2015P LAN
N: FRRAMEEWORRKCLIMA
ATE ACTION PLANN FRAMEWORK – March 20151

Fortt Collins
2015 Climate
e Action Plan
Fram
mewo
ork
March 20115

City of Fortt Collins
PO Box 5880
Fort Collinss, CO 80522
fcgov.com//climateprotecttion
fcgov.com//utilities
fcgov.com//enviro

ACKNOWLEDGEMENTS
Fort Collins City Council
Karen Weitkunat, Mayor
Gerry Horak, Mayor Pro-tem, District 6
Bob Overbeck, District 1
Lisa Poppaw, District 2
Gino Campana, District 3
Wade Troxell, District 4
Ross Cunniff, District 5
Climate Citizen Advisory Committee
Bill DeMarco
Bryan Watkins
Chadrick Martinez
Dana Villeneuve
Dianne Ewing
Eric Levine
Glen Colton
Greg Rittner
Harry Edwards
Holly WrightJohn Holcombe
Kellie Falbo
Marge Moore
Mark Easter
Mike Freeman
Olivia StowellRich Fisher
Sara Frazier
Scott Denning
Stacey Clark
Suraj Renganathan
Tom Ghidossi
Yvonne Myers

City Manager
Darin Atteberry
Deputy City Manager
Jeff Mihelich
Project Management Team
Bruce Hendee, Chief Sustainability Officer
Sustainability Services
Lucinda Smith, Project Manager
Bonnie Pierce
Emily Wilmsen
Josh Birks
Melissa Hovey
Fort Collins Utilities
Steve CatanachJohn Phelan
Lance Smith
Lisa Rosintoski
Travis Paige
Planning, Development and Transportation
Paul Sizemore
Numerous other staff contributed to thedevelopment of this CAP Framework.
Consultants / Resources
The Brendle GroupRocky Mountain Institute
Platte River Power Authority

Participating Climate Committee Alternates:
Chris O’Dell
Hunter Buffington
John Shenot
Kelly Giddens
Lisa Rephlo
Stacey Baumgarn
Shawn Tierney

CLIMATE ACTION PLAN FRAMEWORK – March 2015iTABLE OF CONTENTS
Executive Summary ................ 1
EMISSIONS TRENDS AND
PREVIOUS TARGETS ........................................... 1
SETTING NEW GOALS.................................................. 22015 CLIMATE ACTION PLAN FRAMEWORK.............. 3
ESTIMATED EMISSIONS REDUCTIONSBY STRATEGY ....................................................... 4
FROM PLANNING TO ACTION ..................................... 5
A ROLE FOR EVERYONE ............................................. 5

Chapter 1 - Need for
Climate Action ......................... 6
WHY CLIMATE CHANGE MATTERS
IN FORT COLLINS ................................................. 6
MULTIPLE CO-BENEFITS OF
CLIMATE ACTION .................................................. 7
ROLE OF CITIES............................................................ 8
FORT COLLINS’ CLIMATE COMMITMENT................... 8
WHY ACCELERATE FORT COLLINS’
CLIMATE ACTION GOALS .................................. 10
THE RISKS ................................................................... 10
WHY FORT COLLINS CAN SUCCEED ....................... 11

Chapter 2 Framework for Action ........... 13
THE PROCESS ............................................................ 13
WHERE ARE WE STARTING? .................................... 13
PROJECTED FUTURE EMISSIONS............................ 14

Chapter 3 - Emissions
Reduction Strategies ............ 17
BUILDINGS: BOOSTING EFFICIENCY,
COMFORT AND HEALTH.................................... 18
ADVANCED MOBILITY: MAKING
TRANSPORT FASTER, MORE
CONVENIENT AND CLEANER ........................... 22
ENERGY SUPPLY AND DELIVERY: THE SHIFT TO
RENEWABLE ENERGY RESOURCES ............... 27
WASTE REDUCTION /MATERIALS REGENERATION ........................... 32

Chapter 4 - Triple Bottom
Line Considerations ............. 38
PRELIMINARY COSTS AND
SAVINGS ESTIMATES ........................................ 38
FINANCING OPPORTUNITIES ................................... 39
INCREASED RESILIENCY .......................................... 42
TRIPLE BOTTOM LINE IMPACTS .............................. 43
SUPPORT FOR CITY
CITY STRATEGIC PLAN OBJECTIVES .............. 44

Chapter 5 - What does thismean for the Community? ... 46
HOUSEHOLDS ............................................................ 46
BUSINESSES .............................................................. 46
CITY OF FORT COLLINS GOVERNMENT ................. 47

Chapter 6 - Actions for2015 and 2016 ....................... 48
PLANNED ACTIONS ................................................... 48
RECOMMENDED NEW ACTIONS .............................. 49

Chapter 7- Accountability:
Plan, Do, Check, Act ............. 50
ANNUAL REPORT ....................................................... 50
METRICS ..................................................................... 50
PERIODIC CAP UPDATE ............................................ 50
GLOSSARY OF TERMS .............................................. 51

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CLIMATE ACTION PLAN FRAMEWORK – March 2015

Executive Summary
The science is clear - climate change is already occurring and is no longer a distant threat. And the cost ofinaction is unacceptable. Globally, the rise in temperatures has profound implications for natural resources,
economic prosperity, health and human development. Fort Collins has long committed to reduce community
greenhouse gas (GHG) emissions and to increasingly monitor local vulnerability to higher temperatures andactively explore ways to adapt and become more resilient. Since 1999 Fort Collins has pursued deliberateactions to reduce community GHG emission and make a difference within our community that has global
benefits. To date, Fort Collins has reduced its greenhouse gas emissions five % below 2005 by partnering,educating and inspiring the community. Now , pursuant to City Council Resolution 2014-028, this Climate Action
Plan (CAP) Framework has been developed to explore what it would take to achieve reductions in community
GHG emissions of: 20 percent below 2005 by 2020, 80 percent below 2005 by 2030,
 and carbon neutrality by 2050.

EMISSIONS TRENDS AND PREVIOUS TARGETS
Fort Collins has calculated and reported its community GHG emissions since 1999 and focused its GHG
reduction efforts on its largest emissions sources: electricity, natural gas, ground travel, and solid waste. Overall
emissions are down 5% since the baseline year 2005, with the largest improvement seen in reducing emissions
from community-generated solid waste. It is significant that these decreases occurred over a period of sizeable
growth in population (16%) and economic prosperity (22% as measured by sales and use tax collections).
FIGURE 1. FORT COLLINS COMMUNITY GREENHOUSE GAS EMISSIONS* Airline travel has been removed from the community greenhouse gas inventory.

CLIMATE ACTION PLAN FRAMEWORK – March 2015

1

2. FORT COLLINS GREENHOUSE GAS EMISSIONS, SALES & USE TAX* AND POPULATION*Does not include the Keep Fort Collins Great tax collections.
25%% CHANGE FROM 2005

20%
15%

GREENHOUSE GAS EMISSIONSPOPULATIONFORT COLLINS SALES & USE TAX
*

10%
5%
0%
-5%
-10%
-15%

From 2008 through 2014, Fort Collins City Council targeted community GHG reductions at 20% below 2005
levels by 2020 and at 80% below 2005 by 2050. Our recent experience suggests that reaching an additional
15% carbon reduction in five years remains a challenge unless we rethink our approach. While no single step
can reverse climate change effects, Fort Collins can pursue more reduction strategies, take advantage of leadingedge technologies, and engage more citizens across our community in this effort to reduce carbon pollution.

SETTING NEW GOALS
Comparing the trend in community GHG emissions to the 2008 goals, it has become increasingly clear that
additional strategies are needed to spur additional action. Fortunately, targeting higher GHG reductions andaccelerating our actions to achieve these reductions provides a range of benefits that can appeal to all segmentsof the community. Many residents choose to live in Fort Collins because of its natural beauty and their enjoymentof an active outdoor lifestyle, and therefore will continue to support increased pedestrian and bicyclingtransportation options and access. Businesses are attracted to the local innovative, entrepreneurial spirit and arewilling to embrace new technologies that help reduce use of energy and other resources. Citizens of all ages
want to see increased local job opportunities arise out of greening our buildings, generating energy fromrenewable sources, and creating transportation systems that serve more while using fewer fossil fuels. Many
may enjoy opportunities to improve the comfort of their homes while reducing utility usage and costs throughtheir retirement years.
In 2014 City Council demonstrated a willingness to consider more aspirational GHG reduction goals of: 20% below 2005 levels by 2020
 80% below 2005 levels by 2030
 100% below 2005 levels by 2050 (carbon neutral)

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CLIMATE ACTION PLAN FRAMEWORK – March 2015

City Council then acted by authorizing formation of a citizen advisory committee to explore what it would take tomeet these objectives, and directing staff to conduct analyses of the steps necessary to meet these GHG
reduction objectives.
The value of goal setting cannot be underestimated. By setting a goal that makes Fort Collins a leader in thetransition to a clean energy economy, the City may stimulate local innovation and entrepreneurial activity, attract
new partners and outside capital, and encourage funding for cutting edge research and development.
Community-wide goals provide a framework for public and private stakeholders to collaborate, and also
encourage coordinated actions that simultaneously boost the community’s engagement, competitive spirit, andsense of pride.

2015 CLIMATE ACTION PLAN FRAMEWORKThis document provides a framework for climate action planning to guide implementation of a new set ofstrategies that strive for more dramatic GHG reductions in Fort Collins. It is the result of a 9-month planning
effort that engaged a core analytical team, a Citizen Advisory Committee, and input from experts across thenation to investigate state-of-the-art reduction tactics, and existing and best practices. The research andpreliminary numerical modeling that was conducted to investigate strategy interrelationships and community
impacts provides an initial understanding of what is possible. More detailed planning for implementation will be
required for each strategy that incorporates emerging technologies, pricing and market information, andavailable financing tools. We will also learn through piloting new programs and projects. Each implementation
step will build upon previous steps and incorporate lessons learned.
Of course, there are associated costs and risks tied to both pursuing aggressive climate action and to not taking
these actions or delaying them. We must be mindful to not deploy technologies before they are fully developedor have become cost effective, and deliberate about ensuring the reliability of our electric supply. Investments
into the solutions will be required. We have a responsibility to manage initial costs to lessen upfront impacts andavoid inequities. But doing nothing or delaying accelerated reduction scenarios runs the risk of continued fossil
fuel dependence, with its impending carbon regulations. At the same time, inaction can lead to even greater
traffic congestion and worsening air quality.
The City’s communications strategy is vital to the success of these planning efforts. We need to continue thesteady, responsible actions already underway to reduce GHG emissions while engaging even more residents
and businesses in Fort Collins. The new strategies described in this framework plan will bring more choices tomore people, and these opportunities should be communicated broadly to Fort Collins' citizens to ensure
successful adoption.

CLIMATE ACTION PLAN FRAMEWORK – March 2015

3

ESTIMATED EMISSIONS REDUCTIONS BY STRATEGYThe estimated total carbon reductions for the suite of strategies and tactics described in this framework plan
come within 10 to 15% of City planning objectives to reduce emissions 20% below 2005 levels by 2020, 80%
below 2005 levels by 2030 , and achieve carbon neutrality by 2050.
FIGURE 3. ESTIMATED PERECENT OF TOTAL EMISSIONS REDUCTIONS FROM CAP FRAMEWORKSTRATEGIES BELOW ADJUSTED BUSINES AS USUAL FORECAST
2020

2030

2050

3%
20%

2%
15%

3%
21%

27%

18%

21%

7%
3%

4%
3%

5%
3%

2%

2%

6%

Advance Residential and Commercial Solar Adoption

0%
18%

30%
14%

11%
10%

Shift Heating Loads to Biofuels, Geothermal, andElectrification

3%

4%

12%

17%
<1%

7%
<1%

9%
<1%

Buildings: Boosting Efficiency, Comfort and
HealthBuild in Efficiency From the Start
Make Existing Homes More Efficient
Increase Energy Efficiency in the Institutional,
Commercial, and Industrial Sectors`Advanced Mobility: Making Transport Faster,More Convenient and Cleaner
Shift Land Use Patterns to Shorten Trips and Reduce
the Need to Drive
Drive Adoption of Multimodal Transport
Accelerate Adoption of Fuel Efficient and Electric
VehiclesEnergy Supply and Delivery: The Shift toRenewable Energy Resources
Advance Utility-Scale Renewable Energy Supply

Waste Reduction and Materials Regeneration
Road to Zero Waste /Carbon Sequestration
Carbon Sequestration
TOTAL ESTIMATED MTCO2e REDUCTION FROMSTRATEGIES
Estimated Percent Reduction from 2005 Baseline

272,000
32%+

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CLIMATE ACTION PLAN FRAMEWORK – March 2015

1,119,000 1,192,000
73%+
86%+

FROM PLANNING TO ACTION
An appropriate next step will be to compile a 2020 Climate Action Implementation Plan that outline actions
required to meet community GHG goal for 2020 and put Fort Collins on a trajectory to meet an aspirational 2030
GHG reduction objective. Detailed steps that lay out schedules, milestones, resources, and metrics will be
developed to ensure proper sequencing and integration of strategies. Determining critical timing and funding
strategies for key strategies must be coordinated across City departments and support must be sought from
community businesses and leaders. And perhaps most importantly, community awareness raising andengagement must be successful in order to put the Implementation Plan into motion.

A ROLE FOR EVERYONE
Every community member has a stake in this effort. We all can play a role – be it small or large – to building a
new pathway towards a more sustainable future. It could be a simple as installing a smarter and simpler-to-use
programmable thermostat that cuts your energy use, or riding the bus or your bike more often. Others might
consider investing in an electric vehicle (EV) or residential rooftop solar. Businesses might invest in rooftop solar
or offer their employees new opportunities that address carbon reduction, ranging from EV charging stations andride share programs to make it easier to commute while reducing the number of miles driven. We haveindividual opportunities to seek solutions to this community issue and invest in those solutions, we can all derive
multiple benefits socially, economically, and for our environment now and into the future.

