HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 10/28/2014 - COMPLETE AGENDACity of Fort Collins Page 1
Karen Weitkunat, Mayor City Council Chambers
Gerry Horak, District 6, Mayor Pro Tem City Hall West
Bob Overbeck, District 1 300 LaPorte Avenue
Lisa Poppaw, District 2 Fort Collins, Colorado
Gino Campana, District 3
Wade Troxell, District 4 Cablecast on City Cable Channel 14
Ross Cunniff, District 5 on the Comcast cable system
Carrie Daggett Darin Atteberry Wanda Nelson
Interim City Attorney City Manager City Clerk
The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities
and will make special communication arrangements for persons with disabilities. Please call 221-6515 (TDD 224-
6001) for assistance.
Adjourned Meeting
October 28, 2014
6:00 PM
CALL MEETING TO ORDER
ROLL CALL
1. Council will consider a motion to adjourn into Executive Session.
2. First Reading of Ordinance No. 146, 2014, Revising Chapter 26 of the City Code Regarding
Payments in Lieu of Taxes and Franchise Fees, and Specifying that the Operation and Maintenance
of the Street Lighting System is an In Kind Payment by the Light & Power Fund in Lieu of Taxes and
Franchise Fees. (staff: Ellen Switezer, Lance Smith; 5 minute staff presentation; 15 minute
discussion)
The purpose of this item is to codify the longstanding City policy and practice whereby the Light &
Power Fund has been responsible for providing municipal street lighting as an in-kind payment to the
General Fund as part of the Electric Utility’s payment in lieu of taxes and franchise fees. The
Ordinance also revises the language related to the Water and Wastewater Funds’ required 6%
payment to the General Fund to clarify that this is a payment in lieu of taxes and franchise fees (as
opposed to just a payment in lieu of taxes). This change is consistent with Article V, Section 23 of
the City Charter and with the wording used in City Code to reference the same fee paid by the Light
& Power Fund.
OTHER BUSINESS
ADJOURNMENT
Agenda Item 2
Item # 2 Page 1
AGENDA ITEM SUMMARY October 28, 2014
City Council
STAFF
Ellen Switzer, Utilities Financial Operations Manager
Lance Smith, Strategic Financial Planning Manager
Kevin Gertig, Utilities Executive Director
SUBJECT
First Reading of Ordinance No. 146, 2014, Revising Chapter 26 of the City Code Regarding Payments in Lieu
of Taxes and Franchise Fees, and Specifying that the Operation and Maintenance of the Street Lighting
System is an In Kind Payment by the Light & Power Fund in Lieu of Taxes and Franchise Fees.
EXECUTIVE SUMMARY
The purpose of this item is to codify the longstanding City policy and practice whereby the Light & Power Fund
has been responsible for providing municipal street lighting as an in-kind payment to the General Fund as part
of the Electric Utility’s payment in lieu of taxes and franchise fees. The Ordinance also revises the language
related to the Water and Wastewater Funds’ required 6% payment to the General Fund to clarify that this is a
payment in lieu of taxes and franchise fees (as opposed to just a payment in lieu of taxes). This change is
consistent with Article V, Section 23 of the City Charter and with the wording used in City Code to reference
the same fee paid by the Light & Power Fund.
STAFF RECOMMENDATION
Staff recommends adoption of the Ordinance on First Reading.
BACKGROUND / DISCUSSION
Prior to 1986 the operation and maintenance costs related to street lighting were paid by the City’s General
Fund. In 1986, City Council determined that the Electric Utility should assume fiscal responsibility for operating
and maintaining the street lighting system. Ordinance No. 095, 1986 deleted the municipal street lighting rate
schedule from the City Code and street lighting costs were no longer billed to the General Fund. The City
Council in 1986 deemed this change to be consistent with the then-current Charter, which stated that the utility
was responsible for the “designing, construction, reconstruction, addition, repair, replacement, maintenance,
supervision, and operation of the water and light plants, and the street lighting system and equipment.” The
Agenda Item Summary presented with Ordinance No. 095, 1986 referenced this expense as an additional
payment in lieu of taxes.
In 1987, voters approved changes to the City Charter which eliminated the specific duties of many
departments. At that time, all references to which department or fund bore the responsibility for street lighting
were removed from the Charter. The Charter change was not intended to change the Electric Utility’s
responsibility for the street lighting system, but rather to remove the specific codified list of duties and
responsibilities for various funds and departments from the Charter to allow more administrative flexibility. The
Charter has been silent on street lighting since 1987.
The Light & Power Fund has maintained fiscal responsibility for the street lighting system since 1986. In
addition, City Council has set the Light & Power Fund’s cash payment in lieu of taxes and franchise fees at 6%
of the Fund’s operating revenues. (The cash payment was increased from 5% in 1989.) The proposed
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Agenda Item 2
Item # 2 Page 2
Ordinance codifies the current practice of requiring the Electric Utility to maintain fiscal responsibility for the
operation and maintenance of the street lighting system in addition to payment of taxes and franchise fees. No
changes are proposed for the cash payment of 6% of operating revenues. The Ordinance is consistent with
the direction given by City Council when adopting Ordinance No. 095, 1986 and does not change any current
practice or policy. Since the costs of street lighting have been built into the electric rates since 1986 there will
be no rate impact to rate payers related to the Ordinance.
The Light & Power Fund, Water Fund, and Wastewater Fund each pay 6% of operating revenues to the
General Fund. In the City Code this payment is referred to as a “payment in lieu of taxes and franchise” in the
Light and Power Fund, but as a “payment in lieu of taxes” in the Water and Wastewater Funds. The City
Charter at Article V, Section 23 characterizes the payments as “payment to the general fund in lieu of taxes
and franchise fees”. The omission of the reference to franchise fees appears to have been inadvertent. This
Ordinance also changes the wording in the Water and Wastewater Funds to be consistent with the Charter and
with similar references to the same payments by the Light & Power Fund in the City Code. The Stormwater
Fund is not subject to a payment in lieu of taxes and franchise fees, so no corresponding update is required to
that portion of the City Code.
FINANCIAL / ECONOMIC IMPACTS
In 2013, the cost of operating and maintaining the street light system totaled $1.3 million. The costs of street
lighting have been built into the electric cost of service and electric rates since 1986, and the current request to
amend the City Code under this Ordinance will have no rate impact.
Payments in lieu of taxes and franchise fees vary among Colorado cities and throughout the country as do in
kind services. The amounts paid to the General Fund by the Light & Power, Water, and Wastewater Funds
are within normal ranges. A 2012 survey of the fees and free services is attached for reference.
ENVIRONMENTAL IMPACTS
None identified.
BOARD / COMMISSION RECOMMENDATION
Since there are no policy changes proposed, and this Ordinance substantially addresses issues of clarification
of existing practices, this item was not reviewed by the Energy or Water Boards.
PUBLIC OUTREACH
Out-of-city customers were notified of the proposed ordinance and a public notice was issued in the
Coloradoan.
ATTACHMENTS
1. Survey of Municipalities (PDF)
2. Ordinance No. 095, 1986 (PDF)
3. Powerpoint presentation (PDF)
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ATTACHMENT 1
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Attachment2.1: Survey of Municipalities (2537 : PILOTs / Street Lighting Revision)
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Attachment2.1: Survey of Municipalities (2537 : PILOTs / Street Lighting Revision)
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Attachment2.1: Survey of Municipalities (2537 : PILOTs / Street Lighting Revision)
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Attachment2.1: Survey of Municipalities (2537 : PILOTs / Street Lighting Revision)
ATTACHMENT 2
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Attachment2.2: Ordinance No. 095, 1986 (2537 : PILOTs / Street Lighting Revision)
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Attachment2.2: Ordinance No. 095, 1986 (2537 : PILOTs / Street Lighting Revision)
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Attachment2.2: Ordinance No. 095, 1986 (2537 : PILOTs / Street Lighting Revision)
1
Street Lighting
Ordinance No. 146, 2014
City Council
October 28, 2014
1st
Reading
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Attachment2.3: Powerpoint presentation (2537 : PILOTs / Street Lighting Revision)
2
Background – PILOTs
• The electric, water and wastewater utilities
are required by City Charter to pay the
General Fund an amount equivalent to the
taxes and franchise fees such utilities would
pay if they were privately owned.
• The fee is called a payment in-lieu of taxes
and franchise fees (PILOTs)
• The 6% PILOTs is set by City Council by
ordinance
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Attachment2.3: Powerpoint presentation (2537 : PILOTs / Street Lighting Revision)
3
Background - Streetlights
• Prior to 1986 street lighting was paid for by the General Fund through
a monthly streetlight rate
• In 1986, it was determined that the City Charter would permit L&P to
assume these costs
• Ordinance 98, 1986 deleted the Streetlight Rate Schedule from City
Code
• City Charter was simplified in 1987 and became silent on the
responsibility for street lighting
• Since 1986 L&P has paid for the energy and O&M of the street
lighting system and has been considered a non-cash PILOT
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Attachment2.3: Powerpoint presentation (2537 : PILOTs / Street Lighting Revision)
4
What the Ordinance does?
1. Revises City Code to align with long term
practice/policy assigning fiscal responsibility
of the municipal streetlight system to the
Light and Power Fund
– Clarifies that the in kind service is a franchise fee in
addition to the 6% PILOT
– No financial impact to Light and Power or rates
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Attachment2.3: Powerpoint presentation (2537 : PILOTs / Street Lighting Revision)
5
What the Ordinance does?
2. Clarifies that the PILOT for the Water and
Wastewater utilities is for payment in-lieu of
taxes and franchise fees
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Attachment2.3: Powerpoint presentation (2537 : PILOTs / Street Lighting Revision)
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ORDINANCE NO. 146, 2014
OF THE COUNCIL OF THE CITY OF FORT COLLINS
REVISING CHAPTER 26 OF THE CODE OF THE CITY OF FORT COLLINS
REGARDING PAYMENTS IN LIEU OF TAXES AND FRANCHISE FEES, AND
SPECIFYING THAT THE OPERATION AND MAINTENANCE OF THE STREET
LIGHTING SYSTEM IS AN IN KIND PAYMENT BY THE LIGHT & POWER FUND IN
LIEU OF TAXES AND FRANCHISE FEES
WHEREAS, prior to July 1, 1986, the operation and maintenance costs related to the
City’s street lighting system were paid by the City’s General Fund; and
WHEREAS, on July 1, 1986, City Council adopted Ordinance No. 095, 1986, which
removed the municipal street lighting rate schedule from City Code and stopped internal billing
of street lighting costs to the General Fund; and
WHEREAS, City Council at the time determined it was consistent with Article IX,
Section 2 (B) of City Charter, as it existed in 1986, for the Electric Utility to assume fiscal
responsibility for operating and maintaining the street lighting system; and
WHEREAS, the agenda materials accompanying Ordinance No. 095, 1986, characterized
the shift in fiscal obligation as an additional payment by the Electric Utility in lieu of taxes; and
WHEREAS, voters in the City approved City Charter revisions in 1987 that eliminated
the specific duties of many City departments and created broader administrative flexibility in
fund and department management; and
WHEREAS, in streamlining the statements of department’s duties, the 1987 Charter
revisions also removed any reference to which department(s) or fund(s) bore responsibility for
street lighting costs; and
WHEREAS, since 1987, the Light & Power Fund has maintained fiscal responsibility for
the street lighting system, and the costs of street lighting have been incorporated into the electric
rates paid by customers of the Electric Utility; and
WHEREAS, City Council has established, pursuant to Article V, Section 23 and Article
XII, Section 6 of the City Charter, that an annual cash payment in lieu of taxes and franchise fees
is owed by the Light & Power Fund, Water Fund, and Wastewater Fund in the amount of 6% of
the operating revenues in each fund; and
WHEREAS, staff recommends clarifying descriptions of the annual operating revenues
payment made by the Water Fund in Article III, Chapter 26 of the City Code, and by the
Wastewater Fund in Article IV, Chapter 26 to be consistent with how the annual Light & Power
Fund payment is described in Article VI, Chapter 26, to reflect that such funds are collected in
lieu of taxes and franchise fees; and
WHEREAS, staff also recommends updating the City Code to codify the longstanding
custom and practice of the Electric Utility bearing fiscal responsibility for the operation and
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maintenance of the street lighting system in addition its annual payment in lieu of taxes and
franchise fees; and
WHEREAS, this revision to the City Code will not affect the rates paid by customers of
the Electric Utility nor increase the amount of operating revenues paid by the Light & Power
Fund in lieu of taxes and franchise fees.
NOW, THEREFORE BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. That updating descriptions in the City Code to reflect the consistent
purposes for which the Light & Power Fund, Water Fund, and Wastewater Fund designate a
portion of operating revenues for payments in lieu of taxes and franchise fees is in the best
interest of the customers of the respective utility services and of the City.
Section 2. That amending the City Code to reflect the custom and practice of
providing street lighting system operation and maintenance as an additional in-kind component
of the franchise fee paid by the Electric Utility in its annual payments in lieu of taxes and
franchise fees is in the best interest of the customers of the Electric Utility and of the City.
Section 3. That Section 26-118(c) of the Code of the City of Fort Collins is hereby
amended to read as follows:
Sec. 26-118. Determination of user rates.
. . .
(c) In addition to the monthly service charges set forth in §§ 26-126 and 26-127,
there shall be a charge for payments in lieu of taxes and franchise. The charge shall
be six and zero-tenths (6.0) percent of said monthly service charges billed pursuant
to said §§ 26-126 and 26-127.
. . .
Section 4. That Section 26-277(c) of the Code of the City of Fort Collins is hereby
amended to read as follows:
Sec. 26-277. Determination of user rates; annual adjustment.
. . .
(c) In addition to the monthly service charges set forth in §§ 26-279, 26-280 and 26-
282, there shall be a charge for payments in lieu of taxes and franchise. The charge
shall be six and zero-tenths (6.0) percent of said monthly service charges billed
pursuant to said §§ 26-279, 26-280 and 26-282.
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Section 5. That Section 26-392 of the Code of the City of Fort Collins is hereby
amended by the addition of a new Subsection (e) to read as follows:
Sec. 26-392. Utility considered a City-owned enterprise.
(e) The enterprise shall annually operate and maintain the City street lighting system
as an additional payment in lieu of franchise fees otherwise paid by the enterprise
pursuant to Article V, Section 23 of the City Charter.
Introduced, considered favorably on first reading, and ordered published this 28th day of
October, A.D. 2014, and to be presented for final passage on the 18th day of November, A.D.
2014.
__________________________________
Mayor
ATTEST:
_______________________________
City Clerk
Passed and adopted on final reading on the 18th day of November, A.D. 2014.
__________________________________
Mayor
ATTEST:
_______________________________
City Clerk
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City of Fort Collins Page 1
Karen Weitkunat, Mayor Council Information Center (CIC)
Gerry Horak, District 6, Mayor Pro Tem City Hall West
Bob Overbeck, District 1 300 LaPorte Avenue
Lisa Poppaw, District 2 Fort Collins, Colorado
Gino Campana, District 3
Wade Troxell, District 4 Cablecast on City Cable Channel 14
Ross Cunniff, District 5 on the Comcast cable system
Carrie Daggett Darin Atteberry Wanda Nelson
Interim City Attorney City Manager City Clerk
The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities
and will make special communication arrangements for persons with disabilities. Please call 221-6515 (TDD 224-
6001) for assistance.
City Council Work Session
October 28, 2014
(After the Adjourned Council Meeting, which begins at 6:00 PM)
CALL TO ORDER.
1. Utilities On-Bill Financing Pilot Program Review and Recommendations. (staff: John Phelan; 15
minute staff presentation; 30 minute discussion)
The purpose of the On-Bill Financing pilot program (also known as the Home Efficiency Loan
Program) is to provide residential utility customers with low-cost financing for energy efficiency, solar
photovoltaic, and water conservation improvements to support the outcomes adopted in City of Fort
Collins policies and plans, such as the Climate Action Plan, Energy Policy and Water Conservation
Plan.
For the October 28 City Council work session, staff will present a review of program results to date
and recommendations to enhance the program. The recommendations focus on simplifying the
application and program processes, improving the loan terms, and revising the structure to address
residential rental and business lease properties. Staff will also present the requirements, resources
and schedule for implementation of the recommendations, including City Council actions.
2. Climate Action Plan - Strategies. (staff: Lucinda Smith, Bruce Hendee; 15 minute staff
presentation; 30 minute discussion)
The purpose of this work session is to review progress on identifying greenhouse gas reduction
strategies and tactics, and seek Council feedback. The work session will also outline progress in
considering financing models, and public engagement plans.
City of Fort Collins Page 2
In April 2014, City Council asked that an ad hoc committee be formed to develop a proposed
updated Climate Action Plan that describes how the community could achieve a greenhouse gas
emissions reduction goal of 20% below 2005 levels by 2020, 80% below 2005 by 2030, and carbon
neutrality (a 100% reduction in net greenhouse gas emission) by the year 2050. This work session
is the second of four planned work sessions to review progress to date.
3. Nature in the City (staff: Lindsay Ex, Bruce Hendee; 10 minute staff presentation; 45 minute
discussion)
The purpose of this item is to request feedback from Council on Nature in the City, specifically on the
results from the project’s Inventory and Assessment (Phase One), the proposed direction for the
Strategic Plan (Phase Two), and the initial list of implementation actions (Phase Three) identified
based on public engagement. Staff also will review anticipated timing of deliverables to City Council
and seek feedback.
Nature in the City is a project approved by Council in the 2014 Annual Appropriations Ordinance and
is designed to develop a 25-year vision for how all residents can access high-quality, natural
experiences within a 10-minute walk from where they live and work. The project was initiated in
January 2014, and staff expects to bring the final Strategic Plan to Council for consideration of
adoption in early 2015.
4. Economic Health Strategic Plan Update. (Josh Birks, Bruce Hendee; 15 minute staff presentation;
45 minute discussion)
The purpose of this agenda item is to review a proposed update to the Economic Health Strategic
Plan approved by City Council on June 26, 2012 (Resolution 2012-044; Vote: 7-0 in favor). The
update responds to a City Council request to evaluate changes to the existing strategic plan and
seeks alignment with the objectives of the Sustainability Service Area (formed in 2012). The update
introduces five themes around which to organize the City’s economic health activities:
Embracing the Climate Economy
Shared Prosperity
Grow Our Own
Think Regionally
Place Matters.
OTHER BUSINESS.
ADJOURNMENT.
DATE:
STAFF:
October 28, 2014
John Phelan, Energy Services Manager
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Utilities On-Bill Financing Pilot Program Review and Recommendations.
EXECUTIVE SUMMARY
The purpose of the On-Bill Financing pilot program (also known as the Home Efficiency Loan Program) is to
provide residential utility customers with low-cost financing for energy efficiency, solar photovoltaic, and water
conservation improvements to support the outcomes adopted in City of Fort Collins policies and plans, such as
the Climate Action Plan, Energy Policy and Water Conservation Plan.
For the October 28 City Council work session, staff will present a review of program results to date and
recommendations to enhance the program. The recommendations focus on simplifying the application and
program processes, improving the loan terms, and revising the structure to address residential rental and
business lease properties. Staff will also present the requirements, resources and schedule for implementation of
the recommendations, including City Council actions.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does Council support the proposed recommendations?
2. If so, does Council support the proposed resources and schedule for implementation?
BACKGROUND / DISCUSSION
The purpose of the On-Bill Financing (OBF) pilot program (also known as the Home Efficiency Loan Program) is
to provide residential utility customers with low-cost financing for energy efficiency, solar photovoltaic, and water
conservation improvements to support the outcomes adopted in City of Fort Collins policies and plans, such as
the Climate Action Plan, Energy Policy and Water Conservation Plan. The OBF pilot program was established by
Ordinance No. 033, 2012, which revised language in Chapter 26 of the City Code to enable Utilities to provide
financing and on-bill servicing of loans for energy efficiency, water efficiency and renewable energy projects.
The OBF pilot program (OBF Program) was launched in January 2013, and was reviewed by Council in August
2013 to understand results to date and determine next actions in managing the OBF Program’s success. City
Council’s feedback indicated general support for the OBF Program and requested that staff return in fall 2014 with
a review of the OBF Program and recommendations for improvements.
History
Fort Collins Utilities offered the Zero Interest Loan Program (ZILCH) starting in the early 1980s. While the
program was successful for many years, from 2002 to 2009 it had relatively little activity. The 2009 national
mortgage crisis resulted in changes to the requirements for local government entities to be able to originate loans
for home improvements. As a result, the Zero Interest Loan Program was suspended in early 2011. The OBF
Program superseded the energy and water efficiency aspects of the Zero Interest Loan Program. The air quality-
related aspects of the Zero Interest Loan Program, with funding from the Environmental Services Department,
continues under a revised administrative model.
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October 28, 2014 Page 2
Current Program Development and Characteristics
The OBF Program was developed collaboratively by Utilities (Energy Services and Billing), Finance, and Legal
department staff, with assistance from the consulting firm Harcourt, Brown and Carey. The program was modeled
after successful programs and is most succinctly described as a traditional loan program which is serviced by
Utilities on customer’s monthly bills. The development process included the Energy and Water Boards and local
stakeholder groups. Customers qualify by their bill payment history and credit score, eligible projects are defined
by Utilities incentive programs and the loans are secured via a deed of trust recorded with Larimer County.
The Code changes adopted by Council authorize Utilities to provide financing services. A key element of the
program is that the loan payments are treated like any other element of a customer’s bill (e.g., electricity, water,
wastewater and stormwater). With such treatment, loan payments are not differentiated from other services.
Utilities normal and customary practices for non-payment apply, up to an including service disconnection. Utilities
also has established rights under City Code for collection of any past due amounts at a property’s time of sale,
also known as the “perpetual lien” ordinance.
The OBF Program uses pre-existing standard capabilities of the Utilities billing system; no customization of the
system was required. Due to the use of a Deed of Trust of security in the property, the origination of these loans
must be in compliance with federal and state consumer protection lending rules. As a result, customer
qualification and loan closing services are provided in partnership with a third party financial partner, EnergySmart
Partners LLC. EnergySmart Partners is a subsidiary of the non-profit Funding Partners, a local Fort Collins
Community Development Financial Institution. Program fees and the interest rate range are defined in Utilities’
residential rate ordinances. The City Finance Department developed a set of rules and regulations for
administrative implementation of the OBF Program.
OBF Program capital comes from Light & Power and Water reserve funds, determined by the project type. The
funding is a “balance sheet transaction,” where the funds are accounted for by moving from reserves to accounts
receivable. As such, loan funding is not a typical expenditure or a budget item. Council has authorized Utilities for
a maximum outstanding balance of $800,000 for the loan program. Should demand for financing reach this limit,
Utilities will coordinate a request for additional funding.
Program information, including details on customer and project eligibility, qualifications and loan terms can be
found at fcgov.com/financing.
Changes made to the program as a result of the August 2013 Council Work Session are shown in the table
below.
Attribute 2013 2014
Loan term Determined by loan amount (5, 7 or 10
years)
Selected by customer (5, 7 or
10 years)
Interest rate Two tiers based on credit score (prime
plus 2% or 5.25%, prime plus 3% or
6.25%)
Two tiers based on credit score
(5.0%, 6.0%)
Fort Collins Program Results
The following table lists the program results from January 2013 to date.
Description Number Funding Notes
Closed loans 20 $145,122 86% energy projects, 14% water
projects, min $2126, max $14995, avg
$7256
Pending loans 2 $20,000
Denied loans 6 5 denied based on credit score, one
based on utility payment history
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October 28, 2014 Page 3
Marketing was increased in 2014 to build awareness for the Home Efficiency Loan Program amongst Utility
customers along with specific outreach to customers completing efficiency audits via energy advisor services.
Contractor trainings were also completed to reinforce the availability of this financing option for customers.
Samples of marketing materials are included in Attachment 4.
New Models for On-Bill Financing
There are a number of different models for utility on-bill financing programs. One model which has been
successful is called an on-bill “tariff”, with the How$mart program from Midwest Energy having the longest track
record. The tariff model was pioneered by the Energy Efficiency Institute Inc. Based in Vermont and is also known
as the PAYS model (pay as you save). The use of the word “tariff” is used here to denote that the service charges
for the financing are undifferentiated from any other utility charge.
Key characteristics of this approach include:
A tariffed service charge assigned to a meter location, not to an individual customer;
Billing and payment on the utility bill with disconnection for non-payment; and
Independent certification that projects are appropriate and savings estimates exceed payments in both the
near and long terms.
The Community for Sustainable Energy organization (CFORSE), a grassroots lobbying group, has advocated for
an on-bill financing program modeled after How$mart for the last several years. Their efforts have resulted in
hundreds of letters being sent to Fort Collins City Council.
In parallel with CFORSE efforts, Fort Collins Utilities has been working with Rocky Mountain Institute to develop
frameworks for new business models for implementing and scaling efficiency and renewable energy. Effective on-
bill financing tools are expected to play a key role in ongoing efforts to expand efforts to meet community energy
and climate goals.
Utilities staff have been in contact with the originator of the How$mart program, the current program manager and
the originator of the PAYS model. The tariff approach was considered in the original development of the program.
However, it was not recommended due to concerns about obligating future customers to service charges which
they did not originate and that there would need to be upgrades to Utilities billing system.
Attachment 1 is a letter from Midwest Energy’s How$mart program manager, noting key program elements and
results. The tables below compare Fort Collins current Home Efficiency Loan Program with How$mart, based on
these elements and results. Midwest Energy is a utility co-op providing electricity and natural gas services to
approximately 50,000 residential customers (Fort Collins Utilities serves approximately 68,000 residential electric
customers and 34,000 water customers).
Comparison of Fort Collins On-Bill Loan and How$mart Programs: Key Elements
Attribute How$mart Fort Collins Recommended
Changes
Treatment of the loan payments as an on-
bill service charge
Tied to the meter Tied to the customer Yes
Handling billing of the service charges in
the same way as other utility services,
especially in regards to non-payment
No differentiation
between utility
services
No differentiation
between utility
services
No
Inclusion of agreement language requiring
notification of service charge to subsequent
utility customers
Based on UCC
filing and
required lease
language for
rental properties
Not applicable;
loans are not
transferable
Yes, for rental
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projects
Offering low and attractive interest rates Currently at 3% Currently at 5% or
6%
Yes
Developing a contractor based sales force Contractors are
primary
marketing
approach
Direct marketing to
customers plus
engaging
contractors
Ongoing
Use of legal documents and intellectual
property licensed from the Energy
Efficiency Institute, Inc.
Licensed and
adapted by
Midwest Energy
Under consideration TBD
Comparison of Fort Collins On-Bill Loan and How$mart Programs: Results
Results How$mart Fort Collins Notes
Projects per year 200 325 Average of last
two years
Loans per year 200 ~20 Estimate for 2014
Percentage of project types 70% heating and air
conditioning; 30%
include insulation and air
sealing;
38% heating and air
conditioning; 57%
include insulation
and air sealing; 5%
windows
FC program
provides flexibility
for comprehensive
projects
Self-funded through energy
savings
30% of projects are
completely self-funded
from the energy savings,
with the remaining
requiring buy-down by
customers with up-front
funding;
Scope of projects
determined by
customer; up to
100% of costs can
be financed
FC program
provides flexibility
for comprehensive
projects
Program fees 5% 5% of loan amount
(average $300)
Total of $205 for
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It is important to note two key aspects of the recommendations.
The recommendations are interrelated in sometimes complex ways. The eligibility and qualification of
customers and measures, the legal aspects of recording and administration, billing system capabilities,
energy savings and loan terms all impact each other.
Actions required to implement the recommendations include those that require Council action and those that
can be implemented administratively through the program rules and regulations.
Simplifying Application and Program Process
Attribute Current Recommendation Notes
Customer
qualification
Bill payment history
Minimum FICO
credit score
Bill payment history
Minimum FICO
credit score
FICO scores required to manage perception
of risk for default No clear association
between a program’s underwriting criteria
and participant default rates Service
disconnect and perpetual lien provide risk
mitigation Credit score improves future
access to capital
Fees $25 application fee
$150 origination fee
$30 recording fee
Program
participation to be
self-funded and/or
cost based
Determined by business processes of final
program design
Recording Deed of Trust UCC filing Works for providing diverse remedies,
including service disconnection; clouding
the title; being subordinate to mortgage or
other bank liens (by statute) and can be
transferred via “written agreement.”
Provides for more flexible program
administration
Improving Loan Terms
Attribute Current Recommendation Notes
Interest Rates 5-10% possible range
Two rate tiers Fixed
rate for term Annually
set by program rules
Allowable range from 2.5-
10% Single rate tier
Fixed rate for term
Annually set by program
rules
Rate intended to be “low
but not zero” to be
attractive to customers and
allow for adjustments.
Considerations for setting
rate include other City loan
programs, market rates for
alternative investments,
potential future use of 3rd
October 28, 2014 Page 6
energy projects
Water customers for
water projects
Single family and
townhome
customer rate classes
(GS/GS25)
customer are in leased
space and face the split
incentive of having one
party pay utility bills while
another party controls
efficiency investments
Same business processes
can work for residential and
business customers
Applicant Property owner Property owner for
owner-occupied
Property owner with
acknowledgement from
current tenant for rental
and lease properties
Owner is responsible for
upgrades to premise,
agrees to obligation and
notification of future tenants
Current tenant agrees to
service charges on bill
Transferability Non-transferable, due
upon sale or refinance
Loans are transferable by
written acknowledgement
Written acknowledgement
for rental/lease properties
is via lease language
between owner and tenant
Related to UCC filing
Measures EW* Home projects
Water service line
replacement
Wastewater line
replacement Solar
PV * Efficiency
Works
Add EW business project
types For rental/lease,
measures limited by bill
neutrality requirements
Customer may only borrow
funds up to the bill neutral
service charge limit; they
may buy-down the total
cost to reach this level
Summary
The proposed program structure is a hybrid of the existing Home Efficiency Loan Program with key elements of
the “tariff” model (similar to the How$mart program) and includes the addition of small business customer rate
classes.
For owner-occupied properties, the OBF Program would operate in a similar fashion to today with simplified
processes and improved loan terms. Owners would choose to participate, determine qualification and project
October 28, 2014 Page 7
whether to a current tenant customer or the property owner.
Utilities staff developed software requirements and is awaiting a preliminary estimate from the billing system
software vendor for customization. Staff will also develop a schedule for testing of the billing system's new
configurations.
Energy Savings Calculations
Loans in rental and lease situations are obligating future customers to the service charges which they did not
initiate. An essential requirement for these projects is that they generate annual savings in excess of the annual
service charges. For example, for a home that needs insulation, air sealing and a new furnace, the annual
electricity and natural gas savings should exceed the annual service charges based on the maximum term of 15
years. Customer may only borrow funds up to the bill neutral service charge limit; they may buy-down the total
cost to reach this level.
Over the course of a 15 year term, it is highly likely that a range of tenancy situations will inhabit a given property,
each with their own number of occupants and personal habits. It is not uncommon to see energy use variability of
plus or minus 100% in the same premise based on the occupants and behavior. As a result, Utilities proposes to
calculate bill neutrality based on standardized project and measure requirements which are then customized with
energy modeling of a specific home or business.
The chart below illustrates the types of projects which are likely to meet the bill neutrality requirements as a
function of annual utility costs and percentage savings.
Illustration of Typical Project Costs and Available Capital as a Function of Annual Utility Bills, Percentage
Savings and Loan Terms
Public Outreach
A public forum to gather feedback on the recommendations was held October 16, from 5:30-7:30 at the Senior
Center. The forum was coordinated with community stakeholders, including the Community for Sustainable
Energy. Results from the forum are included as attachment 5.
Packet Pg. 9
October 28, 2014 Page 8
Council Actions
As noted above, the OBF program was established by Ordinance 033-2012 which revised language in Chapter 26
of the Municipal Code to enable Utilities to provide financing and on-bill servicing of loans for energy efficiency,
water efficiency and renewable energy projects.
In order to implement the recommendations, Council action is required for revising the rate ordinances.
Adding financing language to the small business rate classes
Revising the fees and interest rate range as determined by the final program plan.
The remaining recommendations can be implemented administratively via revision to the program rules and
regulations.
Next Steps
Staff will finalize the program design based on feedback from Council during this work session. The steps include:
Customization of the billing system software, including testing
Development of legal documents, such as agreements for owner occupied and rental/lease projects,
notification requirements and UCC filings.
Determination of business processes, including the approval of applications, closing requirements, utility bill
savings modeling and project requirements.
Rate ordinance adoption for all affected rate classes and service types.
Updated marketing plan for the revised program.
Staff proposes to complete these items by the end of January 2015, with the exception of the billing system
customization. The schedule for the billing system will be determined by the vendor custom programming and
subsequent testing by Utilities.
ATTACHMENTS
1. Letter from Midwest Energy How$mart to Fort Collins, October 2014 (PDF)
2. Ordinance No. 033, 2012, Authorizing On-Bill Financing (PDF)
3. Home Efficiency Loan Program Product Guideline, April 2014 (PDF)
4. Home Efficiency Loan Program 2014 marketing sample materials (PDF)
5. OBF Public Forum Summary Memo (PDF)
6. On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (PDF)
Packet Pg. 10
1330 Canterbury Road
Hays, KS 67601
1-800-222-3121
www.mwenergy.com
To: Fort Collins City Council and Staff
From: Brian Dreiling, Manager of Energy Services
Thank you for your interest in Midwest Energy’s How$mart program. How$mart has provided over $5
million in capital funding to over 1,000 homes in our territory since 2007. The on-bill tariff model has
been very successful, and we are happy to collaborate with Fort Collins on best practices for energy
efficiency.
Key success factors for our program include:
o Treatment of the loan payments as an on-bill service charge tied to the meter;
o Handling billing of the service charges in the same way as other utility services,
especially in regards to non-payment;
o Inclusion of agreement language requiring notification of service charge to subsequent
utility customers;
o Calculation of utility bills after upgrades to be no more than 90% of pre-retrofit bills;
o Offering low and attractive interest rates, currently at 3%;
o Developing a contractor based sales force, and
o Use of legal documents and intellectual property licensed from the Energy Efficiency
Institute, Inc.
Key statistics of our program include:
o The program has supported about 200 projects per year over the last two years;
o Approximately 70% of the completed projects are for heating and air conditioning
systems; 30% include insulation and air sealing;
o Approximately 30% of projects are completely self-funded from the energy savings, with
the remaining requiring buy-down by customers with up-front funding;
o The program includes fees that are 5% of the loan amount;
o The default rate has been very low, with losses of only $12,500 out of the total (0.25%);
o A UCC filing is recorded with counties for all projects in order to provide title
notification;
o How$mart has seen 15% participation by rental properties, with over 20% participation
over the last year;
o For properties with loans that have sold, approximately 50% have been paid off during
the sale transaction, and
o The home audit cost of $200 is waived if the customer participates in the program before
eight months.
I hope this information is useful to the Fort Collins City Council in consideration of staff
recommendations to revise the current program. Utilities staff have been in conversations with Midwest
Energy staff since 2010 during the initial development of Fort Collins on-bill financing program. I look
forward to hearing the results of Fort Collins discussions on next steps.
ATTACHMENT 1
Packet Pg. 11
Attachment1.1: Letter from Midwest Energy How$mart to Fort Collins, October 2014 (2524 : Utilities On-Bill Financing Pilot Program Review and
ATTACHMENT 2
Packet Pg. 12
Attachment1.2: Ordinance No. 033, 2012, Authorizing On-Bill Financing (2524 : Utilities On-Bill Financing Pilot Program Review and
Packet Pg. 13
Attachment1.2: Ordinance No. 033, 2012, Authorizing On-Bill Financing (2524 : Utilities On-Bill Financing Pilot Program Review and
Packet Pg. 14
Attachment1.2: Ordinance No. 033, 2012, Authorizing On-Bill Financing (2524 : Utilities On-Bill Financing Pilot Program Review and
Packet Pg. 15
Attachment1.2: Ordinance No. 033, 2012, Authorizing On-Bill Financing (2524 : Utilities On-Bill Financing Pilot Program Review and
Packet Pg. 16
Attachment1.2: Ordinance No. 033, 2012, Authorizing On-Bill Financing (2524 : Utilities On-Bill Financing Pilot Program Review and
Packet Pg. 17
Attachment1.2: Ordinance No. 033, 2012, Authorizing On-Bill Financing (2524 : Utilities On-Bill Financing Pilot Program Review and
Packet Pg. 18
Attachment1.2: Ordinance No. 033, 2012, Authorizing On-Bill Financing (2524 : Utilities On-Bill Financing Pilot Program Review and
Packet Pg. 19
Attachment1.2: Ordinance No. 033, 2012, Authorizing On-Bill Financing (2524 : Utilities On-Bill Financing Pilot Program Review and
1 Revised 04/15/2014
EnergySmart Partners LLC Product Guideline
City of Fort Collins Utilities
“Home Efficiency Loan Program”
H.E.L.P.
Eligible Borrowers: Applicants who own residential property located in Fort Collins that is to be
improved by the loan and are current City of Fort Collins electric utility
customers (for qualified energy efficiency and renewable energy improvements)
or water utility customers (for qualified water improvements). For energy
efficiency and renewable energy improvements, customers must have scheduled
or received a City of Fort Collins Home Efficiency Audit. Eligibility of Utility
customers to participate is based on credit scores and stated or verified income
and pursuant to other criteria and procedures adopted in administrative rules and
regulations adopted by the City of Fort Collins Chief Financial Officer. Utilities
reserves the right to also base qualification on utility bill payment history
(reviewed by City of Fort Collins Utility staff), All applicants claiming
ownership interest in the subject property must be natural persons (no legal
entities) and provide a single valid Social Security Number or Individual Tax
Identification Number (ITIN), consistent among all forms of income
verification. Further eligibility defined within a classification table shown
below on page three.
Loan Amount Minimum loan amount is $1,000; Maximum loan is $15,000 (per utility
premise). Loans can be up to 100% of eligible project costs within loan limits
stated above.
Rebates Home Efficiency Program rebates are processed and distributed separately from
the “Home Efficiency Loan Program” loan. The rebate check is sent directly
to the homeowner by Fort Collins Utilities staff.
Property Type: Eligible properties are single family dwellings or townhomes. Residential rental
properties are eligible with loan application from the owner, a natural person. A
loan secured by a deed of trust on a rental property will be billed directly to the
person who obtained the loan.
Collateral: Loans will be secured by a deed of trust recorded with Larimer County. Electric
service may be discontinued for nonpayment of past-due accounts directly or
indirectly related to the provision of electric service, in which event written
notice shall be given in accordance with Section 26-713 of the Fort Collins
Municipal Code and any Council-approved service rules and regulations.
Interest Rate: Fixed interest calculated at time of application based upon a classification table
shown below on page four. Interest rates to be revised annually by the City
Financial Officer.
Income Threshold: Loan terms may depend upon verified household income though no maximum
income limit is imposed for program eligibility.
Debt Ratio: When borrower debt-to-income ratio requires verification, proposed loan
repayment amount combined with all other obligations of the borrower shall not
exceed standards defined by borrower classification table shown below on page
three.
Repayment: Monthly payment of principal and interest will be collected by the City of Fort
Collins Utility Billing Office as a line item on the borrower’s City of Fort
Collins monthly utility bill. Escrow for hazard insurance and property taxes are
ATTACHMENT 3
Packet Pg. 20
Attachment1.3: Home Efficiency Loan Program Product Guideline, April 2014 (2524 : Utilities On-Bill Financing Pilot Program Review and
2 Revised 04/15/2014
not provided by EnergySmart Partners LLC (ESP) and remain the sole
responsibility of the home owner.
Term: Loan amounts of $1,000 to $15,000 are available with terms of 60, 84 and 120
months; and are fully amortizing, with all outstanding principal, interest and
other sums due at maturity.
Loan Payoff: Loans will be closed after receipt of all principal and interest. Loans must be
paid off at time of property sale or refinancing of the property first mortgage.
Loans can be prepaid in full, at any time, without penalty.
Use of Funds: Permitted capital improvement projects shall enhance the health, safety, and
energy or water efficiency of the home, including installation of renewable
energy systems as allowed by the City of Fort Collins Utilities On-Bill
Financing Program administrator. A list of qualifying energy improvements and
the rebates available can be found by accessing the links on the Home
Efficiency Program (HEP) home page: www.fcgov.com/homeefficiency. A list
of qualifying renewable energy projects and the rebates available can be found
by accessing the links on the Solar Rebates home page:
www.fcgov.com/utilities/residential/conserve/renewables/solar-rebates. Water
service line repairs qualify as described on the service line repair page:
www.fcgov.com/utilities/what-we-do/water/water-distribution/service-line-
repairs.
Loan Fees: A one-time non-refundable application fee in the amount of $25 shall be due and
payable upon submittal of all City of Fort Collins Utilities Home Efficiency
Loan Program loan applications. An additional origination fee in the amount
of $150 is due to ESP at time of loan settlement. Customer may choose to pay
the origination fee at closing or add the amount to the loan principle (not to
exceed loan maximum). Public recording and any other third party service fees
are the responsibility of the borrower and assessed at the time of loan settlement.
Origination Procedures
Application: EnergySmart Partners LLC, a wholly-owned subsidiary of Funding Partners for
Housing Solutions, Inc. collectively referred to as “ESP”, will receive completed
residential loan applications from applicants through ESP’s website:
www.energy-smart-partners.com, a signed Authorization to Release Information
and supporting documentation. A credit report and processing fee of $25 shall
be due ESP at time of application and paid by applicant on ESP website.
Processing: ESP will order third party verifications including credit report(s), the property
owner and encumbrances report, evidence of hazard insurance and the City of
Fort Collins Utility estimated rebates. Under normal circumstances and if ESP
has received all required information, an applicant can expect receive
information about whether the applicant is eligible to receive a loan within 24
hours or one-business day. Confirmation of credit determination, loan terms and
remaining documentation requirements, as applicable, will be delivered in
electronic format to the applicant for review and acceptance.
Pre-Settlement: ESP will prepare loan closing documents that shall include a Lien Waiver &
Completion of Work Affidavit wherein the borrower must acknowledge the
amount paid to the project contractor upon loan settlement. The project
contractor is required to acknowledge that all work is or will be completed
according to the Fort Collins Utilities program standards and in a good and
workmanlike fashion within the agreed-upon timeframe. The project contractor
is required to verify that all suppliers and/or subcontractors for the project are
paid in full with no further recourse to the borrower, and furnish lien waivers to
Packet Pg. 21
Attachment1.3: Home Efficiency Loan Program Product Guideline, April 2014 (2524 : Utilities On-Bill Financing Pilot Program Review and
3 Revised 04/15/2014
that effect. The building permit for the project must have received final approval
from the City of Fort Collins Building Department and the project work must be
approved by the HEP inspectors and staff prior to loan closing.
Fees Collected: Application, public recording and other third party fees shall be assessed and
detailed within a settlement statement prepared by ESP. Borrower must pay the
loans fees at time of settlement.
Settlement: ESP will present all loan documents to borrower at the time of loan settlement.
Each Borrower must acknowledge receipt of a standard Colorado Notice of
Rescission, allowing cancellation of the deed of trust within three business days
of settlement. The deed of trust documents must be signed in the presence of a
notary public, which will be arranged between ESP and the borrower.
Funding: Upon receipt and acceptance of completed and signed Lien Waiver &
Completion of Work Affidavit and HEP Rebate Application forms from the
project contractor(s) and, if applicable, subcontractors, ESP shall release loan
proceeds directly to project contractor(s) upon confirmation that all work is
complete. Dependent upon the scope of the proposed project, ESP will disburse
funds to all applicable contractors and will disburse payment directly to the
borrower for any deposits the borrower has paid to the contractor upon receipt of
a paid receipt. Execution of a release of lien affidavit, and a completed Rebate
Application sent to Fort Collins Utilities, is required from all applicable
contractors prior to each distribution of loan proceeds. Disbursement of funds is
prohibited prior to expiration of the three business day rescission period.
Post Closing: ESP shall retain all original documents and permanent loan file, record deed of
trust documents and UCC filings as necessary, process and issue subsequent
project draw requests, and issue release of collateral obligations upon final
satisfaction of the Note. Copies of all executed loan documents will be provided
to City of Fort Collins after loan settlement.
Loan Qualifications: In order to obtain a loan from ESP under the City of Fort Collins “Home
Efficiency Loan Program”, a borrower must meet the following requirements:
Credit Metrics Tier 1 Tier 2
Minimum FICO (Credit
Score)
• Each borrower must
meet the minimum
FICO score
• If there are multiple
borrowers, the lower
the score (regardless
of income) must be
used for qualification
• 680 if salaried (or
fixed income)
• 720 if self-
employed less than 2
years
• 640 if salaried (or
fixed income)
• 680 if self-
employed more than
2 years
• 720 if self-
employed less than 2
years
• Utility Bill History
(if available, reviewed by
Fort Collins Utility staff)
• 6 months timely
payments
• 12 months timely
4 Revised 04/15/2014
*Loans may be assigned to a different approval tier, be declined or subject to further review if
underwriter determines that FICO score or other factors are inconsistent with actual credit and
employment profile.
Interest Rate and Loan Term Schedule:
Tier 60 Month Term
($1,000 - $15,000)
84 Month Term or
less
($1,000 - $15,000)
120 Month Term or
less
($1,000 - $15,000)
1 5.00% 5.00% 5.00%
2 6.00% 6.00% 6.00%
The Interest Rates above have Annual Percentage Rates (APR’S) that may range as low as 5.47% to as
high as 14.32% based on the borrower’s credit worthiness, loan amount, term and income verification
type, and is subject to our credit qualifications. Interest Rates and APR’s are subject to change without
notice.
Income Verification Requirements:
Salaried Employees, Pension, SSI Income, etc. Self Employed
Stated Income (No Verification Required)
• When the loan amount is less than $5,000
• Or any loan amount if the FICO is greater
than 680
Income Verification Required
• When the loan amount is greater than $5,000
• And the FICO is less than 680
• One pay stub with YTD earnings dated within
30 days of the application or award/benefit letter
for SSI or pension showing income amount,
payment frequency; start and end dates. Rental
income verified by lease or Schedule E from tax
return.
NOTE: Any “other” income (not primary income),
which is being used to qualify the loan, must be
verified.
Stated Income (No Verification Required)
• When the loan amount is less than $5,000
• Or any loan amount if the FICO is greater
than 680
Income Verification Required
• When the loan amount is greater than $5,000
• The FICO is less than 680
• Most recent federal income tax return (first 2
pages of 1040) plus Schedule C if applicable.
