HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 03/10/2016 - COMPLETE AGENDACity of Fort Collins Page 1
Wade Troxell, Mayor Council Information Center (CIC)
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City Council Work Session
Thursday, March 10, 2016
6:00 PM
CALL TO ORDER.
1. Climate Action Plan (CAP) 2020 Strategic Plan - Planning and Implementation Update. (staff:
Lindsay Ex, Jackie Kozak-Thiel, Jeff Mihelich, Lucinda Smith, Mike Beckstead; 20 minute staff
presentation; 90 minute discussion)
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.
City of Fort Collins Page 2
2. Old Town Planning Projects. (Staff: Cameron Gloss, Seth Lorson, Pete Wray; 15 minute staff
presentation; 20 minute discussion)
The purpose of this item is to provide an update on the progress of three long-range planning
projects that are taking place simultaneously in the greater Old Town Area. Updates will be provided
for the Downtown Plan, Old Town Neighborhoods Plan, and the Old Town Neighborhood Design
Guidelines. The last City Council update on these ongoing projects was provided at the August 11,
2015 Work Session.
3. West Elizabeth Enhanced Travel Corridor Plan. (Staff: Laurie Kadrich, Amy Lewin, Emma
Belmont; 10 minute staff presentation, 20 minute discussion)
The purpose of this item is to update Council on the West Elizabeth Enhanced Travel Corridor
Planning effort and to request feedback on key questions that will influence the next steps for the
project. The project team developed four Design Approaches to test out potential concepts for the
corridor: (1) Tweak and Tune, (2) Transportation Systems Management, (3) Traffic Calming, and (4)
MAX on West Elizabeth. In addition, staff has developed an evaluation process which has led to a
preliminary set of recommended design elements and proposed phasing, which incorporates design
elements from all four Design Approaches. This project addresses Strategic Initiatives 5.6 and 6.1-
6.6 related to improving travel for all modes in support of the Climate Action Plan goals.
OTHER BUSINESS.
ADJOURNMENT.
DATE:
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.
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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
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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.
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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.
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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.
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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,
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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 -
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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)
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ATTACHMENT 1
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Attachment: Work Session Summary, September 8, 2015 (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Public Engagement Plan (4226 : CAP 2020 Strategic Plan)
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.
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Attachment: Public Engagement Plan (4226 : CAP 2020 Strategic Plan)
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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Attachment: Public Engagement Plan (4226 : CAP 2020 Strategic Plan)
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ϭ ƵƐŝŶĞƐƐ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲĂƐĞ ϭϱϯ͕ϬϬϬ ϯϬ͘ϴй ϭϴ Zt EĞŝŐŚďŽƌŚŽŽĚ&ŽŽĚ^ĐƌĂƉƐŽŵƉŽƐƚŝŶŐ Ψϭϴ ;ΨϭϮͿ ϮϬ DD &ƵĞů ĨĨŝĐŝĞŶƚĂŶĚ ůĞĐƚƌŝĐsĞŚŝĐůĞƐ Ψϭ ;ΨϬͿ
Ϯ Zt ŽŵŵƵŶŝƚLJZĞĐLJĐůŝŶŐKƌĚŝŶĂŶĐĞ/ŵƉůĞŵĞŶƚĂƚŝŽŶ ϭϬϲ͕ϬϬϬ Ϯϭ͘ϯй ϵDD ŚĂŶŐĞ>ĂŶĚhƐĞWĂƚƚĞƌŶƐ ΨϮϱ ;ΨϮϯϰͿ ϭϴ Zt EĞŝŐŚďŽƌŚŽŽĚ&ŽŽĚ^ĐƌĂƉƐŽŵƉŽƐƚŝŶŐ ΨϮ ;ΨϭϭͿ
ϯ WůĂƚƚĞZŝǀĞƌZĞŶĞǁĂďůĞƐWƵƌĐŚĂƐĞ;dĂƌŝĨĨϳͿ ϰϮ͕ϬϬϬ ϴ͘ϱй ϯ WůĂƚƚĞZŝǀĞƌZĞŶĞǁĂďůĞƐWƵƌĐŚĂƐĞ;dĂƌŝĨĨϳͿ ΨϮϵ ΨϮϵ ϵDD ŚĂŶŐĞ>ĂŶĚhƐĞWĂƚƚĞƌŶƐ Ψϯ ;ΨϭϳϮͿ
ϰ DD džƉĂŶĚĐŽŶŐĞƐƚŝŽŶŵĂŶĂŐĞŵĞŶƚƐLJƐƚĞŵ ϯϲ͕ϬϬϬ ϳ͘Ϯй ϮZt ŽŵŵƵŶŝƚLJZĞĐLJĐůŝŶŐKƌĚŝŶĂŶĐĞ/ŵƉůĞŵĞŶƚĂƚŝŽŶ ΨϱϮ Ψϯϰ ϭϲ DD dƌŝƉZĞĚƵĐƚŝŽŶWƌŽŐƌĂŵƐ Ψϳ ;ΨϭϲϰͿ
ϱ ƵƐŝŶĞƐƐ ĨĨŝĐŝĞŶĐLJWŽƌƚĨŽůŝŽͲ džƉĂŶĚĞĚ ϯϬ͕ϬϬϬ ϲ͘Ϭй ϰDD džƉĂŶĚĐŽŶŐĞƐƚŝŽŶŵĂŶĂŐĞŵĞŶƚƐLJƐƚĞŵ Ψϱϯ ;ΨϮϭϭͿ Ϯϵ Zt
DƵŶŝĐŝƉĂůĞƉĂƌƚŵĞŶƚƐ'ƌĞĞŶͲǁĂƐƚĞŽŵƉŽƐƚŝŶŐ^ŝƚĞƐ
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
1.3
/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
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Detailed Summary of 2020 CAP
Strategic Plan Initiatives
ATTACHMENT 4
1.4
Packet Pg. 17
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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.
1.4
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Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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.
1.4
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Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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
$ $ $ $
♥ -
1.4
Packet Pg. 23
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
$ $ $ $
♥ -
1.4
Packet Pg. 25
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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
$ $ $ $
♥ -
1.4
Packet Pg. 26
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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
$ $ $ $
♥ -
1.4
Packet Pg. 27
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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
$ $ $ $
♥ -
1.4
Packet Pg. 30
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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
$ $ $ $
♥ -
1.4
Packet Pg. 31
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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
$ $ $ $
♥ -
1.4
Packet Pg. 32
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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
$ $ $ $
♥ -
1.4
Packet Pg. 33
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
$ $ $ $
♥ -
1.4
Packet Pg. 35
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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
$ $ $ $
♥ -
1.4
Packet Pg. 36
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
$ $ $ $
♥ -
1.4
Packet Pg. 37
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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
$ $ $ $
♥ -
1.4
Packet Pg. 38
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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
$ $ $ $
♥ -
1.4
Packet Pg. 40
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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
$ $ $ $
♥ -
1.4
Packet Pg. 41
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
$ $ $ $
♥ -
1.4
Packet Pg. 43
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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
$ $ $ $
♥ -
1.4
Packet Pg. 46
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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
$ $ $ $
♥ -
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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
$ $ $ $
♥ -
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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
$ $ $ $
♥ -
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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
$ $ $ $
♥ -
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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
$ $ $ $
♥ -
1.4
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
$ $ $ $
♥ -
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Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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.
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Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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.
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Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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
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Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Initiatives that can be Invested in Immediately (4226 : CAP 2020 Strategic Plan)
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.
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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
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Attachment: Initiatives that can be Invested in Immediately (4226 : CAP 2020 Strategic Plan)
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.
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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.
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Attachment: Initiatives that can be Invested in Immediately (4226 : CAP 2020 Strategic Plan)
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.
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Attachment: Community Advisory Committee Feedback on the Initiatives (4226 : CAP 2020 Strategic Plan)
1
Climate Action Plan
Jeff Mihelich, Jackie Kozak Thiel, Mike Beckstead, Lucinda Smith, Lindsay Ex
March 10, 2016
ATTACHMENT 7
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
CAP Journey
5
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
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?
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
CAP Journey
10
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
Draft Roadmap to 2020
*Reductions are estimates and rounded to the nearest thousand 11
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
21
Climate Action Plan
Jeff Mihelich, Jackie Kozak Thiel, Mike Beckstead, Lucinda Smith, Lindsay Ex
March 10, 2016
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Attachment: Power Point Presentation (4226 : CAP 2020 Strategic Plan)
DATE:
STAFF:
March 10, 2016
Cameron Gloss, Planning Manager
Pete Wray, Senior City Planner
Seth Lorson, City Planner
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Old Town Planning Projects.
EXECUTIVE SUMMARY
The purpose of this item is to provide an update on the progress of three long-range planning projects that are
taking place simultaneously in the greater Old Town Area. Updates will be provided for the Downtown Plan, Old
Town Neighborhoods Plan, and the Old Town Neighborhood Design Guidelines. The last City Council update on
these ongoing projects was provided at the August 11, 2015 Work Session.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Given the work to date, are there additional issues that should be addressed?
2. Is there additional public engagement needed?
BACKGROUND / DISCUSSION
DOWNTOWN PLAN
The new Downtown Plan will replace the successful 1989 Downtown Plan, with a new plan for the next 10-20
years. The 1989 plan has guided budgets, projects, investments, regulations, and other actions for 25 years. Its
mission has been achieved and its recommendations largely fulfilled. Downtown’s r evitalization results from
countless decisions on several hundred million dollars’ worth of investments and actions by the public and
private sectors meeting constant challenges and risks within a unifying vision and framework.
Project Approach
The project is being driven by public involvement, with the aim of a truly community-based plan with broad
awareness and understanding among a complete range of interests.
The process is organized around six topic areas:
Arts and Culture (Creative Industries)
Operations and Management
Energy and Environment
Market and Economy
Transportation and Parking
Urban Design
Working Groups
Six corresponding Working Groups guide the development of the new Plan. These groups consist of technical
specialists, City staff, and key stakeholders relevant to each topic area. The groups are led by a City Staff
member and facilitated by another group member with special expertise and interest.
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Packet Pg. 90
March 10, 2016 Page 2
Timeline and Plan Status to Date
Given the recent spike in development submittals and resulting staff workload, the timeline for Downtown Plan
adoption has been extended approximately three months beyond the original targeted completion date of August
2016. It is anticipated that the draft Plan document will be available for public review by the end of the summer
with adoption in the fall.
Public Engagement
Over the past six months since the last work session, the second phase (Visioning) has been completed and the
third phase (Choices and Strategies) is almost complete. Staff has interacted with over a dozen boards and
commissions, the aforementioned working groups, and hundreds of residents and visitors. The following is an
overview of our engagement efforts since last August:
Public Events:
- NewWest Fest Visioning Event
- Open Streets Event Parking Survey
- City Comforts Workshop
- 2-Day Vision Design Charrette
- Downtown/OTN Transitions Workshop
- UrbanLab First Friday Gallery Walk event
- Community Choices Open House
- Community Choices Workshop # 1
- Community Choices Workshop # 2
- Online Survey
- Textizen Survey
- Community Groups
- Studio 14 Downtown Plan video
- Working Group Members
- Working Group Meetings
- City Boards and Commissions (# visits to date):
o Affordable Housing Board (1)
o Air Quality Advisory Board (1)
o Art in Public Places Board (2)
o Bicycle Advisory Committee (1)
o Commission on Disability (2)
o Downtown Development Association (5)
o Downtown Business Association (5)
o Economic Advisory Commission (1)
o Energy Board (1)
o Human Relations Commission (1)
o Landmark Preservation Commission (1)
o Natural Resources Advisory Board (1)
o Parking Advisory Board (5)
o Parks and Recreation Board (1)
o Planning and Zoning Board (8)
o Senior Advisory Board (1)
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o Transportation Board (2)
o Water Board (1)
o Super Board Meeting (Multiple Boards and Commissions represented) (1)
Summary of Phase 2: Visioning
The focus of the Visioning Phase was to develop draft vision statements supported by preliminary strategies to
achieve the vision for each topic area. These were to then to be vetted with the public in Phase 3. The draft vision
and strategies structured the conversation on next steps – how to effectively weigh tradeoffs and priorities so that
the vision can be put into action.
A key result of Phase 2 was the identification of 11 different character districts within the overall Downtown Plan
area. This recognizes and clarifies the distinctions between various parts that make up the whole of downtown.
The Phase 2 summary report is included as Attachment 1.
Phase 3: Choices and Strategies
Alternative concepts related to the topic areas are being explored during Phase 3. The concepts will be applied
and fitted to the 11 character districts as appropriate. Concepts are being evaluated using public outreach,
sustainability assessments, and technical analyses. Options represent difficult choices and tradeoffs with respect
to costs and benefits, be they financial, social or environmental.
The following list of key issues provided a focus at recent community choices public outreach events. While the
list is not exhaustive, it is indicative of some of our most pressing challenges:
Operation and Maintenance
Where should pedestrian enhancements and maintenance expand next? Which Improvements would be
most important?
Arts and Culture
What should the City’s role be in the support of creative industries?
Market and Economy
What kinds of incentives make sense for downtown? How do we resolve the tension between what we
desire and what we are willing to pay for?
Transportation
How should we encourage people to park in the most appropriate locations based on the length of stay?
Where should bicycle parking be located?
Energy and Environment
Which Climate Action Plan (CAP) strategies should be prioritized Downtown? How do we best achieve
specific CAP strategies?
Urban Design
How should we design buildings that are consistent with the desired character? Which street design
elements are most important?
Next Steps- Downtown Plan Development and Implementation Program
Following completion of Phase 3, the Downtown Plan document will be drafted, including key implementation
actions. Recommendations regarding the allocation of time, effort, and resources will be developed so that the
Plan can be readily be put into practice. As policies, programs and investment priorities emerge during this phase;
a consultant will assist staff in assessing capabilities of the public and private sectors to carry out initiatives to
continue Downtown’s success under the new plan.
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OLD TOWN NEIGHBORHOODS PLAN
The Old Town Neighborhoods Plan is a combined update of the 1986 East Side Neighborhood Plan and the 1989
West Side Neighborhood Plan. The Old Town Neighborhoods generally encompass the predominantly residential
neighborhoods to the west and southeast of Downtown. The purpose of the planning effort is to update the
neighborhood vision, explore ongoing and emerging trends, and update policy direction, with a focus on
neighborhood character, land use, transportation, and sustainability. In conjunction with the Plan, this effort also
includes an assessment of the Mulberry Street and Shields Street corridors for feasibility of integrating bike and
pedestrian improvements.
Timeline and Plan Status to Date
At a previous City Council Work Session in August 2015, staff presented details on the trends, issues, and
opportunities identified by stakeholders during early public outreach. Since the prior update, the draft
neighborhood vision was developed and ongoing planning efforts are now focused on identifying potential plan
framework options, strategies, and policies.
Given the recent spike in development submittals and resulting staff workload, the timeline for the Old Town
Neighborhood Plan adoption has been extended approximately three months beyond the original targeted
completion date of May 2016. It is anticipated that the draft Plan document will be available for public review by
summer with adoption in September.
Public Engagement
Outreach for the Old Town Neighborhoods Plan have been targeted primarily at stakeholders living and working
within the two neighborhoods. Community discussions have been incorporated into the process with an online
questionnaire and public workshop this past fall. The following list provides an overview of engagement events
and activities to date for the planning process since last summer:
- Neighborhood Night Out
- Neighborhood Visioning Photo Contest
- Visioning & Choices/Options Online Questionnaires
- Remington Open Streets Event
- City Park Food Truck Rally
- Old Town Neighborhoods Plan / Downtown Plan Transitions Workshop
- Eastside & Westside Stakeholder Committee Meetings
- Choices & Options Workshop
- Neighborhood Postcard Mailings
- City Boards and Commissions
- Community Group Meetings
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Phase Two: Visioning
Developed with the input of project stakeholders, the Old Town Neighborhoods Vision reflects the values,
opportunities, and priorities for the neighborhoods as they relate to the key Plan topic areas of neighborhood
character, land use, transportation, and sustainability. The vision structure includes individual vision statements
supported by neighborhood values. The vision will be used to guide development of the Plan framework and
associated policies and programs.
As a mature, established area of the community, the neighborhood vision emphasizes the physical and
social/cultural elements of the neighborhoods that already make them a great place to live, and the desire to
celebrate and enhance defining neighborhood qualities such as a diversity of home sizes and styles, historic
resources and the connection to the community’s early history, mature landscaping, and proximity to downtown,
CSU, and the Poudre River. The full neighborhood vision is included as part of Attachment 2.
Phase Three: Plan Framework / Potential Land Use and Transportation Options / Strategies
The Old Town Neighborhoods Plan will include development of a framework plan to showcase potential land-use
and transportation changes and important policies and programs illustrating how the neighborhood vision will be
achieved. Attachment 3 includes the draft framework plan recently shared with the Old Town Neighborhoods
Plan Stakeholder Committee and highlights the following potential options and strategies shared at recent
outreach events. Attachment 4 includes a detailed description of options presented to date and a summary of
stakeholder input.
Land Use and Urban Design:
Land Use Designation Adjustments
Review designation of the Low Density Mixed-Use Neighborhood (LMN) zoning enclaves surrounded by
neighborhood conservation zoning in the Westside Neighborhood.
Transition Buffer Area Design Standards
Explore potential design standards in the Neighborhood Conservation Buffer zone district bordering
downtown to enhance the compatibility and transition of development into the neighborhoods.
Accessory Dwelling Unit Standards
Examine current standards and requirements for accessory dwelling units, such as carriage houses, and
their impact on neighborhood affordability, aging-in-place, short term rentals, and overall neighborhood
compatibility.
