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HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 10/29/2013 - JOINT MEETING BETWEEN THE CITY COUNCIL AND THE BOADATE: October 29, 2013 STAFF: Tom DeMint Darin Atteberry Pre-taped staff presentation: none WORK SESSION ITEM FORT COLLINS CITY COUNCIL SUBJECT FOR DISCUSSION Joint Meeting Between the City Council and the Board of Directors of the Poudre Valley Fire Protection District. EXECUTIVE SUMMARY The purpose of this work session is to further develop the relationship between the two entities which created the Poudre Fire Authority (PFA) —the City of Fort Collins and Poudre Valley Fire Protection District (PVFPD) and provide historical context for the original establishment of the agreement between PFA and the City. For over 30 years, the Poudre Fire Authority has provided fire protection, emergency medical and rescue services to both the City of Fort Collins and the PVFPD through an intergovernmental agreement. The two “parent” entities jointly govern PFA through representation on the PFA Board of Directors. This joint meeting will provide an opportunity to all members of each partner to the IGA to discuss issues of mutual concern and develop a common understanding of the history of PFA. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. The Poudre Fire Authority has been the City and PVFPD’s provider of fire, rescue and emergency medical services for over 30 years. Do the two entities continue to be committed to the Authority model of service provision? 2. Does this service model with an Intergovernmental Agreement and a shared funding strategy continue to meet the needs of the communities that the City Council and PVFPD Board represent? 3. Does City Council or the PVFPD Board have any feedback to incorporate in the next Strategic Plan? 4. Does the proposed plan for developing a revised Intergovernmental Agreement and Revenue Allocation Formula meet the needs of both the City and District? BACKGROUND / DISCUSSION Poudre Fire Authority History Beginning in 1981, the City of Fort Collins and the Poudre Valley Fire Protection District developed an intergovernmental agreement to provide joint fire protection and rescue services within their respective boundaries. The two entities entered into a “trial period” of consolidation and then entered into the current Intergovernmental Agreement (IGA) in 1987. The Poudre Fire Authority is a consolidated fire service model which combined the City Fire Department with the District Fire Department to provide service in both the District and the City. The District surrounds the City of Fort Collins (Attachment 4) and also encompasses the Town of Timnath, LaPorte, Bellvue, and Redstone Canyon, for a total of 235 square miles of Northern Colorado. It is a Special District under Colorado law, governed by a five-member Board of Directors elected by residents of the District. Prior to the consolidation, the District was serving areas on all sides of the City, October 29, 2013 Page 2 and often crossing through the City to reach calls in various parts of its service area. In addition, each entity provided mutual aid within the other’s boundaries. The combination of the two departments created a much more efficient service plan, saved resources by using existing and future stations to serve both urban and rural settings, and reduced overhead costs. Other service models were considered, including mutual aid contracts, contracts for service and creation of a Special District which encompassed both the City limits and the existing District boundaries. Changes in State law created an opportunity for a Fire Authority to be created which would take advantage of the assets of both existing departments, maintain the relationship between the City and the District, and provide an efficient response system. The consolidated departments brought together staff, facilities, equipment, dispatch services and administration to provide services in the PFA boundaries. At the time of consolidation, the participants estimated that the creation of