk exists.
G. In June 2021, a person riding a bike was killed in a crash at this intersection .
H. City staff representing FC Moves, Park Planning and Development, Traffic
Operations, and Engineering have developed the Project to address these safety and
infrastructure concerns. A conceptual proposed plan for the Project includes the following:
Two-way pedestrian crossing of Vine Drive on the east side of Jerome Street;
Bicycle crossings (northbound and southbound) of Vine Drive on either side of
Jerome Street;
Rectangular Rapid Flashing Beacons (“RRFBs”) with push buttons for
pedestrians and cyclists;
Protected bike corner island on the west side of Jerome Street intended to
reduce right turn speeds and protect cyclists waiting to activate the beacon and
cross the street;
Improved and widened sidepath (trail) on the south side of the intersection
(Vine Drive) with Americans with Disabilities Act (“ADA”) compliant ramps,
connecting to the Whitewater Park and Poudre River Trail;
Widened sidepath (trail) on the east side of Jerome Street to serve as the
northeast trail extension; and
New striping, signing, and marking of the intersection to safely facilitate
pedestrian and bicycle movements.
I. Portions of the Project site lie within the North College Urban Renewal
Authority (“URA”) area, north of Vine Drive and the DDA boundary, south of Vine Drive.
J. Staff attended the URA Board in January 2025, presented the Project for
the URA Board’s recommendation, and requested financial participation in the Project.
The URA voted to contribute $293,076 toward the Project.
K. Staff attended the DDA’s Director’s Meeting in February 2025, presented
the Project, and requested financial participation. The DDA voted to contribute $82,659
toward the Project as well as $61,341 toward urban design elements for the active modes
gateway to Old Town.
L. Project funding also includes traditional transportation capital project
funding from Community Capital Improvement Program (“CCIP”) bicycle and pedestrian
funds, Transportation Capital Expansion Fees, and Transportation Services funds. The
Conservation Trust fund is contributing funding for elements of the northeast trail system
included in the Project ($165,000 towards the Project as part of the 2026 annual budget
process). Transfers of the 2050 Tax – Our Climate Future funds from two similar and
completed active modes related projects (Centre Avenue Crossing Improvements and
Laporte Avenue Bike Lanes) will also help fund the Project. The Our Climate Future
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Item 16.
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Executive Committee was consulted on these transfers and agrees with the alignment
between the original projects and this Project.
M. Article V, Section 9 of the City Charter permits the City Council, upon
recommendation of the City Manager, to make a supplemental appropriation by ordinance
at any time during the fiscal year, provided that the total amount of such supplemental
appropriation, in combination with all previous appropriations for that fiscal year, do not
exceed the current estimate of actual and anticipated revenues and all other funds to be
received during the fiscal year.
N. The City Manager has recommended the appropriations described in
Section 6 and Section 7 and determined that the funds to be appropriated in those
Sections are available and previously unappropriated from the Capital Projects fund that
these appropriations will not cause the total amount appropriated in the Capital Projects
fund to exceed the current estimate of actual and anticipated revenues and all other funds
to be received in this fund during this fiscal year.
O. Article V, Section 9 of the City Charter permits the City Council, upon the
recommendation of the City Manager, to make supplemental appropriations by ordinance
at any time during the fiscal year from such revenues and funds for expenditure as may
be available from reserves accumulated in prior years, notwithstanding that such reserves
were not previously appropriated.
P. The City Manager has recommended the appropriations described in
Section 8 and Section 9 and determined that the funds to be appropriated in those
Sections are available and previously unappropriated from Transportation Services fund
and the Transportation Capital Expansion Fee fund and that these appropriations will not
cause the total amount appropriated in the Transportation Services fund and the
Transportation Capital Expansion Fee fund to exceed the current estimate of actual and
anticipated revenues and all other funds to be received in this fund during this fiscal year.
Q. Article V, Section 10 of the City Charter authorizes the City Council, upon
recommendation by the City Manager, to transfer by ordinance any unexpended and
unencumbered appropriated amount or portion thereof from one fund or capital project to
another fund or capital project, provided that the purpose for which the transferred funds
are to be expended remains unchanged, the purpose for which the funds were initially
appropriated no longer exists, or the proposed transfer is from a fund or capital project in
which the amount appropriated exceeds the amount needed to accomplish the purpose
specified in the appropriation ordinance.
R. The City Manager has recommended the transfers of appropriations in
Sections 1 through 5 and Sections 10 through 12, including the transfer of $135,200 from
the Bicycle CCIP capital project account in the Capital Projects fund to the Vine Drive and
Jerome Street Intersection Improvements Project in the Capital Project fund, $65,757
from the Pedestrian CCIP capital project account in the Capital Projects fund to the Vine
Drive and Jerome Street Intersection Improvements Project in the Capital Projects fund,
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Item 16.
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$293,076 in the Urban Renewal Authority fund to the Capital Projects fund, $146,473
from the 2050 Tax Parks Rec Transit OCF fund to the Capital Projects fund, $4,283 from
the Transportation Capital Expansion Fee fund to the Capital Projects fund, $87 from the
Transportation Services fund to the Capital Projects fund and $4,370 from the Capital
Projects fund to the Cultural Services fund and determined that the purpose for which the
transferred funds are to be expended remains unchanged.
S. This Project involves construction estimated to cost more than $250,000
and, as such, City Code Section 23-304 requires one percent of these appropriations to
be transferred to the Cultural Services and Facilities fund for a contribution to the Art in
Public Places (“APP”) program.
T. The project cost of $437,000, that originated from the URA and DDA
contributions, has been used to calculate the contribution to the APP program.
U. The remainder of the project cost being appropriated in this Ordinance is
ineligible for use in the APP Program due to previously contributing to the APP program.
V. The amount to be contributed in this Ordinance will be $4,370.
W. Article V, Section 11 of the City Charter authorizes the City Council to
designate in the ordinance when appropriating funds for a capital project, that such
appropriation shall not lapse at the end of the fiscal year in which the appropriation is
made, but continue until the completion of the capital project.
X. The City Council wishes to designate the appropriations herein for the Vine
Drive and Jerome Street Intersection Improvements Project as appropriations that shall
not lapse until the completion of the Project.
Y. The appropriations in this Ordinance benefit public health, safety and
welfare of the residents of Fort Collins and serve the public purpose s of improving
multimodal transportation and streetscape infrastructure and safety within the City.
In light of the foregoing Recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. The unexpended and unencumbered appropriated amount of ONE
HUNDRED THIRTY-FIVE THOUSAND TWO HUNDRED DOLLARS ($135,200) is
authorized for transfer from the Bicycle CCIP capital project account in the Capital
Projects fund to the Vine Drive and Jerome Street Intersection Improvements Project
account in the Capital Projects fund and appropriated therein to be expended for the Vine
Drive and Jerome Street Intersection Improvements Project.
Section 2. The unexpended and unencumbered appropriated amount of
SIXTY-SEVEN THOUSAND SEVEN HUNDRED FIFTY-SEVEN DOLLARS ($67,757) is
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Item 16.
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authorized for transfer from the Pedestrian CCIP capital project account in the Capital
Projects fund to the Vine Drive and Jerome Street Intersection Improvements Project
project account in the Capital Projects fund and appropriated therein to be expended for
the Vine Drive and Jerome Street Intersection Improvements Project.
Section 3. The unexpended and unencumbered appropriated amount of TWO
HUNDRED NINETY-THREE THOUSAND SEVENTY-SIX DOLLARS ($293,076) is
authorized for transfer from the Urban Renewal Authority fund to the Capital Projects fund
and appropriated therein to be expended for the Vine Drive and Jerome Street
Intersection Improvements Project.
Section 4. The unexpended and unencumbered appropriated amount of ONE
HUNDRED FOUR THOUSAND TWO HUNDRED NINE DOLLARS ($104,209) is
authorized for transfer from the Bike/Ped Crossing Project in the 2050 Tax Parks Rec
Transit OCF fund to the Capital Projects fund and appropriated therein to be expended
for the Vine Drive and Jerome Street Intersection Improvements Project.
Section 5. The unexpended and unencumbered appropriated amount of
FORTY-TWO THOUSAND TWO HUNDRED SIXTY-THREE DOLLARS: ($42,263) is
authorized for transfer from the Laporte Ave Bike Lanes Project in the 2050 Tax Parks
Rec Transit OCF fund to the Capital Projects fund and appropriated therein to be
expended for the Vine Drive and Jerome Street Intersection Improvements Project.
Section 6. There is hereby appropriated from new revenue or other funds from
the DDA contribution in the Capital Projects fund the sum of EIGHTY-TWO THOUSAND
SIX HUNDRED FIFTY-NINE DOLLARS ($82,659) to be expended in the Capital Projects
fund for the Vine Drive and Jerome Street Intersection Improvements Project .
Section 7. There is hereby appropriated from new revenue or other funds from
the DDA contribution in the Capital Projects fund the sum of SIXTY-ONE THOUSAND
THREE HUNDRED FORTY-ONE DOLLARS ($61,341) to be expended in the Capital
Projects fund for the Vine Drive and Jerome Street Intersection Improvements Project.
Section 8. There is hereby appropriated from prior year reserves in the
Transportation Capital Expansion fund the sum of FOUR THOUSAND TWO HUNDRED
EIGHTY-THREE DOLLARS ($4,283) to be expended in the Transportation Capital
Expansion Fee fund for transfer to the Capital Projects fund to be used for the APP
contribution for the Vine Drive and Jerome Street Improvements Project.
Section 9. There is hereby appropriated from prior year reserves in the
Transportation Services fund the sum of EIGHTY-SEVEN DOLLARS ($87) to be
expended in the Transportation Services fund for transfer to the Capital Projects fund to
be used for the APP contribution for the Vine Drive and Jerome Street Intersection
Improvements Project.
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Item 16.
- 6 -
Section 10. The unexpended and unencumbered appropriated amount of
THREE THOUSAND FOUR HUNDRED NINE DOLLARS ($3,409) in the Capital Projects
fund is hereby authorized for transfer to the Cultural Services and Facilities fund and
appropriated and expended therein to fund art projects under the APP program.
Section 11. The unexpended and unencumbered appropriated amount of EIGHT
HUNDRED SEVENTY-FOUR DOLLARS ($874) in the Capital Projects fund is hereby
authorized for transfer to the Cultural Services and Facilities fund and appropriated and
expended therein for the operation costs of the APP program.
Section 12. The unexpended and unencumbered appropriated a mount of
EIGHTY-SEVEN DOLLARS ($87) in the Capital Projects fund is hereby authorized for
transfer to the Cultural Services and Facilities fund and appropriated and expended
therein for the maintenance costs of the APP program.
Section 13. The appropriations herein for the Vine Drive and Jerome Street
Intersection Improvements Project are hereby designated, as authorized in Article V,
Section 11 of the City Charter, as appropriations that shall not lapse at the end of this
fiscal year but continue until the completion of the Project.
Introduced, considered favorably on first reading on June 3, 2025, and approved
on second reading for final passage on June 17, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 27, 2025
Approving Attorney: Heather N. Jarvis
Exhibits: None
Page 228
Item 16.
File Attachments for Item:
17. Resolution 2025-061 Adopting the Transportation Capital Improvement Dashboard as
a Methodology and Foundation for the Transportation Capital Improvement Program
Prioritization and Planning.
The purpose of this item is to discuss the results of the Transportation Capital Improvement
(TCI) Dashboard effort as it relates to the City’s Transportation Capital Improvement Program
prioritization and planning and to request Council adopt the TCI dashboard as a methodology
and foundation for the transportation capital improvement program prioritization and planning.
The TCI dashboard is a methodology for evaluating and prioritizing transportation capital
projects identified in the Active Modes Plan (AMP), Transportation Capital Projects Prioritization
Study (TCPPS), and Strategic Trails Plan (STP) utilizing criteria developed from the City’s
various strategic plans.
Page 229
City Council Agenda Item Summary – City of Fort Collins Page 1 of 5
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Dana Hornkohl, Capital Projects Manager
Brad Buckman, City Engineer
SUBJECT FOR DISCUSSION
Resolution 2025-061 Adopting the Transportation Capital Improvement Dashboard as a
Methodology and Foundation for the Transportation Capital Improvement Program Prioritization
and Planning.
EXECUTIVE SUMMARY
The purpose of this item is to discuss the results of the Transportation Capital Improvement (TCI)
Dashboard effort as it relates to the City’s Transportation Capital Improvement Program prioritization and
planning and to request Council adopt the TCI dashboard as a methodology and foundation for the
transportation capital improvement program prioritization and planning. The TCI dashboard is a
methodology for evaluating and prioritizing transportation capital projects identified in the Active Modes
Plan (AMP), Transportation Capital Projects Prioritization Study (TCPPS), and Strategic Trails Plan (STP)
utilizing criteria developed from the City’s various strategic plans.
STAFF RECOMMENDATION
Staff recommends adoption of the Resolution.
BACKGROUND / DISCUSSION
The TCI dashboard is a tool that prioritizes the City’s various transportation infrastructure investments
using criteria aligning with the City’s strategic goals and objectives.
Draft dashboard: https://www.arcgis.com/apps/dashboards/c3651542bd3d40bdb02afde2ea9ea4e0.
The City has adopted, and will consider adopting, several plans that prioritize specific types of
transportation infrastructure improvements including the following:
Active Modes Plan (AMP), adopted December 2022
o High and medium priority/readiness recommendations including spot and network projects.
Transportation Capital Projects Prioritization Study (TCPPS), adopted September 2023
o Larger arterial corridor and intersection projects.
Strategic Trails Plan (STP), coming before Council in Summer 2025
o Grade separated crossings where trails cross arterial roadways and railways.
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Item 17.
City Council Agenda Item Summary – City of Fort Collins Page 2 of 5
TCI dashboard does not seek to prioritize maintenance work (street maintenance program), programmatic
work (pedestrian sidewalk program and bridge program), primary transit infrastructure (bus rapid tr ansit),
or trails outside of arterial corridors. These efforts all have dedicated funding sources and are prioritized
based on the specific evaluation criteria for those programs/projects. However, these efforts inform the
scope of work of TCI projects (transit, trails, bridges), as well as the coordination/synergy of TCI projects
(street maintenance program, pedestrian sidewalk program, transit).
In addition to these specific capital improvement type plans, the City has also adopted several plans and
analyses that speak to our strategic goals and inform the selection, implementation, and construction of
transportation infrastructure improvements including City Plan, 2024 Strategic Plan, Our Climate Future,
Transit Master Plan, Vision Zero Action Plan, and the 15-Minute City Analysis.
There is a desire to have a data driven approach to prioritize the various infrastructure projects
recommended by the plans using criteria that aligns with the recommendations and goals of our governing
planning documents. The TCI dashboard was envisioned as a living tool that would accomplish these
goals. The tool could then be updated moving forward by including new projects and updating criteria to
match future strategic planning efforts. Newly identified projects can be added as the various transportation
infrastructure plans are updated. The criteria, weighting, and scoring can be updated to reflect updates in
governing plans, and the prioritization list can be reordered to focus on funding opportunities and sources
that emphasize specific criteria, such as air quality, safety, or active modes.
Alignment with Priorities and Objectives
TCI dashboard seeks to further the following 2024-2026 Council Priorities:
1. Improve human and social health for vulnerable populations
4. Advance a 15-minute City by igniting neighborhood centers
6. Reduce climate pollution and air pollution through best practices, emphasizing electrification
8. Advance a 15-minute City by accelerating our shift to active modes
TCI dashboard seeks to further the following strategic objectives:
HPG 4 Incorporate a management strategy for all new and existing City assets that address
deferred maintenance and accessibility.
NCV 4 Remove obstacles to build interconnected Neighborhood Centers to accelerate progress
towards our goal for everyone to have the daily goods and services available within a 15 -minute
walk or bike ride from home.
C&R 2 Implement criteria and prioritization to manage assets and replace equipment that will
revitalize parks and recreational facilities, as the planned buildout of the parks and trails system
continues.
T&M 1 Make significant progress toward the City’s Vision Zero goal to have no serious inju ry or
fatal crashes for people walking, biking, rolling or driving in Fort Collins.
ENV 1 Implement the Our Climate Future Plan to advance the City’s greenhouse gas, energy and
waste goals; reduce air pollution; and improve community resilience.
To further the City’s priorities and objectives, the TCI dashboard team sought to choose prioritization
criteria that directly impacted the scoring of each project. Some criteria overlapped with the existing
contributing plans and others are new to the TCI dashboard prioritization effort. The current TCI dashboard
prioritization criteria are discussed below.
Criteria (Weighting) and Scoring
Safety (3)
GHG Reduction (1)
Health Equity Index (2)
Regional Significance/Alignment (1)
Synergy
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Item 17.
City Council Agenda Item Summary – City of Fort Collins Page 3 of 5
o Coordination with Streets Department Maintenance Plan (2)
o Coordination with Utilities Department Capital and Field Operations Projects (2)
o Ability to further the goals of the Urban Forestry Master Plan (2)
o Coordination with capital projects originating from other entities such as water and sewer
providers like Fort Collins-Loveland Water District and private utilities such as Xcel (1)
Community Benefits
o Bicycle access (3)
o Pedestrian access (3)
Table 1 shows the connection between specific criteria and the priorities and objectives the criteria seek
to address in the prioritization process. The fuller the circle, the closer the alignment to the goal/policy.
The criteria (weighting) depicted above was arrived at after careful consideration and robust discussion of
the various groups that plan, deliver, and maintain transportation infrastructure for the City. Also included
in this dialog were groups that are primarily responsible for advancing the strategic priorities the TCI seeks
to advance. Representatives from FC Moves, the Equity and Inclusion Office, Traffic Operations, Streets,
Parks (including Forestry and Park Planning and Development), and Engineering have all played roles in
developing the TCI dashboard. Scoring for criteria ranges between values of 1 to 5. Several weighting
scenarios were considered including options that focused on active modes as well as regional and federal
funding sources. The Score (Base) depicted in the TCI dashboard was also developed through staff
discussion and input.
Environmental Considerations
During earlier conversations with Councilmembers there was a question on how environmental impacts
are considered when prioritizing transportation infrastructure projects. Specifically, environmental impacts
are considered at every stage of the life of a project, from conceptualization to construction. During the
study/plan phase, conceptual projects are evaluated to determine if their environmental impacts are too
great for inclusion for future prioritization and implementation. Impacts to environmentally sensitive areas
such as riparian corridors, wildlife habitat, and wetlands can change the scope of work or eliminate projects
from consideration. Once transportation projects are identified in the contributing plans, the TCI dashboard
tool helps prioritize projects using two specific environmentally related criteria: 1) their a bility to reduce
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Item 17.
City Council Agenda Item Summary – City of Fort Collins Page 4 of 5
greenhouse gas emissions and 2) their synergy with the Urban Forestry Master Plan. During the design
and permitting phase, the project team focuses on minimizing environmental impacts caused by the project
and its construction. Minimizing and mitigating loss of tree canopy, working with various stakeholders to
further their environmental stewardship goals, evaluating projects to provide riparian and wildlife corridors
where they make sense, and limiting the footprint of projects are all examples of how environmental
impacts are considered during the design phase. Finally, providing robust oversight during the construction
phase is key to ensuring planning and design considerations are fully implemented, and that all
environmental regulations are followed by contractors and project partners.
The tool includes a fiscally constrained scenario that assumes certain levels of local, regional, and federal
funding consistent with current levels. Assumptions have also been made about the number of pr ojects
that can be completed each year. Projects from the contributing plans have been bundled into typical
capital project sizes based on project cost and proximity. Projects from contributing plans can be viewed
individually or in bundles with TCI dashboard numbers. As projects are completed the tool will be updated
to show this progress. The tool can be utilized to identify projects that may be better candidates for certain
types of funding. The tool shows projects that are included in a fiscally constrained scenario (Programmed)
in orange. Projects that are not able to be completed in this scenario are depicted in blue. As project scoring
is updated, projects may move in and out of the Programmed scenario. For example, if a particular
intersection or corridor sees an increase in serious injury or fatal crashes the safety score may increase,
and the associated capital project will be reprioritized. A list of Programmed projects is included as
Attachment 1.
Note: The Strategic Trails Plan has not been finalized and adopted at this time. Once this effort is complete,
the grade separated crossings included in this plan will be updated in the TCI dashboard tool.
Primary work on the TCI dashboard effort began in April 2024 and Olsson Associates was engaged to help
develop and implement the tool. The effort was first brought to Council’s attention in August 2023 as part
of finalizing and adopting the TCPPS. Updates on progress on the TCI effort were provided to Council in
August 2024 as part of the update on the 15-Minute City efforts. In November 2024, staff presented an
update on the effort to the Local Legislative Affairs Committee. Staff received feedback from Council at the
January 14, 2025, work session. Councilmembers inquired how the TCI dashboard would be shared with
the public. Project information from the TCI dashboard will be included in the City’s updated project web
pages currently being implemented by the Communications and Public Involvement Office (CPIO). CPIO
staff are working to simplify and streamline current and future project information for website users. Finally,
staff presented the TCI dashboard to the Transportation Board for additional discussion on April 16, 2025.
The Board was receptive to the TCI dashboard and methodology.
The finalized Transportation Capital Improvement dashboard is being brought before Council to adopt it
as a methodology and foundation for the transportation capital improvement program prioritization and
planning. A detailed explanation of the methodology as well as the dashboard standard operating
procedure is included as an exhibit.
CITY FINANCIAL IMPACTS
None.
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
The TCI dashboard and methodology were presented at the Local Legislative Affairs Committee on
November 22, 2024. The dashboard and methodology were presented to the Transportation Board on April
16, 2025. The Board was supportive of the effort (Attachment 2). The TCI dashboard was brought before
Council at the January 14, 2025, work session.
Page 233
Item 17.
City Council Agenda Item Summary – City of Fort Collins Page 5 of 5
PUBLIC OUTREACH
The AMP and TCPPS included robust public outreach efforts leading up to their adoption by Council. The
STP has also included a well-organized public outreach effort in advance of seeking adoption by Council
later this Summer.
ATTACHMENTS
1. Draft TCI Project List, October 17, 2024
2. Transportation Board Minutes, April 16, 2025 (excerpt)
3. Resolution 2025-061
Page 234
Item 17.
0BTECH MEMORANDUM
10/17/2024
10-Year TCIP Updated Fiscally Constrained TCIP
To: Brad Buckman PE
From:
Project #
Page 235
Item 17.
DRAFT 10 Y EA R TCIP SUMMARY BY YEAR
1. Considerations during draft programming:
a. Capping of annual budgets around $10-$12 million. ($100 million +/- total program)
b. Honoring previous commitments like grant funding timelines or other known project preludes (e.g.
NW Arterial Study for the Shields corridor through downtown)
c. Spatial analysis of time progression (e.g. avoiding construction on adjacent corridors or logical
sequencing of projects along a corridor)
d. Project distribution by plan source.
e. Spatial analysis of investment by council district or similar (in progress)
2. As we review consider:
a. Are there other considerations from those listed above that need to be included.
b. Are the projects or annual programs of appropriate size/scope?
c. Are there critical corridors or intersections that need to be included?
d. What interdepartmental coordination is needed to accomplish the program and is that feasible?
2025 ($2.8 million)
• Begin design for TCIP-002, TCIP-028, TCIP-030, TCIP-033, TCIP-039, TCIP-04, TCIP-078, TCIP-
079
2026 ($10.0 million)
• TCIP-002: S. Taft Hill Road – Horsetooth to Elizabeth – Separated Bike Lanes and spot
improvements
• TCIP-028: N. College – Magnolia to Willow – AMP signal operations improvements.
• TCIP-030: W. Mulberry – Taft to Mason – AMP signal operations and spot improvements
• TCIP-033: E. Harmony – Taft to Lemay – Separated bike lanes
• TCIP-039: Redwood – Vine to Conifer – Buffered bike lanes and grade separated crossings
• TCIP-078: E. Mulberry – College to Greenfield – Adaptive signal corridor
• TCIP-079: Various – Various intersection spot improvements citywide (HSIP grant)
2027 ($11.2 million)
• TCIP-004: S. Shields – Davidson to Mountain (Yr. 1) – Separated bike lanes, spot
improvements, and grade separation
• TCIP-081: Various intersection improvements along Harmony Drive
2028 ($10.0 million)
• TCIP-004: S. Shields – Davidson to Mountain (Yr. 2)
2029 ($11.4 million)
• TCIP-005: S. Shields – Hillsdale to Davidson (Yr. 1) – Separated bike lanes and spot
improvements
• TCIP-020: W. Drake – Taft to College – Separated bike lanes, signal improvements
• TCIP-090: E. Harmony – Mason to Boardwalk – Corridor and median improvements
• TCIP-080: Various – 2027 HSIP Grant signal improvements
• TCIP-029: W. Prospect – Sheely to College – Intersection improvements along alignment
• TCIP-050: Laurel – Sheilds to Endicott – Separated bike lanes and PHB at Armstrong Ave
Page 236
Item 17.
• TCIP-001: S. Taft Hill Road – Elizabeth to Laporte – Intersection improvements, separated bike
lanes
2030 ($11.0 million)
• TCIP-005: S. Shields – Hillsdale to Davidson (Yr. 2)
• TCIP-063: S. College – Carpenter to Harmony (Yr. 1) – Sidepaths, grade separated and
enhanced crossings
• TCIP-037: Willox – Shield to College – Intersection improvements, sidepath
2031 ($14.9 million)
• TCIP-043: Timberline – Prospect to Vine (Yr. 1) – Separated bike lanes s/o Mulberry Median
replacement intersection improvements throughout
• TCIP-063: College – Carpenter to Harmony (Yr. 2)
2032 ($15.0 million)
• TCIP-043: Timberline – Prospect to Vine (Yr. 2)
• TCIP-089: College – Olive to Cherry – Corridor study and various intersection improvements
• TCIP-025: Horsetooth – Horsetooth Ct. to Shields – Sidepaths, signal modifications, and Grade
separated crossings
2033 ($14.0 million)
• TCIP-056: Overland Trail – Drake to Elizabeth – Separated bike lanes with grade separated
crossings
• TCIP-062: S. College – Harmony to Laurel (Yr. 1) – Sidepaths with intersection/median
improvements
2034 ($13.5 million)
• TCIP-062: S. College – Harmony to Laurel (Yr. 2)
• TCIP-031: E. Mulberry – College to Riverside – Signal operation improvements
• TCIP-084: E. Prospect – Heatheridge – Replace signal, minor improvements
• TCIP-015: Lake – Shields to Mason – Separated bike lanes, intersection redesigns, RRFB at
Aggie Trail
• TCIP-016: Centre Avenue/Phemister Road/Rolland Moore/Tulane – Separated bike lanes or
bike boulevard, spot improvements
• Begin design for the following:
i. TCIP-024: Horsetooth – Shields to Mason – Signal operation improvements
ii. TCIP-027: Boardwalk – Harmony to John F Kennedy – Pedestrian crossing improvements
iii. TCIP-049: Elizabeth – Overland Trail to Shields – Separated bike lanes
iv. TCIP-059: John F Kennedy – Harmony – Intersection improvement
Page 237
Item 17.
By Project Count By Project Budget
Plan Source Total Pct. In 10-yr TCIP Total Pct.
AMP (Near-term) 58 112 52% $16,911,800 $41,184,500 41%
AMP (Mid-term) 37 96 39% $37,911,400 $73,301,800 52%
Grants 27 27 100% $5,636,362 $5,636,362 100%
Bridge Replacement 0 9 0% $0 $15,000,000 0%
Median Replacement 30 45 67% $706,130 $1,112,510 63%
Strategic Trails Plan 13 68 19% $6,500,000 $33,500,000 19%
TCPPS 18 44 41% $37,970,400 $218,995,400 17%
Total 183 401 46% $105,636,092 $388,730,572 27%
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Annual TCIP Expenditures
Constr
ROW
Design
Page 238
Item 17.
TRANSPORTATION BOARD
TYPE OF MEETING – REGULAR
April 16, 2025, 6:00 p.m.
Online Via Zoom or In-Person at 281 North College
4 /1 6 /202 5 – MINUTES Page 1
FOR REFERENCE:
Chair: Ed Peyronnin
Vice Chair:
Council Liaison:
Alexa Nickoloff
Susan Gutowsky
Staff Liaison: Melina Dempsey
1. CALL TO ORDER
Chair Peyronnin called the meeting to order at 6:00 PM.
2. ROLL CALL
BOARD MEMBERS PRESENT:
Ed Peyronnin, Chair
Alexa Nickoloff, Vice Chair
James Burtis
Lourdes Alvarez
Emily Felton
Amanda Finch
Ryan Noles
Michael Hooker
David Baker
BOARD MEMBERS ABSENT:
None
CITY STAFF PRESENT:
Rachel Ruhlen
Brad Buckman
Dana Hornkohl
PUBLIC PRESENT:
None
3. AGENDA REVIEW
Chair Peyronnin stated there are no changes to the published agenda.
4. PUBLIC PARTICIPATION
None.
Page 239
Item 17.
TRANSPORTATION BOARD
TYPE OF MEETING – REGULAR
4 /1 6 /202 5 – MINUTES Page 2
5. APPROVAL OF MINTUES – MARCH 2025
Alvarez made a motion, seconded by Finch, to approve the March 2025 minutes to be
amended with a missing name. The motion was adopted unanimously with Hooker, Noles,
and Vice Chair Nickoloff abstaining.
6. UNFINISHED BUSINESS
None.
7. NEW BUSINESS
a. New Board Member Introductions
Chair Peyronnin welcomed new members Michael Hooker and Ryan Noles. Members
introduced themselves and commented on their interest in transportation issues.
Dempsey also introduced herself and discussed her history and interest in
transportation. Members commended Dempsey on her work as the staff liaison.
b. Transportation Capital Improvement Program – Brad Buckman and Dana
Hornkohl, Engineering
Brad Buckman, City Engineer, stated the transportation capital improvement (TCI) is a
tool that prioritizes the various transportation infrastructure investments as outlined in
various plans, including the Active Modes Plan, the Transportation Capital Projects
Prioritization Study, and the Strategic Trails Plan, using criteria aligning with the City’s
strategic goals and objectives. He outlined project goals and deliverables, noting safety
is the top priority and Vision Zero is a fundamental goal, alignment with the Active
Modes Plan and Strategic Trails Plan is a goal, and project planning and execution
aims for better environmental outcomes by decreasing congestion and supporting
mode shift. Additionally, he noted projects include aspects of community, equity, the
environment, and future BRT planning.
Buckman stated the TCI is a cornerstone of the 15-minute city planning efforts and
discussed how the TCI aligns with various other Council priorities and strategic
objectives. He also discussed TCI alignment with community goals, including
eliminating fatal and serious injury crashes by 2032, encouraging the shift to active
modes, strengthening underserved communities, improving resiliency, and supporting
community centers. Buckman stated TCI is an interactive and GIS based tool that is
both flexible and dynamic and able to adjust based on evolving grant programs and
funding.
Dana Hornkohl, Capital Projects Manager, stated the goal of the TCI dashboard is to
take the projects that have come out of various plans and compare them to six
evaluation criteria to prioritize them, with the criteria including safety, reducing
greenhouse gas emissions, considering the health equity index, regional significance
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and alignment, synergy with other projects, and community benefits.
Hornkohl discussed the dynamic tool used to prioritize projects based on the
aforementioned criteria. He noted the high injury network was identified as part of the
Vision Zero plan, and as that plan is updated, the high injury network will be updated,
and that is the primary scoring mechanism for safety for these projects.
Hornkohl discussed the weighting scheme utilized for the criteria which was primarily
developed by benchmarking projects based on stakeholder input from Traffic
Operations, FC Moves, long-range planning within Planning, Development, and
Transportation, and Engineering. He noted the weighting scheme can be easily
changed based on grant opportunities. He stated the online tool shows the projects
table, scoring data, and a map of the projects, and he detailed the Shields Street
protected infrastructure projects.
Chair Peyronnin noted roundabouts are safer than traditional signalized intersections
and asked why they are not utilized more often. Buckman replied roundabouts are a
primary mechanism for new projects; however, right-of-way acquisition, cost, and traffic
counts must be considered. He noted there are plans for a protected roundabout at
Elizabeth and Overland Trail and a two-lane roundabout at Carpenter and Timberline.
He stated staff does appreciate the solution of roundabouts as it gets closer to the
Vision Zero goals.
Chair Peyronnin noted state of Virginia research indicated the cost of a roundabout
intersection is about half that of a conventional signalized intersection once fatalities
and insurance are factored in.
Felton asked how the Board can support roundabouts being the default choice.
Buckman replied the Board can continue to provide memos to Council and stated the
City does try to implement roundabouts as much as possible.
Members discussed various areas of the city that require safety improvements,
particularly the Harmony corridor. Buckman noted the arterial road network is
synonymous with the high injury network.
Buckman noted the Community Capital Improvement Program tax dollars are
indispensable to this program. Additionally, he noted the tax is up for renewal in
November. He commented on the Transportation Capital Expansion Fee which
requires developers to pay into the system.
Staff noted the online tool will be part of an overall capital project delivery map, which is
intended to be a one stop shop for all capital projects. Additionally, it was noted the tool
will be adopted by Council at the May 20th meeting.
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Item 17.
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RESOLUTION 2025-061
OF THE COUNCIL OF THE CITY OF FORT COLLINS
ADOPTING THE TRANSPORTATION CAPITAL IMPROVEMENT
DASHBOARD AS A METHODOLOGY AND FOUNDATION FOR THE
TRANSPORTATION CAPITAL IMPROVEMENT PROGRAM
PRIORITIZATION AND PLANNING
A. The purpose of this item is to adopt the Transportation Capital Improvement
(“TCI”) dashboard as a methodology and foundation for the transportation capital
improvement program prioritization and planning.
B. The TCI dashboard is a geographic information system (“GIS”) based
project management tool that supports the TCI process. Exhibit A attached hereto and
incorporated herein, is a technical memorandum that summarizes the methodology and
standard operating procedures for the TCI dashboard. The TCI dashboard is a
methodology for evaluating and prioritizing transportation capital projects identified in the
City’s capital improvement type plans, including the Active Modes Plan (“AMP” adopted
December 2022), Transportation Capital Projects Prioritization Study (“TCPPS” adopted
September 2023), and Strategic Trails Plan (“STP” scheduled for City Council
consideration in Summer 2025). The TCI dashboard uses criteria developed from the
City’s various strategic plans and analyses that speak to the City’s strategic goals and
inform the selection, implementation, and construction of transportation infrastructure
improvements including City Plan, 2024 Strategic Plan, Our Climate Future, Transit
Master Plan, Vision Zero Action Plan, and the 15-Minute City Analysis.
C. The TCI dashboard does not seek to prioritize maintenance work (street
maintenance program), programmatic work (pedestrian sidewalk program and bridge
program), primary transit infrastructure (bus rapid transit), or trails outside of arterial
corridors. These efforts all have dedicated funding sources and are prioritized based on
the specific evaluation criteria for those programs and projects. However, these efforts
inform the scope of work of TCI projects (transit, trails, bridges), as well as the
coordination/synergy of TCI projects (street maintenance program, pedestrian sidewalk
program, transit).
D. The TCI dashboard is a data driven approach to prioritize the various
infrastructure projects recommended by the plans using criteria that aligns with the
recommendations and goals of the City’s governing planning documents.
E. The TCI dashboard was envisioned as a living tool that can be updated
moving forward by including new projects and updating criteria to match future strategic
planning efforts. Newly identified projects can be added as the various transportation
infrastructure plans are updated. The criteria, weighting, and sc oring can be updated to
reflect updates in governing plans, and the prioritization list can be reordered to focus on
funding opportunities and sources that emphasize specific criteria, such as air quality,
safety, or active modes.
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Item 17.
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F. The TCI dashboard includes consideration of environmental impacts and
fiscal constraints, and the initial TCI dashboard criteria weighting and scoring was arrived
at after careful consideration and robust discussion of the various groups that plan,
deliver, and maintain transportation infrastructure for the City. The criteria includes:
safety, greenhouse gas reduction, health equity index, regional significance/alignment,
synergy, coordination with Streets Department Maintenance Plan, coordination with
Utilities Department Capital and Field Operations Projects, ability to further the goals of
the Urban Forestry Master Plan, coordination with capital projects originating from other
entities such as water and sewer providers like Fort Collins -Loveland Water District and
private utilities such as Xcel, community benefits, bicycle access, and pedestrian access.
G. Primary work on the TCI dashboard began in April 2024 and Olsson
Associates was engaged to help develop and implement the tool. Th is work was first
brought to the City Council’s attention in August 2023, as part of finalizing and adopting
the TCPPS. Updates on progress on the TCI effort were provided to City Council in
August 2024 as part of the update on the 15 -Minute City efforts. In November 2024, City
staff presented an update on the TCI dashboard to the Local Legislative Affairs
Committee. City staff received feedback from Council at the January 14, 2025, Work
Session. City staff presented the TCI dashboard to the Transportation Board for additional
discussion on April 16, 2025, and the Board was receptive to the TCI dashboard and
methodology.
H. The City Council finds and determines that it is in the best interests of the
City to adopt the TCI dashboard as a methodology and foundation for the transportation
capital improvement program prioritization and planning, and that using the TCI
dashboard advances the public’s health, safety, and welfare by facilitating improvement
of the City’s multimodal transportation safety and infrastructure.
In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF
FORT COLLINS that the City Council hereby adopts the Transportation Capital
Improvement dashboard, as described in Exhibit A, as a methodology and foundation for
the transportation capital improvement program prioritization and planning.
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Passed and adopted on June 3, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 3, 2025
Approving Attorney: Heather N. Jarvis
Exhibits: Exhibit A - Transportation Capital Improvements Methodology Dashboard
Standard Operating Procedure memorandum, dated May 20, 2025
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MEMO Overnight
Regular Mail
Hand Delivery
Other:
To: Dana Hornkohl, PE
From: Chris Rolling, PE
Jenna Friesen
RE: Transportation Capital Improvements (TCI) Methodology
Dashboard Standard Operating Procedure (SOP)
Date: May 20, 2025
Project #: City Proj. No. 9444-WO-Olsson-TCIP
Olsson Proj. No. F21-06642
Introduction
The Fort Collins Transportation Capital Improvements (TCI) consolidates multiple city transportation plans
into a unified list. This involves creating capital projects, developing performance-based scoring criteria,
and integrating them into a fiscally constrained ten-year plan using a GIS-based dashboard. TCI is
grounded in community objectives such as traffic safety, active transportation, emission reduction, support
for community centers, and enhanced resiliency and sustainability, aligning projects with community goals
and federal requirements.
This technical memorandum summarizes the methodology and Standard Operating Procedure (SOP)
document for a Geographic Information System (GIS) based project management dashboard which
supports the TCI process. This document provides a comprehensive guide to processes and tools, ensuring
consistency in development and management of capital projects. It describes processes to develop the
Project List, Scoring and Background GIS Layers, Scoring Rubric, and the interactive features of the GIS
dashboard. The memo includes the following main topics.
·Project List
·Scoring and Background GIS Layers
·Scoring Process
·Dashboard & Functionality
·Use Cases
Project List
The Project List was compiled using projects listed in the Active Modes Plan (AMP), Transportation Capital
Project Prioritization Study (TCPPS), Highway Safety Improvement Program (HSIP) Funding Awards,
proposed at-grade crossings from the Strategic Trails Master Plan, and the list of bridge improvements from
the City. Once all these projects were compiled, Olsson “grouped” projects by geographic location and by
proposed project type. Once projects were grouped, these became known as the “TCI” Project and were
assigned an associated TCI number (e.g. TCI-001, TCI-002, etc.). These projects were mapped in GIS and
kept in an Excel spreadsheet with the TCI Project numbers and additional project details such as location,
scope, project types, cost, and status.
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Scoring and GIS Layers
To establish a prioritization process, six scoring categories were developed which included: greenhouse
gas reduction, safety, health equity index, community benefit, regional significance, and synergy. Each of
these categories included one if, not multiple GIS layers to use in the scoring process. Those layers are
listed in the Table 1. These data layers were used in the scoring process which was completed in GIS using
a combination of manual scoring and geospatially using intersect analysis.
Category Dataset Format Source
Greenhouse Gas
Reduction
City Bus Routes and
Stops
Spatial (shapefile) Fort Collins GIS
Greenhouse Gas
Reduction
2045 Regional Significant
Transit Corridors
Spatial (shapefile) North Front Range MPO
Safety LOSS Intersections Spatial (shapefile) Fort Collins 2022 Annual
Roadway Safety Report (PDF)
Safety High Injury Network Spatial (shapefile) Fort Collins GIS
Equity Health Equity Index Spatial (shapefile) Fort Collins GIS
Regional
Significance
2045 Regional Significant
Corridors
Spatial (shapefile) North Front Range MPO
Community
Benefit
Bike Scores Spatial (shapefile) Fort Collins 15-minute City
Plan
Community
Benefit
Pedestrian Scores Spatial (shapefile) Fort Collins 15-minute City
Plan
Synergy Street Maintenance
Efforts
Spatial (shapefile) Fort Collins Streets
Maintenance Program
Synergy Known Utility Projects Spatial (shapefile) Fort Collins GIS
Synergy Forestry Land Cover
Metrics
Spatial (geodatabase) Fort Collins GIS
Synergy Project Coordination
Projects
Spatial (shapefile) Fort Collins GIS
TABLE 1 – SCORING CRITERIA DATA SUMMARY
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Scoring Process
The primary method when scoring the TCI projects was using the intersect analysis geospatial processing
method, which is used to determine the common areas between different spatial datasets. Essentially, it
overlays multiple layers of geographic information to identify where they overlap. In this process, the TCI
Projects layer overlaid all the scoring layers listed in the table, and assigned a value based on the overlap.
If a project overlapped a scoring layer, the scoring criteria was then applied to the TCI Project. The scoring
criteria can be found in the tables below.
GHG Reduction
Does the project support
vehicle electrification?
Does the project
connect to transit?
Does the project
support active modes?
Score
No No No 1
Yes No No 2
No No Yes 3
No Yes No 3
No Yes Yes 4
Yes Yes Yes 5
TABLE 2 – GHG REDUCTION SCORING RUBRIC
The greenhouse gas reduction category was analyzed using spatial information such as transit routes and
bus stops as well as active mode information to determine its score. If a project intersected a transit route
or was within a short distance of a transit stop, then it would score higher. Additionally, if the Project’s
description had an indicator that it would support vehicle electrification, then it was scored accordingly.
Safety
Safety Elements Score
Not HIN or FI LOSS 3 or 4 1
Not on HIN, but FI/LOSS 3 or 4 2
On HIN 3
On HIN and FI LOSS 3 4
On HIN and FI LOSS 4 5
TABLE 3 – SAFETY SCORING RUBRIC
The safety score was determined using the city’s High Injury Network (HIN) as well as the Level of Safety
Service (LOSS) at the top 50 intersections identified in the Fort Collins 2022 Safety Report. As indicated in
the Safety Scoring table, if a project is along the HIN or near an intersection with LOSS 3 or 4, or a
combination of these layers, the score reflects the Project’s relation to those safety concerns.
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Health Equity Index
Low Range High Range Score
0 60 1
61 75 2
76 90 3
91 95 4
96 100 5
TABLE 4 – EQUITY SCORING RUBRIC
Health Equity was scored using the City’s Health Equity Index. Each census tract is given a HEI score
(HEIscore in attribute table). When a Project intersected the HEI layer, the TCI score would be determined
based on the intersection of the HEI score (e.g. TCI-057 intersects an HEI score of 54, therefore it gets a
TCI score of 1). Note: if a Project intersected multiple HEI zones, the highest HEI score will determine the
TCI Project score (e.g. TCI-001 intersects HEI scores of 15, 54, 92, and 100. This TCI project will get a
score of 5).
Regional Significance/Alignment
Alignment Score
Not along a regional significant route 1
Partially along a regional significant route 3
Along a regional significant route 5
TABLE 5 – REGIONAL SIGNIFICANCE SCORING RUBRIC
The Regional Significance and Alignment layers were analyzed manually by reviewing each TCI Project
and seeing if the project or a portion of the project was along a 2045 Regional Corridor identified by the
North Front Range MPO.
Community Benefit
Walking & Biking Scores Rating Score
0-35 Very Poor 1
36-60 Poor 2
61-80 Fair 3
81-90 Good 4
91-100 Very Good 5
TABLE 6 – COMMUNITY BENEFIT SCORING RUBRIC
The Community Benefit Scores were scoring using the geospatial intersect analysis method and
determining the Project’s score based on the bike or pedestrian’s layer’s score from the 15-minute City
Plan. Like the HEI score, if the Project intersected multiple bike or pedestrian scores, the highest bike or
pedestrian score was used for the TCI score (e.g. TCI-001 intersected 13 different bike scores, and the
highest bike score in that intersect was 77.8, therefore the TCI-001 scored a 3 in the Bike Community
Benefit category).
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Synergy (Streets, Utilities, Other Projects)
Value Score
Not aligned with other projects. 1
- -
Partially aligned with other projects 3
- -
Aligned with other projects 5
TABLE 7 – SYNERGY (STREETS, UTILITIES, OTHER PROJECTS) SCORING RUBRIC
Synergy (Forestry)
Value Score
0 -10 5
11 - 20 4
21 - 30 3
31- 40 2
41+ 1
TABLE 8 – SYNERGY (FORESTRY) SCORING RUBRIC
Synergy was scored using the Street Maintenance, Project Coordination, and Urban Forestry layers
provided by the City. The Street maintenance and Project Coordination layers showed the locations of
upcoming street maintenance as well as various projects listed by department and company throughout the
city. The Project Coordination layer was reduced to City projects that intersected the TCI Projects GIS layer
and then those projects were categorized as street projects, utility, projects, or other projects. The Synergy
Streets score was determined based on the TCI Projects’ alignment with the Street Maintenance layer,
while the Synergy Utilities and Synergy Other categories were scored based on the TCI Projects’ alignment
with the Project Coordination layer. The Synergy Forestry category was scored with the Urban Forestry
layer’s canopy percent. The TCI Project layer was intersected with the Forestry layer and scored based on
the percentage of canopy coverage. The higher score indicates the need for increased tree canopy for an
area. (e.g. TCI-001 intersecting canopy coverage percentages ranging from 20 to 37 percent, therefore
receiving a score of 2).
Once all the scoring analysis is completed, scores are recorded in the TCI Project spreadsheet under each
category. A weighting was applied to the scores which is designed to create a project list that emphasize
the criteria that directly reflect community’s needs and values. The weighting scheme, designed to create
a maximum score of 100, is shown in Table 9 below.
Safety GHG HEI Regional Synergy
(Streets)
Synergy
(Utilities)
Synergy
(Forestry)
Synergy
(Other)
Community
(Bike)
Community
(Pedestrian)
3 1 2 1 2 2 2 1 3 3
TABLE 9 – WEIGHTING SCHEME
Costing and scheduling are also calculated in the Project spreadsheet. Once all the scoring, costing, and
scheduling are calculated, the spreadsheet can be joined to the TCI Project GIS layer. An unformatted copy
of the TCI Project Scores tab from the master TCI Project List spreadsheet is used to populate the TCI
Projects GIS layer. Once the TCI Project Scores is exported to a separate spreadsheet, displaying the
spreadsheet values only (no formulas), then it can be added into ArcGIS Pro and spatially joined to the TCI
Project layer using the TCI Project Number to join. Values from the spreadsheet are copied into the
appropriate attribute fields using the Field Calculator.
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Dashboard & Functionality
In ArcGIS Online, an interactive dashboard was created to display the TCI Projects and associated project
scoring. ArcGIS dashboards provide information on a single screen with location-based analytics and
interactive data visualizations. Dashboards integrate spatial data so users can visualize patterns, trends,
and relationships. The TCI Project dashboard was set up so Fort Collins staff can view all the TCI Projects,
and sort and filter Projects based on project information like location, status, cost, project type, and scoring.
The dashboard consists of the TCI Project overview map, which displays all the TCI Projects that are listed
in the spreadsheet. The TCI Project dashboard can be used to sort/filter TCI Projects and their associated
information.
FIGURE 1 – DASHBOARD OVERVIEW
1.The left panel includes the selector list.
a.The top left portion of the panel includes predefined selectors allow users to sort, and filter
based on various Project attributes for the TCI Projects Map, TCI Projects List, and main
panels.
b.The bottom left panel includes filters for Individual Projects Map and Individual Projects
List. This map is located behind the TCI Projects Map and can be accessed by clicking on
the “Individual Projects Map” tab.
2.The top panel includes scoring filters. Users can adjust the scores to see how projects were scored.
3.Total TCI Projects Selected and Total Cost of TCI Projects Selected Indicators. Indicators tell users
the total number of projects and project costs that are selected. Note that there are indicators for
Map #2: Individual Projects Maps under the displayed indicators. Use the arrows below the indictors
to toggle between the two different indicators.
4.TCI Project List. This list is dynamic and adjusts as project selections are made. This list is
organized to display highest draft scores based on the current selection.
5.Plan Breakdown by Status (Map 2) graph. This graph shows the number of projects from each City
Plan that are included within the TCI Project selection.
6.Total Cost of Projects by Year graph. This graph adjusts based on the projects selected.
7.Tables. The Tables tab includes the attribute table for the TCI Projects Map and Map #2: Individual
Projects’ tables and displays projects based on the current selection of projects.
#1b
#2
#3 #4
#6
#7
#1a
#5
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Dashboard Maps
There are two different maps within the TCI Project dashboard. These maps can be toggled between the
two by clicking on the map tabs shown directly below each map. The main map in the TCI Project dashboard
is the TCI Projects map which is linked to most of the other dashboard elements such as the selectors,
indicators, and project list. Map 2, which is referred to as the Individual Projects Map displays all the
individual projects from the City’s different plans. There are selectors built into the left panel to sort on the
individual projects layer. Those selectors have “(Map 2)” associated with the selector name.
Background and Scoring Layers
Each map in the dashboard has additional GIS layers that can be toggled on and off. Those can be found
under the Layers button on the top right of the map screen. To turn on and off the background/scoring
layers, click on the eyeball icon next to each layer.
FIGURE 2 – SCORING LAYERS
Project Editing
The TCI Projects layer has been enabled for staff editing. The only field that is enabled for editing is the
Project “Status” field. (Note: all the other fields are Read Only to prevent from accidental editing.) To edit
this field, click on the TCI Projects Table, and click on the pencil button on the left side of each Project row.
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Use Cases
Project Management - Editing Status
The TCI Projects layer has been enabled for staff editing. The only field that is enabled for editing is the
Project “Status” field. (Note: all the other fields are Read Only to prevent from accidental editing.) To edit
this field, click on the TCI Projects Table, and click on the pencil button on the left side of each Project row.
FIGURE 3 – PROJECT EDITING – PROJECT LIST VIEW
Once you select a Project to edit, the Edit Attributes dialog box appears. Scroll down to the “Status” field
and click on the dropdown arrow to select the updated status of the Project. Select one of the predefined
attributes, then click Save to save the changes. Note that only the project status can be modified currently.
