HomeMy Public PortalAboutTBP 2023-04-05bflgCold° Fl
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Board of Trustees
Regular Meeting Agenda
Fraser Town Hall, 153 Fraser Avenue and Virtually
Wednesday March 15, 2023
6:00 PM- 9:00 PM
Members of the Board may have dinner together @ 5:30
p.m.
NOTE: Times are approximate and agenda subject to
change
Watch the meeting live on Fraser's YouTube
Channel https://www.youtube.com/channel/UCs5aHnI7d-kkOj1cxV28DSq
Participate in the meeting through our virtual platform
Zoom Meeting Information
https://us02web.zoom.us/j/2590408013
Meeting ID:259 040 8013
Phone 1-346-248-7799
1. 6:00 P.M. Roll Call
2. Approval Of Agenda
3. Consent Agenda
a. Minutes March 1, 2023
Documents:
IBM M 202„3.03.01.IPdt
-1[IE1MI Siigjnn On Sheet 03.01-2J.Pd't
b. Resolution 2023-03-05 Surety Reduction For Rendezvous East
Mountain Filing 12
Documents:
ResoVuValon 2023.03.00 ou.uuety IRedu.ichona For IFEend .°zvuu Mast IMou.untaVln
H VIIihrnq 112.Pdif
4. Open Forum
a. Business not on the agenda (If you would like to request time on a future
agenda please contact the Town Clerk)
5. US Forrest Service Update - Eric Freels
6. Discussion And Possible Action Regarding
a. Water Efficiency Plan - Merrick
Documents:
Fraser Water IEf'tiicienncy g::rlfiln....DRAF 7 4: ....0310.IP f
b. Treasurer's Report - Rob
Documents:
Treasurers Report 031523
c. Ordinance 494 Amending Chapter 6, Article 1 Of The Fraser
Municipal Code Regarding Business Licenses - Leslie
Documents:
Ordi'irnance 494 IBusiruess lLihceruse .IPdf
Business ILiicense - Staff V' lenno.lpdf
7. Updates
8. Adjourn
UPCOMING MEETING
WEDNESDAY, APRIL 5, 2023 BOARD OF TRUSTEES
Board
Staff
Direct: Define the service, product or value
Lead: Future focused planning
to be delivered
Protect: Establish the operational
Manage: Now focused policy and procedural
boundaries to be respected by Staff and
monitored by the Board
guidance to ensure on time, on budget, and on
target service delivery
Enable: Advocacy, resource development,
Accomplish: Ensure the work defined by the
and role discipline
direction of the Board of Trustees is accomplished
Pease contact the Town Clerk to request accommodations to assist people with
disabilities to participate in public meetings. Listening devices for people with
hearing impairment are available upon request.
Town Clerk, Antoinette McVeigh 970-531-9943 or amcveigh@town.fraser.co.us
FRASER BOARD OF TRUSTEES
MINUTES
DATE: March 1, 2023
MEETING: Board of Trustees Regular Meeting
PLACE: Fraser Town Hall Board Room and Virtually
PRESENT
Board: Mayor Philip Vandernail; Mayor Pro-Tem Eileen Waldow; Trustees; Brian
Cerkvenik, Lewis Gregory, Parnell Quinn and, Katie Soles
Staff: Town Manager, Ed Cannon; Town Clerk, Antoinette McVeigh; Assistant
Town Manager, Michael Brack; Finance Director, Rob Clemens; Deputy
Clerk, Leslie Crittenden; Marketing and Communications Manager, Sarah
Wieck, Public Works Director Paul Johnson
Others: See attached list
Mayor Vandernail called the meeting to order at 6:03 p.m.
1. Rollcall: Mayor Philip Vandernail; Mayor Pro-Tem Eileen Waldow; Trustees; Brian
Cerkvenik, Lewis Gregory, Parnell Quinn and, Katie Soles
2. Approval of Agenda:
Trustee Soles moved, and Trustee Cerkvenik seconded the motion to approve the
agenda. Motion carried: 7-0.
3. Consent Agenda:
a) Minutes February 15, 2023
b) Resolution 2023-03-01 Change Order to Complete The Water Efficiency Plan
and 10 -Year Capital Improvement Plan
c) Resolution 2023-03-02 Partial Surety Reduction Pursuant to SIA for Elk Creek
Condominiums at Grand Park Lot 3
Trustee Soles moved, and Trustee Gregory seconded the motion to approve the
consent agenda. Motion carried: 7-0.
4. Open Forum:
none
5. Board Of County Commissioners Update:
Grand County District #1 Commissioner Cimino updated the board.
Trustee Cerkvenik moved, and Trustee Quinn seconded the motion to suspend the
Town Board meeting and open the Liquor and Beer Licensing Authority. Motion
carried:7-0.
6. Liquor And Beer Licensing Authority:
Page 2 of 3
Trustee Cerkvenik moved, and Trustee Quinn seconded the motion to suspend the
Board of Trustees meeting and open the Liquor and Beer Licensing Authority. Motion
carried:7-0.
a) Safeway Modification of Premises Liquor Licensing Authority
Trustee Gregory moved, and Trustee Fisher seconded the motion to approve the
Safeway Modification of Premises. Motion carried: 6-1, Nay Quinn.
Trustee Quinn moved, and Trustee Waldow seconded the motion to close the Liquor
and Beer Authority and continue the Board of Trustees meeting. Motion carried:7-0.
7. Discussion and Possible Action:
a) Resolution 2023-03-03 Major Site Plan 461 Muse Drive
Trustee Soles moved, and Trustee Cerkvenik seconded the motion to approve
Resolution 2023-03-03 Major Site Plan 461 Muse Drive amending condition 1. a. prior
to Final Plat approval, the Applicant shall address all comments and redlines outlined in
the 461 Muse Drive Major Subdivision — 3rd Referral Comments dated March 1, 2023
and revise and resubmit all documents accordingly. Motion carried: 6-1, Nay Waldow.
b) Ordinance No. 493 Amending Chapter 19 Regarding Subdivision Improvement
Agreement
Trustee Waldow moved, and Trustee Cerkvenik seconded the motion to approve
Ordinance No. 493 Amending Chapter 19 Regarding Subdivision Improvement
Agreement. Motion carried: 6-1, Nay Quinn.
c) Resolution 2023-03-04 Adopting an Updated Open Records Policy
Trustee Gregory moved, and Trustee Soles seconded the motion to approve Resolution
2023-03-04 Adopting an Updated Open Records Policy. Motion carried: 7-0.
d) United Business Bank Updated Approved Signers
Trustee Soles moved, and Trustee Cerkvenik seconded the motion to update the
signers at United Business Bank, removing Town Manager Ed Cannon who is retiring
and adding newly hired Town Manager Michael Brack, all other current signers will
remain on the account, Mayor Philip Vandernail, Mayor Pro-Tem Eileen Waldow, and
Town Clerk Antoinette McVeigh. Finance Director Rob Clemens will retain access to the
account but will not have signing ability. Motion carried: 7-0.
e) Town Manager Transition Letter
Trustee Cerkvenik moved, and Trustee Quinn seconded the motion to agree to place
Ed Cannon, previous Town Manger on three-month, un-paid, administrative leave
beginning April 1 through June 1. Cannon will continue to receive health insurance
benefits during this time according to the Employee Handbook. Motion carried: 7-0.
8. Updates
Page 3of3
a) Trustee Waldow, Annual CML Conference, tax credit for zero scaping, matching
funds for the League of Cities,
b) Town Manager Cannon, Grand Park Metro Districts, 23-166 Senate Bill, last meeting
as the Town Manager
c) Trustee Soles, Letter of Support for EMS funding, Thank you to Ed Cannon as Town
Manager
9. Adjourn:
Trustee Gregory moved, and Trustee Cerkvenik seconded the motion to adjourn.
Motion carried: 7-0. Meeting adjourned at 8:15 p.m.
Antoinette McVeigh, Town Clerk
NAME
I"
PHYSICAL ADDRESS
E MAIL
TOWN OF FRASER
RESOLUTION NO. 2023-03-05
A RESOLUTION APPROVING A PARTIAL REDUCTION IN THE SURETY PURSUANT TO
THE SUBDIVISION IMPROVEMENT AGREEMENT (SIA) FOR THE EAST MOUNTAIN
FILING 12
WHEREAS, Rendezvous Colorado, LLC and the Town of Fraser entered into a SIA,
Reception #2020011317, to ensure completion of certain infrastructure and which SIA provides
for reductions in surety requirements; and
WHEREAS, Preliminary Acceptance was granted on July 8, 2022 which allows the
developer to reduce the surety to 20% in accordance with the SIA
NOW THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE TOWN OF
FRASER, COLORADO THAT:
1. The Town Board of Fraser, Colorado hereby authorizes a partial reduction in the surety
required under the terms of The East Mountain Filing NO. 12 SIA from $345,747.00 to
$310,424.00.
READ, PASSED ON ROLL CALL VOTE, AND ADOPTED BY THE BOARD OF TRUSTEES
THIS 15th DAY OF MARCH 2023.
Votes in favor:
Votes opposed:
Abstained:
(S E A L)
BOARD OF TRUSTEES OF THE
TOWN OF FRASER, COLORADO
BY:
Mayor
ATTEST:
Town Clerk
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Prepared by Merrick and Company 0°0 MERRICK®
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Town of Fraser 2023 Water Efficiency Plan [DRAFT]
EXECUTIVE SUMMARY
The Town of Fraser ("Fraser" or "the Town") is located in the high basin of Middle Park overlooking the
continental divide to the east. Like many mountain communities, Fraser is growing rapidly as more and
more people discover the delights and quietude of high -country life. Fraser's water resources are central
to the community both geographically and culturally. Every year, icy streams and summer thunderstorms
ebb and flow the water of the Fraser River, one of the headwaters of the Colorado River. With additional
growth and changing climate, the Town is committed to water conservation for the present and future to
protect this critical resource. This water efficiency plan serves to document existing conditions and
develop a proposed plan moving forward.
Water Efficiency Plans (WEPs) are required for municipalities that distribute more than 2,000 acre-feet
(approximately 652 million gallons) of water per year according to the Water Conservation Act of 2004
(HB 04-1365). Fraser is below this threshold, but the Town believes that this WEP is a practical addition to
infrastructure planning and spending, and is also the right thing to do as stewards of water resources. The
Colorado Water Conservation Board provides guidance for WEPs based on five topics:
1) Existing water supply system
2) Past water consumption in the Town and past conservation measures
3) The benefits of water efficiency planning and the Town's conservation goals
4) Strategies for increasing efficiency
5) Implementation of these strategies
This five-year WEP was written alongside Fraser's 2023 Capital Improvements Plan (CIP) Report. Ideally,
infrastructure planning efforts, including WEPs, CIPs, water supply and reliability planning, and drought
planning should be integrated to accurately represent water needs and to make smart investments in the
community's future. For example, the goals of this WEP directly impact the recommendation of the CIP,
as increased efficiency leads to a reduction in the required capacity of new infrastructure projects.
Increased water efficiency also improves drought -readiness and long-term drought mitigation.
Several major goals have been developed as part of this WEP: Improving data collection and prioritizing
observation and learning, integrating water efficiency with the Town's infrastructure and with the
community, and investing in local and regional connections for sustained mobilization for water efficiency.
As part of these goals, this WEP targets a 20% reduction in water lost to leaks and a 7% reduction in water
use by the Town's largest water customers, with a goal of 10% reduction in total water needs.
