HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 12/10/2013 - RENEWAL OF THE 1/4 CENT COMMUNITY CAPITAL IMPROVEMDATE: December 10, 2013
STAFF: Ginny Sawyer, Policy and Project Manager
Darin Atteberry, City Manager
Diane Jones, Deputy City Manager
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Renewal of the 1/4 Cent Community Capital Improvement Program (current program is Building on
Basics) and the 1/4 Cent Street Maintenance Tax.
EXECUTIVE SUMMARY
The purpose of this item is to continue a strategic conversation regarding the process and direction
associated with the potential renewal of the current community capital improvement tax (Building on
Basics or BOB) and the Street Maintenance Tax.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does Council support the following target election dates:
a. April 2015 for the Capital Improvement Tax Renewal?
b. April 2015 for the Street Maintenance Tax Renewal?
2. What information does Council need to determine the amount and term of a continued Street
Maintenance tax? Options could include:
a. 10 years at 1/4 cent? (Current)
b. 20-25 years at 1/4 cent?
c. 1/4 cent in perpetuity?
3. What outcomes do we want to achieve with the City’s next cycle of Community Capital
Investments?
BACKGROUND / DISCUSSION
History
Fort Collins is fortunate to have a long history of voter-approved sales tax initiatives to fund major capital
projects. Since 1973, these voter-approved sales tax capital programs have continually supported efforts
to build the city we know and love today, as well as make critically needed improvements to
transportation infrastructure. (Attachment 1)
The current initiative, Building on Basics (BOB), was approved in 2005. BOB is a quarter cent tax which
equates to 25 cents on a $100 purchase. Over the 10-year period (2005 to 2015), BOB will provide
almost $58 million dollars for investment in community projects. The BOB initiative will expire December
31, 2015. (See Attachment 2 for a complete list of BOB capital projects).
The Fort Collins community has also supported street maintenance through a quarter-cent tax since
1989. The current Street Maintenance tax will expire December 31, 2015. This quarter-cent tax covers
roughly half of the Street Maintenance Program’s costs. Other program funding sources include Keep
Fort Collins Great and General Fund. This program maximizes the community’s investment in the street
network by performing ongoing maintenance before much more costly repairs or replacement is
necessary, extending the usable life of a street. The Street Maintenance Program repairs over 130 lane
miles of roads each year.
December 10, 2013 Page 2
Election Date Considerations
Targeting an April 2015 election leads to the following general targets (See Attachment 3 for Timeline
Graphic:
February-April 2014: Utilize and engage Outcome Teams
May-July 2014: Engage public during Budget outreach
July-August 2014: Council work session to narrow project list
August-November 2014: Public engagement
November-December 2014: Council work session to further narrow list
January 2015: Council work session to determine a final list and work on ballot language
February 2015: Regular meetings to adopt ballot language
With the addition of the Street Maintenance tax, consideration should also be given to putting these on
the ballot in tandem or separately. Historically, they have gone to the voters in the same election.
Board Outreach
Since the September 10, 2013 work session, staff has met with six City boards, the Chamber Legislative
Affairs group, the Convention and Tourism Board, and a group of CityWorks alumni to discuss the
process moving forward. These meetings have not been focused on specific projects other than
encouraging the groups to think towards the future and what would most benefit our community as a
whole. During these discussions there was consistent recognition of transportation needs and general
support for the both the Capital Improvement program and the Street maintenance program. Additional
board and commission meetings are scheduled.
Affordable Housing Board - September 5
Citizen Review Board - September 11
Economic Advisory Commission - September 18
Natural Resources Advisory Board - September 18
Cultural Resources Board - September 26
CityWorks Alumni - October 17
Convention and Visitors Bureau - October 22
Chamber Legislative Committee - November 1
Senior Advisory Board - November 13
Women’s Commission - December 18
Board outreach will continue throughout this project with the focus of the conversations narrowing as the
scope narrows.
Strategic Alignment
Staff has continued work on project identification, development, and potential selection/strategic criteria.
Past capital expansion projects have been vetted through a Feasibility, Urgency, Need, and Desirability
(FUND) framework. During early discussions staff added an “Additional Considerations” field to include
innovation, excellence, and triple bottom line considerations. (Attachment 4)
The current preliminary list of potential projects have been considered by the FUND framework and has
been generally sorted by the City’s Key Outcomes in an effort to align this process to our budget and
strategic planning efforts. By utilizing the existing Outcomes along with their associated goals and
Strategic Objectives, projects can be critiqued by established desired outcomes. (Attachment 5)
This allows a framework for residents, Council, and staff to ask:
Does this investment further an outcome? How?
Which of the objectives are we trying to achieve?
Does this project meet the objectives of more than one Outcome?
December 10, 2013 Page 3
Outcomes and Strategic Objectives
Below are the seven Outcomes and their respective Strategic Objectives that could be the framework for
selecting a capital expansion project list. (For more detail see Attachment 6-Outcome Maps, and
Attachment 7-Stategic Plan Summary.)
Safe Community:
Proactively Support prevention and community safety through education and outreach initiatives.
Improve response times to collisions, crimes, fires, utility emergencies and medical services.
Improve the safety and reliability of the City's built environment.
Support community wide planning, preparedness and recovery from community disasters.
Transportation:
Provide safe, well-functioning, high quality streets, bikeways, sidewalks, trails & infrastructure.
Provide long-term transportation planning to enhance citizen mobility and improve traffic flow.
Limit the rate of increase or reduce vehicle traffic and enhance alternative travel modes.
Address long-term maintenance & operations cost of transportation infrastructure.
Enhance the sustainability of the physical assets as well as the operations of transportation
systems.
Neighborhood Livability:
Develop innovative enforcement efforts & voluntary compliance with City codes.
Provide, enhance & maintain attractive public spaces.
Preserve the character of neighborhoods & enhance/maintain the attractiveness of
neighborhoods.
Encourage partnerships with private entities and public agencies for housing, & other programs.
Improve neighborhood parking management.
Economic Health:
Enhance opportunities for both businesses and the local workforce.
Foster a diverse mix of employment and retail opportunities Focus & invest in the downtown area,
river district, Lincoln triangle & midtown corridor.
Ensure adequate staff to provide timely review and critique of development opportunities.
Revitalize and strengthen business centers.
Culture and Recreation:
Provide exceptional programs and facilities that contribute to the health & cultural vibrancy of the
community.
Provide outstanding customer service & operational excellence.
Provide programs that are diverse, innovative and tailored to our unique community.
Maintain and enhance a world class regional interconnected system of parks, trails & open lands.
Promote the arts and make Fort Collins the cultural destination in northern Colorado.
Environmental Health:
Maintain and improve air and water quality.
Reduce greenhouse gas emission to 20% of 2005 by 2020, and to 80% by 2050.
Conserve and restore natural habitat and promote biological health & diversity.
Reduce waste and resource consumption.
Increase energy conservation, efficiency & renewable energy.
Align water quantity with storage and conservation policies.
December 10, 2013 Page 4
High Performing Government:
Improve leadership capability and increase leadership effectiveness.
Improve organizational fiscal literacy, financial management & fiscal strength.
Implement a systematic approach to identify, organize, & communicate performance measures.
Attract, engage and retain a high quality, creative workforce with a diverse set of skills.
Promote and invest in employee health and safety.
Develop and foster key community partnerships.
Establish a culture of exceptional customer service and deliver services that exceed community
expectations.
Public Engagement Plan
Public engagement will be critical throughout the span of this project. Staff is preparing a public
engagement plan at the “Collaborate” level.
Beyond the standard methods of open houses and meeting with boards and commissions, the timing of
this process lends itself to fully engaging proposed Outcome Teams for this process. These Teams
(formerly called Result Teams) will include two citizens and multiple staff (both content experts and other
interdepartmental staff) who will be deeply immersed in the Budget process and the City’s Strategic Plan.
Staff will also be able to interact with residents during budget outreach and start conversations about
potentially needed and desired projects that cannot be funded through the budget process but that could
be candidates for a capital improvement renewal tax.
The public engagement plan will also include outreach and access to all stakeholder groups, existing civic
groups, interested neighborhood groups, as well as a social media and online component. An in-depth
dialogue forum, run in conjunction with the Center for Public Deliberation could also be considered.
NEXT STEPS
Staff will work with the City Manager to arrange extended work time for Council to review and
discuss project descriptions, revenues, and potential project candidates for the capital tax
renewal.
Staff will continue to meet with boards, commissions, and other public groups.
Staff will draft and formalize a detailed Public Engagement Plan by Q1-2014.
ATTACHMENTS
1. Voter Approved Tax Initiatives (PDF)
2. Building on Basics 2005 Projects List (PDF)
3. Timeline Graphic (PDF)
4. Fund Criteria (PDF)
5. Potential Projects by Outcome Areas (PDF)
6. Outcome Maps (PDF)
7. 2013 Strategic Plan Summary (PDF)
8. BOB II Sales and Use Tax Projections (PDF)
9. Project Descriptions (PDF)
Choices ’73: Designing Tomorrow Today –1 cent – 1973-1980
• Comprehensive Land Use Master Plan
• Avery House purchase
• Downtown Redevelopment projects
• Main Library
• Lincoln Center
• Fire Station #4
• Mulberry Pool
• City Hall Building
• Open Space land acquisition
• Parks acquisition
• Sewer to Andersonville and Alta Vista
• Storm Drainage Program
• Comprehensive Transportation Study
• Bus System
• Street Improvements
Project RECAP –¼ cent – 1984-1989
• Major Street Improvements
- Lemay, Horsetooth to Harmony
- Shields Street Improvements
* Intersections at Mulberry, Prospect, LaPorte
* Widening and bike path, Prospect to Laurel
- Timberline/Prospect Intersection
- Prospect, Shields to Taft Hill
- College Avenue Medians, Horsetooth to Creger
- Prospect/Taft Hill Intersection
- Mulberry/Canyon Intersection
- Street Major Maintenance Program
- Bikeways on College, Timberline and Horsetooth
• Sidewalk Pedestrian Access Ramps
• Indoor Pool Renovation
• Poudre Fire Authority equipment replacement and land acquisition
• Open Space and Trails acquisition and construction
Edora Pool Ice Center (EPIC)–¼ cent – 1985-1989
Natural Areas Tax–¼ cent – 1992-1997
Choices 95 –¼ cent – 1990-1997
• Major Street Improvements
- Shields, Davidson to Casa Grande
- Prospect Intersection Improvements
* Lemay
* Taft Hill
* College
- Prospect, Shields to Taft Hill
- Shields, Laurel to Prospect
- Eastside Neighborhood Intersections
- Drake, Canterbury to Taft Hill
- Timberline Extension, Prospect to Summitview
- College/Drake Intersection
• Fire Station #10 Land Acquisition
• Fire South Battalion
• Lincoln Center Restrooms
• Parks and Open Space Projects
• Senior Center
• Eastside Neighborhood Park
• Southwest Community Park Land Acquisition
• Park Enhancements -- Buckingham and Edora
• Indoor Pool Renovations
Voter Approved Sales Tax Initiatives 1973-2021
ATTACHMENT 1
Building Community Choice –Three Separate ¼ cents – 1997-2005
Community Enhancements
• City/School District Community Projects
• Shields Street, Horsetooth to Troutman
• Police Building Land
• Northeast Truck Route
• Library Technology
• New Main Library Land
• Prospect, Poudre River to Summitview
• Performing Arts Center Land
• Taft Hill Road, Drake to Derby
• EPIC Second Ice Sheet
• Northside Aztlan Community Center
Streets and Transportation
• Pavement Management Program
• Pedestrian Plan
• Mason Trail
• North College Corridor
Natural Areas and Parks
• Natural Areas Acquisition
• Community Park Improvements
• Community Horticulture Center
• Gardens on Spring Creek
• Fossil Creek Community Park
• Regional Trails
Open Space Yes! –¼ cent – 2006 - 2030
• Renewal of BCC Natural Areas and Parks ¼-cent tax for Open Space Acquisition and Maintenance
Street Maintenance –¼ cent – 2006-2015
Building on Basics –¼ cent – 2006-2015
• Library Technology
• Fort Collins Museum/Discovery Science Center Joint Facility
• Lincoln Center Renovation/Cultural Facilities Plan
• Park Upgrades and Enhancements
• Fort Collins Senior Center Expansion
• Police Services CAD Replacement
• Harmony Road, Seneca to College Avenue
• Intersection Improvements and Traffic Signals
• North College Avenue Improvements
• Timberline Road, Drake to Prospect
• Transit Fleet Replacement Buses
• Bicycle Program Plan Implementation
• Pedestrian Plan and ADA Improvements
Keep Fort Collins Great – .085 cents – 2011-2021
• 33% Street Maintenance and repair
• 17% Other Transportation needs
• 17% Police Services
• 11% Poudre Fire Authority
• 11% Parks Maintenance and Recreation Services
• 11% Other Community Priorities
-------------------------------------------------------------Project Public Engagement---------------------------------------------------------
APRIL 2015-TARGET ELECTION
April May June
September
July August December
October November
March
January February March April
Budget Outreach
Projects Narrowed
and Ballot
Language
Determined
(Council)
April, 2015
Election Date
Narrow Project List Based on
Public Feedback-(Council)
Narrow Project List to
20-25 projects-(Council)
2015
2014
Budget Work
Sessions Begin
1st Reading on
Budget
2nd Reading on
Budget
Engage Outcome Teams Continue Standard Engagement Methods Move Engagement Towards
Utilize Budget Outreach Consider Public Dialogue Forum Prioritizing and Narrowing
ATTACHMENT 3
Criteria
Examples for evaluating
Feasibility:
Practical considerations
related to the ability of
the City to achieve the
project’s goals, including
financial considerations
and other limitations.
If the project requires the cooperation of other jurisdictions or entities, is that cooperation
likely?
Does the project leverage funds from other entities, enhancing its cost effectiveness?
Is successful completion of all phases of the project likely?
Does the project have future operations and maintenance costs? If so, is there a funding
mechanism?
Are all of the resources to complete the project available, including right of way,
technology, etc?
Is the project feasible within available funding?
Urgency:
Time related criteria.
Is the project “mandatory” for any reason, such as Adequate Public Facilities requirements,
Federal air quality standards, ADA requirements, etc.?
Does the project address a serious issue of health, safety, or welfare for the community?
Are there significant implications of deferring the project, such as a lost opportunity, or
substantially higher cost if deferred?
Will deferral of a project have an impact on inter-jurisdictional relationships by affecting
a neighboring jurisdiction?
Does the project address serious environmental issues that, if not addressed soon, will
become much more significant?
Need:
Data driven criteria
which relate to Master
Plans and Level of
Service Standards
Does the project enhance service or safety as measured against a standard (adopted or
generally accepted)?
