HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 01/25/2022 - RECOVERY PLANDATE:
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
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
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
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)
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
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
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
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 89
Table of Contents
EXECUTIVE SUMMARY ........................................................................... 4
INTRODUCTION ..................................................................................... 5
Letter from Leadership ............................................................................................................................. 5
Recovery Vision ........................................................................................................................................ 5
Key Elements Addressed in Vision and Plan ............................................................................................. 5
Timeline..................................................................................................................................................... 6
Recovery Planning Structure ..................................................................................................................... 9
Purpose of Recovery Executive Team ....................................................................................................... 9
Purpose of Recovery Core Team ............................................................................................................... 9
Strategic Working Groups ....................................................................................................................... 10
IMPACT OF THE PANDEMIC ON FORT COLLINS ................................... 10
PUBLIC ENGAGEMENT ........................................................................... 15
Process and Methods .............................................................................................................................. 15
Results ..................................................................................................................................................... 16
FUNDING ............................................................................................... 17
ARPA Funding .......................................................................................................................................... 17
RECOVERY THEMES & OUTCOMES....................................................... 19
Looking Ahead: An eyes-wide-open view of a different future ........................................................... 19
In-Depth Themes & Outcomes ............................................................. 22
Theme 1: Health ................................................................................... 22
RECOVERY OUTCOME 1a. Support clear and effective communication of public health orders. ....... 23
RECOVERY OUTCOME 1b. Enhance efforts to ensure basic needs are met in the community. .......... 24
RECOVERY OUTCOME 1c. Mental and physical health is valued as necessary and prevention-based.
................................................................................................................................................................ 25
Theme 2: Equity and Community Resilience ....................................... 26
RECOVERY OUTCOME 2a. Foster a sense of belonging and community trust. .................................... 26
RECOVERY OUTCOME 2b. Accelerate the City’s Housing Strategic Plan’s vision that “everyone has
healthy, stable housing they can afford.” ............................................................................................. 27
ATTACHMENT 2
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RECOVERY OUTCOME 2c. Expand and leverage existing partnerships to quickly connect people
experiencing homelessness (PEH) to resources and services. .............................................................. 28
Theme 3: Economic Recovery .............................................................. 29
RECOVERY OUTCOME 3a. Small businesses, creatives and nonprofits have the resources they need
to thrive. ................................................................................................................................................. 31
RECOVERY OUTCOME 3b: Safe and stable employment, current and future. .................................... 32
RECOVERY OUTCOME 3c: Equitable and affordable childcare is accessible. ....................................... 34
Theme 4: Environmental Resilience ..................................................... 34
RECOVERY OUTCOME 4a: Commit to environmental justice and resilience as reflected in Our
Climate Future. ....................................................................................................................................... 35
RECOVERY OUTCOME 4b: Resilient infrastructure is reliable and affordable. .................................... 37
RECOVERY OUTCOME 4c: Open space and natural amenities are thriving and accessible. ................ 38
PLAN MILESTONES ................................................................................ 39
DATA, REPORTING & PERFORMANCE MEASUREMENT .......................... 39
SUMMARY / CONCLUSION .................................................................... 40
APPENDIX ............................................................................................. 42
A.Acknowledgement ........................................................................ 43
Acknowledgement Statement ................................................................................................................. 43
B.Summary Timeline ........................................................................ 46
C. Public Engagement ................................................................................ 46
D.Funding Details .............................................................................. 78
Funding Sources ...................................................................................................................................... 78
Past Pandemic Relief Funding ................................................................................................................. 78
ARPA Funding Uses for 2021 and 2022 ................................................................................................... 79
E.Summary of Themes, Outcomes, and Objectives with Example
Actions .................................................................................................. 81
F.Plan Scan ....................................................................................... 85
G.Definitions and Acronyms ............................................................. 88
ATTACHMENT 2
EXECUTIVE SUMMARY
On March 9, 2020, the first COVID-19 case in Larimer County was announced. Within a week, as cases
rose throughout the country, schools, businesses and other public and private spaces, followed by the
Colorado statewide Stay-at-Home order on April 27, 2020. What looked like a temporary shift in everyday
life, the pandemic continues to disrupt daily decision-making. These have been unprecedented times,
with deep impacts on our community, country and world.
The health and safety of the community has been, and will continue to be, a top priority throughout the
pandemic. Early on, the community acknowledged the interconnectivity between people, the economy
and the environment during the crisis. The community’s commitment to sustainability (or triple bottom
line) when thinking about recovering and rebuilding, especially long-term resilience, are at the core of
the recovery plan (Plan).
Many communities have developed COVID recovery plans focused on the distribution of federal funding;
however, the City envisioned a plan built with community members, internal City departments,
businesses and partners to not only ensure transparency and fiscal responsibility but recognize and
acknowledge the past to build an inclusive, resilient future for Fort Collins. This unique approach is
designed to acknowledge that Fort Collins cannot return to the pre-pandemic status quo. Recovery will
be a multi-faceted, multi-year, non-linear process, that includes not just only regaining stability but
acknowledging the trauma and healing that must happen to build resilience.
Many of the City’s existing plans have visions and strategies that move the community towards the vision
of a vibrant city. However, this plan recognizes the work that remains ahead around healing, inclusion,
and resilience to move Fort Collins towards a vibrant future.
A pragmatic, people-centered approach to engagement was utilized to inform the Plan. Engagement was
designed to meet the needs of different audiences in the community, and to center hard-hit and
historically underserved community members (residents, businesses, and organizations). A variety of
methods and tools were used to reach various groups, including all ages, races, ethnicities, and income
levels. The input from the extensive engagement resulted four themes identified for the Plan: health,
equity and community resilience, economic recovery and environmental resilience. The Plan addresses
each of these themes are integral to recovery, along with specific outcomes and objectives.
The Plan seeks to leverage this historic opportunity to make bold, long-term investments to achieve
recovery. Federal funding, such as the American Rescue Plan Act funds, are one tool to help the
community achieve the Plan’s vision; however additional sources of funds, resources and partnerships
must be utilized for recovery to be fully realized.
Throughout the pandemic, the community has worked to respond and recover from the COVID-19 impact
(direct and indirect). Adoption of the Plan is one milestone but one that will require intentional action and
review due to the uncertain nature the pandemic has caused. Plan Implementation will include not only
rolling out new programs to help recovery, but also enhancing and/or accelerating programs the City
organization and our partners are already doing that align with Plan outcomes. Additionally, policy will
play a key role, including advancing and adjusting policies that reduce barriers and systemic inequities.
Ongoing evaluation and process improvement will continue to be valuable measures to gauge how
recovery is progressing. The future is still uncertain, however this Plan lays out priorities for a more
resilient, vibrant, and inclusive post-pandemic community, while still being nimble and not overly
prescriptive.
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ATTACHMENT 2
INTRODUCTION
Letter from Leadership
INSERT WHEN PLAN GOES TO ADOPTION
Recovery Vision
The pandemic has brought perilous challenges, seemingly overnight, to the community, impacting
virtually every aspect of residents’ lives and often exacerbating previously existing issues. Fort Collins
continues to face these and emerging challenges with the rise of COVID variants. 2020 and 2021 were also
marked by historical wildfires, air quality impacts and the social justice movement intensified by the
murders of George Floyd and Breonna Taylor.
Although the community is still in the midst of pandemic response, the City of Fort Collins (City) has begun
to plan the road to a resilient recovery. The health and safety of the community is top priority. To guide
long-term efforts, the City is committed to developing a community Recovery Plan (Plan). Recovery is a
multi-faceted, multi-year process, and the Plan is a crucial step in laying out what the community wants
and needs most to build back better.
The Plan will focus on more than economic recovery or the distribution of federal recovery funds. As the
initial wave of the pandemic swept through the region and stay-at-home orders were put into place,
disparities in the community related health, equity, inclusion, economic stability and more that had
existed pre-COVID were exacerbated.
To move toward a resilient future, these disparities and systematic barriers must be acknowledged and
removed. This approach of investing in the community’s triple bottom line (economic, environmental and
social health) will lead to a more balanced, purposeful recovery. One that doesn’t focus just on economic
rebuilding, or health, but rather balances them along with community and environmental resilience. As
the Fort Collins community moves toward recovery, perspectives and impacts from many different
stakeholders and community members’ lived experiences must be understood. Disparities in health and
economic security were not created by COVID-19 but worsened by the pandemic. Recovery will involve
not only helping those most impacted but also reducing barriers and building resilience so that those who
have faced inequities in the past are better situated to weather the next crisis and thrive in our
community. This shared purpose will allow Fort Collins move toward recovery.
Taking all of this into account, the vision for recovery is that Fort Collins residents and businesses can
participate in a resilient, vibrant and inclusive future.
Key Elements Addressed in Vision and Plan
A crucial purpose of the Recovery Plan is to lay out what the community has shared is needed most
now, and into the future, as well as defining the City’s role and available resources.
Inclusion and healing are the first steps in moving towards becoming a more resilient city that can prepare
and endure future shocks and disruptions. By becoming a city that that prioritizes a future where
everyone, including those who have historically underserved, feel a sense of belonging, our whole
community will be stronger and more inclusive. As the City moves toward recovery, Fort Collins must be
intentional and acknowledge that the community needs to heal from the damage the pandemic has
caused, including the human losses that have occurred. Healing – like grief – is not linear and looks
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ATTACHMENT 2
Page 6 of 89
different for everyone. Keeping this at the forefront of processes and decision making are crucial in the
path toward recovery.
The City has many plans, such as City Plan, FoCo Creates, and others, that move the community towards
the vision of a vibrant city. The Recovery Plan acknowledges the existing work that remains
around healing, inclusion, and resilience to move Fort Collins towards a vibrant future. The purpose of
these four foundational words is to anchor the community and City organization to a “new normal”. A
vision of work that integrates healing and inclusion as a foundation to becoming a community that is
resilient in the face of difficult change and a community where everyone who calls this place home can
experience a sense of belonging.
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
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On March 9, 2020, the first COVID-19 case in Larimer County was announced. Within a week, as cases
rose throughout the country, Fort Collins experience closures of schools, businesses and other public
spaces, followed by a statewide Stay-at-Home order on April 27, 2020.
The City of Fort Collins, along with other municipalities, received federal Coronavirus Relief Fund (CVRF)
to meet the immediate health crisis and ongoing response in summer 2020. To provide strategic
oversight and guidance for the overall pandemic response, as well as CVRF deployment, an internal
Recovery Executive Team (Recovery Exec) was formed. A City Recovery Manager position was created to
focus on the response and long-term recovery within the overall City organization, while also coordinating
and ensuring regional coordination and collaboration. As the pandemic continued, Recovery Exec and
City Council determined the need for a long-term recovery plan that aligns with and supports the
community.
Recovery Plan Development
Other communities have developed or are developing recovery plans primarily focused on distributing
federal funding. However the City of Fort Collins is taking a different approach, one that envisions a plan
built with community members, internal City departments, businesses and partners. This approach helps
ensure not only transparency and fiscal responsibility but acknowledges past inequities and looks forward
build an inclusive, resilient future for Fort Collins. This unique approach allows the City to remain mindful
that the community cannot return to the pre-pandemic status quo.
In March 2021, the American Rescue Plan Act (ARPA) was passed by Congress, shortly after which
the City was notified of a $28.1 million ARPA award. By mid-May, the first tranche of state and local fiscal
recovery funds was received – $14 million, with the remainder to be received in 2022.
Public engagement and plan development began in earnest in June 2021. That same month, staff sought
direction for the development of a recovery plan with City Council and discussed the need to set aside a
portion of ARPA funds to be used for immediate pandemic response. On July 7, 2021, Council adopted
Ordinance No. 079. 2021 appropriating $4.2 million for response efforts.
•Phase 1: Engagement: Focused on robust community engagement
•Phase 2: Plan Development: Centered on the drafting and writing of the plan, along
with analysis of community engagement priorities and feedback
•Phase 3: Gut Check: During this phase, additional community engagement on the draft
plan occurred, and the plan was finalized for Council adoption
A full timeline of Recovery Plan development can be found in Appendix B.
ATTACHMENT 2
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ATTACHMENT 2
Recovery Planning Structure
To help guide the City’s recovery planning efforts, several teams were assembled from staff across the
organization, with final authority and guidance coming from City Council and the community.
Purpose of Recovery Executive Team
The Recovery Executive Team (Recovery Exec) is a cross-functional group of service area directors within
the City. The team meets monthly to provide strategic focus, a collective organization- and community-
wide approach, transparency and leadership to the overall response and recovery efforts, including the
deployment of federal emergency funds. Recovery Exec identifies challenges/roadblocks and advise the
City Recovery Manager and Recovery Core Team on solutions, opportunities and efficiencies.
Purpose of Recovery Core Team
The Recovery Core Team is an interdepartmental, cross-functional group that meets monthly to tackle
key challenges facing recovery, such as identifying and addressing opportunities and threats to the
recovery plan development and ensuring the effectiveness of long-term resilience planning.