New Design Guidelines for Existing Neighborhood Conservation Zones
Finalize the updated Old Town Neighborhoods Design Guidelines (shared at the August 2014 Work
Session) with recommendations on how to design contextual and compatible new homes and additions in
the Old Town Neighborhoods.
Transportation and Mobility:
Neighborhood Greenways
Select residential streets with low volumes of traffic and enhanced bike, pedestrian, and streetscape
amenities, such as the recently-completed Remington Greenway project. Neighborhood greenways align
with the Bicycle Master Plan low-stress network and the forthcoming Bicycle Wayfinding Master Plan
community routes.
Mulberry Street Alternatives
Explore potential enhancements to bike and pedestrian infrastructure. Traffic volumes on Mulberry
between City Park Avenue and Taft Hill Road may allow for lane restriping from 4 travel lanes to 2 travel
lanes and a center turn lane, along with buffered bike lanes and wider sidewalks. East of City Park
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Avenue, Magnolia Street could be utilized as a parallel route for bikes and pedestrians as a neighborhood
greenway. Attachment 5 highlights potential design elements of the Mulberry Street design.
Shields Street Alternatives
Explore potential enhancements to bike and pedestrian infrastructure. Traffic volumes on Shields
between Magnolia Street and Laporte Avenue may allow for lane restriping from 4 travel lanes to 2 travel
lanes and a center turn lane, along with buffered bike lanes and wider sidewalks. On Shields between
Mulberry Street and Laurel Street, a reduction in vehicle lane widths may allow for sidewalk widening as a
shared bike/pedestrian path. Attachment 5 highlights potential design elements and cross sections of the
Shields Street design.
Other Initiatives:
Climate Action Plan Implementation
Identify the specific role and impact the neighborhood study area can contribute to community Climate
Action Plan goals. Recognize the importance of building energy efficiency and multi-modal transportation
in the Old Town Neighborhoods and highlight available programs to support energy upgrades and
alternative transportation.
Support & Enhance Existing Programs
Continued support of existing City programs and policies that support the character and quality of life in
the Old Town Neighborhoods, including programs to maintain and fill gaps in the neighborhood tree
canopy, encouraging continued funding for the Sidewalk Improvement Program, Safe Routes to School,
and promotion of Historic Preservation’s Design Assistance Program. Continue to support neighborhood-
initiated requests for historic designations and inclusion in the Residential Parking Permit Program.
Next Steps - Plan Development and Implementation Program
Following completion of Phase 3, the Old Town Neighborhoods Plan document, including key implementation
actions, will emerge during the final phases of the project. Recommendations regarding the allocation of time,
effort, and resources will be identified so that the Plan can readily be put into practice. Ongoing outreach and
board and commission updates are planned throughout the spring and summer to gather additional input. Staff
anticipates presenting the final plan to City Council for consideration of adoption in late summer.
ATTACHMENTS
1. Downtown Plan: Phase 2 Summary (PDF)
2. Old Town Neighborhoods Plan: Phase 2 - Vision (PDF)
3. Old Town Neighborhoods Plan: Phase 3 - Plan Framework (PDF)
4. Old Town Neighborhoods Plan: Summary of Options and Strategies Input (PDF)
5. Old Town Neighborhoods Plan: Transportation and Mobility Options (PDF)
6. Work Session Summary, August 11, 2015 (PDF)
7. Powerpoint presentation (PDF)
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Downtown The Fort Collins Plan
Phase 2 Summary: A Renewed Vision October 2015
ATTACHMENT 1
2.1
Packet Pg. 96
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
2 The Downtown Plan Phase 2 Summary 3
About the Downtown Plan
The Fort Collins Downtown Plan serves as a guide
and inspiration for budgets, projects, programs,
investments, regulations and other efforts focused in
the downtown area. Adopted by City Council in 1989,
the previous plan helped shape the downtown as it
exists today. The new Downtown Plan is a partnership
with the Downtown Development Authority and the
Downtown Business Association and will update the
vision, policy direction, and action items for the next
10-20 years. In addition, the new Downtown Plan
will incorporate recently completed planning efforts
(e.g., the Poudre River Downtown Master Plan, the
citywide Pedestrian Plan, and the Bicycle Master
Plan) into a comprehensive plan for downtown Fort
Collins. When adopted, the Downtown Plan will serve
as the overarching policy document guiding private
development and public investment.
Process and Timeline
The process of developing the Downtown Plan consists of five interrelated phases, each with its own purpose
and objectives. The Downtown Plan will be closely coordinated with the Old Town Neighborhoods Plan, which
covers the residential areas to the west and south of downtown.
Phase 1:
Issues Identification
(Jan-May 2015)
Phase 2:
A Renewed Vision
(Jun-Sept 2015)
Phase 3:
Choices & Strategies
(Oct-Dec 2015)
Phase 4:
Document Development
(Jan-Mar 2016)
Phase 5:
Implementation &
Plan Adoption
(Apr-Jul 2016)
Downtown Plan Boundaries
Mountain Ave
Laporte Ave
Maple St
Cherry St
Laurel St
Mulberry St
Myrtle St
Riverside Ave
Poudre River
Magnolia St
Mason St
College Ave
Howes St
Meldrum St
Sherwood St
Lemay Ave
Whitcomb St
Olive St
Oak St
Old Town
4 The Downtown Plan Phase 2 Summary 5
Phase 2 began in June 2015 and concluded in
September 2015. The vision phase built on the
issues identified in phase 1 to determine what
downtown might look and feel like as issues
are addressed. The purpose of this phase was
to engage working groups, residents, visitors,
business owners, downtown employees, and
other stakeholders in creating a future vision for
downtown. The vision statements developed
in phase 2 help guide the selection of choices
and strategies for downtown, which will be
evaluated in phase 3 of the planning process.
PHASE 2:
A RENEWED
VISION FOR
DOWNTOWN
• Working Group
Meetings
• Character Districts
Design Charrette
• Presentations to
City Boards &
Commissions
• Presentations to
DDA, DBA, and other
community groups
• Colorado Brewer’s
Festival
• Downtown Walking
Tours
• “A New Vision for
Downtown” event
• Farmers’ Market
• Bohemian Nights at
NewWestFest
• Character Districts
Drop-In Open House
• “City Comforts with
David Sucher” event
• Website
• City Facebook and
Twitter feeds
• Nextdoor postings
• Online survey (Survey
Gizmo)
• Text message survey
(Textizen)
• Keypad polling
• Project email list
• DBA and business
email lists
• Posters, postcards,
and business cards
• Press releases
• fcgov.com
announcements
• Giveaway items
(stickers, tattoos, lip
balm, bike lights)
6 The Downtown Plan Phase 2 Summary 7
Downtown’s Future
Downtown Fort Collins today is at the core of
the City’s identity, serving both as a symbol of the
city’s best qualities and as the center of its public
and private life. Previous planning efforts have
been instrumental in achieving this success – the
downtown area has seen tremendous revitalization
over recent decades, and is recognized as one of the
most successful downtowns in the country. In order
to renew and sustain downtown’s success into the
future, a renewed downtown vision is needed.
The 2015 Downtown Plan offers a roadmap for the
protection of the qualities that have made downtown
successful, and for addressing issues that remain
or that have arisen, many of which result from
downtown’s success and growth. Anchoring the Plan
is a vision for downtown’s future. This vision will guide
the cooperation of public and private stakeholders on
the path toward an even more vibrant downtown.
.
Keys to the Vision
ACTIVE – AUTHENTIC – DISTINCTIVE – INNOVATIVE – INVITING
Downtown Fort Collins is…
Vision
Extensive public outreach and
discussion formed the basis to
develop vision statements that
guide plan goals, strategies and
implementation. Walking tours,
workshop events and a detailed
online survey shaped the vision.
Goals
In phase 1, key goals were
identified for each topic area.
In phase 2, respondents to the
online visioning survey were asked
to rank each goal in order of its
importance. The goals listed for
each topic area are presented in
ranked order.
Strategies
Strategies for achieving the goals
are a synthesis of hundreds of
suggestions from stakeholders
and attendees at public outreach
events. The effectiveness of the
strategies identified in this section,
as well as additional strategies that
emerge from the planning process,
will be explored further in phase 3.
Arts + Culture
Downtown
Management
Energy +
Environment
Market +
Economy
Transportation
+ Parking Urban Design
8 The Downtown Plan Phase 2 Summary 9
Arts + Culture
Vision
In 2035, downtown Fort Collins is the hub
of artistic and cultural activity in the City,
with a diverse range of creative and social
offerings that are accessible to many different
audiences. Local artists benefit from affordable
studio and live-work spaces in addition to
a variety of accessible and well-supported
venues. Vibrant social spaces and unique
cultural assets enrich the lives of residents,
the economic health of the downtown
area, and the experiences of visitors.
Formal and informal avenues for artistic
expression drive the evolution of culture
in the community.
Sculptures
Sidewalk art (ex: rain activated)
Street performers (busking)
Interactive (ex: light swings)
Light projection art
Graffiti art
Street musicians (busking)
3D murals
Very large murals
284 236 230
214 195 170
107 92 80
Phase 2 outreach – What public art would you like to see in downtown Fort Collins?
Attendees at the visioning event and participants in the online survey were asked to select types of public art
that would be appropriate in the downtown area. The most frequently selected options were sculptures, street
musicians, and interactive art installations. Note: Respondents could select up to three options; there were 574
individual respondents.
Goals (in ranked order): In Phase 1, five emerging priorities were identified for Arts + Culture. The visioning
survey for Phase 2 asked respondents to rank the emerging priorities in the order of their importance.
Create a culture of support for artists and creative people to maintain downtown vibrancy
Explore ways to support arts and culture with facilities, infrastructure, events, and funding
Make it easier for creative businesses to thrive downtown
Improve affordability of live/work and studio space for artists and creative people
Explore opportunities to incorporate more local art into downtown properties and businesses
Strategies (How can we achieve these goals?): Potential strategies to achieve the Arts + Culture
goals were developed in phase 2 of the plan, and will be explored further in phase 3.
Establish a Creative Council that includes representatives from downtown’s arts and culture community
charged with strengthening this niche through marketing, events and resource development.
Create an Arts Coordinator position at the City that will support the Creative Council and be a central
organizer for arts groups, resource development and marketing efforts.
Support the effort to create a State certified Creative District that includes downtown Fort Collins, and
incorporate Creative District implementation efforts into the proposed Creative Council.
Explore opportunities for subculture expression through art, such as graffiti and street performance.
Promote and market the downtown arts and culture scene both locally and regionally, including the
development of events that showcase and celebrate arts and culture.
Explore the creation of an arts ambassador program similar to that in Boise, Idaho.
Develop an arts incubator space to foster local creativity and retain arts and culture in the downtown.
Explore the creation of a regional sales tax to support arts and culture similar to the Scientific and Cultural
Facilities District in Denver.
Explore ways to incentivize artisan work spaces and galleries in new development.
Develop a plan for better utilization of public spaces and alleys to support arts and culture related uses.
Create a public arts initiative that results in more visual arts installations throughout the downtown.
Continue the Art in Public Places program.
10 The Downtown Plan Phase 2 Summary 11
Downtown Management
Vision
Downtown Fort Collins
remains committed to high
quality maintenance and
administration. Downtown
continues to be a safe, clean,
and beautiful place to socialize,
recreate, and conduct business
for people of all ages and
backgrounds. Law enforcement
is predictable and comfortable for all
people. Homelessness has in particular been
addressed, balancing the rights and needs of all
groups. Daily life, business, and cultural events have
combined to strengthen the sense of community in the
downtown area.
Smartphones
Pedestrian info map
Pedestrian business directory
Avoid sign clutter
Banner system
Design/art theme sign style
Historic sign style
Use utility boxes/sidewalks
Gateway features
268 263 252
220 167 147
134 99 86
Phase 2 outreach – What types of wayfinding are most appropriate in the downtown area?
Attendees at the Downtown Plan Visioning Event and participants in the online survey were asked to select
types of wayfinding that would be appropriate in the downtown area. The most frequently selected options
were smartphone applications, avoiding sign clutter, and historic sign styles. Note: Respondents could select up
to three options; there were 574 individual respondents.
Goals (in ranked order): In phase 1, six emerging goals were identified for Downtown Management. The
visioning survey for phase 2 asked respondents to rank the goals in the order of their importance.
Maintain and improve pedestrian space to emphasize walkability and pedestrian priority
Address problematic behavior; maintain a sense of safety for all to be comfortable downtown
Work to address the needs of the homeless population & improve understanding of issues
Increase maintenance capabilities to keep up with growth
Balance the number and scale of events, activities, and promotions; avoid ‘large event fatigue’
Improve overall communications and messaging about downtown
Strategies (How can we achieve these goals?): Potential strategies to achieve the Downtown
Management goals were developed in phase 2 of the plan, and will be explored further in phase 3.
Prioritize pedestrian spaces by adding detail to guidelines for encroachments onto downtown sidewalks.
Revisit the process for permitting sidewalk cafes and other potential obstructions.
Consider peripheral parking with shuttles or transit to downtown retail areas; incentivize resident,
employee and visitor use of parking garages to increase availability of on-street parking.
Maintain a permanent District One Police substation on the east side of the railroad tracks. Continue to
focus on quality of life, referral to services, and keeping the peace as primary policing strategies.
Form a funding partnership to hire an outreach coordinator who can develop and lead a downtown
outreach program for people experiencing homelessness.
Sustain the current level of maintenance in the historic core of the downtown area, investigate funding
sources to expand maintenance to other areas, and ensure a permanent Parks maintenance and storage
shop in a convenient downtown location.
Implement a scheduling system for events and festivals that will minimize street closures, spread out
large events, and offer a wide variety of activities for all downtown visitors.
Create a cohesive wayfinding strategy for the downtown area.
1
12 The Downtown Plan Phase 2 Summary 13
Energy + Environment
Vision
Downtown Fort Collins actively pursues sustainability
in all operations and in development. Downtown is
exemplary of city-wide climate protection efforts, having
incorporated innovative technologies for responsible
conservation and energy production. From anywhere
downtown, people can easily access the Poudre
River, parks, and natural areas. The presence
of nature is felt even in downtown’s most
urban spaces, as it is cultivated as an
essential amenity. Recreational access
to nature is balanced with the need
to preserve and protect natural
resources, while stormwater
management and utility
infrastructure ensures
existing and future needs
are met.
Street tree canopy
Trail/path
Green roof
Plaza
Community garden
Wetland area
Pocket park
Living wall
Planted courtyard
293 250 242
190 165 160
155 107 87
Phase 2 outreach – Which improvements are most appropriate for incorporating more nature into the
downtown area?
Attendees at the Downtown Plan Visioning Event and participants in the online survey were asked to select
improvements that could incorporate more nature into the downtown area. The most frequently selected
improvements were street tree canopy, plazas, and pocket parks. Note: Respondents could select up to three
options; there were 574 individual respondents.
Goals (in ranked order): In phase 1, five emerging goals were identified for Energy + Environment. The
visioning survey for phase 2 asked respondents to rank the goals in the order of their importance.
Connect to and protect the Poudre River Corridor and other unique natural resources.
Pursue and support innovative energy and environmental projects.
Incorporate nature and opportunities to escape the urban environment into existing and
new development.
Enhance downtown’s capacity to manage stormwater and flooding.
Showcase and celebrate energy innovation and environmental stewardship.
Strategies (How can we achieve these goals?): A number of potential strategies to achieve the
Energy + Environment goals were developed in phase 2 of the plan, and will be explored further in phase 3.
Support the implementation of the Poudre River Downtown Master Plan, including trail connections,
habitat protection areas, recreational opportunities, community gathering places, and educational
opportunities.
Balance development along the Poudre River to ensure that the river continues to offer natural habitat,
flood protection, and other ecological benefits.
Explore incentives and regulations to encourage innovative energy projects in new development.
Examples of eligible projects could include rooftop solar, electric vehicle charging, low impact
development, green roofs, and living walls.
Create a program to encourage energy-efficiency for existing buildings and historic buildings.
Explore new approaches to waste management, including shared facilities, increased opportunities for
recycling and composting, waste to energy conversion, and more.
Encourage or require sustainable building materials for new development and public amenities.
14 The Downtown Plan Phase 2 Summary 15
Attendees at the visioning event and participants to the online survey were asked to select types of live/work
space that would be appropriate in the downtown area. The most frequently selected options were apartments
over stores, lofts above workshop/retail space, and lofts above workshop space. Note: Choices varied more by
image than title. There were 534 individual respondents.
Phase 2 outreach – What is the best way to provide joint living and working opportunities downtown?
Market + Economy
Vision
Downtown Fort Collins is the economic engine for the region and one
of the most distinctive small downtowns in the nation. Downtown has
become a diverse employment center where retail, finance, government,
and services thrive. Residents and visitors experience downtown as a center
for creativity featuring a wide variety of unique retail shops, high-quality
dining and entertainment options, and a strong local business community.
A broad range of housing types is available to meet the needs of diverse age
groups, lifestyles, and incomes. Downtown is also recognized as a center
for innovation, where businesses partner with Colorado State University to
advance knowledge-based industries.
Apartment over a store
Loft above flex space
Loft above workshop
Loft above workshop/retail
Apartment above workshop
Loft with ground-level office
Loft above workshop
Housing above/behind office
Housing between office space
293 266 226
199 168 124
101 57 56
Goals (in ranked order):In phase 1, five emerging goals were identified for Market + Economy. The visioning
survey for phase 2 asked respondents to rank the goals in the order of their importance.
