HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 03/01/2022 - RESOLUTION 2022-037 APPROVING AND ADOPTING THE FORItem # 14 Page 1
AGENDA ITEM SUMMARY
Agenda Item 13
March 1, 2022
Finance Administration
STAFF
SeonAh Kendall, Recovery Manager/Sr. Economic Health Manager
Ted Hewitt, Legal
SUBJECT
Resolution 2022-037 Approving and Adopting the Fort Collins Recovery Plan.
EXECUTIVE SUMMARY
The purpose of this item is consideration of a resolution adopting the Fort Collins Recovery Plan (the Plan),
which includes outcomes and objectives within the four recovery themes of health, equity and community
resilience, economic recovery, and environmental 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.
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 are examples representing the types of
policy and programs which could be taken to achieve objectives and outcomes. Future funding allocation, such
as the American Rescue Plan Act (ARPA) State and Local Fiscal Recovery Fund, are tools to help the
community recovery.
STAFF RECOMMENDATION
Staff recommends adoption of the Resolution.
BACKGROUND / DISCUSSION
As many communities structure their recovery plans on the American Rescue Plan Act State and Local Fiscal
Recovery Fund (ARPA) allocation, the City’s intent is to be transformational versus transactional to achieve
recovery. A bottom-up community engagement approach was utilized to inform the Plan. 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. 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.
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 addres s 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.
In addition, Northern Colorado benefits from years of regional collaboration such as the I-25 expansion, the
Northern Colorado Law Enforcement Training Center, and many more. This collaboration has been even more
apparent during the COVID -19 pandemic, and there are numerous examples of collaboration a nd partnership
throughout the pandemic. A coordinated, collaborative regional recovery plan provide the framework for local
recovery enabling cooperation between the public and private sectors. Staff and leadership will continue to
Agenda Item 13
Item # 14 Page 2
work regionally and collaboratively with institutional partners and neighboring municipal communities to
leverage state and federal funding opportunities.
Public engagement during plan development matched what numerous studies and reports have shown - that
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 historically
underrepresented groups in our community. Although no one was immune to the pandemic, understanding the
lived experiences within the community shined a light on the disproportionate impacts the pandemic has had
on children, seniors, families with children, young adults, and small businesses.
Recovery Plan
The intent of the Plan is to be transformational vs. transactional and provide a flexible 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 hel p 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 (Resolution Exhibit A), are examples
representing the types of policy and programs which could be taken to achieve objectives and outcomes.
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 & 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 in pursuit of climate, zero
waste, energy, water and other sustainability goals.
4b. Resilient infrastructure is reliable and affordable.
4c. Open space, natural amenities and healthy ecosystems are resilient,
protected and accessible.
Mayor and Councilmembers provided feedback on the development of the Plan at four Work Sessions:
•Work Session Summary - May 25, 2021 (Attachment 2)
•Work Session Summary - October 26, 2021 (Attachment 3)
•Work Session Summary - January 11, 2022 (Attachment 4)
•Work Session Summary - January 25, 2022 (Attachment 5)
Agenda Item 13
Item # 14 Page 3
Recovery Plan - Final Engagement - Phase 3
Throughout the development of the Recovery Plan, community engagement has driven the development of
Plan themes, outcomes, and objectives. Additional public engagement occurred after a draft plan was
developed to ensure that community priorities are accurately reflected in the plan.
Of more than 200 community members surveyed, the majority expressed support for the drafted themes and
outcomes:
•Surveys:
o 228 responses
•OurCity:
o 1,100 total page visits
o 896 aware visitors, 396 informed visitors, 217 engaged
o 228 survey responses
•Social Media:
o Facebook:13,000 reached
o Twitter: 6,000 impressions
o Nextdoor: 2,600 impressions
o Total social media reach & impressions (all platforms): 21,600
•Total informed and / engaged: 22,700
Community members also shared additional feedback and comments about why plan outcomes are vital for
community recovery. This additional feedback helped expand and define specific objectives and potential
actions for recovery.
Final summary results of this engagement, including individual open-ended responses, are included.
(Attachment 6).
Agenda Item 13
Item # 14 Page 4
CITY FINANCIAL IMPACTS
The Resolution does not commit any funding for implementation. Consideration of future City investments will
be brought forth as a mid-cycle appropriation in May 2022, with additional requests following the standard
budget processes for Council consideration.
PUBLIC OUTREACH
The Recovery Team developed a multi-faceted approach designed to broaden public outreach and
engagement. This approach was designed to meet the needs of different audiences in the community,
centering on hearing from hard-hit and historically underserved residents. Additionally, Recover Engagement
was designed to build upon other engagement efforts across the community , including engagement for the
2022 Budget and Strategic Plan.
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
ATTACHMENTS
1.Summary of Recovery Themes, Outcomes and Objectives (PDF)
2.Work Session Summary - May 25, 2021 (PDF)
3.Work Session Summary - October 26, 2021 (PDF)
4.Work Session Summary - January 11, 2022 (PDF)
5.Work Session Summary - January 25, 2022 (PDF)
6.Phase 3 Public Engagement Results (PDF)
7.Powerpoint Presentation (PDF)
Recovery Plan: Outcomes and Objectives
Health
Outcome 1a. Support clear and effective communication of public health orders.
Objectives
o Share clear, consistent public health guidance.
o Ensure access and availability to personal protective equipment (PPE) and COVID-19 tests.
Outcome 1b. Enhance efforts to ensure basic needs are met in the community.
Objectives
o Strengthen nonprofits and other existing networks that provide essential needs such as food 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.
Outcome 1c. Mental and physical health is valued as necessary and prevention-based.
Objectives
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 2a. Foster a sense of belonging and community trust.
Objectives
o Foster a culture of belonging.
o Support neighborhood-driven resilience while also improving social capital and capacity.
o Promote and increase the visibility and support of the diverse cultural artists and organizations in Fort Collins.
o Codesign multicultural activities and generative spaces for improved access and opportunities.
Outcome 2b. Accelerate the City’s Housing Strategic Plan’s vision that “everyone has healthy, stable housing they
can afford.”
Objectives
o Preserve existing affordable housing.
o Increase housing supply, affordability, diversity, and choice by 10% of overall housing stock by 2040.
o Increase housing stability and renter protections.
Outcome 2c. Expand and leverage existing partnerships to quickly connect people experiencing homelessness (PEH)
to resources and services.
Objectives
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.
ATTACHMENT 1
Economic Recovery
Outcome 3a. Small businesses, creatives and nonprofits have the resources they need to thrive.
Objectives
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.
Outcome 3b. Safe and stable employment, current and future.
Objectives
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.).
Outcome 3c. Equitable and affordable childcare is accessible.
Objectives
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.
Environmental Resilience
Outcome 4a. Commit to environmental justice and resilience in pursuit of our climate, zero waste, energy, water
and other sustainability goals.
Objectives
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.
o Decrease barriers to access home and/or community gardening, sustainable farming and community supported
agriculture (CSAs) to support a more resilient food system.
Outcome 4b. Resilient infrastructure is reliable and affordable.
Objectives
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.
Outcome 4c. Open space, natural amenities and healthy ecosystems are resilient, protected and accessible.
Objectives
o Acquire, expand, conserve and improve natural areas and open space to support the physical and mental health
of residents.
o Increase access to parks, as well as expand, add and improve them.
o Identify vulnerabilities to natural hazards, identify proactive mitigation actions, and prepare adequately to
minimize impacts to people, property, and critical facilities.
MEMORANDUM
DATE:May 28, 2021
TO:
THRU: Darin Atteberry, City Manager
Travis Storin, Chief Financial Officer
FROM:SeonAh Kendall, City Recovery Manager
RE: Work Session Summary –May 25, 2021, re: City Recovery Plan
This memorandum provides a summary of the discussion related to the May 25, 2021, Work Session
Item –City Recovery Plan.
Mayor and Councilmembers Present: Mayor Arnt, Mayor Pro Tem Gorgol, and Councilmembers
Gutowsky, Pignataro, Canonico, Peel and Ohlson
Presenting Staff:Travis Storin and SeonAh Kendall
DIRECTION SOUGHT:
Does Council agree with the recommended allocation of the 15/85 split ($4.2M 2021 appropriation) of
the City’s American Rescue Plan funding to address current needs while developing the City Recovery
Plan?
DISCUSSION SUMMARY:
Staff presented a highlevel recap of the City’s CARES Coronavirus Relief Fund, a review of the ne w
American Rescue Plan Act’s State and Local Fiscal Recovery Fund (“ARPA”) and previewed the City’s
Recovery Plan and timeline.
Key Discussion Points Included:
x Supported an iterative approach of making 15% of the ARPA funds available to meet current and
shortterm needs due to the uncertainty of the pandemic impacts. Areas of caution are:
o Not to limit resources needed to the 15%, if more is needed.
o Not to constrain potential support programs as either response or recovery.
o Refrain from utilizing ARPA funds to offset budget constraints or shortfalls.
x Encouraged community connections and leveraging funding opportunities with partners such as
with Poudre School District, Larimer County, Neighbor to Neighbor and more.
x Suggested focus opportunities included, but are not limited to, housing and childcare, mental
health, rent and utility assistance, workforce development, women and historically
underrepresented community members.
x Underscored that there are still community members impacted by the pandemic.
ATTACHMENT 2
x Urged utilizing various outreach and engagement methods to make sure the entire community
is aware of resources and support.
x Discussion on whether resiliency planning would be better than recovery.
NEXT STEPS:
ARPA Funding Allocation:
1. Staff will bring forward an ordinance to appropriate the 15% ARPA.
a. 1
st reading is anticipated June 15, 2021, 2 nd reading on July 6, 2021.
b. Funds would be available approximately July 19, 2021.
2. Staff will continue to monitor ARPA Interim Final Rule for changes while developing a short
term needs assessment and application process.
City Recovery Plan
1. Begin public engagement process (June 2021) and begin development of the City Recovery
Plan.
2. Anticipate a Fall 2021 Council Work Session to review a draft plan.
Economic Health Office
222 LaPorte Avenue
PO Box 580
Fort Collins, CO 80522
970.416.4349
fcgov.com
MEMORANDUM
DATE: October 27, 2021
TO: Mayor and City Councilmember
THRU: Kelly DiMartino, Interim City Manager
Travis Storin, Chief Financial Officer
Kyle Stannert, Deputy City Manager
FROM: SeonAh Kendall, City Recovery Manager and Sr Economic Manager
Sarah Meline, Recovery Policy and Engagement Specialist
RE: OCTOBER 26, 2021 WORK SESSION SUMMARY:
RECOVERY PLAN OVERVIEW
This memorandum provides a summary of the discussion related to the October 26, 2021, Work Session
Item Recovery Plan Overview.
Councilmembers Present: Mayor Arndt, Mayor Pro Tem Francis, Gutowsky, Pignataro,
Canonico, Peel, Ohlson
Presenting Staff: Travis Storin and SeonAh Kendall
DIRECTION SOUGHT:
1. What additional questions does Council have around the intended purposes of ARPA in support
of recovery?
2. Does Council support the development and staff recommended structure of the Recovery Plan?
3. l that City Council would specifically
like to pursue?
DISCUSSION SUMMARY:
covered the following points:
Overall appreciation for the engagement occurring to help develop the plan
o Would like to see the list of who is being engaged
Interest in more definitions around health and recovery
Would like to understand more about what other communities and municipalities are doing and if
there is opportunity for innovation
are broadband, workforce development and housing
Consensus on the alignment with Council priorities
Encouraged staff to continue to research and explore innovative ideas for recovery
ATTACHMENT 3
NEXT STEPS:
Continue meeting with community connectors and partners to learn more about lived experiences
in our community and what recovery looks like for them
Evaluation of recovery engagement data November 2021
Supper Issues Board Meeting November 17, 2021
Council Work Session, Draft Recovery Plan January 11, 2022
Consideration for Council adoption, Recovery Plan February 1, 2022
Economic Health Office
222 LaPorte Avenue
PO Box 580
Fort Collins, CO 80522
970.416.4349
fcgov.com
MEMORANDUM
DATE: January 12, 2022
TO: Mayor and City Councilmember
THRU: Kelly DiMartino, Interim City Manager
Travis Storin, Chief Financial Officer
Kyle Stannert, Deputy City Manager
FROM: SeonAh Kendall, City Recovery Manager and Sr Economic Manager
Sarah Meline, Recovery Policy and Engagement Specialist
RE: JANUARY 11, 2022, WORK SESSION SUMMARY:
RECOVERY PLAN OVERVIEW
This memorandum provides a summary of the discussion related to the January 11, 2022, Work Session
Item Recovery Plan Overview.
Councilmembers Present: Mayor Pro Tem Francis, Gutowsky, Pignataro, Canonico, Peel,
Ohlson
Presenting Staff: Travis Storin, SeonAh Kendall and Sarah Meline
DIRECTION SOUGHT:
1. Does Council agree with the proposed recovery themes and outcomes?
2. Does Council support the proposed process of allocated ARPA funds as a part of the 2023-2024
BFO?
DISCUSSION SUMMARY:
covered the following points:
General agreement of the recovery themes and outcomes.
Questions on engagement with diverse groups (Attachment 1).
Support for Council on the timing of ARPA fund deployment within the 2023/2024 BFO process
while still allowing flexibility for emerging needs.
o Staff is exploring additional immediate and/or contingency needs. If brought forward, this
request would be brought to Council in April/May 2022.
Interest in expanding the environmental resilience theme section of the recovery plan, including
expanding natural areas and the rehabilitation of existing spaces.
Favor shrinking the K-shaped recovery by supporting nonprofits and community members most
impacted by the pandemic.
Language used in the recovery themes and outcomes.
o Utilities staff is providing a follow up memo in respect to references of One Water.
o Recovery staff will review additional edits and gaps, and reference these changes at the
January 25, 2022, Work Session.
ATTACHMENT 4
NEXT STEPS:
Staff is collecting community feedback on the recovery themes and objectives on
ourcity.fcgov.com/forfoco throughout January and early February 2022
Staff will continue to monitor the regional State ARPA funding opportunity and provide updates
to City Council
Council Work Session, Draft Recovery Plan January 25, 2022
Consideration for Council adoption, Recovery Plan March 1, 2022
Attachment 1: Recovery Plan Stakeholder List
Economic Health Office
222 LaPorte Avenue
PO Box 580
Fort Collins, CO 80522
970.416.4349
fcgov.com
MEMORANDUM
DATE: January 27, 2022
TO: Mayor and City Councilmember
THRU: Kelly DiMartino, Interim City Manager
Travis Storin, Chief Financial Officer
Kyle Stannert, Deputy City Manager
FROM: SeonAh Kendall, City Recovery Manager and Sr Economic Manager
Sarah Meline, Recovery Policy and Engagement Specialist
RE: JANUARY 25, 2022, WORK SESSION SUMMARY:
RECOVERY PLAN
This memorandum provides a summary of the discussion related to the January 25, 2022, Work Session
Item Recovery Plan.
Councilmembers Present: Mayor Arndt, Mayor Pro Tem Francis, Gutowsky, Pignataro,
Canonico, Peel, Ohlson
Presenting Staff: Travis Storin, SeonAh Kendall and Sarah Meline
DIRECTION SOUGHT:
1. What additional outcomes or objectives are missing from the Draft Recovery Plan? What should
be adjusted?
2. Does Council support bringing forward the final version of the Plan for adoption on March 1, 2022
DISCUSSION SUMMARY:
covered the following points:
General agreement of the recovery themes and outcomes.
Compliments on the well written contents of the Plan and the efforts to incorporate feedback from
previous Work Session.
Support to bring forward Plan on March 1 for consideration for Council adoption.
Questions on if enough stakeholders were reached to ensure the plan addresses the whole
community.
Discussion on long-term plans for expanded outdoor dining and timing of sharing update with
Council.
Interest in making sure the specific needs of small businesses are reflected in the plan, along with
reflecting the impact of the k-shaped recovery on certain groups, not just certain industries.
Discussion of implementation of the plan, timing of allocation of ARPA funds and ongoing
engagement.
Interest in broadening food-related objectives to ensure they address food insecurity issues.
ATTACHMENT 5
Question about providing access to free and reduced COVID tests and if this is still a community
need.
o Staff clarified that based on engagement, tests, along with the need for PPE is still a
community priority.