This group includes the Chief Financial Officer, City Recovery Manager, Recovery Policy & Engagement
Specialist, Interim Deputy Director of Fort Collins Utilities and Strategic Working Group leads. Recovery
cannot happen in isolation and affects more than one project, one department, one sector, or one
municipality. It encompasses everyone and requires working together to serve the needs of
the
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ATTACHMENT 2
community. The Recovery Core Team works to deliver on the Plan’s vision, while also addressing the
everyday challenges of the pandemic.
Strategic Working Groups
The three strategic teams were focused on three broad areas related to recovery: Equity & Community,
Economic, and Health & Environmental Resilience. The work of these three teams focused on a broad
spectrum of impacts to Fort Collins that resulted from the ongoing effects of the pandemic. Taking into
consideration the feedback received from the community throughout the engagement process, as well as
their knowledge and experience gleaned from service to the community, these teams helped craft a
unique and comprehensive set of outcomes to aid in a holistic approach to the Plan. Ultimately, within
the plan, Health and Environmental Resilience were split into two different themes based on community
and stakeholder feedback.
The three support teams focused on community engagement, data & metrics, and process improvement.
The Community Engagement Team spearheaded the creation and implementation of public engagement
to guide the planning process. The Data and Metrics Team supported the identification and analysis of
relevant metrics to help measure recovery progress, and the Process Improvement Team continuously
worked to evaluate and improve the short-term ARPA funding process and plan for allocation of future
ARPA funds.
IMPACT 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.”
-Kelly DiMartino, Interim City Manager
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As COVID-19 cases worldwide continue to increase by the day, so does the ever-growing impact on
society. While the global population has experienced extreme changes in day-to-day life, researchers have
worked tirelessly to develop vaccines and treatments to halt the disease and bring the world out of
lockdown. From shifting to remote work and home-schooling children, to restricting travel and leisure
activities, to disrupting supply chains, the COVID-19 pandemic has had an unprecedented impact on
virtually every facet of life.
The pandemic has amplified existing systemic inequalities in income and poverty, socioeconomic
inequalities in education, skills and wages, as well as intergenerational inequalities; with particular
impacts on children, seniors, families with children, young adults, and small businesses. Within these
segments of the population, inequities related to gender, race and ethnicity and social deprivation have
been both exposed and exacerbated. At the same time, impacts related to development, relationships
and mental health have been compounded, which are all variably affected and interlinked.
Like systemic inequalities, health outcomes for COVID-19 have followed patterns of existing health
disparities. There are ongoing health impacts from ‘long -COVID’ as well as from delays in care seeking and
reprioritization of medical resources. Deficiencies in infection prevention and control measures, and
inequalities in the structure and funding of social care provisions have also been laid bare. Many of these
impacts have a compounding effect at both the individual and community levels. Childcare issues have
led to negative economic impacts, with certain community members feeling like they are choosing
between the health of themselves and their family and their ability to work.
Community Member Story:
“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.”
Mental health has also been profoundly impacted. Isolation, disruption to feelings of safety and security,
and the daily pressures of managing work- or school-load and well-being have all taken their toll on the
community, especially on first responders, healthcare- and front-line workers, educators and
youth. Public engagement efforts during plan development brought forward hundreds of examples of
how mental well-being has been negatively impacted due to the pandemic. The community is still
struggling with both the impacts of the past two years as well as future unknowns:
“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.”
Impacts to Businesses
“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.”
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Virtually all businesses in the City have been impacted by the pandemic in some way. The type and degree
of impact has varied by business size, industry, and other characteristics. Businesses in the hospitality
industry, personal services, arts and entertainment, recreation, retail, manufacturing, and healthcare
industries have been significantly impacted since the initial lockdowns in March 2020. This is especially
true for businesses owned by women, Black, Indigenous and People of Color (BIPOC) and/or LGBTQIA+
community members.
Surveys of local businesses indicated that a majority of them made changes to operations during the
pandemic. Changes included:
•introducing new health and safety measures
•closing facilities to the public
•discontinuing onsite sales or services
•increasing the number of employees working from home
•canceling or postponing large meetings or events
•postponing plans to upgrade facilities or equipment
•canceling contracts with vendors or service providers
After nearly two years of operating in a pandemic, businesses continue navigating a complex minefield of
supply chain delays/shortages, inflation, public health orders, new variants of COVID-19, and
worker/talent changes and shortages.
Impacts to Residents
“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.”
The COVID-19 pandemic and the resulting economic recession have negatively affected many residents’
mental health and created new barriers for people already suffering from mental illness and substance
use disorders.
Throughout the pandemic, many adults locally and nationally have reported symptoms of anxiety or
depression. Specific negative impacts to well -being mentioned include difficulty sleeping, difficulty eating,
increases in substance use, and worsening chronic conditions due to worry and stress over the
coronavirus.
As the pandemic wears on, so to do negative mental health consequences. Young adults, people
experiencing job loss, parents, children, BIPOC community members, and essential workers have been
particularly at risk for negative mental health consequences during the pandemic, and these impacts may
not go away when the pandemic ends.0F
1
Although mental health impacts from the pandemic have helped destigmatize conversations about
mental well-being and the value of getting support when needed, but it also means that the need for
1 It is important to acknowledge that many of these identities do not occur in isolation and that there is often
intersectionality between them.
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quality mental health services is greater than ever before. This increased need has in turn highlighted new
and existing barriers to accessing services.
Impacts to Vulnerable Populations
“[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.”
Even before the pandemic, systemic and societal disparities existed for many historically underserved,
underrepresented community members in Fort Collins. COVID-19 is a “crisis on top of a crisis” that
compounds the experience of racism, discrimination, stigma, and implicit bias.
Many who were at or above the poverty level pre-pandemic are now finding themselves unable to afford
food, health care, housing, transportation and other essential needs because of new circumstances driven
by the pandemic. For example, many workers in lower-income positions do not have the flexibility of
working from home, but instead work on the front lines, increasing the risk of COVID-19 exposure and
infection for themselves and their families. Already vulnerable residents have been pushed into even
more vulnerable states.
Public engagement conducted during plan development yielded dozens of stories from vulnerable
community members about how the pandemic exacerbated their already difficult experiences. When
looking specifically at top priorities for recovery, Latinx/Hispanic community members ranked essential
needs, such as food access and housing higher than the community as a whole. This data reflects local and
national research that clearly shows the desperate impacts the pandemic has had on certain groups. Not
only has historically underserved community members been more likely to experience negative socio-
economic impacts, but data have shown higher rates of COVID-19 infection and severe illness. This trend
is reflected in rates of hospitalizations and deaths1F
2.
Impacts to Families and Children
“[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.”
Families with children have experienced various challenges throughout the pandemic and continue to
struggle to regain stability as exposures and illness from variants occur. In addition to worries and
anxieties related to the pandemic and the safety of their children, many families have seen childcare and
social support disrupted or fade away altogether. Many parents, while trying to juggle work, have not only
had to take care of their children with restricted caregiver resources (e.g., grandparents, daycare settings,
schools) but also play the role of educator. Even though schools have reopened, frequent exposures and
staff shortages continue to impact the ability for children to attend school, and parents and caregivers
must then figure out how to find care for children. During public engagement, dozens of parents and
caregivers indicated that affordable and available childcare has been impacted, and that they often felt
forced to choose between staying home to care for their children and working. Many times, frontline
workers were unable to be home to support children and remote learning, nor did all community
members have the funds or network to set up learning pods when schools were remote.
2 https://www.cdc.gov/coronavirus/2019-ncov/covid-data/investigations-discovery/hospitalization-death-by-race-
ethnicity.html
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These disruptions do not only impact parents and caregivers, the impact children themselves. Youth
behavioral, developmental and mental health have all been widely reported as negatively impacted, and
children with preexisting educational disparities have been especially impacted. Learning-loss and loss of
social interaction has also been deeply impacted, and long-term affects of this on children are yet to be
fully understood. However it will be important to support children during recovery to mitigate learning
loss and spur social development.
It is also important to note that when schools transitioned to remote learning, not all students had the
same ability to learn from home. Many lower-income households in the community have experienced a
“digital gap” due to the lack of reliable access to the Internet and other digital resources at home, which
has affected learning.
Impacts to Healthcare Workers
“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.”
Healthcare workers have been at the heart of the unparalleled crisis of the pandemic, burdened with
reducing the spread of infection, developing short-term strategies for treatment, and formulating long-
term plans for patient recovery. Throughout the pandemic, they have also had to continue treating non-
COVID patients, an already challenging role prone to stress and burnout.
Like other front line and essential workers, many health care workers have experienced higher levels of
psychological stress and burnout throughout the pandemic, causing some to leave the profession. This
exacerbates staffing shortages and provides further strain on those who remain.
Impacts to City Employees
“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.”
Similarly to those working in other essential services, City employees have been significantly impacted by
the pandemic over the past two years. While some staff was able to transition to working remotely, many
others have worked in person throughout the pandemic, including during the statewide stay-at-home
order, providing critical services for public safety and public works.
Although City buildings have reopened to the public, many staff are following a hybrid work model, and
rising cases counts due to COVID-variants have strained the ability to provide service. Like other
employees in our community, City staff are also experiencing burnout.
Burnout has been reported across almost all sectors of the City, with many staff departures taking place
since March 2020. Coupled with this has been a wave of positions vacated by retiring staff members who
have opted to retire (sometimes early). For some, retiring or leaving was related to personal health
circumstances, or changes in family situations and lifestyle due to the pandemic. Many City employees
have reported that they have considered leaving jobs at some point during the pandemic.
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PUBLIC ENGAGEMENT
Conversations with community members are a key part of planning for recovery. A central element of the
vision for recovery 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,
seniors 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, surveys and other methods.
The primary objectives of Recovery Plan Engagement include:
•Gather community input and needs to inform creation of recovery plan.
•Connect with and gather feedback from underrepresented groups, focus on inclusive
engagement and language access.
•Incorporate feedback from other recent and ongoing engagement processes to help inform
recovery (data from City Plan, Our Climate Future etc. and include recovery as a topic in
Community Survey, East Mulberry and Budget engagement).
•Gather ideas for recovery programs, identify community needs for recovery and a future
that is resilient, vibrant and inclusive.
•Develop clear recovery plan and recommendations to achieve vision based on community
feedback.
Process and Methods
Engagement began in spring of 2021, ramping up in summer and fall. Phase 1 of engagement focused on
understanding ongoing challenges and impacts of the pandemic, while also asking what long-term
recovery looks like to the community.
Engagement was designed to meet the needs of different audiences in the community, and to center
hard-hit and historically underserved residents. A variety of methods and tools were used to reach various
groups, including all ages, races, ethnicities, and income levels. 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:
•2,200+ online survey responses
•220+ responses from OurCity Platform
•Approx. 25 paper survey responses
•50+ stakeholder meetings
After the creation of the draft Recovery Plan, additional public engagement (Phase 3 of Plan Development)
occurred to gauge if community priorities for recovery are accurately reflected in the plan. Multiple tools
were used for this engagement, including online surveying and additional stakeholder conversations.
Public engagement does not stop with plan adoption. Future conversations with the community will be
required to help uncover the specific programs and mechanisms needed to support residents’ unique
paths towards recovery. Throughout Plan Implementation additional engagement and outreach will be
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conducted to ensure continued alignment between community needs and offered programs and services.
Ongoing engagement will also allow nimbleness to respond to emerging challenges and impacts of the
pandemic.
Results
Analysis of open-ended responses yielded four key themes for recovery:
•Support 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.
The following graph displays Priority Areas for recovery as identified by survey respondents. Respondents
chose their top 5 priorities for recovery based on the list below.
Affordable housing, small business support, mental & behavioral health, workforce development and
economic rebuilding strategy ranked highest; however, it is important to note that not all parts of the Fort
Collins community have the same top priorities. For example, mixed-methods analysis highlighted that for
many, essential needs and health and safety ranked highest. For others, recovery didn’t even resonate –
it felt too soon to talk about recovery when the crisis is ongoing.
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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 listed above 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.
While the above chart and qualitative analysis included a number of businesses, additional engagement
with businesses occurred during the plan development process through the Economic Health Office. This
included regular surveying and follow up for those businesses that received pandemic relief assistance
through the City and/or County. The most recent survey of Small Business Assistance Report Recipients
can be found in Appendix C, along with full engagement results.
FUNDING
Although the State and Local Fiscal Recovery Fund of the American Rescue Plan Act (ARPA) is an
impactful tool to aid recovery work, is not the only tool. The community must be intentional about its
funding deployment to leverage ARPA and any future funds that become available. In order for Fort
Collins to recover, the community must look at all tools including but not limited to grant or general
funds, policy review, acceleration of programs/projects, public-private partnerships and other
resources.
ARPA Funding
The federal American Rescue Plan Act (ARPA) established $1.9 trillion in COVID-19 relief funding. The Act
included $350 billion State and Local Fiscal Recovery Funds (SLFRF) to aid state and local fiscal recovery.
