HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 10/28/2025Fort Collins City Council
Work Session Agenda
6:00 p.m., Tuesday, October 28, 2025
300 Laporte Avenue, Fort Collins, CO 80521
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A solicitud, la Ciudad de Fort Collins proporcionará servicios de acceso a idiomas para personas
que no dominan el idioma inglés, o ayudas y servicios auxiliares para personas con discapacidad,
para que puedan acceder a los servicios, programas y actividades de la Ciudad. Para asistencia,
llame al 970.221.6515 (V/TDD: Marque 711 para Relay Colorado). Por favor proporcione 48 horas
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City of Fort Collins Page 1 of 2
City Council
Work Session Agenda
October 28, 2025 at 6:00 PM
Jeni Arndt, Mayor
Emily Francis, District 6, Mayor Pro Tem
Susan Gutowsky, District 1
Julie Pignataro, District 2
Tricia Canonico, District 3
Melanie Potyondy, District 4
Kelly Ohlson, District 5
Council Information Center (CIC)
300 Laporte Avenue, Fort Collins
Cablecast on FCTV
Channel 14 on Connexion
Channel 14 and 881 on Comcast
Carrie Daggett Kelly DiMartino Delynn Coldiron
City Attorney City Manager City Clerk
CITY COUNCIL WORK SESSION
6:00 PM
A) CALL MEETING TO ORDER
B) ITEMS FOR DISCUSSION
1. Staff Report: Our Climate Future Goals and Renewable Electricity Progress
The purpose of this item is to update Council on Our Climate Future Goals and Renewable
Electricity Progress.
2. Our Climate Future Strategic Funding Plan – Phase I
The purpose of this item is to present Phase I of the Our Climate Future (OCF) Strategic Funding
Plan, which maps out how the City can strategically allocate climate-related revenue streams –
including the 2050 Tax (climate portion), single-use bag fee remittances, and Utilities Electric Rate-
Payer Funding– over a 15-year horizon to achieve carbon neutrality by 2050. The full Plan will be
completed in Q1 2026 after incorporating Council feedback and will prioritize investments within
the 13 OCF Big Moves focused on strategic impact, people-centered solutions, and alignment with
Council Priorities.
3. Transfort Optimization Plan
The purpose of this item is to present the Transfort Optimization Plan, fiscally constrained, short -
range service plan that aligns Fort Collins’ transit network with current financial realities, community
needs, and long-term sustainability goals, with a focus towards increasing ridership and better
serving transit-reliant populations and high-travel corridors. Developed through extensive public
engagement, data analysis, and national best practices, the plan prioritizes frequency, reliability,
and equitable access while maintaining a fare-free system. The recommended scenario
establishes a streamlined, grid-based network that strengthens high-demand corridors, improves
connectivity to key destinations, and operates within available resources. It also updates Dial-A-
Ride and Dial-A-Taxi services to maintain flexibility while meeting ADA requirements and
introduces a new safety and security partnership with Police Services. Together, these efforts
position Transfort to deliver a more efficient, sustainable, and community-focused transit system
that remains adaptable to future funding and evolving needs.
Page 1
City of Fort Collins Page 2 of 2
4. Building Performance Standards
The purpose of this item is to discuss the proposed Building Performance Standards (BPS) policy
including updates since the last work session. Staff seek Councilmember feedback on policy
before a possible first reading. Staff recommend a regulatory strategy for reducing building energy
use and emissions. Input from affected groups shaped the policy recommendations outlined in this
work session and associated materials. BPS policy work aligns with the 2024-2026 adopted
Council priorities and the Our Climate Future (OCF) plan; specifically, the goal of an 80%
greenhouse gas emission reduction by 2030 and Big Move 6: Efficient, Emissions Free Buildings.
C) ANNOUNCEMENTS
D) ADJOURNMENT
Upon request, the City of Fort Collins will provide language access services for individuals who have limited
English proficiency, or auxiliary aids and services for individuals with disabilities, to access City services,
programs and activities. Contact 970.221.6515 (V/TDD: Dial 711 for Relay Colorado) for assistance.
Please provide advance notice. Requests for interpretation at a meeting should be made by noon the day
before.
A solicitud, la Ciudad de Fort Collins proporcionará servicios de acceso a idiomas para personas que no
dominan el idioma inglés, o ayudas y servicios auxiliares para personas con discapacidad, para que
puedan acceder a los servicios, programas y actividades de la Ciudad. Para asistencia, llame al
970.221.6515 (V/TDD: Marque 711 para Relay Colorado). Por favor proporcione aviso previo. Las
solicitudes de interpretación en una reunión deben realizarse antes del mediodía del día anterior.
Page 2
File Attachments for Item:
1. Staff Report: Our Climate Future Goals and Renewable Electricity Progress
The purpose of this item is to update Council on Our Climate Future Goals and Renewable
Electricity Progress.
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 1
October 28, 2025
WORK SESSION AGENDA
ITEM SUMMARY
City Council
PRESENTER
Brian Tholl, Energy Services Director
SUBJECT FOR DISCUSSION
Staff Report: Our Climate Future Goals and Renewable Electricity Progress
EXECUTIVE SUMMARY
The purpose of this item is to update Council on Our Climate Future Goals and Renewable Electricity
Progress.
ATTACHMENTS
1. Presentation
Page 4
Item 1.
Headline Copy Goes Here
Energy Services Director
Brian Tholl
Our Climate Future
Goals and
Renewable
Electricity
Progress
10/28/25
Page 5
Item 1.
Headline Copy Goes Here
Our Climate Future Goals
2
Page 6
Item 1.
Headline Copy Goes HereOCF Energy Related Goals and Status Overview
Goal Definition What’s Included Target Year & Status
Carbon
Emissions
Goals
Emissions from all
community inventory
resources
Petroleum, natural gas,
electricity, waste, industrial
⯀2026 -At risk
⯀2030 -Off track
⯀2050 -At risk
100%
Renewable
Electricity
Fort Collins has more
renewable electricity
available than it uses
% of electricity from
non-carbon sources
⯀2030 -On track
5% Local
Renewables
5% of electricity use from
local renewable sources
% of grid electricity from
local non-carbon sources
⯀2030 -On track
5% Grid
Flexibility
Shift 5% of peak
electricity loads
Flexing electricity from
one time to another
⯀2030 -On track
3
Page 7
Item 1.
Headline Copy Goes Here
4
100% Renewable Goals: Consumption vs. Generation
100% Renewable
Consumption
100% Renewable
Generation
Policy Our Climate Future Plan
& Council Resolution 2018-094
Resource Diversification Policy
How It’s
Measured
Renewables Generation
÷ Community Consumption (annual kWh)
Renewable Generation
÷ Platte River Generation (annual kWh)
Progress 48% in 2024
100% in 2030 (target year)
37% in 2024
88% in 2030 (target year)
Benchmarks Peer cities
& distribution utilities
Generation authorities
Community
Role
Efficiency, conservation
& local renewable (solar)
Grid flexibility
& Virtual Power Plant (VPP) efforts
Page 8
Item 1.
Headline Copy Goes Here
5
100% Renewable Goals: Consumption vs. Generation
100% Renewable
Consumption
100% Renewable
Generation
Policy Our Climate Future Plan
& Council Resolution 2018-094
Resource Diversification Policy
How It’s
Measured
Renewables Generation
÷ Community Consumption (annual kWh)
Renewable Generation
÷ Platte River Generation (annual kWh)
Progress 48% in 2024
100% in 2030 (target year)
37% in 2024
88% in 2030 (target year)
Benchmarks Peer cities
& distribution utilities
Generation authorities
Community
Role
Efficiency, conservation
& local renewable (solar)
Grid flexibility
& Virtual Power Plant (VPP) efforts
Page 9
Item 1.
Headline Copy Goes Here
6
Renewable Supply Projects: 2025-2028 Roadmap
2025
Add: 150 MW
Black Hollow Sun
solar project
(Phase 1)
Retire: 77 MW
Craig Unit 1
2026
Add: Black Hollow
Sun solar project
(Phase 2) & utility-
scale battery
storage project
Join: Southwest
Power Pool’s
regional
transmission
organization
2027
Add: Four-hour
battery storage in
each owner
community
2028
Submit: 2028
Integrated
Resource Plan
(IRP)
Add: Future wind
project &
aeroderivative
turbines
Retire: Craig Unit 2
Page 10
Item 1.
Headline Copy Goes Here
7
Supporting Electricity Goals: Local Solar Progress
Status On track
Current 3.4% in 2024
Forecast 5.0% in 2030 2024 Peer City Benchmarks
Fort Collins 237 (40 MW total)
Longmont 80 (8 MW total)
2022 Shining Cities Report
Denver 189
Salt Lake City 183
Los Angeles 166
Fort Collins 165
Sacramento 160
How We Compare
(watts per capita)
5% Local Solar by 2030
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Item 1.
Headline Copy Goes Here
8
Demand Side: Strategies for Decarbonization
Page 12
Item 1.
Headline Copy Goes Here
9
Impacts: All Methods and Areas
Develop framework for strategic
allocation of City funding, including 2050
tax revenue, to accelerate climate action
•Our Climate Future –Driven
•2050 Carbon neutral emissions
•100% Renewable Electricity
•Zero waste goal
OCF Strategic Funding Plan
Page 13
Item 1.
Headline Copy Goes Here
Determine most optimal way to deliver
transit service to community using
combination of bus routes and micro-
transit options.
•OCF Beneficial
o Reduced vehicle miles traveled
o Petroleum emissions reduction
Transfort Optimization Plan
10
Impacts: Transportation Planning & Infrastructure
Page 14
Item 1.
Headline Copy Goes Here
Develop policy framework for improving
performance of built environment
•OCF Driven
o Building emissions reduction
o Optimize energy use for pursuing
100% renewable electricity
Building Performance
Standards Policy
11
Impacts: Existing Commercial & Multifamily Buildings
Page 15
Item 1.
Headline Copy Goes Here
Questions?
btholl@fcgov.com
12
Page 16
Item 1.
File Attachments for Item:
2. Our Climate Future Strategic Funding Plan – Phase I
The purpose of this item is to present Phase I of the Our Climate Future (OCF) Strategic
Funding Plan, which maps out how the City can strategically allocate climate-related revenue
streams – including the 2050 Tax (climate portion), single-use bag fee remittances, and Utilities
Electric Rate-Payer Funding– over a 15-year horizon to achieve carbon neutrality by 2050. The
full Plan will be completed in Q1 2026 after incorporating Council feedback and will prioritize
investments within the 13 OCF Big Moves focused on strategic impact, people-centered
solutions, and alignment with Council Priorities.
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 9
October 28, 2025
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Jacob Castillo, Chief Sustainability Officer
Honore Depew, Sr. Manager, Environmental Sustainability
Grant Stump, Lead Specialist, Environmental Sustainability
SUBJECT FOR DISCUSSION
Our Climate Future Strategic Funding Plan – Phase I
EXECUTIVE SUMMARY
The purpose of this item is to present Phase I of the Our Climate Future (OCF) Strategic Funding Plan,
which maps out how the City can strategically allocate climate-related revenue streams – including the
2050 Tax (climate portion), single-use bag fee remittances, and Utilities Electric Rate-Payer Funding–
over a 15-year horizon to achieve carbon neutrality by 2050. The full Plan will be completed in Q1 2026
after incorporating Council feedback and will prioritize investments within the 13 OCF Big Moves focused
on strategic impact, people-centered solutions, and alignment with Council Priorities.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What feedback do Councilmembers have on this approach?
2. Are there additional considerations that should be included for allocation prioritization?
BACKGROUND / DISCUSSION
OCF Framework
Climate change threatens our environment, local economy, cost of living, and public health. To address
these challenges, Fort Collins City Council adopted Our Climate Future (OCF) in 2021. This framework for
action sets ambitious targets and outlines the transformational actions needed to reduce climate pollution
and waste, adapt to climate change, and meet people's everyday needs while prioritizing equity and
belonging. OCF takes a systems-based approach to coordinate, guide, and report on sustainability efforts
based on Council-adopted, data-driven, time-specific targets.
OCF Goals
Adapted and evolved from three previous plans, OCF established an ultimate goal of becoming a carbon-
neutral community by 2050 with the following interim targets for 2030:
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Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 2 of 9
1. Cut greenhouse gas emissions (GHGs) by 80% compared to 2005 levels
2. 100% renewable electricity from both the grid and local sources
3. Reach zero waste, or nothing sent to landfills
City Council also adopted an additional interim target of reducing community-wide GHG emissions 50%
below baseline by 2026. By 2023, the Fort Collins community had reduced community-wide GHG
emissions 27% compared to 2005 baseline levels. Per capita emissions were down 44% over the same
time period.
Big Moves, Next Moves & Pathways
The solutions needed to achieve our goals are organized into the following:
Big Moves (the transformational outcomes desired by the community);
Next Moves (the specific actions to help reach each Big Move; and
Pathways (groups of Next Moves with results that drive toward a specific outcome).
