HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 02/28/2023 - WORK SESSIONNOTICE:
Work Sessions of the City Council are held on the 2nd and 4th Tuesdays of each month in
the Colorado Room of the 222 Building. Meetings are conducted in a hybrid format, however
there is no public participation permitted in a work session.
City Council members may participate in this meeting via electronic means pursuant to
their adopted policies and protocol.
Fort Collins City Council
Work Session Agenda
6:00 p.m. Tuesday, February 28, 2023
Colorado River Community Room, 222 Laporte Ave, Fort Collins, CO 80521
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Upon request, the City of Fort Collins will provide language access services for individuals
who have limited English proficiency, or auxiliary aids and services for individuals with
disabilities, to access City services, programs and activities. Contact 970.221.6515 (V/TDD:
Dial 711 for Relay Colorado) for assistance. Please provide advance notice. Requests for
interpretation at a meeting should be made by noon the day before.
A solicitud, la Ciudad de Fort Collins proporcionará servicios de acceso a idiomas para
personas que no dominan el idioma inglés, o ayudas y servicios auxiliares para personas
con discapacidad, para que puedan acceder a los servicios, programas y actividades de la
Ciudad. Para asistencia, llame al 970.221.6515 (V/TDD: Marque 711 para Relay Colorado). Por
favor proporcione aviso previo. Las solicitudes de interpretación en una reunión deben
realizarse antes del mediodía del día anterior.
Meeting agendas, minutes, and archived videos are available on the City's meeting portal at
https://fortcollins-co.municodemeetings.com/
While work sessions do not include public comment,
mail comments about any item on the agenda to
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City of Fort Collins Page 1 of 2
City Council Work Session
Agenda
February 28, 2023 at 6:00 PM
Jeni Arndt, Mayor
Emily Francis, District 6, Mayor Pro Tem
Susan Gutowsky, District 1
Julie Pignataro, District 2
Tricia Canonico, District 3
Shirley Peel, District 4
Kelly Ohlson, District 5
Colorado River Community Room
222 Laporte Avenue, Fort Collins
Cablecast on FCTV
Channel 14 on Connexion
Channel 14 and 881 on Comcast
Carrie Daggett Kelly DiMartino Anissa Hollingshead
City Attorney City Manager City Clerk
CITY COUNCIL WORK SESSION
6:00 PM
A) CALL MEETING TO ORDER
B) ITEMS FOR DISCUSSION
1. Staff Report: Recovery Plan Implementation
The purpose of this staff report is to provide an update of the implementation of the Resilient
Recovery Plan and spending of the City’s American Rescue Plan Act (ARPA) dollars. Staff have
completed an annual report summarizing implementation progress during 2022 and will present a
few highlights of this work along with showcasing the public-facing recovery dashboard.
2. Staff Report: Volunteer Services Program.
The purpose of this staff report is to provide an annual update on City-wide volunteer efforts.
Highlights will cover the increase in volunteer engagement since the pandemic, the City-wide
Volunteer Services Strategic Plan, and the continuation of teen volunteer opportunities..
3. Review Scaled Options for Rental Housing and Inspection Program.
The purpose of this work session is to review scaled options for a rental housing program. Three
options are presented: rental registration with improved complaint-based inspections (Option 1),
rental registration with delayed proactive inspections (Option 2), and rental registration with
proactive inspections (Option 3). Proposed improvements to the complaint-based inspection
program in Option 1 include the expansion of landlord/tenant mediation support, enhanced
education and outreach, and additional staff capacity to perform rental inspections..
C) ANNOUNCEMENTS
D) ADJOURNMENT
Page 1
City of Fort Collins Page 2 of 2
Upon request, the City of Fort Collins will provide language access services for individuals who have limited
English proficiency, or auxiliary aids and services for individuals with disabilities, to access City services,
programs and activities. Contact 970.221.6515 (V/TDD: Dial 711 for Relay Colorado) for assistance.
Please provide advance notice. Requests for interpretation at a meeting should be made by noon the day
before.
A solicitud, la Ciudad de Fort Collins proporcionará servicios de acceso a idiomas para personas que no
dominan el idioma inglés, o ayudas y servicios auxiliares para personas con discapacidad, para que
puedan acceder a los servicios, programas y actividades de la Ciudad. Para asistencia, llame al
970.221.6515 (V/TDD: Marque 711 para Relay Colorado). Por favor proporcione aviso previo. Las
solicitudes de interpretación en una reunión deben realizarse antes del mediodía del día anterior.
Page 2
City Council Staff Report Agenda Item Summary – City of Fort Collins Page 1 of 1
February 28, 2023
WORK SESSION AGENDA
STAFF REPORT SUMMARY
City Council
STAFF
Joanne Cech, Fiscal Recovery Manager
Sarah Meline, Recovery Policy and Engagement Specialist
SUBJECT FOR DISCUSSION
Staff Report: Recovery Plan Implementation
EXECUTIVE SUMMARY
The purpose of this staff report is to provide an update of the implementation of the Resilient Recovery
Plan and spending of the City’s American Rescue Plan Act (ARPA) dollars. Staff have completed an
annual report summarizing implementation progress during 2022 and will present a few highlights of this
work along with showcasing the public-facing recovery dashboard.
ATTACHMENTS
1. 2022 Recovery Plan Impact Report Summary
2. 2022 Resilient Recovery Plan Impact Report
3. Staff Report Presentation
Page 3
Item 1.
2022 RECOVERY PLAN IMPACT REPORT SUMMARY
In collaboration with the community, the City of Fort Collins adopted the Resilient Recovery Plan in March 2022 to guide
long-term response and rebuilding from the COVID-19 pandemic.
Rather than focusing the recovery effort on “bouncing back” or “returning to normal”, Fort Collins’ Resilient Recovery
Plan seeks to make bold, long-term investments during recovery to create a more resilient community. It focuses on
bouncing forward and building a community that is better able to weather future disruptions.
Fort Collins residents and businesses can participate
in a resilient, vibrant and inclusive future.
Recovery projects are categorized across 5 themes:
Health, Equity & Community Resilience, Economic Recovery,
Environmental Resilience and Government Operations.
Auxiliary aids and services are available for persons with disabilities. V/TDD: 711
F O R T C O L L I N S
RECOVERY VISION:
FROM RECOVERY TO RESILIENCE
23-24875
Equity &
Community
$8.6M
Government
Operations
$7.8M
Economic
Recovery
$6.3M
Environmental
Resilience
$3M
Health
$2.4M
Page 4
Item 1.
EXAMPLES OF PROGRAM OUTCOMES & IMPACTS
MENTAL HEALTH RESPONSE TEAM (MHRT)
•Team coverage 7 days / week
•Responded to 2,700+ calls for service,
41% increase in call volume from 2021
HOMELESSNESS
$1,192,000 toward homelessness services, including expansion
of Outreach Fort Collins, additional case management, rapid
rehousing and 24/7 shelter.
ACCESS FUNDS FOR RECREATION
AND CULTURAL SERVICES
5,000+ additional residents able
to access recreation and
cultural services facilities
and programming.
SOCIAL SERVICES, LEARNING LOSS, CHILDCARE
$720,000 awarded to 22 nonprofits and community partners to support human services,
childcare and learning loss programming. Programs served 7,600+ people in 2022.
Program highlight: In an analysis by Poudre School District on the growth effect of summer
learning programs, the growth rate of 600+ students who participated in the Boys and Girls
Club Summer of Discovery Program (ARPA supported) was equivalent
to 11.5 weeks of additional school-year instruction.
BUSINESSES
Small Business Grants: 161 small businesses provided total of $828,00 in grant funding for
stabilization, workforce, and talent acquisition.
Multicultural Business and Entrepreneur Center (MBEC): launched in 2022, hosted 175+
appointments with more than 100 different businesses, 27 new businesses established through
MBEC support.
HOUSING
Utilities Pandemic Assistance: 1,300+ residential and commercial customers provided
utilities assistance.
575+ renters and landlords provided eviction assistance and education through Eviction Legal Fund.
ENVIRONMENTAL RESILIENCE
3 projects totaling $3.0M approved in the Adopted 2023-2024 Budget to help meet environmental
outcomes laid out in the Resilient Recovery Plan and Our Climate Future Plan.
“The team we have assembled is so
dedicated to meeting the mental health
needs in our community. I can’t express
how impressed I am with how they
continually strive to improve the lives of
those they come in contact with.”
– SGT. ANDREW LESLIE, MHRT SUPERVISOR
“The way the program works really gives
dignity to those in need, doesn’t make us
feel less than and gives us access to amazing
opportunities. I am so grateful.”
– RECREATION REDUCED FEE SCHOLARSHIP RECIPIENT
“[COVID-19] impacted my ability to be at work regularly as well as depleted my paid time off,
causing me to have to take unpaid days to care for my wife and children while sick. This in turn
caused the inability to afford to keep our bills current and still put food on the table.”
– UTILITIES PANDEMIC ASSISTANCE RECIPIENT
Page 5
Item 1.
Resilient Recovery
Plan
2022 IMPACT REPORT
February 2023
Page 6
Item 1.
Page | 2 2022 Recovery Plan Impact Report
TABLE OF CONTENTS
LETTER FROM THE FISCAL RECOVERY MANAGER.................................................... 3
INTRODUCTION ................................................................................................................. 4
How We Got Here ....................................................................................................................................................................................... 4
Implementation Status ............................................................................................................................................................................. 5
PANDEMIC STATUS & IMPACTS ..................................................................................... 5
FUNDING ............................................................................................................................ 6
American Rescue Plan Act Funds ........................................................................................................................................................ 6
Additional Funding Supporting Recovery ........................................................................................................................................ 7
PROJECTS ACROSS RECOVERY THEMES .................................................................... 8
Health ........................................................................................................................................................................................ 8
Equity & Community Resilience ......................................................................................................................................... 15
Economic Recovery .............................................................................................................................................................. 24
Environmental Resilience ....................................................................................................................................................30
Government Operations ......................................................................................................................................................30
APPENDIX ........................................................................................................................ 35
A. 2023-2024 ARPA Projects ........................................................................................................................................ 35
B. ARPA Projects Related to Council Priorities ......................................................................................................... 36
C. Projects by Type .......................................................................................................................................................... 37
D. Additional Recovery Metrics ..................................................................................................................................... 38
Page 7
Item 1.
Page | 3 2022 Recovery Plan Impact Report
LETTER FROM THE FISCAL RECOVERY
MANAGER
TO MAYOR ARNDT & CITY COUNCIL MEMBERS,
It is my pleasure to present the annual report on the implementation of the Resilient Recovery Plan and the
impact of the City’s recovery work during 2022.
This report provides an overview of the impacts of recovery work across the community, with a specific focus on
programs funded by the City’s American Rescue Plan Act (ARPA) dollars. In 2022, there were nearly 40 active
recovery-related programs funded by ARPA that tie directly to the themes and outcomes laid out in the
Resilient Recovery Plan. These programs were managed by staff throughout the City organization and
supported by departments including Accounting, Purchasing and Legal to ensure all federal and city
requirements were met. Moving toward recovery and creating resilience is an extremely collaborative process,
and along with City staff, dozens of community partners have also supported this work.
While the report touches on all ARPA-funded programs, it does not provide all of the detailed information and
stories we have gathered on these activities. That report would be too long. However, the breadth of the work
being done by so many people, and the many hours spent to ensure that work is done in compliance with
federal regulations, and meets our recovery goals and outcomes, is a tribute to the dedication of city personnel
and our external partners in making Fort Collins a more inclusive and vibrant place to live.
As we transition from recovery to resilience in the coming year, many of these programs will continue with
additional ARPA funding, along with several new ARPA-funded programs. They will continue to help our
community heal and to support our recovery. If you would like additional information on any of these programs,
you may review the public-facing Recovery Dashboard at fcgov.com/RecoveryDashboard.
Finally, I would like to acknowledge and thank Recovery Policy and Engagement Specialist, Sarah Meline for her
excellent work compiling and writing this report.
Thank you,
Joanne Cech
Joanne Cech
Fiscal Recovery Manager
Page 8
Item 1.
Page | 4 2022 Recovery Plan Impact Report
INTRODUCTION
From Recovery to Resilience
In collaboration with the community, the City of Fort Collins adopted the Resilient Recovery Plan in March 2022 to guide
long-term response and rebuilding from the COVID-19 pandemic.
Rather than focusing the recovery effort on “bouncing back” or “returning to normal”, Fort Collins’ Resilient Recovery Plan
seeks to make bold, long-term investments during recovery to create a more resilient community. It focuses on bouncing
forward and building a community that is better able to weather future disruptions.
Implementation of the plan is well underway. Since plan adoption, 38 recovery-related programs have launched across the
themes of Health, Equity and Community Resilience, Economic Recovery, Environmental Resilience and Government
Operations. An additional 28 programs were approved through the recent Budgeting for Outcomes (BFO) process and will
launch in 2023.
Although the days of stay-at-home orders and high COVID-case counts are behind us, the impacts of the pandemic are
still being felt, and many in the community are still struggling, especially as supply chain issues, labor shortages and high
inflation persist. The City must continue to be nimble and ensure recovery is focused on addressing what the community
needs most in order to become more resilient. While 2022 was a year defined by recovery, 2023 will be a year focused on
resilience.
How We Got Here:
After nearly a year of plan development, the Fort Collins Resilient Recovery Plan was adopted in March 2022. The plan was
the result of an extensive development process that included robust public engagement.
Four specific recovery themes emerged from public engagement efforts: Health, Equity and Community Resilience,
Economic Recovery and Environmental Resilience. A fifth theme, Government Operations, was also added0F
1. Within
each of these themes, specific outcomes and objectives were identified to guide long-term recovery and build resilience.
Many of these outcomes and objectives are extensions of work the City and community have already begun, while others
represent new and innovative efforts.
Funding from the federal American Rescue Plan Act (ARPA) provided the City with significant resources to support
programming to achieve outcomes and objectives in the Recovery Plan. This programming, along with other federal, state
and local funding and partnership with the community and local partners is critical to fully recover from the pandemic.
1 Additional information about this addition can be found on page 8.
PURPOSE OF THIS REPORT
The purpose of this report is to provide an annual update on the implementation of the Resilient
Recovery Plan and spending of the City’s American Rescue Plan Act (ARPA) dollars.
It is designed specifically for City leadership and the community to better understand how ARPA-
funded programming supports the themes and outcomes laid out in the Resilient Recovery Plan,
and how this work is helping Fort Collins achieve the vision that all Fort Collins residents and
businesses can participate in a resilient, vibrant and inclusive future.
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Item 1.
Page | 5 2022 Recovery Plan Impact Report
Implementation Status:
Implementation of the Recovery Plan is well underway. As of November 2022, all $28.1M of ARPA funding received by the
City has been allocated to dozens of different programs, with large amounts of funding going directly to local businesses
and community partners to support economic and social recovery. This is a significant milestone of plan implementation.
The impacts of the ARPA-funded programs launched in 2021 and 2022 are being felt, with metrics and stories indicating
that these projects are making a difference to those in need. In 2023, many of these projects will continue, along with the
launch of additional projects to achieve recovery outcomes and themes, including environmental resilience.
PANDEMIC STATUS & IMPACTS
The federal government is forecasted to end the COVID-19 Public Health Emergency in May 2023. The pandemic may soon
be considered ended, but its impacts have not.
Many sectors of the economy are still struggling to recover even as revenue rebounds. Inflation, workforce challenges and
supply chain issues persist making it difficult for businesses to keep up with increased expenses. The state of Colorado has
only seen a 6% increase in wages between 2021 and 2022, which has not matched the rate of inflation, causing additional
challenges for individuals and families, especially those who may still be behind on expenses because of pandemic-caused
disruptions.
This is especially true for segments of the community disproportionately impacted by the pandemic. Systemic inequalities
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, and young adults are still very much in place. Within
these segments of the population, inequities related to gender, race and ethnicity continue to be exacerbated.
Mental and physical health impacts from the pandemic also persist, especially for youth. In a recent survey of students in
Larimer County, there has been an increase in the number of students with “poor mental health.” This has been backed up
by evidence from local schools, childcare providers and parents. Young people are still struggling from the impacts of the
pandemic, in ways beyond just learning loss.
It is important to continue to address these impacts and work with the community to better understand what is needed
most to lessen them. It is just as important to incorporate resiliency into this work so that as recovery occurs, there are also
improvements in systems so that they are better able to weather future disruptions.
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Item 1.
Page | 6 2022 Recovery Plan Impact Report
FUNDING
Recovery efforts are supported by a variety of funding sources and partners, both public and private.
The federal American Rescue Plan Act (ARPA), like the Coronavirus Aid, Relief and Economic Security (CARES) Act before
it, provides the City with significant dollars to achieve community priorities around recovery. Along with ARPA funding,
the City has received a variety of other federal and state funds, as have local businesses, nonprofits and community
partners. As implementation of the City’s recovery plan continues, and we continue to move forward from the pandemic,
additional tools must be leveraged and continued collaboration is needed.
American Rescue Plan Act Funds:
The federal American Rescue Plan Act established $1.9 trillion in COVID-19 relief funding, including $350 billion for State
and Local Fiscal Recovery Funds (SLFRF) to aid state and local recovery. A total of $28.1M in ARPA SLFRF has been
allocated to the City of Fort Collins. These funds are flexibly designed so each recipient can meet unique local needs,
including support for the populations and businesses hardest hit by the pandemic.
As of November 2022, all SLFRF funding received has been allocated by City Council in four separate tranches:
• $4.2M: Ordinance No. 079, 2021: Shorter-term projects to address immediate needs for response and recovery
• $4.0M: Allocated in the 2022 Adopted Budget
• $4.1M: Ordinance No. 062, 2022: Mid-Cycle Appropriation to address emerging recovery needs
• $15.8M: Allocated in the 2023-2024 Adopted Budget
Funding is spread across the recovery theme areas of Health, Equity and Community Resilience, Economic Recovery,
Environmental Resilience and Government Operations.
ARPA Allocation to Date: Across Recovery Theme Areas*
*A specific Government Operations category was
added to capture administrative costs, critical
infrastructure improvements and workforce
solutions needs for the City to implement recovery-
related programming. This category also includes the
$2.5M for matching funds to support regional
community-focused projects, which will be
reclassified as they are assigned to specific projects.
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Item 1.
