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Home My WebLink AboutMemo - Read Before Packet - 2/13/2024 - Memorandum From Rupa Venkatesh Re: Amended Materials For Agenda Item #2City Manager’s Office 300 Laporte Ave PO Box 580, Fort Collins, CO 80522 970-221-6684 rvenkatesh@fcgov.com CC: Meaghan Overton, Housing Manager; SeonAh Kendall, Economic Health Director; Brian Tholl, Utilities Senior Manager MEMORANDUM Date: February 13, 2024 To: Mayor and City Councilmembers Through: Kelly DiMartino, City Manager From: Rupa Venkatesh, Assistant City Manager Subject: Amended materials for Agenda Item #2 PURPOSE : The purpose of this memorandum is to provide updated materials for agenda item #2 of the Council Work Session. BACKGROUND The following were added to the “Proposed Council Priorities Table” attachment:  Added to Priority #1, short term goals: Expand programs for healthy and stable housing – particularly for unhoused or precariously housed residents, renters, and lower-income homeowners.  Added to Priority #5, current work underway: “Multicultural Business and Entrepreneur Center (MBEC) supports bilingual (English and Spanish) business owners and entrepreneurs access business services, resources, and navigation of City processes”  Added to Priority #5, resource requirements: “2025 BFO to continue MBEC which is currently ARPA funded”  Added to Priority #5, community engagement: “bilingual outreach at community, nonprofit, and business events with follow up appointments after outreach”  Removed “infrastructure needs within Utilities to support enhanced electrification” as a resource requirement for Priority #6. It is in the correct place under Priority #7 in the published materials. DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD ATTACHMENTS 1. Updated Proposed Council Priorities Table 2. Fountainworks Council Retreat Summary DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 1 Strategic Outcome Area: Neighborhood Belonging and Community Vitality (previously Neighborhood Livability & Social Health) Council Priority #1: Operationalize City resources to build and preserve affordable housing. Lead: Social Sustainability Partners: PDT/CDNS, Environmental Services, Economic Health, URA, Utilities, Finance, Operation Services, City Attorney’s Office Priority Inputs How did Council define success? Current work underway Short Term Goals *further explanation below Resource Requirements Ex. tools:  Sustainable funding  URA  Development review fund  Evictfon legal fund  City owned resources, etc.  Meet our Housing Goals  Non silo-ed departments and utflizing the breadth of our organizatfon to accomplish/make progress towards goals  Mobile home parks (MHP) – Implement local enforcement of state regulatfons  Implementatfon of the Housing Strategic Plan  Land Use Code changes  Fee Credit program  Land Bank  City competftfve funds – federal and city  Propositfon 123 applicatfons for funding  Countywide homelessness strategic plan work underway in 2024  24/7 shelter proposal  MHP: Staff will be gradually implementfng local enforcement of some building and maintenance codes  Expedite review of affordable housing projects to achieve decisions within 90 days or less  Streamline processes and regulatfons to encourage development of more affordable housing  Evaluate new/updated City regulatfons and fees for their impact on the cost to build and create optfons to offset additfonal costs  Identffy city resources that could be dedicated to affordable housing and actfvely seek (re) development partners  Create sustainable source(s) of dedicated local funding for housing  Expand programs for healthy and stable housing – partfcularly for unhoused or precariously housed residents, renters, and lower- income homeowners.  Additfonal dedicated long-term funding stream(s)  Council agenda tfme for complex policy discussions  Cross-departmental capacity to seek redevelopment partners and leverage City resources  MHP: Mobilizing collectfve resources to inform an integrated strategy DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 2 Community Engagement  Housing Summit (planned for 2024)  Update to housing dashboard (planned for 2024)  Targeted engagement MHP: educatfonal sessions and clean up events *Short Term Goals:  Expedite review of affordable housing projects to achieve decisions within 90 days or less o Adopt currently proposed updates to LUC to permit administratfve review for affordable projects o LEAN/Process improvement project to reduce development review tfmelines for affordable housing (applying for grant to support this in Q1)  Streamline processes and regulations to encourage development of more affordable housing o Adopt currently proposed updates to LUC to expand and improve affordable housing incentfves o Encourage additfonal housing along centers and corridors (overlap w 15 min citfes, transportatfon prioritfes) o Minimum housing density requirements in next phase of LUC updates along high-frequency transit and/or centers & corridors o Address occupancy regulatfons o Align with State legislatfon around land use, occupancy, housing  Evaluate new/updated City regulations and fees for their impact on the cost to build housing and create options to offset additional cost for affordable housing projects o Cross-departmental evaluatfon of fees; build a comprehensive picture o Build analysis of impact on cost to build housing into scope for major fee and regulatory updates across the organizatfon (ex: impact fees, energy code, building code, land use code, utflity fees, and similar) o Identffy opportunitfes and funding sources across the organizatfon to subsidize/offset costs for affordable housing o Expand fee credit program beyond 30% AMI units and recalibrate credit amount to reflect true cost of development fees  Identify City resources that could be dedicated to affordable housing and actively seek (re)development partners to leverage those resources into new or preserved housing units o Real estate assets – inventory and assess, prioritfze, mobilize o Land bank parcels – update dispositfon study, identffy ready to develop sites, mobilize o Funding – BFO, affordable