2050 Tax – Climate Portion
In 2023, Fort Collins voters approved a half-cent sales tax to provide dedicated revenue for important
community services through the middle of this century, with 25% of the funding to reduce emissions and
increase renewable electricity. The revenue generated by this portion of the 2050 Tax is estimated at
roughly $5M/year – yielding approximately $120M for investments between 2027 and 2050 to make Our
Climate Future a reality.
STRATEGIC FUNDING PLAN
Strategic Funding Plan Purpose
The purpose of the OCF Strategic Funding Plan is to guide strategic investments of 2050 Tax climate
revenue and other funding sources to achieve carbon neutrality by 2050 and meet interim climate goals
through sequenced, long-term implementation of Our Climate Future.
OCF has been a valuable guide for City Leadership in past budget cycles, but much has changed since
its adoption. The 2050 Tax provides dedicated climate revenue, creating both an opportunity and a need
for a more comprehensive, long-term investment strategy that bridges the gap between planning and
implementation.
This living document will guide how the City strategically uses its tools – economic incentives, regulations,
infrastructure investments, and behavior change programs – to achieve OCF's transformational goals. The
Plan forecasts available funds and sequences recommended investments within prioritized focus areas
across short-, mid-, and long-term horizons. This supports informed decision-making as Council considers
which outcomes to fund immediately, which to stage for future years, and where to reserve funds for critical
long-term opportunities, all while maintaining accountability and clear progress reporting to taxpayers.
Connections
To provide the most useful document for Council, the Strategic Funding Plan will incorporate and align
with key City priorities and processes.
Budget Process
The OCF Strategic Funding Plan will align closely with the City’s current and future budget process in both
intent and timing. It is being coordinated closely with the development of the City’s new budget process.
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Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 3 of 9
Council Priority Setting
As a living document, the OCF Strategic Funding Plan will be informed by and in turn help to provide
background information for Council Priorities and the priority setting process.
2024 Strategic Plan
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.
Other City Plans
The Our Climate Future framework affects nearly every part of City operations. The Strategic Funding Plan
will align with and incorporate other City planning efforts to ensure coordination across the organization.
Connecting to OCF Council Roadmap
The Our Climate Future Council Roadmap is a planning tool that helps City Council decide which actions
might be taken in the coming years to support OCF goals. See the 2025 Our Climate Future Council
Roadmap attached to this AIS.
Project Process
The Strategic Funding Plan is being developed in two phases (Phase I and Phase II) to ensure that the
plan is aligned with Council direction and can be informed by the incoming Council’s priorities.
Phase I- Council Feedback
The first phase aims to provide Council with substantive detail on the core components of the plan to make
the final product most useful for City Leadership. This draft provides:
1. Projected revenue forecasts for selected revenue streams,
2. Overview of the proposed allocation process and outputs, and
3. Examples of updated Pathways for selected Big Moves.
Following the October 28, 2025 Work Session, Councilmember feedback and direction will be incorporated
to finalize a full Plan in Phase II at the end of Q1 2026 and inform potential funding requests for the 2027-
2028 budgeting process
Phase II- Full Plan
Phase II will expand the Plan into a full document by the end of Q1 2026, incorporating Council feedback
from Phase I. The full document will include expanded revenue forecasts, strategically prioritized Big
Moves with associated allocation recommendations, and a full set of Next Move plans for all 13 Big Moves.
Revenue Forecasts
Forecasts of different revenue streams that may be utilized to fund OCF work are a central component of
the Plan. The forecasts cover a 15-year time horizon, providing a long-range view of available resources.
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Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 4 of 9
Forecasts of Revenue Streams Included in Phase I
2050 Tax Funds, Climate Portion
Disposable Bag Remittance Fees
Utilities Funds for Energy Services
Potential Revenue Streams to Include in Phase II
2050 Tax, Transit Portion
Community Capital Improvement Plan (If Passed in Nov.)
Future Income Sources (Grants, Bonding, Etc.)
The following graphic is the revenue forecast for Phase I revenue streams. Each revenue stream is
described in further detail below the graphic. Please note that the dollar values in the graphic are
projections only and are subject to change.
2050 Tax (Climate Portion)
The climate portion of the 2050 tax may be used to pursue the following efforts:
Greenhouse gas and air pollution reduction
100% renewable electricity
2050 goal of community-wide carbon neutrality
The 2050 Tax forecast incorporates updated revenue from City Finance as of October 9 th. Based on
feedback from the Finance team, the revenue is forecasted using a 2.5% annual growth in net taxable
sales.
Disposable Bag Remittance Fees
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Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 5 of 9
To reduce plastic pollution, City Council approved a plastic bag ban and ten-cent fee for recycled paper
single-use bags at large grocers in 2022. In 2025, Council expanded the Ordinance to include large
retailers, and this forecast incorporates expected bag purchases per population over time. Six cents of
every ten-cent fee are remitted to the City quarterly. This fee may be used to pursue the following efforts:
Waste reduction programs and education
Mitigate plastic pollution
Reduce solid waste and litter
Utilities Electric Rate-Payer Funding
A portion of Utilities electric ratepayer revenue dollars are used to support energy efficiency, local
renewable energy generation, and grid flexibility. These funds can be used for electricity and related
services furnished to customers connected to the City’s electric system per Sec. 26-462 of the Municipal
Code. The Utility may use these funds to assist customers consistent with Council-adopted policies and
approved program objectives, which may include financial or technical assistance, incentives or rebates.
Allocations and Prioritization Process
Funds will be recommended for allocation based on insights from a two-stage process designed to align
investments with the City's environmental goals, community values, and Council priorities. Stage 1
(Prioritize) uses three core principles to determine which Big Moves and Pathways to prioritize. Stage 2
(Allocate) suggests funding amounts to those priorities and sequences investments over time for City
leadership to review as part of the biennial budget process for consideration and adoption by Council.
These stages are summarized below.
Stage 1 - Prioritize:
Strategic Approach
Prioritized efforts should maximize our ability to achieve OCF goals. This means investing in actions that
contribute most to long-term climate, zero waste, and energy objectives while reserving funds for major
strategic opportunities. Decisions will consider the four tools available to local government:
economic incentives;
behavior change programs;
infrastructure investments; and
regulations.
People-Centered
OCF is a people-centered framework informed by community input. It focuses on reducing environmental
harm, adapting to climate change, and advancing equity so that identity is not a predictor of success.
Prioritization will ensure local funds support local solutions for residents and businesses, in accordance
with OCF’s Guiding Principles.
Interconnected
The Plan will align with other City and community planning efforts, connecting climate funding to broader
priorities and Council direction. It will also recognize when community partners are best positioned to lead
certain Big Moves.
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Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 6 of 9
Stage 2 – Allocate:
After prioritizing Big Moves and Pathways, staff will recommend funding allocations based on allowable
uses (see table below) and revenue projections. Total allocations will match projected revenue. These staff
recommendations will follow the City's budget process.
Allocations will also consider:
Time horizons: Funds will be spread across 15 years, sequencing short-, medium-, and long-term
efforts
Impacts: Allocations will consider the mitigation, resilience, and equity (MRE) impacts of potential
strategies
Categories: Funds will be organized by type, such as staffing, programs, and capital investments
Examples
Below are two examples of what can be provided through this process. [Note that the numbers in each
scenario should be viewed as illustrative only. Final recommended allocations and amounts will be
provided in Phase II.]
Example 1: Prioritizing Organics Diversion
The following example shows how funding could strategically be allocated towards the Organics Diversion
Pathway under Big Move 2: Zero Waste Neighborhoods. This example demonstrates how the Strategic
Funding Plan and OCF Framework can support sequencing of complementary actions across the spectrum
of tools available to local government.
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Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 7 of 9
The simplified table above shows specific actions (grouped by “lever” over time) that may be used to
achieve higher organics diversion rates. Short-term strategies include a focus on community education
and outreach for behavior change to reduce food waste at the source. Another short-term strategy includes
a pilot project currently underway, partnering with a local woman-owned composting business to increase
participation in residential and commercial food scrap collection service to better understand benefits and
barriers for future program design.
Medium term strategies include regional collaboration, and partnership with other agencies like Larimer
County to strategically deploy significant resources for capital construction of a composting facility, large
enough to handle a significant portion of the food scraps generated in Fort Collins and contributing to a
local and regional circular economy.
In the long-term, resources and efforts would be invested in behavior change education and outreach for
participation in community-wide food scrap collection programs. Assuming a large infrastructure
investment has been made in a composting facility, policies and partnerships could be implemented to
ensure a closed loop for the local use of finished compost generated by a future facility.
When paired with funding needs and allocations, a funding outlay can be provided showing how local
taxpayer dollars are being strategically invested over time, as can be seen in the graph below.
Example 2: Prioritizing Big Move 6: Efficient, Emissions Free Buildings
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Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 8 of 9
Allocations can also be used to communicate key requirements to make progress in a certain area. Many
of the activities within Big Move 6 relate to customer facing incentives, which require predictable, steady
investment to be successful. Rather than implement a significant capital investment, allocations in this Big
Move focus on steadily funding incentives and training programs to encourage higher adoption. This
allocation also demonstrates the anticipated gradual decrease of efficiency-based incentives and increase
of technical advisory services and electrification incentives in the long term.
Allocating in this manner across multiple Big Moves allows staff to communicate areas of opportunity and
associated requirements to make the biggest impact on the transformational outcomes and goals of OCF.
Next Moves Update
Every two years, city staff and community members work together to review and refine which actions can
be achieved in the near term and builds out a 2-year Next Moves Plan. This lets staff adjust strategies
over time to fit the community’s needs and Council Priorities while responding to market and technology
developments.
For Phase I of the Strategic Funding plan, three specific Big Moves and their associated Pathways and
Next Moves were updated to provide Council with examples of how tactical level work connects with the
Strategic Funding Plan. Examples of these updates are included in the attachment titled “Next Move
Update Examples“. Phase II will include a full update of all 13 Big Moves, and their associated Pathways
and Next moves.
NEXT STEPS
The full Plan will be completed in Q1 2026 after incorporating Council feedback and will prioritize
investments across 13 Big Moves focused on strategic impact, people-centered solutions, and alignment
with Council Priorities.
The Strategic Funding Plan is designed to be a tool for aligning strategy and resources to most effectively
achieve the transformational outcomes and goals of OCF. It highlights prioritized strategies and funding
levers, giving Council the visibility it needs to guide investments and set priorities.
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Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 9 of 9
ATTACHMENTS
1. 2025 Our Climate Future Council Roadmap
2. Next Move Update Examples
3. Strategic Funding Plan Presentation
Page 26
Item 2.
2025 Our Climate Future Council Roadmap
The OCF Council Roadmap (below) is a strategic, visual tool for Council to use when
considering decisions across multiple areas over time and how they impact community
climate goals and progress toward Our Climate Future Big Moves. The Roadmap
presents initiatives that offer Pathways toward achieving adopted goals and shows what
tools are available to make progress. It includes decision points in areas of policy,
project, and program development where Council will be involved through Work
Sessions and formal adoption processes. However, it does not include all work that
advances OCF Big Moves, and community-led initiatives are not included.
What the Roadmap does:
Shows what actions are available to help reach community climate and waste
goals
Demonstrates how these actions connect to OCF Big Moves (through Pathways)
Focuses on actions that reduce climate pollution, air pollution, and waste in five
key areas: mobility, buildings, land use, waste, and funding
An asterisk (*) indicates a change from the 2024 Roadmap.
Legend:
Mobility Related Big Moves
Buildings Related Big Moves
Land Use Related Big Moves
Waste Related Big Moves
Funding/Revenue
Other Connection to OCF
Page 27
Item 2.
2025 OCF Council Road Map
Page 28
Item 2.
Next Move Update Examples
Big Move 2: Zero Waste Neighborhoods
Fort Collins produces nearly 100,000 tons of trash each year, or about 3 pounds per
person per day. Big Move 2: Zero Waste Neighborhoods aims to reduce this waste by
ensuring community-wide access to recycling, composting, and reuse.
Big Move 2: Zero Waste Neighborhoods
We can all share and reuse so we don’t have to buy things we won’t regularly use and are able to
recycle or compost the rest.
Pathways
Organics Diversion Recycling Landfill Diversion
Reduce GHG emissions such as
methane by diverting organic
matter from landfills to
repurposed products like healthy
soil from composting
Prevent waste from entering
landfills by converting it into
reusable material
Reduce volume of waste
entering landfills
Next Move Examples
Improve and expand on
education and outreach
promoting organic
waste prevention,
recovery and diversion.
Pilot and evaluate
residential models for
food waste.
Community scale
infrastructure to collect,
process and distribute
organic waste for
beneficial uses.
Continue to provide and
expand recycling
education campaign
Expand acceptable
materials for Hard-to-
Recycle (TRC)
Education and Outreach
to reduce single-use
plastics
Operations for
Contracted Trash and
Recycling Program
Host Annual Hazardous
Waste Collection Event
Page 29
Item 2.