$28.1M of SLFRF have been allocated to the City of Fort Collins. These funds are designed to provide
flexibility so that each recipient can meet unique local needs - including support for the communities and
businesses hardest hit by the pandemic. Funding Objectives Include2F
3:
•Support urgent COVID-19 response efforts to continue to decrease spread of the virus and bring
the pandemic under control
•Replace lost revenue for eligible state, local, territorial, and Tribal governments to strengthen
support for vital public services and help retain jobs
•Support immediate economic stabilization for households and businesses
•Address systemic public health and economic challenges that have contributed to the inequal
impact of the pandemic
As part of the SLFRF, the U.S. Treasury Department (Treasury) had released interim compliance and
reporting guidance for all agencies receiving these funds in 2021, with anticipation of final rules later. City
staff had been closely reviewing and monitoring changes and updates to interim guidance throughout
3 Interim Final Rule Quick Reference Guide, https://home.treasury.gov/system/files/136/SLFRP-Quick-Reference-
Guide-FINAL-508a.pdf
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2021. In early January 2022, the final compliance and reporting guidance was released by Treasury3F
4. Staff
will continue to closely monitor all uses of the SLFRF within the Recovery Plan to ensure compliance and
transparency.
In May of 2021, City Council allocated approximately $4.2M of the $28.1M to be used for short-term
response efforts to be spent in the next 12-18 months. In addition, City Council, in the adopted 2022 City
Manager Recommended Budget, approved an additional $3.6M of ARPA fund allocations.
The pandemic continues to have many unknowns and immediate needs and impacts have changed over
time. City Council has therefore offered clear direction to staff that we must be nimble in the use of funds.
They support the additional allocation of ARPA funds to meet immediate challenges caused by the
pandemic, if needed. The remaining SLFRF funds are expected to be allocated in the City's 2023-2024
budget cycle. SLFRF funded items in the 2023-2024 budget will tie to both the Recovery Plan and the City’s
2022 Strategic Plan.
Allocation of SLFRF Funds
NOTE: Administrative costs spread throughout each category
A full list of SLRFR Funded projects can be found in Appendix D.
4 https://home.treasury.gov/system/files/136/SLFRF-Final-Rule.pdf
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Additional Funding
In addition to the SLFRF funds, the City has received additional ARPA funds to support recovery.
SUMMARY OF ARPA FUNDING RECEIVED BY THE CITY:
•State and Local Fiscal Recovery Fund (SLFRF) – Received directly from US Treasury
•Federal Transportation Agency (FTA) – Public transportation to prevent layoffs and
severe cuts to transit services
•Community Development Block Grant (CDBG – HOME) – Provide supportive services
and safe, socially distant housing solutions
•Shuttered Venue Operators Grants – Small Business Administration Office of Disaster
Assistance program to aid hard-hit venues
•Environmental Protection Act (EPA) – Air quality monitoring and pollution clean up
•Institute of Museum and Libraries – Expanded education and wellness program
•TOTAL ARPA FUNDING TO-DATE: $40.45M
City staff will continue to pursue and leverage other available funds for recovery, as well as working
closely with public and private regional partners to explore innovative solutions.
RECOVERY THEMES & OUTCOMES
Looking Ahead: An eyes-wide-open view of a different future
As the community looks toward the future, an important question looms: How do es Fort Collins heal from
the pandemic and move forward to rebuild better?
The cascading impacts of the pandemic have shown that while the City of Fort Collins has made progress
to achieve the objective of being world-class, there are areas and people in the community who
experience Fort Collins very differently. They are struggling, lacking stability and sometimes do not feel
they belong or are even welcome. In order to move forward toward a more resilient and inclusive
future,
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the City must acknowledge past shortcomings and recognize that not everyone in the community feels
like they belong or has the resources they need to thrive. By embracing a growth-mindset, the City and
community as a whole can begin to reconcile with the changes that need to occur to move forward.
The road toward recovery will be difficult, however Fort Collins has the opportunity not just to bounce
back to where it was pre-pandemic, but to bounce forward and create a better, more resilient, inclusive,
vibrant community. A coordinated, collaborative recovery plan can provide the framework for community
cooperation. Understanding and removing barriers that hinder efforts towards inclusion, healing,
resilience and vibrancy will be essential.
As the community continues to heal from the effects of COVID-19, it is important residents feel included
and welcomed. The pandemic has highlighted and exacerbated the various inequities already present in
the community. In recognition of this, the Recovery Plan is aligned with the 2020 City Strategic Plan’s
objective to “advance equity for all, leading with race, so that a person’s identity or identities is not a
predictor of outcomes.” Leading with equity impacts both the planning process and the Plan’s intended
outcomes. An emphasis on racial disparities is a starting place for inclusion as the City expands to bring in
underrepresented and disproportionately impacted community members. This approach is intentional
about addressing barriers and designing solutions in collaboration with those most impacted, ensuring all
community members can benefit, participate, and influence outcomes.
Centering recovery work in equity is a process of continual growth. It comes with a great deal of change
and myriad tensions to balance as work occurs to achieve the Plan Vision.
Below are Guiding Principles generated as a result of feedback received from the community through
public engagement. Following these principles is key to achieve the vision for recovery. They also
informed the creation of the Recovery Themes and Outcomes provided in the Plan. These Guiding
Principles will also be used to guide plan implementation.
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 themes, outcomes and objectives
outlined below are informed by the voices of the diverse Fort Collins 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.Accelerate the City’s community vision by leveraging existing plans, programs and partners. There
are several strategic plans and programs in existence that are still relevant and impactful through the
lens of recovery today and in the future. They should not be reinvented. Instead, resources should be
leveraged to accelerate their outcomes. The key for many of these strategies is listening to,
supporting, and co-creating solutions with both the communities most impacted and community
partners already leading such efforts.
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 to lead on some of the Recovery Themes,
Outcomes, and Objectives 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- and longer-
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term funding. The Recovery Plan could pilot, enhance or accelerate ongoing work to address
inequities, build capacity, and sustain momentum over time.
4.Be data- and experience- driven. 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. Do not lead with ‘solutions.’ Seek to gather and
understand lived experiences in the local community so that the data driving strategies and tactics
truly reflective of Fort Collins. In addition, the pursuit of perfect information and data should not slow
down the progress of recovery efforts. Understanding best practices (regionally, nationally,
internationally) and lessons learned from implementation will help identify and mitigate pitfalls.
5.Focus on resilience by avoiding being short-sighted. Resilience is the capacity to prepare human and
natural systems to respond and adapt to changes and disruptions of various scales that affect the
ability to thrive. While addressing short-term needs keep long-term goals in mind. Focus on balancing
the interests of both now and the future. Existing inequities exacerbated by the pandemic and other
potential disruptions may only be further widened if a balance is not struck. Approaches should be
understood and translated so that the community can withstand future events more effectively.
6.Make recovery decisions with sustainability in mind. The community benefits from the balance of
social, environmental and economic contributions (tiple bottom line) to the overall quality of life in
Fort Collins. 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. This is a
symbiotic relationship that recovery reinforces.
Summary of Recovery Themes 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 and natural amenities are thriving and accessible.
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In-Depth Themes & Outcomes
Below is a detailed breakdown of the Recovery Themes and Outcomes listed in the table above. Additional
information and nuance is provided under each Outcome with specific Objectives and Action Needed.
Further detail is provided with Action Needed that describes in a broad sense what next steps are needed
to achieve the Objectives and Outcome. Specific Example Actions that align with the Themes, Outcomes,
and Objectives can be found in Appendix E. It should be noted that the included actions are only
examples of actions that could be taken, not necessarily the actions that will be taken as a result of this
Plan. This approach was chosen due to the ever-changing nature and uncertainty of the pandemic. Not
creating an overly prescriptive, exhaustive list also allows opportunities to be nimble and innovative in
recovery and support those most impacted by the pandemic. Throughout the Themes and Outcomes
section, quotes from residents and businesses have been included to elevate the community voice and
highlight how public engagement influenced the Plan.
Theme 1: Health
Community recovery will not, and cannot, begin until personal recovery has taken place. The community’s
basic physiological and safety needs must be met first before addressing other aspects of recovery and
resilience. Discussions around getting “back to normal” at the beginning of the pandemic have
transitioned to the idea of a “new normal” instead.
Alongside the COVID-19 pandemic, 2020 was a year of unprecedented wildfires and air quality extremes.
The COVID-19 pandemic highlighted the importance of protecting those with respiratory or cardiac issues,
as these individuals are the most susceptible to both COVID-19 and air quality impacts. Early in 2020, stay-
at-home orders led to some of the cleanest air quality days on record in 20 years, likely due to decreases
in vehicle use. In contrast, during the Fall and Winter, local and regional wildfires led to some of the
poorest air quality on record.
Public health guidance to address the pandemic often encourages being outdoors due to potential indoor
ventilation challenges that could lead to increase COVID-19 exposure. However, due to wildfires
throughout the U.S. in 2020, in addition to Cameron Peak Fire in Larimer County, poor outdoor air quality
and heavy smoke and ash created “action day alerts,” meaning the particulate matter and ozone in the
air was unhealthy to breathe and the community was asked to limit their time outside. The overlap of the
pandemic and bad air quality had negative impacts on both mental and physical health. As Fort Collins
faces challenges related to population growth and climate change, continued efforts to mitigate these
impacts are necessary. When asked about COVID-19 recovery, community members have consistently
indicated that physical and mental well-being is a high priority.
“[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…”
The pandemic has heightened the risk factors associated with poor mental health – physical, social and
financial uncertainty – but has also shifted the conversation around mental health, reducing its stigma.
Mental Health impacts all aspects of life, including the ability to provide care and work. This theme area
recognizes that specific populations have been disproportionately impacted by the pandemic and need
additional support to survive and thrive right now and into the future. Additionally, there is a high
need
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of mental health support for jobs that expose employees to trauma, such as law enforcement, EMS, fire,
and healthcare, but few resources available to help them.
“[The pandemic] reinforced the importance of providing services like healthcare to everyone regardless
of employment.”
RECOVERY OUTCOME 1a. Support clear and effective communication of public health
orders.
Why a Priority for Recovery? Community engagement consistently underscored ongoing concerns about
potential health risks and impacts from typical daily activities including shopping, visiting restaurants,
participating in community activities, attending cultural events, and being out and about in the
community. Developing and delivering consistent public health messaging provides clarity to the
community about the current risk level from the virus, along with other disruptions such as air quality
impacts from wildfire smoke. Clear, consistent messaging is one of the most effective measures for
mitigating risk for residents and businesses. Enabling all community members to have the information
they need to take appropriate action increases the overall effectiveness of any given public health
measure.
Reliable and regular data about the status of the virus enables the best response, whether by the local
public health system, government, or private employers. Clear data builds confidence, which is a central
input to economic outcomes. The pandemic shook the confidence of both consumers and businesses in
the stability of the local economy, disrupting spending on goods and services. Commerce will regain its
footing as the public regains its confidence. Re-instilling confidence for both the customer and workforce
comes when functional barriers to re-engage in the community and local economy are removed. Everyone
shares responsibility in rebuilding confidence – individuals, businesses, government, institutions, and
associations.
“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…”
Objectives for 1a include:
o Share clear, consistent public health guidance.
o Ensure access and availability to personal protective equipment (PPE) and COVID-19 tests.
Action needed for 1a to be achieved:
o Coordination among various community organizations to ensure consistent public health
messaging, including ample time to translate, communicate and implement.
o Provide funding and grants to organizations and others to ensure free or reduced cost access to
COVID-19 tests.
o Scale up services and capacity of community organizations to ensure new methods of outreach
to increase awareness and accessibility.
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“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.”
RECOVERY OUTCOME 1b. Enhance efforts to ensure basic needs are met in the
community.
Why a Priority for Recovery? At the beginning of the pandemic, the community leaned heavily on family,
neighbors, community organizations and local government to provide safety nets. The spread of COVID-
19 acted as a magnifying glass, shining a light on pre-existing inequities in the community – and further
exacerbating them. Basic needs for this plan are defined as housing, utilities, food, medical care and
mobility.
Mobility is defined as the ability to move or be moved freely and easily. Access to dependable, affordable
transportation (trails, bikes and busses) is vital for the community’s ability to get to essential services,
products and places. It is not just funding for public transit, but a broader understanding of how
transportation access can promote health, safety and economic opportunity, while reducing congestions
and emissions that affect air quality.
Organizations play a vital role in ensuring basic needs are met while supporting community connection.
During the pandemic, community organizations/nonprofits have supported families, the workforce and
businesses to provide unmet needs and expand their criteria for assistance. In essence, these
organizations stepped up to the frontline in unprecedented ways.