Rental income verified by lease or Schedule E
from tax return.
NOTE: Any “other” income (not primary income),
which is being used to qualify the loan, must be
verified.
Maximum Debt to Income Ratio Requirements (“Max DTI Ratio”):
Debt to Income Ratio Tier 1 Tier 2
List Total Monthly Obligations
• Any loan which has a remaining term of less than 6
months may be excluded from the calculation
• When revolving accounts do not show a minimum
payment use the greater of 1% per month or $10
• Real Estate taxes and homeowners insurance (if not
included in the mortgage payment) must be included in
Our customers
appreciate the results
“ I am so impressed with the total process. On top
of that, getting substantial rebates made this a
win-win situation. I have already recommended
this to my friends and neighbors.”
– Homeowner
1983 ranch style house
“ Our home’s comfort level and energy usage
were really awful. After we made the
recommended improvements, the comfort
level now is amazing. The fl oors are warm
in the morning, and the house is a breathing,
healthy environment.”
– Homeowner
1950 two-story house
“ I’m not sure I could have afforded to
increase my home’s effi ciency if I hadn’t
heard about the program and then participated.
The range of rebates really cut down my
costs and I’ve applied for fi nancing. I love
the program and am absolutely thrilled
with how kind I’ve been treated.”
– Homeowner
1980 pre-fabricated one-story home
3/14
Home Effi ciency Program
Discover Your
Home’s Potential
Audits
Improvements
Rebates
fcgov.com/HomeEffi ciency • utilities@fcgov.com
970-221-6700 • TDD 970-224-6003
Discover Your
Home’s Potential
Save money and increase your comfort
Fort Collins Utilities can help with:
• energy and water effi ciency audits
• free energy advisor services to help you
take the next step
• participating contractors
• rebates
• easy home effi ciency loans
ATTACHMENT 4
Packet Pg. 24
Attachment1.4: Home Efficiency Loan Program 2014 marketing sample materials (2524 : Utilities On-Bill Financing Pilot Program Review and
Energy Advisors
Your auditor can also provide free energy advisor
services to help you create a customized plan for
your home and budget.
Available rebates
• Insulation and air sealing
• Furnaces and boilers
• Windows
• Air conditioning
• Water heaters
• Evaporative coolers
• Heat pumps
• Ventilation systems
• Whole-house fans
• Duct sealing
Fort Collins Utilities also offers a variety of energy
and water efficient appliance and sprinkler rebates.
Free sprinkler audits are also available.
Find rebate details at fcgov.com/HomeEfficiency.
Find out how your home can work for you
A home efficiency audit identifies ways to conserve
energy and water while adding comfort to your home.
The affordable audits ($60) include an inspection
and tests by qualified auditors, who use blower
doors and infrared cameras to reveal opportunities
for improvement. Combustion safety tests also
are included.
To be eligible, you must be a Utilities electric customer
and occupy a single-family home or townhouse.
Three steps to make your home more efficient
1. Schedule your audit
• Call 970-221-6700 or TDD 970-224-6003.
• Review your report with prioritized
recommendations.
2. Talk to a free Energy Advisor to plan your upgrades
3. Choose a participating contractor
• Have your contractor complete the improvements
and submit your rebate application.
• Cash your rebate check in six to eight weeks after
we receive your completed paperwork.
Participating contractors
To be eligible for rebates, you must have completed
an efficiency audit and work with a participating
contractor, selected for a commitment to meet
Utilities’ quality standards.
Participating contractors in a variety of specialties
are listed online at fcgov.com/HomeEfficiency.
Audits
Improvements
Rebates
Easy Home
Efficiency Loans
• No money down
• Conveniently repay the loan
on your monthly utility bill
• Simple application
• Borrow up to $15,000
• Apply online at energy-smart-partners.com
or call 970-494-2021
Find out more at fcgov.com/financing
5/14
Save $25 with this ValPak coupon.
Make financing your home improvement easy.
fcgov.com/financing
See details on reverse.
Take advantage of a Home Efficiency Loan with
NO APPLICATION FEE
Use coupon by July 31, 2014
Efficiency Loan Program 2014 marketing sample materials (2524 : Utilities On-Bill Financing Pilot Program Review and
Two steps to get started
Step One – Complete Application
Call Energy Smart Partners, 970-494-2021
Step Two – Schedule a Home Efficiency Audit
Call Fort Collins Utilities, 970-221-6700
Financing details
• You may qualify for up to $15,000.
• Mention this coupon to waive the $25 application fee.
• Loans can be up to 100 percent of the project costs.
• Conveniently repay the loan on your monthly utility bill.
Use your loan to upgrade:
• Insulation and air sealing; furnaces and boilers; windows;
air conditioning; water heaters; heat pumps; whole-house fans
and duct sealing.
Audit details
• You will receive a report with prioritized efficiency
improvement recommendations.
• Let an Energy Advisor help you take the next step.
Your auditor will offer this FREE service.
Efficiency Loan Program 2014 marketing sample materials (2524 : Utilities On-Bill Financing Pilot Program Review and
Home Efficiency Loan Program
Making it Easy to Conserve
Receive low-cost financing for energy efficiency, solar PV and water conservation loans.
Conveniently repay loan on your monthly utility bill.
PROJECTS
• Furnace, air conditioner, whole house fan,
water heater
• Insulation and air sealing
• Windows
• Solar photovoltaic (PV)
• Water service line repair and/or replacement
GET STARTED
• Schedule a Home Efficiency Audit by
calling 970-221-6700; required for
energy efficiency or solar loans
• Lear more about qualifications and
details at fcgov.com/financing
BENEFITS
• No money down
• Repay the loan on your monthly utility bill
• Simple application
• Borrow up to $15,000
ELIGIBILITY
• For residential property owners of
single-family homes in Fort Collins
(rental properties are eligible)
• Must be a current Utilities electric
customer to apply for energy efficiency
and/or solar loans
• Must be a current Utilities water
customer to apply for water
conservation loan
Utilities
970-221-6700 | TDD 970-224-6003
fcgov.com/utilities | utilities@fcgov.com Packet Pg. 28
Attachment1.4: Home Efficiency Loan Program 2014 marketing sample materials (2524 : Utilities On-Bill Financing Pilot Program Review and
Save $25 with this ad through July 31, 2014.
Make financing your home improvement easy.
Take Advantage of a Home Efficiency Loan with
NO APPLICATION FEE
Two Steps to Get Started
Step One – Complete Application
Call Energy Smart Partners, 970-494-2021
Step Two – Schedule a Home Efficiency Audit
Call Fort Collins Utilities, 970-221-6700
Financing details
• You may qualify for up to $15,000.
• Mention this ad to waive the $25 application fee.
• Loans can be up to 100 percent of the project costs.
• Conveniently repay the loan on your monthly utility bill.
Use your loan to upgrade
• Insulation and air sealing; furnaces and boilers;
windows; air conditioning; water heaters; heat pumps;
whole-house fans and duct sealing; solar photovoltaic (PV);
water service line repair and/or replacement
fcgov.com/financing
6/14
Attachment1.4: Home Efficiency Loan Program 2014 marketing sample materials (2524 : Utilities On-Bill Financing Pilot Program Review and
LIMITED TIME
DOUBLE
REBATES
on purchases made Sept. 1 - Dec. 31, 2014
When you buy an ENERGY STAR® qualified clothes washer When you buy an ENERGY STAR qualified dishwasher
$
Wh bb E
$
When you recycle your refrigerator or freezer
$
When you buy a WaterSense or MaP Premium toilet
or oooooooooooooorrrrrrrrrrrrr
$
$
fcgov.com/rebates-programs
970-221-6700 • TDD 970-224-6003
fcgov.com/facebook @fortcollinsgov
Regularly $50 Regularly $25
Regularly $50-$75 Regularly $35
09/14
e Efficiency Loan Program 2014 marketing sample materials (2524 : Utilities On-Bill Financing Pilot Program Review and
Schedule a low-cost Home Efficiency Audit
to learn how to improve the efficiency and
comfort of your home. Home Efficiency
Loans (up to $15,000) are available with
no money down and convenient payments
on your monthly utility bill.
with in-store markdowns on
energy efficient LED and CFL bulbs
and Lutron® C•L CFL/LED dimmers
an aan and occupancy sensors.
Product brands, selection and
purchase limits vary from store to
store. No rain checks. Available for all
Fort Collins Utilities customers.
fcgov.com/rebates-programs
970-221-6700
TDD 970-224-6003
fcgov.com/facebook
@fortcollinsgov
e Efficiency Loan Program 2014 marketing sample materials (2524 : Utilities On-Bill Financing Pilot Program Review and
Packet Pg. 32
Attachment1.5: OBF Public Forum Summary Memo (2524 : Utilities On-Bill Financing Pilot Program
Packet Pg. 33
Attachment1.5: OBF Public Forum Summary Memo (2524 : Utilities On-Bill Financing Pilot Program
1
On-Bill Utility Financing
Pilot Program Review
and Recommendations
City Council Work Session
October 28, 2014
Packet Pg. 34
Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
2
• Review of current pilot program and results
• Recommendations to simplify program, increase
participation and address rental/lease residential
and business customers
• Requirements, resources and timeline for
implementation of recommendations, including
Council actions
Overview
Packet Pg. 35
Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
3
– Does Council support the staff recommendations
for revising the program?
– If so, does Council support the proposed
resources and timeline for implementation?
GENERAL DIRECTION SOUGHT AND
SPECIFIC QUESTIONS TO BE ANSWERED
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Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
4
How do we best utilize a community wide
payment and credit financial tool to support
community goals?
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Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
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• Home Efficiency Loan Program
– Started January 2013 and revised January 2014
– Loans for energy efficiency, renewable energy and
water service line repair
– Monthly payments on utility bill along with other
services (electricity, water, wastewater, stormwater)
– Single family and town homes
– Rental properties eligible; loan payments by owner
Current Program
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Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
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• Loan Application and Terms
– Qualification by bill payment history and credit
score (two tiers, minimum 640 FICO)
– Interest rate of 5% or 6%
– Term of five, seven or ten years
– Recorded with a Deed of Trust
• Projects
– Scope determined by customer
– Most commonly insulation and air-sealing,
furnaces, air-conditioning and windows
Current Program
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Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
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Current Program – Results
Description Number Funding Notes
Closed loans 20 $145,122 86% energy projects,
14% water projects,
min $2,126
max $14,995
avg $7,256
Pending loans 2 $20,000
Denied loans 6 5 denied based on credit score,
one based on utility payment
history
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Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
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On-Bill Financing Models
• Tariff model key attributes
– Service charge assigned to a meter location,
not to an individual customer
– Billing and payment on the utility bill with
disconnection for non-payment
– Independent certification that savings exceed
payments
– E.g. How$mart as implemented by Midwest
Energy
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Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
9
• Simplify application, business processes and
security
• Improve loan terms
• Enable loans to be billed as a service type
within Utilities billing system
• Two program options
– Owner-occupied
– Rental/lease
Recommended Program
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Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
10
Small Business:
• Add small business customers and related efficiency
measure types
• Most small business customers are in leased space
where one party pays the utility bills while another party
directs efficiency investments
• Same program business processes for residential and
business customers
Action Required:
• Council adoption of revised rate ordinance language
Recommendations: Small Business
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Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
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Recording:
• Replace Deed of Trust with a UCC filing, recorded with
Larimer County
• Works for providing diverse remedies
‒ Service disconnection
‒ Clouding the title
‒ Subordinate to mortgage or other bank liens (by statute)
‒ Transferable via written agreement
• Provides for more flexible program administration
Action Required:
• Revise administrative rules and regulations
Recommendations: Recording
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Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
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Interest Rate:
• Revise allowable range of interest rates to 2.5% - 10%
• Revise qualifications to single tier and interest rate
• Rate intended to be “low but not zero” to attract customers
and allow for adjustments
• Considerations for setting rate include: Other City loan
programs, market rates for alternative investments,
potential future use of 3rd party capital
Actions required:
• Council adoption of revised rate ordinance language for
interest rate range
• Revise administrative rules and regulations for single tier
Recommendation: Interest Rate
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Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
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Loan Term:
• Revise allowable terms to include 15 years
• Selected by applicant for owner occupied
• Determined by bill neutrality for rental/lease
• Longer term provides for lower payments and options to be
bill neutral for rental/lease premises
• Loan term cannot be longer than savings measure
expected life
Action Required:
• Revise administrative rules and regulations for loan term
Recommendation: Loan Term
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Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
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Applicant:
• Property owner for owner-occupied
• Property owner with acknowledgement from current tenant
for rental and lease properties
• Owner is responsible for upgrades to premises, agrees to
obligation and notification of future tenants
• Current tenant agrees to service charges on bill
Actions required
• Revise administrative rules and regulations
• Develop agreement language for owner occupied and
rental properties
Recommendation: Applicant
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Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
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Transferability:
• Obligation tied to premises (similar to stormwater
service)
• Loans are transferable by written acknowledgement
• Written acknowledgement for rental/lease properties is
via lease language between owner and tenant
• Related to UCC filing
Actions required
• Customize and test Utilities billing software
• Revise administrative rules and regulations
• Develop agreement language for owner occupied and
rental properties
Recommendation: Transferability
Packet Pg. 48
Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
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Energy Savings
• For rental and lease properties
– Measures limited by bill neutrality requirements
– Customer may only borrow funds up to the bill neutral service
charge limit
– Customer may buy-down the total cost to reach this level
Actions Required:
• Calculate projected bill savings and compare to current
and typical customer bills
• Revise administrative rules and regulations
• Develop notification language for rental/lease properties
Recommendation: Energy Savings
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Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
17
Energy & Capital Calculator
10%
15%
20%
25%
30%
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
$5,000
$5,500
$6,000
$6,500
$7,000
$7,500
$8,000
$8,500
$9,000
$1,000 $1,200 $1,400 $1,600 $1,800 $2,000
Typical tier 1 furnace project
Typical tier 2 furnace project
Loan Term
15
(years)
Rate
3%
Annual
Utility Cost
$1,750
Percent
Savings
20%
Available
Capital
$5,093
Typical insulation & air sealing project
Annual Utility Bill
Available Capital
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Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
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• Changes to administrative rules and regulations
– Internal staff, 4-8 weeks
• Council adoption of revised rate ordinance language,
4-8 weeks
• Revise legal documents
– Cost estimate for intellectual property pending
4-8 weeks
• Customize and test billing system
– Cost estimate for customization and schedule for
programming and testing pending
• Updated marketing plan ready upon rollout of revised
program
Requirements and Timeline
Packet Pg. 51
Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
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– Does Council support the staff
recommendations for revising the program?
– If so, does Council support the proposed
resources and timeline for implementation?
GENERAL DIRECTION SOUGHT AND
SPECIFIC QUESTIONS TO BE ANSWERED
Packet Pg. 52
Attachment1.6: On-Bill Utility Finance Pilot Oct 28 Work Session Presentation (2524 : Utilities On-Bill Financing Pilot Program Review and
DATE:
STAFF:
October 28, 2014
Lucinda Smith, Environmental Sustainability Director
Bruce Hendee, Chief Sustainability Officer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Climate Action Plan - Strategies.
EXECUTIVE SUMMARY
The purpose of this work session is to review progress on identifying greenhouse gas reduction strategies and
tactics, and seek Council feedback. The work session will also outline progress in considering financing models,
and public engagement plans.
In April 2014, City Council asked that an ad hoc committee be formed to develop a proposed updated Climate
Action Plan that describes how the community could achieve a greenhouse gas emissions reduction goal of 20%
below 2005 levels by 2020, 80% below 2005 by 2030, and carbon neutrality (a 100% reduction in net greenhouse
gas emission) by the year 2050. This work session is the second of four planned work sessions to review
progress to date.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What questions, suggestions, or feedback does City Council have on the strategies presented?
2. Does City Council have any questions, suggestions, or feedback on the financing model concepts outlined?
BACKGROUND / DISCUSSION
I. CAP Update Progress to Date
A 23 member Citizen Advisory Committee (CAC) was convened in June to oversee development of an updated
Climate Action Plan, and has been providing input to the CAP update. Good progress is being made, and the
steps outlined below are complete or in progress.
Identify the baseline and Adjusted Business As Usual Forecast to determine the amount of greenhouse gas
reduction needed to meet the goals.
The model to analyze the strategies and define different scenarios for meeting the goals by “dialing up or
down” the strategies has been completed.
A list of strategies has been developed and discussed at a high level by the CAC.
An approach for reviewing strategies and applying evaluation criteria has been discussed by the CAC.
A set of tactics (that inform the strategies) has been researched by RMI, and some elements of these tactics
discussed at a high level by CAC.
The scope of work has been completed that clarifies details of the modeling work that Platte River Power
Authority will conduct to support the CAP update.
Financing tools and approaches are being discussed
Phase I public engagement is underway and Phase II plans (November - February) are taking shape.
The next four months will be dedicated to fully quantifying the strategies, analyzing alternative packages of
strategies (scenarios), evaluating their associated triple bottom line impact, exploring financing options, and
engaging the community.
Packet Pg. 53
October 28, 2014 Page 2
II. Adjusted Business As Usual Forecast and Reductions Needed
In order to determine the magnitude of greenhouse gas reduction needed in 2030 and 2050, an “Adjusted
Business as Usual Forecast” has been developed (Attachment 1). The table below identifies the magnitude of
reduction needed to meet the objectives.
Table 1. GHG Reductions Needed to meet Planning Objectives
Year Adjusted Business As
Usual Projections
(MTCO2e)
Emissions Goal
(MTCO2e)
Needed Reductions
below Adjusted BAU
(MTCO2e)
2020 2,177,000 1,944,000 233,000
2030 2,169,000 486,000 1,683,000
2050 1,720,000 0 1,720,000
III. Greenhouse Gas Reduction Strategies
With the help of The Brendle Group, the Rocky Mountain Institute, and staff, the CAC has considered and is
discussing a list of strategy areas, or “wedges”, for emissions reductions. The CAC is currently working with the
following list of strategy areas to reduce community GHG emissions.
Objective. Curb Future Emissions Growth
Strategy: Green Building for New Construction and Redevelopment
Strategy: Shift Land Use Patterns to Shorten Trips and Reduce Demand for Travel
Objective. Reduce Energy Use in Existing Buildings
Strategy: Increase Energy Efficiency in the Residential Sector
Strategy: Increase Energy Efficiency in the Institutional, Commercial, and Industrial Sectors
Objective. Reduce Transportation Demand and Use More Fuel Efficient and Electric Vehicles
Strategy: Drive Adoption of Multimodal Transport
Strategy: Accelerate Adoption of Fuel Efficient and Electric Personal Vehicles
Strategy: Encourage Efficiency, Demand Reduction, and Electrification of Commercial Fleets
Objective. Increase Supply of Renewable Energy for Electric and Thermal Loads
Strategy: Advance Renewable Energy at the Utility Scale
Strategy: Advance Residential and Commercial Solar Adoption/Community-Scale Solar
Strategy: Shift Heating Loads - Electrification, Combined Heat and Power, and Biofuels
Objective. Reduce Emissions from Waste
Strategy: Road to Zero Waste
Objective. Inspire, Accelerate, Mobilize, Prepare
Strategy: Encourage Eco-Districts/Catalyst Zones
Strategy: Implement Sequestration/Adaptation
Strategy: Develop Communications Campaign/Social Mobilization
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October 28, 2014 Page 3
Attachment 2 summarizes the strategies, including some of the key potential tactics areas, based on the work of
RMI. Informed by RMI's tactics research, the strategies will be fully quantified in November.
IV. Scenario Concepts
Strategies will be combined into alternative scenarios that represent different pathways to the reduction targets.
Scenarios will be created by “dialing up or down” key design variables within strategies. The CAC will be very
involved in creating the scenarios. It is anticipated that at least two different scenarios will emerge:
Most accelerated to meet 80% reduction by 2030
Most cost-effective to meet 80% reduction by 2030
Other scenarios could address most accelerated path to meet the 2020 objective, emphasize local
investments in Fort Collins, or prioritize changes in the transportation sector or energy sector. The CAC
will play an active role in creating the scenarios by framing areas of interest at the November meeting
and reviewing and discussing scenario outlines at their December meeting.
V. CAP Modeling and Linkages
Several analysis efforts are being conducted to inform the CAP update. On October 15, the Rocky Mountain
Institute completed its compilation of information about potential tactics to reduce emissions in six major GHG
reduction areas. Their work was informed by national and local experts, and published references. The potential
tactics identified by RMI will be aggregated and loaded into The Brendle Group’s CAP model for strategy analysis.
Platte River Power Authority (Platte River) is also conducting detailed modeling of CO2 emissions reductions that
can occur (through reducing coal generation, increasing natural gas generation, expanded wholesale renewable
energy sources, and demand side management programs) as part of their update to the Integrated Resource
Plan. Platte River’s consultants and staff will be evaluating a scenario of various mixes of resources and their
ability to meet the goals for CO2 reductions and renewable energy planning targets outlined in Platte River’s 2014
Strategic Plan:
- a 20% reduction by 2020 relative to 2005),
- an 80% reduction by 2050 (both relative to 2005),
- as well as a 35% reduction by 2030 (as a proxy for the EPA proposed Clean Power Plan.
The preliminary result of this scenario should be available by the end of October and will be informative for the
CAP update process.
Through an Intergovernmental Agreement approved in June 2014, Platte River will also conduct additional
modeling for Fort Collins of the wholesale electric system to inform the CAP update. The Project Charter
clarifying the details of this work has just been recently completed and identifies two scenarios that will be
modeled for Fort Collins:
Scenario AS-FC1 - a 20% reduction by 2020, and an 80% reduction by 2030 from Platte River electric system
CO2 emissions in 2005, and
Scenario AS-FC2- a 20% reduction by 2020, and a 60% reduction by 2030 from Platte River electric system CO2
emissions in 2005. Scenario AS-2 was requested by the City to provide an additional increment between the
2030 CO2 target proposed in the EPA’s Clean Power Plan and the City’s primary scenario, AS-FC1
The results of the Platte River's modeling for Fort Collins will be available in mid-December. The analyzed results
for CAP strategies and scenarios will be updated to reflect the Platte River modeling results. The CAC will
consider the updated information at their meetings on December 15, 2014 and January 7, 2015.
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October 28, 2014 Page 4
VI. CAP Financing Approaches
Achieving aspirational GHG goals will require significant investments into our community. The capital
expenditures required for Fort Collins (including local organizations and citizens) to implement the Climate Action
Plan will be significant. Nevertheless, these expenditures should produce economic benefits - whether energy
cost savings or other benefits e.g., property values, health and productivity, local economic sector specialization
and growth - that could allow for reasonable financing options. Further, the City can be selective in how much
credit it wishes to extend and risk to assume; for additional funds it can act as a conduit for third-party capital to
directly reach customers, citizens, and businesses.
The CAP team and consultants are actively exploring financing approaches that would be appropriate for Fort
Collins. Next steps in the CAP process involve clarifying the requirements, opportunities and limitations of various
potential “actors” in CAP financing, including the City government and Utility, the consumer, and outside
investors.
VII. Public Engagement on CAP Update
Community engagement and support will be necessary to meet the GHG planning objectives. One of the Citizen
Advisory Committee’s Guiding Principles recognizes “Education, awareness-raising, and partnership building are
all critical to achieving significant greenhouse gas reduction in Fort Collins.” Attachment 3 outlines plans to
engage the community in the CAP update process. A public forum is being planned for December 3, 2014 and
two additional forums are being planned for January to gain public input, in addition to presentations to individual
stakeholder groups. (See Attachment 3).
VIII. Next Steps
Several key next steps are identified below:
- Quantification of the strategies in the CAP model (mid-November)
- CAC discuss and evaluate strategies and tactics; CAC frame scenarios of interest (mid-November)
- Platte River modeling for Fort Collins scenarios incorporated into CAP model (December)
- CAC discuss scenarios (mid December)
- Triple Bottom Line assessment of scenarios (December-January)
- CAC develops recommendation (January)
- Public engagement (November - February)
Council Dates:
- December 9, 2014 - work session on strategy analysis and interim scenarios
- January 13, 2015 - work session on CAP scenarios and Triple Bottom Line Assessment
- February 17, 2015 - Council consideration of updated CAP
ATTACHMENTS
1. Adjusted BAU Forecast (PDF)
2. Strategies Descriptions (PDF)
3. CAP Public Engagement Survey(PDF)
4. Powerpoint presentation (PDF)
Packet Pg. 56
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Based on the Adjusted Business As Usual Forecast, the table below identifies GHG
reduction totals needed in key years to meet the planning objectives identified in
Resolution 2014-028.
Table 1. GHG Reductions Needed to meet Fort Collins Planning Objectives
Year
Adjusted Business
As Usual Projections
(MTCO2e)
Emissions Goal
(MTCO2e)
Needed Reductions below
Adjusted BAU (MTCO2e)
2020 2,177,000 1,944,000 233,000
2030 2,169,000 486,000 1,683,000
2050 1,720,000 0 1,720,000
Assumptions Used to Generate BAU Forecast
Population: Growth rates are based on Colorado Department of Local Affairs (DOLA)
population projections for the Fort Collins Loveland Metropolitan Statistical Area. DOLA uses a
compound annual growth rate. For informational purposes, the calculated mean growth rates
are 1.87% for the period 2014-2020 and 1.39% for 2021-2050.
Electricity: Growth rates are based on Fort Collins Utilities’ detailed forecasts through 2034
extrapolated out to 2050 and also include transmission losses and Excel energy user data.
These projections are then averaged with the DOLA growth rate projections for the population of
the City. An average electricity growth rate of 1.75% can be calculated for 2014-2020 and
1.06% for 2021-2050.
Natural Gas: The compound annual growth rate for natural gas is based on data compiled for
the Mountain region by the U.S. Energy Information Administration. For information purposes,
an average growth rate of 0.08% can be calculated for this time period.
Transportation: Projections are based on vehicle miles traveled (VMT) models from North
Front Range Metropolitan Planning Organization (NFRMPO) calibrated in 2011 with local
demographic and traffic count data, showing and average annual 0.94% growth rate for VMT.
Air Travel: Projections are based on per capita emission levels in 2013, grown by the DOLA
population projections.
Solid Waste: Projections are based on the per capita solid waste generation value of 4.85
lbs/person/day calculated for Fort Collins in 2013 and the DOLA population projections.
Packet Pg. 58
Attachment2.1: Adjusted BAU Forecast (2523 : Climate Action Plan - Strategies)
1
Strategies Descriptions
Draft October 20, 204
OBJECTIVE. CURB FUTURE EMISSIONS GROWTH
Strategy: Green Building for New Construction and Redevelopment
Strategy: Shift Land Use Patterns to Shorten Trips and Reduce Demand for Travel
OBJECTIVE. REDUCE ENERGY USE IN EXISTING BUILDINGS
Strategy: Increase Energy Efficiency in the Residential Sector
Strategy: Increase Energy Efficiency in the Institutional, Commercial, and Industrial Sectors
OBJECTIVE. REDUCE TRANSPORTATION DEMAND AND USE MORE FUEL EFFICIENT AND ELECTRIC
VEHICLES
Strategy: Drive Adoption of Multimodal Transport
Strategy: Accelerate Adoption of Fuel Efficient and Electric Personal Vehicles
Strategy: Encourage Efficiency, Demand Reduction, and Electrification of Commercial Fleets
OBJECTIVE. INCREASE SUPPLY OF RENEWABLE ENERGY FOR ELECTRIC AND THERMAL LOADS
Strategy: Advance Renewable Energy at the Utility Scale
Strategy: Advance/Enhance Rooftop Solar Adoption
Strategy: Shift Heating Loads – Electrification, Combined Heat and Power, and Biofuels
OBJECTIVE. REDUCE EMISSIONS FROM WASTE
Strategy: Road to Zero Waste
OBJECTIVE. INSPIRE, ACCELERATE, MOBILIZE, PREPARE
Strategy: Encourage Eco‐Districts/Catalyst Zones
Strategy: Implement Sequestration/Adaptation
Strategy: Develop Communications Campaign/Social Mobilization
Attachment 2
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Attachment2.2: Strategies Descriptions (2523 : Climate Action Plan - Strategies)
2
Objective. Curb Future Emissions Growth
Strategy: Green Building for New Construction and Redevelopment
This strategy curbs growth in GHG emissions associated with new buildings and major redevelopments
by ensuring new construction addresses building energy efficiency, photovoltaics, fuel switching from
gas to electric and demand response tactics. It builds on the City’s longstanding efforts in green
building where the approach is to continually raise the bar for high performing buildings through
building code changes over time while supporting and rewarding beyond‐compliance efforts. Under
this strategy, residential and commercial new building codes would be put on an accelerated path to
net zero energy while enhancing the required education, enforcement, and incentives of the program.
Analysis Inputs:
RMI: Building codes and standards, PV requirements for new builds, homebuilder engagement
programs, demand‐response ready homes, cost‐effective fuel switching at point of
constructions
Existing City Plans and Programs: Green built environment program
Architecture 2030
Strategy: Shift Land Use Patterns to Shorten Trips and Reduce Demand for Travel
This strategy curbs growth in GHG emissions associated with transportation by employing land use
changes that shorten trips and reduce the demand for travel. This includes creating development
patterns that encourage smart growth, infill/redevelopment and encourages use of alternative
transportation options including tactics such as complete streets, enhanced travel corridors, and
building upon existing approaches identified in Plan Fort Collins and the Transportation Master Plan.
Analysis Inputs:
RMI: Smart growth and infill development (including complete streets), reducing on‐ and off‐
street parking
Existing City Plans and Programs: City Plan ‐Structure Plan
Objective. Reduce Energy Use in Existing Buildings
Strategy: Increase Energy Efficiency in the Residential Sector
This strategy employs a two‐pronged approach to reducing energy use in homes – retrofitting homes
to be more energy efficient and behavior change programs and tactics to help residents live more
efficiently within their homes. The strategy leverages Fort Collins Utilities’ residential demand‐side
management programs and recently implemented Advanced Meters with emerging business models
and policy tools for accelerating home energy upgrades and consumer behavior programs at scale.
Analysis Inputs:
RMI: Integrated Utility Services (IUS), work with upstream vendors, awareness campaign,
Existing City Plans and Programs: City Energy Policy, residential demand‐side management,
Georgetown University Energy Prize
Platte River Power Authority (PRPA) modeling
Packet Pg. 60
Attachment2.2: Strategies Descriptions (2523 : Climate Action Plan - Strategies)
3
Strategy: Increase Energy Efficiency in Institutional, Commercial, and Industrial Sectors
This strategy targets energy use reduction in existing commercial, institutional, and industrial buildings
and processes. Similar to residential efficiency, it leverages Fort Collins’ Utilities demand‐side
management programs to implement efficiency retrofits at scale across various business sectors
through a range of policy mechanisms, innovative business models, and targeted programs focused on
the highest industrial users and largest commercial property portfolio owners.
Analysis Inputs:
RMI: Integrated Utility Services (IUS), metered energy efficiency transaction structure (MEETS),
commercial property assessed clean energy financing (PACE), deep energy retrofits on largest
industrial facilities, target top 15 commercial portfolio owners, contractor engagement and
training program, work with upstream vendors, required actions (disclosure, upgrades)
Existing City Plans and Programs: ClimateWise Program, Business Efficiency Programs
PRPA modeling
Objective. Reduce Transportation Demand and Use More Fuel Efficient
and Electric Vehicles
Strategy: Drive Adoption of Multimodal Transport
This strategy involves developing approaches to reduce the demand for and use of personal vehicles
and increase the use of alternative modes, including transit, biking, carpooling, and walking. This
strategy also involves using price signals that encourage alternative modes, managing traffic, creating a
transport network that is safer, more coordinated, and easier to use and then offering drivers
information and resources that encourage them to use the network. It also includes working with
employers in reducing commute trip miles by employees.
Analysis Inputs:
RMI: Reduce off‐street parking; reduce on‐ and off‐street parking; open transportation data
and mobile transit applications; regionally coordinated mass transit expansion; corporate
engagement for alternative commuting; car/ride/bikeshare programs; housing and
transportation affordability index tools
Existing City Plans and Programs: Drive Electric Northern Colorado (DENC), FC Trip Planning
website, 2014 Bicycle Master Plan implementation, Automated Bike Share, Enhanced Transfort
Service, West Elizabeth Enhanced Travel Corridor
Strategy: Accelerate Adoption of Fuel Efficient and Electric Personal Vehicles
To accelerate the number of fuel efficient and electric vehicles on the roads, this strategy focuses on
supporting and encouraging large dealer purchases that meet efficiency or electric vehicle standards
so that individuals have these types of vehicles as a local choice. It also involves educating potential
buyers about rebates and incentives available, as well as tax credits that will offset the initial purchase
price. In addition, it will be important to make electric vehicle charging stations more numerous and
accessible to more users.
Analysis Inputs:
Packet Pg. 61
Attachment2.2: Strategies Descriptions (2523 : Climate Action Plan - Strategies)
4
RMI: Campaign to increase exposure to electric vehicles, electric vehicle infrastructure;
financing ‐ rebates/incentives/tax policy; upstream dealership programs; time of use pricing
and utility programs; pilot an exchange for Li‐Ion batteries
Existing City Plans and Programs: Existing electric vehicle charging stations, Drive Electric
Northern Colorado
PRPA modeling
Strategy: Encourage Efficiency, Demand Reduction, Electrification of Commercial Fleets
This strategy targets municipal and commercial fleets, including school districts, and encourages the
use of trip planning software that optimizes and combines routes and no idling policies. It also includes
offering education and incentives for retrofitting to more efficient fuel systems or purchasing
alternative or electric fleet vehicles at time of replacement.
Analysis Inputs:
RMI: Electrify fleets, aggregate fleet purchases, corporate alternate transport programs, EV
infrastructure
Existing City Plans and Programs: Existing electric vehicle charging stations, Drive Electric
Northern Colorado
PRPA modeling
Objective. Increase Supply of Renewable Energy for Electric and
Thermal Loads
Strategy: Advance Renewable Energy at the Utility Scale
This strategy looks at what’s possible if Platte River Power Authority were to provide electric power
that exceeds the carbon reduction goals within its Integrated Resource Plan (IRP) in order for Fort
Collins to achieve its more aggressive carbon reduction goals. Modeling for the IRP is under
development and shown in the adjusted business as usual emissions forecast. This strategy would
focus specifically on tactics required to increase large scale renewables to the level needed to meet
the City’s goals. This strategy will require close coordination with Platte River Power Authority through
finalization of its IRP.
Analysis Inputs:
PRPA modeling
Advanced meter data and access
RMI: potential business models for utility‐owned, locally sited renewables
Strategy: Advance Residential and Commercial Solar Adoption/Community Solar
To increase the volume of solar installations, this strategy involves targeting key commercial
customers, developing policies that encourage solar in homes, developing outreach materials that
identify resources and incentives for solar, educating the community about on‐bill financing, power
purchase agreement options, and existing rebates. It also advances opportunities for customers who
cannot have solar at their location to adopt and support solar energy by increasing the number of
community‐scale solar installations and removing barriers to participation. It also will be important to
Packet Pg. 62
Attachment2.2: Strategies Descriptions (2523 : Climate Action Plan - Strategies)
5
address barriers, such as slow permitting processes, high costs, and lack of solar installers to meet
demand.
Analysis Inputs:
RMI: New build solar requirements, Integrated Utility Services Model, transparent pricing
models, big‐box partnerships/in‐store retail, target top 15 commercial user target, small‐
medium commercial aggregation, commercial PACE , utility –owned models like rate‐based
ground mount/ community solar, solar‐ready zones
Existing City Programs and Plans: Anticipated future investments in solar, changes to LUC to
provide guidance on solar, Fort Collins Community Solar pilot, Clean Energy Collective, Income
Qualified Solar Programs
PRPA modeling
Strategy: Shift Heating Loads – Electrification, Combined Heat and Power, and Biofuels
This strategy encourages customers to switch from natural gas to electricity for heating their buildings
with the intent that the electricity will be supplied by fossil free electricity (solar, wind, etc.), district‐
scale combined heat and power, or biofuel sources. The best time to take on fuel switching is during
new construction or major renovation, and could be encouraged through new commercial and
residential building codes.
Analysis Inputs:
RMI: Utility programs encouraging fuel switching for new build and renovations/replacements
– residential and commercial, leverage home building network, renewable thermal standards
and/or codes for new builds – residential and commercial, district heating for residential,
gasless or biogas campuses
Existing City Programs and Plans:
PRPA modeling
Objective. Reduce Emissions from Waste
Strategy: Road to Zero Waste
To reduce GHG emissions from waste, this strategy includes leveraging the City’s Waste Reduction and
Recycling Plan: On the Road to Zero Waste, which has a goal of zero waste by 2030. In addition to
increased education and funding, other tactics include expanded re‐use, recycling, and composting;
reducing waste at the source; applying triple‐bottom‐line and life‐cycle analyses to prioritize targeted
materials; and encouraging waste‐to‐energy facilities that recover renewable energy from solid waste.
The plan also encourages construction and demolition waste diversion.
Analysis Inputs:
Existing City Programs and Plans: Road to Zero Waste; Resolution 2014‐098 identifying several
near‐term actions
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Attachment2.2: Strategies Descriptions (2523 : Climate Action Plan - Strategies)
6
Objective. Inspire, Accelerate, Mobilize, Prepare
Strategy: Encourage Eco‐Districts/Catalyst Zones
Many cities are realizing the value of implementing climate strategies at the neighborhood scale in
order to more holistically integrate changes in land use, buildings and transportation infrastructure
with the community development assets and social networks required to affect change. Bringing
climate strategies down to a geographic scale where social networks are tighter provides opportunities
for more rapidly testing and deploying strategies and engaging people in the behavior change aspects
of strategies. This can be accomplished through informal grassroots self‐organized blocks/areas to
more formally recognized boundaries such as neighborhood organizations, districts, corridors, and
development authorities.
Analysis Inputs:
RMI: Green neighborhoods initiatives for PV
Existing City Programs and Plans: FortZED, Georgetown University Energy Prize
Strategy: Implement Sequestration/Adaptation
This strategy looks to existing City efforts such as Nature in the City and the City's climate adaptation
planning efforts for opportunities to lower carbon emissions through sequestration approaches. It
includes the interrelationship between energy, water and food supply including mutually synergistic
policies for enhancing community resilience and lowering emissions.
Analysis Inputs:
Existing City Programs and Plans: Nature in the City
Strategy: Develop Communications Campaign/Social Mobilization
Inspire, motivate and facilitate citizens to get involved in the CAP through a shared community‐wide
vision and tools that support personal accountability and choices for lowering one’s individual or
household GHG emissions.
Analysis Inputs:
RMI: my 80x30 public awareness and education campaigns
Existing City Programs and Plans:
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Attachment2.2: Strategies Descriptions (2523 : Climate Action Plan - Strategies)
PUBLIC ENGAGEMENT SUMMARY
PROJECT TITLE: Climate Action Plan Update
OVERALL PUBLIC INVOLVEMENT LEVEL: Involve Key Stakeholders, get their ideas while also sharing a
limited list (16-18) of key strategies determined by Citizen Advisory Committee where we need input.
BOTTOM LINE QUESTION: Does the community support the draft proposed plan (when developed)?
KEY STAKEHOLDERS (list is not exhaustive):
General public
Platte River Power Authority (And PRPA cities: Loveland, Longmont, Estes Park)
Stakeholder groups represented on the Citizen Advisory Committee
Relevant Council Boards and Commissions
Business groups
Environmental groups
Social service groups
Civic groups
Disadvantaged populations
Church groups/committees
ClimateWise and ClimateWise partners
Neighborhood groups
Colorado State University – Sustainability Committee and ASCSU
Poudre School District
Larimer County Health Department
Local Federal Agencies (USFS, NPS, CDC, Climate Hub, etc.)
Clusters (Energy, Water, Food, Innovation, etc.)
Agriculture Industry
Recreation/Tourism industry (rafting, hunting, fishing)
Clean Cities/Drive Electric Northern Colorado
TIMELINE:
Phase 1: Involve (Introduce the topic and seek ideas from the community)
Timeframe: July-October 2014
Key Messages:
The City is getting ready to update the Climate Action Plan – a critical document that addresses
how the community will reduce its greenhouse gas emissions in the next 25 years.
We do want to hear from you. We know that there will be increased investments needed for the
types of changes required. Help us make wise choices.
The plan covers a range of subjects and we will want to come back to you when we have a draft
plan.
Climate change is simple, serious, solvable. Because it is serious, we must address it.
Climate change is not a political issue; it’s here now and we need to address it from a resiliency
point of view.
We are experiencing extreme weather events of drought, fire and flood consistent with
predictions of a changing climate.
Attachment 3
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Attachment2.3: CAP Public Engagement Survey (2523 : Climate Action Plan - Strategies)
While local government cannot impact everything or the global climate, the City is involved with
providing energy and infrastructure, including drinking water supplies, so it is imperative that
communities be involved.
Tools and Techniques:
Form Citizen Advisory Committee
Set up a Web page for CAP update, with a subpage for Citizen Advisory Committee
Develop a short FAQ for Web
Develop a list of background resources and post to Web
Prepare a generic “intro” PPT to be used with boards, civic groups, Web, etc.
Seek comments via Web site comment form
Work with cartoonist Karina Mullen Branson on video to illustrate relationship of GHG goals to
Energy Policy, CAP, climate adaptation , Georgetown Prize, FortZED, and post to Web
Announce upcoming public open houses
Contact key stakeholders inviting their engagement
Identify and leverage CAC spokesperson(s)
Film and promote “Full Circle” – City sustainability video broadcasts on CAP and climate-related
topics
PHASE 2: Involve (Get community response to draft plan)
Timeframe: November 2014 thru February 2015
Key Messages:
To be developed once proposed strategies have been framed by consultants, staff and Citizen Advisory
Committee.
Additional Tools and Techniques
Host three public forums in advance of February 17 Council discussion:
o December 3: Continue process of educating and engaging the public
o Two in January: Once draft recommendations emerge, ask for direct feedback on
proposed strategies. (Seeking to work with CSU’s Center for Public Deliberation)
Coordinate with CSU Atmospheric Science, CSU SoGES, Center for New Energy Economy to
present a ½ day workshop on climate change, free to key business leaders (January 2015?)
Update website.
Push strategies on social media
Prepare press release with strategies and publicize January public forums
Revisit stakeholder groups
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Attachment2.3: CAP Public Engagement Survey (2523 : Climate Action Plan - Strategies)
Climate Action Plan - Strategies
1 City Council Work Session October 28, 2014
Climate Action Plan - Strategies
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
CAP Update Process
2
2014 Spg/Sum Aug Sep Oct Nov Dec Jan Feb 2015
2/17/15
Council
Action
1/13/15
Council
Work
Session:
Scenarios
/TBL
Impact
Platte
River
modeling
for Fort
Collins
complete
12/9
Council Work
Session:
Strategy
Analysis/
Interim
Scenarios
January:
Citizen
Advisory
Committee
Wraps up
8/12
Council Work
Session:
Framework
April:
GHG
Reduction
Objectives
Set
10/28
Council Work
Session:
High Level
Strategies
Brendle Group
Model
developed;
strategies
identified
RMI Tactics
Research
Completed
June:
Citizen
Advisory
Committee
kicks off
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
Direction Sought
3
1. What questions, suggestions, or feedback
does City Council have on the strategies
presented?
2. Does City Council have any questions,
suggestions, or feedback on the financing
model concepts outlined?
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
Adjusted Business As Usual Forecast
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
2013 GHG Emissions
5
0.4%
3%
4%
19%
24%
50%
0 200,000 400,000 600,000 800,000 1,000,0001,200,000
Water-related
Solid Waste
Air Travel
Natural Gas
Ground Travel
Electricity
Metric Tons CO2e
Fort Collins Community
2013 Greenhouse Gas Emissions by Source
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
Strategy Areas
6
o Curb Future Emissions Growth
o Reduce Energy Use in Existing
Buildings
o Reduce Transportation
Demand/Use Cleaner Vehicles
o Increase Renewable Energy
o Reduce Emissions from Waste
o Inspire, Accelerate, Mobilize,
Prepare
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
Strategy: Green Building for New
Construction and Redevelopment
7
Drive incrementally
downward to net zero
energy for new
construction and major
redevelopments
o Building codes and
standards
o Leverage
homebuilder
networks
o Expedited permitting
Curb Future Emissions Growth
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
Shift Land Use Patterns to Shorten
Trips and Reduce Demand for Travel
8
Create development patterns
that encourage smart growth,
infill/ redevelopment and use of
alternative transportation
options
o Complete streets
o Infill re/development
o Reduce requirements for
on-street/off-street parking
Curb Future Emissions Growth
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
Reduce Energy Use in Existing Buildings 9
Residential- Retrofit homes,
encourage behavior change
CII –encourage meaningful
engagement across all
businesses; focused programs for
high impact and use players
o Work with upstream vendors
o Integrated Utility Services
model
o ClimateWise
o Target the biggest users
Increase Energy Efficiency in
- Residential; - Institutional, Commercial, and Industrial Sectors
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
BUNDLED STRATEGIES
Toward 30% less building energy use
10
Existing Commercial Efficiency
New Build Commercial
Existing Residential Efficiency
New Build Residential
65%
4%
11%
21%
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
11
Personal Vehicles:
o Rebates, incentives, utility
pricing
Commercial Fleets:
o Aggregate vehicle purchases
o Workplace charging
Reduce Transportation Demand/Use Cleaner Vehicles
Strategy: Fuel Efficient & Electric Personal Vehicles
Strategy: Commercial Fleets
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
Drive Adoption of Multi-Modal Transportation
12
Approaches to reduce the
demand for personal vehicles
and increase the use of
alternative modes
o Price signals (e.g. parking,
transit)
o Data, apps (e.g. Uber),
and tools
o Expand modes and
services, incld. transit
o Employee commuting
program
Reduce Transportation Demand/Use Cleaner Vehicles
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
BUNDLED STRATEGIES
Toward 30% VMT Reduction by 2030
13
Leverage new build and infill development
Move to a multimodal transportation system
Engage employers to address commuting
46%
38%
16%
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
3 StrategiesTowards Net Zero Energy
14
o Advance Renewable Energy
at the Utility Scale
o Advance Residential and
Commercial Solar Adoption
o Shift Heating Loads –
Electrification, Combined
Heat and Power, and Biofuels
Increase Renewable Energy
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
Advance Residential and Commercial Solar Adoption
15
Identify opportunities and
address barriers to increase
adoption of rooftop solar
o PV in new construction
o Offer options
o Solar-ready zones
o Deep engagement with top
Commercial, Industrial, and
Institutional customers
Increase Renewable Energy
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
Implement Sequestration/Adaptation
16
Recognizes the
interrelationships between
energy, water, and food supply
o Nature in the City
o Local food systems
o Reduce urban heat island
o Carbon offsets for
ecosystem services
Inspire, Accelerate, Mobilize, Prepare
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
17
Source of Capital (Invested Capital)
City / Utility
Borrow or
Reserves
Private (3rd
Party)
Pay Over Time
Special District
Financing
Tax Revenue (New,
Incremental,
Existing)
Fees
(City)
Rates
(Utility)
Savings
(Project)
Tax Increment
Financing
(URA)
Source to
Repay
Capital
(payback
capital and
fund O&M)
Potential Financing Approaches
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
Evaluating Needs for Financing Solutions
18
Third
party
Customer City/
Utility
Strategies
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
Public Engagement
19
Phase I
• Civic and Stakeholder Group Presentations
• Web: fcgov.com/climateprotection
• Social media, articles
• Citizen Advisory Committee - public comment first 10 minutes
Phase II
• Continue Phase I tactics
• 3 Public Forums (Dec and Jan)
• Council Advisory Boards
• Potential Business Leaders Workshop
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
Direction Sought
20
1. What questions, suggestions, or feedback
does City Council have on the strategies
presented?
