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Home My WebLink AboutCOUNCIL - COMPLETE AGENDA - 12/06/2014 - COMPLETE AGENDACity of Fort Collins Page 1 Karen Weitkunat, Mayor Citizen Information Center Gerry Horak, District 6, Mayor Pro Tem City Hall West Bob Overbeck, District 1 300 LaPorte Avenue Lisa Poppaw, District 2 Fort Collins, Colorado Gino Campana, District 3 Wade Troxell, District 4 Cablecast on City Cable Channel 14 Ross Cunniff, District 5 on the Comcast cable system Carrie Daggett Darin Atteberry Wanda Nelson Interim City Attorney City Manager City Clerk The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities and will make special communication arrangements for persons with disabilities. Please call 221-6515 (TDD 224- 6001) for assistance. City Council Work Session Saturday, December 6, 2014 8:00 AM  CALL TO ORDER. 1. Economic Health Strategic Plan Update. (Josh Birks, Bruce Hendee; 1 hour discussion) The purpose of this agenda item is to review a proposed update to the Economic Health Strategic Plan approved by City Council on June 26, 2012 (Resolution 2012-044; Vote: 7-0 in favor). The update responds to a City Council request to evaluate changes to the existing strategic plan and seeks alignment with the objectives of the Sustainability Service Area (formed in 2012). The update introduces five themes around which to organize the City’s economic health activities: Embracing the Climate Economy Shared Prosperity Grow Our Own Think Regionally Place Matters. 2. Homelessness in Fort Collins. (staff: Beth Sowder, Bruce Hendee; 1 hour discussion) The purpose of this work session item is to provide City Council with an update of actions, programs, and processes to address the issue of homelessness in Fort Collins. This item includes the current state of homelessness, best practices proven to address homelessness, what other communities are doing to address homelessness, the role of the City as it relates to homelessness, and potential recommendations or options for Council consideration. Historically and currently, the City has pursued the policy of fund, facilitate, and convene without entering into direct provision of services. City of Fort Collins Page 2 3. Social Sustainability Department Strategic Plan Update. (staff: Beth Sowder, Bruce Hendee; 1 hour discussion) The purpose of this work session item is to provide City Council with an update on the development of the Social Sustainability Department Strategic Plan, as well as to receive input from City Council on the work done to date. Based on feedback received including a need to simplify, the plan is still in the early stages of refinement. It engages a prioritized alignment with the City’s Strategic Plan, deeper integration with the triple bottom line, and clearer alignment with the role of the Social Sustainability Department. It strives to address emerging challenges, including physical and mental health, increased housing costs and poverty, and increased homelessness. The City has assumed the role of funder, facilitator, and convener without entering into direct provision of services. 4. Renewal of the Community Capital and Street Maintenance Program Taxes. (staff: Ginny Sawyer, Darin Atteberry; 1 hour discussion) The purpose of this item is to provide materials and recommendations for Council to consider as the ¼ cent tax renewals move forward.  OTHER BUSINESS.  ADJOURNMENT. DATE: STAFF: December 6, 2014 Josh Birks, Economic Health Director Bruce Hendee, Chief Sustainability Officer WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Economic Health Strategic Plan Update. EXECUTIVE SUMMARY The purpose of this agenda item is to review a proposed update to the Economic Health Strategic Plan approved by City Council on June 26, 2012 (Resolution 2012-044; Vote: 7-0 in favor). The update responds to a City Council request to evaluate changes to the existing strategic plan and seeks alignment with the objectives of the Sustainability Service Area (formed in 2012). The update introduces five themes around which to organize the City’s economic health activities:  Embracing the Climate Economy  Shared Prosperity  Grow Our Own  Think Regionally  Place Matters. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. Does City Council support the five themes as presented in the draft plan? 2. Are there any strategies or actions missing from the updated plan that Council feels the Economic Health Office should consider? 