Additionally, COVID-19 has had a crushing impact on the nonprofit sector which employs about 14% of
the U.S. workforce. Community organizations are dealing with skyrocketing requests for assistance for
basic needs such as food, housing and counseling while also experiencing a drop in donations and cash
reserves. Those they serve are still in dire need, and the resources – including staff capacity – are not
always enough. In order for these organizations to continue to help those in need, they must have access
to adequate resources.
“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.”
Objectives for 1b include:
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 multiple modes of transportation.
Action needed for 1b to be achieved:
o Provide funding and grants to organizations and others to support free or reduced cost access to
services.
ATTACHMENT 2
o Scale up services and capacity of community organizations to ensure new methods of outreach
for increased awareness and accessibility.
o Restore existing services and continue expansion of services to ensure access to necessary
services and underserved areas.
o Expand programs that improve indoor and outdoor air quality for community members, including
increasing local monitoring and messaging regarding poor air quality alerts.
“Families are getting hit financially from all directions - soaring health care costs, food prices, gas,
housing prices, child care, etc. Where to even begin?”
RECOVERY OUTCOME 1c. Mental and physical health is valued as necessary and
prevention-based.
Why a Priority for Recovery? The cost of the pandemic can be measured in lives lost, jobs lost and revenue
drops, however the human costs of the pandemic are equally important – and more difficult to assess.
The community’s mental well-being has been deeply impacted, and it will take time and resources to heal.
Well before the pandemic, mental and behavioral health issues were increasing. Now, more people than
ever before have flagged the ongoing need for mental health services and support. This de-stigmatization
of mental health has highlighted the diversity of needs, identification of barriers to care, and the gaps in
service availability. In the Colorado Health Foundation Poll’s 2021 Results4F
5, 63% of Larimer/Weld County
respondents have said that mental health is a serious problem, but only 29% have talked to a health
professional.
Additionally, the pandemic has highlighted the gaps in available providers and the pathways to access
those with proper training to support specific populations such as youth, Latinx/Hispanic, LGBTQIA+, first
responders and other community members. These groups have seen disproportionate impacts to mental
well-being throughout the pandemic. The need for additional resources, more providers, and providers
with a greater diversity of training and backgrounds to serve those in need is clear and will continue to
worsen in the future if not addressed.
“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.”
Objectives for 1c include:
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.
Action needed for 1c to be achieved:
o Coordination among various community organizations to scale up or create new types of services
(both what is provided and who is providing).
o Provide funding and grants to organizations and others to ensure free or reduced cost access to
services.
5 https://www.copulsepoll.org/results
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o Scale up services and capacity of community organizations to ensure new methods of outreach
to increase awareness and accessibility.
o Collaborate with educational partners to offer low-cost pathways for those seeking careers in
mental and behavioral health, specifically those historically underrepresented and underserved.
“[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.”
Theme 2: Equity and Community Resilience
In the beginning of the pandemic, neighbors and communities in the City pulled together, offering support
and solidarity to each other. However the pandemic has gone on, and people get tired and overwhelmed.
People are grieving, hurt, stressed and need of support. The goal is not to rebuild or build back better (as
is often said) but to build community, in all sense of the word. This entails a community-led recovery where
lives, connection, social capital and vibrancy of place are strengthened. Absent this, others can feel further
disconnected and disenfranchised.
RECOVERY OUTCOME 2a. Foster a sense of belonging and community trust.
Why a Priority for Recovery? Community in Fort Collins has consistently been defined by what the
dominant culture describes as best fit for them. The City defines “Dominant Culture” as one that is able,
through economic or political power, to impose its values, language, and ways of behaving within a
political or social entity (a city for example) in which multiple cultures are present. This often comes at
the expense of BIPOC communities, people with disabilities, elderly community members, people who
identify as LGBTQIA+, communities developing their English language skills, and communities of diverse
religious commitment are those most impacted by ecological, economic and democratic crises.
Among those most impacted, there is particular need for emphasis on people of color who are
refugees/immigrants and/or identify as being a part of LGBTQIA+ communities. To recover, it is important
to acknowledge and act to address the need to politically and financially support physical and
psychological safe spaces built by and for communities of color and other historically underserved
communities where they can connect and identify, authentically express identities, thrive and lead in
creating a healing place and sense of belonging.
“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...”
Objectives for 2a include:
o Foster a culture of belonging.
o Support neighborhood-driven resilience while also improving social capital and capacity.
ATTACHMENT 2
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.5F
6
o Codesign multicultural activities and generative spaces for improved access and opportunities.
Action needed for 2a to be achieved:
o Provide funding and grant process to organizations and neighborhoods that support community-
led projects.
o Review and remove City policies and procedures that create barriers to full participation.
o Coordination among various community organizations and Equity & Inclusion Office to utilize and
improve the community’s equity resources, including building capacity and providing training
needed to better center solutions in equity.
“[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.”
RECOVERY 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? Housing affordability is a key element of community livability. Having a
healthy, stable, affordable place to live impacts people’s physical and mental health, resilience to life’s
challenges, and economic mobility. As the community continues to grow, many people are struggling to
afford stable, healthy housing in Fort Collins. Nearly 60% of renters and 20% of homeowners are cost-
burdened, spending the majority of their income on their housing. Furthermore, local BIPOC community
members and low-income households are disproportionately impacted—these community members are
experiencing lower homeownership rates, lower income levels, and higher rates of poverty. The Housing
Strategic Plan was developed in the midst of the COVID-19 global pandemic, and the resulting health and
economic crisis and public health restrictions have further exposed and increased pre-existing inequities
in housing, employment, and health. Now, more than ever, the housing needs in Fort Collins are critical
and urgent. The development of this Housing Strategic Plan was a priority before the pandemic and has
become even more important to adopt and apply as the public health emergency that is
disproportionately impacting BIPOC and low-income households persists.
“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.”
Stable and safe housing include the full spectrum from those experiencing homelessness, near-homeless,
renters to homeowners.
Objectives for 2b include:
o Preserve existing affordable housing.6F
7
6 FoCo Creates Arts and Culture Master Plan 2019, Goal 1, Strategies 1.2 and 1.3
7 City of Fort Collins Housing Strategic Plan 2021, Prioritized Strategy 7, 9, 22, 24, 26
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o Increase housing supply, affordability, diversity, and choice by 10% of overall housing stock by
2040.7F
8
o Increase housing stability and renter protections.8F
9
Action needed for 2b to be achieved:
o Provide funding and grant process to organizations that support the spectrum of housing (those
experiencing homelessness to renters to homeowners).
o Support programs such as utility late payment assistance, rental or mortgage assistance and
eviction legal assistance for those impacted directly or indirectly by COVID-19.
RECOVERY OUTCOME 2c. Expand and leverage existing partnerships to quickly connect
people experiencing homelessness (PEH) to resources and services.
Why a Priority for Recovery? Increased homelessness initiatives and services are crucial for long-term
support of people experiencing homelessness (PEH) and housing insecurity in Fort Collins. According to
the Health District of Northern Larimer County, “Metro Denver is reporting a 40% increase in utilization
of emergency shelters comparing 2020 to 2021, and a 99% increase in people newly becoming unhoused”
and similar trends are being seen throughout the country. Homelessness should be rare, brief and non-
recurring. This requires innovation and case management capacity to deploy wrap-around services to aid
people experiencing homelessness.
Currently, partner organizations are seeing an increase in demand for services and resource navigation
needs but are not able to fully meet those needs due to staffing constraints (staffing cost and shortages).
People experiencing homelessness (PEH) and the emergency shelter providers have been
disproportionately impacted by COVID-19. Due to shelter capacity constraints and availability of non-
congregate rooms for isolation, some PEHs have been turned away from overnight shelters. Additionally,
community partners are reporting long wait times for PEHs to access appointments with a provider. Most
importantly, homelessness and housing instability disproportionately impacts BIPOC community
members, those from lower income households, people with substance use disorders and mental illness,
and other historically underserved groups. During the pandemic, these disparities have widened.
“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.”
Objectives for 2c include:
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.
Action needed for 2c to be achieved:
o Provide funding and grant process to organizations that support community members
experiencing homelessness.
8 City of Fort Collins Housing Strategic Plan 2021, Prioritized Strategy 10
9 City of Fort Collins Housing Strategic Plan 2021, Prioritized Strategy 25
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o Grow the pipeline of case management staffing.
o Support programs such as utility late payment assistance, rental or mortgage assistance and
eviction protection services to support the most vulnerable community members stay in their
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”.
Theme 3: Economic Recovery
The COVID-19 pandemic has not only impacted the public health, but also the community’s economic
health. Lost jobs, wider gaps between wages, increased cost of goods and services, supply chain shortages,
reduced revenues/incomes and overall economic disruption are all prevalent, impacting both employers
and employees.
The pandemic has also intensified inequities faced by women and people of color, along with small
businesses and nonprofits that serve underrepresented community members and/or been led by them.
Community resilience, whether economic or otherwise, comes when all members of the community
recovery equally. Prior to the pandemic, many inequities existed within Fort Collins – disproportionate
shares of business ownership, a racial wealth gap and persistent unemployment within the low-income
quintile. Community efforts for recovery should focus on being inclusive, enabling all community
members to participate.
Small businesses, nonprofits and the creative sector uniquely engage communities to contribute to well-
being and connectivity, including reflections of local history, amplifying unique character of places, and
renewing civic and social lives of community members through their work. This will not only help those
still struggling for financial stability but will strengthen long-term economic resilience.
A K-shaped recovery occurs when some segments of the economy, such as large corporations, experience
a V-shaped recovery while others, such as the service sector experience an L-shaped recovery.
Long-term implications of a K-shaped recovery include:
•long-term unemployment among people of the lowest incomes,
•wealth inequality,
•a continuing or worsening racial wealth gap,
•and growing corporate monopolies.
ATTACHMENT 2
Previous recessions have seen K-shaped recoveries, and the recovery from the COVID-19 pandemic has
the probability of a similar long-term trend unless those segments who are not recovering as quickly or at
all are supported.
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“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.”
RECOVERY OUTCOME 3a. Small businesses, creatives and nonprofits have the resources
they need to thrive.
Why a Priority for Recovery? Stable small businesses, solo-entrepreneurs, creatives and nonprofits in the
community provide a wide range of benefits, including
•more options for residents to shop and entertain locally;
•more employment opportunities;
•enhanced ability to offer strong benefits and wages;
•creating a unique culture of unity, innovation, and healing through their distinctive characteristics
of place;
•and much more.
The pandemic has exposed the vulnerability and importance of small businesses, creatives and nonprofits
to local and regional economies. In Fort Collins, as the initial shock of the pandemic shook the community,
small businesses and nonprofits jumped into action to address immediate needs in the community,
providing vital assistance to those in need.
For example, during the early days of the stay-at-home order, one local small business, with the help of
local nonprofits, prepared meals for furloughed staff, frontline staff and in need community members.
This innovative program reduced food insecurity for many who found themselves suddenly without jobs
and resources.9F
10 And although many entertainment venues were shuttered, local musicians, artists and
entertainers found innovative ways to continue to share their art – providing a way for community
members to pull together and enjoy a shared experience even during the stay-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.”
Small businesses, creatives and nonprofits continue to deliver vital projects and services, while facing the
challenges of operating in a disrupted environment.
Ninety-eight percent of businesses in Fort Collins are considered small businesses - those with 100 or
fewer employees. They employ over fifty percent of the local workforce. Most businesses start because
of the passion of the owner to provide a unique good or service to the community, not because they are
excited about accounting or changes to employment law. Enabling business owners to focus on delivering
their product or service to their customers, and nonprofits to deliver their mission to those they serve
should be their primary focus. Providing support services that enable businesses and nonprofits to build
the capacity to deliver their primary purpose and do so with stable business operations helps the entire
10 Full story available at https://forfortcollins.com/the-moot-house/
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community. The more stable and thriving the business and nonprofit sectors are, the more resilient and
thriving the community will be.
“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.”
Objectives for 3a include:
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.
Action needed for 3a to be achieved:
o Coordination among various community organizations to inventory existing support programs
and services and identify gaps.
o Provide funding and grant opportunities to businesses, creative industry, nonprofits, and other
organizations to address challenges and barriers.
o Provide funding and grant opportunities to businesses, creative industry, nonprofits, and other
organizations to increase capacity and/or capital access.
o Continue to evaluate, reduce, and remove structural barriers within existing and new business
and nonprofit support services that deter community participation.
Example – deliver resource information by the City and its partners in multiple languages
whenever possible.
RECOVERY OUTCOME 3b: Safe and stable employment, current and future.
Why a Priority for Recovery? Through public engagement, a consistent theme heard from both community
members and businesses was the need for safe and stable employment. The business community employs
community members; therefore, job security and stability depend in part upon business success. When a
business struggles to find and employ the necessary workers it can have ramifications on the local supply
chain or services available. Access to labor is key across all businesses, regardless of industry, type, or size.