2. Does City Council have any questions,
suggestions, or feedback on the financing
model concepts outlined?
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Attachment2.4: Powerpoint presentation (2523 : Climate Action Plan - Strategies)
DATE:
STAFF:
October 28, 2014
Lindsay Ex, Senior Environmental Planner
Bruce Hendee, Chief Sustainability Officer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Nature in the City
EXECUTIVE SUMMARY
The purpose of this item is to request feedback from Council on Nature in the City, specifically on the results from
the project’s Inventory and Assessment (Phase One), the proposed direction for the Strategic Plan (Phase Two),
and the initial list of implementation actions (Phase Three) identified based on public engagement. Staff also will
review anticipated timing of deliverables to City Council and seek feedback.
Nature in the City is a project approved by Council in the 2014 Annual Appropriations Ordinance and is designed
to develop a 25-year vision for how all residents can access high-quality, natural experiences within a 10-minute
walk from where they live and work. The project was initiated in January 2014, and staff expects to bring the final
Strategic Plan to Council for consideration of adoption in early 2015.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What is Council’s feedback on the results from Inventory and Assessment (Phase One)?
2. Is the project headed in the direction Council expected?
3. Are there additional questions or thoughts Council would suggest staff explore?
BACKGROUND / DISCUSSION
Project Need
The City is transitioning from a large, suburban town to a small, urban city with a projected buildout population of
225,000 - 250,000 residents. As this happens, it is critical that we protect access to nature and the key open
spaces that define our community. Natural spaces within our urban setting are valuable not only as habitats and
for aesthetics, but they are also key to preserving quality of life, and the sense of place that makes Fort Collins
unique.
Project Overview
In 2014, the City launched Nature in the City to ensure that, as our community grows to its build-out population, all
residents have access to high-quality, natural spaces close to where they live and work. This effort will develop a
Nature in the City Strategic Plan with a primary objective to create and maintain access to nature within Fort
Collins, whether “nature” is a formal Natural Area, neighborhood park, or just the open space behind your home.
The project’s outcomes will include design guidelines, policies, and actions designed to achieve this goal.
An interdisciplinary team including City and CSU representatives is approaching the project in three phases:
1. Phase One: Inventory and Assessment (January to October 2014) - A triple bottom line (social, economic,
and environmental) approach served as the foundation for the Inventory and Assessment. With extensive
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collaboration between the City and CSU, the project team has completed the initial Inventory and
Assessment and has wrapped up the public outreach associated with this phase.
2. Phase Two: Strategic Plan (October 2014 - February 2015) - The Strategic Plan will include policies and
actions designed to achieve the broader project goal of providing high quality, access to nature for all the
City’s residents. A second component of this phase will include a mapping effort to assess connectivity
across the City and to help residents identify where they can access nature within a 10-minute walk.
3. Phase Three: Implementation (October 2014 - May 2015) - Project implementation will include the
development of design guidelines, regulatory updates, and incentives to achieve the strategic objectives
outlined in the Plan. Staff will also be installing the community’s first living, or green, wall in May of 2015.
Each of these phases is described in more detail below. The current focus of the project is developing the
framework for the Strategic Plan (Phase Two) and further exploring the ecological data collected this summer.
Project Update
Staff provided an update on the project to City Council in an April 9, 2014 memo (Attachment 1) and as a Staff
Report during the July 16, 2014 Council Meeting (video available here: <http://tinyurl.com/mxplaok>; note the
Nature in the City staff report begins at approximately 1:16:00). Since that update, additional outreach has been
completed and progress has been made on a number of tasks:
Phase One Inventory and Assessment
The purpose of this phase is to collect and analyze data to assess our existing natural assets/gaps from a
triple bottom line perspective. Staff began the project by collecting examples (precedents) from twelve cities
and ten projects in the United States and abroad (available here: fcgov.com/advanceplanning/pdf/case-
studies.pdf <http://www.fcgov.com/advanceplanning/pdf/case-studies.pdf>).
For each perspective of the triple bottom line (social, economic, and environmental), staff conducted a
literature review and collected local data. A summary of the results from each of these perspectives is
described below.
Social Inventory and Assessment
o Literature Review - While street trees, parks, and public green spaces may be thought of as
simply ways to beautify our communities and make life a little more pleasant, the science tells
us that they play a central role in human health and promote health and wellness within the
community. The articles reviewed support that incorporating nature into urban areas provides
key benefits for children, mental health, and overall health and well-being.
The Plug in to Nature study, by Larimer County, found that the biggest barrier for
accessing nature is time. Providing nature closer to home allows people to spend
their time experiencing nature, rather than traveling to it.
A California study of 3,000 teenagers found that they had a significantly lower Body
Mass Index (BMI) when in close proximity to nature or open spaces.
A United Kingdom study of over 1,000 people concluded that moving to an area with
green space will increase your mental health compared with those that move into an
area lacking open space. Another study found positive psychological benefits from
interacting in urban open space increased with species richness - in other words, the
greater the variety of species in a particular area, the happier people are in that
space.
o Local Feedback - The main tool utilized to gather feedback about the use and value of nature
in our community was via a survey. 365 surveys were received between March and
September 2014. The survey was initially piloted at the March 2014 Visioning Workshop as
well as in other focus groups, e.g., the Chamber’s Local Legislative Affairs Committee, and
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then refined based on feedback. Demographic data were collected to ensure that the findings
were relevant across a broad range of factors, including gender, age, income levels, race,
and where individuals live and work throughout the City.
Key findings are as follows:
Residents in Fort Collins strongly value access to nature (92% of respondents indicated
nature was important or very important to them).
Most residents feel they have easy access to nature (78% agree or strongly agree), but
note that a lack of time (94 respondents) and lack of easy access (48 respondents) are
the two biggest barriers to open space access.
The places residents most frequently access nature are the City’s Parks (305
respondents) and Natural Areas (283 respondents). Schools and community gardens
were popular for younger respondents.
Residents access nature within the community primarily for personal recreation or
exercise (203 respondents); to escape from the urban environment (186 respondents);
and to observe wildlife, plants and trees (139 respondents).
When asked what this project should focus on, given our current strengths and
weaknesses, four priorities emerged:
1. Provide opportunities to escape from the urban environment
2. Increase connectivity and opportunities for wildlife and plants (especially trees) to
thrive in the community
3. Provide places to find beauty, peace, and relaxation
4. Provide more opportunities for personal and group exercise or play, with an
emphasis on a connected network of these opportunities.
The full survey results are available as Attachment 3.
Economic Inventory and Assessment
o Literature Review - There have been many efforts to study the economic impacts of natural
spaces and features and such research has confirmed there is a positive relationship. Most
studies focused on measuring economic impact based on property value and assessed
whether being located near an open space or having specific features, e.g., trees, added
value. In general, studies indicate that adjacency to open space can command between a 20-
32% home sale premium; these increases dissipate the further a home is located from open
space.
o Local Feedback - Led by the Economic Health Office, staff met with a significant number of
business community organizations, primary employers, and ClimateWise partners to assess
how access to nature enhances business attraction and retention in Fort Collins (see
Attachment 2 for a full list of groups staff met with). In summary, the following is the
feedback from the business community:
Fort Collins commitment to nature has paid off:
City is attractive and considered to provide high quality of life, and
Nature does help with businesses recruit and retain employees.
Residential sales price premiums in Fort Collins are likely closer to 10% (this could
be due to the abundance of nature in Fort Collins);
The project should be mindful of added costs to development/business;
The business community encouraged staff to look for ways to “soften” commercial
areas, e.g., Downtown flowers;
Identify incentives and other partnerships to beautify commercial areas; and
Connections to natural spaces/recreation are important to almost every group.
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Ecological Inventory and Assessment
o Literature Review - The ecology of urban places is a recent field of study. Studies generally
examined species diversity across a rural to urban continuum and found that native species
diversity declines with increasing urbanization, while non-native species diversity increases to
a certain point (typically measured by building density) but also declines in highly urban
areas. Some research suggests that the loss of native species diversity can be mitigated by
incorporating native plantings into site design (currently required by the City’s Land Use
Code), but additional research at the urban scale is needed to support these conclusions.
o Local Data - In collaboration with CSU and the Wildlife Conservation Society, staff conducted
the following efforts this past summer:
Staff sampled 166 sites throughout the City from May - August 2014 for birds,
butterflies and vegetation. These species were selected for sampling as they tend to
respond at different scales (birds tend to respond more at the landscape-level
whereas butterflies tend to respond at the site scale), and they are relatively visible
and simple to sample.
Field data were collected across nine land use types - Parks, Natural Areas, schools,
trails, ditches, urban agriculture, residential open space, non-residential or
institutional open space, and Certified Natural Areas/Natural Habitat Buffer Zones.
88 species of birds and 33 species of butterflies were observed.
Preliminary analysis suggests land use, site area, distance to GMA and percent of
disturbed habitat are the strongest drivers of what was observed on the ground for all
species. A full list of variables can be seen in Table 1 below.
A report summarizing the findings from the field data will be completed by December.
Table 1: A full list of the variables (Characteristics of Site and Surroundings) analyzed in relation to a set of
standard metrics (Birds and Butterflies Metrics). Note that the strongest drivers observed are italicized.
Characteristics of Site and Surroundings Birds and Butterflies Metrics
Land Use Type (of the nine sampled) Species richness
Site area (acres) Urban adapted/Urban
sensitive/Neutral
Distance to GMA (Growth Management Area)
(feet)
Native/non-native species
Disturbed habitat (%) Resident/migrant species
Distance to Poudre River (feet) Habitat indicator species (from
Natural Areas data)
Canopy cover (%) Foraging (diet) guilds
Shrub cover (%) Foraging location guilds
People per minute Nesting location guilds
Dogs per minute Nesting height guilds
Building density at 1500 meters (approx. 0.93
miles)
Building density at 500 meters (approx. 0.31
miles)
Impervious surface (%)
Phase Two: Strategic Plan
This phase will include the development of a vision and mission statement and the policies/issues this
project will address moving forward. In addition, mapping during this phase will focus on assessing Citywide
connectivity and key opportunity areas for implementing Nature in the City. Key public engagement efforts
will include the October Super Issue Meeting with all City Boards and Commissions and discussions with the
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Citizens Advisory Committee.
The following policy/issue areas have been identified via the public engagement process and through the
interdisciplinary staff team:
o Continue the City’s current policies related to nature, e.g., Natural Areas and Parks program,
Stormwater Stream Restoration program, Land Use Code regulations, etc. that all contribute to
Nature in the City;
o Address connectivity, both for people and for wildlife, throughout the City;
o Determine how to “operationalize” a 10-minute walk to nature, e.g., should you not have to cross
an arterial street in order to access nature, which spaces count as nature, etc.
o Irrigation ditches - explore ways to encourage the multiple values of ditches, e.g., habitat values,
access, etc.
o Identify potential incentives for incorporating nature into new developments as well as retrofitting
existing developments. Consider Land Use Code changes, existing City programs, and the
potential for training HOAs and businesses to help establish and maintain these spaces;
o Encourage open space improvements at the neighborhood scale;
o Explore funding options to implement Nature in the City;
o Consider setting a Citywide biodiversity goal;
o Consider developing a Citywide target/metric for the ecosystem services nature provides in urban
areas;
o Promote and preserve urban agriculture to support social and ecological values;
o Explore ways to increase opportunities for incorporating natural features, e.g., native grasslands,
into the Parks system;
o Consider developing carbon sequestration goals in collaboration with the Climate Action Plan;
o Assess the feasibility of providing transit access to nature;
o Consider competing issues, e.g., how this project may influence the City’s efforts around West
Nile Virus;
o Consider establishing a Level of Service for nature within the City;
o Evaluate the City’s mowing and weed control policies as they relate to establishing native spaces;
o Encourage long-term monitoring of the City’s biodiversity;
o Explore wayfinding opportunities for natural opportunities throughout the City.
Phase Three: Implementation
Project implementation will focus on providing a range of tools for providing nature in the urban environment.
Initial implementation actions, as identified by staff and through public outreach, including the following:
o Develop design guidelines to illustrate how anyone can incorporate nature into their projects,
including information on cost, potential ecological and social benefit, and long-term maintenance
issues.
o Consider Land Use Code changes to clarify how open space requirements can be met, while also
enhancing social and ecological values;
o Explore incentives to achieve the objectives outlined in the strategic plan;
o Demonstrate how nature can be integrated into the built environment, e.g., staff, in collaboration
with the Urban Lab, will be installing the community’s first living, or green, wall in May of 2015.
o Identify potential partnership opportunities with Poudre School District and Colorado State
University to enhance open spaces on school grounds.
o Conduct a park-by-park assessment to identify how active and passive recreation goals can be
met while utilizing additional spaces for access to nature.
Community Engagement
Over 1,000 residents have engaged in the dialogue around how to provide access to nature close to home as
our community urbanizes. Engagement included outreach to the public, Boards and Commissions, and
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through collaboration internally in the City and with CSU. For a full list and description of outreach efforts,
please see Attachment 2. For the project’s public engagement plan, please see Attachment 6.
Public Outreach
Public engagement events included three open houses, a visioning workshop, a project survey, and
numerous focus group meetings. 365 residents responded to the project’s survey, and key themes heard to
date are described on page 4 and in Attachment 2.
In addition to the formal outreach events, a 15-member Citizens Advisory Committee (Attachment 4) is
providing feedback and direction for the project on a bi-monthly basis. Members of the Citizens Advisory
committee and other City Boards and Commissions participated in the video identifying what Nature in the
City means to them (viewable here: fcgov.com/natureinthecity <http://www.fcgov.com/natureinthecity>). Staff
participated in the City’s Full Circle program (viewable here: <http://tinyurl.com/od7svjw>). Staff also engaged
the community through a Nature in the City Photo Contest that garnered over 150 photo submissions
(viewable here: <http://iconosquare.com/tag/fcnature>).
Boards and Commissions
Staff discussed the project at the January and September Planning and Zoning Board Work Session and the
March and September Natural Resources Advisory Board Meeting. Staff has also met with the Land
Conservation and Stewardship Board (December 2013), Parks and Recreation Board (April), Senior Advisory
Board (June), and the Commission on Disability (August). Nature in the City is the main topic for the October
27 Super Issue Meeting with all Boards and Commissions. For a summary of feedback received from Boards
and Commissions to date, please see Attachment 2.
Coordination with City Departments and Colorado State University (CSU)
As this project has the potential to affect many City departments and requires the most up-to-date research,
staff has formed an interdisciplinary project team that includes 14 City Departments, including Natural Areas,
Parks, Stormwater, Economic Health, Social Sustainability, and more, as well as representatives from four
CSU departments:
Fish, Wildlife, and Conservation Biology - assisting with the design and analysis of the ecological
data; students in a senior-level wildlife management class are generating wildlife management plans
for 11 of the 166 sites sampled this past summer;
Horticulture and Landscape Architecture - student-generated concepts for the Living Wall and the
overall project;
The Institute for the Built Environment - serving as the project manager for the Living Wall (in
collaboration with the Urban Lab (http://urbanlab.colostate.edu) and assisting with the design
guidelines (a component of Phase Three of the project); and
The Center for Public Deliberation - assisting with public engagement.
Staff is also coordinating closely with the West Central Area Plan to identify potential “Nature in the City”
opportunities. A full list of participants in the project can be found in Attachment 4. Staff also worked with the
interdisciplinary project team to conduct a Triple Bottom Analysis (Attachment 6).
Next Steps
Key next steps for the project include the following:
Phase One: Inventory and Assessment
o Complete the analysis of the environmental data (December 2014)
Public Outreach: Once complete, we will coordinate a focus group with environmental
organizations to review the data and ask for feedback on the findings (Winter 2014)
Packet Pg. 92
October 28, 2014 Page 7
Phase Two: Strategic Plan
o Finalizing the project’s mission, vision and key goals (November 2014)
o Refine the list of issues and policies (November - December 2014)
Public Outreach: Super Issues Meeting on October 27, Citizens Advisory Committee
Meeting in December
o Draft Plan (November 2014 - January 2015)
Public Outreach: Online Survey, Draft Plan will be available for review online, and
outreach to Boards and Commissions (Winter 2015);
o Council adoption (Early Spring 2015)
Phase Three: Strategic Plan
o Develop the design guidelines (November 2014 - May 2015)
Public Outreach: Visual Preference Survey, to translate the priorities identified in the
Phase One Survey into elements that can be designed (November 2014)
o Living Wall Demonstration Project (installed in May 2015)
Public Outreach: Planned event with the Urban Lab to highlight numerous City and Urban
Lab projects (November) and media outreach and public engagement during installation
(May 2015)
o Land Use Code Changes (planned for the spring of 2015)
Public Outreach: To be determined.
ATTACHMENTS
1. April 9, 2014 Memo to City Council (PDF)
2. Phase One Outreach Summary (PDF)
3. Phase One Survey Results (PDF)
4. List of Citizen Advisory Committee and Project Team Representatives (PDF)
5. Nature in the City TBL Analysis (PDF)
6. Nature in the City - Public Engagement Plan (PDF)
7. Powerpoint Presentation (PPTX)
Packet Pg. 93
Packet Pg. 94
Attachment3.1: April 9, 2014 Memo to City Council (2512 : Nature in the City)
Packet Pg. 95
Attachment3.1: April 9, 2014 Memo to City Council (2512 : Nature in the City)
PHASE ONE
OUTREACH SUMMARY
Background
In 2014, the City launched an effort called
“Nature in the City” to ensure that, as our
community grows to its build-out population,
all residents have access to high-quality,
natural spaces close to where they live and
work. Whether it’s a formal natural area,
neighborhood park, or just the open space
behind your house, our primary objective is to
create and maintain access to nature within
Fort Collins.
Executive Summary
Over 1,000 residents have engaged in the
dialogue around how to provide access to nature
close to home as our community urbanizes. Key
themes heard to date are as follows:
• Find opportunities to (1) escape from the
urban environment, (2) find beauty, peace or
opportunities for relaxation, (3) support
wildlife, plants, and trees, and (4) engage in
personal or group/family exercise or play.
• Maintain our current policies, e.g., Parks and
Trails Master Plan and Natural Areas Master
Plan;
• Continue to increase connectivity across the
City, both for people and for wildlife;
• Identify ways to acknowledge the multiple
values ditches provide;
• Be cognizant of additional costs efforts like
these may add;
• Coordinate this effort with others, e.g.,
Climate Action Plan, Housing Affordability,
etc.;
• Provide better wayfinding to nature; and
• Address disparities in access across the
City.
Nature in the City Public Engagement
Boards and Commissions:
• Commission on Disability
• Land Conservation & Stewardship Board
• Natural Resources Advisory Board
• Parks and Recreation Board
• Planning and Zoning Board
• Senior Advisory Board
Public Engagement:
• Launched Project Website
• 15-member Citizens Advisory Committee
• City Employee Blog Post
• Idea Lab Question
• Trans. and Planning Joint Open House
• Visioning Workshop
• City Works 101 Participants
• Air Quality Open House
• Project Survey
• Wikimap
• CSU Natural Resources Class
• Partnership with CSU Graduate Level Landscape
Architecture Class
Public Engagement Feedback
Boards and Commissions
Since 2013, six City Boards and Commissions
have been engaged in the dialogue around
Nature in the City. Specific feedback from these
entities is as follows:
Commission on Disability
The Commission discussed how open spaces
are often inaccessible. Commissioners noted the
provisions outlined in the Poudre River
Downtown Plan for accessibility for all users and
encouraged staff to explore other opportunities
for providing access to nature that was
accessible. The Commission also discussed the
need for providing an off-leash dog area that was
less formal than the City’s existing dog parks.
Land Conservation and Stewardship Board
The Board expressed general support for the
project and requested staff returns if there is a
specific project the Board could support. The
Board also discussed funding for this effort and
how funding could be identified that would be in
addition to the existing open space sales taxes.
Natural Resources Advisory Board
The Board has identified Nature in the City as
one of the key projects in their 2014 Work Plan.
Feedback from the Board has focused on how to
mainstream Nature in the City into other city
programs, e.g., parks and stormwater. Additional
feedback has included how to consider the
services provided by nature, the need to
consider West Nile Virus with the implementation
of this planning effort, and how we increase
biodiversity across the City.
Parks and Recreation Board
The Board expressed an interest in this project
and noted specific parks where nature is
abundant, e.g., Indian Hills. The Board
expressed an interest in participating in the
Living Wall demonstration project. The Board
also asked staff to be clear on the costs of
implementing this project and including other
spaces in the mapping effort, e.g., HOA open
spaces.
Planning and Zoning Board
Staff is meeting quarterly with the Planning and
Zoning Board. In concurrence with the Parks and
Recreation Board, P&Z recommended including
many types of open space within the project
maps, e.g., schools and urban farms. The Board
also helped prioritize the overall project goals in
the spring of 2014.
This map illustrates the City’s Parks and Natural
Areas (in green) and those lands within a 10-
minute walking distsnce from those public lands.
Several Boards encouraged staff to include other
types of open spaces within these maps, e.g.,
HOA open spaces, schools, etc. Staff is working
to update this map accordingly.
2 NATURE IN THE CITY – OUTREACH SUMMARY – UPDATED SEPTEMBER 2014
Visioning Workshop
On March 26, 2014 at the Lincoln Center, over
60 Fort Collins residents participated in a
community issues forum sponsored by the City
of Fort Collins and the Colorado State University
Center for Public Deliberation. The forum
focused on two topics: (1) Nature in the City, and
(2) an update on the water restrictions plan.
The participants at the forum were placed in
individual round tables with 4-7 other participants
and a facilitator from the Center for Public
Deliberation (CPD). Martín Carcasson, the
Director of the CPD, facilitated the process, with
assistance from City staff, and connected to the
two topics. The forum was organized in several
different sessions that had the participants
respond to gathered information and various
prompts.
Participants prioritized the following values for
this project to emphasize:
1. Opportunities to escape from the urban
environment
2. Places that are convenient/close to
home, and
3. Wildlife opportunities (for both intrinsic
value and for viewing).
An interesting tension was identified by CSU in
the discussions and written comments among
participants that preferred “nature” to be as
natural, wild, and “minimally landscaped” as
possible, while others preferred their experience
with nature to be more managed and manicured.
For example, for some, concrete trails were a
negative, but for others, such man-made
features were important to provide access and a
quality experience. For some, having natural
spaces maintained was important; others
preferred more of the wild look. For some,
“critters” and bugs were a positive, for others, not
so much.
Another difficult tension that may arise is
between the focus on tranquility and open
spaces, with the reality that the spaces will likely
get busier and busier as the city grows. The
more popular a spot becomes the less desirable
it may become for some as well.
Lastly, Fort Collins is known for being a
wonderful town for both bicycling and dog
enthusiasts, and the city’s Parks and Natural
Areas are critical to both bicyclists and dog-
owners. On the other hand, problems with
bicyclists and dogs were the most common
concerns with Natural Areas when participants
were queried.
Regardless of which group staff spoke with,
the number one issue brought up was
connectivity – both for people and for
wildlife.
3 NATURE IN THE CITY – OUTREACH SUMMARY – UPDATED SEPTEMBER 2014
Packet Pg. 98
Business Community Outreach
Staff met with numerous individuals and groups
from the business community to understand how
access to nature attracts businesses and
employees to the community and whether
proximity to nature increases property or rental
values. Staff also sought general feedback about
the project from the business community.
Feedback generally focused on how Fort Collins’
commitment to nature has paid off – the City is
attractive and provides a high quality of life.
Access to nature does help businesses recruit
and retain employees. Anecdotal information
suggests a premium of approximately 10% for
lots adjacent to open space.
The business community asked staff to be
mindful of adding costs to the development
review process. They asked staff to look for ways
that partnerships could be increased to “soften”
commercial areas, e.g., the Downtown flowers.
They also asked if there were any programs that
could help encourage additional natural spaces
in commercial areas.
In alignment with others, the business
community also discussed the need for
connectivity through the City and that access to
natural or recreational spaces is very important.
Additional Open Houses or Events
Staff participated in or hosted numerous
additional events (see page 1 for a full list). At
each of these events, an overview of the project
was presented and surveys were administered
(either via keypad polling or paper surveys).
Key themes discussed at various events include
those summarized on page 1. One of the key
discussions with various parties included the
notion of disparity in access depending on where
you lived in the City. For examples, individuals in
North Fort Collins and those in older
neighborhoods felt disconnected from the City’s
open space network, even if it was nearby.
Potential solutions discussed were retrofitting
connectivity to these various spaces, increasing
wayfinding and looking at opportunities to restore
stormwater features or other, informal open
spaces in their neighborhoods.
A focus group held with residents of Fort Collins
Housing Authority apartment complexes (Photo
by Rebecca Smith)
Residents at various outreach events noted the
need to connect the City’s open space network.
In fact, connectivity was the number one issue
brought up at almost every focus group staff
held.
Other discussions focused on night skies – or the
opportunity to see the stars at night, which
benefits people and wildlife. Other ideas included
designing the transit system to include stops at
various open spaces throughout the City. There
were also several discussions around the
Project Survey
A project survey was developed to solicit
feedback from the community on whether nature
is important to them, where residents access
nature, why nature is important to them, and
what residents believe this project should focus
on, given current strengths and weaknesses. 365
surveys were received and the following graphs
summarize the findings from the survey.
In this survey, respondents prioritized the
following values for this project to focus on:
1. Find opportunities to escape from the urban
environment,
2. Create places or restore existing spaces to
find beauty, peace or opportunities for
relaxation,
3. Support wildlife, plants, and trees, and
4. Create additional opportunities to engage in
personal or group/family exercise or play.
Full survey results will be available at the
beginning of October on the project’s website at
www.fcgov.com/natureinthecity.
Next Steps
The next phase of this project will focus on
synthesizing the public outreach and developing
a strategic plan for how we can continue to have
high quality access to nature close to home.
Staff will be receiving feedback about the project
from City Council at their October 28, 2014 Work
Session. For additional outreach opportunities,
please see the project’s website.
Would you like to know more
about this project?
Lindsay Ex, Project Manager
(970) 224-6143
lex@fcgov.com
www.fcgov.com/natureinthecity
Visioning Workshop Participants were asked what three words came to mind when asked to define nature.
Note that wordles show which words appear more in the survey, via larger font sizes. In other words, the
larger the word, the more respondents used that word to describe nature.
5 NATURE IN THE CITY – OUTREACH SUMMARY – UPDATED SEPTEMBER 2014
Packet Pg. 100
Attachment3.2: Phase One Outreach Summary (2512 : Nature in the City)
PHASE ONE
SURVEY SUMMARY
Background
In 2014, the City launched an effort called
“Nature in the City” to ensure that, as our
community grows to its build-out population,
all residents have access to high-quality,
natural spaces close to where they live and
work. Whether it’s a formal natural area,
neighborhood park, or just the open space
behind your home, our primary objective is to
create and maintain access to nature within
Fort Collins.
Process
365 surveys were received between March and
September 2014. The survey was initially piloted
at the March 2014 Visioning Workshop as well
as in other focus groups, e.g., the Chamber’s
Local Legislative Affairs Committee, and then
refined based on feedback.
Surveys were presented via keypad polling
(“clickers”) or residents could complete them via
paper surveys. A copy of this survey is provided
at the end of this summary. Demographic data
were collected to ensure that the findings were
relevant across a broad range of factors,
including gender, age, income levels, race, and
where individuals live and work throughout the
City.
Due to multiple data sources, surveys were
analyzed in Excel.
What’s included in this document?
• A summary of the results from 365
respondents to the project’s survey
• Detailed results from the survey (page 2)
and comparison by demographics (page 10).
For more information about the project:
www.fcgov.com/natureinthecity
Summary of Findings
A project survey was developed to solicit
feedback from the community on whether nature
is important to them and why, where they access
nature, and on what they believe this project
should focus.
Key findings from the survey are as follows:
• Residents in Fort Collins strongly value
access to nature (92% of respondents
indicated nature was important or very
important to them).
• Most residents feel they have easy access to
nature (78% agree or strongly agree), but
note that a lack of time (94 respondents) and
lack of easy access (48 respondents) are the
two biggest barriers to open space access.
• The places residents most frequently access
nature are the City’s Parks (305
respondents) and Natural Areas (283
respondents). As staff spoke with younger
respondents, the numbers for schools and
community gardens/local farms rose steadily.
Project Survey Results by Question
Question 1: Is nature in
Fort Collins important to
you?
Most residents (92% or 231
out of 251) responded that
nature was either very
important or important to
them.
Question 2: Do you
access nature in the city?
Almost all (99%) residents are
able to access nature in the
city (225 out of 227
respondents).
2 NATURE IN THE CITY – OUTREACH SUMMARY – UPDATED SEPTEMBER 2014
Yes
99%
No 1%
Very Important
74%
Important
18%
Somewhat
Important
6%
Not Important
2%
No Preference
0%
Packet Pg. 102
Attachment3.3: Phase One Survey Results (2512 : Nature in the City)
Project Survey Results (cont.)
Question 3: Where do you access nature in the city?
The most cited place where residents access nature is in parks, followed closely by Natural Areas, and
then by streams, creeks, and canals.
Question 4: In
what part of the
City do you
access nature
most often?
Access to nature
was spread across
the City, with areas
in the northwest
part of town being
visited most often
(40%).
3 NATURE IN THE CITY – OUTREACH SUMMARY – UPDATED SEPTEMBER 2014
305 283
237
197
170
124 115
62
16 14 2
0
50
100
150
200
250
300
350
West of
College &
North of Drake
40%
West of
College &
South of
Drake
25%
East of
College &
North of
Drake
18%
East of
College &
South of
Drake
16%
I don't access
nature in the
city
1%
Packet Pg. 103
Attachment3.3: Phase One Survey Results (2512 : Nature in the City)
Project Survey Results (cont.)
Question 5: How often
do you choose to
access nature?
Most residents choose to
access nature either weekly
(51%) or daily (40%).
Question 6: I feel I have
easy access to nature
(within a 10-minute
walk).
Most residents agree that
they have easy access to
nature (78%).
4 NATURE IN THE CITY – OUTREACH SUMMARY – UPDATED SEPTEMBER 2014
Weekly
Daily 51%
40%
Monthly
8%
Annually
1%
Other
0%
Strongly
Agree
59%
Agree
29%
Disagree
6%
Neither Agree
or Disagree
5%
Strongly
Disagree
1%
Packet Pg. 104
Attachment3.3: Phase One Survey Results (2512 : Nature in the City)
Project Survey Results (cont.)
Question 7: What barriers prevent you from accessing nature?
The biggest barrier to accessing nature is lack of time (n=94), with lack of easy access being the second
most common barrier (n=48).
Question 8: Why do you choose to spend time in nature?
The most common reason people choose to spend time in nature is for personal exercise or play (n=203).
5 NATURE IN THE CITY – OUTREACH SUMMARY – UPDATED SEPTEMBER 2014
203
186
139 138
95
75
56 45
37
22
0
50
100
150
200
250
94
48
36
31 30 29 29 29
16
12 10
0
10
20
30
40
50
60
70
80
90
100
Packet Pg. 105
Attachment3.3: Phase One Survey Results (2512 : Nature in the City)
Project Survey Results (cont.)
Question 9: Which of these values are most important for you in your neighborhood?
As with question 8, the most important reason people access nature in the neighborhood is for personal
exercise or play. However, the opportunity to experience beauty, peace or feel relaxed moved from #4 to
#2 in terms of preference.
190
154
144
118 110
77
66 59
47
13
0
20
40
60
80
100
120
140
160
180
200
6 NATURE IN THE CITY – OUTREACH SUMMARY – UPDATED SEPTEMBER 2014
Packet Pg. 106
Attachment3.3: Phase One Survey Results (2512 : Nature in the City)
Project Survey Results (cont.)
Question 10: Considering our current strengths and weaknesses, which of these values
should this project focus on the most for the city overall?
In this question, the opportunity to escape from the urban environment moves to the top most preferred
value to focus on, with wildlife, plants, and trees being the second most preferred item. Of note is that
these priorities were consistent overall based on demographics, but that males wanted the project to focus
on personal exericse or play as their second priority for the project.
Question 11: What part of
the City do you live in (by
quadrant)?
The majority of residents that
responded lived in the
northwest quadrant of town.
0
20
40
60
80
100
120
140
160
180
200
7 NATURE IN THE CITY – OUTREACH SUMMARY – UPDATED SEPTEMBER 2014
West of
College and
North of Drake
37%
East of
College and
South of
Drake
21%
West of
College and
South of
Drake
19%
East of
College &
North of Drake
17%
Don't live in
the City'
6%
Packet Pg. 107
Attachment3.3: Phase One Survey Results (2512 : Nature in the City)
Project Survey Results (cont.)
Question 12: Which
part of the City do
you work in (by
quadrant)?
Respondents work in a
variety of places across
the City.
Question 13: Do you own or rent
your residence?
Respondents were nearly split on home
ownership versus being renters.
Question 14: What is your
gender?
Overall, more females responded to
the survey than males.
8 NATURE IN THE CITY – OUTREACH SUMMARY – UPDATED SEPTEMBER 2014
East of
College &
North of Drake
30%
Don't
currently
work/am
retired
16%
West of
College &
North of Drake
15%
Am a student
14%
West of
College &
South of
Drake
11%
Work outside
Fort Collins
7%
East of
College &
South of
Drake
7%
Own
60%
Rent
40%
Female
58%
Male
42%
Packet Pg. 108
Attachment3.3: Phase One Survey Results (2512 : Nature in the City)
Project Survey Results
(cont.)
Question 15: What is your race?
Approximately 85% of respondents are
white, with approximately 5% of the
respondents being Hispanic. The remaining
10% of repsondents are multi-racial (2.4%),
prefer not to answer (2.4%), and less than
1% each of Asian, Native American, Black,
and Hawaiian/Pacific Islander respondents.
Fort Collins Demographics from 2012
indicated the population is approximately
82.5% white, 10.3% Hispanic, 2.0% Black,
1.7% Native American, 4.1% Asian, 0.3%
Hawaiian/Pacific Islander, and 2.4% is
another race.
Question 16: What is your
household income?
Respondents had varying
income levels. Preferences for
different values did not vary
greatly among the different
income levels, and across
every income level – the
opportunity to escape from the
urban environment was
prioritized.
Question 17: What is your
age?
A variety of folks of different
age groups responded to the
survey.
9 NATURE IN THE CITY – OUTREACH SUMMARY – UPDATED SEPTEMBER 2014
White
Hispanic
Multi-racial
Prefer not to answer
Asian
Native American
Black
Hawaiian/Pacific Islander
$88,000-
149,999
24%
$22,000-
58,999
19%
$21,999 or
less
19%
Prefer not to
answer
14%
$59,000-
87,999
13%
$150,000-
249,999
8%
$250,000 or
Project Survey Results (cont.)
Analysis: How do project priorities compare across income levels?
In general, the top three priorities found overall (escape from the urban environment; widllife, plants and trees; and to experience beauty, peace or
feel rejuvanated) were consistently in the top three priorities for all income levels. As income levels increased, family exercise or play was also
identified as a top priority. Note that only 8 respondents to the survey indicated an income over $250,000, and the priorities in this income level
varied greatly, likely as a result of the low number of respondents sampled.
Income Levels
$21,999 or
less
$22,000-
58,999
$59,000-
87,999
$88,000-
149,999
$150,000-
$249,999
$250,000 or more* Prefer not to
Answer
Priorities
Top
Priority
Escape from
the Urban
Environment
Wildlife,
Plants, Trees
Escape from
the Urban
Environment
Escape from
the Urban
Environment &
Family Exercise
or Play
Escape from
the Urban
Environment
Escape from the
Urban Environment;
Family exercise or
play; To Experience
Beauty, Peace or
Feel Rejuvenated;
and Wide Open
Spaces
Escape from the
Urban Environment
Second
Priority
Wildlife,
Plants, Trees
Escape from
the Urban
Environment
To Experience
Beauty, Peace
or feel
Rejuvenated
Wildlife, Plants,
Analysis: How do project priorities compare across genders?
In general, the top priorities for men and women were comparable, with men prioritizing family/group exericse or play slighlty higher than women.
Gender
Male Female
Priorities
Top Priority Wildlife, Plants, and Trees Wildlife, Plants, and Trees
Second
Priority
Family/group exercise or play Escape from the Urban Environment & To Experience Beauty, Peace or feel
Rejuvenated
Third Priority Escape from the Urban
Environment
Family/group exercise or play
Analysis: How do project priorities compare across home ownership versus renters?
Both home owners and renters prioritized the opportunity to escape from the urban environment and wildlife, plants, and trees, but their third
priorities differed. For renters, family/group exercise or play ranked #7 overall, while it ranked #3 for home owners. The opportunity to experience
beauty, peace or feel rejuvanted was ranked #3 for renters and #4 for home owners.
Home Owners Renters
Priorities
Top Priority Escape from the Urban Environment Escape from the Urban Environment
Second Priority Wildlife, Plants, and Trees Wildlife, Plants, and Trees
Third Priority Family/group exercise or play To Experience Beauty, Peace or feel Rejuvenated
11 NATURE IN THE CITY – OUTREACH SUMMARY – UPDATED SEPTEMBER 2014
Packet Pg. 111
Attachment3.3: Phase One Survey Results (2512 : Nature in the City)
Analysis: How do project priorities compare across where people live?
In general, the top priorities were consistent regardless of where respondents lived in the City, with those West of College prioritizing personal or
family exercise or play in their top three priorities.
East of College & North of
Drake
East of College &
South of Drake
West of College
& North of
Drake
West of College
& South of
Drake
Don’t live in the City
Priorities
Top
Priority
Wildlife, Plants, and Trees Escape from the
Urban Environment
Escape from the
Urban
Environment
Escape from the
Urban
Environment
Wildlife, Plants, and Trees
Second
Priority
Escape from the Urban
Environment & To
Experience Beauty, Peace or
feel Rejuvenated
To Experience
Beauty, Peace or
feel Rejuvenated
Wildlife, Plants,
and Trees
Wildlife, Plants,
and Trees
Family exercise or play
Third
Priority
Convenience/It’s Close to
Home and To be Close to or
Enjoy Water
Wildlife, Plants,
and Trees
Personal
exercise or play
Family/group
exercise or play
Escape from the Urban
Environment; Convenience/It’s
Close to Home and To Experience
Beauty, Peace or feel Rejuvenated
12 NATURE IN THE CITY – OUTREACH SUMMARY – UPDATED SEPTEMBER 2014
Packet Pg. 112
Attachment3.3: Phase One Survey Results (2512 : Nature in the City)
Analysis: How do project priorities compare across age groups?
In general, at least two of the top three priorities found overall (escape from the urban environment; widllife, plants, and trees; and to experience
beauty, peace or feel rejuvanated) were consistently in the top three priorities for all age groups. Note there were few respondents who were above
the age of 75 or who preferred not to answer this question on the survey.
Age Groups
Under 18 18-24 25-34 35-44 45-54 55-64 65-74 75+ Prefer not
to Answer
Priorities
Top
Priority
Wildlife,
Plants,
Trees
Escape from
the Urban
Environment
Escape from
the Urban
Environment
& Wildlife,
Plants, and
Trees
Wildlife,
Plants,
Trees
Family/group
exercise or
play
Wildlife,
Plants, and
Trees
Personal
exercise or play
Wildlife,
Plants,
and
Trees &
To Walk
my
Dog/Pet
Escape from
the Urban
Environment
& To
Experience
Beauty,
Peace or
Feel
Rejuvenated
& Wide
Open
Spaces
(only
priorities
identified in
this group,
and all were
the same)
Second
Priority
NATURE IN THE CITY:
SURVEY
1) Is nature in Fort Collins important to you?
a. Not important
b. Somewhat important
c. Important
d. Very important
e. No preference
2) Do you access nature in the city?
a. Yes, see questions 3 and 4
b. No. If not, why do you not access nature
in the city?
_____________________________
3) Where do you access nature in the city?
(choose all that apply)
a. Natural Areas
b. Parks
c. Open space in my neighborhood (HOA
or other)
d. Open space at my office or where I shop
e. Schools
f. Community gardens or local farms
g. Streams, creeks or canals
h. Trails
i. I don’t access nature
j. I don’t access nature within the city
k. Other ______________________
4) In what part of the city do you most often access
nature?
a. East of College & North of Drake
b. East of College & South of Drake
c. West of College & North of Drake
d. West of College & South of Drake
e. I don’t access nature in the city
5) How often do you choose to access nature?
a. Daily
b. Weekly
c. Monthly
d. Annually
e. Other ______________________
6) I feel I have easy access to nature (within a 10-
minute walk)
a. Strongly Agree
b. Agree
c. Neither agree or disagree
d. Disagree
e. Strongly Disagree
7) What barriers prevent you from accessing
nature? (choose all that apply)
a. Lack of easy access, e.g., major
street/railroads/traffic
b. Unsafe/Afraid/Fear
c. Lack of infrastructure, e.g., no
sidewalks, trail, or parking
d. Too crowded
e. Didn’t know it existed
f. Not handicap accessible
g. Restrictions (no dogs, seasonal
closures, cost)
h. On private land
10) Considering our current strengths and
weaknesses, which should this project focus on
the most for the city overall? (rank top 3 values in
order)
___ Escape from urban environment/
Fresh Air
___ Wildlife (intrinsic value or viewing),
Plants, Trees
___ Personal exercise or play
___ Family exercise or play
___ Convenience/It’s Close to Home
___ To Experience Beauty, Peace, or feel
Rejuvenated
___ To be Close to or Enjoy Water
___ To Walk My Dog/Pet
___ Wide Open Spaces
___ Maintain current status
___ Other ______________________
11) What part of the city do you live in (by quadrant)?
a. East of College & North of Drake
b. East of College & South of Drake
c. West of College & North of Drake
d. West of College & South of Drake
e. Don’t live in the city
12) What part of the city do you work in?
a. East of College & North of Drake
b. East of College & South of Drake
c. West of College & North of Drake
d. West of College & South of Drake
e. Work outside Fort Collins
f. Don’t currently work/am retired
g. Am a student
13) Do you own or rent your residence?
a. Own
b. Rent
14) What is your gender?
a. Male
b. Female
15) What is your race?
a. Asian
b. Black
c. Hispanic
d. White
e. Native American
f. Hawaiian/Pacific Islander
g. Multi-racial
h. Prefer not to answer
16) What is your household income?
a. $21,999 or less
b. $22,000-58,999
c. $59,000-87,999
d. $88,000-149,999
e. $150,000-$249,999
f. $250,000 or more
g. Prefer not to answer
17) What is your age?
a. Under 18
b. 18-24
c. 25-34
d. 35-44
Nature in the City
Citizens Advisory Committee
Stakeholder Group Individual Affiliation
Local Expert Dave Leatherman
Environmental Group Rick Schroeder (former president
of local Audubon Chapter)
Former president of local Audubon
Chapter, retired biologist
Business Representative Nick Haws Fort Collins Chamber of Commerce,
engineer with Northern Engineering
Design community Roger Sherman BHA, Inc.
Health Community Kim Barman CanDo, UC Health
Citizen Representative Bryan Tribby Also with CSU
HOA Representative Todd Spiller Harvest Park HOA
Senior Citizens Joann Thomas Senior Advisory Board
Poudre School District Michael Spearnak PSD
Landscape installer Lorin Bridger Waterwise Landscapes
Larimer County Rob Novak Education (lead on Plug in to
Nature)
Urban Agriculture Michael Baute Spring Kite Farms
CSU Student Trace Evans CSU
Natural Resources Joe Piesman Natural Resources Advisory Board
Health/Hispanic Community Edgar Dominguez CanDo/Vida Sana
Nature in the City
Project Team Representation
City Departments CSU Departments
Community Development and Neighborhood Services Center for Public Deliberation
Communications and Public Involvement Fish, Wildlife and Conservation Biology
Customer Connections (Utilities) Horticulture and Landscape Architecture
Economic Health Institute for the Built Environment
Environmental Services
FC Moves Additional Partners
Information Technology Urban Lab
Light and Power (Utilities)
Natural Areas
Parks
Parks Planning and Development
Social Sustainability
Water Engineering and Field Services (Utilities)
Packet Pg. 116
Attachment3.4: List of Citizen Advisory Committee and Project Team Representatives (2512 : Nature in the City)
Triple Bottom Line Analysis Map (TBLAM)
Project or Decision: Nature in the City brainstorm and discussion,
post-breakout session Evaluated by:
City-wide interdisciplinary
team of staff experts
Social Economic Environmental
STRENGTHS:
• Improves understanding of current access and potential
gaps
• Current population in the City understands and recognizes
the benefits of natural and ecological functions and assets
• Willingness to pay for access to nature, e.g., HOAs
• Maintain and improve local habitat for species
• Topic supports City Plan and other master plans –
alignment with adopted plans
• Bring awareness to pocket areas in town that have been
neglected
• Bragging rights for the City – demonstration community
STRENGTHS:
• As land redevelops, how do we still accommodate
nature/natural amenities?