To increase observation and learning, a meter testing and replacement program is recommended in
concert with improvements to billing and demand database management. Proposed rate structure
upgrades and an aggressive leak reduction program target the Town's infrastructure needs, while
outreach and assistance focusing on the Town's largest customers provide an avenue for demand
management. A review of codification and enforcement accompanied by outreach to foster local
stewardship and regional partnerships provides the dialogue needed to ensure lasting change.
This plan was completed in partnership with the Department of Public Works for the Town of Fraser and
the Fraser Board of Trustees.
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Town of Fraser 2023 Water Efficiency Plan [DRAFT]
TABLE OF CONTENTS
Executive Summary
1.0 Water System Overview 1
1.1 Existing Water Supply System 1
1.2 Water Supply Reliability 3
1.3 Supply -Side Limitations and Future Water Demand 4
2.0 Profile of Water Demands 5
2.1 Demographics and I<ey Characteristics of the Service Area 5
2.2 Historical Water Demands 7
2.3 Past and Current Demand Management Activities 11
2.4 Demand Forecasts 12
3.0 Integrated Planning and Water Efficiency Benefits and Goals 14
3.1 Water Efficiency and Water Supply Planning 14
3.2 Water Efficiency Benefits 14
3.2 Water Efficiency Goals 15
4.0 Selection of Water Efficiency Activities 15
4.1 Summary of Selection Process 15
4.2 Demand Management Activities 16
4.2.1 Foundational Activities 17
4.2.2 Targeted Technical Assistance and Incentives 18
4.2.3 Ordinances and Regulations 19
4.2.4 Education and Outreach Activities 19
5.0 Implementation and Monitoring Plan 20
5.1 Implementation Plan 20
5.2 Monitoring Plan 21
6.0 Adoption of New Policy, Public Review and Formal Approval 21
6.1 Public Review Process 21
6.2 Local Adoption and State Approval Processes 22
6.4 Periodic Review and Update 22
References 23
Appendices 24
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ii
Town of Fraser 2023 Water Efficiency Plan [DRAFT]
List of Appendices
Detailed Activity Sheets
Implementation Timeline Activity
List of Tables
Table 1- EQR Schedule Legally Defined for the South System 3
Table 2 - Annual Water Delivered and Nonrevenue Water, 2017 - 2021 7
Table 3 - Usage -Based Water Rates for Different Customer Groups 12
Table 4 - Base Rate -Determining Value for Different Customer Groups 12
Table 5 - SFE Schedule Used for Planning for the North System 13
Table 6 - Ten -Year Predictions of Average Day Demand 13
Table 7 - Fraser Water Efficiency Goals, 2023-2028 15
List of Figures
Figure 1 - Map of Fraser's water system 2
Figure 2 - Fraser's housing unit occupancy (Headwaters Economics, 2022) 6
Figure 3 - Age of housing stock in Fraser (Headwaters Economics, 2022) 6
Figure 4 - Water user group classifications shown as number of accounts 7
Figure 5 - Average monthly treated water deliveries, 2019-2021 8
Figure 6 - Average monthly consumption and precipitation, 2017-2022 9
Figure 7 - Water use by customer type in 2021 10
Figure 8 - Average water demand for each customer type in 2021 10
List of Abbreviations
AF Acre-feet
AMI Automated metering infrastructure
cfs Cubic feet per second
CIP Capital Improvement Plan
CWCB Colorado Water Conservation Board
EQR Equivalent Residential Unit
GPD Gallons per day
gpm Gallons per minute
kgal Thousands of gallons
MG Millions of gallons
MGD Million gallons per day
NWCCOG Northwest Colorado Council of Governments
PRV Pressure Reducing Valve
SFE Single Family Equivalent
SWSI Statewide Water Supply Initiative (Colorado Water Plan)
Town Town of Fraser
WEP Water Efficiency Plan
®®MERRICK®
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Town of Fraser 2023 Water Efficiency Plan [DRAFT]
Acknowledgements
We would like to thank Town Staff for their effort in preparing this plan, including but not limited to Lucus
Seffens, Ed Cannon, Michael Brack, Monica Kopf, Joe Fuqua, Becky Allison, Rob Clemens, Nick Rardin,
Cathleen Brown, Sarah Wieck, and Antoinette McVeigh. Additional gratitude to Chris Thorne, Jodi Flori,
Julie Estrel, and staff at HRS Water Consultants for their support.
®°a MERRICK®
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Town of Fraser 2023 Water Efficiency Plan [DRAFT]
1.0 WATER SYSTEM OVERVIEW
1...1.. Existing Water Supply System
The Town of Fraser is located in the valley of the Fraser River in Grand County, along US Highway 40
between the Towns of Winter Park and Tabernash. At an elevation of 8,574 feet, Fraser is a popular
destination for mountain biking, hiking, snow sports, and fishing, and hosts visitors year-round. The
Winter Park Resort ski area is just south of the Town, and protected natural areas surround the Town on
both sides.
Fraser's water system is owned and operated by the Town of Fraser, ensuring a continuous source of
reliable and safe drinking water to all community members and visitors. Between 1986 and 2003, Fraser
annexed area including the Cozens and Elk Creek Meadow areas, as well as land that is now home to the
communities of Rendezvous and Grand Park, which is not yet fully developed (Water Rights of Maryvale,
LLC, 1999). The water rights and water supply infrastructure of these areas (now known as the "South
System") have been incorporated into Fraser's water planning and management. However, Fraser's
original water system (referred to now as the "North System") is still operated separately due to water
rights requirements for the South System. Fraser also provides drinking water to a few areas located
outside of the Town limits (see Figure 1).
Fraser's water supply comes from 11 groundwater wells near the Fraser River. Water from these wells
originates as snowmelt from the surrounding mountains that flows into the Fraser Valley and collects
underground below the valley floor. The water is then pumped to one of Fraser's two water treatment
facilities, where it is treated to prevent corrosion and to remove contaminants, and then disinfected with
chlorine. The water is sent directly into the distribution system. The water storage tanks provide water to
the residents of Fraser, meeting pressure and flow demands. There are four different water pressure
zones in the Town because of Fraser's dramatic topography. Fraser's water infrastructure has a capital
replacement value of about $116 million and is made up of the following:
- Two treatment facilities (the North Treatment Plant and South Treatment Plant)
- Two pump stations
- Three storage facilities, with 1.8 million gallons total storage capacity
25.4 miles of distribution water mains
- Approximately 250 fire hydrants
- Four pressure reducing valve (PRV) vaults
- One wastewater treatment facility (Upper Fraser Valley WWTP) that serves the Town of Fraser,
Winter Park Ranch Water and Sanitation District, and Grand County Water and Sanitation District
No. 1. This facility has a capacity of 2 million gallons per day and is an activated sludge facility
utilizing nitrification and UV disinfection.
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Figure 1 - Ma
t
of Fraser's water system
Upper Fraser Valley WWTP
LEGEND
rand County Water (Winter Park) Service Area
Winter Park Ranch Water Service Area
F-1 Town of Fraser Water Service Area
North System
Future South Syste
1 South System
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cu
tly North)
WINTER PARK
RANCH WATFR
ANU SANITAI ION'
GRAND COUNTY
WATER
SANITATION al
astewater Treatment Plant
Wat
elt Field
Yawn Limi
nt Plant
MANI
Town of Fraser 2023 Water Efficiency Plan [DRAFT]
1.2 Water Supply Reliability
Fraser's water sources are considered senior in the hierarchy of water access in Colorado, resulting in a
reliable water supply. Fraser's seven in -use northern groundwater wells are sited in a single wellfield and
are known as the Fraser Wells. These shallow alluvial wells (50-140 feet deep) are allowed to provide up
to 2.28 cubic feet of water per second (cfs), or approximately 1.2 million gallons per day to the North
System according to Fraser's water rights. However, these wells are also used as alternate points of
diversion for more senior surface water rights owned by the Town (HRS Water Consultants, Inc., August
12, 2022).
The Town has three additional well fields in the south that serve the South System and are deeper than
the northern wells (200-280 feet deep). One site is home to the Town's other four wells, leaving two sites
yet to be developed. These wells supply water to the Rendezvous and Grand Park subdivisions and are
included in the Regis-Maryvale Plan for Augmentation (Water Rights of Maryvale, LLC, 1999). This decree
provides for up to 2,822 equivalent residential units (EQR) and irrigation of 17 acres of land (HRS Water
Consultants, Inc., August 12, 2022). An EQR is a measure of expected water use for planning purposes.
The decree defines how EQRs should be assigned in the South System to track this value as shown in Table
1 (Water Rights of Maryvale, LLC, 1999).
Table 1- EQR Schedule Legally Defined fo
he South System
Structure Type
Assigned EQR Amount
Single Family Residence
1 EQR
Multi -family Residential Units
0.8 EQR
Hotel or Lodge
0.35 EQR
Commercial or retail office space
0.33 EQR per every 1,000 square feet
The north area of the Grand Park development, which includes a total of 184 EQRs, is currently served by
the North System. This area is intended to be transitioned to the South System to be served under the
South System (or "Fraser-Maryvale") water rights (HRS Water Consultants, Inc., 2020).
The Cozens Ditch water right is the primary source of augmentation for the South System and is used
either directly or by release of water from the Maryvale Reservoir or Grand Park Ponds. The Town also
owns surface water rights on the St. Louis Creek Ditch Enlargement and Extension Ditch and Elk Creek
Ditch No. 2, both of which are decreed for irrigation use. Finally, Fraser also owns portions of the Grand
County Water and Sanitation District Reservoir No. 2 and other reservoirs downstream (HRS Water
Consultants, Inc., August 12, 2022).
Fraser's water supply planning is not yet integrated into regional planning efforts, though the Northwest
Colorado Council of Governments has developed water efficiency recommendations for the region related
to supply concerns (Northwest Colorado Council of Governments, March 2020). The Town also was and is
also involved in the creation of Grand County's robust Drought Preparedness Program (Grand County,
April 2022). As identified by the Colorado Water Plan, Fraser's location within the Colorado River
watershed places it in the midst of potential scarcity events in the future (Colorado Water Conservation
Board, 2019).
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Climate projections for the Colorado high country vary in their predictions, as future climate in the region
depends on how complex weather patterns will react to temperature changes to the west and around the
globe. However, most predictions show that the spring melt will continue to shift earlier into the spring,
reducing the supply of water in the late summer when irrigation use is highest. Almost all projections also
show an increase in winter precipitation, though other seasons could become either wetter or drier. As
for temperature, average summer temperatures appear to be warming more quickly than winter
temperatures. In Fraser, which already sees above -average temperature variation between winter and
summer, this could lead to an increase in the frequency and severity of heat waves, droughts, and
wildfires. These conditions, plus possible increase in rain versus hail in the summer months, might also
increase the severity and frequency of flash flooding. Regardless of changes in rainfall, plants will require
more water in hotter temperatures, increasing irrigation needs for landscaping, especially non-native or
non-xeriscaped vegetation. The balance between increasing water needs and increasing or decreasing
total precipitation is a profound unknown (Colorado Water Conservation Board, 2014).
Fraser's water supply model and reliability estimates are based on the quantification of well production,
which is a straightforward, industry -standard method for small municipalities. Therefore, the model does
not currently include the impact of climate change on water supply in future growth and planning. Multi -
scenario analysis of all of Fraser's water supplies is recommended for future water supply modeling. Multi -
scenario analysis compares static well production to scenarios that include the impact of additional
variables on water supply over a variety of timelines, such as population growth and aridification.
