HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 03/10/2016 - CLIMATE ACTION PLAN (CAP) 2020 STRATEGIC PLAN - PLDATE:
STAFF:
March 10, 2016
Lindsay Ex, Environmental Program Manager
Jackie Kozak-Thiel, Chief Sustainabillity Officer
Jeff Mihelich, Deputy City Manager
Lucinda Smith, Environmental Sustainability Director
Mike Beckstead, Chief Financial Officer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Climate Action Plan (CAP) 2020 Strategic Plan - Planning and Implementation Update.
EXECUTIVE SUMMARY
The purpose of this item is to solicit Council’s feedback on the series of initiatives designed to achieve the City’s
2020 climate action goal of a 20% reduction in greenhouse gas emissions below 2005 levels. A total of 31
initiatives have been assessed in terms of cost and impact (via a model) and three potential pathways to achieve
the 2020 goals have been identified. Staff will seek Council’s feedback on the potential to invest in seven
initiatives that are shovel-ready, impactful, and provide critical resources necessary to achieve the 2020 goals.
Finally, staff will seek direction from Council on the willingness to explore a separate electricity rate structure for
Fort Collins (to include a more diversified energy mix) with Platte River in order to achieve the City’s goals.
In March 2015, City Council unanimously adopted some of the most ambitious goals in the nation to reduce
community greenhouse gas emissions: 20 percent below 2005 levels by 2020, 80 percent by 2030, and carbon
neutral by 2050. To achieve these goals, the 2015 Climate Action Plan (CAP) Framework lays out a number of
high level strategies in the areas of Buildings, Mobility, Energy Supply and Waste Reduction. Since then, a
significant amount of time and resources have gone into the development of a roadmap to reach the 2020 goals
with many positive results: an in-house model to quantify the cost/benefit of the various initiatives, three potential
paths to reach the City’s 2020 goals, executive and interdepartmental teams to support implementation,
significant public engagement, and initiatives that Council can invest in immediately.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does Council have feedback on the proposed initiatives outlined in the draft roadmap to the 2020 goals?
2. Are there any initiatives that Council would like to consider investing in immediately?
3. Is Council willing to consider exploring the potential for a separate rate structure (and more diversified
resource mix) with Platte River to achieve the City’s goals?
BACKGROUND / DISCUSSION
In 2015, City Council adopted updated community greenhouse gas goals:
20% below 2005 levels by 2020,
80% below 2005 by 2030, and
Carbon neutrality by the year 2050
Council also recognized the CAP Framework, which provides a high level assessment of steps needed to set Fort
Collins on the path to achieve these carbon emissions reduction goals. The CAP Framework did not determine
implementation details. Working out the details for implementation will involve an ongoing, iterative process of
assessing current progress, evaluating which actions can be taken now, considering new technologies and
partnerships, testing and scaling new solutions, and laying the groundwork today for projects in the future.
March 10, 2016 Page 2
Since the accelerated goals were adopted, staff has developed a committed City structure to support
achievement of the 2020 goals. A CAP Executive team was established to direct CAP planning and
implementation consisting of the following:
Deputy City Manager
Chief Financial Officer
Chief Sustainability Officer
Utilities Executive Director
Planning, Development, and Transportation Director
Environmental Services Director
CAP Program Manager
A Core Team of management-level staff and team leads from all Strategic Initiatives links the Executive Team to
the eleven teams of over 70 interdepartmental staff working together on the Climate Action Plan. The 11 Strategic
Initiative teams, which are tasked with identifying and planning potential initiatives that would help the City reach
its greenhouse gas emissions reductions goals, include:
Project Teams Support Teams
Energy Efficiency Performance Measurement
Clean Energy Financing Mechanisms
Multi-modal Planning and Development Messaging and Engagement
Road to Zero Waste Pilot Projects and District Scale Initiatives
Water and Land Use Climate Economy and Partnerships
Preparation, Adaptation, and Resilience
1
The Strategic Initiative teams also include the participation of 29 community members. These community
members have specific technical expertise and/or represent key community implementation partners and are
active participants in scoping, quantifying, and executing the initiatives.
CAP Mid-Cycle Budget Offers
In order to begin advancing toward the 2020 goal immediately, Council authorized funding in the 2016 Annual
Appropriations Ordinance to advance four initiatives:
Water Reclamation Biogas to Co-Gen site at the Drake Water Reclamation Facility - this waste to energy
project is scalable demonstration that will decrease the municipal emissions from 11.5% to 15% below
2005 levels.
Communication and Engagement around the Climate Action Plan - this offer provides consulting
resources to begin the process of engaging the business community, underserved communities, and City
employees in climate action planning efforts.
Energy Code Performance Program - as energy efficiency is a major area of CAP, this initiative is
intended to close the gap between policy and execution in green building code implementation.
Climate Economy Advisor - as financial support and business planning for CAP is critical to
implementation, this offer will improve our capacity in this area, including innovative public-private
partnerships.
1
Note: this team was placed on hold while the 2020 CAP Strategic Plan was developed, as the Strategic Plan focuses on
mitigation actions around climate change.
March 10, 2016 Page 3
Community Engagement
Since the September 2015 work session, staff has been actively engaging the community around climate action
(as outlined in the Public Engagement Plan; Attachment 2). In addition to this plan, a website
(www.fcgov.com/climateaction <http://www.fcgov.com/climateaction>) has been launched to share updates on
CAP progress in one easily accessible location. The website will also eventually link to a CAP Community
Dashboard that will track progress on metrics related to overall CAP goals and individual Strategic Initiative Team
actions.
Opportunities for citizens to engage in the planning process included an open house held in conjunction with
Colorado State University (CSU) on December 14, 2015 that drew over 170 community members to hear various
speakers on climate change and its impacts on the global, regional, and local scale. Community members were
then given the opportunity to share comments and feedback on the eleven Strategic Initiative teams’ proposed
initiatives and on CAP progress in general.
In addition to the December Open House, a Community Advisory Committee (CAC) was formed to guide and give
feedback on the development of the 2020 CAP Strategic Plan. The CAC is made up of fourteen high-level leaders
in our community with the diverse perspectives, support, resources, social networks, and expertise that will be
critical for successful implementation of the CAP. CAC members represent the City’s “triple helix” approach
(private sector, academia and government) and the three legs of the triple bottom line (economic, social, and
environmental).
Additional community engagement is being planned and will be ongoing until the City reaches its climate action
goals. A business engagement workshop will be held March 30 with the goal of working with businesses to
identify opportunities and barriers to participation in CAP programs. Engagement of City staff is also important for
the organization to lead by example. The Messaging and Engagement Strategic Initiative team is identifying
opportunities to utilize City staff as CAP ambassadors, so that staff can articulately engage the community both at
work and in their day-to-day life on the Climate Action Plan. In spring 2016, a second public open house will be
held to share more detailed information on the initiatives presented to City Council and to get community
feedback on the 2020 CAP Strategic Plan. In addition, plans to engage underserved populations around climate
issues will be developed this spring, and with feedback from the Community Advisory Committee.
Initiative Prioritization and Modeling
Since March 2015, staff has been exploring and identifying potential capital and pilot projects, policies, and
programs that will directly reduce or lay the groundwork for emissions reductions to reach the City’s 2020 goal.
Initially, 68 initiatives were identified by the Strategic Initiative teams; these initiatives were then prioritized
qualitatively based on the following criteria:
Potential to reduce greenhouse gases in the short- and long-term (2020, 2030, and 2050)
Anticipated benefits relative to costs
Critical dependencies/interdependencies
Market Readiness (ease to implement, acceptance)
Co-benefits (such as improved health, increased equity, etc.)
After ranking their initiatives based on these qualitative criteria, the teams identified 31 potential initiatives to
analyze from a quantitative perspective via the model (Attachment 5).
The Model
In order to quantitatively process these remaining 31 initiatives, a model has been developed to provide a
consistent method for quantifying the costs (to the community and the municipality) and benefits (emission
reductions and savings) associated with each of the initiatives. The model also includes information on how the
initiatives were quantified, i.e., whether reference data or best judgment was used. The model also includes
multiple cost/benefit analyses for each initiative.
March 10, 2016 Page 4
This model was developed in-house given the iterative nature of this planning effort. As technology and initiatives
evolve, we need to be able to estimate the impact of these changes. In addition, the model was developed using
best practices nationwide on estimating reductions and promotes transparent documentation of the data
assumptions that went into calculating the outputs. Ultimately, there is potential in the future to share the model
with other cities looking to analyze their climate action planning after Fort Collins.
Core variables that are universal among all initiatives, such as population growth, emissions factors, and the
number of buildings were entered into the model to be used by all teams. Afterwards, each team entered their
initiative-specific variables into the model, providing data such as estimated uptake of a specific program,
resource savings, and emissions reductions. More detail on the specific assumptions associated with each
initiative is described in Attachment 4.
As mentioned above, climate action planning is an iterative process. Thus, staff will be continually vetting data,
addressing uncertainties, considering alternatives and validating assumptions associated with the process. At this
stage, teams have entered the data associated with each initiative into the model and an initial vetting has taken
place. In order to address these varying levels of uncertainty, staff is currently conducting a sensitivity analysis on
each initiative to identify which assumptions are particularly central to that initiative’s outcomes, e.g., GHGs
reduced. Once those key data points are identified, staff will conduct another round of quality assurance/quality
control on these variables to ensure the uncertainty is minimized as much as possible.
Draft Roadmap to 2020
The initial output from the first round of modeling showed greenhouse gas emissions reductions from the 31
initiatives total about 542,000 tons, which exceeds the 2020 goal of 497,000 tons reduced by 9%. Initial modeling
also provided an estimated cost for the initiatives, including capital and operations and maintenance (O&M) costs
for the City and the community. With these impacts and cost data quantified, staff has developed three potential
pathways to reaching the City’s 2020 goal. Each of these pathways is briefly described below and additional detail
can be found in Attachment 5:
Pathway Number of
Strategies
Estimated
Reductions
(CO2e Tons)
Estimated Cost
(2016-2020)
Accelerated Pathway
Achieves the 2020 goals most quickly, regardless of
cost
13 501,000 $219,362,000
Cost Effective – 2020
Achieves the 2020 goals with the smallest investment
($ invested 2016-2020) for the most return
(emissions reduced 2016-2020)
17 496,400* $180,751,000
Cost Effective – 2050
Achieves the 2020 goals with the smallest investment
($ invested 2016-2020) for the most return over the
lifespan of the measure (emissions reduced 2016-
2050)
23 497,200 $248,250,000**
*Emission reductions in the Cost Effective-2020 scenario are just below the 2020 emission reduction target of 497,000.
**The total cost of the Cost Effective-2050 pathway is higher than the Cost Effective-2020 pathway, because in this scenario,
you invest in those initiatives that may have a higher upfront cost (2016-2020) but require fewer investments over the payback
period of an initiative.
Even based on these initial estimates, it is clear that these costs cannot be borne by the City alone. For these
reasons, staff proposed (and Council funded) a full-time Climate Economy Advisor and is currently proposing to
fund a financial analyst, both of whom will research and explore opportunities for innovative partnerships and
outside investment into the CAP initiatives.
Of the 31 initiatives entered into the model, the ten initiatives with the highest greenhouse gas reductions have a
combined impact of approximately 468,000 CO2e tons by 2020, which makes up 94% of the City’s 2020 goal.
Those top ten initiatives include projects like a power purchase agreement for a combined heat and power plant,
March 10, 2016 Page 5
which would generate an estimated 21,000 CO2e tons of reductions by 2020 with 2016 - 2020 costs at
approximately $4,605,000.
Other initiatives not found among the ten highest greenhouse gas reducing initiatives, such as the Building
Energy Scoring & Disclosure initiative, need to be implemented now in order to lay the groundwork for significant
emissions reductions in the future. Other initiatives have benefits such as improving air quality, promoting a
healthy lifestyle or engaging and benefiting all sectors of the community equally. In fact, of the 31 initiatives that
the Strategic Initiative teams prioritized, 13 have the potential to advance equity and 20 have beneficial health
impacts for the community. Initiatives with benefits outside of greenhouse gas reduction potential must be
considered as well.
Potential Initiatives for Immediate Implementation
In response to Council direction at the September 2015 Work Session to provide a list of initiatives that could be
funded in 2016, staff has identified 7 initiatives that are shovel-ready, impactful, and provide critical resources
necessary to achieve the 2020 goals. These initiatives are as follows:
INITIATIVE 2020 IMPACT
(CO2e tons)
COST TO THE CITY
(2016 CAPITAL &
O&M)
HUMAN
RESOURCES
NEEDED**
Initiatives with Impact
1. Energy Efficiency: Building Energy
Disclosure/Scoring (Rank 23)
2,000 $39,000 1 FTE
2. Energy Efficiency: Home and Business
Efficiency Portfolio (Rank 1, 5, 6, 8)
230,000 $931,000 1.5 FTE
3. Clean Energy: Solar Incentives &
Rebates (Rank 13)
9,000 $335,000 0.5 FTE
4. Road to Zero Waste: Municipal Green
Waste Sites (Rank 29)
100 $371,000 0.3 FTEs
Subtotal 241,100 $1,676,000 3.3 FTEs
Support Initiatives
5. CAP Program Support
CAP Program Manager
SSA Financial Analyst
Smart Grid and System
Operation Manager
Impact Enabler $148,000 3 FTEs
6. CAP Pilot Projects/Innovation Fund
HEAL ($60K)
CAP Innovation Summit ($25K)
Electrify Commercial Lawn and
Garden Equipment ($30K)
Carbon sequestration analysis
($75K)
Impact Enabler $190,000 -
7. Road to Zero Waste: Biomass
Feasibility Study
Impact Enabler
(2,000)
$75,000 -
March 10, 2016 Page 6
Subtotal $413,000 3 FTEs
Total 2016 Capital and O&M Costs $2,089,000 6.3 FTEs
*Reductions are based on full implementation 2016 thru 2020; all estimates rounded to the nearest thousand
**All FTE requests are included within the 2016 costs as O&M, but are only included based on an estimated start date of July
5 (see Attachment 3 for additional details on these initiatives and the ongoing costs associated with these positions).
Additional Option for Council Consideration at the March 10 Work Session
Based on an initial discussion between City staff and Platte River Power Authority, staff will also ask if Council
would like to consider exploring the potential for a separate rate structure (and more diversified resource mix) with
Platte River to achieve the City’s goals. During this discussion, Platte River indicated a willingness to provide a
more diversified energy mix (including a higher percentage of renewables) specifically for Fort Collins.
The implications of this option are that Fort Collins would have a separate rate structure than the other three
communities that own Platte River, and that this more diversified portfolio could lead to significant reductions in
2020 and toward achieving the City’s long-term greenhouse gas reduction goals. To further assess this option,
Platte River estimates that $50,000 would be required over a 6-12 month period.
Next Steps
While significant progress has been made toward developing clear pathways to achieve the 2020 goals, there is
still much work to be done. Next steps include the following:
If directed by City Council at the Work Session, staff will prepare the seven initiatives described above for
Council consideration via an appropriation Ordinance. Staff will also work with Platte River to explore a
separate rate structure for Fort Collins.
Staff will also continue the community engagement efforts to collect feedback to inform progress towards
the2020 CAP Strategic Plan.
By May 2016, a version of the 2020 CAP Strategic Plan will be available online for public comment.
After collecting the additional feedback and continuing work on the initiatives that will get the City to its
2020 goal, staff will provide a status update on the 2020 CAP Strategic Plan to Council in June 2016.
The City is also actively evaluating how it can achieve its own greenhouse gas reduction goals, with a
similar focus on the 2020 goal to reduce municipal emissions 20% below 2005 by 2020. Near-term
projects (which will be included in the 2017-2018 Budgeting for Outcomes process) will include energy
efficiency and fleet enhancements.
ATTACHMENTS
1. Work Session Summary, September 8, 2015 (PDF)
2. Public Engagement Plan (PDF)
3. 2020 CAP Strategic Plan - At a Glance Summary of Initiatives (PDF)
4. 2020 CAP Strategic Plan - Detailed Summary of Initiatives (PDF)
5. Initiatives that can be Invested in Immediately (PDF)
6. Community Advisory Committee Feedback on the Initiatives (PDF)
7. Power Point Presentation (PDF)
ATTACHMENT 1
2020 Climate Action Plan
Public Engagement Plan 1
PUBLIC ENGAGEMENT SUMMARY
PROJECT TITLE: 2020 Climate Action Plan
OVERALL PUBLIC INVOLVEMENT LEVEL: Engage
BOTTOM LINE QUESTION: City Council has set some aspirational goals for reducing our greenhouse gas
footprint – 20 percent reduction from 2005 base levels by 2020. What is our plan for getting there and
how do we involve the public in determining what those strategies are? How do we communicate what it
will cost the public or require of them?
KEY STAKEHOLDERS/AUDIENCES:
General public
o Homeowners
o Renters
o Employees
Businesses
o Small businesses
o Major employers
o Business associations including but not limited to:
Chamber Local Legislative Affairs Committee
Board of Realtors Governmental Affairs Committee
FC Utilities Key Accounts
North and South Fort Collins Business Associations
Underrepresented populations
o Lower income
o People with English as a second language
o Youth
o Senior citizens
City employees
Nonprofit organizations and academic institutions:
o PSD
o CSU
o Front Range CC
Service organizations including:
o Foothills Rotary Club
Environmental groups including:
o Community for Sustainable Energy
o Fort Collins Sustainability Group
o Colorado Clean Energy Cluster
o Northern Colorado Renewable Energy Society
City boards & Commissions
City Council
ATTACHMENT 2
2020 Climate Action Plan
Public Engagement Plan 2
Public engagement to date:
2016:
o March 3 – Energy Board
o March 1 – Rotary Club
o February 25 – First meeting of the Community Advisory Committee
o February 24 – North Fort Collins Business Association
o February 22 – CSU Class in Ecosystem Science and Sustainability Department (Practicing
Sustainability)
o February 4 – Energy Board
o January 21 – Colorado Clean Energy Cluster
2015:
o December 18 – Chamber Local Legislative Affairs Committee
o December 14 – Public Open House (attended by more than 160 people)
o December 3 – ClimateWise business outreach
o December 2 – CSU Class in the Human Dimensions of Natural Resources Department
o November 19 – ClimateWise business outreach
o November 12 – Community for Sustainable Energy and Fort Collins Sustainability Group
o November 10 – Board of Realtors Governmental Affairs Committee
o November 4 – Utilities Key Accounts Fall Meeting
o October 22 – ClimateWise business outreach
Scheduled:
March 7 – United Way employees
March 30 – Workshop with the Business Community
May 17 – Northern Colorado Renewable Energy Society
OBJECTIVES:
Provide resources for the public to understand the “why”
Explain CAP project goals, scope, process, and purpose
Provide information regarding existing programs, policies, and new strategies
Develop 2020 plan recommendations, based on community feedback
Offer information on actions individuals and organizations can take to support the CAP goals
PROMISE TO THE PUBLIC:
The public will come away with:
A better understanding of the City’s direction on the 2020 Climate Action Plan;
Some specific actions they can take to reduce their carbon footprint; and
An opportunity to be heard and provide ideas to staff on climate action.
We are committed to inclusion and equity and engaging a diverse range of stakeholders in the
planning process.
2020 Climate Action Plan
Public Engagement Plan 3
PUBLIC ENGAGEMENT STRATEGIES & TOOLS:
Primary key messaging:
The Climate Action Plan is a document that guides the community’s steps to reduce its greenhouse
gas emissions through a variety of strategies.
There are easy ways for every resident, business and organization to work toward these
aspirational goals. The City will provide a “choose your own adventure” web tool that will help
people easily find/make those choices.
As part of its Strategic Plan, the City views virtually all municipal decisions through a sustainability
or “triple-bottom line” lens that assesses economic, environmental and social impacts.
In March 2015, City Council approved new aspirational goals to reduce greenhouse gas
emissions by 20 percent below 2005 levels by 2020 and 80 percent by 2030 with a goal to be
carbon neutral by 2050. These goals are designed to inspire community-wide innovation, public-
private partnerships, and build on our community’s record of emissions reductions.
Since 2005, emissions have decreased 2.6% percent even while the City’s population grew 19
percent and economic activity grew 41 percent. Emissions are starting to creep up again so
getting more aspirational with our goals will require better technology and a shift in the way we
live our everyday lives (driving our cars less, etc.).
Stakeholder
Engagement
•Stakeholder roadshow
presentations
•Focus
groups/workshops for
specific audiences
•Citizen Advisory
Commmittee (first
meeting in February)
•Boards, Commissions
& City Council Work
Sessions
Public Events
•Open houses in
December 2015 and
March 2016
•Business workshop in
February 2016
•Booth presence at
events in spring,
summer with 2020
goals
•Speakers/panel
presentations
Online & Mobile
Activities
•Website
•Facebook, Twitter,
YouTube, Nextdoor,
IdeaLab
•Keypad polling at
events
•Cable 14 videos/event
coverage
•Questionnaires
•Lose-A-Watt app
Broadcast Outreach
•Project email list
•Newsletters/other
mail lists
2020 Climate Action Plan
Public Engagement Plan 4
TIMELINE:
Dec January February March April May
Strategic Initiative Teams Set
Priorities
2020
plan
finalized
Citizen Advisory Committee
Meets
Community Engagement
2020
plan
online
for public
comment
Council Work Session
March 10, 2016
Community Open Houses
Open Houses
Three public events will be held in late 2015/early 2016. (The December 2015 event was co-hosted with CSU
School of Global Environmental Sustainability Professors Diana Wall and Brian Dunbar; 160 people attended.)
December 14, 2015
5:30-7:30 p.m.
Galvanize
242 Linden St.
March/April 2016
March 30 – Business workshop (ClimateWise to
cosponsor) at Intel, 11:30 a.m. to 1:30 p.m.
TBD – Open house
Citizen Advisory Committee
The City in December announced members of the Community Advisory Committee who will help guide the
City's efforts on greenhouse gas emission reductions:
Steven Balderson, Larimer County
Stacey Baumgarn, Colorado State University
Hunter Buffington, Fort Collins Sustainability Group
Ann Hutchison, Fort Collins Area Chamber of Commerce
Fred Kirsch, Community for Sustainable Energy
Steve Kuehneman, Neighbor to Neighbor
Chadrick Martinez, Fort Collins Housing Authority
Whitney Romero, CSU/Environmental and Safety Investigations Inc.