Big Move 6: Efficient, Emissions Free Buildings
Buildings generate more than two-thirds of our community’s carbon emissions through
heating, cooling, lighting, and other daily needs. Improving building performance not
only cuts emissions but also creates jobs, enhances indoor air quality, and helps
families save money on utility bills.
Big Move 6: Efficient, Emissions Free Buildings
Everyone lives and works in healthy, energy and water efficient buildings which transition to
become emissions free.
Pathways
Building Performance Building Electrification Building Construction
Reduce GHG emissions from
existing buildings
Shift building energy
consumption from natural gas
to electricity, reducing GHG
emissions as electricity
generation becomes more
renewable over time
Reduce GHG emissions from
new buildings upfront, avoiding
the need for future efforts to
reduce their emissions
Next Move Examples
Establish Building
Performance Standards
Provide energy efficiency
improvement programs for
homes and businesses
Provide natural gas
electrification programs for
homes and businesses
Support and expand local
service providers through
workforce education on
electrification
Establish an energy
performance path to zero
carbon for new construction
by 2030
Provide stock plans for
energy efficient, affordable
housing developments’
Page 30
Item 2.
Big Move 12:100% Renewable Electricity
Electricity accounts for over 40% of our community’s carbon emissions while powering
our homes, businesses, and economy. To meet future needs, the electric grid must
evolve into a more interconnected system of buildings, renewable energy, electric
vehicles, and storage while ensuring reliability, affordability, and access for all.
Big Move 12: 100% Renewable Electricity
Everyone in the community receives affordable and reliable 100% renewable electricity, including
from local sources.
Pathways
Local Renewable Electricity Electric Grid Flexibility Electric Grid Operations
Increase renewable electricity
generation within the community,
by both the City itself and the
Community
Align electricity generation,
storage, and consumption
Maintain a reliable, secure, and
affordable, interconnected electric
grid, while shifting generation to
renewable sources
Next Move Examples
Provide distributed
renewable energy generation
programs
Install renewable energy
Provide demand response
and grid flexibility programs
Deploy a distributed energy
resource management
system’
Partner with Platte River
on their transition into the
Southwest Power Pool
RTO, and retirement of all
owned coal generation
Partner with Platte River
on their installation of
utility-scale renewable
energy generation
Page 31
Item 2.
Headline Copy Goes Here
10-28-2025 Work Session
Our Climate Future-
Strategic Funding Plan: Phase I
Jacob Castillo, Honore Depew, Grant Stump
Page 32
Item 2.
Headline Copy Goes HereAgenda
2
•Questions for Council to Consider
•Our Climate Future Background
•Strategic Funding Plan
•Purpose
•Revenue Projections
•Allocations
•Next Moves
•Next Steps
Page 33
Item 2.
Headline Copy Goes HereGuidance Sought
3
•What feedback do Councilmembers have
on this approach?
•Are there additional considerations that
should be included for allocation
prioritization?
Page 34
Item 2.
Headline Copy Goes Here
Our Climate Future Background
4
Page 35
Item 2.
Headline Copy Goes Here
SupportStructurePurpose
Our Climate Future Background
5
•Guide Fort Collins toward
a sustainable, carbon-neutral
future while focusing on the
needs of its people
•Community driven plan
focused on Mitigation,
Resilience and Equity
•Organization-wide effort
•Cross-departmental
leadership
•2050 Tax –Climate
•Voter-approved: 2023
•First investments:2024
•Council-adopted 2030 Goals
•Reduce greenhouse gas
emissions by 80% below
2005 baseline
•100% renewable electricity
•Achieve zero waste
•13 Big Moves
•Community Voice
•Transformational Outcomes
Page 36
Item 2.
Headline Copy Goes HereTerminology
6
Big Moves
•Transformational Outcomes
Pathways
•Strategic Level
Next Moves
•Tactical Level
Page 37
Item 2.
Headline Copy Goes Here
Strategic Funding Plan Purpose
7
Page 38
Item 2.
Headline Copy Goes HerePurpose and Deliverables
8
Purpose:
Create a strategic guidance
document for Our Climate Future
related investments with a focus on
the most effective use of funds to
achieve the goals and outcomes of
OCF.
Key Deliverables:
•Revenue Projections
•Allocations
•Next Moves Plan
Timeframe: Q2 2025–Q1 2026
Page 39
Item 2.
Headline Copy Goes Here
Living DocumentPhase II-Full PlanPhase I-Council Consult
Project Plan
9
Primary Deliverables
•Process for Review
•Draft Projections &
Allocation Criteria
Considerations
•Updated Biennially to
Inform:
•Budget Decisions
•Council Priorities
•Strategic Planning
Primary Deliverables
•Revenue Projections
•Allocation Criteria
and Approach
•Next Moves Plan
Update
End of Q1 2026
Page 40
Item 2.
Headline Copy Goes HereBudget and Strategic Plan Timing
Budgeting
Strategic Funding Plan
Council
Election
Council Onboarding
and Priority Adoption
Strategic Funding Plan
Page 41
Item 2.
Headline Copy Goes Here
Revenue Projections
Page 42
Item 2.
Headline Copy Goes HerePrimary Funding Stream Forecasts
12
Time Horizon-15 Years
Phase I-Council Presentation
•2050 Tax, Climate Portion
•Remittance Fees from Disposable Bags
•Utilities Electric Rate-Payer Funding
Phase II-Full Plan
Potential Additional Sources
•2050 Tax, Transit Portion
•Community Capital Improvement Plan (If Passed
in Nov.)
•Future Income Sources (Grants, Bonding, Etc.)
Page 43
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Headline Copy Goes Here
13
Example Annual Funding Forecast
* Please note that the numbers in this slide should be considered as placeholders, not final numbers.
Page 44
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Allocations
Page 45
Item 2.
Headline Copy Goes HereAllocation Approach
15
Purpose
Strategically align investments with:
•Our Climate Future Goals
•Big Moves
•Council Priorities
Process
•Stage 1: Prioritization
•Stage 2: Allocation
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Headline Copy Goes Here
InterconnectedPeople CenteredStrategic Approach
Stage 1: Prioritization
16
•Maximize likelihood of hitting
2050 goals and outcomes
•Identify long term strategic
investments and manage fund
reserves for those
opportunities
•Timing and sequencing of
investments informed by the 4
levers of local government
•Incorporate Council Priorities
and Guidance
•Connect to other City planning
documents and efforts
•Identify and support
partnerships best positioned to
lead
•Identify and prioritize strategies
that address Mitigation,
Resilience, and Equity
•Ensure local impact is prioritized
and communicated
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Item 2.
Headline Copy Goes HereStage 2: Allocation
17
Goal
Recommend funding allocations for
prioritized Big Moves and Pathways
Considerations
•Align Allocations to Revenue Forecasts
•Allowable Uses
•Funding Category
•Multiple time horizons
•Mitigation, Resilience, and Equity
Impacts
Page 48
Item 2.
Headline Copy Goes HereMitigation, Resilience, and Equity Impacts
18
Mitigation
•Greenhouse Gas Reductions
•Waste Diverted
•Renewable Energy
Resilience
The capacity to prepare our human and natural systems to
respond and adapt to changes and disruptions of various scales
that affect our ability to thrive.
Equity
Designing programs, policies, and systems to ensure identity is
not a predictor of outcomes
Tradeoffs
Identify where an effort to impact one area, may negatively
impact another (Ex. GHG Mitigation impacting affordability, etc.)
Page 49
Item 2.
Headline Copy Goes HereExample: Organics Diversion
19
Big Move 2: Zero Waste Neighborhoods
•Organics Diversion Pathway
Narrative
Reduce GHG emissions such as methane
by diverting organic matter from landfills to
repurposed products like healthy soil from
composting
What this example shows
•Strategic timing of levers
•Capital Funding
•Incorporation of multiple funding
streams
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20
Example-Strategic Timing of Levers
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21
Example Funding Outlay
* Please note that the numbers in this slide should be considered as examples only, not proposed projects or amounts.Page 52
Item 2.
Headline Copy Goes HereHere’s what the following Example will show
22
Big Move 6: Efficient, Emissions Free Buildings
Pathways
•Building Performance
•Building Electrification
•Building Construction
Narrative
To reduce GHG emissions from buildings, consistent investment in
incentives and strategic timing of funding is critical.
What this example shows
•Strategy Across Pathways
•Funding Timing
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23
Big Move 6 –Annual Target Funding Allocations
* Please note that the numbers in this slide should be considered as placeholders, not final numbers.
Page 54
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Next Moves Plan
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Item 2.
Headline Copy Goes Here
Current UpdatesTerminologyPurpose and Connection
Next Moves Plan -Background
25
•Communicate actions being taken
on each Big Move
•Provides work plan for staff
•Accountability to the community
•Tie actions to budgetary needs
•2-Zero Waste Neighborhoods
•6-Efficient, Emissions Free
Buildings
•12-100% Renewable
Electricity
Big Moves
•Transformational
Outcomes
Pathways
•Strategic Level
Next Moves
•Tactical Level
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Headline Copy Goes Here
26
Big Move 6: Efficient, Emissions Free Buildings
Everyone lives and works in healthy, energy and water efficient buildings
which transition to become emissions free.
Next Moves
•Establish Building Performance Standards
•Provide energy efficiency improvement programs for homes and businesses
•Provide behavioral energy efficiency programs for homes and businesses
•Provide financial mechanisms to support retrofit programs (e.g., Epic loans, CPACE)
Building Performance Pathway
* Please note that the Next Moves in this slide are not final or comprehensive and should serve as an example only
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Next Steps
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Item 2.
Headline Copy Goes HereSummary
28
Phase II
Primary Deliverables
•Revenue Projections
•Allocation Criteria and
Process
•Next Moves Update
Due Date
•End of Q1 2026
Page 59
Item 2.
Headline Copy Goes HereGuidance Sought
29
•What feedback do Councilmembers have
on this approach?
•Are there additional considerations that
should be included for allocation
prioritization?
Page 60
Item 2.
File Attachments for Item:
3. Transfort Optimization Plan
The purpose of this item is to present the Transfort Optimization Plan, fiscally constrained,
short-range service plan that aligns Fort Collins’ transit network with current financial realities,
community needs, and long-term sustainability goals, with a focus towards increasing ridership
and better serving transit-reliant populations and high-travel corridors. Developed through
extensive public engagement, data analysis, and national best practices, the plan prioritizes
frequency, reliability, and equitable access while maintaining a fare-free system. The
recommended scenario establishes a streamlined, grid-based network that strengthens high-
demand corridors, improves connectivity to key destinations, and operates within available
resources. It also updates Dial-A-Ride and Dial-A-Taxi services to maintain flexibility while
meeting ADA requirements and introduces a new safety and security partnership with Police
Services. Together, these efforts position Transfort to deliver a more efficient, sustainable, and
community-focused transit system that remains adaptable to future funding and evolving needs.
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 3
October 28, 2025
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Kaley Zeisel, Transfort Director
Steven Zupparo, Transfort Sr. Operations Manager
SUBJECT FOR DISCUSSION
Transfort Optimization Plan
EXECUTIVE SUMMARY
The purpose of this item is to present the Transfort Optimization Plan, fiscally constrained, short-range
service plan that aligns Fort Collins’ transit network with current financial realities, community needs, and
long-term sustainability goals, with a focus towards increasing ridership and better serving transit-reliant
populations and high-travel corridors. Developed through extensive public engagement, data analysis,
and national best practices, the plan prioritizes frequency, reliability, and equitable access while
maintaining a fare-free system. The recommended scenario establishes a streamlined, grid-based
network that strengthens high-demand corridors, improves connectivity to key destinations, and operates
within available resources. It also updates Dial-A-Ride and Dial-A-Taxi services to maintain flexibility while
meeting ADA requirements and introduces a new safety and security partnership with Police Services.
Together, these efforts position Transfort to deliver a more efficient, sustainable, and community-focused
transit system that remains adaptable to future funding and evolving needs.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What questions of feedback to Councilmembers have about the service planning principles and
priorities guiding the future transit system?
BACKGROUND / DISCUSSION
The Optimization Plan serves as a fiscally constrained, short-range service plan that implements elements
of the long-term Transit Master Plan. It focuses on maintaining a fare-free, equitable system while growing
ridership and aligning service delivery with financial realities, post-pandemic travel patterns, and evolving
community needs. The plan’s goals include maintaining a fare-free transit system that supports equity and
attracts riders, conducting inclusive engagement to ensure diverse voices shape priorities, aligning with
best practices to support ridership recovery, adapting service to reflect post-COVID travel behavior,
designing a simpler and more intuitive network, and ensuring financial feasibility within available resources.
