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Home My WebLink AboutCOUNCIL - COMPLETE AGENDA - 01/25/2022 - WORK SESSIONCity of Fort Collins Page 1 Jeni Arndt, Mayor Emily Francis, District 6, Mayor Pro Tem Susan Gutowsky, District 1 Julie Pignataro, District 2 Tricia Canonico, District 3 Shirley Peel, District 4 Kelly Ohlson, District 5 Remote Meeting City Hall West 300 LaPorte Avenue Fort Collins, Colorado Cablecast on FCTV Channel 14 on Connexion Channel 14 and 881 on Comcast Carrie Daggett Kelly DiMartino Anissa Hollingshead City Attorney Interim City Manager City Clerk Upon request, the City of Fort Collins will provide language access services for individuals who have limited English proficiency, or auxiliary aids and services for individuals with disabilities, to access City services, programs and activities. Contact 970.221.6515 (V/TDD: Dial 711 for Relay Colorado) for assistance. Please provide 48 hours advance notice when possible. A petición, la Ciudad de Fort Collins proporcionará servicios de acceso a idiomas para personas que no dominan el idioma inglés, o ayudas y servicios auxiliares para personas con discapacidad, para que puedan acceder a los servicios, programas y actividades de la Ciudad. Para asistencia, llame al 970.221.6515 (V/TDD: Marque 711 para Relay Colorado). Por favor proporcione 48 horas de aviso previo cuando sea posible. City Council Work Session January 25, 2022 6:00 PM (Amended 1/21/22) Spanish interpretation is available at this meeting using the following Zoom link: Interpretación en español está disponible en esta reunión usando el siguiente enlace de Zoom: https://zoom.us/j/98241416497 A) CALL TO ORDER. B) ITEMS FOR DISCUSSION 1. Recovery Plan. (staff: SeonAh Kendall; 15 minute presentation; 45 minute discussion) This item has been amended to include a discussion related to State ARPA Funding. The purpose of this item is to provide an overview of the Draft Fort Collins Recovery Plan (The Plan), including the key themes, outcomes, and objectives. While our primary focus continues to be protecting the health and safety of our community, we have also administered new, innovative programs that help stabilize our local community and build the foundation for long-term resilience. The Plan works to address the trauma that the COVID-19 pandemic has had on our community, reduce future shocks, and focus on the inclusion and well-being of our community to increase resilience and move toward a vibrant future. As we continue to City of Fort Collins Page 2 experience the pandemic, we are mindful that we cannot, nor should we return to the pre-pandemic status quo. A bottom-up community engagement approach is being utilized to inform the Plan. ARPA funds are one tool to help the community achieve our vision that “Fort Collins residents and businesses are able to participate in a resilient, vibrant and inclusive future.” The Plan seeks to leverage this historic opportunity to make bold, long-term investments for recovery. 2. Disposable Bag Ordinance Review. (staff: Molly Saylor; 15 minute presentation; 30 minute discussion) The purpose of this item is to review the Fort Collins' Disposable Bag Ordinance in the context of the State's recent Colorado Plastic Pollution Reduction Act (HB21-1162), as well as recent stakeholder engagement, and discuss opportunities for alignment and other amendments. 3. Wireless Telecommunication Master Plan Strategies. (staff: Will Lindsey; 10 minute presentation; 30 minute discussion) The purpose of this item is to obtain feedback and direction from Council on the strategies outlined in the recently adopted Wireless Telecommunication Master Plan. This information will help guide the subsequent Land Use Code updates related to wireless telecommunication projects. C) ANNOUNCEMENTS. D) ADJOURNMENT. DATE: STAFF: January 25, 2022 SeonAh Kendall, Recovery Manager/Sr. Economic Health Manager Travis Storin, Chief Finance Officer WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Recovery Plan. EXECUTIVE SUMMARY This item has been amended to include a discussion related to State ARPA Funding. The purpose of this item is to provide an overview of the draft Fort Collins Recovery Plan (The Plan), including the key themes, outcomes and objectives. While our primary focus continues to be protecting the health and safety of our community, we have also administered new, innovative programs that help stabilize our local community and build the foundation for long- term resilience. The Plan works to address the trauma that the COVID-19 pandemic has had on our community, reduce future shocks, and focus on the inclusion and well-being of our community to increase resilience and move toward a vibrant future. As we continue to experience the pandemic, we are mindful that we cannot, nor should we return to the pre-pandemic status quo. A bottom-up community engagement approach is being utilized to inform the Plan. ARPA funds are one tool to help the community achieve our vision that “Fort Collins residents and businesses are able to participate in a resilient, vibrant and inclusive future.” The Plan seeks to leverage this historic opportunity to make bold, long- term investments for recovery. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED _______________ 1. What additional outcomes or objectives are missing from the draft Recovery Plan? What should be adjusted? 2. Does Council support bringing forward a final version of the Plan for adoption on March 1, 2022? BACKGROUND / DISCUSSION _________________________________________________________ The Fort Collins Recovery Plan (The Plan) is being built with the community and being driven by community needs to build back stronger. The American Rescue Plan Act (ARPA) is a tool to help us achieve some of our recovery goals. Northern Colorado benefits from years of regional collaboration. This need for collaboration has been even more apparent during the COVID-19 pandemic, and there are numerous examples of collaboration and partnership throughout the pandemic. Staff will continue to work regionally and collaboratively with institutional partners and neighboring municipal communities to innovatively leverage state and federal funds. A coordinated, collabor ative regional recovery plan will provide the framework for local recovery enabling cooperation between the public and private sectors. Recovery Vision Statement: Fort Collins residents and businesses are able to participate in a resilient, vibrant and inclusive future. To realize the Recovery Plan vision, we must acknowledge that the pandemic has been traumatic for our community, and for many, the impacts of the pandemic are continuing, and recovery is a long way away. Public Engagement during plan development matched what numerous studies and reports have shown - that B.1 Packet Pg. 3 January 25, 2022 Page 2 COVID-19 has had disparate impacts on different socioeconomic and demographic groups. Engagement efforts centered on hearing from those most impacted by the pandemic, including vulnerable and marginalized groups in our community. To begin recovery, and better understand the work that needs to be done, we must acknowledge not everyone was affected equally, and reflect that in our plan outcomes and objectives. Principles for Success 1. Equity and inclusion are embedded throughout the recovery process. As the City moves forward with the recovery effort, it is vital that the prioritization of the outcomes and goals outlined below are informed by the voices of our diverse community. Many of the people most impacted during the pandemic were struggling to meet their basic needs before March 2020. It is crucial that this plan recognizes and addresses how to increase stability for individuals and families that struggled pre-pandemic. 2. Leverage existing plans, programs and partners. There are several strategic plans and programs in existence that are still relevant and impactful today; we should not reinvent them, rather find ways to leverage resources to accelerate the outcomes. The key for many of these strategies is listening to, supporting, and co- creating solutions with both the communities most impacted and/or trusted community partners already engaged in communities. 3. A City that supports just as much as it leads. The City can and should play a supportive role for other organizations, stakeholders, businesses and individuals in our community to lead on some of the Recovery Areas, Outcomes, and Strategies explored in the Plan. Power sharing with community organizations and stakeholders can help create a more robust and equitable community. Community Organizations and other stakeholders may be better placed to lead on recovery efforts - like those who provide mental health support services. Many of the plan strategies will require resourcing with recovery funding and longer-term funding. The Recovery Plan should pilot or provide seed funding for ongoing work to address inequities, build capacity, and sustain momentum over time. 4. Let form follow function. The pursuit of perfect information and data should not become the enemy of forward motion. The structure for engaging in recovery planning should develop from the goals of the recovery process not vice versa. 5. Be data and experience driven. Do not lead with ‘solutions.’ Seek to gather and understand lived experiences in our community so that the data driving strategies and tactics is not in the aggregate but truly reflective of our community. In addition, the pursuit of perfect information and data should not slow down the progress of recovery efforts. The methods for engaging in recovery planning should develop from goals created during the recovery process not vice versa. Search and scour for best practices (regionally, nationally, internationally), lessons learned as implementing, and pitfalls to avoid. 6. Focus on resilience by avoiding being short-sighted. Resilience is the capacity to prepare our human and natural systems to respond and adapt to changes and disruptions of various scales that affect our ability to thrive. While addressing short-term needs keep long-term goals in mind. Focus on balancing the interest of both now and the future. If we do not then existing inequities exacerbated by the pandemic and other potential disruptions will only be further widened. New approaches should be understood and translated to support the community so that we can withstand future events more effectively. 7. Make recovery decisions with sustainability in mind. Ensure that sustainability is factored into all decisions for recovery. Keeping sustainability front of mind is of paramount importance to ensure the community’s vibrant future. The community benefits from the balance of social, environmental, and economic contributions to the overall quality of life in Fort Collins. This is a symbiotic relationship that recovery reinforces. Engagement Update Throughout the development of the Recovery Plan, community engagement has driven the development of Plan themes, outcomes and objectives. One example of how community feedback shaped the Plan is the decision to split Health from Environmental Resilience to have Health be its own theme. Health and well-being, including mental health and providing essential needs, were one of the highest and most referenced priorities heard during B.1 Packet Pg. 4 January 25, 2022 Page 3 public engagement, making it important to reflect as a key theme in the Recovery Plan. Individual outcomes and objectives were also specifically created to address specific needs and priorities of residents and businesses, especially when it comes reducing barriers and increasing access to services. Additional public engagement is occurring now to ensure that community priorities are accurately reflected in the draft recovery plan themes and outcomes. (Attachment 1) Final summary results of engagement on the draft plan will be shared with Council when the plan is brought forward for adoption. However, if Council is interested in seeing data before that time, notify staff. Recovery Plan The intent of the Plan is to be transformational vs transactional and provide a f lexible structure based on current community needs. ARPA funds, although important to support recovery, are just one tool. Additional funds, resources, and partnerships will be needed to help our community, especially those most impacted regain stability and have a vibrant future. The Plan provides an overview of organizational structures to address health, equity and community recovery, economic recovery, and health and environmental resilience for Fort Collins. Although equity is imbedded in all areas of the Plan, it was important to name it in the strategic structure. The Plan is NOT meant to be overly prescriptive. Outcomes and objectives are meant to lay out priorities and goals to achieve for successful recovery. Actions included in the Plan Appendix E, pages 81 - 85, are examples representing the types of policy and programs which could be taken to achieve objectives and outcomes. Recovery Themes Recovery Outcomes 1. Health 1a. Support clear and effective communication of public health orders. 1b. Enhance efforts to ensure basic needs are met in the community. 1c. Mental and physical health is valued as necessary and prevention-based. 2. Equity and Community Resilience 2a. Foster a sense of belonging and community trust. 2b. Accelerate the City’s Housing Strategic Plan’s vision that “everyone has healthy, stable housing they can afford.” 2c. Expand and leverage existing partnerships to quickly connect people experiencing homelessness (PEH) to resources and services. 3. Economic Recovery 3a. Small businesses, creatives and nonprofits have the resources they need to thrive. 3b. Safe and stable employment, current and future. 3c. Equitable and affordable childcare is accessible. 4. Environmental Resilience 4a. Commit to environmental justice and resilience as reflected in Our Climate Future. 4b. Resilient infrastructure is reliable and affordable. 4c. Open space, natural amenities and ecosystems are thriving and accessible. Draft details for each recovery theme and outcome are included in draft Recovery Plan, pages 22 - 38. NOTE: refinement, graphics and community feedback will be included in the final recovery plan for March 1, 2022 Council consideration. Next Steps • Additional Public Engagement on Recovery Areas and Outcomes - through January, early February 2022 B.1 Packet Pg. 5 January 25, 2022 Page 4 • Finalization of Recovery Plan February 2022 • Recovery Plan adoption - March 1, 2022 • Potential ARPA-funded 2023/2024 BFO projects process development Q1 2022 ATTACHMENTS 1. Summary of Themes, Outcomes and Objectives (PDF) 2. Draft Fort Collins Recovery Plan (PDF) 3. Powerpoint Presentation (PDF) 4. State ARPA Fund Memo with Presentation (PDF) B.1 Packet Pg. 6 Page 1 of 3 Summary of Themes, Outcomes & Objectives Highlighted Sections represent changes from last iteration Health Outcome Objectives 1a. Support clear and effective communication of public health orders. o Share clear, consistent public health guidance. o Ensure access and availability to personal protective equipment (PPE) and COVID-19 tests. 1b. Enhance efforts to ensure basic needs are met in the community. o Strengthen nonprofits and other existing networks that provide essential needs to those most vulnerable in Fort Collins. o Improve air quality for all community members, especially historically underserved groups and adapt to air quality impacts we cannot control (e.g., emissions from wildfires). o Increase access to alternative modes of transportation, especially in underserved areas. 1c. Mental and physical health is valued as necessary and prevention- based. o Ensure access and affordability to local mental and behavioral health services, including those in need of bilingual, multicultural providers. o Expand opportunities and lower barriers for public access to cultural experiences and venues. Equity and Community Resilience Outcome Objectives 2a. Foster a sense of belonging and community trust. o Foster a culture of belonging. o Support neighborhood-driven resilience while also improving social capital and capacity. o Accelerate the FoCo Creates Arts and Culture Master Plan, Goal 1 – Inclusion and Equity. o Highlighting Strategy 1.2 Promote and increase the visibility and support of the diverse cultural artists and organizations in Fort Collins.0F 1 o Codesign multicultural activities and generative spaces for improved access and opportunities. 2b. Accelerate the City’s Housing Strategic Plan’s vision that “everyone has healthy, stable housing they can afford.” o Preserve existing affordable housing.1F 2 o Increase housing supply, affordability, diversity, and choice by 10% of overall housing stock by 2040.2F 3 o Increase housing stability and renter protections.3F 4 1 FoCo Creates Arts and Culture Master Plan 2019, Goal 1, Strategies 1.2 and 1.3 2 City of Fort Collins Housing Strategic Plan 2021, Prioritized Strategy 7, 9, 22, 24, 26 3 City of Fort Collins Housing Strategic Plan 2021, Prioritized Strategy 10 4 City of Fort Collins Housing Strategic Plan 2021, Prioritized Strategy 25 ATTACHMENT 1 B.1.1 Packet Pg. 7 Attachment: Summary of Themes, Outcomes and Objectives (11165 : Recovery Plan) Page 2 of 3 Equity & Community Resilience Continued 2c. Expand and leverage existing partnerships to quickly connect people experiencing homelessness (PEH) to resources and services. o Expand funding to community organizations that operate programs and services that support PEHs. o Accelerate plans for a 24/7 shelter for those experiencing homelessness. o Support regional solutions such as the Northern Colorado Continuum of Care and Coordinated Assessment and Housing Placement System through funding and leadership. Economic Recovery Outcome Objectives 3a. Small businesses, creatives and nonprofits have the resources they need to thrive. o Enhance support services and tools to enable operations to be soundly positioned for successful recovery, including but not limited to capital access, translation of information in multiple languages, etc. o Support smooth and timely ability for facility modification to deliver goods and services with increased public safety protocols. o Focus on programs and services that support historically underserved community members. 3b. Safe and stable employment, current and future. Individual/Employee: o Support partnerships that develop the workforce businesses need. o Bring in training that is available regionally but not directly to Fort Collins. o Prioritize learning loss mitigation programs and services that support students with high risk factors and/or are part of historically underserved populations. o Reduce barriers that inhibit students/families from full participation in educational, workforce and employment opportunities. Business/Employer: o Support businesses and nonprofit ability to find and recruit labor that meets their needs. Enhance the ability of businesses to implement flexible labor practices (i.e., remote, hybrid, gig/contractual, variable shifts, job share, etc.). 3c. Equitable and affordable childcare is accessible. o Advance regional, systemic and sustainable childcare solutions. Original and collaborative strategies are needed to address the compounding challenges facing the childcare industry. o Recruit, develop and retain dedicated employees in the early childhood education profession. Continued next page ATTACHMENT 1 B.1.1 Packet Pg. 8 Attachment: Summary of Themes, Outcomes and Objectives (11165 : Recovery Plan) Page 3 of 3 Environmental Resilience Outcome Objectives 4a. Commit to environmental justice and resilience as reflected in Our Climate Future. o Identify criteria, process and funding options to revitalize neighborhood and community parks. o Accelerate support to address vulnerabilities to natural hazards, including proactive mitigation actions and preparing the community to minimize impacts to people, property, and critical facilities. o Support community- and neighborhood-led workshops for community members to identify sustainable solutions to support resilience. 4F 5 Decrease barriers and increase access to affordable home/community gardening, sustainable farming and community supported agriculture (CSAs).5F 6 4b. Resilient infrastructure is reliable and affordable. o Access to healthy, energy- and water-efficient indoor spaces, including homes and work environments. o Transportation and mobility systems are resilient to a variety of expected and unexpected disruptions. o Reliable water and electric infrastructure are more resilient to a variety of expected and unexpected disruptions. 4c. Open space, natural amenities and ecosystems are thriving and accessible. o Enhance access to open space, parks, natural areas, and diverse and accessible recreation opportunities to support the physical and mental health of residents. o Identify vulnerabilities to natural hazards, identify proactive mitigation actions, and prepare adequately to minimize impacts to people, property, and critical facilities.6F 7 o Support a healthy and diverse urban tree canopy to reduce air and light pollution and lower energy costs. 5 Our Climate Future: Big Move 7: Healthy, Affordable Housing HAH5 6 City of Fort Collins Our Climate Future: Big Move 8: Local, Affordable, and Healthy Food LAHF2 and City of Fort Collins Our Climate Future: Big Move 8: Local, Affordable, and Healthy Food LAHF4 7 City of Fort Collins Our Climate Future: Big Move 11: Healthy Natural Spaces HNS5 ATTACHMENT 1 B.1.1 Packet Pg. 9 Attachment: Summary of Themes, Outcomes and Objectives (11165 : Recovery Plan) 21-23723Auxiliary aids and services are available for persons with disabilities. V/TDD: 711 F O R T C O L L I N S RESILIENT RECOVERY PLAN (DRAFT) - REVISED 1/18/2022 ATTACHMENT 2 Page 2 of ϴϵ TTable of Contents EXECUTIVE SUMMARY ........................................................................... 4 /EdZKhd/KEථ ..................................................................................... 5 Letter from Leadership ............................................................................................................................. 5 ZĞĐŽǀĞƌǇථsŝƐŝŽŶථ ........................................................................................................................................ 5 <ĞǇůĞŵĞŶƚƐථĚĚƌĞƐƐĞĚŝŶsŝƐŝŽŶĂŶĚWůĂŶ ............................................................................................. 5 dŝŵĞůŝŶĞ..................................................................................................................................................... 6 ZĞĐŽǀĞƌǇWůĂŶŶŝŶŐ^ƚƌƵĐƚƵƌĞ ..................................................................................................................... 9 WƵƌƉŽƐĞŽĨZĞĐŽǀĞƌǇǆĞĐƵƚŝǀĞdĞĂŵ ....................................................................................................... 9 WƵƌƉŽƐĞŽĨZĞĐŽǀĞƌǇŽƌĞdĞĂŵ ............................................................................................................... 9 ^ƚƌĂƚĞŐŝĐ tŽƌŬŝŶŐ'ƌŽƵƉƐ ....................................................................................................................... 10 IMPACT OF THE PANDEMIC ON FORT COLLINS ................................... 10 PUBLIC ENGAGEMENT ........................................................................... 15 Process and Methods .............................................................................................................................. 15 Results ..................................................................................................................................................... 16 FUNDING ............................................................................................... 17 ARPA Funding .......................................................................................................................................... 17 ZKsZzd,D^ථΘKhdKD^....................................................... 19 Looking Ahead: An eyes-wide-open view of a different future ........................................................... 19 In-ĞƉƚŚdŚĞŵĞƐΘKƵƚĐŽŵĞƐ ............................................................. 22 Theme 1: Health ................................................................................... 22 RECOVERY OUTCOME 1a. ^ƵƉƉŽƌƚĐůĞĂƌĂŶĚĞĨĨĞĐƚŝǀĞĐŽŵŵƵŶŝĐĂƚŝŽŶŽĨƉƵďůŝĐŚĞĂůƚŚŽƌĚĞƌƐ͘ ....... 23 ZKsZzKhdKDϭď͘ŶŚĂŶĐĞĞĨĨŽƌƚƐƚŽĞŶƐƵƌĞ ďĂƐŝĐŶĞĞĚƐare met ŝŶƚŚĞĐŽŵŵƵŶŝƚǇ͘ .......... 24 RECOVERY OUTCOME ϭĐ͘DĞŶƚĂůĂŶĚƉŚǇƐŝĐĂůŚĞĂůƚŚŝƐǀĂůƵĞĚĂƐŶĞĐĞƐƐĂƌǇĂŶĚƉƌĞǀĞŶƚŝŽŶ-ďĂƐĞĚ͘ ................................................................................................................................................................ 25 dŚĞŵĞϮ͗ƋƵŝƚǇĂŶĚŽŵŵƵŶŝƚǇZĞƐŝůŝĞŶĐĞ ....................................... 26 RECOVERY OUTCOME ϮĂ͘&ŽƐƚĞƌĂƐĞŶƐĞŽĨďĞůŽŶŐŝŶŐĂŶĚĐŽŵŵƵnity trust. .................................... 26 RECOVERY OUTCOME Ϯď͘ĐĐĞůĞƌĂƚĞƚŚĞŝƚǇ͛Ɛ,ŽƵƐŝŶŐ^ƚƌĂƚĞŐŝĐWůĂŶ͛ƐǀŝƐŝŽŶƚŚĂƚ͞ĞǀĞƌǇŽŶĞŚĂƐ ŚĞĂůƚŚǇ͕ƐƚĂďůĞŚŽƵƐŝŶŐƚŚĞǇĐĂŶĂĨĨŽƌĚ͘͟ ............................................................................................. 27 ATTACHMENT 2 Page 3 of ϴϵ RECOVERY OUTCOME ϮĐ͘ǆƉĂŶĚĂŶĚůĞǀĞƌĂŐĞĞǆŝƐƚŝŶŐƉĂƌƚŶĞƌƐŚŝƉƐƚŽƋƵŝĐŬůǇĐŽŶŶĞĐƚƉĞŽƉůĞ ĞǆƉĞƌŝĞŶĐŝŶŐŚŽŵĞůĞƐƐŶĞƐƐ;W,ͿƚŽƌĞƐŽƵƌĐĞƐĂŶĚƐĞƌǀŝĐĞƐ͘ .............................................................. 28 dŚĞŵĞϯ͗ĐŽŶŽŵŝĐZĞĐŽǀĞƌǇ .............................................................. 29 ZKsZzKhdKDϯĂ͘^ŵĂůůďƵƐŝŶĞƐƐĞƐ͕ĐƌĞĂƚŝǀĞƐĂŶĚŶŽŶƉƌŽĨŝƚƐŚĂǀĞƚŚĞƌĞƐŽƵƌĐĞƐƚŚĞǇŶĞĞĚ to thrive. ................................................................................................................................................. 31 ZKsZzKhdKDϯď͗^ĂĨĞĂŶĚƐƚĂďůĞĞŵƉůŽǇŵĞŶƚ͕ĐƵƌƌĞŶƚĂŶĚĨƵƚƵƌĞ. .................................... 32 ZKsZzKhdKDϯĐ͗ƋƵŝƚĂďůĞ ĂŶĚĂĨĨŽƌĚĂďůĞĐŚŝůĚĐĂƌĞ ŝƐĂĐĐĞƐƐŝďůĞ. ....................................... 34 dŚĞŵĞϰ͗ŶǀŝƌŽŶŵĞŶƚĂůZĞƐŝůŝĞŶĐĞ ..................................................... 34 ZKsZzKhdKDϰĂ͗ŽŵŵŝƚƚŽĞŶǀŝƌŽŶŵĞŶƚĂůũƵƐƚŝĐĞĂŶĚƌĞƐŝůŝĞŶĐĞĂƐƌĞĨůĞĐƚĞĚŝŶKƵƌ Climate Future. ....................................................................................................................................... 35 RECOVERY OUTCOME 4ď͗ZĞƐŝůŝĞŶƚŝŶĨƌĂƐƚƌƵĐƚƵƌĞŝƐƌĞůŝĂďůĞĂŶĚĂĨĨŽƌĚĂďůĞ͘ .................................... 37 ZKsZzKhdKDϰĐ͗KƉĞŶƐƉĂĐĞĂŶĚŶĂƚƵƌĂůĂŵĞŶŝƚŝĞƐĂƌĞƚŚƌŝǀŝŶŐĂŶĚĂĐĐĞƐƐŝďůĞ͘ ................ 38 PPLAN MILESTONES ................................................................................ 39 DATA, REPORTING & PERFORMANCE MEASUREMENT .......................... 39 SUMMARY / CONCLUSION .................................................................... 40 APPENDIX ............................................................................................. 42 ͘ĐŬŶŽǁůĞĚŐĞŵĞŶƚ ........................................................................ 43 Acknowledgement Statement ................................................................................................................. 43 B.^ƵŵŵĂƌǇdŝŵĞůŝŶĞ ........................................................................ 46 ͘WƵďůŝĐŶŐĂŐĞŵĞŶƚ................................................................................ 46 .&ƵŶĚŝŶŐĞƚĂŝůƐ .............................................................................. ϳϴ Funding Sources ...................................................................................................................................... ϳϴ Past Pandemic Relief Funding ................................................................................................................. ϳϴ ARPA Funding Uses for 2021 and 2022 ................................................................................................... ϳϵ .^ƵŵŵĂƌǇŽĨdŚĞŵĞƐ͕KƵƚĐŽŵĞƐ͕ĂŶĚKďũĞĐƚŝǀĞƐǁŝƚŚǆĂŵƉůĞ ĐƚŝŽŶƐ .................................................................................................. ϴϭ &.WůĂŶ^ĐĂŶ ....................................................................................... ϴϱ '.ĞĨŝŶŝƚŝŽŶƐĂŶĚĐƌŽŶǇŵƐ ............................................................. ϴϴ ATTACHMENT 2 EEXECUTIVE SUMMARY KŶDĂƌĐŚϵ͕ϮϬϮϬ͕ƚŚĞĨŝƌƐƚKs/-ϭϵĐĂƐĞŝŶ>ĂƌŝŵĞƌŽƵŶƚǇǁĂƐĂŶŶŽƵŶĐĞĚ͘tŝƚŚŝŶĂǁĞĞŬ͕ĂƐĐĂƐĞƐ rose ƚŚƌŽƵŐŚŽƵƚƚŚĞĐŽƵŶƚƌǇ͕ƐĐŚŽŽůƐ͕ďƵƐŝŶĞƐƐĞƐĂŶĚŽƚŚĞƌƉƵďůŝĐĂŶĚƉƌŝǀĂƚĞƐƉĂĐĞƐ͕ĨŽůůŽǁĞĚďǇthe Colorado ƐƚĂƚĞǁŝĚĞ^ƚĂǇ-at-,ŽŵĞථŽƌĚĞƌŽŶƉƌŝůϮϳ͕ 2020. tŚĂƚůŽŽŬĞĚůŝŬĞĂƚĞŵƉŽƌĂƌǇƐŚŝĨƚŝŶĞǀĞƌǇĚĂǇ ůŝĨĞ͕ƚŚĞƉĂŶĚĞŵŝĐĐŽŶƚŝŶƵĞƐƚŽĚŝƐƌƵƉƚĚĂŝůǇĚĞĐŝƐŝŽŶ-ŵĂŬŝŶŐ͘dŚĞƐĞŚĂǀĞďĞĞŶƵŶƉƌĞĐĞĚĞŶƚĞĚƚŝŵĞƐ͕ ǁŝƚŚĚĞĞƉŝŵƉĂĐƚƐŽŶŽƵƌĐŽŵŵƵŶŝƚǇ͕ĐŽƵŶƚƌǇĂŶĚǁŽƌůĚ͘ dŚĞŚĞĂůƚŚĂŶĚƐĂĨĞƚǇŽĨƚŚĞĐŽŵŵƵŶŝƚǇŚĂƐďĞĞŶ͕ĂŶĚǁŝůůĐŽŶƚŝŶƵĞƚŽďĞ͕ĂƚŽƉƉƌŝŽƌŝƚǇƚŚƌŽƵŐŚŽƵƚƚŚĞ ƉĂŶĚĞŵŝĐ͘ĂƌůǇŽŶ͕ƚŚĞĐŽŵŵƵŶŝƚǇĂĐŬŶŽǁůĞĚŐĞĚƚŚĞŝŶƚĞƌĐŽŶŶĞĐƚŝǀŝƚǇďĞƚǁĞĞŶƉĞŽƉůĞ͕ƚŚĞĞĐŽŶŽŵǇ ĂŶĚƚŚĞĞŶǀŝƌŽŶŵĞŶƚĚƵƌŝŶŐƚŚĞĐƌŝƐŝƐ͘dŚĞĐŽŵŵƵŶŝƚǇ͛ƐĐŽŵŵŝƚŵĞŶƚƚŽƐƵƐƚĂŝŶĂďŝůŝƚǇ;ŽƌƚƌŝƉůĞďŽƚƚŽŵ ůŝŶĞͿǁŚĞŶƚŚŝŶŬŝŶŐĂďŽƵƚƌĞĐŽǀĞƌŝŶŐĂŶĚƌĞďƵŝůĚŝŶŐ͕ĞƐƉĞĐŝĂůůǇůŽŶŐ-ƚĞƌŵƌĞƐŝůŝĞŶĐĞ͕ĂƌĞĂƚƚŚĞĐŽƌĞŽĨ ƚŚĞƌĞĐŽǀĞƌǇƉůĂŶ ;WůĂŶͿ͘ DĂŶǇ ĐŽŵŵƵŶŝƚŝĞƐhave developed Ks/ ƌĞĐŽǀĞƌǇƉůĂŶƐĨŽĐƵƐĞĚŽŶƚŚĞ ĚŝƐƚƌŝďƵƚŝŽŶŽĨ ĨĞĚĞƌĂůĨƵŶĚŝŶŐ; ŚŽǁĞǀĞƌ͕ƚŚĞ ŝƚǇ෴ĞŶǀŝƐŝŽŶĞĚ Ă ƉůĂŶ ďƵŝůƚ ǁŝƚŚථĐŽŵŵƵŶŝƚǇ ŵĞŵďĞƌƐ͕ ŝŶƚĞƌŶĂů ŝƚǇ ĚĞƉĂƌƚŵĞŶƚƐ͕ ďƵƐŝŶĞƐƐĞƐ ĂŶĚ ƉĂƌƚŶĞƌƐ ƚŽථŶŽƚ ŽŶůǇථĞŶƐƵƌĞ ƚƌĂŶƐƉĂƌĞŶĐǇ ĂŶĚ ĨŝƐĐĂů ƌĞƐƉŽŶƐŝďŝůŝƚǇ ďƵƚථƌĞĐŽŐŶŝǌĞ ĂŶĚ ĂĐŬŶŽǁůĞĚŐĞථthe ƉĂƐƚථƚŽ ďƵŝůĚථĂŶථŝŶĐůƵƐŝǀĞ͕ ƌĞƐŝůŝĞŶƚථĨƵƚƵƌĞ ĨŽƌ &Žƌƚ ŽůůŝŶƐ͘ථdŚŝƐ ƵŶŝƋƵĞ ĂƉƉƌŽĂĐŚ is ĚĞƐŝŐŶĞĚƚŽĂĐŬŶŽǁůĞĚŐĞƚŚĂƚ&ŽƌƚŽůůŝŶƐ ĐĂŶŶŽƚƌĞƚƵƌŶƚŽƚŚĞƉƌĞ-ƉĂŶĚĞŵŝĐƐƚĂƚƵƐƋƵŽ͘ථRecovery ǁŝůů ďĞĂŵƵůƚŝ-ĨĂĐĞƚĞĚ͕ŵƵůƚŝ-ǇĞĂƌ͕ŶŽŶ-ůŝŶĞĂƌƉƌŽĐĞƐƐ͕ƚŚĂƚŝŶĐůƵĚĞƐŶŽƚũƵƐƚŽŶůǇƌĞŐĂŝŶŝŶŐƐƚĂďŝůŝƚǇďƵƚ ĂĐŬŶŽǁůĞĚŐŝŶŐƚŚĞƚƌĂƵŵĂĂŶĚŚĞĂůŝŶŐƚŚĂƚŵƵƐƚŚĂƉƉĞŶƚŽďƵŝůĚƌĞƐŝůŝĞŶĐĞ͘ DĂŶǇŽĨƚŚĞŝƚǇ͛ƐĞǆŝƐƚŝŶŐƉůĂŶƐŚĂǀĞǀŝƐŝŽŶƐĂŶĚƐƚƌĂƚĞŐŝĞƐƚŚĂƚŵŽve ƚŚĞĐŽŵŵƵŶŝƚǇ ƚŽǁĂƌĚƐƚŚĞǀŝƐŝŽŶ ŽĨĂǀŝďƌĂŶƚĐŝƚǇ͘,ŽǁĞǀĞƌ͕ƚŚŝƐƉůĂŶƌĞĐŽŐŶŝǌĞƐƚŚĞǁŽƌŬƚŚĂƚƌĞŵĂŝŶƐĂŚĞĂĚĂƌŽƵŶĚථhealing͕ථŝŶĐůƵƐŝŽŶ͕ ĂŶĚථƌĞƐŝůŝĞŶĐĞථto move &ŽƌƚŽůůŝŶƐ ƚŽǁĂƌĚƐĂථǀŝďƌĂŶƚථĨƵƚƵƌĞ͘ ƉƌĂŐŵĂƚŝĐ͕ƉĞŽƉůĞ-ĐĞŶƚĞƌĞĚĂƉƉƌŽĂĐŚƚŽ ĞŶŐĂŐĞŵĞŶƚǁĂƐƵƚŝůŝǌĞĚƚŽŝŶĨŽƌŵƚŚĞWůĂŶ͘ ŶŐĂŐĞŵĞŶƚǁĂƐ ĚĞƐŝŐŶĞĚƚŽŵĞĞƚƚŚĞŶĞĞĚƐŽĨĚŝĨĨĞƌĞŶƚĂƵĚŝĞŶĐĞƐŝŶƚŚĞĐŽŵŵƵŶŝƚǇ͕ ĂŶĚ ƚŽ ĐĞŶƚĞƌ ŚĂƌĚ-Śŝƚ ĂŶĚ ŚŝƐƚŽƌŝĐĂůůǇƵŶĚĞƌƐĞƌǀĞĚĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ;ƌĞƐŝĚĞŶƚƐ͕ďƵƐŝŶĞƐƐĞƐ͕ĂŶĚŽƌŐĂŶŝǌĂƚŝŽŶƐͿ͘ ǀĂƌŝĞƚǇŽĨ ŵĞƚŚŽĚƐĂŶĚƚŽŽůƐǁĞƌĞƵƐĞĚƚŽƌĞĂĐŚǀĂƌŝŽƵƐŐƌŽƵƉƐ͕ŝŶĐůƵĚŝŶŐĂůůĂŐĞƐ͕ƌĂĐĞƐ͕ĞƚŚŶŝĐŝƚŝĞƐ͕ĂŶĚŝŶĐŽŵĞ ůĞǀĞůƐ͘dŚĞŝŶƉƵƚĨƌŽŵƚŚĞĞǆƚĞŶƐŝǀĞĞŶŐĂŐĞŵĞŶƚƌĞƐƵůƚĞĚĨŽƵƌƚŚĞŵĞƐŝĚĞŶƚŝĨŝĞĚĨŽƌƚŚĞWůĂŶ͗ŚĞĂůƚŚ͕ ĞƋƵŝƚǇĂŶĚĐŽŵŵƵŶŝƚǇƌĞƐŝůŝĞŶĐĞ͕ĞĐŽŶŽŵŝĐƌĞĐŽǀĞƌǇ ĂŶĚĞŶǀŝƌŽŶŵĞŶƚĂůƌĞƐŝůŝĞŶĐĞ͘dŚĞWůĂŶĂĚĚƌĞƐƐĞƐ ĞĂĐŚŽĨƚŚĞƐĞƚŚĞŵĞƐĂƌĞŝŶƚĞŐƌĂůƚŽƌĞĐŽǀĞƌǇ͕ĂůŽŶŐǁŝƚŚƐƉĞĐŝĨŝĐŽƵƚĐŽŵĞƐĂŶĚŽďũĞĐƚŝǀĞƐ͘ dŚĞWůĂŶƐĞĞŬƐƚŽůĞǀĞƌĂŐĞƚŚŝƐŚŝƐƚŽƌŝĐŽƉƉŽƌƚƵŶŝƚǇƚŽŵĂŬĞďŽůĚ͕ ůŽŶŐ-term ŝŶǀĞƐƚŵĞŶƚƐto achieve recovery. FedĞƌĂů ĨƵŶĚŝŶŐ͕ ƐƵĐŚ ĂƐ ƚŚĞ ŵĞƌŝĐĂŶ ZĞƐĐƵĞ WůĂŶ Đƚ ĨƵŶĚƐ͕ ĂƌĞ ŽŶĞ ƚŽŽů ƚŽ ŚĞůƉ ƚŚĞ ĐŽŵŵƵŶŝƚǇĂĐŚŝĞǀĞƚŚĞWůĂŶ͛ƐǀŝƐŝŽŶ͖ŚŽǁĞǀĞƌĂĚĚŝƚŝŽŶĂůƐŽƵƌĐĞƐŽĨĨƵŶĚƐ͕ƌĞƐŽƵƌĐĞƐĂŶĚƉĂƌƚŶĞƌƐŚŝƉƐ ŵƵƐƚďĞƵƚŝůŝǌĞĚĨŽƌƌĞĐŽǀĞƌǇƚŽďĞĨƵůůǇƌĞĂůŝǌĞĚ͘ dŚƌŽƵŐŚŽƵƚƚŚĞƉĂŶĚĞŵŝĐ͕ƚŚĞĐŽŵŵƵŶŝƚǇŚĂƐǁŽƌŬĞĚƚŽƌĞƐƉŽŶĚĂŶĚƌĞĐŽǀĞƌĨƌŽŵƚŚĞKs/-19 impact ;ĚŝƌĞĐƚĂŶĚŝŶĚŝƌĞĐƚͿ͘ĚŽƉƚŝŽŶŽĨƚŚĞWůĂŶŝƐŽŶĞŵŝůĞƐƚŽŶĞďƵƚŽŶĞƚŚĂƚǁŝůůƌĞƋƵŝƌĞŝŶƚĞŶƚŝŽŶĂůĂĐƚŝŽŶĂŶĚ ƌĞǀŝĞǁĚƵĞƚŽƚŚĞƵŶĐĞƌƚĂŝŶŶĂƚƵƌĞƚŚĞƉĂŶĚĞŵŝĐŚĂƐĐĂƵƐĞĚ͘WůĂŶ/ŵƉůĞŵĞŶƚĂƚŝŽŶǁŝůůŝŶĐůƵĚĞŶŽƚŽŶůǇ ƌŽůůŝŶŐŽƵƚŶĞǁƉƌŽŐƌĂŵƐƚŽŚĞůƉƌĞĐŽǀĞƌǇ͕ďƵƚĂůƐŽĞŶŚĂŶĐŝŶŐĂŶĚͬŽƌĂĐĐĞůĞƌĂƚŝŶŐƉƌŽŐƌĂŵƐƚŚĞŝƚǇ ŽƌŐĂŶŝǌĂƚŝŽŶĂŶĚŽƵƌƉĂƌƚŶĞƌƐĂƌĞĂůƌĞĂĚǇĚŽŝŶŐƚŚĂƚĂůŝŐŶǁŝƚŚWůĂŶŽƵƚĐŽŵĞƐ͘ĚĚŝƚŝŽŶĂůůǇ͕ƉŽůŝĐǇǁŝůů play a key role͕ŝŶĐůƵĚŝŶŐĂĚǀĂŶĐŝŶŐĂŶĚĂĚũƵƐƚŝŶŐƉŽůŝĐŝĞƐƚŚĂƚƌĞĚƵĐĞďĂƌƌŝĞƌƐĂŶĚƐǇƐƚĞŵŝĐŝŶĞƋƵŝƚŝĞƐ͘ KŶŐŽŝŶŐĞǀĂůƵĂƚŝŽŶĂŶĚƉƌŽĐĞƐƐŝŵƉƌŽǀĞŵĞŶƚǁŝůůĐŽŶƚŝŶƵĞƚŽďĞ ǀĂůƵĂďůĞŵĞĂƐƵƌĞƐƚŽŐĂƵŐĞ ŚŽǁ ƌĞĐŽǀĞƌǇŝƐƉƌŽŐƌĞƐƐŝŶŐ. dŚĞĨƵƚƵƌĞŝƐƐƚŝůůƵŶĐĞƌƚĂŝŶ͕ŚŽǁĞǀĞƌƚŚŝƐWůĂŶůĂǇƐŽƵƚƉƌŝŽƌŝƚŝĞƐĨŽƌĂŵŽƌĞ ƌĞƐŝůŝĞŶƚ͕ ǀŝďƌĂŶƚ͕ ĂŶĚ ŝŶĐůƵƐŝǀĞ ƉŽƐƚ-ƉĂŶĚĞŵŝĐ ĐŽŵŵƵŶŝƚǇ͕ ǁŚŝůĞ Ɛƚŝůů ďĞŝŶŐ ŶŝŵďůĞ ĂŶĚ ŶŽƚ ŽǀĞƌůǇ prescriptive. Page 4 of ϴϵ ATTACHMENT 2 //EdZKhd/KEථ Letter from Leadership /E^Zdt,EW>E'K^dKKWd/KE ZĞĐŽǀĞƌǇථsŝƐŝŽŶථ dŚĞ ƉĂŶĚĞŵŝĐ ŚĂƐ ďƌŽƵŐŚƚ ƉĞƌŝůŽƵƐ ĐŚĂůůĞŶŐĞƐ͕ ƐĞĞŵŝŶŐůǇ ŽǀĞƌŶŝŐŚƚ͕ ƚŽ ƚŚĞ ĐŽŵŵƵŶŝƚǇ͕ ŝŵƉĂĐƚŝŶŐ ǀŝƌƚƵĂůůǇĞǀĞƌǇĂƐƉĞĐƚŽĨƌĞƐŝĚĞŶƚƐ͛ůŝǀĞƐĂŶĚŽĨƚĞŶĞǆĂĐĞƌďĂƚŝŶŐƉƌĞǀŝŽƵƐůǇĞǆŝƐƚŝŶŐŝƐƐƵĞƐ͘&ŽƌƚŽůůŝŶƐ ĐŽŶƚŝŶƵĞƐƚŽĨĂĐĞƚŚĞƐĞĂŶĚĞŵĞƌŐŝŶŐĐŚĂůůĞŶŐĞƐǁŝƚŚƚŚĞƌŝƐĞŽĨKs/ǀĂƌŝĂŶƚƐ͘ϮϬϮϬĂŶĚϮϬϮϭǁĞƌĞĂůƐŽ ŵĂƌŬĞĚďǇŚŝƐƚŽƌŝĐĂůǁŝůĚĨŝƌĞƐ͕ĂŝƌƋƵĂůŝƚǇŝŵƉĂĐƚƐĂŶĚƚŚĞƐŽĐŝĂůũƵƐƚŝĐĞŵŽǀĞŵĞŶƚŝŶƚĞŶƐŝĨŝĞĚďǇƚŚĞ ŵƵƌĚĞƌƐŽĨ'ĞŽƌŐĞ&ůŽǇĚĂŶĚƌĞŽŶŶĂdĂǇůŽƌ͘ ůƚŚŽƵŐŚƚŚĞĐŽŵŵƵŶŝƚǇŝƐƐƚŝůů ŝŶƚŚĞŵŝĚƐƚŽĨ ƉĂŶĚĞŵŝĐƌĞƐƉŽŶƐĞ͕ƚŚĞŝƚǇŽĨ&ŽƌƚŽůůŝŶƐ;ŝƚǇͿŚĂƐďĞŐƵŶ ƚŽƉůĂŶƚŚĞƌŽĂĚƚŽĂƌĞƐŝůŝĞŶƚƌĞĐŽǀĞƌǇ͘ The ŚĞĂůƚŚĂŶĚƐĂĨĞƚǇŽĨƚŚĞĐŽŵŵƵŶŝƚǇŝƐƚŽƉƉƌŝŽƌŝƚǇ͘dŽŐƵŝĚĞ ůŽŶŐ-ƚĞƌŵĞĨĨŽƌƚƐ͕ƚŚĞŝƚǇŝƐĐŽŵŵŝƚƚĞĚƚŽĚĞǀĞůŽƉŝŶŐĂĐŽŵŵƵŶŝƚǇZĞĐŽǀĞƌǇWůĂŶ;WůĂŶͿ͘ZĞĐŽǀĞry is a ŵƵůƚŝ-ĨĂĐĞƚĞĚ͕ŵƵůƚŝ-ǇĞĂƌƉƌŽĐĞƐƐ͕ĂŶĚƚŚĞWůĂŶŝƐĂĐƌƵĐŝĂůƐƚĞƉŝŶůĂǇŝŶŐŽƵƚǁŚĂƚƚŚĞĐŽŵŵƵŶŝƚǇǁĂŶƚƐ ĂŶĚŶĞĞĚƐŵŽƐƚƚŽďƵŝůĚďĂĐŬďĞƚƚĞƌ͘ dŚĞWůĂŶǁŝůůĨŽĐƵƐŽŶŵŽƌĞƚŚĂŶĞĐŽŶŽŵŝĐƌĞĐŽǀĞƌǇ ŽƌƚŚĞĚŝƐƚƌŝďƵƚŝŽŶŽĨĨĞĚĞƌĂůƌĞĐŽǀĞƌǇĨƵŶĚƐ͘ƐƚŚe ŝŶŝƚŝĂůǁĂǀĞŽĨƚŚĞƉĂŶĚĞŵŝĐƐǁĞƉƚƚŚƌŽƵŐŚƚŚĞƌĞŐŝŽŶĂŶĚƐƚĂǇ-at-ŚŽŵĞŽƌĚĞƌƐǁĞƌĞƉƵƚŝŶƚŽƉůĂĐĞ͕ ĚŝƐƉĂƌŝƚŝĞƐŝŶƚŚĞĐŽŵŵƵŶŝƚǇƌĞůĂƚĞĚŚĞĂůƚŚ͕ĞƋƵŝƚǇ͕ŝŶĐůƵƐŝŽŶ͕ĞĐŽŶŽŵŝĐƐƚĂďŝůŝƚǇĂŶĚŵŽƌĞƚŚĂƚŚĂĚ ĞǆŝƐƚĞĚƉƌĞ-Ks/ǁĞƌĞĞǆĂĐĞƌďĂƚĞĚ͘ dŽŵŽǀĞƚŽǁĂƌĚĂƌĞƐŝůŝĞŶƚĨƵƚƵƌĞ͕ƚŚĞƐĞĚŝƐƉĂƌŝƚŝĞƐĂŶĚƐǇƐƚĞŵĂƚŝĐďĂƌƌŝĞƌƐŵƵƐƚďĞĂĐŬŶŽǁůĞĚŐĞĚĂŶĚ removed. This approach ŽĨŝŶǀĞƐƚŝŶŐŝŶthe ĐŽŵŵƵŶŝƚǇ͛ƐƚƌŝƉůĞďŽƚƚŽŵůŝŶĞ;ĞĐŽŶŽŵŝĐ͕ĞŶǀŝƌŽŶŵĞŶƚĂůĂŶĚ ƐŽĐŝĂůŚĞĂůƚŚͿ ǁŝůůůĞĂĚƚŽĂŵŽƌĞďĂůĂŶĐĞĚ͕ƉƵƌƉŽƐĞĨƵůƌĞĐŽǀĞƌǇ͘KŶĞƚŚĂƚĚŽĞƐŶ͛ƚĨŽĐƵƐũƵƐƚŽŶĞĐŽŶŽŵŝĐ ƌĞďƵŝůĚŝŶŐ͕ŽƌŚĞĂůƚŚ͕ďƵƚƌĂƚŚĞƌďĂůĂŶĐĞƐƚŚĞŵĂůŽŶŐǁŝƚŚĐŽŵŵƵŶŝƚǇĂŶĚĞŶǀŝƌŽŶŵĞŶƚĂůƌĞƐŝůŝĞŶĐĞ͘Ɛ ƚŚĞ &Žƌƚ ŽůůŝŶƐ ĐŽŵŵƵŶŝƚǇmoves tŽǁĂƌĚ ƌĞĐŽǀĞƌǇ͕ ƉĞƌƐƉĞĐƚŝǀĞƐ ĂŶĚ ŝŵƉĂĐƚƐ ĨƌŽŵŵĂŶǇ ĚŝĨĨĞƌĞŶƚ stakĞŚŽůĚĞƌƐĂŶĚĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͛ůŝǀĞĚĞǆƉĞƌŝĞŶĐĞƐŵƵƐƚďĞƵŶĚĞƌƐƚŽŽĚ. ŝƐƉĂƌŝƚŝĞƐŝŶŚĞĂůƚŚĂŶĚ ĞĐŽŶŽŵŝĐƐĞĐƵƌŝƚǇǁĞƌĞŶŽƚĐƌĞĂƚĞĚďǇKs/-ϭϵďƵƚǁŽƌƐĞŶĞĚďǇƚŚĞƉĂŶĚĞŵŝĐ͘ZĞĐŽǀĞƌǇǁŝůůŝŶǀŽůǀĞ ŶŽƚŽŶůǇŚĞůƉŝŶŐƚŚŽƐĞŵŽƐƚŝŵƉĂĐƚĞĚďƵƚĂůƐŽƌĞĚƵĐŝŶŐďĂƌƌŝĞƌƐĂŶĚďƵŝůĚŝŶŐƌĞƐŝůŝĞŶĐĞƐŽƚŚĂƚƚŚŽƐĞǁŚŽ ŚĂǀĞ ĨĂĐĞĚ ŝŶĞƋƵŝƚŝĞƐ ŝŶ ƚŚĞ ƉĂƐƚ ĂƌĞ ďĞƚƚĞƌ ƐŝƚƵĂƚĞĚ ƚŽ ǁĞĂƚŚĞƌ ƚŚĞ ŶĞǆƚ ĐƌŝƐŝƐ ĂŶĚ ƚŚƌŝǀĞ ŝŶ ŽƵƌ ĐŽŵŵƵŶŝƚǇ͘dŚŝƐƐŚĂƌĞĚƉƵƌƉŽƐĞǁŝůůĂůůŽǁ &ŽƌƚŽůůŝŶƐŵŽǀĞƚŽǁĂƌĚƌĞĐŽǀĞƌǇ͘ dĂŬŝŶŐĂůůŽĨƚŚŝƐŝŶƚŽĂĐĐŽƵŶƚ͕ tŚĞǀŝƐŝŽŶĨŽƌƌĞĐŽǀĞƌǇŝƐƚŚĂƚ &ŽƌƚŽůůŝŶƐƌĞƐŝĚĞŶƚƐĂŶĚďƵƐŝŶĞƐƐĞƐĐĂŶ ƉĂƌƚŝĐŝƉĂƚĞŝŶĂƌĞƐŝůŝĞŶƚ͕ǀŝďƌĂŶƚĂŶĚŝŶĐůƵƐŝǀĞĨƵƚƵƌĞ͘ <ĞǇůĞŵĞŶƚƐථĚĚƌĞƐƐĞĚŝŶsŝƐŝŽŶĂŶĚWůĂŶ ĐƌƵĐŝĂůƉƵƌƉŽƐĞŽĨƚŚĞZĞĐŽǀĞƌǇWůĂŶŝƐƚŽůĂǇŽƵƚǁŚĂƚƚŚĞĐŽŵŵƵŶŝƚǇŚĂƐƐŚĂƌĞĚŝƐŶĞĞĚĞĚŵŽƐƚ ŶŽǁ͕ĂŶĚŝŶƚŽƚŚĞĨƵƚƵƌĞ͕ĂƐǁĞůůĂƐĚĞĨŝŶŝŶŐƚŚĞŝƚǇ͛ƐƌŽůĞĂŶĚĂǀĂŝůĂďůĞƌĞƐŽƵƌĐĞƐ͘ /ŶĐůƵƐŝŽŶĂŶĚŚĞĂůŝŶŐĂƌĞƚŚĞĨŝƌƐƚƐƚĞƉƐŝŶŵŽǀŝŶŐƚŽǁĂƌĚƐďĞĐŽŵŝŶŐĂ more reƐŝůŝĞŶƚĐŝƚǇƚŚĂƚĐĂŶƉƌĞƉĂƌĞ ĂŶĚ ĞŶĚƵƌĞ ĨƵƚƵƌĞ ƐŚŽĐŬƐ ĂŶĚ ĚŝƐƌƵƉƚŝŽŶƐ͘ Ǉ ďĞĐŽŵŝŶŐ Ă ĐŝƚǇ ƚŚĂƚ ƚŚĂƚ ƉƌŝŽƌŝƚŝǌĞƐ Ă ĨƵƚƵƌĞ ǁŚĞƌĞ ĞǀĞƌǇŽŶĞ͕ ŝŶĐůƵĚŝŶŐ ƚŚŽƐĞ ǁŚŽ ŚĂǀĞ ŚŝƐƚŽƌŝĐĂůůǇ ƵŶĚĞƌƐĞƌǀĞĚ͕ ĨĞĞůĂƐĞŶƐĞŽĨďĞůŽŶŐŝŶŐ͕ŽƵƌǁŚŽůĞ ĐŽŵŵƵŶŝƚǇǁŝůůďĞƐƚƌŽŶŐĞƌĂŶĚ ŵŽƌĞŝŶĐůƵƐŝǀĞ͘ƐƚŚĞŝƚǇŵŽǀĞƐƚŽǁĂƌĚƌĞĐŽǀĞƌǇ͕ &ŽƌƚŽůůŝŶƐŵƵƐƚďĞ ŝŶƚĞŶƚŝŽŶĂůĂŶĚĂĐŬŶŽǁůĞĚŐĞƚŚĂƚƚŚĞĐŽŵŵƵŶŝƚǇŶĞĞĚƐƚŽŚĞĂůĨƌŽŵƚŚĞĚĂŵĂŐĞ ƚŚĞƉĂŶĚĞŵŝĐŚĂƐ ĐĂƵƐĞĚ͕ŝŶĐůƵĚŝŶŐƚŚĞŚƵŵĂŶůŽƐƐĞƐƚŚĂƚŚĂǀĞŽĐĐƵƌƌĞĚ͘,ĞĂůŝŶŐ– like grief – ŝƐŶŽƚůŝŶĞĂƌĂŶĚůŽŽŬƐ Page 5 of ϴϵ ATTACHMENT 2 Page 6 of ϴϵ ĚŝĨĨĞƌĞŶƚĨŽƌĞǀĞƌǇŽŶĞ͘<ĞĞƉŝŶŐƚŚŝƐĂƚƚŚĞĨŽƌĞĨƌŽŶƚŽĨƉƌŽĐĞƐƐĞƐĂŶĚĚĞĐŝƐŝŽŶŵĂŬŝŶŐĂƌĞĐƌƵĐŝĂůŝŶƚŚĞ ƉĂƚŚƚŽǁĂƌĚƌĞĐŽǀĞƌǇ͘ dŚĞŝƚǇŚĂƐŵĂŶǇ ƉůĂŶƐ͕ƐƵĐŚĂƐŝƚǇWůĂŶ͕&ŽŽƌĞĂƚĞƐ͕ ĂŶĚŽƚŚĞƌƐ͕ that ŵŽǀĞƚŚĞĐŽŵŵƵŶŝƚǇ ƚŽǁĂƌĚƐ ƚŚĞ ǀŝƐŝŽŶ ŽĨ Ă ǀŝďƌĂŶƚ ĐŝƚǇ͘ dŚĞ ZĞĐŽǀĞƌǇ WůĂŶ ĂĐŬŶŽǁůĞĚŐĞƐ the ĞǆŝƐƚŝŶŐ ǁŽƌŬ ƚŚĂƚ ƌĞŵĂŝŶƐ ĂƌŽƵŶĚ healing͕ ŝŶĐůƵƐŝŽŶ͕ĂŶĚ ƌĞƐŝůŝĞŶĐĞ to move &ŽƌƚŽůůŝŶƐ ƚŽǁĂƌĚƐĂ ǀŝďƌĂŶƚ ĨƵƚƵƌĞ͘dŚĞƉƵƌƉŽƐĞŽĨ ƚŚĞƐĞĨŽƵƌ ĨŽƵŶĚĂƚŝŽŶĂů ǁŽƌĚƐŝƐƚŽĂŶĐŚŽƌ the ĐŽŵŵƵŶŝƚǇĂŶĚŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƚŽĂ͞ŶĞǁŶŽƌŵĂů͘͟ ǀŝƐŝŽŶŽĨǁŽƌŬƚŚĂƚŝŶƚĞŐƌĂƚĞƐŚĞĂůŝŶŐĂŶĚŝŶĐůƵƐŝŽŶĂƐĂĨŽƵŶĚĂƚŝŽŶƚŽďĞĐŽŵŝŶŐĂĐŽŵŵƵŶŝƚǇƚŚĂƚŝƐ ƌĞƐŝůŝĞŶƚŝŶƚŚĞĨĂĐĞŽĨĚŝĨĨŝĐƵůƚĐŚĂŶŐĞĂŶĚĂĐŽŵŵƵŶŝƚǇǁŚĞƌĞĞǀĞƌǇŽŶĞǁŚŽĐĂůůƐƚŚŝƐƉůĂĐĞŚŽŵĞĐĂŶ ĞǆƉĞƌŝĞŶĐĞĂƐĞŶƐĞŽĨďĞůŽŶŐŝŶŐ͘ HEALING INCLUSION RESILIENCE VIBRANCY DEFINITION The process of making or becoming sound or healthy again. An intention or policy of including people who might otherwise be excluded or underserved. Inclusion requires removing barriers so all can thrive. The ability to better avoid, withstand or recover from difficult conditions of various scales. A sense of place and belonging for all. Full of energy and enthusiasm. Timeline ATTACHMENT 2 Page 7 of ϴϵ KŶDĂƌĐŚϵ͕ϮϬϮϬ͕ƚŚĞĨŝƌƐƚKs/-ϭϵĐĂƐĞŝŶ>ĂƌŝŵĞƌŽƵŶƚǇǁĂƐĂŶŶŽƵŶĐĞĚ͘tŝƚŚŝŶĂǁĞĞŬ͕ĂƐĐĂƐĞƐ ƌŽƐĞƚŚƌŽƵŐŚŽƵƚƚŚĞĐŽƵŶƚƌǇ͕&ŽƌƚŽůůŝŶƐĞǆƉĞƌŝĞŶĐĞĐůŽƐƵƌĞƐŽĨƐĐŚŽŽůƐ͕ďƵƐŝŶĞƐƐĞƐĂŶĚŽƚŚĞƌƉƵďůŝĐ spaces͕ĨŽůůŽǁĞĚďǇĂƐƚĂƚĞǁŝĚĞ^ƚĂǇ-at-Home ŽƌĚĞƌŽŶƉƌŝůϮϳ͕ 2020. The ŝƚǇŽĨ&ŽƌƚŽůůŝŶƐ͕ĂůŽŶŐǁŝƚŚŽƚŚĞƌŵƵŶŝĐŝƉĂůŝƚŝĞƐ͕ƌĞĐĞŝǀĞĚĨĞĚĞƌĂůŽƌŽŶĂǀŝƌƵƐZĞůŝĞĨ&ƵŶĚ;sZ&Ϳ to meet the immediate health ĐƌŝƐŝƐ ĂŶĚ ŽŶŐŽŝŶŐ ƌĞƐƉŽŶƐĞ ŝŶ ƐƵŵŵĞƌ ϮϬϮϬ͘ dŽ ƉƌŽǀŝĚĞstrategic oversight ĂŶĚŐƵŝĚĂŶĐĞĨŽƌƚŚĞŽǀĞƌĂůůƉĂŶĚĞŵŝĐƌĞƐƉŽŶƐĞ͕ĂƐǁĞůůĂƐsZ&ĚĞƉůŽǇŵĞŶƚ͕ĂŶŝŶƚĞƌŶĂů ZĞĐŽǀĞƌǇǆĞĐƵƚŝǀĞdĞĂŵ;ZĞĐŽǀĞƌǇǆĞĐͿǁĂƐĨŽƌŵĞĚ͘ŝƚǇZĞĐŽǀĞƌǇDĂŶĂŐĞƌƉŽƐŝƚŝŽŶǁĂƐĐƌĞĂƚĞĚƚŽ ĨŽĐƵƐŽŶƚŚĞ ƌĞƐƉŽŶƐĞĂŶĚůŽŶŐ-term recovery ǁŝƚŚŝŶƚŚĞŽǀĞƌĂůůŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶ͕ǁŚŝůĞ also ĐŽŽƌĚŝŶĂƚŝŶŐ ĂŶĚĞŶƐƵƌŝŶŐƌĞŐŝŽŶĂůĐŽŽƌĚŝŶĂƚŝŽŶĂŶĚĐŽůůĂďŽƌĂƚŝŽŶ͘ ƐƚŚĞƉĂŶĚĞŵŝĐĐŽŶƚŝŶƵĞĚ͕ZĞĐŽǀĞƌǇǆĞĐ ĂŶĚ ŝƚǇ ŽƵŶĐŝů ĚĞƚĞƌŵŝŶĞĚ ƚŚĞ ŶĞĞĚ ĨŽƌ Ă ůŽŶŐ-term ƌĞĐŽǀĞƌǇ ƉůĂŶ ƚŚĂƚ ĂůŝŐŶƐ ǁŝƚŚ ĂŶĚ ƐƵƉƉŽƌƚs the ĐŽŵŵƵŶŝƚǇ͘ Recovery Plan Development KƚŚĞƌĐŽŵŵƵŶŝƚŝĞƐŚĂǀĞĚĞǀĞůŽƉĞĚŽƌĂƌĞĚĞǀĞůŽƉŝŶŐ ƌĞĐŽǀĞƌǇƉůĂŶƐƉƌŝŵĂƌŝůǇĨŽĐƵƐĞĚŽŶĚŝƐƚƌŝďƵƚŝŶŐ ĨĞĚĞƌĂůĨƵŶĚŝŶŐ͘,ŽǁĞǀĞƌƚŚĞŝƚǇŽĨ&ŽƌƚŽůůŝŶƐŝƐƚĂŬŝŶŐĂĚŝĨĨĞƌĞŶƚĂƉƉƌŽĂĐŚ͕ŽŶĞƚŚĂƚ ĞŶǀŝƐŝŽŶƐ ĂƉůĂŶ ďƵŝůƚǁŝƚŚ ĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͕ŝŶƚĞƌŶĂůŝƚǇĚĞƉĂƌƚŵĞŶƚƐ͕ďƵƐŝŶĞƐƐĞƐĂŶĚƉĂƌƚŶĞƌƐ. This approach helps ĞŶƐƵƌĞŶŽƚŽŶůǇƚƌĂŶƐƉĂƌĞŶĐǇĂŶĚĨŝƐĐĂůƌĞƐƉŽŶƐŝďŝůŝƚǇďƵƚ ĂĐŬŶŽǁůĞĚŐĞƐƉĂƐƚŝŶĞƋƵŝƚŝĞƐĂŶĚůŽŽŬƐĨŽƌǁĂƌĚ ďƵŝůĚ ĂŶ ŝŶĐůƵƐŝǀĞ͕ƌĞƐŝůŝĞŶƚ ĨƵƚƵƌĞĨŽƌ&ŽƌƚŽůůŝŶƐ͘ dŚŝƐƵŶŝƋƵĞĂƉƉƌŽĂĐŚ ĂůůŽǁs the City to ƌĞŵĂŝŶŵŝŶĚĨƵů that ƚŚĞĐŽŵŵƵŶŝƚǇĐĂŶŶŽƚƌĞƚƵƌŶƚŽƚŚĞƉƌĞ-ƉĂŶĚĞŵŝĐƐƚĂƚƵƐƋƵŽ͘ /ŶDĂƌĐŚϮϬϮϭ͕ƚŚĞŵĞƌŝĐĂŶZĞƐĐƵĞWůĂŶĐƚ;ZWͿǁĂƐƉĂƐƐĞĚďǇŽŶŐƌĞƐƐ͕ƐŚŽƌƚůǇĂĨƚĞƌǁŚŝĐŚ the City ǁĂƐ ŶŽƚŝĨŝĞĚŽĨ a $28.1 ŵŝůůŝŽŶZWĂǁĂƌĚ͘ǇŵŝĚ-DĂǇ͕ ƚŚĞĨŝƌƐƚƚƌĂŶĐŚĞŽĨƐƚĂƚĞĂŶĚůŽĐĂůfiscal ƌĞĐŽǀĞƌǇĨƵŶĚƐǁĂƐƌĞĐĞŝǀĞĚ– ΨϭϰŵŝůůŝŽŶ͕ǁŝƚŚƚŚĞƌĞŵĂŝŶĚĞƌƚŽďĞƌĞĐĞŝǀĞĚŝŶϮϬϮϮ͘ WƵďůŝĐĞŶŐĂŐĞŵĞŶƚĂŶĚƉůĂŶĚĞǀĞůŽƉŵĞŶƚďĞŐĂŶŝŶĞĂƌŶĞƐƚŝŶ:ƵŶĞϮϬϮϭ͘dŚĂƚƐĂŵĞŵŽŶƚŚ͕ƐƚĂĨĨƐŽƵŐŚƚ ĚŝƌĞĐƚŝŽŶĨŽƌƚŚĞĚĞǀĞůŽƉŵĞŶƚŽĨa rĞĐŽǀĞƌǇƉůĂŶǁŝƚŚŝƚǇŽƵŶĐŝůĂŶĚĚŝƐĐƵƐƐĞĚthe ŶĞĞĚƚŽƐĞƚĂƐŝĚĞa ƉŽƌƚŝŽŶŽĨ ZWĨƵŶĚƐƚŽďĞƵƐĞĚĨŽƌŝŵŵĞĚŝĂƚĞƉĂŶĚĞŵŝĐƌĞƐƉŽŶƐĞ͘KŶ:ƵůǇϳ͕ϮϬϮϭ͕ŽƵŶĐŝůĂĚŽƉƚĞĚ KƌĚŝŶĂŶĐĞEŽ͘Ϭϳϵ. ϮϬϮϭĂƉƉƌŽƉƌŝĂƚŝŶŐΨϰ͘ϮŵŝůůŝŽŶ ĨŽƌƌĞƐƉŽŶƐĞĞĨĨŽƌƚƐ. x Phase 1: Engagement: &ŽĐƵƐĞĚŽŶƌŽďƵƐƚĐŽŵŵƵŶŝƚǇĞŶŐĂŐĞŵĞŶƚ x Phase 2: Plan Development: ĞŶƚĞƌĞĚŽŶƚŚĞĚƌĂĨƚŝŶŐĂŶĚǁƌŝƚŝŶŐŽĨƚŚĞƉůĂŶ͕ĂůŽŶŐ ǁŝƚŚĂŶĂůǇƐŝƐŽĨĐŽŵŵƵŶŝƚǇĞŶŐĂŐĞŵĞŶƚƉƌŝŽƌŝƚŝĞƐĂŶĚĨĞĞĚďĂĐŬ x WŚĂƐĞϯ͗'ƵƚŚĞĐŬ͗ ƵƌŝŶŐƚŚŝƐƉŚĂƐĞ͕ĂĚĚŝƚŝŽŶĂůĐŽŵŵƵŶŝƚǇĞŶŐĂŐĞŵĞŶƚŽŶƚŚĞĚƌĂĨƚ ƉůĂŶŽĐĐƵƌƌĞĚ͕ĂŶĚƚŚĞƉůĂŶǁĂƐĨŝŶĂůŝǌĞĚĨŽƌŽƵŶĐŝůĂĚŽƉƚŝŽŶ ĨƵůůƚŝŵĞůŝŶĞŽĨZĞĐŽǀĞƌǇWůĂŶĚĞǀĞůŽƉŵĞŶƚĐĂŶďĞĨŽƵŶĚŝŶƉƉĞŶĚŝǆB. ATTACHMENT 2 Page 8 of ϴϵ ATTACHMENT 2 Recovery Planning Structure dŽŚĞůƉŐƵŝĚĞƚŚĞŝƚǇ͛ƐƌĞĐŽǀĞƌǇƉůĂŶŶŝŶŐĞĨĨŽƌƚƐ͕ƐĞǀĞƌĂůƚĞĂŵƐǁĞƌĞĂƐƐĞŵďůĞĚĨƌŽŵƐƚĂĨĨĂĐƌŽƐƐƚŚĞ ŽƌŐĂŶŝǌĂƚŝŽŶ͕ǁŝƚŚĨŝŶĂůĂƵƚŚŽƌŝƚǇĂŶĚŐƵŝĚĂŶĐĞĐŽŵŝŶŐĨƌŽŵŝƚǇŽƵŶĐŝůĂŶĚƚŚĞĐŽŵŵƵŶŝƚǇ͘ Purpose of Recovery Executive Team dŚĞZĞĐŽǀĞƌǇǆĞĐƵƚŝǀĞdĞĂŵ ;ZĞĐŽǀĞƌǇǆĞĐͿ is a cross-ĨƵŶĐƚŝŽŶĂů ŐƌŽƵƉŽĨ ƐĞƌǀŝĐĞĂƌĞĂĚŝƌĞĐƚŽƌƐǁŝƚŚŝŶ the City. The team meets ŵŽŶƚŚůǇƚŽƉƌŽǀŝĚĞƐƚƌĂƚĞŐŝĐ ĨŽĐƵƐ͕ĂĐŽůůĞĐƚŝǀĞ ŽƌŐĂŶŝǌĂƚŝŽŶ- ĂŶĚĐŽŵŵƵŶŝƚǇ- ǁŝĚĞĂƉƉƌŽĂĐŚ͕ƚƌĂŶƐƉĂƌĞŶĐǇĂŶĚůĞĂĚĞƌƐŚŝƉƚŽ ƚŚĞŽǀĞƌĂůůƌĞƐƉŽŶƐĞĂŶĚƌĞĐŽǀĞƌǇ ĞĨĨŽƌƚƐ͕ŝŶĐůƵĚŝŶŐƚŚĞ ĚĞƉůŽǇŵĞŶƚŽĨĨĞĚĞƌĂůĞŵĞƌŐĞŶĐǇĨƵŶĚƐ. ZĞĐŽǀĞƌǇǆĞĐŝĚĞŶƚŝĨies ĐŚĂůůĞŶŐĞƐͬƌŽĂĚďůŽĐŬƐ ĂŶĚĂĚǀŝƐĞƚŚĞ ŝƚǇZĞĐŽǀĞƌǇDĂŶĂŐĞƌĂŶĚZĞĐŽǀĞƌǇŽƌĞdĞĂŵŽŶƐŽůƵƚŝŽŶƐ͕ŽƉƉŽƌƚƵŶŝƚŝĞƐĂŶĚ ĞĨĨŝĐŝĞŶĐŝĞƐ͘ Purpose of Recovery Core Team The Recovery Core Team ŝƐĂŶŝŶƚĞƌĚĞƉĂƌƚŵĞŶƚĂů͕ĐƌŽƐƐ-ĨƵŶĐƚŝŽŶĂů ŐƌŽƵƉƚŚĂƚ ŵĞĞƚƐŵŽŶƚŚůǇƚŽƚĂĐŬůĞ key ĐŚĂůůĞŶŐĞƐ ĨĂĐŝŶŐ recovery͕ ƐƵĐŚ ĂƐ ŝĚĞŶƚŝĨǇŝŶŐ ĂŶĚ ĂĚĚƌĞƐƐŝŶŐ ŽƉƉŽƌƚƵŶŝƚŝĞƐ ĂŶĚ ƚŚƌĞĂƚƐ ƚŽ ƚŚĞ ƌĞĐŽǀĞƌǇƉůĂŶĚĞǀĞůŽƉŵĞŶƚ ĂŶĚ ĞŶƐƵƌŝŶŐƚŚĞĞĨĨĞĐƚŝǀĞŶĞƐƐŽĨůŽŶŐ-ƚĞƌŵƌĞƐŝůŝĞŶĐĞ ƉůĂŶŶŝŶŐ. dŚŝƐŐƌŽƵƉŝŶĐůƵĚĞƐƚŚĞ ŚŝĞĨ&ŝŶĂŶĐŝĂůKĨĨŝĐĞƌ͕ ŝƚǇZĞĐŽǀĞƌǇDĂŶĂŐĞƌ͕ZĞĐŽǀĞƌǇWŽůŝĐǇΘŶŐĂŐĞŵĞŶƚ ^ƉĞĐŝĂůŝƐƚ͕ /ŶƚĞƌŝŵĞƉƵƚǇŝƌĞĐƚŽƌŽĨ&ŽƌƚŽůůŝŶƐhƚŝůŝƚŝĞƐĂŶĚ ^ƚƌĂƚĞŐŝĐtŽƌŬŝŶŐ'ƌŽƵƉ leads. Recovery ĐĂŶŶŽƚŚĂƉƉĞŶŝŶŝƐŽůĂƚŝŽŶĂŶĚaffects ŵŽƌĞƚŚĂŶŽŶĞƉƌŽũĞĐƚ͕ŽŶe ĚĞƉĂƌƚŵĞŶƚ͕ŽŶĞƐĞĐƚŽƌ͕ŽƌŽŶĞ ŵƵŶŝĐŝƉĂůŝƚǇ͘ /ƚ ĞŶcompasses ĞǀĞƌǇŽŶĞ ĂŶĚ ƌĞƋƵŝƌĞƐ ǁŽƌŬŝŶŐ ƚŽŐĞƚŚĞƌ ƚŽ ƐĞƌǀĞ ƚŚĞ ŶĞĞĚƐ ŽĨ ƚŚĞ Page 9 of ϴϵ ATTACHMENT 2 ĐŽŵŵƵŶŝƚǇ͘ dŚĞZĞĐŽǀĞƌǇŽƌĞdĞĂŵǁŽƌŬƐ ƚŽĚĞůŝǀĞƌŽŶƚŚĞWůĂŶ͛Ɛ ǀŝƐŝŽŶ͕ǁŚŝůĞ also ĂĚĚƌĞƐƐŝŶŐƚŚĞ everyday ĐŚĂůůĞŶŐĞƐ ŽĨƚŚĞƉĂŶĚĞŵŝĐ͘ Strategic Working Groups The three straƚĞŐŝĐƚĞĂŵƐǁĞƌĞĨŽĐƵƐĞĚŽŶƚŚƌĞĞďƌŽĂĚĂƌĞĂƐƌĞůĂƚĞĚƚŽ recovery͗ ƋƵŝƚǇΘŽŵŵƵŶŝƚǇ͕ ĐŽŶŽŵŝĐ͕ ĂŶĚ,ĞĂůƚŚΘŶǀŝƌŽŶŵĞŶƚĂůZĞƐŝůŝĞŶĐĞ͘dŚĞǁŽƌŬŽĨƚŚĞƐĞƚŚƌĞĞƚĞĂŵƐĨŽĐƵƐĞĚŽŶĂďƌŽĂĚ ƐƉĞĐƚƌƵŵŽĨŝŵƉĂĐƚƐƚŽ&ŽƌƚŽůůŝŶƐƚŚĂƚƌĞƐƵůƚĞĚĨƌŽŵƚŚĞŽŶŐŽŝŶŐĞĨĨĞĐƚƐŽĨƚŚĞƉĂŶĚĞŵŝĐ͘dĂŬŝŶŐŝŶƚŽ ĐŽŶƐŝĚĞƌĂƚŝŽŶƚŚĞĨĞĞĚďĂĐŬƌĞĐĞŝǀĞĚĨƌŽŵƚŚĞĐŽŵŵƵŶŝƚǇƚŚƌŽƵŐŚŽƵƚƚŚĞĞŶŐĂŐĞŵĞŶƚƉƌŽĐĞƐƐ͕ĂƐǁĞůůĂƐ ƚŚĞŝƌŬŶŽǁůĞĚŐĞĂŶĚĞǆƉĞƌŝĞŶĐĞŐůĞĂŶĞĚĨƌŽŵƐĞƌǀŝĐĞƚŽƚŚĞĐŽŵŵƵŶŝƚǇ͕ƚŚĞƐĞƚĞĂŵƐŚĞůƉĞĚĐƌĂĨƚĂ ƵŶŝƋƵĞĂŶĚĐŽŵƉƌĞŚĞŶƐŝǀĞƐĞƚŽĨŽƵƚĐŽŵĞƐƚŽĂŝĚŝŶ a holistic ĂƉƉƌŽĂĐŚƚŽƚŚĞWůĂŶ. hůƚŝŵĂƚĞůǇ͕ǁŝƚŚŝŶ ƚŚĞƉůĂŶ͕,ĞĂůƚŚĂŶĚŶǀŝƌŽŶŵĞŶƚĂůZĞƐŝůŝĞŶĐĞǁĞƌĞƐƉůŝƚŝŶƚŽƚǁŽĚŝĨĨĞƌĞŶƚƚŚĞŵĞƐďĂƐĞĚŽŶĐŽŵŵƵŶŝƚǇ ĂŶĚƐƚĂŬĞŚŽůĚĞƌĨĞĞĚďĂĐŬ͘ dŚĞƚŚƌĞĞƐƵƉƉŽƌƚƚĞĂŵƐĨŽĐƵƐĞĚŽŶĐŽŵŵƵŶŝƚǇĞŶŐĂŐĞŵĞŶƚ͕ĚĂƚĂΘŵĞƚƌŝĐƐ͕ĂŶĚƉƌŽĐĞƐƐŝŵƉƌŽǀĞŵĞŶƚ͘ The CommƵŶŝƚǇŶŐĂŐĞŵĞŶƚdĞĂŵƐƉĞĂƌŚĞĂĚĞĚƚŚĞĐƌĞĂƚŝŽŶĂŶĚŝŵƉůĞŵĞŶƚĂƚŝŽŶŽĨƉƵďůŝĐĞŶŐĂŐĞŵĞŶƚ ƚŽŐƵŝĚĞƚŚĞƉůĂŶŶŝŶŐƉƌŽĐĞƐƐ͘dŚĞĂƚĂĂŶĚDĞƚƌŝĐƐdĞĂŵƐƵƉƉŽƌƚĞĚƚŚĞŝĚĞŶƚŝĨŝĐĂƚŝŽŶĂŶĚĂŶĂůǇƐŝƐŽĨ ƌĞůĞǀĂŶƚŵĞƚƌŝĐƐƚŽŚĞůƉŵĞĂƐƵƌĞƌĞĐŽǀĞƌǇƉƌŽŐƌĞƐƐ͕ĂŶĚƚŚĞWƌŽĐĞƐƐ /ŵƉƌŽǀĞŵĞŶƚdĞĂŵĐŽŶƚŝŶƵŽƵƐůǇ ǁŽƌŬed ƚŽĞǀĂůƵĂƚĞĂŶĚŝŵƉƌŽǀĞƚŚĞ short-term ZWĨƵŶĚŝŶŐƉƌŽĐĞƐƐ ĂŶĚƉůĂŶĨŽƌĂůůŽĐĂƚŝŽŶŽĨĨƵƚƵƌĞ ZWĨƵŶĚƐ. IIMPACT OF THE PANDEMIC ON FORT COLLINS “It’s almost hard to remember life as we knew it, pre-covid. For many, this time has brought increased stress and pressure. Others, it has been a time of refreshing and a positive resetting of priorities. We’re being forced to rethink how we do things, and this presents both challenges and opportunities that come with change. As an organization, we are navigating this same dynamic, and at times I am almost overwhelmed with gratitude for those of you who are on this journey and doing the tremendous work of serving our community.” -<ĞůůǇŝDĂƌƚŝŶŽ͕/ŶƚĞƌŝŵŝƚǇDĂŶĂŐĞƌ Page 10 of ϴϵ ATTACHMENT 2 ƐKs/-ϭϵĐĂƐĞƐǁŽƌůĚǁŝĚĞĐŽŶƚŝŶƵĞƚŽŝŶĐƌĞĂƐĞďǇƚŚĞĚĂǇ͕ƐŽĚŽĞƐƚŚĞĞǀĞƌ-ŐƌŽǁŝŶŐŝŵƉĂĐƚŽŶ ƐŽĐŝĞƚǇ͘tŚŝůĞƚŚĞŐůŽďĂůƉŽƉƵůĂƚŝŽŶŚĂƐĞǆƉĞƌŝĞŶĐĞĚĞǆƚƌĞŵĞĐŚĂŶŐĞƐŝŶĚĂǇ-to-ĚĂǇůŝĨĞ͕ƌĞƐĞĂƌĐŚĞƌƐŚĂǀĞ ǁŽƌŬĞĚƚŝƌĞůĞƐƐůǇƚŽĚĞǀĞůŽƉǀĂĐĐŝŶĞƐĂŶĚƚƌĞĂƚŵĞŶƚƐƚŽŚĂůƚƚŚĞĚŝƐĞĂƐĞĂŶĚďƌŝŶŐƚŚĞǁŽƌůĚŽƵƚŽĨ ůŽĐŬĚŽǁŶ͘&ƌŽŵƐŚŝĨƚŝŶŐƚŽƌĞŵŽƚĞǁŽƌŬĂŶĚŚŽŵĞ-ƐĐŚŽŽůŝŶŐĐŚŝůĚƌĞŶ͕ƚŽƌĞƐƚƌŝĐƚŝŶŐƚƌĂǀĞůĂŶĚůĞŝƐƵƌĞ ĂĐƚŝǀŝƚŝĞƐ͕ƚŽĚŝƐƌƵƉƚŝŶŐƐƵƉƉůǇĐŚĂŝŶƐ͕ƚŚĞKs/-ϭϵƉĂŶĚĞŵŝĐŚĂƐŚĂĚĂŶƵŶƉƌĞĐĞĚĞŶƚĞĚŝŵƉĂĐƚŽŶ ǀŝƌƚƵĂůůǇ every facet of life. dŚĞ ƉĂŶĚĞŵŝĐ ŚĂƐ ĂŵƉůŝĨŝĞĚ ĞǆŝƐƚŝŶŐsystemic ŝŶĞƋƵĂůŝƚŝĞƐ ŝŶ ŝŶĐŽŵĞ ĂŶĚ ƉŽǀĞƌƚǇ͕ ƐŽĐŝŽĞĐŽŶŽŵŝĐ ŝŶĞƋƵĂůŝƚŝĞƐ ŝŶ ĞĚƵĐĂƚŝŽŶ͕skills ĂŶĚ ǁĂŐĞƐ͕ ĂƐ ǁĞůů ĂƐ ŝŶƚĞƌŐĞŶĞƌĂƚŝŽŶĂů ŝŶĞƋƵĂůŝƚŝĞƐ͖ ǁŝƚŚ ƉĂƌƚŝĐƵůĂƌ ŝŵƉĂĐƚƐŽŶĐŚŝůĚƌĞŶ͕ ƐĞŶŝŽƌƐ͕ĨĂŵŝůŝĞƐǁŝƚŚĐŚŝůĚƌĞŶ͕ ǇŽƵŶŐ ĂĚƵůƚƐ͕ĂŶĚƐŵĂůůďƵƐŝŶĞƐƐĞƐ. tŝƚŚŝŶƚŚĞƐĞ ƐĞŐŵĞŶƚƐŽĨƚŚĞƉŽƉƵůĂƚŝŽŶ͕ŝŶĞƋƵŝƚŝĞƐƌĞůĂƚĞĚƚŽŐĞŶĚĞƌ͕ƌĂĐĞĂŶĚĞƚŚŶŝĐŝƚǇĂŶĚƐŽĐŝĂůĚĞƉƌŝǀĂƚŝŽŶŚĂǀĞ ďĞĞŶďŽƚŚĞǆƉŽƐĞĚĂŶĚĞǆĂĐĞƌďĂƚĞĚ͘ƚƚŚĞƐĂŵĞƚŝŵĞ͕ impacts related to develoƉŵĞŶƚ͕ƌĞůĂƚŝŽŶƐŚŝƉƐ ĂŶĚŵĞŶƚĂůŚĞĂůƚŚŚĂǀĞďĞĞŶĐŽŵƉŽƵŶĚĞĚ͕ǁŚŝĐŚĂƌĞĂůůǀĂƌŝĂďůǇĂĨĨĞĐƚĞĚĂŶĚŝŶƚĞƌůŝŶŬĞĚ͘ >ŝŬĞ ƐǇƐƚĞŵŝĐ ŝŶĞƋƵĂůŝƚŝĞƐ͕ŚĞĂůƚŚ ŽƵƚĐŽŵĞƐ ĨŽƌ Ks/-ϭϵ ŚĂǀĞ ĨŽůůŽǁĞĚ ƉĂƚƚĞƌŶƐ ŽĨ ĞǆŝƐƚŝŶŐ ŚĞĂůƚŚ disparities. dŚĞƌĞĂƌĞŽŶŐŽŝŶŐŚĞĂůƚŚŝŵƉĂĐƚƐĨƌŽŵ͚ůŽŶŐ-Ks/͛ĂƐǁĞůůĂƐĨƌŽŵĚĞůĂǇƐŝŶĐĂƌĞƐĞĞŬŝŶŐĂŶĚ ƌĞƉƌŝŽƌŝƚŝǌĂƚŝŽŶŽĨ medical ƌĞƐŽƵƌĐĞƐ͘ĞĨŝĐŝĞŶĐŝĞƐŝŶŝŶĨĞĐƚŝŽŶƉƌĞǀĞŶƚŝŽŶĂŶĚĐŽŶƚƌŽůŵĞĂƐƵƌĞƐ͕ĂŶĚ ŝŶĞƋƵĂůŝƚŝĞƐŝŶƚŚĞƐƚƌƵĐƚƵƌĞĂŶĚĨƵŶĚŝŶŐŽĨƐŽĐŝĂůĐĂƌĞƉƌŽǀŝƐŝŽŶs ŚĂǀĞĂůƐŽďĞĞŶůĂŝĚďare. DĂŶǇŽĨƚŚĞƐĞ ŝŵƉĂĐƚƐŚĂǀĞĂĐŽŵƉŽƵŶĚŝŶŐĞĨĨĞĐƚĂƚďŽƚŚƚŚĞŝŶĚŝǀŝĚƵĂůĂŶĚĐŽŵŵƵŶŝƚǇůĞǀĞůƐ͘ŚŝůĚĐĂƌĞŝƐƐƵĞƐŚĂǀĞ led to ŶĞŐĂƚŝǀĞ ĞĐŽŶŽŵŝĐ impacts͕ ǁŝƚŚĐĞƌƚĂŝŶĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐĨĞĞůŝŶŐůŝŬĞƚŚĞǇĂƌĞĐŚŽŽƐŝŶŐ ďĞƚǁĞĞŶƚŚĞŚĞĂůƚŚŽĨƚŚĞŵƐĞůǀĞƐĂŶĚƚŚĞŝƌĨĂŵŝůǇĂŶĚƚŚĞŝƌĂďŝůŝƚǇƚŽǁŽƌŬ͘ ŽŵŵƵŶŝƚǇDĞŵďĞƌ^ƚŽƌǇ͗ “I was launching a new business prior to the pandemic and bootstrapping it with my own savings (which has now run out). I am a single mother with two school age children, so I could not work on my business until the past few months. Pre-revenue small businesses did not qualify for ANY COVID financial help from the government or from other groups. I feel invisible. As of three months ago, I am receiving SNAP and Colorado Works, however it is not enough. I am still exhausted/burnt out from being a single parent of school age children during the pandemic. Taking another job while trying to get my own business back online is way too much for me to handle right now. My business is purpose driven, and it is not something I can walk away from.” DĞŶƚĂůŚĞĂůƚŚŚĂƐ also ďĞĞŶƉƌŽĨŽƵŶĚůǇŝŵƉĂĐƚĞĚ͘/ƐŽůĂƚŝŽŶ͕ĚŝƐƌƵƉƚŝŽŶƚŽĨĞĞůŝŶŐƐŽĨƐĂĨĞƚǇĂŶĚƐĞĐƵƌŝƚǇ͕ ĂŶĚƚŚĞĚĂŝůǇƉƌĞƐƐƵƌĞƐŽĨŵĂŶĂŐŝŶŐǁŽƌŬ- or school-load ĂŶĚǁĞůů-ďĞŝŶŐŚĂǀĞĂůůƚĂŬĞŶƚŚĞŝƌƚŽůl ŽŶƚŚĞ ĐŽŵŵƵŶŝƚǇ͕especially ŽŶ ĨŝƌƐƚ ƌĞƐƉŽŶĚĞƌƐ͕ ŚĞĂůƚŚĐĂƌĞ- ĂŶĚ ĨƌŽŶƚ-ůŝŶĞ ǁŽƌŬĞƌƐ͕ ĞĚƵĐĂƚŽƌƐ ĂŶĚ ǇŽƵƚŚ. WƵďůŝĐĞŶŐĂŐĞŵĞŶƚĞĨĨŽƌƚƐĚƵƌŝŶŐƉůĂŶĚĞǀĞůŽƉŵĞŶƚďƌŽƵŐŚƚĨŽƌǁĂƌĚŚƵŶĚƌĞĚƐŽĨĞǆĂŵƉůĞƐŽĨ ŚŽǁ ŵĞŶƚĂů ǁĞůů-ďĞŝŶŐ ŚĂƐ ďĞĞŶ ŶĞŐĂƚŝǀĞůǇ ŝŵƉĂĐƚĞĚ ĚƵĞ ƚŽ ƚŚĞ ƉĂŶĚĞŵŝĐ͘ dŚĞ ĐŽŵŵƵŶŝƚǇ ŝƐ Ɛƚŝůů ƐƚƌƵŐŐůŝŶŐǁŝƚŚďŽƚŚƚŚĞŝŵƉĂĐƚƐŽĨƚŚĞƉĂƐƚƚǁŽǇĞĂƌƐĂƐǁĞůůĂƐĨƵƚƵƌĞƵŶŬŶŽǁŶƐ͗ “I just need to see that we’re starting to make progress towards returning back to normal. Even when things do loosen up there’s always this looming threat that the rug is going to be ripped out from under me again.” /ŵƉĂĐƚƐƚŽƵƐŝŶĞƐƐĞƐ “My business received help from the PPP and other loans/ grants. Some other small businesses that did not apply now wish they had. At the time they had lost staff and had no one to help them navigate the processes. I am concerned that some will not survive. They need grants and real help to understand them and to apply for them.” Page 11 of ϴϵ ATTACHMENT 2 sŝƌƚƵĂůůǇĂůůďƵƐŝŶĞƐƐĞƐŝŶƚŚĞŝƚǇŚĂǀĞďĞĞŶŝŵƉĂĐƚĞĚďǇƚŚĞƉĂŶĚĞŵŝĐŝŶƐŽŵĞǁĂǇ͘dŚĞƚǇƉĞĂŶĚĚĞŐƌĞĞ ŽĨŝŵƉĂĐƚŚĂƐǀĂƌŝĞĚďǇďƵƐŝŶĞƐƐƐŝǌĞ͕ŝŶĚƵƐƚƌǇ͕ĂŶĚŽƚŚĞƌĐŚĂƌĂĐƚĞƌŝƐƚŝĐƐ͘ƵƐŝŶĞƐƐĞƐŝŶƚŚĞhospitality ŝŶĚƵƐƚƌǇ͕ƉĞƌƐŽŶĂůƐĞƌǀŝĐĞƐ͕ĂƌƚƐ ĂŶĚĞŶƚĞƌƚĂŝŶŵĞŶƚ͕ ƌĞĐƌĞĂƚŝŽŶ͕ƌĞƚĂŝů͕ŵĂŶƵĨĂĐƚƵƌŝŶŐ͕ĂŶĚŚĞĂůƚŚĐĂƌĞ iŶĚƵƐƚƌŝĞƐ ŚĂǀĞďĞĞŶƐŝŐŶŝĨŝĐĂŶƚůǇŝŵƉĂĐƚĞĚƐŝŶĐĞƚŚĞŝŶŝƚŝĂůůŽĐŬĚŽǁŶƐŝŶDĂƌĐŚϮϬϮϬ͘This is especially ƚƌƵĞĨŽƌďƵƐŝŶĞƐƐĞƐŽǁŶĞĚďǇǁŽŵĞŶ͕ůĂĐŬ͕/ŶĚŝŐĞŶŽƵƐĂŶĚWĞŽƉůĞŽĨŽůŽƌ;/WKͿĂŶĚͬŽƌ>'dY/н ĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͘ ^ƵƌǀĞǇƐŽĨůŽĐĂůďƵƐŝŶĞƐƐĞƐŝŶĚŝĐĂƚĞĚƚŚĂƚĂŵĂũŽƌŝƚǇŽĨƚŚĞŵŵĂĚĞĐŚĂŶŐĞƐƚŽŽƉĞƌĂƚŝŽŶƐĚƵƌŝŶŐƚŚĞ ƉĂŶĚĞŵŝĐ͘ŚĂŶŐĞƐŝŶĐůƵĚĞĚ͗ x ŝŶƚƌŽĚƵĐŝŶŐŶĞǁŚĞĂůƚŚĂŶĚƐĂĨĞƚǇŵĞĂƐƵƌĞƐ x ĐůŽƐŝŶŐĨĂĐŝůŝƚŝĞƐƚŽƚŚĞƉƵďůŝĐ x ĚŝƐĐŽŶƚŝŶƵŝŶŐŽŶƐŝƚĞƐĂůĞƐŽƌƐĞƌǀŝĐĞƐ x ŝŶĐƌĞĂƐŝŶŐƚŚĞŶƵŵďĞƌŽĨĞŵƉůŽǇĞĞƐǁŽƌŬŝŶŐĨƌŽŵŚŽŵĞ x ĐĂŶĐĞůŝŶŐŽƌƉŽƐƚƉŽŶŝŶŐůĂƌŐĞŵĞĞƚŝŶŐƐŽƌĞǀĞŶƚƐ x ƉŽƐƚƉŽŶŝŶŐƉůĂŶƐƚŽƵƉŐƌĂĚĞĨĂĐŝůŝƚŝĞƐŽƌĞƋƵŝƉŵĞŶƚ x ĐĂŶĐĞůŝŶŐĐŽŶƚƌĂĐƚƐǁŝƚŚǀĞŶĚŽƌƐŽƌƐĞƌǀŝĐĞƉƌŽǀŝĚĞƌƐ ĨƚĞƌŶĞĂƌůǇƚǁŽǇĞĂƌƐŽĨŽƉĞƌĂƚŝŶŐŝŶĂƉĂŶĚĞŵŝĐ͕ďƵƐŝŶĞƐƐĞƐĐŽŶƚŝŶƵĞŶĂǀŝŐĂƚŝŶŐ ĂĐŽŵƉůĞǆŵŝŶĞĨŝĞůĚŽĨ ƐƵƉƉůǇ ĐŚĂŝŶ ĚĞůĂǇƐͬƐŚŽƌƚĂŐĞƐ͕ ŝŶĨůĂƚŝŽŶ͕ ƉƵďůŝĐ ŚĞĂůƚŚ ŽƌĚĞƌƐ͕ŶĞǁǀĂƌŝĂŶƚƐ of Ks/-19͕ ĂŶĚ ǁŽƌŬĞƌͬƚĂůĞŶƚĐŚĂŶŐĞƐĂŶĚ shortages. /ŵƉĂĐƚƐƚŽZĞƐŝĚĞŶƚƐ “There needs to be expanded access to mental health services…Providers are overwhelmed and spaces are limited, especially for those who offer services outside of traditional work hours. There has to be some relief…None of us are doing okay.” dŚĞKs/-ϭϵƉĂŶĚĞŵŝĐĂŶĚƚŚĞƌĞƐƵůƚŝŶŐĞĐŽŶŽŵŝĐƌĞĐĞƐƐŝŽŶŚĂǀĞŶĞŐĂƚŝǀĞůǇĂĨĨĞĐƚĞĚŵĂŶǇ ƌĞƐŝĚĞŶƚƐ͛ ŵĞŶƚĂůŚĞĂůƚŚĂŶĚĐƌĞĂƚĞĚŶĞǁďĂƌƌŝĞƌƐĨŽƌƉĞŽƉůĞĂůƌĞĂĚǇƐƵĨĨĞƌŝŶŐĨƌŽŵŵĞŶƚĂůŝůůŶĞƐƐĂŶĚƐƵďƐƚĂŶĐĞ ƵƐĞĚŝƐŽƌĚĞƌƐ͘ dŚƌŽƵŐŚŽƵƚƚŚĞƉĂŶĚĞŵŝĐ͕ŵĂŶǇĂĚƵůƚƐůŽĐĂůůǇĂŶĚŶĂƚŝŽŶĂůůǇŚĂǀĞƌĞƉŽƌƚĞĚƐǇŵƉƚŽŵƐŽĨĂŶǆŝĞƚǇŽƌ ĚĞƉƌĞƐƐŝŽŶ͘^ƉĞĐŝĨŝĐŶĞŐĂƚŝǀĞŝŵƉĂĐƚƐƚŽǁĞůů-ďĞŝŶŐŵĞŶƚŝŽŶĞĚŝŶĐůƵĚĞĚŝĨĨŝĐƵůƚǇƐůĞĞƉŝŶŐ͕ĚŝĨĨŝĐƵůƚǇĞĂƚŝŶŐ͕ ŝŶĐƌĞĂƐĞƐ ŝŶ ƐƵďƐƚĂŶĐĞ ƵƐĞ͕ ĂŶĚ ǁŽƌƐĞŶŝŶŐ ĐŚƌŽŶŝĐ ĐŽŶĚŝƚŝŽŶƐ ĚƵĞ ƚŽ ǁŽƌƌǇ ĂŶĚ ƐƚƌĞƐƐ ŽǀĞƌ ƚŚĞ ĐŽƌŽŶĂǀŝƌƵƐ͘ ƐƚŚĞƉĂŶĚĞŵŝĐǁĞĂƌƐŽŶ͕ƐŽƚŽĚŽŶĞŐĂƚŝǀĞŵĞŶƚĂůŚĞĂůƚŚĐŽŶƐĞƋƵĞŶĐĞƐ͘ zŽƵŶŐ ĂĚƵůƚƐ͕ ƉĞŽƉůĞ ĞǆƉĞƌŝĞŶĐŝŶŐũŽďůŽƐƐ͕ƉĂƌĞŶƚƐ͕ĐŚŝůĚƌĞŶ͕/WKĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͕ĂŶĚĞƐƐĞŶƚŝĂůǁŽƌŬĞƌƐŚĂǀĞďĞĞŶ ƉĂƌƚŝĐƵůĂƌůǇĂƚƌŝƐŬĨŽƌŶĞŐĂƚŝǀĞŵĞŶƚĂůŚĞĂůƚŚĐŽŶƐĞƋƵĞŶĐĞƐĚƵƌŝŶŐƚŚĞƉĂŶĚĞŵŝĐ͕ĂŶĚƚŚĞƐĞŝŵƉĂĐƚƐŵĂǇ ŶŽƚŐŽĂǁĂǇǁŚĞŶƚŚĞƉĂŶĚĞŵŝĐĞŶĚƐ͘0F 1 ůƚŚŽƵŐŚ ŵĞŶƚĂů ŚĞĂůƚŚ ŝŵƉĂĐƚƐ ĨƌŽŵ ƚŚĞ ƉĂŶĚĞŵŝĐ ŚĂǀĞ ŚĞůƉĞĚ ĚĞƐƚŝŐŵĂƚŝǌĞ ĐŽŶǀĞƌƐĂƚŝŽŶƐ ĂďŽƵƚ ŵĞŶƚĂůǁĞůů-ďĞŝŶŐĂŶĚƚŚĞǀĂůƵĞŽĨŐĞƚƚŝŶŐƐƵƉƉŽƌƚǁŚĞŶŶĞĞĚĞĚ͕ďƵƚŝƚĂůƐŽŵĞĂŶƐƚŚĂƚƚŚĞŶĞĞĚĨŽƌ 1 /ƚŝƐŝŵƉŽƌƚĂŶƚƚŽĂĐŬŶŽǁůĞĚŐĞƚŚĂƚŵĂŶǇŽĨƚŚĞƐĞŝĚĞŶƚŝƚŝĞƐĚŽŶŽƚŽĐĐƵƌŝŶŝƐŽůĂƚŝŽŶĂŶĚƚŚĂƚƚŚĞƌĞŝƐŽĨƚĞŶ ŝŶƚĞƌƐĞĐƚŝŽŶĂůŝƚǇďĞƚǁĞĞŶƚŚĞŵ͘ Page 12 of ϴϵ ATTACHMENT 2 ƋƵĂůŝƚǇŵĞŶƚĂůŚĞĂůƚŚƐĞƌǀŝĐĞƐŝƐŐƌĞĂƚĞƌƚŚĂŶĞǀĞƌďĞĨŽƌĞ͘dŚŝƐŝŶĐƌĞĂƐĞĚŶĞĞĚŚĂƐŝŶƚƵƌŶŚŝŐŚůŝŐŚƚĞĚŶĞǁ ĂŶĚĞǆŝƐƚŝŶŐďĂƌƌŝĞƌƐƚŽĂĐĐĞƐƐŝŶŐƐĞƌǀŝĐĞƐ͘ /ŵƉĂĐƚƐƚŽsƵůŶĞƌĂďůĞWŽƉƵůĂƚŝŽŶƐ “[Fort Collins] is a great place to live for individuals who are middle class to upper class, but things are getting more and more expensive and a lot of minority groups are getting left behind/cannot afford to be here.” ǀĞŶďĞĨŽƌĞƚŚĞƉĂŶĚĞŵŝĐ͕ƐǇƐƚĞŵŝĐĂŶĚƐŽĐŝĞƚĂůĚŝƐƉĂƌŝƚŝĞƐĞǆŝƐƚĞĚĨŽƌŵĂŶǇŚŝƐƚŽƌŝĐĂůůǇƵŶĚĞƌƐĞƌǀĞĚ͕ ƵŶĚĞƌƌĞƉƌĞƐĞŶƚĞĚ ĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐŝŶ&ŽƌƚŽůůŝŶƐ͘Ks/-19 is a “criƐŝƐŽŶƚŽƉŽĨĂĐƌŝƐŝƐ͟ƚŚĂƚ ĐŽŵƉŽƵŶĚƐƚŚĞĞǆƉĞƌŝĞŶĐĞŽĨƌĂĐŝƐŵ͕ĚŝƐĐƌŝŵŝŶĂƚŝŽŶ͕ƐƚŝŐŵĂ͕ĂŶĚŝŵƉůŝĐŝƚďŝĂƐ͘ DĂŶǇǁŚŽǁĞƌĞĂƚŽƌĂďŽǀĞƚŚĞƉŽǀĞƌƚǇůĞǀĞůƉƌĞ-ƉĂŶĚĞŵŝĐĂƌĞŶŽǁĨŝŶĚŝŶŐƚŚĞŵƐĞůǀĞƐƵŶĂďůĞƚŽĂĨĨŽƌĚ ĨŽŽĚ͕ŚĞĂůƚŚĐĂƌĞ͕ŚŽƵƐŝŶŐ͕ƚƌĂŶƐƉŽƌƚĂƚŝŽŶĂŶĚŽƚŚĞƌĞƐƐĞŶƚŝĂůŶĞĞĚƐďĞĐĂƵƐĞŽĨŶĞǁĐŝƌĐƵŵƐƚĂŶĐĞƐĚƌŝǀĞŶ ďǇƚŚĞƉĂŶĚĞŵŝĐ͘&ŽƌĞǆĂŵƉůĞ͕ŵĂŶǇǁŽƌŬĞƌƐŝŶůŽǁĞƌ-ŝŶĐŽŵĞƉŽƐŝƚŝŽŶƐĚŽŶŽƚŚĂǀĞƚŚĞĨůĞǆŝďŝůŝƚǇŽĨ ǁŽƌŬŝŶŐĨƌŽŵŚŽŵĞ͕ďƵƚŝŶƐƚĞĂĚǁŽƌŬŽŶƚŚĞĨƌŽŶƚůŝŶĞƐ͕ŝŶĐƌĞĂƐŝŶŐƚŚĞƌŝƐŬŽĨKs/-ϭϵĞǆƉŽƐƵƌĞ ĂŶĚ ŝŶĨĞĐƚŝŽŶĨŽƌƚŚĞŵƐĞůǀĞƐĂŶĚƚŚĞŝƌĨĂŵŝůŝĞƐ͘ůƌĞĂĚǇǀƵůŶĞƌĂďůĞƌĞƐŝĚĞŶƚƐŚĂǀĞďĞĞŶƉƵƐŚĞĚŝŶƚŽĞǀĞŶ ŵŽƌĞǀƵůŶĞƌĂďůĞƐƚĂƚĞƐ͘ WƵďůŝĐ ĞŶŐĂŐĞŵĞŶƚ ĐŽŶĚƵĐƚĞĚ ĚƵƌŝŶŐ ƉůĂŶ ĚĞǀĞůŽƉŵĞŶƚ ǇŝĞůĚĞĚ ĚŽǌĞŶƐ ŽĨ ƐƚŽƌŝĞƐ ĨƌŽŵ ǀƵůŶĞƌĂďůĞ ĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐĂďŽƵƚŚŽǁƚŚĞƉĂŶĚĞŵŝĐĞǆĂĐĞƌďĂƚĞĚƚŚĞŝƌĂůƌĞĂĚǇĚŝĨĨŝĐƵůƚĞǆƉĞƌŝĞŶĐĞƐ͘tŚĞŶ ůŽŽŬŝŶŐƐƉĞĐŝĨŝĐĂůůǇĂƚƚŽƉƉƌŝŽƌŝƚŝĞƐĨŽƌƌĞĐŽǀĞƌǇ͕>ĂƚŝŶǆͬ,ŝƐƉĂŶŝĐ ĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐƌĂŶŬĞĚĞƐƐĞŶƚŝĂů ŶĞĞĚƐ͕ƐƵĐŚĂƐĨŽŽĚĂĐĐĞƐƐĂŶĚŚŽƵƐŝŶŐŚŝŐŚĞƌƚŚĂŶƚŚĞĐŽŵŵƵŶŝƚǇĂƐĂǁŚŽůĞ͘dŚŝƐĚĂƚĂƌĞĨůĞĐƚƐůŽĐĂůĂŶĚ ŶĂƚŝŽŶĂůƌĞƐĞĂƌĐŚƚŚĂƚĐůĞĂƌůǇƐŚŽǁƐƚŚĞĚĞƐƉĞƌĂƚĞŝŵƉĂĐƚƐƚŚĞƉĂŶĚĞŵŝĐŚĂƐŚĂĚŽŶĐĞƌƚĂŝŶŐƌŽƵƉƐ͘EŽƚ ŽŶůǇŚĂƐŚŝƐƚŽƌŝĐĂůůǇƵŶĚĞƌƐĞƌǀĞĚ ĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐďĞĞŶ ŵŽƌĞůŝŬĞůǇƚŽĞǆƉĞƌŝĞŶĐĞŶĞŐĂƚŝǀĞƐŽĐŝŽ- ĞĐŽŶŽŵŝĐŝŵƉĂĐƚƐ͕ďƵƚĚĂƚĂŚĂǀĞƐŚŽǁŶ ŚŝŐŚĞƌƌĂƚĞƐŽĨKs/-ϭϵŝŶĨĞĐƚŝŽŶĂŶĚƐĞǀĞƌĞŝůůŶĞƐƐ͘dŚŝƐƚƌĞŶĚ ŝƐƌĞĨůĞĐƚĞĚŝŶƌĂƚĞƐŽĨŚŽƐƉŝƚĂůŝǌĂƚŝŽŶƐĂŶĚĚĞĂƚŚƐ1F 2. /ŵƉĂĐƚƐƚŽ&ĂŵŝůŝĞƐĂŶĚŚŝůĚƌĞŶ “[We need] more security around childcare and in-person schooling - it feels like the bottom will drop out at any moment and that makes it impossible to grow in our careers, business decisions, etc.” &ĂŵŝůŝĞƐǁŝƚŚĐŚŝůĚƌĞŶŚĂǀĞĞǆƉĞƌŝĞŶĐĞĚǀĂƌŝŽƵƐĐŚĂůůĞŶŐĞƐƚŚƌŽƵŐŚŽƵƚƚŚĞƉĂŶĚĞŵŝĐĂŶĚĐŽŶƚŝŶƵĞƚŽ ƐƚƌƵŐŐůĞƚŽƌĞŐĂŝŶƐƚĂďŝůŝƚǇĂƐĞǆƉŽƐƵƌĞƐĂŶĚŝůůŶĞƐƐĨƌŽŵǀĂƌŝĂŶƚƐŽĐĐƵƌ͘ /Ŷ ĂĚĚŝƚŝŽŶ ƚŽǁŽƌƌŝĞƐĂŶĚ ĂŶǆŝĞƚŝĞƐƌĞůĂƚĞĚƚŽƚŚĞƉĂŶĚĞŵŝĐĂŶĚƚŚĞƐĂĨĞƚǇŽĨƚŚĞŝƌĐŚŝůĚƌĞŶ͕ŵĂŶǇĨĂŵŝůŝĞƐŚĂǀĞƐĞĞŶĐŚŝůĚĐĂƌĞĂŶĚ ƐŽĐŝĂůƐƵƉƉŽƌƚĚŝƐƌƵƉƚĞĚŽƌĨĂĚĞĂǁĂǇĂůƚŽŐĞƚŚĞƌ͘DĂŶǇƉĂƌĞŶƚƐ͕ǁŚŝůĞƚƌǇŝŶŐƚŽũƵŐŐůĞǁŽƌŬ͕ŚĂǀĞŶŽƚŽŶůǇ ŚĂĚƚŽƚĂŬĞĐĂƌĞŽĨƚŚĞŝƌĐŚŝůĚƌĞŶǁŝƚŚƌĞƐƚƌŝĐƚĞĚĐĂƌĞŐŝǀĞƌƌĞƐŽƵƌĐĞƐ;Ğ͘Ő͕͘ŐƌĂŶĚƉĂƌĞŶƚƐ͕ĚĂǇĐĂƌĞƐĞƚƚŝŶŐƐ͕ ƐĐŚŽŽůƐͿ ďƵƚĂůƐŽƉůĂǇƚŚĞƌŽůĞŽĨĞĚƵĐĂƚŽƌ͘ǀĞŶƚŚŽƵŐŚƐĐŚŽŽůƐŚĂǀĞƌĞŽƉĞŶĞĚ͕ĨƌĞƋƵĞŶƚĞǆƉŽƐƵƌĞƐĂŶĚ ƐƚĂĨĨƐŚŽƌƚĂŐĞƐĐŽŶƚŝŶƵĞ ƚŽŝŵƉĂĐƚƚŚĞĂďŝůŝƚǇĨŽƌĐŚŝůĚƌĞŶƚŽĂƚƚĞŶĚƐĐŚŽŽů͕ĂŶĚƉĂƌĞŶƚƐĂŶĚĐĂƌĞŐŝǀĞƌƐ ŵƵƐƚƚŚĞŶĨŝŐƵƌĞŽƵƚŚŽǁƚŽĨŝŶĚĐĂƌĞĨŽƌĐŚŝůĚƌĞŶ͘ƵƌŝŶŐƉƵďůŝĐĞŶŐĂŐĞŵĞŶƚ͕ĚŽǌĞŶƐŽĨƉĂƌĞŶƚƐĂŶĚ ĐĂƌĞŐŝǀĞƌƐŝŶĚŝĐĂƚĞĚƚŚĂƚĂĨĨŽƌĚĂďůĞĂŶĚĂǀĂŝůĂďůĞĐŚŝůĚĐĂƌĞŚĂƐďĞĞŶŝŵƉĂĐƚĞĚ͕ĂŶĚƚŚĂƚƚŚĞǇŽĨƚĞŶĨĞůƚ ĨŽƌĐĞĚƚŽĐŚŽŽƐĞďĞƚǁĞĞŶƐƚĂǇŝŶŐŚŽŵĞƚŽĐĂƌĞĨŽƌƚŚĞŝƌĐŚŝůĚƌĞŶĂŶĚǁŽƌŬŝŶŐ͘DĂŶǇƚŝŵĞƐ͕ĨƌŽŶƚůŝŶĞ ǁŽƌŬĞƌƐ ǁĞƌĞ ƵŶĂďůĞ ƚŽ ďĞ ŚŽŵĞ ƚŽ ƐƵƉƉŽƌƚ ĐŚŝůĚƌĞŶ ĂŶĚ ƌĞŵŽƚĞ ůĞĂƌŶŝŶŐ͕ ŶŽƌ ĚŝĚ Ăůů ĐŽŵŵƵŶŝƚǇ ŵĞŵďĞƌƐŚĂǀĞƚŚĞĨƵŶĚƐŽƌŶĞƚǁŽƌŬƚŽƐĞƚƵƉůĞĂƌŶŝŶŐƉŽĚƐǁŚĞŶƐĐŚŽŽůƐǁĞƌĞƌĞŵŽƚĞ͘ 2 ŚƚƚƉƐ͗ͬͬǁǁǁ͘ĐĚĐ͘ŐŽǀͬĐŽƌŽŶĂǀŝƌƵƐͬϮϬϭϵ-ŶĐŽǀͬĐŽǀŝĚ-ĚĂƚĂͬŝŶǀĞƐƚŝŐĂƚŝŽŶƐ-ĚŝƐĐŽǀĞƌǇͬŚŽƐƉŝƚĂůŝǌĂƚŝŽŶ-death-ďǇ-race- ĞƚŚŶŝĐŝƚǇ͘Śƚŵů Page 13 of ϴϵ ATTACHMENT 2 dŚĞƐĞĚŝƐƌƵƉƚŝŽŶƐĚŽŶŽƚŽŶůǇŝŵƉĂĐƚƉĂƌĞŶƚƐĂŶĚĐĂƌĞŐŝǀĞƌƐ͕ƚŚĞŝŵƉĂĐƚĐŚŝůĚƌĞŶƚŚĞŵƐĞůǀĞƐ͘zŽƵƚŚ ďĞŚĂǀŝŽƌĂů͕ĚĞǀĞůŽƉŵĞŶƚĂůĂŶĚŵĞŶƚĂůŚĞĂůƚŚŚĂǀĞĂůůďĞĞŶǁŝĚĞůǇƌĞƉŽƌƚĞĚĂƐŶĞŐĂƚŝǀĞůǇŝŵƉĂĐƚĞĚ͕ĂŶĚ cŚŝůĚƌĞŶǁŝƚŚƉƌĞĞǆŝƐƚŝŶŐĞĚƵĐĂƚŝŽŶĂůĚŝƐƉĂƌŝƚŝĞƐŚĂǀĞďĞĞŶĞƐƉĞĐŝĂůůǇŝŵƉĂĐƚĞĚ͘>ĞĂƌŶŝŶŐ-ůŽƐƐĂŶĚůŽƐƐŽĨ ƐŽĐŝĂůŝŶƚĞƌĂĐƚŝŽŶŚĂƐĂůƐŽďĞĞŶĚĞĞƉůǇŝŵƉĂĐƚĞĚ͕ĂŶĚůŽŶŐ-ƚĞƌŵĂĨĨĞĐƚƐŽĨƚŚŝƐŽŶĐŚŝůĚƌĞŶĂƌĞǇĞƚƚŽďĞ ĨƵůůǇƵŶĚĞƌƐƚŽŽĚ͘,ŽǁĞǀĞƌŝƚǁŝůůďĞŝŵƉŽƌƚĂŶƚƚŽƐƵƉƉŽƌƚĐŚŝůĚƌĞŶĚƵƌŝŶŐƌĞĐŽǀĞƌǇƚŽŵŝƚŝŐĂƚĞůĞĂƌŶŝŶŐ ůŽƐƐĂŶĚƐƉƵƌƐŽĐŝĂůĚĞǀĞůŽƉŵĞŶƚ͘ /ƚŝƐĂůƐŽŝŵƉŽƌƚĂŶƚƚŽŶŽƚĞƚŚĂƚǁŚĞŶƐĐŚŽŽůƐƚƌĂŶƐŝƚŝŽŶĞĚƚŽƌĞŵŽƚĞůĞĂƌŶŝŶŐ͕ŶŽƚĂůůƐƚƵĚĞŶƚƐŚĂĚƚŚĞ ƐĂŵĞĂďŝůŝƚǇƚŽůĞĂƌŶĨƌŽŵŚŽŵĞ͘DĂŶǇůŽǁĞƌ-ŝŶĐŽŵĞŚŽƵƐĞŚŽůĚƐŝŶƚŚĞĐŽŵŵƵŶŝƚǇŚĂǀĞĞǆƉĞƌŝĞŶĐĞĚĂ ͞ĚŝŐŝƚĂůŐĂƉ͟ĚƵĞƚŽƚŚĞůĂĐŬŽĨƌĞůŝĂďůĞĂĐĐĞƐƐƚŽƚŚĞ/ŶƚĞƌŶĞƚĂŶĚŽƚŚĞƌĚŝŐŝƚĂůƌĞƐŽƵƌĐĞƐĂƚŚŽŵĞ͕ǁŚŝĐŚ ŚĂƐĂĨĨĞĐƚĞĚůĞĂƌŶŝŶŐ͘ /ŵƉĂĐƚƐƚŽ,ĞĂůƚŚĐĂƌĞtŽƌŬĞƌƐ “As a nurse it is exhausting to work through this, especially because people do not believe it is real and will not take simple measures. Despite taking all precautions, being vaccinated, I still got a breakthrough case. I wasn't able to get my booster due to working extra shifts and then needing to take daughter to look at colleges. So I caught COVID despite always wearing a mask. Now it's been 3 weeks and I am still not better. I have struggled to find a therapist because they are all so overwhelmed.” ,ĞĂůƚŚĐĂƌĞǁŽƌŬĞƌƐŚĂǀĞďĞĞŶĂƚƚŚĞŚĞĂƌƚŽĨƚŚĞƵŶƉĂƌĂůůĞůĞĚĐƌŝƐŝƐŽĨƚŚĞƉĂŶĚĞŵŝĐ͕ďƵƌĚĞŶĞĚǁŝƚŚ ƌĞĚƵĐŝŶŐƚŚĞƐƉƌĞĂĚŽĨŝŶĨĞĐƚŝŽŶ͕ĚĞǀĞůŽƉŝŶŐƐŚŽƌƚ-ƚĞƌŵƐƚƌĂƚĞŐŝĞƐĨŽƌƚƌĞĂƚŵĞŶƚ͕ĂŶĚĨŽƌŵƵůĂƚŝŶŐůŽŶŐ- ƚĞƌŵƉůĂŶƐĨŽƌƉĂƚŝĞŶƚƌĞĐŽǀĞƌǇ͘dŚƌŽƵŐŚŽƵƚƚŚĞƉĂŶĚĞŵŝĐ͕ƚŚĞǇŚĂǀĞĂůƐŽŚĂĚƚŽĐŽŶƚŝŶƵĞƚƌĞĂƚŝŶŐŶŽŶ- Ks/ƉĂƚŝĞŶƚƐ͕ĂŶĂůƌĞĂĚǇĐŚĂůůĞŶŐŝŶŐƌŽůĞƉƌŽŶĞƚŽƐƚƌĞƐƐĂŶĚďƵƌŶŽƵƚ͘ >ŝŬĞŽƚŚĞƌĨƌŽŶƚůŝŶĞĂŶĚĞƐƐĞŶƚŝĂůǁŽƌŬĞƌƐ͕ŵĂŶǇŚĞĂůƚŚĐĂƌĞǁŽƌŬĞƌƐŚĂǀĞĞǆƉĞƌŝĞŶĐĞĚŚŝŐŚĞƌůĞǀĞůƐŽĨ ƉƐǇĐŚŽůŽŐŝĐĂůƐƚƌĞƐƐĂŶĚďƵƌŶŽƵƚƚŚƌŽƵŐŚŽƵƚƚŚĞƉĂŶĚĞŵŝĐ͕ĐĂƵƐŝŶŐƐŽŵĞƚŽůĞĂǀĞƚŚĞƉƌŽĨĞƐƐŝŽŶ͘dŚŝƐ ĞǆĂĐĞƌďĂƚĞƐƐƚĂĨĨŝŶŐƐŚŽƌƚĂŐĞƐĂŶĚƉƌŽǀŝĚĞƐĨƵƌƚŚĞƌƐƚƌĂŝŶŽŶƚŚŽƐĞǁŚŽƌĞŵĂŝŶ͘ /ŵƉĂĐƚƐƚŽŝƚǇŵƉůŽǇĞĞƐ “As a police officer, it is my duty to leave the safety of my home and interact with high-risk members of the public knowing I may bring exposure to COVID home to my young children who are not yet approved for the vaccines.” ^ŝŵŝůĂƌůǇƚŽƚŚŽƐĞǁŽƌŬŝŶŐŝŶŽƚŚĞƌĞƐƐĞŶƚŝĂůƐĞƌǀŝĐĞƐ͕ŝƚǇĞŵƉůŽǇĞĞƐŚĂǀĞďĞĞŶƐŝŐŶŝĨŝĐĂŶƚůǇŝŵƉĂĐƚĞĚďǇ ƚŚĞƉĂŶĚĞŵŝĐŽǀĞƌƚŚĞƉĂƐƚƚǁŽǇĞĂƌƐ͘tŚŝůĞƐŽŵĞƐƚĂĨĨǁĂƐĂďůĞƚŽƚƌĂŶƐŝƚŝŽŶƚŽǁŽƌŬŝŶŐƌĞŵŽƚĞůǇ͕ŵĂŶǇ ŽƚŚĞƌƐŚĂǀĞǁŽƌŬĞĚŝŶƉĞƌƐŽŶƚŚƌŽƵŐŚŽƵƚƚŚĞƉĂŶĚĞŵŝĐ͕ŝŶĐůƵĚŝŶŐĚƵƌŝŶŐƚŚĞƐƚĂƚĞǁŝĚĞƐƚĂǇ-at-home ŽƌĚĞƌ͕ƉƌŽǀŝĚŝŶŐĐƌŝƚŝĐĂůƐĞƌǀŝĐĞƐĨŽƌƉƵďůŝĐƐĂĨĞƚǇĂŶĚƉƵďůŝĐǁŽƌŬƐ͘ ůƚŚŽƵŐŚŝƚǇďƵŝůĚŝŶŐƐŚĂǀĞƌĞŽƉĞŶĞĚƚŽƚŚĞƉƵďůŝĐ͕ŵĂŶǇƐƚĂĨĨĂƌĞĨŽůůŽǁŝŶŐĂŚǇďƌŝĚǁŽƌŬŵŽĚĞů͕ĂŶĚ ƌŝƐŝŶŐĐĂƐĞƐĐŽƵŶƚƐĚƵĞƚŽKs/-ǀĂƌŝĂŶƚƐ ŚĂǀĞ ƐƚƌĂŝŶĞĚ ƚŚĞ ĂďŝůŝƚǇ ƚŽ ƉƌŽǀŝĚĞ ƐĞƌǀŝĐĞ͘ >ŝŬĞ ŽƚŚĞƌ ĞŵƉůŽǇĞĞƐŝŶŽƵƌĐŽŵŵƵŶŝƚǇ͕ŝƚǇƐƚĂĨĨĂƌĞĂůƐŽĞǆƉĞƌŝĞŶĐŝŶŐďƵƌŶŽƵƚ͘ ƵƌŶŽƵƚŚĂƐďĞĞŶƌĞƉŽƌƚĞĚĂĐƌŽƐƐĂůŵŽƐƚĂůůƐĞĐƚŽƌƐŽĨƚŚĞŝƚǇ͕ǁŝƚŚŵĂŶǇƐƚĂĨĨĚĞƉĂƌƚƵƌĞƐƚĂŬŝŶŐƉůĂĐĞ ƐŝŶĐĞDĂƌĐŚϮϬϮϬ͘ŽƵƉůĞĚǁŝƚŚƚŚŝƐŚĂƐďĞĞŶĂǁĂǀĞŽĨƉŽƐŝƚŝŽŶƐǀĂĐĂƚĞĚďǇƌĞƚŝƌŝŶŐƐƚĂĨĨŵĞŵďĞƌƐǁŚŽ ŚĂǀĞŽƉƚĞĚƚŽƌĞƚŝƌĞ;ƐŽŵĞƚŝŵĞƐĞĂƌůǇͿ͘&ŽƌƐŽŵĞ͕ƌĞƚŝƌŝŶŐŽƌůĞĂǀŝŶŐǁĂƐƌĞůĂƚĞĚƚŽƉĞƌƐŽŶĂůŚĞĂůƚŚ ĐŝƌĐƵŵƐƚĂŶĐĞƐ͕ŽƌĐŚĂŶŐĞƐŝŶĨĂŵŝůǇƐŝƚƵĂƚŝŽŶƐĂŶĚůŝĨĞƐƚǇůĞĚƵĞƚŽƚŚĞƉĂŶĚĞŵŝĐ͘ DĂŶǇŝƚǇĞŵƉůŽǇĞĞƐ ŚĂǀĞƌĞƉŽƌƚĞĚƚŚĂƚƚŚĞǇŚĂǀĞĐŽŶƐŝĚĞƌĞĚůĞĂǀŝŶŐũŽďƐĂƚƐŽŵĞƉŽŝŶƚĚƵƌŝŶŐƚŚĞƉĂŶĚĞmic. Page 14 of ϴϵ ATTACHMENT 2 Page 15 of ϴϵ PPUBLIC ENGAGEMENT ŽŶǀĞƌƐĂƚŝŽŶƐǁŝƚŚĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐĂƌĞĂŬĞǇƉĂƌƚŽĨƉůĂŶŶŝŶŐĨŽƌƌĞĐŽǀĞƌǇ͘ĐĞŶƚƌĂůĞůĞŵĞŶƚŽĨƚŚĞ ǀŝƐŝŽŶĨŽƌƌĞĐŽǀĞƌǇŝŶǀŽůǀĞƐƌĞĐŽŐŶŝǌŝŶŐƚŚĂƚƚŚĞŶĞŐĂƚŝǀĞŝŵƉĂĐƚƐŽĨƚŚĞƉĂŶĚĞŵŝĐǁĞƌĞĂŶĚĂƌĞŶŽƚ ĞǀĞŶůǇĚŝƐƚƌŝďƵƚĞĚ͘ EƵŵĞƌŽƵƐƐƚƵĚŝĞƐĂŶĚƌĞƉŽƌƚƐŚĂǀĞƐŚŽǁŶƚŚĂƚKs/-19 has had disparate impacts ŽŶĚŝĨĨĞƌĞŶƚ ƐŽĐŝŽĞĐŽŶŽŵŝĐĂŶĚĚĞŵŽŐƌĂƉŚŝĐŐƌŽƵƉƐ͕ŝŶĐůƵĚŝŶŐǁŽƌŬĞƌƐŝŶůŽǁ-ǁĂŐĞƉŽƐŝƚŝŽŶƐ͕ĐĂƌĞŐŝǀĞƌƐ͕ ƐĞŶŝŽƌƐĂŶĚ people of color. 'ƌŽƵŶĚĞĚŝŶƚŚŝƐŬŶŽǁůĞĚŐĞĂŶĚŐƵŝĚĞĚďǇƚŚĞĚĞƐŝƌĞƚŽĐĞŶƚĞƌĞƋƵŝƚǇŝŶĐƌĞĂƚŝŶŐĂǀŝƐŝŽŶĨŽƌƌĞĐŽǀĞƌǇ͕ ƚŚĞŝƚǇŽĨ&ŽƌƚŽůůŝŶƐĞŶŐĂŐĞĚǁŝƚŚƚŚŽƵƐĂŶĚƐŽĨĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐƚŚƌŽƵŐŚĞǀĞŶƚƐ͕ ƉĂŝĚƉĂƌƚŶĞƌƐŚŝƉƐ ǁŝƚŚĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐ͕ƐƵƌǀĞǇƐĂŶĚŽƚŚĞƌŵĞƚŚŽĚƐ͘ The primary ŽďũĞĐƚŝves ŽĨZĞĐŽǀĞƌǇWůĂŶŶŐĂŐĞŵĞŶƚŝŶĐůƵĚĞ͗ x 'ĂƚŚĞƌĐŽŵŵƵŶŝƚǇŝŶƉƵƚĂŶĚŶĞĞĚƐƚŽŝŶĨŽƌŵĐƌĞĂƚŝŽŶŽĨƌĞĐŽǀĞƌǇƉůĂŶ͘ x ŽŶŶĞĐƚǁŝƚŚĂŶĚŐĂƚŚĞƌĨĞĞĚďĂĐŬĨƌŽŵƵŶĚĞƌƌĞƉƌĞƐĞŶƚĞĚŐƌŽƵƉƐ͕ĨŽĐƵƐŽŶŝŶĐůƵƐŝǀĞ ĞŶŐĂŐĞŵĞŶƚĂŶĚůĂŶŐƵĂŐĞĂĐĐĞƐƐ͘ x /ŶĐŽƌƉŽƌĂƚĞĨĞĞĚďĂĐŬĨƌŽŵŽƚŚĞƌƌĞĐĞŶƚĂŶĚŽŶŐŽŝŶŐĞŶŐĂŐĞŵĞŶƚƉƌŽĐĞƐƐĞƐ ƚŽŚĞůƉŝŶĨŽƌŵ ƌĞĐŽǀĞƌǇ;ĚĂƚĂĨƌŽŵŝƚǇWůĂŶ͕KƵƌůŝŵĂƚĞ&ƵƚƵƌĞĞƚĐ͘ĂŶĚŝŶĐůƵĚĞƌĞĐŽǀĞƌǇĂƐĂƚŽƉŝĐŝŶ ŽŵŵƵŶŝƚǇ^ƵƌǀĞǇ͕ĂƐƚDƵůďĞƌƌǇĂŶĚƵĚŐĞƚĞŶŐĂŐĞŵĞŶƚͿ͘ x 'ĂƚŚĞƌŝĚĞĂƐĨŽƌƌĞĐŽǀĞƌǇƉƌŽŐƌĂŵƐ͕ŝĚĞŶƚŝĨǇĐŽŵŵƵŶŝƚǇŶĞĞĚƐĨŽƌƌĞĐŽǀĞƌǇĂŶĚĂĨƵƚƵƌĞ ƚŚĂƚŝƐƌĞƐŝůŝĞŶƚ͕ǀŝďƌĂŶƚĂŶĚŝŶĐůƵƐŝǀĞ͘ x ĞǀĞůŽƉĐůĞĂƌƌĞĐŽǀĞƌǇƉůĂŶĂŶĚƌĞĐŽŵŵĞŶĚĂƚŝŽŶƐƚŽĂĐŚŝĞǀĞǀŝƐŝŽŶďĂƐĞĚŽŶĐŽŵŵƵŶŝƚǇ ĨĞĞĚďĂĐŬ͘ Process and Methods ŶŐĂŐĞŵĞŶƚďĞŐĂŶŝŶƐƉƌŝŶŐŽĨϮϬϮϭ͕ƌĂŵƉŝŶŐƵƉŝŶƐƵŵŵĞƌĂŶĚĨĂůů͘WŚĂƐĞϭŽĨĞŶŐĂŐĞŵĞŶƚĨŽĐƵƐĞĚŽŶ ƵŶĚĞƌƐƚĂŶĚŝŶŐ ŽŶŐŽŝŶŐ ĐŚĂůůĞŶŐĞƐ ĂŶĚ ŝŵƉĂĐƚƐ ŽĨ ƚŚĞ ƉĂŶĚĞŵŝĐ͕ ǁŚŝůĞ ĂůƐŽ ĂƐŬŝŶŐ ǁŚĂƚ ůŽŶŐ-term ƌĞĐŽǀĞƌǇůŽŽŬƐůŝŬĞƚŽƚŚĞĐŽŵŵƵŶŝƚǇ͘ ŶŐĂŐĞŵĞŶƚǁĂƐĚĞƐŝŐŶĞĚƚŽŵĞĞƚƚŚĞŶĞĞĚƐŽĨĚŝĨĨĞƌĞŶƚĂƵĚŝĞŶĐĞƐŝŶƚŚĞĐŽŵŵƵŶŝƚǇ͕ĂŶĚƚŽĐĞŶƚĞƌ hard-ŚŝƚĂŶĚŚŝƐƚŽƌŝĐĂůůǇƵŶĚĞƌƐĞƌǀĞĚƌĞƐŝĚĞŶƚƐ͘ ǀĂƌŝĞƚǇŽĨŵĞƚŚŽĚƐĂŶĚƚŽŽůƐǁĞƌĞƵƐĞĚƚŽƌĞĂĐŚǀĂƌŝŽƵƐ ŐƌŽƵƉƐ͕ŝŶĐůƵĚŝŶŐĂůůĂŐĞƐ͕ƌĂĐĞƐ͕ĞƚŚŶŝĐŝƚŝĞƐ͕ĂŶĚŝŶĐŽŵĞůĞǀĞůƐ͘dŚŝƐŝŶĐůƵĚĞĚŽŶůŝŶĞĂŶĚŵĂŝůĞĚƐƵƌǀĞǇƐŝŶ EŶŐůŝƐŚ ĂŶĚ ^ƉĂŶŝƐŚ͕ ĚŝŐŝƚĂů͕ ƉƌŝŶƚ ĂŶĚ ƌĂĚŝŽ ĂĚƐ͕ ƐƚĂŬĞŚŽůĚĞƌ ŵĞĞƚŝŶŐƐ͕ ĂŶĚ ƉĂŝĚ ƉĂƌƚŶĞƌƐŚŝƉƐ ǁŝƚŚ ĐŽŵŵƵŶŝƚǇĐŽŶŶĞĐƚŽƌƐĂŶĚŽƌŐĂŶŝǌĂƚŝŽŶƐ͕ĂŵŽŶŐŽƚŚĞƌŵĞƚŚŽĚƐ͘ථ&ŝŶĂůƉĂƌƚŝĐŝƉĂƚŝŽŶŶƵŵďĞƌƐŝŶĐůƵĚĞ͗ x Ϯ͕ϮϬϬнŽŶůŝŶĞƐƵƌǀĞǇƌĞƐƉŽŶƐĞƐ x ϮϮϬнƌĞƐƉŽŶƐĞƐfrom KƵƌŝƚǇ Platform x ƉƉƌŽǆ͘ϮϱƉĂƉĞƌƐƵƌǀĞǇƌĞƐƉŽŶƐĞƐ x ϱϬнƐƚĂŬĞŚŽůĚĞƌŵĞĞƚŝŶŐƐ ĨƚĞƌƚŚĞĐƌĞĂƚŝŽŶŽĨƚŚĞĚƌĂĨƚZĞĐŽǀĞƌǇWůĂŶ͕ĂĚĚŝƚŝŽŶĂůƉƵďůŝĐĞŶŐĂŐĞŵĞŶƚ;WŚĂƐĞϯŽĨWůĂŶĞǀĞůŽƉŵĞŶƚͿ ŽĐĐƵƌƌĞĚƚŽŐĂƵŐĞŝĨĐŽŵŵƵŶŝƚǇƉƌŝŽƌŝƚŝĞƐĨŽƌƌĞĐŽǀĞƌǇĂƌĞĂĐĐƵƌĂƚĞůǇƌĞĨůĞĐƚĞĚŝŶƚŚĞƉůĂŶ͘DƵůƚŝƉůĞƚŽŽůƐ ǁĞƌĞƵƐĞĚĨŽƌƚŚŝƐĞŶŐĂŐĞŵĞŶƚ͕ŝŶĐůƵĚŝŶŐŽŶůŝŶĞƐƵƌǀĞǇŝŶŐĂŶĚĂĚĚŝƚŝŽŶĂůƐƚĂŬĞŚŽůĚĞƌĐŽŶǀĞƌƐĂƚŝŽŶƐ͘ WƵďůŝĐĞŶŐĂŐĞŵĞŶƚĚŽĞƐŶŽƚƐƚŽƉǁŝƚŚƉůĂŶĂĚŽƉƚŝŽŶ͘ &ƵƚƵƌĞĐŽŶǀĞƌƐĂƚŝŽŶƐǁŝƚŚƚŚĞĐŽŵŵƵŶŝƚǇǁŝůůďĞ ƌĞƋƵŝƌĞĚƚŽŚĞůƉƵŶĐŽǀĞƌƚŚĞƐƉĞĐŝĨŝĐƉƌŽŐƌĂŵƐĂŶĚŵĞĐŚĂŶŝƐŵƐŶĞĞĚĞĚƚŽƐƵƉƉŽƌƚƌĞƐŝĚĞŶƚƐ͛ƵŶŝƋƵĞ ƉĂƚŚƐƚŽǁĂƌĚƐƌĞĐŽǀĞƌǇ͘dŚƌŽƵŐŚŽƵƚWůĂŶ/ŵƉůĞŵĞŶƚĂƚŝŽŶĂĚĚŝƚŝŽŶĂůĞŶŐĂŐĞŵĞŶƚĂŶĚŽƵƚƌĞĂĐŚǁŝůůďĞ ATTACHMENT 2 Page 16 of ϴϵ ĐŽŶĚƵĐƚĞĚƚŽĞŶƐƵƌĞĐŽŶƚŝŶƵĞĚĂůŝŐŶŵĞŶƚďĞƚǁĞĞŶĐŽŵŵƵŶŝƚǇŶĞĞĚƐĂŶĚŽĨĨĞƌĞĚƉƌŽŐƌĂŵƐĂŶĚƐĞƌǀŝĐĞƐ͘ KŶŐŽŝŶŐĞŶŐĂŐĞŵĞŶƚǁŝůůĂůƐŽĂůůŽǁŶŝŵďůĞŶĞƐƐƚŽƌĞƐƉŽŶĚƚŽĞŵĞƌŐŝŶŐĐŚĂůůĞŶŐĞƐĂŶĚŝŵƉĂĐƚƐŽĨƚŚĞ ƉĂŶĚĞŵŝĐ͘ Results ŶĂůǇƐŝƐŽĨŽƉĞŶ-ĞŶĚĞĚƌĞƐƉŽŶƐĞƐǇŝĞůĚĞĚĨŽƵƌŬĞǇƚŚĞŵĞƐĨŽƌƌĞĐŽǀĞƌǇ͗ x ^ƵƉƉŽƌƚŝŶĚŝǀŝĚƵĂůƐĂŶĚďƵƐŝŶĞƐƐĞƐƚŚƌŽƵŐŚƐƚƌŽŶŐƉĂŶĚĞŵŝĐƌĞƐƉŽŶƐĞ programs; x ďŽůƐƚĞƌĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐ͕ŶĞƚǁŽƌŬƐ͕ĂŶĚƐƉĂĐĞƐƚŚĂƚƉƌŽǀŝĚĞĚŝƌĞĐƚĂƐƐŝƐƚĂŶĐĞ͕ĂŶĚ ĐĞŶƚĞƌƚŚŽƐĞŵŽƐƚ impacted; x ƌĞŵŽǀĞďĂƌƌŝĞƌƐƚŽƌĞƐŝůŝĞŶĐĞ͖ ĂŶĚ x ŝŶǀĞƐƚŝŶŝŶĨƌĂƐƚƌƵĐƚƵƌĞĂŶĚĂŵĞŶŝƚŝĞƐƚŽƐƵƉƉŽƌƚĂǀŝďƌĂŶƚĨƵƚƵƌĞ͘ dŚĞĨŽůůŽǁŝŶŐŐƌĂƉŚĚŝƐƉůĂǇƐ WƌŝŽƌŝƚǇƌĞĂƐĨŽƌƌĞĐŽǀĞƌǇĂƐŝĚĞŶƚŝĨŝĞĚďǇƐƵƌǀĞǇ ƌĞƐƉŽŶĚĞŶƚƐ͘ZĞƐƉŽŶĚĞŶƚƐ ĐŚŽƐĞƚŚĞŝƌƚŽƉϱƉƌŝŽƌŝƚŝĞƐĨŽƌƌĞĐŽǀĞƌǇďĂƐĞĚŽŶƚŚĞůŝƐƚďĞůŽǁ͘ ĨĨŽƌĚĂďůĞŚŽƵƐŝŶŐ͕ƐŵĂůůďƵƐŝŶĞƐƐƐƵƉƉŽƌƚ͕ŵĞŶƚĂůΘďĞŚĂǀŝŽƌĂůŚĞĂůƚŚ͕ǁŽƌŬĨŽƌĐĞĚĞǀĞůŽƉŵĞŶƚĂŶĚ ĞĐŽŶŽŵŝĐƌĞďƵŝůĚŝŶŐƐƚƌĂƚĞŐǇƌĂŶŬĞĚŚŝŐŚĞƐƚ͖ ŚŽǁĞǀĞƌ͕ ŝƚŝƐŝŵƉŽƌƚĂŶƚƚŽŶŽƚĞƚŚĂƚŶŽƚĂůůƉĂƌƚƐŽĨƚŚĞ&Žƌƚ ŽůůŝŶƐĐŽŵŵƵŶŝƚǇŚĂǀĞƚŚĞƐĂŵĞƚŽƉƉƌŝŽƌŝƚŝĞƐ͘&ŽƌĞǆĂŵƉůĞ͕ŵŝǆĞĚ-ŵĞƚŚŽĚƐĂŶĂůǇƐŝƐŚŝŐŚůŝŐŚƚĞĚƚŚĂƚ for ŵĂŶǇ͕ĞƐƐĞŶƚŝĂůŶĞĞĚƐĂŶĚŚĞĂůƚŚĂŶĚƐĂĨĞƚǇƌĂŶŬĞĚŚŝŐŚĞƐƚ͘&ŽƌŽƚŚĞƌƐ͕ƌĞĐŽǀĞƌǇĚŝĚŶ͛ƚĞǀĞŶƌĞƐŽŶĂƚĞ– ŝƚĨĞůƚƚŽŽƐŽŽŶƚŽƚĂůŬĂďŽƵƚƌĞĐŽǀĞƌǇǁŚĞŶƚŚĞĐƌŝƐŝƐŝƐŽŶŐŽŝŶŐ͘ ATTACHMENT 2 /ŶŵĂŶǇǁĂǇƐ͕ƚŚĞĐŽŵŵƵŶŝƚǇ͛ƐƌĞƐƉŽŶƐĞƐĂůŝŐŶǁŝƚŚĞǆŝƐƚŝŶŐƉƌŝŽƌŝƚŝĞƐĂŶĚƉůĂŶƐ͘ ^ƉĞĐŝĨŝĐĂůůǇ͕ŵĂŶǇ ƌĞƐƉŽŶƐĞƐŚŝŐŚůŝŐŚƚĞĚƚŚĞŶĞĞĚĨŽƌĐŽŵŵƵŶŝƚǇŵĞŶƚĂůŚĞĂůƚŚƐĞƌǀŝĐĞƐ͕ĂĨĨŽƌĚĂďůĞŚŽƵƐŝŶŐ͕ŚŝŐŚĞƌǁĂŐĞƐ͕ ĂŶĚĂĐĐĞƐƐƚŽĐŚŝůĚĐĂƌĞ͘ WĂƌƚŝĐŝƉĂŶƚƐ ƌĞĐŽŐŶŝǌĞĚ ƚŚĂƚ ƌĞĐŽǀĞƌǇ ǁŝůů ŶŽƚ ďĞ Ă ƐƚƌĂŝŐŚƚĨŽƌǁĂƌĚ Žƌ ůŝŶĞĂƌ ũŽƵƌŶĞǇ͘ Rather tŚĂŶ ƵŶĚĞƌƐƚĂŶĚŝŶŐƚŚĞĨŽƵƌƚŚĞŵĞƐůŝƐƚĞĚĂďŽǀĞĂƐ͞ƐƚĞƉƐ͟ŝŶƚŚĞƉƌŽĐĞƐƐŽĨƌĞĐŽǀĞƌǇ͕ƚŚĞŝƚǇƐŚŽƵůĚĨŽĐƵƐ ŽŶƉĂŝƌŝŶŐĐĞŶƚƌĂůŝǌĞĚƉŽůŝĐǇĂŶĚŝŶǀĞƐƚŵĞŶƚǁŝƚŚĚĞĐĞŶƚƌĂůŝǌĞĚƉƌŽŐƌĂŵƐĂŶĚĂĐĐĞƐƐƉŽŝŶƚƐĨŽƌƚŚĞ ĐŽŵŵƵŶŝƚǇ͘ dŚŝƐǁŝůůƌĞŵŽǀĞďĂƌƌŝĞƌƐƚŽƐƵĐĐĞƐƐĂŶĚĂůůŽǁƌĞƐŝĚĞŶƚƐƚŽĂĐĐĞƐƐƚŚĞƉƌŽŐƌĂŵƐĂŶĚƌĞƐŽƵƌĐĞƐ ƚŚĞǇŶĞĞĚĨŽƌŚĞĂůŝŶŐĂŶĚƌĞƐŝůŝĞŶĐĞ͘ tŚŝůĞƚŚĞĂďŽǀĞĐŚĂƌƚĂŶĚƋƵĂůŝƚĂƚŝǀĞĂŶĂůǇƐŝƐŝŶĐůƵĚĞĚĂŶƵŵďĞƌŽĨďƵƐŝŶĞƐƐĞƐ͕ĂĚĚŝƚŝŽŶĂůĞŶŐĂŐĞŵĞŶƚ ǁŝƚŚďƵƐŝŶĞƐƐĞƐŽĐĐƵƌƌĞĚĚƵƌŝŶŐƚŚĞƉůĂŶĚĞǀĞůŽƉŵĞŶƚƉƌŽĐĞƐƐƚŚƌŽƵŐŚƚŚĞĐŽŶŽŵŝĐ,ĞĂůƚŚKĨĨŝĐĞ͘dŚŝƐ ŝŶĐůƵĚĞĚƌĞŐƵůĂƌƐƵƌǀĞǇŝŶŐĂŶĚĨŽůůŽǁƵƉĨŽƌƚŚŽƐĞďƵƐŝŶĞƐƐĞƐƚŚĂƚƌĞĐĞŝǀĞĚƉĂŶĚĞŵŝĐƌĞůŝĞĨĂƐƐŝƐƚĂŶĐĞ ƚŚƌŽƵŐŚƚŚĞŝƚǇĂŶĚͬŽƌŽƵŶƚǇ͘dŚĞŵŽƐƚƌĞĐĞŶƚƐƵƌǀĞǇŽĨ^ŵĂůůƵƐŝŶĞƐƐƐƐŝƐƚĂŶĐĞZĞƉŽƌƚZĞĐŝƉŝĞŶƚƐ ĐĂŶďĞĨŽƵŶĚŝŶƉƉĞŶĚŝǆ͕ĂůŽŶŐǁŝƚŚĨƵůůĞŶŐĂŐĞŵĞŶƚƌĞƐƵůƚƐ͘ FFUNDING ůƚŚŽƵŐŚƚŚĞ ^ƚĂƚĞĂŶĚ>ŽĐĂů&ŝƐĐĂůZĞĐŽǀĞƌǇ&ƵŶĚŽĨ ƚŚĞŵĞƌŝĐĂŶZĞƐĐƵĞWůĂŶĐƚ ;ZWͿŝƐ ĂŶ ŝŵƉĂĐƚĨƵůƚŽŽůƚŽĂŝĚƌĞĐŽǀĞƌǇǁŽƌŬ͕ŝƐŶŽƚƚŚĞŽŶůǇƚŽŽů͘ dŚĞĐŽŵŵƵŶŝƚǇŵƵƐƚďĞŝŶƚĞŶƚŝŽŶĂůĂďŽƵƚŝƚƐ ĨƵŶĚŝŶŐĚĞƉůŽǇŵĞŶƚƚŽůĞǀĞƌĂŐĞZWĂŶĚĂŶǇĨƵƚƵƌĞĨƵŶĚƐƚŚĂƚďĞĐŽŵĞĂǀĂŝůĂďůĞ͘/ŶŽƌĚĞƌĨŽƌ Fort ŽůůŝŶƐƚŽƌĞĐŽǀĞƌ͕ƚŚĞĐŽŵŵƵŶŝƚǇŵƵƐƚůŽŽŬĂƚĂůůƚŽŽůƐŝŶĐůƵĚŝŶŐďƵƚŶŽƚůŝŵŝƚĞĚƚŽŐƌĂŶƚŽƌŐĞŶĞƌĂů ĨƵŶĚƐ͕ƉŽůŝĐǇƌĞǀŝĞǁ͕ĂĐĐĞůĞƌĂƚŝŽŶŽĨƉƌŽŐƌĂŵƐͬƉƌŽũĞĐƚƐ͕ƉƵďůŝĐ-ƉƌŝǀĂƚĞƉĂƌƚŶĞƌƐŚŝƉƐ ĂŶĚŽƚŚĞƌ ƌĞƐŽƵƌĐĞƐ͘ ARPA Funding dŚĞĨĞĚĞƌĂůŵĞƌŝĐĂŶZĞƐĐƵĞWůĂŶĐƚ;ZWͿĞƐƚĂďůŝƐŚĞĚΨϭ͘ϵƚƌŝůůŝŽŶŝŶKs/-ϭϵƌĞůŝĞĨĨƵŶĚŝŶŐ͘dŚĞĐƚ 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3 /ŶƚĞƌŝŵ&ŝŶĂůZƵůĞYƵŝĐŬZĞĨĞƌĞŶĐĞ'ƵŝĚĞ͕ŚƚƚƉƐ͗ͬͬŚŽŵĞ͘ƚƌĞĂƐƵƌǇ͘ŐŽǀͬƐǇƐƚĞŵͬĨŝůĞƐͬϭϯϲͬ^>&ZW-YƵŝĐŬ-ZĞĨĞƌĞŶĐĞ- 'ƵŝĚĞ-&/E>-508a.pdf Page 17 of ϴϵ ATTACHMENT 2 ϮϬϮϭ͘/ŶĞĂƌůǇ:ĂŶƵĂƌǇϮϬϮϮ͕ƚŚĞĨŝŶĂůĐŽŵƉůŝĂŶĐĞĂŶĚƌĞƉŽƌƚŝŶŐŐƵŝĚĂŶĐĞǁĂƐƌĞůĞĂƐĞĚďǇdƌĞĂƐƵƌǇ3F 4͘^ƚĂĨĨ ǁŝůůĐŽŶƚŝŶƵĞƚŽĐůŽƐĞůǇŵŽŶŝƚŽƌĂůůƵƐĞƐŽĨƚŚĞ^>&Z&ǁŝƚŚŝŶƚŚĞZĞĐŽǀĞƌǇWůĂŶƚŽĞŶƐƵƌĞĐŽŵƉůŝĂŶĐĞĂŶĚ ƚƌĂŶƐƉĂƌĞŶĐǇ͘ /ŶDĂǇŽĨϮϬϮϭ͕ŝƚǇŽƵŶĐŝůĂůůŽĐĂƚĞĚ ĂƉƉƌŽǆŝŵĂƚĞůǇΨϰ͘ϮDŽĨƚŚĞΨϮϴ͘ϭDƚŽďĞƵƐĞĚĨŽƌƐŚŽƌƚ-term ƌĞƐƉŽŶƐĞĞĨĨŽƌƚƐƚŽďĞƐƉĞŶƚŝŶƚŚĞŶĞǆƚϭϮ-ϭϴŵŽŶƚŚƐ͘/ŶĂĚĚŝƚŝŽŶ͕ŝƚǇŽƵŶĐŝů͕ŝŶƚŚĞĂĚŽƉƚĞĚϮϬϮϮŝƚǇ DĂŶĂŐĞƌZĞĐŽŵŵĞŶĚĞĚƵĚŐĞƚ͕ĂƉƉƌŽǀĞĚĂŶĂĚĚŝƚŝŽŶĂůΨϯ͘ϲDŽĨZWĨƵŶĚĂůůŽĐĂƚŝŽŶƐ͘ dŚĞƉĂŶĚĞŵŝĐĐŽŶƚŝŶƵĞƐƚŽŚĂǀĞŵĂŶǇƵŶŬŶŽǁŶƐĂŶĚŝŵŵĞĚŝĂƚĞŶĞĞĚƐĂŶĚŝŵƉĂĐƚƐŚĂǀĞĐŚĂŶŐĞĚŽǀĞƌ ƚŝŵĞ͘ŝƚǇŽƵŶĐŝůŚĂƐƚŚĞƌĞĨŽƌĞŽĨĨĞƌĞĚĐůĞĂƌĚŝƌĞĐƚŝŽŶƚŽƐƚĂĨĨƚŚĂƚǁĞŵƵƐƚďĞŶŝŵďůĞŝŶƚŚĞƵƐĞŽĨĨƵŶĚƐ͘ dŚĞǇƐƵƉƉŽƌƚƚŚĞĂĚĚŝƚŝŽŶĂůĂůůŽĐĂƚŝŽŶŽĨZWĨƵŶĚƐƚŽŵĞĞƚŝŵŵĞĚŝĂƚĞĐŚĂůůĞŶŐĞƐĐĂƵƐĞĚďǇƚŚĞ ƉĂŶĚĞŵŝĐ͕ŝĨŶĞĞĚĞĚ͘ dŚĞƌĞŵĂŝŶŝŶŐ^>&Z&ĨƵŶĚƐĂƌĞĞǆƉĞĐƚĞĚƚŽďĞĂůůŽĐĂƚĞĚŝŶƚŚĞŝƚǇΖƐϮϬϮϯ-2024 ďƵĚŐĞƚĐǇĐůĞ͘^>&Z&ĨƵŶĚĞĚ ŝƚĞŵƐŝŶƚŚĞϮϬϮϯ-ϮϬϮϰďƵĚŐĞƚǁŝůůƚŝĞƚŽďŽƚŚƚŚĞZĞĐŽǀĞƌǇWůĂŶĂŶĚƚŚĞŝƚǇ͛Ɛ ϮϬϮϮ^ƚƌĂƚĞŐŝĐWůĂŶ͘ ůůŽĐĂƚŝŽŶŽĨ^>&Z&&ƵŶĚƐ EKd͗ĚŵŝŶŝƐƚƌĂƚŝǀĞĐŽƐƚƐƐƉƌĞĂĚƚŚƌŽƵŐŚŽƵƚĞĂĐŚĐĂƚĞŐŽƌǇ ĨƵůůůŝƐƚŽĨ^>Z&Z&ƵŶĚĞĚƉƌŽũĞĐƚƐĐĂŶďĞĨŽƵŶĚŝŶƉƉĞŶĚŝǆD. 4 ŚƚƚƉƐ͗ͬͬŚŽŵĞ͘ƚƌĞĂƐƵƌǇ͘ŐŽǀͬƐǇƐƚĞŵͬĨŝůĞƐͬϭϯϲͬ^>&Z&-&ŝŶĂů-ZƵůĞ͘ƉĚĨ Page 18 of ϴϵ ATTACHMENT 2 ĚĚŝƚŝŽŶĂů&ƵŶĚŝŶŐ /ŶĂĚĚŝƚŝŽŶƚŽƚŚĞ^>&Z&ĨƵŶĚƐ͕ƚŚĞŝƚǇŚĂƐƌĞĐĞŝǀĞĚĂĚĚŝƚŝŽŶĂůZWĨƵŶĚƐƚŽƐƵƉƉŽƌƚƌĞĐŽǀĞƌǇ͘ ^hDDZzK&ZW&hE/E'Z/szd,/dz͗ x ^ƚĂƚĞĂŶĚ>ŽĐĂů&ŝƐĐĂůZĞĐŽǀĞƌǇ&ƵŶĚ;^>&Z&Ϳ – ZĞĐĞŝǀĞĚĚŝƌĞĐƚůǇĨƌŽŵh^dƌĞĂƐƵƌǇ x &ĞĚĞƌĂůdƌĂŶƐƉŽƌƚĂƚŝŽŶŐĞŶĐǇ;&dͿ – WƵďůŝĐƚƌĂŶƐƉŽƌƚĂƚŝŽŶƚŽƉƌĞǀĞŶƚůĂǇŽĨĨƐĂŶĚ ƐĞǀĞƌĞĐƵƚƐƚŽƚƌĂŶƐŝƚƐĞƌǀŝĐĞƐ x ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚůŽĐŬ'ƌĂŶƚ;'– HOME) – WƌŽǀŝĚĞƐƵƉƉŽƌƚŝǀĞƐĞƌǀŝĐĞƐ ĂŶĚƐĂĨĞ͕ƐŽĐŝĂůůǇĚŝƐƚĂŶƚŚŽƵƐŝŶŐƐŽůƵƚŝŽŶƐ x Shuttered Venue Operators Grants – ^ŵĂůůƵƐŝŶĞƐƐĚŵŝŶŝƐƚƌĂƚŝŽŶKĨĨŝĐĞŽĨŝƐĂƐƚĞƌ ƐƐŝƐƚĂŶĐĞƉƌŽŐƌĂŵƚŽĂŝĚŚĂƌĚ-ŚŝƚǀĞŶƵĞƐ x ŶǀŝƌŽŶŵĞŶƚĂůWƌŽƚĞĐƚŝŽŶĐƚ ;WͿ– ŝƌƋƵĂůŝƚǇŵŽŶŝƚŽƌŝŶŐĂŶĚƉŽůůƵƚŝŽŶĐůĞĂŶƵƉ x /ŶƐƚŝƚƵƚĞŽĨDƵƐĞƵŵĂŶĚ>ŝďƌĂƌŝĞƐ – ǆƉĂŶĚĞĚ ĞĚƵĐĂƚŝŽŶĂŶĚǁĞůůŶĞƐƐƉƌŽŐƌĂŵ x TOTAL ARPA FUNDING TO-DATE: $40.45M ŝƚǇƐƚĂĨĨǁŝůůĐŽŶƚŝŶƵĞ ƚŽƉƵƌƐƵĞĂŶĚůĞǀĞƌĂŐĞŽƚŚĞƌ ĂǀĂŝůĂďůĞ ĨƵŶĚƐĨŽƌƌĞĐŽǀĞƌǇ͕ĂƐǁĞůůĂƐǁŽƌŬŝŶŐ ĐůŽƐĞůǇǁŝƚŚƉƵďůŝĐĂŶĚƉƌŝǀĂƚĞƌĞŐŝŽŶĂůƉĂƌƚŶĞƌƐƚŽĞǆƉůŽƌĞ ŝŶŶŽǀĂƚŝǀĞƐŽůƵƚŝŽŶƐ͘ ZKsZzd,D^ථΘKhdKD^ Looking Ahead: An eyes-wide-open view of a different future Ɛthe ĐŽŵŵƵŶŝƚǇůŽŽŬƐƚŽǁĂƌĚƚŚĞĨƵƚƵƌĞ͕ ĂŶŝŵƉŽƌƚĂŶƚƋƵĞƐƚŝŽŶůŽŽŵƐ͗,ŽǁĚŽĞƐ&ŽƌƚŽůůŝŶƐ heal from ƚŚĞƉĂŶĚĞŵŝĐĂŶĚŵŽǀĞĨŽƌǁĂƌĚƚŽƌĞďƵŝůĚďĞƚƚĞƌ͍ dŚĞĐĂƐĐĂĚŝŶŐŝŵƉĂĐƚƐŽĨƚŚĞƉĂŶĚĞŵŝĐŚĂǀĞƐŚŽǁŶƚŚĂƚǁhile ƚŚĞŝƚǇŽĨ&ŽƌƚŽůůŝŶƐŚĂƐŵĂĚĞƉƌŽŐƌĞƐƐ ƚŽ ĂĐŚŝĞǀĞ ƚŚĞ ŽďũĞĐƚŝǀĞ ŽĨ ďĞŝŶŐ ǁŽƌůĚ-class͕ ƚŚĞƌĞ ĂƌĞ ĂƌĞĂƐ ĂŶĚ ƉĞŽƉůĞ ŝŶthe ĐŽŵŵƵŶŝƚǇ ǁŚŽ ĞǆƉĞƌŝĞŶĐĞ&ŽƌƚŽůůŝŶƐǀĞƌǇĚŝĨĨĞƌĞŶƚůǇ͘dŚĞǇĂƌĞƐƚƌƵŐŐůŝŶŐ͕ůĂĐŬŝŶŐƐƚĂďŝůŝƚǇĂŶĚƐŽŵĞƚŝŵĞƐĚŽŶŽƚĨĞĞů ƚŚĞǇďĞůŽŶŐŽƌĂƌĞĞǀĞŶǁĞůĐŽŵĞ͘/ŶŽƌĚĞƌƚŽŵŽǀĞĨŽƌǁĂƌĚƚŽǁĂƌĚĂŵŽƌĞƌĞƐŝůŝĞŶƚĂŶĚŝŶĐůƵƐŝǀĞ ĨƵƚƵƌĞ͕ Page 19 of ϴϵ ATTACHMENT 2 Page 20 of ϴϵ ƚŚĞŝƚǇŵƵƐƚĂĐŬŶŽǁůĞĚŐĞƉĂƐƚƐŚŽƌƚĐŽŵŝŶŐƐĂŶĚƌĞĐŽŐŶŝǌĞƚŚĂƚŶŽƚĞǀĞƌǇŽŶĞŝŶƚŚĞĐŽŵŵƵŶŝƚǇĨĞĞůƐ ůŝŬĞƚŚĞǇďĞůŽŶŐŽƌŚĂƐƚŚĞƌĞƐŽƵƌĐĞƐƚŚĞǇŶĞĞĚƚŽƚŚƌŝǀĞ͘ǇĞŵďƌĂĐŝŶŐĂŐƌŽǁƚŚ-ŵŝŶĚƐĞƚ͕ƚŚĞŝƚǇĂŶĚ ĐŽŵŵƵŶŝƚǇĂƐĂǁŚŽůĞ ĐĂŶďĞŐŝŶƚŽƌĞĐŽŶĐŝůĞǁŝƚŚƚŚĞĐŚĂŶŐĞƐ that ŶĞĞĚƚŽŽĐĐƵƌƚŽŵŽǀĞĨŽƌǁĂƌĚ. dŚĞƌŽĂĚƚŽǁĂƌĚƌĞĐŽǀĞƌǇǁŝůůďĞĚŝĨĨŝĐƵůƚ͕ ŚŽǁĞǀĞƌ&ŽƌƚŽůůŝŶƐŚĂƐƚŚĞŽƉƉŽƌƚƵŶŝƚǇŶŽƚũƵƐƚƚŽďŽƵŶĐĞ ďĂĐŬƚŽǁŚĞƌĞŝƚǁĂƐƉƌĞ-ƉĂŶĚĞŵŝĐ͕ďƵƚƚŽďŽƵŶĐĞĨŽƌǁĂƌĚĂŶĚĐƌĞĂƚĞĂďĞƚƚĞƌ͕ŵŽƌĞƌĞƐŝůŝĞŶƚ͕ŝŶĐůƵƐŝǀĞ͕ ǀŝďƌĂŶƚĐŽŵŵƵŶŝƚǇ͘ĐŽŽƌĚŝŶĂƚĞĚ͕ĐŽůůĂďŽƌĂƚŝǀĞƌĞĐŽǀĞƌǇƉůĂŶĐĂŶƉƌŽǀŝĚĞƚŚĞĨƌĂŵĞǁŽƌŬĨŽƌĐŽŵŵƵŶŝƚǇ ĐŽŽƉĞƌĂƚŝŽŶ͘ hŶĚĞƌƐƚĂŶĚŝŶŐ ĂŶĚ ƌĞŵŽǀŝŶŐ ďĂƌƌŝĞƌƐ ƚŚĂƚ ŚŝŶĚĞƌ ĞĨĨŽƌƚƐ ƚŽǁĂƌĚƐ ŝŶĐůƵƐŝŽŶ͕ ŚĞĂůŝŶŐ͕ ƌĞƐŝůŝĞŶĐĞĂŶĚǀŝďƌĂŶĐǇǁŝůůďĞĞƐƐĞŶƚŝĂů͘ Ɛthe ĐŽŵŵƵŶŝƚǇĐŽŶƚŝŶƵĞƐƚŽŚĞĂůĨƌŽŵƚŚĞĞĨĨĞĐƚƐŽĨKs/-ϭϵ͕ŝƚŝƐŝŵƉŽƌƚĂŶƚƌĞƐŝĚĞŶƚƐĨĞĞůŝŶĐůƵĚed ĂŶĚǁĞůĐŽŵĞĚ͘dŚĞƉĂŶĚĞŵŝĐŚĂƐŚŝŐŚůŝŐŚƚĞĚĂŶĚĞǆĂĐĞƌďĂƚĞĚƚŚĞǀĂƌŝŽƵƐŝŶĞƋƵŝƚŝĞƐĂůƌĞĂĚǇƉƌĞƐĞŶƚŝŶ the ĐŽŵŵƵŶŝƚǇ͘/ŶƌĞĐŽŐŶŝƚŝŽŶŽĨƚŚŝƐ͕ ƚŚĞZĞĐŽǀĞƌǇWůĂŶŝƐĂůŝŐŶĞĚǁŝƚŚƚŚĞϮϬϮϬŝƚǇ^ƚƌĂƚĞŐŝĐWůĂŶ͛Ɛ ŽďũĞĐƚŝǀĞƚŽ͞ĂĚǀĂŶĐĞĞƋƵŝƚǇĨŽƌĂůů͕ůĞĂĚŝŶŐǁŝƚŚƌĂĐĞ͕ ƐŽƚŚĂƚĂƉĞƌƐŽŶ͛ƐŝĚĞŶƚŝƚǇŽƌŝĚĞŶƚŝƚŝĞƐŝƐŶŽƚĂ ƉƌĞĚŝĐƚŽƌŽĨŽƵƚĐŽŵĞƐ͘͟ >ĞĂĚŝŶŐǁŝƚŚĞƋƵŝƚǇŝŵƉĂĐƚƐďŽƚŚƚŚĞƉůĂŶŶŝŶŐƉƌŽĐĞƐƐĂŶĚƚŚĞPůĂŶ͛ƐŝŶƚĞŶĚĞĚ ŽƵƚĐŽŵĞƐ͘ŶĞŵƉŚĂƐŝƐŽŶƌĂĐŝĂůĚŝƐƉĂƌŝƚŝĞƐŝƐĂƐƚĂƌƚŝŶŐƉůĂĐĞĨŽƌŝŶĐůƵƐŝŽŶĂƐthe City ĞǆƉĂŶĚs ƚŽďƌŝŶŐŝŶ ƵŶĚĞƌƌĞƉƌĞƐĞŶƚĞĚĂŶĚĚŝƐƉƌŽƉŽƌƚŝŽŶĂƚĞůǇŝŵƉĂĐƚĞĚĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͘ dŚŝƐĂƉƉƌŽĂĐŚŝƐŝŶƚĞŶƚŝŽŶĂů ĂďŽƵƚĂĚĚƌĞƐƐŝŶŐďĂƌƌŝĞƌƐĂŶĚĚĞƐŝŐŶŝŶŐƐŽůƵƚŝŽŶƐŝŶĐŽůůĂďŽƌĂƚŝŽŶǁŝƚŚƚŚŽƐĞŵŽƐƚŝŵƉĂĐƚĞĚ͕ĞŶƐƵƌŝŶŐĂůů ĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐĐĂŶďĞŶĞĨŝƚ͕ƉĂƌƚŝĐŝƉĂƚĞ͕ĂŶĚŝŶĨůƵĞŶĐĞŽƵƚĐŽŵĞƐ͘ ĞŶƚĞƌŝŶŐrecovery ǁŽƌŬŝŶĞƋƵŝƚǇŝƐĂƉƌŽĐĞƐƐŽĨĐŽŶƚŝŶƵĂůŐƌŽǁƚŚ. /ƚ ĐŽŵĞƐǁŝƚŚĂŐƌĞĂƚĚĞĂůŽĨĐŚĂŶŐĞ ĂŶĚŵǇƌŝĂĚƚĞŶƐŝŽŶƐƚŽďĂůĂŶĐĞĂƐǁŽƌŬoccƵƌƐƚŽĂĐŚŝĞǀĞ ƚŚĞWůĂŶVŝƐŝŽŶ͘ ĞůŽǁĂƌĞ'ƵŝĚŝŶŐWƌŝŶĐŝƉůĞƐŐĞŶĞƌĂƚĞĚĂƐĂƌĞƐƵůƚŽĨĨĞĞĚďĂĐŬƌĞĐĞŝǀĞĚĨƌŽŵƚŚĞĐŽŵŵƵŶŝƚǇƚŚƌŽƵŐŚ ƉƵďůŝĐ ĞŶŐĂŐĞŵĞŶƚ͘ &ŽůůŽǁŝŶŐƚŚĞƐĞƉƌŝŶĐŝƉůĞƐŝƐŬĞǇƚŽĂĐŚŝĞǀĞƚŚĞǀŝƐŝŽŶĨŽƌƌĞĐŽǀĞƌǇ͘ dŚĞǇ ĂůƐŽ ŝŶĨŽƌŵĞĚƚŚĞĐƌĞĂƚŝŽŶŽĨ ƚŚĞZĞĐŽǀĞƌǇdŚĞŵĞƐĂŶĚKƵƚĐŽŵĞƐƉƌŽǀŝĚĞĚŝŶƚŚĞWůĂŶ͘dŚĞƐĞ'ƵŝĚŝŶŐ WƌŝŶĐŝƉůĞƐǁŝůůĂůƐŽďĞƵƐĞĚƚŽŐƵŝĚĞƉůĂŶŝŵƉůĞŵĞŶƚĂƚŝŽŶ͘ 1.EƋƵŝƚǇĂŶĚŝŶĐůƵƐŝŽŶĂƌĞĞŵďĞĚded ƚŚƌŽƵŐŚŽƵƚƚŚĞƌĞĐŽǀĞƌǇƉƌŽĐĞƐƐ͘ƐƚŚĞŝƚǇŵŽǀĞƐĨŽƌǁĂƌĚ ǁŝƚŚƚŚĞƌĞĐŽǀĞƌǇĞĨĨŽƌƚ͕ŝƚŝƐǀŝƚĂůƚŚĂƚƚŚĞƉƌŝŽƌŝƚŝǌĂƚŝŽŶŽĨƚŚĞƚŚĞŵĞƐ͕ŽƵƚĐŽŵĞƐĂŶĚŽďũĞĐƚŝǀĞƐ ŽƵƚůŝŶĞĚďĞůŽǁĂƌĞŝŶĨŽƌŵĞĚďǇƚŚĞǀŽŝĐĞƐŽĨthe diverse &ŽƌƚŽůůŝŶƐ ĐŽŵŵƵŶŝƚǇ͘DĂŶǇŽĨƚŚĞƉĞŽƉůĞ ŵŽƐƚŝŵƉĂĐƚĞĚĚƵƌŝŶŐƚŚĞƉĂŶĚĞŵŝĐǁĞƌĞƐƚƌƵŐŐůŝŶŐƚŽŵĞĞƚƚŚĞŝƌďĂƐŝĐŶĞĞĚƐďĞĨŽƌĞDĂƌĐŚϮϬϮϬ͘/ƚ ŝƐĐƌƵĐŝĂůƚŚĂƚƚŚŝƐƉůĂŶƌĞĐŽŐŶŝǌĞƐĂŶĚĂĚĚƌĞƐƐĞƐŚŽǁƚŽŝŶĐƌĞĂƐĞƐƚĂďŝůŝƚǇĨŽƌŝŶĚŝǀŝĚƵĂůƐĂŶĚĨĂŵŝůŝĞƐ ƚŚĂƚƐƚƌƵŐŐůĞĚƉƌĞ-ƉĂŶĚĞŵŝĐ͘ 2.ĐĐĞůĞƌĂƚĞƚŚĞŝƚǇ͛Ɛ ĐŽŵŵƵŶŝƚǇǀŝƐŝŽŶďǇůeveraging ĞǆŝƐƚŝŶŐƉůĂŶƐ, programs and partners. There ĂƌĞƐĞǀĞƌĂůƐƚƌĂƚĞŐŝĐƉůĂŶƐĂŶĚƉƌŽŐƌĂŵƐŝŶĞǆŝƐƚĞŶĐĞƚŚĂƚĂƌĞƐƚŝůůƌĞůĞǀĂŶƚĂŶĚŝŵƉĂĐƚĨƵů ƚŚƌŽƵŐŚƚŚĞ ůĞŶƐŽĨƌĞĐŽǀĞƌǇƚŽĚĂǇĂŶĚŝŶƚŚĞĨƵƚƵƌĞ. They ƐŚŽƵůĚŶŽƚďĞƌĞŝŶǀĞŶƚĞĚ͘/ŶƐƚĞĂĚ͕ ƌĞƐŽƵƌĐĞƐƐŚŽƵůĚďĞ leveraged to accelerate their ŽƵƚĐŽŵĞƐ͘ dŚĞ ŬĞǇ ĨŽƌ ŵĂŶǇ ŽĨ ƚŚĞƐĞ ƐƚƌĂƚĞŐŝĞƐ ŝƐ ůŝƐƚĞŶŝŶŐ ƚŽ͕ ƐƵƉƉŽƌƚŝŶŐ͕ĂŶĚĐŽ-ĐƌĞĂƚŝŶŐƐŽůƵƚŝŽŶƐǁŝƚŚďŽƚŚƚŚĞĐŽŵŵƵŶŝƚŝĞƐŵŽƐƚŝŵƉĂĐƚĞĚĂŶĚĐŽŵŵƵŶŝƚǇ ƉĂƌƚŶĞƌƐĂůƌĞĂĚǇůĞĂĚŝŶŐƐƵĐŚĞĨĨŽƌƚƐ͘ 3.A City that supports ũƵƐƚĂƐŵƵĐŚĂƐŝƚ leads. dŚĞŝƚǇĐĂŶĂŶĚƐŚŽƵůĚƉůĂǇĂƐƵƉƉŽƌƚŝǀĞƌŽůĞfor other ŽƌŐĂŶŝǌĂƚŝŽŶƐ͕ƐƚĂŬĞŚŽůĚĞƌƐ͕ďƵƐŝŶĞƐƐĞƐĂŶĚŝŶĚŝǀŝĚƵĂůƐƚŽůĞĂĚ ŽŶƐŽŵĞŽĨƚŚĞZĞĐŽǀĞƌǇdŚĞŵĞƐ͕ KƵƚĐŽŵĞƐ͕ĂŶĚKďũĞĐƚŝǀĞƐĞǆƉůŽƌĞĚŝŶƚŚĞWůĂŶ͘WŽǁĞƌƐŚĂƌŝŶŐǁŝƚŚĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐĂŶĚ ƐƚĂŬĞŚŽůĚĞƌƐĐĂŶŚĞůƉĐƌĞĂƚĞĂŵŽƌĞƌŽďƵƐƚĂŶĚĞƋƵŝƚĂďůĞĐŽŵŵƵŶŝƚǇ͘ŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐĂŶĚ ŽƚŚĞƌƐƚĂŬĞŚŽůĚĞƌƐŵĂǇďĞďĞƚƚĞƌƉůĂĐĞĚƚŽůĞĂĚŽŶƌĞĐŽǀĞƌǇĞĨĨŽƌƚƐ– ůŝŬĞƚŚŽƐĞǁŚŽƉƌŽǀŝĚĞŵĞŶƚĂů ŚĞĂůƚŚƐƵƉƉŽƌƚƐĞƌǀŝĐĞƐ͘DĂŶǇŽĨƚŚĞ ƉůĂŶƐƚƌĂƚĞŐŝĞƐǁŝůůƌĞƋƵŝƌĞƌĞƐŽƵƌĐŝŶŐǁŝƚŚƌĞĐŽǀĞƌǇ- and ůŽŶŐĞƌ- ATTACHMENT 2 Page 21 of ϴϵ ƚĞƌŵ ĨƵŶĚŝŶŐ͘ dŚĞ ZĞĐŽǀĞƌǇ WůĂŶ ĐŽƵůĚ ƉŝůŽƚ͕ ĞŶŚĂŶĐĞ Žƌ ĂĐĐĞůĞƌĂƚĞ ŽŶŐŽŝŶŐ ǁŽƌŬ ƚŽ ĂĚĚƌĞƐƐ ŝŶĞƋƵŝƚŝĞƐ͕ďƵŝůĚĐĂƉĂĐŝƚǇ͕ĂŶĚƐƵƐƚĂŝŶŵŽŵĞŶƚƵŵŽǀĞƌƚŝŵĞ͘ 4.ĞĚĂƚĂ- ĂŶĚĞǆƉĞƌŝĞŶĐĞ- driven. dŚĞƉƵƌƐƵŝƚŽĨƉĞƌĨĞĐƚŝŶĨŽƌŵĂƚŝŽŶĂŶĚĚĂƚĂƐŚŽƵůĚŶŽƚďĞĐŽŵĞƚŚĞ ĞŶĞŵǇŽĨĨŽƌǁĂƌĚŵŽƚŝŽŶ͘dŚĞƐƚƌƵĐƚƵƌĞĨŽƌĞŶŐĂŐŝŶŐŝŶƌĞĐŽǀĞƌǇƉůĂŶŶŝŶŐƐŚŽƵůĚĚĞǀĞůŽƉĨƌŽŵƚŚĞ ŐŽĂůƐ ŽĨ ƚŚĞ ƌĞĐŽǀĞƌǇ ƉƌŽĐĞƐƐ ŶŽƚ ǀŝĐĞ ǀĞƌƐĂ͘ Ž ŶŽƚ ůĞĂĚ ǁŝƚŚ ͚ƐŽůƵƚŝŽŶƐ͛͘ ^ĞĞŬ ƚŽ ŐĂƚŚĞƌ ĂŶĚ ƵŶĚĞƌƐƚĂŶĚůŝǀĞĚĞǆƉĞƌŝĞŶĐĞƐŝŶthe local ĐŽŵŵƵŶŝƚǇƐŽƚŚĂƚƚŚĞĚĂƚĂĚƌŝǀŝŶŐƐƚƌĂƚĞŐŝĞƐĂŶĚƚĂĐƚŝĐƐ ƚƌƵůǇƌĞĨůĞĐƚŝǀĞŽĨ&ŽƌƚŽůůŝŶƐ. /ŶĂĚĚŝƚŝŽŶ͕ƚŚĞƉƵƌƐƵŝƚŽĨƉĞƌĨĞĐƚŝŶĨŽƌŵĂƚŝŽŶĂŶĚĚĂƚĂƐŚŽƵůĚŶŽƚƐůŽǁ ĚŽǁŶ ƚŚĞ ƉƌŽŐƌĞƐƐ ŽĨ ƌĞĐŽǀĞƌǇ ĞĨĨŽƌƚƐ͘ hŶĚĞƌƐƚĂŶĚŝŶŐ ďĞƐƚ ƉƌĂĐƚŝĐĞƐ ;ƌĞŐŝŽŶĂůůǇ͕ ŶĂƚŝŽŶĂůůǇ͕ ŝŶƚĞƌŶĂƚŝŽŶĂůůǇͿ ĂŶĚůĞƐƐŽŶƐůĞĂƌŶĞĚĨƌŽŵŝŵƉůĞŵĞŶƚĂƚŝŽŶǁŝůůŚĞůƉŝĚĞŶƚŝĨǇĂŶĚŵŝƚŝŐĂƚĞƉŝƚĨĂůůƐ͘ 5.&ŽĐƵƐŽŶƌĞƐŝůŝĞŶĐĞďǇĂǀŽŝĚŝŶŐďĞŝŶŐƐŚŽƌƚ-sighted. ZĞƐŝůŝĞŶĐĞŝƐƚŚĞĐĂƉĂĐŝƚǇƚŽƉƌĞƉĂƌĞŚƵŵĂŶĂŶĚ ŶĂƚƵƌĂůƐǇƐƚĞŵƐƚŽƌĞƐƉŽŶĚĂŶĚĂĚĂƉƚƚŽĐŚĂŶŐĞƐĂŶĚĚŝƐƌƵƉƚŝŽŶƐŽĨǀĂƌŝŽƵƐƐĐĂůĞƐƚŚĂƚĂĨĨĞĐƚthe ĂďŝůŝƚǇƚŽƚŚƌŝǀĞ͘tŚŝůĞĂĚĚƌĞƐƐŝŶŐƐŚŽƌƚ-ƚĞƌŵŶĞĞĚƐŬĞĞƉůŽŶŐ-ƚĞƌŵŐŽĂůƐŝŶŵŝŶĚ͘&ŽĐƵƐŽŶďĂůĂŶĐŝŶŐ ƚŚĞŝŶƚĞƌĞƐƚs ŽĨďŽƚŚŶŽǁĂŶĚƚŚĞĨƵƚƵƌĞ͘EǆŝƐƚŝŶŐŝŶĞƋƵŝƚŝĞƐĞǆĂĐĞƌďĂƚĞĚďǇƚŚĞƉĂŶĚĞŵŝĐĂŶĚŽƚŚĞƌ ƉŽƚĞŶƚŝĂůĚŝƐƌƵƉƚŝŽŶƐmay ŽŶůǇďĞĨƵƌƚŚĞƌǁŝĚĞŶĞĚ ŝĨĂďĂůĂŶĐĞŝƐŶŽƚƐƚƌƵĐŬ. ƉƉƌŽĂĐŚĞƐ ƐŚŽƵůĚďĞ ƵŶĚĞƌƐƚŽŽĚĂŶĚƚƌĂŶƐůĂƚĞĚƐŽƚŚĂƚƚŚĞĐŽŵŵƵŶŝƚǇ ĐĂŶǁŝƚŚƐƚĂŶĚĨƵƚƵƌĞĞǀĞŶƚƐŵŽƌe effectively. 6.DĂŬĞƌĞĐŽǀĞƌǇĚĞĐŝƐŝŽŶƐǁŝƚŚƐƵƐƚĂŝŶĂďŝůŝƚǇŝŶŵŝŶĚ͘dŚĞĐŽŵŵƵŶŝƚǇďĞŶĞĨŝƚƐĨƌŽŵ ƚŚĞďĂůĂŶĐĞŽĨ ƐŽĐŝĂů͕ĞŶǀŝƌŽŶŵĞŶƚĂůĂŶĚĞĐŽŶŽŵŝĐĐŽŶƚƌŝďƵƚŝŽŶƐ;ƚŝƉůĞďŽƚƚŽŵůŝŶĞͿƚŽƚŚĞŽǀĞƌĂůůƋƵĂůŝƚǇŽĨůŝĨĞŝŶ &ŽƌƚŽůůŝŶƐ. ŶƐƵƌĞƚŚĂƚƐƵƐƚĂŝŶĂďŝůŝƚǇŝƐĨĂĐƚŽƌĞĚŝŶƚŽall ĚĞĐŝƐŝŽŶƐĨŽƌƌĞĐŽǀĞƌǇ͘<ĞĞƉŝŶŐƐƵƐƚĂŝŶĂďŝůŝƚǇ ĨƌŽŶƚ ŽĨ ŵŝŶĚ ŝƐ ŽĨ ƉĂƌĂŵŽƵŶƚ ŝŵƉŽƌƚĂŶĐĞ ƚŽ ĞŶƐƵƌĞ ƚŚĞ ĐŽŵŵƵŶŝƚǇ͛Ɛ ǀŝďƌĂŶƚ ĨƵƚƵƌĞ͘This is a ƐǇŵďŝŽƚŝĐƌĞůĂƚŝŽŶƐŚŝƉƚŚĂƚƌĞĐŽǀĞƌǇƌĞŝŶĨŽƌĐĞs. ^ƵŵŵĂƌǇŽĨZĞĐŽǀĞƌǇdŚĞŵĞƐĂŶĚKƵƚĐŽŵĞƐ ZĞĐŽǀĞƌǇdŚĞŵĞƐ ZĞĐŽǀĞƌǇKƵƚĐŽŵĞƐ 1. Health 1a. ^ƵƉƉŽƌƚĐůĞĂƌĂŶĚĞĨĨĞĐƚŝǀĞĐŽŵŵƵŶŝĐĂƚŝŽŶŽĨƉƵďůŝĐŚĞĂůƚŚŽƌĚĞƌƐ͘ ϭď͘ ŶŚĂŶĐĞĞĨĨŽƌƚƐƚŽĞŶƐƵƌĞďĂƐŝĐŶĞĞĚƐĂƌĞŵĞƚŝŶƚŚĞĐŽŵŵƵŶŝƚǇ͘ ϭĐ͘ DĞŶƚĂůĂŶĚƉŚǇƐŝĐĂůŚĞĂůƚŚŝƐǀĂůƵĞĚĂƐŶĞĐĞƐƐĂƌǇĂŶĚƉƌĞǀĞŶƚŝŽŶ-ďĂƐĞĚ͘ 2. Equity and Community ZĞƐŝůŝĞŶĐĞ 2a. &ŽƐƚĞƌĂƐĞŶƐĞŽĨďĞůŽŶŐŝŶŐĂŶĚĐŽŵŵƵŶŝƚǇƚƌƵƐƚ͘ Ϯď͘ ĐĐĞůĞƌĂƚĞƚŚĞŝƚǇ͛Ɛ,ŽƵƐŝŶŐ^ƚƌĂƚĞŐŝĐWůĂŶ͛ƐǀŝƐŝŽŶƚŚĂƚ͞ĞǀĞƌǇŽŶĞŚĂƐ ŚĞĂůƚŚǇ͕ƐƚĂďůĞŚŽƵƐŝŶŐƚŚĞǇĐĂŶĂĨĨŽƌĚ͘͟ ϮĐ͘ ǆƉĂŶĚĂŶĚůĞǀĞƌĂŐĞĞǆŝƐƚŝŶŐƉĂƌƚŶĞƌƐŚŝƉƐƚŽƋƵŝĐŬůǇĐŽŶŶĞĐƚƉĞŽƉůĞ ĞǆƉĞƌŝĞŶĐŝŶŐŚŽŵĞůĞƐƐŶĞƐƐ;W,ͿƚŽƌĞƐŽƵƌĐĞƐĂŶĚƐĞƌǀŝĐĞƐ͘ 3.ĐŽŶŽŵŝĐ ZĞĐŽǀĞƌǇ 3a͘^ŵĂůůďƵƐŝŶĞƐƐĞƐ͕ĐƌĞĂƚŝǀĞƐĂŶĚŶŽŶƉƌŽĨŝƚƐŚĂǀĞƚŚĞƌĞƐŽƵƌĐĞƐƚŚĞǇŶĞĞĚƚŽ thrive. ϯď͘ ^ĂĨĞĂŶĚƐƚĂďůĞĞŵƉůŽǇŵĞŶƚ͕ĐƵƌƌĞŶƚĂŶĚĨƵƚƵƌĞ͘ ϯĐ͘ ƋƵŝƚĂďůĞĂŶĚĂĨĨŽƌĚĂďůĞĐŚŝůĚĐĂƌĞŝƐĂĐĐĞƐƐŝďůĞ͘ 4. Environmental ZĞƐŝůŝĞŶĐĞ 4a. ŽŵŵŝƚƚŽĞŶǀŝƌŽŶŵĞŶƚĂůũƵƐƚŝĐĞĂŶĚƌĞƐŝůŝĞŶĐĞĂƐƌĞĨůĞĐƚĞĚŝŶKƵƌůŝŵĂƚĞ &ƵƚƵƌĞ͘ 4ď͘ ZĞƐŝůŝĞŶƚŝŶĨƌĂƐƚƌƵĐƚƵƌĞŝƐƌĞůŝĂďůĞĂŶĚĂĨĨŽƌĚĂďůĞ͘ ϰĐ͗ KƉĞŶƐƉĂĐĞĂŶĚŶĂƚƵƌĂůĂŵĞŶŝƚŝĞƐĂƌĞƚŚƌŝǀŝŶŐĂŶĚĂĐĐĞƐƐŝďůĞ͘ ATTACHMENT 2 IIn-Depth Themes & Outcomes ĞůŽǁŝƐĂĚĞƚĂŝůĞĚďƌĞĂŬĚŽǁŶŽĨƚŚĞZĞĐŽǀĞƌǇdŚĞŵĞƐĂŶĚKƵƚĐŽŵ ĞƐůŝƐƚĞĚŝŶƚŚĞƚĂďůĞĂďŽǀĞ͘ĚĚŝƚŝŽŶĂů ŝŶĨŽƌŵĂƚŝŽŶĂŶĚŶƵĂŶĐĞŝƐƉƌŽǀŝĚĞĚƵŶĚĞƌĞĂĐŚKƵƚĐŽŵĞǁŝƚŚƐƉĞĐŝĨŝĐKďũĞĐƚŝǀĞƐĂŶĚĐƚŝŽŶEĞĞĚĞĚ͘ &ƵƌƚŚĞƌĚĞƚĂŝůŝƐƉƌŽǀŝĚĞĚǁŝƚŚĐƚŝŽŶEĞĞĚĞĚƚŚĂƚĚĞƐĐƌŝďĞƐŝŶĂďƌŽĂĚƐĞŶƐĞǁŚĂƚŶĞǆƚƐƚĞƉƐĂƌĞŶĞĞĚĞĚ ƚŽĂĐŚŝĞǀĞƚŚĞKďũĞĐƚŝǀĞƐĂŶĚKƵƚĐŽŵĞ͘^ƉĞĐŝĨŝĐǆĂŵƉůĞ ĐƚŝŽŶƐƚŚĂƚĂůŝŐŶǁŝƚŚƚŚĞdŚĞŵĞƐ͕KƵƚĐŽŵĞƐ͕ ĂŶĚKďũĞĐƚŝǀĞƐĐĂŶďĞĨŽƵŶĚŝŶƉƉĞŶĚŝǆ͘/ƚƐŚŽƵůĚďĞŶŽƚĞĚƚŚĂƚƚŚĞŝŶĐůƵĚĞĚĂĐƚŝŽŶƐĂƌĞŽŶůǇ ĞǆĂŵƉůĞƐŽĨĂĐƚŝŽŶƐƚŚĂƚĐŽƵůĚďĞƚĂŬĞŶ͕ŶŽƚŶĞĐĞƐƐĂƌŝůǇƚŚĞĂĐƚŝŽŶƐƚŚĂƚǁŝůůďĞƚĂŬĞŶĂƐĂƌĞƐƵůƚŽĨƚŚŝƐ Plan. dŚŝƐĂƉƉƌŽĂĐŚǁĂƐĐŚŽƐĞŶĚƵĞƚŽƚŚĞĞǀĞƌ-ĐŚĂŶŐŝŶŐŶĂƚƵƌĞĂŶĚƵŶĐĞƌƚĂŝŶƚǇŽĨƚŚĞƉĂŶĚĞŵŝĐ͘EŽƚ ĐƌĞĂƚŝŶŐĂŶŽǀĞƌůǇƉƌĞƐĐƌŝƉƚŝǀĞ͕ĞǆŚĂƵƐƚŝǀĞůŝƐƚĂůƐŽĂůůŽǁƐŽƉƉŽƌƚƵŶŝƚŝĞƐƚŽďĞŶŝŵďůĞĂŶĚŝŶŶŽǀĂƚŝǀĞŝŶ ƌĞĐŽǀĞƌǇĂŶĚƐƵƉƉŽƌƚƚŚŽƐĞŵŽƐƚŝŵƉĂĐƚĞĚďǇƚŚĞƉĂŶĚĞŵŝĐ͘dŚƌŽƵŐŚŽƵƚƚŚĞdŚĞŵĞƐĂŶĚKƵƚĐŽŵĞƐ ƐĞĐƚŝŽŶ͕ƋƵŽƚĞƐĨƌŽŵƌĞƐŝĚĞŶƚƐĂŶĚďƵƐŝŶĞƐƐĞƐŚĂǀĞďĞĞŶŝŶĐůƵĚĞĚƚŽĞůĞǀĂƚĞƚŚĞĐŽŵŵƵŶŝƚǇǀŽŝĐĞĂŶĚ ŚŝŐŚůŝŐŚƚŚŽǁƉƵďůŝĐĞŶŐĂŐĞŵĞŶƚŝŶĨůƵĞŶĐĞĚƚŚĞWůĂŶ͘ Theme 1: Health ŽŵŵƵŶŝƚǇƌĞĐŽǀĞƌǇǁŝůůŶŽƚ͕ĂŶĚĐĂŶŶŽƚ͕ďĞŐŝŶƵŶƚŝůƉĞƌƐŽŶĂůƌĞĐŽǀĞƌǇŚĂƐƚĂŬĞŶƉůĂĐĞ͘dŚĞĐŽŵŵƵŶŝƚǇ͛Ɛ ďĂƐŝĐƉŚǇƐŝŽůŽŐŝĐĂůĂŶĚƐĂĨĞƚǇŶĞĞĚƐŵƵƐƚďĞŵĞƚĨŝƌƐƚďĞĨŽƌĞĂĚĚƌĞƐƐŝŶŐŽƚŚĞƌĂƐƉĞĐƚƐŽĨƌĞĐŽǀĞƌǇĂŶĚ ƌĞƐŝůŝĞŶĐĞ͘ ŝƐĐƵƐƐŝŽŶƐ ĂƌŽƵŶĚ ŐĞƚƚŝŶŐ ͞ďĂĐŬ ƚŽ ŶŽƌŵĂů͟ Ăƚ ƚŚĞďĞŐŝŶŶŝŶŐ ŽĨ ƚŚĞ ƉĂŶĚĞŵŝĐ ŚĂǀĞ trĂŶƐŝƚŝŽŶĞĚƚŽƚŚĞŝĚĞĂŽĨĂ͞ŶĞǁŶŽƌŵĂů͟ŝŶƐƚĞĂĚ͘ ůŽŶŐƐŝĚĞƚŚĞKs/-ϭϵƉĂŶĚĞŵŝĐ͕ 2020 ǁĂƐĂǇĞĂƌŽĨƵŶƉƌĞĐĞĚĞŶƚĞĚ ǁŝůĚĨŝƌĞƐĂŶĚ ĂŝƌƋƵĂůŝƚǇĞǆƚƌĞŵĞƐ͘ dŚĞKs/-ϭϵƉĂŶĚĞŵŝĐŚŝŐŚůŝŐŚƚĞĚƚŚĞŝŵƉŽƌƚĂŶĐĞŽĨƉƌŽƚĞĐƚŝŶŐƚŚŽƐĞǁŝƚŚ ƌĞƐƉŝƌĂƚŽƌǇŽƌĐĂƌĚŝĂĐŝƐƐƵĞƐ͕ ĂƐƚŚĞƐĞŝŶĚŝǀŝĚƵĂůƐĂƌĞƚŚĞŵŽƐƚƐƵƐĐĞƉƚŝďůĞƚŽďŽƚŚKs/-ϭϵĂŶĚĂŝƌƋƵĂůŝƚǇŝŵƉĂĐƚƐ͘ĂƌůǇŝŶϮϬϮϬ͕ stay- at-home orders led tŽƐŽŵĞŽĨƚŚĞĐůĞĂŶĞƐƚ ĂŝƌƋƵĂůŝƚǇ ĚĂǇƐŽŶƌĞĐŽƌĚŝŶϮϬǇĞĂƌƐ͕ůŝŬĞůǇĚƵĞƚŽĚĞĐƌĞĂƐĞƐ ŝŶǀĞŚŝĐůĞƵƐĞ͘/ŶĐŽŶƚƌĂƐƚ͕ĚƵƌŝŶŐƚŚĞ&ĂůůĂŶĚtŝŶƚĞƌ͕ůŽĐĂůĂŶĚƌĞŐŝŽŶĂůǁŝůĚĨŝƌĞƐůĞĚƚŽƐŽŵĞŽĨƚŚĞ ƉŽŽƌĞƐƚĂŝƌƋƵĂůŝƚǇŽŶƌĞĐŽƌĚ. WƵďůŝĐŚĞĂůƚŚŐƵŝĚĂŶĐĞƚŽĂĚĚƌĞƐƐƚŚĞƉĂŶĚĞŵŝĐŽĨƚĞŶĞŶĐŽƵƌĂŐĞƐďĞŝŶŐŽƵƚĚŽŽƌƐĚƵĞƚŽƉŽƚĞŶƚŝĂůŝŶĚŽŽƌ ǀĞŶƚŝůĂƚŝŽŶ ĐŚĂůůĞŶŐĞƐ ƚŚĂƚ ĐŽƵůĚ ůĞĂĚ ƚŽ ŝŶĐƌĞĂƐĞ Ks/-ϭϵ ĞǆƉŽƐƵƌĞ͘ ,ŽǁĞǀĞƌ͕ ĚƵĞ ƚŽ ǁŝůĚĨŝƌĞƐ ƚŚƌŽƵŐŚŽƵƚƚŚĞh͘^͘ŝŶϮϬϮϬ͕ŝŶĂĚĚŝƚŝŽŶƚŽĂŵĞƌŽŶWĞĂŬ&ŝƌĞŝŶ>ĂƌŝŵĞƌŽƵŶƚǇ͕ƉŽŽƌŽƵƚĚŽŽƌĂŝƌƋƵĂůŝƚǇ ĂŶĚŚĞĂǀǇƐŵŽŬĞĂŶĚĂƐŚĐƌĞĂƚĞĚ͞ĂĐƚŝŽŶĚĂǇĂůĞƌƚƐ͕͟ŵĞĂŶŝŶŐƚŚĞƉĂƌƚŝĐƵůĂƚĞŵĂƚƚĞƌĂŶĚŽǌŽŶĞŝŶƚŚĞ ĂŝƌǁĂƐƵŶŚĞĂůƚŚǇƚŽďƌĞĂƚŚĞĂŶĚƚŚĞĐŽŵŵƵŶŝƚǇǁĂƐĂƐŬĞĚƚŽůŝŵŝƚƚŚĞŝƌƚŝŵĞŽƵƚƐŝĚĞ͘dŚĞŽǀĞƌůĂƉŽĨƚŚĞ ƉĂŶĚĞŵŝĐĂŶĚďĂĚĂŝƌƋƵĂůŝƚǇŚĂĚŶĞŐĂƚŝǀĞŝŵƉĂĐƚƐŽŶďŽƚŚŵĞŶƚĂůĂŶĚƉŚǇƐŝĐĂůŚĞĂůƚŚ͘Ɛ &ŽƌƚŽůůŝŶƐ ĨĂĐĞƐĐŚĂůůĞŶŐĞƐƌĞůĂƚĞĚƚŽƉŽƉƵůĂƚŝŽŶŐƌŽǁƚŚĂŶĚĐůŝŵĂƚĞĐŚĂŶŐĞ͕ĐŽŶƚŝŶƵĞĚĞĨĨŽƌƚƐƚŽŵŝƚŝŐĂƚĞƚŚĞƐĞ ŝŵƉĂĐƚƐĂƌĞŶĞĐĞƐƐĂƌǇ. tŚĞŶĂƐŬĞĚĂďŽƵƚKs/-ϭϵƌĞĐŽǀĞƌǇ͕ĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐŚĂǀĞĐŽŶƐŝƐƚĞŶƚůǇ ŝŶĚŝĐĂƚĞĚƚŚĂƚƉŚǇƐŝĐĂůĂŶĚŵĞŶƚĂůǁĞůů-ďĞŝŶŐŝƐĂŚŝŐŚƉƌŝŽƌŝƚǇ͘ “[I’m experiencing] social isolation (about to give birth without the physical support from community because of the pandemic), grief from losing several family members to covid in the last year, inability to commemorate important milestones with family…” dŚĞƉĂŶĚĞŵŝĐŚĂƐŚĞŝŐŚƚĞŶĞĚƚŚĞƌŝƐŬĨĂĐƚŽƌƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚƉŽŽƌŵĞŶƚĂůŚĞĂůƚŚ– ƉŚǇƐŝĐĂů͕ƐŽĐŝĂůĂŶĚ ĨŝŶĂŶĐŝĂůƵŶĐĞƌƚĂŝŶƚǇ– ďƵƚŚĂƐĂůƐŽƐŚŝĨƚĞĚƚŚĞĐŽŶǀĞƌƐĂƚŝŽŶĂƌŽƵŶĚŵĞŶƚĂůŚĞĂůƚŚ͕ƌĞĚƵĐŝŶŐŝƚƐƐƚŝŐŵĂ͘ DĞŶƚĂů,ĞĂůƚŚŝŵƉĂĐƚs ĂůůĂƐƉĞĐƚƐŽĨůŝĨĞ͕ŝŶĐůƵĚŝŶŐƚŚĞĂďŝůŝƚǇƚŽƉƌŽǀŝĚĞĐĂƌĞĂŶĚǁŽƌŬ͘dŚŝƐƚŚĞŵĞĂƌĞĂ ƌĞĐŽŐŶŝǌĞƐƚŚĂƚƐƉĞĐŝĨŝĐƉŽƉƵůĂƚŝŽŶƐŚĂǀĞďĞĞŶĚŝƐƉƌŽƉŽƌƚŝŽŶĂƚĞůǇŝŵƉĂĐƚĞĚďǇƚŚĞƉĂŶĚĞŵŝĐĂŶĚŶĞĞĚ ĂĚĚŝƚŝŽŶĂůƐƵƉƉŽƌƚto ƐƵƌǀŝǀĞ ĂŶĚƚŚƌŝǀĞƌŝŐŚƚŶŽǁ ĂŶĚŝŶƚŽƚŚĞĨƵƚƵƌĞ͘ĚĚŝƚŝŽŶĂůůǇ͕ƚŚĞƌĞŝƐĂŚŝŐŚ ŶĞĞĚ Page 22 of ϴϵ ATTACHMENT 2 Page 23 of ϴϵ ŽĨŵĞŶƚĂůŚĞĂůƚŚƐƵƉƉŽƌƚ ĨŽƌũŽďƐƚŚĂƚĞǆƉŽƐĞĞŵƉůŽǇĞĞƐƚŽƚƌĂƵŵĂ͕ƐƵĐŚĂƐůĂǁĞŶĨŽƌĐĞŵĞŶƚ͕D^͕fire͕ ĂŶĚhealthcare͕ďƵƚĨĞǁƌĞƐŽƵƌĐĞƐĂǀĂŝůĂďůĞƚŽŚĞůƉƚŚĞŵ͘ “[The pandemic] reinforced the importance of providing services like healthcare to everyone regardless of employment.” RRECOVERY OUTCOME 1a. Support clear and effective communication of public health orders. Why a Priority for Recovery? ŽŵŵƵŶŝƚǇĞŶŐĂŐĞŵĞŶƚĐŽŶƐŝƐƚĞŶƚůǇƵŶĚĞƌƐĐŽƌĞĚŽŶŐŽŝŶŐĐŽŶĐĞƌŶƐĂďŽƵƚ ƉŽƚĞŶƚŝĂůŚĞĂůƚŚƌŝƐŬƐĂŶĚŝŵƉĂĐƚƐĨƌŽŵƚǇƉŝĐĂůĚĂŝůǇĂĐƚŝǀŝƚŝĞƐŝŶĐůƵĚŝŶŐƐŚŽƉƉŝŶŐ͕ǀŝƐŝƚŝŶŐƌĞƐƚĂƵƌĂŶƚƐ͕ ƉĂƌƚŝĐŝƉĂƚŝŶŐ ŝŶ ĐŽŵŵƵŶŝƚǇ ĂĐƚŝǀŝƚŝĞƐ͕ ĂƚƚĞŶĚŝŶŐ ĐƵůƚƵƌĂů ĞǀĞŶƚƐ͕ ĂŶĚ ďĞŝŶŐ ŽƵƚ ĂŶĚ ĂďŽƵƚ ŝŶ ƚŚĞ ĐŽŵŵƵŶŝƚǇ͘ ĞǀĞůŽƉŝŶŐ ĂŶĚ ĚĞůŝǀĞƌŝŶŐ ĐŽŶƐŝƐƚĞŶƚ ƉƵďůŝĐ ŚĞĂůƚŚ ŵĞƐƐĂŐŝŶŐ ƉƌŽǀŝĚĞƐ ĐůĂƌŝƚǇ ƚŽ ƚŚĞ ĐŽŵŵƵŶŝƚǇĂďŽƵƚƚŚĞĐƵƌƌĞŶƚƌŝƐŬůĞǀĞůĨƌŽŵƚŚĞǀŝƌƵƐ͕ĂůŽŶŐǁŝƚŚŽƚŚĞƌĚŝƐƌƵƉƚŝŽŶƐƐƵĐŚĂƐĂŝƌƋƵĂůŝƚǇ ŝŵƉĂĐƚƐĨƌŽŵǁŝůĚĨŝƌĞƐŵŽŬĞ͘ůĞĂƌ͕ĐŽŶƐŝƐƚĞŶƚŵĞƐƐĂŐŝŶŐŝƐŽŶĞŽĨƚŚĞŵŽƐƚĞĨĨĞĐƚŝǀĞŵĞĂƐƵƌĞƐĨŽƌ ŵŝƚŝŐĂƚŝŶŐƌŝƐŬĨŽƌƌĞƐŝĚĞŶƚƐĂŶĚďƵƐŝŶĞƐƐĞƐ͘ŶĂďůŝŶŐĂůůĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐƚŽŚĂǀĞƚŚĞŝŶĨŽƌŵĂƚŝŽŶ ƚŚĞǇŶĞĞĚƚŽƚĂŬĞĂƉƉƌŽƉƌŝĂƚĞĂĐƚŝŽŶŝŶĐƌĞĂƐĞƐƚŚĞŽǀĞƌĂůůĞĨĨĞĐƚŝǀĞŶĞƐƐŽĨĂŶǇŐŝǀĞŶƉƵďůŝĐŚĞĂůƚŚ ŵĞĂƐƵre. ZĞůŝĂďůĞĂŶĚƌĞŐƵůĂƌĚĂƚĂĂďŽƵƚƚŚĞƐƚĂƚƵƐ ŽĨƚŚĞǀŝƌƵƐĞŶĂďůĞƐƚŚĞďĞƐƚƌĞƐƉŽŶƐĞ͕ǁŚĞƚŚĞƌďǇƚŚĞůŽĐĂů ƉƵďůŝĐŚĞĂůƚŚƐǇƐƚĞŵ͕ŐŽǀĞƌŶŵĞŶƚ͕ŽƌƉƌŝǀĂƚĞĞŵƉůŽǇĞƌƐ͘ůĞĂƌĚĂƚĂďƵŝůĚƐĐŽŶĨŝĚĞŶĐĞ͕ǁŚŝĐŚŝƐĂĐĞŶƚƌĂů ŝŶƉƵƚƚŽĞĐŽŶŽŵŝĐŽƵƚĐŽŵĞƐ͘dŚĞƉĂŶĚĞŵŝĐƐŚŽŽŬƚŚĞĐŽŶĨŝĚĞŶĐĞŽĨďŽƚŚĐŽŶƐƵŵĞƌƐĂŶĚďƵƐŝŶĞƐƐĞƐŝŶ ƚŚĞƐƚĂďŝůŝƚǇŽĨƚŚĞůŽĐĂůĞĐŽŶŽŵǇ͕ĚŝƐƌƵƉƚŝŶŐƐƉĞŶĚŝŶŐŽŶŐŽŽĚƐĂŶĚƐĞƌǀŝĐĞƐ͘ŽŵŵĞƌĐĞǁŝůůƌĞŐĂŝŶŝƚƐ ĨŽŽƚŝŶŐĂƐƚŚĞƉƵďůŝĐƌĞŐĂŝŶƐŝƚƐĐŽŶĨŝĚĞŶĐĞ͘ZĞ-ŝŶƐƚŝůůŝŶŐĐŽŶĨŝĚĞŶĐĞĨŽƌďŽƚŚƚŚĞĐƵƐƚŽŵĞƌĂŶĚǁŽƌŬĨŽƌĐĞ comes ǁŚĞŶ ĨƵŶĐƚŝŽŶĂůďĂƌƌŝĞƌƐƚŽƌĞ-ĞŶŐĂŐĞŝŶƚŚĞĐŽŵŵƵŶŝƚǇĂŶĚůŽĐĂůĞĐŽŶŽŵǇ are removed͘ǀĞƌǇŽŶĞ ƐŚĂƌĞƐƌĞƐƉŽŶƐŝďŝůŝƚǇŝŶƌĞďƵŝůĚŝŶŐ ĐŽŶĨŝĚĞŶĐĞ– ŝŶĚŝǀŝĚƵĂůƐ͕ďƵƐŝŶĞƐƐĞƐ͕ŐŽǀĞƌŶŵĞŶƚ͕ŝŶƐƚŝƚƵƚŝŽŶƐ͕ĂŶĚ ĂƐƐŽĐŝĂƚŝŽŶƐ͘ “We have experienced a lot of loss financially due to taking safety precautions that the health department recommended…We spend about $50 a week on masks. Spent thousands on sanitizers and extra staff. Plus we have lost a lot of customers to enforce masks….We are essential workers who have gotten the brunt of rude customers and have feared for our safety at times…” KďũĞĐƚŝǀĞƐĨŽƌϭĂŝŶĐůƵĚĞ͗ o ^ŚĂƌĞĐůĞĂƌ͕ĐŽŶƐŝƐƚĞŶƚƉƵďůŝĐŚĞĂůƚŚŐƵŝĚĂŶĐĞ͘ o ŶƐƵƌĞĂĐĐĞƐƐĂŶĚĂǀĂŝůĂďŝůŝƚǇƚŽƉĞƌƐŽŶĂůƉƌŽƚĞĐƚŝǀĞĞƋƵŝƉŵĞŶƚ;WWͿĂŶĚKs/-19 tests. ĐƚŝŽŶŶĞĞĚĞĚĨŽƌϭĂƚŽďĞĂĐŚŝĞǀĞĚ͗ o ŽŽƌĚŝŶĂƚŝŽŶ ĂŵŽŶŐ ǀĂƌŝŽƵƐ ĐŽŵŵƵŶŝƚǇ ŽƌŐĂŶŝǌĂƚŝŽŶƐ ƚŽ ĞŶƐƵƌĞ ĐŽŶƐŝƐƚĞŶƚ ƉƵďůŝĐ ŚĞĂůƚŚ ŵĞƐƐĂŐŝŶŐ͕ŝŶĐůƵĚŝŶŐĂŵƉůĞƚŝŵĞƚŽƚƌĂŶƐůĂƚĞ͕ĐŽŵŵƵŶŝĐĂƚĞĂŶĚŝŵƉůĞŵĞŶƚ͘ o WƌŽǀŝĚĞĨƵŶĚŝŶŐĂŶĚŐƌĂŶƚƐƚŽŽƌŐĂŶŝǌĂƚŝŽŶƐĂŶĚŽƚŚĞƌƐƚŽĞŶƐƵƌĞĨƌĞĞŽƌƌĞĚƵĐĞĚĐŽƐƚĂĐĐĞƐƐƚŽ Ks/-19 tests. o ^ĐĂůĞƵƉƐĞƌǀŝĐĞƐĂŶĚĐĂƉĂĐŝƚǇŽĨĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐƚŽĞŶƐƵƌĞŶĞǁŵĞƚŚŽĚƐŽĨŽƵƚƌĞĂĐŚ ƚŽŝŶĐƌĞĂƐĞ ĂǁĂƌĞŶĞƐƐĂŶĚĂĐĐĞƐƐŝďŝůŝƚǇ͘ ATTACHMENT 2 Page 24 of ϴϵ “Everything is more difficult because of a lack of kindness and consideration. Every interaction is made more frustrating, folks don’t have time to “do the reading,” coordination and communication are more difficult.” RRECOVERY OUTCOME 1b. Enhance efforts to ensure basic needs are met in the community. Why a Priority for Recovery? ƚƚŚĞďĞŐŝŶŶŝŶŐŽĨƚŚĞƉĂŶĚĞŵŝĐ͕ƚŚĞĐŽŵŵƵŶŝƚǇůĞĂŶĞĚŚĞĂǀŝůǇŽŶĨĂŵŝůǇ͕ ŶĞŝŐŚďŽƌƐ͕ĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐĂŶĚůŽĐĂůŐŽǀĞƌŶŵĞŶƚƚŽƉƌŽǀŝĚĞƐĂĨĞƚǇŶĞƚƐ͘dŚĞƐƉƌĞĂĚŽĨKs/- ϭϵĂĐƚĞĚĂƐĂŵĂŐŶŝĨǇŝŶŐŐůĂƐƐ͕ƐŚŝŶŝŶŐĂůŝŐŚƚŽŶƉƌĞ-ĞǆŝƐƚŝŶŐŝŶĞƋƵŝƚŝĞƐŝŶ ƚŚĞĐŽŵŵƵŶŝƚǇ– ĂŶĚĨƵƌƚŚĞƌ ĞǆĂĐĞƌďĂƚŝŶŐƚŚĞŵ͘ĂƐŝĐŶĞĞĚƐĨŽƌƚŚŝƐƉůĂŶĂƌĞĚĞĨŝŶĞĚĂƐŚŽƵƐŝŶŐ͕ƵƚŝůŝƚŝĞƐ͕ĨŽŽĚ͕ŵĞĚŝĐĂůĐĂƌĞĂŶĚ ŵŽďŝůŝƚǇ͘ DŽďŝůŝƚǇŝƐĚĞĨŝŶĞĚĂƐƚŚĞĂďŝůŝƚǇƚŽŵŽǀĞŽƌďĞŵŽǀĞĚĨƌĞĞůǇĂŶĚĞĂƐŝůǇ͘ĐĐĞƐƐƚŽĚĞƉĞŶĚĂďůĞ͕ĂĨĨŽƌĚĂďůĞ ƚƌĂŶƐƉŽƌƚĂƚŝŽŶ;ƚƌĂŝůƐ͕ďŝŬĞƐĂŶĚďƵƐƐĞƐͿŝƐǀŝƚĂůĨŽƌƚŚĞĐŽŵŵƵŶŝƚǇ͛ƐĂďŝůŝƚǇƚŽŐĞƚƚŽĞƐƐĞŶƚŝĂůƐĞƌǀŝĐĞƐ͕ ƉƌŽĚƵĐƚƐ ĂŶĚ ƉůĂĐĞƐ͘ /ƚ ŝƐ ŶŽƚ ũƵƐƚ ĨƵŶĚŝŶŐ ĨŽƌ ƉƵďůŝĐ ƚƌĂŶƐŝƚ͕ďƵƚĂďƌŽĂĚĞƌƵŶĚĞƌƐƚĂŶĚŝŶŐŽĨŚŽǁ ƚƌĂŶƐƉŽƌƚĂƚŝŽŶĂĐĐĞƐƐĐĂŶƉƌŽŵŽƚĞŚĞĂůƚŚ͕ƐĂĨĞƚǇĂŶĚĞĐŽŶŽŵŝĐŽƉƉŽƌƚƵŶŝƚǇ͕ǁŚŝůĞƌĞĚƵĐŝŶŐĐŽŶŐĞƐƚŝŽŶƐ ĂŶĚĞŵŝƐƐŝŽŶƐƚŚĂƚĂĨĨĞĐƚĂŝƌƋƵĂůŝƚǇ. KƌŐĂŶŝǌĂƚŝŽŶƐƉůĂǇĂǀŝƚĂůƌŽůĞŝŶĞŶƐƵƌŝŶŐďĂƐŝĐŶĞĞĚƐare ŵĞƚǁŚŝůĞƐƵƉƉŽƌƚŝŶŐĐŽŵŵƵŶŝƚǇĐŽŶŶĞĐƚŝŽŶ͘ ƵƌŝŶŐƚŚĞƉĂŶĚĞŵŝĐ͕ĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐͬŶŽŶƉƌŽĨŝƚƐŚĂǀĞƐƵƉƉŽƌƚĞĚĨĂŵŝůŝĞƐ͕ƚŚĞǁŽƌŬĨŽƌĐĞĂŶĚ ďƵƐŝŶĞƐƐĞƐ ƚŽ ƉƌŽǀŝĚĞ ƵŶŵĞƚ ŶĞĞĚƐ ĂŶĚ ĞǆƉĂŶĚ ƚŚĞŝƌ ĐƌŝƚĞƌŝĂ ĨŽƌ ĂƐƐŝƐƚĂŶĐĞ͘ /Ŷ ĞƐƐĞŶĐĞ͕ ƚŚĞƐĞ ŽƌŐĂŶŝǌĂƚŝŽŶƐƐƚĞƉƉĞĚƵƉƚŽƚŚĞĨƌŽŶƚůŝŶĞŝŶƵŶƉƌĞĐĞĚĞŶƚĞĚǁĂǇƐ͘ ĚĚŝƚŝŽŶĂůůǇ͕Ks/-ϭϵŚĂƐŚĂĚĂĐƌƵƐŚŝŶŐŝŵƉĂĐƚŽŶƚŚĞŶŽŶƉƌŽĨŝƚƐĞĐƚŽƌǁŚŝĐŚĞŵƉůŽǇƐĂďŽƵƚϭϰйŽĨ ƚŚĞh͘^͘ǁŽƌŬĨŽƌĐĞ͘ŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐĂƌĞĚĞĂůŝŶŐǁŝƚŚƐŬǇƌŽĐŬĞƚŝŶŐƌĞƋƵĞƐƚƐĨŽƌĂƐƐŝƐƚĂŶĐĞĨŽƌ ďĂƐŝĐŶĞĞĚƐƐƵĐŚĂƐĨŽŽĚ͕ŚŽƵƐŝŶŐĂŶĚĐŽƵŶƐĞůŝŶŐǁŚŝůĞĂůƐŽĞǆƉĞƌŝĞŶĐŝŶŐĂĚƌŽƉŝŶĚŽŶĂƚŝŽŶƐĂŶĚĐĂsh ƌĞƐĞƌǀĞƐ͘dŚŽƐĞƚŚĞǇƐĞƌǀĞĂƌĞƐƚŝůůŝŶĚŝƌĞŶĞĞĚ͕ĂŶĚƚŚĞƌĞƐŽƵƌĐĞƐ– ŝŶĐůƵĚŝŶŐƐƚĂĨĨĐĂƉĂĐŝƚǇ– ĂƌĞŶŽƚ ĂůǁĂǇƐĞŶŽƵŐŚ͘/ŶŽƌĚĞƌĨŽƌƚŚĞƐĞŽƌŐĂŶŝǌĂƚŝŽŶƐƚŽĐŽŶƚŝŶƵĞƚŽŚĞůƉƚŚŽƐĞŝŶŶĞĞĚ͕ƚŚĞǇŵƵƐƚŚĂǀĞĂĐĐĞƐƐ ƚŽĂĚĞƋƵĂƚĞƌĞƐŽƵƌĐĞƐ. “The need for affordable housing, food, and taking care of our community members that need help because they may not have family or friends to help them has become a much more obvious issue [to me.] The economy and health risks have hurt these people that were already hurting before the pandemic. This is an emergency now.” KďũĞĐƚŝǀĞƐĨŽƌϭďŝŶĐůƵĚĞ͗ o ^ƚƌĞŶŐƚŚĞŶŶŽŶƉƌŽĨŝƚƐĂŶĚŽƚŚĞƌĞǆŝƐƚŝŶŐŶĞƚǁŽƌŬƐƚŚĂƚƉƌŽǀŝĚĞĞƐƐĞŶƚŝĂůŶĞĞĚƐƚŽƚŚŽƐĞŵŽƐƚ ǀƵůŶĞƌĂďůĞŝŶ&ŽƌƚŽůůŝŶƐ͘ o /ŵƉƌŽǀĞĂŝƌƋƵĂůŝƚǇĨŽƌĂůůĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͕ĞƐƉĞĐŝĂůůǇŚŝƐƚŽƌŝĐĂůůǇƵŶĚĞƌƐĞƌǀĞĚŐƌŽƵƉƐĂŶĚ ĂĚĂƉƚƚŽĂŝƌƋƵĂůŝƚǇŝŵƉĂĐƚƐǁĞĐĂŶŶŽƚĐŽŶƚƌŽů;Ğ͘Ő͕͘ĞŵŝƐƐŝŽŶƐĨƌŽŵǁŝůĚĨŝƌĞƐͿ͘ o /ŶĐƌĞĂƐĞĂĐĐĞƐƐƚŽŵƵůƚŝƉůĞŵŽĚĞƐŽĨƚƌĂŶƐƉŽƌƚĂƚŝŽŶ͘ ĐƚŝŽŶŶĞĞĚĞĚĨŽƌϭďƚŽďĞĂĐŚŝĞǀĞĚ͗ o WƌŽǀŝĚĞĨƵŶĚŝŶŐĂŶĚŐƌĂŶƚƐƚŽŽƌŐĂŶŝǌĂƚŝŽŶƐĂŶĚŽƚŚĞƌƐƚŽƐƵƉƉŽƌƚĨƌĞĞŽƌƌĞĚƵĐĞĚĐŽƐƚĂĐĐĞƐƐƚŽ services. ATTACHMENT 2 o ^ĐĂůĞƵƉƐĞƌǀŝĐĞƐĂŶĚĐĂƉĂĐŝƚǇŽĨĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐƚŽĞŶƐƵƌĞŶĞǁŵĞƚŚŽĚƐŽĨŽƵƚƌĞĂĐŚ ĨŽƌŝŶĐƌĞĂƐĞĚĂǁĂƌĞŶĞƐƐĂŶĚĂĐĐĞƐƐŝďŝůŝƚǇ͘ o ZĞƐƚŽƌĞ ĞǆŝƐƚŝŶŐ ƐĞƌǀŝĐĞƐ ĂŶĚ ĐŽŶƚŝŶƵĞ ĞǆƉĂŶƐŝŽŶ ŽĨ ƐĞƌǀŝĐĞƐ ƚŽ ĞŶƐƵƌĞ ĂĐĐĞƐƐ ƚŽ ŶĞĐĞƐƐĂƌǇ services ĂŶĚƵŶĚĞƌƐĞƌǀĞĚĂƌĞĂƐ͘ o ǆƉĂŶĚƉƌŽŐƌĂŵƐƚŚĂƚŝŵƉƌŽǀĞŝŶĚŽŽƌĂŶĚŽƵƚĚŽŽƌĂŝƌƋƵĂůŝƚǇĨŽƌĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͕ŝŶĐůƵĚŝŶŐ ŝŶĐƌĞĂƐŝŶŐůŽĐĂůŵŽŶŝƚŽƌŝŶŐĂŶĚŵĞƐƐĂŐŝŶŐƌĞŐĂƌĚŝŶŐƉŽŽƌĂŝƌƋƵĂůŝƚǇĂůĞƌƚƐ͘ “Families are getting hit financially from all directions - soaring health care costs, food prices, gas, housing prices, child care, etc. Where to even begin?” RRECOVERY OUTCOME 1c. Mental and physical health is valued as necessary and prevention-based. Why a Priority for Recovery? dŚĞĐŽƐƚŽĨƚŚĞƉĂŶĚĞŵŝĐĐĂŶďĞŵĞĂƐƵƌĞĚŝŶůŝǀĞƐůŽƐƚ͕ũŽďƐůŽƐƚĂŶĚƌĞǀĞŶƵĞ ĚƌŽƉƐ͕ŚŽǁĞǀĞƌƚŚĞŚƵŵĂŶĐŽƐƚƐŽĨƚŚĞƉĂŶĚĞŵŝĐĂƌĞĞƋƵĂůůǇŝŵƉŽƌƚĂŶƚ– ĂŶĚŵŽƌĞĚŝĨĨŝĐƵůƚƚŽĂƐƐĞƐƐ͘ dŚĞĐŽŵŵƵŶŝƚǇ͛ƐŵĞŶƚĂůǁĞůů-ďĞŝŶŐŚĂƐďĞĞŶĚĞĞƉůǇŝŵƉĂĐƚĞĚ͕ĂŶĚŝƚǁŝůůƚĂŬĞƚŝŵĞĂŶĚƌĞƐŽƵƌĐĞƐƚŽŚĞĂů͘ tĞůůďĞĨŽƌĞƚŚĞƉĂŶĚĞŵŝĐ͕ŵĞŶƚĂůĂŶĚďĞŚĂǀŝŽƌĂůŚĞĂůƚŚŝƐƐƵĞƐǁĞƌĞŝŶĐƌĞĂƐŝŶŐ͘EŽǁ͕ŵŽƌĞƉĞŽƉůĞƚŚĂŶ ĞǀĞƌďĞĨŽƌĞŚĂǀĞĨůĂŐŐĞĚƚŚĞŽŶŐŽŝŶŐŶĞĞĚĨŽƌŵĞŶƚĂůŚĞĂůƚŚƐĞƌǀŝĐĞƐĂŶĚƐƵƉƉŽƌƚ͘dŚŝƐĚĞ-ƐƚŝŐŵĂƚŝǌĂƚŝŽŶ oĨŵĞŶƚĂůŚĞĂůƚŚŚĂƐŚŝŐŚůŝŐŚƚĞĚƚŚĞĚŝǀĞƌƐŝƚǇŽĨŶĞĞĚƐ͕ŝĚĞŶƚŝĨŝĐĂƚŝŽŶŽĨďĂƌƌŝĞƌƐƚŽĐĂƌĞ͕ĂŶĚƚŚĞŐĂƉƐŝŶ ƐĞƌǀŝĐĞĂǀĂŝůĂďŝůŝƚǇ͘/ŶƚŚĞŽůŽƌĂĚŽ,ĞĂůƚŚ&ŽƵŶĚĂƚŝŽŶWŽůů͛ƐϮϬϮϭZĞƐƵůƚƐ4F 5͕ϲϯйŽĨ>ĂƌŝŵĞƌͬtĞůĚŽƵŶƚǇ ƌĞƐƉŽŶĚĞŶƚƐŚĂǀĞƐĂŝĚƚŚĂƚŵĞŶƚĂůŚĞĂůƚŚŝƐĂƐĞƌŝŽƵƐƉƌŽďůĞŵ͕ďƵƚŽŶůǇϮϵйŚĂǀĞƚĂůŬĞĚƚŽĂŚĞĂůƚŚ ƉƌŽĨĞƐƐŝŽŶĂů͘ ĚĚŝƚŝŽŶĂůůǇ͕ƚŚĞƉĂŶĚĞŵŝĐŚĂƐŚŝŐŚůŝŐŚƚĞĚƚŚĞŐĂƉƐŝŶĂǀĂŝůĂďůĞƉƌŽǀŝĚĞƌƐĂŶĚƚŚĞƉĂƚŚǁĂǇƐƚŽĂĐĐĞƐƐ ƚŚŽƐĞǁŝƚŚ ƉƌŽƉĞƌƚƌĂŝŶŝŶŐƚŽƐƵƉƉŽƌƚƐƉĞĐŝĨŝĐƉŽƉƵůĂƚŝŽŶƐƐƵĐŚĂƐǇŽƵƚŚ͕>ĂƚŝŶǆͬ,ŝƐƉĂŶŝĐ͕>'dY/н͕ĨŝƌƐƚ ƌĞƐƉŽŶĚĞƌƐĂŶĚŽƚŚĞƌĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͘dŚĞƐĞŐƌŽƵƉƐŚĂǀĞƐĞĞŶĚŝƐƉƌŽƉŽƌƚŝŽŶĂƚĞŝŵƉĂĐƚƐƚŽŵĞŶƚĂů ǁĞůů-ďĞŝŶŐƚŚƌŽƵŐŚŽƵƚƚŚĞƉĂŶĚĞŵŝĐ͘dŚĞŶĞĞĚĨŽƌĂĚĚŝƚŝŽŶĂůƌĞƐŽƵƌĐĞƐ͕ŵŽƌĞƉƌŽǀŝĚĞƌƐ͕ĂŶĚƉƌŽǀŝĚĞƌƐ ǁŝƚŚĂŐƌĞĂƚĞƌĚŝǀĞƌƐŝƚǇŽĨƚƌĂŝŶŝŶŐĂŶĚďĂĐŬŐƌŽƵŶĚƐƚŽƐĞƌǀĞƚŚŽƐĞŝŶŶĞĞĚŝƐĐůĞĂƌĂŶĚǁŝůůĐŽŶƚŝŶƵĞƚŽ ǁŽƌƐĞŶŝŶƚŚĞĨƵƚƵƌĞŝĨŶŽƚĂĚĚƌĞƐƐĞĚ͘ “There needs to be expanded access to mental health services…Providers are overwhelmed and spaces are limited, especially those services outside of traditional work hours. There has to be some relief…None of us are doing okay.” KďũĞĐƚŝǀĞƐĨŽƌϭĐŝŶĐůƵĚĞ͗ o ŶƐƵƌĞĂĐĐĞƐƐĂŶĚĂĨĨŽƌĚĂďŝůŝƚǇƚŽůŽĐĂůŵĞŶƚĂůĂŶĚďĞŚĂǀŝŽƌĂůŚĞĂůƚŚƐĞƌǀŝĐĞƐ͕ŝŶĐůƵĚŝŶŐƚŚŽƐĞŝŶ ŶĞĞĚŽĨďŝůŝŶŐƵĂů͕ŵƵůƚŝĐƵůƚƵƌĂůƉƌŽǀŝĚĞƌƐ͘ o ǆƉĂŶĚŽƉƉŽƌƚƵŶŝƚŝĞƐĂŶĚůŽǁĞƌďĂƌƌŝĞƌƐĨŽƌƉƵďůŝĐĂĐĐĞƐƐƚŽĐƵůƚƵƌĂůĞǆƉĞƌŝĞŶĐĞƐĂŶĚǀĞŶƵĞƐ͘ ĐƚŝŽŶŶĞĞĚĞĚĨŽƌϭĐƚŽďĞĂĐŚŝĞǀĞĚ͗ o ŽŽƌĚŝŶĂƚŝŽŶĂŵŽŶŐǀĂƌŝŽƵƐĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐƚŽ ƐĐĂůĞƵƉŽƌĐƌĞĂƚĞŶĞǁƚǇƉĞƐŽĨƐĞƌǀŝĐĞƐ ;ďŽƚŚǁŚĂƚŝƐƉƌŽǀŝĚĞĚĂŶĚǁŚŽŝƐƉƌŽǀŝĚŝŶŐͿ͘ o WƌŽǀŝĚĞĨƵŶĚŝŶŐĂŶĚŐƌĂŶƚƐƚŽŽƌŐĂŶŝǌĂƚŝŽŶƐĂŶĚŽƚŚĞƌƐƚŽĞŶƐƵƌĞĨƌĞĞŽƌƌĞĚƵĐĞĚĐŽƐƚĂĐĐĞƐƐƚŽ services. 5 ŚƚƚƉƐ͗ͬͬǁǁǁ͘ĐŽƉƵůƐĞƉŽůů͘ŽƌŐͬƌĞƐƵůƚƐ Page 25 of ϴϵ ATTACHMENT 2 Page 26 of ϴϵ o ^ĐĂůĞƵƉƐĞƌǀŝĐĞƐĂŶĚĐĂƉĂĐŝƚǇŽĨĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐƚŽĞŶƐƵƌĞŶĞǁŵĞƚŚŽĚƐŽĨŽƵƚƌĞĂĐŚ ƚŽŝŶĐƌĞĂƐĞ ĂǁĂƌĞŶĞƐƐĂŶĚĂĐĐĞƐƐŝďŝůŝƚǇ͘ o ŽůůĂďŽƌĂƚĞǁŝƚŚĞĚƵĐĂƚŝŽŶĂůƉĂƌƚŶĞƌƐƚŽŽĨĨĞƌůŽǁ-ĐŽƐƚƉĂƚŚǁĂǇƐĨŽƌƚŚŽƐĞƐĞĞŬŝŶŐĐĂƌĞĞƌƐŝŶ ŵĞŶƚĂůĂŶĚďĞŚĂǀŝŽƌĂůŚĞĂůƚŚ͕ƐƉĞĐŝĨŝĐĂůůǇƚŚŽƐĞŚŝƐƚŽƌŝĐĂůůǇƵŶĚĞƌƌĞƉƌĞƐĞŶƚĞĚĂŶĚƵŶĚĞƌƐĞƌved. “[Fund] peer run services such as Alliance for Suicide prevention’s veterans group, NOCO Splash, Alternatives to Suicide, the Yarrow Collective, PSD mental health trainings and intervention, the Willow Collective maternal + early childhood mental health, etc. Research indicates that these investments are high reward, low-cost and most likely to reach the groups most at risk of suicide/mental health distress but who are least likely to utilize traditional services.” TTheme 2: Equity and Community Resilience /ŶƚŚĞďĞŐŝŶŶŝŶŐŽĨƚŚĞƉĂŶĚĞŵŝĐ͕ŶĞŝŐŚďŽƌƐĂŶĚĐŽŵŵƵŶŝƚŝĞƐŝŶƚŚĞŝƚǇƉƵůůĞĚƚŽŐĞƚŚĞƌ͕ŽĨĨĞƌŝŶŐƐƵƉƉŽƌƚ ĂŶĚƐŽůŝĚĂƌŝƚǇƚŽĞĂĐŚŽƚŚĞƌ͘,ŽǁĞǀĞƌƚŚĞƉĂŶĚĞŵŝĐŚĂƐŐŽŶĞŽŶ͕ĂŶĚƉĞŽƉůĞŐĞƚƚŝƌĞĚĂŶĚŽǀĞƌǁŚĞůŵĞĚ͘ WĞŽƉůĞĂƌĞŐƌŝĞǀŝŶŐ͕ŚƵƌƚ͕ƐƚƌĞƐƐĞĚĂŶĚŶĞĞĚŽĨƐƵƉƉŽƌƚ͘dŚĞŐŽĂůŝƐŶŽƚƚŽƌĞďƵŝůĚŽƌďƵŝůĚďĂĐŬďĞƚƚĞƌ;ĂƐ ŝƐŽĨƚĞŶƐĂŝĚͿďƵƚƚŽbuild community͕ŝŶĂůůƐĞŶƐĞŽĨƚŚĞǁŽƌĚ͘dŚŝƐĞŶƚĂŝůƐĂĐŽŵŵƵŶŝƚǇ-ůĞĚƌĞĐŽǀĞƌǇǁŚĞƌĞ ůŝǀĞƐ͕ĐŽŶŶĞĐƚŝŽŶ͕ƐŽĐŝĂůĐĂƉŝƚĂůĂŶĚǀŝďƌĂŶĐǇŽĨƉůĂĐĞĂƌĞƐƚƌ ĞŶŐƚŚĞŶĞĚ͘ďƐĞŶƚƚŚŝƐ͕ŽƚŚĞƌƐĐĂŶĨĞĞůĨƵƌƚŚĞƌ ĚŝƐĐŽŶŶĞĐƚĞĚĂŶĚĚŝƐĞŶĨƌĂŶĐŚŝƐĞĚ͘ RECOVERY OUTCOME 2a. Foster a sense of belonging and community trust. Why a Priority for Recovery? ŽŵŵƵŶŝƚǇ ŝŶ &Žƌƚ ŽůůŝŶƐ ŚĂƐ ĐŽŶƐŝƐƚĞŶƚůǇ ďĞĞŶ ĚĞĨŝŶĞĚ ďǇ ǁŚĂƚƚŚĞ ĚŽŵŝŶĂŶƚĐƵůƚƵƌĞĚĞƐĐƌŝďĞƐĂƐďĞƐƚĨŝƚĨŽƌƚŚĞŵ͘dŚĞŝƚǇĚĞĨŝŶĞƐ͞ŽŵŝŶĂŶƚƵůƚƵƌĞ͟ĂƐŽŶĞƚŚĂƚŝƐĂďůĞ͕ ƚŚƌŽƵŐŚĞĐŽŶŽŵŝĐŽƌƉŽůŝƚŝĐĂůƉŽǁĞƌ͕ƚŽŝŵƉŽƐĞŝƚƐǀĂůƵĞƐ͕ůĂŶŐƵĂŐĞ͕ĂŶĚǁĂǇƐŽĨďĞŚĂǀŝŶŐǁŝƚŚŝŶĂ ƉŽůŝƚŝĐĂůŽƌƐŽĐŝĂůĞŶƚŝƚǇ;ĂĐŝƚǇĨŽƌĞǆĂŵƉůĞͿŝŶǁŚŝĐŚŵƵůƚŝƉůĞĐƵůƚƵƌĞƐĂƌĞƉƌĞƐĞŶƚ͘dŚŝƐŽĨƚĞŶĐŽŵĞƐĂƚ ƚŚĞĞǆƉĞŶƐĞŽĨ /WK ĐŽŵŵƵŶŝƚŝĞƐ͕ƉĞŽƉůĞǁŝƚŚĚŝƐĂďŝůŝƚŝĞƐ͕ĞůĚĞƌůǇĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͕ƉĞŽƉůĞǁŚŽ ŝĚĞŶƚŝĨǇĂƐ>'dY/н͕ĐŽŵŵƵŶŝƚŝĞƐĚĞǀĞůŽƉŝŶŐƚŚĞŝƌŶŐůŝƐŚůĂŶŐƵĂŐĞƐŬŝůůƐ͕ĂŶĚĐŽŵŵƵŶŝƚŝĞƐŽĨĚŝǀĞƌƐĞ ƌĞůŝŐŝŽƵƐĐŽŵŵŝƚŵĞŶƚĂƌĞƚŚŽƐĞŵŽƐƚŝŵƉĂĐƚĞĚďǇĞĐŽůŽŐŝĐĂů͕ĞĐŽŶŽŵŝĐĂŶĚĚĞŵŽĐƌĂƚŝĐĐƌŝƐĞƐ͘ ŵŽŶŐ ƚŚŽƐĞ ŵŽƐƚ ŝŵƉĂĐƚĞĚ͕ ƚŚĞƌĞ ŝƐ ƉĂƌƚŝĐƵůĂƌ ŶĞĞĚ ĨŽƌ ĞŵƉŚĂƐŝƐŽŶƉĞŽƉůĞŽĨĐŽůŽƌǁŚŽĂƌĞ ƌĞĨƵŐĞĞƐͬŝŵŵŝŐƌĂŶƚƐĂŶĚͬŽƌŝĚĞŶƚŝĨǇĂƐďĞŝŶŐĂƉĂƌƚŽĨ>'dY/нĐŽŵŵƵŶŝƚŝĞƐ͘dŽƌĞĐŽǀĞƌ͕ŝƚŝƐŝŵƉŽƌƚĂŶƚ ƚŽĂĐŬŶŽǁůĞĚŐĞĂŶĚĂĐƚƚŽĂĚĚƌĞƐƐ ƚŚĞ ŶĞĞĚ ƚŽ ƉŽůŝƚŝĐĂůůǇ ĂŶĚ ĨŝŶĂŶĐŝĂůůǇ ƐƵƉƉŽƌƚ ƉŚǇƐŝĐĂů ĂŶĚ ƉƐǇĐŚŽůŽŐŝĐĂů ƐĂĨĞ ƐƉĂĐĞƐ ďƵŝůƚ ďǇ ĂŶĚ ĨŽƌ ĐŽŵŵƵŶŝƚŝĞƐ ŽĨ ĐŽůŽƌĂŶĚŽƚŚĞƌŚŝƐƚŽƌŝĐĂlly ƵŶĚĞƌƐĞƌǀĞĚ ĐŽŵŵƵŶŝƚŝĞƐǁŚĞƌĞƚŚĞǇĐĂŶĐŽŶŶĞĐƚĂŶĚŝĚĞŶƚŝĨǇ͕ĂƵƚŚĞŶƚŝĐĂůůǇĞǆƉƌĞƐƐŝĚĞŶƚŝƚŝĞƐ͕ ƚŚƌŝǀĞĂŶĚůĞĂĚ ŝŶ ĐƌĞĂƚŝŶŐĂŚĞĂůŝŶŐƉůĂĐĞĂŶĚƐĞŶƐĞŽĨďĞůŽŶŐŝŶŐ͘ “While the City of Fort Collins saying, ‘Estoy aqui; I am here’ to the Latinx community may appear like a small, perhaps insignificant first step, this gesture of inclusion is identified by the interviewees as significant…the community feels assured that their City leaders have their backs...” KďũĞĐƚŝǀĞƐĨŽƌϮĂŝŶĐůƵĚĞ͗ o Foster ĂĐƵůƚƵƌĞŽĨďĞůŽŶŐŝŶŐ͘ o ^ƵƉƉŽƌƚŶĞŝŐŚďŽƌŚŽŽĚ-ĚƌŝǀĞŶƌĞƐŝůŝĞŶĐĞǁŚŝůĞĂůƐŽŝŵƉƌŽǀŝŶŐƐŽĐŝĂůĐĂƉŝƚĂůĂŶĚĐĂƉĂĐŝƚǇ͘ ATTACHMENT 2 o ĐĐĞůĞƌĂƚĞƚŚĞ&ŽŽƌĞĂƚĞƐƌƚƐĂŶĚƵůƚƵƌĞDĂƐƚĞƌWůĂŶ͕'ŽĂůϭ– /ŶĐůƵƐŝŽŶĂŶĚƋƵŝƚǇ͘ o ,ŝŐŚůŝŐŚƚŝŶŐ^ƚƌĂƚĞŐǇϭ͘ϮWƌŽŵŽƚĞĂŶĚŝŶĐƌĞĂƐĞƚŚĞǀŝƐŝďŝůŝƚǇĂŶĚƐƵƉport of the diverse ĐƵůƚƵƌĂůĂƌƚŝƐƚƐĂŶĚŽƌŐĂŶŝǌĂƚŝŽŶƐŝŶ&ŽƌƚŽůůŝŶƐ͘5F 6 o ŽĚĞƐŝŐŶŵƵůƚŝĐƵůƚƵƌĂůĂĐƚŝǀŝƚŝĞƐĂŶĚŐĞŶĞƌĂƚŝǀĞƐƉĂĐĞƐĨŽƌŝŵƉƌŽǀĞĚĂĐĐĞƐƐĂŶĚŽƉƉŽƌƚƵŶŝƚŝĞƐ͘ ĐƚŝŽŶŶĞĞĚĞĚĨŽƌϮĂƚŽďĞĂĐŚŝĞǀĞĚ͗ o WƌŽǀŝĚĞĨƵŶĚŝŶŐĂŶĚŐƌĂŶƚƉƌŽĐĞƐƐƚŽŽƌŐĂŶŝǌĂƚŝŽŶƐ ĂŶĚŶĞŝŐŚďŽƌŚŽŽĚƐƚŚĂƚƐƵƉƉŽƌƚĐŽŵŵƵŶŝƚǇ- ůĞĚƉƌŽũĞĐƚƐ͘ o ZĞǀŝĞǁĂŶĚƌĞŵŽǀĞŝƚǇƉŽůŝĐŝĞƐĂŶĚƉƌŽĐĞĚƵƌĞƐƚŚĂƚĐƌĞĂƚĞďĂƌƌŝĞƌƐƚŽĨƵůůƉĂƌƚŝĐŝƉĂƚŝŽŶ͘ o ŽŽƌĚŝŶĂƚŝŽŶĂŵŽŶŐǀĂƌŝŽƵƐĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐĂŶĚƋƵŝƚǇΘ/ŶĐůƵƐŝŽŶKĨĨŝĐĞƚŽƵƚŝůŝǌĞĂŶĚ ŝŵƉƌŽǀĞƚŚĞĐŽŵŵƵŶŝƚǇ͛ƐĞƋƵŝƚǇƌĞƐŽƵƌĐĞƐ͕ŝŶĐůƵĚŝŶŐďƵŝůĚŝŶŐĐĂƉĂĐŝƚǇĂŶĚƉƌŽǀŝĚŝŶŐƚƌĂŝŶŝŶŐ ŶĞĞĚĞĚƚŽďĞƚƚĞƌĐĞŶƚĞƌƐŽůƵƚŝŽŶƐŝŶĞƋƵŝƚǇ͘ “[We need] funding for grassroots community organizations run by and for the groups most affected by the pandemic (Black, Latinx, low-income, disabled, psychiatric survivors, LGBTQIA+)…These groups best know what their communities need, and can multiply the impact of even small amounts of money more than large scale spending.” RRECOVERY OUTCOME 2b. Accelerate the City’s Housing Strategic Plan’s vision that “everyone has healthy, stable housing they can afford.” Why a Priority for Recovery? ,ŽƵƐŝŶŐĂĨĨŽƌĚĂďŝůŝƚǇŝƐĂŬĞǇĞůĞŵĞŶƚŽĨĐŽŵŵƵŶŝƚǇůŝǀĂďŝůŝƚǇ͘,ĂǀŝŶŐĂ ŚĞĂůƚŚǇ͕ƐƚĂďůĞ͕ĂĨĨŽƌĚĂďůĞƉůĂĐĞƚŽůŝǀĞŝŵƉĂĐƚƐƉĞŽƉůĞ͛ƐƉŚǇƐŝĐĂůĂŶĚŵĞŶƚĂůŚĞĂůƚŚ͕ƌĞƐŝůŝĞŶĐĞƚŽůŝĨĞ͛Ɛ ĐŚĂůůĞŶŐĞƐ͕ĂŶĚĞĐŽŶŽŵŝĐŵŽďŝůŝƚǇ͘ƐƚŚĞĐŽŵŵƵŶŝƚǇĐŽŶƚŝŶƵĞƐƚŽŐƌŽǁ͕ŵĂŶǇ ƉĞŽƉůĞĂƌĞƐƚƌƵŐŐůŝŶŐƚŽ ĂĨĨŽƌĚƐƚĂďůĞ͕ŚĞĂůƚŚǇŚŽƵƐŝŶŐŝŶ&ŽƌƚŽůůŝŶƐ͘EĞĂƌůǇϲϬйŽĨƌĞŶƚĞƌƐĂŶĚϮϬйŽĨŚŽŵĞŽǁŶĞƌƐĂƌĞĐŽƐƚ- ďƵƌĚĞŶĞĚ͕ƐƉĞŶĚŝŶŐƚŚĞŵĂũŽƌŝƚǇŽĨƚŚĞŝƌŝŶĐŽŵĞŽŶƚŚĞŝƌŚŽƵƐŝŶŐ͘&ƵƌƚŚĞƌŵŽƌĞ͕ůŽĐĂů/WKĐŽŵŵƵŶŝƚǇ ŵĞŵďĞƌƐ ĂŶĚůŽǁ-ŝŶĐŽŵĞŚŽƵƐĞŚŽůĚƐĂƌĞĚŝƐƉƌŽƉŽƌƚŝŽŶĂƚĞůǇŝŵƉĂĐƚĞĚ—ƚŚĞƐĞĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐĂƌĞ ĞǆƉĞƌŝĞŶĐŝŶŐůŽǁĞƌŚŽŵĞŽǁŶĞƌƐŚŝƉƌĂƚĞƐ͕ůŽǁĞƌŝŶĐŽŵĞůĞǀĞůƐ͕ĂŶĚŚŝŐŚĞƌƌĂƚĞƐŽĨƉŽǀĞƌƚǇ͘dŚĞ,ŽƵƐŝŶŐ ^ƚƌĂƚĞŐŝĐWůĂŶǁĂƐĚĞǀĞůŽƉĞĚŝŶƚŚĞŵŝĚƐƚŽĨƚŚĞKs/-ϭϵŐůŽďĂůƉĂŶĚĞŵŝĐ͕ĂŶĚƚŚĞƌĞƐƵůƚŝŶŐŚĞĂůƚŚĂŶĚ ĞĐŽŶŽŵŝĐĐƌŝƐŝƐĂŶĚƉƵďůŝĐŚĞĂůƚŚƌĞƐƚƌŝĐƚŝŽŶƐŚĂǀĞĨƵƌƚŚĞƌĞǆƉŽƐĞĚĂŶĚŝŶĐƌĞĂƐĞĚƉƌĞ-ĞǆŝƐƚŝŶŐŝŶĞƋƵŝƚŝĞƐ ŝŶŚŽƵƐŝŶŐ͕ĞŵƉůŽǇŵĞŶƚ͕ĂŶĚŚĞĂůƚŚ͘EŽǁ͕ŵŽƌĞƚŚĂŶĞǀĞƌ͕ƚŚĞŚŽƵƐŝŶŐŶĞĞĚƐŝŶ&ŽƌƚŽůůŝŶƐĂƌĞĐƌŝƚŝĐĂů ĂŶĚƵƌŐĞŶƚ͘dŚĞĚĞǀĞůŽƉŵĞŶƚŽĨ ƚŚŝƐ,ŽƵƐŝŶŐ^ƚƌĂƚĞŐŝĐWůĂŶǁĂƐĂƉƌŝŽƌŝƚǇďĞĨŽƌĞƚŚĞƉĂŶĚĞŵŝĐĂŶĚŚĂƐ ďĞĐŽŵĞ ĞǀĞŶ ŵŽƌĞ ŝŵƉŽƌƚĂŶƚ ƚŽ ĂĚŽƉƚ ĂŶĚ ĂƉƉůǇ ĂƐ ƚŚĞ ƉƵďůŝĐ ŚĞĂůƚŚ ĞŵĞƌŐĞŶĐǇ ƚŚĂƚ ŝƐ ĚŝƐƉƌŽƉŽƌƚŝŽŶĂƚĞůǇŝŵƉĂĐƚŝŶŐ/WKĂŶĚůŽǁ-ŝŶĐŽŵĞŚŽƵƐĞŚŽůĚƐƉĞƌƐŝƐƚƐ͘ “To have a diverse and resilient community we need more people to have access to housing.... I don’t know if it’s subsidized housing, new developments aimed at mixed income, or utilizing now-defunct office space but we need to make this city affordable.” ^ƚĂďůĞĂŶĚƐĂĨĞŚŽƵƐŝŶŐŝŶĐůƵĚĞƚŚĞĨƵůůƐƉĞĐƚƌƵŵĨƌŽŵƚŚŽƐĞĞǆƉĞƌŝĞŶĐŝŶŐŚŽŵĞůĞƐƐŶĞƐƐ͕ŶĞĂƌ-ŚŽŵĞůĞƐƐ͕ ƌĞŶƚĞƌƐƚŽŚŽŵĞŽǁŶĞƌƐ͘ KďũĞĐƚŝǀĞƐĨŽƌϮďŝŶĐůƵĚĞ͗ o WƌĞƐĞƌǀĞĞǆŝƐƚŝŶŐĂĨĨŽƌĚĂďůĞŚŽƵƐŝŶŐ͘6F 7 6 &ŽŽƌĞĂƚĞƐƌƚƐĂŶĚƵůƚƵƌĞDĂƐƚĞƌWůĂŶϮϬϭϵ͕'ŽĂůϭ͕^ƚƌĂƚĞŐŝĞƐϭ͘ϮĂŶĚϭ͘ϯ 7 ŝƚǇŽĨ&ŽƌƚŽůůŝŶƐ,ŽƵƐŝŶŐ^ƚƌĂƚĞŐŝĐWůĂŶϮϬϮϭ͕WƌŝŽƌŝƚŝǌĞĚ^ƚƌĂƚĞŐǇϳ͕ϵ͕ϮϮ͕Ϯϰ͕Ϯϲ Page 27 of ϴϵ ATTACHMENT 2 o /ŶĐƌĞĂƐĞŚŽƵƐŝŶŐƐƵƉƉůǇ͕ĂĨĨŽƌĚĂďŝůŝƚǇ͕ĚŝǀĞƌƐŝƚǇ͕ĂŶĚĐŚŽŝĐĞďǇϭϬйŽĨŽǀĞƌĂůůŚŽƵƐŝŶŐƐƚŽĐŬďǇ 2040.7F 8 o /ŶĐƌĞĂƐĞŚŽƵƐŝŶŐƐƚĂďŝůŝƚǇĂŶĚƌĞŶƚĞƌƉƌŽƚĞĐƚŝŽŶƐ͘8F 9 ĐƚŝŽŶŶĞĞĚĞĚĨŽƌϮďƚŽďĞĂĐŚŝĞǀĞĚ͗ o WƌŽǀŝĚĞĨƵŶĚŝŶŐĂŶĚŐƌĂŶƚƉƌŽĐĞƐƐƚŽŽƌŐĂŶŝǌĂƚŝŽŶƐƚŚĂƚƐƵƉƉŽƌƚƚŚĞƐƉĞĐƚƌƵŵŽĨŚŽƵƐŝŶŐ;ƚŚŽƐĞ ĞǆƉĞƌŝĞŶĐŝŶŐŚŽŵĞůĞƐƐŶĞƐƐƚŽƌĞŶƚĞƌƐƚŽŚŽŵĞŽǁŶĞƌƐͿ͘ o ^ƵƉƉŽƌƚƉƌŽŐƌĂŵƐƐƵĐŚĂƐƵƚŝůŝƚǇůĂƚĞƉĂǇŵĞŶƚĂƐƐŝƐƚĂŶĐĞ͕ƌĞŶƚĂůŽƌŵŽƌƚŐĂŐĞĂƐƐŝƐƚĂŶĐĞĂŶĚ ĞǀŝĐƚŝŽŶůĞŐĂůĂƐƐŝƐƚĂŶĐĞĨŽƌƚŚŽƐĞŝŵƉĂĐƚĞĚĚŝƌĞĐƚůǇŽƌŝŶĚŝƌĞĐƚůǇďǇKs/-19. RRECOVERY OUTCOME 2c. Expand and leverage existing partnerships to quickly connect people experiencing homelessness (PEH) to resources and services. Why a Priority for Recovery? /ŶĐƌĞĂƐĞĚŚŽŵĞůĞƐƐŶĞƐƐŝŶŝƚŝĂƚŝǀĞƐĂŶĚƐĞƌǀŝĐĞƐĂƌĞĐƌƵĐŝĂůĨŽƌůŽŶŐ-term ƐƵƉƉŽƌƚŽĨƉĞŽƉůĞĞǆƉĞƌŝĞŶĐŝŶŐŚŽŵĞůĞƐƐŶĞƐƐ;W,ͿĂŶĚŚŽƵƐŝŶŐŝŶƐĞĐƵƌŝƚǇŝŶ&ŽƌƚŽůůŝŶƐ͘ĐĐŽƌĚŝŶŐƚŽ ƚŚĞ,ĞĂůƚŚŝƐƚƌŝĐƚŽĨEŽƌƚŚĞƌŶ>ĂƌŝŵĞƌŽƵŶƚǇ͕͞DĞƚƌŽĞŶǀĞƌŝƐƌĞƉŽƌƚŝŶŐĂϰϬйŝŶĐƌĞĂƐĞŝŶƵƚŝůŝǌĂƚŝŽŶ ŽĨĞŵĞƌŐĞŶĐǇƐŚĞůƚĞƌƐĐŽŵƉĂƌŝŶŐϮϬϮϬƚŽϮϬϮϭ͕ĂŶĚĂϵϵйŝŶĐƌĞĂƐĞŝŶƉĞŽƉůĞŶĞǁůǇďĞĐŽŵŝŶŐƵŶŚŽƵƐĞĚ͟ ĂŶĚƐŝŵŝůĂƌƚƌĞŶĚƐĂƌĞďĞŝŶŐƐĞĞŶƚŚƌŽƵŐŚŽƵƚƚŚĞĐŽƵŶƚƌǇ͘,ŽŵĞůĞƐƐŶĞƐƐƐŚŽƵůĚďĞƌĂƌĞ͕ďƌŝĞĨĂŶĚŶŽŶ- ƌĞĐƵƌƌŝŶŐ͘dŚŝƐƌĞƋƵŝƌĞƐŝŶŶŽǀĂƚŝŽŶĂŶĚĐĂƐĞŵĂŶĂŐĞŵĞŶƚĐĂƉĂĐŝƚǇƚŽĚĞƉůŽǇǁƌĂƉ-ĂƌŽƵŶĚƐĞƌǀŝĐĞƐƚŽĂŝĚ ƉĞŽƉůĞĞǆƉĞƌŝĞŶĐŝŶŐŚŽŵĞůĞƐƐŶĞƐƐ͘ ƵƌƌĞŶƚůǇ͕ƉĂƌƚŶĞƌŽƌŐĂŶŝǌĂƚŝŽŶƐĂƌĞƐĞĞŝŶŐĂŶŝŶĐƌĞĂƐĞŝŶ ĚĞŵĂŶĚĨŽƌ ƐĞƌǀŝĐĞƐĂŶĚƌĞƐŽƵƌĐĞŶĂǀŝŐĂƚŝŽŶ ŶĞĞĚƐďƵƚĂƌĞŶŽƚĂďůĞƚŽĨƵůůǇŵĞĞƚƚŚŽƐĞŶĞĞĚƐĚƵĞƚŽ ƐƚĂĨĨŝŶŐĐŽŶƐƚƌĂŝŶƚƐ;ƐƚĂĨĨŝŶŐĐŽƐƚĂŶĚƐŚŽƌƚĂŐĞƐͿ͘ WĞŽƉůĞ ĞǆƉĞƌŝĞŶĐŝŶŐ ŚŽŵĞůĞƐƐŶĞƐƐ ;W,Ϳ ĂŶĚ ƚŚĞ ĞŵĞƌŐĞŶĐǇ ƐŚĞůƚĞƌ ƉƌŽǀŝĚĞƌƐ ŚĂǀĞ ďĞĞŶ ĚŝƐƉƌŽƉŽƌƚŝŽŶĂƚĞůǇŝŵƉĂĐƚĞĚďǇKs/-ϭϵ͘ƵĞƚŽƐŚĞůƚĞƌĐĂƉĂĐŝƚǇĐŽŶƐƚƌĂŝŶƚƐĂŶĚĂǀĂŝůĂďŝůŝƚǇŽĨŶŽŶ- ĐŽŶŐƌĞŐĂƚĞƌŽŽŵƐ ĨŽƌŝƐŽůĂƚŝŽŶ͕ƐŽŵĞW,ƐŚĂǀĞďĞĞŶƚƵƌŶĞĚĂǁĂǇĨƌŽŵŽǀĞƌŶŝŐŚƚƐŚĞůƚĞƌƐ͘ĚĚŝƚŝŽŶĂůůǇ͕ ĐŽŵŵƵŶŝƚǇƉĂƌƚŶĞƌƐĂƌĞƌĞƉŽƌƚŝŶŐůŽŶŐǁĂŝƚƚŝŵĞƐĨŽƌW,ƐƚŽĂĐĐĞƐƐĂƉƉŽŝŶƚŵĞŶƚƐǁŝƚŚ a ƉƌŽǀŝĚĞƌ͘DŽƐƚ ŝŵƉŽƌƚĂŶƚůǇ͕ ŚŽŵĞůĞƐƐŶĞƐƐ ĂŶĚ ŚŽƵƐŝŶŐ ŝŶƐƚĂďŝůŝƚǇ ĚŝƐƉƌŽƉŽƌƚŝŽŶĂƚĞly impacts /WK ĐŽŵŵƵŶŝƚǇ ŵĞŵďĞƌƐ͕ƚŚŽƐĞĨƌŽŵůŽǁĞƌŝŶĐŽŵĞŚŽƵƐĞŚŽůĚƐ͕ƉĞŽƉůĞǁŝƚŚƐƵďƐƚĂŶĐĞƵƐĞĚŝƐŽƌĚĞƌƐĂŶĚŵĞŶƚĂůŝůůŶĞƐƐ͕ ĂŶĚŽƚŚĞƌŚŝƐƚŽƌŝĐĂůůǇƵŶĚĞƌƐĞƌǀĞĚŐƌŽƵƉƐ͘ƵƌŝŶŐƚŚĞƉĂŶĚĞŵŝĐ͕ƚŚĞƐĞĚŝƐƉĂƌŝƚŝĞƐŚĂǀĞǁŝĚĞŶĞĚ͘ “Larimer county has many very low income persons who are unable to access housing and transportation. There are not sufficient community supports to keep them from worsening health, preventing them from homelessness, or both.” KďũĞĐƚŝǀĞƐĨŽƌϮĐŝŶĐůƵĚĞ͗ o ǆƉĂŶĚĨƵŶĚŝŶŐƚŽĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐƚŚĂƚŽƉĞƌĂƚĞƉƌŽŐƌĂŵƐĂŶĚƐĞƌǀŝĐĞƐƚŚĂƚƐƵƉƉŽƌƚ PEHs. o ĐĐĞůĞƌĂƚĞƉůĂŶƐĨŽƌĂϮϰͬϳƐŚĞůƚĞƌĨŽƌƚŚŽƐĞĞǆƉĞƌŝĞŶĐŝŶŐŚŽŵĞůĞƐƐŶĞƐƐ͘ o ^ƵƉƉŽƌƚƌĞŐŝŽŶĂůƐŽůƵƚŝŽŶƐƐƵĐŚĂƐƚŚĞEŽƌƚŚĞƌŶŽůŽƌĂĚŽŽŶƚŝŶƵƵŵŽĨĂƌĞĂŶĚŽŽƌĚŝŶĂƚĞĚ ƐƐĞƐƐŵĞŶƚĂŶĚ ,ŽƵƐŝŶŐWůĂĐĞŵĞŶƚ^ǇƐƚĞŵƚŚƌŽƵŐŚĨƵŶĚŝŶŐĂŶĚůĞĂĚĞƌƐŚŝƉ͘ ĐƚŝŽŶŶĞĞĚĞĚĨŽƌϮĐ ƚŽďĞĂĐŚŝĞǀĞĚ͗ o WƌŽǀŝĚĞ ĨƵŶĚŝŶŐ ĂŶĚ ŐƌĂŶƚ ƉƌŽĐĞƐƐ ƚŽ ŽƌŐĂŶŝǌĂƚŝŽŶƐ ƚŚĂƚ ƐƵƉƉŽƌƚ ĐŽŵŵƵŶŝƚǇ ŵĞŵďĞƌƐ ĞǆƉĞƌŝĞŶĐŝŶŐŚŽŵĞůĞƐƐŶĞƐƐ͘ 8 ŝƚǇŽĨ&ŽƌƚŽůůŝŶƐ,ŽƵƐŝŶŐ^ƚƌĂƚĞŐŝĐWůĂŶϮϬϮϭ͕WƌŝŽƌŝƚŝǌĞĚ^ƚƌĂƚĞŐǇϭϬ 9 City of &ŽƌƚŽůůŝŶƐ,ŽƵƐŝŶŐ^ƚƌĂƚĞŐŝĐWůĂŶϮϬϮϭ͕WƌŝŽƌŝƚŝǌĞĚ^ƚƌĂƚĞŐǇϮϱ Page 28 of ϴϵ ATTACHMENT 2 Page 29 of ϴϵ o 'ƌŽǁƚŚĞƉŝƉĞůŝŶĞŽĨĐĂƐĞŵĂŶĂŐĞŵĞŶƚƐƚĂĨĨŝŶŐ͘ o ^ƵƉƉŽƌƚƉƌŽŐƌĂŵƐƐƵĐŚĂƐƵƚŝůŝƚǇůĂƚĞƉĂǇŵĞŶƚĂƐƐŝƐƚĂŶĐĞ͕ƌĞŶƚĂůŽƌŵŽƌƚŐĂŐĞĂƐƐŝƐƚĂŶĐĞĂŶĚ ĞǀŝĐƚŝŽŶƉƌŽƚĞĐƚŝŽŶƐĞƌǀŝĐĞƐƚŽƐƵƉƉŽƌƚƚŚĞŵŽƐƚǀƵůŶĞƌĂďůĞĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐƐƚĂǇŝŶƚŚĞŝƌ homes. “More compassion and understanding would help [pandemic relief and recovery]. With winter coming we need more shelter for people that are less fortunate. We need access to more medical equipment and precautionary measures like hand sanitizer for lower income, homeless, addict population. We need more access to food in the community. We need more funding put into the Murphy Center. People suffer when there is shortage in supplies and lower income people have less access. Free therapy would be helpful to help build a stronger community and address the mental health issues that have come from COVID-19”. TTheme 3: Economic Recovery dŚĞKs/-ϭϵƉĂŶĚĞŵŝĐŚĂƐŶŽƚŽŶůǇŝŵƉĂĐƚĞĚƚŚĞƉƵďůŝĐŚĞĂůƚŚ͕ďƵƚĂůƐŽƚŚĞĐŽŵŵƵŶŝƚǇ͛ƐĞĐŽŶŽŵŝĐ ŚĞĂůƚŚ͘>ŽƐƚũŽďƐ͕ǁŝĚĞƌŐĂƉƐďĞƚǁĞĞŶǁĂŐĞƐ͕ŝŶĐƌĞĂƐĞĚĐŽƐƚŽĨŐŽŽĚƐĂŶĚƐĞƌǀŝĐĞƐ͕ƐƵƉƉůǇĐŚĂŝŶƐŚŽƌƚĂŐĞƐ͕ ƌĞĚƵĐĞĚƌĞǀĞŶƵĞƐͬŝŶĐŽŵĞƐĂŶĚŽǀĞƌĂůůĞĐŽŶŽŵŝĐĚŝƐƌƵƉƚŝŽŶĂƌĞĂůůƉƌĞǀĂůĞŶƚ͕ŝŵƉĂĐƚŝŶŐďŽƚŚĞŵƉůŽǇĞƌƐ ĂŶĚĞŵƉůŽǇĞĞƐ͘ dŚĞƉĂŶĚĞŵŝĐŚĂƐĂůƐŽŝŶƚĞŶƐŝĨŝĞĚŝŶĞƋƵŝƚŝĞƐĨĂĐĞĚďǇǁŽŵĞŶĂŶĚƉĞŽƉůĞŽĨĐŽůŽƌ͕ĂůŽŶŐǁŝƚŚƐŵĂůů ďƵƐŝŶĞƐƐĞƐĂŶĚŶŽŶƉƌŽĨŝƚƐƚŚĂƚƐĞƌǀĞƵŶĚĞƌƌĞƉƌĞƐĞŶƚĞĚĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐĂŶĚͬŽƌďĞĞŶůĞĚďǇƚŚem. ŽŵŵƵŶŝƚǇƌĞƐŝůŝĞŶĐĞ͕ǁŚĞƚŚĞƌĞĐŽŶŽŵŝĐŽƌŽƚŚĞƌǁŝƐĞ͕ĐŽŵĞƐǁŚĞŶĂůůŵĞŵďĞƌƐŽĨƚŚĞĐŽŵŵƵŶŝƚǇ ƌĞĐŽǀĞƌǇĞƋƵĂůůǇ͘WƌŝŽƌƚŽƚŚĞƉĂŶĚĞŵŝĐ͕ŵĂŶǇŝŶĞƋƵŝƚŝĞƐĞǆŝƐƚĞĚǁŝƚŚŝŶ&ŽƌƚŽůůŝŶƐ – ĚŝƐƉƌŽƉŽƌƚŝŽŶĂƚĞ shares ŽĨďƵƐŝŶĞƐƐŽǁŶĞƌƐŚŝƉ͕ a ƌĂĐŝĂůǁĞĂůƚŚŐĂƉĂŶĚƉĞƌƐŝƐƚĞŶƚƵŶĞŵƉůŽǇŵĞŶƚǁŝƚŚŝŶƚŚĞůŽǁ-ŝŶĐŽŵĞ ƋƵŝŶƚŝůĞ͘CŽŵŵƵŶŝƚǇ ĞĨĨŽƌƚƐfor ƌĞĐŽǀĞƌǇ ƐŚŽƵůĚ ĨŽĐƵƐ ŽŶ ďĞŝŶŐ ŝŶĐůƵƐŝǀĞ͕ ĞŶĂďůŝŶŐ Ăůů ĐŽŵŵƵŶŝƚǇ ŵĞŵďĞƌƐƚŽƉĂƌƚŝĐŝƉĂƚĞ͘ ^ŵĂůůďƵƐŝŶĞƐƐĞƐ͕ŶŽŶƉƌŽĨŝƚƐĂŶĚƚŚĞĐƌĞĂƚŝǀĞƐĞĐƚŽƌƵŶŝƋƵĞůǇĞŶŐĂŐĞĐŽŵŵƵŶŝƚŝĞƐƚŽĐŽŶƚƌŝďƵƚĞƚŽǁĞůů- ďĞŝŶŐĂŶĚĐŽŶŶĞĐƚŝǀŝƚǇ͕ŝŶĐůƵĚŝŶŐƌĞĨůĞĐƚŝŽŶƐŽĨůŽĐĂůŚŝƐƚŽƌǇ͕ĂŵƉůŝĨǇŝŶŐƵŶŝƋƵĞĐŚĂƌĂĐƚĞƌŽĨƉůĂĐĞƐ͕ĂŶĚ ƌĞŶĞǁŝŶŐĐŝǀŝĐĂŶĚƐŽĐŝĂůůŝǀĞƐŽĨĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐƚŚƌŽƵŐŚƚŚĞŝƌǁŽƌŬ͘dŚŝƐǁŝůůŶŽƚŽŶůǇŚĞůƉƚŚŽƐĞ ƐƚŝůůƐƚƌƵŐŐůŝŶŐĨŽƌĨŝŶĂŶĐŝĂůsƚĂďŝůŝƚǇďƵƚ ǁŝůůƐƚƌĞŶŐƚŚĞŶůŽŶŐ-ƚĞƌŵĞĐŽŶŽŵŝĐƌĞƐŝůŝĞŶĐĞ͘ <-ƐŚĂƉĞĚƌĞĐŽǀĞƌǇŽĐĐƵƌƐǁŚĞŶƐŽŵĞƐĞŐŵĞŶƚƐŽĨƚŚĞĞĐŽŶŽŵǇ͕ƐƵĐŚĂƐůĂƌŐĞĐŽƌƉŽƌĂƚŝŽŶƐ͕ĞǆƉĞƌŝĞŶĐĞ a V-ƐŚĂƉĞĚƌĞĐŽǀĞƌǇǁŚŝůĞŽƚŚĞƌƐ͕ƐƵĐŚĂƐƚŚĞƐĞƌǀŝĐĞƐĞĐƚŽƌĞǆƉĞƌŝĞŶĐĞĂŶ>-shaped recovery. Long-ƚĞƌŵŝŵƉůŝĐĂƚŝŽŶƐŽĨĂ<-ƐŚĂƉĞĚƌĞĐŽǀĞƌǇŝŶĐůƵĚĞ͗ x ůŽŶŐ-ƚĞƌŵƵŶĞŵƉůŽǇŵĞŶƚĂŵŽŶŐƉĞŽƉůĞŽĨƚŚĞůŽǁĞƐƚŝŶĐŽŵĞs͕ x ǁĞĂůƚŚŝŶĞƋƵĂůŝƚǇ͕ x ĂĐŽŶƚŝŶƵŝŶŐŽƌǁŽƌƐĞŶŝŶŐƌĂĐŝĂůǁĞĂůƚŚŐĂƉ͕ x ĂŶĚŐƌŽǁŝŶŐĐŽƌƉŽƌĂƚĞŵŽŶŽƉŽůŝĞƐ͘ ATTACHMENT 2 WƌĞǀŝŽƵƐƌĞĐĞƐƐŝŽŶƐŚĂǀĞƐĞĞŶ<-shaped recoveries͕ ĂŶĚƚŚĞƌĞĐŽǀĞƌǇĨƌŽŵƚŚĞKs/-19 ƉĂŶĚĞŵŝĐŚĂƐ ƚŚĞƉƌŽďĂďŝůŝƚǇŽĨa ƐŝŵŝůĂƌůŽŶŐ-ƚĞƌŵƚƌĞŶĚ ƵŶůĞƐƐƚŚŽƐĞƐĞŐŵĞŶƚƐǁŚŽĂƌĞŶŽƚƌĞĐŽǀĞƌŝŶŐĂƐƋƵŝĐŬůǇŽƌĂƚ ĂůůĂƌĞƐƵƉƉŽƌƚĞĚ. Page 30 of ϴϵ ATTACHMENT 2 “We don't need financial assistance personally, but please help small businesses in a fair, equitable manner. Support getting people back to work so these places don't keep closing down due to lack of workers.” RRECOVERY OUTCOME 3a. Small businesses, creatives and nonprofits have the resources they need to thrive. Why a Priority for Recovery? ^ƚĂďůĞƐŵĂůůďƵƐŝŶĞƐƐĞƐ͕ƐŽůŽ-ĞŶƚƌĞƉƌĞŶĞƵƌƐ͕ĐƌĞĂƚŝǀĞƐĂŶĚŶŽŶƉƌŽĨŝƚƐŝŶƚŚĞ ĐŽŵŵƵŶŝƚǇƉƌŽǀŝĚĞĂǁŝĚĞƌĂŶŐĞŽĨďĞŶĞĨŝƚƐ͕ŝŶĐůƵĚŝŶŐ x ŵŽƌĞŽƉƚŝŽŶƐĨŽƌƌĞƐŝĚĞŶƚƐƚŽƐŚŽƉĂŶĚĞŶƚĞƌƚĂŝŶůŽĐĂůůǇ͖ x ŵŽƌĞĞŵƉůŽǇŵĞŶƚŽƉƉŽƌƚƵŶŝƚŝĞƐ; x ĞŶŚĂŶĐĞĚĂďŝůŝƚǇƚŽŽĨĨĞƌƐƚƌŽŶŐďĞŶĞĨŝƚƐĂŶĚǁĂŐĞƐ͖ x ĐƌĞĂƚŝŶŐĂƵŶŝƋƵĞĐƵůƚƵƌĞŽĨƵŶŝƚǇ͕ŝŶŶŽǀĂƚŝŽŶ͕ĂŶĚŚĞĂůŝŶŐƚŚƌŽƵŐŚƚŚĞŝƌĚŝƐƚŝŶĐƚŝǀĞĐŚĂƌĂĐƚĞƌŝƐƚŝĐƐ of place; x ĂŶĚŵƵĐŚŵŽƌĞ͘ dŚĞƉĂŶĚĞŵŝĐŚĂƐĞǆƉŽƐĞĚƚŚĞǀƵůŶĞƌĂďŝůŝƚǇĂŶĚŝŵƉŽƌƚĂŶĐĞŽĨƐŵĂůůďƵƐŝŶĞƐƐĞƐ͕ĐƌĞĂƚŝǀĞƐĂŶĚŶŽŶƉƌŽĨŝƚƐ ƚŽůŽĐĂůĂŶĚƌĞŐŝŽŶĂůĞĐŽŶŽŵŝĞƐ͘/Ŷ&ŽƌƚŽůůŝŶƐ͕ĂƐƚŚĞŝŶŝƚŝĂůƐŚŽĐŬŽĨƚŚĞƉĂŶĚĞŵŝĐƐŚŽŽŬƚŚĞĐŽŵŵƵŶŝƚǇ͕ ƐŵĂůůďƵƐŝŶĞƐƐĞƐĂŶĚŶŽŶƉƌŽĨŝƚƐũƵŵƉĞĚŝŶƚŽĂĐƚŝŽŶƚŽĂĚĚƌĞƐƐŝŵŵĞĚŝĂƚĞŶĞĞĚƐŝŶƚŚĞĐŽŵŵƵŶŝƚǇ͕ ƉƌŽǀŝĚŝŶŐǀŝƚĂůĂƐƐŝƐƚĂŶĐĞƚŽƚŚŽƐĞŝŶŶĞĞĚ͘ &ŽƌĞǆĂŵƉůĞ͕ĚƵƌŝŶŐƚŚĞĞĂƌůǇĚĂǇƐŽĨƚŚĞƐƚĂǇ-at-ŚŽŵĞŽƌĚĞƌ͕ŽŶĞůŽĐĂůƐŵĂůůďƵƐŝŶĞƐƐ͕ǁŝƚŚƚŚĞŚĞůƉŽĨ ůŽĐĂůŶŽŶƉƌŽĨŝƚƐ͕ƉƌĞƉĂƌĞĚŵĞĂůƐĨŽƌĨƵƌůŽƵŐŚĞĚƐƚĂĨĨ͕ĨƌŽŶƚůŝŶĞƐƚĂĨĨĂŶĚŝŶŶĞĞĚĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͘ dŚŝƐŝŶŶŽǀĂƚŝǀĞƉƌŽŐƌĂŵƌĞĚƵĐĞĚĨŽŽĚŝŶƐĞĐƵƌŝƚǇĨŽƌŵĂŶǇǁŚŽĨŽƵŶĚƚŚĞŵƐĞůǀĞƐƐƵĚĚĞŶůǇǁŝƚŚŽƵƚũŽďƐ ĂŶĚƌĞƐŽƵƌĐĞƐ͘9F 10 ŶĚĂůƚŚŽƵŐŚŵĂŶǇĞŶƚĞƌƚĂŝŶŵĞŶƚǀĞŶƵĞƐǁĞƌĞƐŚƵƚƚĞƌĞĚ͕ůŽĐĂůŵƵƐŝĐŝĂŶƐ͕ĂƌƚŝƐƚƐĂŶĚ ĞŶƚĞƌƚĂŝŶĞƌƐĨŽƵŶĚŝŶŶŽǀĂƚŝǀĞǁĂǇƐƚŽĐŽŶƚŝŶƵĞƚŽƐŚĂƌĞƚŚĞŝƌĂƌƚ– ƉƌŽǀŝĚŝŶŐĂ ǁĂǇĨŽƌĐŽŵŵƵŶŝƚǇ ŵĞŵďĞƌƐƚŽƉƵůůƚŽŐĞƚŚĞƌĂŶĚĞŶũŽǇĂƐŚĂƌĞĚĞǆƉĞƌŝĞŶĐĞĞǀĞŶĚƵƌŝŶŐƚŚĞƐƚĂǇ-at-home order. “In times of social crisis in the history of our country and civilization, we’ve routinely turned to the arts to maintain balance in our mental health, happiness, and perseverance. It’s on us as this community’s creative arts leaders to work together and invest in new opportunities and infrastructure that benefit the creative community as a whole.” ^ŵĂůůďƵƐŝŶĞƐƐĞƐ͕ĐƌĞĂƚŝǀĞƐĂŶĚŶŽŶƉƌŽĨŝƚƐ ĐŽŶƚŝŶƵĞƚŽĚĞůŝǀĞƌ vital ƉƌŽũĞĐƚƐĂŶĚƐĞƌǀŝĐĞƐ͕ǁŚŝůĞĨĂĐŝŶŐƚŚĞ ĐŚĂůůĞŶŐĞƐŽĨŽƉĞƌĂƚŝŶŐŝŶĂĚŝƐƌƵƉƚĞĚĞŶǀŝƌŽŶŵĞŶƚ͘ EŝŶĞƚǇ-ĞŝŐŚƚƉĞƌĐĞŶƚŽĨďƵƐŝŶĞƐƐĞƐŝŶ&ŽƌƚŽůůŝŶƐĂƌĞĐŽŶƐŝĚĞƌĞĚƐŵĂůůďƵƐŝŶĞƐƐĞƐ- ƚŚŽƐĞǁŝƚŚϭϬϬŽƌ ĨĞǁĞƌĞŵƉůŽǇĞĞƐ͘dŚĞǇĞŵƉůŽǇŽǀĞƌĨŝĨƚǇƉĞƌĐĞŶƚŽĨƚŚĞůŽĐĂůǁŽƌŬĨŽƌĐĞ͘DŽƐƚďƵƐŝŶĞƐƐĞƐƐƚĂƌƚďĞĐĂƵƐĞ ŽĨƚŚĞƉĂƐƐŝŽŶŽĨƚŚĞŽǁŶĞƌƚŽƉƌŽǀŝĚĞĂƵŶŝƋƵĞŐŽŽĚŽƌƐĞƌǀŝĐĞƚŽƚŚĞĐŽŵŵƵŶŝƚǇ͕ŶŽƚďĞĐĂƵƐĞƚŚĞǇĂƌĞ ĞǆĐŝƚĞĚĂďŽƵƚĂĐĐŽƵŶƚŝŶŐŽƌĐŚĂŶŐĞƐƚŽĞŵƉůŽǇŵĞŶƚůĂǁ͘ŶĂďůŝŶŐďƵƐŝŶĞƐƐŽǁŶĞƌƐƚŽĨŽĐƵƐŽŶĚĞůŝǀĞƌŝŶŐ ƚŚĞŝƌƉƌŽĚƵĐƚŽƌƐĞƌǀŝĐĞƚŽƚŚĞŝƌĐƵƐƚŽŵĞƌƐ͕ĂŶĚŶŽŶƉƌŽĨŝƚƐƚŽĚĞůŝǀĞƌƚŚĞŝƌŵŝƐƐŝŽŶƚŽthose they serve ƐŚŽƵůĚďĞƚŚĞŝƌƉƌŝŵĂƌǇ ĨŽĐƵƐ͘WƌŽǀŝĚŝŶŐƐƵƉƉŽƌƚƐĞƌǀŝĐĞƐƚŚĂƚĞŶĂďůĞďƵƐŝŶĞƐƐĞƐĂŶĚŶŽŶƉƌŽĨŝƚƐƚŽďƵŝůĚ the capacity to deliver ƚŚĞŝƌƉƌŝŵĂƌǇƉƵƌƉŽƐĞĂŶĚĚŽƐŽǁŝƚŚƐƚĂďůĞďƵƐŝŶĞƐƐŽƉĞƌĂƚŝŽŶƐŚĞůƉƐƚŚĞĞŶƚŝƌĞ 10 &ƵůůƐƚŽƌǇĂǀĂŝůĂďůĞĂƚŚƚƚƉƐ͗ͬͬĨŽƌĨŽƌƚĐŽůůŝŶƐ͘ĐŽŵͬƚŚĞ-moot-ŚŽƵƐĞͬ Page 31 of ϴϵ ATTACHMENT 2 ĐŽŵŵƵŶŝƚǇ͘dŚĞŵŽƌĞƐƚĂďůĞĂŶĚƚŚƌŝǀŝŶŐƚŚĞďƵƐŝŶĞƐƐĂŶĚŶŽŶƉƌŽĨŝƚƐĞĐƚŽƌƐĂƌĞ͕ƚŚĞŵŽƌĞƌĞƐŝůŝĞŶƚĂŶĚ ƚŚƌŝǀŝŶŐƚŚĞĐŽŵŵƵŶŝƚǇǁŝůůďĞ͘ “While we have been fortunate to get support through emergency relief dollars, these dollars have not covered both the loss of revenue through fundraising efforts and the increased costs of operating due to COVID-19 restrictions and being open all day to support youth during remote learning.” KďũĞĐƚŝǀĞƐĨŽƌϯĂŝŶĐůƵĚĞ͗ o ŶŚĂŶĐĞƐƵƉƉŽƌƚƐĞƌǀŝĐĞƐĂŶĚƚŽŽůƐƚŽĞŶĂďůĞŽƉĞƌĂƚŝŽŶƐƚŽďĞƐŽƵŶĚůǇƉŽƐŝƚŝŽŶĞĚĨŽƌƐƵĐĐĞƐƐĨƵů ƌĞĐŽǀĞƌǇ͕ ŝŶĐůƵĚŝŶŐ ďƵƚ ŶŽƚ ůŝŵŝƚĞĚ ƚŽ ĐĂƉŝƚĂů ĂĐĐĞƐƐ͕ ƚƌĂŶƐůĂƚŝŽŶ ŽĨ ŝŶĨŽƌŵĂƚŝŽŶ ŝŶ ŵƵůƚŝƉůĞ ůĂŶŐƵĂŐĞƐ͕ĞƚĐ͘ o ^ƵƉƉŽƌƚƐŵŽŽƚŚĂŶĚƚŝŵĞůǇĂďŝůŝƚǇĨŽƌĨĂĐŝůŝƚǇŵŽĚŝĨŝĐĂƚŝŽŶƚŽĚĞůŝǀĞƌŐŽŽĚƐĂŶĚƐĞƌǀŝĐĞƐǁŝƚŚ ŝŶĐƌĞĂƐĞĚƉƵďůŝĐƐafety protocols. o &ŽĐƵƐŽŶƉƌŽŐƌĂŵƐĂŶĚƐĞƌǀŝĐĞƐƚŚĂƚƐƵƉƉŽƌƚŚŝƐƚŽƌŝĐĂůůǇƵŶĚĞƌƐĞƌǀĞĚĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͘ ĐƚŝŽŶŶĞĞĚĞĚĨŽƌϯĂƚŽďĞĂĐŚŝĞǀĞĚ͗ o ŽŽƌĚŝŶĂƚŝŽŶĂŵŽŶŐǀĂƌŝŽƵƐĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐƚŽŝŶǀĞŶƚŽƌǇĞǆŝƐƚŝŶŐƐƵƉƉŽƌƚƉƌŽŐƌĂŵƐ ĂŶĚƐĞƌǀŝĐĞƐĂŶĚŝĚĞŶƚŝĨy gaps. o WƌŽǀŝĚĞĨƵŶĚŝŶŐĂŶĚŐƌĂŶƚŽƉƉŽƌƚƵŶŝƚŝĞƐƚŽďƵƐŝŶĞƐƐĞƐ͕ĐƌĞĂƚŝǀĞŝŶĚƵƐƚƌǇ͕ŶŽŶƉƌŽĨŝƚƐ͕ĂŶĚŽƚŚĞƌ ŽƌŐĂŶŝǌĂƚŝŽŶƐƚŽĂĚĚƌĞƐƐĐŚĂůůĞŶŐĞƐĂŶĚďĂƌƌŝĞƌƐ͘ o WƌŽǀŝĚĞĨƵŶĚŝŶŐĂŶĚŐƌĂŶƚŽƉƉŽƌƚƵŶŝƚŝĞƐƚŽďƵƐŝŶĞƐƐĞƐ͕ĐƌĞĂƚŝǀĞŝŶĚƵƐƚƌǇ͕ŶŽŶƉƌŽĨŝƚƐ͕ĂŶĚŽƚŚĞƌ ŽƌŐĂŶŝǌĂƚŝŽŶƐƚŽ ŝŶĐƌĞĂƐĞĐĂƉĂĐŝƚǇĂŶĚͬŽƌĐĂƉŝƚĂůĂĐĐĞƐƐ͘ o ŽŶƚŝŶƵĞƚŽĞǀĂůƵĂƚĞ͕ƌĞĚƵĐĞ͕ĂŶĚƌĞŵŽǀĞƐƚƌƵĐƚƵƌĂůďĂƌƌŝĞƌƐǁŝƚŚŝŶĞǆŝƐƚŝŶŐĂŶĚŶĞǁ ďƵƐŝŶĞƐƐ ĂŶĚŶŽŶƉƌŽĨŝƚƐƵƉƉŽƌƚƐĞƌǀŝĐĞƐƚŚĂƚĚĞƚĞƌ ĐŽŵŵƵŶŝƚǇ ƉĂƌƚŝĐŝƉĂƚŝŽŶ͘ ǆĂŵƉůĞ– ĚĞůŝǀĞƌƌĞƐŽƵƌĐĞŝŶĨŽƌŵĂƚŝŽŶďǇƚŚĞŝƚǇĂŶĚŝƚƐƉĂƌƚŶĞƌƐŝŶŵƵůƚŝƉůĞůĂŶŐƵĂŐĞƐ ǁŚĞŶĞǀĞƌƉŽƐƐŝďůĞ͘ RRECOVERY OUTCOME 3b: Safe and stable employment, current and future. Why a Priority for Recovery? dŚƌŽƵŐŚƉƵďůŝĐĞŶŐĂŐĞŵĞŶƚ͕ĂĐŽŶƐŝƐƚĞŶƚƚŚĞŵĞŚĞĂƌĚĨƌŽŵďŽƚŚĐŽŵŵƵŶŝƚǇ ŵĞŵďĞƌƐĂŶĚďƵƐŝŶĞƐƐĞƐǁĂƐƚŚĞŶĞĞĚĨŽƌƐĂĨĞĂŶĚƐƚĂďůĞĞŵƉůŽǇŵĞŶƚ͘dŚĞďƵƐŝŶĞƐƐĐŽŵŵƵŶŝƚǇĞŵƉůŽǇƐ ĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͖ƚŚĞƌĞĨŽƌĞ͕ũŽďƐĞĐƵƌŝƚǇĂŶĚƐƚĂďŝůŝƚǇĚĞƉĞŶĚŝŶƉĂƌƚƵƉŽŶďƵƐŝŶĞƐƐ ƐƵĐĐĞƐƐ͘tŚĞŶĂ ďƵƐŝŶĞƐƐƐƚƌƵŐŐůĞƐƚŽĨŝŶĚĂŶĚĞŵƉůŽǇƚŚĞŶĞĐĞƐƐĂƌǇǁŽƌŬĞƌƐŝƚĐĂŶŚĂǀĞƌĂŵŝĨŝĐĂƚŝŽŶƐŽŶƚŚĞůŽĐĂůƐƵƉƉůǇ ĐŚĂŝŶŽƌƐĞƌǀŝĐĞƐĂǀĂŝůĂďůĞ͘ĐĐĞƐƐƚŽůĂďŽƌŝƐŬĞǇĂĐƌŽƐƐĂůůďƵƐŝŶĞƐƐĞƐ͕ƌĞŐĂƌĚůĞƐƐŽĨŝŶĚƵƐƚƌǇ͕ƚǇƉĞ͕ŽƌƐŝǌĞ͘ ĚĚŝƚŝŽŶĂůůǇ͕ƚŚĞůĞĂƌŶŝŶŐ͕ĚĞǀĞůŽƉŵĞŶƚ͕ĂŶĚŶĞŐĂƚŝǀĞĂĐĂĚĞŵŝĐĞĨĨĞĐƚƐŽŶĐŚŝůĚƌĞŶĂŶĚǇŽƵƚŚĐĂƵƐĞĚďǇ ƚŚĞ ƉĂŶĚĞŵŝĐ ĂƌĞ ǁĞůů-ĚŽĐƵŵĞŶƚĞĚ͘ dŚĞ ƌĞŵŽƚĞ ĂŶĚ ŚǇďƌŝĚ ůĞĂƌŶŝŶŐ ŵŽĚĞƐ ĞŵƉůŽǇĞĚ ĚƵƌŝŶŐ ƚŚĞ ƉĂŶĚĞŵŝĐŚĂǀĞŝŶŵĂŶǇĐĂƐĞƐƐĞƚďĂĐŬůĞĂƌŶŝŶŐĂĐŚŝĞǀĞŵĞŶƚƐĂŶĚ ŵŝůĞƐƚŽŶĞƐĨŽƌƐƚƵĚĞŶƚƐ͕ƉĂƌƚŝĐƵůĂƌůǇ ƚŚŽƐĞĂůƌĞĂĚǇǁŝƚŚŚŝŐŚƌŝƐŬĨĂĐƚŽƌƐ͘WŽƵĚƌĞ^ĐŚŽŽůŝƐƚƌŝĐƚ͕ƚŚĞŝƚǇĂŶĚĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐŚĂǀĞ ŵŽďŝůŝǌĞĚƚŚƌŽƵŐŚŽƵƚƚŚĞƉĂŶĚĞŵŝĐƚŽĂĚĚƌĞƐƐƚŚĞůĞĂƌŶŝŶŐůŽƐƐĂŶĚĚĞǀĞůŽƉŵĞŶƚĂůĚĞůĂǇƐŽĨƐƚƵĚĞŶƚƐ͕ ĂŶĚƚŚĞŶĞĞĚƐǁŝůůƌĞŵĂŝŶĐŽŶƐƚĂŶƚŝŶƚŚĞǇĞĂƌƐĂŚĞĂĚ͘ EƵŵĞƌŽƵƐƐƚƵĚŝĞƐƐŚŽǁĂƐƚƌŽŶŐĂƐƐŽĐŝĂƚŝŽŶ ďĞƚǁĞĞŶůĞĂƌŶĞĚƐŬŝůůƐĂŶĚƚŚĞŝŶĐŽŵĞĞĂƌŶĞĚŝŶƚŚĞĨƵƚƵƌĞůĂďŽƌŵĂƌŬĞƚ͘ tŚĞŶĂŶŝŶĚŝǀŝĚƵĂůŚĂƐĐŽŶƐŝƐƚĞŶƚĞŵƉůŽǇŵĞŶƚ;ƚŽƚĂůŚŽƵƌƐĂŶĚĐŽŵƉĞŶƐĂƚŝŽŶͿƚŚĞǇĂƌĞĂďůĞƚŽŝŶǀĞƐƚŝŶ other aspects of their lives – ƐŽĐŝĂůĞŶŐĂŐĞŵĞŶƚ͕ƐƵƉƉŽƌƚŝŶŐƚŚĞŝƌĨĂŵŝůǇĂŶĚĨƌŝĞŶĚƐ͕ĂŶĚĞŶŐĂŐŝŶŐŝŶƚŚĞŝƌ ĐŽŵŵƵŶŝƚǇ– ůĞĂĚŝŶŐƚŽŝŶĐƌĞĂƐĞĚǁĞůů-ďĞŝŶŐĂŶĚŵĞŶƚĂůŚĞĂůƚŚ͘ŽŶƐŝƐƚĞŶƚĞŵƉůŽǇŵĞŶƚĐƌĞĂƚĞƐŶŽƚ ũƵƐƚ Page 32 of ϴϵ ATTACHMENT 2 Page 33 of ϴϵ ĨŝŶĂŶĐŝĂůƐƚĂďŝůŝƚǇ͕ďƵƚƐƚĂďŝůŝƚǇŽǀĞƌall – ĨŽƌŚŽƵƐŝŶŐ͕ŶƵƚƌŝƚŝŽŶ͕ŵŽďŝůŝƚǇ͕ĐŚŝůĚĐĂƌĞ͕ĂĐĐĞƐƐƚŽƐĞƌǀŝĐĞƐ͕ĂŶĚ more. &ŝŶĂůůǇ͕ƐĂĨĞĂŶĚƐƚĂďůĞĞŵƉůŽǇŵĞŶƚĞŶƐƵƌĞƐŐƌĞĂƚĞƌƉƌŽĚƵĐƚŝǀŝƚǇŝŶƚŚĞĐŽŵŵƵŶŝƚǇ– ƌĞƐƵůƚŝŶŐŝŶŵŽƌĞ ƐĂďůĞĐŽŵŵƵŶŝƚǇĂŶĚŝŶĚŝǀŝĚƵĂůǁĞĂůƚŚĐƌĞĂƚŝŽŶ͘dŚŝƐƚƌĂŶƐůĂƚĞƐŝŶƚŽĂĚĚŝƚŝŽŶĂůƌĞǀĞŶƵĞƐĨŽƌďƵƐŝŶĞƐƐĞƐ͕ ĂĚĚŝƚŝŽŶĂů ƚĂǆĞƐ ƚŽ ƉƌŽǀŝĚĞ ƐĞƌǀŝĐĞƐ͕ ĂŶĚ ůĞƐƐ ƚƵƌŶŽǀĞƌ ŝŶ ĞŵƉůŽǇŵĞŶƚ͘ hůƚŝŵĂƚĞůǇ͕ ƐĂĨĞ ĂŶĚ ƐƚĂďůĞ ĞŵƉůŽǇŵĞŶƚŵĂŬĞƐĨŽƌĂŵŽƌĞƌĞƐŝůŝĞŶƚĐŽŵŵƵŶŝƚǇĂŶĚĞĐŽŶŽŵǇ͘ “[I need] better pay and more hours. Workforce development would be HUGE! I want to better myself but cannot afford to get more education.” ĐŬŶŽǁůĞĚŐŝŶŐ ƚŚĂƚ KƵƚĐŽŵĞ ϯď ĂĚĚƌĞƐƐĞƐ Ă ƐƉĞĐƚƌƵŵ ŽĨ ŝŶƚĞƌĐŽŶŶĞĐƚĞĚ ĞŵƉůŽǇŵĞŶƚ ŝƐƐƵĞƐ͕ ƚŚĞ KďũĞĐƚŝǀĞƐĂŶĚĐŽƌƌĞƐƉŽŶĚŝŶŐĐƚŝŽŶƐŚĂǀĞďĞĞŶĚŝǀŝĚĞĚŝŶƚŽƚǁŽŐƌŽƵƉƐ– ƚŚĞŝŶĚŝǀŝĚƵĂůͬĞŵƉůŽǇĞĞůĞǀĞů ĂŶĚďƵƐŝŶĞƐƐͬĞŵƉůŽǇĞƌůĞǀĞů͘dŚĞƐĞŐƌŽƵƉƐĂƌĞǀĞƌǇŝŶƚĞƌĐŽŶŶĞĐƚĞĚ͕ŚŽǁĞǀĞƌůŽŽŬŝŶŐĂƚƚŚĞŵƐĞƉĂƌĂƚĞůǇ ĂůůŽǁƐĨŽƌďĞƚƚĞƌƵŶĚĞƌƐƚĂŶĚŝŶŐŽĨƵŶŝƋƵĞŶĞĞĚƐĂŶĚƐƚƌĞŶŐƚŚƐǁŚŝůĞĂůƐŽĂĚĚƌĞƐƐŝŶŐƐƚƌƵĐƚƵƌĂůĂŶĚ ƐǇƐƚĞŵŝĐďĂƌƌŝĞƌƐƉƌĞǀĞŶƚŝŶŐƚŚĞĐŽŵŵƵŶŝƚǇĨƌŽŵĂĐŚŝĞǀŝŶŐĞĐŽŶŽŵŝĐƐĞĐƵƌŝƚǇ͘ KďũĞĐƚŝǀĞƐĨŽƌϯďŝŶĐůƵĚĞ͗ Individual/Employee: o ^ƵƉƉŽƌƚƉĂƌƚŶĞƌƐŚŝƉƐƚŚĂƚĚĞǀĞůŽƉƚŚĞǁŽƌŬĨŽƌĐĞďƵƐŝŶĞƐƐĞƐŶĞĞĚ͘ o ƌŝŶŐŝŶƚƌĂŝŶŝŶŐƚŚĂƚŝƐĂǀĂŝůĂďůĞƌĞŐŝŽŶĂůůǇďƵƚŶŽƚĚŝƌĞĐƚůǇƚŽ&ŽƌƚŽůůŝŶƐ͘ o WƌŝŽƌŝƚŝǌĞůĞĂƌŶŝŶŐůŽƐƐŵŝƚŝŐĂƚŝŽŶƉƌŽŐƌĂŵƐĂŶĚƐĞƌǀŝĐĞƐƚŚĂƚƐƵƉƉŽƌƚƐƚƵĚĞŶƚƐǁŝƚŚŚŝŐŚƌŝƐŬ ĨĂĐƚŽƌƐĂŶĚͬŽƌĂƌĞƉĂƌƚŽĨŚŝƐƚŽƌŝĐĂůůǇƵŶĚĞƌƐĞƌǀĞĚƉŽƉƵůĂƚŝŽŶƐ͘ o ZĞĚƵĐĞďĂƌƌŝĞƌƐƚŚĂƚŝŶŚŝďŝƚƐƚƵĚĞŶƚƐͬĨĂŵŝůŝĞƐĨƌŽŵĨƵůůƉĂƌƚŝĐŝƉĂƚŝŽŶŝŶĞĚƵĐĂƚŝŽŶĂů͕ǁŽƌŬĨŽƌĐĞ ĂŶĚĞŵƉůŽǇŵĞŶƚŽƉƉŽƌƚƵŶŝƚŝĞƐ͘ ƵƐŝŶĞƐƐͬŵƉůŽǇĞƌ͗ o ^ƵƉƉŽƌƚďƵƐŝŶĞƐƐes ĂŶĚŶŽŶƉƌŽĨŝƚĂďŝůŝƚǇƚŽĨŝŶĚĂŶĚƌĞĐƌƵŝƚůĂďŽƌƚŚĂƚŵĞĞƚƐƚŚĞŝƌŶĞĞĚƐ͘ o ŶŚĂŶĐĞƚŚĞĂďŝůŝƚǇŽĨďƵƐŝŶĞƐƐĞƐƚŽŝŵƉůĞŵĞŶƚĨůĞǆŝďůĞůĂďŽƌƉƌĂĐƚŝĐĞƐ;ŝ͘Ğ͕͘ƌĞŵŽƚĞ͕ŚǇďƌŝĚ͕ ŐŝŐͬĐŽŶƚƌĂĐƚƵĂů͕ǀĂƌŝĂďůĞƐŚŝĨƚƐ͕ũŽďƐŚĂƌĞ͕ĞƚĐ͘Ϳ͘ ĐƚŝŽŶŶĞĞĚĞĚĨŽƌϯďƚŽďĞĂĐŚŝĞǀĞĚ͗ Individual/Employee: o ^ƵƉƉŽƌƚĂŶĚŝĚĞŶƚŝĨǇĂĚĞƋƵĂƚĞŝŶĨƌĂƐƚƌƵĐƚƵƌĞŶĞĞĚƐĂŶĚƐĞƌǀŝĐĞƐƐƵĐŚĂƐďƌŽĂĚďĂŶĚĐŽŶŶĞĐƚŝǀŝƚǇ ĂŶĚͬŽƌƚƌĂŶƐƉŽƌƚĂƚŝŽŶŽƉƚŝŽŶƐ͘ o &ƵŶĚĂŶĚƐƵƉƉŽƌƚĐŽŽƌĚŝŶĂƚŝŽŶĂŶĚƉĂƌƚŶĞƌƐŚŝƉƐǁŝƚŚWŽƵĚƌĞ^ĐŚŽŽůŝƐƚƌŝĐƚ͕>ĂƌŝŵĞƌŽƵŶƚǇ ĐŽŶŽŵŝĐĂŶĚtŽƌŬĨŽƌĐĞĞǀĞůŽƉŵĞŶƚĂŶĚŶŽŶƉƌŽĨŝƚƐƚŚĂƚǁŽƌŬƚŽĂĚĚƌĞƐƐůĞĂƌŶŝŶŐůŽƐƐĂŶĚŶĞǁ ůĞĂƌŶŝŶŐ͘ ƵƐŝŶĞƐƐͬŵƉůŽǇĞƌ͗ o tŽƌŬǁŝƚŚĞŵƉůŽǇĞƌƐĂŶĚƉĂƌƚŶĞƌƐƚŽĞǀĂůƵĂƚĞƚŚĞďĂƌƌŝĞƌƐďƵƐŝŶĞƐƐĞƐĂƌĞĨĂĐŝŶŐĂƐƚŚĞǇĂƚƚĞŵƉƚ ƚŽĨŝŶĚĂŶĚƌĞĐƌƵŝƚůĂďŽƌ͘ o hŶĚĞƌƐƚĂŶĚƚŚĞĐŽƐƚĂŶĚŽƚŚĞƌŝŵƉĂĐƚƐƚŚĂƚĂƌĞĐŚĂŶŐŝŶŐŚŽǁĞŵƉůŽǇĞƌƐĞŶŐĂŐĞǁŝƚŚůĂďŽƌ͘ o ŚĂŶŐĞƚŚĞǁĂǇǁŽƌŬŝƐƚĂůŬĞĚĂďŽƵƚ͘ o ǆĂŵƉůĞ- ĂǀŽŝĚ͞ůŽǁƐŬŝůů͟ĂŶĚŽƚŚĞƌŶĞŐĂƚŝǀĞůǇďŝĂƐĞĚƚĞƌŵƐ͘ “We are still experiencing a workforce crisis and funding shortage that are impacting our ability to serve youth. We have less applicants for open positions than ever before and we are paying more for starting wages than ever before…..” ATTACHMENT 2 RRECOVERY OUTCOME 3c: Equitable and affordable childcare is accessible. Why a Priority for Recovery? dŚĞĐŽŵŵƵŶŝƚǇƌĞĐŽŐŶŝǌĞƐŚŽǁĐƌŝƚŝĐĂůƋƵĂůŝƚǇ͕ĂĨĨŽƌĚĂďle ĂŶĚĂĐĐĞƐƐŝďle ĐŚŝůĚĐĂƌĞŝƐĨŽƌĨĂŵŝůŝĞƐĂŶĚďƵƐŝŶĞƐƐĞƐŝŶƚŚĞĐŽŵŵƵŶŝƚǇ͘DĂŬŝŶŐƌĞůŝĂďůĞĂŶĚĂĨĨŽƌĚĂďůĞĞĂƌůǇĐŚŝůĚŚŽŽĚ ĐĂƌĞĂŶĚĞĚƵĐĂƚŝŽŶĂǀĂŝůĂďůĞĂŶĚĂĐĐĞƐƐŝďůĞĨŽƌĂůůŝƐĂŵŽŶŐƚŚĞŵŽƐƚŝŵƉŽƌƚĂŶƚƉŽůŝĐŝĞƐƚŚĂƚĐĂŶĐƌĞĂƚĞ ĞƋƵŝƚǇĂŶĚĞĐŽŶŽŵŝĐƐƚĂďŝůŝƚǇ͕ĞƐƉĞĐŝĂůůǇĨŽƌǁŽŵĞŶ—ǁŚŽŽĨƚĞŶďĞĂƌƚŚĞƌĞƐƉŽŶƐŝďŝůŝƚǇŽĨĐĂƌĞŐŝǀŝŶŐ͘dŚŝƐ ŝƐ ĞƐƉĞĐŝĂůůǇ ƚƌƵĞ ĨŽƌ /WK ĂŶĚ ůŽǁ-ŝŶĐŽŵĞ ĨĂŵŝůŝĞƐ͕ ǁŚŽ ĨĂĐĞ ƐŝŐŶŝĨŝĐĂŶƚ ĐŚŝůĚĐĂƌĞ ĂĨĨŽƌĚĂďŝůŝƚǇ ĐŚĂůůĞŶŐĞƐ͘dŚŝƐŝƐĂďŽƵƚŵŽƌĞƚŚĂŶŵĞƌĞůǇƉƌŽǀŝĚŝŶŐƐƉĂĐĞĨŽƌĐŚŝůĚƌĞŶƚŽďĞǁŚŝůĞƉĂƌĞŶƚƐĂƌĞǁŽƌŬŝŶŐ͘ ,ĞĂůƚŚǇĞĂƌůǇĐŚŝůĚŚŽŽĚĞǆƉĞƌŝĞŶĐĞƐĂƌĞĐƌŝƚŝĐĂůƚŽůŽŶŐ-ƚĞƌŵ ƐƵĐĐĞƐƐ͖ ƌĞƐĞĂƌĐŚ ŚĂƐ ĨŽƵŶĚ ƚŚĂƚ ƚŚĞ ĂĐĐƵŵƵůĂƚŝŽŶŽĨƚƌĂƵŵĂƚŚƌŽƵŐŚŽƵƚĐŚŝůĚŚŽŽĚĐĂŶĐĂƵƐĞƚŽǆŝĐƐƚƌĞƐƐŝŶĐŚŝůĚƌĞŶ͕ǁŚŝĐŚĐĂŶůĞĂĚƚŽůŽŶŐ- ƚĞƌŵŶĞŐĂƚŝǀĞĞĨĨĞĐƚƐŽŶďŽƚŚƚŚĞďŽĚǇĂŶĚƚŚĞďƌĂŝŶ͘ dŚĞƉĂŶĚĞŵŝĐ—ĂŶĚĂƐƐŽĐŝĂƚĞĚŚŽƵƐŝŶŐŝŶƐĞĐƵƌŝƚǇ͕ĨŽŽĚŝŶƐĞĐƵƌŝƚǇ͕ĚĞĐƌĞĂƐĞĚƌĞƉŽƌƚŝŶŐŽĨĐŚŝůĚĂďƵƐĞ͕ ĂŶĚƐŽĐŝĂůŝƐŽůĂƚŝŽŶ—ŚĂǀĞĞǆĂĐĞƌďĂƚĞĚchiůĚƌĞŶ͛ƐŶĞŐĂƚŝǀĞ ĞǆƉĞƌŝĞŶĐĞƐ͘ZĞƐĞĂƌĐŚƐŚŽǁƐĐŚŝůĚƌĞŶǁŚŽ ĂƌƌŝǀĞĂƚŬŝŶĚĞƌŐĂƌƚĞŶƉƌĞƉĂƌĞĚƚŽůĞĂƌŶĂŶĚŐƌŽǁƉĞƌĨŽƌŵďĞƚƚĞƌƚŚƌŽƵŐŚŽƵƚƚŚĞŝƌ<-ϭϮƐĐŚŽŽůǇĞĂƌƐĂŶĚ ŝŶĐƌĞĂƐĞƚŚĞŝƌĐŚĂŶĐĞƐŽĨƉŽƐƚ-ƐĞĐŽŶĚĂƌǇƐƵĐĐĞƐƐ͘/ƚŝƐŝŵƉŽƌƚĂŶƚĨŽƌ ƉŽůŝĐǇŵĂŬĞƌƐ͕ŐƌĂƐƐƌŽŽƚƐ ĂĐƚŝǀŝƐƚƐ͕ ŶŽŶƉƌŽĨŝƚƐ͕ďƵƐŝŶĞƐƐĞƐ͕ĂŶĚĐŽŵŵƵŶŝƚǇůĞĂĚĞƌƐƚŽŝĚĞŶƚŝĨǇĂŶĚƌĞƐƉŽŶĚƚŽĐŚŝůĚĐĂƌĞŶĞĞĚƐďǇhelpŝŶŐ ƌĞĚƵĐĞďĂƌƌŝĞƌƐ to access͕ŝŶĐƌĞĂƐŝŶŐ capacity ĂŶĚ leveragŝŶŐ assets. ĨĨŽƌĚĂďůĞĂŶĚĂĐĐĞƐƐŝďůĞĐŚŝůĚĐĂƌĞ ŚĂƐƌŝƉƉůŝŶŐŝŵƉĂĐƚƐƚŚƌŽƵŐŚŽƵƚƚŚĞĐŽŵŵƵŶŝƚǇŶŽǁĂŶĚŝŶƚŽƚŚĞĨƵƚƵƌĞ͘ “More quality childcare programs and options for kids 0-12. I would love to see the city invest in programs with quality providers who had the city's backing (education, background check, etc.). I understand why people don't want to be paid less than a fast food job to care for children, and I think my kids are better off being cared for by someone who is making a stable living. Not investing in these resources (and people!) is hurting everyone.” KďũĞĐƚŝǀĞƐĨŽƌϯĐŝŶĐůƵĚĞ͗ o ĚǀĂŶĐĞ ƌĞŐŝŽŶĂů͕ ƐǇƐƚĞŵŝĐ ĂŶĚ ƐƵƐƚĂŝŶĂďůĞ ĐŚŝůĚĐĂƌĞ ƐŽůƵƚŝŽŶƐ͘ KƌŝŐŝŶĂů ĂŶĚ ĐŽůůĂďŽƌĂƚŝǀĞ ƐƚƌĂƚĞŐŝĞƐĂƌĞŶĞĞĚĞĚƚŽĂĚĚƌĞƐƐƚŚĞĐŽŵƉŽƵŶĚŝŶŐĐŚĂůůĞŶŐĞƐĨĂĐŝŶŐƚŚĞĐŚŝůĚĐĂƌĞŝŶĚƵstry. o ZĞĐƌƵŝƚ͕ĚĞǀĞůŽƉĂŶĚƌĞƚĂŝŶĚĞĚŝĐĂƚĞĚĞŵƉůŽǇĞĞƐŝŶƚŚĞĞĂƌůǇĐŚŝůĚŚŽŽĚĞĚƵĐĂƚŝŽŶƉƌŽĨĞƐƐŝŽŶ. ĐƚŝŽŶŶĞĞĚĞĚĨŽƌϯĐƚŽďĞĂĐŚŝĞǀĞĚ͗ o >ŽǁĞƌƚŚĞŚŽƵƐĞŚŽůĚďƵĚŐĞƚďƵƌĚĞŶĨŽƌĨĂŵŝůŝĞƐŶĞĞĚŝŶŐĐŚŝůĚĐĂƌĞƐĞƌǀŝĐĞƐ. o /ŵƉƌŽǀĞƚŚĞƐĞǀĞƌĞƐŚŽƌƚĂŐĞŽĨůŝĐĞŶƐĞĚĐŚŝldcare providers. o /ŶĐƌĞĂƐĞĐĂƌĞŐŝǀŝŶŐŽƉƚŝŽŶƐĨŽƌĨĂŵŝůŝĞƐǁŝƚŚƐĐŚŽŽů-ĂŐĞĐŚŝůĚƌĞŶƚŽĞŶƐƵƌĞƚŚĞǇĐĂŶƐƚŝůůǁŽƌŬ ǁŚĞŶƵŶĂŶƚŝĐŝƉĂƚĞĚĞǀĞŶƚƐŽĐĐƵƌ;Ğ͘Ő͘ƐĐŚŽŽůĐĂŶĐĞůůĞĚ͕ƋƵĂƌĂŶƚŝŶĞƐ͕ĞƚĐ͘Ϳ. “The field of early care and education has been hit hard. People are leaving the field, which leaves early care and education sites unable to provide a crucial service to families. This impacts our economy.” Theme 4: Environmental Resilience WƌŝŽƌƚŽƚŚĞƉĂŶĚĞŵŝĐ͕ĐůŝŵĂƚĞĐŚĂŶŐĞǁĂƐĂƉƌŝŵĂƌǇƚŽƉŝĐŽĨĐŽŶĐĞƌŶĂĐƌŽƐƐƚŚĞĐŽŵŵƵŶŝƚǇ͕ƐƚĂƚĞ͕ŶĂƚŝŽŶ͕ ĂŶĚŐůŽďĞ͘&ŽƌƚŽůůŝŶƐŚĂƐůŽŶŐƉƌŝŽƌŝƚŝǌĞĚĐůŝŵĂƚĞĂĐƚŝŽŶĂŶĚŵŝƚŝŐĂƚŝŽŶŽĨŐƌĞĞŶŚŽƵƐĞŐĂƐĞƐ͕ĂĚŽƉƚŝŶŐ ĂŐŐƌĞƐƐŝǀĞĐůŝŵĂƚĞĂĐƚŝŽŶƚĂƌŐĞƚƐ͘ Page 34 of ϴϵ ATTACHMENT 2 With the arrival of ƚŚĞ ƉĂŶĚĞŵŝĐ͕ ƐŝŵƵůƚĂŶĞŽƵƐ ƉƵďůŝĐ ŚĞĂůƚŚ ĂŶĚ ĞĐŽŶŽŵŝĐ ĐƌŝƐĞƐ ĂƌŽƐĞ͕ ďƵƚ ƚŚĞ ĚĞǀĂƐƚĂƚŝŶŐŝŵƉĂĐƚƐŽĨĐůŝŵĂƚĞĐŚĂŶŐĞŚĂǀĞĂůƐŽďĞĞŶƉƌĞƐĞŶƚƚŚƌŽƵŐŚŽƵƚƚŚĞƉĂŶĚĞŵŝĐ͘ ϮϬϮϬǁĂƐ ƌĞĐŽƌĚĞĚĂƐƚŚĞŚŽƚƚĞƐƚǇĞĂƌŽŶƌĞĐŽƌĚ͘/Ŷ2020 ǁŝůĚĨŝƌĞƐďƵƌŶĞĚĂƌĞĐŽƌĚ-ďƌĞĂŬŝŶŐĂŵŽƵŶƚŽĨĨŽƌĞƐƚŝŶ Colorado ĂŶĚ ĐƌĞĂƚĞĚ ĞǆƚƌĞŵĞůǇ ƉŽŽƌ Ăŝƌ ƋƵĂůŝƚǇ ĂĐƌŽƐƐ ƚŚĞ &ƌŽŶƚ ZĂŶŐĞ͕ŝŶĐůƵĚŝŶŐ ŝŶ &Žƌƚ ŽůůŝŶƐ. ƚŵŽƐƉŚĞƌŝĐĐŽŶĐĞŶƚƌĂƚŝŽŶƐŽĨŐƌĞĞŶŚŽƵƐĞŐĂƐĞƐŚĂǀĞĐŽŶƚŝŶƵĞĚƚŽĐůŝŵďĚĞƐƉŝƚĞƚŚĞĚŝƉŝŶĞŵŝƐƐŝŽŶƐ ĐĂƵƐĞĚďǇůŽĐŬĚŽǁŶƐ ĞĂƌůǇŝŶ ƚŚĞƉĂŶĚĞŵŝĐ. ůŝŵĂƚĞƌŝƐŬƐĂƌĞŵŽƌĞĞůĞǀĂƚĞĚƚŚĂŶĞǀĞƌ͘ dŚĞĚƌĂŵĂƚŝĐĂŶĚƌĂƉŝĚĐŚĂŶŐĞƐŝŶƚŚĞďĞŚĂǀŝŽƌƐŽĨŝŶĚŝǀŝĚƵĂůƐ͕ŽƌŐĂŶŝǌĂƚŝŽŶƐ͕ĂŶĚƐǇƐƚĞŵƐĂƚĂůůƐĐĂůĞƐ ŝŶĚƵĐĞĚďǇƚŚĞKs/-ϭϵƉĂŶĚĞŵŝĐĂĨĨĞĐƚthe ĞŶǀŝƌŽŶŵĞŶƚ͕ĐůŝŵĂƚĞ͕ĂŶĚĞĐŽƐǇƐƚĞŵƐ locally. What does &ŽƌƚŽůůŝŶƐ͛ ƌĞĂĐƚŝŽŶƚŽƚŚĞƉĂŶĚĞŵŝĐƐĂǇĂďŽƵƚthĞŝƚǇ͛Ɛ ĂďŝůŝƚǇƚŽƚĂĐŬůĞĐůŝŵĂƚĞĐŚĂŶŐĞ͍tŚĂƚůĞƐƐŽŶƐ ůĞĂƌŶĞĚ ĂďŽƵƚƵƌŐĞŶƚŵŽďŝůŝǌĂƚŝŽŶĨŽƌƚŚĞŐƌĞĂƚĞƌŐŽŽĚĐĂŶďĞĂƉƉůŝĞĚƚŽthe climate ĐƌŝƐŝƐ͍,ŽǁĐĂŶ ĐůŝŵĂƚĞƌĞƐŝůŝĞŶĐĞĂŶĚŐƌĞĞŶŚŽƵƐĞŐĂƐŵŝƚŝŐĂƚŝŽŶďĞŝŶĐŽƌƉŽƌĂƚĞĚŝŶƚŽƉĂŶĚĞŵŝĐƌĞĐŽǀĞƌǇ͍ /Ŷ ƚŚĞ ĨĂĐĞ ŽĨ ǁŝĚĞƐƉƌĞĂĚ ĐŚĂŶŐĞƐ ďƌŽƵŐŚƚ ĂďŽƵƚ ďǇ Ks/-ϭϵ͕ ƚŚĞ ŝŵƉŽƌƚĂŶĐĞ ŽĨ ĞŶǀŝƌŽŶŵĞŶƚĂů ƌĞƐŝůŝĞŶĐǇĐĂŶŶŽƚďĞŽǀĞƌƐƚĂƚĞĚ͘ZĞƐŝůŝĞŶĐĞƌĞĐŽŐŶŝǌĞƐƚŚĂƚĚŝƐƌƵƉƚŝŽŶƐŝŶĞǀŝƚĂďůǇǁŝůůĐŽŵĞĂŶĚƚŚĂƚ ďƵŝůĚŝŶŐ ĨůĞǆŝďŝůŝƚǇ ŝŶƚŽ ŽƉĞƌĂƚŝŽŶƐ ĂůůŽǁƐ ŽŶĞ ƚŽ ďĞƚƚĞƌ ƌĞĐŽǀĞƌ ŽŶ-cŽƵƌƐĞ͕ ŵŝŶŝŵŝǌŝŶŐ ĚĞƚŽƵƌƐ Žƌ ĚĞƌĂŝůŵĞŶƚƐĂƐŵƵĐŚĂƐƉŽƐƐŝďůĞ͘ ^ŝŶĐĞƚŚĞŽŶƐĞƚŽĨƚŚĞƉĂŶĚĞŵŝĐ͕ĞǀŝĚĞŶĐĞof ƚŚĞŝŵƉŽƌƚĂŶĐĞŽĨƐƵƐƚĂŝŶĂďŝůŝƚǇŚĂƐŽŶůǇŝŶĐƌĞĂƐĞĚ͘dŚĞ ǁŽƌůĚ ĨĂĐĞƐ ŐƌŽǁŝŶŐ ǀƵůŶĞƌĂďŝůŝƚǇ ƚŽ ŶĂƚƵƌĂů ĚŝƐĂƐƚĞƌƐ͕ ĨůŽŽĚŝŶŐ͕ ĚƌŽƵŐŚƚ͕ ĂŶĚ ŽƚŚĞƌ ĞŶǀŝƌŽŶŵĞŶƚĂů ƉƌŽďůĞŵƐǁŝƚŚƐĞǀĞƌĞĐŽŶƐĞƋƵĞŶĐĞƐĨŽƌƌƵƌĂůĂŶĚƵƌďĂŶĐŽŵŵƵŶŝƚŝĞƐ ĂƌŽƵŶĚ ĨŽŽĚƐĞĐƵƌŝƚǇ͕ĞĐŽŶŽŵŝĐ ŐƌŽǁƚŚ͕ĂŶĚƉŽůŝƚŝĐĂůƐƚĂďŝůŝƚǇ͘hůƚŝŵĂƚĞůǇ͕ƐŽůƵƚŝŽŶƐƌĞƋƵŝƌĞĐŽůůĞĐƚŝǀĞƉŽůŝƚŝĐĂůǁŝůů͗ƐƚĂŬĞŚŽůĚĞƌƐĨƌŽŵ across the ĐŽŵŵƵŶŝƚǇǁŽƌŬŝŶŐƚŽǁĂƌĚĂƐŚĂƌĞĚǀŝƐŝŽŶĨŽƌĂƐŽĐŝĂůůǇ͕ĞĐŽŶŽŵŝĐĂůůǇ͕ĂŶĚĞŶǀŝƌŽŶŵĞŶƚĂůůǇ ƐƵƐƚĂŝŶĂďůĞĨƵƚƵƌĞĨŽƌƵƐĂůů͘ “I am blessed with a job and lifestyle that wasn't impacted too much from the pandemic. That said I think there are many lessons learned that I hope we don't lose. For example I LOVE all the extra outdoor seating at restaurants and I also appreciate not having to drive to work everyday (which I think is critical towards meeting our Climate Action goals). I hope the City and organizations don't feel that we have to revert back to pre-COVID times.” RRECOVERY OUTCOME 4a: Commit to environmental justice and resilience as reflected in Our Climate Future. Why a Priority for Recovery? dŚĞŝƚǇ͛ƐKƵƌůŝŵĂƚĞ&ƵƚƵƌĞWůĂŶŶŽƚĞƐƚŚĂƚŝƚŝƐĐƌƵĐŝĂůƚŽƉůĂŶĨŽƌĚŝƐƌƵƉƚŝŽŶ ĂŶĚƚŽĨŽƐƚĞƌĂŶĚƐƚƌĞŶŐƚŚĞŶƌĞŐŝŽŶĂů͕ĐŽŵŵƵŶŝƚǇ͕ĂŶĚƉĞƌƐŽŶĂůŶĞƚǁŽƌŬƐďǇƐƵƉƉŽƌƚŝŶŐĞĂĐŚŽƚŚĞƌƐŽ ƚŚĞĐŽŵŵƵŶŝƚǇŝƐďĞƚƚĞƌƉƌĞƉĂƌĞĚƚŽŚĂŶĚůĞƚŚŽƐĞĚŝƐƌƵƉƚŝŽŶƐ͘To effectivĞůǇƐƵƉƉŽƌƚŽŶĞĂŶŽƚŚĞƌĚƵƌŝŶŐ ĂŶĚĂĨƚĞƌƌĞĐŽǀĞƌǇ͕ŝƚŵƵƐƚďĞĂĐŬŶŽǁůĞĚŐĞĚƚŚĂƚĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐǁĞƌĞĂƚĚŝĨĨĞƌĞŶƚƐƚĂƌƚŝŶŐƉŽŝŶƚƐ ďĞĨŽƌĞƚŚĞƉĂŶĚĞŵŝĐ͘^ŽŵĞĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐǁĞƌĞŝŵƉĂĐƚĞĚŵŽƌĞƚŚĂŶŽƚŚĞƌƐ͕ƉĂƌƚŝĐƵůĂƌůǇ/WK ĂŶĚůŽǁ-ŝŶĐŽŵĞĐŽŵŵƵŶŝƚǇŵĞŵďers. “A more focused, dramatic shift needs to take place to prioritize equity, health, and climate change mitigation and adaptation in all decisions and at all levels in order to address the systemic issues our communities will perpetually face if action continues at the present rate.” dŚĞŝƚǇ͛Ɛ,ŽƵƐŝŶŐ^ƚƌĂƚĞŐŝĐWůĂŶ ƐƚĂƚĞƐ͕͞ƚŚĞůĞŐĂĐǇŽĨŶĞŝŐŚďŽƌŚŽŽĚƐĞŐƌĞŐĂƚŝŽŶĂŶĚƐŽĐŝĂůĂŶĚĞĐŽŶŽŵŝĐ ĚŝƐĐƌŝŵŝŶĂƚŝŽŶĂŐĂŝŶƐƚ/WKĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐŝƐĞǀŝĚĞŶƚŝŶŐĞŶĞƌĂƚŝŽŶĂůǁĞĂůƚŚŐĂƉƐƚŚĂƚĂĨĨĞĐƚ Page 35 of ϴϵ ATTACHMENT 2 ĂĐĐĞƐƐƚŽŚĞĂůƚŚǇĂŶĚƐƚĂďůĞŚŽƵƐŝŶŐƚŽĚĂǇ͘^ĞŐƌĞŐĂƚŝŽŶĞŶƐƵƌĞĚƚŚĂƚ/WKƌĞƐŝĚĞŶƚƐŝŶ&ŽƌƚŽůůŝŶƐǁĞƌĞ ůŝŬĞůǇƚŽůŝǀĞŶĞĂƌƚŚĞĐŝƚǇ͛ƐŝŶĚƵƐƚƌŝĂůƐŝƚĞƐĂŶĚŵŽƌĞůŝŬĞůǇƚŽďĞĞǆƉŽƐĞĚƚŽƚŽǆŝŶƐƐƵĐŚĂƐĐŽĂůƐŵŽŬĞĂŶĚ ƐŽŽƚ ĨƌŽŵ ƚŚĞ ƐƵŐĂƌ ďĞĞƚ ĨĂĐƚŽƌǇ͖ ĐŽŶƐƚĂŶƚ ƉŽůůƵƚŝŽŶ ĂŶĚ ŚĂǌĂƌĚƐĨƌŽŵƚƌĂŝŶƐ͖ĂŶĚƚŚĞŽĚŽƌĂŶĚ ĞŶǀŝƌŽŶŵĞŶƚĂůŝŵƉĂĐƚƐĨƌŽŵƚŚĞŽƌŝŐŝŶĂů&ŽƌƚŽůůŝŶƐŝƚǇůĂŶĚĨŝůůĂŶĚƚŚĞŶĞĂƌďǇŽŝůĚĞƉŽƚƐ͘͟1 DĂŶǇ ŚŝƐƚŽƌŝĐĂůůǇ ƵŶĚĞƌƐĞƌǀĞĚ ŐƌŽƵƉƐ ĂƌĞ ĚŝƐƉƌŽƉŽƌƚŝŽŶĂůůǇ ĞǆƉŽƐĞĚ ƚŽ ǀĂƌŝŽƵƐ ƚǇƉĞƐ ŽĨ ĞŶǀŝƌŽŶŵĞŶƚĂů ƉŽůůƵƚŝŽŶ͕ĐĂƵƐŝŶŐŚĞĂůƚŚŝƐƐƵĞƐƐƵĐŚĂƐĂƐƚŚŵĂǁŚŝĐŚĂƌĞŽĨƚĞŶĐŽŵƉŽƵŶĚĞĚďǇůĂĐŬŽĨĂĐĐĞƐƐƚŽƋƵĂůŝƚǇ͕ ĂĨĨŽƌĚĂďůĞŚĞĂůƚŚĐĂƌĞ͘ ƐƐŽůƵƚŝŽŶƐĂƌĞĚĞƐŝŐŶĞĚĨŽƌƌĞĐŽǀĞƌǇ͕ƚŚĞǇŵƵƐƚĂůƐŽŚĞůƉƚŽĂĐŚŝĞǀĞŚĞĂůƚŚĂŶĚĞŶǀŝƌŽŶŵĞŶƚĂůƌĞƐŝůŝĞŶĐĞ ĂŶĚĞƋƵŝƚǇ͘^ŽůƵƚŝŽŶƐĐŽ-ĚĞƐŝŐŶĞĚǁŝƚŚĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐŵŽƐƚŝŵƉĂĐƚĞĚŵƵƐƚďĞƉƌŝŽƌŝƚŝǌĞĚ͘dŚĞƌĞŝƐ a stroŶŐĐŽƌƌĞůĂƚŝŽŶďĞƚǁĞĞŶŚĞĂůƚŚĂŶĚĞŶǀŝƌŽŶŵĞŶƚ͕ǁŚĞƌĞ/WKĂŶĚůŽǁ-ŝŶĐŽŵĞƌĞƐŝĚĞŶƚƐďĞĂƌĂ ůĂƌŐĞƌďƵƌĚĞŶĂŶĚŝŵƉĂĐƚ͘tŚŝůĞĞŶǀŝƌŽŶŵĞŶƚĂůũƵƐƚŝĐĞĂŶĚĞƋƵŝƚǇĂƌĞǁŽǀĞŶƚŚƌŽƵŐŚŽƵƚƚŚŝƐƉůĂŶ͕ƚŚŝƐ KƵƚĐŽŵĞŝƐĚĞƐŝŐŶĞĚƚŽĞǆƉůŝĐŝƚůǇĐĂůůŽƵƚƚŚĞŶĞĞĚƚŽĂĚǀĂŶĐĞĞŶǀŝƌŽŶŵĞŶƚĂůƌĞƐŝůŝĞŶĐĞĂŶĚũƵƐƚŝĐĞ͘ KďũĞĐƚŝǀĞƐĨŽƌϰĂŝŶĐůƵĚĞ͗ o /ĚĞŶƚŝĨǇĐƌŝƚĞƌŝĂ͕ƉƌŽĐĞƐƐĂŶĚĨƵŶĚŝŶŐŽƉƚŝŽŶƐƚŽƌĞǀŝƚĂůŝǌĞŶĞŝŐŚďŽƌŚŽŽĚĂŶĚĐŽŵŵƵŶŝƚǇƉĂƌŬƐ͘ o ĐĐĞůĞƌĂƚĞƐƵƉƉŽƌƚƚŽĂĚĚƌĞƐƐǀƵůŶĞƌĂďŝůŝƚŝĞƐƚŽŶĂƚƵƌĂůŚĂǌĂƌĚƐ͕ŝŶĐůƵĚŝŶŐƉƌŽĂĐƚŝǀĞŵŝƚŝŐĂƚŝŽŶ ĂĐƚŝŽŶƐ ĂŶĚ ƉƌĞƉĂƌŝŶŐ ƚŚĞ ĐŽŵŵƵŶŝƚǇ ƚŽ ŵŝŶŝŵŝǌĞ ŝŵƉĂĐƚƐ ƚŽ ƉĞŽƉůĞ͕ ƉƌŽƉĞƌƚǇ͕ ĂŶĚ ĐƌŝƚŝĐĂů facilities. o ^ƵƉƉŽƌƚ ĐŽŵŵƵŶŝƚǇ- ĂŶĚ ŶĞŝŐŚďŽƌŚŽŽĚ-ůĞĚ ǁŽƌŬƐŚŽƉƐ ĨŽƌ ĐŽŵŵƵŶŝƚǇ ŵĞŵďĞƌƐ ƚŽ ŝĚĞŶƚŝĨǇ ƐƵƐƚĂŝŶĂďůĞƐŽůƵƚŝŽŶƐƚŽƐƵƉƉŽƌƚƌĞƐŝůŝĞŶĐĞ͘ 10F 11 o ĞĐƌĞĂƐĞďĂƌƌŝĞƌƐ ĂŶĚŝŶĐƌĞĂƐĞĂĐĐĞƐƐƚŽĂĨĨŽƌĚĂďůĞŚŽŵĞͬĐŽŵŵƵŶŝƚǇŐĂƌĚĞŶŝŶŐ͕ƐƵƐƚĂŝŶĂďůĞ ĨĂƌŵŝŶŐĂŶĚĐŽŵŵƵŶŝƚǇƐƵƉƉŽƌƚĞĚĂŐƌŝĐƵůƚƵƌĞ;^ƐͿ͘11F 12 ĐƚŝŽŶŶĞĞĚĞĚĨŽƌϰĂƚŽďĞĂĐŚŝĞǀĞĚ͗ o ZĞĚƵĐĞ ƉŽůůƵƚŝŽŶ Ăƚ ƚŚĞ ƐŽƵƌĐĞ͕ƚĂƌŐĞƚŝŶŐ ĚŝƐƉĂƌŝƚŝĞƐ ŝŶ ĞǆƉŽƐƵƌĞ ĨŽƌ ǀƵůŶĞƌĂďůĞ ĐŽŵŵƵŶŝƚǇ ŵĞŵďĞƌƐ͘ o &ƵŶĚ ĐŽŵŵƵŶŝƚǇ- ĂŶĚ ŶĞŝŐŚďŽƌŚŽŽĚ-ůĞĚ ǁŽƌŬƐŚŽƉƐ ǁŚĞƌĞ ĐŽŵŵƵŶŝƚǇ ŵĞŵďĞƌƐ ŝĚĞŶƚŝĨǇ ƐƵƐƚĂŝŶĂďůĞƐŽůƵƚŝŽŶƐƚŽůŽĐĂůĞŶǀŝƌŽŶŵĞŶƚĂůũƵƐƚŝĐĞŝƐƐƵĞƐĂŶĚŽƉƉŽƌƚƵŶŝƚŝĞƐ͘ o &ƵŶĚĂŶĚƐƵƉƉŽƌƚĚĞǀĞůŽƉŵĞŶƚŽĨƌĞƐŝůŝĞŶĐĞŚƵďƐƚŚƌŽƵŐŚŽƵƚƚŚĞĐŽŵŵƵŶŝƚǇƚŚĂƚĐĂŶďĞƵƐĞĚƚŽ ĐŽŽƌĚŝŶĂƚĞƌĞƐŽƵƌĐĞĚŝƐƚƌŝďƵƚŝŽŶĂŶĚƐƵƉƉŽƌƚƌĞƐŝĚĞŶƚƐ͘ o ZĞƐƚŽƌĞ ĞǆŝƐƚŝŶŐ ƐĞƌǀŝĐĞƐ ĂŶĚ ĐŽŶƚŝŶƵĞ ĞǆƉĂŶƐŝŽŶ ŽĨ ƐĞƌǀŝĐĞƐ ƚŽ ĞŶƐƵƌĞ ĂĐĐĞƐƐ ƚŽ ŶĞĐĞƐƐĂƌǇ ƐĞƌǀŝĐĞƐĂŶĚƵŶĚĞƌƐĞƌǀĞĚĂƌĞĂƐ͘ o ^ƵƉƉŽƌƚŶĞŝŐŚďŽƌŚŽŽĚůĞĂĚĞƌƐŚŝƉŽĨƚŚĞŝƌƉƌŝŽƌŝƚŝĞƐďǇĨƵŶĚŝŶŐĐĂƉĂĐŝƚǇďƵŝůĚŝŶŐĞĨĨŽƌƚƐĂŶĚ ƉƌŽũĞĐƚƐƚŚĞǇƉƌŝŽƌŝƚŝǌĞĂŶĚĞŶƐƵƌŝŶŐŝƚǇƐƚĂĨĨƐƵƉƉŽƌƚŝƐĂǀĂŝůĂďůĞ͕ĂƐĂƉƉƌŽƉƌŝĂƚĞ͘ “[The pandemic] has put all in new context; especially environmental health, with a serious pulmonary virus spreading amidst high AQI readings. Neighborhood developments that are disconnected from the rest of the city make the inequality and isolation of the pandemic even harder to cope with.” 11 KƵƌůŝŵĂƚĞ&ƵƚƵƌĞ͗ŝŐDŽǀĞϳ͗,ĞĂůƚŚǇ͕ĨĨŽƌĚĂďůĞ,ŽƵƐŝŶŐ ,,ϱ 12 ŝƚǇŽĨ&ŽƌƚŽůůŝŶƐKƵƌůŝŵĂƚĞ&ƵƚƵƌĞ͗ŝŐDŽǀĞϴ͗>ŽĐĂů͕ĨĨŽƌĚĂďůĞ͕ĂŶĚ,ĞĂůƚŚǇ&ŽŽĚ>,&ϮĂŶĚŝƚǇŽĨ&Žƌƚ ŽůůŝŶƐKƵƌůŝŵĂƚĞ&ƵƚƵƌĞ͗ŝŐDŽǀĞϴ͗>ŽĐĂů͕ĨĨŽƌĚĂďůĞ͕ĂŶĚ,ĞĂůƚŚǇ&ŽŽĚ>,&ϰ Page 36 of ϴϵ ATTACHMENT 2 Page 37 of ϴϵ RRECOVERY OUTCOME 4b: Resilient infrastructure is reliable and affordable. Why a Priority for Recovery? dŚĞƉĂŶĚĞŵŝĐŚŝŐŚůŝŐŚƚĞĚƚŚĞŶĞĞĚĨŽƌůŽĐĂůŝŶĨƌĂƐƚƌƵĐƚƵƌĞĂŶĚďƵŝůĚŝŶŐƐƚŽ ƚŚƌŝǀĞďŽƚŚƚŽĚĂǇĂŶĚŝŶƚŽƚŚĞĨƵƚƵƌĞ͘ŽŵŵƵŶŝƚǇŵĞŵďĞƌƐƐŚĂƌĞĚƚŚĂƚĂƐ&ŽƌƚŽůůŝŶƐǁŽƌŬƐƚŽďƵŝůĚďĂĐŬ ďĞƚƚĞƌ͕ƚŚĞǁĂǇƚŚĞĐŽŵŵƵŶŝƚǇďƵŝůĚƐďĂĐŬŝƐĐƌŝƚŝĐĂůƚŽƐƵĐĐĞƐƐ͘ “Building back better / Green recovery is paramount to aligning on 1.5C climate pathway. The new IPCC says humanity is at Code Red - meaning Fort Collins needs to use any recovery funds designated for infrastructure and development to support a green recovery - focused on promoting renewable electricity, subsidies for electric vehicles, reducing food waste, etc...” /ŶĚŽŽƌƐƉĂĐĞƐ͕ŝŶĐůƵĚŝŶŐŚŽŵĞƐ͕ƐĐŚŽŽůƐĂŶĚǁŽƌŬĞŶǀŝƌŽŶŵĞŶƚƐ͕ĂƌĞĐƌŝƚŝĐĂůƐƉĂĐĞƐŝŶĚŝǀŝĚƵĂůƐƐƉĞŶĚƚŝŵĞ ŝŶ- ƵƉƚŽϵϬйŽĨƚŚĞŝƌůŝǀĞƐ͘ƵŝůĚŝŶŐƐĂŶĚŚŽŵĞƐĂůƐŽƐĞƌǀĞĂƐƚŚĞƉŚǇƐŝĐĂůĨĂďƌŝĐŽĨƚŚĞůŽĐĂůĐŽŵŵƵŶŝƚǇ͕ ƚŚĞƉůĂĐĞƐǁŚĞƌĞĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐĐŽŶŶĞĐƚǁŝƚŚŽƚŚĞƌƐ͕ĂŶĚǁŚĞƌĞƚŚĞǇŽĨƚĞŶĨĞĞůƐĂĨĞƐƚ͘ƵŝůĚŝŶŐƐ ĂŶĚƐƉĂĐĞƐƚŚĂƚĂƌĞŚĞĂůƚŚǇ͕ĐŽŵĨŽƌƚĂďůĞ͕ĞŶĞƌŐǇĞĨĨŝĐŝĞŶƚĂŶĚǁĂƚĞƌ ĞĨĨŝĐŝĞŶƚŝŶĐƌĞĂƐĞƐƚŚĞŚĞĂůƚŚĂŶĚ ǁĞůů-ďĞŝŶŐŽĨƚŚŽƐĞŝŶƚŚĞŵ͘ŚĂŶŐŝŶŐƚŚĞďƵŝůĚŝŶŐƐ͕ĂŶĚŝŶĚŝǀŝĚƵĂůƐ͛ŚĂďŝƚƐŝŶƚŚĞŵ͕ŚĂƐƚŚĞƉŽƚĞŶƚŝĂůƚŽ ƉŽƐŝƚŝǀĞůǇŝŵƉĂĐƚĐŽŵŵƵŶŝƚǇǁĞůů-ďĞŝŶŐ. /ŶĂĚĚŝƚŝŽŶ͕ƐĂĨĞĂŶĚĐŽŵĨŽƌƚĂďůĞŝŶĚŽŽƌƐƉĂĐĞƐŚĂǀĞƚĂŬĞŶŽŶŶĞǁŵĞĂŶŝŶŐĂĨƚĞƌϮϬϮϬ͕ǁŚĞŶ&ŽƌƚŽůůŝŶƐ ƌĞƐŝĚĞŶƚƐŶĂǀŝŐĂƚĞĚďŽƚŚĂƉĂŶĚĞŵŝĐĂŶĚƐŽŵĞŽĨƚŚĞǁŽƌƐƚǁŝůĚĨŝƌĞƐŝŶŽůŽƌĂĚŽŚŝƐƚŽƌǇ͘/ŶĚŽŽƌĂŝƌ ƋƵĂůŝƚǇŝƐŽŶĂǀĞƌĂŐĞƵƉƚŽĨŝǀĞƚŝŵĞƐǁŽƌƐĞƚŚĂŶŽƵƚĚŽŽƌĂŝƌƋƵĂůŝƚǇ͕ĂŶĚŝƐĞƐƉĞĐŝĂůůǇŽĨĐŽŶĐĞƌŶŝŶŚŽŵĞƐ͕ ƐĐŚŽŽůƐ͕ďƵƐŝŶĞƐƐĞƐĂŶĚŽƚŚĞƌƉƵďůŝĐƐƉĂĐĞƐƚŚĂƚůĂĐŬƚŚĞĂďŝůŝƚǇƚŽƉƌŽƉĞƌůǇĨŝůƚĞƌĂŶĚǀĞŶƚŝůĂƚĞƚŚĞĂŝƌ͘/Ŷ ĂĚĚŝƚŝŽŶƚŽĐůĞĂŶĂŝƌ͕ƚŚĞĚĞůŝǀĞƌǇŽĨƐĂĨĞĂŶĚƌĞůŝĂďůĞǁĂƚĞƌ͕ĂŶĚƐƚĂďůĞĞůĞĐƚƌŝĐƉŽǁĞƌĂƌĞďĂƐŝĐƌŝŐŚƚƐƚŚĂƚ ĂůůŝŶĚŝǀŝĚƵĂůƐŝŶ&ŽƌƚŽůůŝŶƐŵƵƐƚŚĂǀĞŝŶŽƌĚĞƌƚŽĂĐŚŝĞǀĞƐƚĂďŝůŝƚǇ͘ ĞǀĞůŽƉŵĞŶƚĂŶĚĐůŝŵĂƚĞĐŚĂŶŐĞĂƌĞƉƵƚƚŝŶŐŶĞǁƐƚƌĞƐƐĞƐŽŶĂůůŽĨ&ŽƌƚŽůůŝŶƐ͛ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͕ĞƐƉĞĐŝĂůůǇ ƚŚŽƐĞƐǇƐƚĞŵƐƌĞůĂƚĞĚƚŽǁĂƚĞƌĂŶĚĞůĞĐƚƌŝĐŝƚǇ͘/ŵƉĂĐƚƐŽĨƚŚĞƉĂŶĚĞŵŝĐŚĂǀĞĂůƐŽƌĞƐƵůƚĞĚŝŶĐŽŶƚŝŶƵĞĚ ƌĞĚƵĐƚŝŽŶƐŝŶƉƵďůŝĐƚƌĂŶƐŝƚƌŝĚĞƌƐŚŝƉĂŶĚƐĞƌǀŝĐĞůĞǀĞůƐ͘DŽďŝůŝƚǇƐĞƌǀŝĐĞƌĞĚƵĐƚŝŽŶƐŚĂǀĞĞǆƚƌĞŵĞŝŵƉĂĐƚƐ ŽŶƚŚĞŵŽƐƚǀƵůŶĞƌĂďůĞƉŽƉƵůĂƚŝŽŶƐŝŶƚŚĞĐŽŵŵƵŶŝƚǇ͕ƉĂƌƚŝĐƵůĂƌůǇĂƐŝƚƌĞůĂƚĞƐƚŽƚŚĞĂĐĐĞƐƐŝďŝůŝƚǇŽĨ ŚĞĂůƚŚĐĂƌĞĂŶĚĨŽŽĚ͘dŚĞŵĂŶĂŐĞŵĞŶƚŽĨůŽĐĂůĂŶĚƌĞŐŝŽŶĂůŝŶĨƌĂƐƚƌƵĐƚƵƌĞŝƐŽĨƉĂƌĂŵŽƵŶƚŝŵƉŽƌƚĂŶĐĞ ĨŽƌƚŚĞĐŽŶƚŝŶƵĞĚƌĞĐŽǀĞƌǇŽĨƚŚĞĐŽŵŵƵŶŝƚǇ͘ “Stronger regional transportation systems will help with climate change and accessibility to all Fort Collins and surrounding areas have to offer.” KďũĞĐƚŝǀĞƐĨŽƌϰď ŝŶĐůƵĚĞ͗ o ccess to ŚĞĂůƚŚǇ͕ ĞŶĞƌŐǇ- ĂŶĚ ǁĂƚĞƌ-ĞĨĨŝĐŝĞŶƚ ŝŶĚŽŽƌ ƐƉĂĐĞƐ͕ ŝŶĐůƵĚŝŶŐ ŚŽŵĞƐ ĂŶĚ ǁŽƌŬ ĞŶǀŝƌŽŶŵĞŶƚƐ. o dƌĂŶƐƉŽƌƚĂƚŝŽŶ ĂŶĚ ŵŽďŝůŝƚǇ ƐǇƐƚĞŵƐ ĂƌĞ ƌĞƐŝůŝĞŶƚ ƚŽ Ă ǀĂƌŝĞƚǇŽĨ ĞǆƉĞĐƚĞĚ ĂŶĚ ƵŶĞǆƉĞĐƚĞĚ ĚŝƐƌƵƉƚŝŽŶƐ͘ o ZĞůŝĂďůĞ ǁĂƚĞƌ ĂŶĚ ĞůĞĐƚƌŝĐ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ ĂƌĞ ŵŽƌĞ ƌĞƐŝůŝĞŶƚ ƚŽ Ă ǀĂƌŝĞƚǇ ŽĨ ĞǆƉĞĐƚĞĚ ĂŶĚ ƵŶĞǆƉĞĐƚĞĚĚŝƐƌƵƉƚŝŽŶƐ͘ ĐƚŝŽŶŶĞĞĚĞĚĨŽƌϰď ƚŽďĞĂĐŚŝĞǀĞĚ͗ o ZĞƐƚŽƌĞĞǆŝƐƚŝŶŐƐĞƌǀŝĐĞƐ ;ŝŶĐůƵĚŝŶŐƚƌĂŶƐƉŽƌƚĂƚŝŽŶͿ ĂŶĚĐŽŶƚŝŶƵĞĞǆƉĂŶƐŝŽŶŽĨƐĞƌǀŝĐĞƐƚŚƌŽƵŐŚ ŝƚǇǁŝĚĞƉůĂŶŶŝŶŐĞĨĨŽƌƚƐ ƐƵĐŚĂƐƚŚĞdƌĂŶƐŝƚDĂƐƚĞƌWůĂŶ͘ o &ĂĐŝůŝƚĂƚĞƉĂƌƚŶĞƌƐŚŝƉƐƚŽƉƌŽǀŝĚĞĂĐĐĞƐƐƚŽůŽǁ-cost services͕ƵƚŝůŝƚǇĂĨĨŽƌĚĂďŝůŝƚǇƉƌŽŐƌĂŵƐ͕ other ƌĞƐŽƵƌĐĞƐĂŶĚƉƌŽǀŝĚĞŝŶĐĞŶƚŝǀĞƐĨŽƌĞĨĨŝĐŝĞŶƚďƵŝůĚŝŶŐƉƌĂĐƚŝĐĞƐ͘ ATTACHMENT 2 o ŶŚĂŶĐĞĐĂƉĂĐŝƚǇĨŽƌƌĞŐŝŽŶĂůĐŽůůĂďŽƌĂƚŝŽŶƚŽƐƚƌĞŶŐƚŚĞŶƚŚĞƌĞƐŝůŝĞŶĐĞŽĨǁĂƚĞƌ ĂŶĚĞůĞĐƚƌŝĐĂů systems. o ^ƵƉƉŽƌƚĂĐĐĞůĞƌĂƚĞĚŝŵƉůĞŵĞŶƚĂƚŝŽŶŽĨKƵƌůŝŵĂƚĞ&ƵƚƵƌĞΖƐEĞǆƚDŽǀĞƐƚŽĚĞǀĞůŽƉĂŶĞŶĞƌŐǇ ƉĞƌĨŽƌŵĂŶĐĞƉĂƚŚĨŽƌŶĞǁĐŽŶƐƚƌƵĐƚŝŽŶƚŽǌĞƌŽĐĂƌďŽŶďƵŝůĚŝŶŐďǇϮϬ30. o ƐƚĂďůŝƐŚƐŚĂƌĞĚĞŶĞƌŐǇƐǇƐƚĞŵƐƉƌŽŐƌĂŵĨŽƌŵƵůƚŝĨĂŵŝůǇƉƌŽƉĞƌƚŝĞƐ͖ĞǆƉůŽƌĞŶĞǁĐŽŵŵƵŶŝƚǇ ƐŽůĂƌŽƉƚŝŽŶƐ͖ĚŝƐĐƵƐƐƐƵƐƚĂŝŶĂďůĞĂŶĚƐĐĂůĂďůĞƐŽůĂƌďƵƐŝŶĞƐƐŵŽĚĞů͘ o dĂŬĞĂĐƚŝŽŶƐƚŽ͞ĨƵƚƵƌĞƉƌŽŽĨ͟ŚŽŵĞƐĂŶĚďƵƐŝŶĞƐƐĞƐƚŽůŽǁĞƌĞŶĞƌŐǇƵƐĞĂŶĚŝŶĐƌĞĂƐĞ resilieŶĐĞ͕ŝŶĐůƵĚŝŶŐĨŽĐƵƐŝŶŐŽŶƌĞƚƌŽĨŝƚƚŝŶŐǀĂĐĂŶƚĐŽŵŵĞƌĐŝĂůďƵŝůĚŝŶŐƐ͘ RRECOVERY OUTCOME 4c: Open space and natural amenities are thriving and accessible. Why a Priority for Recovery? KƉĞŶƐƉĂĐĞĂŶĚĂĐĐĞƐƐƚŽŶĂƚƵƌĞĂƌĞĚĞĨŝŶŝŶŐĐŚĂƌĂĐƚĞƌŝƐƚŝĐƐŽĨ&ŽƌƚŽůůŝŶƐ- ƐƵƉƉŽƌƚŝŶŐƚŚĞƉŚǇƐŝĐĂůĂŶĚŵĞŶƚĂůŚĞĂůƚŚŽĨƌĞƐŝĚĞŶƚƐǁŚŝůĞƐƚƌĞŶŐƚŚĞŶŝŶŐůŽŶŐ-ƚĞƌŵƌĞƐŝůŝĞŶĐĞŽĨƚŚĞ ƌĞŐŝŽŶĂŶĚŝƚƐƉŽƉƵůĂƚŝŽŶ͘dŚĞƉĂŶĚĞŵŝĐŚĂƐŚŝŐŚůŝŐŚƚĞĚƚŚĞŝŵƉŽƌƚĂŶĐĞŽĨƚŚĞƐĞƐĞƌǀŝĐĞƐ͕ǁŝƚŚƵƉƚŽ ϮϬϬйŝŶĐƌĞĂƐĞƐŝŶƵƐĞĂƚƐŽŵĞůŽĐĂůŶĂƚƵƌĂůĂƌĞĂƐ͘ ŽŶƚŝŶƵĞĚƌĞƐƚŽƌĂƚŝŽŶĂŶĚƉƌĞƐĞƌǀĂƚŝŽŶĞŶƐƵƌĞƐŽƉĞŶƐƉĂĐĞƐƉƌŽǀŝĚĞĂŚŝŐŚ-ƋƵĂůŝƚǇƌĞƐŽƵƌĐĞƚŽƚŚĞ ĐŽŵŵƵŶŝƚǇ͕ ƐƵƉƉŽƌƚŝŶŐ ŶĂƚŝǀĞ ƉůĂŶƚ ĂŶĚ ǁŝůĚůŝĨĞ ŚĂďŝƚĂƚ ďŽƚŚ ŶŽǁ ĂŶĚ ŝŶƚŽ ƚŚĞ ĨƵƚƵƌĞ͘ ŶŚĂŶĐĞĚ ĂŵĞŶŝƚŝĞƐĂĐƌŽƐƐƉĂƌŬƐĂŶĚŶĂƚƵƌĂůĂƌĞĂƐƉƌŽǀŝĚĞĂĚĚŝƚŝŽŶĂůƌĞĐƌĞĂƚŝŽŶĂůŽƉƉŽƌƚƵŶŝƚŝĞƐĨŽƌĂůůĐŽŵŵƵŶŝƚǇ ŵĞŵďĞƌƐ͘ĐĐĞƐƐŝďŝůŝƚǇƚŽƚŚĞƐĞƐŝƚĞƐǁŝůůŚĞůƉŵĞĞƚƚŚĞŶĞĞĚƐŽĨĂŐƌŽǁŝŶŐƉŽƉƵůĂƚŝŽŶ͕ĂŶĚƚŚŽƐĞǁŚŽŝŶ ƚŚĞƉĂƐƚŚĂǀĞŶŽƚŚĂĚĞĂƐǇĂĐĐĞƐƐƚŽŶĂƚƵƌĞ͘ ĚĚŝƚŝŽŶĂůůǇ͕ĂƌŽďƵƐƚƵƌďĂŶƚƌĞĞĐĂŶŽƉǇĐĂŶŚĞůƉĐŽŽůƵƌďĂŶĂƌĞĂƐĂŶĚŵŝƚŝŐĂƚĞƚŚĞƵƌďĂŶŚĞĂƚŝƐůĂŶĚ ŝŵƉĂĐƚ͕ǁŚŝůĞŚĞůƉŝŶŐƚŽĂĚĚƌĞƐƐĂŝƌƉŽůůƵƚŝŽŶƚŚƌŽƵŐŚĐĂƌďŽŶĂŶĚƉŽůůƵƚŝŽŶƐĞƋƵĞƐƚƌĂƚŝŽŶ͘^ŚĂĚĞƉƌŽǀŝĚĞĚ ďǇƵƌďĂŶƚƌĞĞƐĂůƐŽƌĞĚƵĐĞƐĞŶĞƌŐǇĚĞŵĂŶĚ͕ĐŽŶƚƌŝďƵƚŝŶŐƚŽƌĞĚƵĐĞĚĐĂƌďŽŶĞŵŝƐƐŝŽŶƐ͘ DŽƌĞďƌŽĂĚůǇ͕ ŵŝŶŝŵŝǌŝŶŐĂŝƌĂŶĚůŝŐŚƚƉŽůůƵƚŝŽŶŝŶƚŚĞůŽĐĂůĞĐŽƐǇƐƚĞŵĂŶĚŽƉĞŶƐƉĂĐĞƐŝƐĂůƐŽŝŵƉŽƌƚĂŶƚƚŽƉƌĞƐĞƌǀŝŶŐ ĞŶǀŝƌŽŶŵĞŶƚĂůĂŶĚŚƵŵĂŶŚĞĂůƚŚ͘ “The pandemic showed us how valuable having open space is to our mental as well as physical health. I would like to see Fort Collins focus on maintaining clean and safe open space areas. While obtaining new open space would be great, a lot of the existing spaces are getting loved to death and could use some help.” KďũĞĐƚŝǀĞƐĨŽƌϰĐŝŶĐůƵĚĞ͗ o ŶŚĂŶĐĞ ĂĐĐĞƐƐ ƚŽ ŽƉĞŶ ƐƉĂĐĞ͕ ƉĂƌŬƐ͕ ŶĂƚƵƌĂů ĂƌĞĂƐ͕ ĂŶĚ ĚŝǀĞƌƐĞĂŶĚĂĐĐĞƐƐŝďůĞƌĞĐƌĞĂƚŝŽŶ ŽƉƉŽƌƚƵŶŝƚŝĞƐƚŽƐƵƉƉŽƌƚƚŚĞƉŚǇƐŝĐĂůĂŶĚŵĞŶƚĂůŚĞĂůƚŚŽĨƌĞƐŝĚĞŶƚƐ͘ o /ĚĞŶƚŝĨǇǀƵůŶĞƌĂďŝůŝƚŝĞƐƚŽŶĂƚƵƌĂůŚĂǌĂƌĚƐ͕ŝĚĞŶƚŝĨǇƉƌŽĂĐƚŝǀĞŵŝƚŝŐĂƚŝŽŶĂĐƚŝŽŶƐ͕ĂŶĚƉƌĞƉĂƌĞ ĂĚĞƋƵĂƚĞůǇƚŽŵŝŶŝŵŝǌĞŝŵƉĂĐƚƐƚŽƉĞŽƉůĞ͕ƉƌŽƉĞƌƚǇ͕ĂŶĚĐƌŝƚŝĐĂůĨĂĐŝůŝƚŝĞƐ͘12F 13 o ^ƵƉƉŽƌƚĂŚĞĂůƚŚǇĂŶĚĚŝǀĞƌƐĞƵƌďĂŶƚƌĞĞĐĂŶŽƉǇƚŽƌĞĚƵĐĞĂŝƌĂŶĚůŝŐŚƚƉŽůůƵƚŝŽŶĂŶĚůŽǁĞƌ ĞŶĞƌŐǇĐŽƐƚƐ͘ ĐƚŝŽŶŶĞĞĚĞĚĨŽƌϰĐƚŽďĞĂĐŚŝĞǀĞĚ͗ o /ŵƉůĞŵĞŶƚƐƚƌĂƚĞŐŝĞƐƚŽŝŵƉƌŽǀĞĞĐŽƐǇƐƚĞŵŚĞĂůƚŚǁŚŝůĞĂĚĚƌĞƐƐŝŶŐƚŚĞĚĞŵĂŶĚĨŽƌŝŶĐƌĞĂƐĞĚ access. 13 ŝƚǇŽĨ&ŽƌƚŽůůŝŶƐKƵƌůŝŵĂƚĞ&ƵƚƵƌĞ͗ŝŐDŽǀĞϭϭ͗,ĞĂůƚŚǇEĂƚƵƌĂů^ƉĂĐĞƐ ,E^ϱ Page 38 of ϴϵ ATTACHMENT 2 Page 39 of ϴϵ o ^ĐĂůĞƵƉĂŶĚĐƌĞĂƚĞŶĞǁƚǇƉĞƐŽĨƌĞƐŽƵƌĐĞƐĂĐƌŽƐƐĐŽŵŵƵŶŝƚǇƐĞƌǀŝĐĞƉƌŽǀŝĚĞƌƐƚŽĞĨĨĞĐƚŝǀĞůǇ ƌĞĂĐƚƚŽĐƌŝƚŝĐĂůĚŝƐƌƵƉƚŝŽŶƐǁŚĞŶƚŚĞǇŽĐĐƵƌŝŶ ƚŚĞĨƵƚƵƌĞ͘ o ǆƉĂŶĚŽƌĂĚĚŶĞǁŽƉĞŶƐƉĂĐĞ͕ƉĂƌŬƐĂŶĚŶĂƚƵƌĂůĂƌĞĂƐƚŽƉƌĞƐĞƌǀĞƚŚĞŶĂƚƵƌĂůĞŶǀŝƌŽŶŵĞŶƚĂŶĚ ŝŶĐƌĞĂƐĞĂĐĐĞƐƐƚŽŶĂƚƵƌĞ͘ o /ŶĐƌĞĂƐĞƚŚĞŶƵŵďĞƌŽĨĐŽŵŵƵŶŝƚǇ-ĚƌŝǀĞŶƉƌŽũĞĐƚƐƚŚƌŽƵŐŚƐƵƉƉŽƌƚĨŽƌEĂƚƵƌĞŝŶƚŚĞŝƚǇ ƉƌŽũĞĐƚƐƚŽĐƌĞĂƚĞƉŽĐŬĞƚƐŽĨŶĂƚƵƌĞŝŶĞǀĞƌǇŶĞŝŐŚďŽƌŚŽŽĚ͘ o /ŶĐƌĞĂƐĞĂĐĐĞƐƐŝďŝůŝƚǇƚŽƉĂƌŬƐĂŶĚŶĂƚƵƌĂůĂƌĞĂƐ͕ƵƚŝůŝǌŝŶŐƚŚĞŶĞǁĂƐƐĞƐƐŵĞŶƚƚŚĂƚƉƌŽǀŝĚĞƐ ĂƉƌŝŽƌŝƚŝǌĞĚůŝƐƚĂŶĚĐŽƐƚƐĨŽƌŶĂƚƵƌĂůĂƌĞĂƐĂŶĚƉĂƌŬƐŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͘ “Besides affordability of living in the area, please keep our environment and open spaces, as this is the core beauty of this part of the country.” PPLAN MILESTONES x ARPA Funding o ĚĚŝƚŝŽŶĂůŝŵŵĞĚŝĂƚĞŶĞĞĚƐĂŶĚĐŽŶƚŝŶŐĞŶĐǇƌĞƋƵĞƐƚƚŽŽƵŶĐŝůďǇDĂǇϮϬϮϮ o ZĞŵĂŝŶŝŶŐĨƵŶĚƌĞƋƵĞƐƚƐƚŚƌŽƵŐŚϮϬϮϯ-2024 BFO ƉƌŽĐĞƐƐ͖ĨƵŶĚƐƌĞůĞĂƐĞ:ĂŶƵĂƌǇ ϮϬϮϯĂŶĚϮϬϮϰ x Treasury Reporting for ARPA Funds o WƌŽũĞĐƚĂŶĚǆƉĞŶĚŝƚƵƌĞƐZĞƉŽƌƚƐďǇ:ĂŶƵĂƌǇϯϭ͕ϮϬϮϮĂŶĚƚŚĞŶϯϬĚĂǇƐĂĨƚĞƌƚŚĞ ĞŶĚŽĨĞĂĐŚƋƵĂƌƚĞƌƚŚĞƌĞĂĨƚĞƌ͘ x Reporting o ŝĂŶŶƵĂůƐƚĂĨĨƌĞƉŽƌƚƚŽŝƚǇŽƵŶĐŝů o ŶŶƵĂůƌĞƉŽƌƚďǇ DĂƌĐŚ x ŽŵŵƵŶŝƚǇKƵƚƌĞĂĐŚĂŶĚŶŐĂŐĞŵĞŶƚ o YƵĂƌƚĞƌůǇƵƉĚĂƚĞƐĂƚůĞĂƐƚ;ƚŽĂůŝŐŶǁŝƚŚƵƉĚĂƚĞƐƚŽ>dͿ͕ǁŝůůďĞƉƵďůŝƐŚĞĚŽŶƚŽĂ ĚĂƐŚďŽĂƌĚ o KŶŐŽŝŶŐĞŶŐĂŐĞŵĞŶƚĨŽƌŵĂŶǇǀĂƌŝŽƵƐƌĞĐŽǀĞƌǇƉƌŽũĞĐƚƐ͕ĂŶŶƵĂůǁŝĚĞƌĐŽŵŵƵŶŝƚǇ ĞŶŐĂŐĞŵĞŶƚƚŽŐĂƵŐĞƌĞĐŽǀĞƌǇĂƐĂǁŚŽůĞ;ŝ͘Ğ͘ŝŶĐŽŵŵƵŶŝƚǇƌĞƉŽƌƚĞƚĐ͘Ϳ x &ŝŶĂůZĞĐŽǀĞƌǇƌĞƉŽƌƚĨŽƌŝƚǇ͗ DĂƌĐŚϮϬϮϳ DATA, REPORTING & PERFORMANCE MEASUREMENT ĂƚĂĂŶĚŵĞƚƌŝĐƐĂƌĞǀĂůƵĂďůĞŵĞĂƐƵƌĞƐĨŽƌŚŽǁƌĞĐŽǀĞƌǇŝƐƉƌŽŐƌĞƐƐŝŶŐ͕ĂŶĚŽŶŐŽŝŶŐƉĞƌĨŽƌŵĂŶĐĞ ŵĞĂƐƵƌĞŵĞŶƚǁŝůůďĞĂŶŝŵƉŽƌƚĂŶƚĂƐƉĞĐƚŽĨZĞĐŽǀĞƌǇWůĂŶŝŵƉůĞŵĞŶƚĂƚŝŽŶ͘ dŚĞ ZĞĐŽǀĞƌǇ ĂƚĂ͕ ZĞƉŽƌƚŝŶŐ ĂŶĚ WĞƌĨŽƌŵĂŶĐĞ DĞĂƐƵƌĞŵĞŶƚ ^ƚƌĂƚĞŐŝĐ /ŶŝƚŝĂƚŝǀĞ dĞĂŵ ŝƐ ĐƵƌƌĞŶƚůǇ ĨŽĐƵƐĞĚŽŶŐĂƚŚĞƌŝŶŐĚĂƚĂƐŽƵƌĐĞƐ͕ĚĂƚĂďĞƐƚƉƌĂĐƚŝĐĞƐ͕ĂŶĚĐŽŶĚƵĐƚŝŶŐďĞŶĐŚŵĂƌŬŝŶŐŽĨŽƚŚĞƌĐŝƚŝĞƐ͛ approachĞƐƚŽĚĂƚĂĨŽƌƐƵƉƉŽƌƚŝŶŐƌĞĐŽǀĞƌǇǁŽƌŬ͘/ŶĐŽŶũƵŶĐƚŝŽŶǁŝƚŚĚĂƚĂŽǁŶĞƌƐĂŶĚŵĂŶĂŐĞƌƐĂĐƌŽƐƐ the ŝƚǇ͕ƚŚŝƐǁŽƌŬŝƐƉĂƌƚŽĨĂďƌŽĂĚĞƌŝŶŝƚŝĂƚŝǀĞƚŽĐƌĞĂƚĞĂŶŝŶƚĞƌŶĂůĚĂƚĂŝŶǀĞŶƚŽƌǇǁŝƚŚŝŶƚŚĞ City ŽƌŐĂŶŝǌĂƚŝŽŶ͘ƐƚŚĞŝƚǇƚƌĂŶƐŝƚŝŽŶƐŝŶƚŽŝŵƉůĞŵĞŶƚĂƚŝŽŶof the Recovery PůĂŶ͕ƚŚĞĂƚĂdĞĂŵǁŝůůĨŽĐƵƐ ŽŶƚǁŽŬĞǇĂƌĞĂƐ͗ x Reporting o &ĞĚĞƌĂůƌĞƉŽƌƚŝŶŐƌĞƋƵŝƌĞŵĞŶƚƐĨŽƌZW-ĨƵŶĚĞĚƉƌŽŐƌĂŵƐ o >dƋƵĂƌƚĞƌůǇƌĞƉŽƌƚŝŶŐŽŶƚŚĞƌĞĐŽǀĞƌǇƉůĂŶĂŶĚƚŚĞĂƐƐŽĐŝĂƚĞĚƉƌŽŐƌĂŵƐͬƉƌŽũĞĐƚƐ o ŝƚǇŽƵŶĐŝůĂŶĚƉƵďůŝĐƌĞƉŽƌƚŝŶŐŽŶƚŚĞŽǀĞƌĂůůƌĞĐŽǀĞƌǇƉůĂŶ x ĂƚĂƚŽĂƐƐĞƐƐŽƵƚĐŽŵĞƐ o ĂƐĞůŝŶĞĚĂƚĂŽĨǁŚĞƌĞĂƉƌŽŐƌĂŵƐƚĂƌƚƐŝƚƐƌĞĐŽǀĞƌǇǁŽƌŬ ATTACHMENT 2 o ǀŝĚĞŶĐĞ-ďĂƐĞĚĚĂƚĂĐĂƉƚƵƌĞƚŽĚĞŵŽŶƐƚƌĂƚĞƉƌŽŐƌĂŵŽƵƚĐŽŵĞƐ dŚĞƚĞĂŵǁŝůůĐŽŶƚŝŶƵĞƚŽŝĚĞŶƚŝĨǇĂƉƉƌŽƉƌŝĂƚĞŵĞƚƌŝĐƐĂŶĚƌĞƉŽƌƚŝŶŐĐĂĚĞŶĐĞĂƐǁĞůůĂƐĐŽŶĚƵĐƚŝŶŐĚĂƚĂ ĂŶĂůǇƐŝƐƚŽƉƌŽǀŝĚĞĂĐŽŵƉƌĞŚĞŶƐŝǀĞƉŝĐƚƵƌĞŽĨƌĞĐŽǀĞƌǇƚŚƌŽƵŐŚŽƵƚ ŝŵƉůĞŵĞŶƚĂƚŝŽŶ͘dŚĞĚĂƚĂĂŶĂůǇƐŝƐ ǁŝůůŝŶĐůƵĚĞǁŽƌŬƚŽŝŵƉƌŽǀĞƚŚĞŝƚǇ͛ƐĂďŝůŝƚǇƚŽĚŝƐĂŐŐƌĞŐĂƚĞĚĂƚĂƚŽĚĞƚĞƌŵŝŶĞŝŵƉĂĐƚƐĂŶĚŽƵƚĐŽŵĞƐĂƚ ŵŽƌĞŐƌĂŶƵůĂƌůĞǀĞůƐŝŶƚŚĞĐŽŵŵƵŶŝƚǇ͘dŚŝƐ͕ĂůŽŶŐǁŝƚŚǁĞĂǀŝŶŐ together ƋƵĂůŝƚĂƚŝǀĞĂŶĚƋƵĂŶƚŝƚĂƚŝǀĞ data ǁŝůůůĞĂĚƚŽĚĞĞƉĞƌƵŶĚĞƌƐƚĂŶĚŝŶŐŽĨ ŚŽǁƌĞĐŽǀĞƌǇŝƐƉƌŽŐƌĞƐƐŝŶŐĨŽƌ ŚĂƌĚĞƐƚŚŝƚĐŽŵŵƵŶŝƚǇͬďƵƐŝŶĞƐƐ ŵĞŵďĞƌƐ͘ /ŶĂĚĚŝƚŝŽŶ͕ƚŚĞƚĞĂŵǁŝůůǁŽƌŬǁŝƚŚ^ĞƌǀŝĐĞƌĞĂƐĂŶĚƉƌŽŐƌĂŵŵĂŶĂŐĞƌƐĂĐƌŽƐƐƚŚĞŝƚǇƚŽĞŶƐƵƌĞĂůů recovery-ƌĞůĂƚĞĚƉƌŽŐƌĂŵƐŵĞĂƐƵƌĞƚŚĞŝƌŽƵƚĐŽŵĞƐĂŶĚƉĞƌĨŽƌŵĂŶĐĞŽǀĞƌĂŶĂƉƉƌŽƉƌŝĂƚĞ period of time. ĞǀĞůŽƉŝŶŐƚŚĞƐĞŵĞĂƐƵƌĞƐĂƚƉƌŽũĞĐƚŝŶŝƚŝĂƚŝŽŶǁŝůůĂƐƐŝƐƚĂŶĚƐƵƉƉŽƌƚĚĂƚĂĐŽůůĞĐƚŝŽŶĞĨĨĞĐƚŝǀĞŶĞƐƐ ĂŶĚ ĞĨĨŝĐŝĞŶĐǇ͘ DĂŶǇƌĞĐŽǀĞƌǇŽƵƚĐŽŵĞƐƌĞůĂƚĞƚŽŽƚŚĞƌŝŶŝƚŝĂƚŝǀĞƐĂŶĚƉůĂŶƐĂůƌĞĂĚǇŝŶƉƌŽŐƌĞƐƐĂƚƚŚĞ ŝƚǇ͘&ŽƌĞǆĂŵƉůĞ͕ ƐŽŵĞƌĞĐŽǀĞƌǇĂĐƚŝǀŝƚŝĞƐǁŝůůďĞŵĞĂƐƵƌĞĚĂŶĚƚƌĂĐŬĞĚŝŶƚŚĞŝƚǇ͛ƐůĞĂƌWŽŝŶƚƐǇƐƚĞŵĨŽƌƚƌĂĐŬŝŶŐďƵĚŐĞƚ metrics. ĚĚŝƚŝŽŶĂůůǇ͕ ƚŚĞŝƚǇ͛ƐĞǀŽůǀŝŶŐƋƵŝƚǇĂƐŚďŽĂƌĚŽǀĞƌůĂƉƐǁŝƚŚŵĂŶǇŽĨƚŚĞŝƐƐƵĞƐĂĚĚƌĞƐƐĞĚŝŶ the ZĞĐŽǀĞƌǇWůĂŶ ĂŶĚǁŝůůďĞƵƚŝůŝǌĞĚƚŽŚĞůƉĚĞƚĞƌŵŝŶĞǁŚĞƚŚĞƌƚŚĞWůĂŶ ŝƐƉŽƐŝƚŝǀĞůǇŝŵƉĂĐƚŝŶŐŐƌŽƵƉƐ ŵŽƐƚĂĨĨĞĐƚĞĚďǇƚŚĞƉĂŶĚĞŵŝĐ͘&ŝŶĂůůǇ͕ƚŚĞ>ĂƌŝŵĞƌŽƵŶƚǇĂŶĚEŽŽZĞĐŽǀĞƌƐ ĚĂƐŚďŽĂƌĚƐǁŝůůĐŽŶƚŝŶƵĞ ƚŽďĞĚĂƚĂƐŽƵƌĐĞƐƚŽŚĞůƉŵĞĂƐƵƌĞƚŚĞZĞĐŽǀĞƌǇWůĂŶ͛Ɛ ůŽĐĂůĞĨĨĞĐƚŝǀĞŶĞƐƐ͘ dŽŐĞƚŚĞƌƚŚŝƐǁŽƌŬǁŝůůƌĞƐƵůƚŝŶŶĞǁĐĂƉĂďŝůŝƚŝĞƐĂƚƚŚĞ City ĨŽƌĚĂƚĂĐĂƉƚƵƌĞ͕ĂŶĂůǇƐŝƐ͕ ŵĂŶĂŐĞŵĞŶƚ͕ĂŶĚ ĞǀŝĚĞŶĐĞ-ďĂƐĞĚƌĞƉŽƌƚŝŶg. ^ƚĂĨĨ ǁŝůůƵƚŝůŝǌĞƉƌŽĐĞƐƐŝŵƉƌŽǀĞŵĞŶƚƉƌĂĐƚŝĐĞƐƚŽĞŶƐƵƌĞůĞĂƌŶŝŶŐĨƌŽŵƚŚĞ ZĞĐŽǀĞƌǇWůĂŶ͛ƐĚĂƚĂǁŽƌŬŝƐĐĂƉƚƵƌĞĚĂŶĚĞŵďĞĚĚĞĚŝŶŝƚǇƉƌĂĐƚŝĐĞƐ͘ SSUMMARY / CONCLUSION tŚĞŶŽƵŶĐŝůĨŝƌƐƚĚŝƌĞĐƚĞĚƐƚĂĨĨƚŽďĞŐŝŶƉƵďůŝĐĞŶŐĂŐĞŵĞŶƚĂŶĚĚĞǀĞůŽƉŵĞŶƚŽĨƚŚĞZĞĐŽǀĞƌǇWůĂŶ͕ ŵĂŶǇĞǆƉĞĐƚĞĚƚŚĞƉĂŶĚĞŵŝĐƚŽďĞŽǀĞƌďǇƚŚĞƚŝŵĞŽĨĂĚŽƉƚŝŽŶĂŶĚŝŵƉůĞŵĞŶƚĂƚŝŽŶ͘,ŽǁĞǀĞƌƚŚĞ ĐŽŵŵƵŶŝƚǇŝƐƐƚŝůůŝŶƚŚĞŵŝĚƐƚŽĨƚŚĞƉĂŶĚĞŵŝĐ͕ƐĞĞŝŶŐƌĞĐŽƌĚƉŽƐŝƚŝǀŝƚǇƌĂƚĞƐ͕ďĂƚƚůŝŶŐŶĞǁǀĂƌŝĂŶƚƐĂŶĚ ƐƚŝůůƐƚƌƵŐŐůŝŶŐ͘dŚĞůŝĨĞƐƉĂŶŽĨƚŚĞƉĂŶĚĞŵŝĐĂŶĚŝƚƐŝŵƉĂĐƚƐƌĞŵĂŝŶƵŶƉƌĞĚŝĐƚĂďůĞ͕ĚĞŵŽŶƐƚƌĂƚŝŶŐƚŚĞ ŝŵƉŽƌƚĂŶĐĞŽĨďĞŝŶŐĨůĞǆŝďůĞĂŶĚŶŝŵďůĞŝŶƌĞĐŽǀĞƌǇ͘ &ŽƌƚŽůůŝŶƐ͛ZĞĐŽǀĞƌǇWůĂŶŝƐĚŝĨĨĞƌĞŶƚĨƌŽŵŵĂŶǇŽƚŚĞƌĐŽŵŵƵŶŝƚǇƌĞĐŽǀĞƌǇƉůĂŶƐ͘ZĂƚŚĞƌƚŚĂŶũƵƐƚ ĨŽĐƵƐŝŶŐ ŝŶ ŽŶ ĞĐŽŶŽŵŝĐ ƌĞĐŽǀĞƌǇ Žƌ ƚŚĞ ƐƉĞŶĚŝŶŐ ŽĨ ZW ĨƵŶĚƐ͕ ƚŚĞ &Žƌƚ ŽůůŝŶƐ ƌĞĐŽǀĞƌǇ ƉůĂŶ ĂĐŬŶŽǁůĞĚŐĞƐƚŚĂƚƌĞĐŽǀĞƌǇŵƵƐƚĂůƐŽƚĂŬĞŝŶƚŽĂĐĐŽƵŶƚŚĞĂůƚŚ͕ĞƋƵŝƚǇ͕ĐŽŵŵƵŶŝƚǇ͕ĞĐŽŶŽŵǇĂŶĚƚŚĞ ĞŶǀŝƌŽŶŵĞŶƚƚŽďĞďĂůĂŶĐĞĚĂŶĚĂĚĚƌĞƐƐůŽŶŐ-ƚĞƌŵƌĞƐŝůŝĞŶĐĞ͘ Each recovery theme – ,ĞĂůƚŚ͕ƋƵŝƚǇΘŽŵŵƵŶŝƚǇZĞƐŝůŝĞŶĐĞ͕ĐŽŶŽŵŝĐZĞĐŽǀĞƌǇĂŶĚŶǀŝƌŽŶŵĞŶƚĂů ZĞƐŝůŝĞŶĐĞ– ĚŝƌĞĐƚůǇĞĐŚŽĞƐǁŚĂƚǁĂƐ ŚĞĂƌĚĚƵƌŝŶŐĐŽŵŵƵŶŝƚǇĞŶŐĂŐĞŵĞŶƚĨŽƌĞƐƐĞŶƚŝĂů for recovery to ŽĐĐƵƌŝŶ&ŽƌƚŽůůŝŶƐ͘dŚĞZĞĐŽǀĞƌǇWůĂŶŝƐŝŶƚĞŶĚĞĚƚŽŐƵŝĚĞĂ ŶĚƐƵƉƉŽƌƚ ƚŚĞĐŽŵŵƵŶŝƚǇ͛ƐŚĞĂůŝŶŐƉƌŽĐĞƐƐ ĚƵƌŝŶŐĂŶĚůŽŶŐĂĨƚĞƌƚŚĞƉĂŶĚĞŵŝĐŚĂƐĞŶĚĞĚ͘dŚĞŝŶƚĞŶƚŽĨƚŚĞƉůĂŶŝƐŶŽƚƚŽďĞƉƌĞƐĐƌŝƉƚŝǀĞŽĨǁŚŝĐŚ ƐƉĞĐŝĨŝĐĂĐƚŝŽŶƐŵƵƐƚďĞŝŵƉůĞŵĞŶƚĞĚĨŽƌƚŚĞǀŝƐŝŽŶŽĨƌĞĐŽǀĞƌǇƚŽďĞƌĞĂůŝǌĞĚ͘/ŶƐƚĞĂĚ͕ƚŚĞƚŚĞŵĞƐĂŶĚ ŽƵƚĐŽŵĞƐ͕ĂůŽŶŐǁŝƚŚƚŚĞŝƌŽďũĞĐƚŝǀĞƐĂƌĞĚĞƐŝŐŶĞĚƚŽƉƌŽǀŝĚĞĂŐƵŝĚĞƚŽǁĂƌĚ ĂĐŚŝĞǀŝŶŐƚŚĞƌĞĐŽǀĞƌǇ ǀŝƐŝŽŶ͕ǁŚŝůĞĂůůŽǁŝŶŐĨŽƌĨůĞǆŝďŝůŝƚǇŝŶǁŚŝĐŚƐƉĞĐŝĨŝĐƉƌŽŐƌĂŵƐĂƌĞĐƌĞĂƚĞĚƚŽĂĐŚŝĞǀĞŐŽĂůƐ͘ hŶĚĞƌƐƚĂŶĚŝŶŐƚŚĞŝŵƉĂĐƚƐŽĨƉƌŽŐƌĂŵƐŽŶŽƵƌĐŽŵŵƵŶŝƚǇŝƐǀŝƚĂůĨŽƌWůĂŶŝŵƉůĞŵĞŶƚĂƚŝŽŶ͘&ŽƌƚŽůůŝŶƐŝƐ committed to oŶŐŽŝŶŐŵĞƚƌŝĐƐŵĞĂƐƵƌĞŵĞŶƚĂŶĚĞǀĂůƵĂƚŝŽŶŽĨƌĞĐŽǀĞƌǇ-related programs͕ǁŚŝĐŚ ǁŝůů Page 40 of ϴϵ ATTACHMENT 2 Page 41 of ϴϵ ĂůůŽǁĨŽƌŶŝŵďůĞŶĞƐƐĂŶĚŽŶŐŽŝŶŐŝŵƉƌŽǀĞŵĞŶƚ͘DĞĂƐƵƌŝŶŐƉƌŽŐƌĞƐƐƚŚƌŽƵŐŚƐƚƌŝĐƚůǇƋƵĂŶƚŝƚĂƚŝǀĞĚĂƚĂŝƐ ŶŽƚĞŶŽƵŐŚ͘>ŽŽŬŝŶŐƐŝŵƉůǇĂƚƐĂůĞƐƚĂǆĚĂƚĂ͕͞ƌĞĐŽǀĞƌǇ͟ŚĂƐďĞĞŶĂĐŚŝĞǀĞĚ– &ŽƌƚŽůůŝŶƐŝƐŶŽƚŽŶůǇďĂĐŬ to pre-ƉĂŶĚĞŵŝĐƌĞǀĞŶƵĞůĞǀĞůƐďƵƚŚĂƐĞǆĐĞĞĚĞĚƚŚĞŵ͘,ŽǁĞǀĞƌŝƚŝƐŶŽƚĂ clear ĐƵƚĂƐƌĞǀĞŶƵĞĂůŽŶĞ͘ dŚĞŽƚŚĞƌƐŝĚĞŽĨƚŚĞĞƋƵĂƚŝŽŶŝŶƚĞƌŵƐŽĨŝŶĐƌĞĂƐĞĚĐŽƐƚƐ͕ƐƵƉƉůǇĐŚĂŝŶƐŚŽƌƚĂŐĞƐĂŶĚƐƚƌĂŝŶƐŽŶŶŽƌŵĂů ďƵƐŝŶĞƐƐŽƉĞƌĂƚŝŽŶƐŵƵƐƚďĞĞǀĂůƵĂƚĞĚŽƌŽŶůǇŚĂůĨƚŚĞƉŝĐƚƵƌĞŝƐďĞŝŶŐƐĞĞŶ͘dŚĞ ƚƌƵĞƌĞĐŽǀĞƌǇŚĂƐŶŽƚ ǇĞƚŽĐĐƵƌƌĞĚ͘dŚĞĐŽŵŵƵŶŝƚǇŝƐƐƚŝůůƐƚƌƵŐŐůŝŶŐĂŶĚĞǆƉĞƌŝĞŶĐŝŶŐƉƌŽĨŽƵŶĚƐŽĐŝĂů͕ĞĐŽŶŽŵŝĐĂŶĚŚĞĂůƚŚ ŝŵƉĂĐƚƐ͘DĞĂƐƵƌŝŶŐƌĞĐŽǀĞƌǇŵƵƐƚĂůƐŽŝŶĐůƵĚĞŵŽƌĞŝŶƚĂŶŐŝďůĞŝŵƉĂĐƚƐ͕ƋƵĂůŝƚĂƚŝǀĞŵĞƚƌŝĐƐƚŚĂƚĐĂŶŶŽƚ ďĞ ĞĂƐŝůǇ ŵĞĂƐƵƌĞĚ͕ ďƵƚ ĂƌĞ ŬĞǇ ƚŽ ƵŶĚĞƌƐƚĂŶĚŝŶŐ ŚŽǁ ĐŽŵŵƵŶŝƚŝĞƐĂƌĞƌĞĐŽǀĞƌŝŶŐ͕ƉĂƌƚŝĐƵůĂƌůǇ ŚŝƐƚŽƌŝĐĂůůǇƵŶĚĞƌƐĞƌǀĞĚŐƌŽƵƉƐ͘ dŚŝƐŝƐƵŶĐŚĂƌƚĞƌĞĚƚĞƌƌŝƚŽƌǇĨŽƌĞǀĞƌǇŽŶĞ͘/Ŷ&ŽƌƚŽůůŝŶƐ͕ƚŚĞĐŽŵŵƵŶŝƚǇŚĂƐĂƐƚƌŽŶŐŚŝƐƚŽƌǇŽĨďĂŶĚŝŶŐ ƚŽŐĞƚŚĞƌƚŽƐƵƉƉŽƌƚŽŶĞĂŶŽƚŚĞƌ͕ďĞŝŶŐŝŶƚĞŶƚŝŽŶĂůĂŶĚŝŶŶŽǀĂƚŝǀĞǁŚŝůĞĂůƐŽůĞĂƌŶŝŶŐĨƌŽŵƉĂƐƚƐƵĐĐĞƐƐĞƐ ĂŶĚĨĂŝůƵƌĞƐ͘ϮϬϮϬĂŶĚϮϬϮϭŚĂƐŚŝŐŚůŝŐŚƚĞĚƚŚĞƉƌĞƉĂƌĞĚŶĞƐƐĂŶĚƵŶƉƌĞƉĂƌĞĚŶĞƐƐŽĨƚŚĞĐŽŵŵƵŶŝƚǇ͕ ǁŚŝůĞĂůƐŽƐŚŝŶŝŶŐĂůŝŐŚƚŽŶƚŚĞŝŶĞƋƵŝƚŝĞƐǁŝƚŚŝŶ&ŽƌƚŽůůŝŶƐ͘ƐƚŚĞĐŽŵŵƵŶŝƚǇǀĞŶƚƵƌĞƐŝŶƚŽƚŚĞƵŶŝƋƵĞ ŽƉƉŽƌƚƵŶŝƚŝĞƐĂŶĚĐŚĂůůĞŶŐĞƐŽĨƌĞĐŽǀĞƌǇ͕ůĞƐƐŽŶƐůĞĂƌŶĞĚĨƌŽŵƚŚĞƉĂŶĚĞŵŝĐĂŶĚŝƚƐĂĨƚĞƌŵĂƚŚŵƵƐƚŶŽƚ ďĞĨŽƌŐŽƚƚĞŶ͘dŚŝƐǁŝůůĂůůŽǁĂůůŚĞĂůŝŶŐƐŽƚŚĂƚ&ŽƌƚŽůůŝŶƐƌĞƐŝĚĞŶƚƐĂŶĚďƵƐŝŶĞƐƐĞƐĂƌĞĂďůĞƚŽƉĂƌƚŝĐŝƉĂƚĞ ŝŶĂƌĞƐŝůŝĞŶƚ͕ǀŝďƌĂŶƚĂŶĚŝŶĐůƵƐŝǀĞĨƵƚƵƌĞ͘ ATTACHMENT 2 Page 42 of ϴϵ APPENDIX Fort CollinƐZĞĐŽǀĞƌǇWůĂŶ ATTACHMENT 2 Page 43 of ϴϵ A. Acknowledgement Acknowledgement Statement dŚĞŝƚǇŽĨ&ŽƌƚŽůůŝŶƐǁŽƵůĚůŝŬĞƚŽƚŚĂŶŬƚŚĞĨŽůůŽǁŝŶŐĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͕ŝƚǇůĞĂĚĞƌƐŚŝƉĂŶĚ ŝƚǇƐƚĂĨĨĨŽƌƉƌŽǀŝĚŝŶŐƚŚĞŝŶƉƵƚƚŚĂƚŝŶĨŽƌŵĞĚƚŚĞZĞĐŽǀĞƌǇWůĂŶ͘ List of All Partners Paid Community Engagement Partners x ϯϬϭ&ĂŝƚŚWĂƌƚŶĞƌƐ͗^ƚWĂƵů͛ƐƉŝƐĐŽƉĂů͖ DĂƌǇŽĨDĂŐĚĂůĂ͕ĐƵŵĞŶŝĐĂůĂƚŚŽůŝĐ͖ dƌŝŶŝƚǇ>ƵƚŚĞƌĂŶ x ŽǇƐĂŶĚ'ŝƌůƐůƵďŽĨ>ĂƌŝŵĞƌŽƵŶƚǇ x Z,ŽƵƐŝŶŐ x ŽŵŵƵŶŝƚǇŽŶŶĞĐƚŽƌƐ>> x ,ŽŵĞǁĂƌĚůůŝĂŶĐĞ x ,ŽƵƐŝŶŐĂƚĂůǇƐƚ x /^ŽĨEŽƌƚŚĞƌŶŽůŽƌĂĚŽ x >ĂŽĐŝŶĂ x dŚĞDĂƚƚŚĞǁ͛Ɛ,ŽƵƐĞ x EŽƌƚŚĞƌŶŽůŽƌĂĚŽ,ĞĂůƚŚEĞƚǁŽƌŬ x Peggy Lyle x ^W>^,zŽƵƚŚŽĨEŽƌƚŚĞƌŶŽůŽƌĂĚŽ x dĞĂĐŚŝŶŐdƌĞĞ&ŽƌƚŽůůŝŶƐ Additional Stakeholders x ĚĂƉƚŝǀĞZĞĐƌĞĂƚŝŽŶKƉƉŽƌƚƵŶŝƚŝĞƐ x ůŝĂŶǌŝĂEŽƌĐŽ x ůůŝĂŶĐĞĨŽƌ^ƵŝĐŝĚĞWƌĞǀĞŶƚŝŽŶŽĨ >ĂƌŝŵĞƌŽƵŶƚǇ x ƌƚ>Ăď x ŽŚĞŵŝĂŶ&ŽƵŶĚĂƚŝŽŶ x ŝƚǇŽĨ&ŽĂƌĚƐΘŽŵŵŝƐƐŝŽŶƐ x ŽĂůŝƚŝŽŶĨŽƌƚŚĞWŽƵĚƌĞZŝǀĞƌ Watershed x ŽůŽƌĂĚŽƌĞĂƚŝǀĞ/ŶĚƵƐƚƌŝĞƐ x ŽůƵŵďŝŶĞ,ĞĂůƚŚ x ŽŵŵŝƐƐŝŽŶŽŶŝƐĂďŝůŝƚŝĞƐ x ŽŵŵƵŶŝƚǇƌĞĂŵĞƌ&ƵŶĚ x CrossroadƐ^ĂĨĞŚŽƵƐĞ x ^hŽůůĞŐĞŽĨ,ĞĂůƚŚΘ,ƵŵĂŶ^ĞƌǀŝĐĞƐ x ^h,ĞĂůƚŚWƌŽĨĞƐƐŝŽŶƐ x ŝƐĂďůĞĚZĞƐŽƵƌĐĞ^ĞƌǀŝĐĞƐ x ŽǁŶƚŽǁŶĞǀĞůŽƉŵĞŶƚƵƚŚŽƌŝƚǇ x &ĂŵŝůǇ,ŽƵƐŝŶŐEĞƚǁŽƌŬ x FC Creative District x FoCo Café x &ŽŽĚĂŶŬĨŽƌ>ĂƌŝŵĞƌŽƵŶƚǇ x &ŽƌƚŽůůŝŶƐŚĂŵďĞƌŽĨŽŵŵĞƌĐĞ x &ŽƌƚŽůůŝŶƐ^ƵƐƚĂŝŶĂďŝůŝƚǇ'ƌŽƵƉ x &ŽƌƚŽůůŝŶƐ^ǇŵƉŚŽŶǇ x &ƵĞƌǌĂ>ĂƚŝŶĂ x ,ĂďŝƚĂƚĨŽƌ,ƵŵĂŶŝƚǇ x /ŶŶŽƐƉŚĞƌĞ x >Ă^ĂůƵĚ x >ĂƌŝŵĞƌŽƵŶƚǇ x >ĂƌŝŵĞƌŽƵŶƚǇĐŽŶŽŵŝĐΘtŽƌŬĨŽƌĐĞ ĞǀĞůŽƉŵĞŶƚ x >ĂƌŝŵĞƌŽƵŶƚǇ,ĞĂůƚŚĞƉĂƌƚŵĞŶƚ x >ĞǀĞůhƉƵƐŝŶĞƐƐĚǀŝƐŽƌǇŽƵŶĐŝů x >ŝŶĐŽůŶĞŶƚĞƌ x DĞŶƚĂů ,ĞĂůƚŚ ĂŶĚ ^ƵďƐƚĂŶĐĞ hƐĞ ůůŝĂŶĐĞ x DŝĚƚŽǁŶ/ x DƵƌƉŚǇĞŶƚĞƌ x DƵƐĞƵŵŽĨƌƚ&ŽƌƚŽůůŝŶƐ x DƵƐĞƵŵŽĨŝƐĐŽǀĞƌǇ x EĞŝŐŚďŽƌϮEĞŝŐŚďŽƌ x EKKZ/ x WŽƵĚƌĞ&ŝƌĞƵƚŚŽƌŝƚǇ x WŽƵĚƌĞZŝǀĞƌWƵďůŝĐ>ŝďƌĂƌǇŝƐƚƌŝĐƚ x WŽƵĚƌĞ^ĐŚŽŽůŝƐƚƌŝĐƚ x Realities for ŚŝůĚƌĞŶ x ^/Ed x ^ƵƐƚĂŝŶDƵƐŝĐΘEĂƚƵƌĞ x dŚĞ^ĂůǀĂƚŝŽŶƌŵǇ x hŶŝƚĞĚtĂǇŽĨ>ĂƌŝŵĞƌŽƵŶƚǇ x hƚŝůŝƚŝĞƐ<ĞǇĐĐŽƵŶƚƐ ATTACHMENT 2 Page 44 of ϴϵ x sŝƐŝƚ&ŽƌƚŽůůŝŶƐ x sŽůƵŶƚĞĞƌƐŽĨŵĞƌŝĐĂ /ŶĂĚĚŝƚŝŽŶƚŽƚŚĞƐƚĂŬĞŚŽůĚĞƌƐůŝƐƚĞĚĂďŽǀĞ͕ϯϬĂĚĚŝƚŝŽŶĂůƌĞƐƉŽŶĚĞŶƚƐƚŽZĞĐŽǀĞƌǇ^ƵƌǀĞǇƐŝŶĚŝĐĂƚĞĚƚŚĞǇ ǁĞƌĞǁŝƚŚĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐĂŶĚͬŽƌŶŽŶƉƌŽĨŝƚƐ͕ĂŶĚϭϭϱƌĞƐƉŽŶĚĞŶƚƐŝŶĚŝĐĂƚĞĚƚŚĞǇǁĞƌĞǁŝƚŚĂ ďƵƐŝŶĞƐƐ͘ dŚĞŝƚǇǁŽƵůĚĂůƐŽůŝŬĞƚŽƚŚĂŶŬƚŚĞƚŚŽƵƐĂŶĚƐŽĨĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐǁŚŽĞŶŐĂŐĞĚŝŶƚŚĞZĞĐŽǀĞƌǇ WůĂŶŶŝŶŐƉƌŽĐĞƐƐ͘ City Council Members x :ĞŶŝƌŶĚƚ͕DĂǇŽƌ x ^ƵƐĂŶ'ƵƚŽǁƐŬǇ͕ŽƵŶĐŝůŵĞŵďĞƌ͕ŝƐƚƌŝĐƚϭ x :ƵůŝĞWŝŐŶĂƚĂƌŽ͕ŽƵŶĐŝůŵĞŵďĞƌ͕ŝƐƚƌŝĐƚϮ x dƌŝĐŝĂĂŶŽŶŝĐŽ͕ŽƵŶĐŝůŵĞŵďĞƌ͕ŝƐƚƌŝĐƚϯ x ^ŚŝƌůĞǇWĞĞů͕ŽƵŶĐŝůŵĞŵďĞƌ͕ŝƐƚƌŝĐƚϰ x <ĞůůǇKŚůƐŽŶ͕ŽƵŶĐŝůŵĞŵďĞƌ͕ŝƐƚƌŝĐƚϱ x ŵŝůǇ&ƌĂŶĐŝƐ͕DĂǇŽƌWƌŽdĞŵ͕ŽƵŶĐŝůŵĞŵďĞƌ͕ŝƐƚƌŝĐƚϲ ELT Members x ĞĂŶŐĞůŽŽǁĚĞŶ x :ŝŵǇƌŶĞ x ĂƌǇŶŚĂŵƉŝŶĞ x dŚĞƌĞƐĂŽŶŶŽƌ x Chad Crager x Carrie Daggett x <ĞůůǇŝDĂƌƚŝŶŽ x ^ĞǀĞ'ŚŽƐĞ x ^ĂƌĂŚ<ĂŶĞ x ĞĂŶ<ůŝŶŐŶĞƌ x :ĂĐƋƵĞůŝŶĞ<ŽǌĂŬ- Thiel x dǇůĞƌDĂƌƌ x ůĂƵĚŝĂDĞŶĞŶĚĞǌ x ZŽďŝŶWŝĞƌĐĞ x Teresa Roche x <ǇůĞ^ƚĂŶŶĞƌƚ x dƌĂǀŝƐ^ƚŽƌŝŶ x :ĞĨĨ^ǁŽďŽĚĂ x 'ƌĞŐzĞĂŐĞƌ Recovery Team Members Recovery Executive Team x ^ĞŽŶŚ<ĞŶĚĂůů͕Lead x ĂƌǇŶŚĂŵƉŝŶĞ x ůĂŝŶĞƵŶŶ x :ĂĐƋƵĞůŝŶĞ<ŽǌĂŬ-Thiel x dǇůĞƌDĂƌƌ x ůĂƵĚŝĂDĞŶĞŶĚĞǌ x <ǇůĞ^ƚĂŶŶĞƌƚ x dƌĂǀŝƐ^ƚŽƌŝŶ Recovery Core Team x ůĂŝŶĞƵŶŶ͕Ž-Lead x ^ĞŽŶŚ<ĞŶĚĂůů͕Ž- Lead x :ŽƐŚŝƌŬƐ x :ŽĂŶŶĞĞĐŚ x DĂƌŐĂƌĞƚŽŽĚǇ x Cate ĐŬĞŶƌŽĚĞ x >ŝŶĚƐĂǇǆ x ŵĂŶĚĂ<ŝŶŐ x ^ĂƌĂŚDĞůŝŶĞ x 'ƌĞƚĐŚĞŶ^ƚĂŶĨŽƌĚ x dƌĂǀŝƐ^ƚŽƌŝŶ x DĂƌĐǇzŽĚĞƌ x ĞƚŚzŽŶĐĞ x DĂƚƚŽĐĐĂůi ATTACHMENT 2 Page 45 of ϴϵ Recovery Strategic Working Groups ĐŽŶŽŵŝĐZĞĐŽǀĞƌǇ x :ŽƐŚŝƌŬƐ͕Ž-Lead x ^ĞŽŶŚ<ĞŶĚĂůů͕Ž-Lead x :ĂǀŝĞƌEcheverria-ŝĂǌ x ZĞďĞĐĐĂǀĞƌĞƚƚĞ x :ŝůůŝĂŶ&ƌĞƐĂ x ^ŚĂŶŶŽŶ,ĞŝŶ x ƐŚůĞǇ<ĂŝůďƵƌŶ x :ŝŵDĐŽŶĂůĚ x ĚĂŵDŽůǌĞƌ x ^ĂƌĂŚdŚŽŵĂǌ ƋƵŝƚǇĂŶĚŽŵŵƵŶŝƚǇZĞĐŽǀĞƌǇ x ĞƚŚzŽŶĐĞ͕Ž-Lead x DĂƌĐǇzŽĚĞƌ͕Ž- Lead x EŝŶĂŽĚĞŶŚĂŵĞƌ x ĞŶŐĞůŽŽǁĚĞŶ x :ŽĂŶŶĞĞĐŚ x DĞŐĂŶĞDĂƐƚĞƌƐ x EŝĐŬ,ĞŝŵĂŶŶ x WĞƌƌŝĞDĐDŝůůŝĂŶ x ůĂƵĚŝĂDĞŶĞŶĚĞǌ x ĚĂŵDŽůǌĞƌ x DĞĂŐŚĂŶKǀĞƌƚŽŶ x sŝĐƚŽƌŝĂ^ŚĂǁ x ^ŚĂǁŶĂsĂŶĞĞ x Kelly Weaver x ,ĞĂƚŚĞƌzŽƵŶŐ ,ĞĂůƚŚĂŶĚŶǀŝƌŽŶŵĞŶƚĂůZĞƐŝůŝĞŶĐĞ x >ŝŶĚƐĂǇǆ͕Ž-Lead x DĂƚƚŽĐĐĂůŝ͕Ž-Lead x ĂƐƐŝĞƌĐŚƵůĞƚĂ x ƌĞǁƌŽŽŬƐ x :ŝŵǇƌŶĞ x :ƵůŝĂ&ĞĚĞƌ x ůĂŝƌĞ'ŽŽĚǁŝŶ x <ĂƚǇDĐ>ĂƌĞŶ x EŝĐŬ^ƉŽƌĞƌ Recovery Support Groups ĂƚĂĂŶĚWĞƌĨŽƌŵĂŶĐĞZĞƉŽƌƚŝŶŐ x ĂƚĞĐŬĞŶƌŽĚĞ͕ Lead x DŝĐŚĂĞůƵƚŚŝĞƌ x EŝĐŬ,ĞŝŵĂŶŶ x :ĂŝŵĞ:ŽŶĞƐ x ĚĞůůĞDĐĂŶŝĞů x dƌĞǀŽƌEĂƐŚ x DĂƌĐZĂĚĞŵĂĐŚĞƌ x ƌǇƐƚĂů^ŚĂĨŝŝ x ^ĂƌĂŚdŚŽŵĂǌ x ŝĂŶŶĞdũĂůŬĞŶƐ Engagement Team x ^ĂƌĂŚDĞůŝŶĞ͕Co- Lead x ŵĂŶĚĂ<ŝŶŐ͕Ž- Lead x :ŽĂŶŶĞĞĐŚ x :ŚůĞďŶŝŬ x :ŝůůŝĂŶ&ƌĞƐĂ x ůĂŝƌĞ'ŽŽĚǁŝŶ x WĞƚĞ/ĞŶŐŽ x ^ĞůŝŶĂ>ƵũĂŶ x :ĞŶƐĞŶDŽƌŐĂŶ x Charlotte EŽƌǀŝůůĞ x Emily Olivo x ŵǇZĞƐƐĞŐƵŝĞ x :tĂƌĚ x ,ĞĂƚŚĞƌzŽƵŶŐ WƌŽĐĞƐƐ/ŵƉƌŽǀĞŵĞŶƚ x ůĂŝŶĞƵŶŶ x ĂƚĞĐŬĞŶƌŽĚĞ x ůĂŝƌĞdƵƌŶĞǇ x 'ĞƌƌǇWĂƵů x :ŽĂŶŶĞĞĐŚ x >ĂǁƌĞŶĐĞWŽůůĂĐŬ x ^ĂƌĂŚDĞůŝŶĞ x ^ĞŽŶŚ<ĞŶĚĂůů x dƌĂǀŝƐ^ƚŽƌŝŶ x dƌĞǀŽƌEĂƐŚ ATTACHMENT 2 B. 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Nearly two years after the first public health orders, the City of Fort Collins (“the City”) and its residents continue to grapple with high transmission rates and significant uncertainty related to the virus and its variants. In the midst of this uncertainty, the City is set to receive $28.1 million in American Rescue Plan Act (ARPA) funding to address the pandemic and its negative impacts on the community. Conversations with community members are a key part of planning for recovery. As the community continues to heal, the City’s vision for recovery is that all Fort Collins residents and businesses can participate in a resilient, vibrant and inclusive future. A central element of this vision involves recognizing that the negative impacts of the pandemic were and are not evenly distributed. Numerous studies and reports have shown that COVID-19 has had disparate impacts on different socioeconomic and demographic groups, including workers in low-wage positions, caregivers, and people of color. Grounded in this knowledge and guided by the desire to center equity in creating a vision for recovery, the City of Fort Collins engaged with thousands of community members through events, paid partnerships with community organizations, and surveys. This report reviews the open-ended responses gathered from these engagement methods. Analysis of open-ended responses yielded four key themes for recovery: ●empower individuals and businesses through strong pandemic response programs; ●bolster community organizations, networks, and spaces that provide direct assistance, and center those most impacted; ●remove barriers to resilience; and ●invest in infrastructure and amenities to support a vibrant future In many ways, the community’s responses align with existing priorities and plans. Specifically, many responses highlighted the need for community mental health services, affordable housing, higher wages, and access to childcare. Participants recognized that recovery will not be a straightforward or linear journey. Rather than understanding the four themes as “steps” in the process of recovery, the City should focus on pairing centralized policy and investment with decentralized programs and access points for the community. This will remove barriers to success and allow residents to access the programs and resources they need for healing and resilience. Future conversations with the community will be needed to help uncover the specific programs and mechanisms needed to support residents’ unique paths towards recovery. The Process The City of Fort Collins began engagement in spring of 2021 in preparation for developing a Recovery Plan. This engagement has focused on understanding ongoing challenges and impacts of the pandemic, while also asking what long-term recovery looks like to our community. WĂŐĞϰϳŽĨϴϵ ATTACHMENT 2 Engagement was designed to meet the needs of different audiences in the community, and to center hard-hit and historically underserved residents. This included online and mailed surveys in English and Spanish, digital, print and radio ads, stakeholder meetings, and paid partnerships with community connectors and organizations, among other methods.  Final participation numbers include: x 2,200+ online survey responses x 220+ responses from OurCity x Approx. 