housing capital fund, new sales tax (OCF Big Move 7) o URA – investfgate ways to leverage funds, prioritfes, propertfes  Create sustainable source(s) of dedicated local funding for housing o Housing impact fee o Housing linkage fee o Tax initfatfve o Bond issuance (ex: San Antonio, Portland, Austfn, San Francisco) o Private/philanthropic investment (ex: Denver social impact bond) o And more DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 3 Council Priority #2: Improve human and social health for vulnerable populations. Lead: Equity Office and Social Sustainability Partners: Recreation, Utilities, Neighborhood Services, Finance, Economic Health, Environmental Services Priority Inputs How did Council define success? Current work underway Short Term Goals Resource Requirements  Operatfonalize DEI across the city organizatfon (budgets for space, educatfon, removing income verificatfon for city requirements, recruitfng and retaining diverse talent)  Barriers to access  Mobile Home Park Enforcement program (local level policy)  Food insecurity  Implement best practfces for air quality monitoring and actfon (beyond ozone)  Oil & Gas city-owned actfve wells in northeast Fort Collins  Engage underserved communitfes to identffy their needs  Address food insecurity, including student populatfon, ex. Rams Against Hunger  Address indoor air quality  Identffy barriers, resources and challenges to operatfonalize DEI, including affordable housing and mobile homes  Limit/eliminate local income verificatfon for services  Increase number of low income access to city services  Non siloed departments and utflizing the breadth of the organizatfon to accomplish issue  How are we serving our vulnerable populatfons? What do they need?  Consider CSU students  Air Quality  Oil and gas wells  Equity Office to provide a 2023 Impact Report by end of February 2024  Get FoCo program (grocery tax rebate program, recreatfon discounts, etc.)  Annual competftfve funding process for both HUD and City funds to support housing and human services specifically for low- income residents (total of approx. $3m annually – combined Federal and GF funds – not including ARPA funds)  City property leases to nonprofit service providers (ex: Teaching Tree, Seasonal Overflow Shelter, Teen Actfvity Center, Center for Family Outreach, FoCo Café, Housing Catalyst)  Childcare services (including reduced fee, REC) and Childcare system support (funding/partnership, SSD)  Synthesize November 2023 Centers for Public Deliberatfon Community Report, the CSU Symposium Equity Asset Mapping report and the Community Survey to identffy common themes and barriers  Develop and implement plans to remove or mitfgate obstacles and expand funding and services to our underserved community members  Identffy top community prioritfes where the City should focus funding and assistance  Consolidate or coordinate programs – a “one stop shop.”  Take direct actfons to ensure compliance and reduce O&G operatfons in and around FC; especially in NE Fort Collins.  Mitfgatfon strategies are focused on assuring compliance with State  Human Services Grant Funding: awards to nonprofits and partners providing direct services to vulnerable and low- income residents (elderly, households in poverty, persons experiencing homelessness, those with various medical/behavioral health needs, children & youth).  Equity Grant Funding: awards to social justfce and direct service organizatfons and partners that support community-led programs that ignite, inspire, and foster a community culture of belonging, uplift mental and physical health, and support the basic needs in the community.  Immigratfon Legal Fund: program funding to maintain current services and expand for asylum cases and work permits. DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 4  Immigratfon Legal Fund - funding for contract vendors to provide legal services for immigratfon issues. 262 cases since 2022, with approx. 100 resolved.  Creatfng the foundatfon of wealth building through entrepreneurship/busine ss ownership  Add new regulatory ozone site and contfnue community-led air toxics monitoring. regulatfons regarding several ongoing issues, open complaints and alleged violatfons.  2024 Mini-BFO request: Healthy Homes program funding to implement more residentfal home improvements in underserved communitfes  Support evaluatfon of Utflitfes rates and fees for eliminatfng barriers associated with building and transportatfon electrificatfon  2025 BFO for a community engagement manager in Equity Office to include contractual community connectors program for multf- cultural representatfon  2025 BFO for an in-house translator in Equity Office  Air Quality/Adaptfon: Resources to update public spaces and facilitfes to be more smoke-ready in antfcipatfon of wildfire impacts Community Engagement  Human Servies Prioritfes Platiorm project is underway – Stage I includes engagement with nonprofit leaders, Boards/Commissions, residents, regional funders.  Proposed community connectors program and community engagement manager to be introduced in 2-25 BFO to help engage with community to identffy their needs and barriers to access.  Air quality/adaptatfon – During poor air quality events (e.g., wildfires and high ozone days), outreach is provided on how community members can monitor the Air Quality Index and protect themselves. DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 5 Council Priority #3: 15-minute City: Ignite our neighborhood centers. Lead: CDNS and Economic Health Office Partners: Social Sustainability, Natural Areas, Parks, FC Moves, Transfort Example Public/Private partners: Urban Renewal Authority, Business Improvement Districts, Downtown Development Authority, Housing Catalyst, neighborhood associations Priority Input How did Council define success? Current work underway Short Term Goals Resource Requirements  Identffy and remove barriers to achieve 15- min city  Minimize obstacles to implementatfon of 15- min city through public outreach, public-private partnerships, consolidatfng funding  Use metrics to measure success (e.g., walk score, bike lane miles)  Easier and faster