Tim Seitz, Anheuser-Busch
Clinton Skutchan, Fort Collins Board of Realtors
Alan Strope, Northern Colorado Homebuilders Association
Trudy Trimbath, Poudre School District
Lynn Thompson, Fort Collins Homeless Coalition
Dana Villeneuve, New Belgium Brewing Co.
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Ψϭϰ Ψϭϯ
ϲ ,ŽŵĞ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲĂƐĞ Ϯϲ͕ϬϬϬ ϱ͘Ϯй ϭ ƵƐŝŶĞƐƐ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲĂƐĞ ΨϲϬ Ψϯϯ ϯ WůĂƚƚĞZŝǀĞƌZĞŶĞǁĂďůĞƐWƵƌĐŚĂƐĞ;dĂƌŝĨĨϳͿ ΨϮϮ ΨϮϮ
ϳ WŽǁĞƌWƵƌĐŚĂƐĞŐƌĞĞŵĞŶƚĨŽƌŽŵďŝŶĞĚ,ĞĂƚWŽǁĞƌ Ϯϭ͕ϬϬϬ ϰ͘Ϯй ϲ ,ŽŵĞ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲĂƐĞ Ψϳϳ ΨϮϮ ϲ ,ŽŵĞ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲĂƐĞ ΨϮϯ ;ΨϭϮϴͿ
ϴ ,ŽŵĞ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲ džƉĂŶĚĞĚ Ϯϭ͕ϬϬϬ ϰ͘Ϯй ϭϲ DD dƌŝƉZĞĚƵĐƚŝŽŶWƌŽŐƌĂŵƐ Ψϴϭ ;ΨϭϳϵͿ ϮZt ŽŵŵƵŶŝƚLJZĞĐLJĐůŝŶŐKƌĚŝŶĂŶĐĞ/ŵƉůĞŵĞŶƚĂƚŝŽŶ ΨϮϯ Ψϭϱ
ϵ DD ŚĂŶŐĞ>ĂŶĚhƐĞWĂƚƚĞƌŶƐ ϭϴ͕ϬϬϬ ϯ͘ϲй ϴ WŽǁĞƌWƵƌĐŚĂƐĞŐƌĞĞŵĞŶƚĨŽƌŽŵďŝŶĞĚ,ĞĂƚWŽǁĞƌ Ψϭϰϰ Ψϭϰϰ ϭ ƵƐŝŶĞƐƐ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲĂƐĞ ΨϮϱ ;ΨϭϰϳͿ
ϭϬ ^ŽůĂƌWŽǁĞƌWƵƌĐŚĂƐĞWƌŽŐƌĂŵ ϭϱ͕ϬϬϬ ϯ͘Ϭй ϭϰ >Θt ĂƌďŽŶ^ĞƋƵĞƐƚƌĂƚŝŽŶƚŚƌŽƵŐŚ ŶŚĂŶĐĞĚdƌĞĞ,ĞĂůƚŚ Ψϭϲϯ Ψϲϱ ϳ ,ŽŵĞ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲ džƉĂŶĚĞĚ ΨϮϳ ;ΨϭϭϴͿ
ϭϭ ŶĞƌŐLJŽĚĞWĞƌĨŽƌŵĂŶĐĞ ϭϯ͕ϬϬϬ Ϯ͘ϲй ϭϮ Zt ŽŶƐƚƌƵĐƚŝŽŶĂŶĚĞŵŽůŝƚŝŽŶ^ŽƌƚŝŶŐ&ĂĐŝůŝƚLJ Ψϭϴϱ Ψϭϱϯ ϱ ƵƐŝŶĞƐƐ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲ džƉĂŶĚĞĚ ΨϯϬ ;ΨϭϯϱͿ
ϭϮ Zt ŽŶƐƚƌƵĐƚŝŽŶĂŶĚĞŵŽůŝƚŝŽŶ^ŽƌƚŝŶŐ&ĂĐŝůŝƚLJ ϭϭ͕ϬϬϬ Ϯ͘Ϯй ϳ ,ŽŵĞ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲ džƉĂŶĚĞĚ ΨϮϱϯ Ψϵϳ ϰDD džƉĂŶĚĐŽŶŐĞƐƚŝŽŶŵĂŶĂŐĞŵĞŶƚƐLJƐƚĞŵ Ψϯϱ ;ΨϭϱϵͿ
ϭϯ hƚŝůŝƚŝĞƐZŽŽĨƚŽƉ^ŽůĂƌ/ŶĐĞŶƚŝǀĞƐ ϵ͕ϬϬϬ ϭ͘ϴй ϱ ƵƐŝŶĞƐƐ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲ džƉĂŶĚĞĚ ΨϮϵϮ ΨϭϮϵ ϭϮ Zt ŽŶƐƚƌƵĐƚŝŽŶĂŶĚĞŵŽůŝƚŝŽŶ^ŽƌƚŝŶŐ&ĂĐŝůŝƚLJ
Ψϱϭ Ψϯϯ
ϭϰ >Θt ĂƌďŽŶ^ĞƋƵĞƐƚƌĂƚŝŽŶƚŚƌŽƵŐŚ ŶŚĂŶĐĞĚdƌĞĞ,ĞĂůƚŚ ϴ͕ϬϬϬ ϭ͘ϲй Ϯϴ tĂƚĞƌdƌĞĂƚŵĞŶƚ&ĂĐŝůŝƚLJ,LJĚƌŽƉŽǁĞƌ Ψϯϴϭ ΨϮϵϯ Ϯϴ tĂƚĞƌdƌĞĂƚŵĞŶƚ&ĂĐŝůŝƚLJ,LJĚƌŽƉŽǁĞƌ Ψϲϰ ;ΨϴͿ
ϭϱ ŽŵŵƵŶŝƚLJ^ŚĂƌĞĚ^ŽůĂƌ ϱ͕ϬϬϬ ϭ͘Ϭй Ϯϰ Zt
ƌĂŬĞtĂƚĞƌZĞĐůĂŵĂƚŝŽŶ&ĂĐŝůŝƚLJŽͲ'ĞŶĞƌĂƚŝŽŶ^ŝƚĞͲ
ďĂƐĞ ΨϱϬϰ ΨϰϰϬ ϭϵ DD ŝĐLJĐůĞEĞƚǁŽƌŬΘZŝĚĞƌƐŚŝƉ/ŵƉƌŽǀĞŵĞŶƚƐ
Ψϲϵ ;ΨϭϬϬͿ
ϭϲ DD dƌŝƉZĞĚƵĐƚŝŽŶWƌŽŐƌĂŵƐ ϰ͕ϬϬϬ Ϭ͘ϴй ϭϭ ŶĞƌŐLJŽĚĞWĞƌĨŽƌŵĂŶĐĞ ΨϱϱϮ Ψϯϵϲ Ϯϭ ^ƚƌĞĞƚ>ŝŐŚƚŝŶŐhƉŐƌĂĚĞƐ Ψϲϵ ;ΨϱͿ
ϭϳ >Θt ĂƌďŽŶ^ĞƋƵĞƐƚƌĂƚŝŽŶƚŚƌŽƵŐŚ>ĂŶĚŽŶƐĞƌǀĂƚŝŽŶ ϰ͕ϬϬϬ Ϭ͘ϴй Ϯϯ Zt DƵŶŝĐŝƉĂůŝŽŵĂƐƐƵƌŶĞƌ Ψϲϰϲ Ψϲϭϱ ϭϰ >Θt ĂƌďŽŶ^ĞƋƵĞƐƚƌĂƚŝŽŶƚŚƌŽƵŐŚ ŶŚĂŶĐĞĚdƌĞĞ,ĞĂůƚŚ
Ψϵϰ ;ΨϯͿ
ϭϴ DD ŝĐLJĐůĞEĞƚǁŽƌŬΘZŝĚĞƌƐŚŝƉ/ŵƉƌŽǀĞŵĞŶƚƐ ϯ͕ϬϬϬ Ϭ͘ϲй ϭϯ hƚŝůŝƚŝĞƐZŽŽĨƚŽƉ^ŽůĂƌ/ŶĐĞŶƚŝǀĞƐ Ψϳϭϳ Ψϯϲϲ ϴ WŽǁĞƌWƵƌĐŚĂƐĞŐƌĞĞŵĞŶƚĨŽƌŽŵďŝŶĞĚ,ĞĂƚWŽǁĞƌ Ψϵϰ Ψϵϰ
ϭϵ Zt EĞŝŐŚďŽƌŚŽŽĚ&ŽŽĚ^ĐƌĂƉƐŽŵƉŽƐƚŝŶŐ ϯ͕ϬϬϬ Ϭ͘ϲй ϭϵ DD ŝĐLJĐůĞEĞƚǁŽƌŬΘZŝĚĞƌƐŚŝƉ/ŵƉƌŽǀĞŵĞŶƚƐ ΨϳϮϬ Ψϰϱϯ ϮϮ ƵŝůĚŝŶŐ ŶĞƌŐLJŝƐĐůŽƐƵƌĞĂŶĚ^ĐŽƌŝŶŐ ΨϭϬϭ ;ΨϭϴͿ
ϮϬ ^ƚƌĞĞƚ>ŝŐŚƚŝŶŐhƉŐƌĂĚĞƐ Ϯ͕ϬϬϬ Ϭ͘ϰй ϭϬ ^ŽůĂƌWŽǁĞƌWƵƌĐŚĂƐĞWƌŽŐƌĂŵ ΨϳϮϭ Ψϰϱϳ ϭϳ >Θt ĂƌďŽŶ^ĞƋƵĞƐƚƌĂƚŝŽŶƚŚƌŽƵŐŚ>ĂŶĚŽŶƐĞƌǀĂƚŝŽŶ ΨϭϬϲ ΨϭϬϲ
Ϯϭ Zt DƵŶŝĐŝƉĂůŝŽŵĂƐƐƵƌŶĞƌ Ϯ͕ϬϬϬ Ϭ͘ϰй Ϯϭ ^ƚƌĞĞƚ>ŝŐŚƚŝŶŐhƉŐƌĂĚĞƐ Ψϳϰϴ ΨϲϴϬ Ϯϯ Zt DƵŶŝĐŝƉĂůŝŽŵĂƐƐƵƌŶĞƌ Ψϭϭϭ Ψϵϯ
ϮϮ DD dƌĂŶƐŝƚ^LJƐƚĞŵ džƉĂŶƐŝŽŶ Ϯ͕ϬϬϬ Ϭ͘ϰй ϮϮ ƵŝůĚŝŶŐ ŶĞƌŐLJŝƐĐůŽƐƵƌĞĂŶĚ^ĐŽƌŝŶŐ ΨϴϭϮ Ψϲϳϲ Ϯϰ Zt
ƌĂŬĞtĂƚĞƌZĞĐůĂŵĂƚŝŽŶ&ĂĐŝůŝƚLJŽͲ'ĞŶĞƌĂƚŝŽŶ^ŝƚĞͲ
ďĂƐĞ Ψϭϭϵ Ψϰϲ
Ϯϯ ƵŝůĚŝŶŐ ŶĞƌŐLJ^ĐŽƌŝŶŐ Ϯ͕ϬϬϬ Ϭ͘ϰй Ϯϳ Zt
ƌĂŬĞtĂƚĞƌZĞĐůĂŵĂƚŝŽŶ&ĂĐŝůŝƚLJŽͲ'ĞŶĞƌĂƚŝŽŶ^ŝƚĞͲ
ĞdžƉĂŶĚĞĚ Ψϴϭϱ ΨϳϰϬ Ϯϳ Zt
ƌĂŬĞtĂƚĞƌZĞĐůĂŵĂƚŝŽŶ&ĂĐŝůŝƚLJŽͲ'ĞŶĞƌĂƚŝŽŶ^ŝƚĞͲ
ĞdžƉĂŶĚĞĚ ΨϭϮϵ Ψϱϱ
Ϯϰ DD &ƵĞů ĨĨŝĐŝĞŶƚĂŶĚ ůĞĐƚƌŝĐsĞŚŝĐůĞƐ Ϯ͕ϬϬϬ Ϭ͘ϰй ϭϱ ŽŵŵƵŶŝƚLJ^ŚĂƌĞĚ^ŽůĂƌ Ψϭ͕Ϭϯϳ Ψϲϲϱ ϭϱ ŽŵŵƵŶŝƚLJ^ŚĂƌĞĚ^ŽůĂƌ ΨϭϯϮ ;ΨϭϯͿ
Ϯϱ Zt
ƌĂŬĞtĂƚĞƌZĞĐůĂŵĂƚŝŽŶ&ĂĐŝůŝƚLJŽͲ'ĞŶĞƌĂƚŝŽŶ^ŝƚĞͲ
ĂƐĞ Ϯ͕ϬϬϬ Ϭ͘ϰй Ϯϵ Zt DƵŶŝĐŝƉĂůĞƉĂƌƚŵĞŶƚƐ'ƌĞĞŶͲǁĂƐƚĞŽŵƉŽƐƚŝŶŐ^ŝƚĞƐ Ψϯ͕ϳϭϭ Ψϯ͕ϲϴϭ ϭϯ
hƚŝůŝƚŝĞƐZŽŽĨƚŽƉ^ŽůĂƌ/ŶĐĞŶƚŝǀĞƐ Ψϭϰϴ ;ΨϲϳͿ
Ϯϲ Zt
ZĂŶŬ ^/dĞĂŵ/ŶŝƚŝĂƚŝǀĞƐ KϮĞdŽŶƐ й ŝƚLJĂƉŝƚĂů ŝƚLJKΘD ŝƚLJdŽƚĂů Žŵŵ͘ĂƉŝƚĂů Žŵŵ͘KΘD Žŵŵ͘dŽƚĂů dŽƚĂůŽƐƚƐ ŝƚLJ^ĂǀŝŶŐƐ Žŵŵ͘^ĂǀŝŶŐƐ dŽƚĂů^ĂǀŝŶŐƐ
ϭ ƵƐŝŶĞƐƐ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲĂƐĞ ϭϱϯ͕ϬϬϬ ϯϬ͘ϴй Ψϲ͕ϱϳϭ͕ϬϬϬ Ψϲ͕ϱϳϭ͕ϬϬϬ ΨϯϮ͕ϲϳϱ͕ϬϬϬ ΨϯϮ͕ϲϳϱ͕ϬϬϬ Ψϯϵ͕Ϯϰϲ͕ϬϬϬ Ψϳ͕ϵϬϵ͕ϬϬϬ ΨϭϬ͕ϬϱϬ͕ϬϬϬ Ψϭϳ͕ϵϱϵ͕ϬϬϬ
ϮZt ŽŵŵƵŶŝƚLJZĞĐLJĐůŝŶŐKƌĚŝŶĂŶĐĞ/ŵƉůĞŵĞŶƚĂƚŝŽŶ ϭϬϲ͕ϬϬϬ Ϯϭ͘ϯй Ψϯϱϱ͕ϬϬϬ Ψϯϱϱ͕ϬϬϬ ΨϬ ΨϮϭ͕ϬϴϮ͕ϬϬϬ ΨϮϭ͕ϬϴϮ͕ϬϬϬ ΨϮϭ͕ϰϯϳ͕ϬϬϬ ΨϬ Ψϳ͕ϯϭϬ͕ϬϬϬ Ψϳ͕ϯϭϬ͕ϬϬϬ
ϯ WůĂƚƚĞZŝǀĞƌZĞŶĞǁĂďůĞƐWƵƌĐŚĂƐĞ;dĂƌŝĨĨϳͿ ϰϮ͕ϬϬϬ ϴ͘ϱй ΨϬ Ψϲ͕ϭϳϲ͕ϬϬϬ Ψϲ͕ϭϳϲ͕ϬϬϬ ΨϬ ΨϬ ΨϬ Ψϲ͕ϭϳϲ͕ϬϬϬ ΨϬ ΨϬ
ϰDD džƉĂŶĚĐŽŶŐĞƐƚŝŽŶŵĂŶĂŐĞŵĞŶƚƐLJƐƚĞŵ ϯϲ͕ϬϬϬ ϳ͘Ϯй Ψϳ͕ϰϰϳ͕ϬϬϬ Ψϯϱϱ͕ϬϬϬ Ψϳ͕ϴϬϮ͕ϬϬϬ ΨϬ Ψϳ͕ϴϬϮ͕ϬϬϬ Ψϯϴ͕ϲϯϵ͕ϬϬϬ Ψϯϴ͕ϲϯϵ͕ϬϬϬ
ϱ ƵƐŝŶĞƐƐ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲ džƉĂŶĚĞĚ ϯϬ͕ϬϬϬ ϲ͘Ϭй Ψϯ͕Ϯϳϵ͕ϬϬϬ Ψϯ͕Ϯϳϵ͕ϬϬϬ Ψϭϴ͕ϵϯϰ͕ϬϬϬ Ψϭϴ͕ϵϯϰ͕ϬϬϬ ΨϮϮ͕Ϯϭϯ͕ϬϬϬ Ψϱ͕ϬϰϬ͕ϬϬϬ Ψϳ͕ϯϱϬ͕ϬϬϬ ΨϭϮ͕ϯϵϬ͕ϬϬϬ
ϲ ,ŽŵĞ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲĂƐĞ Ϯϲ͕ϬϬϬ ϱ͘Ϯй ΨϮ͕ϯϱϵ͕ϬϬϬ ΨϮ͕ϯϱϵ͕ϬϬϬ Ψϱ͕ϰϱϬ͕ϬϬϬ Ψϱ͕ϰϱϬ͕ϬϬϬ Ψϳ͕ϴϬϵ͕ϬϬϬ ΨϮ͕Ϭϴϯ͕ϬϬϬ Ψϯ͕ϰϱϬ͕ϬϬϬ Ψϱ͕ϱϯϯ͕ϬϬϬ
ϳ ,ŽŵĞ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲ džƉĂŶĚĞĚ Ϯϭ͕ϬϬϬ ϰ͘Ϯй Ψϯ͕ϵϬϱ͕ϬϬϬ Ψϯ͕ϵϬϱ͕ϬϬϬ Ψϵ͕Ϯϳϲ͕ϬϬϬ Ψϵ͕Ϯϳϲ͕ϬϬϬ Ψϭϯ͕ϭϴϭ͕ϬϬϬ ΨϮ͕ϵϱϮ͕ϬϬϬ Ψϱ͕ϮϬϱ͕ϬϬϬ Ψϴ͕ϭϱϳ͕ϬϬϬ
ϴ WŽǁĞƌWƵƌĐŚĂƐĞŐƌĞĞŵĞŶƚĨŽƌŽŵďŝŶĞĚ,ĞĂƚWŽǁĞƌ Ϯϭ͕ϬϬϬ ϰ͘Ϯй Ψϰ͕ϲϬϱ͕ϬϬϬ Ψϰ͕ϲϬϱ͕ϬϬϬ ΨϬ Ψϰ͕ϲϬϱ͕ϬϬϬ ΨϬ
ϵDD ŚĂŶŐĞ>ĂŶĚhƐĞWĂƚƚĞƌŶƐ ϭϴ͕ϬϬϬ ϯ͘ϲй Ψϭ͕ϭϰϯ͕ϬϬϬ Ψϭ͕ϭϰϯ͕ϬϬϬ ΨϬ Ψϭ͕ϭϰϯ͕ϬϬϬ Ψϭϭ͕ϲϲϭ͕ϬϬϬ Ψϭϭ͕ϲϲϭ͕ϬϬϬ
ϭϬ ^ŽůĂƌWŽǁĞƌWƵƌĐŚĂƐĞWƌŽŐƌĂŵ ϭϱ͕ϬϬϬ ϯ͘Ϭй Ψϱ͕ϴϭϭ͕ϬϬϬ Ψϱ͕ϴϭϭ͕ϬϬϬ ΨϮϴ͕Ϭϴϭ͕ϬϬϬ ΨϮϴ͕Ϭϴϭ͕ϬϬϬ Ψϯϯ͕ϴϵϮ͕ϬϬϬ Ψϯ͕ϵϴϳ͕ϬϬϬ Ψϴ͕ϰϮϰ͕ϬϬϬ ΨϭϮ͕ϰϭϭ͕ϬϬϬ
ϭϭ ŶĞƌŐLJŽĚĞWĞƌĨŽƌŵĂŶĐĞ ϭϯ͕ϬϬϬ Ϯ͘ϲй Ψϱϲϴ͕ϬϬϬ Ψϱϲϴ͕ϬϬϬ ΨϮϴ͕ϳϬϭ͕ϬϬϬ ΨϮϴ͕ϳϬϭ͕ϬϬϬ ΨϮϵ͕Ϯϲϵ͕ϬϬϬ ΨϮ͕ϴϭϬ͕ϬϬϬ Ψϱ͕ϰϱϳ͕ϬϬϬ Ψϴ͕Ϯϲϳ͕ϬϬϬ
ϭϮ Zt ŽŶƐƚƌƵĐƚŝŽŶĂŶĚĞŵŽůŝƚŝŽŶ^ŽƌƚŝŶŐ&ĂĐŝůŝƚLJ ϭϭ͕ϬϬϬ Ϯ͘Ϯй Ψϳ͕ϬϬϬ͕ϬϬϬ Ψϰϱϱ͕ϬϬϬ Ψϳ͕ϰϱϱ͕ϬϬϬ ΨϮ͕ϵϬϵ͕ϬϬϬ ΨϮ͕ϵϬϵ͕ϬϬϬ ΨϭϬ͕ϯϲϰ͕ϬϬϬ Ψϭ͕ϴϭϴ͕ϬϬϬ Ψϭ͕ϴϭϴ͕ϬϬϬ
ϭϯ hƚŝůŝƚŝĞƐZŽŽĨƚŽƉ^ŽůĂƌ/ŶĐĞŶƚŝǀĞƐ ϵ͕ϬϬϬ ϭ͘ϴй ΨϮ͕ϰϯϳ͕ϬϬϬ ΨϮ͕ϰϯϳ͕ϬϬϬ Ψϭϵ͕ϳϴϴ͕ϬϬϬ Ψϭϵ͕ϳϴϴ͕ϬϬϬ ΨϮϮ͕ϮϮϱ͕ϬϬϬ ΨϮ͕ϬϴϬ͕ϬϬϬ Ψϴ͕ϳϴϵ͕ϬϬϬ ΨϭϬ͕ϴϲϵ͕ϬϬϬ
ϭϰ >Θt ĂƌďŽŶ^ĞƋƵĞƐƚƌĂƚŝŽŶƚŚƌŽƵŐŚ ŶŚĂŶĐĞĚdƌĞĞ,ĞĂůƚŚ ϴ͕ϬϬϬ ϭ͘ϲй Ψϲ͕ϴϭϵ͕ϬϬϬ Ψϯϵ͕ϬϬϬ Ψϲ͕ϴϱϴ͕ϬϬϬ Ψϭϯϳ͕ϬϬϬ Ψϭϯϳ͕ϬϬϬ Ψϲ͕ϵϵϱ͕ϬϬϬ Ψϭ͕ϳϯϯ͕ϬϬϬ ΨϮ͕ϰϳϲ͕ϬϬϬ Ψϰ͕ϮϬϵ͕ϬϬϬ
ϭϱ ŽŵŵƵŶŝƚLJ^ŚĂƌĞĚ^ŽůĂƌ ϱ͕ϬϬϬ ϭ͘Ϭй Ψϴϳ͕ϬϬϬ Ψϭ͕ϴϬϱ͕ϬϬϬ Ψϭ͕ϴϵϮ͕ϬϬϬ Ψϭϭ͕ϱϴϴ͕ϬϬϬ Ψϭϭ͕ϱϴϴ͕ϬϬϬ Ψϭϯ͕ϰϴϬ͕ϬϬϬ Ψϯϴϵ͕ϬϬϬ Ψϰ͕ϰϰϬ͕ϬϬϬ Ψϰ͕ϴϮϵ͕ϬϬϬ
ϭϲ DD dƌŝƉZĞĚƵĐƚŝŽŶWƌŽŐƌĂŵƐ ϰ͕ϬϬϬ Ϭ͘ϴй Ψϴϴϲ͕ϬϬϬ Ψϴϴϲ͕ϬϬϬ ΨϬ Ψϴϴϲ͕ϬϬϬ ΨϮ͕ϴϱϬ͕ϬϬϬ ΨϮ͕ϴϱϬ͕ϬϬϬ
ϭϳ >Θt ĂƌďŽŶ^ĞƋƵĞƐƚƌĂƚŝŽŶƚŚƌŽƵŐŚ>ĂŶĚŽŶƐĞƌǀĂƚŝŽŶ ϰ͕ϬϬϬ Ϭ͘ϴй Ψϲϴ͕ϭϴϵ͕ϬϬϬ Ψϲϴ͕ϭϴϵ͕ϬϬϬ ΨϬ Ψϲϴ͕ϭϴϵ͕ϬϬϬ ΨϬ
ϭϴ Zt EĞŝŐŚďŽƌŚŽŽĚ&ŽŽĚ^ĐƌĂƉƐŽŵƉŽƐƚŝŶŐ ϯ͕ϬϬϬ Ϭ͘ϲй Ψϭϯϲ͕ϬϬϬ ΨϯϬ͕ϬϬϬ Ψϭϲϲ͕ϬϬϬ ΨϬ Ψϭϲϲ͕ϬϬϬ ΨϮϳϱ͕ϬϬϬ ΨϮϳϱ͕ϬϬϬ