3. Are there any strategies or actions in which the City should not be involved? BACKGROUND / DISCUSSION What is Economic Health? The City of Fort Collins intentionally uses the terms “Economic Health” to describe the community’s engagement with the economy. The meaning of health refers to a “general condition of…soundness” to “vitality” (Dictionary.com). The concept of soundness and vitality are a key reasons the City uses the word “health” versus “development” when discussing economic activities. The objective is overall soundness and long-term vitality not short-term or individualized gain. In addition, the focus on triple bottom line thinking further reinforces the commitment to a more holistic view of the economy’s role in our community. Therefore, the objective of Economic Health is a sustainable economy. A sustainable economy means that residents can find employment and afford to live in the community; that businesses are able and encouraged to start, remain, and expand in the community; and that everyone can expect quality City services and sustainable attractive infrastructure. ECONOMIC HEALTH VISION: Promote a healthy, sustainable economy reflecting community values Packet Pg. 3 December 6, 2014 Page 2 Why a Revisit? In 2011 and 2012, the Economic Health Office (EHO) led a process to update the community’s strategic plan related to economic health. The update followed the City Plan update process completed in early 2011. It was the intent for the update to move beyond the previous 2005 Economic Health Action Plan by developing guiding principles and strategic goals to guide future economic health activities. In 2012, the Economic Health Office joined the Sustainability Service Area (SSA) shortly before the previous version of the Economic Health Strategic Plan (EHSP) was adopted in June 2012. Now, two plus years into the partnership with Environmental Services and Social Sustainability that was formed when SSA was created, there is a need to align the EHSP with SSA division objectives. Enhancing community resiliency is a key part of this alignment. In addition, alignment between the three departments of the SSA division will be enhanced by calling out specific goals and strategies that describe the triple bottom line. This revisit attempts to describe the overlap between the three individual departments. These goals and strategies are intended to enhance the partnering opportunities between the departments and aid in describing collective objectives. Finally, the revisit is intended to consider several emerging challenges facing the City of Fort Collins economy. These challenges include:  Climate change;  Community build-out;  Pace of innovation or disruptive technologies; and  Workforce demographic shifts. While many of these challenges are not unique to Fort Collins, they will have unique implications. This update attempts to address these issues through revisions and changes to the previously adopted guiding principles and strategic goals. It is not the intent of this update to rewrite or negate the existing adopted EHSP, but rather to enhance the previous version for the reasons stated above. Plan Structure The plan adopts the same structure as the Social Sustainability Department Plan presented to City Council in early 2014. The plan is laid out in themes. Each theme section includes relevant current conditions, a vision for the future, the role of the City, and numerous goals. The goals include specific actions, a desired outcome, and metrics to evaluate success. Finally, the goals include a preliminary timeline for the major actions. Additional Work Completed The EHO has completed two major pieces of additional analysis since the Economic Health Strategic Plan was approved in 2012.  Cluster Strategy 2.0 - An update to the Targeted Industry Cluster program completed by TIP Strategies in 2013. The study proposed several adjustments to the cluster program including the introduction of a competitive funding program for distributing cluster dollars.  Larimer County Labor Force Study - The study, completed by TIP Strategies, does a deep dive on the existing and anticipated labor force in Larimer County, including information on commute patterns, skills gap, and available jobs. Each of these documents has been used in developing this update to the Economic Health Strategic Plan. Packet Pg. 4 December 6, 2014 Page 3 Overview of Themes The plan includes five themes. The themes are intended to organize the economic health activities of the City. The themes and proposed vision for each are provided below:  Embracing the Climate Economy - Businesses adapt to climate change "in place" and leverage community carbon reduction goals to develop new products and services  Shared Prosperity - Employment opportunities exist across the income and education/skill spectrums  Grow Our Own - Our innovation ecosystem fosters the development of new and creative industry  Think Regionally - A region that partners to address issues which extend beyond municipal boundaries  Place Matters - A balanced built and natural environment that the community (including employers and talent) takes pride in. The plan identifies current conditions, the City’s role, and proposed goals with actions, metrics and desired outcomes. The additional detail is provided in the attached Draft Economic Health Strategic Plan Update. Public Engagement The revisit of the strategic plan relies on public engagement gathered as part of the 2012 strategic planning process, including:  Public engagement on City Plan  Focus groups with key stakeholders (cluster managers, primary employers, small employers)  Several working sessions with the Economic Advisory Commission In addition, the revisit looks to public engagement conducted to develop the City’s Strategic Plan in late 2013 and early 