HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 05/09/2017 - COMPLETE AGENDACity of Fort Collins Page 1
Wade Troxell, Mayor City Council Chambers
Gerry Horak, District 6, Mayor Pro Tem City Hall West
Bob Overbeck, District 1 300 LaPorte Avenue
Ray Martinez, District 2 Fort Collins, Colorado
Ken Summers, District 3
Kristin Stephens, District 4 Cablecast on FCTV Channel 14
Ross Cunniff, District 5 and Channel 881 on the Comcast cable system
Carrie Daggett Darin Atteberry Wanda Winkelmann
City Attorney City Manager City Clerk
The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities
and will make special communication arrangements for persons with disabilities. Please call 221-6515 (V/TDD: Dial
711 for Relay Colorado) for assistance.
Adjourned Meeting
May 9, 2017
6:00 p.m.
(amended 5/5/2017)
CALL MEETING TO ORDER
ROLL CALL
1. First Reading of Ordinance No. 063, 2017 of the Council of the City of Fort Collins Amending Section
2-28 of the Code of the City of Fort Collins Pertaining to the Scheduling of Regular Meetings of the
City Council. (staff: Wanda Winkelmann; no staff presentation; 5 minute discussion)
The purpose of this item is to amend Section 2-28(a) of the City Code to permit the City Council, by
majority vote, to move the date of a Regular Meeting when the meeting falls on a holiday or other
event.
2. Council will consider a motion to adjourn into executive session.
3. Resolution 2017-041 Supporting a Preliminary Conceptual Framework and Participation in a
Working Group to Address Modification of the Intergovernmental Agreement Creating the Boxelder
Basin Regional Stormwater Authority.
The purpose of this item is to authorize the City Manager to appoint one or more appropriate City
representatives to participate in the working group on behalf of the City, with advice and assistance
from the City Attorney's Office, to recommend modifications to the Boxelder Intergovernmental
Agreement (IGA).
OTHER BUSINESS
ADJOURNMENT
Agenda Item 1
Item # 1 Page 1
AGENDA ITEM SUMMARY May 9, 2017
City Council
STAFF
Wanda Winkelmann, City Clerk
SUBJECT
First Reading of Ordinance No. 063, 2017 of the Council of the City of Fort Collins Amending Section 2-28 of
the Code of the City of Fort Collins Pertaining to the Scheduling of Regular Meetings of the City Council.
EXECUTIVE SUMMARY
The purpose of this item is to amend Section 2-28(a) of the City Code to permit the City Council, by majority
vote, to move the date of a Regular Meeting when the meeting falls on a holiday or other event.
STAFF RECOMMENDATION
Staff recommends adoption of the Ordinance on First Reading.
BACKGROUND / DISCUSSION
The current City Code requires that regular meetings of the City Council be held on the first and third Tuesdays
of each month. If that meeting date is a national holiday, the City Code requires the meeting to be held on the
preceding Monday.
The Leadership Planning Team is recommending an amendment to the City Code that would permit the City
Council, by majority vote, to select the day to hold the meeting (rather than limiting it to the Monday preceding).
Additionally, Ordinance No. 063, 2017, permits Council to move a regularly scheduled City Council meeting
that falls on the same night as another other event, such as Neighborhood Night Out, to another business day.
The Ordinance also provides the flexibility for Council, by a majority vote, to set the time for the meeting to
commence.
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ORDINANCE NO. 063, 2017
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AMENDING SECTION 2-28 OF THE CODE OF THE CITY
OF FORT COLLINS PERTAINING TO THE SCHEDULING
OF REGULAR MEETINGS OF THE CITY COUNCIL
WHEREAS, Section 2-28(a) of the City Code provides that regular meetings of the City
Council shall be held on the first and third Tuesdays of each month unless any such regularly
scheduled meeting is canceled by a majority vote of the City Council; and
WHEREAS, Section 2-28(a) the City Code provides if any such meeting date is a
national holiday, the regular meeting shall be on the preceding Monday; and
WHEREAS, the City Council wishes to modify Section 2-28(a) of the City Code to
provide alternate methods of determining dates of regular meetings that require adjustment due
to holidays and other events; and
WHEREAS, the City Council will need a majority vote to reschedule a regular meeting;
WHEREAS, the Council believes it to be in the best interests of the City to modify
Section 2-28(a) of the City Code to permit such changes.
NOW, THEREFORE, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS, that Section 2-28(a) of the City Code be, and hereby is, amended so as to read
in its entirety as follows:
Sec. 2-28. - Regular meetings.
(a) Regular meetings of the City Council shall be held on the first and third
Tuesdays of each month unless any such regularly scheduled meeting is canceled
by a majority vote of the City Council. If any such meeting date is a national
holiday, the regular meeting shall be on the preceding Monday. If any such
meeting date falls on a national holiday or is in conflict with a significant
community or City event, the City Council may by majority vote move the
regular meeting to the preceding Monday or to the Wednesday, Thursday or
Friday following the holiday or event. Except as otherwise determined in
advance by majority vote of the City Council, each regular Such meeting shall
commence at 6:00 p.m., except as otherwise set by the City Council by majority
vote. The City Council may adjourn any regular meeting to a later date by
majority vote of its members at such regular meeting.
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Introduced, considered favorably on first reading, and ordered published this 9th day of
May, A.D. 2017, and to be presented for final passage on the 16th day of May, A.D. 2017.
__________________________________
Mayor
ATTEST:
_____________________________
City Clerk
Passed and adopted on final reading on this 16th day of May, A.D. 2017.
__________________________________
Mayor
ATTEST:
_____________________________
City Clerk
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Agenda Item 3
Item # 3 Page 1
AGENDA ITEM SUMMARY May 9, 2017
City Council
STAFF
Darin Atteberry, City Manager
Carrie Daggett, City Attorney
SUBJECT
Resolution 2017-041 Supporting a Preliminary Conceptual Framework and Participation in a Working Group to
Address Modification of the Intergovernmental Agreement Creating the Boxelder Basin Regional Stormwater
Authority.
EXECUTIVE SUMMARY
The purpose of this item is to authorize the City Manager to appoint one or more appropriate City
representatives to participate in the working group on behalf of the City, with advice and assistance from the
City Attorney's Office, to recommend modifications to the Boxelder Intergovernmental Agreement (IGA).
STAFF RECOMMENDATION
Staff recommends adoption of the Resolution.
BACKGROUND / DISCUSSION
Boxelder Basin Stormwater Regional Authority (BBRSA) is comprised of City of Fort Collins, Larimer County,
and the Town of Wellington. These three entities entered into an original IGA in 2008, and the first
amendment was adopted in 2014. The town of Wellington has expressed concern about recent actions
undertaken by the Authority, the cost of such actions, and the impact of fees on properties located within its
jurisdiction. BBSRA is recommending a working group be formed to discuss these concerns and any
proposed modifications to the BBSRA IGA.
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RESOLUTION 2017-041
OF THE COUNCIL OF THE CITY OF FORT COLLINS
SUPPORTING A PRELIMINARY CONCEPTUAL FRAMEWORK AND
PARTICIPATION IN A WORKING GROUP TO ADDRESS MODIFICATION
OF THE INTERGOVERNMENTAL AGREEMENT CREATING THE
BOXELDER BASIN REGIONAL STORMWATER AUTHORITY
WHEREAS, the City of Fort Collins (“City”), Board of Commissioners of Larimer
County, Colorado ("County") and Town of Wellington, Colorado ("Town") are the founding
Members of the Boxelder Basin Regional Stormwater Authority (“BBRSA” or “Authority”), a
separate governmental entity to be known as a drainage authority established pursuant to C.R.S.
Section 29-1-204.2(1), under that certain Intergovernmental Agreement for Stormwater
Cooperation and Management dated August 20, 2008, and First Amendment to
Intergovernmental Agreement for Stormwater Cooperation and Management dated June 16,
2014 (collectively, the “Boxelder IGA”); and
WHEREAS, the Authority has, pursuant to the Boxelder Creek Regional Stormwater
Master Plan dated October 2006 (the "Master Plan") financed, constructed and completed the
Coal Creek Flood Mitigation Project, the East Side Detention Facility (also known as the Gray
Lakes Project) and the Larimer/Weld Crossing Structure (each of which may be individually
referred to as a "Project", or collectively as the "Projects"); and
WHEREAS, the Authority has also entered into an Intergovernmental Agreement dated
November 15, 2012 (the "Timnath IGA") with the Timnath Development Authority of Colorado
(the "TDA") which provides for TDAs participation in the funding for the Projects; and
WHEREAS, pursuant to the Boxelder IGA, the Authority owns, operates and maintains
the Projects and assesses fees to properties located within its Service Area and benefitted by the
Projects; and
WHEREAS, the Town has expressed concern about recent actions undertaken by the
Authority, the cost of such actions, and the impact of fees on properties located within its
jurisdiction; and
WHEREAS, the Authority has incurred unanticipated costs in connection with the
Projects and is amenable to discussing a conceptual framework for restructuring the Authority's
functions to reduce ongoing operational uncertainties, costs and related impacts on fee-payers;
and
WHEREAS, at its meeting on May 4, 2017, the Authority Board of Directors, which
includes directors appointed by the Member entities who are parties to the Boxelder IGA (City,
County, and Town), adopted a motion requesting that the Authority Manager submit the attached
Preliminary Conceptual Outline for Transition Process prepared by the County and attached
hereto as Exhibit A and incorporated herein by this reference (the "Preliminary Conceptual
Framework") to the City, County, Town, and the TDA seeking their participation in working
group to discuss and formulate recommendations for modification of the Boxelder IGA and
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related agreements to be brought back to Authority Board, and ultimately the governing body of
each such Member entity for consideration; and
WHEREAS, the City Council finds that it is in the best interests of the City and its
citizens to support the City's participation in such a working group.
NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. That the City Council hereby makes any and all determinations and
findings contained in the recitals set forth above.
Section 2. That the City Council supports the City's participation in a working group
made up of representatives of the City, County, Town and the TDA to assess and discuss the
Preliminary Conceptual Framework and formulate recommendations for modification of the
Boxelder IGA and related agreements to be brought back to Authority Board, and ultimately the
governing body of each such Member entity and the TDA for consideration.
Section 3. That the City Manager is hereby directed to appoint one or more
appropriate City representatives to participate in the working group on behalf of the City, with
advice and assistance from the City Attorney's Office.
Passed and adopted at an adjourned meeting of the Council of the City of Fort Collins
this 9
th
day of May, A.D. 2017.