Help independent, local, and small businesses survive downtown
Encourage affordability of housing and commercial space, both for rent and purchase
Develop strategies to ensure available, accessible, and adequate parking
Maintain emphasis on high-quality development while making approval processes easier
Develop financial and other incentives to create public-private partnerships downtown
Strategies (How can we achieve these goals?): A number of potential strategies to achieve the
Market + Economy goals were developed in phase 2 of the plan, and will be explored further in phase 3.
Explore the feasibility of subsidies, incentives, or other financial tools to help small businesses afford
rental rates in the downtown area.
Investigate opportunities to establish a retail business incubator program that could provide business
development services, technical assistance, and general business support.
Encourage density in key areas downtown (for example, the Mason corridor) to increase the supply of
housing and commercial space.
Examine potential financial or other incentives for new developments that agree to provide affordable
housing and commercial space.
Consider a range of options for on-street paid parking, while encouraging longer-term users to utilize
parking garages. Develop a coordinated approach with the Transportation + Parking topic area.
Clarify land use code requirements for new and infill development so that the development process is
predictable and consistent. Streamline routine processes where possible.
Expand investment from the historic core into other parts of the downtown area by creating new
Business Improvement Districts, General Improvement Districts, or other potential funding mechanisms.
Investigate a contingency plan for the expiration of the Downtown Development Authority (DDA) by
identifying alternative organization structures that will continue to promote the DDA’s existing mission.
1
1
1
1
2
16 The Downtown Plan Phase 2 Summary 17
Transportation + Parking
Vision
Downtown Fort Collins is easily, comfortably, and safely accessed and
navigated by multiple modes of transportation. Pedestrian mobility is
improved and continues to be a strong emphasis. The transit network,
including stops, has grown significantly, and there are low-stress, safe,
comfortable options for biking. Vehicular accessibility is maintained,
and parking for cars and bicycles is adequate and available. Overall,
the transportation system supports the sustainability and social,
economic, and environmental vibrancy of downtown.
Goals (in ranked order): In phase 1, five emerging goals were identified for Transportation + Parking. The
visioning survey for phase 2 asked respondents to rank the goals in the order of their importance.
Continue to improve conditions for walking and biking
Create better connections for all modes of travel throughout the downtown area
Develop strategies to ensure adequate parking downtown
Examine opportunities to improve convenience of MAX, buses and other transit service
Investigate innovative ways to reduce parking demand
Strategies (How can we achieve these goals?): A number of potential strategies to achieve the
Transportation + Parking goals were developed in phase 2 of the plan, and will be explored further in phase 3.
Create a low-stress bicycle network throughout the downtown area by implementing recommendations
from the Bicycle Master Plan (2014).
Improve key intersections and add missing sidewalks for the safety and comfort of bicyclists and
pedestrians.
Investigate opportunities to create more car-free areas on a temporary or permanent basis.
Add more transit service, including new routes and expanded service frequency/hours on existing routes.
Improve circulation and access for buses at the Downtown Transit Center.
Implement car share and bike share programs.
Explore opportunities for a downtown circulator to connect MAX, parking garages, and key activity
centers.
Consider a range of options for on-street paid parking, while encouraging longer-term users to utilize
parking garages. Add more bike parking at strategic locations. (See next page)
Examine options for communicating real-time travel information, such as where parking is currently
available, time until the next bus or MAX service, etc.
Look for opportunities to create park-n-rides outside of downtown and provide supporting transit
service into the downtown area.
Protected bike lane - planters
Buffered bike lane
Shared use path
Bike lane with green paint
Two-way protected bike lane
Conventional bike lane
Protected bike lane - delineators
Neighborhood greenway
Raised protected bike lane
307 263 181
171 163 127
106 94 92
Phase 2 outreach – Which bikeways are most appropriate for downtown Fort Collins?
Attendees at the Downtown Plan Visioning Event and participants in the online survey were asked to select
bikeways that would be appropriate in the downtown area. The most frequently selected options were bike
lanes protected with planters, bike lanes with green paint, and bike lanes protected with delineators. Note:
Respondents could select up to three options; there were 543 individual respondents.
1
1
1
1
2
2
2
18 The Downtown Plan Phase 2 Summary 19
ttt
2 HOURS
FREE
(then paid)
1 HOUR
FREE
(then paid)
FREE
PARKING
30 MIN.
FREE
(then paid)
TIME-
LIMITED
PARKING
(THEN LEAVE)
20 MIN.
FREE
(then paid)
PAID
PARKING
Provides two-hour, free on-street
parking with enforcement
Provides a moderate
amount of free
on-street parking
Preserves a limited
amount of free
on-street parking
Promotes turnover
Does not provide any
free on-street parking
Promotes turnover
Fort Collins
Boulder
Missoula
Sioux Falls
Eugene
On-Street Parking Management
Strategies
Garage Parking Management
Strategies
FREE PARKING
PAID PARKING
FIRST HOUR FREE
Provides all day, free off-street parking
Offers a viable alternative to on-street
parking
Attractive to both short- and long-term
parkers
Provides a moderate amount of
free off-street parking
Attractive to both short- and long-
term parkers
Does not provide
any free off-street parking
Less attractive for short-term
parkers
Boulder
20 The Downtown Plan Phase 2 Summary 21
Urban Design
Vision
Downtown Fort Collins embraces its rich heritage of design by preserving
existing historic structures and creating new buildings that merit
designation as future landmarks. A variety of distinct character
districts are recognizable within the downtown, each evoking
a unique sense of place. Streets, sidewalks and common
public spaces are attractive and inspire feelings of comfort.
Transition sequences between downtown and the
surrounding neighborhoods, as well as between
different character districts, are seamless.
Downtown gateways provide an inviting sense
of arrival.
Brownstone units
Stacked units
Four-plexes
Loft units
Row houses
Townhouses
Attached single-family units
Apartments
Attached single units
292 227 209
197 183 137
114 73 60
Phase 2 outreach – Which housing types would be most appropriate in the downtown area?
Respondents to the Online Visioning Survey and attendees at the Downtown Plan Visioning Event were asked
to select types of housing that would be appropriate in the downtown area. The most frequently selected
options were brownstone units, loft units, and attached single-family units. Note: Respondents could select up
to three options; there were 544 individual respondents.
Goals (in ranked order): In phase 1, five emerging goals were identified for Urban Design. The visioning survey
for phase 2 asked respondents to rank the goals in the order of their importance.
Preserve design elements that contribute to the character and authenticity of downtown
Investigate the potential for new or expanded facilities for outdoor markets, performances, and
other community gatherings
Enhance the gateways into downtown
Implement design guidelines and/or policies to provide a smooth transition from downtown
edges into surrounding neighborhoods
Promote integration of diverse architectural styles while maintaining compatibility
Strategies (How can we achieve these goals?): A number of potential strategies to achieve the
Urban Design goals were developed in phase 2 of the plan, and will be explored further in phase 3.
Develop design guidelines like the Old Town and River District guidelines for the other Downtown
Character Districts.
Adopt form-based Land Use Code elements for each character district that set standards for building
height, massing, streetscape, and courtyard design while retaining creative options for building style,
materials, and details. (See next page)
Create more pedestrian spaces throughout the downtown area; combine wide sidewalks and comfortable
pedestrian experiences with plazas, pedestrian streets, and other spaces.
Redevelop the Streetcar Barn into a community gathering space, community marketplace, museum, or
other public-oriented use.
Improve signage in the downtown area to facilitate wayfinding to destinations, bike and vehicle parking,
and transportation options.
Add landscaping, art, signage, and buildings at key gateway points to welcome residents and visitors to
the downtown area.
Clarify compatibility requirements for new development at the edges of the downtown area.
Encourage increased density in key areas downtown (for example, the Mason corridor) to increase the
supply of housing and commercial space in the downtown area.
1
2
22 The Downtown Plan Phase 2 Summary 23
Historic District:
Maximum height is 3 stories, with a 4th allowed if
stepped back to a 35 degree angle from the top of the
3rd story. *
Mason North, Civic Center, and Canyon
Avenue:
Maximum height is carefully stated based on extensive
public discussion among strongly competing interests
during the Downtown Strategic Plan (2006).
Stated height limits vary block-by-block. Limits are
stated in both stories and feet with explanation of the
intent, rather than simply stating exact numerical limits.
Buildings over 3 stories must step down to a 1 or 2 story
base portion along streets. *
Campus North:
Maximum height is 5 stories. *
River District:
Maximum height is 5 stories. Buildings must be stepped
down to 3 stories abutting streets and 1 story abutting
the river. *
Entryway Corridor:
Maximum height is 3 stories.
* All zoning height limits work in conjunction with
regulations for compatibility. If historic buildings are
adjacent, those existing buildings and the pattern of
development are a major consideration in shaping new
buildings, and can require lower heights than the stated
limits. This issue would benefit from clarification in
zoning district standards compatibility.
10-12 Stories
150 ft.
3 Stories
7-9 Stories
115 ft.
3-4 Stories
56 ft.
5-6 Stories
85 ft.
3-4 Stories
45 ft.
5 Stories
2.5 Stories
Campus North
District
Canyon Avenue
District
Civic District
Entryway Corridor
River District
North Mason
District
Historic District
Existing Code Requirements by District
Building Height,
Mass and Scale in
the Downtown
Downtown is seeing significant
development activity throughout
its boundaries. As infill and density
24 The Downtown Plan Phase 2 Summary 25
LAUREL
MULBERRY
N
COLLEGE
R
IVERSIDE
MOUNTAIN
CHERRY
VINE
Canyon
Avenue
District
Historic
District
Civic
District
North Mason
District River
District
Oxbow
District
Innovation
District
Poudre Natural
District
Lincoln Corridor
Entryway Corridor
Campus
North
District
Downtown Character Districts
The Downtown Plan area encompasses much more than the historic core of downtown Fort Collins. The
character of downtown is varied and complex – for example, the part of downtown directly north of Colorado
State University does not have the same form or function as the civic district or Lincoln corridor areas. To
incorporate this complexity and better plan for the entire downtown, eleven Character Districts were identified
based on buildings, streets and land uses.
What Will Downtown
Look Like in the Future?
The following sections illustrate potential
changes and improvements in each
of the downtown Character Districts.
Walking tours, a design charrette and a
drop-in workshop were held to begin
incorporating the vision for each topic
area into the various Character Districts.
Ideas and comments from residents,
working group members, and other
downtown stakeholders were summarized
in a series of illustrations representing the
key opportunities that emerged for each
District. Notes and maps from the design
charrette and drop-in workshop are
available on the Downtown Plan website
at fcgov.com/downtown.
2.1
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Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
26 The Downtown Plan Phase 2 Summary 27
Innovation District
Future character: A mix of uses supporting partnerships in innovation with a
sense of place, grounded in the Poudre River floodplain
Redesign Vine Drive as a “green street,”
incorporating innovative stormwater
management techniques and enhanced
bicycle and pedestrian facilities.
Showcase innovation and sustainability through
site and green building design, district energy use,
and innovative agricultural concepts on naturally
constrained property (e.g., agriculture production
within the floodplain).
N View looking southeast
College
Linden
Vine
Build on the success of existing innovative
businesses and include residential uses to
support live/ work possibilities.
Capitalize on sports elements of kayaking,
running, and biking.
Create an “energy gateway” to downtown,
including information on renewable energy.
Enhance landscaping along College Avenue.
College
2.1
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Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
28 The Downtown Plan Phase 2 Summary 29
Oxbow District
Future character: A mix of uses with significant open space; characterized by
large canopy trees and views to the Poudre River floodplain
Protect the tree canopy that delineates the
original Oxbow through creative site planning and
design.
Encourage design themes that support the natural
context of horizontal roof lines that protect views
and the use of natural building materials.
Enhance the River frontage with more plaza areas
and public access.
Support commercial, residential and mixed-uses
within the district.
Minimize negative impacts to the adjacent historic
neighborhood.
Linden
Willow
Buckingham
N View looking northeast
2.1
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Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
30 The Downtown Plan Phase 2 Summary 31
Poudre Natural District
Future character: Poudre River open space emphasizing habitat, water quality
and river access
Provide spur trail connections between the Poudre
River Trail and key destinations.
Create a pedestrian bridge crossing of the Poudre River
east of College Avenue.
Develop the trail system on the southwest side of the
Poudre River.
Continue vegetation and habitat enhancement along
the River corridor.
Take advantage of educational opportunities
afforded by the Poudre River, Sanitary Sewer
N View looking north treatment facility and solar garden.
2.1
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Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
32 The Downtown Plan Phase 2 Summary 33
Celebrate the history of Fort Collins’ birthplace
through signage and design.
Promote building and site design character
that respects our agricultural and industrial
heritage.
Continue to add more residents to the district.
Expand mid-block pedestrian
network by reinstituting vacated
alley and street rights-of-way.
College Ave
Willow St
N View looking east
River District
Future character: A mix of uses bridging downtown with our agricultural and
industrial heritage, while emphasizing connection to the Poudre River
Tame Jefferson Street, lowering vehicle
speeds and making it more inviting through
landscaping and pedestrian improvements.
Develop opportunities for artist
live/work, fabrication, artist retail
within existing buildings on the
north side of Jefferson Street.
“Welcome to Downtown!” wayfinding.
Jefferson intersections with Mountain and
Enhance connections to the Poudre River Linden need to be pedestrian friendly.
Linden St
Jefferson St
College Ave
Lincoln Ave
2.1
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Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
34 The Downtown Plan Phase 2 Summary 35
Lincoln Corridor
Future character: An active, vibrant destination and connection that celebrates
the area’s industrial heritage as a model for sustainability
Examine the 300 ft. River buffer dimension along
Lincoln Corridor and consider higher quality
habitat in exchange for buffer reduction.
The commercial frontage along Lemay north of
Mulberry should respect the site proximity to the
River and share design elements found in the
Lincoln Corridor.
Consider a transit circulator connecting to the
corridor to the Historic District.
Promote industrial and mixed uses that have
activity along Lincoln Avenue.
Provide a buffer and transition between higher-
intensity industrial uses and the Buckingham
neighborhood to lessen impacts.
Explore bike path and/or sidewalk construction
west of Odell Brewing Company.
Lemay
Lincoln
Mulberry
N View looking southwest
2.1
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Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
36 The Downtown Plan Phase 2 Summary 37
North Mason District
Future character: A mix of uses emphasizing residential character and
compatibility with the adjacent neighborhoods
Create an appropriate transition in height, scale
and intensity at the edge of the district as it abuts
the residential neighborhood.
Provide a variety of owner-occupied housing,
including townhouses, urban lofts, attached single
family houses, along with rental units.
Utilize the Streetcar Barn for future community use.
Provide incentives and requirements that will
result in a range of building heights and design
variety.
Use the abandoned railroad right-of-way near
Mason Street and Cherry Street for bicycle and
pedestrian improvements and amenities.
Emphasize Howes Street as a low-stress bicycle
route and Mason Street as a long-distance bicycle
route/pedestrian way.
Howes
Meldrum
Mason
Cherry
N View looking southeast
2.1
Packet Pg. 114
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
38 The Downtown Plan Phase 2 Summary 39
Provide more space(s) for open air markets,
large events and performing arts.
The Civic Center may be too big – bringing
civic uses close together would provide more
land for private development.
Public sector should lead the way in energy
innovation and environmental stewardship
within this district.
Increase programmable space for recreation/
events to bring people in at other times of day/
week.
Retain the mid-block “pedestrian spine”
between Mason Street and Howes Street
throughout the district.
Laporte
Mountain
Oak
College
Civic District
Future character: Fort Collins’ civic heart,
which is organized by open space, emphasizes
permanence and civic pride, and creates strong
connections to the historic downtown
Promote mixed-use within Civic buildings to
make the area more active.
Enhance Howes Street as downtown’s
“green boulevard”, incorporating generous
landscaping with bicycle and pedestrian
facilities.
Howes
Maple
Mason
N View looking southwest
2.1
Packet Pg. 115
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
40 The Downtown Plan Phase 2 Summary 41
Canyon Avenue District
Future character: Commercial office/residential uses that provide a sense of
permanence, with a mid-century and park-like character
Vary massing from building to building to avoid
monotony found in some other communities,
e.g., Denver’s LoDo and Boulder’s Canyon Blvd.
Add building height and density, but “soften”
through design.
Reimagine Canyon Avenue for other purposes, e.g.,
festival street (farmer’s market, food trucks, art),
downtown circulator street, a hybrid street (circulator
by day/festival street at night), or multi-modal street.
Use building setbacks and stepbacks to change
the perception of density and reduce impacts
of taller buildings to maintain the established
character of Downtown.
Provide opportunities for better parking
management, through car and bicycle share
programs and electric vehicle charging stations
in strategic locations, a district parking structure,
and shared parking between residential and
office users.
Retain the opportunity to protect views and solar
access by using building stepbacks for patios,
green roofs and rooftop decks.
Retain the large canopy trees and green setbacks
along streets. Incorporate pocket parks and small
natural spaces.
Create gateway improvements, including
buildings, public art, landscaping, and pedestrian
improvements along Mulberry Street, with
particular focus on the College, Mason, and
Canyon Avenue intersections.
Provide better signage and wayfinding within the
District to modify circulation and reduce congestion
on College Avenue.
Canyon
Mulberry
College
Mason
Howes
Meldrum
Whitcomb
N View looking northeast
2.1
Packet Pg. 116
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
42 The Downtown Plan Phase 2 Summary 43
Historic District
Keep the area “historically authentic” with new
development compatible with the historic
character.
Future character: The heart of historic downtown with a mix of uses
emphasizing community gathering, authenticity and historic integrity
Install smaller, more distributed bike racks – with closer access
to destinations.