If needed, additional fields can be editable such that costs, timing, or scores could be changed.
**Important note: currently the sharing permissions are for internal Fort Collins Staff only. If this dashboard’s
permissions are shared to the public, please be sure to create a “read-only” copy of the TCI Projects feature
layer and disable editing permissions from the public.
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FIGURE 3 – PROJECT EDITING – PROJECT DETAIL WINDOW
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Select Projects for Grants
Another powerful use case for the dashboard is to filter and select projects to identify them as candidates
for grant applications. This can be done using the scoring filters in the top ribbon as well as filters along the
left side to further tailor the selection to meeting the grant. For example, Highway Safety Improvement
Program (HSIP) applications focus on safety, bike and pedestrian improvements, and equity. Furthermore,
there are minimum and maximum grant amounts based on the available funding. To select candidate TCI
projects, filter the Safety, Community, and Equity criteria to higher values and filter by the allowable cost
range to find candidate projects. Note that a user may need to increase or decrease criteria to create a
useful list of candidate projects. Once selected the “TCI Projects Table” shows the list of candidate projects.
FIGURE 4 – GRANT IDENTIFICATION
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Item 17.
File Attachments for Item:
18. Resolution 2025-062 Authorizing an Intergovernmental Agreement Between the Cities
of Fort Collins, Greeley and Loveland for the Exchange of Judicial Services and
Appointing Temporary Judges.
The purpose of this item is to authorize an intergovernmental agreement (IGA) with the Cities of
Greeley and Loveland for judicial services to be used in the event that a conflict of interest or
other circumstance prevents the Municipal Judge and assistant judges from hearing a particular
Municipal Court case. This agreement is intended to replace a prior 2023 IGA between Fort
Collins, Loveland, and Greeley. A similar agreement was also in place prior to 2023. This
agreement is updated to include all current, eligible judges from each jurisdiction.
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City Council Agenda Item Summary – City of Fort Collins Page 1 of 2
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Judge Jill A. Hueser, Chief Judge
SUBJECT
Resolution 2025-062 Authorizing an Intergovernmental Agreement Between the Cities of Fort
Collins, Greeley and Loveland for the Exchange of Judicial Services and Appointing Temporary
Judges.
EXECUTIVE SUMMARY
The purpose of this item is to authorize an intergovernmental agreement (IGA) with the Cities of Greeley
and Loveland for judicial services to be used in the event that a conflict of interest or other circumstance
prevents the Municipal Judge and assistant judges from hearing a particular Municipal Court case. This
agreement is intended to replace a prior 2023 IGA between Fort Collins, Loveland, and Greeley. A similar
agreement was also in place prior to 2023. This agreement is updated to include all current, eligible judges
from each jurisdiction.
STAFF RECOMMENDATION
Staff recommends adoption of the Resolution.
BACKGROUND / DISCUSSION
On occasion, the Municipal Judge may be prevented from sitting on the bench by reason of personal conflict
of interest, illness, vacation, or other reason, and the Assistant Municipal Judge presiding over and
conducting the Municipal Court in such event may also be unavailable.
Executing an IGA is a cost-effective method of providing for judicial services in the event of an absence of
the Municipal Judge.
The City Charter gives Council the authority to name the Municipal Judge and any alternate judge.
The Resolution authorizes the Mayor to execute the agreement with the Cities of Greeley and Loveland as
described in the Resolution. The Resolution names the Loveland Municipal Judge, the Honorable Jennifer
Edgley, and Loveland’s Deputy Municipal Judge, the Honorable Carrie Clein as well as the Greeley
Municipal Judge, the Honorable Mark Gonzales, and Greeley’s Assistant Municipal Judges, the Honorable
Keith Coleman, and the Honorable Jerry Manzer, who are all reputable attorneys and qualified to act as
the Fort Collins Municipal Judge, to provide judicial services to the City in the absence of the current
Municipal Judges, through May 30, 2027.
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Item 18.
City Council Agenda Item Summary – City of Fort Collins Page 2 of 2
The Chief Judge and the City Attorney’s Office have reviewed public records related to each of these
judges’ status and reputation and confirmed their good standing as attorneys in Colorado and their
reputations and qualifications as attorneys and judges.
Judge Edgley has been a licensed attorney for 10 years and has been licensed in Colorado since
2023. She has been the Municipal Judge for Loveland since November, 2024.
Judge Clein was admitted to the Colorado Bar in 1984 and practiced law as a Deputy Colorado
State Public Defender from 1983 to 1993. In 1993, she joined the law firm of Harrington Brewster
and Clein, P.C. where she is a partner. Judge Clein was appointed in Loveland in 2019 and is also
a judicial officer for Lakewood municipal Court and the Denver Civil Service Commission.
Judge Gonzales was admitted to the Colorado Bar in 2000 and has been the Greeley Municipal
Judge since May 2018. Before that he served as a Weld County District Court Magistrate for nine
years. He has also served as a Weld County Deputy District Attorney and a Greeley Assistant City
Attorney.
Judge Coleman was admitted to the Colorado Bar in 1994 and has his own criminal defense
practice in Greeley. He was appointed as an Assistant Municipal Judge in Greeley in 2018.
Judge Manzer was admitted to the Colorado Bar in 2004. He has a private law practice in Greeley.
The City of Loveland City Council considers approval of the IGA by resolution on June 3, 2025, and the
City of Greeley City Council considers approval of the IGA by resolution on June 3, 2025.
CITY FINANCIAL IMPACTS
None.
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
None.
PUBLIC OUTREACH
None.
ATTACHMENTS
1. Resolution 2025-062
Page 257
Item 18.
-1-
RESOLUTION 2025-062
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AUTHORIZING AN INTERGOVERNMENTAL AGREEMENT
BETWEEN THE CITIES OF FORT COLLINS, GREELEY AND
LOVELAND FOR THE EXCHANGE OF JUDICIAL SERVICES
AND APPOINTING TEMPORARY JUDGES
A. On occasion, Municipal Judges may be prevented from sitting on the bench
by reason of personal conflict of interest, illness, vacation, or other reasons, and the
Assistant Municipal Judge presiding over and conducting the Municipal Court in such
event may also be unavailable.
B. To provide cost-effective special judicial services to temporarily replace the
services of its Municipal Judge in the event of a conflict of interest or other circumstance,
the City should cooperatively exchange the services of the City’s Municipal Judge and
Assistant Judges with those of other entities.
C. On November 4, 2020, the City Council approved Resolution 2020 -101,
authorizing an intergovernmental agreement (“IGA”) between the City, Greeley and
Loveland for the exchange of judicial services through October 2022.
D. On January 17, 2023, the City Council approved Resolution 2023-001,
again authorizing an intergovernmental agreement (“IGA”) between the City, Greeley and
Loveland for the exchange of judicial services through October 2024.
E. City staff has discussed with Loveland’s and Greeley’s representatives the
proposed terms of an updated IGA to provide for the continued exchange of judicial
services if needed to temporarily substitute when a Municipal Judge and temporary or
assistant judges are unavailable, including the provision of replacement judicial services
and compensation for costs directly incurred to provide such services .
F. Article VII, Section 1 of the City Charter sets forth the requirements for the
appointment of the Municipal Judge and temporary judge, including that the temporary
judge be a reputable and qualified attorney.
G. The City Council has the authority to designate reputable and qualified
attorneys to serve as temporary judges through May 2027 .
H. Based on research conducted by the Chief Judge and the City Attorney’s
Office, the City Council recognizes that the Honorable Jennifer Edgley (Loveland
Municipal Judge), the Honorable Carrie Clein (Loveland Deputy Municipal Judge), the
Honorable Mark Gonzales (Greeley Municipal Judge), the Honorable Keith Coleman
(Greeley Assistant Municipal Judge), the Honorable John Sierra (Greeley Assistant
Municipal Judge), and the Honorable Jerry Manzer (Greeley Assistant Municipal Judge)
are all reputable and qualified attorneys.
Page 258
Item 18.
-2-
I. Pursuant to Colorado Revised Statutes Section 29 -1-203, governments
may cooperate or contract with one another to provide any function or service lawfully
authorized to each of the cooperating or contracting units of government .
J. The Loveland City Council and the City of Greeley plan to approve the
proposed IGA, a copy of which is attached hereto as Exhibit A and incorporated herein
by reference.
K. The City Council has determined that the proposed IGA between the cities
of Fort Collins, Loveland and Greeley is in the best interests of the City.
In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF
FORT COLLINS that the City Council hereby authorizes the Mayor to execute the
intergovernmental agreement between the City and the cities of Loveland and Greeley
for the purpose of appointing Judges Jennifer Edgley, Carrie Clein, Mark Gonzales, Keith
Coleman, John Sierra, and Jerry Manzer, as the temporary judges for Fort Collins
effective June 1, 2025, nunc pro tunc, through May 30, 2027, in substantially the form
attached as Exhibit A along with such additional language as the City Manager, in
consultation with the City Attorney, determines to be necessary and appropriate to protect
the interests of the City or further the purposes of this Resolution.
Passed and adopted on June 3, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 3, 2025
Approving Attorney: April Silva
Exhibits: Exhibit A - Intergovernmental Agreement for Judicial and Administrative
Services
Page 259
Item 18.
EXHIBIT A TO RESOLUTION 2025-062
1
INTERGOVERNMENTAL AGREEMENT
FOR JUDICIAL AND ADMINISTRATIVE SERVICES
THIS AGREEMENT is made and entered into by and between THE CITY OF FORT
COLLINS, COLORADO (“Fort Collins”), THE CITY OF GREELEY, COLORADO (“Greeley”),
and THE CITY OF LOVELAND, COLORADO (“Loveland”), and each and all also will be
collectively referred to as the “Municipality” or the “Municipalities.”
WITNESSETH:
WHEREAS, pursuant to Section 29-1-203, C.R.S., governments may cooperate or contract
with one another to provide any function, service or facility lawfully authorized to each of the
cooperating or contracting units of government; and
WHEREAS, the Municipal Courts of Cities and Towns are generally held and presided
over by Municipal Judges employed by the Municipalities; and
WHEREAS, on occasion, the Municipal Judges may be prevented from sitting on the bench
or presiding over a case by reason of personal conflict of interest, vacation, illness or other reason,
and in some cases the Assistant Municipal Judge (also known as the temporary judge) may also
be unavailable; and
WHEREAS, in order to provide cost-effective and efficient special judicial services to
temporarily replace the services of the Municipal Judge in the event of a conflict of interest or
other circumstance, the Municipalities desire to cooperatively exchange the services of their
Municipal Judge with each other; and
WHEREAS, Section 1 of Article VII of the Fort Collins City Charter sets forth the
requirements for the appointment of Municipal Judges, including temporary judges, and requires
that the temporary judges be reputable and qualified attorneys; and
WHEREAS, Section 9-2 of the City of Loveland Charter sets forth the requirements for
appointment of the Municipal Judge and deputy municipal judges, including that such judges shall
be an attorney at law admitted to practice in Colorado; and
WHEREAS, Section 7-1 of the Charter of the City of Greeley sets forth the requirements
for appointment of the Judge or Judges of the Municipal Court and states that in the Judge or
Judges’ absence the Council shall designate an attorney to serve as Judge; and
WHEREAS, the City Councils of all three Municipalities have the authority to designate
an attorney to serve as a deputy or temporary judge; and
WHEREAS, by Resolution 2025-062, the Fort Collins City Council recognized that the
Loveland Municipal Judge, the Honorable Jennifer Edgley, and the Loveland Deputy Municipal
Page 260
Item 18.
EXHIBIT A TO RESOLUTION 2025-062
2
Judge Carrie Clein; the Greeley Municipal Judge, the Honorable Mark Gonzales; and the Greeley
Assistant Judges Keith Coleman, John Sierra, and Jerry Manzer are reputable and qualified
attorneys; and
WHEREAS, by Resolution #R-___-2025, the Loveland City Council recognized that the
Fort Collins Municipal Judge, the Honorable Jill Hueser; the Fort Collins Assistant Municipal
Judges Brandi Nieto, Kristin Brown, Whitney Stark, Laura Hinojos, Jana Kaspar, and Sarah
Simchowitz; the Greeley Municipal Judge, the Honorable Mark Gonzales; and the Greeley
Assistant Judges Keith Coleman, John Sierra, and Jerry Manzer are attorneys at law licensed to
practice in Colorado; and
WHEREAS, by Resolution __, 2025, the Greeley City Council recognized that the Fort
Collins Municipal Judge, the Honorable Jill Hueser, and the Fort Collins Assistant Municipal
Judge Brandi Nieto are attorneys qualified to serve as assistant judges in accordance with Section
2.08.050 of the Greeley Municipal Code; and
WHEREAS, the Fort Collins City Council authorized the Mayor of Fort Collins to execute
an intergovernmental agreement between Fort Collins, Loveland, and Greeley for the purpose of
appointing Judges Edgley, Clein, Gonzales, Coleman, Sierra, and Manzer as temporary judges
through May 30, 2027, with such language in an intergovernmental agreement as the
Municipalities determine is appropriate to provide for the exchange of judicial services when
needed; and
WHEREAS, the Loveland City Council has authorized the Mayor of Loveland to execute
an intergovernmental agreement between Loveland, Fort Collins, and Greeley for the purpose of
appointing Judges Hueser, Nieto, Brown, Stark, Hinojos, Kaspar, Simchowitz, Sierra, Gonzales,
Coleman, and Manzer as deputy judges through May 30, 2027, with such language in an
intergovernmental agreement as the Municipalities determine is appropriate to provide for the
exchange of judicial services when needed; and
WHEREAS, the Greeley City Council has authorized the Mayor of Greeley to execute an
intergovernmental agreement between Loveland, Fort Collins, and Greeley for the purpose of
appointing Judges Hueser and Nieto as assistant judges through May 30, 2027, with such language
in an intergovernmental agreement as the Municipalities determine is appropriate to provide for
the exchange of judicial services when needed; and
WHEREAS, the Municipalities’ City Councils have determined it would be in the best
interests of their respective Municipalities to enter into an Intergovernmental Agreement to
authorize the exchange of such judicial services under appropriate circumstances and to establish
the terms and conditions upon which such exchange of services should occur.
Page 261
Item 18.
EXHIBIT A TO RESOLUTION 2025-062
3
NOW, THEREFORE, in consideration of the mutual covenants contained herein and other
good and valuable consideration, the receipt and adequacy of which are hereby acknowledged, the
parties agree as follows:
1. Exchange of Judicial Services. If the presiding Municipal Judge of Fort Collins,
Loveland, or Greeley, in his or her discretion, determines that a conflict of interest exists, or that
any assistant or backup judges are unavailable to perform the normal duties of such judge’s
position, the lead presiding Municipal Judge (“the Requesting Municipal Judge”) shall determine
whether it would be appropriate to exchange judicial services under this Agreement. In making
such determination, the Requesting Municipal Judge shall consider the unique circumstances
which give rise to the need for a secondary assistant or backup Municipal Judge as well as any
other factors which the Requesting Municipal Judge may consider to be relevant. If the City
Council or the Municipal Judge for a Municipality determines that an exchange of judicial services
would be appropriate under this Agreement, the Requesting Municipal Judge shall notify the
Municipal Judge for the other Municipality, (“the Responding Municipal Judge”) and request that
such judge provide such services.
Upon receipt of such request, the Responding Municipal Judge shall determine whether
such services may be provided without unduly interfering with the Responding Municipality’s
ability to perform the normal duties of its own court. The Responding Municipal Judge shall notify
the Requesting Municipal Judge within three (3) working days as to whether the request for judicial
services can be accommodated. If so, the Responding Municipal Judge will provide such services.
If no response is received from the Responding Municipal Judge within three (3) working days,
the request shall be deemed denied.
2. Pursuant to Fort Collins City Council Resolution 2025-062, the Loveland City
Council Resolution #R-___-2025, Greeley City Council Resolution __, 2025, the following
Municipal Judges are authorized to appear in the Municipal Court of Fort Collins, Loveland, or
Greeley, respectively:
Fort Collins
Jennifer Edgley
Carrie Clein
Mark Gonzales
Keith Coleman
John Sierra
Jerry Manzer
Loveland
Jill Hueser
Brandi Nieto
Kristin Brown
Whitney Stark
Laura Hinojos
Jana Kaspar
Sarah Simchowitz
John Sierra
Mark Gonzales
Keith Coleman
Jerry Manzer
Greeley
Jill Hueser
Brandi Nieto
Page 262
Item 18.
EXHIBIT A TO RESOLUTION 2025-062
4
3. Reimbursement of Costs. The party for whom judicial services are rendered under
this Agreement (“the Requesting Municipality”) shall provide a replacement judge for judicial
services for the other party (“the Responding Municipality”) if requested by the Responding
Municipality and shall reimburse the Responding Municipality for all out -of-pocket expenses
incurred in rendering the requested judicial services. Such expenses shall include, without
limitation, cost of reproducing documents, mileage, and long-distance telephone calls, and shall
exclude any reimbursement for compensation paid by the Responding Municipality to its
Municipal Judge, its Temporary or Assistant or Deputy Judge, or to its support staff. Payment of
such expenses shall be made within thirty (30) days of the date of receipt of any billing therefor.
The Requesting Municipality shall endeavor to limit the costs to the Responding Municipality by
providing staff support as needed, copies of documents and the use of equipment such as
telephones or computers.
4. Employment Status. Throughout the delivery of the requested secondary judicial
services, the Responding Municipal Judge and/or such judge’s personnel shall discharge the
responsibilities of the Requesting Municipality in accordance with the Requesting Municipality’s
Charter and Code and other laws applicable to Requesting Municipality but shall continue to be
employed solely by the Responding Municipality, and the delivery of such judicial services for the
Requesting Municipality by the Responding Municipal Judge and/or his or her personnel shall be
considered to be within the scope of the performance of the Responding Municipal Judge’s duties
for and employment by the Responding Municipality.
5. Workers' Compensation Insurance and Other Benefits. If the Responding
Municipal Judge or other personnel of the Responding Municipality is injured, disabled or dies
while providing services to the Requesting Municipality under this Agreement, said individual
shall remain covered by, and eligible for, the workers compensation and other benefits to which
said individual would otherwise be entitled if the injury, disability or death had occurred while
acting solely as an employee of the Responding Municipality and not providing services to the
Requesting Municipality under this Agreement. Nothing herein shall be deemed to create an
employment relationship between the Requesting Municipality and the Responding Municipal
Judge.
6. Governing Law. This Agreement shall be governed by and enforced in accordance
with the laws of the State of Colorado. In addition, the Municipalities acknowledge that there are
legal constraints imposed upon them by the constitutions, statutes, rules and regulations of the
State of Colorado and of the United States, and by their respective charters and codes and that,
subject to such constraints, the Municipalities intend to carry out the terms and conditions of this
Agreement. Whenever possible, each provision of this Agreement shall be interpreted in such a
manner so as to be effective and valid under applicable law. Venue for any judicial proceeding
concerning this Agreement shall only be in the District Court for Larimer County, Colorado.
Page 263
Item 18.
EXHIBIT A TO RESOLUTION 2025-062
5
7. Liability and Governmental Immunity. Each party is responsible for its own
negligence and that of its officers, employees and agents. However, the parties agree that all
liabilities, claims and demands shall be subject to any notice requirements, defenses, immunities
or limitations to liability under the Colorado Governmental Immunity Act (Section 24-10-101,
C.R.S., et seq.) and to any other defenses, immunities or limitations to liability available to the
Requesting Municipality under state and federal law.
8. Obligations Subject to Appropriation. The financial obligations of the parties under
this Agreement in subsequent fiscal years are subject to the appropriation of funds sufficient and
intended for such purposes by each party’s City Council in its discretion.
9. Term. The term of this Agreement shall be effective June 1, 2025 and continue
through May 30, 2027. Any party may withdraw from this Agreement at any time by giving written
notice of termination to the each of the other parties not less than thirty (30) days prior to the date
of withdrawal.
IN WITNESS WHEREOF, the Municipalities have executed this Agreement the day and
year first above written.
[Signature pages follow.]
Page 264
Item 18.
EXHIBIT A TO RESOLUTION 2025-062
6
CITY OF FORT COLLINS, COLORADO
a municipal corporation
Date: __________________ By: ___________________________
Jeni Arndt, Mayor
ATTEST:
_______________________________
City Clerk
________________________
(Print name)
APPROVED AS TO FORM:
________________________________
April Silva, Assistant City Attorney
Page 265
Item 18.
EXHIBIT A TO RESOLUTION 2025-062
7
CITY OF LOVELAND, COLORADO
Date: __________________ By: _____________________________
Jacki Marsh, Mayor
ATTEST:
_________________________
City Clerk
APPROVED AS TO FORM:
_________________________
Assistant City Attorney
Page 266
Item 18.
EXHIBIT A TO RESOLUTION 2025-062
8
CITY OF GREELEY, COLORADO
Date: __________________ By: _____________________________
John Gates, Mayor
ATTEST:
_________________________
City Clerk
Approved as to Substance:
______________________
Raymond C. Lee III
City Manager
Approved as to Availability of Funds:
_______________________
Tyra Litzau
Finance Director
APPROVED AS TO FORM:
_________________________
Stacey Aurzada
City Attorney
Page 267
Item 18.
File Attachments for Item:
19. Resolution 2025-063 Authorizing the Execution of an Intergovernmental Agreement
Between the City and Colorado Department of Transportation to Fund Construction for
the Foothills Transit Station Project through State Multimodal Transportation and
Mitigation Options Funding.
The purpose of this item is to authorize the City Manager to execute an Intergovernmental
Agreement (IGA) with the Colorado Department of Transportation (CDOT). This IGA will result
in the receipt by Transfort of $317,669 in grant funds through the Multimodal Transportation &
Mitigation Options Fund (MMOF) for Fiscal Years (FY) 2025 and 2026.
Page 268
City Council Agenda Item Summary – City of Fort Collins Page 1 of 2
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Annabelle Phillips, Assistant Director, Transfort
Monica Martinez, Senior Manager, PDT Finance
SUBJECT
Resolution 2025-063 Authorizing the Execution of an Intergovernmental Agreement Between the
City and Colorado Department of Transportation to Fund Construction for the Foothills Transit
Station Project through State Multimodal Transportation and Mitigation Options Funding.
EXECUTIVE SUMMARY
The purpose of this item is to authorize the City Manager to execute an Intergovernmental Agreement
(IGA) with the Colorado Department of Transportation (CDOT). This IGA will result in the receipt by
Transfort of $317,669 in grant funds through the Multimodal Transportation & Mitigation Options Fund
(MMOF) for Fiscal Years (FY) 2025 and 2026.
STAFF RECOMMENDATION
Staff recommends adoption of the Resolution.
BACKGROUND / DISCUSSION
On October 4, 2024, the NFRMPO announced approximately $4.5 million in funding through the MMOF, a
funding source initially established with Senate Bill (SB) 18-001 and amended with SB 21-260. Transfort
was awarded $317,669 in FY 2025 and 2026 MMOF grant funding to be used as match for the Foothills
Transit Station project. These funds are administered through the Colorado Department of Transportation
(CDOT) via IGA and require a 50% local match of $317,669.
The MMOF funding will be used to construct the Foothills Transit Station and Roundabout at the
intersection of Overland Trail and West Elizabeth Street adjacent to Colorado State University’s (CSU)
Foothills Campus. This station will serve as the western terminus for multiple local and regional routes as
well as the future West Elizabeth BRT line.
In addition to the funding detailed in the Financial Impacts section, CSU is contributing the land where the
station will be constructed through a land-lease agreement, currently valued at approximately $750,000.
This land contribution will be used as part of the local match.
The MMOF award and Transfort’s FY23 Rebuilding American Infrastructure with Sustainability and Equity
(RAISE) federal grant—previously appropriated as part of the 2025–2026 Budgeting for Outcomes (BFO)
Process (Offer #: 65.18)—will be mutually leveraged as local match for one another, as permitted under
Page 269
Item 19.
City Council Agenda Item Summary – City of Fort Collins Page 2 of 2
both grant programs. A total of $12,921,555 was awarded by the U.S. Department of Transportation in
FY23 RAISE funds, with a $2,207,985 local match requirement.
As the RAISE and MMOF funds are being leveraged as matching funds for each other—within allowable
program guidelines—no additional local funding is required to satisfy the MMOF program’s 50% match
requirement for the $317,669 award.
CITY FINANCIAL IMPACTS
The City is anticipated to receive $317,669 in CDOT MMOF Grant funding via the IGA. These funds were
previously appropriated through Ordinance No. 046, 2025. The following is a summary of funding
anticipated for the Foothills Station project:
BOARD / COMMISSION / COMMITTEE RECOMMENDATION
None.
PUBLIC OUTREACH
None.
ATTACHMENTS
1. Resolution 2025-063
Page 270
Item 19.
-1-
RESOLUTION 2025-063
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AUTHORIZING THE EXECUTION OF AN
INTERGOVERNMENTAL AGREEMENT BETWEEN THE CITY
AND COLORADO DEPARTMENT OF TRANSPORTATION TO
FUND CONSTRUCTION FOR THE FOOTHILLS TRANSIT
STATION PROJECT THROUGH STATE MULTIMODAL
TRANSPORTATION AND MITIGATION OPTIONS FUNDING
A. The Foothills Transit Station and Roundabout project (the “Project”), at the
intersection of Overland Trail and West Elizabeth Street adjacent to Colorado State
University’s Foothills Campus, will serve as the western terminus for multiple local and
regional routes as well as the future West Elizabeth Bus Rapid Transit line .
B. The Project will also serve as a mobility hub with bicycle parking,
opportunities for bike and scooter shares, micro-transit pick-ups and drop-offs, and
nearby parking for commuters.
C. Implementation of the Project prior to the full build out of the West Elizabeth
Corridor will allow Transfort to optimize and realign several existing routes in the West
Elizabeth Corridor to better serve the community.
D. The North Front Range Metropolitan Planning Organization (“NFRMPO”)
awarded Transfort $317,669 in Fiscal Years 2025 and 2026 Multimodal Transportation
and Mitigation Options Fund (“MMOF”) grant funding, which grant is managed by the
Colorado Department of Transportation (“CDOT”), to be used toward construction work
for the Project.
E. On April 1, 2025, City Council approved Ordinance No. 046, 2025,
appropriating the MMOF grant revenue to be expended for the Project.
F. The CDOT administers the grant funds and has proposed an
intergovernmental agreement (“IGA”), substantially in the form attached hereto as Exhibit
A and incorporated herein by this reference, to enable the City to receive and expend the
MMOF grant funds for the Project.
G. Colorado Revised Statutes Section 29-1-203 provides that governments
may cooperate or contract with one another to provide certain services or facilities when
the cooperation or contracts are authorized by each party thereto with the support of its
legislative body or other authority with approval power.
H. City Charter Article II, Section 16 empowers the City Council, by ordinance
or resolution, to enter into contracts with governmental bodies to furnish governmental
services and make charges for such services or enter into cooperative or joint activities
with other governmental bodies.
Page 271
Item 19.
-2-
I. City Code Section 1-22 requires the City Council to approve IGAs that
require the City to make a direct, monetary payment over $50,000, and the proposed IGA
requires the City to provide matching funds in the amount of $317,669.
J. The MMOF grant funding and local matching funds will support construction
for the Project.
K. The City Council has determined that the IGA with CDOT is in the best
interests of the City and that the City Manager should be authorized to execute the IGA
between the City and CDOT in support thereof.
In light of the foregoing recitals, which the Council hereby makes and adopts as
determinations and findings, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. City Council hereby authorizes the City Manager to execute the IGA
in substantially the form attached hereto as Exhibit A, together with such modifications
and additions as the City Manager, in consultation with the City Attorney, determines to
be necessary and appropriate to protect the interests of the City or effectuate the
purposes of this Resolution as set forth above.
Section 2. City Council hereby authorizes the City Manager to approve and
execute future amendments to the IGA that the City Manager, in consultation with the City
Attorney, determines to be necessary and appropriate to facilitate completion of the
projects made possible through the Fiscal Year 2025/2026 Multimodal Option Fund grant,
so long as such amendments do not increase the cost of the projects, substantially modify
the purposes of the intergovernmental agreement, increase the allocation or amount of
funding for the projects funded by the City, or otherwise increase the obligations and
responsibilities of the City as set forth in this intergovernmental agreement.
Passed and adopted on June 3, 2025.
______________________________
Mayor
ATTEST:
______________________________
City Clerk
Effective Date: June 3, 2025
Approving Attorney: Madelene Shehan
Exhibits: Exhibit A - CDOT Agreement FY25/26 MMOF Grant
Page 272
Item 19.
CONTRACT
THIS CONTRACT made this ___ day of ________________ 20___, by and between the State of Colorado for the use
and benefit of the Colorado Department of Transportation hereinafter referred to as the State and CITY OF FORT
COLLINS hereinafter referred to as the “Contractor” or the “Local Agency.”
RECITALS
1.Authority exists in the law and funds have been budgeted, appropriated and otherwise made available and a sufficient
uncommitted balance thereof remains available for payment of Project and Local Agency costs. Total Agreement
Amount: $635,338.00.
2.Required approval, clearance and coordination have been accomplished from and with appropriate agencies.
3.Pursuant to 43-2-104.5 C.R.S. as amended, the State may contract with Local Agencies to provide maintenance
and construction of highways that are part of the State (or Local Agency) highway system.
4.Local Agency anticipates a Project for Foothill Transit Station and by the date of execution of this Agreement, the
Local Agency and/or the State has completed and submitted a preliminary version of CDOT form #463 describing
the general nature of the Work. The Local Agency understands that before the Work begins, the Local Agency
must receive an official written “Notice to Proceed” prior to commencing any part of the Work. The Local Agency
further understands, before the Work begins, the form #463 may be revised as a result of design changes made by
CDOT, in coordination with the Local Agency, in its internal review process. The Local Agency desires to perform
the Work described in form #463, as it may be revised.
5.The Local Agency has requested that State funds be made available for Project MTF M455-165 (26939), Foothill
Transit Station referred to as the “Project” or the “Work.” Such Work will be performed in Fort Collins, Colorado,
specifically described in Exhibit A.
6.The State has funds available and desires to provide 50% of the funding for the Work. Local Agency will provide
the other 50%. State funds may be awarded with “Special Funding”. Special Funding may include but is not limited
to one or a combination of Multimodal Transportation & Mitigation Options Funding, Revitalizing Main Streets,
Safer Main Streets, Stimulus Funds or COVID Relief. If Special Funding is used there may be an expiration date
for the funds. The expiration date applies to grants and local funds used to match grants. To receive payment or
credit for the match, Work must be completed or substantially completed, as outlined in the terms of the grant, prior
to the expiration date of the Special Funding and invoiced in compliance with the rules outlined in the award of the
funding.
7.The Local Agency desires to comply with all State and other applicable requirements, including the State's general
administration of the Project through this Agreement, in order to obtain State funds for the Project.
8.The Local Agency has estimated the total cost of the Work and is prepared to accept the State funding for the
Work, as may be evidenced by an appropriate ordinance or resolution duly passed and adopted by the authorized
representatives of the Local Agency, which expressly authorizes the Local Agency to enter into this Agreement
and to complete the Work under the Project. A copy of any such ordinance or resolution is attached hereto and
incorporated herein as Exhibit B.
9.This Agreement is executed under the authority of §§ 29-1-203, 43-1-110; 43-1-116, 43-2-101(4)(c) and 43-2-144,
C.R.S. and Exhibit B.
10.The Local Agency is adequately staffed and suitably equipped to undertake and satisfactorily complete some or all
of the Work.
THE PARTIES NOW AGREE THAT:
Section 1. Scope of Work
The Project or the Work under this Agreement shall consist of Foothill Transit Station, in Fort Collins, Colorado, as more
specifically described in Exhibit A, attached hereto and incorporated herein.
Section 2. Order of Precedence
State $LAWRK REGION: 4
PROJECT: MTF M455-165 (26939), Foothill
Transit Station
TCH
EXHIBIT A TO RESOLUTION 2025-063
Page 273
Item 19.
In the event of conflicts or inconsistencies between this Agreement and its exhibits, such conflicts or inconsistencies shall
be resolved by reference to the documents in the following order of priority:
1.Special Provisions contained in Section 26 of this Agreement
2.This Agreement
3.Exhibit A (Scope of Work)
4.Exhibit B (Local Agency Resolution)
5.Exhibit C (Funding Provisions)
6.Exhibit D (Option Letter)
7.Exhibit E (Local Agency Contract Administration Checklist)
7.Exhibit F (PII Certification)
Section 3. Term
This Agreement shall be effective upon approval of the State Controller or designee, or on the date made, whichever is
later. It shall terminate on May 14, 2035, or sooner if any of the State’s funding expires, or is sooner terminated or unless
performance is extended in accordance with this Agreement.
Section 4. Project Funding Provisions
A.The Local Agency has estimated the total cost of the Work and is prepared to accept the State funding for the
Work, as may be evidenced by an appropriate ordinance or resolution duly passed and adopted by the authorized
representatives of the Local Agency, which expressly authorizes the Local Agency to enter into this Agreement
and to complete the Work under the Project. A copy of any such ordinance or resolution is attached hereto and
incorporated herein as Exhibit B.
B.The Parties hereto agree that this Agreement is contingent upon all funds designated for the Project herein being
made available from State sources, as applicable. Should these sources fail to provide necessary funds as agreed
upon herein, the Agreement may be terminated by either Party, provided that any Party terminating its interest
and obligations herein shall not be relieved of any obligations which existed prior to the effective date of such
termination or which may occur as a result of such termination.
C. Funding will be detailed in Exhibit C of the funding provisions. Exhibit C is attached hereto and incorporated
herein.
Section 5. Project Payment Provisions
A.The State will reimburse the Local Agency for incurred costs relative to the Project following the State’s review
and approval of such charges, subject to the terms and conditions of this Agreement. Provided however, that
charges incurred by the Local Agency prior to the date this Agreement is executed by the State Controller will
not be charged by the Local Agency to the Project, and will not be reimbursed by the State.
B.The State will reimburse the Local Agency’s reasonable, allocable, allowable costs of performance of the Work,
not exceeding the maximum total amount described in Exhibit C. The applicable principles described in 49
C.F.R. 18 Subpart C and 49 C.F.R. 18.22 shall govern the allowability and allocability of costs under this
Agreement. The Local Agency shall comply with all such principles. To be eligible for reimbursement, costs by
the Local Agency shall be:
1.In accordance with the provisions of Section 5 and with the terms and conditions of this Agreement;
2.Necessary for the accomplishment of the Work;
3.Reasonable in the amount for the goods and services provided;
4.Actual net cost to the Local Agency (i.e. the price paid minus any refunds, rebates, or other items of value
received by the Local Agency that have the effect of reducing the cost actually incurred);
5.Incurred for Work performed after the effective date of this Agreement;
6.Satisfactorily documented.
C.The Local Agency shall establish and maintain a proper accounting system in accordance with generally accepted
accounting standards (a separate set of accounts, or as a separate and integral part of its current accounting
scheme) to assure that Project funds are expended and costs accounted for in a manner consistent with this
Agreement and Project objectives.
1.All allowable costs charged to the Project, including any approved services contributed by the Local Agency
or others, shall be supported by properly executed payrolls, time records, invoices, contracts or vouchers
evidencing in detail the nature of the charges.
2.Any check or order drawn up by the Local Agency, including any item which is or will be chargeable against
the Project account shall be drawn up only in accordance with a properly signed voucher then on file in the
office of the Local Agency, which will detail the purpose for which said check or order is drawn. All checks,
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payrolls, invoices, contracts, vouchers, orders or other accounting documents shall be clearly identified,
readily accessible, and to the extent feasible, kept separate and apart from all other such documents.
D.If the Local Agency is to be billed for State incurred costs, the billing procedure shall be as follows:
1.Upon receipt of each bill from the State, the Local Agency will remit to the State the amount billed no later
than 60 days after receipt of each bill. Should the Local Agency fail to pay moneys due the State within 60
days of demand or within such other period as may be agreed between the parties hereto, the Local Agency
agrees that, at the request of the State, the State Treasurer may withhold an equal amount from future
apportionment due the Local Agency from the Highway Users Tax Fund and to pay such funds directly to
the State. Interim funds, until the State is reimbursed, shall be payable from the State Highway
Supplementary Fund (400).
2.If the Local Agency fails to make timely payment to the State as required by this section (within 60 days
after the date of each bill), the Local Agency shall pay interest to the State at a rate of one percent per month
on the amount of the payment which was not made in a timely manner, until the billing is paid in full. The
interest shall accrue for the period from the required payment date to the date on which payment is made.
E.The Local Agency will prepare and submit to the State, no more than monthly, charges for costs incurred relative
to the Project. The Local Agency’s invoices shall include a description of the amounts of services performed, the
dates of performance and the amounts and description of reimbursable expenses. The invoices will be prepared
in accordance with the State’s standard policies, procedures and standardized billing format to be supplied by the
State. Additionally, the State shall have no obligation to pay Local Agency for any Work performed or expense
incurred after the Agreement Expiration Date or after required billing deadline as specified in the award letter if
applicable, whichever is sooner. The State’s obligation to pay Agreement Funds will continue until the Agreement
Expiration Date. If Agreement Funds expire before the Agreement Expiration Date, then no payments will be
made after expiration of Agreement Funds. If the Work will be performed in multiple phases, the period of
performance start and end date of each phase is detailed under the Funding Provisions & Performance Period in
Exhibit C.
F.To be eligible for payment, billings must be received within 60 days after the period for which payment is being
requested and final billings on this Agreement must be received by the State within 60 days after the end of the
Agreement term.
1.Payments pursuant to this Agreement shall be made as earned, in whole or in part, from available funds,
encumbered for the purchase of the described services. The liability of the State, at any time, for such
payments shall be limited to the amount remaining of such encumbered funds.
2.In the event this Agreement is terminated, final payment to the Local Agency may be withheld at the
discretion of the State until completion of final audit.
3.Incorrect payments to the Local Agency due to omission, error, fraud or defalcation shall be recovered from
the Local Agency by deduction from subsequent payment under this Agreement or other contracts between
the State and Local Agency, or by the State as a debt due to the State.
4.Any costs incurred by the Local Agency that are not allowable under 49 C.F.R. 18 shall be reimbursed by
the Local Agency, or offset against current obligations due by the State to the Local Agency, at the State’s
election.
Section 6. Option Letter Modification
An option letter may be used to authorize the Local Agency to begin a phase without increasing total budgeted funds,
increase or decrease the encumbrance amount as shown on Exhibit C, and/or transfer funds from one phase to another.
Option letter modification is limited to the specific scenarios listed below. The option letter shall not be deemed valid
until signed by the State Controller or an authorized delegate.
A.Option to begin a phase and/or increase or decrease the encumbrance amount.
The State may authorize the Local Agency to begin a phase that may include Design, Construction,
Environmental, Utilities, ROW Incidentals or Miscellaneous (this does not apply to Acquisition/Relocation or
Railroads) as detailed in Exhibit A and at the same terms and conditions stated in this Agreement, with the total
budgeted funds as shown on Exhibit C remaining the same. The State may increase or decrease the encumbrance
amount for a particular phase by replacing the original funding exhibit (Exhibit C) in this Agreement with an
updated Exhibit C-1 (subsequent exhibits to Exhibit C-1 shall be labeled C-2, C-3, etc.). The State may exercise
this option by providing a fully executed option to the Local Agency within thirty (30) days before the initial
targeted start date of the phase, in a form substantially equivalent to Exhibit D. If the State exercises this option,
the Agreement will be considered to include this option provision.
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B.Option to transfer funds from one phase to another phase.
The State may permit the Local Agency to transfer funds from one phase (Design, Construction, Environmental,
Utilities, ROW Incidentals or Miscellaneous) to another as a result of changes to State, federal, and local match.
The original funding exhibit (Exhibit C) in this Agreement will be replaced with an updated Exhibit C-1
(subsequent exhibits to Exhibit C-1 shall be labeled C-2, C-3, etc.) and attached to the option letter. The funds
transferred from one phase to another are subject to the same terms and conditions stated in this Agreement with
the total budgeted funds remaining the same. The State may unilaterally exercise this option by providing a fully
executed option to the Local Agency within thirty (30) days before the initial targeted start date of the phase, in a
form substantially equivalent to Exhibit D.
C.Option to do both Options A and B.
The State may authorize the Local Agency to begin a phase as detailed in Exhibit A, and encumber and transfer
funds from one phase to another. The original funding exhibit (Exhibit C) in this Agreement will be replaced
with an updated Exhibit C-1 (subsequent exhibits to Exhibit C-1 shall be labeled C-2, C-3, etc.) and attached to
the option letter. The addition of a phase and encumbrance and transfer of funds are subject to the same terms and
conditions stated in this Agreement with the total budgeted funds remaining the same. The State may unilaterally
exercise this option by providing a fully executed option to the Local Agency within thirty (30) days before the
initial targeted start date of the phase, in a form substantially equivalent to Exhibit D.
Section 7. State and Local Agency Commitments
The Scope of Work in Exhibit A describes the Work to be performed and assigns responsibility of that Work to either
the Local Agency or the State. The “Responsible Party” referred to in this Agreement means the Responsible Party
as identified in the Scope of Work in Exhibit A.
A.Design [if applicable]
1.If the Work includes preliminary design or final design (the “Construction Plans”), or design work sheets, or
special provisions and estimates (collectively referred to as the “Plans”), the responsible party shall comply
with the following requirements, as applicable:
a.perform or provide the Plans, to the extent required by the nature of the Work.
b.prepare final design (Construction Plans) in accord with the requirements of the latest edition of the
American Association of State Highway Transportation Officials (AASHTO) manual or other standard,
such as the Uniform Building Code, as approved by CDOT.
c.prepare special provisions and estimates in accord with the State’s Roadway and Bridge Design Manuals
and Standard Specifications for Road and Bridge Construction or Local Agency specifications if
approved by CDOT.
d. include details of any required detours in the Plans, in order to prevent any interference of the
construction work and to protect the traveling public.
e.stamp the Plans produced by a Colorado Registered Professional Engineer.
f.provide final assembly of Plans and contract documents.
g.be responsible for the Plans being accurate and complete.
h.make no further changes in the Plans following the award of the construction contract except by
agreement in writing between the parties. The Plans shall be considered final when approved and
accepted by the parties hereto, and when final they shall be deemed incorporated herein.
2.If the Local Agency is the Responsible Party:
a. The Local Agency shall comply with the requirements of the Americans With Disabilities Act (ADA),
and applicable federal regulations and standards as contained in the document “ADA Accessibility
Requirements in CDOT Transportation Projects”.
b.It shall afford the State ample opportunity to review the Plans and make any changes in the Plans that
are directed by the State to comply with State requirements.
c.It may enter into a contract with a consultant to do all or any portion of the Plans and/or of construction
administration. Provided, however, that if federal-aid funds are involved in the cost of such work to be
done by a consultant, that consultant contract (and the performance/provision of the Plans under the
contract) must comply with all applicable requirements of 23 CFR Part 172 and with any procedures
implementing those requirements as provided by the State. If the Local Agency does enter into a contract
with a consultant for the Work:
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(1)it shall submit a certification that procurement of any design consultant contract complied with the
requirements of 23 CFR 172.5(1) prior to entering into contract. The State shall either approve or
deny such procurement. If denied, the Local Agency may not enter into the contract.
(2)it shall ensure that all changes in the consultant contract have prior approval by the State. Such
changes in the contract shall be by written supplement agreement. As soon as the contract with the
consultant has been awarded by the Local Agency, one copy of the executed contract shall be
submitted to the State. Any amendments to such contract shall also be submitted.
(3)it shall require that all consultant billings under that contract shall comply with the State’s
standardized billing format. Examples of the billing formats are available from the CDOT
Agreements Office.
(4)it (or its consultant) shall use the CDOT procedures described in Exhibit A to administer that design
consultant subcontract, to comply with 23 CFR 172.5(b).
(5)it may expedite any CDOT approval of its procurement process and/or consultant contract by
submitting a letter to CDOT from the certifying Local Agency’s attorney/authorized representative
certifying compliance with 23 CFR 172.5(b).
(6)it shall ensure that its consultant contract complies with the requirements of 49 CFR 18.36(i) and
contains the following language verbatim:
(a)“The design work under this contract shall be compatible with the requirements of the contract
between the Local Agency and the State (which is incorporated herein by this reference) for the
design/construction of the project. The State is an intended third party beneficiary of this
contract for that purpose.”
(b)“Upon advertisement of the project work for construction, the consultant shall make available
services as requested by the State to assist the State in the evaluation of construction and the
resolution of construction problems that may arise during the construction of the project.”
(c)“The consultant shall review the construction contractor’s shop drawings for conformance with
the contract documents and compliance with the provisions of the State’s publication, Standard
Specifications for Road and Bridge Construction, in connection with this work.”
(d)The State, in its discretion, will review construction plans, special provisions and estimates and
will cause the Local Agency to make changes therein that the State determines are necessary to
assure compliance with State requirements.
B.Construction [if applicable]
1.If the Work includes construction, the Responsible Party shall perform the construction in accordance with
the approved design plans and/or administer the construction all in accord with the Scope of Work in Exhibit
A. Such administration shall include Project inspection and testing; approving sources of materials;
performing required plant and shop inspections; documentation of contract payments, testing and inspection
activities; preparing and approving pay estimates; preparing, approving and securing the funding for contract
modification orders and minor contract revisions; processing contractor claims; construction supervision; and
meeting the Quality Control requirements as described in the Scope of Work in Exhibit A.
2.The State shall have the authority to suspend the Work, wholly or in part, by giving written notice thereof to
the Local Agency, due to the failure of the Local Agency or its contractor to correct Project conditions which
are unsafe for workers or for such periods as the State may deem necessary due to unsuitable weather, or for
conditions considered unsuitable for the prosecution of the Work, or for any other condition or reason deemed
by the State to be in the public interest.
3.If the Local Agency is the Responsible Party:
a.it shall appoint a qualified professional engineer, licensed in the State of Colorado, as the Local Agency
Project Engineer (LAPE), to perform that administration. The LAPE shall administer the Project in
accordance with this Agreement, the requirements of the construction contract and applicable State
procedures.
b.if bids are to be let for the construction of the Project, it shall advertise the call for bids upon approval
by the State and award the construction contract(s) to the low responsible bidder(s) upon approval by
the State.
(1)The Local Agency has the option to accept or reject the proposal of the apparent low bidder for work
on which competitive bids have been received. The Local Agency must declare the acceptance or
rejection within 3 working days after said bids are publicly opened.
(2)By indicating its concurrence in such award, the Local Agency, acting by or through its duly
authorized representatives, agrees to provide additional funds, subject to their availability and
appropriation for that purpose, if required to complete the Work under this Project if no additional
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federal-aid funds will be made available for the Project. This paragraph also applies to projects
advertised and awarded by the State.
c.If all or part of the construction work is to be accomplished by Local Agency personnel (i.e. by force
account), rather than by a competitive bidding process, the Local Agency will ensure that all such force
account work is accomplished in accordance with the pertinent State specifications and requirements
with 23 CFR 635, Subpart B, Force Account Construction.
(1)Such work will normally be based upon estimated quantities and firm unit prices agreed to between
the Local Agency and the State in advance of the Work, as provided for in 23 CFR 635.204(c). Such
agreed unit prices shall constitute a commitment as to the value of the Work to be performed.
(2)An alternative to the above is that the Local Agency may agree to participate in the Work based on
actual costs of labor, equipment rental, materials supplies and supervision necessary to complete the
Work. Where actual costs are used, eligibility of cost items shall be evaluated for compliance with
48 CFR Part 31.
(3)Rental rates for publicly owned equipment will be determined in accordance with the State’s
Standard Specifications for Road and Bridge Construction § 109.04.
(4)All force account work shall have prior approval of the State and shall not be initiated until the State
has issued a written notice to proceed.
C.State’s obligations
1.The State will perform a final Project inspection prior to Project acceptance as a Quality Control/Assurance
activity. When all Work has been satisfactorily completed, the State will sign a final acceptance form.
2.Notwithstanding any consents or approvals given by the State for the Plans, the State will not be liable or
responsible in any manner for the structural design, details or construction of any major structures that are
designed by or are the responsibility of the Local Agency as identified in the Scope of Work in Exhibit A,
within the Work of this Agreement.
Section 8. ROW Acquisition and Relocation
If the Project includes right of way, prior to this Project being advertised for bids, the Responsible Party will certify
in writing to the State that all right of way has been acquired in accordance with the applicable State and federal
regulations, or that no additional right of way is required.
Any acquisition/relocation activities must comply with: all applicable federal and state statutes and regulations,
including but not limited to the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970 as
amended (P.L. 91-646) and the Uniform Relocation Assistance and Real Property Acquisition Policies for Federal
and Federally Assisted Programs as amended (49 CFR Part 24); CDOT’s Right of Way Manual; and CDOT’s Policy
and Procedural Directives.
Allocation of Responsibilities are as follows:
•Federal participation in right of way acquisition (3111 charges), relocation (3109 charges) activities, if any, and
right of way incidentals (expenses incidental to acquisition/relocation of right of way – 3114 charges);
•Federal participation in right of way acquisition (3111 charges), relocation (3109 charges) but no participation in
incidental expenses (3114 charges); or
•No federal participation in right of way acquisition (3111 charges) and relocation activities (3109 expenses).
Regardless of the option selected above, the State retains oversight responsibilities. The Local Agency’s and the
State’s responsibilities for each option is specifically set forth in CDOT’s Right of Way Manual. The manual is located
at http://www.dot.state.co.us/ROW_Manual/.
If right of way is purchased for a State highway, including areas of influence of the State highway, the Local Agency
shall immediately convey title to such right of way to CDOT after the Local Agency obtains title.
Section 9. Utilities
If necessary, the Responsible Party will be responsible for obtaining the proper clearance or approval from any utility
company, which may become involved in this Project. Prior to this Project being advertised for bids, the Responsible
Party will certify in writing to the State that all such clearances have been obtained.
Section 10. Railroads
In the event the Project involves modification of a railroad company’s facilities whereby the Work is to be
accomplished by railroad company forces, the Responsible Party shall make timely application to the Public Utilities
Commission requesting its order providing for the installation of the proposed improvements and not proceed with
that part of the Work without compliance. The Responsible Party shall also establish contact with the railroad
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company involved for the purpose of complying with applicable provisions of 23 CFR 646, subpart B, concerning
federal-aid projects involving railroad facilities, including:
A.Executing an agreement setting out what work is to be accomplished and the location(s) thereof, and that the costs
of the improvement shall be eligible for federal participation.
B.Obtaining the railroad’s detailed estimate of the cost of the Work.
C.Establishing future maintenance responsibilities for the proposed installation.
D.Proscribing future use or dispositions of the proposed improvements in the event of abandonment or elimination
of a grade crossing.
E.Establishing future repair and/or replacement responsibilities in the event of accidental destruction or damage to
the installation.
Section 11. Environmental Obligations
The Local Agency shall perform all Work in accordance with the requirements of the current federal and State
environmental regulations including the National Environmental Policy Act of 1969 (NEPA) as applicable.