the PFA would result in a cost savings of over $1 million per year for the City and the District because of shared resources and shared stations. Over the years, these savings have increased. A 2007 estimate concluded that the savings to the City alone resulting from the PFA would have been over $2 million. If the partnership with PVFPD did not exist the City would likely need to increase its O&M funding by $2,400,000 to maintain existing services, plus some portion of a capital cost to replace facilities and apparatus that now jointly serve both areas. These figures were calculated based on the cost of replacing stations and staff located in the District but with current response areas substantially within the City limits. The District would also likely see cost increases as it relocated or revised its service plan to provide services to areas on all sides of the City. Since this analysis, annual savings have continued to increase through the shared model. The joining of forces created by PFA have resulted in improved insurance ratings, lower long-term costs to the taxpayer, enhanced ability to respond to large scale emergencies, and coordinated strategic planning. Governance of the PFA was established as an independent Board of Directors. The Board was established to include two members appointed from the City Council, two members appointed from the PVFPD Board, and one member appointed by the other members. This 5th member has always been the Fort Collins City Manager. A set of Bylaws was adopted in 1987 which sets forth the structure and timing of the PFA Board meetings and the process for selection of officers of the Board. The PFA relies on the City, Town of Timnath, Larimer County or the District to adopt any policy or regulation which requires the force of law, since PFA does not have any regulatory power separate from those entities. Growth of Poudre Fire Authority When the PFA was created in 1981, the combined City and District population was approximately 91,400. It provided service from seven paid fire stations with 104 paid employees. Calls for service totaled 3,141 in 1981. As both the City and the District have grown over time, so has the PFA. The PFA population has grown to the current 185,000 residents. Employees have increased to 185 full-time employees, plus 30 volunteer firefighters (Attachment 1). Calls for service are 5.5 times higher than in 1981, and since 1993 calls per line fire staff member have nearly doubled (Attachment 2). This increase in demand and workload reflects both the growth of the communities and the increasing call for more types of services than were provided in the past. The addition of technical rescue services, swift water rescue, hazardous materials response and other types of services reflect the expectations of the community for emergency services response well beyond fire response alone. Other measures of growth in the PFA include the addition of six stations, additional crews for truck companies within existing stations, and the development of the Training Center. Over time, a greater percentage of growth in several measures is attributable to the City (Attachment 3). A greater percentage of assessed valuation of protected structures is within the City, as are a larger percentage of calls. These facts are consistent with a gradual growth of the City through annexations of District properties into the City limits. Maps which illustrate the City’s annexations from the District and the current boundaries and stations are included as Attachment 4. October 29, 2013 Page 3 PFA’s Finances The City and PVFPD have shared in the funding of PFA through a model outlined in the 1987 Intergovernmental Agreement. Each partner has its own method for providing funding for its share of operations and maintenance and capital needs. CITY OF FORT COLLINS: The funding formula agreement for the City’s share of PFA was established as a fixed sum contract each year. The formula was developed to provide a relatively stable funding source, but which would follow the growth and decline of City