Does the project implement elements of an adopted master plan?
Does the project maintain an existing service level?
Does the project correct an existing deficiency in an adopted LOS or standard?
Does the project promote continuity by filling in a gap or completing a system?
Desirability:
Qualitative criteria that
help rank projects by
policy related criteria,
including impacts on
various interests and
benefits to different
individuals or groups.
Does the project promote continuity by filling in a gap or completing a system?
Does the project enhance a “quality of life” service?
Does the project contribute to the economic vitality and sustainability of the community?
Does the project help avoid a significant cost or adverse impact?
Is the project popular with voters/users, including a high public perception of need?
Does the project have positive environmental impacts, or avoid negative environmental
impacts?
Will the project prove to be a long-term investment, with a long life span?
Does the project enhance the aesthetics qualities of the community?
Does the project create an opportunity for leveraging other funds?
Does the project have positive impacts on Social Justice issues, including cultural impacts
and the equitable provision of services?
Page
# Project
Could
be
Phased
Cost
(Low)
Cost
(High)
Annual
O&M
Safe
Comm. Trans.
Neigh-
borhood
Livability
Econ.
Health
Culture
and Rec
Enviro.
Health
High Perfor.
Gov't Comments/Questions
CS 1 1 Southeast
Community Creative
Center
7,000 10,000 175
x
CS 2 2 Downtown Poudre
River Enhancements
x
13,500 13,500
x x
CS 3 3 Water Sustainability
Improvements for
Parks and Golf x
4,200 4,200 10
x
CS 4 4 Renovation of the
Historic Carnegie
Building
2,000 2,000 10
x
CS 5 5 Completion of the
Gardens on Spring
Creek
2,000 2,000 20
x
CS 6 6 Recreational Trail
Enhancements
x
2,000 2,000 20
x x
CS 7 7 Preserving our
Heritage: City Park
Train; Club Tico
Renovation; Fire
Museum
x
Page
# Project
Could
be
Phased
Cost
(Low)
Cost
(High)
Annual
O&M
Safe
Comm. Trans.
Neigh-
borhood
Livability
Econ.
Health
Culture
and Rec
Enviro.
Health
High Perfor.
Num Gov't Comments/Questions
Potential Capital Improvement Tax Projects By Outcome
OS 3 9 EPIC Pool
Improvements
2,000 2,000
x
OS 4 9 Downtown
Maintenance Shop
3,500 3,500
x
OS 5 10 Vehicle Storage 3,000 3,000 0
x x
OS 6 11 Building and
Development Services
6,000 7,000 0
x
OS 7 11 City Hall
Administration
Building x
40,000 50,000
x
OS 8 12 Parking Garage &
Retail Space
8,000 9,000
x
OS 9 13 Police Vehicle
Maintenance Facility
6,500 7,500
x x
OS 10 13 Downtown Restroom 350 350
x
T 1 15 Vine & Lemay Grade
Separated
Crossing Design, ROW
and Construct
x
20,000 20,000 60
Page
# Project
Could
be
Phased
Cost
(Low)
Cost
(High)
Annual
O&M
Safe
Comm. Trans.
Neigh-
borhood
Livability
Econ.
Health
Culture
and Rec
Enviro.
Health
High Perfor.
Num Gov't Comments/Questions
Potential Capital Improvement Tax Projects By Outcome
T 2 15 Realigned Vine Drive -
College to Lemay
8,000 12,000 30
x x x x
T 3 16 Realigned Vine Drive-
Lemay to Timberline
8,000 12,000 30
x x x x
T 4 16 Timberline Road
Improvements
12,000 12,000 36
x x x x
T 5 17 Trilby Road
Improvements I-
College to Lemay x
8,000 8,000 24
x x x
T 6 17 Trilby Road
Improvements II-
Lemay to Timberline x
12,000 12,000 36
x x x
T 7 18
Southwest
Annexation Road
Improvements
Fund
5,000 5,000
x
T 8 18 West LaPorte Avenue
Improvements
2,500 2,500 8
x x
T 9 19 East Mulberry
Corridor planning,
Page
# Project
Could
be
Phased
Cost
(Low)
Cost
(High)
Annual
O&M
Safe
Comm. Trans.
Neigh-
borhood
Livability
Econ.
Health
Culture
and Rec
Enviro.
Health
High Perfor.
Num Gov't Comments/Questions
Potential Capital Improvement Tax Projects By Outcome
T 11 20 Prospect Road
Improvements I-Taft
to Poudre River x
22,000 22,000
x x x x
T 12 20 Prospect Road
Improvements II-
Poudre River to I-25 x
7,500 7,500 23
x x x
T 13 21 Lincoln Boulevard
Improvements
12,000 12,000 36
x x x
T 14 21 Willow Street
Improvements
x
3,500 3,500 11
x x
T 15 22 Jefferson Street
Improvements
x
7,500 7,500 24
x
T 16 22 College Midtown
Transportation Plan
Implementation
10,000 12,000
x x x
T 17 23 Harmony Plan
Implementation -
Complete Missing
Sidewalks
600 600 2
x x
Page
# Project
Could
be
Phased
Cost
(Low)
Cost
(High)
Annual
O&M
Safe
Comm. Trans.
Neigh-
borhood
Livability
Econ.
Health
Culture
and Rec
Enviro.
Health
High Perfor.
Num Gov't Comments/Questions
Potential Capital Improvement Tax Projects By Outcome
T 20 24 E. Harmony Road
Improvement-
College to Boardwalk
5,500 5,500 17
x x
T 21 24 Harmony Plan
Implementation -
Buffered Bike Lanes
250 250 1
x x
T 22 25 Harmony Plan
Implementation -
Intersection
Improvements
Including Queue
Jumps
10,000 10,000 30
x x x
T 23 25 ADA Sidewalk
Compliance / Ped
Plan / Arterial Ped
Crossings
8,000 8,000 24
x x
T 24 26 Bike Plan
Implementation
2,000 2,000 6
x x
T 25 26 Bike/Ped Grade
Separated Crossings
10,000 10,000
x x
T 26 27 Underpass at
Harmony (Ped/Bike)
and Power Trail
Page
# Project
Could
be
Phased
Cost
(Low)
Cost
(High)
Annual
O&M
Safe
Comm. Trans.
Neigh-
borhood
Livability
Econ.
Health
Culture
and Rec
Enviro.
Health
High Perfor.
Num Gov't Comments/Questions
Potential Capital Improvement Tax Projects By Outcome
T 29 28 Quiet Zone
Implementation II-
(Drake to Trilby - 5
crossings)
x
1,250 1,250 50
x x
T 30 29
Downtown Mason
Street Enhancements,
including BNSF Safety
Fencing
3,000 3,000
x x
T 31 29 Bus Stop Installation
and Enhancement-
ADA
1,000 1,000 28
x
T 32 30 Bus Fleet
Replacement
4,200 4,200 627
x
T 33 30 Downtown Circulator -
Lincoln Avenue
x
4,200 4,200 400
T 34 31 Arterial Intersection
Improvements
7,500 7,500 2
x x
T 35 31 High Priority, Small
Capital Project Fund
3,000 3,000 9
x
Page
# Project
Could
be
Phased
Cost
(Low)
Cost
(High)
Annual
O&M
Safe
Comm. Trans.
Neigh-
borhood
Livability
Econ.
Health
Culture
and Rec
Enviro.
Health
High Perfor.
Num Gov't Comments/Questions
Potential Capital Improvement Tax Projects By Outcome
P 1 34 Regional Training
Facility
10,000 10,000 35
x
P 2 34 HALO Camera and
Other Camera
Monitoring
1,090 1,090 0
x x
P 3 35 Computer Aided
Dispatch/Record
Management System
Upgrades
2,000 2,000 0
x x
P 4 35 Campus West Police
Substation
360 360 77
x x
P 5 36 Future Neighborhood
Policing Substation
375 375 70
x x
SS 1 38 Energy Kiosk for
Downtown
x x x
SS 2 38 Sustainable Child
Care Center
2,000 2,500 825
x x
SS 3 39 Climate Action
Projects
x
2,000 2,000
x x
Page
# Project
Could
be
Phased
Cost
(Low)
Cost
(High)
Annual
O&M
Safe
Comm. Trans.
Neigh-
borhood
Livability
Econ.
Health
Culture
and Rec
Enviro.
Health
High Perfor.
Num Gov't Comments/Questions
Potential Capital Improvement Tax Projects By Outcome
SS 5 40 Downtown
Convention Center
8,200 8,200
x
SS 6 41 Midtown Urban
Gateway
Enhancements
1,000 1,000
x
SS 7 41 Organics Composting
Facility
x
2,000 2,000
x
ALL VALUES ARE IN THOUSANDS 8
• Offer high quality and
diverse culture and
recreation programs and
opportunities
• Support visual and
performing arts, culture,
and recreation
educational programming
• Develop visual and
performing arts, culture,
recreation, and education
partnerships
• Promote visibility of arts,
culture, and recreation
opportunities (including
opportunities for youth)
• Provide well-maintained,
attractive, functional, and
safe facilities, lands, parks,
and recreational trails
• Practice environmental
sustainability
• Utilize effective and
innovative partnerships
• Adapt to change in
community needs & interests
• Support an interconnected
and regional and local
system of parks, trails and
open lands
• Explore other regional
partnerships
• Demonstrate
effective and
innovative
financial
sustainability
• Offer fee-based
and free
programs
• Provide
opportunities in
convenient
locations citywide
• Provide a variety
of operating
hours
• Serve diverse customer
needs and
expectations
• Provide innovative and
effective programming
and practices
• Utilize efficient and
innovative
technologies and
communication
strategies
• Offer programmed and
non-programmed
• Quality
Design/Building
Standards
• Sustainable/
Attainable Housing
• Mix of Housing
Types, Densities
and Locations
• Ownership
Opportunities
Primary Factors
Adequate and
Diverse Supply
of Quality
Housing
yy
Attractive
Neighborhoods
Good
Neighbor
Relationships
Community
Functionality
and Attractive
Design
Secondary/Causal Factors
Community and Neighborhood Livability
• Attractive Public
Places
• Clean and
Maintained
• Code Compliance
• Graffiti-free
• Historic
Preservation
• Parking
• Collaboration/
Outreach
• Occupancy
Standards
• Reasonable
Noise Levels
• Informal
Networks/HOAs
• Conflict
Resolution
• Economic, Social, and
Environmental Sustainability
• Efficient Supply of
Infrastructure and Services
• Prioritized Infill and Targeted
Redevelopment
• Unique Gateways
• Coordinated Edges and
Growth Management Areas
• Multi-Modal Connections
• Mixed-Use Community
Centers
Fort Collins provides a high quality built environment and
supports quality, diverse neighborhoods.
• Balance
talent/workforce
• Encourage retail
mix/opportunities
• Recruit unique
businesses
• Support target
industry clusters
• Encourage
collaboration and
partnerships
• Strengthen business
retention &
expansion
• Foster transparency
• Ensure retail sales
diversity
• Maintain
effective/efficient
City processes
• Encourage
collaboration and
partnerships
• Encourage housing
affordability
• Support community
values
• Champion local
businesses
• Ensure access/usability
of business centers
• Provide safety
• Protect local aesthetics
• Encourage
collaboration and
partnerships
• Promote incubation &
recruitment
• Foster intellectual
property
• Partner to identify and
address challenges to
business
• Support access to
capital
• Resource infrastructure
to meet business needs
• Encourage collaboration
and partnerships
Primary Factors
Create
Diversity
Ensure
Resiliency
Provide
Opportunity
Preserve
Place
Economic Health
Fort Collins promotes a healthy, sustainable economy
• Water treatment*
• Pollution Prevention*
• Wastewater treatment*
• Stormwater management &
• treatment* Watershed & floodplain
• management* Water supply and
• conservation* Climatic conditions &
adaptation*
Primary Factors
Exceptional
Stewardship of
Water Resources
Secondary/Causal Factors
Excellent Air
Quality
Exemplary Land
Conservation &
Stewardship
• Open lands*
• • Land Built environment use* (green
• buildings)Healthy & * bio-diverse habitat
• Community buffers
• Access & engagement*
• Scenic views
• Natural heritage
• Collaborative partnerships*
• Efficient and integrated energy
• • • systems* Energy Renewable Waste generation, use energy* & conservation* recycling &
diversion, energy production*
• • Greenhouse Mobile sources* gas emissions*
• Transportation*
• • Indoor Commercial/air quality industrial
activities*
Environmental Health
Fort Collins promotes, protects, and enhances a healthy and
sustainable environment.
Note: Secondary factors that influence multiple Primary Factors are designated with an asterisk (*)
• Provide a range of public
engagement methods
• Provide opportunities for
community involvement
• Communicate effectively
• Promote collaboration
• Support volunteerism
• Inform citizens of City
services, policies plans, and
direction
• Transparent and accountable
• Maintain public trust
• Fiscal responsibility
• Provide administrative
support for City leadership
• Outstanding customer
service
• Promote civility, inclusion
and diversity
• Value continuous
improvement and innovation
• Provide exceptional support
services
• Forge partnerships to create
opportunities
• Safeguard community assets
• Create a culture of
innovation
• Embrace organizational core
values
• Cultivate diverse, effective
leadership
• Foster knowledge transfer
• Promote succession
planning
• Value work/life balance
• Invest in professional and
personal development
• Provide competitive, fair
compensation
• Invest in employee health
and safety
Primary Factors
Active and
Engaged
Community
y
Effective
Local
Governance
Engaged and
Innovative
Workforce
Secondary/Causal Factors
High Performing Government
Fort Collins exemplifies an efficient, innovative, transparent,
effective and collaborative city government.