Across the transit industry, expenses have grown dramatically, between 50 and 70 percent since 2019,
and Fort Collins has experienced roughly a 50 percent increase over that same period. Consistent with
national trends, Transfort’s largest cost drivers have been personnel, vehicle repair, and contracted
services. While revenue has increased modestly, primarily at the City level, it has not kept pace with rising
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 2 of 3
expenses. Transfort has also experienced reductions in key revenue sources, including FLEX partnership
funding and the FASTER operational grant. In the short-term, Transfort has leveraged the 2050 tax, in line
with ballot language, to meet the increased expense needs. Beginning in 2026, Transfort anticipates
receiving between $2 and $3 million annually in new state funding through Senate Bill 230, which
establishes a dedicated funding stream generated by oil and gas fees to expand and improve public transit
statewide. This new funding has been incorporated into financial assumptions for the recommended
scenario.
Transit continues to be a key City strategy in achieving Council and community goals. The Optimization
Plan strengthens alignment with the City’s Strategic Plan by focusing on efficiency, reliability, and equitable
access, laying the groundwork for a sustainable and resilient transit system. The recommended scenario
was informed by three foundational elements: community and stakeholder feedback, data evaluation, and
best practices from peer agencies that have successfully recovered ridership post-pandemic. To
understand trade-offs around possible system design, three preliminary scenarios were developed within
a fiscally constrained 130,000-hour framework, later refined to 110–115,000 hours to reflect updated
budget forecasts.
Scenario 1: Travel Patterns, focused on high-frequency, direct routes on major travel corridors.
Scenario 2: Rider Demand, prioritized service for transit-reliant communities.
Scenario 3: Condensed with Microtransit, combined a high-frequency core network with flexible
coverage with on-demand microtransit in low-density areas.
Transfort and FC Moves conducted a comprehensive engagement effort, reaching thousands of residents
through surveys, open houses, community events, and presentations to Boards and Commissions, the
Community Advisory Committee and other key stakeholders and partners. Key partners included Colorado
State University, Poudre School District, and community organizations serving older adults, the business
community, people with disabilities, and underserved populations. Feedback emphasized frequency over
coverage as the top priority, support for simple, linear routes, improved reliability and safety, and expanded
evening, weekend, and school-oriented service. Residents also identified system gaps, particularly along
Timberline and south of Harmony, and expressed skepticism about microtransit due to cost and the
inconvenience of transferring depending on the model used. Overall, public engagement indicated
strongest support for Scenario 1, Travel Patterns, with elements of Scenario 2, Rider Demand, reflected
in the final hybrid recommendation.
Each scenario was evaluated using multiple data inputs, including ridership by route and stop, route
productivity, demographics, and travel demand. Peer analysis of six high-performing transit agencies
revealed key trends: smaller service areas and simplified networks improved efficiency, operating costs
increased industry-wide even with service reductions, and agencies that focused on frequency, reliability,
and transit reliant riders achieved the strongest recovery. These findings reinforced the need for a leaner,
data-driven, grid-based system prioritizing high-performing routes, equity, and key core travel corridors
over infrequent coverage routes.
Transfort’s redesign is guided by five core principles: frequency, productivity, equity, simplicity, and
efficiency. These principles informed network design priorities emphasizing a grid-style structure that
focuses on the highest-traveled corridors, improves service for many transit-reliant populations, enhances
access to key destinations such as schools, healthcare, and affordable housing, and maximizes ridership
return per dollar invested. The plan reflects the best knowledge and data available today within a
constrained budget. and Transfort remains committed to ongoing evaluation and adaptation as conditions
evolve.
The recommended transit network strengthens core routes, reduces detours, and aligns resources with
the highest-demand areas. The plan introduces a layered network with frequent routes operating every
10–20 minutes, core routes at 30-minute service levels during peak periods, and local routes serving
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 3 of 3
corridors with steady but moderate demand. Tradeoffs between frequency and coverage were carefully
balanced to prioritize equity and long-term sustainability with available resources.
Under federal ADA requirements, Dial-A-Ride service must extend three-quarters of a mile from any fixed
route. As the fixed-route system becomes more condensed, the Dial-A-Ride boundary will also contract.
Approximately 39 existing clients will fall outside the new area but will be 'legacy'd’ in to ensure continuity
of service. The reduction primarily affects single-family neighborhoods, while most healthcare providers
and human-service facilities remain in the service area. Because Dial-A-Ride mirrors fixed-route service
hours, Sunday paratransit service will be discontinued. Currently, an average of 19 trips occur on Sundays.
Based on projected ridership and cost increases, Sunday service in the new service area is estimated to
cost approximately $80,000 annually to continue. However, the Dial-A-Taxi program will be expanded to
bridge service gaps, allowing Dial-A-Ride eligible riders within the Growth Management Area to take taxi
trips any day of the week or time of the day using a $15 voucher toward the taxi fare. Based on the available
budget, Transfort estimates that 30 vouchers will be available per day, seven (7) days per week. If funding
for this program increases, the number of vouchers per day will also increase. These program adjustments
maintain flexibility for riders while aligning operations with fiscal and regulatory requirements.
Transfort is also advancing work to enhance safety and security across the system. Community survey
results indicate improved perceptions of safety, though continued progress is needed. Due to challenges
filling Transit Service Officer positions (68 applicants and only one hire since fall of 2024) Transfort is
pursuing a hybrid model in partnership with Police Services through the Homeless Outreach and Proactive
Engagement (HOPE) Team and the Mental Health Response Team (MHRT). Using the SARA Model
(Scanning, Analysis, Response, Assessment), this partnership will identify key safety concerns, address
root causes through environmental and operational changes, implement targeted responses such as
signage, cameras, and de-escalation training, and assess progress through data and feedback. This
approach brings specialized expertise, ensures consistent presence, and provides proactive support for
both riders and operators.
NEXT STEPS
Currently, the project is in the stage of confirming principles and priorities with C ouncil. Following Council
feedback, Transfort and FC Moves will share outcomes with the community, finalize implementation plans,
and begin phased rollout of the operational plan in 2027.
ATTACHMENTS
1. Proposed System Map
2. Paratransit Polygon
3. Outreach Overview
4. Presentation
Page 64
Item 3.
Attachment 1: Proposed System Map
Page 65
Item 3.
Frequencies
Page 66
Item 3.
Future Service Options & Cost
Page 67
Item 3.
Attachment 2: Proposed Paratransit (Dial-A-Ride) Service Area Polygon
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Item 3.
Attachment 3: Summary of Public Involvement
About
Central to the planning process for the Transfort Optimization Plan is a robust and inclusive
public involvement process designed to ensure meaningful participation from diverse
populations, with a particular emphasis on transit-reliant groups.
Who we interacted with
Project-related committees, boards and commissions, organization and community groups, and
the community-at-large were engaged at key points throughout the project.
A Community Advisory Committee (CAC) and a Technical Advisory Committee (TAC) were
formed to meet at key points throughout the project to provide guidance on analyses and
materials. The CAC is comprised of representatives from different organizational and community
groups, whereas the TAC is comprised of City of Fort Collins staff with planning and technical
expertise from FC Moves and Transfort. Additionally, the project team engaged with a variety of
Boards and Commissions during the project including Transportation Board, Senior Advisory
Board, Disability Advisory Board, Climate Equity Committee, and Dial-A-Ride & Transit
Accessibility Committee (DARTAC).
The heart of public engagement occurred in Summer 2025 to obtain input on the three transit
scenarios, reaching thousands of residents through surveys, open houses, community events,
and presentations to Boards and Commissions, the CAC and TAC, and other key stakeholders
and partners. Key partners included schools, higher education, community organizations
serving older adults, the business community, people with disabilities, and underserved
populations. Because two key stakeholders, Colorado State University and Poudre School
District were not in session during June, staff conducted outreach to both entities in the spring in
the form of surveys, tabling at events, and social media. Additionally, links to surveys via QR
code were provided on buses to capture existing transit riders. This phase of engagement was
both targeted and broad-based, capturing as many people as possible in the process including
both current and potential transit riders.
Our strongest interactions occurred with stakeholder groups who tended to be informed and
interested in transit but didn’t necessarily use transit regularly. We also had strong responses
from the community through the survey with over 350 responses.
What we heard on the scenarios
Feedback emphasized frequency over coverage as the top priority, support for simple, linear
routes, improved reliability and safety, and expanded evening, weekend, and school-oriented
service. Residents also identified system gaps, particularly along Timberline and south of
Harmony, and expressed skepticism about microtransit due to cost and the inconvenience of
transferring to fixed route. Feedback on the scenarios along with data evaluation and best
practices informed the recommended transit scenario.
Next Steps
Following Council feedback, Transfort and FC Moves will enter the inform stage of engagement
to share outcomes with the community, finalize implementation plans, and begin phased rollout
of the operational plan in 2027.
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Item 3.
Additional Information
This section provides more specific information on the community groups and organizations
engaged during the project.
The CAC is comprised of members from the following organizations or groups:
Active Modes Advisory Board
ARC of Larimer County
Bohemian Foundation
CARE Communities
Colorado State University (CSU)
DARTAC
Front Range Community College
Housing Catalyst
Large Employers (e.g. Advanced
Energy, Broadcom)
North Front Range Metropolitan
Planning Organization (NFRMPO)
Poudre School District (PSD)
Rescue Mission
Strong Towns
Summit Stone Health
Transportation Board
The following groups (in alphabetical order), identified in the Public Involvement Plan (PIP) are
populations that we engaged:
Boards and Commissions
Business representatives
Colorado State University
Community members with
disabilities
Culturally diverse community
members
Fort Collins transit riders
Latino/Hispanic and Spanish-
speaking community members
Lower-income and underserved
community members
Older adults (Ages 60+)
Residents in Fort Collins
Transit-dependent populations
Transit, active modes and
sustainability advocates
Unhoused community members
Youth/schools
Engagement occurred in some capacity with the following organizations:
Active Modes Advisory Board
Chamber of Commerce – Local
Legislative Affairs Committee
City Council
Climate Equity Committee
Colorado State University
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Item 3.
Community Connectors
Dial-a-Ride and Transit Accessibility
Committee
Disability Advisory Board
Housing Catalyst
Larimer County Mobility Committee
Larimer County Office on Aging
Lived Experience Advisory Council
Midtown Business Improvement
District
North Fort Collins Business
Association
Poudre School District
Senior Advisory Board
Transportation Board
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Item 3.
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Headline Copy Goes Here
Kaley Zeisel, Transfort Director
Steven Zupparo, Sr. Operations
Manager
Jason Miller, Consultant, Fehr &
Peers
Transfort
Optimization Plan
Oct. 28, 2025
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Item 3.
Headline Copy Goes HereAgenda
2
1.Project Overview
2.Transit Scenario Development
3.Recommended Transit Scenario
4.Paratransit
5.Safety and Security
6.Next Steps
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3
Questions for Council
What questions or feedback do Councilmembers have about the service planning
principles and priorities guiding the future transit system?
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Project Overview
4
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5
Purpose + Goals
Purpose: A 5–10-year transit service plan grounded in financial constraints, focused on community needs and growing ridership.
Best Practices Alignment
Keeping transit free
ensures equity and
attracts riders.
Fare-Free Access Inclusive Engagement
Financial FeasibilityIntuitive DesignAdaptation to Travel Patterns
Purpose: A short-term transit service plan grounded in financial constraints, focused on
community needs and growing ridership.
Clear, simple navigation
encourages use.
Plans must be viable to
implement within budget.
Adjust service to new
post-COVID travel habits.
Engage diverse
voices to shape the
priorities.
Following industry
standards supports
ridership recovery.
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6
Financial Overview
Expenses
•Transit industry expenses have grown 50-70% since
2019
•Fort Collins projects a ~50% increase (2019–2026)
•Major cost drivers: personnel, vehicle repair, and
contracted transportation services
Revenue
•Revenue growth has occurred primarily at the City level
(General Fund and 2050 Tax)
•Key external losses: FLEX, FASTER
•Expense growth continues to outpace revenue
increases
•Anticipated new State funding source in 2026 (SB24-
230)
*2025 revenue vs expense gap anticipated to be filled with
use of 2050 Tax Transit
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7
City Priority
Council Priority
Reduce climate and air
pollution through
electrification and best
practices.
Strategic Plan
Increase Transfort access
and ridership by ensuring
the City’s transit services
provide safe, reliable and
convenient alternatives to
driving.
Our Climate Future
Make investments in
equitable access to, and
expansion of, all sustainable
modes of travel with
emphasis on growing transit
ridership.
Transit Master Plan
Provide safe, attractive,
efficient, equitable, modern
and innovative mobility for
people to live, work and
play in the City.
Transit is a City priority and key strategy in achieving City goals. The Optimization
Plan implements Transportation Master Plan (TMP) recommendations.