adaptfve reuse in our centers  Show businesses the “happy path” to permitting  Identffy and remove barriers to achieve 15- min city  Land use code updates for process improvements, clear and predictable standards and implement strategies for commercial centers and corridors  Small Business Technical Assistance Program (ARPA) which offers staff support and mini grants to offset costs of design and engineering services  Business process improvements and digital transformatfon solutfons for permitting and inspectfons  Cross functfonal City team to assist businesses navigatfng review and permitting  “Shift Your Ride: Neighborhood” program  Support for site selectfon for small businesses  Staff started exploring the potentfal of URA tools 1) Regulatory Improvement: Develop scope, process and tfmeline for the next phase of Land Use Code updates 2) Business Process Improvement: Improve existfng tools, processes, and resources for new businesses, short term tenants 3) Building internal capacity/knowledge: Prepare an internal, high-level assessment of neighborhood centers 4) Public/Private Partnerships (P3): Explore and determine optfmal P3 opportunitfes 5) Awareness/Coalition Building: Test and demonstrate diverse ways to raise awareness and support 6) Integration opportunities: Identffy other opportunitfes to integrate the 15-min City Analysis into work planning. (e.g., Transit System Optfmizatfon Study) 1) Additfonal funding needed to complete next phase 2) Focus on cost neutral solutfons in 2024; additfonal resources for digital transformatfon in 2025; Small Business Technical Assistance Program (ARPA) will end in 2024 3) Focus on cost-neutral but future resourcing may include incentfve programs, mini grants, staffing for navigators, etc. 4) Future resourcing for MBEC and Larimer Small Business Development Centers 5) Exploring 2025 funding for more neighborhood-scale events and collaboratfons with businesses (can include sponsorships, vendor fees and other revenue sources) 6) Dependent on opportunity DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 6 Community Engagement (tied to each of the numbered short-term goals and resource requirements) 1) Robust, citywide community engagement at the onset of the process untfl final adoptfon. Community will inform problem identfficatfon, establishment of guiding principles and recommended solutfons. 2) Targeted to various customers and users of our system. Will consult in problem identfficatfon and improvements to processes, tools, and technology. Further outreach may be necessary to inform of anything new. 3) One-on-one engagement with businesses and nearby neighborhoods calibrated to the different centers. 4) Stakeholder discussions with various board members and leaders. 5) Shift Your Ride: Neighborhoods program will connect neighborhood residents and businesses; Mayor and Council could consider attending or co- hostfng events as an effectfve way to grow awareness and coalitfons of support in their Districts. 6) Dependent on opportunity. Council Priority #4: Improve animal welfare through public education. Lead: CMO Partners: Neighborhood Services, NOCO Humane Priority Inputs How did Council define success? Current work underway Short Term Goals Resource Requirements  Do not support commercial breeding facilitfes.  Educatfon that it is illegal to have cats off leash and it is destructfve to environment and birds.  Educate public on impact of outdoor cats (establish a program)  Consider local breeding facility  Identffy ways to protect and impact bird populatfons threats  Hear public opinion  How does City policy reflect City of Fort Collins stance on animal welfare?  City contracts with NOCO Humane to enforce local animal welfare requirements in the municipal code.  Retail pet shops are required to be licensed under state law through Pet Animal Care Facilitfes Act (PACFA)  The Nature on the City project has funded several conversion projects from turf grass to natfve habitats and  Coordinate with NOCO Humane on educatfon and outreach regarding off-leash cats  Expand research regarding municipalitfes in Colorado with different rules on retail pet sales  Additfonal funding and staff resources would be necessary to partner with NOCO Humane to create an educatfon and outreach campaign related to off-leash cats and their impact on the environment and songbirds. DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 7 pollinator gardens to support natfve wildlife and decrease the use of water resources. Community Engagement  Educatfon and outreach campaign. ** Additfonal informatfon from retreat re: puppy mills are provided as attachments. Strategic Outcome Area: Economic Health Council Priority #5: Pursue an integrated, intentional approach to economic health. Lead: Economic Health Partners: CDNS, Sales Tax/Finance, Utilities, CMO, Urban Renewal Authority, Environmental Services, Cultural Services, Downtown Development Authority Priority Inputs How did Council define success? Current work underway Short Term Goals Resource Requirements  Intentfonal establishments of business hubs that are in alignment with our values and goals (e.g., clean energy, CSU partnership, PSD, front range, etc.)  Attract young families and innovatfve green tech/biotech to Fort Collins. Remove the barriers to a healthy balanced workforce.  Diversify business  Identffy and remove barriers for a robust workforce (healthy mix of entry, mid, senior levels)  Need to evaluate to remove barriers include streamline processes, cost of doing business, with a focus on independent, small business  Increase opportunitfes to train in certain sectors through partnerships with different entftfes  Internal Business Engagement Actfon Plan (BEAP)  NoCo Works (two county workforce initfatfve with private and public partners)  CO-WY Climate Resilience Engine receive NSF grant of $15M over next two years, totaling $160M over 10 years.  