2014. Finally, additional public engagement was conducted in the development of this draft, including:  A presentation of the five themes to the Economic Advisory Commission in September 2014 (draft minutes included)  An overview of the revisit to the Fort Collins Area Chamber of Commerce - Local Legislative Affairs Committee in October 2014  Individual discussions with community partners (e.g., Rocky Mountain Innosphere, Larimer County Small Business Development Center, Larimer County Workforce) Additional public engagement is planned for November and December and will include at a minimum presentations to the following boards and commissions (See the attached Public Engagement Plan Overview):  Economic Advisory Commission  Natural Resources Advisory Board  Air Quality Advisory Board  Community Development Block Grant Commission  Super Board Meeting - to include representatives from all interested boards and commissions (optional) Next Steps EHO staff currently is targeting a presentation of the final revised plan to City Council for approval at its January 20, 2015 regular meeting. Prior to this presentation, staff will conduct additional public engagement as outlined above and directed by City Council. The public engagement and comments from City Council will be used to refine the plan. The final plan will include infographics similar to those presented in the Social Sustainability Department Plan for each of the five thematic areas. Finally, the plan will be laid out in a similar fashion, with images and graphics, to the Social Sustainability Department Plan for continuity and parallel structure. Packet Pg. 5 December 6, 2014 Page 4 ATTACHMENTS 1. Draft Economic Health Strategic Plan Update - 2014 (PDF) 2. Cluster Strategy 2.0 (PDF) 3. Larimer County Labor Force Study, 2014 (PDF) 4. Larimer County Labor Force Study - Snap Shot, 2014 (PDF) 5. Public Engagment Plan Overview - Economic Health Strategic Plan Update (PDF) 6. Economic Advisory Commission minutes, September 17, 2014 (PDF) 7. Powerpoint Presentation (PDF) Packet Pg. 6 D R A F T ǣ ʹͲͳͶ Addendum/Revisitof2012StrategicPlan ProjectSponsor:BruceHendee ProjectManager:JoshBirks Prepared:December1,2014 ATTACHMENT 1 Packet Pg. 7 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T Thispageintentionallyleftblank. Packet Pg. 8 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T Contents EconomicHealthStrategicPlan:2014Update.............................................................................................1 WhatisEconomicHealth?........................................................................................................................1 WhyaRevisit?...........................................................................................................................................1 PlanStructure...........................................................................................................................................2 AdditionalWorkCompleted.....................................................................................................................2 A. SharedProsperity..................................................................................................................................3 Challenges.................................................................................................................................................3 OurVision..................................................................................................................................................3 OurRole....................................................................................................................................................3 B. GrowOurOwn......................................................................................................................................7 Challenges.................................................................................................................................................7 OurVision..................................................................................................................................................7 OurRole....................................................................................................................................................7 C. PlaceMatters......................................................................................................................................11 Challenges...............................................................................................................................................11 OurVision................................................................................................................................................11 OurRole..................................................................................................................................................11 D. TheClimateEconomy.........................................................................................................................15 