__________________________________
Mayor
ATTEST:
_____________________________
City Clerk
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DRAFT DOCUMENT UNDER INTERNAL REVIEW
Attachment A Page 1 of 3
Attachment A
Revision Date: May 2, 2017
Preliminary Outline for BBRSA Transition Process Discussion
1. Authority Cash Flow and Maximum Financial Liability
A. Authority prepares a revised cash flow analysis extending from Authority inception through the year
2031 based on accounting for all capital and operational costs; full payment of the CWCB loan; transfer
payments for perpetual maintenance; and administrative costs.
B. Authority determines distribution of total costs and revenue for properties within the jurisdictional
boundaries of the three Member entities, including reasonable assumptions for future System
Development Fees and future Stormwater Service Fees.
C. Financial liability caps are established for the three Members, contingent upon all of the provisions
outlined in this Attachment A.
2. Fee Collection
A. All Members agree to continue collecting System Development Fees through 2031, promptly provide
development data for the prior year to the Authority by January 1 of each calendar year, and pay
System Development Fees by May 1 of each calendar year. Late payment penalties will apply.
B. Fort Collins and Wellington continue Payments in Lieu of Authority Collections and Rates per Section
5.04 of the IGA, and both agencies agree to provide payment of Stormwater Service Fees to the
Authority by May 1 of each calendar year through 2031. Late payment penalties will apply.
C. Authority continues to provide billing services directly to properties located within unincorporated
Larimer County. The County provides annual reimbursement to the Authority for the administrative
cost of billing properties in unincorporated areas through 2031. County will participate in negotiations
for annual billing service fees.
D. Authority will revised property billing database for residential and commercial property, as the
Authority deems appropriate, after reviewing the results of the 2017 billing audit. Authority may
conduct additional audit work for commercial property located within Wellington and Fort Collins.
3. Transfer of Coal Creek/Clark Reservoir Maintenance Funding Obligation
A. Authority funding obligations are outlined in the Coal Creek Flood Mitigation and Operation Agreement
between the Authority and North Poudre Irrigation Company. North Poudre Irrigation Company owns
the facility and infrastructure improvements.
B. This agreement provides 540 acre-feet of flood storage, which resulted in the amended FEMA flood
mapping though the Town of Wellington. If the Authority becomes financially insolvent or terminates,
the Authority would have the duty to notify North Poudre Irrigation Company and FEMA that the
Authority no longer has the financial resources to secure the 540 acre-feet of flood storage volume.
EXHIBIT A
a
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Attachment: Exhibit A (5586 : Boxelder IGA RES)
DRAFT DOCUMENT UNDER INTERNAL REVIEW
Attachment A Page 2 of 3
C. Authority’s Current Financial Responsibility:
Routine maintenance payment to North Poudre Irrigation in the amount of $1,000 per year with
fixed inflation escalator of 20 percent per 20 year period.
Bathymetric survey of reservoir bottom at 20 year intervals, and following a 100-year flood.
Sediment removal when survey reveals a ten percent or greater loss of reservoir capacity and other
repairs to channel.
D. Transfer of Maintenance Funding Obligation:
Flood Mitigation and Operation Agreement is assigned by the Authority to Larimer County by
December 31, 2018, in exchange for a maintenance payment from the Authority of $1,000,000,
placed in an interest earning dedicated maintenance fund at the County. Authority may require
multiple years to complete this full payment.
In perpetuity, the County provides general administration of the agreement with North Poudre
Irrigation Company at the County’s expense.
Drawing from the maintenance fund, the County provides fixed annual maintenance payments to
North Poudre Irrigation, provides bathymetric surveys in accordance with agreement, and provides
funding for repairs and sediment removal costs in the amount that the maintenance fund exceeds
a minimum balance of $1,000,000.
Separate IGA is developed between Fort Collins, Larimer County and Wellington to address
distribution of maintenance and sediment removal costs in excess of funding provided above.
4. Transfer of East Side Detention Facility
A. Authority completed East Side Detention Facility project in 2016 and land acquisition settlement in
2017. BBRSA owns the facility and is responsible for operation and maintenance.
B. Transfer of Ownership and Maintenance:
Ownership of property transferred to Larmier County by December 31, 2018, in exchange for a
maintenance payment from the Authority of $1,200,000, placed in an interest earning dedicated
maintenance fund at the County. Authority may require multiple years to complete this full
payment.
In perpetuity, the County provides general administration of the facility; fulfills administration
related duties for regulatory reporting requirements; and provides general site security
responsibilities for the property.
Drawing from the maintenance fund, the County provides facility maintenance funding in the
amount that the maintenance fund exceeds a minimum balance of $1,000,000.
An IGA is developed between Fort Collins, Larimer County and the Town of Timnath to address
distribution of additional maintenance costs in excess of the funding provided above, including
continued collection of fees through the payoff period of the CWCB loan.
Authority resolves water augmentation issue prior to facility ownership transfer in 2018.
All Members consent to land acquisition settlement and restructuring of CWCB loan.
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Attachment: Exhibit A (5586 : Boxelder IGA RES)
DRAFT DOCUMENT UNDER INTERNAL REVIEW
Attachment A Page 3 of 3
5. FEMA Pre-Disaster Mitigation Grant Matching Funds
A. Members waive claim for reimbursement of matching funds contributions estimated to be
approximately $1,000,000, if allowed by law and financial policies of the Members.
B. This amount is approximately equivalent to the perpetual maintenance payment for Coal Creek/Clark
Reservoir as outlined in Section 3 above and would allow the Authority to terminate at an earlier date.
Ability to waive claim for reimbursement must first be verified by all Members.
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Attachment: Exhibit A (5586 : Boxelder IGA RES)
City of Fort Collins Page 1
Wade Troxell, Mayor Council Information Center (CIC)
Gerry Horak, District 6, Mayor Pro Tem City Hall West
Bob Overbeck, District 1 300 LaPorte Avenue
Ray Martinez, District 2 Fort Collins, Colorado
Ken Summers, District 3
Kristin Stephens, District 4 Cablecast on FCTV Channel 14
Ross Cunniff, District 5 and Channel 881 on the Comcast cable system
Carrie Daggett Darin Atteberry Wanda Winkelmann
City Attorney City Manager City Clerk
The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities
and will make special communication arrangements for persons with disabilities. Please call 221-6515 (TDD 224-
6001) for assistance.
City Council Work Session
May 9, 2017
After the Adjourned Council Meeting, which begins at 6:00 p.m.
CALL TO ORDER.
1. Broadband Strategic Plan Update May 2017. (staff: SeonAh Kendall, Mike Beckstead; 15 minute
staff presentation; 45 minute discussion)
The purpose of this item is to provide Council an overview of the Broadband Strategic Plan work.
The discussion will focus on the work since the December 2016 work session including: additional
community visits/learnings, meetings with incumbents, research on peer communities, retail model
business plan, debt capacity and the third party alternative due diligence. Additionally, due to recent
development, staff will be seeking business model guidance and next steps.
2. City Plan Outreach Strategy. (staff: Ryan Mounce, Aaron Iverson, Timonthy Wilder; 15 minute staff
presentation; 45 minute discussion)
The purpose of this item is to update Council on early preparations, public engagement strategies,
and focus areas for the upcoming City Plan update.
OTHER BUSINESS.
ADJOURNMENT.
DATE:
STAFF:
May 9, 2017
Seonah Kendall, Economic Policy & Project Manager
Mike Beckstead, Chief Financial Officer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Broadband Strategic Plan Update May 2017.
EXECUTIVE SUMMARY
The purpose of this item is to provide Council an overview of the Broadband Strategic Plan work. The discussion
will focus on the work since the December 2016 work session including: additional community visits/learnings,
meetings with incumbents, research on peer communities, retail model business plan, debt capacity and the third
party alternative due diligence. Additionally, due to recent development, staff will be seeking business model
guidance and next steps.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Which alternative would Council recommend pursuing?
2. Does Council support dedicating the resources required to support the Retail Model?
3. Does Council support the development of ballot language for a November 2017 election to be discussed on
July 11?
BACKGROUND / DISCUSSION
City Broadband Strategic Objectives
The City’s 2016 Strategic Plan includes Strategic Objective 3.9 - “Encourage the development of reliable high
speed internet services throughout the community”. The overall objective of the Broadband Plan is to bring
reliable, Gig speed internet to the city of Fort Collins, while making an informed decision through evaluation of risk
and opportunities. Broadband is defined by the FCC as internet download speed of 25 megabits per second
(“Mbps”) and upload of 3 Mbps or faster.
Additional objectives include:
Competitive pricing (residential market pricing at $70/month or less for 1 Gbps and an affordable internet tier);
Universal coverage across the Growth Management Area;
Underground service for improved reliability; and
Timely implementation to providing services within a reasonable timeframe (less than five years).
The FCC has noted that the real culprit of slow, expensive internet in the U.S. is the lack of competition among
providers. New broadband entrants into the market have a substantial impact on price and service.
During fall 2016, City staff presented four different model options to City Council and the community: retail,
wholesale, private third party (formerly known as “franchise model,” and moving forward as “3rd Party alternative”)
and do nothing. At the December 20, 2016 work session, City Council provided feedback to continue to explore
both the third party alternative and retail model.
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Municipal-owned Retail (Retail Model)
The municipal utility/retail model is similar to the model that Longmont, CO is providing. The municipality would
build and maintain the physical fiber infrastructure network to pass all premises. The municipality acts as the
internet and voice service provider and manages all customer acquisition and services. The current model does
not include video services; however, based on input from other communities, staff is still evaluating video as a
potential option.
In 2016, 68 percent of citizens “strongly supported” or “supported” the City providing retail broadband services.
Currently, staff is developing a high-level business plan based on work completed in 2016 (anticipated delivery is
June 1, 2017). However, developing an actionable business plan would require dedicated resources to support
the project and implementation plan. Additionally, staff is re-evaluating the pricing model based on industry
standards and ensuring long-term sustainability.
The retail model requires modifications to the City Charter to allow the existing Light and Power (L&P) enterprise
to expand into telecommunications. Initial analysis assumes financing the capital cost through revenue bonds
issued and backed by the rate-making strength of the L&P enterprise. Another option for structuring the retail
model would be the creation of a free-standing new utility enterprise for telecommunications, including broadband.
This structure would not permit revenue bonds to be secured by L&P electric service revenues and financing may
be an impediment. A more detailed analysis of funding options would be part of the next step business planning
phase. Modification of the governance process for telecommunications would also be recommended to allow
effective operations within a competitive environment, which is not part of the current L&P business model.