Section 12. Maintenance Obligations
The Local Agency will maintain and operate the improvements constructed under this Agreement at its own cost and
expense during their useful life, in a manner satisfactory to the State. The Local Agency will make proper provisions
for such maintenance obligations each year. Such maintenance and operations shall be conducted in accordance with
all applicable statutes, ordinances and regulations which define the Local Agency’s obligations to maintain such
improvements. The State will make periodic inspections of the Project to verify that such improvements are being
adequately maintained.
Section 13. Record Keeping
The Local Agency shall maintain a complete file of all records, documents, communications, and other written
materials, which pertain to the costs incurred under this Agreement. The Local Agency shall maintain such records
for a period of three (3) years after the date of termination of this Agreement or final payment hereunder, whichever
is later, or for such further period as may be necessary to resolve any matters which may be pending. The Local
Agency shall make such materials available for inspection at all reasonable times and shall permit duly authorized
agents and employees of the State to inspect the Project and to inspect, review and audit the Project records.
Section 14. Termination Provisions
This Agreement may be terminated as follows:
A.Termination for Convenience. The State may terminate this Agreement at any time the State determines that the
purposes of the distribution of moneys under the contract would no longer be served by completion of the Project.
The State shall effect such termination by giving written notice of termination to the Local Agency and specifying
the effective date thereof, at least twenty (20) days before the effective date of such termination.
B.Termination for Cause. If, through any cause, the Local Agency shall fail to fulfill, in a timely and proper manner,
its obligations under this Agreement, or if the Local Agency shall violate any of the covenants, agreements, or
stipulations of this Agreement, the State shall thereupon have the right to terminate this Agreement for cause by
giving written notice to the Local Agency of its intent to terminate and at least ten (10) days opportunity to cure
the default or show cause why termination is otherwise not appropriate. In the event of termination, all finished
or unfinished documents, data, studies, surveys, drawings, maps, models, photographs and reports or other
material prepared by the Local Agency under this Agreement shall, at the option of the State, become its property,
and the Local Agency shall be entitled to receive just and equitable compensation for any services and supplies
delivered and accepted. The Local Agency shall be obligated to return any payments advanced under the
provisions of this Agreement.
Notwithstanding the above, the Local Agency shall not be relieved of liability to the State for any damages
sustained by the State by virtue of any breach of the Agreement by the Local Agency, and the State may withhold
payment to the Local Agency for the purposes of mitigating its damages until such time as the exact amount of
damages due to the State from the Local Agency is determined.
If after such termination it is determined, for any reason, that the Local Agency was not in default or that the
Local Agency’s action/inaction was excusable, such termination shall be treated as a termination for convenience,
and the rights and obligations of the Parties shall be the same as if the Agreement had been terminated for
convenience, as described herein.
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C.Termination Due to Loss of Funding. The Parties hereto expressly recognize that the Local Agency is to be paid,
reimbursed, or otherwise compensated with federal and/or State funds which are available to the State for the
purposes of contracting for the Project provided for herein, and therefore, the Local Agency expressly understands
and agrees that all its rights, demands and claims to compensation arising under this Agreement are contingent
upon availability of such funds to the State. In the event that such funds or any part thereof are not available to
the State, the State may immediately terminate or amend this Agreement.
Section 15. Legal Authority
The Local Agency warrants that it possesses the legal authority to enter into this Agreement and that it has taken all
actions required by its procedures, by-laws, and/or applicable law to exercise that authority, and to lawfully authorize
its undersigned signatory to execute this Agreement and to bind the Local Agency to its terms. The person(s) executing
this Agreement on behalf of the Local Agency warrants that such person(s) has full authorization to execute this
Agreement.
Section 16. Representatives and Notice
Each individual identified below is the principal representative of the designating Party. All notices required to be
given hereunder shall be hand delivered with receipt required or sent by certified or registered mail to such Party’s
principal representative at the address set forth below. In addition to but not in lieu of a hard-copy notice, notice also
may be sent by e-mail to the e-mail addresses, if any, set forth below. Either Party may from time to time designate
by written notice substitute addresses or persons to whom such notices shall be sent. Unless otherwise provided herein,
all notices shall be effective upon receipt.
If to State If to the Local Agency
CDOT Region: 4 City of Fort Collins
Armando Ochoa Spencer M. Smith
Project Manager Manager, Civil Engineering
10601 10th Street 281 North College Avenue
Greeley, CO 80634 Fort Collins, CO 80524
970-652-1668 970-416-8054
armando.ochoa@state.co.us smsmith@fcgov.com
Section 17. Successors
Except as herein otherwise provided, this Agreement shall inure to the benefit of and be binding upon the parties
hereto and their respective successors and assigns.
Section 18. Third Party Beneficiaries
It is expressly understood and agreed that the enforcement of the terms and conditions of this Agreement and all rights
of action relating to such enforcement, shall be strictly reserved to the State and the Local Agency. Nothing contained
in this Agreement shall give or allow any claim or right of action whatsoever by any other third person. It is the
express intention of the State and the Local Agency that any such person or entity, other than the State or the Local
Agency receiving services or benefits under this Agreement shall be deemed an incidental beneficiary only.
Section 19. Governmental Immunity
Notwithstanding any other provision of this Agreement to the contrary, no term or condition of this Agreement shall
be construed or interpreted as a waiver, express or implied, of any of the immunities, rights, benefits, protection, or
other provisions of the Colorado Governmental Immunity Act, § 24-10-101, et seq., C.R.S., as now or hereafter
amended. The parties understand and agree that liability for claims for injuries to persons or property arising out of
negligence of the State of Colorado, its departments, institutions, agencies, boards, officials and employees is
controlled and limited by the provisions of § 24-10-101, et seq., C.R.S., as now or hereafter amended and the risk
management statutes, §§ 24-30-1501, et seq., C.R.S., as now or hereafter amended.
Section 20. Severability
To the extent that this Agreement may be executed and performance of the obligations of the Parties may be
accomplished within the intent of the Agreement, the terms of this Agreement are severable, and should any term or
provision hereof be declared invalid or become inoperative for any reason, such invalidity or failure shall not affect
the validity of any other term or provision hereof.
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Section 21. Waiver
The waiver of any breach of a term, provision, or requirement of this Agreement shall not be construed or deemed as
a waiver of any subsequent breach of such term, provision, or requirement, or of any other term, provision or
requirement.
Section 22. Entire Understanding
This Agreement is intended as the complete integration of all understandings between the Parties. No prior or
contemporaneous addition, deletion, or other amendment hereto shall have any force or effect whatsoever, unless
embodied herein by writing. No subsequent novation, renewal, addition, deletion, or other amendment hereto shall
have any force or effect unless embodied in a writing executed and approved pursuant to the State Fiscal Rules.
Section 23. Survival of Agreement Terms
Notwithstanding anything herein to the contrary, the parties understand and agree that all terms and conditions of this
Agreement and the exhibits and attachments hereto which may require continued performance, compliance or effect
beyond the termination date of the Agreement shall survive such termination date and shall be enforceable by the State
as provided herein in the event of such failure to perform or comply by the Local Agency.
Section 24. Modification and Amendment
This Agreement is subject to such modifications as may be required by changes in federal or State law, or their
implementing regulations. Any such required modification shall automatically be incorporated into and be part of this
Agreement on the effective date of such change as if fully set forth herein. Except as provided above, no modification
of this contract shall be effective unless agreed to in writing by both Parties in an amendment to this Agreement that
is properly executed and approved in accordance with applicable law.
Section 25. Disputes
Except as otherwise provided in this Agreement, any dispute concerning a question of fact arising under this
Agreement which is not disposed of by agreement will be decided by the Chief Engineer of the Department of
Transportation. The decision of the Chief Engineer will be final and conclusive unless, within 30 calendar days after
the date of receipt of a copy of such written decision, the Local Agency mails or otherwise furnishes to the State a
written appeal addressed to the Executive Director of the Department of Transportation. In connection with any appeal
proceeding under this clause, the Local Agency shall be afforded an opportunity to be heard and to offer evidence in
support of its appeal. Pending final decision of a dispute hereunder, the Local Agency shall proceed diligently with
the performance of the Agreement in accordance with the Chief Engineer’s decision. The decision of the Executive
Director or his duly authorized representative for the determination of such appeals will be final and conclusive and
serve as final agency action. This dispute clause does not preclude consideration of questions of law in connection
with decisions provided for herein. Nothing in this Agreement, however, shall be construed as making final the
decision of any administrative official, representative, or board on a question of law.
Section 26. COLORADO SPECIAL PROVISIONS (COLORADO FISCAL RULE 3-3).
These Special Provisions apply to all contracts. Contractor refers to Local Agency and Contract refers to
Agreement.
A.STATUTORY APPROVAL. §24-30-202(1), C.R.S.
This Contract shall not be valid until it has been approved by the Colorado State Controller or designee. If
this Contract is for a Major Information Technology Project, as defined in §24-37.5-102(19), then this
Contract shall not be valid until it has been approved by the State’s Chief Information Officer or designee.
B.FUND AVAILABILITY. §24-30-202(5.5), C.R.S., applicable Local Agency law, rule or regulation.
Financial obligations of the Parties payable after the current State Fiscal Year or fiscal year are contingent
upon funds for that purpose being appropriated, budgeted, and otherwise made available.
C.GOVERNMENTAL IMMUNITY.
Liability for claims for injuries to persons or property arising from the negligence of the Parties, its
departments, boards, commissions committees, bureaus, offices, employees and officials shall be controlled
and limited by the provisions of the Colorado Governmental Immunity Act, §24-10-101, et seq., C.R.S.; the
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Federal Tort Claims Act, 28 U.S.C. Pt. VI, Ch. 171 and 28 U.S.C. 1346(b), and the State’s risk management
statutes, §§24-30-1501, et seq. C.R.S. No term or condition of this Contract shall be construed or interpreted
as a waiver, express or implied, of any of the immunities, rights, benefits, protections, or other provisions,
contained in these statutes.
D.INDEPENDENT CONTRACTOR
Contractor shall perform its duties hereunder as an independent contractor and not as an employee. Neither
Contractor nor any agent or employee of Contractor shall be deemed to be an agent or employee of the State.
Contractor shall not have authorization, express or implied, to bind the State to any agreement, liability or
understanding, except as expressly set forth herein. Contractor and its employees and agents are not
entitled to unemployment insurance or workers compensation benefits through the State and the State
shall not pay for or otherwise provide such coverage for Contractor or any of its agents or employees.
Contractor shall pay when due all applicable employment taxes and income taxes and local head taxes
incurred pursuant to this Contract. Contractor shall (i) provide and keep in force workers'
compensation and unemployment compensation insurance in the amounts required by law, (ii) provide
proof thereof when requested by the State, and (iii) be solely responsible for its acts and those of its
employees and agents.
E.COMPLIANCE WITH LAW.
Contractor shall comply with all applicable federal and State laws, rules, and regulations in effect or hereafter
established, including, without limitation, laws applicable to discrimination and unfair employment practices.
F.CHOICE OF LAW, JURISDICTION, AND VENUE.
Colorado law, and rules and regulations issued pursuant thereto, shall be applied in the interpretation,
execution, and enforcement of this Contract. Any provision included or incorporated herein by reference
which conflicts with said laws, rules, and regulations shall be null and void. All suits or actions related to this
Contract shall be filed and proceedings held in the State of Colorado and exclusive venue shall be in the City
and County of Denver.
G.PROHIBITED TERMS.
Any term included in this Contract that requires the Parties to indemnify or hold Contractor harmless; requires
the Parties to agree to binding arbitration; limits Contractor’s liability for damages resulting from death,
bodily injury, or damage to tangible property; or that conflicts with this provision in any way shall be void
ab initio. Nothing in this Contract shall be construed as a waiver of any provision of §24-106-109 C.R.S.
Any term included in this Contract that limits Contractor’s liability that is not void under this section shall
apply only in excess of any insurance to be maintained under this Contract, and no insurance policy shall be
interpreted as being subject to any limitations of liability of this Contract.
H.SOFTWARE PIRACY PROHIBITION.
State or other public funds payable under this Contract shall not be used for the acquisition, operation, or
maintenance of computer software in violation of federal copyright laws or applicable licensing restrictions.
Contractor hereby certifies and warrants that, during the term of this Contract and any extensions, Contractor
has and shall maintain in place appropriate systems and controls to prevent such improper use of public funds.
If the State determines that Contractor is in violation of this provision, the State may exercise any remedy
available at law or in equity or under this Contract, including, without limitation, immediate termination of
this Contract and any remedy consistent with federal copyright laws or applicable licensing restrictions.
I.EMPLOYEE FINANCIAL INTEREST/CONFLICT OF INTEREST. §§24-18-201 and 24-50-507,
C.R.S.
The signatories aver that to their knowledge, no employee of the State has any personal or beneficial interest
whatsoever in the service or property described in this Contract. Contractor has no interest and shall not
acquire any interest, direct or indirect, that would conflict in any manner or degree with the performance of
Contractor’s services and Contractor shall not employ any person having such known interests.
THE REMAINDER OF THIS PAGE IS INTENTIONALLY LEFT BLANK
EXHIBIT A TO RESOLUTION 2025-063
Page 282
Item 19.
Section 27. SIGNATURE PAGES
THE PARTIES HERETO HAVE EXECUTED THIS AGREEMENT
CITY OF FORT COLLINS
By:_________________________________________
*Signature
Name:_______________________________________
(Print Name)
Title:________________________________________
(Print Title)
Date:________________________________________
STATE OF COLORADO
Jared S. Polis
Department of Transportation
By___________________________________________
Keith Stefanik, P.E., Chief Engineer
(For) Shoshana M. Lew, Executive Director
Date: _________________________________________
ADDITIONAL LOCAL AGENCY
SIGNATURES
CITY OF FORT COLLINS
ATTEST:
By:_________________________________________
*Signature
Name:_______________________________________
(Print Name)
Title:________________________________________
(Print Title)
Date:________________________________________
APPROVED AS TO FORM:
By:_________________________________________
*Signature
Name:_______________________________________
(Print Name)
Title:________________________________________
(Print Title)
Date:________________________________________
STATE OF COLORADO
LEGAL REVIEW
Philip J. Weiser, Attorney General
By___________________________________________
Signature – Assistant Attorney General
Date: _________________________________________
EXHIBIT A TO RESOLUTION 2025-063
Page 283
Item 19.
ALL AGREEMENTS REQUIRE APPROVAL BY THE STATE CONTROLLER
CRS §24-30-202 requires the State Controller to approve all State Agreements. This Agreement is not valid until
signed and dated below by the State Controller or delegate. The Local Agency is not authorized to begin performance
until such time. If the Local Agency begins performing prior thereto, the State of Colorado is not obligated to pay the
Local Agency for such performance or for any goods and/or services provided hereunder.
STATE CONTROLLER
Robert Jaros, CPA, MBA, JD
By: ______________________________________
Colorado Department of Transportation
Date: ______________________________________
EXHIBIT A TO RESOLUTION 2025-063
Page 284
Item 19.
EXHIBIT A
SCOPE OF WORK
Name of Project: Foothill Transit Station
Project Number: MTF M455-165
SubAccount #: 26939
The Colorado Department of Transportation (“CDOT”) will oversee the City of Fort Collins when
the City of Fort Collins designs the Foothill Transit Station (hereinafter referred to as “this work”).
CDOT and the City of Fort Collins believe it will be beneficial to perform this work to improve
transit service reliability and frequency along the Elizabeth Corridor connecting CSU main and
Foothill Campuses.
The design will be completed in accordance with AASHTO design standards, the Americans with
Disabilities Act, and all applicable state, federal and local rules and regulations. The design phase
of the work is expected to begin in 2025 and will identify more exact requirements, qualities, and
attributes for this work (hereinafter referred to as “the exact work”). The exact work shall be used
to complete the construction phase of the project. The construction phase of the contract is
anticipated to begin in 2027.
If this project is funded with Multimodal Transportation & Mitigation Options Funding
(MMOF) these funding expenditures must be invoiced by June 1st of the year they expire.
By accepting funds for this Scope of Work, Local Agency acknowledges, understands, and accepts
the continuing responsibility for the safety of the traveling public after initial acceptance of the
project. Local Agency is responsible for maintaining and operating the scope of work
described in this Exhibit A constructed under this Agreement at its own cost and expense
during its useful life.
THE REST OF THIS PAGE INTENTIONALLY LEFT BLANK
EXHIBIT A TO RESOLUTION 2025-063
Page 285
Item 19.
EXHIBIT B
LOCAL AGENCY RESOLUTION (IF APPLICABLE)
Exhibit B - Page 1 of 1
EXHIBIT A TO RESOLUTION 2025-063
Page 286
Item 19.
EXHIBIT C - FUNDING PROVISIONS
City of Fort Collins - MTF M455-165 (26939)
A.Cost of Work EstimateThe Local Agency has estimated the total cost of the Work to be $635,338.00, which isto be funded as follows:1.a. State Funds(50% of MMOF Award) $317,669.00 b.Local Agency Funds(50% of MMOF Award) $317,669.00 ______________________________________________________________________ TOTAL BUDGETED FUNDS $635,338.00 ______________________________________________________________________ 2. ESTIMATED PAYMENT TO LOCAL AGENCYa. State Funds Budgeted $317,669.00 ______________________________________________________________________ TOTAL ESTIMATED PAYMENT TO LOCAL AGENCY 50% $317,669.00 TOTAL ESTIMATED FUNDING BY LOCAL AGENCY 50% $317,669.00
TOTAL PROJECT ESTIMATED FUNDING 100.00% $635,338.00 ______________________________________________________________________ 4.FOR CDOT ENCUMBRANCE PURPOSESa.Total Encumbrance Amount(Only State funds are encumbered) $317,669.00 b. Less ROW Acquisition 3111 and/or ROW Relocation 3109 $0.00 ______________________________________________________________________ NET TO BE ENCUMBERED BY CDOT IS AS FOLLOWS $317,669.00 ______________________________________________________________________
Note: No funds are currently available. Design and Construction funds will become
available after execution of an Option letter (Exhibit D) or formal Amendment.
______________________________________________________________________
Design 3020 WBS Element 26939.10.30 Performance Period Start*/End Date $0.00 N/A Const. 3301 WBS Element 26939.20.10 Performance Period Start*/End Date $0.00 N/A ______________________________________________________________________
*The Local Agency should not begin work until both of the following are in place: 1) the
execution of the document encumbering funds for the respective phase; and 2) Local
Agency receipt of the official Notice to Proceed. Any work performed before these two (2)
milestones are achieved will not be reimbursable.
B.Funding Ratio
The funding ratio for the State funds for this Work is 50% State funds to 50% Local
Agency funds, and this ratio applies only to the $635,338.00 that is eligible for State
funds. All other costs are borne by the Local Agency at 100%. If the total cost of
performance of the Work exceeds $635,338.00, and additional State funds are not
available, the Local Agency shall pay all such excess costs. If the total cost of
performance of the Work is less than $635,338.00, then the amounts of Local Agency
and State funds will be decreased in accordance with the funding ratio described herein.
This applies to the entire scope of Work.
EXHIBIT A TO RESOLUTION 2025-063
Page 287
Item 19.
C.Maximum Amount Payable
The maximum amount payable to the Local Agency under this Agreement shall be
$317,669.00. For CDOT accounting purposes, the State funds of $317,669.00 will be
encumbered, but the Local Agency funds of $317,669.00 will NOT be encumbered, for
a total encumbrance of $317,669.00. The total budget of this project is $635,338.00,
unless this amount is increased by an executed amendment before any increased cost
is incurred. The total cost of the Work is the best estimate available, based on the
design data as approved at the time of execution of this Agreement, and any cost is
subject to revisions agreed to by the parties prior to bid and award. This applies to the
entire scope of Work.
THE REST OF THIS PAGE IS INTENTIONALLY LEFT BLANK
EXHIBIT A TO RESOLUTION 2025-063
Page 288
Item 19.
EXHIBIT D
SAMPLE IGA OPTION LETTER
Date State Fiscal Year Option Letter No.
Project Code Original Agreement #
Vendor Name:
Option to unilaterally add phasing to include Design, Construction, Environmental,
Utilities, ROW incidentals or Miscellaneous and to update encumbrance amount(s).
Option to unilaterally transfer funds from one phase to another phase.
Option to unilaterally add phasing to include Design, Construction, Environmental,
Utilities, ROW incidentals or Miscellaneous, to update encumbrance amount(s), and
to unilaterally transfer funds from one phase to another phase.
Option to unilaterally extend the term of this Agreement and/or update a Work
Phase Performance Period and/or modify OMB Guidance.
Option A
In accordance with the terms of the original Agreement between the State of
Colorado, Department of Transportation and the Local Agency, the State hereby
exercises the option to authorize the Local Agency to add a phase and to encumber
funds for the phase based on changes in funding availability and authorization. The
total encumbrance is (or increased) by $0.00. A new Exhibit C-1 is made part of the
original Agreement and replaces Exhibit C.
Option B
In accordance with the terms of the original Agreement between the State of
Colorado, Department of Transportation and the Local Agency, the State hereby
exercises the option to transfer funds based on variance in actual phase costs and
original phase estimates. A new Exhibit C-1 is made part of the original Agreement
and replaces Exhibit C.
Option C
In accordance with the terms of the original Agreement between the State of
Colorado, Department of Transportation and the Local Agency, the State hereby
exercises the option to 1) release the Local Agency to begin a phase; 2) to encumber
funds for the phase based upon changes in funding availability and authorization;
and 3) to transfer funds from phases based on variance in actual phase costs and
EXHIBIT A TO RESOLUTION 2025-063
Page 289
Item 19.
original phase estimates. A new Exhibit C-1 is made part of the original Agreement
and replaces Exhibit C.
Option D
In accordance with the terms of the original Agreement between the State of Colorado,
Department of Transportation and the Local Agency, the State hereby exercises the option
extend the term of this Agreement and/or update a Work Phase Performance Period and/or
modify information required under the OMB Uniform Guidance, as outlined in Exhibit
C.This is made part of the original Agreement and replaces the Expiration Date shown on
the Signature and Cover Page. Any updated version of Exhibit C shall be attached to any
executed Option Letter as Exhibit C-1 (with subsequent exhibits labeled C-2, C-3, etc.).
The effective date of this option letter is upon approval of the State Controller or delegate.
STATE OF COLORADO
Jared S. Polis
Department of Transportation
By: ___________________________________________
Keith Stefanik, P.E., Chief Engineer
(For) Shoshana M. Lew, Executive Director
Date: _________________________________________
ALL AGREEMENTS MUST BE APPROVED BY THE STATE CONTROLLER
CRS §24-30-202 requires the State Controller to approve all State Agreements. This Agreement is
not valid until signed and dated below by the State Controller or delegate. Contractor is not
authorized to begin performance until such time. If the Local Agency begins performing prior
thereto, the State of Colorado is not obligated to pay the Local Agency for such performance or for
any goods and/or services provided hereunder.
STATE OF COLORADO
STATE CONTROLLER
Robert Jaros, CPA, MBA, JD
By: ______________________________________
Colorado Department of Transportation
Date:__________________________________
EXHIBIT A TO RESOLUTION 2025-063
Page 290
Item 19.
CDOT Form 1243 8/24 Page 1 of 10Previous editions are obsolete and may not be used.
Exhibit E
Colorado Department of Transportation
Local Agency Contract Administration Checklist
Project Number STIP Number
Local Agency Project Manager
CDOT Project Manager
Instructions:
EXHIBIT A TO RESOLUTION 2025-063
MTF M455-165 SR47007 26939 4
City of Fort Collins 5/12/2025
Foothill Transit Station
City of Fort Collins Spencer M. Smith
Bryce Reeves Armando Ochoa
Page 291
Item 19.
CDOT Form 1243 8/24 Page 2 of 10Previous editions are obsolete and may not be used.
Acronyms:
Colorado Department of Transportation –CDOT
Disadvantaged Business Enterprise –DBE
Colorado Department of Transportation –CDOT
Disadvantaged Business Enterprise –DBE
Equal Employment Opportunity -EEO
Federal Highway Administration –FHWA
Field Inspection Review –FIR
Final Office Review –FOR
Hot Mix Asphalt –HMA
Independent Assurance Testing -IAT
Intergovernmental Agreement –IGA
Local Agency -LA
Local Agency Web Resource –LAWR
Not Applicable –N/A
Number –No.
On-The-Job -OJT
Plans, Specifications, and Estimate –PS&E
Professional Engineer -PE
Right-of-Way –ROW
Statewide Transportation Improvement Program -STIP
Transportation Improvement Program –TIP
EXHIBIT A TO RESOLUTION 2025-063
Page 292
Item 19.
CDOT Form 1243 8/24 Page 3 of 10Previous editions are obsolete and may not be used.
TIP / STIP Long-Range Plans Responsible
Party
LAWR No.Description of Task LA CDOT
2.1
Subrecipient Monitoring Responsible
Party
3.1
•
•
•
•
“Performance Report to CDOT”)
•
Federal Funding Obligation and Authorization Responsible
Party
4.1
Project Development Responsible
Party
5.1
5.2
5.3
5.4
5.5
5.6
1
2
3,3A
3,6
–
•
•
EXHIBIT A TO RESOLUTION 2025-063
X
X
X X
X
X
X
X
X X
X
X
X
X
X
X
Page 293
Item 19.
CDOT Form 1243 8/24 Page 4 of 10Previous editions are obsolete and may not be used.
Responsible
Party
LAWR No.LA CDOT
3
4
5
3
3
3A
3B
3
3
5.7
5.8
5.9
5.10
5.11
5.12
5.13
5.14
5.15
5.18
5.19
5.20
5.21
5.22
5.23
Description of Task
Conduct Field Inspection Review (FIR)
Conduct Environmental Process (may require FHWA concurrence
/involvement)
Acquire Right-of-Way (may require FHWA concurrence
/involvement)
Obtain Utility and Railroad Agreements
Conduct Final Office Review (FOR)
Justify Force Account Work by the Local Agency
Justify Proprietary, Sole Source, or Local Agency Furnished Items
Document Design Exceptions – CDOT Form 464
Seek Permission for use of Guaranty and Warranty Clauses
Prepare Plans, Specifications, Construction Cost Estimates and
Submittals
Comply with Requirements for Off-and On-System Bridges &
Other Structural Work
Update Approvals on PS&E Package if Project Schedule Delayed
Ensure Authorization of Funds for Construction
Use Electronic Signatures
File Project Development Records/Documentation in ProjectWise
(PW)
Project Development Civil Rights and Labor Compliance Responsible
Party
LAWR No.Description of Task LA CDOT
3 6.1
6.2
t is
EXHIBIT A TO RESOLUTION 2025-063
X X
X
X
X
X X
X
X
X
X
X
X
X
X
X
X
4
X
Bryce Reeves 3/27/2025
Page 294
Item 19.
CDOT Form 1243 8/24 Page 5 of 10Previous editions are obsolete and may not be used.
Responsible
Party
LAWR No.Description of Task LA CDOT
6.3
6.4
6.5
3 6.6
6,7
“NA”, if Not Applicable
Advertise, Bid and Award of Construction Projects Responsible
Party
6,7
7
7
7
7
7
7
7,8
8
Distribute “Advertisement Set” of Plans and Specifications
–
Low bidder meets DBE goals. (“N/A” if Not Applicable)
–
the low bidder does not meet DBE goals. (“N/A” if Not Applicable)
Provide “Award” and “Record” Sets of Plans and Specifications
EXHIBIT A TO RESOLUTION 2025-063
X
X X
4 4
X
X X
4
X
X
X
X
X
X
X
X
X
X
X
X
X
Page 295
Item 19.
CDOT Form 1243 8/24 Page 6 of 10Previous editions are obsolete and may not be used.
Construction Management Responsible
Party
LAWR No.Description of Task LA CDOT
8
8
8
8
8 8.4
9 8.5
Intro
8.1
8.2
8.3
File Project Construction Records/Documentation in PW or as Directed
Issue Notice to Proceed to the Contractor
Project Safety
Conduct Conferences
•Preconstruction Conference (Appendix B)
o Fabrication Inspection Notifications
•Pre-Survey
o Construction Staking
o Monumentation
•Partnering (Optional)
•Structural Concrete Pre-Pour (Agenda is in the CDOT
Construction Manual)
•Concrete Pavement Pre-Paving (Agenda is in the CDOT
Construction Manual)
•HMA Pre-Paving (Agenda is in the CDOT Construction Manual)
Develop and distribute Public Notice of Planned Construction to
media and local residents
Supervise Construction
A Professional Engineer (PE) registered in Colorado, who will be
“in responsible charge of construction supervision”
Local Agency Professional Engineer
or CDOT Resident Engineer Phone Number
Provide competent, experienced staff who will ensure the
Contract work is constructed in accordance with the plans
and specifications
Construction inspection and documentation (including
Projects with structures)
Fabrication Inspection and Documentation
9 8.6
9 8.7
9 8.8
9 8.9
EXHIBIT A TO RESOLUTION 2025-063
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Bryce Reeves 970-350-2126
X
X
X
X
X
X
X
Page 296
Item 19.
CDOT Form 1243 8/24 Page 7 of 10Previous editions are obsolete and may not be used.
Responsible
Party
LAWR No.Description of Task LA CDOT
9,9A 8.10
9 8.11
9B 8.12
9B 8.13
9A 8.14
9 8.15
9 8.16
9 8.17
8.18
9 8.19
Materials Responsible
Party
9,9C 9.1
•
•
EXHIBIT A TO RESOLUTION 2025-063
Spencer M. Smith 970-416-8054
X
X
X #
X
X
X X
X
X
Bryce Reeves 970-350-2126
X
X
X
X
X
Page 297
Item 19.
CDOT Form 1243 8/24 Page 8 of 10Previous editions are obsolete and may not be used.
Responsible
Party
LAWR No.Description of Task LA CDOT
9,9C 9.2
9C 9.3
9C 9.4
9C 9.6
9C 9.6
9C 9.7
9C 9.8
9C 9.9
9C 9.10
–
•
•
•
•Fabrication of structural steel and pre-stressed concrete
structural components
•Bridge modular expansion devices (0” to 6” or greater)
•Fabrication of bearing devices
•
•
•
•
•
Construction Civil Rights and Labor Compliance Responsible
Party
9 10.1
EXHIBIT A TO RESOLUTION 2025-063
X
X
X
X
X
X
X
X
X
X
X
X X
X
X
X
X
4
Page 298
Item 19.
CDOT Form 1243 8/24 Page 9 of 10Previous editions are obsolete and may not be used.
Responsible
Party
LAWR No.Description of Task LA CDOT
8,9 10.2
9 10.3
9 10.4
9 10.5
9 10.6
9 10.7
10.8
–
–
Compliance with the “Commercially Useful Function”
•–
•–
•–
–Highway Construction Contractor’s
Finals Responsible
Party
11.1
10 11.2
10 11.3
11 11.4
11 11.5
11 11.6
11 11.7
11.8
11.9
EXHIBIT A TO RESOLUTION 2025-063
X
X
X
X
X
X
X
X
X
X
X X
X
X
X
X
X
X
X
Page 299
Item 19.
CDOT Form 1243 8/24 Page 10 of 10Previous editions are obsolete and may not be used.
Responsible
Party
LAWR No.Description of Task LA CDOT
11.10
11 11.11
11.12
11.13
11 11.14
11 11.15
–
–
EXHIBIT A TO RESOLUTION 2025-063
X
X
X
X
X
X X
X
Page 300
Item 19.
EXHIBIT F
PII Certification
STATE OF COLORADO
LOCAL AGENCY CERTIFICATION FOR ACCESS TO PII THROUGH A
DATABASE OR AUTOMATED NETWORK
Pursuant to § 24-74-105, C.R.S., I, _________________, on behalf of
__________________________ (legal name of Local Agency) (the “Local Agency”),
hereby certify under the penalty of perjury that the Local Agency has not and will not
use or disclose any Personal Identifying I nformation, as defined by § 24-74-102(1),
C.R.S., for the purpose of investigating for, participating in, cooperating with, or
assisting Federal Immigration Enforcement, including the enforcement of civil
immigration laws, and the Illegal Immigration and Immigrant Responsibility Act,
which is codified at 8 U.S.C. §§ 1325 and 1326, unless required to do so to comply
with Federal or State law, or to comply with a court-issued subpoena, warrant or
order.
I hereby represent and certify that I have full legal authority to execute this
certification on behalf of the Local Agency.
Signature: __________________________
Printed Name: __________________________
Title: __________________________
Date: ___________
EXHIBIT A TO RESOLUTION 2025-063
Page 301
Item 19.
File Attachments for Item:
Staff Report: One Water Strategic Plan Update
The purpose of this item is to provide a progress update on the City’s ongoing One Water
planning efforts. This work supports City’s Council’s priority of protecting community water
systems in an integrated way to ensure resilient water resources and healthy watersheds.
In early 2024, the Water Utilities initiated a two-phased planning approach to the development
of a strategic One Water Plan to guide the planning, operations, and management of the City ’s
water resources and water systems over the next 50 years. Phase 1 (Self-Assessment) of this
work was completed in March 2025 with the development of a One Water Action Framework
Report, which characterizes the current state of the City’s water resources, systems and
practices and lays out the City’s vision for One Water.
Building upon this work, Phase 2 (Plan Development) will begin in early June 2025. The work
will focus on the development of a One Water Strategic Plan that establishes goals and
supporting strategies needed to address the community’s current and anticipated water-related
challenges using collaborative and holistic water management approaches. The work will be
informed by both internal and community engagement and is expected to take approximately
10-12 months to complete.
Page 302
June 3, 2025
AGENDA ITEM SUMMARY
City Council
STAFF
Jill Oropeza, Utilities Sr. Director, Water Sciences and Planning
SUBJECT
Staff Report: One Water Strategic Plan Update
EXECUTIVE SUMMARY
The purpose of this item is to provide a progress update on the City’s ongoing One Water planning efforts.
This work supports City’s Council’s priority of protecting community water systems in an integrated way to
ensure resilient water resources and healthy watersheds.
In early 2024, the Water Utilities initiated a two-phased planning approach to the development of a strategic
One Water Plan to guide the planning, operations, and management of the City’s water resources and
water systems over the next 50 years. Phase 1 (Self-Assessment) of this work was completed in March
2025 with the development of a One Water Action Framework Report, which characterizes the current
state of the City’s water resources, systems and practices and lays out the City’s vision for One Water.
Building upon this work, Phase 2 (Plan Development) will begin in early June 2025. The work will focus on
the development of a One Water Strategic Plan that establishes goals and supporting strategies needed
to address the community’s current and anticipated water-related challenges using collaborative and
holistic water management approaches. The work will be informed by both internal and community
engagement and is expected to take approximately 10-12 months to complete.
ATTACHMENTS
1. One Water Action Framework Report
2. Presentation
Page 303
One Water Action Framework
March 2025 / FINAL
Page 304
One Water Action Framework
March 2025 / FINAL
Digitally signed by John P. Rehring
Contact Info: Carollo Engineers, Inc.
Date: 2025.03.31 08:13:24-06'00'
Page 305
TABLE OF CONTENTS MARCH 2025 / FINAL / CAROLLO
CITY OF FORT COLLINS ONE WATER ACTION FRAMEWORK i
pw://Carollo/CO/Fort Collins/203085-000000/03 Reports and Studies/02 Deliverables/OneWaterRpt-Final/OneWaterActionFramework
Contents
CHAPTER 1 ONE WATER VISION AND GOALS
1.1 Drivers for Integrated Water Planning 1-1
1.2 One Water Approach 1-1
1.3 Overview of Self-Assessment Approach 1-2
1.4 Report Organization 1-4
1.5 One Water Vision 1-4
1.6 Goals and Supporting Actions 1-6
CHAPTER 2 STATE OF WATER RESOURCES
2.1 Raw Water Supply System 2-1
2.1.1 Existing Infrastructure 2-1
2.1.2 Existing Conditions 2-5
2.1.3 Looking Forward 2-10
2.1.4 Information Gaps 2-12
2.2 Drinking Water System 2-13
2.2.1 Existing Infrastructure 2-13
2.2.2 Existing Conditions 2-14
2.2.3 Looking Forward 2-16
2.2.4 Information Gaps 2-19
2.3 Water Reclamation System 2-19
2.3.1 Existing Infrastructure 2-19
2.3.2 Existing Conditions 2-21
2.3.3 Looking Forward 2-23
2.3.4 Information Gaps 2-24
2.4 Stormwater System 2-25
2.4.1 Existing Conditions 2-25
2.4.2 Looking Forward 2-28
2.4.3 Information Gaps and Potential Improvements 2-28
2.5 Funding Needs 2-28
CHAPTER 3 ORGANIZATIONAL CULTURE
3.1 Level 1 - Leadership Commitment 3-1
3.2 Level 2 - Organizational Alignment 3-2
3.3 Level 3 - Inspired Organization 3-3
3.4 Moving Forward 3-5
Page 306
TABLE OF CONTENTS MARCH 2025 / FINAL / CAROLLO
CITY OF FORT COLLINS ONE WATER ACTION FRAMEWORK ii
CHAPTER 4 STAKEHOLDER ENGAGEMENT
4.1 Stakeholder Mapping 4-1
4.1.1 One Water Stakeholders 4-1
4.1.2 Stakeholder Engagement Groups 4-3
4.2 Stakeholder Engagement Roadmap 4-6
4.3 Advancing Stakeholder Engagement 4-7
CHAPTER 5 ONE WATER PROJECT OPPORTUNITIES
5.1 Ongoing Projects 5-3
5.1.1 2025 Water Efficiency Plan 5-3
5.1.2 Halligan Water Supply Project 5-3
5.1.3 Oak Street Stormwater Project 5-3
5.1.4 One Water Operator 5-3
5.1.5 Poudre Basin Flows Initiative 5-4
5.1.6 River Health Assessment Framework 5-4
5.1.7 Stanton and Fossil Creek Stream Rehabilitation 5-4
5.1.8 Water Treatment Residuals Project 5-5
5.2 Potential One Water Projects 5-5
5.2.1 Direct Potable Reuse 5-5
5.2.2 Hickory Regional Detention Pond 5-5
5.2.3 Meadow Springs Ranch Regionalization Opportunities 5-6
5.2.4 One Water Laboratory 5-6
5.2.5 One Water Learning Center/The 1883 Water Works 5-6
5.3 Quick Wins 5-7
5.4 Advancing Informed Actions via One Water Project Opportunities 5-7
CHAPTER 6 ONE WATER MONITORING
6.1 Overview 6-1
6.2 One Water Monitoring Plan 6-4
6.3 Indicators and Metrics 6-5
6.3.1 Indicator Category 1 - Institutional Capacity 6-5
6.3.2 Indicator Category 2 - Financial Capacity 6-6
6.3.3 Indicator Category 3 - Organizational Culture 6-7
6.3.4 Indicator Category 4 - Nature-Based Solutions 6-8
6.3.5 Indicator Category 5 - Healthy Watersheds and Waterways 6-8
6.3.6 Indicator Category 6 - Sustainable Urban Drainage Systems 6-9
6.3.7 Indicator Category 7 - Water Supply Resilience 6-10
6.3.8 Indicator Category 8 - Climate Change Resilience 6-11
6.3.9 Indicator Category 9 - Collaboration Networks 6-12
6.3.10 Indicator Category 10 - Community Engagement and Support 6-13
6.4 Implementation of the Monitoring Plan 6-14
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CHAPTER 7 RECOMMENDATIONS AND NEXT STEPS
7.1 One Water Planning 7-2
7.2 Funding Needs 7-3
7.3 Organizational Culture 7-3
7.4 Stakeholder Engagement 7-3
7.5 Informed Actions 7-4
7.6 One Water Monitoring 7-5
Appendices
APPENDIX A DATA GAPS AND NEEDS MEMO
APPENDIX B ONE WATER PRESSURES AND CHALLENGES
Tables
Table 2.1 City Water Rights Summary 2-5
Table 2.2 City Water Utility Population and Demand Projections 2-17
Table 2.3 Current and Future Water Reclamation Facility Flows 2-23
Table 2.4 Water Reclamation Service Area Population 2-23
Table 2.5 Stormwater Master Planning Completion Record 2-25
Table 4.1 Stakeholder Engagement Group Assignments 4-5
Table 4.2 Stakeholder Engagement Roadmap 4-6
Table 5.1 One Water Project Matrix 5-2
Table 6.1 Fort Collins One Water Goals, Supporting Actions, and Indicator Categories 6-2
Table 6.2 Proposed One Water Indicators by Assessment Level 6-4
Figures
Figure 1.1 The One Water Cycle 1-2
Figure 1.2 WRF Self-Assessment Framework Pillars and Levels 1-3
Figure 1.3 Vision Workshop Word Cloud 1-5
Figure 1.4 Vision Workshop Input on One Water Vision Statement Components 1-5
Figure 2.1 Overview of the City’s Raw Water Supply System 2-3
Figure 2.2 Average Annual Water Utilities Demand 2-7
Figure 2.3 Community Gallons per Capita per Day (GPCD) and Population Served by the
Water Utilities. 2-11
Figure 2.4 Water Service Area Boundaries 2-15
Figure 2.5 City’s Wastewater Collection Service Area 2-22
Figure 2.6 Stormwater Basins within the Fort Collins GMA 2-26
Figure 3.1 One Water Framework: Organizational Culture Levels 3-1
Figure 4.1 One Water Framework: Stakeholder Engagement Levels 4-1
Figure 4.2 Stakeholder Engagement Groups 4-3
Figure 4.3 Level of Stakeholder Impact 4-3
Figure 5.1 One Water Framework: Informed Action Levels 5-1
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Figure 6.1 One Water Framework: One Water Monitoring Levels 6-1
Figure 6.2 Relationship between Proposed Monitoring Indicators and One Water Goals 6-2
Figure 6.3 Proposed Monitoring Indicators for Level 1 – Onboarding 6-15
Figure 7.1 WRF Self-Assessment Framework Pillars and Levels 7-1
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Abbreviations
AF acre-feet
AFY -feet per year
-governmental organizations
3/BAC
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USACE U.S. Army Corps of Engineers
USEPA United States Environmental Protection Agency
UV
District
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CHAPTER 1 ONE WATER VISION AND GOALS
1.1 Drivers for Integrated Water Planning
Fort Collins, Colorado is located 65 miles north of Denver in Larimer County along the Cache la Poudre
River, between the Rocky Mountain foothills and Colorado’s eastern plains. As the fourth-largest city in
the state, Fort Collins spans over 57 square miles and is home to around 172,300 residents. The city is also
home to Colorado State University and several major commercial enterprises.
The City of Fort Collins’ (City) service area boundaries for drinking water, wastewater, and stormwater are
not uniform, and in the cases of water and wastewater, certain areas within the city limits are served by
neighboring utility providers. This introduces complexities in planning, coordination, and customer
communication.
Furthermore, the City faces increasing pressures that must be considered in future planning and
operations. For example, population growth, urbanization, reliance on an over-allocated Colorado River
water supply and increased competition for available water rights present significant challenges.
Increasingly, the City is concerned with mitigating the impacts of climate change, such as potential
wildfires, climate-driven shifts in precipitation patterns, and intensifying drought, resulting in the growing
scarcity of water resources. Lastly, advancements in technology, aging infrastructure, rising operational
costs and service affordability are key challenges.
1.2 One Water Approach
In the last decade, many utilities across the United States started to embrace a “One Water” approach to
planning and managing the water cycle in the urban environment. One Water recognizes and takes
advantage of the interconnected nature of all aspects of a municipal water utility, ranging from raw water
supply to water treatment and distribution, wastewater collection and water resource recovery, and
stormwater management. The various types of water that circulate in the One Water cycle are
schematically presented in Figure 1.1.
Under a One Water approach, managers of different portions of the water cycle work as a team,
navigating across traditional boundaries or “siloes” of responsibility, to seek multi-benefit solutions
through holistic water management. As the City of Fort Collins Utilities Department (FC Utilities) is
responsible for managing water, wastewater, and stormwater, this department is a logical lead entity.
However, the One Water approach goes beyond traditional water management and also aims to include
other departments with intersecting responsibilities such as departments responsible for parks, recreation,
natural areas, and even transportation and financial departments. The City is in a unique position as both
a utility provider and municipal government, offering opportunities for broader stakeholder inclusion and
applications.
The City is fully embracing a One Water mindset, with the principle that all water holds value being central
to its One Water planning approach. In 2021, to address its ongoing and emerging water management
challenges more effectively, the City restructured its Water Utilities to improve efficiency and integration
across its divisions. This reorganization included the establishment of a water utilities Executive Director
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role to oversee the City’s One Water Program and alignment of other senior leadership roles that work
across all water sectors. Additionally, a capital project delivery team was formed. Together, these groups
oversee the City's water utilities' regulatory compliance, planning, project implementation, and
operational functions. This integrated approach is designed to meet the evolving needs of the City’s water
systems and its customers.
The City’s One Water Action Framework (OWAF) will serve as a strategic guide for integrated planning and
management of water resources and operations across several City departments—encompassing raw
water , drinking water, stormwater, wastewater This framework will enable the City to address its water
management challenges and to maximize the benefits of its water resources and address the community’s
evolving water needs over the next 50 to 100 years. The OWAF is designed to inform capital planning
priorities, shape budgeting processes, guide investments in technology and workforce training, identify
key collaborations, foster workforce alignment, and act as a communication and engagement platform for
both internal and external stakeholders.
Figure 1.1 The One Water Cycle
1.3 Overview of Self-Assessment Approach
The Water Research Foundation (WRF) One Water Communities Self-Assessment Framework and Rating
System (WRF Framework, Arabi et al., 2023) provides a systematic, structured basis for evaluating a
community’s current standing with respect to One Water implementation, and a framework for setting
and achieving goals for One Water planning and management. The WRF Framework is organized around
five “pillars”:
1. One Water Planning.
2. Organizational Culture.
3. Stakeholder Engagement.
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4. Informed Actions via One Water Project Opportunities.
5. One Water Monitoring.
For each of these five pillars, the WRF Framework establishes three Self-Assessment Levels (Figure 1.2):
1. Onboarding.
2. Progressing.
3. Advancing.
Figure 1.2 WRF Self-Assessment Framework Pillars and Levels
The City participated as a pilot utility in WRF’s development of the self-assessment framework, and is now
using the resulting WRF Framework to guide its One Water efforts through a two-phased work approach.
As such, it is moving from Level 1 (Information Gathering) to Level 2 (Plan Development) under the first
pillar of the WRF Framework, One Water Planning.
This report documents Phase I tasks and outcomes, including the development of a One Water Vision and
Guiding Principles. Phase II will culminate in an OWAF document that details specific goals and strategies
tailored to meet current and future needs of the Fort Collins community.
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1.4 Report Organization
This report is organized into the following sections, aligned with the WRF Framework approach to One
Water planning.
Chapter 1 documents the City’s Vision and Goals for One Water.
Chapter 2 provides an overview of the state of the City’s water resources, including raw water,
drinking water, water resource recovery, and stormwater systems. It should be noted that this
description is limited to the water infrastructure assets owned and operated by Fort Collins Water
Utilities (FC Utilities), which serves about 80 percent of the Fort Collins Growth Management Area
(GMA). This report does not include details of the Fort Collins-Loveland Water District (FCLWD), East
Larimer County Water District (ELCO), or other smaller neighboring districts.
Chapter 3 documents the City’s current organizational culture with respect to One Water.
Chapter 4 identifies stakeholder engagement opportunities for developing and implementing the
City’s OWAF.
Chapter 5 provides an initial list of One Water Project Opportunities as vehicles for putting One
Water planning and management into action.
Chapter 6 documents One Water Monitoring recommendations through a set of proposed baseline
indicators that can be used to characterize the state of the City’s water supplies, water system,
wastewater system, and stormwater systems.
Chapter 7 summarizes the recommendations of Chapters 2 through 6 and will form the basis for the
next phase of the City’s One Water planning effort.
The purpose of this report is to provide a foundation for the City’s One Water effort and complete the
“Level 1” assessments for all five pillars of the WRF One Water Self-Assessment Framework. The findings
of this report complete Fort Collins OWAF Phase 1 and inform the scope and scale of Phase 2, which will
be aligned with the recommendations summarized in Chapter 7.
1.5 One Water Vision
During the One Water Vision workshop with City staff held on September 12, 2024, workshop attendees
participated in an interactive discussion to help define the key elements that should be included in the
City’s One Water vision statement. The Vision statement is intended to provide high-level direction for
long-term One Water management across all aspects of the City’s operations. Reference statements were
reviewed as examples of how other utilities have established their vision for one water. Carollo used input
from this workshop to develop a suite of draft Vision statement alternatives for consideration by the City,
with subsequent refinement into a single unified vision statement.
The following top three themes emerged from the open-ended “word cloud” exercise (Figure 1.3):
Integrated/Holistic.
Collaborative.
Alignment.
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Figure 1.3 Vision Workshop Word Cloud
As shown in Figure 1.4, the following top themes emerged from the multiple choice exercise:
Holistic.
Collaborative.
Resilient/Resilience (not only climate change resilience, but also operational resilience).
Equitable.
Ecosystem Benefits (acknowledging links between the built and natural environments).
Figure 1.4 Vision Workshop Input on One Water Vision Statement Components
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Based on this synopsis of input, and input from City staff, the City defined its Vision Statement for the
OWAF as follows:
The One Water Action Framework advances collaborative and holistic water management
approaches that promote healthy watersheds, resilient communities, and water equity.
1.6 Goals and Supporting Actions
During the Vision and Goals workshop in September 2024, five initial goals were developed to align with
the One Water Self-Assessment pillars (see Figure 1.1). The supporting actions provide a path forward on
how each of the goals will support the One Water Vision. Based on input from City staff in the Phase 2
brainstorm workshop in March 2025, it was decided that these goals will be revisited and likely
consolidated in Phase 2.
By focusing on the following five goals, the City can effectively implement a One Water approach that
promotes healthy watersheds, resilience, and water equity. For each goal, several specific potential
supporting actions are identified, which can be further refined as the City progresses along its One Water
journey. When implemented, these supporting actions can provide a path forward on how to achieve the
five goals and ultimately make Fort Collins’ One Water Vision a reality.
1. Develop and implement an adaptive One Water framework.
a. Prioritize and implement multi-benefit projects and programs.
b. Identify efficiencies through cost and resource sharing to minimize cost and promote service
affordability.
c. Incorporate best practices around sustainability during the planning, design, construction, and
operational stages of new projects and programs.
d. Develop planning and cost-sharing vehicles to implement multi-benefit projects.
e. Coordinate and align the pursuit of external funding applications for One Water initiatives
(e.g., One Water Utility Fund, shared capital improvement plan (CIP), One Water Operator position).
f. Periodically update the One Water Action Framework.
g. Align and leverage City-wide planning efforts toward multi-benefit outcomes.