Additionally, the learning, development, and negative academic effects on children and youth caused by
the pandemic are well-documented. The remote and hybrid learning modes employed during the
pandemic have in many cases set back learning achievements and milestones for students, particularly
those already with high risk factors. Poudre School District, the City and community organizations have
mobilized throughout the pandemic to address the learning loss and developmental delays of students,
and the needs will remain constant in the years ahead. Numerous studies show a strong association
between learned skills and the income earned in the future labor market.
When an individual has consistent employment (total hours and compensation) they are able to invest in
other aspects of their lives – social engagement, supporting their family and friends, and engaging in their
community – leading to increased well-being and mental health. Consistent employment creates not
just
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financial stability, but stability overall – for housing, nutrition, mobility, childcare, access to services, and
more.
Finally, safe and stable employment ensures greater productivity in the community – resulting in more
sable community and individual wealth creation. This translates into additional revenues for businesses,
additional taxes to provide services, and less turnover in employment. Ultimately, safe and stable
employment makes for a more resilient community and economy.
“[I need] better pay and more hours. Workforce development would be HUGE! I want to better myself
but cannot afford to get more education.”
Acknowledging that Outcome 3b addresses a spectrum of interconnected employment issues, the
Objectives and corresponding Actions have been divided into two groups – the individual/employee level
and business/employer level. These groups are very interconnected, however looking at them separately
allows for better understanding of unique needs and strengths while also addressing structural and
systemic barriers preventing the community from achieving economic security.
Objectives for 3b include:
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.
o Enhance the ability of businesses to implement flexible labor practices (i.e., remote, hybrid,
gig/contractual, variable shifts, job share, etc.).
Action needed for 3b to be achieved:
Individual/Employee:
o Support and identify adequate infrastructure needs and services such as broadband connectivity
and/or transportation options.
o Fund and support coordination and partnerships with Poudre School District, Larimer County
Economic and Workforce Development and nonprofits that work to address learning loss and new
learning.
Business/Employer:
o Work with employers and partners to evaluate the barriers businesses are facing as they attempt
to find and recruit labor.
o Understand the cost and other impacts that are changing how employers engage with labor.
o Change the way work is talked about.
o Example - avoid “low skill” and other negatively biased terms.
“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
RECOVERY OUTCOME 3c: Equitable and affordable childcare is accessible.
Why a Priority for Recovery? The community recognizes how critical quality, affordable and accessible
childcare is for families and businesses in the community. Making reliable and affordable early childhood
care and education available and accessible for all is among the most important policies that can create
equity and economic stability, especially for women—who often bear the responsibility of caregiving. This
is especially true for BIPOC and low-income families, who face significant childcare affordability
challenges. This is about more than merely providing space for children to be while parents are working.
Healthy early childhood experiences are critical to long-term success; research has found that the
accumulation of trauma throughout childhood can cause toxic stress in children, which can lead to long-
term negative effects on both the body and the brain.
The pandemic—and associated housing insecurity, food insecurity, decreased reporting of child abuse,
and social isolation—have exacerbated children’s negative experiences. Research shows children who
arrive at kindergarten prepared to learn and grow perform better throughout their K-12 school years and
increase their chances of post-secondary success. It is important for policymakers, grassroots activists,
nonprofits, businesses, and community leaders to identify and respond to childcare needs by helping
reduce barriers to access, increasing capacity and leveraging assets. Affordable and accessible childcare
has rippling impacts throughout the community now and into the future.
“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.”
Objectives for 3c include:
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.
Action needed for 3c to be achieved:
o Lower the household budget burden for families needing childcare services.
o Improve the severe shortage of licensed childcare providers.
o Increase caregiving options for families with school-age children to ensure they can still work
when unanticipated events occur (e.g. school cancelled, quarantines, etc.).
“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
Prior to the pandemic, climate change was a primary topic of concern across the community, state, nation,
and globe. Fort Collins has long prioritized climate action and mitigation of greenhouse gases, adopting
aggressive climate action targets.
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With the arrival of the pandemic, simultaneous public health and economic crises arose, but the
devastating impacts of climate change have also been present throughout the pandemic. 2020 was
recorded as the hottest year on record. In 2020 wildfires burned a record-breaking amount of forest in
Colorado and created extremely poor air quality across the Front Range, including in Fort Collins.
Atmospheric concentrations of greenhouse gases have continued to climb despite the dip in emissions
caused by lockdowns early in the pandemic. Climate risks are more elevated than ever.
The dramatic and rapid changes in the behaviors of individuals, organizations, and systems at all scales
induced by the COVID-19 pandemic affect the environment, climate, and ecosystems locally. What does
Fort Collins’ reaction to the pandemic say about the City’s ability to tackle climate change? What lessons
learned about urgent mobilization for the greater good can be applied to the climate crisis? How can
climate resilience and greenhouse gas mitigation be incorporated into pandemic recovery?
In the face of widespread changes brought about by COVID-19, the importance of environmental
resiliency cannot be overstated. Resilience recognizes that disruptions inevitably will come and that
building flexibility into operations allows one to better recover on-course, minimizing detours or
derailments as much as possible.
Since the onset of the pandemic, evidence of the importance of sustainability has only increased. The
world faces growing vulnerability to natural disasters, flooding, drought, and other environmental
problems with severe consequences for rural and urban communities around food security, economic
growth, and political stability. Ultimately, solutions require collective political will: stakeholders from
across the community working toward a shared vision for a socially, economically, and environmentally
sustainable future for us all.
“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.”
RECOVERY OUTCOME 4a: Commit to environmental justice and resilience as reflected in
Our Climate Future.
Why a Priority for Recovery? The City’s Our Climate Future Plan notes that it is crucial to plan for disruption
and to foster and strengthen regional, community, and personal networks by supporting each other so
the community is better prepared to handle those disruptions. To effectively support one another during
and after recovery, it must be acknowledged that community members were at different starting points
before the pandemic. Some community members were impacted more than others, particularly BIPOC
and low-income community members.
“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.”
The City’s Housing Strategic Plan states, “the legacy of neighborhood segregation and social and economic
discrimination against BIPOC community members is evident in generational wealth gaps that affect
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access to healthy and stable housing today. Segregation ensured that BIPOC residents in Fort Collins were
likely to live near the city’s industrial sites and more likely to be exposed to toxins such as coal smoke and
soot from the sugar beet factory; constant pollution and hazards from trains; and the odor and
environmental impacts from the original Fort Collins City landfill and the nearby oil depots.”1 Many
historically underserved groups are disproportionally exposed to various types of environmental
pollution, causing health issues such as asthma which are often compounded by lack of access to quality,
affordable health care.
As solutions are designed for recovery, they must also help to achieve health and environmental resilience
and equity. Solutions co-designed with community members most impacted must be prioritized. There is
a strong correlation between health and environment, where BIPOC and low-income residents bear a
larger burden and impact. While environmental justice and equity are woven throughout this plan, this
Outcome is designed to explicitly call out the need to advance environmental resilience and justice.
Objectives for 4a include:
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.
10F
11
o Decrease barriers and increase access to affordable home/community gardening, sustainable
farming and community supported agriculture (CSAs).11F
12
Action needed for 4a to be achieved:
o Reduce pollution at the source, targeting disparities in exposure for vulnerable community
members.
o Fund community- and neighborhood-led workshops where community members identify
sustainable solutions to local environmental justice issues and opportunities.
o Fund and support development of resilience hubs throughout the community that can be used to
coordinate resource distribution and support residents.
o Restore existing services and continue expansion of services to ensure access to necessary
services and underserved areas.
o Support neighborhood leadership of their priorities by funding capacity building efforts and
projects they prioritize and ensuring City staff support is available, as appropriate.
“[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 Our Climate Future: Big Move 7: Healthy, Affordable Housing HAH5
12 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
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RECOVERY OUTCOME 4b: Resilient infrastructure is reliable and affordable.
Why a Priority for Recovery? The pandemic highlighted the need for local infrastructure and buildings to
thrive both today and into the future. Community members shared that as Fort Collins works to build back
better, the way the community builds back is critical to success.
“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...”
Indoor spaces, including homes, schools and work environments, are critical spaces individuals spend time
in - up to 90% of their lives. Buildings and homes also serve as the physical fabric of the local community,
the places where community members connect with others, and where they often feel safest. Buildings
and spaces that are healthy, comfortable, energy efficient and water efficient increases the health and
well-being of those in them. Changing the buildings, and individuals’ habits in them, has the potential to
positively impact community well-being.
In addition, safe and comfortable indoor spaces have taken on new meaning after 2020, when Fort Collins
residents navigated both a pandemic and some of the worst wildfires in Colorado history. Indoor air
quality is on average up to five times worse than outdoor air quality, and is especially of concern in homes,
schools, businesses and other public spaces that lack the ability to properly filter and ventilate the air. In
addition to clean air, the delivery of safe and reliable water, and stable electric power are basic rights that
all individuals in Fort Collins must have in order to achieve stability.
Development and climate change are putting new stresses on all of Fort Collins’ infrastructure, especially
those systems related to water and electricity. Impacts of the pandemic have also resulted in continued
reductions in public transit ridership and service levels. Mobility service reductions have extreme impacts
on the most vulnerable populations in the community, particularly as it relates to the accessibility of
healthcare and food. The management of local and regional infrastructure is of paramount importance
for the continued recovery of the community.
“Stronger regional transportation systems will help with climate change and accessibility to all Fort
Collins and surrounding areas have to offer.”
Objectives for 4b include:
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.
Action needed for 4b to be achieved:
o Restore existing services (including transportation) and continue expansion of services through
Citywide planning efforts such as the Transit Master Plan.
o Facilitate partnerships to provide access to low-cost services, utility affordability programs, other
resources and provide incentives for efficient building practices.
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o Enhance capacity for regional collaboration to strengthen the resilience of water and electrical
systems.
o Support accelerated implementation of Our Climate Future's Next Moves to develop an energy
performance path for new construction to zero carbon building by 2030.
o Establish shared energy systems program for multifamily properties; explore new community
solar options; discuss sustainable and scalable solar business model.
o Take actions to “futureproof” homes and businesses to lower energy use and increase
resilience, including focusing on retrofitting vacant commercial buildings.
RECOVERY OUTCOME 4c: Open space and natural amenities are thriving and accessible.
Why a Priority for Recovery? Open space and access to nature are defining characteristics of Fort Collins -
supporting the physical and mental health of residents while strengthening long-term resilience of the
region and its population. The pandemic has highlighted the importance of these services, with up to
200% increases in use at some local natural areas.
Continued restoration and preservation ensures open spaces provide a high-quality resource to the
community, supporting native plant and wildlife habitat both now and into the future. Enhanced
amenities across parks and natural areas provide additional recreational opportunities for all community
members. Accessibility to these sites will help meet the needs of a growing population, and those who in
the past have not had easy access to nature.
Additionally, a robust urban tree canopy can help cool urban areas and mitigate the urban heat island
impact, while helping to address air pollution through carbon and pollution sequestration. Shade provided
by urban trees also reduces energy demand, contributing to reduced carbon emissions. More broadly,
minimizing air and light pollution in the local ecosystem and open spaces is also important to preserving
environmental and human health.
“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.”
Objectives for 4c include:
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.12F
13
o Support a healthy and diverse urban tree canopy to reduce air and light pollution and lower
energy costs.
Action needed for 4c to be achieved:
o Implement strategies to improve ecosystem health while addressing the demand for increased
access.
13 City of Fort Collins Our Climate Future: Big Move 11: Healthy Natural Spaces
HNS5 Page 38 of 89
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o Scale up and create new types of resources across community service providers to effectively
react to critical disruptions when they occur in the future.
o Expand or add new open space, parks and natural areas to preserve the natural environment and
increase access to nature.
o Increase the number of community-driven projects through support for Nature in the City
projects to create pockets of nature in every neighborhood.
o Increase accessibility to parks and natural areas, utilizing the new ADA assessment that provides
a prioritized list and costs for natural areas and parks infrastructure.
“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.”
PLAN MILESTONES
•ARPA Funding
o Additional immediate needs and contingency request to Council by May 2022
o Remaining fund requests through 2023-2024 BFO process; funds release January
2023 and 2024
•Treasury Reporting for ARPA Funds
o Project and Expenditures Reports by January 31, 2022 and then 30 days after the
end of each quarter thereafter.
•Reporting
o Biannual staff report to City Council
o Annual report by March
•Community Outreach and Engagement
o Quarterly updates at least (to align with updates to ELT), will be published onto a
dashboard
o Ongoing engagement for many various recovery projects, annual wider community
engagement to gauge recovery as a whole (i.e. in community report etc.)
•Final Recovery report for City: March 2027
DATA, REPORTING & PERFORMANCE MEASUREMENT
Data and metrics are valuable measures for how recovery is progressing, and ongoing performance
measurement will be an important aspect of Recovery Plan implementation.