Debt Capacity
City staff worked with Jim Manire, Financial Advisor, to assess implications that a retail broadband network
buildout of $125M - $140M would have to the City’s debt capacity. . If Fort Collins Light and Power Utilities (L&P)
revenue bonds are utilized to fund the network buildout, early estimates indicate L&P debt capacity can support
the bond issuance with the assumption that other L&P needs can be met with rate adjustments. Within the next
two months, L&P staff will be evaluating and updating the capital needs and financial planning to reassess
Utilities’ long-term needs. If general obligation bonds are utilized, the range of debt depends on new or existing
revenue sources:
Without new revenue sources, range is between $75M - $100M;
With new revenue sources, range is between $125M - $150M; and
The Finance Office has already identified an estimated $45M in near-term debt projects including a downtown
parking garage, police training facility and I-25 overpass.
Third Party (3rd Party alternative)
A third-party model is similar to Google Fiber in Kansas City and Allo in Lincoln, NB. The municipality would look
to attract a third party to come into the community, finance the network, operate the network and provide services
directly or through other retail providers. The City could potentially partner with the third party and encourage the
private provider to enter into the market through utility fees; premises passed and expedited reviews. End user
fees are not specified or regulated other than non-discriminatory pricing. The private provider builds and
maintains the physical infrastructure and acts as the Internet Service Provider (ISP) who manages all customer
acquisition and services. A disadvantage for a municipality is having less control of pricing, quality, availability and
technological advances. Additionally, companies such as Google Fiber have moved away from this type of model
and toward a public/private partnership.
The City issued a Request for Information (RFI) in late August 2016. A team made up of staff and members of
the Broadband Technical Group evaluated respondents based on their experience and capability, business model
proposed, motivation and willingness to partner, business structure and financial strength. Four of the nine
respondents were interviewed to learn more about the companies and their proposals.
Of the four interviewees, staff identified Axia to continue further discussions. Axia had proposed funding, building
and maintaining a ubiquitous Active Ethernet network throughout the city within 2 - 3 years. Axia treats fiber as
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infrastructure and designs the network in a way that others can purchase access to the network on equal terms
with flexible technical and financial options. As part of the City’s due diligence, staff met with the principals of Axia
and Partners Group to understand their relationship and roles. Partners Group purchased Axia in July 2016 for
$280M to provide infrastructure funding. At the time, Partners Group expressed their commitment to the business
model rollout in the U.S. and believed the annuity revenue from the infrastructure investment would bring a
healthy return on investment.
Since December 2016, staff has spent significant time on the third party due diligence, including more than 12
hours on Axia’s experience and references, financials (both Axia and Partners Group), operations, planning and
design, and service agreement details. Additionally, staff visited Axia’s headquarter in Calgary to meet with
additional Axia leadership and review their network operations center. Staff has also been in discussions with the
City of Boulder and Bloomington about their work with Axia. Staff was aware that Axia was presenting
construction and financial feasibility of the Bloomington project to Partners Group in late March/April.
On April 20, 2017, Boulder Chief Information Officer Don Ingle reached out to City staff to share that he had heard
rumors that the their project had not been approved. By mid-afternoon on April 20, the rumors had been
confirmed by both Axia leadership and Bloomington media. After discussions with Axia, City staff believes that
Partners Group’s decision not to move forward surprised Axia, as Axia was anticipating approval of the project.
Partners Group decision was based on structural business model issues in the U.S. market including adoption
risk and the strength of the cable companies (cablecos) and telecommunication companies (telecos) in the U.S.
Other Development
In April 2017, discussions about possible legislation impacting broadband were discussed at the state legislature.
The draft bill included:
A separate municipal broadband utility enterprise;
Prohibiting the use of other utility ratepayer funds;
Prohibiting bonding secured with other utility enterprise revenues;
Requiring compliance of commercial and financial information under CORA; and
Allowing private providers’ right to bring enforcement (including the reimbursement of the private providers’
reasonable legal fees to bring enforcement).
Although this legislation is not likely to be introduced, it would have required the creation of a fifth utility for the
City, use of general obligation bonds to support capital investment (at a higher rate than revenue backed
municipal bonds), and would have created a competitive disadvantage to municipal-run broadband utilities due to
Colorado Open Records Act (CORA). Should similar legislation come forward in future years the City would
have the same concerns listed.
Next Steps
Several options exist for next steps: finalization of the development of the retail model, the exploration of a
partnership, and/or the issuance of a Request for Proposal (RFP) for another third party alternative. Additionally,
the work plan has identified a November 2017 Charter Amendment to propose the addition of telecommunication
to the Utilities charter, as well as creation of a governance structure for both the retail and third party alternative.
Staff is proposing that additional Broadband support be considered, in the form of two positions and/or
consultants to support the development and implementation of a detailed municipal retail broadband business
plan. Dedicated resources allow the City to bring in industry experts on the development, construction and
deployment of FTTP networks to assist in the long-term planning of either the retail or partnership models.
Additionally, these dedicated resources allows for the accelerated pace to deployment of the network (either
provided by the municipality or other partners). The approximate cost for June - December 2017 is estimated at
$215,000. The two positions and/or consultants would bring a level of expertise in technology, construction,
public/private engagement and business acumen needed to create an actionable business plan of this magnitude.
Without the dedicated resources, delayed pace/progress of the retail business plan could occur due to time
constraints created by utilizing existing City staff. A sample of the job descriptions is provided. (Attachment 2)
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ATTACHMENTS
1. Peer Cities Update (PDF)
2. General Job Descriptions (PDF)
3. Powerpoint presentation (PDF)
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PEER CITIES UPDATE
State with Next Century Model
City Restriction Cities Member Exploring Other
California
California
Government
Code 61100(af)
Community service districts may provide broadband services if a private person or entity is unwilling to deploy
broadband services. If a city builds its own network and then a private company shows up "ready, willing, and
able to acquire, construct, improve, maintain, and or operate broadband," the city has to turn it over or lease
it to the company at FMV.
Santa Rosa No ‐ Residential fiber service is only available to 2% of people living in Santa Rosa.
Santa Barbara No ‐ Cox, Frontier and Windstream Communications provide wired services, but does not offer 1G.
Anaheim No ‐ For $44.99/month, Time Warner provides 100 Mbps upload, 10 Mbps download service.
Palo Alto Yes P3 Leases Dark Fiber Optic Backbone Network; Developed a FTTP Master Plan and Wireless Network Plan.
Burbank Yes N/A
ONE Burbank offers business services ‐ dark fiber leasing, dedicated internet access (DIA), Virtual Private LAN
services, Wave Lambda Services, Communication Transport Services. Offers free Wi‐Fi throughout the city
using a "best efforts/as‐is" basis utilizing existing network from smart meters.
Florida
FL.Stat.350‐81,
FL.Stat.166.047
Municipalities must hold public meetings that allow providers to comment on served and unserved areas.
Florida requires a feasibility study or proof of profitability within four years or shut down, merge with a private
company or seek an extension from municipal council or authority to continue providing services. State
statute prohibits the use of taxpayer dollars to fund the network build
Gainesville Yes
Gainesville Regional Utilities built an Innovation Zone Network that serves businesses, multi‐dwelling units
(MDUs) and greenfield development.
Coral Springs No AT&T GigaPower Network serves the Coral Springs area.
Michigan
MI Laws
Ann.484.2252
A public entity may provide telecommunication services within its boundaries if the following requirements
are met: a request for competitive bids to provide telecommunication services is issued, less than three bids
are received, and 60‐days pass from the date the request for bids was issued. The Michigan Broadband
Development Authority (MBDA) is a state agency that assist in attracting private sector investments in
Internet infrastructure.
Ann Arbor No AT&T GigaPower Network serves the Ann Arbor area with FTTP 1G service at $80/month symmetrical.
Nebraska
Neb.Rev.Stat 86‐
575,
Neb.Rev.Stat 86‐
594 Statutory language prohibits retail municipal broadband, telecom, or cable services.
Lincoln/Lancaster County Yes 3rd Party Partner with Allo, 3rd Party, by leasing conduit. 1G service is $80/month symmetrical.
State
ATTACHMENT 1
1.1
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Attachment: Peer Cities Update (5561 : Broadband Strategic Plan May 2017 Update)
PEER CITIES UPDATE
State with Next Century Model
City Restriction Cities Member Exploring Other
State
North Carolina
NC Chapter
160A, Article 16
A referendum is required by localities (similar to Colorado SB05‐152) seeking to offer broadband services.
Cities have to prove that at least 50% of its residents don’t already have broadband. Service is permitted only
within municipal limits. The pricing of communications service below the cost of providing service is restricted.
Asheville No AT&T GigaPower Network serves the Asheville area.
Texas
Tex.Utilities
Code 54.201
and 202 Statutory language prohibits municipal broadband.
Garland No
Frontier Fiber provides 50 Mbps at $40/month; Time Warner Cable is $44.99 for 100 Mbps download, 10
Mbps upload.
Denton No Similar to Garland, TX
Irving No Similar to Garland, TX
Richardson No Similar to Garland, TX
Utah
Utah Code
Ann.10‐18‐201,
202, 203, 204
Similar to Colorado SB05‐152, a referendum is required if municipalities would like to provide broadband
services. In addition, a feasibility study must be able to show profitability within five years. State legislation
requires open access model.
Provo Yes 3rd Party
iProvo struggled with finding providers on the open access network. Sold to Google Fiber for $1; however,
residents are still paying $5.35/month for the original debt to build the network. Google Fiber 1G is
$70/month for service; 100 Mbps is $50/month.
Virginia
VA Code 15.2‐
2160, 56‐
265.4:4, 56‐
484.7:1
Municipalities that operate an electric distribution system are allowed to provide telecommunication services
if a certificate is granted from the State Corporation Commission. Municipalities that provided services prior
to 2002 may provide services within 75 miles of the existing system.
Charlottesville No 3rd Party
Ting Mobile purchased BlueRidge Internet Works, which had worked to lay fiber within Charlottesville. Ting
will offer 1G residential services for $89/month + startup costs and $139/month + startup costs for
businesses. Ting will be coming to Centennial, CO in 2017.
Washington
Washington
Rev.Code
Ann.54.16.330
State law prohibits municipal broadband. Public utility districts (PUDs) are not authorized to provide
telecommunication services to end users. PUDs may deploy broadband infrastructure in order to provide
wholesale services to other carriers. Open Access Networks are seen here.