revenues in both sales and use taxes and property taxes. The fixed sum was to be estimated during the budget process to be the equivalent of .303 of one cent of the existing 2.25% sales and use tax, and 67.09% of the City’s property tax mill levy. This amount was to be appropriated as a part of the City’s annual budget. The PFA’s appropriation was not to vary based on actual year end collections, whether they were higher or lower than the budget projection. Early documents from the City note that in a downturn in the economy, the City “may approach the Authority to accept a lesser amount than what has been budgeted. The City could not require the Authority to cut back.” These funds were directed to the Operation and Maintenance needs of PFA. In 1993, City Council acknowledged that it needed to provide additional funding to PFA for capital needs and increased its mill levy to provide a dedicated 1 mill allocation to PFA’s capital fund. In 1996, the dedicated 1 mill usage was expanded to include operations and maintenance costs in addition to apparatus replacement and capital needs not funded. In the 1990’s, the City applied TABOR limits to its allocations to PFA and made adjustments (increases or decreases) for items such as annexations, economic downturns, etc. After 2008, the City began to allocate funds to PFA based on a percentage increase over previous years through the Budgeting for Outcomes process, rather than a calculation of the previous Revenue Allocation Formula. In 2010, City voters approved the Keep Fort Collins Great sales and use tax package including dedicated funds for new fire services. POUDRE VALLEY FIRE PROTECTION DISTRICT: The District’s financial commitment to the PFA for each year is based on property tax receipts as projected by Larimer County in August of each year. The District’s mill levy has fluctuated between 4.75 mills and 11.81 mills since 1981. The highest rate was in place in 1987 as the District raised revenues to pay off a bond for Station 7 in LaPorte. In 2010, District voters approved a mill levy increase from 9.301 to 10.595 mills, to provide PFA with additional funds matching the increase in revenue provided by the City in the Keep Fort Collins Great (KFCG) program. The District’s increase did not include a sunset provision similar to the one included in the KFCG program. Each year, the District Board allocates most of its revenue directly to PFA, holding back enough revenue to cover the District’s operating costs and projected capital needs. Over recent years, the District has built up a capital fund dedicated to the construction of Station 8 in Timnath. The District is expected to transfer $1.4 million from these funds to PFA’s capital budget in either 2014 or 2015 for the planned construction of Station 8. PFA BOARD: The IGA requires the City Council and the District to annually approve their PFA budget contribution as an appropriation prior to the end of each year. After the allocation is set, the funds are turned over to PFA to be budgeted by the PFA Board. All funds are transferred to PFA, which receives is expenditure authorization from the PFA Board. (Attachment 5) Under the terms of the IGA, PFA is authorized to retain any unexpended funds in reserve, without further approval of the City or the District. October 29, 2013 Page 4 Strategic Planning at PFA Over the 30+ year history of PFA, several Master Plans or Strategic Plans have been developed to guide service levels, capital planning, and operational aspects for the Authority. The current Strategic Plan was adopted in 2004 and focused on a variety of strategic priorities, including such service improvements as the South Battalion, staffing needs, future stations, and facility needs. It examined needs for the Operations portion of the Authority, the Fire Prevention Bureau, and Emergency Medical Services. It also includes long-range financial projections and discussion of funding needs. Many of the highest priority strategic initiatives from the 2004 Strategic Plan have been addressed, including some staffing additions, the