The Recovery Data, Reporting and Performance Measurement Strategic Initiative Team is currently
focused on gathering data sources, data best practices, and conducting benchmarking of other cities’
approaches to data for supporting recovery work. In conjunction with data owners and managers across
the City, this work is part of a broader initiative to create an internal data inventory within the City
organization. As the City transitions into implementation of the Recovery Plan, the Data Team will focus
on two key areas:
•Reporting
o Federal reporting requirements for ARPA-funded programs
o ELT quarterly reporting on the recovery plan and the associated programs/projects
o City Council and public reporting on the overall recovery plan
•Data to assess outcomes
o Baseline data of where a program starts its recovery work
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o Evidence-based data capture to demonstrate program outcomes
The team will continue to identify appropriate metrics and reporting cadence as well as conducting data
analysis to provide a comprehensive picture of recovery throughout implementation. The data analysis
will include work to improve the City’s ability to disaggregate data to determine impacts and outcomes at
more granular levels in the community. This, along with weaving together qualitative and quantitative
data will lead to deeper understanding of how recovery is progressing for hardest hit community/business
members.
In addition, the team will work with Service Areas and program managers across the City to ensure all
recovery-related programs measure their outcomes and performance over an appropriate period of time.
Developing these measures at project initiation will assist and support data collection effectiveness and
efficiency.
Many recovery outcomes relate to other initiatives and plans already in progress at the City. For example,
some recovery activities will be measured and tracked in the City’s ClearPoint system for tracking budget
metrics. Additionally, the City’s evolving Equity Dashboard overlaps with many of the issues addressed in
the Recovery Plan and will be utilized to help determine whether the Plan is positively impacting groups
most affected by the pandemic. Finally, the Larimer County and NoCo Recovers dashboards will continue
to be data sources to help measure the Recovery Plan’s local effectiveness.
Together this work will result in new capabilities at the City for data capture, analysis, management, and
evidence-based reporting. Staff will utilize process improvement practices to ensure learning from the
Recovery Plan’s data work is captured and embedded in City practices.
SUMMARY / CONCLUSION
When Council first directed staff to begin public engagement and development of the Recovery Plan,
many expected the pandemic to be over by the time of adoption and implementation. However the
community is still in the midst of the pandemic, seeing record positivity rates, battling new variants and
still struggling. The lifespan of the pandemic and its impacts remain unpredictable, demonstrating the
importance of being flexible and nimble in recovery.
Fort Collins’ Recovery Plan is different from many other community recovery plans. Rather than just
focusing in on economic recovery or the spending of ARPA funds, the Fort Collins recovery plan
acknowledges that recovery must also take into account health, equity, community, economy and the
environment to be balanced and address long-term resilience.
Each recovery theme – Health, Equity & Community Resilience, Economic Recovery and Environmental
Resilience – directly echoes what was heard during community engagement for essential for recovery to
occur in Fort Collins. The Recovery Plan is intended to guide and support the community’s healing process
during and long after the pandemic has ended. The intent of the plan is not to be prescriptive of which
specific actions must be implemented for the vision of recovery to be realized. Instead, the themes and
outcomes, along with their objectives are designed to provide a guide toward achieving the recovery
vision, while allowing for flexibility in which specific programs are created to achieve goals.
Understanding the impacts of programs on our community is vital for Plan implementation. Fort Collins is
committed to ongoing metrics measurement and evaluation of recovery-related programs, which will
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allow for nimbleness and ongoing improvement. Measuring progress through strictly quantitative data is
not enough. Looking simply at sales tax data, “recovery” has been achieved – Fort Collins is not only back
to pre-pandemic revenue levels but has exceeded them. However it is not a clear cut as revenue alone.
The other side of the equation in terms of increased costs, supply chain shortages and strains on normal
business operations must be evaluated or only half the picture is being seen. The true recovery has not
yet occurred. The community is still struggling and experiencing profound social, economic and health
impacts. Measuring recovery must also include more intangible impacts, qualitative metrics that cannot
be easily measured, but are key to understanding how communities are recovering, particularly
historically underserved groups.
This is unchartered territory for everyone. In Fort Collins, the community has a strong history of banding
together to support one another, being intentional and innovative while also learning from past successes
and failures. 2020 and 2021 has highlighted the preparedness and unpreparedness of the community,
while also shining a light on the inequities within Fort Collins. As the community ventures into the unique
opportunities and challenges of recovery, lessons learned from the pandemic and its aftermath must not
be forgotten. This will allow all healing so that Fort Collins residents and businesses are able to participate
in a resilient, vibrant and inclusive future.
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APPENDIX
Fort Collins Recovery Plan
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A.Acknowledgement
Acknowledgement Statement
The City of Fort Collins would like to thank the following community members, City leadership and
City staff for providing the input that informed the Recovery Plan.
List of All Partners
Paid Community Engagement Partners
•301 Faith Partners: St Paul’s Episcopal;
Mary of Magdala, Ecumenical Catholic;
Trinity Lutheran
•Boys and Girls Club of Larimer County
•CARE Housing
•Community Connectors LLC
•Homeward Alliance
•Housing Catalyst
•ISAAC of Northern Colorado
•La Cocina
•The Matthew’s House
•Northern Colorado Health Network
•Peggy Lyle
•SPLASH Youth of Northern Colorado
•Teaching Tree Fort Collins
Additional Stakeholders
•Adaptive Recreation Opportunities
•Alianzia Norco
•Alliance for Suicide Prevention of
Larimer County
•Art Lab
•Bohemian Foundation
•City of FC Boards & Commissions
•Coalition for the Poudre River
Watershed
•Colorado Creative Industries
•Columbine Health
•Commission on Disabilities
•Community Dreamer Fund
•Crossroads Safehouse
•CSU College of Health & Human Services
•CSU Health Professions
•Disabled Resource Services
•Downtown Development Authority
•Family Housing Network
•FC Creative District
•FoCo Café
•Food Bank for Larimer County
•Fort Collins Chamber of Commerce
•Fort Collins Sustainability Group
•Fort Collins Symphony
•Fuerza Latina
•Habitat for Humanity
•Innosphere
•La Salud
•Larimer County
•Larimer County Economic & Workforce
Development
•Larimer County Health Department
•Level Up Business Advisory Council
•Lincoln Center
•Mental Health and Substance Use
Alliance
•Midtown BID
•Murphy Center
•Museum of Art Fort Collins
•Museum of Discovery
•Neighbor 2 Neighbor
•NOCO REDI
•Poudre Fire Authority
•Poudre River Public Library District
•Poudre School District
•Realities for Children
•SAINT
•Sustain Music & Nature
•The Salvation Army
•United Way of Larimer County
•Utilities Key Accounts
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•Visit Fort Collins •Volunteers of America
In addition to the stakeholders listed above, 30 additional respondents to Recovery Surveys indicated they
were with community organizations and/or nonprofits, and 115 respondents indicated they were with a
business.
The City would also like to thank the thousands of community members who engaged in the Recovery
Planning process.
City Council Members
•Jeni Arndt, Mayor
•Susan Gutowsky, Councilmember, District 1
•Julie Pignataro, Councilmember, District 2
•Tricia Canonico, Councilmember, District 3
•Shirley Peel, Councilmember, District 4
•Kelly Ohlson, Councilmember, District 5
•Emily Francis, Mayor Pro Tem, Councilmember, District 6
ELT Members
•Deangelo Bowden
•Jim Byrne
•Caryn Champine
•Theresa Connor
•Chad Crager
•Carrie Daggett
•Kelly DiMartino
•Seve Ghose
•Sarah Kane
•Dean Klingner
•Jacqueline Kozak-
Thiel
•Tyler Marr
•Claudia Menendez
•Robin Pierce
•Teresa Roche
•Kyle Stannert
•Travis Storin
•Jeff Swoboda
•Greg Yeager
Recovery Team Members
Recovery Executive Team
•SeonAh Kendall, Lead
•Caryn Champine
•Blaine Dunn
•Jacqueline Kozak-Thiel
•Tyler Marr
•Claudia Menendez
•Kyle Stannert
•Travis Storin
Recovery Core Team
•Blaine Dunn, Co-Lead
•SeonAh Kendall, Co-
Lead
•Josh Birks
•Joanne Cech
•Margaret Doody
•Cate Eckenrode
•Lindsay Ex
•Amanda King
•Sarah Meline
•Gretchen Stanford
•Travis Storin
•Marcy Yoder
•Beth Yonce
•Matt Zoccali
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Recovery Strategic Working Groups
Economic Recovery
•Josh Birks, Co-Lead
•SeonAh Kendall, Co-Lead
•Javier Echeverria-Diaz
•Rebecca Everette
•Jillian Fresa
•Shannon Hein
•Ashley Kailburn
•Jim McDonald
•Adam Molzer
•Sarah Thomaz
Equity and Community Recovery
•Beth Yonce, Co-Lead
•Marcy Yoder, Co-
Lead
•Nina Bodenhamer
•DeAngelo Bowden
•Joanne Cech
•Megan DeMasters
•Nick Heimann
•Perrie McMillian
•Claudia Menendez
•Adam Molzer
•Meaghan Overton
•Victoria Shaw
•Shawna VanZee
•Kelly Weaver
•Heather Young
Health and Environmental Resilience
•Lindsay Ex, Co-Lead
•Matt Zoccali, Co-Lead
•Cassie Archuleta
•Drew Brooks
•Jim Byrne
•Julia Feder
•Claire Goodwin
•Katy McLaren
•Nick Sporer
Recovery Support Groups
Data and Performance Reporting
•Cate Eckenrode,
Lead
•Michael Authier
•Nick Heimann
•Jaime Jones
•Adelle McDaniel
•Trevor Nash
•Marc Rademacher
•Crystal Shafii
•Sarah Thomaz
•Dianne Tjalkens
Engagement Team
•Sarah Meline, Co-
Lead
•Amanda King, Co-
Lead
•Joanne Cech
•AJ Chlebnik
•Jillian Fresa
•Claire Goodwin
•Pete Iengo
•Selina Lujan
•Jensen Morgan
•Charlotte Norville
•Emily Olivo
•Amy Resseguie
•JC Ward
•Heather Young
Process Improvement
•Blaine Dunn
•Cate Eckenrode
•Claire Turney
•Gerry Paul
•Joanne Cech
•Lawrence Pollack
•Sarah Meline
•SeonAh Kendall
•Travis Storin
•Trevor Nash
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B. Summary Timeline
Key: City Public Engagement Regional Federal
DATE EVENT / MILESTONE
June 2020 SeonAh Kendall appointed City Recovery Plan Manager
June 2020 Northern Colorado Regional Economic Development Initiative (NoCo REDI)
regional group convened
February 2021 City Recovery Plan Executive Team Named
March 31, 2021 Larimer County COVID-19 Recovery Implementation Plan Issued
March 2021 City Recovery Plan Core Team Named
April 2021 City Recovery Plan Vision and Charter drafted
May 10, 2021 Initial Interim U.S. Treasury guidance received for spending of ARPA Funds
May 25, 2021 Work session with City Council: ARPA Funds & Recovery Plan
May 19, 2021 Receipt of first half of ARPA Fiscal Recovery Funds
June 16, 2021 Larimer County Root Cause Analysis Released
June 2021 City Recovery Plan Strategic Initiative Teams named: Equity and Community
Recovery; Economic Health; Health and Environmental Recovery; Community
Engagement; Data, Reporting and Performance
June 2021 For FoCo website adopted as City recovery website
July – October 2021 Public Engagement: Events, Stakeholder Meetings, and Surveys
August 4, 2021 NoCo Recovery Strategy issued
August 9, 2021 Recovery Strategic Initiative Teams (SIT) Charter Document Drafted
October 2021 Paid Partnerships with Community Connectors implemented
October 26, 2021 City Council Work Session on Recovery Plan
November 2021 ARPA Regional Funding Meeting re: State funds
November -
December 2021
Drafting Recovery Plan
November 17, 2021 Boards and Commissions Review of Recovery Plan
November 23, 2021 City Council Work Session: State ARPA Funds
January 2022 Public Engagement: “Gut Check” Reaction to Recovery Plan
January 11, 2022 City Council Work Session: Recovery Plan Draft
January 25, 2022 City Council Work Session: Recovery Plan Draft
March 1, 2022 City Council Meeting: Adoption of City Recovery Plan
Public Engagement
Qualitative Engagement Report
The following is the report of the qualitative mixed methods analysis completed for Phase One public
engagement for the recovery plan.
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Community Guidance for Recovery Planning
Prepared by Cactus Consulting, LLC in partnership with the City of Fort Collins Recovery Plan Team
Executive Summary
The COVID-19 pandemic has changed the way people work, attend school, receive healthcare, and
socialize. 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.
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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:
•2,200+ online survey responses
•220+ responses from OurCity
•Approx. 25 paper survey responses
•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.
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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.
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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,
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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
Page 51 of 89
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,
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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
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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.
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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.
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City of Fort Collins_Ethnographic Journey_Brief Page 56
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 57
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 58
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 59
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 60
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 à to
community-codesign à to community-inclusive action and buy inà to shared
learning à 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 61
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
###
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,...)
Page 62 of 89
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
Page 63 of 89
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/
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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
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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).