Tacoma No
Muni
Cable
Provider Tacoma’s Click! Network has struggled.
Bellevue No
Bellevue’s policy is to support/cultivate partnerships, policies and priorities to increase speed instead of
providing the service.
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PEER CITIES UPDATE
State with Next Century Model
City Restriction Cities Member Exploring Other
State
Peer Cities Not Restricted by State Statute
Next Century
State City Cities Member Other
Idaho Boise Yes Staff have inquired but have not received any information back.
Iowa Cedar Rapids No
a company called, ImOn, provides fiber‐to‐the‐premise in some locations. Residential customers will pay
$150/month for 1G service.
Georgia Athens No AT&T Fiber offers 1G service at $80/month.
Kansas Olathe No Served by GoogleFiber at $70/month for 1G service.
Oregon Eugene Yes
leases dark fiber data services to businesses. Ordinance 20083 is a 2% telecom tax on providers operating in
Eugene that assess fees and taxes for use of public rights of way compensation and a business privilege tax
(called a registration fee). The tax is used for program management and new City projects of community
benefit that re‐invest in telecommunication infrastructure. Funds were dedicated for 2017 to the downtown
pilot project.
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Attachment: Peer Cities Update (5561 : Broadband Strategic Plan May 2017 Update)
City of Fort Collins
Classification Description
Title: Customer Experience/Business Services
Service Area: Service Area
FLSA Status: Exempt
Approved Date: __________
SUMMARY
The Customer Experience/Business Servcies is responsible as a subject matter expert in the
design and operations of activities which contribute to the acquisition, satisfaction and retention
of customers of the FFTP network. These activities include product development, marketing,
customer acquisition, customer interaction and billing. This position will work closely with team
members to insure a consistent and effective message is delivered to customers and business
process are in place to exceed customer expectations. This position will play a significant role
establishing company's FTTP vision.
ESSENTIAL DUTIES AND RESPONSIBILITIES:
Overall Scope of Responsibilities
x Establishes business processes for product development, marketing, customer
acquisition, customer interaction and billing.
x Develop service procedures, policies and standards.
x Set Best in Class Customer Experience as a clear mission and deploy strategies
focused towards that mission.
x Create engaged customers and facilitate organic growth.
x Take ownership of customers issues and follow problems through to resolution.
x Establish systems for competitive analysis, market analysis and managing product
lifecycle.
x Keep accurate records and document customer service actions and discussions
x Analyze statistics and compile accurate reports
x Maximizes performance by monitoring activities at customer touch points.
x Updates job knowledge by participating in educational opportunities; reading
professional publications; maintaining personal networks; participating in professional
organizations.
x Provide training to operational units on customer communication and exceeding
customers expectation every time.
x Translate customer requirements into feasible solutions and work with teammates and
cross-functional teams to design, plan, communicate, and implement those solutions
x Interface with vendors in order to find ways to more efficiently solutions.
x Performs as project manager, as required
SUPERVISORY RESPONSIBILITIES
x This position provides guidance and direction to fellow team members and may have
supervisory responsibilities.
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Attachment: General Job Descriptions (5561 : Broadband Strategic Plan May 2017 Update)
The City of Fort Collins
Classification Description
Title: Outside Plant Engineer
Service Area: Service Area
FLSA Status: Exempt
Approved Date: __________
SUMMARY
The Outside Plant Engineer is responsible as the subject matter expert in the design, build, and
maintenance of fiber transport, distribution and access network to support the delivery of next
generation Triple Play services, Carrier Ethernet, MPLS and DWDM products. This position
plays a significant role in long-term strategic planning; including the implementation of
deployment budgets, deployment standards and practices, troubleshooting these networks, and
initiatives focused on overall operational excellence. This position will also be responsible for
related work in the field. This position will play a significant role establishing company's FTTP
technical vision.
ESSENTIAL DUTIES AND RESPONSIBILITIES:
Overall Scope of Responsibilities
x Establishes Outside Plant environment by architecting system, directing network
installation; defining, documenting, and enforcing system standards.
x Maximizes network performance by monitoring performance; troubleshooting network
problems and outages; scheduling upgrades, collaborating on network optimization.
x Documents network problems and resolution for future reference.
x Establish technical standards and ensure adherence to them for product development
x Updates job knowledge by participating in educational opportunities; reading
professional publications; maintaining personal networks; participating in professional
organizations.
x Provide technical training to operational units on features that are currently deployed in
the network or will be in the future.
x Provide technical support to field technicians during the installation phase of network
projects.
x Translate customer requirements into feasible solutions and work with teammates and
cross-functional teams to design, plan, communicate, and implement those solutions
x Interface with vendors in order to find ways to more efficiently provide network solutions
x Performs as project manager, as required
SUPERVISORY RESPONSIBILITIES
x This position provides guidance and direction to fellow team members and may have
supervisory responsibilities.
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Attachment: General Job Descriptions (5561 : Broadband Strategic Plan May 2017 Update)
QUALIFICATIONS The requirements listed below are representative of the knowledge, skills,
and abilities required to perform the necessary functions of this position.
KNOWLEDGE, SKILLS, AND ABILITIES
x Ability to understand FTTH passive network design and its concepts
x Experience with transport and access technologies including Carrier Ethernet, MPLS,
DWDM, and GPON.
x Cabling standards such as Passive Fiber Optic cables and structured cables (BICSI
etc.), fiber optic cable deployment schemes such as color coding etc.
x Knowledge of passive optical components and concepts such as: FDMS, types of fiber
optic cable, connector types, splitters types, link losses and link budget, bend radius etc.
x Knowledge of fiber testing and quality control techniques
x Must be proficient with CAD applications, GIS databases and the Microsoft Office
applications
x Accomplished and proven critical thinking skills, strong analytical thought process and
adept business acumen.
x Effectively able to manage multiple projects, diverse team members and competing
priorities
x Strategic critical thinking in approach to problem solving, issue resolution and solution
development drawing upon acute business acumen and perspective gained from a wide
range of experience.
x Ability to effectively summarize and communicate complex problems and analytics to
highest level of organization and public.
x Advanced / Expert in data query, extraction, and normalizing. Extremely adept and
efficient at incorporating and utilizing data in a variety of reporting tools and financial
software packages.
x Ability to communicate at executive level and influence effectively both up / down the
chain of command, and cross functionally.
EDUCATION and EXPERIENCE
x Understanding of OSP/ISP construction.
x Experience with Fiber Optic Cable installation and fiber splicing.
x Management/Supervisory experience in construction management, telecommunications
fiber techniques and procedures.
x Knowledge of construction industry, including project supervision, construction
regulations, document review, cost estimating as well as technical skills and knowledge
of construction methods.
x Knowledge of construction project administration, contract compliance monitoring and
claims processing and construction methods.
x Candidates must be familiar with OSP Engineering standards, practices, and
construction methods.
x Advanced knowledge of Public and Private right of way project deployment, including
regulatory and permitting processes
x Ability to read and understand blueprints along with civil inside & outside plant
construction methods. infrastructure design, procurement, build and testing of the
communication network.
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Attachment: General Job Descriptions (5561 : Broadband Strategic Plan May 2017 Update)
EDUCATION and EXPERIENCE Minimum of ten (10) years of construction experience with 3-
5+ years of fiber engineering and construction experience, telecom experience preferred.
LANGUAGE and PRESENTATION SKILLS Ability to read, analyze and interpret technical
journals, financial reports, and legal documents. Capability to appropriately respond to complex
inquiries from executive management, complaints from customers (both internal and external),
regulatory agencies, or members of community. Effectively create presentations and
communicate to a wide audience including council, citizens and executive level management
REASONING ABILITY Skillful capabilities to identify root cause of problems, transform data into
information, draw insightful defensible conclusions, and adapt to changing environment by
overcoming obstacles. Ability to interpret an extensive variety of complicated technical
instructions (mathematical or diagram form) and communicate / teach meaning and impact.
CERTIFICATES, LICENSES, REGISTRATIONS not applicable
PHYSICAL DEMANDS The physical demands described here are representative of those that
must be met by an employee to successfully perform the essential functions of this job. While
performing the duties of this job, the employee is regularly required to sit. The demands on the
visual sense are very high. The employee is occasionally required to stand, walk; use hands to
finger, handle, or feel; stoop, kneel, crouch or crawl; and talk or hear. The employee must
occasionally lift and/or move up to 25 pounds.
WORK ENVIRONMENT The work environment characteristics described here are
representative of those an employee would encounter while performing the essential functions
of this job. Normal office environment with moderate levels of noise. Reasonable
accommodations may be made to enable individuals with disabilities to perform the essential
functions.
POSITION SPECIFIC APPENDIX:
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Attachment: General Job Descriptions (5561 : Broadband Strategic Plan May 2017 Update)
QUALIFICATIONS The requirements listed below are representative of the knowledge, skills,
and abilities required to perform the necessary functions of this position.
KNOWLEDGE, SKILLS, AND ABILITIES
x Knowledge of principles and processes for providing customer services. This includes
customer needs assessment, meeting quality standards for services, and evaluation of
customer satisfaction.
x Knowledge of principles and methods for showing, promoting, and selling products or
services. This includes marketing strategy and tactics, product demonstration, sales
techniques, and sales control systems.
x Knowledge of business and management principles involved in strategic planning,
business systems, and coordination of people and resources.
x Understanding of product life cycles.
x Understanding of triple play services, FTTH, and network services like GPON, Carrier
Ethernet, MPLS and DWDM.
x Accomplished and proven critical thinking skills, strong analytical thought process and
adept business acumen.
x Effectively able to manage multiple projects, diverse team members and competing
priorities
x Strategic critical thinking in approach to problem solving, issue resolution and solution
development drawing upon acute business acumen and perspective gained from a wide
range of experience.
x Ability to effectively summarize and communicate complex problems and analytics to
highest level of organization and public.
x Advanced / Expert in data query, extraction, and normalizing. Extremely adept and
efficient at incorporating and utilizing data in a variety of reporting tools and financial
software packages.
x Ability to communicate at executive level and influence effectively both up / down the
chain of command, and cross functionally.
EDUCATION and EXPERIENCE
ͻ Bachelor's degree in Business Administration, Marketing, Telecommunications or a
related field.
ͻ Seven years of related leadership experience with Triple Play service provider or
similar.