NEXT STEPS:
Staff is collecting community feedback on the recovery themes and objectives on
ourcity.fcgov.com/forfoco throughout January and early February 2022
Staff will incorporate Council and community feedback into the Plan and create a fully polished
and designed version
Consideration for Council adoption, Recovery Plan March 1, 2022
1
Phase 3 Public Engagement Results
More than 200 community members were surveyed and/or spoken to during this phase of public
engagement. The majority expressed support for the drafted themes and outcomes, and shared
additional context about why those outcomes are vital for community recovery. This additional
feedback also helped expand and define specific objectives and potential actions for recovery.
Health
Chart of Results
176
19
18
9 3
Respondent Profiles
A Resident
A Community
Organization
A Business
Other
A City of Fort Collins
Board or Commission
0 20 40 60 80 100 120 140
4c. Open space, natural amenities and healthy
ecosystems are resilient, protected and accessible
4b. Resilient infrastructure is reliable and
affordable.
4a. Commit to environmental justice and
resilience in pursuit of our climate, zero waste,
energy, water and other sustainability goals.
Health
Importance of Health Theme and Health Outcomes
Not Important to me Somewhat Important to me Important to me
ATTACHMENT 6
2
Additional Feedback
Opened Ended Responses for the Health Themes and Outcomes:
Transparency is highly valued by me, including following science instead of playing politics. Thank you for
following science.
We lacked the availability of location & staff to provide vaccinations to all the communities in FoCo. Even
CSU was not providing on site vaccinations to their staff/students until late in the game. When Governor
Polis rolled out the list for those whose essential job status would allow them vaccinations-again, people
couldn’t get the vaccine. 3 covid patient drivers at CSU got COVID when it never should have happened.
Currently we are having difficulties with access to tests for covid. The city needs to better collaborate with
public health department & county to get ahead of the curve. We will deal with this problem of disease or
something similar so we need to better strategize for future needs. Political agendas also sometimes create
obstacles for those of us who deal with the expertise & art of emergency management. Let those who know
emergency management do their jobs-that’s why they were hired.
Also the enforcement of public health mandates was totally lacking creating hazards for others-CSU had
over a hundred students on the IM field, in violation of the public gathering limitations . Also there is no
federal registry for vaccinations so whether you believe it or not-people were buying fake vaccination cards
so would be nice to get a handle on that issue.
Also, Child Protection seems to be overwhelmed & understaffed because there are some serious child
welfare issues like the 12 year old Ybarra boy who threatened to get a gun and shoot up his local school.
CPS put him in PVH for a couple of days but his Medicaid status didn’t get him far in the system so he was
sent back to his substance abusing mother. What do you think this child is going to do in the near future? We
need to work with CPS to do a better job dealing with mental health issues for kids!
Continue efforts to enforce mask and distancing requirements in public spaces, especially super markets.
The Lincoln Center is doing a good job with their requirements.
Overt support for Health Care workers is a must
The local, state and federal government should keep their noses out of our health decisions. They should be
focused on reducing taxes and lowering their paychecks. Serving in an elected position should not be a
wealth building career. All of these so calked safe practices during this so called pandemic are illogical. They
are having no effect on the virus. All the mask, stay at home orders and social distancing are doing is trying
to train the masses to bow down to the government. Stop and think about it. How illogical the rules are.
1. A mask with .10 micron holes stops a .001 micron virus?
2. A virus that is supposed to be non airborne but yet we are told to wear a mask to prevent spread.
3. It only travel in a straight line and only for 6'.
4. A mask is required to enter a restaurant, bar etc. But only if you are standing. Does the virus only hover at
a certain height? Is it warded off by food? Why is it magically stopped by plastic / plexiglass?
5. If all the rules worked why is it still a problem?
6. Why was getting the magical shot great when you can still get and transmit the virus?
7. If the vaccine is so great why do the vaccinated need to be protected from the non vaccinated?
I could go on and on about the inconsistent rules but with the current mindset of the elected officials in this
county, state, country it falls on deaf ears because they are sheep and only in politics for the pay check.
3
Because of the extreme ties between the COVID-19 Pandemic and increases in mental health and
substance use disorders, it is critical that the ARPA funds be spent towards improving the growing gaps in
the prevention, treatment and recovery ecosystem in Larimer County and across the state. The following are
major gaps in our ecosystem of care that would be great, one time expenses that align with the dollars:
Recovery Support Housing
Pediatric Mental Health & Substance Use Infrastructure
Integrated Health Care Centers with School based teams
Community Affinity & Connection Centers
Youth, Peer and Adult Respite Care
These items are already being addressed and managed.
Mental health is very important right now, especially for young adults like me (21). It seems young people
are more at risk for depression and its side effects during this pandemic than they are Covid. It's
irresponsible to enforce measures that isolate a population that is not at risk and is the most in need of
human connection.
Clear consistent direction from the Federal Government is virtually non-existent
Mental Health needs to be a top priority and ensure that it is accessible for all populations. The City of
Longmont created this a priority and the City is currently delivering effective programs for youth that offer
behavioral health support.
Find ways to provide more preventive mental and physical health care in accessible, convenient places
around the city, especially culturally sensitive - especially for homeless, poor, those feeling marginalized, etc.
This respects dignity and self determination of people and also helps city avoid more expensive costs of ER
visits, negative behavior escalation, etc.
Support for those who meet the vulnerable population for COVID and how they can stay active but safe in
our community.
I believe that this pandemic has been grossly mismanaged from its beginning to today, especially from the
NIH, CCD, and NIAID. The approach has been from the beginning to lock down and vaccinate. Fear has
been engendered and numerous other unintended consequences have led to poorer health (obesity, lack of
cancer and other screenings, and mental health), unnecessary impact to our school-age and college-age
population, and economic harm. Preventative measures, early treatment, and voluntary vaccination should
have been the focus. Needless death has resulted from an approach that focused solely on new medications
from large pharmaceutical companies and almost entirely abandoned the traditional doctor/patient
relationship. Many in our federal health bureaucracy should lose their jobs. Our local response became
dependent on the misinformation propagated at the federal level and forced by a censured media, leaving
the county's health department little room to do other than fall in line.
Need greater value and focus on mental health. Deeper thinking on how future decisions made will impact
mental health
Provide health resources through non-profit, public and private providers. Favor sharing information and
allowing for individual choice over health and business mandates.
These address the what, which is fine, though the how and with what purpose (why) are much, much more
important.
Please prioritize mental healthcare. The wave of suffering that is here is nothing compared to the one that is
coming., particularly for under-resourced community members.
4
1a. You could support clear and effective communication of public surveys. You buried this one really well.
No wonder nobody responded. This was obviously on purpose because we are a very high-tech community.
You used very biased information for this study. You picked and chose your own data which results in GIGO,
Garbage in, Garbage out. No wonder nobody trusts the government. You are a big part of the problem. Start
over on this one. Maybe you could do a survey on how to write a survey and how people would like to be
contacted--5 questions and five minutes. Thank you for your time.
1.b & c Pets play a vital part in mental health, especially for our seniors and others who have lost loved
ones in the pandemic. The problem is, they cannot afford veterinary care for their companion animals. In a
community with a world renown veterinary college, this is pathetic. We need to support Dr. Tracy Thomas at
Elder Pet Care in Fort Collins. Elder Pet Care is a 501(c)(3) non-profit. At the CSU vet hospital, surgery
prices, even for a spay, start at $2,400.00, because the students do not do the surgeries, they just watch. A
board certified surgeon and anesthesiologist does the surgery. Typically, in the past, state supported
hospitals were cheaper than private hospitals. CSU is a research university, not a teaching hospital. We
should also support dignified, affordable end of life care for these pets. Thank you
American rescue funds should be put toward specific themes and problems that were a result of the COVID
pandemic, NOT to fund new projects or projects that were in the pipeline prior to the pandemic.
People who are homeless face unique challenges relative to meeting basic needs and accessing mental and
physical health services. People who are unhoused--and those unique challenges--must be considered
when developing strategies to address these needs.
Also of note: people who primarily speak Spanish, individuals/families who work nights and weekends--and
other marginalized populations--are disproportionately negatively affected by inequitable access to basic
needs services. Similar to people experiencing homelessness, this inequity must be considered.
Air pollution is a primary predictor of negative COVID outcomes and the greatest cause of premature
mortality globally. Improving active modes of transport would help address health-related goals, and ARP
monies should be directed toward improving active modes to reduce COVID and other health-realted
impacts of air pollution. Second, active transport and the associated infrastructure improves mental health
and community cohesiveness and resilience. This should therefore be included and explicitly highlighted in
the health objectives of the recovery plan.
I think as a community we need to start questioning what we are told by federal agencies and start reviewing
the breadth of knowledge that has been processed now and making decisions based on actual studies and
information and stop accepting what we are told as honest when some of the federal officials have been
incorrect. I believe this needs to be a grass roots effort and no longer a politicized issue.
Knowing clearly the public health orders is essential when making difficult decisions as a group or
organization for the safety and needs of those we serve.
Great to partner with existing non profits!
extra effort must be made to ensure equal public health to all facits of the community focusing on all
minorities and all economic levels.
Emphasize mental health and basic needs of all citizens
I believe the mask mandate has become outdated and is now hurting the residents of this great community.
If people want to wear masks let them. If not, let them. This is why we live in Fort Collins. Let's not become
Boulder North
Counseling needs to be free during this time of incredible stress. It is difficult to access GOOD therapists,
who specialize in trauma resolution therapies.
The fear narrative is not helpful.
5
Any effective additional supports that can be provided for mental health are my priority.
Please address the poor health outcomes because auto traffic is dangerous. Stop cell phones in car while
moving and slow traffic.
Yes, I do. After watching your council meetings and work sessions on these topics. I came away thinking
how much money is being wasted. We really need to connect with the working class in Fort Collins. These
are the folks that are not even home from work by 6:00pm and if they were, and they did try to watch a
council meeting or work session, they would soon fall asleep from exhaustion. These are the people who
have worked through the ups and downs of the Covid pandemic so they can pay their rent or mortgages and
grocery and medical bills. These are the people who need help. Here is how you can do it-- PAY OFF
STUDENT DEBT. Student debt contributes to severe depression of many people in our community. My son
personally knew six young men from Poudre High School and Rocky Mountain High School who have killed
themselves in the past few years. Not everyone can be an engineer and make six figures. Indeed, if many of
these college educated young people choose to stay in Fort Collins, they wind up working in retail or food
service. They are just making enough to get by. BY PAYING OFF STUDENT DEBT, WE COULD REDUCE
THE NATIONAL DEBT AND PREVENT FURTHER INFLATION.
Supporting Public Health Orders is a top priority in that confusion about any orders will just lead to more
sickness and distrust.
Do not need to be all or nothing measures. Continue to expect masks in close proximity venues and social
distance in all areas
how do you define basic needs, who is deciding these definitions, whose needs are not being addressed?
I like the city's inclusion and emphasis on the importance of "...mental and behavioral health services..." as
well as physical health.
Don't give any more orders.
I do get concerned that throughout NoCo that we keep changing mask mandates often, and they don't seem
to coincide with new versions of COVID that continue to develop. I also think there are in-person events that
don't enforce masking - the last chamber event I went to most folks were not wearing masks by the end of
the evening. Two of the people I was with on my team got COVID - I did not, thankfully. Not sure if CAME
from that event, but it seems likely - and there was no communication after the fact about it even though it
was reported to the Chamber by one of my team members.
No masks
Community members need encouragement to be self sufficient and take responsibility for their lives. City
government can only hinder this by intervention.
Mandates are just that! Mandates are NOT LAWS, and the mask mandate was not handled properly and led
to confusion and unnecessary fear!! To even consider a vaccination requirement to be enforced in order to
support businesses, etc. was totally out of line for the city…it was shocking and uncalled for!!
We need emergency outpatient mental health and better access to MH services for people experiencing
homelessness or economic disadvantage. We also need to help those with insurance coonect with MH
professionals. In order to do that we are going to need to attract more MH providers who accept insurance.
I think mental health resources, especially among the youth, are an incredibly important investment with
long-term benefits to the community
Start with your own communication. This entire set of objectives is written in stilted, bureaucratic prose. It’s a
turnoff from the get-go. It sounds like (as usual) you already made your plan and are pretending to get
community opinion afterwards. Don’t you have any good editors on city staff?
6
Equity & Community
Chart of Results
Additional Feedback
Opened Ended Responses for the Equity and Community Themes and Outcomes:
I hope that CSU & the city follow through with building affordable housing at the former Hughes Stadium.
CSU staff cannot even afford to live in FoCo but rather populate nearby cities like Greeley. It affects PFA &
other entities when we can’t get trades people out after hours to stop flooding or assist with fire alarm
issues after hours since staff is coming from out of town.
The need for family housing is paramount since we have an overabundance of student housing as it is. It’s
rather a classism issue when the working class has to commute to work in FoCo cause living here is cost
prohibitive! I lost a good friend when I wouldn’t sign her petition to get the Hughes Property on the city
ballot. Her reason for putting the petition together was, “I don’t want the poor living near my Quail Hollow
home and bringing down my property values”. We want the “poor” to work in our
restaurants/hotels/stores/agricultural fields to accommodate our needs but just don’t live in my
neighborhood- really?!
The required income needed to rent in Fort Collins keeps many residents locked out of ever being able to
purchase a home. This rent keeps people living paycheck to paycheck and constantly at risk of
homelessness if they experience a financial shift. It is unsustainable as a community and will lead to
ongoing increase in economic disparity, as well as people leaving the area. This issue has continued to
escalate over the last two years.
Keeping Fort Collins affordable for everyone needs to be an immediate priority. It’s gotten expensive to live
here, and rent is climbing faster than wages. We can’t continue to cater so heavily to people in flashy, well
paying jobs at the expense of everyone else.
Housing that is efficient in the use of fossil fuels is more important to me than solutions that transform
neighborhoods into rabbit warrens in the guise of 'affordability'
0 20 40 60 80 100 120 140
2c. Expand and leverage existing partnership to
quickly connect people experiencing homelessness
(PEH) to resources and services.
2b. Accelerate the City’s Housing Strategic Plan’s
vision that “everyone has healthy, stable housing they
can afford.”
2a. Foster a sense of belonging and community trust.
Equity and Community Resilience
Importance of Equity & Community Theme and Outcomes
Not Important to me Somewhat Important to me Important to me
7
I would encourage the city to raise the minimum wage to at least $15 so that more people can afford
housing. Higher incomes are the best way to meet housing needs rather than having the taxpayers, both
middle and lower income, subsidizing affordable housing.
The local, state and federal government should keep their noses out of our health decisions. They should
be focused on reducing taxes and lowering their paychecks. Serving in an elected position should not be a
wealth building career. All of these so calked safe practices during this so called pandemic are illogical.
They are having no effect on the virus. All the mask, stay at home orders and social distancing are doing is
trying to train the masses to bow down to the government. Stop and think about it. How illogical the rules
are.
1. A mask with .10 micron holes stops a .001 micron virus?
2. A virus that is supposed to be non airborne but yet we are told to wear a mask to prevent spread.
3. It only travel in a straight line and only for 6'.
4. A mask is required to enter a restaurant, bar etc. But only if you are standing. Does the virus only hover
at a certain height? Is it warded off by food? Why is it magically stopped by plastic / plexiglass?
5. If all the rules worked why is it still a problem?
6. Why was getting the magical shot great when you can still get and transmit the virus?
7. If the vaccine is so great why do the vaccinated need to be protected from the non vaccinated?
I could go on and on about the inconsistent rules but with the current mindset of the elected officials in this
county, state, country it falls on deaf ears because they are sheep and only in politics for the pay check.
Incorporating a primary care clinic into the 24/7 shelter would align with other sheltering models across the
nation. This is a major gap in the community and would be of deep benefit from both an equity lens but also
a health lens.
2b. Everyone has healthy, stable housing they can afford? Really? This as a goal is unrealistic and
unattainable. It is communism. It reminds me of a scene from Dr. Zhivago during the Bolschevik
Revolution. The "housing administrator" i.e. City Councilwoman, comes into the house and says "There is
room for six families in this house." If you can't afford to live here, take a hint and move somewhere else.
Like I said, this is communism.
While addressing homelessness is good, including it in a recovery plan for a pandemic seems more than a
little odd. What does this have to do with Covid?