Improve signs that promote easier wayfinding to destinations,
parking and transportation options.
Develop a parking management strategy that
promotes parking availability through parking
structures and high turnover of on-street parking.
Create new and enhanced spaces that allow for
an escape from the urban environment, including
courtyards, plazas, pocket parks, rooftop patios,
and parklets.
Continue to support patio culture, but manage
encroachments along sidewalks – plantings, bikes/
bike racks, sandwich boards – so that pedestrian
movements are not restricted.
College
Mountain
Oak
Olive
N View looking northeast
2.1
Packet Pg. 117
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
44 The Downtown Plan Phase 2 Summary 45
Campus North District
Future character: A mix of uses supporting campus needs with efficient
structures that emphasize connectivity to CSU
Celebrate the “hippie, bohemian, college
feel” of the area with future design and
construction.
Promote arts and culture and Nature in
the City, including murals, train music,
plant murals/green walls and pocket
sculpture parks.
Support more mixed use development
along Mason Street.
Implement on-street bicycle lanes along
Mason Street.
Increase bicycle and car share
opportunities.
Protect the generous green landscape along
College Avenue, respecting the historic green
setbacks, broad parkways, and landscape median,
except in limited cases near Laurel St where an
more urban streetscape is desired.
Widen College Avenue sidewalks on the west side
of the street to create space for a cycletrack.
Maintain 2-3 story building heights along College
Ave from Laurel St to Myrtle St, with substantially
greater stepbacks above 3 stories. Building
heights rise from Myrtle St to Mulberry St.
College
Mason
Mulberry
Laurel
Howes
N View looking northwest
2.1
Packet Pg. 118
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
46 The Downtown Plan Phase 2 Summary 47
Entryway Corridor
Future character: A scenic residential and commercial movement
corridor that references the area’s railroad heritage
Within strategic locations, remove access points and construct
intersection neckdowns at Riverside that will free up space for
landscaping and new sidewalks.
Widen/redesign sidewalks on the southwest side of Riverside as
redevelopment occurs.
Rezone existing residential properties west of Riverside to
promote a more residential character.
Maximize tree planting and landscaping along the
northeast side of Riverside to create an inviting
feeling of entry into Downtown.
Create a gateway feature through landscape, art,
signs, and buildings at the Mulberry/Riverside
intersection.
Mulberry
Riverside
N View looking northwest
2.1
Packet Pg. 119
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
fcgov.com/downtown
2.1
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Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
Old Town Neighborhoods Plan | Vision
Vision Structure
The Old Town Neighborhoods vision is comprised
of four topic areas: Unique, Livable, Connected,
and Sustainable, shown below. These topic areas
represent the defining physical and cultural elements
of the neighborhood, and are supported by value
statements that identify specific principles to guide
future policies and projects.
Combined, the vision statements and values for
each topic area describe neighborhood elements
to preserve or enhance for the present and future.
The goal of the neighborhood vision is to provide
the foundation for future neighborhood policies,
programs, and projects.
Neighborhood
Vision
The Old Town Neighborhoods are Unique, Livable,
Connected, and Sustainable. As mature, established
neighborhoods, many of the ideas and opportunities
expressed by stakeholders in support of the Old
Town Neighborhoods vision emphasize preserving
and enhancing the qualities that already make the
neighborhoods a great place to live.
Developed with the aid of residents, a stakeholder
group, City staff, and elected officials, the vision for
the Old Town Neighborhoods reflects a collection
of values, opportunities, and feelings about the
neighborhoods as they exist today and as they are
envisioned in the future.
The vision also builds upon many of the ideas
expressed in the original neighborhood plans
developed in the 1980s. While the neighborhoods
have evolved and face new challenges and
opportunities, the ideas of celebrating their one-of-
a-kind elements, enhancing mobility, and promoting
neighborhood pride continue.
UNIQUE
Neighborhood character,
history, & design
LIVABLE
Neighborhood land-use &
transitions to downtown/CSU
CONNECTED
Neighborhood travel &
mobility
SUSTAINABLE
Social, environmental &
financial vibrancy
POLICIES
PROGRAMS
PROJECTS
1
ATTACHMENT 2
2.2
Packet Pg. 121
Attachment: Old Town Neighborhoods Plan: Phase 2 - Vision (4184 : Old Town Planning Projects)
Old Town Neighborhoods Plan | Vision
Unique
Diversity of Building
Styles
Historic Context
Compatible Design
Single-Family
Character
Landscaping and
Tree Canopy
Livable
Anticipate and
Manage Change
Smooth Transitions
Neighborhood
Identity
Social Interaction
High Quality of Life
Connected
Enhanced Arterial
Corridors
Improved
Connectivity
Safe Travel
Environment
Walkability and
Bikeability
Grid Street Pattern
Sustainable
Variety of Housing
Choices
Socioeconomic
Diversity
Connected Open
Space Network
Environmental
Stewardship
Adequate
Infrastructure
Vision at a Glance
Summarized below are the broad neighborhood
elements within each topic area. The following
pages illustrate these elements and incorporate the
neighborhood’s values.
2
2.2
Packet Pg. 122
Attachment: Old Town Neighborhoods Plan: Phase 2 - Vision (4184 : Old Town Planning Projects)
Old Town Neighborhoods Plan | Vision
Vision Statement: Celebrating and enhancing the qualities that make the
neighborhoods unique and that foster “Old Town Charm”
Values:
• Recognizing and protecting historic resources
• Celebrating the eclectic mix and diversity of home sizes, styles, and residents
• New construction that is sensitive to the neighborhood character and context
• Well-maintained landscaping and tree canopies
Unique
Diverse home sizes, styles, and unique landscaping
3
2.2
Packet Pg. 123
Attachment: Old Town Neighborhoods Plan: Phase 2 - Vision (4184 : Old Town Planning Projects)
Old Town Neighborhoods Plan | Vision
Vision Statement: Neighborhoods designed for friendly interactions and a
high quality of life
Values:
• Maintaining the stability of single-family neighborhoods
• Compatible buffer areas between the neighborhoods and Downtown / CSU
• Front porches, urban gardens, and quiet streets that promote friendly interactions,
evening strolls, and neighborhood pride
Livable
Compatible transitions from downtown to the neighborhoods
4
2.2
Packet Pg. 124
Attachment: Old Town Neighborhoods Plan: Phase 2 - Vision (4184 : Old Town Planning Projects)
Old Town Neighborhoods Plan | Vision
Vision Statement: Neighborhoods integrated into the community with safe
and convenient travel options
Values:
• Multiple travel options that take advantage of the historic street grid pattern and short
neighborhood blocks
• Easy-to-cross arterial streets that balance functionality as both commuting corridors
and neighborhood streets
• Continued enhancement of the neighborhood bicycle and pedestrian networks
Connected
Safe and convenient travel options to nearby amenities and destinations
5
2.2
Packet Pg. 125
Attachment: Old Town Neighborhoods Plan: Phase 2 - Vision (4184 : Old Town Planning Projects)
Old Town Neighborhoods Plan | Vision
Vision Statement: Neighborhoods with the resources and knowledge to
help maintain and improve their economic, social, and environmental vibrancy
Values:
• A variety of housing choices to sustain the capability to live in the neighborhoods for all
ages, income levels, and family situations
• Connected green spaces, urban gardens, and access to nearby natural amenities
• Environmental stewardship
• Renewed neighborhood infrastructure for the present and future
Sustainable
Environmental sustainability with urban agriculture, neighborhood greenways, and solar power generation
6
2.2
Packet Pg. 126
Attachment: Old Town Neighborhoods Plan: Phase 2 - Vision (4184 : Old Town Planning Projects)
Old Town Neighborhoods Plan | Vision
What We Heard...
“Preserving the character
of these neighborhoods is
important in keeping Fort
Collins as we know it, but
it is also important to allow
home owners to express
themselves and have the
homes of their dreams.
In 200 years none of these
buildings will be the same
and it’s important to design
a plan to accommodate
for change and to build on
existing ideas...”
“We have gridded streets
which are great for multi-
modal transportation.
Let’s make that even
better.”
“I would love to see the
bike and walking routes
continue to be upgraded
until the sidewalks and
bike lanes connect
citywide.”
“Old Town has charm
that isn’t found in newer
developments. It is
interesting, unique, and
beautiful with its wide streets
and diverse appearance. I
love the diverse population
of Old Town too.”
“Historic properties are what
make Old Town unique, but
retaining the character of Old
Town is more about variety
than it is about sameness.”
7
2.2
Packet Pg. 127
Attachment: Old Town Neighborhoods Plan: Phase 2 - Vision (4184 : Old Town Planning Projects)
Old Town Neighborhoods Plan | Vision
What do you like most about the Old Town Neighborhoods?
Summer 2015 Visioning Survey - top responses:
Mature Trees &
Landscaping
Diversity of Home
Sizes & Styles
Walkable Street
Pattern
Residents appreciate and value
unique and mature landscaping
throughout the neighborhood.
Tree-lined streets, foliage, and
flower gardens add richness
through every season.
The evolution of the Old Town
Neighborhoods has resulted in
a diverse mix of architectural
styles and home sizes residents
recognize as a defining feature of
the neighborhoods.
Short blocks and close proximity
to a variety of destinations like
downtown and CSU create a
pleasant and convenient walking
environment.
8
2.2
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Attachment: Old Town Neighborhoods Plan: Phase 2 - Vision (4184 : Old Town Planning Projects)
Zoning Map
Neighborhood
Conservation -
Medium Density
Neighborhood
Conservation -
Low Density
Legend
0 500 1000 2000 FEET
N
CITY OF FORT COLLINS
Freight Rail Line
City Boundary
Neighborhood
Boundary
Parcel
Low Density
Residential
Neighborhood
Conservation -
Buffer
Low Density
Mixed-Use
Neighborhood
Community
Commercial
Public Open
Lands
Open Space /
Park
Stream / River /
Reservoir
Employment
General
Commercial
Downtown
NCL
NCM
NCB
CC
E
LMN
RL
POL
S SHIELDS ST N SHIELDS ST
W MULBERRY ST E MULBERRY ST
LAUREL SCHOOL
WHITCOMB
STREET
SHEELY
DRIVE
OLD TOWN
SC CHOOL C H OO O OL L
BBB
MAX
MAX
1 RY
3
3
3
Framework Development: Combined December Workshop & Online Questionnaire Summary
LMN POCKETS
Background: Potential changes to Low Density Mixed-Use Neighborhood (LMN) zoning in the Westside
Neighborhood to reduce zoning enclaves which permit non-residential land-uses.
Option: Consider rezoning some of the LMN pockets to either Neighborhood Conservation, Low Density
(NCL) or Neighborhood Conservation, Medium Density (NCM) in the interior of the neighborhood, while
leaving LMN zoning along edges or major intersections where non-residential uses currently exist.
Comments & Feedback:
LMN is more flexible than other zoning for affordable
housing; reducing LMN eliminates choices for housing types
LMN makes more sense along neighborhood edges
Worried certain non-residential land-uses like office can be
placed in LMN pockets
Preserve zoning for Beaver’s Market
Alternative option: work to reduce non-conforming uses over
time
TRANSITION AREAS
Background: Prior feedback indicated the existing, permitted land-uses in the transition areas such as the
Neighborhood Conservation Buffer (NCB) zone district were appropriate, but better design could help
improve the interface between downtown and the neighborhoods.
Option: Explore adding design standards for the NCB zone for new or redeveloping sites.
Comments & Feedback:
NCB areas should be treated individually
Worried about rent-by-the-bedroom projects
Design standards okay - but they should be less restrictive
than NCL/NCM given the nature of the area as a buffer
Creates another burden on home development = higher
prices
Adequate parking needed in transition areas
I like this
I sort of like this
I feel neutral
I don’t like this
I need more info
33.3%
23.3% 15.0%
5.0%
23.3%
I like this
I sort of like this
I feel neutral
I don’t like this
I need more info
42.6%
27.9%
5.9%
12.0%
11.6%
The following information summarizes impressions and comments from neighborhood stakeholders on
specific proposals for land-use or transportation changes in the Old Town Neighborhoods. The data is
combined from feedback at a December workshop and an online questionnaire. Although the survey and
data collected is not scientific, it will be used to help understand how neighbors feel about the specific
transportation and land-use options presented.
ATTACHMENT 4
2.4
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Attachment: Old Town Neighborhoods Plan: Summary of Options and Strategies Input (4184 : Old Town Planning Projects)
Framework Development: Combined December Workshop & Online Questionnaire Summary
TRANSITION AREAS - SITE DESIGN ELEMENTS
Background: If potential design standards are utilized in the transition areas between downtown and the
neighborhoods, which site or building design elements are critical to compatibility?
Comments & Feedback:
Ensure adequate parking for new projects
More landscaping needed for non-residential uses (leafy
neighborhood look & feel)
Height is important to protect access to winter sun
New standards need to leave enough room for creativity
Encourage reuse of existing buildings
NEIGHBORHOOD GREENWAYS
Background: Improving pedestrian & bicycle mobility in the neighborhoods has been a high priority for
project stakeholders, as well as finding ways to incorporate more sustainable features and practices into the
neighborhoods.
Option: Create a network of neighborhood greenways linking the neighborhoods together and with the rest
of the community. Elements could include striped bike lanes, wayfinding, unique landscaping or sustainability
features such as bio-swales. The greenway network would likely correspond to routes identified in the draft
Bicycle Wayfinding Plan.
Comments & Feedback:
East-west routes are important for connectivity, as is a north-
south route in the Westside Neighborhood
Need intersection treatments at arterial intersections
Should consider maintenance needs of enhanced
landscaping or drainage elements
If wayfinding is added, try to fit the character of the
neighborhoods
Other: land use, upper floor stepbacks,
building materials, roof form
Top Selections:
Landscape setbacks
Size (floor area)
Massing & proportion
Building height
Ground floor character
Other
16.4%
15.8%
10.2%
19.8%
11.9%
26.0%
I like this
I sort of like this
I feel neutral
I don’t like this
65.8% I need more info
17.7%
5.1%
2.5%
8.9%
2.4
Packet Pg. 131
Attachment: Old Town Neighborhoods Plan: Summary of Options and Strategies Input (4184 : Old Town Planning Projects)
Framework Development: Combined December Workshop & Online Questionnaire Summary
ARTERIAL CORRIDORS - MULBERRY STREET
Background: Strong interest in exploring ways to improve bike and pedestrian infrastructure along arterial
corridors while also maintaining the streets as important commuting corridors. Long-term goals require more
capital and right-of-way acquisition -- what opportunities and strategies exist to improve travel for all modes
in a shorter time-frame?
Option: Utilizing existing right-of-way, explore a 4-lane to 3-lane conversion on Mulberry west of City Park
Avenue with a new center turn lane, buffered bike lanes, and future sidewalk expansion. East of City Park,
utilize Magnolia as a neighborhood greenway for enhanced bike and pedestrian travel with a potential en-
hanced crossing at Shields Street.
I like this
I sort of like this
I feel neutral
I don’t like this
I need more info
Comments & Feedback:
Could be parking conflicts along Magnolia Street
Turn lanes and center turn lanes would improve safety
Would like enhanced bus service along Mulberry
High-speed roads may never capture certain segments of
cyclists and pedestrians; less comfortable and feels unsafe
Safe & convenient crossings are crucial to making
Magnolia work
Worried about impacts to traffic/delays; street seems to
be working fine as-is.
56.3%
21.9%
7.8%
4.7%
9.4%
ARTERIAL CORRIDORS - SHIELDS STREET
Background: Strong interest in exploring ways to improve bike and pedestrian infrastructure along arterial
corridors while also maintaining the streets as important commuting corridors. Long-term goals require more
capital and right-of-way acquisition -- what opportunities and strategies exist to improve travel for all modes
in a shorter time-frame?
Option: Utilizing existing right-of-way, explore a 4-lane to 3-lane conversion on Shields Street north of Mag-
nolia Street and reduced vehicle lane widths. Changes would create a new center turn lane for vehicles,
buffered bike lanes, and eventual sidewalk widening. South of Mulberry, decrease vehicle lane widths to con-
struct an 8-foot shared bike/pedestrian pathway where the sidewalk currently exists.
I like this
I sort of like this
I feel neutral
I don’t like this
I need more info
Comments & Feedback:
Center turn lane will help prevent backed-up traffic in the
middle lanes as they presently exist
More concerns about reducing vehicles along segments
of Shields than along West Mulberry due to traffic volume
Shared bike/ped path south of Laurel doesn’t seem wide
enough for both users; difficulty enforcing one-way for
bikes
Shields still seems inadequate for bikes, but it’s the only
true north-south route in this part of the neighborhoods
Proposed changes still don’t solve the issue of snow build-
up in winter
42.4%
25.8%
12.1%
9.1%
MULBERRY STREET
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SHIELDS STREET
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ATTACHMENT 5
2.5
Packet Pg. 133
Attachment: Old Town Neighborhoods Plan: Transportation and Mobility Options (4184 : Old Town Planning Projects)
DƵůďĞƌƌLJ^ƚƌĞĞƚ͗WŽƚĞŶƟĂůKƉƟŽŶƐďLJ^ĞŐŵĞŶƚ
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2.5
Packet Pg. 134
Attachment: Old Town Neighborhoods Plan: Transportation and Mobility Options (4184 : Old Town Planning Projects)
^ŚŝĞůĚƐ^ƚƌĞĞƚ͗WŽƚĞŶƟĂůKƉƟŽŶƐďLJ^ĞŐŵĞŶƚ
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2.5
Packet Pg. 135
Attachment: Old Town Neighborhoods Plan: Transportation and Mobility Options (4184 : Old Town Planning Projects)
ATTACHMENT 6
2.6
Packet Pg. 136
Attachment: Work Session Summary, August 11, 2015 (4184 : Old Town Planning Projects)
2.6
Packet Pg. 137
Attachment: Work Session Summary, August 11, 2015 (4184 : Old Town Planning Projects)
Old Town Planning Projects
Downtown Plan
Old Town Neighborhoods Plan
March 10, 2016
ATTACHMENT 7
2.7
Packet Pg. 138
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
The Fort Collins Downtown
Plan
2.7
Packet Pg. 139
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
General direction sought and specific
questions to be answered:
• Given the work to date, are there additional
issues that should be addressed?