• Multi-purpose design
elements in public
infrastructure
• Safe design and
inspection
• Appropriately-lit
buildings, streets,
parking lots
• Well-maintained
facilities and streets
• Flood control
structures/measures
• Clean, well-kept non-
residential areas
• Safety oriented utility
system design
• Innovative
technology
• Utilize volunteer
• Collaboration with
local, state and
federal entities,
• Victim assistance
• Contract services:
mental health,
animal control,
human services
• Community
problem solving
• Regional
initiatives, Public-
private
partnerships
• Highly trained emer-
gency personnel
• Effective communi-
cation systems
• Reliable electric
power
• Appropriate equip-
ment & technology
• Response/recovery
to natural disaster &
outages events
• Strategic problem
solving
• Pre-incident plans
• Strong relationships
with funding partners
Secondary/Causal Factors
•
•
•
•
•
•
•
•
• Restored
community services
Secondary/Causal Factors
• Capacity
Improvements
• Traffic light
timing
• Parking
• Signs &
directions
• Routes &
zones
• Maintenance
• Capital
improvements
• Design
standards
• System
connectivity
• Safety and
efficiency
improvements
• Technology
infrastructure
• Planning
• Funding
sources
• Demand
forecasting
• Partnerships &
collaboration
• Mass/para
transit
• Bicycling
• Walking
• Carpooling
• Car sharing
• Online/
telecommuting
• Wheelchair &
disability
access
• Outreach &
education
• Incentives
• Citizen
involvement
• Environmental
impact
Primary Factors
Traffic
Flow
Quality Travel
Surfaces &
Infrastructure
Integrated
Land Use &
Transportation
Planning
Mobility /
Travel
Mode
6/18/2013
City of Fort Collins 2013-2014 Strategic Plan Summary
Key Outcomes
Strategic Objectives Strategic Initiatives
(Department)
1
Community &
Neighborhood
Livability
Provide a high quality built
environment and support
quality, diverse neighborhoods
1.1. Develop innovative enforcement efforts & voluntary compliance with City codes
1.2. Provide, enhance & maintain attractive public spaces
1.3. Preserve the character of neighborhoods & enhance/maintain the attractiveness of neighborhoods
1.4 Encourage partnerships with private entities and public agencies for housing, & other programs
1.5 Improve neighborhood parking management
2
Culture &
Recreation
Provide diverse cultural and
recreational amenities
2.1 Provide exceptional programs and facilities that contribute to the health & cultural vibrancy of the community
2.2 Provide outstanding customer service & operational excellence
2.3 Provide programs that are diverse, innovative and tailored to our unique community
2.4 Maintain and enhance a world class regional interconnected system of parks, trails & open lands
2.5 Promote the arts and make Fort Collins the cultural destination in northern Colorado
3
Economic
Health
Promote a healthy, sustainable
economy reflecting community
values
3.1 Enhance opportunities for both businesses and the local workforce
3.2 Foster a diverse mix of employment and retail opportunities
3.3 Focus & invest in the downtown area, river district, Lincoln triangle & midtown corridor
3.4 Ensure adequate staff to provide timely review and critique of development opportunities
3.5 Revitalize and strengthen business centers
4
Environmental
Health
Promote, protect and enhance a
healthy & sustainable
environment
4.1 Maintain and improve air and water quality
4.2 Reduce greenhouse gas emission to 20% of 2005 by 2020, and to 80% by 2050
4.3 Conserve & restore natural habitat & promote biological health & diversity
4.4 Reduce waste and resource consumption
4.5 Increase energy conservation, efficiency & renewable energy
4.6 Align water quantity with storage and conservation policies
5
High
Performing
Government
Deliver an efficient, innovative,
transparent, effective and
collaborative city government
5.1 Improve leadership capability and increase leadership effectiveness
5.2 Improve organizational fiscal literacy, financial management & fiscal strength
5.3 Implement a systematic approach to identify, organize, & communicate performance measures
Base 2013 Forecast Sales Tax* 2014 Budget Use Tax
$ 5,400,000 $ 936,300
Projections Annual Total
2016 $ 5,618,160 $ 974,127 $ 6,592,287
2017 $ 5,730,523 $ 993,609 $ 6,724,132
2018 $ 5,845,134 $ 1,013,481 $ 6,858,615
2019 $ 5,962,036 $ 1,033,751 $ 6,995,787
2020 $ 6,081,277 $ 1,054,426 $ 7,135,703
2021 $ 6,202,903 $ 1,075,514 $ 7,278,417
2022 $ 6,326,961 $ 1,097,025 $ 7,423,985
2023 $ 6,453,500 $ 1,118,965 $ 7,572,465
2024 $ 6,582,570 $ 1,141,344 $ 7,723,914
2025 $ 6,714,221 $ 1,164,171 $ 7,878,393
Total $ 61,517,285 $ 10,666,414 $ 72,183,698
*Sales Tax Projections Based 2013 January-November actuals and forecast for December.
*Use Tax projections are based off a “normal” year of revenue and not the last two years
which have been abnormally high.
BOB II Sales and Use Tax Projections
ATTACHMENT 8
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CS1
PROJECT TITLE: Southeast Community Creative Center
ESTIMATED PROJECT COST: $7-10M
ESTIMATED ANNUAL O&M: $200K
Service Area: Community Services Department: Recreation Services
Project Location: Directly west of Fossil Ridge High School or at Fossil Creek Community Park
Project Description:
A leading edge Community Center focused on inspiring creativity through innovation, technology,
art, physical health and idea sharing. The multifaceted and unique complex will serve as a center
for the community to create, share and interact while providing access to new and emerging
technology, collaborative opportunities and learning experiences. The Center will include space
for citizens to convene, collaborate and create. The spaces will be functional, open and equipped
with features to help promote successful creativity. The Center will also provide an opportunity
for community members to express their creativity through art exhibitions and project displays.
The Center will feature a unique approach to idea building and creativity by encouraging a
connection to nature and physical activity. The Center’s surrounding park environment (SE Park or
Fossil Creek Park) will complement the core concept of the project by strongly linking discovery,
nature, physical activity and creativity. The center’s location will be positioned to allow future
expansion based on the community’s need and growth. A southeast community center is included
in the 2008 Parks and Recreation Policy Plan and the 2008 Cultural Facilities Plan.
Why is this Project Needed?
In the next 20 years a 70 percent job growth and 41 percent residential growth is projected
along Harmony Road. Southeast Fort Collins is rapidly growing but it does not have a community
center. Citizens in the southeast need an accessible, safe, convenient and interesting place to
convene, socialize and collaborate. This center will support and enhance our community’s desire to
create, invent and share ideas while celebrating the entrepreneurial and pioneering values that
have always been a part of Fort Collins. The Center will be a destination built on our community’s
vibrant history of creativity while simultaneously embracing a future of innovation. This center in
combination with the surrounding park will define this rapidly growing area as the epicenter for
community-based ideas and innovation.
ATTACHMENT 9
COMMUNITY SERVICES: CULTURE, RECREATION, RIVER, AND PARKS
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CS2
PROJECT TITLE: Downtown Poudre River Enhancements
ESTIMATED PROJECT COST: $13.5M
ESTIMATED ANNUAL O&M: $75
Service Area: Community Services Department/Program: Natural Areas and PP&D
Project Location: Poudre River between Shields Street and Lincoln Avenue
Project Description:
This project has three distinct enhancement areas. The Coy diversion project (near the Power
Plant building) involves modifying/removing the Coy diversion structure and boat chute, creating
a whitewater park, enhancing the river habitat and adding a pedestrian bridge over the river
east of College Avenue. The Martinez/Legacy Park project improves Legacy Park by routing the
road away from the river, modifying and revegatating the river bank, adding picnic areas,
creating natural play areas, and adding a restroom, parking and landscaping. The project also
re-grades parts of both parks to connect them to the floodplain, which mitigates flooding risks at
College Avenue. This project also modifies the Lake Canal diversion structure to facilitate boating
and fish movement. The third project implements the Poudre River Enhancement Plan between
Linden and Lincoln. Improvements include bank stabilization and beautification as well as habitat
enhancements. This reach of the river has been heavily impacted by human use over the years
and this project will help beautify and naturalize the area. Implementation of the project requires
cooperation from other parties with ownership interests in diversion structures and other property
impacted by the improvements.
Why is this Project Needed?
The Poudre River is an elemental part of Fort Collins yet it has never been integrated into the
fabric of our community. This project will connect the community to the river. The project will
significantly improve the river ecosystem and help restore the river’s natural beauty. River
recreation will be greatly enhanced by trail improvements, play areas, river access points, picnic
areas and a whitewater park. The project will also help protect life and property by improving
management of stormwater.
Other Related Projects:
Woodward natural area and river improvements; Sterling and McMurry Ponds river
improvements; Shields bridge replacement (County).
Additional Details:
The Coy diversion project is estimated to cost $6 million. The Martinez/Legacy project is
estimated to cost $5.3 million. The Linden/Lincoln project is estimated to cost $2.5 million. Total
project cost is $13.8 million. Staff intends to seek funding for the Coy diversion project through
the BFO process and other available avenues to accelerate implementation.
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CS3
PROJECT TITLE: Water Sustainability Improvements for Parks and Golf
ESTIMATED PROJECT COST: $4.2M
ESTIMATED ANNUAL O&M: $10K
Service Area: Community Services Department/Program: Parks and PP&D
Project Location: Various parks and SouthRidge Golf Course
Project Description:
This project saves 7,000,000 gallons of water each year by replacing the 30 year old irrigation
system at SouthRidge Golf Course with a new, efficient system. The project saves 2,000,000
gallons of water annually by installing a synthetic turf field on the oval at Fossil Creek Community
Park. This project also saves 20,000,000 gallons of treated water each year by converting Lee
Martinez, Avery and Soft Gold parks to raw water irrigation systems. These parks are currently
irrigated with treated water.
Why is this Project Needed?
The 30 year old, inefficient irrigation system for SouthRidge Golf Course has reached the end of
its useful life. Replacing it with a new, efficient irrigation system will save over 7 million gallons of
water annually. The current irrigation system breaks down frequently, resulting in the need for
costly repairs. The City’s Golf Division has been funded by earned revenue for many years but it
is a break-even operation, without the financial resources to replace the system. Most municipal
golf operations do not break-even, with 67% requiring General Fund support to meet
expenses. The City’s General Fund has supported the Golf Division in the past, primarily related
to paying a portion of the debt incurred to build SouthRidge. From 2008 through 2011 the Golf
Division lost ~$240,000 and utilized reserves to balance its budget. 2012 was an exceptional
weather year making up for much of the loss from the previous four years. Golf in northern
Colorado is very competitive and the City has not been able to invest in our three courses to the
extent needed. Funding the SouthRidge irrigation system with City capital dollars will allow fee
revenues to improve the overall quality of our golf courses and help ensure the Golf Division
remains self-funded.
The turf fields in the oval at Fossil Creek Park have never been robust due to poor soil conditions
and salty irrigation water. Replacing a large area of the oval with synthetic turf will save 2
million gallons of water each year and it will greatly improve the playability of the fields. The
new fields will also stand up to repeated play; so many more games can be scheduled on them.
A number of synthetic turf fields have been installed in Colorado and they are highly regarded
by staff and users. Synthetic fields also save on maintenance expenses by eliminating mowing
and irrigation needs.
Converting the irrigation systems at Martinez, Avery and Soft Golf parks to raw water saves 20
million gallons in treated water use annually. Reducing treated water consumption is a very
important goal in our semi-arid environment. The conversion also reduces operating costs because
raw water is much less expensive than treated water.
Additional Details:
The cost of the new irrigation system at SouthRidge Golf Course is 2.2 million dollars. The cost of
the synthetic turf fields at Fossil Creek Park is 1.25 million dollars. The cost to convert Martinez,
COMMUNITY SERVICES: CULTURE, RECREATION, RIVER, AND PARKS
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Avery and Soft Gold parks to raw water irrigation systems is $750,000. The total project cost is
4.2 million dollars.
CS4
PROJECT TITLE: Renovation of the Historic Carnegie Building
ESTIMATED PROJECT COST: $2M
ESTIMATED ANNUAL O&M: $10K
Service Area: Community Services Department: Cultural Services
Project Location: 200 Mathews Street
Project Description:
This project renovates the historic 1904 Carnegie library building for re-use as the Community
Creative Center. The creative center concept includes flexible inexpensive spaces for the
community to rent to support their creative endeavors. Once fully renovated, the building will
house galleries, performance space, classrooms, innovative think spaces, and a digital class room.
The building is currently offering rental gallery space and serving as the home to the Arts
Incubator of the Rockies (AIR), Beet Street’s professional development program for creativity and
business. It also is intended that the Fort Collins Public Access Network (FCPAN) will create a
studio in the basement level of the building, allowing more of the community to access the cable
station.
Cultural Services partnered with Beet Street to secure a $100,000 National Endowment for the
Arts Our Town grant in 2011. The grant included funds to work with an architect (RB+B) to
develop a space use program for transitioning the building to the new community creative center.
In addition, in 2012, A&E Design Associates surveyed the building to estimate historic restoration
needs. The two plans call for the following work to be completed:
Uncover and restore windows
Add a main staircase to connect all three floors
Add restrooms to the main level
Create tech-rich think-space/lounge
Renovate the lower level to accommodate a studio, wet and dry classrooms, and
gallery
Enlarge and outfit the lower level classroom with digital technology for live-
streaming
Restore interior floors and finishes, improve HVAC, upgrade electrical, consolidate
storage, and fix foundation drainage issues.
Why is this project needed?
The historic 1904 Carnegie building is one of the oldest, continuously operating public buildings in
Fort Collins, designated a local Historic Landmark District by Resolution in 1978. The building is
also a contributing structure to the Laurel School Historic District, National Register 10/3/1980,
5LR.463. The building is now the home of the Community Creative Center but it requires
COMMUNITY SERVICES: CULTURE, RECREATION, RIVER, AND PARKS
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renovation and improvements to serve its new purpose, address long-term access and
infrastructure issues, and to protect and stabilize this historic treasure into the future.
The Community Creative Center at the Carnegie Building is implementing the creative and
innovation center concept that supports creative endeavors, provides think space, and serves as a
hub for the integration and collaboration of innovation and creativity. This project will activate this
prominent historic landmark building, the courtyard and the surrounding park.
Additional Details:
The estimated cost for this work is $2 million: $1.47 for renovations and infrastructure
improvements and $430,000 for historic restoration. It is possible to apply for a grant from the
State Historic Fund up to $200,000 towards historic restoration components of the overall project.
The first application for these funds in 2013 was not successful.
CS5
PROJECT TITLE: Completion of the Gardens at the Gardens on Spring Creek
ESTIMATED PROJECT COST: $2M
ESTIMATED ANNUAL O&M: $20K
Service Area: Community Services Department/Program: Parks
Project Location: At the Gardens on Spring Creek
Project Description:
This project completes the gardens at the Gardens on Spring Creek by constructing 5 acres of
beautiful gardens including the Great Lawn, Prairie Garden, Foothills Garden and the Xeriscape
Demonstration Garden. The Great Lawn is a multi-use community venue comprised of an oval turf
area surrounded by themed gardens and including a stage. It will host small concerts and plays,
festivals, weddings and events. The Prairie and Foothills gardens will showcase our native plants
in a landscaped setting to educate visitors and inspire them to use native plants in their gardens.
The Xeriscape Demonstration Garden (to be called the Undaunted Garden) will showcase hardy,
drought tolerant plants that thrive in our semi-arid environment.
Why is this Project Needed?