Multfcultural Business and Entrepreneur Center (MBEC) supports bilingual (English and Spanish) business owners and entrepreneurs access business services,  Barriers to business report – work with different teams and potentfally the Instftute of Justfce to do a scan of the current state to determine what those barriers to business are  Test a Business Development Liaison positfon based on learnings from the Capital Projects Business Liaison  Focus business retentfon, expansion, and attractfon (BREA) efforts in bioscience, life science, climate solutfons, and  Potentfal shared 1.0 FTE  Funding to support assessment work, BREA strategies, and workforce pilots  2025 BFO to contfnue MBEC which is currently ARPA funded DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 8  Resources for business sustainability and vitality  Focused energy on an industry Fort Collins can be known for  Measure and create longevity of businesses (small and large) through support and retentfon  Affordability/retentfon  Attract workforce  Show business the “happy path” and how to overcome hurdles  Doing business in Fort Collins should be: less silo-ed between departments with initfal communicatfon, more holistfc process; provide a navigator to the business resources, and navigatfon of City processes. circular economy supply chain.  Deepen the relatfonship, coordinatfon, and economic opportunitfes with CSU, FRCC, PSD, OEDIT, and Innosphere Ventures to address workforce and economic mobility.  Futureproof the Multfcultural Business and Entrepreneur program’s bilingual business connectors/navigators. Community Engagement  Ongoing relatfonship management with primary employers and small businesses with an emphasis on underserved and historically marginalized communitfes.  Contfnued engagement with local and regional partners, workforce development entftfes, educatfonal instftutfons, business serving organizatfons and others.  Connectfon to building owners, land owners and developers.  Bilingual outreach at community, nonprofit, and business events with follow up appointments after outreach DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 9 Strategic Outcome Area: Environmental Health Council Priority #6: Create pathways for Zero Waste infrastructure and policies. Lead: Environmental Services Partners: Larimer County, Water Reclamatfon, Streets Priority Inputs How did Council define success? Current work underway Short Term Goals Resource Requirements  Real progress on Road to Zero Waste  Food should not be wasted nor scarce in our community  Utflize food waste through compostfng  Food waste reductfon or diversion – what is in our local control?  Compostfng – if we can’t divert, what are other ways to avoid the landfill.  Explore optfon to buy a biodigester.  Decrease food waste with community partnerships and diversion, e.g., compostfng  Reduce constructfon waste  Measurable progress on the Road to Zero Waste  Clearly identffy what initfatfves would impact city goals for waste  Identffy what is most impactiul to prioritfze in order to reduce waste whether it is constructfon and demolitfon waste, plastfcs, recycling and re-use of rare earth materials, etc.  Explore and understand all optfons  Our Climate Future has identffied the top-priority areas of focus for meaningful progress on our waste diversion goals: 1) Constructfon and demolitfon materials, 2) Food scraps & yard trimmings, 3) Municipal industrial “waste” (soils & aggregates)  Contracted trash and recycling service to over 41,000 households in Fort Collins to start September 2024- services include weekly recycling and weekly yard trimmings (seasonally)  Existing requirements that new construction, remodels and demolitions to recycle cardboard, metal, aggregates and wood  Enforcement through permit documentation as well as site visits  Engaging in statewide C&D collaborations with  Infrastructure pathways: Develop clear pathway to local/regional construction & demolition waste sorting facility to enhance opportunitfes for recycling of building materials and for local/regional food scrap processing facility/facilities to enhance opportunitfes for keeping materials out of landfills  Policies leveraging existfng infrastructure: Implement the contracted hauling program to expand yard trimmings collectfon; develop policy for commercial/multf-family yard trimmings  Once infrastructure pathways identffied: Engage in policy/program development for residentfal and commercial food scraps  Additfonal staff resources required to manage City’s industrial waste DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 10 a goal of market development for C&D materials as well as constructfon and demolitfon materials Community Engagement  Contfnued robust educatfon and outreach to support residents and businesses. Council Priority #7: Reduce climate and air pollution through electrification. Lead: Our Climate Future Leadership Partners: Utflitfes (Energy Services), Sustainability (Environmental Services), Community Services (Parks and Natural Areas), Operatfon Services Priority Inputs How did Council define success? Current work underway Short Term Goals Resource Requirements  Advance Our Climate Future Big Moves – electrificatfon and decarbonizatfon of buildings through educatfon/public outreach, partnerships and funding consolidatfon (ex. Ithaca)  Substantfal progress toward climate actfon goals  Quantftatfve data on progress  Accelerate electrificatfon of new buildings  Increase number of buildings that are decarbonized  Increase in the uptake of loans and rebates  Retrofit the current buildings being electric  Develop Zero Carbon building code for new construction  Distributed Energy Resources (DER) incentives and electricity management for development of Virtual Power Plant.  Home Energy Reports, EV educatfon strategies, Building Energy and Water Scoring program  Epic Homes and Efficiency Works incentfve programs, Epic Homes Financing  Implement OCF Council Roadmap to simultaneously address climate, energy and waste goals while improving our  Adopt policies and performance standards for energy use in existfng buildings  Evaluate and identffy resources for improving local electric distributfon infrastructure to support building and transportatfon electrificatfon  Contfnue electric conversion of City- owned, gas-powered equipment (e.g., lawn & garden equipment, small utflity vehicles, fleet vehicles)  Strategic allocatfon of 2050 Tax funds through 2024 & 2025/2026 budget processes  Contfnue to build capital stack and administratfve  Existfng methods to increase building and transportatfon electrificatfon can be accelerated/scaled (e.g., more technical resources and incentfves for building owners to improve buildings and equipment, vehicle fleet conversions, etc.)  