• Is there additional public engagement
needed?
2.7
Packet Pg. 140
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
Plan Boundary Plan Boundaries
2.7
Packet Pg. 141
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
Timeline
2.7
Packet Pg. 142
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
Community Engagement
Downtown Plan has engaged thousands!
Public Events (NewWestFest, Brewers Fest…)
Downtown Plan Events (open houses, workshops, focus
groups, charrettes…)
Community Groups (DDA, DBA…)
City Boards and Commissions (P&Z, PAB…)
Media (online and text questionnaires, Ch 14…)
2.7
Packet Pg. 143
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
PHASE 3
Choices and Strategies
Vision ‐ What Downtown looks like in 2035
Goals ‐ Topic‐specific goals that support the
vision
Strategies – Ways to accomplish the goals
2.7
Packet Pg. 144
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
Topic Areas / Working Groups
2.7
Packet Pg. 145
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
ARTS AND CULTURE
Big Idea –Create a centralized resource for
creatives.
Question – What should the City’s role be in
the support of arts and culture?
Response –City should provide space, staff,
and support other organizations.
2.7
Packet Pg. 146
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
DOWNTOWN MANAGEMENT
Big Idea – Expand pedestrian enhancements and
maintenance to keep up with growth.
Question – What areas and enhancements should the
plan address?
Response – Top 5 areas of consideration are Canyon
Ave., museum connections, Jefferson St.,
Linden St. (river to Vine), and non‐enhanced
alleys.
2.7
Packet Pg. 147
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
ENERGY AND ENVIRONMENT
Big Idea –Implement Climate Action Plan (CAP) strategies in downtown.
Question –Which CAP priorities are most important to emphasize in the
downtown area?
Response –Energy efficient retrofits, green building, rooftop solar,
recycling and composting, and increased transportation
options.
2.7
Packet Pg. 148
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
MARKET AND ECONOMY
Big Idea –As downtown continues to grow, ensure that
new development helps achieve community goals.
Question –Which community goals are most important to
encourage in downtown development?
Response –(Workshop on March 2)
2.7
Packet Pg. 149
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
URBAN DESIGN
Big Idea –Create new design standards for
buildings and streets that result in
desired character and predictability.
Question –Long‐standing policies call for
greater density, and building height
downtown. How should this vision be
realized?
Response –(Workshop on March 2)
2.7
Packet Pg. 150
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
TRANSPORTATION AND PARKING
Big Idea –Create a strategic approach to bike parking management.
Question –Where should additional bike parking be located?
Response –Use on‐street parking spaces, alleys, and parking garages to
avoid crowding pedestrian areas; consider functional bike racks
that are artistic.
2.7
Packet Pg. 151
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
2.7
Packet Pg. 152
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
Project Overview
16
Old Town Neighborhoods Plan
• Combined update of the East Side & West Side
Neighborhood Plans
• Explore emerging trends, issues, opportunities
• Update neighborhood vision/policies
• Study Shields & Mulberry arterial corridors
2.7
Packet Pg. 153
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
Study Area & Timeline
17
Phase 1: Existing Conditions
Phase 2: Visioning
Phase 3: Plan Framework
Phase 4: Policies & Strategies
(Spring 2016)
Phase 5: Implementation & Adoption
(Summer 2016)
We Are
Here
2.7
Packet Pg. 154
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
Neighborhood Vision
18
UNIQUE ‐ Celebrating and enhancing the qualities that
make the neighborhoods unique and that foster “Old
Town Charm”
LIVABLE – Neighborhoods designed for friendly
interactions and a high quality of life
2.7
Packet Pg. 155
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
Neighborhood Vision
19
CONNECTED – Neighborhoods integrated into the
community with safe and convenient travel options
SUSTAINABLE – Neighborhoods with the resources and
knowledge to help maintain and improve their economic,
social, and environmental vibrancy
2.7
Packet Pg. 156
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
20
2.7
Packet Pg. 157
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
21
Land Use Designations
Westside Neighborhood:
• Low Density Mixed-Use
Neighborhood (LMN) zoning
pockets
• Explore LMN land use
designation & consistency
with adjacent zoning
2.7
Packet Pg. 158
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
22
Land Use Designations
Workshop & Online
Questionnaire Feedback
Potential Option:
• Evaluate LMN pockets individually for
neighborhood conservation zoning
• LMN zoning may be appropriate
along neighborhood edges or located
at active intersections
2.7
Packet Pg. 159
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
23
Neighborhood Greenways
Neighborhood Greenways:
• Low-volume streets with
enhanced bike, pedestrian,
and streetscape amenities
• Ex: Remington Greenway
• Spectrum of potential
greenway elements
Residential bike lanes Curb extensions
Signage / Wayfinding Stormwater enhancement
Potential Greenway Elements:
2.7
Packet Pg. 160
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
24
Neighborhood Greenways
Workshop & Online
Questionnaire Feedback
Potential Option:
• Establish ~4 neighborhood greenway
routes
• Build upon routes identified in the
Bicycle Master Plan & Bicycle
Wayfinding Master Plan
2.7
Packet Pg. 161
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
25
Shields & Mulberry Corridors
Arterial Corridors:
• Study existing conditions,
opportunities, constraints
• Interest in enhancing
conditions for bikes &
pedestrians
• What are potential options
using the existing right-of-
way?
2.7
Packet Pg. 162
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
26
Mulberry Street
Taft Hill Rd to City Park Ave Magnolia St Parallel Route
2.7
Packet Pg. 163
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
27
Mulberry Street & Magnolia Street
Workshop & Online
Questionnaire Feedback
2.7
Packet Pg. 164
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
28
Shields Street
Laurel St to Magnolia St
• 4 vehicle travel lanes remain
• Explore vehicle lane width reductions
• Move cubs in & widen sidewalks
• Shared one-way bike & pedestrian path
Magnolia St to Vine Dr
• 4-lane to 3-lane with center turn lane
(Magnolia to Laporte)
• Add buffered bike lanes
• Explore on-street parking configuration
(north of Laporte)
2.7
Packet Pg. 165
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
29
Shields Street
Workshop & Online
Questionnaire Feedback
2.7
Packet Pg. 166
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
Next Steps
30
Spring:
• Develop policies & strategies
• Continue stakeholder group and Boards &
Commissions outreach
• Public Event: March 29
Summer:
• Develop implementation program
• Finalize Design Guidelines
• Draft plan document
• Board & Commissions recommendations
2.7
Packet Pg. 167
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
General direction sought and
specific questions to be
answered:
• Given the work to date, are there additional
issues that should be addressed?
• Is there additional public engagement
needed?
2.7
Packet Pg. 168
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
Thank you
2.7
Packet Pg. 169
Attachment: Powerpoint presentation (4184 : Old Town Planning Projects)
DATE:
STAFF:
March 10, 2016
Emma Belmont, Transit Planner
Amy Lewin, Senior Transportation Planner
Laurie Kadrich, Director of PDT
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
West Elizabeth Enhanced Travel Corridor Plan.
EXECUTIVE SUMMARY
The purpose of this item is to update Council on the West Elizabeth Enhanced Travel Corridor Planning effort and
to request feedback on key questions that will influence the next steps for the project. The project team developed
four Design Approaches to test out potential concepts for the corridor: (1) Tweak and Tune, (2) Transportation
Systems Management, (3) Traffic Calming, and (4) MAX on West Elizabeth. In addition, staff has developed an
evaluation process which has led to a preliminary set of recommended design elements and proposed phasing,
which incorporates design elements from all four Design Approaches. This project addresses Strategic Initiatives
5.6 and 6.1-6.6 related to improving travel for all modes in support of the Climate Action Plan goals.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What are Council’s thoughts on the recommended elements and proposed phasing concepts presented? Are
there any elements that are missing or that Council would like to see implemented differently?
2. Would Council like another work session on this project prior to considering adoption of the Plan in July? Are
there specific items Council would like covered beyond what is listed in Next Steps?
BACKGROUND / DISCUSSION
Project Overview
The West Elizabeth corridor is identified in the Transportation Master Plan (TMP) as part of a citywide network of
Enhanced Travel Corridors (ETCs) - uniquely designed corridors with an emphasis on high-frequency transit,
bicycling and walking as a way to support and manage growth. The project study area generally includes the area
between Overland Trail and Shields (as well as the CSU Foothills and Main Campuses) and between Mulberry
and Prospect.
The West Elizabeth ETC Plan has developed a vision for the corridor based on an understanding of the
transportation, land use, environmental, economic and social needs of the area. The Plan is an action item of the
recently adopted West Central Area Plan (WCAP) and is anticipated to promote many of the goals and strategic
initiatives identified in the Climate Action Plan (CAP), such as expanding the transit system and serving the needs
of bicyclists and pedestrians, as well as motorists.
The project will develop recommended short-and long-term improvements for the corridor, with the intent of
improving safety and functionality for all users. The focus is on transit system alignment and frequency changes,
bicycle and pedestrian facility improvements and intersection and lane configuration changes.
Project Update
Staff provided an update on the project to City Council in an October 29, 2015 memo (Attachment 1). Since that
update, additional outreach has been completed and progress has been made on a number of tasks:
3
Packet Pg. 170
March 10, 2016 Page 2
Community Engagement
Additional community outreach included:
Public Open House (December, 2015)
CSU Landscape Architecture class on design options
“Questions of the Week” (online and text message-based)
Property owner meetings
Chamber of Commerce Local Legislative Affairs Committee
Technical Advisory Committee meetings
Stakeholder Committee meetings
The primary focus of recent outreach was the Design Approaches and the evaluation process. Key concepts
that received particularly strong support include:
A pilot protected intersection at City Park and West Elizabeth
Completion of the pedestrian network
Transit stop amenities
Safety improvements for all users
Higher frequency transit in the area
This input contributed to the development of a preliminary Recommended Phasing of Improvements, which is
described later in this AIS.
Boards and Commissions
In addition to outreach conducted earlier in the planning process, staff discussed the project at the following
board and commission meetings since October:
November 24 - Bicycle Advisory Committee
December 9 - Senior Advisory Board
December 11 - Planning and Zoning Board
December 16 - Transportation Board
December 22 - Air Quality Advisory Board
February 4 - Energy Board
February 11 - Commission on Disability
Coordination with Colorado State University (CSU)
Staff continues to coordinate with the CSU Facilities and Transportation staff throughout the planning
process, and CSU staff actively participates in many of the project outreach activities. The West Elizabeth
project team is also coordinating with CSU and other City staff regarding improvements noted in the CSU/City
Intergovernmental Agreement (IGA) for the on-campus stadium, including the potential underpass of Shields
at West Elizabeth and other at-grade intersection improvements.
Existing and Future Conditions
The key themes of the existing conditions report were provided in the October 29, 2015 memo and are
summarized below. The full Corridor Understanding Report documents existing and future conditions and is
available on the project website (fcgov.com/westelizabeth).
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March 10, 2016 Page 3
Existing Conditions Highlights
Transit Biking
Over 5,000 riders per day in study area
Overcrowded buses
People being left behind, despite using multiple
trailer buses
Bus stops that are inaccessible and/or with
limited or no passenger amenities
Over 2,000 cyclists per day
Inconsistent bike facility treatments
Bike and bus conflicts when buses stop in the
bike lanes to drop off passengers
High crash locations
Driving Walking
4,400 to over 18,000 vehicles per day
(increasing from west to east)
Driveway conflicts between bicyclists,
pedestrians, and vehicles
Vehicles crowding and/or blocking bike lanes at
intersections
Perceived speeding and vehicles not yielding
at crosswalks
Operational and safety concerns related to
intersections
Over 100 pedestrians crossing during peak
hours at key intersections
Missing sidewalks
Narrow sidewalks that are not compliant with
American with Disabilities Act (ADA)
regulations
Inaccessible crosswalk activation buttons
Visioning
The project Vision Statement was included in the October 29, 2015 memo and is provided below. This Vision
guides the development of designs and action items for the West Elizabeth Enhanced Travel Corridor.
The vision for the West Elizabeth Enhanced Travel Corridor is to be an easily accessible and reliable
multimodal corridor with an emphasis on connectivity to CSU's Foothills Campus on the west and CSU's
Main Campus (including MAX stations) on the east. The corridor will be well-integrated and well-
connected within the city, with a focus on improving transit, walking and biking. The corridor will foster
existing business and future infill and redevelopment to accommodate the growing number and diversity
of users in the corridor, including students, families and seniors. The network shall:
o Be unique and adaptable to the distinctive characteristics of each corridor segment.
o Be safe and comfortable for all users.
o Encourage and prioritize public transportation and active transportation options.
o Support the interconnectivity of all modes.
o Be a beautiful and vibrant environment.
Design Approaches
Four Design Approaches were drafted to test different ways of meeting the corridor vision, each focusing on a
priority identified by the public for the corridor.
Guiding Principles
The development of the Design Approaches was based on the following guiding principles:
o Emphasize high-frequency transit, biking, and walking to help accommodate growth (per the
Enhanced Travel Corridor definition)
o Work within the existing Public Right-of-Way (ROW) as much as possible
o Incorporate potential phasing from the beginning of design development
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o Learn from the evaluation of the Design Approaches to understand trade-offs and make further
refinements to the corridor design
Descriptions
The Design Approaches are listed below, and a summary, including cross-sections and key design elements,
is provided in Attachment 2.
o Tweak and Tune: Fall 2016 implementation of transit improvements that could be funded within
Transfort’s existing budget
o Transportation System Management (TSM): near-term, lower investment improvements to improve
the efficiency of transit and complete the bike and pedestrian network to minimum standards
o Traffic Calming: longer-term, higher investment improvements that increase transit service capacity to
accommodate growing demands (focused on Constitution and Plum), and further improve the bike
and pedestrian networks with upgrades to protected bike lanes and detached sidewalks
o MAX on West Elizabeth: longer-term, higher investment improvements to add Bus Rapid Transit
service on West Elizabeth through CSU’s Main Campus, connecting to MAX, with high quality stations and
service branding like MAX
All of the Design Approaches maintain the existing number of travel lanes, with the exception of MAX on West
Elizabeth, which explores converting one travel lane in each direction into bus-only (and vehicular right-turns) in
the Campus West area.
·Evaluation
The Design Approaches were evaluated both quantitatively and qualitatively. Quantitative evaluation includes a
Multi-modal Level of Service (MMLOS) assessment of each Design Approach for all modes. The qualitative
evaluation includes criteria that were created as part of the project’s Vision, Purpose, and Need, as well as
Transportation Master Plan policies and elements related to Sustainability Assessment. The criteria include:
Evaluation Criteria
Criterion Description
Multi-modal
Transit
High-frequency (15 minutes or less)
Reliable
Sufficient capacity
Biking
Convenient/efficient
Safety
Comfort
Walking
Complete network
Convenient/efficient
Safety
Driving
Safety
Efficiency and convenience
Supports Economic
Conditions
Supports existing and future economic development
Beautiful, Vibrant, and
Attractive Public Places
Create a “sense of place”
Well-Connected Supports interconnectivity of modes
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Evaluation Criteria
Criterion Description
Fiscally Responsible Uses public funds wisely
Community Support Supported by community based on outreach
Each Design Approach was evaluated according to the criteria listed above. Some measures incorporate both the
qualitative and quantitative assessment to determine the criterion’s rating of High, Medium or Low. A summary of
the evaluation is provided in Attachment 3. The intent is to use this evaluation as an initial “check-in” that can
guide potential refinements as we move forward.
Transitioning from Evaluation to Preliminary Recommended Design
The evaluation identified both the benefits and trade-offs that the potential improvements offer. For example,
initial assessment of some of the intersection treatments proposed in the Traffic Calming and MAX on West
Elizabeth Design Approaches showed a substantial increase in delays (and emissions) for vehicular traffic at
those intersections. The project team intends to strive for an appropriate balance of benefits and impacts and to
refine elements in a way that is beneficial to multiple modes. The team will work to refine the recommended
design to support safety, and ensure improved transit, pedestrian and bike environments while maintaining
adequate vehicular operations.
The review and evaluation of the Design Approaches confirmed the team’s planned strategy of:
(1) Including elements from multiple Design Approaches in the Recommended Design (rather than a
wholesale selection of one complete Design Approach);
(2) Phasing those elements strategically.
Preliminary Recommended Design Elements and Proposed Phasing
This section presents an initial draft of four phases in which the preliminary recommended design elements could
be implemented.
Preliminary Recommended Design Elements and Phasing
Implementation
Timeframe Potential Design Elements
2016 Improvements
(cost neutral)
Transit
Route alignment changes to simplify network and improve capacity in high
demand locations
Near-term*
(2-5 years out)
Likely 2017-2018
BFO Offer
All Modes
At grade improvements at Shields Street (coordinated with CSU stadium
improvements) – lane improvements, pedestrian safety, bike crossings, signal
timing changes, etc.