The Gardens on Spring Creek, thanks to funding from Building Community Choices and countless
donations, opened in May 2004 with a mission to improve the lives of people and foster
environmental stewardship through horticulture. The Gardens has become a destination for
residents and tourists alike with visitation increasing from 1,634 in 2004 to over 55,000 in 2012.
This increase is due to the addition of several large and popular gardens, the availability of high-
quality educational programs for youth and adults, and a variety of special events for the
community. The Gardens has 180 active volunteers and 25 partnerships with local non-profits
and educational organizations. This project will build on The Gardens’ remarkable success and
will establish the facility as a “must-see” destination for generations to come. The project will also
enable The Gardens to significantly increase revenue through visitor fees and rental of the Great
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Lawn venue. The final phase for completing The Gardens on Spring Creek is a 3 million dollar
expansion of the visitor center, including a conservatory. Gardens staff is currently fundraising
for the expansion and for the completion of the gardens.
Additional Funding Details: The cost of the project is 2 million dollars.
CS6
PROJECT TITLE: Recreational Trail Enhancements
ESTIMATED PROJECT COST: $2M
ESTIMATED ANNUAL O&M: $20K
Service Area: Community Services Department/Program: Park Planning
Project Location: Various locations along the trail system
Project Description:
This project renovates and widens Spring Creek Trail between Lemay Avenue and Shields Street.
Restrooms are added on the Poudre Trail at Taft Hill Road and on the Power Trail north of Trilby
Road. The project provides the additional funding needed to complete the underpass of the
Power Trail at Keenland Drive south of Harmony Road. Shaded rest areas and drinking fountains
at various trail locations will be developed. Right of way for a new trail adjacent to Overland
Trail Road from Spring Canyon Park to the Poudre Trail will be acquired, and a feasibility/cost
study for trail underpasses of arterial and collector streets will be completed.
Why is this Project Needed?
In a recent community survey 95% of respondents said the City’s paved trail system was
important or very important to their quality of life. The Spring Creek Trail between Lemay and
Shields is the most heavily used trail in our trail system but it is narrow and showing its age.
Renovating and widening this trail section will improve safety and the overall trail user
experience. Restrooms, shade and drinking fountains were all highly rated improvements in the
trail survey and they enhance the trail user’s enjoyment of the trail system. The right-of-way for
the Overland Trail could take some time to acquire and having the needed funding will
accelerate the acquisition process. Underpasses of major streets are highly valued by trail users
but they are costly, complicated projects and the feasibility study will enable us to prioritize the
underpasses based on cost/benefit and feasibility.
Additional Details:
Total project cost is $2 million. The improvements to Spring Creek Trail are estimated to cost
$750,000.
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CS7
PROJECT TITLE: Preserving Our Heritage: City Park Train, Club Tico Renovations, Fire Museum
ESTIMATED PROJECT COST: $1M
ESTIMATED ANNUAL O&M: $25K
Service Area: Community Services and PFA Department/Program: Recreation and PFA
Project Location: City Park and The Car Barn at Cherry and Howes Street
Project Description:
This project brings back the much loved City Park train in a new, expanded location east of the
playground. The project also completes the renovation of Club Tico at City Park by renovating
the kitchen and restrooms and adding a second story deck on the south side of the facility. A Fire
Museum at the historic Car Barn would also become a reality through this project. The volunteer
supported Fire Museum would showcase historic fire engines, uniforms and equipment while telling
the fascinating story of fire-fighting in Fort Collins.
Why is this Project Needed?
The historic train at City Park sadly reached the end of the tracks in 2011because it could no
longer be operated safely. A new train on an expanded track will restore this treasured City
Park experience. Club Tico is a popular dance and event venue but has been showing its age.
Through donations and City support much of the facility has been renovated, including the stage
and dance floor. This historic community center will realize its old glory through this final phase of
restoration. It will also become a sought-after event venue once the kitchen and restrooms are
upgraded. Fort Collins has a rich history of fire-fighting but we don’t have a fire museum. The
Fire Museum project will showcase a wonderful collection of fire- fighting memorabilia in a great
building and enrich the cultural landscape by telling the story of fire-fighting in our community.
Additional Details: The new train and track costs $350,000, the Club Tico renovation costs
$250,000 and the Fire Museum costs $400,000 for a total project cost of 1 million dollars.
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OS1
PROJECT TITLE: Land Purchase for Police Maintenance Facility
ESTIMATED PROJECT COST: $800K-1.1M
ESTIMATED ANNUAL O&M: 0
Service Area: Community and Operations Services Department/Program: Operations Services
Project Location: To be determined
Project Description:
The purchase of this property and the site improvements will be the first phase of a long-term
future project for a future shared fleet police vehicle maintenance shop. Preliminary discussions
have begun with Larimer County to service Larimer County Sheriffs vehicles at this site.
Why is this Project Needed?
Development has already begun in the area between the Police Services site and Larimer County
Sheriffs facility. We need to purchase a suitable property now while good sites are available
and before property values increase.
Other Related Projects: Police Maintenance Facility
OS2
PROJECT TITLE: Police District One Lease Buyout
ESTIMATED PROJECT COST: $500K
ESTIMATED ANNUAL O&M: 0
Service Area: Community and Operations Services Department/Program: Operations Services
Project Location: Civic Center Parking Garage
Project Description:
The Police have had a unit known as District One in Old Town since 1999. In May of 2010,
District One moved into a space containing 3,800 square feet in the Civic Center Shoppes on the
ground floor of the Parking Garage. Having this Police presence in the Old Town area has been
very advantageous for the Police Department. Their current location, while not in Old Town, is on
east side of the tracks so officers can reach Old Town very quickly. In addition, since the main
Police Department has moved close to Drake and Timberline, the officers on the north side of town
use this space for their office work. The Police would like to continue to use this space and our
current lease terminates April 30, 2015.
Why is this Project Needed?
When the City constructed the Parking Garage, the space for the retail spaces were leased to
the Contractor under a ground lease with a term of 40 years. The Ground Lease was later
assigned to Post Modern Development. There are around 25 years left on this Ground Lease.
We had meetings with Post Modern Development this summer and we discussed the possibility of
buying out their share of the space occupied by District One. Since the Police do desire to stay in
this space, it makes more sense to own the space and be in control of all costs maintenance and
OPERATIONS: MUNICIPAL INFRASCTRUCTURE
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repair and not pay rental costs. In addition, the value of this space will increase once the MAX
becomes operational in the spring of 2014.
OS3
PROJECT TITLE: EPIC Pool Improvements
ESTIMATED PROJECT COST: $2M
ESTIMATED ANNUAL O&M: 0
Service Area: Community and Operations Services Department/Program: Operations Services
Project Location: Current EPIC location @ 1801 Riverside Ave
Project Description:
This project is for corrective major maintenance at EPIC pool. Several deficiencies in the pool and
HVAC system need to be corrected.
Examples of needed repairs are:
The gutter for the Lap Pool needs to be replaced to allow for better water circulation.
The current pool turnover is at minimum value. The movable bulkheads will need to be
replaced because the current ones would not work with new gutter and are very
heavy/difficult to remove. We also need to install regenerative pool filter.
The Therapy Pool requires re-plumbing of circulation lines. Currently there is too much
pressure drop for the system.
The HVAC system needs two additional units. One unit is for the bleacher area and one is
to augment existing AHU-1. The air exchanges for the pool are below design standards.
Why is this Project Needed?
The firm Ohlson Lavoie Collaborative was contracted to perform a complete pool study on the
mechanical, structural, aquatic, and operations of the EPIC spa, wader and main pool. The results
of the study determined there were several major deficiencies in the pool and HVAC systems at
EPIC. These deficiencies will need to be corrected in order to provide the highest quality service
at the EPIC facility.
OS4
PROJECT TITLE: Downtown Parks Maintenance Shop
ESTIMATED PROJECT COST: $3.5M
ESTIMATED ANNUAL O&M: 0
Service Area: Community and Operations Services Department/Program: Operations Services
Project Location: To be determined
Project Description:
This project will build a new Parks maintenance shop on the City’s Street Department property
replacing the temporary structure which houses the downtown crew for the past 5 years. The
building will house over 30 employees during the year to maintain the numerous city facilities,
downtown core area, Old Town Square and future expansion of city owned streetscapes and
OPERATIONS: MUNICIPAL INFRASCTRUCTURE
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medians in the river district. The new facility will provide similar shop amenities as other satellite
shops in the city.
Why is this Project Needed?
This project is needed because the current Parks downtown shop location will be lost due to the
master plan development of block 32. This current shop will have to move off site to a new facility
built at a new location, preferably at the City’s Street facility, which will afford similar access to
the core area of the City. This project meets all aspects of a triple bottom line analysis. It meets
environmental objectives because staging crews near the downtown greatly reduces fuel use and
increases efficiencies. Crews have opportunities to us electric vehicles, bicycles, foot travel and
other low fuel use equipment to accomplish their assigned duties. The botanical crews are
required to refill water tanks multiple times during the day; if travel distances are increased it
would result in untimely maintenance and increase any traffic conflicts with the public, and greatly
decrease efficiency. It meets financial objectives because a shop in close proximity to work
assignments saves employee’s time in completing their work assignments; it reduces travel and
response time. The downtown area requires crews to work in a concise timeframe to allow basic
work duties to be accomplished before the public starts utilizing the sidewalks and facilities. By
literally reporting minutes from their assigned work area it allows crews to be very efficient,
effective and timely. It meets social objectives because using small electric vehicles and bicycles
along city sidewalks makes for a much safer environment for citizens. During the winter months
snow removal operations can clear sidewalks earlier and remain closer to city facilities keeping
them clear and safe.
OS5
PROJECT TITLE: Vehicle Storage
ESTIMATED PROJECT COST: $3M
ESTIMATED ANNUAL O&M: 0
Service Area: Community and Operations Services Department/Program: Operations Services
Project Location: Streets Facility 625 Ninth Street
Project Description:
This project is for the construction of a new 20,000 square foot facility for vehicle storage to
house snow removal equipment. There will also be room to store construction equipment such as
road graders and loaders that are used for snow removal. The building will have 14 bays which
will allow for all the needed equipment to be stored inside.
Why is this Project Needed?
The current vehicle storage facility is already beyond capacity. As the city grows and the
demand for snow removal increases more space will be needed for additional plow trucks and
equipment. Having snow plow trucks loaded and stored in a covered and heated space helps to
insure timely response to snow which has been proven to decrease snow removal costs as well as
insure safe streets for the public. events. Getting plows on the streets early allows crews to get
ahead of the storm
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OS6
PROJECT TITLE: Building and Development Services
ESTIMATED PROJECT COST: $6-7M
ESTIMATED ANNUAL O&M: 0
Service Area: Community and Operations Services Department/Program: Operations Services
Project Location: Block 32
Project Description:
There is a growing need to have the City’s Building and Development services in a central location so there
is better efficiencies and collaboration during the project review process. Discussions indicate a new City
Hall would house many departments currently in 215 N Mason so if they are vacated it frees up space to
move the staff currently at 281 N College into 215 N Mason and occupy the 1st and 2nd floors so you
would create a central location for Building and Development services because the staff at 700 Wood
Street will be relocated to the New Customer Service building on Block 32. This will create a one stop shop
for the public and improve customer services.
Why is this Project Needed?
Most of the City Building and Development services are located at 281 N College, but there are also some
review personnel currently located at 700 Wood Street and at 215 N Mason. The perfect scenario would
be to have all these personnel in one central location so the City would have better efficiencies and
collaboration during the review process and the public would have a one stop shop for interaction during
the review process.
Other Related Projects (if any):
1. Municipal Services City & Hall/ Administration Building – A new 125,000 SF City Hall is being
proposed and shown to be placed on Block 32/42 which is to house many departments currently
located in 215 N Mason.
2. Utilities Customer Service and Administration building is being designed for construction beginning
in July 2014. This building is a 35,000 SF building and is to be located on the SW corner of Block
32 and will house the customer service and senior management of the Fort Collins Utilities Service
Area.
3. Parking Garage Structure – A new 400 Stall parking structure is part of the Master plan for
Blocks 32 and 42 to reduce the increased demand for parking in Downtown Fort Collins.
OS7
PROJECT TITLE: City Hall/ Administration Building
ESTIMATED PROJECT COST: $40-50M
ESTIMATED ANNUAL O&M: 0
Service Area: Community and Operations Services Department/Program: Operations Services
Project Location: Block 32/42
Project Description:
The City of Fort Collins is looking development its downtown property to meet future building capacity and
improve efficiencies between departments. Most City buildings are at or near capacity, and the City is
looking at ways to use Blocks 32 and 42 to plan how the City of Fort Collins should function for the next
OPERATIONS: MUNICIPAL INFRASCTRUCTURE
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15–20 years and prepare for future growth for the next 50–100 years. The current City Hall is out of
space and no room for growth so as we are discussing a new City Hall we are looking at what
departments should be in a New City Hall and what space would be needed to function properly. It has
been determined after several interviews and meetings that City Hall should house the following
departments: City Attorney, City Clerk, City Manager, CPIO, HR, Finance, IT, Risk Management, Municipal
Courts, Sustainability along with Council offices and chambers. With these departments we are looking at
a City Hall of 125,000 SF which provides some room for future growth.
Why is this Project Needed?
City Hall like most City buildings is at capacity and many departments which should be in City Hall have
been moved out due to lack of space causing poor efficiencies and collaboration.
Other Related Projects (if any):
1. Utilities Customer Service and Administration building is being designed for construction beginning
in July 2014. This building is a 35,000 SF building and is to be located on the SW corner of Block
32 and will house the customer service and senior management of the Fort Collins Utilities Service
Area.
2. Building and Development Services – With many of the current staff at 215 N Mason being
placed in the New City Hall this frees up space to move the Building and Development services
from 281 N College and allow for this property to be sold off.
3. Parking Garage Structure – A new 400 Stall parking structure is part of the Master plan for
Blocks 32 and 42 to reduce the increased demand for parking in Downtown Fort Collins.
OS8
PROJECT TITLE: Parking Garage & Retail Space
ESTIMATED PROJECT COST: $8-9M
ESTIMATED ANNUAL O&M: 0
Service Area: Community and Operations Services Department/Program: Operations Services
Project Location: Block 32
Project Description:
There is a growing need for additional parking in downtown Fort Collins to meet the needs of the
community every day. We are looking at two separate parking structures with each having 400 parking
stalls, office for parking services and 11,000 SF of retail space which will be leased along the street
fronts.
Why is this Project Needed?
There is a growing need for additional parking in downtown Fort Collins to meet the needs of the
community every day. With the new master plan for Blocks 32 and 42 and as we look to building out this
plan there will become an increased parking need for both the City staff and the public that will be
visiting these facilities. The Master plan calls for two separate parking structures with each having 400
stalls and retail space that can be leased along the street fronts.