opening of Station 14, relocation of Station 4, the South Battalion, and two of the desired 4-person companies. In recent months, staff has begun the development of a new Strategic Plan to address PFA’s needs in the next 3 – 5 years. The process began with the adoption of a new Vision, Mission and Values statement. For the new Strategic Plan, staff and the Boards have also conducted an environmental scan, or SWOT analysis to gather information about “Strengths, Weaknesses, Opportunities and Threats.” In July, the PFA Board and the PVFPD Board had a discussion about Opportunities and Threats that should be considered as part of the Plan. During the summer, a group of staff members met to discuss the SWOT and agree on a number of items to be included in this analysis. A draft summary of this SWOT is included for City Council and the District’s review as Attachment 6. At the October 29 Joint Meeting, staff would welcome any additional feedback that either City Council or the District Board members would like to add. The next step in the Strategic Planning process will be to identify strategic issues that should be developed during the planning process. This analysis will lead to the formulation of strategies, long- and short-term, that will address those issues. A detailed action plan and long-range financial plan will provide the implementation vision for future years. The Strategic Plan will take on new importance to PFA as the Accreditation program is integrated into PFA’s organization. The Strategic Plan is a key component of the Accreditation process guiding standards and benchmarking and demonstrating PFA’s focus on both current operations and continuous improvement. Intergovernmental Agreement Update The PFA operates under an Intergovernmental Agreement between the City of Fort Collins and the PVFPD. Over the past several months, PFA staff has been meeting with City staff to review the current IGA. The IGA has had several amendments since its last full update in 1987 and other sections need review and updating. PFA staff has compiled a list of items that will be reviewed. They fall into several main categories, including:  Financial Issues o Revenue Allocation Formula o Miscellaneous financial limitations  Administrative Issues  Editorial Issues  By-law questions The majority of items to be addressed are uncomplicated and uncontroversial, impacting mostly PFA in its day-to-day operations. The only potentially complicated issue which staff has identified is the future funding formula between the two entities. The Chief and City manager are planning to develop several alternative funding proposals for consideration of the City and District. Factors which might be considered for determining funding contributions include call volumes, densities, assessed valuation of protected properties, community expectations, total cost of existing and future service levels, and capital costs, among others. Part of this analysis will be a robust examination of pros and cons of each proposal, as well as financial projections of the impact of options in the future. October 29, 2013 Page 5 These discussions will lead to several options for the City Council and PVFPD Board to consider in developing a revised IGA. Staff proposes the following process for development of the revised IGA. IGA Review and Adoption Process What Who Purpose When Joint Meeting City Council and PVFPD Board Develop mutual understanding of background; provide direction on future actions October 29, 2013 Staff develop proposed IGA and funding formula options City Staff PFA Staff Legal counsel for City, PVFPD, and PFA Develop proposed IGA terms; develop several funding formula options November – December 2013 Updates to PFA Board City Staff PFA Staff Staff’s to keep elected officials informed about progress on developing alternatives On-going Joint Meeting City Council and PVFPD Board Review proposed funding options; elected officials provide direction to staff in developing IGA language January 28, 2014 Prepare legislative implementation of revised IGA City Staff