Infrastructure needs within Utflitfes to support enhanced electrificatfon DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 11 community’s equity and resilience resources to expand customers electrifying their homes using the Epic Loan revolving loan fund Community Engagement  Contfnue to build Shared Leadership approach for Our Climate Future outcomes, including with local instftutfons, Larimer County, Platte River Power Authority – the City cannot do it alone  Put people at the center of the solutfons for community leadership and an equitable, just transitfon to the clean energy future  City Climate Equity Committee (CEC) is advising staff on project/program development and implementatfon to bring diverse perspectfves with lived experience and direct community connectfons.  City/County Air Quality Monitoring Advisory Committee (AQ-MAC) is leading a community driven discussion on prioritfes in air quality monitoring and effectfve risk communicatfon.  Effectfvely manage stakeholder relatfonships to minimize engagement fatfgue but ensure community voice is heard.  Increased focus on communitfes of concern (aka under-resourced) and support for accessing available resources. Council Priority #8: Protect surface water in an integrated way and ensure resilient water resources. Lead: Water Utilities Partners: Natural Areas, Parks, City Manager’s Office Priority Inputs How did Council define success? Current work underway Short Term Goals Resource Requirements  Look at acquiring additfonal propertfes along Poudre River  Additfonal habitat restoratfon, monitoring river health, increasing flows  Accelerate actfons to protect and enhance the Poudre River  Preventfon of above ground infrastructure on public lands along the river  Habitat restoratfon, protectfon, and access (e.g., no fencing)  Enhance flows in the Poudre River  Increase partfcipatfon in community programs and educatfon for water awareness and conservatfon.  Compile informatfon on the ditch companies (% of government  Water Efficiency Plan 2024 – we are developing new goal(s) and prioritfzing various water conservatfon and efficiency strategies to optfmize outcomes (increased equity in program partfcipatfon and ROI). Rain barrels, consolidatfon opportunitfes, and conservatfon encouragement could all  Develop Fort Collins One Water Actfon Framework, Phase 2 – Develops the One Water Actfon Framework that identffies key strategies, goals, and performance metrics for the Water Utflitfes, based on the opportunitfes identffied in Phase I.  Poudre River Health Assessment Framework (RHAF) – assess the upper and middle river  The identffied short-term goals would be brought forth through the Budgetfng for Outcomes process. DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 12  Develop an irrigatfon ditch document for the City and FMA and develop policies and related governance – who owns the ditch companies, how much of each does the City own, and suggested ways on managing it like trees  Water conservatfon program consolidatfon  Provide creatfve ways to encourage water conservatfon to get community on board on what they can do as an individual (e.g., Rain barrels, irrigate yard, leverage raw water wells) ownership, ways to manage)  Decrease water usage per capita as a sign of increasing conservatfon.  Leverage cross- departmental and agency efforts. be addressed in the prioritfzatfon process.  Water Supply Requirements – we are developing a methodology for updatfng the Water Supply Requirements, Excess Water Use Fees, and assigning Water Allotments. 2024 will be spent developing a recommendatfon for City Council to approve in QTR 4 2024 with adoptfon in QTR 1 2025.  Fort Collins One Water Action Framework, Phase I (2024) – we are developing a holistfc approach to management of all water resources (raw water, drinking water, wastewater, stormwater) for improved and expanded beneficial outcomes. Phase I involves informatfon and data gathering to describe the water landscape of the Fort Collins community and establishes the Water Utflitfes’ One Water reaches through Fort Collins using the RHAF to understand current conditfons and identffy most impactiul opportunitfes to improve ecological health of the river in the face of current and future stressors.  Poudre Flows Initfatfve – A regional effort to keep more water in the river from the Poudre Canyon to the confluence of the South Platte, while not compromising the benefits of the water rights.  Poudre Water Quality Network – contfnue to build out the capabilitfes of the monitoring network by developing community-facing dashboard that enables real-tfme visualizatfon of water quality conditfons.  Leverage regional partnerships and opportunitfes to improve stream flows, habitat, and related goals.  NISP Response & Engagement – consultfng support for 1) engagement in River- DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 13 Vision and guiding principles.  Poudre River Watershed Protection – We engage in numerous partnerships with community groups, water utflitfes, suppliers, and land management agencies to plan and implement watershed health projects that reduce risks associated with wildfire and protect and enhance water quality, water supply infrastructure and watershed functfon.  Water Quality Monitoring Programs – lead three ongoing collaboratfve monitoring programs focused on protectfng drinking water quality and minimizing water quality impacts in the Poudre River from urban runoff, stormwater influence and reclaimed wastewater discharges. These programs support regulatory compliance with drinking water and wastewater regulatfons.  Source Water Protection Plan – working with wide master planning, and 2) resource-specific technical evaluatfon of proposed mitfgatfon strategies and impacts, as needed.  