Other Related Projects (if any):
1. Municipal Services City & Hall/ Administration Building – A new 125,000 SF City Hall is being
proposed and shown to be placed on Block 32/42 which is to house many departments currently
located in 215 N Mason.
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2. Utilities Customer Service and Administration building is being designed for construction beginning
in July 2014. This building is a 35,000 SF building and is to be located on the SW corner of Block
32 and will house the customer service and senior management of the Fort Collins Utilities Service
Area.
3. Building and Development Services – With many of the current staff at 215 N Mason being
placed in the New City Hall this frees up space to move the Building and Development services
from 281 N College and
OS9
PROJECT TITLE: Police Vehicle Maintenance Facility
ESTIMATED PROJECT COST: $6.5-7.5M
ESTIMATED ANNUAL O&M: 0
Service Area: Community and Operations Services Department/Program: Operations Services
Project Location: To be determined
Project Description:
The plan for this facility is to perform routine maintenance on the police vehicle fleet. There have
also been preliminary discussions with Larimer County to discuss the potential collaboration of
servicing Larimer County Sheriff's vehicles at this shop.
Why is this Project Needed?
We have 171 police vehicles at the Timberline Police Station. Having a vehicle maintenance shop
closer to the Station than the existing maintenance shop will provide more efficient service for the
Police. It will be more cost effective and more convenient to have routine items performed on
their vehicles without having to drive as far as they currently do to the existing maintenance shop.
OS10
PROJECT TITLE: Downtown Restroom
ESTIMATED PROJECT COST: $350K
ESTIMATED ANNUAL O&M: 0
Service Area: Community and Operations Services Department/Program: Operations Services
Project Location: Oak Street Parking Area
Project Description:
This project is to build a modern and larger restroom facility in downtown at the Oak St. Parking
area. It will replace an outdated, inadequate, and unpleasant 1980 constructed building. The
intent is to welcome the public and visitors with the presence of a safe, family friendly, and
attractive restroom facility in the “Old-Town” area. This project will deconstruct the existing
building, design, and construct a facility having seven single occupant spaces. It will incorporate
energy efficiency technologies (solar, natural lighting, photovoltaic panels). Materials selected will
OPERATIONS: MUNICIPAL INFRASCTRUCTURE
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be low maintenance, vandal resistant, and sustainable while providing an attractive exterior and
pleasing interior décor. Safety and security features will include access control.
Why is this Project Needed?
The existing small public restroom located at 123 Oak St. is a two occupant (1 woman’s and 1
man’s) facility. It does not meet the public’s need for a pleasing and modern restroom facility. As
the City strives to sustain a vibrant downtown, promote public transportation, and support a
healthy environment, well-designed public restrooms are necessary.
This building project is long overdue in order to support the downtown shopping population - both
tourist and the local public. During events downtown, there has been a queue to use the existing
facility.
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NORTHEAST AREA INFRASTRUCTURE IMPROVEMENTS
T1
PROJECT TITLE: Vine & Lemay Grade Separated Crossing Design, ROW and Construction
ESTIMATED PROJECT COST: $25M
ESTIMATED ANNUAL O&M: $60K
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: Lemay Avenue between Lincoln Avenue and New (Realigned) Vine Drive.
Project Description:
Design, right-of-way acquisition and construction of the master-planned realignment of Lemay Avenue,
including grade separation of Lemay Avenue and the Union Pacific Railroad. The cost estimate from the
2010 Mountain Vista plan for this project is $32M. Staff is in the process of developing concept
alternatives including revised cost estimates. Other funding sources such as Street Oversizing and Local
Street obligations would be available so Staff is recommending BOB II funding of $25M.
Why is this Project Needed?
Existing Vine Drive and Lemay Avenue is congested and constrained by the Union Pacific Railroad. Trains
block the intersection and create extended gridlock in the area. This location is a top location for
congestion and safety complaints.
Other Related Projects:
New (Realigned) Vine Drive between College Avenue and Timberline, including the New Vine and Lemay
intersection.
T2
PROJECT TITLE: Realigned Vine Drive I (New Vine Drive) from College Avenue to Lemay Avenue
ESTIMATED PROJECT COST: $8-12M
ESTIMATED ANNUAL O&M: $30K
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: Realigned Vine Drive (New Vine Drive) from College Avenue to Lemay Avenue
Project Description:
This project would construct a New Vine Drive on an alignment north of the existing Vine Drive as
identified on the Master Street Plan and New Vine Drive Conceptual Design. The road is planned as a
4-lane arterial and is identified as an Enhanced Travel Corridor connecting the northeast portion of the
City to downtown.
Why is this Project Needed?
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A new alignment of Vine Drive is master planned to create separation between Vine Drive and the Union
Pacific Railroad and limit impact to existing neighborhoods. The project is vital to maintaining
connectivity and mobility for all modes of travel in the northeast part of Fort Collins.
Other Related Projects: Lemay Avenue realignment and grade separation.
T3
PROJECT TITLE: Realigned Vine Drive II (New Vine Drive) from Lemay Avenue to Timberline Road
ESTIMATED PROJECT COST: $8-12M
ESTIMATED ANNUAL O&M: $30K
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: Realigned Vine Drive (New Vine Drive) from Lemay Avenue to Timberline Road
Project Description:
This project would construct a New Vine Drive on an alignment north of the existing Vine Drive as
identified on the Master Street Plan and New Vine Drive Conceptual Design. The road is planned as a
4-lane arterial and is identified as an Enhanced Travel Corridor connecting the northeast portion of the
City to downtown.
Why is this Project Needed?
A new alignment of Vine Drive is master planned to create separation between Vine Drive and the Union
Pacific Railroad and limit impact to existing neighborhoods. The project is vital to maintaining
connectivity and mobility for all modes of travel in the northeast part of Fort Collins.
Other Related Projects:
Lemay Avenue realignment and grade separation, New Vine between College and Lemay.
SOUTHEAST AREA INFRASTUCTURE IMPROVEMENTS
T4
PROJECT TITLE: Timberline Road Improvements – Stetson Creek to Trilby Road
ESTIMATED PROJECT COST: $12M
ESTIMATED ANNUAL O&M: $36K
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: Timberline Avenue between Stetson Creek and Trilby Road
Project Description:
This project would improve Timberline Road to 4-lane arterial standards between Stetson Creek and
Trilby Road. These standards may be varied for context sensitivity, but the intent of connectivity for all
modes will be met.
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Why is this Project Needed?
Substantial development in the southeast area of Fort Collins has highlighted existing transportation
deficiencies on Timberline Road including lack of roadway capacity, bicycle facilities, sidewalks, curb,
gutter, medians and landscaping.
T5
PROJECT TITLE: Trilby Road Improvements I – College Avenue to Lemay Avenue
ESTIMATED PROJECT COST: $8M
ESTIMATED ANNUAL O&M: $24K
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: Trilby Road Improvements from College Avenue to Lemay Avenue
Project Description:
This project would improve Trilby Road to 4-lane arterial standards as identified on the Master Street
Plan from College Avenue to Lemay Avenue.
Why is this Project Needed?
This section of Trilby Road lacks key elements of the 4-lane arterial standard including bike lanes and
sidewalks.
T6
PROJECT TITLE: Trilby Road Improvements II – Lemay Avenue to Timberline Road
ESTIMATED PROJECT COST: $12M
ESTIMATED ANNUAL O&M: $36K
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: Trilby Road Improvements from Lemay Avenue to Timberline Road
Project Description:
This project would improve Trilby Road to 4-lane arterial standards as identified on the Master Street
Plan from Lemay Avenue to Timberline Road.
Why is this Project Needed?
This section of Trilby Road lacks key elements of the 4-lane arterial standard. This roadway serves as a
critical connection in the southeast part of Fort Collins for neighborhoods, schools and parks. The
roadway currently lacks adequate bicycle and pedestrian facilities.
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SOUTHWEST AREA INFRASTRUCTURE IMPROVEMENTS
T7
PROJECT TITLE: Southwest Annexation Road Improvements Fund
ESTIMATED PROJECT COST: $5M
ESTIMATED ANNUAL O&M
Service Area: Planning, Development and Transportation Department/Program: Streets
Project Location: Southwest Annexation Area
Project Description:
This proposal establishes a fund to partner with southwest annexation area HOA’s and residents to help
make needed improvements to roads not built to City standards and in need of repair or replacement.
City Ordinance 182 (1998) states that, “except for minor maintenance needed to keep the streets in a safe
condition, the City will not maintain substandard annexed streets until such time as the streets have been upgraded
to comply with City standards”.
Why is this Project Needed?
Many substandard roads in the Southwest Annexation area are aging and in disrepair. HOA’s and
residents struggle to collect funds adequate to make needed repairs and bring roads up to City
standard. This fund could help establish public-private partnerships to accelerate much needed repairs to
infrastructure in this area.
NORTHWEST AREA INFRASTRUCTURE IMPROVEMENTS
T8
PROJECT TITLE: West Laporte Avenue Improvements – Impala Drive to Taft Hill Road $2.5M
ESTIMATED PROJECT COST: $2.5M
ESTIMATED ANNUAL O&M: $8K
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: West Laporte Avenue Improvements from Impala Drive to Taft Hill Road
Project Description:
This project would improve Laporte Avenue to 2-lane arterial standards as identified on the Master
Street Plan from Impala Drive to Taft Hill Road.
Why is this Project Needed?
This section of Laporte Avenue lacks key elements of the 2-lane arterial standard and serves a critical
connection to Poudre High School.
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EAST MULBERRY CORRIDOR INFRASTRUCTURE IMPROVEMENTS
T9
PROJECT TITLE: East Mulberry Corridor Planning
ESTIMATED PROJECT COST: $300K
ESTIMATED ANNUAL O&M: 0
Service Area: PDT/Util/Sustainability(EH) Department/Program: Cross-Service Areas
Project Location: East Mulberry, from Lemay to County Road 5
Project Description:
Comprehensive planning effort in preparation for annexation and development of major gateway
corridor. Should include financial analysis, utility and land use planning, design standards, market
analysis, etc.
Why is this Project Needed?
Mulberry is a major arterial entryway into downtown Fort Collins, and is expected to be an important
economic development region to serve downtown and the northeast region. While there is already a
corridor plan, it lacks the level of detail needed to pursue purchase of rights of way and design.
Other Related Projects: Mulberry/I-25 interchange, Lincoln Improvements, Vine/Lemay intersection
T10
PROJECT TITLE: Mulberry and Prospect Interchange Enhancements
ESTIMATED PROJECT COST: $10M
ESTIMATED ANNUAL O&M: $30K
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: Mulberry and Prospect Interchanges
Project Description:
The Colorado Department of Transportation (CDOT) has authorized the design of I-25 from SH 392 to
SH 14 (Mulberry Street) including the Interchanges at Prospect and Mulberry. As part of the 2013/2014
Budget process funds were approved to design enhancement features to the CDOT design as well as
gateway elements to the I-25 design. CDOT anticipates the construction of part or all and these
improvements over the next 5 to 10 years. This project will provide construction funds to enhance the
CDOT construction.
Why is this Project Needed?
This is a one-time opportunity to participate and influence the design of these projects which will
eventually be part of the City.
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PROSPECT CORRIDOR INFRASTRUCTURE IMPROVEMENTS
T11
PROJECT TITLE: Prospect Road Corridor Improvements I – Taft Hill Road to the Poudre River
ESTIMATED PROJECT COST: $ 22M
ESTIMATED ANNUAL O&M: 0
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: Prospect Road from Taft Hill Road to the Poudre River
Project Description:
This project would improve Prospect Road to 4-lane arterial standards with variations for context
sensitivity from Taft Hill Road to the Poudre River. Prospect is also identified as an Enhanced Travel
Corridor.
Why is this Project Needed?
Prospect Road is a vital arterial road connection for Fort Collins providing the most direct link from I-25
to Colorado State University (CSU) and the Midtown area. This section of Prospect lacks critical elements
of a 4-lane arterial street including adequate lane widths, landscaped medians, bike lanes and
adequate sidewalks. CSU’s master plan shows continued growth and significant infrastructure projects on
the south side of campus, including a potential on-campus stadium.
Other Related Projects: Prospect Road Improvements II – Poudre River to I-25
T12
PROJECT TITLE: Prospect Road Corridor Improvements II – Poudre River to I-25 $7.5M
ESTIMATED PROJECT COST: $7.5M
ESTIMATED ANNUAL O&M: $23K
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: East Prospect Road from the Poudre River to I-25
Project Description:
This project would improve Prospect Road to 4-lane arterial standards with variations for context
sensitivity from the Poudre River to I-25. Prospect is also identified as an Enhanced Travel Corridor.
Why is this Project Needed: Prospect Road is a vital arterial road connection for Fort Collins providing
the most direct link from I-25 to Colorado State University (CSU) and the Midtown area. Development
and interchange improvements are planned at I-25 and Prospect. CSU’s master plan shows continued
growth and significant infrastructure projects on the south side of campus. This section of Prospect Road
was improved as part of Building Community Choices but was not widened to its ultimate four lane design
as shown in the Master Street Plan.
Other Related Projects: Prospect Road Improvements I – Poudre River to Taft Hill Road
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DOWNTOWN RIVER DISTRICT INFRASTRUCTURE IMPROVEMENTS
T13
PROJECT TITLE: Lincoln Boulevard Improvements
ESTIMATED PROJECT COST: $12M
ESTIMATED ANNUAL O&M: $36K
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: Lincoln Avenue between Jefferson Street and Lemay Avenue
Project Description:
This project would improve Lincoln Avenue, including the Lincoln Avenue bridge over the Poudre, from
Lemay Avenue to Jefferson Street. The improvements will be based on the currently-underway Lincoln
Corridor Plan.
Why is this Project Needed?
Lincoln Avenue currently lacks sidewalks, curb and gutter, left turn lanes and enhancements including
landscaping and urban design. The adjacent land uses are redeveloping, especially the south side
(Woodward).
T14
PROJECT TITLE: Willow Street Improvements – College Avenue to Linden Street
ESTIMATED PROJECT COST: $3.5M
ESTIMATED ANNUAL O&M: $11K
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: Willow Street Improvements from College Avenue to Linden Street Avenue
Project Description:
This project would implement improvements to Willow Street as identified in the River District
Infrastructure Plan. These include addition of curb, gutter, sidewalk, urban design and on-street parking.
Other potential improvements include a linear water feature and green street elements.
Why is this Project Needed?
Willow Street lacks pedestrian and parking facilities to support current and planned adjacent land uses.
These improvements are part of a larger River District Plan.