Page | 7 2022 Recovery Plan Impact Report
Additional Funding Supporting Recovery:
Beyond ARPA SLFRF dollars, other federal, state and local grants received by the City are being used to support recovery
work along with other City priorities. Below is a summary of grants received by the City in 2022 that relate to outcomes in
the Resilient Recovery Plan.*
Grant Name Awarding Agency Department
Awarded
Budgeted
Amount
Air Quality Monitoring Environmental Protection Agency
(EPA)
Environmental Services $499K
Carnegie Center Grant Fort Collins Downtown Development
Authority (DDA)
Cultural Services $214K
Charge Ahead Colorado Grant
Program (EV Charging Stations)
Colorado Energy Office Operation Services $54K
Child Care Operations
Stabilization Grant
Colorado Office of Early Childhood
(Child Care Stimulus Grants program)
Recreation, Cultural
Services
$114K
Community Revitalization Grant Colorado Creative Industries Cultural Services $2.4M
HOME Investment Partnership
Program – ARPA
US Department of Housing and Urban
Development
Social Sustainability $2.6M
Innovative Housing Strategies
Program
Colorado Department of Local Affairs
(DOLA)
Affordable Housing $2.2M
Local Air Monitoring Environmental Protection Agency
(EPA)
Environmental Services $108K
Mobile Home Park Backflow
Preventer
Larimer County Community Development
& Neighborhood Services
$132K
Pools Special Initiative Funding Colorado Department of Local Affairs
(DOLA)
Recreation $12.5K
Transportation Demand
Management Seed Funding
Grant
Colorado Department of Transportation
(CDOT)
FC Moves $101K
Victim Assistance and Law
Enforcement
(V.A.L.E.) Grant Program
CO Division of Criminal Justice
Police Services $49K
Victims of Crime Act (VOCA)
Program
Department of Justice
Police Services $22K
WaterSMART SWEP Colorado Water Conversation Board Utilities $160K
Workforce Innovation Grant Larimer County Gardens on Spring Creek,
Volunteer Services,
Neighborhood Services
$150K
Workforce Sustainability Grant CDHS, CO Office of Early Childhood Recreation, Cultural
Services
$28K
TOTAL: $8.6M
*Annual CDBG and Home formula grants and grant funds received prior to 2022 are not included in this chart. However,
those grants are also be used to support recovery-related efforts.
As recovery work continues over the next several years, the City is committed to continuing to pursue additional funding
opportunities that support not only outcomes laid out in the Recovery Plan, but also priorities laid out in other key City
plans such as the Housing Strategic Plan and Our Climate Future Plan.
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Item 1.
Page | 8 2022 Recovery Plan Impact Report
PROJECTS ACROSS RECOVERY THEMES
The following section includes a summary of all recovery-related projects active in 2022. Each project is listed by Recovery
Theme and includes the program name, managing Service Area, project status, budget and a brief summary, along with
key outcomes and impacts. ARPA-funded programs approved in the 2023-2024 Adopted Budget have not yet launched,
and are listed in Appendix A. These projects will be included in future versions of this report.
Addition of Government Operations: After additional discussion with project managers and leadership,
along with analysis of how other ARPA-recipient communities are categorizing projects, the Recovery Executive Team
approved the addition of a fifth “theme” for categorizing recovery programs – Government Operations. This new category
better captures administrative costs, technology improvements and critical infrastructure upgrades needed for the City
Organization to implement recovery-related work. Programs previously categorized as “other” have been moved to this
category, as well as several previously housed under the theme of Economic Recovery.
Health
When asked about COVID-19 recovery, community members consistently indicated that physical and mental well-being
are priorities that were deeply impacted by the pandemic. By ensuring residents’ overall health is valued and supported,
our community will be more resilient.
Health Outcomes:
• 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 are valued as necessary and prevention-based.
Outcome 1a: Support clear and effective communication of public health orders.
Outcome 1a includes the objectives of sharing clear, consistent public health guidance and ensuring access and availability
of personal protective equipment (PPE) as well as COVID-19 tests.
PFA TecGen PPE Gear Poudre Fire Authority (PFA) In Progress $150,000
TecGen51 gear is reusable PPE (Personal Protective Equipment) that protects firefighters from exposure to bodily fluids,
chemicals, COVID-19 variants, and other illnesses. This gear is more durable than the plastic gowns used on COVID-19
related calls in 2020 and 2021. It allows first responders to do their job more safely while on emergency calls. Funding this
upgraded gear with ARPA dollars meant first responders were equipped with better gear faster.
Key Metrics: All firefighters (approx. 200) have been outfitted with TecGen gear (gear is now being purchased for
volunteer firefighters)
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Item 1.
Health
Page | 9 2022 Recovery Plan Impact Report
Outcome 1b: Enhance efforts to ensure basic needs are met in the community.
Outcome 1b includes the objectives of supporting nonprofits and networks that provide essential needs to vulnerable
residents, increasing access to multiple modes of transportation so community members can access basic needs and
improving air quality for all.
This is an area that the City also supports through a variety of other programs. Annually, the City provides grants to
numerous nonprofits and local partners who connect those in need with crucial resources (food, housing, medical services,
transportation, etc.). Air quality is also a high priority for the City, along with increasing connectivity and multimodal
transportation.
Social Services Recovery Sustainability Services In Progress $150,000
This program provides grant funding to nonprofits and other local partners who support those most in need. The City has
long provided grant funding to local nonprofits and community partners who serve vulnerable community members,
however this additional funding increases capacity for social services programs throughout Fort Collins. These
organizations have the expertise and experience to best serve vulnerable community members.
In 2022, 10 organizations were awarded funding though the Social Services Recovery Program. These organizations serve
a wide variety of community members, including seniors and individuals living with disabilities.
Program Highlights:
• 1,875+ subsidized meals provided to Meals on Wheels clients
• 23,000 lbs. of fresh produce acquired for distribution at the Food Bank’s mobile food pantry at Poudre High
School
• SAINT provided 12,255 rides to 289 Fort Collins residents
• 139 seniors received support through A Little Help’s Older Adult Services program
• 99 home safety projects completed through the Volunteers of American Handyman Program to better support
the safety and independence of older adults
Key Metrics:
• 5,481 individuals served
Outcome 1c: Mental and physical health are valued as necessary and prevention-
based.
Outcome 1c includes objectives focused on expanding access and affordability of mental and behavioral health services,
along with enriching cultural experiences.
“The Volunteers made it possible for my husband to remain at home.”
– Client served by Volunteers of America Handyman Program
Page 14
Item 1.
Health
Page | 10 2022 Recovery Plan Impact Report
Mental Health Response Team Police Services In Progress* $660,429+
The City’s Mental Health Response Team (MHRT)
is an innovative co-response team consisting of
Fort Collins police officers and UCHealth clinicians.
The team works together to provide critical care
to those experiencing mental and/or behavioral
health issues before, during and after 911 crisis
calls. ARPA funds were used to accelerate the
build-out of this team, covering costs of needed
startup equipment along with community
outreach and engagement.
Mental and behavioral health has been deeply impacted by the pandemic, exacerbating pre-existing gaps and stretching
limited resources. By accelerating the buildout of this team with ARPA funds, MHRT is better able to help more community
members in need of critical assistance for mental and/or behavioral health challenges. They also help those in crisis move
toward a path of recovery.
*After ARPA funds for this program are exhausted, the team will continue through funding from General Funds.
+This amount is lower than originally allocated. The MHRT program was able to meet its programmatic needs at a lower
cost than originally anticipated.
“The team we have assembled is so dedicated to meeting the mental health needs in our
community. I can’t express how impressed I am with how they continually strive to improve the
lives of those they come in contact with.”
– Sgt. Andrew Leslie, MHRT Supervisor
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Item 1.
Health
Page | 11 2022 Recovery Plan Impact Report
Key Milestones and Metrics:
• Team coverage 7 days / week
• Responded to 2,700+ calls for service
o 41% increase in call volume from 2021
o 4x the call volume compared to 2018, when the
first co-responder position was hired at the City
• The primary goal of the team is redirecting individuals
from being ticketed, arrested or transported to the
emergency department unnecessarily (also known as
diversion).
• In 2022:
o 1012+ of total community members contacted
by the team were not at risk of a ticket,
transport to jail or transport to the emergency department
o 54 contacts were diverted from a ticket, arrest or transport to the emergency department
o 97 contacts could not be diverted and officers did have to enforce a warrant, write a ticket or required
transport to the emergency department
• 70+ trainings provided and community events attended
• The first police department in Colorado to launch and use the Vitals App and the first co-responder program in
the nation to do so.
Additional Information: Fcgov.com/police/mental-health
STORIES OF RESILIENCE:
“One person’s kindness can
change the world.”
Listen to how MHRT has impacted those it
has interacted with, including Dallas’ story
of working through trauma and addiction to
find recovery at
fcgov.com/police/mentalhealth
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Item 1.
Health
Page | 12 2022 Recovery Plan Impact Report
Mental Health, Addiction & Teen Municipal Court In Progress $75,000
Diversion Services
The pandemic has exacerbated mental and behavioral health issues,
stretching already under-resourced programs and resources. Additionally, the
pandemic highlighted gaps in available resources and the lack of pathways to
access resources for specific populations such as youth, BIPOC (Black,
Indigenous, People of Color), LGBTQIA+ and first responders. This program
supports the creation of teen diversion programs and competency
evaluations involving defendants with mental illness and/or substance use
disorders in the City’s Municipal Court.
Competency Evaluation: Funding covers the costs of competency evaluations for Municipal Court clients. To date nearly
two dozen evaluations have been performed, in some cases leading to charge dismissal.
Restorative Traffic Circle: Teens and young adults (aged 21 and under) who have serious traffic infractions and
misdemeanors can deal with their charges in a more meaningful way through the Restorative Traffic Circle program.
Participants work with court staff, first responders, family members and community members to learn about the impact of
unsafe driving and are encouraged to be mindful of safer driving behaviors. If they successfully complete the program,
their original charge(s) are dismissed.
In 2022, four Restorative Traffic Circle meetings were held, with 40+ participants, aged 15 to 21. To date, 31 participants
have successfully completed the program.
Key Metrics:
• 40+ teens and young adults diverted to Restorative Traffic Circle program
• 31 participants completed the Restorative Traffic Circle program to date
• 10 competency evaluations completed, 29 charges dismissed
“I have been a way safer driver, slowing down, leaving space for others.”
– Restorative Traffic Circle Participant
“I liked that my daughter was given a second chance and I feel we both learned a lot
from the class on how to be a safer driver.”
– Parent of a Restorative Traffic Circle Participant
Page 17
Item 1.
Health
Page | 13 2022 Recovery Plan Impact Report
Cultural Services Access Fund Community Services In Progress $185,000
for Low-Income Residents
Enriching cultural experiences have an important tie to mental well-being. Through public engagement during Recovery
Plan development, community members expressed that access to cultural venues and events was important to healing,
making connections with others and building a more vibrant community. Reducing barriers to accessing these cultural
services helps ensure that all members of the community can experience these benefits.
The Cultural Services Access Fund provides households with access to enriching cultural experiences across Fort Collins,
including the Lincoln Center, Museum of Discovery and Gardens on Spring Creek. This program is typically funded by
nonprofits and other City funding. In 2022, an additional $185,000 in ARPA funds were allocated to the program to
increase the number of income-qualified community members able to access cultural services facilities and programming.
The ARPA funds also paid for the creation of translated signage at facilities so they can be more inclusive and welcoming
to Spanish-speaking visitors.
In 2022, a total of 33,741 community members participated in events and programming at the Lincoln Center, Museum of
Discovery and Gardens on Spring Creek through the Cultural Services Access Fund. ARPA funding directly supported
3,800 income-qualified community members, which was used to provide memberships, free or reduced admissions, free
special event admissions, education program scholarships and free and reduced rental space. In 2023, staff expects to
provide cultural services access to even more community members with the ARPA funds.
Key Metrics:
• 33,741 community members benefited from the access program in 2022.
o 3,800 of these were income-qualified and their access was funded by ARPA dollars
• Fort Collins Museum of Discovery supported 5 no cost field trips for Poudre School District Title 1 Schools
“THANK YOU for collaborating with us on an engaging and fun event for our families to
enjoy! Mentors shared that some children REALLY did not want to leave! AND that families told
them they were excited to go back and explore. Looking forward to more events we create
together in the future.”
– Poudre School District Early Head Start Program
Page 18
Item 1.
Health
Page | 14 2022 Recovery Plan Impact Report
Reduced Fee Scholarship Funding Increase Community Services Complete $100,000
The Reduced Fee Scholarship Program gives low-income,
vulnerable and underserved community members access to
recreation facilities, recreation programs and childcare services.
This program lowers barriers and expands opportunities for all
members of the Fort Collins community to participate in recreation
programing and benefit from the positive mental and physical
impacts it has on health. Demand for this program far exceeds
funding annually, so this increased financial support is crucial for
serving additional community members.
In 2022, there were more than 7,800 enrollments* in the
program, with 1,703 households approved for reduced
recreation fees. Childcare, youth sports, swim lessons, adult
fitness, creative arts and adaptive recreation were the most
accessed activities.
Community members enrolled in this program have
expressed that assistance is extremely valuable, allowing
themselves and their families access to enriching recreation
opportunities. In a survey of reduced fee participants, a
majority of respondents indicated that the value of the
program met expectations.
Key Metrics:
• 1,703 households approved for reduced recreation fees
• 7,800 total program enrollments*
• 88% of survey respondents indicated that the value of the program met expectations
*This number includes enrollments subsidized by ARPA dollars, state grants and reduced fee scholarships from Recreation.
In 2021, when no ARPA funding was used to support the program, there were 5,680 enrollments.
Additional Information: FCGov.com/recreation/reducedfeeprogram
“The way the program works really
gives dignity to those in need- it
doesn’t make us feel less than and
gives us access to amazing
opportunities. I am so grateful!”
– Reduced Fee Scholarship Recipient
“The program made a huge impact in
my cancer recovery. I visit the Foothills
Rec Center and the staff are
supportive.”
– Reduced Fee Scholarship Recipient
Page 19
Item 1.
Equity & Community Resilience
Page | 15 2022 Recovery Plan Impact Report
Equity & Community Resilience
Equity and Community Resilience focuses on creating a more connected, vibrant and inclusive community for all. It
includes taking a community-led approach to recovery, focusing on fostering a sense of belonging and taking action to
ensure all who live here can thrive.
Equity & Community Outcomes:
• 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.
Outcome 2a: Foster a sense of belonging and community trust.
Objectives for Outcome 2a include fostering a culture of belonging, supporting neighborhood-driven resilience, promoting
diverse cultural artists and organizations, and codesigning multicultural activities with the community. These are efforts
the community expressed are needed during the creation of the Recovery Plan. By fostering a sense of belonging in Fort
Collins and enhancing community trust, we are better able to heal and build strength.
Cultural Services Community Programs Manager Community Services In Progress $169,575
& Program Support
This program focuses on integrating arts and cultural experiences throughout the community to foster a sense of diversity,
connection and belonging. It also supports the local creative sector by engaging artists from varied social, socio-economic,
and ethnic identities and communities. To date, programming has occurred within three distinct categories:
• Co-creation: Working alongside community members and community groups to co-create initiatives that meet
the goals and objectives of all parties involved. Example: Our Animal Body, a collaborative community poetry
project led by a community-based artist team.
• Pop-up performances: Hiring artists to perform in public spaces (parks, trails, etc.) with little or no advanced
promotion. Example: Acoustics in the Park pop-up series.
• Plugging in: Hiring artists to support events planned by nonprofits and other community groups where their
presence can enhance the experience. Example: Hiring live musicians to perform at CARE Housing resident
events.
Page 20
Item 1.
Equity & Community Resilience
Page | 16 2022 Recovery Plan Impact Report
These efforts help foster a sense of belonging in our community, especially for historically underserved groups, many of
whom have been disproportionally impacted by the pandemic. Community members have said that these efforts are
important not only for creating a culture of belonging and inclusivity, but also for supporting healing and reconnecting
after the isolation and missed opportunities experienced during the pandemic. There is also evidence that participation in
the arts has mental and physical health benefits. Although difficult to measure, these impacts are extremely important for
the overall health of our community.
Program Highlight:
The City has partnered with the Boys and Girls Club of Larimer County to bring local artists into clubs and engage students
in art-centered activities. Launched in late 2022, this partnership is already getting great reviews, connecting youth to art
of all types and fostering an appreciation for creativity.
Key Metrics:
• An estimated 1,900+ community members attended 85+ hours of programming
• 35+ events held
“While students might get nervous to engage in dancing, singing or event painting at first, it’s clear our partnership
with Boys and Girls Club of Larimer County is having an impact. For example, while painting stones for a
collaborative visual arts piece, (which will be gifted back to Boys and Girls Club), one student leaned back in their
chair, raised their arms and exclaimed, “I am an artist!”
Examples like this reinforce the importance of quality opportunities for underserved communities to experience
and possibly develop deeper interest in the arts, not to mention the opportunity to connect with local artists who
teach, guide and encourage exploration in diverse artistic disciplines.”
– Nick Heimann, Cultural Services Community Program Manager
Page 21
Item 1.
Equity & Community Resilience
Page | 17 2022 Recovery Plan Impact Report
Special Events Recovery Grant Executive Services In Progress $125,000
This program provides grants to organizations hosting local events to help cover security and safety costs.
Many events continue to struggle to return after cancelations in 2020 and 2021. Events often rely on funding generated
from a previous year’s event to fund subsequent years, and this model was disrupted by the pandemic. While many
events were able to return to the community in 2022, others did not yet feel comfortable returning due to fears about
potential COVID-caused cancelations or were unable to return due to lost revenue and increased costs.
Covering costs of required safety and security measures through this grant makes it easier for events to be held. Events –
be it a marathon, music festival, craft fair, or Earth Day celebration – are a vital part of the culture of Fort Collins, helping
create a more vibrant community.
Key Metrics:
• Grants were awarded to more than a dozen different events
• Total attendance at these events exceeded 43,300
Native American Community Relations Specialist Executive Services In Progress $313,217
This position works directly with the Fort Collins Native American community and local Native-serving nonprofits to build
relationships, conduct community engagement and support community-led initiatives.
The Native community has been disproportionally impacted by the pandemic and has historically been underserved by
the City. There is a need to build strong and trusting relationships with the Native community to address urgent needs and
challenges arising from the pandemic as well as to address issues that have long impacted the local Indigenous
community.
Key Milestones: Position filled in late 2022.
Diversity, Equity and Inclusion Professional Services Executive Services Complete $25,000
Funding to support the establishment and expansion of an Equity and Inclusion Office in the City, which coordinates
equity and inclusion efforts and strengthens relationships with vulnerable populations and community partners. This
funding amplifies the ability of the Equity and Inclusion Office to conduct crucial work related not just to recovery but also
the diversity, equity and inclusion goals of the City and community.
In 2022, the Office partnered with dozens of community partners to host a variety of local events. These efforts are
essential to demonstrating and advancing the City’s commitment to equity for all and creating an environment that fosters
a culture of belonging. Support was offered to match the needs of each event, including interpretation and translation
services as well as facilities and food for residents to gather, learn and connect.
Page 22
Item 1.
Equity & Community Resilience
Page | 18 2022 Recovery Plan Impact Report
Some events are not new, but how the City is now demonstrating support and collaboration feels different to the
community. These initiatives have increased trust between community groups, agencies, and local government.
Examples of events and gatherings supported by this funding include the Northern Colorado Intertribal Powwow, Pride
Proclamation and Reception, Equity Indicators Community Forums, Latinx Resource Fair, and Equity and Bias Trainings.
Key Metrics:
• Funding supported 14+ community-led events locally
• Nearly 5,500 children and adults of diverse identities benefited from program dollars
Additional Information about the Equity and Inclusion Office: FCGov.com/Equity
Language Access Services for Council Meetings Executive Services In Progress $34,560
and High Priority Civic Engagement Events
This program provides funding for Spanish interpretation at City Council meetings and high-priority civic engagement
events. Reducing barriers to accessing City meetings and events is important to fostering a sense of belonging and
creating a more equitable community. It also helps build trust between the community and the City. These efforts not only
relate to recovery work, but also to City priorities around diversity, equity and inclusion.
In the first part of 2022, funding was used to provide Spanish interpretation at all regular Council Meetings. However,
during that time, there were never more than two or three community members using interpretation services at meetings.