Walking
Completion of the sidewalk network to meet minimum ADA requirements
(attached sidewalk in locations where detached option is not viable)
Biking
Completion of bike lanes (buffered or conventional)
Intersection improvements such as targeted use of green paint at intersections
and two-stage turn queue boxes
Transit
Transit Signal Priority (TSP) at select intersections
ADA-compliant bus stops with benches and/or shelters
Frequency enhancements on transit routes
CSU Equine Center Transit Station/Park and Ride
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Preliminary Recommended Design Elements and Phasing
Implementation
Timeframe Potential Design Elements
Potential for direct connection to Downtown
Long-term
(5-10 years out)
Pursuit of grant
funding is expected
Walking
Complete sidewalk network (detached)
Biking
One-way protected bike lanes
Protected intersection at City Park Avenue (pilot project)
Driving
Access management near King Soopers and Campus West
Roundabouts at Overland Trail and potentially Ponderosa Drive
Medians
Transit
High frequency transit along West Elizabeth – Constitution – Plum alignment with
direct connection through CSU’s Main Campus to Downtown/MAX on Mason
Longer-term
(Dependent on
redevelopment of
the Campus West
area)**
Transit
New MAX service on West Elizabeth Street with direct connection through CSU’s
Main Campus to Downtown/MAX on Mason
High-quality transit stations
*The full set of improvements associated with the City/CSU IGA is not listed here
**Additional potential improvements for cyclists and pedestrians are yet to be determined
Question for Council: What are Council’s thoughts on the recommended elements and proposed phasing
concepts presented? Are there any elements that are missing or that Council would like to see
implemented differently?
Next Steps
Refine recommended design elements and their phasing, complete full Sustainability Assessment
Continue implementation planning (e.g., refinements to phasing, detailed cost estimates, etc.)
Address broader corridor needs, such as:
o Improvements for other key roads (e.g., Constitution, Plum, City Park, Shields)
o Refinements to the Low-Stress Bike Network identified in the Bicycle Master Plan (2014)
o Parking
o Maintenance (e.g., snow removal, debris sweeping, bicycle striping, etc.)
The project’s Public Engagement Plan includes a memo update prior to the adoption hearing in July 2016.
Question for Council: Would Council like another work session prior to considering adoption of the plan
in July? Are there specific items Council would like covered beyond what is listed under Next Steps?
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ATTACHMENTS
1. Project Update memo, October 29, 2015 (PDF)
2. Design Approach Summary (PDF)
3. Evaluation Summary (PDF)
4. Powerpoint presentation (PDF)
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ATTACHMENT 1
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Attachment: Project Update memo, October 29, 2015 (4183 : West Elizabeth Enhanced Travel Corridor Plan)
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Attachment: Project Update memo, October 29, 2015 (4183 : West Elizabeth Enhanced Travel Corridor Plan)
EXECUTIVE SUMMARY
WEST ELIZABETH ENHANCED TRAVEL CORRIDOR IVREPORT CORRIDOR UNDERSTANDING
THE WEST ELIZABETH ENHANCED TRAVEL CORRIDOR
PLAN WILL PROVIDE A ROAD MAP FOR BOTH SHORT-
TERM RECOMMENDATIONS AND A LONG-TERM VISION
FOR THE CORRIDOR BASED ON AN UNDERSTANDING
OF THE TRANSPORTATION AND LAND USE NEEDS OF
THE AREA.
ENHANCED TRAVEL CORRIDORS (ETCs) are defined by the
City’s Transportation Master Plan (TMP) as corridors that
emphasize high-frequency transit, bicycling and walking.
This Corridor Understanding Report documents the West
Elizabeth Corridor’s history and context, previous planning
that has influenced the corridor, and existing conditions of
the corridor’s infrastructure and performance for different
modes of transportation. Future steps of the West Elizabeth
Enhanced Travel Corridor Plan development process will
build upon the Corridor Understanding Report: developing a
Purpose and Need Statement and Corridor Vision, developing
and evaluating alternative improvement scenarios, and
developing a preferred alternative, with both near-term and
longer-term implementation recommendations.
EXECUTIVE SUMMARY
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Attachment: Project Update memo, October 29, 2015 (4183 : West Elizabeth Enhanced Travel Corridor Plan)
LEGEND
West Elizabeth Study Corridor
Study Area
MAX Bus Rapid Transit (BRT)
MAX Stations
WEST ELIZABETH ENHANCED TRAVEL CORRIDOR VREPORT CORRIDOR UNDERSTANDING
STUDY AREA
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Attachment: Project Update memo, October 29, 2015 (4183 : West Elizabeth Enhanced Travel Corridor Plan)
The West Elizabeth ETC focuses on West Elizabeth Street between Overland Trail and Shields Street, as well as segments
of Plum Street, Constitution Avenue, and City Park Avenue. The study area also includes the surrounding network, and the
plan will look at how this corridor connects with the CSU campuses and the rest of the community.
WEST ELIZABETH ENHANCED TRAVEL CORRIDOR VIREPORT CORRIDOR UNDERSTANDING
EXECUTIVE SUMMARY
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Attachment: Project Update memo, October 29, 2015 (4183 : West Elizabeth Enhanced Travel Corridor Plan)
WEST ELIZABETH ENHANCED TRAVEL CORRIDOR VIIREPORT CORRIDOR UNDERSTANDING
WEST ELIZABETH CORRIDOR
SUMMARY OF KEY ISSUES
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Attachment: Project Update memo, October 29, 2015 (4183 : West Elizabeth Enhanced Travel Corridor Plan)
WEST ELIZABETH ENHANCED TRAVEL CORRIDOR VIIIREPORT CORRIDOR UNDERSTANDING
EXECUTIVE SUMMARY
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Attachment: Project Update memo, October 29, 2015 (4183 : West Elizabeth Enhanced Travel Corridor Plan)
WEST ELIZABETH ENHANCED TRAVEL CORRIDOR IXREPORT CORRIDOR UNDERSTANDING
1»LAND USE
Land use on the West Elizabeth
Corridor includes a mix of types
and densities of development,
including multi-family, single
family, as well as commercial
parcels near the West Elizabeth
Street/Shields Street and
West Elizabeth Street/Taft Hill
Road intersections. Land use
surrounding the Campus West
area has some of the highest
densities allowed in the city,
including dense multi-family
housing on Plum Street affiliated
with Colorado State University.
A large proportion of the study
area’s residents are renters, many
of whom are CSU students.
2»RIGHT-OF-WAY
Right-of-way on the corridor
varies from 60 to 100 feet
between Shields Street
and Overland Trail.
3»CROSS SECTIONS
West Elizabeth Street’s cross
section includes two to four
travel lanes between Shields
Street and Overland Trail. Near
Shields Street, West Elizabeth
Street has four travel lanes (two
in each direction) with a two-way
left-turn lane. West of Skyline
Drive, West Elizabeth Street has
two travel lanes with a two-way
left-turn lane. West of Kimball
Drive, West Elizabeth Street has
two travel lanes.
4»TRAVEL DEMAND
The amount of traffic on West
Elizabeth Street generally
increases from west to east. Near
Timber Lane the Average Daily
Traffic (ADT) is 4,400 vehicles
per day and near Shields Street
the ADT is over 18,000 vehicles
per day. West Elizabeth Street
also carries a large number of
transit passengers, bicyclists and
pedestrians. Transfort routes in
the study area have an average
weekday ridership of almost
5,000 passengers per day. Over
2,000 bicyclists per day use West
Elizabeth Street west of Shields
Street and over 100 pedestrian
crossings occur during peak
hours at Shields Street/West
Elizabeth Street, City Park
EXECUTIVE SUMMARY
WEST ELIZABETH ENHANCED TRAVEL CORRIDOR XREPORT CORRIDOR UNDERSTANDING
4
1 2
3
5
6
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Attachment: Project Update memo, October 29, 2015 (4183 : West Elizabeth Enhanced Travel Corridor Plan)
WEST ELIZABETH ENHANCED TRAVEL CORRIDOR XIREPORT CORRIDOR UNDERSTANDING
a measurement of the quality
of the pedestrian environment
that accounts for sidewalk
presence and width as well
as other amenities.
8»BICYCLISTS
Bike lanes are provided along
the majority of the corridor,
but are missing from key
segments of West Elizabeth
Street, including several
segments west of Taft Hill
Road. Most of the corridor is
sufficiently comfortable for the
many residents and college
students who currently ride on
West Elizabeth Street. However,
these segments are generally not
comfortable for lower-confidence
adults/college students as well
as children.
6»TRANSIT
Several Transfort bus routes
serve the study area, the majority
of which connect to the CSU
Transit Center. Route 31, which
connects West Elizabeth Street
and Plum Street to the CSU
Transit Center, runs every 10
minutes. The HORN and MAX
also run every 10 minutes. Most
other routes operate every 30
minutes. Transfort ridership
in the area is generally high.
In fact, ridership is so high on
some routes bound for CSU that
drivers regularly have to turn
away passengers because the
buses are full, even with the
addition of trailer buses during
peak hours. Top ridership stops
in the study area include the
CSU Transit Center, stops along
Plum Street, Constitution Avenue
between Shields Street and West
Elizabeth Street, and stops on
West Elizabeth Street just west of
Taft Hill Road. Some of the study
area’s routes, including Route 31,
Route 32, and Route 2, have a
high productivity as measured by
weekday passengers per revenue
hour and weekday passengers
per revenue mile.
7»PEDESTRIANS
For pedestrians, a variety of
sidewalk conditions exist on the
corridor. Some sidewalks are
attached, some are detached,
7
WEST ELIZABETH ENHANCED TRAVEL CORRIDOR XIIREPORT CORRIDOR UNDERSTANDING
EXECUTIVE SUMMARY
9»SAFETY
The study area has some
intersections and roadway
segments with a higher
than expected number of
crashes. For example, the West
Elizabeth Street/Shields Street
intersection has more crashes
than expected compared to
similar locations, and the West
Elizabeth Street/City Park
Avenue intersection has more
bicyclist-vehicle crashes than
expected compared to similar
locations. West Elizabeth
Street between Shields Street
and City Park Avenue also has
more crashes than expected
compared to similar locations.
10» DELAY BY MODE
Over half of the users at the
intersection of Shields Street
and Plum Street are using
transit, walking or biking. At this
intersection, transit passengers,
pedestrians and bicyclists
experience a lot of delay, while
vehicle drivers and passengers do
not experience a lot of delay.
9
10
8
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Attachment: Project Update memo, October 29, 2015 (4183 : West Elizabeth Enhanced Travel Corridor Plan)
WEST ELIZABETH ENHANCED TRAVEL CORRIDOR XIIIREPORT CORRIDOR UNDERSTANDING
WEST ELIZABETH CORRIDOR
EXISTING CONDITIONS HIGHLIGHTS
119
Injury Crashes
341
Non-Injury Crashes
SAFETY
CRASHES ON WEST ELIZABETH STREET BETWEEN
2010 & 2014
460 Total Crashes
0
460
62
14
Bicycle-Involved
Crashes
Pedestrian-Involved
Crashes
CSU
Main
Campus
CSU
Foothills
Campus
CONSTITUTION AVE
W ELIZABETH ST
W PLUM ST
S SHIELDS ST
CITY PARK
PONDEROSA DR
S TAFT HILL RD
OVERLAND TRL
Indicates more crashes than expected compared to similar ŝŶƚĞƌƐĞĐƟŽŶƐwithin the city
Indicates more crashes than expected compared to similar ƐĞŐŵĞŶƚƐwithin the city
Average of 1 crash every 4 days.
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Attachment: Project Update memo, October 29, 2015 (4183 : West Elizabeth Enhanced Travel Corridor Plan)
WEST ELIZABETH ENHANCED TRAVEL CORRIDOR XIVREPORT CORRIDOR UNDERSTANDING
EXECUTIVE SUMMARY
NUMBER OF PEOPLE BY MODE
PM PEAK HOUR
WEST ELIZABETH STREET & PLUM STREET
West Elizabeth Street
(between City Park and Shields)
Plum Street
(between City Park and Shields)
500
1,000
1,500
2,000
2,500
3,000
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Attachment: Project Update memo, October 29, 2015 (4183 : West Elizabeth Enhanced Travel Corridor Plan)
WEST ELIZABETH ENHANCED TRAVEL CORRIDOR XVREPORT CORRIDOR UNDERSTANDING
WEST ELIZABETH CORRIDOR
EXISTING CONDITIONS HIGHLIGHTS
TRANSIT
DRIVING
AVERAGE DAILY TRAFFIC
Almost 5,000 riders a day within the study area (9 routes):
Highest ridership in the city
Over 3,700 passengers left behind on Route 31
from January to April 2015. That’s equJvalent to over
37MAX buses or 75 standard Transfort buses.
TRANSIT BOARDINGS
Transit boardings from January - April 2015 APC Data
! < 100 ! 100 - 200
! > 200
!
!
!
! ! !
!
!
!
! !
!
!
!
!
!
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CSU
Main
Campus
CSU
Foothills
Campus CSU Transit
Center
( !
T
CONSTITUTION AVE
W ELIZABETH ST
WEST ELIZABETH ENHANCED TRAVEL CORRIDOR XVIREPORT CORRIDOR UNDERSTANDING
EXECUTIVE SUMMARY
WALKING
*Pedestrian Level of Comfort is based on a technical analysis of existing data
*Bicyclist Level of
Comfort is based on a
Level of Traffic Stress
(LTS) technical
analysis of existing
data sources
30% 42% 28%
Low Pedestrian
Comfort
Medium Pedestrian
Comfort
High Pedestrian
Comfort
West Elizabeth Street &
City Park Avenue
AVERAGE PM PEAK HOUR PEDESTRIAN DELAY
West Elizabeth Street &
Shields Street
PEDESTRIAN LEVEL OF COMFORT*
CORRIDOR-WIDE
BICYCLING
BICYCLIST LEVEL OF COMFORT | CORRIDOR-WIDE
1% 50% 49%
Low Bicyclist
Comfort
Medium Bicyclist
Comfort
High Bicyclist
Comfort
36%
of sidewalks in the
corridor are non-ADA
compliant, of which:
7%
are missing sidewalks.
29
seconds
seconds 57
After 30 seconds, research
has indicated that
pedestrians partake in
more risk-taking behavior.
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Attachment: Project Update memo, October 29, 2015 (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Design Approach Summary
ATTACHMENT 2
3.2
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Attachment: Design Approach Summary (4183 : West Elizabeth Enhanced Travel Corridor Plan)
TABLE OF CONTENTS
Introduction.......................................................................................................
Tweak and Tune...............................................................................................
Transportation Systems Management (TSM)..............................................
Green Paint Treatment and Two-stage Turn Boxes at
Intersections...........................................................................................
Access Management............................................................................
Transit Signal Priority............................................................................
CSU Equine Center Transit Station/Park and Ride..........................
Leading Pedestrian Interval.................................................................
7UDIÀF&DOPLQJ
One-way Protected Bike Lanes............................................................
Protected Intersection..........................................................................
High-frequency Transit Alignment......................................................
MAX on West Elizabeth....................................................................................
High-frequency Transit Alignment......................................................