Other Related Projects: Lincoln Boulevard Improvements, Jefferson Street Improvements
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T15
PROJECT TITLE: Jefferson Street Improvements-College Avenue to Lincoln Avenue/Mountain Avenue $7.5M
ESTIMATED PROJECT COST: $7.5M
ESTIMATED ANNUAL O&M: $24K
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: Jefferson Street Improvements from College Ave to Lincoln Avenue/Mountain Avenue
Project Description:
This project would implement modifications to Jefferson Street identified in the Jefferson Street Corridor
Plan. These include a change to a 3-lane cross section, improvements to the traditional intersections at
Linden and Lincoln, pedestrian improvements, urban design, and a landscaped median.
Why is this Project Needed?
Jefferson Street is a narrow four lane street and carries significant truck traffic. The intent of this project
is to create a street more consistent with a downtown urban character while maintaining the function of
the road as a State Highway and truck route.
Other Related Projects: Lincoln Boulevard Improvements, Willow Street Improvements
MIDTOWN AREA INFRASTRUCTURE IMPROVEMENTS
T16
PROJECT TITLE: College Midtown Transportation Plan Implementation Fund
ESTIMATED PROJECT COST: $10M
ESTIMATED ANNUAL O&M: 0
Service Area: Planning, Development, & Transportation Department/Program: FC Moves
Project Location: College Avenue between Mulberry and Harmony
Project Description:
The College Midtown Transportation Plan is in its initial stages, with an anticipated completion date in the
4th quarter of 2014. When completed, the Plan will include a prioritized list of infrastructure
improvement projects for all modes of travel. At this time a specific list of improvements has not yet been
developed.
Why is this Project Needed?
College Avenue is a major arterial corridor that serves as a transportation and commercial hub for the
city. As land uses along the College and Mason corridors continue to become denser and more intense,
the roadway will require new improvements to address the needs and demands of expanding user
groups.
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HARMONY CORRIDOR INFRASTRUCTURE IMPROVEMENTS
T17
PROJECT TITLE: Harmony Plan Implementation – Complete Missing Sidewalks
ESTIMATED PROJECT COST: $600K
ESTIMATED ANNUAL O&M: $2K
Service Area: Planning, Development, & Transportation Department/Program: FC Moves
Project Location: Various locations on Harmony Road
Project Description:
This project would complete gaps in the sidewalk system along Harmony Road.
Why is this Project Needed?
Most of Harmony Road is equipped with serviceable detached sidewalks that also double as multi use
paths. There are, however, gaps in the network. Completing these missing segments makes non-
motorized travel more feasible and improves access to the enhanced transit service recently approved
by Council along Harmony Road.
Other Related Projects: 5 other projects identified in the Harmony Corridor Plan
T18
PROJECT TITLE: Harmony/I-25 Park & Ride Expansion & Improvements
ESTIMATED PROJECT COST: $TBD
ESTIMATED ANNUAL O&M: $TBD
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: Harmony and I-25
Project Description:
This project will expand and improve the existing Harmony Park & Ride. The expansion would add
needed facilities such as restrooms and additional accommodations for future local and regional transit
connections. Currently the Colorado Department of Transportation (CDOT) owns the property and the
City of Fort Collins operates and maintains the facility. This project would be partnership with
CDOT. Staff is currently in conversations with CDOT about their plans to upgrade the facility, and
possible partnership opportunities to add amenities and features supporting City transit services planned
for the area.
Why is this Project Needed?
The existing Harmony Park & Ride is undersized and in need of improvements. This facility is vital to the
future of alternate transportation options for the citizens of Fort Collins and the region.
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T19
PROJECT TITLE: East Harmony Road Improvements - Medians $2M
ESTIMATED PROJECT COST: $2M
ESTIMATED ANNUAL O&M: $6K
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: East Harmony Road from Boardwalk Road to Timberline Road
Project Description:
This project would add landscaped medians to East Harmony Road from Boardwalk to Timberline.
Why is this Project Needed?
East Harmony lacks the standard landscaped medians in much of this section. Landscaped medians were
recently installed on Harmony near the Lemay intersection.
T20
PROJECT TITLE: East Harmony Road Improvements – College Avenue to Boardwalk Drive
ESTIMATED PROJECT COST: $5.5M
ESTIMATED ANNUAL O&M: $17K
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: East Harmony Road Improvements from College Avenue to Boardwalk Drive
Project Description:
This project would improve East Harmony Road to the 6-lane arterial standard as identified on the
Master Street Plan.
Why is this Project Needed?
This section is the final piece of East Harmony to complete the 6-lane cross section to I-25. This section
lacks sidewalk on the south side.
T21
PROJECT TITLE: Harmony Corridor Plan Implementation – Buffered Bike Lanes
ESTIMATED PROJECT COST: $250K
ESTIMATED ANNUAL O&M: $1K
Service Area: Planning, Development, & Transportation Department/Program: FC Moves
Project Location: Various locations along the Harmony Corridor
Project Description:
Installs buffered bike lanes along Harmony Road per the recommendations of the Harmony Corridor
Plan. Buffered bike lanes are flat, painted lanes that include a hatched buffer area between the bike
lane and the adjacent vehicle traffic.
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Why is this Project Needed?
Harmony Road is a high speed, high volume roadway. The existing bike lanes can be enhanced by
providing an additional striped buffer between the vehicle traffic and the bike lane.
Other Related Projects: 5 other projects identified in the Harmony Corridor Plan
T22
PROJECT TITLE: Harmony Corridor Plan Implementation – Intersection Improvements including queue
jumps
ESTIMATED PROJECT COST: $10M
ESTIMATED ANNUAL O&M: $30K
Service Area: Planning, Development, & Transportation Department/Program: FC Moves
Project Location: Harmony Road at signalized intersections
Project Description:
This project makes intersection improvements to provide pedestrian refuges, add turn lanes where
warranted, and construct bus queue jumps along Harmony Road. Queue jumps are dedicated lanes at
intersections that allow buses to avoid congestion at intersections.
Why is this Project Needed?
These intersection improvements were identified in the Harmony Corridor Plan and provide benefits to all
modes of travel. These improvements allow transit service to operate more effectively on this busy
corridor.
Other Related Projects: 5 other projects identified in the Harmony Corridor Plan
BICYCLE/PEDESTRIAN INFRASTRUCTURE IMPROVEMENTS
T23 Continuation of BOB I Project
PROJECT TITLE: Americans with Disabilities Act (ADA) Sidewalk Compliance/Pedestrian Plan/Arterial
Pedestrian Crossings
ESTIMATED PROJECT COST: $8M
ESTIMATED ANNUAL O&M: $24K
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: Fort Collins
Project Description:
This project would create a funding source to address deficiencies in the pedestrian infrastructure
including attaining ADA compliance, implementation of the Pedestrian Plan improvements and improving
Arterial Pedestrian Crossings.
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Why is this Project Needed?
The City is not in compliance with the Americans with Disabilities Act. The Pedestrian Plan is unfunded.
T24 Continuation of BOB I Project
PROJECT TITLE: Bike Plan Implementation
ESTIMATED PROJECT COST: $2M
ESTIMATED ANNUAL O&M: $6K
Service Area: Planning, Development, & Transportation Department/Program: FC Moves
Project Location: Fort Collins
Project Description:
Provides a dedicated annual source of funding to be used to implement small capital projects identified
in the Bike Plan, or which advance cycling. These funds may be used toward stand-alone bike facility
projects, or may be used to supplement other capital projects to enhance the bicycle elements of the
project.
Why is this Project Needed?
Provides a dedicated funding source for bike projects. These projects are often relatively small scale.
Periodically, opportunities arise to provide additional bike facilities as an “add on” to another larger
project, and this resource allows these low cost additions.
Additional Details:
This is an annual, ongoing allocation. This program would be a continuation of the current bike plan
implementation funding in the existing Building on Basics program.
T25
PROJECT TITLE: Bicycle/Pedestrian Grade-Separated Crossings Fund
ESTIMATED PROJECT COST: $10M
ESTIMATED ANNUAL O&M: 0
Service Area: Planning, Development, & Transportation
Department/Program: FC Moves/ Engineering/Park Planning and Development
Project Location: Fort Collins
Project Description:
This project would construct top priority grade-separated bicycle and pedestrian crossings across arterial
roadways. Staff in PDT and Park Planning and Development are coordinating to determine top priority
projects. The proposed level of funding would allow construction of approximately one crossing every
other year.
Why is this Project Needed?
Grade separated crossings allow bicyclists and pedestrians in high use areas to cross major roadways
more safely and efficiently.
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T26
PROJECT TITLE: Underpass at Harmony (Bike/Ped) and Power Trail
ESTIMATED PROJECT COST: $3M
ESTIMATED ANNUAL O&M: $9K
Service Area: Planning, Development, & Transportation Department/Program: FC Moves
Project Location: Harmony Road and Power Trail
Project Description:
Constructs a grade-separated trail crossing at the Power Trail intersection with Harmony Road.
Why is this Project Needed?
The Harmony Corridor Plan identified the proposed Power Trail crossing as the highest priority location
for a pedestrian/bicycle grade separated crossing. This connection will allow cyclists and pedestrians to
cross Harmony Road without interacting with motor vehicle traffic.
Other Related Projects: 5 other projects identified in the Harmony Corridor Plan
T27
PROJECT TITLE: Start-up for Bike Share
ESTIMATED PROJECT COST: $800K* (preliminary estimate)
ESTIMATED ANNUAL O&M: $400K
Service Area: Planning, Development, & Transportation Department/Program: FC Moves
Project Location: Fort Collins
Project Description:
This project is for estimated capital start-up costs to provide automated (i.e., self-checkout) bike share
service in Fort Collins. It is anticipated that the automated program would supplement and work in
tandem with the existing Bike Library.
Why is this Project Needed?
Bike share is an efficient and effective way to make bicycling available across the City. This program
will have particular synergy with MAX and other Transfort services, allowing commuters to use the transit
system and check out bicycles at their destinations in order to complete their trip.
Additional Details:
Staff is currently developing an implementation plan and business plan that will outline how to best
proceed with this program. *It is typical to combine seed funds from a local government with fees,
sponsorships, and other funding sources to complete the overall financing of a bike share system. It may
be possible to use these other funding sources to reduce the requirement for initial capital investment.
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RAILROAD RELATED INFRASTRUCTURE IMPROVEMENTS
T28
PROJECT TITLE: Quiet Zone Implementation I (Downtown/CSU)
ESTIMATED PROJECT COST: $4.5M
ESTIMATED ANNUAL O&M: $160K
Service Area: Planning, Development, & Transportation Department/Program: FC Moves
Project Location: BNSF rail line downtown and on CSU campus
Project Description:
This project would construct the improvements required to bring railroad crossings up to the necessary
level of improvement to obtain a quiet zone in the subject location.
Why is this Project Needed?
Train horn noise in Fort Collins continues to be a concern, and has impacts on quality of life and economic
development. Obtaining a quiet zone would alleviate these issues.
Other Related Projects: Quiet Zone Implementation (Drake to Trilby)
Additional Details:
Staff is currently undertaking and exercise to attempt to obtain a waiver to certain requirements of the
quiet zone rule. If this attempt is successful, the cost for implementation may be considerably less
T29
PROJECT TITLE: Quiet Zone Implementation II (Drake to Trilby – 5 crossings)
ESTIMATED PROJECT COST: $1.25M
ESTIMATED ANNUAL O&M: $50K
Service Area: Planning, Development, & Transportation Department/Program: FC Moves
Project Location: BNSF rail line from Drake to Trilby
Project Description:
This project would construct the improvements required to bring railroad crossings up to the necessary
level of improvement to obtain a quiet zone in the subject location.
Why is this Project Needed?
Train horn noise in Fort Collins continues to be a concern, and has impacts on quality of life and economic
development. Obtaining a quiet zone would alleviate these issues.
Other Related Projects: Quiet Zone Implementation (Downtown/CSU)
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T30
PROJECT TITLE: Downtown Mason Street Enhancements, including BNSF Safety Fencing
ESTIMATED PROJECT COST: $3M
ESTIMATED ANNUAL O&M:
Service Area: Planning, Development and Transportation Department/Program: Engineering
Project Location: Mason Street, Maple to Laurel
Project Description:
This project will add urban design elements to the Mason Corridor including decorative walls with railings
along the railroad tracks and landscaped bulb outs at alternating intersections with the MAX stations.
Why is this Project Needed?
This project will create a more pedestrian friendly environment along this very important corridor.
Other Related Projects (if any): MAX
TRANSFORT INFRASTRUCTURE IMPROVEMENTS
T31
PROJECT TITLE: Americans with Disabilities Act Bus Stop Improvements
ESTIMATED PROJECT COST: $1M
ESTIMATED ANNUAL O&M: $28K
Service Area: Planning, Development, & Transportation Department/Program: Transfort
Project Location: Fort Collins
Project Description:
This project would improve 10 bus stops per year to meet ADA accessibility requirements. There are
currently over 200 bus stops within the Transfort system that have been determined to be non-ADA
accessible.
Why is this Project Needed?
Currently there are over 200 bus stops within the Transfort system that do not meet Americans with
Disabilities Act (ADA) access requirements. This funding would allow Transfort to upgrade 10 bus stops
per year to be ADA accessible and improve mobility options for disabled residents of Fort Collins.
Other Related Projects:
This project is related to the ADA Sidewalk Compliance program to bring all pedestrian facilities up to
ADA accessibility requirements.
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Additional Details:
This project is requesting $100,000 per year to improve a minimum of 10 bus stops per year for the
duration of the funding source. Transfort staff will continually seek opportunities to leverage this limited
local funding source to receive additional funding from state and federal grants to advance the
improvements of deficient bus stops.
T32 Continuation of BOB I Project
PROJECT TITLE: Transfort Bus Fleet Replacement
ESTIMATED PROJECT COST: $4.2M
ESTIMATED ANNUAL O&M: $627K
Service Area: Planning, Development, & Transportation Department/Program: Transfort
Project Location: Fort Collins
Project Description:
The funding of this project would provide the 20% local match needed to replace 40 heavy duty buses
and add 10 new specialty buses over the next 10 years. This 20% or $4.2 million would be leveraged to
receive $16.8 million of federal and state grant funding. Over the next ten years three quarters of
Transfort’s fleet will be beyond its useful life. The replacement of buses beyond their useful life will
reduce maintenance expenses and ensure reliable service to the Transfort customer.
Why is this Project Needed?
With local match funding in place, Transfort can apply for federal funding to procure the needed
vehicles. Oftentimes, federal grants require that local funds are already in place prior to the funding
award and by ensuring that Transfort has access to local match funding, staff is free to seek out any and
all grant opportunities. In turn, by not allowing Transfort’s fleet of vehicles to surpass its useful service
life, the City of Fort Collins will reduce preventive maintenance costs by approximately $30,000 per
vehicle per year or $1.5M over the span of the project.