Staff determined that these funds could instead be pivoted to other work while additional conversations are held with the
Spanish speaking community to better understand their needs around civic engagement.
Funds were pivoted to cover costs for interpretation at other high-priority civic engagement events, which ensured
Spanish-speaking community members received crucial information about services and resources.
Highlight: City collaborated with the Housing Team and Elevation Community Land Trust to hold a session about how to
seek homeownership for low-income households. This event was attended by mostly Spanish speaking community
members who, without interpretation services, would not have been able to participate in the session.
Key Milestones: Interpretation provided at 20+ community events
Page 23
Item 1.
Equity & Community Resilience
Page | 19 2022 Recovery Plan Impact Report
Expanded Community Information and Employee Services Not Started $55,000
Outreach and Engagement
Funding to expand, systematize and enhance engagement with diverse groups, including those who have been historically
underserved and most impacted by the pandemic.
These efforts not only support the recovery outcome of fostering a sense of belonging and trust within the community
(specifically between the City and the public) but also helps those who have been historically left out of decision-making
have their voice heard. Launch for this program has been delayed due to staffing transitions, but will begin in 2023.
Neighborhood Planning, Development & Transportation In Progress $40,000
Resilience Projects
Funds for this project support the popular Adopt a Neighbor volunteer program, allowing community members to easily
connect with those who need support. It also increases connection and placemaking in neighborhoods through Asphalt
Art Projects.
Adopt a Neighbor: Funding was used to update software for the City’s volunteer site (Engage)
to establish a “bulletin board” matching system. This system is more efficient than the previous
manual staff matching process.
Overall, the time to match volunteers has significantly decreased since this upgrade – allowing
residents in need to get connected more quickly to volunteers willing to serve. As the bulletin
board continues to be used, and more outreach is done about the updated system, staff expect
to have additional information about the impact of the bulletin board on volunteerism in the
community.
Learn More: fcgov.com/neighborhoodservices/adopt
Asphalt Art: Asphalt Art is an outdoor, community-led project that fosters connection between residents and enhances
the unique character of neighborhoods – building a stronger sense of place and community.
Volunteer Story:
An Adopt A Neighbor volunteer dropping off groceries had not heard from the community member she was helping out
by the usual time, so she stopped by the house and found that the neighbor had fallen and could not reach the phone to
call for help. The volunteer called for emergency services, stayed with the community member until paramedics arrived,
and visited them in the hospital every day until they returned home. When they returned home, they had their favorite
grocery items waiting for them and a meal train to support them while recovering.
Page 24
Item 1.
Equity & Community Resilience
Page | 20 2022 Recovery Plan Impact Report
There is a wealth of evidence that neighborhoods with a stronger
sense of connection and belonging are more resilient, especially in
times of crisis. By enhancing programming that allows neighbors
to support each other through volunteerism, the City is
strengthening support networks communitywide. There is a strong
appetite from community members for ways to connect safely and
reengage with neighbors. Pilot projects of Asphalt Art in the City
brought a sense of neighborhood pride and allowed neighbors to
reconnect after isolation during the pandemic.
In 2022, ARPA dollars supported maintenance at three existing
installations, with more than 100 community members showing up
to support the work. In 2023, funding will be used to support two
to three new projects in vulnerable neighborhoods.
Learn More: fcgov.com/bicycling/asphaltart
Outcome 2b: Accelerate the City’s Housing Strategic Plan’s vision that “everyone
has healthy, stable housing they can afford.”
Outcome 2b includes the objectives of preserving existing affordable housing, while increasing housing stability and
overall housing supply, affordability and diversity. Housing stability and affordability are a high priority within the City, and
this outcome builds upon housing goals laid out in the City’s Housing Strategic Plan, City Plan and Our Climate Future Plan.
Eviction Legal Fund Planning Development & Transportation In Progress $240,000
Eviction and risk of eviction are still high even as other pandemic impacts subside. Local BIPOC community members,
Spanish-speaking residents, people with disabilities and low-income households are disproportionally impacted as they
experience higher rental costs, lower income levels and higher rates of poverty. This program is contributing to housing
stability for local individuals and families.
This program provides eviction prevention education and support, with funds going to local community partners who
specialize in this work. Specific services provided through this program include:
• Eviction Legal Clinics
• “Know Your Rights” Training
• Direct Client Representation
• Inclusive Educational Outreach
In 2022, this program kept more than 300 families housed. Hundreds of community members are participating in
programming each quarter, and hundreds more are indirectly benefiting from the services and self-help resources offered.
More than 30 local landlords also signed proactive mediation agreements as a part of this program, agreeing to take their
eviction cases to mediation programs before filing eviction cases in court. Trainings and events through the Eviction Legal
Fund program have also been an important bridge to connect vulnerable community members with other resources.
Key Metrics:
• 57 landlords directly served in 2022
• 539 renters directly served in 2022
• 30+ landlords signed proactive mediation agreements for eviction issues
Page 25
Item 1.
Equity & Community Resilience
Page | 21 2022 Recovery Plan Impact Report
Affordable Housing Fee Credit Fund Sustainability Services In Progress $350,000
This program provides subsidies to developers building
affordable housing projects within the community, increasing the
amount of affordable housing available. It ties not only to the
Recovery objective of increasing the supply of local affordable
housing, but also to a number of Housing Strategic Plan
priorities.
In 2022, affordable housing fee credits were provided to 12
apartments at two different local communities currently under
construction. These apartments will be priced to households
earning no more than 30% area median income.
Additional Program Information: FCGov.com/socialsustainability/developmentincentives
Heartside Hill Sustainability Services In Progress $1,100,000
Funding for the development of the Heartside Hill project. This development is being funded in partnership with local,
regional and state partners. If approved through the development review process, the project will create 71 new units of
affordable rental housing in Fort Collins.
This project demonstrates the City’s commitment to the local match required for the childcare facility portion of the
development (funded through a grant from the Colorado Department of Local Affairs (DOLA)). It also provided evidence
of local support needed to move forward with the application for Low-Income Housing Tax Credits in 2022. Funding this
project with ARPA funds frees up additional City funding to support other local affordable housing initiatives. Allowing
more housing projects to move forward in a timely manner will support the recovery outcomes related to housing stability
and the City’s overall affordable housing goals.
Outcome 2c: Expand and leverage existing partnerships to quickly connect people
experiencing homelessness (PEH) to resources and services.
Outcome 2c includes the objectives of expanding funding to community organizations that serve PEH, accelerating plans
for a 24/7 shelter and supporting regional solutions related to housing and support of PEH. Similar to Outcome 2b, this
outcome builds upon goals laid out in the City’s Housing Strategic Plan and City Plan.
Page 26
Item 1.
Equity & Community Resilience
Page | 22 2022 Recovery Plan Impact Report
Homelessness Services* Sustainability Services In Progress $1,192,000 Total
The City has used ARPA dollars to fund a variety of different programming related to homelessness in Fort Collins. This
additional funding helped prevent homelessness in Fort Collins from increasing during the pandemic, in contrast to many
communities across the nation.
The majority of this funding was granted to nonprofits and community partners who provide services and programming
directly to people experiencing homelessness. The strategies being funded are proven to reduce the likelihood of
prolonged or chronic homelessness and connected those in need to resources and support. Specific initiatives funded in
2022 include:
• Expansion of Outreach Fort Collins to include street outreach coverage of midtown.
• Increased Case Management to connect individuals with crucial resources and services, including housing.
• 24/7 Sheltering: Access to 24/7 shelter provides better outcomes for people experiencing homelessness
because of increased stability due to daytime shelter access.
• Expanded Seasonal Overflow Shelter to support more individuals during extreme winter weather.
• Rapid Rehousing Programming: Short-term rental assistance and services so people can obtain housing quickly
and increase self-sufficiency.
• Murphy Center: Funding to support expanded hours and general operations to increase access to services.
Key Metrics:
• 1,137 individuals served in shelters
• 46 additional individuals participated in case management
• 378 additional individuals participated in navigation sessions
• 119 clients moved into housing after accessing case management and resource navigation
• 35 families, and 10 individuals housed through Rapid Rehousing
*NOTE: Homelessness initiatives have been funded through three individual programs – 24/7 Shelter, Homelessness
Initiatives and Support Services, and Rapid Rehousing.
Page 27
Item 1.
Equity & Community Resilience
Page | 23 2022 Recovery Plan Impact Report
Utilities Pandemic Assistance Utilities In Progress $460,000
This program provides direct financial assistance to Fort Collins Utilities customers struggling to pay bills due to the
pandemic. Although the pandemic itself has subsided, many community members still struggle with utility bills, and it can
be extremely difficult to catch up once behind.
After receiving financial assistance from the program, 94.9% of all utility accounts (residential, commercial and property
management) became current, lessening the potential for utility shut-offs. The City has received dozens of thank yous
from customers who received assistance, with the majority of those benefiting from the program being renters with an
annual income of less than $50,000.
The program has also reduced the City’s overall utility debt. The chart below demonstrates the impact the Direct Payment
Assistance Program had on the City’s Overall Utility Past-due Balance. Since the program began in November 2021, the
balance has reduced significantly.
Key Milestones: More than 1,300 residential and commercial customers provided assistance
Additional Information: FCGov.com/utilities/covid-assistance
“My wife and myself tested positive twice in the past 3 months with COVID, as well as all five
of my children testing positive for it at various times. This impacted my ability to be at work regularly
as well as depleted my paid time off, causing me to have to take unpaid days to care for my wife and
children while sick. This in turn caused the inability to afford to keep our bills current and still put food
on the table.”
– Utilities Pandemic Assistance Recipient
Page 28
Item 1.
Economic Recovery
Page | 24 2022 Recovery Plan Impact Report
Economic Recovery
Economic impacts from the pandemic on businesses, employers and employees are still being felt throughout the
community. In order to have a robust economic recovery, and create more economic resilience, both individuals and
businesses must be supported.
Economic Outcomes:
• 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.
Economic Strategic Plan Sustainability Services In Progress $100,000
Funds to develop an updated strategic plan for the Economic Health Office (EHO) to lay out a roadmap for long-term
economic recovery efforts. The current Economic Strategic Plan does not reflect changing priorities and business needs
from the pandemic. Having an updated plan means EHO will be better positioned to support businesses and the local
economy during recovery and beyond. The Economic Health Strategic Plan will also include a focus on circular economy.
Circular economy is about rethinking products and processes to eliminate and reduce waste, while effectively using
natural resources to increase supply chain resilience, create sustainable employment opportunities and ensure the
resilience of our natural and built environment. Staff is working closely with the selected consultant to develop strategic
recommendations and an implementation plan that will support the local economy and community.
Key Milestone: The consultant has conducted stakeholder engagement, asset mapping, benchmarking research, and
cluster verification. Currently working to incorporate discovered data into a comprehensive strategic plan.
Page 29
Item 1.
Economic Recovery
Page | 25 2022 Recovery Plan Impact Report
Outcome 3a: Small businesses, creatives and nonprofits have the resources they
need to thrive.
Outcome 3a includes objectives to enhance support services and tools to enable businesses to conduct business and
weather pandemic impacts.
Expanded Technical Planning, Development and Transportation In Progress $111,258
Assistance for
Small Businesses
This program provides enhanced and expanded technical assistance to businesses and individuals navigating the
development review process with the City. Businesses, especially smaller businesses with limited resources and those
unfamiliar with the Building and Development Review process, require additional support to navigate the review process,
especially if changes or adjustments are required. This program helps businesses better position themselves to
successfully navigate the Development Review process by getting the support they need for project management, site
planning, surveying and design.
2022 was a pilot year for the program, and fewer businesses than expected received grants, mainly because fewer small
businesses went through the Building and Development Review process than anticipated. However, the businesses that
did receive funding, all with fewer than 20 employees, indicated that the grant was extremely impactful. The grants
allowed them to lessen the financial barrier typically faced by businesses going through the review process, allowing them
to efficiently get expansion plans approved.
Key Metrics: 3 grants awarded, one for development review, one for a minor amendment and one for a building
application.
Additional Program Information: FCGov.com/developmentreview/technical-assistance-program
For Fort Collins Sustainability Services In Progress $190,000
The For Fort Collins campaign and website provide support to businesses impacted by the
pandemic, connecting them to resources and promoting “shop local” messaging to encourage
community members to support local businesses.
Businesses continue to face immense challenges, including increasing expenses, supply chain
issues and workforce challenges. For Fort Collins provides support to local businesses through
mentorship, marketing and connection to resources. It also serves an important platform to
amplify business stories and send the message of how important it is to support local businesses
as they work to stabilize and recover. Stories have been shared on the For Fort Collins website from businesses that have
not traditionally been spotlighted, which has been critical for helping them feel seen and connected to the City
Organization.
Key Metrics:
• Nearly 13,000 total website visits in 2022
• Nearly 6,000 new webpage visitors
• 18 business stories featured on the site in 2022
More Information: ForFortCollins.com
Page 30
Item 1.
Economic Recovery
Page | 26 2022 Recovery Plan Impact Report
Multicultural Business Sustainability Services In Progress $400,000
and Entrepreneur Center (MBEC)
The Multicultural Business and Entrepreneur Center (MBEC) provides support,
training and resources for local businesses and entrepreneurs of all sizes, with a
specific focus on providing support for historically underserved community
members.
Launched in 2022, MBEC is a free, bilingual center that provides businesses and
entrepreneurs easy access to business service providers, resources, mentorship
and specialty training. It is a source of critical resources for small businesses,
including many new and minority owned businesses. Since its launch, the Center has held 175+ appointments with more
than 100 different individuals.
Along with connecting many businesses with training and resources, MBEC provides support for businesses looking to
apply for grants, helping them improve their applications to apply for competitive funding. Twenty-one businesses who
were initially declined grant funding from the City’s first round of Small Business Recovery Grants received funding in
round two after working with the MBEC to become eligible (for example, obtaining a Business License) and improve their
applications.
Now that the center is fully staffed, capacity for appointments has increased, and staff expect to support even more
businesses in 2023.
Key Metrics:
• 175+ appointments held with more than 100 different businesses
• 27 new businesses established with support from MBEC
Additional Program Information: FCGov.com/business/mbec
Page 31
Item 1.
Economic Recovery
Page | 27 2022 Recovery Plan Impact Report
Small Business Grants Sustainability Services In Progress $1,060,000
Businesses continue to face immense challenges from the pandemic. Many small businesses still struggle to stabilize due
to increased costs to attract customers, supply chain issues and workforce challenges. By providing grant support to small
businesses, they can make adjustments to their practices to stay open, financially recover and build resilience.
The Economic Health Office deployed two rounds of grant funding in 2022. More than 200 businesses applied and 161
small businesses were awarded grants to support stabilization, workforce and talent acquisition and technical assistance.
Grants were awarded to a wide variety of businesses including food service, health and wellness, retail, artists and
manufacturing.
Specific uses for the grants include:
• Hiring experts to increase businesses’ web presence and digital marketing abilities
• Purchasing specialized manufacturing tools and training to produce products locally and avoid supply chain
issues.
• Relaunching a mentorship program to increase female representation in the clean energy sector by matching
women with workplace opportunities.
Within the coming months, additional information will be gathered from grantees to better understand the impacts of
these grants and how they supported local business recovery and resilience.
Key Metrics:
• 161 small businesses provided a total of $828,000 in grant funding
Capital Project Business Liaison* Sustainability Services In Progress $275,000
As businesses continue to experience economic
disruption, construction projects at their location
are especially impactful on sales and success.
The Capital Project Business Liaison provides
support to businesses affected by City
construction projects, ensuring they have the
information, resources and support they need
throughout the project. Creating this position
and funding support for impacted businesses
allows them to sustain themselves during
disruptions and build long-term resilience.
Since being filled in mid-2022, this position has
been actively engaging with businesses across
“I am beyond excited! Thanks to this grant I was able to purchase the equipment I’ve been
dreaming about!”
– Small Business Grant Recipient
Page 32
Item 1.
Economic Recovery
Page | 28 2022 Recovery Plan Impact Report
the community, including businesses near the newly renovated Linden Street. The position is also overseeing a Capital
Project Assistance Grant Program. Many City of Fort Collins capital construction projects saw major supply chain issues
and delays due to the pandemic, creating additional challenges for businesses located in construction areas. To support
these impacted businesses, the Economic Health Office is providing one-time payments to businesses located in impacted
zones. More than a dozen grants have already been awarded, with funds being sent out in early 2023.
Key Metrics: In 2022, 17+ grants awarded to businesses impacted by construction, totaling more than $34,000. Funds are
currently being disbursed. In 2023, another 29+ grants totaling $58,000 will be awarded.
*This position was approved as a classified exception position prior to being funded with ARPA dollars. ARPA funded this
position in 2022; in 2023 the position’s funding will be converted to General Fund.
Outcome 3b: Safe and stable employment, current and future.
Outcome 3b has a variety of objectives, focused on both individuals and employers. These objectives include:
• Support partnerships that develop the workforce businesses need.
• Bring in trainings available regionally but not locally 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.
• Support the ability of businesses and nonprofits 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.).
Learning Loss Mitigation Sustainability Services In Progress $400,000
Students of all ages experienced learning loss and developmental setbacks due to the pandemic and it will take a long
time for these setbacks to be fully understood and addressed. However there are many local programs working to address
these setbacks and support students’ ability to make up for losses and thrive. To support this critical effort, the City funded
the Learning Loss Mitigation Grant program, which provides grant funds to local partners working in this space. In 2022,
eight different organizations received grant funding.
Program Highlights:
• Establishment of a Learning Hub program in local high schools, which provides tutoring and case management
to struggling students
o Students selected for the Learning Hub program showed progress in attendance, class completion and
course recovery
• 31 additional youths served through the Center for Family Outreach
• 91% of youth who participated in ChildSafe’s Child Abuse Treatment Program for K-12 students saw a reduction
in trauma symptoms
• 16 additional students accessed reading and speech-language therapy to help reduce learning loss through the
Children’s Speech and Reading Center
• Summer of Discovery Program through Boys and Girls Club of Larimer County served 662 Fort Collins youths
Page 33
Item 1.
Economic Recovery
Page | 29 2022 Recovery Plan Impact Report
Key Metrics: 1,321 students served across programs
Outcome 3c: Equitable and affordable childcare is accessible.
Outcome 3c includes the objectives of advancing regional, systemic and sustainable childcare solutions, along with
supporting efforts to recruit, develop and retain employees in early childhood education.
Childcare System Support Sustainability Services In Progress $170,000
Childcare systems, already strained locally, were strained even more by the pandemic. By providing resources to
community partners who work in the childcare space, the City can increase access to affordable, reliable childcare locally.
This not only provides needed support for children but increases equity and economic stability - especially for women,
who often bear the responsibility of caregiving.
In 2022, four different organizations were provided with funding.
Program Highlights:
• Funding supported a Behavioral Health Team at the Boys and Girls Club of Larimer County
o In 2022, approximately 175 youths benefited through the services provided by this team
• Annual professional development training costs covered for 32 local early childhood educators, who work with
200+ local children in need of childcare
• City of Fort Collins Recreation hired a behavioral specialist for childcare and youth programs
o This specialist focuses on the emotional and behavioral difficulties of youth, which have increased since
the pandemic. They provide individualized support to children in need along with coping techniques
and training for families and staff to create a positive atmosphere for children in need
o In 2022, the specialist worked with approximately 150 children, and 42 staff
• Additional childcare scholarships provided for local low- and moderate-income families to cover childcare costs
Key Metrics: 830 individuals served
Program Highlight:
In an analysis by Poudre School District on the growth effect of summer learning programs, it was found that
participants in the Boys and Girls Club Summer of Discovery Program showed the highest academic growth of all 5
programs in the analysis. The growth effect of students who participated in the program was equivalent to 11.5
weeks of additional school-year instruction.