Page 66 of 89
ATTACHMENT 2
Page 67 of 89
Quantitative Results
Survey Results
The following represent the quantitative results from surveys conducted during engagement. It is
important to note that although valuable, these survey results do not provide the full picture of public
engagement. Much of the engagement conducted happened during events, interviews and other one on
one conversations, which focused more on qualitative storytelling and open-ended questions. Qualitative,
mixed-method analysis results are detailed in the full Community Engagement Report above.
Surveys included in the results below:
•Our City Online Priority Survey (English and Spanish)
•Larimer County Recovery Survey – Responses marked as living in Fort Collins (English and
Spanish)*
•Priority Surveys – Completed by Community Connectors LLC (paid partnership), vast majority of
respondents were Spanish-speaking, living in manufactured housing
*The Larimer County Survey did not include all questions asked in the Fort Collins Our City Online Priority Survey.
When not included, a note has been added to the graph.
Priority Snapshot
The majority of survey respondents were residents of Fort Collins, however many local
businesses and community organizations also responded. Additional community organizations
and businesses, including many nonprofits were engaged through other methods – virtual open
houses, paid partnerships and stakeholder meetings. Additional engagement of businesses
occurred separately, including the surveying of small business grant recipients.
Respondents were asked which area of pandemic recovery matters most to them as a quick way
to gauge priorities. Each area was split fairly evenly, and the majority of those who responded
“Other” mentioned that each area was equally important for recovery.
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 68 of 89
The following chart displays Priority Areas for recovery. Respondents choose their top 5 priorities for
recovery based on the list below. Affordable housing, small business support, mental & behavioral health,
workforce development and economic rebuilding strategy ranked highest; however it is important to note
that not all parts of our community have the same top priorities. For example, mixed-methods analysis
(above) highlighted that for many essential needs and health and safety ranked highest. For others,
recovery didn’t even resonate – it felt too soon to talk about recovery.
ATTACHMENT 2
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Demographic Questions
Demographic questions asked within the survey were opt in. Not all respondents answered the
demographic questions and some choose to partially answer the questions.
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 70 of 89
The following graphs for Income, Zip Code and Council District include only respondents to the City’s
priority survey, not the survey put out by Larimer County.
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 | 72
EXECUTIVE SUMMARYThe 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 | 73
FALL 2021 SURVEY OF GRANT RECIPIENTSIn 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 CATEGORYWe received a total of 81 responses to the survey (27% response rate).
BUSINESS REVENUE LOSSBusinesses 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.
ATTACHMENT 2
fcgov.com/business Page | 74
Restaurant/Food Truck/Bar Arts, Entertainment, and Recreation
CURRENT IMPACTS TO BUSINESSES COMPARED TO PRE-COVID OPERATIONS
ATTACHMENT 2
fcgov.com/business Page | 75
CURRENT STATUS OF BUSINESSA 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 TO BUSINESSBusinesses are still very concerned about the ability to continue after COVID.
EMPLOYEE COUNT COMPARED
TO PRE-COVIDOve 50% of businesses are not at pre- pandemic staffing levels.
ATTACHMENT 2
fcgov.com/business Page | 76
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).
ATTACHMENT 2
fcgov.com/business Page | 77
WHAT WOULD HAVE BEEN HELPFUL OVER THE LAST 18 MONTHS? Below are the most common responses from businesses.
•Clearer and more timely information on local vs. county vs. state regulations.
•More direction on how to implement new mandates and more lead time to do so.
•Continued sales tax and property tax forgiveness and/or reductions.
•Expanded use of outdoor space for a variety of entertainment.
•Funding for additional outdoor dining equipment, like heaters.
•More money.
•Work with landlords regarding rent for when businesses were closed.
•“The biggest help was the grant I received from the city to keep my business afloatfinancially.”
WHAT RESOURCES OR TOOLS DO YOU NEED TODAY? Below are the most common responses from businesses.
•Additional funds to help until costs of supplies and workforce return to normal.
•Assistance negotiating a lower rent to allow us to stay in current facility.
•At home COVID-19 tests for the artists currently performing and rehearsing.
•Community job board would be helpful to find people in the area looking to fill jobs.
•Continued support of the temporary patio expansions throughout the next year.
•Funds to develop outdoor area
•Employees and training.
•Marketing and education of the public to shop early and to shop local.
•No more mandates/fewer restrictions.
•“We made a big pivot and can’t really return to pre-pandemic ways so just continuedsupport for these new ways is greatly appreciated.”
WHAT WOULD MAKE FORT COLLINS MORE RESILIENT/STRONGER? Below are the most common responses from businesses.
•A sales tax holiday in times of crises.
•An investment in non-profit arts organizations.
•Encourage development and businesses outside of downtown.
•Greater community and connection across intersectionality of minority businesses,especially single-employee businesses.
•Have plans and preparations in place in the event that what happened to ourcommunities last year happens again/rainy day fund.
•More support in dealing with customers in challenging times.
•More B2B collaborations.
•More effective social safety net.
ATTACHMENT 2
Phase 3 Engagement Results
WILL BE INSERTED ONCE COMPLETE - BEFORE PLAN ADOPTION
C. Funding Details
Funding Sources
ARPA funds will be one valuable source of funding for recovery-related projects, however additional
resources will need to be used in order to help our community accomplish recovery goals. Throughout
the pandemic, the City has used funds to respond to emergent needs and impacts, including using federal
funds. Below is a summary of past pandemic relief funding utilized by the City, along with details of how
ARPA funds have been used thus far to respond to pandemic impacts and help recovery efforts.
Past Pandemic Relief Funding
The City continued to make use of the $9 million federal CARES funds received in 2020 to support
pandemic response and relief for businesses and community members. Many of the programs supported
by CARES allowed the City to continuously build on to using ARPA and general funding.
The $9M of CVRF funding was allocated in the following ways:
•30% - Organization funding supported safe service delivery by the City.
•30% - Business / Economic Recovery funding supported economic recovery and business
reopening.
•40% - Residential Support / Social Recovery funded human service project to support
community response.
Examples of the organization costs ranged from supporting hybrid, telework capabilities (hardware
and software) for staff and public areas, office area reconfigurations, enhanced cleaning, the
emergency operations center (EOC), emergency family medical leave (EFML) and sick leave, increased
unemployment costs, Federal Emergency Management Agency (FEMA) match requirement for
Poudre Fire Authority and personnel reimbursements for work diverted to the pandemic response.
The 30% used for Business and Economic recovery included Restaurant Dine-In expansions, small
business assistance and marketing strategies like Keep NoCo open. This funding also contributed to
inclusive communication and engagement which created deeper relationships with the business
community.
The funding for residential support and social recovery allowed for innovation and adaptability to
meet the most critical community needs like shelters, legal defense funding, utility payment
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assistance and childcare. It also provided grant support to 17 nonprofit organizations and supported
congregate and non-congregate shelters.
Additional details about the uses of CARES funding can be found in this report.
ARPA Funding Uses for 2021 and 2022
Allocation of ARPA Funds as of 12/13/2021
Ordinance No. 079, 2021: Short-Term Response: $4.2M allocated
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*
*Includes personnel support for the program
ARPA Funded Projects in Adopted 2022 Budget: $3.6M allocated
Project Name Dollar Amount
Eviction Legal Fund $220,000
Parking Structure Critical Preventative Repairs- Enhanced $745,400
Expanded Technical Assistance for Small Business $30,000
Childcare System Support $170,000
ATTACHMENT 2
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Innovative Fort Collins Challenge $100,000
Economic Health Strategic plan $100,000
5.0 FTE - Mental Health Response Team build out; 1 Sergeant and 4 Officers $809,170
1.0 FTE Contractual - City Planner $81,258
Expanded Community Outreach and Engagement $55,000
Increased Funding for the Reduced Fee Scholarship Program $100,000
Diversity, Equity & Inclusion (DEI) Office - Professional Services Increase $25,000
Language Access Services for City Council Meetings and High Priority Civic
Engagement Events $34,560
Affordable Housing Fee Credit Fund $350,000
Homelessness Initiatives Increase $201,000
Human Service Program Increase $150,000
1.0 FTE Contractual - Cultural Services Community Programs Manager with
Program Support $169,575
Cultural Services Access Fund for Low-Income Residents $185,000
Municipal Court Services-Mental Health, Addiction, and Teen Diversion
Services $75,000
Total $3,570,963*
ARPA Spending Rules
As part of the SLFRF, the U.S. Treasury Department (Treasury) has released interim compliance and
reporting guidance for all agencies receiving these funds. City staff has been reviewing and closely
monitoring changes and updates to interim guidance throughout 2021. In early January 2022, the final
compliance and reporting guidance was released by Treasury. Staff are reviewing these rules now to
better understand any changes from the interim rules and impacts on the spending of SLFRF by the City.
Staff will continue to closely monitor all uses of the SLFRF within the Recovery Plan to ensure compliance
with all current and future Guidance from Treasury.
ATTACHMENT 2
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D. Summary of Themes, Outcomes, and Objectives with Example Actions
It should be noted that the included actions are only examples of actions that could be taken, not
necessarily the actions that will be taken as a result of this Plan. This approach was chosen due to the
ever-changing nature and uncertainty of the pandemic. Not creating an overly prescriptive, exhaustive
list also allows opportunities to be nimble and innovative in recovery and support those most impacted
by the pandemic.
Health
Outcome 1a. Support clear and effective communication of public health orders.
Objectives Actions
o Share clear, consistent public health guidance.
o Ensure access and availability to personal protective
equipment (PPE) and COVID-19 tests.
o Coordination among various community
organizations to ensure consistent public health
messaging, including ample time to translate,
communicate and implement.
o Provide funding and grants to organizations and
others to ensure free or reduced cost access to
COVID-19 tests.
o Scale up services and capacity of community
organizations to ensure new methods of outreach to
increase awareness and accessibility.
Outcome 1b. Enhance efforts to ensure basic needs are met in the community.
Objective Actions
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 multiple modes of transportation.
o Provide funding and grants to organizations and
others to support free or reduced cost access to
services.
o Scale up services and capacity of community
organizations to ensure new methods of outreach for
increased awareness and accessibility.
o Restore existing services and continue expansion of
services to ensure access to necessary services and
underserved areas.
o Expand programs that improve indoor and outdoor
air quality for community members, including
increasing local monitoring and messaging regarding
poor air quality alerts.
Outcome 1c. Mental and physical health is valued as necessary and prevention-based.
Objective Actions
o Ensure access and affordability to local mental and
behavioral health services, including those in need of
bilingual, multicultural providers.
o Coordination among various community
organizations to scale up or create new types of
services (both what is provided and who is providing).
ATTACHMENT 2
o Expand opportunities and lower barriers for public
access to cultural experiences and venues.
o Provide funding and grants to organizations and
others to ensure free or reduced cost access to
services.
o Scale up services and capacity of community
organizations to ensure new methods of outreach to
increase awareness and accessibility.
o Collaborate with educational partners to offer low-
cost pathways for those seeking careers in mental
and behavioral health, specifically those historically
underrepresented and underserved.
Equity and Community Resilience
Outcome 2a. Foster a sense of belonging and community trust.
Objectives Actions
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.13F
14
o Codesign multicultural activities and generative
spaces for improved access and opportunities.
o Provide funding and grant process to organizations
and neighborhoods that support community-led
projects.
o Review and remove City policies and procedures that
create barriers to full participation.
o Coordination among various community organizations
and Equity & Inclusion Office to utilize and improve the
community’s equity resources, including building
capacity and providing training needed to better
center solutions in equity.
Outcome 2b. Accelerate the City’s Housing Strategic Plan’s vision that “everyone has healthy, stable housing they
can afford.”
Objective Actions
o Preserve existing affordable housing.14F
15
o Increase housing supply, affordability, diversity, and
choice by 10% of overall housing stock by 2040.15F
16
o Increase housing stability and renter protections.16F
17
o Provide funding and grant process to organizations
that support the spectrum of housing (those
experiencing homelessness to renters to
homeowners).
o Support programs such as utility late payment
assistance, rental or mortgage assistance and eviction
legal assistance for those impacted directly or
indirectly by COVID-19.
14 FoCo Creates Arts and Culture Master Plan 2019, Goal 1, Strategies 1.2 and 1.3
15 City of Fort Collins Housing Strategic Plan 2021, Prioritized Strategy 7, 9, 22, 24, 26
16 City of Fort Collins Housing Strategic Plan 2021, Prioritized Strategy 10
17 City of Fort Collins Housing Strategic Plan 2021, Prioritized Strategy 25
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Outcome 2c. Expand and leverage existing partnerships to quickly connect people experiencing homelessness
(PEH) to resources and services.
Objective Actions
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.
o Provide funding and grant process to organizations
that support community members experiencing
homelessness.
o Grow the pipeline of case management staffing.
o Support programs such as utility late payment
assistance, rental or mortgage assistance and eviction
protection services to support the most vulnerable
community members stay in their homes.