PFA Staff Legal counsel for City, PVFPD, and PFA Respective staffs and legal counsel to develop proposed IGA for adoption and implementation in 2014 February- March 2014 City Council Consideration of IGA City Council City legislative approval of mutually agreed upon IGA at City Council meeting April 2014 PVFPD Consideration of IGA PVFPD Board of Atttachment 1 Atttachment 2 City Calls for Service District Calls for Service City Assessed Valuation District Assessed Valuation City Contribution District Contribution 1993 75.9% 24.1% 77.6% 22.4% 78.6% 21.4% 1994 78.0% 22.0% 77.3% 22.7% 79.7% 20.3% 1995 78.6% 21.4% 77.1% 22.9% 80.2% 19.8% 1996 77.9% 22.1% 77.3% 22.7% 76.8% 23.2% 1997 79.4% 20.6% 77.7% 22.3% 79.2% 20.8% 1998 80.6% 19.4% 78.1% 21.9% 77.4% 22.6% 1999 80.2% 19.8% 78.2% 21.8% 79.6% 20.4% 2000 80.0% 20.0% 79.0% 21.0% 79.4% 20.7% 2001 83.8% 16.2% 78.9% 21.1% 79.4% 20.6% 2002 80.9% 19.1% 79.3% 20.8% 81.7% 18.3% 2003 80.9% 19.1% 78.8% 21.2% 79.2% 20.8% 2004 80.5% 19.5% 81.3% 18.7% 78.5% 21.5% 2005 82.4% 17.6% 82.2% 17.9% 80.0% 20.0% 2006 81.9% 18.1% 78.0% 22.0% 80.0% 20.0% 2007 82.9% 17.1% 79.0% 21.0% 79.6% 20.4% 2008 83.7% 16.3% 82.1% 18.0% 80.3% 19.8% 2009 83.9% 16.1% 80.3% 19.7% 80.2% 19.8% 2010 84.5% 15.5% 81.0% 19.0% 80.8% 19.2% 2011 83.8% 16.3% 81.0% 19.0% 81.1% 18.9% 2012 83.6% 16.4% 81.5% 18.5% 81.1% 19.0% 20 year average 81.2% 18.8% 79.3% 20.7% 79.6% 20.4% Comparative Data: City of Fort Collins and Poudre Valley Fire Protection District ATTACHMENT 3 2100 4100 2500 100 East 1000 7600 4600 West 1100 6600 North 500 South 5500 400 2000 7500 1700 2700 3100 3600 4500 2100 1100 3000 3100 5600 2600 700 3600 1000 6500 3500 4000 1600 1500 2600 600 3000 2000 100 1600 Z Y X W V U T S R Q P O N M L K J I H G F E D C B 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 S SHI ELDS EDSO N RES NORTH POUDRE RESERVOIR #6 WINDSOR LAKE HORSETOOTH RESERVOIR TERRY LAKE FOSSIL CREEK RESERVOIR LONG POND WARREN LAKE LINDENMEIER LAKE CLAYMORE LAKE COLLEGE LAKE RICHARD'S LAKE DUCK LAKE DIXON RESE RVO IR LAKE SHERWOOD ROB ERT BENS ON LAKE PA RKW OO D LAKE LEE LAKE CITY PARK LAKE MU D LAKE HAR MO NY RESER VOIR PORTN ER RESER VOIR MO UNTA IN SUPPLY RES #9 COBB LAKE MO UNTA NI SUPP LY RES #8 BEE LAKE WINDSOR RESERVOIR DOUGLAS LAKE TIMNATH RESERVOIR WINDSOR RESERVOIR MO RRIS RES CURTIS LAKE RESERVOIR #8 BLACK HOLLOW RESERVOIR SEAMAN RESERVOIR ROCKY RIDGE LAKE (STORAGE & SUPPLY) DENATH LAKE Attachment 5 $‐ $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 O&M Revenues Actual, 1993‐2014 District City General Fund Revenue (No Capital) KFCG Revenue Attachment 6 1 PFA and PVFPD Board Feedback 2013 Strategic Planning Process Opportunities and Threats July 2013 PVFPD Board of Directors:  Financial sustainability – an opportunity and a threat from the limited revenue  Emergency Medical Services—With multiple hospitals and interests, there may be competing ambulance services seeking PFA/City/County business. A contract for services is an opportunity to create stability for EMS services.  Annexations – as portions of the District are annexed into the City, funding issues are created. This is a threat to the funding from the District.  Growth in District is a threat—as development densities in the District areas increase, demand for services increase. With volunteer stations primarily in the District, service levels are not as high as in more central areas.  Volunteer Program—opportunity to evaluate the tasks and goals for this staff and how they are used. Can the department meet demands throughout the PFA with a combination department (paid and volunteer)?  LaPorte service area—future growth is both an opportunity and a threat as densities increase. If utilities extend toward LaPorte, densities may increase.  Citizen engagement through technology—opportunity to engage citizens in emergency response through iPhone app. Need to promote and provide training to engage citizens.  Technology—opportunities for Reverse 911 use to provide timely notice and important information.  