“My husband and I suddenly took custody of our two grandsons, now ages 2 and 3. Making ends
meet for a family of four on a retirement income was not enough, so I got a job. This grant has been a saving
grace for the family. Without the grant, I would have had to leave the workforce and let our family live in
poverty, relying on social benefits. We are grateful to be in a position to keep the children going to quality
childcare and to have a household that meets our needs.”
– Larimer County Child Fund Scholarship Recipient
Page 34
Item 1.
Page | 30 2022 Recovery Plan Impact Report
Environmental Resilience
Environmental resilience is a key factor in creating a recovery that is vibrant, resilient and inclusive. In order to build back
better and be better able to weather future disruptions, including impacts from climate change, our community must
become more resilient.
Environmental Outcomes:
• 4a. Commit to environmental justice and resilience in pursuit of our 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.
Several projects related to environmental resilience have been approved in the Adopted 2023-2024 Budget. A list of these
projects can be found in Appendix B. Details of these projects and their impacts will be included in future reports. The City
also conducts significant work related to each of the Environmental Resilience Outcomes annually, as outlined in the Our
Climate Future Plan, City Plan and Housing Strategic Plan.
Government Operations
After additional discussion with project managers and leadership, along with analysis of how other ARPA-recipient
communities are categorizing their projects, the Recovery Executive Team approved the addition of a fifth “theme” for
categorizing Recovery Projects – Government Operations. This new category better captures administrative costs,
technology improvements and critical infrastructure improvements needed for the City to implement recovery-related
programs. ARPA-funded programs previously categorized as “other,” as well as several previously housed under the
theme of Economic Recovery have been moved to this category.
Recovery Communications Finance Complete $50,000
ARPA funds were used to support ongoing pandemic communications, as well as the public outreach and engagement for
the development of the Resilient Recovery Plan.
As pandemic conditions continued to evolve, the ability to quickly communicate with residents and businesses so they had
updated information to keep themselves and their loved ones safe was critical. Additionally, public engagement efforts,
including targeted engagement with groups most impacted by the pandemic, supported the creation of a community-
centered recovery plan that reflects what residents want most to achieve a more resilient recovery.
Page 35
Item 1.
Government Operations
Page | 31 2022 Recovery Plan Impact Report
Recovery Administration Finance In Progress $823,000
Staff and administrative costs for the oversight and implementation of the Resilient Recovery Plan, including the
deployment and monitoring of ARPA funds.
Staffing is needed to support recovery work at all stages – development of the Recovery Plan, plan implementation,
management of ARPA funds and required compliance and reporting. Without this staffing and associated administrative
costs, getting recovery-related projects launched and monitored would not be possible.
Parking Structure Planning, Development and Transportation In Progress $1,348,000
Critical Preventative
Repairs
Funding for critical repairs to downtown parking structures to prolong their lifespans and increase structural integrity.
Bids for this project came in significantly higher than anticipated. To cover the increased costs, funding for Parking
Structure Security Upgrades was pivoted to this project. Additionally, the MHRT program was able to meet its
programmatic needs at a lower cost than originally anticipated, so the excess was pivoted to support this project as well.
After identifying and hiring contractors, work for this project is now underway.
Parking Structure Planning, Development and Transportation No Longer ARPA Funded
Security Upgrades
This project includes a variety of security upgrades to increase safety within parking structures and ensure each structure
has adequate security. Funding these critical security upgrades will make parking structures safer for community members
to use, encouraging them to use parking structures and shop at downtown businesses.
Because bids for the other parking structure program (above) came in significantly higher than expected, the choice was
made by staff to pivot the $446,000 originally allocated to this program to fund Parking Structure Critical Preventative
Repairs. These security upgrades are still proceeding with other, non-ARPA funds.
Crisis Communications Plan Information and Employee Services In Progress $130,000
Funds to support the development of a comprehensive crisis communications plan for the City that can be applied to a
variety of different emergency events.
Having a centralized crisis communications plan means the City will be better able to quickly and effectively communicate
crucial information to community members during an emergency. Having key information in a timely fashion allows
community members to take action to keep themselves and their loved ones safe.
Key Milestones: A consultant for this project has been hired and plan development work will begin in early 2023.
Page 36
Item 1.
Government Operations
Page | 32 2022 Recovery Plan Impact Report
HR Staff Support Information and Employee Services In Progress $268,000
Additional staff and funding to support hiring and workforce management within the City’s HR Department. Human
Resources supports hiring and personnel data management for the City, as well as for four partner agencies.
The City is not yet recovered from the consequences of the pandemic hiring freeze, significant staff turnover and the great
resignation. Increasing staff capacity allows HR to more efficiently assist staff in expediting requests for talent so that the
City has the workforce needed to serve the community. Additional programmatic funding allows staff to increase the
reach of job postings to connect with qualified candidates. Applicant pools are greatly reduced from pre-pandemic levels,
meaning more work is required to reach qualified candidates.
Work on this program is still in its early stages, however, staff are already reporting that having additional HR staff to
handle recruitment and the initial screening of candidates has greatly reduced the burden on hiring managers.
COVID-Related Hybrid Information and Employee Services In Progress $1,300,000
Meeting Spaces and
Community Wi-Fi
The project focuses on updating spaces and systems within the City to support secure hybrid work environments as well
as improve Wi-Fi access at Cultural Services and Recreation facilities. The majority of work required for this program has
not been completed, but the planning and preparation phases of the program are progressing.
Hybrid Meeting Spaces: The City’s shift to hybrid work means that meeting workspaces need to be reconfigured to
accommodate hybrid meetings, and systems need to be upgraded to better handle the increased amount of IT support. Updating workspaces to have these capabilities will allow the City to conduct essential business more efficiently and
safely. This work includes the conversion of part of the 2nd Floor of 215 North Mason to a “hotel model,” which will be a
flexible space staff can work from as needed.
Community Wi-Fi: Wi-Fi access in public spaces is vital for many community members, especially those who do not have
reliable internet at home. Expanding connectivity capabilities in public City spaces will increase community members’
ability to access important resources and conduct needed work they may not be able to complete elsewhere. Additionally,
IT staff are working with the Poudre Public Library District to explore programming to increase the digital literacy of
community members and City staff.
Key Milestones: 215 Space Conversion is underway, as are Wi-Fi upgrades to seven public spaces across the City
Cyber Risk Management Information and Employee Services In Progress $275,000
This project allows the City to address needed cybersecurity updates to safeguard all City devices and users from digital
attacks and phishing attempts.
The pandemic amplified the need to improve the City’s cyber risk management strategies. Increased hybrid work and new
technologies require increased security and safety measures to avoid cybersecurity breaches. Completing this work helps
ensure that the City Organization and staff will be better positioned to serve community members without disruption,
especially in evolving work environments that include hybrid models. With these upgrades, the City’s virtual assets will be
more secure and employees will have a more secure work environment, regardless of location.
Key Milestones: Multifactor authentication (MFA) rolled out throughout the City organization.
Page 37
Item 1.
Page | 33 2022 Recovery Plan Impact Report
ONGOING ENGAGEMENT
Extensive public engagement was critical for the creation of a Recovery Plan that reflected what the community needed
most to achieve pandemic recovery and build resilience. Engagement continues to be important during Plan
implementation to ensure that work continues to align with community priorities and serves those most impacted.
In the City’s 2022 Annual Community Report, respondents were asked to evaluate the City’s response to the COVID-19
pandemic. About 6 in 10 respondents thought the City had done a very good or good job in its pandemic response, which
was similar to the rating given in 2021.
Along with specific engagement around the City’s response to the pandemic, ongoing engagement is occurring through
budget, strategic planning and other large City initiatives. Many parts of the community are still struggling but have a
desire to build resilience and an interest in collaborating with the City organization to achieve goals.
Engagement is also being done at the programmatic level. ARPA-funded programs are gathering ongoing feedback from
those they serve in order to make needed adjustments to improve outcomes. Examples of this program-level engagement
include:
• Post-appointment surveys of visitors to the Multicultural Business and Entrepreneur Center (MBEC) to evaluate
the Center’s customer service and ability to connect businesses to resources
• Ongoing conversations with artists and creatives about challenges and needed support through the Cultural
Services Community Program
• In-depth conversations with the local Native American community about priorities and collaboration
opportunities through the Native American Community Relations Specialist
• Surveying and conversations with small business grant recipients about the impact of the grant they received
along with challenges faced by the business community
As programs continue, additional program-level engagement is planned, and new projects launched in 2023 all include an
engagement component.
Page 38
Item 1.
Page | 34 2022 Recovery Plan Impact Report
CONCLUSION
Implementation of the Resilient Recovery plan is well underway. The allocation of the City’s $28.1M in ARPA SLFRF funding
represents a key milestone in achieving the outcomes laid out in the plan, and the community is already benefiting from
the impacts of ARPA-funded programs.
As Fort Collins continues to move forward from the pandemic, impacts from it persist and will take years to overcome,
especially for groups who have been disproportionately impacted. More than just “returning to normal,” recovery work in
Fort Collins must continue to focus on bouncing forward and creating systems and structures that are more resilient. This
concept is supported by the public and will help create a community that is stronger and better able to weather future
disruptions. The City must continue to be nimble and adjust strategies as recovery continues to ensure it continues to
address pandemic impacts and build resilience.
Page 39
Item 1.
Page | 35 2022 Recovery Plan Impact Report
APPENDIX
A. 2023-2024 ARPA Projects
The following is a summary of all ARPA-funded programs in the 2023-2024 Adopted Budget. Programs marked with an
asterisk* are continuations or expansions of ARPA programs funded in previous cycles.
Project Name
Offer
Number
Budgeted
Amount
Health
Social Services Recovery* 50.8 $360,000
Parks Lawn & Garden Equipment Replacement 43.17 $70,000
Cultural Services Access Fund for Low-Income Residents* 83.1 $300,000
Reduced Fee Scholarship Funding Increase* 31.17 $200,000
Equity & Community Resilience
Equity Grant Fund 72.1 $400,000
Cultural Services Community Programs Manager & Program
Support*
50.7 $298,819
Eviction Legal Fund* 24.7 $400,000
Affordable Housing Land Bank Expansion 31.20 $1,000,000
SSD Recovery Specialist* 31.13 $147,923
Homelessness Initiatives – Recovery & Stabilization* 31.12 $1,072,000
Homelessness Initiatives / Programs Ongoing City Support* 31.3 $796,000
Homelessness Initiatives & Programs Increase* 31.11 $402,000
Economic Recovery
Art to Live (Support for Creatives in the Community) 50.15 $170,000
Multicultural Business and Entrepreneur Center (MBEC)* 33.7 $936,006
Expanded Technical Assistance for Small Businesses* 23.10 $243,253
Advancing Accessible Permitting 23.26 $158,000
Childcare Space Modifications at Northside Aztlan Center 43.23 $421,932
Childcare System Support* 45.2 $976,123
Land Use Code Update Phase 2 23.8 $670,000
Environmental Resilience
Building HVAC Electrification & Efficiency Replacements 15.29 $2,437,653
Lincoln Center Converting Stage Lighting to LED 81.1 $227,278
Contractual Mobile Home Park Code Compliance & Building
Evaluation
24.12 $344,000
Government Operations
Municipal Court Services – Technology 68.8 $225,000
ARPA Local Match for State Funds 10.11 $2,500,000
*Programs funded in 2023-2024 that were also funded in prior years
Page 40
Item 1.
Page | 36 2022 Recovery Plan Impact Report
B. ARPA Projects Related to Council
Priorities
All programs funded with ARPA dollars tie directly to the Resilient Recovery Plan which was created at the direction of
Council’s #26 Priority: Create a targeted, specific plan for community recovery. Many programs also tie to other Council
Priorities and are listed below.
NOTE: Some projects relate to multiple priorities are listed multiple times
Council Priority ARPA-Funded Program
#2. Juvenile Diversion Municipal Court Services – Mental Health, Addiction and Teen Diversion
Services
#5. Advance Regionalism Heartside Hill
Local Match for State Funds
#8. Attract and Retain Competitive and
Diverse Talent
HR Staff Support
#17. Improved Air Quality Building HVAC Electrification & Efficiency Replacements
#23. Develop a Circular Economy Plan
Economic Health Strategic Plan
#24. Partner with PSD for Workforce
Development
Local Match for State Funds
#25. Affordable, Quality and Accessible
Childcare Infrastructure
Childcare System Support
Childcare Space Modifications at the Northside Aztlan Center
#27. Access Funding for Parks (O&M,
refresh, new parks)
Parks Lawn & Garden Equipment Replacement
#31. Homelessness Initiatives 24/7 Shelter at Fort Collins Rescue Mission
Homelessness Initiatives
Homelessness Initiatives and Support Services
Homelessness Initiatives Increase
Homelessness Initiatives & Programs: Ongoing City Support
Rapid Rehousing
Additionally, the following projects related directly to the City’s ability to successfully create and implement a plan for
recovery:
• Recovery Communications
• Recovery Administration
• ARPA Contractual Senior Buyer
• Economic Health Strategic Plan
• Crisis Communications Plan
Page 41
Item 1.
Page | 37 2022 Recovery Plan Impact Report
C. Projects by Type
ARPA-funded programs fall into three general types:
• Programs addressing pandemic-related needs and ongoing services
• Programs that break new ground
• Government operations programs
Each of these program types supports recovery work in slightly different ways. Programs addressing pandemic-related
needs and ongoing services support recovery by providing additional resources to work that may already be happening
but needs additional support due to increased or shifting needs from the pandemic. This category includes projects like
social services recovery grants and recreation reduced fee scholarships. While these programs were in place pre-
pandemic, the need for them increased due to the negative impacts from COVID-19.
Other programs break new ground and represent new ways the City is collaborating with the community to support
recovery, inclusivity and resilience. This category includes programs like the Multicultural Business and Entrepreneur
Center (MBEC), which fills a need in the business community that has not been filled before. Government operations
programs are also critical for recovery, as they cover administrative costs, infrastructure improvements and technology
upgrades needed to implement recovery-related programming.
Programs Addressing Pandemic-Related Needs and Ongoing Services
• PFA TecGen PPE
• Homelessness Initiatives & Rapid Rehousing
• Social Services Recovery Grants and Recovery Specialist
• Learning Loss Mitigation
• Childcare System Support
• Childcare Space Modifications at North Aztlan Center
• Utilities Payment Assistance for Customers
• Affordable Housing Fee Credit Fund
• Recreation Reduced Fee Scholarships
• Cultural Services Access Programs
• Special Events Recovery Grants
• For Fort Collins
• Small Business Grants
• EHO Strategic Plan
• Neighborhood Resilience Projects
• Lincoln Center Lighting
• Parks Lawn & Garden Equipment Replacements
• Building HVAC and Efficiency Replacements
Page 42
Item 1.
Page | 38 2022 Recovery Plan Impact Report
Programs that Break New Ground
• Mental Health Response Team (MHRT)
• Municipal Health Addiction and Teen Diversion Services
• Cultural Services Community Programs
• Native American Community Relations Specialist
• Capital Project Business Liaison
• Multicultural Business and Entrepreneur Center (MBEC)
• Crisis Communications Plan
• Eviction Legal Fund
• Expanded Community Outreach and Engagement
• DEI Professional Services
• Language Access Services for Council Meetings and High Priority Civic Events
• Expanded Technical Assistance for Small Business
• Heartside Hill
• Equity Grant Fund
• Art to Live
• Affordable Housing Land Bank Expansion
• Land Use Code Update Phase 2
• Mobile Home Park Code Compliance
• Advancing Accessible Permitting
• ARPA Match for Capital Projects - To be used as matching funds to support regional community-focused projects
Government Operations Programs
• Parking Structure Critical Repairs
• HR Staff Support
• COVID-Related Hybrid Meeting Spaces
• Cyber Risk Management
• Recovery Administration
• Recovery Communications
• Risk Management
• Municipal Court Technology
• Senior Buyer
D. Additional Recovery Metrics
Each ARPA-funded recovery program collects a wealth of metrics to measure outcomes and impacts, which cannot all be
contained in this summary report. Additional program metrics and stories, updated quarterly, can be found on the public-
facing Recovery Dashboard at fcgov.com/RecoveryDashboard.
Page 43
Item 1.
Presented by:
Recovery Plan
Implementation
02-28-2023
Joanne (Jo) Cech
Fiscal Recovery Manager
Sarah Meline
Recovery Policy and Engagement
Specialist
Page 44
Item 1.
2How We Got Here
2021-2022
•Plan
Development
•$8.2M ARPA
$ Allocated
MARCH 2022
•Plan Adopted
Q3 2022
•$4.2M
Midcycle
Appropriation
Q4 2022
•Final $15.8M
ARPA funds
allocated in
Budget
2023
•66 programs
running /
about to
launch
Implementation
fully underway
Page 45
Item 1.
3Allocation of ARPA Funds Across Themes
Equity & Community
$8.6M
Government Operations
$7.8M
Economic Recovery
$6.3M
Environmental
Resilience
$3M
ARPA SLFRF Funds Allocation ($)
Health
$2.4M •Programs tied to Recovery Plan
•5 Themes
•Health, Equity & Community
Resilience, Economic Recovery,
Environmental Resilience,
Government Operations
•38 launched, additional 28 launching
•Spending Increasing
Page 46
Item 1.
Program Highlights 4
•Team coverage 7 days /
week
•Responded to 2,700+
calls
•41% increase in call
volume from 2021
•$720,000 awarded to 22
nonprofits & community
partners
•7,600+ people served in
2022
•1,300+ residential and
commercial customers
provided assistance
•94.9% all recipients
became current after
receiving assistance
Mental Health Response
Team (MHRT)
Social Services, Learning
Loss & Childcare
Utilities Pandemic
Assistance
Page 47
Item 1.
Recovery Dashboard
•Highlight implementation progress
•Includes:
•All ARPA-funded programs
•Allocation and Spending
•Metrics and Stories
5
Fcgov.com/RecoveryDashboard
Page 48
Item 1.
What Comes Next…
Shifting from
Recovery to
Resilience
6
As Requested
Additional staff reports and
updates about recovery-related
work
Page 49
Item 1.
For More Information, Visit
THANK YOU!
FCGov.com/Recovery
Questions?
Page 50
Item 1.
THANK YOU!
Page 51
Item 1.
Backup Slide
Page 52
Item 1.
10Allocation of ARPA Funds Across Themes
Equity & Community
31%
Government Operations
28%
Economic Recovery
22%
Environmental
Resilience
11%
ARPA SLFRF Funds Allocation (%)
Health
9%
Page 53
Item 1.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 1
February 28, 2023
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Sue Schafer, Volunteer Services Program Manager
SUBJECT FOR DISCUSSION
Staff Report: Volunteer Services Program.
EXECUTIVE SUMMARY
The purpose of this staff report is to provide an annual update on City-wide volunteer efforts. Highlights
will cover the increase in volunteer engagement since the pandemic, the City-wide Volunteer Services
Strategic Plan, and the continuation of teen volunteer opportunities..