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Transit Scenario
Development Process
8
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9
Path to the Recommended Transit Scenario
Evaluation
Evaluate scenarios
against a diverse set of
data inputs
Transit Scenario
Formulate a preferred
transit scenario
Operational
Viability
Test and modify
Best Practices
Grounded in a body of
industry best practices for
ridership improvement
Principles and
Network
Design
Priorities
Establish and check
against our foundational
elements
Feedback
Consider from public, staff
and stakeholders
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10
Three Scenarios for Public Feedback
Scenario 1: Travel Patterns Scenario 2: Rider Demand
Scenario 3: Condensed with
Microtransit
Each scenario was accompanied with their anticipated impacts:
Equity benefits,cost effectiveness,ridership improvement,economic health
benefits,environmental benefits,alignment with City priorities. Page 82
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11
Feedback on the Three Scenarios
•Frequency First: Frequency (over coverage) is the top priority!
•Rider-Centered Service: Support for transit-reliant riders and simple, linear routes
on major corridors for clarity and ease of travel..
•Safety and Quality: Focus on improving on-time performance, reliability, safety, and
overall service experience.
•System Gaps and Travel Time: Concerns about long routes, low-frequency service,
and gaps in areas (Timberline, Trilby).
•Microtransit: Some interest but skepticism due to cost, with most people not liking
the idea of transferring from microtransit to fixed route.
•Partnerships: Enhance and establish new partnerships to expand service
opportunities.
•Expanded Access: Requests for evening, weekend (esp. Sunday), and school -
oriented service, including PSD high schools, CSU, Front Range Community College
(FRCC) and parks and recreation areas.
The community-at-large,
Boards and Commissions,
TAC/CAC and targeted
groups weighed in on the
three options via an online
survey, focus groups,
presentations, open
house, and other
community events.
Who and How What We Heard
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12
System Evaluation
Areas of High Transit Propensity Average Annual Daily Traffic Affordable Housing LocationsExisting Routes with Highest
Ridership
The three scenarios were evaluated against a diverse set of data inputs including:
Route productivity,ridership by route and stop,rider demographics,transit propensity,travel
patterns,annual average daily traffic,affordable housing,proximity to key destinations.
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13
Best Practices
Characteristics Transfort
Fort Collins, CO
METRO
Akron, OH
CityBus
Lafayette, IN
Unitrans
Davis, CA
FAST
Fayetville, NC
GP Metro
Portland, ME
WRTA
Worcester, MA Summary
Ridership Recovery 46%99%93%93%103%89%156%
Each peer agency’s ridership
recovery is well above the national
average.
Service Area /
Number of Routes N/A -7%-8%-14%-1%-9%-14%
On average, most peer agencies
have reduced their service area by
~ 6%.
Total Operating
Funds +16%+8%+27%+45%+19%+28%+24%Operating funds have increased
across all peer agencies
Operating
Expenses per
Passenger
+76%+37%+46%+84%-20%+57%-4%
Operating expenses per passenger
have increased across most
agencies, except for two peer
agencies.
Main Recovery
Drivers N/A Network redesign,
higher frequency
Higher college
enrollments
and limited parking
spaces
Student focus
and limited
parking spaces
Free fare and flex
stop for a new
route
Half fare, route
adjustments,
higher
frequency
Free fare, extended
service hours,
partnership
We examined the main recovery drivers of six peer agencies with successful ridership recovery
rates well above the national average between 2019 and 2023.
Themes: Smaller service areas/less routes, increased operating expenses and fundsPage 85
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14
Principles and Design Priorities
Principles
•Frequency
•Productivity
•Equity
•Simplicity
•Efficiency
Network Design Priorities
•Grid pattern
•Data-driven
•Transit-reliant populations
•Productivity
•Highest-travelled corridors
•Popular destinations
•Community-requested service
•Highest ridership return
Feedback Evaluation Best
Practices
Principles and
Design Priorities
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Recommended Transit Scenario
15
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16
The Recommended Transit Scenario
Toward growing ridership
•A lean, linear, grid-like route system that limits detours
•Maintains or improves highest performing routes
•Ridership projected to increase to 3.35M (2.62M in 2024)
Focuses on community needs
•Informed by community outreach (e.g. new service on Timberline)
•Serves areas of the city with the highest transit reliance
•Connects key destinations like schools, healthcare facilities,
shopping centers, human services, and affordable housing
Grounded in financial constraints
•Retools low performing routes
•Tested against existing resources
•Operationally viable
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17
Layered Network Approach
Frequent Core Local
Contracted routes FLEX, HORN, GOLD and FHS are
included in the system
Weekday 10-20 mins all day
Weekend 15-20 mins all day
Peak frequency of 30 mins for 8 hrs/day*
Off-peak frequency of 60 mins for 6 hrs/day
Frequency of 60 mins for 14 hrs/day
Monday-Saturday service, no Sundays
*The 7 runs at 30 min frequencies for 14 hrs/day
Monday-Saturday
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18
Long-term Service Expansion Options
Service Expansion Options
•W. Elizabeth connection to MAX
•Higher frequency on MAX
•Extending Timberline route to service Trilby (18N)
•New route to service west Harmony (Route 11N)
•Sunday service for fixed route and paratransit
•Return of service along Laporte Ave (Route 9)
•Micro-transit zone
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Paratransit
19
Page 91
Item 3.
Headline Copy Goes HereDial-A-Ride Service Area –Impacts and Mitigation
20
Impacts
•Dial-A-Ride service area will decrease with new
fixed route map
•No Sunday service
•FTA requires complementary paratransit service
within ¾ mile of fixed route service
•Dial-A-Ride program costs are difficult to predict or
control
Mitigation Actions
•Legacy-in existing clients who will be outside the
new service area
•Update Dial-A-Taxi Voucher Program
•Expanded service area to Growth Management
Area
•Service any time of day, any day of week
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21
Dial-A-Ride Service Area
Service
Reduction
New Service
Area
Service
ExpansionPage 93
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Safety and Security
22
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23
Police & Transfort Partnership
SARA Model Framework
Analysis
ResponseAssessment
Scanning
•Homeless Outreach & Proactive Engagement
Team (HOPE)
•Mental Health Response Team (MHRT)
Program Timeline: Oct. 2025-Dec. 2028
2025 = $40k
2026 =$260k
2027 and 2028 =$250k annually
Transfort plans to use 2050 tax approved in
BFO offer 65.22 to fund partnership.
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Next Steps
24
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25
Next Steps
Public
outreach and
engagement
Evaluate and
analyze
feedback to
develop
principles
and priorities
Develop final
scenario
based on
principles
and priorities
Ensure that
final
scenario is
operationally
viable and
fiscally
sustainable
Confirm
principles &
priorities with
Council
Inform stage
of public
engagement
Implement
operational
plan
(2027)
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26
Questions for Council
What questions or feedback do Councilmembers have about the service planning
principles and priorities guiding the future transit system?
Principles
•Frequency
•Productivity
•Equity
•Simplicity
•Efficiency
Network Design Priorities
•Grid pattern
•Data-driven
•Transit-reliant populations
•Productivity
•Highest-travelled corridors
•Popular Destinations
•Community-requested service
•Highest ridership return
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Thank you!
27
Page 99
Item 3.
File Attachments for Item:
4. Building Performance Standards
The purpose of this item is to discuss the proposed Building Performance Standards (BPS)
policy including updates since the last work session. Staff seek Councilmember feedback on
policy before a possible first reading. Staff recommend a regulatory strategy for reducing
building energy use and emissions. Input from affected groups shaped the policy
recommendations outlined in this work session and associated materials. BPS policy work
aligns with the 2024-2026 adopted Council priorities and the Our Climate Future (OCF) plan;
specifically, the goal of an 80% greenhouse gas emission reduction by 2030 and Big Move 6:
Efficient, Emissions Free Buildings.
Page 100
City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 8
October 28, 2025
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Brian Tholl, Energy Services Director
SUBJECT FOR DISCUSSION
Building Performance Standards
EXECUTIVE SUMMARY
The purpose of this item is to discuss the proposed Building Performance Standards (BPS) policy
including updates since the last work session. Staff seek Councilmember feedback on policy before a
possible first reading. Staff recommend a regulatory strategy for reducing building energy use and
emissions. Input from affected groups shaped the policy recommendations outlined in this work session
and associated materials. BPS policy work aligns with the 2024-2026 adopted Council priorities and the
Our Climate Future (OCF) plan; specifically, the goal of an 80% greenhouse gas emission reduction by
2030 and Big Move 6: Efficient, Emissions Free Buildings.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Do Councilmembers have feedback on the Building Performance Standards (BPS) policy levers
identified?
2. Do Councilmembers support advancing a BPS regulatory framework for adoption?
BACKGROUND / DISCUSSION
Buildings in Fort Collins account for more than two-thirds of our local greenhouse gas (GHG) emissions,
which are a leading cause of respiratory morbidity and contribute to the severe non -attainment status for
county-wide pollutants. Reducing emissions through energy efficiency impacts local health. It is also tied
to the local economy. Becoming more energy efficient is the most cost-effective way to lower energy use,
which impacts rate pressure for all Utilities customers, not just those in covered buildings. BPS represent
an investment in our local building stock and infrastructure. They also have the potential to save local utility
customers hundreds of millions of dollars over the next few decades, while improving health, safety, and
comfort in local buildings.
Over the course of 2025, staff partnered with local building owners to complete a Customer Journey Map
and a Technical Support Pilot.
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 2 of 8
Customer Journey Map Activity and Findings
In partnership with BlastX Consulting, staff created a customer journey map to facilitate a shared
understanding of the BPS journey for a variety of audiences. The map was designed to isolate potential
pain points and align them with existing or recommended mitigation strategies. The map incorporates a
comprehensive review of existing documentation, internal knowledge, and feedback from building owner
representatives. The process also isolated opportunities to capture feedback throughout the journey and
assigned likely building owner sentiment to steps in the journey map, as reflected by the color and
placement of actions on the map below. Actions that are depicted in green reflect positive customer
sentiment, while blue represents neutrality and red represents negative customer sentiment.
BlastX interviewed building owner representatives to validate and identify any new journey steps or pain
points they might encounter, ultimately aiming to inform the City's support strategies and resource
development. Through analysis of interview data, BlastX uncovered a series of key themes and
opportunities, including:
The importance of clear, accessible language and responsive communication
Transparent and accessible information on financial resources
A streamlined and user-friendly web-based tool for compliance and resources
Resources and information about “off-ramps”
Clearly stated outcomes and goals of the policy
For a review of the journey map’s specific steps along with projected pain points and mitigation strategies,
see Attachment 1: BPS Customer Journey Map.
Technical Support Pilot
The technical support pilot provided robust on-site assessments of the following building types:
Municipal
Multi-family
Office (two buildings)
Mixed-use historic
Restaurant
Two of the buildings included in the pilot are over 100 years old. All buildings chosen needed to meet the
maximum reduction cap for their size, to demonstrate options to meet the policy’s maximum requirements.
Therefore, buildings were not selected to be representative examples of ‘average’ commercial buildings
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 3 of 8
covered by the proposed policy, but rather to provide real world scenarios for compliance in a subset of
local buildings.
Overall Pilot Findings
The following high-level findings were observed during the pilot.
Cost of Compliance:
Average cost of compliance on a per square foot basis was on par with BPS policy estimates (average
$4.64/square foot).
Cost of upgrades varied across buildings (between $0.15/square foot to $13.20/square foot).
o Some buildings with the highest cost had equipment at or near the end of their useful life, which
blurs the line of how much of upgrade costs were due to the BPS policy itself as opposed to
operational or maintenance expenses for the building owner.
Cost estimates were provided by a third-party engineering partner. At this time, pilot timeline or
participant purchasing constraints have not allowed local contractor bids to be collected for all projects.
Initial feedback from the municipal building indicates vendor cost estimates and energy use intensity
(EUI) impact estimates are accurate.
Technical Feasibility:
Recommended upgrade measures varied across all buildings, including various operational and
equipment-based upgrades such as installing programmable thermostats and upgrading refrigerators.
Maximum reduction caps for individual buildings (which limit the maximum required reduction in
inefficient buildings) were determined to be technically achievable in all six building scenarios.
No buildings require fuel switching to come into compliance, although options for compliance can
include system electrification.
Engagement:
Building owner awareness, helping them understand requirements, and assessment and planning
steps will likely take a minimum of 12 months.
o Technical support and program staff continue to support emphasizing sufficient time for building
owners to fully comply with BPS requirements.
Awareness of specific proposed BPS policy requirements is still low among building owner
representatives engaged during the pilot enrollment process.
The following table provides a high-level economic summary of the proposed upgrades for local buildings.
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 4 of 8
Building Upgrade Summary
Property
Building
Size
(square
feet)
Building
EUI:
kBTU/ft2
BPS target*
for
property
kBTU/ft2
Estimated
Cost for
compliance
before
rebates**
Simple
payback with
local rebates
Cost for
compliance per
square foot
Municipal
Building 5,500 110 36 $1,560 0.4 yrs $0.28
Mixed Use
Museum /
Restaurant
17,875 269 103 $236,000 20.6 yrs $13.20
Office (1) 31,669 102 56 $4,500 6.8 yrs $0.15
Office (2) 44,142 110 63 $240,000 19.4 yrs $5.43
Multi-family 104,826 68 43 $490,300 19.1 yrs $4.68
Restaurant 7,066 437 185 $3,100 1.2 yrs $0.43
*All pilot buildings, due to existing EUI, would be required to achieve the maximum required reductions by size of 15% or 25% to
achieve compliance.