ϭϵ DD ŝĐLJĐůĞEĞƚǁŽƌŬΘZŝĚĞƌƐŚŝƉ/ŵƉƌŽǀĞŵĞŶƚƐ ϯ͕ϬϬϬ Ϭ͘ϲй Ψϰ͕Ϯϱϱ͕ϬϬϬ Ψϭ͕ϱϬϭ͕ϬϬϬ Ψϱ͕ϳϱϲ͕ϬϬϬ ΨϬ Ψϱ͕ϳϱϲ͕ϬϬϬ ΨϮ͕ϭϮϵ͕ϬϬϬ ΨϮ͕ϭϮϵ͕ϬϬϬ
ϮϬ DD &ƵĞů ĨĨŝĐŝĞŶƚĂŶĚ ůĞĐƚƌŝĐsĞŚŝĐůĞƐ Ϯ͕ϬϬϬ Ϭ͘ϰй Ψϭ͕ϴϲϭ͕ϬϬϬ Ψϭ͕ϴϲϭ͕ϬϬϬ ΨϭϬ͕ϰϭϬ͕ϬϬϬ ΨϭϬ͕ϰϭϬ͕ϬϬϬ ΨϭϮ͕Ϯϳϭ͕ϬϬϬ Ψϳ͕ϭϵϳ͕ϬϬϬ Ψϳ͕ϭϵϳ͕ϬϬϬ
Ϯϭ ^ƚƌĞĞƚ>ŝŐŚƚŝŶŐhƉŐƌĂĚĞƐ Ϯ͕ϬϬϬ Ϭ͘ϰй Ψϰ͕ϰϴϯ͕ϬϬϬ Ψϱ͕ϬϬϬ Ψϰ͕ϰϴϴ͕ϬϬϬ ΨϬ Ψϰ͕ϰϴϴ͕ϬϬϬ ΨϰϬϲ͕ϬϬϬ ΨϰϬϲ͕ϬϬϬ
ϮϮ ƵŝůĚŝŶŐ ŶĞƌŐLJŝƐĐůŽƐƵƌĞĂŶĚ^ĐŽƌŝŶŐ Ϯ͕ϬϬϬ Ϭ͘ϰй Ψϱϲϴ͕ϬϬϬ Ψϱϲϴ͕ϬϬϬ ΨϮ͕ϲϳϵ͕ϬϬϬ ΨϮ͕ϲϳϵ͕ϬϬϬ Ψϯ͕Ϯϰϳ͕ϬϬϬ Ψϭϲϳ͕ϬϬϬ Ψϯϳϲ͕ϬϬϬ Ψϱϰϯ͕ϬϬϬ
Ϯϯ Zt DƵŶŝĐŝƉĂůŝŽŵĂƐƐƵƌŶĞƌ Ϯ͕ϬϬϬ Ϭ͘ϰй Ψϱ͕ϭϰϯ͕ϬϬϬ ΨϮϱ͕ϬϬϬ Ψϱ͕ϭϲϴ͕ϬϬϬ ΨϬ Ψϱ͕ϭϲϴ͕ϬϬϬ ΨϮϰϴ͕ϬϬϬ ΨϮϰϴ͕ϬϬϬ
Ϯϰ Zt
ƌĂŬĞtĂƚĞƌZĞĐůĂŵĂƚŝŽŶ&ĂĐŝůŝƚLJŽͲ'ĞŶĞƌĂƚŝŽŶ^ŝƚĞͲďĂƐĞ
Ϯ͕ϬϬϬ
Ϭ͘ϰй Ψϯ͕ϱϬϬ͕ϬϬϬ ΨϮϵ͕ϬϬϬ Ψϯ͕ϱϮϵ͕ϬϬϬ ΨϬ Ψϯ͕ϱϮϵ͕ϬϬϬ ΨϰϱϮ͕ϬϬϬ ΨϰϱϮ͕ϬϬϬ
Ϯϱ DD dƌĂŶƐŝƚ^LJƐƚĞŵ džƉĂŶƐŝŽŶ Ϯ͕ϬϬϬ Ϭ͘ϰй Ψϵ͕ϯϯϯ͕ϬϬϬ Ψϯϰ͕ϰϱϭ͕ϬϬϬ Ψϰϯ͕ϳϴϰ͕ϬϬϬ Ψϭ͕ϬϬϬ Ψϭ͕ϬϬϬ Ψϰϯ͕ϳϴϱ͕ϬϬϬ Ψϭ͕ϭϴϯ͕ϬϬϬ Ψϭ͕ϭϴϯ͕ϬϬϬ
Ϯϲ DD /ŵƉƌŽǀĞƉĞĚĞƐƚƌŝĂŶŶĞƚǁŽƌŬ ϭ͕ϬϬϬ Ϭ͘Ϯй Ψϭϳ͕ϱϱϮ͕ϬϬϬ ΨϱϯϮ͕ϬϬϬ Ψϭϴ͕Ϭϴϰ͕ϬϬϬ ΨϬ Ψϭϴ͕Ϭϴϰ͕ϬϬϬ ΨϰϮϭ͕ϬϬϬ ΨϰϮϭ͕ϬϬϬ
Ϯϳ Zt
ƌĂŬĞtĂƚĞƌZĞĐůĂŵĂƚŝŽŶ&ĂĐŝůŝƚLJŽͲ'ĞŶĞƌĂƚŝŽŶ^ŝƚĞͲĞdžƉĂŶĚĞĚ
ϳϬϬ
Ϭ͘ϭй ΨϮ͕ϰϰϯ͕ϬϬϬ Ψϯ͕ϬϬϬ ΨϮ͕ϰϰϲ͕ϬϬϬ ΨϬ ΨϮ͕ϰϰϲ͕ϬϬϬ ΨϮϮϲ͕ϬϬϬ ΨϮϮϲ͕ϬϬϬ
Ϯϴ tĂƚĞƌdƌĞĂƚŵĞŶƚ&ĂĐŝůŝƚLJ,LJĚƌŽƉŽǁĞƌ ϰϬϬ Ϭ͘ϭй Ψϳϯϴ͕ϬϬϬ ΨϮϰ͕ϬϬϬ ΨϳϲϮ͕ϬϬϬ ΨϬ ΨϳϲϮ͕ϬϬϬ Ψϭϳϳ͕ϬϬϬ Ψϭϳϳ͕ϬϬϬ
Ϯϵ Zt DƵŶŝĐŝƉĂůĞƉĂƌƚŵĞŶƚƐ'ƌĞĞŶͲǁĂƐƚĞŽŵƉŽƐƚŝŶŐ^ŝƚĞƐ ϭϬϬ Ϭ͘Ϭй Ψϯϳϭ͕ϬϬϬ ΨϭϬϬ Ψϯϳϭ͕ϭϬϬ ΨϬ Ψϯϳϭ͕ϭϬϬ Ψϯ͕ϬϬϬ Ψϯ͕ϬϬϬ
ϯϬ >Θt hƚŝůŝƚŝĞƐ>ĂŶĚƐĐĂƉĞ/ƌƌŝŐĂƚŝŽŶ/ŶĐĞŶƚŝǀĞƐ ϲϬ Ϭ͘Ϭй ΨϬ ΨϮϲϮ͕ϬϬϬ ΨϮϲϮ͕ϬϬϬ ΨϲϬϬ͕ϬϬϬ ΨϲϬϬ͕ϬϬϬ ΨϴϲϮ͕ϬϬϬ ΨϮϳ͕ϬϬϬ Ψϭϵϴ͕ϬϬϬ ΨϮϮϱ͕ϬϬϬ
ϯϭ Zt DƵŶŝĐŝƉĂůŝŽŵĂƐƐƵƌŶĞƌ&ĞĂƐŝďŝůŝƚLJ^ƚƵĚLJ Ϭ Ϭ͘Ϭй Ψϳϱ͕ϬϬϬ Ψϳϱ͕ϬϬϬ ΨϬ Ψϳϱ͕ϬϬϬ ΨϬ
ϱϰϮ͕ϮϲϬ ϭϬϵ͘ϭй Ψϲϵ͕ϯϴϮ͕ϬϬϬ Ψϭϰϴ͕ϮϮϵ͕ϭϬϬ ΨϮϭϳ͕ϲϭϭ͕ϭϬϬ Ψϭϱϳ͕ϳϳϯ͕ϬϬϬ Ψϯϰ͕ϱϯϴ͕ϬϬϬ ΨϭϵϮ͕ϯϭϭ͕ϬϬϬ ΨϰϬϵ͕ϵϮϮ͕ϭϬϬ ΨϯϬ͕ϲϴϲ͕ϬϬϬ ΨϭϮϵ͕ϳϬϭ͕ϬϬϬ ΨϭϲϬ͕ϯϴϳ͕ϬϬϬ
ϮϬϮϬ'ŽĂů ϰϵϳ͕ϬϬϬ
ZĞŵĂŝŶŝŶŐƌĞĚƵĐƚŝŽŶƐŶĞĞĚĞĚ Ͳϰϱ͕ϮϲϬ
EŽƚĞƐ͗
ϭ͘KϮĞdŽŶƐŝƐĂƚĞƌŵƚŚĂƚŵĞĂŶƐƚŽŶƐŽĨĐĂƌďŽŶĚŝŽdžŝĚĞĞƋƵŝǀĂůĞŶƚ͘ ƐƐĞŶƚŝĂůůLJ͕ŝƚŝƐĂĐŽŶǀĞƌƐŝŽŶŽĨĂůůŽĨƚŚĞŐƌĞĞŶŚŽƵƐĞŐĂƐƉŽůůƵƚĂŶƚƐ;ŽĨǁŚŝĐŚƚŚĞŵĂŝŶŽŶĞƐĂƌĞĐĂƌďŽŶĚŝŽdžŝĚĞ;KϮͿ͕ŵĞƚŚĂŶĞ;,ϰͿ͕ŶŝƚƌŽƵƐŽdžŝĚĞ;EϮKͿ͕ĂŶĚŽnjŽŶĞ͕ŝŶƚŽĂĐŽŵŵŽŶĨƌĂŵĞǁŽƌŬƚŽĂƐƐĞƐƐ
ƌĞĚƵĐƚŝŽŶƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚĐůŝŵĂƚĞĂĐƚŝŽŶƐƚƌĂƚĞŐŝĞƐ͘
Ϯ͘ůůŽĨƚŚĞĚĂƚĂƉƌŽǀŝĚĞĚŝŶƚŚŝƐƚĂďůĞĂƌĞŝŶŝƚŝĂůĞƐƚŝŵĂƚĞƐĂŶĚǁŝůůĐŽŶƚŝŶƵĞƚŽďĞƌĞĨŝŶĞĚƚŚƌŽƵŐŚŽƵƚƚŚĞĚĞǀĞůŽƉŵĞŶƚŽĨƚŚĞϮϬϮϬW^ƚƌĂƚĞŐŝĐWůĂŶ͘ĚĚŝƚŝŽŶĂůůLJ͕ĂƐŶĞǁƚĞĐŚŶŽůŽŐŝĞƐ͕ƉĂƌƚŶĞƌƐŚŝƉƐ͕ĂŶĚŝŶŶŽǀĂƚŝŽŶƐĞŵĞƌŐĞ͕ƚŚĞŝŵƉĂĐƚĂŶĚĐŽƐƚŽĨǀĂƌŝŽƵƐƐƚƌĂƚĞŐŝĞƐǁŝůů
ĐŚĂŶŐĞ͘dŚĞĚĞǀĞůŽƉŵĞŶƚŽĨŝŶŝƚŝĂƚŝǀĞƐ͕ĂŶĚƚŚĞƌĞĨŝŶĞŵĞŶƚŽĨƚŚĞŝŵƉĂĐƚĂŶĚĐŽƐƚĚĂƚĂ͕ǁŝůůďĞĂŶŝƚĞƌĂƚŝǀĞƉƌŽĐĞƐƐ͘
ϯ͘ĚŝƐĐŽƵŶƚƌĂƚĞŽĨϱйǁĂƐƵƐĞĚĨŽƌĂůůĞƐƚŝŵĂƚĞƐ͘
^ƚƌĂƚĞŐLJdĞĂŵĂŶĚ/ŶŝƚŝĂƚŝǀĞƐ
KǀĞƌĂůůdŽƚĂů
/ŵƉĂĐƚ
;ŝŶϮϬϮϬͿ
/ŶǀĞƐƚŵĞŶƚƐZĞƋƵŝƌĞĚƚŽĐŚŝĞǀĞƚŚĞ/ŵƉĂĐƚƐ;KϮĞƚŽŶƐͿͲƵŵƵůĂƚŝǀĞϮϬϭϲͲϮϬϮϬ/ŶǀĞƐƚŵĞŶƚƐ
/ŶǀĞƐƚŵĞŶƚZĞƋƵŝƌĞĚ;ŝƚLJĂŶĚŽŵŵƵŶŝƚLJͿ
^ĂǀŝŶŐƐĨƌŽŵ/ŶǀĞƐƚŵĞŶƚƐ
;ŝƚLJĂŶĚŽŵŵƵŶŝƚLJͿ
ϮϬϮϬ/ŵƉĂĐƚƐ
;KϮĞƚŽŶƐͿ
dŚŝƐĚŽĐƵŵĞŶƚŝŶĐůƵĚĞƐƚŚĞŝŵƉĂĐƚŽĨƚŚĞǀĂƌŝŽƵƐƐƚƌĂƚĞŐŝĞƐĂƐǁĞůůĂƐƚŚĞŝŶǀĞƐƚŵĞŶƚƐƌĞƋƵŝƌĞĚƚŽĂĐŚŝĞǀĞƚŚĞƐĞŝŵƉĂĐƚƐ;ďŽƚŚĨƌŽŵĂĐŽŵŵƵŶŝƚLJĂŶĚŵƵŶŝĐŝƉĂůŽƌŐĂŶŝnjĂƚŝŽŶƉĞƌƐƉĞĐƚŝǀĞͿďĞƚǁĞĞŶϮϬϭϲͲϮϬϮϬͿ͘ůůŝŶŝƚŝĂƚŝǀĞƐĂƌĞƐŽƌƚĞĚďLJŝŵƉĂĐƚŝŶƚŚĞLJĞĂƌϮϬϮϬ͘
/ŶŝƚŝĂƚŝǀĞƐΗƚĂ'ůĂŶĐĞΗͲ/ŵƉĂĐƚƐĂŶĚ/ŶǀĞƐƚŵĞŶƚƐƚŽĐŚŝĞǀĞƚŚĞϮϬϮϬ'ŽĂůƐ
/ŵƉĂĐƚ
;ϮϬϭϲͲϮϬϮϬͿ
ZĂŶŬ ^/dĞĂŵ/ŶŝƚŝĂƚŝǀĞƐ KϮ
ĞdŽŶƐ й KϮ
ĞdŽŶƐ 'ƌŽƐƐŽƐƚ ŽƐƚͬ',' EĞƚŽƐƚ ŽƐƚͬ',' KϮ
ĞdŽŶƐ ŽƐƚƐ ŽƐƚͬ',' ^ĂǀŝŶŐƐ ŽƐƚƐͲ^ĂǀŝŶŐƐ ŽƐƚͬ','
ϭ ƵƐŝŶĞƐƐ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲĂƐĞ ϭϱϯ͕ϬϬϬ ϯϬ͘ϴй ϲϱϯ͕ϬϬϬ Ψϯϵ͕Ϯϰϲ͕ϬϬϬ ΨϲϬ ΨϮϭ͕Ϯϴϳ͕ϬϬϬ Ψϯϯ ϴ͕ϵϱϯ͕ϬϬϬ ΨϮϮϰ͕ϴϭϬ͕ϬϬϬ ΨϮϱ Ψϭ͕ϱϰϯ͕ϳϲϲ͕ϬϬϬ ͲΨϭ͕ϯϭϴ͕ϵϱϲ͕ϬϬϬ ͲΨϭϰϳ
ϮZt ŽŵŵƵŶŝƚLJZĞĐLJĐůŝŶŐKƌĚŝŶĂŶĐĞ/ŵƉůĞŵĞŶƚĂƚŝŽŶ ϭϬϲ͕ϬϬϬ Ϯϭ͘ϯй ϰϭϯ͕ϬϬϬ ΨϮϭ͕ϰϯϳ͕ϬϬϬ ΨϱϮ Ψϭϰ͕ϭϮϳ͕ϬϬϬ Ψϯϰ ϰ͕ϴϭϭ͕ϬϬϬ ΨϭϭϮ͕ϲϲϬ͕ϬϬϬ ΨϮϯ Ψϰϭ͕ϴϱϮ͕ϬϬϬ ΨϳϬ͕ϴϬϴ͕ϬϬϬ Ψϭϱ
ϯ WůĂƚƚĞZŝǀĞƌZĞŶĞǁĂďůĞƐWƵƌĐŚĂƐĞ;dĂƌŝĨĨϳͿ ϰϮ͕ϬϬϬ ϴ͘ϱй Ϯϭϭ͕ϬϬϬ Ψϲ͕ϭϳϲ͕ϬϬϬ ΨϮϵ Ψϲ͕ϭϳϲ͕ϬϬϬ ΨϮϵ ϭ͕ϰϱϭ͕ϬϬϬ Ψϯϭ͕ϮϮϱ͕ϬϬϬ ΨϮϮ ΨϬ Ψϯϭ͕ϮϮϱ͕ϬϬϬ ΨϮϮ
ϰDD džƉĂŶĚĐŽŶŐĞƐƚŝŽŶŵĂŶĂŐĞŵĞŶƚƐLJƐƚĞŵ ϯϲ͕ϬϬϬ ϳ͘Ϯй ϭϰϲ͕ϬϬϬ Ψϳ͕ϴϬϮ͕ϬϬϬ Ψϱϯ ͲΨϯϬ͕ϴϯϳ͕ϬϬϬ ͲΨϮϭϭ ϭ͕ϬϮϰ͕ϬϬϬ Ψϯϱ͕ϲϮϰ͕ϬϬϬ Ψϯϱ Ψϭϵϴ͕ϰϯϯ͕ϬϬϬ ͲΨϭϲϮ͕ϴϬϵ͕ϬϬϬ ͲΨϭϱϵ
ϱ ƵƐŝŶĞƐƐ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲ džƉĂŶĚĞĚ ϯϬ͕ϬϬϬ ϲ͘Ϭй ϳϲ͕ϬϬϬ ΨϮϮ͕Ϯϭϯ͕ϬϬϬ ΨϮϵϮ Ψϵ͕ϴϮϯ͕ϬϬϬ ΨϭϮϵ ϯ͕ϯϳϰ͕ϬϬϬ ΨϭϬϭ͕ϯϭϳ͕ϬϬϬ ΨϯϬ Ψϱϱϱ͕ϳϭϲ͕ϬϬϬ ͲΨϰϱϰ͕ϯϵϵ͕ϬϬϬ ͲΨϭϯϱ
ϲ ,ŽŵĞ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲĂƐĞ Ϯϲ͕ϬϬϬ ϱ͘Ϯй ϭϬϮ͕ϬϬϬ Ψϳ͕ϴϬϵ͕ϬϬϬ Ψϳϳ ΨϮ͕Ϯϳϲ͕ϬϬϬ ΨϮϮ ϭ͕ϴϭϵ͕ϬϬϬ Ψϰϭ͕ϴϵϴ͕ϬϬϬ ΨϮϯ ΨϮϳϰ͕ϴϬϱ͕ϬϬϬ ͲΨϮϯϮ͕ϵϬϳ͕ϬϬϬ ͲΨϭϮϴ
ϳ ,ŽŵĞ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲ džƉĂŶĚĞĚ Ϯϭ͕ϬϬϬ ϰ͘Ϯй ϱϮ͕ϬϬϬ Ψϭϯ͕ϭϴϭ͕ϬϬϬ ΨϮϱϯ Ψϱ͕ϬϮϰ͕ϬϬϬ Ψϵϳ ϯ͕Ϭϯϯ͕ϬϬϬ ΨϴϮ͕ϴϬϱ͕ϬϬϬ ΨϮϳ Ψϰϯϵ͕ϵϴϵ͕ϬϬϬ ͲΨϯϱϳ͕ϭϴϰ͕ϬϬϬ ͲΨϭϭϴ
ϴ WŽǁĞƌWƵƌĐŚĂƐĞŐƌĞĞŵĞŶƚĨŽƌŽŵďŝŶĞĚ,ĞĂƚWŽǁĞƌ Ϯϭ͕ϬϬϬ ϰ͘Ϯй ϯϮ͕ϬϬϬ Ψϰ͕ϲϬϱ͕ϬϬϬ Ψϭϰϰ Ψϰ͕ϲϬϱ͕ϬϬϬ Ψϭϰϰ ϰϴϯ͕ϬϬϬ Ψϰϱ͕ϰϮϬ͕ϬϬϬ Ψϵϰ ΨϬ Ψϰϱ͕ϰϮϬ͕ϬϬϬ Ψϵϰ
ϵDD ŚĂŶŐĞ>ĂŶĚhƐĞWĂƚƚĞƌŶƐ ϭϴ͕ϬϬϬ ϯ͘ϲй ϰϱ͕ϬϬϬ Ψϭ͕ϭϰϯ͕ϬϬϬ ΨϮϱ ͲΨϭϬ͕ϱϭϴ͕ϬϬϬ ͲΨϮϯϰ ϭ͕ϯϰϯ͕ϬϬϬ Ψϯ͕ϱϵϭ͕ϬϬϬ Ψϯ ΨϮϯϰ͕ϴϬϳ͕ϬϬϬ ͲΨϮϯϭ͕Ϯϭϲ͕ϬϬϬ ͲΨϭϳϮ
ϭϬ ^ŽůĂƌWŽǁĞƌWƵƌĐŚĂƐĞWƌŽŐƌĂŵ ϭϱ͕ϬϬϬ ϯ͘Ϭй ϰϳ͕ϬϬϬ Ψϯϯ͕ϴϵϮ͕ϬϬϬ ΨϳϮϭ ΨϮϭ͕ϰϴϭ͕ϬϬϬ Ψϰϱϳ ϰϬϰ͕ϬϬϬ ΨϳϮ͕ϱϯϴ͕ϬϬϬ ΨϭϴϬ Ψϰϵ͕ϳϴϰ͕ϬϬϬ ΨϮϮ͕ϳϱϰ͕ϬϬϬ Ψϱϲ
ϭϭ ŶĞƌŐLJŽĚĞWĞƌĨŽƌŵĂŶĐĞ ϭϯ͕ϬϬϬ Ϯ͘ϲй ϱϯ͕ϬϬϬ ΨϮϵ͕Ϯϲϵ͕ϬϬϬ ΨϱϱϮ ΨϮϭ͕ϬϬϮ͕ϬϬϬ Ψϯϵϲ ϵϲϬ͕ϬϬϬ ΨϭϴϮ͕ϰϭϴ͕ϬϬϬ ΨϭϵϬ Ψϭϯϯ͕ϴϵϲ͕ϬϬϬ Ψϰϴ͕ϱϮϮ͕ϬϬϬ Ψϱϭ
ϭϮ Zt ŽŶƐƚƌƵĐƚŝŽŶĂŶĚĞŵŽůŝƚŝŽŶ^ŽƌƚŝŶŐ&ĂĐŝůŝƚLJ ϭϭ͕ϬϬϬ Ϯ͘Ϯй ϱϲ͕ϬϬϬ ΨϭϬ͕ϯϲϰ͕ϬϬϬ Ψϭϴϱ Ψϴ͕ϱϰϲ͕ϬϬϬ Ψϭϱϯ ϯϴϳ͕ϬϬϬ Ψϭϵ͕ϳϮϮ͕ϬϬϬ Ψϱϭ Ψϲ͕ϴϳϳ͕ϬϬϬ ΨϭϮ͕ϴϰϱ͕ϬϬϬ Ψϯϯ
ϭϯ hƚŝůŝƚŝĞƐZŽŽĨƚŽƉ^ŽůĂƌ/ŶĐĞŶƚŝǀĞƐ ϵ͕ϬϬϬ ϭ͘ϴй ϯϭ͕ϬϬϬ ΨϮϮ͕ϮϮϱ͕ϬϬϬ Ψϳϭϳ Ψϭϭ͕ϯϱϲ͕ϬϬϬ Ψϯϲϲ Ϯϱϱ͕ϬϬϬ Ψϯϳ͕ϴϯϳ͕ϬϬϬ Ψϭϰϴ Ψϱϰ͕ϵϭϬ͕ϬϬϬ ͲΨϭϳ͕Ϭϳϯ͕ϬϬϬ ͲΨϲϳ
ϭϰ >Θt ĂƌďŽŶ^ĞƋƵĞƐƚƌĂƚŝŽŶƚŚƌŽƵŐŚ ŶŚĂŶĐĞĚdƌĞĞ,ĞĂůƚŚ ϴ͕ϬϬϬ ϭ͘ϲй ϰϯ͕ϬϬϬ Ψϲ͕ϵϵϱ͕ϬϬϬ Ψϭϲϯ ΨϮ͕ϳϴϲ͕ϬϬϬ Ψϲϱ ϮϴϬ͕ϬϬϬ ΨϮϲ͕ϯϬϱ͕ϬϬϬ Ψϵϰ ΨϮϳ͕Ϯϱϳ͕ϬϬϬ ͲΨϵϱϮ͕ϬϬϬ ͲΨϯ
ϭϱ ŽŵŵƵŶŝƚLJ^ŚĂƌĞĚ^ŽůĂƌ ϱ͕ϬϬϬ ϭ͘Ϭй ϭϯ͕ϬϬϬ Ψϭϯ͕ϰϴϬ͕ϬϬϬ Ψϭ͕Ϭϯϳ Ψϴ͕ϲϱϭ͕ϬϬϬ Ψϲϲϱ ϭϮϳ͕ϬϬϬ Ψϭϲ͕ϳϰϯ͕ϬϬϬ ΨϭϯϮ Ψϭϴ͕ϯϳϭ͕ϬϬϬ ͲΨϭ͕ϲϮϴ͕ϬϬϬ ͲΨϭϯ
ϭϲ DD dƌŝƉZĞĚƵĐƚŝŽŶWƌŽŐƌĂŵƐ ϰ͕ϬϬϬ Ϭ͘ϴй ϭϭ͕ϬϬϬ Ψϴϴϲ͕ϬϬϬ Ψϴϭ ͲΨϭ͕ϵϲϰ͕ϬϬϬ ͲΨϭϳϵ ϱϲϳ͕ϬϬϬ Ψϰ͕Ϭϰϴ͕ϬϬϬ Ψϳ Ψϵϳ͕ϮϬϵ͕ϬϬϬ ͲΨϵϯ͕ϭϲϭ͕ϬϬϬ ͲΨϭϲϰ
ϭϳ >Θt ĂƌďŽŶ^ĞƋƵĞƐƚƌĂƚŝŽŶƚŚƌŽƵŐŚ>ĂŶĚŽŶƐĞƌǀĂƚŝŽŶ ϰ͕ϬϬϬ Ϭ͘ϴй ϵ͕ϬϬϬ Ψϲϴ͕ϭϴϵ͕ϬϬϬ Ψϳ͕ϱϳϳ Ψϲϴ͕ϭϴϵ͕ϬϬϬ Ψϳ͕ϱϳϳ ϰϵϳ͕ϬϬϬ ΨϱϮ͕ϲϭϬ͕ϬϬϬ ΨϭϬϲ ΨϬ ΨϱϮ͕ϲϭϬ͕ϬϬϬ ΨϭϬϲ
ϭϴ Zt EĞŝŐŚďŽƌŚŽŽĚ&ŽŽĚ^ĐƌĂƉƐŽŵƉŽƐƚŝŶŐ ϯ͕ϬϬϬ Ϭ͘ϲй ϵ͕ϬϬϬ Ψϭϲϲ͕ϬϬϬ Ψϭϴ ͲΨϭϬϵ͕ϬϬϬ ͲΨϭϮ ϯϲϯ͕ϬϬϬ ΨϲϬϮ͕ϬϬϬ ΨϮ Ψϰ͕ϳϰϮ͕ϬϬϬ ͲΨϰ͕ϭϰϬ͕ϬϬϬ ͲΨϭϭ
ϭϵ DD ŝĐLJĐůĞEĞƚǁŽƌŬΘZŝĚĞƌƐŚŝƉ/ŵƉƌŽǀĞŵĞŶƚƐ ϯ͕ϬϬϬ Ϭ͘ϲй ϴ͕ϬϬϬ Ψϱ͕ϳϱϲ͕ϬϬϬ ΨϳϮϬ Ψϯ͕ϲϮϳ͕ϬϬϬ Ψϰϱϯ ϯϵϱ͕ϬϬϬ ΨϮϳ͕Ϯϱϲ͕ϬϬϬ Ψϲϵ Ψϲϲ͕ϴϰϲ͕ϬϬϬ ͲΨϯϵ͕ϱϵϬ͕ϬϬϬ ͲΨϭϬϬ
ϮϬ DD &ƵĞů ĨĨŝĐŝĞŶƚĂŶĚ ůĞĐƚƌŝĐsĞŚŝĐůĞƐ Ϯ͕ϬϬϬ Ϭ͘ϰй ϯ͕ϬϬϬ ΨϭϮ͕Ϯϳϭ͕ϬϬϬ Ψϰ͕ϬϵϬ Ψϱ͕Ϭϳϰ͕ϬϬϬ Ψϭ͕ϲϵϭ
ϱϰ͕ϴϱϮ͕ϬϬϬ Ψϲϯ͕ϭϲϵ͕ϬϬϬ Ψϭ Ψϴϱ͕ϬϮϱ͕ϬϬϬ ͲΨϮϭ͕ϴϱϲ͕ϬϬϬ ΨϬ
Ϯϭ ^ƚƌĞĞƚ>ŝŐŚƚŝŶŐhƉŐƌĂĚĞƐ Ϯ͕ϬϬϬ Ϭ͘ϰй ϲ͕ϬϬϬ Ψϰ͕ϰϴϴ͕ϬϬϬ Ψϳϰϴ Ψϰ͕ϬϴϮ͕ϬϬϬ ΨϲϴϬ ϳϴ͕ϬϬϬ Ψϱ͕ϯϵϯ͕ϬϬϬ Ψϲϵ Ψϱ͕ϳϵϲ͕ϬϬϬ ͲΨϰϬϯ͕ϬϬϬ ͲΨϱ