ATTACHMENTS
1. Volunteer Appreciation Infographic
2. Volunteer Services Strategic Plan
3. NextGenServe Flyer
4. Presentation
Page 54
Item 2.
THE POWER OF
THE VOLUNTEER
Engaging your passion and talents to create an amazing and accessible community. FC VOLUNTEERS
What programs run on the power of volunteers?
ARTS AND CULTURE
Volunteers make special events possible, provide educational support,
and beautify spaces.
Gardens on Spring Creek
Lincoln Center
Museum of Discovery
Parks
NATURAL AREAS
Volunteers provide education and promote safety and awareness for
visitors. Volunteers improve, monitor and maintain critical habitats.
ENVIRONMENT
Volunteers keep our City and Natural Areas clean and sustainable.
Volunteers monitor indoor and outdoor air quality.
ADOPTER PROGRAMS
Volunteers take an active role in our City and connect with our community.
Adopt-A-Natural Area
Adopt-A-Neighbor
Adopt-A-Park
Adopt-A-Street
Adopt-A-Trail
RECREATION
Volunteers make our youth sports and senior programs affordable and
accessible by everyone in our community as coaches, instructors, and
trained inclusion aides for athletes with disabilities.
FC MOVES
Volunteers promote safe cycling and contribute to data collection efforts
that influence our City’s engineering projects.
JUSTICE AND GOVERNMENT
Volunteers serve in positions that inform and advise City Council, support
teens to learn about government and restorative justice, serve as Volunteer
Victim Advocates, and are Municipal Court Bailiffs.
• Volunteers care for City staff, programs and assets
• Every year over 10,000 people volunteer in our community
• Volunteer time in 2021 equated to a $2.1 million impact
22-24040 | Auxiliary aids and services are available for persons with disabilities. Page 55
Item 2.
VOLUNTEER SERVICES
STRATEGIC PLAN
FOR VOLUNTEER
ENGAGEMENT
2023 - 2025
Page 56
Item 2.
Executive Summary
The City of Fort Collins has a long history
of engaging volunteers across the City’s
departments. In recent years, the City of Fort
Collins has sought and achieved certification as
a Service Enterprise, invested in infrastructure to
support volunteer engagement, and developed
a framework to facilitate volunteer leadership
development and cross-departmental volunteer
mobility. This plan is designed to ensure volunteer
engagement is deployed as a critical strategy to
achieve the City’s priorities.
The vision for volunteer engagement success is
to “Strengthen the Fort Collins community by
activating volunteerism guided by stewardship,
inclusion, and impact.” Fort Collins will achieve
that vision by focusing on six key issues—
processes, systems, and roles; recruitment;
training of staff and volunteers; recognition and
impact; resources and capacity; and volunteer
culture.
For each issue, the plan articulates goals and
objectives that will, together, convert the
concepts to actions.
Overview of Planning Process
The City of Fort Collins embarked on the
volunteer engagement strategic planning process
in early 2021, partnering with VQ Volunteer
Strategies to consolidate research on the state
of the City’s volunteer engagement including
strengths and opportunities, and to facilitate
the development of a plan to guide the City’s
engagement efforts.
The planning process included a full-day
retreat with staff representing a broad range of
programs, and management levels. At the retreat,
participants reviewed the assessment report,
drafted a vision for engagement, and began to
identify issues, goals, and objectives.
Throughout summer and fall of 2022, City staff
and VQ Volunteer Strategies partnered to finalize
the plan, which was completed in December. The
resulting strategic plan will serve as a roadmap to
achieve the City’s volunteer engagement vision
and goals over the coming three years.
City Mission
Exceptional service for an exceptional community.
VOLUNTEER SERVICES
Strategic Plan for Volunteer
Engagement 2023 - 2025
Page 57
Item 2.
City Vision for Volunteer Engagement
Strengthen the Fort Collins community by activating volunteerism guided by stewardship,
inclusion, and impact.
Values
The City is guided by six values, which also apply directly to volunteer engagement.
• Partnership: We believe in shared decision-
making and invest authentically in
relationships. We are welcoming, solution-
oriented and supportive of each other and our
community.
• Service: We work to understand the diverse
needs of our customers and evolve with the
community to implement innovative, people-
centered solutions to provide outstanding
service.
• Safety & Wellbeing: We are committed to
physical and psychological safety in the
workplace and throughout the community.
• Sustainability: We are entrusted and
accountable to protect and enhance the social,
economic and environmental resiliency of our
community and organization for present and
future generations.
• Integrity: We earn the trust of our community
by exemplifying the highest standard of ethical
behavior. We demonstrate respect, honesty,
inclusivity and transparency.
• Belonging: We strive to build equitable,
inclusive and supportive work environments
that cultivate a sense of belonging for
employees and community members of all
identities to feel safe and valued.
Critical Issues
Volunteer engagement in Fort Collins will be enhanced through a focus on these six critical issues
in the coming years.
1. Processes, Systems, and Roles
2. Recruitment
3. Training of staff and volunteers
4. Recognition and Impact
5. Resources and Capacity
6. Volunteer Culture
Page 58
Item 2.
Goals and Objectives
Critical Issue 1: Processes, Systems, and Roles
Goal 1: Create more consistent processes
for engaging volunteers.
OBJ 1: Obj 1: Improve systems through enhanced technology.
OBJ 2: Map processes in Engage to improve training and
utilization.
OBJ 3: Develop consistent processes for volunteer on-boarding
from position design to recruitment and training.
Goal 2: Ensure the Volunteer Services team has a foundation to
co-create departmental volunteer engagement.
OBJ 1: Clearly define the role of Volunteer Services and Human
Resources.
OBJ 2: Clearly define the Volunteer Services Core Team, its role,
and individual member responsibilities.
OBJ 3: Develop formal staff mentorship and resources for creation
of new volunteer programs.
Goal 3: Require consistent volunteer position design.
OBJ 1: Consistently use the Volunteer Engagement Framework
to place volunteer positions in the appropriate families,
categories, groups, and positions.
OBJ 2: Utilize the group and family structure in Engage to
allow the search engine to function most effectively for
prospective volunteers.
OBJ 3: Consider flexible position design and inclusive
opportunities.
Page 59
Item 2.
Goals and Objectives
Critical Issue 2: Recruitment
Goal 1: Maintain sustainable numbers of volunteers.
OBJ 1: Map the cyclical nature of volunteer recruitment needs.
OBJ 2: Utilize the Volunteer Engagement Framework to share
volunteers between departments.
OBJ 3: Offer shadowing/trainee role to allow volunteers to
experience opportunities in other departments before
committing to the position.
Goal 2: Centralize volunteer recruitment.
OBJ 1: Combine recruitment efforts to decrease redundancy.
OBJ 2: Develop meaningful, sustained partnerships to enhance
recruitment success and extend reach.
OBJ 3: Create skills bank to leverage for future roles and needs.
Goal 3: Nurture a culture of inclusion,
accessibility, and belonging.
OBJ 1: Conduct research to identify barriers to volunteering
with the City (accessibility, literacy/language, economic,
inclusion, commitment length, age).
OBJ 2: Identify groups that are being missed by current
recruitment efforts.
OBJ 3: Provide inclusion support for different abilities and
normalize this option in the recruitment process.
Page 60
Item 2.
Critical Issue 3: Training
Goal 1: Develop and implement an onboarding
and training plan for staff.
OBJ 1: Develop an overview document of volunteer coordinators
and programs.
OBJ 2: Develop, expand, and consistently offer training on Engage
and Volunteer Connect (platforms).
OBJ 3: Provide consistent mentoring opportunities for new
Volunteer Managers and nurture a culture of collaboration.
OBJ 4: Incorporate volunteer engagement into employee
orientations and onboarding so that all staff understand
the expectations, processes, and culture around engaging
volunteers (and include introduction to Volunteer Program
Manager).
OBJ 5: Engage volunteers in offering feedback on staff interviews
and performance reviews.
OBJ 6: Train staff on City-wide standard for recognition and
volunteer appreciation.
Goal 2: Develop and implement a People Management
Training Program for staff.
OBJ 1: Develop and implement training on volunteer program
management including legal and risk management, such as
COVID protocols, sexual harassment training, etc.
OBJ 2: Develop and implement episodic volunteer management
training
OBJ 3: Evaluate and track impact of staff training on experience
and impact
OBJ 4: Gather feedback on knowledge transfer and resource
awareness through Pulse Survey for staff.
Page 61
Item 2.
Goal 3: Elevate City volunteer managers through
Volunteer Management Certification.
OBJ 1: Promote the Certified Volunteer Administrator credential.
OBJ 2: Assess the feasibility of creating an internal certification
program for Volunteer Managers.
OBJ 3: Support Volunteer Manager development through resource
allocation.
Goal 4: Provide volunteers with training for success and impact.
OBJ 1: Develop and implement a City-wide volunteer orientation.
OBJ 2: Provide consistent and on-going Engage training in
multiple formats.
OBJ 3: Formalize a collaborative training library for staff and
volunteers.
OBJ 4: Audit and assess training for accessibility.
Goal 5: Develop and implement role-based training
for volunteers.
OBJ 1: Clearly define the credentials of staff supervising certain
volunteer roles.
OBJ 2: Clearly define required training for each role (e.g., role-
specific safety training).
OBJ 3: Review and refine training requirements specific to each
volunteer role on a regular basis.
Goal 6: Build opportunities for volunteer growth
and development.
OBJ 1: Pilot new short-term opportunities to allow volunteers to
try out different roles.
OBJ 2: Educate volunteers and staff on growth opportunities for
volunteers (i.e., leadership ladder).
OBJ 3: Create volunteer opportunities that focus on job-readiness skills.
OBJ 4: Design more clear and strategic volunteer position descriptions
that allow for volunteer development.
Page 62
Item 2.
Critical Issue 4: Recognition and Impact
Goal 1: Measure impact of volunteer
involvement in meaningful ways.
OBJ 1: Continue to track standard data and report widely.
OBJ 2: Establish a plan for collecting qualitative and quantitative
data that ties to the triple bottom line.
OBJ 3: Implement data collection plan consistently across
departments.
Goal 2: Demonstrate and communicate the impact
volunteers have on the community.
OBJ 1: Continue to create and share annual infographic with
metrics. Allocate resources to wider distribution.
OBJ 2: Ensure City leadership regularly sees and fully understands
the role, impact, and worth of engaging volunteers in the
City’s work.
OBJ 3: Communicate clearly and widely how much City programs
rely on volunteers.
Goal 3: Meaningfully recognize volunteers
and staff who engage them.
OBJ 1: Explore the possibility of creating a new job code for
Volunteer Managers in the employee data management
system.
OBJ 2: Continue to analyze volunteer satisfaction through annual
survey.
OBJ 3: Develop and implement a City-wide recognition plan that
allows for both consistent and personally meaningful
recognition.
Page 63
Item 2.
Critical Issue 5: Resources and Capacity
Goal 1: Nurture collaboration between departments.
OBJ 1: Collaborate on annual planning.
OBJ 2: Define and agree to use one central planning hub.
OBJ 3: Evaluate capacity, roles, and current resources.
Goal 2: Ensure sufficient staff dedicated to volunteer engagement.
OBJ 1: Explore the idea of adding volunteer management to staff job descriptions.
OBJ 2: Explore the possibility of offering a stipend to staff on the Volunteer Engagement
Leadership Team.
OBJ 3: Explore the feasibility of centralized volunteer administration.
Goal 3: Increase financial resources to support volunteer engagement.
OBJ 1: Identify and pursue new sources of funding.
OBJ 2: Create savings through shared resources across departments.
OBJ 3: Develop and implement a strategy for communicating resource needs to leadership.
Critical Issue 6: Volunteer Culture
Goal 1: Weave Diversity Equity Inclusion into all areas
of volunteer engagement.
OBJ 1: Seek and consider community input and feedback wherever feasible in volunteer
engagement efforts.
OBJ 2: Use inclusive language in all volunteer engagement efforts.
OBJ 3: Establish clear goals and metrics for fully integrating the volunteer engagement strategy
into the City’s DEI goals.
Goal 2: Nurture a culture of inclusion, accessibility, and belonging.
OBJ 1: Pilot volunteer roles, training, and supports to increase attractiveness and accessibility
of volunteering.
OBJ 2: Continue implementation of the Volunteer Framework initiative and evaluate results
to inform future action.
OBJ 3: Create and implement DEI training for all Volunteer Supervisors and
appropriate Volunteers.
OBJ 4: Nurture a culture of volunteer engagement, collaboration with staff and volunteers.
Page 64
Item 2.
Page 65
Item 2.
What programs run on the power of volunteers?
ARTS AND CULTURE
Volunteers make special events possible, provide educational support,
and beautify spaces.
Gardens on Spring Creek
Lincoln Center
Museum of Discovery
Parks
NATURAL AREAS
Volunteers provide education and promote safety and awareness for
visitors. Volunteers improve, monitor and maintain critical habitats.
ENVIRONMENT
Volunteers keep our City and Natural Areas clean and sustainable.
Volunteers monitor indoor and outdoor air quality.
ADOPTER PROGRAMS
Volunteers take an active role in our City and connect with our
community.
Adopt-A-Natural Area
Adopt-A-Neighbor
Adopt-A-Park
Adopt-A-Street
Adopt-A-Trail
RECREATION
Volunteers make our youth sports and senior programs affordable and
accessible by everyone in our community as coaches, instructors, and
trained inclusion aides for athletes with disabilities.
FC MOVES
Volunteers promote safe cycling and contribute to data collection
efforts that influence our City’s engineering projects.
JUSTICE AND GOVERNMENT
Volunteers serve in positions that inform and advise City Council,
support teens to learn about government and restorative justice, serve
as Volunteer Victim Advocates, and are Municipal Court Bailiffs.
• Volunteers care for City staff, programs and assets
• Every year over 10,000 people volunteer in our community
Engaging your passion and talents to create an amazing and accessible community
Page 66
Item 2.
22-24700 | Auxiliary aids and services are available for persons with disabilities.VOLUNTEER SERVICESPage 67
Item 2.
Learn about
City Careers
Earn
volunteer hours
Great Community
Service Experience
REGISTRATION
NOW OPEN!
Sign up to participate in NextGenServe, a City
volunteer program for youth ages 11-18 that
focuses on growing leadership skills and service
in the Fort Collins community. Volunteers learn
about a variety of career paths and work
alongside trained City staff in various settings,
including parks, natural areas, and the Garden
on Spring Creek.
In addition, the NextGen program adopts the
Xeriscape Garden outside of City Hall over the
summer, where they meet and interact with
City leaders from across the organization, have
opportunities to talk to City staff about their
career path, and learn about jobs in local
government.
This opportunity is open to all youth interested
in leadership, service to their community, and a
desire to explore a variety of careers.
NextGenServe will run Tuesdays and Thursdays
from 9 a.m. to noon throughout the summer.
NextGenServe
Gives Youth A New
Summer Experience
Are you looking for a fun and
meaningful experience for
middle- and high-school-aged
youth over the summer?JUNE 6 —
AUGUST 10
APPLY TODAY!
for more information visit
fcgov.com/volunteer
Page 68
Item 2.
¡I N S C R I P C I O N E S
A B I E R T A S !
A p ú n t e s e p a r a p a r t i c i p a r e n N e x t G e n S e r v e ,
u n p r o g r a m a d e v o l u n t a r i a d o d e l a C i u d a d
p a r a j ó v e n e s d e e d a d e s 1 1 a 1 8 , e n f o c a d o a
d e s a r r o l l a r h a b i l i d a d e s d e l i d e r a z g o y
s e r v i c i o e n l a c o m u n i d a d d e F o r t C o l l i n s . L o s
v o l u n t a r i o s a p r e n d e n s o b r e u n a v a r i e d a d d e
c a r r e r a s y t r a b a j a n j u n t o c o n e l p e r s o n a l
c a p a c i t a d o d e l a C i u d a d e n u n a v a r i e d a d d e
e n t o r n o s , i n c l u y e n d o p a r q u e s , á r e a s
n a t u r a l e s y e l J a r d í n e n S p r i n g C r e e k .
A d e m á s , e l p r o g r a m a N e x t G e n a d o p t a e l
X e r o j a r d í n a f u e r a d e l A y u n t a m i e n t o d u r a n t e
e l v e r a n o , d o n d e l o s p a r t i c i p a n t e s c o n o c e n e
i n t e r a c t ú a n c o n u n a v a r i e d a d d e l í d e r e s d e l a
C i u d a d , t i e n e n o p o r t u n i d a d e s d e h a b l a r c o n
e l p e r s o n a l d e l a C i u d a d s o b r e s u t r a y e c t o r i a
p r o f e s i o n a l y a p r e n d e r s o b r e t r a b a j o s e n e l
g o b i e r n o l o c a l .
E s t a o p o r t u n i d a d e s t á a b i e r t a a t o d o s l o s
j ó v e n e s i n t e r e s a d o s e n e l l i d e r a z g o , e l
s e r v i c i o a s u c o m u n i d a d y q u e t i e n e n e l
d e s e o d e e x p l o r a r u n a v a r i e d a d d e c a r r e r a s .
N e x t G e n S e r v e t e n d r á l u g a r l o s m a r t e s y l o s
j u e v e s d e 9 a .m . a l a s 1 2 :0 0 d e l m e d i o d í a
d u r a n t e e l v e r a n o .
NextGenServe
Brinda a los Jóvenes
una Nueva Experiencia
de Verano
¿Está buscando una experiencia
divertida y significativa para
jóvenes de secundaria y
preparatoria durante el verano?6 DE JUNIO A
10 DE AGOSTO
Aprenda sobre carreras con la Ciudad
Obtenga horas
de voluntariado
Excelente experiencia de
servicio a la comunidad
¡COMPLETE SU SOLICITUD HOY!
para más información visite
fcgov.com/volunteer
Page 69
Item 2.
Welcome to Volunteer Services
09-07-21
Our City runs on the POWER of Volunteers.
Sue Schafer, Volunteer Services Program ManagerPage 70
Item 2.
2Volunteer Services Program
Driving Innovation
Vision
Creatively engaging volunteers in their unique talents
Mission
Promote volunteer involvement to improve services
and create community
Page 71
Item 2.
3National Accreditation
Certified in 2019
Page 72
Item 2.
4Programs that Run on the Power of Volunteers
Arts and Culture Natural Areas and Environment
Recreation
Justice and Government
FC Moves
Page 73
Item 2.
Showcasing Impacts Through Metrics 5
Volunteer Hours Across
29 Departments
•Natural Areas
•Recreation
•Lincoln Center
•Gardens on Spring Creek
•Police Services
Volunteers
•Auxiliary Police
•Victim Advocates
•Volunteer Mediators
•Youth Sports Coaches
•Volunteer Rangers
Full-Time Equivalent
•Education Programs
•Special Events
•Trail building/Restoration
•Community Outreach
•Safety
105,353 6,076 51
Page 74
Item 2.
62022 Economic Impact
ECONOMIC IMPACT =$3.32
Million
Return on Volunteer Investment
(ROVI)= $7.97 for every $1 spent
Independent Sector
Page 75
Item 2.
7Strategic Plan
Strategically Engaging All Residents
•Inclusion and Accessibility
•Identifying and improving processes
•City-wide Recruitment
•Training for staff and volunteers
•Demonstrating impact through metrics
•Building our capacity through resource
sharing
https://www.fcgov.com/volunteer/Page 76
Item 2.
8A Vision for the Future
NextGenServe
•Career exploration
•Service learning
•Visited 10 City departments, 4 non-profits
•20 teens engaged all summer.