**In some cases, cost to comply includes replacing equipment that is at the end of its useful life.
Each building representative was presented with multiple options to reach their target. The pathways
included above are those with the shortest simple payback, but those are not always the options with the
lowest upfront cost. For example, office building (2) could reach its target with half the upfront investment,
but the simple payback would be longer.
Four of the buildings were capped at a 25% reduction based on their size, while two smaller buildings were
capped at a 15% reduction. The cap recommended in policy prevents buildings from being tasked with
reaching targets that may be financially or technically untenable based on their current level of efficiency
and distance from target; caps are the maximum reductions that any building covered by the proposed
policy would be required to achieve. Per policy recommendations, the lowest EUI from the previous three
years of benchmarking was used as a baseline, providing owners with the ability to include any recent
efficiency improvements. Cost included does not factor in any available rebates, incentives, or tax
deductions, however simple payback is calculated including local Efficiency Works Business rebates, when
applicable.
Municipal building details:
An energy assessment was performed at 3156 Overland Trail, at the City-owned Spring Canyon Park
shop. Primary recommendations from the onsite assessment include LED lighting upgrades, lighting
controls, installation of programmable thermostats and scheduling, as well as appliance upgrade
recommendations. Not all listed measures are required to meet BPS target.
This municipal building pursued upgrade opportunities with both internal staff and a contractor. BPS target
or timeline adjustments are not needed due to cost and ease of installation. BPS targets can be met at a
cost of $1,560, although further upgrades were made, bringing projected energy use reductions to 25% at
a cost of $3,360. Staff will monitor and verify energy savings reductions achieved with these upgrades.
Historic Building details:
An energy assessment was performed at a three-story historic building on College Avenue that consists
of several use types, including an office and a restaurant. Possible upgrades identified include LED lighting
upgrades, lighting controls, installation of demand-controlled kitchen ventilation, replacement of HVAC
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 5 of 8
rooftop units and boilers (equipment at or near the end of their useful life), and building window and
insulation upgrades. Not all listed measures are required to meet BPS target.
Total costs of equipment upgrades needed to bring the building into compliance was approximately
$236,000, including the replacement of end-of-life HVAC rooftop units and boilers. While the building is
not a likely candidate for a target adjustment (given replacing end of life equipment is a likely pathway to
compliance), it would be a candidate for a timeline adjustment, allowing the building owner to replace old
equipment over several years to reduce single-year expenses. In this case, the boiler replacement may
occur after the rooftop units given current equipment condition; a standard timeline adjustment would
consider aligning targets with necessary replacement that might happen a few years beyond standard
policy targets.
Likely pathways to compliance do not conflict with historic preservation requirements. If a building’s only
options were pathways that would potentially conflict with historic preservation requirements, those would
supersede BPS requirements.
Additional Context
Some building efficiency work will happen even without an adopted BPS, given that buildings are upgraded
and improved to a degree without regulation. When existing equipment reaches the end of its useful life,
replacing it with the lowest cost option typically represents an improvement in the existing equipment’s
efficiency. For some buildings, achieving BPS targets represents a small investment on top of an existing
cost or replacing equipment at the end of its useful life. That is estimated to account for about $25 million
of the $185 million in total projected BPS community costs, and an estimated 5-8% of the total GHG
reduction is likely to occur in these buildings regardless of policy adoption.
Incentive Versus Regulatory Framework
Utility-sponsored energy efficiency programs in Fort Collins date back to 1982, when Utilities launched
education and load management programs. Official action to incorporate efficiency in a clean electricity
supply began in 2003, when the City adopted the Electric Energy Supply Policy. Staff, the citizens’ electric
board (now Energy Board), and members of City Council all sought opportunities to pursue clean energy
goals. The policy resulted in a commitment to fund demand side management (DSM) customer rebates,
and Utilities’ first formal DSM plan budget was approved in 2004. Without incentives, behavioral
intervention and other market efforts, we forecast Fort Collins’ community electric load would be about
22% higher.
Incentives delivered through efficiency-focused programs will continue to be a key component of delivering
reliable, affordable, and environmentally-responsible electricity. Staff recommendation of a regulatory
approach in BPS will only be successful with continued funding and resources dedicated to helping
commercial customers improve building energy use and reduce waste. Outcomes from building efficiency
not only help individuals reduce building operation expenses over time but also benefit the broader
community by lowering upward pressure on utility rates.
The following chart shows recent achievements through incentive-based energy efficiency programs, as
well as forecasted achievement supported by a market potential study.
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 6 of 8
For discussion purposes, staff have provided a comparison to develop several options for Council to
consider and provide feedback.
Council Options and Discussion
Staff are seeking Councilmember feedback and preferences on policy levers related to the BPS regulatory
framework. The following options have been developed as a starting place for Council discussion, and the
graphic below demonstrates electric savings associated with each option on top of the existing ‘business
as usual’ economic (incentive) based approach.
Option 1: Proposed BPS policy
In alignment with Council priority #6 and OCF outcomes, staff recommend Council pursue the original
community Technical Committee and Task Force recommendations, with the exception of pushing back
the compliance deadline to 2032. This timeline allows time for a broader community engagement and
Community Electricity Savings Options over ‘Business as Usual’ Savings
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City Council Work Session Agenda Item Summary – City of Fort Collins Page 7 of 8
compliance period for building owners, and aligns with the original recommendation to have a minimum of
six years for building owner reporting and compliance.
Option 2: Modified BPS
Staff have used the policy levers identified to develop a modified BPS approach. This modified approach
represents a starting place for Council discussion. The combination of the policy levers selected represents
a 25% reduction in emissions impact from the proposed policy (Option 1).
Extend timeline for compliance to 2035: Longer timeline better supports the business community in
periods of economic uncertainty.
Reduce maximum reduction “cap” by 5%: This could minimize the potential out-of-pocket costs for
individual buildings.
Exclude 5,000-10,000 square foot buildings: This could minimize the policy impacts to local small
business by reducing the total number of buildings covered.
Trade-offs associated with levers used to modify the policy are captured in the table below:
Option 3: Optimize Utilities Incentives with 2050 Climate Tax
With community and staff support, 2050 tax dollars are an opportunity to enhance existing incentives and
are in alignment with the 2050 ballot language. Analysis confirms that directing the maximum amount of
2050 tax funding allowed for sustainability efforts (approximately $30 million over six years) to additional
incentives could produce approximately 26,500 megawatt-hours (MWh) of additional electric savings,
compared to 84,600 MWh BPS electric savings (see Community Electricity Savings Options over ‘Business
as Usual’ Savings graph above).
Option 4: Business as Usual
Utilities will continue using enterprise funds to provide incentives for the voluntary installation of high-
efficiency equipment in commercial businesses. Efficiency programs are less expensive than the cost of
purchasing additional electricity and are part of our plan to provide reliable, affordable, environmentally-
friendly electricity to the community.
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Item 4.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 8 of 8
NEXT STEPS
Staff are open to feedback on tradeoffs from Councilmembers and are prepared to proceed with an
incentive or regulatory approach.
ATTACHMENTS
1. BPS Customer Journey Map
2. Energy Board Memo, July 15, 2024
3. Air Quality Advisory Board Memo, December 16, 2024 (updated version coming soon)
4. Natural Resources Advisory Board Memo, October 16, 2025
5. Economic Advisory Board, August 21, 2024 (updated version coming soon)
6. Presentation
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Item 4.
Headline Copy Goes HereBuilding Owner Representative BPS Journey
1
Potential
Pain Points
City
Support /
Mitigation
Strategies
•Overwhelming information
and technical language
•Concern for staff resources
and availability
•Concerns around costs and
required actions
•Change is hard and this is a
paradigm shift
Moments
that Matter
•Technical language
•Understanding the relationship between
BPS and other regulations
•Difficulty understanding applicability to
diverse building types and uses
•Time required for self/staff education
•Questioning “Why?”
•Unclear cost/benefit
•Too many options
•Feasibility of various options (is a waiver/adjustment
needed?)
•Effort to develop a cost recovery strategy
•Time-consuming planning and coordination
•High upfront costs
•Managing tenant impact and partnering
•Interdependencies across projects
•Preparing and submitting waiver/request for adjustment
•Finding trusted contractors
•Coordinating with contractors
•Coordinating internal resources
•Unexpected issues/delays
•Managing new equipment
•Navigating process for rebates, grants and loans
•Organizing records
•(If applicable) Request for adjustment
•Navigating online platform
1:1 Personalized Support:
•Help Center/Help Line
•Technical Navigator
•Financial Navigator
Resource Hub (public-facing) and
Building Owner Portal
Communications including rationale
1:1 Personalized Support:
•Help Center/Help Line
•Technical Navigator
•Financial Navigator
Resource Hub (public-facing) and Building Owner Portal
Communications including information on pathways and
off-ramps
Tenant-Building Owner Education
1:1 Personalized Support:
•Help Center/Help Line
•Technical Navigator
•Financial Navigator
Early adopter incentives
Contractor Education
Phased implementation
Resource Hub (public-facing) and Building Owner Portal
Tenant-Building Owner Education
1:1 Personalized Support:
•Help Center/Help Line
•Technical Navigator
•Financial Navigator
Publicly transparent compliance tracking
Alignment of target metrics and existing
building data (publicly available)
Target and timeline adjustments; Waivers
Resource Hub (public-facing) and Building
Owner Portal
Negative
Sentiment
Positive
Sentiment
Communications to covered
buildings:
•Rationale
•Current and target score/
requirements
•Compliance pathways and off-
ramps
•Info on Technical Support and
Financial Navigator
1:1 Personalized Support:
•Help Center/Help Line
Resource Hub (public-facing)
and Building Owner Portal
Neutral
Sentiment
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2
Pain Point Mitigation Strategy Alignment
2
Journey Phase Potential Pain Points Mitigation Strategies
Awareness
Overwhelming information and technical language •1:1 Support: Help Center & Support Line
•Resource Hub: FAQs, robust informational guides
Finding and navigating relevant information
•1:1 Support: Help Center & Support Line
•Building Owner Portal: Targeted material including compliance guides, promotion of available resources, etc.
•Communications: Current and target score, off-ramps
Concern for staff resources and availability •1:1 Support: Awareness of Technical Navigator and Financial Navigator
Fear, frustration, and uncertainty due to costs and required
actions
•1:1 Support: Help Center & Support Line
•Resource Hub: Case Studies of successful implementations
•Communications: Targets and rationale, energy use and requirements, awareness of Technical and Financial
Navigator and off-ramps
Change is hard and this is a paradigm shift •1:1 Support: Help Center and Support Line
•Resource Hub: Public-facing support and information including policy rationale
Understand
Requirements
Technical language •1:1 Support: Help Center & Support Line, Technical Navigator
•Resource Hub: Public-facing support and information
•Building Owner Portal: Portal with targeted resources, tools and information specific to Building OwnersUnderstanding the relationship of BPS with other
regulations
Difficulty interpreting performance metrics
•1:1 Support: Help Center & Support Line, Technical Navigator
•Building Owner Portal: Applicability guidelines, forecasting calculator tool
•Benchmarking Transparency Map
Difficulty understanding applicability to diverse building
types and uses
•1:1 Support: Help Center & Support Line, Technical Navigator
•Resource Hub: Case Studies, Property Lookup Tool, robust informational guidelines
•Building Owner Portal: Portal with targeted resources, tools, and information specific to each building owner
•Benchmarking Transparency Map
Time required for self/staff-education •1:1 Support: Technical Navigator, Financial Navigator
•Resource Hub: Compliance checklists,list of qualified contractors
Questioning: “Why do I need to do this?”
•1:1 Support: Help Center & Support Line
•Resource Hub: Public-facing support and information
•Communications: BPS policy rationale
Pain points are aligned with mitigation strategies to eliminate poor experiences, remove barriers, and enhance journey effect iveness.
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3
Pain Point Mitigation Strategy Alignment
Journey Phase Potential Pain Points Mitigation Strategies
Assess and Plan
Unclear cost/benefit analysis
•1:1 Support: Financial Navigator, Technical Navigator, Help Center & Support Line
•Resource Hub: Forecasting calculator tool, case studies with examples of buildings’ reductions, Costs and
payback, cost/benefit information, Financial Hub (rebates, federal/state/local incentives, green financing options)
•Building Owner Portal: Portal with resources, tools, and information specific to each building owner
Overwhelmed by multiple upgrade options
•1:1 Support: Technical Navigator
•Resource Hub: Forecasting Calculator Tool, Case studies with examples of buildings' EUI and required reduction ,
Examples of common upgrades
•Building Owner Portal: Forecasting calculator tool
•Phased implementation allows more time for smaller buildings
Feasibility of various options: “Do I need a
waiver/adjustment?”