• Willingness to pay for access to nature, e.g., HOAs
• Could stimulate reinvestment in certain areas in close proximity
to natural assets, e.g., Odell Brewing Co.- for both home
owners and businesses
• Bragging rights for the City – demonstration community
STRENGTHS:
• Improves understanding of current access and potential
gaps
• Willingness to pay for access to nature, e.g., HOAs
• Maintain and improve local habitat for species
• Bring awareness to pocket areas in town that have been
neglected
• Bragging rights for the City – demonstration community
• Identifying and protecting informal natural areas
• Process could discover new environmental assets
• Improves our understanding of connectivity between
habitat patches
• Gain better understanding of what wildlife and vegetation
we have in the City
LIMITATIONS:
• As land redevelops, how do we still accommodate
nature/natural amenities?
• Intentions not aligned with expectations – not everyone
wants wildlife in their backyard, conflicting opinions on this
issue
• Existing policies/regulations may not be in alignment with
this project’s vision
• Outdated GIS layers
• Existing ditch system structure not conducive to multi-
functional use of land
• Private property concerns, government involvement and
how far we go with regulating this
• Defining nature is difficult, which could make establishing a
baseline experience difficult, e.g., how do we convey that a
“poor quality area” from an ecological perspective still has
value?
• How do we balance the need for smart growth with the
need for environmental protection? When there is a conflict,
who wins?
OPPORTUNITIES:
• Collaboration potential between neighbors and developers
• To make some areas multi-functional, multi-jurisdictional
• Partnerships with PSD and CSU, provide kids to access,
ensure 10 minute walk to schools
• Opportunities for public/private partnerships in building,
maintaining, etc.
• Collaboration at the local level could lend itself towards
enhanced neighborhood cohesion – enhance social
cohesion
• Opportunity for ownership in small pockets of the
community
• Improved air and water quality with more natural systems
• Revisit policies to obtain alignment, e.g., irrigation ditches
• Update GIS layers
• Build on existing programs, e.g., Climatewise and Certified
Natural Areas, and alignment with City’s vision
• As redevelopment occurs, opportunity to increase access to
nature, and we could be a demonstration of what’s possible
• More progressive legal strategies, other tools in our
conservation toolbox
• Create the processes for collaborations to occur, e.g.,
Prospect and Timberline or residences
• Bring in the irrigation ditch system
• Incentivize residential landscaping as opposed to regulating
it, shift landscape aesthetic
• Encourage volunteerism through incentives
• Honor and recognize competing missions – find a way to
support them both and ID what collaborations arise
• Greater access to the environment – create more chances
for positive interactions, better stewardship of nature and
the environment
• New inventory data collection presents an opportunity to
make “discoveries”. Also an opportunity to share the data
(discoveries) with the public. May enhance the experience
at sites.
• Promote the relationship between physical health and the
environment
• Opportunity to educate neighbors that “Nature Areas” with
taller grasses do not necessarily mean that homes are
more vulnerable to wild fires. This would help to educate
neighbors of City-owned natural areas as well.
OPPORTUNITIES:
• Give bonus credits for providing access to nature or by locating
a project within the 10 minute walking distance (Give bonus
credits when considering public financing (URA, business
assistance) if a property/business owner provides access to
nature or by locating a project within the 10 minute walking
distance)
•
• Opportunities for public/private partnerships in building,
maintaining, etc.
• Amenity that can be sellable, livability component that can
affect a project’s bottom line
• Property values increase when in close proximity to natural
areas
• Collaboration at the local level could lend itself towards
enhanced neighborhood cohesion – enhance social cohesion
• Improved air and water quality with more natural systems
• Revisit policies to obtain alignment
THREATS:
• Could limit affordability of housing in Fort Collins
• May need to find alignment with groups in towns they aren’t
supportive of these types of efforts/plans (SDIC)
• More interactions with nature may create more conflicts
with nature
• More access/more use could lead to degradation
• Future population growth – could impact access,
experience,
• Maintenance costs could increase in native habitats, e.g.,
weed management, etc.
• Enforcement of regulations could increase costs
• More public lands = more removal of lands from the
property tax roll and affects the budget
• Conflict potential between neighbors and developers
• Fear of “Nature Areas” providing fuel for fires.
THREATS:
• Could limit affordability of housing in Fort Collins
• More access/more use could lead to degradation – more costs
to maintain
• Maintenance costs could increase in native habitats, e.g.,
weed management, etc.
• Enforcement of regulations could increase costs
• More public lands = more removal of lands from the property
tax roll and affects the budget
• Existing ditch system structure
• Could affect affordability for businesses to relocate/expand in
Fort Collins
• Less public revenue to support these efforts, e.g., budget cuts,
failed tax initiatives
THREATS:
• More interactions with nature may create more conflicts
and/or safety concerns with nature
• More access/more use could lead to degradation
• Future population growth – could impact access,
experience,
• Maintenance costs could increase in native habitats, e.g.,
weed management, etc.
NOTES:
Form Completed January 2014 This form is based on research by the City of Olympia and Evergreen State College
Packet Pg. 119
Attachment3.5: Nature in the City TBL Analysis (2512 : Nature in the City)
PUBLIC ENGAGEMENT PLAN
PROJECT TITLE: NATURE IN THE CITY
OVERALL PUBLIC INVOLVEMENT LEVEL: Involve/Collaborate
KEY STAKEHOLDERS:
• City Departments, especially Natural Areas, Utilities, Parks, and Sustainability
• Colorado State University, e.g., Conservation Development Research Team and the Institute for Built Environment
• Business Associations, development community and design professionals
• Environmental groups
• Interested citizens, general public
• Poudre School District
• CanDo
• Homeowners Associations
• Larimer County
BOTTOM LINE QUESTION: As our development patterns change from greenfield development to infill and
redevelopment, how do we ensure every citizen access to nature?
TIMELINE: November 2013 – March 2015
Phase 1: Involve/Collaborate
Timeframe: November 2013 – August 2014
Description: This phase will assess our existing assets/gaps of Nature in the City from a triple bottom line
perspective. The public engagement will focus on collecting data to support the inventory/assessment.
Key Messages:
• We will solicit feedback on what we mean by access to nature, e.g., develop a spectrum (based on
feedback) of what ideal vs. acceptable. vs. unacceptable access to nature looks like
• We want to understand what areas, species, and other aspects of nature are important to our community,
e.g., we could ask questions such as the following:
o Where are the special places you like to visit? What spaces do you walk/bike/drive to/through?
o What species are important to you? Where do you see them?
o What are key viewsheds or viewing corridors? Do you see these when walking, driving, etc.?
o What spaces do you want to make sure we don’t lose?
o What does nature in the city mean to you? (nature within city limits/growth management area)
• We are assessing where the gaps and opportunities are within our existing natural system from a triple
bottom line perspective.
Tools and Techniques
• Social media – website, facebook, twitter, Idea Lab, Next Door – to solicit initial ideas, announce events,
and for project updates
• Citizens Advisory Committee – to help frame questions, design public engagement efforts, and provide
feedback on project direction
• Open House/Focus Groups/Survey – to solicit responses on overall questions
• Online, Interactive Mapping Tool and Survey – to solicit responses from a spatial perspective to the above-
listed questions
• Boards/Commissions/Council – for feedback and direction
• Inventory – provides opportunity to engage with the public and share the project’s messages
1 Nature in the City – Draft Public Engagement Plan
Packet Pg. 120
Attachment3.6: Nature in the City - Public Engagement Plan (2512 : Nature in the City)
PHASE 2: Involve/Collaborate
Timeframe: August 2014 – December 2014
Description: This phase will focus on understanding our opportunities and challenges based on the assessment. A
strategic plan will be developed to address the critical issues uncovered in Phase One.
Key Messages:
• Now that we understand where the gaps/strength areas are, what strategies should be prioritized to fill in
those gaps?
• What policies should be established to ensure that these strategies are implemented, e.g., a policy of a 10-
minute walk to accessible nature?
• We’re seeking to align various efforts between departments
Tools and Techniques:
• Social media – website, facebook, twitter, Next Door –announce events, project updates
• Citizens Advisory Committee – to review data collected, identify strategies for filling in the gaps
• Open House/Focus Groups – review proposed strategies and offer additional ideas/strategies
• Boards/Commissions/Council – for recommendations and adoption
PHASE 3: Inform and Consult
Timeframe: December 2014 – March 2015
Description: This final phase will be the development of regulatory changes, e.g., the development review process,
and/or design guidelines to help implement the strategic plan adopted in Phase 2.
Key Messages:
• We’re developing the tools necessary to implement the strategic plan, e.g., what tools can a resident,
business owner, or developer utilize to incorporate Nature in the City?
• We’re developing incentives (other tools?) to encourage Nature in the City elements in the gap areas
identified in the City.
Tools and Techniques:
• Social media – website, facebook, twitter, Next Door –announce events, project updates
• Citizens Advisory Committee – review regulatory changes proposed, offer suggestions
• Open House/Focus Groups – review proposed strategies and offer additional ideas/strategies
• Boards/Commissions/Council – for recommendations and adoption
2 Nature in the City – Draft Public Engagement Plan
Packet Pg. 121
Attachment3.6: Nature in the City - Public Engagement Plan (2512 : Nature in the City)
1
City Council Work Session
Bruce Hendee, Lindsay Ex
October 28, 2014
NATURE IN THE
CITY
Packet Pg. 122
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
2
QUESTIONS FOR COUNCIL
1.What is Council’s feedback on
the results from Inventory and
Assessment (Phase One)?
2.Is the project headed in the
direction Council expected?
3.Are there additional questions
or thoughts Council would
suggest staff explore?
Packet Pg. 123
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
3
WHAT IS THIS PROJECT’S
FOCUS?
• Complement existing
programs by identifying
linkages between public
and private lands.
• Ensuring access to
nature in the urban
environment;
• Enhance or restore
places throughout the
City;
• Seeking a variety of
experiences at all
scales; and
• Providing access close
Nashville Naturally Plan for Downtown
(The Conservation Fund)
Packet Pg. 124
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
4
PROJECT GOAL:
DEVELOP A VISION FOR
INCORPORATING NATURE INTO THE
URBAN ENVIRONMENT
Packet Pg. 125
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
5
INVENTORY AND ASSESSMENT:
SOCIAL
VALUE TO PEOPLE (SOCIAL)
• What are the benefits of nature
(physical and mental health, social
interactions, etc.)?
• How do people use and value nature?
§ Build on existing work
§ Informal and formal natural spaces
Packet Pg. 126
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
6
INITIAL FINDINGS: Where do people access
nature in the city?
INVENTORY AND ASSESSMENT:
SOCIAL
0
100
200
300
400
Packet Pg. 127
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
7
INITIAL FINDINGS: What is most important for
this project to focus on?
0
40
80
120
160
200
INVENTORY AND ASSESSMENT:
SOCIAL
Packet Pg. 128
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
8
INVENTORY AND ASSESSMENT:
SOCIAL
INITIAL FINDINGS – ADDITIONAL FINDINGS
• Connections to natural
spaces/recreation are important – for
people and for wildlife
• Other feedback:
• Wayfinding,
• Disparities across the City in
access,
• How to achieve this without adding
(too much) cost
Packet Pg. 129
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
9
INVENTORY AND ASSESSMENT:
ECONOMIC
KEY QUESTIONS: VALUE TO PEOPLE
(ECONOMIC)
• How does access to nature affect
property values?
• How does access to nature affect
business attraction, retention, etc.?
• What ecosystem services do these
spaces provide?
Packet Pg. 130
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
10
INITIAL FINDINGS –
LOCAL FEEDBACK
• Fort Collins commitment to
nature has paid off
• Be mindful of added costs
to development/business
• Seek ways to “soften”
commercial areas
• Identify incentives and
other partnerships to
beautify urban areas
• Connections to natural
spaces/recreation are
important
INVENTORY AND ASSESSMENT:
ECONOMIC
Photo Credit: Mrp 2863198
Packet Pg. 131
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
11
INVENTORY AND
ASSESSMENT:
ENVIRONMENTAL
• How do various
sites contribute
to the City’s
wildlife habitat?
• How does site
size, landscape
position, land
use, etc. affect
wildlife in the
City? 166 sampling sites – assessing birds, butterflies, and
vegetation
Packet Pg. 132
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
12
Painted Lady
INITIAL FINDINGS:
33 species of butterflies
88 species of birds
Western Tanager
INVENTORY AND ASSESSMENT:
ENVIRONMENTAL
Packet Pg. 133
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
13
INVENTORY AND ASSESSMENT:
ENVIRONMENTAL
INITIAL FINDINGS
• Land use is a strong driver for species
diversity
# of species
0
10
20
30
40
birds butterflies
Packet Pg. 134
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
14
INVENTORY AND ASSESSMENT:
ENVIRONMENTAL
INITIAL FINDINGS
• Land use also affects types of birds observed
0%
20%
40%
60%
80%
100%
urban avoiders neutral urban adapted
Packet Pg. 135
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
15
PRIORITIES IDENTIFIED
(TO DATE)
• Continue current policies
• Connectivity – people and wildlife
• Access to nature (10-minute walk)
• Increase wildlife habitat
• Irrigation Ditches
• Seek incentives for new and
existing developments
• Urban agriculture
• Coordinate with Climate Action
Plan efforts
• Mowing/weed control policies
PHASE 2: DEVELOP
STRATEGIC PLAN
10 minute walking distance (orange) to public lands
(green)
Packet Pg. 136
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
16
• Demonstration
Project(s)
• Living Wall
(Spring 2015)
• Design guidelines
• Incentives for
redeveloping
existing sites
• Land Use Code
changes
PHASE 3:
IMPLEMENT
ACTION ITEMS
Top: Chirpchick
Bottom: Living Wall Concept Design
Packet Pg. 137
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
17
PROJECT OUTREACH
• Outreach Conducted to Date
• Six Boards and Commissions
• Citizens Advisory Committee
• Over 1,000 residents engaged via project
survey
• Targeted outreach to the Business
Community
• Extensive partnerships with CSU and
Poudre School District
• Upcoming Engagement Efforts
• Super Issue Meeting (Boards and
Commissions) – Oct 27
• Visual Preference Survey (Nov)
• Focus group with environmental
organizations (Winter ‘15)
• Online survey and draft plan will be
available for review (Winter ‘15)
Packet Pg. 138
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
18
PHOTO CONTEST
Photo Credits:
Top: Boxcar Oscar (Far Left); Fresh Air Fort Collins (Left); John Bartholow (Right); Paul Avery (Far Right)
Bottom: John Bartholow (Far Left); Michelle Finchum (Left); Ava Diamond (Right); Carol Evans (Right)
Packet Pg. 139
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
19
NEXT STEPS
• Phase 1: Inventory and
Assessment
§ Complete Environmental
Analysis (Dec ‘14)
• Phase 2: Strategic Plan
§ Revise list of
issues/policies
§ Draft Plan (Nov ‘14 – Jan
‘15)
§ Council Adoption (Early
Spring ‘15)
• Phase 3: Implementation
§ Design Guidelines (Nov – May
‘15)
§ Design the green wall (May
Photo Credits:
Top: John Bartholow
Bottom: Molly Rosey
Packet Pg. 140
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
20
QUESTIONS FOR COUNCIL
1.What is Council’s feedback on
the results from Inventory and
Assessment (Phase One)?
2.Is the project headed in the
direction Council expected? Are
there additional questions or
thoughts Council would suggest
staff explore?
Packet Pg. 141
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
21
City Council Work Session
Bruce Hendee, Lindsay Ex
October 28, 2014
NATURE IN THE
CITY
Packet Pg. 142
Attachment3.7: Powerpoint Presentation (2512 : Nature in the City)
DATE:
STAFF:
October 28, 2014
Josh Birks, Economic Health Director
Bruce Hendee, Chief Sustainability Officer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Economic Health Strategic Plan Update.
EXECUTIVE SUMMARY
The purpose of this agenda item is to review a proposed update to the Economic Health Strategic Plan approved
by City Council on June 26, 2012 (Resolution 2012-044; Vote: 7-0 in favor). The update responds to a City
Council request to evaluate changes to the existing strategic plan and seeks alignment with the objectives of the
Sustainability Service Area (formed in 2012). The update introduces five themes around which to organize the
City’s economic health activities:
Embracing the Climate Economy
Shared Prosperity
Grow Our Own
Think Regionally
Place Matters.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does City Council support the five themes as presented in the draft plan?
2. Are there any strategies or actions missing from the updated plan that Council feels the Economic Health
Office should consider?
3. Are there any strategies or actions in which the City should not be involved?
BACKGROUND / DISCUSSION
What is Economic Health?
The City of Fort Collins intentionally uses the terms “Economic Health” to describe the community’s engagement
with the economy. The meaning of health refers to a “general condition of…soundness” to “vitality”
(Dictionary.com). The concept of soundness and vitality are a key reasons the City uses the word “health” versus
“development” when discussing economic activities. The objective is overall soundness and long-term vitality not
short-term or individualized gain. In addition, the focus on triple bottom line thinking further reinforces the
commitment to a more holistic view of the economy’s role in our community.
Therefore, the objective of Economic Health is a sustainable economy. A sustainable economy means that
residents can find employment and afford to live in the community; that businesses are able and encouraged to
start, remain, and expand in the community; and that everyone can expect quality City services and sustainable
attractive infrastructure.
ECONOMIC HEALTH VISION: Promote a healthy, sustainable economy reflecting community values
Packet Pg. 143
October 28, 2014 Page 2
Why a Revisit?
In 2011 and 2012, the Economic Health Office (EHO) led a process to update the community’s strategic plan
related to economic health. The update followed the City Plan update process completed in early 2011. It was the
intent for the update to move beyond the previous 2005 Economic Health Action Plan by developing guiding
principles and strategic goals to guide future economic health activities.
In 2012, the Economic Health Office joined the Sustainability Service Area (SSA) shortly before the previous
version of the Economic Health Strategic Plan (EHSP) was adopted in June 2012. Now, two plus years into the
partnership with Environmental Services and Social Sustainability that was formed when SSA was created, there
is a need to align the EHSP with SSA division objectives. Enhancing community resiliency is a key part of this
alignment.
In addition, alignment between the three departments of the SSA division will be enhanced by calling out specific
goals and strategies that describe the triple bottom line. This revisit attempts to describe the overlap between the
three individual departments. These goals and strategies are intended to enhance the partnering opportunities
between the departments and aid in describing collective objectives.
Finally, the revisit is intended to consider several emerging challenges facing the City of Fort Collins economy.
These challenges include:
Climate change;
Community build-out;
Pace of innovation or disruptive technologies; and
Workforce demographic shifts.
While many of these challenges are not unique to Fort Collins, they will have unique implications. This update
attempts to address these issues through revisions and changes to the previously adopted guiding principles and
strategic goals.
It is not the intent of this update to rewrite or negate the existing adopted EHSP, but rather to enhance the
previous version for the reasons stated above.
Plan Structure
The plan adopts the same structure as the Social Sustainability Department Plan presented to City Council in
early 2014. The plan is laid out in themes. Each theme section includes relevant current conditions, a vision for
the future, the role of the City, and numerous goals. The goals include specific actions, a desired outcome, and
metrics to evaluate success. Finally, the goals include a preliminary timeline for the major actions.
Additional Work Completed
The EHO has completed two major pieces of additional analysis since the Economic Health Strategic Plan was
approved in 2012.
Cluster Strategy 2.0 - An update to the Targeted Industry Cluster program completed by TIP Strategies in
2013. The study proposed several adjustments to the cluster program including the introduction of a
competitive funding program for distributing cluster dollars.
Larimer County Labor Force Study - The study, completed by TIP Strategies, does a deep dive on the
existing and anticipated labor force in Larimer County, including information on commute patterns, skills gap,
and available jobs.
Each of these documents has been used in developing this update to the Economic Health Strategic Plan.
Packet Pg. 144
October 28, 2014 Page 3
Overview of Themes
The plan includes five themes. The themes are intended to organize the economic health activities of the City.
The themes and proposed vision for each are provided below:
Embracing the Climate Economy - Businesses adapt to climate change "in place" and leverage community
carbon reduction goals to develop new products and services
Shared Prosperity - Employment opportunities exist across the income and education/skill spectrums
Grow Our Own - Our innovation ecosystem fosters the development of new and creative industry
Think Regionally - A region that partners to address issues which extend beyond municipal boundaries
Place Matters - A balanced built and natural environment that the community (including employers and
talent) takes pride in.
The plan identifies current conditions, the City’s role, and proposed goals with actions, metrics and desired
outcomes. The additional detail is provided in the attached Draft Economic Health Strategic Plan Update.
Public Engagement
The revisit of the strategic plan relies on public engagement gathered as part of the 2012 strategic planning
process, including:
Public engagement on City Plan
Focus groups with key stakeholders (cluster managers, primary employers, small employers)
Several working sessions with the Economic Advisory Commission
In addition, the revisit looks to public engagement conducted to develop the City’s Strategic Plan in late 2013 and
early 2014. Finally, additional public engagement was conducted in the development of this draft, including:
A presentation of the five themes to the Economic Advisory Commission in September 2014 (draft minutes
included)
An overview of the revisit to the Fort Collins Area Chamber of Commerce - Local Legislative Affairs
Committee in October 2014
Individual discussions with community partners (e.g., Rocky Mountain Innosphere, Larimer County Small
Business Development Center, Larimer County Workforce)
Additional public engagement is planned for November and December and will include at a minimum
presentations to the following boards and commissions (See the attached Public Engagement Plan Overview):
Economic Advisory Commission
Natural Resources Advisory Board
Air Quality Advisory Board
Community Development Block Grant Commission
Super Board Meeting - to include representatives from all interested boards and commissions (optional)
Next Steps
EHO staff currently is targeting a presentation of the final revised plan to City Council for approval at its January
20, 2015 regular meeting. Prior to this presentation, staff will conduct additional public engagement as outlined
above and directed by City Council. The public engagement and comments from City Council will be used to
refine the plan. The final plan will include infographics similar to those presented in the Social Sustainability
Department Plan for each of the five thematic areas. Finally, the plan will be laid out in a similar fashion, with
images and graphics, to the Social Sustainability Department Plan for continuity and parallel structure.
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ATTACHMENTS
1. Draft Economic Health Strategic Plan Update - 2014 (PDF)
2. Cluster Strategy 2.0 (PDF)
3. Larimer County Labor Force Study, 2014 (PDF)
4. Larimer County Labor Force Study - Snap Shot, 2014 (PDF)
5. Staff Presentation (PPTX)
6. Public Engagment Plan Overview - Economic Health Strategic Plan Update (DOC)
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Economic Health Strategic Plan:
2014 Update
Addendum/Revisit of 2012 Strategic Plan
Project Sponsor: Bruce Hendee
Project Manager: Josh Birks
Prepared: October 21, 2014
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Contents
Economic Health Strategic Plan: 2014 Update ............................................................................................. 1
What is Economic Health? ........................................................................................................................ 1
Why a Revisit? ........................................................................................................................................... 1
Plan Structure ........................................................................................................................................... 2
Additional Work Completed ..................................................................................................................... 2
A. Shared Prosperity .................................................................................................................................. 3
Challenges ................................................................................................................................................. 3
Our Vision .................................................................................................................................................. 3
Our Role .................................................................................................................................................... 3
B. Grow Our Own ...................................................................................................................................... 7
Challenges ................................................................................................................................................. 7
Our Vision .................................................................................................................................................. 7
Our Role .................................................................................................................................................... 7
C. Place Matters ...................................................................................................................................... 11
Challenges ............................................................................................................................................... 11
Our Vision ................................................................................................................................................ 11
Our Role .................................................................................................................................................. 11
D. The Climate Economy ......................................................................................................................... 15
Challenges ............................................................................................................................................... 15
Our Vision ................................................................................................................................................ 15
Our Role .................................................................................................................................................. 15
E. Think Regionally .................................................................................................................................. 19
Challenges ............................................................................................................................................... 19
Our Vision ................................................................................................................................................ 19
Our Role .................................................................................................................................................. 19
Acknowledgements ................................................................................................................................. 22
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What is Economic Health?
The City of Fort Collins intentionally uses the terms “Economic Health” to describe the community’s
engagement with the economy. The meaning of health (see definition from dictionary.com below) refers
to a “general condition of…soundness” and “vitality.” The City uses the word “health” versus
“development” when discussing economic activities because the objective is overall soundness and
long‐term vitality not short‐term or individualized gain. In addition, the focus on triple bottom line
thinking further reinforces the commitment to a more holistic view of the economy’s role in our
community.
Health [helth]; noun
From the Old English word hælþ meaning "wholeness, a being whole,
sound or well"
1. The general condition of the body or mind with reference to
soundness and vigor.
2. Soundness of body or mind; freedom from disease or ailment.
3. A polite or complimentary wish for a person's health, happiness,
etc., especially as a toast
4. Vigor; vitality
Therefore, the objective of Economic Health is a sustainable economy. A sustainable economy means
that residents can find employment and afford to live in the community; that businesses are able and
encouraged to start, remain, and expand in the community; and that everyone can expect quality City
services and sustainable attractive infrastructure.
ECONOMIC HEALTH VISION:
Promote a healthy, sustainable economy reflecting
community values1
Why a Revisit?
In 2011 and 2012 the Economic Health Office (EHO) led a process to update the community’s strategic
plan related to economic health. The update followed the City Plan update process completed in early
2011. It was the intent for the update to move beyond the previous 2005 Economic Health Action Plan
by developing guiding principles and strategic goals to guide future economic health activities.
In 2012, the Economic Health Office joined the Sustainability Service Area (SSA) shortly before the
previous version of the Economic Health Strategic Plan (EHSP) was adopted in June of 2012. Now there
1 Taken from the City of Fort Collins Strategic Plan, 2014
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is a need to align the EHSP with SSA division objectives. Enhancing community resiliency is a key part of
this alignment.
In addition, alignment between the three departments of the SSA division will be enhanced by calling
out specific goals and strategies that describe the triple bottom line. This revisit attempts to describe the
overlap between the three individual departments. These goals and strategies are intended to enhance
the partnering opportunities between the departments and aid in describing collective objectives.
Finally, the revisit is intended to consider several emerging challenges facing the City of Fort Collins
economy. These challenges include:
Workforce demographic shifts ;
Pace of innovation or disruptive technologies;
Climate change; and
Community build‐out.
While many of these challenges are not unique to Fort Collins they will have unique implications. This
update attempts to address these issues through revisions and changes to the previously adopted
guiding principles and strategic goals.
It is not the intent of this update to re‐write or negate the existing adopted EHSP but rather to enhance
the previous version for the reasons stated above.
Plan Structure
The plan adopts the same structure as the Social Sustainability Department Plan present to City Council
in early 2014. The plan is laid out in themes. Each theme section includes relevant current conditions, a
vision for the future, the role of the City, and numerous goals. The goals include specific actions, a
desired outcome, and metrics to evaluate success. Finally, the goals include a preliminary timeline for
the major actions.
Additional Work Completed
The EHO has completed two major pieces of additional analysis since the Economic Health Strategic Plan
was approved in 2012.
Cluster Strategy 2.0 ‐ An update to the Targeted Industry Cluster program completed by TIP
Strategies in 2013. The study proposed several adjustments to the cluster program including the
introduction of a competitive funding program for distributing cluster dollars.
Larimer County Labor Force Study ‐ The study, completed by TIP Strategies, does a deep dive on
the existing and anticipated labor force in Larimer County, including information on commute
patterns, skills gap, and available jobs.
Each of these documents has been used in developing this update to the Economic Health Strategic
Plan.
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A. Shared Prosperity
Supporting a sustainable economy means enhancing the opportunities for all residents to participate in
the local economy. The City creates an atmosphere where business that align with community values
thrive and focuses on retaining, expanding, incubating and, lastly, attracting businesses. These efforts
focus on Targeted Industry Clusters (clean energy, water innovation, bioscience, technology ‐ chip
design/enterprise software, local food) and Sectors (advanced manufacturing, healthcare, and creative
industries). In addition, the City supports businesses that exemplify the overall character of the
community. Finally, enabling systems that ensure a skilled workforce that meets the needs of local
employers through partnerships with other economic development organizations is important.
Enhancing the ability of residents to share in our community’s prosperity will require a shift in focus
from “primary jobs” to “base jobs”2.
Challenges
Rising income disparity
Skills mismatch
Barrier to new business formation
Barriers/access to employment
Persistent underemployment
Shift in manufacturing jobs
Increase in out commuters
Shift in labor force demographics (Boomers/Millennials)
Rising cost of education
Stagnant incomes
Lag between education and employers
Rising student debt
Disproportionate unemployment by education level
Our Vision
Employment opportunities exist across the income and education/skill spectrums
Our Role
Ensure that policies, land use regulations, and other activities preserve and encourage
employment activity
Ensure alignment of Economic Health goals and strategies in the City organization, with strategic
partners, and in the community
2 Base jobs include jobs within the key traded sectors (traditional primary employer industries) and the essential
support service industries for these sectors (e.g., financial services, legal services, professional and technical
industries, and healthcare).
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Support workforce development and community amenity initiatives that meet the needs of Fort
Collins employers
Catalyze industry sectors and clusters to increase economic diversification
Prioritize capital investment to facilitate development of employment lands
Goal A.1: Close the Skills Gap and increase Career Pathways in the community
Create alignment between employers, workforce center and educational
institutions regarding future workforce needs
Develop and administer annually an Employer Satisfaction Survey
Research the need –engage in a “Voice of Customer” exercise targeting major employers
Convene partners to develop a process of cross collaboration
Support private industry identification of short‐ and long‐term skills needed in the workforce to
assist educational institutions in curriculum development
Identify and assist partner organizations and companies
Continue to develop the Advanced Manufacturing, Healthcare, and Creative Industry sectors in
collaboration with the State’s Office of Economic Development and International Trade (OEDIT)
Metrics
Number of Graduates with degrees/certificates placed in the local workforce
Labor participation rate
Employer Satisfaction Survey – Access to work ready employees locally
Goal A.2: Employment opportunities for a greater number of residents
Diversify employment opportunities through business retention, expansion,
incubation and attraction
Continue to convene and invest in targeted clusters/sectors and their supply chain
Refine and enhance City's direct assistance tools ‐ target a wide range of businesses with an
emphasis on base jobs
Enhance the Manufacturing Use Tax Rebate program to reduce cost of business investment
Understand supply chain gaps and complimentary business/industry to our economy
Develop a targeted marketing plan to "tell our story" beyond the region
Participate in cross‐functional teams to ensure that policies, land use regulations, capital
investment, and other activities support employment activity
Metrics
Location quotient of targeted industries and sectors
Unemployment rate compared to County and State
Workforce distribution within the labor shed (e.g., outbound commuters as a percentage of
labor force)
New business formation by industry/sector
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Goal A.3: Provide resources that enhance the ability of business to succeed in
the City (LINKED TO B.1)
Identify and coordinate resources that support businesses in the City
Engage businesses through a variety of methods (e.g., site visits, surveys, kitchen cabinets,
events) to understand needs – linked to the “Voice of Customer” activity described in A.1
Assign EHO Staff to liaison with Workforce Center, Larimer County Small Business Development
Center (SBDC), Front Range Community College, Colorado State University (CSU), Rocky
Mountain Innosphere (Innosphere), and others regarding support services for businesses
Maintain relationships with top/growing employers with an emphasis on Targeted Industry
Clusters and Sectors
Continue support of incubation facilities and services, including Rocky Mountain Innosphere,
Galvanize, and others.
Metrics
Layoffs and business relocations/reductions
Private investment in new manufacturing equipment (as measured by use tax receipts)
Output per capita (measure of productivity) – in Target Industries and Sectors
Goal A.4: Increase the number of work ready employees
Develop career pathways across educational attainment levels
Expand access to training programs, including short‐term skill building programs to build career
pathways that allow individuals to secure a job or advance in high‐demand industry and
occupations
Identify additional funding sources to support on‐the‐job training for new and incumbent
workers
Support workplace education and training opportunities
Metrics
Use of training grants and opportunities
Employer Satisfaction Survey – Access to work ready employees locally
Labor participation rate
Per capita income
NOTE: This plan recognizes the significant efforts and focus of the Social Sustainability Department to
address income inequality. The goals described under this theme represent one end of a spectrum of
efforts related to income inequality. As such, the actions suggested in this plan are intended to
compliment the work of SSD. The success of the plan relies on success of the SSD strategic plan and
efforts and vice versa.
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B. Grow Our Own
Fort Collins has numerous sources of innovation, intellectual property and inventions within its City
limits, including Colorado State University, federal research labs and a long list of innovative companies.
As a result, the city has one of the highest rates of innovation in the United States, producing 10 patents
per 10,000 residents. This fact, coupled with the recognition that entrepreneurship can be a powerful
engine of economic prosperity has led the City to identify innovation as a cornerstone of the Fort Collins
economy. This theme focuses on nurturing entrepreneurship and innovation across the spectrum of
companies – small to large and existing to start‐up.
Challenges
Lack of capital
Disjointed/misaligned resources
Barriers to spin‐out
Barriers to new business formation
Challenges to retaining start‐up and 2nd stage businesses
Infrastructure deficiencies
Lack of critical mass in certain target industry clusters
Failure to convert intellectual property (patents) into new businesses
Lack of suitable and affordable sites to accommodate high‐growth companies
Our Vision
Our innovation ecosystem fosters the development of new and creative industry
Our Role
Ensure alignment of resources such as reliable, ultra‐high speed internet services across the
community to incubate new businesses and support entrepreneurs
Identify barriers to spin‐out, new business formation, and conversion of intellectual property to
economic activity and develop new approaches to address the identified barriers
Work with business community to ensure an adequate supply of employment land (office and
industrial) to meet the need of new business formation and expansion
Goal B.1: Increase economic activity through innovation and entrepreneurism
(LINKED TO A.3)
Remove barriers and provide support to spin‐out, new business formation, and
conversion of intellectual property to economic activity
Inventory existing resources and understand barriers and gaps ‐ publish and share
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Ensure alignment of resources across local and regional organizations to address barriers and
gaps
Convene partners that provide support services to entrepreneurs, including Innosphere,
Galvanize, SBDC, CSU, Blue Ocean, SpokesBuzz
Ensure City's policies and regulations support and encourage business formation
Leverage cluster funding to address barriers within specific industries (e.g., talent development,
market expansion, etc.)3
Strengthen manufacturing, healthcare and creative industry sector activities ‐ consider drawing
in technology companies to these sectors
Connect with state partners (US Patent Office, OEDIT, etc.) and leverage other funding sources
Metrics
New business formation by industry/sector
Total number of patents and patents per 10,000 residents
Research Spending – CSU, Research Labs, Private Sector (if available)
Goal B.2: Increase the number of new start‐ups and entrepreneurs (LINKED TO
D.2, A.2, AND C.4)
Retain, develop, and recruit entrepreneurs and cutting‐edge companies
Complete a land readiness analysis of existing office and industrial vacant land to understand
the supply of employment land and barriers to development
Support programs/events that promote entrepreneurs (e.g., Blue Ocean Challenge)
Create a program (“hackathon” or issue challenge) that would help the City meet its goals or
address its challenges through innovative solutions
Leverage funding to target new business formation by underserved populations (e.g., veterans,
disable individuals, minorities and women)
Continue to develop the Advanced Manufacturing, Healthcare, and Creative Industry sectors in
collaboration with the State’s Office of Economic Development and International Trade (OEDIT)
Metrics
Location quotient of targeted industries and sectors
New business formation by industry/sector
Output per capita (measure of productivity) – in Target Industries and Sectors
3 Cluster Strategy 2.0 outlines a number of program objectives
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Goal B.3: Invest in enhancements to entrepreneurism and innovation
infrastructure (LINKED TO C.4)
Develop and support infrastructure that encourages entrepreneurism and
innovation
Promote the development of reliable, ultra‐high speed internet services throughout the
community – emphasize the role of broadband equity
Sponsor and promote accelerators and incubators (e.g., Innosphere, Galvanize, SBDC, Power
House, CSU Research Innovation Center)
Create an innovation district that will create a strong hub for entrepreneurial activities ‐
anchored by Innosphere & CSU Power house Energy Institute
Leverage the City's role as a large consumer and market maker to foster innovation and support
innovative companies and entrepreneurs.
Partner to develop a Creative District, as defined by the State of Colorado, to support the
promotion of arts and culture activities that attract entrepreneurs and an educated workforce
Sponsor and promote creative spaces (e.g., Carnegie Building, Southeast Creative Community
Center)
Metrics
New business formation by industry/sector
Businesses supported by partners (e.g., Innosphere, Galvanize, SBDC, Power House)
Jobs created, capital raised, sales increased by supported businesses
Dollars of public investment in infrastructure
Goal B.4: Increase capital to support start‐up companies and entrepreneurs
Support the development of new and enhanced capital access tools for
entrepreneurs and cutting‐edge companies
Consider using Cluster Funding to develop new or enhanced capital access programs that are
industry specific
Evaluate/Develop/Implement the use of Section 108 funds to support business lending
(revolving loan/micro finance)
Consider the use of CDBG funding to develop a revolving loan/micro finance program
Support Partners (e.g., RMI and CSU Ventures) working to provide new or enhanced capital
sources
Leverage the City's role as a large consumer and market maker to foster innovation and support
innovative companies / entrepreneurs.
Work with state partners on additional funding and regulatory opportunities
Metrics
Funds available in capital access tools & percent placed with companies
Funds raised by start‐up companies
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C. Place Matters
Rather than “deal‐making,” the City’s approach to Economic Health is one of “place‐making” (a decision‐
making approach intended to preserve and enhance a vibrant community by optimizing its economy,
environment and social values). Achieving this outcome requires balancing the built and natural
environment while delivering quality and comprehensive infrastructure that preserves the City’s sense
of place. This theme focuses on the role that place plays in a sustainable economy
Challenges
Cost of redevelopment
Land supply constraints
Infrastructure deficiencies
Adapting to future population growth
Rising material and labor costs
Rising land costs
Aging building inventory
Lack of available high quality office and industrial
Our Vision
A balanced built and natural environment that the community (including employers and talent) takes
pride in
Our Role
Ensure the City provides high‐quality comprehensive infrastructure that supports business
Support infill and redevelopment to meet climate action strategies and other community goals
Preserve the City's sense of place by encouraging strategic public and private investment
Help businesses navigate City processes
Goal C.1: Maintain clear, predictable and transparent processes
Facilitate Collaboration among City Departments
Assign EHO Staff to act as liaison with Planning Services
Form a rapid response team to respond efficiently to business inquiries
Form internal teams to collaborate on policy development (e.g., Sustainability Assessment
Team)
Work with representatives of the local business and development community to gather input on
the development review process and share findings with other City departments
Metrics
Response time to business inquiries and issues
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Goal C.2: Leverage infill and redevelopment that meets climate action goals
and other community objectives
Leverage private investment in targeted infill and redevelopment areas
Maintain and enhance relationships with land owners and the development community to meet
City objectives
Participate in Public Private Partnerships that facilitate infrastructure improvements and quality
redevelopment projects
Utilize special financing districts and other mechanisms to encourage the implementation of the
City's vision for each target area
Utilize a newly developed process for forming urban renewal areas and Tax Increment Financing
districts that goes beyond the State requirements
Metrics
Ratio of public to private investment in partnerships
Goal C.3: Balance land uses that support a healthy economy
Maintain a mix of land uses that supports the retention and expansion of
businesses while encouraging a broad mix of residential housing options
Assess land use policies and regulations to ensure support of desired development pattern
Prioritize redevelopment projects that include a mix of compatible land uses
Complete a land readiness analysis of existing office and industrial vacant land to understand
the supply of employment land and barriers to development
Develop and maintain an inventory of available sites
Metrics
Jobs to housing ratio
Average home price and average rent rate
Vacancy rates – office, industrial, retail, and apartments
Goal C.4: Invest in public infrastructure upgrades that support business
Encourage the development of vibrant business districts, commercial nodes and
commercial corridors through strategic public infrastructure investment
Participate in capital projects planning and prioritization
Prioritize public finance assistance for identified infrastructure deficiencies
Encourage catalyst projects that inspire private sector response in key targeted areas
Partner to develop a Creative District, as defined by the State of Colorado, to support the
promotion of arts and culture activities that attract entrepreneurs and an educated workforce
Metrics
Dollars of public investment in infrastructure
Private sector investment in key redevelopment areas
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Goal C.5: Encourage a culture and economy unique to Fort Collins and
consistent with community values
Preserve and enhance the features of Fort Collins’ that make it unique
Reinforce Fort Collins’ position as a regional center
Leverage the presence of the breweries in Fort Collins to grow the craft brewing industry and
attract visitors
Continue to support and enhance Fort Collins’ outdoor culture (e.g., cycling industry)
Participate in the evaluation and encouragement of urban agriculture
Partner to develop a Creative District, as defined by the State of Colorado, to support the
promotion of arts and culture activities that attract entrepreneurs and an educated workforce
Metrics
Visitation numbers to downtown and special events
Citizen survey results
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D. The Climate Economy
The reality of climate change has begun to be recognized by businesses across the nation. As a result,
businesses are evaluating numerous conditions that may impact their ability to operate in the near‐ and
long‐term. These conditions present challenges that will require adaptation and opportunities to
develop new technologies, approaches and expertise. Both adaptation and innovation will be key
aspects of creating community resiliency in the face of this outside force. The focus of this theme is
embracing that change to weather future changes and create new economic opportunity.
Challenges
Changing environmental conditions
Rising Utility Costs
Rising Commodity Prices
Supply Chain Impacts (E.g., Fukushima & Toyota)
Displacement
Rising Temperatures
Costs of Carbon Footprint Reduction
Impact of a Carbon Tax or similar regulation
Our Vision
Businesses adapt to climate change "in place" and leverage community carbon reduction goals to
develop new products and services
Our Role
Develop and attract expertise to the community that addresses the impacts to the business
community from climate change and carbon reduction
Aid businesses in leveraging the challenges of climate change and carbon reduction into
economic opportunities
Ensure that the business community is a full partner in identifying roles and challenges created
by climate change, particularly with regard to utility, climate adaptation, and carbon reduction
policies and regulations
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Goal D.1: Increase the understanding of barriers and opportunities presented
by climate change in the business community
Aid businesses in understanding climate change impacts and carbon reduction
opportunities
Work with CSU and others to bring seminars/lectures/classes to town related to climate change
and business impact
Aid in the re‐tooling of ClimateWise to encourage greater awareness and action by businesses
Collaborate with Utilities to refine incentives and rebates to encourage additional private
investment in carbon reduction efforts
Work with the Front Range By‐Products Synergy Network to encourage industrial symbiosis to
further reduce industrial waste products
Metrics
Private investment in energy conservation and carbon reduction efforts
Goal D.2: Engage the business community in carbon reduction efforts
Collaborate with other City Departments to increase Business Participation in
Carbon Reduction
Assign EHO Staff to liaison with Utilities and Environmental Services ‐ Specifically the Climate
Action Plan
Develop internal expertise on business‐related climate adaptation
Aid in communicating Community Carbon Reduction Goals to the business community
Support the development of strong policies, regulations, and programs that consider the role of
and impact to business
Articulate the business case for adapting to climate change
Metrics
Number of Businesses Participating in ClimateWise/Other Carbon Reduction Goals/Campaigns
Private investment in energy conservation and carbon reduction efforts
Goal D.3: Increase innovation related to carbon reduction
Aid businesses in leveraging community climate action goals to create new
business innovations
Inventory community capability related to carbon reduction innovation
Leverage cluster funding to focus on carbon reduction innovation
Maintain partnerships with FortZED, CCEC, CWIC, and other local entities working on innovation
related to energy and water
Enhance collaboration with CSU related to energy, water, waste, and other carbon reduction
aspects
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Explore and promote business models that create (or extract) economic value from carbon
reduction and climate adaptation activities
Promote and maintain Fort Collins’ position at the cutting edge of sustainable and innovation
energy generation as model for other communities
Metrics
Patent production (or other similar measure) of relevant innovation
Job formation in “green” industries/businesses
Public investment in renewal energy generation
Goal D.4: Encourage infill and redevelopment that meets climate action goals
and other community objectives (LINKED TO E.2)
Support redevelopment and infill development to maintain/enhance a compact
urban form while reducing environmental impacts
Maintain and enhance relationships with the development community to meet City objectives
Participate in PPP that facilitate infrastructure improvements and quality redevelopment
projects
Utilize special financing districts and other mechanisms to encourage the implementation of the
City's vision for each target area.
Metrics
Ratio of public to private investment
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E. Think Regionally
Enhancing community resiliency has limits when a single municipality acts alone. Collaboration with
regional partners that cross municipal boundaries creates greater community resiliency. A number of
current conditions and challenges do not respect municipal boundaries, including housing affordability,
climate adaptation, disaster response, tourism/visitation opportunities and impacts, and natural
resource conservation. This theme focuses on leveraging collaboration and partnerships within our
community and region to address these issues.
Challenges
Disparity in the share of economic benefits regionally
Increased competition for economic activity
Increasing number of regional issues:
o Housing Affordability
o Climate resiliency
o Disaster response
o Tourism/Visitation Impacts
o Natural resource conservation (e.g. water, land, etc.)
Our Vision
A region that partners to address issues which extend beyond municipal boundaries
Our Role
Develop strong relationships with our counter parts in the region
Support local leadership in engaging neighboring communities
Convener of economic recovery entities during natural disasters
Support and develop regional sector initiatives
Identify and market supply chain opportunities for the region
Goal E.1: Enhance coordination in regard to regional issues
Strengthen the structure for regional collaboration
Convene quarterly meetings to identify, discuss and address regional issues with partners
Utilize partners to have one voice with OEDIT and other state and federal partners
Discuss local policies with regional partners and explore opportunities to align with regional
priorities and vice versa
Continue to develop the Advanced Manufacturing, Healthcare, and Creative Industry sectors
within Region 2 (Larimer and Weld Counties) in collaboration with the OEDIT
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Develop a work plan or framework for regional projects (i.e., Fort Collins/Loveland Airport
Strategic Plan, Region 2 State Economic Development Blue Print, Tax Increment Financing
Impact Analysis etc.)