LANGUAGE and PRESENTATION SKILLS Ability to read, analyze and interpret technical
journals, financial reports, and legal documents. Capability to appropriately respond to complex
inquiries from executive management, complaints from customers (both internal and external),
regulatory agencies, or members of community. Effectively create presentations and
communicate to a wide audience including council, citizens and executive level management
REASONING ABILITY Skillful capabilities to identify root cause of problems, transform data into
information, draw insightful defensible conclusions, and adapt to changing environment by
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Attachment: General Job Descriptions (5561 : Broadband Strategic Plan May 2017 Update)
overcoming obstacles. Ability to interpret an extensive variety of complicated technical
instructions (mathematical or diagram form) and communicate / teach meaning and impact.
CERTIFICATES, LICENSES, REGISTRATIONS not applicable
PHYSICAL DEMANDS The physical demands described here are representative of those that
must be met by an employee to successfully perform the essential functions of this job. While
performing the duties of this job, the employee is regularly required to sit. The demands on the
visual sense are very high. The employee is occasionally required to stand, walk; use hands to
finger, handle, or feel; stoop, kneel, crouch or crawl; and talk or hear. The employee must
occasionally lift and/or move up to 25 pounds.
WORK ENVIRONMENT The work environment characteristics described here are
representative of those an employee would encounter while performing the essential functions
of this job. Normal office environment with moderate levels of noise. Reasonable
accommodations may be made to enable individuals with disabilities to perform the essential
functions.
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Attachment: General Job Descriptions (5561 : Broadband Strategic Plan May 2017 Update)
City of Fort Collins
Classification Description
Title: Network Engineer
Service Area: Service Area
FLSA Status: Exempt
Approved Date: __________
SUMMARY
The Network Engineer is responsible as a subject matter expert in the technical design and
operations of the advanced fiber based Triple Play services network and other networks such as
GPON, Carrier Ethernet, MPLS, and DWDM networks. This includes a heavy emphasis on
system architecture, central office design and engineering, providing engineering solutions for
Transport/Access platforms, troubleshooting these networks, providing technical solutions, new
product design and implementation, implementing and maintaining existing products and
services, as well as providing technical assistance and consulting to internal and external
customers. This position will play a significant role establishing company's FTTP technical
vision.
ESSENTIAL DUTIES AND RESPONSIBILITIES:
Overall Scope of Responsibilities
x Establishes networking environment by architecting system, designing system
configuration; directing system installation; defining, documenting, and enforcing system
standards
x Develop and implement routing architectures for the data, video, and voice products.
x Manage routing and switching configurations changes as part of day to day operational
support or planned/engineered changes
x Maximizes network performance by monitoring performance; troubleshooting network
problems and outages; scheduling upgrades; collaborating with network architects on
network optimization. Documents network problems and resolution for future reference.
x Secures network system by establishing and enforcing policies; defining and monitoring
access.
x Establish technical standards and ensure adherence to them for product development
x Updates job knowledge by participating in educational opportunities; reading
professional publications; maintaining personal networks; participating in professional
organizations.
x Provide technical training to operational units on technologies and features that are
currently deployed in the network or will be in the future.
x Provide technical support to field technicians during the installation phase of network
projects.
x Translate customer requirements into feasible solutions and work with teammates and
cross-functional teams to design, plan, communicate, and implement those solutions
x Interface with vendors in order to find ways to more efficiently provide network solutions
x Performs as project manager, as required
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Attachment: General Job Descriptions (5561 : Broadband Strategic Plan May 2017 Update)
SUPERVISORY RESPONSIBILITIES
x This position provides guidance and direction to fellow team members and may have
supervisory responsibilities.
QUALIFICATIONS The requirements listed below are representative of the knowledge, skills,
and abilities required to perform the necessary functions of this position.
KNOWLEDGE, SKILLS, AND ABILITIES
x IP routing protocols such as BGP, ISIS, and OSPF.
x Advanced network protocols/features like L3 VPRNs (MPLS), VPLS, Classes of
Services, IPSEC/GRE tunnels, Internet BGP load balancing, or Firewalls rule sets.
x Transport and access technologies including Carrier Ethernet, DWDM, and GPON.
x Experience with VoIP technology and industry standards such as SIP, COPS, TRIP,
SCTP, and MGCP including PSTN, call routing.
x Practical knowledge of hardware/software network security platforms (firewalls, security
zones, security rules...)
x Accomplished and proven critical thinking skills, strong analytical thought process and
adept business acumen.
x Effectively able to manage multiple projects, diverse team members and competing
priorities.
x Strategic critical thinking in approach to problem solving, issue resolution and solution
development drawing upon acute business acumen and perspective gained from a wide
range of experience.
x Ability to effectively summarize and communicate complex problems and analytics to
highest level of organization and public.
x Advanced / Expert in data query, extraction, and normalizing. Extremely adept and
efficient at incorporating and utilizing data in a variety of reporting tools and financial
software packages.
x Ability to communicate at executive level and influence effectively both up / down the
chain of command, and cross functionally.
EDUCATION and EXPERIENCE
ͻ Bachelor's degree or advanced vocational training in Computer Science, Electrical
Engineering, Telecommunications or a related field.
ͻ 3-5 year’s experience with detailed complex network design in a service provider
environment.
ͻ Experience designing/engineering with different transport and access technologies
including Carrier Ethernet, MPLS, DWDM, and GPON.
ͻ Certifications: CCNA, CCDA, CCNP, CCDP, Alcatel/Lucent 7750, 6850, 7360, SAM,
AMS, Juniper OS.
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Attachment: General Job Descriptions (5561 : Broadband Strategic Plan May 2017 Update)
LANGUAGE and PRESENTATION SKILLS Ability to read, analyze and interpret technical
journals, financial reports, and legal documents. Capability to appropriately respond to complex
inquiries from executive management, complaints from customers (both internal and external),
regulatory agencies, or members of community. Effectively create presentations and
communicate to a wide audience including council, citizens and executive level management
REASONING ABILITY Skillful capabilities to identify root cause of problems, transform data into
information, draw insightful defensible conclusions, and adapt to changing environment by
overcoming obstacles. Ability to interpret an extensive variety of complicated technical
instructions (mathematical or diagram form) and communicate / teach meaning and impact.
CERTIFICATES, LICENSES, REGISTRATIONS not applicable
PHYSICAL DEMANDS The physical demands described here are representative of those that
must be met by an employee to successfully perform the essential functions of this job. While
performing the duties of this job, the employee is regularly required to sit. The demands on the
visual sense are very high. The employee is occasionally required to stand, walk; use hands to
finger, handle, or feel; stoop, kneel, crouch or crawl; and talk or hear. The employee must
occasionally lift and/or move up to 25 pounds.
WORK ENVIRONMENT The work environment characteristics described here are
representative of those an employee would encounter while performing the essential functions
of this job. Normal office environment with moderate levels of noise. Reasonable
accommodations may be made to enable individuals with disabilities to perform the essential
functions.
POSITION SPECIFIC APPENDIX:
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Attachment: General Job Descriptions (5561 : Broadband Strategic Plan May 2017 Update)
BROADBAND
May 9
2017
ATTACHMENT 3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Overall Policy Objectives
Strategic Objective 3.9
• Encourage the development
of reliable, high speed internet
services throughout the
community
Secondary Factors
• Network reaching all residents
of Fort Collins GMA
• Timely implementation requires
base network build <5 years
• Competitive market pricing
• Outstanding customer service
2
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Options Reviewed
3
•MOST COSTLY
• MOST CONTROL
•COSTLY
• SOME CONTROL
•NO COST
• NO CONTROL
• MARKET
DRIVEN
ABCD
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Updates Since December
• Community Visits/Learnings
Lessons learned from communities that have had challenges
Staff visit and discussions: Tacoma, Alberta, Seattle & Provo
• Comcast/Century Link
Met with the incumbents
No clear indication of when they will provide fiber to all of Fort Collins
• Peer Cities
20 out of the 25 peer communities are in one of 20 states that prohibit or restrict
municipal broadband
4
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Updates Since December
Cont.
• Retail – Business Plan
High level business plan in process. Target completion June 1
Detail behind feasibility study, council questions, pricing updates, additional findings
• Debt Capacity Review
• Consultant Hired
Brought on Colman Keane, industry expert from EPB Chattanooga
• 3rd
Party Due Diligence
5
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Retail Model
• City is the Internet Service Provider (“ISP”)
• City builds and operates the network
• Est. cost is $125M - $140M
• Need 30% subscribership to pay off debt within
15 years
• Rate payers responsible for debt if not
successful
6
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Retail Model
• In 2016, 68% of citizens strongly support or
support the City providing retail broadband
services
• High Level Business Plan in development
Existing staff are deployed
Anticipated delivery date – June 1, 2017
Reviewing pass rate and pricing model
• Dedicated resources required to support the
project and implementation.