Challenges...............................................................................................................................................15 OurVision................................................................................................................................................15 OurRole..................................................................................................................................................15 E. ThinkRegionally..................................................................................................................................19 Challenges...............................................................................................................................................19 OurVision................................................................................................................................................19 OurRole..................................................................................................................................................19 Acknowledgements.................................................................................................................................22 Packet Pg. 9 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T Thispageintentionallyleftblank. Packet Pg. 10 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 1|Page WhatisEconomicHealth? TheCityofFortCollinsintentionallyusestheterms“EconomicHealth”todescribethecommunity’s engagementwiththeeconomy.Themeaningofhealth(seedefinitionfromdictionary.combelow)refers toa“generalconditionof…soundness”and“vitality.”TheCityusestheword“health”versus “development”whendiscussingeconomicactivitiesbecausetheobjectiveisoverallsoundnessand longͲtermvitalityversusshortͲtermorindividualizedgain.Inaddition,thetriplebottomlinefocus furtherreinforcesthecommitmenttoamoreholisticviewoftheeconomy’sroleinourcommunity. Health[helth];noun FromtheOldEnglishwordhælþmeaning"wholeness,abeingwhole, soundorwell" 1. Thegeneralconditionofthebodyormindwithreferenceto soundnessandvigor. 2. Soundnessofbodyormind;freedomfromdiseaseorailment. 3. Apoliteorcomplimentarywishforaperson'shealth,happiness, etc.,especiallyasatoast 4. Vigor;vitality Therefore,theobjectiveofEconomicHealthisasustainableeconomy.Asustainableeconomymeans thatresidentscanfindemploymentandaffordtoliveinthecommunity;thatbusinessesareableand encouragedtostart,remain,andexpandinthecommunity;andthateveryonecanexpectqualityCity servicesandsustainable,attractiveinfrastructure. ECONOMICHEALTHVISION: Promoteahealthy,sustainableeconomyreflecting communityvalues1 WhyaRevisit? In2011and2012theEconomicHealthOffice(EHO)ledaprocesstoupdatethecommunity’sstrategic planrelatedtoeconomichealth.TheupdatefollowedtheCityPlanupdateprocesscompletedinearly 2011.Itwastheintentfortheupdatetomovebeyondtheprevious2005EconomicHealthActionPlan bydevelopingguidingprinciplesandstrategicgoalstoguidefutureeconomichealthactivities. In2012,theEconomicHealthOfficejoinedtheSustainabilityServiceArea(SSA),shortlybeforethe previousversionoftheEconomicHealthStrategicPlan(EHSP)wasadoptedinJuneof2012.Nowthere isaneedtoaligntheEHSPwithSSAdivisionobjectives.Enhancingcommunityresiliencyisakeypartof thisalignment.Finally,therevisedplanneedstoalignwiththeCity’srecentlyadoptedStrategicPlan. 1TakenfromtheCityofFortCollinsStrategicPlan,2014 Packet Pg. 11 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 2|Page Inaddition,alignmentbetweenthethreedepartmentsoftheSSAdivisionwillbeenhancedbyoutlining specificgoalsandstrategiesthatdescribethetriplebottomline.Thisrevisitattemptstodescribethe overlapbetweenthethreeindividualdepartments.Thesegoalsandstrategiesareintendedtoenhance thepartneringopportunitiesbetweenthedepartmentsandaidindescribingcollectiveobjectives. Finally,therevisitisintendedtoconsiderseveralemergingchallengesfacingtheCityofFortCollins economy.Thesechallengesinclude: Workforcedemographicshifts; Paceofinnovationordisruptivetechnologies; Climatechange;and CommunitybuildͲout. WhilemanyofthesechallengesarenotuniquetoFortCollins,theywillhaveuniqueimplications.This updateattemptstoaddresstheseissuesthroughrevisionsandchangestothepreviouslyadopted guidingprinciplesandstrategicgoals. ItisnottheintentofthisupdatetoreͲwriteornegatetheexistingadoptedEHSP,butrathertoenhance thepreviousversionforthereasonsstatedabove.Furthermore,thisplanfocusesontheCity’s contributiontotheeconomichealthofthecommunityandismeanttobespecifictotheEconomic HealthOffice’sandinternalpartners’workplanforthenextthreeyears. PlanStructure TheplanadoptsthesamestructureastheSocialSustainabilityDepartmentPlanpresenttoCityCouncil inearly2014.Theplanislaidoutinthemes.Eachthemeincludesrelevantcurrentconditions,avision forthefuture,theroleoftheCity,andnumerousgoals.Thegoalsincludespecificactions,adesired outcome,andmetricstoevaluatesuccess.Finally,thegoalsincludeapreliminarytimelineforthemajor actions. AdditionalWorkCompleted TheEHOhascompletedtwomajorpiecesofadditionalanalysissincetheEconomicHealthStrategicPlan wasapprovedin2012.Eachofthesedocumentshasbeenusedindevelopingthisupdate. ClusterStrategy2.0ͲAnupdatetotheTargetedIndustryClusterprogramcompletedbyTIP