Metrics
Attendance and participation in meetings by regional partners and stakeholders
Goal E.2: Respond rapidly to disasters that affect the region
Work with regional partners to develop a strategy for disaster response with an
emphasis on prevention and rapid economic recovery
Develop a disaster response toolkit aimed at the business community
Identify a lead economic development organization for a regional response
Convene an economic recovery stakeholder group
Metrics
Economic impact of natural disasters
Business interruption and delay due to a disaster
Business closures as a result of a disaster
Goal E.3: Position Northern Colorado as an innovation hub (LINKED TO B.1,
B.2, and B.3)
Market Northern Colorado as part of a Rocky Mountain Innovation Corridor
Identify and raise awareness of regional strengths within the state of Colorado and nationally
Create regional marketing materials that tell the Northern Colorado innovation story
Support entrepreneurship and innovative companies
Develop regional strategy and terminology
Support broadband initiatives in Northern Colorado
Collaborate with education institutions
Metrics
Number of contacts
Increase in website visits, corporate/site selector interest
Distribution of regional marketing materials
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Acknowledgements
Mayor and City Council
Karen Weitkunat, Mayor
Gerry Horak, Mayor Pro Tem, District 6
Bob Overbeck, District 1
Lisa Poppaw, District 2
Gino Campana, District 3
Wade Troxell, District 4
Ross Cunniff, District 5
Staff
Darin Atteberry, City Manager
Jeff Mihelich, Deputy City Manager
Bruce Hendee, Chief Sustainability Office
Josh Birks, Economic Health Director
Tom Leeson, Redevelopment Program Manager
SeonAh Kendall, Economic Policy and Project Manager
Sam Houghteling, Graduate Management Assistant
Contact Economic Health
300 Laporte Avenue
Fort Collins, CO 80521
970‐221‐6324
jbirks@fcgov.com
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2013
Industry Cluster Strategy Report
ATTACHMENT 2
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TABLE OF CONTENTS
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BACKGROUND
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OVERVIEW OF THE CURRENT INDUSTRY CLUSTER INITIATIVE
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CLUSTER STRATEGY 2.0
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IMPLEMENTATION / NEXT STEPS
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EXISTING INDUSTRY CLUSTER PROFILES
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EMERGING CLUSTERS
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BENCHMARKS
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Case Study: Pittsburgh Technology Council
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Case Study: The Water Council (Milwaukee)
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Case Study: Portland Development Commission
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LABOR MARKET PROFILE
Prepared for the City of Fort Collins
September 2014
ATTACHMENT 3
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ABOUT THIS WORK
TIP Strategies would like to thank the City of Fort Collins for their time and guidance in the preparation of this labor
market profile. We would also like to thank the many businesses who participated in the survey conducted as part of this
work. Their insights greatly contributed to our understanding of the area’s workforce, its challenges, and its opportunities.
THE CITY OF FORT COLLINS
Located in northern Colorado, Fort Collins is home to Colorado State University and an
outstanding public school system. Nestled at the base of the Rocky Mountains, Fort
Collins offers exciting recreational opportunities, unique cultural offerings, and is a
regional center for employment and shopping. Throughout the year, live music and
entertainment, as well as great local dining, can be found throughout the historic
downtown area. Fort Collins offers the convenience of a small town with all the amenities
of a larger city.
106 East 6th Street, Suite 550
Austin, Texas 78701
www.tipstrategies.com
PH: 512.343.9113
TIP STRATEGIES, INC.
TIP Strategies, Inc. is a privately held Austin-based economic development consulting firm
committed to providing quality solutions for public and private sector clients. Established
in 1995, the firm’s primary focus is strategic economic development planning. In
addition, TIP has experience with entrepreneurship, target industry analysis, workforce,
and redevelopment. TIP’s methods establish a clear vision for economic growth.
Community leaders across the country have embraced the TIP model of Talent,
Innovation, and Place to achieve successful and sustainable economies.
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CONTENTS
Introduction ..................................................................................................................................................... 1
Reasons for the Skills Gap .............................................................................................................................. 1
The Response ............................................................................................................................................... 1
Key Findings ................................................................................................................................................ 2
General Characteristics of the Labor Force ........................................................................................................... 3
Commuting Patterns and Laborshed ................................................................................................................. 5
Regional Demand for Workers ........................................................................................................................ 9
Staffing Environment .................................................................................................................................... 12
Education and Training ................................................................................................................................ 14
Industry Profiles .............................................................................................................................................. 16
Manufacturing ........................................................................................................................................... 17
Healthcare ................................................................................................................................................ 19
IT/Development ......................................................................................................................................... 21
R&D/Engineering ....................................................................................................................................... 23
Talent Clusters ................................................................................................................................................ 25
Engineering & Technical ............................................................................................................................. 26
Information Technology ............................................................................................................................... 30
Sales & Operations .................................................................................................................................... 37
Healthcare ................................................................................................................................................. 47
Employer Survey ............................................................................................................................................. 55
Respondent Profile ....................................................................................................................................... 55
Workforce Quality ...................................................................................................................................... 56
Hiring Needs & Practices ............................................................................................................................. 56
Training ..................................................................................................................................................... 59
Appendix A: Data & Methodology .................................................................................................................... 61
Classification systems .................................................................................................................................. 61
Data Sources .............................................................................................................................................. 62
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INTRODUCTION
Larimer County employers are not alone in facing challenges
filling key positions, especially in the context of a regional
energy boom. The “skills gap” is at the center of attention in
economic and workforce development conversations both
nationally and internationally. Despite elevated numbers of
unemployed, employers are still having difficulty finding the
talent that they need. In 2013, Manpower, which conducts an
annual talent shortage survey, found that 39 percent of US
companies were struggling to fill key jobs.
REASONS FOR THE SKILLS GAP
A number of reasons for the skills gap have been suggested by researchers investigating the issue. These reasons
include:
Changing Skills. With heightened automation, changes in technology, and evolving processes, the skills
required of the workers have evolved. Mature workers often find themselves with skill sets that have not kept
pace with current needs. In addition, training programs are not always as dynamic as the workplace and may
not be teaching the skills needed by the employers.
Demographics. The aging of the Baby Boomers has resulted in a wave of retirements that is looming large,
particularly in many of the middle skills occupations—machinists, craft trades, utility linemen, and many others.
The talent pipeline is not currently robust enough to fill the openings left by these retirements.
Policies and Priorities. The focus on four-year degrees may have had the unintended consequence of
siphoning students from vocational and technical training.
Culture. Many young people today are not interested in pursuing careers in the occupations that are difficult to
fill. In a recent survey by Nuts, Bolts, and Thingamajigs, The Foundation of the Fabricators & Manufacturers
Association, 52 percent of teenagers ages 13 to 17 had little to no interest in manufacturing. Parents and their
children often hold negative perceptions of manufacturing and trade jobs. Others are simply unaware of the
opportunities in these careers.
Field of Study Choice. Students often choose their field of study based on personal interest, rather than labor
market information. This contributes to a mismatch between the supply of and demand for graduates of post-
secondary education programs.
These and other reasons contribute to the growing divide between skills employers seek and skills workers have.
THE RESPONSE
To better understand the Larimer County labor market and its challenges, the City of Fort Collins hired TIP Strategies to
assist in developing a detailed labor market profile. This profile examines the regional labor force, drivers of demand,
and occupational strengths. It also looks at staffing environment indicators to identify occupations that are hard to fill and
expected to be high in demand. The education and training landscape is also summarized. Next, detailed occupational
profiles of key talent clusters and industry sectors are provided. Finally, the results of a regional employer survey are
presented.
The “skills gap” describes
the difference betw een
the skills employers seek
and the skills w orkers
hav e.
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KEY FINDINGS
Larimer County has a high labor force participation rate with a pool of just over 175,000 workers who are aged 16 and
older and either employed or seeking employment.
The unemployment rate in the region is consistently lower than Colorado’s and the nation’s. During the recession, the
Larimer County economy proved to be resilient with the unemployment rate rising only to just over eight percent and
staying, on average, two percentage points under the state’s post-recession.
In general, the labor force is relatively young and highly educated. In fact, 47 percent of Larimer County’s labor force
has a bachelor degree or higher. Yet, only 23 percent of the jobs in the region require a college degree. This indicates a
mismatch between the educational attainment of the population and the educational requirements of the region’s jobs.
This mismatch likely results in a high degree of under-employment. It is also a likely explanation of why the region
exports almost 45,000 workers each day and why it has difficulty retaining its young residents.
To improve the alignment of the skills the region’s workers have and the skills the region’s employers need, it is useful to
understand the key occupations that support the region’s economic drivers.
As in most regions, many of Larimer County’s fastest growing industries are service industries that support the
population—retail, restaurants, hospitality, and personal services. The occupations that are related to these services are
relatively low paying—retail salespeople, food prep, waiters, cashiers, and janitors. The region has an over-qualified
workforce to meet the needs of these industries. It also has such a high quality of place that over-qualified workers will
choose to take these jobs.
An analysis of the staffing environment in the county revealed 29 occupations that are likely to be hard to fill currently
based on rapidly rising demand and/or higher than expected wages. The analysis shows that companies in Larimer
County face a difficult staffing environment in many of the areas that have been identified as national shortages—sales
representatives, IT staff, skilled trades (i.e., welders), mechanics, and managers. In addition, most of the occupations are
expected to grow over the next five years and 12 of the occupations are already paying wage premiums higher than 10
percent over the national average. One notable difference in the hard to fill occupations in Larimer County, however, is
that only about 10 percent of these occupations are facing a sizeable wave of retirements. Nationally, the aging of the
workforce is a primary challenge in many of the occupations that are hardest to fill.
A closer look into the region’s primary private sector industries is more revealing. This report examines four industry
sectors in detail and profiles the talent clusters that support them. The four industry sectors are manufacturing, healthcare,
IT and software development, and R&D and engineering. The talent clusters are engineering and technical, information
technology, sales and operations, and healthcare.
The primary conclusion from this analysis is that the alignment between the education and training infrastructure and the
needs of the region’s employers can be strengthened. In the survey conducted as part of this study, employers reported
that they recruit most of their professional and technical workers as well as skilled labor from outside of Larimer County.
A study of the region’s primary education institutions shows that the region graduates about 14,000 students each year.
However, most of these students choose fields of study are that are not related to the occupations that are most critical to
the region’s key industries. In fact, a number of the critical occupations in the talent clusters do not have any completions
from regional institutions.
Better alignment of the skills of the region’s graduates and the needs of the region’s employers could improve the staffing
environment for the region’s employers and facilitate the retention of the region’s graduates.
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GENERAL CHARACTERISTICS OF THE LABOR FORCE
The Larimer County civilian labor force consisted of
just over 175,000 individuals in 2012. The labor
force represents the region’s civilian pool of labor
age 16 and older—both employed and unemployed.
High labor force participation. In spite of the
large population of college students, the region’s
labor force participation rate is relatively high
compared to both the state (67.9 percent) and the
nation (63.4 percent).
Low unemployment. Prior to the recession, the
county’s unemployment rate was, on average, lower
than that of the state and the nation by 0.6 percent
and 0.8 percent, respectively. During the recession,
Larimer County’s unemployment rate peaked at just
over 8 percent, while Colorado’s and the US’
peaked around 10 percent. After the recession,
Larimer County’s unemployment rate was, on
average, 1.3 percentage points lower than
Colorado’s and 2.0 percentage points lower than the
nation’s.
CIVILIAN LABOR FORCE
175,142
LABOR FORCE PARTICIPATION RATE
UNEMPLOYMENT RATE RANGE UNEMPLOYMENT RATE
Source: US Bureau of Labor Statistics–CPS (US) & LAUS (State & County), US Census Bureau–American Community Survey.
68.9
67.9
63.4
60
65
70
Larimer County Colorado United States
Civilian Labor Force, % of Total
2012
0%
2%
4%
6%
8%
10%
12%
Larimer County
Statewide
National
2004-2014
0
4
8
12
2004 2005 2007 2009 2011 2013
Larimer County Colorado US
2004-2014
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Young population. The age distribution of Larimer
County’s population reflects the presence of Colorado
State University. The county’s young adult population
represents a significantly higher share of the overall
population than that of Colorado and the US. Youth and
experienced working age cohorts represent a relatively
small share of the overall population in the county, this
implies a smaller share of families with children than the
state and the nation. The share of seniors in the Larimer
County population falls in between the state’s and the
nation’s.
High educational attainment. The labor force of
Larimer County is highly educated, with over 47
percent of the population attaining at least a bachelor’s
degree. Only 23 percent of this population has a high
school diploma or less.
AGE DISTRIBUTION
High under-employment. The comparison of the educational requirements of the region’s job base and the
educational attainment of the population (25 years and older) reveals a mismatch. Though 47 percent of the population has
a bachelor’s degree or higher, only 23 percent of the jobs require a degree. This type of mismatch is an indicator of under-
employment and shows that a significant segment of the county’s labor force is under-utilized.
EDUCATIONAL ATTAINMENT COMPARISON: JOBS VS EDUCATION
Source: US Census Bureau–American Community Survey, EMSI Complete Employment 2014.1
24% 27% 26%
25% 22% 21%
38% 40% 39%
13% 12% 14%
0%
25%
50%
75%
100%
Larimer County Colorado United States
Seniors (65+)
Experienced working age (35-64)
Young adults (20-34)
Youth (0-19)
2012
5% 9% 14%
18%
22%
28%
32%
31%
29%
45% 38%
29%
0%
25%
50%
75%
100%
Larimer County Colorado United States
Bachelor's or Higher
Some College
High School or Equivalent
Less than High School
Population 25 Years and Older
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COMMUTING PATTERNS AND LABORSHED
Commuting patterns data were compiled from the US Census Bureau’s Local Employment Dynamics (LED) program, which
derives its commuter data based largely on those workers covered by unemployment insurance and federal workers.
Larimer County is a net exporter of labor, which indicates a mismatch between the skills residents have and the
workers local employers need. The primary consequences of this include a reduction in daytime population and longer
commuting distances, which have implications on tax revenues, quality of life, and the environment. Capturing a larger
share of outbound commuters represents an opportunity for Fort Collins.
A look at select characteristics of commuters by type reveal that commuters out of the county tend to earn higher wages
and are less likely to work in the service sector than those residents that live and work in the county.
OVERVIEW OF LARIMER COUNTY COMMUTING FLOWS
Larimer County is
a net exporter of labor—
about 7,000 more residents
leave the county for work
than commute into the
county.
SELECTED CHARACTERISTICS OF COMMUTERS BY TYPE OF FLOW (INTERNAL/EXTERNAL)
AGE EARNINGS INDUSTRY CLASS
Source: US Census Bureau, OnTheMap Application, and LEHD Origin-Destination Employment Statistics. Most recent available at time of analysis (i.e.,
beginning of quarter employment, 2nd quarter of 2002-2011). Note: Demographic statistics are beta results and are not available prior to 2009.
Educational Attainment is only produced for workers aged 30 and over.
78,966
Lived and
worked in
Larimer County
37,558 44,643
Outside workers that
commuted to jobs in
Larimer County
(internal jobs)
Employed Larimer County
residents commuted to
external jobs (outside the
county)
23.3%
30.6% 25.2%
56.0%
53.0%
55.7%
20.7% 16.4% 19.1%
Residents
Imported
Workers
Exported
Workers
Aged 55+
30 to 54
29 or younger
22.7% 26.2%
20.3%
38.4%
38.7%
35.3%
38.9% 35.1%
44.4%
Residents
Imported
Workers
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LARIMER COUNTY LABOR SHED
EMPLOYEES BY ZIP CODE, 2011
Source: US Census Bureau, OnTheMap Application, and LEHD Origin-Destination Employment Statistics.
The county’s large labor shed demonstrates that it
functions as a regional employment center. The
vast majority of the labor force lives in Northern
Colorado’s population centers along Interstate 25—Fort
Collins, Loveland, Greeley, and Windsor. However, the
map shows that some workers commute long distances
to work in Larimer County.
The primary axis of the labor shed extends north-south
almost 170 miles as far south as Colorado Springs and
as far north as Cheyenne and Laramie. Highway 34 is
the primary east-west axis of the labor shed, extending
from Estes Park about 100 miles east to Fort Morgan.
Labor shed by zip code
Top 10 sources of workers
Zip Code City Count % of total
1 80525 Fort Collins 15,944 12.8%
2 80526 Fort Collins 14,341 11.6%
3 80538 Loveland 11,149 9.0%
4 80524 Fort Collins 9,595 7.7%
5 80537 Loveland 9,128 7.4%
6 80521 Fort Collins 8,256 6.7%
7 80528 Fort Collins 5,484 4.4%
8 80550 Windsor 4,316 3.5%
9 80634 Greeley 3,642 2.9%
10 80517 Estes Park 2,607 2.1%
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PEOPLE WHO WORK IN LARIMER COUNTY
More than half of the workers in Larimer County travel less than 10 miles between home and work. Another 20 percent
travel 10 to 24 miles to work.
Almost 50 percent of the workers in the county live in Fort Collins and Loveland. Seven percent of the workers live in
Greeley and Windsor. Workers from Wellington and Estes Park account for almost 3 percent of the workers in the
county. Colorado Springs supplies just over 1 percent of the workers in Larimer County.
The majority (55 percent) of workers are between 30 and 54 years of age. One quarter have at least a bachelor’s
degree or higher and another quarter have at least some college or an associate’s degree. Thirty-nine percent earn
between $1,250 and $3,333 while another 38 percent earn over $3,333.
CHARACTERISTICS OF PEOPLE WHO WORK IN LARIMER COUNTY, 2011
Commute distance for Larimer County workers
Share by distance traveled between work and home
Where Larimer County workers live
Top 10 sources of workers
City Count % of total
1 Fort Collins, CO 41,878 35.9%
2 Loveland, CO 15,569 13.4%
3 Greeley, CO 4,764 4.1%
4 Windsor, CO 3,792 3.3%
5 Denver, CO 2,244 1.9%
6 Wellington, CO 1,658 1.4%
7 Longmont, CO 1,629 1.4%
8 Colorado Springs, CO 1,519 1.3%
9 Estes Park, CO 1,442 1.2%
10 Aurora, CO 1,287 1.1%
AGE EDUCATIONAL ATTAINMENT EARNINGS
Source: US Census Bureau, OnTheMap Application, and LEHD Origin-Destination Employment Statistics. Most recent available at time of analysis (i.e.,
beginning of quarter employment, 2nd quarter of 2002-2011). Note: Demographic statistics are beta results and are not available prior to 2009.
Educational Attainment is only produced for workers aged 30 and over.
58.9%
20.3%
8.2% 12.5%
0%
25%
50%
75%
100%
Less than 10
miles
10 to 24
miles
25 to 50
miles
Greater than
50 miles
26%
55%
19%
Age 29 or younger
Age 30 to 54
Age 55 or older
6%
18%
25% 25%
26%
Less than high school
High school/GED, no college
Some college/Associate's
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PEOPLE WHO LIVE IN LARIMER COUNTY
Almost 55 percent of the people who live in Larimer County travel less than 10 miles between work and home. Another
19 percent travel between 10 and 24 miles between home and work.
The majority of employed residents (51.7 percent) work in Fort Collins and Loveland. Estes Park employs another 1.6
percent. About 5 percent of employed residents commute to Denver and almost 4 percent work in Greeley. Longmont,
Boulder, Windsor, Colorado Spring, and Aurora are other major destinations that employ workers from Larimer County.
Fifty-six percent of the employed residents are between 30 and 54 years of age. Twenty-six percent hold a bachelor’s
degree or higher and another 25 percent have attended college or earned an associate’s degree. Thirty-seven percent
earn between $1,251 and $3,333 and 41 percent earn more than $3,333.
CHARACTERISTICS OF EMPLOYED PEOPLE WHO LIVE IN LARIMER COUNTY, 2011
Commute distance for Larimer County residents
Share by distance traveled between work and home
Where Larimer County residents work
Top 10 destinations for job holders, 2011
City Count % of total
1 Fort Collins, CO 48,750 39.4%
2 Loveland, CO 15,265 12.3%
3 Denver, CO 6,020 4.9%
4 Greeley, CO 4,735 3.8%
5 Longmont, CO 3,593 2.9%
6 Boulder, CO 3,568 2.9%
7 Windsor, CO 2,427 2.0%
8 Estes Park, CO 1,976 1.6%
9 Colorado Springs, CO 1,795 1.5%
10 Aurora, CO 1,511 1.2%
AGE EDUCATIONAL ATTAINMENT EARNINGS
Source: US Census Bureau, OnTheMap Application, and LEHD Origin-Destination Employment Statistics. Most recent available at time of analysis (i.e.,
beginning of quarter employment, 2nd quarter of 2002-2011). Note: Demographic statistics are beta results and are not available prior to 2009.
Educational Attainment is only produced for workers aged 30 and over.
54.6%
18.9%
11.4% 15.2%
0%
25%
50%
75%
100%
Less than 10
miles
10 to 24
miles
25 to 50
miles
Greater than
50 miles
24%
56%
20%
Age 29 or younger
Age 30 to 54
Age 55 or older
6%
19%
26% 25%
24%
Less than high school
High school/GED, no college
Some college/Associate's
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REGIONAL DEMAND FOR WORKERS
DRIVERS OF OCCUPATIONAL DEMAND
TOP INDUSTRIES IN LARIMER COUNTY
Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker
Larimer County’s labor market is defined by its top industries—post-secondary education, healthcare, government, and
services that support those industries and the population (restaurants, construction, building services).
In many cases, the top industries are also the fastest growing industries—healthcare, education, restaurants. However,
business support services and computer system design are rising to prominence in the region.
The industries that are expected to experience the largest percentage growth show a diverse set of emerging industries—
manufacturing, healthcare, education and training, arts, wholesale trade, and other business support.
Rank Employment LARGEST, 2013 Earnings per Worker
1 12,395 Education and Hospitals (State Government) $44,615
2 7,412 Education and Hospitals (Local Government) $44,194
3 7,005 Full-Service Restaurants $19,261
4 6,271 Local Government, Excluding Education and Hospitals $63,943
5 5,941 Limited-Service Eating Places $14,654
6 3,697 General Medical and Surgical Hospitals (Private) $62,183
7 3,124 Offices of Physicians $104,698
8 3,112 Services to Buildings and Dwellings $22,819
9 2,929 Building Equipment Contractors $59,430
10 2,791 Employment Services $32,908
Rank Change FASTEST-GROWING, 2013-2018 (#) Earnings per Worker
1 +1,268 General Medical and Surgical Hospitals (Private) $62,183
2 +1,237 Education and Hospitals (State Government) $44,615
3 +760 Business Support Services $31,115
4 +659 Full-Service Restaurants $19,261
5 +641 Education and Hospitals (Local Government) $44,194
6 +632 Other General Merchandise Stores $27,708
7 +628 Computer Systems Design and Related Services $87,061
8 +560 Limited-Service Eating Places $14,654
9 +412 Local Government, Excluding Education and Hospitals $63,943
10 +410 Offices of Physicians $104,698
Rank Change FASTEST-GROWING, 2013-2018 (%) Earnings per Worker
1 94% Communications Equipment Manufacturing $149,482
2 46% Specialty (except Psychiatric and Substance Abuse) Hospitals (Private) $50,229
3 39% Business Schools, Computer, Management Training (Private) $46,314
4 38% Promoters of Performing Arts, Sports, and Similar Events $25,206
5 36% Miscellaneous Durable Goods Merchant Wholesalers $41,028
6 35% Office Administrative Services $80,003
7 34% General Medical and Surgical Hospitals (Private) $62,183
8 34% Business Support Services $31,115
9 33% Nondepository Credit Intermediation $103,540
10 31% Colleges, Universities, and Professional Schools (Private) $30,868
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Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
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OVERVIEW OF OCCUPATIONAL DEMAND
TOP OCCUPATIONS IN LARIMER COUNTY
Source: QCEW Employees, Non-QCEW Employees, & Self-Employed–EMSI 2013.4 Class of Worker.
Note: Location Quotients (LQs) show how the occupation’s share of total local employment compares to its share nationally. LQs of greater than 1 indicate
that occupations that have a larger share of total employment in Larimer County than they do nationally. LQs of 1.25 or higher are interpreted to mean that
Larimer County is relatively specialized in those areas.
Larimer County’s top occupations are, for the most part, a reflection of its top industries. Food prep, waiters,
postsecondary teachers, registered nurses, and janitors map directly to the region’s top industries. Other occupations,
such as retail salespersons and cashiers, are in line with national trends in service sector growth.
Looking at demand in terms of percentages and relative concentrations reveals which occupations have experienced
unusually high demand in recent years. Regional growth in hospitality, manufacturing, healthcare, and IT is responsible
for much of this unusually high-demand growth.
Rank Employment LARGEST, 2013 Median hourly earnings
1 6,028 Retail Salespersons $10.42
2 5,355 Food Prep & Serving $8.76
3 4,833 Secretaries & Administrative Assistants $15.38
4 3,527 Waiters & Waitresses $8.89
5 3,392 Postsecondary Teachers $28.01
6 3,083 Cashiers $9.23
7 2,878 Registered Nurses $29.07
8 2,780 Janitors & Cleaners $10.75
9 2,639 Office Clerks, General $13.51
10 2,222 Bookkeeping, Accounting, & Auditing Clerks $15.46
Rank Annual Openings FASTEST-GROWING, 2013-2018 (#) Median hourly earnings
1 +323 Food Prep & Serving $8.76
2 +296 Retail Salespersons $10.42
3 +234 Waiters & Waitresses $8.89
4 +201 Registered Nurses $29.07
5 +181 Cashiers $9.23
6 +127 Secretaries & Administrative Assistants $15.38
7 +126 Customer Service Representatives $13.80
8 +124 Postsecondary Teachers $28.01
9 +108 Janitors & Cleaners $10.75
10 +106 Office Clerks, General $13.51
Rank % LQ Growth (5-yr) RAPIDLY INCREASING DEMAND % Job Growth (5-yr)
1 21% Lodging Managers 26%
2 19% Tax Preparers 23%
3 19% Appraisers & Assessors of Real Estate 24%
4 14% Computer-Controlled Machine Tool Operators 16%
5 13% Packaging & Filling Machine Operators & Tenders 9%
6 12% Industrial Machinery Mechanics 18%
7 9% Physician Assistants 32%
8 8% Computer Network Support Specialists 12%
9 8% Computer User Support Specialists 19%
10 4% Physicians & Surgeons, All Other 18%
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Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
DRAFT LARIMER COUNTY LABOR MARKET PROFILE
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OVERVIEW OF OCCUPATIONAL DEMAND
TOP OCCUPATIONS IN LARIMER COUNTY
Source: QCEW Employees, Non-QCEW Employees, & Self-Employed–EMSI 2013.4 Class of Worker.
On the other end of the spectrum are the occupations for which demand is expected to decline. At the top of the list is
Computer Hardware Engineers. The decline in demand for this occupation, as well as for electrical and electronic
equipment assemblers, most likely reflects the computer hardware industry’s ongoing restructuring.
The declining demand for Agricultural Managers, Travel Agents, Reporters, Door-to-Door Sales Workers, and Floral
Designers reflect long-term national industry trends and technological innovations that are displacing some of these
workers.
The presence of some construction-related occupations is most likely a reflection of how hard this industry was hit during
the most recent recession. Because these figures are projections that are based on historical trends, they most likely do
not capture the construction industry’s recovery in Larimer County. With large construction projects—such as the
Woodward Headquarters, the renovation of Foothills Mall, the Banner Health Campus, and the reconstruction of flood-
damaged areas of the county—demand for these types of construction workers is likely higher than these projections
reflect.
Rank Change FASTEST-DECLINING, 2013-2018 (#) Median hourly earnings
1 -163 Computer Hardware Engineers $52.89
2 -136 Farmers, Ranchers, & Other Agricultural Managers $11.17
3 -55 Electrical & Electronic Equipment Assemblers $13.53
4 -47 Cabinetmakers & Bench Carpenters $12.17
5 -37 Construction Managers $26.97
6 -34 Travel Agents $12.46
7 -34 Real Estate Sales Agents $20.70
8 -21 Childcare Workers $8.39
9 -18 Door-to-Door Sales Workers, News & Street Vend., & Related… $7.01
10 -14 Data Entry Keyers $13.27
Rank Change FASTEST-DECLINING, 2013-2018 (%) Median hourly earnings
1 -52% Travel Agents $12.46
2 -33% Farmers, Ranchers, & Other Agricultural Managers $11.17
3 -30% Reporters & Correspondents $16.64
4 -21% Cabinetmakers & Bench Carpenters $12.17
5 -19% Furniture Finishers $14.15
6 -18% Dental Laboratory Technicians $19.95
7 -17% Computer Hardware Engineers $52.89
8 -15% Meter Readers, Utilities $19.70
9 -15% Door-to-Door Sales Workers, News & Street Vend., & Related... $7.01
10 -15% Floral Designers $11.88
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Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
DRAFT LARIMER COUNTY LABOR MARKET PROFILE
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STAFFING ENVIRONMENT
Across the US, companies are having difficulty
filling certain positions. In spite of the high
unemployment rolls, many employers cannot find
the talent they need. In Manpower Group’s most
recent national talent shortage survey, 39
percent of the companies surveyed reported
difficulty filling jobs.
According to this survey, skilled trades—which
include occupations such as machinists,
electricians, welders, and pipefitters—are the
most difficult jobs to fill. Sales representatives and
drivers round out the list of the top three. Other
difficult to fill jobs include IT staff, accounting and
finance staff, engineers, technicians,
management, mechanics, and teachers.
Sharply rising demand and higher than
expected wages can be indicators of a difficult
staffing environment. The occupations listed on
the following page are likely to be difficult to fill
as indicated by the demand and wage
environment in Larimer County. These
occupations face rising demand, rising wages,
and/or a wave of retirements.
2013 NATIONAL TALENT SHORTAGE SURVEY
TOP 10 JOBS
EMPLOYERS ARE HAVING DIFFICULTY FILLING
1 Skilled Trades
2 Sales Representatives
3 Drivers
4 IT Staff
5 Accounting & Finance Staff
6 Engineers
7 Technicians
8 Management/Executive
9 Mechanics
10 Teachers
Source: Manpower, 2013 Talent Shortage Survey Research Results.
The list of hard to fill occupations for Larimer County includes many of the same types of occupations that are on the list
for the nation. Sales representatives, IT staff, skilled trades (i.e., welders), mechanics, and managers are all expected to
be in demand and difficult to fill in Larimer County.
Note that some of the occupations on this list are projected to experience declines in demand. However, these positions
still have a significant number of openings due to turnover. In other words, even if there are no new positions, positions
that are vacated must be filled. These represent replacement jobs.
Significant wage premiums, as indicated by a median hourly wage greater than 110% of the US median, are also
indicators that local employers have difficulty recruiting talent to those positions. Machine operators and tenders pay one
of the highest premiums, followed by physicians, electronics engineers, and police officers.
Two of the occupations face a potential wave of retirements in the near future. For physicians and purchasing agents, the
share of workers 55 and older is 25 percent or more.
44 41
22 19 14
52 49
39
56 59 78 81 86 48 51 61
0%
25%
50%
75%
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HARD-TO-FILL OCCUPATIONS
STATISTICAL OVERVIEW FOR SELECT OCCUPATIONS
Source: QCEW Employees, Non-QCEW Employees, & Self-Employed–EMSI 2013.4 Class of Worker.
Notes: Shaded “Median Hourly Earnings” indicate the occupation pays more than the regional average. Shaded “% of US Median” indicates the
occupation pays more than 110% of the US Median.
STAFFING ENVIRONMENT INDICATOR
The determination of hiring difficulty draws on EMSI’s Talent Market Analyst which provides useful indicators of the staffing
environment for occupations in a given metropolitan region. A relative wage indicator and a supply/demand indicator
were combined to determine hiring difficulty. The relative wage is built around two different statistics: the absolute wage
regional workers in the occupation earn and EMSI’s proprietary indicator that considers the expected wage against a
regional wage index. The supply/demand indicator is weighted by three factors.
• How concentrated (therefore important) the occupation is in the region
• How this concentration has changed over time (whether the occupation is becoming more or less important to
the area)
• How actual employment in the occupation in the region has changed
Together, these statistics provide a picture of how the region’s supply of and demand for workers play into the staffing
environment. This evaluation is ranked by degree of difficulty in hiring. Additional information about Talent Market
Analyst can be found at: http://www.economicmodeling.com/analyst/tma-analyst/
SOC
Code Description
2013
(estimated)
% of US
Median
Total
(projected)
41-4012 Sales Representatives, Wholesale and Manufacturing 0.96 1,500 1,576 $22.85 88% 235 23%
15-1133 Software Developers, Systems Software 2.98 1,273 1,264 $48.67 103% 94 12%
17-2061 Computer Hardware Engineers 10.92 940 777 $52.89 110% 89 13%
49-3023 Automotive Service Technicians and Mechanics 1.15 875 884 $18.45 113% 143 13%
41-3099 Sales Representatives, Services, All Other 0.97 784 849 $23.24 96% 183 20%
15-1151 Computer User Support Specialists 1.26 782 886 $23.30 104% 171 16%
33-3051 Police and Sheriff's Patrol Officers 0.88 597 649 $32.50 122% 151 21%
29-2061 Licensed Practical and Licensed Vocational Nurses 0.67 521 624 $20.90 105% 175 24%
17-2141 Mechanical Engineers 1.70 460 470 $37.97 98% 91 19%
15-1121 Computer Systems Analysts 0.80 434 515 $36.64 97% 119 17%
13-1071 Human Resources Specialists 0.98 434 464 $24.17 90% 71 20%
29-1069 Physicians and Surgeons, All Other 1.13 408 470 $110.97 127% 118 27%
51-9012 Machine Setters, Operators, and Tenders 9.07 399 428 $25.49 137% 102 15%
15-1199 Computer Occupations, All Other 1.85 386 412 $43.00 112% 60 18%
51-4121 Welders, Cutters, Solderers, and Brazers 0.98 373 372 $17.75 102% 53 14%
11-9041 Architectural and Engineering Managers 1.76 354 345 $64.33 107% 43 22%
15-1142 Network and Computer Systems Administrators 0.93 353 393 $32.89 95% 72 12%
49-9041 Industrial Machinery Mechanics 1.02 340 384 $25.23 113% 100 19%
49-1011 First-Line supervisorsof Mechanics, Installers, and Repairers 0.71 320 343 $32.19 111% 69 24%
13-1023 Purchasing Agents 0.99 299 308 $32.03 113% 37 25%
17-2112 Industrial Engineers 1.20 280 292 $40.40 107% 54 20%
11-3021 Computer and Information Systems Managers 0.82 279 306 $57.35 100% 48 15%
11-9111 Medical and Health Services Managers 0.79 251 302 $45.20 107% 86 22%
15-1152 Computer Network Support Specialists 1.27 241 255 $29.11 103% 34 13%
17-2072 Electronics Engineers, Except Computer 1.63 235 250 $55.14 125% 42 20%
49-2022 Telecommunications Equipment Installers and Repairers 1.00 225 250 $28.01 108% 41 13%
51-8031 Water and Wastewater Treatment Plant Operators 1.82 204 216 $23.88 116% 49 25%
51-4011 Computer-Controlled Machine Tool Operators 1.26 188 198 $19.50 114% 38 14%
29-1071 Physician Assistants 1.79 165 199 $49.45 112% 51 13%
2018
(projected)
Share of
DRAFT LARIMER COUNTY LABOR MARKET PROFILE
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EDUCATION AND TRAINING
The analysis presented in this section includes data for the 8 institutions listed below. Colorado State University is, by far,
the largest institution and confers, on average, about 6,500 degrees each year. Front Range Community College is the
next largest and confers, on average, 3,000 degrees each year. University of Northern Colorado confers about 2,600
degrees each year. Aims Community College confers almost 1,500 degree each year. Many students in the region
transfer from Front Range Community College to Regis University. Regis’ completions data, however, was not available
for its Larimer County campus.
REGIONAL INSTITUTIONS
LARIMER & WELD COUNTY INSTITUTIONS, PLUS FRONT RANGE COMMUNITY COLLEGE
*Listed as "Private for-profit, less-than 2-year" in 2010 IPEDS survey.
Source: National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, & 2011-2012. See page 64 for a description of IPEDS.
Together, these institutions
conferred an average of almost
14,000 awards in credit-bearing
programs over the three-year
period analyzed.
Of these, almost half were
bachelor’s degrees. On average,
18 percent of awards were
advanced degrees (defined as all
awards made above the
bachelor’s level). Postsecondary
certificates and associate’s
degrees comprised 34 percent of
all awards conferred for credit
during this period.
DISTRIBUTION OF FOR-CREDIT COMPLETIONS BY AWARD LEVEL
FOR-CREDIT COMPLETIONS BY SELECTED INSTITUTIONS (2010–2012)
Source: National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-
2011, and 2011-2012.
Over the last three academic years, the share of associate’s degrees has climbed slightly from 13 percent in 2010 to 15
percent in 2012. Conversely, the share of post-secondary awards has dropped from a high of 19 percent in 2011 to 17
percent in 2012, and the share of bachelor’s degrees has fallen from 49 percent in 2010 to 47 percent in 2012.
UNITID INSTITUTION NAME CITY SECTOR 2010 2011 2012
126207 Aims Community College Greeley Public, 2-year
126818 Colorado State University-Fort Collins Fort Collins Public, 4-year or above
127200 Front Range Community College Westminster Public, 2-year
127741 University of Northern Colorado Greeley Public, 4-year or above
372329 Institute of Business and Medical Careers Fort Collins Private for-profit, 2-year
381866 Healing Arts Institute Fort Collins Private for-profit, less-than 2-year
448761 College America-Fort Collins Fort Collins Private for-profit, 4-year or above
449454 Academy of Natural Therapy Inc* Greeley Private for-profit, 2-year
Years Institution is
Included in IPEDS
18% 19% 17%
13% 14% 15%
49% 47% 47%
18% 17% 18%
0%
25%
50%
75%
100%
2010
(n=13,352)
2011
(n=13,820)
2012
DRAFT LARIMER COUNTY LABOR MARKET PROFILE
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25 LARGEST FIELDS OF STUDY
RANKED BY AVERAGE NUMBER OF COMPLETIONS (2010-2012 ACADEMIC YEARS), ALL AWARD LEVELS
Source: National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012.
The 25 most popular fields of study at regional institutions are shown above. A comparison of this list with the list of
hard-to-fill occupations on page 13 reveals a mismatch between the fields of study students in the region are choosing
and the skills employers need. Of the top 25, only five fields of study correspond with any of the occupations on the
hard-to-fill list—nursing (51.3902 & 51.3801), auto technicians (47.0604), welding (48.0508), and computer science
(11.0101). Instead, most of the popular fields of study are general or correspond with occupations that are not
particularly high in demand.
0 200 400 600 800 1,000
Business/Commerce, General (52.0101)
Liberal Arts & Sciences/Liberal Studies (24.0101)
Nursing/Patient Care Assistant/Aide (51.3902)
EMT/Paramedic (51.0904)
Kinesiology and Exercise Science (31.0505)
Business Admin./Mgmt., General (52.0201)
Psychology, General (42.0101)
Registered Nursing/Registered Nurse (51.3801)
Speech Communication and Rhetoric (9.0101)
Multi-/Interdisciplinary Studies, Other (30.9999)
English Language/Lit., General (23.0101)
Human Dev. & Family Studies, Gen. (19.0701)
Auto Mechanics Tech./Technician (47.0604)
Construction Engineering Tech. (15.1001)
History, General (54.0101)
Fine/Studio Arts, General (50.0702)
Biology/Biological Sciences, General (26.0101)
Journalism (9.0401)
Educational Admin./Sprvsn., Other (13.0499)
Welding Technology/Welder (48.0508)
Sociology (45.1101)
Computer & Info. Sciences, General (11.0101)
Political Science & Govt., General (45.1001)
Music, General (50.0901)
Social Work (44.0701)
Award of <1 academic year Award of at least 1 but <2 academic years
Associate's degree Bachelor's degree
Advanced
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Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
DRAFT LARIMER COUNTY LABOR MARKET PROFILE
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INDUSTRY PROFILES
The following section profiles select industry clusters. The
industries were chosen because of their importance to the region
or because they represent a component of the region’s target
industry clusters.
For each of the industries, we provide an overview of the
industry, its staffing patterns, and its staffing environment. A
description of the indicators is provided below:
Representative employers: the Top 10 employers in the
sector.
Employment trends: the performance of the sector in comparison to Denver, Colorado, and the US, based on
year-over-year employment increases/decreases.
Relative industry strengths: the location quotients for the most heavily concentrated industries relative to national
concentrations.
The top 20 occupations: the top 20 occupations based on the combined share of total employment in key
industry segments.
Median Hourly Wage: The median hourly wage for Larimer County is provided. The local median is also shown
as a percent of the US Median Hourly wage, to indicate where local employers are paying a wage premium.
Those occupations paying 110 percent or greater than the US median are shaded orange.
Staffing Environment: Based on the ranking of the staffing environment indicator (see text box page 13), a
category of hiring difficulty was assigned. These categories indicate whether the occupation is relatively hard to
fill, neutral, or easy to fill. Hard to fill occupations are classified as facing an unfavorable staffing environment,
and easy to fill are classified as facing a favorable staffing environment.
Openings, 2013-2018: Openings are the number of new jobs (the change in total employment) and the number
of replacement jobs (jobs that must be filled due to turnover).
Share of Workers, Age 55+: This statistic indicates which occupations are likely facing a wave of retirements in
the near future.
MANUFACTURING
HEALTHCARE
IT/SOFTWARE DEVELOPMENT
R&D/ENGINEERING
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Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
DRAFT LARIMER COUNTY LABOR MARKET PROFILE
TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 17
MANUFACTURING
The Manufacturing sector employs 11,700 workers in
the Larimer County economy, accounting for 8 percent
of total employment.
The region outperformed Denver, the state, and the US
during the recession, following sharp job losses in
2005. However, manufacturing employment has fallen
5 percent between 2008 and 2013 and is expected
to fall another 6 percent between 2013 and 2018.
The Manufacturing sector is anchored by nationally
recognized companies, many of which have a long
history in the area. The county has formidable
strengths in breweries and engine, instrument, and fan
manufacturing.
One-half of the top 20 occupations (in terms of share
of total employment in key segments) were identified
as hard-to-fill. Eight of the occupations paid wage
premiums more than 10 percent above the national
median.
Replacement demand is the key driver of openings in
these 20 occupations. Only one occupation—Electrical
and Electronic Equipment Assemblers—is estimated to
have an aging workforce (defined here as 25 percent
of the workforce age 55 years or over). This suggests
that the replacement openings are driven more by
turnover than retirements.
REPRESENTATIVE EMPLOYERS
Company
Employment
range
Woodward Inc. >1,000
Avago Technologies US Inc. 500 to 999
Otter Products LLC 500 to 999
Anheuser Busch Inc. 500 to 999
Intel Corporation 100 to 499
Tolmar Inc. 100 to 499
New Belgium Brewing Co Inc. 100 to 499
Advanced Energy Industries Inc. 100 to 499
LSI Logic Corporation 100 to 499
Walker Manufacturing Company 100 to 499
Source: QCEW
EMPLOYMENT TRENDS
Percent change in jobs from prior year
2003-2013 (historic), 2014-2018 (projected)
INDUSTRY LOCATION QUOTIENTS (LQS)
Source: EMSI 2014.1 Complete Employment
-15%
-10%
-5%
0%
5%
10%
15%
2003
2004
2005
2006
2007
DRAFT LARIMER COUNTY LABOR MARKET PROFILE
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Source: EMSI 2014.1 Complete Employment
OCCUPATIONAL CHARACTERISTICS FOR TOP 20 OCCUPATIONS (ABOVE)
Staffing Environment Indicator: Favorable Neutral Unfavorable
Source: EMSI 2014.1 Complete Employment. Orange shading indicates wages that are 10 percent or more above the US for the occupation. Blue shading
indicates occupations where 25 percent or more of the workforce is estimated to be 55 years or older.
17-2061 Computer Hardware Engineers 940 8.4% 25.3%
15-1133 Software Developers, Systems Software 1,273 12.9% 0.6% 17.6%
51-9012 Separating/Filtering/Clarifying Machine Workers 399 28.6%
51-2022 Electrical and Electronic Equipment Assemblers 513 10.6% 1.9% 6.4%
51-2031 Engine and Other Machine Assemblers 327 18.5%
15-1132 Software Developers, Applications 1,058 2.9% 0.9% 8.5%
51-9111 Packaging and Filling Machine Operators and Tenders 367 10.3%
17-2141 Mechanical Engineers 460 3.1% 6.0% 0.9%
51-4041 Machinists 397 1.5% 6.9%
41-4012 Sales Reps., Whlsl. & Mfg., Exc. Tech./Scientific Prods. 1,500 1.0% 1.4% 5.7%
51-2092 Team Assemblers 530 2.6% 4.7% 0.8%
11-9041 Architectural and Engineering Managers 354 2.4% 2.3% 3.3%
17-2112 Industrial Engineers 280 2.9% 3.0% 0.9%
17-3023 Electrical and Electronics Engineering Technicians 275 3.5% 0.6% 2.6%
11-1021 General and Operations Managers 2,097 1.7% 1.5% 1.6% 1.4%
51-9061 Inspectors, Testers, Sorters, Samplers, and Weighers 389 1.5% 2.4% 1.4% 0.8%
49-9041 Industrial Machinery Mechanics 340 2.3% 3.8%
51-1011 First-Line Supervisors of Production/Operating Workers 426 1.2% 2.1% 2.1% 0.5%
17-2071 Electrical Engineers 247 3.4% 0.9% 0.8%
51-2023 Electromechanical Equipment Assemblers 125 3.4% 0.7% 0.8%
Computer/
Peripheral
Equip.
(NAICS 3341)
SOC
Code Description
Navigating,
Measuring,
& Control
Instruments
(NAICS 3345)
Engine/Turb.
& Power
Trans. Equip.
(NAICS 3336)
Beverage
Mfg.
(NAICS 3121)
2013
Jobs
SOC
Code Description
Total
#
17-2061 Computer Hardware Engineers $52.89 1.10 89 13%
15-1133 Software Developers, Systems Software $48.67 1.03 94 12%
51-9012 Separating/Filtering/Clarifying Machine Workers $25.49 1.37 102 15%
51-2022 Electrical and Electronic Equipment Assemblers $13.53 0.98 30 25%
51-2031 Engine and Other Machine Assemblers $16.05 0.92 52 16%
15-1132 Software Developers, Applications $38.02 0.88 158 12%
51-9111 Packaging and Filling Machine Operators and Tenders $14.95 1.20 55 13%
17-2141 Mechanical Engineers $37.97 0.98 91 19%
51-4041 Machinists $18.94 1.00 66 23%
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HEALTHCARE
The Healthcare sector employs 15,874 workers in the
Larimer County economy, accounting for 10 percent of
total employment.