ϮϮ ƵŝůĚŝŶŐ ŶĞƌŐLJŝƐĐůŽƐƵƌĞĂŶĚ^ĐŽƌŝŶŐ Ϯ͕ϬϬϬ Ϭ͘ϰй ϰ͕ϬϬϬ Ψϯ͕Ϯϰϳ͕ϬϬϬ ΨϴϭϮ ΨϮ͕ϳϬϰ͕ϬϬϬ Ψϲϳϲ ϰϯϬ͕ϬϬϬ Ψϰϯ͕ϯϵϲ͕ϬϬϬ ΨϭϬϭ Ψϱϭ͕ϭϰϭ͕ϬϬϬ ͲΨϳ͕ϳϰϱ͕ϬϬϬ ͲΨϭϴ
Ϯϯ Zt DƵŶŝĐŝƉĂůŝŽŵĂƐƐƵƌŶĞƌ Ϯ͕ϬϬϬ Ϭ͘ϰй ϴ͕ϬϬϬ Ψϱ͕ϭϲϴ͕ϬϬϬ Ψϲϰϲ Ψϰ͕ϵϮϬ͕ϬϬϬ Ψϲϭϱ ϲϲ͕ϬϬϬ Ψϳ͕Ϯϵϵ͕ϬϬϬ Ψϭϭϭ Ψϭ͕ϭϯϰ͕ϬϬϬ Ψϲ͕ϭϲϱ͕ϬϬϬ Ψϵϯ
Ϯϰ Zt ƌĂŬĞtĂƚĞƌZĞĐůĂŵĂƚŝŽŶ&ĂĐŝůŝƚLJŽͲ'ĞŶĞƌĂƚŝŽŶ^ŝƚĞͲďĂƐĞ
Ϯ͕ϬϬϬ Ϭ͘ϰй ϳ͕ϬϬϬ Ψϯ͕ϱϮϵ͕ϬϬϬ ΨϱϬϰ Ψϯ͕Ϭϳϳ͕ϬϬϬ ΨϰϰϬ
ϯϴ͕ϬϬϬ Ψϰ͕ϱϮϴ͕ϬϬϬ Ψϭϭϵ ΨϮ͕ϳϴϮ͕ϬϬϬ Ψϭ͕ϳϰϲ͕ϬϬϬ Ψϰϲ
Ϯϱ DD dƌĂŶƐŝƚ^LJƐƚĞŵ džƉĂŶƐŝŽŶ Ϯ͕ϬϬϬ Ϭ͘ϰй ϱ͕ϬϬϬ Ψϰϯ͕ϳϴϱ͕ϬϬϬ Ψϴ͕ϳϱϳ ΨϰϮ͕ϲϬϮ͕ϬϬϬ Ψϴ͕ϱϮϬ ϰϭϱ͕ϬϬϬ ΨϮϰϱ͕Ϭϴϲ͕ϬϬϬ Ψϱϵϭ Ψϲϴ͕Ϭϱϲ͕ϬϬϬ Ψϭϳϳ͕ϬϯϬ͕ϬϬϬ ΨϰϮϳ
Ϯϲ DD /ŵƉƌŽǀĞƉĞĚĞƐƚƌŝĂŶŶĞƚǁŽƌŬ ϭ͕ϬϬϬ Ϭ͘Ϯй Ϯ͕ϬϬϬ Ψϭϴ͕Ϭϴϰ͕ϬϬϬ Ψϵ͕ϬϰϮ Ψϭϳ͕ϲϲϯ͕ϬϬϬ Ψϴ͕ϴϯϮ ϯϴ͕ϬϬϬ Ψϲϴ͕ϵϱϲ͕ϬϬϬ Ψϭ͕ϴϭϱ Ψϲ͕ϲϯϮ͕ϬϬϬ ΨϲϮ͕ϯϮϰ͕ϬϬϬ Ψϭ͕ϲϰϬ
Ϯϳ Zt ƌĂŬĞtĂƚĞƌZĞĐůĂŵĂƚŝŽŶ&ĂĐŝůŝƚLJŽͲ'ĞŶĞƌĂƚŝŽŶ^ŝƚĞͲĞdžƉĂŶĚĞĚ
ϳϬϬ Ϭ͘ϭй ϯ͕ϬϬϬ ΨϮ͕ϰϰϲ͕ϬϬϬ Ψϴϭϱ ΨϮ͕ϮϮϬ͕ϬϬϬ ΨϳϰϬ
ϭϵ͕ϬϬϬ ΨϮ͕ϰϰϯ͕ϬϬϬ ΨϭϮϵ Ψϭ͕ϯϵϭ͕ϬϬϬ Ψϭ͕ϬϱϮ͕ϬϬϬ Ψϱϱ
Ϯϴ tĂƚĞƌdƌĞĂƚŵĞŶƚ&ĂĐŝůŝƚLJ,LJĚƌŽƉŽǁĞƌ ϰϬϬ Ϭ͘ϭй Ϯ͕ϬϬϬ ΨϳϲϮ͕ϬϬϬ Ψϯϴϭ Ψϱϴϱ͕ϬϬϬ ΨϮϵϯ ϭϰ͕ϬϬϬ ΨϵϬϬ͕ϬϬϬ Ψϲϰ Ψϭ͕ϬϭϮ͕ϬϬϬ ͲΨϭϭϮ͕ϬϬϬ ͲΨϴ
Ϯϵ Zt DƵŶŝĐŝƉĂůĞƉĂƌƚŵĞŶƚƐ'ƌĞĞŶͲǁĂƐƚĞŽŵƉŽƐƚŝŶŐ^ŝƚĞƐ ϭϬϬ Ϭ͘Ϭй ϭϬϬ Ψϯϳϭ͕ϭϬϬ Ψϯ͕ϳϭϭ Ψϯϲϴ͕ϭϬϬ Ψϯ͕ϲϴϭ ϲϲ͕ϬϬϬ Ψϵϰϭ͕ϬϬϬ Ψϭϰ Ψϲϱ͕ϬϬϬ Ψϴϳϲ͕ϬϬϬ Ψϭϯ
ϯϬ >Θt hƚŝůŝƚŝĞƐ>ĂŶĚƐĐĂƉĞ/ƌƌŝŐĂƚŝŽŶ/ŶĐĞŶƚŝǀĞƐ ϲϬ Ϭ͘Ϭй ϭϬϬ ΨϴϲϮ͕ϬϬϬ Ψϴ͕ϲϮϬ Ψϲϯϳ͕ϬϬϬ Ψϲ͕ϯϳϬ ϵ͕ϬϬϬ Ψϰ͕ϵϳϬ͕ϬϬϬ ΨϱϱϮ ΨϭϬ͕ϰϯϭ͕ϬϬϬ ͲΨϱ͕ϰϲϭ͕ϬϬϬ ͲΨϲϬϳ
ϯϭ Zt DƵŶŝĐŝƉĂůŝŽŵĂƐƐƵƌŶĞƌ&ĞĂƐŝďŝůŝƚLJ^ƚƵĚLJ Ϭ Ϭ͘Ϭй Ψϳϱ͕ϬϬϬ Ψϳϱ͕ϬϬϬ
ϱϰϮ͕ϮϲϬ ϭϬϵ͘ϭй Ϯ͕ϬϱϬ͕ϮϬϬ ΨϰϬϵ͕ϵϮϮ͕ϭϬϬ Ψϭϵϴ ΨϮϰϵ͕ϱϯϱ͕ϭϬϬ ΨϭϮϭ ϴϲ͕ϱϱϮ͕Ϭϰϰ Ψϭ͕ϱϱϱ͕ϵϮϱ͕ϱϵϮ Ψϭϴ Ψϯ͕ϵϳϭ͕Ϭϰϱ͕ϭϵϵ ͲΨϮ͕ϰϭϱ͕ϭϭϵ͕ϲϬϲ ͲΨϭ
ϮϬϮϬ'ŽĂů ϰϵϳ͕ϬϬϬ
ZĞŵĂŝŶŝŶŐƌĞĚƵĐƚŝŽŶƐŶĞĞĚĞĚ Ͳϰϱ͕ϮϲϬ
EŽƚĞƐ͗
dŚŝƐĚŽĐƵŵĞŶƚĞdžĂŵŝŶĞƐƚŚĞĐŽƐƚĞĨĨĞĐƚŝǀĞŶĞƐƐŽĨĞĂĐŚŽĨƚŚĞŝŶŝƚŝĂƚŝǀĞƐďŽƚŚŝŶƚŚĞƐŚŽƌƚƚĞƌŵ;ϮϬϮϬͿĂŶĚƚŚĞůŽŶŐͲƚĞƌŵ;ϮϬϱϬͿ͘ŽƐƚ ĨĨĞĐƚŝǀĞŶĞƐƐϮϬϮϬƌĞƉƌĞƐĞŶƚƐƚŚĞŝŶǀĞƐƚŵĞŶƚƐƌĞƋƵŝƌĞĚďĞƚǁĞĞŶϮϬϭϲͲϮϬϮϬ͕ǁŚĞƌĞĂƐŽƐƚ ĨĨĞĐƚŝǀĞŶĞƐƐͲϮϬϱϬĂƐƐĞƐƐĞƐƚŚĞŝŶŝƚŝĂƚŝǀĞƐŽǀĞƌƚŚĞ
ůŝĨĞƐƉĂŶŽĨƚŚĞŵĞĂƐƵƌĞ;ƵƐŝŶŐϮϬϭϲͲϮϬϱϬĂƐĂƉƌŽdžLJĨŽƌƚŚŝƐůŝĨĞƐƉĂŶͿ͘ůůŝŶŝƚŝĂƚŝǀĞƐĂƌĞƐŽƌƚĞĚďLJŝŵƉĂĐƚŝŶƚŚĞLJĞĂƌϮϬϮϬ͘
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Detailed Summary of 2020 CAP
Strategic Plan Initiatives
ATTACHMENT 4
TABLE OF CONTENTS
How to Read this Document
Initiatives (in order of impact)
1. Business Efficiency Portfolio Base
2. Community Recycling Ordinance Implementation
3. Platte River Renewables Purchase (Tariff 7)
4. Expand Congestion Management System
5. Business Efficiency Portfolio Expanded
6. Home Efficiency Portfolio Base
7. Home Efficiency Portfolio Expanded
8. Power Purchase Agreement for Combined Heat & Power Projects
9. Change Land Use Patterns
10. Solar Power Purchase Program
11. Energy Code Performance
12. Construction and Demolition Sorting Facility
13. Utilities Rooftop Solar Incentives
14. Carbon Sequestration through Enhanced Tree Health
15. Community Shared Solar
16. Trip Reduction Program
17. Carbon Sequestration through Land Conservation
18. Neighborhood Food Scraps Composting
19. Bicycle Network & Ridership Improvements
20. Fuel Efficient and Electric Vehicles
21. Street Lighting Upgrades
22. Building Energy Disclosure and Scoring
23. Municipal Biomass Burner
24. Drake Water Reclamation Facility Co-Generation Site Base
25. Transit System Expansion
26. Improve Pedestrian Network
27. Drake Water Reclamation Facility Co-Generation Site Expanded
28. Water Treatment Facility Hydropower
29. Municipal Departments Green-waste Composting
30. Utilities Landscape Irrigation Incentives
31. Municipal Biomass Burner Feasibility Study
Additional Initiatives
List of Abbreviations
i
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
Initiatives (By Strategic Initiative Team)
Energy 11. Energy Efficiency Code Performance
22. Building Energy Disclosure & Scoring
1. Business Efficiency Portfolio Base
5. Business Efficiency Portfolio Expanded
6. Home Efficiency Portfolio Base
7. Home Efficiency Portfolio Expanded
21. Street Lighting Upgrades
Multi-19. Modal Bicycle Planning Network & & Ridership Development Improvements
26. Improve Pedestrian Network
4. Expand Congestion Management System
9. Change Land Use Patterns
25. Transit System Expansion
16. Trip Reduction Program
Clean Energy
15. Community Shared Solar
10. Solar Power Purchase Program
13. Utilities Rooftop Solar Incentives
8. Power Purchase Agreement for Combined Heat and Power Project
3. Platte River Renewables Purchase (Tariff 7)
Road to Zero Waste
2. Community Recycling Ordinance
12. Construction and Demolition Sorting Facility
31. Municipal Biomass Burner Feasibility Study
23. Municipal Biomass Burner
24. Drake Water Reclamation Facility Co-Generation Site Base
27. Drake Water Reclamation Facility Co-Generation Site Expanded
18. Neighborhood Food Scraps Composting
29. Municipal Departments Green-waste Composting Sites
Water and Land Use
28. Water Treatment Facility Hydropower
14. Carbon Sequestration through Enhanced Tree Health
17. Carbon Sequestration through Land Conservation
30. Utilities Landscape Irrigation Incentives
28
14
17
30
11
22
1
5
6
7
21
19
26
4
9
25
16
15
10
13
8
3
2
12
31
23
i
How to Read this Document
Background: While the 2015 CAP Framework laid out high level initiatives to achieve the 2020,
2030, and 2050 goals, staff is now developing the specific initiatives needed to achieve the 2020
goal of a 20% reduction in greenhouse gas emissions below 2005 levels. To develop these
initiatives, 11 teams were formed in 2015:
Table 1: CAP Strategic Initiative Teams
Project Teams Support Teams
Energy Efficiency Performance Measurement
Clean Energy Financing Mechanisms
Multi-modal Planning and Development Messaging and Engagement
Road to Zero Waste Pilot Projects and District Scale Initiatives
Water and Land Use Climate Economy and Partnerships
Preparation, Adaptation, and Resilience1
In addition to these teams, members of the Executive Lead Team within the City Organization,
including the Deputy City Manager; Chief Financial Officer; Utilities Executive Director; Chief
Sustainability Officer; and the Director of Planning, Development, and Transportation meet on a
bi-weekly basis to review staff’s progress and to provide high-level, strategic guidance to staff in
the development of the 2020 CAP Strategic Plan.