25 paper survey responses x 50+ stakeholder meetings Though this includes some individual responses from small business owners, there was also separate engagement of small businesses. Information on that engagement will be available in Economic Recovery reports. Engagement questions included: ●What impacts of the pandemic are you still seeing or experiencing? ●What would help? ●What would make our community stronger? Though some demographic and rating questions were included in surveys, this report focuses on analyzing the responses to open-ended questions for key themes. Quantitative analysis can be incredibly powerful for answering specific questions. However, qualitative analysis that focuses on stories rather than numbers is often more effective for exploratory questions like the ones above. It emphasizes leaving space for community inspiration and direction, and finding commonalities across responses rather than ranking ideas against each other. More information about the analysis is available as an appendix to this report. Some community partners developed their own reports with additional qualitative analysis of the responses they gathered. These reports are also included as an appendix. Community Guidance for Recovery Planning The following sections attempt to tell a story about the values, priorities, and ideas the Fort Collins community envisions as part of recovery efforts. The first section provides a response to the City’s Recovery Vision to test its alignment with community sentiment. The next section highlights key themes for recovery that move from more specific and immediate needs to longer-term, more structural changes needed to improve community resilience, along with potential actions suggested by participants to help the community recovery. Community Vision for Recovery The City’s Recovery Executive Team outlined a Recovery Vision –that all Fort Collins residents and businesses can participate in a resilient, vibrant and inclusive future—along with four “vision words”— healing, inclusion, resilience, and vibrancy. While participants were not asked specifically to respond to these ideas, responses indicate alignment between community values and the vision laid out by the City. The following section outlines the ways that the community understands and discusses each vision area. WĂŐĞϰϴŽĨϴϵ ATTACHMENT 2 HEALING the process of making or becoming sound or healthy again Participants shared many types of losses experienced during the pandemic, including lost loved ones, lost income, and lost trust in other members of the community. In addition, some mourned the loss of learning and social opportunities for youth. Participants identified the importance of recognizing losses and restoring a sense of safety and stability as key steps in the healing process. The concept of reestablishing community trust through forums or events was also proposed. INCLUSION an intention or policy of including people who might otherwise be excluded or marginalized. Inclusion requires removing barriers so all can thrive Participants recognized that not all residents experienced the same level of impact or needed the same level of support to recover from the effects of the pandemic. Many highlighted that underlying issues like housing affordability were made worse for many over the course of the pandemic. Some participants requested additional focus on recovery for immigrant communities, low-income residents, and people experiencing homelessness. In addition, participants strongly identified with the goal of removing barriers to success. Specifically, they noted the importance of removing barriers for small businesses, workers in the creative sector, parents, Spanish-speaking residents, people experiencing homelessness, and LGBTQIA+ residents. For many historically underserved populations, including Latinx residents and LGBTQIA+ residents, there was a strong desire for more representation in future decision- making to demonstrate “follow-through” from the City on their stated goal of inclusion. RESILIENCE the ability to better avoid, withstand, or recover from difficult conditions of various scales Participants recognized the important work of nonprofit organizations and City-sponsored programs in connecting community members with resources to help them weather tough times. Latinx community members also cited their families as sources of resilience and hope during times of adversity. The idea of resilience was frequently intertwined with discussion of removing barriers. Specifically, many participants recognized low wages and high cost-of-living as a significant barrier to financial resilience. VIBRANCY sense of place and belonging for all, full of energy and enthusiasm Respondents envisioned a future, with strong, sustainable transportation networks, well-maintained community amenities like parks, pools, and natural areas, affordable housing, and a strong arts and culture sector. For many, a vibrant future was closely intertwined with meeting the goals of existing City plans, including the Our Climate Future Plan and the Housing Strategic Plan. While many responses suggested leveraging the Recovery Plan efforts to make progress on existing goals and initiatives, it is important to note that some respondents were in favor of utilizing a strict interpretation of recovery that focused on direct and immediate impacts and excluded any support for housing or sustainability. WĂŐĞϰϵŽĨϴϵ ATTACHMENT 2 Community Priorities for Recovery The following key themes begin with more immediate and specific needs for healing, and ripple out towards broader initiatives that support resilience and vibrancy in our community. Each key theme includes information on the role that the City can play, and some potential actions suggested by respondents. It is important to note that the potential actions suggested are not an exhaustive list, and should not be considered a mandate from the community. Responses varied widely in their specificity. For example, some responses just noted “affordable housing” was needed, while others detailed specific policies related to changing zoning laws or creating supportive housing for those experiencing homelessness. An important part of future recovery efforts will be ongoing opportunities for community idea generation, feedback, and leadership. Empower individuals and businesses through strong pandemic response programs. Responses indicate that it is vital to provide ongoing pandemic response in addition to planning for and investing in community recovery. This includes sharing clear public health guidance and providing supplies to support safe and stable workplaces, public transportation, childcare facilities, schools, and community events. Participants reported experiencing significant fear, frustration, and uncertainty related to how to safely navigate work and everyday activities as the effects of the pandemic linger. As one person shared, I am still very worried about my health and the health of those I love, even with some people getting vaccinated. For many, this manifested as fear and uncertainty related to being in public places. Others worried that employers were not taking the necessary precautions to keep them safe, and felt that they were being forced to choose between financial stability and their health. While some businesses reported seeing rebounds to pre-pandemic levels, others, including members of the creative sector and employees of nonprofits and childcare centers shared a very different story. According to one participant, We are experiencing greatly reduced audience support related to closed/reduced venues, mixed messages about safety, reduced employment for musicians. This pandemic is far from over- so we are looking for new ways to move forward. La Cocina’s ethnographic report noted that their participants said it was “too soon to talk recovery.” Their participants expressed a desire for the community to find solidarity in this moment, noting that a huge first step would be for the City to affirm that the organization is here for its residents, particularly those who have been historically underserved, during these difficult times. Mental health was also a large part of this conversation. For many, the uncertainty around public health remains a source of significant anxiety, adding to the feelings of social isolation and loss that have accumulated since the beginning of the pandemic. As one person shared, WĂŐĞϱϬŽĨϴϵ ATTACHMENT 2 There needs to be expanded access to mental health services…Providers are overwhelmed and spaces are limited, especially for those who offer services outside of traditional work hours. There has to be some relief…None of us are doing okay. Responses gathered from Spanish-speaking residents, particularly parents with school-aged children, also highlighted the need for more mental health services in Spanish. Participants also shared their struggles with consistent childcare, noting that COVID guidelines and frequent exposures were causing their children to miss school or daycare and impacting their ability to work. As one person stated, [We need] more security around childcare and in-person schooling - it feels like the bottom will drop out at any moment and that makes it impossible to grow in our careers, business decisions, etc. Finally, some noted that the continued reduction in Transfort service was a source of stress and instability, and requested that the City restore service, particularly for later evening hours, to assist with reliable transportation to appointments and workplaces. While most community members who mentioned public health in their responses were in favor of additional measures related to combatting the COVID-19 pandemic, it is important to note that some community members were opposed and expressed a desire for a more “hands-off” approach to public health. Vaccination mandates were particularly controversial, with some participants requesting additional mandates for workplaces and large events, and others opposing any mandates. Participants were more supportive of the City amplifying public health messages than creating policies. Recommended City Role: Communication, leadership, connection, service provision Potential Actions: Coordinate with Larimer County Health Department to amplify public health messages ⧫ Provide masks, rapid tests, and other public health supplies to individuals and businesses, especially parents and childcare providers ⧫Communicate to community members, especially Latinx residents, that the City stands with them in solidarity ⧫Support opportunities for increased mental health services, including virtual and in-person services, and Spanish-language services ⧫Reinstate Transfort service to provide reliable transportation services to the community, and provide masks onboard for those who need them. Bolster community organizations, networks, and spaces that provide direct assistance, and center those most impacted Participants recognized that not everyone was affected equally by the pandemic, and prioritized support for hard-hit groups, including youth, immigrants, people experiencing homelessness, low-wage workers, small business owners, freelancers, and people working in the arts industry. As one person shared, The need for affordable housing, food, and taking care of our community members that need help because they may not have family or friends to help them has become a much 3DJHRI ATTACHMENT 2 more obvious issue to me. The economy and health risks have hurt these people that were already hurting before the pandemic. This is an emergency now. Because each person’s experience of the pandemic was unique, respondents recognized that each person’s path to recovery would be unique. Rather than requesting specific programs or types of assistance from the City, many requested additional support for nonprofits that provide direct aid to those hardest hit by the pandemic. Suggested recipients of support included organizations that: ●serve people experiencing homelessness, ●provide low-cost childcare and educational and social programs for youth, ●provide emergency assistance for rent, food, and other basic needs, and ●support freelancers, small businesses, and workers in the “arts economy.” For many residents, those in historically underserved groups in particular, the City has not been a central resource or access point in the past. Community organizations and family members have filled those gaps, and are seen as best positioned to bolster recovery efforts. Community members also expressed a need for healing spaces and events to restore community trust and cohesion. For many in the community, including some Latinx respondents, it was important for the City to acknowledge community contributions during the pandemic, and recognize the physical, emotional, and financial losses experienced. The ethnographic report from La Cocina also highlighted the need for “generative spaces” that provide safety, honor identity, and promote connection with family and friends. Others also identified community events as an important opportunity for connection, and requested the revival or addition of new events. As one participant shared: Fort Collins could definitely be more of a community. There is not a lot of pull together. I would like to see the community have community days and neighbor events Some highlighted the opportunity for arts events and creative spaces or “hubs” to be an important element of this healing. As one participant suggested, Some unifying experiences will help alleviate the divides and fears. Art can be that experience. Art can unite us. Overall, respondents envisioned the City strengthening the networks and spaces in the community that provide support, healing, and resilience. While relationships between the City and the community are an important part of trust and future resilience, participants did not see them as a precursor to recovery efforts. Rather, through recognition and support of community organizations and spaces, the City can expedite recovery, build community capacity, and enhance its relationships with community members. Recommended City Role: Support, capacity-building, connection Potential Actions: Assist local organizations providing support for immigrants, people experiencing homelessness, and low-wage workers ⧫ Provide support for organizations and spaces serving youth, WĂŐĞϱϮŽĨϴϵ ATTACHMENT 2 such as Boys & Girls Clubs ⧫ Support local organizations serving small businesses and freelancers, including coworking spaces, creative hubs, makers spaces and shared digital marketplaces ⧫ Identify key leverage points where skills and resources could spread throughout the community and reach historically underserved populations ⧫ Consider opportunities to support generative spaces that provide opportunities for healing and connection. ⧫ Consider opportunities to support additional communitywide events ⧫ Utilize local artists and arts organization as cornerstone of healing Remove barriers to resilience As participants considered the move from immediate recovery to longer-term resilience, many focused on the ways the City could remove barriers, especially barriers to economic resilience. For many, childcare presents a significant barrier to employment and financial stability. Even more frequently, low wages were identified as a barrier to resilience and stability. Participants mentioned the high cost of living and noted that wages, even for many full-time jobs, were not keeping pace. As one person stated, [Fort Collins] is a great place to live for individuals who are middle class to upper class, but things are getting more and more expensive and a lot of minority groups are getting left behind/cannot afford to be here. Responses in Spanish, which were received later in 2021, also mentioned the impact of inflation on the cost of living, and the need for increased wages to keep up with increasing costs. Responses also suggested a mismatch between the jobs available, and the skills and needs of those looking for work. Some individuals and business owners lamented the difficulties of staffing and the feeling that individuals are choosing not to work in available jobs. Alternately, many individuals stated that they wanted additional work and/or hours, but could not find work to meet their skills and needs. As one person shared, [I need] better pay and more hours. Workforce development would be HUGE! I want to better myself but cannot afford to get more education. This disconnect between employers and residents suggests a need for a community-wide understanding of the economy to understand what skills businesses need, what skills individuals have, and how best to match these together. This information could drive targeted workforce development programs, as well as identify opportunities to incentivize new industries that draw on community skills. Recommended City Role: Policy, connection, program development Potential Actions: Explore policies to increase wages ⧫ Expand community childcare capacity ⧫ Understand and address the mismatch between worker skills and open positions ⧫ Emphasize skill development and capacity-building for individuals, businesses, and nonprofits WĂŐĞϱϯŽĨϴϵ ATTACHMENT 2 Invest in infrastructure and amenities to support a vibrant future Participants expressed a desire for improved roads and intersections, enhanced bike trails, high-quality community recreation (including parks, pools, and natural areas), and expanded public transportation. As one participant shared, The pandemic showed us how valuable open space is to our mental as well as physical health. I would like to see Fort Collins focus on maintaining clean and safe open space areas. While obtaining new open space would be great, a lot of the existing spaces are getting loved to death and could use some help. While the above comment highlights the need for maintenance of community amenities, some responses also requested new open spaces, parks, pools, or venues (both indoors and outdoors) for community events and performances. Schools and affordable housing were also mentioned as areas for additional investment. One participant described the importance of investment in affordable housing by saying, Our city will face many more challenges in the future if we don't use ARPA funding to build infrastructure to address the needs [of people experiencing homelessness]. Finally, while sustainability was cited less frequently than affordable housing as an important priority, some participants also saw this as an opportunity to advance towards Our Climate Future goals, and called for using sustainability as a “lens” or reference point as decisions are being made for recovery. Recommended City Role: Strategic investment, leadership Potential Actions: Explore opportunities for targeted investment in housing, transportation, community recreation with affordability, equity, and sustainability in mind. Conclusion As the City continues to balance the need for immediate response with a plan for healing and recovery, conversations that recognize and honor diverse lived experience and provide opportunities for community leadership will be vital. Just as the pandemic has affected residents differently, recovery has been and will continue to be a different journey for everyone. A focus on pairing centralized policy and investment with decentralized programs and access points for the community will allow each resident to receive what they need for healing, inclusion, resilience, and vibrancy. Positionality Statement Though we hope that the community priorities identified accurately represent the collective engagement of thousands of community members, we recognize that data collection and analysis is inherently influenced by our personal experiences and biases. In this case, the coding for this report was grounded in the researcher’s experience as an able-bodied white woman. WĂŐĞϱϰŽĨϴϵ ATTACHMENT 2 BRIEF ETHNOGRAPHIC EXPEDITION “RECUPERACION IS RECOVERING OUR IDENTITY” A small n’ mighty data set collected in partnership with The City of Fort Collins Authors: Janina E. Fariñas, Alejandra Magaña, Claudia Perez & Karen Sandoval Fort Collins, Colorado November 8, 2021 I. INTRODUCTION The COVID-19 pandemic brought an onset of new and challenging hardships to communities throughout the globe and to our very own hometown of Fort Collins, Colorado. To date, COVID-19 related hardships remain stacked in excess of preexisting upstream factors heightened by the stresses of the pandemic. Recognizing that many Fort Collins residents report feeling as though they are still amidst a crisis, the City of Fort Collins began paving the road to recovery by engaging community-based organizations (CBO’s) to listen to community members’ experiences during the pandemic. To this end, La Cocina conducted one-on-one interviews with Latinx persons who live, work, and/or play in Fort Collins. Referred to as a Brief Ethnographic Expedition, this report presents findings from a short-term series of engagements that highlight Latinxs lived experiences of recovery, and which honor Latinxs’ community members’ stories illustrative of both large and small pathways leading to healing, and critical to codesigning recovery with those most impacted by the devastating impacts of the COVID-19 pandemic. II. SCOPE & PURPOSE The City of Fort Collins is set to receive $28.1 million of the nearly $6 billion American Rescue Plan Act funds received by the State of Colorado and other communities. These funds will be spent over the course of the next three and a half years to aid in recovery efforts. The City recognizes recovery as a multi-faceted, multi-year process, and seeks to build a comprehensive plan that will center under-resourced communities’ needs. As well, as the City considers long-term recovery plans, the Economic Health Department has identified a need for public-private partnerships that better represent the interests and cultural values of historically under-resourced communities. Intentional and culturally responsive community outreach and engagement is a crucial step in the City’s efforts to build back stronger with an equity-first mindset. The City of Fort Collins partnered with La Cocina to learn about the agency’s unique codesign and participatory methodologies employed in better n’ deeper listening, and in order to glean from these activities core codesign elements mostly available in “small and smaller data sets” (Krause, H., 2021) which center the experiences of those most impacted by the wicked-problems seeking to be solved. Goals established as part of this partnership: 1. To employ La Cocina’s community participatory action methodologies as a way to listen “better and more deeply,” (WeAllCount, 2021) in the interest of centering under- represented community voices expert at guiding equitable decision-making. ATTACHMENT 2 City of Fort Collins_Ethnographic Journey_Brief Page 2. To bridge relationships between the City of Fort Collins and residents self-identified as Latinxs who live, play and/or work in Fort Collins. 3. To increase the City’s understanding of what is needed to begin the recovery codesign process. 4. To introduce the City of Fort Collins to L’Ancla’s and La Cocina’s empathic interviewing and inquiry process focused on highlighting stories that introduce hopefulness as the community’s North Star, and that orient the City to critical and foundational frameworks for how to intentionally codesign equitable recovery activities. 5. To make preliminary recommendations accordingly. III. METHODS La Cocina employed semi-structured ethnographic interviews to learn about Latinx community members’ lived experiences of recovery. Interviewers’ protocols were aimed at deepening empathic learning of experiences which community members describe as generative of hopefulness. Please note that participants direct quotes/words have been placed in quotations. a. What is Ethnography? Utilized broadly by social scientists, ethnography is a qualitative research method that involves deep immersion into a particular community, organization, and/or culture. While limited in scope due to deadlines related to the City’s efforts, La Cocina was able to conduct a total of seven individual interviews, and one group ethnographic interview. b. Participants and Sample •Individual interviews with seven Latinx Fort Collins community members conducted in both English and Spanish •Group interview with five City of Fort Collins community members conducted in Spanish •Total number of individual contacts = 7, including: 1 Latinx male-identified individual 6 Latinx female-identified individuals Zip codes represented: 80521 and 80524 •Total number of group contacts = 1 x 5 residents per group, including: 5 Latinx female-identified individuals 5 Spanish-speaking Zip code represented: 80524 •Interest and Participation Total number of participants interviewed = 12 Total number of no-shows and/or cancellations = 1 Total number of additional interested participants requesting interview(s)/on waiting list = 7 IV. FINDINGS Community based participatory action methods (CBPAR) include a collaborative approach that involves generating empathy throughout the inquiry process. In ATTACHMENT 2 City of Fort Collins_Ethnographic Journey_Brief Page addition to CBPAR innovations, La Cocina strongly recommends a Human Centered Design Framework as a way to build generative outcomes throughout the recovery plan development process. Together these key methodologies help uncover important leverage points that may be cultivated in the interest of gathering a more robust data set in the future, and for building a strong community codesign infrastructure for the City of Fort Collins’ now and into the future. Utilizing a Grounded Theory approach which seeks to distinguish emerging patterns of experience in data sets, La Cocina identified a series of areas of opportunity for the City of Fort Collins. As such, La Cocina introduces the following as priority focus areas worthy of additional exploration and follow-up: 1. TOO SOON TO TALK RECOVERY Both individual and group participants shared stories that suggest the impacts of the pandemic are actively moving through our Latinx communities, and which support a step-wise approach to recovery efforts. Jointly participants presented a picture of recovery beyond the pandemic and included examples of ways they have partially recovered in spite significant barriers and at times, unsurmountable suffering and loss, both now and long before the pandemic. While some might interpret this as resilience, interviews more closely resemble laments—passionate expressions of sorrow and grief which when “heard” in unison bind participants in a single story of dignified courage, and a succinct set of instructions for how to use dignity and courageous action as a way to aspire to respite and healing. What follows are ways for the City of Fort Collins to first hear and join in their lament, and to build on the light each shines on our shared paths to recovery. 2. BEGIN BY SAYING, “ESTOY AQUI, I AM HERE” Group participants expressed a strong sense of resonance and identification with one participant’s story about how hearing the words, “Estoy aqui, I am here,” from a friend helped her get through the pandemic. Group participants made meaning of their peer’s story, adding that hearing these words “means everything! It makes the load lighter;” “It means we’re here with you”, and “It makes us feel cared for.” When interviewers asked, “what would change if the City of Fort Collins said to you, “estoy aqui, I am here?” Respondents said they would feel: Included Important Valued Safe Free And, one participant said, ”the identity of the City would be recovered.” ATTACHMENT 2 City of Fort Collins_Ethnographic Journey_Brief Page While the City of Fort Collins saying, “Estoy aqui; I am here” to the Latinx community may appear like a small, perhaps insignificant first step, this gesture of inclusion is identified by interviewees as significant. When genuine narratives identified by community members as meaningful are centered above dominant narratives, the community feels assured that their City leaders have their backs--a basic need not fully met throughout the pandemic, and consequently identified herein as a salient community need, and an integral codesign choice point oriented to recovery efforts. An individual interviewee also centered the idea of “estoy aqui, I am here;” expressing her desire to be fully seen and recognized, she said, “I’ve heard people say ‘there’s no Latinos in Fort Collins’ and that’s not true. We are here. I am here (¡estoy aqui!).” A variation on the group’s use of the phrase, this participant’s use of, “estoy aqui, I am here” also expresses the basic human need to be seen. Again, we wondered what meaningful recognition would look like for this participant, who responded saying, “leadership would understand what is happening on the front lines and there would be recognition of the contributions (of Latinxs on the frontlines).” In both of these instances, the sentiment of “estoy aqui, I am here” comes down to feeling valued, seen, and recognized by the City. A word of warning and a recommendation: saying “Estoy aqui, I am here” to community members who have long felt undervalued, and unseen should be coupled with substantive listening action(s) by city leadership, and particularly those interested in codesigning recovery efforts. These actions can build empathy between city leadership and under-represented communities, and per community members’ requests, are best supported by meaningful dialogues that allow community members to create ways and spaces to be seen, valued and recognized. 3. WATCH OUR FEAR TRANSFORM TO POWER!” ¡MIRA! NUESTRO MIEDO SE VOLVIÓ PODER” Despite the overwhelming and disproportionate hardships described by our Latinx interviewees, stories of courage and empowerment shine through. All participants used the word “empoderadx” or “empowered” after sharing a story of transformation amidst hardships brought on by the pandemic. Several stories were about having the courage to learn a new skillset such as learning to use online technologies that would facilitate navigating the pandemic; others were about accessing YouTube videos to learn how to do online activities with their children. Central to these stories was the feeling of “empoderadx” which resulted when in turn they taught these skills to other Latinx friends, families, and neighbors. These stories of how Latinxs are giving-back to their communities by sharing knowledge and information previously inaccessible to them is considered a significant codesign strength that communicates to the City of Fort Collins the critical Latinx value of “Juntos: collective community stewardship” (Bordas, J., 2019). Building codesign efforts in collaboration with proximate leaders is essential to activating a city- wide network of “empoderadorxs” that can use the city’s community-led codesign to mentor and to “alentar” (build up) fellow Latinx friends, family and vecinos/neighbors. ATTACHMENT 2 City of Fort Collins_Ethnographic Journey_Brief Page 4. “LA FUERZA QUE ES CUANDO UNO ESTÁ UNIDO A LA FAMILIA” “THE STRENGTH ONE HAS WHEN UNITED WITH FAMILY” Time and time again, interviewees stressed the importance and strength they acquired from being with family and community. Stories of hopefulness were centered on feeling supported by either a family member or a caring friend. Often recognized as Latinxs’ most salient cultural value, Familismo is perhaps the single source of hopefulness expressed by interviewees who reported feeling traumatized by the pandemic. For these individuals, if fear and terror marked their stories and lives in ways that still haunt them, then familismo is the antidote they name as what will surely see them through. One interviewee spoke of her family’s strength by saying, “when we’re together, everything is possible.” Another interviewee reported that feeling part of his family or community “aligera la carga,” or “lightens the load” when living through experiences of worry and pain. To be sure, Familismo is a Latinx value that supports a strong “sense of connection.” Often cited as a protective factor in Latinx mental health, familismo (German et al., 2009), or prominent and well-aligned family values, was reported by all participants as central to their experiences of recovery, and feelings of hopefulness and strength. As such, it would benefit the City to explore ways to practice intentional codesign that invites Latinxs into spaces and places where cultivating these connections is possible. When asked how the City can plant seeds of recovery in the Latinx community, and after group participants expressed that recovery has not begun in their homes and communities, most participants requested “a space to build and/or rebuild our families.” This is a critical quote that expresses the need Latinxs feel to further cultivate, and/or to heal family connections and with one another. 5. GENERATIVE SPACES Interviewees responded to the following prompt, “We need a space where…”, in single written statements, saying they need: •“A space to mourn, recover and reclaim our identity.” •“A space to heal ourselves and our families” •“A space to flourish as a person, student, and parent.” •“A space where we can feel peace.” •“A space to destress.” •“A space to recover safety.” •“A space to be with family.” •“A space to feel heard and without criticism.” V. CONCLUSION, RECS & HOW TO USE THIS REPORT Human centered design (HCD) is both a framework and a process for solving wicked and complex human problems. L’Ancla’s and La Cocina’s approach to human centered community-led codesign involves returning to human-centered experiences like those listed above as the center from which to invite community members to participatory action codesign, equitable data collection, and democratizing data in an iterative process that ATTACHMENT 2 City of Fort Collins_Ethnographic Journey_Brief Page centers community voice and power. As a whole, this process takes time and a solid commitment to social systems change, and because this model of engagement seeks to be generative in cultivating what community members identify as “already working,” La Cocina suggests the City follows this brief engagement with the following activities: 1.Ensure that other participants who want to share their stories, and who want to collaborate with the city are invited to do so. La Cocina turned away many Latinx community members who wanted to share their stories, and who wish to participate in both individual and community dialogues. Additionally, interviewees reported that interviews in and of themselves were healing. When asked what healing spaces should look like, one interviewee responded, “like this! Just like this!” Interviewers understood this as validation for the power of deep listening, respectful dialogue and feeling witnessed. 2. La Cocina recommends that the City follow these first interviews with a facilitated codesign session where interviewees will have the opportunity to learn about the outcomes shared in this report and will consequently have the opportunity to participate in a series of codesign activities with key City of Fort Collins representatives. L’Ancla and La Cocina are committed to this process and will thus provide the needed facilitation for this follow-up codesign session at no cost to the City. 3. Community dialogues that support storytelling facilitated by elders and proximate leaders has long been known to support recovery from multigenerational and community-wide traumas (Onwuachi-Saunders, 2007). Interviewees referred to the impacts of the pandemic as terrifying, traumatic, ongoing, and as what needs healing before any recovery is possible. They also identified caring dialogues, Charlas, and listening sessions with each other and with the City as foundational to the recovery process. Latinxs interviewed throughout this process stressed this over and over again: (paraphrased) “in order to begin our recovery, we first need to hear and say to each other, “¡Aqui estoy!, I am here...” From a human centered design perspective, this type of community-assertion is a ripe codesign fruition that allows the City to transform engagement into an iterative process that democratizes community participatory listening to community-codesign to community-inclusive action and buy in to shared learning to shared power. 4. This model of engagement seeks to be generative in cultivating what is already working, and by centering and illuminating pathways already endorsed by community members as having cultural resonance and heartfelt value. Viewed as the fulcrums of innovation and creativity, these pathways offer City leaders our communities reclaimed “seeds of recovery” as identified by those most impacted by systemic inequities, and amidst the disproportionate impacts felt by Latinx residents both now and prior to the pandemic. To this end, let our team walk you through these reflections, but first…let’s go codesign! ATTACHMENT 2 City of Fort Collins_Ethnographic Journey_Brief Page 5. Please contact Claudia Perez at Claudia@lacocinahome.org, or Karen Sandoval at Karen@lacocinahome.org with your questions and comments. Thank you for the opportunity to serve our community. We loved hearing our fellow Latinxs’ stories of courage and hopefulness. ___________________________________________________ ___________________________ For La Cocina Date ___________________________________________________ ___________________________ For L’Ancla Date ___________________________________________________ ___________________________ Approval by Janina E. Fariñas, Ph.D., Psy., LPC Date Founder & CEO ### ______________________ proval by Janina E. Fariñ under & CEO Alejandra Magaña Claudia Perez & Karen Sandoval November 8, 2021 November 8, 2021 November 8, 2021 ATTACHMENT 2 Overall Summary Report and Takeaways Fort Collins Recovery Plan Discussions Artists, Venues and Creative Business By: Peggy Lyle Due: 11-5-2021 ●Primary focuses include: ○Acknowledgment of, commitment to and investment in the Creative sector as a viable economic driver and legitimate business group in Fort Collins ○Access to, investment in, maximizing and creation of affordable spaces for living and working, i.e. for lessons, rehearsals, creation (studios) and performances ○Equity as it pertains to not only race, sexual orientation, culture, but also occupation. City needs to acknowledge and invest in arts, music and creative industry and not allow this industry to be an afterthought or a luxury, but view it as essential to our community’s successful recovery, community wellbeing and economic health. ○Invest in it for the things it can create, impact it can make, healing it can bring and not an afterthought or first thing to be cut in budgets. ○Need a representative body/group like an arts council, leadership group, ... ○Feel under served, under appreciated, under invested in and not listened to at the city level ○Need to recognize that creative work is “work” and a valuable contributor to our city ○Art has created our high quality of life here and sense of culture and are at risk of being pushed out ○Artists and creative leaders need to be part of the process more often, in leadership and staff positions at the city and county, have them on contract with the city helping on projects both arts related and no arts related. ○Huge impact with lots of loss of jobs, income, businesses, staff, careers, sense of community, mental health and happiness. ○Not currently an equitable environment and artists are an underserved and marginalized population with limited access,and artists of color are more so impacted ●Short Term: ○Clearer policies about COVID safety and rules, mandates... ○Mental health support ○Short term debt relief as many have been closed or nearly closed for 1-2 years ○Affordable Spaces to host makers markets, rent studios, rehearse and put on performances in safe ways ○Fewer barriers to working with city and for grants ○Access to de-escalation training/support group and customer education ○Staffing help, attraction and retention of workers and help building safe environments for them to work within ○Incentives to build up our technical personnel for venues and industry support (lighting, sound, crew,...) 3DJHRI ATTACHMENT 2 ○Access for underserved populations including BIPOC, differently abled, LGBTQ and other artists to performance and creation spaces, grants, and professional development ○Easier access to COVID tests and quick results ○Affordable or free mental health and health support for artists, arts administrators and creative business owners - including group support environments ○Access to programs that employ artists -- like Art in Public Places, being a vendor, hosting a market, host an event, … the city processes put too many barriers for many newer artists are discouraged ○Arts need to come back to schools and afterschool programs, a way of coping and processing the effects of the pandemic ○Marketing campaign for Fort Collins that it is a arts destination and establish that brand as an arts leader ○Let the Arts help us heal as a broader community - that’s what we are good at, - art therapy, PTSD/trauma healing through the arts, murals, music, writing,.... ○Help with supply and demand of products - can we source things locally and team up with manufacturers here. ●Long Term: ○Living wages for creatives/artists ○Affordable housing and work spaces ○Creative Industry leadership group/Arts Council/Sector collective ○Representation of the arts within the City and staff through positions and leaders ○Creative Centers that support all types of artists and art forms, where there are chances to have collaboration between disciplines and feeling on community - need multiple of these and can be activating non city owned private spaces to create this. ○Mental health support ○Safety nets for gig workers, artists and self employed business owners ○Use large vacant commercial spaces or underwrite established cultural organizations to establish creative spaces for creative entrepreneurs to set up shops, studios, make sales, host events, create goods and perform. ○Have representation for the Creative Industry that can communicate to, serve as a authority and Industry representative ○Have centralized information/communications about arts events, classes &businesses ○Make tangible investments to back up commitment to and not tokenism of the arts ○City funding a Micro Grant Program, granted to Community partner organizations or businesses to be given to their specific populations of artists/business entrepreneurs to cultivate and foster unique and innovative projects/startups, can be geared around solving problems that face community or simply to create products or works. Can serve the arts but also underserved populations. ○Supportive of Fort Fund and Art in Public Places - need more support and fewer barriers for entry and engagement ○Revamp the mental health services offered or streamline them - group therapy, better crisis hotlines and more education about resources for the community at large 3DJHRI ATTACHMENT 2 ●Random Takeaways/Comments: ●Multiple offers were made to have individuals come speak before your planning group and leadership to express the importance of the arts as a business sector, impact of the pandemic on the creative industry, the importance in investment, return on investment, and issues pertaining to access and inclusion in the arts ○One of our participants shared a video from a film industry and music industry professional about living in Fort Collins -- Musician Russick Smith talks on the importance of repairing and investing on the developing film scene in our county. https://www.dropbox.com/s/p7pxo0jyela6elw/james_russick_smith_on_the_film_com mission.mov?dl=0 ●“...Also, how many times do we give the city our ideas and they completely ignore them? It’s frustrating.” ●“I completed the survey, but found it to be bureaucratic, the typical City jargon with useless questions that lack enough background information…... I’ve chosen to put my time and talents into creative organizations that are making a difference and delivering on their promises. Or at least trying. The City is not that for me or my organizations — for profit or nonprofit.” ○In discussion this was offered: “Check out this video that discusses what happens when a community is without the arts.” https://www.youtube.com/watch?v=xe81-eHGc0w. ●“Hmm…well, there are already studios for rent in town for musicians. Perhaps there could be studios for rent in order for dancers and choreographers to record away from babies and parents! Also…I’ve been imagining what it would be like to have more bandshells like the one in Old Town in all the parks!” ●From Elizabeth Martin at the Museum of Art Fort Collins -“I wanted to include some articles and food for thought on the systems-level change that I mentioned. Our own strategic planning moved us back to our growth phase and a "radical alignment" and a bold new vision looking past scarcity and towards a future where the arts are recognized as the economic driver they are. Indeed someone on the call mentioned that--without the music scene that is supported--where would Fort Collins be? Besides the comment I made about a shared creative space (which could be the post office building), a shared back office is a great system change. We are all struggling to pay IT, HR, Payroll, bookkeeping, etc. Here are a couple of articles about that: ■https://www.intellichief.com/5-ways-to-make-your-back-office-shared-services- center-more-productive/ ■https://www.nonprofitcenters.org/events/back-office-alternatives-need-know-sh ared-services/ ■https://www.tcg.com/blog/who-says-shared-services-are-only-for-back-office-fu nctions/ 3DJHRI ATTACHMENT 2 ■Along with the idea of investing in public space that fosters creativity, here is a resource I like about investment in civic commons to drive equity that the city can think about--maybe they already are. There is a great action guide here. ■Here is an article about saving a historic building using pandemic relief funds from Cleveland ●Comments on the Facebook post did mention the Americans for the Arts - Fort Collins Arts Economic Study and how the planners should look at that to see how much impact the arts have on our local economy (It was most recently done by DDA & City?) ●Also the Arts Space Feasibility Study was mentioned several times as an important document to look at for housing and space needs. (It was conducted by Bohemian Foundation DDA and City of Fort Collins) ●And there are also statistics that can be found from the Creative Vitality Index reports (Downtown Fort Collins Creative District has access to this database and reports) ●Other comments shared in virtual chat: ○In support at the LC, that includes the tech people who run streaming services. There have been many snafus during our broadcasts and this is likely a lack of experience on the part of those creating the stream product. ○The upgrade of the streaming support would be huge. This may bring more work for that industry as well. ○We also need investment in growth for our organizations on every level as well as salaries and honorariums for artists and subsidized studio space ○We'd like to add that in times of social crisis in the history of our country and civilization, we've routinely turned to the arts to maintain balance in our mental health, happiness, and perseverance. It's on us as this community's creative arts leaders to work together and invest in new opportunities and infrastructure that benefit the creative community as a whole. ○When Steve Jobs built Apple headquarters, he put one set of restrooms near the front of the building. Specifically