7
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
High Level Business Plan
Table of Contents
I. Executive Summary
II. Mission
III. Broadband Market Profile
IV. Fort Collins Customer Profile
V. Competitive Environment
VI. Operating Plan
VII. Network Architecture
VIII. Financial Model
IX. Opportunities and Threats
X. Conclusion
XI. Appendix
8
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Pricing Examples
9
Area 30 Mbps 50 Mbps 100 Mbps 1 Gbps
RS Fiber - Minnestoa $50 $70 $130
Arrowhead Electric - MN $60 $70 $100
Reedsburg, WI $45 $75
Sandy, Oregon $60
Sebewaing, MI $35 $55 $105 $160
Chatanooga $58 $58 $70
Lafayette, LA $63 $110
Longmont, CO $40 $50
Cedar Rapids, IA $46 $105
Co-Mo Connect - MO $100
Ozarks Electric - AR $50 $80
Average $45 $58 $67 $94
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Debt Capacity
• Implications to Fort Collins L&P Utilities if Revenue Bonds
Early estimates indicate debt capacity exists with L&P to support bond
Assumes L&P needs can be met with rate adjustments and not debt
L&P updating capital needs and long term financial plan
Staff intends to reassess over the next 2 months
• Implication to City of Fort Collins Bond Rating if GO Bonds
Financial Advisor assessment in 2015 indicated
• The answer is a range that varies based on the type of debt and multiple factors
• Without new revenue sources – range is $75M to $100M
• With new revenue sources – range if $125M to $150M
Near term debt requirements of $45M -parking garage, police training, I25 overpass
10
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
3rd Party RFI
• Request for Information Issued late August 2016
Staff interviewed 4 out of 9 respondents
Axia was selected to continue further discussions
• Meeting with principals of Axia and Partners Group
Nov 2016
Axia proposes privately-funded business model
Axia privatized July 2016 to provide infrastructure funding
Partners Group questioned on their funding role
Purchased Axia for ~ $280M in July 2016 for opportunity to
invest in infrastructure
Expressed commitment, business model was annuity
revenue from infrastructure investment
11
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Update
• Staff was aware Axia was presenting Bloomington info for approval
• Conversations on April 20, 2016
Morning conversation with Boulder CIO – rumor Bloomington had not been approved
Copy of Bloomington press release forwarded mid afternoon
Call with Art & Rob late afternoon confirmed
Axia letter to FC 4/21 – unable to deliver business model as proposed
Axia email to Loveland – “not pursuing this type of business model in the US at this time”
• Axia Discussion & Rational
Partners Group decision…..Axia was anticipating approval
Axia believed PG was on board with model funding with appropriate financial ratios
PG - Structural business model issue in US market
Strength of the cablecos and telecos within US market
Associated adoption risk
12
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Other Developments
13
Possible Legislation Proposed at the State
• Municipal BB separate utility enterprise
• Prohibit use of other utility enterprise ratepayer funds
• Prohibit bonding secured with other utility enterprise revenues
• Require CORA compliance of commercial & financial information
• Private providers right to bring enforcement
Implications
Require creation of a 5th
Utility
Require GO bonds to support capital investment
Create uneven playing field without equal access to private information
Do not anticipate this legislation going to the floor this year
Question concerning applicability to FC
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Next Step Alternatives
14
Retail Model
• Finalize High Level Business Plan
• Ballot Question Nov
• Teleco within L&P Enterprise
• Governance
•5th Utility
• Possible Bonding Requirement
• Requires dedicated resources
• Expertise & experience
•Time
Issue RFP for Partner
• RFP specific to a partnership
model
• Attract other 3rd party interests
• Shared risk & investment
• Find industry experience
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Timeline
15
May June July August September October November December January February
Potential Ballot Charter Amendment:
July 11
Council
Work
Session
July 25
1st
Reading;
Ballot
Language
Aug 15
2nd
Reading
Ballot
Language
Silent Period
Nov 7
Election
May 9
Council
Work
Session
• If Retail Model
• Ballot specific to allowing telecom & governance
• Dedicated resources needed
• If Partnership Model
• Ballot specific to allowing telecom, governance, possibly bonding
• Communications challenge – City Retail or Partnership messaging
• RFP and discussion – resolution well into the fall
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Resource Needs
Experience / Skill Set
• Industry expertise – broadband & fiber
• Deployment & construction of Fiber to the
Premise (“FTTP”)
• Technology - GPON, Active Ethernet, etc.
• Voice and data communications hardware and
software
• Marketing & customer service
• Long term planning and implementation
• Business start-up and financial leadership
Duties
• Overall project leadership & management
• Development Retail Broadband Business Plan
• Ballot coordination and support
• Community & City coordination, issue resolution
• Establish technical architecture and design standards
• Design & construct network, manage contractors and
business start-up
• Manage relationships with internal and external partners
• Develop service procedures, policies and standards
• Establish business processes for product development,
marketing, customer interaction, etc.
16
2 FTEs Required
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Direction Sought
17
• Which alternative(s) would Council recommend staff continue pursue.
• Does Council support dedicating resources for the FTEs required to
support Retail Model?
• Does Council support the development of ballot language for a
November 2017 election?
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
BACKUP
18
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Critical Retail Model Variables
1. Passing Cost ~ $1,000/premises
• average cost to get close to each
premise in Fort Collins
19
3 Variables Account for the Majority of Results….
Staff Anticipates $70 gig Price and $50 - $60 mbps Price
2. Take Rate – 30.2%
• Percentage of households that will
subscribe to service
3. Pricing - Model est. $50 gig speed
charter rate ($100 non-charter rate)
• Monthly cost to subscriber
50 mbps $40
1.3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Model Driving Variables
- PRICING
20
1%
79%
18%
2%
10%
43% 44%
3%
I Would Switch to Comcast I Would Switch to Ft
Collins
I Would Retain My Current
Service
Don't Know
Comcast
$70/City $50
Both $70
Demand for 1G is highly price elastic
Customer Willingness to Switch to Fort Collins Service
from Current Service Decreases Significantly if Pricing is Neutral
1.3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Investment
21
$117M Bonds I. $80M = Network Construction
II. $29M = Equipment, Facility, Install,
Engineering
III.$8M = Bond issuance cost,
capitalized interest
IV.Additional $15M needed with a take
rate of 50%
$8M Working Capital
$125M Total Investment
+
External borrowing of $117M - $132M.
Internal working capital of $8M funding TBD
Total investment increases if take rate exceeds 30.2% or add video
1.3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Base Case Results
– CASH FLOW
22
($40)
($30)
($20)
($10)
$0
$10
$20
$30
$40
$50
$60
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Year 8
Year 9
Year 10
Year 11
Year 12
Year 13
Year 14
Year 15
Earnings Before Taxes and Depreciation Capital Spending Cash Flow
$M
1.3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Base Case Results
– PAYBACK
23
($140)
($120)
($100)
($80)
($60)
($40)
($20)
$0
$20
$40
$60
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Year 8
Year 9
Year 10
Year 11
Year 12
Year 13
Year 14
Year 15
Cash Reserves Long Term Debt Short Term Debt Total Net Cash
$M
1.3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Sensitivity Analysis
24
($150,000,000)
($100,000,000)
($50,000,000)
$0
$50,000,000
$100,000,000
Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Year 11 Year 12 Year 13 Year 14 Year 15
Baseline
25% Over Construction & 2x Upgrade
50% Take Rate
25% Take Rate
1.3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Retail Model
STRENGTHS & RISKS
STRENGTHS
• City Brand & Customer Service
• Control of build out and customer
service standards
• Strong local support
25
RISKS
• Business Start-up / Competition
• Governance & Culture
• Technology – the Unknown
• Financial
- Worst Case - $16mo. for term of debt
1.3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Wholesale Model
• City builds and owns the
fiber network
• City leases the network to any
interested provider
• Costly-$88M
• Success dependent on
interested operators
• Pricing and service level
market driven
26
1.3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
3rd Party Model
STRENGTHS & RISKS
STRENGTHS
• Experience - fiber design and build
• Experience as an ISP
• Financial Partner & Resources
• Better Technology
27
Viable Alternative – Experience & Financial Resources
RISKS
• Loss of Control
- Customer service and technology
-Pricing
• Partner Change of Control
• Time – delay if Partner not
successful
1.3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Axia Due Diligence
28
• Talent
• Merchant services
• Entrepreneurship/Small
Businesses
Due Diligence Meetings
• RFI Process
• Learnings
• Experience in large fiber builds – Alberta,
Singapore, France, Massachusetts
• 1.5M homes connected, ISP in Canada
& France, network operations in
Massachusetts
• 18 year history, financial strength thru
parent
1.3
Packet Pg. 45
Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Axia - Experience
29
Alberta Province:
• Partnered with Government & Telco
• Built Fiber Supernet - Connects 429 communities
• 5k Gov offices, hospitals, schools served
• Axia is the network operator
• Open Access – 66 carriers & service providers
• In 2015, starting FTTP
• Serving 11 communities to date
• Manages design & build - uses contractors
• 12k ISP retail customers served
•3rd party Tier I call center, inhouse Tier II & III
Covage France:
• 50% partnership with French construction co
• Builds and operates network low density areas
• Pricing regulated, grant support for build
• Private takes risk cost & adoption
• 30k premises served, soon to serve 319k
• Not the ISP
Singapore
• Singapore official asked for similar SuperNet
• Axia partner in consortium – 4 partners
• Lead executives from Axia, hired local support
• Built fiber network to 1.2M premises
• 60% market share
• Not the ISP
1.3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Axia - Bio
30
Axia NetMedia Corporation:
• Company Founded in 1998
• Focus – Fiber construction, network operations, ISP
• 2015 revenues – Global, $141M – North America $64M
• Corporate office in Calgary, 213 employees
• Public Co until June 2016 - Purchased by Partners Group
Partners Group:
• Formed in 1995, Public company since 2005
• Focus – Infrastructure Asset Management
• $46B of assets under management
• 2015 revenues - $619M, Market capitalization $10B
• Corporate office in Switzerland, 18 offices worldwide
• 840 professional staff
Business Model
• Build open access fiber networks in NA
• Within 50k-150k population communities
• Provide internet services
• White Label Services for other internet uses
• Lease Dark Fiber
• Invest in long term infrastructure
• Fund NA network buildout
• Financial returns from infrastructure
1.3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Axia – FC Proposal
31
Axia
Design, build, own, operate and manage ubiquitous network covering entire GMA of FC
• Design fiber grid to ensure infrastructure is available on a community wide basis
• Fund network & systems implementation to all businesses and residences within GMA boundary
• Manage construction, provide quality assurance and comprehensive testing to ensure specs met
• Design and installation of fiber drops to each premise when a customer orders Axia Service
• Provide Internet Services (ISP) to all premises requesting service
• Open Access to all other carriers and service providers without charge at the request of premises
• Lease Dark Fiber as requested by businesses
• Pricing - $60 100mbps, $80 1gig
Fort Collins
• Partner with Axia to ensure all residents & businesses are aware of the FTTP network benefits
• Help facilitate a culture of broadband use
• Access and Building Permits for network implementation
1.3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Axia – Service Agreement
32
• Outlines 4 major process steps to Launch (illustrated above)
• Preliminary Assessment – Axia staff in FC, network design, competitive analysis, talk community
• Business plan presented to Partners Group – decision on funding
• Both parties can exit, if Axia – share design/plan, if FC – pay for design work
• EOI Campaign – acquire 40% of premises Expression of Interest (non-binding)
• Multi-prong – hit streets, CSU, festivals, grocery stores – wherever people are
• Axia can exit if 40% not achieved
• If Axia fails to complete build out, FC option to buy assets at cost or receive $5M liquidated damages
• If Axia defaults – City may purchase business at “Fair Market Value” – independently determined
• Change of Control – City first right to purchase at “Fair Market Value”
• Commitments - Call Center in NA, network availability, MTTR & call wait time
• Still working on low-income rate alternatives
Signed Service
Agreement
Preliminary
Assessment
Period – 3mo
Expression of Interest
Campaign – 3mo
Commitment to
Build –
24-30mo
Service Agreement Details
1.3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Comparison
Axia Municipal
Meet Fort Collins Strategic Objectives
Fiber to the Premise
Technology Active Ethernet GPON
Governance Private ?