Overview of the Initiatives:
40 initiatives are included within this summary document and represent six overall areas, see
Table 3. The first five areas, e.g., energy efficiency, represent the 31 initiatives identified by a
strategic initiative team; all of these initiatives have been modeled. The last area entitled
“additional initiatives,” includes 12 initiatives that either take a more systems-based approach,
e.g., the CAP Innovation/Pilot Project Fund, or are an initiative that is just in the initial stages of
discussion, e.g., the electrification of commercial lawn and garden equipment. These additional
initiatives have not been modeled at this time.
Table 2: CAP Strategic Initiatives
Initiative Type Number of Initiatives
Energy Efficiency 7
Clean Energy 5
Multi-modal Planning and Development 7
Road to Zero Waste 8
Water and Land Use 4
Additional Initiatives 12
Total initiatives 43
1 Note: this team was placed on hold while the 2020 CAP Strategic Plan was developed, as the Strategic
Plan focuses on mitigation actions around climate change.
ii
Description Each narrative will have a short description describing the initiative and its
impacts.
Assumptions The assumptions that were made when the initiative was entered into the model
are briefly listed here.
Benefits
Health: Any health benefits resulting from the initiative will be mentioned here.
Equity: Any benefits relating to improved equity within the community will be shown here.
Other benefits: If the initiative results in any other benefits (such as enhancing dark skies, savings
on utility bills, time savings, etc.) they will be mentioned here.
Impacts and Investments – At a Glance
Short-term Impacts & Investments Long-Term Cost Effectiveness
2020 Impacts (CO2e)
Investments Required to
Achieve Impacts – Cumulative
2016-2020
Cost Effectiveness (Cumulative
Dollars Invested 2016 –
2050/Cumulative Emission
Reductions 2016 – 2050)
GHG Impact
in 2020
Percent Impact in
2020
City &
Community
Costs
City &
Community
Savings
Gross
Cost/GHG Net Cost/GHG
Tons of CO2
reduced in
2020
Percentage of
total initiatives’
reductions
Costs to the
City &
community in
2016-2020
City &
Community
savings in
2016-2020
The gross
cost per ton
of carbon
reduced for
2016-2050
The net costs per
ton of carbon
reduced for 2016-
2050. Smaller
numbers are more
cost effective.
Key
C
C C
iii
The Model and Key Assumptions:
To assess initiatives across a common and transparent platform, Utilities’ staff developed a
model (essentially an excel spreadsheet) that allows users to enter their initiatives. For each
initiative that is entered, there are two types of variables:
x Core variables – these variables are universal amongst all initiatives, e.g., population
growth, number of buildings in Fort Collins, miles per gallons assumptions, etc.
x Initiative-specific variables – these variables are dynamic and dependent upon specific
inputs that relate to a given initiative, e.g., estimated uptake of a specific program.
Each initiative’s assumptions and calculations of impact are based on either a reference
document, e.g., Utilities data over a period of years, or best professional judgment where
reference data are lacking. As assumptions and predictions inherently contain varying levels of
uncertainty, staff is currently conducting a sensitivity analysis on each initiative to identify which
assumptions are particularly central to that initiative’s outcomes, e.g., GHGs reduced. Once
those key data points are identified, staff will conduct another round of quality
assurance/quality control on these variables to ensure the uncertainty is minimized to the best of
our abilities.
1
Description The base business efficiency program portfolio continues the core programs and
staffing for Efficiency Works – Business to provide incentives and technical assistance for all
commercial and institutional customers.
Assumptions Projections for savings are forecasts based on the reference results of the
ongoing Efficiency Works – Business program.
Benefits
Health: These programs provide health and productivity co-benefits from improved indoor
environmental quality via lighting, ventilation and comfort improvements.
Other benefits: Participating businesses achieve water and energy use reductions that can help
manage their utility bills.
Impacts and Investments – At a Glance
Short-Term Impacts and Investments Long-term Cost Effectiveness
2020 Impacts (CO2e)
Investments Required to
Achieve Impacts – Cumulative
2016-2020
Cost Effectiveness (Dollars
Invested 2016 – 2050/Emission
Reductions 2016 – 2050)
GHG Impact
in 2020
Percent
Impact in
2020
City &
Community
Costs
City &
Community
Savings
Gross
Cost/GHG Net Cost/GHG
153,000 30.8% $39,246,000 $17,959,000 $25 -$147
Energy Efficiency
1. Business Efficiency Portfolio (Base)
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: Utilities Resource
Conservation
Key Partners
o Platte River Power Authority
o Customers
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
2
Description Implementation of the Community Recycling Ordinance, which includes: bundling
yard trimmings and food scraps collection into the basic service for single-family residents;
bundling recycling into trash service for multi-family and commercial locations; requiring food
scraps collection from restaurants and grocers.
Assumptions Recycling would be bundled in with trash service for all businesses and
apartment complexes, including the 32% of apartment complexes and 52% of businesses that
don’t currently have it; all single-family residents would have both yard trimmings and food
scraps collection.
Benefits
Equity: Would provide equal access to recycling where you live, no matter if you live in a single-
family home or apartment complex. Initiative would also provide access to recycling for all
businesses in Fort Collins.
Other benefits: Would make significant progress toward Council-adopted goals of recycling or
composting 75% of the community’s materials by 2020, 90% by 2025 and zero wastes by 2030;
landfill space will be saved, GHG emissions reduced, and resources conserved.
Impacts and Investments – At a Glance
Short-Term Impacts and Investments Long-Term Cost Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars Invested
2016 – 2050/Emission Reductions 2016
– 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG Net Cost/GHG
106,000 21.3% $21,437,000 $7,310,000 $23 $15
-
Road to Zero Waste
2. Community Recycling Ordinance Implementation
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Leads: Private haulers
o Restaurants and grocers
o Single- and multi-family
residents
Key Partners:
o City
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $
-
3
Description A proposal to continue the partnership with Platte River to expand local
investment in utility scale renewables on Fort Collins’ behalf (under PRPA Tariff 7 or by some other
agreement).
Assumptions Key assumption is approval of expanded annual (targeted) PRPA Tariff 7
purchases.
Benefits
Health: Non-fossil fuel power generation reduces atmospheric pollutants.
Other benefits: By investing in utility scale projects, all ratepayers benefit from greater cost
effectiveness of the renewable projects involved.
Impacts and Investments – At a Glance
Short-Term Impacts and Investments Long-Term Cost Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 – 2050/Emission
Reductions 2016 – 2050)
GHG Impact in 2020 Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG Net Cost/GHG
42,000 8.5% $6,176,000 $0 $22 $22
Clean Energy
3. Platte River Renewables Purchase (Tariff 7)
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: Platte River
Power Authority
Key Partners:
o City
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
4
Description Congestion management includes measures such as intersection capacity
improvements, turn lanes, and signal timing changes that improve the flow of traffic, reduce
idling, and GHG emissions.
Assumptions Expansion of existing efforts brings significant GHG benefit in near term, but
impact peaks and fails to make continuing returns.
Benefits
Health: Potential improvement in air quality (Volatile Organic Compounds, NOx, Ozone).
Other benefits: In addition to reduced GHG emissions, congestion management saves the
public’s time and improves other air quality measures.
Impacts and Investments – At a Glance
Short-Term Impacts and Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 – 2050/
Emission Reductions 2016
– 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
36,000 7.2% $7,802,000 $38,639,000 $35 -$159
Multi-Modal Planning and Development
4. Expand Congestion Management System
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key Partners:
o CDOT
o NFRMPO
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
5
Description The expanded business efficiency portfolio program provides additional funding
for more participation by customers and supports new technology opportunities, enhanced
targeting and segmentation, and new collaborations.
Assumptions Projections for savings are established by expert judgement based on the history
of the ongoing Efficiency Works – Business program.
Benefits
Health: These programs provide health and productivity co-benefits from improved indoor
environmental quality via lighting, ventilation and comfort improvements.
Other benefits: Participating businesses achieve water and energy used reductions that can
help manage their utility bills.
Impacts and Investments – At a Glance
Short-Term Impacts and Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
30,000 6.0% $22,213,000 $12,390,000 $30 -$135
Energy Efficiency
5. Business Efficiency Portfolio (Expanded)
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: Utilities Resource
Conservation
Key Partners
o Platte River Power Authority
o Customers
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
6
Description The base home efficiency portfolio continues the core programs and staffing for
comprised Efficiency Works – Home, consumer product rebate, appliance recycling and home
energy reports for residential customers.
Assumptions Projections for savings are forecasts based on the reference results of the
ongoing residential programs.
Benefits
Health: These programs provide health and productivity co-benefits from improved indoor
environmental quality via lighting, ventilation and comfort improvements.
Equity: These programs can be structured to provide additional support or benefits for income
qualified customers.
Other benefits: Participating households achieve water and energy use reductions that can help
manage their utility bills.
Impacts and Investments – At a Glance
Short-Term Impacts and Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
26,000 5.2% $7,809,000 $5,533,000 $23 -$128
Energy Efficiency
6. Home Efficiency Portfolio (Base)
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: Utilities Resource
Conservation
Key Partners
o Platte River Power Authority
o Customers
o Retailers
o Builders/Construction Industry
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
7
Description The expanded home efficiency portfolio provides additional funding for more
customer participation, greater public awareness, enhanced targeting and segmentation,
neighborhood scale efforts and new retail partnerships.
Assumptions Projections for savings are forecasts based on the reference results of the
ongoing residential programs history of the ongoing Efficiency Works – Home program.
Benefits
Health: These programs provide health and productivity co-benefits from improved indoor
environmental quality via lighting, ventilation and comfort improvements.
Equity: These programs can be structured to provide additional support or benefits for income
qualified customers.
Other benefits: Participating households achieve water and energy use reductions that can help
manage their utility bills.
Impacts and Investments – At a Glance
Short-Term Impacts and Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 – 2050/
Emission Reductions 2016
– 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
21,000 4.2% $13,181,000 $8,157,000 $27 -$118
Energy Efficiency
7. Home Efficiency Portfolio (Expanded)
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: Utilities Resource Conservation
Key Partners
o Platte River Power Authority
o Customers
o Retailers
o Builders/Construction Industry
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
8
Description This initiative is included to represent the possible impact of viable combined heat
and power projects. A project in the 9MW size range at any of several candidate sites, funded
in part by a long term power purchase contract, can be a substantial distributed energy and
energy efficiency opportunity.
Assumptions A key assumption is that the project proves feasible under a power purchase
agreement with Platte River and the City for on-site power production.
Benefits
Health: Non-fossil fuel power generation reduces atmospheric pollutants
Other benefits: A combined heat and power project can reduce both natural gas and grid
electricity consumption.
Impacts and Investments – At a Glance
Short-Term Impacts and Investments Lon-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
21,000 4.2% $4,605,000 $0 $94 $94
Clean Energy
8. Power Purchase Agreement for Combined Heat and
Power Project
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: TBD
Key Partners:
o City
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
9
Description Update City Plan, the Transportation Master Plan, and subsequent area and
corridor plans to create compact, mixed-use and transit-oriented community development.
Assumptions Assumptions about travel patterns in new mixed use developments derived from
study by the Rocky Mountain Institute. Assumes an ongoing rate of continued redevelopment.
Benefits
Health: Significant contribution to public health and obesity prevention.
Other benefits: Reductions in VMT (60,000,000 miles in 2020, 200,000,000 miles in 2030, and
300,000,000 miles in 2050).
Impacts and Investments – At a Glance
Short-Term Impacts and Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
18,000 3.6% $1,143,000 $11,661,000 $3 -$172
Multi-Modal Planning and Development
9. Change Land Use Patterns
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key Partners:
o Business, housing,
& community
groups
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
10
Description A proposal to expand the City’s successful solar power purchase program (SP3)
program to encourage businesses to host onsite solar projects.
Assumptions A key assumption is the approval of expanded SP3 power purchase agreement
funding over a 20 year contract period.
Benefits
Health: Non-fossil fuel power generation reduces atmospheric pollutants.
Other benefits: SP3 provides an attractive ROI encouraging larger scale solar investments.
Impacts and Investments – At a Glance
Short-Term Impacts and Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
15,000 3.0% $33,892,000 $12,411,000 $180 $56
Clean Energy
10. Solar Power Purchase Program
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key Partners:
o Platte River
Power Authority
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
11
Description This program is comprised of periodic updates to energy codes and includes a
compliance function coordinated by a new staff position for 2016 created by a CAP mid-cycle
Budgeting for Outcomes (BFO) offer.
Assumptions Savings and cost estimates are based on forecast number of building permits
and square footage of residential and commercial building, and expert judgement from past
performance and building performance modeling.
Benefits
Health: Components of this program directly address indoor air quality at the code level and will
promote overall health.
Equity: This program will apply to all new construction and will benefit all new building occupants
in Fort Collins.
Impacts and Investments – At a Glance
Short-Term Impacts and Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness
(Cumulative Dollars
Invested 2016 –
2050/Cumulative Emission
Reductions 2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
13,000 2.6% $29,269,000 $8,267,000 $190 $51
Energy Efficiency
11. Energy Code Performance
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: Utilities Resource
Conservation
Key Partners:
o Building Services
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
12
Description Develop, model, and construct a regional facility for sorting and recycling mixed
debris from construction and demolition projects.
Assumptions Assumes 50% of material going to Larimer County landfill consists of C&D material
(including drywall, concrete, etc.), i.e., high volume but comparatively low GHG emission. More
research needed to understand lifecycle costs before stronger conclusions can be drawn.
Asphalt shingling is no longer a recyclable commodity.
Benefits
Equity: The facility will make it easier and less expensive for small construction companies to
recycle their waste and achieve compliance with Building Codes.
Other benefits: Construction and demolition waste from Fort Collins will be diverted from landfill
disposal; landfill space will be saved, GHG emissions reduced, and resources conserved.
Impacts and Investments – At a Glance
Short-Term Impacts and Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
11,000 2.2% $10,364,000 $1,818,000 $51 $33
-
Road to Zero Waste
12. Construction and Demolition Sorting Facility
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key Partners:
o Larimer County
o City of Loveland
o Construction industry
o Building Inspection Dept.
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
-
2020 Impacts
C C C C
$ $ $ $
13
Description Administrative expansion of existing residential and commercial rooftop solar
incentives on a non-lapsing basis.
Assumptions Key assumption is approval of expanded non-lapsing funding of solar incentives.
Benefits
Health: Non-fossil fuel power generation reduces atmospheric pollutants.
Other benefits: With incentives customer energy bills over 20 years should be reduced.
Impacts and Investments – At a Glance
Short-Term Impacts and Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
9,000 1.8% $22,225,000 $10,869,000 $148 -$67
Clean Energy
13. Utilities Rooftop Solar Incentives
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key Partners:
o Platte River
Power
Authority
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
14
Description Enhance carbon sequestration by expanding the urban forest in new
development, enhancing pruning rotation, which in turn improves tree health and longevity,
and proactive replacement of around 150 ash trees per year.
Assumptions i-Tree Eco Survey: Field data were collected along with local air pollution and
meteorological data to quantify urban forest structure, forest value, and environmental benefits.
Benefits
Health: Stormwater control and air pollution removal
Other benefits: Urban forest cover protection and management offers a potentially cost-
effective mechanism to reduce energy use and to store/sequester carbon. Initiative also
enhances habitat value.
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
GHG Impact
2016-2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
8,000 1.6% $6,995,000 $4,209,000 $94 -$3
Water and Land Use
14. Carbon Sequestration through Enhanced Tree Health
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key Partners:
o Arborists
o Growers
o Developers
o Property Owners
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
15
Description Develop community shared solar for both the commercial and residential sectors.
Assumptions A key assumption is the approval of incentives for projects in the next five years
that essentially brings the cost of shared ownership to parity with prevailing electric prices.
Benefits
Health: Non-fossil fuel power generation reduces atmospheric pollutants
Equity: In addition to projects open to residential and commercial entities, a shared solar project
will be part of the portfolio supporting a low-income electric rate.
Other benefits: With incentives, customer energy bills over 20 years should be reduced.
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
5,000 1.0% $13,480,000 $4,829,000 $132 -$13
Clean Energy
15. Community Shared Solar
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key Partners:
o Platte River Power
Authority
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
16
Description Reduce single occupancy vehicle use by implementing a Transportation Demand
Management program, adopting a ridesharing platform to connect commuters, and expanding
car sharing.
Assumptions Assumes reductions from corporate engagement, car and ride share, and
parking management intiatives from research conducted by Rocky Mountain Institute.
Benefits
Equity: Trip reduction and ride sharing is a highly cost effective form of transportation and can
supplement transit services for people with disabilities.
Other benefits: Reductions in VMT (15,000,000 miles in 2020, 80,000,000 miles in 2030, 140,000,000
miles in 2050).
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
4,000 0.8% $886,000 $2,850,000 $7 -$164
Multi-Modal Planning and Development
16. Trip Reduction Programs
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key Partners:
o CDOT
o NFRMPO/Smart Trips
o Car share providers
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
17
Description Reduce the rate at which high carbon lands (i.e., existing grassland and forested
land) are converted to developed uses. Improve carbon sequestration through land restoration
and improved soil health.
Assumptions Natural Areas Master Plan: Active farmland conservation and open space
restoration; Nature in the City: land & soil conservation; Park & Recreation Policy Plan: park land
build out; Low Impact Development (LID): green infrastructure development.
Benefits
Health: Yes, Research suggests that nearby parks and open space, bike trails, and programming
can help people increase their level of physical activity and reduce their medical expenses.
Open space can help with water supply protection and flood control.
Equity: Parks and open spaces are key social gathering places that can make a neighborhood
stronger, safer and more successful
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
4,000 0.8% $68,189,000 $0 $106 $106
Water and Land Use
17. Carbon Sequestration through Land Conservation
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key Partners:
o Legacy Land Trust
o Colorado Water Trust
o Ditch companies
o Private landowners
o Farmers
o Developers
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
18
Description Work with community partners to establish neighborhood composting projects
that provide opportunities for neighboring residents to compost their household food scraps.
Assumptions Assumes an additional 5% of residents begin composting annually.
Benefits
Health: Compost will be available for use in gardening and farming applications that helps avoid
use of chemically based fertilizers, herbicides and pesticides.
Equity: Compost projects may be available to low-income neighbors, providing opportunities to
use compost to supplement garden soils and avoid use of chemical products.
Other benefits: Households within project areas will be able to compost food scraps, diverting
waste from landfill disposal.
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
3,000 0.6% $166,700 $275,000 $2 -$11
Road to Zero Waste
18. Neighborhood Food Scraps Composting
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key Partners:
o Neighborhood groups
o Community gardens
o Schools
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
19
Description Increase bicycle ridership and miles traveled by building out the 2020 Low Stress
Bicycle Network, advancing bicycle programming, and launching automated bike share.