Economic Recovery
Outcome 3a. Small businesses, creatives and nonprofits have the resources they need to thrive.
Objectives Actions
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.
o Coordination among various community organizations to
inventory existing support programs and services and
identify gaps.
o Provide funding and grant opportunities to businesses,
creative industry, nonprofits, and other organizations to
address challenges and barriers.
o Provide funding and grant opportunities to businesses,
creative industry, nonprofits, and other organizations to
increase capacity and/or capital access.
o Continue to evaluate, reduce, and remove structural
barriers within existing and new business and nonprofit
support services that deter community participation.
Example – deliver resource information by the City and its
partners in multiple languages whenever possible.
Outcome 3b. Safe and stable employment, current and future.
Objective Actions
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.
Individual/Employee:
o Support and identify adequate infrastructure needs and
services such as broadband connectivity and/or
transportation options.
o Fund and support coordination and partnerships with
Poudre School District, Larimer County Economic and
Workforce Development and nonprofits that work to
address learning loss and new learning.
ATTACHMENT 2
Business/Employer:
o Support businesses and nonprofit ability to find and
recruit labor that meets their needs.
o Enhance the ability of businesses to implement
flexible labor practices (i.e., remote, hybrid,
gig/contractual, variable shifts, job share, etc.).
Business/Employer:
o Work with employers and partners to evaluate the
barriers businesses are facing as they attempt to find and
recruit labor.
o Understand the cost and other impacts that are changing
how employers engage with labor.
o Change the way work is talked about. Example - avoid
“low skill” and other negatively biased terms.
Outcome 3c. Equitable and affordable childcare is accessible.
Objective Actions
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.
o Lower the household budget burden for families
needing childcare services.
o Improve the severe shortage of licensed childcare
providers.
o Increase caregiving options for families with school-age
children to ensure they can still work when
unanticipated events occur (e.g. school cancelled,
quarantines, etc.).
Environmental Resilience
Outcome 4a. Commit to environmental justice and resilience as reflected in Our Climate Future.
Objectives Actions
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.
17F
18
o Decrease barriers and increase access to affordable
home/community gardening, sustainable farming
and community supported agriculture (CSAs).18F
19
o Reduce pollution at the source, targeting disparities in
exposure for vulnerable community members.
o Fund community- and neighborhood-led workshops
where community members identify sustainable
solutions to local environmental justice issues and
opportunities.
o Fund and support development of resilience hubs
throughout the community that can be used to
coordinate resource distribution and support residents.
o Restore existing services and continue expansion of
services to ensure access to necessary services and
underserved areas.
o Support neighborhood leadership of their priorities by
funding capacity building efforts and projects they
prioritize and ensuring City staff support is available, as
appropriate.
Outcome 4b. Resilient infrastructure is reliable and affordable.
18 Our Climate Future: Big Move 7: Healthy, Affordable Housing HAH5
19 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
Page 84 of 89
ATTACHMENT 2
Objective Actions
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.
o Restore existing services (including transportation) and
continue expansion of services through Citywide planning
efforts such as the Transit Master Plan.
o Facilitate partnerships to provide access to low-cost
services, utility affordability programs, other resources
and provide incentives for efficient building practices.
o Enhance capacity for regional collaboration to strengthen
the resilience of water and electrical systems.
o Support accelerated implementation of Our Climate
Future's Next Moves to develop an energy performance
path for new construction to zero carbon building by
2030.
o Establish shared energy systems program for multifamily
properties; explore new community solar options; discuss
sustainable and scalable solar business model.
o Take actions to “futureproof” homes and businesses to
lower energy use and increase resilience, including
focusing on retrofitting vacant commercial buildings.
Outcome 4c. Open space, natural amenities, and ecosystems are thriving and accessible.
Objective Actions
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.19F
20
o Support a healthy and diverse urban tree canopy to
reduce air and light pollution and lower energy
costs.
o Implement strategies to improve ecosystem health while
addressing the demand for increased access.
o Scale up and create new types of resources across
community service providers to effectively react to critical
disruptions when they occur in the future.
o Expand or add new open space, parks and natural areas to
preserve the natural environment and increase access to
nature.
o Increase the number of community-driven projects
through support for Nature in the City projects to create
pockets of nature in every neighborhood.
o Increase accessibility to parks and natural areas, utilizing
the new ADA assessment that provides a prioritized list
and costs for natural areas and parks infrastructure.
E.Plan Scan
Plan Scan – Alignment of Recovery Outcomes with other City Plans
•: Some Alignment ◉: High alignment
20 City of Fort Collins Our Climate Future: Big Move 11: Healthy Natural Spaces
HNS5
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ATTACHMENT 2
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1a 1b 1c 2a 2b 2c 3a 3b 3c 4a 4b 4c
2021 - 2023 City
Council Priorities • ◉ ◉ ◉ ◉ • ◉ ◉ ◉ ◉ ◉
City Plan • • ◉ ◉ • ◉ • • ◉ ◉
Housing Strategic
Plan ◉ • • ◉ ◉ • •
Our Climate Future ◉ • • ◉ • ◉ ◉ ◉ ◉ ◉
Economic Health
Strategic Plan ◉ ◉ ◉ ◉ ◉ ◉ ◉ ◉
Business
Engagement Action
Plan
◉ ◉ ◉ ◉
Northern Colorado
Business Report ◉ • ◉ ◉ ◉ ◉
Talent 2.0 • ◉ ◉ ◉
FoCo Creates Arts
and Culture Master
Plan
• • ◉ ◉ ◉
Air Quality Plan • • • ◉ ◉ • •
EV Readiness
Roadmap • • ◉ ◉
Municipal
Sustainability
Adaptation Plan
• • • ◉ ◉
Downtown Plan • • • ◉ ◉ ◉
East Mulberry
Corridor Plan • ◉ • • ◉ ◉
Wireless Master
Plan • • •
Midtown Plan • • • ◉ ◉
Old Town
Neighborhoods
Plan
• ◉ ◉ ◉
South College
Corridor Plan ◉ • • ◉ ◉
West Central Area
Plan/Prospect
Corridor Design
• ◉ • ◉ ◉
1a 1b 1c 2a 2b 2c 3a 3b 3c 4a 4b 4c
ATTACHMENT 2
Page 87 of 89
Lincoln Corridor
Plan • ◉ ◉
North College
Corridor Plan • • • • •
North College
Urban Renewal
Plan and
Infrastructure
Funding Plan
• •
Mountain Vista
Subarea Plan ◉ • • ◉ ◉
Northside
Neighborhoods
Plan
• • ◉ ◉ ◉
Harmony Corridor
Plan • • • • •
Fossil Creek
Reservoir Area Plan • • ◉ ◉
I-25 Subarea Plan • • • •
Northwest Subarea
Plan • ◉ ◉ ◉
Nature in the City
Strategic Plan • ◉ ◉ ◉
Fort Collins
Consolidated Plan
(HUD)
• • • ◉ ◉ • •
Social Sustainability
Strategic Plan • • ◉ ◉ ◉ • ◉ •
Fort Collins Social
Sustainability Gaps
Analysis
• • • • • • •
Pedestrian Plan • • • ◉ ◉
Bicycle Plan • • • ◉ ◉
Utilities Strategic
Plan • • • • ◉
Midtown in Motion ◉ ◉ ◉ ◉
West Elizabeth
Enhanced Travel
Corridor Plan
• ◉ ◉ ◉ ◉
Transportation/Tra
nsit Master Plan • • • ◉ ◉
1a 1b 1c 2a 2b 2c 3a 3b 3c 4a 4b 4c
ATTACHMENT 2
Page 88 of 89
ReCreate: Parks &
Recreation Master
Plan
• ◉ ◉ • ◉ ◉ ◉ ◉
Natural Areas
Master Plan • • • • ◉ ◉ ◉
The Paved
Recreational Trails
Master Plan
◉ • • ◉ ◉
The Poudre River
Downtown Master
Plan
• • • ◉ ◉ ◉
F. Definitions and Acronyms
DEFINITIONS
•Belonging: an affinity for a place or situation; feeling welcome.
•Booster: An extra dose or shot of vaccine given after initial vaccination is completed, intended
to boost waning immunity
•Breakthrough Case/Infection: infection that occurs in a fully vaccinated person
•Coronavirus: A family of viruses, some of which cause disease in people and animals, named for
the crownlike spikes on their surfaces.
•COVID-19 is the specific coronavirus responsible for the pandemic.
•Environmental Justice: the fair treatment and meaningful involvement of all people regardless
of race, color, national origin, or income with respect to the development, implementation and
enforcement of environmental laws, regulations and policies.
•Equity/Equitable: fair and impartial, just and fair inclusion, conditions that allow all to reach
their full potential.
•Exposure: contact with or close proximity to a harmful substance, such as coronavirus, that can
lead to infection or illness.
•Front line workers: employees within essential industries/services who must physically show up
to do their jobs.
•Healing: The process of making or becoming sound or healthy again.
•Health/Healthy: Physical and mental well-being, free from illness or injury.
•Inclusion: An intention or policy of including people who might otherwise be excluded or
marginalized. Inclusion requires removing barriers so all can thrive.
•Infrastructure: Refers to the basic, underlaying physical and organization structures and
facilities in the City (e.g. buildings, roads, power and other public and private works).
•Isolation: separating sick people from healthy people to prevent spread of disease. The terms
isolation and quarantine generally are being used interchangeably.
•Long-COVID/Long-Haul COVID: term used for long-term effects of COVID-19. Most people
recover in a few weeks after infection. Others have symptoms that linger or return for weeks or
months, including fatigue, shortness of breath, "brain fog" and trouble sleeping.
•Recover/Recovery: a return to a normal state of health, mind or strength; to regain
possession of something lost (or stolen).
ATTACHMENT 2
Page 89 of 89
•Remote work: a type of flexible working arrangement that allows an employee to work from a
remote location outside of corporate or employer offices. Also known as work from home
(WFH) or telecommuting.
•Resilient/Resiliency/Resilience: The ability to better avoid, withstand or recover from difficult
conditions of various scales.
•Social Distance: social distancing involves measures to restrict when and where people can
gather
•Strategic Plan: a document which sets forth a vision for the future and identifies the goals and
objectives to achieve that vision, and the sequence in which those goals should fall so that the
organization is enabled to reach its stated vision.
•Vaccine: a product that stimulates the body's immune system to make antibodies and provide
immunity against a specific virus or other germ
•Vibrant/Vibrancy: A sense of place and belonging for all. Full of energy and enthusiasm
ACRONYMS
•ARPA: American Rescue Plan Act, federal act passed in March 2021, established $1.9 trillion in
COVID-19 relief funding. The City received $28.1M of ARPA funds in 2021.
•BIPOC: Black, Ingenious, People of Color
•CARES Act: Coronavirus Aid, Relief, and Economic Security (CARES) Act. Signed into law on
March 27, 20 It should be noted that the included actions are only examples of actions that
could be taken, not necessarily the actions that will be taken as a result of this Plan. This
approach was chosen due to the ever-changing nature and uncertainty of the pandemic. Not
creating an overly prescriptive, exhaustive list also allows opportunities to be nimble and
innovative in recovery and support those most impacted by the pandemic. 20, by Congress. The
CARES Act established a $150 billion Coronavirus Relief Fund (CVRF) that was distributed to
communities throughout the United States to support pandemic response. CARES funds were
distributed through the State of Colorado to the City of Fort Collins, which received $9
million in CARES CVRF funds in 2020.
•CVRF: Coronavirus Relief Fund. Established by the 2020 CARES Act. Established a $150 billion
fund to support pandemic response and relief. Through the State of Colorado, the City of Fort
Collins received $9 million in CARES CVRF funds in 2020.
•BIPOC: Black, Indigenous, and People of Color
•FoCo: Fort Collins
•NoCo: Northern Colorado.
•REDI: Regional Economic Development Initiative.
•SLFRF: State and Local Fiscal Recovery Funds from the American Rescue Plan Act (ARPA). $360B
was allocated via SLFRF to state and local governments to assist with recovery.
•WFH – work from home
ATTACHMENT 2
City Recovery Plan01.25.2022Travis Storin, Chief Financial OfficerSeonAh Kendall, City Recovery ManagerSarah Meline, Recovery Policy and Engagement SpecialistATTACHMENT 3
Agenda1. Recovery Plan Updates• Vision and Timeline• Themes and Outcomes2. Questions and DiscussionATTACHMENT 3
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 3
Recovery Plan Themes, Outcomes and PrioritiesATTACHMENT 3
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 3
Slide 5SM0 not sure if we want to write this but let me know what you thinkSarah Meline, 2022-01-18T20:11:50.162ATTACHMENT 3
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 3
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 3
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 3
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 3
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 3
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 3
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 3
For More Information, VisitTHANK YOU!Ourcity.fcgov.com/forfocoATTACHMENT 3
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
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.
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).
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.
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.
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.
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.
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.
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.
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