2. Increase watershed health and water systems resilience.
a. Identify and implement green infrastructure improvements.
b. Restore ecosystems.
c. Decrease pollutants in local waterways.
d. Mitigate local flood impacts.
e. Increase stormwater capture and use.
f. Provide adequate water supply for the future needs of the community.
g. Plan for climate extremes and other potential risks.
h. Manage water demands with increased efficiency and explore water reuse.
i. Establish performance indicators and metrics to track progress and measure the health of the
Poudre River.
3. Foster an organizational culture that promotes resource sharing and collaboration.
a. Promote resource and information sharing between departments.
b. Invest in staff development and training to enhance One Water expertise across all departments.
c. Provide a fair compensation structure to promote cross-departmental career movement and growth.
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4. Promote regional institutional collaboration.
a. Proactively engage regional stakeholders in an equitable manner.
b. Identify regional water-related collaboration opportunities.
c. Coordinate with regional partners on outside grant funding applications for regional projects.
d. Align community engagement efforts and messaging around water between regional entities.
5. Foster community support for One Water.
a. Explore strategies on how to increase public awareness and education around the Value of Water.
b. Align community engagement activities between City departments and other regional entities.
c. Engage and educate the community around the benefits of One Water, incl. cost savings and
affordability. (e.g., go to schools, create a website for One Water updates, present at community
fairs, host in-person workshops, create education materials, conduct surveys).
d. Provide regular updates on the One Water initiative’s progress and achievements to City Council
and other public forums.
The goals and supporting actions listed above were used as a basis to develop indicators or metrics to
measure progress towards achieving the One Water Vision as discussed in Chapter 6. However, it is
recommended that these goals and supporting actions be revisited and refined as needed during the
development of the City’s One Water Plan in Phase 2 of this effort. Consequently, the indicators and
metrics described in Chapter 6 will be revisited also.
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CHAPTER 2 STATE OF WATER RESOURCES
This chapter provides an overview of the City’s existing water, wastewater, and stormwater systems as a
foundation for the OWAF, based on existing documents provided by the City. The documents utilized for
this high-level overview of the City’s state of water resources, along with the associated data gaps are
summarized in the Data Gaps and Needs Memorandum which is included in Appendix A. This assessment
summarizes existing systems and can help identify information gaps that should be addressed in Phase 2
of the OWAF. The additional data development and analysis needs identified in this high-level water
systems assessment will inform the scope and scale of the effort for Phase 2.
This section is organized into the following subsections:
Section 2.1 - Raw Water Supply System.
Section 2.2 - Drinking Water System.
Section 2.3 - Water Reclamation System.
Section 2.4 - Stormwater System.
For each system, the existing infrastructure and existing conditions are summarized, followed by a
description of potential future conditions and information gaps. It should be noted that the descriptions
herein are limited to the One Water systems and assets owned and operated by City of Fort Collins
Utilities (Water Utilities) only. The Fort Collins One Water Utilities is a municipal utility located in Fort
Collins, Colorado, 65 miles north of Denver. One Water treats and delivers an average of 8.3 billion gallons
per year to about 36,000 water accounts, which serves about 80 percent of the population and 60 percent
of the land area within Fort Collins’ city limits. Furthermore, the Water Utilities is a community-owned,
not-for-profit utility that serves residential and commercial customers.
2.1 Raw Water Supply System
2.1.1 Existing Infrastructure
The City utilizes a system of infrastructure to divert, store, and convey raw water for potable and
non-potable end uses. This includes Joe Wright Reservoir, Horsetooth Reservoir, and Rigden Reservoir,
raw water intakes, raw water conveyance pipelines, and irrigation ditches that bring raw water supplies
generally from the west to the City, such as native Poudre Water and the Colorado-Big Thompson (C-BT).
Some of this raw water infrastructure is owned by the City, and some is owned by other entities.
The following eleven documents describe the City’s existing raw water supply system in detail:
AMEC 2014. Fort Collins Water Supply and Demand Management Policy Revision Report. April 2014.
Brendle Group 2022. Water Resource Matters in the Fort Collins Growth Management Area: Study
Report. September 2022.
CDM Smith and DiNatale Water Consultants 2016. Hydrologic Modeling Technical Report for the
Halligan Water Supply Project Environmental Impact Statement. October 2016.
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CH2M 2016. Water Treatment Facilities 2015 Master Plan. Prepared for Fort Collins Water Utilities.
February 2016.
City of Fort Collins 2023. Halligan Water Supply Project. Final Fish and Wildlife Mitigation and
Enhancement Plan. June 7, 2023.
City of Fort Collins Water Utilities 2015. Water Supply Planning in the Growth Management Area. City
Council Work Session Item by Donnie Dustin and Carol Webb. July 14, 2015.
DiNatale Water Consultants and CDM Smith 2014. Climate Change Hydrologic Impacts Analysis for
the Common Technical Platform for the NISP and HSWSP Environmental Impact Statements.
March 2014.
Harvey Economics 2016. Technical Memorandum HE-1. City of Fort Collins Water Demands (Updated
2016). In support of the Halligan Project Environmental Impact Statement (EIS). 2016.
Stantec 2019. 2019 Water Supply Vulnerability Study. June 2019
Northern Water 2020. Press release ‘Northern Water, Reclamation Complete Soldier Canyon Dam
Work’. November 5, 2020.
Upper Colorado River Commissioner 2024. Handout titled ‘A Sustainable Colorado River Upper
Division States Alternative FAQ’. Undated. Obtained April 2024 from Colorado Division of Water
Resources staff.
Water Research Foundation 2012. Joint Front Range Climate Change Vulnerability Study.
A map of the City’s key raw water sources and infrastructure is shown in Figure 2.1.
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Source: Water Supply and Demand Management Policy Report (AMEC 2014)
Figure 2.1 Overview of the City’s Raw Water Supply System
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2.1.1.1 Raw Water Storage
The City has a solid water rights portfolio and continues to seek additional storage capacity to firm up
those rights. In 2012, the City adopted a policy as part of its water supply planning criteria to establish a
storage reserve factor of 20 percent of annual demand based on the most critical year of the modeled
1-in-50 drought (Fort Collins 2014). The City currently satisfies this requirement through a combination of
water stored in Horsetooth Reservoir and Joe Wright Reservoir. The City utilizes the following three raw
water storage reservoirs with a combined storage capacity of up to 12,771 acre-feet (AF), with 10,871 AF
available for storage reserves:
Joe Wright Reservoir (7,100 AF).
Horsetooth Reservoir (up to 3,771 AF available through Northern’s carryover program).
Rigden Reservoir (1,900 AF; used primarily for return flow obligations).
Joe Wright Reservoir is currently the only City-owned storage facility able to deliver treatable supplies to
its water treatment facility (WTF). Joe Wright Reservoir has a usable storage capacity of approximately
7,100 AF, but during the winter it is ideal to keep the water level less than 5,000 AF to minimize icing in
the outlet works. The reservoir is used primarily to store Michigan Ditch water rights and has limited
capacity to provide drought protection for Water Utilities.
Much of the usable water storage available to the City is located in Horsetooth Reservoir, which is part of
the C-BT Project water system. The C-BT Project is a large regional water supply project managed by
Northern Water that allocates water based on the number of C-BT units owned and an annual quota. Each
year Northern Water sets the quota as a percent of 1 AF per unit based on storage levels and hydrologic
conditions which has averaged about 70 percent. Applying a 70 percent quota, the City’s 18,855 total
C-BT units yields approximately 13,198 AF of supplies from the C-BT project, excluding rights to some
C-BT through ownership in the North Poudre Irrigation Company (NPIC) because these cannot be relied
upon as storage reserves through carryover. Because the City does not own any of the reservoirs
associated with the C-BT system, any unused C-BT water reverts back to Northern Water with the
exception of their carryover storage program which gives the ability to carryover up to 20 percent of the
City’s unit ownership (3,771 AF) in a separate storage account. Northern Water’s carryover storage
program is subject to change and does not convey ownership interest in the storage facilities.
The City constructed Rigden Reservoir, a former gravel mine downstream of its Drake Water Reclamation
Facility (DWRF) near where I-25 crosses the Poudre River. Rigden Reservoir can be used to manage return
flow obligations from its junior storage decree or storage of changed irrigation ditch water rights but
does not provide a reliable means of delivering water into the raw water collection system and is not used
to count toward the storage reserve.
2.1.1.2 Water Conveyance and Intakes
The Cache la Poudre River water rights are diverted at the Fort Collins Pipeline or at the Munroe Canal,
both located about five miles upstream of the Poudre Canyon mouth. Diversions at the Fort Collins
Pipeline are conveyed directly to the City’s WTF at the base of Horsetooth Reservoir’s Soldier Canyon
Dam. Water diverted at the Munroe Canal is subsequently diverted from the canal into the Pleasant Valley
Pipeline, which is a shared facility with the City of Greeley and three other water districts (commonly
known as the Tri-Districts). The Pleasant Valley Pipeline flows by gravity from north to south during
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summer months (April-October) to the City’s WTF and the Tri-District’s Soldier Canyon water treatment
plant also at the base of the Soldier Canyon dam. In the winter months (November-March), the flow is
reversed, using the pressure head in Horsetooth Reservoir to deliver water from Horsetooth Reservoir
south-to-north to the City of Greeley’s Bellevue Water Treatment Plant near the Poudre Canyon mouth.
The primary raw water conveyance infrastructure is shown in Figure 2.1.
Further details on the City’s intakes is provided in the Drinking Water Systems section of this Chapter.
2.1.2 Existing Conditions
2.1.2.1 Overview
Potable water is supplied to Fort Collins residences and businesses by the City’s water utility and several
other water districts. Planning and growth decisions in the 1950s and 1960s led to the formation of
various water districts to serve parts of the city that were growing at that time (Fort Collins 2015). These
districts include FCLWD, ELCO, West Fort Collins Water District (WFCWD), and the Sunset Water District
(SWD). While these districts provide water to residents and businesses within city limits, this chapter is
solely focused on water supplied by the City’s water utility, which serves approximately 76 percent of the
households within city limits, including Colorado State University (CSU) (Fort Collins 2023).
2.1.2.2 Water Rights
The City’s water supplies are derived from a combination of water rights native to the Cache la Poudre
River basin and transbasin water from the Colorado River, North Platte River, and Laramie River basins,
detailed in Table 2.1. Note that of the total City-owned shares, Parks and Natural Areas own a certain
amount that are not part of the treatable water supply. City Water Utilities share ownership is indicated in
paratheses.
Table 2.1 City Water Rights Summary
Water Right Amount Unit Notes Estimated Yield
seniors (cfs) (1860’s) (15 cfs winter)
juniors (1955) (17.47 winter) Typically available only
during peak runoff
Canal No. 80CW193
Change of use in
92CW129. Not all shares
converted to municipal
use yet
1,200 to 6,500 AFY
Arthur Irrigation Co. 726 (628) shares; 48% ownership
Co.
municipal system – only
C-BT units
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Water Right Amount Unit Notes Estimated Yield
C-BT Units 18,855
(18,801) units annual Northern Water
quota
C-BT Units via NPIC 14,272 equivalent units: less
20% ditch loss
Yield dependent on
annual Northern Water
quota and 20% ditch loss
5,709 to 11,418 AFY
Platte River Power
Authority and Reuse Plan
C-BT to Water Supply &
Storage Company for the
Reuse Plan (described
below)
Michigan Ditch Wright Reservoir increases ability to divert
Michigan Ditch water
Notes:
AFY - acre-feet per year.
The City’s Poudre River rights include direct flow water rights decreed to the City and changed irrigation
rights. The changed irrigation rights are derived in large part from ditches that divert from the Poudre
River and served historically irrigated acreage that has now been developed within current city limits.
These ditches include the Pleasant Valley Irrigation Company, and three ditches (New Mercer, Arthur, and
Larimer No. 2 ditches) often referred to as the South Side Ditches. The City also owns shares in the Water
Storage and Supply Company (WSSC) which has a combination of native Poudre River water rights and
transbasin water rights (described below).
The City’s North Platte River basin water rights are derived from the Michigan Ditch which takes water
from the Michigan River, a tributary to the North Platte River, and delivers water into Joe Wright Creek in
the Poudre River headwaters. This water can be stored in Joe Wright Reservoir or delivered directly to the
Poudre River.
The City’s Colorado River basin water is comprised of C-BT and Windy Gap Project water, both of which
are delivered into Horsetooth Reservoir. The City’s WTF takes water directly from Horsetooth Reservoir. In
addition to C-BT and Windy Gap water, the City’s WSSC shares have transmountain water in the Grand
River Ditch. The Grand River Ditch diverts from the Colorado River headwaters in Rocky Mountain
National Park and delivers water into the upper Poudre River basin above Long Draw Reservoir. Although
most of the WSSC share’s transbasin component are from the Grand Ditch, they get some additional
transbasin diversions off the Laramie River (Laramie-Poudre Tunnel) that is delivered into the Poudre River
basin. The City owns about 4 percent of the WSSC water rights and has changed these water rights to
municipal use in its system.
The City owns 18,855 C-BT units outright and owns another 14,272 equivalent C-BT units through
ownership of NPIC shares. Each share of NPIC includes 4 C-BT units. As a mutual ditch company, NPIC
typically charges a 20 percent ditch loss on all deliveries to all shareholders, so that each shareholder
(whether municipal or agricultural) receives the same amount of water per share. This means that
effectively, the City receives 11,418 C-BT units from its NPIC shares. In total, these 30,273 C-BT (and NPIC
equivalent) units (approximately 21,191 AF with the average quota of 70%) provide a substantial and
reliable portion of the City’s total water supply.
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The C-BT Project was originally authorized as a supplemental water supply, so quotas tend to be lower in
wet years, and higher in dry years. However, as the ownership of C-BT units has transitioned from
primarily agricultural to primarily municipal today (approximately 85 percent of all units are municipally
owned), the quota has been less variable to provide more certainty to municipal providers. However,
following the drought of 2002, the quota was only 50 percent due to very low water supply in the
Colorado River basin C-BT reservoirs. C-BT accounts for about half of the City’s water supply, so low quota
water years put a strain on the City’s water supply system.
2.1.2.3 Water Service
Water Utilities currently delivers approximately 23,500 AFY of treated water to its customers and
approximately 1,400 AFY of non-potable water is delivered and used by parks, golf courses and the
cemetery. Additionally, Water Utilities serves about 4,500 AFY of other raw water obligations. Figure 2.2
shows a relative breakdown of the different demands met by the City.
Figure 2.2 Average Annual Water Utilities Demand
Per the City of Fort Collins Water Demands reported in Technical Memorandum HE-1 in support of the
Halligan Project Environmental Impact Statement (Harvey Economics, 2016), the per capita water use has
decreased since the late 1990s and early 2000s, with a significant decrease occurring because of the 2002
drought and persistent conservation efforts after the drought. The average per capita water use between
2004 and 2014 was 132 gallons per capita per day (gpcd). Data from 2020 to 2024 available on the City’s
website indicate an average demand daily demand of 22 million gallons per day (mgd) and peak day
demand of about 46 mgd, which equates to a maximum day demand peaking factor of 2.1. These
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amounts are reflective of the amount of water produced at the WTF, including deliveries to large
contractual water users. Apparent and real water losses (non-revenue water) across our distribution
system account for an average of 4 percent of water supplied across the last 5 years. It should be noted
that the City’s calculations used for the Water Conservation Annual Reports differ from the methods used
by Harvey Economics, resulting in an average water use in 2023 of 122 gpcd and apparent and real water
loss of 5 percent water supplied in 2023. It can be concluded that the calculated water loss is below the
typical range of water systems in the United States, which averages around 14 percent according a
“Control and mitigation of drinking water losses in distribution system” study conducted by the
Environmental Protection Agency (USEPA, 2010).
In addition to typical municipal water use, the City has contracts to supply fully consumable water to large
contractual users and to the Platte River Power Authority’s (PRPA) Rawhide power generating station. Fully
consumable water means that the water can be used or reused to extinction. In contrast, much of the
City’s water supply can only be used once through the municipal system, which generates return flows
back to the stream system in the form of treated wastewater effluent equal to the amount of indoor water
use except for limited use of graywater.
Water delivered to the large contractual users is treated water which can then be reused on-site or other
locations and is thus not returned to the City’s wastewater treatment plants. The City delivers effluent to
PRPA through the Reuse Plan, described in more detail below. While these two fully consumable demands
are a relatively small part of the overall system demand, they require several important operations and
coordination with other regional entities and can constrain operations at times. The City also treats raw
water for the neighboring West Fort Collins Water District. West Fort Collins Water District provides raw
water to the City to treat, so this obligation is not considered in the City’s water supply planning but is an
important consideration for WTF capacity and maintenance.
2.1.2.4 Operational Agreements
The City has several agreements that control how some of its water rights and water supply can be
operated. These agreements are a relatively small part of the City’s overall water demand. However, the
complexity and legal requirements associated with these operations are very important to the City and
impacts decisions the City must make related to the overall risk to and resilience of its water supply in
addition to the more typical and visible municipal water uses. The following provides a summary of these
agreements, while more detail can be found in the Hydrologic Modeling Technical Report for the Halligan
Water Supply Project Environmental Impact Statement (CDM Smith and DiNatale Water 2016) and the
Fort Collins Water Supply and Demand Management Policy Revision Report (AMEC 2014):
Parks and Other C-BT Obligations
» The City delivers 843 AFY of C-BT water and shares in the South Side Ditches (43 shares PVLC,
17 shares New Mercer, 5 shares Larimer No. 2, and 150 shares of Aurthur Ditch) for raw water use
at parks and various homeowner associations for irrigated green spaces. These C-BT obligations
are in acre-feet and therefore require a different number of C-BT units depending on the annual
C-BT quota. In addition to the parks, the City has various other obligations to deliver water to
other water districts or other providers to fulfill various water supply and development
agreements (e.g. Josh Ames certificates, Kodak supply).
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Joint Operations Plan:
» Michigan Ditch and Joe Wright Reservoir water is part of the Joint Operations Plan (JOP) in
coordination with the City of Greeley, WSSC, and the US Forest Service. The JOP specifies
minimum flow releases below both Joe Wright Reservoir and Chambers Reservoir for
environmental purposes. The City makes a 3 cfs release throughout the winter, with 1 cfs from Joe
Wright Reservoir and 2 cfs from Chambers Reservoir. During the summer months, the City must
bypass any native inflows to Joe Wright Reservoir (i.e., flows from the local drainage, not counting
inflows from Michigan Ditch) to maintain 3 cfs below Joe Wright Reservoir and then can store any
amount over the 3 cfs under the Joe Wright Reservoir water rights. Releases from Joe Wright and
Chambers are diverted into the Fort Collins Pipeline. Most of the water released from Joe Wright
Reservoir is reusable and is used in the Reuse Plan to meet the City’s fully consumable demands.
Reuse Plan:
» The City entered into a three-way agreement with PRPA and WSSC to provide a fully consumable
supply of water to PRPA. The PRPA operates the Rawhide power plant approximately 30 miles
north of the City and requires up to 4,200 AFY for cooling purposes. PRPA has 4,200 AFY of Windy
Gap Project water. Fort Collins treats up to approximately 6,400 AF of fully consumable water
throughout the year, which generates up to 4,200 AFY of effluent at its DWRF. This effluent is then
pumped to the Rawhide power plant and used for cooling. In return, PRPA provides up to
4,200 AFY of Windy Gap project water to the City which it treats and supplies fully consumable
treated water to its large contractual user who then uses the water for outdoor irrigation after
initial indoor use.
» The City obtains up to the 6,400 AFY of fully consumable water through about 2,400 AFY of its
Michigan Ditch system, 900 AFY of which is delivered under the JOP (described above). The City
gets the other 3,800 AFY from WSSC’s Grand River Ditch transmountain rights. The City then gives
an additional 1,890 AFY of C-BT water to WSSC in Horsetooth Reservoir to compensate for the
loss of the fully consumable status of its Grand River Ditch water. This benefits the City by getting
2,310 AFY of additional supplies (4,200 AFY of Windy Gap from PRPA minus 1,890 AFY given to
WSSC). This benefits WSSC because it receives additional water as payment for the fully
consumable nature of water that WSSC normally only uses once for irrigation.
2.1.2.5 Ongoing Improvements
The City is currently in the process of obtaining the necessary U.S. Army Corps of Engineers (USACE)
permit to enlarge Halligan Reservoir on the North Fork of the Poudre River. Halligan Reservoir is an
existing reservoir owned by NPIC. The City has a contractual right to acquire the reservoir for
enlargement. The current proposal is to enlarge the reservoir storage capacity by approximately 8,200 AF.
The new storage will help meet the City’s projected demands and meet its water storage reserve policy.
The North Fork of the Poudre River enters the Poudre River immediately downstream of the City’s intakes
on the Poudre River. However, there is nearly always exchange potential between the confluence of the
North Fork and Mainstem and the intakes. This means that in most instances, the City can release water
from Halligan Reservoir and deliver this water to the confluence and then divert a like amount of water at
its upstream intakes without causing injury to other water users because there are no water users between
the intakes and the confluence. The permitting process for Halligan Reservoir began in 2006 and the final
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EIS was published in October 2023. The City is currently working on additional permitting requirements
before USACE can issue a Record of Decision.
Alongside the longstanding Halligan expansion project, the City’s primary water delivery
infrastructure components are regularly maintained. The following is a summary of known
maintenance and improvement projects. Additional details are presented in the Water Treatment Master
Plan (Fort Collins 2015).
Horsetooth Reservoir – Soldier Canyon Dam outlet works repair completed in November 2020.
Pipeline Replacement – Portions of the Fort Collins Pipeline were replaced in 2022 to repair sections in
danger of failing.
Pleasant Valley Presedimentation Basin – Settling pond at diversion from the Munroe Canal to reduce
suspended solids in the water supply. The basin was constructed after the High Park fire in 2012 as a
means to settle out ash and sediment.
Joe Wright Reservoir and Michigan Ditch – The City completed major improvements upon acquisition
from NPIC in the 1970s. Subsequently, a new tunnel was constructed in 2016 after a landslide in 2015
closed the ditch.
2.1.3 Looking Forward
2.1.3.1 Water Demand
The City’s service area is surrounded by neighboring water districts, so there is little potential for growth
through expansion of the service area. Rather, water use is projected to increase based on development of
land within the existing service area (infill development and redevelopment) as well as increasing on-
campus student population at CSU. Additionally, an increase in water demand from large contractual
water users is projected (Harvey Economics 2016). The 2023 population served by the Water Utilities was
approximately 137,400, with approximately 35,000 customer taps. It is estimated that the population
served by the Water Utilities will reach about 180,000 by 2065. This corresponds to an increase in treated
water demand from 26,700 AFY to approximately 38,500 AFY. Approximately 40 percent of treated water
demands are used for outdoor irrigation. Water conservation efforts have been able to reduce per-capita
water use by more than 42 percent since 2002 (Figure 2.3) despite increasing population.
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Source: 2023 Water Conservation Annual Report (City of Fort Collins, 2023).
Figure 2.3 Community Gallons per Capita per Day (GPCD) and Population Served by the Water Utilities.
2.1.3.2 Ongoing and Potential Future Challenges
The following are key challenges facing the City with respect to raw water supply reliability:
Storage Capacity: Limited storage capacity, leaving vulnerabilities to prolonged droughts or other
emergency conditions
Carry-Over Storage: Lack of significant carry-over storage in Horsetooth Reservoir. Northern Water
currently operates a carryover program that allows the City to carryover up to 20 percent of its CB-T
unit ownership (3,771 AF) into the following water year. However, this program is operated at
Northern Water’s discretion and is not an entitlement to the City.
Climate Change: Climate change is expected to increase outdoor municipal demands by about
8 percent by 2050 (DiNatale Water and CDM Smith 2014), reduce the amount of water that reaches
the stream as runoff (due to an increase in native plant water consumption), shift the timing of
snowmelt runoff earlier in the year, and reduce streamflow in the Colorado River basin (Stantec, 2019)
which could impact the ability of the C-BT project to divert its full water right even if flows are
available at the C-BT points of diversion.
Wildfire Risk: The largest twenty forest fires in Colorado history have all occurred in the past 22 years
(State of Colorado 2024). Increasing frequency and intensity of wildfires is anticipated under future
conditions with warmer temperatures. In the past decade, the City’s watersheds have been directly
affected by some of the largest wildfires in Colorado’s history. The 2012 High Park fire and the 2020
East Troublesome and Cameron Peak wildfires burned a total of nearly 490,000 acres, severely
affecting the City’s two primary water source basins.
Contract Deliveries: The PRPA has announced that it plans to decommission the coal-fired unit at the
Rawhide power plant by 2029 (PRPA 2024). This will change the amount of water needed as part of the
Reuse Plan. The City relies on water from PRPA to meet its treated water demand and its fully
consumable water demand. Although PRPA has acknowledged it is contractually obligated to continue
to supply this water to the City (personal communication with Donnie Dustin, November 2024), there
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may be other opportunities to use the consumable effluent currently delivered to the Rawhide plant
for other purposes.
Cost and Competition for Water Supplies:
» Water is a valuable and scarce resource in Colorado. For this reason, the price of water rights that
can be relatively easily delivered into a municipal water system have increased in value
tremendously. The cost of a C-BT unit has increased over the past 30 years from approximately
$3,000 per unit to over $70,000 per unit in recent years (Figure 2 from Brendle 2022) with prices
softening slightly in the past year or so. The availability of C-BT units for sale has steadily
decreased over time, with an estimated 85 percent of units now municipally owned. As the
availability of C-BT has decreased, the cost of other water sources has increased. Water providers
that historically relied heavily or exclusively on C-BT units for new growth are now grappling with
how to use other water rights. The increasing prices of a wide variety of water rights in the region
will make developing new water supply more expensive. In addition, many water rights require
storage to develop a reliable supply through drought conditions (also known as firm yield).
» Other regional water providers compete for similar water rights that are used in the City’s system
– both in terms of acquisition of new rights to support future growth, but also in terms of
operational aspects where the seniority of water rights governs which entity is allowed to divert
water or not. Regional water providers that are experiencing population growth that outmatches
their water supply could turn to over-reliance on non-tributary groundwater, which may put
future stressors on surface water systems. The City’s relationship with and participation with many
other regional water providers has played important roles in past water supply in the region and
will continue to be an important aspect in the future.
Water Supply Expansion Permitting: To address existing limitations in water supply storage,
additional storage capacity is being pursued by the City. This would allow for storage of excess water
in wet years for use in future dry periods. Water storage (whether new storage or expansions to
existing storage) typically require significant permitting efforts. They can incur significant expenditures
and take years or decades to permit, design, and construct.
2.1.3.3 Infrastructure Improvements
The planned Halligan Reservoir expansion faced a new potential challenge when in October 2024, a federal
judge ruled in part that Denver Water’s Moffat Project EIS did not abide by the National Environmental
Protection Act because the analysis did not consider the quantitative impacts of climate change on the
flows available to the project (particularly from the Colorado River) and that as a result, the project may not
be a practical alternative. USACE is currently evaluating the impact of this ruling on the existing Halligan
Reservoir EIS and whether additional evaluation of climate change is necessary (personal communication
Cody Wheeler, USACE, November 2024). USACE is anticipating reviewing the potential changes to the
physical inflow to Halligan Reservoir as well as the overall effect of potentially lower streamflows on the
City’s water rights portfolio it intends to store in Halligan Reservoir.
2.1.4 Information Gaps
The water supply for the City is well documented, with numerous planning documents over the last
decade covering a span of water supply-related topics. Several of the key planning documents were
published earlier in the decade. It is, therefore, recommended that the City update its raw water supply
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plans, with an emphasis on resilience against climate change and other evolving supply vulnerabilities. In
addition, it is recommended that the City considers preparing an integrated water resource management
plan that brings supply and demand management together with the physical treatment and delivery
systems needs.
2.2 Drinking Water System
2.2.1 Existing Infrastructure
The City owns and operates a system of infrastructure to divert and treat raw water to drinking water
quality that is then distributed to its customers. This includes raw water pre-sedimentation basins and
pipelines, the WTF, onsite and offsite finished water reservoirs, a water quality laboratory, and an extensive
distribution system.
2.2.1.1 Raw Water Intake Facilities
The City diverts raw water from the Cache la Poudre River (Poudre River) at either the Poudre Intake or
through the Pleasant Valley pipeline at the Munroe Canal. These two intakes deliver water to the WTF via
separate pipelines. Additional supply from Horsetooth Reservoir is transmitted from the base of Soldier
Canyon Dam.
The Poudre Intake is the primary supply for the WTF. The intake is equipped with automated sampling
that can alert operators to upstream water quality challenges. A pre-sedimentation basin is located
downstream of the intake for removal of sand and grit.
The Pleasant Valley pipeline includes a debris screen and a pre-sedimentation basin for solids removal.
This pipeline is available only during the higher flow summer season due to water rights sharing with the
City of Greeley.
1In addition to sending raw water to the WTF for treatment to meet potable water quality standards, the
City also receives raw (non-potable) water through a number of irrigation company ditches to irrigate
parks, golf courses, a cemetery, and other greenbelt areas in the community.
2.2.1.2 Water Treatment Facility
The WTF is a conventional drinking water treatment plant with a firm production capacity of 87 mgd. The
WTF was constructed in 1967 as a peaking plant but has since been expanded and upgraded to be the
sole water treatment plant for the City, replacing the historic Gateway Water Filtration Plant. The WTF
utilizes four parallel process trains with coagulation, flocculation, sedimentation, media filtration, and
chlorine disinfection. Powdered activated carbon (PAC) can be dosed at the head of the plant to mitigate
taste and odor events. Finished water is delivered to the two on-site Finished Water Reservoirs for
operational storage. Solids from the sedimentation process are sent to onsite solids drying lagoons and
stockpiled at the WTF for subsequent disposal. Filter-waste wash water is settled out and treated with
ultraviolet (UV) disinfection before being discharged to other surface waters under the terms of a
discharge permit. Under rare circumstances wash water is pumped to the head of the plant.
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No major infrastructure issues that might affect finished water quality were identified in the 2015
condition assessment (CH2M 2015). The WTF consistently complies with all federal and state water quality
regulations as well as the standards set by the Partnership for Safe Water, continuing to provide clean
water to customers in the City’s service area.
2.2.1.3 Water Quality Laboratory
The City’s water quality laboratory (WQL) provides the necessary analytical testing and monitoring for the
WTF. In the 2018 Water Quality and Pollution Control Labs Master Plan condition assessment, the WQL
was recommended to be updated, largely pertaining to efficiency improvements, to remain a top tier
municipal laboratory and meet accreditation standards. Of these items, only critical improvements were
made to the WQL as the City is considering construction of a new combined water quality and pollution
control laboratory. The WQL continues to meet accreditation standards.
2.2.1.4 Water Distribution System
The City manages a water distribution system with over 560 miles of pipeline, 3,600 fire hydrants, four
storage reservoirs, and two pump stations. The City implements numerous programs to manage its
distribution assets, such as pipeline replacement, leak detection, backflow prevention, water quality
monitoring, and flushing. Identified capital projects to improve the water distribution system totaled
$192 million in the 2017 Water Distribution and Wastewater Collection Master Plan (Ditesco 2017).
It should be noted that Water Utilities has not had a Water and Wastewater Master Planning Section in
the past. Accordingly, there has been one dedicated staff to perform consistent and regular master
planning for the water and wastewater linear assets (pipelines). Sporadic reports like the 2017 Master Plan
have been done on specific occasions by Water Utilities CIP Project managers. Fort Collins recently hired
its first dedicated Civil Engineer to start up a Water and Wastewater Master plan group. Currently, asset
inventories are not complete or consistently identified across our distribution and collection systems. It is
recommended that Water Utilities develop updated master plans to better inform system maintenance
and replacement needs required to support existing demands and new development.
2.2.2 Existing Conditions
2.2.2.1 Overview
The Water Utilities drinking water service area boundaries do not perfectly match the Fort Collins city
limits. FCLWD and ELCO, as well as some smaller districts, provide water to some areas within the city
limits and will most likely serve additional city residents in the future. Furthermore, Water Utilities provides
treated water service to some customers beyond the city limits; this is primarily northwest of Fort Collins,
including providing wholesale water to WFCWD and Anheuser Busch to the northeast of Fort Collins.
Water Utilities currently serves about 80 percent of Fort Collins’ residents and businesses. The City’s water
service area covers approximately 30 square miles within the Fort Collins city limits. The water service area
is shown in Figure 2.4 (AMEC 2014).
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Source: Water Supply and Demand Management Policy Report (AMEC 2014).
Figure 2.4 Water Service Area Boundaries
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As shown in Figure 2.4, the service area boundary is effectively landlocked by adjacent water utility
districts including:
ELCO.
FCLWD.
WFCWD.
In addition, the SWD serves a small portion of the City. The estimated service area population was
approximately 132,000 in 2015. As this estimate is a decade old, it is recommended that a new estimate
will be prepared as part of the next water master plan update or an integrated water resources plan effort.
For planning purposes it would be useful to estimate both existing and future population estimates for
the service area of Water Utilities and the various water districts within the Fort Collins city limits, as well
as, differentiate between permanent and transient population including the student population of CSU.
The fixed service area boundary allows the City to more accurately project future demands within the
service area as no new land is anticipated to be annexed into the service area. The City entered into an
agreement with FCLWD, under which FCLWD purchased 5 mgd of capacity under the Water Capacity
Agreement. This demand is included in the City’s demand projections. At any given time, FCLWD can take
as much or as little of the 5 mgd as needed. FLCWD’s use is billed at a water rate set forth in the
agreement. The City also provides water to the CSU main campus through master meters.
2.2.2.2 Ongoing Improvements
Ongoing capital improvements in 2023 and 2024 include a control gate replacement at Joe Wright
Reservoir alongside continual water distribution system pipelines maintenance and replacement projects.
A project involving using water treatment residuals for stormwater nutrient management has been piloted
and is awaiting regulatory approval. This is described further in Chapter 5 - One Water Project
Opportunities.
2.2.3 Looking Forward
2.2.3.1 Water Demand
Increases in future treated water demand will be limited by the geographic constraints of the City’s service
area and the effectiveness of the City’s current and future water conservation and demand management
policies. Increases in demand for the City’s treated water system could potentially result from:
Regionalization with adjacent water districts.
Production agreements and intergovernmental agreements with adjacent water districts.
Significant increase in population forecast density (e.g., vertical redevelopment) or Large Commercial
customer class.
Formal regionalization with the Tri-Districts (ELCO, FCLWD, and North Weld County Water District) and
the City was evaluated in 2014. The participants were unable to reach consensus on forming a regional
water authority. The Tri-Districts own and operate the Soldier Canyon Filter Plant, located adjacent to the
City’s WTF near Horsetooth Reservoir, via the Soldier Canyon Water Treatment Authority.
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Water demand and population projections from the 2015 Water Treatment Facilities Master Plan are
shown in Table 2.2.
Table 2.2 City Water Utility Population and Demand Projections
Served by City
Water(1)
Average Daily
Demand(1)
(mgd)
Peak Day Demand(1)
(mgd)
with FCLWD Sales(1,2)
(mgd)
with FCLWD
Sales(1,2) (mgd)
2030 155,140 23.98 55.95 29.75 62.96
2040 163,220 25.25 58.91 32.10 67.03
2050 168,250 26.0 60.70 33.54 69.54
Notes:
(1) Source: 2015 Water Treatment Facilities Plan.
(2) The sales to FCLWD may go down once their new Cobb Lake water treatment is constructed. Although project timing is still
uncertain, it is currently anticipated that FCLWD will continue to request treated water from Fort Collins for at least 8 more
years.
As shown in Table 2.2, the City’s service area population is expected to be approximately 168,000 by the
year 2050, with an average daily demand of 34 mgd and a peak day demand of 70 mgd (CH2M, 2015).
These demand estimates assume that no new arrangements are made with neighboring water districts.
Given the 87 mgd capacity of the WTF, treatment capacity expansion is not expected to be needed for
decades to come.
2.2.3.2 Ongoing and Potential Future Challenges
Current and potential future challenges regarding the City’s water system are identified as:
Total organic carbon:
» Increases in source water total organic carbon (TOC) may occur due to both natural and
engineered changes, such as transfers from other water storage reservoirs, runoff from wildfire
impacted landscapes, and increased algae production. These types of events can have treatment
impacts including reduced PAC efficiency, higher required coagulation, lime and CO2 doses, and
increased disinfection by-product formation.
» To achieve TOC removal targets under higher source water TOC concentrations, additional
treatment may become necessary and could consist of ozone/biologically activated carbon
(O3/BAC) or granular activated carbon.
Wildfires:
» The threat of wildfire is ever-present in the City’s source water watersheds. Wildfires can result in
increased source water turbidity, TOC, nutrients, metals and increased flood flows, impacting
water treatability, as evidenced in the 2012 High Park and 2020 Cameron Peak fires that severely
impacted Poudre River water quality.
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» Post-wildfire conditions can also lead to nutrient loading into high elevation water storage
reservoirs as they catch and accumulate eroded ash and sediment. In-reservoir nutrient
enrichment has been shown to fuel algal growth and their associated metabolites like geosmin,
MIB and cyanotoxins, which are then released into and conveyed to water supply intakes on the
Poudre River.
Algal Blooms:
» Seasonal algal blooms are expected to increase due to future longer durations of warmer weather
and reservoir stratification. This would potentially result in increased frequency and
concentrations of taste and odor compounds like MIB and geosmin and more frequent
cyanotoxin detections.
» The 2015 master plan recommended increasing the PAC contact time through piping
modifications to the Flow Blending Facility (CH2M 2015). Any increase in taste and odor
compounds or cyanotoxin detections in source water will require frequent testing, application of
PAC, and other strategic operational changes to prevent detections in finished drinking water.
Per- and Polyfluoroalkyl Substances:
» The Unites States Environmental Protection Agency (USEPA) published maximum contaminant
levels (MCLs) for per- and polyfluoroalkyl Substances (PFAS) in April 2024. As of 2023, no PFAS
had been detected in the City’s raw or finished water supplies. Because of the wide-ranging
detection of PFAS across Colorado, ongoing monitoring is necessary to ensure continued
compliance with the MCLs.
Giardia and Cryptosporidium:
» Future source water degradation could require the City to increase its source water microbial
“Bin 1” status to a higher bin, per the Long-Term 2 Enhanced Surface Water Treatment Rule (Fort
Collins Water Treatment Master Plan, 2017).
» This entails more rigorous treatment, potentially including O3/BAC and/or ultraviolet disinfection.
2.2.3.3 Infrastructure Improvements
Due to the current effective treatment and high-quality water being produced at the WTF, no new
treatment infrastructure is necessary for implementation in the near term at the WTF (CH2M, 2015).
Continued monitoring of the potential challenges listed above is recommended to monitor the long-term
need for future process improvements. Additionally, no treatment capacity expansion is required per the
2015 demand projections (CH2M 2015).
Regular maintenance and replacement in the City’s water distribution system will be required as sections
reach their structural end of useful life (Ditesco 2017). It should be noted that the Water Utilities has
completed the pipe material inventory requirements, as required by the Revised Lead and Copper Rule,
which confirmed that there are no lead pipes in the distribution system. The City did though, make a
significant capital investment to proactively replace all lead connectors called goosenecks. This work
began in 2021 and is anticipated to be substantially completed in 2026. The small percentage of
remaining connectors will be replaced when the larger connecting mains are replaced as part of the Water
Utilities capital replacement schedule. The City has an internal goal of replacing 1 percent of the system
annually.
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The City is considering construction of a new combined water quality and pollution control laboratory at a
location yet to be confirmed. This combined laboratory would bring both wastewater and drinking water
staff together in a collaborative environment and provide crucial upgrades and modernization to the
existing laboratories (HDR 2023), consistent with a One Water approach to water resource management.
The estimated cost of a new combined laboratory facility is about $35-36.5 million (HDR 2023).
2.2.4 Information Gaps
The most recent drinking water treatment facility master plan was completed in 2015 and is
recommended to be updated in the near future to align with the typical 5-10 year interval for master
planning and capital improvement plan updates.
2.3 Water Reclamation System
The information presented herein is based on the prior master plan that is currently being updated with
an estimated completion in 2025. This section may be revised or replaced in the final version of this report
if sufficient information is available at that time.
2.3.1 Existing Infrastructure
The City owns and operates two WRFs, DWRF and Mulberry Water Reclamation Facility (MWRF) for a
combined rated capacity of 29 mgd. Meadow Springs Ranch serves as a Class B biosolids land application
site. Water reclamation provided by the City spans the boundaries of the regional water districts, serving
small regions in the ELCO, FCLWD, SWD, WFCWD, and the majority of the City’s water service areas.
2.3.1.1 Wastewater Collection System
As of 2017, the City manages a wastewater collection system comprising over 483 miles of pipeline
and 10,695 manholes. The City operates programs incorporating cleaning, jetting, modeling, pipeline
replacement, and manhole degreaser. Per the 2017 collection system master plan, the capital project need
for collection system improvements was approximately $128 million (Ditesco, 2017). Adjusted to 2024 dollars with Engineering News-Record indices, the capital project need for collection system
improvements is approximately $162 million. As noted in section 2.2.1.4, the Water Utilities has not had
consistently dedicated staff to perform master planning for the water and wastewater linear assets
(pipelines) until early 2025.
2.3.1.2 Drake Water Reclamation Facility
The DWRF is the workhorse WRF for the City, with a design capacity of 23 mgd. DWRF went online in
1968, expanding the treatment capacity to accommodate growth in the City. A series of infrastructure
improvements was implemented in 2017 to modernize the facility. In response to changing regulations,
additional capital projects were constructed in 2020 for nutrient removal.
The DWRF provides high quality disinfected effluent through a liquids train that includes grit screening,
primary clarification, anaerobic-anoxic-oxic (A2O) biological treatment, secondary clarification, and UV
disinfection. Treated effluent from DWRF is released into the Fossil Creek Irrigation Ditch. The City also
maintains a second discharge permit to the Poudre River for this facility, although it is rarely used. This
facility treats solids generated at both DWRF and MWRF, through dissolved air flotation, anaerobic
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digestion, and dewatering. The treated solids are then transported to Meadow Springs Ranch for land
application.
Per the condition assessment in the 2017 Master Plan Update, the structural integrity of the DWRF was
sound. The facility did display signs of surface deterioration, indicating future maintenance. The secondary
clarifiers and headworks building were recommended for future improvements. Throughout the facility,
the heating, ventilation and air conditioning (HVAC) system is recommended for improvement, along with
assorted electrical infrastructure. In the time since the 2017 Master Plan Update, the North Process Train
Final Clarifiers Improvement project has been completed, inclusive of replacement of return activated
sludge pumps. Major infrastructure improvement and replacement projects recommended in the draft
2025 Master Plan include preliminary treatment, blower and aeration improvements, and a second phase
of the phosphorus removal system. Backup power generation to protect against power source and
distribution failures is also recommended.
2.3.1.3 Mulberry Water Reclamation Facility
The MWRF complements the larger DWRF, providing a 6 mgd capacity. The MWRF went online in 1948 as
the first WRF in the City, providing essential services to the growing population and protecting the health
of the Cache la Poudre River. In 2011, infrastructure modifications to improve biological treatment and
odor control were implemented.
The MWRF utilizes grit screens, A2O biological treatment, secondary clarification, and UV disinfection
before discharge into the Cache la Poudre River. Solids generated at MWRF are transported to DWRF for
treatment and transformation into Class B biosolids used at Meadow Springs Ranch.
Per the condition assessment in the 2017 Master Plan Update, the older structures at MRWF are showing
signs of aging as they approach the typical concrete service life. From the 2011 improvements, only the
aeration system needs evaluation and potential improvement. The older facilities including the influent
pumps, grit classifier, blowers, aeration system and ultraviolet disinfection system were recommended to
be replaced. Similar to the DWRF, the HVAC system and programmable logic controllers (PLCs) in the
older facilities are aged and in need of improvements as of 2017.
2.3.1.4 Pollution Control Laboratory
The Pollution Control Laboratory (PCL) is certified by the State of Colorado to provide the necessary
analytical testing and monitoring for the City’s WRFs to meet testing requirements under the associated
NPDES permits. Per the 2018 Water Quality and Pollution Control Labs Master Plan condition assessment,
the PCL needs updates, largely pertaining to electrical and efficiency improvements to remain a top tier
municipal laboratory. It has been determined that this laboratory will be replaced, along with the drinking
water laboratory, when a combined water-wastewater laboratory is constructed within the next 5-7 years.
Further information on the planned combined laboratory can be found in Section 2.2.3.3.
2.3.1.5 Meadow Springs Ranch
Meadow Springs Ranch (MSR), a working cattle ranch, receives approximately 2,355 metric dry tons of
treated biosolids from DWRF per year. The Class B biosolids are beneficially used as fertilizer and soil
amendments. All biosolids produced by the City are land applied at MSR.
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2.3.2 Existing Conditions
2.3.2.1 Overview
The City’s WRFs, as of 2024, served approximately 142,522 residents. As of 2024, the annual average flow
was 14.10 mgd and the maximum month flow was approximately 17 mgd. These are well within the
combined capacity of the City’s WRFs (HDR, 2025). Figure 2.5 shows the City’s wastewater collection area.
2.3.2.2 Ongoing Improvements
As of 2022, the DWRF is undergoing improvements to the north process train secondary clarifiers, while
the MWRF ultraviolet disinfection system is planned for overhaul. Sanitary sewer main replacements are
ongoing. Completed projects since 2017 include phase 1 of the nutrient removal systems, DWRF North
Process Train final clarifier improvements, and return activated sludge pump replacements. Ongoing work
includes master planning updates, replacements and DWRF septage receiving improvements.
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Source: Wastewater Treatment Master Plan Update (Carollo 2018).
Figure 2.5 City’s Wastewater Collection Service Area
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2.3.3 Looking Forward
2.3.3.1 Wastewater Flows
The City's current growth management area consists of an ultimate build-out population of approximately
165,000 residents. While much of the growth is anticipated to result from in-fill of the existing service
area, speculative growth to the north of the City could result in up to 100,000 additional residents served by the City over the next 20 years (FC Utilities Visioning Workshop, April 5, 2017).
In addition to speculative growth in the City's growth management area, providing regionalized
wastewater treatment to one or more of the surrounding Water Districts has also been discussed:
ELCO.
NWCWD.
FCLWD.
Boxelder Sanitation District.
At this time, there are no plans to accept flows from the above collection systems for treatment by the
City. However, several drivers for the City and the respective districts may result in some level of wastewater regionalization within the planning horizon. This could impact the timing of future capacity expansions that may be required at both of the City’s WRFs. The current and predicted future flow to the
two water reclamation facilities is shown in Table 2.3, obtained from the draft 2025 HDR Master Plan
If regionalized treatment is not pursued, the City’s wastewater service area population is projected to
grow significantly through 2035. Table 2.4 obtained from the draft 2025 HDR Master Plan, displays the
population forecasts within the service area. As shown, the total water utility service area, or WUSA,
population was projected to growth from approximately 142,520 in 2024 to 186,274 in 2044.
Table 2.3 Current and Future Water Reclamation Facility Flows
Flows Only MWRF Flows (2044) DWRF Flows
Only
(2044) – DWRF +
MWRF Flows
Maximum Month Flow (mgd) 14.5 17 17.4 22.3
Table 2.4 Water Reclamation Service Area Population
2.3.3.2 Ongoing and Potential Future Challenges
Current and potential future challenges regarding the City’s wastewater system include:
Nutrient Regulations:
» Regulation 85 and the planned Regulation 31 are the two drivers for effluent nutrient and
temperature limits in Colorado.
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» The Colorado Department of Public Health and Environment’s (CDPHE’s) Voluntary Incentive
Program links low-nutrient performance with the potential to delay the stricter Regulation 31
requirements for a given facility.
» Regulation 31, when implemented by CDPHE in the MWRF and DWRF discharge permits, is
expected to have very stringent nutrient limits that will require additional advanced treatment.
Infiltration and Inflow:
» Infiltration and inflow continue to be an issue in the collection system, contributing as much as
6 mgd to the WRFs during high runoff events, increasing operational costs and contributing to
the need for treatment capacity expansion (Ditesco 2017).
PFAS in Effluent Discharges and Biosolids:
» The USEPA is in the process of developing standards for PFAS in biosolids and surface waters
through a risk assessment that is anticipated to be completed in 2025.
» Several states in the United States are already currently developing PFAS limits for biosolids. Since
this is a priority focus area for USEPA as well, CDPHE may also develop or adopt PFAS limits for
biosolids.
» As a first step, monitoring and reporting of PFAS in biosolids may be required by CDPHE for WRFs
in Colorado. Currently Water Utilities conducts monitoring on a bimonthly basis.
Lift Stations:
» Future expansion of wastewater collection in Fort Collins will require lift stations in some areas.
This is due to the lower elevation of available land for new development.
» Fort Collins currently utilizes gravity flow for the wastewater collection system. New lift stations
will require municipal code changes, additional training, and potentially new staff.
2.3.3.3 Infrastructure Improvements
In addition to the infrastructure improvements recommended in the 2017 Water Reclamation and
Biosolids Master Plan condition assessment, the potential surface water and biosolids PFAS standards
and/or the anticipated nutrient and temperature standards could require additional treatment processes
and capital expenditures to achieve compliance. For compliance with the anticipated Regulation 31,
tertiary filtration will be required with chemical addition by approximately 2038, if the Regulation 85
10-year deferment applies to both facilities. Capacity expansion could prove necessary should the City
incorporate development outside of the City’s current wastewater service area.
Alongside the treatment improvements, aging sections of the collection system and infrastructure critical
to the core treatment process will continue to require repair and replacement.
The City is currently considering the construction of a combined water quality and pollution control
laboratory, as described in Section 2.2.
2.3.4 Information Gaps
The City is currently (January 2025) in the process of updating its wastewater treatment and biosolids
master plans, which will provide updated projections and a recommended capital improvement plan.
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2.4 Stormwater System
2.4.1 Existing Conditions
2.4.1.1 Overview
There are 12 stormwater basins within the City’s GMA. These Basins are shown on Table 2.5 and listed in
Figure 2.6 (Source: City of Fort Collins Stormwater Master Planning Website) . The City’s stormwater
program is crucial for minimizing flooding, erosion, and water quality problems caused by stormwater
runoff. As of 2024, the stormwater department receives approximately $18 million annually, with
$8 million allocated to implement capital improvement projects. However, the total cost of identified
stormwater projects from the 2024 10-year Stormwater capital improvement plan is estimated to be
approximately $300 million. At the current funding levels, it would take decades to fund all these
stormwater projects.
The Stormwater Master Plan is a compilation of reports that have been prepared for each of the 12 major
stormwater drainage basins within the City. They are updated periodically to address new development,
improved Master Planning engineering tools and models, and updated topography. Individual basin
master plans provide the best source of information regarding the City’s stormwater infrastructure and
future capital project needs for stormwater management.
Table 2.5 Stormwater Master Planning Completion Record
Water Quality
Plan
Baseline
Hydrology
Report
Hydraulics and
Flood Hazard Area
Delineation Report
Selected
Plan
Letter of Map
Revision
(Upper and Lower Cooper Slough)
(1)
(1)
Old Town 2012 2017 2003 2003
(1)
Spring Creek 2012 2025(1) 2003 2003 2024
Notes:
(1) Reports marked with a 2025 completion date have not been completed as of January 2025.