As a board member of Homeward Alliance that provides a variety of services for homeless and also works
closely with the Family Resource Center and other organizations, we must continue to work steadfastly and
rapidly to develop a centralized center for support - including a shelter - that allows for growth, provides a
broad array of services and is safe and welcoming. We would like to help the city move forward on this as
quickly as possible with planning, We respect that two years of conversation have happened, then COVID
hit, but we also are aware there are state resources available now especially for infrastructure.
The resources and support should be available to everyone regardless of ability and resource (wifi,
computer access, etc.)
The Equity play is nothing more then redistribution of income (taxes paid) and giving things to people purely
based on race - this woke nonsense does not help anyone become more self reliant and responsible. All is
does is make them more dependent on government hand outs. Bad policy from beginning to end.
As an approach that is rooted in classism and ageism, the city must elminate U+2.
8
Helping the homeless community is important to me, but I genuinely fear that the homeless population is
going to grow if action is not taken to curb adding costs onto new construction. New construction assets on
the market only help older assets continue to appraise at higher values as well, and new construction is
costing more and more and more. Adding costs like the -justifiably failed- addition to the building code for
requiring new garages to include charging capacity for electric vehicles, is NOT OKAY. If I never own an
electric vehicle while I own a certain house that I paid to build, I just paid for someone else's required
infrastructure when they chose to buy an EV, increasing my cost, and not increasing my benefit as the
consumer or homeowner. This is one example of many that are burdening new construction thus making it
less and less appealing to build in this town, but also making almost all new projects not attainable for first
time home buyers. I mean right now, as I type this there is an 1100 SQT house off shields listed for sale at
OVER half a million dollars. Sure the floors have been replaced, cabinets painted, new appliances, and a
new roof in 2021 according to Accela, and a new furnace was installed ten years ago, but there are no other
permits for this small, over 100 year old house. One can assume the plumbing and electrical is old and
outdated, the furnace's useful life remaining in the 5-7 year range, if it was well maintained, and this house
is listed for over half a MILLION dollars? This all comes from increasing costs that might seem like "good
intentions" on paper, but there isn't really any follow through. Take Rental Licensing as another example.
The city is pushing this program through without feedback from the industry (property management) which
is not just adding a burden of an annual fee, but time on the part of the PMs in Fort Collins every year. And
for what? To protect the consumer? That annual fee cost will 100% be passed through to the tenants, and
without ay real plan on creating a compliance and development department the landlords out there that are
unethical or predatory will just continue to be unethical and predatory. But creating a whole new department
tasked with follow up, outreach, development and compliance would really eat up the revenues from those
annual fees wouldn't it?
Rentals shouldn't be licensed. Property Managers should be licensed. They (and their teams of leasing or
maintenance staff) are tasked with the financial performance of an asset, the physical protection and
maintenance of the asset, responsible for acting as the owner's agent during construction projects, entering
in Energy Star Reporting, negotiating contracts, resolving liability issues etc. and they literally need ZERO
formal training in any of these areas to land a job for a private home owner, or in some instances, larger
ownership groups of apartment buildings. Private landlords who don't have managers can easily use Mrs.
Murphy's law to continue being slimy with tenants, so the bigger argument for "protecting the consumer"
would be to start lobbying for licensing and means to discipline people who actually do the work, and weed
out the ones that are breaking federal and state laws all the time. But let's not pretend here - this program is
just another means of revenue for the City - it's not to protect anyone. If it was, when asked "how rampant is
this problem this program is going to try to fix?" the City would be able to provide not only evidence that a
problem exists, which they can't currently do, but how this program would be measured as "successful" in
combating that problem, which they also cannot do currently.
A critical aspect of this plan is funding equity, or the way the City of Fort Collins makes decisions about
which funding needs to elevate and support. It would be useful to understand the process behind, for
example, the City’s funding equity tools used to address this. Given the level of disparity in funding
distribution for ARPA dollars nationwide, the City could take a critical lead role by showing funding equity
processes.
With the exception of 2a (foundational to all others), the other two are more about relieving symptoms and
how they are done might make things much worse in the long term even if better in the short-term. To work
effectively on 2a the how and why (and with, by, and for whom) need to be very clearly address.
Community resilience and equality are important to me. Equity is not important to me. I am all for improving
our homelessness plan, but I do not support doing anything that may enable and encourage homelessness
in Fort Collins (eg San Fran, Austin)
RE homelessness: we need to work on a better plan for the many folks who are service-resistant.
9
American rescue funds should be put toward specific themes and problems that were a result of the COVID
pandemic, NOT to fund new projects or projects that were in the pipeline prior to the pandemic.
Related to fostering a sense of belonging and community trust: events must be tailored to all potential
participants, including people experiencing homelessness and other marginalized populations (versus
events geared toward people who are housed/not typically marginalized).
The pandemic brought significant funding/resources related to housing and supportive services for people
experiencing homelessness, which led to improved housing outcomes for people escaping homelessness.
As those funding sources evaporate, we must not lose the momentum--it is imperative that the City work
with nonprofit leaders and Larimer County to identify alternatives to ensure that services/housing
opportunities continue.
Within this category, how could any of the four be only somewhat or not important? is there no further
nuance here?
As it pertains to trust, I'm exceptionally curious to how the city plans to measure or evaluate this? As a part
of the work that I do, we use the "ecology of trust" framework in some of our collaborative conservation
efforts. The point being, trust is exceptionally hard to 'measure' per se, but is also one of the most
foundational elements in building equity and resilience. I just hope that 'trust' is truly getting the attention it
deserves.
Stable and affordable housing for our citizens is essential. Places like FoCo Cafe foster a sense of
belonging, dignity and community.
Can we afford to create community meeting spaces in our mobile home parks, like Hickory and Poudre
Valley?
This is imperative if Ft Collins plans to regain public respect
Continued coordination among agencies that deal with homelessness
My church, Ft. Collins Mennonite Fellowship, works with the homeless everyday. We notice the amount of
prejudice and stigma around homelessness. We believe there is no reason why everyone should not have a
safe place to stay. There are hotels the city could subsidize (and clean up) to provide shelter, there are
buildings the city owns that could be transformed to housing, and think of all the "Air B-and-Bs" in town!
Most importantly, housed citizens of this community must start seeing the homeless as individuals who are
residents of Ft. Collins and deserve to be respected!
Collaboration is key. We do better together. Many smaller organizations do so much with so little and by
partnering with others, they can create so much more together.
The city's "housing strategic plan" as currently formulated is just a massive give-away to would be
developers. If the city would focus on building explicitly affordable housing (not this "attainable" which just
means built cheaply) and stop the push to deregulate, I would be in favor. But not the way this is being
done.
I appreciate the balance and comprehensive quality of this theme. It will take progress in all these areas to
truly benefit and improve our whole community!
The Strategic Housing Plan is too BIG. It has too many issues that need to be addressed one by one. Not
lumped together in one huge package that no one understands. Question 2b. What is the City's definition
of "healthy, stable housing"?
10
Please don't reduce folks without a home to an acronym! Just seems disrespectful, like you say it so much
you want to use just initials...let's get to the point as quickly as possible, so that we don't NEED an acronym.
Make 'affordable' housing truly affordable by reducing the greed build into corporate entities, and property
owners. Eliminate the use of Air B&Bs and vacation homes until everyone is housed. Run a public
awareness campaign to reduce prejudice and stigma. EVERYONE deserves a place to keep their things
and feel safe.
Fostering a sense of belonging and trust will leverage all goals. As everywhere in the US, there are distinct
and deepening divides among our communities - politically, economically, & philosophically to name a few.
There is a deep level of fear among many community members, leading them to isolate, be persuaded by
conspiracy, blame minority groups and government, and disconnect socially. That is dangerous behavior
and must be addressed.
Energy efficient and safe housing is the focus of our non-profit, Energy Resource Center.
More affordable housing for all age groups, but in particular older adults on fixed incomes is urgently
needed.
We need to link intercultural competency and racial analysis to our efforts in housing and economic
equality. We need to look at the make up of our leadership - those who are empowered to make decisions -
and ensure that we have people of color, people who have directly experienced poverty/houselessness,
and immigrants represented. We need to acknowledge the tensions that exist between "economic
development" and true equality - we need to reckon with the ways that reducing homlessness may mean
that we all accept a devaluation of home prices, and a greater integration of affordable housing into all
neighborhoods. We also need to be looking at things from an intersectional lens - as in, how our housing
approach can be drawn into partnership with our response to and preparation for the effects of climate
change.
People experiencing homelessness is always difficult and we do have some resources now. However, the
pandemic has made this worse for those people as well as low encome people and non speaking English
people.
Your line, “everyone has healthy, stable housing they can afford” is scary to me. Everyone? How? I'm afraid
that you're thinking about NEW residents who are continually flowing in.
I believe your job is to help CURRENT residents, NOT those flowing in—I firmly believe that inflow should
be discouraged. If you include projected new residents into "house everyone," it's a pyramid scheme. There
can NEVER be enough. That is a 100% untenable situation.
I came here from California many years ago and witnessed over 50+ years (I'm 69) the impossibility of
keeping up. If you build it, they will come. PLEASE do not be so short-sighted as to allow rampant
development at the expense of your CURRENT constituents. That monster, Montava, comes to mind. The
only true real reason that I can think of as to why the city council approved that development (not located or
served by reasonable and cheap public transit) is increased tax revenue. Thousands of cars will flow into
Fort Collins, stressing its infrastructure and harming current residents...on a huge scale.
the problem is that the phrasing is very vague and leaves a lot of room for error and workarounds that don't
address helping the most vulnerable. Additionally, it sounds very savior mindset with 'foster a sense of
belonging and community trust' - what does that actually mean, in terms of actionable items and whose
voices are being included and elevated? all of the phrasing is too vague. it's 'feel good' verbiage and not
much else.
I like the city's emphasis on affordable housing and meeting the needs of the homeless. I've always
believed the U.S. lacks compassion from a governmental effort of so much they can do. Therefore, it's
wonderful to see the city showing such compassion on a local level.
11
Equity sounds nice, but you can't have equality if you have equity. Stop doing stuff that encourages our
people/attracts people who choose to use drugs, litter, panhandle, and/or live "on the street" or in a tent to
our city.
Seems to be missing a facet in 2a. -- I think equity, a sense of belonging and community trust can also be
built and demonstrated by micro investing in projects or budding businesses by the historically underserved
including artists. These community projects, business ventures or art projects not only empower the people
creating them, but also depict the variety of people in our community resulting in economic opportunity,
visibility, trust, and lingering and marketable assets. Example: commissioning a mural or a song that reflects
some of our community's cultural history or future vision. These can be then shared with the greater
community and help to further the feeling of equity, community and trust.
And for 2b. I would look at ways we can also advance elements from the Fort Collins ArtSpace feasibility
study (2016) that addresses the need for live/work spaces for artists using tools like HUD,... these can be
integrated into the City's Housing Strategy and we are even more in need of these types of creative
solutions today. Examples of a project is Loveland's Art Space campus and please see the full program
here where we can become a Colorado's Space to Create (Art Space) which also includes large dollar
funding opportunities which we are already applying for through the Community Revitalization Grant for the
Carnegie Center for Creativity! https://oedit.colorado.gov/space-to-create-colorado
Affordable housing is incredibly important to the working community below the median income level in Fort
Collins.
With a lack of rent restrictions/control, I have had friends who have seen their lease requirements at the
turnover of the year raised by up to 30%. Even for dual-income renters, this is not a sustainable model for
living in Fort Collins.
I would like to see more legislation in place to protect young renters who make up a massive segment of the
Fort Collins economy.
Affordable housing options need to be closer to public transportation (Transfort) lines that run more
frequently than once an hour. Public transportation needs to be restored to pre-pandemic service
frequency.
New lines are also badly needed in the SE part of town, e.g. along Timberline Rd.
I have a disabled son who can’t get anywhere in town on Transfort within an hour (or usually longer). It’s a
real barrier to him gaining employment & being able to live independently.
Bigotry of low expectations. It’s an insult to us people of color when topics like equity and inclusion are
forced into public conversations. We would all get along better if the government and businesses would
stop race-baiting and separating people into tribes. Bigotry of low expectations is the only form of racism I
see routinely. As for the homeless, the majority of the problems stem from city government incentivizing
homelessness, unemployment and addiction. The homeless use message boards on their phones to
advertise how lenient Fort Collins is on vagrancy. Do we want to be another Seattle, Portland or L.A.?
This city has become so overpriced it has forced many to move out!! Housing prices are out of control and
only the upper class can afford to buy here now! The safety of our residents has dramatically declined…car
theft, burglary, drug use in parks and other public places, just to name a few!! Fort Collins has changed over
the past 20 years since I’ve lived here and not necessarily for the best. Too much growth, too fast and the
city was not prepared! What do you mean by equity??
Work to provide people with assistance before homelessness kicks in; for those with homelessness, work to
provide safety, stability, storage so that there is a reliable home base where they can work to get back on
feet again (job assistance, substance abuse/mental health treatment, housing assist, etc.)
12
The limitations on accessory dwellings need to be revisited, and not just for the old town sector of Fort
Collins, where those with some of the highest wealth/home equity are able to benefit from such policies. My
parents are severely immunocompromised such that assisted living was deemed to great a risk during the
pandemic. If I lived 3 blocks west I could have easily renovated an existing structure as an on site
apartment suited to fit their needs, and my kids would have been able to see (and meet!!) their
grandparents over the past 2+ years. If you’re concerned about the impact to rental markets for students or
vacation properties, then just restrict those. Please, please act soon on this City Council.
I don't know how to fix homelessness but the first step is to stop demonizing people and perpetuating false
narratives about people experiencing homelessness. I'd recommend reaching out to service providers for
accurate statistical information and then turning that into a community education campaign. Your average
citizen sees them as dangerous, lazy, drug abusers who are a blight on the city. We need to get them to
see the real humanity in people before you can expect them to care.
As Fort Collins attracts more people, it is imperative that those who were here before (and helped make
FoCo so attractive) are able to find safe and affordable housing. A road to home ownership would be an
important facet to help people of lower and middle income levels gain financial security and make them feel
more invested in their community.
2b and 2c seem more urgent than the first. Within the first (2a), a sense of belonging can occur at many
levels. Are you shooting for a sense of belonging to the city as a whole or having individuals find a sense a
belonging within a group/groups of the city. Lastly, I think community trust is important especially if you are
trying to communicate necessary action on the community's part.
From 2018 to 2021, I worked with Indigenous residents of Fort Collins on various projects, both as a
volunteer and as a representative of local non-profits. Compared with other Colorado cities, little has been
done to date to foster a sense of belonging and community trust among Indigenous residents. One priority
that emerged from our discussions was a strong desire to have a dedicated community center and garden
that the Native community could call their own. I would recommend that this be made a priority in the City's
existing communications with Native residents of Fort Collins and in budget allocations and partnership
resources going forward.
Single-family zoning needs to be expanded to multi family in residences that are currently rented to
students.
I'm blown away by the fact that in Old Town, rather than increasing density by adding ADU's, we're instead
combining lots so that people with already substantially enlarged houses can add even larger additions by
tearing down their neighboring house and replacing it with a new living room. Old Town used to be the
place with small, affordable homes. But every time someone buys a lot in order to scrape the home and
build a McMansion, property values for all the neighbors go up. We should be taxing land and not property.
Has Fort Collins/Larimer considered a land value tax (LVT)?
I would like to see houses be seen and used as homes rather than financial instruments. I think people who
hold housing as an investment (and not as their primary residence) should pay something like a tax that
subsidizes the cost of renting and/or home building / first time buyers. I would also like to see new
construction be both attainable and thoughtfully designed - recognizing the need for attainable housing
while also investing in the livability, creativity and community-building potential of our shared built
environment. Too often these needs are though of as mutually exclusive, however in a place as resourced
as Fort Collins I believe we can do both in the service of community building.
This whole city is being run by and for its wealthy elite and working class people are being priced out.
everyone sees that. What are you seriously going to do about it? Pretty much nothing.
13
Economic Recovery
Chart of Results
Additional Feedback
Opened Ended Responses for the Economic Themes and Outcomes:
Non profits have been hammered by lack of funds and the inability to do their standard fundraising efforts.
Grants for non profits should be made available
This is critical for people who work full time and need child care for tweens as well as younger children.