1.3 Supply Side Limitations and Future Water Demand
Besides the possibility of increasing water needs due to climate change, Fraser's water system also faces
other challenges. Though Fraser is a small town, the water system must include all the treatment and
pumping components required of a larger system. The system must be ready to supply the maximum
volume of water needed at any time, as well as what is needed on the average day. This includes indoor
demand for cooking, drinking, bathing, and sanitation; outdoor demand for irrigation and landscaping;
and emergency demand for firefighting. The seasonality of Fraser's visitors causes water demand in the
Town to fluctuate greatly over the course of a year, presenting challenges in infrastructure sizing.
Parts of Fraser's water system are also aging. The Town recognizes that aging infrastructure contributes
to water waste and is working to maintain and improve its existing leak detection and pipeline
replacement programs. The Town contracts with a third -party to test major water mains for leaks every
year, though non -looped water pipes inhibit testing in many locations. The Town also has a service line
replacement program that subsidizes customers who wish to replace their service line to prevent freezing.
Recently, this has expanded to include facilitated service line replacement for residents connected to the
Byers Avenue line, which is set to be lowered in 2023 to reduce freezing.
While the Town is able to perform repairs in the event of a break, staffing shortages and the high cost of
living in Fraser reduce staff and increase the delay for on -call response teams. Fraser's average winter
temperatures require unique precautions to prevent water meters and pipes from malfunctioning in the
winter months. The short summer season and distance of Fraser from many construction services also
makes it challenging to get new pipes in the ground each year. Nevertheless, the Town's program for
infrastructure replacements and upgrades will continue to improve water quality by replacing aging
equipment.
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New development in the Town creates unique problems with the water system as new neighborhoods
are slowly phased in. To prevent inefficiencies in construction, new pipes in new developments are sized
for full buildout. While this is standard practice, poor water quality and pressures can result before the
neighborhood reaches full occupancy because of the difference between the size of a pipe and the amount
of water being used in the early years of its life. Lines are also left as excessively long dead ends for future
connection into loops, which allows water to stagnate and water quality to decrease. Town staff prevents
this by frequently flushing out these incomplete or underutilized new lines.
New development and increasing density will continue to increase the demand on Fraser's water
resources. The Town anticipates increasing the capacity of the water system and water supply, including
the possibility of additional groundwater wells. As of January 2023, the Fraser Capital Improvements Plan
includes many planned infrastructure projects, for example:
- Planning and preliminary engineering for developing the Town's St. Louis Creek Enlargement and
Extension water rights for non -potable supply
- Siting and design of an additional water supply well for the north well field; drilling, constructing,
and testing of this well
- Planning and preliminary engineering to fully augment the north well field by developing required
upstream storage for exchange and augmentation
- Site selection, planning, and preliminary engineering design for the Forest Meadows
Augmentation Reservoir; construction of this reservoir
- Replacement of the Elk Creek Drive to Old Victory Road distribution pipeline
- Expansion of storage facilities to provide appropriate water pressures and fire flow
- Replacement of the distribution system loop between Eisenhower Drive, Highway 40, and Fraser
Avenue
- Replacement of the asbestos -cement line that serves out-of-town homes in Byers Peak Ranch
- Improvements to the Byers Avenue distribution line
- Improvements to the distribution lines in the "Furry Critters" neighborhood along Wapiti Drive
(Wolverine Lane, Mink Lane, Badger Lane, Ermine Lane, Ferret Lane)
- Improvements to the distribution lines in and near Quail Drive
Water efficiency also plays a role in this response. While supply limitations could present a serious future
constraint, the Town has significant potential to use less water more effectively, resulting in greater
community resiliency and economy.
2.0 PROFILE OF WATER DEMANDS
2.1 Demographics and Key Characteristics of the Service Area
Demographic information is important in understanding how best to implement water efficiency
programs and activities. Fraser was home to 1,467 people in 2021 (Colorado State Demography Office,
2022), with 862 registered voters as of August, 2022 (Town of Fraser, August 2022). The 2020 census
recorded that the Town's population is predominantly male (65%), white non -Hispanic (70%), and
between the ages of 18 and 64 (81%). Fraser's per capita income is about 80% of the per capita income
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in Colorado, at about $30,000 per year, with 46% of people earning under $50,000 per year and 40%
earning between $50,000 and $100,000 per year (U.S. Census Bureau, 2021).
Only 515 housing units in Fraser were occupied full-time in 2020 and 631 housing units were seasonal,
recreational, or occasionally vacant. Of the 515 units that were occupied full-time, the majority were
occupied by long-term renters (see Figure 2) (Headwaters Economics, 2022). The Town estimates that
Fraser accommodates around 300 short-term rental properties (Town of Fraser, August 2022).
Part -Lime,
Housing Unlit Occupancy
Full-time,
time,
owned
1.6%
Full-time,
rented
rented
29%
Figure 2 - Fraser's housing unit occu.ancy (Headwaters Economics, 2022)
Of all the housing units in Fraser, 29% were units in multi -family buildings, 64% were single family
structures, and 7% were mobile homes (Headwaters Economics, 2022). About 50% of these units were
constructed before the year 2000 (see Figure 3) (Headwaters Economics, 2022). Housing stock ages are
also useful for water efficiency planning, as they can inform estimates of potential savings from fixture
retrofits.
600
a...A
500
400
300
200
100
0
Fraser IHI using Si ck Ag
Built 2.010 or Built 2000 to liiiuilt ]..990 to Built 1980 to Built
later 2.009
1999
1.939 1979
Built 1940 to
1969
Figure 3 - Age of housing stock in Fraser (i leadwaters Economics, 2022)
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The Town currently supplies water to an estimated 1,200 distinct user accounts with an estimated 1,400
meters. Data was available for 1,009 distinct accounts over the last five years, of which 935 of these
accounts are currently active. Figure 4 shows the accounts that were analyzed, broken out by customer
type. As can be seen, the majority of these accounts are classified as single-family users.
2021 An Uyzed Ac unts by Customer 'Type
iercial, 50 accounts
inglc I:::arily, 874 accourits
Figure 4 - Water user grou
c
Industrial 2 accounts
IVIultifamily, 73
accounts
cations shown as r umber ofaccounts
u rtts '.......
2.2 Historical Water Demands
Gathering and analyzing historical water demand data provides a foundation for water efficiency planning.
Historical water usage helps define how and where water is used, in what seasons of the year and why,
and how water use can be reasonably reduced. Over five years of meter records were analyzed to
characterize historical demand in Fraser (October 2016 through June 2022), but the records for 2019,
2020, and 2021 are the most complete.
Table 2 - Annual Water Delivered and Nonrevenue Water, 2017 - 202.1
Year
Annual Delivered Water
(millions of gallons, MG)
Annual Nonrevenue Water
(millions of gallons, MG)
Annual Nonrevenue Water
(% of annual treated water)
2017
51.6
Not analyzed
Not analyzed
2018
57.2
Not analyzed
Not analyzed
2019
55.7
12.9
20%
2020
61.9
16.4
21%
2021
55.3
19.1
26%
Annual delivered water is the sum of all metered water, which is less than the annual total water treated
at the treatment facilities. The difference between these two values is an estimate of the annual
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nonrevenue water, which is water that was treated but was lost to non -metered purposes. These losses
are categorized as:
• Unbilled authorized uses (for example hydrant use, flushing, construction water use, municipal
unmetered irrigation, etc.)
• Real losses (leaks in the water distribution system before water reaches service lines)
• Apparent losses (unauthorized consumption, data errors, and metering inaccuracies)
Elsewhere in Colorado, nonrevenue water has been reported as up to 50% of the total water treated for
some small utilities according to the Colorado Water Conservation Board (Colorado Water Conservation
Board, 2012). A non -revenue water value of up to 15% appears to be considered reasonable by other
municipalities. At 26% in 2021, Fraser's non -revenue water is greater than this reasonable range but is
less than 50%. However, for most Colorado water providers, this statistic typically includes a large
percentage of water used for unmetered irrigation of municipal greenspace, which Fraser does not
have.
When aggregated by month, the seasonality of water usage is apparent as shown in Figure 5. As is
common in Colorado, water use is highest in the summer due to irrigation demands. The irrigation
season in Fraser is typically from May to September, with a drop in August due to increased average
precipitation (National Oceanic and Atmospheric Administration, 2022). May through September is also
a high -population time for part-time residents and recreation tourism. The same is true for the ski
season, which is typically from November or December to April or May, and for the winter holiday
season. Another contribution to wintertime water use is the water consumed by faucets left to drip to
prevent pipe freezes in both part-time and full-time occupied buildings.
10
9
a
.
..0 6
a
Fr
4.
3
2
1
0
Annua Month
y 'Treated
Average Monthly Water Delivered
ater Deliveries, 2019....2
1
21
Ow Average Monthly Nonrevenue water
Figure 5 - Average monthly treated water deliveries, 201.9-202..1.
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The inflow of seasonal visitors to Fraser in the winter and summer months changes how Fraser
estimates indoor and outdoor water demand compared to other communities. In places without
tourists, winter demand is typically used to estimate baseline water demand for cooking, bathing,
drinking, and washing. The difference between winter and summer use is therefore outdoor water use,
i.e. water used for irrigation. Understanding how much water is used for irrigation in the summer is
useful in predicting the impact of landscape efficiency programs versus indoor -focused fixture retrofit
initiatives.
Figure 6 shows the average total monthly water consumption compared to average total monthly
precipitation. Peak water demand occurs when precipitation is lowest from months six through nine
(June through September). While a typical indoor -outdoor (winter -summer) comparison cannot be
made for Fraser, Figure 6 suggests that the water use peak in summer is still related to increasing
irrigation needs at this time of year. Based on this, up to 3-4 million gallons (up to half of total summer
water use) may be due to irrigation demand. On average in Colorado, outdoor watering is estimated to
be about half of total water use (Northwest Colorado Council of Governments, March 2020).
9000.0
rx.)
8000.0
n7000.0
.ci
6000.0
5000.0
4000.0
f[5
a "3000..0
a 2000.0
4'?
1000.0
0
p....' 0.0
A ieIrage M. nth
2
Iy C lnsumptuon nd Precuputatisfru, 201....207.2
oMAverage
0111111111111 111 11111111%11111111111
6 7
IV1ontlh
9 10 11 12
al Consumption ''Average Total Precipitation
Figure 6 - Average monthly co su ption and precipitation, 2017-2022
90.0
80.0
70.0 .c...
60.0 co
50.0
ri:..
40.0 ..
;30.0
2.0.0 .. ;
6...a
0
10.0 N.......
0.0
In future WEP updates, seasonal tourism, economic trends, and irrigated acreage per account should be
compared to water usage to better understand the interplay between these two seasonal factors. In
some cases, influent flow data from wastewater treatment can provide an indication of indoor demand,
as this water stays within the system instead of being lost to the environment. However, this
comparison is not currently possible for Fraser due to high amounts of stormwater and meltwater in the
sanitary system from March through September.
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Analyzing water demand by customer type (single family, multi -family, commercial, mixed use, and
industrial users) is also critical in creating an effective water efficiency strategy. Figure 7 shows the
proportion of water used by customer type, based on the accounts analyzed. In 2021, single family use
was the largest water usage, followed by multifamily use and commercial use.
2021 Water Use I)y Customer Type
IiioIris of gal Olru.s, MG)
Commercial, 11.6 MG
Industrial, 0
\\ flNaeusNadNaN,k^������1 i rrriiiiiiiiiiiiiilllllllllllllllllllllllllllllll�����
Multifamily, 14
Figure 7 - Water use by customer type in 2021
MG
MG
Additional analysis shows that average per account water use was greatest for industrial accounts, and
lowest for single family accounts as shown in Figure 8.
