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<br />4,0 Broomfield in 2020 <br /> <br />In November of 1995 the City of Broomfield adopted a 1995 Master Plan <br />(Appendix C). The plan looks toward the ultimate build-out of the community <br />which is estimated to take 30-40 years, It paints a picture of how Broomfield <br />might look and feel in the future. The plan establishes a series of goals and <br />policies to guide decision making along the way. Figure 2 is the Master Plan <br />Map showing projected growth areas by 2020, There are 15,180 acres of land <br />located within the city limits. The master plan indicates that 5100 acres are <br />agricultural land, approximately 5600 acres (37%) will be reserved for open <br />space and greenways, 3332 acres have been developed or plated for <br />development, leaving approximately 1131 acres for future development. The <br />master plan indicates the historic and projected population for Broomfield as <br />follows: <br /> <br />Year Population <br />1970 7,281 <br />1980 20,730 <br />1990 24,638 <br />1995 31,000 <br />2000 35,000 <br />2010 40,450 <br />2020 46,700 <br /> <br />The city's population will increase by approximately 15,000 (48%) by the year <br />2020, This growth will increase the demand on the water system, The <br />estimated demand in 2020, using the 1995 consumption per Capita per day from <br />Table 2, will be approximately 7.75 MG compared to the current average of 5,18 <br />MG, The city's current supply of 21 MG will be able to meet the average day <br />demand comfortably, However, a 48% increase on the current peak day <br />demand (14.84 MG) would be 21.96 MG which exceeds the maximum peaking <br />capacity available (21 MG), The introduction of the non-potable reuse system in <br />---1997 will I educe tile peak day demands, <br /> <br />The master plan points out that the infrastructure for servicing the northeast <br />portion of the city is not yet in place. The city contracted with Rich Giardina and <br />Associates to perform a rate study, The "Utility Financial Planning and License <br />Fee Study" was completed in January 1996, The Executive Summary of the <br />study is included as Appendix D (the complete two volume report is available for <br />review at the city's public works office), Two of the pricing objectives for the <br />study were (1) revenue stability and (2) growth pays for itself, New water and <br />sewer license fees have been set up to cover the cost of this growth, The new <br />water treatment plant is being constructed in a more central location with the <br />ability to more efficiently expand services to this large undeveloped portion of <br />the city. In addition to reducing peak day demands, the implementation of the <br /> <br />10 <br />