Internships
•PSD
•Front Range Community College
•CSU
Career Exploration
Page 77
Item 2.
Thanks to Volunteers 9
•Building Parks
•Clean trails and
natural areas
•A friendly face on the trail
•A welcome presence
in facilities
•Inclusion
•Diversity
•Low-cost programming
•Friendly Neighbors
•Hogwarts Halloween
•Treatsylvania
•Concerts
•Sports
•Community Outreach
Page 78
Item 2.
For More Information, Visit
THANK YOU!
Fcgov.com/volunteer
Page 79
Item 2.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 1 of 10
February 28, 2023
WORK SESSION AGENDA
ITEM SUMMARY
City Council
STAFF
Marcy Yoder, Neighborhood Services Manager
Meaghan Overton, Housing Manager
Caryn Champine, Director of PDT
Holly Coulehan, Legal
SUBJECT FOR DISCUSSION
Review Scaled Options for Rental Housing and Inspection Program.
EXECUTIVE SUMMARY
The purpose of this work session is to review scaled options for a rental housing program. Three
options are presented: rental registration with improved complaint-based inspections (Option 1), rental
registration with delayed proactive inspections (Option 2), and rental registration with proactive
inspections (Option 3). Proposed improvements to the complaint-based inspection program in Option 1
include the expansion of landlord/tenant mediation support, enhanced education and outreach, and
additional staff capacity to perform rental inspections..
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Would Council like to take further action on any of the options presented?
BACKGROUND / DISCUSSION
Regulations for rental housing have been a topic of community dialogue and debate for many years. In
November 2005, alongside changes to the enforcement of the occupancy ordinance, Council considered
several options for rental registration/licensing. However, a formal rental registration or licensing program
was not pursued at that time. Council also considered rental licensing in 2016 but did not pursue a program.
Previous Council Direction
The most recent community discussion about rental housing strategies began in 2020 as part of the
development of the Housing Strategic Plan. In December 2020, the Council Ad Hoc Housing Committee
expressed interest in exploring rental licensing to support healthy, stable housing for people who rent their
homes. The Committee encouraged consideration of a pilot program for rental registration or licensing.
At a work session on October 26, 2021, staff shared information with the Council about the history of rental
housing strategies, findings from recent demographic and market analysis, a summary of peer cities
research, and an outline of a proposed roadmap to implement rental housing strategies. Several
Councilmembers supported additional community engagement in early 2022 to further explore the potential
design of a rental registration/licensing program.
Page 80
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 2 of 10
Staff conducted a thorough community engagement process during an 8-month period between December
2021-July 2022. The outcomes and themes from community engagement, recommendations from a Rental
Housing Task Force composed of community members, a summary of best practices, and an exploration
of potential next steps toward implementation were the focus of a work session with Council on August 23,
2022. At the August 2022 work session, Council directed staff to design a rental housing program that
includes proactive inspections.
In response to Council feedback, a cross-departmental staff team designed a proposed rental housing
program comprised of two essential components: 1) property registration; and 2) proactive inspections.
The proposed program would have required an initial appropriation of $1.6 million for its start -up phase.
An overview of the proposed program and its expected financial impact was presented to the Council
Finance Committee on December 1, 2022. The Committee supported bringing the Rental Housing
Program before the full Council for consideration on First Reading.
At the first reading on January 17, 2023, Council voted to table the rental housing code as presented and
asked staff to bring scaled options to a future work session.
Issue Identification
Safe and stable housing provides a foundation that allows individuals, families, and communities to thrive.
Livable housing has a positive impact on health, economic security, educational attainment, and the overall
stability of families and communities.
In Fort Collins, the best available data suggests that more than 40% of all housing units are renter-
occupied. The renter community in Fort Collins makes up a significant portion of the population and the
City does not currently conduct proactive rental property inspections for health, safety, and habitability.
While the City maintains a complaint-based rental inspection system to promote safe and habitable
housing for renters, this program does not address power dynamics faced by tenants who often fear
retaliation, increased rental payments, damaged relationships with property owners, and eviction.1
Community comments from renters during Housing Strategic Plan engagement indicated a range of
concerns with the City’s current level of regulation: a need to proactively ensure healthy, safe units; fear of
retaliation or loss of housing if renters report substandard or unsafe units; and concerns about
discrimination. Feedback from landlords/property managers about a Rental Housing Program included
concerns about the cost of the program, concerns that the problem had not been sufficiently defined, a
desire to ensure fair treatment of both small and large landlords, a lack of trust in the City, a desire to keep
the current complaint-based system and concerns that mandatory rental registration/licensing may not be
an effective way to address substandard units.
Proposed Scaled Options
Three options are presented below for consideration. All options require mandatory registration of rental
properties. Option 1 does not require any proactive inspections, emphasizing improvement of the
complaint-based inspection system instead. Option 2 requires proactive inspections after the first year for
any property that has not completed a third-party inspection (exception for properties less than 10 years
old). Option 3 requires proactive inspections for all rental properties (exceptions for properties less than
10 years old and those required to be inspected by HUD). Detailed information about staffing and budget
is available in the “Proposed Staffing and Start-Up Costs” section.
Option 1 – Rental Registration with Improved Complaint-Based Inspections: To maintain complete and
timely information about rental properties in Fort Collins, all property owners who rent to tenants would be
required to enroll their rental properties into the program, including both owner -occupied rental properties
and fully renter-occupied properties. The enrollment information collected would include:
1 Chisholm, E., Howden-Chapman, P., & Fougere, G. (2020). Tenants’ responses to substandard housing: Hidde n and invisible
power and the failure of rental housing regulation. Housing, Theory and Society, 37(2), 139–161.
Page 81
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 3 of 10
- Name and contact information of the property owner(s), whether LLC or natural person;
- Contact information for the property manager if one is used;
- A local contact located no more than 70 miles from the property;
- A complete list of additional rental properties owned by the property manager, if applicable
- Types of units at the property
- Age of units
- Has a third-party inspection been completed in the last year? If yes, please upload a copy of the
results.
- A self-attestation that the property is compliant with the IPMC (International Property
Maintenance Code).
Additional reporting could be added if the start-up phase reveals the need for additional information that
could enable more data-informed decision-making.
Property owners would be required to update their enrollment information annually to ensure that loc al
contact information is up to date, which ultimately helps facilitate a streamlined rental property inspection
process.
It is expected that the additional education and outreach planned for this program will result in additional
requests for mediation and complaint-based rental inspection. Therefore, staffing (1 mediation specialist
and 2 rental inspectors) was added to meet these needs. Start-up cost for this option would be
approximately $1.1 million over two years (2023-2024).
Option 2 – Rental Registration with Delayed Proactive Inspections: This option follows the outline above
and adds proactive inspections after the first full year of implementation for any properties that do not have
a third-party inspection that meets the City’s minimum habitability standards. Having a year of registrations
would allow us to understand and evaluate the third-party inspections that are already occurring. Fees
could then be established for the remaining properties and units that would need to be inspected by the
City. The program design would follow what is outlined below from the option presented to Council on
January 17th. The number of inspections will decrease from the model below as other third-party
inspections are accepted beyond HUD inspections. Buildings less than 10 years old would still be exempt
from inspection. Start-up cost for this option would mirror Option 1 at approximately $1.1 million over two
years (2023-2024) with a recalibration of fees when inspections begin.
Option 3 – Rental Registration with Proactive Inspections: The rental registration outlined above is the
same and a proactive inspection program for all renter-occupied properties in the City of Fort Collins is
included in this program design. Inspectors would evaluate the health and safety of units based on a
comprehensive list of minimum habitability standards (see Attachment 2 for proposed draft criteria). Under
the proposed program, inspections would be conducted by in-house building inspectors rather than a third
party to ensure consistency in the application of minimum habitability standards for rental properties.
Limited exemptions are proposed for properties under the age of ten years and for affordable housing
developments that are already inspected by the U.S. Department of Housing and Urban Development
(HUD).
The following rental property classifications would require inspections:
- Single detached
- Attached
- Multi-unit buildings
- Condos
- Mobile homes
All single detached, attached units, and individually owned units, regardless of property type, are proposed
to be inspected once every five years. For multi-unit buildings in which units share the same property
owner, properties will be inspected on a percentage basis. The program will require buildings with 0-10
Page 82
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 4 of 10
units to be 100% inspected, 11 to 100 units to have 10% of units inspected and buildings with greater than
100 units to have 5% of units inspected. The percentage-based inspections will allow building inspectors
to identify the general state of repair for multi-unit buildings, reinforce the City’s rental housing standards
of habitability for multi-unit buildings, and relieve the burden on staff and property owners of inspecting
every unit in large apartment complexes with several hundred units.
Building Type % Inspected
Single unit, detached 100%
Single unit, attached (e.g., townhouse) 100%
Individually owned (e.g., condo) 100%
Multi-unit, 0-10 units 100%
Multi-unit, 11-100 units 10%
Multi-unit, 100+ units 5%
The implementation of inspections would be staggered, with city staff inspecting roughly 20% (3,829 units)
each year. As a result, the program will not reach full implementation until five years after the end of the
initial start-up phase. Units will then be inspected every five years after their first, initial inspection.
Anticipated number of inspections by unit type:
In addition to the implementation of proactive rental housing inspections, the current complaint-based
rental inspection system would remain in place. Maintaining the complaint-based system would allow
tenants to report off-cycle life, health, and safety concerns that may arise between inspections. Moreover,
this system would provide an option for renters in multi-unit buildings whose units were not selected for
inspection to report concerns. Start-up cost for this option would be approximately $1.6 million over two
years (2023-2024).
Proposed Fee Structure
The proposed Rental Housing Program fee structure has been designed to cover all administrative costs
as projected for the first five years of implementation. Regular analysis of fees to evaluate cost recovery
would be included in the administrative tasks of the Rental Housing Program staff, similar to many other
fee-based City programs.
To balance the impact of fees across different types of landlords and properties, staff proposes a hybrid
fee structure that allocates program costs to both the rental property (75% of the cost) and each unit being
rented (25% of the cost). Dependent on which model is chosen staff also proposes to separate the cost of
Units and Properties
Inspection Exempt 0%678 5,954 0
Inspection Required 11,818 21,526 11,965
Single Family Detached 100%7,377 7,377 7,377
Single Family Attached 100%2,471 2,471 2,471
Duplex 100%1,134 1,134 1,134
Multi Unit (less than 100 units)10%564 4,518 452
Multi Unit (more than 100 units)5%30 5,784 289
Mobile Homes 100%242 242 242
Reinspection Estimate 60%7,179
Total Annual Inspections 20%3,829
Pct. Inspected Properties Units
Estimated
Inspections
Inspections
Page 83
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 5 of 10
property enrollment from the cost of inspection to ensure that properties that require inspection are paying
the full cost of those inspections.
Alternative fee structures were also considered. A “per-unit” fee is more expensive for owners of larger
multi-unit properties, while a “per property” fee is more expensive for owners of single-unit properties. The
staff’s intent in proposing a hybrid fee structure is to provide a more equitable distribution of costs among
different property types. (See attachment A and B for Root Policy Fee memos)
Proposed Fee Table (75% based on property and 25% based on units)
Annual Fees per Model Type Per Property Per Unit
Registration Only $37 $10
Registration/Delayed Inspection To be determined To be determined
Registration/Proactive Inspection $53 $19
Proposed Enforcement Checkpoints
Enforcement checkpoints have been built into the proposed Rental Housing Program’s design to ensure
compliance at each stage. Staff intends to partner with property owners to achieve voluntary compliance
with the program requirements whenever possible. A critical task of the start -up phase (and beyond) is
education and outreach to landlords, property owners, property managers, and tenants to increase
awareness of and compliance with the proposed program. If Council chooses to adopt a rental housing
program, however, staff expects that there will be some situations that may require enforcement to address
violations that have not been successfully resolved through voluntary compliance.
Staff has proposed a range of penalties for failure to comply with the requirements of the Rental Housing
Program that include fines, civil penalties, and, upon several repeated instances of noncompliance,
misdemeanor charges. If property violations are found upon a complaint-based rental inspection, property
owners will receive a notice of violation with a specified amount of time to cure the violation(s) that is
dependent on the severity and implications for the renter’s life, health, and safety. Properties with violations
upon complaint-based rental inspection will require subsequent reinspection to ensure compliance. If
unpermitted work is identified during the complaint-based rental housing inspection that presents a life,
health, or safety concern as defined in the Building Code, a violation notice and enforcement actions would
follow the current Building Code processes and codes.
Proposed Staffing and Startup Costs
Option 1 – Rental Property Registration with Improved Complaint-Based Inspections: This model includes
the addition of a mediation specialist to work with landlords and tenants and keeps two rental inspect ors
to manage complaint-based inspections.
FTE Per FTE Cost 2023 estimate 2024 estimate
Compensation
Program Manager 1 $90,000 $45,000 $90,000
Engagement Specialist 1 $65,000 $38,000 $65,000
Mediation Specialist 1 $65,000 $19,000 $65,000
Admin/Tech 2 $50,000 $43,000 $100,000
Lead Inspector 1 $80,000 $40,000 $80,000
Inspector 1 $70,000 $35,000 $70,000
Total Salaries 7 $420,000 $220,000 $470,000
Benefits 0.25 $55,000 $117,500
Page 84
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 6 of 10
One time costs
Software 1 $75,000 $75,000 0
Vehicle 2 $30,000 $60,000 0
Clothing 2 $500 $500 0
Boots 2 $160 $320 0
Tools 2 $100 $200 0
IPAD 2 $1,300 $2,600 0
Laptops 5 $1,500 $7,500 0
Desktops 2 $500 $1,000 0
Total One-Time costs $147,120 0
Ongoing Annual
Marketing 1 $20,000 $20,000 $20,000
Translation 1 $10,000 $10,000 10,000
Phone 7 $500 $3,500 $3,500
Vehicle maintenance and fuel 2 $10,000 $10,000 $20,000
Clothing 2 $250 $0 $500
Total Ongoing Annual Costs $43,500 $54,000
TOTAL $465,620 $641,500
Total Start-up Costs $1,107,120
Option 3 – Rental Registration with Proactive Inspections:
Page 85
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 7 of 10
Option 2 (Rental Registration with Delayed Proactive Inspections) would have the same start-up costs as
Option 1 (Rental Registration with Complaint-Based Inspections). After the first year, program costs and
fees would need to be recalculated based on the number of properties that have a third-party inspection.
Potential Implementation
If Council chooses to implement a rental housing program, it will take approximately 18 months to reach
full implementation for all options presented. The first quarter would be spent on adoption and
appropriation. The second quarter would be spent on hiring initial staff and building out the software
platform. Education and outreach would begin as quickly as possible and be ongoing. The third quarter
begins the start-up phase. Expanding the roll-out would follow until Full implementation was reached at
the end of the 18 months. Evaluations and adjustments would happen at each stage of the process.
FTE Per FTE Cost 2023 Estimate 2024 Estimate
Compensation
Program Manager 1 $90,000 $67,500 $90,000
Engagement Specialist 1 $65,000 $48,750 $65,000
Admin/Tech 1 $50,000 $37,500 $50,000
.25 Deputy CBO 0.25 $25,000 $4,688 $6,250
Lead Bldg Inspector 1 $80,000 $60,000 $80,000
Bldg Inspector 3.25 $70,000 $113,750 $227,500
Bulding and Dev. Review Tech 1 $60,000 $30,000 $60,000
Total Salaries 8.5 $362,188 $578,750
Benefits 0.25 $90,547 $144,688
One-Time Costs
Software 1 $75,000 $75,000 $0
Translation 1 $10,000 $10,000 $0
Vehicle 4.25 $30,000 $127,500 $0
Clothing 4.25 $500 $2,125 $0
Boots 4.25 $160 $680 $0
Tools 4.25 $100 $425 $0
iPad 4.25 $1,300 $5,525 $0
Destop Computer 4.25 $500 $2,125 $0
Total One-Time Costs $223,380 $0
Ongoing Annual
Marketing 1 $20,000 $20,000 $20,000
Postage 1 $10,000 $10,000 $10,000
Phone 4.25 $50 $213 $213
Clothing 4.25 $250 $1,063 $1,063
Vehicle Maintenance and Fuel 4.25 $10,000 $42,500 $42,500
Total Ongoing Annual Costs $73,775 $73,775
Total Compensation/One-Time/Ongoing Costs $749,889 $797,213
Total 2023-2024 $1,547,102
Page 86
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 8 of 10
Comparison of Potential Outcomes
Staff has evaluated the potential outcomes of the three proposed options within the context of the Housing
Strategic Plan (HSP) vision that “everyone has healthy, stable housing they can afford.” In addition to the
HSP vision, staff also considered the triple-bottom line (social/environmental/economic) and equity
implications of each option.
Option 1 (rental registration with improved complaint-based inspections) proposes no proactive inspections
but does include improvements to the city’s existing complaint-based inspection program. The advantages
of this approach are that the mandatory registration provides baseline data regarding the location and
types of rental housing in the community and would require property owners to self -certify that their
properties meet the IPMC. Moreover, the approach will likely not displace renters or result in drastic cost
increases for tenants or landlords. Finally, increased resourcing for mediation and education/outreach will
likely result in a greater number of complaints and higher utilization of these services, which will increase
the overall quality of the rental housing stock for those who participate in the complaint -based inspection
program.
The most significant tradeoff in Option 1 is that a complaint-based system does not ensure equitable
access to healthy and safe rental housing. A complaint-based system places the burden to report primarily
on tenants and does not address power dynamics between tenants and landlords. Accordingly, tenants
are likely to report concerns only when they feel empowered to do so, resulting in disparities in access to
healthy and safe housing as well as potential data gaps related to the true state of rental property
maintenance throughout the City. A complaint-based inspection system also does not address the
possibility that renters may lack the power, resources, or knowledge to recognize and report violations of
habitability standards.
Option 3 (rental registration with proactive inspections) proposed proactive inspection of rental units for
minimum life, health, and safety standards. Pairing mandatory registration with proactive inspections of all
rental properties ensures that the rental housing stock in the community maintains a minimum level of
health and safety, ultimately promoting housing health and stability for all community members.
Advantages to this approach include equitable access to healthy and safe housing for all residents due to
all rental properties being subject to mandatory inspections, a complete and data-driven understanding of
property maintenance issues and home health inequities in the rental housing stock over time, and a lower
reliance on renters to report substandard conditions.
Specific tradeoffs that accompany Option 3 include renter displacement in cases of extreme safety
standards at specific rental properties, the potential for increased rents due to program costs that will likely
be passed on to renters, and the potential for high repair costs to come into compliance with minimum
habitability standards at rental properties that do not pass inspection. The cost of compliance is a particular
concern for properties with significant deferred maintenance, properties that do not meet minimum
habitability standards, and for smaller landlords that may not have the ability to absorb repair costs as
readily as larger landlords.
Page 87
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 9 of 10
The advantages and tradeoffs of Option 2 (rental registration with a delayed inspection component) will be
similar to Option 3 (rental registration with proactive inspections), but over a longer period of time.
The following table summarizes the advantages and tradeoffs associated with different approaches to
rental housing programming by evaluating options at their most and least effective, recognizing that actual
outcomes will likely fall somewhere in between.
Rental Registration with Improved
Complaint-Based Inspections
(Option 1)
Rental Registration with Proactive
Inspections
(Options 2 and 3)
At its most effective:
- Creates a complete database of
rental housing locations, property
types, local contacts, and other
essential information.