Leverage regional partnership and opportunitfes to improve stream flows, habitat and other related goals DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 14 regional partners to update the 2016 plan, which identifies potential pollution risks paired with best management practices for mitigating those risks within source watersheds. Community Engagement  Ongoing efforts with regional water service providers in Northern Colorado.  Community outreach programs through Water Conservatfon division.  Partfcipate in City and community events.  Movie theatre ads on water conservatfon programs, for example sprinklers and toilets (tfed to Water Efficiency Plan) – Planned for 2024.  Flyers and website development ongoing.  Outreach around Water Supply Requirements, water excess fees and water allotment assignments. Strategic Outcome Area: Transportation & Mobility Council Priority #9: 15-minute City – Accelerate our shift to Active Modes. Lead: FC Moves and Parks/Trails Partners: CDNS, Streets, Traffic, Engineering, Transfort, Environmental Health, Natural Areas, Police Services Priority Inputs How did Council define success? Current work underway Short Term Goals Resource Requirements  Community feels safe moving throughout the city without a car  Acceleratfon of Vision Zero plan  50% travel by 2032  Increase bike lane miles  Increase walking and biking score  Reduce fatalitfes  Community feels safe moving throughout the city without a car  Acceleratfon of Vision Zero Plan  50% of travel by 2032  Count bike lane miles  Decrease fatalitfes  Safe Routes to School Program  Actfve Modes Plan implementatfon  Vision Zero Plan implementatfon  Transportatfon Capital Project Prioritfzatfon Study 1. Operationalize Active Mode Investment: Prioritfze Actfve Modes and Safe Routes to School across all departments and funding 2. Update Land Use and Street Design Standards: Update policies, standards and guidelines based on an  The 2024 audit to identffy regulatory barriers will inform additfonal resource needs in 2025.  Strategic Trails Plan implementatfon needs will be evaluated during this process. DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 15  Safe Routes to School – quantffy and set a target  Safe to Routes to Schools – quantffy and set target  Increase walking and bike scores  Transportatfon Capital Improvement Plan  Shift Your Ride program  Tax renewals: Pavement Maintenance and CCIP  Transfort System Optfmizatfon  Adult educatfon and outreach audit to be completed in ‘24. 3. Update the Strategic Trails Plan: The update will begin in 2024 and will be integrated into the Actfve Mode Plan. 4. Expand Existing Programs: Identffy short term opportunitfes to expand existfng programs such as Safe Routes to School and Shift Your Ride for greater impact. 5. Awareness/Coalition Building: Test and demonstrate diverse ways to raise awareness and support 6. Tax Renewals/BFO: Leverage upcoming Tax Renewal efforts and Budgetfng for Outcomes (including 2050 Tax) to centralize and future proof funding. 7. Bolster Operations and Maintenance: Explore ways to bolster maintenance and operatfons of existfng bike and pedestrian facilitfes. 8. Short Term Tracking and Metrics: City Staff will identffy the most critfcal metrics and tracking  Expansion of existfng programs will require additfonal or reallocated funding and can be explored during the 25/26 BFO Process  Based on the success of new engagement in 2024, additfonal resources will be required in 2025 to contfnue or expand.  Current maintenance budgets for streets, sidewalks and off-street trails are struggling to keep pace with the growth of the network. The unique maintenance needs of some facilitfes also require equipment investments. City Staff will explore opportunitfes to leverage existfng budgets and advance proposals in the 2025/2026 Budgetfng for Outcomes Process. DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 16 methods from all plans to focus reportfng progress during this two-year tfmeframe. Community Engagement  Robust community engagement for the next phase of the Land Use Code update.  Citywide community engagement and outreach efforts for the Strategic Trails Plan to inform the vision and strategies of the plan.  Customer input and demand will inform specific strategies to support programs.  Meaningful, equitable community engagement and smaller scale events to raise community awareness and support. Strategic Outcome Area: High Performance Government Council Priority #10: Develop a Hughes Site Master Plan. Lead: City Manager’s Office, Community Services Priority Inputs How did Council define success? Current work underway Short Term Goals Resource Requirements  Master Plan for Hughes that allows connectfon to nature through recreatfon – foot, bikes, skis  Youth-led bike park plan  Support the creatfon of the wildlife and nature campus on the former Hughes site  Retain Hughes as a natural area wildlife and nature campus and low-impact recreatfon  Decisions made based on broad public input and community involvement  There is a place for every idea even if it’s not at Hughes.  Solidified Master Plan within 2 years.  Broad, general engagement was conducted in the fall of 2022 to better understand community interest in different uses on the site.  Develop a scope and cost for a planning process including community engagement and site design.  In parallel, determine feasibility of a mountain bike park and a wildlife/nature campus at this site or to identffy alternate locatfons.  To complete an engagement and adoptable site plan, some level of funding would be required. Consideratfon for an off-cycle appropriatfon or wait to submit an offer for the 2025-2026 budget cycle.  Any implementatfon of a developed plan would need to come through future budget process, grants, etc. Community Engagement  There is currently no engagement planned related to the Hughes site.  