Mitigation—Opportunity to seek resident engagement in fire mitigation; opportunity for rural and wildland residents to become more proactive in designing landscaping for safety. Look to Larimer County to work with District residents in building or requiring defensible space/safety zones. Opportunity to engage in wildland risk a Attachment 6 2  Employee diversity—opportunity to improve through recruitment process.  Health District—opportunities to engage the Health District in providing EMS service, possibly through cooperation in the EMS contracting process. PFA Board of Directors:  Wildfire mitigation—look for opportunities to address wildfire in the long-run: land use, codes, and defensible zones. Consider threats of wildfire on water quality.  EMS—opportunity to plan proactively to deal with multiple hospitals and ambulance services.  Station locations—opportunity to examine station locations for future population growth. Include existing stations and future stations.  Dispatch system—Are multiple PSAPs (public-safety answering points) within the region an appropriate model for the future? Look at opportunities to build a dispatch system that can expand.  Emergency notification system—Inconsistent effectiveness of the emergency notification systems threaten confidence of residents (Reverse 9-1-1, LETA); Low registration into LETA system limits its effectiveness with growing reliance on cell phones over landlines.  Response force—look for opportunities to change the number and types of vehicles that respond to medical calls.  Succession planning—the size of the organization and reliance on promotion to fill higher level positions creates the threat of a “brain drain” as senior level employees reach retirement age.  Densities—increasing development densities within the City creates a threat to staffing levels and station locations; higher densities create the need for different deployment models and equipment types.  Water facilities—aging water lines create threat to emergency water supplies to hydrants. Hydrants from various water suppliers (City and districts) may be built to different and unequal standards. Opportunities may exist to work together in planning process to standardize. Attachment 6 3  Annexations—Mulberry Corridor, or other areas may present both opportunity and threat to a major portion of the District and its finances. Could add major cost to the City to add service to this area within its share of financial contributions.  Health District—Opportunity to engage the Health District in the financial support of a major part of PFA’s mission, medical care for indigent residents.  Aging facilities—Threat to facilities and capital funding from aging stock including stations, burn building and training facility maintenance.  KFCG sunset—key services are funded through a revenue source that will sunset in 6-7 years.  PFA “Brand”—opportunity to capitalize on the positive reputation for community, recruitment, and fundraising; threat if something happens to damage the image. Opportunity to consider a name change to convey the range of services provided by PFA (e.g. Poudre Fire and Rescue)?  Rules and Regulation—opportunity to refresh internal rules and regulations.  Volunteer staffing—changes in the fire service are moving away from volunteer firefighters; fewer are willing to serve in a combination department (paid and volunteer). This becomes a threat to providing service in rural/mountain parts of the service area.  Regional threats—regional natural and man-made disasters extend beyond the boundaries of PFA; multijurisdictional training and response plans are needed to address these threats.  