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Source: City of Fort Collins Stormwater Master Planning Website.
Figure 2.6 Stormwater Basins within the Fort Collins GMA
2.4.1.2 Stormwater Master Planning
Stormwater master planning is a key part of the City’s stormwater management program, providing
guidance for future capital improvement projects to protect people, property and the environment. Each
stormwater master plan contains a comprehensive, multidisciplinary approach involving several City
departments and public stakeholders to create a plan and vision for how stormwater management can be
implemented in each basin. One key goal of each plan is to maximize the use of stormwater
improvements while providing complementary features desired by the public.
The purpose of each stormwater master plan is to:
Identify and prioritize capital projects that reduce flood risk from the 100-year storm to structures and
major roadways.
Identify opportunities to enhance riparian habitat along stream and river corridors and improve water
quality.
Identify opportunities to incorporate natural areas, open space, parks and recreation into future
stormwater CIP projects.
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Provide guidance for new and future development.
Provide guidance for acquisition of property for future capital improvements and areas for
preservation or recreation.
Update the stormwater basin maps based on land use changes and new development
Incorporate the basin-specific stormwater capital projects in the Stormwater CIP.
The stormwater master planning process for each basin consists of the sequential preparation of the
following three separate planning documents:
Baseline Hydrology Report.
Hydraulic and Flood Hazard Area Delineation Report.
Selected Plan of Improvements.
In addition to the three planning documents that have been historically prepared by the City, there are
several other documents that contain pertinent information about the City’s stormwater system. These
are:
The Water Quality Plan provides water quality enhancement alternatives evaluated with a triple
bottom line approach. Since 2012, Fort Collins has been considering best management practices for
water quality, with the goal of treating approximately 40 percent of the flows per basin.
Letters of Map Revision are prepared as needed to update flood insurance rate maps to show
changes to floodplains, floodways, or flood elevations. The Baseline Hydrology Report models the
predicted peak runoff resulting from a 100-year rainfall event in the drainage basin. Recent updates to
the Hydrology reports have converted the older hydrologic models, which were developed in
ModSWMM to the widely accepted USEPA SWMM 5.0 model. The Hydraulic and Flood Hazard Area
Delineation Report documents the hydraulic analysis of major flow paths in the basin, detailing the
sources of runoff and floodplain mapping. This report uses the predicted runoff from the Hydrology
Report to determine flooding extent from different return period rainfall events.
The Selected Plan of Improvements uses an alternative assessment to analyze the best ways to
remove insurable structures from the 100-year floodplain, facilitate more holistic basin management,
decrease/prevent street overtopping, and keep stormwater separate from existing canals. This plan
analyzes solutions to the potential flooding issues identified in the Hydraulic and Flood Hazard Area
Delineation report. The Selected Plan may also include conceptual design of recommended plan of
improvements.
Final master plans are first presented to the Water Board and, for select basins, Larimer County Board of
Commissioners for approval and then adopted by the City Manager. The most recent updates of these
four key documents for each of the 12 Basins are listed in Table 2.5.
2.4.1.3 Ongoing Improvements
The City’s internal goal is to update each stormwater master plan every 6 to 7 years. The plan updates are
crucial to help prioritize capital expenditures and that funds are directed towards the most impactful
areas. However, the preparation of each of these plans is time-consuming and costly and each plan
component can take several years to complete. With 12 basins and 4 planning documents per basin, there
are 48 plans to prepare to cover the entire City’s GMA. Updating the plans for each basin every 6-7 years
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would equate to 7-8 plans per year, or approximately 2 basins per year. The City’s current funding and
staffing resources are currently insufficient to achieve this goal.
Alongside the master plan updates, the City recently began construction on the Oak Street Project. This
project involves the construction of a new drainage system and implementation of rain gardens to
manage runoff along Oak Street. This is expected to reduce the historical flooding concerns through Old
Town, with the design intent of safely conveying the 100-year flood.
2.4.2 Looking Forward
2.4.2.1 Ongoing and Potential Future Challenges
The primary ongoing and potential future stormwater challenges in Fort Collins are the:
Master Plan Update Frequency: Due to the large number of basins and required documents for
each, updating the master plans is a time consuming and expensive process.
Potential Stormwater Lift Stations: To date, all the City’s stormwater and wastewater conveyance
has been by gravity. However, due to the topography of available land for new development within
the City’s service area, there is the possibility that new development may require both wastewater and
stormwater lift stations as the expansion areas are located at lower elevations. Training and/or
additional staff may be required to maintain and operate lift stations.
2.4.3 Information Gaps and Potential Improvements
The large number of basins and associated master plans make analysis of the entirety of the City’s
stormwater system a significant effort. A comprehensive summary of the results from each basin’s most
recent master plan is recommended, akin to the March 2019 Stormwater Master Plan Executive Summary
Draft Report. It is recommended that this summary report be updated at least every 10 years to maintain
accuracy and guide stormwater capital improvement plan prioritization and implementation decisions. It is
also recommended that floodplain management be addressed as part of a more comprehensive
stormwater system description and needs assessment as stormwater projects provide relief from flooding.
This effort could be considered as a special focus area for the One Water Plan that will be developed in
phase 2.
Additionally, a stormwater rate study is recommended to increase program funding based on the
identified need for both planning, implementation, and operations and maintenance of stormwater
infrastructure. Successful implementation of stormwater capital improvement projects would greatly
benefit from a rate increase. Further investigation into adjusted capital improvement projects costs, needs,
and public acceptance should be included. Differentiation of rates between new and existing
developments may be considered due to the potential costs associated with the construction of lift
stations, force mains, and storm drain conveyance pipelines to serve new developments, as well as the
replacement of aging infrastructure and capacity upgrades.
2.5 Funding Needs
As evidenced by the large number of identified capital improvement projects across water supply,
drinking water, water reclamation and stormwater sectors, rate increases are likely necessary to support
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Water Utilities planning and project implementation in Fort Collins. Future rate increases will be balanced
with what the ratepayers can support.
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CHAPTER 3 ORGANIZATIONAL CULTURE
This chapter assesses the City's organizational culture as it relates to collaborative and integrated One
Water management. Through one-on-one interviews and virtual meetings with key stakeholders across
various departments, this assessment evaluates the City's progress toward achieving the three levels of
the Organizational Culture pillar of the WRF Framework, as outlined in Chapter 1 (see Figures 1.2 and 3.1)
and detailed in the WRF Framework Report (WRF 2023).
Figure 3.1 One Water Framework: Organizational Culture Levels
3.1 Level 1 - Leadership Commitment
The City has made significant strides toward Level 1 (Leadership Commitment) of the Organizational
Culture pillar of the WRF Framework. A dedicated One Water Core Advisory Team drives this initiative. At
the time of this report completion, this team includes the following individuals:
Nicole Poncelet-Johnson: One Water Executive Director for FC Utilities.
Jill Oropeza: Senior Director of Operations and Planning for FC Utilities.
Jeremy Woolf: Senior Director with Integrated Water Operations for FC Utilities.
Matt Fater: Special Projects Manager for FC Utilities.
Mariel Miller: Water Conservation Specialist for FC Utilities.
Julia Feder: Environmental Program Manager for Natural Areas.
Katy McLaren: Senior Environmental Planner for Sustainability Services.
The City has publicly committed to One Water philosophies and actively developed a comprehensive
vision and supported actions for One Water as part of Phase I of its OWAF, as summarized in Chapter 1.
While the City has demonstrated initial leadership, the following efforts are needed to solidify this
commitment and promote the institutional collaboration that is needed to fully achieve Level 1.
Formally adopt and communicate the Vision and Supporting Actions.
Formalize leadership commitments:
» City staff are engaging in elected officials. This includes a presentation to the Water Commission
on the City’s One Water effort in August 2024, workforce development, and creating fulfilling
career paths with more opportunities for interdepartmental collaboration or transitions. The
Water Commission wrote a letter of support to the City Council in support of a One Water
Operator position. The City’s task is to provide further context to the Council and Commission to
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show how the One Water elements fit together. There have been no formal conversations with
the City Council about where City is headed with One Water. However, Council has established
One Water as one of its nine priorities.
» In 2023, Fort Collins published articles that mentioned One Water. City leadership has started
publicly committing to One Water. However, until the vision and supporting actions are formally
adopted and integrated into daily efforts, this work has only begun. FC Utilities staff will provide
One Water updates to the Council in 2025.
3.2 Level 2 - Organizational Alignment
To progress to Level 2 (Organizational Alignment) of the Organizational Culture pillar of the WRF
Framework, the City must take steps to strengthen its organizational alignment and collaboration. These
include:
Interdepartmental coordination:
» The City’s Comprehensive Plan outlines the Fort Collins community’s vision for development.
There is a lack of synergy between the FC Utilities and Planning departments with respect to the
City’s Comprehensive Plan and vision, which includes, in some cases, competing priorities. Their
goals may not be fully aligned, potentially leading to conflicting approaches. It is recommended
that in the complexities of expanding water infrastructure to serve new development be
addressed in more detail in future updates of the Comprehensive Plan.
» There are competing interests when the City considers managing water (e.g., urban development
and environmental protection). Moving forward, the City needs to more deliberately plan for how
to utilize its available water supply and project future water supply needs to achieve community
goals and priorities. This could be accomplished with the development of a water resources plan,
or inclusion thereof in a future update of the City’s Comprehensive Plan.
Centralized data management:
» To enhance collaboration and decision-making, the City should implement a shared mapping
process, similar to development review, to visualize the connections between plans, goals,
departments, and stakeholders. This visual tool can aid in explaining One Water concepts to
leadership and can also be used for communication and education purposes.
» Furthermore, the City should foster a culture where One Water principles are integrated into all
departmental projects, regardless of their specific focus. Clear decision-making processes and
defined roles and responsibilities will be crucial to promote effective collaboration and
implementation of One Water initiatives.
Updates to City organizational chart:
» FC Utilities is responsible for stormwater, wastewater, and drinking water. Outside of the FC
Utilities, there are several other City departments and divisions that involve work on the City’s
water resources or whose actions can affect elements of water supply, demand, and/or water
quality. These departments/divisions include:
Community Services:
– Recreation.
– Parks Department:
Forestry Division.
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– Natural Areas Department.
Engineering.
City Planning.
Building Services.
Environmental Services.
Recreation.
Transportation.
Communication and Public Information Office.
Finance.
Social Sustainability.
Community Connections.
Equity and Inclusion Office.
Real Estate Services.
Deliberate coordination between these departments and the divisions within them is critical for a
successful One Water organization. Detailing the flow of information from each of these
departments is critical for a One Water culture to penetrate throughout the organization with a
clear sense of purpose and direction. It may be helpful to use the change management group to
assist with any organizational restructuring and leadership changes.
» The current organizational structure does not optimally support the implementation of One
Water. The City has been developing a re-organization for Utilities for light and power and water.
By mid-2025, it is anticipated that there will be a different structure. It is important to know where
everyone fits in this structure, what the hierarchy is, and where there are barriers to accomplishing
a One Water culture. This will facilitate collaboration between departments to discuss priorities
and opportunities.
» An organizationally-aligned City has documented internal roles and responsibilities to the agreed-
upon One Water objectives, and conducts recurring communication activities with appropriate
departments and agencies. The City should drive coordination and encourage its staff to think
outside the typical network and typical business processes. Some business processes at the City
are centralized (e.g., Real Estate Services), while others (e.g., planning processes) are
decentralized. In each area, the City should identify whether there would be greater efficiencies in
having processes centralized or decentralized.
3.3 Level 3 - Inspired Organization
To achieve Level 3 (Inspired Organization) of the Organizational Culture pillar of the WRF Framework, the
City must foster a culture of innovation, continuous improvement, and employee engagement. Key
actions may include:
Strengthening interdepartmental collaboration:
» Currently, interdepartmental relationships exist on an ad-hoc basis, often driven by individual
efforts rather than a formal process. While there are individuals with a strong One Water mindset,
the City lacks a structured mechanism to promote consistent and effective interdepartmental
collaboration. To address this, it is recommended that the City develop and implement a formal
process with clear roles, responsibilities, and communication channels to facilitate ongoing
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collaboration and ensure that One Water initiatives are prioritized and implemented. This will help
to maintain momentum and continuity, even in the inevitable event of staff turnover.
» During master planning, there are opportunities to better coordinate discrete plans and look for
synergies. For example, departments should improve project coordination when projects are
being implemented on the same street. Departments should also coordinate when developing
long-term goals for water quality and water supply.
» To foster greater collaboration and efficiency between the City’s laboratory staff, currently
working at various sites, it is recommended that the City continue the planning work, including
site acquisition, design and subsequent construction to deliver a renewed, centralized laboratory
facility that can serve as a hub for collaboration around water matters between City departments,
CSU and other community partners. . Currently, the dispersion of labs and staff across different
locations hinders collaboration and coordination. By co-locating teams and resources, the City
can facilitate knowledge sharing, cross-training, and career path enhancements.
Optimizing resource allocation:
» The City should actively seek opportunities to leverage resources and funding across departments
to support collaborative, multi-benefit projects, programs, and plans. This could potentially be
accomplished via a designated One Water Fund, or via a streamlined system for departments to
share funds. In developing this system, it is imperative that there is a staff-wide understanding of,
and collaboration on, budget decisions to advocate for all work in One Water.
» It will also be important to identify and support internal collaboration and cost-sharing amongst
water departments and/or related agencies. The existing City finance structure could potentially
impede the desired One Water collaboration. Currently, City departments have to bill other
departments in the City (e.g., transferring vehicles between water and wastewater fleets). As
another example, Utilities must pay the Real Estate Services department to review appraisals for
floodplain projects. Determining how to issue payment can take more time than it takes to
complete the document review itself. Not pooling water and wastewater funds can also be an
issue for the laboratories.
Empowering staff:
» The City should further invest in staff development through training opportunities. This includes
cross-training opportunities to broaden employees' skills and knowledge across different water
disciplines. FC Utilities has specialists in stormwater, drinking water, and wastewater, but only
some staff have knowledge in all three. By providing clear multi-disciplinary career paths and
opportunities for professional growth, the City can motivate staff to contribute to One Water
goals.
» Fostering cross-departmental communication and collaboration, such as through joint training
sessions, workshops, and regular meetings, will strengthen the One Water culture and enable staff
to identify synergies and opportunities for collaboration.
» Operational areas within the Water Utility maintain a One Water Operator structure. In this
structure, operators are valued equally in all water specialties, with training and transfer potential
in other specialties. This structure empowers staff, optimizes resource allocation, and adds
resilience by increasing operational knowledge across all water specialties.
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Adapting to change:
» The City should continuously assess the organization's One Water strategy and make necessary
adjustments to address evolving needs and challenges.
3.4 Moving Forward
While the City has made progress in establishing a One Water foundation, significant opportunities
remain to strengthen the organizational culture. The One Water Plan will provide a roadmap for engaging
institutional stakeholders like the Tri-Districts, ditch companies, and CSU, aligning messaging and
promoting a city-wide understanding of One Water. To further integrate One Water principles, Phase 2
can include developing targeted communication tools, such as talking points and a roadshow
presentation, for use in existing public engagement efforts across the City. By fostering a culture of
collaboration, innovation, and continuous improvement, the City can accelerate its journey towards
becoming a national leader in One Water implementation.
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CHAPTER 4 STAKEHOLDER ENGAGEMENT
In nearly any community, water management is not the sole responsibility of a single department or
entity, One Water in Fort Collins will span across several institutional boundaries, requiring a wide range
of stakeholders to be involved throughout this collaborative journey. The successful implementation of
One Water hinges on a diverse set of stakeholders being interested, engaged, and invested in the future
of water in the community. In preparation for Phase 2 of Fort Collins One Water, this chapter identifies key
stakeholders for development and implementation of the One Water Action Framework and details a
stakeholder engagement roadmap.
As shown in Figures 1.2 and 4.1, the Stakeholder Engagement pillar of the WRF Framework starts with
Institutional collaboration (Level 1) and then evolves into Community Engagement around One Water
(Level 2). The end goal of this pillar is to have a well-established process of Continuous Feedback (Level 3)
from both institutional and community stakeholders on water management related topics.
Figure 4.1 One Water Framework: Stakeholder Engagement Levels
4.1 Stakeholder Mapping
One Water in Fort Collins will require proactive and continuous stakeholder engagement. A list of key
stakeholders is proposed in this memorandum. The list spans both public and private interests and
includes important local, regional, and federal partners. For a more detailed analysis of potential
stakeholders, refer to Section 3.3 of the Data Gaps and Needs Memorandum included as Appendix A.
4.1.1 One Water Stakeholders
The recommended list of stakeholders for the City’s Utilities Department to engage in the development
and implementation of its One Water Action Framework includes (in alphabetical order):
Businesses, developers, the general public, and community group representatives: entities that are
directly affected by the City’s water management decisions and actions.
City of Greeley: a regional partner in water supply that shares in some of the City’s water supply
sources and facilities.
CDPHE: a critical partner in the regulation of stream water and stormwater quality, drinking water
treatment and distribution, wastewater collection and treatment, and water reuse.
CSU: a major local academic institution affected by the City’s water management decisions and
actions and a partner in research and innovation.
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Colorado Water Conservation Board (CWCB): a partner in water planning and management within and
between the state’s major river basins.
Ditch companies: partners in water supply for local and regional agricultural and municipal water
users.
Federal agencies: providing regulatory and management of water and federal lands in and around
Fort Collins.
» Federal Emergency Management Agency.
» The United States Forest Service.
» USEPA.
Non-governmental organizations (NGO): advocates for community and environmental resources in
and around Fort Collins.
» Environmental groups.
» Charitable organizations.
Northern Water: a key water supply partner in managing regional water resources.
Other City departments: those that are affected by water management decisions and actions, and/or
can affect water management decisions and actions in Fort Collins (in alphabetical order):
» Communications and Public Information Office.
» Natural Areas.
» Community Services.
» Community Connections.
» Environmental Services.
» Equity and Inclusion Office.
» Finance.
» Recreation.
» Parks.
» Social Sustainability.
» Transportation.
Poudre School District: a major community asset and customer of the City’s water services.
Tri-Districts: agencies providing water and/or wastewater services within the city limits but outside the
City’s service area.
» ELCO.
» FCLWD.
» NCWCD.
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4.1.2 Stakeholder Engagement Groups
Each stakeholder will have varying levels of engagement during the One Water planning process.
Moreover, these entities will be key partners in the City’s ongoing implementation of the OWAF over time.
Four recommended levels of engagement are shown in Figure 4.2, where the smaller inner rings represent
groups with a more direct influence on the City’s One Water program, and larger outer rings represent a
greater number of members with less influence.
The membership, responsibilities, and level of participation varies for each of the stakeholder engagement
groups indicated in Figure 4.2. The traditional levels of participation, also referred to as the level of
stakeholder impact, are depicted in Figure 4.3.
Figure 4.2 Stakeholder Engagement Groups
Source: Carollo Engineers, 2024
Figure 4.3 Level of Stakeholder Impact
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The stakeholder groups and their associated level of impact are generally defined as follows.
One Water Core Advisory Team:
» The Core Advisory Team is directly responsible for the planning, development, and
implementation of the OWAF.
» The Core Advisory Team is empowered with the highest level of engagement with the highest
associated effort and most direct level of control and responsibility for the development and
deployment of One Water in Fort Collins.
» The Core Advisory Team is responsible for communication and coordination across all four
stakeholder engagement groups.
Steering Committee:
» The Steering Committee would be charged with serving in an advisory role to the Core Advisory
Team, providing guidance on direction, timeline and methods used by the core team. The
Steering Committee would meet regularly with the Core Advisory Team to promote successful
outcomes.
» The Steering Committee would consist of experts and senior stakeholders.
» The Steering Committee would have frequent two-way communication with the Core Advisory
Team.
» The level of impact of a Steering Committee is typically centered around the Involve and
Collaborate levels shown in Figure 4.3.
Outside Agencies:
» Outside Agencies can provide specific guidance to the Core Advisory Team. Outside Agencies are
inherently linked to regional water supply and management systems. They could be peripherally
impacted by the City’s One Water initiatives and/or affect the advancement of the City’s One
Water program.
» Regular two-way communication between this group and the Core Advisory Team is
recommended to continually confirm that One Water is representative of the impacted
stakeholders’ needs and responsibilities. This communication is expected to occur less frequently
than the communication between the Steering Committee and the Core Advisory Team.
» Outside Agencies will be informed and consulted to more deliberately coordinate water
management between the City and these agencies, but they will have less of a direct role in
advising and guiding the City’s One Water program than the Steering Committee.
» The level of impact of Outside Agencies is typically centered around the Consult and Involve levels
shown in Figure 4.3.
General Public and Other Stakeholders:
» The General Public and Other Stakeholders could represent a wide range of interests in the City’s
water management involving the entire water cycle. This group could be periodically informed by
the City and may be solicited for feedback and targeted input to the Core Team at certain stages
in the development and implementation of the City’s OWAF.
» It is recommended that this group primarily receive mostly informing communication from the
Core Advisory Team and Steering Committee.
» The level of impact of the General Public is typically centered around the Inform and Consult
levels shown in Figure 4.3.
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Each stakeholder has been assigned a recommended level of engagement through a designated
Engagement Group. The stakeholder assignments and rationale for the assigned role for each
engagement group is summarized in Table 4.1.
Table 4.1 Stakeholder Engagement Group Assignments
Department, and the
Natural Areas Department.
their designees will serve as the central “hub” for leading,
managing, and coordinating all water-related decisions and
Steering Committee CSU Leaders of the One Water Solutions Institute at CSU are designated
for inclusion in the Steering Committee for their national One Water
in the Steering Committee will promote continued collaboration on
in the Steering Committee to allow for direct coordination and
collaboration between City departments that affect water
Outside Agencies City of Greeley The City of Greeley shares a source water with the City, and thus
has vested interest in the One Water planning. Greeley is
designated as an Outside Agency for regular two-way
compliance and reference. Communication with CDPHE will be
basin planning in Colorado and reference for water resource
Ditch Companies Ditch companies, responsible for providing raw water locally, are
designated as Outside Agencies. Communication with the Ditch
companies will be important throughout the One Water planning
Agency and the USEPA, are designated as Outside Agencies for
regulatory compliance and land use coordination at the federal
services and infrastructure and serve portions of Fort Collins. These
districts are included as Outside Agencies because of the need to
directly and proactively communicate consistent messages to Fort
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Engagement Group Stakeholder Rationale
General Public and
Other Stakeholders Group Representatives inclusion in the General Public and Other Stakeholders group to
promote active information sharing to and between groups that are
NGOs NGOs are included in the General Public and Other Stakeholders
category, keeping these organizations informed throughout the One
Water process and soliciting their active support for One Water
potential future water leaders and a major water user in the
community, is included in General Public and Other Stakeholders.
This placement provides an avenue for the School District leaders
4.2 Stakeholder Engagement Roadmap
Stakeholder engagement will occur on a phased basis as the One Water Plan develops, ultimately
transitioning into implementation as a regular way of doing business in Fort Collins. This engagement will
begin with the formation and organization of the Core Advisory Team at the start of the Phase 2 planning
process. As the Core Advisory Team is being finalized, the Steering Committee should be assembled
within the first two months, to allow integration of their crucial perspective and guidance early in the
planning process. Outside Agencies should be engaged within the first six months, after the Core Advisory
Team and the Steering Committee have formed. Lastly, groups in the General Public and Other
Stakeholders group should be informed on progress and “quick wins” on a yearly basis at minimum. The
public engagement strategies in the One Water Plan will align with the centralized public engagement
efforts made being undertaken by the City Manager’s office. Further detail on recommended engagement
timeline, frequency, and methods for each group is shown in Table 4.2.
Table 4.2 Stakeholder Engagement Roadmap
Engagement Group Engagement
Timeline
Typical
Engagement
Frequency
Engagement Method
Phase 2 Monthly supporting actions to help achieve the City’s One Water
Vision.
Steering Committee 2 months after
initiation of
Phase 2
Monthly-
Quarterly
In-person or hybrid (online) meetings with specific goals and
topics for Steering Committee guidance for each topic
through involvement and collaboration on ongoing/ new
water related projects or policies.
Outside Agencies 6 months after
initiation of
Phase 2
Quarterly-
Semi-Annually
In-person or hybrid (online) meetings designed to inform,
consult, and/or involve stakeholders on One Water Action
Framework progress and recommendations and to facilitate
inter-agency coordination on water management actions and
decisions.
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Engagement Group Engagement
Timeline Engagement
Frequency
Other Stakeholders initiation of
Phase 2
or as-needed management actions and decisions using a combination of
public meetings (in-person or virtual), surveys/polls, and
website and/or social media updates.
4.3 Advancing Stakeholder Engagement
In many ways, the City has already achieved certain aspects of each of the three levels of engagement:
Level 1 (Onboarding): Institutional Collaboration.
Level 2 (Progressing): Community Engagement.
Level 3 (Implementation): Continuous Feedback.
In developing this OWAF, the City is taking a major step forward toward more structured institutional
collaboration. By defining stakeholder groups, the roles of each group, and establishing a proactive
schedule for engagement with each group, the City will add structure and expectations to its existing
methods for engaging each stakeholder entity.
The City will also enhance its community engagement (Level 2) through deployment of this stakeholder
engagement roadmap, building on existing community forums (City Council, public information office,
and other avenues) to more deliberately engage the community in a one water mindset focused on
multi-benefit outcomes.
Similarly, elements of Level 3 (continuous feedback) are already available to the community and the City’s
One Water stakeholders and partners. For example, the City has a long history of successfully engaging
the community on topics such as its water conservation program, Halligan Reservoir, and Oak Street
stormwater projects, to name a few. However, community engagement around One Water has not started
yet. As the One Water stakeholder engagement program gains traction in the coming months and years,
the City will be well positioned to provide avenues for continuous feedback and will have the necessary
mechanisms in place to take action on feedback it receives.
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CHAPTER 5 ONE WATER PROJECT OPPORTUNITIES
This chapter assesses the City's One Water Project Opportunities for the Informed Action pillar of the WRF
Framework. The WRF Framework (Figures 1.2 and 5.1) defines the following three levels for Informed
Actions in developing a One Water program:
Level 1 (Onboarding): Quick Wins.
Level 2 (Progressing): Collaboration Opportunities.
Level 3 (Implementation): Long-term Commitment.
Figure 5.1 One Water Framework: Informed Action Levels
A list of model One Water project opportunities, including past, ongoing, and planned projects, was
created from information gathered during the one-on-one interviews conducted as part of developing the
Gaps and Needs Memorandum. These multi-benefit projects were input into an organizational matrix to
identify key quick-win opportunities. A total of 30 projects and project opportunities were identified in the
interviews. After screening projects most relevant to the One Water initiatives, 14 projects were analyzed
as shown in Table 5.1. Potential One Water benefits and relevant stakeholders were identified for each of
these projects. The One Water benefits were categorized using the benefit types listed in the Data Gaps
and Needs Memorandum (see Appendix A), with the addition of interdepartmental benefits and public
engagement.
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Table 5.1 One Water Project Matrix
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5.1 Ongoing Projects
Several ongoing projects demonstrate One Water in action in Fort Collins. While these projects were not
formulated or designed to meet One Water objectives or advance holistic water management in the
community, they provide inspiration for ways that projects can be advanced in support of a One Water
paradigm.
5.1.1 2025 Water Efficiency Plan
Overview: This State required plan promotes best practices for water efficiency in Fort Collins Utilities
water service area, identifying treated water demand goals and various strategies to help achieve the
goals. The 2025 Water Efficiency Plan (WEP) creates a municipal goal for outdoor landscapes on city
properties, as well as service area wide goal.
One Water Benefits: Land use, water supply and demand related climate change impacts, indoor and
outdoor water efficiency, distribution system losses, equity analysis and identification of targeted
strategies to improve efficiency for all customers.
Stakeholders: All customers service area wide; adjacent water providers; internal city departments
such as Parks, Operation Services, Planning and Development review; community groups; and
developers.
5.1.2 Halligan Water Supply Project
Overview: Expansion of Halligan Reservoir will increase the City's water supply, combating water
shortages and providing water for sustainable development in the community.
One Water Benefits: Water supply, supply- and demand-related climate change impacts, ecological
restoration.
Stakeholders: Environmental groups, ratepayers, state agencies, local agencies.
5.1.3 Oak Street Stormwater Project
Overview: This project involves the installation of a large stormwater outfall system as well as
relocation of wastewater collection infrastructure and upgrading water distribution pipes. Rain
gardens are implemented to manage stormwater runoff. This project uses a coordinated approach
between water, wastewater, stormwater, parks, and forestry departments.
One Water Benefits: Interdepartmental benefits, flood mitigation, stormwater quality treatment, and
replacement of aging water distribution and wastewater collection infrastructure.
Stakeholders: Residents, local businesses.
5.1.4 One Water Operator
Overview: The One Water operator will have a role within the Water Utilities Service Area spanning
drinking water, wastewater and stormwater and promoting cross-training and a more direct
recognition of the interconnected nature of each aspect of the urban water cycle.
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One Water Benefits: Enhanced collaboration between drinking water, wastewater, and stormwater
teams, career enhancement opportunities, recruiting and retaining talent. Enhanced, water quality,
water supply, water treatment, wastewater treatment, stormwater management.
Stakeholders: City departments, City staff.
5.1.5 Poudre Basin Flows Initiative
Overview: This project is a partnership between Cache la Poudre Water Users Association; Colorado
Water Trust; City of Fort Collins; City of Greeley; City of Thornton; Northern Colorado Water
Conservancy District; CWCB; and Colorado Parks and Wildlife to increase the instream flows of the
Cache la Poudre River. This will involve collaboration with a local ditch company to upgrade diversion
structures. Partnering with local cities to increase environmental flow benefits the watershed and
environmental health, while strengthening meaningful regional water relationships.
One Water Benefits: Floodplain/waterway management, water quality, ecological restoration,
watershed stewardship.
Stakeholders: Local agencies, water districts, environmental groups.
5.1.6 River Health Assessment Framework
Overview: This framework guides future watershed planning and management to build upon the
previous baseline river health indicators. This data will serve as foundational knowledge for
stakeholders interested in addressing threats to river health, prioritizing and implementing projects,
and proactively managing the watershed. While this City effort is focused on the stretch of the Poudre
River through the City, the sampling data will be combined with data produced by the Coalition for
the Poudre River Watershed in the Upper and Lower Poudre River Zones to create one holistic data
set for the Poudre River Watershed.
One Water Benefits: Water quality, ecological restoration, watershed stewardship.
Stakeholders: Environmental groups, local agencies, land managers, water providers, agricultural
partners, and non-profits.
5.1.7 Stanton and Fossil Creek Stream Rehabilitation
Overview: This project brings together ecological restoration, channel stability and water quality
improvements through stream rehabilitation. This includes enhancing floodplain connectivity,
improving fish passage and restoring instream function. An important co-benefit of this project is
reducing flood risk by creating a more resilient channel and floodplain. This project is a collaborative
effort between several City departments, including Utilities, Natural Areas, and Parks. There is also a
related PDT transportation project at the upstream end of Fossil Creek to install new culverts beneath
Trilby Avenue.
One Water Benefits: Interdepartmental benefits, water quality, ecological restoration, floodplain
connectivity.
Stakeholders: Environmental groups, local agencies, and Native Nations.
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5.1.8 Water Treatment Residuals Project
Overview: This project involves the application of drinking water residuals for the removal of
dissolved phosphorus in stormwater, pending State approval. This is a collaboration between drinking
water and stormwater Utilities staff. Successful implementation would lower the drinking water
treatment residuals disposal costs and improve the stormwater quality, benefiting the local
ecosystem.
One Water Benefits: Interdepartmental benefits, water quality, water treatment, stormwater
management, ecological restoration.
Stakeholders: State agencies, environmental groups.
5.2 Potential One Water Projects
The following projects are examples of initiatives that are currently under consideration or development
by the City. Each project has the potential to integrate a One Water approach, and a corresponding
potential for multi-benefit outcomes. It should be noted that other project opportunities, such as
non-potable reuse and green stormwater infrastructure are recommended to be included for
consideration in the One Water Plan that will be developed as part of Phase 2 of this effort.
5.2.1 Direct Potable Reuse
Overview: Direct potable reuse (DPR) uses an advanced multi-treatment barrier system to purify
recycled water for potable water supply purposes. DPR necessitates collaboration between the Water
Utilities water production, reclamation, legal, and water resources staff. An extensive communication
plan is both a legal requirement and an opportunity to educate and build trust between local
government and the community. Operation of DPR treatment facilities would require staff to be
intimately familiar with the Water Utilities’ water rights portfolio as well as with both advanced
drinking water treatment and wastewater treatment technologies, water quality testing, and reporting
requirements. Furthermore, it would drive a need for enhanced source control in the wastewater
collection system. It benefits many water management elements such as water supply and climate
change resilience. It should be noted that DPR may prove to be a cost-prohibitive option for the City
due to the very limited share of its water rights portfolio that is available for reuse. If a closed-loop
DPR system was to be constructed, it would require significant augmentation to fulfill the City’s return
flow obligations. The technical feasibility, effective supply yield, cost, and complex legal hurdles would
need to be evaluated and compared with alternative water supply augmentation solutions.
One Water Benefits: Interdepartmental benefits, water quality, water supply, water treatment,
wastewater treatment, water reuse.
Stakeholders: State agencies, environmental groups, community groups.
5.2.2 Hickory Regional Detention Pond
Overview: This facility is in the Dry Creek Drainage Basin. It is needed to reduce the potential flooding
in the Mason Corridor area on the west side of College Avenue. It is included in the SW 10-Year CIP
prioritization list of projects. This project reduces potential flood risk to people and properties. And
provides in combination with storm sewer improvements, a regional detention facility and outfall that
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adjacent developing properties can utilize freeing up more land for development. It also provides a
relocated natural habitat buffer zone.
One Water Benefits: Floodplain management, land use, stormwater management, ecological
restoration.
Stakeholders: Neighboring properties and developments, Natural Areas, City Stormwater
Maintenance, Parks, Trails.
5.2.3 Meadow Springs Ranch Regionalization Opportunities
Overview: This potential project explores opportunities with neighboring utilities to share resources
related to the application and/or reuse of biosolids. This could include potential cost reductions for all
stakeholders, allowing resource dedication to other One Water priorities. This creates regular and
direct interaction with other utilities where other One Water opportunities may be identified and
explored.
One Water Benefits: Land use, wastewater treatment.
Stakeholders: Neighboring biosolids generators, Natural Areas, CDPHE.
5.2.4 One Water Laboratory
Overview: The One Water Laboratory is a proposed centralized laboratory facility for both water and
wastewater treatment with the intent to promote collaboration and efficiency, by leveraging
equipment and promoting opportunities for advancing career paths of laboratory staff from different
facilities and roles within the Utilities department. This laboratory would replace the two existing and
separate laboratories that are at end of life. This project centralizes similar work functions, provides
opportunities for cross-training across disciplines, shared culture, space optimization, increased
technology /instrumentation efficiencies and partnerships with CSU and others
One Water Benefits: Water quality, water treatment, wastewater treatment, staff advancement and
retention though One Water culture, and potential partnerships with CSU and other entities.
Stakeholders: State regulators, City departments, and Utilities staff.
5.2.5 One Water Learning Center/The 1883 Water Works
Overview: This project involves renovation of the historic 1883 Waterworks to include educational
resources on Fort Collins water past, present and future, transforming it into the One Water Learning
Center. The One Water Learning Center would provide public education and outreach, detailing the
whole water cycle, encompassing the urban-environment water interface. This would be a means of
educating the community on how past generations had the foresight to plan for the water future
currently enjoyed today, and the City and community’s responsibility to do the same for future
generations through a One Water approach.
One Water Benefits: Public engagement, recreation.
Stakeholders: Residents, local businesses, environmental groups, community groups.
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5.3 Quick Wins
Of the analyzed One Water project opportunities, both current and planned, several opportunities stand
out as having potential to be “quick wins” that demonstrate One Water in action in Fort Collins. The
selected projects highly emphasize interdepartmental collaboration and span many water related benefits.
The following projects demonstrate the value of One Water collaborations and should be shared with the
community to foster momentum for the future of One Water in Fort Collins:
Oak Street Stormwater Project.
Poudre Basin Flows Initiative.
Stanton and Fossil Creek Stream Rehabilitation Project.
Water Treatment Residuals Project.
Notably, DPR has the potential to be an extremely valuable and effective One Water collaboration but
requires a longer implementation time frame than the “quick win” projects listed.
5.4 Advancing Informed Actions via One Water Project
Opportunities
The Quick Wins and One Water Project Opportunities described in the sections above illustrate the City’s
progress toward Levels 1 and 2, respectively, of the Informed Actions pillar of the WRF Framework. In
many ways, the City is already advancing toward the Long-term Commitment envisioned in Level 3 of the
Framework. By institutionalizing the One Water approach to project identification, planning, and design,
the City will be well positioned to achieve – and stay at – the highest level of the Framework, by “living
and breathing” One Water as a regular way of doing business in Fort Collins.
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CHAPTER 6 ONE WATER MONITORING
Indicators and metrics play a critical role in the evaluation of progress towards desired goals in an urban
setting. Indicators can also facilitate communication of desired goals, strategies, and progress with
stakeholders. Indicators that are quantifiable and easy to measure serve as the underlying data system
requisite for the effective utilization of most sustainability assessment frameworks with the capacity for
benchmarking, rating, and ranking. Indicators and metrics must be aligned with the framework’s
objectives to provide a quantitative method of evaluation. Effective assessment frameworks often rely on
key performance indicators and metrics to improve ease of use and applicability over a range of
characteristics and standards.
The Monitoring Plan establishes a common set of baseline (Level 1), benchmarking (Level 2), and
performance (Level 3) indicators that are used to monitor progress toward the desired targets and the
collective One Water objectives (Figure 6.1). The methodologies used to monitor progress for each
indicator should be transparently described and reproducible.
Figure 6.1 One Water Framework: One Water Monitoring Levels
6.1 Overview
The establishment of indicators and metrics is an important component of the One Water Action
Framework. An indicator provides summary information on the state of, or change in, the system of
interest. A metric characterizes how specific indicators are measured and provides the suggested units of
measurement. The individual One Water indicators are described in the following sections. Information is
provided to detail the intent of each metric, the sources of data used to update the metric, and the
recommended reporting frequency. The City may consider refining the specific metrics for each indicator
as new insights are gained by collecting and assessing the relevant data. These improvements may be
reflected in the revised definitions of the metrics and/or the spatial and temporal scales at which they are
quantified.
The proposed monitoring described herein encompasses indicators and associated metrics that
characterize and quantify progress toward achieving the City’s One Water goals. One Water approaches
address multiple goals by facilitating coordinated and aligned actions to plan, design, and implement
multi-benefit projects, programs, and/or policies. Thus, the indicators and metrics must also characterize
and quantify the progress toward multiple goals. The relationship between the five One Water goals and
the indicators associated with each goal is illustrated in Figure 6.2.
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Figure 6.2 Relationship between Proposed Monitoring Indicators and One Water Goals
As stated in Chapter 1, it is recommended that these initial goals and supporting actions developed
during Phase 1 will be revisited and refined as needed during the development of the City’s One Water
Plan in Phase 2. Consequently, the indicators and metrics described in this chapter will be revisited also.
Table 6.1 summarizes the relationship between the Fort Collins One Water goals, supporting actions, and
indicator categories.
Table 6.1 Fort Collins One Water Goals, Supporting Actions, and Indicator Categories
Goal Supporting Action / Strategy Indicator Category
an adaptive One Water
framework
programs.
Develop cost-sharing vehicles to implement multi-
benefit projects.
Financial Capacity
applications for One Water initiatives. Financial Capacity
Periodically update the One Water Action
Framework.
Institutional Capacity
multi-benefit outcomes.
Institutional Capacity
Financial Capacity
Organizational Culture
Nature Based Solutions (NBS)
Healthy Watersheds and Waterways
Sustainable Urban Drainage Systems (SUDS)
Water Supply Resilience
Climate Change Resilience
Collaboration Networks
Community Engagement and Support
GOAL #1
Develop And Implement An
Adaptive One Water Framework
GOAL #2
Increase Watershed Health &
Water Systems Resilience
GOAL #3
Foster A Collaborative
Organizational Culture
GOAL #4
Promote Regional Institutional
Collaboration
GOAL #5
Foster Community Support
GOALS INDICATOR CATEGORIES
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Goal Supporting Action / Strategy Indicator Category
#2: Increase watershed
health and water
systems resilience
improvements.
Restore ecosystems. Healthy Watersheds and Waterways
Mitigate local flood impacts. SUDS
Provide adequate water supply for the future needs
of the community.
Water Supply Resilience
Manage water demands with increased efficiency
and explore water reuse
Water Supply Resilience
Establish performance indicators and metrics to
track progress and measure the health of the
Poudre River through the implementation of the
River Health Assessment Framework (RHAF).
Healthy Watersheds and Waterways
organizational culture
that promotes resource
sharing and
collaboration
departments.
Invest in staff development and training to enhance Organizational Culture
cross-departmental career movement and growth.
institutional
collaboration
equitable manner. Community Engagement
Identify regional water-related collaboration
opportunities.
Collaboration Networks
funding applications for projects. Capacity
Align community engagement efforts and messaging
around water between regional entities.
Community Engagement and
Support
support awareness and education around One Water
approaches and benefits.
Support
departments and other regional entities. Support
Engage and educate the community around the
benefits of One Water (incl. cost savings and
affordability).
Community Engagement and
Support
initiative’s progress and achievements to City
Council and other public forums.
Support
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Specific One Water indicators are developed for each indicator category to guide monitoring and
reporting efforts at the three assessment levels. Table 6.2 summarizes the indicators for each of the three
levels of the Fort Collins One Water program. More details are provided for each of the 30 indicators in
Section 6.2. It should be noted that the Baseline Indicators (level 1) are intended to be mostly aligned with
existing data gathering and reporting efforts that should not require substantial additional effort by City
staff, while the level 2 and 3 indicators are progressively more advanced and could therefore require
additional telemetry, resources, data analysis, and reporting effort.
For the purpose of this Phase OWAF 1 report, only the Baseline Indicators are recommended for
implementation, while the Benchmarking and Performance indicators are suggestions that should be
discussed and refined during the OWAF Phase 2 effort as appropriate.
Table 6.2 Proposed One Water Indicators by Assessment Level
Indicator Category
(recommended)
(suggestion only)
(suggestion only)
Institutional Capacity Inter-Agency Vision
Alignment
Policy, Regulatory, and
Planning Alignment
Adaptive Implementation
Capacity
Benefit Projects
(NBS) Purpose NBS Harvesting Using NBS
Waterways
Systems Conditions with NBS Management
Alternative Water Sources Diversity
Climate Change Resilience Drought Preparedness Stormwater Resilience to
Extreme Precipitation
Source Water Protection and
Restoration
Collaboration
Community Engagement
and Support
Community Access to Water
Information
Community Awareness of
Water Issue and Programs
Community Buy-In
The indicators in Table 6.2 are a starting point to measure progress toward achieving the One Water
goals. The City should collaboratively review and refine the metrics and identify the respective lead and
supporting entities that are responsible for tracking and updating the metrics during OWAF Phase 2 and
beyond. Progress toward achieving the One Water goals can be measured, updated, and shared with
management of the entities who develop the plan and the broader community via a future Fort Collins
One Water website.
6.2 One Water Monitoring Plan
A Monitoring Plan supports annual reporting by the City regarding progress toward implementing and
achieving the One Water Plan Goals. The information presented herein is intended to provide an initial
start for the One Water Monitoring Plan. It is anticipated that the City will prepare annual updates that
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summarize the trends and progress toward target values set for each of the metrics – similar to an annual
"report card." The summary document could be published on a future One Water Plan web page and
actively shared with each of the key stakeholder entities.
It is recommended that the City periodically evaluates each metric to consider:
Whether the metric continues to be an appropriate method of measuring progress toward the One
Water Goals.
Whether the necessary data continues to be readily accessible for monitoring and reporting of each
metric.
Whether any metrics should be modified, removed, or added to the Monitoring Plan.
The frequency on updating metric reporting will vary depending on the indicator. Annual reporting may
be appropriate for some, while quarterly monitoring or every 2 or 5 years may be more appropriate for
others. The recommended frequency will be defined with input from City staff upon finalizing the
proposed indicators and metrics.
6.3 Indicators and Metrics
As described in Section 6.1, the establishment of indicators and metrics is an important component of the
One Water Action Framework. An indicator provides summary information on the (change in) the state of,
the system of interest, while a metric characterizes how specific indicators are measured.
The City should develop specific metrics and targets for the individual indicators to be attained by specific
planning year milestone(s). While these targets are being established, the City should initiate and continue
tracking indicators to inform the establishment of appropriate and attainable targets.
Reporting of indicators, metrics, and the progress toward corresponding targets may include a report card
for each metric and an infographics summary page. The City may assign a dedicated metrics coordinator
to gather and collect the necessary information to calculate, update, and report out this metric. It is
anticipated that for at least the first year of monitoring, the FC Utilities department will spearhead
reporting activities.
6.3.1 Indicator Category 1 - Institutional Capacity
This category reflects the capabilities of cities or utilities responsible for water management to achieve
One Water approaches through engineering, multi-disciplinary skills, learning, and training.
Level 1 Indicator: Inter-Agency Vision Alignment
This indicator characterizes strategic coordination of goals, policies, regulations, and initiatives across
departments, entities, and stakeholders to achieve a shared vision, to promote integrated frameworks and
standards that balance community, ecosystem, and development needs.
How to measure: Quantify the number of strategic plans, policies, and initiatives collaboratively aligned
with the shared vision across departments and stakeholders.
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Level 2 Indicator: Policy, Regulatory, and Planning Alignment
This indicator characterizes the alignment and coordination of institutional roles and policy instruments to
increase the capacity for developing One Water strategies and implementation actions.
How to measure: Track the number of water-related planning studies, initiatives and/or policies that are
developed through inter-departmental or inter-agency collaboration aimed at removing identified
institutional and regulatory barriers that hinder the adoption and implementation of the One Water
approach.
Level 3 Indicator: Adaptive Implementation Capacity
This indicator characterizes the ability of a city or utility to innovate, learn, and adjust governance
structures and processes to adaptively implement the One Water approach in response to changing
conditions, and emerging challenges and opportunities.
How to measure: Assess and quantify the number of inter-agency agreements, policy instruments, and
process adjustments made annually to address emerging challenges, leverage opportunities, and support
the effective implementation of the One Water approach.
6.3.2 Indicator Category 2 - Financial Capacity
This category describes an organization’s monetary resources (e.g., utility rates, other revenue streams,
grants, and external funding sources) that can be used to invest in One Water practices.
Level 1 Indicator: Financial Viability
This indicator reflects the financial health of the organization, including its ability to generate revenue and
manage costs effectively to support One Water projects.
How to measure: Track financial reserves or annual revenues as a percentage of average annual
expenditures (e.g. salaries, real estate, system operations, materials, energy, etc.) used to operate the
utility.
Level 2 Indicator: Affordability
This indicator characterizes the organization's ability to utilize the One Water approach to achieve cost
savings through optimized use of talent and resources by implementing multi-benefit projects and/or
align timing of projects.
How to measure: Estimate cost savings in construction, O&M, and/or labor cost through resource
sharing when implementing multi-benefit and collaborative water projects compared to traditional, more
siloed, project execution.
Level 3 Indicator: Cost-Sharing for Multi-Benefit Projects
This indicator reflects the interest and commitment of (regional) stakeholders to collaborate on funding
multi-purpose projects through cost-sharing agreements, addressing shared regional objectives, and
maximizing co-benefits. This indicator is intended to capture collaborations between various city
departments, divisions, and/or regional stakeholders.
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How to measure: Quantify the annual number and value of formal cost-sharing agreements developed
among (regional) stakeholders to fund and implement multi-purpose projects that deliver shared benefits.
6.3.3 Indicator Category 3 - Organizational Culture
This category represents the shared beliefs, values, and norms that guide an organization’s commitment
to the One Water approach, fostering inclusivity, collaboration, and alignment of long-term goals and
strategies through diverse perspectives and equitable practices. Strategies for fair and inclusive
compensation may be developed to foster workforce participation in One Water initiatives and projects as
well as cross-departmental career movement and growth.
Level 1 Indicator: One Water Leadership
This indicator demonstrates effective leadership by articulating a vision aligned with the broader city
aspirations, committing to the delivery of the vision through policies, strategic plans, and investments,
and fostering collaboration to achieve One Water goals.
How to measure: Quantify the number of full-time employees equivalents dedicated to One Water
activities such as the development of new policies, creation of strategic plans, implementation of
collaborative initiatives, fostering interdepartmental collaboration, and securing investments for One
Water projects.
Level 2 Indicator: Workforce Development
This indicator underlines the capacity of the organization to improve its workforce capabilities to develop
and manage One Water practices. This indicator emphasizes the City's commitment to developing staff
versatility across water-related areas including, but not limited to, stormwater, drinking water, wastewater,
recycled water, and data management. By promoting cross-training initiatives, it aims to reduce workload
imbalances caused by specialized silos, enabling staff to share responsibilities effectively, facilitate
knowledge sharing, enhance career growth opportunities, balance workloads, and enhance collaboration
within the team.
How to measure: Quantify the number or proportion of employees who have completed training
programs focused on One Water principles and technical skills, including cross-training initiatives across
water-related areas such as drinking water stormwater, and wastewater systems.
Level 3 Indicator: Inspired Workforce
This indicator reflects the workforce’s universal understanding of the One Water vision and goals, actively
embodying these principles in their roles. Employees are motivated, collaborative, and adaptive, working
across departments and agencies to achieve shared goals. An inspired workforce is supported by formal
mechanisms that encourage collaboration, such as cross-departmental initiatives, professional
development opportunities, and recognition of teamwork and innovation, fostering a culture of
commitment to the evolving needs of the organization.
How to measure: Track and trendline employee participation and engagement by conducting an annual
employee engagement survey that focusses on opportunities for employees to actively participate in One
Water projects, cross-departmental collaborations, or professional development programs aimed at the
implementation of One Water approaches.
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6.3.4 Indicator Category 4 - Nature-Based Solutions
This category supports the development of Nature-Based Solutions (NBS), including green stormwater
infrastructure, to address water challenges, enhance resilience, and improve community livability.
Level 1 Indicator: Green and Blue Spaces
This indicator characterizes the availability and access to well-maintained green and blue spaces that
enhance watershed health, ecosystem diversity, water management, and community resilience.
How to measure: Track the growth in the number or acres or the proportion of urban areas where green
spaces and blue waterway corridors are integrated into connected, well-maintained networks to enhance
ecosystem health and community benefits.