CLIMATE ACTION PLAN FRAMEWORK – March 20155

CHAPTER 1

Need for Climate Action
Widespread consensus exists that human-caused emissions of greenhouse gases (GHG) are impacting Earth’s
climate system, causing the potential for unprecedented, large-scale, adverse health, social, economic, financial,security, and ecological effects. The risks associated with climate change have prompted many cities to plandifferently for the future, Fort Collins among them.
The time to act is now
The Intergovernmental Panel on Climate Change (IPCC) released a final summary report in Copenhagen in
November 2014. This report underscores three major facts about climate change: Climate change is human-caused and is already having dangerous impacts across the world; If the world community acts now, warming can still be kept below the politically agreed upon "safe" limit of two
degrees Celsius; The ability to secure a safe climate future is not only possible but also economically viable.
The summary report also recognizes that
“Mitigation can be more cost-effective if using an integrated approach that combines measures to reduce energy
use and the greenhouse gas intensity of end-use sectors, decarbonize energy supply, reduce net emissions andenhance carbon sinks in land-based sectors.”
This is the premise upon which Fort Collins’ Climate Action Plan Framework is built.

WHY CLIMATE CHANGE MATTERS IN FORT COLLINS
Here’s what the Fort Collins region can expect from climate change unless greenhouse gas emissions aredramatically reduced:
 Soaring summer temperatures. Days in which the thermometer climbs past 90 degrees F, once rare, will
become commonplace. Climate models, down-scaled for our region, predict it is highly likely our summers will
be up to 6OF higher by 2040.1 Increased heat can exacerbate ground level ozone and smog, worsen visibility
and affect citizens’ health.
 Longer and more intense droughts. These will have cascading negative effects on all environmental fronts,
from native trout viability to urban and national forest productivity.
 Less snowpack, with earlier snowmelt runoff. This means reduced stream flows and soil moisture in summer
months, so that water may not be available when it is most needed.
 Despite the increasing frequency of drought conditions, the rainfall that does come may be more concentrated
in heavy downpours, increasing the risks of flooding.
 Higher temperatures and lower soil moisture will increase the threats to forests from fire, insects, and disease,affecting recreation, the timber industry, and air and water quality.
 More severe heat waves and storms will threaten human health, perhaps even human lives. The Fort Collins“Extreme Heat” report documents the occurrence of more hot days and heat waves this century than in earlier
decades.2 With continued climate change, the forecast is for much more extreme heat, especially if future
emissions of heat-trapping pollution are high.
1Climate Change Primer for Fort Collins, 2013.

(http://www.fcgov.com/climateprotection/pdf/fortcollinsclimatechangeprimer2013.pdf)
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CLIMATE ACTION PLAN FRAMEWORK – March 2015

Fort Collins and the State of Colorado have already caught possible glimpses of the disasters that may comewithout quicker action to cut emissions. The 2012 High Park and Waldo Canyon wildfires, and the 2013 Black
Forest fire, were the most destructive in the state’s history, destroying hundreds of homes. The September 2013
flood swept away roads, bridges and homes along the Big Thompson River and other areas, and caused morethan $2 billion in regional damage. The August 2013 heat wave forced the community’s schools to close. And
the mountain pine beetle, unleashed by milder winters, has decimated more than 4 million acres of forest acrossthe state.
These predicted and actual impacts illustrate what Fort Collins has at stake as humans change the climate andwhy reducing climate-changing pollution matters.2

MULTIPLE CO-BENEFITS OF CLIMATE ACTION
Studies continue to illustrate that taking action to address climate change can be beneficial. In 2013, the Carbon
Disclosure Project, along with the C40 Cities Climate Leadership Group, found that, of the 110 global cities
reporting, 91% say that tackling climate change presents economic opportunities. Sixty-two percent of thereported reduction activities being undertaken by cities have the potential to make cities more attractive tobusinesses, with the largest attractors being energy efficiency actions and development of infrastructure for nonmotorized transport.3
The Fort Collins community could realize significant ancillary economic, environmental and social benefits byundertaking responsible steps to combat climate change.
 Support local businesses and stimulate economic development
 Provide economic stimulation of research and development activities Reduce home and business energy costs for heating, cooling and lighting
 Reduce home and business motor vehicle fuel costs
 Reduce dependence on foreign fuel sources
 Reduce vulnerability to energy price increases and volatility
 Reduce peak energy demand and improve utilization of the electricity system
 Diversify energy supply and reduce loads on transmission system Reduce air pollution emissions including ozone precursors and fine particles
 Improve public health Improve local visibility
 Reduce waste and increase landfill diversion rates
 Reduce vehicle miles of travel and road congestion
 Reduce water consumption in the community Increase Fort Collins’ ability to adapt to a changing climate
 Provide opportunities for regional, state and national leadership and recognition
Local governments have strong financial incentives to address climate change. Reducing local carbon
emissions means pursuing a variety of programs and practices that are energy prudent, and thus ultimately
fiscally responsible.
2“Extreme Heat in Fort Collins”, 2014 (http://www.fcgov.com/climateprotection/pdf/heat-report-jan-2014.pdf)
3 https://www.cdp.net/CDPResults/CDP-Cities-2013-Global-Report.pdf

CLIMATE ACTION PLAN FRAMEWORK – March 2015

7

ROLE OF CITIESWith more than 80% of Americans living in urban areas,
cities play a pivotal role in addressing climate change.
The design of cities—what we consume, how we design
our buildings, how we develop our land, how we getaround, and how we deal with our waste—significantly
determines the amount of energy we use, the greenhousegas emissions we produce, and the risks of disruption
from climate-related weather events.
While Fort Collins’ impact on global greenhouse gas
emission is very small, leadership action is a powerfulforce that can be multiplied many times over. This
capacity to inspire change is further complemented by theCity’s control of local electricity and water utility
operations. Cities like Fort Collins, and other leading
cities, have the opportunity to demonstrate to the nationand the world that it is possible to dramatically reducegreenhouse gas emissions, while maintaining andenhancing its position as a healthy, prosperous andresilient place to live, work, and play.
Cities and communities are today at the forefront ofpractical, meaningful climate action. Many cities andsome states are taking action. In a recent survey of 288
major cities, more than half (53%) had committed toreducing greenhouse gas emissions4. National andinternational networks of cities, including 100 Resilient
Cities, International Council for Local Environmental
Initiatives, C40 Cities, and many others are sharing best practices and comparing results.
Local planning enables communities to craft policies that are best adapted to local values, opportunities,
constraints, and economic considerations. Communities and states that have been proactive in formulating
policies to address climate change, like Fort Collins and the State of Colorado, will be better prepared to meetthe EPA’s proposed carbon emissions regulations under Section 111(d) of the Clean Air Act.

FORT COLLINS’ CLIMATE COMMITMENT
Fort Collins has been a leader in climate protection for almost two decades, starting with the first “Local Action
Plan to Reduce Greenhouse Gas Emission” adopted in 1999. Through leadership and involvement by many,
emissions are below 2005’s baseline, at the same time that population and economy have grown. This CAP
framework is the latest in a series of progressive actions that the Fort Collins community has taken over the past
two decades to respond to increasing concerns about climate change and its global and local impacts. The goals
in this framework plan are among the most ambitious in the nation.
http://usmayors.org/pressreleases/uploads/2014/0422-report-climatesurvey.pdf

48

CLIMATE ACTION PLAN FRAMEWORK – March 2015

FIGURE 3. FORT COLLINS’ CLIMATE COMMITMENT

CLIMATE ACTION PLAN FRAMEWORK – March 2015

9

WHY ACCELERATE FORT COLLINS’ CLIMATE ACTION GOALSIn April 2014, Fort Collins City Council passed Resolution 2014-028, calling for an ad hoc citizen advisorycommittee to develop, for City Council’s consideration, an updated Climate Action Plan that described the steps
our community will need to take to achieve community-wide GHG reduction goals of: 20% below 2005 levels by 2020
 80% below 2005 levels by 2030
 100% below 2005 levels by 2050 (carbon neutral)
Why? Because: Fort Collins is especially vulnerable to the effects of climate change, so enhanced actions to reduce emissions
and prepare for climate change are needed.
 New opportunities have emerged to reduce local emissions since the 2008 Climate Action Plan was adopted.
 Fort Collins is uniquely positioned to demonstrate to other communities how deep reductions in GHG
emissions can be made while remaining economically vibrant.
Most countries have acknowledged the threat of climate change and are making commitments, or issuing rules
and regulations, to reduce emissions. Some community climate action plans, such as Fort Collins’ 2008 plan,call for an 80% reduction in carbon emissions by 2050 in an effort to limit global warming to two degrees
centigrade (3.6 degrees F). However, many scientists believe that this goal is simply not aggressive enough,calling a 2-degree global warming limit a “prescription for disaster.”A clear, long-term goal allows Fort Collins to determine in advance the major efforts and initiatives it must
undertake as a community over the next two to three decades, and to identify and prioritize near term actions. By
setting a goal that makes Fort Collins a leader in the transition to a clean energy economy, the City has thepotential to stimulate local innovation and entrepreneurial activity, attract new partners and outside capital, andencourage funding for cutting edge research and development. Such an aspirational goal may drive more action
to reduce emissions than would occur without a goal and plan and could boost the community’s engagement,competitive spirit, and sense of pride.
United action could bring many benefits to Fort Collins—and make a compelling case for other communities toquickly follow suit. The benefits of a long-term aspirational goal and a Climate Action Plan framework include: opportunity to analyze options and prioritize actions
 establish a process for tracking, evaluating, and recalibrating
 provide clarity and inspiration to the community and other potential partners/allies align and combine the strengths of the private/public sectors

THE RISKS
Accelerating the City’s emissions reductions targets is not without cost or risk. At the same time, the risks of not
taking aggressive action against climate change are significant. Fort Collins is now largely dependent on coaland natural gas to generate electricity and heat for homes, and on oil to fuel vehicles. Simply maintaining thecurrent electricity grid, local residential/commercial building stocks and transportation system to 2030 and 2050
is expensive. Delaying implementation strategies may not be fiscally prudent. As the U.S. and other countries
move towards mandatory curbs on greenhouse gas emissions, the costs associated with carbon-generating
activities will increase. Some of the risks are outlined below.

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CLIMATE ACTION PLAN FRAMEWORK – March 2015

FIGURE 4. TO ACT OR NOT TO ACT - BOTH CHOICES HAVE RISKS AND COSTS
Risks of inaction (business as usual)

Risks of accelerated climate action

 Significant opportunity cost:
Fort Collins loses its position as a leader in the clean
tech market and misses out on opportunities to attract
funding, investor capital and innovative businesses.

 Investing too early:
Technologies may not yet be fully developed or costeffective.

Greater congestion and worsening air quality:
Failure to significantly reduce onsite combustion fromtransportation reduces Fort Collins’ quality of life andattractiveness as a community.

 Carbon regulation (and costs) imposed on Fort
Collins:
New national rules could impact citizens andbusinesses by applying a cost to carbon emitting
activities.
 Continued fossil fuel dependence:
Fossil fuel price spikes and fuel supply shocks may
hurt the local economy.

 Inequitable impacts:
Costs may not be borne equally across thecommunity, leading to inequities.
 Less reliable electricity:
Adding lots of renewable electricity to the grid could
result in instability if not properly managed.
 Higher costs:
Steps to boost efficiency and add renewable power
will require increased upfront investment by the Cityand its businesses and taxpayers. (Care must be taken to manage the risks outlined above. Risks of accelerated action must be managed throughcareful program design, pilot testing and refinement where appropriate, and vetting with the community andstakeholder groups.

WHY FORT COLLINS CAN SUCCEED
Achieving aspirational, long term greenhouse gas reduction goals will not be easy. It will require community
involvement and ownership in seeking and implementing solutions. It will require finding new and innovative
ways to finance upfront costs. However, Fort Collins is well positioned to be among the leaders in advancing
greenhouse gas reduction at the community level for several reasons, outlined below: A strong foundation of existing community, City and utility programs ,such as an award-winning Utility thatconsistently provides highly reliable power, the recent successful Renewable and Distributed System
Integration (RDSI) project, Advanced Metering Fort Collins (AMFC) rollout, existing extensive pedestrian- andbicycle-friendly infrastructure and a transit oriented development/land use code. The City offers acomprehensive portfolio of efficiency programs garnering savings that are amongst the best in the country
and regularly enhances programs to enable additional community participation.
 A highly engaged and collaborative business community. Numerous local businesses already havevoluntarily committed to reduce GHG emissions through City programs. Among them are several prominent
leaders whose standing in the community and focus on sustainable initiatives make them effective drivers ofchange. The business sector leads the way in annual efficiency savings, with over 40% of community
businesses participating in programs and services provided by Fort Collins Utilities.