400
350
300
250
C.ID
200
a 150
hG
100
50
0
2.021. A./erage Per Account Water Demands (I
Commercial
GaIIons, kga
Indust ial Mixed Use
iousalnds of
IVlultifarnily single family
Figure 8 - Average water de rna d for each customer type in 2021
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In addition to analysis by customer group, analysis of individual accounts can provide insight into water
use as well. In 2021, the top 5% of accounts (top 50 accounts) accounted for about 45% of water usage.
This finding presents an excellent opportunity to create individualized efficiency strategies for these users.
Many of these records are for multifamily accounts, which are typically metered by building instead of by
unit. Non-residential top users include institutional users (schools, recreation centers, churches), water -
intensive commercial spaces (car washes, garages, and Laundromats), food and beverage services
(restaurants, breweries), and office and retail spaces.
There appear to be a small number of single-family users included in the top 50 water users. These single-
family homes may be ideal high -priority opportunities for identifying leaks, reducing irrigation use, and
facilitating other improvements to help increase water efficiency. When the data becomes available,
irrigated acreage per account would help determine unit water usage rates for outdoor usage. This would
help prioritize homes for voluntary irrigation audits, as described in Section 4.
As a note of caution, Merrick and the Town worked diligently to collect data, analyze it, and accurately
report the observations made above. One of the Town's goals is improvement in data collection and
management in order to reduce the level of uncertainty in largest user analysis as well as overall demand
estimates. Potential collection errors could include cross -recording errors that may result in accounts to
be incorrectly linked with demand records; account and address matching errors; and SFE/zoning mis-
assignments. Real error includes non -annotated leaks in service lines and non -annotated construction
water use. Moving forward, improvements in data quality and management have been identified as
opportunities for the Town.
2.3 Past and Current Demand Management Activities
The Town already has several policies in place that support water efficiency. In 2007, Fraser implemented
a Water Conservation Ordinance concerning outdoor water use. The ordinance prohibits the use of
irrigation systems between 9am and 5pm and requires flow restricting devices on hoses when washing
cars, boats, and similar property. Fraser also promotes the preservation of established trees and shrubs
during new construction projects, as new trees require large amounts of water to become established.
Native and drought -tolerant plants are also highly encouraged, and grasses that consume large amounts
of water (such as Kentucky Bluegrass) are discouraged, though not yet prohibited. The enforcement
history of these ordinances and codes is less understood and the impacts of these activities are difficult
to estimate.
Rate structures also have the potential to increase water efficiency. In Fraser, residential water rates were
updated in 2019 to reflect how much water an account actually uses in order to encourage conservation.
As more water is used in a month, the price of water increases based on three tiers. Water is currently
charged at $1.50 per 1,000 gallons for the first 12,000 gallons used in a quarter, $3.00 per 1,000 gallons
for the next 8,000 gallons used, and $6.00 per gallon for use greater than 20,001 gallons per quarter.
Water for non-residential purposes (e.g. for an office building or restaurant) is charged a flat fee of $1.50
per 1,000 gallons (see Table 3).
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Table 3 -
sage• -Based Water Rates for Different Customer Grou
Account Type
Usage -based Rates
Residential (Single Family, Multi -family)
Tier 1 (0 to 12,000 gallons): $1.50 per 1,000 gallons
Tier 2 (12,001 to 20,000 gallons): $3.00 per 1,000 gallons
Tier 3 (20,001+ gallons): $6.00 per 1,000 gallons
Non-residential (Commercial, Industrial,
and Mixed Use)
$1.50 per 1,000 gallons
All users are also charged a base rate of $153 per single family equivalent (SFE) regardless of water use.
SFE represents a measure of expected water use that is based on the schedule in Table 4.
Table 4
Rate -Determining Value for Different Customer Groups
Account Type
Base Rate -Determining Value
Single -Family Residence
(5/8", 3/4", or 1" meter)
1 SFE
Accessory Dwelling Units
0.25 SFE
Multi -family Residential Units
Studio: 0.25 SFE
1-2 Bedrooms: 0.3 SFE
2+ Bedrooms: 0.3 SFE + 0.1 SFE per additional bedroom
Commercial, Mixed Use, and
Large Meter Single Family
Residences
(>1" meter)
5/8" or 3/4" meter: 1 SFE (Commercial or Mixed Use only)
1" meter: 2 SFE (Commercial or Mixed Use only)
1 Y2" meter: 4 SFE
2" meter: 8 SFE
3" meter: 12 SFE
4" meter: 24 SFE
6" meter: 48 SFE
The Town also has restrictions and recommendations for water use reduction during different drought
stages through the 2022 Grand County Drought Preparedness Plan. As discussed in Section 1.2, Town
representatives were involved in the development of the plan, and the Town has officially adopted it.
A variety of development and planning measures are also considered to be important for water efficiency,
including the protection of water supply and natural waters. The Town code includes an ordinance related
to water supply for new development, standards for water quality protection near streams, erosion
mitigation standards for new development, and other water quality standards to protect its water supply.
The Town also zones for high densities and mixed use, which impacts water efficiency via zoning and
planning standards (Northwest Colorado Council of Governments, March 2020)
2.4 Demand Forecasts
Water demand is expected to increase over the next ten years in Fraser due to increasing densification,
new development, and associated population growth. If Fraser follows the predictions for Grand County
as a whole, the Town's population in 2032 is expected to be approximately 1,584 people. This does not
include seasonal and short-term visitor populations, which are also expected to increase.
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In addition to demographic projections, the Town also uses SFE and EQR values to estimate future water
demand based on the build -out timeline for planned developments based on planned land -use type. For
planning purposes, one SFE is a single-family equivalent that represents 300 gallon per day water demand.
One EQR is an equivalent residential unit that represents 275 gallons per day water demand. For historic
reasons SFEs are used in the North system and EQRs are used in the South system.
The SFEs used for the North System for planning purposes are assigned differently than the billing SFEs
that are used for all of Fraser for water bills, as defined in Section 2.3, Table 4. Planning SFEs for the North
System are based on industry standards and more closely resemble the EQRs for the South System (see
Section 1.2, Table 1 for the South System's EQR schedule) (Town of Fraser, 2023). For these planning SFEs,
single family residences are still assigned one SFE, but multi -family units are assigned 0.8 SFE independent
of size. Commercial or retail office space SFEs are based on square footage measured in 1,000 square foot
increments (see Table 5).
'T'able 5 - SFE Schedule Used for Planning
or the North System
Structure Type
Assigned SFE Amount
Single Family Residence
1 SFE
Multi -family Residential units
0.8 SFE
Commercial or retail office space
0.6 SFE per every 1,000 square feet
Using these definitions of SFE and EQR, the Town calculates an average day demand based on 300 gallons
per day (GPD) per planning SFE for the North System and 275 gpd per EQR for the South System as defined
in the Regis-Maryvale Plan for Augmentation, as discussed. These totals can be found in Table 6 (Town of
Fraser, 2023).
Table 6 - Ten -Year Predictions of Average
y Demand
Year
North System Demand
Gallons per day (GPD)
South System Demand
Gallons per day (GPD)
Total Demand
Gallons per day (GPD)
2022
292,500
232,375
524,875
2023
388,920
245,025
633,945
2024
485,340
257,675
743,015
2025
530,310
257,675
787,985
2026
568,280
257,675
825,955
2027
606,251
257,675
863,926
2028
644,221
257,675
901,896
2029
682,191
257,675
939,866
2030
720,161
257,675
977,836
2031
758,131
257,675
1,015,806
2032
796,101
257,675
1,053,776
Though most of Old Town Fraser is developed, there are some areas where additional development is
planned. These projects include additional housing, commercial development, and redevelopment.
Residential, commercial, open space, and public amenities are also being developed in areas of
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Rendezvous and Grand Park. Additional planned development information and impacts on water demand
can be found in the 2023 Fraser 10 -year CIP.
3.0 INTEGRATED PLANNING AND WATER EFFICIENCY BENEFITS
AND GOALS
3..1.. Water Efficiency and Water Supply Planning
Efficiency directly affects other aspects of water infrastructure planning, as it has the potential to
redistribute and decrease water use in the present and future. As outlined in this plan, the Town is
committed to establishing long-term water efficiency activities and supporting data to provide the
certainty required to fully integrate water efficiency planning with water supply planning.
The benefits of integrating water efficiency planning and water infrastructure planning are numerous.
Decreases in water demand due to efficiency planning can downsize, postpone, or even eliminate the
need for capacity -driven capital improvement projects and water acquisitions. Planned capacity upgrades
can be postponed, or water efficiency can be used to offset new development (Western Resource
Advocates, 2018). Water savings resulting from increased water efficiency can be used to develop
modified water demands, which can then be incorporated into planning efforts. For example, with
additional certainty the water savings estimates from this plan could inform the demand estimates used
in the Town's 2023 CIP, as the projected savings could be large enough to impact future facility planning
and water supply planning.
As this is the Town's first WEP, water savings estimates do not yet have the degree of confidence to be
directly incorporated into budgeting. Until then, these findings will be included as potential future
demand forecasts, and the Town will continue to collect data on successive water efficiency strategy
implementations to increase the degree of confidence of these estimates. As this process unfolds,
comparisons will also be made between potential cost savings of improvement projects to the cost of the
water efficiency strategies.
3.2 Water Efficiency Benefits
Besides downsizing, postponing, or eliminating infrastructure project needs and the associated costs of
these projects, successful water efficiency implementation also produces a variety of other benefits for
individual people, the environment, and the Fraser community.
From an infrastructure perspective, reducing water demand decreases operations inputs like the amount
of chemicals needed to treat water and pumping costs. Reductions in indoor water demand also result in
lower flows of wastewater to the wastewater treatment plant, saving on treatment costs and chemical
inputs. Reduced wastewater discharge will also reduce treated wastewater flows to the Fraser River.
Outdoor efficiency also reduces irrigation runoff, which is beneficial for natural waters and the overall
quality of the water supply as well.
Improvements in water efficiency help demonstrate Fraser's commitment to sustainability and meet
community expectations for sustainable water use. Higher water efficiency provides tangible insurance
against uncertain climate futures and predicted aridification (and droughts). Saved water also remains in
the water cycle, supporting a full and healthy ecosystem while protecting Fraser's natural beauty. Within
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the Fraser River Valley and the Upper Colorado River Watershed, Fraser's water efficiency commitment
provides an opening for collaboration and cohesive planning, to take charge in the face of climate change,
and to protect water resources for future generations.
3.2 Water Efficiency Goals
For this inaugural Water Efficiency Plan, the Town has identified a variety of goals based on current needs
and future plans. First, the Town recognizes a need for improved data collection and observation.
Improvements in metering and data management will improve the quality of monitoring and analysis of
water use inefficiencies. The Town also recognizes a need for water infrastructure, the community, and
water efficiency to be aligned. These three elements include the implementation of an appropriate and
acceptable rate structure, reduction of leaks and unnecessary waste, and the design and implementation
of custom water efficiency strategies for the Town's largest water users. Finally, the Town will work to
ensure its dedication to water efficiency, now and in the future, by investing in local stewardship, regional
partnerships, and sustainability initiatives. Table 7 summarizes these goals.
Table 7 - Fraser Water Efficiency Goals, 2023-2028
Goal
Details
Data Collection and Observation
Build out a high -accuracy database of monthly demand data to
expedite leak detection and long-term monitoring of water
efficiency.