Should a 13 year old with Covid be left home when parent has to work? What are the options?
Childcare in Fort Collins is a nightmare to acquire. Many facilities have wait lists. It is expensive, and right
now also unreliable. Quarantine periods and teacher shortages in childcare cause parents to have to find
alternate arrangements. What I see is that this is disproportionately affecting women, as they have left the
work force in order to manage this inconsistency with their children. I believe full economic recovery needs to
account for and address the long term financial impact on parents who couldn’t keep income up while
managing childcare and school policies, remote learning, quarantine periods, etc. during the pandemic.
The people of our community, not wealth generation, is what will be most important going forward
The city's business is providing infrastructure and services such as police, fire, and recreation. I believe the
business community should be the leader on supporting economic development, not taxpayers. Affordable
childcare is an important need and should have support from federal, state, and local governments...in that
order.
0 20 40 60 80 100 120 140
3c. Equitable and affordable childcare is accessible.
3b. Safe and stable employment, current and future.
3a. Small businesses, creatives and nonprofits have
the resources they need to thrive.
Economic Recovery
Importance of Economic Theme and Economic Outcomes
Not Important to me Somewhat Important to me Important to me
14
The local, state and federal government should keep their noses out of our health decisions. They should be
focused on reducing taxes and lowering their paychecks. Serving in an elected position should not be a
wealth building career. All of these so calked safe practices during this so called pandemic are illogical. They
are having no effect on the virus. All the mask, stay at home orders and social distancing are doing is trying
to train the masses to bow down to the government. Stop and think about it. How illogical the rules are.
1. A mask with .10 micron holes stops a .001 micron virus?
2. A virus that is supposed to be non airborne but yet we are told to wear a mask to prevent spread.
3. It only travel in a straight line and only for 6'.
4. A mask is required to enter a restaurant, bar etc. But only if you are standing. Does the virus only hover at
a certain height? Is it warded off by food? Why is it magically stopped by plastic / plexiglass?
5. If all the rules worked why is it still a problem?
6. Why was getting the magical shot great when you can still get and transmit the virus?
7. If the vaccine is so great why do the vaccinated need to be protected from the non vaccinated?
I could go on and on about the inconsistent rules but with the current mindset of the elected officials in this
county, state, country it falls on deaf ears because they are sheep and only in politics for the pay check.
These are free market, American issues. I was told that Fort Collins has more fast food/food
trucks/restaurants per capita than any city in the United States. Success breeds competition and
overwhelming success breeds ruinous competition. Just ask the real estate brokers about this. There is
about one broker per one-hundred people in Fort Collins.
This is reasonable. I would like to see something addressing schools and how the city is assisting them and
teachers. How is the city helping schools to recover?
There needs to be a nonprofit coalition with the capacity to engage all nonprofits and support old and
emerging leadership, particularly those organizations that have served our most disadvantaged community
members where the city has not looked much in the past. City Council does not seem to be representative
all sectors of our community.
yes, what about people that do not have kids and the cost of living and inflation of basic needs for
food/rent/etc.
All for profit and NFP are in this together. A strong business climate supports all of us. But nonprofits need
continued, assured support over years, not just annually. Find ways to help businesses feel comfortable to
hire older workers and those with a variety of backgrounds or issues.
Nonprofits have seen a significant stress in this two year pandemic with no recently support from the
government.
reduce the barriers for business and innovation instead of increasing barriers.
15
Child care continues to be ignored, dismissed, and ultimately treated as a mother's problem. Not a father's
problem. The mother's problem. As the Great-Resignation continues to unfold and show us how many
women left the workforce to stay home with their children
(https://www.theguardian.com/commentisfree/2021/nov/19/great-resignation-mothers-forced-to-leave-jobs
and https://www.cnbc.com/2021/11/17/women-are-quitting-at-higher-rates-than-men-during-the-great-
resignation.html) right off the top of Google Results for you. I also don't mean to be flippant about this
because I fully understand there is not a lot that the City of Fort Collins can do outside of lobbying the State
level to fix the CCAP programs, revisit regulations, etc. BUT YOU ARE NOT DOING THAT. I actually
thought having a female majority council who is so anti-business and development would maybe put more of
a focus on this issue, but nope. The only notes on the adopted 31 priorities list for Child Care work are:
"Periodic memo updates to Council as appropriate and necessary" That means nothing. That's not a plan.
That's not steps, that's nothing. It's *insane* to me that one member of Councilmember Pignataro's district
wanted a basic variance to the U+2 rule to help house someone / a family whose house burnt down from the
Marshall Fire and BAM - a whole new resolution is on the table to help the whole of Boulder County (even
though they didn't ask for this help at all) and ADUs for other groups historically have been totally denied.
And this is taking up Council and Staff's time?!?!?! FOR ONE HOUSEHOLD?!?!
Recognize that while there is certainly an issue with affordable childcare, there are systemic forces at play
such as inflation resulting from poor monetary policy. The cost of subsidizing childcare should not be
disproportionately borne on taxpayers who don't have young children. There are several nonprofit
organizations in our region where donors interested in supporting this area could choose to invest, rather
than increase taxes on everyone to create a benefit for a subset.
Without jobs we cannot address all other recovery themes in a meaningful way.
Why is the City of Fort Collins adopting the language of Marxist Theory? Why is "equitable" and "inclusive"
attached to every topic? Can anyone with the city explain why they use these words other than to imply that
a problem exists when it factually doesn't? Is this intended to drive our city towards tribalism and
collectivism?
I believe affordable childcare is important - I don’t know why you need to throw equitable in there. Small
businesses need to be supported, but I don’t know what you mean by resources. The best way to support
our business community is to remove mask mandates, making the patronage of our businesses enjoyable
again.
3a & 3b. We need to support our firefighters. They need their wages to double. Often fire fighters lose their
homes protecting those of others. I hope by now you have seen the video of the firefighters going door-to-
door to save people and pets from the Louisville & Superior wildfire. Most of the homes burned in Louisville
were valued at $750,000.00 and up. Many firefighters do not have $750,000.00 homes. They also need full
coverage medical benefits.
Is it possible to put some $$ to folks who are helping disabled individuals? My son is cognitively disabled and
his services have suffered tremendously in the last year and a half due to staff turnover. As a result, his
mental AND physical health are going downhill.
American rescue funds should be put toward specific themes and problems that were a result of the COVID
pandemic, NOT to fund new projects or projects that were in the pipeline prior to the pandemic.
Safe and Stable Employment must incorporate the re-skilling of displaced workers while re-emphasizing
human agency over universal income.
As mentioned above, COVID-19 funding allowed nonprofits to (in some cases) expand and (in other cases)
maintain capacity; this momentum must not be lost.
16
Lack of Parking & rent costs have been detrimental to the sustainability of restaurant owners and small
businesses in Old Town and the surrounding areas. This is the character of our city! I miss Rasta Pasta!
More community based theater, Colorado music & welcoming a diverse cultures are part of what makes Fort
Collins stand out. Let’s offer greater financial support to ensure these continue to be part of the fabric of our
city.
The issue of a living wage must be prioritized since the cost of childcare can eat up one parents pay check in
a 2 parent family. Need affordable childcare.
Can we increase the childcare leadership resources by providing training through our County Workforce
center and house more programs before and after school and summers in our school buildings?
Equitable and affordable childcare is extremely important to us.
Affordable childcare is one of the most important keys to economic recovery.
The city has focused too much on businesses, apparently following the same "trickle-down" theory which
has never worked. So change 3a to just non-profits and it would move up to be "somewhat" important
(because it would depend on which non-profits, what their mission is).
on 3a, the word 'resources' feels small/narrow. when i hear 'resources', i think of money. these entities
need the community infrastructure to thrive. it is not only about resources (money). and the city is in a place
to help entities thrive even when resources are limited
Please define "safe and stable" employment. Also, shouldn't businesses figure out for themselves and their
employees what safe and cared for environments? This is not the job of the City or City government.
Business recovery is about having a strong local economy where small business is supported by our
community shopping locally. I feel that's the most important marketing message that is missing. There is no
educational component or incentive to shop local. Shopping local supports jobs, otherwise we will loose the
very businesses that make Fort Collins and Old Town unique.
Single mothers need all the support they deserve, so that their children grow up without food and housing
insecurity, which is a form of toxic stress and trauma. Understand the ACE project and use the wisdom of
this study - google it - so that we start to reduce the number of traumatized people in the younger
generations.
The DBA does a great job. We feel supported and valued. We have always loved when there are "events" or
special programs / incentives for Customers to Shop Old Town. I would love to see monthly or Seasonal
events or themes to drive Customers to shop and SPEND in Old Town. I've also seen and liked Dining
Passports be quite popular.... wondering if there's potential for "Retail Passports" i.e- purchase a passport
with special promos at each participating business, etc.
We were a new Retailer this past July and learned about the Old Town Spree.... we weren't informed about
the program (unfortunately) but we had a TON of Customers ask! This showcased to us that this type of
promo or program has interest.... how can we capitalize on this year round....(?)
To parlay off that- I've also seen the Town of Golden utilize the "Golden Ticket" again- incentivizing ppl to
shop and spend in the Downtown corridor... We would happily "give a little" to "get a little" in regards to foot
traffic and capturing transactions.
For me, personally, the biggest obstacle is capturing transactions i.e- we have a lot of foot traffic and
browsers consistently, but how we do actually ensure a higher sales %.... In my opinion, it's typically some
type of promo or event- however- we can't just be a discount retailer year-round..... what type of events,
promos, etc. will keep it fresh and intriguing for Customers to spend... (?)
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I would have liked to see a question about potential industries that FC is trying to grow, i.e. biotech, as an
option
These items are obviously critical but I'm not sure they fall as much in the city's ability to influence and
directly drive the outcomes as compared with those in the other areas.
Again, a lot of feel-good phrasing here as well. I don't trust it until I see an action plan - who all are making
these plans, whose voices are being omitted, etc. Years ago I was on the Human Relations Commission and
was asked to participate in a 20 year vision and it was the most frustrating experience because it was an
exercise in futility, so my faith in city management and leadership is nonexistent - across all listed metrics
and the ways in which they are listed.
I'm glad to see support for "Equitable and affordable childcare" as part of being a compassionate city.
3a. How will the "resources" be provided? Who will be communicating with the non-profit organizations?
Stop giving orders that shut down our local businesses.
What is inequitable about child care in Fort Collins. Again with the bigotry of low expectations. We can find
childcare if we need it. And if we can’t afford it there are plenty of resources.
The way this is worded in 3a, 3b and 3c is not helpful. Why doesn't the city of Fort Collins, and Larimer
County stop being the mask and covid police or any virus for that matter!! We do not live in a communist
country, do you understand that?? You have handled this situation like a communist state, and We the
People are tired of your made-up "being safe" tactics. We are safe, and we always have been, and that is
our choice how safe we want to be. Maybe if you would have been for We the People, you wouldn't have put
police-state shutdowns, we wouldn't be in this situation. Everyone who knows, which is most of us, use
Hydroxichloraquine or Ivermectin if we had Covid, or a Z-pack. So stop wording this like we are a socialism
or communist city. How about the city get out of our way, so we can live our life. Larimer County is a joke,
everyone is moving to Weld County, getting away from CCP Polis, who loves his control in Larimer County.
We don't want anything from you larimer county!! You have caused this turmoil!! Get out of our way, so we
can live free, see freedom is our right under God and our Constitution.
Small businesses and creatives are part of what draws visitors to Fort Collins. Many of these businesses are
struggling, closing and/or leaving due to a severe shortage of available shop/work spaces to buy and
exorbitant rents for existing spaces. This means fewer creative industries and a lack of stable employment
for those employed in those jobs. Projects that can address this lack of space would go a long way to help
keep Fort Collins' many unique small businesses in the city.
Appreciated that some COVID relief dollars were targeted to independent businesses. Continue to consider
them as a target for support and programs
Continuing to invest in bike lanes as well as clean and affordable public transportation helps expand job
opportunities to those who may not otherwise have access
Talk all you want about small business, but it’s the well-connected larger city businesses which really get
help from city government and the Chamber of Commerce, which are frequently hard to tell apart.
Environmental Resilience
Chart of Results
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Additional Feedback
Opened Ended Responses for the Equity and Community Themes and Outcomes:
My biggest concern is our infrastructure, some of which is aging like our water pipes. We also need to get
the internet available to everyone. We also need to secure our infrastructure & have a back up system to
avoid the catastrophes that we have seen in Texas during the freeze and also the hacking & ransom ware
which is currently rampant. Regis University in Denver was hacked by Iranian perpetrators and chose to
pay the ransom to get their systems back.
I am also concerned about our water issues & conservation. Thornton wants direct access to the Poudre
River via direct pipeline. The city is dealing with water brokers searching for water sources in order to
supply new construction like the multi unit complex being built on Suniga & Lemay. We would do best to
plan for water scarcity which the state of Arizona is currently having to do before it is upon us!
Outdoor air quality is serious problem. If lawn was tore up by internet Line we can have city replace the
sod but it would be better to have option to use money for xeriscape rather than sod replacement
Parks and natural areas are not the same thing, and close-by natural areas should be as important as
parks. Both improve mental health, and natural areas can help prevent natural disasters (eg, wildscapes
not buildings on floodplains). It's important that people have housing, but there must be limits on where
development is allowed - and this might mean changing other regulations (e.g., building height). Industry
should be zoned as to affect all residents equally.
Fort Collins is backsliding on protecting our environment - focus on what will be important to the people
who live here in 75 years
I applaud all city efforts to address climate change and adaptability. I would especially like to see more
focus on providing energy and water conservation and solar energy funding directly to city residents to
upgrade their homes and commercial buildings.
0 20 40 60 80 100 120 140
4c. Open space, natural amenities and healthy
ecosystems are resilient, protected and accessible
4b. Resilient infrastructure is reliable and affordable.
4a. Commit to environmental justice and resilience in
pursuit of our climate, zero waste, energy, water and
other sustainability goals.
Environmental Resilience
Importance of Environmental Theme and Outcomes
Not Important to me Somewhat Important to me Important to me
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The local, state and federal government should keep their noses out of our health decisions. They should
be focused on reducing taxes and lowering their paychecks. Serving in an elected position should not be a
wealth building career. All of these so calked safe practices during this so called pandemic are illogical.
They are having no effect on the virus. All the mask, stay at home orders and social distancing are doing is
trying to train the masses to bow down to the government. Stop and think about it. How illogical the rules
are.
1. A mask with .10 micron holes stops a .001 micron virus?
2. A virus that is supposed to be non airborne but yet we are told to wear a mask to prevent spread.
3. It only travel in a straight line and only for 6'.
4. A mask is required to enter a restaurant, bar etc. But only if you are standing. Does the virus only hover
at a certain height? Is it warded off by food? Why is it magically stopped by plastic / plexiglass?
5. If all the rules worked why is it still a problem?
6. Why was getting the magical shot great when you can still get and transmit the virus?
7. If the vaccine is so great why do the vaccinated need to be protected from the non vaccinated?
I could go on and on about the inconsistent rules but with the current mindset of the elected officials in this
county, state, country it falls on deaf ears because they are sheep and only in politics for the pay check.
Since we can't breathe the air and we are in a one-hundred year drought comparable to the dust bowl of
the "dirty thirties," we can not continue with unbridled growth. We need to revisit 1041 and place a
moratorium on growth for three years. This would free-up construction workers to rebuild Louisville and
Superior. If Councilwomen want to help our neighbors, this would really help. As you may or may not
know, disasters such as hailstorms and fires get national press and repair people follow these reports.
Some are honest and some are fly-by-night who take advantage of desperate people. They take their
money and then are out of the state working somewhere else under a different name. Please do the right
thing
What does any of this have to do with Covid. The only thing on here that might be related is preserving
natural spaces. The rest seems like trying to add on an unrelated agenda. Maybe the city should focus its
efforts on the actual impacts of their mandates and things directly impacted by it (depression, increased
anxiety, teachers, first responders) before it pushes hurting people to buy into environmental justice.
Supporting Parks and Natural Areas is important during these times as they are receiving an
unprecedented amount of visitor use.