CLIMATE ACTION PLAN FRAMEWORK – March 201511 Owning an electric utility with a collaborative regional power supply partner. Municipal ownership brings
greater control of energy decisions, access to low-cost capital and flexible financing, and potential forcollaboration with other communities. The City of Fort Collins has ownership in Platte River Power Authority(Platte River), along with three neighboring communities (Longmont, Estes Park, and Loveland), which further
provides benefits in regional decision-making that guides generation production, as detailed in Fort Collins
Utilities Energy Policy.
 A partnership with Colorado State
University. As a leader in climatechange research and education,
CSU can help Fort Collins shape andimplement its energy transformation.
The University has its own
aggressive goals to achieve carbon
neutrality (and alone accounts forabout a fifth of Fort Collins’
population).
 A Platinum Bike Friendly
Community. Bicycling has become a
primary means of transportation for
many, a major form of recreation for
most, and a significant factor inColorado State University – Energy Instituteattracting new businesses and new
residents to Fort Collins. The 2014
Bicycle Master plan sets a vision for the year 2020, whereby one in five people will ride a bike, and bicyclerelated crashes will be fewer than today.
 Citizen surveys show interest in taking action to address climate change .The 2011 Fort Collins Air
Quality/Recycling survey indicates that a resounding 86% of citizen agree or strongly agree that “governments
should offer voluntary programs that enable citizens and businesses to reduce climate change”. Another 74%
agree or strongly agree that “governments should enact legislation and regulations intended to reduce climatechange”.
 Continued support from philanthropy and other levels of government. Foundations like the New Belgium
Family Foundation and the Argosy Foundation have already begun to invest in strategies described in the
CAP framework in anticipation of significant future social and economic benefits to the community.
 Tangible experience being on the innovation edge of climate action. The City has launched landmark
local initiatives like the FortZED zero energy district and the plan for Zero Waste by 2030. It has also
contributed to national programs like the USDA’s Climate Hubs program and the Presidential Task Force on
Climate Preparedness and Resilience, in which the mayor was an active participant. Fort Collins was afounding member of the Colorado Clean Energy Cluster and the Water Innovation Cluster, whose initiatives
are advancing innovative climate solutions locally.

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CLIMATE ACTION PLAN FRAMEWORK – March 2015

CHAPTER 2

Framework for Action
THE PROCESSThis Climate Action Plan framework has been developed in response to Resolution 2014-028. The City firstestablished a 23-member Citizens Advisory Committee and assembled a team of expert analysts and advisors,
including members of City staff and outside consultants. The Committee and the experts then assessed how theCity could achieve the ambitious goals, and also estimated the costs and benefits to the community of doing so.
Key elements for developing the framework included:: A core analytical team, led by the City and supported by Brendle Group and Rocky Mountain Institute (RMI),
assessed the implications of using different strategies to achieve the goals. In addition, Platte River has
analyzed scenarios indicating changes in power production required to meet the City’s electricity supply
needs in support of an updated CAP.
 A Citizens Advisory Committee (CAC), comprised of members from many different parts of the Fort Collins
community, met nine times to provide ideas, input and guidance.
 Ideas for strategies and tactics to achieve climate action goals were generated from the CAC, the coreteam, and interviews with more than 40 leading experts and specialists from Fort Collins and around thenation.
 A preliminary triple bottom line evaluation was applied to assess potential aspects of the framework plan’s
economic, environmental and social implications.
The journey toward a2030 goal of reducing emissions by 80%, and a 2050 goal for carbon neutrality is a longone, which will require adjustments over time. Strategies and tactics will inevitably shift and evolve, even as thelong-term target remains the same. A key element of this plan, therefore, is to provide a framework toperiodically reevaluate—and alter as needed— actions that the City is taking.

WHERE ARE WE STARTING?
Currently, 97% of GHG emissions are generated by burning coal, oil and natural gas (Figure 5). Natural gas
accounts for 20% of emissions, almost all of it from the gas used to heat our buildings, cook our food and powerindustrial processes. Meanwhile, the petroleum that fuels our cars, buses, trucks and other vehicles is
responsible for another25% of total emissions.
Fort Collins’ community GHG accounting follows standardized accounting protocols for communities, which is“production based”, focusing on fossil fuel combustion directly associated with community activities. Although it
does not incorporate the life-cycle emission embodied in all the products and materials we use in our daily lives(“consumption-based” accounting), information about the carbon footprint of products is important to share withcitizens, further empowering their choices to reduce their carbon footprint.

CLIMATE ACTION PLAN FRAMEWORK – March 201513

FIGURE 5. FORT COLLINS COMMUNITY 2013 GREENHOUSE GAS EMISSIONS BY SOURCE**Airline travel excluded.

Fort Collins emits about 14.7 metric tons of CO2equivalent per capita annually, down from 18.0.tons per capita in
2005. Fort Collins’ emissions are lower than national averages for the U.S. as a whole and for Colorado, thanks
in part to deliberate efforts undertaken in recent years to reduce emissions. But our dependence on fossil fuelsremains high, and our overall emissions exceed those of a majority of the world’s population on a per capita
basis, including some cities with significantly higher per capita gross domestic product (GDP) than Fort Collins.

PROJECTED FUTURE EMISSIONS
Fort Collins’ community total GHG emissions are projected to increase 16% by 2030 and 39% by 2050, above
2005 levels, in the absences of additional actions to curb them. This projection is referred to as the ”Business
As Usual” forecast.
Fortunately, some actions are anticipated that will lower emissions as a result of actions that are outside thedirect control of the Fort Collins community or City government. Increased federal standards for vehicle fuelefficiency (Corporate Average Fuel Efficiency, or CAFE) are expected to lower emissions in the Fort Collins
community by 12% by 2050. Greenhouse gas emissions from Fort Collins’ electric supply could drop if PlatteRiver decides to proceed toward the guidelines established by the Platte River board in 2013. These guidelines
were established for a study of options that could: (1) reduce emissions 20% below 2005 levels by 2020 and
80% by 2050, (2) achieve 20% energy supply from renewable sources by 2020 (not including existinghydropower), (3) maintaining reliability through minimum 15% reserve margin, and (4) remaining the lowest costwholesale electric supplier located in Colorado. Since 2013, Platte River has already added 60 MW of new wind
generation and the Board has approved installation of up to 30 MW of solar generation at the Rawhide site.
Additional changes may be considered over time based on Platte River’s ongoing resource planning efforts.

14

CLIMATE ACTION PLAN FRAMEWORK – March 2015

Subtracting the anticipated benefits of the CAFE vehicles standards and assuming CO2 reductions associatedwith Platte River’s study guidelines are implemented, total Fort Collins projected emissions could drop. This isreferred to as the “Adjusted Business As Usual” scenario. Note that no changes to electric supply from PlatteRiver have been approved, but are assumed to have been implemented in this Adjusted Business As Usual
scenario. The strategies identified in this CAP framework strive to fill in the gap between the “Adjusted Business
As Usual” emissions level and what would be needed to accomplish emissions reductions of 20% by 2020, 80%
by 2030, and carbon neutrality by 2050.
FIGURE 6. FORT COLLINS GHG EMISISONS FORECAST AND REDUCTONS NEEDED (MTCO2E)
Business As Usual Forecast
Emissions (with projected heatincrease)
Adjusted Business As Usual
Reductions- federal vehicles fuel efficiency
standards- Platte River Power Authority
2013 study guidelines
Adjusted Business As Usual (ABAU)Forecast Emissions
Target % (below 2005)
Target Emissions
Needed Reductions from ABAU

2005

2020

2030

2050

2,343,000

2,433,000

2,711,000

3,265,000

CLIMATE ACTION PLAN FRAMEWORK – March 2015

- 567,000- 951,000-1,739,000

1,866,000
20%
1,874,000-8,0001,760,000
80%
469,000
1,291,000

1,526,000
100%
01,526,000

15

16

CLIMATE ACTION PLAN FRAMEWORK – March 2015

CHAPTER 3

Emissions Reduction Strategies
This chapter describes a framework of actions the community can take to substantially meet accelerated
greenhouse gas reduction goals. The selection of strategies and tactics included in this framework plan is basedon research and analysis covering all emissions categories. More than 100 individual tactics were evaluated,from City-led efficiency programs to entrepreneurial mobile applications and services. They were based oninterviews with more than 40 local, regional and national experts and analysis by independent consultants.
The strategies and tactics described here are grouped in four major sectors:
 reduce energy use in buildings
 reduce energy use in transportation
 reduce emissions from electricity
 reduce waste and eliminate landfill emissions by recycling or composting
FIGURE 7. ESTIMATED PERECENT OF TOTAL EMISSIONS REDUCTIONS FROM CAP FRAMEWORKSTRATEGIES BELOW ADJUSTED BUSINES AS USUAL FORECAST
2020

2030

2050

3%
20%

2%
15%

3%
21%

27%

18%

21%

7%
3%

4%
3%

5%
3%

2%

2%

6%

0%
18%
3%

30%
14%
4%

11%
10%
12%

17%
<1%

7%
<1%

9%
<1%

Buildings: Boosting Efficiency, Comfort and Health
Build in Efficiency From the Start
Make Existing Homes More Efficient
Increase Energy Efficiency in the Institutional, Commercial, andIndustrial Sectors`Advanced Mobility: Making Transport Faster, More
Convenient and Cleaner
Shift Land Use Patterns to Shorten Trips and Reduce the Needto Drive
Drive Adoption of Multimodal Transport
Accelerate Adoption of Fuel Efficient and Electric Vehicles
Energy Supply and Delivery: The Shift to Renewable Energy
Resources
Advance Utility-Scale Renewable Energy Supply
Advance Residential and Commercial Solar Adoption

Shift Heating Loads to Biofuels, Geothermal, and Electrification
Waste Reduction and Materials Regeneration
Road to Zero Waste /Carbon Sequestration
Carbon Sequestration
TOTAL ESTIMATED MTCO2e REDUCTION FROMSTRATEGIES
Estimated Percent Reduction from 2005 Baseline

CLIMATE ACTION PLAN FRAMEWORK – March 2015

272,000 1,119,000
32%+
73%+

1,192,000
86%+

17

BUILDINGS: BOOSTING EFFICIENCY, COMFORT AND HEALTH
The building sector is the Fort Collins community’s top energy consumer and its number one contributor togreenhouse gas emissions. While Fort Collins’ current retail electricity and natural gas prices are low comparedto national averages, most efficiency measures may be even cheaper to employ. This section describes
strategies to reduce energy use in existing buildings and reduce energy use in new buildings. Although energy
efficiency alone will not enable Fort Collins to reach an 80% reduction in GHG emissions by 2030, efficiency andconservation measures are typically the most cost-effective approach to reduce emissions and represent thebest place to start and/or expand programs. By reducing the overall demand for energy, building efficiency also
makes it more feasible to transition to a carbon-neutral energy system.
BENEFITS OF GREEN BUILDINGS
Research on the benefits of increasing building energy efficiency (incorporating green building
concepts into our new and existing homes and businesses) shows tremendous social and economic
benefits. When green built schools provide more daylight for the learning environment, children
progressed through school curricula 20 to 26% faster5; the net economic and health benefits of green
schools has been reported to be $63/square feet.6 Retail stores that installed skylights have reported
40% increases in gross sales.15 Increased worker productivity has been well documented for LEEDcertified, ENERGY STAR, and other high performance green commercial and industrial buildings.
Studies have demonstrated that green buildings provide up to 18% lower employee turnover, 21% higher
employee morale, 22% easier recruiting of employees, and 23% more effective client meetings.7 The
benefits derived from higher ventilation rates promoted in green buildings are especially important inhigh density buildings such as hospitals, nursing homes, and childcare facilities and can account for
50% to 370% reductions in rates of respiratory illnesses.8 Two studies documented a 7.1% rental
premium for LEED-certified retrofit buildings9 and a 16% rental premium for new LEED-certified
buildings.10
Challenges to accelerated action in the building sector include developing financing programs and businessmodels that enable more cost-effective and broader uptake of efficiency measures without impacting
affordability in Fort Collins, addressing issues unique to rental properties, finding solutions to address the unique
5Heschong, Lisa. HeschongMahone Group. “Daylight and Retail Sales.” California Energy Commission: PacificGas and Electric Company. Fair Oaks, California, 2003: http://www.terrapinbrightgreen.com/reports/theeconomics-of-biophilia/#footnote-22.
6Greening America’s Schools, Cost and Benefits, Gregory Kats, October 2006.
7CBRE and USD Survey Data 2009; U.S. Bureau of Labor and Statistics 2008; Occupational Employment
Statistics, 2009 - Miller N.G., Dave Pogue, Quiana D. Gough, and Susan M. Davis; Green Buildings andProductivity (Vol. 1, No. 1-2009, Journal of Sustainable Real Estate).
8Elzeyadi, I. “Daylighting-Bias and Biophilia: Quantifying the Impacts of Daylight on Occupants Health”, Thought
and Leadership in Green Buildings Research;Greenbuild 2011, Proceedings, Washington, DC: USGBC Press.
2011 (http://www.terrapinbrightgreen.com/reports/the-economics-of-biophilia/#footnote-22).
9Kok, N., Miller, Norman G., and Morris, Peter, 2012, The Economics of Green Retrofits, Journal of Sustainable
Real Estate.
10Eichholtz, Piet M.A., N. Kok, and J.M. Quigley. Doing Well by Doing Good: Green Building Attributes. Building
and Environment, 45:11, 2553-2561 as cited in Kok, N., Miller, Norman G., and Morris, Peter., 2012, The
Economics of Green Retrofits, Journal of Sustainable Real Estate.

18

CLIMATE ACTION PLAN FRAMEWORK – March 2015

needs of commercial and industrial facilities, and successfully raising awareness and motivating citizens andbusiness to understand the benefits of energy efficiency and invest in those solutions.