- Improved complaint-based
system and additional
outreach/education empowers
renters to report substandard
living conditions where they exist,
incrementally improving the
quality of rental housing stock.
- Additional resources for
mediation result in improved
tenant/landlord relationships.
- Maintains reasonable per
property and per unit registration
fees, with the costs of the
program fully recovered by fees.
- Creates a complete database of
rental housing locations, property
types, local contacts, and other
essential information.
- Ensures equitable access to safe
and healthy rental units for all
renters.
- Alleviates the burden on renters
to report substandard living
conditions and ensures
proactivity on behalf of the City.
- Proactively improves and
maintains the quality of all rental
housing stock.
- Provides property owners and
landlords a marketable
certification from the City that
helps them attract tenants.
- Maintains reasonable per
property and per unit fees
utilizing in-house inspectors. The
costs of the program are fully
recovered by fees.
At its least effective: - Fails to provide a complete
database of rental housing if
landlords do not register
properties.
- Fails to adequately and equitably
provide protections for all renters
in the City due to reliance on
complaint-based inspections.
- Self-attestation in lieu of
proactive inspections results in
noncompliance or and failure to
achieve improvement in overall
rental housing quality.
- Access to safe and healthy rental
housing contingent on tenant
possessing power, resources,
and knowledge to recognize and
report concerns.
- Noncompliance and enforcement
challenges result in a lack of
effective programming.
- Fails to provide a complete
database of rental housing if
landlords do not register
properties.
- Displaces renters in cases of
serious life/health/safety
concerns if landlord cannot afford
to repair.
- Creates excessive cost burdens
for tenants via increased rents
and/or for landlords if expensive
property repairs are required.
- Annual fee analysis results in a
need to increase program fees.
- High cost burden results in
landlords exiting the market with
a resulting decrease in rental
housing stock.
- Noncompliance and enforcement
challenges result in a lack of
effective programming.
Page 88
Item 3.
City Council Work Session Agenda Item Summary – City of Fort Collins Page 10 of 10
NEXT STEPS
If Council chooses to move forward with one of the proposed options, a first and second reading could be
scheduled in March or April
ATTACHMENTS
1. Root Policy Research Supplemental Fee Analysis Memo
2. Root Policy Research Fee Analysis Memo
3. Proposed Minimum Habitability Standards
4. Presentation
Page 89
Item 3.
MEMORANDUM
To: Marcy Yoder
From: Mollie Fitzpatrick, Julia Jones, and Lucy McGehee
Re: Rental Registry Fee Structure: revised for no inspection
Date: February 6, 2023
This memo serves as an addendum to Rental Registry Fee Structure memo provided to
the City of Fort Collins on November 15, 2022 and revised on November 29, 2022. The
previous memo explored fee options of a licensing/registry program that included
health and safety inspections for some units. This current memo provides an alternative
fee analysis for a program that does not include inspections.
Similar to the previous analysis, this memo assumes a full cost recovery program;
however, the program costs under this modified program proposal have been adjusted
to account for removal of required inspections.
Program costs. Figure 1 shows the modified program expenses at full program
operation. The five-year total accounts for reduced compensation and annual costs in
the first year, assuming the program begins part-way through 2023).
Overall, the estimated program cost over the first five years is $3,037,120 in
administrative costs to the City (compared to a 5-year total of $4,239,443 under the
previous program structure that included inspections). The program fee options,
discussed in the subsequent section, are all designed to cover all administrative costs
for the first five years of implementation.
Page 90
Item 3.
Page 2
Figure 1.
Program Expenses
Note:
Five-year total assumes a
reduced cost estimate for
compensation and annual costs
in 2023.
Source:
City of Fort Collins and Root
Policy Research.
Full cost recovery fee options for Fort Collins. Figure 4 shows fee
structure options for complete cost recovery in the first five years of program
implementation. Fee calculation is based on the same estimated unit-count as the
original fee calculation memo: 12,496 rental properties (with 27,480 total units).
Three annual fee assessment options are presented: a per property fee; a per-unit fee;
and a hybrid fee (which assumes a base fee per property and a marginal per-unit fee for
each additional unit in the property). The hybrid fee assumes 75% of the cost recovery
occurs through the per-property assessment and the remaining 25% of costs are
recovered through the marginal per-unit fee.
Category
Compensation
Program Manager 1.00 $90,000 $90,000
Engagement Specialist 1.00 $65,000 $65,000
Mediation Specialist 1.00 $65,000 $65,000
Admin/Tech 2.00 $50,000 $100,000
Lead Inspector 1.00 $80,000 $80,000
Inspector 1.00 $70,000 $70,000
Total Salaries 7.00 $470,000
Benefits 0.25 $470,000 $117,500
One Time Costs
Software 1.00 $75,000 $75,000
Vehicle 2.00 $30,000 $60,000
Clothing 2.00 $500 $1,000
Boots 2.00 $160 $320
Tools 2.00 $100 $200
IPAD 2.00 $1,300 $2,600
Laptops 5.00 $1,500 $7,500
Desktops 2.00 $500 $1,000
Total One Time Costs $147,620
Ongoing Annual Costs
Marketing 1.00 $20,000 $20,000
Translation 1.00 $10,000 $10,000
Postage 1.00 $10,000 $10,000
Phone 7.00 $500 $3,500
Vehicle maintenance and fuel 2.00 $10,000 $20,000
Clothing 2.00 $250 $500
Total Ongoing Annual Costs $64,000
Total
Upfront Costs Total $147,620
Annual Costs Total $651,500
First Five Years Cost $3,077,120
Expenses
FTE Per FTE Cost Estimate
Page 91
Item 3.
Page 3
Option one requires a per unit fee for all licensed/registered units of $22 per unit.
Option two requires a per property fee for all licensed/registered properties
(regardless of unit count) of $49 per property.
Option three requires a combination of a fee per property (75% of cost recovery)
and per unit (25%). This hybrid fee results in a $37 fee per property (includes the
first unit) and $10 per additional unit.
Figure 2.
Fee Structure Options for Complete 5-Year Cost Recovery
Notes: In the hybrid fee structure, the first unit is included with property fee; per unit fee is assessed on each additional unit.
Source: Root Policy Research.
Figure 3 illustrates how the fee options described above would impact property owners
of a variety of property types and sizes. A per unit structure is more expensive for larger
multifamily properties whereas the per property fee is more expensive for single unit
owners. The hybrid fee provides the most equitable distribution of fee costs among
different property types and unit counts compared to the other two fee structures. Root
recommends the City of Fort Collins adopt hybrid fee structure.
Figure 3.
Sample Fees by Property Type Using Fee Structure Options
Source: Root Policy Research.
Fee Structure Options (no inspections)
Option 1. Per Unit Fee Structure $0 $22
Option 2. Per Property Fee Structure $49 $0
Option 3. Hybrid Fee Structure (75% property; 25% unit)$37 $10
Per Unit
Annual Fees
Per Property
Fee Structure Options (no inspections)
Option 1. Per Unit Fee Structure $22 $1,120 $5,599
Option 2. Per Property Fee Structure $49 $49 $49
Option 3. Hybrid Fee Structure (75% property; 25% unit)$37 $540 $2,594
Total Fee by Property Type
Single Family or
Mobile Home
50 Unit
Building
250 Unit
Building
Page 92
Item 3.
MEMORANDUM
To: Marcy Yoder
From: Mollie Fitzpatrick, Julia Jones, and Lucy McGehee
Re: Rental Registry Fee Structure
Date: November 15, 2022, Revised November 29, 2022
Fort Collins Proposed Program Structure
This memo provides fee structure options for the proposed City of Fort Collins rental
licensing/registry program for the City’s consideration. The fee proposed for Fort Collins
is designed to recover program administration costs and distribute such costs across
the full inventory of rental units in the City. Fee structure alternatives are crafted to
balance the total impact on program costs, number of units in a development, and
number of properties owned/managed by payors.
R egistration. The proposed rental licensing/registry program includes an annual
enrollment/renewal with an accompanying fee. Enrollment inclu des basic information
about property ownership and a local contact for the rental property. The City of Fort
Collins will collect rental unit information for the licensing/registry program through an
online application. All rental units will be required to register including:
S ingle family detached units
Attached units (duplex, row, townhouses)
M ultifamily units (apartments or condos)
Mobile homes
Inspections. All rental properties in the City will be inspected unless the property
falls under one of the exemptions below. Inspection of licensed/registered rentals will
occur on a five -year schedule. The City will use in -house inspectors—separate from
existing building inspectors —to complete inspections of rental units . Units will be
inspected as follows:
All individually owned rental units regardless of type (detached, mobile h ome,
condo, attached housing)
Multifamily rental properties with less than 100 units will be inspected using a
random sample of 10% of total units.
Page 93
Item 3.
Page 2
Multifamily rental properties with more than 100 units will be inspected using a
random sample of 5% of total units.
The following properties will be exempted from an inspection but are still required to
renew their license/registration annually.
Properties that were constructed (or substantially remodeled and inspected by the
City’s inspectors) within the pas t 10 years.
Affordable housing units inspected under the U.S. Department of Housing and
Urban Development (must provide a copy of the inspection report to the City).
Fee Structure Options
Rental registration programs are often designed to be full cost recovery programs,
though some programs are “subsidized” through General Fund allocations for program
administration. Registration and inspection fees can be structured by unit, by building,
or by property; some programs separate registration and inspection fees, whereas
others assess a single all-encompassing fee. Details on peer community fees are
included at the end of this memo for context in evaluating the fee options proposed for
Fort Collins.
This section provides a rationale for potential fee structure options in Fort Collins and
fee costs for payors . It considers both per unit and per property fee options and focuses
on a full-cost recovery fee.
Anticipated inspections. Overall, the City of Fort Collins has an estimated 12,496
rental properties (with 27,480 total units). Of those, 678 properties (5,954 units) would
likely be exempt from inspections (due to age or HUD inspections) leaving 11,818 rental
properties (with 21,526 total units) that are likely to require inspections.
Figure 1 shows the number of rental units and properties in the City of Fort Collins that
would be subject to inspections every five years (excluding properties that are less than
10 years old and affordable units inspected by HUD). A reinspection rate of 60% is used
to account for units that need more than one inspection. This count of units and
properties are used to calculate the number of inspections that will need to be
completed annually.
With a random sample method for multifamily units, the number of inspections needed
every five years is 11,965 unit inspections. A reinspection rate of 60% results in 7,179
additional inspections. Annually, the City of Fort Collins would have an estimated 3,829
inspections.
Page 94
Item 3.
Page 3
Fig ure 1.
Rental Units and Properties in Fort Collins and Estimated Annual Inspections
Source: 5-year 2020 ACS, Larimer County Assessor, Housing Catalyst, and Root Policy Research.
Program costs. Figure 2 shows the number of in -house inspectors needed to
a dminister the program in the City of Fort Collins. The City would need to hire one lead
inspector and 3.25 FTE inspectors. The following assumptions were used to calculate the
number of inspectors needed:
Each inspector can perform five inspections daily o n average.
Inspectors work 47 weeks (235 days) per year accounting for holiday and vacation.
Each inspector can complete 1,175 inspections per year.
The lead inspector can complete half the number of inspections as a regular inspector.
Complaint based rental inspections will increase as the City educate s tenants on
their rights (0.25 FTE was added to cover this increase).
Figure 2 .
Estimated
Inspector FTE’s to
Administer
Program
Source:
City of Fort Collins and Root
Policy Research.
Units and Properties
Inspection Exempt 0%678 5,954 0
Inspection Required 11,818 21,526 11,965
Single Family Detached 100% 7,377 7,377 7,377
Single Family Attached 100% 2,471 2,471 2,471
Duplex 100% 1,134 1,134 1,134
Multi Unit (less than 100 units)10%564 4,518 452
Multi Unit (more than 100 units)5%30 5,784 289
Mobile Homes 100%242 242 242
Reinspection Estimate 60%7,179
Total Annual Inspections 20%3,829
Pct. Inspected Properties Units
Estimated
Inspections
Inspections
Units per day per inspector 5
Days per year per inspector 235
Inspector Capacity (units/year)1,175 3.00
Lead Inspector Capacity (units/year)588 1.00
Plus uptick in reporting 0.25
Estimated Inspectors Needed 4.25
Assumptions FTE
Inspectors
Page 95
Item 3.
Page 4
Figure 3 shows program expenses for the City of Fort Collins. Expenses include employee
compensation, one-time upfront costs, and ongoing program costs. Employee salary and
benefits (with 4.25 FTE inspectors) would cost $723,438. One-time costs for the City are
estimated at $253,380. Ongoing annual program costs are estimated at $7 3,775.
Overall, the estimated program cost over the first five years is $4,239,443 in
administrative costs to the City. The program fee options , discussed in the subsequent
section, are all designed to cover all administrative costs for the first five years of
implementation.
Figure 3 .
Program Expenses
Note:
Annual inspection costs include
compensation (salary and
benefits) for building inspectors
and the building and dev.
Review tech, along with the “per
inspector” ongoing annual costs.
Non-Inspection related includes
compensation for all other staff
positions and the ongoing
marketing and postage costs.
Source:
City of Fort Collins and Root
Policy Research.
Category
Compensation
Program Manager (M1)1.00 $90,000 $90,000
Engagement Specialist (P1)1.00 $65,000 $65,000
Admin/Tech 1.00 $50,000 $50,000
.25 Deputy CBO (M1)0.25 $25,000 $6,250
Lead Bldg Inspector 1.00 $80,000 $80,000
Bldg Inspector (each)3.25 $70,000 $227,500
Building and Dev. Review Tech.1.00 $60,000 $60,000
Total Salaries 8.50 $578,750
Benefits 0.25 $578,750 $144,688
One Time Costs
Software 1.00 75,000 $75,000
Marketing 1.00 20,000 $20,000
Postage 1.00 10,000 $10,000
Translation 1.00 10,000 $10,000
Vehicle 4.25 30,000 $127,500
Clothing 4.25 500 $2,125
Boots 4.25 160 $680
Tools 4.25 100 $425
IPAD 4.25 1,300 $5,525
Desktop computer 4.25 500 $2,125
Total One Time Costs $253,380
Ongoing Annual Costs
Per Inspector
Phone 4.25 $50 $213
Clothing (after year 1)4.25 $250 $1,063
Vehicle maintenance and gas 4.25 $10,000 $42,500
Marketing and Postage $30,000
Total Ongoing Annual Costs $73,775
Total
Upfront Costs Total $253,380
Annual Costs Total $797,213
Annual inspection cost $503,150
Annual non-inspection cost $294,063
First Five Years Cost 5.00 $4,239,443
Expenses
FTE Per FTE Cost Estimate
Page 96
Item 3.
Page 5
Full cost recovery fee options for Fort Collins. Figure 4 shows fee
structure options for complete cost recover y in the first five years of program
implementation. Two different approaches are shown for fee calculation:
One approach is to imbed the cost of inspections into the overall registration
fee. This approach effectively requires all registered properties to “share” the
inspection cost, even though some properties will be exempt from the actual
inspections.
The second approach is to separate the cost of registration from the cost of
inspection such that inspection -exempt properties pay a lower registration fee
while properties that require inspection pay both a registration fee and an
inspection fee. The inspection fee is modeled as an annual fee (even though
inspections would only occur every 5 years) but could be assessed every five years
instead (which would simply require multiplying the fee shown in the figure by five).
Within each approach, three annual fee assessment options are presented: a per
property fee; a per-unit fee; and a hybrid fee (which assumes a base fee per property
and a marginal per-unit fee for each additional unit in the property). The hybrid fee
assumes 75% of the cost recovery occurs through the per-property assessment and the
remaining 25% of costs are recovered through the marginal per-unit fee.
There is an additional cost calculated for reinspection per unit. The cost of reinspection
is calculated by estimating the ongoing annual expenses for one inspector ($80,300)
divided by the number of inspections an inspector can complete annually on average
(1,175 inspections). The cost of a reinspection would be $68 per unit per reinspection
required.
Under the first approach, which reflects an all-in -one registration + inspection fe e,
assessed on all rental properties in the City:
Option one requires a per unit fee for all licensed/registered units of $31 per unit.
Option two requires a per property fee for all licensed/registered properties
(regardless of unit count) of $68 per property.
Option three requires a combination of a fee per property (75% of cost recovery)
and per unit (25%). This hybrid fee results in a $51 fee per property (includes the
first unit) and $2 2 per additional unit.
Under the second approach, which reflects a registration fee for all rental units and an
inspection fee for all rental properties that do not qualify for an inspection exemption:
Option one requires a registration fee for all licensed/registered units of $13 per
unit and an additional $23 per unit annually for properties requiring an inspection.
Page 97
Item 3.
Page 6
Option two requires a per property fee for all licensed/registered properties
(regardless of unit count) of $28 per property plus an additional $43 per property
annually for properties that do qualify fo r an inspection exemption.
Option three requires a registration fee per of $21 per property (75% of cost
recovery) and $6 per additional unit (25%). Properties that do not qualify for an
inspection exemption would pay another $32 per property and $13 per additional
unit annually.
Figure 4.
Fee Structure Options for Complete 5-Year Cost Recovery
Notes: P er unit reflects cost per total unit (not per inspected unit). In the hybrid fee structure, the first unit is included with
property fee; per unit fee is assessed on each additional unit.
Source: Root Policy Research.
Approach 1:
Fee Options if first inspection included with registration
Fee Structure Options (includes registration and first inspection)
Option 1. Per Unit Fee Structure $0 $31
Option 2. Per Property Fee Structure $68 $0
Option 3. Hybrid Fee Structure (75% property; 25% unit)$51 $22
Reinspection Costs
Single inspector annual costs $80,300
Cost of Reinspection (per unit inspected)$68
Approach 2:
Fee Options if registration separate from inspection fee
Fee Structure Options (registration and inspection fees assessed separately)
Option 1. Per Unit Fee Structure
Registration fee (paid by all properties)$0 $13
Inspection fee (paid only by non-exempt properties)$0 $23
Total Annual Fee (for non-exempt properties)$0 $36
Option 2. Per Property Fee Structure
Registration fee (paid by all properties)$28 $0
Inspection fee (paid only by non-exempt properties)$43 $0
Total Annual Fee (for non-exempt properties)$70 $0
Option 3. Hybrid Fee Structure (75% property; 25% unit)
Registration fee (paid by all properties)$21 $6
Inspection fee (paid only by non-exempt properties)$32 $13
Total Annual Fee (for non-exempt properties)$53 $19
Reinspection Costs
Single inspector annual costs $80,300
Cost of Reinspection (per unit inspected)$68
Per Unit
Annual Fees
Per Property Per Unit
Per Property
Annual Fees
Page 98
Item 3.
Page 7
Figure 5 illustrates how the fee options described above would impact property owners
of a variety of property types and sizes. A per unit structure is more expensive for larger
multifa mily properties whereas the per property fee is more expensive for single unit
owners. The hybrid fee provides the most equitable distribution of fee costs among
different property types and unit counts compared to the other two fee structures. Root
recomm ends the City of Fort Collins adopt hybrid fee structure.
Figure 5 .
Sample Fees by Property Type Using Fee Structure Options
Source: Root Policy Research.
Figure 6 shows fee structures and costs for peer communities interviewed by Root
(additional details on peer community programs is included in the appendix to this
memo). Overall, the recommended hybrid fee for the City of Fort Collins falls in the
middle of the group in terms of costs to rental property owners.