Financial Risk Private Community
• $125 - $140M
Market Competitive Pricing
Revenue Model Open Access
(3 Revenue
Streams)
Retail; Dark Fiber
Leases
33
1.3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Community Engagement
Staff & Axia met with:
• Broadband Technical Group
• Citizen Advisory Board
• Broadband & Brews
Responses:
• Retail
• Third Party
• All Support the goals set forth
34
1.3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Axia – Summary
35
• Achieves Fort Collins Strategic Objective 3.9
• Encourage the development of reliable, high speed internet services throughout the community
• Open access model – Internet services, White Label services, Dark Fiber lease
• Leverages Public Private Partnership
• Partner with 20 years of industry experience and expertise
• Delivers broadband to the community faster than current retail model plan
• Risk Mitigation
• Avoids city entering new evolving technology business and borrowing $125M-$140M
• Includes
• Service Commitments – Open Access ISP, White Label, Dark Fiber, Reliability & Response
• Change of Control and Completion Continuity Options
1.3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
Axia Next Steps
36
May June July August September October November December January February
Potential 3rd
Party Timeline:
Service
Agreement
Signed
Partners
Group
Approves
Axia Completes Detailed Engineer
Design
Axia Begins Build
Out of Network
40% Expression of Interest
Campaign
Potential Ballot Charter Amendment:
July 11
Council
Work
Session July 25
1st
Reading;
Ballot
Language
Set
Aug 15
2nd
Reading
Ballot
Language
Silent Period
Nov 7
Election
1.3
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Attachment: Powerpoint presentation (5561 : Broadband Strategic Plan May 2017 Update)
DATE:
STAFF:
May 9, 2017
Ryan Mounce, City Planner
Aaron Iverson, Senior Transportation Planner
Timothy Wilder, Service Development Manager
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
City Plan Outreach Strategy.
EXECUTIVE SUMMARY
The purpose of this item is to update Council on early preparations, public engagement strategies, and focus
areas for the upcoming City Plan update.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What feedback does Council have regarding the proposed City Plan public engagement strategy?
2. Does Council have direction on the type and frequency of involvement with Boards and Commissions and
Council itself?
3. Are there additional key topics Council views as important focus areas to explore throughout the City Plan
update?
BACKGROUND / DISCUSSION
Preparations are underway to update three important community plans in 2017-2018: the City’s Comprehensive
Plan, the Transportation Master Plan, and the Transit Master Plan. For this update staff will combine all three
plans into one effort branded under the umbrella of “City Plan.” Each plan was last updated 6-8 years ago, and
the upcoming update provides an opportunity to respond to and anticipate changing conditions, reengage the
community to develop a shared vision, and better align with evolving community goals.
City Plan will include a number of topics and themes, ranging from broad elements such as the community’s land
use, transportation, and transit frameworks, to more specific questions and issues such as growth and attainable
housing, protection of natural resources, climate action goals, community character, and more.
A consultant team will be utilized throughout the update process for technical assistance, to help facilitate larger
community events, and to extend the professional capacity of staff. Earlier this spring, a team comprising staff
from multiple departments across the organization, stakeholders from Colorado State University (CSU), and
community members with experience on boards and commissions helped identify a preferred consultant team.
Discussions on the final scope, engagement strategy, and work planning are in process with the consultant team,
and a final contract is expected to be signed later this spring.
Schedule and Phases
The City Plan process is anticipated to last 18-20 months, with consideration of adoption by Council in late 2018
or early 2019. A goal for the overall timeline is to have components of a new or updated vision, policies, and
strategies available to help inform the next Budgeting for Outcomes (BFO) cycle. The overall process will span six
phases, including:
Phase One: Project Initiation (current phase)
Finalize the project scope, work plan, engagement plan, schedule, branding, etc.
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May 9, 2017 Page 2
Phase Two: Fort Collins 2017 - Where are we now? Where are we headed?
Convene a communitywide dialogue about existing conditions, issues, needs, and priorities. Explore where
our current plans, policies and strategies will take the community.
Phase Three: Community Visioning
Develop and confirm a shared community vision for the future of Fort Collins.
Phase Four: Scenario Development
Discuss and test several possible scenarios for the future and how our community vision could be achieved.
Phase Five: Draft Policy and Plan Development
Finalize a preferred scenario and develop draft policies and strategies based on community input.
Phase Six: Plan Adoption
Share the draft plan with community. Present the final plan with updated community comments with
stakeholders, boards and commissions, and ultimately City Council for consideration of adoption.
The attached draft project schedule visualizes the approximate timeline of the different project phases.
(Attachment 1)
PROJECT BRANDING
This planning effort will combine and brand all three plans together using the “City Plan” name. Engagement
with the community and partners is a critical element of the update process and is captured with the new tagline,
“Planning Our Future. Together.” The single plan will still contain all the land-use, transportation, and transit
elements traditionally found in each individual plan, but will now be simplified under one name and process for
stakeholders to rally behind.
Staff is also interested in exploring the use of an “ePlan” for City Plan. An ePlan would supplement traditional
printed copies, providing an easy to use online version that would be interactive with visual graphics and
searchable or cross-referenced text or sections. This would also provide for quicker updates if future amendments
are adopted.
In the coming weeks, the project team will continue to work with Communications & Public Involvement (CPIO)
staff to finalize an overall style guide and how to integrate City Plan graphics and content into the City’s new
online engagement platform, Our City, and the Your | My | Our City campaign.
Outreach Strategy and Options
Due to population growth and people arriving and departing from the community, one third to one half of current
residents were not present to help shape the original City Plan vision in 1997. Developing an updated, shared
community vision will entail reaching out to all corners of the community and ensuring representation from all
community stakeholders throughout the process.
The City’s Public Engagement Spectrum (Attachment 2) provides guidance for the most appropriate levels of
engagement and techniques that may be employed during projects. Overall, staff has identified the “collaborate”
level as the most effective approach to public engagement for the City Plan update. Staff is committed to
engaging a diverse range of stakeholders throughout the planning process, including focused efforts to interact
with individuals, groups, or organizations that have not been traditionally engaged in prior updates.
Staff has begun forming an engagement strategy and associated activities, events, and tools that could be used
to develop the final public engagement plan and provide a framework for meaningful interaction and co-creation
throughout the process. The strategy includes four key components, designed to provide a comprehensive level
of feedback, interaction, and collaboration throughout the process. The four key components include:
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May 9, 2017 Page 3
1. Project Champions
Project champions will be the most visible faces and managers of the project. Project champions will be
composed of many different groups and individuals, including City project management staff, partner
organizations, business groups, community organizations, and heavily involved community members as
‘resident ambassadors.’ These individuals and groups will work together to help plan activities, staff events,
provide their knowledge and expertise, and talk with friends, neighbors, and colleagues about the project.
Resident ambassadors are specifically envisioned as a group of committed citizens who would be involved
throughout the process, with their roles evolving as the process moves forward. Ambassadors are individuals
representing varied neighborhoods and backgrounds who are excited to engage with others about what the
future of the community could look like.
Early in the process, ambassadors can help gather input from their social, organizational, religious, or
recreational networks and provide that input back to the project management team. Ambassadors can help
reach a broader community audience by providing information and listening opportunities at more informal
times and locations than traditional City-initiated events, such as HOA meetings, after church, or at gatherings
with friends. As ambassadors interact with the community, they gain their own experience and knowledge of
community priorities and vision, and could then participate as members of working or technical groups as the
process advances to represent diverse viewpoints in support of evaluating scenarios, drafting policies, or
preparing other plan content.
2. Broad Community Input
Broad community input encompasses the assortment of events, tools, and activities planned throughout the
plan update process. These tools and events will range from traditional workshops, charrettes, and
questionnaires, to newer outreach tools piloted in recent efforts such as the Downtown Plan, with additional
emphasis on smaller intercept events at times and locations where community members are already present,
such as the library, grocery stores or festivals. Other activities like community tours, a statistically-valid
community values survey, or partnering with CSU’s Center for Public Deliberation for small-group discussions
will help provide opportunities for detailed feedback in smaller settings.
A focus for broad community input will be examining the frequency, location, and timing of events. Everyone
should have the opportunity to participate, and the stereotypical evening workshop may exclude those who
work at night, have limited child care options, or prefer smaller or informal activities. A wide range of events
and tools will ultimately be used to help engage with the community.
3. Targeted Stakeholder Input
For more detailed or targeted input, tapping the extensive knowledge and experience of City staff, partner
organizations, and community members will be essential. Staff envisions bringing these co-creators together
under the umbrella of working or technical groups, likely based on specific topic areas or issues. These
groups could be comprised equally of City staff, community members, and subject experts or leaders from
community businesses, non-profits, or other organizations. Similar to a Budgeting for Outcomes team, the
group brings together valuable experience and perspective from across the City organization, the community,
or as a local expert in a related field or organization to help evaluate potential scenarios or draft plan content.
While the number and organization of the groups for targeted input are not final, staff envisions one group to
be focused solely on engagement. This group would help plan and monitor activities and input being received
to ensure we’re meeting goals to reach all members of the community, and if not, to advise the project
management team about how to adjust our engagement strategies.
4. Council/Leadership Input and Oversight
Staff will provide frequent updates and seek input from Council and leadership, including project oversight
and direction. As with prior City Plan updates, staff anticipates the use of work sessions and memos as key
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May 9, 2017 Page 4
elements to help inform and receive direction from City Council and leadership along with regular project
updates to the Executive Leadership Team or a dedicated oversight group.
Staff is interested in using the traditional work session format at key points throughout the update process,
envisioning 5-6 work sessions prior to consideration of adoption. During the 2011 City Plan update, 11
Council work sessions were conducted, which represented a large amount of resources that could potentially
be directed toward other forms of Council and leadership involvement. Potential ideas could include:
o Council or Geographic-Based Events
Similar to Council listening sessions, project staff can organize and coordinate specific City Plan meetings,
activities, or events catering to a specific geographic area of the community, such as council districts.