Assumptions Assumes a mode shift over time to best in North America by 2020, comparable to
European cities by 2030, and a world leader by 2050. Only shorter vehicle trips are replaced.
Benefits
Health: Significant contribution to public health and obesity prevention.
Equity: Equity is a key component of the 2014 Bicycle Master Plan. Bicycling is a low cost and
highly accessible form of transportation.
Other benefits: Reductions in vehicle miles traveled (VMT) (10,000,000 miles in 2020, 50,000,000
miles in 2030, and 110,000,000 miles by 2050).
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent of
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
3,000 0.6% $5,756,000 $2,129,000 $69 -$100
Multi-Modal Planning and Development
19. Bicycle Network & Ridership Improvements
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key Partners:
o Local nonprofits
o City departments
o CDOT
o Private bike share hosts
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
20
Description This initiative is focused on improving the performance of vehicles so that when
people do drive, there are fewer resulting carbon emissions and decreased impacts to local air
quality. Tactics under considerations include a campaign to provide decision makers and the
public opportunities to drive an EV and experience the benefits, provide incentives that benefit
users and owners of alternative-fuel vehicles, and facilitating access to third-parties who can
provide EVs, maintenance, charging, and financing in one cost-effective package.
Assumptions Assumes continued support for existing state rebates and incentives. Efficiency
of EV vehicles increases over time as the electric utility fuel mix becomes cleaner. The model
assumes an increase in EV purchases above current trends and non-EV efficiency improvements
greater than those required by CAFE standards.
Benefits
Other benefits: Initiative increases the ease and convenience for electric vehicle ownership.
Savings accrue to the public in the form of gasoline savings. GHG reduction ability increases as
fuel mix improves.
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
2,000 0.4% $12,271,000 $7,197,000 $1 $0
Multi-Modal Planning and Development
20. Fuel Efficient and Electric Vehicles
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City & EV/Automotive
Industry
Key Partners
o State of Colorado
o Drive Electric Northern
Colorado (DENC)
o Northern Colorado Clean
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
21
Description The street lighting upgrade program will replace all of the City-operated street
lighting with LED lights and fixtures.
Assumptions All data are based on actual costs for materials and labor to perform the work
involved and engineering estimates of savings.
Benefits
Other benefits: This program will enable the redesign of all street lighting and optimize the
lighting for comfort and safety. This program is a key component of dark skies.
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
2,000 0.4% $4,488,000 $406,000 $69 -$5
Energy Efficiency
21. Street Lighting Upgrades
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: Utilities Light
and Power
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
22
Description This program is designed to make energy efficiency a part of the decision process
in the purchase, rental or lease of homes and commercial buildings and is based on energy
benchmarking and disclosure (commercial) and energy scoring (home). The intent is for
efficiency to add value for the buyer or occupant, including appraisal value. Over time the
information would proceed from voluntary to required. Incentives for improvements are
available and education is an essential element.
Assumptions Forecasts are based on real estate sales, discounted for estimates of
participation levels. Rental and lease benefits are not (yet) included in modeling.
Benefits
Health: This program will have an indoor air quality element that is inherent to efficiency.
Equity: A financing element can be used to fund improvements prior to sale so that all building
owners can participate equally.
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
2,000 0.4% $3,247,000 $543,000 $101 -$18
Energy Efficiency
22. Building Energy Disclosure and Scoring
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: Utilities Resource
Conservation and Sustainability
Services
Key Partners
o Property management
o Real Estate
o Development
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
23
Description Establish a biomass burner at a local government facility such as a recreational
facility or municipal workshop to meet the community’s needs for disposing of Emerald Ash
Borer-killed trees along with other woody debris, and provide “waste-to-energy” source for
heating/cooling.
Assumptions Assumes 70,000 trees will be impacted by the Emerald Ash Borer, each weighing
at least 1 ton each. Assumes Operations Services can participate in the research. Assumes Forest
Service can provide low to no cost analysis once the study is drafted.
Benefits
Equity: Provides critical services to citizens under potential emergency conditions.
Other benefits: Organic waste is diverted from landfills that would otherwise have emitted
methane. Project creates alternative source of energy. City is able to use other waste woods
after Emerald Ash Borer (EAB) threat is gone. Helps prevent spread of EAB infestation and
conforms to best practices to quarantine EAB.
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
2,000 0.4% $5,168,000 $248,000 $111 $93
Road to Zero Waste
23. Municipal Biomass Burner
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key Partners:
o Colorado State Forest Service
o Larimer County
o Private arborists
o Host site (TBD)
o Citizens
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
24
Description A new project to create a system that produces energy and heat from on-site
generated biogas at the Drake Water Reclamation Facility. Generated heat and power would
supplement onsite electricity and natural gas needs at the Drake Water Reclamation Facility.
Assumptions Assumes construction of “base” level co-gen system scheduled for 2016.
Benefits
Other benefits: Renewable electricity and heat is generated, thereby reducing non-renewable
resource use.
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
2,000 0.4% $3,529,000 $452,000 $119 $46
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
Road to Zero Waste
24. Drake Water Reclamation Facility Co-Generation Site (Base)
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key Partners:
o Colorado State University
o Food production and retail
entities
o Private haulers
2020 Impacts
C C C C
$ $ $ $
♥ -
25
Description Full buildout of the transit network
Assumptions Assumes continued investment in the transit system to build out the Transfort
Strategic Operating Plan.
Benefits
Health: Studies show that transit use correlates to increased walking, which promotes a healthy
lifestyle.
Equity: Transit offers low cost transportation solutions and accessibility for people with disabilities
or who are otherwise unable to use an automobile.
Other benefits: Reductions in VMT (6,000,000 miles in 2020, 45,000,000 miles in 2030, and
135,000,000 miles in 2050).
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
2,000 0.4% $43,785,000 $1,183,000 $591 $427
Multi-Modal Planning and Development
25. Transit System Expansion
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: Transfort
Key Partners:
o Northern Colorado
communities
o CDOT
o NFRMPO
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
26
Description Maximize opportunities to improve the pedestrian network by building out the
pedestrian network, beginning in school zones and by Transfort stops. Implement an FC Walks
program.
Assumptions Assumes a full buildout of the network by 2050. Only trips under 0.5 miles are
assumed to be replaced by walking.
Benefits
Health: Significant contribution to public health and obesity prevention.
Equity: Buildout of the pedestrian network achieves ADA compliance and provides access to
transit, schools, and other key destinations.
Other benefits: Reductions in vehicle miles traveled (VMT) (10,000,000 miles in 2020, 50,000,000
miles in 2030, and 110,000,000 miles by 2050).
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
1,000 0.2% $18,084,000 $421,000 $1,815 $1,640
Multi-Modal Planning and Development
26. Improve Pedestrian Network
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key Partners:
o Poudre School District
o CDOT
o Local nonprofits
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
27
Description Augment/expand upon an existing new project to create a system that creates
energy and heat from on-site generated biogas. Generated heat and power would
supplement onsite electricity and natural gas needs at the Drake Water Reclamation Facility.
Assumptions Assumes construction of “base” level co-gen system scheduled for 2016.
Benefits
Other benefits: Renewable electricity and heat is generated, thereby reducing non-renewable
resource use. Recognizing opportunity to augment “base” level co-gen project provides best
use of funding (existing construction/installation of co-gen equipment currently slated for 2016)
compared to if decision is made to expand system post-construction.
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
700 0.1% $2,446,000 $226,000 $129 $55
Road to Zero Waste
27. Drake Water Reclamation Facility Co-Generation Site
(Expanded)
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key Partners:
o Colorado State University
o Food production and retail
entities
o Private haulers
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
28
Description Create Water/Energy nexus innovations through resource/energy recovery from
water and wastewater operations. Install a small hydropower turbine on the Horsetooth raw
water pipeline.
Assumptions Initiative was a 2014 BFO Offer 96.1: Utilities Capital Project: Energy Optimization
Benefits
Other benefits: Initiative will provide utility electricity savings.
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
400 0.1% $762,000 $177,000 $64 -$8
Water and Land Use
28. Water Treatment Facility Hydropower
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
29
Description The City will build two municipal composting sites, including one at the Hoffman
Mill Crushing Facility, to compost green waste generated by municipal activities on City
property. Funding for one composting site is available from a Waste Innovation Program (WIP);
additional funding would be needed to support the second site. WIP is used to fund internal
waste reduction programs; the budget resides in ESD but the program is overseen by a team of
representatives from departments that “self-haul” waste to the landfill.
Assumptions: This initiative will use a recent interpretation by Colorado Department of Health
& Environment permitting small-scale composting by municipalities.
Benefits
Health: Compost will be used in City-owned landscape and garden applications, which helps
avoid using chemically based fertilizers, herbicides and pesticides.
Other benefits: This initiative will reduce the City’s reliance on landfill disposal (and lower its
landfill fees), reduce costs of buying commercially produced compost as well as avoid costs for
using chemically based fertilizers, pesticides, and herbicides.
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
100 0.0% $95,000 $3,000 $14 $13
Road to Zero Waste
29. Municipal Departments Green-waste Composting Sites
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: Interdepartmental Waste Stream
Team
Key Partners:
o Environmental Services Dept. (ESD)
o Streets Dept.
o Parks & Natural Areas
o Utilities
2020 Impacts
C C C C
$ $ $ $
♥ -
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
30
Description This initiative involves Fort Collins Utilities-sponsored educational workshops, online
resources, and rebates of $0.75/sq. ft. to assist citizens in installing water-friendly xeriscape
gardens at their homes.
Assumptions Assumes maximum water usage of 10 gallons per sq. ft. per season.
Benefits
Other benefits: This will reduce water consumption and therefore water treatment. Landscape
efficiency has many co-benefits, not the least of which is making the landscape more climate
adaptive. Reduced run-off supports the goals of low-impact development and provides more
habitat benefits for wildlife.
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness
(Cumulative Dollars
Invested 2016 –
2050/Cumulative Emission
Reductions 2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
60 0.0% $862,000 $225,000 $552 -$607
Water and Land Use
30. Utilities Landscape Irrigation Incentives
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key Partners:
o Fort Collins Utilities
water customers
o Potential expansion
city-wide to include
water districts.
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
31
Description Evaluate location and facilities suited for a biomass burner that would meet the
community’s needs for disposing of Emerald Ash Borer-killed trees along with other woody debris.
Assumptions Initiative further develops research/data from City forestry Dept. investigations.
Benefits
Other benefits: Sets the stage for future reductions through a biomass burner.
Impacts and Investments – At a Glance
Short-Term Impacts & Investments Long-Term Cost
Effectiveness
2020 Impacts (CO2e) Investments Required to Achieve
Impacts – Cumulative 2016-2020
Cost Effectiveness (Dollars
Invested 2016 –
2050/Emission Reductions
2016 – 2050)
GHG Impact in
2020
Percent
Impact in 2020
City &
Community Costs
City & Community
Savings
Gross
Cost/GHG
Net
Cost/GHG
0 0.0% $75,000 $0
Road to Zero Waste
31. Municipal Biomass Burner Feasibility Study
Time Frame to Implement: Immediate 2017 - 2018 2019 - 2020 2020 +
Lead: City
Key Partners:
o Colorado State Forest
Service
o Larimer County Private
sector arborists
o Citizens
Key:
Magnitude of
carbon emissions
reduction
Magnitude of
cumulative cost per
tons of carbon
reduced
High potential to
improve health
High potential to
C $ ♥ - advance equity
2020 Impacts
C C C C
$ $ $ $
♥ -
32
ADDITIONAL INITIATIVES
Initiative: CAP Innovation & Pilot Projects Fund
Team: Pilot Projects & District Scale Initiatives
The purpose of the Climate Action Plan Innovation/Pilot Projects Fund is to foster locally
innovative and relevant approaches to objectives outlined in the City’s CAP goals. The aim of
the program is to lower barriers to funding important projects not accounted for in a
department’s annual budget, to allow the City to act nimbly when presented with CAP-related
opportunities (i.e., cash match for grants), and to test focused concepts in the community that
might later be replicated throughout the city. Initially, this fund would be open to projects
developed within City departments and through collaborations with other agencies. In the
future, it could be extended to projects from residents and the local business community.
Examples of projects the fund could support include:
x A 2016 pilot of the HEAL (Home Energy Affordability Loan) program initiated by the
Clinton Climate Initiative, in advance of a full launch in 2017-2018 (if funded in the BFO
process).
x A carbon sequestration analysis to better understand the impact that sequestering
carbon on a local basis can have on the City’s greenhouse gas emission reduction goals.
x A net zero development pilot to explore incentives, policies, and regulations to
encourage energy-efficient buildings where the actual annual delivered energy is less
than or equal to the on-site renewable exported energy.
Other cities have incorporated similar funding tools into their Climate Action Plans. Portland, OR,
for example, uses a Clean Energy Fund focused on making GHG-reducing efforts accessible to
households and building owners throughout the community. Additionally, Minneapolis, MN offers
a Community Innovation Fund available to neighborhood organizations for innovative and
scalable projects that meet the City’s overall strategic goals, one being protection of the
environment through waste and energy reduction
Initiative: Commercial Lawn and Garden Equipment
Team: TBD
Accelerate the purchase and use of alternative fuel (i.e., electric or propane) commercial lawn
and garden equipment by the City (e.g., Parks, Forestry, and Cemetery), and additionally
explore the possibility of adding requirements or incentives for use of alternative fuel commercial
lawn and garden equipment for work contracted by the City. Parks, Forestry, and Cemetery
currently own a number of electric hand blowers, chain saws and hedge trimmers, and a mid-
sized propane operated turf mower. This initiative aligns with efforts by the Regional Air Quality
Commission (RAQC) to target voluntary measures to reduce ozone precursor emission from this
type of equipment. The RAQC may be developing a market assessment for this equipment,
which will be useful as this initiative evolves. As the City develops its own Municipal Sustainability
Plan to achieve the carbon reduction goals of 20% below 2005 levels by 2020 for the Municipal
Organization, this is an initiative that should be evaluated against other potential initiatives, e.g.,
renewable energy, energy efficiency, etc.
33
Initiative: Colorado Communities for Climate Action
Team: Not applicable
Many Colorado communities with climate-protection goals, including Fort Collins, are grappling
with the reality that local actions alone will not achieve long-term climate goals. Local
governments need a better framework of state and federal climate policies to enable effective
local climate actions. In 2016, a new coalition of Colorado local governments, Colorado
Communities for Climate Action, formed to collaboratively advocate for state and federal
actions that support and complement local climate-protection actions. As of mid-February
2016, six local governments have joined the coalition, including Fort Collins. Recognizing how
important federal policies such the Corporate Average Fuel Economy Standards (CAFE) and the
proposed Clean Power Plan, and state policies that address waste, transportation and energy
will be, this coalition will play an important role in supporting action at other levels of
government that will enhance progress on Fort Collins’ own goals.
CAP Program Support
Already Funded
Initiative: Energy Code Performance Program
Team: Energy Efficiency
The purpose of this initiative is to provide resources and one FTE (full-time equivalent) staff
position to provide technical expertise and verify that expected performance levels are
achieved as the Fort Collins building code is implemented. The initiative will provide resources
targeting energy code and related building performance compliance through education,
verification field testing, and during permit application review.
Initiative: Climate Economy Advisor (Contractual FTE)
Team: Climate Economy and Partnerships
The purpose of the Climate Economy contract position to is to provide additional expertise and
capacity related to aid in identifying, obtaining, and implementing private sector capital and
novel financing sources in service of CAP initiatives. In addition, they will find mechanisms for
leveraging City funds in conjunction with grant opportunities, public-private partnerships, and
other innovative financing solutions.
Immediate
Initiative: Sustainability Services Area (SSA) Financial Analyst
This initiative focuses on additional staff support for the Sustainability Services Area to enable the
development of business plans and financial analysis around CAP initiatives, as well as other
initiatives led by SSA. The initiative consists of 1 FTE staff position that can provide technical
assistance and advice to the CAP teams on developing business plans, revenue and expense
forecasts that include initial investment and on-going operations, decision support analyses,
alternative evaluations, cost benefit analyses, and guide the understanding of threats and
opportunities. This staff position will work closely with the Climate Economy Advisor and the
Financial Services Area.
34
Initiative: Asset Management/Electrical Engineer
This initiative consists of one FTE staff position that will respond to electric grid planning
challenges for substantial additions of distributed generation and storage projects.
Initiative: CAP Program Manager
This position is a senior level position and reports directly to the Environmental Program Manager.
The CAP Program Manager is responsible for:
x Overseeing, coordinating, and managing the immediate and long-range
implementation of the Climate Action Plan goals.
x Managing the Strategic Initiative (SI Teams), CAP Executive Team, Community Advisory
Committee, and all messaging and engagement around the Climate Action Plan.
Long Term
Initiative: Cost of Carbon Policy Taskforce
Team: Clean Energy
Significant adoption of renewable energy, energy efficiency and transportation measures is
closely tied to a “cost of carbon” policy. A strong recommendation of the Clean Energy team is
to convene a serious community conversation about local policy to counteract the market
failure that assigns no direct cost to the detrimental impact of atmospheric carbon. Initiative
assumes a broad conversation including community stakeholders and PRPA (including Clean
Power Plan impacts) will occur.
Initiative: Energy Program Coordinator, FC Utilities
Team: Clean Energy
This initiative entails one FTE staff to deliver existing and expanded renewables programs.
Initiative: Permitting Staff Plan Reviewer/Technician, Neighborhood Services
Team: Clean Energy
This initiative entails one FTE staff to respond to the review and permitting of expanding
residential and commercial renewables projects.
Initiative: Municipal Solar Leasing Initiative
Team: Clean Energy Team
Consider the feasibility of entering into leases for larger solar projects on municipal facilities
(coordinated with municipal energy efficiency initiatives).
Abbreviations
x GHG – Greenhouse gases
x CO2e – Metric tons of CO2 equivalent
x BFO – Budgeting for Outcomes, the City’s budgeting process
x NFRMPO – The North Front Range Metropolitan Planning Organization
x CDOT – Colorado Department of Transportation
x CSU – Colorado State University
x Platte River – Platte River Power Authority
x ESD – Environmental Services Department (City of Fort Collins)
x CHP – Combined Heat and Power plant
x ROI – Return on Investment
1 CAP – Summary of Initiatives for Immediate Funding – Updated March 2, 2016
Climate Action Plan – Summary of Initiatives for Immediate Funding
SUMMARY OF INITIATIVES THAT COULD BE ACTED ON QUICKLY*
INITIATIVE 2020
IMPACT
(CO2e tons)
COST TO THE
CITY (2016
CAPITAL & O&M)
HUMAN
RESOURCES
NEEDED**
Initiatives with Impact
1. Energy Efficiency: Building
Energy Disclosure/Scoring (Rank
23)
2,000 $39,000 1 FTE
2. Energy Efficiency: Home and
Business Efficiency Portfolio
(Rank 1, 5, 6, 8)
230,000 $931,000 1.5 FTE
3. Clean Energy: Solar Incentives
& Rebates (Rank 13)
9,000 $335,000 0.5 FTE
4. Road to Zero Waste: Municipal
Green Waste Sites (Rank 29)
100 $371,000 0.3 FTEs
Subtotal 241,100 $1,676,000 3.3 FTEs
Support Initiatives
5. CAP Program Support
CAP Program Manager
SSA Financial Analyst
Smart Grid and System
Operation Manager
Enabler $148,000 3 FTEs
6. CAP Pilot Projects/Innovation
Fund
HEAL ($60K)
CAP Innovation Summit
($25K)
Electrify Commercial Lawn
and Garden Equipment
($30K)
Carbon sequestration
analysis ($75K)
Enabler $190,000 -
7. Road to Zero Waste: Biomass
Feasibility Study
Enabler
(2,000)
$75,000 -
Subtotal $413,000 3 FTEs
Total Costs in 2016 $2,089,000 6.3 FTEs
*Note – Reductions are based on full implementation 2016 thru 2020; all estimates rounded to the nearest thousand
**Note – all FTE requests are included within the 2016 costs as Operations and Maintenance (O&M), but are only
included based on an estimated start date no earlier than July.
ATTACHMENT 5
2 CAP – Summary of Initiatives for Immediate Funding – Updated March 2, 2016
INITIATIVES WITH IMPACT
Request #1: Building Energy Disclosure and Scoring
Leads: John Phelan, Energy Services Manager, Utilities; Tony Raeker, Environmental Planner,
Sustainability Services
Impact: 0.4% (2,000 CO2e Tons) Total Cost (2016): $39,000 (O&M)
Ongoing Costs: $85,000 (O&M)
Building energy disclosure, benchmarking and scoring provides transparency for energy
performance and a price signal for the value of high performance buildings (over time). While in
the short term, this strategy represents a small portion of the necessary impact toward the 2020
goal (0.4%), this strategy will eventually impact most of the existing and future building stock
due to the normal turnover in ownership, rental and leasing.
The funding request for the $39,000 ($85,000 ongoing) will be used to achieve the following
outcomes by hiring a full-time staff member:
2016 (Q2-Q3) - Researching best practices in other communities
2016 – 2017 – Stakeholder engagement around the development of this strategy
2017-2017 – lead by example (City buildings) and develop and test a pilot program for
building benchmarking and disclosure (commercial) and scoring (residential). Note that
tools, scope and timeline will be determined with stakeholders (likely start in 2016/2017)
By 2017, a comprehensive program plan would be developed based on the above
information, and include a transition over time from voluntary to mandatory and would
include training and education for City staff, the real estate community and
builders/contractors
At least one FTE is needed to begin project development; note that participation in the City
Energy Project (application to be developed) also supports the development of this intitiative.
Request #2: Energy Efficiency Programs
Lead: John Phelan, Energy Services Manager, Utilities
Impact: 46% (230,000 CO2e Tons) Total Cost (2016): $931,000 ($850K, Capital; $81K, O&M)
Ongoing Costs: $1,025,000 ($850K, Captial; $175K,O&M)
Energy efficiency programs provide approximately half of the projected savings to reach the
2020 target. Of this efficiency component, over 90% is from continued and enhanced Utilities
efficiency programs. These programs, many under the Efficiency Works shared brand, provide
incentives and technical assistance for all customer segments and most technology end uses.