Between 2003 and 2011, the region outperformed
Denver, the state, and the US. However, healthcare
employment growth has faltered since 2011. The
sector grew 16 percent between 2008 and 2013 and
is expected to grow another 20 percent between
2013 and 2018.
The sector is anchored by University of Colorado
Health, which has over 1,000 employees. The county
has strengths in Ambulatory Centers and Offices of
Other Health Practitioners.
Nine of the top 20 occupations (in terms of share of
total employment in key segments) were identified as
hard-to-fill. Three of the occupations paid wage
premiums more than 10 percent above the national
median.
Replacement and new jobs account for roughly equal
shares of the openings in these 20 occupations, which
means that the high rates of growth in the industry are
counterbalanced by high rates of turnover. Four of the
occupations—Secretaries, Medical Secretaries,
Personal Care Aides, and Physicians—have a share of
workers greater than 25 percent that is 55 years or
older.
REPRESENTATIVE EMPLOYERS
Company
Employment
range
University of Colorado Health >1,000
Foothills Gateway Rehabilitation Ctr. 100 to 499
Fort Collins Orthopedic Assoc. PC 100 to 499
Evergreen Home Healthcare 100 to 499
Maguire Senior Services Inc. 100 to 499
Greenfield Mgmt. Services Inc. 100 to 499
Interim Healthcare of Ft Collins 100 to 499
Larimer Center for Mental Health 100 to 499
Associates In Family Medicine PC 100 to 499
Centre Ave Health & Rehab Facility 100 to 499
Source: QCEW
EMPLOYMENT TRENDS
Percent change in jobs from prior year
2003-2013 (historic), 2014-2018 (projected)
INDUSTRY LOCATION QUOTIENTS (LQS)
Source: EMSI 2014.1 Complete Employment
-15%
-10%
-5%
0%
5%
10%
15%
2003
2004
2005
2006
DRAFT LARIMER COUNTY LABOR MARKET PROFILE
TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 20
STAFFING PATTERNS TOP 20 OCCUPATIONS BY COMBINED SHARE OF TOTAL EMPLOYMENT IN KEY SEGMENTS
Source: EMSI 2014.1 Complete Employment.
OCCUPATIONAL CHARACTERISTICS FOR TOP 20 OCCUPATIONS (ABOVE)
Staffing Environment Indicator: Favorable Neutral Unfavorable
Source: EMSI 2014.1 Complete Employment. Orange shading indicates wages that are 10 percent or more above the US for the occupation. Blue shading
indicates occupations where 25 percent or more of the workforce is estimated to be 55 years or older.
SOC
Code Description
2013
Jobs
29-1141 Registered Nurses 2,878 7.6% 34.3% 8.3%
31-1014 Nursing Assistants 1,289 1.3% 5.1% 23.7%
31-1011 Home Health Aides 1,171 5.3% 11.8%
43-4171 Receptionists and Information Clerks 1,457 6.9% 0.9% 1.5%
29-2061 Licensed Practical and Licensed Vocational Nurses 521 1.6% 1.4% 6.2%
43-6014 Secretaries/Admin. Assts., Exc. Legal, Medical, & Exec. 4,833 3.4% 2.2% 1.4%
31-9092 Medical Assistants 618 5.6% 1.1%
43-6013 Medical Secretaries 536 4.5% 2.2%
31-9091 Dental Assistants 591 6.4%
39-9021 Personal Care Aides 908 2.6% 3.5%
37-2012 Maids and Housekeeping Cleaners 1,429 1.5% 3.4%
29-1069 Physicians and Surgeons, All Other 408 3.2% 1.6%
29-1123 Physical Therapists 304 2.3% 1.3% 0.7%
35-3041 Food Servers, Nonrestaurant 269 0.7% 3.6%
11-9111 Medical and Health Services Managers 251 1.1% 1.8% 1.1%
29-2034 Radiologic Technologists 227 1.1% 2.6%
21-1014 Mental Health Counselors 295 1.4% 1.8%
43-9061 Office Clerks, General 2,639 1.6% 0.9% 0.6%
43-3021 Billing and Posting Clerks 454 2.1% 0.8%
29-2021 Dental Hygienists 236 2.7%
Ambulatory
Health Care
Services
(NAICS 621)
Hospitals,
Private
(NAICS 622)
Nursing and
Residential
Care Facilities
(NAICS 623)
Total
#
29-1141 Registered Nurses $29.07 0.93 1,004 24%
31-1014 Nursing Assistants $12.33 1.05 359 18%
31-1011 Home Health Aides $11.53 1.16 376 20%
43-4171 Receptionists and Information Clerks $12.95 1.03 338 21%
29-2061 Licensed Practical and Licensed Vocational Nurses $20.90 1.05 175 24%
43-6014 Secretaries/Admin. Assts., Exc. Legal, Medical, & Exec. $15.38 0.99 637 26%
31-9092 Medical Assistants $14.84 1.04 175 15%
43-6013 Medical Secretaries $17.13 1.14 158 26%
31-9091 Dental Assistants $15.45 0.93 116 8%
39-9021 Personal Care Aides $9.60 1.01 301 29%
37-2012 Maids and Housekeeping Cleaners $8.82 0.95 291 21%
29-1069 Physicians and Surgeons, All Other $110.97 1.27 118 27%
29-1123 Physical Therapists $32.77 0.86 106 11%
35-3041 Food Servers, Nonrestaurant $10.13 1.07 90 14%
11-9111 Medical and Health Services Managers $45.20 1.07 86 22%
DRAFT LARIMER COUNTY LABOR MARKET PROFILE
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IT/SOFTWARE DEVELOPMENT
The IT/Software sector employs 3,107 workers in the
Larimer County economy, accounting for 2 percent of
total employment.
Between 2003 and 2012, the region outperformed
Denver, the state, and the US by a considerable
margin. Though there was a brief contraction of the
sector in 2013, EMSI projects a strong recovery in
2014 and going forward. The sector grew 19 percent
between 2008 and 2013 and is expected to grow
another 24 percent between 2013 and 2018.
AMD, Telvent/Schneider Electric, and Techni Graphic
Systems are the largest firms in the sector. The county’s
strongest sectors are Data Processing and Custom
Computer Programming.
Half of the top 20 occupations (in terms of share of
total employment in key segments) were identified as
hard-to-fill. Three of the occupations paid wage
premiums more than 10 percent above the national
median.
Replacement jobs dominate openings in certain
occupations, including Systems Software Developers,
Computer Hardware Engineers, and Data Entry
Keyers. For the remaining occupations, new jobs
account for between 36 percent and 68 percent of
openings in the occupations. The occupations in this
industry facing an aging workforce are clerical and
finance positions.
REPRESENTATIVE EMPLOYERS
Company
Employment
range
Advanced Micro Devices Inc. 100 to 499
Telvent USA LLC/Schneider Electric 100 to 499
Techni Graphic Systems Inc. 100 to 499
Cherokee Services Group LLC 50 to 99
Colorado Customware Incorporated 50 to 99
CA Technologies Inc. 50 to 99
Heit Consulting Inc. 50 to 99
New Century Software Inc. <50
Vistronix Inc. <50
Deltek Systems Inc. <50
Source: QCEW
EMPLOYMENT TRENDS
Percent change in jobs from prior year
2003-2013 (historic), 2014-2018 (projected)
INDUSTRY LOCATION QUOTIENTS (LQS)
Source: EMSI 2014.1 Complete Employment; — indicates industry represented fewer than 100 jobs in 2013.
-15%
-10%
-5%
0%
5%
10%
15%
2003
2004
2005
DRAFT LARIMER COUNTY LABOR MARKET PROFILE
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STAFFING PATTERNS TOP 20 OCCUPATIONS BY COMBINED SHARE OF TOTAL EMPLOYMENT IN KEY SEGMENTS
Source: EMSI 2014.1 Complete Employment.
OCCUPATIONAL CHARACTERISTICS FOR TOP 20 OCCUPATIONS (ABOVE)
Staffing Environment Indicator: Favorable Neutral Unfavorable
Source: EMSI 2014.1 Complete Employment. Orange shading indicates wages that are 10 percent or more above the US for the occupation. Blue shading
indicates occupations where 25 percent or more of the workforce is estimated to be 55 years or older.
15-1132 Software Developers, Applications 1,058 16.8% 21.2% 11.3%
15-1133 Software Developers, Systems Software 1,273 15.9% 19.8% 9.1%
15-1151 Computer User Support Specialists 782 5.7% 6.9% 6.0%
15-1121 Computer Systems Analysts 434 6.8% 2.3% 6.2%
15-1134 Web Developers 282 4.1% 1.3% 4.6%
17-2061 Computer Hardware Engineers 940 5.9% 1.8% 1.9%
15-1131 Computer Programmers 196 4.2% 2.9% 1.7%
11-3021 Computer and Information Systems Managers 279 2.6% 2.8% 2.7%
15-1142 Network and Computer Systems Administrators 353 2.6% 1.3% 3.9%
15-1199 Computer Occupations, All Other 386 2.3% 2.6% 2.8%
13-1199 Business Operations Specialists, All Other 1,669 2.0% 2.8% 2.4%
41-3099 Sales Representatives, Services, All Other 784 2.5% 0.9% 3.3%
15-1152 Computer Network Support Specialists 241 2.0% 1.7% 2.6%
11-1021 General and Operations Managers 2,097 2.0% 2.1% 2.1%
43-4051 Customer Service Representatives 1,422 0.9% 1.2% 4.1%
13-1161 Market Research Analysts and Marketing Specialists 562 1.3% 2.6% 1.4%
43-6014 Secretaries/Admin. Assts., Exc. Legal, Medical, & Exec 4,833 1.7% 1.4% 1.9%
43-9021 Data Entry Keyers 205 4.2%
13-2011 Accountants and Auditors 1,347 1.0% 1.7% 1.3%
43-3031 Bookkeeping, Accounting, and Auditing Clerks 2,222 1.0% 0.8% 1.7%
SOC
Code Description
2013
Jobs
Computer
Systems Design
& Related Svcs.
(NAICS 5415)
Software
Publishers
(NAICS 5112)
Data Processing,
Hosting, &
Related Services
(NAICS 5182)
SOC
Code Description
Total
#
15-1132 Software Developers, Applications $38.02 0.88 158 12%
15-1133 Software Developers, Systems Software $48.67 1.03 94 12%
15-1151 Computer User Support Specialists $23.30 1.04 171 16%
15-1121 Computer Systems Analysts $36.64 0.97 119 17%
15-1134 Web Developers $20.83 0.75 56 8%
17-2061 Computer Hardware Engineers $52.89 1.10 89 13%
15-1131 Computer Programmers $39.32 1.12 60 14%
11-3021 Computer and Information Systems Managers $57.35 1.00 48 15%
15-1142 Network and Computer Systems Administrators $32.89 0.95 72 12%
15-1199 Computer Occupations, All Other $43.00 1.12 60 18%
13-1199 Business Operations Specialists, All Other $29.10 0.93 228 22%
41-3099 Sales Representatives, Services, All Other $23.24 0.96 183 20%
15-1152 Computer Network Support Specialists $29.11 1.03 34 13%
DRAFT LARIMER COUNTY LABOR MARKET PROFILE
TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 23
R&D/ENGINEERING
The R&D/Engineering sector employs 3,417 workers in
the Larimer County economy, accounting for almost 2
percent of total employment.
The sector experienced a growth rate of 97 percent
in 2005. This incredible growth was followed by
seven years of negative or flat growth. The sector
contracted by 19 percent between 2008 and 2013.
However, the sector is expected to grow 11 percent
between 2013 and 2018.
HP is by far the largest firm in this sector. AECOM is
also a significant player. The county’s strongest
sectors are R&D in the Physical, Engineering and Life
Sciences and Engineering Services.
Five of the top 20 occupations (in terms of share of
total employment in key segments) were identified as
hard-to-fill. Two of the occupations paid wage
premiums more than 10 percent above the national
median.
Replacement jobs account for most of the openings in
the sector. However, only three occupations have
more than 25 percent of their workers greater than
55 years of age. This suggests that a number of the
occupations are experiencing high rates of turnover
for reasons other than retirement.
REPRESENTATIVE EMPLOYERS
Company
Employment
range
Hewlett Packard Co.* >1,000
AECOM Technology Corporation 100 to 499
Tetra Tech Inc. 50 to 99
ESC Engineering Inc. 50 to 99
Riverside Technology Inc. 50 to 99
ALS Group USA Corp 50 to 99
CPP Inc. <50
EDM International Inc. <50
Cargill Incorporated <50
Dresser Rand Company <50
Source: QCEW. *Includes HP Enterprise Services LLC
EMPLOYMENT TRENDS
Percent change in jobs from prior year
2003-2013 (historic), 2014-2018 (projected)
INDUSTRY LOCATION QUOTIENTS (LQS)
Source: EMSI 2014.1 Complete Employment; — indicates industry represented fewer than 100 jobs in 2013.
-15%
-10%
-5%
0%
5%
10%
15%
2003
2004
2005
2006
2007
2008
DRAFT LARIMER COUNTY LABOR MARKET PROFILE
TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 24
STAFFING PATTERNS TOP 20 OCCUPATIONS BY COMBINED SHARE OF TOTAL EMPLOYMENT IN KEY SEGMENTS
Source: EMSI 2014.1 Complete Employment.
OCCUPATIONAL CHARACTERISTICS FOR TOP 20 OCCUPATIONS (ABOVE)
Staffing Environment Indicator: Favorable Neutral Unfavorable
Source: EMSI 2014.1 Complete Employment. Orange shading indicates wages that are 10 percent or more above the US for the occupation. Blue shading
indicates occupations where 25 percent or more of the workforce is estimated to be 55 years or older.
27-1024 Graphic Designers 324 32.2%
27-1025 Interior Designers 107 0.6% 19.6%
17-2051 Civil Engineers 528 14.6%
17-2061 Computer Hardware Engineers 940 1.9% 9.5%
43-6014 Secretaries/Admin. Assts., Exc. Legal, Medical, & Exec. 4,833 3.5% 2.3% 2.7%
15-1133 Software Developers, Systems Software 1,273 3.0% 5.0%
17-2141 Mechanical Engineers 460 4.1% 0.7% 2.6%
17-1011 Architects, Except Landscape and Naval 172 6.7% 0.5%
13-1199 Business Operations Specialists, All Other 1,669 1.6% 1.0% 2.9%
11-1021 General and Operations Managers 2,097 1.8% 2.1% 1.6%
11-9041 Architectural and Engineering Managers 354 3.7% 1.8%
11-9121 Natural Sciences Managers 176 5.0%
11-9199 Managers, All Other 643 0.7% 3.2% 0.7%
15-1132 Software Developers, Applications 1,058 1.2% 3.3%
17-2081 Environmental Engineers 193 3.7% 0.7%
27-1021 Commercial and Industrial Designers 33 4.3%
17-3011 Architectural and Civil Drafters 124 4.2%
19-2031 Chemists 160 0.5% 3.6%
27-1011 Art Directors 77 3.9%
19-4021 Biological Technicians 188 3.8%
Specialized
Design
Services
(NAICS 5414)
Scientific R&D
Services
(NAICS 5417)
SOC
Code
2013
Jobs
Architectural,
Engineering, &
Related Svcs.
Description (NAICS 5413)
Total
#
27-1024 Graphic Designers $19.10 0.94 56 16%
27-1025 Interior Designers $17.39 0.82 21 21%
17-2051 Civil Engineers $37.29 0.99 91 23%
17-2061 Computer Hardware Engineers $52.89 1.10 89 13%
43-6014 Secretaries/Admin. Assts., Exc. Legal, Medical, & Exec. $15.38 0.99 637 26%
15-1133 Software Developers, Systems Software $48.67 1.03 94 12%
17-2141 Mechanical Engineers $37.97 0.98 91 19%
17-1011 Architects, Except Landscape and Naval $35.49 1.09 39 18%
13-1199 Business Operations Specialists, All Other $29.10 0.93 228 22%
11-1021 General and Operations Managers $38.47 0.84 350 21%
11-9041 Architectural and Engineering Managers $64.33 1.07 43 22%
11-9121 Natural Sciences Managers $53.89 0.97 43 20%
11-9199 Managers, All Other $29.56 0.86 93 29%
15-1132 Software Developers, Applications $38.02 0.88 158 12%
17-2081 Environmental Engineers $37.94 0.98 33 16%
DRAFT LARIMER COUNTY LABOR MARKET PROFILE
TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 25
TALENT CLUSTERS
For the purposes of this study, we drilled down into four talent
clusters that are integral to the region’s economic drivers. These are
listed in the table to the right.
For each talent cluster, we present the following indicators for each
of the key occupations:
Relative concentration (2013 Location Quotient): This shows
how the occupation’s share of total local employment
compares to its share nationally. Location Quotients (LQs) of
greater than 1 indicate that occupations that have a larger
share of total employment in Larimer County than they do
nationally. LQs of 1.25 or higher are interpreted to mean
that Larimer County is relatively specialized in those areas.
Employment, 2013-2018: These statistics show the estimated number of jobs in each occupation for 2013 and
the projected number of jobs in 2018.
Staffing Environment: Based on the ranking of the staffing environment indicator (see text box page 13), a
category of hiring difficulty was assigned. These categories indicate whether an occupation is relatively hard to
fill, neutral, or easy to fill. Hard to fill occupations are classified as facing an unfavorable staffing environment,
and easy to fill are classified as facing a favorable staffing environment.
Median Hourly Wage: The median hourly wage for Larimer County is provided. Any occupation that pays more
than the local average is shaded dark blue. The local median is also shown as a percent of the US Median
Hourly wage to indicate where local employers are paying a wage premium. Those occupations paying 110
percent or greater than the US median are shaded dark blue.
Openings, 2013-2018: Openings are the number of new jobs (the change in total employment) and the number
of replacement jobs (jobs that must be filled due to turnover).
Share of Workers, Age 55+: This statistics indicates which occupations are likely facing a wave of retirements in
the near future.
Education & Training: The education and training information shows the type of education, work experience,
and on-the-job training that is typically needed to gain entry into each occupation.
ENGINEERING & TECHNICAL
INFORMATION TECHNOLOGY
SALES & OPERATIONS
HEALTHCARE
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ENGINEERING & TECHNICAL
The Engineering and Technical talent cluster includes all of the architecture and engineering occupations (17-0000) and
associated managers. The three primary subcomponents of this group are Architects, Surveyors, and Cartographers (17-
1000), Engineers (17-2000), and Drafters, Engineering Technicians, and Mapping Technicians (17-3000).
This sector accounted for 4,793 jobs in 2013. The sector contracted just over 8 percent between 2008 and 2013 and is
projected to contract another 1.5 percent between 2013 and 2018. Much of this decline is driven by a projected drop
in employment for Computer Hardware Engineers. Embedded in this negative trend, however, are some important bright
spots.
First, all but six of the primary occupations are projected to experience increases in employment. In fact, excluding the
expected declines in Computer Hardware Engineers, the sector is expected to grow by 2 percent.
Second is the relative strength of the region in most of these engineering and technical occupations. In all but 2
occupations, the location quotient of Larimer County is higher than 1. In three occupations, the relative concentration of
employees in these sectors is significantly higher than the nation—Computer Hardware Engineers, Environmental
Engineers, and Environmental Engineering Technicians.
PRIMARY OCCUPATIONS
RELATIVE CONCENTRATIONS (2013) AND PROJECTIONS 2013-18
Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker
SOC Code Description
2013
(estimated)
17-2061 Computer Hardware Engineers 10.92 940 777
17-2051 Civil Engineers 1.83 528 548
17-2141 Mechanical Engineers 1.70 460 470
11-9041 Architectural and Engineering Managers 1.76 354 345
17-2112 Industrial Engineers 1.20 280 292
17-3023 Electrical and Electronics Engineering Technicians 1.80 275 264
17-2071 Electrical Engineers 1.45 247 252
17-2072 Electronics Engineers, Except Computer 1.63 235 250
17-2081 Environmental Engineers 3.56 193 201
17-1011 Architects, Except Landscape and Naval 1.52 172 180
17-3011 Architectural and Civil Drafters 1.32 124 121
17-3022 Civil Engineering Technicians 1.58 118 115
17-3025 Environmental Engineering Technicians 5.40 107 110
17-3031 Surveying and Mapping Technicians 1.84 102 106
17-3013 Mechanical Drafters 1.39 95 91
17-3026 Industrial Engineering Technicians 1.02 72 75
17-2199 Engineers, All Other 0.43 63 64
17-1022 Surveyors 1.32 59 60
17-3029 Engineering Technicians, All Other 0.84 59 62
17-3012 Electrical and Electronics Drafters 1.63 50 51
Location
Quotient (LQ)
2013
Employment
2018
(projected)
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ENGINEERING & TECHNICAL (CONT.)
Examining the staffing environment for the primary occupations reveals other areas of potential need. Due to the recent
change in demand and wage environment, eight of the primary occupations are currently considered hard to fill. These
are Mechanical Engineers, Computer Hardware Engineers, Industrial Engineers, Architectural and Engineering
Managers, Electronics Engineers, Architects, Industrial Engineering Technicians, and Mechanical Drafters.
Furthermore, five occupations pay a premium to the national median hourly wage rate of more than 10%. In some cases,
this can indicate recruiting difficulty as well. Those occupations are Electronics Engineers, Electrical and Electronics
Engineering Technicians, Surveying and Mapping Technicians, and Mechanical Drafters.
Another primary factor influencing staffing difficulty is the rate of turnover. Looking at the ratio of new jobs, versus replacement
jobs and the aging of workers in each occupation, can provide insight into the expected rate of turnover. In all of the primary
occupations, replacement jobs account for most of the openings. In four occupations, replacement jobs account for 100
percent of the total openings and the age profile of workers is relatively young. These include Computer Hardware Engineers,
Architectural and Engineering Managers, Architectural and Civil Drafters, and Mechanical Drafters. None of the occupations
have a large share of workers greater than 55 years old.
STAFFING ENVIRONMENT
STAFFING ENVIRONMENT INDICATOR, WAGES, OPENINGS, AGE PROFILE
Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker
SOC Description
County
($) % of US
Total
(projected)
17-2051 Civil Engineers Neutral $37.29 99% 91 22.7%
17-2141 Mechanical Engineers Hard to Fill $37.97 98% 91 18.7%
17-2061 Computer Hardware Engineers Hard to Fill $52.89 110% 89 13.0%
17-2112 Industrial Engineers Hard to Fill $40.40 107% 54 20.0%
11-9041 Architectural & Engineering Managers Hard to Fill $64.33 107% 43 22.0%
17-2072 Electronics Engineers, Except Computer Hard to Fill $55.14 125% 42 20.0%
17-1011 Architects, Except L&scape & Naval Hard to Fill $35.49 109% 39 18.0%
17-2071 Electrical Engineers Neutral $43.44 103% 33 21.0%
17-2081 Environmental Engineers Neutral $37.94 98% 33 16.0%
17-3023 Electrical and Electronics Engineering Technicians Neutral $30.84 111% 29 20.0%
17-3025 Environmental Engineering Technicians Easiest to Fill $18.07 83% 14 18.0%
17-3031 Surveying&Mapping Technicians Neutral $21.48 112% 14 16.0%
17-3022 Civil Engineering Technicians Easy to Fill $18.09 79% 12 18.0%
17-3026 Industrial Engineering Technicians Hard to Fill $28.09 115% 11 18.0%
17-2199 Engineers, All Other Neutral $43.65 102% 11 24.0%
17-3011 Architectural & Civil Drafters Neutral $22.72 99% 9 15.0%
17-1022 Surveyors Neutral $29.76 109% 9 19.0%
17-3029 Engineering Technicians, Except Drafters, All Other Neutral $29.67 104% 8 20.0%
17-3013 Mechanical Drafters Hard to Fill $26.92 111% 6 16.0%
17-3012 Electrical & Electronics Drafters Neutral $27.42 103% 5 --
Share of
workers
age 55+
Job Openings, 2013-2018
Staffing
Environment
Earnings
22%
11%
0%
22%
0%
36%
21%
15%
24%
DRAFT LARIMER COUNTY LABOR MARKET PROFILE
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ENGINEERING & TECHNICAL (CONT.)
All but one of the occupations requires at least two years of education. The engineering and architect occupations
require a bachelor’s degree. The technician and drafter occupations require an associate’s degree. Surveying and
Mapping Technicians require a high school dipoloma and moderate on-the-job training.
EDUCATION & TRAINING
EDUCATION LEVEL, WORK EXPERIENCE, AND ON-THE-JOB TRAINING
Average
Regional
Completions
Education & Training
SOC Description
Typical education
needed for entry
Work
experience
in a related
occupation
Typical on-the-job
training (OJT)
needed to attain
competency in the
occupation
17-2051 Civil Engineers 119 Bachelor's degree None None
17-2141 Mechanical Engineers 125 Bachelor's degree None None
17-2061 Computer Hardware Engineers 6 Bachelor's degree None None
17-2112 Industrial Engineers 0 Bachelor's degree None None
11-9041 Architectural & Engineering Managers 414 Bachelor's degree 5 years + None
17-2072 Electronics Engineers, Except Computer 46 Bachelor's degree None None
17-1011 Architects, Except Landscape & Naval 0 Bachelor's degree None Internship/residency
17-2071 Electrical Engineers 46 Bachelor's degree None None
17-2081 Environmental Engineers 12 Bachelor's degree None None
17-3023 Electrical & Electronics Engineering Technicians 30 Associate's degree None None
17-3025 Environmental Engineering Technicians 0 Associate's degree None None
17-3031 Surveying & Mapping Technicians 34 HS diploma or equiv. None Moderate-term OJT
17-3022 Civil Engineering Technicians 236 Associate's degree None None
17-3026 Industrial Engineering Technicians 0 Associate's degree None None
17-2199 Engineers, All Other 26 Bachelor's degree None None
17-3011 Architectural & Civil Drafters 27 Associate's degree None None
17-1022 Surveyors 34 Bachelor's degree < 5 years None
17-3029 Engineering Technicians, Except Drafters, All Other 109 Associate's degree None None
17-3013 Mechanical Drafters 27 Associate's degree None None
17-3012 Electrical & Electronics Drafters 27 Associate's degree None None
Source: Bureau of Labor Statistics, National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012.
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ENGINEERING & TECHNICAL (CONT.)
TOP FIELDS OF STUDY
Looking at the number of students graduating from regional programs in fields related to engineering and technical
occupations, reveals that the largest number are Construction Engineering Technicians.
Mechanical Engineering and Civil Engineering are also popular fields of study, graduating more than 100 students on
average each year.
Of note, there are no Computer Hardware Engineering, Industrial Engineering, Environmental Engineering technician,
and Industrial Engineering technician graduates in the region.
Source: National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012
0 50 100 150 200 250
Construction Engineering Tech (15.1001)
Mechanical Engineering (14.1901)
Civil Engineering, General (14.0801)
Electrical and Electronics Engineering (14.1001)
Energy Mgmt. & Systems Tech (15.0503)
Chemical Engineering (14.0701)
Engineering Technology, General (15.0000)
GIS/Cartography (45.0702)
Landscape Architecture (4.0601)
CAD/CADD Drafting & Design Tech. (15.1302)
Engineering, General (14.0101)
Architectural Engineering Tech. (15.0101)
Environmental/Env. Health Engineering (14.1401)
Electrical/Electronic/Comm. Eng. Tech. (15.0303)
Biomedical Technology/Technician (15.0401)
HVAC/Refrigeration Engineering Tech. (15.0501)
Award of <1 academic year Award of at least 1 but <2 academic years
Associate's degree Bachelor's degree
Advanced
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ENGINEERING & TECHNICAL (CONT.)
On the following pages are profiles of individual occupations that are expected to continue to face a difficult staffing
environment. The profiles provide an overview of the occupations with sample job titles and a snapshot of local demand
and supply statistics.
MECHANICAL ENGINEERS (SOC 17-2141)
Perform engineering duties in planning and designing tools, engines, machines, and other mechanically functioning
equipment. Oversee installation, operation, maintenance, and repair of equipment such as centralized heat, gas, water,
and steam systems.
Sample of reported job titles: Mechanical Engineer, Design Engineer, Product Engineer, Mechanical Design
Engineer, Process Engineer, Equipment Engineer, Design Maintenance Engineer, Systems Engineer, Chassis Systems
Engineer, Commissioning Engineer
Occupation Snapshot Average Annual Completions by Award Level
Average annual awards, 2010-2012 125
Jobs in occupation in region, 2013 460
2013 LQ (US = 1.00) 1.70
Total est. openings, 2013-2018 91
From new growth 10
From replacement demand 81
Median hourly wage $37.97
Relative to US (US = 1.00) 0.98
Typical Education/Training: Bachelor’s degree
CIVIL ENGINEERS (SOC 17-2051)
Perform engineering duties in planning, designing, and overseeing construction and maintenance of building structures,
and facilities, such as roads, railroads, airports, bridges, harbors, channels, dams, irrigation projects, pipelines, power
plants, and water and sewage systems.
Sample of reported job titles: Civil Engineer, Engineer, Project Engineer, Project Manager, Structural Engineer, City
Engineer, Civil Engineering Manager, Design Engineer, Railroad Design Consultant, Research Hydraulic Engineer
Occupation Snapshot
Average annual awards, 2010-2012 119
Jobs in occupation in region, 2013 528
2013 LQ (US = 1.00) 1.83
Total est. openings, 2013-2018 91
From new growth 20
From replacement demand 71
Median hourly wage $37.29
Relative to US (US = 1.00) 0.99
Typical Education/Training: Bachelor’s degree
Bachelor's
degree
80%
Advanced
degree
20%
Bachelor's
degree
61%
Advanced
degree
39%
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COMPUTER HARDWARE ENGINEERS (SOC 17-2061)
Research, design, develop, or test computer or computer-related equipment for commercial, industrial, military, or
scientific use. May supervise the manufacturing and installation of computer or computer-related equipment and
components.
Sample of reported job titles: Design Engineer, Engineer, Field Service Engineer, Hardware Design Engineer, Hardware
Engineer, Network Engineer, Project Engineer, Senior Hardware Engineer, Systems Engineer, Systems Integration Engineer
Occupation Snapshot
Average annual awards, 2010-2012 6
Jobs in occupation in region, 2013 940
2013 LQ (US = 1.00) 10.92
Total est. openings, 2013-2018 89
From new growth -163
From replacement demand 252
Median hourly wage $52.89
Relative to US (US = 1.00) 1.10
Typical Education/Training: Bachelor’s degree
INDUSTRIAL ENGINEERS (SOC 17-2112)
Design, develop, test, and evaluate integrated systems for managing industrial production processes, including human
work factors, quality control, inventory control, logistics and material flow, cost analysis, and production coordination.
Sample of reported job titles: Industrial Engineer, Process Engineer, Engineer, Operations Engineer, Engineering
Manager, Manufacturing Specialist, Plant Engineer, Supply Chain Engineer, Tool Engineer, Production Engineer
Occupation Snapshot
Average annual awards, 2010-2012 None
Jobs in occupation in region, 2013 280
2013 LQ (US = 1.00) 1.20
Total est. openings, 2013-2018 54
From new growth 12
From replacement demand 42
Median hourly wage $40.40
Relative to US (US = 1.00) 1.07
Typical Education/Training: Bachelor’s degree
Bachelor's
degree
100%
No for-credit
completions
were
reported
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ELECTRONICS ENGINEERS, EXCEPT COMPUTER (SOC 17-2072)
Research, design, develop, or test electronic components and systems for commercial, industrial, military, or scientific use
employing knowledge of electronic theory and materials properties. Design electronic circuits and components for use in
fields such as telecommunications, aerospace guidance and propulsion control, acoustics, or instruments and controls.
Sample of reported job titles: Design Engineer, Engineer, Test Engineer, Electronics Engineer, Product Engineer,
Engineering Manager, Electrical Design Engineer, Integrated Circuit Design Engineer (IC Design Engineer), Evaluation
Engineer, Research and Development Engineer (R&D Engineer)
Occupation Snapshot Average Annual Completions by Award Level
Average annual awards, 2010-2012 46
Jobs in occupation in region, 2013 235
2013 LQ (US = 1.00) 1.63
Total est. openings, 2013-2018 42
From new growth 15
From replacement demand 27
Median hourly wage $55.14
Relative to US (US = 1.00) 1.25
Typical Education/Training: Bachelor’s degree
Bachelor's
degree
50%
Advanced
degree
50%
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INFORMATION TECHNOLOGY
The Information Technology talent cluster includes all of the Computer and Mathematical occupations (15-1100) and
associated managers. This group includes Computer and Information Research Scientists (15-1110), Computer and
Information Analysts (15-1120), Software Developers and Programmers (15-1130), Database and Systems
Administrators (15-1140), and Computer Support Specialists (15-1150)
This sector accounted for 5,235 jobs in 2013. The sector grew 6.5 percent between 2008 and 2013 and is projected
to grow another 8.6 percent between 2013 and 2018. This growth is spread fairly evenly across most of the
occupations in the sector with the exception of Systems Software Developers.
In six of the occupations, the region has a higher than average concentration of employees than the nation. The location
quotient for Systems Software Developers is almost three times that of the nation. Web Developers, Applications Software
Developers, Computer User Support Specialists, and Computer Network Support Specialists have higher than average
location quotients.
In Computer Programmer, Computer Network Architect, and Database Administrator occupations, the concentration of
employees is significantly low relative to the nation.
PRIMARY OCCUPATIONS
RELATIVE CONCENTRATIONS (2013) AND PROJECTIONS 2013-18
Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker
SOC Code Description
2013
(estimated)
15-1133 Software Developers, Systems Software 2.98 1,273 1,264
15-1132 Software Developers, Applications 1.65 1,058 1,145
15-1151 Computer User Support Specialists 1.26 782 886
15-1121 Computer Systems Analysts 0.80 434 515
15-1199 Computer Occupations, All Other 1.85 386 412
15-1142 Network and Computer Systems Administrators 0.93 353 393
15-1134 Web Developers 1.96 282 314
11-3021 Computer and Information Systems Managers 0.82 279 306
15-1152 Computer Network Support Specialists 1.27 241 255
15-1131 Computer Programmers 0.55 196 227
15-1141 Database Administrators 0.74 90 105
15-1143 Computer Network Architects 0.54 81 95
Location
Quotient (LQ)
2013
Employment
2018
(projected)
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INFORMATION TECHNOLOGY (CONT.)
All but three of the primary occupations in the Information Technology sector are currently considered hard-to-fill. These
include Computer User Support Specialists, Computer Systems Analysts, Systems Software Developers, Network and
Computer Systems Administrators, Other Computer Occupations, Computer and Information Systems Managers,
Computer Network Support Specialists, Database Administrators, and Computer Network Architects.
Three of the occupations are paying a wage premium of 10 percent over the US median hourly wage. These
occupations include Other Computer Occupations, Computer Programmers, and Database Administrators. Of note,
Computer Programmers and Database Administrators are also occupations with relatively low location quotients, which
means there are relatively few workers in those occupations.
For all but one occupation, new jobs account for the majority of the openings while replacement jobs account for 32 to
59 percent of the openings. The share of workers age 55 and older is not more than 18 percent in any of the
occupations.
Although the total number of Systems Software Developers is expected to decline, 94 openings are projected for the
occupation over the next 5 years, which is an indicator that there is high turnover in that occupation.
STAFFING ENVIRONMENT
STAFFING ENVIRONMENT INDICATOR, WAGES, OPENINGS, AGE PROFILE
Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker
SOC
Code Description
County
($) % of US
Total
(projected)
15-1151 Computer User Support Specialists Hardest to Fil $23.30 104% 171 16%
15-1132 Software Developers, Applications Neutral $38.02 88% 158 12%
15-1121 Computer Systems Analysts Hardest to Fil $36.64 97% 119 17%
15-1133 Software Developers, Systems Software Hardest to Fil $48.67 103% 94 12%
15-1142 Network & Computer Systems Administrators Hard to Fill $32.89 95% 72 12%
15-1199 Computer Occupations, All Other Hard to Fill $43.00 112% 60 18%
15-1131 Computer Programmers Neutral $39.32 112% 60 14%
15-1134 Web Developers Neutral $20.83 75% 56 8%
11-3021 Computer & Information Systems Managers Hard to Fill $57.35 100% 48 15%
15-1152 Computer Network Support Specialists Hardest to Fil $29.11 103% 34 13%
15-1141 Database Administrators Hard to Fill $41.95 113% 24 13%
15-1143 Computer Network Architects Hard to Fill $42.49 98% 24 --
Job Openings, 2013-2018
Staffing
Environment
Share of
workers
age 55+
Earnings
61%
55%
68%
0%
56%
43%
52%
57%
56%
41%
63%
58%
39%
45%
32%
100%
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INFORMATION TECHNOLOGY (CONT.)
Of the primary IT occupations, only Computer User Support Specialists, Web Developers, and Computer Network
Support Specialists require less than a bachelor’s degree. Computer User Support Specialists require some college but no
degree while Web Developers and Computer Network Support Specialists need associate’s degrees.
All of the other primary occupations require a bachelor’s degree. Computer and Information Systems Managers and
Computer Network Architects require five or more years of related work experience. Database Administrators require
between one and five years.
EDUCATION & TRAINING
EDUCATION LEVEL, WORK EXPERIENCE, AND ON-THE-JOB TRAINING
Average
Regional
Completions
Education & Training
SOC
Code Description
Typical education
needed for entry
Work
experience
in a related
occupation
Typical on-the-job
training (OJT)
needed to attain
competency in the
occupation
15-1151 Computer User Support Specialists 282 Some college, no degree None Moderate-term OJT
15-1132 Software Developers, Applications 10 Bachelor's degree None None
15-1121 Computer Systems Analysts 282 Bachelor's degree None None
15-1133 Software Developers, Systems Software 53 Bachelor's degree None None
15-1142 Network & Computer Systems Admin. 451 Bachelor's degree None None
15-1199 Computer Occupations, All Other 282 Bachelor's degree None None
15-1131 Computer Programmers 282 Bachelor's degree None None
15-1134 Web Developers 4 Associate's degree None None
11-3021 Computer & Info. Systems Managers 267 Bachelor's degree 5 years + None
15-1152 Computer Network Support Specialists 14 Associate's degree None None
15-1141 Database Administrators 282 Bachelor's degree < 5 years None
15-1143 Computer Network Architects 185 Bachelor's degree 5 years+ None
Source: Bureau of Labor Statistics, National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012.
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INFORMATION TECHNOLOGY (CONT.)
TOP FIELDS OF STUDY
In the region, there are about 300 completions, on average, in fields of study related to IT occupations. Although the
primary occupations in this sector require specific skills, almost all of the regional completions are in more general
computer and information science fields. The majority of the regional completions are in the General Computer and
Information Science field. Management Information Systems and Information Science each have about 50 completions,
on average. Computer Networking and Telecommunications has 10 completions.
Source: National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012
0 50 100 150 200 250
Computer & Info. Sciences, General (11.0101)
Mgmt. Info. Systems, General (52.1201)
Information Science/Studies (11.0401)
Computer Networking & Telecomm. (11.0901)
Award of <1 academic year Award of at least 1 but <2 academic years
Associate's degree Bachelor's degree
Advanced
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Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
DRAFT LARIMER COUNTY LABOR MARKET PROFILE
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INFORMATION TECHNOLOGY (CONT.)
On the following pages are profiles of individual occupations that are expected to continue to face a difficult staffing
environment. The profiles provide an overview of the occupations with sample job titles and a snapshot of local demand
and supply statistics.
COMPUTER USER SUPPORT SPECIALISTS (SOC 15-1151)
Provide technical assistance to computer users. Answer questions or resolve computer problems for clients in person, or
via telephone or electronically. May provide assistance concerning the use of computer hardware and software,
including printing, installation, word processing, electronic mail, and operating systems.
Sample of reported job titles: Information Technology Specialist (IT Specialist), Support Specialist, Computer
Technician, Computer Support Specialist, Help Desk Analyst, Technical Support Specialist, Network Support Specialist,
Electronic Data Processing Auditor (EDP Auditor), Network Technician, Computer Specialist
Occupation Snapshot Average Annual Completions by Award Level
Average annual awards, 2010-2012 301
Jobs in occupation in region, 2013 782
2013 LQ (US = 1.00) 1.26
Total est. openings, 2013-2018 171
From new growth 104
From replacement demand 67
Median hourly wage $23.30
Relative to US (US = 1.00) 1.04
Typical Education/Training: Some college, no degree
SOFTWARE DEVELOPERS, APPLICATIONS (SOC 15-1132)
Develop, create, and modify general computer applications software or specialized utility programs. Analyze user needs
and develop software solutions. Design software or customize software for client use with the aim of optimizing
operational efficiency. May analyze and design databases within an application area, working individually or
coordinating database development as part of a team. May supervise computer programmers.
Sample of reported job titles: Software Engineer, Application Integration Engineer, Programmer Analyst, Software
Development Engineer, Computer Consultant, Software Architect, Software Developer, Technical Consultant,
Applications Developer, Business Systems Analyst
Occupation Snapshot Average Annual Completions by Award Level
Average annual awards, 2010-2012 10
Jobs in occupation in region, 2013 1,058
2013 LQ (US = 1.00) 1.65
Total est. openings, 2013-2018 158
From new growth 87
From replacement demand 71
Median hourly wage $38.02
Relative to US (US = 1.00) 0.88
Typical Education/Training: Bachelor’s degree
Award of
<1 year
42%
Associate's
degree
18%
Bachelor's
degree
25%
Advanced
degree
16%
Associate's
degree
24%
Bachelor's
degree
76%
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COMPUTER SYSTEMS ANALYSTS (SOC 15-1121)
Analyze science, engineering, business, and other data processing problems to implement and improve computer systems.
Analyze user requirements, procedures, and problems to automate or improve existing systems and review computer system
capabilities, workflow, and scheduling limitations. May analyze or recommend commercially available software.
Sample of reported job titles: Systems Analyst, Programmer Analyst, Business Systems Analyst, Computer Systems
Analyst, Computer Systems Consultant, Computer Analyst, Information Systems Analyst (ISA), Applications Analyst,
Business Analyst, Systems Engineer
Occupation Snapshot Average Annual Completions by Award Level
Average annual awards, 2010-2012 301
Jobs in occupation in region, 2013 434
2013 LQ (US = 1.00) 0.80
Total est. openings, 2013-2018 119
From new growth 81
From replacement demand 38
Median hourly wage $36.64
Relative to US (US = 1.00) 0.97
Typical Education/Training: Bachelor’s degree
SOFTWARE DEVELOPERS, SYSTEMS SOFTWARE (SOC 15-1133)
Research, design, develop, and test operating systems-level software, compilers, and network distribution software for
medical, industrial, military, communications, aerospace, business, scientific, and general computing applications. Set
operational specifications and formulate and analyze software requirements. May design embedded systems software.
Apply principles and techniques of computer science, engineering, and mathematical analysis.
Sample of reported job titles: Developer, Infrastructure Engineer, Network Engineer, Publishing Systems Analyst,
Senior Software Engineer, Software Architect, Software Developer, Software Engineer, Systems Coordinator, Systems
Engineer
Occupation Snapshot Average Annual Completions by Award Level
Average annual awards, 2010-2012 62
Jobs in occupation in region, 2013 1,273
2013 LQ (US = 1.00) 2.98
Total est. openings, 2013-2018 94
From new growth -9
From replacement demand 103
Median hourly wage $48.67
Relative to US (US = 1.00) 1.03
Typical Education/Training: Bachelor’s degree
Award of
<1 year
42%
Associate's
degree
18%
Bachelor's
degree
25%
Advanced
degree
16%
Award of
<1 year
40%
Associate's
degree
4%
Bachelor's
degree
56%
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Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
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NETWORK AND COMPUTER SYSTEMS ADMINISTRATORS (SOC 15-1142)
Install, configure, and support an organization's local area network (LAN), wide area network (WAN), and Internet
systems or a segment of a network system. Monitor network to ensure network availability to all system users and may
perform necessary maintenance to support network availability. May monitor and test Web site performance to ensure
Web sites operate correctly and without interruption. May assist in network modeling, analysis, planning, and
coordination between network and data communications hardware and software. May supervise computer user support
specialists and computer network support specialists. May administer network security measures.
Sample of reported job titles: Systems Administrator, Network Administrator, Network Engineer, Information
Technology Specialist (IT Specialist), Local Area Network Administrator (LAN Administrator), Information Technology
Manager (IT Manager), Information Technology Director (IT Director), Systems Engineer, Network Manager, Network
Specialist
Occupation Snapshot Average Annual Completions by Award Level
Average annual awards, 2010-2012 301
Jobs in occupation in region, 2013 353
2013 LQ (US = 1.00) 0.93
Total est. openings, 2013-2018 72
From new growth 40
From replacement demand 32
Median hourly wage $32.89
Relative to US (US = 1.00) 0.95
Typical Education/Training: Bachelor’s degree
Award of
<1 year
42%
Associate's
degree
18%
Bachelor's
degree
25%
Advanced
degree
16%
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Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
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SALES & OPERATIONS
The Sales & Operations talent cluster includes the managers, analysts, and specialists related to core business functions
that support the region’s industry clusters. These include ocucupations such as finance, human resources, purchasing,
logistics, sales, and marketing.
This sector accounted for 11,053 jobs in 2013. The sector grew almost 1 percent between 2008 and 2013 and is
projected to grow another 7.9 percent between 2013 and 2018. The primary sources of growth are in General and
Operations Managers, Business Operations Specialists, Accountants and Auditors, and Sales Representatives for
Wholesale, Manufacturing, and Services.
Larimer County has a relatively low concentration of workers in this sector in comparison to the nation. Sixteen of the primary
occupations in this cluster have location quotients at or below the nation. Business Operations Specialists, Cost Estimators, and
Market Research Analysts are the only occupations that have location quotients 25 percent or more higher than national.
Financial Managers, Sales Representatives of Technical and Scientific Products, Financial Analysts, Financial Specialists,
Industrial Production Managers, and Human Resource Managers have relative concentrations less than half that of the nation.