•1:1 Support: Help Center & Support Line, Technical Navigator, Financial Navigator
•Resource Hub: Technical guidance documents, Information on adjustments, credits, and waivers
•Communications: Various compliance pathways available including off -ramps to assure targets are achievable
Effort to develop a cost recovery strategy for building
owner
•1:1 Support: Financial Navigator
•Building Owner Portal:Forecasting calculator tool
•Resource Hub: Financial Hub (rebates, federal/state/local incentives, green financing options), cost/benefit
information
•Communications: Various compliance pathways available including off -ramps to assure targets are achievable
Time consuming and complex planning and
coordination across teams
•1:1 Support: Technical Navigator
•Resource Hub: List of qualified contractors, compliance guide and roadmap, case studies illustrating various
compliance pathways
•Tenant-Building Owner Education (community outreach events)
Take Action
High upfront costs (rebates or tax deductions are after
the initial payments)
•1:1 Support: Financial Navigator
•Resource Hub: Cost/benefit resources, Financial Hub (rebates, federal/state/local incentives, green financing
options)
•Incentives for early adopters and under-resourced buildings
Managing tenant impact •Resource Hub: Case studies illustrating various compliance pathways, cost/benefit resources
•Tenant-Building Owner Education (community outreach events)
Tenant partnership required for success •Resource Hub: Cost/benefit resources
•Tenant-Building Owner Education (community outreach events)
Interdependencies across projects
•Resource Hub: Case studies illustrating various compliance pathways
•1:1 Support: Technical Navigator
•Building Owner Portal: Forecasting calculator tool, targeted resources, tools and information
•Phased implementation allows more time for smaller buildingsPage 111
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4
Pain Point Mitigation Strategy Alignment
4
Journey Phase Potential Pain Points Mitigation Strategies
Take Action
Preparing and submitting waiver/request for adjustment •1:1 Support: Help Center & Support Line, Technical Navigator
•Building Owner Portal: Portal with resources, tools, and information specific to each building owner
Coordinating projects with contractors
•1:1 Support: Technical Navigator to help understand contractor bids
•Contractor Education
•Resource Hub: List of qualified contractors
Designating and coordinating internal resources •1:1 Support: Technical Navigator, Financial Navigator
•Resource Hub: Case studies illustrating various compliance pathways, guidance documents
Unexpected issues and/or delays
•1:1 Support: Help Center and Support Line
•Contractor Education
•Target and timeline adjustments along with waivers available to buildings unable to comply at deadline
Fine-tuning and calibrating new equipment •1:1 Support: Technical Navigator
•Resource Hub: Public-facing support and information, guidance documents
Scheduling trusted contractors •Resource Hub: Link to list of qualified contractors
•Contractor Education
Navigating process for rebates, grants and loans
•1:1 Support: Financial Navigator
•Resource Hub: Financial Hub (rebates, federal/state/local incentives, green financing options)
•Building Owner Portal: Forecasting calculator tool
Reporting
Organizing building owner records
•1:1 Support: Help Center & Support Line (CRM tracks all program documentation and communications)
•Building Owner Portal: Archive of submitted documents
•Benchmarking Transparency Map: Includes publicly available compliance and usage information
•Target metrics align with existing building data/ transparency map
(If applicable) Issue remedy or request an adjustment •1:1 Support: Help Center and Support Line, Technical Navigator
•Target and timeline adjustments along with waivers available to buildings unable to comply
Online forms learning curve •1:1 Support: Help Center and Support Line
•Resource Hub: Compliance guides and supporting documents
Online platform usability
•1:1 Support: Help Center and Support Line
•Resource Hub: Compliance guide and supporting documents
•Building Owner Portal: Portal with resources, tools, and information specific to each building owner
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Item 4.
Utilities – Energy Board
700 Wood St.
Fort Collins, CO 80522
970.221.6702
970.416.2208 - fax
fcgov.com
M E M O R A N D U M
DATE: July 15, 2024
TO: Mayor Arndt and City Councilmembers
FROM: Margaret Moore, Energy Board Vice Chairperson
RE: Support for Building Performance Standards
The Energy Board has considered the Building Performance Standards as proposed by staff at the April
23, 2024, Council meeting, in accordance with our chartered duties and functions, specifically:
(1) To advise the City Council and staff regarding the development and implementation of the Our
Climate Future Plan (OCF) including tracking of the staff developed Council Action Roadmap for
OCF;
(2) To advise the City Council and staff in developing City policies that encourage the
incorporation of energy conservation and efficiency, carbon emissions reduction and renewable
energy into the development and provision of City utility services, the design and construction of
City transportation projects, and the way in which the City impacts the overall built environment
within the community;
(3) To advise the City Council and staff regarding the alignment of energy programs and policies
with City, ratepayer and community values and service delivery expectations.
Based on our review and staff presentations, we strongly agree with Staff’s recommendation and
encourage City Council to adopt Building Performance Standards.
In making this recommendation, we note that the existing building stock in Fort Collins contributes more
than two thirds of the community’s carbon emissions. Implementing Building Performance Standards is
the most impactful direct action City Council can take to address the climate emergency and reduce
carbon emissions to meet the community’s 2030 carbon reduction goals.
Building Performance Standards align with the City’s Our Climate Future, under Big Move 6. The carbon
savings impact of implementing Building Performance Standards is projected to be just under that of all of
the City’s other efficiency programs combined.
Building Performance Standards are also linked to improved health, safety, comfort, resilience, reduced
energy burden, economic growth and increased competitiveness, higher building occupancy and tenant
retention, increased productivity of occupants, mitigation of utility impacts of rising temperatures for both
the Utility as well as the rate payer, and improved indoor and outdoor air quality. Additionally, because
improved energy efficiency reduces overall energy use, the community will be in a better position to
achieve its renewable energy goals by enriching the impact of new and existing solar, as well as new and
existing battery storage and other distributed resources.
Importantly, we understand that Building Performance Standards incorporate provisions intended to
reduce the burden on the regulated community and assist with compliance. Those provisions include
targets adjusted to building size and function and normalized to ensure fair application. Off-ramps are
incorporated to accommodate special circumstances that may make compliance impractical (for example,
a building slated for demolition). We also note and support the considerations for lower-income housing.
Docusign Envelope ID: 30F5A3C5-E3A6-429B-98D6-C09BD0C2D2B4
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Staff also shared their concept of a partially or fully dedicated project facilitator. Among other duties, this
individual would assist building owners and associations in pursuing grants and implementing efficiency
projects. We view this as a high leverage position that would easily pay for itself in terms of financial
benefits to those affected by the Building Performance Standards and the City at large.
In summary, we find Building Performance Standards to be well thought out and drafted, with a high
likelihood of contributing to the City’s conservation, efficiency and carbon emissions reduction goals. We
are pleased to give them our support and strongly recommend their adoption.
Thank you for the opportunity to review and comment.
Respectfully submitted on behalf of the Energy Board,
__________________________
Margaret Moore, Vice Chairperson
Energy Board
cc: Katherine Bailey, Project Manager
Brian Tholl, Senior Manager, Mechanical Engineer
Docusign Envelope ID: 30F5A3C5-E3A6-429B-98D6-C09BD0C2D2B4
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City Clerk’s Office
300 LaPorte Avenue
PO Box 580
Fort Collins, CO 80522
970.221.6515
970.221.6295 - fax
Boardsandcommissions@fcgov.com
MEMORANDUM
DATE: October 20, 2025
TO: Mayor and City Councilmembers
FROM: Dan Welsh, Chair of the Air Quality Advisory Board
RE: Building Performance Standards
Dear Mayor and Councilmembers,
For the City to achieve its ambitious greenhouse gas (GHG) emission reduction goals and
improve its air quality, the Air Quality Advisory Board (AQAB) recommends adopting the
Building Performance Standards (BPS) policy, with only delays to the previously established
timeline that are deemed absolutely necessary. Successful and timely adoption remains critical to
reducing the energy burden of our community while protecting the health and safety of our
residents, economy, and environment.
Over the course of its history of nearly 40 years of trial, investigation, piloted implementation,
and review, Fort Collins Utilities staff have sought alternatives to the regulatory approach that is
under proposal. These efforts have included incentives, education, and encouragement for
behavioral changes. Despite these efforts, the desired outcomes have not been met. This has led
to the development of the currently proposed regulatory approach that will help to move our
community more effectively toward climate and air quality goals.
The benefits of BPS, along with associated decreases in the production and release of various
greenhouse gases, support Council Priority 6: Reduce climate pollution and air pollution through
best practices, emphasizing electrification; and Our Climate Future’s Big Move 6: Efficient,
emissions free buildings. Reductions in demand for energy production will decrease emissions of
ozone precursors and help to improve outdoor air quality. Improvements to buildings’ heating
and ventilation (HVAC) systems will also assist in improving indoor air quality.
We encourage the consideration of overall energy usage as well as climate impacts when
determining BPS compliance options. This can be achieved through alternative compliance
options based on greenhouse gas intensity or GHG percentage reduction goals. Such options are
included in the State’s BPS program for buildings larger than 50,000 sq ft, and they allow for a
greater degree of electrification and reduction in GHG emissions. These could be easily
incorporated into the City’s proposed BPS, but if this would further delay implementation,
AQAB would suggest adding this option in a later iteration of the program.
AQAB strongly urges the City Council to implement the policy changes recommended within
the BPS proposal without delay to the 2030 plan. If you choose to extend the deadlines beyond
2030, we recommend consideration of incentives for early adopters who meet the original 2030
deadline. Immediate and urgent action is needed to improve building standards to advance
Council Priority 6.
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Very Respectfully,
The Air Quality Advisory Board
cc: Kelly DiMartino, City Manager
Jacob Castillo, Chief Sustainability Officer
Kelly Ohlson, City Council Liaison to the AQAB
Selina Lujan de Albers, Manager Environmental Sustainability & AQAB Staff Liaison
Katherine Bailey, Program Manager, Energy Services
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MEMORANDUM
NATURAL RESOURCES ADVISORY BOARD
DATE: October 16, 2025
TO: Mayor and City Council Members
FROM: Natural Resources Advisory Board
SUBJECT: Building Performance Standards
Dear Mayor and Councilmembers,
On September 17, 2025, Katherine Bailey (Project Manager, Energy Services) presented to the
Natural Resources Advisory Board (“Board”) regarding the proposed Building Performance
Standards (BPS) policy. Buildings are among the largest contributors to greenhouse gas (GHG)
emissions in urban areas. Sitting at the intersection between economic, environmental, and
physical health, the proposed policy would allow for a significant reduction of GHG emissions
through increased efficiency in addition to substantial avoided costs (estimated at $630 million
by 2050) throughout the community in the future. The standards would also improve indoor air
quality and produce public health benefits.
The Board would like to express its strong support for the adoption of the BPS policy. Rebates
and incentives have been in place since 2002, and while these programs have accounted for a
large portion of historic savings, they have not been able to decrease the community’s overall
electricity use, which indicates a regulatory pathway is needed. As a Board dedicated to
addressing the climate and energy crisis, we are deeply concerned our 2030 GHG reduction goals
will not be met without adoption of this policy. This policy also directly supports City Council
Priority #6: Reduce climate pollution and air pollution through best practices, emphasizing
electrification and Our Climate Future Big Move 6: Efficient, Emissions Free Buildings.
The Board supports the following key areas of the policy and implementation plan:
● Covered Buildings - Multi-family and commercial buildings greater than or equal to
5,000 square feet. This strikes an appropriate balance between capturing a meaningful
amount of the City’s buildings and energy use while focusing on up-front costs to entities
that are in a better position to make investments.
● Efficiency Targets - Adoption of Energy Use Intensity (EUI) targets.
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● Alternative Compliance Pathways - Resources and off-ramps such as EUI reduction caps,
timeline and target adjustments, waivers, and additional support for under-resourced
buildings.
● A technical and financial navigator position to provide personalized support to building
owners throughout their adoption journey as well as expansion of the incentive-based
framework using dollars from the 2025 Tax dedicated to climate initiatives.
Adopting a BPS policy is not just a climate imperative but a strategic investment in the health,
economic prosperity, safety, and resilience of our community, especially in light of federal and
state budget cuts and loss of tax incentive programs targeting GHG emissions. These issues call
on the City to take a firmer stance in meeting 2030 goals. Improvements in building efficiency
will also mitigate rising costs for Fort Collins ratepayers. This is because Platte River Power
Authority will be able to avoid or defer investments in new generation resources that may
otherwise have been necessary due to electricity demand increases from electric vehicles,
population growth, building electrification, and other contributors. The BPS policy will also
support the development of small businesses and skilled workforces that will be necessary for the
deployment of clean technologies and services to implement the policy.