Current funding comes from the Utilities Light and Power fund and from Platte River Power
Authority. The savings from this supplemental funding is aligned with the new targets (starting
2016) of the recently adopted Energy Policy.
The funding request of an additional $931,000 will be used for:
Supplemental incentive funding to support additional customer participation, including
both business and home retrofit projects ($850,000). This funding should result in
approximately 3400 additional megawatt-hours of savings.
o Support for the on-going pilot of Efficiency Works – Neighborhoods. EW –
Neighborhoods provides a streamlined process for existing home efficiency
improvements through coordinated packages of improvements and project
management.
3 CAP – Summary of Initiatives for Immediate Funding – Updated March 2, 2016
o Support for the on-going pilot of Remote Assessments. The Remote Assessment
pilot utilizes advanced electric meter and other data to pre-screen business
customers for the best savings opportunities, develop retrofit projects and track
results.
o Expanded outreach using enhanced segmentation and target marketing.
o Collaborative rebates at the distribution level for commercial air conditioning
equipment (in collaboration with Platte River and Xcel Energy).
o Participation in a national pilot of the ENERGY STAR Retail Products Platform,
providing unprecedented coordination with national retailers to promote and track
sales of efficiency consumer products.
One FTE Energy Services Engineer to support the additional technical assistance,
program planning and reported as more customers are served ($45,000, 2016 funding at
approximately half year).
One half FTE for a Program Coordination Supervisor to support the additional program
management, customer application support and tracking as more customers are served
($35,000, note the other half FTE is included in the renewable energy supplemental
request, 2016 funding at approximately half year).
Request #3: Solar Programs
Lead: John Phelan, Energy Services Manager, Utilities
Impact: 1.8% (9,000 CO2e Tons) Total Cost (2016): $335,000 ($300K – Capital; $35K - O&M)
Ongoing Costs: $377,000 ($300K, Captial; $77K,O&M)
Renewable energy programs provide approximately 20% of the projected savings to reach the
2020 target. Of this component, approximately half is from continued and enhanced Utilities
solar programs. These programs provide incentives, power purchase agreements or community
solar options for most customer segments. Current funding comes from the Utilities Light and
Power fund, with some expected funding next year from Platte River Power Authority. The
distributed generation from this supplemental funding is aligned with the new targets of the
recently adopted Energy Policy.
The funding request of an additional $335,000 will be used for:
Supplemental incentive funding to support additional customer participation, including
both business and home solar projects ($300,000). It is expected that this funding will
enable an on-going program throughout 2016. At 2016 rebate levels, this funding will
support approximately 600 kilowatts of additional solar.
One half FTE for a Program Coordination Supervisor to support the additional program
management, customer application support and tracking as more customers are served
($35,000, note the other half FTE is included in the energy efficiency supplemental
request, 2016 funding at approximately half year).
Request #4: Municipal Department Green Waste Sites
Lead: Susie Gordon, Sr Environmental Planner, Sustainabilty Services; Mike Knox,
Construction Inspector, Streets
Impact: 0.01% (100 CO2e Tons) Total Cost (2016): $371,000 (Capital, note $175K available)
The City will build two municipal composting sites—including one at the Hoffman Mill Crushing
Facility—to compost green waste generated by municipal activities on City property. Funding for
one composting site is available from the Waste Innovation Program (WIP), a fund used for
4 CAP – Summary of Initiatives for Immediate Funding – Updated March 2, 2016
internal waste reduction programs; additional funding would be needed to support the second
site. The budget for WIP resides in the City’s Environmental Service Department, but the
program is overseen by a team of representatives from departments that “self-haul” waste to the
landfill. This strategy will use a recent interpretation by Colorado Department of Health &
Environment permitting small-scale composting by municipalities.
Compost will be used in City-owned landscape and garden applications, which helps avoid
using chemically based fertilizers, herbicides, and pesticides. This strategy will lower the City’s
landfill fees (and reduce the City’s reliance on landfill disposal), reduce costs of buying
commercially produced compost, and avoid costs for using fertilizers, pesticides, and
herbicides.
SUPPORT INITIATIVES
Request #5: CAP Program Support
Lead: Various
Impact: Enabling Initaitive Total Cost (2016): $147,975 (O&M)
Ongoing Costs: $320,613 (O&M)
This initiative includes 3 FTEs, each of which are further described below:
CAP Program Manager
Financial Analyst for the Sustainability Services Area
Smart Grid and System Operations Manager
CAP Program Manager: This position is a senior level position and reports directly to the
Environmental Program Manger and is responsible for:
Overseeing , coordinating, and managing the immediate and long-range implementation
of the Climate Action Plan goals.
Managing the Strategic Initaitive (SI Teams), CAP Executive Team, Community Advisory
Committee, and all messaging and engagement around the Climate Action Plan.
SSA Financial Analyst: This position focuses on additional staff support for Sustainability
Services Area to enable the development of business plans and financial analysis around CAP
strategies, as well as other initiatives led by SSA, e.g., the Urban Renewal Authority,
Community Development Block Grants, performance analysis of past and current programs,
etc.
Working closely with the Climate Economy Advisor position and the Finance Service Area, this
strategy provides 1 FTE (full-time equivalent) staff position to provide technical assistance and
advice to the CAP teams on developing business plans, revenue and expense forecasts
including initial investment and on-going operations, decision support analyses, alternative
evaluations, cost benefit analyses, and understanding threats and opportunities.
Smart Grid and System Operations Manager: This engineering position is a manager level
position and reports directly to the Light & Power Operations Manager and is responsible for:
Strategic and tactical leadership and management of Fort Collins Energy's Smart Grid
and System Operations to ensure the delivery system operates safely and reliably.
Responsible for identifying and evaluating existing and emerging technologies in the
areas of advanced metering, distribution automation, grid communication networks, and
advanced control center functions.
5 CAP – Summary of Initiatives for Immediate Funding – Updated March 2, 2016
Responsible for the long range planning for and integration of renewable and distributed
supply resources into the electric delivery system.
Request #6: CAP Pilot Program and Innovation Fund
Lead: Pilot Projects and District Scale Strategic Initiative Team
Impact: Enabling Initaitive Total Cost (2016): $190,000 (Capital)
Ongoing Cost: $190,000 (Capital)
The purpose of the Climate Action Plan Innovation/Pilot Projects Fund is to foster locally
innovative and relevant approaches to objectives outlined in the City’s CAP goals. The aim of
the program is to lower barriers to funding important projects not accounted for in a
department’s annual budget, to allow the City to act nimbly when presented with CAP-related
opportunities (i.e., cash match for grants), and to test focused concepts in the community that
might later be replicated throughout the city. Initially, this fund would be open to projects
developed within City departments and through collaborations with other agencies. In the future,
it could be extended to projects from residents and the local business community. Examples of
projects the fund could support include:
A 2016 pilot of the HEAL (Home Energy Affordability Loan) program initiated by the
Clinton Climate Initiative, in advance of a full launch in 2017-2018 (if funded in the BFO
process).
A carbon sequestration analysis to better understand the impact that sequestering
carbon on a local basis can have on the City’s greenhouse gas emission reduction
goals.
A net zero development pilot to explore incentives, policies, and regulations to
encourage energy-efficient buildings where the actual annual delivered energy is less
than or equal to the on-site renewable exported energy.
Other cities have incorporated similar funding tools into their Climate Action Plans. Portland,
OR, for example, uses a Clean Energy Fund focused on making GHG-reducing efforts
accessible to households and building owners throughout the community. Additionally,
Minneapolis, MN offers a Community Innovation Fund available to neighborhood organizations
for innovative and scalable projects that meet the City’s overall strategic goals, one being
protection of the environment through waste and energy reduction.
Request #7: Municipal Biomass Burner Feasibility Study
Lead: Delbert Bernhardt, Forestry; Honore Depew, Sustainability Services
Impact: Enabling Initaitive (2000 CO2e Tons) Total Cost (one-time): $75,000 (Capital)
Ongoing Costs: N/A
Evaluate location and facilities suited for a biomass burner that would meet the community’s
needs for disposing of Emerald Ash Borer-killed trees along with other woody debris. In
addition, this burner could provide a “waste-to-energy” source for heating/cooling.
Climate Action Plan – Community Advisory Committee Feedback
1 Community Advisory Committee – Feedback on the Initiatives
At the February 25, 2016 meeting of the Community Advisory Committee, members provided feedback to staff on the various initiatives.
That feedback is compiled below.
SI Team Initiatives
Energy
Efficiency
Initiative: Energy Code Performance
Opportunities:
- New standards and codes
- More frequent updating of energy
codes, and possibility of creating city
based voluntary energy conservation
programs
- New construction will result in ongoing
energy savings using energy efficient
construction over lowest first cost
construction
- Straightforward. with our forward-
thinking City/utilities staff leading the
charge, our code should continue to
evolve and be more aggressive
- benefits all
- seems easy to implement
- new technology
Barriers:
- Builder’s perceptions
- Monitoring compliance with new energy codes could be
difficult
- Convincing owners and buyers that the life cycle cost
really does have value over lowest first cost for
construction
- Curious if there's been struggles in the past with
attaining desired stringency in the bldg code
- Resistance from builders and developers; projects
outside the city but in the GMA?
- Increased cost to affordable products
Initiative: Building Energy Scoring & Disclosure
Opportunities:
- Ubiquitous adoption, required disclosure
in advertising
- Provides bench mark data to determine
where community is regarding building
energy performance. May uncover best
practices for building operation that can
be leveraged.
- part of this team so my pros and cons
were addressed
- long-term benefits in seeing a buildings
energy performance
Barriers:
- City Manager's office obstruction
- Equal participation may be hard to achieve
- Access to data, ability to make study results available
(privacy issues).
- Love this. curious how it gets implemented (i.e. are
homeowners on hook to pay for a HERS rating)
- huge initial effort for building owners
Initiative: Business Efficiency Portfolio
Opportunities:
Climate Action Plan – Community Advisory Committee Feedback
2 Community Advisory Committee – Feedback on the Initiatives
- Do large companies already have economic incentive and focus on energy efficiency – not as needed
for large business as smaller consumers?
- What is community appetite for one big (expensive) project vs. many small homeowners’ projects?
Energy
Efficiency
(cont).
Initiative: Home Efficiency Portfolio
Opportunities:
- Market research and proper marketing
- Public awareness and community
involvement is an essential aspect
- Improve energy efficiency
- Neighborhood may attract more
participation through relationships &
best practices
- Affordable housing under the Low
Income Tax Credit program requires
Enterprise Green Communities to be
followed. As a result, FCHA's new and
rehabilitated units are meeting efficiency
requirements in addition to Green Code
requirements.
- New retail partnerships – midstream
incentives at retail level to influence
stocking & availability of products (pilot
with Sears, Home Depot, Best Buy).
- Neighborhood scale efforts – pilot to
have pre-defined packages for retrofit
existing homes (i.e., 1970 tri-level, have
typical problems) streamlining “good”
“better” “best” packages to minimize
assessment, standardize pricing and
delivering. Can do more for same
money or less, win for homeowner,
utilities, contractor.
- More info on these ideas would be
helpful, making CAC able to be
advocates, plus communicating with
citizens, landlords, builders.
Barriers:
- Lack of marketing professionals
- Time and money
- Getting started, need some quick wins to generate
excitement
- Cost is always a consideration when balancing energy
efficiency with development budgets.
- Need more education and awareness, especially about
the benefits
-
General Feedback on this Initiative:
- Expand key partners definition (builders/construction industry)
Initiative: Street Lighting Upgrades
Opportunities:
- Scheduled replacements or repairs should
leverage the new technology
- Part of this team so my pros and cons
were addressed
- Visible to community - I think this is great
Climate Action Plan – Community Advisory Committee Feedback
3 Community Advisory Committee – Feedback on the Initiatives
S.I. Team Initiatives
Multi-Modal
Planning &
Development
Initiative: Increase Bicycle Ridership
Opportunities:
- Reducing VMT is a key component of
GHG reduction
- Expand the low stress network during
routine maintenance.
- Tie in with safe routes to schools
programs
- Plenty of momentum & enthusiasm from
residents & businesses alike
- More healthy happy people
Barriers:
- Only works for the young and fit demographic
- Safety on the streets used to bike to work
- Curious why such big TRC and Societal Costs, and
what they entail. I might also call out local businesses
as a key partner since the Zagster bike share business
model the City selected seems to be dependent largely
on private rather than public funding in order to
succeed.
- Perceptions of safety - access in places such as
Harmony Road - it's a raceway
Initiative: Improve Pedestrian Network
Opportunities:
- Gets cars off the road
- How does this tie into safe routes for
schools programs
- Good visible project for the community -
lots of co-benefits
Barriers:
- Culture shift – resistance
- Cost per walker
- Curious why such big TRC and Societal Costs, and
what they entail.
Initiative: Expand Congestion Management System
Opportunities:
- Will improve air quality & benefit public
- Community satisfaction - faster
commute times - less vehicle emissions
- Great to see this as a proactive
Initiative, as it seems to be an
increasing issue as population grows
- Signal timing wins many friends
- Reduce GHG reduction and improve
traffic issues at the same time.
Barriers:
- Upgrade disruptions
- Three strategies all wrapped in this one. Could lead to
confusion or competition within the Initiative for
priorities
- Implementing changes in a timely manner and keeping
up with population growth.
-
-
Climate Action Plan – Community Advisory Committee Feedback
4 Community Advisory Committee – Feedback on the Initiatives
Initiative: Transit System Expansion
Opportunities:
- Designated transit funding district
- Energy efficient transit equipment -
increased access to destinations
- For those living outside of Fort Collins,
what are the options when working in
Fort Collins
- Opportunity to link development sites
with transportation.
- Ride the wave of enthusiasm for MAX
-
-
Barriers:
- Inertia of government
- High cost for undetermined community usage
- Community buy in
- Public transportation is not currently viable for many
low-income households who still must rely on their
own transportation.
- Is this still in the "chicken or the egg" phase? are
there places that having a bus route to would actually
result in increased ridership, or is this a long term goal
that happens once the City has more transit-oriented
neighborhoods like Old Town
- Cost - Sunday service - getting people to actually ride
the bus for everyday activities (need increased
frequency) but, we don't have enough riders yet...
-
Initiative: Trip Reduction Programs
Opportunities:
- Implementation of a ride sharing
program in partnership with CSU would
be beneficial! (especially with their lack of
parking spaces due to construction)
- Neighborhood targets with the home
energy efficiency program
-
Barriers:
- Culture - folks are dependent on having a car
available
-
-
S.I. Team Initiatives
Clean
Energy
Initiative: Community Shared Solar
Opportunities:
- more CEC
- Alternative energy sources should be
introduced
- Chance to participate in renewable
energy for population that does not
own residence or business property
- There is an opportunity to develop
large solar farms with individuals
and groups buying in and sharing
the cost on a pro rata share.
Climate Action Plan – Community Advisory Committee Feedback
5 Community Advisory Committee – Feedback on the Initiatives
- There is an opportunity with solar tax
credits for affordable housing to install
solar and realize a return on investment
from both the tax credit equity investor
and the City's SPPP.
- Great and well-recognized program. Is
CPACE approved in Larimer County?
- Climate and space
- Utilities has control - they like that
are based on a lottery versus an in-depth underwriting
process.
- Business ROI
- Limited opportunity given limited utilities funding
-
-
Strategies: Utilities Rooftop Solar Incentives
Opportunities:
- Already committed population targeted
- Climate and space
- Get more citizens involved in the game
or renewable energy!
Barriers:
- Existing infrastructure may not be easily expanded
- Curious to learn more about the mentioned incentives
and likelihood of approval.
- Business ROI
- Incentives get too small to inspire adopters?
Strategies: Power Purchase Agreement for CSU CHP Plant
Opportunities:
- CSU accounts for a substantial amount
of our energy use and GHG emission.
This partnership plan would be extremely
beneficial in reducing GHG emissions.
- Great partner to implement and manage
ongoing operations
- potentially good location for deployment
of this Initiative
Barriers:
- Business case that will prove itself over time
- Cost, PRPA contract (?), NO2 (?)
-
-
Strategies: PRPA Renewables Generation
Opportunities:
- 100% renewable
- Utility likely needs to expand capacity as
community expands
- PRPA has dispatchable control
- High GHG reduction.
-
-
Barriers:
- Lack of leadership
- Costs
- How strong is their commitment to more renewables
in mix beyond existing and Rawhide Flats? look
forward to hearing how the convo is progressing with
PRPA
Climate Action Plan – Community Advisory Committee Feedback
6 Community Advisory Committee – Feedback on the Initiatives
Initiative: Municipal Biomass Burner
Opportunities:
- Use to heat swimming pools
- Dealing with lots of dead trees instead of
landfilling
Barriers:
- Site location not object able to neighbors
- Not a barrier but a comment, is the biomass really
currently ending up in a landfill? Seems to be what
the "other benefits" states?
- Start-up costs & timing, operational consistency, what
to do after the "crisis"?
Initiative: Drake Water Reclamation Facility Co-Generation Site
Opportunities:
- Implementation of a recapture system
would allow us to convert "waste" into
energy
- Might reduce heat introduced to the river
- Anaerobic generation of methane to fuel
power generators
- Get more organics out of the landfill
Barriers:
- Cost, technology
- Careful selection of co-gen system that will perform
well with limited maintenance requirements over time
is crucial. New Belgium has experienced multiple
issues with our engine powered off our PWTP biogas.
- Title V
- Getting other large commercial kitchens / restaurants
to install pulpers
Initiative: Neighborhood Food Scraps Composting
Opportunities:
- Might be useful at the water reclamation
facility
- Love this idea. Connect neighbors via the
next door app could be added to the
arsenal of ways to engage & get word out.
- Makes people feel good
Barriers:
- Collection, storage, and transportation
- Currently composting is limited in vendors and
extremely costly to do, need to make sure this is
affordable
- Huge effort for small return, more trucks, etc.
S.I. Team Initiatives
Water &
Land Use
Initiative: Water Treatment Facility Hydropower
Opportunities:
- Augment solar during night - cloudy days
- Use a resource at our disposal
Barriers:
- Cost to benefit - project payback
- Dam
- Willpower?
Initiative: Carbon Sequestration through Enhanced Tree Health
Opportunities:
- Enhances outdoor recreation
Climate Action Plan – Community Advisory Committee Feedback
7 Community Advisory Committee – Feedback on the Initiatives
Suggestions for better communication and/or overall organization of the strategies?
1. Making sure the average community member can understand the terms for PAC, TRC and SC tests,
can the average citizen understand the one page summaries - I tried something similar & was
shocked at how simple I thought the graphics were and how complicated the community made it
2. For a first appearance, I think it was laid out very well and was very easy to follow and understand.
3. Maybe a one page "index" of all the categories / strategies
4. A bit more detail, but I assume that's to come.
5. I understand that a much longer document would've been cumbersome at this introductory stage for
the CAC, and I appreciate us not having been given a 200-pg document to review. In some cases,
however, the very brief descriptions of each Initiative provide a limited understanding of how they
might be implemented, and therefore make it tricky to provide meaningful insight.
6. 1) Cost tests are confusing to me. 2) Unclear whose job it is to implement the Initiative. When, where
(or how) is it the City, a business, or a citizens job to do … to adopt or participate? Maybe we need a
line for "Responsible party" - and maybe sometimes that says "shared" or "all". We might want to be
clear, what are you (the City) doing for me & what do I (the citizen) need to do for you? 3) these
strategies add up to 468,500 MT of reductions… that is 20% below baseline given the BAU If we don't
"get" the PRPA related assumptions outlined on pages 28-29 of the Framework - will we be hung out
to dry for failing? This is confusing and complicated - we need to be very clear about what these
strategies might deliver and how they are a still just a component of the larger Framework of things we
need to have happen to get to 80 reductions by 2030. We can't over-promise or misrepresent what
these strategies are likely to achieve.
7. I appreciate the structure of the CAP Strategic Plan. It is very easy to follow. One suggestion is to
create a pie chart for each section (i.e. Energy Efficiency) representing the GHG reductions for each
Initiative (i.e. Energy Code Performance, Building Energy Scoring, etc.) w/in each section.
8. Perhaps a better sense of the size of the homework - pages and hours estimated for review.
9. We need to better define who the intended audience for each action item. The information should
include things like glossaries and hyperlinks to sources.
10. There are too many documents in too many formats (Framework Plans, CAP, etc.) that may conflict/
11. Perhaps a couple moments spent on the terminology used in the Cost Tests. For Total Resource
Cost, how are you defining "the incremental measure costs" and "monetized emissions savings." And
does "monetized emissions savings" mean that you've modeled what costs would be in a typical/most-
likely carbon tax scenario? For Societal Cost Test, I'd like to be sure we're all clear on what is meant
by "benefits that are not currently valued by the market, externalities" and the "social discount rate."
12. I might appreciate a little coaching and information on the types of costs tests, not sure I get all the
language.
1
Climate Action Plan
Jeff Mihelich, Jackie Kozak Thiel, Mike Beckstead, Lucinda Smith, Lindsay Ex
March 10, 2016
ATTACHMENT 7
Good News!
• Significant resources with positive results
• In-house model to quantify results
• Potential path to 2020 goals
• Significant public engagement
• Initiatives you can invest in immediately
2
Questions for City Council
1. Does Council have feedback on the
proposed initiatives outlined in the draft
roadmap to the 2020 goals?
2. Are there any initiatives that Council
would like to consider investing in
immediately?
3. Is Council willing to explore a separate
electricity rate structure for Fort Collins
(and more diversified resource mix) with
Platte River to achieve the City’s goals?