Level 2 Indicator: Prioritization of Multi-Purpose Nature-Based Solutions
This indicator evaluates the extent to which multi-purpose NBS are prioritized in urban development and
water management projects. The indicator measures the proportion of projects incorporating these
solutions relative to traditional approaches, reflecting progress toward sustainable and innovative
planning practices.
How to measure: Measure the increase in total size of tributary area for which stormwater and urban
runoff is captured and treated by multi-purpose NBS relative to traditional (grey infrastructure)
approaches.
Level 3 Indicator: Stormwater and Rainwater Harvesting using Nature-Based Solutions
This indicator depicts the implementation and integration of systems to capture, store, and use
stormwater and rainwater for fit-for-purpose uses through implementation of green stormwater
infrastructure and other NBS. It should be noted that rainwater harvesting in Colorado is only achievable
to the extent that the Colorado State Law allows, which is currently very restricted.
How to measure: Track the total volume of stormwater captured (in gallons or AFY) and the number of
roof acres equipped with stormwater harvesting systems each year, reflecting the progress in stormwater
management capacity and infrastructure expansion.
6.3.5 Indicator Category 5 - Healthy Watersheds and Waterways
This category of indicators focuses on preserving and enhancing the water quality, ecological integrity,
and biodiversity of rivers and waterways. The RHAF provides a comprehensive set of indicators and
metrics to assess the physical, chemical, and biological integrity of the Cache la Poudre River. The
indicators in this category should be characterized and measured according to the RHAF indicators, which
include flow regime, sediment regime, wood regime, water quality, riparian floodplain condition, river
dynamics, aquatic habitat, and aquatic life.
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Level 1 Indicator: Receiving Waterbody Quality
This indicator refers to the ambient water quality conditions in streams, rivers, and lakes that receive
runoff, stormwater, or treated discharges from natural and anthropogenic sources. The indicator
characterizes the capacity of receiving waterbodies in the Cache la Poudre River watershed to support
designated uses such as water supply, agricultural, aquatic life, and recreation.
How to measure: Quantify how often receiving water bodies exceed established water quality standards
for key physical, chemical, and biological parameters within a given time frame, such as a calendar year.
Specifically, the RHAF specifies numerical grading for temperature, total nitrogen, total phosphorus, pH,
and dissolved oxygen as metrics for water quality characterization and reporting. Several river monitoring
efforts have been established to collect and analyze water quality conditions along the Cache la Poudre
River. The data can be used to assess changes in water quality along the river as well as temporal trends in
water quality in response to natural and anthropogenic drivers/stressors.
Level 2 Indicator: Flow Regimes
The magnitude, duration, frequency, and timing of discharge influence river health. This indicator
characterizes changes in flow regimes along the Cache la Poudre in response to natural and
anthropogenic activities, drivers, and stressors such as land use, water diversions, and reservoirs.
How to measure: The RHAF specifies peak flow, base flow, and rate of change as specific metrics for
monitoring and reporting flow regimes. An extensive network of river discharge monitoring stations are
available along the Cache la Poudre River, which enable assessment of these flow regimes on an annual
basis. Additionally, flow duration curves may be computed for these river gaging station to assess
changes in full flow static along the river and over time. Rate of change may be computed for flow
quantiles over 30-year assessment time horizons to ensure adequate characterization of the hydrologic
cycle in the watershed.
Level 3 Indicator: Aquatic Habitat and Life
Aquatic habitat evaluates the ecological functioning and diversity of waterbodies, surrounding land, and
vegetation that support fish and other organisms. Similarly, aquatic life (including fish species,
macroinvertebrate, and aquatic plants) indicates ecological functioning of waterbodies. This indicator
characterizes the effectiveness of strategies within the Cache la Poudre watershed to reduce habitat
fragmentation, enhance ecological connectivity, support biodiversity and aquatic life, and promote
ecosystem resilience.
How to measure: The RHMF specifies course-scale and fine-scale aquatic habitats as specific metrics to
assess the health and conditions of aquatic habitats in the Cache la Poudre River. Course-scale aquatic
habitat support organisms the size of adult fish and amphibians. Fine-scale habitat supports organisms
such as macroinvertebrates or fish larvae. The RHMF provides specific steps to quantify and report the
diversity and functionality of aquatic habitats and the health of aquatic macroinvertebrates.
6.3.6 Indicator Category 6 - Sustainable Urban Drainage Systems
This category focuses on the design, management, and maintenance of infrastructure and natural
waterways in urban areas to effectively manage stormwater, reduce flooding, improve water quality, and
support ecological and community benefits.
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Level 1 Indicator: Monitoring Urban Drainage Conditions
This indicator represents monitoring the health of rivers and the condition of SUDS using metrics aligned
with the RHAF. Specifically, sediment regimes and river dynamics indicators can be used to monitor the
conditions of urban streams and drainage networks along the Cache la Poudre River and its tributaries.
How to measure: Sediment regimes influence forms and health of rivers and streams. Specific sediment
regimes metrics in the RHAF are watershed supply, localized supply, continuity and transport. River
dynamics metrics include planform dynamics and profile dynamics. Planform dynamics describes the
patterns if branching and sinuosity of a river. Profile dynamics describe the longitudinal slope of the
riverbed.
Level 2 Indicator: Urban Drainage Restoration with Nature-Based Solutions
This indicator focuses on the implementation of NBS along the city’s drainage network to reduce
bed/bank erosion, improve water quality conditions, and maximize ecosystem services.
How to measure: Quantify the combined area or proportion of urban drainage restoration projects that
incorporate NBS, such as wetlands, to reduce flooding risks and enhance stream/river stability, water
quality, and ecosystem services.
Level 3 Indicator: Resilient Floodplain Management
This indicator informs the process of identifying and implementing floodplain management policy,
regulations, and infrastructure such as multi-functional blue spaces along urban drainage systems.
Benefits may include minimizing flooding risks, water quality improvements, and triple bottom line
environmental, social, and economic benefits.
How to measure: Quantify floodplain metrics in the RHAF including floodplain physical conditions,
riparian vegetation, riparian habitat connectivity, and contributing area of riparian zones.
6.3.7 Indicator Category 7 - Water Supply Resilience
This category assesses the evolving water supply and demand conditions that influence the availability of
adequate water supply for the current and future needs of the community. Both water supply and water
demand management strategies are included in performance monitoring and assessments.
Level 1 Indicator: Water Use Efficiency
This indicator assesses the current water use intensity within the boundary of the city’s water service area.
The indicator establishes a baseline for measuring water consumption by use type (e.g., residential,
commercial, industrial). Moreover, it characterizes how population change, socioeconomic factors,
development patterns, housing policy, and zoning regulations influence water consumption in various
sectors.
How to measure: Track water use efficiency by measuring water consumption in gpcd and million gallons
per acre (MGPA) of developed areas by use types and land use activities. Conduct assessments for indoor
and outdoor water use to guide effective conservation and end-use efficiency programs. Incorporate
water loss or non-revenue water from the annual water loss audit. Quantify trends in monthly water
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consumption based on gpcd and MGPA metrics. Use this indicator to benchmark the progress toward the
water use efficiency targets specified in the city’s WEP.
Level 2 Indicator: Fit-for-Purpose Use of Alternative Water Sources
This indicator evaluates the reduction in water demand achieved through fit-for-purpose use of
alternative onsite and local water sources.
How to measure: Quantify the proportion of the city’s water demands that is met by fit-for-purpose use
of recycled water, harvested stormwater and rainwater, and use of graywater.
Level 3 Indicator: Water Supply Portfolio Diversity
This indicator characterizes both the variety (number) and balance (evenness of withdrawals) of the city’s
water supply resources including native water supply from rivers, reservoirs, groundwater as well as
reclaimed local water resources and imported water from trans basin transfers.
How to measure: Quantify the number of water supply sources and annual water withdrawals from each
source for different use types (e.g., residential, commercial, industrial, and irrigation). Commonly used
indices such as the Shannon Weaver Index may be used to compute the diversity of the city’s water
sources.
6.3.8 Indicator Category 8 - Climate Change Resilience
This indicator category helps departments represented in the One Water Plan, prioritize and implement
climate change adaptation measures to make Fort Collins more resilient to drought, extreme precipitation,
and wildfire hazards. Climate change adaptation and the associated infrastructure investments require
inter-departmental collaboration and committed leadership.
Indicator Level 1: Drought Preparedness
This indicator fosters successful implementation of the City’s Water Shortage Action Plan (WSAP).
How to measure: Track the frequency, duration, and magnitude of historical water use restrictions
imposed during droughts.
This data could be used to explore trends in the frequency and intensity of water shortages over time. Use
the historical water use trends as baselines to assess how climate change could influence the design
drought described in the WSAP. Quantify how water supply enhancements (including planned new water
supply systems and diversification of sources through water reuse) and demand management (including
end-use efficiency strategies) would increase resilience to drought hazards by reducing the frequency
and/or intensity of water shortages.
Indicator Level 2: Stormwater Resilience to Extreme Precipitation
Stormwater control in the city may be influenced by changes in the intensity, duration, and frequency of
precipitation events from climate change. This indicator characterizes the robustness of stormwater
control systems (including green stormwater infrastructure) across the city’s 12 basins in the face of
projected intensifying extreme precipitation events.
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How to measure: Assess the baseline performance of stormwater control measures (SCM) across the
city’s 12 stormwater basins for managing the design storms described in the Fort Collins Stormwater
Criteria Manual.
This data could be used to explore changes in the selection of design storms over a range of future
climate scenarios compared to the historical baselines. Assess the resilience of city’s SCMs to future
design storms compared to the historical baselines. Use this indicator to benchmark the effects of multi-
functional green stormwater infrastructure on stormwater control over the coming decades.
Indicator Level 3: Source Water Protection and Restoration
This indicator characterizes the vulnerability of the city’s raw water supply watershed to climate-change
induced wildfires.
How to measure: Quantify the size or proportion of the City’s raw water supply watershed that is
impacted by fire fires, along with the severity of the impact to raw water quality for parameters such as
dissolved organic matter, nutrients, and heavy metals.
This data could be used to analyze temporal trends in wildfire events within the Cache la Poudre
watershed. Determine the effects of wildfires on water withdrawals for water supply purposes. Project
wildfire events and subsequent effects on the Cache la Poudre River discharge and water quality. Assess
the effects of source water protection and restoration projects on mitigation of wildfire hazards for the
city’s water supply withdrawals from the Cache la Poudre River over a range of future climate scenarios.
6.3.9 Indicator Category 9 - Collaboration Networks
This category focuses on promoting collaboration networks within and across organizations as a critical
step toward removing institutional silos and achieving the One Water paradigm shift. It emphasizes
collaboration and coordination among relevant departments, divisions, external agencies, NGOs,
stakeholders, and the general public to effectively plan and implement the One Water approach.
Level 1 Indicator: Inter-Departmental Collaboration
This indicator characterizes the process of jointly reviewing, identifying, developing, or implementing
mutually beneficial land use and water policies to align objectives and integrated solutions across multiple
organizations or jurisdictions.
How to measure: Track the number of formal meetings, inter-departmental agreements, and
collaborative projects initiated and implemented annually to advance mutually beneficial land use and
water policy objectives, within a given time frame, such as a calendar year.
Level 2 Indicator: Organizational Structure
This indicator focuses on reforming the governance structure of Fort Collins Utilities to promote inter-
departmental collaborations and enable effective, efficient utility management and alignment of
implementation actions.
How to measure: Count the number or occurrence of institutional barriers, such as outdated governance
structures or conflicting regulations, that are changed or modified to streamline collaboration among
departments and agencies and implement One Water strategies and actions.
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Level 3 Indicator: Regional Collaboration
This indicator evaluates coordinated effort among utilities, municipalities, and other stakeholders within a
region to address shared water management challenges, optimize resources, and achieve mutual benefits
through joint planning, service integration, and governance alignment.
How to measure: Track the number of regional projects, plans, or agreements jointly developed and
executed annually by utilities, municipalities, and other stakeholders to address shared water
management challenges, optimize resources, and achieve mutual benefits.
6.3.10 Indicator Category 10 - Community Engagement and Support
This category focuses on building public awareness, knowledge, and broad support for One Water
programs and approaches. It emphasizes raising awareness about water-related challenges, improving
water literacy to enhance understanding of water systems and issues, and fostering public support
through advocacy, participation, and buy-in for sustainable water solutions and policies.
Level 1 Indicator: Public Access to Water Information
This indicator evaluates the availability and accessibility of information on water sources, use, and
management. This includes public reporting of source water assessment results, water conservation
guidelines and requirements, water quality and flood control efforts, and other relevant data to inform
and educate the community.
How to measure: Measure the proportion of the community that accesses publicly available information
on water resources, such as a number of downloads or “hits” of educational One Water brochure placed
on the City’s website per year.
Level 2 Indicator: Community Awareness of Water Issues and Programs
This indicator assesses the effectiveness of educational activities in raising awareness about water issues
among the community, including K-12 students. Outreach activities may also include partnerships with
academic institutions and nonprofit organizations to deliver programs that improve understanding of the
water cycle, conservation practices, and sustainable water management.
How to measure: Track the number of educational activities, workshops, and programs conducted each
year to raise awareness about water issues, particularly among K-12 students. Determine the number of
community stakeholders that actively participate in educational and outreach programs by requiring sign-
ups and/or the number of community members that attend public events (e.g., community meetings,
workshops, training sessions) focused on water-related initiatives.
Level 3 Indicator: Community Buy-In
This indicator assesses the level of public support and commitment to water management initiatives,
including the adoption of One Water principles, through demonstrated participation, advocacy, and
endorsement of policies and programs that promote sustainable water practices.
How to measure: Quantify the percentage of community members or stakeholders who express
acceptance or concern/disapproval of One Water strategies through surveys, public consultations, or
participation in related initiatives.
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6.4 Implementation of the Monitoring Plan
The monitoring plan assists with evaluation of the One Water program at the three levels: Level 1 –
Onboarding, Level 2 – Progressing, and Level 3 – Advancing. It should be noted that the Baseline
Indicators (level 1) are intended to be mostly aligned with existing data gathering and reporting efforts
that should not require substantial additional effort from City staff, while level 2 and 3 indicators are
progressively more advanced and could therefore require additional telemetry, resources, data analysis,
and reporting effort.
For example the proposed One Water monitoring program for the Baseline Indicators (level 1) should
leverage several ongoing efforts and the products of existing reports that identify and quantify related
indicators and metrics including, but not limited to, the RHAF, City of Fort Collins Source Water Protection
Plan, Water Supply and Demand Management Policy Report, Water Conservation Annual Report, Upper
Cache la Poudre River Watershed Water Quality Trends Report, Municipal Sustainability and Adaptation
Plan, and Our Climate Future Report.
For the purpose of this Phase OWAF 1 report, only the Baseline Indicators are recommended for
implementation as described herein and graphically depicted in Figure 6.3, while the Benchmarking and
Performance indicators are suggestions that should be discussed and refined during the OWAF Phase 2
effort as appropriate.
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Figure 6.3 Proposed Monitoring Indicators for Level 1 – Onboarding
Institutional Capacity
Financial Capacity
Organizational Culture
Nature Based Solutions
Healthy Watersheds and Waterways
Sustainable Urban Drainage Systems
Water Supply Resilience
Climate Change Resilience
Collaboration Networks
Community Engagement and Support
GOAL #1
Develop And Implement an
Adaptive One Water Framework
GOAL #2
Increase Watershed Health &
Water Systems Resilience
GOAL #3
Foster A Collaborative
Organizational Culture
GOAL #4
Promote Regional Institutional
Collaboration
GOAL #5
Foster Community Support
GOALS INDICATOR CATEGORIES
Inter-Agency Vision Alignment
Financial Viability
One Water Leadership
Green-Blue Spaces
Receiving Waterbody Quality
Monitoring Urban Drainage Conditions
Water Use Efficiency
Drought Preparedness
Inter-Departmental Collaboration
Community Access to Information
BASELINE INDICATORS (LEVEL 1)
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CHAPTER 7 RECOMMENDATIONS AND NEXT STEPS
The City has established a solid foundation for implementing One Water with the initiative to establish
this OWAF. Through previous actions to define leadership roles, the City has established an organizational
foundation to integrate the One Water approach in how the City manages its entire water cycle in a
holistic manner. It has also made great strides in setting a common understanding of One Water across
multiple City departments, including key stakeholders within each department.
The City has made clear progress in establishing the baseline “Level 1” (Onboarding) defined in the WRF
One Water Communities Self-Assessment Framework and Rating System (Figure 7.1), and it is
well-positioned to advance One Water in Fort Collins across all five pillars defined in the WRF system. The
blue stars indicate the average rating from the input during the 1:1 interviews conducted in July 2024 as
referenced in Chapter 3.
Figure 7.1 WRF Self-Assessment Framework Pillars and Levels
In Phase 2 of this OWAF, the City should take specific steps to advance to Level 2 of the WRF Framework
in each of the five pillars. Fundamentally, this will be defined and structured through the development of a
One Water Plan. An approach for each of the five pillars is defined in the sections that follow.
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7.1 One Water Planning
The City should continue its path toward implementing One Water in Fort Collins by building on Phase 1
OWAF activities documented throughout this initial report. The Fort Collins One Water Plan developed in
Phase 2 will provide further structure for One Water and will serve as a guidance and reference document
for years to come. Elements of the City’s One Water Plan should include:
Refinement of the One Water vision, goals, and supporting actions toward achieving the goals based
on input from representatives of the various City departments and divisions listed in Section 3.2.
Development of recommendations for integrating One Water principles and practices into the City’s
current Organizational Culture, and the associated steps toward progressing toward organizational
alignment (see Section 7.3).
Development of a stakeholder engagement program in support of developing the One Water Plan
and subsequently supporting implementation of the Plan (see Section 7.4).
Identification of actions to develop additional “quick wins” and to advance collaboration
opportunities, leveraging the stakeholder engagement program and supporting actions (see
Section 7.5).
Metrics for measuring success, progressing from the baseline indicators defined in Chapter 6 to define
a suite of benchmarking indicators (see Section 7.6).
In developing its One Water Plan, the City should define a suite of actions it can take toward achieving the
City’s Vision and Goals for the OWAF from this Phase 1 effort. The City has initiated development of a
matrix of key pressures and challenges linked to each of the five goals for One Water implementation in
Fort Collins (see Appendix B for working draft matrix), which can be used as a foundation for developing
the actions. The matrix details the following:
Pressures being experienced in Fort Collins, such as limited water supply, growing demand, water
quality degradation, affordability of services and other concerns and considerations regarding the
urban water cycle in the community.
Challenges associated with each of the pressures.
By linking supporting actions to each of the OWAF Goals in Phase 2, the City will have specific strategies it
can use to achieve each goal. Chapter 1 (Section 1.5) of this report provides an initial starting point for
defining such actions for each of the five goals.
Successfully defining and shepherding these actions can be facilitated by defining the following for each
action as part of Phase 2 of the OWAF:
Primary authority: What City department has the necessary authority to own this action and steward
its progress?
Partner entities: What other City departments or stakeholder entities will be critical partners in
initiating and advancing this action toward the City’s goals?
Relative importance: How important is this action, relative to others, to help prioritize which actions to
pursue in the near-term or later in advancing One Water implementation in Fort Collins to achieve the
City’s Vision and five goals?
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7.2 Funding Needs
As evidenced by the large number of identified capital improvement projects across water supply,
drinking water, water reclamation and stormwater sectors, rate increases are likely necessary to support
FC Utilities planning and project implementation in Fort Collins. Future rate increases will be balanced with
what the ratepayers can support.
7.3 Organizational Culture
As noted in Chapter 3, the City has made progress in establishing a One Water organization, and
significant opportunities remain to strengthen its One Water culture. By fostering a culture of
collaboration, innovation, and continuous improvement, the City can move forward toward establishing
greater organizational alignment between City departments, its elected officials, and partner entities and
organizations. In part, this will be facilitated through definition and execution of its stakeholder
engagement program (see also Chapter 4 and Section 7.4 of this report).
Opportunities to advance and solidify organizational alignment (Level 2) around One Water were detailed
in Chapter 3 with respect to:
Interdepartmental coordination.
Centralized data management.
Refinements/changes to City’s organizational chart.
By taking steps to foster its One Water organizational culture in Phase 2 of this OWAF, the City will also be
advancing toward the third level for this pillar from the WRF Framework, “Inspired Organization.” An
inspired organization is characterized by:
Strong and efficient interdepartmental collaboration.
Optimization of resource allocation (both funding and staff).
Empowerment of staff.
Ability to adapt to change.
As part of the OWAF Phase 2, it is anticipated that the City’s core leadership team will charter this effort
internally, possibly guided by outside council from specialized professionals.
7.4 Stakeholder Engagement
The layered structure of stakeholder engagement levels defined in Chapter 4 of this report should be used
to advance the City’s One Water vision and goals. In many ways, applying this structure will not only help
define and develop the One Water Plan, but it will set the foundation for successful implementation. By
engaging key partners – City departments, other agencies and utilities, local businesses, developers, and
NGOs, for example – in developing the Plan, the City can help establish “buy-in” to the Plan
recommendations with partners ready to assist in adopting One Water principles and helping the City
implement the Plan.
Chapter 4 provides preliminary definition of the recommended engagement groups, roles and
responsibilities of each group, and stakeholders that should be assigned to each group. The Stakeholder
Engagement Roadmap defined in Section 4.2 provides a recommended cadence for engaging each group.
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Further definition in the One Water Plan regarding the members representing each group, their level of
participation or impact, and the methods for engaging them in Plan development should be developed as
part of Phase 2 activities. The One Water Plan should also detail stakeholder roles and engagement tactics
for continuing through subsequent implementation of the Plan.
7.5 Informed Actions
In many ways, the One Water Project Opportunities are where tangible progress toward establishing Fort
Collins as a leading One Water community will be made. While the actions defined in the One Water Plan
will establish policy-level strategies for achieving the City’s One Water vision and goals, informed actions
provide the ability to put One Water into action. Whether through initiatives, programs, studies, or capital
projects, One Water Project Opportunities become visible evidence of the City’s commitment to One
Water. Moreover, these projects provide opportunities to realize a variety of benefits of integrated
management of the urban water cycle, such as water quality enhancements, minimum stream flow levels,
flood risk mitigation, recreational, and sustainability benefits. One Water Project Opportunities can be
public or privately led and owned, although city government typically has a better ability to incorporate
One Water strategies into public-sector projects.
By their nature, One Water Project Opportunities are continuously evolving. In Phase 2 of the OWAF, the
City should establish a systematic process for identifying and tracking One Water Project Opportunities in
Fort Collins through a central database. This should include engaging the appropriate One Water
stakeholders in defining, developing, advising, and/or implementing each of the identified One Water
Project Opportunities.
In turn, the One Water Project Opportunities can be vehicles to help achieve the City’s One Water vision
and goals. Ideally, One Water Project Opportunities will be identified while they are at the formative stage:
those that are expected to move forward in the foreseeable future but have not yet advanced to design or
other stage where meaningful changes can no longer be incorporated. When executed effectively, the City
and its partners can engage in One Water Project Opportunities to take advantage of the interconnected
nature of the urban water cycle, align common interests and goals, and achieve multiple benefits that
would otherwise not be identified or realized.
During Level 1 of the WRF Self-Assessment Framework, the focus is on quick wins, meaning projects with
a near-term horizon that could likely be implemented within the next 5 years to establish support and
momentum for future One Water projects, programs, or policies. During Phase 2, the focus shifts to
long-term project opportunities that could be implemented in a 10-year or longer planning horizon. The
ultimate goal is to integrate One Water concepts in all water management efforts where possible, which
would be indicative of a long-term commitment to the One Water approach (level 3). During the OWAF
Phase 2, both near- and long-term One Water project opportunities would be identified and prioritized
for further development.
As the One Water Project Opportunities inherently involve multiple benefits and thereby often require
collaboration of multiple city departments, divisions, or other partners, these projects are often excellent
candidates to obtain grant funding. As part of the OWAP Phase 2, a special effort could be undertaken to
identify grant funding opportunities and subsequently apply for grants to help implement these One
Water Project Opportunities.
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7.6 One Water Monitoring
Through Phase 1 activities in this OWAF, the City has established a suite of potential baseline indicators
(Chapter 6). Development of the One Water Plan in Phase 2 should include refinement of these initial
indicators to select meaningful, value-added baseline and benchmarking indicators. Where available,
historical data should be gathered for at least the baseline indicators, which can then be summarized and
analyzed. For proposed baseline and benchmarking indicators that don’t have readily available
information, recommendations shall be made on the methods, locations, frequencies, and responsible
parties for data gathering.
The baseline indicators should be advanced to at least benchmarking indicators, and possible
performance indicators, that represent the City’s priorities in water management in the community. As
noted in Chapter 6, the City has already established a long list of metrics that it uses to measure various
aspects of the urban water cycle. These can be used as a foundation for One Water benchmarks, whether
adopting them for this purpose as-is (and thereby minimizing the level of effort to measure and track
progress) or by adapting them for use in this context.
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CITY OF FORT COLLINS ONE WATER ACTION FRAMEWORK
APPENDIX A DATA GAPS AND NEEDS MEMO
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PROJECT MEMORANDUM
CITY OF FORT COLLINS
One Water Action Framework
Project No.: 203085
Date: November 22, 2024
Prepared By: Meg Parker and Lewis Salveson
Reviewed By: Inge Wiersema
Subject: Data Gaps and Needs Summary
1.0 INTRODUCTION
This Gaps and Needs technical memorandum (TM) summarizes the results of the documents review,
information shared during project meetings, and interviews with representatives of various departments
within the City of Fort Collins (City). The common observations from the interviews are structured around
the five pillars of the One Water self-assessment framework published by the Water Research Foundation
(WRF) in early 2024.
The City is the first organization to follow the WRF One water Cities Self-Assessment Framework for its
own One Water initiative. The framework acknowledges that One Water initiatives encompass multiple
action categories. As shown in Figure 1, the 5 Action Categories, which are also referred to as “Pillars,” are
1. One Water Planning,
2. Organizational Culture,
3. Stakeholder Engagement,
4. Informed Actions, and
5. One Water Monitoring.
For each of these Action Categories, there is a progression from Onboarding (Level 1), to Progressing
(Level 2) and ultimately Implementation (Level 3).
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Figure 1 One Water Self-Assessment Framework
The progression of the levels for each of the five action categories is summarized below. A detailed
description, including elements that describe key elements that are typically completed before
progressing to the next level, is included in “One Water Cities: Development of Guidance Documents and
Assessment, developed by the WRF as part of project number 4969 in January 2024.
1.1 One Water Planning
The One Water planning process considers the entire urban water cycle holistically as an integrated
system, where interconnected water resources are managed in a coordinated, collaborative, and
comprehensive manner. The development of a coherent plan for the implementation of the One Water
approach in a city is a continuous process that builds upon existing plans, data, and ongoing water
management efforts. The levels include:
Level 1: Information Gathering
Level 2: Plan Development
Level 3: Adaptive Implementation
1.2 Organizational Culture
The City’s commitment to a One Water approach and collaborative mindset should be reflected
throughout the organization’s culture, from leadership to operations. Organizations with a One Water
culture are inclusive with a focus on internal coordination and partnerships around a shared purpose and
foster incorporation of multiple perspectives in decisions and actions. The levels include:
Level 1: Leadership Commitment
Level 2: Organizational Alignment
Level 3: Inspired Organization
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1.3 Stakeholder Engagement
Since water often transitions between multiple institutional boundaries, One Water can only be successful
when all stakeholders are proactively and intentionally engaged in planning, prioritization, and
implementation. Stakeholder engagement can involve a wide variety of parties and perspectives, such as
city departments/utilities, regional entities, regulators, elected officials, academia, non-governmental
associations, and the community. The levels include:
Level 1: Institutional Collaboration
Level 2: Community Engagement
Level 3: Continuous Feedback
1.4 Informed Actions
Informed actions are based on analyses conducted as part of the One Water planning efforts, lessons
learned from implementation, and feedback from stakeholders and the community. The key to informed
actions is that the City remains flexible in implementation by considering evolving conditions.
Informed actions can include a combination of projects, programs, and/or policies with a focus on multi-
benefit collaboration opportunities. The levels include:
Level 1: Quick Wins
Level 2: Collaboration Opportunities
Level 3: Commitment and Investment
1.5 One Water Monitoring
One Water monitoring of specific indicators is used to measure progress to achieve the City’s One Water
vision and objectives. Monitoring progress helps align a city’s resources with implementation actions and
characterize how a city changes and adapts to future challenges. Metrics provide objective evidence of
progress toward achieving desired targets and outcomes. The levels include:
Level 1: Baseline Indicators
Level 2: Benchmarking Indicators
Level 3: Performance Indicators
2.0 DATA AND DOCUMENTS REVIEW
The City has prepared many plans and studies in recent years that cover water management. A full list of
references in included in Appendix A of this memorandum. A total of 24 documents were reviewed to
develop a comprehensive understanding of the previous and ongoing water-related studies, plans,
policies, and goals. These documents in order of completion year are:
2012 Joint Front Range Climate Change Vulnerability Study
2014 Water Supply and Demand Management Policy Revision Report
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2015 Water Use Efficiency Plan
2015 Water Treatment Facilities Master Plan
2016 Source Water Protection Plan
2016 State of the Poudre – A River Health Report Card
2018 Water Distribution and Wastewater Collection Master Plan
2018 Utilities Wastewater Treatment Master Plan Update
2018 Water Quality and Pollution Control Labs Master Plan
2019 Municipal Sustainability and Adaptation Plan
2020 Water Shortage Action Plan
2020 Water Treatment Residual Amendment in Stormwater Systems for Phosphorus Reduction and
Waste Removal
2021 SCADA Master Plan
2021 Parks and Recreation Master Plan
2022 Upper Cache la Poudre River Water Quality Trends Report
2022 Our Climate Future Plan
2022 Water Resource Matters in the Fort Collins Growth Management Area
2023 USACE Halligan Water Supply Project EIS
2023 Drinking Water Quality Report – v6
2023 Water Equity Network Opportunities Brief
2023 Water Quality Services Master Plan Vision Update and Site Feasibility Assessment (HDR)
2023 Halligan Water Supply Project: Fish and Wildlife Mitigation & Enhancement Plan
2023 Water Conservation Annual Report
2024 Poudre River Health Assessment Framework
2024 Updated Land-use Code
2024 Fort Collins Area Ditch Companies and City Ownership Issues
The information presented in these 24 documents was cataloged into an analysis matrix to provide an
easy visual on what type of information can be found in which plans. The matrix also provides insight into
which water management topics are covered in multiple documents and what type of information is only
documents in one or a few plans. As shown in Figure 2, the water management elements considered in
this inventory are:
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Figure 2 Document Analysis Matrix
Notes:
Documents not listed in chronological order as in 1.2.1
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Floodplain Management / Waterways
Land Use
Water Quality
Water Supply
Climate Change Impacts (Water Supply / Demand)
Water Treatment
Wastewater Collection / Treatment
Stormwater Management
Ecosystem Restoration
Watershed Stewardship
Recreation
Indoor Water Efficiency
Outdoor Water Efficiency
Water Reuse
Graywater
Emergency Response and Preparedness
Drought Response
Affordability
The 26 reviewed documents generated 94 total water management element entries. The categorized
elements were then examined to identify occurrence trends, providing a quantitative overview of the
prevalence of each topic in the City’s water management documents. The number of observed
occurrences for each element is shown in Figure 3.
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Figure 3 Document Analysis Results
As shown in Figure 3, the only topic that was defined before the inventory that was not found in any of
the 26 documents reviews is graywater systems. It should be noted that the City may have other
documents or policies regarding graywater that were not captured in this initial data review. Similarly, only
one of the documents reviewed included information regarding affordability, emergency response and
preparedness, and water reuse. It can also be observed that topics that are covered in 5 or more
documents include water quality, water supply, water treatment, and water stewardship.
3.0 INTERVIEWS
To supplement the document review, interviews were conducted with senior City staff in a variety of
departments to get a comprehensive understanding of the challenges and opportunities related to water
management. This TM presents the key takeaways of a comprehensive interview process conducted with
14 City of Fort Collins staff. Interview participants are listed in Table 1.
.
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Table 1 List of Interview Participants
Name Title/Role Interview Date
Kirk Longstein Environmental Planning July 9, 2024
Donnie Dustin Water Rights and Supply Planning July 11, 2024
Jeremy Woolf Wastewater & Drinking Water Treatment operations,
Technology Systems
July 15, 2024
Katy McLaren / Honoré Depew Municipal Sustainability / Climate Resiliency/ Our
Climate Future Plan
July 15, 2024
Ted Bender Stormwater Master Planning July 16, 2024
Mariel Miller / Alice Conovitz Water Conservation / Water Efficiency Planning /
Xeriscape Program
July 16, 2024
Julia Feder Natural Areas Planning / Poudre River July 18, 2024
Matt Fater Capital Project Delivery & Utilities Systems Engineering July 25, 2024
Mike Calhoon / Jill Wuertz Parks Department July 29, 2024
Andrew Gingerich Water Distribution & Wastewater Collection System July 30, 2024
Jill Oropeza Sr. Director, Integrated Science & Planning August 7, 2024
The 17 questions listed below were posed to each participant to gather insights into the current state of
One Water planning, implementation, and challenges. Each interview consisted of three parts. During the
first part, participants were asked a few introductory questions related to their role in the City’s
organization, to provide background and context for their answers. The next set of questions follow the
five pillars of the WRF One Water self-assessment framework: Planning, Organizational Culture,
Stakeholder Engagement, Informed Actions, and One Water Monitoring. The interviews were concluded
with a few questions around the benefits and vision for One Water for the City of Fort Collins.
1. Please state your name and role in the organization
2. How long have you worked for the City of Fort Collins? How much of that time has that been in
your current role?
3. Which elements of the water cycle do you and/or your team manage in your position?
4. How would you define One Water based on your current knowledge?
5. Looking at the three levels, where do you think the City of Fort Collins is on the progression of
One Water Planning? Level 1 (Information Gathering), Level 2 (Plan Development), or Level 3
(Active Implementation)? And can you briefly explain why?
6. One Water Plans inherently build upon existing data and documents. Where do you think the
City’s main data gaps are to develop a comprehensive One Water Plan?
7. What type of information would you like to be included in the City’s One Water Plan to make it
beneficial for you in your current role, and for the community at large?
8. Looking at the three levels, where do you think the City of Fort Collins is on the progression of a
One Water Culture? Level 1 (Leadership Commitment), Level 2 (Organizational Alignment), or
Level 3 (Inspired Organization)? And can you briefly explain why?
9. What are, in your opinion, some of the key characteristics of an organization that embraces a One
Water culture?
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10. Looking at the three levels, where do you think the City of Fort Collins is on the progression of
Stakeholder Engagement? Level 1 (Institutional Collaboration), Level 2 (Community Engagement)
or Level 3 (Continuous Feedback)? And can you briefly explain why?
11. Which stakeholders do you think should be involved to some degree during the Fort Collins’ One
Water Plan development process?
12. Looking at the three levels, where do you think the City of Fort Collins is on the progression of
Informed Actions? Level 1 (Quick Wins), Level 2 (Collaboration Opportunities) or Level 3
(Commitment and Investment)? And can you briefly explain why?
13. Which of the City’s past, ongoing, or planned projects do you think would be the best role model
projects to showcase the City’s commitment to a One Water approach and mindset?
14. Looking at the three levels, where do you think the City of Fort Collins is on the progression of
One Water Monitoring? Level 1 (Baseline Indicators), Level 2 (Benchmarking Indicators) or Level 3
(Performance Indicators)? And can you briefly explain why?
15. In order to measure success and monitor progress towards implementing a One Water
framework, the first is to establish One Water goals. What do you see as important One Water
goals for the City of Fort Collins?
16. From the perspective of your role in the organization, what would be the most important benefits
of developing a One Water Action Framework or Plan for the City of Fort Collins?
17. What does One Water success look like to you?
A summary of interview feedback is provided in Appendix B. To assess overall One Water progress, a
spider plot was developed for each of the five pillars (Figure 4).
Figure 4 Spider Plot of One Water Progress for the Five Pillars
The following sections provide an analysis of each pillar, drawing on the interview responses and spider
plot feedback.
0
0.5
1
1.5
2
2.5
3
One Water Planning
Organizational
Culture
Stakeholder
EngagementInformed Actions
One Water
Monitoring
Five Pillars
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3.1 Pillar 1: One Water Planning
The definition of this pillar was introduced, including the three progression levels as summarized in
Section 1.1.
Question 5: Looking at the three levels, where do you think the City of Fort Collins is on the progression
of One Water Planning? Level 1 (Information Gathering), Level 2 (Plan Development), or Level 3 (Active
Implementation)? And can you briefly explain why?
The City’s One Water Planning progression falls between Levels 1 and 2. The level of integration varies
across departments. While numerous plans exist, a cohesive One Water strategy is still undeveloped.
The One Water process the City is currently undergoing is compiling information on existing
departmental initiatives to inform a unified approach.
Question 6: One Water Plans inherently build upon existing data and documents. Where do you think the
City’s main data gaps are to develop a comprehensive One Water Plan?
The interviewees identified several data gaps that need to be addressed to develop a comprehensive
One Water Plan. The most frequently mentioned gap is the lack of integration and connection
between existing data and plans across different City departments. The interviewees also highlighted
the need for better data management systems and tools, including the possibility of implementing a
new industry-standard system and improving asset management and GIS connections. Other data
gaps mentioned include the need for more comprehensive data on water use and water loss, as well
as the need for better demographic data and land cover mapping. A key challenge lies in the
disconnect between land use planning, environmental planning, and water management. While these
domains acknowledge each other’s existence, there is currently no way to ensure they are consistently
evaluated together. The interviewees also emphasized the importance of setting specific goals and
defining metrics for success in order to effectively monitor progress and measure the impact of the
One Water Plan.
Question 7: What type of information would you like to be included in the City’s One Water Plan to
make it beneficial for you in your current role, and for the community at large?
The interviewees expressed a desire for the One Water Plan to serve as a comprehensive, guiding
framework that facilitates collaboration, communication, and informed decision-making. The plan
should clearly define the roles and responsibilities of different departments and stakeholders,
promote transparency and community engagement, and provide guidance on identifying and
implementing multi-benefit projects. Including, coordinating investments in water infrastructure and
projects across departments to maximize impact and efficiency.
The interviewees also emphasized the importance of data-driven decision-making, including the need
for data tracking, reporting, and analysis. The plan should also address community education and
outreach, ensuring that residents understand the value of water and the importance of sustainable
water management practices. Additionally, the interviewees highlighted the need for the plan to
address workforce development, regulatory constraints, regulatory options, and long-term water
resource planning. The plan should also include specific strategies and actions to achieve the City's
One Water goals and objectives, ensuring that the plan is not just a theoretical document but a
practical roadmap for implementation.
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3.2 Pillar 2: Organizational Culture
The definition of this pillar was introduced, including the three progression levels as summarized in 1.2.
Question 8: Looking at the three levels, where do you think the City of Fort Collins is on the progression
of a One Water Culture? Level 1 (Leadership Commitment), Level 2 (Organizational Alignment), or Level
3 (Inspired Organization)? And can you briefly explain why?
There was a strong consensus that the Organizational Culture is at a Level 1. There may be some
leadership that is aligned, but with the current vacancy in the One Water Director position and
without and a plan to implement one water, it has been hard to get leadership commitment.
Question 9: What are, in your opinion, some of the key characteristics of an organization that embraces
a One Water culture?
The interviewees identified several key characteristics of an organization that embraces a One Water
culture. The most frequently mentioned characteristic is collaboration and the breaking down of silos
between departments. The interviewees also emphasized the importance of leadership commitment
and a shared understanding of the One Water approach. Other key characteristics mentioned include
clear communication, accountability, and an empowered and inspired workforce. The interviewees
also highlighted the need for organizational alignment and the optimization of business processes
and structures to support One Water implementation. Some interviewees also mentioned the
importance of community engagement and education, as well as advocacy and lobbying efforts to
promote One Water policies and regulations.
3.3 Pillar 3: Stakeholder Engagement
The definition of this pillar was introduced, including the three progression levels as summarized in 1.3.
Question 10: Looking at the three levels, where do you think the City of Fort Collins is on the
progression of Stakeholder Engagement? Level 1 (Institutional Collaboration), Level 2 (Community
Engagement) or Level 3 (Continuous Feedback)? And can you briefly explain why?
Most interviewees assessed the City's One Water collaboration as primarily in the institutional
collaboration phase, placing it at a Level 1. However, one interviewee suggested a Level 3, citing
strong community involvement. It is worth noting that community engagement around One Water
was not specifically mentioned by that interviewee. While there's a broad consensus on strong
community engagement efforts, particularly through Utilities' customer connections, targeting these
efforts towards One Water is an area for improvement.
Question 11: Which stakeholders do you think should be involved to some degree during the Fort
Collins’ One Water Plan development process?
The responses to this question are summarized in Table 2.
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Table 2 List of Potential Stakeholders by Category
Category Potential Stakeholders
Governmental
Agencies
Federal Agencies (e.g., FEMA, USFS),
State Agencies (e.g., Colorado Water Conservation Board (CWCB)),
Local Agencies (e.g., Northern Water, City of Fort Collins, Larimer County, City of Fort Collins
City Council, City of Fort Collins Water Commission, City of Wellington, City of Greeley, City of
Loveland, City of Fort Collins Natural Resources Advisory Board, City of Fort Collins Planning
and Zoning Commission, City of Fort Collins Land Conservation and Stewardship Board)
City Departments Utilities (i.e., Operations Services),
Natural Areas,
Parks (i.e., Forestry),
Community Services,
Communications and Public Information Office,
Finance,
Social Sustainability,
Community Connections,
Equity and Inclusion Office,
Real Estate Services,
Environmental Services,
Recreation,
Transportation
Non-Governmental
Organizations
Environmental Groups (e.g., Save the Poudre, Sierra Club, Coalition for the Poudre River
Watershed),
Charitable Organizations (e.g., Gates Foundation, Poudre Landmarks Foundation)
Educational
Institutions
CSU,
CSU - Colorado Water Center,
Poudre School District,
High Schools,
Community Colleges
Local Businesses Hewlett Packer (HP),
Woodward Company,
Fort Collins Area Chamber of Commerce,
Design Firms,
Breweries,
Distilleries,
Burying Section of Business Community,
Local Construction Sector
Community Groups HOAs,
Ratepayers,
Residents,
Private Landowners,
Climate Equity Community
Other Developers,
Agricultural community,
One Water Leaders (e.g., Jared Heath, Richard Thorn),
Katherine Marko (Environmental Regulations),
Eric Potyondy (City’s Water Resource Attorney),
Irrigation Companies
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Category Potential Stakeholders
Water Districts Collection Districts (e.g., Box Elder Sanitation Districts and South Fort Collins Sanitation
District),
Ditch Companies,
Tri-Districts / Water Districts (e.g., East Larimer County (ELCO) Water District, Fort Collins-
Loveland Water District, North Weld County Water District),
NISP (Northern Integrated Supply Project)
3.4 Pillar 4: Informed Actions
The definition of this pillar was introduced, including the three progression levels as summarized in 1.4.
Question 12: Looking at the three levels, where do you think the City of Fort Collins is on the
progression of Informed Actions? Level 1 (Quick Wins), Level 2 (Collaboration Opportunities) or Level 3
(Commitment and Investment)? And can you briefly explain why?
The City’s Informed Actions are around the collaboration opportunities level, Level 2. The City has
identified multi-benefit water projects, and is completing them, a more intentional and coordinated
approach is necessary to fully realize the benefits of a One Water system.
Question 13: Which of the City’s past, ongoing, or planned projects do you think would be the best role
model projects to showcase the City’s commitment to a One Water approach and mindset?
The responses to this question are summarized in Table 3.
Table 3 List of One Water Project examples.
Project Name Status Notes
Acquisition of Meadow Springs Ranch. Past
Active Modes Plan Past
Employee that has the following
responsibilities: bridges information between
Parks, Natural Areas, and Utilities,
procurement of water, data
tracking/reporting for the use of water.
Past Employee is hired. 1/3 funding for the employee from the
Parks general fund, 1/3 from Park planning from impact fees,
and 1/3 funding from Natural Areas from the natural areas
tax. The position lives in Utilities, but reports to a different
department, they are not a Utilities employee.
Green corridor / Spring Creek Trail Past Taft Hill to College Avenue. Flood protection project.
Homestead Natural Area Past
Our Climate Future Plan Past
Parks and Recreation Master Plan Past Adopted in 2021
Red Fox Meadows Past
Rigden Reservoir Past
Water loss audit Past Annual Project. This may be referring to the 2023 Water
Conservation Annual Report.
Water shortage action plan Past
Fort Collins 2024 Water Use Efficiency Plan Ongoing
Halligan Reservoir / Halligan Water Supply
Project.
Ongoing
Hickory Basin Ongoing
Lake Canal Project Ongoing
Oak Street Project Ongoing
Poudre Flows Project Ongoing
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Project Name Status Notes
River Health Assessment Framework Ongoing
Stanton Creek Project Ongoing Construction Document Phase
Urban Forest Strategic Plan Ongoing
Water Supply Requirement update. Ongoing
Water Treatment Residual Project Ongoing Plan/Pilot is completed. Application is waiting for State
approval.
Direct Potable Reuse (DPR) Planned Community buy-in and capital investment would
demonstrate a level of commitment to One Water.
Dry Creek in the Mulberry corridor Planned Potential project identified in Stormwater Master Plan.
Meadow Springs Ranch Collaboration with
City of Greeley
Planned Collaboration with the City of Greeley on biosolids
application.
Meadow Springs Ranch Conservation
Easement.
Planned
One Water Laboratory Planned
One Water Learning Center / The 1883
Water Works
Planned The water utility owns the original treatment plant (1883
Water Works), potential site for future One Water Learning
Center.
One Water Operator Planned
West Mine Flash Soldier Creek Project Planned Stormwater project focused on a tributary to the river.
3.5 Pillar 5: One Water Monitoring
The definition of this pillar was introduced, including the three progression levels as summarized in 1.5.
Question 14: Looking at the three levels, where do you think the City of Fort Collins is on the
progression of One Water Monitoring? Level 1 (Baseline Indicators), Level 2 (Benchmarking Indicators)
or Level 3 (Performance Indicators)? And can you briefly explain why?
The City’s One Water Monitoring progression falls between Levels 1 and 2. The level of integration
varies across departments. While individual departments have established metrics, a unified One
Water approach to benchmarking is absent. This lack of coordination hinders the establishment of
clear, achievable performance goals.
Question 15: In order to measure success and monitor progress towards implementing a One Water
framework, the first is to establish One Water goals. What do you see as important One Water goals for
the City of Fort Collins?
The interviewees identified a range of important One Water goals for the City of Fort Collins, with a
focus on efficiency, resilience, collaboration. The interviewees emphasized the importance of
improving collaboration and communication between departments, as well as promoting equity and
accessibility in water management. Other goals mentioned include investing in green infrastructure
and natural systems, addressing basin-scale water issues, aligning water planning with smart growth
and development, and strengthening relationships with water rights holders. The interviewees also
highlighted the need to establish performance indicators and metrics to track progress and measure
success in achieving these goals. The goals should be specific to the health of the Poudre River, and
reflect a long-term vision, ensuring that the City's water resources are managed sustainably for future
generations.
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PROJECT MEMORANDUM
15
4.0 DATA GAPS AND NEEDS
Observations of the combination of documents review and interviews.
1) Areas with significant good information already
2) Topics that are important for the One Water Plan
3) Areas of potential data gaps
Recommendations of what additional information should be gathered or developed in Phase 2.
4.1 Data and Document Review Findings
Outlined in Section 1.3.1, the interviewees identified several data gaps that need to be addressed to
develop a comprehensive One Water Plan. The most frequently mentioned gap is the lack of integration
and connection between existing data and plans across different City departments.
For the data and documents review, the prevalence of a water management element being covered is not
inherently linked to the overall quality of coverage (i.e. drought response is only observed three times in
the analysis, but the 2014 Water Supply and Demand Management Policy Revision Report, and the 2020
Water Shortage Action Plan thoroughly cover that topic). The prevalence is just one tool to analyze
existing one water-related data and documentation.
4.1.1 Prevalent Water Management Elements
The most prevalent water management elements covered in the analyzed documents were:
Water Quality
Water Treatment
Water Supply
Throughout the documents examined, there was a large emphasis on continuing to provide clean and
safe water and waterways. The documents regularly addressed challenges with climate change and its
impacts on water systems, actively planning for an uncertain future. Elements such as watershed
stewardship, ecosystem restoration, water conservation and efficiency improvements, climate change
impacts, and wastewater collection/treatment were present to a slightly lesser extent but still aptly
detailed.
4.1.2 Gaps in Water Management Elements
Several water management elements from the matrix analysis were identified as areas where additional
future projects could focus and expand:
Graywater
Water Reuse
Affordability
Graywater was not cited in the analyzed documents, while water reuse and affordability were observed in
just one document. Graywater, per CDPHE Regulation 86, can be beneficially used for subsurface irrigation
and toilet flushing with stipulations, where approved by local authorities and where water rights
constraints allow its use. To the degree the City has reuseable water rights, graywater and/or an expansion
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PROJECT MEMORANDUM
16
of its limited water reuse program (whether non-potable or potable reuse) could serve as a valuable
future tool for the City, encompassing numerous water management elements. Affordability, described in
the 2023 Water Equity Network Opportunities Brief, is a crucial water management element for the
community, and should continue to be included in future water planning efforts. Future efforts by the City
might consider evaluating and addressing these less utilized water management elements.
In addition to the matrix analysis, the age of each document was examined to provide suggestions on
plan updates. In many cases, planning studies should be updated every 5-10 years, ensuring up to date
comprehension and analysis of the City’s water management system and needs. The following documents
appear to be of a vintage where updates would be beneficial:
2015 Water Treatment Facilities Master Plan
2016 Source Water Protection Plan
2016 State of the Poudre – A River Health Report Card
2018 Utilities Wastewater Treatment Master Plan Update
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PROJECT MEMORANDUM
DRAFT
ATTACHMENT A REFERENCES LIST
Page 404
ATTACHMENT A – REFERENCES
OCTOBER 2024 / DRAFT / CAROLLO
A-1
(AMEC, 2014) AMEC Environment and Infrastructure, Fort Collins Water Supply and Demand Management
Policy Revision Report, Prepared for the City of Fort Collins, April 2014.
(BG, 2022) Brendle Group, Water Resource Matters in the Fort Collins Growth Management Areas: Study
Report, September 2022.
(Carollo, 2018) Carollo, Wastewater Treatment Master Plan Update, Prepared for the City of Fort Collins,
July 2018.
(Carollo, 2021) Carollo, SCADA Master Plan, Prepared for the City of Fort Collins, March 2021.
(CH2M, 2015) CH2M, Water Treatment Facilities 2015 Master Plan, Prepared for the City of Fort Collins, 2015.
(CH2M, 2018) CH2M, Water Quality & Pollution Control Labs Master Planning Study, Prepared for the City of
Fort Collins, February 2018.