Often times resiliency to be effective may not be as affordable as the short term alternative
I believe the Our Climate Future has been a movement with blinders on. I favor a whole-green approach to
evaluating energy alternatives in a similar fashion to how Life Cycle Cost Analysis is used to evaluate
building systems. The complete energy cycle, from mineral extraction through energy development,
generation, and reclamation, and all its economic, environmental, and human impacts should be
considered. A single variable approach, i.e., decarbonization, fails to consider true resiliency, true and
complete environmental impacts, and the cost to the world's populations, especially its poorer populations.
A wind turbine may look green from a carbon-focused perspective, but horribly non-green when the
extractive impact, impact to wildlife, and the turbine's own life cycle carbon impact is considered. Nuclear,
natural gas, and hydroelectric should remain a large element of our whole-green future. I believe that #4a
above is replete with nice-sounding words that are not at all truly achieved with a decarbonization focus to
the detriment of affordable energy, whole-green solutions, and overall evaluation of energy's impact on the
economy, human health and well-being, our nation's resiliency, and the global environmental footprint.
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When evaluating the City's Climate Future, I feel that "Data Integrity" is very important. As someone that
has worked with numbers in a great deal of careers in the past, I have experience in the fact that, "You can
make data show almost any trend that you desire, depending on how the data is shared with interested
viewers of said data". My past work at the Colorado Climate Center taught me a great deal about sharing
data. My hope is that the City is honest & straight-forward with citizens when discussing the impact of
emissions reduction in northern Colorado.
Greater focus on the real issues facing Fort Collins environment and not feel good soundbites that aren't a
true big problem in Fort Collins.
Community composting needs an event horizon that is attainable
How can we say we are committed to the climate when we are not even willing to give up Christmas lights
and still have blue grass on City property???
Environmental resilience outcomes seem to be the main priority for the city, frequently at the cost of all
other outcomes (like affordable housing, transportation, etc). This outcome adds costs to every aspects of
citizens' lives. When open ended questions are posed to the public, they should include an "at what cost"
follow up. Many people say they want environmental resilience, but not at the cost of being able to live and
work in town.
Environmental Resilience does not appear to be relevant to recovery from the pandemic nor public policy
response, but rather an attempt to promote other objectives by redirecting taxpayer funds. A more cynical
view suggests funds will be utilized to backfill deferred maintenance and expanding parks & open space
budgets.
Within this category, how could any of the four be only somewhat or not important? is there no further
nuance here?
Improving access to nature, the connectedness of communities and natural infrastructure, and public lands
and infrastructure writ large improves equity, community resilience, public health, mental health, and
reduces pollution. These outcomes align with other outcomes mentioned above and help make our
community ready for additional events and disturbances that can impact wellbeing, so the many differing
and intersecting benefits mean this goal should be further elevated and connected to the other outcomes
above.
I believe as the health care issues, the environmental issues have also bee highly politicized and are
starting to converge from what is practical. Windmills and solar panels still require oil to be manufactured.
solar Panels create huge environmental hazards when they are beyond their useful life. How will we
dispose of them? We have eliminated Natural Gas for new homes yet it is still the most efficient way to
heat a home. This decision will impact the lesser incomes of our community. Will this decision subvert the
equity and inclusion measures of our community by creating a elite community as the only portion of the
population that can afford to live in Fort Collins. Considering most of our electricity still comes from oil
products and solar and wind are dependent upon the elements, are we just shifting one problem to the
other.
In regard to 4c, I'd find it important to discuss connectivity. Not only is this important regarding ecological
habitats and providing corridors for wildlife/insects to move around safely, it's also important to think about
how we're connecting various segments of our community.
Lower greenhouse gases, use more wind energy, preserve ecosystems and open space.
Let’s hire more experts to educate homeowners and businesses and give even more grants for xeriscape
and solar conversions and maybe community-based recycling centers
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I have lived in Ft. Collins for 31 years. The first or second year I was here, I saw all the magnificent,
towering cottonwood trees cut down along Timberline Road (I then called it "Timberless Road." Since then
I have seen trees felled and open fields covered by homes, or paved over with parking lots and roads. I
have seen prairie dogs, birds, and other animals destroyed or made homeless by human construction.
Trees fight global warming by removing carbon dioxide every year and storing store huge amounts in their
trunks and roots. And it is important to remember that old trees hold more CO2 than young trees. This
means we should be protecting every large, old tree that exists in this city, not chopping them down and
replacing them with little trees!
Given the use and demand put on our open space/natural areas — which shows their importance to the
citizens — we should expand these
We need to ensure that the natural areas are preserved for nature (not mountain biking), that the Poudre
River is preserved - the city should direct resources to stopping NISP and to fight the latest water
maneuver being pursued for Montava. The city should pass a resolution to give the Poudre River rights
(the Rights on Nature movement has been in touch I'm sure).
Use some of the funds to buy land to add to natural areas, do not build any industrial rec facilities (no skate
and/or bike parks unless they are in already developed areas). No bike park in the Poudre River Corridor,
no more trails (especially no "bike-specific" trails) in natural areas.
I believe that Climate Change is an issue, however, if the City plans to do to its residents what other
"progressive" cities have done by taxing and "fee"ing their way out of Climate Change then I am strongly
against it.
Convert recreational areas to food forests; create vegetable gardens in every neighborhood; hanging and
roof gardens on multi-story buildings; raised beds for elders to grow their own food. Do NOT sacrifice room
for affordable housing to the misguided concept of 'open' space. It is more important to house people than
'recreate' them. No more stadiums or sports facilities until everyone is housed and stabilized with reliable
HEALTHY food sources. In other words: grow up and realize that everyone needs to be taken care of
before we get to invest our time or money into sports activities. Also: figure out how to stop people from
littering in our wilderness and park areas. Start a fine campaign, if that what it takes.
I believe there is another intersection here with transportation as it threads across all these items. Big
investments in alternate modes, including bicycling (regular and e-assisted) is critical to achieving these
long term goals around resilience and equity.
more trails, more connected spaces, more transportation to natural spaces (you dont want everyone
driving their big trucks to natural spaces to pollute air), more work on clean air in the city.
Continue the push of City efforts to incorporate native plants throughout our public spaces, offer financial
assistance to home and apartment owners to use native plants, and work with local nurseries to encourage
the sale of native species. Contact organizations like the League of Women Voters, Larimer County, for
environmental support.
see above comments - i keep coming back to a catchphrase from my favorite movie, The Princess
Bride..."i don't think it means what you think it means". The dominant voices in US societies look more at
intent, rather than impacts. Well-intentioned but futile. These all sound great, but do not engender any
sense of comfort, calm or security, because it's just words at this point.
22
I'm glad to see the city's emphasis on resilience and natural areas and ecosystems.
NOTE: You should put an "Additional Comments" section next.
Also, for the District, you should add an option for "Growth Management Area" and "Outside City Limits
and Growth Management Area." Or, if you don't want these responses, then put a statement at the VERY
BEGINNING stating that one must be in one of the City Districts within the City Limits in order to fill out this
survey so I don't waste my time if you don't want my feedback. This applies to other surveys by the City.
I'm in the GMA.
Thanks for doing the survey.
I don't know what environmental justice and our climate future has to do with recovery from a pandemic....
please stop wasting our tax dollars.
I’d like to see clean air as an outcome with a focus on mitigating pollution from combustion engines.
Environmental Justice is straight from the Marxist handbook. Again, if turning our city into California is your
goal, then be prepared for the long term damage it will cause.
The whole climate issue is blown out of proportion…what exactly do you mean by environmental
justice???!!! Electric vehicles are way too expensive for normal working class people not just in initial cost,
but in upkeep and not to mention charging stations!!! How about focusing on the safety of our
communities!
This is the most important theme for me.
There has been two separate fish kills in the past 3 years in the Poudre River, looming water development
to change annual flow patterns, and ever looming climate change. Measures to protect the river are of
very great importance to me.
Protecting accessibility and affordability are key for Fort Collins' future. With more growth comes more
pressure on natural resources.
In some respect is this is not tackled, the other things will not be necessary because there will not be a
viable space to live in.
We'll never get to zero waste when we allow people to throw away perfectly good houses so they can
replace them with substantially larger houses. Sure, the new windows might not leak as much as the
poorly maintained windows on the older home that just needed some caulking. But now, with three times
the space to light and heat, the new "energy efficient" house may use as much, if not more energy as the
old one... not to mention all of the raw materials that had to be harvested, processed, transported, and
installed to build the new building and all of the energy that entailed.
If we do not address these needs first, nothing you do for the other issues will matter. We must first have a
livable environment.
This is the most important category for me and my family. Climate change directly affects the long-term
livability of this region and as a result we should do all we can to set an example, inspire, and support our
resilience to the coming challenges
Pursuit of climate goals are critical to avoiding catastrophe, but the cost will fall heavily on those who can
least afford it. Unless the wealthy pay more, this goal will run smack up against your other goals.
City Recovery Plan03.01.2022Travis Storin, Chief Financial OfficerSeonAh Kendall, City Recovery ManagerSarah Meline, Recovery Policy and Engagement SpecialistATTACHMENT 7
Agenda1. Recovery Plan Vision and Guiding Principles2. Plan Overview & Updates3. Engagement Update4. Implementation and Next Steps5. Questions and Discussion
3Recovery Plan VisionFort Collins residents and businesses are able to participate in a resilient,vibrantand inclusive future.HEALING INCLUSION RESILIENCE VIBRANCYDEFINITIONThe process of making or becoming sound or healthy again.An intention or policy of including people who might otherwise be excluded or marginalized. 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.
4Recovery Plan Guiding PrinciplesGUIDING PRINCIPLESLIVABILITY:Help our community rebound and thriveSUSTAINABILITY:Apply a triple bottom line lens to recoveryCOMMUNITY: Ensure a robust, inclusive, welcoming engagement to inform the recovery planAddress immediate responseand long-term recoveryneeds of our community through funding and transparency
5TimelineJune - OctoberNovember - December January – February March 1
6Summary of Recovery Themes & OutcomesRecovery Themes Recovery OutcomesHealth1a.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 are 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.
7Summary of Recovery Themes & OutcomesRecovery Themes Recovery OutcomesHealth1a.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 are 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 in pursuit of climate, zero waste, energy, water and other sustainability goals.4b.Resilient infrastructure is reliable and affordable.4c. Open space, natural amenities and healthy ecosystems are resilient, protected and accessible.
8Health 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 are 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.
9Equity & 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.• 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.
Slide 9SM0 reworded (reference to Arts and Culture Master Plan)Sarah Meline, 2022-02-11T17:27:02.283
10Economic OutcomesOutcome Objective3a. Small businesses, creatives and 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.
11Environmental OutcomesOutcome Objective4a. Commit to environmental justice and resilience in pursuit of our climate, zero waste, energy, water and other sustainability goals.• 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) to support a more resilient food system.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 healthy ecosystems are resilient, protected and accessible.• Acquire, expand, conserve and improve natural areas and open space to support the physical and mental health of residents.• Increase access to parks, as well as expand, add and improve them.• Identify vulnerabilities to natural hazards, identify proactive mitigation actions, and prepare adequately to minimize impacts to people, property, and critical facilities.
12Engagement Update• 228 survey responses• 1,100 visits to OurCity Page• 21,000+ reached on social media• Agreement and support for Themes & Outcomes• Alignment with what is needed most• Helped define and expand objectives and example actions0 20406080100120140Environmental ResilienceEconomic RecoveryEquity and Community ResilienceHealthImportance of Recovery ThemesNot important to meSomewhat Important to MeImportant to Me
13Next StepsShort Term/Immediate Mid-Cycle ARPA Appropriation• Council Finance, April 7, 2022•1stReading, May 3, 2022•2ndReading, May 17, 2022Recovery Plan Updates• Quarterly program and project metrics and milestones, including Federal Reporting• Annual Recovery Report• Quantitative and Qualitative report on accomplishments, lessons learned• Includes metrics, storytelling, and progress to achieving desired outcomes
For More Information, VisitTHANK YOU!Ourcity.fcgov.com/forfoco
-1-
RESOLUTION 2022-037
OF THE COUNCIL OF THE CITY OF FORT COLLINS
APPROVING AND ADOPTING THE FORT COLLINS RECOVERY PLAN
WHEREAS, the City of Fort Collins has experienced serious injury, consisting of
widespread human and economic impacts caused by the COVID-19 pandemic; and
WHEREAS, the City’s recovery will be a multi-faceted, multi-year, non-linear process,
that includes not only regaining stability but acknowledging the trauma and healing that must
happen to build resilience; and
WHEREAS, the federal government’s American Rescue Plan Act (“ARPA”), which
established the Coronavirus Local Fiscal Recovery Fund, is intended to provide financial support
to local governments in responding to the impact of COVID-19 on their communities, residents,
and businesses; and
WHEREAS, the City has been allocated $28,118,971 in ARPA funds, of which the City
has received half, with the remaining half to be received in May 2022, and with the possibility
that the City may receive additional ARPA funds through the State of Colorado; and
WHEREAS, City staff has developed a Recovery Plan that seeks to leverage City ARPA
funds to make bold, long-term investments for recovery 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; and
WHEREAS, the Recovery Plan provides an overview of organizational structures to
address health, equity and community recovery, economic recover y, and health and
environmental resilience; and
WHEREAS, the City used a multi-faceted approach designed to broaden public outreach
and engagement in development of the Recovery Plan, including by using online and mailed
surveys in English and Spanish, digital, print and radio ads, stakeholder meetings, and paid
partnerships with community connectors and organizations; and
WHEREAS, at its City Council Work Sessions on May 24, 2021, October 26, 2021,
January 11, 2022, and January 25, 2022, the City Council provided feedback on the development
of the Recovery Plan; and
WHEREAS, in May 2022, City staff will bring forward a mid-cycle appropriation
ordinance to utilize some of the ARPA funds and will later make additional budget requests to
use such funds following the standard budget process; and
WHEREAS, the City Council has determined that the Recovery Plan is in the best
interests of the citizens of Fort Collins and should be approved and adopted.
-2-
NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. That the City Council hereby makes and adopts the determinations and
findings contained in the recitals set forth above.
Section 2. That the Recovery Plan for the City, attached hereto as Exhibit “A” and
incorporated herein by this reference, is hereby approved and adopted.
Passed and adopted at a regular meeting of the Council of the City of Fort Collins this 1st
day of March, A.D. 2022.
__________________________________
Mayor
ATTEST:
_____________________________
City Clerk
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
REVISED 2/16/2022
2
TABLE OF CONTENTS
EXECUTIVE SUMMARY.............................................................................................................................4
INTRODUCTION.............................................................................................................................................5
Letter from Leadership........................................................................................................................................5
Recovery Vision....................................................................................................................................................6
Key Elements Addressed in Vision and Plan......................................................................................................7
Timeline.................................................................................................................................................................8
Recovery Planning Structure...............................................................................................................................10
Purpose of Recovery Executive Team................................................................................................................11
Purpose of Recovery Core Team.........................................................................................................................11
Strategic Working Groups...................................................................................................................................12
IMPACT OF THE PANDEMIC ON FORT COLLINS.............................................................13
PUBLIC ENGAGEMENT...........................................................................................................................20
Process and Methods..........................................................................................................................................21
Results.................................................................................................................................................................22
FUNDING...........................................................................................................................................................24
ARPA FUNDING...........................................................................................................................................26
RECOVERY THEMES & OUTCOMES..............................................................................................27
Looking Ahead: An eyes-wide-open view of a different future......................................................................27
IN-DEPTH THEMES & OUTCOMES................................................................................................29
THEME 1: HEALTH.....................................................................................................................................30
RECOVERY OUTCOME 1a. Support clear and effective communications of public health orders...............31
RECOVERY OUTCOME 1b. Enhance efforts to ensure basic needs are met in the community....................32
RECOVERY OUTCOME 1c. Mental and physical health .! valued as necessary and prevention-based....33
THEME 2: EQUITY AND COMMUNITY RESILIENCE......................................................34
RECOVERY OUTCOME 2a.................................................................................................................................35
RECOVERY OUTCOME 2b.................................................................................................................................36
RECOVERY OUTCOME 2c.................................................................................................................................37
THEME 3: ECONOMIC RECOVERY................................................................................................38
RECOVERY OUTCOME 3a.................................................................................................................................40
RECOVERY OUTCOME 3b.................................................................................................................................42
RECOVERY OUTCOME 3c.................................................................................................................................44
THEME 4: ENVIRONMENTAL RESILIENCE...........................................................................45
RECOVERY OUTCOME 4a.................................................................................................................................46
RECOVERY OUTCOME 4b................................................................................................................................48
RECOVERY OUTCOME 4c.................................................................................................................................50
PLAN MILESTONES...................................................................................................................................51
DATA, REPORTING & PERFORMANCE MEASUREMENT.............................................52
SUMMARY/CONCLUSION.....................................................................................................................53
APPENDIX........................................................................................................................................................54
3
APPENDIX
A. ACKNOWLEDGMENTS.......................................................................................................................56
B. SUMMARY TIMELINE........................................................................................................................60
C. PUBLIC ENGAGEMENT.....................................................................................................................61
Qualitative Results..............................................................................................................................................62
Quantitative........................................................................................................................................................82
Phase 3 Results...................................................................................................................................................92
D. FUNDING DETAILS.............................................................................................................................94
Funding Sources................................................................................................................................................94
Past Pandemic Relief Funding............................................................................................................................94
ARPA Funding Uses for 2021 and 2022............................................................................................................95
E. SUMMARY OF THEMES, OUTCOMES,
AND OBJECTIVES WITH EXAMPLE ACTIONS............................................................98
F. PLAN SCAN............................................................................................................................................106
G. DEFINITIONS AND ACRONYMS.............................................................................................108
4
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 closed, and Colorado issued
a statewide stay-at-home order on April 27, 2020. What initially looked like a temporary shift in everyday
life grew into a pandemic that continues to disrupt daily decision-making. These have been unprecedented
times, with deep impacts on the 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 the triple bottom
line) when thinking about recovering and rebuilding, especially long-term resilience, are at the core of
the Recovery 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 also 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 only regaining stability but also 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 toward the vision
of a vibrant city. However, this plan recognizes the work that remains ahead around healing, inclusion,
and resilience to move Fort Collins toward 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 in four themes identified for the plan: health, equity and community
resilience, economic recovery, and environmental resilience. The plan addresses each of these themes, which
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, is 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 to and recover from direct and indirect
COVID-19 impacts. Adoption of the plan is one milestone, but one that will require intentional action and
review due to the uncertain nature of the pandemic. Plan implementation will include not only rolling out
new programs to help recovery, but also enhancing and/or accelerating programs the City organization
and community partners are already providing 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.