so people would run into each other to begin conversations . . . ○yes- investment is the underlying systemic need and solution to lift us all ○Let's make one of the outcomes of COVID being to put aside our silos and work together for the greater good of the entire creative arts community in FC 3DJHRI ATTACHMENT 2 Coding Memo The coding process began with open coding, which is designed to allow themes to emerge rather than beginning with a predetermined set of ideas or topics. This first stage of coding encourages variety and creativity in assigning codes to small units of text (Glaser 1978). Multiple codes for a single unit of text were used when appropriate to avoid early bias towards specific concepts or themes (Charmaz 2006). These themes were then cross-checked with key stakeholders to ensure that written comments were reflective of discussions. The next stage of coding, focused coding, zeroed in on specific codes that appear to be the most useful or relevant (Glaser 1978). After focused coding, the theoretical coding stage related codes that have remained relevant to each other (Charmaz 2006; Glaser 1978). According to Charmaz, theoretical codes are “integrative” and “lend form” to relevant codes (Charmaz 2006: 63). WĂŐĞϲϲŽĨϴϵ ATTACHMENT 2 Page ϲϳof ϴϵ Quantitative Results Survey Results dŚĞ ĨŽůůŽǁŝŶŐ ƌĞƉƌĞƐĞŶƚ ƚŚĞ ƋƵĂŶƚŝƚĂƚŝǀĞ ƌĞƐƵůƚƐ ĨƌŽŵ ƐƵƌǀĞǇƐ ĐŽŶĚƵĐƚĞĚ ĚƵƌŝŶŐ ĞŶŐĂŐĞŵĞŶƚ͘ /ƚ ŝƐ ŝŵƉŽƌƚĂŶƚƚŽŶŽƚĞƚŚĂƚĂůƚŚŽƵŐŚǀĂůƵĂďůĞ͕ƚŚĞƐĞƐƵƌǀĞǇƌĞƐƵůƚƐĚŽŶŽƚƉƌŽǀŝĚĞƚŚĞĨƵůůƉŝĐƚƵƌĞŽĨƉƵďůŝĐ ĞŶŐĂŐĞŵĞŶƚ͘DƵĐŚŽĨƚŚĞĞŶŐĂŐĞŵĞŶƚĐŽŶĚƵĐƚĞĚŚĂƉƉĞŶĞĚĚƵƌŝŶŐĞǀĞŶƚƐ͕ŝŶƚĞƌǀŝĞǁƐĂŶĚŽƚŚĞƌŽŶĞŽŶ ŽŶĞĐŽŶǀĞƌƐĂƚŝŽŶƐ͕ǁŚŝĐŚĨŽĐƵƐĞĚŵŽƌĞŽŶƋƵĂůŝƚĂƚŝǀĞƐƚŽƌǇƚĞůůŝŶŐĂŶĚŽƉĞŶ-ĞŶĚĞĚƋƵĞƐƚŝŽŶƐ͘YƵĂůŝƚĂƚŝǀĞ͕ ŵŝǆĞĚ-ŵĞƚŚŽĚĂŶĂůǇƐŝƐƌĞƐƵůƚƐĂƌĞĚĞƚĂŝůĞĚŝŶƚŚĞĨƵůůŽŵŵƵŶŝƚǇŶŐĂŐĞŵĞŶƚZĞƉŽƌƚĂďŽǀĞ͘ ^ƵƌǀĞǇƐŝŶĐůƵĚĞĚŝŶƚŚĞƌĞƐƵůƚƐďĞůŽǁ͗ x KƵƌŝƚǇKŶůŝŶĞWƌŝŽƌŝƚǇ^ƵƌǀĞǇ;ŶŐůŝƐŚĂŶĚ^ƉĂŶŝƐŚͿ x >ĂƌŝŵĞƌŽƵŶƚǇZĞĐŽǀĞƌǇ^ƵƌǀĞǇ– ZĞƐƉŽŶƐĞƐŵĂƌŬĞĚĂƐůŝǀŝŶŐŝŶ&ŽƌƚŽůůŝŶƐ;ŶŐůŝƐŚĂŶĚ ^ƉĂŶŝƐŚͿΎ x WƌŝŽƌŝƚǇ^ƵƌǀĞǇƐ– ŽŵƉůĞƚĞĚďǇŽŵŵƵŶŝƚǇŽŶŶĞĐƚŽƌƐ>>;ƉĂŝĚƉĂƌƚŶĞƌƐŚŝƉͿ͕ǀĂƐƚŵĂũŽƌŝƚǇŽĨ ƌĞƐƉŽŶĚĞŶƚƐǁĞƌĞ^ƉĂŶŝƐŚ-ƐƉĞĂŬŝŶŐ͕ůŝǀŝŶŐŝŶŵĂŶƵĨĂĐƚƵƌĞĚŚŽƵƐŝŶŐ ΎdŚĞ>ĂƌŝŵĞƌŽƵŶƚǇ^ƵƌǀĞǇĚŝĚŶŽƚŝŶĐůƵĚĞĂůůƋƵĞƐƚŝŽŶƐĂƐŬĞĚŝŶƚŚĞ&ŽƌƚŽůůŝŶƐKƵƌŝƚǇKŶůŝŶĞWƌŝŽƌŝƚǇ^ƵƌǀĞǇ͘ tŚĞŶŶŽƚŝŶĐůƵĚĞĚ͕ĂŶŽƚĞŚĂƐďĞĞŶĂĚĚĞĚƚŽƚŚĞŐƌĂƉŚ͘ Priority Snapshot dŚĞ ŵĂũŽƌŝƚǇ ŽĨ ƐƵƌǀĞǇ ƌĞƐƉŽŶĚĞŶƚƐ ǁĞƌĞ ƌĞƐŝĚĞŶƚƐ ŽĨ &Žƌƚ ŽůůŝŶƐ͕ ŚŽǁĞǀĞƌ ŵĂŶǇ ůŽĐĂů ďƵƐŝŶĞƐƐĞƐĂŶĚĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐĂůƐŽƌĞƐƉŽŶĚĞĚ͘ĚĚŝƚŝŽŶĂůĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐ ĂŶĚďƵƐŝŶĞƐƐĞƐ͕ŝŶĐůƵĚŝŶŐŵĂŶǇŶŽŶƉƌŽĨŝƚƐǁĞƌĞĞŶŐĂŐĞĚƚŚƌŽƵŐŚŽƚŚĞƌŵĞƚŚŽĚƐ– vŝƌƚƵĂůŽƉĞŶ ŚŽƵƐĞƐ͕ ƉĂŝĚ ƉĂƌƚŶĞƌƐŚŝƉƐ ĂŶĚ ƐƚĂŬĞŚŽůĚĞƌ ŵĞĞƚŝŶŐƐ͘ ĚĚŝƚŝŽŶĂůĞŶŐĂŐĞŵĞŶƚ ŽĨ ďƵƐŝŶĞƐƐĞƐ ŽĐĐƵƌƌĞĚƐĞƉĂƌĂƚĞůǇ͕ŝŶĐůƵĚŝŶŐƚŚĞƐƵƌǀĞǇŝŶŐŽĨƐŵĂůůďƵƐŝŶĞƐƐŐƌĂŶƚƌĞĐŝƉŝĞŶƚƐ͘ ZĞƐƉŽŶĚĞŶƚƐǁĞƌĞĂƐŬĞĚǁŚŝĐŚĂƌĞĂŽĨƉĂŶĚĞŵŝĐƌĞĐŽǀĞƌǇŵĂƚƚĞƌƐŵŽƐƚƚŽƚŚĞŵĂƐĂƋƵŝĐŬǁĂǇ ƚŽŐĂƵŐĞƉƌŝŽƌŝƚŝĞƐ͘ĂĐŚĂƌĞĂǁĂƐƐƉůŝƚĨĂŝƌůǇĞǀĞŶůǇ͕ĂŶĚƚŚĞŵĂũŽƌŝƚǇŽĨƚŚŽƐĞǁŚŽƌĞƐƉŽŶĚĞĚ ͞KƚŚĞƌ͟ŵĞŶƚŝŽŶĞĚƚŚĂƚĞĂĐŚĂƌĞĂǁĂƐĞƋƵĂůůǇŝŵƉŽƌƚĂŶƚĨŽƌƌĞĐŽǀĞƌǇ͘ Equity & Community Recovery 39% Economic Recovery 31% Health and Environmental Resilience 22% Other 8% Which area of Pandemic Recovery Matters Most to You? 88% 6% 3%3%0% Respondant Profiles Resident Business Community Organization Other City of FC Board or Comission ATTACHMENT 2 Page ϲϴof ϴϵ dŚĞĨŽůůŽǁŝŶŐĐŚĂƌƚĚŝƐƉůĂǇƐWƌŝŽƌŝƚǇƌĞĂƐĨŽƌƌĞĐŽǀĞƌǇ͘ZĞƐƉŽŶĚĞŶƚƐĐŚŽŽƐĞƚŚĞŝƌƚŽƉϱƉƌŝŽƌŝƚŝĞƐĨŽƌ ƌĞĐŽǀĞƌǇďĂƐĞĚŽŶƚŚĞůŝƐƚďĞůŽǁ͘ĨĨŽƌĚĂďůĞŚŽƵƐŝŶŐ͕ƐŵĂůůďƵƐŝŶĞƐƐƐƵƉƉŽƌƚ͕ŵĞŶƚĂůΘďĞŚĂǀŝŽƌĂůŚĞĂůƚŚ͕ ǁŽƌŬĨŽƌĐĞĚĞǀĞůŽƉŵĞŶƚĂŶĚĞĐŽŶŽŵŝĐƌĞďƵŝůĚŝŶŐƐƚƌĂƚĞŐǇƌĂŶŬĞĚŚŝŐŚĞƐƚ͖ŚŽǁĞǀĞƌŝƚŝƐ ŝŵƉŽƌƚĂŶƚƚŽŶŽƚĞ ƚŚĂƚŶŽƚĂůůƉĂƌƚƐŽĨŽƵƌĐŽŵŵƵŶŝƚǇŚĂǀĞƚŚĞƐĂŵĞƚŽƉƉƌŝŽƌŝƚŝĞƐ͘&ŽƌĞǆĂŵƉůĞ͕ŵŝǆĞĚ-ŵĞƚŚŽĚƐĂŶĂůǇƐŝƐ ;ĂďŽǀĞͿŚŝŐŚůŝŐŚƚĞĚƚŚĂƚĨŽƌŵĂŶǇĞƐƐĞŶƚŝĂůŶĞĞĚƐĂŶĚŚĞĂůƚŚĂŶĚƐĂĨĞƚǇƌĂŶŬĞĚŚŝŐŚĞƐƚ͘&ŽƌŽƚŚĞƌƐ͕ ƌĞĐŽǀĞƌǇĚŝĚŶ͛ƚĞǀĞŶƌĞƐŽŶĂƚĞ– it ĨĞůƚƚŽŽƐŽŽŶƚŽƚĂůŬĂďŽƵƚƌĞĐŽǀĞƌǇ. ATTACHMENT 2 Page ϲϵ of ϴϵ ĞŵŽŐƌĂƉŚŝĐYƵĞƐƚŝŽŶƐ ĞŵŽŐƌĂƉŚŝĐƋƵĞƐƚŝŽŶƐĂƐŬĞĚǁŝƚŚŝŶƚŚĞƐƵƌǀĞǇǁĞƌĞŽƉƚŝŶ͘EŽƚĂůůƌĞƐƉŽŶĚĞŶƚƐĂŶƐǁĞƌĞĚƚŚĞ ĚĞŵŽŐƌĂƉŚŝĐƋƵĞƐƚŝŽŶƐĂŶĚƐŽŵĞĐŚŽŽƐĞƚŽƉĂƌƚŝĂůůǇĂŶƐǁĞƌƚŚĞƋƵĞƐƚŝŽŶƐ͘ Woman 66% Man 26% Prefer not to answer 7% Non- binary 1% Two Spirit 0%Transgender Woman 0% Gender 40-49 24% 30-39 20% 50-59 18% 60-69 16% 70+ 11% 18-30 10% Under 18 1% Respondant Age 58%27% 6% 4%2%2% 1% 0% 0% Race and/or Ethnicity White Hispanic / Latinx / Spanish Origin Prefer not to answer African American / Black American Indian / Alaska Native Asian / Asian American ATTACHMENT 2 Page ϳϬ of ϴϵ TŚĞĨŽůůŽǁŝŶŐŐƌĂƉŚƐĨŽƌ/ŶĐŽŵĞ͕ŝƉŽĚĞĂŶĚŽƵŶĐŝůŝƐƚƌŝĐƚŝŶĐůƵĚĞŽŶůǇƌĞƐƉŽŶĚĞŶƚƐƚŽƚŚĞŝƚǇ͛Ɛ ƉƌŝŽƌŝƚǇƐƵƌǀĞǇ͕ŶŽƚƚŚĞƐƵƌǀĞǇƉƵƚŽƵƚďǇ>ĂƌŝŵĞƌŽƵŶƚǇ͘ 22% 16% 13%12% 10% 8% 7% 6% 6% Income $10,000 - $24,999 Decline to specify $50,000 - $74,999 Less than $10,000 $35,000 - $49,999 $75,000 - $99,999 $25,000 - $34,999 $100,000 - $149,999 $150,000+ Don't Know / No Response 32% District 1 26% District 6 17% District 2 9% District 4 9% District 3 4%District 5 3% Council District 80524 44% 80525 18% 80526 15% 80521 13% 80528 6% Other 4% Zip Code ATTACHMENT 2 SMALL BUSINESS ASSISTANCE PROGRAM CURRENT STATUS SURVEY RESULTS November 16, 2021 CONTACT Josh Birks, Economic Health & Redevelopment Director, jbirks@fcgov.com Rachel Rogers, Senior Specialist, Economic Sustainability, rrogers@fcgov.com ATTACHMENT 2 fcgov.com/business Page | ͹ʹ EXECUTIVE SUMMARY The City of Fort Collins Small Business Assistance Program (SBAP), funded by Coronavirus Aid, Relief, and Economic Security (CARES) Act dollars and administered by the Economic Health Office, provided monetary relief to small businesses impacted by the COVID-19 pandemic. The program provided funding to individual businesses to help offset the significant, temporary loss of revenue during this pandemic and to assist businesses in sustaining through impacts to their business from public health orders. The City also participated in the Larimer County Small Business Relief Program, which was very similar to the SBAP program, but where the eligibility criteria were set by the State. Eligible industries included restaurants, bars, wineries, breweries, distilleries. Caterers, movie theaters and fitness/recreational sports centers. The total number of distinct businesses that received one or both of the grants is 297. # Businesses Total Grant $ Average $/ Business SBAP 205 $1,899,177 $9,264 SBR 164 $842,238 $5,136 Total (distinct businesses) 297 $2,741,415 $9,230 ATTACHMENT 2 fcgov.com/business Page | ͹͵ FALL 2021 SURVEY OF GRANT RECIPIENTS In October 2021, the Economic Health Office sent out a follow-up survey to the businesses that received SBAP and/or SBR funding to try to get a sense of the current conditions and concerns of those businesses. INDUSTRY CATEGORY We received a total of 81 responses to the survey (27% response rate). BUSINESS REVENUE LOSS Businesses were asked “How is your current business revenue compared to pre- pandemic revenue (approximately)?” – 74% of businesses stated revenues are still down compared to pre-pandemic levels. RY 1 E LOSS “How is your current business revenue compared to pre- ATTACHMENT 2 fcgov.com/business Page | ͹Ͷ Restaurant/Food Truck/Bar Arts, Entertainment, and Recreation CURRENT IMPACTS TO BUSINESSES COMPARED TO PRE-COVID OPERATIONS ATTACHMENT 2 fcgov.com/business Page | ͹ͷ CURRENT STATUS OF BUSINESS A significant percentage of businesses are still not operating at pre-COVID hours or staffing. One business closed for reasons not related to COVID. ANTICIPATED CHANGES TOBUSINESS Businesses are still very concerned about the ability to continue after COVID. EMPLOYEE COUNT COMPARED TO PRE-COVID Ove 50% of businesses are not at pre- pandemic staffing levels. ATTACHMENT 2 fcgov.com/business Page | ͹͸ CHALLENGES RECRUITING OR RETAINING EMPLOYEES Challenges with staffing continue. In response to the challenges in Reasons are a complex, overlapping web recruiting and retaining employees, of factors including concerns of health 47% of survey respondents have taken safety at work, ongoing childcare concerns action to address the issue. and a readjustment their preferences. Shortage of employees’ impact on business (for respondents for whom it is an issue). s (for respondents for whom it is an issue). ATTACHMENT 2 fcgov.com/business Page | ͹͹ WHAT WOULD HAVE BEEN HELPFUL OVER THE LAST 18 MONTHS? Below are the most common responses from businesses. x Clearer and more timely information on local vs. county vs. state regulations. x More direction on how to implement new mandates and more lead time to do so. x Continued sales tax and property tax forgiveness and/or reductions. x Expanded use of outdoor space for a variety of entertainment. x Funding for additional outdoor dining equipment, like heaters. x More money. x Work with landlords regarding rent for when businesses were closed. x “The biggest help was the grant I received from the city to keep my business afloat financially.” WHAT RESOURCES OR TOOLS DO YOU NEED TODAY? Below are the most common responses from businesses. x Additional funds to help until costs of supplies and workforce return to normal. x Assistance negotiating a lower rent to allow us to stay in current facility. x At home COVID-19 tests for the artists currently performing and rehearsing. x Community job board would be helpful to find people in the area looking to fill jobs. x Continued support of the temporary patio expansions throughout the next year. x Funds to develop outdoor area x Employees and training. x Marketing and education of the public to shop early and to shop local. x No more mandates/fewer restrictions. x “We made a big pivot and can’t really return to pre-pandemic ways so just continued support for these new ways is greatly appreciated.” WHAT WOULD MAKE FORT COLLINS MORE RESILIENT/STRONGER? Below are the most common responses from businesses. x A sales tax holiday in times of crises. x An investment in non-profit arts organizations. x Encourage development and businesses outside of downtown. x Greater community and connection across intersectionality of minority businesses, especially single-employee businesses. x Have plans and preparations in place in the event that what happened to our communities last year happens again/rainy day fund. x More support in dealing with customers in challenging times. x More B2B collaborations. x More effective social safety net. ATTACHMENT 2 Phase 3 Engagement Results t/>>/E^Zd KEKDW>d- &KZW>EKWd/KE C. Funding Details Funding Sources ZWĨƵŶĚƐǁŝůůďĞŽŶĞǀĂůƵĂďůĞƐŽƵƌĐĞŽĨĨƵŶĚŝŶŐĨŽƌƌĞĐŽǀĞƌǇ-ƌĞůĂƚĞĚƉƌŽũĞĐƚƐ͕ŚŽǁĞǀĞƌĂĚĚŝƚŝŽŶĂů ƌĞƐŽƵƌĐĞƐǁŝůůŶĞĞĚƚŽďĞƵƐĞĚŝŶŽƌĚĞƌƚŽŚĞůƉŽƵƌĐŽŵŵƵŶŝƚǇĂĐĐŽŵƉůŝƐŚƌĞĐŽǀĞƌǇŐŽĂůƐ͘dŚƌŽƵŐŚŽƵƚ ƚŚĞƉĂŶĚĞŵŝĐ͕ƚŚĞŝƚǇŚĂƐƵƐĞĚĨƵŶĚƐƚŽƌĞƐƉŽŶĚƚŽĞŵĞƌŐĞŶƚŶĞĞĚƐĂŶĚŝŵƉĂĐƚƐ͕ŝŶĐůƵĚŝŶŐƵƐŝŶŐĨĞĚĞƌĂů ĨƵŶĚƐ͘ĞůŽǁŝƐĂƐƵŵŵĂƌǇŽĨƉĂƐƚƉĂŶĚĞŵŝĐƌĞůŝĞĨĨƵŶĚŝŶŐƵƚŝůŝǌĞĚďǇƚŚĞŝƚǇ͕ĂůŽŶŐǁŝƚŚĚĞƚĂŝůƐŽĨŚŽǁ ZWĨƵŶĚƐŚĂǀĞďĞĞŶƵƐĞĚƚŚƵƐĨĂƌƚŽƌĞƐƉŽŶĚƚŽƉĂŶĚĞŵŝĐŝŵƉĂĐƚƐĂŶĚŚĞůƉƌĞĐŽǀĞƌǇĞĨĨŽƌƚƐ͘ Past Pandemic Relief Funding dŚĞŝƚǇĐŽŶƚŝŶƵĞĚƚŽŵĂŬĞƵƐĞŽĨƚŚĞΨϵŵŝůůŝŽŶĨĞĚĞƌĂůZ^ĨƵŶĚƐƌĞĐĞŝǀĞĚŝŶϮϬϮϬƚŽƐƵƉƉŽƌƚ ƉĂŶĚĞŵŝĐƌĞƐƉŽŶƐĞĂŶĚƌĞůŝĞĨĨŽƌďƵƐŝŶĞƐƐĞƐĂŶĚĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͘ DĂŶǇŽĨƚŚĞƉƌŽŐƌĂŵƐƐƵƉƉŽƌƚĞĚ ďǇZ^ĂůůŽǁĞĚƚŚĞŝƚǇƚŽĐŽŶƚŝŶƵŽƵƐůǇďƵŝůĚŽŶƚŽƵƐŝŶŐZWĂŶĚŐĞŶĞƌĂůĨƵŶĚŝŶŐ͘ dŚĞΨϵDŽĨsZ&ĨƵŶĚŝŶŐǁĂƐĂůůŽĐĂƚĞĚŝŶƚŚĞĨŽůůŽǁŝŶŐǁĂǇƐ͗ x ϯϬй- KƌŐĂŶŝǌĂƚŝŽŶĨƵŶĚŝŶŐƐƵƉƉŽƌƚĞĚƐĂĨĞƐĞƌǀŝĐĞĚĞůŝǀĞƌǇďǇƚŚĞCity. x ϯϬй- ƵƐŝŶĞƐƐͬĐŽŶŽŵŝĐZĞĐŽǀĞƌǇĨƵŶĚŝŶŐƐƵƉƉŽƌƚĞĚĞĐŽŶŽŵŝĐƌĞĐŽǀĞƌǇĂŶĚďƵƐŝŶĞƐƐ ƌĞŽƉĞŶŝŶŐ͘ x ϰϬй- ZĞƐŝĚĞŶƚŝĂů^ƵƉƉŽƌƚͬ^ŽĐŝĂůZĞĐŽǀĞƌǇĨƵŶĚĞĚŚƵŵĂŶƐĞƌǀŝĐĞƉƌŽũĞĐƚƚŽƐƵƉƉŽƌƚ ĐŽŵŵƵŶŝƚǇƌĞƐƉŽŶƐĞ͘ ǆĂŵƉůĞƐŽĨƚŚĞŽƌŐĂŶŝǌĂƚŝŽŶĐŽƐƚƐƌĂŶŐĞĚĨƌŽŵƐƵƉƉŽƌƚŝŶŐŚǇďƌŝĚ͕ƚĞůĞǁŽƌŬĐĂƉĂďŝůŝƚŝĞƐ;ŚĂƌĚǁĂƌĞ ĂŶĚ ƐŽĨƚǁĂƌĞͿ ĨŽƌ ƐƚĂĨĨ ĂŶĚ ƉƵďůŝĐ ĂƌĞĂƐ͕ ŽĨĨŝĐĞ ĂƌĞĂ ƌĞĐŽŶĨŝŐƵƌĂƚŝŽŶƐ͕ ĞŶŚĂŶĐĞĚ ĐůĞĂŶŝŶŐ͕ ƚŚĞ ĞŵĞƌŐĞŶĐǇŽƉĞƌĂƚŝŽŶƐĐĞŶƚĞƌ;KͿ͕ĞŵĞƌŐĞŶĐǇĨĂŵŝůǇŵĞĚŝĐĂůůĞĂǀĞ;&D>ͿĂŶĚƐŝĐŬůĞĂǀĞ͕ŝŶĐƌĞĂƐĞĚ ƵŶĞŵƉůŽǇŵĞŶƚ ĐŽƐƚƐ͕ &ĞĚĞƌĂů ŵĞƌŐĞŶĐǇ DĂŶĂŐĞŵĞŶƚ ŐĞŶĐǇ ;&DͿŵĂƚĐŚ ƌĞƋƵŝƌĞŵĞŶƚ ĨŽƌ WŽƵĚƌĞ&ŝƌĞƵƚŚŽƌŝƚǇĂŶĚƉĞƌƐŽŶŶĞůƌĞŝŵďƵƌƐĞŵĞŶƚƐĨŽƌǁŽƌŬĚŝǀĞƌƚĞĚƚŽƚŚĞƉĂŶĚĞŵŝĐƌĞƐƉŽŶƐĞ͘ dŚĞϯϬйƵƐĞĚĨŽƌƵƐŝŶĞƐƐĂŶĚĐŽŶŽŵŝĐƌĞĐŽǀĞƌǇŝŶĐůƵĚĞĚZĞƐƚĂƵƌĂŶƚŝŶĞ-/ŶĞǆƉĂŶƐŝŽŶƐ͕ƐŵĂll ďƵƐŝŶĞƐƐĂƐƐŝƐƚĂŶĐĞĂŶĚŵĂƌŬĞƚŝŶŐƐƚƌĂƚĞŐŝĞƐůŝŬĞ<ĞĞƉEŽŽŽƉĞŶ͘dŚŝƐĨƵŶĚŝŶŐĂůƐŽĐŽŶƚƌŝďƵƚĞĚƚŽ ŝŶĐůƵƐŝǀĞĐŽŵŵƵŶŝĐĂƚŝŽŶĂŶĚĞŶŐĂŐĞŵĞŶƚǁŚŝĐŚĐƌĞĂƚĞĚĚĞĞƉĞƌƌĞůĂƚŝŽŶƐŚŝƉƐǁŝƚŚƚŚĞďƵƐŝŶĞƐƐ ĐŽŵŵƵŶŝƚǇ͘ dŚĞĨƵŶĚŝŶŐĨŽƌƌĞƐŝĚĞŶƚŝĂůƐƵƉƉŽƌƚĂŶĚƐŽĐŝĂůƌĞĐŽǀĞƌǇĂůůŽǁĞĚĨŽƌŝŶŶŽǀĂƚŝŽŶĂŶĚĂĚĂƉƚĂďŝůŝƚǇƚŽ ŵĞĞƚ ƚŚĞ ŵŽƐƚ ĐƌŝƚŝĐĂů ĐŽŵŵƵŶŝƚǇ ŶĞĞĚƐ ůŝŬĞ ƐŚĞůƚĞƌƐ͕ ůĞŐĂů ĚĞĨĞŶƐĞ ĨƵŶĚŝŶŐ͕ ƵƚŝůŝƚǇ ƉĂǇŵĞŶƚ Page ϳϴŽĨϴϵ ATTACHMENT 2 Page ϳϵof ϴϵ ĂƐƐŝƐƚĂŶĐĞĂŶĚĐŚŝůĚĐĂƌĞ͘/ƚĂůƐŽƉƌŽǀŝĚĞĚŐƌĂŶƚƐƵƉƉŽƌƚƚŽϭϳŶŽŶƉƌŽĨŝƚŽƌŐĂŶŝǌĂƚŝŽŶƐĂŶĚƐƵƉƉŽƌƚĞĚ ĐŽŶŐƌĞŐĂƚĞĂŶĚ ŶŽŶ-ĐŽŶŐƌĞŐĂƚĞƐŚĞůƚĞƌƐ͘ ĚĚŝƚŝŽŶĂůĚĞƚĂŝůƐĂďŽƵƚƚŚĞƵƐĞƐŽĨZ^ĨƵŶĚŝŶŐĐĂŶďĞĨŽƵŶĚŝŶthis report. ARPA Funding Uses for 2021 and 2022 ůůŽĐĂƚŝŽŶŽĨZW&ƵŶĚƐĂƐŽĨϭϮͬϭϯͬϮϬϮϭ KƌĚŝŶĂŶĐĞEŽ͘Ϭϳϵ͕ϮϬϮϭ͗^ŚŽƌƚ-dĞƌŵZĞƐƉŽŶƐĞ͗Ψϰ͘ϮDĂůůŽĐĂƚĞĚ Project Name Dollar Amount Eviction Legal Fund $20,000 Direct Assistance for Utilities Customers* $460,000 24/7 Shelter at Fort Collins Rescue Mission $30,000 For Fort Collins Campaign & Website $ 190,000 Business and Entrepreneur Center* $400,000 City of Fort Collins Special Events Recovery Grant* $ 125,000 Small Business Grants* $1,060,000 Recovery Communication and Administration* $600,000 Learning Loss Mitigation & Developmental* $400,000 Homelessness Initiatives and Support Services $760,000 Poudre Fire Authority Personal Protective Equipment (PPE) $150,000 Remaining Short-Term ARPA Funds (saved for overage/shortage/additional PPE) $22,846 TOTAL $4,217,846* Ύ/ŶĐůƵĚĞƐƉĞƌƐŽŶŶĞůƐƵƉƉŽƌƚĨŽƌƚŚĞƉƌŽŐƌĂŵ ZW&ƵŶĚĞĚWƌŽũĞĐƚƐŝŶĚŽƉƚĞĚϮϬϮϮƵĚŐĞƚ͗Ψϯ͘ϲDĂůůŽĐĂƚĞĚ WƌŽũĞĐƚEĂŵĞ Dollar Amount ǀŝĐƚŝŽŶ>ĞŐĂů&ƵŶĚ ΨϮϮϬ͕ϬϬϬ WĂƌŬŝŶŐ^ƚƌƵĐƚƵƌĞƌŝƚŝĐĂůWƌĞǀĞŶƚĂƚŝǀĞZĞƉĂŝƌƐ- ŶŚĂŶĐĞĚ Ψϳϰϱ͕ϰϬϬ ǆƉĂŶĚĞĚdĞĐŚŶŝĐĂůƐƐŝƐƚĂŶĐĞĨŽƌ^ŵĂůůƵƐŝŶĞƐƐ ΨϯϬ͕ϬϬϬ ŚŝůĚĐĂƌĞ^ǇƐƚĞŵ^ƵƉƉŽƌƚ ΨϭϳϬ͕ϬϬϬ ATTACHMENT 2 Page ϴϬof ϴϵ /ŶŶŽǀĂƚŝǀĞ&ŽƌƚŽůůŝŶƐŚĂůůĞŶŐĞ ΨϭϬϬ͕ϬϬϬ ĐŽŶŽŵŝĐ,ĞĂůƚŚ^ƚƌĂƚĞŐŝĐƉůĂŶ ΨϭϬϬ͕ϬϬϬ 5.0 FTE - DĞŶƚĂů,ĞĂůƚŚZĞƐƉŽŶƐĞdĞĂŵďƵŝůĚŽƵƚ͖ϭ^ĞƌŐĞĂŶƚĂŶĚϰKĨĨŝĐĞƌƐ ΨϴϬϵ͕ϭϳϬ ϭ͘Ϭ&dŽŶƚƌĂĐƚƵĂů- ŝƚǇWůĂŶŶĞƌ Ψϴϭ͕Ϯϱϴ ǆƉĂŶĚĞĚŽŵŵƵŶŝƚǇKƵƚƌĞĂĐŚĂŶĚŶŐĂŐĞŵĞŶƚ Ψϱϱ͕ϬϬϬ /ŶĐƌĞĂƐĞĚ&ƵŶĚŝŶŐĨŽƌƚŚĞZĞĚƵĐĞĚ&ĞĞ^ĐŚŽůĂƌƐŚŝƉWƌŽŐƌĂŵ ΨϭϬϬ͕ϬϬϬ ŝǀĞƌƐŝƚǇ͕ƋƵŝƚǇΘ/ŶĐůƵƐŝŽŶ;/ͿKĨĨŝĐĞ- WƌŽĨĞƐƐŝŽŶĂů^ĞƌǀŝĐĞƐ/ŶĐƌĞĂƐĞ ΨϮϱ͕ϬϬϬ >ĂŶŐƵĂŐĞĐĐĞƐƐ^ĞƌǀŝĐĞƐĨŽƌŝƚǇŽƵŶĐŝůDĞĞƚŝŶŐƐĂŶĚ,ŝŐŚWƌŝŽƌŝƚǇŝǀŝĐ ŶŐĂŐĞŵĞŶƚǀĞŶƚƐ Ψϯϰ͕ϱϲϬ ĨĨŽƌĚĂďůĞ,ŽƵƐŝŶŐ&ĞĞƌĞĚŝƚ&ƵŶĚ ΨϯϱϬ͕ϬϬϬ ,ŽŵĞůĞƐƐŶĞƐƐ/ŶŝƚŝĂƚŝǀĞƐ/ŶĐƌĞĂƐĞ ΨϮϬϭ͕ϬϬϬ ,ƵŵĂŶ^ĞƌǀŝĐĞWƌŽŐƌĂŵ/ŶĐƌĞĂƐĞ ΨϭϱϬ͕ϬϬϬ 1.0 FTE ŽŶƚƌĂĐƚƵĂů- ƵůƚƵƌĂů^ĞƌǀŝĐĞƐŽŵŵƵŶŝƚǇWƌŽŐƌĂŵƐDĂŶĂŐĞƌǁŝƚŚ WƌŽŐƌĂŵ^ƵƉƉŽƌƚ Ψϭϲϵ͕ϱϳϱ ƵůƚƵƌĂů^ĞƌǀŝĐĞƐĐĐĞƐƐ&ƵŶĚĨŽƌ>Žǁ-/ŶĐŽŵĞZĞƐŝĚĞŶƚƐ Ψϭϴϱ͕ϬϬϬ DƵŶŝĐŝƉĂůŽƵƌƚ^ĞƌǀŝĐĞƐ-DĞŶƚĂů,ĞĂůƚŚ͕ĚĚŝĐƚŝŽŶ͕ĂŶĚdĞĞŶŝǀĞƌƐŝŽŶ ^ĞƌǀŝĐĞƐ Ψϳϱ͕ϬϬϬ Total $3,570,963* ARPA Spending Rules ƐƉĂƌƚŽĨƚŚĞ^>&Z&͕ƚŚĞh͘^͘dƌĞĂƐƵƌǇĞƉĂƌƚŵĞŶƚ;dƌĞĂƐƵƌǇͿŚĂƐƌĞůĞĂƐĞĚŝŶƚĞƌŝŵĐŽŵƉůŝĂŶĐĞĂŶĚ ƌĞƉŽƌƚŝŶŐŐƵŝĚĂŶĐĞĨŽƌĂůůĂŐĞŶĐŝĞƐƌĞĐĞŝǀŝŶŐƚŚĞƐĞĨƵŶĚƐ͘ŝƚǇƐƚĂĨĨŚĂƐďĞĞŶƌĞǀŝĞǁŝŶŐĂŶĚĐůŽƐĞůǇ ŵŽŶŝƚŽƌŝŶŐĐŚĂŶŐĞƐĂŶĚƵƉĚĂƚĞƐƚŽŝŶƚĞƌŝŵŐƵŝĚĂŶĐĞƚŚƌŽƵŐŚŽƵƚϮϬϮϭ͘/ŶĞĂƌůǇ:ĂŶƵĂƌǇϮϬϮϮ͕ƚŚĞĨŝŶĂů ĐŽŵƉůŝĂŶĐĞĂŶĚƌĞƉŽƌƚŝŶŐŐƵŝĚĂŶĐĞǁĂƐƌĞůĞĂƐĞĚďǇdƌĞĂƐƵƌǇ͘^ƚĂĨĨĂƌĞƌĞǀŝĞǁŝŶŐƚŚĞƐĞƌƵůĞƐŶŽǁƚŽ ďĞƚƚĞƌƵŶĚĞƌƐƚĂŶĚĂŶǇĐŚĂŶŐĞƐĨƌŽŵƚŚĞŝŶƚĞƌŝŵƌƵůĞƐĂŶĚŝŵƉĂĐƚƐŽŶƚŚĞƐƉĞŶĚŝŶŐŽĨ^>&Z&ďǇƚŚĞŝƚǇ͘ ^ƚĂĨĨǁŝůů ĐŽŶƚŝŶƵĞƚŽ ĐůŽƐĞůǇŵŽŶŝƚŽƌĂůůƵƐĞƐŽĨƚŚĞ^>&Z&ǁŝƚŚŝŶƚŚĞZĞĐŽǀĞƌǇWůĂŶƚŽĞŶƐƵƌĞĐŽŵƉůŝĂŶĐĞ ǁŝƚŚĂůůĐƵƌƌĞŶƚĂŶĚĨƵƚƵƌĞ'ƵŝĚĂŶĐĞĨƌŽŵdƌĞĂƐƵƌǇ͘ ATTACHMENT 2 Page ϴϭ of ϴϵ D. Summary of Themes, Outcomes, and Objectives with Example Actions /ƚƐŚŽƵůĚďĞŶŽƚĞĚƚŚĂƚƚŚĞŝŶĐůƵĚĞĚĂĐƚŝŽŶƐĂƌĞŽŶůǇĞǆĂŵƉůĞƐŽĨĂĐƚŝŽŶƐƚŚĂƚĐŽƵůĚďĞƚĂŬĞŶ͕not ŶĞĐĞƐƐĂƌŝůǇƚŚĞĂĐƚŝŽŶƐƚŚĂƚǁŝůůďĞƚĂŬĞŶĂƐĂƌĞƐƵůƚŽĨƚŚŝƐWůĂŶ͘ dŚŝƐĂƉƉƌŽĂĐŚǁĂƐĐŚŽƐĞŶĚƵĞƚŽƚŚĞ ever-ĐŚĂŶŐŝŶŐŶĂƚƵƌĞĂŶĚƵŶĐĞƌƚĂŝŶƚǇŽĨƚŚĞƉĂŶĚĞŵŝĐ͘EŽƚĐƌĞĂƚŝŶŐĂŶŽǀĞƌůǇƉƌĞƐĐƌŝƉƚŝǀĞ͕ĞǆŚĂƵƐƚŝǀĞ ůŝƐƚĂůƐŽĂůůŽǁƐŽƉƉŽƌƚƵŶŝƚŝĞƐƚŽďĞŶŝŵďůĞĂŶĚŝŶŶŽǀĂƚŝǀĞŝŶƌĞĐŽǀĞƌǇĂŶĚƐƵƉƉŽƌƚƚŚŽƐĞŵŽƐƚŝŵƉĂĐƚĞĚ ďǇƚŚĞƉĂŶĚĞŵŝĐ͘ Health KƵƚĐŽŵĞ1a. ^ƵƉƉŽƌƚĐůĞĂƌĂŶĚĞĨĨĞĐƚŝǀĞĐŽŵŵƵŶŝĐĂƚŝŽŶŽĨƉƵďůŝĐŚĞĂůƚŚŽƌĚĞƌƐ͘ KďũĞĐƚŝǀĞƐ ĐƚŝŽŶƐ o ^ŚĂƌĞĐůĞĂƌ͕ĐŽŶƐŝƐƚĞŶƚƉƵďůŝĐŚĞĂůƚŚŐƵŝĚĂŶĐĞ͘ o ŶƐƵƌĞĂĐĐĞƐƐĂŶĚĂǀĂŝůĂďŝůŝƚǇƚŽƉĞƌƐŽŶĂůƉƌŽƚĞĐƚŝǀĞ ĞƋƵŝƉŵĞŶƚ;WWͿĂŶĚKs/-19 tests. o ŽŽƌĚŝŶĂƚŝŽŶĂŵŽŶŐǀĂƌŝŽƵƐĐŽŵŵƵŶŝƚǇ ŽƌŐĂŶŝǌĂƚŝŽŶƐƚŽĞŶƐƵƌĞĐŽŶƐŝƐƚĞŶƚƉƵďůŝĐŚĞĂůƚŚ ŵĞƐƐĂŐŝŶŐ͕ŝŶĐůƵĚŝŶŐĂŵƉůĞƚŝŵĞƚŽƚƌĂŶƐůĂƚĞ͕ ĐŽŵŵƵŶŝĐĂƚĞĂŶĚŝŵƉůĞŵĞŶƚ͘ o WƌŽǀŝĚĞĨƵŶĚŝŶŐĂŶĚŐƌĂŶƚƐƚŽŽƌŐĂŶŝǌĂƚŝŽŶƐĂŶĚ ŽƚŚĞƌƐƚŽĞŶƐƵƌĞĨƌĞĞŽƌƌĞĚƵĐĞĚĐŽƐƚĂĐĐĞƐƐƚŽ Ks/-19 tests. o ^ĐĂůĞƵƉƐĞƌǀŝĐĞƐĂŶĚĐĂƉĂĐŝƚǇŽĨĐŽŵŵƵŶŝƚǇ ŽƌŐĂŶŝǌĂƚŝŽŶƐƚŽĞŶƐƵƌĞŶĞǁŵĞƚŚŽĚƐŽĨŽƵƚƌĞĂĐŚto ŝŶĐrease ĂǁĂƌĞŶĞƐƐĂŶĚĂĐĐĞƐƐŝďŝůŝƚǇ͘ KƵƚĐŽŵĞϭď. ŶŚĂŶĐĞĞĨĨŽƌƚƐƚŽĞŶƐƵƌĞ ďĂƐŝĐŶĞĞĚƐare met ŝŶƚŚĞĐŽŵŵƵŶŝƚǇ͘ KďũĞĐƚŝǀĞ ĐƚŝŽŶƐ o ^ƚƌĞŶŐƚŚĞŶŶŽŶƉƌŽĨŝƚƐĂŶĚŽƚŚĞƌĞǆŝƐƚŝŶŐŶĞƚǁŽƌŬƐ ƚŚĂƚƉƌŽǀŝĚĞĞƐƐĞŶƚŝĂůŶĞĞĚƐƚŽƚŚŽƐĞŵŽƐƚ ǀƵůŶĞƌĂďůĞŝŶ&ŽƌƚŽůůŝŶƐ͘ o /ŵƉƌŽǀĞĂŝƌƋƵĂůŝƚǇĨŽƌĂůůĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͕ ĞƐƉĞĐŝĂůůǇŚŝƐƚŽƌŝĐĂůůǇƵŶĚĞƌƐĞƌǀĞĚŐƌŽƵƉƐĂŶĚĂĚĂƉƚ ƚŽĂŝƌƋƵĂůŝƚǇŝŵƉĂĐƚƐǁĞĐĂŶŶŽƚĐŽŶƚƌŽů;Ğ͘Ő͕͘ ĞŵŝƐƐŝŽŶƐĨƌŽŵǁŝůĚĨŝƌĞƐͿ. o /ŶĐƌĞĂƐĞĂĐĐĞƐƐƚŽŵƵůƚŝƉůĞŵŽĚĞƐŽĨƚƌĂŶƐƉŽƌƚĂƚŝŽŶ͘ o WƌŽǀŝĚĞĨƵŶĚŝŶŐĂŶĚŐƌĂŶƚƐƚŽŽƌŐĂŶŝǌĂƚŝŽŶƐĂŶĚ ŽƚŚĞƌƐƚŽƐƵƉƉŽƌƚĨƌĞĞŽƌƌĞĚƵĐĞĚĐŽƐƚĂĐĐĞƐƐƚŽ services. o ^ĐĂůĞƵƉƐĞƌǀŝĐĞƐĂŶĚĐĂƉĂĐŝƚǇŽĨĐŽŵŵƵŶŝƚǇ ŽƌŐĂŶŝǌĂƚŝŽŶƐƚŽĞŶƐƵƌĞŶĞǁŵĞƚŚŽĚƐŽĨŽƵƚƌĞĂĐŚĨŽƌ ŝŶĐƌĞĂƐĞĚĂǁĂƌĞŶĞƐƐĂŶĚĂĐĐĞƐƐŝďŝůŝƚǇ͘ o ZĞƐƚŽƌĞĞǆŝƐƚŝŶŐƐĞƌǀŝĐĞƐĂŶĚĐŽŶƚŝŶƵĞĞǆƉĂŶƐŝŽŶŽĨ ƐĞƌǀŝĐĞƐƚŽĞŶƐƵƌĞĂĐĐĞƐƐƚŽŶĞĐĞƐƐĂƌǇƐĞƌǀŝĐĞƐĂŶĚ ƵŶĚĞƌƐĞƌǀĞĚĂƌĞĂƐ͘ o ǆƉĂŶĚƉƌŽŐƌĂŵƐƚŚĂƚŝŵƉƌŽǀĞŝŶĚŽŽƌĂŶĚŽƵƚĚŽŽƌ air ƋƵĂůŝƚǇĨŽƌĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͕ŝŶĐůƵĚŝŶŐ ŝŶĐƌĞĂƐŝŶŐůŽĐĂůŵŽŶŝƚŽƌŝŶŐĂŶĚŵĞƐƐĂŐŝŶŐƌĞŐĂƌĚŝŶŐ ƉŽŽƌĂŝƌƋƵĂůŝƚǇĂůĞƌƚƐ͘ KƵƚĐŽŵĞϭĐ͘DĞŶƚĂůĂŶĚƉŚǇƐŝĐĂůŚĞĂůƚŚŝƐǀĂůƵĞĚĂƐŶĞĐĞƐƐĂƌǇĂŶĚƉƌĞǀĞŶƚŝŽŶ-ďĂƐĞĚ͘ KďũĞĐƚŝǀĞ ĐƚŝŽŶƐ o ŶƐƵƌĞĂĐĐĞƐƐĂŶĚĂĨĨŽƌĚĂďŝůŝƚǇƚŽůŽĐĂůŵĞŶƚĂůĂŶĚ ďĞŚĂǀŝŽƌĂůŚĞĂůƚŚƐĞƌǀŝĐĞƐ͕ŝŶĐůƵĚŝŶŐƚŚŽƐĞŝŶŶĞĞĚŽĨ ďŝůŝŶŐƵĂů͕ŵƵůƚŝĐƵůƚƵƌĂůƉƌŽǀŝĚĞƌƐ͘ o ŽŽƌĚŝŶĂƚŝŽŶĂŵŽŶŐǀĂƌŝŽƵƐĐŽŵŵƵŶŝƚǇ ŽƌŐĂŶŝǌĂƚŝŽŶƐƚŽƐĐĂůĞƵƉŽƌĐƌĞĂƚĞŶĞǁƚǇƉĞƐŽĨ ƐĞƌǀŝĐĞƐ;ďŽƚŚǁŚĂƚŝƐƉƌŽǀŝĚĞĚĂŶĚǁŚŽŝƐƉƌŽǀŝĚŝŶŐͿ͘ ATTACHMENT 2 o ǆƉĂŶĚŽƉƉŽƌƚƵŶŝƚŝĞƐĂŶĚůŽǁĞƌďĂƌƌŝĞƌƐĨŽƌƉƵďůŝĐ ĂĐĐĞƐƐƚŽĐƵůƚƵƌĂůĞǆƉĞƌŝĞŶĐĞƐĂŶĚǀĞŶƵĞƐ͘ o WƌŽǀŝĚĞĨƵŶĚŝŶŐĂŶĚŐƌĂŶƚƐƚŽŽƌŐĂŶŝǌĂƚŝŽŶƐĂŶĚ ŽƚŚĞƌƐƚŽĞŶƐƵƌĞĨƌĞĞŽƌƌĞĚƵĐĞĚĐŽƐƚĂĐĐĞƐƐƚŽ services. o ^ĐĂůĞƵƉƐĞƌǀŝĐĞƐĂŶĚĐĂƉĂĐŝƚǇŽĨĐŽŵŵƵŶŝƚǇ oƌŐĂŶŝǌĂƚŝŽŶƐƚŽĞŶƐƵƌĞŶĞǁŵĞƚŚŽĚƐŽĨŽƵƚƌĞĂĐŚto ŝŶĐƌĞĂƐĞ ĂǁĂƌĞŶĞƐƐĂŶĚĂĐĐĞƐƐŝďŝůŝƚǇ͘ o ŽůůĂďŽƌĂƚĞǁŝƚŚĞĚƵĐĂƚŝŽŶĂůƉĂƌƚŶĞƌƐƚŽŽĨĨĞƌůŽǁ- ĐŽƐƚƉĂƚŚǁĂǇƐĨŽƌƚŚŽƐĞƐĞĞŬŝŶŐĐĂƌĞĞƌƐŝŶŵĞŶƚĂů ĂŶĚďĞŚĂǀŝŽƌĂůŚĞĂůƚŚ͕ƐƉĞĐŝĨŝĐĂůůǇƚŚŽƐĞŚŝƐƚŽƌŝĐĂůůǇ ƵŶĚĞƌƌĞƉƌĞƐĞŶƚĞĚĂŶĚƵŶĚĞƌƐĞƌǀĞĚ͘ ƋƵŝƚǇĂŶĚŽŵŵƵŶŝƚǇZĞƐŝůŝĞŶĐĞ KƵƚĐŽŵĞ2a. &ŽƐƚĞƌĂƐĞŶƐĞŽĨďĞůŽŶŐŝŶŐĂŶĚĐŽŵŵƵŶŝƚǇƚƌƵƐƚ͘ KďũĞĐƚŝǀĞƐ ĐƚŝŽŶƐ o &ŽƐƚĞƌĂĐƵůƚƵƌĞŽĨďĞůŽŶŐŝŶŐ͘ o ^ƵƉƉŽƌƚ ŶĞŝŐŚďŽƌŚŽŽĚ-ĚƌŝǀĞŶ ƌĞƐŝůŝĞŶĐĞ ǁŚŝůĞ ĂůƐŽ ŝŵƉƌŽǀŝŶŐƐŽĐŝĂůĐĂƉŝƚĂůĂŶĚcapacity. o ĐĐĞůĞƌĂƚĞƚŚĞ&ŽŽƌĞĂƚĞƐƌƚƐĂŶĚƵůƚƵƌĞDĂƐƚĞƌ WůĂŶ͕'ŽĂůϭ– /ŶĐůƵƐŝŽŶĂŶĚƋƵŝƚǇ͘ o ,ŝŐŚůŝŐŚƚŝŶŐ ^ƚƌĂƚĞŐǇ ϭ͘Ϯ WƌŽŵŽƚĞ ĂŶĚ ŝŶĐƌĞĂƐĞ ƚŚĞ ǀŝƐŝďŝůŝƚǇ ĂŶĚ ƐƵƉƉŽƌƚ ŽĨ ƚŚĞ ĚŝǀĞƌƐĞĐƵůƚƵƌĂůĂƌƚŝƐƚƐĂŶĚŽƌŐĂŶŝǌĂƚŝŽŶƐŝŶ &ŽƌƚŽůůŝŶƐ͘13F 14 o ŽĚĞƐŝŐŶŵƵůƚŝĐƵůƚƵƌĂůĂĐƚŝǀŝƚŝĞƐĂŶĚŐĞŶĞƌĂƚŝǀĞ ƐƉĂĐĞƐĨŽƌŝŵƉƌŽǀĞĚĂĐĐĞƐƐĂŶĚŽƉƉŽƌƚƵŶŝƚŝĞƐ͘ o WƌŽǀŝĚĞ ĨƵŶĚŝŶŐ ĂŶĚ ŐƌĂŶƚ ƉƌŽĐĞƐƐ ƚŽ ŽƌŐĂŶŝǌĂƚŝŽŶƐ ĂŶĚ ŶĞŝŐŚďŽƌŚŽŽĚƐ ƚŚĂƚ ƐƵƉƉŽƌƚ ĐŽŵŵƵŶŝƚǇ-led ƉƌŽũĞĐƚƐ͘ o ZĞǀŝĞǁĂŶĚƌĞŵŽǀĞŝƚǇƉŽůŝĐŝĞƐĂŶĚƉƌŽĐĞĚƵƌĞƐƚŚĂƚ ĐƌĞĂƚĞďĂƌƌŝĞƌƐƚŽĨƵůůƉĂƌƚŝĐŝƉĂƚŝŽŶ͘ o ŽŽƌĚŝŶĂƚŝŽŶĂŵŽŶŐǀĂƌŝŽƵƐĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐ ĂŶĚƋƵŝƚǇΘ/ŶĐůƵƐŝŽŶKĨĨŝĐĞƚŽƵƚŝůŝǌĞĂŶĚŝŵƉƌŽǀĞƚŚĞ ĐŽŵŵƵŶŝƚǇ͛Ɛ ĞƋƵŝƚǇ ƌĞƐŽƵƌĐĞƐ͕ ŝŶĐůƵĚŝŶŐ ďƵŝůĚŝŶŐ ĐĂƉĂĐŝƚǇ ĂŶĚ ƉƌŽǀŝĚŝŶŐ ƚƌĂŝŶŝŶŐ ŶĞĞĚĞĚ ƚŽ ďĞƚƚĞƌ ĐĞŶƚĞƌƐŽůƵƚŝŽŶƐŝŶĞƋƵŝƚǇ͘ KƵƚĐŽŵĞϮď͘ĐĐĞůĞƌĂƚĞƚŚĞŝƚǇ͛Ɛ,ŽƵƐŝŶŐ^ƚƌĂƚĞŐŝĐWůĂŶ͛ƐǀŝƐŝŽŶƚŚĂƚ͞ĞǀĞƌǇŽŶĞŚĂƐŚĞĂůƚŚǇ͕ƐƚĂďůĞŚŽƵƐŝŶŐƚŚĞǇ ĐĂŶĂĨĨŽƌĚ͘͟ KďũĞĐƚŝǀĞ ĐƚŝŽŶƐ o WƌĞƐĞƌǀĞĞǆŝƐƚŝŶŐĂĨĨŽƌĚĂďůĞŚŽƵƐŝŶŐ͘14F 15 o /ŶĐƌĞĂƐĞŚŽƵƐŝŶŐƐƵƉƉůǇ͕ĂĨĨŽƌĚĂďŝůŝƚǇ͕ĚŝǀĞƌƐŝƚǇ͕ĂŶĚ ĐŚŽŝĐĞďǇϭϬйŽĨŽǀĞƌĂůůŚŽƵƐŝŶŐƐƚŽĐŬďǇϮϬϰϬ͘15F 16 o /ŶĐƌĞĂƐĞŚŽƵƐŝŶŐƐƚĂďŝůŝƚǇĂŶĚƌĞŶƚĞƌƉƌŽƚĞĐƚŝŽŶƐ͘16F 17 o WƌŽǀŝĚĞĨƵŶĚŝŶŐĂŶĚŐƌĂŶƚƉƌŽĐĞƐƐƚŽŽƌŐĂŶŝǌĂƚŝŽŶƐ ƚŚĂƚƐƵƉƉŽƌƚƚŚĞƐƉĞĐƚƌƵŵŽĨŚŽƵƐŝŶŐ;ƚŚŽƐĞ ĞǆƉĞƌŝĞŶĐŝŶŐŚŽŵĞůĞƐƐŶĞƐƐƚŽƌĞŶƚĞƌƐƚŽ ŚŽŵĞŽǁŶĞƌƐͿ͘ o ^ƵƉƉŽƌƚƉƌŽŐƌĂŵƐƐƵĐŚĂƐƵƚŝůŝƚǇůĂƚĞƉĂǇŵĞŶƚ ĂƐƐŝƐƚĂŶĐĞ͕ƌĞŶƚĂůŽƌŵŽƌƚŐĂŐĞĂƐƐŝƐƚĂŶĐĞĂŶĚĞǀŝĐƚŝŽŶ legal ĂƐƐŝƐƚĂŶĐĞĨŽƌƚŚŽƐĞŝŵƉĂĐƚĞĚĚŝƌĞĐƚůǇŽƌ ŝŶĚŝƌĞĐƚůǇďǇKs/-19. 14 &ŽŽƌĞĂƚĞƐƌƚƐĂŶĚƵůƚƵƌĞDĂƐƚĞƌWůĂŶϮϬϭϵ͕'ŽĂůϭ͕^ƚƌĂƚĞŐŝĞƐϭ͘ϮĂŶĚϭ͘ϯ 15 ŝƚǇŽĨ&ŽƌƚŽůůŝŶƐ,ŽƵƐŝŶŐ^ƚƌĂƚĞŐŝĐWůĂŶϮϬϮϭ͕WƌŝŽƌŝƚŝǌĞĚ^ƚƌĂƚĞŐǇϳ͕ϵ͕ϮϮ͕Ϯϰ͕Ϯϲ 16 ŝƚǇŽĨ&ŽƌƚŽůůŝŶƐ,ŽƵƐŝŶŐ^ƚƌĂƚĞŐŝĐWůĂŶϮϬϮϭ͕WƌŝŽƌŝƚŝǌĞĚ^ƚƌĂƚĞŐǇϭϬ 17 ŝƚǇŽĨ&ŽƌƚŽůůŝŶƐ,ŽƵƐŝŶŐ^ƚƌĂƚĞŐŝĐWůĂŶϮϬϮϭ͕WƌŝŽƌŝƚŝǌĞĚ^ƚƌĂƚĞŐǇϮϱ Page ϴϮof ϴϵ ATTACHMENT 2 Page ϴϯ of ϴϵ KƵƚĐŽŵĞϮĐ͘ǆƉĂŶĚĂŶĚůĞǀĞƌĂŐĞĞǆŝƐƚŝŶŐƉĂƌƚŶĞƌƐŚŝƉƐƚŽƋƵŝĐŬůǇĐŽŶŶĞĐƚƉĞŽƉůĞĞǆƉĞƌŝĞŶĐŝŶŐŚŽŵĞůĞƐƐŶĞƐƐ ;W,ͿƚŽƌĞƐŽƵƌĐĞƐĂŶĚƐĞƌǀŝĐĞƐ͘ KďũĞĐƚŝǀĞ ĐƚŝŽŶƐ o ǆƉĂŶĚĨƵŶĚŝŶŐƚŽĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐƚŚĂƚ ŽƉĞƌĂƚĞƉƌŽŐƌĂŵƐĂŶĚƐĞƌǀŝĐĞƐƚŚĂƚƐƵƉƉŽƌƚW,Ɛ͘ o ĐĐĞůĞƌĂƚĞƉůĂŶƐĨŽƌĂϮϰͬϳƐŚĞůƚĞƌĨŽƌƚŚŽƐĞ ĞǆƉĞƌŝĞŶĐŝŶŐŚŽŵĞůĞƐƐŶĞƐƐ͘ o ^ƵƉƉŽƌƚƌĞŐŝŽŶĂůƐŽůƵƚŝŽŶƐƐƵĐŚĂƐƚŚĞEŽƌƚŚĞƌŶ ŽůŽƌĂĚŽŽŶƚŝŶƵƵŵŽĨĂƌĞĂŶĚŽŽƌĚŝŶĂƚĞĚ ƐƐĞƐƐŵĞŶƚĂŶĚ ,ŽƵƐŝŶŐWůĂĐĞŵĞŶƚ^ǇƐƚĞŵƚŚƌŽƵŐŚ ĨƵŶĚŝŶŐĂŶĚůĞĂĚĞƌƐŚŝƉ͘ o WƌŽǀŝĚĞĨƵŶĚŝŶŐĂŶĚŐƌĂŶƚƉƌŽĐĞƐƐƚŽŽƌŐĂŶŝǌĂƚŝŽŶƐ ƚŚĂƚƐƵƉƉŽƌƚĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐĞǆƉĞƌŝĞŶĐŝŶŐ ŚŽŵĞůĞƐƐŶĞƐƐ͘ o 'ƌŽǁƚŚĞƉŝƉĞůŝŶĞŽĨĐĂƐĞŵĂŶĂŐĞŵĞŶƚƐƚĂĨĨŝŶŐ͘ o ^ƵƉƉŽƌƚƉƌŽŐƌĂŵƐƐƵĐŚĂƐƵƚŝůŝƚǇůĂƚĞƉĂǇŵĞŶƚ ĂƐƐŝƐƚĂŶĐĞ͕ƌĞŶƚĂůŽƌŵŽƌƚŐĂŐĞĂƐƐŝƐƚĂŶĐĞĂŶĚĞǀŝĐƚŝŽŶ ƉƌŽƚĞĐƚŝŽŶƐĞƌǀŝĐĞƐƚŽƐƵƉƉŽƌƚƚŚĞŵŽƐƚǀƵůŶĞƌĂďůĞ ĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐƐƚĂǇŝŶƚŚĞŝƌŚŽŵĞƐ͘ ĐŽŶŽŵŝĐZĞĐŽǀĞƌǇ KƵƚĐŽŵĞϯĂ͘^ŵĂůůďƵƐŝŶĞƐƐĞƐ͕ĐƌĞĂƚŝǀĞƐĂŶĚŶŽŶƉƌŽĨŝƚƐŚĂǀĞƚŚĞƌĞƐŽƵƌĐĞƐƚŚĞǇneed to thrive. KďũĞĐƚŝǀĞƐ ĐƚŝŽŶƐ o ŶŚĂŶĐĞƐƵƉƉŽƌƚƐĞƌǀŝĐĞƐĂŶĚƚŽŽůƐƚŽĞŶĂďůĞ ŽƉĞƌĂƚŝŽŶƐƚŽďĞƐŽƵŶĚůǇƉŽƐŝƚŝŽŶĞĚĨŽƌƐƵĐĐĞƐƐĨƵů ƌĞĐŽǀĞƌǇ͕ŝŶĐůƵĚŝŶŐďƵƚŶŽƚůŝŵŝƚĞĚƚŽĐĂƉŝƚĂůĂĐĐĞƐƐ͕ ƚƌĂŶƐůĂƚŝŽŶŽĨŝŶĨŽƌŵĂƚŝŽŶŝŶŵƵůƚŝƉůĞůĂŶŐƵĂŐĞƐ͕ĞƚĐ͘ o ^ƵƉƉŽƌƚƐŵŽŽƚŚĂŶĚƚŝŵĞůǇĂďŝůŝƚǇĨŽƌĨĂĐŝůŝƚǇ ŵŽĚŝĨŝĐĂƚŝŽŶƚŽĚĞůŝǀĞƌŐŽŽĚƐĂŶĚƐĞƌǀŝĐĞƐǁŝƚŚ ŝŶĐƌĞĂƐĞĚƉƵďůŝĐƐĂĨĞƚǇƉƌŽƚŽĐŽůƐ͘ o &ŽĐƵƐŽŶƉƌŽŐƌĂŵƐĂŶĚƐĞƌǀŝĐĞƐƚŚĂƚƐƵƉƉŽƌƚ ŚŝƐƚŽƌŝĐĂůůǇƵŶĚĞƌƐĞƌǀĞĚĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͘ o ŽŽƌĚŝŶĂƚŝŽŶĂŵŽŶŐǀĂƌŝŽƵƐĐŽŵŵƵŶŝƚǇŽƌŐĂŶŝǌĂƚŝŽŶƐƚŽ ŝŶǀĞŶƚŽƌǇ ĞǆŝƐƚŝŶŐ ƐƵƉƉŽƌƚ ƉƌŽŐƌĂŵƐ ĂŶĚ ƐĞƌǀŝĐĞƐ ĂŶĚ ŝĚĞŶƚŝĨǇŐĂƉƐ͘ o WƌŽǀŝĚĞĨƵŶĚŝŶŐĂŶĚŐƌĂŶƚŽƉƉŽƌƚƵŶŝƚŝĞƐƚŽďƵƐŝŶĞƐƐĞƐ͕ ĐƌĞĂƚŝǀĞŝŶĚƵƐƚƌǇ͕ŶŽŶƉƌŽĨŝƚƐ͕ĂŶĚŽƚŚĞƌŽƌŐĂŶŝǌĂƚŝŽŶƐƚŽ ĂĚĚƌĞƐƐĐŚĂůůĞŶŐĞƐĂŶĚďĂƌƌŝĞƌƐ͘ o WƌŽǀŝĚĞĨƵŶĚŝŶŐĂŶĚŐƌĂŶƚŽƉƉŽƌƚƵŶŝƚŝĞƐƚŽďƵƐŝŶĞƐƐĞƐ͕ ĐƌĞĂƚŝǀĞŝŶĚƵƐƚƌǇ͕ŶŽŶƉƌŽĨŝƚƐ͕ĂŶĚŽƚŚĞƌŽƌŐĂŶŝǌĂƚŝŽŶƐƚŽ ŝŶĐƌĞĂƐĞĐĂƉĂĐŝƚǇĂŶĚͬŽƌĐĂƉŝƚĂůĂĐĐĞƐƐ͘ o ŽŶƚŝŶƵĞ ƚŽ ĞǀĂůƵĂƚĞ͕ ƌĞĚƵĐĞ͕ ĂŶĚ ƌĞŵŽǀĞ ƐƚƌƵĐƚƵƌĂů ďĂƌƌŝĞƌƐǁŝƚŚŝŶĞǆŝƐƚŝŶŐĂŶĚŶĞǁ ďƵƐŝŶĞƐƐĂŶĚŶŽŶƉƌŽĨŝƚ ƐƵƉƉŽƌƚ ƐĞƌǀŝĐĞƐ ƚŚĂƚ ĚĞƚĞƌ ĐŽŵŵƵŶŝƚǇ ƉĂƌƚŝĐŝƉĂƚŝŽŶ͘ ǆĂŵƉůĞ– ĚĞůŝǀĞƌƌĞƐŽƵƌĐĞŝŶĨŽƌŵĂƚŝŽŶďǇƚŚĞŝƚǇĂŶĚŝƚƐ ƉĂƌƚŶĞƌƐŝŶŵƵůƚŝƉůĞůĂŶŐƵĂŐĞƐǁŚĞŶĞǀĞƌƉŽƐƐŝďůĞ͘ KƵƚĐŽŵĞϯď. ^ĂĨĞĂŶĚƐƚĂďůĞĞŵƉůŽǇŵĞŶƚ͕ĐƵƌƌĞŶƚĂŶĚĨƵƚƵƌĞ. KďũĞĐƚŝǀĞ ĐƚŝŽŶƐ Individual/Employee: o ^ƵƉƉŽƌƚƉĂƌƚŶĞƌƐŚŝƉƐƚŚĂƚĚĞǀĞůŽƉƚŚĞǁŽƌŬĨŽƌĐĞ ďƵƐŝŶĞƐƐĞƐŶĞĞĚ͘ o ƌŝŶŐŝŶƚƌĂŝŶŝŶŐƚŚĂƚŝƐĂǀĂŝůĂďůĞƌĞŐŝŽŶĂůůǇďƵƚŶŽƚ ĚŝƌĞĐƚůǇƚŽ&ŽƌƚŽůůŝŶƐ͘ o WƌŝŽƌŝƚŝǌĞůĞĂƌŶŝŶŐůŽƐƐŵŝƚŝŐĂƚŝŽŶƉƌŽŐƌĂŵƐĂŶĚ ƐĞƌǀŝĐĞƐƚŚĂƚƐƵƉƉŽƌƚƐƚƵĚĞŶƚƐǁŝƚŚŚŝŐŚƌŝƐŬĨĂĐƚŽƌƐ ĂŶĚͬŽƌĂƌĞƉĂƌƚŽĨŚŝƐƚŽƌŝĐĂůůǇƵŶĚĞƌƐĞƌǀĞĚ ƉŽƉƵůĂƚŝŽŶƐ͘ o ZĞĚƵĐĞďĂƌƌŝĞƌƐƚŚĂƚŝŶŚŝďŝƚƐƚƵĚĞŶƚƐͬĨĂŵŝůŝĞƐĨƌŽŵ ĨƵůůƉĂƌƚŝĐŝƉĂƚŝŽŶŝŶĞĚƵĐĂƚŝŽŶĂů͕ǁŽƌŬĨŽƌĐĞĂŶĚ ĞŵƉůŽǇŵĞŶƚŽƉƉŽƌƚƵŶŝƚŝĞƐ͘ Individual/Employee: o ^ƵƉƉŽƌƚĂŶĚŝĚĞŶƚŝĨǇĂĚĞƋƵĂƚĞŝŶĨƌĂƐƚƌƵĐƚƵƌĞŶĞĞĚƐĂŶd ƐĞƌǀŝĐĞƐ ƐƵĐŚ ĂƐ ďƌŽĂĚďĂŶĚ ĐŽŶŶĞĐƚŝǀŝƚǇ ĂŶĚͬŽƌ ƚƌĂŶƐƉŽƌƚĂƚŝŽŶŽƉƚŝŽŶƐ͘ o &ƵŶĚ ĂŶĚ ƐƵƉƉŽƌƚ ĐŽŽƌĚŝŶĂƚŝŽŶ ĂŶĚ ƉĂƌƚŶĞƌƐŚŝƉƐ ǁŝƚŚ WŽƵĚƌĞ^ĐŚŽŽůŝƐƚƌŝĐƚ͕>ĂƌŝŵĞƌŽƵŶƚǇĐŽŶŽŵŝĐĂŶĚ tŽƌŬĨŽƌĐĞ ĞǀĞůŽƉŵĞŶƚ ĂŶĚ ŶŽŶƉƌŽĨŝƚƐ ƚŚĂƚ ǁŽƌŬ ƚŽ ĂĚĚƌĞƐƐůĞĂƌŶŝŶŐůŽƐƐĂŶĚŶĞǁ ůĞĂƌŶŝŶŐ͘ ATTACHMENT 2 ƵƐŝŶĞƐƐͬŵƉůŽǇĞƌ͗ o ^ƵƉƉŽƌƚďƵƐŝŶĞƐƐĞƐĂŶĚŶŽŶƉƌŽĨŝƚĂďŝůŝƚǇƚŽĨŝŶĚĂŶĚ recƌƵŝƚůĂďŽƌƚŚĂƚŵĞĞƚƐƚŚĞŝƌŶĞĞĚƐ͘ o ŶŚĂŶĐĞƚŚĞĂďŝůŝƚǇŽĨďƵƐŝŶĞƐƐĞƐƚŽŝŵƉůĞŵĞŶƚ ĨůĞǆŝďůĞůĂďŽƌƉƌĂĐƚŝĐĞƐ;ŝ͘Ğ͕͘ƌĞŵŽƚĞ͕ŚǇďƌŝĚ͕ ŐŝŐͬĐŽŶƚƌĂĐƚƵĂů͕ǀĂƌŝĂďůĞƐŚŝĨƚƐ͕ũŽďƐŚĂƌĞ͕ĞƚĐ͘Ϳ͘ ƵƐŝŶĞƐƐͬŵƉůŽǇĞƌ͗ o tŽƌŬ ǁŝƚŚ ĞŵƉůŽǇĞƌƐ ĂŶĚ ƉĂƌƚŶĞƌƐ ƚŽ ĞǀĂůƵĂƚĞ ƚŚĞ ďĂƌƌŝĞƌƐďƵƐŝŶĞƐƐĞƐĂƌĞĨĂĐŝŶŐĂƐƚŚĞǇĂƚƚĞŵƉƚƚŽĨŝŶĚĂŶĚ ƌĞĐƌƵŝƚůĂďŽƌ͘ o hŶĚĞƌƐƚĂŶĚƚŚĞĐŽƐƚĂŶĚŽƚŚĞƌŝŵƉĂĐƚƐƚŚĂƚĂƌĞĐŚĂŶŐŝŶŐ ŚŽǁĞŵƉůŽǇĞƌƐĞŶŐĂŐĞǁŝƚŚůĂďŽƌ͘ o ŚĂŶŐĞƚŚĞǁĂǇǁŽƌŬŝƐƚĂůŬĞĚĂďŽƵƚ͘ǆĂŵƉůĞ- avoid ͞ůŽǁƐŬŝůů͟ĂŶĚŽƚŚĞƌŶĞŐĂƚŝǀĞůǇďŝĂƐĞĚƚĞƌŵƐ͘ KƵƚĐŽŵĞϯĐ. ƋƵŝƚĂďůĞ ĂŶĚĂĨĨŽƌĚĂďůĞĐŚŝůĚĐĂƌĞ ŝƐĂĐĐĞƐƐŝďůĞ. KďũĞĐƚŝǀĞ ĐƚŝŽŶƐ o ĚǀĂŶĐĞƌĞŐŝŽŶĂů͕ƐǇƐƚĞŵŝĐĂŶĚƐƵƐƚĂŝŶĂďůĞĐŚŝůĚĐĂƌĞ ƐŽůƵƚŝŽŶƐ͘ KƌŝŐŝŶĂůĂŶĚĐŽůůĂďŽƌĂƚŝǀĞƐƚƌĂƚĞŐŝĞƐĂƌĞ ŶĞĞĚĞĚƚŽĂĚĚƌĞƐƐƚŚĞĐŽŵƉŽƵŶĚŝŶŐĐŚĂůůĞŶŐĞƐ ĨĂĐŝŶŐƚŚĞĐŚŝůĚĐĂƌĞŝŶĚƵƐƚƌǇ. o ZĞĐƌƵŝƚ͕ĚĞǀĞůŽƉĂŶĚƌĞƚĂŝŶĚĞĚŝĐĂƚĞĚĞŵƉůŽǇĞĞƐŝŶ ƚŚĞĞĂƌůǇĐŚŝůĚŚŽŽĚĞĚƵĐĂƚŝŽŶƉƌŽĨĞƐƐŝŽŶ. o >ŽǁĞƌƚŚĞŚŽƵƐĞŚŽůĚďƵĚŐĞƚďƵƌĚĞŶĨŽƌĨĂŵŝůŝĞƐ ŶĞĞĚŝŶŐĐŚŝůĚĐĂƌĞƐĞƌǀŝĐĞƐ. o /ŵƉƌŽǀĞƚŚĞƐĞǀĞƌĞƐŚŽƌƚĂŐĞŽĨůŝĐĞŶƐĞĚĐŚŝůĚĐĂƌĞ providers. o /ŶĐƌĞĂƐĞĐĂƌĞŐŝǀŝŶŐŽƉƚŝŽŶƐĨŽƌĨĂŵŝůŝĞƐǁŝƚŚƐĐŚŽŽů-age ĐŚŝůĚƌĞŶƚŽĞŶƐƵƌĞƚŚĞǇĐĂŶƐƚŝůůǁŽƌŬǁŚĞŶ ƵŶĂŶƚŝĐŝƉĂƚĞĚĞǀĞŶƚƐŽĐĐƵƌ;Ğ͘Ő͘ƐĐŚŽŽůĐĂŶĐĞůůĞĚ͕ ƋƵĂƌĂŶƚŝŶĞƐ͕ĞƚĐ͘Ϳ. ŶǀŝƌŽŶŵĞŶƚĂůZĞƐŝůŝĞŶĐĞ KƵƚĐŽŵĞ4a. ŽŵŵŝƚƚŽĞŶǀŝƌŽŶŵĞŶƚĂůũƵƐƚŝĐĞĂŶĚƌĞƐŝůŝĞŶĐĞĂƐƌĞĨůĞĐƚĞĚŝŶKƵƌůŝŵĂƚĞ&ƵƚƵƌĞ͘ KďũĞĐƚŝǀĞƐ ĐƚŝŽŶƐ o /ĚĞŶƚŝĨǇĐƌŝƚĞƌŝĂ͕ƉƌŽĐĞƐƐĂŶĚĨƵŶĚŝŶŐŽƉƚŝŽŶƐƚŽ ƌĞǀŝƚĂůŝǌĞŶĞŝŐŚďŽƌŚŽŽĚĂŶĚĐŽŵŵƵŶŝƚǇƉĂƌŬƐ͘ o ĐĐĞůĞƌĂƚĞƐƵƉƉŽƌƚƚŽĂĚĚƌĞƐƐǀƵůŶĞƌĂďŝůŝƚŝĞƐƚŽ ŶĂƚƵƌĂůŚĂǌĂƌĚƐ͕ŝŶĐůƵĚŝŶŐƉƌŽĂĐƚŝǀĞŵŝƚŝŐĂƚŝŽŶ ĂĐƚŝŽŶƐĂŶĚƉƌĞƉĂƌŝŶŐƚŚĞĐŽŵŵƵŶŝƚǇƚŽŵŝŶŝŵŝǌĞ impacts to peopůĞ͕ƉƌŽƉĞƌƚǇ͕ĂŶĚĐƌŝƚŝĐĂůĨĂĐŝůŝƚŝĞƐ͘ o ^ƵƉƉŽƌƚĐŽŵŵƵŶŝƚǇ- ĂŶĚŶĞŝŐŚďŽƌŚŽŽĚ-led ǁŽƌŬƐŚŽƉƐĨŽƌĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐƚŽŝĚĞŶƚŝĨǇ ƐƵƐƚĂŝŶĂďůĞƐŽůƵƚŝŽŶƐƚŽƐƵƉƉŽƌƚƌĞƐŝůŝĞŶĐĞ͘ 17F 18 o ĞĐƌĞĂƐĞďĂƌƌŝĞƌƐĂŶĚŝŶĐƌĞĂƐĞĂĐĐĞƐƐƚŽĂĨĨŽƌĚĂďůĞ ŚŽŵĞͬĐŽŵŵƵŶŝƚǇŐĂƌĚĞŶŝŶŐ͕ƐƵƐƚĂŝŶĂďůĞĨĂƌŵŝŶŐ ĂŶĚĐŽŵŵƵŶŝƚǇƐƵƉƉŽƌƚĞĚĂŐƌŝĐƵůƚƵƌĞ;^ƐͿ͘18F 19 o ZĞĚƵĐĞ ƉŽůůƵƚŝŽŶ Ăƚ ƚŚĞ ƐŽƵƌĐĞ͕ ƚĂƌŐĞƚŝŶŐ ĚŝƐƉĂƌŝƚŝĞƐ ŝŶ ĞǆƉŽƐƵƌĞĨŽƌǀƵůŶĞƌĂďůĞĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐ͘ o &ƵŶĚĐŽŵŵƵŶŝƚǇ- ĂŶĚŶĞŝŐŚďŽƌŚŽŽĚ-ůĞĚǁŽƌŬƐŚŽƉƐ ǁŚĞƌĞĐŽŵŵƵŶŝƚǇŵĞŵďĞƌƐŝĚĞŶƚŝĨǇƐƵƐƚĂŝŶĂďůĞ ƐŽůƵƚŝŽŶƐƚŽůŽĐĂůĞŶǀŝƌŽŶŵĞŶƚĂůũƵƐƚŝĐĞŝƐƐƵĞƐĂŶĚ ŽƉƉŽƌƚƵŶŝƚŝĞƐ͘ o &ƵŶĚĂŶĚƐƵƉƉŽƌƚĚĞǀĞůŽƉŵĞŶƚŽĨƌĞƐŝůŝĞŶĐĞŚƵďƐ ƚŚƌŽƵŐŚŽƵƚƚŚĞĐŽŵŵƵŶŝƚǇƚŚĂƚĐĂŶďĞƵƐĞĚƚŽ ĐŽŽƌĚŝŶĂƚĞƌĞƐŽƵƌĐĞĚŝƐƚƌŝďƵƚŝŽŶĂŶĚƐƵƉƉŽƌƚƌĞƐŝĚĞŶƚƐ͘ o ZĞƐƚŽƌĞĞǆŝƐƚŝŶŐƐĞƌǀŝĐĞƐ ĂŶĚĐŽŶƚŝŶƵĞĞǆƉĂŶƐŝŽŶŽĨ ƐĞƌǀŝĐĞƐƚŽĞŶƐƵƌĞĂĐĐĞƐƐƚŽŶĞĐĞƐƐĂƌǇƐĞƌǀŝĐĞƐĂŶĚ ƵŶĚĞƌƐĞƌǀĞĚĂƌĞĂƐ͘ o ^ƵƉƉŽƌƚŶĞŝŐŚďŽƌŚŽŽĚůĞĂĚĞƌƐŚŝƉŽĨƚŚĞŝƌƉƌŝŽƌŝƚŝĞƐďǇ ĨƵŶĚŝŶŐĐĂƉĂĐŝƚǇďƵŝůĚŝŶŐĞĨĨŽƌƚƐĂŶĚƉƌŽũĞĐƚƐƚŚĞǇ ƉƌŝŽƌŝƚŝǌĞĂŶĚĞŶƐƵƌŝŶŐŝƚǇƐƚĂĨĨƐƵƉƉŽƌƚŝƐĂǀĂŝůĂďůĞ͕ĂƐ appropriate. KƵƚĐŽŵĞ4ď. ZĞƐŝůŝĞŶƚŝŶĨƌĂƐƚƌƵĐƚƵƌĞŝƐƌĞůŝĂďůĞĂŶĚĂĨĨŽƌĚĂďůĞ. 18 KƵƌůŝŵĂƚĞ&ƵƚƵƌĞ͗ŝŐDŽǀĞϳ͗,ĞĂůƚŚǇ͕ĨĨŽƌĚĂďůĞ,ŽƵƐŝŶŐ,,ϱ 19 ŝƚǇŽĨ&ŽƌƚŽůůŝŶƐKƵƌůŝŵĂƚĞ&ƵƚƵƌĞ͗ŝŐDŽǀĞϴ͗>ŽĐĂů͕ĨĨŽƌĚĂďůĞ͕ĂŶĚ,ĞĂůƚŚǇ&ŽŽĚ>,&ϮĂŶĚŝƚǇŽĨ&Žƌƚ ŽůůŝŶƐKƵƌůŝŵĂƚĞ&ƵƚƵƌĞ͗ŝŐDŽǀĞϴ͗>ŽĐĂů͕ĨĨŽƌĚĂďůĞ͕ĂŶĚ,ĞĂůƚŚǇ&ŽŽĚ>,&ϰ Page ϴϰŽĨϴϵ ATTACHMENT 2 KďũĞĐƚŝǀĞ ĐƚŝŽŶƐ o ĐĐĞƐƐƚŽŚĞĂůƚŚǇ͕ĞŶĞƌŐǇ- ĂŶĚǁĂƚĞƌ-ĞĨĨŝĐŝĞŶƚ ŝŶĚŽŽƌƐƉĂĐĞƐ͕ŝŶĐůƵĚŝŶŐŚŽŵĞƐĂŶĚǁŽƌŬ ĞŶǀŝƌŽŶŵĞŶƚƐ͘ o dƌĂŶƐƉŽƌƚĂƚŝŽŶĂŶĚŵŽďŝůŝƚǇƐǇƐƚĞŵƐĂƌĞƌĞƐŝůŝĞŶƚƚŽ ĂǀĂƌŝĞƚǇŽĨĞǆƉĞĐƚĞĚĂŶĚƵŶĞǆƉĞĐƚĞĚĚŝƐƌƵƉƚŝŽŶƐ͘ o ZĞůŝĂďůĞǁĂƚĞƌĂŶĚĞůĞĐƚƌŝĐŝŶĨƌĂƐƚƌƵĐƚƵƌĞĂƌĞŵŽƌĞ ƌĞƐŝůŝĞŶƚƚŽĂǀĂƌŝĞƚǇŽĨĞǆƉĞĐƚĞĚĂŶĚƵŶĞǆƉĞĐƚĞĚ ĚŝƐƌƵƉƚŝŽŶƐ͘ o ZĞƐƚŽƌĞĞǆŝƐƚŝŶŐƐĞƌǀŝĐĞƐ;ŝŶĐůƵĚŝŶŐƚƌĂŶƐƉŽƌƚĂƚŝŽŶͿĂŶĚ ĐŽŶƚŝŶƵĞĞǆƉĂŶƐŝŽŶŽĨƐĞƌǀŝĐĞƐƚŚƌŽƵŐŚŝƚǇǁŝĚĞƉůĂŶŶŝŶŐ ĞĨĨŽƌƚƐƐƵĐŚĂƐƚŚĞdƌĂŶƐŝƚDĂƐƚĞƌWůĂŶ͘ o &ĂĐŝůŝƚĂƚĞƉĂƌƚŶĞƌƐŚŝƉƐƚŽƉƌŽǀŝĚĞĂĐĐĞƐƐƚŽůŽǁ-cost ƐĞƌǀŝĐĞƐ͕ƵƚŝůŝƚǇĂĨĨŽƌĚĂďŝůŝƚǇƉƌŽŐƌĂŵƐ͕ŽƚŚĞƌƌĞƐŽƵƌĐĞƐ ĂŶĚƉƌŽǀŝĚĞŝŶĐĞŶƚŝǀĞƐĨŽƌĞĨĨŝĐŝĞŶƚďƵŝůĚŝŶŐƉƌĂĐƚŝĐĞƐ͘ o ŶŚĂŶĐĞĐĂƉĂĐŝƚǇĨŽƌƌĞŐŝŽŶĂůĐŽůůĂďŽƌĂƚŝŽŶƚŽƐƚƌĞŶŐƚŚĞŶ ƚŚĞƌĞƐŝůŝĞŶĐĞŽĨǁĂƚĞƌĂŶĚĞůĞĐƚƌŝĐĂůƐǇƐƚĞŵƐ͘ o ^ƵƉƉŽƌƚĂĐĐĞůĞƌĂƚĞĚŝŵƉůĞŵĞŶƚĂƚŝŽŶŽĨKƵƌůŝŵĂƚĞ &ƵƚƵƌĞΖƐEĞǆƚDŽǀĞƐƚŽĚĞǀĞůŽƉĂŶĞŶĞƌŐǇƉĞƌĨŽƌŵĂŶĐĞ ƉĂƚŚĨŽƌŶĞǁĐŽŶƐƚƌƵĐƚŝŽŶƚŽǌĞƌŽĐĂƌďŽŶďƵŝůĚŝŶŐďǇ 2030. o ƐƚĂďůŝƐŚƐŚĂƌĞĚĞŶĞƌŐǇƐǇƐƚĞŵƐƉƌŽŐƌĂŵĨŽƌŵƵůƚŝĨĂŵŝůǇ ƉƌŽƉĞƌƚŝĞƐ͖ĞǆƉůŽƌĞŶĞǁĐŽŵŵƵŶŝƚǇƐŽůĂƌŽƉƚŝŽŶƐ͖ĚŝƐĐƵƐƐ ƐƵƐƚĂŝŶĂďůĞĂŶĚƐĐĂůĂďůĞƐŽůĂƌďƵƐŝŶĞƐƐŵŽĚĞů͘ o dĂŬĞĂĐƚŝŽŶƐƚŽ͞ĨƵƚƵƌĞƉƌŽŽĨ͟ŚŽŵĞƐĂŶĚďƵƐŝŶĞƐƐĞƐƚŽ ůŽǁĞƌĞŶĞƌŐǇƵƐĞĂŶĚŝŶĐƌĞĂƐĞƌĞƐŝůŝĞŶĐĞ͕ŝŶĐůƵĚŝŶŐ ĨŽĐƵƐŝŶŐŽŶƌĞƚƌŽĨŝƚƚŝŶŐǀĂĐĂŶƚĐŽŵŵĞƌĐŝĂůďƵŝůĚŝŶŐƐ͘ KƵƚĐŽŵĞϰĐ. KƉĞŶƐƉĂĐĞ, natural amenities͕ĂŶĚĞĐŽƐǇƐƚĞŵƐ are ƚŚƌŝǀŝŶŐĂŶĚĂĐĐĞƐƐŝďůĞ͘ KďũĞĐƚŝǀĞ ĐƚŝŽŶƐ o ŶŚĂŶĐĞĂĐĐĞƐƐƚŽŽƉĞŶƐƉĂĐĞ͕ƉĂƌŬƐ͕ŶĂƚƵƌĂůĂƌĞĂƐ͕ ĂŶĚĚŝǀĞƌƐĞĂŶĚĂĐĐĞƐƐŝďůĞƌĞĐƌĞĂƚŝŽŶŽƉƉŽƌƚƵŶŝƚŝĞƐ ƚŽƐƵƉƉŽƌƚƚŚĞƉŚǇƐŝĐĂůĂŶĚŵĞŶƚĂůŚĞĂůƚŚŽĨ ƌĞƐŝĚĞŶƚƐ͘ o /ĚĞŶƚŝĨǇǀƵůŶĞƌĂďŝůŝƚŝĞƐƚŽŶĂƚƵƌĂůŚĂǌĂƌĚƐ͕ŝĚĞŶƚŝĨǇ ƉƌŽĂĐƚŝǀĞŵŝƚŝŐĂƚŝŽŶĂĐƚŝŽŶƐ͕ĂŶĚƉƌĞƉĂƌĞ ĂĚĞƋƵĂƚĞůǇƚŽŵŝŶŝŵŝǌĞŝŵƉĂĐƚƐƚŽƉĞŽƉůĞ͕ƉƌŽƉĞƌƚǇ͕ ĂŶĚĐƌŝƚŝĐĂůĨĂĐŝůŝƚŝĞƐ͘19F 20 o ^ƵƉƉŽƌƚĂŚĞĂůƚŚǇĂŶĚĚŝǀĞƌƐĞƵƌďĂŶƚƌĞĞĐĂŶŽƉǇƚŽ ƌĞĚƵĐĞĂŝƌĂŶĚůŝŐŚƚƉŽůůƵƚŝŽŶĂŶĚůŽǁĞƌ ĞŶĞƌŐǇ costs. o /ŵƉůĞŵĞŶƚƐƚƌĂƚĞŐŝĞƐƚŽŝŵƉƌŽǀĞĞĐŽƐǇƐƚĞŵŚĞĂůƚŚǁŚŝůĞ ĂĚĚƌĞƐƐŝŶŐƚŚĞĚĞŵĂŶĚĨŽƌŝŶĐƌĞĂƐĞĚĂĐĐĞƐƐ͘ o ^ĐĂůĞƵƉĂŶĚĐƌĞĂƚĞŶĞǁƚǇƉĞƐŽĨƌĞƐŽƵƌĐĞƐĂĐƌŽƐƐ ĐŽŵŵƵŶŝƚǇƐĞƌǀŝĐĞƉƌŽǀŝĚĞƌƐƚŽĞĨĨĞĐƚŝǀĞůǇƌĞĂĐƚƚŽĐƌŝƚŝĐĂů ĚŝƐƌƵƉƚŝŽŶƐǁŚĞŶƚŚĞǇŽĐĐƵƌŝŶƚŚĞĨƵƚƵƌĞ͘ o ǆƉĂŶĚŽƌĂĚĚŶĞǁŽƉĞŶƐƉĂĐĞ͕ƉĂƌŬƐĂŶĚŶĂƚƵƌĂůĂƌĞĂƐƚŽ pƌĞƐĞƌǀĞƚŚĞŶĂƚƵƌĂůĞŶǀŝƌŽŶŵĞŶƚĂŶĚŝŶĐƌĞĂƐĞĂĐĐĞƐƐƚŽ ŶĂƚƵƌĞ͘ o /ŶĐƌĞĂƐĞƚŚĞŶƵŵďĞƌŽĨĐŽŵŵƵŶŝƚǇ-ĚƌŝǀĞŶƉƌŽũĞĐƚƐ ƚŚƌŽƵŐŚƐƵƉƉŽƌƚĨŽƌEĂƚƵƌĞŝŶƚŚĞŝƚǇƉƌŽũĞĐƚƐƚŽĐƌĞĂƚĞ ƉŽĐŬĞƚƐŽĨŶĂƚƵƌĞŝŶĞǀĞƌǇŶĞŝŐŚďŽƌŚŽŽĚ͘ o /ŶĐƌĞĂƐĞĂĐĐĞƐƐŝďŝůŝƚǇƚŽƉĂƌŬƐĂŶĚŶĂƚƵƌĂůĂƌĞĂƐ͕ƵƚŝůŝǌŝŶŐ ƚŚĞŶĞǁĂƐƐĞƐƐŵĞŶƚƚŚĂƚƉƌŽǀŝĚĞƐĂƉƌŝŽƌŝƚŝǌĞĚůŝƐƚ ĂŶĚĐŽƐƚƐĨŽƌŶĂƚƵƌĂůĂƌĞĂƐĂŶĚƉĂƌŬƐŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͘ E. Plan Scan WůĂŶ^ĐĂŶ– ůŝŐŶŵĞŶƚŽĨZĞĐŽǀĞƌǇKƵƚĐŽŵĞƐǁŝƚŚŽƚŚĞƌŝƚǇWůĂŶƐ ͻ͗^ŽŵĞůŝŐŶŵĞŶƚ ᶉǣ,ŝŐŚĂůŝŐŶŵĞŶƚ 20 ŝƚǇŽĨ&ŽƌƚŽůůŝŶƐKƵƌůŝŵĂƚĞ&ƵƚƵƌĞ͗ŝŐDŽǀĞϭϭ͗,ĞĂůƚŚǇEĂƚƵƌĂů^ƉĂĐĞƐ ,E^ϱ Page ϴϱŽĨϴϵ ATTACHMENT 2 Page ϴϲof ϴϵ 1a ϭď ϭĐ 2a Ϯď ϮĐ 3a ϯď ϯĐ 4a ϰď ϰĐ 2021 - 2023 City ŽƵŶĐŝůPriorities • ᶉ ᶉ ᶉ ᶉ• ᶉ ᶉ ᶉ ᶉ ᶉ ŝƚǇWůĂŶ • • ᶉ ᶉ• ᶉ• • ᶉᶉ ,ŽƵƐŝŶŐ^ƚƌĂƚĞŐŝĐ WůĂŶ ᶉ• • ᶉ ᶉ• • KƵƌůŝŵĂƚĞ&ƵƚƵƌĞ ᶉ• • ᶉ• ᶉ ᶉ ᶉ ᶉ ᶉ ĐŽŶŽŵŝĐ,ĞĂůƚŚ ^ƚƌĂƚĞŐŝĐWůĂŶ ᶉ ᶉ ᶉ ᶉ ᶉ ᶉ ᶉ ᶉ ƵƐŝŶĞƐƐ ŶŐĂŐĞŵĞŶƚĐƚŝŽŶ WůĂŶ ᶉ ᶉ ᶉ ᶉ EŽƌƚŚĞƌŶŽůŽƌĂĚŽ ƵƐŝŶĞƐƐZĞƉŽƌƚ ᶉ• ᶉ ᶉ ᶉ ᶉ dĂůĞŶƚϮ.0 • ᶉ ᶉ ᶉ &ŽŽƌĞĂƚĞƐƌƚƐ ĂŶĚƵůƚƵƌĞDĂƐƚĞƌ WůĂŶ • • ᶉᶉ ᶉ ŝƌYƵĂůŝƚǇWůĂŶ • • • ᶉ ᶉ • • sZĞĂĚŝŶĞƐƐ Roadmap • • ᶉᶉ DƵŶŝĐŝƉĂů ^ƵƐƚĂŝŶĂďŝůŝƚǇ ĚĂƉƚĂƚŝŽŶWůĂŶ • • • ᶉᶉ ŽǁŶƚŽǁŶWůĂŶ • • • ᶉ ᶉ ᶉ ĂƐƚDƵůďĞƌƌǇ ŽƌƌŝĚŽƌWůĂŶ • ᶉ• • ᶉᶉ tŝƌĞůĞƐƐDĂƐƚĞƌ WůĂŶ • • • DŝĚƚŽǁŶWůĂŶ • • • ᶉᶉ KůĚdŽǁŶ EĞŝŐŚďŽƌŚŽŽĚƐ WůĂŶ • ᶉ ᶉ ᶉ ^ŽƵƚŚŽůůĞŐĞ ŽƌƌŝĚŽƌWůĂŶ ᶉ• • ᶉᶉ tĞƐƚĞŶƚƌĂůƌĞĂ WůĂŶͬWƌŽƐƉĞĐƚ ŽƌƌŝĚŽƌĞƐŝŐŶ • ᶉ• ᶉᶉ 1a ϭď ϭĐ 2a ϮďϮĐ 3a ϯď ϯĐ 4a ϰďϰĐ ATTACHMENT 2 Page ϴϳof ϴϵ >ŝŶĐŽůŶŽƌƌŝĚŽƌ WůĂŶ • ᶉᶉ EŽƌƚŚŽůůĞŐĞ ŽƌƌŝĚŽƌWůĂŶ • • • • • EŽƌƚŚŽůůĞŐĞ hƌďĂŶZĞŶĞǁĂů WůĂŶĂŶĚ /ŶĨƌĂƐƚƌƵĐƚƵƌĞ &ƵŶĚŝŶŐWůĂŶ • • DŽƵŶƚĂŝŶsŝƐƚĂ ^ƵďĂƌĞĂWůĂŶ ᶉ • • ᶉ ᶉ EŽƌƚŚƐŝĚĞ EĞŝŐŚďŽƌŚŽŽĚƐ WůĂŶ • • ᶉ ᶉ ᶉ ,ĂƌŵŽŶǇŽƌƌŝĚŽƌ WůĂŶ • • • • • Fossil Creek ZĞƐĞƌǀŽŝƌƌĞĂWůĂŶ • • ᶉ ᶉ /-Ϯϱ^ƵďĂƌĞĂWůĂŶ • • • • EŽƌƚŚǁĞƐƚ^ƵďĂƌĞĂ WůĂŶ • ᶉ ᶉ ᶉ EĂƚƵƌĞŝŶƚŚĞŝƚǇ ^ƚƌĂƚĞŐŝĐWůĂŶ • ᶉ ᶉ ᶉ &ŽƌƚŽůůŝŶƐ ŽŶƐŽůŝĚĂƚĞĚWůĂŶ ;,hͿ • • • ᶉ ᶉ • • ^ŽĐŝĂů^ƵƐƚĂŝŶĂďŝůŝƚǇ ^ƚƌĂƚĞŐŝĐWůĂŶ • • ᶉ ᶉ ᶉ • ᶉ • &ŽƌƚŽůůŝŶƐ^ŽĐŝĂů ^ƵƐƚĂŝŶĂďŝůŝƚǇ'ĂƉƐ ŶĂůǇƐŝƐ • • • • • • • WĞĚĞƐƚƌŝĂŶWůĂŶ • • • ᶉ ᶉ ŝĐǇĐůĞWůĂŶ • • • ᶉ ᶉ hƚŝůŝƚŝĞƐ^ƚƌĂƚĞŐŝĐ WůĂŶ • • • • ᶉ DŝĚƚŽǁŶŝŶDŽƚŝŽŶ ᶉ ᶉ ᶉ ᶉ tĞƐƚůŝǌĂďĞƚŚ ŶŚĂŶĐĞĚdƌĂǀĞů ŽƌƌŝĚŽƌWůĂŶ • ᶉ ᶉ ᶉ ᶉ dƌĂŶƐƉŽƌƚĂƚŝŽŶͬdra ŶƐŝƚDĂƐƚĞƌ WůĂŶ • • • ᶉ ᶉ 1a ϭď ϭĐ2aϮď ϮĐ 3aϯď ϯĐ 4aϰďϰĐ ATTACHMENT 2 Page ϴϴof ϴϵ ZĞƌĞĂƚĞ͗WĂƌŬƐΘ ZĞĐƌĞĂƚŝŽŶDĂƐƚĞƌ WůĂŶ • ᶉ ᶉ• ᶉᶉ ᶉ ᶉ EĂƚƵƌĂůƌĞĂƐ DĂƐƚĞƌWůĂŶ • • • • ᶉ ᶉ ᶉ The Paved ZĞĐƌĞĂƚŝŽŶĂůdƌĂŝůƐ DĂƐƚĞƌWůĂŶ ᶉථͻ ͻථ ᶉᶉ dŚĞWŽƵĚƌĞZŝǀĞƌ ŽǁŶƚŽǁŶDĂƐƚĞƌ WůĂŶ ͻථ ͻථ • ᶉ ᶉ ᶉ F. Definitions and Acronyms DEFINITIONS x ĞůŽŶŐŝŶŐ͗ĂŶĂĨĨŝŶŝƚǇĨŽƌĂƉůĂĐĞŽƌƐŝƚƵĂƚŝŽŶ͖ĨĞĞůŝŶŐǁĞůĐŽŵĞ͘ x ŽŽƐƚĞƌ͗ŶĞǆƚƌĂĚŽƐĞŽƌƐŚŽƚŽĨǀĂĐĐŝŶĞŐŝǀĞŶĂĨƚĞƌŝŶŝƚŝĂůǀĂĐĐŝŶĂƚŝŽŶŝƐĐŽŵƉůĞƚĞĚ͕ŝŶƚĞŶĚĞĚ to ďŽŽƐƚǁĂŶŝŶŐŝŵŵƵŶŝƚǇ x ƌĞĂŬƚŚƌŽƵŐŚĂƐĞͬ/ŶĨĞĐƚŝŽŶ͗ŝŶĨĞĐƚŝŽŶƚŚĂƚŽĐĐƵƌƐŝŶĂĨƵůůǇǀĂĐĐŝŶĂƚĞĚƉĞƌƐŽŶ x Coronavirus: ĨĂŵŝůǇŽĨǀŝƌƵƐĞƐ͕ƐŽŵĞŽĨǁŚŝĐŚĐĂƵƐĞĚŝƐĞĂƐĞŝŶƉĞŽƉůĞĂŶĚĂŶŝŵĂůƐ͕ŶĂŵĞĚĨŽƌ ƚŚĞĐƌŽǁŶůŝŬĞƐƉŝŬĞƐŽŶƚŚĞŝƌƐƵƌĨĂĐĞƐ. x COVID-19 is the spĞĐŝĨŝĐĐŽƌŽŶĂǀŝƌƵƐƌĞƐƉŽŶƐŝďůĞĨŽƌƚŚĞƉĂŶĚĞŵŝĐ͘ x ŶǀŝƌŽŶŵĞŶƚĂů:ƵƐƚŝĐĞ͗ƚŚĞĨĂŝƌƚƌĞĂƚŵĞŶƚĂŶĚŵĞĂŶŝŶŐĨƵůŝŶǀŽůǀĞŵĞŶƚŽĨĂůůƉĞŽƉůĞƌĞŐĂƌĚůĞƐƐ ŽĨƌĂĐĞ͕ĐŽůŽƌ͕ŶĂƚŝŽŶĂůŽƌŝŐŝŶ͕ŽƌŝŶĐŽŵĞǁŝƚŚƌĞƐƉĞĐƚƚŽƚŚĞĚĞǀĞůŽƉŵĞŶƚ͕ŝŵƉůĞŵĞŶƚĂƚŝŽŶĂŶĚ ĞŶĨŽƌĐĞŵĞŶƚŽĨĞŶǀŝƌŽŶŵĞŶƚĂůůĂǁƐ͕ƌĞŐƵůĂƚŝŽŶƐĂŶĚƉŽůŝĐŝĞƐ͘ x ƋƵŝƚǇͬƋƵŝƚĂďůĞ͗ ĨĂŝƌĂŶĚŝŵƉĂƌƚŝĂů͕ũƵƐƚĂŶĚĨĂŝƌŝŶĐůƵƐŝŽŶ͕ĐŽŶĚŝƚŝŽŶƐƚŚĂƚĂůůŽǁĂůůƚŽƌĞĂĐŚ ƚŚĞŝƌĨƵůůƉŽƚĞŶƚŝĂů͘ x ǆƉŽƐƵƌĞ͗ ĐŽŶƚĂĐƚǁŝƚŚŽƌĐůŽƐĞƉƌŽǆŝŵŝƚǇƚŽĂŚĂƌŵĨƵůƐƵďƐƚĂŶĐĞ͕ƐƵĐŚĂƐĐŽƌŽŶĂǀŝƌƵƐ͕ƚŚĂƚ ĐĂŶ ůĞĂĚƚŽŝŶĨĞĐƚŝŽŶŽƌŝůůŶĞƐƐ͘ x Front line workers: ĞŵƉůŽǇĞĞƐǁŝƚŚŝŶĞƐƐĞŶƚŝĂůŝŶĚƵƐƚƌŝĞƐͬƐĞƌǀŝĐĞƐǁŚŽŵƵƐƚƉŚǇƐŝĐĂůůǇƐŚŽǁƵƉ ƚŽĚŽƚŚĞŝƌũŽďƐ͘ x Healing͗dŚĞƉƌŽĐĞƐƐŽĨŵĂŬŝŶŐŽƌďĞĐŽŵŝŶŐƐŽƵŶĚŽƌŚĞĂůƚŚǇĂŐĂŝŶ͘ x Health/Healthy͗WŚǇƐŝĐĂůĂŶĚŵĞŶƚĂůǁĞůů-ďĞŝŶŐ͕ĨƌĞĞĨƌŽŵŝůůŶĞƐƐŽƌŝŶũƵƌǇ͘ x /ŶĐůƵƐŝŽŶ͗ŶŝŶƚĞŶƚŝŽŶŽƌƉŽůŝĐǇŽĨŝŶĐůƵĚŝŶŐƉĞŽƉůĞǁŚŽŵŝŐŚƚŽƚŚĞƌǁŝƐĞďĞĞǆĐůƵĚĞĚŽƌ ŵĂƌŐŝŶĂůŝǌĞĚ͘/ŶĐůƵƐŝŽŶƌĞƋƵŝƌĞƐƌĞŵŽǀŝŶŐďĂƌƌŝĞƌƐƐŽĂůůĐĂŶƚŚƌŝǀĞ͘ x /ŶĨƌĂƐƚƌƵĐƚƵƌĞ: ZĞĨĞƌƐƚŽƚŚĞďĂƐŝĐ͕ƵŶĚĞƌůĂǇŝŶŐƉŚǇƐŝĐĂůĂŶĚŽƌŐĂŶŝǌĂƚŝŽŶƐƚƌƵĐƚƵƌĞƐĂŶĚ ĨĂĐŝůŝƚŝĞƐŝŶƚŚĞŝƚǇ;Ğ͘Ő͘ďƵŝůĚŝŶŐƐ͕ƌŽĂĚƐ͕ƉŽǁĞƌĂŶĚŽƚŚĞƌƉƵďůŝĐĂŶĚƉƌŝǀĂƚĞǁŽƌŬƐͿ͘ x Isolation: ƐĞƉĂƌĂƚŝŶŐƐŝĐŬƉĞŽƉůĞĨƌŽŵŚĞĂůƚŚǇƉĞŽƉůĞƚŽƉƌĞǀĞŶƚƐƉƌĞĂĚŽĨĚŝƐĞĂƐĞ͘dŚĞƚĞƌms ŝƐŽůĂƚŝŽŶĂŶĚƋƵĂƌĂŶƚŝŶĞŐĞŶĞƌĂůůǇĂƌĞďĞŝŶŐƵƐĞĚŝŶƚĞƌĐŚĂŶŐĞĂďůǇ͘ x Long-COVID/Long-Haul COVID͗ƚĞƌŵƵƐĞĚĨŽƌůŽŶŐ-ƚĞƌŵĞĨĨĞĐƚƐŽĨKs/-ϭϵ͘DŽƐƚƉĞŽƉůĞ ƌĞĐŽǀĞƌŝŶĂĨĞǁǁĞĞŬƐĂĨƚĞƌŝŶĨĞĐƚŝŽŶ͘KƚŚĞƌƐŚĂǀĞƐǇŵƉƚŽŵƐƚŚĂƚůŝŶŐĞƌŽƌƌĞƚƵƌŶĨŽƌǁĞĞŬƐŽƌ ŵŽŶƚŚƐ͕ŝŶĐůƵĚŝŶŐĨĂƚŝŐƵĞ͕ƐŚŽƌƚŶĞƐƐŽĨďƌĞĂƚŚ͕ΗďƌĂŝŶĨŽŐΗĂŶĚƚƌŽƵďůĞƐůĞĞƉŝŶŐ͘ x ZĞĐŽǀĞƌͬZĞĐŽǀĞƌǇ͗ ĂƌĞƚƵƌŶƚŽĂŶŽƌŵĂůƐƚĂƚĞŽĨŚĞĂůƚŚ͕ŵŝŶĚŽƌƐƚƌĞŶŐƚŚ͖ƚŽƌĞŐĂŝŶ ƉŽƐƐĞƐƐŝŽŶŽĨƐŽŵĞƚŚŝŶŐůŽƐƚ;ŽƌƐƚŽůĞŶͿ͘ ATTACHMENT 2 Page ϴϵ of ϴϵ x Remote work: ĂƚǇƉĞŽĨĨůĞǆŝďůĞǁŽƌŬŝŶŐĂƌƌĂŶŐĞŵĞŶƚƚŚĂƚĂůůŽǁƐĂŶĞŵƉůŽǇĞĞƚŽǁŽƌŬ from a ƌĞŵŽƚĞůŽĐĂƚŝŽŶŽƵƚƐŝĚĞŽĨĐŽƌƉŽƌĂƚĞŽƌĞŵƉůŽǇĞƌŽĨĨŝĐĞƐ͘ůƐŽŬŶŽǁŶĂƐǁŽƌŬĨƌŽŵŚŽŵĞ ;t&,ͿŽƌƚĞůĞĐŽŵŵƵƚŝŶŐ͘ x ZĞƐŝůŝĞŶƚͬZĞƐŝůŝĞŶĐǇͬZĞƐŝůŝĞŶĐĞ͗dŚĞĂďŝůŝƚǇƚŽďĞƚƚĞƌĂǀŽŝĚ͕ǁŝƚŚƐƚĂŶĚŽƌƌĞĐŽǀĞƌĨƌŽŵ ĚŝĨĨŝĐƵůƚ ĐŽŶĚŝƚŝŽŶƐŽĨǀĂƌŝŽƵƐƐĐĂůĞƐ͘ x ^ŽĐŝĂůŝƐƚĂŶĐĞ͗ ƐŽĐŝĂůĚŝƐƚĂŶĐŝŶŐŝŶǀŽůǀĞƐŵĞĂƐƵƌĞƐƚŽƌĞƐƚƌŝĐƚǁŚĞŶĂŶĚǁŚĞƌĞƉĞŽƉůĞĐĂŶ gather x ^ƚƌĂƚĞŐŝĐWůĂŶ͗ ĂĚŽĐƵŵĞŶƚǁŚŝĐŚƐĞƚƐĨŽƌƚŚĂǀŝƐŝŽŶĨŽƌƚŚĞĨƵƚƵƌĞĂŶĚŝĚĞŶƚŝĨŝĞƐƚŚĞŐŽĂůƐĂŶĚ ŽďũĞĐƚŝǀĞƐƚŽĂĐŚŝĞǀĞƚŚĂƚǀŝƐŝŽŶ͕ĂŶĚƚŚĞƐĞƋƵĞŶĐĞŝŶǁŚŝĐŚƚŚŽƐĞŐŽĂůƐƐŚŽƵůĚĨĂůůƐŽƚŚĂƚƚŚĞ ŽƌŐĂŶŝǌĂƚŝŽŶŝƐĞŶĂďůĞĚƚŽƌĞĂĐŚŝƚƐƐƚĂƚĞĚǀŝƐŝŽŶ͘ x sĂĐĐŝŶĞ͗ ĂƉƌŽĚƵĐƚƚŚĂƚƐƚŝŵƵůĂƚĞƐƚŚĞďŽĚǇΖƐŝŵŵƵŶĞƐǇƐƚĞŵƚŽŵĂŬĞĂŶƚŝďŽĚŝĞƐĂŶĚƉƌŽǀŝĚĞ ŝŵŵƵŶŝƚǇĂŐĂŝŶƐƚĂƐƉĞĐŝĨŝĐǀŝƌƵƐŽƌ other germ x sŝďƌĂŶƚͬsŝďƌĂŶĐǇ͗ƐĞŶƐĞŽĨƉůĂĐĞĂŶĚďĞůŽŶŐŝŶŐĨŽƌĂůů͘&ƵůůŽĨĞŶĞƌŐǇĂŶĚĞŶƚŚƵƐŝĂƐŵ ACRONYMS x ARPA: ŵĞƌŝĐĂŶZĞƐĐƵĞWůĂŶĐƚ͕ĨĞĚĞƌĂůĂĐƚƉĂƐƐĞĚŝŶDĂƌĐŚϮϬϮϭ͕ĞƐƚĂďůŝƐŚĞĚΨϭ͘ϵƚƌŝůůŝŽŶŝŶ Ks/-ϭϵƌĞůŝĞĨĨƵŶĚŝŶŐ͘dŚĞŝƚǇƌĞĐĞŝǀĞĚΨϮϴ͘ϭDŽĨZWĨƵŶĚƐŝŶϮϬϮϭ͘ x /WK͗ůĂĐŬ͕/ŶŐĞŶŝŽƵƐ͕WĞŽƉůĞŽĨŽůŽƌ x Z^Đƚ͗ŽƌŽŶĂǀŝƌƵƐŝĚ͕ZĞůŝĞĨ͕ĂŶĚĐŽŶŽŵŝĐ^ĞĐƵƌŝƚǇ;Z^ͿĐƚ͘^ŝŐŶĞĚŝŶƚŽůĂǁ ŽŶ DĂƌĐŚϮϳ͕ϮϬ /ƚƐŚŽƵůĚďĞŶŽƚĞĚƚŚĂƚƚŚĞŝŶĐůƵĚĞĚĂĐƚŝŽŶƐĂƌĞŽŶůǇĞǆĂŵƉůĞƐŽĨĂĐƚŝŽŶƐƚŚĂƚ ĐŽƵůĚďĞƚĂŬĞŶ͕ŶŽƚŶĞĐĞƐƐĂƌŝůǇƚŚĞĂĐƚŝŽŶƐƚŚĂƚǁŝůůďĞƚĂŬĞŶĂƐĂƌĞƐƵůƚŽĨƚŚŝƐWůĂŶ͘ This ĂƉƉƌŽĂĐŚǁĂƐĐŚŽƐĞŶĚƵĞƚŽƚŚĞĞǀĞƌ-ĐŚĂŶŐŝŶŐŶĂƚƵƌĞĂŶĚƵŶĐĞƌƚĂŝŶƚǇŽĨƚŚĞƉĂŶĚĞŵŝĐ͘EŽƚ ĐƌĞĂƚŝŶŐĂŶŽǀĞƌůǇ ƉƌĞƐĐƌŝƉƚŝǀĞ͕ĞǆŚĂƵƐƚŝǀĞůŝƐƚĂůƐŽĂůůŽǁƐŽƉƉŽƌƚƵŶŝƚŝĞƐƚŽďĞŶŝŵďůĞĂŶĚ ŝŶŶŽǀĂƚŝǀĞŝŶƌĞĐŽǀĞƌǇĂŶĚƐƵƉƉŽƌƚƚŚŽƐĞŵŽƐƚŝŵƉĂĐƚĞĚďǇƚŚĞƉĂŶĚĞŵŝĐ͘ϮϬ͕ďǇŽŶŐƌĞƐƐ͘dŚĞ Z^ĐƚĞƐƚĂďůŝƐŚĞĚĂΨϭϱϬďŝůůŝŽŶŽƌŽŶĂǀŝƌƵƐZĞůŝĞĨ&ƵŶĚ;sZ&ͿƚŚĂƚǁĂƐĚŝƐƚƌŝďƵƚĞĚto ĐŽŵŵƵŶŝƚŝĞƐƚŚƌŽƵŐŚŽƵƚƚŚĞhŶŝƚĞĚ^ƚĂƚĞƐƚŽƐƵƉƉŽƌƚƉĂŶĚĞŵŝĐƌĞƐƉŽŶƐĞ͘Z^ĨƵŶĚƐǁĞƌĞ ĚŝƐƚƌŝďƵƚĞĚƚŚƌŽƵŐŚƚŚĞ^ƚĂƚĞŽĨ ŽůŽƌĂĚŽƚŽƚŚĞŝƚǇŽĨ&ŽƌƚŽůůŝŶƐ͕ǁŚŝĐŚƌĞĐĞŝǀĞĚΨϵ ŵŝůůŝŽŶŝŶZ^sZ&ĨƵŶĚƐŝŶϮϬϮϬ͘ x CVRF: ŽƌŽŶĂǀŝƌƵƐZĞůŝĞĨ&ƵŶĚ͘ƐƚĂďůŝƐŚĞĚďǇƚŚĞϮϬϮϬZ^Đƚ͘ƐƚĂďůŝƐŚĞĚĂΨϭϱϬďŝůůŝŽŶ ĨƵŶĚƚŽƐƵƉƉŽƌƚƉĂŶĚĞŵŝĐƌĞƐƉŽŶƐĞĂŶĚƌĞůŝĞĨ͘dŚƌŽƵŐŚƚŚĞ^ƚĂƚĞŽĨŽůŽƌĂĚŽ͕ƚŚĞŝƚǇŽĨ&Žƌƚ ŽůůŝŶƐƌĞĐĞŝǀĞĚΨϵŵŝůůŝŽŶŝŶZ^sZ&ĨƵŶĚƐŝŶϮϬϮϬ͘ x /WK͗ ůĂĐŬ͕/ŶĚŝŐĞŶŽƵƐ͕ĂŶĚWĞŽƉůĞŽĨŽůŽƌ x FoCo: &ŽƌƚŽůůŝŶƐ x NoCo͗EŽƌƚŚĞƌŶŽůŽƌĂĚŽ͘ x REDI͗ZĞŐŝŽŶĂůĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ/ŶŝƚŝĂƚŝǀĞ͘ x SLFRF: ^ƚĂƚĞĂŶĚ>ŽĐĂů&ŝƐĐĂůZĞĐŽǀĞƌǇ&ƵŶĚƐĨƌŽŵƚŚĞŵĞƌŝĐĂŶZĞƐĐƵĞWůĂŶĐƚ;ZWͿ͘ΨϯϲϬ ǁĂƐĂůůŽĐĂƚĞĚǀŝĂ^>&Z&ƚŽƐƚĂƚĞĂŶĚůŽĐĂůŐŽǀĞƌŶŵĞŶƚƐƚŽĂƐƐŝƐƚǁŝƚŚ recovery. x t&, – ǁŽƌŬĨƌŽŵŚŽŵĞ ATTACHMENT 2 City Recovery Plan01.25.2022Travis Storin, Chief Financial OfficerSeonAh Kendall, City Recovery ManagerSarah Meline, Recovery Policy and Engagement SpecialistATTACHMENT 3B.1.3Packet Pg. 99Attachment: Powerpoint Presentation (11165 : Recovery Plan) Agenda1. Recovery Plan Updates• Vision and Timeline• Themes and Outcomes2. Questions and DiscussionATTACHMENT 3B.1.3Packet Pg. 100Attachment: Powerpoint Presentation (11165 : Recovery Plan) 3Questions for Council• What additional outcomes or objectives are missing from the Draft Recovery Plan? What should be adjusted?• Does Council support bringing forward the final version of the Plan for adoption on March 1, 2022?ATTACHMENT 3B.1.3Packet Pg. 101Attachment: Powerpoint Presentation (11165 : Recovery Plan) Recovery Plan Themes, Outcomes and PrioritiesATTACHMENT 3B.1.3Packet Pg. 102Attachment: Powerpoint Presentation (11165 : Recovery Plan) 5Plan UpdatesOverall Updates• Additional work around terms and language• Consistency throughout the plan, alignment with other City plans, including Strategic Plan• Reworking / expansion of outcomes, objectives & actions based on feedback• Specifics on following slides• How to help those most impacted? Avoid K-shaped recovery• Pandemic intensified need for some work in preexisting plans to be enhanced or accelerated• Balance of additional resources needed to accomplish good work already occurring with new / pilot projectsSM0ATTACHMENT 3B.1.3Packet Pg. 103Attachment: Powerpoint Presentation (11165 : Recovery Plan) Slide 5SM0 not sure if we want to write this but let me know what you thinkSarah Meline, 2022-01-18T20:11:50.162ATTACHMENT 3B.1.3Packet Pg. 104Attachment: Powerpoint Presentation (11165 : Recovery Plan) 6Summary of Recovery Themes & OutcomesRecovery Themes Recovery Outcomes Health1a.Support clear and effective communication of public health orders.1b.Enhance efforts to ensure basic needs are met in the community.1c.Mental and physical health is valued as necessary and prevention-based.Equity and Community Resilience2a.Foster a sense of belonging and community trust.2b.Accelerate the City’s Housing Strategic Plan’s vision that “everyone has healthy, stable housing they can afford.”2c.Expand and leverage existing partnerships to quickly connect people experiencing homelessness (PEH) to resources and services.Economic Recovery3a. Small businesses, creatives and nonprofits have the resources they need to thrive.3b.Safe and stable employment, current and future.3c.Equitable and affordable childcare is accessible.Environmental Resilience4a.Commit to environmental justice and resilience as reflected in Our Climate Future.4b.Resilient infrastructure is reliable and affordable.4c:Open space, natural amenities and ecosystems are thriving and accessible.ATTACHMENT 3B.1.3Packet Pg. 105Attachment: Powerpoint Presentation (11165 : Recovery Plan) 7Health OutcomesOutcome Objective1a. Support clear and effective communication of public health orders.• Share clear, consistent public health guidance.• Ensure access and availability to personal protective equipment (PPE) and COVID-19 tests.1b. Enhance efforts to ensure basic needs are met in the community.• Strengthen nonprofits and other existing networks that provide essential needs to those most vulnerable in Fort Collins. • Improve air quality for all community members, especially historically underserved groups and adapt to air quality impacts we cannot control (e.g., emissions from wildfires).• Increase access to multiple modes of transportation.1c. Mental and physical health is valued as necessary and prevention-based.• Ensure access and affordability to local mental and behavioral health services, including those in need of bilingual, multicultural providers.• Expand opportunities and lower barriers for public access to cultural experiences and venues.ATTACHMENT 3B.1.3Packet Pg. 106Attachment: Powerpoint Presentation (11165 : Recovery Plan) 8Equity & Community OutcomesOutcome Objective2a. Foster a sense of belonging and community trust.• Foster a culture of belonging.• Support neighborhood-driven resilience while also improving social capital and capacity.• Accelerate the FoCo Creates Arts and Culture Master Plan, Goal 1 – Inclusion and Equity - Highlighting Strategy 1.2 Promote and increase the visibility and support of the diverse cultural artists and organizations in Fort Collins.• Codesign multicultural activities and generative spaces for improved access and opportunities. 2b. Accelerate the City’s Housing Strategic Plan’s vision that “everyone has healthy, stable housing they can afford.”• Preserve existing affordable housing.• Increase housing supply, affordability, diversity, and choice by 10% of overall housing stock by 2040.• Increase housing stability and renter protections.2c. Expand and leverage existing partnerships to quickly connect people experiencing homelessness (PEH) to resources and services.• Expand funding to community organizations that operate programs and services that support PEHs.• Accelerate plans for a 24/7 shelter for those experiencing homelessness.• Support regional solutions such as the Northern Colorado Continuum of Care and Coordinated Assessment and Housing Placement System through funding and leadership.ATTACHMENT 3B.1.3Packet Pg. 107Attachment: Powerpoint Presentation (11165 : Recovery Plan) 9Economic OutcomesOutcome Objective3a. Small businesses, creativesand nonprofits have the resources they need to thrive.• Enhance support services and tools to enable operations to be soundly positioned for successful recovery, including but not limited to capital access, translation of information in multiple languages, etc.• Support smooth and timely ability for facility modification to deliver goods and services with increased public safety protocols.• Focus on programs and services that support historically underserved community members.3b. Safe and stable employment, current and future.Individual/Employee:• Support partnerships that develop the workforce businesses need.• Bring in training that is available regionally but not directly to Fort Collins.• Prioritize learning loss mitigation programs and services that support students with high risk factors and/or are part of historically underserved populations.• Reduce barriers that inhibit students/families from full participation in educational, workforce and employment opportunities.Business/Employer:• Support businesses and nonprofit ability to find and recruit labor that meets their needs.• Enhance the ability of businesses to implement flexible labor practices (i.e., remote, hybrid, gig/contractual, variable shifts, job share, etc.).3c. Equitable and affordable childcare is accessible. • Advance regional, systemic and sustainable childcare solutions. Original and collaborative strategies are needed to address the compounding challenges facing the childcare industry.• Recruit, develop and retain dedicated employees in the early childhood education profession. ATTACHMENT 3B.1.3Packet Pg. 108Attachment: Powerpoint Presentation (11165 : Recovery Plan) 10Environmental OutcomesOutcome Objective4a. Commit to environmental justice and resilience as reflected in Our Climate Future.• Identify criteria, process and funding options to revitalize neighborhood and community parks. • Accelerate support to address vulnerabilities to natural hazards, including proactive mitigation actions and preparing the community to minimize impacts to people, property, and critical facilities.• Support community- and neighborhood-led workshops for community members to identify sustainable solutions to support resilience.• Decrease barriers and increase access to affordable home/community gardening, sustainable farming and community supported agriculture (CSAs).4b. Resilient infrastructure is affordable and attainable.• Access to healthy, energy- and water-efficient indoor spaces, including homes and work environments. • Transportation and mobility systems are resilient to a variety of expected and unexpected disruptions.• Reliable water and electric infrastructure are more resilient to a variety of expected and unexpected disruptions.4c. Open space, natural amenities and ecosystems are available and preserved.• Enhance access to open space, parks, natural areas, and diverse and accessible recreation opportunities to support the physical and mental health of residents. • Identify vulnerabilities to natural hazards, identify proactive mitigation actions, and prepare adequately to minimize impacts to people, property, and critical facilities.• Support a healthy and diverse urban tree canopy to reduce air and light pollution and lower energy costs.ATTACHMENT 3B.1.3Packet Pg. 109Attachment: Powerpoint Presentation (11165 : Recovery Plan) 11Summary of Plan Updates• 1b. Air Quality incorporated, mobility objective added• 2a. Foster a sense of belonging & community trust• Create changed to foster• Added Arts & Master Plan objectives to align / highlight connections• Reworded action to highlight need to increase understanding/education about centering solutions in equity• 3b. Safe & Stable Employment reworked, objectives & actions separated into individual vs. business• 4a. Environmental Justice (renamed)• Food-related objectives synthesized into one• 4b. Resilient Infrastructure• One Water term removed, actions reworked to be clearer• 4c. Ecosystems added• Throughout - Added in more related to neighborhood- / community-level creation of environmental justice solutions• 2a, 4a, 4c – specific examplesATTACHMENT 3B.1.3Packet Pg. 110Attachment: Powerpoint Presentation (11165 : Recovery Plan) 12Questions for Council• What additional outcomes or objectives are missing from the Draft Recovery Plan? What should be adjusted?