2030 Buildings Vision
Annual reductions in buildings’ energy use reaches 3% percent per year by 2030.
Existing homes and businesses will use 36% less energy than today.
New construction will use ~30% less energy than under today’s code.
FIGURE 8. SUMMARY OF ESTIMATED GHG BENEFIT OF BUILDINGS STRATEGIES (MTCO2E)
2020

2030

2050

Make Existing Homes More Efficient

8,000
55,00024,000165,000

34,000247,000

Increase Energy Efficiency in theInstitutional, Commercial, and Industrial
Sectors

73,000207,000

252,000

Buildings: Boosting Efficiency, Comfort
and Health
Build in Efficiency From the Start

Strategy: Build in Efficiency from the Start
Fort Collins’ many historic structures show that buildings can have useful lives for scores or even hundreds ofyears. That longevity emphasizes the importance of designing new construction to be as energy efficient as
possible. Building it right the first time locks in energy savings and that brings benefits for decades to come. By
2030, the following actions could reduce energy consumption in this new construction by 30% compared tobusiness as usual.
This framework plan builds on the City’s longstanding green building efforts by continually raising the bar for highperforming buildings while supporting and rewarding beyond-compliance efforts. Tactics under consideration
include:Increase energy efficiency in new construction
 Continue to adopt the latest energy codes for new residential and commercial buildings along with specificlocal requirements to exceed minimum standards.
 Engage local builders to determine best practices for meeting and exceeding code requirements, and connect
contractors with the training and resources needed to deliver efficiency savings at the scale required to meetthe goals.
 Ensure new buildings meet codes to realize the expected savings.
 Reward builders who go beyond the efficiency codes with incentives programs.
Encourage “demand-response” for new residential construction
 Consider incentives or requirements for demand-response, which calls for home energy management
systems to be built into all new residential construction. Combined with `smart’ appliances, demand-

CLIMATE ACTION PLAN FRAMEWORK – March 201519

response enables voluntary or programmed pauses in appliance use during peak times, and helps
encourage residents to re-schedule tasks for periods of low demand.
Consider establishing variable energy pricing, so the price of energy rises and falls depending on demand.
This provides an incentive for homeowners to adjust their energy use help and lower the peak demand in
the community. It also gives homeowners the chance to save substantial amounts of money—and to benefit
the entire system—by moving tasks, such as washing clothes, to periods of lower demand and thus ofcheaper electricity.

Strategy: Make Existing Homes More Efficient
The majority of homes in 2030 and 2050 will be buildings that already standing today, so it is crucial to boost theenergy performance of today’s existing homes. Fort Collins’ citizens will reap additional benefits of efficient
homes, such as improved comfort and indoor environmental quality. A two-pronged approach to reducing energy
use in existing homes will be most effective; first by retrofitting homes to be more energy efficient, and secondly
by conducting educational campaigns to help residents learn to live more efficiently in their homes.
Boost energy efficiency in existing homes
 Continuously improve efficiency programs to be more effective, and ensure adequate funding to meet interest
from customers.
 Develop new service and product models that enable homeowners to participate in energy efficiency
improvements without upfront costs, by allowing improvements to be paid back over time in utility bills.
 Promote new technologies for efficient consumer products and smart homes.
 Consider requirements for rating and communicating the efficiency of homes for sale and for rent.
 Provide tools and resources to help households manage their energy use.
 Build on Fort Collins’ strong sense of community with a public awareness and educational campaign thathelps citizens take action.

Strategy: Increase Energy Efficiency in the Institutional,
Commercial, and Industrial Sectors
Boosting efficiency of commercial buildings requires a more tailored approach, compared to residential homes,
because the uses and requirements of businesses vary so widely. Tactics for non-residential buildings include
policy mechanisms, innovative business models, and a range of potential programs that target small and midsized businesses as well as the largest commercial property owners and the highest energy users in industry.
 Lead by doing. By setting a goal of cutting the energy use in municipal government buildings by upwards of
30 percent by 2030, the City will set an example to the rest of the community. The City can test efficiency
approaches and funding models applicable to commercial buildings in the private sector.
 Collect and publicize data on energy use. Explore requirements for the annual energy consumption oflarge public, commercial and multi-family properties to be reported and made available to the public. A
number of cities, including New York and Seattle, already require public disclosure of energy use.
 Raise standards. Buildings can be assessed and compared by their annual energy use per square foot, ameasure called Energy Use Intensity (EUI). The City should ensure that each of its municipal buildings in aparticular category achieve a reasonable level of EUI.

20

CLIMATE ACTION PLAN FRAMEWORK – March 2015

 Create innovative new approaches to provide energy efficiency programs to customers. Businessmodels being considered streamline the process for individuals to sign up, and cut down on costs, from initial
contracting, to installation, to periodic measurement and verification.
 Provide expert advice. The City can work with the largest industrial facilities in Fort Collins to identify andengineer changes that significantly reduce buildings’ energy use.
 Implement new rules. The City could look at a variety of new building construction codes, including:installation of efficient lights in non-residential spaces; ensure the energy use of individual tenants incommercial and retail buildings is metered and billed to the tenants; require that buildings be recommissioned once every decade to ensure that basic systems are operating at optimal performance levels;
and, require commercial customers to participate in demand-response programs.
 Training and required certification of building operators. Making sure that building operators have thenecessary technical expertise to help keep systems running at maximum efficiency.
 Build awareness. An educational campaign focused on businesses can help incentivize and motivate theprivate sector to take a significant role in the community-wide effort to cut greenhouse gas emissions.
 Continually Improving. Business savings from efficiency have led the way for community savings since2004. Continue to improve the programs for assessments, incentives and technical assistance to reach all
types of businesses.

CLIMATE ACTION PLAN FRAMEWORK – March 201521

ADVANCED MOBILITY: MAKING TRANSPORT FASTER, MORE
CONVENIENT AND CLEANER
Fort Collins consumed 62 million gallons of gasoline anddiesel in 2013 as people drive to work and school, deliverproducts and services, run errands, and perform the dailytasks required to keep commerce and life running smoothly.
Fort Collins’ street system, buses, and pedestrian and bicycle
infrastructure are designed and maintained to meet thehighest standards. But in addition to the many benefits it
provides, Fort Collins’ transportation system also comes withsignificant costs. All told, transportation accounts for 25% ofFort Collins’ total greenhouse gas emissions, and is
responsible for significant financial, as well as health andsocietal, impacts.
In addition to generating GHGs, burning gasoline and diesel tofuel vehicles is also the major source of local “criteria” airpollutants like NOx, SO2, and particulate matter. Air pollution
contributes to asthma and other illnesses in Fort Collins,
where one in four residents have respiratory problems.11 In
addition, transportation energy is an expensive drain on thelocal economy.12The infrastructure necessary to support
combustible fuels will continue to be capital-intensive, andfuture fuel costs will continue to be volatile. In contrast to
buying homegrown products and services, money spent on gasoline and diesel flows out of the community torefineries and producers elsewhere in the country or the world, contributing to global political and security risks
from importing oil.
The good news is that the transportation sector is already on a path to reduce GHG emissions and otherpollutants because of aggressive new national fuel economy standards set in 2012, which require 54 MPG
average gas mileage for new vehicles by 2025. In order to meet these targets, all cars and trucks will be
required to be more aerodynamic, and lighter, with improved engine technology. Increases in electric vehicle
adoption are also anticipated.
This framework plan includes strategies that have the potential to reduce Fort Collins’ transportation energy use
even further. Strategies in the plan put more dollars back in people’s pockets in saved fuel costs, while also
providing greater transport options, ease, and convenience to the community. As described in Fort Collins’ 2011
Transportation Master Plan,13 the City is already pursuing a number of interventions to capture these benefits.
Accelerating these activities and adopting more aggressive community-wide goals will reduce transportation
emissions of GHGs even further and result in a net savings in fuel costs and avoided vehicle maintenance for
11 Reference: Breathe Wheezy, Scientific American, Jan 9 2013, http://www.scientificamerican.com/article/traffic-

pollution-and-asthma/ .
12The costs of congestion and air pollution alone, aside from the other external costs of motor vehicle traffic, areestimated at $260,000 each year in Fort Collins, according to Victoria Transportation Institute, Evaluating Public
Transit Benefits (2014), http://www.vtpi.org/tranben.pdf, .
13“Fort Collins Transportation Master Plan,” City of Fort Collins, 2/14/11.
http://www.fcgov.com/PlanFortCollins/pdf/tmp.pdf
22

CLIMATE ACTION PLAN FRAMEWORK – March 2015

the community. Transitioning to a more advanced, low carbon transport system will also reduce significant
additional external costs the community pays for transport today, which include the cost of accidents, parking,congestion, road facilities, roadway land value, traffic service, air pollution, noise, water pollution, and otherresource externalities which can add $0.202/passenger mile.14
Challenges to accelerated action in this area include continuing to raise awareness and build community support
for increased infill densities, addressing barriers associated with infill development, informing consumers about
the life-cycle costs of transportation choices, and funding infrastructure needs associated with transit expansion.
FIGURE 9. SUMMARY OF ESTIMATED GHG BENEFIT OF TRANSPORTATION STRATEGIES (MTCO2E)
2020

2030

2050

Drive Adoption of Multimodal Transport

19,0009,000

45,00031,00054,00038,000Accelerate Adoption of Fuel Efficient and Electric
Vehicles

5,000

21,00071,000

Advanced Mobility: Making Transport Faster, More
Convenient and Cleaner
Shift Land Use Patterns to Shorten Trips and Reduce
the Need to Drive

BENEFITS OF ACCELERATED TRANSPORTATION ENERGY SAVINGS
The benefits of accelerating Fort Collins’ transportation energy savings extend beyond costs savings.
With enhanced urban planning and smart growth, people can get places faster and more conveniently.
The strength of Fort Collins’ biking network will continue to be a boon not only to its bikers, but toresidential property values in the city.15 Increased retail spending per month has been shown to increase
when customers travel by bike ($75.66) rather than by car ($61.03)28. The demand for transit has been
growing in Fort Collins as evidenced by 70% growth between 2000 and 2014, and 14% growth between
2013 and 2014. Less driving means less congestion, and consequently, improved local air quality.
Cumulative vehicle miles traveled (VMT) savings of over 158 million from several transportation
strategies in this plan translates into a total health cost savings of over $17 million from reduced air
pollution for Fort Collins’ citizens in the 16-year period between 2014 and 203016. Continuing the work
the City has already started will also continue to build on one of the community’s greatest strengths—
being a bike-able, walkable city. There’s even a potential benefit for the electricity sector from greater
adoption of electric vehicles.

14Litman, Todd, Aug 31, 2014. Evaluating Public Transit Benefits and Costs, Best Practices Guidebook.
15People for Bikes and the Alliance for Biking and Walking, Protected Bike Lanes Mean Business, pp10,

https://www.sfbike.org/wp-content/uploads/2014/04/Protected_Bike_Lanes_Mean_Business.pdf
16 Transportation Cost and Benefit Analysis II – Air Pollution Costs, Mar 16, 2011, Victoria Transport Policy

Institute

CLIMATE ACTION PLAN FRAMEWORK – March 201523

2030 Transportation Vision
Reduce vehicles miles travelled by 29%.
Expansion of transit network.
One in two new passenger cars purchased will be electric by 2030.
The remaining new vehicles purchased will be 40% more efficient than the average new stock by 2030.

Strategy: Shift Land Use Patterns to Shorten Trips andReduce the Need to Drive
This strategy supports land use changes that shorten vehicle trips and reduce the need for vehicle transport.
Perhaps more than any other factor, land use determines individuals’ transportation habits. Tactics include: Pursue a “complete streets” approach for new road construction. Development should account for theneeds of pedestrians and bicyclists as well as cars, through features like well-placed bike lanes andcrosswalks.
 Evaluate parking requirements. For Fort Collins’ development is deliberately designed to support higher
land use intensity. The “market” needs to assign more accurate value to what is currently a highly communitysubsidized commodity: the parking space. Changing the number of parking spaces required for new
construction projects allows developers to have more autonomy in designing projects.
 Evaluate approaches such as retrofitting, charging for, and reducing on-street parking. Improvements
in current parking conditions can be made by installing parking meters, establishing district permitting, andcreating “smart parking” initiatives (like mobile parking payments, meter-based parking sensors, andresponsive pricing,. Improved city parking – both on-street and off-street – can cover its own costs andencourage development and behavior that accounts for the cost of parking.

Strategy: Drive Adoption of Multimodal TransportThis strategy includes tactics to reduce the demand for, and use of, personal vehicles and to increase the use ofalternative modes, including transit, biking, carpooling, and walking. Tactics include: Coordinate and expand local and regional mass transportation options for commuters.
 Offer static and real-time public transit data, along with other transportation information, to third-party
developers through an open data platform that supports web-based or mobile transit apps. Fort Collins has
implemented both web-based and a mobile transit app containing real-time bus arrival information, and plansto release GTFS (transit feed data) publically for use by developers once a license agreement has been
completed. These new tools make it simple for commuters and other travelers to walk, bike, or use masstransit while on the go.
 Facilitate and support the growth of car share or ride share programs. Clear, coherent policies on thepart of the City will help foster emerging transit systems like car share and ride share enterprises.