Thank you for your time and consideration of this policy decision that will have positive
long-term impacts on future community resilience and health.
Very respectfully,
Kelly Stewart
Chair, Natural Resources Advisory Board
cc: Kelly DiMartino, City Manager
Jacob Castillo, Chief Sustainability Officer
Kelly Ohlson, City Council Liaison to the NRAB
Honore Depew, Sr. Manager Environmental Sustainability & NRAB Staff Liaison
Katherine Bailey, Project Manager, Energy Services
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MEMORANDUM
DATE:Aug 21, 2024
TO:Mayor and Councilmembers
CC:
Kelly DiMartino,City Manager;
Tyler Marr,Deputy City Manager;
Jacob Castillo,Chief Sustainability Officer;
SeonAh Kendall,Economic Health Director;
Brian Tholl,Sr Manager;
Katherine Bailey,Project Manager
FROM:Braulio Rojas,Chair –Economic Advisory Board;
Erin Gray,Vice-Chair –Economic Advisory Board;and
Members,Economic Advisory Board for 2024
RE:BUILDING PERFORMANCE STANDARDS
Recommendation from the City of Fort Collins Economic Advisory Board (EAB):
The EAB agrees with and recognizes the importance of the Building Performance
Standards for reaching City climate objectives.We also applaud the Energy Services
team for their robust research and proposal.However,the Board recommends that
Council consider the following factors or trade-offs in its decision-making process which
we feel may not yet be sufficiently explored:
●Return on investment:The Energy Services team identified a return on
investment of $0.85 for every $1 spent between 2024 and 2035 for the BPS
strategy,but this value only considers energy savings.This value does not
consider other benefits and factors that can directly improve the ROI for building
owners and businesses such as access to State and Federal financial resources.
●Co-benefits of BPS:It is important for Council to also consider benefits that are
not easily monetizable or incorporated into a building owner ’s accounting but that
contribute to other City goals.Well-noted benefits of BPS include:improvements
in indoor air quality,avoided GHG emissions and social damages (included in
Energy Services ROI estimate),improved climate resilience to temperature
fluctuations,job creation and improved worker productivity,and increase in ability
to attract new businesses due to the City’s reputation as a climate leader.
●Transaction costs:Building owners and businesses will struggle to find time to
navigate the technical and financial resources available to reduce their cost
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burden and it is not clear how the City’s planned educational resources and
knowledge hubs will reduce these transaction costs.The technical complexity of
the BPS ideally should be matched with technical support resources.
●Cost Burden on Businesses:Building owners may pass any associated costs
of BPS implementation onto businesses,which are already grappling with
inflation,higher wages,increased costs of goods,and substantial property tax
hikes.
●Business Mobility:In today’s mobile business environment,we must ask—what
incentives are keeping businesses in Fort Collins?We suggest the City
encourage incentives to business owners for retention,rather than imposing fines
for non-compliance,as in the initial proposal.
●Fort Collins Revenue Reliance:To maintain a well-funded city,it's essential to
bolster our business community as 56%of the City's revenue is derived from
sales tax.Escalating costs could potentially risk businesses relocating from Fort
Collins and ultimately jeopardize the City’s financial stability.
The EAB recommends taking the time to strengthen the economic case for BPS and
engage with relevant stakeholders to craft a plan that aligns with both the City's climate
goals and the economic vitality of our business community when businesses have not
yet fully recovered from the last economic recession.Our recommendation is to
evaluate all City owned buildings against the BPS for an analysis of the cost feasibility.
Further,we recommend implementing the same feasibility study with Colorado State
University.We recognize that BPS is the most powerful and direct policy action to
reduce GHG emissions by 2030,but believe strengthening the economic case can
reduce potential negative impacts on building owners,businesses,and our local
economy,and create stronger community buy-in.
ADDENDUM:
Please also consider the ongoing lawsuits regarding Energize Denver's Building
Performance Standards,which have led to a halt in all building development in Denver.
Reference:Colorado Chapter Files Lawsuit Challenging Building Performance
Standards.
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Headline Copy Goes Here
Energy Services Director
Brian Tholl
Building
Performance
Standards Policy
Update
10-28-2025
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Headline Copy Goes HereQuestions for Council
2
•Do Councilmembers
have feedback on the
Building Performance
Standards (BPS) policy
levers identified?
•Do Councilmembers
support advancing a
BPS regulatory
framework for adoption?
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Headline Copy Goes HereBuilding Performance Standards (BPS)
Compliance
•BPS require buildings to meet energy
performance targets by specific deadlines.
•BPS focus on flexibility, providing options
and off-ramps.
•Efficient buildings are already meeting
performance targets.
BPS drive gradual efficiency improvements in existing buildings
Building A
Building B
Building C
Bu
i
l
d
i
n
g
E
n
e
r
g
y
U
s
e
Baseline
Year
Interim
Target
2032
Target
Time
3
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Headline Copy Goes HereBPS Overview: Covered Buildings in Fort Collins
Building
Size
Building
Count
Building
Count
Timeline Reduction Target Reduction Target Upgrade Cost
(Per Square Foot)
Number of
total
buildings
Buildings
that need to
act
Compliance
requirement
timeline
Individual building
reduction
maximum
Average reduction
to target
5,000-
10,000
square feet
310 200 (65%)2035 15%9%$4.10 to $4.60
10,000+
square feet
780 520 (66%)2030 25%13%$4.70 to $5.10
State
covered
50,000+
square feet
80 60 (77%)2030 29%17%$4.40 to $4.70
Based on 2023 reported benchmarking data; some buildings are campuses which include multiple structures
Excludes buildings without 2023 reported data
4
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Headline Copy Goes HereWhere We’ve Been
5Staff have taken an intentional approach to policy development for three years
November
2022:
Development
work began
March 2023:
Task Force
work began
July 2023:
Technical
Committee
work began
April 2024:
City Council
Work Session
June 2024:
City Council
Work Session
January 2025:
City Council
Work Session
January 2025:
Customer
journey and
technical pilot
work began
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Headline Copy Goes Here2025 BPS Workplan Overview
6
Goals
•Test and/or validate staff assumptions used in
policy development
•Test and/or validate process steps and resources
required to implement a successful policy
•Identify tensions and opportunities associated
with economic impact and provide information
regarding implementation feasibility
Methods
•Conduct journey map activity
•Identify process, pain points and associated
mitigation strategies for implementation
•Interview sample of covered building owner
representatives to confirm
•Conduct technical assessment for six local
buildings exceeding targets and of various vintage
Staff have worked with building owners on a set of activities to provide additional policy insightsPage 127
Item 4.
Headline Copy Goes HereBPS Journey Map
Generates a shared
understanding of the BPS journey
Identifies potential points of friction and
mitigation strategies early for implementation
2
1
7
43 12
1369
5
8
10
11
Reporting
Receives
Notification
Take ActionAssess and PlanUnderstand RequirementsAwareness
15
16Engage with
City Provided
Resources
Discuss with
Internal
Stakeholders
Review
Policy
Details
Clarify
Requirements
Identify
Internal Staff
Responsibilities
Confirm/Adjust
Reported Energy
Usage Explore Upgrade
Options
Develop a Compliance
Plan, including
Alternative
Compliance Options
Secure Funding
Obtain and Select
Contractor Bids
Implement
Upgrades
Monitor
Impacts
Gather
Performance
Data
Submit Reporting/
Adjustment
Request/Waiver
Receive Confirmation
and/or Feedback
17
Reengage Until
Compliant, If Needed
14
Compliance
The journey map incorporates feedback from building owner representatives
to support successful implementation
BPS journey map provides insights into regulatory process for staff and community
7
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8
Technical Support Pilot Findings
Key Takeaways
•Cost of compliance variability ($0.15/square foot -
$13.20/square foot)
•Weighted average of upfront investment
of $4.64/square foot
•Compliance pathways are technically achievable
•Upgrades vary from behavioral to full HVAC system
upgrades
•Individual building owner awareness, understanding
requirements, and assessment and planning steps
will likely take a minimum of 12 months
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9
Pilot Building Economic Summary
Property
Building size (square feet)
Building EUI: kBTU/square foot
BPS target* for propertykBTU/square foot
Estimated cost for compliance before rebates**
Simple payback with local rebates
Cost for compliance per square foot**
Municipal building 5,500 110 36 $1,560 0.4 yrs $0.28
Mixed use museum / restaurant 17,875 269 103 $236,000 20.6 yrs $13.20
Office (1)31,669 102 56 $4,500 6.8 yrs $0.15
Office (2)44,142 110 63 $240,000 19.4 yrs $5.43
Multi-family 104,826 68 43 $490,300 19.1 yrs $4.68
Restaurant 7,066 437 185 $3,100 1.2 yrs $0.43
*All pilot buildings, due to existing energy use intensity (EUI), would be required to achieve the maximum reduction cap of 1 5%
or 25% to achieve compliance
**Cost for compliance in some cases includes replacing equipment that is past the end of its useful life
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10
Municipal Building Implementation: East Parks Shop
Assess and Plan
•Chose best pathway
•15% reduction required; 25% reduction projected based on work completed
•Pathways include upgrades underway at time of assessment (lighting, now complete)
Take Action
•In-house staff installed lighting, reprogrammed thermostats
•Contractor work to install additional programmable thermostats
•Total cost of $3,360 ($1,560 needed to meet BPS target)
•No timeline or target adjustments likely at this time due to simplicity and cost of upgrades.
Compliance
•Monitor and maintain efficiency level
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11
Historic Building Implementation
Assess and Plan
•Chose best pathway
•Pathways include upgrading two large pieces of equipment at end of useful life
Take Action
•Option 1: Implement upgrades –total cost $236,000
•Option 2: Apply for target or timeline adjustment (‘off–ramp’)
•Reduced target:
•Quantified savings possible throughout facility, not likely a target adjustment would be
granted.
•Extended timeline:
•Likely would be granted to spread work over several years to reduce annual upgrade
expenditure, and to align with end of useful life replacement
•Option 3: Non-compliance and be subject to municipal citation
Compliance
•Monitor and maintain efficiency level
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Incentive Versus Regulatory
Approach
12
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Develop policy framework for
improving performance of built
environment
OCF Driven
•Building emissions reduction
•Optimize energy use for
pursuing 100% renewable
electricity
Building Performance
Standards Policy
13Areas of Impact –Existing Commercial and Multifamily Buildings
Policies
Building Codes
Standards
Utility Rates
Incentives
Financing
Other City Fees
Education
Awareness
Transparency
Technical Assistance
Contractors
& Workforce
Training
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14
Incentive Versus Regulatory Considerations
Incentives Regulatory
Mechanism Encourages voluntary
upgrades through financial or
technical support (e.g., rebates,
tax credits, grants)
Mandates performance
improvements via energy
standards with compliance
timelines and penalties
Predictability of Outcomes
Outcomes depend on
participation rates; emission
reduction uncertain
Provides certainty and
measurable progress toward
climate goals
Administration Requires increased,ongoing
funding, easy to pivot and
adjust
Requires strong enforcement,
consistent implementation,
ongoing tech/admin support
Market impacts Stimulates innovation, pilot
projects, and workforce growth
Drives widespread adoption of
proven technologies and
practices
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15
Electric Reduction Trends and Forecast
■Expansion of Economic
Using 2050 Tax Revenue
■Regulatory (BPS)
■Economic (Utilities
Incentives)
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Policy Framework Discussion
16
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Headline Copy Goes HerePolicy Lever Trade-offs
Policy Lever Potential Change Economic/Mitigation Impact Trade-off
1. Timeline Extend compliance 3-5+
years
Minimal –Shifts outcomes +Allows additional planning, flexibility
during economic uncertainty
-Missing interim policy goals
2. Maximum
Reduction Cap
Reduce cap by 5%High –average 20% of costs for individual
buildings +Reduced individual building investment
-Reduced long-term benefits
3. Covered Buildings Exclude buildings 5,000-
10,000sf (310 buildings)
Minimal –5% reduced policy impacts,
costs +Reduced operating expense pressure
-Does not improve energy use or
building conditions for small business
Exclude multi-family
buildings (148 multi-family
campuses)
High –17% reduced policy impacts, costs +Reduces upward housing affordability
pressure
-Owners not required to reduce rate
pressure/improve living conditions for
tenants
Exclude New Construction
(2024 IECC)
Minimal –inflation / NPV -Dependance on compliance with 2024
IECCPage 138
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18
Options
Option 3: Complement utility incentives with
2050 tax incentives
Option 2: Modified BPS policy approach
1. Timeline: 2035 or later
2. Reduce cap by 5%
3. Remove small buildings
+/-new construction
Option 4: Business as usual
Option 1: Proposed BPS policy approach
2032 timeline
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Headline Copy Goes HereQuestions for Council
19
•Do councilmembers
have feedback on policy
levers identified?
•Do councilmembers
support advancing to
first reading with a BPS
regulatory framework?
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Thank you!
Brian Tholl
Energy Services Director
20
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