Councilmembers could choose to actively participate or listen/observe. Such activities could help ensure
we’re meeting with stakeholders from all areas of the community, and provide an organizing element for
issues and opportunities that may be unique to specific geographic areas of the community.
o Interviews or Focus Groups
At key points throughout the process, interviews or focus groups with Council and leadership could be
conducted to gain feedback and insight about experience from prior updates, key issues and priorities,
visioning, and more.
o Project Management Summaries
Ongoing reports, newsletters, or summaries of project happenings, feedback heard at recent events, and
upcoming ways to be involved. The summaries could be modeled in a fashion similar to the City Manager’s
Monthly Report and would provide regular, ongoing updates on project status.
o Board and Commission Input
Input from boards and commissions will also be important throughout the update process. In addition to
meetings with boards and commissions at key points throughout the process, a working group composed of
board and commission members and potentially Councilmembers could help collect and distribute information
while coordinating discussion about ideas, tradeoffs, and recommendations across the multidisciplinary
subject’s boards and commissions collectively represent. Such an arrangement may also mean fewer
resources dedicated to meetings one-on-one with each board or commission.
Next Steps
Upcoming goals for the process include finalizing the project scope, timeline, engagement plan, and branding,
with some of the first official tasks of the City Plan update beginning in June. Feedback and direction from
Council, leadership, and ongoing conversations with all project stakeholders will help inform these final revisions
over the coming weeks.
This summer, one of the first tasks for the update will be to convene a community dialogue about current
conditions and key issues, opportunities, and priorities for the community. A draft list of broader themes are
presented below, and have been drafted based on responses in the prior Citizen Survey, the Community Issues
Forum held April 27, and ongoing conversations with community members and staff. The list will continue to be
refined and staff will capture any additional topics and themes discussed at work session or in ongoing
conversations as part of Council work session follow-up.
Preliminary List of Key Topics/Themes:
Affordable/Attainable Housing
Transit Coverage & Productivity
Traffic Congestion & Mobility
Growth & Remaining Lands in the Growth Management Area
Environmental Resilience & Sustainability
Health, Social Wellbeing & Equity
Community Character & Design
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May 9, 2017 Page 5
Economic Vitality
Regional Collaboration & Partnerships
ATTACHMENTS
1. Timeline-City Plan (PDF)
2. Public Engagment Spectrum (PDF)
3. Powerpoint Presentation (PDF)
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Packet Pg. 58
2017
Project Initiation
Consultant Selection
Scope & Work Plan Finalization
Community Visioning
Develop and confirm a shared
community vision for the future
of Fort Collins
BFO Alignment
Portions of the Plan could be
adopted prior to next BFO cycle
to provide guidance
City Plan
Preliminary Timeline & Milestones
Fort Collins Now
• Existing conditions
• What is our trajectory?
• Plan report cards: what
have we accomplished?
Our Vision
• What are our core values?
• What does it mean to be FC?
• What does our future look like?
Our Vision Imagined
• Develop/test scenarios
• What scenario achieves our vision?
• What are the trade-offs?
Guidance, Action, Measurement
• Policies to achieve our vision
• Implementation actions
• Measuring progress
Key Phases During Update Process:
Fort Collins 2017
Existing Conditions
Issues and Needs
Community Priorities
Scenario Development
Discuss several possible
scenarios for the future and
how the community vision
can be achieved
Draft Plan Development
Preferred scenario
Policies & Recommendations
Plan revisions
Summer 2018
Spring Fall / Winter Spring
Summer
Fall / Winter
Plan Adoption
Present City Plan to Council
2019
ATTACHMENT 1
2.1
Packet Pg. 59
Attachment: Timeline-City Plan (5548 : City Plan Outreach Options & Strategy)
CONSIDER THIS
OPTION WHEN …
Routine or fairly routine matter
Time and/or budget constraints
Clear legal process
Manageable level of controversy
Fairly simple set of interests
Most issues have been heard, addressed through
earlier processes
Parties have tried but are unable to come to
resolution
Active and mobilized groups with
competing views
Strong need for dialogue (not just input)
Need for multiple types of input designed for
different groups
Fair amount of controversy
Complex issues
Intense controversy, mobilized groups with
competing views
Need for education and buy-in by key
constituencies
Long-term, far-reaching effects
Multiple jurisdictions
Parties willing to meet, discuss
(vs. referendum, court, etc.)
Recommendation likely to be followed
by decision makers
MAY NOT BE BEST
OPTION WHEN …
Unclear or competing jurisdictions
Policy matters with unclear effects
Strong controversy or polarized parties
Public input will have no effect
Need for two-way dialogue
Intensive input will not satisfy need of public to
influence the decision
Time and/or budget constraints
Too expensive for amount of controversy
No negotiating room
Other groups or individuals may intercede to
invalidate any forthcoming proposals
Key parties unwilling to meet
POTENTIAL TOOLS
& TECHNIQUES
Fact sheets
- FAQs
Public comment (via web, in writing, hearings)
Newsletter
Media releases and events
Informal surveys
Presentations to civic groups, B&Cs, HOAs,
at Open Houses, etc.
Workshops, charrettes
Stakeholder meetings
Focus groups
Techniques from Inform and Consult
Citizen advisory committee
Participatory decision-making
Consensus-building
1
City Plan Initiation & Engagement Strategy
Aaron Iverson, Ryan Mounce, Timothy Wilder
ATTACHMENT 3
2.3
Packet Pg. 61
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Purpose
2
To provide Council with an update on
preparations for the next City Plan and
ideas regarding engagement strategy.
2.3
Packet Pg. 62
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Direction Sought From Council
• What feedback does Council have regarding the proposed City Plan
public engagement strategy?
• Does Council have direction on the frequency and format of
involvement with Boards and Commissions and Council itself?
• Are there additional key topics or themes Council views as important
focus areas to explore throughout the City Plan update?
3
2.3
Packet Pg. 63
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Project Overview - Background
Three Updates, One Process & Plan
4
2011 2009
2011
2.3
Packet Pg. 64
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Project Overview - Phases
5
1 PROJECT INITIATION
Finalize scope, work plan,
engagement plan, branding, etc.
2
3
FORT COLLINS 2017
Existing conditions, issues,
opportunities, priorities
VISIONING
Develop & confirm a shared
community vision for the future
4 SCENARIOS
Discuss & test possible scenarios to
achieve the community vision
5 DRAFT PLAN & POLICIES
Finalize preferred scenario & draft
supporting policies & plan content
6 ADOPTION
Share & confirm draft plan
outcomes with the community
2.3
Packet Pg. 65
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Project Overview - Timeline
• Spring
6
2.3
Packet Pg. 66
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Engagement Strategy
7
Goals
• Community as collaborators &
co-creators
• Intentional efforts to reach all
corners of the community
• Variety of events & activities
tailored to different audiences
& engagement levels
2.3
Packet Pg. 67
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Engagement Strategy
8
Key Engagement Elements:
• Project Champions
• Broad Community Input
• Targeted Stakeholder Input
• Leadership Input
Feedback from each element reinforces
& informs other elements
2.3
Packet Pg. 68
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Engagement Strategy
9
Project Champions
• Visible faces of the process
• Project staff & managers
• Partner groups &
organizations
• Resident ambassadors
2.3
Packet Pg. 69
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Engagement Strategy
10
Resident Ambassadors:
• Represent varied neighborhoods,
backgrounds, perspectives
• Roles evolve throughout the process
• Tap into broader or informal
community networks
• Community leadership & capacity-
building
2.3
Packet Pg. 70
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Engagement Strategy
11
Broad Community Input
• Events & activities designed to
inform, discuss, collaborate with
community
• Focus on different times,
locations, settings to interact
• Statistically valid community
values survey (Fall 2017)
2.3
Packet Pg. 71
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Engagement Strategy
12
Targeted Stakeholder Input
• Use local experience & knowledge
• Groups focused on particular
themes or topics
• Ex: Engagement working
group
• Mix of staff, technical experts or
guides, community members
2.3
Packet Pg. 72
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Engagement Strategy
13
Leadership Input
• Project oversight & updates
• Council engagement:
• Traditional formats (work
sessions, memo)
• Frequency: 5-6 work
sessions
• Supplement with alternative
activities
2.3
Packet Pg. 73
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Council / Leadership Input
• Council district or geographic-based events
• Reach broad community audience
• Explore unique geographic issues
• Opportunities to tailor Council-involvement
• Interviews / Focus Groups
• Project Summaries
• Boards & Commissions
• ‘Super Board’ Working Group
14
2.3
Packet Pg. 74
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Engagement Strategy
Community Issues Forum – Ways to Engage
Engagement Criteria:
High Numbers
Informed
Representative
Interactive
Efficient
15
“How would you rank the
importance of the criteria?”
(Weighted score - top 3 priority)
2.3
Packet Pg. 75
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Engagement Strategy
Community Issues Forum – Important City Plan Topic Areas
(Priority Ranking)
16
• Housing Attainability
• Traffic Congestion & Mobility
• Health, Social Wellbeing & Equity
• Environmental Resilience &
Sustainability
• Community Character & Design
• Growth & Buildout
• Transit Coverage & Productivity
• Economic Vitality
• Partnerships & Regional
Collaboration
• Other
2.3
Packet Pg. 76
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Engagement Strategy
Community Issues Forum – Engagement: breadth vs depth
41% Much more focus on depth, focus on fewer topics
35% Somewhat more focus on depth
12% No strong opinion
9% Much more focus on breadth, engage many topics
3% Somewhat more focus on breadth
17
2.3
Packet Pg. 77
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Next Steps
• Refine & finalize engagement plan, scope, schedule
• Consultant contract & onboarding
• Begin first project phases this summer
18
2.3
Packet Pg. 78
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
Direction Sought From Council
• What feedback does Council have regarding the proposed City Plan
public engagement strategy?
• Does Council have direction on the frequency and format of
involvement with Boards and Commissions and Council itself?
• Are there additional key topics or themes Council views as important
focus areas to explore throughout the City Plan update?
19
2.3
Packet Pg. 79
Attachment: Powerpoint Presentation (5548 : City Plan Outreach Options & Strategy)
CITIZEN ROLE
Citizen Role: Residents engage to be informed and
to influence
Citizen Role: Residents engage to advocate and to
help frame issues
- Residents engage to understand technical
issues and how to effectively advocate
- Residents engage to help define problem and
find solutions
Citizen Role: Residents are collaborators
- Residents engage to identify different
stakeholder interests
- Residents engage to make informed decisions
and forge effective compromises
COLLABORATE
PUBLIC ENGAGEMENT SPECTRUM
INFORM & CONSULT INVOLVE
ATTACHMENT 2
2.2
Packet Pg. 60
Attachment: Public Engagment Spectrum (5548 : City Plan Outreach Options & Strategy)
Attachment: Peer Cities Update (5561 : Broadband Strategic Plan May 2017 Update)