• Does Council support bringing forward the final version of the Plan for adoption on March 1, 2022?ATTACHMENT 3B.1.3Packet Pg. 111Attachment: Powerpoint Presentation (11165 : Recovery Plan) For More Information, VisitTHANK YOU!Ourcity.fcgov.com/forfocoATTACHMENT 3B.1.3Packet Pg. 112Attachment: Powerpoint Presentation (11165 : Recovery Plan) Finance Administration 215 N. Mason Street PO Box 580 Fort Collins, CO 80522 970.221.6505 970.224.6107 - fax fcgov.com MEMORANDUM DATE: January 21, 2022 TO: Mayor and City Councilmembers FROM: Kelly DiMartino, Interim City Manager Travis Storin, Chief Financial Officer SeonAh Kendall, City Recovery Manager RE: State ARPA Funding Application Project Update The purpose of this memorandum is to provide City Council with a follow up on the State of Colorado American Rescue Plan Act (ARPA) application and projects. On December 29, 2021, Interim City Manager DiMartino sent an email to Councilmembers with a brief recap of the State ARPA guidance and application process, as well as a summary document of the proposed projects. At the Tuesday, January 25, 2022, Council Work Session, staff will provide an overview of the proposed projects to seek Council’s interest and/or support for the projects. The chart and checkmarks on the PowerPoint slides are staff recommendations. Staff is seeking Council’s direction on interest and/or support to continue exploring and developing project design, a local financial commitment, and/or a letter of support. Attachment 1: January 25, 2022 Work Session PowerPoint Presentation – State ARPA Funding Application Project Update cc:Kyle Stannert, Deputy City Manager Jacqueline Kozak Thiel, Chief Sustainability Officer Beth Yonce, Social Sustainability Director Josh Birks, Economic Health & Redevelopment Director Clay Frickey, Redevelopment Program Manager Sarah Meline, Recovery Policy & Project Specialist ATTACHMENT 4 B.1.4 Packet Pg. 113 Attachment: State ARPA Fund Memo with Presentation (11165 : Recovery Plan) City Manager’s Office City Hall 300 LaPorte Ave. PO Box 580 Fort Collins, CO 80522 970.221.6505 970.224.6107 - fax fcgov.com Proposed Regional Applications for State ARPA Funding Summary: Two of the fourteen projects previewed on December 17, 2021, were proposed by City staff. The list below is an overview of project title and summary. The idea of many of the projects is that they can be placed anywhere in the region but customized for the need of the local community. Due to the shift in application deadlines, team leads are meeting with working teams to refine the project applications. Staff will continue to update Council on the changes to the projects and timeline, as they become available. PROJECT TITLE AND LEAD SUMMARY 1. Multicultural Business and Entrepreneur Center (MBEC) Lead: City of Fort Collins The purpose of the MBEC is to create multilingual business and entrepreneur centers located throughout the County (at various community hubs and workforce training centers):  Provide entrepreneurs easy access to business services, resources, mentorship, and specialty training.  Connect entrepreneurs with critical resources to create, launch, and grow a business, furthering the commitment that all businesses are privy to the same information.  Enhance and complement existing business support programs and agencies by providing multilingual workshops and training for entrepreneurs and small businesses.  Foster new relationships and build trust across the business community, especially with BIPOC, non-English speaking, and women entrepreneurs. *NOTE: in this context “businesses” include both for profit and nonprofit or not-for-profit entities. B.1.4 Packet Pg. 114 Attachment: State ARPA Fund Memo with Presentation (11165 : Recovery Plan) 2 2. North Fort Collins Community Hub Lead: City of Fort Collins This project is a 35-acre redevelopment in North Fort Collins. Despite being less than a mile from Downtown Fort Collins, many that live north of the Poudre River see their community as being disconnected from Downtown and the rest of the community. Through various community engagement efforts, community members have expressed the need for more affordable housing options, access to training for job skills, and gaps in services for people experiencing mental health issues. This is especially true for Latino/Latinx community members. The City of Fort Collins has made strategic investments in this area to support these objectives. The City owns a parcel slated for regional stormwater detention permit development in this area along with a 5-acre parcel set aside for permanent affordable housing. Transfort is currently exploring opportunities to bring rapid transit bus service to the corridor. In partnership with Bohemian Foundation and others, the City looks to assemble the remaining parcels in this 35- acre area to develop a community hub in North Fort Collins. This community hub would address many of the deficiencies community members see in their neighborhood and feel more of a sense of belonging and opportunity in Fort Collins. The resources offered related to workforce development and mental/behavioral health can be scaled to reach communities across the County. By partnering with the Larimer County Workforce Development Center, we can provide these job training resources across Larimer County. Loveland and Estes Park have both expressed an interest in partnering on bringing these resources to their communities and tailoring it to their needs. We envision a similar model for providing mental and behavioral health resources. 3. 24/7 Homeless Shelter Lead: Denver Rescue Mission Building adequate 24/7 shelter for our region’s homeless population is not only a life-saving amenity providing basic needs to instill dignity for those experiencing homelessness like overnight beds, showers, bathrooms, and storage, but also a crucial entryway to actual housing solutions via case management, housing navigation, and access multiagency housing resources. 4. Youth Homeless Shelter/Housing Lead: Poudre School District Youth shelter/services hub/campus to include emergency youth sheltering (12-20 years of age), supportive/transitional housing for youth exiting systems such as foster care, McKinney-Vento programming with school districts, and juvenile justice (18-24 years of age), and appropriate wrap-around services such as case management, economic security, behavioral health, etc (for both shelter and transitional housing youth populations). B.1.4 Packet Pg. 115 Attachment: State ARPA Fund Memo with Presentation (11165 : Recovery Plan) 3 5. Affordable Housing Pipeline – New and Preservation Lead: Housing Catalyst Fund for construction of new and preservation of existing permanently affordable rental units. Fund will provide “gap” funding to catalyze these shovel-ready developments sooner rather than later to meet our dire affordable housing needs side, but also on the development cost side. Affordable housing development and preservation deals are extremely complex and require a multitude of layering “gap” sources. Our community has a finite amount of gap funding resources, so our affordable housing organizations often end up competing against one another or postponing projects into future funding rounds. Housing Catalyst, Loveland Housing Authority, Estes Park Housing Authority, Neighbor to Neighbor, CARE Housing and Habitat for Humanity all have projects that can be completed in the next few years if gap funding is available. Housing Catalyst may also have an additional project ready to go acting as Wellington Housing Authority. $18M fund would provide “gap” funding in the amount of approximately $30K per unit for approximately 600 units of new and preserved affordable housing. While these projects are in the pipeline, this fund is transformational in that it helps these projects come to fruition as soon as possible to meet our urgent and emergent needs and to ensure they can come to fruition given new challenges created by Covid. $30K per unit is now an amount also used by other funders such as DOH, knowing that multiple gap funding sources are required to develop permanently affordable housing. Currently, $313,442 per unit is an average cost per unti of new construction per CHFA. B.1.4 Packet Pg. 116 Attachment: State ARPA Fund Memo with Presentation (11165 : Recovery Plan) 4 6. Heartside Hill Development (Early Childhood Education) Lead: CARE Housing Heartside Hill is a multi-faceted, collaborative development project addressing Larimer County’s greatest challenges- ranging from access to affordable rental housing and homeownership, early childhood education, and other community resources including workforce development, youth programming, and behavioral/mental health services. While this summary covers the entire project, the request is specifically for the community center including an early childhood center and other critical community resources. Heart of the Rockies Christian Church has always planned to donate its undeveloped land at the northwest corner of Trilby and Lemay in Fort Collins to local nonprofit organizations to benefit the greater community. In 2019, three primary partners were selected to join in a collaborative effort to develop the property – CARE Housing, Fort Collins Habitat for Humanity, and L’Arche Fort Collins. 7. Micro Housing to Reduce Homelessness Lead: City of Loveland Project One is supportive housing located in Loveland. Project Two is housing in north Loveland, south Fort Collins, or unincorporated Larimer County to provide housing to homeless youth, ages 18 to 24, specifically for youth working to complete high school. Both projects are modeled after the Greenspire Apartments in Longmont (https://heartofabuilding.com/greenspire-apartments/). The cost of the Greenspire apartments was $3.4M. The budget and architectural plans are public information on this site. The cost of these two projects have been increased by $600K and $800K respectively to account for increases in the cost of materials and the need to purchase land for youth housing. Both are overestimated and will be narrowed down once I am able to add a developer to the project. Both projects will require on-going services and both complexes will have an office to accommodate both staff and property management. B.1.4 Packet Pg. 117 Attachment: State ARPA Fund Memo with Presentation (11165 : Recovery Plan) 5 8. Behavioral Health Center – Youth + Training Institute Lead: Larimer County Address existing gaps in behavioral health services specifically for youth, such as residential treatment, IOP, OP, family, group and substance use disorder treatment. Increased partnerships with youth serving organizations and school districts will be critical to the success of this effort. Increase equitable and paid training opportunities for students pursuing behavioral health-related careers Provide opportunities to re-skill and up-skill the current BH workforce (from MD to Peer Specialist) as well as increase credentialed/non-credentialed behavioral health workforce and fill current/future vacancies locally, statewide, nationally, and internationally through partnership with CSU, etc. Provide on-site supports and services to students (internships/fellowships/residencies/rotations) including housing, and clinical supervision, at the Larimer County Behavioral Health Campus. 9. K-12 Workforce Development Centers Lead: Larimer County A Regional [Youth] Workforce Development Center could serve as a stand-alone career and technical education (CTE) and college preparatory facility accessible for high school students in PSD, TSD, EPSD, disconnected youth and some adult populations. Programming and curriculum will be focused on the development of knowledge, skills and abilities for high-demand, upwardly mobile careers and tied to industry recognized credentials and certifications. The centers will leverage the existing Work Based Learning Alliance to provide “earn while you learn” opportunities like internships and apprenticeships. The centers can also serve as a bridge to college or entrepreneurial opportunities, as well as a community focal point for cross-sector and educational partnerships. 10. Innovation Hub at NoCo Airport Lead: Larimer County As a general aviation and commercial airport, the NoCo Airport (FNL) is a major economic catalyst in the Northern Colorado region. It can serve as a test bed and training ground for leading edge technology associated with, but not limited to aviation, avionics, unmanned aircraft, remote tower air traffic control, electric vehicles, materials, science, and related fields. This project consists of construction of a new terminal and community facility with ample dedicated room and appropriate technology for CTE for students in PSD, TSD and EPSD, Aims CC and FRCC. The facility would also have space for targeted workforce development programs for adults and could accommodate corporate trainings and community gatherings. B.1.4 Packet Pg. 118 Attachment: State ARPA Fund Memo with Presentation (11165 : Recovery Plan) 6 11. Collaborative Child, Youth and Family Services Campus Lead: Larimer Boys and Girls Club The concept is a place-based campus approach that will house multiple agencies who will specialize in direct services needed by families, with a prominent focus on childcare and youth programming, and mental health. Specific services would include: 1. Childcare, 0-3 years old 2. Full Day and Half Day Preschool options, 4-5 years old 3. Before/After School Care for youth ages, 5-12 years old 4. Teen development services for youth ages 13-18 (academic support, workforce readiness and more) 5. Specialty care for children and youth with physical or developmental disabilities 6. Mental health support for youth and families 7. Food & basic needs distribution 8. Recreation 9. Adult education 10. Case work to support families through immigrant resources, housing, and legal counseling 11. Unique and comprehensive transportation route tailored to specific areas in Loveland Additional benefits of this collaborative model include: a shared workforce, collaborations on staff training and childcare licensing, joint fundraising, uniform operating models and systems of care that work better for families, long-term youth tracking, shared back offices systems and protocols. B.1.4 Packet Pg. 119 Attachment: State ARPA Fund Memo with Presentation (11165 : Recovery Plan) 7 12. Recreational Sports Complex at The Ranch Lead: Larimer County The primary objective for this project is spur economic recovery through a transformational opportunity to reshape recreation and sports-related tourism industries in Northern Colorado, while providing much needed amenities for young people and adults. The County heard from key community stakeholders that there is a significant need for more local swim and hockey (ice) programming. That “need” was verified by a consulting firm. Both Poudre and Thompson School Districts expressed that ice sheets are one of the top two major needs among their athletic programs when the study was conducted. Multiple organizations interviewed expressed an interest in moving existing operations to a potential new ice facility and utilizing it as their “home rink”. The following groups expressed an interest in using a new facility, Colorado State University Women’s Hockey, Northern Colorado Youth Hockey Association, Greeley Youth Hockey, Resurrection High School. There is a shortage of local competitive swim facilities. The following area groups expressed an interest in using a new facility, Colorado Swim Academy, and Loveland Swim Club. Both indicated they could grow their programs with additional pool availability and shared that a new facility may be better able to accommodate swim meets. 13. Castle Ridge Home Ownership Development Lead: Town of Estes Park The project will serve working individuals within the Estes Park Community with an opportunity to purchase a deed restricted townhome. Approximately half would/could be sold as market rate (to support income for additional development or deed restricted opportunities and the other half to be sold as deed restricted units serving those at or below 150% AMI in perpetuity. B.1.4 Packet Pg. 120 Attachment: State ARPA Fund Memo with Presentation (11165 : Recovery Plan) 8 14. Workforce Housing and Childcare on Town-Owned Land Lead: Town of Estes Park The Town of Estes Park owns two parcels – one with about 45 developable acres and another with less than one acre – on which workforce housing could be constructed along with a space or spaces for childcare. The Town is currently engaged in negotiations with a nonprofit workforce housing developer to assist with development on the larger parcel, known as the Fish Hatchery property. We believe ARPA funds could help finance the portion of the project planned to be owned by the Town, including a space for childcare and associated housing for the childcare workforce. We expect that we could develop six to eight additional workforce housing units on the smaller parcel located at 179 Stanley Circle. The lack of workforce housing and spaces for childcare in Estes Park have each been characterized as at crisis levels. A 2016 housing needs assessment identified the need for about 1,600 workforce housing units locally (our population is about 6,000). We expect that number has increased in recent years and, in fact, have secured funding to assist with a new needs assessment and strategic plan in 2022. On the childcare front, we have zero licensed childcare space for infants in Estes Park. What this means is that working people wishing to start families often have to move out of the area or cannot move here until their children are school-aged. B.1.4 Packet Pg. 121 Attachment: State ARPA Fund Memo with Presentation (11165 : Recovery Plan) # !! !#" ! !#"#B.1.4Packet Pg. 122Attachment: State ARPA Fund Memo with Presentation (11165 : Recovery Plan) %)))&'% )(%(%*$",$)).())%%$)$*)%-&"%'$%'(*&&%') / ')'&'% )(%*$",%*"$%),()%(*&&%') ')'&'% )())"$,"")))).,%*"#!"%"#)'%#)(%,$""%)%$ B.1.4Packet Pg. 123Attachment: State ARPA Fund Memo with Presentation (11165 : Recovery Plan) / '% )&'%&%("0 #$*'. / '% ),'(0 '".*##' / *$(#*()$*#'. (&$). / %$"#&)%$%##*")&"'$&*"&'+)&')$'(&/ $&'% )&&")%$("(),!%$*'. B.1.4Packet Pg. 124Attachment: State ARPA Fund Memo with Presentation (11165 : Recovery Plan) B.1.4Packet Pg. 125Attachment: State ARPA Fund Memo with Presentation (11165 : Recovery Plan) #8:<28:<85537;866=73<A=,3<A808:<85537;#8:<2855/1/ " " "=5<3-=5<=:+5=;37/;;+7.7<:/9:/7/=:/7</:"3<A808:<85537;2+6,/:( ( ( )8:408:-//>/5896/7</7</:;'-28853;<:3-<8=7<A'3</+7+5A;3;378:<85537;(367+<2 !8>/5+7.( ( 86/5/;;'2/5</:/7>/:&/;-=/"3;;387( "( *8=<286/5/;;'2/5</:8=;371%8=.:/'-28853;<:3-<( " " 008:.+,5/8=;371%39/537/B #/?+7.%:/;/:>+<3878=;371+<+5A;<(2:8=128=<#88 " " /+:<;3./ 355/>/5896/7<+:5A235.288..=-+<387&8=;371(/+-2371(://8:<85537;B(36,/:537/!/6+A " "B.1.4Packet Pg. 126Attachment: State ARPA Fund Memo with Presentation (11165 : Recovery Plan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acket Pg. 127Attachment: State ARPA Fund Memo with Presentation (11165 : Recovery Plan) %)))&'% )(%(%*$",$)).())%%$)$*)%-&"%'$%'(*&&%') / ')'&'% )(%*$",%*"$%),()%(*&&%') ')'&'% )())"$,"")))).,%*"#!"%"#)'%#)(%,$""%)%$ B.1.4Packet Pg. 128Attachment: State ARPA Fund Memo with Presentation (11165 : Recovery Plan) B.1.4Packet Pg. 129Attachment: State ARPA Fund Memo with Presentation (11165 : Recovery Plan) DATE: STAFF: January 25, 2022 Molly Saylor, Senior Sustainability Specialist WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Disposable Bag Ordinance Review. EXECUTIVE SUMMARY The purpose of this item is to review the Fort Collins' Disposable Bag Ordinance in the context of the State's recent Colorado Plastic Pollution Reduction Act (HB21-1162), as well as recent stakeholder engagement, and discuss opportunities for alignment and other amendments. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. Which, if any, of the potential changes does Council support going forward? 2. If Council supports making changes to the Ordinance, does Council also support staff bringing a revised Ordinance to consider for adoption in February? BACKGROUND / DISCUSSION Reducing Plastics Pollution is an adopted Council Priority, which aligns with the community’s Road to Zero Waste goal to produce zero waste by 2030 as well as the goal to sustain and improve the health of the Cache la Poudre River and watershed. Reducing plastic pollution by implementing the Disposable Bag Ordinance is an Our Climate Future strategy in support of the Zero Waste Neighborhoods Big Move. Past Council Action • 2020-2021 - Council identified mitigating plastic pollution as a priority and worked with staff over the course of 2020 to craft the Disposable Bag Ordinance (Ordinance No. 026, 2021) which was adopted Feb 16, 2021 and affirmed by voters on April 6, 2021. All Council materials are inventoried at <https://ourcity.fcgov.com/plastics>. Disposable Bag Ordinance Overview • Adopted in February 2021; affirmed by voters in April 2021 • Effective May 1, 2022 • Bans plastic bags at large grocers (over 10,000 square ft.); 12-cent fee on paper bags • Half of the 12-cent fee goes to grocers and the other half to the City o Requires Grocer Fee Revenue Plan for grocers o Creates new City program for Plastic Pollution and Waste Reduction • Participants of any Federal, State, County of local income-qualified program are exempt from 12-cent fee Staff Recommended Updates The following sections reflect staff’s recommended updates to the Ordinance, including efforts to align Fort Collins with the State’s policy, and to incorporate feedback from stakeholders. Council may also prefer to consider alternative scenarios. Figure 1 illustrates the spectrum of possibilities for closely or loosely aligning to the State’s B.2 Packet Pg. 130 January 25, 2022 Page 2 policy. Details of staff recommendations are outlined in Figure 2 and a complete list of recommended changes and how they compare to the State’s policy is included. (Attachment 1) Figure 1. Spectrum of scenarios for loosely or tightly aligning to the State's policy Figure 2. Staff recommendation for aligning and amending the Disposable Bag Ordinance to be complementary to State policy and maintain local focus on equity and timing. CONTEXT OF STAFF RECOMMENDATION General 1. Timeline o Recommendation: Maintain the Fort Collins timeline for changes to bags at grocers, recognizing additional changes to bags and expanded polystyrene (Styrofoam) at other types of stores will come through the State’s policy in 2023 and 2024. o Current policy: Disposable Bag Ordinance is effective for large grocers as of May 1, 2022. o Context of recommendation: ▪ Fort Collins voters supported the original effective date of May 1, 2022 and grocers have already begun preparing. ▪ The State’s policy will require the City to lead extensive roll-out efforts because of the variety of stores impacted. Staff can best support all Fort Collins businesses and community members with a staggered approach, in which there is time to learn from the initial experience with grocers. (Attachment 1) Fee Elements 2. Fee amount o Recommendation: Align to the State’s policy that charges a 10-cent fee per paper bag o Current policy: 12-cent fee per paper bag B.2 Packet Pg. 131 January 25, 2022 Page 3 o Context of recommendation: ▪ When adopted, the Disposable Bag Ordinance created a new Plastic Pollution Mitigation and Solid Waste Reduction program to which City fee revenue would be applied (Attachment 2), requiring 6- cents per paper bag to conservatively cover costs. ▪ The combined impact of lowering the per bag fee but increasing the amount retained by the City maintains the necessary 6-cents per bag to run the program. ▪ See the following section on Fee Structure for more details on impacts to the City and grocers. 3. Fee structure o Recommendation: Align to the State’s policy that splits the paper bag fee revenue 60-40 (City-grocer) o Current policy: 50-50 split (City-grocer) o Context of recommendation: ▪ Both a 50-50 split of 12-cents and a 60-40 split of 10 cents results in 6-cents of revenue per bag to the City thus there is no impact to City revenues by making this change. ▪ Engagement with grocers found that aligning to the State’s fee and fee structure will streamline processes state-wide and is the preferred path forward for the majority. ▪ Less fee revenue per bag leaves fewer funds available for grocers to recover costs related to the Ordinance, which is a short-term concern for some grocers due to the impacts of supply chain disruptions on availability and cost of reusable and paper bags. Exemptions 4. Income-qualified exemption o Recommendation: Maintain current broad exemption o Current policy: Residents who participate in Federal, State, County, or local income qualified assistance programs including WIC and SNAP who provide benefit cards at the point of sale would be exempt from the paper bag fee (Attachment 3) o Context of recommendation: ▪ The State’s policy limits exemptions to Federal and State food-based income-qualified programs, which may miss participants in other programs, creating a disproportionate impact on low-income households. 5. Allow additional exemptions o Recommendation: Based on stakeholder input, allow further exemptions and exceptions to be developed and granted via administrative rule, possibly allowing for hardships beyond income (e.g. disability, access to a vehicle, etc.) or to address unique customer service situations. o Current policy: No exemptions granted other than for recipients of income-qualified programs. o Context of recommendation: ▪ Unique circumstances may create undue hardships for a variety of community members. • Circumstances may be related to protected class and therefore can’t be addressed in the same way a low-income exemption is designed. It will take additional time to explore, test and implement thoughtful and equitable exemption rules for these cases. o Example of undue hardship: Some community members with disabilities or medical conditions need to order groceries for delivery, as they are unable to shop in-store. These customers have no option to use reusable bags and avoid the paper bag fee. They may also experience a harder time handling paper bags, depending on their disability. • Additional exemptions or exceptions may be needed to handle unique customer service situations. Staff will best be able to support grocers and their customers in these scenarios if they can quickly develop and test exceptions via City Manager-approved administrative rules. B.2 Packet Pg. 132 January 25, 2022 Page 4 Definitions and Administration 6. Definitions o Recommendation: Align definitions to the State’s policy, either by adopting the exact wording or by aligning to the intent of the definition in cases where the policies are differently structured. o Staff also proposes updating and aligning some non-substantive elements of the local Ordinance. o A list of definitions for updating may be reviewed before Council adopts the final Ordinance. (Attachment 1) COMMUNITY ENGAGEMENT Staff had over forty conversations with disproportionately impacted community members and grocers to understand concerns and ideas for how to make the transition to the new rules easier. General engagement feedback can be categorized into the three themes detailed in Figure 3. Engagement themes Engagement details Ready to Go • Majority of people ready to make the change • Many community members who are seniors, low-income, or disabled already regularly use reusable bags • Many people have experienced these changes in other cities Supportive, with some help needed • Some community members are generally supportive, but may need support to transition, such as access to free reusable bags and detailed advance information on the changes • Several groups specifically asked about ways to receive free or low- cost reusable bags Concern • A small number of community members expressed dislike of regulations and/or specific parts of this Ordinance o For example, several people said they would miss plastic bags for convenience reasons or because they reuse them • Community members with disabilities raised concerns about how the Ordinance may increase barriers for people in their community Figur e 3. Engagement themes Specific Engagement Feedback - “Storyboarding” method for communicating changes: Based on feedback from People First (a local group of community members with intellectual and developmental disabilities who advocate to reduce and remove barriers to equitable community access), staff will leverage more “storyboard” based communication materials to help people understand what to do at the checkout. Storyboards can help visual learners, people with intellectual and developmental disabilities, people who speak other languages, and the general public. This builds on existing best practices for communicating waste guid elines visually. (Attachment 4) B.2 Packet Pg. 133 January 25, 2022 Page 5 NEXT STEPS Staff anticipates the following next steps: • Continue supporting early roll-out with grocers; stakeholders (February) • Based on Council feedback, bring forward draft Ordinance (February) • Council consideration of updated Ordinance (February/March) • Launch community-wide communications and outreach campaigns (March-April) • Ordinance goes into effect May 1, 2022 • Continue checking in with grocers and disproportionately impacted stakeholders (May-ongoing) ATTACHMENTS 1. Staff Recommended Changes (PDF) 2. Disposable Bag Fee Study (PDF) 3. Income Qualified Relief (PDF) 4. Stakeholder Engagement (PDF) 5. Powerpoint Presentation (PDF) B.2 Packet Pg. 134 Attachment I: Staff Recommended Updates to Fort Collins Disposable Bag Ordinance Note: The State’s Plastic Pollution Reduction Act addresses disposable bags and expanded polystyrene (Styrofoam). The following table compares only the elements of the two policies related to disposable bags. For more information on expanded polystyrene, see staff memo from September 21st, 2021. Element of Regulation Fort Collins Ordinance State Bill Staff Recommendation Recommendation No. Items regulated Plastic and Paper Bags Plastic and Paper Bags No changes – bag policies align NA Entities regulated Large grocers over 10,000 square feet with majority of typical grocery departments. All stores and retail food establishments (excepting restaurants meeting certain requirements and small stores). Maintain: Keep timeline for grocer implementation in 2022, integrating other types of stores through the State’s policy in 2023. 1 Implementation date May 1, 2022 - Plastic bag ban and paper bag fee. January 1, 2023 - Paper and plastic bags for fee January 1, 2024 - Plastic bag ban (paper bag fee continues) July 1, 2024 - Local regulation permitted if “as or more stringent.” Maintain: Keep timeline for grocer implementation in 2022, integrating other types of stores through the State’s policy in 2023. 1 Fee amount 12-cents/paper bag 10-cents/paper bag Align: Change Fort Collins’ fee to 10-cents/paper bag per grocer preference of state-wide consistency 2 Fee recovery 50-50 split (City - grocer). 60-40 split (City - grocer). Align: Change Ordinance to reflect 60-40 split between City and grocer (respectively) to be consistent. Note: City recovers 6-cents per bag in both scenarios, impact only to grocers. 3 ATTACHMENT 1B.2.1Packet Pg. 135Attachment: Staff Recommended Changes (11161 : Disposable Bag Ordinance Review) Fee use by City Various waste-related activities outlined in Disposable Bag Fee Study, aligned with State Bill. Administrative and enforcement costs and any recycling, composting, or other waste diversion programs or related outreach or education activities. No recommended changes – policies align. NA Fee exemptions Recipient of an income-qualified program. Recipient of State or Federal food assistance program. Maintain: Keep the City’s broader allowance for who can receive an income-qualified exemption as an important local equity element. 4 Other exceptions/exemptions N/A N/A Add: Based on stakeholder engagement, add language to the City’s Ordinance allowing the City Manager to make administrative rules to exempt other types of hardships. 5 Pre-emption Not addressed. Repeals blanket local pre-emption effective July 1, 2024; permits local government measures at least as stringent as State Bill on or after July 1, 2024 Maintain: Continue local implementation with original timelines, as written in local Ordinance, acknowledging there will be an approx. 1.5 year gap before the pre-emption is repealed. 1 Definitions and Non-Substantive Clean-up Disposable Bag Definition unclear on whether online shopping, pick-up and delivery are included. Definition of what is not considered a disposable bag lists many types of in-store bags. Clearly includes pick-up and delivery. Definition of what is not considered a disposable bag is more inclusive than Fort Collins’ Ordinance. Align: Local Ordinance will clearly include online shopping, pick-up and delivery. Align: Use the State’s definition to expand what is not considered a disposable bag. 6 B.2.1Packet Pg. 136Attachment: Staff Recommended Changes (11161 : Disposable Bag Ordinance Review) Reusable Bag Definition intended to avoid stores from switching to thicker plastic film bags under the guise of “reusability”; sets high standards for the type of bags that can be given away by stores and includes a “machine washable” requirement. Definition intended to avoid stores from switching to thicker plastic film bags under the guise of “reusability”; sets high standards for the type of bags that can be given away by stores but without machine-washability requirement. Align: Rework local definition of reusable bag to align to the State’s policy for consistency. Note: Staff has learned very few wholesale reusable bags are labeled as machine washable and supports removing this to not be overly restrictive of stores offering promotional bags. Staff will continue to recommend bags be washed regularly as a best practice. 6 Grocer Fee Revenue Plan Requires grocers to create a Grocer Fee Revenue Plan outlining how they will spend their fee revenue. N/A Add: Clarifying wording that grocers may apply fee revenue to support efforts to reduce plastic pollution and improve recycling and waste reduction, in alignment with the way the City is permitted to use its revenue. 6 Signage Does not specifically require grocers to post signage. Requires grocers to prominently post signage about the carryout bag fee. Align: Integrate the same wording as the State’s policy. 6 Enforcement and fees City enforcement with standard code violation penalties. Allows City to define fines and penalties. No recommended change. NA Fee collection Remittance cadence undefined. Quarterly remittance. Align: Add language to Fort Collins Ordinance defining quarterly remittance. 6 B.2.1Packet Pg. 137Attachment: Staff Recommended Changes (11161 : Disposable Bag Ordinance Review) 1 Disposable Bag Fee Study City of Fort Collins, Colorado Contents Executive Summary ....................................................................................................................................... 2 Study Overview ......................................................................................................................................... 2 Approach ................................................................................................................................................... 2 Fee Components ....................................................................................................................................... 2 Fee Calculation & Supported Fee Levels ................................................................................................... 2 Study Background ......................................................................................................................................... 3 Fee Calculation .............................................................................................................................................. 4 Methodology ............................................................................................................................................. 4 Program Costs ............................................................................................................................................... 4 Projected Fee Revenues ............................................................................................................................ 5 Recommended Fee Range ........................................................................................................................ 6 Other Considerations .................................................................................................................................... 7 Colorado and peer cities with hybrid policies in place ............................................................................. 7 Case studies .............................................................................................................................................. 7 Aspen .................................................................................................................................................... 7 Boulder .................................................................................................................................................. 8 Research Referenced .................................................................................................................................... 9 ATTACHMENT 2 B.2.2 Packet Pg. 138 Attachment: Disposable Bag Fee Study (11161 : Disposable Bag Ordinance Review) 2 Executive Summary Study Overview The City of Fort Collins is developing a single-use plastic bag ordinance to address the issue of plastic pollution, which would include a ban on providing single-use plastic bags and a fee on paper bags that would apply to large retail grocers. An ordinance will be presented for Council consideration on February 2nd and 16th and Council intends to submit the measure to the April 2021 municipal election. In determining an appropriate fee, City staff assembled the below Disposable Bag Fee Study based on the underlying costs of administering the new program. This report outlines the approach, fee components, and calculations, as well as projected fee revenue and staff recommendations for the use of fee revenue for this ordinance. The report also provides other considerations, such as alternative approaches to the fee structure and case studies from other Colorado cities that have bag ordinances in place. Approach To determine the appropriate amount for a fee on paper bags, staff gathered information on internal costs and researched results from similar programs that were implemented in other cities. Both estimated costs and forecasted revenues were calculated independently, and then backed into a specific range that was determined to be supported. Fee Components Cities imposing new fees are required to demonstrate a clear connection between program costs incurred by the City and the subject of the fee, in this case paper bags. The purpose of a fee is to defray the cost of providing a service to the community. This study includes the following cost categories in calculating the fee: 1. Current estimate of bag usage and estimate of bag use reduction if fee is imposed 2. Costs incurred by the City 3. Costs incurred by retailers Fee Calculation & Supported Fee Levels The bag fee formula is based on total cost to the City and equitable sharing of fee revenue to the retailer, against the total volume of projected bags subject to the fee: Using this approach, the fee supported could range from $0.12-0.21 per paper bag, with half of the revenue being retained by the retailer to cover their related costs. Program and Related Costs / Portion retained by City / Projected Bags Used = Fee per Bag B.2.2 Packet Pg. 139 Attachment: Disposable Bag Fee Study (11161 : Disposable Bag Ordinance Review) 3 Study Background Cities imposing new fees are required to demonstrate a clear nexus between program costs incurred by the City and the subject of the fee, in this case paper bags. The purpose of a fee is to defray the cost of providing a service to the community. This connection has been defined in different ways across Colorado and U.S. cities with a best practice being Aspen’s hybrid bag policy (see case study below). Staff recommends aligning to the approach Aspen has taken. The following fee summary reflects this approach and outlines the types of costs associated with the new program created by the ordinance that would be recovered and potential fee revenue. Proposed Plastic Pollution Mitigation and Solid Waste Reduction Program established by bag ordinance: By passing the bag ordinance, Council would create a new plastic pollution mitigation and solid waste reduction program, to which the fee revenue can be applied. The elements of this program include: • the administration and operation of the Waste Reduction Program and administration activities to collect all disposable bag fees; • activities and campaigns conducted by the City (or a contracted vendor) to provide reusable bags to residents and visitors, educate residents, businesses and visitors about the impact of disposable bags, trash, single-use plastics and other waste on the waterways and environment and on the health and welfare of its residents and visitors, the importance of reducing the number of disposable bags entering the waste stream and to raise awareness about waste reduction and recycling; • community clean-up events, City activities, and other community-led activities to reduce or mitigate solid waste and litter; • programs and infrastructure to facilitate and encourage the community to reduce waste and recycle, including community-led efforts; • creating, expanding, and maintaining equitable outreach and engagement strategies, including a public website to educate residents on the progress of waste reduction efforts; • other activities directly related to the reduction of waste from disposable bags, trash, single-use plastics and other waste and its impact on the waterways and environment within the city and the Cache la Poudre watershed; and • funding or providing other support for programs and activities conducted by others in furtherance of these purposes. The following section outlines the program costs that would be recovered and the Figure 1 establishes the fee revenue connection. B.2.2 Packet Pg. 140 Attachment: Disposable Bag Fee Study (11161 : Disposable Bag Ordinance Review) 4 Fee Calculation Methodology This fee study was conducted internally by the Sustainability Services Senior Financial Analyst and leverages baseline assumptions about plastic pollution mitigation and solid waste reduction program costs created by the ordinance and fee structure examples from other cities. Key takeaways from the fee study include: • Direct and indirect costs related to materials management, reduction, and recycling are significant when considering expanding efforts to be equitable, to support community-led efforts, and when considering infrastructure or capital investments. • Based on the assumptions outlined within the study, the total combined City and grocer cost per bag is estimated to range from approximately $0.12-0.21 per bag and would support establishing a fee up to $0.20 per bag based on the requirement for a fee to not exceed related City costs. • The costs basis was established under learnings of best practice from other cities to include recovery of direct and systems costs on an annual basis. The resulting revenues could be focused on first recovering new direct costs, but also leveraged to support long-term capital and systems investments needed to reduce plastic pollution and reach waste goals. Related costs were provided by the finance support staff for each relevant Service Area and aggregated to include both the low- and high-end estimates. This provided the range to use as a numerator for the fee calculation below: Program Costs The estimates shown in Figure 1 below represent staff’s recommendation to cover a broad range of direct and systems costs related to solid waste reduction and recycling, similar to Aspen’s fee (see case study below). Figure 1. Costs to the City for the new plastic pollution mitigation and solid waste reduction program: Cost description Annual cost range (low) (high) a. Cover the costs to administer, enforce and conduct community wide engagement about the ordinance $260,000 $300,000 b. Provide reusable bags to both residents and visitors, especially to low-moderate income residents and other historically underrepresented groups $10,000 $30,000 c. Cover a portion of the costs of existing litter pick up, stormwater, wastewater and street sweeping costs related to single-use items $100,000 $150,000 d. Cover a portion of the costs of existing paper and plastic film recycling costs at the Timberline Recycling Center $50,000 $100,000 Program and Related Costs / Portion retained by City / Projected Bags Used = Fee per Bag B.2.2 Packet Pg. 141 Attachment: Disposable Bag Fee Study (11161 : Disposable Bag Ordinance Review) 5 e. Expanded equitable engagement, outreach, and community partnership, including neighborhood and community project funding as program and funding capacity allow $175,000 $300,000 f. Solid waste reduction, recycling, plastic pollution mitigation efforts, and infrastructure, including but not limited to encouraging systems approaches to reuse and reduction efforts targeting single- use items $200,000 $500,000 Total Cost $795,000 $1,380,000 Cost per Bag (50% retained by City; 75% reduction in bags) $0.12 $0.21 Key assumptions and considerations: • Above figures reflect estimations based on current cost structures that were provided as ranges by the relevant finance analyst for each item. They do not reflect assumptions for how the costs may alter over time. • The low end of the range for each line item represents the more conservative estimate and the high end represents more expanded programming. • Details by cost o (a.) Administration cost would cover staffing for 1.0 added classified FTE that would be responsible for administering the ordinance, including outreach to and engagement with residents and businesses as the ordinance is rolled out and for enforcement support, 1.0 added FTE for the first two years to support ordinance roll out, and the costs of marketing and outreach campaign materials. o (b.) Bags are assumed to cost approximately one dollar per bag. Based on staff estimates and experiences distributing other items, it is reasonable to distribute three bags per household to 3,000 households per year. o (c.) Litter clean-up and other operational costs related to single-use plastic items and paper bag litter were estimated by finance support for each service area. This is presented as a wider range due to the challenge of estimating the exact percentage represented by these items versus overall litter. o (d.) Assumes a portion of the costs to collect and transfer plastic film, paper, and cardboard for recycling at the Timberline Recycling Center. o (e.) Assumes reimagined community engagement strategies such as: paid community partner and ambassador programs to engage on the City’s behalf, reaching parts of the community the City struggles to access; language justice and focus groups to ensure culturally relevant campaigns; and neighborhood-scale community-led projects to address barriers to waste reduction, reuse and recycling and encourage behavior change. o (f.) Investments in programs and infrastructure to protect waterways and natural areas, reduce waste, encourage reuse, and enable local circular economy progress. Infrastructure investments may include but are not limited to recycling center equipment and compost facility development. Projected Fee Revenues The estimates shown in Figure 2 below represent staff’s estimate of the base case revenues that would correlate with the fee ranges recommended based on research of other cities. This research found fees for bags that ranged between $0.05-0.25 per bag, with $0.10-0.20 being the most common in Colorado. Accordingly, staff projected the resulting revenues for a $0.10-.20 range. B.2.2 Packet Pg. 142 Attachment: Disposable Bag Fee Study (11161 : Disposable Bag Ordinance Review) 6 Figure 2. Revenue projections from the bag fee, assuming staff’s recommendation to retain 50% of the fee. Estimated Annual Revenue Fee per paper bag $ 0.10 $ 0.20 Estimated Current Number of Paper and Plastic Bags 52,500,000 Estimated Reduction in Bag Usage* 75% 75% Fee Retained by City 50% City Revenue $ 656,250 $ 1,312,500 * Based on results documented in Palo Alto This analysis was performed separately from the estimated program cost calculation in Figure 1. The results independently arriving at similar ranges ($0.10-0.20 vs. $0.12-0.21) reinforces staff’s conclusion that the proposed range is appropriate. Recommended Fee Range The above resulting revenue range of $650K-$1.3M leads to a conclusion that a fee between $0.10-0.20 per paper bag would meet the requirement for a fee to be established at or below the sum of related costs, which ranged from $795K-1.38M in Figure 1. Key assumptions and considerations: • Approximately 340 bags are used per person per year, resulting in an estimated 52,500,000 bags per year0F 1. • Palo Alto saw their hybrid approach ultimately settle at a 75% reduction of paper bags (with no plastic bags). The Fort Collins fee summary uses this data point to estimate long-term fee revenue after the initial transition1F 2. • Palo Alto also has a low-income exemption and thus numbers already reflect this assumption. Figures do not make any additional assumptions on revenue from bags exempted or provided for no cost to income- qualified community members. • Some costs to the City are expected to taper as single-use bag use (and related fees) taper. • Ten-cent and twenty-cent options are shown but other cities have used other amounts ranging from five- cents up to twenty-five-cents. • Staff recommends revisiting the level of fee to ensure it is set appropriately every 3-5 years similar to other City fees • Figures presented represent the base case analysis; staff also calculated scenarios with High, Medium, and Low assumptions for existing bag usage (250-340 bags) and reduction in single-use bags (50-90%) and found that in most scenarios, a fee between $0.10-0.20 would support the minimum program costs. 