Neighboring agencies—are there threats from neighboring agencies seeking annexation of PFA territory into their fire service providers? Attachment 6 4 2013 PFA Strategic Plan SWOT Staff Team, as of September, 2013 Strengths 1. Reputation in the Fire Service 2. Relationship with the community 3. Culture of Continuous Improvement 4. Engaged Workforce 5. Financial strength and stewardship 6. Engaged and responsive leadership 7. Encourage diversity and respect for each other 8. Training and professional development opportunities 9. Values driven culture 10. Serving with heart and soul 11. Foundational strength from hiring good people through sound processes Weaknesses 1. Lack of prioritization with unified strategic goals 2. Difficult communication in large organization 3. Inadequate funding and resources to meet needs 4. Arrogance, entitlement and complacency 5. Not enough professional development Attachment 6 5 6. No risk assessment to determine needed level of service 7. No system of evaluating needs 8. Employees not empowered for diversity at all levels (lack of mentorship, encouragement to promote) 9. Change and growing pains 10. Technology shortfall 11. Public education for adults 12. Communication with other response agencies Attachment 6 6 Opportunities 1. Regional leadership  Collaboration (Training and Exercises)  Partnerships (CSU, service delivery with cities, county, other departments  Consolidation (Hazmat, training consortium, OEM, Tech Rescue) 2. Increase professional development 3. Take advantage of research and studies (firefighter health and safety, strategy and tactics, prevention education, preparedness and risk reduction) 4. To secure a more sustainable revenue stream and build better relationships with funders and communities 5. To increase internal and external service levels through technology 6. To provide service beyond initial response 7. Continuous improvement through assessment (Accreditation) 8. To tell our story to build community support through marketing 9. To expand scope of service to all hazards and broader community needs (vacinations, social services, other rescue services) 10. To explore, evaluate and expand PFA’s provision of EMS services 11. To explore opportunities to develop a global training and education program (Fire Academy West?) 12. To develop a self-sustaining wildland program including volunteers and a seasonal work force 13. To improve employee/employer relationships Attachment 6 7 14. To investigate opportunities for new employee benefits (healthcare, retirement health care, etc.) 15. To be proactive in community growth Threats 1. Lack of adequate and consistent funding 2. Uncertainty of the outcome of employer/employee relationship under a potential contract 3. Uncertainty of local, state and national political influences and environmental regulation 4. Loss of institutional knowledge and expertise 5. Pace of change and growth in community and service mix 6. Fragility of fire department reputation and potential threat to it with one incident, media and social media 7. Internal and external divisiveness 8. Effects of climate change 9. Overdependence on technology 10. Economic influences including community needs, health care reform, and employee turnover 11. Health care reform impact on call load and services provided 12. Pace of organizational growth and service demand WATER SUPPLY & STORAGE RESERVOIR #3 ELDER RESERVOIR HINKLEY LAKE KLUVER RESERVOIR #2 TOMPSON LAKE KITCHEL LAKE LEE LAKE EAGLE LAKE WATS ON LA KE RESER VOIR #10 JA ME S LAKE SOU TH GR AY RES ERVO IR NELSON RES ERVOIR WATE R SUPPLY & STORA GE RESER VOIR #4 LAKE CANAL R ESER VOIR BAK ER LAK E HOLD ING PON D DEAD MA N LAKE BLAC K LAKE MA HOO D RESER VOIR SMITH RESER VOIR TR APP ERS LAK E NOR TH GRAY RESER VOIR MO UNTA IN SUPPLY RESER VOIR TAILIN GS PON D GILMORE LAKE BARTE L RESER VOIR GRAY RESER VOIR #3 SANTAN KA B AY CAN YON COV E SOLD IER COVE ELTU CK B AY ORC HAR D COVE QUA RRY C OVE DIXON COVE NI LET BAY SOU TH BAY © © © © © © © © © © © © ^ ^ © Fort Collins Loveland Windsor Timnath Severance Wellington CR1 TAFT HILL SHIELDS CR23 CR9 CR52 CR38E VINE DRAKE LEMAY CR58 WELD CR15 CR5 TIMBERLINE PROSPECT WELD CR19 OVERLAND COLLEGE CR15 CR54G CR48 CR60 CR56 CR62 TRILBY BUCKHORN WELD CR21 RIST CANYON CR38 CR40 CR30 ZIEGLER CR32 WELD CR84 WELD CR74 CR44 CR3 7TH GLADE WELD CR78 MULBERRY LAPORTE CR32E CR27 JFK HARMONY EB HARMONY WB 6TH WILLOX WELD CR96 WELD CR90 HARMONY CR7 CR56E LINCOLN WELD CR100 CR62E WCR 23 CR11 CR13 4TH KECHTER CR50 CR54 CR64 CR36 CR60E MTN VISTA WELD CR80 ELIZABETH