Additional Details:
This project is requesting $4.2M over the next ten years to leverage local match funding for $16.8M in
federal grant funding to purchase 50 replacement heavy duty vehicles. The project has the added
benefit of saving in excess of $1.5M in preventive maintenance costs that would be incurred otherwise.
T33
PROJECT TITLE: Downtown Circulator – Mason to Lemay
ESTIMATED PROJECT COST: $2.4M
ESTIMATED ANNUAL O&M: $400K
Service Area: Planning, Development, & Transportation Department/Program: Transfort
Project Location: Circulator Route connecting downtown area to the Lincoln Corridor and surrounding
neighborhoods, likely via Linden, Buckingham, Lincoln and Lemay Streets
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Project Description:
Project is identified as a Phase 1 service improvement in Transfort’s Strategic Operating Plan. Cost is
based on high-tech electric buses and supporting infrastructure, several new stops, 20 minute frequencies
(10 minute combined), bidirectional travel, and service hours of 11-7:30 p.m. Monday - Saturday.
Why is this Project Needed?
To connect the Lincoln Corridor new and existing and businesses to downtown via frequent, direct transit
service.
Other Related Projects:
Lincoln Boulevard Improvements.
CITYWIDE INFRASTRUCTURE IMPROVEMENT FUNDS
T34 Continuation of BOB I Project
PROJECT TITLE: Arterial Intersection Improvements Fund
ESTIMATED PROJECT COST: $7.5M
ESTIMATED ANNUAL O&M: $2K
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: Fort Collins
Project Description:
This project would create a funding source to address the City’s highest priority safety and congestion
problems at arterial intersections.
Why is this Project Needed?
A comprehensive Arterial Intersection Prioritization Study was completed in 2011 and identifies key
improvement locations. Some of these projects were completed with BOB funding; this project would
continue funding for the improvements. A similar funding source in BOB was used to leverage over $5
million in federal grant funds.
T35
PROJECT TITLE: High Priority, Small Capital Project Fund
ESTIMATED PROJECT COST: $3M
ESTIMATED ANNUAL O&M: $9K
Service Area: Planning, Development, & Transportation Department/Program: Engineering
Project Location: Fort Collins
Project Description:
This project would create a fund for the application of solving small (<$100k), high priority safety and
operational transportation needs.
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Why is this Project Needed?
This fund would give the City the ability to quickly address small safety and transportation operation
problems as they are discovered. Historically, unanticipated high accident or dangerous locations will
emerge as travel patterns change. Examples of types of projects envisioned are: roadway striping for
vehicles or bicycles, access and median changes, railroad crossing modifications, sidewalk changes, etc.
HISTORIC/CULTURAL INFRASTRUCTURE IMPROVEMENTS
T36
PROJECT TITLE: Trolley Improvements
ESTIMATED PROJECT COST: $TBD
ESTIMATED ANNUAL O&M: $TBD
Service Area: PDT/CPRE Department/Program: FC Moves
Project Location: Trolley Line from downtown to City Park
Project Description:
Evaluation of Trolley program and infrastructure, including track condition, funding options, historical
value, operations and governance.
Why is this Project Needed?
The Trolley system in Fort Collins is primarily operated and funded by volunteers, and although the track
condition does not have to meet Federal Railroad Agency standards, the safety of the track needs to be
assessed. In addition, the ability of volunteers to continue to maintain the track in City right-of-way is
questionable. Some assessment of the historical value and other options for governance should be
explored.
T37
PROJECT TITLE: Linden Street Renovations
ESTIMATED PROJECT COST: $3M - $5M
ESTIMATED ANNUAL O&M:
Service Area: PDT/CMO Department/Program: Engineering, CMO
Project Location: Linden Street, Walnut to Jefferson
Project Description:
This project envisions the enhancement of perhaps one of downtown’s most significant and photographed
blocks, the 200 block of Linden Street. This block is one of the city’s most programmed streets hosting
festivals, events and concerts throughout the year. While the streetscape is adequate, this block is
primarily a place for cars. This project envisions a transformation of the block to a more pedestrian-
oriented space in the heart of downtown.
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Option A – Brick Paved Street
Bringing the sophistication of the downtown alleys to Linden Street, the first concept repaves the street
with brick pavers and highlights the intersections with ornamented paving patterns. While most of the
existing sidewalk is retained, enlarged islands at the intersections allow for expanded patio seating
opportunities incorporating native garden plantings. The street comes to life at night with tall custom
lightpoles that support twinkling string lights that span the street and drape across the sidewalk to the
building facades, casting a soft glow over the people and cars below. Clusters of vintage twinkling light
bulbs line the center of the street, creating a unique and charming ambiance.
Option B – Pedestrian Plaza
With a bolder idea of extending the pedestrian mall of Old Town Square through this section of Linden
Street, this concept reconstructs the entire block from building face to building face with appealing
permeable brick and granite pavers creating a space for people year-round. Sculptural stacked
sandstone benches tie into arcing concrete bands that sweep through native rain gardens incorporating
the existing Honeylocust trees. Pockets of elegant street furniture, clusters of bike parking, and
expanded restaurant patios draw people to the plaza for events, shopping, and play.
The mid-block intersection at Old Firehouse Alley is a focal point animated by playful spray features and
solar powered LED sculptures. As with Option A, the lighting at night is an important element to bring the
space to life with string lights spanning the plaza and clusters of vintage twinkling lights creating a
memorable experience unique to downtown.
Why is this Project Needed?
This project will create a more pedestrian friendly environment extending Old Town north along Linden
Street. This project will help connect Old Town to the developing River District.
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P1
PROJECT TITLE: Regional Training Facility
ESTIMATED PROJECT COST: $10M
ESTIMATED ANNUAL O&M: $35K
Service Area: Police Services Department/Program: Administration
Project Location: Fort Collins – Loveland Airport
Project Description: Regional Training Facility Partnership with Loveland
Why is this Project Needed?
The current shooting range is over 20 years old and in need of major repairs estimated to cost
$600K. With only 12 shooting lanes the capability for efficient training is extremely limited. The
city’s population is expected to grow annually by 2% increasing the need for additional officers.
The Mulberry strip is expected to be annexed into the city sometime around 2017 necessitating
additional officers. Training of new officers is further exacerbated due to sending them to Adams
County for a basic police academy. This model is not efficient as the agency continues to grow.
Police Services does not have any local area to train for driving and have to drive to Adams
County. By partnering with the City of Loveland, both communities benefit. Time not used by Fort
Collins or Loveland at the facility will be rented out to other northern Colorado agencies to help
offset the costs of operations and maintenance. There is no such facility in northern Colorado and
interest level is high with other law enforcement agencies. This facility also allows for the
establishment of a basic police training academy which will increase efficiencies and be cost
effective comparative to our current model. The anticipated $20 million cost will be shared
equally by both cities.
Additional Details:
In speaking with Mike Beckstead, Debt service is estimated at $550K - $850K annually
depending on rates and term. There are a variety of funding alternatives including general fund
or medical marijuana sales tax to support annual debt payment and/or the use of one time funds
from strong use tax revenue, other reserve funds, or BOB II funding.
P2
PROJECT TITLE: Halo Camera and Other Camera Monitoring
ESTIMATED PROJECT COST: $1.09M
ESTIMATED ANNUAL O&M: 0
Service Area: Police Services Department/Program: Information Services
Project Location: Various City Locations
Project Description:
This project seeks to utilize cameras placed in high activity locations, at selected traffic
intersections, and two mobile camera platforms for surveillance at any desired location. This
purchase would also include essential computer management software and hardware, fiber from
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cameras to storage location, and self-contained platforms with the ability to broadcast to a
centralized location for monitoring.
Why is this Project Needed?
Increasingly camera technology is being utilized in law enforcement as a valuable tool to record
situations when police are not present. Active monitoring assists in providing police response
during criminal acts. Camera technology has been refined and picture quality has vastly
improved. Cost has significantly decreased. Camera technology has exhibited its value throughout
the world as it relates to public safety, recording of major events at specific locations,
apprehension of criminals, and providing evidence for prosecution. The example of the Boston
Marathon bombing is an example of the ability to record events and provide photographic
evidence leading to the apprehension of those responsible. In addition to providing a record of
events during an incident, cameras also serve as a crime deterrent.
P3
PROJECT TITLE: Computer Aided Dispatch/Records Management System Upgrades 2M
ESTIMATED PROJECT COST: $2M
ESTIMATED ANNUAL O&M: 0
Service Area: Police Services Department/Program: Information Services
Project Location: Police Building and Laptop Computers
Project Description:
Necessary upgrades/maintenance on CAD/RMS system (2016 thru life of tax at $200K annually)
Why is this Project Needed?
The current system will age out and parts and support will become obsolete requiring upgrades
and/or replacement. Replacement includes 5 year server replacement as outlined in the IT Service
Level Agreement (SLA). In public safety departments such as police, fire, and ambulance, it is
essential that communications and records systems are consistently operating without system
failures. This equipment is important to the ongoing mission to provide for efficient and highly
functioning first response to emergency situations, police situations, fires and natural disasters, or
any other type of response to provide for public safety.
P4
PROJECT TITLE: Campus West Sub-Station
ESTIMATED PROJECT COST: $360K
ESTIMATED ANNUAL O&M: $77K
Service Area: Police Services Department/Program: Patrol
Project Location: Campus West Area
Project Description:
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The identification and securing of building space to establish a police sub-station in the Campus
West area. This could also be a partnership with other City entities such as Neighborhood
Services and CSU as well to provide improved City services to constituents.
Why is this Project Needed?
Originally proposed in 2005 with the initiation of BFO and approved by Neighborhood Livability
Results Team, the offer was not funded. It was presented again in 2012 with 4 officers approved
through KFCG, however a sergeant and 2 officers, and a Police Records Specialist along with the
sub-station were not approved through the General Fund.
The neighborhood associations in that area are very active in maintaining their quality of life. The
area also consists of homeowners and a large CSU student population that rent homes. There are
also large apartment complexes in the area with a high CSU student population. The Campus
West area maintains the highest call load in regard to car break-ins (vehicle trespasses) in the
city. It is second only to downtown in regard to the call load for disturbances and leads the city in
the volume of noise complaints. The overall call load impacts Police Services many times by pulling
police resources to address the level of activity in that area.
Additional Details:
Will require approval of an additional BFO offer for a sergeant and 2 officers to adequately
staff the substation.
P5
PROJECT TITLE: Future Neighborhood Policing Substation
ESTIMATED PROJECT COST: $375K
ESTIMATED ANNUAL O&M: $70K
Service Area: Police Services Department/Program: Patrol
Project Location: To Be Determined
Project Description:
Procurement by rental of a 3500 – 3800 square foot work area that would house a community-
oriented policing sub-station. Such space would include work areas for Neighborhood Services
and Code Enforcement. The facility would require furnishings and additional employees to work
out of the site including a Police Records Specialist.
Why is this Project Needed?
As in District One and the proposed Campus West sub-station, the value of a neighborhood
location for police to work out of and allow for greater citizen interaction will benefit
neighborhood public safety and citizen involvement.
This is a long range goal to provide various police sub-stations throughout the city that will
provide increased customer service, accessibility, and response to citizens and businesses in the
neighborhood. As the city grows other neighborhood locations will become identifiable and
develop to the point of needing such a facility in providing services.
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Other Related Projects:
While not a listed project at this time, this project as in District One and the proposed Campus
West sub-station will most likely require additional police staffing to address public safety needs
in the neighborhood and operate from this facility.
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SS1
PROJECT TITLE: Energy Kiosk for Downtown
ESTIMATED PROJECT COST: $500,000
ESTIMATED ANNUAL O&M:,$10,000
Service Area: Sustainability Services Department/Program:
Project Location: Downtown – location undetermined.
Project Description:
The energy Kiosk concept is really two ideas incorporated into one concept. The overall concept is
to provide the community with real time information on energy use compared to a baseline. The
energy “kiosk” would involve constructing a physical kiosk somewhere in the downtown area and
to have real time energy data available and displayed in a manner that would allow the public
to see real time energy use by the downtown or community against a baseline energy use of the
prior year.
The second part of the concept is to put the same information and more into a smart phone
friendly format which would display real time data on building energy use and the overall
downtown energy use. Additionally the smart phone information could carry substantial other
information that would be of value to the community. A working model of this has been
developed by Schneider Electric. The purpose of the kiosk would be to develop marketing and
gaming strategies to help reduce overall energy use in the downtown and allow the public to
individually contribute to the solution. Existing displays such as this already exist in other
communities.
Why is this Project Needed?
This project is part of 5 strategies being deployed by the Fort ZED to demonstrate energy
reduction and conservation measures and provide real life examples of energy use within the
community. This system would be one part of a number of projects that would be deployed by
Fort ZED.
SS2
PROJECT TITLE: Sustainable Child Care Center
ESTIMATED PROJECT COST: $2M
ESTIMATED ANNUAL O&M: $825K
Service Area: Sustainability Services Department/Program: Social Sustainability
Project Location:
TBD, preferably in Mid-town or the Harmony Corridor where there are large concentrations of
employees and residential neighborhoods nearby, and easy access to transit.
Project Description:
There is a growing need for a new child care center in South Fort Collins serving low income
families. The need is for a facility of approximately 10,000 sq. ft. in size and a 12,000 sq. ft.
SUSTAINABILITY SERVICES
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playground that would accommodate 80-100 infants and children. The center would provide
subsidized fees, and flexible hours, including weekends, to accommodate families who work
alternative hours or are in service occupations. While the City would own the facility, it would be
managed by a private (non-profit) operator. This project has the opportunity to be a partnership
with other local agencies and/or organizations (Teaching Tree, LaFamilia/Family Center,
Teaching Tree, FCURA, PSD, etc.) including matching funding. A site location and project scope
study/analysis needs to be undertaken.
Why is this Project Needed?
There are few affordable, quality child care facilities in south Fort Collins although the occurrence
of low income and families below poverty is shifting southward. There are over 200 families on
wait lists for the childcare centers that do provide subsidized childcare. There has been a decline
in the number of centers that accept CCAP subsidized payments. The City’s “Snapshot Report on
Early Childhood Care and Education” identified finding a “New Child Care Centers in South Fort
Collins” as a “PRIORITY”. The need for a new child care center in the Mid-Town area was
discussed by City Council as part of the recent deliberations on public funding of the Foothills Mall
redevelopment.