PRIMARY OCCUPATIONS
RELATIVE CONCENTRATIONS (2013) AND PROJECTIONS 2013-18
Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker
SOC Code Description
2013
(estimated)
11-1021 General and Operations Managers 1.02 2,097 2,241
13-1199 Business Operations Specialists, All Other 1.66 1,669 1,777
41-4012 Sales Representatives, Wholesale and Manufacturing 0.96 1,500 1,576
13-2011 Accountants and Auditors 1.00 1,347 1,478
41-3099 Sales Representatives, Services, All Other 0.97 784 849
13-1111 Management Analysts 0.76 564 613
13-1161 Market Research Analysts and Marketing Specialists 1.25 562 629
13-1071 Human Resources Specialists 0.98 434 464
13-1051 Cost Estimators 1.50 326 336
11-2022 Sales Managers 0.59 226 240
11-3031 Financial Managers 0.40 214 242
13-1041 Compliance Officers 0.73 179 196
41-4011 Sales Representatives, Technical and Scientific Products 0.39 159 173
11-2021 Marketing Managers 0.74 145 157
13-1151 Training and Development Specialists 0.59 139 168
13-2051 Financial Analysts 0.42 111 124
13-1081 Logisticians 0.71 93 107
41-9031 Sales Engineers 1.01 75 81
13-2099 Financial Specialists, All Other 0.46 73 82
11-3051 Industrial Production Managers 0.40 68 72
11-3121 Human Resources Managers 0.47 53 59
13-2031 Budget Analysts 0.81 50 55
Location
Quotient (LQ)
2013
Employment
2018
(projected)
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SALES & OPERATIONS (CONT.)
Four of the primary occupations in Sales & Operations sector are currently considered hard-to-fill. These include
Wholesale and Manufacturing Sales Representatives, Services Sales Representatives, Human Resource Specialists, and
Sales Engineers.
One of the occupations is paying a wage premium of 10 percent over the US median hourly wage—Industrial
Production Managers.
The split of new jobs to replacement jobs is fairly even across most of the occupations with a few exceptions. The
openings for Cost Estimators are driven by replacement jobs, with more than 30 percent of the workers in this
occupation age 55 and older. The openings for Market Research Analysts, Training and Development Specialists,
Logisticians, and Financial Specialists are largely driven by new jobs rather than replacement jobs.
Three of the occupations—Accountants, Management Analysts, and Cost Estimators—face a likely wave of retirements
with more than 25 percent of workers in these occupations age 55 or older.
STAFFING ENVIRONMENT
STAFFING ENVIRONMENT INDICATOR, WAGES, OPENINGS, AGE PROFILE
Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker
SOC
Code Description
County
($) % of US
Total
(projected)
11-1021 General & Operations Managers Neutral $38.47 84% 350 21%
13-2011 Accountants & Auditors Neutral $25.90 86% 344 25%
41-4012 Sales Representatives, Wholesale & Manuf. Hard to Fill $22.85 88% 235 23%
13-1199 Business Operations Specialists, All Other Neutral $29.10 93% 228 22%
41-3099 Sales Representatives, Services, All Other Hard to Fill $23.24 96% 183 20%
13-1161 Market Research Analysts & Marketing Specialists Neutral $26.37 91% 108 15%
13-1111 Management Analysts Neutral $29.15 81% 95 37%
13-1071 Human Resources Specialists Hard to Fill $24.17 90% 71 20%
13-1051 Cost Estimators Neutral $26.23 94% 65 31%
11-3031 Financial Managers Neutral $52.72 101% 49 19%
13-1151 Training & Development Specialists Neutral $25.49 95% 44 17%
11-2022 Sales Managers Neutral $40.08 81% 40 16%
13-1041 Compliance Officers Neutral $22.89 77% 35 21%
41-4011 Sales Representatives, Technical & Sci. Products Neutral $34.03 95% 32 18%
11-2021 Marketing Managers Neutral $45.63 82% 29 17%
13-2051 Financial Analysts Neutral $38.65 105% 28 11%
13-1081 Logisticians Easy to Fill $28.39 81% 20 19%
11-3121 Human Resources Managers Neutral $50.08 108% 15 21%
13-2031 Budget Analysts Neutral $35.55 107% 15 --
13-2099 Financial Specialists, All Other Neutral $30.35 104% 14 18%
41-9031 Sales Engineers Hard to Fill $47.21 107% 13 19%
11-3051 Industrial Production Managers Neutral $47.87 113% 11 21%
Staffing
Environment
Share of
workers
age 55+
Job Openings, 2013-2018
y
Earnings
41%
38%
32%
47%
36%
62%
52%
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SALES & OPERATIONS (CONT.)
All of the primary occupations in the Sales & Operations talent cluster require a bachelor’s degree. Sales Representatives
for Wholesale, Manufacturing, and Services and Business Operations Specialist require a high school diploma or
equivalent.
Financial Managers, Marketing Managers, Human Resource Managers, and Industrial Production Managers also require five
or more years of work experience. General and Operations Managers, Management Analysts, Training and Development
Specialists, and Sales Managers require between one and five years of work experience.
EDUCATION & TRAINING
EDUCATION LEVEL, WORK EXPERIENCE, AND ON-THE-JOB TRAINING
Average
Regional
Completions
Education & Training
SOC
Code Description
Typical education
needed for entry
Work
experience
in a related
occupation
Typical on-the-job
training (OJT)
needed to attain
competency in
the occupation
11-1021 General & Operations Managers 1,336 Bachelor's degree < 5 years None
13-2011 Accountants & Auditors 6 Bachelor's degree None None
41-4012 Sales Rep, Wholesale & Mfg. 0 HS diploma or equiv. None Moderate-term OJT
13-1199 Business Ops. Specialists, All Other 0 HS diploma or equiv. None None
41-3099 Sales Rep., Services, All Other 0 HS diploma or equiv. None Short-term OJT
13-1161 Market Research Analysts & Marketing Spec. 177 Bachelor's degree None None
13-1111 Management Analysts 1,336 Bachelor's degree < 5 years None
13-1071 Human Resources Specialists 0 Bachelor's degree None None
13-1051 Cost Estimators 1,697 Bachelor's degree None None
11-3031 Financial Managers 6 Bachelor's degree 5 years + None
13-1151 Training & Development Specialists 0 Bachelor's degree < 5 years None
11-2022 Sales Managers 1,348 Bachelor's degree < 5 years None
13-1041 Compliance Officers 0 Bachelor's degree None Moderate-term OJT
41-4011 Sales Rep., Technical & Sci. Products 0 Bachelor's degree None Moderate-term OJT
11-2021 Marketing Managers 111 Bachelor's degree 5 years + None
13-2051 Financial Analysts 6 Bachelor's degree None None
13-1081 Logisticians 0 Bachelor's degree None None
11-3121 Human Resources Managers 0 Bachelor's degree 5 years + None
13-2031 Budget Analysts 6 Bachelor's degree None None
13-2099 Financial Specialists, All Other 6 Bachelor's degree None Moderate-term OJT
41-9031 Sales Engineers 0 Bachelor's degree None Moderate-term OJT
11-3051 Industrial Production Managers 1,336 Bachelor's degree 5 years + None
Source: Bureau of Labor Statistics, National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012.
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SALES & OPERATIONS (CONT.)
TOP FIELDS OF STUDY
For the most part, the completions in the fields of study related to the primary occupations in the Sales & Operations are
in general topic areas: business, economics, and marketing. In these general fields of study, the region has, on average,
about 1,500 completions.
Source: National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012
0 250 500 750 1,000
Business/Commerce, General (52.0101)
Business Admin. & Mgmt., General (52.0201)
Construction Engineering Tech (15.1001)
Economics, General (45.0601)
Mechanical Engineering (14.1901)
Apparel & Textile Marketing Mgmt. (19.0905)
Agricultural Economics (1.0103)
Marketing/Mktng. Mgmt., General (52.1401)
Award of <1 academic year Award of at least 1 but <2 academic years
Associate's degree Bachelor's degree
Advanced
Packet Pg. 243
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
DRAFT LARIMER COUNTY LABOR MARKET PROFILE
TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 44
SALES & OPERATIONS (CONT.)
On the following pages are profiles of individual occupations that are expected to continue to face a difficult staffing
environment. The profiles provide an overview of the occupations with sample job titles and a snapshot of local demand
and supply statistics.
GENERAL AND OPERATIONS MANAGERS (SOC 11-1021)
Plan, direct, or coordinate the operations of public or private sector organizations. Duties and responsibilities include
formulating policies, managing daily operations, and planning the use of materials and human resources, but are too
diverse and general in nature to be classified in any one functional area of management or administration, such as
personnel, purchasing, or administrative services.
Sample of reported job titles: Operations Manager, General Manager (GM), Director of Operations, Plant Manager,
Store Manager, Facilities Manager, Plant Superintendent, Vice President of Operations, Warehouse Manager, Chief
Operating Officer (COO)
Occupation Snapshot
Average annual awards, 2010-2012 1,336
Jobs in occupation in region, 2013 2,097
2013 LQ (US = 1.00) 1.02
Total est. openings, 2013-2018 350
From new growth 144
From replacement demand 206
Median hourly wage $38.47
Relative to US (US = 1.00) 0.84
Typical Education/Training: Bachelor’s degree
ACCOUNTANTS AND AUDITORS (SOC 13-2011)
Examine, analyze, and interpret accounting records to prepare financial statements, give advice, or audit and evaluate
statements prepared by others. Install or advise on systems of recording costs or other financial and budgetary data.
Sample of reported job titles: Accountant, Certified Public Accountant (CPA), Staff Accountant, Accounting Manager,
Cost Accountant, General Accountant, Accounting Officer, Business Analyst, Accounting Supervisor, Financial Reporting
Accountant, Auditor, Internal Auditor, Auditor-in-Charge, Assurance Manager, Audit Manager, Internal Audit Director,
Assurance Senior, Audit Partner, Deputy for Audit, Financial Auditor
Occupation Snapshot
Average annual awards, 2010-2012 6
Jobs in occupation in region, 2013 1,347
2013 LQ (US = 1.00) 1.00
Total est. openings, 2013-2018 344
From new growth 131
From replacement demand 213
Median hourly wage $25.90
Relative to US (US = 1.00) 0.86
Typical Education/Training: Bachelor’s degree
Award of
<1 year,
6%
Associate's
degree, 1%
Bachelor's
degree,
61%
Advanced
degree,
32%
Associate's
degree,
19%
Bachelor's
degree,
16%
Advanced
degree,
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MARKET RESEARCH ANALYSTS AND MARKETING SPECIALISTS (SOC 13-1161)
Research market conditions in local, regional, or national areas, or gather information to determine potential sales of a
product or service, or create a marketing campaign. May gather information on competitors, prices, sales, and methods
of marketing and distribution.
Sample of reported job titles: Market Research Analyst, Market Analyst, Project Manager, Market Research
Consultant, Client Service and Consulting Manager, Market Research Manager, Product Line Manager, Business
Development Specialist, Client Services Vice President, Communications Specialist
Occupation Snapshot Average Annual Completions by Award Level
Average annual awards, 2010-2012 177
Jobs in occupation in region, 2013 562
2013 LQ (US = 1.00) 1.25
Total est. openings, 2013-2018 108
From new growth 67
From replacement demand 41
Median hourly wage $26.37
Relative to US (US = 1.00) 0.91
Typical Education/Training: Bachelor’s degree
HUMAN RESOURCES SPECIALISTS (SOC 13-1071)
Perform activities in the human resource area. Includes employment specialists who screen, recruit, interview, and place
workers.
Sample of reported job titles: Corporate Recruiter, Employment Coordinator, Employment Representative,
Employment Specialist, Human Resources Coordinator, Human Resources HR Generalist, Human Resources Specialist
(HR Specialist), Personnel Coordinator, Recruiter, Technical Recruiter
Occupation Snapshot
Average annual awards, 2010-2012 None
Jobs in occupation in region, 2013 434
2013 LQ (US = 1.00) 0.98
Total est. openings, 2013-2018 71
From new growth 30
From replacement demand 41
Median hourly wage $24.17
Relative to US (US = 1.00) 0.90
Typical Education/Training: Bachelor’s degree
Award of
<1 year,
4%
Associate's
degree, 4%
Bachelor's
degree,
78%
Advanced
degree,
14%
No for-credit
completions
were
reported
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COST ESTIMATORS (SOC 13-1051)
Prepare cost estimates for product manufacturing, construction projects, or services to aid management in bidding on or
determining price of product or service. May specialize according to particular service performed or type of product
manufactured.
Sample of reported job titles: Estimator, Cost Estimator, Estimator Project Manager, Project Manager, Construction
Estimator, Cost Analyst, Design Consultant, Operations Manager, Sales Engineer
Occupation Snapshot Average Annual Completions by Award Level
Average annual awards, 2010-2012 1,697
Jobs in occupation in region, 2013 326
2013 LQ (US = 1.00) 1.50
Total est. openings, 2013-2018 65
From new growth 10
From replacement demand 55
Median hourly wage $26.23
Relative to US (US = 1.00) 0.94
Typical Education/Training: Bachelor’s degree
Award of
<1 year
5%
Associate's
degree
1%
Bachelor's
degree
68%
Advanced
degree
26%
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Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
DRAFT LARIMER COUNTY LABOR MARKET PROFILE
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HEALTHCARE
The Healthcare talent cluster consists of Healthcare Practitioners and Technical Occupations (29-000) and Healthcare
Support Occupations (31-0000).
The sector as a whole employed 15,976 workers in 2013. The sector grew 16.9 percent between 2008 and 2013 and
is projected to grow another 18.1 percent between 2013 and 2018. This increase is largely accounted for by growth in
the number of Registered Nurses, Nursing Assistants, and Home Health Aides.
Larimer County has high concentrations of Massage Therapists, Veterinary Techs, Veterinerians, Medical
Transcriptionists, and Opticians. It has low concentrations of LVNs, Pharmacy Techs, Pharmacists, Respiratory Therapists,
and Nurse Practitioners.
PRIMARY OCCUPATIONS
RELATIVE CONCENTRATIONS (2013) AND PROJECTIONS 2013-18
Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker
SOC Code Description
2013
(estimated)
29-1141 Registered Nurses 1.03 2,878 3,559
31-1014 Nursing Assistants 0.84 1,289 1,512
31-1011 Home Health Aides 1.19 1,171 1,421
31-9092 Medical Assistants 1.03 618 725
31-9091 Dental Assistants 1.86 591 642
29-2061 Licensed Practical and Licensed Vocational Nurses 0.67 521 624
31-9011 Massage Therapists 3.05 449 487
29-1069 Physicians and Surgeons, All Other 1.13 408 470
29-2056 Veterinary Technologists and Technicians 3.52 315 380
29-1123 Physical Therapists 1.43 304 367
29-2052 Pharmacy Technicians 0.68 257 290
11-9111 Medical and Health Services Managers 0.79 251 302
29-2021 Dental Hygienists 1.17 236 270
29-2034 Radiologic Technologists 1.10 227 280
29-2041 Emergency Medical Technicians and Paramedics 0.91 221 231
29-1131 Veterinarians 3.04 214 232
29-1051 Pharmacists 0.71 212 238
29-1127 Speech-Language Pathologists 1.38 183 210
29-2071 Medical Records and Health Information Technicians 0.92 181 216
31-9094 Medical Transcriptionists 2.01 181 203
29-1021 Dentists, General 1.31 177 194
29-2012 Medical and Clinical Laboratory Technicians 0.99 165 205
29-1071 Physician Assistants 1.79 165 199
Employment
2018
(projected)
Location
Quotient (LQ)
2013
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PRIMARY OCCUPATIONS (CONT.)
RELATIVE CONCENTRATIONS (2013) AND PROJECTIONS 2013-18
Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker
Thirteen of the 43 primary occupations in the Healthcare talent cluster are considered hard to fill. Many of these
occupations also earn a wage premium of 10 percent or more of the US median hourly wage. Physicians and Surgeons
earn 27 percent more than the US median.
Most of the openings in the Healthcare cluster are driven by new jobs. Over 75 percent of the openings are from new
jobs in the Veterinary Techs, Radiologic Techs, Health Techs, Diagnosis Medical Sonographers, and Dietitians. Over 70
percent of the openings are from replacement jobs in Veterinarians and EMTs. Physicians, Family and General
Practitioners, and Health Diagnosing and Treating Practitioners are the three occupations that have 25 percent or more
of their workers age 55 and older.
SOC Code Description
2013
(estimated)
29-2011 Medical and Clinical Laboratory Technologists 0.96 160 193
29-1122 Occupational Therapists 1.36 158 187
29-1062 Family and General Practitioners 1.10 144 159
29-2081 Opticians, Dispensing 2.02 140 158
31-9099 Healthcare Support Workers, All Other 1.18 132 156
31-9096 Veterinary Assistants and Laboratory Animal Caretakers 1.37 114 133
29-2099 Health Technologists and Technicians, All Other 1.12 107 130
29-1067 Surgeons 1.88 95 107
29-2055 Surgical Technologists 0.87 90 113
31-9097 Phlebotomists 0.76 81 99
29-1126 Respiratory Therapists 0.60 73 88
29-1031 Dietitians and Nutritionists 1.05 71 86
29-1171 Nurse Practitioners 0.59 67 83
31-9093 Medical Equipment Preparers 1.24 67 85
31-2022 Physical Therapist Aides 1.28 66 81
29-9011 Occupational Health and Safety Specialists 1.04 66 72
29-2032 Diagnostic Medical Sonographers 1.05 65 88
29-1041 Optometrists 1.55 59 64
29-1199 Health Diagnosing and Treating Practitioners, All Other 1.20 55 63
29-2057 Ophthalmic Medical Technicians 1.70 53 59
Employment
2018
(projected)
Location
Quotient (LQ)
2013
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Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
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HEALTHCARE (CONT.)
STAFFING ENVIRONMENT
STAFFING ENVIRONMENT INDICATOR, WAGES, OPENINGS, AGE PROFILE
Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker
SOC
Code Description
County
($) % of US
Total
(projected)
29-1141 Registered Nurses Neutral $29.07 93% 1,004 24.0%
31-1011 Home Health Aides Hard to Fill $11.53 116% 376 19.9%
31-1014 Nursing Assistants Neutral $12.33 105% 359 17.6%
31-9092 Medical Assistants Hard to Fill $14.84 104% 175 14.7%
29-2061 Licensed Practical & Licensed Vocational Nurses Hard to Fill $20.90 105% 175 24.4%
29-1069 Physicians & Surgeons, All Other Hard to Fill ###### 127% 118 27.2%
31-9091 Dental Assistants Neutral $15.45 93% 116 8.0%
29-1123 Physical Therapists Neutral $32.77 86% 106 11.0%
31-9011 Massage Therapists Neutral $12.50 83% 93 8.0%
11-9111 Medical & Health Services Managers Hard to Fill $45.20 107% 86 22.0%
29-2056 Veterinary Technologists & Technicians Hard to Fill $13.88 95% 83 7.0%
29-2034 Radiologic Technologists Neutral $23.17 88% 71 16.0%
29-2021 Dental Hygienists Neutral $32.45 95% 68 12.0%
29-1131 Veterinarians Neutral $33.12 85% 66 15.0%
29-2012 Medical & Clinical Laboratory Technicians Neutral $14.73 82% 65 18.0%
29-2071 Medical Records & Health Information Technicians Neutral $16.80 102% 62 20.0%
29-2011 Medical & Clinical Laboratory Technologists Neutral $29.67 107% 57 18.0%
29-1051 Pharmacists Neutral $55.28 99% 53 24.1%
29-1071 Physician Assistants Hardest to Fil $49.45 112% 51 13.0%
29-2052 Pharmacy Technicians Neutral $15.54 110% 47 12.0%
29-2041 Emergency Medical Technicians & Paramedics Neutral $16.90 113% 41 9.0%
29-1127 Speech-Language Pathologists Hard to Fill $33.05 99% 41 16.0%
29-1122 Occupational Therapists Neutral $34.32 95% 41 11.0%
31-9094 Medical Transcriptionists Neutral $15.40 96% 40 19.0%
29-1021 Dentists, General Neutral $50.95 71% 40 23.0%
29-2081 Opticians, Dispensing Neutral $14.10 87% 40 18.0%
31-9099 Healthcare Support Workers, All Other Neutral $13.09 83% 39 16.0%
29-1062 Family & General Practitioners Neutral $44.02 55% 34 29.2%
31-9096 Veterinary Assistants & Lab. Animal Caretakers Hard to Fill $12.95 116% 31 11.0%
29-2055 Surgical Technologists Hard to Fill $22.81 113% 29 13.0%
29-2099 Health Technologists & Technicians, All Other Neutral $17.53 86% 28 16.0%
29-2032 Diagnostic Medical Sonographers Hard to Fill $35.49 112% 28 15.0%
31-9097 Phlebotomists Hard to Fill $14.50 101% 27 --
31-9093 Medical Equipment Preparers Hard to Fill $15.15 102% 26 16.0%
29-1067 Surgeons Neutral $97.82 109% 25 22.0%
29-1171 Nurse Practitioners Neutral $46.40 107% 24 22.0%
31-2022 Physical Therapist Aides Hard to Fill $12.84 112% 24 --
29-1126 Respiratory Therapists Neutral $26.35 98% 21 16.0%
29-1031 Dietitians & Nutritionists Neutral $22.86 85% 19 18.0%
29-1041 Optometrists Neutral $39.78 84% 16 --
29-9011 Occupational Health & Safety Specialists Neutral $36.04 112% 15 17.0%
29-1199 Health Diagn. & Treating Practitioners, All Other Neutral $24.12 75% 14 25.0%
29-2057 Ophthalmic Medical Technicians Neutral $16.47 100% 9 --
Share of
workers
age 55+
Job Openings, 2013-2018
Staffing
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HEALTHCARE (CONT.)
The primary occupations in the Healthcare talent cluster require a wide range of training, from support workers that
require a high school diploma and no training to the practitioners that require a doctoral or professional degree and
residency.
By far the most popular field of study related to Healthcare is Nursing Aide, with almost 900 students, on average,
completing the program each year. Just over 300 students complete Registered Nursing each year, on average.
Veterinary Medicine graduates just over 100 students each year.
EDUCATION & TRAINING
EDUCATION LEVEL, WORK EXPERIENCE, AND ON-THE-JOB TRAINING
Average
Regional
Completions
Education & Training
SOC
Code Description
Typical education
needed for entry
Work
experience
in a related
occupation
Typical OJT
needed to attain
competency in the
occupation
29-1141 Registered Nurses 352 Associate's deg. None None
31-1011 Home Health Aides 0 Less than high school None Short-term OJT
31-1014 Nursing Assistants 887 Postsecondary non-deg. None None
31-9092 Medical Assistants 279 Postsecondary non-deg. None None
29-2061 Lic. Practical & Lic. Vocational Nurses 65 Postsecondary non-deg. None None
29-1069 Physicians & Surgeons, All Other 0 Doctoral or prof. deg. None Internship/residency
31-9091 Dental Assistants 13 Postsecondary non-deg. None None
29-1123 Physical Therapists 0 Doctoral or prof. deg. None None
31-9011 Massage Therapists 91 Postsecondary non-deg. None None
11-9111 Medical & Health Services Managers 6 Bachelor's deg. None None
29-2056 Veterinary Technologists & Tech. 45 Associate's deg. None None
29-2034 Radiologic Technologists 27 Associate's deg. None None
29-2021 Dental Hygienists 0 Associate's deg. None None
29-1131 Veterinarians 149 Doctoral or prof. deg. None None
29-2012 Medical & Clinical Laboratory Tech. 0 Associate's deg. None None
29-2071 Medical Records & Health Info. Tech. 87 Postsecondary non-deg. None None
29-2011 Medical & Clinical Lab. Tech. 0 Bachelor's deg. None None
29-1051 Pharmacists 0 Doctoral or prof. deg. None None
29-1071 Physician Assistants 0 Master's deg. None None
29-2052 Pharmacy Technicians 46 HS diploma or equiv. None Moderate-term OJT
29-2041 Emergency Med. Tech. & Paramedics 538 Postsecondary non-deg. None None
29-1127 Speech-Language Pathologists 65 Master's deg. None None
29-1122 Occupational Therapists 42 Master's deg. None None
31-9094 Medical Transcriptionists 0 Postsecondary non-deg. None None
29-1021 Dentists, General 0 Doctoral or prof. deg. None None
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HEALTHCARE (CONT.)
EDUCATION & TRAINING (CONT’D)
EDUCATION LEVEL, WORK EXPERIENCE, AND ON-THE-JOB TRAINING
Average
Regional
Completions
Education & Training
SOC
Code Description
Typical education
needed for entry
Work
experience in
a related
occupation
Typical OJT
needed to attain
competency in the
occupation
29-2081 Opticians, Dispensing 0 HS diploma or equiv. None Long-term OJT
31-9099 Healthcare Support Workers, All Other 159 HS diploma or equiv. None None
29-1062 Family & General Practitioners 0 Doctoral or prof. deg. None Internship/residency
31-9096 Vet. Assistants & Lab. Animal Caretakers 45 HS diploma or equiv. None Short-term OJT
29-2055 Surgical Technologists 10 Postsecondary non-deg. None None
29-2099 Health Technologists & Technicians, All Other 23 HS diploma or equiv. None None
29-2032 Diagnostic Medical Sonographers 0 Associate's deg. None None
31-9097 Phlebotomists 88 Postsecondary non-deg. None None
31-9093 Medical Equipment Preparers 136 HS diploma or equiv. None Moderate-term OJT
29-1067 Surgeons 0 Doctoral or prof. deg. None Internship/residency
29-1171 Nurse Practitioners 21 Master's deg. None None
31-2022 Physical Therapist Aides 0 HS diploma or equiv. None Short-term OJT
29-1126 Respiratory Therapists 0 Associate's deg. None None
29-1031 Dietitians & Nutritionists 161 Bachelor's deg. None Internship/residency
29-1041 Optometrists 0 Doctoral or prof. deg. None None
29-9011 Occupational Health & Safety Specialists 53 Bachelor's deg. None Short-term OJT
29-1199 Health Diag. & Treating Pract., All Other 12 Master's deg. None None
29-2057 Ophthalmic Medical Technicians 0 Postsecondary non-deg. None None
Source: Bureau of Labor Statistics, National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012.
TOP FIELDS OF STUDY
Source: National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012
0 250 500 750 1,000
Nursing/Patient Care Assist./Aide (51.3902)
Registered Nursing/Registered Nurse (51.3801)
Veterinary Medicine (51.2401)
Massage Therapy/Therapeutic Massage (51.3501)
LPN/LVN Training (51.3901)
Dietetics/Dietitian (51.3101)
Environmental Health (51.2202)
Occupational Therapy/Therapist (51.2306)
RN, Nursing Admin./Rsrch./Other (51.3899)
Veterinary Sciences/Clinical, General (51.2501)
Alt. & Complementary Medicine, Other (51.3399)
Somatic Bodywork (51.3503)
Award of <1 academic year Award of at least 1 but <2 academic years
Associate's degree Bachelor's degree
Advanced
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HEALTHCARE (CONT.)
On the following pages are profiles of individual occupations that are expected to continue to face a difficult staffing
environment. The profiles provide an overview of the occupations with sample job titles and a snapshot of local demand
and supply statistics.
REGISTERED NURSES (SOC 29-1141)
Assess patient health problems and needs, develop and implement nursing care plans, and maintain medical records.
Administer nursing care to ill, injured, convalescent, or disabled patients. May advise patients on health maintenance
and disease prevention or provide case management. Licensing or registration required.
Sample of reported job titles: Charge Nurse, Director of Nursing (DON), Emergency Department RN (Emergency
Department Registered Nurse), Oncology RN (Oncology Registered Nurse), Operating Room Registered Nurse (OR RN),
Public Health Nurse (PHN), Registered Nurse (RN), School Nurse, Staff Nurse, Staff RN (Staff Registered Nurse)
Occupation Snapshot
Average annual awards, 2010-2012 352
Jobs in occupation in region, 2013 2,878
2013 LQ (US = 1.00) 1.03
Total est. openings, 2013-2018 1,004
From new growth 681
From replacement demand 323
Median hourly wage $29.07
Relative to US (US = 1.00) 0.93
Typical Education/Training: Associate’s degree
NURSING ASSISTANTS (SOC 31-1014)
Provide basic patient care under direction of nursing staff. Perform duties such as feed, bathe, dress, groom, or move
patients, or change linens. May transfer or transport patients. Includes nursing care attendants, nursing aides, and
nursing attendants.
Sample of reported job titles: Certified Medication Aide (CMA), Certified Nurse Aide (CNA), Certified Nurses
Aide (CNA), Certified Nursing Assistant (CNA), Geriatric Nursing Assistant (GNA), Licensed Nursing Assistant (LNA),
Nurses' Aide, Nursing Aide, Nursing Assistant, State Tested Nursing Assistant (STNA)
Occupation Snapshot
Average annual awards, 2010-2012 887
Jobs in occupation in region, 2013 1,289
2013 LQ (US = 1.00) 0.84
Total est. openings, 2013-2018 359
From new growth 223
From replacement demand 136
Median hourly wage $12.33
Relative to US (US = 1.00) 1.05
Typical Education/Training: Post-secondary non-degree
Associate's
degree
55%
Bachelor's
degree
37%
Advanced
degree
8%
Award of
<1 year,
100%
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MEDICAL ASSISTANTS (SOC 31-9092)
Perform administrative and certain clinical duties under the direction of a physician. Administrative duties may include
scheduling appointments, maintaining medical records, billing, and coding information for insurance purposes. Clinical
duties may include taking and recording vital signs and medical histories, preparing patients for examination, drawing
blood, and administering medications as directed by physician.
Sample of reported job titles: Certified Medical Assistant (CMA), Chiropractor Assistant, Clinical Assistant,
Doctor's Assistant, Medical Assistant (MA), Medical Office Assistant, Ophthalmic Technician, Optometric Assistant,
Optometric Technician, Registered Medical Assistant (RMA)
Occupation Snapshot Average Annual Completions by Award Level
Average annual awards, 2010-2012 279
Jobs in occupation in region, 2013 618
2013 LQ (US = 1.00) 1.03
Total est. openings, 2013-2018 175
From new growth 107
From replacement demand 68
Median hourly wage $14.84
Relative to US (US = 1.00) 1.04
Typical Education/Training: Post-secondary non-degree
LICENSED PRACTICAL AND LICENSED VOCATIONAL NURSES (SOC 29-2061)
Care for ill, injured, or convalescing patients or persons with disabilities in hospitals, nursing homes, clinics, private
homes, group homes, and similar institutions. May work under the supervision of a registered nurse. Licensing required.
Sample of reported job titles: Charge Nurse; Clinic Licensed Practical Nurse (CLINIC LPN); Clinic Nurse; Licensed
Practical Nurse (LPN); Licensed Practical Nurse, Clinic Nurse (LPN, Clinic Nurse); Licensed Vocational Nurse (LVN);
Office Nurse; Pediatric Licensed Practical Nurse (PEDIATRIC LPN); Private Duty Nurse; Triage Licensed Practical Nurse
(TRIAGE LPN)
Occupation Snapshot Average Annual Completions by Award Level
Average annual awards, 2010-2012 65
Jobs in occupation in region, 2013 521
2013 LQ (US = 1.00) 0.67
Total est. openings, 2013-2018 175
From new growth 103
From replacement demand 72
Median hourly wage $20.90
Relative to US (US = 1.00) 1.05
Typical Education/Training: Post-secondary non-degree
Award of
<1 year,
4%
Award of at
least 1 but
<2 years,
28%
Associate's
degree,
67%
Award of at
least 1 but
<2 years
100%
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PHYSICIANS AND SURGEONS, ALL OTHER (SOC 29-1069)
All physicians and surgeons not listed separately.
Sample of reported job titles: Allergist, dermatologist, hospitalist, neurologist, nuclear medicine physicians,
ophthalmologist, pathologist, physical medicine and rehabilitation physician, preventative medicine physicians, radiologist,
sports medicine physician, urologist.
Occupation Snapshot
Average annual awards, 2010-2012 0
Jobs in occupation in region, 2013 408
2013 LQ (US = 1.00) 1.13
Total est. openings, 2013-2018 118
From new growth 62
From replacement demand 56
Median hourly wage $110.97
Relative to US (US = 1.00) 1.27
Typical Education/Training: Doctoral or professional deg.
No for-credit
completions
were
reported
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EMPLOYER SURVEY
To identify specific hiring issues, TIP facilitated a web-based survey of Larimer County area employers. A link to the
survey was emailed in March 2014 to employers in the region. A total of 27 firms completed the survey.
RESPONDENT PROFILE
Respondents to the survey were firms that
ranged in size from as few as two
employees to almost 750. In terms of the
employment base, the responding firms
represented 4,771 employees (3,274 full-
time, 1,182 part-time, and 315
contract/temporary workers).
More than one-third of the firms that
responded were from the Manufacturing
sector. IT (Hardware and Software)
represented 19 percent. The other
respondents represented education,
construction, health care, retail,
telecommunications, defense, and energy.
Staffing patterns vary widely across the
firms. For most firms (62 percent),
management occupations represent 10 to
24 percent of total employment. For almost
one-third, management represents less than
10 percent. Professional and technical
occupations represent less than 10 percent
for about 30 percent of the firms. Sales and
marketing represents less than 10 percent
for 56 percent of the firms. For 42 percent
of the firms, skilled labor represents more
than 25 percent. Very few of the firms have
unskilled labor. For 67 percent of the firms,
clerical and administrative occupations
represent less than 10 percent of total
employment.
NUMBER OF EMPLOYEES
Full-time Part-time
Contract/
Temporary
Total number of workers 3,274 1,182 315
Minimum value 2 0 0
Maximum value 748 550 191
Average value 131 62 19
INDUSTRY OF RESPONDENTS
OCCUPATION CATEGORY SHARE OF TOTAL EMPLOYMENT
BY PERCENT OF RESPONDENTS
10
5
4
2 2 2 2
Manufacturing
IT (Hardware
and Software)
Other
Construction
Education
Health Care
Retail
9%
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The average wages by occupation category also
vary widely for the management, professional
and technical, and sale and marketing
occupations. For management occupations, the
average wage is $49 an hour ($102,000 per
year). For professional/ technical, the average
wage is almost $38 an hour ($78,000 per
year). The average wage for sales and
marketing is $35 an hour ($72,000 per year).
On average, skilled labor earns almost $19 an
hour ($39,000 a year). Unskilled labor earns
about $9 an hour ($19,000 a year) and
clerical/administrative earns about $19 an hour
($40,000 a year).
WORKFORCE QUALITY
Respondents indicated a high level of satisfaction
with the regional workforce overall. In most
areas, respondents rated the workforce “good”
or “excellent.” The areas that were rated with the
highest “poor” ratings were communications,
reliability, math skills, and flexibility.
HIRING NEEDS & PRACTICES
Over the next 12 to 24 months, 87 percent of
the respondents plan to hire additional
employees. Only 9 percent do not plan on hiring
additional staff.
The respondents that plan to hire estimate that they
will have just over 300 openings to fill, which
represents almost a 10 percent increase in full-time
employees. One-third of these estimated openings
will be professional/technical occupations and
another third will be skilled labor. Just over 10
percent will be unskilled labor and another 10
percent will be for management occupations. The
remaining openings will largely be clerical and
sales occupations.
AVERAGE WAGES ($/HR) BY OCCUPATION CATEGORY
How would you rate the regional workforce overall
on the following characteristics?
If you plan to hire additional employees in larimer
county in the next 12 to 24 months, approximately
how many workers do you plan to add in each of the
following categories?
$49.27
$37.52 $34.59
$18.89
$9.01
$19.05
0
25
50
75
100
125
Management
Professional/
Technical
Sales/
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Turnover in Larimer County is less than 10
percent for the majority of the respondents
across the majority of the occupational
categories. The lowest turnover rates are in
professional/technical occupations, clerical,
and sales and marketing. The highest rates of
turnover are in unskilled occupations. Turnover
rates in skilled occupations are also somewhat
higher than other occupations.
Openings in the region are most commonly filled in
one to three months. Clerical/administrative
occupations most often take less than two weeks to
fill. Management, as well as sales and marketing
occupations, most often take two to four weeks.
Professional/technical occupations can take more
than six months to fill.
The majority of the positions are filled by the
local workforce. Professional/technical
occupations are least likely to be filled by
workers in Larimer County; almost one-quarter of
the respondents report that they must recruit
workers outside of Colorado to fill their positions.
Another 29 percent of respondents hiring
professional/technical positions must recruit
outside of the Denver metro area but still in
Colorado.
One-quarter of respondents filling skilled labor
positions report having to recruit outside of the
Denver metro area. Fifty percent of the skilled
labor positions are filled with workers in
Larimer County.
Respondents report that management, clerical,
and sales/marketing positions are filled almost
entirely with Larimer County workers.
Approximately what is your average turnover rate in
each of the following categories?
Approximately how long does it typically take to fill a
vacancy for each of the following classifications of
workers?
When hiring, please indicate which geographic area is
typically used to recruit workers.
14% 20% 20% 21%
68%
14%
81%
55% 60% 63%
26%
77%
5%
20%
16% 5%
5% 9%
15%
5%
0%
25%
50%
75%
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Respondents find word of mouth and direct
referrals to be the best source of quality
candidates. Internet job boards such as Monster,
CareerBuilder, and Indeed are the next most
effective resource. These two resources are used
by all respondents.
Newspaper advertising and the local workforce
center are among the least effective resources.
These are also the least commonly used
resources.
Other resources used include professional
recruiters, social media, and networking
organizations including NoCoNet and
LongsPeakNet.
Only 23 percent of respondents have been
unable to fill positions. The positions that
respondents have been unable to fill include the
following:
Academic Dean
Technical Writer
Web Developer
Applications Engineer
Customer Support Engineer
More than 50 percent of respondents reported having difficulty recruiting for specific occupations or skills. The
occupations or skills that were listed as difficult to recruit are listed below:
Senior Management Nursing Faculty
Marketing/Branding Nurse Practitioner Within Long Term Care
Social Media Specialist Physician Assistant W/ Emergency Medicine Experience
Architecture Software Engineers
Revit Developers/Software With GIS Experience
Power System Engineers Network Administrators
Customer Support Engineer/ Robotics, Welding Quality Web Developer
Formulation Scientists Quality Systems Programmer/Engineer
Flavor Chemists Quality Network Engineer
Millwrights Application Engineers
Manual Machinists (Lathe/Mill Operators) IT Support Technicians
CNC Machinists (CNC Lathe/Mill Operators)
Mechanical Assemblers
Skilled Trades Faculty
Which of the following resources you find most
effective in identifying quality candidates? (5 = most
effective, 1 = least effective)
Have you had specific positions which you have been
unable to fill at all?
3.9
3.7
2.9
2.5
2.5
2.3
2.0
Referrals/word-of-mouth
Internet job boards
(e.g., Indeed, Monster)
Colleges/trade schools
Staffing/temp agency
Professional publications
Local workforce center
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Many of the occupations or skills that are currently difficult to recruit are also the occupations and skills that respondents
anticipate needing in the future. The types of occupations or skills that respondents anticipating needing in the future are
listed below:
Business Assistant Software Engineer
Marketing Architecture
Project Managers Construction Management
Sales and Marketing Draftsman
Sales Management Flavor Chemists
Senior Management Customer Support Engineer/ Robotics, Welding
Social Media Specialist GIS Technicians
Emergency Physician Production Maintenance Technicians
License Practical Nurse Production Technicians
Nurse Practitioner Project Engineer/Robotics, Welding, Programming
Nursing Faculty Quality Associates
Physician Quality Engineers
Physician Assistant Quality Management
Registered Nurse Technical Support
Mechanical Engineer Assemblers
Packaging Engineers CNC Machinists (CNC Lathe/Mill Operators)
Power System Engineers Fabricators/Welders
Process Development Engineers Manual Machinists (Lathe/Mill Operators)
Systems Programmer/ Engineer Mechanical Assemblers
Application Engineers Millwrights
Network Engineer Production Supervisors
TRAINING
Respondents indicated that the vast majority (83
percent) of their employee training is provided in-
house or on the job by existing personnel. The next
most commonly used training type is training provided
in-house or off-site by a vendor or equipment supplier
(14 percent). Very few respondents use CSU, FRCC,
or Larimer County Workforce Center.
That said, when asked about specific training programs
in the area, many were associated with FRCC. These
included the following FRCC programs: Corporate
Training, GIS Certificate, Welding, Machining, Smart
Grid Bootcamp, and Good Manufacturing Practices
(GMP). In addition, the Larimer County Workforce
Center’s business series was mentioned as was
Situational Leadership, Crucial Conversations, and
LEAD 1.0.
Please indicate the approximate percentage of
your employee training that is provided by each
of the following sources.
83%
14%
7%
1% 4%
0% 1%
0%
25%
50%
75%
100%
OTJ: in-house
OTJ - vendor
OTJ - other
CSU
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When asked about training programs lacking in the area, the following programs were mentioned:
Skilled Trades (welders, fabricators, electricians)
GIS Certificate (at the Fort Collins campus)
Pharmaceutical industry related training—GMP, GCP, GLP, Regulatory
Manual Machining (not just CNC)
Basic Computer Training
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Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
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Major
group
Minor
group
Broad
occupat-ion
Detailed
occupation
Sector
Subsector
Industry
group
Industry
Country
specific
2-digit/
general
4-digit/
intermedi-ate
6-digit/
specific
APPENDIX A: DATA & METHODOLOGY
CLASSIFICATION SYSTEMS
Much of the analysis presented in this report relies
on three separate classification systems. A brief
overview of each is presented below.
The Standard Occupational Classification
(SOC) system is used by federal statistical
agencies to classify workers into categories for the
purpose of collecting, calculating, or disseminating
data. This system groups all occupations in which
work is performed for pay or profit according to
the type of work performed and, in some cases, on
the skills, education, or training needed to perform
the work at a competent level. Under the 2010
SOC system, workers are classified into one of
840 detailed occupations, which are combined to
form 461 broad occupations, 97 minor groups,
and 23 major groups.
The North American Industry Classification
System (NAICS, pronounced Nakes) was developed
under the direction and guidance of the Office of
Management and Budget (OMB) as the standard for
use by Federal statistical agencies in classifying
business establishments for the collection, tabulation,
presentation, and analysis of statistical data describing
the US economy. The classification system was
developed jointly with government agencies in
Canada and Mexico to allow for a high level of
comparability in business statistics among the North
American countries.
The version of NAICS currently in wide use was
released in 2007 and classifies industries into 20
sectors based on production processes. These
sectors are broken into subsectors, industry groups,
and individual industries. An additional level of
detail is provided to accommodate industry codes
specific to the three countries. The classification
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NAICS structure was finalized in August 2011. Federal statistical agencies were directed to begin using the new system
for data published for reference years beginning on or after January 1, 2012.
The Classification of Instructional Programs (CIP) is the accepted federal government statistical standard on
instructional program classifications. Developed in 1980 by the National Center for Education Statistics, the CIP is used
by state agencies, national associations, academic institutions, and employment counseling services for collecting,
reporting, and analyzing instructional program data.
The CIP titles and program descriptions are intended to be generic categories into which program completions data can
be placed, and are not exact duplicates of specific major or field of study titles used by individual institutions. The vast
majority of CIP titles correspond to academic and occupational instructional programs offered for credit at the
postsecondary level. These programs result in recognized completion points and awards, including degrees, certificates,
and other formal awards. The CIP also includes other types of instructional programs, such as residency programs in
various dental, medical, podiatric, and veterinary specialties that may lead to advanced professional certification,
personal improvement and leisure programs, and instructional programs that lead to diplomas and certificates at the
secondary level only.
DATA SOURCES
EMSI
The occupational data presented in this
report were prepared using EMSI’s
Complete Employment series. EMSI
gathers and integrates economic, labor
market, demographic, and education
data from over 90 government and
private-sector sources, creating a
comprehensive and current database
that includes both published data and
detailed estimates with full coverage of
the US.
The company’s core data consists of
jobs (historical and projected) and
earnings (current year) by industry and
occupation for every ZIP code and
county in the US. EMSI data are annual
averages of jobs (not workers); full- and
part-time jobs are counted equally.
PRIMARY INDUSTRY/OCCUPATION DATA SOURCES
MAJOR SOURCES USED FOR EMSI’S 2013.2 DATA RELEASE
DATA SOURCE ABBRV. AGENCY
VERSION
USED*
State Personal Income SPI BEA 2011
Local Area Personal Income LPI BEA 2010
Industry Economic Accounts IEA BEA 2002-2011
American Community Survey ACS Census 2005-2011
County Business Patterns CBP Census 2010
ZIP Code Business Patterns ZBP Census 2010
Nonemployer Statistics NES Census 2010
Quarterly Census of Employment and
Wages
QCEW BLS 2012 Q3
Current Employment Statistics CES BLS Feb. 2013
Natl. Employment Projections
(Industry Occupation Matrix) EP BLS 2010-2020
Occupational Employment Statistics OES BLS 2011
Railroad Retirement Board Tables,
State/County
RRB RRB 2012/2011
Equifax Business Data Equifax 2013 Q1
Long-term state industry projections Individual states varies by state
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EMSI produces industry and occupation datasets with
two different types of coverage. Coverage refers to the
types of jobs counted.
EMSI Covered: This dataset primarily counts “payroll”
jobs that are covered by unemployment insurance (UI); the
primary source is the Quarterly Census of Employment and
Wages (QCEW). But EMSI also includes some jobs
excluded from QCEW, such as railroad jobs (which have
their own UI program), all wage and salary agriculture
jobs, and military. These additional categories are based
on figures from State and Local Area Personal Income
(S/LPI) reports produced by the Commerce Department’s
Bureau of Economic Analysis (BEA), and state and county
railroad retirement boards (RRBs). Data from the Census-
produced County Business Patterns (CBP) are also used.
EMSI Complete: This dataset includes all jobs in EMSI
Covered, plus additional types of noncovered jobs, such
as the self-employed (proprietors), commissions-only
salespeople, and various types of non-UI-covered wage
and salary workers. Major sources of self-employment
data include Nonemployer Statistics (NES), the American
Community Survey (ACS), and the S/LPI.
The relationship between EMSI Covered Employment
and EMSI Complete Employment is diagrammed in the
table above.
For each data set, EMSI creates long-term, 10-year
industry projections starting from the current year. These projections are based on a combination of the following:
Recent trends in all industries for every local geography,
National industry projections produced by the US Bureau of Labor Statistics (BLS),
State and sub-state regional projections produced by individual states.