RIVERSIDE CARPENTER WELD CR70 WELD CR72 WELD CR76 COUNTRY CLUB CR17 CR19 CR42C LAUREL MOUNTAIN CENTENNIAL WCR 76.5 CR11C GREGORY CR29 CR23E 71ST WELD CR88 WELD CR86 CR34E 66TH WELD CR68.5 HORSETOOTH HWY 392 15TH CR25E WELD CR19 CR5 CR60 CR11 CR11 CR30 4TH CR1 CR1 HWY 392 CR64 LEMAY CR9 WCR 23 CR36 WELD CR19 WCR 23 CR3 CR9 CR3 WELD CR21 CR62 CR3 CR32 CR5 CR54 WELD CR80 CR60 CR56 CR9 VINE CR7 CR64 CR56 CR56 WCR 23 CR30 CR11 WELD CR15 CR13 WELD CR72 CR25E STOVER LAKE STUART PITKIN BUSCH SENECA LAURENCE CREEK CHERRY CENTRE SUMMIT VIEW ELIZABETH CONIFER CLUB HAMPSHIRE LINK MIDPOINT CARIBOU YORKSHIRE WABASH AVONDALE SKYWAY BRITTANY RIVER WEST SOUTHRIDGE GRNS JFK WILLOW THOREAU WATERGLEN PONDEROSA IOWA ROCK CREEK CR25E STUART PITKIN LAKE I25NB I25SB HWY 1 HWY 14 HWY 287 COLLEGE WELD CR17 MULBERRY EB HWY 392 HWY 287SB HWY 287NB TERRY LAKE HIGHWAY 257 HIGHWAY 14 WELD CR17 HWY 14 HWY 287 HWY 287 HWY 287 Station 4 Station 7 Station 11 Station 8 Station 9 Station 5 Station 1 Station 3 Station 2 Station 6 Station 14 Station 12 Station 10 §¨¦25 Training Center Administration 024 1 Miles I Printed February 2011 Legend PFA Response Area Fort Collins Loveland Severance Timnath Wellington Windsor Poudre Fire Authority Current Boundaries and Station Locations ATTACHMENT 4 ST E COU NTY ROAD 50 E P R O S P E C T R D E COUNT Y ROAD 38 MOUNTAIN VISTA DR E COUNTY ROAD 32 S T I M B E R L I N E R D E MULBERRY ST S C O U NT Y R O AD 23 I N T E R S T A T E 2 5 INTERSTATE 25 E HORSETOOTH RD CARPENTER RD S L E M A Y A V E S COUNTY ROAD 5 W COUNTY ROAD 50 N COUNTY ROAD 23 KE CH TER RD 9TH ST S COLLEGE AVE S OVERL AND TRL N O VER LAN D TRL N CO UN TY RO AD 11 HIL S TAFT L RD N SHIELDS ST S TAFT HILL RD S COUNTY ROAD 7 E COUNTY ROAD 36 RICHARDS LAKE RD N COUN TY ROA D 5 N HIGHWAY US 28 7 N LEMAY AVE TERRY LAKE RD S COUNTY ROAD 9 INTERSTATE 25 S CO UNT Y ROA D 13 W DOU GLAS R D MAI N S T N TIMBERLINE RD E DOUG LAS RD STRAUSS CABIN RD LAPORTE AVE S TIMBER LINE RD W M U L B E R R Y S T E TRILBY R D E CO UNT Y R OA D 54 N COUNTY ROAD 9 W HORSETOOTH RD E HARMONY RD W WILLOX LN W VI N E D R N CO UNTY ROAD 17 S SHIELDS ST ZIEG LER RD E VINE DR W DRAKE RD S COUNTY ROAD 11 W PROS PECT R D E ROAD COUNTY 48 S COU NTY ROAD 9 E CO UNTY ROA D 52 W TRILBY RD E DRAKE RD C O U N T Y R O A D 5 4 G R I V E R S I D E A V E COUNTRY CLUB RD E W I L L O X L N G R E G O R Y R D COUNTY ROAD 42C S SUMMIT VIEW DR W H A R M O N Y R D E L I N C O L N A V E E COUNTY ROAD 30 S LEMAY AVE S C E N T E N N I A L D R S COLLEGE AVE N T A F T H I L L R D S COUNTY ROAD 19 W COUN TY ROA D 38E ³I !"`$ ³I ³I ³I ÕZYXW ÕZYXW ÕZYXW ÕZYXW ÉZYXW City AnnexationCollins of Fort Trends Printed: October 22, 2013 Major Streets Streets Railroad Lines Annexation Years 1873 - 1879 1880 - 1889 1890 - 1899 1900 - 1909 1910 - 1919 1920 - 1929 1930 - 1939 1940 - 1949 1950 - 1959 1960 - 1969 1970 - 1979 1980 - 1989 1990 - 1999 2000 - 2009 2010 - Present 0 0.55 1.1 1.65 2.2Miles CITY Scale OF 1:64,FORT 000 COLLINS © GEOGRAPHIC INFORMATION SYSTEM MAP PRODUCTS These and were map not products designed and or all intended underlying for general data are use developed by members for use of the by the public. 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ATTACHMENT 4 Directors PVFPD legislative approval of mutually agreed upon IGA at PVFPD meeting April 2014 Implementation of Financial Agreement in City Revenue Allocation—2015-2016 BFO Process City Staff To conclude revisions to IGA prior to the City beginning its next 2-year budget process so that any changes in City contributions to PFA can be reflected in the initial revenue allocation process May 2014 Implementation of Financial Agreements of City and PVFPD in 2015 PFA Budget PFA Board PFA Staff Operationalize any changes to financial agreements Fall 2014 for 2015 Budget ATTACHMENTS 1. Staffing Analysis 2. Calls per Line Firefighter/Captain 3. Comparative Data: City and PVFPD 4. Maps of PFA boundaries and station locations and annexation trends 5. O&M Revenues Actual 1993-2014 6. PFA and PVFPD Feedback: 2013 Strategic Planning Process Opportunities and Threats