Approach 1: Fee Structure Options (includes registration and first inspection)
Option 1. Per Unit Fee Structure $31 $1,543 $7,714
Option 2. Per Property Fee Structure $68 $68 $68
Option 3. Hybrid Fee Structure (75% property; 25% unit)$51 $1,121 $5,488
Approach 2: Fee Structure Options (with registration and inspection separate)
Option 1. Per Unit Fee Structure
Exempt from inspection $13 $627 $3,136
Option 2. Per Property Fee Structure
Exempt from inspection $28 $28 $28
Inspection required $70 $70 $70
Option 3. Hybrid Fee Structure (75% property; 25% unit)
Exempt from inspection $21 $303 $1,453
Inspection required $53 $969 $3,279
Reinspection Costs
Number of Units Inspected 1 5 13
Cost of Reinspection $68 $342 $854
Total Fee by Property Type
Single Family or
Mobile Home
50 Unit
Building
250 Unit
Building
Page 99
Item 3.
Page 8
Figure 6 .
Peer Community Fee Structures
Source: Root Policy Research.
Ames, Iowa Annual
$50 single family
$100 duplex
$23-$30 per unit
multifamily
1 to 4 years $50 for 3+
reinspections
Austin, Texas Annual $372 per property Annual Utility billing
Boulder, Colorado 4 years $190 per single family or
per building 4 years 3rd party
Lawrence, Kansas Annual $14-$17 per unit 3-6 years $50 per unit
Seattle, Washington 2 years $70 per property
$15 per unit 5-10 years $175 property
$35 per unit
Westminster, Colorado 2 years $50 per unit 2-4 years $40 per unit
Frequency
Inspection
Frequency Fee
Registration/License
Fee
Page 100
Item 3.
Page 9
Appendix: Peer Community Fee Detail
Root interviewed six peer communities with rental registration and inspection programs
about their rental regulations and fees. These communities were selected because they
are 1) university anchored (with a few exceptions); 2) have unique program
requirements or methods of enforcement; and 3) have proactive inspections.
Ames, Iowa
Austin, Texas
Boulder, Colorado
Lawrence, Kansas
Seattle, Washington
Westminster, Colorado
Peer community program details related to fee structure are shown in Figure A-1 on the
following page.
The communities interviewed either dire ctly fund their program through fees, allocate
fees to the general fund to fund the program through the general fund, or collect fees
and other department specific funding to run the program. Most communities are cost
neutral, while some communities are working toward that goal or using a unique
funding structure. Cost recovery depends on the frequency of registration/licensing
renewals (ranges from 1 to 4 years in communities), the fee structure and frequency of
inspections (varies). The fee structure for the program determines the staffing capacity.
Communities where fees collected fully fund the program include Ames, Boulder, and
Seattle. Programs funded through the general fund include Lawrence and Westminster.
Programs funded through the general fund can be cost neutral if fee revenue
contributed to the general fund is adequate . Finally, the City of Austin charges a small
fee that covers the cost of registration paperwork and funds the remainder of the
program’s administration (staff, inspectors, etc.) through a clean community fee—$4.25
collected monthly as part of utility billing.
Communities interviewed indicated the fee calculation itself can be a challenge. Fees
that are calculated per property have a larger impact on small properties whereas fees
calculated per unit have a larger impact on large properties. Interviewees suggested the
fee calculation be tailored to the amount of staff time and resources properties require.
A tiered fee based on the size of the property was preferred.
Page 101
Item 3.
Page 10
Figure A -1. Peer Community Program Details
Registration/
Licensing Fee
Inspection
Fee
Cost
Recovery
Inspections
Complaint or
Proactive
Inspection
Frequency Staffing
Ames, Iowa Single family
$50; duplex
$100;
multifamily $23-
$30 per unit
Included in
registration fee; 3+
inspections $50
each
100% Proactive 1 to 4 year
rotation;
frequency based
on performance
3 full time
inspectors
Austin, Texas $372 per
property
No fee for
inspection; clean
community fee
$4.25/month utility
charge funds code
enforcement
Covers
registration,
not staff
Registered
repeat offender
properties
Annual 8 full time
inspectors, 1
supervisor
Boulder,
Colorado
$190 per SF unit
or per building
Third party
inspectors
100%; pre-
2021 60% fee
recovery, 40%
general fund
Proactive 4 years 3 full time licensing
team, inspections
conducted by 3rd
party
Lawrence,
Kansas
$14-$17 per unit $50 per unit General fund Proactive 3 years typical; 5
or less violations,
6 years
3 inspectors
Seattle,
Washington
$70 for property
and 1st unit; $15
per additional
unit
$175 for property
and 1st unit; $35 per
additional units
Working
toward self -
sufficiency
Proactive;
random
selection of 10%
of all rental units
in city per year
At least once every
5-10 years
1 call center, 3
administrative, 1
cashier, 3
inspectors, 1 senior
inspector, 1
manager
Westminster,
Colorado
$50 per unit $40 per unit 100% Proactive 2 and 4 year
schedule of
inspections based
on property age
3 inspectors, 1 part
time admin
Page 102
Item 3.
1
Rental Housing Minimum Requirements
Required Items in ALL Rental Housing
Exterior General
1. Building, sidewalks, outbuildings and fences generally must be in good repair and
free from hazards like damaged and loose building components.
2. Yards must not have rodent, vermin or insect infestation and free from hazards
such as open holes or broken sidewalks.
3. Stairways must not have loose or broken steps and have handrails solidly
attached.
4. Decks and porches 30 inches above the ground must have guardrails that are
solidly attached.
5. Window wells within 3 feet of driveways or sidewalks must be protected with
guard rails or grate covers.
Interior General
1. Windows and doors must be capable of keeping wind and elements out.
2. Insect screens are required on windows and doors used for ventilation May to
November.
3. Entry doors are required to have locks for security; locks shall operate from inside
without a key or special knowledge.
4. Windows located within 6 feet of ground are required to have locks for security.
5. All floors, walls, stairs, doors and windows to be maintained in good repair and
free from decay or defective surfaces.
6. All stairs must have handrails and guardrails installed and solidly attached.
7. All interior doors must be securely attached and open and close properly.
8. All interior spaces must be free from rodent, vermin or insect infestation.
9. All walking surfaces must be in generally good repair.
Light
1. Every habitable space must have a window for natural light with a glazed area
sized not less than 8% of the floor area of the room.
2. In buildings containing 3 or more dwelling units, the common hallways and
stairways must be provided with one 60 watt bulb per every 200 square feet.
Ventilation
1. Every habitable space must have at least one openable window for natural
ventilation sized not less than 4% of the floor area of the room.
2. Every bathroom and toilet room must have an openable window to the exterior or
have an exhaust fan, ducted to the exterior.
3. Every clothes dryer must be exhausted to the exterior through independent ducts.
Page 103
Item 3.
2
Occupancy General
1. Dwelling units must be arranged to provide privacy from adjoining spaces.
2. Every bedroom must have access to at least one water closet and lavatory without
passing through another bedroom.
3. Spaces used for food preparation must contain suitable space and equipment to
store, prepare and serve foods in a sanitary manner.
4. Adequate facilities for temporary storage and sanitary disposal of food waste and
refuse are required.
Plumbing Facilities
1. Every dwelling unit must contain its own bathtub or shower, lavatory, water
closet and kitchen sink, maintained in safe and sanitary condition.
2. A kitchen sink must not be used as a substitute for the required lavatory.
3. Toilet rooms and bathrooms must provide privacy
4. All plumbing fixtures must be maintained in a safe, sanitary and functional
condition, free from obstructions, leaks and defects.
5. All kitchen sinks, lavatories, laundry facilities, bathtubs and showers must have
hot and cold running water.
6. The water supply system must have sufficient volume and pressure for proper
function of plumbing fixtures.
7. Water heated to a temperature of not less than 110 degrees must be provided.
8. All plumbing fixtures must be connected to an approved sewer system without
obstructions, leaks and defects.
Mechanical Facilities
1. Habitable spaces must have heat during the period from September 15 to May 15
and maintain a temperature of not less than 68 degrees F.
2. All mechanical appliances must be properly installed and maintained in a safe
working condition.
3. All fuel-burning equipment and appliances except for gas-cooking appliances,
must be connected to an approved chimney or vent.
4. All mechanical equipment must have an approved automatic safety fuel shutoff,
an accessible manual fuel shutoff valve and a listed appliance fuel connector.
5. Gas cooking appliances must not be used for space heating of any portion of a
dwelling or guestroom, and, portable fuel burning appliances are prohibited.
Electrical Facilities
1. Dwelling units must have a three-wire, 120/240 volt, electrical service having a
Page 104
Item 3.
3
rating of not less than 60 amperes.
2. All electrical equipment, wiring and appliances must be properly installed and
maintained in a safe and approved manner.
3. Every habitable space in a dwelling must contain at least (2) separate and remote
receptacle outlets.
4. Every laundry area must contain at least (1) grounded receptacle or a receptacle
protected with a ground fault circuit interrupter (GFCI).
5. Every bathroom must contain at least (1) receptacle protected with a ground fault
circuit interrupter.
6. Receptacle outlets installed in kitchens, garages, unfinished basements and
exterior locations must be protected by ground fault circuit interrupters.
7. Every public hall, interior stairway, toilet room, kitchen, bathroom, laundry room,
boiler room and furnace room must contain at least (1) electric light fixture.
8. Extensions cords must not be wired directly to permanent wiring or installed
inside walls, through floors, under carpets or attached to trim or walls.
Fire Safety Requirements
1. All means of egress doors must be openable from the inside without the need for
keys, special knowledge or effort.
2. Every rental dwelling unit or guestroom must have access directly to the outside
or to a public corridor which leads to an exterior exit.
3. Below grade sleeping rooms must be provided with emergency escape window
having a maximum sill height of (48) inches above the floor and a minimum
openable area of (720) square inches.
4. Smoke alarms (electric or battery operated) must be installed in each of the
following areas:
a. On the ceiling or wall outside of each separate sleeping area in the
immediate vicinity of bedrooms.
b. In each room used for sleeping purposes.
c. In each story within a dwelling unit, including basements.
5. Carbon Monoxide Detectors
Any single- family dwelling or dwelling unit in a multi-family dwelling used for
rental purposes and that includes fuel-fired appliances or and attached garage, on
or after July 1, 2009 shall be required to have carbon monoxide detectors
installed.
The location shall be on each level that has a lawful sleeping room and shall be
located within 15 ft of the entrance to each sleeping room.
Page 105
Item 3.
Rental Housing Program Options: Council Work Session
2-28-23
Housing Strategic Plan Implementation
Marcy Yoder, Neighborhood Services Manager
Meaghan Overton, Housing ManagerPage 106
Item 3.
Council Question
Would Council like to take further action on any of the options
presented?
Page 107
Item 3.
Estimated # of
homes*
Estimated %of all
housing
Total (citywide)87,863 100%
Owned Units 49,775 57%
Rental Units 38,088 43%
Single-household, duplex, and
townhome rentals 14,419 16%
(38% of all rentals)
Multi-household, mixed-use or
manufactured housing rentals 23,669 27%
(62% of all rentals)
3
*Note: This data is the best available information at present but should be interpreted as an estimate
because of potential data gaps or lags in reporting property information.
•Over 40% of all housing in Fort Collins is renter-occupied
Background + Policy Alignment
Page 108
Item 3.
4
Big Move 7: Healthy, Affordable Housing
•HAH6: Explore mandated rental license/rental
registry
•Strategy 20 -Explore the option of a mandated rental
license/registry program and pair with best practice
rental regulations.
Background + Policy Alignment
Page 109
Item 3.
•Greatest Challenge #7: Housing
policies have not consistently
addressed housing stability and
healthy housing, especially for
people who rent
•Community engagement: a desire
to proactively ensure healthy,
safe units and maintain
neighborhood quality of life
5Background + Policy Alignment
Why are we looking at a rental registration and inspection program?
Key
Outcomes
Increase
Housing
Supply &
Affordability
(12)
Increase
Housing
Diversity /
Choice (12)
Increase
Stability /
Renter
Protections
(11)
Improve
housing
equity (11)
Preserve
Existing
Affordable
Housing (9)
Increase
Accessibility
(2)
Page 110
Item 3.
Prior Council Work Sessions (October 2021, August 2022) covered:
•Problem to be addressed
•Current Market Conditions
•Peer City data
•Best Practice Research
•Public Engagement from multiple stakeholders
•Taskforce recommendations
•Community + Rental Industry Questionnaires
•Input from a variety of committees, boards, and community groups
August 2022 –staff directed to bring forward a rental housing program design that included
proactive inspections.
January 2023 –staff directed to outline a registration option that would not include proactive
inspections.
6Background + Policy Alignment
Page 111
Item 3.
Option 1: Registration + Improved Complaint-Based Inspections
•Registration of all rental properties
•Self-attestation
•Submit 3rd party inspections
•No proactive inspections
•Improved education/outreach
•Enhanced mediation services
•$37/property and $10/unit annually
•Inspections based on habitability and safety
standards
•City staff conduct inspections only upon
complaint
•Start-up costs $1.1 million
•Staffing 7 FTE (decreased inspectors and added a mediation
specialist)
7Program Approaches
Page 112
Item 3.
Option 2: Registration with Delayed Proactive Inspections
•Registration of all rental properties
•Inspections every 5 years unless
•Less than 10 years old
•HUD inspected
•Third-party inspection completed
•Fees and number of inspections
recalibrated based on the first year
•Inspections based on habitability and safety
standards
•City staff conduct inspections
•Complaint-based system still available
•Start-up costs $1.1 million
•Staffing 7 FTE to start, then TBD (supported by program fees)
8Program Approaches
This Photo by Unknown Author is licensed under CC BY-SA
Page 113
Item 3.
Option 3: Registration with Proactive Inspections
•Registration of all rental properties
•Inspections every 5 years unless
•Less than 10 years old
•HUD inspected
•$53/property and $19/unit annually
•Inspections based on habitability and safety
standards
•City staff conduct inspections
•Complaint-based system still available
•Start-up costs $1.6 million
•Staffing 8.5 FTE
9Program Approaches
This Photo by Unknown Author is licensed under CC BY
Page 114
Item 3.
Start-up Budget Comparisons Option 1 &2 Option 3
Salaries and benefits
1.Manager, 2 Engagement, 2 Admin/Tech, 2 inspectors
3.Manager, 1 Engagement, 2 Admin/Tech, 4.5 inspectors
$862,500 $1,176,173
One-time costs
Vehicles, software, computers, initial clothing & equipment,
etc.
$147,120 $223,380
Annual costs
Marketing, postage, phones, vehicle maintenance and fuel,
clothing, etc.
$97,500 $147,550
TOTALS $1,107,120 $1,547,103
10Budget Information
Page 115
Item 3.
11Implementation
What is the timeline for implementing a rental
housing program?
Page 116
Item 3.
Rental Registration with Improved
Complaint-Based Inspections (Option 1)
Rental Registration with Proactive Inspections
(Options 2 and 3)
At its
most
effective:
-Complete database of rental housing
-Incremental improvement of rental housing stock
via improved complaint-based system
-Improved tenant/landlord relationships via
additional mediation
-Reasonable per property and per unit fees
-Costs of the program fully recovered by fees
-Complete database of rental housing
-Comprehensive improvement of all rental housing
via proactive inspections
-Equitable access to safe and healthy rental units
-Reduced burden on renters to report issues
-Provides marketable certification from the City that
helps landlords/property owners attract tenants
-Consistent approach via utilizing in-house inspectors
-Reasonable per property and per unit fees
-Costs of the program fully recovered by fees
At its least
effective:
-Incomplete database of rental housing
-Complaint-based inspections may not provide
protections for all renters
-Self-attestation may result in noncompliance,
enforcement challenges and lower housing quality
-Access to safe and healthy rental housing
contingent on tenant power, resources, and
knowledge to recognize and report concerns
-Annual fee analysis could result in a need to
increase program fees to cover costs
-Noncompliance could limit program effectiveness
-Incomplete database of rental housing
-May displace renters in cases of serious concerns
-May result in cost burdens for tenants (via increased
rents) and/or for landlords if expensive repairs
required
-High costs could result in landlords exiting the
market
-Annual fee analysis could result in a need to
increase program fees to cover costs
-Noncompliance could limit program effectiveness
12Analysis of Potential Outcomes
Page 117
Item 3.
Option 1:Registration +
Complaint-Based
Inspections
Option 2:Registration +
Delayed Proactive
Inspections
Option 3:Registration +
Proactive Inspections
Registration All rental properties
Local contact/owner info
Self-attestation
Submit 3rd party inspections
Same as Option 1 Same as Option 1
Inspections Complaint-based only Complaint-based only in
Year 1, then every 5 years
Every 5 years
Exceptions N/A
(no proactive inspections
required)
•Less than 10 years old
•HUD inspected
•Third-party inspected
•Less than 10 years old
•HUD inspected
Fees $37 per Property
$10 per Unit
Same as Option 1, TBD
when inspections added
$53 per Property
$19 per Unit
Staffing 7 7, TBD when inspections
added
8.5
Start-up
Cost
$1.1 million $1.1 million $1.6 million
13Options At A Glance
Page 118
Item 3.
Council Question
Would Council like to take further action on any of the options
presented?
Page 119
Item 3.
For More Information, Visit
THANK YOU!
https://www.fcgov.com/rentalhousing
Page 120
Item 3.
•Overall positive impact on equity, social health, and environmental health. Mixed impact on
economic health. Considerations and mitigation measures include:
16Equity and Triple-Bottom Line Considerations
Consideration Potential Mitigation
Renter displacement •Strengthen mediation program
•Motel vouchers (short-term critical repairs)
•Referral -service agencies, legal services, homelessness
programs (e.g. rapid rehousing)
Increased rents due
to program/
compliance costs
•Monitor costs and impact on rents over time
•Keep fees as nominal as possible
•Educate/refer to assistance programs, loan programs, and
rebates for repairs (e.g. EPIC loan program)
Cost burden,
especially for small
landlords
•Consider grant program in exchange for cap on rent increases
•Keep fees as nominal as possible
•Educate/refer to assistance programs, loan programs, and
rebates for repairs (e.g. EPIC program)
Page 121
Item 3.
17Program Design
Anticipated Number of Inspections
Units and Properties
Inspection Exempt 0%678 5,954 0
Inspection Required 11,818 21,526 11,965
Single Family Detached 100%7,377 7,377 7,377
Single Family Attached 100%2,471 2,471 2,471
Duplex 100%1,134 1,134 1,134
Multi Unit (less than 100 units)10%564 4,518 452
Multi Unit (more than 100 units)5%30 5,784 289
Mobile Homes 100%242 242 242
Reinspection Estimate 60%7,179
Total Annual Inspections 20%3,829
Pct. Inspected Properties Units
Estimated
Inspections
Inspections
Page 122
Item 3.
•Internal rental inspection team
•Inspections every 5 years
•Exemptions:
•Less than 10 years old
•HUD inspected
18Program Design
Inspections
Building Type % Inspected
Single unit, detached 100%
Single unit, attached (e.g.,
townhouse)
100%
Individually owned (e.g., condo)100%
Multi-unit, 0-10 units`100%
Multi-unit, 11-100 units 10%
Multi-unit, 100+ units 5%
Page 123
Item 3.