Alignment of Infrastructure,
Community, and Water Efficiency
Reduce water lost to system and service line leaks by 20% and
reduce largest water user usage by 7%. Study and implement
changes to the rate structure that encourage additional water
efficiency.
Cementing Dedication to Water
Efficiency
Incorporate and institutionalize water efficiency and
sustainability into the Town code and comprehensive
planning, initiate and grow relationships and regional
partnerships for sustained change.
4.0 SELECTION OF WATER EFFICIENCY ACTIVITIES
4.1.. Summary of Selection Process
The development of this water efficiency strategy was completed in four phases: assessment,
identification, qualitative screening, and final evaluation and selection.
In the assessment phase, background on the Town's existing water system and past water efficiency
activity was analyzed to identify areas of improvement. Town staff and representatives were interviewed
to brainstorm effective strategies and activities.
In the identification phase, information was used to create a list of activities that would be compatible
with the Town's system and values. Recommendations from the Northwest Colorado Council of
Government's (NWCCOG) 2020 report, Water Savings Resources Guide and Model Provisions for the
Colorado Headwaters Region, were also referenced (Northwest Colorado Council of Governments, March
2020). The NWCCOG report recommends that all Colorado headwaters communities strengthen their
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outdoor watering regulations, work with their large tourism -based commercial sectors to increase
efficiency, and explore opportunities for higher efficiency development in communities like Fraser where
development is occurring rapidly.
Next, in the qualitative screening phase, criteria were developed based on the Town's water efficiency
goals and used to screen this preliminary list of activities. These criteria included:
1. Improves understanding of water use
2. Identifies politically, legally, and publicly appropriate and acceptable strategies
3. Measurably decreases water use (peak day demand, outdoor water use, or indoor
water use)
4. Addresses foundational recommendations based on the Statewide Water Supply
Initiative (SWSI) framework (Colorado Water Conservation Board, 2014)
5. Develops cost effective strategies (qualitative estimate)
6. Builds a foundation to achieve long-term goals
7. Builds on ongoing relationships or activities
Finally, activities that passed this preliminary screening were evaluated quantitatively based on the
Town's goals, implementation cost estimates, and water savings estimates. These final activities were
then discussed and workshopped to evaluate implementation methods and feasibility. Topics of
discussion for each proposed activity included:
1. Feasibility of implementation costs and staffing requirements within a 5 -year
planning timeline
2. Practicality from cost/benefit standpoint
3. Priority from an infrastructure system perspective
4. Validity of sequence based on Town and SWSI Framework priorities (see Section 4.2)
5. Compatibility with other activities in Efficiency Strategy and with other Town
initiatives
4.2 Demand Management Activities
In the development of this WEP, activities were discussed and developed with the Town using a goal -
based framework. Final evaluation and screening of these activities was carried out at a workshop held
on December 9, 2022. During this workshop, Town Staff invested in the WEP and identified the activities
outlined in this section. Staff identified activity details, prioritized a timeline to implement them,
identified staff who would be able to champion or support the activity, and discussed methods to fund
the activity when appropriate. Section 5.0 includes details of the implementation and monitoring plan
based on information available in December 2022. Additional details on these activities as developed in
the workshop, including conceptual -level cost and water savings estimates, can be found in the Appendix.
Combined, these activities are predicted to decrease total treated water needs by 10% over the five-year
outlook of this WEP.
The CWCB organizes efficiency activities based on the 2010 Statewide Water Supply Initiative Levels
(SWSI) Framework (Colorado Water Conservation Board, 2012). In this section, the activities developed
by Town staff are organized to flow according to the SWSI framework as opposed to the goal -focused
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approach used during the December workshop in order to aid comparison to other WEPs organized based
on the SWSI framework.
The SWSI framework subdivides efficiency activities into four categories. According to this framework, the
first and most critical category is the Foundational Activities. The CWCB recommends that these activities
be prioritized before the pursuit of other activities. The other three categories are Targeted Technical
Assistance and Incentives, Ordinances and Regulations, and Education Activities. Each of these categories
is subdivided into three levels. According to the framework, activities from these categories should be
selected in tandem starting with the first level within each category.
4.2.1 Foundational Activities
According to the SWSI framework, foundational activities are those that involve system operations and
system efficiencies and should be in place before any other activities are implemented. These activities
are under the Town's direct control and form the backbone of the data that informs an effective WEP.
SWSI foundational activities include metering and data tracking, water rates and tap fees, and
management and control of system water losses. Three such activities were discussed and developed as
part of this WEP.
Activity 1: Meter Testing and Replacement Program
Information and robust data are critical to create an appropriate and effective water efficiency strategy.
Without adequate tracking of water usage, it is difficult to identify areas where water efficiency can be
improved. Data collection and analysis guides the selection and implementation of the remaining suite of
demand management activities.
Effective water metering allows the Town to issue correct utility bills, earn revenue to support operations
and maintenance of existing infrastructure, support Town staff, and invest in capital improvements
projects. This enables the Town to provide safe, clean, and reliable drinking water as well as
environmentally sustainable wastewater treatment services. Approximately 27% of the Town's water
meters are not functioning and require service or replacement. For this reason, Town staff identified
meter replacement as a priority in achieving water efficiency goals. After the portion of meters that are
nonfunctional are addressed, regular annual testing for standard maintenance purposes is recommended
as a part of asset tracking activities.
Activity 2: Billing and Demand Database Improvements
Database management and quality control were also identified as areas of foundational improvement.
Currently, the demand database is recorded cumulatively by quarter and required significant post -
processing to obtain the monthly resolution presented in this report. Town staff identified improving
accessibility to monthly data as a key activity to support leak identification. Customer data in the existing
database also requires additional development to support improved water efficiency education,
observation, and monitoring in the community.
Activity 3: Rate Structure Upgrades
Orienting water rates and tap fees towards water efficiency is a highly effective way to encourage water
efficient behavior. As describe above, the Town currently employs a tiered rate structure for residential
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accounts but uses a fixed billing rate for non-residential accounts. The resources needed to operate and
maintain an existing water system are usually greater than or equal to the cost of the water provided.
However, creating tiered rates for non-residential use can help to encourage water conservation by
creating an incentive to stay within lower tiers.
The Town is planning to complete a rate study in 2023 to ensure that existing rates are fair and will support
operations and maintenance of existing infrastructure and the capital improvements needed to sustain
Fraser's water and wastewater infrastructure system. Efficiency -oriented rate structures and tap fees will
be evaluated as part of this effort for both residential and non-residential accounts.
Activity 4: Leak Reduction Program
Reduction of non -revenue water due to apparent and real losses is a foundational activity for water
efficiency. As described above, the Town completes system -wide leak detection activities annually.
However, Town staff identified a variety of improvements needed for this program. First, adding in-house
leak detection capacity was selected as a necessary first step to improve the existing leak detection
program. Having this capacity within Fraser Public Works would allow Town staff to increase levels of
service. Improved leak detection activities would increase checks on service lines and distribution lines,
allowing for more immediate checks during weather events and call -outs for presumed leaks. Without
timely, comprehensive leak detection capability, identifying and addressing nonrevenue water loss is
limited in its effectiveness.
Several areas of the Town experience chronic freezing of mains and service lines. To address this, Town
staff have proposed a main line and service line lowering program to install waterlines below frost depth.
The program would be modeled on the current Byers Avenue Waterline Improvements project that will
go under construction in 2023. This program would build upon the existing service line reimbursement
program to help customers in need of lower elevation service lines. Besides lowering selected lines, Town
staff also confirmed the need for looping dead end lines to allow for adequate leak detection. Finally,
planning for waterline repairs or replacements wherever leaks are discovered through the improved leak
detection process is also a necessary part of this efficiency activity.
4.2.2 Targeted Technical Assistance and Incentives
Per CWCB guidance, replacing inefficient indoor water fixtures and appliances and inefficient landscaping
and irrigation technology is a highly effective way to increase water efficiency. While these upgrades may
happen passively over time as customers make water -efficient choices, municipalities can choose to
subsidize and encourage these transitions to achieve greater water efficiency in less time. The SWSI
framework subdivides these activities into three levels based on priority and ease of implementation
versus effort. According to this framework, the first level is to implement upgrades to the Town's own
water efficiency technologies and outdoor water -wise practices. The second level is to work with
individual customers with the largest water use, as this provides the highest water savings compared to
financial investment. Programs that target remaining customers are the final level. According to CWCB
guidance, programs in this last level can be more difficult to monitor than the first two levels, but can also
result in high water efficiency gains.
Activity 5: Largest User Water Use Reduction and Outreach
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As discussed at the December workshop, Town staff identified that outreach to largest users should be a
priority. First, improved data collection and monitoring is needed to help define this group and inform this
activity. Staff then identified community -wide outreach efforts as a precursor step before establishing
communications with this group. Merrick recommends the development of a program that works
individually with largest users to help define inefficiencies and potential solutions.
The first phase of this program would be to perform audits to quantify the indoor and outdoor water use
for each account in question. Then, the Town could facilitate the development of custom strategies for
each user based on their unique water needs and opportunities for greater efficiency. For example, fixture
retrofits could be coordinated for hotels and other multi -family structures with aging fixtures. As another
example, on -site water recycling systems could be investigated for industrial and commercial users.
Irrigation reduction via improved efficiency and landscaping alterations could also be explored for high
users in the summertime. It is likely that grants and partnerships with non -profits can help support many
of these activities.
4.2.3 Ordinances and Regulations
According to CWCB guidance, ordinances and regulations are one of the most fundamental ways to
communicate municipal commitment to water efficiency practices. However, the effectiveness of
ordinances and regulations in decreasing water use is dependent on enforcement.
Activity 6: Codification and Enforcement
Town staff have identified several areas within the municipal code where water efficiency could be
improved, including within the existing water conservation ordinance, landscaping ordinance, and new
construction standards. Enforcement of existing code can also be increased, primarily by outreach and
education. In the event of repeat violation, enforcement as outlined in the Town code would have a
defensible standard.
4.2.4 Education and Outreach Activities
According to CWCB guidance, education and outreach activities are central to sharing and growing the
Town's water efficiency practices. These activities are most effective when paired with other water
efficiency activities. In concert, outreach activities cultivate a shared understanding of the benefits of
water efficiency, a greater appreciation for and participation in other water efficiency activities the Town
implements, and a culture of shared ownership of the Town's water resources. Based on the SWSI
framework, activities are arranged as simply informational at the first level, but can also involve feedback
(second level), or even dialogue (final level).
Activity 7: Growing Local Stewardship and Partnerships
Town staff affirmed the benefits of water efficiency outreach in the community as well as to local and
regional partners. Combining the outreach capacity of Town staff, Town comprehensive planning, and
potential community partner organizations could create synergy between various entities and harness
existing drive for conservation, sustainability, and resiliency in the Fraser Valley. Broad outreach and
preliminary message development was suggested as a first step. Merrick then suggests that this be
followed by the development of a regional and local outreach plan. A dialogue on water efficiency and
sustainability could also be incorporated in the Town sustainability initiative to lead by example.
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5.0 IMPLEMENTATION AND MONITORING PLAN
Significant coordination is necessary to successfully execute a water efficiency plan. This process will
involve nearly all members of the Town's staff as the Town explores options, reorganizes processes,
facilitates plans of action, and monitors success. The Town Manager, Assistant Town Manager, Public
Works Director, Project Manager, Water Operator in Responsible Charge, Public Information Officer, and
other members of the Public Works and Finance departments will play key roles in the implementation
and monitoring of this WEP.