1 From Brendle, 2012 and Wagner, T, 2017 2 Palo Alto https://www.cityofpaloalto.org/civicax/filebank/documents/48074 B.2.2 Packet Pg. 143 Attachment: Disposable Bag Fee Study (11161 : Disposable Bag Ordinance Review) 7 Other Considerations Colorado and peer cities with hybrid policies in place These peer cities were used to understand typical fee ranges and to understand lessons learned from other cities that have implemented similar programs. • Aspen, CO*** • Avon, CO** • Carbondale, CO*** • Steamboat Springs, CO*** • Telluride, CO** • Vail, CO** • Eugene, OR* • Palo Alto, CA** • Santa Barbara, CA** • Tacoma, WA* • Seattle, WA* • San Francisco, CA**** Legend: * cities charging between 5 cents per paper bag; ** 10 cents, *** 20 cents, **** 25 cents Case studies These case studies gave key insight into best practices and lessons learned from other Colorado cities that have created bag programs and to which they apply fee revenue. Aspen • Key takeaways: o Allows Aspen to recover costs for reducing waste and recycling, inclusive but not limited to direct bag reduction costs • Bag policy: Hybrid approach, banning plastic bags, fee on paper bags • Fee amount: 20-cents per paper bag • Ordinance language: (f) The Waste Reduction Fee shall be administered by the City of Aspen Environmental Health Department. (g) Funds deposited in the Waste Reduction and Recycling Account shall be used for the following projects, in the following order of priorities: (1) Campaigns conducted by the City of Aspen and begun within three hundred sixty-five (365) days of the effective date of this act, to: Provide reusable carryout bags to residents and visitors; And Educate residents, businesses, and visitors about the impact of trash on the City's environmental health, the importance of reducing the number of disposable carryout bags entering the waste stream, and the impact of disposable carryout bags on the waterways and the environment. (2) Ongoing campaigns conducted by the City of Aspen to: a. Provide reusable bags to both residents and visitors; and b. Create public educational campaigns to raise awareness about waste reduction and recycling; c. Funding programs and infrastructure that allows the Aspen community to reduce waste and recycle. d. Purchasing and installing equipment designed to minimize trash pollution, including, recycling containers, and waste receptacles; e. Funding community cleanup events and other activities that reduce trash; f. Maintaining a public website that educates residents on the progress of waste reduction efforts; and g. Paying for the administration of this program. (h) The Fees shall not be used to supplant funds appropriated as part of an approved annual budget. B.2.2 Packet Pg. 144 Attachment: Disposable Bag Fee Study (11161 : Disposable Bag Ordinance Review) 1 (i) No Waste Reduction Fee shall revert to the General Fund at the end of the fiscal year, or at any other time, but shall be continually available for the uses and purposes set forth in Subsection (g) of this Section without regard to fiscal year limitation. Boulder • Key takeaways: o Outlines costs for recovery that are directly tied to bags. • Bag policy: Fee on plastic and paper bags • Fee amount: 10-cents per bag • Ordinance language: (g) Funds from the disposable bag fee shall be used only for the expenditures that are intended to mitigate the effects of disposable bags, including, without limitation, the following: (1) Administrative costs associated with developing and implementing the disposable bag fee. (2) Activities of the City to: (A) Provide reusable carryout bags to residents and visitors; (B) Educate residents, businesses and visitors about the impact of disposable bags on the City's environmental health, the importance of reducing the number of single-use carryout bags entering the waste stream and the expenses associated with mitigating the affects of single-use bags on the City's drainage system, transportation system, wildlife and environment; (C) Fund programs and infrastructure that allow the Boulder community to reduce waste associated with disposable bags; (D) Purchase and install equipment designed to minimize bag pollution, including recycling containers and waste receptacles associated with disposable bags; (E) Fund community cleanup events and other activities that reduce trash associated with disposable bags; (F) Mitigate the effects of disposable bags on the City's drainage system, transportation system, wildlife and environment; (G) Maintain a public website that educates residents on the progress of waste reduction efforts associated with disposable bags; and (H) Fund the administration of the disposable bag fee program. (h) No disposable bag fees collected in accordance with this chapter shall be used only for general government purposes. (i) Disposable bag fees collected in accordance with this chapter shall be continually available for the uses and purposes set forth in subsection (g) of this section without regard to fiscal year limitation. No disposable bag fee funds shall be used for any purpose not authorized in this chapter. B.2.2 Packet Pg. 145 Attachment: Disposable Bag Fee Study (11161 : Disposable Bag Ordinance Review) 1 Research Referenced Brendle Group Report done for City of Fort Collins from 2014 City of Aspen https://www.cityofaspen.com/DocumentCenter/View/687/City-of-Aspen-Single-Use-Bag- Study-PDF?bidId= City of Boulder https://documents.bouldercolorado.gov/WebLink/DocView.aspx?id=10701&dbid=0&repo=LF8PROD2& cr=1 City of Palo Alto https://www.cityofpaloalto.org/civicax/filebank/documents/48074 Report by Wagner, T. from 2017 B.2.2 Packet Pg. 146 Attachment: Disposable Bag Fee Study (11161 : Disposable Bag Ordinance Review) 1 Attachment III: Income-Qualified Relief Note: This attachment was originally created to support the initial adoption of the Disposable Bag Ordinance and is being shared with Council again as a reference for Recommendation 4. Recommendation The proposed bag ordinance includes a ban on plastic bags and a point-of-sale fee on paper bags which impacts Fort Collins’ residents. Staff recommendations include accommodations for our lowest earners and a two-pronged approach: 1) a cost exemption of the paper bag fee at the point-of-sale to participants who provide a benefit card reflecting participation in Federal, State, or County income-qualified aid programs to address the needs of low-income residents, and 2) distribution of reusable bags for low- to moderate-income earners. Context of Recommendations Fee Exemption at Point of Sale to Participants in Federal, State, or County income- qualified aid programs The proposed ordinance states “A large grocer may provide a disposable paper bag to a customer at no charge if the customer provides, at the time of purchase, a benefit card reflecting participation in federal, state, or county income-qualified aid program including but not limited to benefits delivered via Electronic Benefits Transfer (EBT) such as Supplemental Nutrition Assistant Program (SNAP) or Supplemental Nutrition Program for Women, Infants and Children (WIC).” The primary food assistance programs are described below. SNAP- Supplemental Nutrition Assistance Program ·The Supplemental Nutrition Assistance Program (SNAP) is a food assistance program in Colorado, formerly known as Food Stamps. SNAP provides food assistance benefits as part of a federal nutrition program to help low-income households purchase food. U.S. citizens and some non-citizens are eligible for SNAP benefits. Even if some members of the household are not eligible, household members who are eligible may still be able to get SNAP benefits. ·Proof of enrollment: CO Electronic Benefits Transfer (EBT) card ·For a family of 4, SNAP covers households below 36% Fort Collins/Loveland Family Median Income WIC -The Special Supplemental Nutrition Program for Women, Infants and Children ·The Special Supplemental Nutrition Program for Women, Infants, and Children (WIC) provides Federal grants to States for supplemental foods, health care referrals, and nutrition education for low-income pregnant, breastfeeding, and non-breastfeeding postpartum women, and to infants and children up to age five who are found to be at nutritional risk. To be eligible for this benefit program, you must be a resident of Colorado and one of the following: Pregnant, or Breastfeeding, or Postpartum, or A child 5 years old or younger. Individuals on Medicaid, TANF, SNAP or FDPIR are automatically income eligible. ·Proof of enrollment: CO Electronic Benefits Transfer (EBT) card ·For a family of 4 in Fort Collins, WIC covers households below 52% of Fort Collins/Loveland Family Median Income ATTACHMENT 3 B.2.3 Packet Pg. 147 Attachment: Income Qualified Relief (11161 : Disposable Bag Ordinance Review) 2 SNAP/WIC Eligibility Guidelines in Fort Collins Each state sets eligibility guidelines. The graphic below shows the eligibility requirements in Colorado. Reusable Bag Distribution for Low to Moderate Income Residents A portion of the revenue collected from the bag fee will be used by the City to purchase reusable bags that will be distributed to low to moderate-income residents. The City will apply an equity lens and partner with the community to create an equitable plan for distributing bags to low-income households. This is likely to include working with non-profits and government agencies such as the Food Bank, Homeward Alliance, Larimer County Workforce Center, etc. to distribute bags. Reusable bags will also be distributed through affordable housing properties and at public events hosted by the City and community nonprofits. Participants in all City income-qualified programs will receive notification about reusable bag distribution events. If additional funding is made available in advance of receiving bag fee revenue, the City will distribute reusable bags earlier. B.2.3 Packet Pg. 148 Attachment: Income Qualified Relief (11161 : Disposable Bag Ordinance Review) 3 B.2.3 Packet Pg. 149 Attachment: Income Qualified Relief (11161 : Disposable Bag Ordinance Review) 1 Attachment IV: Stakeholder Engagement Summary Key Takeaways ·Most people feel ready for these changes and will appreciate clear information on the Ordinance details in advance ·Many people appreciate the opportunity to receive free reusable bags ·Continuing to build relationships with disproportionately impacted stakeholders and grocers will help ease the transition ·Relationships will build a foundation to continue developing, testing, and implementing strategies to ease burdens on disproportionately impacted stakeholders Stakeholder-Specific Feedback Grocers ·Who we spoke to: ·King Soopers ·Safeway ·Trader Joes ·Lucky’s Market ·Whole Foods ·Wal-Mart ·Sprouts ·Target ·Sam’s Club ·Natural Grocers ·Total of 17 meetings with 40 grocer employees so far with 8 more meetings scheduled for February. ·Approach: Staff scheduled three preparation and engagement meetings with each chain between December and February. The first two meetings focused on providing an overview of the Ordinance and grocer requirements, including how to complete the Grocer Fee Revenue Plan. Staff has used this engagement opportunity to receive feedback on different elements of the Ordinance, feeding into Recommendations 1 and 5 for Council’s consideration. ·What we heard: ·Grocers have encountered these Ordinances in other cities and often have systems that can transfer to Fort Collins stores. ·Grocers are looking to understand the specifics of our Ordinance to get ready. ·Several grocers have corporate policies that support or align with this Ordinance. ·Several grocers mentioned they appreciate the partnership and support received in advance of implementation and that they have a long runway to get ready. ·The majority of grocers support aligning to the State’s fee amount and City- grocer split to increase consistency across the State. ·Some grocers also shared concerns about short-term supply chain impacts on prices and availability of reusable and paper bags. ·Generally, there are a lot of pressures on grocers at the moment, ranging from COVID impacts on staffing and supply chains to more local issues like the Boulder fires and customer tensions. ATTACHMENT 4 B.2.4 Packet Pg. 150 Attachment: Stakeholder Engagement (11161 : Disposable Bag Ordinance Review) 2 Disproportionately impacted stakeholders · Who we spoke to: · Seniors (e.g., some individual members of Senior Advisory Board, Senior Center patrons) · People with physical, intellectual, and developmental disabilities (e.g., People First members, unaffiliated community members with disabilities) · Low-income residents (e.g., CARE Housing Residents) · Over 30 community members across all groups · Note: Members of each of these groups may intersect with the others, for example, many seniors we spoke to also have a disability · Approach: Staff went to where people are in the community, offered information about the Ordinance and facilitated open conversation around what questions or concerns people had and what ideas they had to make the transition to the new bag rules easier. Whenever possible, staff prioritized deeper conversations to understand perspectives thoroughly and to build relationships and trust with these communities. · What we heard:  · Many people   Will seek to avoid paying the 12-cents by bringing reusable bags.  Already use reusable bags, although sometimes forget them.  Support moving away from disposable plastic grocery bags.  Have experienced these changes in other cities they’ve lived in or visited.  Feel ready to make the change.  Expressed respect that the voters approved the Ordinance.  Like the idea of getting free reusable bags and wanted to understand where to buy reusable bags.  Are aware of the impact of plastic bags on the environment. · Several people  Are concerned about not having plastic bags to reuse for purposes such as cleaning litter boxes and lining trash cans.  Are interested in more stores making cardboard boxes available to carry out groceries (similar to the approach used currently at Costco, Sam’s Club, and Natural Grocers).  Felt concerned about the hygiene of reusable bags and hopes City will encourage people to wash bags regularly.  Shared observations that some will be upset about the cost but believe the low-income exemptions will help.  Were curious what grocers think of the change.  Mentioned there will be an adjustment period and that it may be hard for some at first.  Liked that the Ordinance does not apply to small grocers.  Like plastic bags because of how easy they are to use and will miss them  Use in-store plastic film recycling and wish more people would use it to recycle plastic bags.  Feel confused about the State’s policy and how it will interact with our local Ordinance.  Feel confused about grocery delivery and pick-up under the Ordinance.  Expressed that they were unaware of the impacts of paper bags on the environment. B.2.4 Packet Pg. 151 Attachment: Stakeholder Engagement (11161 : Disposable Bag Ordinance Review) 3  Wanted to make sure that the changes were communicated to their community through effective channels.  Said they had a hard time picturing what to do at the cash register when using reusable bags or paying for paper bags.  Dislike regulations generally. Highlight: Storyboarding Based on feedback from People First (a local group of community members with intellectual and developmental disabilities who advocate to reduce and remove barriers to equitable community access), staff will leverage more “storyboard” based communication materials to help people understand what to do at the checkout. Storyboards can help visual learners, people with intellectual and developmental disabilities, people who speak other languages, and the general public. This builds on existing best practices for communicating waste guidelines visually. Staff is exploring a deeper partnership with People First and The Arc of Larimer County to create storyboards related to the Disposable Bag Ordinance. The final product will be integrated into the community-wide communications and outreach campaign this spring. More about People First and The Arc of Larimer County available at: https://thearcoflarimercounty.org/about-us/ https://thearcoflarimercounty.org/what-we-do/people-first/ B.2.4 Packet Pg. 152 Attachment: Stakeholder Engagement (11161 : Disposable Bag Ordinance Review) Disposable Bag Ordinance Review01-25-22Molly SaylorLead Sustainability SpecialistATTACHMENT 5B.2.5Packet Pg. 153Attachment: Powerpoint Presentation (11161 : Disposable Bag Ordinance Review) 2Questions for Council1. Which, if any, of the potential changes does Council support going forward?1. If Council supports making changes to the Ordinance, does Council alsosupport staff bringing a revised Ordinance to consider for adoption inFebruary?B.2.5Packet Pg. 154Attachment: Powerpoint Presentation (11161 : Disposable Bag Ordinance Review) STRATEGIC ALIGNMENTEnvironmental Health• 4.4 Zero waste• 4.9 Poudre River healthBUDGETProgram funded by dedicated bag fee revenue• $120k in 2022 3Plastics PollutionCOUNCIL PRIORITYPlastics Pollution• Microplastics• MacroplasticsB.2.5Packet Pg. 155Attachment: Powerpoint Presentation (11161 : Disposable Bag Ordinance Review) 4Our Climate Future AlignmentThis strategy supports Big Move 2: Zero Waste Neighborhoods It also…•centers community bymaking fee revenue available for community-led or co-led projects •centers equity by partnering with historically underrepresented groups to design materialsOCF Approach in Practice – StoryboardingStoryboarding, suggested by People First, is an accessibility tool to visually let people know what to do in new situations. Storyboards can help visual learners, people with intellectual and developmental disabilities, people who speak other languages, and the general public. B.2.5Packet Pg. 156Attachment: Powerpoint Presentation (11161 : Disposable Bag Ordinance Review) 5Fort Collins Disposable Bag OrdinanceWhat is the Fort Collins Disposable Bag Ordinance?• Adopted in February 2021; affirmed by voters in April 2021• Effective May 1, 2022• Bans plastic bags at large grocers; 12-cent fee on paper bags • Half of the 12-cent fee to grocers and the other half to the City • Requires Grocer Fee Revenue Plan• Creates new City program for Plastic Pollution and Waste Reduction• Income-qualified program participants exempt from 12-cent feeB.2.5Packet Pg. 157Attachment: Powerpoint Presentation (11161 : Disposable Bag Ordinance Review) 6Developments Since AdoptionSince Council adoption and voter approval…• Passage of Colorado Plastic Pollution Reduction Act (HB21-1162)• Stakeholder engagement (grocers and disproportionately impacted groups)• Lead sustainability specialist hired to manage Ordinance and related Program• Initial distribution of reusable bags to low-income householdsBag Distribution - Phase I• 1,300 households• 3 bags / household• Includes tips and infoB.2.5Packet Pg. 158Attachment: Powerpoint Presentation (11161 : Disposable Bag Ordinance Review) 7Engagement ThemesReady to goSupportive, with some help neededConcernOutreach approach:• Go to where people are• Relationship building •“What questions or concerns do you have?”•“What could we do to make this easier?”Outreach to:• Seniors• Community members with low/moderate incomes• Community members with disabilities• GrocersB.2.5Packet Pg. 159Attachment: Powerpoint Presentation (11161 : Disposable Bag Ordinance Review) 8Colorado Plastic Pollution Reduction ActWhat is the Colorado Plastic Pollution Reduction Act?• 2023 – All retailers to charge 10-cents per plastic or paper bag• Fed or state food assistance recipients exempt• Splits bag fee 60-40 (City-grocer).• 2024 – Plastic bags banned; Expanded polystyrene food containers banned at retail food establishments• Fee on paper bags continues• 2024 – Local government pre-emption clause repealed; local ordinances “as stringent or more stringent” than State’s policy okB.2.5Packet Pg. 160Attachment: Powerpoint Presentation (11161 : Disposable Bag Ordinance Review) 9Continuum of ScenariosContinuum of scenarios for Council consideration:Maintain local Ordinance as writtenAlign completely with StateStaff recommendation:Complementary policy (maintains timing and equity elements)B.2.5Packet Pg. 161Attachment: Powerpoint Presentation (11161 : Disposable Bag Ordinance Review) 10Staff Recommended ChangesGeneral Fees Exemptions Definitions & Administration1. Maintain timeline for bag changes for grocers2. AdoptState paper bag fee of 10-cents3. Adopt State bag fee split between City and grocers (60-40)4. Maintainexemption for allincome-qualified program recipients5. Allow administrative rules for other exceptions6. Align toState definitions7. Clean up other non-substantive elements, as identified by StaffB.2.5Packet Pg. 162Attachment: Powerpoint Presentation (11161 : Disposable Bag Ordinance Review) 11Discussion Point – Recommendations 2&3: Fee Amount and StructureConsiderations: •No impact to City revenue in either scenario – both result in 6-cents per bag to City• Majority of grocers prefer greater consistency across the State over higher grocer share• Change will mean fewer funds available to grocers for costs related to Ordinance• For example, may not cover paper bag costs with supply chain disruptionsCurrent status Proposed change12-cent fee per paper bag; 50-50 split (City-grocers)10-cent fee per paper bag; 60-40 split (City-grocers)• City – 6-cents/bag• Grocer – 6-cents/bag• City – 6-cents/bag• Grocer – 4-cents/bagB.2.5Packet Pg. 163Attachment: Powerpoint Presentation (11161 : Disposable Bag Ordinance Review) 12Discussion Point – Recommendation 4: Maintaining Broad ExemptionCurrent statusProposed changeConsiderations: • State’s policy limits exemption to food-based assistance programs only• Broader definition may be considered “less stringent” than State’s policy and thus not aligned• Maintaining aligns with previous Council’s desire to exempt as many low-income community members as possibleCurrent status Proposed changeRecipients of any Federal, State, County or local income-qualified assistance programNone – maintain as originally writtenB.2.5Packet Pg. 164Attachment: Powerpoint Presentation (11161 : Disposable Bag Ordinance Review) 13Discussion Point – Recommendation 5: Allowing Further ExemptionsConsiderations: • State’s policy limits fee exemption to food-based assistance programs only• Additional exemptions could be considered “less stringent” than State’s policy and thus not aligned• Allows staff to flexibly explore and test equity-focused exemptions and program elementsCurrent status Proposed changePaper bag fee can only be waived for income-qualified program recipients but not other hardships or in other necessary situationsAllow administrative rules to create additional exemptions (e.g. other hardships, safety sensitive situations, etc.) after further exploration and testingB.2.5Packet Pg. 165Attachment: Powerpoint Presentation (11161 : Disposable Bag Ordinance Review) 14Next Steps & Timeline - Disposable Bag OrdinanceI. Support early roll-out with grocers; stakeholders (2021-February)II. Based on Councilmember feedback, bring forward draft Ordinance (2021-February /March)III. Council consideration of updated Ordinance (2021-February /March)IV. Launch community-wide communications; outreach (March-April)V. Ordinance goes into effect May 1, 2022VI. Continue checking in with grocers and disproportionately impacted stakeholders (May-ongoing) B.2.5Packet Pg. 166Attachment: Powerpoint Presentation (11161 : Disposable Bag Ordinance Review) 15Questions for Council1. Which, if any, of the potential changes do Councilmembers support going forward? 2. If Councilmembers support making changes to the Ordinance, do Councilmembers also support staff coming back to Council in February with a revised Ordinance to consider for adoption?B.2.5Packet Pg. 167Attachment: Powerpoint Presentation (11161 : Disposable Bag Ordinance Review) DATE: STAFF: January 25, 2022 Will Lindsey, Associate Planner WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Wireless Telecommunication Master Plan Strategies. EXECUTIVE SUMMARY The purpose of this item is to obtain feedback and direction from Council on the strategies outlined in the recently adopted Wireless Telecommunication Master Plan. This information will help guide the subsequent Land Use Code updates related to wireless telecommunication projects. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. What feedback does Council have on the Key Strategies as detailed in the adopted Wireless Telecommunications Master Plan and this Agenda Item Summary? 2. Are there any strategies that Council believes staff should focus on more than others? 3. What questions or additional ideas does Council have on the proposed strategies and the next steps for the land use code updates? BACKGROUND / DISCUSSION In 2018, Council appropriated $50,000 as part of the 2019-2020 biennial budget to fund the completion of the City’s first Wireless Telecommunications Master Plan. Cityscape Consultants, Inc., an independent wireless consultant that specifically works with local government on wireless policy, was hired to assist staff with analysis and creation of the Plan. Additionally, an Advisory Committee consisting of staff and community members met periodically throughout the process to review planning materials and provide feedback on various stages of the Plan. The City began the Plan process in Spring 2020. The Plan was conducted in three phases: Phase 1 - Research and Assessment of Existing Conditions To initiate the Wireless Master Plan and explore key issues, the first phase of the planning process took into consideration previous neighborhood concerns and asked participants to confirm feedback received through several contentious neighborhood meetings. All wireless facilities were researched, cataloged, and assessed by visiting each site. Phase 2 - Choices and Strategies The second planning phase documented existing wireless conditions and developed simulated coverage and capacity maps. The resulting analysis identified gaps that are assumed to be filled one day by wireless infrastructure. With this information, staff developed a targeted outreach strategy to engage the public from areas that might expect future development. Staff conducted facilitated conversations, surveys, and one on-one meetings with stakeholders to discuss the trade-offs that may be faced when developing wireless sites in areas of the community that may lack strong wireless coverage and capacity. B.3 Packet Pg. 168 January 25, 2022 Page 2 Phase 3 - Plan Development During the development of the Plan, content was developed by Cityscape along with staff and curated through review by a technical advisory committee, City Boards and Commissions, community members and other wireless stakeholders. The Plan identifies several opportunities and challenges the City will face as the community grows, wireless technology progresses, and wireless subscribers consume more data. This Plan will serve as the basis for the City to implement targeted Land Use Code amendments that address the design, location, and an updated development process for constructing wireless telecommunication facilities. The vision for the future is based on feedback received from various community members, technical experts, boards, and commissions and summarized in the following vision statements: • Provide context-sensitive concealment elements that are compatible with surrounding natural and architectural environments. • Use limited public lands, such as parks, civic buildings and golf courses in an effort to allow greater community control over placement and design, protect the community from visual impacts and improve coverage in hard to reach residential areas. • Promote greater transparency from the wireless industry by requiring applicants to demonstrate radio frequency emission compliance with any new or existing wireless development. • Maintain cohesive small wireless facility design standards which require undergrounding of equipment to protect the community's visual quality. • Continually monitor, update, and publish the City's database of existing wireless communication facilities as a tool to promote collocation. PREVIOUS BOARD/COMMISSION/COUNCIL ACTIONS The progression of the Plan was presented at the March 26, May 14, and June 11, 2021 Planning & Zoning Commission work sessions. Additionally, the Plan progress and draft strategies were presented to the Golf Board on April 14, and the Parks & Recreation Board on April 28 and May 26. Both boards expressed support for the Plan. At the September 16, 2021 Regular Hearing, the Planning & Zoning Commission unanimously recommended that Council adopt the Wireless Telecommunications Master Plan. The Plan was unanimously recommended for adoption by Council on First Reading at the October 5, 2021 regular session and officially adopted on Second Reading at the October 19, 2021 regular session. KEY STRATEGIES The following list identifies the key strategies recommended to fulfill the community vision for wireless telecommunication infrastructure. Specifically, listed below are seven of the nine strategies identified for Short Term (1-3 years) implementation which will be the focus of the subsequent Land Use Code update following adoption of the Plan. 1. Further incentivize roof or wall mounted installations. • Based on feedback received throughout the planning process, staff determined that the community prefers to locate wireless equipment on existing structures when possible. As a part of the Land Use Code updates that will follow Plan adoption staff will be looking at ways to incentivize these types of projects by providing expedited review times or an approval by the Director without a hearing. By doing so, the overall time needed by applicants to get infrastructure in place to serve the community will be reduced. B.3 Packet Pg. 169 January 25, 2022 Page 3 2. Create a conditional use process for reviewing wireless proposals in residential zone districts. • Currently, wireless telecommunication applicants seeking to place facilities in denser residential zone districts (such as the RL, LMN, MMN, HMN) can only do so through the Addition of Permitted Use process. This existing process discourages many applicants from pursuing such an approval due to the timeline and uncertainty of the outcome. By creating a new conditional use process specifically for wireless infrastructure, it will create an opportunity for providers to go to underserved residential areas while still maintaining City control over standards related to design, height, location, and placement of facilities. 3. Consider the use of certain City-owned properties. • Analysis of the coverage and capacity gaps identified in the Plan revealed that placing wireless telecommunication facilities on select City owned properties, specifically parks and golf courses, would be an effective strategy to address some of the cellular service gaps that exist throughout the community. In addition to addressing service gaps, some of the other potential benefit of allowing facilities on City- owned properties are that the City has greater ability to negotiate with providers as a property owner and leasing of City property would generate revenue for the community as well. 4. Update the City's Land Use Code to comply with Federal and State timing requirements. • By updating our Land Use Code requirements to comply with current Federal and State timing requirements for wireless infrastructure the City will be able to provide a more predictable and streamlined development review process for applicants thereby reducing the time needed to permit infrastructure. 5. Amend zoning standards to match federal definitions. • Similar to the aforementioned strategy, by updating our Land Use Code definitions to be consistent with current Federal and State definitions for wireless infrastructure the City will be able to provide a more predictable and streamlined development review process for applicants. 6. Develop design standards and expectations for wireless facilities. • Currently, the Land Use Code requirements for the use of “stealth technology” to conceal wireless telecommunication infrastructure is somewhat vague and unpredictable for applicants as well as staff. The use of design guidelines for large wireless infrastructure would add a resource that clearly communicates the City’s preferences for the design and placement of future facilities to applicants, thereby reducing the need for protracted negotiation related to aesthetics and location. 