SS3
PROJECT TITLE: Climate Action Projects
ESTIMATED PROJECT COST: $2M
ESTIMATED ANNUAL O&M: 0
Service Area: Sustainability Services Department/Program: Multiple
Project Location: Multiple
Project Description:
In 2014, Fort Collins’ Climate Action Plan will be updated and will identify several high priority
projects that will need to be implemented over the next five to ten years to achieve greenhouse
gas (GHG) reduction goals and targets. In addition, strategies to increase Fort Collins’
preparedness to a changing climate will be developed through the climate adaption planning
process underway in 2013/2014. The requested pool of funding will be used to fund projects
that are ranked high priority from these processes, and may include supporting a ReUse
warehouse for resusable goods in the community, transitioning to more efficient streetlights,
supporting intelligent transportation systems, increasing electric vehicle charging stations, etc.
Why is this Project Needed?
Reducing local GHG emissions is proven to deliver local benefits to the community such as savings
on energy bills, reduction in air pollution emissions, extended landfill life, local job creation, etc.
Funding will be needed to provide seed money (grants match, support for public/private
partnerships, etc. ) for anticipated high priority climate mitigation and adaptation projects.
Several likely climate projects will be able to support economic health in Fort Collins. For
example, the “reusable materials” that are currently thrown away in Fort Collins are valued at
over $2M alone. Keeping these items out of the landfill and in use locally adds value to the
economy.
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Additional Funding Details:
This project seeks $2M to support implementation of high priority climate action projects.
Additional funding will be sought through the BFO process.
SS4
PROJECT TITLE: Community Marketplace
ESTIMATED PROJECT COST: $9M
ESTIMATED ANNUAL O&M: $125K
Service Area: Sustainability Services Department/Program: Economic Health
Project Description:
The Community Marketplace project will construct an indoor market hall allowing for year round
operation of a farmer’s market. The hall would include space for permanent tenants and open
space for temporary stalls. The stalls would operate only on select days with permanent tenants
open year round for normal operating hours. The intent is for the project to become a focal point
for local food production and increase the availability of Fort Collins products.
Project Location: Downtown – location undetermined.
Why is this Project Needed?
The Community Marketplace has been a past priority of the Fort Collins Downtown Development
Authority (DDA). Currently, the DDA has deprioritized the project due to funding limitations. The
project would also help to drive the supply of locally produced food by providing an additional
venue for the sale of these products.
Additional Details:
A feasibility study was performed on the concept by the DDA in 2011. The results of the study
indicate that Fort Collins can support a Community Marketplace as long as it includes an anchor
rent paying tenant, such as the Food Co-op. Additional details can be provided from the
Feasibility Study if requested.
SS5
PROJECT TITLE: Downtown Convention Center
ESTIMATED PROJECT COST: $8.2M
ESTIMATED ANNUAL O&M: 0
Service Area: Sustainability Services Department/Program: Economic Health
Project Location: Downtown – location undetermined.
Project Description:
The Downtown Strategic Plan of 1988 listed a downtown hotel and convention center as key
attribute of the future success of Old Town. This remains a priority for the Fort Collins Downtown
Development Authority (DDA) and the City. This project would participate in a larger downtown
hotel project by providing funding to offset all or a portion of the cost associated with the
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convention center and meeting space. Based on the analysis completed in 2010 and 2011 the
anticipated cost of a significant downtown convention space of between 15,000 to 25,000
square feet is approximately $8.2 million.
Why is this Project Needed?
The project provides an opportunity to expand the facilities and amenities of Old Town allowing
it to compete with regional destinations for group business and conferences. This represents a
market segment of the hospitality industry that Fort Collins has continue to see diminish. A
downtown venue for this type of activity would significantly increase the ability of the community
to compete for regional conferences and showcase the City.
Additional Details:
A market study was completed in 2011 evaluating the need and supportability of a downtown
hotel. The results of the study indicate that Fort Collins can support a Downtown Hotel and
Convention Center. Additional details can be provided from the Feasibility Study if requested.
SS6
PROJECT TITLE: Midtown Urban Gateway Enhancements
ESTIMATED PROJECT COST: 1M
ESTIMATED ANNUAL O&M: 0
Service Area: Sustainability Services Department/Program: Economic Health
Project Location: Prospect and College and possibly Horsetooth and College.
Project Description:
Redevelopment of the Midtown area is a priority in City Plan. Multiple efforts have been
underway in order to help assure the long term redevelopment success of this area. For example
MAX opens in spring of 2014, The Midtown Urban Design Master Plan is now complete and in the
early stages of implementation and the Midtown College Access Plan is currently being
developed in FC Moves. Additionally the Economic health Office continues to meet with and
encourage the South Fort Collins Business Association (SFCBA) to enhance their membership and
begin work on a Business Improvement District in order to fund ongoing activities within the
corridor.
The proposed funding will provide a catalyst for urban design. Much as the improvements at the
corner of College and Harmony have enhanced the southern gateway into the City, the proposed
funds would create at least one urban gateway at Prospect and College. The proposed funding
would be used for landscape and urban design features to help reinforce the overall image of
the corridor and begin to set a theme for the north end of the corridor. The benefit of this will be
to further encourage redevelopment.
Why is this Project Needed?
This project will add to the emerging retail environment. Today the Midtown area is responsible
for approximately 40% of the City’s retail tax base. While this has been gradually eroding, the
proposed Foothills Mall redevelopment, along with redevelopment of The Square and with the
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recent completion of The Summit, both Prospect and Horsetooth are poised for substantial new
reinvestment. The SFCBA has endorsed this proposed effort.
SS7
PROJECT TITLE: Organics Composting Facility
ESTIMATED PROJECT COST: $2M
ESTIMATED ANNUAL O&M: 0
Service Area: Sustainability Services Department/Program: Environmental Services
Project Location: TBD (Larimer County Landfill?)
Project Description:
This project would develop regional partnerships and use a portion ($2M) of BOB2 funding to
contribute to a pool of funding for a large scale composting facility for organic waste, including
yard waste and food that cannot be used. While the cost of a new organics composting facility
is estimated to be $7-9Million, if Fort Collins can share in the cost with other jurisdictions and the
private sector, several objectives will be met.
Why is this Project Needed?
The newly developed draft “Road to Zero Waste” Plan identifies the need for an organics
composting facility if Fort Collins is to achieve zero waste. Currently, yard and food waste
comprise an estimated 29% of material thrown into the landfill and are responsible for
generating 3 percent of community greenhouse gas emissions. Larimer County landfill life is
estimated to be only 15 years, and the cost of rebuilding a similar landfill is estimated to range
from $20M -$80M. Keeping organics out the landfill would create more local jobs, reduce GHG
emissions, extend landfill life, and improve the community’s access to compost for use as a soil
amendment.
Additional Details:
This project requests $2M to seed the funding for a composting facility.
1
Renewal of ¼-Cent Community
Capital Improvement Program
and ¼ Cent Street Maintenance Tax
City Council Work Session
December 10, 2013
ATTACHMENT 10
2
Direction Sought
1. Does Council Support the following Target Election Dates:
a. April 2015 for the Capital Improvement Tax Renewal?
b. April 2015 for the Street Maintenance Tax Renewal?
2. What information does Council need to determine the amount and
term of a continued Street Maintenance tax? Options could
include:
a. 10 years at ¼ cent? (current)
b. 20-25 years at ¼ cent?
c. ¼ cent in perpetuity?
3. What outcomes do we want to achieve with the City’s next cycle of
Community Capital Investments?
3
Tax Initiative History
Base Sales Tax Rate = 2.25%...Does Not Expire
Various Tax Initiatives that aggregate to 3.85%:
• Capital ¼ Cent began in 1984 – Current Tax Expires in 2015
• Street Maintenance ¼ Cent began in 1990 – Expires in 2015
• Natural Areas ¼ Cent began in 1993 – Expires in 2030
• KFCG .85 Cent began in 2011- Expires in 2021
4
Background
• Current initiative is Building on Basics (BOB)
• ¼ cent = 25 cents on a $100 purchase
• 10 year term (2005-2015)
• Will amount to approximately $58 million over
course of the term
5
Targeted Election Date
April 2015: ballot language by early February 2015
General targets:
• February-July 2014: Utilize Outcome Teams & Budget outreach
• July 2014: Council work session to narrow project list
• August-November 2014: Public engagement
• November 2014: Council work session to further narrow list
• January 2015: Council work session determine a final list
• February 2015: Regular meetings to adopt ballot language
6
April June
November
February April
Budget Outreach
Projects Narrowed and
Ballot Language
Determined (Council)
April, 2015
Election Date
Narrow Project List
Based on Public
Feedback‐(Council)
Narrow Project List to
20‐25 projects‐(Council)
2015
2014
2nd
Reading on
Budget
APRIL 2015‐TARGET ELECTION
7
Background
• Capital Improvement Program and Street
Maintenance have historically been on the same
ballot.
• Opportunity to evaluate both term and tax for
both programs.
8
Updates
Staff has met with:
• Six City Boards
• The Chamber Legislative Affairs group
• The Convention and Tourism Board
• CityWork Alumni
Focus has been on process.
General support for both programs.
9
Updates
Criteria options for project selection:
– FUND
• Feasability
• Urgency
• Need
• Desirability
• Additional Considerations
10
Updates
Criteria options for project selection:
– Outcomes Areas and Strategic Objectives
• Safe Communities
• Transportation
• Culture and Recreation
• Economic Health
• Community and N’hood Livability
• Environmental Health
• High Performing Government
11
Next Steps
• Schedule extended work time for Council to review and
discuss project descriptions.
• Staff will continue to meet with Boards, Commissions, and
other public groups.
• Staff will draft and formalize a detailed Public Engagement
Plan by Q1-2014.
• Schedule future work sessions (early spring, mid summer,
late fall 2014).
12
Direction Sought
1. Does Council Support the following Target Election Dates:
a. April 2015 for the Capital Improvement Tax Renewal?
b. April 2015 for the Street Maintenance Tax Renewal?
2. What information does Council need to determine the amount and
term of a continued Street Maintenance tax? Options could
include:
a. 10 years at ¼ cent? (current)
b. 20-25 years at ¼ cent?
c. ¼ cent in perpetuity?
3. What outcomes do we want to achieve with the City’s next cycle of
Community Capital Investments?
5.4 Attract, engage and retain a high quality, creative workforce with a diverse set of skills
5.5 Promote and invest in employee health and safety
5.6 Develop and foster key community partnerships
5.7 Establish a culture of exceptional customer service and deliver services that exceed community expectations.
6
Safe
Community
Provide a safe place to live,
work, learn and play
6.1 Proactively Support prevention and community safety through education and outreach initiatives
6.2 Improve response times to collisions, crimes, fires, utility emergencies and medical services
6.3 Improve the safety and reliability of the City's built environment
6.4 Support community wide planning, preparedness and recovery from community disasters
7
Transportation
Provide for safe & reliable
multi-modal travel to, from,
and throughout the city
7.1 Provide safe, well-functioning, high quality streets, bikeways, sidewalks, trails & infrastructure
7.2 Provide long-term transportation planning to enhance citizen mobility and improve traffic flow
7.3 Limit the rate of increase or reduce vehicle traffic and enhance alternative travel modes
7.4 Address long-term maintenance & operations cost of transportation infrastructure
7.5 Enhance the sustainability of the physical assets as well as the operations of transportation systems
Vision
To provide
world-class
municipal
services
through
operational
excellence
and a culture
of innovation
Mission
Exceptional
Service
for an
exceptional
community
Values
Outstanding
Service
Innovation &
Creativity
Respect
Integrity
Initiative
Collaboration
& Teamwork
Stewardship
ATTACHMENT 7
Options
Citizen
Awareness
Transportation
Fort Collins provides for safe and reliable multi-modal travel
to, from, and throughout the city.
in emergencies
• Timely response
• Professional well-
equipped, caring
responders
• Flexible responses
to community
safety issues
• Coordination
among agencies
• Response by
appropriate agency
• Innovative
approaches
• Visible presence
of safety
personnel
• Roadway
behavior and
traffic safety
• Youth
involvement
programs
• Data collection &
trend analysis
• Prevention and
education
Programs
• Graffiti/
vandalism
abatement
Primary Factors
Prevention Responsiveness
Primaryy Factors
Planning
Preparedness
and Recovery
s
t
Community
Involvement
and
Partnerships
Infrastructure
and Design
Safe Community
Fort Collins provides a safe place to live, work, learn,
and play.
reflecting community values.
Secondary/Causal Factors
Community and Neighborhood Livability
opportunities
Primary Factors
Customer
Service
Secondary/Causal Factors
y
Convenient
& Affordable
Quality
Facilities &
Lands
Culture & Recreation
Fort Collins provides diverse cultural and recreational
amenities.
Quality
Programming
ATTACHMENT 6
SS 4 40 Community
Marketplace
9,000 9,000 125
x
Sustainability Services
ALL VALUES ARE IN THOUSANDS 7
T 36 32 Trolley – System
Improvements
x
T 37 32 Linden Street
Renovations
3,000 5,000
x
Police
ALL VALUES ARE IN THOUSANDS 6
3,000 3,000 9
x x
T 27 27 Start up for Bike
Share
800 800 400
x x
T 28 28 Quiet Zone
Implementation I-
(Downtown /CSU - 16
crossings + 2 ped
crossings)
x
4,500 4,500 160
x
ALL VALUES ARE IN THOUSANDS 5
T 18 23 Harmony Park & Ride
Expansion
4,900 4,900 100
x x
T 19 24 E. Harmony Road
Improvements-
Medians
2,000 2,000 6
x x
ALL VALUES ARE IN THOUSANDS 4
prelim design, and
ROW purchase
300 300
x x x
T 10 19 Mulberry & Prospect I-
25 Interchange
Enhancements x
10,000 10,000 30
x x
ALL VALUES ARE IN THOUSANDS 3
x x x x
Transportation
ALL VALUES ARE IN THOUSANDS 2
1,000 1,000 25
x
OS 1 8 Land for Police
Maintenance Facility
800 1,100
x x
OS 2 8 Police District 1 Lease
Buy Out
500 500
x x
Num
Potential Capital Improvement Tax Projects By Outcome
Community Services: Culture, Recreation, Parks & River
Operation Services: Municipal Infrastructure
ALL VALUES ARE IN THOUSANDS 1
ATTACHMENT 5
Additional
Considerations:
Project qualities that meet
or exceed strategic
objectives or that have a
“deal killer” criterion.
Is the project innovative?
Does the project meet Triple Bottom Line analysis goals?
Does the project reflect operational excellence?
Does the project involve partnerships?
Does the project support existing Clusters? Private fundraising efforts? Or xxx?
Is the opportunity/additional funding for this project at risk if it doesn’t happen now?
ATTACHMENT 4