5.1.. Implementation Plan
Town staff identified a general timeline for implementation of the suite of activities based on priorities.
Details on this exercise and a timeline based on the resulting discussion can be found in the Appendix.
Meter replacement (Activity 1) was identified as the highest priority for the Town. With additional staff,
an estimated 100 meters can be replaced per year (the present capacity of staff is estimated at 20 meters
per year). Within the 5 -year outlook of this plan, this will allow the Town to investigate all known
malfunctioning meters and repair or replace them as necessary, as well as begin phasing out old meter
stock as it nears the end of its useful life. Along with this, staff in Finance will also begin work on building
and improving the demand database (Activity 2). Beginning immediately, initial improvements will be
discussed and implemented for the data recording workflow and gaps in customer contact information.
Merging Town GIS capabilities with the Town's utility billing software will also be explored. Additional
staff may be needed to monitor this data and manage the administration of utilities.
Rate structure upgrades (Activity 3) and codification and enforcement (Activity 6) also involve activities in
the first phase of implementation. For the rate structure upgrade, a rate study is planned for 2023 to begin
this process. The rate study will provide analysis and recommendations for Fraser's rate structure that will
then inform what structural changes the Town may elect to apply.
For codification and enforcement, it is recommended that water efficiency be incorporated into ongoing
code review and suggested updates. Town staff also identified the need to coordinate with the Town's
enforcement officer (shared staff with the Town of Winter Park) as a priority to transition to enforcement
of the Town's existing water efficiency codes, beginning with education before penalization. It is
recommended that more formal code updates be revisited in the later phases of the WEP implementation.
The Leak Prevention Program (Activity 4) will also be addressed as a priority. First, the Town plans to
obtain leak detection equipment for on -demand leak detection as discussed in Section 4.2.1. Training and
implementation of a comprehensive leak detection program are the Town's priority for the first years of
this WEP timeline. This effort will be accompanied by activities related to leak prevention that are already
part of the capital improvements planning efforts as presented in the Town's 2023 Capital Improvements
Plan. This includes improvements to the "Furry Critters" neighborhood water lines (along Wapiti Dr), Quail
Drive improvements, and Byers Avenue improvements among others. To address water loss due to
freezing mains and service lines, the Town also considered the possibility of a program -approach
resembling the Byers Avenue Waterline Improvements. This program could stage a similar project within
the next five years, as recommended in Fraser's 2023 Capital Improvements Plan.
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All projects included in the discussion of the Leak Prevention Program would improve level of service to
the community and reduce water loss. Town staff discussed the importance of leveraging grant funding
with the possible need for a technical grant writer in order to support capital improvements projects that
will help reduce freezing, water quality issues, and associated water loss.
Staff identified desired steps associated with primary and secondary SWSI framework activities that
should be pursued promptly to begin laying the groundwork for future work. For outreach to largest water
users (Activity 5), data collection and database management must be addressed in the first year of the
WEP's implementation so that water use data for the year of 2023 can be analyzed and largest users
identified in 2024. After this, outreach and technical assistance to provide unique solutions for the largest
users would be able to begin.
Growing stewardship and partnerships (Activity 7) is an activity that could be initiated in the first years of
the WEP implementation by Fraser's public information officer. Some potential partner organizations
have fully developed media kits that provide common language, suggested activities, and ways to
communicate with communities, which would support other activities. After the first year or two of
successfully initiating these connections, the possibility of further cooperation on water efficiency efforts
can be explored. All of these programs will benefit from grant funding and possibly additional staff to
support the Town's existing public communications capacity.
Since 2015, the Town of Fraser has taken deliberate steps to improve sustainability. Starting with an
energy audit, the Town has decreased the energy demand at several Town facilities. Building on the 2015
initiative, there is an opportunity to bring water efficiency into the Town's sustainability goals, efforts, and
messaging. The Assistant Town Manager will lead this effort.
5.2 Monitoring Plan
Improved water demand data collection and analysis will provide the backbone of incremental,
quantitative success in monitoring water efficiency. Improvements in data collection will include tracking
changes in usage after rate structure changes; changes in nonrevenue water values as meter replacement
and leak detection/prevention projects proceed; and largest user water use reduction. The Town is
seeking to augment its use of GIS as a system of record, which will improve overall data management
within the Town. Progress should be evaluated qualitatively every year, and quantitatively as part of the
next WEP effort in five years.
The Town will likely choose to adapt this version of the WEP as data is acquired. This plan is expected to
evolve over time, which will open the door to other opportunities, good ideas, and priorities to be
incorporated as they arise.
6.0 ADOPTION OF NEW POLICY, PUBLIC REVIEW AND FORMAL
APPROVAL
6..1.. Public Review Process
A public review process is required for all State -approved plans, allowing the public a chance to review
and comment on this WEP. This plan was made available to the public on [date] via [platforms where it
will be made available].
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[Summary of public comments along with how the comments were addressed and details of the meetings
held during the Plan development process. This can either be addressed in the plan body or in an
appendix.]
6.2 I...ocal Adoption and State Approval Processes
A final copy of the plan was provided to the Town Board for review and comment and was formally
adopted on [date; or dates if multiple meetings]. A copy of the adoption document is included in the
appendix. As Fraser is not required to submit a WEP to the State, this process is not necessary for this
WEP. However, this plan was developed with grant funding from CWCB. Upon adoption of this plan,
[information on grant close-out and follow-up, if applicable].
6,A Periodic Review and Update
This WEP provides a foundation for the Town to begin long-term water efficiency planning. Conservation
efforts need to be re-evaluated periodically to remain relevant and effective. Therefore, a water efficiency
plan update has been scheduled in 2028. As part of this update, monitoring data collected over the course
of the next five years and the results of activity implementations associated with this current plan will be
used to update recommendations and add new activities to the WEP update. The Assistant Town Manager
will be the responsible party for initiating the next plan update.
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REFERENCES
Brown and Caldwell. (January 18, 2008). Water Supply Master Plan. Town of Fraser.
Colorado State Demography Office. (2022, November). County and Municipal Population Timeseries.
Retrieved from Colorado Official State Web Portal:
https://coloradodemography.github.io/population/data/county-muni-timeseries/
Colorado Water Conservation Board. (2012). Municipal Water Efficiency Plan Guidance Document.
Prepared by AMEC Environment and Infrastructure.
Colorado Water Conservation Board. (2014). Climate Change in Colorado: A Synthesis to Support Water
Resources Management and Adaptation. Western Water Assessment, Cooperative Institute for
Research in Environmental Sciences, University of Colorado Boulder.
Colorado Water Conservation Board. (2019). Analysis and Technical Update to the Colorado Water Plan.
Colorado Water Conservation Board. (2022). Colorado Water Plan 2023 Update (2022 Draft).
Denwood, D., & Volckens, A. (2022). The State of Water Conservation in Colorado. Colorado WaterWise.
Grand County. (April 2022). Grand County Drought Preparedness Program.
Headwaters Economics. (2022). A Demographic Profile - Fraser, CO. U.S. Bureau of Land Management
and U.S. Forest Service.
HRS Water Consultants, Inc. (2020). Town of Fraser Water Supply Plan Update Report. Town of Fraser.
HRS Water Consultants, Inc. (August 12, 2022). Fraser Water Rights Summary.
Maryvale Augmentation Plan, 98CW401 (Formerly Case No. 86CW258) (District Court, Water Division
No. 5 April 8, 1999).
National Oceanic and Atmospheric Administration. (2022). Fraser, CO 1987-02-01 to Present. Retrieved
from Historical Observing Metadata Repository:
https://www.ncei.noaa.gov/access/homr/#ncdcstnid=20003968&tab=M ISC
Northwest Colorado Council of Governments. (March 2020). Water Savings Resource Guide and Model
Provisions for the Colorado Headwaters Region. Del Corazon Consulting.
Town of Fraser. (2023). 10 -Year Water CIP Report. Merrick and Company.
Town of Fraser. (August 2022). Town Correspondence.
U.S. Census Bureau. (2021). American Community Survey 5 -year estimates. Retrieved from Census
Reporter page for Fraser, CO: http://censusreporter.org/profiles/16000US0828305-fraser-co/
U.S. Environmental Protection Agency. (2022). WaterSense Calculator. Retrieved from EPA WaterSense:
https://www.epa.gov/watersense/watersense-calculator
Western Resource Advocates. (2018). Integrating Water Efficiency Into Land Use Planning in the Interior
West: A Guidebook for Local Planners. Pace Law School Land Use Law Center.
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Appendices
Town of Fraser 2023 Water Efficiency Plan [DRAFT]
Detailed Activity Sheets
Prepared for and further developed at the December 9, 2022 WEP Workshop
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Goal 1: I[:)ata Collection and Observation
Meter Testing and Replacement Program
Evaluate malfunctioning units and repair or replace as needed (first 1-2 years). Next, establish an annual
testing program for standard maintenance purposes for asset tracking. Within planning timeline, replace
all old units with newer models to reduce freezing risk, maintain assets, and prepare for possible remote
metering upgrades in the next few decades. Improve data quality for billing and demand tracking. Provide
a solid baseline for monitoring water efficiency activity impact. Consider identifying multi -family users
that should be sub -metered to improve data quality and begin sub -metering installation.
One additional 1/4 time staff member required. Of 1400 meters (approximately 1200 accounts), 380 are
reading zeroes and need to be evaluated. Assume 500 replacements over 5 years. Current staffing can
support the replacement of 20 units per year. Additionally, consider placing the burden of meter
replacement on homeowners. Pursue grant funding for meter upgrades.
Responsible Parties: To be coordinated by Water Superintendent (Lucus Seffens), supported by Water
Utilities, with oversight by the new Public Works Director.
SWSI Framework Rating: Foundational/Primary/Secondary/Tertiary/Not Rated
Estimated water savings: 553 kgal per year (0.74% of total)
Assuming 1% decrease in water use across all categories due to improved customer leak detection and
improved awareness of water use. Lost revenue represents cumulative water saved/not used and
therefore not sold to customers.
Evaluate and repair/replace
meters (labor)
AMI meter units
Asset tracking (labor)
Lost revenue
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2,000 hours Testing and troubleshooting or
replacing 500 meters (4 hrs each)
500 meters $450 per unit
500 hours Work orders, record -keeping,
submetering identification
2,763 kgal
Subtotal
Estimated at $1.90/kgal avg.
Estimated Total Cost
Total ($/kgal)
$100,000
$225,000
$25,000
$350,000
$5,261
$355,261
$129/kgal
Town of Fraser 2023 Water Efficiency Plan [DRAFT]
Goal 1: Data Collection and Observation
Billing and Demand Database
Improvements
Improve data recording process to the extent that demand data can be readily viewed by Public Works
staff with monthly resolution. Expedite speedy leak detection and long-term demand monitoring activities
by improving accessibility and decreasing/eliminating data work -up time. Be able to provide higher
resolution water usage data to customers as feedback if requested. Build out a database of current and
historical demand data (external to Caselle software if necessary). Improve data transfer between
Finances and Water Utilities (noncumulative data with accessible metadata). Flag and scrub construction
water use. Record physical reads from malfunctioning meters and annotate read errors. Evaluate GIS
capabilities of Caselle and consider incorporating with customer metadata (addresses and contact
information, parcel and service size) to help with database management and populate these fields. If
higher resolution data is desired, consider increasing frequency of meter reads. At present, it requires
four to five hours to complete meter reads for the entire Town of Fraser.