7. Publish and update a wireless inventory map for the City. • Building on the inventory of facilities provided in the Plan will help keep the community appraised of the ongoing deployment of infrastructure, as well as assist staff with a convenient way to work with applicants to identify potential collocation opportunities or alternative locations that will help address gaps identified in the Plan. 8. Encourage the use of art as a stealth deployment method for future wireless telecommunication facilities. • Utilizing existing public and/or private art pieces as a method of disguising wireless facilities would be aesthetically appealing and would set an enhanced standard of design for future wireless projects. CITY FINANCIAL IMPACTS Funding has already been allocated for the development of the Plan and the Land Use Code update and implementation taking place after adoption. That work will be conducted by Kissinger and Fellman during Q1 and Q2 2022. B.3 Packet Pg. 170 January 25, 2022 Page 4 • Prior Appropriated Funds - $50,000 o Cityscape Consultants, Inc. - $40,100 o Kissinger & Fellman - $9,900 NEXT STEPS • Q1 2022: Council work session (01/25) to review existing standards with consultant, draft recommended amendments to Land Use Code. • Q2 2022: Internal and external stakeholder engagement, including Boards and Commissions. • Q3 2022: Bring proposed Land Use Code amendments to Commission and Council for consideration. • Q4 2022: Update website and create informational/education materials as needed. ATTACHMENTS 1. Wireless Telecommunications Master Plan (PDF) 2. Powerpoint Presentation (PDF) B.3 Packet Pg. 171 ATTACHMENT 1 B.3.1 Packet Pg. 172 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 173 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 174 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 175 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 176 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 177 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) 80%31B 18 secs B.3.1 Packet Pg. 178 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 179 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 180 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 181 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) The following Table 1 are the short term, long term and ongoing strategies and policies of the City as it relates to the siting of wireless infrastructure. B.3.1 Packet Pg. 182 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 183 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 184 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 185 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 186 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 187 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 188 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 189 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) 280 million in 2020 B.3.1 Packet Pg. 190 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 191 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 192 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 193 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 194 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 195 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 196 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 197 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 198 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 199 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 200 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 201 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 202 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 203 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 204 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 205 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 206 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 207 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 208 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 209 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 210 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 211 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 212 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 213 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 214 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 215 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 216 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 217 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) 80% 68.1% 2.4M B.3.1 Packet Pg. 218 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 219 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 220 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 221 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 222 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 223 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 224 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 225 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 226 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 227 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 228 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 229 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 230 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 231 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 232 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 233 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 234 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 235 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 236 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 237 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 238 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Monopole ANTENNA TYPE:Macro Cell ZONING:County SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.6252050; -104.9997494 FACILITY OWNER/ID:Atlas Tower Holdings, LLC FACILITY SITE NAME:Odell Golf Course FCC ASR: HEIGHT:80’ NOTES:Approved but not built - outside City Site #1 2808 NE Frontage Road LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Other ANTENNA TYPE:Macro Cell ZONING:I SERVICE PROVIDERS:Sprint LATITUDE/LONGITUDE:40.6212288; -105.0064799 FACILITY OWNER/ID:35-02 FACILITY SITE NAME:City of Fort Collins Project/Bar/Barley Research FCC ASR: HEIGHT:112’ NOTES: Site ID: 2 2351 Busch Drive Page 68 B.3.1 Packet Pg. 239 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Silo ANTENNA TYPE:Macro Cell ZONING:LMN SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.6148239; -105.0375598 FACILITY OWNER/ID:Atlas Tower Holdings, LLC FACILITY SITE NAME:FTC Long Pond FCC ASR:1306850 HEIGHT:44’ NOTES: Site ID: 3 2008 Turnberry Road LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Monopole ANTENNA TYPE:Macro Cell ZONING:County SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.6119052; -105.0843311 FACILITY OWNER/ID:American Tower Corporation, 414553 FACILITY SITE NAME:Terry Lake 4 Co FCC ASR: HEIGHT:60’ NOTES: Site ID: 4 1800 N Whitcomb Street Page 69 B.3.1 Packet Pg. 240 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Monopole ANTENNA TYPE:Macro Cell ZONING:I SERVICE PROVIDERS:AT&T (Cricket), Sprint, T-Mobile LATITUDE/LONGITUDE:40.6048564; -105.0741160 FACILITY OWNER/ID:American Tower Corporation, 302435 FACILITY SITE NAME:Josh Ames/Wilcox & College FCC ASR:1225956 HEIGHT:90’ NOTES: Site #5 1314 Red Cedar Circle LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Monopine ANTENNA TYPE:Macro Cell ZONING:CL SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5971174; -105.0950998 FACILITY OWNER/ID:American Tower Corporation, CO-420055 FACILITY SITE NAME:Fat Tire CO FCC ASR: HEIGHT:75’ NOTES: Site #6 1052 W Vine Drive Page 70 B.3.1 Packet Pg. 241 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.593, -105.115 FACILITY OWNER/ID:Verizon FACILITY SITE NAME:FTC SC 001 FCC ASR: HEIGHT:37’ NOTES:Proposed Under Review Site #7 833 Elm Street LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Guy ANTENNA TYPE:Broadcast ZONING:County SERVICE PROVIDERS: LATITUDE/LONGITUDE:40.5927839; -105.1073966 FACILITY OWNER/ID:JACOR Broadcasting of Colorado FACILITY SITE NAME:KCOL FCC ASR:1036223 HEIGHT:203’ NOTES: Site #8 1612 Laporte Avenue Page 71 B.3.1 Packet Pg. 242 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Guy ANTENNA TYPE:Broadcast ZONING:County SERVICE PROVIDERS: LATITUDE/LONGITUDE:40.5921275; -105.1057214 FACILITY OWNER/ID:JACOR Broadcasting of Colorado FACILITY SITE NAME:KCOL FCC ASR:1036224 HEIGHT:203’ NOTES: Site #9 1612 Laporte Avenue LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:LMN SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5901908; -105.1216263 FACILITY OWNER/ID: FACILITY SITE NAME:FTC Impala FCC ASR: HEIGHT:60’ NOTES: Site #10 2420 Laporte Avenue Page 72 B.3.1 Packet Pg. 243 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Other ANTENNA TYPE:Macro Cell ZONING:LMN SERVICE PROVIDERS:AT&T, Verizon LATITUDE/LONGITUDE:40.5901908; -105.1216263 FACILITY OWNER/ID:Crown Castle International, 856480 FACILITY SITE NAME:Taft and Vine/ Calvary Baptist Temple FCC ASR: HEIGHT:50’ NOTES: Site #11 2420 Laporte Avenue Site #12 3915 Laporte Avenue LOCATION:Public Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:County SERVICE PROVIDERS:T-Mobile LATITUDE/LONGITUDE:40.5901874; -105.1402496 FACILITY OWNER/ID: FACILITY SITE NAME:CSU/Atmospheric Simulation Lab FCC ASR: HEIGHT:50’ NOTES: Page 73 B.3.1 Packet Pg. 244 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Public Property CATEGORY:Tower FACILITY TYPE:Monopole ANTENNA TYPE:Macro Cell ZONING:POL SERVICE PROVIDERS:Sprint LATITUDE/LONGITUDE:40.5864537; -105.1073504 FACILITY OWNER/ID:Sprint - DN13XC324 FACILITY SITE NAME:City Park Ball Field FCC ASR:1231305 HEIGHT:90’ NOTES: Site #13 137 S Bryan Avenue LOCATION:Public Property CATEGORY:Tower FACILITY TYPE:Monopole ANTENNA TYPE:Macro Cell ZONING:POL SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.5864251; -105.1074684 FACILITY OWNER/ID:AT&T, DN3060 FACILITY SITE NAME:City Park Ball Field FCC ASR: HEIGHT:90’ NOTES: Site #14 139 S Bryan Avenue Page 74 B.3.1 Packet Pg. 245 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.586, -105.097 FACILITY OWNER/ID:Verizon/ES1416 FACILITY SITE NAME:F ROW E City Park SC 1 FCC ASR: HEIGHT:37’ NOTES:Proposed Under Review Site #15 1058 S Shields Street LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.591, -105.127 FACILITY OWNER/ID:Verizon/ES983 FACILITY SITE NAME:FTC Civic Center SC6 FCC ASR: HEIGHT:37’ NOTES:Proposed Under Review Site #16 31 Cherry Street Page 75 B.3.1 Packet Pg. 246 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Small Cell ZONING:D SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5887677; -105.0773825 FACILITY OWNER/ID: FACILITY SITE NAME:FTC Unify SC 01 FCC ASR: HEIGHT:45’ NOTES: Site #17 185 N College Avenue LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Other ZONING:D SERVICE PROVIDERS:Open Range LATITUDE/LONGITUDE:40.5863219; -105.0812680 FACILITY OWNER/ID:CO0048 FACILITY SITE NAME:Key Bank FCC ASR:1209072 HEIGHT:159’ NOTES: Site #18 125 S Howes Street Page 76 B.3.1 Packet Pg. 247 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:D SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.5855153; -105.0819281 FACILITY OWNER/ID:COU 3022 FACILITY SITE NAME:Fort Collins 850/GSM/Rocky Mountain Bank FCC ASR:1252806 - Terminated HEIGHT:87’ NOTES: Site #19 315 W Oak Street LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:D SERVICE PROVIDERS:T-Mobile, Verizon LATITUDE/LONGITUDE:40.5854827; -105.0801632 FACILITY OWNER/ID:DNO1085A FACILITY SITE NAME:First National Bank FCC ASR: HEIGHT:197’ NOTES: Site #20 215 W Oak Street Page 77 B.3.1 Packet Pg. 248 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.584, -105.088 FACILITY OWNER/ID:Verizon/ES1398 FACILITY SITE NAME:FTC Keybank SC3 FCC ASR: HEIGHT:37’ NOTES:Proposed Under Review Site #21 301 S Whitcomb Street LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.584, -105.084 FACILITY OWNER/ID:Verizon/ES1156 FACILITY SITE NAME:Otter Box SC FCC ASR: HEIGHT:37’ NOTES:Proposed Under Review Site #22 320 W Olive Street Page 78 B.3.1 Packet Pg. 249 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Lattice ANTENNA TYPE:Macro Cell ZONING:D SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5833615; -105.0787424 FACILITY OWNER/ID:Century Link FACILITY SITE NAME:FTC-Ft Collins Main FCC ASR:1028388 HEIGHT:140’ NOTES: Site #23 124 W Magnolia Street LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:D SERVICE PROVIDERS:AT&T (Cricket), Sprint LATITUDE/LONGITUDE:40.5840067; -105.0752530 FACILITY OWNER/ID:Sprint - DN13XC320 FACILITY SITE NAME:DMA Plaza FCC ASR: HEIGHT:115’ NOTES: Site #24 300 Remington Street Page 79 B.3.1 Packet Pg. 250 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Silo ANTENNA TYPE:Macro Cell ZONING:I SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5907261; -105.0616884 FACILITY OWNER/ID:Atlas Tower Holdings, LLC FACILITY SITE NAME:Alta Vista FCC ASR:1301604 HEIGHT:67’ NOTES: Site #25 903 Buckingham Street LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:County SERVICE PROVIDERS:Sprint LATITUDE/LONGITUDE:40.5825937; -105.0497089 FACILITY OWNER/ID: FACILITY SITE NAME: FCC ASR: HEIGHT:30’ NOTES: Site #26 428 S Link Lane Page 80 B.3.1 Packet Pg. 251 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Monopole ANTENNA TYPE:Macro Cell ZONING:County SERVICE PROVIDERS:ATT, T-Mobile LATITUDE/LONGITUDE:40.5854465; -105.0066074 FACILITY OWNER/ID:American Tower Corporation, CO-83356 FACILITY SITE NAME:HWY-14 & I-25 1B CO/Crossroad - Northwest CMRS FCC ASR:1231217 HEIGHT:80’ NOTES: Site #27 3730 Harvester Drive LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Monopole ANTENNA TYPE:Macro Cell ZONING:County SERVICE PROVIDERS: LATITUDE/LONGITUDE:40.5829322; -105.0066862 FACILITY OWNER/ID:Crown Castle International, 877020 FACILITY SITE NAME:USWW Cleary Building FCC ASR:1032039 HEIGHT:80’ NOTES: Site #28 3801 Weiker Drive Page 81 B.3.1 Packet Pg. 252 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Monopole ANTENNA TYPE:Macro ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.580, -105.038 FACILITY OWNER/ID:Verizon FACILITY SITE NAME:FTC Charco FCC ASR: HEIGHT:60’ NOTES:Proposed Under Review Site #29 2317 E Mulberry Street LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:CL SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5796779; -105.06076236 FACILITY OWNER/ID: FACILITY SITE NAME:FTC East Dale FCC ASR: HEIGHT:40’ NOTES:Approved but not built in City Site #30 901 Riverside Avenue Page 82 B.3.1 Packet Pg. 253 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Smokestack ANTENNA TYPE:Macro Cell ZONING:E SERVICE PROVIDERS:AT&T, T-Mobile LATITUDE/LONGITUDE:40.5770315; -105.0571753 FACILITY OWNER/ID:American Tower Corporation, 276549 FACILITY SITE NAME:Fries Enterprises Co FCC ASR: HEIGHT:80’ NOTES: Site #31 1133 Riverside Avenue LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Unipole ANTENNA TYPE:Small Cell ZONING:E SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5758502; -105.0559587 FACILITY OWNER/ID:Verizon FACILITY SITE NAME:FTC Eastside Park SC FCC ASR: HEIGHT:35’ NOTES: Site #32 1201 Riverside Avenue Page 83 B.3.1 Packet Pg. 254 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Utility Easement CATEGORY:Base Station FACILITY TYPE:Utility Pole ANTENNA TYPE:Macro Cell ZONING:I SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5741079; -105.0476228 FACILITY OWNER/ID:PRPA, 8 FACILITY SITE NAME:Linden-Timberline 115kV FCC ASR: HEIGHT:92’ NOTES:To Be Removed Site #33 1101 Academy Court LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:E SERVICE PROVIDERS:Sprint LATITUDE/LONGITUDE:40.5718672; -105.0571737 FACILITY OWNER/ID: FACILITY SITE NAME:Poudre Valley Hospital FCC ASR:1224850 HEIGHT:66’ NOTES: Site #34 1024 S Lemay Avenue Page 84 B.3.1 Packet Pg. 255 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Small Cell ZONING:CC SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5778573; -105.0766692 FACILITY OWNER/ID: FACILITY SITE NAME:FTC Mugs Coffee SC FCC ASR: HEIGHT:48’ NOTES: Site #35 714 S College Avenue LOCATION:Public Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:CSU SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.5728078; -105.0807667 FACILITY OWNER/ID: FACILITY SITE NAME:Natural & Environmental Sciences Building FCC ASR: HEIGHT:30’ NOTES: Site #36 1231 Libbie Coy Way Page 85 B.3.1 Packet Pg. 256 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Public Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:CSU SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5722618; -105.0811959 FACILITY OWNER/ID: FACILITY SITE NAME:Natural & Environmental Sciences Building FCC ASR: HEIGHT:40’ NOTES: Site #37 1231 Libbie Coy Way LOCATION:Public Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:CSU SERVICE PROVIDERS:T-Mobile LATITUDE/LONGITUDE:40.5741525; -105.0833739 FACILITY OWNER/ID: FACILITY SITE NAME:Computer Science Building FCC ASR: HEIGHT:40’ NOTES: Site #38 1100 Center Avenue Mall Page 86 B.3.1 Packet Pg. 257 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Public Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:CSU SERVICE PROVIDERS:Sprint LATITUDE/LONGITUDE:40.5777625; -105.0873435 FACILITY OWNER/ID: FACILITY SITE NAME:Scott Bioengineering FCC ASR: HEIGHT:50’ NOTES: Site #39 700 Meridian Avenue LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:CSU SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5749949; -105.0892734 FACILITY OWNER/ID: FACILITY SITE NAME:Student Recreation Center FCC ASR: HEIGHT:40’ NOTES: Site #40 951 Meridian Avenue Page 87 B.3.1 Packet Pg. 258 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Public Property CATEGORY:Tower FACILITY TYPE:Unipole ANTENNA TYPE:Macro Cell ZONING:CSU SERVICE PROVIDERS:T-Mobile LATITUDE/LONGITUDE:40.5726899; -105.0907051 FACILITY OWNER/ID:Crown Castle International, 823526 FACILITY SITE NAME:CSU Intramural Field FCC ASR:1250189 HEIGHT:64’ NOTES: Site #41 CSU IM Field, South Drive LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.576, -105.157 FACILITY OWNER/ID:Verizon FACILITY SITE NAME:FTC SC 032 FCC ASR: HEIGHT:37’ NOTES:Proposed Under Review Site #42 620 S Shields Street Page 88 B.3.1 Packet Pg. 259 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small cell ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.576, -105.107 FACILITY OWNER/ID:Verizon FACILITY SITE NAME:FTC SC 049 FCC ASR: HEIGHT:37’ NOTES:Proposed Under Review Site #43 1613 W Plum Street LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:CC SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5743432; -105.1020012 FACILITY OWNER/ID: FACILITY SITE NAME:FTC Mo Jeaux SC FCC ASR: HEIGHT:47’ NOTES:Proposed under City review Site #44 1409 W Elizabeth Street Page 89 B.3.1 Packet Pg. 260 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:CC SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.5739286; -105.1008914 FACILITY OWNER/ID: FACILITY SITE NAME:Campus West Liquor FCC ASR: HEIGHT:32’ NOTES: Site #45 1107 City Park Avenue LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:MMN SERVICE PROVIDERS:T-Mobile LATITUDE/LONGITUDE:40.57674641; -105.1155320 FACILITY OWNER/ID:Bethel Baptist Church FACILITY SITE NAME: FCC ASR: HEIGHT:40’ NOTES: Site #46 833 South Taft Hill Road Page 90 B.3.1 Packet Pg. 261 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Unipole ANTENNA TYPE:Macro Cell ZONING:NC SERVICE PROVIDERS:T-Mobile, Verizon LATITUDE/LONGITUDE:40.5739751; -105.1173368 FACILITY OWNER/ID:Crown Castle International, 828344 FACILITY SITE NAME:Taft Hill & Elizabeth FCC ASR: HEIGHT:50’ NOTES: Site #47 1015 S Taft Hill Road LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Unipole ANTENNA TYPE:Macro Cell ZONING:NC SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.5727658; -105.1159266 FACILITY OWNER/ID:Crown Castle International, 856479 FACILITY SITE NAME:Taft & Elizabeth FCC ASR: HEIGHT:47’ NOTES: Site #48 1015 S Taft Hill Road Page 91 B.3.1 Packet Pg. 262 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Public Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:County SERVICE PROVIDERS:Sprint LATITUDE/LONGITUDE:40.5776025; -105.1359825 FACILITY OWNER/ID: FACILITY SITE NAME:BW Pickett Equine Center FCC ASR: HEIGHT:35’ NOTES: Site #49 735 S Overland Trail LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:CO SERVICE PROVIDERS:Unknown LATITUDE/LONGITUDE:40.5636701; -105.1414095 FACILITY OWNER/ID: FACILITY SITE NAME:Rex Miller Barn FCC ASR: HEIGHT:30’ NOTES: Site #50 Page 92 B.3.1 Packet Pg. 263 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Public Property CATEGORY:Tower FACILITY TYPE:Monopole ANTENNA TYPE:Macro Cell ZONING:T SERVICE PROVIDERS:Sprint LATITUDE/LONGITUDE:40.5592483; -105.1372082 FACILITY OWNER/ID:Crown Castle International, 877100 FACILITY SITE NAME:Fill-In/Fort Collins/FTC235 FCC ASR: HEIGHT:61’ NOTES: Site #51 Overland Trail, North of Drake LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.568, -105.127 FACILITY OWNER/ID:Verizon FACILITY SITE NAME:FTC SC 084 FCC ASR: HEIGHT:37’ NOTES:Proposed Under Review Site #52 2621 W Prospect Road Page 93 B.3.1 Packet Pg. 264 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.567, -105.099 FACILITY OWNER/ID:AT&T/CRAN_RUTH_FTCOL_004 FACILITY SITE NAME:COL06898F_R03_FTCOL_004 FCC ASR: HEIGHT:35’ NOTES:Proposed Under Review Site #53 1115 W Prospect Road LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Monopine ANTENNA TYPE:Macro Cell ZONING:NC SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5664058; -105.0985081 FACILITY OWNER/ID:Atlas Tower Holdings, LLC FACILITY SITE NAME:Loose Leaf FCC ASR:1300635 HEIGHT:69’ NOTES: Site #54 1127 W Prospect Road Page 94 B.3.1 Packet Pg. 265 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.569, -105.094 FACILITY OWNER/ID:Verizon FACILITY SITE NAME:FTC SC 079 FCC ASR: HEIGHT:37’ NOTES:Proposed Under Review Site #55 928 W Lake Street LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:HMN SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5676099; -105.0905787 FACILITY OWNER/ID: FACILITY SITE NAME:FTC Rams Crossing FCC ASR: HEIGHT:45’ NOTES:Proposed under City review Site #56 808 W Prospect Road Page 95 B.3.1 Packet Pg. 266 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:E SERVICE PROVIDERS:Sprint, T-Mobile LATITUDE/LONGITUDE:40.5662367; -105.0828021 FACILITY OWNER/ID:T-Mobile - DN03052C FACILITY SITE NAME:Hilton Fort Collins FCC ASR: HEIGHT:107’ NOTES: Site #57 425 W Prospect Road LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:CC SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5669664; -105.0795213 FACILITY OWNER/ID: FACILITY SITE NAME:FTC CSU South FCC ASR: HEIGHT:51’ NOTES: Site #58 221 W Prospect Road Page 96 B.3.1 Packet Pg. 267 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:CG SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.5641543; -105.0765343 FACILITY OWNER/ID:CO-3010 FACILITY SITE NAME:Prospect & College FCC ASR: HEIGHT:48’ NOTES: Site #59 1730 S College Avenue LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Unipole ANTENNA TYPE:Macro Cell ZONING:CG SERVICE PROVIDERS:AT&T (Cricket) LATITUDE/LONGITUDE:40.5605440; -105.0793007 FACILITY OWNER/ID:Crown Castle International, 839479 FACILITY SITE NAME:South College Avenue/Big A Self Storage FCC ASR:1232618 HEIGHT:85’ NOTES: Site #60 2121 S College Avenue Page 97 B.3.1 Packet Pg. 268 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:NC SERVICE PROVIDERS:Sprint LATITUDE/LONGITUDE:40.5664960; -105.0545429 FACILITY OWNER/ID:Fort Collins Club/Genesis Health Club FACILITY SITE NAME:Sprint - DN40XC961D FCC ASR: HEIGHT:48’ NOTES: Site #61 1307 E Prospect Road LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.564, -105.062 FACILITY OWNER/ID:Verizon FACILITY SITE NAME:FTC SC 102 FCC ASR: HEIGHT:37’ NOTES:Proposed Under Review Site #62 E Stuart Street Page 98 B.3.1 Packet Pg. 269 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.566, -105.050 FACILITY OWNER/ID:Verizon FACILITY SITE NAME:FTC SC 091 FCC ASR: HEIGHT:37’ NOTES:Proposed Under Review Site #63 1500 Edora Road LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Other ANTENNA TYPE:Other ZONING:E SERVICE PROVIDERS:Century Link LATITUDE/LONGITUDE:40.5661252; -105.0398813 FACILITY OWNER/ID:Century Link, DN 1238-B FACILITY SITE NAME:Calvin Johnson FCC ASR: HEIGHT:125’ NOTES: Site #64 1609 S Timberline Road Page 99 B.3.1 Packet Pg. 270 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:I SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.5620093; -105.0410508 FACILITY OWNER/ID:COU3154 Edora Park FACILITY SITE NAME: FCC ASR: HEIGHT:50’ NOTES: Site #65 1925 S Timberline Road LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Monopine ANTENNA TYPE:Macro Cell ZONING:I SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.56100246; -105.027540 FACILITY OWNER/ID: FACILITY SITE NAME: FCC ASR: HEIGHT:65’ NOTES: Site #66 2025 Sharp Point Drive Page 100 B.3.1 Packet Pg. 271 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.558, -105.065 FACILITY OWNER/ID:Verizon FACILITY SITE NAME:FTC SC 123 FCC ASR: HEIGHT:37’ NOTES:FTC SC 123 Site #67 Columbia Road and Shawnee Court LOCATION:Utility Easement CATEGORY:Base Station FACILITY TYPE:Utility Pole ANTENNA TYPE:Macro Cell ZONING:NC SERVICE PROVIDERS:T-Mobile LATITUDE/LONGITUDE:40.5523383; -105.0599473 FACILITY OWNER/ID: FACILITY SITE NAME:Drake-Timberline 115kV Line FCC ASR: HEIGHT:90’ NOTES:To Be Removed by PRPA Site #68 E Drake Road Page 101 B.3.1 Packet Pg. 272 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:NC SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5519896; -105.0586480 FACILITY OWNER/ID: FACILITY SITE NAME:Scotch Pines Village FCC ASR:1222568 HEIGHT:36’ NOTES: Site #69 2601 S Lemay Avenue LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Unipole ANTENNA TYPE:Macro Cell ZONING:NC SERVICE PROVIDERS:AT&T, T-Mobile LATITUDE/LONGITUDE:40.5507504; -105.0600488 FACILITY OWNER/ID:Crown Castle International, 839481 FACILITY SITE NAME:South Lemay FCC ASR:1250576 HEIGHT:80’ NOTES: Site #70 2601 S Lemay Avenue Page 102 B.3.1 Packet Pg. 273 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.555, 105.109 FACILITY OWNER/ID:Verizon FACILITY SITE NAME:FTC SC 119 FCC ASR: HEIGHT:37’ NOTES:Proposed Under Review Site #71 Scarborough Drive and Constitution Ave LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:NC SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5537153; -105.0980590 FACILITY OWNER/ID: FACILITY SITE NAME:FTC Wolf Pup FCC ASR: HEIGHT:38’ NOTES: Site #72 2555 S Shields Street Page 103 B.3.1 Packet Pg. 274 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Utility Easement CATEGORY:Base Station FACILITY TYPE:Utility Pole ANTENNA TYPE:Macro Cell ZONING:MMN SERVICE PROVIDERS:T-Mobile LATITUDE/LONGITUDE:40.5529058; -105.1015044 FACILITY OWNER/ID:PRPA FACILITY SITE NAME:Drake- Dixon Creek 115kV Line FCC ASR:1222569 HEIGHT:89’ NOTES:To Be Removed by PRPA Site #73 1212 Raintree Drive LOCATION:Utility Easement CATEGORY:Base Station FACILITY TYPE:Utility Pole ANTENNA TYPE:Macro Cell ZONING:POL SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.5529342; -105.1050515 FACILITY OWNER/ID:PRPA DN3018 USID43096 FACILITY SITE NAME:PRPA Drake-Dixon Creek 115kV Line FCC ASR: HEIGHT:86’ NOTES:To Be Removed by PRPA Site #74 1600 W Drake Road Page 104 B.3.1 Packet Pg. 275 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Monopine ANTENNA TYPE:Macro Cell ZONING:RL SERVICE PROVIDERS:T-Mobile LATITUDE/LONGITUDE:40.5524692; -105.1062652 FACILITY OWNER/ID:Mobilitie, DN04198D FACILITY SITE NAME:Summitview Church FCC ASR: HEIGHT:75’ NOTES:Proposed under City review Site #75 1601 W Drake Road LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:NC SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5546338; -105.1165207 FACILITY OWNER/ID:FTC Drake Crossing FACILITY SITE NAME:Verizon Wireless FCC ASR: HEIGHT:35’ NOTES: Site #76 2160 W Drake Road Page 105 B.3.1 Packet Pg. 276 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Unipole ANTENNA TYPE:Macro Cell ZONING:NC SERVICE PROVIDERS:AT&T, T-Mobile LATITUDE/LONGITUDE:40.5538176; -105.1182682 FACILITY OWNER/ID:Crown Castle International, 822100 FACILITY SITE NAME:Drake Crossing Shopping Center FCC ASR: HEIGHT:50’ NOTES: Site #77 2170 W Drake Road LOCATION:Public Property CATEGORY:Tower FACILITY TYPE:Lattice ANTENNA TYPE:Macro Cell ZONING:RL SERVICE PROVIDERS:Sprint LATITUDE/LONGITUDE:40.5490421; -105.1006591 FACILITY OWNER/ID: FACILITY SITE NAME: FCC ASR: HEIGHT:70’ NOTES: Site #78 1300 W Swallow Road Page 106 B.3.1 Packet Pg. 277 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Public Property CATEGORY:Tower FACILITY TYPE:Lattice ANTENNA TYPE:Macro Cell ZONING:RL SERVICE PROVIDERS:None LATITUDE/LONGITUDE:40.5490687; -105.0989817 FACILITY OWNER/ID:Sprint, DN54XC125 FACILITY SITE NAME:Stadium Light Tower FCC ASR: HEIGHT:110’ NOTES: Site #79 1300 W Swallow Road LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:CG SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.5476003; -105.0766042 FACILITY OWNER/ID:COL03242 FACILITY SITE NAME:College & Drake FCC ASR: HEIGHT:50’ NOTES:Proposed under City review Site #80 2900 S College Avenue Page 107 B.3.1 Packet Pg. 278 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Utility Easement CATEGORY:Base Station FACILITY TYPE:Utility Pole ANTENNA TYPE:Macro Cell ZONING:RL SERVICE PROVIDERS:Sprint LATITUDE/LONGITUDE:40.5484776; -105.0435512 FACILITY OWNER/ID:PRPA Sprint - DN54XC126F FACILITY SITE NAME:Utility Pole #312/Timberline-Harmon 230kV Line FCC ASR: HEIGHT:90’ NOTES:To Be Removed by PRPA Site #81 2842 Parklake Drive LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.539, -105.120 FACILITY OWNER/ID:Verizon FACILITY SITE NAME:FTC SC 195 FCC ASR: HEIGHT:37’ NOTES:Proposed Under Review Site #82 2300 Horsetooth Road Page 108 B.3.1 Packet Pg. 279 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Unipole ANTENNA TYPE:Macro Cell ZONING:NC SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.5377587; -105.0944934 FACILITY OWNER/ID:Crown Castle International, 857499 FACILITY SITE NAME:Horsetooth & Taft/Poudre Valley Plaza FCC ASR: HEIGHT:50’ NOTES: Site #83 1005 W Horsetooth Road LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.537, -105.123 FACILITY OWNER/ID:Verizon FACILITY SITE NAME:FTC SC 187 FCC ASR: HEIGHT:37’ NOTES:Proposed Under Review Site #84 345 Riva Ridge Drive Page 109 B.3.1 Packet Pg. 280 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Unipole ANTENNA TYPE:Small Cell ZONING:CG SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5392315; -105.0793567 FACILITY OWNER/ID: FACILITY SITE NAME:FTC Chippers SC FCC ASR: HEIGHT:35’ NOTES: Site #85 3517 S Mason Street LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Unipole ANTENNA TYPE:Macro Cell ZONING:CG SERVICE PROVIDERS:T-Mobile LATITUDE/LONGITUDE:40.5421633; -105.0767086 FACILITY OWNER/ID:Crown Castle International, 826600 FACILITY SITE NAME:Perkins FCC ASR: HEIGHT:60’ NOTES: Site #86 3300 S College Avenue Page 110 B.3.1 Packet Pg. 281 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:CG SERVICE PROVIDERS:Sprint, Century Link LATITUDE/LONGITUDE:40.5405673; -105.0734980 FACILITY OWNER/ID:FTC-196A FACILITY SITE NAME:Norwest Bank FCC ASR: HEIGHT:45’ NOTES: Site #87 3500 JFK Parkway LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:CG SERVICE PROVIDERS:AT&T (Cricket) LATITUDE/LONGITUDE:40.5394503; -105.0726826 FACILITY OWNER/ID:FNL-011A FACILITY SITE NAME:Marriott Hotel FCC ASR: HEIGHT:61’ NOTES: Site #88 350 E Horsetooth Road Page 111 B.3.1 Packet Pg. 282 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.5358, -105.072 FACILITY OWNER/ID:AT&T/COL06896F_R01(FTCOL_009) FACILITY SITE NAME:CRAN_RUTH_FTCOL/257167 (Node) FCC ASR: HEIGHT:35’ NOTES:Proposed Under Review Site #89 500 E Horsetooth Road LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Unipole ANTENNA TYPE:Macro Cell ZONING:E SERVICE PROVIDERS:T-Mobile LATITUDE/LONGITUDE:40.5430560; -105.0405908 FACILITY OWNER/ID:SBA Communications, CO40865 FACILITY SITE NAME:Mister Money FCC ASR:1273951 HEIGHT:60’ NOTES: Site #90 2057 Vermont Drive Page 112 B.3.1 Packet Pg. 283 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Public Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:MMN SERVICE PROVIDERS:AT&T (Cricket), Century Link LATITUDE/LONGITUDE:40.5421103; -105.0369207 FACILITY OWNER/ID:FNL-010A FACILITY SITE NAME:Fort Collins High School FCC ASR: HEIGHT:70’ NOTES: Site #91 3400 Timberline Road LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Rooftop ANTENNA TYPE:Macro ZONING: SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.540, -105.046 FACILITY OWNER/ID:AT&T FACILITY SITE NAME: FCC ASR: HEIGHT:35’ NOTES:This will replace Site #93 Site #92 3405 S Timberline Road Page 113 B.3.1 Packet Pg. 284 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Unipole ANTENNA TYPE:Macro Cell ZONING:E SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.5394376; -105.0415171 FACILITY OWNER/ID:CO-0179 FACILITY SITE NAME:Platt River Headquarters FCC ASR: HEIGHT:135’ NOTES:Unipole to be removed and new site across the street will become Site #67 as a rooftop Site #93 2000 E Horsetooth Road LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Other ANTENNA TYPE:Macro Cell ZONING:E SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5305273; -105.0419365 FACILITY OWNER/ID: FACILITY SITE NAME:FTC Foxstone FCC ASR: HEIGHT:40’ NOTES:Proposed under City review Site #94 1961 Caribou Drive Page 114 B.3.1 Packet Pg. 285 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:CG SERVICE PROVIDERS:Sprint LATITUDE/LONGITUDE:40.5322219; -105.0762982 FACILITY OWNER/ID: FACILITY SITE NAME:First National Bank FCC ASR: HEIGHT:45’ NOTES: Site #95 155 Boardwalk Drive LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:CG SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.5354427; -105.0799192 FACILITY OWNER/ID:COL03016-LTE 3C FACILITY SITE NAME:Horsetooth & College/Creager Park FCC ASR:10093602 HEIGHT:40’ NOTES: Site #96 3761 South Mason Street Page 115 B.3.1 Packet Pg. 286 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.534, -105.089 FACILITY OWNER/ID:Verizon FACILITY SITE NAME:FTC SC 200 FCC ASR: HEIGHT:37’ NOTES:Proposed Under Review Site #97 Manhattan Ave and Fir Court LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Unipole ANTENNA TYPE:Macro Cell ZONING:County SERVICE PROVIDERS:AT&T (Cricket), Verizon LATITUDE/LONGITUDE:40.5324665; -105.1162149 FACILITY OWNER/ID:Crown Castle International, 877015 FACILITY SITE NAME:Boats Unlimited FCC ASR: HEIGHT:100’ NOTES: Site #98 4001B S Taft Rd Page 116 B.3.1 Packet Pg. 287 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Other ANTENNA TYPE:Macro Cell ZONING:LMN SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5227607; -105.1060815 FACILITY OWNER/ID: FACILITY SITE NAME:FTC Westbury FCC ASR: HEIGHT:40’ NOTES:Approved not built in City Site #99 1621 W Harmony Road LOCATION:ROW CATEGORY:Tower FACILITY TYPE:Utility Light ANTENNA TYPE:Small Cell ZONING: SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.526, -105.093 FACILITY OWNER/ID:Verizon FACILITY SITE NAME:FTC SC 209 FCC ASR: HEIGHT:37’ NOTES: Site #100 Starﬂower Drive and Marigold Lane Page 117 B.3.1 Packet Pg. 288 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Monopole ANTENNA TYPE:Macro Cell ZONING:HC SERVICE PROVIDERS:AT&T (Cricket), Sprint, Verizon LATITUDE/LONGITUDE:40.5262322; -105.0750092 FACILITY OWNER/ID:American Tower Corporation, 302437 FACILITY SITE NAME:Warren Lake FCC ASR: HEIGHT:85’ NOTES: Site #101 4356 S College Avenue LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Monopole ANTENNA TYPE:Macro Cell ZONING:CG SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.5224932; -105.0761229 FACILITY OWNER/ID:Crown Castle International, 856958 FACILITY SITE NAME:Harmony & College FCC ASR: HEIGHT:75’ NOTES: Site #102 4620 S College Avenue Page 118 B.3.1 Packet Pg. 289 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Public Property CATEGORY:Tower FACILITY TYPE:Lattice ANTENNA TYPE:Macro and Public Safety ZONING:UE SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5230484; -105.0715425 FACILITY OWNER/ID:Poudare Fire, Ft. Collins 7 FACILITY SITE NAME:CO0052 FCC ASR: HEIGHT:120’ NOTES: Site #103 4615 Hogan Drive LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:HC SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5193067; -105.0573035 FACILITY OWNER/ID: FACILITY SITE NAME:FTC Collindale FCC ASR: HEIGHT:50’ NOTES: Site #104 4824 S Lemay Avenue Page 119 B.3.1 Packet Pg. 290 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:HC SERVICE PROVIDERS:Sprint LATITUDE/LONGITUDE:40.5249478; -105.0529308 FACILITY OWNER/ID:DN60XC083-A FACILITY SITE NAME:Harmony Market Place FCC ASR: HEIGHT:42’ NOTES: Site #105 1414-B E Harmony Road LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:HC SERVICE PROVIDERS:Sprint LATITUDE/LONGITUDE:40.5228959; -105.0471029 FACILITY OWNER/ID: FACILITY SITE NAME:Hampton Inn FCC ASR: HEIGHT:38’ NOTES: Site #106 1620 Oakridge Drive Page 120 B.3.1 Packet Pg. 291 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Utility Easement CATEGORY:Base Station FACILITY TYPE:Utility Pole ANTENNA TYPE:Macro Cell ZONING:HC SERVICE PROVIDERS:T-Mobile LATITUDE/LONGITUDE:40.5233179; -105.0440015 FACILITY OWNER/ID:DN03292D FACILITY SITE NAME:PRPA Timberline FCC ASR: HEIGHT:110’ NOTES:To Be Removed by PRPA Site #107 1805 E Harmony Road LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:HC SERVICE PROVIDERS:Centry Link, Verizon LATITUDE/LONGITUDE:40.5219588; -105.0369717 FACILITY OWNER/ID:FTC-233B FACILITY SITE NAME:Poudre Valley Health System FCC ASR: HEIGHT:49’ NOTES: Site #108 2121 E Harmony Road Page 121 B.3.1 Packet Pg. 292 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Unipole ANTENNA TYPE:Macro Cell ZONING:HC SERVICE PROVIDERS:Empty LATITUDE/LONGITUDE:40.5216349; -105.0281368 FACILITY OWNER/ID:Crown Castle International, 839226 FACILITY SITE NAME:Corbett Drive FCC ASR: HEIGHT:63’ NOTES: Site #109 4601 Corbett Drive LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:HC SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5226643; -105.0223751 FACILITY OWNER/ID:230 FACILITY SITE NAME:FTC Peloton FCC ASR: HEIGHT:65’ NOTES: Site #110 3003 E Harmony Road Page 122 B.3.1 Packet Pg. 293 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:HC SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.518096189 -105.0112003 FACILITY OWNER/ID: FACILITY SITE NAME: FCC ASR: HEIGHT:39’ NOTES: Site #111 35287 Precision Drive LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Monopole ANTENNA TYPE:Macro Cell ZONING:County SERVICE PROVIDERS:T-Mobile, Verizon LATITUDE/LONGITUDE:40.5228437; -104.9947376 FACILITY OWNER/ID:American Tower Corporation, CO-82108 FACILITY SITE NAME:Harmony FCC ASR: HEIGHT:84’ NOTES: Site #112 4305 E Harmony Road Page 123 B.3.1 Packet Pg. 294 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Monopole ANTENNA TYPE:Macro Cell ZONING:County SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.5225959; -104.9900651 FACILITY OWNER/ID:Crown Castle International, 877017 FACILITY SITE NAME:USWW Graham Land FCC ASR: HEIGHT:117’ NOTES: Site #113 4651 Weitzel Street LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Monopine ANTENNA TYPE:Macro Cell ZONING:County SERVICE PROVIDERS:T-Mobile LATITUDE/LONGITUDE:40.5034636; -105.0038983 FACILITY OWNER/ID:Skyway Towers, CO-04029 FACILITY SITE NAME:Harmony Rd FCC ASR: HEIGHT:100’ NOTES: Site #114 6101 S CO Road 7 Page 124 B.3.1 Packet Pg. 295 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Silo ANTENNA TYPE:Macro Cell ZONING:LMN SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.5012902; -105.0208970 FACILITY OWNER/ID:Atlas Tower Holdings, LLC FACILITY SITE NAME:Epic Park FCC ASR:1299189 HEIGHT:40’ NOTES: Site #115 6131 Ziegler Road LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Silo ANTENNA TYPE:Macro Cell ZONING:LMN SERVICE PROVIDERS:AT&T LATITUDE/LONGITUDE:40.5061923; -105.0467733 FACILITY OWNER/ID:American Tower Corporation, CO-283557 FACILITY SITE NAME:Timberline/Kechter FCC ASR:1282360 HEIGHT:55’ NOTES: Site #116 6015 S Timberline Road Page 125 B.3.1 Packet Pg. 296 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Unipole ANTENNA TYPE:Macro Cell ZONING:CG SERVICE PROVIDERS:Empty LATITUDE/LONGITUDE:40.5005621; -105.0761475 FACILITY OWNER/ID:Crown Castle International, 839274 FACILITY SITE NAME:Fort Collins FCC ASR: HEIGHT:86’ NOTES: Site #117 6132 S College Avenue LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:MMN SERVICE PROVIDERS:Sprint LATITUDE/LONGITUDE:40.4955417; -105.0855572 FACILITY OWNER/ID:CO-0701A FACILITY SITE NAME:Good Samaritan Center FCC ASR: HEIGHT:50’ NOTES: Site #118 508 W Trilby Road Page 126 B.3.1 Packet Pg. 297 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Monopole ANTENNA TYPE:Macro Cell ZONING:CG SERVICE PROVIDERS:AT&T, Verizon LATITUDE/LONGITUDE:40.4957451; -105.0764375 FACILITY OWNER/ID:Crown Castle International, 855731 FACILITY SITE NAME:N Loveland and 287 FCC ASR:10093693 HEIGHT:60’ NOTES: Site #119 6520 S College Avenue LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Monopole ANTENNA TYPE:Macro Cell ZONING:County SERVICE PROVIDERS:AT&T, Verizon LATITUDE/LONGITUDE:40.4847229; -104.9931361 FACILITY OWNER/ID:Crown Castle International, 855728 FACILITY SITE NAME:I25 & 392 FCC ASR: HEIGHT:75’ NOTES: Site #120 7301 SW Frontage Road Page 127 B.3.1 Packet Pg. 298 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Unipole ANTENNA TYPE:Macro Cell ZONING:County SERVICE PROVIDERS:Unknown LATITUDE/LONGITUDE:40.4715817; -104.9930380 FACILITY OWNER/ID:Crown Castle International, 877016 FACILITY SITE NAME:Gardner Signs FCC ASR: HEIGHT:59’ NOTES: Site #121 8101 SW Frontage Road LOCATION:Private Property CATEGORY:Tower FACILITY TYPE:Silo ANTENNA TYPE:Macro Cell ZONING:County SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.4766757; -105.0457979 FACILITY OWNER/ID:American Tower Corporation, 414271 FACILITY SITE NAME:Trilby CO FCC ASR:1285063 HEIGHT:40’ NOTES: Site #122 1898 Good Shepherd Drive Page 128 B.3.1 Packet Pg. 299 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Inventory as of May 14, 2021 LOCATION:Private Property CATEGORY:Base Station FACILITY TYPE:Roof ANTENNA TYPE:Macro Cell ZONING:County SERVICE PROVIDERS:Verizon LATITUDE/LONGITUDE:40.4783058; -105.0748570 FACILITY OWNER/ID:Verizon FACILITY SITE NAME:FTC Carpenter FCC ASR: HEIGHT:35’ NOTES: Site #123 205 Collard Avenue Page 129 B.3.1 Packet Pg. 300 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) B.3.1 Packet Pg. 301 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) !"# ! $ % WIRELESS TELECOMMUNICATIONS MASTER PLAN - ATTACHMENT 1 B.3.1 Packet Pg. 302 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) !" ! !& WIRELESS TELECOMMUNICATIONS MASTER PLAN - ATTACHMENT 1 B.3.1 Packet Pg. 303 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) '! 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(+ C& =* 1" @* @< $1 /< ! < ; 6 " : & ), !" ! !"& WIRELESS TELECOMMUNICATIONS MASTER PLAN - ATTACHMENT 1 B.3.1 Packet Pg. 319 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) '!! ) /*/ *, ,) / 0 2 .,524%A(,=/ ) / *D ) -3+ -)/ -! (@ C& 2@ 1" =* (00 $1 // ! < ; 6 " : & ! !! ) !" ! !:& WIRELESS TELECOMMUNICATIONS MASTER PLAN - ATTACHMENT 1 B.3.1 Packet Pg. 320 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) 1!! *$(:$/0/((( +@13 1! ! !"!&!3 B!"&."&) 1!! *$(:$/0/((/ /03 !!&" !! )6 !! 35;)"&)6 &&!" )6D I!J"& A !"!! !)6&A ! !!#& !) &!!& &"!!!& 7!&!") 1!! *$(:$/0/(0* 003 !!B!& &&!") H &&>!)3 &# 4!!& !&! 7! !&!! 1!! *$(<$/0/(0( (+3 3!6 1!! *$(<$/0/(0/ 0/3 !B 9. #7)#! "!) (:*= *$(<$/0/(0* (23 #"! !!B !!&& %"5!!'.!!! 6""3&&.!&! !73!!B. !! !& B!&! $ C.! 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H -!! !"&! ).." !! !) 1!! +$0=$/0/((( /213 5#!& -!&"! 5#>!!) 1!! +$0=$/0/((/ 0<3 ! & ! 5#" "&)! !!!.& !&"&!!!) 1!! +$0=$/0/(0+ (03 D!&!!!! !"&!! &) !H!&! ! ! !!&!) 1!! +$0=$/0/(0< *@3 &!H!! !"&!&! )!!!)!& )6 !&SS! )6!&!7" ! "D ! ) 1!! +$0=$/0/((0 0/3 5A!&! !&"& 7!) 1!! +$0@$/0/(0: +*13 7!"&. !&"# !) ! "!& &&") 1!! +$0@$/0/(0/ (03 7&&! " ) 1!! +$0:$/0/(0@ /@3 &!" "35 - !" ! 6<& WIRELESS TELECOMMUNICATIONS MASTER PLAN - ATTACHMENT 1 B.3.1 Packet Pg. 355 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) 1!! +$0:$/0/((0 (/3 &&!!5 #!) 1!! +$(0$/0/((/ 2@3 1&&! 8! !) !D!!" !) & ! !! !!) 1!! +$(/$/0/(0( */3 7!-- )1!&7"&) 4)1!&! A !.") H& 1!"7 ! .D7 ! "-) & !&&$$) & 7!A !A !!&" !"&!-8> ) 1!! +$(*$/0/(0@ /013 .&)4 &"!!! "!7&-! ) @ %@0!%'./0(7&' ' %! '! - 457 4, . )-,) -5 , )@ , . - *4)-* 3*) /44 / 95 !" ! 6;& WIRELESS TELECOMMUNICATIONS MASTER PLAN - ATTACHMENT 1 B.3.1 Packet Pg. 356 Attachment: Wireless Telecommunications Master Plan (11162 : Wireless Plan) Wireless Telecommunication Master Plan Key Strategies01-25-22City Council Work SessionWill Lindsey, City PlannerATTACHMENT 2B.3.2 Packet Pg. 357 Attachment: Powerpoint Presentation (11162 : Wireless Plan) 2Strategic AlignmentSTRATEGIC OBJECTIVESNLSH 1.6 – Protect and preserve quality of life in neighborhoods.HPG 7.1 – Provide world-class municipal services to residents and businesses.CITY PLANSafe Community SC-2b – Complete a Wireless Communications Plan and implement targeted Land Use Code amendments.B.3.2 Packet Pg. 358 Attachment: Powerpoint Presentation (11162 : Wireless Plan) 3Plan Findings123 Sites (May 2021)Majority of facilities are macro cell (96)Majority of facilities are concealed (69)Monopole Tower Non-concealed (22)Base Station Non-concealed (19)Unipole Tower Concealed (44)Base Station Concealed (25)B.3.2 Packet Pg. 359 Attachment: Powerpoint Presentation (11162 : Wireless Plan) 4Plan FindingsFindings• City has more co-located equipment than free standing towers• 13 out of 73 towers and base stations are multi provider facilities• 60 are single provider sitesColorSignal StrengthSignal Strength DescriptionYellow SuperiorStrong enough to operate within most buildingsGreen AverageStrong enough to operate in vehicle but not inside most buildingsBlue AcceptableStrong enough to operate outside but not in a vehicle or buildingB.3.2 Packet Pg. 360 Attachment: Powerpoint Presentation (11162 : Wireless Plan) Plan FindingsHeat Capacity Map For A Single Provider• Over ½ of the City is deficient in wireless coverage and network capacity5ColorPotential CapacitySignal Strength DescriptionGreen GoodRatio of number of sites to subscriber base should support a robust networkOrange AverageRatio of number of sites to subscriber base is problematic to support a robust networkRed PoorRatio of number of sites to subscriber base is poor likely cannot support a robust networkB.3.2 Packet Pg. 361 Attachment: Powerpoint Presentation (11162 : Wireless Plan) 6Public OutreachKey Takeaways Spring 2021 Survey Responses•Aestheticsare of greatest importance to the community•85.3% - “Quality of wireless service is important to me.”•42.9% - “My network coverage at home is poor.”•10.6% - “My network coverage at home is excellent.”•67.8% - “I prefer taller facilities with multiple collocation possibilities opposed to shorter and potential more towers.”•93.9% - “I would support locating concealed cell towers on City owned property.”B.3.2 Packet Pg. 362 Attachment: Powerpoint Presentation (11162 : Wireless Plan) 7Key StrategiesStrategy Description Considerations TimelineFurther incentivize roof or wall mounted installations.Recalibrate or develop process incentives in the Land Use Code when wall or roof mounted equipment is proposed on existing structures. Examples may include expedited review times or final approval by the CDNS director without a public hearing.Prioritizing the use of existing buildings may limit the need for new towers in the same vicinity.Short Term(1-3 years)Create a conditional use process for reviewing wireless proposals in residential zone districts.Create a process that requires more stringent set of baseline standards that control the location. design, height, and placement of wireless facilitiesMaintains the allowable control protecting residents and their properties. standards that control the location. design, height, and placement of wireless facilitiesShort Term(1-3 years)Consider the use of certain City-owned properties.Adjust City administrative policy to allow the use of certain City-owned properties, such as parks or golf courses, for wireless infrastructure. Allows more control of wireless infrastructure siting and design as property owner and provides alternative location for equipment near hard-to-reach residential areas. Pre-designed concealed towers could help set enhanced precedents for future infrastructure design.Possible revenue source for the City.Short Term(1-3 years)Develop design standards and expectations for wireless facilities.Explore the use of a design guidelines document for large wireless facilities, similar to what currently exists for small cell placement of facilities.Design guidelines provide a resource that clearly states City preferences for the design and placement of facilities.Short Term(1-3 years)Encourage the use of art as a stealth deployment method for future wireless telecommunication facilities.Explore ways to incentivize the provision of public and/or private art pieces as a means of effectively disguising wireless infrastructure.What constitutes art requires extra consideration but can also create a facility that is unique to the community.Short-Term (1-3 years)B.3.2 Packet Pg. 363 Attachment: Powerpoint Presentation (11162 : Wireless Plan) Next Steps & Implementation8Next 6-12 Months – LUC Updates: xQ1 2022: City Council Work Session (01/25), review existing standards with consultant, draft recommended amendments to Land Use Code xQ2 2022: Internal and external stakeholder engagement, including Boards and CommissionsxQ3 2022: Bring proposed Land Use Code amendments to Commission and Council for considerationxQ4 2022: Update website and create informational/education materials as neededB.3.2 Packet Pg. 364 Attachment: Powerpoint Presentation (11162 : Wireless Plan) For Questions or Comments, Please Contact:THANK YOU!Will Lindsey, City Plannerwlindsey@fcgov.com/ 970-224-6164B.3.2 Packet Pg. 365 Attachment: Powerpoint Presentation (11162 : Wireless Plan)