24

CLIMATE ACTION PLAN FRAMEWORK – March 2015 Continue to implement and expand bike-share programs. In addition to health benefits and reduced traffic
congestion, bike share systems provide vital last/first-mile links for transit users and alternative travel options
for visitors.
 Develop corporate engagement and incentive programs to provide public transit access, and toencourage employee bicycling and walking to reduce vehicle miles traveled from commuting.
 Campaign to increase awareness of how transportation costs factor into the total cost of living. Many
people are unaware of how the costs of driving (e.g. vehicle maintenance, fuel, and insurance) add up overtime and compete with alternative travel options, which leads to a persistent preference for automobiles
despite their costs and risks. Creative tactics can be communicated to help citizens understand the real valueof alternative transit and the true cost of driving.
OPEN TRANSIT DATA: Leveraging the Ingenuity of the Private Sector to Improve Transit Services
One of the most promising, cost-effective tactics available for reducing vehicle miles and thereby emissions is tomake transit schedules, stops, prices, and real-time data on the actual location and estimated arrival/departure
times more readily available to the public. When data are made available to the public and to third-party
developers, or “opened,” municipalities can leverage the skills, resources, and momentum of the private sector
to help improve transit services and ridership. Outcomes can include:- Increasingly more effective interfaces and apps that help users figure out what transport options they have, withimproved capability over existing City transit sites.
- New transit enterprises that provide car and bike-shares where they are needed most, beyond what the City
can offer.
- New transit solutions provided by the private sector and entrepreneurs- Opening real-time transit data has been shown to increase transit ridership and to significantly improve rider
satisfaction by reducing wait times and improving transit reliability.17 With the right hardware and software, thegeneration of real-time transit data can be relatively inexpensive and sharing that data can be very low cost.
Existing research has shown a 2.5% increase in ridership as a result of open real-time transit data, and there isreason to believe that percentage could be much higher among young technology adopters (e.g., students at
CSU) and will continue to grow as technology improves.18

Strategy: Accelerate Adoption of Fuel Efficientand Electric Vehicles
This strategy is focused on improving the performance of vehicles so that when people do drive, there are fewer
resulting carbon emissions and decreased impacts to local air quality.
Personal Vehicles
Fort Collins has already made significant progress in the adoption of hybrid and electric vehicles (EVs); northern
Colorado sells about 20% more EVs than the national average. There are already 25 public charging stations in
17Candace Brakewood, Quantifying the Impact of Real-time Information on Transit Ridership. Forthcoming

dissertation, Georgia Institute of Technology, Jan 2015.
18Ibid

CLIMATE ACTION PLAN FRAMEWORK – March 201525

place (including four DC fast-charging stations), meaning that access to charging for EV drivers is never morethan six miles away. Drive Electric Northern Colorado, a regional non-profit dedicated to widespread
deployment of EVs, is helping to create influential advocates through its Drive Leadership program and isbringing workplace charging to more than 12,000 employees in Fort Collins. Specific tactics under consideration
include: Develop and execute a campaign to provide decision makers and the public opportunities to drive an EV andexperience its benefits.
 Build on already successful programs to ensure even more electric vehicle charging stations are available,
including public charging stations in highly visible, frequently visited locations, workplaces and residences.
 Provide incentives that benefit users and owners of alternative-fuel vehicles, encouraging their adoption.
 Aggregate and incentivize bulk purchases of electric vehicles for fleet, car-sharing, or individual use to drive
prices lower.
 Work with local automobile dealerships to increase electric vehicle stock, and improve training and incentives
for EV sales.
 Provide time-of-use pricing and utility programs to incentivize EV charging during off-peak hours.
 Provide a central market to buy and sell used EV batteries which will unlock significant value from second useof the battery.
Commercial and Municipal Fleet System
Compared with individual consumers, fleet
managers are more cost conscious, more data
driven and more willing to make investments with alonger payback. Commercial fleets can also takeadvantages of economies of scale such as
centralized charging, optimized utilization andaggregated purchasing. As a result, owners andoperators of commercial fleets are, in many ways,
more suitable candidates for transition to electricvehicle adoption. Indianapolis is leading the way,
moving toward 100% EVs for their city fleet by 2025
(500+ vehicles). Tactics being considered to encourage efficiency, demand reduction, and electrification ofcommercial and municipal fleets include: Facilitate access to third-party leasing agents who can provide EVs, maintenance, charging and financing in
one turnkey, cost-effective package.
 Align City budgeting (when necessary) under a single point of contact for fleet purchasing/procurement andoperational expense decisions to streamline and accelerate the transition to EVs.
 Support fleet decision-making by optimizing EV driving schedule and usage for shorter, local trips and use
hybrids or existing fleet vehicles for longer trips where charging is impractical.
 Encourage the electrification of commercial fleets and point-to-point mobility service providers (e.g., airport
shuttles, Uber, Ram Rides).
 Encourage the mild-hybridization of special-use vehicles (e.g., fire trucks, police cruisers) to reduce idlingemissions.

26

CLIMATE ACTION PLAN FRAMEWORK – March 2015

ENERGY SUPPLY AND DELIVERY: THE SHIFT TO RENEWABLE
ENERGY RESOURCES
Transitioning Fort Collins’ energy supply to clean,renewable resources is a central part of the
Climate Action Plan framework. Today, electricity
supply accounts for more than half of Fort Collins’
CO2 emissions. The opportunities for increasing
renewable electricity generation from resources
such as wind, solar, biomass, and hydroelectric
power are abundant and increasingly costcompetitive. Prices for wind and solar have beenfalling sharply in recent years, and northern
Colorado’s access to these resources is excellent.
By integrating local and centralized renewables,
Fort Collins can implement a diversified strategy
to reduce emissions, stimulate local investment, and support increased electricity use in the transportation
sector. As the transition occurs, impacts to rate-payers’ bills must be managed to ensure continued alignment
with community values.
This section describes strategies and tactics in three areas to achieve these goals.
 Advance utility-scale renewable energy Advance local residential and commercial solar adoption
 Reduce emissions from remaining natural gas heating and industrial process loads through combined heatand power, biofuels and renewably sourced electricity.
FIGURE 10. SUMMARY OF ESTIMATED GHG BENEFIT OF ENERGY SUPPLY STRATEGIES (MTCO2E)
2020

2030

2050

0

336,000

126,000

Advance Residential and Commercial Solar Adoption

49,000

158,000

119,000

Shift Heating Loads to Biofuels, Geothermal, andElectrification

9,000

49,000146,000

Energy Supply and Delivery: The Shift toRenewable Energy Resources
Advance Utility-Scale Renewable Energy Supply

2030 Energy Supply and Delivery Vision
Carbon intensity of utility-scale electricity will be 80% lower in 2030 than 2005 level.
50% of new construction in the year 2030 will have enough solar PV to achieve net zero energy use.
By 2030, 22% of existing homes and 50% of existing businesses will have installed solar.

CLIMATE ACTION PLAN FRAMEWORK – March 201527

Strategy: Advance Utility-Scale Renewable Energy
Progress to Date
Platte River is already taking steps to diversify its energy supply mix and reduce carbon emissions by increasing
the shares of wind and solar power in its supply portfolio. Platte River added 60 megawatts of wind energy fromprojects in Logan County, Colorado, bringing its total wind energy supply to about 13% of total energy
consumption by the four municipalities it serves. In addition, Platte River’s board authorized the acquisition of up
to 30 MW of solar energy resources from a facility to be built at the Rawhide Energy Station north of Wellington,
CO. With the addition of these resources, the non-fossil fuel proportion of Platte River’s energy supply portfolio
to the municipalities will exceed 30%.
Modeled analysis
In support of the City considering an update to Fort Collins’ Climate Action Plan, Platte River produced a set oftheoretical analytical scenarios to meet the new proposed CAP goal of 80% greenhouse gas reduction by 2030.
The CAP Framework has incorporated results from this “FC80” scenario that models a 20% reduction by 2020,
and an 80% reduction by 2030 for electric system-related CO2 emissions (compared to 2005).
The FC80 scenario includes various assumed adjustments to the City’s and Platte River’s electric systems
including increased electricity demand from electric vehicle (EV) charging and fuel switching (from natural gas toelectric), as well as reduced electricity demand from energy efficiency actions, new amounts of distributed solar
energy production, and new levels of investment in distributed combined heat and power (CHP).
The FC80 scenario includes theoretical changes in Platte River’s generating system necessary to accommodate
the City’s greenhouse gas reduction goals (though the Platte River Board has made no commitment toimplement this scenario). Through ongoing resource planning efforts,
As modeled, the FC80 scenario contains the following assumptions: The Craig coal units 1 & 2 (approx. 154 MW) both retire at the end of 2019, rather than running to theirplanned retirement date of 2042.
 The Rawhide coal unit capacity factor falls from about 90% to about 60% by 2029 in response to increased
distributed generation.
 Rawhide (approx. 280 MW) is theoretically retired from the fleet in 2029, rather than running to its planned
retirement date of approximately 2046.
 Platte River’s surplus sales drop by approximately 60%; these sales provide financial benefits to Fort Collins
and if reduced, would increase electric costs;
 Platte River adds about 200 MW of reciprocating natural gas engines to provide a portion of energy needed
when wind, solar, and distributed resources are not sufficient to meet City needs;(purchases are also required
as indicated below)
 It is assumed that a portion of the PV solar produced during periods of high total generation could be sold tothe surplus market – to ensure that hydropower is delivered as required by contract, additional sales ofrenewable supply must be assumed to balance the system
 It is assumed that large volumes of purchases and sales can be made to and from the regional electric market
to allow balancing of the added renewable resources;
Multiple questions remain about the viability of implementing the FC80 scenario. Alternative pathways may beavailable for Fort Collins to reach an 80% reduction in electric supply emissions that merit further exploration asenergy technologies, pricing, and regulations continues to evolve.

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CLIMATE ACTION PLAN FRAMEWORK – March 2015

Fort Collins CAP Modeling Analysis Caveats
Platte River has identified several potential limitations of the Fort Collins CAP analysis that could require further
investigation before implementing such large levels of renewables and removing existing resources. It is notclear if the proposed new systems can be integrated effectively, or can meet electrical safety and reliability
standards.
Detailed electric system modeling is needed Wholesale level – renewables integration / reliability
 City distribution level – operations / reliability / renewables integration
 Analysis to date has considered only hourly increments – need to do sub-hourly Additional modeling needed to consider integration of wholesale/retail systems
City level PV solar capacity added is assumed roughly equal to the peak load This level of renewable additions is unprecedented
No storage is assumed for PV solar integration at the distribution level
Uncertainties exist regarding permitting of combined heat & power sources
 No emissions are currently produced in the City from electric generation
 NOx emissions limits constrain the size of generation that can be added
 Other permitting issues not yet considered – land, water, etc.
Future wholesale wind and solar balancing costs unknown Model assumes costs are covered by Xcel – current scenario (low renewables) Additional new resources or electric storage may be required – at added cost
All federal hydropower allocations cannot be delivered at high solar levels
 Excess solar is assumed sold to the market when not needed – validity uncertain
Large wholesale market purchases are required to serve load when solar not available
 Amounts to nearly 20% of total deliveries to the City – unrealistic
 CO2 emissions are not currently included – source evaluation needed
When solar and wind are at high levels – large sales to the market are required Such sales may not be possible – market and other constraints
Transmission may not be available for large amounts of wind and solar
 It is assumed that purchases are possible using transmission
 More regional transmissions studies are needed to evaluate true costs
Stranded fixed costs are not included for the existing system: Decommissioning of coal units / fuel supply agreements / other factors; Need more time to evaluate thesecosts
Construction times required for adding new resources is constrained Financing and installation of renewable resources Decommissioning of existing resources Electrification infrastructure challenges – EV’s and electric appliances

CLIMATE ACTION PLAN FRAMEWORK – March 201529

Strategy: Advance Residential and Commercial Solar Adoption
This strategy focuses on increasing the total amount of solar installations for both residential and commercial
buildings. Many customers would like the opportunity to receive their energy from renewable sources, but do not
own their own home or business or do not have proper orientation and exposure. This strategy also allows more
people to adopt solar energy through community solar installations.
Tactics to achieve this strategy involve targeting key commercial customers, developing policies that encourage
solar in homes, developing or identifying resources and incentives for solar, and educating the community about
on-bill financing, “power purchase” agreement options, and existing rebates. Additionally, tactics will address
barriers to participation or installation, such as permitting processes and available installation expertise. The
following tactics are being considered to help advance residential and commercial solar adoption.
Utility-facilitated, locally sited solar
 Expand the pilot Solar Power Purchase Program (SP3), whereby Utilities and Platte River coordinate via
power purchase agreements for “in-front of the meter” solar systems installed on commercial rooftops or
ground sites.
 Develop a utility-owned option for traditional “net metered” solar installations.
 Expand community solar options allowing residential and commercial customers to participate and purchasesolar power as part of a larger system.
Solar for existing commercial
 Continue to provide funding and incentives for commercial solar projects to meet demand from customers.
 Consider an Integrated Utility Services (IUS) program wherein the utility facilitates solar purchases andconsumers can finance PV projects in a number of ways while minimizing impacts on their bills.
 Aggregate demand among small and medium sized commercial users and connect them to developers andPV projects.
 Use Property Assessed Clean Energy (PACE) financing to fund solar PV installations for small and mediumsized businesses.
Solar for existing residential





30

Continue to provide funding and incentives for commercial solar projects to meet demand from customers.
Consider an Integrated Utility Services (IUS) program wherein the utility facilitates solar purchases, andconsumers can finance PV projects in a number of ways while minimizing impacts on their bills.
Offer programs to engage and inform customers and expand pricing transparency and competitivenessabout solar PV installations.
Launch Green Neighborhood and EcoDistrict initiatives.

CLIMATE ACTION PLAN FRAMEWORK – March 2015

Strategy: Shift Heating Loads to Biofuels, Geothermal,
and Electrification
This strategy encourages customers to switch from natural gas for heating their buildings to less fossil fuelintensive alternatives such as geothermal, combined heat and power, biofuels, or electrification (when theelectricity is supplied by fossil free sources such as solar, wind, etc.). Tactics under consideration include:
Develop utility programs that encourage fuel switching for renovations and replacements in existinghomes and businesses
 Provide consulting services to determine appropriate technologies and whole home performance.
 Offer fuel switching along with energy efficiency, demand response and solar offerings.
 Consider new rate and rebate programs to incentivize adoption.
Adopt standards and/or codes for major renovations to increase use of non-natural gas heating loads
 Set renewable heat standards that require (or incentivize) a percentage of all new homes' thermal loads to begenerated renewably, (e.g., (solar thermal, heat pump, biomass boiler).
 Leverage home-builder networks to build new homes with little to no natural gas load.

CLIMATE ACTION PLAN FRAMEWORK – March 201531

WASTE REDUCTION / MATERIALS REGENERATIONThe CAP framework focuses mostly on reducing the Fort Collins community’s emissions from fossil fuelcombustion associated with direct energy use (electricity, natural gas, and petroleum fuels for transportation.)
However, there are important indirect energy and greenhouse gas implications from the use of materials
throughout their life cycle, including eventual recycling, composting, or landfill disposal. Reducing, reusing,recycling, recovering energy, and composting deliver multiple benefits to our ecosystems and the economy inaddition to greenhouse gas (GHG) reductions.
This chapter discusses qualitative and quantitative strategies that can reduce Fort Collins’ carbon footprint
through waste reduction, composting, tree-planting, soil management activities, and promoting local food. The
Road to Zero Waste Strategy is quantified as part of this framework plan’s quantified reductions. Other
strategies such as elements of carbon sequestration and local food are not quantified but are anticipated todeliver GHG reduction benefits in Fort Collins as well as across the region. Challenges and opportunities lie in
finding solutions to address the unique needs of larger waste generators, and developing regionally coordinatedsolutions to manage waste streams.