3
CAP Journey
4
CAP Goals &
Framework
September
Work Session
Open House
Assemble
Teams & CAP Exec
Modeling
CAC
Open House
& Business
Workshop
March
Work Session
2017-2018 BFO
2020 CAP
Strategic Plan
(status update)
Implement,
Innovate, Evaluate
2015 2016 2017+
Mid-Cycle
Offers Funded
CAP Journey
5
CAP Journey
6
-20.0%
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
% Change from 2005
Change in Community
Emissions Since 2005
Population
% Change in GDP
* Does not include the Keep Fort Collins Great tax collections
CAP Strategic Initiatives
7
PROJECT TEAMS
• Energy Efficiency
• Clean Energy
• Multi-Modal Planning & Development
• Road to Zero Waste
• Water and Land Use
• Preparation, Adaptation, and Resilience*
SUPPORT TEAMS
• Measuring CAP Performance
• Financing Mechanisms
• Messaging & Engagement
• Pilot Projects & District Scale Initiatives
• Climate Economy & Partnerships
*Team currently on hold
Feedback: Open House and
Additional Events
8
• Open House - 170 attendees
• Additional feedback:
§ How to engage the
community’s world-class
experts to help us reach our
goals?
§ Which of these initiatives can
the private sector lead on?
Feedback:
Community Advisory Committee
9
• Represent the Triple Bottom Line
• Provided feedback on all initiatives
• Key Feedback:
• How to move goals from
aspirational to operational?
• Ensure actions can be replicated
• More information about investments
and business assumptions needed
CAP Journey
10
Draft Roadmap to 2020
*Reductions are estimates and rounded to the nearest thousand 11
Draft Roadmap to 2020
12
PATHWAYS TO
ACHIEVING THE
2020 GOALS
(20% below 2005 levels)
ACCELERATED
PATHWAY
(based on initiatives with
highest impact)
~$219M
COST EFFECTIVE 2020
(based on cost/GHG ton
reduced, 2016-2020)
~$181M
COST EFFECTIVE 2050
(based on cost/GHG ton
reduced, 2016-2050)
~$248M
Note: Costs are estimates and rounded to the nearest thousand; Total costs, including city and community costs, to get to 2020
A
B
C
Roadmap to 2020
High Impact Initiatives
13
Rank Initiative 2020
Impact
(MTCO2
e)
% of 2020
Roadmap
Total Costs
(2016-2020)
Cost Eff.
(2016-2050)
1
Business Efficiency Portfolio
– Base
153,000 30.8% $39,246,000 $25
2
Community Recycling
Ordinance
Implementation
106,000 21.3% $21,437,000 $23
3
Platte River Renewables
Purchase (Tariff 7)
42,000 8.4% $6,176,000 $22
4
Expand Congestion
Management System
36,000 7.2% $7,802,000 $35
5
Business Efficiency Portfolio
– Expanded
30,000 6.0% $22,213,000 $30
*All reductions and costs are estimates and rounded to the nearest thousand
Roadmap to 2020
High Impact Initiatives
14
Rank Initiative 2020
Impact
(MTCO2
e)
% of 2020
Roadmap
Total Costs
(2016-2020)
Cost Eff.
(2016-
2050)
6 Home Efficiency Portfolio – Base 26,000 5.2% $7,809,000 $23
7
Power Purchase Agreement for
Combined Heat Power
21,000 4.2% $4,605,000 $94
8
Home Efficiency Portfolio –
Expanded
21,000 4.2% $13,181,000 $27
9
Change Land Use Patterns (City
Plan & Transportation Master
Plan Update)
18,000 3.6% $1,143,000 $3
10 Solar Power Purchase Program 15,000 3.0% $33,892,000 $180
*All reductions and costs are estimates and rounded to the nearest thousand
Roadmap to 2020
Additional Initiatives
15
Rank Initiative 2020
Impact
(MTCO2
e)
% of 2020
Roadmap
Total Costs
(2016-2020)
Cost Eff.
(2016-2050)
13
Utilities Rooftop Solar
Incentives
9,000 1.8% $22,225,000 $148
16 Trip Reduction Programs 4,000 0.8% $886,000 $7
21 Municipal Biomass Burner 2,000 0.4% $5,168,000 $111
23
Building Energy Disclosure
& Scoring
2,000 0.4% $3,247,000 $101
*All reductions and costs are estimates and rounded to the nearest thousand
Implementation – Near-term
16
Initiative 2020 Impact
(MTCO2e)
Cost to the City
(2016 Capital & O&M)
Human
Resources
Initiatives with Impact
1. Building Energy Disclosure/Scoring (Rank 23) 2,000 $39,000 1 FTE
2. Home & Business Efficiency Portfolio
(Rank 1, 5, 6, 8)
230,000 $931,000 1.5 FTE
3. Solar Incentives & Rebates (Rank 13) 9,000 $335,000 0.5 FTE
4. Municipal Green Waste Sites (Rank 29) 100 $371,000 0.3 FTEs
Support Initiatives
5. CAP Program Support Enabler $148,000 3 FTEs
6. CAP Pilot Projects/Innovation Fund Enabler $190,000 -
7. RZW: Biomass Feasibility Study Enabler (1900) $75,000 -
Total Costs in 2016 $2,089,000 6.3 FTEs
*2020 Impact is based on investing in these initiatives each year 2016-2020; all estimates rounded to the nearest thousand
Platte River Renewable Rate Study
17
• Willing to provide diversified energy mix
(renewables) options for Fort Collins
• Implications:
§ Separate rate structure
§ Significant reductions in 2020 and long-term
• Approximately $50,000 to conduct the study
CAP Journey – Next Steps
18
CAP Goals &
Framework
September
Work Session
Open House
Assemble
Teams & CAP Exec
Modeling
CAC
Open House
& Business
Workshop
March
Work Session
2017-2018 BFO
2020 CAP
Strategic Plan
(status update)
Implement,
Innovate, Evaluate
2015 2016 2017+
Mid-Cycle
Offers Funded
Questions for City Council
1. Does Council have feedback on the
proposed initiatives outlined in the draft
roadmap to the 2020 goals?
2. Are there any initiatives that Council
would like to consider investing in
immediately?
3. Is Council willing to explore a separate
electricity rate structure for Fort Collins
(and more diversified resource mix) with
Platte River to achieve the City’s goals?
19
Implementation – Near-term
20
Initiative 2020 Impact
(MTCO2e)
Cost to the City
(2016 Capital & O&M)
Human
Resources
Initiatives with Impact
1. Building Energy Disclosure/Scoring (Rank 23) 2,000 $39,000 1 FTE
2. Home & Business Efficiency Portfolio
(Rank 1, 5, 6, 8)
230,000 $931,000 1.5 FTE
3. Solar Incentives & Rebates (Rank 13) 9,000 $335,000 0.5 FTE
4. Municipal Green Waste Sites (Rank 29) 100 $371,000 0.3 FTEs
Support Initiatives
5. CAP Program Support Enabler $148,000 3 FTEs
6. CAP Pilot Projects/Innovation Fund Enabler $190,000 -
7. RZW: Biomass Feasibility Study Enabler (1900) $75,000 -
Total Costs in 2016 $2,089,000 6.3 FTEs
*2020 Impact is based on investing in these initiatives each year 2016-2020; all estimates rounded to the nearest thousand
21
Climate Action Plan
Jeff Mihelich, Jackie Kozak Thiel, Mike Beckstead, Lucinda Smith, Lindsay Ex
March 10, 2016
- Beautification of the city
- Build on great tradition of open space and
land conservation
Barriers:
- Weather influences - water to support the trees
- Real quantification?
- Urban growth pressure
- Development pressure
- PRPA :) … and FC is only one city of four, we need
allies!
- Eliminating coal-fired power sources and integrating
new systems (solar and wind) effectively
S.I. Team Initiatives
Road to Zero
Waste
Initiative: Construction and Demolition Sorting Facility
Opportunities:
- Great opportunity for small business
partnership
- Central community location for recycled
materials
- Strong local partners & knowledge in
construction waste recycling, such as
Waste-Not.
- Great idea – needed
Barriers:
- Convenient location, might be making two trips to deal
with waste over one to the landfill
- Sounds messy, complex, and expensive
Initiative: Municipal Biomass Burner Feasibility Study
Opportunities:
- Use waste to make energy rather than
bury it.
- Learn from other municipalities; beetle
kill fuel source
- Figure out if it is a viable idea
Barriers:
- Business case that supports the Initiative
- Title V
- A few bucks?
- Larger private businesses likely
have interests in - but not land
available for - solar investment via a
model that allows them to claim the
env attributes and reduce their own
Scope 2 (&1) emissions
- Anyone with $ can participate
Barriers:
- I'm asking myself that same question
- Locations for the solar farms
- Curious to learn more about the mentioned incentives
and likelihood of approval.
- Takes $ to participate
-
-
Initiative: Solar Power Purchase Program
Opportunities:
- Gets renewables installed w/o first time
investment costs.
Barriers:
- Solid partners to construction and operate equipment
- Currently there is not enough funding and the awards
Initiative: Change Land Use Patterns with New Plans
Opportunities:
- New Belgium has added Smart Growth
as a focus category in our philanthropy
program, and local NPOs working
toward smart growth-related efforts in
the City may qualify for funding.
- Working with neighboring communities
- Reducing VMT and readdressing
current city plans is beneficial
- Increased land use density can
make destinations closer and
allow alternative transportation to
access needed services
- An awesome future
- By shortening trips & reducing the
need to drive has the potential to
benefit all citizens in reducing
expenses and improving well-
being.
Barriers:
- Costs - upgrade disruptions
- Developers need to buy in so new uses are
constructed
- Retrofitting existing poor patterns - creates inequities?
- Changing habits on a large scale.
- High degree of disconnect between requirements of
existing plans and policies and what actually occurs in
development. Need more enforcement of plans.
General Feedback on this Initiative:
- Look at varying intensity levels of development, particularly ones that reduce travel needs
because it is one Initiative that people will
"see" and "experience" - even if the GHG
reductions are low, the community will see
and believe "we" are doing something. Can't
get that insulating houses...
Barriers:
- High implementation costs for relatively low GHG
reduction
- Costs of upgraded equipment
- perceived cost/benefit ratio
-
-
- On-bill financing for tenants
- Huge potential for energy reduction!
Expansion of existing program would
make implementation easier.
- Improve Energy efficiency
- Rebates make adding energy efficient
upgrades when doing routine
replacements/installs
- Great to see Efficiency Works
continuing on.
- Provides businesses with details that
may not be readily available
- We know how to do it, can get very
focused and make progress fast
- Greatest GHG reduction out of all
strategies. Great impact on overall
health of city. Cost effective Initiative.
Barriers:
- FCU billing system and staffing
- Time, Efforts, and Costs associated
- Non-technical decision makers may not be comfortable
with the technology or have confidence in the savings.
- Fully confident that program will be sufficiently/more
funded moving forward?
- apples vs olives
- scaling up delivery of the "service"
- Upfront costs to businesses in order to meet
benchmarks.
- It will require additional program funding
- There’s a lot of potential, but it’s not clear how well
businesses understand the benefits of replacing worn
out equipment.
- We need opportunities for training of
contractors/people doing work
General Feedback on this Initiative:
- Impact of different initiatives could be very different
ATTACHMENT 6
improve health
High potential to
C $ ♥ - advance equity
$ $ $ $
♥ -
♥ -
C C C C
$ $ $ $
♥ -
$ $ $ $
♥ -
♥ -
♥ -
$ $
♥ -
C C C
C C C C
≤ 1,000
1,001 – 9,999
10,000 – 99,999
≥ 100,000
Initiative results in
improved
community health.
Initiative provides benefits
for low-income or minority
populations, involves
underserved groups,
and/or involves the entire
community equally.
Shows the gross cost per ton of carbon
reduced for the years 2016 to 2050. The
lower the number and the fewer dollar
sign symbols it has, the more cost
effective an initiative is.
Values are in metric tons of
CO2 equivalents (CO2e)
2020 Impacts
C C C C
$ $ $ $
♥ -
Cost/Tons of Carbon Reduced (2016 – 2050)
$
$
$
$
$
$
$
$
$ $
0-100
101 - 300
301 – 500
≥ 501
24
27
18
29
24
25
26
27
28
29
30
31
32
34
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ĞdžƉĂŶĚĞĚ ϭ͕ϬϬϬ Ϭ͘Ϯй ϮϬ DD &ƵĞů ĨĨŝĐŝĞŶƚĂŶĚ ůĞĐƚƌŝĐsĞŚŝĐůĞƐ Ψϰ͕ϬϵϬ Ψϭ͕ϲϵϭ ϭϬ
^ŽůĂƌWŽǁĞƌWƵƌĐŚĂƐĞWƌŽŐƌĂŵ ΨϭϴϬ Ψϱϲ
Ϯϳ DD /ŵƉƌŽǀĞƉĞĚĞƐƚƌŝĂŶŶĞƚǁŽƌŬ ϳϬϬ Ϭ͘ϭй ϭϳ >Θt ĂƌďŽŶ^ĞƋƵĞƐƚƌĂƚŝŽŶƚŚƌŽƵŐŚ>ĂŶĚŽŶƐĞƌǀĂƚŝŽŶ Ψϳ͕ϱϳϳ Ψϳ͕ϱϳϳ ϭϭ ŶĞƌŐLJŽĚĞWĞƌĨŽƌŵĂŶĐĞ ΨϭϵϬ Ψϱϭ
Ϯϴ tĂƚĞƌdƌĞĂƚŵĞŶƚ&ĂĐŝůŝƚLJ,LJĚƌŽƉŽǁĞƌ ϰϬϬ Ϭ͘ϭй ϯϬ >Θt hƚŝůŝƚŝĞƐ>ĂŶĚƐĐĂƉĞ/ƌƌŝŐĂƚŝŽŶ/ŶĐĞŶƚŝǀĞƐ Ψϴ͕ϲϮϬ Ψϲ͕ϯϳϬ ϯϬ >Θt hƚŝůŝƚŝĞƐ>ĂŶĚƐĐĂƉĞ/ƌƌŝŐĂƚŝŽŶ/ŶĐĞŶƚŝǀĞƐ ΨϱϱϮ ;ΨϲϬϳͿ
Ϯϵ Zt DƵŶŝĐŝƉĂůĞƉĂƌƚŵĞŶƚƐ'ƌĞĞŶͲǁĂƐƚĞŽŵƉŽƐƚŝŶŐ^ŝƚĞƐ ϭϬϬ Ϭ͘Ϭй Ϯϱ DD dƌĂŶƐŝƚ^LJƐƚĞŵ džƉĂŶƐŝŽŶ Ψϴ͕ϳϱϳ Ψϴ͕ϱϮϬ Ϯϱ DD dƌĂŶƐŝƚ^LJƐƚĞŵ džƉĂŶƐŝŽŶ Ψϱϵϭ ΨϰϮϳ
ϯϬ >Θt hƚŝůŝƚŝĞƐ>ĂŶĚƐĐĂƉĞ/ƌƌŝŐĂƚŝŽŶ/ŶĐĞŶƚŝǀĞƐ ϲϬ Ϭ͘Ϭй Ϯϲ DD /ŵƉƌŽǀĞƉĞĚĞƐƚƌŝĂŶŶĞƚǁŽƌŬ Ψϵ͕ϬϰϮ͘ϬϬ Ψϴ͕ϴϯϭ͘ϱϬ Ϯϲ DD /ŵƉƌŽǀĞƉĞĚĞƐƚƌŝĂŶŶĞƚǁŽƌŬ Ψϭ͕ϴϭϱ Ψϭ͕ϲϰϬ
ϯϭ Zt DƵŶŝĐŝƉĂůŝŽŵĂƐƐƵƌŶĞƌ&ĞĂƐŝďŝůŝƚLJ^ƚƵĚLJ Eͬ Eͬ ϯϭ Zt DƵŶŝĐŝƉĂůŝŽŵĂƐƐƵƌŶĞƌ&ĞĂƐŝďŝůŝƚLJ^ƚƵĚLJ Eͬ Eͬ ϯϭ Zt DƵŶŝĐŝƉĂůŝŽŵĂƐƐƵƌŶĞƌ&ĞĂƐŝďŝůŝƚLJ^ƚƵĚLJ Eͬ Eͬ
EŽƚĞƐ͗
ϭ͘KϮĞdŽŶƐŝƐĂƚĞƌŵƚŚĂƚŵĞĂŶƐƚŽŶƐŽĨĐĂƌďŽŶĚŝŽdžŝĚĞĞƋƵŝǀĂůĞŶƚ͘ ƐƐĞŶƚŝĂůůLJ͕ŝƚŝƐĂĐŽŶǀĞƌƐŝŽŶŽĨĂůůŽĨƚŚĞŐƌĞĞŶŚŽƵƐĞŐĂƐƉŽůůƵƚĂŶƚƐ;ŽĨǁŚŝĐŚƚŚĞŵĂŝŶŽŶĞƐĂƌĞĐĂƌďŽŶĚŝŽdžŝĚĞ;K
ϮͿ͕ŵĞƚŚĂŶĞ;,
ϰͿ͕ŶŝƚƌŽƵƐŽdžŝĚĞ;EϮ
KͿ͕ĂŶĚŽnjŽŶĞ͕ŝŶƚŽĂĐŽŵŵŽŶĨƌĂŵĞǁŽƌŬƚŽĂƐƐĞƐƐƌĞĚƵĐƚŝŽŶƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚĐůŝŵĂƚĞĂĐƚŝŽŶƐƚƌĂƚĞŐŝĞƐ͘
Ϯ͘ůůŽĨƚŚĞĚĂƚĂƉƌŽǀŝĚĞĚŝŶƚŚŝƐƚĂďůĞĂƌĞŝŶŝƚŝĂůĞƐƚŝŵĂƚĞƐĂŶĚǁŝůůĐŽŶƚŝŶƵĞƚŽďĞƌĞĨŝŶĞĚƚŚƌŽƵŐŚŽƵƚƚŚĞĚĞǀĞůŽƉŵĞŶƚŽĨƚŚĞϮϬϮϬW^ƚƌĂƚĞŐŝĐWůĂŶ͘ĚĚŝƚŝŽŶĂůůLJ͕ĂƐŶĞǁƚĞĐŚŶŽůŽŐŝĞƐ͕ƉĂƌƚŶĞƌƐŚŝƉƐ͕ĂŶĚŝŶŶŽǀĂƚŝŽŶƐĞŵĞƌŐĞ͕ƚŚĞŝŵƉĂĐƚĂŶĚĐŽƐƚŽĨǀĂƌŝŽƵƐƐƚƌĂƚĞŐŝĞƐǁŝůůĐŚĂŶŐĞ͘dŚĞĚĞǀĞůŽƉŵĞŶƚŽĨŝŶŝƚŝĂƚŝǀĞƐ͕ĂŶĚƚŚ
ƌĞĨŝŶĞŵĞŶƚŽĨƚŚĞŝŵƉĂĐƚĂŶĚĐŽƐƚĚĂƚĂ͕ǁŝůůďĞĂŶŝƚĞƌĂƚŝǀĞƉƌŽĐĞƐƐ͘
ϯ͘ĚŝƐĐŽƵŶƚƌĂƚĞŽĨϱйǁĂƐƵƐĞĚĨŽƌĂůůĞƐƚŝŵĂƚĞƐ͘
Ɛƚ͘ŽƐƚƐͲŽƐƚ ĨĨĞĐƚŝǀĞϮϬϱϬ;ϮϬϭϲͲϮϬϮϬͿͲΨϮϰϴ͕ϮϱϬ͕ϬϬϬ
Ɛƚ͘ZĞĚƵĐƚŝŽŶƐͲŽƐƚ ĨĨĞĐƚŝǀĞϮϬϱϬ;ϮϯƐƚƌĂƚĞŐŝĞƐͿͲϰϵϳ͕ϮϬϬ
͘ŽƐƚ ĨĨĞĐƚŝǀĞ;ϮϬϮϬͿ
;ƐŽƌƚĞĚďLJĐŽƐƚϮϬϭϲͲϮϬϮϬͬĞŵŝƐƐŝŽŶƐƌĞĚƵĐĞĚϮϬϭϲͲϮϬϮϬͿ
͘ŽƐƚ ĨĨĞĐƚŝǀĞ;ϮϬϱϬͿ
;ƐŽƌƚĞĚďLJĐŽƐƚϮϬϭϲͲϮϬϱϬͬĞŵŝƐƐŝŽŶƐƌĞĚƵĐĞĚϮϬϭϲͲϮϬϱϬͿ
͘ĐĐĞůĞƌĂƚĞĚWĂƚŚǁĂLJ
;&ĂƐƚĞƐƚƚŽϮϬϮϬ͕ƐŽƌƚĞĚďLJƐƚƌĂƚĞŐŝĞƐǁŝƚŚƚŚĞŵŽƐƚŝŵƉĂĐƚͿ
/ŶŝƚŝĂƚŝǀĞƐΗƚĂ'ůĂŶĐĞΗͲWĂƚŚǁĂLJƐƚŽĐŚŝĞǀĞƚŚĞϮϬϮϬW^ƚƌĂƚĞŐŝĐWůĂŶ'ŽĂůƐ
EŽƚĞ͗ŽůĚ>ŝŶĞŝŶĚŝĐĂƚĞƐǁŚĞƌĞƌĞĚƵĐƚŝŽŶƐŶĞĞĚĞĚŚĂƐďĞĞŶĂĐŚŝĞǀĞĚ
Ɛƚ͘ZĞĚƵĐƚŝŽŶƐͲĐĐĞůĞƌĂƚĞĚWĂƚŚǁĂLJ;ϭϯƐƚƌĂƚĞŐŝĞƐͿͲϱϬϭ͕ϬϬϬ
Ɛƚ͘ŽƐƚƐͲĐĐĞůĞƌĂƚĞĚWĂƚŚǁĂLJ;ϮϬϭϲͲϮϬϮϬͿͲΨϮϭϵ͕ϯϲϮ͕ϬϬϬ
Ɛƚ͘ZĞĚƵĐƚŝŽŶƐͲŽƐƚ ĨĨĞĐƚŝǀĞϮϬϮϬ;ϭϳƐƚƌĂƚĞŐŝĞƐͿͲϰϵϲ͕ϰϬϬ
Ɛƚ͘ŽƐƚƐͲŽƐƚ ĨĨĞĐƚŝǀĞϮϬϮϬ;ϮϬϭϲͲϮϬϮϬͿͲΨϭϴϬ͕ϳϱϭ͕ϬϬϬ
ATTACHMENT 3
•Flyers/Posters/Cards
•Press releases and
one-on-one meetings
with reporters
•News articles
•Utility bill mailers (City
News)