One additional 1/4 - 1/2 time staff member required. Additionally, consider 3rd party billing. Water
Superintendent and Billing Accountant to coordinate, oversight by Public Works Director.
SWSI Framework Rating: Foundational/Primary/Secondary/Tertiary/Not Rated
Estimated water savings: 553 kgal per year (0.74% of total)
Assuming 1% decrease in water use across all categories from improved leak detection and
communication with customers, as well as direct comparison to treated water values and improved
system leak identification.
Billing Software Training and
Incorporation with GIS (labor)
Data management (labor)
Lost revenue
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2,000 hours
3,000 hours
System implementation and $100,000
staff training
QAQC of data, organization $150,000
Subtotal
Estimated at $1.90/kgal avg.
Estimated Total Cost
Total ($/kgal)
$250,000
$5,261
$255,261
$92/kgal
Ilil�� 11�1�1����������
Town of Fraser 2023 Water Efficiency Plan [DRAFT]
Goal 2: Alignment of Community, Infrastructure, and Water I::::fficiency
Rate Structure Updates
Recouple infrastructure needs and water bills to support the declining water fund. Renew the connection
between water infrastructure and community investment, and transition to a rate structure that
incentivizes water efficiency. Prepare for possible transition from a 60% part-time community to more full
time, pending new development. Complete a rate study every five years and tie rates to local inflation to
maintain appropriate and acceptable rates.
Third -party rate study required. Assistant Town Manager to coordinate between Finance and Public
Works.
SWSI Framework Rating: Foundational/Primary/Secondary/Tertiary/Not Rated
Estimated water sayings: 555 kgal per year (0.75% of total)
Assuming 4% decrease in non-residential water use due to implementation of tiered rates. Does not
incorporate changing revenue from potential rate changes.
Rate Study
Implementation (labor) 1,500 hours
Lost revenue
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2,774 kgal
Third party $90,000
Public outreach, billing system update $75,000
Estimated at $1.50/I<gal
Estimated Total Cost
Total ($/kgal)
$165,000
$4,161
$169,161
$61/kgal
Town of Fraser 2023 Water Efficiency Plan [DRAFT]
Goal 2: Alignment of Community, Infrastructure, and Water I::: :fficuency
Leak Reduction Program
Reduce water loss by maintaining and improving the existing leak detection program and the existing
pipeline/service line replacement program. Perform leak detection assessment without third -party
assistance to guarantee on -demand, comprehensive service. Codify Town access to customer service lines
for leak detection purposes. Find and fix leaks, replace valves, and loop dead ends to improve leak
detection capabilities. Consider installing in -line flow meters to inform water balancing and supplement
SCADA information. Coordinate and execute another project modeled on the 2023 Byers Avenue
Waterline Improvements Project, pending the successful outcome of this project. Note: estimated total
cost below includes $3,058,000 in capital projects deferred from 2021.
One additional 1/4 time staff member required to support training of a more senior staff member on
acoustic leak detection. Pursue grant funding and consider one additional % time staff for technical grant
writing support.
Public Works Director and Water Superintendent to coordinate, in collaboration with Public Information
Officer for customer outreach.
SWSI Framework Rating: Foundational/Primary/Secondary/Tertiary/Not Rated
Estimated water savings: 2,257 kgal per year (3.03/ of total}
Assuming 20% decrease in nonrevenue water from leak reduction and freeze prevention. To be
conservative, nonrevenue water is estimated to be 50% of calculated value due to likely under -metering.
For revenue water, assume 0.5% decrease in water use across all categories from detection and repair of
service line leaks. Assume 50 customers currently drip at 0.01 gpm (1% of a full faucet, conservative) for
three months to prevent service line freezes for an additional 324 kgal saved over five years.
I �1���1���1�I�1�IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII��
11,
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Leak detection equipment
Equipment training (labor)
Leak detection (labor)
Technical Grant Writing (labor)
Valve and Pipeline Replacement
Dead End Looping
Service Line Projects
Lost revenue
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Project Number 65420492-05
1
300 hours
2,600 hours
2,600 hours
5 years
5 projects
2 projects
11,283 kgal
Acoustic correlator, maintenance
Staff training for leak detection.
Check all mains and service lines
Research, write technical grants
$100,000 estimated per year
Wapiti Dr and Quail Dr projects. An
additional $250,000 estimated per
year beginning in 2025
Byers Ave, 1 other project ($1.8M)
Subtotal
Estimated at $1.90/kgal avg.
Estimated Total Cost
Total ($/kgal)
$30,000
$15,000
$130,000
$130,000
$500,000
$1,060,000
$198,000
$750,000
$3,600,000
$6,413,000
$21,438
$6,434,438
$570/kgal
Town of Fraser 2023 Water Efficiency Plan [DRAFT]
Goal 2: Alignment of Community, Infrastructure, and Water I::: :fficuency
Largest User Water Use
Reduction/Outreach
Reduce communal infrastructure costs by identifying custom solutions for largest customers, reducing
peak (July) and overall demands. Reduce water consumption in Town facilities and buildings. Incorporate
water efficiency assistance initiatives into Town goals. Collect demand data in 2023 to identify largest
users and analyze to inform outreach.
Additional staff (—% time) may be necessary in individual outreach stage of program. Pursue partnership
with other organizations for outreach and assistance. Organizations could include Resource Central,
Water Education Colorado, and Headwaters Center (media kits provided).
Public Works Director and Assistant Town Manager to coordinate with data from Water Utilities and
Finance. PIO to support initial broad communication with largest users.
SWSI Framework Rating: Foundational/Primary/Secondary/Tertiary/Not Rated
Estimated water savings: 1..,934 kgal per year (2.60% of total)
Assuming 7% average decrease in water use across the top largest users, which is an estimated 50% of
water use.
Large User Data Analysis (labor) 100 hours Process and rank water use $5,000
data to identify largest users
Indoor Audits (labor) 150 hours 3 hours per
Outdoor Audits (labor) 100 hours 2 hours per
Custom Strategy Design (labor) 1500 hours Research, development, and
General Outreach (labor)
Data Monitoring (labor)
Lost revenue
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300 hours
50 hours
coordination
Communication with all users
Water efficiency progress $2,500
$7,500
$5,000
$75,000
Subtotal
9,672 kgal Estimated at $1.90/kgal avg.
Estimated Total Cost
Total ($/kgal)
$15,000
$110,000
$128,415
$13/kgal
Town of Fraser 2023 Water Efficiency Plan [DRAFT]
Goal 3: Cementing Dedication to Wate Efficiency
Codification and Enforcement
Ensure that dedication to water efficiency is clearly communicated in Town codes. Align documentation
with the Town's goals for water efficiency. Leverage planning and regulation to encourage water efficiency
and maintain and improve enforcement. Couple with education about water rights and legal irrigation
restrictions. Update water conservation ordinance, landscaping and irrigation code, and consider water
budget and supply requirements for new development (refer to lntegratin.,rq.. fWatergEfficiency....Into...Land
Use .._Nonni r g by Western Resource Advocates and W Water Savings i esource Guide and Model Provisions
by Northwest Colorado Council of Governments). The joint Fraser and Winter Park Building Code already
includes high efficiency requirements for new construction in line with Colorado standards. However,
incorporating this message into the water waste ordinance is more likely to reach existing resident
audiences.
Project Manager to coordinate code update with support from Planning and Town Gardener. Assistant
Town manager to coordinate enforcement effort with Code Enforcement Officer.
SWSI Framework Rating: Foundational/Primary/Secondary/Tertiary/Not Rated
Estimated water savings: 966 kgal per year (1.30% of total)
Assuming 1% decrease in water use across all categories from improved awareness and enforcement.
Based on housing stock age, TPA .._Wa. erSense estimates 68,810 kgal saved over 5 years for toilet and
faucet upgrades. Assuming 3% voluntary participation due to more explicit codification, this is an
additional 2,064 kgal saved over five years.
Code Review, Development, and 2600 hours Landscaping Code
Adoption Coordination (labor) Water Conservation Ordinance
New Development Code
Code enforcement (labor) 100 hours $50 per hour
Lost revenue
4,828 kgal
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Subtotal
Estimated at $1.90/kgal av
Estimated Total Cost
Total ($/kgal)
$130,000
$5,000
$135,000
$5,261
$140,261
$51/kgal
���11111��11��11111�
31
Town of Fraser 2023 Water Efficiency Plan [DRAFT]
Goal 3: Cementing Dedication to 'Pate Efficiency
Growing Local Stewardship and Regional
Partnerships
Foster local support and investment in water efficiency through outreach and partnerships with local
organizations and groups. Establish relationships with regional organizations. Grow Fraser's water
efficiency support network to support sustainability, resiliency, and conservation. Incorporate water
efficiency outreach initiatives into Town goals. Develop Town and community understanding of
responsible water use and shared water efficiency goals for the health of the environment and the
community.
Collaborate with Northwest Colorado Council of Governments and neighboring municipalities as well as
local and regional organizations to grow local stewardship. Organizations could include Headwaters
Center, Middle Park Conservation District, Grand County Water Information Network, Upper Colorado
River Alliance, Colorado Water Conservation board, and Headwaters Trail Alliance. Outreach could align
with Earth Day, National Public Works Week, Water Day, or others. Ideas from Town staff include social
media, presence of the Town (or water efficiency partner) at festivals and events, and encouragement of
Headwaters museum attendance.
Public Information Officer and Assistant Town Manager to coordinate. Later stages of outreach may
require additional staffing, e.g. a Sustainability Officer (1/2 time). Pursue grant funding and explore
partnerships for additional staff support and funding.
SWSI Framework Rating: Foundational/Primary/Secondary/Tertiary/Not Rated
Estimated water savings: 829 kgal per year (1...1.1% of total)
Assuming 1.5% average decrease in water use across all categories from increased awareness.
�������������I�I�I�IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII�I �'
Outreach and Planning (labor)
Local stewardship (materials)
Lost revenue
4,145 kgal
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5,200 hours
5 events
�������111����111�II�IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII�I`� °�" '
Preparation and execution of
local and regional outreach plan
Outreach event expenses $10,000
Subtotal
Estimated at $1.90/kgal avg.