WASTE REDUCTION VISION
Increase waste diversion to 75% by 2020.
Increase waste diversion to 90% by 2025; achieve per capita waste generation levels of 2.8
pounds/person/day.
Achieve zero waste by 2030.

FIGURE 11. SUMMARY OF ESTIMATED GHG BENEFIT OF WASTE REDCUTION AND CARBONSEQUESTRATION STRATEGIES (MTCO2E)
2020

2030

2050

Road to Zero Waste

45,00082,000104,000

Carbon Sequestration

200

1,000

1,000

Waste Reduction and Materials Regeneration

Strategy: Road to Zero Waste
Fort Collins’ waste stream is responsible for three percent of its community greenhouse gas emissions. These
GHG emissions come primarily from decay of organics in the landfill. Fort Collins has aggressive waste
reduction goals in place. Achieving these waste diversion goals will support Fort Collins’ path toward accelerated
community greenhouse gas reduction goals.
In 2013, the Fort Collins City Council passed a goal of recycling or composting 75% of the community’s discards
by 2020, 90% by 2025, and working toward zero waste by 2030. These ambitious goals were developed intandem with a variety of programs and strategies outlined in the Road to Zero Waste Plan, which describes
steps to meet the goals.

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CLIMATE ACTION PLAN FRAMEWORK – March 2015

One of the strong motivations to adopt a zero waste strategy is its impact on the local economy. As noted in the
Road to Zero Waste Plan, the Fort Collins community throws away roughly $6.5 million worth of valuable
resources in the landfill every year. By reusing, recycling,
recovering energy from, or composting these materials instead, thatvalue would be retained in the local economy.
One of the greatest waste diversion opportunities for the Fort
Collins community is in composting organic materials. Paper, yard
trimmings, and food scraps make up over 50% of the materials
currently being landfilled. These materials could all be composted,either in traditional windrow composting, or through anaerobic
digestion. Anaerobic digestion provides the double benefit ofgenerating useful compost that can be applied to soils, as well as
generating methane that can be collected and used as an energy
source. Like most materials, it is important to keep in mind thatorganics are generated throughout the entire region. Regional-scale
facilities such as anaerobic digesters could be developed to takeadvantage of economies of scale and could compost organic
materials generated throughout northern Colorado, including
agricultural wastes.
The Road to Zero Waste Plan outlines steps to achieve the waste
diversion goals adopted by City Council. Some of the actions would be implemented by the private sector andsome by the City.
CITY ACTIONS: Complete the Community Recycling Center to offer a one-stop-shop for traditional recyclables, yard waste,and hard-to-recycle materials such as wood, concrete, asphalt and metal
 Consider a Universal Recycling Ordinance, which would create easier access to recycling for multi-family
residents and businesses
 Support a culture change by applying community-based social marketing and providing other outreach andeducation
 Use a systems approach to evaluating waste materials, in alignment with Sustainable Materials Management
principles
 Advance the municipal organization’s readiness to engage in waste-to-clean-energy activities Pursue a regional approach to developing infrastructure for Zero Waste activities Seek funding support for a Resource Recovery Park
 Add curbside yard trimmings collection for single-family residents
 Consider expansion of Universal Building code amendments for construction and demolition waste Promote materials reuse by construction of a re-use warehouse Coordinate and participate in regional land conservation efforts that will provide greater opportunities forcarbon sequestration.
 Act as a catalyst in researching and promoting agricultural practices that contribute to greater soil resiliency
and crop health, as well as greenhouse gas reductions.
Private Sector Actions: Help develop mixed construction and demolition (C&D) materials sorting facility in region

CLIMATE ACTION PLAN FRAMEWORK – March 201533

 Help develop food scraps composting and anaerobic digestion facilities Help develop glass sorting facility in region
BENEFITS OF WASTE DIVERSION
There are many benefits to the community that could come from pursuing higher waste diversion goals
and helping both businesses and residents be more sustainable and efficient, including:
Local jobs and economic development from conserving and using resources locally rather thanlandfilling themPromoting the health and fertility of local soils and improving opportunities to cultivate nutritious,
locally grown produce
Postponing the construction of new landfills by prolonging the life of existing landfills, which helps limit
risks of pollution to groundwater from landfills that may fail in the future
Producing clean energy through anaerobic digestion
Reducing, reusing and recycling materials and products conserve 3-5 times the amount of energy that
could be produced by burning those materials.
Decreasing water use by using compost in landscaping and gardening applications
Improving air quality and reducing mobile emissions through more local use of resources
Reducing the use of pesticides and herbicides; soils that are amended with compost produce healthy
plants that require less chemical application
Protecting and restoring habitat, biodiversity and open space through decreased need for mining andresource extraction
Providing “green” marketing edge for local businesses and Colorado State University.

Strategy: Carbon Sequestration
There are two major aspects that humans can impact in carbon cycling: the anthropogenic release ofgreenhouse gases into the atmosphere and aiding the removal of those gases by carbon sinks such as
vegetation and soils. The tactics included in this section address management and conservation techniques toenhance natural systems that store and sequester carbon. Carbon sequestration tactics also provide
opportunities for establishing carbon credits or offsets as well as other environmental co-benefits such as
improved air and water quality and reduced water, fertilizer, and pesticide use.
PRESERVE AND CONSERVE SUITABLE LANDS FOR CARBON BENEFIT
Opportunities exist to enhance soil carbon sequestration by identifying and protecting vulnerable lands with highsoil carbon storage potential. This could include protecting native prairie grasslands from being plowed under forhigh intensity crops, protecting rangeland from development or overgrazing, or reforestation of recently burned
areas. Additionally, these practices can be encouraged by documenting carbon credits that can be used or soldas offsets.

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CLIMATE ACTION PLAN FRAMEWORK – March 2015



Support and enhance initiatives through the Nature in the City project that establish baseline data for land
use categories and climate change indicator species and characteristics. Support future initiatives toestablish periodic data collection and land acquisitions that maximize carbon sequestration opportunities.



Support and enhance Poudre River Restoration projects that include restoring natural vegetation andriparian habitats along the river corridor that have the potential to maximize carbon sequestration
opportunities.
Support initiatives, in addition to Nature in the City and Poudre River Restoration, that develop and preserve
open space including grasslands, agricultural lands, wildlife habitat and corridors, wetlands, watersheds,
and groundwater recharge areas that remove and sequester carbon from the atmosphere.

Support acquisition or protection of land for local agriculture and food production that results in net carbon
benefits through decreased transportation or production emissions.

Support acquisition or protection of land for onsite generation of renewable energy.

PROMOTE AGRICULTURAL MANAGEMENT TO OPTIMIZE SOIL CARBON SEQUESTRATION
Support conservation efforts that remove or reduce atmospheric greenhouse gases including methane, nitrous
oxide as well as carbon dioxide and instead stores carbon in natural carbon sinks. Promoting these agriculturaloperations can also provide economic opportunities and environmental co-benefits to land owners and farmers.
Encourage soil carbon sequestration techniques such as conservation tillage best practices and planting year
round cover crops.
PROMOTE FOREST AND RANGE MANAGEMENT TO OPTIMIZE CARBON STORAGE AND SEQUESTRATION
Forest and rangeland management techniques for carbon sequestration are relatively low-cost, low technology
ways of mitigating climate impacts and offsetting carbon emissions. Many of the techniques can be
implemented immediately, including tree planting within the urban forest.
PROMOTE CONTINUING RESEARCH INTO SOIL AMENDMENTS AND BEST SOIL MANAGEMENT
PRACTICES
Encourage ongoing research into sustainable sources of organic soil amendments that may promote increased
soil carbon sequestration without sacrificing soil fertility, soil water retention, the health of the soil microbialcommunity, or the productivity of crops or native plant communities.

Qualitative Strategy: Local Food / Urban Agriculture
The importance of a vibrant local food system has become increasingly evident in addressing a number ofprevalent issues including climate change, public health, food insecurity, and sustainable economic
development. Most of our food is grown from sources thousands of miles away via a highly industrialized, fossilfuel based (i.e., synthetic fertilizers and pesticides), globalized supply chain. By buying locally, we saveagricultural land and reduce truck traffic and carbon emissions from transport, packaging production, andrefrigeration of our food.
The food system is a significant emitter of greenhouse gases in the United States, along with energy production
and transportation. Increasing local food production is a practical and simple way to mitigate this. Recent studies
have demonstrated other pressing issues related to food. For instance, one of every seven children in Fort
Collins faces some form of food insecurity. Additionally, roughly one in four children in Fort Collins is overweightor obese. Increased access to local foods and wellness programs can improve the health of our children.
Although the greenhouse gas reduction benefits of local food production are not quantified in this framework

CLIMATE ACTION PLAN FRAMEWORK – March 201535

plan, expanding local food initiatives serves to lower the carbon footprint of the food we consume and increase
access to healthier food.
Northern Colorado Local Food Cluster. Build on the efforts to develop and support a Local Food Cluster toenhance a resilient food system through economic, regulatory, and engagement activities that promote local
food consumption, production, and distribution.
Farm Incubator and Conservation Easements. The Natural Areas Department is developing a pilot program
to identify select City properties to use for local food production through a land bank and young-farmers
mentorship program. Natural Areas is utilizing conservation easements to conserve agricultural properties withthe assistance of existing federal funding sources such as the Farm and Ranchland Protection Program.
Lead by Example. The City of Fort Collins set a local food goal for municipal operations that 20% of foodpurchased by City staff for City functions will be grown within 50 miles or prepared by a local business.
Urban Agriculture in Fort Collins. The City has developed new ordinances that permit urban agriculture in
every zone district in the City. This includes allowing chickens, ducks, and goats to be raised for increased selfsufficiency; allowing farmers markets in more zone districts; and, supporting year-round growing efforts by
excluding hoop houses from building regulations

Qualitative Strategy: Inspiring Successful Implementation
Community support, engagement and partnerships will be essential if Fort Collins is to meet aspirational
greenhouse gas reduction goals. To successfully connect with the public in climate change communications, theCity must associate with people’s values and world views. Personally relevant solutions are needed to relate
climate change to the networks within this community. As global warming impacts increasingly make the news, it
is clear that the time to act is now.
Engagement strategies must frame the issue and actions in a way the makes sense to people, help people
overcome apathy and/or despair when faced with the large issue of climate change, and develop and promote a
community vision for systemic, transformative change that addresses triple bottom line needs. Capitalizing on
Fort Collins’ strong sense of community pride and sense of place, and leveraging Fort Collins’ volunteerism willbe critical.
Methods for motivating the
public to embrace thestrategies in this framework
plan must focus on theshared and place-based
identities within the city ofFort Collins and Larimer
County. Tactics must aim toanswer the ‘what’ (whatidea/component of the CAP iscovered?), the ‘why’ (why do
we have a Climate Action
Plan and why is this anecessary part of it?), andcommunicate a call to action(read about it, learn about it,

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CLIMATE ACTION PLAN FRAMEWORK – March 2015

think about what role ‘you’, as a member of the public, can play in helping to achieve these goals).
Piloting Strategies through EcoDistrict or Neighborhood Scale Sustainability Programs
Many cities are realizing the value of implementing climate strategies at the neighborhood scale in order toholistically integrate changes in land use, buildings and transportation infrastructure with the community
development assets and social networks required to affect change. The City can lead coordination of key
neighborhood stakeholders and organizations, property developers, local institutions and businesses, andutilities in the development of district scale projects that realize carbon benefits. The projects should leverageadvances made through Fort ZED partnerships and explore development opportunities that innovate andintegrate sustainability strategies.
The purpose of an EcoDistrict is to provide
a platform where citizens, institutions,businesses, municipal leaders and utility
providers work together to develop
innovative district scale projects that meetsustainability objectives. The EcoDistrict
framework includes principles involving
economic, social and environmental
sustainability, which aligns with the City’s
triple bottom line principles and community
involvement in decision making. The
EcoDistrict performance requirements
establish specific goals and targets in theareas of equitable development,
community identity, access and mobility,
energy and water efficiency, habitat andecosystem function, materials
management, and health and wellbeing. These, in turn, align with the City’s seven strategic planning outcome
areas.

CLIMATE ACTION PLAN FRAMEWORK – March 201537

CHAPTER 4

Triple Bottom Line Considerations
PRELIMINARY COSTS AND SAVINGS ESTIMATESTechnological and social innovations exist to support accelerated GHG emissions reduction in Fort Collins. A
carbon-free future provides a compelling value proposition on many levels. However, the question remains – dothe benefits outweigh the costs?
The preliminary analysis completed as part of this plan suggests that the benefits could outweigh the anticipatedcosts in the long run. Despite the need for upfront investment, projections indicate long-term benefits can accrue
to the community from accelerating emissions reductions.
The CAP framework analysis evaluates the aggregate costs of improvements identified in the strategies and theresulting energy and fuel savings, and estimates the cumulative cost, savings, and net through the 2050
planning horizon. There are a variety of factors to consider in any financial analysis, from what financial discountrate to use to accounting for uncertainty in future costs and savings. These estimates should be viewed as
preliminary, order-of-magnitude estimates.
Figure 12 below identifies a range of cumulative costs, savings, and net costs/savings associated with discountrates ranging from 2.5% percent to 5%, suggesting that the net cumulative implementation costs may be about$300 million in 2020 yet may yield between $2-6 billion in cumulative savings in 2050.
FIGURE 12. PRELIMINARY COSTS, SAVINGS AND NET CUMULATIVE IMPACTS (2.5%-5% DISCOUNT RATE)
2040
2020
2030
2050
Cumulative Implementation Cost from 2015($M)
Min$600$2,000 $2,800$3,300Max$600$2,500 $3,700$4,600
Cumulative Cost Savings from 2015 ($M)
$5,000Min$300$1,700 $3,800$10,800
Max$300$2,300 $5,900
Net Cumulative Cash Flow from 2015 ($)M$800
$2,500
Min
$300
$200
$6,200Max$300$300 $2,200
There are a number of important caveats that must be made to provide a “disclaimer” on these preliminary costs
and savings estimates.
Some cost estimates were not included in this analysis because it is exceedingly difficult to estimates costswith any level of confidence now, given rapid evolution of technologies and market conditions.