(CPR, 2024) Coalition for the Poudre River Watershed, River Health Assessment Framework, 2024.
(CSU, 2020) Colorado State University, Water Treatment Residual Amendment in Stormwater Systems for
Phosphorus Reduction and Waste Removal, Prepared for the City of Fort Collins, February 2020.
(Ditesco, 2018) Ditesco, Water Distribution and Wastewater Collection Master Plan, Prepared for the City of
Fort Collins, 2018.
(FC, 2015) City of Fort Collins, Water Efficiency Plan, 2015.
(FC, 2016a) City of Fort Collins, Source Water Protection Plan, 2016.
(FC, 2016b) City of Fort Collins, State of the Poudre – A River Health Report Card, 2016.
(FC, 2019) City of Fort Collins, 2019 Municipal Sustainability and Adaptation Plan, 2019.
(FC, 2020) City of Fort Collins, Water Shortage Action Plan, April 2020.
(FC, 2021) City of Fort Collins, Parks and Recreation Master Plan, 2021.
(FC, 2022a) City of Fort Collins, Our Climate Future, 2022.
(FC, 2022b) City of Fort Collins, Upper Cache la Poudre Watershed Collaborative Water Quality Monitoring
Program, 2022.
(FC, 2023a) City of Fort Collins, Halligan Water Supply Project–Fish and Wildlife Mitigation and Enhancement
Plan, June 2023.
(FC, 2023b) City of Fort Collins, Water Conservation Annual Report, 2023.
(FC, 2023c) City of Fort Collins, Water Quality Report, 2023.
(FC, 2024) City of Fort Collins, Fort Collins Area Ditch Companies and City Ownership Issues, June 2024.
(FC, 2024) City of Fort Collins, Land Use Code, May 2024.
(HDR, 2023) HDR, Water Quality Services Master Plan Vision Update and Site Feasibility Assessment,
Prepared for the City of Fort Collins, January 2023.
(USACE, 2023) US Army Corps of Engineers, Final Environmental Impact Statement – Halligan Water Supply
Project, October 2023.
(USWA, 2023) US Water Alliance, Water Equity Network Opportunities Brief, Prepared for the City of Fort
Collins, January 2023.
(WRF, 2012) Water Research Foundation, Joint Front Range Climate Change Vulnerability Study, 2012.
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PROJECT MEMORANDUM
DRAFT
ATTACHMENT B INTERVIEW SUMMARIES
This appendix includes the 11 summaries of interviews that were conducted between July 9 and August 7,
2024. The interview summaries are organized alphabetically by last name as follows:
Ted Bender (Stormwater Master Planning).
Mike Calhoon and Jill Wuertz (Parks Department).
Alice Conovitz and Mariel Miller (Water Conservation).
Honoré Depew and Katy McLaren (Municipal Sustainability and Climate Resiliency).
Donnie Dustin (Water Rights and Supply Planning).
Matt Fater (Capital Project Delivery).
Julia Feder (Natural Areas Planning).
Andrew Gingerich (Water Distribution & Wastewater Collection System).
Kirk Longstein (Department of Environmental Planning).
Jill Oropeza (Integrated Science and Planning).
Jeremey Woolf (Wastewater & Drinking Water Treatment Operations).
Page 406
INTERVIEW SUMMARY
CITY OF FORT COLLINS
One Water Action Framework
203085
July 16, 2024 at 10:00 AM
Theodore Bender, Stormwater Engineering Team Manager (City’s Utilities Department)
Inge Wiersema, Meg Parker (Carollo Engineers, Inc., Inc.)
One Water Action Framework – Phase 1 Interview
Interview Summary
Theodore Bender, manages the City’s stormwater engineering team. His focus is stormwater and he’s in
charge of the stormwater master plan, floodplain management program, rainfall data, runoff data,
hydraulic data. He’s been with the City for five years, and in his current role for two years.
1.Please state your name and role in the organization.
•Theodore Bender is the Stormwater Engineering Team Manager with the City Utilities
Department.
2.How long have you worked for the City of Fort Collins? How much of that time has been in
your current role?
•Five years at the city, two years in current role.
3.Which elements of the water cycle do you and/or your team manage in your position?
•Stormwater, including, stormwater master plan, floodplain management program, rainfall data,
runoff data, hydraulic data.
4.How would you define One Water based on your current knowledge?
•Holistic way to manage water to manage water as a collective resource for the entire
community.
The following ten questions revolved around the five pillars of the One Water Self-Assessment Framework
shown below). The interview candidate’s assessment on the City’s progression for each of the five pillars
(or Action Categories) across the three levels is summarized in the table and elaborated in the answers to
questions 5, 8, 10, 12, and 14.
B-1 Page 407
Action Category Level 1 Level 2 Level 3
Pillar #1: One Water Planning
Pillar #2: Organizational Culture
Pillar #3: Stakeholder Engagement
Pillar #4: Informed Actions
Pillar #5: One Water Monitoring
5. Looking at the three levels of Pillar #1: One Water Planning, where do you think the City of Fort
Collins is on the progression of One Water Planning? Level 1 (Information Gathering), Level 2
(Plan Development), or Level 3 (Active Implementation)? And can you briefly explain why?
Level 1. Trending towards Level 2. Hard to plan with no One Water director (at this time) but planned
for the fall 2024.
6. One Water Plans inherently build upon existing data and documents. Where do you think the
City’s main data gaps are to develop a comprehensive One Water Plan?
• There are no data gaps in the data the stormwater group needs for the stormwater master
planning program. They use LIDAR, rainfall data, land use, hydraulic and hydraulic models.
7. What type of information would you like to be included in the City’s One Water Plan to make it
beneficial for you in your current role, and for the community at large?
• Translate technical modeling and engineering process information into layman’s language to
explain technical data with actionable insights for residents, businesses, and other stakeholders.
8. Looking at the three levels of Pillar #2: Organizational Culture, where do you think the City of
Fort Collins is on the progression of a One Water Culture? Level 1 (Leadership Commitment),
Level 2 (Organizational Alignment), or Level 3 (Inspired Organization)? And can you briefly
explain why?
• Level 1. The City Manager’s office is firmly committed to a one water perspective, upper
leadership is committed to the culture, but the mission and values are still trickling down through
the organization. The City is transitioning into Level 2.
9. What are, in your opinion, some of the key characteristics of an organization that embraces a
One Water culture?
• Cross collaboration.
B-2 Page 408
• Removing silos.
10. Looking at the three levels of Pillar #3: Stakeholder Engagement, where do you think the City
of Fort Collins is on the progression of Stakeholder Engagement? Level 1 (Institutional
Collaboration), Level 2 (Community Engagement) or Level 3 (Continuous Feedback)? And can
you briefly explain why?
• Level 1. Engagement does not have any specific messaging around One Water. However, Utilities
has a dedicated group called customer connections. Stormwater group hold meetings and puts
out signage. Floodplain management program participates in community rating system.
11. Which stakeholders do you think should be involved to some degree during the Fort Collins’
One Water Plan development process?
• Everybody (that is impacted by stormwater infrastructure)
• City Departments
• Regulatory Agencies:
o FEMA (Flood Management Class 2)
o State of Colorado
o CWCB
• Customer connections / private organizations
o Hewlett Packer (HP)
o Woodward Company. Modified the floodplain (with a letter of map revision).
o CSU
• HOAs/Residents
• Developers (not for stormwater, but for development review perspective)
12. Looking at the three levels of Pillar #4: Informed Actions, where do you think the City of Fort
Collins is on the progression of Informed Actions? Level 1 (Quick Wins), Level 2 (Collaboration
Opportunities) or Level 3 (Commitment and Investment)? And can you briefly explain why?
• Level 1. Not yet at the quick wins level, we’re not looking at current projects with a One Water
focus.
13. Which of the City’s past, ongoing, or planned projects do you think would be the best role
model projects to showcase the City’s commitment to a One Water approach and mindset?
• Oak Street Project. Ongoing, starts July 2024. Part of the Downtown Stormwater improvement
Program. There’s significant flooding, not a defined channel. The collaboration includes a large
stormwater outfall and upgrading another water line.
• One Water Learning Center. Completed in 2019. Owned by CSU. City owns water right through
Poudre River. $5M to rehab a section of the river and install a diversion structure. Partnerships
with utilities (stormwater), Natural Areas, CSU.
• River Health Assessment Framework. Completed. Partnership between Coalition for the Poudre
River, Utilities, Natural Areas. Look at how the Poudre River impacts the public, how we can
manage the health of the river, and what the indicators are.
• Poudre Flows Project. Ongoing (early in the planning phase). Area along Poudre, west of College
Avenue. Implementing stormwater capital project on new development north of the river. Plans to
improve Lee Martinez Park for recreational benefits while simultaneously moving flood waters.
B-3 Page 409
Collaboration between Natural Areas (they own land to the north of the river), City Manager’s
office, Utilities (capital project group), and Parks.
14. Looking at the three levels of Pillar #5: One Water Monitoring, where do you think the City of
Fort Collins is on the progression of One Water Monitoring? Level 1 (Baseline Indicators), Level
2 (Benchmarking Indicators) or Level 3 (Performance Indicators)? And can you briefly explain
why?
• Level 2. Firmly in benchmark indicating level even if we’re not specifically measuring one
water goals and not gathering information for performance indicators.
• We know the number of structures that are threatened, number of roads that are overtopped,
we have water quality capture volumes, we know the volume of ponds we currently have, how
many detention ponds we manage.
• We’re starting to look at socio-economic indicators with stormwater master planning to help
us make decision with spending stormwater dollars.
15. In order to measure success and monitor progress towards implementing a One Water
framework, the first is to establish One Water goals. What do you see as important One Water
goals for the City of Fort Collins?
• No ideas at this time regarding One Water project specific goals.
16. From the perspective of your role in the organization, what would be the most important
benefits of developing a One Water Action Framework or Plan for the City of Fort Collins?
• Cross departmental collaboration with plan development. A huge efficiency is lost in planning
and messaging the projects when planning isn’t coordinated.
• A look into the future.
• Rainfall data is from 1999 but in the next 5-10 years do we need to revisit the data? Instead of
taking a snapshot of where we are, we’ll know where we will be and can plan for 5-10 years
out.
17. What does One Water success look like to you?
• Aligning with one water principals that have already been acknowledged in previous plans, even if
they weren’t called One Water.
• A strong commitment from leadership teams (e.g., utilities, other departments and city manager’s
office).
• Messaging. Needs to be messaged throughout the rest of the organization.
• Actions (ongoing): Identifying areas where we can grow into One Water methodology.
• Properly identifying indicators and metrics.
• Clarity on the term “One Water” as it can be confusing.
B-4 Page 410
INTERVIEW SUMMARY
CITY OF FORT COLLINS
One Water Action Framework
Project No.: 203085
Date: July 29, 2024 at 9:00 AM
Interview Candidate: Mike Calhoon, Director (City’s Parks Department)
Jill Wuertz, Senior Manager (City’s Parks Department)
Other Attendees: Inge Wiersema, Meg Parker (Carollo Engineers, Inc.)
Subject: One Water Action Framework – Phase 1 Interview
Interview Summary
Mike Calhoon has worked for the City of Fort Collins Parks Department for 35 years, serving as its Director
for the past nine years. Overseeing five divisions encompassing parks, maintenance, operations,
cemeteries, golf, forestry and planning, Mike is also an active member of several raw water irrigation
company boards.
Jill Wuertz, a landscape architect, leads the Park Planning and Development team as the senior manager.
With over 10 years of experience working at the City of Fort Collins, including a previous role in parks
infrastructure replacement, Jill develops plans for new trails and parks, as well as renovation of existing
park systems. Prior to her work at Fort Collins, she worked on the City and County of Denver’s water
conservation program for 9 years.
1.Please state your name and role in the organization
•Mike Calhoon is the Director of the City Parks Department.
•Jill Wuertz is a Senior Manager with the City Parks Department.
2.How long have you worked for the City of Fort Collins? How much of that time has been in
your current role?
•Mike has worked with the City for 35 years, nine years in this role.
•Jill has worked with the City for ten years, all years in this role.
3.Which elements of the water cycle do you and/or your team manage in your position?
•Potable and raw water systems, with approximately 80% of Parks’ property irrigation relying on
raw water.
•Parks maintain streetscapes along major roadways, which primarily use potable water.
•Parks’ development work encompasses stormwater, potable water, sanitary sewer, and floodplain
considerations.
•Parks operations integrate natural systems into park design, emphasizing floodplains and LID.
4.How would you define One Water based on your current knowledge?
•Integrated approach with water focus.
•Aligning all the ways we interact with water throughout what we do. Aligning wastewater,
stormwater, potable water, ditch company water, so we get the best use of the water.
B-5 Page 411
The following ten questions revolved around the five pillars of the One Water Self-Assessment Framework
shown below). The interview candidate’s assessment on the City’s progression for each of the five pillars
(or Action Categories) across the three levels is summarized in the table and elaborated in the answers to
questions 5, 8, 10, 12, and 14.
Action Category Level 1 Level 2 Level 3
Pillar #1: One Water Planning
Pillar #2: Organizational Culture
Pillar #3: Stakeholder Engagement
Pillar #4: Informed Actions
Pillar #5: One Water Monitoring
5. Looking at the three levels of Pillar #1: One Water Planning, where do you think the City of Fort
Collins is on the progression of One Water Planning? Level 1 (Information Gathering), Level 2
(Plan Development), or Level 3 (Active Implementation)? And can you briefly explain why?
• Level 2. Current conversation is informing. City has a Municipal Sustainability and Adaption Plan.
Several planning efforts have been happening for a while, even though they may not be called
One Water.
6. One Water Plans inherently build upon existing data and documents. Where do you think the
City’s main data gaps are to develop a comprehensive One Water Plan?
• Every department has their own Plan(s). Jill Wuertz noted that she looks forward to high level
strategic plans, linking plans, crossing goals and objectives. Overarching goal setting.
7. What type of information would you like to be included in the City’s One Water Plan to make it
beneficial for you in your current role, and for the community at large?
• Knowing where all the various Plans overlap.
• Data tracking an/or reporting the use of water.
• Real estate coordination between departments. For example, we have only had a meeting with
the Natural Areas Department one or two times a year. More coordination is needed to better
understand where everyone is buying land and/or land needs are.
• Define the staffing level to get us to where we need to get to (benchmarking with other utilities).
B-6 Page 412
8. Looking at the three levels of Pillar #2: Organizational Culture, where do you think the City of
Fort Collins is on the progression of a One Water Culture? Level 1 (Leadership Commitment),
Level 2 (Organizational Alignment), or Level 3 (Inspired Organization)? And can you briefly
explain why?
• Level 1. People don’t understand what One Water is yet. It’s a new term, so we’re at level 1
(leadership commitment) when applying the term One Water only.
• However, we’re an inspired organization (Level 3) if you take away the term One Water. We have
the spirit of One Water all the way down to operations staff in the field, they understand the value
of water.
• The raw water world is nervous when they hear One Water because they think their water rights
may be infringed on. There is an elaborate ditch system that conveys raw water and not all raw
water is served by Fort Collins Utilities (some raw water is served by ELCO and Loveland Water
District). There are also 5-7 providers of potable water in Fort Collins.
9. What are, in your opinion, some of the key characteristics of an organization that embraces a
One Water culture?
• Integration with all our water systems (raw water, potable water, wastewater, stormwater, river
water, etc.).
• Budgeting for outcomes, setting strategic objectives for the different water systems.
• Transparency. People can grasp the why behind what you’re doing.
• Leadership commitment.
• Accountability. When we say we’re going to be a one water city, we mean it.
10. Looking at the three levels of Pillar #3: Stakeholder Engagement, where do you think the City
of Fort Collins is on the progression of Stakeholder Engagement? Level 1 (Institutional
Collaboration), Level 2 (Community Engagement) or Level 3 (Continuous Feedback)? And can
you briefly explain why?
• Level 1. We have collaboration and cooperation.
• Coordination with the Poudre School District (PSD) and private companies that are shareholders
in the raw water companies is important.
11. Which stakeholders do you think should be involved to some degree during the Fort Collins’
One Water Plan development process?
• Water touches everyone that lives here, who wouldn’t you involve? Stakeholder engagement
should extend beyond political and institutional boundaries. One Water engagement needs to
reflect watershed boundaries.
• Poudre School District because 1) PSD owns a lot of property, and 2) they’re the educators for our
customers, citizens, and the next generation.
• Governmental agencies
• Private sector/companies
• Brewing companies in our business community (water intensive business)
• CSU
• Agriculture. We should be thinking in watersheds instead of other boundaries.
• Tracy Ochsner from Operations Services
• Eric Potyondy, the City’s water resources attorney.
B-7 Page 413
12. Looking at the three levels of Pillar #4: Informed Actions, where do you think the City of Fort
Collins is on the progression of Informed Actions? Level 1 (Quick Wins), Level 2 (Collaboration
Opportunities) or Level 3 (Commitment and Investment)? And can you briefly explain why?
• Level 1. All three levels are recognized, however Level 1 is denoted because quick wins are easily
identified and it is hard to get long term financial commitment.
13. Which of the City’s past, ongoing, or planned projects do you think would be the best role
model projects to showcase the City’s commitment to a One Water approach and mindset?
• Halligan Reservoir.
• Rigden Reservoir
• Stanton Creek project. Ongoing (construction document phase). This project is part of the Stream
Rehabilitation Program (complete several reaches annually). They worked on Fossil Creek along
Fossil Creek Park. The level of engagement opportunities for park projects depends on where
they’re located.
• Oak Street Stormwater Project. Starting construction. This stormwater project has multiple
community benefits (flood risk mitigation, better transportation because roadway isn’t conveying
all water, aesthetics of steetscapes, LID in streetscapes).
• LID is implemented into larger Park projects.
• Parks and Recreation Master Plan. Adopted in 2021. This Document guides the future of the Parks
and Recreation departments.
• Hired an employee with 1/3 funding from the Parks general Fund, 1/3 from Park planning from
impact fees, and 1/3 funding from Natural Areas from the natural areas tax. The person in this
position is located in utilities but is not a utility employee and reports to a different department.
Resources were combined to fill this need/gap. The current position bridges information between
Parks, Natural Areas, and Utilities.
14. Looking at the three levels of Pillar #5: One Water Monitoring, where do you think the City of
Fort Collins is on the progression of One Water Monitoring? Level 1 (Baseline Indicators), Level
2 (Benchmarking Indicators) or Level 3 (Performance Indicators)? And can you briefly explain
why?
• Level 2. This is a topic that is interesting to Mike because when we are setting broad goals (i.e., we
have to reduce our gpcd), but we’re not talking about the appropriate use of the resource, just
talking about lowering gallons of water used per day. We need to judge by other metrics (i.e., are
the trees staying alive? Is the turf holding up to the use its getting? Are we protecting the living
infrastructure that we need to provide for the benefit to the community?)
• We need to be careful with how we set goals so we can meet them (attainable and predictable).
We’re not just water users, we’re trying to achieve other goals. We’re not zoomed out enough to
reflect the overall goals.
15. In order to measure success and monitor progress towards implementing a One Water
framework, the first is to establish One Water goals. What do you see as important One Water
goals for the City of Fort Collins?
• Resilient landscapes
• Resilient infrastructure
• Questions that may require monitoring to be answered are:
B-8 Page 414
o Is our infrastructure hyper zoned?
o Can we respond to a drought and protect our long lives plant material?
o Are we converting landscapes where appropriate to lower water usage?
o Are we planting native plant material?
o How are we preparing for the future, considering growth, climate resilience, and
emergency preparedness?
o Do we have the resources to achieve our goals? We haven't had the resources up to this
point, but we're in a different place with our new 2050 tax.
16. From the perspective of your role in the organization, what would be the most important
benefits of developing a One Water Action Framework or Plan for the City of Fort Collins?
• Alignment of resources
• Having a Plan that has the buy in of our City Council and executive staff
• A Roadmap that can be used to align our resources to achieve it
• A Plan focused on the big picture for water. The City is very focused on reducing greenhouse gas
emissions and water has very low greenhouse gas emissions. As a result, water has kind of been
pushed to the sideline a little bit to focus on energy reduction, transportation, energy reduction
and/or energy efficiency. We need to zoom out when determining metrics for water management.
17. What does One Water success look like to you?
• Built projects. If we’re implementing and executing on the ground, that means we have alignment
with the different groups – because we passed that phase already.
B-9 Page 415
INTERVIEW SUMMARY
CITY OF FORT COLLINS
One Water Action Framework
203085
July 16, 2024 at 1:00 PM
: Mariel Miller, Water Conservation Manager (City’s Utilities Department)
Alice Conovitz, Water Conservation Specialist (City’s Utilities Department)
Inge Wiersema, Meg Parker (Carollo Engineers, Inc.)
One Water Action Framework – Phase 1 Interview
Interview Summary
Mariel Miller is the water conservation manager. She has worked in water conservation for the City for
seven years and as a manager in her current role for 2.5 years. Mariel oversees six full time staff, including
Alice Conovitz, a water conservation specialist who is leading the Water Efficiency Plan update with
objectives around having a One Water perspective. Alice has been with the City for five years and in her
current role for three years. The water conservation team manages end water uses and is solely focused
on potable water demand management.
1.Please state your name and role in the organization
•Mariel Miller is a Water Conservation Manager with the City Utilities Department.
•Alice Conovitz is a Water Conservation Specialist with the City Utilities Department.
2.How long have you worked for the City of Fort Collins? How much of that time has been in
your current role?
•Mariel Miller has worked seven years at the City and 2.5 years in the current role.
•Alice Conovitz has worked five years at the City and three years in the current role.
3.Which elements of the water cycle do you and/or your team manage in your position?
•End water uses, mainly potable water.
4.How would you define One Water based on your current knowledge?
•Collaborative approach to manage the entire full water cycle as a connected system.
•Ensuring clean and affordable water for all, particularly underserved communities.
•Coordinating and leveraging opportunities with all water stakeholders.
•Understanding the value of water, specifically through an equity lens.
The following ten questions revolved around the five pillars of the One Water Self-Assessment Framework
shown below). The interview candidate’s assessment on the City’s progression for each of the five pillars
(or Action Categories) across the three levels is summarized in the table and elaborated in the answers to
questions 5, 8, 10, 12, and 14.
B-10 Page 416
Action Category Level 1 Level 2 Level 3
Pillar #1: One Water Planning
Pillar #2: Organizational Culture
Pillar #3: Stakeholder Engagement
Pillar #4: Informed Actions
Pillar #5: One Water Monitoring
5. Looking at the three levels of Pillar #1: One Water Planning, where do you think the City of Fort
Collins is on the progression of One Water Planning? Level 1 (Information Gathering), Level 2
(Plan Development), or Level 3 (Active Implementation)? And can you briefly explain why?
• Level 1.5. This department is between level 1 and level 2. In updating the Water Efficiency Plan,
some need more guidance on the One Water framework.
6. One Water Plans inherently build upon existing data and documents. Where do you think the
City’s main data gaps are to develop a comprehensive One Water Plan?
• The City doesn’t have data on water use on City-owned property.
• Lacking data or feel confident with the data for the water loss audit.
• Demographic related data gaps because the Utilities’ service area boundary does not coincide
with the City boundary.
• Data gaps related to water use metering of certain housing types. specifically rental and multi-
family units.
• Misalignment with census population data boundaries (transient (student) population and group
housing).
• Data gaps related to supply and demand forecasting. Need to know the supply forecast and
understand the inputs.
• Need for land cover mapping (impervious and non-impervious areas, and vegetation types).
7. What type of information would you like to be included in the City’s One Water Plan to make it
beneficial for you in your current role, and for the community at large?
• How Fort Collins defines One Water.
B-11 Page 417
• Guiding document/framework to streamline planning efforts, specifically between land use and
water planning.
• Water Use Efficiency Strategies on how to conserve water (call out existing and new strategies
that have benefits to operations and to conservation benefits).
• Asset management program that prioritizes reducing water loss.
• Better connecting those dots and identifying win wins.
8. Looking at the three levels of Pillar #2: Organizational Culture, where do you think the City of
Fort Collins is on the progression of a One Water Culture? Level 1 (Leadership Commitment),
Level 2 (Organizational Alignment), or Level 3 (Inspired Organization)? And can you briefly
explain why?
• Level 1.
9. What are, in your opinion, some of the key characteristics of an organization that embraces a
One Water culture?
• Collaboration. Identifying opportunities to leverage each other’s work to create more co-
benefits opportunities.
• Plan alignment.
10. Looking at the three levels of Pillar #3: Stakeholder Engagement, where do you think the City
of Fort Collins is on the progression of Stakeholder Engagement? Level 1 (Institutional
Collaboration), Level 2 (Community Engagement) or Level 3 (Continuous Feedback)? And can
you briefly explain why?
• Level 1. Community engagement is happening but these efforts are isolated to a particular
part of the water cycle (e.g. water conservation). Community engagement has not started yet
around One Water
11. Which stakeholders do you think should be involved to some degree during the Fort Collins’
One Water Plan development process?
• Businesses
• Nonprofits
• Poudre river specific groups
• CSU
• Colorado water center
• HOAs
• Other big water users
• Underserved community groups
• Climate Equity Committee (CEC) is a new group that has been around less than a year.
o Made up of community members
o City’s equity and inclusion office
o Water Conservation’s stakeholder list that they developed for the Water Efficiency
Plan (could share the list)
12. Looking at the three levels of Pillar #4: Informed Actions, where do you think the City of Fort
Collins is on the progression of Informed Actions? Level 1 (Quick Wins), Level 2 (Collaboration
Opportunities) or Level 3 (Commitment and Investment)? And can you briefly explain why?
B-12 Page 418
• Level 1.5. Somewhere between level 1 and level 2.
13. Which of the City’s past, ongoing, or planned projects do you think would be the best role
model projects to showcase the City’s commitment to a One Water approach and mindset?
• Water Efficiency Plan. Ongoing. First plan that has brought in one water. Team is made up of
interdisciplinary folks.
• Water Supply Requirement update. Ongoing. Pairing the water supply increase with assigning
allotments. Assigning allotments to approximately 3,000 commercial users that don’t have a prior
allotment (1/3 of users because they were developed before 1984). Water resources needed to
evaluate water supply requirements, methodology for cost per acre foot. Collaboration between
water resources, planning (development), utilities finance, and water conservation.
• 2023 Water Conservation Annual Report. Water loss audit. Completed (annually).
• Water shortage action plan. Completed. Collaboration when there’s a declared water shortage.
• Rates. Sometimes inclusive depending on what is being funded. Ongoing.
14. Looking at the three levels of Pillar #5: One Water Monitoring, where do you think the City of
Fort Collins is on the progression of One Water Monitoring? Level 1 (Baseline Indicators), Level
2 (Benchmarking Indicators) or Level 3 (Performance Indicators)? And can you briefly explain
why?
• Level 1. Noted that the level is dependent on the type of metric.
• Th City is measuring and tracking performance on a programmatic level and on a more macro
GPCD level (evaluating quarterly and breakdown between commercial and residential).
• The only City Council approved goal is a single comprehensive of total water use (GPCD) for the
entire service area only.
• Performance indicators could refine water use metrics for commercial and residential use
separately.
15. In order to measure success and monitor progress towards implementing a One Water
framework, the first is to establish One Water goals. What do you see as important One Water
goals for the City of Fort Collins?
• Water efficiency goals
• Collaborative goals between departments, e.g. water resources and water conservation
• Frequency and severity of water shortage
• Goals around water equity, such as minimizing shutoffs and ability to provide a certain amount of
water for everyone (for life needs)
16. From the perspective of your role in the organization, what would be the most important
benefits of developing a One Water Action Framework or Plan for the City of Fort Collins?
• Improve collaboration.
• Improve understanding of One Water.
• Something utilized with new projects and plans (guidance document).
17. What does One Water success look like to you?
• Having insight into other groups/department goals and work.
• Develop knowledge and understanding across water utility.
• No silos.
B-13 Page 419
• Better structures and processes to make decisions around balancing human water needed,
environmental justice and ecological health.
• Community understands the value of water.
B-14 Page 420
INTERVIEW SUMMARY
CITY OF FORT COLLINS
One Water Action Framework
203085
July 15, 2024 at 1:00 PM
Katy McLaren, Lead Climate Specialist City’s Utilities Department)
Honoré Depew, Senior Manager with Environmental Sustainability (City’s Utilities
Other Attendees:
Subject:
Interview Summary
Katy McLaren has served the City for 18 years, with the last 6 years in her current role as Lead Climate
Specialist. In this role, she acts as a bridge to promote sustainability within the City.
Honoré Depe, a Senior Manager with Environmental Sustainability, has been with the City for 9 years,
holding his current role for the past 3 years. He brings a strategic perspective, focusing on achieving greater sustainability for the entire community. However, he is encountering challenges in integrating water management into the City's Out Climate Future Plan/Framework.
It's worth noting that both Katy and Honoré's positions are financed in part by Utilities. Neither position manages water services or resources. They interface with water through climate work, including climate impacts on source water to effluent (the whole cycle). Katy participates in strategic planning and represents the role of water if it’s not there, as well as promotes efficiency and water conservation work, and disaster preparedness and mitigation at the strategic level.
1.Please state your name and role in the organization.
•Katy McLaren is the Lead Climate Specialist with the City Utilities Department.
•Honoré Depew is the Senior Manager with Environmental Sustainability with the City Utilities
Department.
2.How long have you worked for the City of Fort Collins? How much of that time has been in
your current role?
•Katy McLaren has worked at the City for 18 years, 6 years in the current role.
•Honoré Depew has worked at the City for 9 years, 3 years in the current role.
3.Which elements of the water cycle do you and/or your team manage in your position?
•Both Katy and Honoré's positions are financed in part by Utilities. Neither position manages water
services or resources. They interface with water through climate work, including climate impacts
on source water to effluent (the whole cycle).
4.How would you define One Water based on your current knowledge?
•How water is used, where it goes after use, and the holistic integrated approach. One Water is
about the relationship between water use and other environmental factors.
B-15 Page 421
The following ten questions revolved around the five pillars of the One Water Self-Assessment Framework
shown below). The interview candidate’s assessment on the City’s progression for each of the five pillars
(or Action Categories) across the three levels is summarized in the table and elaborated in the answers to
questions 5, 8, 10, 12, and 14.
Action Category Level 1 Level 2 Level 3
Pillar #1: One Water Planning
Pillar #2: Organizational Culture
Pillar #3: Stakeholder Engagement
Pillar #4: Informed Actions
Pillar #5: One Water Monitoring
5. Looking at the three levels of Pillar #1: One Water Planning, where do you think the City of Fort
Collins is on the progression of One Water Planning? Level 1 (Information Gathering), Level 2
(Plan Development), or Level 3 (Active Implementation)? And can you briefly explain why?
• Level 2. Not in the heart of plan development. There are still groups that need to be brought
onboard.
• The equity part has been underemphasized.
• People don’t know what One Water means in practice and they don’t know who oversees
leading the efforts. The City is moving towards a unified vision.
6. One Water Plans inherently build upon existing data and documents. Where do you think the
City’s main data gaps are to develop a comprehensive One Water Plan?
• Limited data collection capabilities:
• The City currently lacks comprehensive data on water use within the community and its own
operations to make decisions.
• Examples include inadequate metering infrastructure to measure water loss, insufficient data
management systems, and resource constraints. This hinders effective planning and
implementation of new water management strategies.
• Practices across departments are not shared.
B-16 Page 422
7. What type of information would you like to be included in the City’s One Water Plan to make it
beneficial for you in your current role, and for the community at large?
• Get to a place where role and responsibility can be suspended so we can collaborate.
• Remove the silos and territorialism between departments and between water districts.
• Define roles and responsibilities.
• More collaboration to plan water holistically -> Possibility thinking. Not focusing on what we
can’t do as an organization. Think beyond boundaries.
• Be careful and mindful that the approach is not Utilities driven (as Utilities only serves a
portion of the community).
• We’re driven from the benefit to rate payers. There is language in the charter that dictates
how the enterprise fund can be used.
8. Looking at the three levels of Pillar #2: Organizational Culture, where do you think the City of
Fort Collins is on the progression of a One Water Culture? Level 1 (Leadership Commitment),
Level 2 (Organizational Alignment), or Level 3 (Inspired Organization)? And can you briefly
explain why?
• Level 1. There is some leadership commitment and inspired people, but it’s not deep. No full-
time director (at this moment).
9. What are, in your opinion, some of the key characteristics of an organization that embraces a
One Water culture?
• Leader that’s deeply committed, full on champion. Willing to work with everyone that’s
involved speaks to it. Speaks about it often, always keeping an eye on it
• Silo busting. All the teams that are fully integrated across organization. Thinking for the
greater good before thinking of your department.
• Action, money follows, fully resourced.
10. Looking at the three levels of Pillar #3: Stakeholder Engagement, where do you think the City
of Fort Collins is on the progression of Stakeholder Engagement? Level 1 (Institutional
Collaboration), Level 2 (Community Engagement) or Level 3 (Continuous Feedback)? And can
you briefly explain why?
• Level 1. Haven’t seen outreach of One Water outside of the organization.
• A lot of turnover. If we must go forward, let’s go together. The water people are the most
passionate, so she thinks we will be able to move forward when everyone gets on the same page.
11. Which stakeholders do you think should be involved to some degree during the Fort Collins’
One Water Plan development process?
• Utilities
• Private landowners
• Residents
• Federal government
• Water Users
o Big Water users in the city (people that run buildings)
o Parks and Recreation
o Natural Areas
o Forestry
B-17 Page 423
o Businesses / industrial process users – breweries, distilleries (businesses that rely on
high quality water), HP, Avago and Broadcom
o CSU (they have their own water rights)
• Ops services
• Underrepresented groups
o Equity and inclusion office
o Communications and public information office (CPIO)
o Plan ambassadors aka climate future community consultants aka “Our Climate future
framework” network
Stick with the best practices that they’ve developed as an organization for
reciprocal relationships in engagement efforts with the Development of
Climate Framework Future. Focus on moving up that ladder of participation
towards transferring power and decision making. Great opportunity to re-
engage Network.
o Loose network of people that are engaged (quarterly meetings)
o Consider compensating participation in engagement
• Other water districts
o City of Fort Collins only services a portion of the city. There is a great relationship
between ELCO Water District (East Larimer County Water District) and the Fort Collins
Loveland Water District.
12. Looking at the three levels of Pillar #4: Informed Actions, where do you think the City of Fort
Collins is on the progression of Informed Actions? Level 1 (Quick Wins), Level 2 (Collaboration
Opportunities) or Level 3 (Commitment and Investment)? And can you briefly explain why?
• Level 2. Integrated approach has been used for decades, but it’s not intentional.
13. Which of the City’s past, ongoing, or planned projects do you think would be the best role
model projects to showcase the City’s commitment to a One Water approach and mindset?
• Homestead Natural Area. Completed. Restoration of an old golf course. The 31-acre property was
conveyed to the City by Woodward Company as part of the development agreement.
Collaboration extends to Natural Areas and Parks because of the trail.
• Oak Street Project. Ongoing, starts in July 2024. Part of the Downtown Stormwater Improvement
Program.
• Active Modes Plan. Completed. Combine pedestrian, bike and trails plans. Articulated long term
goals and outcomes.
• Urban Forestry Strategic Plan. Ongoing. Parks Department and forestry division.
• Our Climate Future Plan. Completed in 2021. When Our Climate Future (OCF) Plan was adopted,
we committed to check in every two years and update the community through a more inclusive
approach with OCF. OCF progress is documented through Big Moves and Next Moves.
o Big Moves describes transformational outcomes which connect specific goals.
o Next Moves are the specific strategies and tactics that lead to outcomes of the Big Moves.
• Fort Collins 2024 Water Use Efficiency Plan. Ongoing. Utilities.
• Water Efficiency Plan Update
• Water quality monitoring project. Led by Jared Heath with the OWL group.
B-18 Page 424
14. Looking at the three levels of Pillar #5: One Water Monitoring, where do you think the City of
Fort Collins is on the progression of One Water Monitoring? Level 1 (Baseline Indicators), Level
2 (Benchmarking Indicators) or Level 3 (Performance Indicators)? And can you briefly explain
why?
• Level 2. The level depends on the topic. Utilities may be further behind in the equity space but
have baseline indicators.
15. In order to measure success and monitor progress towards implementing a One Water
framework, the first is to establish One Water goals. What do you see as important One Water
goals for the City of Fort Collins?
• Integration. Integrated across the organization and community.
• Integrated across planning efforts.
• Another plan is not necessarily a great idea, where are the touchpoints with existing plans?
• Equitable and accessible.
• Emphasizing climate impacts (not just mitigation, but also adaptation. Centers resilience and
adaptation for the purpose of how and why we manage we water and as a key driver for all the
choices we make.
• Long-term perspective, looking out 5-10-30 years.
16. From the perspective of your role in the organization, what would be the most important
benefits of developing a One Water Action Framework or Plan for the City of Fort Collins?
• Strengthening an overall sense of commitment to managing water responsibly, equitably and
with habitat and environment in mind.
• By integrating and reducing silos better communication can be achieved.
• To help staff and community partners understand how best to incorporate potential impacts and
integrate thinking about water into the project.
• Thinking about water needs beyond human needs, but also ecosystems.
17. What does One Water success look like to you?
• Having a model that can demonstrate long range thinking in an unpredictable future. So, our
community (plants, animals and people) can have the best chance of thriving and surviving.
B-19 Page 425
INTERVIEW SUMMARY
CITY OF FORT COLLINS
One Water Action Framework
203085
July 11, 2024 at 9:00 AM
Donnie Dustin, Water Resources Engineer II (City’s Utilities Department)
Inge Wiersema, Meg Parker (Carollo Engineers, Inc.)
One Water Action Framework – Phase 1 Interview
Interview Summary
Donnie Dustin is a Water Resources Engineer II. He has been with the City for 26 years, 10 years as a
Water Resources Manager and 16 years as a Water Resources Engineer. His main role is securing sufficient
water supply to the treatment plants. Most of his work deals with water supply for treated water (i.e.,
water rights, water law (water court proceedings for the River Commissioner), planning (what do we
charge new developments for water), managing reservoir storage (accounting of Horsetooth). The City
owns most of the shares of ditches that run through the City, and 20 percent of Donnie’s time is spent
working with ditch companies (City owns most of the shared of ditches that run through town and there is
a desire to put trails next to ditches).
1.Please state your name and role in the organization
•Donnie Dustin is a Water Resources Engineer II with the City Utilities Department.
2.How long have you worked for the City of Fort Collins? How much of that time has been in
your current role?
•26 years at the City, 16 years in this role. 10 years as a Water Resources Manager.
3.Which elements of the water cycle do you and/or your team manage in your position?
•Raw water supply including reservoir storage and water rights.
4.How would you define One Water based on your current knowledge?
•Water touches everything, because of that, there needs to be communication among
departments.
•Tools such as the Water Resources Vulnerability Study should be shared among departments.
•Climate Change impacts
The following ten questions revolved around the five pillars of the One Water Self-Assessment Framework
shown below). The interview candidate’s assessment on the City’s progression for each of the five pillars
(or Action Categories) across the three levels is summarized in the table and elaborated in the answers to
questions 5, 8, 10, 12, and 14.
B-20 Page 426
Action Category Level 1 Level 2 Level 3
Pillar #1: One Water Planning
Pillar #2: Organizational Culture
Pillar #3: Stakeholder Engagement
Pillar #4: Informed Actions
Pillar #5: One Water Monitoring
5. Looking at the three levels of Pillar #1: One Water Planning, where do you think the City of Fort
Collins is on the progression of One Water Planning? Level 1 (Information Gathering), Level 2
(Plan Development), or Level 3 (Active Implementation)? And can you briefly explain why?
• Level 1. Due to recent staffing changes (loss of One Water Director and Executive Director) there
may need to be additional info gathering.
6. One Water Plans inherently build upon existing data and documents. Where do you think the
City’s main data gaps are to develop a comprehensive One Water Plan?
• Lack of understanding on what information has been gathered outside of the Water
Resources department.
• Not aware of any specific data gaps. However, the City needs to connect the dots between
the departments and improve create a protocol on how to do so.
7. What type of information would you like to be included in the City’s One Water Plan to make it
beneficial for you in your current role, and for the community at large?
• Better connections with Water Treatment Plant and how they blend supplies and how that
impacts water quality.
• Better connections with Watershed Group. For example, Information on how fire impacts
supply and potential gaps in Water Resources’ modeling.
• Water Conservation department and Water Supply department need to have a connection.
They are intertwined however they live in different Customer Connections groups, which
creates a barrier for information sharing.
8. Looking at the three levels of Pillar #2: Organizational Culture, where do you think the City of
Fort Collins is on the progression of a One Water Culture? Level 1 (Leadership Commitment),
B-21 Page 427
Level 2 (Organizational Alignment), or Level 3 (Inspired Organization)? And can you briefly
explain why?
• Level 1. There is no executive One Water Director at this time.
9. What are, in your opinion, some of the key characteristics of an organization that embraces a
One Water culture?
• Communication and accepting feedback are critical at developing a good culture.
• Connection between departments.
• Leadership needs to understand the connection between multiple departments and
understand how actions impact each program.
10. Looking at the three levels of Pillar #3: Stakeholder Engagement, where do you think the City
of Fort Collins is on the progression of Stakeholder Engagement? Level 1 (Institutional
Collaboration), Level 2 (Community Engagement) or Level 3 (Continuous Feedback)? And can
you briefly explain why?
• Level 1. Externally the City does a good job with engagement. Internally, better coordination
and cross collaboration is needed. People don’t know to make connections between
departments.
o Engineering put in medians that require irrigation without understanding that they
have to pay for the water.
11. Which stakeholders do you think should be involved to some degree during the Fort Collins’
One Water Plan development process?
• One Water Leaders (e.g., Jared Heath, Richard Thorn)
• City Departments (e.g., Parks, Natural Areas, Community Services, Planning (growth, land use
codes), Utilities)
• Environmental organizations (e.g., Save the Poudre) even if they are at odds with the City.
• Other water districts that supply water to other parts of Fort Collins
o Council members want regionalization
• Ditch companies even if they are at odds with the City.
• Chamber of Commerce. They support development and business interests.
• Developers
• Customers
12. Looking at the three levels of Pillar #4: Informed Actions, where do you think the City of Fort
Collins is on the progression of Informed Actions? Level 1 (Quick Wins), Level 2 (Collaboration
Opportunities) or Level 3 (Commitment and Investment)? And can you briefly explain why?
• Level 3. All three levels are happening at the same time around different topics. City has long
history of being in long term commitment phase (e.g., Maximo, a developed CIP, Halligan Water
Supply Project).
13. Which of the City’s past, ongoing, or planned projects do you think would be the best role
model projects to showcase the City’s commitment to a One Water approach and mindset?
• Halligan Water Supply Project. Ongoing. Permitting began 18 years ago. Project will have multiple
benefits including providing environmental flows.
B-22 Page 428
14. Looking at the three levels of Pillar #5: One Water Monitoring, where do you think the City of
Fort Collins is on the progression of One Water Monitoring? Level 1 (Baseline Indicators), Level
2 (Benchmarking Indicators) or Level 3 (Performance Indicators)? And can you briefly explain
why?
• Level 1. Specific goals for being a One Water City have not been developed. The division struggles
with developing indicators. However, Utilities is familiar with the Clear Point Strategies (dashboard
open to the public).
• The City’s doesn’t have many performance indicators.
15. In order to measure success and monitor progress towards implementing a One Water
framework, the first is to establish One Water goals. What do you see as important One Water
goals for the City of Fort Collins?
• Establish a One Water culture. Measure how many times does leadership communicate with
everyone.
• What are the connections that are being made that maybe weren't there before?
• Is there a plan to make cross-departmental connections?
• How often do you check in on whether those connections are working, does the process need to
change?
• Is the water supply resilient?
• Is everyone up to speed on what their role is (e.g., understanding the complex water supply
model)?
16. From the perspective of your role in the organization, what would be the most important
benefits of developing a One Water Action Framework or Plan for the City of Fort Collins?
• Divisions/Departments working better together.
• Framework provides a more connected utility that there is a feeling of a single purpose, not
individually siloed purposes.
• A more streamlined process on how and when to connect with other departments, resulting in
efficiencies for labor and cost.
• Acquiring the Halligan Projects for long-term resilience.
• Getting the water resources department up to speed on complex water supply model.
17. What does One Water success look like to you?
• Success is tied to collaboration and better alignment in the organization.
o Working together when departments are working in the same area to save on
mobilization costs.
o Better coordination with the water treatment plant to maximize water sources, especially
in drought.
o Finding efficiencies through streamlined process and organization.
B-23 Page 429
INTERVIEW SUMMARY
CITY OF FORT COLLINS
One Water Action Framework
203085
July 25, 2024 at 2:00 PM
Matt Fater, Director of Engineering (City’s Utilities Department)
Inge Wiersema, Meg Parker (Carollo Engineers, Inc.)
One Water Action Framework – Phase 1 Interview
Interview Summary
Matt Fater is the Director of Engineering, specifically for capital projects. He manages a team of project
managers that do design and construciton projects for all three water utilities. Matt’s been with the City
for 29 years. He started his career in the stormwater utility. He’s been in his current role for five years.
1.Please state your name and role in the organization
•Matt Fater is the Director of Engineering with the City Utilities Department.
2.How long have you worked for the City of Fort Collins? How much of that time has been in
your current role?
•29 years at the City and five years in this role.
3.Which elements of the water cycle do you and/or your team manage in your position?
Touch the whole water cycle except for watersheds, and the City has no groundwater supplies. Including:
•Source water (raw water lines to the treatment plant)
•Distribution and collection work
•Work at the water reclamation facility
•Stream restoration projects with stormwater
•Large storm sewer project happening downtown with detention ponds
•Reservoirs (the Utilities Department is supporting a gate replacement project on the Halligan
Reservoir because Halligan is managed outside of capital group. Darren Parkin is the Halligan
Water Supply Project Manager).
4.How would you define One Water based on your current knowledge?
•Managing water as a resource.
•Look for ways to meet basic needs and collaborate on shared values within the City and
environment.
•Adopt a holistic view of water management beyond simply delivering water to the tap.
•Treat/value stormwater as a natural resource.
•Implement water management practices through the One Water approach (e.g., spending money
on vegetation, trails and amenities).
•Focus on the value of water for both human and ecosystem needs.
B-24 Page 430
The following ten questions revolved around the five pillars of the One Water Self-Assessment Framework
shown below). The interview candidate’s assessment on the City’s progression for each of the five pillars
(or Action Categories) across the three levels is summarized in the table and elaborated in the answers to
questions 5, 8, 10, 12, and 14.
Action Category Level 1 Level 2 Level 3
Pillar #1: One Water Planning
Pillar #2: Organizational Culture
Pillar #3: Stakeholder Engagement
Pillar #4: Informed Actions
Pillar #5: One Water Monitoring
5. Looking at the three levels of Pillar #1: One Water Planning, where do you think the City of Fort
Collins is on the progression of One Water Planning? Level 1 (Information Gathering), Level 2
(Plan Development), or Level 3 (Active Implementation)? And can you briefly explain why?
• Level 1 because we still have a lot of work in the planning area, especially if we’re talking about
water potential scope around community and ecosystem needs. Data still needs to be gathered
(e.g., asset management).
• Overall (beyond One Water), the City is somewhere between level 1 and level 2. We’ve completed
various Mater Plans (e.g., water reclamation facility, distribution systems, stormwater). Some plans
are outdated and the connection between all plans is missing.
6. One Water Plans inherently build upon existing data and documents. Where do you think the
City’s main data gaps are to develop a comprehensive One Water Plan?
• Asset management (e.g., assessing condition and estimating useful life, risk of failure).
• Definition of success in the ecosystem enhancement area
• Setting specific goals to know what One Water success looks like.
7. What type of information would you like to be included in the City’s One Water Plan to make it
beneficial for you in your current role, and for the community at large?
B-25 Page 431
• Crossover with three different Utilities (water, wastewater, and stormwater) and Natural Areas
Departments.
• Some guidance on how we identify opportunities and risks associated with multi-benefit projects.
Guide the planning efforts.
• Some communication and outreach around where Fort Collins is headed and what One Water
means for the community (e.g., how is this approach different from what we are currently doing).
• Clarifying terminology.
• Defining responsibilities and how a One Water approach will be implemented.
• Community input on the definition of One Water.
• Community input on One Water goals and priorities.
8. Looking at the three levels of Pillar #2: Organizational Culture, where do you think the City of
Fort Collins is on the progression of a One Water Culture? Level 1 (Leadership Commitment),
Level 2 (Organizational Alignment), or Level 3 (Inspired Organization)? And can you briefly
explain why?
• Level 1, but overall moving between level 1 and level 2. Not consistent because we’re going
through a leadership transition right now.
• Level 3 (inspired organization) is also present in some areas, but there is a gap between Level 1
and Level 3.
9. What are, in your opinion, some of the key characteristics of an organization that embraces a
One Water culture?
• Empowered workforce.
• Trust.
• Willingness to partner with other city departments.
10. Looking at the three levels of Pillar #3: Stakeholder Engagement, where do you think the City
of Fort Collins is on the progression of Stakeholder Engagement? Level 1 (Institutional
Collaboration), Level 2 (Community Engagement) or Level 3 (Continuous Feedback)? And can
you briefly explain why?
• Level 2.5. Level 2 transitioning to level 3. While current efforts, including surveys and outreach,
have yielded positive results, there’s potential to enhance our feedback information collection
process.
11. Which stakeholders do you think should be involved to some degree during the Fort Collins’
One Water Plan development process?
• Irrigation companies
• Natural Areas Department
• Parks Department
• Northern Water
• Potentially the surrounding water districts
• Potentially other collection districts (e.g., Box Elder Sanitation Districts and South Fort Collins
Sanitation District)
• Environmental Groups (e.g., Sierra Club, Save the Poudre)
• Developer side needs to be included if the environmental groups are included
B-26 Page 432
12. Looking at the three levels of Pillar #4: Informed Actions, where do you think the City of Fort
Collins is on the progression of Informed Actions? Level 1 (Quick Wins), Level 2 (Collaboration
Opportunities) or Level 3 (Commitment and Investment)? And can you briefly explain why?
• Level 1. Overall, there is some level 1, some level 2 because the progression for this pillar is not all
sequential.
• We’ve identified some quick wins but are unsure how to fund or prioritize quick wins against
more basic operational needs. We’ve identified some collaboration opportunities but haven’t
identified all of them.
13. Which of the City’s past, ongoing, or planned projects do you think would be the best role
model projects to showcase the City’s commitment to a One Water approach and mindset?
• Red Fox Meadows. Completed. Stormwater project with Natural Areas Department.
Completed 15 years ago.
• West Mine at Soldier Creek Project. Stormwater project focused on a tributary to the river.
• Lake Canal Project. Still in the feasibility stage. Flood risk, mitigation benefits, supply,
environmental habitat. Working on a feasibility study for removing an irrigation canal.