EXECUTIVE SUMMARY
5
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INTRODUCTION
LETTER FROM LEADERSHIP
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6
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 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. 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, dis-
parities in the community related to health, equity, inclusion, economic stability and more that had existed
pre-COVID were exacerbated.
To move toward a resilient future, these disparities and systemic barriers must be acknowledged and re-
moved. 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 were 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 inequi-
ties in the past are better situated to weather the next crisis and thrive in the community. This shared pur-
pose will allow Fort Collins to 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.
7
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 toward becoming a more resilient city that can prepare for
and endure future shocks and disruptions. By becoming a city that that prioritizes a future where everyone,
including those who have been historically underserved, feel a sense of belonging, the 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 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
toward the vision of a vibrant city. The Recovery Plan acknowledges the existing work that remains
around healing, inclusion, and resilience to move Fort Collins toward 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 where everyone who calls this place home can experience a sense of belonging.
HEALING INCLUSION RESILIENCE VIBRANCY
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. DEFINITION
8
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 experienced 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 Funds (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 City organization, while also ensuring regional coordination and collab-
oration. 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.
MARCH ‘20 MAY ‘20
2021
JULY ‘21 SEPT ‘21 NOV ‘21
M A Y ‘21MARCH ‘21
JUL Y ‘2
0
SEPT ‘20NOV ‘2 0
First known case in
Northern Colorado
Statewide Mask
Mandate enacted
City Council
approves
strategic
deployment of
CARES funds
Larimer County Moves to
LEVEL ORANGE
Larimer County Moves to
LEVEL YELLOW
Stay-at-Home Order Begins City face covering
requirement begin
Vaccination rate
hits 65% in
Larimer County
Rising in cases,
emergence of Delta
variant in NoCo
Recovery Plan Engagement and Development
County Mask
Mandate reenacted
Omicron variant
detected in CO
Larimer County
ends local public
health orders
Larimer County
loosens
restrictions
Vaccine
Distribution Begins
Larimer County Moves to
LEVEL RED
Stay-at-Home Order Ends
CARES-Funded COVID Response
Programs to support community
members, businesses and non-profits.
TIMELINE
9
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 transparency and fiscal responsibility,
and acknowledges past inequities and seeks
to 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 City received
the first $14 million tranche of state and local
fiscal recovery funds, 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 drafting and writing the plan, along
with analyzing 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.JUN. - OCT.NOV. - DEC.JAN. - FEB. MARCH 1
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Outreach &
Engagement
Events &
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Stakeholder
Mapping
Stakeholder
Meetings
Final Plan Edits
Data Analysis
Engagement
Plan Drafting
10
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.
C O M M U N I T Y
B U S I N E S S E S A N D C O M M U N I T Y M E M B E R S
COUNCIL
RECOVERY EXEC.
RECOVERY CORE
STRATEGIC WORKING GROUPS
INDIVIDUAL
DEPARTMENTS
COMMUNITY
PARTNERSSTAKEHOLDERS
11
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 met 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 identified challenges and roadblocks and advised
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 met 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, Utilities Interim Deputy Director, and the 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 community. The Recovery
Core Team worked to deliver on the plan’s vision, while also addressing the everyday challenges of
the pandemic.
12
STRATEGIC WORKING GROUPS
The three strategic teams were focused on three broad areas related to recovery: Equity & Community
Recovery, Economic Recovery, and Health & Environmental Resilience. 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 separate 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 Performance Measurement and Reporting 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.
ENGAGEMENT
PROCESS
IMPROVEMENT
PERFORMANCE
MEASURMENT & REPORTING
ECONOMIC RECOVERY
HEALTH & ENVIRONMENTAL
RESILIENCE
EQUITY &
COMMUNITY RECOVERY
RECOVERY PLAN
STRATEGIC TEAMS
RECOVERY PLAN
SUPPORT TEAMS
13
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.”
As the world continues to battle COVID-19, the pandemic’s impact on society continues to grow. 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 inequities in income and poverty; socioeconomic inequities
in education, skills and wages; as well as intergenerational inequities; 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 inequities, 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
reprioritizing medical resources. Deficiencies in infection prevention and control measures, and inequities
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.
- K e l l y D i M a r t i no, Interim City Manager
14
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 toward 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.”
15
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.”
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 stay-at-home orders 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.
16
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 too 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.1
Although mental health impacts from the pandemic have helped destigmatize conversations about mental
well-being and the value of getting support when needed, it also means that the need for quality mental
health services is greater than ever before. This increased need has in turn highlighted new and existing
barriers to accessing services.
1 It is important to acknowledge that many of these identities do not occur in isolation and that there is often intersectionality
between them.
17
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, healthcare, 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 disparate impacts the pandemic has had on certain groups. Not only have
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 deaths.21
2 https://www.cdc.gov/coronavirus/2019-ncov/covid-data/investigations-discovery/hospitalization-
death-by-race-ethnicity.html
18
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 of 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, front-line 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.
These disruptions do not only impact parents and caregivers; they 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 have also had significant impacts, and long-term effects 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 three 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 places further strain on those who remain.
19
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 were 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-19 variants have strained the ability to provide service. Like other
employees in the Fort Collins community, City staff are also experiencing burnout.
Burnout has been reported across almost all parts of the City organization, with many staff departures
taking place since March 2020. Coupled with this has been a wave of positions vacated by staff who 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 their jobs at some point during the pandemic.
20
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 not 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.
21
PROCESS AND METHODS
Engagement began in the spring of 2021, ramping up through the 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 were 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
toward recovery. Throughout plan implementation additional engagement and outreach will be 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.
22
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
• 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 five 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.
Top Priority Areas for Recovery
Affordable Housing
Small Business Support
Mental & Behavioral Health
Workforce Development
Economic Rebuilding Strategy
Personal Health & Safety
Food & Essential Needs
Housing Stability & Homlessness
Nonprofits
Early Learning & Childcare
Older Adults
Hospitality & Tourism
Large Employers
Natural Areas
Parks and Recreation
Indoor & Outdoor Air Quality
Climate Resilience
Transportation & Mobility
Arts & Culture
Water
Renewable Energy
Zero Waste & Waste Reduction
Infrastructure
Broadband
HEALTH
EQUITY & COMMUNITY
ECONOMIC RECOVERY
ENVIRONMENTAL RESILIENCE
0 50 100 150 200 250 300 350
Number of Respondents
23
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.
24
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 established $1.9 trillion in COVID-19 relief funding, including $350
billion State and Local Fiscal Recovery Funds (SLFRF) to aid state and local fiscal recovery. $28.1M of SLFRF
has 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 Include:31
• 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
2021. In early January 2022, the final compliance and reporting guidance was released by Treasury.42Staff
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 spent over the following
12-18 months for short-term response efforts. In addition, City Council approved an additional $ȊȐȆM of
ARPA fund allocations in the 2022 Budget.
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 to 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.
3 Interim Final Rule Quick Reference Guide,
https://home.treasury.gov/system/files/136/SLFRP-Quick-Reference-Guide-FINAL-508a.pdf
4 https://home.treasury.gov/system/files/136/SLFRF-Final-Rule.pdf
25
Ordinance .079.2021:
short-term
immediate needs
Adopted
2022 Budget
Council Approval of Fort Collins Recovery Plan, February 2022:
long-term recovery and resilience
$19.8M$4.1M$4.2M
ORD. 079.2021 APPROVED ST NEEDS 2022 BUDGET PROPOSED ALLOCATION RECOVERY PLAN
$0
$1
$2
$3
$4
$5
$6
$7
$8
$9
$10
Health
$1.8
$1.3
$5.9 $5.8
$1.3
$1.9
$0.1
$3.9
$0.9
$4.8
Equity &
Community
Economic
Recovery
Environmental
Resilience
$0.3 $0.1Millions
NOTE: Administrative costs spread throughout each category
A full list of SLRFR Funded projects can be found in Appendix D.
ALLOCATION OF SLFRF FUNDS
ADDITIONAL FUNDING
In addition to the SLFRF funds, the City has received additional ARPA funds to support recovery.
26
SLFRF
$28.1M
FTA
$7.9M
CDBG-HOME
$2.9M
SHUTTERED VENUE
$1.9M
AIR QUALITY/EPA
$200K
INSTITUTE OF
MUSEUM AND LIBRARY
$50K
• 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 cleanup
• Institute of Museum and Libraries – Expanded education and wellness programs
• TOTAL ARPA FUNDING TO DATE: $40.45M
City staff will continue to pursue and leverage other available funds for recovery and will work closely with
public and private regional partners to explore innovative solutions.
SUMMARY OF ARPA
FUNDING RECEIVED BY THE CITY:
27
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 does 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, 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 toward 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.
28
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-
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-driven strategies and tactics
are 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 the present 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 (triple 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.
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IN-DEPTH THEMES & OUTCOMES
Following 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.
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 .! 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 r
esources 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 in pursuit of
climate, zero waste, energy, water and other sustainability goals.
4b. Resilient infrastructure is reliable and affordable.
4c. Open space, natural amenities and healthy ecosystems are
resilient, protected and accessible.
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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 increased COVID-19 exposure. However, due to wildfires
throughout the U.S. in 2020, and in particular the Cameron Peak Fire in Larimer County, poor outdoor air
quality, 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 for
mental health support for jobs that expose employees to trauma, such as law enforcement, EMS, fire, and
healthcare, but few resources are available to help them.
“[The pandemic] reinforced the importance of providing services like healthcare to everyone regardless
of employment.”
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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 [due to enforcing] 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:
• Share clear, consistent public health guidance.
• Ensure access and availability to personal protective equipment (PPE) and COVID-19 tests.
“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.”
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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, and they continue to
do so as the pandemic lingers. 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.
Housing and safe shelter are vital for community members to have stability and thrive, as is food security
and adequate medical care, including mental and behavioral health services. Mobility is defined as the
ability to move or be moved freely and easily. Access to dependable, affordable transportation (trails, bikes
and buses) 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 congestion 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 front line 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.
Multiple nonprofits engaged during plan development specifically mentioned increased operational costs as
a challenge. Community members served by nonprofits are still in dire need, and the resources – including
staff capacity – are not always enough to provide needed support. 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:
• Strengthen nonprofits and other existing networks that provide essential needs such as food
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.
“Families are getting hit financially from all directions - soaring healthcare costs, food prices, gas, housing
prices, childcare, etc. Where to even begin?”
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RECOVERY OUTCOME 1C.
Mental and physical health .! valued as necessary and prevention-based.
Why a Priority for Recovery? The cost of the pandemic can be measured in case counts, 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 and identified barriers to care and gaps in service
availability. In the Colorado Health Foundation Poll’s 2021 Results5,163% 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 pathways to access those
with proper training to support specific populations such as youth, BIPOC, 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:
• 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.
“[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.”
5 https://www.copulsepoll.org/results
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THEME 2:
EQUITY AND COMMUNITY RESILIENCE
In the beginning of the pandemic, neighbors and communities across Fort Collins 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 in need of support. The goal is not to rebuild or build
back better (as is often said) but to build community, in all senses 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.
35
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, people with disabilities, seniors, LGBTQIA+ community members, communities developing their
English language skills, and communities of diverse religious commitment, who are most impacted by social,
economic and environmental 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:
• Foster a culture of belonging.
• Support neighborhood-driven resilience while also improving social capital and capacity.
• Promote and increase the visibility and support of the diverse cultural artists and "
organizations in Fort Collins.61
• Codesign multicultural activities and generative spaces for improved access and opportunities.
“[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.”
6 FoCo Creates Arts and Culture Master Plan 2019, Goal 1, Strategies 1.2 and 1.3
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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 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 implement 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 of those experiencing homelessness, near-homeless,
renters and homeowners.
Objectives for 2b include:
• Preserve existing affordable housing.71
• Increase housing supply, affordability, diversity, and choice by 10% of overall housing stock by 2040.82
• Increase housing stability and renter protections.93
7 City of Fort Collins Housing Strategic Plan 2021, Prioritized Strategy 7, 9, 22, 24, 26
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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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 and the emergency shelter providers have been disproportionately impacted
by COVID-19. Due to shelter capacity constraints and limited availability of non-congregate rooms for
isolation, some PEH have been turned away from overnight shelters. Additionally, community partners are
reporting long wait times for PEH to access appointments with a provider. Most importantly, homelessness
and housing instability disproportionately impact 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:
• Expand funding to community organizations that operate programs and services that support PEH.
• 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.
“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.”
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THEME 3: ECONOMIC RECOVERY
The COVID-19 pandemic has not only impacted 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 BIPOC, along with small businesses and
nonprofits that serve underrepresented community members and/or are led by them. 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 in our community and thrive.
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 other sectors and groups, such as the service industry or women, 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
• growing corporate monopolies
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 that are not recovering as quickly or at all
are supported.
“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.”
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PRIOR TO
COVID-19 RECESSION RECOVERY
K-SHAPED RECOVERY
Recovering
Struggling
EXAMPLES OF SECTORS
THAT ARE RECOVERING:
• Technology
• Online Retail
• Home Improvements
EXAMPLES OF SECTORS THAT
ARE STILL STRUGGLING:
• Tourism & Hospitality
• Arts & Entertainment
• Food Services
EXAMPLES OF POPULATIONS
THAT ARE RECOVERING:
• Work from Anywhere
• College-educated
• Wealthy
EXAMPLES OF POPULATIONS
THAT ARE STILL STRUGGLING:
• Frontline Workers
• Women
• BIPOC
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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.101And 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 more than 50 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, the creative sector and nonprofits
to build the capacity to deliver their primary purpose and do so with stable business operations helps the
entire community. The more stable and thriving the business, creative and nonprofit sectors are, the more
resilient and thriving the community will be.
10 Full story available at https://forfortcollins.com/the-moot-house/
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“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:
• 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.
42
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
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 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 stable
community and individual wealth creation. This translates into additional revenue for businesses, additional
tax revenue 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 the 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.
43
Objectives for 3b include:
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 business 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.).
“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…”
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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:
• 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.
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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.
With the arrival of the pandemic, simultaneous public health and economic crises arose, but the devastating
impacts of climate change remained present. 2020 was 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 stay-at-home orders 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
dire 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.”