The company’s methodology is designed to capture the expertise embodied in federal and state agencies. However,
since official projections produced through the state-federal partnership typically have a base year that lags 2-3 years
behind the current year, EMSI projections are also informed by the most recent data and trends available.
The first step in the process is to track recent local trends using a linear regression function. Taking into account the
previous base data from 15, 10, and 5 years prior to the base year, EMSI’s analysts plot a line as a function of year
and employment. This line is dampened (flattened) to smooth out the effects of any volatility. Once this is done, state and
COVERED EMPLOYEES
Includes wage and salary
workers “covered” under
state unemployment
insurance (UI) laws.
Base data sources:
QCEW, S/LPI, CBP
PROPRIETORS
Includes sole proprietor-
ships, partnerships, and
tax-exempt cooperatives
Base data sources:
NES, S/LPI, CBP
NON-COVERED
WORKERS
Includes employees not
covered by state UI laws,
(e.g., commissions-only
sales people)
Base data sources:
ACS, S/LPI, CBP, RRBs
EMSI Complete
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local government industries (as well as the US Postal Service) are projected based on the growth or decline of local
economies rather than projected through linear regression. Federal government and military, however, are projected
through linear regression at the national level and their growth rate is then applied to the states and counties. Next, EMSI
adjusts the projections for all counties so they sum to state- and national-level numbers.
After these initial projections are completed, EMSI’s analysts begin a series of controls and adjustments to other data
sources. The first of these is an adjustment to the BLS staffing patterns. Essentially the company’s projected national
growth rate is changed to match the growth rate of the BLS numbers. This adjusts the curve up or down while staying as
close to our projected values as possible. Following this, county and state-level projections are adjusted to the state-
produced state and sub-state regional projections. County values are controlled to the regional data and state projections
are controlled to the reported state data. Once these adjustments and controls are completed, the final state-level
numbers are aggregated to determine the final national projections. This causes EMSI data to match state projections
very closely, but it also means EMSI projections can stray from the national projections.
The company has incorporated workforce demographics in the latest release of its analytical tools. This data is drawn
from the relatively new Local Employment Household Dynamics series produced through a partnership of several federal
agencies led by the US Census Bureau. One of its primary data sources, Quarterly Workforce Indicators, provides the
basis for EMSI’s estimates of occupations by age and gender.
EDUCATION & TRAINING
Under the Higher Education Act of 1965, every college, university, and vocational or technical institution that
participates in federal financial student aid programs, such as Pell grants or federally backed student loans, is required
to report annually to the US Department of Education (DOE) on a range of indicators. Data are collected through a
system of interrelated surveys and are made available through the Integrated Postsecondary Education Data System
(IPEDS).
Each fall, institutions report on the number of awards conferred for credit by field of study, by award level, and by the
gender and race or ethnicity of the recipient. These data are referred to as “completions.” Data on completions for the
three most recent academic years available (2009-2010, 2010-2011, and 2011-2012) were downloaded from the
IPEDS Data Center for all schools in Larimer and Weld Counties that participate in IPEDS surveys, except for schools in
which training was limited to cosmetology.
To help understand how education and training programs in the region align with the key occupations, we also
compiled for-credit completions from the IPEDS analysis for key occupations in the talent clusters profiled in this
report This analysis was accomplished using three separate crosswalks that align occupational classifications (SOC
codes) with subject matter areas (CIP codes). Specifically, we used the following crosswalks: (1) a 2011 crosswalk
created by the National Center for Education Statistics in cooperation with the US Bureau of Labor Statistics
(available from the National Crosswalk Service Center), (2) a crosswalk based on information downloaded from
the Occupational Supply Demand System (OSDS) website formerly maintained by the Georgia Career Information
Center at Georgia State University, and (3) Table 7 of the National Research Center for Career and Technical
Education's Perkins Crosswalk Validation Project.
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The results of this matching process are provided in each of the talent cluster profiles. These brief snapshots provide
a description of the occupation (including alternate job titles), a snapshot of the occupation (including an estimate
of the total number of openings anticipated from both new and replacement demand through 2018), and a
breakdown of completions data by award level.
While the analysis provides a starting point for discussion, it has several technical limitations that prohibit its use as
a strict measure of the “gap” or “surplus” between the supply and demand of labor. First, as mentioned previously,
IPEDS data include only awards and degrees conferred for credit, that is, as part of a formal program of study
leading to a degree. Noncredit coursework—which encompasses a wide range of instruction, including customized
workforce training, professional development programs, and continuing education classes—is excluded. While this
limitation is less problematic for positions that typically require an associate’s degree or above, it can be
challenging when trying to understand the pool of available labor for positions which require less formal, shorter-
term awards.
The use of completions data as a proxy for the supply of workers also does not consider the level of training or
experience employers require. As indicated in the prior analyses, demand for workers can be driven by new job
growth and by the replacement of existing workers. In each case, employers may be seeking candidates with a
particular credential or level of experience. Simply having a degree or post-secondary award in a subject area
does not necessarily make an individual qualified for employment in that field.
Beyond the issues with completions data generally, the use of a crosswalk also presents a number of limitations.
The most fundamental of these is that a standardized crosswalk cannot capture the actual relationship between an
individual’s educational coursework and their ultimate choice of occupation. In other words, many people obtain
their degree in one field and end up pursuing employment in another. In addition, the relationships identified in the
crosswalks are inconsistent at best. Some occupations are matched to many broad fields of study, while others are
only linked with highly specific CIP Codes.
Finally, in thinking about training “gaps,” it is important to remember that education and workforce training is not
a closed system. Students may attend college outside the region and return for employment; others may attend
college locally and take a job elsewhere. Postsecondary education systems are also not closed in terms of time.
While data collection efforts are designed to measure completion within a set period of time (two years, four years,
six years), the path to graduation for individual students often does not fit these norms. This is particularly true of
community colleges which are sometimes used by students to sample courses and “try out” career choices prior to
making a larger investment.
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Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
68.9% 67.9%
5.4% 6.8% NATIONAL
LARIMER
COUNTY 6.6% STATEWIDE
UNEMPLOYMENT RATE AVERAGE » 2004-2014
63.4%
LARIMER COUNTY COLORADO UNITED STATES
LABOR FORCE PARTICIPATION RATE
% of Total Civilian Labor Force » 2012
BACHELOR OR HIGHER
SOME COLLEGE
HIGH SCHOOL OR EQUIVALENT
LESS THAN HIGH SCHOOL
44,643
LARIMER COUNTY
RESIDENTS COMMUTING
TO EXTERNAL JOBS
78,966
WORKERS
WHO RESIDE
IN LARIMER
COUNTY
37,558
WORKERS WHO
COMMUTE TO JOBS IN
LARIMER COUNTY
116,524
EMPLOYED PEOPLE WORKED IN
LARIMER COUNTY
123,609
EMPLOYED PEOPLE LIVED IN
LARIMER COUNTY
LARIMER COUNTY LABOR
FORCE STUDY 2014: A Snapshot
SENIORS (65+)
EXPERIENCED WORKING AGE (35-64)
YOUNG ADULTS (20-34)
YOUTH (0-19)
13%
38% 40% 39%
25% 22% 21%
24% 27%
26%
AGE DISTRIBUTION »
BACHELOR OR HIGHER
SOME COLLEGE
HIGH SCHOOL OR EQUIVALENT
LESS THAN HIGH SCHOOL
EDUCATIONAL ATTAINMENT »
LARIMER COUNTY COLORADO UNITED STATES
LARIMER COUNTY COLORADO UNITED STATES
38%
31%
22%
9%
45%
32%
18%
5%
29%
2013-2018
FRCC OTHER
PUBLIC
TRAINING
LARIMER CO
WORKFORCE
CENTER
OTJ CSU
OTHER
OTJ
VENDOR
OTJ
IN-HOUSE
MANAGEMENT CLERICAL/
ADMINISTATIVE
SALES/
MARKETING
UNSKILLED
LABORER
SKILLED
LABOR
PROFESSIONAL
TECHNICAL
SOURCES OF EMPLOYMENT TRAINING »
PERCENTAGES »
2014
LODGING
MANAGERS
TAX
PREPARERS
APPRAISERS &
ASSESSORS OF
REAL ESTATE
COMPUTER
CONTROLLED
MACHINE
OPERATORS
PACKAGING &
FILLING
MACHINE
OPERATORS
9% 16% 24% 23% 26%
RAPIDLY INCREASING DEMAND (% JOB GROWTH) »
2013-2018
TRAVEL
AGENTS
AGRICULTURAL
MANAGERS
CABINETMAKERS REPORTERS
& BENCH
CARPENTERS
FURNITURE
FINISHERS
-19% -21% -30% -33% -52%
MEDIAN
HOURLY
EARNINGS
» $14.15 $12.17 $16.64 $11.17 $12.46
FASTEST DECLINING JOB FIELDS »
EDUCATION &
Economic Health Strategic Plan - Revisit
Josh Birks, Economic Health Director
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Attachment4.5: Staff Presentation (2507 : Economic Health Strategic Plan Update)
Direction Sought
• Does City Council support the five themes as
presented in the draft plan?
• Are there any strategies or actions missing from the
updated plan that Council feels the Economic Health
Office should consider?
• Are there any strategies or actions in which the City
should not be involved?
2
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Attachment4.5: Staff Presentation (2507 : Economic Health Strategic Plan Update)
The Best Place to…
3
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Attachment4.5: Staff Presentation (2507 : Economic Health Strategic Plan Update)
Focus of Sustainability Services
4
• Climate
• Housing
• Income Equality
• Sense of Place & Community
• Health and Well Being
• Resource Conservation
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Attachment4.5: Staff Presentation (2507 : Economic Health Strategic Plan Update)
Why Revisit?
5
• Ensure alignment with Community
Values
• Deeper integration with Triple
Bottom Line
• Address emerging challenges:
• Workforce demographic shifts
• Pace of innovation
• Climate change
• Community build-out
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Attachment4.5: Staff Presentation (2507 : Economic Health Strategic Plan Update)
Overview of Structure
• 5 Themes
• Each theme includes:
– Challenges
– Vision
– Roles
– Goals w/ Strategies and Metrics
6
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Attachment4.5: Staff Presentation (2507 : Economic Health Strategic Plan Update)
EHSP Themes
7
• Shared Prosperity
• Grow Our Own
• Place Matters
• The Climate Economy
• Think Regionally
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Attachment4.5: Staff Presentation (2507 : Economic Health Strategic Plan Update)
Shared Prosperity
8
Employment opportunities
exist across the income and
education/skill spectrums
• Close the skills gap
• More employment
opportunities
• Enhance business success
• More work ready employees
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Attachment4.5: Staff Presentation (2507 : Economic Health Strategic Plan Update)
Grow Our Own
9
Our innovation ecosystem
fosters the development
of new and creative
industry
• Increase innovation and
entrepreneurism
• More start-ups
• Support innovation
• Increase capital access
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Attachment4.5: Staff Presentation (2507 : Economic Health Strategic Plan Update)
10
Place Matters
The built and natural
environment are
equally important
• Efficient processes
• Targeted infill and
redevelopment
• Balance land uses
• Invest in infrastructure
• Preserve our
uniqueness
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Attachment4.5: Staff Presentation (2507 : Economic Health Strategic Plan Update)
The Climate Economy
11
Businesses adapt to
climate change "in place"
and leverage community
carbon reduction goals to
develop new products
and services
• Raise awareness
• Engage business
community
• Increase innovation
• Leverage redevelopment
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Attachment4.5: Staff Presentation (2507 : Economic Health Strategic Plan Update)
12
Think Regionally
A region that partners
to address issues
which extend beyond
municipal boundaries
• Enhance coordination
• Rapid disaster
response
• Northern Colorado as
Innovation Hub
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Attachment4.5: Staff Presentation (2507 : Economic Health Strategic Plan Update)
Public Engagement Process
• Past Engagement (2012 Version)
– Public engagement on City Plan
– Focus groups with key stakeholders
– Economic Advisory Commission
• Current Engagement (This Draft)
– Economic Advisory Commission - September 2014
– Chamber of Commerce - October 2014
– Community partners
• Future Engagement (November/December)
– Several Individual Boards & Commissions
– Super Issues Meeting
13
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Attachment4.5: Staff Presentation (2507 : Economic Health Strategic Plan Update)
Next Steps
• Additional public engagement
• Refine the Plan based on Council and Board and
Commission Input
• Finalize the plan – including infographics, layout, and
images
• Seek City Council approval – January 20th
, 2015
14
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Attachment4.5: Staff Presentation (2507 : Economic Health Strategic Plan Update)
Direction Sought
• Does City Council support the five themes as
presented in the draft plan?
• Are there any strategies or actions missing from the
updated plan that Council feels the Economic Health
Office should consider?
• Are there any strategies or actions in which the City
should not be involved?
15
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Attachment4.5: Staff Presentation (2507 : Economic Health Strategic Plan Update)
PUBLIC ENGAGEMENT SUMMARY
PROJECT TITLE:
ECONOMIC HEALTH STRATEGIC PLAN
OVERALL PUBLIC INVOLVEMENT LEVEL:
Inform and Consult
BOTTOM LINE QUESTION:
Do stakeholders agree with the realignment of the Economic Health Strategic Plan to be more in tandem
with the triple-bottom-line approach of the entire Sustainability Services division and the City’s Strategic
Plan?
KEY STAKEHOLDERS:
Businesses
Residents
Economic Advisory Council
Chamber of Commerce (LLAC)
Air Quality Advisory Board
Energy Board
Natural Resources Advisory Board
Community Development Block Grant Advisory Board
TIMELINE:
Phase 1:
Timeframe: Fall 2014 (Proposed plan drafted)
Key Messages:
The Economic Health Strategic Plan has not been updated in the two years since the formation of
the Sustainability Services Area.
This revised strategic plan will incorporate the triple-bottom-line philosophy inherent in the City’s
overall Strategic Plan and more closely align with emerging strategic plans in Social Sustainability
and Environmental Services.
This realignment will result in more long-term integration of the three areas of the triple-bottom-
line stool.
Tools and Techniques:
Fact sheet
Presentations to boards and commissions, other interested community partners
Social media/IdeaLab to gather additional input
PHASE 2:
Timeframe: Early 2015 (Plan adopted and implementation)
Key Messages:
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Attachment4.6: Public Engagment Plan Overview - Economic Health Strategic Plan Update (2507 : Economic Health Strategic Plan Update)
Focus areas are likely to be: Shared Prosperity, Grow Our Own, Think Regionally, Climate
Economy and Place Matters
The Economic Health Strategic Plan has not been updated in the two years since the formation of
the Sustainability Services Area.
This revised strategic plan will incorporate the triple-bottom-line philosophy inherent in the City’s
overall Strategic Plan and more closely align with emerging strategic plans in Social Sustainability
and Environmental Services.
Tools and Techniques:
Disseminate new plan to boards and commissions, other interested parties
Fact sheet
Social media/IdeaLab
Packet Pg. 284
Attachment4.6: Public Engagment Plan Overview - Economic Health Strategic Plan Update (2507 : Economic Health Strategic Plan Update)
HOSPITALS
(STATE
GOVERNMENT)
EDUCATION &
HOSPITALS
(LOCAL
GOVERNMENT)
FULL-SERVICE
RESTAURANTS
LOCAL
GOVERNMENT
EXCLUDING
EDUCATION &
HOSPITALS
LIMITED
SERVICE
EATING PLACES
2013
2014
EARNINGS
PER
WORKER
$14,654 $63,942 $19,261 $44,194 $44,615 «
LARGEST AMOUNT OF WORKERS »
5,941 6,271 7,005 7,412 12,395
GENERAL
MEDICAL &
SURGICAL
HOSPITALS
(PRIVATE)
EDUCATION &
HOSPITALS
(STATE
GOVERNMENT)
BUSINESS
SUPPORT
SERVICES
FULL-SERVICE
RESTAURANTS
EDUCATION
AND HOSPITALS
(LOCAL
GOVERNMENT)
EARNINGS
PER
WORKER
$44,194 $19,261 $31,115 $44,615 $62,183 «
+641 +659 +760 +1,237 +1,268
FASTEST GROWING JOB FIELDS »
2013-2018
TOP 5 OCCUPATIONS
TRAINING & JOB VACANCY TOP 5 INDUSTRIES
TOP 10 FIELDS OF STUDY AT
REGIONAL INSTITUTIONS
1. Business/Commerce, General
2. Liberal Arts & Sciences/Liberal Studies
3. Nursing/Patient Care Assistant/Aide
4. EMT/Paramedic
5. Kinesiology and Exercise Science
6. Business Admin./Mgmt., General
7. Psychology, General
8. Registered Nursing/Registered Nurse
9. Speech Communication and Rhetoric
10. Multi-/Interdisciplinary Studies, Other
83% 14% 7% 1% 4% 0% 1%
LENGTH OF JOB VACANCY »
11% 6% 6% 7% 6%
41%
11%
5%
37%
21%
26%
53%
26%
11%
14%
21%
57%
24%
41%
12%
18%
22%
22%
44%
6%
24%
6%
26%
KEY »
NOT APPLICABLE < 2 WEEKS 2-4 WEEKS 1-3 MONTHS > 3 MONTHS
Packet Pg. 267
Attachment4.4: Larimer County Labor Force Study - Snap Shot, 2014 (2507 : Economic Health Strategic Plan Update)
29%
28%
14%
JOBS LABOR FORCE
47%
30%
18%
5%
23%
11%
37%
28%
COMPARISON: JOBS VS EDUCATION »
Comparison of job educational
requirements
+
+
ATTACHMENT 4
Packet Pg. 266
Attachment4.4: Larimer County Labor Force Study - Snap Shot, 2014 (2507 : Economic Health Strategic Plan Update)
Employment series
EMSI Covered
Employment series
RELATIONSHIP OF EMSI CORE DATA SETS
TYPES OF WORKERS CAPTURED AND BASE DATA SOURCES
Source: TIP Strategies based on EMSI infographic
Packet Pg. 263
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
LEHD/Quarterly Workforce Indicators QWI Census varies by state
Source: EMSI data release notes * Indicates release date, not data reference period
Packet Pg. 262
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
system is updated every five years. The 2012
STANDARD OCCUPATIONAL CLASS. (SOC)
STRUCTURE EXAMPLE
Major group 51-0000 Production
occupations
Minor group 51-2000
Assemblers & fabricators
Broad occupation 51-2090
Miscellaneous assemblers &
fabricators
Detailed occupation 51-2092
Team assemblers
Source: US Bureau of Labor Statistics; TIP Strategies
NORTH AMERICAN INDUSTRIAL CLASS. (NAICS)
STRUCTURE EXAMPLE
Sector 31-33 Manufacturing
Subsector 336 Transportation
equipment manufacturing
Industry group 3361 Motor
vehicle manufacturing
Industry 33611 Automobiles & light
duty motor vehicles, incl. chassis
Country-specific 336111
Automobiles & light duty motor
vehicles, incl. chassis
Source: US Census Bureau; TIP Strategies
CLASS. OF INSTRUCTIONAL PROGRAMS (CIP)
STRUCTURE EXAMPLE
General 14. Engineering
Intermediate 14.08 Civil
engineering
Specific 14.0802 Geotechnical
engineering
Source: National Center for Education Statistics; TIP Strategies
Packet Pg. 261
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
FRCC
Other public
training
Larimer County
Workforce Center
Packet Pg. 259
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
Newspaper advertising
Yes
23%
No
77%
n=22
Packet Pg. 258
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
100%
Professional/
Technical
(n=21)
Skilled Labor
(n=20)
Unskilled/
Laborer
(n=20)
Management
(n=19)
Clerical/
Administrativ
e
(n=19)
Sales/
Marketing
(n=22)
Not applicable Less than 10% 10% to 24%
24% to 49% 50% to 74% 75% or more
26% 24% 18%
57%
11% 6%
6% 12%
21%
22%
21%
26%
24%
41%
14%
44%
37% 53%
41%
5% 24% 22%
11% 6% 6% 7% 6%
11%
0%
25%
50%
75%
100%
Professional/
Technical
(n=19)
Skilled Labor
(n=19)
Unskilled/
Laborer
(n=17)
Management
(n=17)
Clerical/
Administrative
(n=14)
Sales/
Marketing
(n=18)
Not applicable Less than 2 weeks 2 to 4 weeks
1 to 3 months 4 to 6 months More than 6 months
29% 20%
18%
57%
6%
18%
50%
53%
76%
43%
88%
29% 25%
7%
6% 6%
6%
24% 7%
19% 13%
0%
25%
50%
75%
100%
Professional/
Technical
(n=17)
Skilled Labor
(n=16)
Unskilled/
Laborer
(n=15)
Management
(n=17)
Clerical/
Administrative
(n=14)
Sales/
Marketing
(n=17)
Not applicable Local workforce
Outside Larimer County Outside Denver metro area
Outside Colorado Outside US
Packet Pg. 257
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
Marketing
Skilled Labor
Unskilled Labor
Clerical/
Administrative
14%
5% 5% 5% 5% 5% 5% 5% 5% 5%
5% 5% 10% 5%
33% 43%
19%
29% 30%
19%
33%
43%
40%
33%
48%
48%
71% 48%
55% 71%
52%
38% 45%
52%
5% 0%
5%
19% 10%
5% 5% 5% 5% 10%
0%
25%
50%
75%
100%
Entry-level skills/
Job readiness (n=21)
Flexibility (n=21)
Employee
attitudes (n=21)
Professionalism
(n=21)
Teamwork
skills (n=20)
Productivity
(n=21)
Reliability
(n=21)
Communication
skills (n=21)
Math skills (n=20)
Computer
skills (n=21)
No opinion Poor Fair Good Excellent
102 100
32 32
24 18
2
Professional/
Technical
Skilled Labor
Unskilled/
Laborer
Management
Clerical/
Administrative
Sales/
Marketing
Other types of
workers
Packet Pg. 256
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
11%
11%
73%
10%
29%
30%
56%
37%
13%
67%
62%
13%
11%
11%
7%
24%
5%
17%
11%
21%
7%
5%
17%
6%
16%
13%
6%
5%
0% 50% 100%
Management
Professional/Technical
Sales/Marketing
Skilled Labor
Unskilled Labor
Clerical/Administrative
None Less than 10% 10 to 24%
24% to 49% 50 to 74% 75% or more
n=23
Packet Pg. 255
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
Environment
Median Hourly
68%
66%
62%
61%
59%
53%
44%
59%
41%
59%
78%
75%
50%
27%
62%
56%
58%
49%
67%
70%
24%
66%
71%
55%
43%
45%
62%
44%
61%
79%
82%
82%
67%
69%
48%
67%
63%
71%
79%
31%
40%
57%
67%
32%
34%
38%
39%
41%
47%
56%
41%
59%
41%
22%
25%
50%
73%
38%
44%
42%
51%
33%
30%
76%
34%
29%
45%
58%
55%
38%
56%
39%
21%
18%
18%
33%
31%
52%
33%
38%
29%
21%
69%
60%
43%
33%
% New Growth
% Replacement
Packet Pg. 249
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
66%
Packet Pg. 244
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
42%
15%
57%
66%
35%
49%
44%
41%
46%
70%
40%
33%
64%
46%
36%
59%
62%
68%
53%
64%
38%
48%
58%
85%
43%
34%
65%
51%
56%
59%
54%
30%
60%
67%
36%
54%
64%
% New Growth
% Replacement
Packet Pg. 241
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
44%
57%
48%
43%
44%
59%
38%
42%
% New Growth
% Replacement
Packet Pg. 234
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
0%
21%
29%
0%
27%
9%
0%
33%
13%
0%
20%
78%
89%
100%
78%
100%
64%
79%
85%
76%
100%
79%
71%
100%
73%
91%
100%
67%
88%
100%
80%
% New Growth
% Replacement
Packet Pg. 227
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
27-1021 Commercial and Industrial Designers $33.78 1.26 — 7 —
17-3011 Architectural and Civil Drafters $22.72 0.99 9 15%
19-2031 Chemists $27.87 0.81 44 16%
27-1011 Art Directors $19.88 0.72 11 25%
19-4021 Biological Technicians $16.24 0.85 60 14%
SOC
Code Description
Median
Hourly
Wages
Relative to
US (US=1.00)
Staffing
Environment
Estimated openings,
2013-2018
% 55
Years
or Older
20%
33%
22%
52%
11%
21%
47%
41%
56%
9%
55%
24%
43%
50%
48%
80%
67%
78%
100%
48%
100%
89%
79%
53%
59%
100%
44%
91%
45%
76%
57%
100%
50%
100%
52%
% New Growth
% Replacement
Packet Pg. 224
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
Larimer County Denver MSA
Colorado US
* projections
* 97% increase over prior year
NAICS
Code Industry
2013 LQ
(US=1.00)
2013
Jobs
541712 R&D in the Physical, Engineering, and Life Sciences (except Biotechnology) 2.98 1,372
541330 Engineering Services 1.79 1,763
541711 Research and Development in Biotechnology 1.03 155
541420 Industrial Design Services 1.01 —
541380 Testing Laboratories 0.62 106
Packet Pg. 223
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
11-1021 General and Operations Managers $38.47 0.84 350 21%
43-4051 Customer Service Representatives $13.80 0.94 630 15%
13-1161 Market Research Analysts and Marketing Specialists $26.37 0.91 108 15%
43-6014 Secretaries/Admin. Assts., Exc. Legal, Medical, & Exec. $15.38 0.99 637 26%
43-9021 Data Entry Keyers $13.27 0.95 12 16%
13-2011 Accountants and Auditors $25.90 0.86 344 25%
43-3031 Bookkeeping, Accounting, and Auditing Clerks $15.46 0.91 273 29%
% 55
Years
or Older
Staffing
Environment
Estimated openings,
2013-2018
Median
Hourly
Wages
Relative
to US
(US=1.00)
55%
61%
68%
57%
52%
56%
56%
43%
47%
36%
41%
41%
64%
62%
52%
38%
60%
45%
100%
39%
32%
43%
100%
48%
44%
44%
57%
53%
64%
59%
59%
36%
38%
48%
100%
62%
40%
% New Growth
% Replacement
Packet Pg. 222
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
Larimer County Denver MSA
Colorado US
projections
NAICS
Code Industry
2013 LQ
(US=1.00)
2013
Jobs
518210 Data Processing, Hosting, and Related Services 1.67 449
541511 Custom Computer Programming Services 1.32 1,082
541512 Computer Systems Design Services 1.09 950
334611 Software Reproducing 0.65 —
511210 Software Publishers 0.62 187
Packet Pg. 221
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
29-2034 Radiologic Technologists $23.17 0.88 71 16%
21-1014 Mental Health Counselors $18.94 0.98 63 22%
43-9061 Office Clerks, General $13.51 1.02 529 24%
43-3021 Billing and Posting Clerks $16.50 1.02 109 20%
29-2021 Dental Hygienists $32.45 0.95 68 12%
SOC
Code Description
Relative
to US
(US=1.00)
% 55
Years
or Older
Median
Hourly
Wages
Estimated openings,
2013-2018
Staffing
Environment
68%
62%
66%
38%
59%
52%
61%
77%
44%
87%
48%
53%
59%
51%
59%
75%
48%
44%
59%
50%
32%
38%
34%
62%
41%
48%
39%
23%
56%
13%
52%
47%
41%
49%
41%
25%
52%
56%
41%
50%
% New Growth
% Replacement
Packet Pg. 220
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
Larimer County Denver MSA
Colorado US
projections
NAICS
Code Industry
2013 LQ
(US=1.00)
2013
Jobs
621493 Freestanding Ambulatory Surgical and Emergency Centers 3.91 471
621399 Offices of All Other Miscellaneous Health Practitioners 2.61 329
621310 Offices of Chiropractors 1.80 271
623312 Homes for the Elderly 1.76 693
621420 Outpatient Mental Health and Substance Abuse Centers 1.50 325
Packet Pg. 219
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
41-4012 Sales Reps., Whlsl. & Mfg., Exc. Tech./Scientific Prods. $22.85 0.88 235 23%
51-2092 Team Assemblers $14.75 1.11 49 17%
11-9041 Architectural and Engineering Managers $64.33 1.07 43 22%
17-2112 Industrial Engineers $40.40 1.07 54 20%
17-3023 Electrical and Electronics Engineering Technicians $30.84 1.11 29 20%
11-1021 General and Operations Managers $38.47 0.84 350 21%
51-9061 Inspectors, Testers, Sorters, Samplers, and Weighers $18.54 1.11 53 23%
49-9041 Industrial Machinery Mechanics $25.23 1.13 100 19%
51-1011 First-Line Supervisors of Production/Operating Workers $28.75 1.12 35 20%
17-2071 Electrical Engineers $43.44 1.03 33 21%
51-2023 Electromechanical Equipment Assemblers $14.15 0.94 7 24%
Median
Hourly
Wages
Relative
to US
(US=1.00)
Staffing
Environment
Estimated openings,
2013-2018
% 55
Years
or Older
28%
48%
55%
20%
11%
26%
32%
8%
22%
41%
15%
44%
3%
15%
100%
100%
72%
100%
52%
45%
80%
89%
74%
68%
92%
100%
78%
100%
59%
85%
56%
97%
85%
100%
% New Growth
% Replacement
Packet Pg. 218
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
Larimer County Denver MSA
Colorado US
projections
NAICS
Code Industry
2013 LQ
(US=1.00)
2013
Jobs
333618 Other Engine Equipment Manufacturing 33.94 1,577
312120 Breweries 31.14 1,015
334516 Analytical Laboratory Instrument Manufacturing 21.18 725
335211 Electric Housewares and Household Fan Manufacturing 15.09 136
334515 Instrument Mfg. for Measuring /Testing Electricity and Electrical Signals 14.83 616
STAFFING PATTERNS TOP 20 OCCUPATIONS BY COMBINED SHARE OF TOTAL EMPLOYMENT IN KEY SEGMENTS
Packet Pg. 217
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
(n=14,284)
Advanced degree
Bachelor's degree
Associate's degree
Award of at least 1 but
<2 academic years
Award of <1 academic
year
Packet Pg. 214
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
workers
age 55+
Location
Quotient (LQ)
2013
Employment Median
Hourly
Earnings
Job Openings, 2013-2018
32%
0%
0%
6%
36%
61%
34%
59%
11%
68%
42%
53%
28%
43%
0%
0%
56%
44%
33%
24%
22%
56%
59%
41%
36%
61%
24%
26%
67%
68%
100%
100%
94%
64%
39%
66%
41%
89%
32%
58%
47%
72%
57%
100%
100%
44%
56%
67%
76%
78%
44%
41%
59%
64%
39%
76%
74%
33%
% New Growth
% Replacement
Packet Pg. 213
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
100%
2006 2007 2008 2009 2010 2011 2012 2013
% Not Having Difficulty % Having Difficulty
Packet Pg. 212
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
Bachelor's or higher
N/A (workers aged ≤ 29)
22%
37%
41%
$1,250 per month or less
$1,251 to $3,333 per month
More than $3,333 per month
Packet Pg. 208
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
Bachelor's or higher
N/A (workers aged ≤ 29)
24%
39%
38%
$1,250 per month or less
$1,251 to $3,333 per month
More than $3,333 per month
Packet Pg. 207
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
Exported
Workers
Earn > $3,333/month
Earn $1,251 to $3,333/month
Earn ≤ $1,250/month
14.6% 15.5% 17.5%
12.4%
24.5% 24.0%
73.0%
59.9% 58.5%
Residents
Imported
Workers
Exported
Workers
All Other Services
Trade, Transportation, & Utilities
Goods Producing
Packet Pg. 205
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
2012
28%
5%
37%
18%
11%
30%
23%
47%
0%
25%
50%
75%
100%
Jobs Labor Force
Bachelor or Higher
Some College
High School or Equivalent
Less than High School
Comparison of educational requirements of jobs
versus educational attainment in Larimer County
Packet Pg. 204
Attachment4.3: Larimer County Labor Force Study, 2014 (2507 : Economic Health Strategic Plan Update)
• Opportunities for businesses to get on board with this topic –
get publicity for this topic and attract people to the business
• As redevelopment occurs, opportunity to increase access to
nature, and we could be a demonstration of what’s possible
• More progressive legal strategies, other tools in our
conservation toolbox
• Create the processes for collaborations to occur, e.g., Prospect
and Timberline or residences
• Incentivize residential landscaping as opposed to regulating it,
shift landscape aesthetic
• Encourage volunteerism through incentives
• Honor and recognize competing missions – find a way to
support them both
• Development can often be the catalyst for environmental
protection (e.g.,bring $$ to a restoration project) . Use
developers and development as partners and resources for
certain efforts.
• More public revenue to support these efforts, e.g., fees,
general fund, successful tax initiatives
OPPORTUNITIES:
• Partnerships with PSD and CSU, provide kids to access,
ensure 10 minute walk to schools – environmental
awareness/education
• Opportunities for public/private partnerships in building,
maintaining, etc.
• Look differently at our public infrastructure to utilize
spaces for natural environments, e.g., street right-of-way,
serve as corridors for nature
• Increase distribution of native plants across the
environment,
• Producing native seeds that can proliferate, native seed
source in Fort Collins
• Improved air and water quality with more natural systems
• Encourage desirable species and to discourage
undesirable species
• Revisit policies to obtain alignment
• As redevelopment occurs, opportunity to increase access
to nature, and we could be a demonstration of what’s
possible
• More progressive legal strategies, other tools in our
conservation toolbox
• Create the processes for collaborations to occur, e.g.,
Prospect and Timberline or residences
• Bring in the irrigation ditch system
• Incentivize residential landscaping as opposed to
regulating it, shift landscape aesthetic
• Encourage volunteerism through incentives
• Honor and recognize competing missions – find a way to
support them both
• Improves habitat through increased biodiversity
• Improve connections between larger habitat areas
• Greater access to the environment – create more
chances for positive interactions, better stewardship of
nature and the environment
• Opportunity to improve air quality, night skies, GHG
storage and lower emissions
• Improve ecosystem services, such as water filtration,
pollination, cooling, etc.
• Biodiversity help our community better prepare for climate
change.
Form Completed January 2014 This form is based on research by the City of Olympia and Evergreen State College
Packet Pg. 118
Attachment3.5: Nature in the City TBL Analysis (2512 : Nature in the City)
LIMITATIONS
• As land redevelops, how do we still accommodate
nature/natural amenities?
• Need to understand the bottom line impacts/breaking point of
these types of efforts , e.g., not feasible to build a project and
affordability is impacted
• Existing policies may not be in alignment with this project’s
vision
• Existing ditch system structure not conducive to multi-
functional use of land
• Private property concerns, government involvement and how
far we go with regulating this
• Increased maintenance and enforcement costs, diluted efforts
may arise
• Increased costs to private developers may not be well received
especially on in-fill or re-development sites
LIMITATIONS:
• Availability of land
• Access to land, private access concerns
• Existing policies may not be in alignment with this project’s
vision
• Existing ditch system structure not conducive to multi-
functional use of land
• People not wanting to “share” their area – limited access
• Informal areas may not exist in gaps
• Increased maintenance costs, diluted efforts may arise
• Defining nature is difficult, which could make establishing a
baseline experience difficult, e.g., how do we convey that a
“poor quality area” from an ecological perspective still has
value?
Form Completed January 2014 This form is based on research by the City of Olympia and Evergreen State College
Packet Pg. 117
Attachment3.5: Nature in the City TBL Analysis (2512 : Nature in the City)
e. 45-54
f. 55-64
g. 65-74
h. 75+
i. Prefer not to answer
18) Is there anything else you would like to add?
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_________________________________
19) Would you like to join our email list?
Email: ____________________________
Please return this survey to Lindsay Ex via email at
lex@fcgov.com
Or mail to the following address:
Lindsay Ex, City of Fort Collins
PO Box 580
Fort Collins, CO 80522
15 NATURE IN THE CITY SURVEY – UPDATED JUNE 3, 2014
Packet Pg. 115
Attachment3.3: Phase One Survey Results (2512 : Nature in the City)
i. Lack of public transit or other
transportation
j. Lack of time
k. Other ______________________
8) Why do you choose to spend time in nature?
(rank top 3 reasons in order)
___ Escape from urban environment/
Fresh Air
___ Wildlife (intrinsic value or viewing),
Plants, Trees
___ Personal exercise or play
___ Family/group exercise or play
___ Convenience/It’s Close to Home
___ To Experience Beauty, Peace, or feel
Rejuvenated
___ To be Close to or Enjoy Water
___ To Walk My Dog/Pet
___ Wide Open Spaces
___ Other ______________________
9) Which of these values are most important in your
neighborhood to you? (rank top 3 values in order)
___ Escape from urban environment/
Fresh Air
___ Wildlife (intrinsic value or viewing),
Plants, Trees
___ Personal exercise or play
___ Family exercise or play
___ Convenience/It’s Close to Home
___ To Experience Beauty, Peace, or feel
Rejuvenated
___ To be Close to or Enjoy Water
___ To Walk My Dog/Pet
___ Wide Open Spaces
___ Other ______________________
14 NATURE IN THE CITY SURVEY – UPDATED JUNE 3, 2014
Packet Pg. 114
Attachment3.3: Phase One Survey Results (2512 : Nature in the City)
Escape from
the Urban
Environment
Wildlife,
Plants,
Trees
Family/group
exercise or
play
To
Experience
Beauty,
Peace or
feel
Rejuvenated
Escape from
the Urban
Environment
& To
Experience
Beauty,
Peace or
Feel
Rejuvenated
Escape from
the Urban
Environment
& To
Experience
Beauty,
Peace or
Feel
Rejuvenated
To Experience
Beauty, Peace
or feel
Rejuvenated
Wide
Open
Spaces
Third
Priority
To
Experience
Beauty,
Peace or
feel
Rejuvenated
& Wide
Open
Spaces
To
Experience
Beauty,
Peace or
feel
Rejuvenated
Personal
exercise or
play & To
Experience
Beauty,
Peace or
feel
Rejuvenated
Family/group
exercise or
play
Wide Open
Spaces
Personal
exercise or
play
Escape from
the Urban
Environment
13 NATURE IN THE CITY – OUTREACH SUMMARY – UPDATED SEPTEMBER 2014
Packet Pg. 113
Attachment3.3: Phase One Survey Results (2512 : Nature in the City)
Trees
Wildlife,
Plants, Trees
& Family
Exercise or
Play
Wildlife, Plants and
Trees and To Walk
my Dog/Pet
Wildlife, Plants, and
Trees & To
Experience Beauty,
Peace or feel
Rejuvenated
Third
Priority
To Experience
Beauty, Peace
or feel
Rejuvenated
To Experience
Beauty, Peace
or feel
Rejuvenated
Wildlife,
Plants, Trees
To Experience
Beauty, Peace
or feel
Rejuvenated
To Experience
Beauty, Peace
or feel
Rejuvenated
Personal exercise or
play; Family exercise
or play; and
Convenience/It’s
Close to Home
Analysis: How do project priorities compare across races?
Given the small number of respondents of different races, this analysis was not conducted for all races. However, as 5% of respondents were
Hispanic, the priorities for Hispanic respondents are as follows: (1) To Escape from the Urban Environment & to Experience Beauty, Peace or Feel
Rejuvenated; (2) Personal Exercise or Play; and (3) Convenience/It’s close to home. White respondents’ priorities were consistent with the overall
survey: (1) To Escape from the Urban Environment; (2) Wildlife, Plants, and Trees, and (3) To Experience Beauty, Peace or Feel Rejuvenated.
10 NATURE IN THE CITY – OUTREACH SUMMARY – UPDATED SEPTEMBER 2014
Packet Pg. 110
Attachment3.3: Phase One Survey Results (2512 : Nature in the City)
more
3%
35-44
21%
18-24
19%
25-34
17%
45-54
10%
55-64
10%
Under 18
9%
65-74
7% 75+
7%
Prefer not to
answer
0%
Packet Pg. 109
Attachment3.3: Phase One Survey Results (2512 : Nature in the City)
• Residents access nature within the
community primarily for personal recreation
or exercise; to escape from the urban
environment; and to observe wildlife, plants
and trees.
• When asked what this project should focus
on, given our current strengths and
weaknesses, four priorities emerged:
1. Provide opportunities to escape from
the urban environment
2. Increase connectivity and opportunities
for wildlife and plants (especially trees)
to thrive in the community
3. Provide places to find beauty, peace,
and relaxation
4. Provide more opportunities for personal
and group exercise or play, with an
emphasis on a connected network of
these opportunities.
1 NATURE IN THE CITY – SURVEY SUMMARY – UPDATED OCTOBER 2014
Packet Pg. 101
Attachment3.3: Phase One Survey Results (2512 : Nature in the City)
importance of education and the need to instill an
appreciation for nature into our children.
Finally, there was a generally agreed upon need
to provide additional clarity around open space
requirements in multi-family (or apartment) style
developments. Many residents expressed
concerns about the lack of open space in
recently approved developments.
WikiMap
Wikimaps are online, editable maps where
participants can provide feedback on specific
questions. In this exercise, respondents
identified where they access nature within the
City and where barriers to accessing nature
were.
These results will be available at the beginning of
October on the project’s webpage at
www.fcgov.com/natureinthecity.
4 NATURE IN THE CITY – OUTREACH SUMMARY – UPDATED SEPTEMBER 2014
Packet Pg. 99
Attachment3.2: Phase One Outreach Summary (2512 : Nature in the City)
Attachment3.2: Phase One Outreach Summary (2512 : Nature in the City)
Packet Pg. 97
Attachment3.2: Phase One Outreach Summary (2512 : Nature in the City)
• Chamber Local Legislative Affairs Commission
• Fort Collins Board of Realtors
• Fort Collins Museum of Discovery
• NoCo Economic Development Commission
• Drake Road Farmers Market
• Convention and Visitors Bureau
• Built Environment Work Group
• Video – Project Overview on Full Circle show
• Fort Collins Housing Authority Property
• Common Ground Food School
• IBMC
• Teaching Tree Early Childhood Center
• South Fort Collins Business Assoc.
• North Fort Collins Business Assoc.
• Riversong School
• La Familia
• Rocky Mountain High School
• Partnership with CSU Senior-Level Wildlife
Management Class
• Video “Nature in the City: What does this project
mean to you”
• Larimer County Farmers Market
• Sustainable Living Fair
1 NATURE IN THE CITY – OUTREACH SUMMARY – UPDATED SEPTEMBER 2014
Packet Pg. 96
Attachment3.2: Phase One Outreach Summary (2512 : Nature in the City)
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Packet Pg. 57
Attachment2.1: Adjusted BAU Forecast (2523 : Climate Action Plan - Strategies)
Packet Pg. 25
Attachment1.4: Home Efficiency Loan Program 2014 marketing sample materials (2524 : Utilities On-Bill Financing Pilot Program Review and
ratio
• Reductions to the Borrower’s monthly Utility
Obligations derived from improvements may be
considered at the underwriter’s discretion
List Total Monthly Income
Divide Total Obligations by Total Income to determine
DTI Ratio
Maximum total
monthly
obligations to
total monthly
income (Max
DTI Ratio).
50% Max DTI
Ratio
Maximum total
monthly
obligations to
total monthly
income (Max
DTI Ratio).
45% Max DTI
Ratio
Packet Pg. 23
Attachment1.3: Home Efficiency Loan Program Product Guideline, April 2014 (2524 : Utilities On-Bill Financing Pilot Program Review and
payments
Bankruptcy,
Foreclosure,
Repossession
None in the last 7 years None in the last 5 years
Unpaid Collection
Accounts, Judgments,
Tax Liens
No more than $2,500 No more than $2,500
Loan Amounts $1,000 to $15,000 $1,000 to $15,000
Packet Pg. 22
Attachment1.3: Home Efficiency Loan Program Product Guideline, April 2014 (2524 : Utilities On-Bill Financing Pilot Program Review and
eligibility and determine the scope of work within the approved measures and maximum loan terms. After the
work is completed and approved, service charges would remain on the bill for the loan term.
For rental or leased properties, the OBF Program includes additional steps, requirements and limitations. The
owner chooses to participate, with acknowledgement from the current tenant for service charges on the bill.
The scope of the project may be limited by the requirement that the service charges be less than the
expected total utility bill savings. Customer may only borrow funds up to the bill neutral service charge limit;
they may buy-down the total cost to reach this level. As a part of the loan agreement, the owner commits to
including notification language in their tenant lease for the service charge on the utility bill. After the work is
completed and approved, service charges would remain on the bill for the loan term. The billing system will be
configured to automatically revert the service charges to the owner for any period when the property may be
vacant (similar to Utilities Stormwater services).
Utility Billing System Customization
Fort Collins Utilities is using existing functionality within the billing system software to implement the Home
Efficiency Loan Program. However, in order to enable the transferability of the loan service charges in rental /
lease scenarios, the billing software requires customization. As noted above, the customization will allow the loan
service charges to work in a similar fashion to stormwater services. For stormwater, the charges are uniquely
calculated based on the characteristics of the premise (or property) and are always included in monthly billing,
Packet Pg. 8
party capital
Loan term 5, 7 or 10 years
Selected by applicant
5, 7, 10 or 15 years
Selected by applicant for
owner-occupied,
determined by bill
neutrality for rental/lease
Longer term provides for
lower payments and
options to be bill neutral for
rental/lease premises
Loan term cannot be longer
than savings measure
expected life
Customer Eligibility and Rental / Lease Properties
Attribute Current Recommendation Notes
Customer eligibility Electric customers for Add small business Most small business
Packet Pg. 7
application,
origination and
recording
FC fees are direct
costs
Default rate 0.25% 0% Limited data for
Fort Collins
Recording with County UCC filing is recorded
for all projects to provide
title notification
Recorded Deed of
Trust
See
recommendations
Rental market participation 15%, with over 20% in
the last year
1-3% for projects, 1
loan
See
recommendations
Transfer at time of sale 50% NA See
recommendations
Home audit cost $200 customer cost is
waived for 8 months to
encourage participation
Customer cost $60
Total cost ~$300
Audits in both
programs are
subsidized
Recommendations
A team comprised of staff from Utilities Energy Services, Billing, Finance and Information Technology, with
support from the City Attorney's Office and Finance Department, have developed a set of recommendations for
revisions to the current program. The recommendations fall into three areas:
Simplifying the application and program processes
Improving the loan terms, and
Revising the structure to address residential rental and business lease properties.
Packet Pg. 6
and lease
properties
Calculation of utility bills after upgrades to
be no more than 90% of pre-retrofit bills
Required by all
projects
Not required Yes, for rental
and lease
Packet Pg. 5