• Every budget cycle we do a stream rehabilitation project in our tributaries for stormwater.
These projects have multi benefits.
14. Looking at the three levels of Pillar #5: One Water Monitoring, where do you think the City of
Fort Collins is on the progression of One Water Monitoring? Level 1 (Baseline Indicators), Level
2 (Benchmarking Indicators) or Level 3 (Performance Indicators)? And can you briefly explain
why?
• Level 1. All kinds of indicators are tracked by different groups
• For example: The City tracks water use, miles of stream restoration, metrics around
distribution system (number of leaks, fire hydrants, fire flows). However, there is still work to
be done on baseline indicators.
15. In order to measure success and monitor progress towards implementing a One Water
framework, the first is to establish One Water goals. What do you see as important One Water
goals for the City of Fort Collins?
• Stream rehabilitation (e.g., miles of stream yet to be rehabilitated)
• Public safety – structures at risk
• Acres of floodplain in open space
• Greenhouse gas emissions at the water treatment plant
• Resource reclamation for biosolids and water
• Drought resilience for water supply
• Measure how much wastewater gets back to the river. Currently, not all wastewater is
returned to the river. One of the wastewater treatment plants, which may be
decommissioned, does discharge effluent directly into the river. At the other wastewater
treatment plant, treated wastewater effluent is discharged to Fossil Creek Reservoir, but there
is the capability to discharge directly to the river through an existing outfall. Although the
reservoir approach is currently considered less risky, returning treated wastewater effluent
directly to the river is a long-term goal.
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16. From the perspective of your role in the organization, what would be the most important
benefits of developing a One Water Action Framework or Plan for the City of Fort Collins?
• Clarifying what the utility’s role is in meeting the community’s values.
• Improve flexibility to share funds to make it easier to implement multi-benefits projects and
change our thinking around how we manage those funds. He doesn’t see us combining
enterprise funds.
17. What does One Water success look like to you?
• Internally people are collaborating and inspired because they know they contribute to the overall
water cycle.
• The City of Fort Collins is recognized externally as a leader in water treatment and delivery. Not
only for providing essential services but also for implementing innovative approaches to water
connectivity.
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INTERVIEW SUMMARY
CITY OF FORT COLLINS
One Water Action Framework
203085
July 18, 2024 at 9:00 AM
Julia Feder, Environmental Planning Manager (City’s Natural Areas Department)
Inge Wiersema, Meg Parker (Carollo Engineers, Inc.)
One Water Action Framework – Phase 1 Interview
Interview Summary
Julia Feder is the Environmental Planning Manager for the City of Fort Collins Natural Areas Department.
She has held this position for five years, overseeing a portfolio of 55,000 acres of conserved land,
including significant acreage along the middle reach of the Poudre River. As the City is a major riparian
landowner, her team focuses on river restoration projects and manages associated water rights. The
Natural Areas Department distinguishes itself from the Parks Department by prioritizing wildlife habitat
preservation while still offering recreation opportunities.
1.Please state your name and role in the organization
•Julia Feder is an Environmental Planning Manager with the City Natural Areas Department.
2.How long have you worked for the City of Fort Collins? How much of that time has been in
your current role?
•Five years at the City, and also five years in this role.
3.Which elements of the water cycle do you and/or your team manage in your position?
•Raw water, focusing on river restoration projects and managing water rights.
4.How would you define One Water based on your current knowledge?
•A synergy.
•We all may have different goals but we a take common action to make progress towards the
goals as they relate to water supply, water resources and water as part of the natural
environment.
The following ten questions revolved around the five pillars of the One Water Self-Assessment Framework
shown below). The interview candidate’s assessment on the City’s progression for each of the five pillars
(or Action Categories) across the three levels is summarized in the table and elaborated in the answers to
questions 5, 8, 10, 12, and 14.
B-29 Page 435
Action Category Level 1 Level 2 Level 3
Pillar #1: One Water Planning
Pillar #2: Organizational Culture
Pillar #3: Stakeholder Engagement
Pillar #4: Informed Actions
Pillar #5: One Water Monitoring
5. Looking at the three levels of Pillar #1: One Water Planning, where do you think the City of Fort
Collins is on the progression of One Water Planning? Level 1 (Information Gathering), Level 2
(Plan Development), or Level 3 (Active Implementation)? And can you briefly explain why?
• Level 1 moving towards level 2.
6. One Water Plans inherently build upon existing data and documents. Where do you think the
City’s main data gaps are to develop a comprehensive One Water Plan?
• Data is scattered across different systems. Consolidate information into a centralized database,
transitioning from data gathering to data organization and analysis.
• There needs to be more connectivity between the data systems.
7. What type of information would you like to be included in the City’s One Water Plan to make it
beneficial for you in your current role, and for the community at large?
• Adopt a citywide and holistic perspective on water resources, considering all departments
involved in water use and management.
• Coordinate investments in water infrastructure and projects across departments to maximize
impact and efficiency.
• Utilize data analysis to inform water management decisions and prioritize investments.
• Establish a strong, long-term commitment to river health as a core component of the city's
identity and well-being. While City’s Strategic Plan and Council priorities offer valuable direction,
their three-year cycles limit ability to establish long-term water management goals. One Water
Plan should provide a more enduring framework.
• Investigate legal and regulatory options to increase river flows and protect water resources by
keeping more water in the river.
B-30 Page 436
• Foster public engagement and transparency around water issues, emphasizing the river's role in
community life and economic vitality.
• Develop a dedicated long-term water management plan to complement existing strategic plans
and council priorities.
• Ensure the water plan aligns with broader city objectives and addresses community concerns.
• Leverage public support for river health to influence decision-making and resource allocation.
8. Looking at the three levels of Pillar #2: Organizational Culture, where do you think the City of
Fort Collins is on the progression of a One Water Culture? Level 1 (Leadership Commitment),
Level 2 (Organizational Alignment), or Level 3 (Inspired Organization)? And can you briefly
explain why?
• Level 1. Organizational alignment has moved forward without leadership commitment
because of turnover.
• The current (August 2024) recruitment of a One Water Director demonstrates the City’s long-
term commitment to organizational alignment.
9. What are, in your opinion, some of the key characteristics of an organization that embraces a
One Water culture?
• Different ways of budgeting One Water, including a dedicated bucket of money going
towards One Water.
o Natural Areas invest resources into river health and are continually questioned if
that’s their responsibility. Like Utilities, Natural Areas has a dedicated funding source
that is outside of the City’s general fund to invest in water (two separate sales taxes
that feed Natural Areas operations).
• Clear guidelines and budget priorities that align with the One Water approach.
• A dedicated cross-organizational team. One Water has been Utilities led thus far. However,
One Water should have a broader focus, beyond Utilities.
10. Looking at the three levels of Pillar #3: Stakeholder Engagement, where do you think the City
of Fort Collins is on the progression of Stakeholder Engagement? Level 1 (Institutional
Collaboration), Level 2 (Community Engagement) or Level 3 (Continuous Feedback)? And can
you briefly explain why?
• Level 2. The river is part of the City’s identity. Utilities’ Community Engagement team is
recognized for their work.
• The community is extremely committed and engaged to the extend of reaching stakeholder
fatigue.
11. Which stakeholders do you think should be involved to some degree during the Fort Collins’
One Water Plan development process?
• City departments as most of the departments have a touchpoint to water:
o Utilities department (water, wastewater, stormwater)
o Parks
Different divisions that need to be represented
o Natural Areas (City is major landowner in the floodplain)
o Community development and neighborhood services
B-31 Page 437
o Water Efficiency
o Transportation
o Operation services
o Community connections – water efficiency
o Sustainability
o City’s attorney’s office
• City Council
• Traditionally underrepresented audiences (e.g., the next generation)
• Ratepayers
• Regional water issue
o NISP (Northern integrated supply project. They have adaptive management and
planning requirements.
Esther Vincent – Project director
Sean Henry – Environmental Manager
• Advisory boards and Commissioning
o Natural resources advisory board
• Coalition for the Poudre River watershed
12. Looking at the three levels of Pillar #4: Informed Actions, where do you think the City of Fort
Collins is on the progression of Informed Actions? Level 1 (Quick Wins), Level 2 (Collaboration
Opportunities) or Level 3 (Commitment and Investment)? And can you briefly explain why?
• Level 2. We do quick wins very well (e.g., stream restoration, buy properties together, working
together on very tangible projects).
13. Which of the City’s past, ongoing, or planned projects do you think would be the best role
model projects to showcase the City’s commitment to a One Water approach and mindset?
• Poudre Flows Program. Ongoing. Cross jurisdictional effort led by Natural Areas Department
to increase flows in the Poudre River. Faces legal and funding challenges, with unclear city
commitment and staffing.
• Lake Canal. Planned. Long-term project to restore river flow by closing a diversion canal with
a medium level (20-30 cfs) diversion. Offers potential floor mitigation and park improvement
opportunities.
• 2024 Poudre River Health Assessment Framework. Ongoing. Collaborative project to assess
river health and inform future restoration areas (Utilities, Natural Areas, Coalition for the
Poudre River Watershed, CSU). City needs to actively participate in data analysis and
implementation findings.
14. Looking at the three levels of Pillar #5: One Water Monitoring, where do you think the City of
Fort Collins is on the progression of One Water Monitoring? Level 1 (Baseline Indicators), Level
2 (Benchmarking Indicators) or Level 3 (Performance Indicators)? And can you briefly explain
why?
• Level 2. Use baseline indicators with the River Assessment Framework. We have established
targets to progress and track progress of programmatic goals, but the current target is not very
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ambitious, achieving an overall health grade of a C or higher. There’s space to rethink the desired
targets.
15. In order to measure success and monitor progress towards implementing a One Water
framework, the first is to establish One Water goals. What do you see as important One Water
goals for the City of Fort Collins?
• Health of the River. Set more specific goals for the next 20 years (e.g., grade of flow in the river,
seasonal objectives).
• How do we move to more naturalized landscape to provide safety from flood risk as the City is a
major landowner in flood conditions.
• How to we have healthy water at the heart of this community? (e.g., water quality, water quantity)
• The Water Use Efficiency Plan is a state mandate and focusses on treated water only. Outdoor
water use per capita (residential and commercial), including raw water use and turf landscaping
policies. Where can we incentivize water practices if we can’t change water law?
16. From the perspective of your role in the organization, what would be the most important
benefits of developing a One Water Action Framework or Plan for the City of Fort Collins?
• Defining roles and responsibilities across departments to facilitate effective collaboration
• Commit to sustained funding and long-term investments.
• Realign budget allocations to support holistic water needs rather than departmental divisions
17. What does One Water success look like to you?
• Establish clear communication channels among stakeholders. Aligning individual department
missions with overarching goals, promoting cross-department collaboration.
• Implement impactful, multidisciplinary projects that deliver tangible community benefits withing a
reasonable timeframe (5-10 years).
• Prioritize visible projects that demonstrate progress and generate community support.
• Ensure the One Water Plan includes mechanisms for adaptability by pointing to other plans to
accommodate evolving community, organizational, and planning changes. Without the
commitment to One Water changing.
B-33 Page 439
INTERVIEW SUMMARY
CITY OF FORT COLLINS
One Water Action Framework
203085
July 30, 2024 at 11:00 AM
Andrew Gingerich, Director of Water Field Operations (City Utilities Department)
Inge Wiersema, Meg Parker (Carollo Engineers, Inc.)
One Water Action Framework – Phase 1 Interview
Interview Summary
Andrew Gingerich is the Director of Water Field Operations. He’s been with Fort Collins for 12 years, in
utilities for 10 years, and in this director role for the last 5 years. The Water Field Operations team handles
everything in the field between water production plant and wastewater collection plant, including water
transmission, distribution pipes, wastewater collection pipes, stormwater collection pipes, and water
meters. The linear asset team has a small in-house construction team that is responsible replacement of
pipelines. His team is not responsible for pump stations (handled by water production team) and there are
no wastewater lift stations in the system as the sewer collection system is entirely gravity fed.
1.Please state your name and role in the organization.
•Andrew Gingrich is the Director of Water Field Operations with the City Utilities Department.
2.How long have you worked for the City of Fort Collins? How much of that time has been in
your current role?
•12 years at the City, 5 years in the current role.
3.Which elements of the water cycle do you and/or your team manage in your position?
•Potable water distribution pipes
•Wastewater collection pipes
•Stormwater collection pipes
4.How would you define One Water based on your current knowledge?
•We all have a part to play in managing this limited resource getting it from rain
fall/storage/snowpack to provide clean water to the community and then return it back to
nature/river.
The following ten questions revolved around the five pillars of the One Water Self-Assessment Framework
shown below). The interview candidate’s assessment on the City’s progression for each of the five pillars
(or Action Categories) across the three levels is summarized in the table and elaborated in the answers to
questions 5, 8, 10, 12, and 14.
B-34 Page 440
Action Category Level 1 Level 2 Level 3
Pillar #1: One Water Planning
Pillar #2: Organizational Culture
Pillar #3: Stakeholder Engagement
Pillar #4: Informed Actions
Pillar #5: One Water Monitoring
5. Looking at the three levels of Pillar #1: One Water Planning, where do you think the City of Fort
Collins is on the progression of One Water Planning? Level 1 (Information Gathering), Level 2
(Plan Development), or Level 3 (Active Implementation)? And can you briefly explain why?
• Level 1.5. But somewhere in between level 1 and level 2. Some departments are moving to plan
development, but not all.
6. One Water Plans inherently build upon existing data and documents. Where do you think the
City’s main data gaps are to develop a comprehensive One Water Plan?
• The City utilizes multiple work order systems, which creates a barrier to information sharing.
• ArcGIS systems and GIS data are not shared. Natural areas and Parks are not in our mapping
system at all.
• Mr. Gingerich’s team has robust mapping with all linear assets, however it was noted that the
water treatment plant’s assets are not documented within the same system.
7. What type of information would you like to be included in the City’s One Water Plan to make it
beneficial for you in your current role, and for the community at large?
• Community education. The community needs a better understanding of what it takes to collect,
treat, and deliver water to reduce the tension with raising rates.
• Workforce information. The City’s human resources department needs to better understand
regional/national best practices, compensation, and have job descriptions for water operators and
other positions to recruit and retain a good workforce.
• Benchmarking of successful utilities. Capacity and workforce needed for a successful One Water
utility. Need industry standard.
8. Looking at the three levels of Pillar #2: Organizational Culture, where do you think the City of
Fort Collins is on the progression of a One Water Culture? Level 1 (Leadership Commitment),
B-35 Page 441
Level 2 (Organizational Alignment), or Level 3 (Inspired Organization)? And can you briefly
explain why?
• Level 1. There may be some leadership that is in the level 2, but city managers are still in the
onboarding phase. Without a plan to implement so it has been hard to get leadership
commitment.
9. What are, in your opinion, some of the key characteristics of an organization that embraces a
One Water culture?
• Overall understanding of what everyone’s role in the organization is.
o More flexibility for folks to find a path without a 4-year degree to progress in their career.
o High level understanding so you can job shadow or step up in an emergency.
• One Water culture would have less hurdles and more trust. Reduce the hurdles between changing
career paths within the City.
10. Looking at the three levels of Pillar #3: Stakeholder Engagement, where do you think the City
of Fort Collins is on the progression of Stakeholder Engagement? Level 1 (Institutional
Collaboration), Level 2 (Community Engagement) or Level 3 (Continuous Feedback)? And can
you briefly explain why?
• Level 1. No other stakeholders other than CSU (that Andrew knows about) that are working on
One Water or recognition that he City of Fort Collins has declared itself as a s One Water
organization.
11. Which stakeholders do you think should be involved to some degree during the Fort Collins’
One Water Plan development process?
• Surrounding water districts that we have interconnects with, share water with, or have customers
in that district but are City of Fort Collins residents.
• US Forest Service (current wildfire).
• Downstream communities where the Poudre River passes through
• Northern water
• Natural Areas Department
• Larimer County
• Save the Poudre (NGO)
• City of Fort Collins Water Commission
• Large breweries because they care very much about the water quality. There is a brewers’ group
that can be tapped into.
• Chamber of Commerce – good water quality is one of the selling points of Fort Collins.
Infrastructure improvements affect businesses downtown.
• Local construction sector. Contracting and changing purchasing practices changes have hurt us.
12. Looking at the three levels of Pillar #4: Informed Actions, where do you think the City of Fort
Collins is on the progression of Informed Actions? Level 1 (Quick Wins), Level 2 (Collaboration
Opportunities) or Level 3 (Commitment and Investment)? And can you briefly explain why?
• Level 2 (when looking at all types of projects).
• As a utility we are doing things at level 2 and level 3, however projects that have been branded as
One Water are still within the quick wins.
B-36 Page 442
13. Which of the City’s past, ongoing, or planned projects do you think would be the best role
model projects to showcase the City’s commitment to a One Water approach and mindset?
• One Water operator. This is a HR/personnel project. The City’s Budget Office created a One Water
operator position (operators at the same level of compensation, cross training for water and
wastewater, will bring up the pay of field operators).
• Halligan project. Ongoing.
• Oak Street Stormwater Project downtown. 2-year long project. Involved a coordinated approach
to water, wastewater, stormwater, parks and forestry as the project includes relocating wastewater
pipes, installing water lines, implementing LID practices such as rain gardens to manage
stormwater runoff.
• Red Fox Meadows project. Matt Fater was the project manager. Turned into a natural area.
14. Looking at the three levels of Pillar #5: One Water Monitoring, where do you think the City of
Fort Collins is on the progression of One Water Monitoring? Level 1 (Baseline Indicators), Level
2 (Benchmarking Indicators) or Level 3 (Performance Indicators)? And can you briefly explain
why?
• Level 1. We don’t have a One Water benchmarking strategy, we’re all in different areas, doing
different things for individual departments.
• However, the City really hits all three levels. Level 1 to level 2, with pockets sitting in level 3. For
example, with Water leaks monitoring we are in level 2 and level 3 because we know where most
leaks occur and why. With stormwater we’re at level 1, transitioning into level 2 benchmarking,
likely because it’s the youngest utility. Wastewater monitoring is more at level 2 to level 3,
because we’re beginning to look at AI predictive modeling.
15. In order to measure success and monitor progress towards implementing a One Water
framework, the first is to establish One Water goals. What do you see as important One Water
goals for the City of Fort Collins?
• Water conservation – gpcd
• Protecting non-revenue water usage
• Preventing leaks
• Performance indicators for turnovers, tenure for water operators. Are we doing what we can to
have the best training and best staffing to serve our community?
• Water resource reliability and resilience. Fort Collins has good water rights, other communities
outside don’t have it as good. There will likely be a time when we have to take a more regional
role in water deliveries once there’s enough political pressure before we have to share water with
other Districts that don’t have the necessary resources
• One Water CIP with a longer planning horizon commitment. Currently we aim for a 10-year
outlook, but it’s revised every two years.
16. From the perspective of your role in the organization, what would be the most important
benefits of developing a One Water Action Framework or Plan for the City of Fort Collins?
• One Water operator concept (cross-training and equal pay for water/wastewater operators based
on experience, not utility)
• Getting a workforce that we can get trained and retain
• Finding a way for our boots on the ground staff to buy into the One Water
B-37 Page 443
• A One Water CIP Plan. Currently, capital improvements and rate projects are still in the short cycle
and not focused on a unified vision and longer planning horizon/commitment.
17. What does One Water success look like to you?
• We have a good outlook on how to continue to continue to store provide, collect our water
• Feel confident that we have the finances to do this
• Trained workforce to do this
B-38 Page 444
INTERVIEW SUMMARY
CITY OF FORT COLLINS
One Water Action Framework
Project No.: 203085
Date: July 9, 2024, 2:00 PM
Interview Candidate: Kirk Longstein, Senior Environmental Planner (City’s Planning Department)
Other Attendees: Inge Wiersema, Meg Parker (Carollo Engineers, Inc.)
Subject: One Water Action Framework – Phase 1 Interviews
Interview Summary
Kirk Longstein is a Senior Environmental Planner with the City Planning Department. He has worked at the
City for eight years, the past two years in his current role on the development review and planning team.
In this role, he oversees all development applications going through the city. His primary focus is on land
development and land use code. Within this area, his work on water centers on water quality, with most of
his day-to-day activities involving stormwater (MS4 compliance), natural buffer zones, urban runoff, and
irrigation in naturalized areas and temporary irrigation on development sites.
1.Please state your name and role in the organization
Kirk Longstein is a Senior Environmental Planner with the City Planning Department.
2.How long have you worked for the City of Fort Collins? How much of that time has been in
your current role?
8 years at the City and 2 years in the current role.
3.Which elements of the water cycle do you and/or your team manage in your position?
Stormwater and urban runoff, incl. water quality
Irrigation of natural areas and temporary irrigation for development sites
4.How would you define One Water based on your current knowledge?
Nature based solutions and wetlands.
The following ten questions revolved around the five pillars of the One Water Self-Assessment Framework
shown below). The interview candidate’s assessment on the City’s progression for each of the five pillars
(or Action Categories) across the three levels is summarized in the table and elaborated in the answers to
questions 5, 8, 10, 12, and 14.
B-39 Page 445
Action Category Level 1 Level 2 Level 3
Pillar #1: One Water Planning X
Pillar #2: Organizational Culture X
Pillar #3: Stakeholder Engagement X X
Pillar #4: Informed Actions X
Pillar #5: One Water Monitoring X
5. Looking at the three levels of Pillar #1: One Water Planning, where do you think the City of Fort
Collins is on the progression of One Water Planning? Level 1 (Information Gathering), Level 2
(Plan Development), or Level 3 (Active Implementation)? And can you briefly explain why?
Level 2. The City is great at developing plans and policies but struggles with implementation &
adaptation.
o Supply and demand management policy doesn't support desired housing goals (density).
o Water rates and water supply requirements discourage/provide no economic incentive for
development to install non-potable systems and reduce potable water usage.
o The stormwater design manual does not have criteria that helps incentivize Developers.
6. One Water Plans inherently build upon existing data and documents. Where do you think the
City’s main data gaps are to develop a comprehensive One Water Plan?
Data is not readily accessible due to barriers for data sharing.
o The City has failed to house a centrally managed data warehouse across groups. Data is
siloed across functional groups or departments (e.g., utilities and city infrastructure have
individual data warehouses).
o Information gathering tends to be relationship based, not readily accessible.
B-40 Page 446
o Stormwater basin plans managed by the City outside of regulatory floodplain are difficult
to obtain, they are not on a website and are not readily available in GIS layers.
7. What type of information would you like to be included in the City’s One Water Plan to make it
beneficial for you in your current role, and for the community at large?
Alignment between One Water Plan and the updated land-use code (ongoing) focusing on the
15-minute city (City Council’s priority).
Solutions for balancing water quality and stormwater management with the needs of infill
development (force mains, site constraints).
Strategies for capturing stormwater runoff and achieving water management goals in a dense
urban environment.
Recognizing the shift in perspective from a greenfield type of community to an urban city.
8. Looking at the three levels of Pillar #2: Organizational Culture, where do you think the City of
Fort Collins is on the progression of a One Water Culture? Level 1 (Leadership Commitment),
Level 2 (Organizational Alignment), or Level 3 (Inspired Organization)? And can you briefly
explain why?
Level 1. Management is unaligned with staff. Inspired staff start projects, but because they don’t
know who is responsible for owning outcomes, the projects fizzle out.
The staff is also inspired around One Water at a grass roots level (Level 3) and work well
horizontally.
9. What are, in your opinion, some of the key characteristics of an organization that embraces a
One Water culture?
Inspired organization that keeps forward moving momentum.
Group mentality. Require an influencer to move the needle and get the group aligned.
Empowering. Provide people opportunities to step up and be a leader.
Analytical. Better equipped at decision-making when there are examples and data.
10. Looking at the three levels of Pillar #3: Stakeholder Engagement, where do you think the City
of Fort Collins is on the progression of Stakeholder Engagement? Level 1 (Institutional
Collaboration), Level 2 (Community Engagement) or Level 3 (Continuous Feedback)? And can
you briefly explain why?
Level 3. The community is extremely involved. Utilities has dedicated staff to develop and
implement community engagement programs.
However, it depends on the topic. For demand management there is more community
involvement than for water supply projects and ditch management.
[Community engagement around One Water was not specifically mentioned.]
11. Which stakeholders do you think should be involved to some degree during the Fort Collins’
One Water Plan development process?
The Community’s “usual suspects”. Mention was made of avoiding stakeholder fatigue.
Design firms.
o They submit applications for land entitlements and represent property owners.
Environment groups that have vested interests in the Poudre River.
B-41 Page 447
o Natural Areas (City department) already have relationships with these groups.
o Not the Sierra Club.
o No climate groups.
Business organizations, including the Fort Collins Chamber of Commerce.
Water Commission.
Planning and Zoning Commission.
Land Conservation and Stewardship Board.
Cross function between City Departments (e.g., Parks, Natural Areas Department, Real Estate
Services, Planning, Environmental Services and their climate equity group’s cultural ambassadors).
12. Looking at the three levels of Pillar #4: Informed Actions, where do you think the City of Fort
Collins is on the progression of Informed Actions? Level 1 (Quick Wins), Level 2 (Collaboration
Opportunities) or Level 3 (Commitment and Investment)? And can you briefly explain why?
Level 2. Organizationally, the intent is always to have multi-beneficial projects, but when it comes
to investment these additional benefits often get value engineered out of the project.
Matt Fater has a list of all the capital projects that the City has deferred because of funding.
13. Which of the City’s past, ongoing, or planned projects do you think would be the best role
model projects to showcase the City’s commitment to a One Water approach and mindset?
Red Fox Meadows Natural Area. Past project.
Hickory Basin. Ongoing project. Planning and Stormwater Departments recently drafted a memo
around Hickory basin to have constructed wetlands, trails and signage. The project is a
collaboration with private development. The developer will get this project to 80% design and
then the City will take over for design completion and final grading.
Green corridor / Spring Creek Trail. Past project. Taft Hill to College Avenue. Flood protection
project
Dry Creek in the Mulberry corridor. Potential project identified in stormwater master plan. The
annexation plan for that area could be a connecting bike trail.
14. Looking at the three levels of Pillar #5: One Water Monitoring, where do you think the City of
Fort Collins is on the progression of One Water Monitoring? Level 1 (Baseline Indicators), Level
2 (Benchmarking Indicators) or Level 3 (Performance Indicators)? And can you briefly explain
why?
Level 1. From Kirk’s perspective there is a need on the stormwater side for more data. When
private developers are paying and designing the project and then the City assumes the
infrastructure, the data is well captured.
However, this depends on which part of the utility. Supply and demand management has great
data.
15. In order to measure success and monitor progress towards implementing a One Water
frameworks, the first is to establish One Water goals. What do you see as important One Water
goals for the City of Fort Collins?
B-42 Page 448
More wetlands. This may be difficult due to prior appropriation. The current system is designed to
move water downstream. Keep water inside the City for environmental benefits and natural
features.
Track groundwater recharge.
16. From the perspective of your role in the organization, what would be the most important
benefits of developing a One Water Action Framework or Plan for the City of Fort Collins?
Stretching water to its full potential. Recognizing the value and investment that the City has
already made in water.
17. What does One Water success look like to you?
A thriving community
A community that recognizes the value of water and puts water on the forefront.
A community that understands that they live in a semi-arid environment.
Reconnecting water’s role in the City’s history.
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INTERVIEW SUMMARY
CITY OF FORT COLLINS
One Water Action Framework
203085
August 7, 2024 at 3:00 PM
Jill Oropeza, Senior Director for Sciences and Planning (City’s Utility Department)
Inge Wiersema, Meg Parker (Carollo Engineers, Inc.)
One Water Action Framework – Phase 1 Interview
Interview Summary
Jill Oropeza is the Senior Director for Sciences and Planning. Jill has been with the City for 17 years, and in
her current role for 18 months. Jill focuses on the non-operations side and touches all elements of the
water cycle.
1.Please state your name and role in the organization
•Jill Oropeza is the Senior Director for Sciences and Planning with the City Utilities Department.
2.How long have you worked for the City of Fort Collins? How much of that time has been in
your current role?
•17 years at the City and 18 months in the current role.
3.Which elements of the water cycle do you and/or your team manage in your position?
•All elements of the water cycle.
4.How would you define One Water based on your current knowledge?
•Water system and operations are integrated to make the highest and best use of resources.
The following ten questions revolved around the five pillars of the One Water Self-Assessment Framework
shown below). The interview candidate’s assessment on the City’s progression for each of the five pillars
(or Action Categories) across the three levels is summarized in the table and elaborated in the answers to
questions 5, 8, 10, 12, and 14.
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Action Category Level 1 Level 2 Level 3
Pillar #1: One Water Planning
Pillar #2: Organizational Culture
Pillar #3: Stakeholder Engagement
Pillar #4: Informed Actions
Pillar #5: One Water Monitoring
5. Looking at the three levels of Pillar #1: One Water Planning, where do you think the City of Fort
Collins is on the progression of One Water Planning? Level 1 (Information Gathering), Level 2
(Plan Development), or Level 3 (Active Implementation)? And can you briefly explain why?
• Level 1. We are currently in the information gathering phase. We have disparate plans and don’t
have strategic alignment in terms of being able to take action that furthers each of the sets of
objectives.
6. One Water Plans inherently build upon existing data and documents. Where do you think the
City’s main data gaps are to develop a comprehensive One Water Plan?
• Disconnect between land use planning, environmental planning, and water. We acknowledge the
existence of each other, but there is no repeatable way to ensure we’re consistently evaluating
opportunities together. For example, we are often in conflict when building stormwater detention
ponds.
• Current climate planning efforts are focused on greenhouse gas emissions. There is a big gap
around resilience, and that is where water comes to play. We need to advance our conversations
around climate resilience to include community resilience and adaptation to include water.
• We are not thoughtful enough around green infrastructure programs in stormwater. We’re not
systematic how we do it, some happens through existing capital planning, but it is always an ad
hoc process. We can explore how to tie into programs like nutrient trading and carbon markets
and leverage these concepts and pilot programs with our stormwater planning.
7. What type of information would you like to be included in the City’s One Water Plan to make it
beneficial for you in your current role, and for the community at large?
• Identify the biggest community vulnerabilities.
• Define action areas based on current conditions.
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• Develop strategies to address identified needs.
• Create a focused action plan.
• Develop a utility-centric community service map.
• Align operation work plans with strategic plans.
• Communicate the value of water to the community.
• Create a sense of urgency around water issues.
• Enhance understanding of water system’s value.
• Balance economic development with affordability.
• Explain “the why” of cost increases to the community and weave in the environment.
• Clearly communicate the City’s ongoing work and initiatives.
8. Looking at the three levels of Pillar #2: Organizational Culture, where do you think the City of
Fort Collins is on the progression of a One Water Culture? Level 1 (Leadership Commitment),
Level 2 (Organizational Alignment), or Level 3 (Inspired Organization)? And can you briefly
explain why?
• Level 1.5. The City is strong in level 1 and on the cusp of going to level 2.
• There isn’t shared understanding yet of what One Water is throughout all organizational levels.
• We have a council priority that is set form that is very much One Water. There is leadership
commitment and willingness, but we don’t know what we’re committed to (yet).
9. What are, in your opinion, some of the key characteristics of an organization that embraces a
One Water culture?
• Common understanding of how One Water principles are applied to the City’s mission.
• Enhanced inter-agency collaboration within the basin.
• Able to identify additional benefits and opportunities.
• Shared understanding of project connections and synergies.
• One Water mindset and questioning lens.
• Ready to optimize existing business processes and structures.
• Organizational structure for the water utilities and business processes
10. Looking at the three levels of Pillar #3: Stakeholder Engagement, where do you think the City
of Fort Collins is on the progression of Stakeholder Engagement? Level 1 (Institutional
Collaboration), Level 2 (Community Engagement) or Level 3 (Continuous Feedback)? And can
you briefly explain why?
• Level 1. We cannot talk about One Water internally with shared understanding. We’re not
messaging and engaging the community and projects specifically as it related to One Water.
• However, if you remove One Water, we’d be a level 3. There is a feedback loop happening, and
active community engagement around many other (water) topics.
11. Which stakeholders do you think should be involved to some degree during the Fort Collins’
One Water Plan development process?
• CSU
• Tri-Districts: East Larimer County (ELCO) Water District, Fort Collins-Loveland Water District,
and. North Weld County Water District.
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• Northern Water
• Neighboring communities – Wellington, Greeley, Loveland
• Chamber of commerce
• Local watershed coalition
• Larimer County. They’re currently developing a water plan.
12. Looking at the three levels of Pillar #4: Informed Actions, where do you think the City of Fort
Collins is on the progression of Informed Actions? Level 1 (Quick Wins), Level 2 (Collaboration
Opportunities) or Level 3 (Commitment and Investment)? And can you briefly explain why?
• Level 2 (when averaging all projects). We complete capital planning and water supply planning on
longer timescales, with long term budgeting. Those are sequenced with other departments
around the city, there is coordination.
• Other projects are more opportunistic, quick wins (Level 1).
13. Which of the City’s past, ongoing, or planned projects do you think would be the best role
model projects to showcase the City’s commitment to a One Water approach and mindset?
• Lake Canal Project – Project involves the removal of an old diversion dam and improves habitat
on the river, improves safety, improves recreational opportunities and increases flows. Ongoing.
Four city departments, Northern Water, ditch companies. Could tie into Northern Water’s
mitigation and operations work.
• River Health Assessment Framework. Ongoing. Collaborative watershed basin project
• Water Treatment Residual Project. Approval Stage. Recycling water treatment residuals in
stormwater detention basins. Benefits are waste diversion and nutrient improvement. Working on
permit with the State. The State of Colorado gave permission to pilot and now we’re waiting for
CDPHE to approve this practice.
• One Water consolidated laboratory. Planning. Water wastewater laboratory. Looking for
stormwater function and benefit. Looking for community partnership.
14. Looking at the three levels of Pillar #5: One Water Monitoring, where do you think the City of
Fort Collins is on the progression of One Water Monitoring? Level 1 (Baseline Indicators), Level
2 (Benchmarking Indicators) or Level 3 (Performance Indicators)? And can you briefly explain
why?
• Level 2. As an organization we’re good at identifying meaningful metrics and tracking and
collecting data and revising them.
• Operationally we’re not as strong. We don’t have specific One Water goals (yet).
15. In order to measure success and monitor progress towards implementing a One Water
framework, the first is to establish One Water goals. What do you see as important One Water
goals for the City of Fort Collins?
• Define clear water efficiency goals.
• Resolve conflicting objectives (e.g. heat island effect and tree canopy).
• Identify and address complex community-wide water challenges.
• Develop a long-term water vision for the region.
• Improve stakeholder engagement (agriculture, neighbors).
• Address basin-scale water issues (leasing, keeping water in the basin).
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• Align water planning with smart growth and development.
• Strengthen relationships with water rights holders (collaboration with ditch companies).
• Integrate water considerations into city-wide planning.
• Define how to use green stormwater infrastructure (GSI) for flood risk mitigation and/or natural
watershed resilience.
16. From the perspective of your role in the organization, what would be the most important
benefits of developing a One Water Action Framework or Plan for the City of Fort Collins?
• Long term road map to tackle the City’s biggest challenges with a 20-50-year horizon.
• Foundation to develop an operational plan
17. What does One Water success look like to you?
• A communication platform we can use internally and externally.
• More organizational alignment and strategic direction.
• Regional communications to remove silos between institutions/departments
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INTERVIEW SUMMARY
CITY OF FORT COLLINS
One Water Action Framework
203085
July 15, 2024 at 9:00 AM
Jeremy Woolf, Senior Director (City Utilities Department)
Inge Wiersema, Meg Parker (Carollo Engineers, Inc.)
One Water Action Framework – Phase 1 Interview
Interview Summary
Jeremy Woolf is a Senior Director with Integrated Water Operations. He’s worked for the City for 18
months. In his role, he works on potable water distribution, water and wastewater treatment, the
collections and distribution system, and some recycled water for cooling.
1.Please state your name and role in the organization.
•Jeremy Woolf is a Senior Director with Integrated Water Operations with the City Utilities
Department.
2.How long have you worked for the City of Fort Collins? How much of that time has been in
your current role?
•18 months at the City and in this role.
3.Which elements of the water cycle do you and/or your team manage in your position?
•Potable water distribution and treatment.
•Wastewater collections, distribution, and treatment.
•Some recycled water for cooling.
4.How would you define One Water based on your current knowledge?
•The removing of silos for traditionally compartmentalized water cycle.
The following ten questions revolved around the five pillars of the One Water Self-Assessment Framework
shown below). The interview candidate’s assessment on the City’s progression for each of the five pillars
(or Action Categories) across the three levels is summarized in the table and elaborated in the answers to
questions 5, 8, 10, 12, and 14.
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Action Category Level 1 Level 2 Level 3
Pillar #1: One Water Planning
Pillar #2: Organizational Culture
Pillar #3: Stakeholder Engagement
Pillar #4: Informed Actions
Pillar #5: One Water Monitoring
5. Looking at the three levels of Pillar #1: One Water Planning, where do you think the City of Fort
Collins is on the progression of One Water Planning? Level 1 (Information Gathering), Level 2
(Plan Development), or Level 3 (Active Implementation)? And can you briefly explain why?
• Level 1. City has developed numerous plans but lacks a cohesive One Water strategy.
• The City is gathering information on existing department initiatives and exploring ways to
leverage them for a unified approach.
6. One Water Plans inherently build upon existing data and documents. Where do you think the
City’s main data gaps are to develop a comprehensive One Water Plan?
• The City has very good asset management and laboratory data.
• Data Systems Improvement:
o Evaluate and propose an industry-standard system to replace Data Splice for better
support and functionality.
o Poor integration of data systems within the City.
o Improve asset management and GIS connection (migrate to industry standard).
• Laboratory Data Accessibility: Develop an interface to improve operational access to lab data,
enhancing usability for operators.
• Data Visualization Tools: Implement Power BI (big lift) for consolidating data and improving
visualization tools across departments.
• Digital Twins: Create a roadmap for implementing digital twins in water treatment, collections and
distributions to improve system wide understanding.
• Historical data is ongoing, but real-time data is also needed.
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7. What type of information would you like to be included in the City’s One Water Plan to make it
beneficial for you in your current role, and for the community at large?
• Regulatory constraints: compile a list of regulatory constraints hindering the transition to One
Water and develop a strategy to address these.
• Water quality trading: Engage with state officials to clarify and potentially utilize the water quality
trading policy for environmental and economic benefits.
o Economic benefits of investing in green infrastructure over gray infrastructure, comparing
capital and operational investments.
• The resources needed to implement One Water approaches.
8. Looking at the three levels of Pillar #2: Organizational Culture, where do you think the City of
Fort Collins is on the progression of a One Water Culture? Level 1 (Leadership Commitment),
Level 2 (Organizational Alignment), or Level 3 (Inspired Organization)? And can you briefly
explain why?
• Level 1. We’re just beginning to understand the benefits of One Water and the resources
required to accomplish one water. Need greater understanding of the resources required for
full City leadership support.
9. What are, in your opinion, some of the key characteristics of an organization that embraces a
One Water culture?
• A strategically designed organizational structure that supports One Water.
• Filling key positions with individuals who actively advocate for and lead the One Water
transition.
• Robust communication strategy that goes beyond traditional media. Should include engaging
community outreach initiatives like a One Water Center where residents can learn about the
program, attend conferences, and explore career opportunities in the water sector.
• Dedicated lobbying efforts to influence regulations towards policies that support one water
implementation.
10. Looking at the three levels of Pillar #3: Stakeholder Engagement, where do you think the City
of Fort Collins is on the progression of Stakeholder Engagement? Level 1 (Institutional
Collaboration), Level 2 (Community Engagement) or Level 3 (Continuous Feedback)? And can
you briefly explain why?
Level 1. The City is at the early stage of institutional collaboration and has communicated the idea of
One Water, but needs to improve how we explain what it means in practice.
11. Which stakeholders do you think should be involved to some degree during the Fort Collins’
One Water Plan development process?
• Katherine Marko – environmental regulations
• Natural Areas and Parks Department
• Funding entities
o Internal finance department
o Charitable organizations (e.g., Gates Foundation, Poudre Landmarks Foundation
(manages the 1883 Water Works))
o Philanthropic individuals with environmental missions.
• City of Greely (could collaborate on the use of Meadow Springs Ranch for biosolids
application)
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• Communications department – need to communicate the progress (internal and external
communication)
o Communication focus on City Council and Water Commission
• CSU
o Resources/students/Internships
o Wide knowledge base and the city to inform the plan
o City-base
• High schools and community colleges
o Workforce recruitment
12. Looking at the three levels of Pillar #4: Informed Actions, where do you think the City of Fort
Collins is on the progression of Informed Actions? Level 1 (Quick Wins), Level 2 (Collaboration
Opportunities) or Level 3 (Commitment and Investment)? And can you briefly explain why?
• Level 1. City has identified multi-benefit water projects, but further collaboration is needed.
13. Which of the City’s past, ongoing, or planned projects do you think would be the best role
model projects to showcase the City’s commitment to a One Water approach and mindset?
• Acquisition of Meadow Springs Ranch. Completed. City has control of everything. This site
provides an area to pilot ideas (land application, stormwater runoff, crop uptake).
• Water Treatment Residual Amendment in Stormwater Systems for Phosphorus Reduction and
Waste Removal.
• Use of water residuals for Stormwater Plan. Completed in 2020. Inter-departmental. Use of water
residuals to treat stormwater and reduce nutrient discharges for detention basins. Jeremy doesn’t
want to incorporate this until the State buys into water quality trading.
• Meadow Springs Ranch Conservation Easement. Planned. Interdepartmental with Natural Areas
and Parks and City of Greely (biosolids application).
• Meadow Springs Ranch collaboration with City of Greely on biosolids application.
• The 1883 Water Works. Internal conversations. The water utility owns the original treatment plant,
but opportunities to engage Natural Areas and Parks to develop areas around for recreation and
One Water Learning Center.
• Direct Potable Reuse (DPR). Planned. Community buy-in and capital investment would
demonstrate a level of commitment to One Water.
14. Looking at the three levels of Pillar #5: One Water Monitoring, where do you think the City of
Fort Collins is on the progression of One Water Monitoring? Level 1 (Baseline Indicators), Level
2 (Benchmarking Indicators) or Level 3 (Performance Indicators)? And can you briefly explain
why?
• Level 1. Baseline indicators are there but are still compartmentalized to each department.
15. In order to measure success and monitor progress towards implementing a One Water
framework, the first is to establish One Water goals. What do you see as important One Water
goals for the City of Fort Collins?
• DPR or IPR
• Significant level of watershed investment (in green infrastructure)
• Water quality trading
• Economic efficiencies from source protection.
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• Compare capital investment versus operational investment.
• How does pH impact water treatment and wastewater treatment operations. Impacts of Cameron
Peak Fire changed the incoming pH and made the source water easier to treat.
16. From the perspective of your role in the organization, what would be the most important
benefits of developing a One Water Action Framework or Plan for the City of Fort Collins?
• Higher visibility on the value of water for the community and City (outside of water)
• High level of green infrastructure investment (another visibility to the community) they need to
understand the value of water and the benefits that they see from water and clean water
• Higher probability of acquiring funds (internally and externally) because of a Communications
Plan, and now the City can justify the value of water.
• Greater efficiency in how the City uses water (e.g., less evaporation).
• Significant benefits in regulatory compliance with DPR (i.e., because discharge limits are more
stringent than drinking water requirements).
17. What does One Water success look like to you?
• One Water Learning Center (Cleveland example)
• DPR
• More green stormwater infrastructure
• The One Water Plan is a roadmap, actionable, to have benchmarks, and outlines what we can
execute to move the City forward and to have benchmarks.
• Shared knowledge bases between all the different areas like field operations and wastewater
treatment operations and water operations as they get to know each one of those areas.
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APPENDICES MARCH 2025 / FINAL / CAROLLO
CITY OF FORT COLLINS ONE WATER ACTION FRAMEWORK
APPENDIX B ONE WATER PRESSURES AND
CHALLENGES
Page 460
CITY OF FORT COLLINS
ONE WATER ACTION FRAMEWORK APPENDIX B-1
PRESSURES AND CHALLENGES MATRIX
Key Pressures Challenges for Fort Collins
Technology Deficit Cost and time for system replacement
Shifting skillset needed for the future
Cross-departmental management of shared data systems
Inadequate internal IT/OT support
Project Management needs for implementation
General lack of knowledge about new tools
Too many software applications
Increasing cyber security needs
Limited Water Supply & Growing
Demands
Scarcity / overallocation
Rising cost of water
Decreasing flows in river & tributaries
Changing timing of availability
Increasing outdoor demands due to increasing temperatures
Colorado River compact negotiation uncertainties
Dedicating more water to Cache la Poudre River / competition for streamflow
Lack of an Integrated Resource Plan
Landscape irrigation demands with climate change
Water Quality and Ecosystems
Degradation
Nutrients
Temperature
Algae/HABs
Erosion and sediment loading
CECs and pathogens
Climate Changes & Extreme
Events
Wildfires
Floods
Droughts
Increasing Temperature and Evaporation
Air Quality events
Extreme Windstorms
Snowstorms
Poudre Flow Consolidation
Increasing temperature and evapotranspiration
Population Growth /
Densification
Multiple water districts
Hard to develop areas
Stormwater design criteria/LID
Right-of-way construction
Ditch company conflicts of interest
Railroad engagement
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CITY OF FORT COLLINS
ONE WATER ACTION FRAMEWORK APPENDIX B-2
Key Pressures Challenges for Fort Collins
Culture & Workforce Talent development of existing staff
Recruitment/talent pool development
Career path development (existing and new)
Organizational Structure and coordination/alignment
Compensation issues
City Leadership
Equity & Environmental Justice Gentrification
Capital project planning
Lack of representation in water issues
Affordability and access to programs, resources, and services
Rising Cost of Infrastructure &
Resource Constraints
Aging infrastructure
Service affordability
Outdated stormwater master plans
Inadequate revenue
Outdated financial strategic plan
Limited access to alternative funding sources; uncertainty regarding federal financial
resources
Increasingly stringent and uncertain water quality regulations
Uncertainties in Halligan Water Supply Project permitting process
Aging infrastructure
Escalating operational costs
Political and Social
Considerations
Council priorities that change over time
Fluctuations in economic conditions
Potential hiring freezes
Political lack of understanding of water
Integrated CDPHE permitting for river protection and management
Need for regulatory incentives (e.g. Green Infrastructure)
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Headline Copy Goes Here
Sr. Director, Utilities Sciences &
Planning
Jill Oropeza
Fort Collins
One Water
Strategic Plan
Update
June 3, 2025
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Headline Copy Goes Here
2
One Water Approach
One Water approach
manages all water—whether
from the tap, a stream, a
storm, an aquifer, or a
sewer—in a collaborative,
integrated, inclusive, and
holistic manner.
-US Water Alliance
Page 464
Headline Copy Goes HereGuiding Principles of One Water
3
•Value water at every stage and in
every form
•Solutions that achieve multiple
benefits
•Approach decisions with a
systems mindset
•Use watershed-scale thinking
and action
•Rely on partnerships and
inclusion
•Account for climate action
urgency and opportunities
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4
Why One Water?
Water Quantity –Too
Much, Too Little
Water Quality &
Regulations
Ecosystem
Degradation
Aging & Inadequate
Infrastructure
A Changing Climate Pricing & Affordability
Page 466
Headline Copy Goes HereStrategic Alignment
5
Strategic Objective
ENV 2 -Sustain the health of the Cache la Poudre River and regional watersheds while
delivering a resilient, economically responsible and high -quality water supply for all Fort
Collins residents.
Council Priority
Protect community water systems in an integrated way to ensure resilient water
resources and healthy watersheds.
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Headline Copy Goes HereOne Water Cities Self-Assessment Framework
One Water
Planning
Information
Gathering
Plan
Development
Adaptive
Implementation
Organizational
Culture
Leadership
Commitment
Organizational
Alignment
Inspired
Organization
Stakeholder
Engagement
Institutional
Collaboration
Community
Engagement
Continuous
Feedback
Informed Actions Quick Wins Collaboration
Opportunities
Long-term
Commitment
One Water
Monitoring
Baseline
Indicators
Benchmarking
Indicators
Performance
Indicators
Categories Level 1 Onboarding Level 2 Progressing Level 3 Implementation
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Headline Copy Goes HerePhase 1 -Onboarding & Self-Assessment (Complete)
7
Self-Assessment
•Staff interviews about current performance across
Framework’s five pillars
•Review of City plans related to water resources,
facilities, systems, programs, and practices
Visioning
•Workshop and focus-groups to develop a One
Water vision, goals and supporting actions
One Water Steering Committee
•Established cross-departmental team
One Water Action Framework Report
•Summarizes current performance levels, gaps and
opportunities for advancement Page 469
Headline Copy Goes HerePhase 1 –Current State Assessment
One Water
Planning
Information
Gathering
Plan
Development
Adaptive
Implementation
Organizational
Culture
Leadership
Commitment
Organizational
Alignment
Inspired
Organization
Stakeholder
Engagement
Institutional
Collaboration
Community
Engagement
Continuous
Feedback
Informed Actions Quick Wins Collaboration
Opportunities
Long-term
Commitment
One Water
Monitoring
Baseline
Indicators
Benchmarking
Indicators
Performance
Indicators
Categories Level 1 Onboarding Level 2 Progressing Level 3 Implementation
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9
One Water Vision
Through the One Water Action
Framework:
We advance collaborative and
holistic water management
approaches that promote
healthy watersheds, resilient
communities, and water equity.
Healthy Watersheds
Resilient Communities
Water Equity
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Headline Copy Goes HerePhase I -Identified Needs & Opportunities
10
•One Water Strategic Plan
•Organizational Alignment and
Culture-Building Around One
Water
•One Wate Project & Service
Delivery
•Performance Tracking
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Headline Copy Goes HerePhase 2 –One Water Planning (In progress)
11
One Water Strategic Plan Development
•50-year planning horizon
•Refine goals & supporting actions
•Engagement & alignment strategies
•Select One Water performance metrics
•City plans alignment (City Plan, Our Climate Future, etc.)
Advance Key Supporting Actions
•One Water Utilities organizational structure refinement
•Integrated Water Resources Plan
•Comprehensive Stormwater Basin Master Plan
Develop Performance Tracking System
•Partnership with CSU One Water Solutions Institute
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Scope
Development
(May 2025)
Key Strategies &
Actions Performance
Metrics
Performance
Tracking System
One Water Plan &
Action Framework
12
One Water Planning Timeline
Contracting
(May)
Scope
Development
(May)
Data Gathering
(June)
Gaps and
Needs
Inventory (July)
Vision &
Guiding
Principles
(Sept.-Nov.)
Framework
“Current State”
Report
(Nov.-March
2025)
Phase 1 –Self-Assessment & Onboarding (May 2024 –March 2025)
Phase 2 –Planning & Action (May 2025 –November 2026)
Phase 3 –Performance (2026 and beyond)
Complete
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Questions?
13
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