46
RECOVERY OUTCOME 4A.
Commit to environmental justice and resilience in pursuit
of climate, zero waste, energy, water and other sustainability goals.
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 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.
47
Objectives for 4a include:
• 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.111
• Decrease barriers to access home and/or community gardening, sustainable farming and community
supported agriculture (CSAs) to support a more resilient food system.122
“[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
48
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.
“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 increase 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 health care
and food. The management of local and regional infrastructure is of paramount importance for continued
community recovery.
“Stronger regional transportation systems will help with climate change and accessibility to all Fort Collins
and surrounding areas have to offer.”
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Objectives for 4b include:
• 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.
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RECOVERY OUTCOME 4C.
Open space, natural amenities and healthy ecosystems are resilient, protected 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 ensure 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:
• Acquire, expand, conserve and improve natural areas and open space to support the physical
and mental health of residents.
• Increase access to parks, as well as expand, add and improve them.
• Identify vulnerabilities to natural hazards, identify proactive mitigation actions, and prepare
adequately to minimize impacts to people, property, and critical facilities.131
• Support a healthy and diverse urban tree canopy to reduce air and light pollution
and lower energy costs.
“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.”
13 City of Fort Collins Our Climate Future: Big Move 11: Healthy Natural Spaces HNS5
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PLAN MILESTONES
• ARPA Funding
• Additional immediate needs and contingency request to Council by May 2022
• Remaining fund requests through 2023-2024 BFO process; funds release January 2023 and 2024
• Treasury Reporting for ARPA Funds
• Project and Expenditures Reports by January 31, 2022 and then 30 days after the end of
each quarter thereafter.
• Reporting
•3% !ˏ ˏ5! . staff report to City Council
• Annual report by March
• Community Outreach and Engagement
• Quarterly updates at least (to align with updates to ELT), will be published onto a dashboard
• Ongoing engagement for many various recovery projects, annual wider community engagement toˏ
gauge recovery as a whole (i.e., in community report etc.)
• Final Recovery report for City: March 2027
52
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, Performance Measurement and Reporting Strategic Initiative Team is currently focused
on gathering data sources and 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 implementing the Recovery Plan, the team will focus on two key areas:
• Reporting
• Federal reporting requirements for ARPA-funded programs
• ELT quarterly reporting on the Recovery Plan and the associated programs/projects
• City Council and public reporting on the overall Recovery Plan
• Data to assess outcomes
• Baseline data of where a program starts its recovery work
• Evidence-based data capture to demonstrate program outcomes
The team will continue to identify appropriate metrics and reporting cadence as well as conduct 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
members and businesses.
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.
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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
on economic recovery or spending 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 as 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 the community is vital for plan implementation. Fort Collins is
committed to ongoing metrics measurement and evaluation of recovery-related programs, which will 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 as 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 have 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 healing so that all Fort Collins residents and businesses are able to participate in a
resilient, vibrant and inclusive future.
54
55
F O R T C O L L I N S
APPENDIX
FORT COLLINS RECOVERY PLAN
56
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 Fort Collins 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
• Visit Fort Collins
• Volunteers of America
A. ACKNOWLEDGMENT
57
In addition to the stakeholders listed above, 49 additional respondents to Recovery Surveys indicated
they were with community organizations and/or nonprofits, and 132 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
• Emily Francis, Mayor Pro Tem, Councilmember, District 6
• 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
EXECUTIVE LEAD TEAM MEMBERS
• Jim Byrne
• Caryn Champine
• Theresa Connor
• Chad Crager
• Carrie Daggett
• Kelly DiMartino
• Seve Ghose
• Dean Klingner
• Jacqueline Kozak-Thiel
• Tyler Marr
• Claudia Menendez
• 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
Recovery Writing Team
• SeonAh Kendall
• Will Lindsey
• Sarah Meline
• Shawna VanZee
58
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 McMillen
• 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
59
RECOVERY SUPPORT GROUPS
Performance Measurement and 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, Co-Lead
• SeonAh Kendall, Co-Lead
• Joanne Cech
• Cate Eckenrode
• Sarah Meline
• Trevor Nash
• Gerry Paul
• Lawrence Pollack
• Travis Storin
• Claire Turney
60
B. SUMMARY TIMELINE
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 ARPA Funds
MAY 25, 2021
Work session with City Council: ARPA Funds
& Recovery Plan
Work Session Materials
MAY 19, 2021 Received first half of ARPA Fiscal Recovery Funds
JUNE 15, 2021
First Reading of Appropriation of Portion of City’s
ARPA Funds for Short-Term Response & Recovery
Work Session Materials
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
CITY PUBLIC ENGAGEMENT REGIONAL FEDERAL
61
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.
JULY 6, 2021
Second Reading of Appropriation of Portion
of City’s ARPA Funds for Short-Term Response
and Recovery
Work Session Materials
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
Work Session Materials
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
Work Session Summary
JANUARY 2022 Public Engagement: “Gut Check” Reaction
to Recovery Plan
JANUARY 11, 2022 City Council Work Session: Recovery Plan Draft
Work Session Materials
JANUARY 25, 2022 City Council Work Session: Recovery Plan Draft
Work Session Materials
MARCH 1, 2022 City Council Meeting: City Recovery Plan Adoption
62
WƌĞƉĂƌĞĚďLJĂĐƚƵƐŽŶƐƵůƚŝŶŐ͕>>ŝŶƉĂƌƚŶĞƌƐŚŝƉǁŝƚŚƚŚĞŝƚLJŽĨ&ŽƌƚŽůůŝŶƐZĞĐŽǀĞƌLJWůĂŶdĞĂŵ
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:
භ empower individuals and businesses through strong pandemic response programs;
භ bolster community organizations, networks, and spaces that provide direct assistance, and
center those most impacted;
භ remove barriers to resilience; and
භ 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.
63
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.ථ Final participation numbers include:
x 2,200+ online survey responses
x 220+ responses from OurCity
x Approx. 25 paper survey responses
x 50+ stakeholder meetings
Though this includes some individual responses from small business owners, there was also separate
engagement of small businesses. Information on that engagement will be available in Economic
Recovery reports.
Engagement questions included:
භ What impacts of the pandemic are you still seeing or experiencing?
භ What would help?
භ 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 Ăůů&ŽƌƚŽůůŝŶƐƌĞƐŝĚĞŶƚƐĂŶĚ
ďƵƐŝŶĞƐƐĞƐĐĂŶƉĂƌƚŝĐŝƉĂƚĞŝŶĂƌĞƐŝůŝĞŶƚ͕ǀŝďƌĂŶƚĂŶĚŝŶĐůƵƐŝǀĞĨƵƚƵƌĞ—along with four “vision words”—
ŚĞĂůŝŶŐ͕ŝŶĐůƵƐŝŽŶ͕ƌĞƐŝůŝĞŶĐĞ͕andǀŝďƌĂŶĐLJ͘While 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.
64
HEALING
ƚŚĞƉƌŽĐĞƐƐŽĨŵĂŬŝŶŐŽƌďĞĐŽŵŝŶŐƐŽƵŶĚŽƌŚĞĂůƚŚLJĂŐĂŝŶ
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
ĂŶŝŶƚĞŶƚŝŽŶŽƌƉŽůŝĐLJŽĨŝŶĐůƵĚŝŶŐƉĞŽƉůĞǁŚŽŵŝŐŚƚŽƚŚĞƌǁŝƐĞďĞĞdžĐůƵĚĞĚŽƌŵĂƌŐŝŶĂůŝnjĞĚ͘/ŶĐůƵƐŝŽŶ
ƌĞƋƵŝƌĞƐƌĞŵŽǀŝŶŐďĂƌƌŝĞƌƐƐŽĂůůĐĂŶƚŚƌŝǀĞ
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
ƚŚĞĂďŝůŝƚLJƚŽďĞƚƚĞƌĂǀŽŝĚ͕ǁŝƚŚƐƚĂŶĚ͕ŽƌƌĞĐŽǀĞƌĨƌŽŵĚŝĨĨŝĐƵůƚĐŽŶĚŝƚŝŽŶƐŽĨǀĂƌŝŽƵƐƐĐĂůĞƐ
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
ƐĞŶƐĞŽĨƉůĂĐĞĂŶĚďĞůŽŶŐŝŶŐĨŽƌĂůů͕ĨƵůůŽĨĞŶĞƌŐLJĂŶĚĞŶƚŚƵƐŝĂƐŵ
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.
65
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,
66
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 Role͗ 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
67
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:
භ serve people experiencing homelessness,
භ provide low-cost childcare and educational and social programs for youth,
භ provide emergency assistance for rent, food, and other basic needs, and
භ 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,
68
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
69
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. :ƵƐƚĂƐƚŚĞƉĂŶĚĞŵŝĐŚĂƐĂĨĨĞĐƚĞĚƌĞƐŝĚĞŶƚƐĚŝĨĨĞƌĞŶƚůLJ͕ƌĞĐŽǀĞƌLJ
ŚĂƐďĞĞŶĂŶĚǁŝůůĐŽŶƚŝŶƵĞƚŽďĞĂĚŝĨĨĞƌĞŶƚũŽƵƌŶĞLJĨŽƌĞǀĞƌLJŽŶĞ͘ 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
dŚŽƵŐŚǁĞŚŽƉĞƚŚĂƚƚŚĞĐŽŵŵƵŶŝƚLJƉƌŝŽƌŝƚŝĞƐŝĚĞŶƚŝĨŝĞĚĂĐĐƵƌĂƚĞůLJƌĞƉƌĞƐĞŶƚƚŚĞĐŽůůĞĐƚŝǀĞĞŶŐĂŐĞŵĞŶƚŽĨ
ƚŚŽƵƐĂŶĚƐŽĨĐŽŵŵƵŶŝƚLJŵĞŵďĞƌƐ͕ǁĞƌĞĐŽŐŶŝnjĞƚŚĂƚĚĂƚĂĐŽůůĞĐƚŝŽŶĂŶĚĂŶĂůLJƐŝƐŝƐŝŶŚĞƌĞŶƚůLJŝŶĨůƵĞŶĐĞĚďLJŽƵƌ
ƉĞƌƐŽŶĂůĞdžƉĞƌŝĞŶĐĞƐĂŶĚďŝĂƐĞƐ͘/ŶƚŚŝƐĐĂƐĞ͕ƚŚĞĐŽĚŝŶŐĨŽƌƚŚŝƐƌĞƉŽƌƚǁĂƐŐƌŽƵŶĚĞĚŝŶƚŚĞƌĞƐĞĂƌĐŚĞƌ͛Ɛ
ĞdžƉĞƌŝĞŶĐĞĂƐĂŶĂďůĞͲďŽĚŝĞĚǁŚŝƚĞǁŽŵĂŶ͘
70
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.
71City of Fort Collins_Ethnographic Journey_Brief Page 2
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
72 City of Fort Collins_Ethnographic Journey_Brief Page 3
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.”
73City of Fort Collins_Ethnographic Journey_Brief Page 4
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.
74 City of Fort Collins_Ethnographic Journey_Brief Page 5
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
75City of Fort Collins_Ethnographic Journey_Brief Page 6
centers community voice and power. As a whole, this process takes time and a solid
commitment to social systems change, and because this model of engagement seeks to
be generative in cultivating what community members identify as “already working,” La
Cocina suggests the City follows this brief engagement with the following activities:
1.Ensure that other participants who want to share their stories, and who want
to collaborate with the city are invited to do so. La Cocina turned away many
Latinx community members who wanted to share their stories, and who wish to
participate in both individual and community dialogues. Additionally, interviewees
reported that interviews in and of themselves were healing. When asked what
healing spaces should look like, one interviewee responded, “like this! Just like
this!” Interviewers understood this as validation for the power of deep listening,
respectful dialogue and feeling witnessed.
2.La Cocina recommends that the City follow these first interviews with a
facilitated codesign session where interviewees will have the opportunity to learn
about the outcomes shared in this report and will consequently have the
opportunity to participate in a series of codesign activities with key City of Fort
Collins representatives. L’Ancla and La Cocina are committed to this process and
will thus provide the needed facilitation for this follow-up codesign session at no
cost to the City.
3.Community dialogues that support storytelling facilitated by elders and proximate
leaders has long been known to support recovery from multigenerational and
community-wide traumas (Onwuachi-Saunders, 2007). Interviewees referred to
the impacts of the pandemic as terrifying, traumatic, ongoing, and as what needs
healing before any recovery is possible. They also identified caring dialogues,
Charlas, and listening sessions with each other and with the City as
foundational to the recovery process. Latinxs interviewed throughout this
process stressed this over and over again: (paraphrased) “in order to begin our
recovery, we first need to hear and say to each other, “¡Aqui estoy!, I am here...”
From a human centered design perspective, this type of community-assertion is a
ripe codesign fruition that allows the City to transform engagement into an
iterative process that democratizes community participatory listening to
community-codesign to community-inclusive action and buy in to shared
learning to shared power.
4.This model of engagement seeks to be generative in cultivating what is already
working, and by centering and illuminating pathways already endorsed by
community members as having cultural resonance and heartfelt value. Viewed as
the fulcrums of innovation and creativity, these pathways offer City leaders our
communities reclaimed “seeds of recovery” as identified by those most
impacted by systemic inequities, and amidst the disproportionate impacts felt by
Latinx residents both now and prior to the pandemic. To this end, let our team
walk you through these reflections, but first…let’s go codesign!
76 City of Fort Collins_Ethnographic Journey_Brief Page 7
5.Please contact Claudia Perez at Claudia@lacocinahome.org, or Karen Sandoval at
Karen@lacocinahome.org with your questions and comments.
Thank you for the opportunity to serve our community. We loved hearing
our fellow Latinxs’ stories of courage and hopefulness.
___________________________________________________ ___________________________
For La Cocina Date
___________________________________________________ ___________________________
For L’Ancla Date
___________________________________________________ ___________________________
Approval by Janina E. Fariñas, Ph.D., Psy., LPC Date
Founder & CEO
###
______________________
proval by Janina E. Fariñ
under & CEO
Alejandra Magaña
Claudia Perez & Karen Sandoval
November 8, 2021
November 8, 2021
November 8, 2021
77
Overall Summary Report and Takeaways
Fort Collins Recovery Plan Discussions
Artists, Venues and Creative Business
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Ɣ Primary focuses include:
ż Acknowledgment of, commitment to and investment in the Creative sector as a viable
economic driver and legitimate business group in Fort Collins
ż Access to, investment in, maximizing and creation of affordable spaces for living and
working, i.e. for lessons, rehearsals, creation (studios) and performances
ż 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.
ż 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.
ż Need a representative body/group like an arts council, leadership group, ...
ż Feel under served, under appreciated, under invested in and not listened to at the city
level
ż Need to recognize that creative work is “work” and a valuable contributor to our city
ż Art has created our high quality of life here and sense of culture and are at risk of
being pushed out
ż 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.
ż Huge impact with lots of loss of jobs, income, businesses, staff, careers, sense of
community, mental health and happiness.
ż Not currently an equitable environment and artists are an underserved and
marginalized population with limited access,and artists of color are more so impacted
Ɣ Short Term:
ż Clearer policies about COVID safety and rules, mandates...
ż Mental health support
ż Short term debt relief as many have been closed or nearly closed for 1-2 years
ż Affordable Spaces to host makers markets, rent studios, rehearse and put on
performances in safe ways
ż Fewer barriers to working with city and for grants
ż Access to de-escalation training/support group and customer education
ż Staffing help, attraction and retention of workers and help building safe environments
for them to work within
ż Incentives to build up our technical personnel for venues and industry support
(lighting, sound, crew,...)
78
ż Access for underserved populations including BIPOC, differently abled, LGBTQ and
other artists to performance and creation spaces, grants, and professional
development
ż Easier access to COVID tests and quick results
ż Affordable or free mental health and health support for artists, arts administrators and
creative business owners - including group support environments
ż 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
ż Arts need to come back to schools and afterschool programs, a way of coping and
processing the effects of the pandemic
ż Marketing campaign for Fort Collins that it is a arts destination and establish that
brand as an arts leader
ż 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,....
ż Help with supply and demand of products - can we source things locally and team up
with manufacturers here.
Ɣ Long Term:
ż Living wages for creatives/artists
ż Affordable housing and work spaces
ż Creative Industry leadership group/Arts Council/Sector collective
ż Representation of the arts within the City and staff through positions and leaders
ż 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.