1
1
2
3
3
3
4
4
5
6
6
6
7
8
i
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Attachment: Design Approach Summary (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Tweak and Tune
This Design Approach includes only transit service improvements (e.g., adjustments to route
DOLJQPHQWVVFKHGXOHVDQGVHUYLFHIUHTXHQFLHV
Transportation Systems Management (TSM)
&RPSOHWHELNHODQHVgreen paint treatment at intersections, two-stage turn
queue boxes
Access managementQHDU.LQJ6RRSHUVDQG&DPSXV:HVW
Bus stop amenities (shelters, benches, etc.), transit signal priority, CSU Equine
Center transit station
&RPSOHWHVLGHZDONQHWZRUNWRPLQLPXPVWDQGDUGVleading pedestrian intervals
Travel lane Travel lane &HQWHUWXUQ Travel lane Travel lane
lane
Bike
lane
Bike
lane
Side- Sidewalk
walk
Examples are provided for all bolded items
2
Typical cross-section in Campus West
Design Elements Explored
3.2
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Attachment: Design Approach Summary (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Green Paint Treatment and Two-stage Turn Boxes at Intersections
• Green paint through the intersections help
delineate bicyclist space and provide a clear
indication of cyclists’ intended path
• Two-stage turn boxes allow bicyclists to navigate
the intersection in two stages, as opposed to
PHUJLQJZLWKWUDI¿FDQGXVLQJWKHOHIWWXUQODQH
• Proposed changes aim to maintain as much
access as possible into properties while
restricting high-risk movements, notably left
turns out of driveways
• Strategic use of medians and signed
restrictions to prohibit turning movements at key
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Access Management
Transit Signal Priority (TSP)
• Operational improvements to signals that help
reduce how long a bus waits at intersections
• Intersection signals sense when a bus is nearby
and keep the light green so that the bus gets
through the intersection
3
3.2
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Attachment: Design Approach Summary (4183 : West Elizabeth Enhanced Travel Corridor Plan)
CSU Equine Center Transit Station/Park and Ride
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• Potential park and ride location – may function
as long-term parking lot for on-campus residents
• Leading pedestrian signal gives pedestrians
a 3-7 second head start when entering the
intersection
• Enhances the visibility of pedestrians and
reinforces their right-of-way over turning vehicles
Leading Pedestrian Interval
4
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Attachment: Design Approach Summary (4183 : West Elizabeth Enhanced Travel Corridor Plan)
7UDIÀF&DOPLQJ
One-way protected bike lanes, green paint treatment at intersections, two-stage
turn queue boxes, protected intersection at City Park Avenue
$FFHVVPDQDJHPHQWQHDU.LQJ6RRSHUVDQG&DPSXV:HVWURXQGDERXWVDW2YHUODQG
Trail and Ponderosa Drive, operational improvements at Shields Street, medians
High-frequency transit DORQJ:HVW(OL]DEHWK&RQVWLWXWLRQ3OXPDOLJQPHQW
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intervals
Travel lane Travel lane Median/ Travel lane Travel lane
&HQWHUWXUQ
lane
Bike
lane*
Bike
lane*
Sidewalk Sidewalk
Typical cross-section in Campus West
5
Examples are provided for all bolded items
*Bike lane design still under consideration
Design Elements Explored
3.2
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Attachment: Design Approach Summary (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Protected Intersection
• 3RWHQWLDOSLORWSURMHFWDW&LW\3DUN :HVW
Elizabeth
• An intersection that provides enhanced
separation and protection for pedestrians and
F\FOLVWVIURPYHKLFXODUWUDI¿F
• Typical features include: corner refuge
islands, forward stop bar for bicyclists, setback
pedestrian crossing, and bicycle-friendly signal
phasing
One-way Protected Bike Lanes
• Protected bike lanes provide an additional
element of vertical separation between vehicular
travel lanes and bike lanes
• Vertical separation typically takes the form of
a curb, plastic posts, parked cars, planters,
or a raised path (bike lane design still under
consideration)
High-frequency Transit Alignment
• High-frequency transit along West Elizabeth
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3.2
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Attachment: Design Approach Summary (4183 : West Elizabeth Enhanced Travel Corridor Plan)
MAX on West Elizabeth
One-way protected bike lanes, green paint treatment at intersections, two-stage turn
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$FFHVVPDQDJHPHQWQHDU.LQJ6RRSHUVDQG&DPSXV:HVWURXQGDERXWVDW2YHUODQG
Trail and Ponderosa Drive, operational improvements at Shields Street, medians
BRT-style service, similar to MAX, along West Elizabeth alignment with bus only
lanes
&RPSOHWHVLGHZDONZLWKODQGVFDSHGVHSDUDWLRQZKHUHSRVVLEOHOHDGLQJSHGHVWULDQ
intervals
Bus only
lane
Travel lane Median/ Travel lane
&HQWHUWXUQ
lane
Bike
lane*
Bike
lane*
Sidewalk Bus only Sidewalk
lane
Typical cross-section in Campus West
7
Examples are provided for all bolded items
*Bike lane design still under consideration
Design Elements Explored
3.2
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Attachment: Design Approach Summary (4183 : West Elizabeth Enhanced Travel Corridor Plan)
High-frequency Transit Alignment
• BRT-style service, similar to MAX, along West
Elizabeth - Downtown (exact alignment TBD)
• May include high-quality bus stops with curb-
VLGHORDGLQJEUDQGHGÀHHWDQGEXVRQO\ODQHV
8
MAIN
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3.2
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Attachment: Design Approach Summary (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Evaluation Summary
1
West Elizabeth Enhanced Travel Corridor
Evaluation Summary
Evaluation Criteria
The criteria used to evaluate the Design Approaches developed for the West Elizabeth Corridor
are described below. Each criterion is based on the Fort Collins Transportation Master Plan
(TMP) and the West Elizabeth Enhanced Travel Corridor Purpose & Need Statement. The
specific principle or policy from the TMP is referenced following the criterion description.
x Multi-modal transportation network – a transportation network that allows for the safe,
accessible and convenient use of all modes.
o Transit
High frequency transit service – Creates a transit service that runs
frequently enough (15 minute or less headways) to allow users to make
trips without consulting a schedule; service is frequent enough to allow for
the convenient use of the transit network to major destinations (TMP
Policy T10.6, Purpose & Need Statement)
Reliable transit service – Creates a transit service that runs consistently
on schedule to allow users to arrive at their destination predictably (TMP
Policy T10.2, Purpose & Need Statement)
Sufficient transit capacity – Creates a transit service that provides or can
provide enough capacity to meet the current and anticipated future
demand for transit, with available space for all desiring riders (Purpose &
Need Statement)
o Biking
Promotes convenient and efficient biking – Promotes convenient and
efficient bicycling (TMP Policy T8.1, Purpose & Need Statement)
Safe bicycle access – Creates bicycle infrastructure that provides access
to key destinations and transit stops (TMP Policy T11.1 and T12.1,
Purpose & Need Statement)
Comfort for bicyclists – Creates a network of bicycle facilities that is
complete and comfortable for all users, by providing continuous
designated bicycle facilities along segments and at crossings (TMP
Principle T11, Purpose & Need Statement)
o Pedestrian
Complete pedestrian network – Creates a sidewalk network that is
complete and ADA accessible (TMP Principle T12, Purpose & Need
Statement)
Promotes convenient and efficient walking – Promotes a convenient and
efficient walking environment (TMP Policy T8.1, Purpose & Need
Statement)
ATTACHMENT 3
3.3
Packet Pg. 202
Attachment: Evaluation Summary (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Evaluation Summary
2
Safe pedestrian access – Creates pedestrian infrastructure that provides
access to key destinations and transit stops (TMP Policy T11.1 and
T12.1, Purpose & Need Statement)
o Vehicular
Vehicular safety – Reduces the negative safety impacts associated with
vehicle turn conflicts at driveways and queue spillbacks at intersections
(TMP Principle T18, Purpose & Need Statement)
Vehicular efficiency – Creates a transportation network that allows for
efficient and easy use of vehicles by minimizing congestion and
increasing mobility in alignment with level of service standards (TMP
Principle T13 and T25, Purpose & Need Statement)
x Economic opportunity – Promotes economic vitality for businesses along and near the
corridor by easing access for all modes and creating an attractive environment for
customers (TMP Policy T2.1, Purpose & Need Statement)
x Beautiful, vibrant and attractive public spaces – Creates an aesthetically appealing
corridor consisting of a well-designed streetscape (TMP Policy T4.4, Purpose & Need
Statement)
x Well-connected transportation network – Creates a transportation network that
provides safe and comfortable access between modes and to destinations including
pedestrian and bicycle access to transit (TMP Policy T9.2, Purpose & Need Statement)
x Fiscal responsibility –Supports a model for development that allows the City of Fort
Collins to be financially strong and economically resilient by implementing cost-effective
projects (TMP Policy T6.2 and T14.2, Purpose & Need Statement)
x Community support – Reflects the vision and values of the community (TMP Principle
T24, Purpose & Need Statement)
3.3
Packet Pg. 203
Attachment: Evaluation Summary (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Evaluation Summary
3
Evaluation Summary Matrix
Each Design Approach was evaluated with ratings of Low, Medium or High, depending on how
well it met the criteria described above. The table below summarizes the evaluation. In addition,
a Cost Magnitude column is included on the far right to indicate the costs for each Design
Approach in relation to each other. Detailed cost estimates will be done as part of the
refinement of the Recommended Design.
Design Approach
Multi-Modal
Supports
Economic
Conditions
Beautiful,
Vibrant and
Attractive
Well-Connected
Fiscally
Responsible
Community
Support
Cost magnitude
(estimate)
Transit
Bike
Pedestrian
Vehicular
Tweak and Tune -
Transportation Systems
Management (TSM)
$
Traffic Calming
Med-
High
$$$$
MAX on West Elizabeth $$$$$
High Med Low
3.3
Packet Pg. 204
Attachment: Evaluation Summary (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Evaluation Summary
4
Evaluation Rating Highlights by Design Approach
Tweak and Tune
Rating
Highlights
Low x Only changes the transit alignments that serve the corridor, so most
of the criteria rate Low for this approach.
Medium x The transit criteria rated Medium because there are some benefits
seen for the transit system with this approach.
x Vehicular mobility was also rated Medium because relative to the
other alternatives it has the least impact on vehicular operations.
High x Fiscal Responsibility rates High because this option assumes all
changes would be done within the current budget.
Transportation Systems Management (TSM)
Rating
Highlights
Low x The Beautiful, Vibrant and Attractive measure rates Low because no
beautification is included in this Design Approach.
Medium x Most measures rate Medium for this approach because the low cost
improvements have some benefit but do not make substantial
changes in the corridor to warrant a High rating.
High x Fiscal Responsibility rates High because of the low cost nature of the
TSM improvements.
Traffic Calming
Rating
Highlights
Low x Vehicular mobility rates Low due to the initial assessment of some of
the intersection treatments proposed, which modeling has shown
could increase delays for traffic at certain intersections.
Medium x Fiscal Responsibility rates Medium due to the increased investment
required compared to the first two approaches.
Medium-
High
x Supports Economic Conditions measure rates Medium/High because
although it does not provide high-frequency transit service through
the Campus West area but it does support the high-density housing
along Constitution Avenue and Plum Street.
High x Many of the measures in the evaluation matrix rate High because of
the significant improvements proposed for the transit, biking and
walking environments.
3.3
Packet Pg. 205
Attachment: Evaluation Summary (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Evaluation Summary
5
MAX on West Elizabeth
Rating
Highlights
Low x Vehicular mobility rates Low due to the initial assessment of some of
the intersection treatments proposed, which modeling has shown
could increase delays for traffic at certain intersections.
Medium x Fiscal Responsibility rates Medium due to the increased investment
required compared to the first two approaches.
High x Similar to the Traffic Calming approach, the MAX on West Elizabeth
approach rates High for most measures due to the enhancements
proposed for the transit, biking and pedestrian environments,
with the exception of Vehicular Mobility and Fiscal Responsibility.
3.3
Packet Pg. 206
Attachment: Evaluation Summary (4183 : West Elizabeth Enhanced Travel Corridor Plan)
1
Amy Lewin, Senior Transportation Planner – FC Moves
Emma Belmont, Transit Planner – Transfort
3-10-16
West Elizabeth Enhanced Travel Corridor Plan
ATTACHMENT 4
3.4
Packet Pg. 207
Attachment: Powerpoint presentation (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Questions for Council
1. What are Council’s thoughts on the recommended elements and
proposed phasing concepts presented? Are there any elements
that are missing or that you would like to see implemented
differently?
2. Would Council like another Work Session on this project prior to
considering adoption of the plan in July? Are there specific items
Council would like covered beyond what is listed in Next Steps?
2
3.4
Packet Pg. 208
Attachment: Powerpoint presentation (4183 : West Elizabeth Enhanced Travel Corridor Plan)
What is an ETC?
Enhanced Travel Corridor (ETC)
“Uniquely designed corridors that
are planned to incorporate
• high frequency transit,
• bicycling, and
• walking
as part of the corridor”
- Transportation Master Plan (2011)
Planned Network of ETCs
3.4
Packet Pg. 209
Attachment: Powerpoint presentation (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Project Study Area
4
3.4
Packet Pg. 210
Attachment: Powerpoint presentation (4183 : West Elizabeth Enhanced Travel Corridor Plan)
5
What are we trying to solve?
3.4
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Attachment: Powerpoint presentation (4183 : West Elizabeth Enhanced Travel Corridor Plan)
What are we trying to solve?
6
3.4
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Attachment: Powerpoint presentation (4183 : West Elizabeth Enhanced Travel Corridor Plan)
What are we trying to solve?
7
3.4
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Attachment: Powerpoint presentation (4183 : West Elizabeth Enhanced Travel Corridor Plan)
What are we trying to solve?
8
3.4
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Attachment: Powerpoint presentation (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Community Engagement—What We Did
9
High-Tech Tools & Media Public Activities & Events Key Stakeholders
3.4
Packet Pg. 215
Attachment: Powerpoint presentation (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Community Engagement—What We Heard
10
• Corridor needs to be safe and
comfortable for all users
• Transit should be prioritized for
the future
• Users want reliable
transportation options for all
modes
3.4
Packet Pg. 216
Attachment: Powerpoint presentation (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Vision
11
• Be unique and adaptable to the distinctive
characteristics of each corridor segment
• Be safe and comfortable for all users
• Encourage and prioritize public transportation
and active transportation options
• Support the interconnectivity of all modes
• Be a beautiful and vibrant environment
3.4
Packet Pg. 217
Attachment: Powerpoint presentation (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Design Approaches
12
Tweak and Tune
Transportation Systems
Management (TSM)
Traffic Calming
MAX on West Elizabeth
Near-Term
Longer-Term,
w/Redevelopment
Longer-Term
2016
3.4
Packet Pg. 218
Attachment: Powerpoint presentation (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Evaluation Process
13
Design Approaches
Evaluation
Trade-offs
Individual Design Elements
Qualitative evaluation:
• Transportation Master Plan
goals
• West Elizabeth Vision,
Purpose & Need
Quantitative evaluation:
• Detailed, performance-based
• Comfort, safety, mobility (travel
time, LOS) for all modes
3.4
Packet Pg. 219
Attachment: Powerpoint presentation (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Preliminary Recommendations
14
Long-Term with Redevelopment
BRT-like Service on West Elizabeth
Long-Term
High-Frequency Transit on
West Elizabeth-Constitution-Plum
Protected Bike Lanes,
Protected Intersection
Complete Sidewalk Network
(full standards)
Roundabouts at
Key Intersections
Near-Term
Transit Service and Amenity
Improvements Complete Bike Network
Complete Sidewalk Network
(minimum standards)
August 2016
Transit Service Changes
3.4
Packet Pg. 220
Attachment: Powerpoint presentation (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Next Steps
15
• Refine design
• Sustainability Analysis
• Continue implementation
planning (cost estimates)
• Address broader corridor
needs
– Parking
– Maintenance
– Low-stress bike network
3.4
Packet Pg. 221
Attachment: Powerpoint presentation (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Questions for Council
16
1. What are Council’s thoughts on the recommended elements and
proposed phasing concepts presented? Are there any elements
that are missing or that you would like to see implemented
differently?
2. Would Council like another Work Session on this project prior to
considering adoption of the plan in July? Are there specific items
Council would like covered beyond what is listed in Next Steps?
3.4
Packet Pg. 222
Attachment: Powerpoint presentation (4183 : West Elizabeth Enhanced Travel Corridor Plan)
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changes are currently proposed to existing cross-sections.
Introduction
1
Four Design Approaches were drafted to test different ways of meeting the corridor Vision.
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• Tweak and Tune
• Transportation Systems Management (TSM)
• 7UDI¿F&DOPLQJ
• MAX on West Elizabeth
All of the Design Approaches maintain the existing number of travel lanes, with the exception
of MAX on West Elizabeth, which explores converting one travel lane in each direction into a
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Approach descriptions also include key design elements that were explored, some of which
have example concepts provided.
Please note that in many cases the design elements included in the different Design
Approaches are replicated from one approach to the next. This is for two main reasons:
1. The Design Approaches were designed with the potential to phase improvements.
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Example concepts for design elements that were included in multiple Design Approaches are
only shown once.
3.2
Packet Pg. 194
Attachment: Design Approach Summary (4183 : West Elizabeth Enhanced Travel Corridor Plan)
W PLUM ST
S SHIELDS ST
S TAFT HILL RD
OVERLAND TRL
CITY PARK AVE
!
CSU
Main
Campus
CSU
Foothills
Campus
CONSTITUTION AVE
W ELIZABETH ST
W PLUM ST
S SHIELDS ST
S TAFT HILL RD
OVERLAND TRL
CITY PARK AVE
Average Daily Traffic (ADT)
< 5,000 5,001 - 10,000 10,001 - 15,000 15,001 - 20,000 > 20,000
s equJvalent t
The two text highlights were revised from the original memo
sent to Council.
3.1
Packet Pg. 190
Attachment: Project Update memo, October 29, 2015 (4183 : West Elizabeth Enhanced Travel Corridor Plan)
and there are many locations
where no sidewalk exists or
sidewalk width is too narrow for
people using mobility devices.
In addition to marked crossings
at signalized intersections, there
are two midblock crossings on
the corridor: one west of Shields
Street and another west of
Skyline Drive. Pedestrian delay
at signalized intersections is
relatively high at most study
intersections during peak hours.
Significant lengths of West
Elizabeth Street have a low
pedestrian level of service,
This Corridor Understanding Report documents the West Elizabeth Corridor’s history and
context, previous planning that has influenced the corridor, and existing conditions of the
corridor’s infrastructure and performance for different modes of transportation.
3.1
Packet Pg. 186
Attachment: Project Update memo, October 29, 2015 (4183 : West Elizabeth Enhanced Travel Corridor Plan)
Avenue/West Elizabeth Street
and Plum Street/Shields Street
intersections. Furthermore,
the Plum Street/Shields Street
intersection has the largest
number of transit passengers,
bicyclists and pedestrians in the
study area.
EXECUTIVE SUMMARY
5» VEHICLE
OPERATIONS
Analysis shows that most study
intersections operate at an
acceptable vehicle level of service
(LOS), a measure of average
vehicle delay, during peak hours.
However, key approaches to
certain intersections experience
notable congestion: the
northbound left-turn, eastbound
left-turn, and eastbound right-
turn at the West Elizabeth Street/
Shields Street intersection and
the eastbound and westbound
movements at the Plum Street/
Shields Street intersection.
5,000 p
The highlighted text was
updated since the original
memo.