A scope/tfmeline can be created and presented to Council at a future work session. DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 17 Council Priority #11: Make government more accessible, approachable, and fun. Lead: CPIO Partners: Equity Office, all departments Priority Inputs How did Council define success? Current work underway Short Term Goals Resource Requirements  More clarity on how you address the government  Every resident feels like they have the same access and knowledge  Keep Fort Collins fun – easier to have organic, fun things in our community  Address voter turnout and accessibility, including educatfon on Rank Choice Votfng  Communicate clearly to our community what our prioritfes are  How do folks want to engage with the city?  Tell our story and bring community along with us rather than just informing  Youth engagement  Neighborhood ambassadors  City interactfng with community other than in a technical way.  Come to Council at 5:30 to meet your Councilmember  Robust and inclusive plan for voter outreach and educatfon  Rethink how City communicates with community  Identffy how we reach community  Understand how community wants to receive informatfon  Think about the City’s voice on social media  Connect with all ages  Address accessibility to informatfon (giving and receiving)  Language access guidelines  Inclusive engagement guide  Digital experience (website, legislatfve management, other digital systems)  Customer Experience roadmap  Digital accessibility  Ongoing community events (Linden St., Open Streets, Bike to work day, etc.)  Ec. Health business listening sessions, business connectors/bilingual navigators’ outreach, business appreciatfon celebratfons, Council/ business features, etc.  CityWorks 101  Cultural Services pop-ups  Council/ community meet and greets, ex Council proclamatfon receptfons  Council listening sessions  Youth Advisory board reboot  Optfmize website and implement new digital experience platiorm (Phased launch through 2024 and 2025)  Digital accessibility transitfon plan (implementatfon by July 2024)  Exploratfon of a 3-1-1 service  Identffy and remove barriers to smaller neighborhood events  Pilot deliberatfve democracy innovatfons, such as “citfzen” assemblies with partners like CSU.  Video storytelling strategy  Develop a multflingual pay program  Funding to amplify/ promote informatfon more broadly to the org (advertfsing, print, traditfonal communicatfon channels)  Funding for new website and ongoing maintenance  Funding for staff/technology for 3-1-1 service  2025 BFO for a community engagement manager in Equity Office to include contractual community connectors program for multf- cultural representatfon  2025 BFO for an in-house translator in Equity Office DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Proposed Council Prioritfes Table 18  Bike to School Day  Utflize social media to communicate that residents can interact with Council in a variety of ways  Promote intergeneratfonal relatfonships to energize inclusion of seniors in our community. e.g., Rams Against Hunger Community Outreach  Annual Community Survey and other engagement efforts to learn about barriers and preferred methods of communicatfon and engagement. Council Priority #12: Continued stewardship of our civic institution. Lead: City Attorney’s Office Partners: City Clerk’s Office Priority Inputs How did Council define success? Current work underway Short Term Goals Resource Requirements  Charter Review  Complete Charter Review  Currently review the charter but not as a systemic effort  Complete review of Charter for inconsistencies and obsolete language by late 2025  Supplemental outside counsel Community Engagement  Depends on nature of review. May not be needed for correctfve changes as opposed to new policy changes. DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Fort Collins City Council Retreat | January 2024 1 DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Fort Collins City Council Retreat | January 2024 2 Executive Summary On January 27, 2024, the City of Fort Collins hosted a City Council Retreat to discuss operational challenges and priorities for the next 24 months at Colorado State University’s Canvas Stadium. The retreat was professionally facilitated by Fountainworks, a public sector-focused strategy and management consulting firm. The goals of the retreat were to: • Identify Council priorities for the next 24 months. • Define success factors for each priority. The agenda for the retreat included: • Welcome from Mayor and City Manager • Priorities for the Coming Year • Defining Success for Each Priority • Other City Business • Closing Remarks from the Mayor • Next Steps from the City Manager This document summarizes the retreat’s agenda and council members’ input. Comments were captured as the conversation flowed and do not reflect any priority unless noted. Building Out the Priorities Ahead of the retreat, Council members prepared up to 5 top priorities that they hoped staff would focus on over the next 24 months. After a brief welcome and warm up exercise, Council members were asked to share their top priorities for the next 24 months. Each Council member had up to 10 minutes to share their priorities. A “bike rack” was introduced to capture Council priorities and additions that did not directly relate to the 12 main identified priorities discussed during the retreat. The items in the bike rack are captured at the end of the summary. Main Priorities Council members identified 12 main priorities for staff to focus on for the next 24 months. For each priority, Council members were asked to identify what success looks like and determine what is most important about each priority. The priorities listed below are in order of discussion, not significance. DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Fort Collins City Council Retreat | January 2024 3 During the discussion, Council members identified 5 items for staff to bring information and/or recommendations at the next work session on February 13, 2024. These items are notated with an asterisk (*). Note that Council members did not address “what’s important?” for every priority as both Council and staff felt they had a shared understanding of what Council was intending for that specific priority. Hughes Master Plan Define Success: • Decisions made based on broad public input and community involvement • There is a place for every idea even if it is not at Hughes • Solidified Master Plan within 2 years Electrification and GHG Reduction Define Success: • Quantitative data on progress • Accelerate electrification of buildings • Air quality!!! o (Oil and gas) wells What’s Important? • Consider relationship to human and social health priority DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Fort Collins City Council Retreat | January 2024 4 Active Modes* Define Success: • Community feels safe moving throughout the city without a car • Acceleration of Vision Zero plan • 50% of travel by 2032 • Count bike lane miles • Lower fatalities What’s Important? • Safe routes to schools – quantify % and set target • Increase walking bike scores Waste Reduction and Recycling Define Success: • Lower food waste with community partnerships and diversion* • Lower construction waste • Measurable progress on the road to zero waste • Clearly identify what initiatives would impact city goals for waste reduction What’s Important? • Public/private partnership • Identify what would make the most impact • Explore and understand all options Make Government More Accessible, Fun & Approachable Define Success: • Robust and inclusive plan for voter outreach and education • Rethink how City communicates with community • Identify how we reach community • Understand how community wants to receive information • Think about the City’s voice on social media • Increase opportunities for Council to interact with public informally • Expand resident interaction beyond operations/business • Identify other media sources to share information • Promote the services the City offers What’s Important? • Connect with all ages • Address accessibility to information (giving and receiving) • FUN • How does this fit into DEI? DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Fort Collins City Council Retreat | January 2024 5 Human and Social Health Define Success: • Identify barriers, resources and challenges to operationalize DEI (including affordable housing, mobile home)* • Limit/eliminate local income verification for services • Increase number of lower income access to City services • Identify program and statistics for food insecurity • Staff bring resources for air quality policy and action for Council to consider at work session What’s Important? • How are we serving our vulnerable populations? What do they need? • Consider CSU students Economic Health Define Success: • Diversify businesses • Identify and remove barriers for business • Identify and remove barriers for a robust workforce (i.e. a healthy mix) and training availability • Resources for business sustainability and vitality • Focused energy on an industry FoCo can be known for o Evaluate process for business at all levels What’s Important? • Longevity of businesses (small and large) • Affordability/retention • Attract workforce 15-minute City Define Success: • Identify and remove barriers to achieve 15-minute city Water Resources/Quality Define Success: • Habitat restoration (ex: fencing) • Protect and enhance the Poudre River • Increase participation in community programs for preservation and restoration and education • Compile information on the ditch companies (% government ownership, ways to manage) DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Fort Collins City Council Retreat | January 2024 6 What’s Important? • Leverage cross-departmental efforts* Public Education on Animal Welfare (Wild and Domestic) Define Success: • Establish a public education program on impact of outdoor cats Consider local breeding facility • Identify ways to protect and impact bird population threats • Solicit public opinion What’s Important? • How does City policy reflect FoCo stance on animal welfare* Complete Charter Review Define Success: • Continued stewardship of our high performing government Affordable Housing Define Success: • Operationalize City resources to build affordable housing (sustainable funding, URA, staff, development review fund, eviction legal fund, City-owned resources, etc.) Request for Information and Staff Recommendation While defining success and identifying what is important about their priorities, Council also requested more information and recommendations from staff about 5 specific initiatives at the next work session on February 13, 2024. These requests for information and recommendations are captured below in order of discussion, not importance. Council Requests:  Staff recommendations on strategies to address active modes  Staff recommendations on strategies to lower food waste with community partnerships and diversion o Ex: composting  Information about current City efforts around DEI  Information about current cross-departmental efforts  Information about current City regulation and the definition of a “puppy mill” DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD Fort Collins City Council Retreat | January 2024 7 Bike Rack For initiatives that did not fit into the scope of the 12 identified priorities form the main discussion and/or were identified as tasks, responses were captured on the bike rack. The bike rack is designed to capture all items Council wants staff to keep in mind for the future, even if they are not related to the main 12 priorities. The responses from the bike rack are listed below in no particular order. Bike Rack Responses: • State Regulations • Municipal Innovation Fund • River Diversion • Align city policies with SB23 -111 • Messaging and education about FCPD and ICE • Solar • 2 tracks for historic review process • Maintenance for annexed streets Following the facilitated portion of the retreat, Council attended to other business. At the end of the discussion, Council members participated in a brief close-out exercise by sharing their hopes for the future success in Fort Collins. After this conversation concluded, City Manager Kelly DiMartino reassured Council that staff would provide requested information and recommendations at the work session and work to operationalize these properties. Mayor Jeni Arndt then adjourned the meeting. DocuSign Envelope ID: 03A9DC93-AA23-481D-AF05-7AC95CED1FCD