ż Mental health support
ż Safety nets for gig workers, artists and self employed business owners
ż 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.
ż Have representation for the Creative Industry that can communicate to, serve as a
authority and Industry representative
ż Have centralized information/communications about arts events, classes &businesses
ż Make tangible investments to back up commitment to and not tokenism of the arts
ż 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.
ż Supportive of Fort Fund and Art in Public Places - need more support and fewer
barriers for entry and engagement
ż Revamp the mental health services offered or streamline them - group therapy, better
crisis hotlines and more education about resources for the community at large
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Ɣ Random Takeaways/Comments:
Ɣ 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
ż 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
Ɣ “...Also, how many times do we give the city our ideas and they completely ignore
them? It’s frustrating.”
Ɣ “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.”
ż 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.
Ɣ “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!”
Ɣ 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 VKDUHGFUHDWLYH VSDFH (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:
Ŷ https://www.intellichief.com/5-ways-to-make-your-back-office-shared-services-
center-more-productive/
Ŷ https://www.nonprofitcenters.org/events/back-office-alternatives-need-know-sh
ared-services/
Ŷ https://www.tcg.com/blog/who-says-shared-services-are-only-for-back-office-fu
nctions/
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Ŷ 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.
Ŷ Here is an article about saving a historic building using pandemic relief funds
from Cleveland
Ɣ 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?)
Ɣ 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)
Ɣ 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)
Ɣ Other comments shared in virtual chat:
ż 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.
ż The upgrade of the streaming support would be huge. This may bring more
work for that industry as well.
ż We also need investment in growth for our organizations on every level as well
as salaries and honorariums for artists and subsidized studio space
ż 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.
ż 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 . . .
ż yes- investment is the underlying systemic need and solution to lift us all
ż 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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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).
82
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:
• OurCity 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 OurCity 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 business engagement occurred separately, including surveying 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 &
Environmental
Resilience
22%
Other
8%
City of FC Board or Commission
0%
Other
3%
Business
6%
Community Organization
3%
Resident
88%
Which area of Pandemic Recovery
Matters Most to you?
Respondent Profiles
83
The following chart displays Priority Areas for recovery. Respondents choose their top five 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 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.
Affordable Housing
Small Business Support
Mental & Behavioral Health
Workforce Development
Economic Rebuilding Strategy
Personal Health & Safety
Food & Essential Needs
Housing Stability & Homlessness
Nonprofits
Early Learning & Childcare
Older Adults
Hospitality & Tourism
Large Employers
Natural Areas
Parks and Recreation
Indoor & Outdoor Air Quality
Climate Resilience
Transportation & Mobility
Arts & Culture
Water
Renewable Energy
Zero Waste & Waste Reduction
Infrastructure
Broadband
HEALTH
EQUITY & COMMUNITY
ECONOMIC RECOVERY
ENVIRONMENTAL RESILIENCE
0 50 100 150 200 250 300 350
Number of Respondents
84
40-49
24%
30-39
20%
60-69
16%
70+
11%
Under 18
1%
18-30
10%
50-59
16%
Two Spirit
0%
Non-Binary
1%
Prefer not
to answer
7%
Transgender
Woman
0%
Woman
66%
Man
26%
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.
White
58%Hispanic/Latinx/
Spanish Origin
27%
Prefer to self-identify
1%
Asian/Asian American
1%
Native Hawaiian/
Other Pacific
Islander
0%
African
0%
Black/African American
2%
American Indian/
Alaska Native
2%
Prefer not
to answer
6%
Respondent Age
Respondent Profiles
Race and/or Ethnicity
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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.
Council District Zip Code
Income
C il Di t i t
Income
$10, 000 - $24,999
DECLINE TO SPECIFY
$50,000 - $74,999
LESS THAN $10,000
$35,000 - $49,999
$75,000 - $99,999
$100,000 - $149,999
$25,000 - $34,999
$150,000+
22%
16%
13%
10%
8%
7%
6%
6%
12%
Don’s Know/
No Response
32%
District 1
26%
District 6
17%
District 2
9%
District 4
9%
District 3
4%
District 5
3%
85
80525
18%
80524
44%
Other
4%
80528
6%
80521
6%
805216
15%
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SMALL BUSINESS ASSISTANCE PROGRAM
CURRENT STATUS SURVEY RESULTS November 30, 2021
EXECUTIVE SUMMARY
The City of Fort Collins Small Business Assistance Program (SBAP), funded by Coronavirus Aid, Relief,
and Economic Security (CARES) Act dollars and administered by the Economic Health Office, provided
monetary relief to small businesses impacted by the COVID-19 pandemic. The program provided funding to
individual businesses to help offset the significant, temporary loss of revenue during this pandemic and to
assist businesses in sustaining through impacts to their business from public health orders.
The City also participated in the Larimer County Small Business Relief Program, which was very similar
to the SBAP program, but where the eligibility criteria were set by the State. Eligible industries included
restaurants, bars, wineries, breweries, distilleries. Caterers, movie theaters and fitness/recreational sports
centers.
The total number of distinct businesses that received one or both of the grants is 297.
CONTACT
Josh Birks, Economic Health & Redevelopment Director, jbirks@fcgov.com
Rachel Rogers, Senior Specialist, Economic Sustainability, rrogers@fcgov.com
# OF
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
FCGOV.COM/BUSINESS
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FALL 2021 SURVEY OF GRANT RECIPIENTS
In October 2021, the Economic Health Office sent out a follow-up survey to the businesses that received
SBAP and/or SBR funding to try to get a sense of the current conditions and concerns of those businesses.
INDUSTRY CATEGORY
We received a total of 81 responses to the survey (27% response rate).
BUSINESS REVENUE LOSS
Businesses were asked “How is your current business revenue compared to pre-pandemic revenue
(approximately)?” – 76% of businesses stated revenues are still down compared to pre-pandemic levels.
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CURRENT IMPACTS TO BUSINESSES COMPARED TO PRE-COVID OPERATIONS
ARTS, ENTERTAINMENT, AND RECREATIONRESTAURANT/FOOD TRUCK/BAR
FCGOV.COM/BUSINESS
89
CURRENT STATUS OF BUSINESS
A significant percentage of businesses are
still not operating at pre-COVID hours or
staffing. One business closed for reasons
not related to COVID.
ANTICIPATED CHANGES TO BUSINESS
Businesses are still very concerned about the
ability to continue after COVID.
EMPLOYEE COUNT COMPARED TO PRE-COVID
Over 50% of businesses are not at pre-
pandemic staffing levels.
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CHALLENGES RECRUITING
OR RETAINING EMPLOYEES
Challenges with staffing continue. Reasons are a complex, overlapping web of factors including concerns of
health safety at work, ongoing childcare concerns and a readjustment their preferences.
In response to the challenges in recruiting and retaining employees, 47% of survey respondents have taken
action to address the issue.
Shortage of employees’ impact on business (for respondents for whom it is an issue).
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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 afloat financially.”
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 continued support
for these new ways is greatly appreciated.”
WHAT WOULD MAKE FORT COLLINS MORE RESILIENT/STRONGER?
Below are the most common responses from businesses.
• 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 our communities last
year happens again/rainy day fund.
• More support in dealing with customers in challenging times.
• More B2B collaborations.
• More effective social safety net.
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PHASE 3 ENGAGEMENT RESULTS
After the draft plan was created, additional public engagement occurred to ensure that the themes,
outcomes and objectives accurately reflect community priorities for recovery.
Of more than 200 community members surveyed and spoken to, the majority expressed support for the
drafted themes and outcomes, and shared additional context about why those outcomes are vital for
community recovery. This additional feedback also helped expand and define specific objectives and
potential actions for recovery.
0 20 40 60 80 100 120 140
Environmental Resilience
Economic Recovery
Equity and Community Resilience
Health
NOT IMPORTANT TO ME SOMEWHAT IMPORTANT TO ME IMPORTANT TO ME
93
The rich public engagement from throughout the plan development process will continue to be used to
support future decision-making for recovery, along with additional engagement as necessary.
0 20 40 60 80 100 120 140
4c
4b
4a
3c
3b
3a
2c
2b
2a
1c
1b
1a
NOT IMPORTANT TO ME SOMEWHAT IMPORTANT TO ME IMPORTANT TO ME
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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 the 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 projects 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 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.
30%
ORGANIZATION
30%
ORGANIZATION
40%
RESIDENTIAL SUPPORT/
SOCIAL RECOVERY
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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*
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PROJECT NAME DOLLAR AMOUNT
Eviction Legal Fund $220,000
Parking Structure Critical Preventative Repairs-Enhanced $745,400
Parking Structure Security Upgrades $446,000
Expanded Technical Assistance for Small Business $30,000
Childcare System Support $170,000
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 $560,212
Police Special Operations Division $257,417
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
ARPA-FUNDED PROJECTS IN
ADOPTED 2022 BUDGET: $4.05M ALLOCATED
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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 $4,055,422*
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.
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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
• Share clear, consistent public health guidance.
• Ensure access and availability to personal
protective equipment (PPE) and COVID-19 tests.
• Coordination among various community
organizations to ensure consistent public health
messaging, including ample time to translate,
communicate and implement.
• Provide funding and grants to organizations and
others to ensure free or reduced cost access to
COVID-19 tests and PPE.
• 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
• Strengthen nonprofits and other existing
networks that provide essential needs such as
food 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.
• Provide funding and grants to organizations and
others to support free or reduced cost access
to services.
• Scale up services and capacity of community
organizations to ensure new methods of
outreach for increased awareness
and accessibility.
• Restore existing services and continue
expansion of services to ensure access to
necessary services and underserved areas.
• Expand programs that improve indoor and
outdoor air quality for community members,
including increasing local monitoring and
messaging regarding poor air quality alerts.
99
OUTCOME 1C. Mental and physical health .! valued as necessary and prevention-based.
Objective Actions
• 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.
• Coordination among various community
organizations to scale up or create new types of
services (both what is provided and
who is providing).
• Provide funding and grants to organizations and
others to ensure free or reduced cost access
to services.
• Scale up services and capacity of community
organizations to ensure new methods of
outreach to increase awareness and accessibility.
• Collaborate with educational partners to offer
low-cost pathways for those seeking careers in
mental and behavioral health, specifically those
historically underrepresented and underserved.
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EQUITY AND COMMUNITY RESILIENCE
OUTCOME 2A. Foster a sense of belonging and community trust.
Objectives Actions
• Foster a culture of belonging.
• Support neighborhood-driven resilience while
also improving social capital and capacity.
• Promote and increase the visibility and support
of the diverse cultural artists and organizations
in Fort Collins.141
• Codesign multicultural activities and generative
spaces for improved access and opportunities.
• Provide funding and grant process to
organizations and neighborhoods that support
community-led projects.
• Review and remove City policies and procedures
that create barriers to full participation.
• 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
• Preserve existing affordable housing.15
2
• Increase housing supply, affordability, diversity,
and choice by 10% of overall housing stock
by 2040.163
• Increase housing stability and
renter protections.174
• Provide funding and grant process to
organizations that support the spectrum of
housing (those experiencing homelessness to
renters to homeowners).
• 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
• Expand funding to community organizations
that operate programs and services that
support PEH.
• 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.
• Provide funding and grant process to
organizations that support community members
experiencing homelessness.
• Grow the pipeline of case management staffing.
• Support programs such as utility late payment
assistance, rental or mortgage assistance and
eviction protection services to support the most
vulnerable community members staying in
their homes.
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ECONOMIC RECOVERY
OUTCOME 3A. Small businesses, creatives and nonprofits have the resources they need to thrive.
Objectives Actions
• 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.
• Coordination among various community
organizations to inventory existing support
programs and services and identify gaps.
• Provide funding and grant opportunities to
businesses, creative industry, nonprofits, and
other organizations to address challenges
and barriers.
• Provide funding and grant opportunities to
businesses, creative industry, nonprofits, and
other organizations to increase capacity and/or
capital access.
• 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:
• 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 business 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.).
Individual/Employee:
• Support and identify adequate infrastructure
needs and services such as broadband
connectivity and/or transportation options.
• 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:
• Work with employers and partners to evaluate
the barriers businesses are facing as they
attempt to find and recruit labor.
• Understand the cost and other impacts that are
changing how employers engage with labor.
• Change the way work is talked about.
• Example - avoid “low skill” and other
negatively biased terms.
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OUTCOME 3C. Equitable and affordable childcare is accessible.
Objective Actions
• 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.
• Lower the household budget burden for families
needing childcare services.
• Improve the shortage of licensed
childcare providers.
• 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.).
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ENVIRONMENTAL RESILIENCE
OUTCOME 4A. Commit to environmental justice and resilience in pursuit of our climate, zero
waste, energy, water and other sustainability goals.
Objectives Actions
• 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.181
• Decrease barriers to access home and/or
community gardening, sustainable farming and
community supported agriculture (CSAs) to
support a more resilient food system.192
• Reduce pollution at the source, targeting
disparities in exposure for vulnerable
community members.
• Fund community- and neighborhood-led
workshops where community members identify
sustainable solutions to local environmental
justice issues and opportunities.
• Fund and support development of resilience
hubs throughout the community that can be
used to coordinate resource distribution and
support residents.
• Restore existing services and continue
expansion of services to ensure access to
necessary services and underserved areas.
• Support neighborhood leadership of their
priorities by funding capacity building efforts
and projects they prioritize and ensuring City
staff support is available, as appropriate.
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
OUTCOME 4B. Resilient infrastructure is reliable and affordable.
Objective Actions
• 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.
• Restore existing services (including
transportation) and continue expansion of
services through Citywide planning efforts such
as the Transit Master Plan.
• Facilitate partnerships to provide access to
low-cost services, utility affordability programs
and other resources and provide incentives for
efficient building practices.
• Enhance capacity for regional collaboration to
strengthen the resilience of water and
electrical systems.
• 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.
• Establish shared energy systems program for
multifamily properties; explore new community
solar options; discuss sustainable and scalable
solar business model.
• 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 healthy ecosystems are
resilient, protected and accessible.
Objective Actions
• Acquire, expand, conserve and improve natural
areas and open space to support the physical
and mental health of residents.
• Increase access to parks, as well as expand, add
and improve them.
• Identify vulnerabilities to natural hazards,
identify proactive mitigation actions, and
prepare adequately to minimize impacts to
people, property, and critical facilities.20
• Support a healthy and diverse urban tree
canopy to reduce air and light pollution and
lower energy costs.
• Implement strategies to improve ecosystem
health while addressing the demand for
increased access.
• Scale up and create new types of resources
across community service providers to
effectively react to critical disruptions when they
occur in the future.
• Expand or add new open space and natural
areas to preserve the natural environment and
increase access to nature.
• Increase the number of community-driven
projects through support for Nature in the City
projects to create pockets of nature in
every neighborhood.
• 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.
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E. PLAN SCAN
PLAN SCAN – ALIGNMENT OF RECOVERY
OUTCOMES WITH OTHER CITY PLANS
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
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
107
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/Transit Master Plan
ReCreate: Parks & Recreation
Master Plan
Natural Areas Master Plan
The Paved Recreational Trails Master Plan
The Poudre River Downtown Master Plan
108
F. DEFINITIONS AND ACRONYMS
DEFINITIONS
• ARPA Funds: ARPA Funds or American Rescue Plan Act Funds refers to the funds the City of Fort
Collins has received from the federal American Rescue Plan Act. In the majority of cases, ARPA Funds
is used as shorthand to refer to the $28.1 million SLFRF received by the City
• 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: COVID-19 is the disease caused by SARS-CoV-2
• 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: designing programs, polices and systems to ensure identify is not a
predicator of outcomes
• Exposure: contact with or close proximity to a harmful substance, such as coronavirus, that can lead to
infection or illness
• Frontline 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, underlying 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.
• 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-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)
109
• 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,
2020. 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.
• FoCo: Fort Collins
• LGBTQIA+: Lesbian, Gay, Bisexual, Transgender, Queer, Questioning, Intersex and Asexual. The + in
LGBTQIA+ acknowledges that the LGBTQIA+ community contains many identities, all of which may not
fit into a short acronym.
• NoCo: Northern Colorado
• PEH: people experiencing homelessness
• PPE: personal protective equipment; equipment worn to minimize exposure to hazards, including
masks, face shields and gloves
• 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