3.1
Packet Pg. 184
Attachment: Project Update memo, October 29, 2015 (4183 : West Elizabeth Enhanced Travel Corridor Plan)
10.6%
2.4
Packet Pg. 132
Attachment: Old Town Neighborhoods Plan: Summary of Options and Strategies Input (4184 : Old Town Planning Projects)
4
4
5
5
2
1
W ELIZABETH ST
W LAKE ST
CONSTITUTION AVE
W PLUM ST
S TAFT HILL RD N TAFT HILL RD
LAPORTE AVE
W VINE DR
CHERRY ST
E MOUNTAIN AVE
RIVERSIDE AVE
VINE DR
BUCKINGHAM ST
E LINCOLN AVE
LINDEN ST
WILLOW ST
JEFFERSON ST
WALNUT ST
S HOWES ST N HOWES ST
S LOOMIS AVE
S COLLEGE AVE
N COLLEGE AVE
S LEMAY AVE N LEMAY AVE
S MASON ST N MASON ST
REMINGTON ST
STOVER ST
W LAKE ST
E LAUREL ST
E ELIZABETH ST
E PITKIN ST
E PROSPECT RD
W PROSPECT RD
W MOUNTAIN AVE
Lee
Martinez
Park
Udall
Natural Area
Old Fort
Collins
Heritage
Park
Natural Area
City Park
Legacy Park
Sheldon
Lake
Cache la Poudre River
Cache la Poudre River
Eastside
Park
DOWNTOWN
COLORADO
STATE
UNIVERSITY
EASTSIDE
NEIGHBORHOOD
WESTSIDE
NEIGHBORHOOD
University
Village
Complex
Discovery
Museum
City Park
Pool
University
Center
For The
Arts At
CSU
Public
Library
Lincoln
Center
Mulberry
Pool
287
287
14
14
Dunn
Elementary
Putnam
Elementary
Fullana
Elementary
Centennial
High School
Laurel Elementary
Harris
Bilingual
Immersion
Lesher
Middle
School
Barton Early
Childhood
Center
The Lab
School
St. Joseph’s
Catholic
School
Prioritized
Bike Routes1
Greenways
Gateways
Max Transit Line
0 0.125 0.25 0.5 MILES
N
1. Routes taken from the Fort Collins
Bicycle System Wayfinding Plan
2. Locations taken from Colorado Tree
Coalition’s Noteable Tree Tour in Fort Collins
Plan Framework
Areas of Preservation
and Enhancement
Arterial Streets
Parks & Open Space
Buffer Transition
Downtown Master
Plan Boundary
LMN Land Use
Legend
EXISTING ELEMENTS
FUTURE ELEMENTS
Neighborhood Boundary
City Boundary
Trails
Roadway
Building
Steams, Rivers, Lakes
Designated Land Use Change
Historic Districts
Employment Land Use
Noteable Trees22 Trees
Greenway Designations
Key Projects
Shields Corridor Improvements
Mulberry Corridor Improvements
Buffer Transition Area
Future Land Use Changes
1
2
3
4
5
ATTACHMENT 3
2.3
Attachment: Old Town Neighborhoods Plan: Phase 3 - Plan Framework (4184 : Old Town Planning Projects)
increases, the question arises: How
can new, larger buildings not only be
compatible with the existing context,
but become valuable assets?
In phase 1 &2 of the Downtown Plan
community members expressed
concern about future development’s
impact on the downtown, especially on
historic resources. The development
community also expressed the need to
clarify the Code requirements regarding
what is plausible to build.
Look for outreach in early 2016
specifically tailored to building and site
design. Now is the time to revisit the
conversation about urban form and
compatibility in the downtown.
To the right: Maximum current building height
allowance in the downtown area, as well as Code
sections that relate to development in different
districts.
This graphic was used at the Character District
Design Charrette Maximum Building Heights
2.1
Packet Pg. 107
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
4
3
5
1
1
1
2
2
4
4
4
4
3
3
3
5
5
5
5
What’s Next? Phase 3 is underway! All of the strategies developed in phase 2 are being further analyzed
and refined. Keep an eye out for outreach events in early 2016 aimed at choosing which strategies will best
fulfill the vision and goals.
2.1
Packet Pg. 106
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
Missoula
Eugene
Fort Collins
Sioux Falls
Key Issues:
Throughout multiple stakeholder conversations and planning efforts, the following key issues were identified:
Perceived lack of adequate parking turnover and accessibility.
Concern about potential neighborhood impacts due to the increased pace of development.
Need for better communication about parking locations and availability.
Desire to move away from a punitive, enforcement-driven funding model.
Objectives:
Increase the availability, ease of access to and
turnover of on-street parking.
Develop a parking management system that is
supportive of businesses, neighborhoods, and
visitors.
Provide and communicate a variety of options for
parking and for traveling to and around Downtown.
Encourage the use of alternate modes of
transportation to reduce parking demand.
Identify a sustainable funding source for future
access and transportation infrastructure investment.
Additional Strategies to be Considered with On-Street & Garage Parking:
Expand Enforcement
• To evenings and weekends
Manage Employee Parking
• Options / incentives to move
employees off-street.
Residential Parking Permit
Program
• Reduce spillover impact on
neighborhoods.
Enhanced Communication,
Education and Wayfinding
• Help customers find parking
quickly and easily.
Alternative Funding Options
• Parking district
• Impact fee
Transportation Circulation
Options
• Circulator shuttle
• Bike share
Increase Supply
• Parking garages
• Surface lots
Park & Ride
• MAX
L
o
n
g
-
T
e
r
m
S
h
o
r
t
-
T
e
r
m
L
e
n
g
t
h
O
f
S
t
a
y
On-Street
Garage
One-Stop Shop
Quick Lunch
Shopping Around
Long Dinner
Employees
The “spectrum of options” for parking management (above) shows different management methods that can be
combined to create a balanced parking plan. Research was done on peer cities to examine the pros and cons
of different management methods.
Downtown Parking Community Dialogue
The Downtown Parking Community Dialogue is a separate but integrally related public outreach project that is
fully coordinated and aligned with the Downtown Plan. It is a continued dialogue that builds on the policies of
the Parking Plan: Downtown and Surrounding Neighborhoods. Parking access and turn-over in downtown has
been identified as an issue for the Market + Economy and Transportation + Parking topic areas. The following
information has been used for discussions regarding choices and strategies with the public and downtown
stakeholders. The Downtown Parking Community Dialogue is anticipated to bring recommendations to the
Parking Advisory Board, the Planning and Zoning Board, and City Council in Spring 2016.
2.1
Packet Pg. 105
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
2
2
2
4
4
4
4
3
3
3
3
3
5
5
5
5
5
5
What’s Next? Phase 3 is underway! All of the strategies developed in phase 2 are being further analyzed
and refined. Keep an eye out for outreach events in early 2016 aimed at choosing which strategies will best
fulfill the vision and goals.
2.1
Packet Pg. 104
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
2
2
2
2
4
4
3
3
5
5
5
5
What’s Next? Phase 3 is underway! All of the strategies developed in phase 2 are being further analyzed
and refined. Keep an eye out for outreach events in early 2016 aimed at choosing which strategies will best
fulfill the vision and goals.
2.1
Packet Pg. 103
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
Develop the civic center complex as a model “green district” to demonstrate innovation in energy
efficiency, sustainability, and stewardship.
Identify opportunities to implement the Nature in the City Strategic Plan in the downtown area.
Coordinate with long-range utility and stormwater management plans to implement specific projects
that will improve the function of downtown’s stormwater system.
1
1
1
2
2
2
2
2
2
2
4
4
4
3
3
3
5
5
5
5
5
5
5
What’s Next? Phase 3 is underway! All of the strategies developed in phase 2 are being further analyzed
and refined. Keep an eye out for outreach events in early 2016 aimed at choosing which strategies will best
fulfill the vision and goals.
2.1
Packet Pg. 102
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
1
1
2
6
2
4
6
4
4
3
3
3
5
5
What’s Next? Phase 3 is underway! All of the strategies developed in phase 2 are being further analyzed
and refined. Keep an eye out for outreach events in early 2016 aimed at choosing which strategies will best
fulfill the vision and goals.
2.1
Packet Pg. 101
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
1
1
1
1
1
2
2
2
2
2
2
2
2
2
2
4
4
4
3
3
3
3
3
5
5
5
5
5
2.1
Packet Pg. 100
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
To organize the Downtown Plan, six key topic areas were identified. An overarching vision statement was
established for each topic area (above) during phase 2. Each statement is supported by 5-6 goals. The goals are
followed by suggested strategies to be further refined in phase 3.
• The active core of the city, with multiple transportation options that can be easily, comfortably, and safely
navigated by all users
• An authentic urban setting where a commitment to historic preservation blends seamlessly with high-
quality new development and architecture
• A distinctive regional destination for arts and culture, one-of-a-kind retail and entertainment options, and
exceptional architecture in a charming, historic setting
• A center for innovative approaches to social, economic, and environmental sustainability that is driven by
a creative, collaborative start-up culture
• An inviting, friendly place for people of all ages and backgrounds to live,socialize, recreate, and conduct
business
2.1
Packet Pg. 99
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
Outreach
The outreach strategy for phase 2 utilized a
broad range of public engagement approaches
and techniques including public events, small-
group meetings, online and mobile engagement,
participation in community events, and broadcast
notification and outreach. A series of downtown
walking tours helped attendees explore the
downtown Character Districts, while attendance
at weekend festivals like Bohemian Nights at
NewWestFest and the Colorado Brewer’s Festival
allowed the Downtown Plan team to interact with a
broad cross-section of residents and visitors. Over 700
people contributed input through an online Visioning
Survey (over 400 completed the survey). Thousands
more people shared their thoughts and visions at
public events throughout the summer. Translation
services for Spanish and other languages were
available on an as-needed basis.
Surveys and Public Feedback
An online survey was conducted during July and
August 2015 to collect community visions and
preferences for the future of downtown. The
survey covered six different topic areas and asked
respondents to rank a list of goals and share their
visions for each topic area. The survey also included
several visual assessment questions that provided
respondents an opportunity to select pictures that
best represented their preferences.
The visual assessment questions included in the
online survey were excerpts from a visual assessment
administered at the New Vision for Downtown event
on July 13, 2015. An additional parking survey was
conducted at Bohemian Nights at NewWestFest
(August 14-15, 2015) and Open Streets (September
20, 2015) to explore community preferences about
downtown parking.
Both the Downtown Plan Visioning Survey and the
parking survey included opportunities for respondents to
provide open-ended comments. Comments were also
collected at public events throughout phase 2 of the
Downtown Plan. Hundreds of comments were recorded
and synthesized, and this synthesis supplemented
formal survey results to inform development of a new
downtown vision.
Selected results from the surveys and visual assessment
polling are presented in each of the following sections. A
full compilation of survey results (including open-ended
comments) from phase 2 can be downloaded from the
Downtown Plan website at fcgov.com/downtown.
Surveys conducted in phase 2:
• Downtown Plan Visioning Survey
(701 respondents)
• Parking survey (51 respondents)
• Visual Assessment Keypad Polling
(117 respondents)
• Text message survey (44 respondents)
Stakeholder
Engagement
Public Events Broadcast Outreach
Online & Mobile
Activities
2.1
Packet Pg. 98
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
Square
Canyon Ave
Linden St
Vine Dr
Lincoln Ave
N
CSU
2.1
Packet Pg. 97
Attachment: Downtown Plan: Phase 2 Summary (4184 : Old Town Planning Projects)
- 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
1.6
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Attachment: Community Advisory Committee Feedback on the Initiatives (4226 : CAP 2020 Strategic Plan)
- 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?
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Attachment: Community Advisory Committee Feedback on the Initiatives (4226 : CAP 2020 Strategic Plan)
- 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
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Attachment: Community Advisory Committee Feedback on the Initiatives (4226 : CAP 2020 Strategic Plan)
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
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Attachment: Community Advisory Committee Feedback on the Initiatives (4226 : CAP 2020 Strategic Plan)
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
-
-
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Attachment: Community Advisory Committee Feedback on the Initiatives (4226 : CAP 2020 Strategic Plan)
- 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
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Attachment: Community Advisory Committee Feedback on the Initiatives (4226 : CAP 2020 Strategic Plan)
Packet Pg. 52
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
improve health
High potential to
C $ ♥ - advance equity
1.4
Packet Pg. 51
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
$ $ $ $
♥ -
1.4
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Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
♥ -
1.4
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Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
C C C C
$ $ $ $
♥ -
1.4
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Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
$ $ $ $
♥ -
1.4
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Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
♥ -
1.4
Packet Pg. 34
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
1.4
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Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
♥ -
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Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
$ $
♥ -
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Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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
1.4
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Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
24
27
18
29
1.4
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Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
24
25
26
27
28
29
30
31
32
34
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Attachment: 2020 CAP Strategic Plan - Detailed Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
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ϯ͘ĚŝƐĐŽƵŶƚƌĂƚĞŽĨϱйǁĂƐƵƐĞĚĨŽƌĂůůĞƐƚŝŵĂƚĞƐ͘
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ϮϬϮϬ/ŵƉĂĐƚƐ;KϮĞƚŽŶƐͿ
ŽƐƚ ĨĨĞĐƚŝǀĞŶĞƐƐͲϮϬϮϬ
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ŽƐƚ ĨĨĞĐƚŝǀĞŶĞƐƐͲϮϬϱϬ
;ŽůůĂƌͬKϮĞdŽŶƐZĞĚƵĐĞĚͿ
1.3
Packet Pg. 16
Attachment: 2020 CAP Strategic Plan - At a Glance Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
Packet Pg. 15
Attachment: 2020 CAP Strategic Plan - At a Glance Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
ƌĂŬĞtĂƚĞƌZĞĐůĂŵĂƚŝŽŶ&ĂĐŝůŝƚLJŽͲ'ĞŶĞƌĂƚŝŽŶ^ŝƚĞͲ
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
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EŽƚĞƐ͗
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ϮͿ͕ŵĞƚŚĂŶĞ;,
ϰͿ͕ŶŝƚƌŽƵƐŽdžŝĚĞ;EϮ
KͿ͕ĂŶĚŽnjŽŶĞ͕ŝŶƚŽĂĐŽŵŵŽŶĨƌĂŵĞǁŽƌŬƚŽĂƐƐĞƐƐƌĞĚƵĐƚŝŽŶƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚĐůŝŵĂƚĞĂĐƚŝŽŶƐƚƌĂƚĞŐŝĞƐ͘
Ϯ͘ůůŽĨƚŚĞĚĂƚĂƉƌŽǀŝĚĞĚŝŶƚŚŝƐƚĂďůĞĂƌĞŝŶŝƚŝĂůĞƐƚŝŵĂƚĞƐĂŶĚǁŝůůĐŽŶƚŝŶƵĞƚŽďĞƌĞĨŝŶĞĚƚŚƌŽƵŐŚŽƵƚƚŚĞĚĞǀĞůŽƉŵĞŶƚŽĨƚŚĞϮϬϮϬW^ƚƌĂƚĞŐŝĐWůĂŶ͘ĚĚŝƚŝŽŶĂůůLJ͕ĂƐŶĞǁƚĞĐŚŶŽůŽŐŝĞƐ͕ƉĂƌƚŶĞƌƐŚŝƉƐ͕ĂŶĚŝŶŶŽǀĂƚŝŽŶƐĞŵĞƌŐĞ͕ƚŚĞŝŵƉĂĐƚĂŶĚĐŽƐƚŽĨǀĂƌŝŽƵƐƐƚƌĂƚĞŐŝĞƐǁŝůůĐŚĂŶŐĞ͘dŚĞĚĞǀĞůŽƉŵĞŶƚŽĨŝŶŝƚŝĂƚŝǀĞƐ͕ĂŶĚƚŚ
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ϯ͘ĚŝƐĐŽƵŶƚƌĂƚĞŽĨϱйǁĂƐƵƐĞĚĨŽƌĂůůĞƐƚŝŵĂƚĞƐ͘
Ɛƚ͘ŽƐƚƐͲŽƐƚ ĨĨĞĐƚŝǀĞϮϬϱϬ;ϮϬϭϲͲϮϬϮϬͿͲΨϮϰϴ͕ϮϱϬ͕ϬϬϬ
Ɛƚ͘ZĞĚƵĐƚŝŽŶƐͲŽƐƚ ĨĨĞĐƚŝǀĞϮϬϱϬ;ϮϯƐƚƌĂƚĞŐŝĞƐͿͲϰϵϳ͕ϮϬϬ
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͘ŽƐƚ ĨĨĞĐƚŝǀĞ;ϮϬϱϬͿ
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͘ĐĐĞůĞƌĂƚĞĚWĂƚŚǁĂLJ
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Ɛƚ͘ZĞĚƵĐƚŝŽŶƐͲĐĐĞůĞƌĂƚĞĚWĂƚŚǁĂLJ;ϭϯƐƚƌĂƚĞŐŝĞƐͿͲϱϬϭ͕ϬϬϬ
Ɛƚ͘ŽƐƚƐͲĐĐĞůĞƌĂƚĞĚWĂƚŚǁĂLJ;ϮϬϭϲͲϮϬϮϬͿͲΨϮϭϵ͕ϯϲϮ͕ϬϬϬ
Ɛƚ͘ZĞĚƵĐƚŝŽŶƐͲŽƐƚ ĨĨĞĐƚŝǀĞϮϬϮϬ;ϭϳƐƚƌĂƚĞŐŝĞƐͿͲϰϵϲ͕ϰϬϬ
Ɛƚ͘ŽƐƚƐͲŽƐƚ ĨĨĞĐƚŝǀĞϮϬϮϬ;ϮϬϭϲͲϮϬϮϬͿͲΨϭϴϬ͕ϳϱϭ͕ϬϬϬ
ATTACHMENT 3
1.3
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Attachment: 2020 CAP Strategic Plan - At a Glance Summary of Initiatives (4226 : CAP 2020 Strategic Plan)
•Flyers/Posters/Cards
•Press releases and
one-on-one meetings
with reporters
•News articles
•Utility bill mailers (City
News)
1.2
Packet Pg. 12
Attachment: Public Engagement Plan (4226 : CAP 2020 Strategic Plan)