Estimated Total Cost
Total ($/kgal)
$260,000
$270,000
$7,892
$277,892
$67/kgal
�111111��������111111�
Town of Fraser 2023 Water Efficiency Plan [DRAFT]
Implementation Timeline Activity
From the December 9, 2022 Workshop; example timeline developed from discussion
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Town of Fraser 2023 Water Efficiency Plan [DRAFT]
Timeline Activity Description
Eight participating staff were asked to place discussed activities on a timeline consisting of four areas:
Now, 1-2 years, 3-4 years, and 5+ years. Activities at the time included:
1) Meter Testing and Replacement Program
2) Remote Metering Upgrade
3) Billing and Demand Database Management
4) Rate Structure Updates
5) System Leak Prevention Programs
6) Customer Leak Prevention Programs
7) Largest User Water Use Reduction
8) Codification and Enforcement
9) Growing Stewardship and Partnerships
10) Sustainability: Resiliency and Conservation
Activity Results
Activity
Now
1-2 years
3-4 years
5+ years
Average (years)
Meter Testing and Replacement
Program
6
2
0
0
0.4
Rate Structure Updates
4
4
0
0
0.9
Codification
3
5
0
0
1.1
System Leak Prevention Programs [1]
4
3
1
0
1.1
Billing and Demand Database
Management
4
2
1
1
1.8
Largest Users
1
4
3
0
2.4
Customer Leak Prevention Programs [1]
0
5
3
0
2.6
Growing Stewardships and
Partnerships
2
1
5
0
2.7
Sustainability: Resiliency and
Conservation [2]
0
2
6
0
3.4
Remote Metering Upgrade [3]
0
2
3
3
4.5
Based on feedback during the workshop, several final updates were made to the activity list:
1) System and Customer Leak Prevention Programs were combined
2) Sustainability: Resiliency and Conservation was incorporated into Growing Stewardships and
Partnerships
3) Remote Metering Upgrade was incorporated with the Meter Testing and Replacement Program
as applicable for the current WEP planning period
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Example Implementation Timeline Based on Workshop Discussion, 12/9/2022
Database
Deve&opment 2
Code Enforcement
2
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TOWN OF FRASER
ORDINANCE NO. 494
Series 2023
AN ORDINANCE AMENDING CHAPTER 6, ARTICLE 1 OF THE FRASER MUNICIPAL CODE
REGARDING BUSINESS LICENSES
WHEREAS, pursuant to State Senate Bill 22-032, Simplify Local Sales & Use Tax
Administration, on and after July 1, 2022, a local taxing jurisdiction is prohibited from charging a
fee for a general business license to a retailer that has a state standard retail license, makes
retail sales within the local taxing jurisdiction, and either does not have a physical presence in
the local taxing jurisdiction or only has an incidental physical presence within the local taxing
jurisdiction;
WHEREAS, the Board of Trustees desires to eliminate the required license fee and
registration application process for a Town of Fraser business license for those that hold a state
standard retail license to comply with the provisions of Senate Bill 22-032;
WHEREAS, the Board of Trustees desires to amend sections of the code related to
penalty for delinquent license fees and add sections to the code defining a change in the titling
of a license for short-term rental owners.
NOW THEREFORE, BE IT ORDAINED BY THE BOARD OF TRUSTEES OF THE TOWN OF
FRASER, COLORADO, THAT:
PART 1: AMENDMENT OF MUNICIPAL CODE.
Chapter 6 (Business Licenses), anywhere of the Fraser Municipal Code (herein sometimes
referred to as the "Municipal Code") are hereby amended as follows [Note: additions are shown
in bold underlined print; deletions are shown as ctrikcthrough print and will delete the term any
where it is used throughout the section of the applicable code.
Sec. 6-1-20. - Definitions.
For purposes of this Article, the following definitions shall apply:
Business means and includes each kind of vocation, occupation, profession, enterprise and
establishment, or any kind of activity for gain, benefit, advantage, or livelihood conducted
within the Town.
Casual transaction is an isolated, single or incidental transaction (except for any rental of
residential property) which in itself does not constitute the carrying on of business. Examples
include but are not limited to: fund raisers, garage sales, bake sales or private sales of
possessions or vehicles.
Fixed business is any business operating with a physical presence within the Town as defined
below. Without limiting the generality of the foregoing, fixed business shall include any owner of
residential property who rents such property for any term of less than thirty (30) days and who
does not qualify as an incidental physical presence as defined below. Fixed business does not
include a home occupation.
Physical Presence means performing or providing services or selling, leasing, renting,
delivering, or installing tangible personal property for storage, use or consumption
within the local taxing jurisdiction. Physical presence includes:
1. Directly or indirectly by a subsidiary maintaining a building, store, office,
salesroom, warehouse, or other place of business within the local
jurisdiction:
2. Sending one or more employees, agents, or commissioned salesperson into
the local jurisdiction to solicit business, to install, assemble, repair, service,
or assist in the use of its products, or for demonstration or other reasons;
3. Maintaining one or more employees, agents or commissioned salesperson
on duty at a location within the local taxing jurisdiction;
4. Owning, leasing, renting or otherwise exerting control over real or personal
property sales within the local taxing jurisdiction. Includes any owner of
residential property who rents such property for any term of less than thirty
(30) days.
5. Engaging in activities within the taxing jurisdiction that are subject to other
business, fire, zoning, or other regulations of the local jurisdiction; or
6. Being subject to taxable privileges other than the requirements to collect
sales tax imposed by the local jurisdiction.
Home occupation is any business operated out of a residence. Home occupations are
regulated by zoning districts.
License means a business license, or Short Term Rental Operating License.
Nonfixed business is any business with an incidental physical presence, not having a set
operating location within the Town, but which otherwise does business within the Town.
Examples include but are not limited to; door-to-door sales, transient vendors, construction
trades and retail and wholesale distributors. Without limiting the generality of the foregoing,
nonfixed business shall include any owner of residential property who contracts with a rental
management business for the rental of such property of any term of less than thirty (30) days,
provided that such rental management business collects and remits to the Town the license
fees for all such managed properties.
Incidental Physical Presence means performing or providing services or selling, leasing,
renting. delivering. or installing tangible personal property for storage. use, or
consumption within the local taxing jurisdiction that occurs infrequently and is not
regularly scheduled within the ordinary course of an individual or entity's business
activities.
Short Term Rental Operating License is a fixed business license, meaning a license
issued by the Town of Fraser to residential property owners who operate a short-term
rental by renting their property for a term of less than thirty (30) days and who manage
the property's rental platform calendar, advertisements, cleaning or any other property
services directly.
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Sec. 6-1-30 Business license required.
(c) All businesses must post a license, appropriate to the type of business in
compliance with Chapter 6 of the Fraser Town Code.
Sec. 6-1-50. - Exemptions.
Persons exempt from the provisions of this Article are:
(1) Churches or established religious organizations.
(2) Any organization exempt from payment of state and local sales tax.
(3) Schools and community -wide preschools/day care facilities.
(4) Federal and state governments and all political subdivisions thereof.
(5) Persons exempt from business licensing under state law.
(6) Persons engaged in a casual transaction.
(7) Owners of residential property who rent their property for a rental term of thirty (30) days
or longer, and all owners of rental time shares regardless of the rental term.
(8) Persons selling goods or services at temporary or special events. Such individuals are
required to obtain a yearly special events vendor license, allowing for the sale of goods
at such venues. An alternative is for the event sponsor to act on behalf of all vendors as
to congregate and submit all taxes (additional reporting requirements apply in this
situation). A special events license would be required for the sponsor in addition to a
normal Town business license.
(9) Businesses with a state standard retail license, makes retail sales within the local
taxing jurisdiction, and either does not have a physical presence in the local
taxing jurisdiction or only has an incidental physical presence within the local
taxing jurisdiction.
Sec. 6-1-100. — License renewal and fees.
(c) Commencing on June 1, 2023, the annual business license for property owners
renting a property for less than 30 days and manage their own rental property
services shall pay an annual Short Term Rental Operating License fee and shall
obtain a license prior to the commencement of operating a short term rental. The
license shall be valid from the date obtained in conjunction with the Short Term
Rental permit approval date.
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(G)(d) The annual business license and Short Term Rental Operating License fee fer all
businesses shall be in such amount as is established from time to time by ordinance or
resolution adopted by the Board of Trustees for each business requiring a separate license
(includes a sales tax license). Such fee is set forth in Appendix A to this Code.
Sec. 6-1-130. — Penalty.
Every person convicted e# a violation of any provision of this Article steal+ be punished as
sct forth in Section 1 4 10 of this Codc.
Commencing June 1, 2023, any business or Short Term Rental found to be
operating without a license or late in renewing a license will be assessed an
administrative penalty.
Discovery of a business or short term rental operating in the previous year without a
license will be assessed a prior and current year's annual fee plus an administrative
penalty.
The administrative penalty will be assessed ten (10) business days after the due date. A
paper and electronic notification will be sent. Such penalty is set forth in Appendix A to
this Code.
Appendices
Appendix A — Fee Schedule.
Chapter 6
6-1-100
Annual STR Operating License $40.00
Administrative Penalty $20.00
PART 2: REPEAL.
Any and all existing ordinances or parts of ordinances of the Town of Fraser covering the same
matters as embraced in this Ordinance are hereby repealed and all ordinances or parts of
ordinances inconsistent with the provisions of this ordinance are hereby repealed; provided,
however, that such repeal shall not affect or prevent the prosecution or punishment of any
person for any act done or committed in violation of any ordinance hereby repealed prior to the
taking effect of this Ordinance.
PART 3: SEVERABILITY.
If any section, subsection, sentence, clause, or phrase of this Ordinance is, for any reason, held
to be invalid or unconstitutional, such decision shall not affect the validity or constitutionality of
the remaining portions of this Ordinance. The Town of Fraser hereby declares that it would
have adopted this Ordinance, and each section, subsection, clause or phrase thereof,
irrespective of the fact that any one or more sections, subsections, sentences, clauses and
phrases thereof be declared invalid or unconstitutional.
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PART 4: EFFECTIVE DATE.
This Ordinance shall take effect thirty (30) days after passage, adoption and publication thereof
as provided by law.
PART 5: PUBLICATION.
This Ordinance shall be published by title only.
READ, PASSED, ADOPTED AND ORDERED PUBLISHED BY THE BOARD OF TRUSTEES
AND SIGNED THIS day of , 2023.
Votes in favor:
Votes opposed:
Votes abstained:
(SEAL)
Published in the Middle Park Times on
BOARD OF TRUSTEES OF THE
TOWN OF FRASER, COLORADO
BY:
Philip Vandernail, Mayor
ATTEST:
Antoinette McVeigh, Town Clerk
5
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MEMO TO: Mayor Vandernail and the Board of Trustees
FROM: Leslie Crittenden, Deputy Town Clerk
DATE: March 15, 2023
SUBJECT: Business License Code Changes
MATTER BEFORE BOARD:
Consideration to adopt the changes to the Fraser Municipal Code, specifically, Chapter 6, Article 1 related
to Business Licenses.
BACKGROUND:
Per State Senate Bill 22-032, Simplify Local Sales & Use Tax Administration, on and after July 1, 2022, a
local taxing jurisdiction is prohibited from charging a fee for a general business license to a retailer that has
a state standard retail license, makes retail sales within the local taxing jurisdiction, and does not have a
physical presence within the local taxing jurisdiction. On or after July 1, 2023, retailers will only have to
apply for a state standard retail business license. The information regarding businesses within the town
who have state retail licenses will become available using the Sales and Use Tax System (SUTS) created
by the Department of Revenue.
Currently there are 336 business licenses (not including STR's). On June 1, 2022, there were over 100
businesses that were not compliant. Staff spent over 80 hours running reports, sending email notifications
(if an email was on file), mailing paper letters and calling businesses to become compliant. As of today,
there are 28 businesses that were marked inactive, and their account notated regarding a lack of business
license, due to no contact or mailed letter being returned. Creating a reasonable penalty and enforcing it
could assist in compliance with the license.
Current renewal period for all business licenses is June 1 — May 31. This causes our Short Term Rental
(STR) property owners that manage their own STR's to be delinquent often because it does not coincide
with their STR permit date. There are currently 142 STR business licenses. Changing the name of a
business license for a STR property owner that self -manage their short-term rental to a STR Operating
License and changing their renewal date to the same due date as their STR Permit date would not only
benefit the property owners but Town staff as well.
ENFORCEMENT:
Currently, there is no reasonable administrative penalty for failure to either register or renew a business
license. Current penalty from Section 1-4-10 states violation punishable by a fine of $1000, one (1) year
imprisonment or both. There are no records of this type of enforcement from the Town.
RECOMMENDATION:
Town staff recommends approving Ordinance No. 494 adopting changes to Chapter 6, Article 1 of the
Fraser Municipal Code.
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