The following costs are not estimated on the distribution side:– Distribution system modeling– Infrastructure enhancements costs– Reliability sensitivity analysis– Energy storage options

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CLIMATE ACTION PLAN FRAMEWORK – March 2015

The following costs are not estimated on the generation system side:– Stranded fixed costs for the existing systems, such as decommissioning of coal units/ fuel supply
agreements– New electric storage resources

Actual future energy costs may not follow the assumptions embedded in this analysis. The assumptions are
based on predictions made by the U.S. Energy Information Administration.

Program and infrastructure cost estimates are based on recent averages and do not reflect the continuing
drop in prices as technologies come to scale (especially solar PV), and may be over-estimated.

As the City of Fort Collins’ request, Platte River Power Authority completed initial modeling under the IGA
with the City. This process has revealed the complex nature of interdependencies between the Platte Rivermodeled results and the CAP model. The results in this analysis represent a best approximation of
anticipated carbon reductions and cost implications. We believe the results are directionally correct, butmore work will need to be done in the future to more fully analyze options and associated costs for making
large-scale changes to the electric generating system.

The estimates do not include potential indirect benefits that can accrue from the proposed strategies,
including: Improved public heath resulting from more active modes of transportation (walking and bicycling);
 Improved public health resulting from reductions in air pollution and emissions; Indirect economic and social benefits to the community through increased resiliency to predicatedclimate change impacts;
 Job creation and resulting wages from Climate Action research and program implementation;
 Indirect economic benefit to the community from increased investment in local power generation (e.g.,increased solar and distributed energy installation).

FINANCING OPPORTUNITIESThe City of Fort Collins has begun to explore a range of innovative financing methods already being used byother communities and businesses to address the near term investments required. A menu of available andexisting funding mechanisms is provided below (not an exhaustive list). Many of the available mechanisms
achieve two essential goals: (a) spread the costs and benefits over time, and (b) provide greater access toindividuals and benefits. These financing mechanisms can, in some cases, fundamentally change the flow ofservices and capital, represent potential new revenue streams and service models, and alter the ways different
parties can benefit from the new goals. The mechanisms fall into three main categories:
Individual and Business Financing
These mechanisms provide access to borrowing or funds that individuals and businesses can use to makeinvestments in energy efficiency, distributed power, and other similar investments. In general, these financing
mechanism aid individuals and businesses in amortizing initial costs in improvements over time to reduce theupfront costs. In some cases, the government, whether it is municipal, county, or state, can aggregate theinvestments into a larger pool to reduce borrowing costs (e.g., On-bill financing, Property Assessed Clean
Energy Bonds or Tax Increment Financing).

CLIMATE ACTION PLAN FRAMEWORK – March 201539

Government Financing
These mechanisms involve the government borrowing funds, whether it is municipal, county, or state, directly tosupport investments in utility scale energy efficiency, solar rebates, transit infrastructure, and other similar
investments. The intent is to use the borrowing power of the government to accelerate adoption of key
strategies, reduce risk to private lenders of consumer lending programs, and make key investments in municipal
infrastructure (e.g., public transit) to support carbon reduction goals. In many cases, the borrowing still requires afunding source to justify the debt which can range from the existing revenues (e.g., taxes and/or fees) available
to the government to new revenues (e.g., new taxes and/or fees).
Other Sources of Funds
The last category captures a series of potential funding sources that do not logically fall into the other two
categories. These may include new governmental revenue sources (e.g. User Fees, Development Exactions,and Public Benefit Funds) or donations from private parties interested in furthering carbon reduction goals.

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CLIMATE ACTION PLAN FRAMEWORK – March 2015

FIGURE 13. POTENTIAL FINANCING APPROACHES FOR CAP FRAMEWORK STRATEGIES
Borrower
Category
Individuals andBusiness
Financing

Financing
Mechanism
Traditional
Borrowing

Savings
Dependent
Financing

Government
Financing

Other

DirectBorrowing

How it Works

ExamplesComments

Customer applies
for loan fromtraditional source;
underwriting
determines
borrowing amount
Customer applies
for a loan withprojected energy
savings as thecollateral; savings
determineborrowing amountGovernmental
entity uses existing
revenue, newrevenue, or othercollateral to borrow
fundsBank loan,
Consumer lending(Credit Cards),
Mortgage/Home
Equity Loans

Require borrower tohave capacity toborrow, reasonablecredit rating, and/or
collateral

Energy Efficiency
Loans, MEETS, On‐
Bill Financing

Can be delivered byeither the private
market or through autility (publicly or
privately owned)

General Obligation
Bonds, Green
Bonds, QCEBs,
Social Impact
Bonds, Pooled
Bond Financing

The governmental
entity is on the hook to
repay borrowed funds;
can relend funds toindividual users or use
the proceeds forgovernmental costs
Government uses its
funds (from any
number of sources) tomitigate the risk to a
private lender; enables
greater capital accessfor the community andbroader rate ofutilization (wider creditscores andunderwriting practices)
Often tied to a very
specific project orobjective; depends onthe foundation or
donor
Competitive funding
source with noguarantee of award;
amount depends on
governmental entityand purpose

Public Private
Partnership

Governmental
entity uses funds toenhance the credit
rating of a private
lenderLoan Loss Reserves,
Debt Service
Reserves, Loan
Guarantees

Philanthropic

A foundation
provides funding toachieve a specificpurpose

PRIs, Foundations,
Smart Growth
Funds, etc.
Leverage STAR

Government
Grants

A governmental
entity provides
grant monies toachieve a specificobjective

Department Of
Energy, State ofColorado, Housing
and Urban
Development, etc.

CLIMATE ACTION PLAN FRAMEWORK – March 2015

41

INCREASED RESILIENCYThe Fort Collins community has been focusing on the reduction of greenhouse gas emissions as part of aclimate action plan since 1999. While the role of mitigating the sources of emissions has been the primaryobjective for years, it is clear that to ensure the ongoing quality of life in the Fort Collins community, adapting to
the impacts of climate change is also an important need.
What does this mean in terms of mitigating or slowing our future greenhouse gas emissions? More action now to
avoid reduce emissions will help contribute to a safer, less hot and more stable climate that our infrastructure,buildings and community systems are built to support. A climate action plan that supports aggressive goals andaction is one of our best climate adaptation strategies for the future. However, we are already experiencing achanging climate and need to plan and act to ensure we are able to minimize damage and recover more quickly
from the types of events such as drought, floods, and fire our community has already experienced.
As Fort Collins explores a more aggressive path to reducing our carbon emissions, there are many recognizedco-benefits to increasing the overall resiliency of the built environment, transportation, energy and water systems
and local economy. There will be long term challenges we will face as the climate warms and extreme events,that we already occasionally experience, will continue to impact our way of life. The following strategic areas
offer qualities that will assist in increasing community resiliency and adaptation to a warming climate.
Building Efficiency
 During extreme heat events, occupants will have safer, healthier options for refuge and protection from theelements
 More efficient buildings offer reduced cooling and heating demands to energy systems and provide a more
comfortable and productive environment for occupants
Use of Alternative Transportation and Increased Electric Vehicle Adoption
 Increased use of fuel efficient and electric vehicles would significantly assist in reducing air pollutants such as
nitrogen oxide and carbon monoxide and help support state and regional air quality strategies
 With an increased number of hot days or heat waves, improved air quality will result in health benefits forvulnerable populations including children, elderly and those with respiratory ailments
Increased Distributed and Renewable Energy Sources
 Combining the use of distributed and renewable energy resources with microgrid or “islanding” technology
can assist in protecting valuable community services such as hospitals, police and other emergency
management facilities during extreme events
Waste Reduction and Diversion
 Strategies to divert waste from landfills during recovery from extreme events can assist in preserving landfill
capacity If extreme events result in large amounts of unrecoverable waste, preserved capacity could be utilized asneededCarbon Sequestration and an Increased Urban Forest Increased urban forest can assist in the reduction of the urban heat island effect and provide localized coolingto buildings and other areas Promotion of sustainable building practices and green streets includes the use of low impact development
structures that provide cooling benefits, divert storm water, improve overall water quality, while reducing water
demand and conserving resources

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CLIMATE ACTION PLAN FRAMEWORK – March 2015

TRIPLE BOTTOM LINE IMPACTS
As part of its evolving commitment to evaluating the “triple bottom line” implications, the City completed apreliminary Sustainability Assessment to evaluate social, environmental, and economic (or TBL) considerations
to support the CAP decision-making process. The following potential impacts were identified. Identification ofpotential negative impacts allows the opportunity for mitigation strategies to be considered and developed as
implementation details are developed for the CAP.
Social Impacts
 initial implementation costs that could present challenges to low income groups in meeting basic humanneeds such as food, shelter, and health care.
 increased building costs or deep building retrofits could negatively impact housing affordability; compromised
physical or mental health from financial stresses; and the disproportionate impact of higher initial utility rates
on low income groups.
 financial savings with more energy efficient buildings and vehicles.
 savings in building operating expenses
 more transportation options and access, more comfort and control over environmental settings in buildings;
 more active modes of transportation with resultant health benefits; less vulnerability to fossil fuel prices and carbon regulations, public health benefits from reduced air pollution.
Environmental Impacts
 large reductions in greenhouse gas emissions from multiple sources, improved indoor and outdoor air quality from reductions in pollutant emissions and use of low volatile organic
compound materials;
 reduced impacts to land and water resources;
 increased materials reuse and recycling; waste reduction; and delayed development of new landfills
 increased carbon sequestration
 reduced water use in green buildings
 reducing the heat island effect by planting more trees
 reductions in hazardous wastes associated with fossil fuel extraction and production
 generation of hazardous wastes from the solar industry; higher land use intensity for wind and solar power production,
 reliance on rare earth minerals for some renewable energy strategies
Economic Impacts
 some small and lower margin businesses may face a challenge with initial implementation costs in theabsence of mitigation measures higher City implementation costs
 possible loss of the competitive advantage provided by low utility rates
 financial impacts due to stranded costs
 potential for local job creation in solar, green building construction, and waste reduction and recycling
industries

CLIMATE ACTION PLAN FRAMEWORK – March 201543

 significaant savings fromm improved insstitutional and commercialcbuiilding energy eefficiency;
 attractioon of innovativee industries, new technologiess, and researchh money;
 increaseed land use andd transportation efficiency thaat can bring buusiness investm
ments.
.

SUPPOORT FOR CITYC STR
RATEGIC PLANP
OBJJECTIVESSThe City off Fort Collins asspires to providde world-class services to thee community. TThe 2014, the C
City completed
the 2015-22016 City of Forrt Collins Strateegic Plan that reflectsr
the inpput of engaged citizens, commmunity andbusiness partners,pMayorr and Council Members,
M
and City staff. The Coty’s Strateggic Plan has dirrected thedevelopmeent of current City
C budget prioorities. The straategies identifieed in the CAP FFramework cann, throughcareful impplementation, supportsseveral of the City’s strategic objectiives listed beloow.
COMMUNITY AND NEIGHBBORHOOD LIV
VABILITY: Proovide a high quuality built environment andd
supportsqualitty, diverse neiighborhoods
1.3. Direct and guide grow
wth in the community throughh appropriate pplanning, annexxation, land usee anddevelopmeent review proccesses.
1.4. Preserrve and providee responsible accessa
to naturre.
1.5. Preserrve and enhancce the City’s seense of place.
1.6. Promoote health and wellnessw
withinn the communitty..
CULTUREC
AND RECREATIO
ON: Provide diversedculturaal and recreatiional amenitiees
2.7
2
Promoote a healthy communitycand responsible acccess to naturee.
ECONOMIC HEALTH:
H
Prom
mote a healthyy, sustainable economy refl ecting commuunity values
3.7.
Suppoort sustainablee infill and redevvelopment to mmeet climate acction strategiess.
ENVIRONMENTAL HEALTH: Promote, protectpand ennhance a healtthy & sustainaableenvironment
4.3. Implem
ment indoor and outdoor air qualityq
improvement initiativess.
4.4. Reducce Greenhousee Gas (GHG) emissions by creeating a built eenvironment foccused on greenn building andmobile emiission reductions.
4.5. Demonnstrate progresss toward achieeving net zero energy within tthe communityy and the City oorganization
using a sysstems approach.
4.6. Engagge citizens in ways to educatee and change behaviorbtowardd more sustainnable living pracctices.
4.7. Increase the community’s resiliencyy and prepareddness for changges in climate, weather and rresource
availability.
4.11. Demoonstrate progreess toward achhieving zero waaste within the community andd the City orgaanization.
SAFE
S
COMMU
UNITY: Providee a safe place to live, work, learn and plaay
5.4. Protecct life and propeerty with naturaal, aestheticallyy pleasing floodd mitigation faccilities through building codess
and develoopment regulations.
5.6. Improvve safety for all modes of travvel including veehicular, pedesstrian and bicyccles.
5.10. Proviide a high-quality, sustainablee water supply that meets or eexceeds all public health stanndards andsupports a healthy and saafe community.

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C
CLIMATE ACTIONN PLAN FRAMEWWORK – March 2015

TRANSPPORTATION: Promote a healthy, sustain able economyy reflecting coommunity valuues
6.2. Im
mprove transit availabilityaand grow ridershipp through extennded hours, improved headways, and Sunday
servicee in appropriate activity centeers.
6.3. Fiill the gaps for all modes of traavel and improove the current transportation infrastructure while enhancinng theaestheetic environmennt.
6.6. Suupport efforts to achieve climate action goals by reducing mobile emissioons and suppoorting multiple mmodesof trannsportation.

CLIMA
ATE ACTION PLANN FRAMEWORK – March 201545

CHAPTER 5

What Does This Mean for theCommunity?
Achieving an aspirational goal to reduce community greenhouse gas emissions 80 percent by 2030 will require
landmark actions and the participation of the entire community. Households, businesses, and institutions will all
be asked to contribute towards achieving this goal by making changes to their behaviors, operations, andfacilities. It will require the full spectrum of approaches; new regulations, new incentives, and new education andengagement opportunities. Platte River Power Authority, Fort Collins Utilities, and the City of Fort Collins are
critical player, as well.

HOUSEHOLDSHousehold’s electricity and natural gas usage accounts for 27 percent of the community’s greenhouse gas
emissions in 2013. Therefore, residents will need to make a significant contribution to achieving the goals
contemplated in this plan. How might the typical household contribute? Actions identified in this plan include thefollowing types of changes:
 Improving energy efficiency by increasing insulation, replacing windows, and/or sealing central air ducting; Replacing appliances with energy efficient models; Converting water heaters and furnaces to electric models such as geothermal heat pumps;
 Replacing air conditioning units with more efficient models; Purchasing an electric vehicle and reducing the number of miles traveled; and Installing solar panels to generate electricity.
These actions are only possible with the assistance of financing to: a) spread the costs and benefits over time,and (b) provide greater access to individuals and benefits. As the community moves toward implementation
there are several principles that should guide the development of new financing tools, especially those geared at
encouraging individual or household action. The following principles provide an initial set of guard rails and will
be refined through the implementation process:Draft Financial Guiding Principles for Households
 Access to affordable energy and value-added services.
 Confidence in the energy efficiency results of services provided.
 Experience a streamlined purchase process.
 Experience enhanced customer service.
 An understanding of benefits versus costs that allows each user to make their own determination of value.

BUSINESSES
Commercial and industrial facilities electricity and natural gas currently account for 43% percent of thegreenhouse gas emissions in 2013. Achieving the goals contemplated in this plan will required significant action
by businesses as well. Unlike households, many businesses do not own their facilities; therefore, the actions that46

CLIMATE ACTION PLAN FRAMEWORK – March 2015

can be taken by businesses will vary significant from those of households. Businesses will be encouraged totake the following types of action:
 Partner with their landlords on energy efficiency improvements that can be made to their space; Replace their fleet vehicles with electric and higher efficiency vehicles; Encourage their staff through incentive programs to carpool, ride their bikes, and take mass transit;
 Purchase goods and services from local suppliers; and Install solar panels to generate electricity.
The actions identified above will only be possible with the assistance of financing, which should be guided byseveral principles. The following principles provide an initial set of guard rails and will be refined through theimplementation process:Draft Financial Guiding Principles for Businesses Access to information and assistance to select the right investments.
 Minimal impact to business operations.
 Access to capital funds that do not negatively impact their own balance sheet.
 Experience a streamlined purchase process.
 Experience enhanced customer service.
 Opportunities to partner with third parties to improve energy efficiency and reduce on-going costs.

CITY OF FORT COLLINS GOVERNMENTThe City of Fort Collins must play a leadership role in advancing carbon reductions, including those of its own
operations. As a responsible steward of taxpayer dollars, the City must maintain transparency in developing
programs and working towards goals in alignment with the CAP Framework. The City government also has animportant role to play in ensuring the plan’s successful implementation by advancing partnerships andcoordinating multi-sector efforts, and by tracking and reporting progress annually.
The City government will not be called upon to fund the majority of implementation costs identified in the CAP
framework. However, the City can pay an important role in leveraging outside funding to help meet accelerated
goals. By developing a strategy that ensures the best use of finite public funds, the City can create an attractive
investment environment for private investors to do some of the heavy lifting. Successful programs throughout thenation demonstrate that City governments can take the lead in attracting significant 3rd party private investments
while limiting or capping public spending, limiting exposure to losses in City reserves, and maintaining the City’s
strong credit standing.
In order to protect the City’s financial viability, the following guiding principles have been developed to provide an
initial set of guard rails. Inevitably these will be clarified and refined as implementation details are developed.
Draft Financial Guiding Principles for City Government
 No significant adverse impact on the City’s balance sheet.
 No adverse impact on the City’s credit rating.
 The City’s investment should catalyze investment in strategies by end-users and the third parties.
 Internally the City’s priority is utility rate revenue before general fund revenue.

CLIMATE ACTION PLAN FRAMEWORK – March 201547

CHAPTER 6

Actions for 2015 and 2016
PLANNED ACTIONS
Fortunately, Fort Collins already has significant actions underway or planned for the 2015/2016 budget cycle thatwill serve to reduce emissions while supporting other community objectives such as improved health andresiliency. The list below highlights select key activities that are already planned.
Planning and Policy
 Fort Collins Energy Policy Update will be brought forward for City Council consideration in 2015to support thestrategies in the CAP Revised energy efficiency and local renewable plan will be developed to meet GHG goals and inform futurebudget planning Platte River Power Authority will continue resource planning efforts during 2015 to support potential changes
to fossil-fuel generation, renewable energy and energy efficiency to meet the needs of its member
communities.
Buildings
 The City of Fort Collins plans to hire a contractual Green Building Program Coordinator Fort Collins Utilities will evaluate piloting Integrated Utility Services Model 2015 building code update will consider increased efficiency and compliance needs
 Fort Collins will participate as a semi-finalist in the Georgetown University Energy Prize with the objective todouble the amount of energy savings in the residential and municipal/school district sectors in 2015/2016. The
winner gains a $5M purse to advance energy efficiency.
 Fort Collins Utilities will continue programs to provide incentives for “above code” commercial and industrial
buildings through the “Integrated Design Assistance Program”
 Fort Collins Utilities will continue deployment of the Peak Partners program for smart thermostats, water
heater controllers and commercial building automation systems.
Energy Supply
 Expand partnership with Platte River on Efficiency Works programs
 Develop programs that benefit low/fixed income such as Low Income Solar Pilot
 Consider Time-of-Use and low income electric rate structures
Transportation
 Implement Car/Bike/Ride share programs Implement Drive Electric Northern Colorado – Work Place Challenge

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CLIMATE ACTION PLAN FRAMEWORK – March 2015

Road to Zero Waste
 Complete the Community Recycling Center to offer a one-stop-shop for comingled recyclables, residential
scale yard waste, and hard to recycle materials such as wood, concrete, asphalt and metal Seek to provide recycling to all multi-family residents then to all businesses through consideration of a
Universal Recycling Ordinance Support a culture change by applying community-based social marketing and other outreach/education
 Conduct a Waste Stream optimization to systematically evaluate waste materials and Sustainable Materials
Management
 Advance the municipal organization’s readiness to engage in waste-to-energy activities Pursue alternatives through regional Zero Waste Plan

RECOMMENDED NEW ACTIONSIn addition to these and other activities planned but not outlined above, additional actions are recommended for
the City of Fort Collins in 2015/2016. Additional funding support will be needed to implement these actions,focusing on the two greatest needs for success; community engagement and new financing approaches. A few
of these key recommended actions are outlined below.
Develop a 2020 Climate Action Implementation Plan
Compile a plan that identifies the specific steps needed for action between now and the end of 2020 to put Fort
Collins on a path to meet community GHG goals. A 2020 implementation plan will leverage the modelingcapability, research and analyses already completed as part of this broad framework plan by performing detailed
analysis in order to identify which tactics and programs must be implemented by 2020, in what order, andidentify anticipated budget needs. The plan must consider challenges and opportunities, and consider impacts
to key community metrics such as housing affordability. In order to be successful, the actions identified in theimplementation plan must reflect coordination and cohesion among involved City departments as well as
community input on preferences or concerns regarding next steps. Community awareness raising andengagement are critical elements in determining the key next steps that go beyond already approved activities.
Community Engagement
If Fort Collins is to meet its GHG goals, increased community engagement, ownership, and action is critical.
Funding will be sought to implement a robust awareness raising and engagement campaign. This may include
 Engagement targeted at collaborative problem-solving with the largest users of energy (such as computer
server facilities),
 Engagement with large institutions such as Colorado State University to align efforts and optimize the chancefor success in meeting similar goals
 Piloting new approaches at the neighborhood scale to test innovative and integrated holistic approaches toenergy generation, distribution and use, and Broad community-wide awareness raising and engagement campaigns
 Community capacity building to leverage and expand the activities of non-profits, grass roots organizations,businesses, and educational institutions
 Collaboration with Platte River and its member municipalities to advance progress regionallyResearch Equitable Financing Mechanisms that support Community Climate Action
Additional staff and/or outside expertise will be needed to investigate new financing approaches that can bringthe actions called for in this plan to scale while mitigating potential harmful inequitable impacts. This may involve
piloting a public private partnership to leverage outside finance.

CLIMATE ACTION PLAN FRAMEWORK – March 201549

CHAPTER 7

Accountability: Plan, Do, Check, Act
A key to achievement of any goal is measurement and accountability. Progress on Fort Collins’ community
greenhouse gas must be monitored, tracked and reported, as it has been in the past.

ANNUAL REPORTAn annual report will be prepared that tracks progress towards the goals by calculating the annual community
greenhouse gas inventory and comparing it to the anticipated trajectory under this framework plan. In addition,
progress on major metrics should be tracked and reported annually. A preliminary list of metrics is outlined
below. This list may be refined with the development of the CAP 2020 Implementation Plan. The annual reportwill also identify and quantify major areas of community greenhouse gas reductions that have contributed tochanges in communitywide emission levels, and recommend any adjustments to the 2020 implementation plan.

METRICS
The list below identifies a number of metrics that will be tracked and reported. Additional metrics may be
identified through the development of detailed implementation plans.
 Percent change in community GHG inventory, relative to the baseline year (2005)
 Percent change in municipal government GHG inventory, relative to the baseline year (2005)
 Percent change in electricity use (kilowatt hours or kWh) per capita compared to 2005 (baseline year) Percent renewable energy in Fort Collins electricity portfolio
 Cumulative and annual kWh distributed solar installed in Fort Collins
 Percent population who commute by bike
 Annual % waste diversion
 Annual pounds waste generated/capita
 Percent change in population from 2005
 Percent change in Fort Collins Sales and Use tax from 2005

PERIODIC CAP UPDATEThe goals described in this framework plan are bold and ambitious—and they span a time frame of 5–35 years.
The CAP framework does not provide a definitive and inflexible roadmap to specific actions over such a longhorizon. Instead, the plan is iterative by design, following the “Plan, Do, Check, Act”’ model for which Fort Collins
is already known. The strategies and programs identified to achieve the goals will require periodic reevaluation
and updating, taking into consideration advancements in technology, community feedback and financing
approaches. Recognizing that technologies and markets will continue to evolve, financing structure andopportunities may expand, and scientific finding regarding climate change may continue to emerge over time, itwould be prudent for the Fort Collins Climate Action Plan be updated by the end of 2019. This would allow
updates and prioritized strategies to be considered during 2020 in the context of the 2021/2022 budget decisionmaking process.

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GLOSSARY OF TERMS
Adjusted Business As Usual Greenhouse Gas Forecast – a forecast of local GHG emission that represents
the emissions expected to occur when taking into account planned federal actions and potential regional actions.
In Fort Collins CAP Framework, the Adjusted Business As Usual forecast considers the impact of the Corporate
Average Fuel Efficiency standards and the greenhouse gas reduction that could occur if Platte River decides toproceed toward planning guidelines established by the Platte River board in 2013. These guidelines were
established for a study of options that could: (1) reduce emissions 20% below 2005 levels by 2020 and 80% by
2050, (2) achieve 20% energy supply from renewable sources by 2020 (not including existing hydropower), (3)maintaining reliability through minimum 15% reserve margin, and (4) remaining the lowest cost wholesale
electric supplier located in Colorado.
Business As Usual Greenhouse Gas Forecast – a forecast of local GHG emission that assumes that future
emissions trends follow those of the past and no changes in policies will take place.
Carbon Neutral - refers to a community with net zero greenhouse gas emission, meaning that the community
has reduced its greenhouse gas emissions as much as possible and then over-generates renewable energy orinvests in carbon offsets to achieve net zero emissions. Or “Having achieved a state in which the net amount ofcarbon dioxide or other carbon compounds emitted into the atmosphere is reduced to zero because it isbalanced by actions to reduce or offset these emissions.”
Cost of Carbon - an anticipated future cost that would be added to the price of greenhouse gas-emitting
activities such as the burning of fossil fuel. This is in alignment with the Intergovernmental Panel on Climate
Change’s (IPCC) definition of “Carbon price”: What has to be paid to some public authority as a tax rate, or onsome emission permit exchange for the emission of 1 metric tonne of CO2 into the atmosphere.” (IPCC
Glossary, 2007)
Metric ton CO2e – metric tonnes of carbon dioxide equivalent, where the global warming potential of othergreenhouse gases are converted into a carbon dioxide equivalent and summed. Fort Collins considers thecontribution of methane and nitrous oxide as well as carbon dioxide.
Net Zero Buildings – a building with zero net energy consumption, meaning the total amount of energy used by
the building on an annual basis is roughly equal to the amount of renewable energy created on the site.
Strategy - As used in the Climate Action Plan (CAP) framework, a strategy refers to a broad area of carbon
reduction. The framework plan has quantified the benefits of eleven strategies.
Tactic - As used in the CAP framework, a tactic refers to a policy, program or action that could support
achievement of the reduction strategies. The priority, timing and details of possible tactics has not been
identified yet in this framework plan.

CLIMATE ACTION PLAN FRAMEWORK – March 2015

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City of Fortt Collins
PO Box 5880
Fort Collinss, CO 80522
fcgov.com//climateprotecttion
fcgov.com//utilities
fcgov.com//enviro

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