Strategiesin2013.Thestudyproposedseveraladjustmentstotheclusterprogram,including theintroductionofacompetitivefundingprogramfordistributingclusterdollars. LarimerCountyLaborForceStudyͲThestudy,completedbyTIPStrategies,doesadeepdiveon theexistingandanticipatedlaborforceinLarimerCounty,includinginformationoncommute patterns,skillsgap,andavailablejobs. Packet Pg. 12 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 3|Page Ǥ Supportingasustainableeconomymeansenhancingtheopportunitiesforallresidentstoparticipatein thelocaleconomy.TheCitycreatesanatmospherewherebusinessesthatalignwithcommunityvalues thriveandfocusesonretaining,expanding,incubatingand,lastly,attractingnewbusinesses.These effortsfocusonTargetedIndustryClusters(cleanenergy,waterinnovation,bioscience,technologyͲ chipdesign/enterprisesoftware,localfood)andSectors(advancedmanufacturing,healthcare,and creativeindustries). Inaddition,theCitysupportsbusinessesthatexemplifytheoverallcharacterofthecommunity.Finally, enablingsystemsthatensureaskilledworkforcethatmeetstheneedsoflocalemployersthrough partnershipswithothereconomicdevelopmentorganizationsisimportant.Enhancingtheabilityof residentstoshareinourcommunity’sprosperitywillrequireashiftinfocusfrom“primaryjobs”to “basejobs”2. Challenges Risingincomedisparity Skillsmismatch Barriertonewbusinessformation Barriers/accesstoemployment Persistentunderemployment Shiftinmanufacturingjobs Increaseinoutboundcommuters Shiftinlaborforcedemographics(Boomers/Millennials) Risingcostofeducation Stagnantincomes Lagbetweeneducationandemployers Risingstudentdebt Disproportionateunemploymentbyeducationlevel Housingaffordabilityconcerns OurVision Employmentopportunitiesexistacrosstheincomeandeducation/skillspectrums OurRole EnsurethatCitypolicies,landuseregulations,andotheractivitiespreserveandencourage employmentactivity 2Basejobsincludejobswithinthekeytradedsectors(traditionalprimaryemployerindustries)andtheessential supportserviceindustriesforthesesectors(e.g.,financialservices,legalservices,professionalandtechnical industries,andhealthcare). Packet Pg. 13 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 4|Page FosteralignmentofEconomicHealthgoalsandstrategiesintheCityorganization,withstrategic partners,andinthecommunity SupportworkforcedevelopmentandcommunityamenityinitiativesthatmeettheneedsofFort Collinsemployers Catalyzeindustrysectorsandclusterstoincreaseeconomicdiversification Prioritizecapitalinvestmenttofacilitatedevelopmentofemploymentlands GoalA.1:ClosetheSkillsGapandincreaseCareerPathwaysinthecommunity Createalignmentbetweenemployers,theWorkforceCenterandeducational institutionsregardingfutureworkforceneeds DevelopandadministerannuallyanEmployerSatisfactionSurvey Researchtheneed–engageina“VoiceofCustomer”exercisetargetingmajoremployers ConvenepartnerstodevelopaprocessofcrossͲcollaboration SupportprivateindustryidentificationofshortͲandlongͲtermskillsneededintheworkforceto assisteducationalinstitutionsincurriculumdevelopment Identifyandassistpartnerorganizationsandcompanies ContinuetodeveloptheAdvancedManufacturing,Healthcare,andCreativeIndustrysectorsin collaborationwiththeState’sOfficeofEconomicDevelopmentandInternationalTrade(OEDIT) Metrics NumberofGraduateswithdegrees/certificatesplacedinthelocalworkforce Laborparticipationrate EmployerSatisfactionSurvey–AccesstoworkͲreadyemployeeslocally GoalA.2:Employmentopportunitiesforagreaternumberofresidents Diversifyemploymentopportunitiesthroughbusinessretention,expansion, incubationandattraction Continuetoconveneandinvestintargetedclusters/sectorsandtheirsupplychain RefineandenhanceCity'sdirectassistancetoolsͲtargetawiderangeofbusinesseswithan emphasisonbasejobs EnhancetheManufacturingUseTaxRebateprogramtoreducecostofbusinessinvestment Understandsupplychaingapsandcomplementarybusiness/industrytooureconomy Developatargetedmarketingplanto"tellourstory"beyondtheregion ParticipateincrossͲfunctionalteamstoensurepolicies,landuseregulations,capitalinvestment, andotheractivitiessupportemploymentactivity Metrics Concentrationoftargetedindustriesandsectorsmeasuredbythelocationquotient UnemploymentratecomparedtoCountyandState Workforcedistributionwithinthelaborshed(e.g.,outboundcommutersasapercentageof laborforce) Packet Pg. 14 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 5|Page Newbusinessformationbyindustry/sector GoalA.3:Provideresourcesthatenhancetheabilityofbusinesstosucceedin theCity IdentifyandcoordinateresourcesthatsupportbusinessesintheCity Engagebusinessesthroughavarietyofmethods(e.g.,sitevisits,surveys,smallindustry stakeholdermeetings,events)tounderstandneeds–linkedtothe“VoiceofCustomer”activity describedinA.1 AssignEHOStafftoliaisonwithWorkforceCenter,LarimerCountySmallBusinessDevelopment Center(SBDC),FrontRangeCommunityCollege,ColoradoStateUniversity(CSU),Rocky MountainInnosphere(Innosphere),andothersregardingsupportservicesforbusinesses Maintainrelationshipswithtop/growingemployerswithanemphasisonTargetedIndustry ClustersandSectors Continuesupportofincubationfacilitiesandservices,includingRockyMountainInnosphere, Galvanize,andothers. Metrics Layoffsandbusinessrelocations/reductions Privateinvestmentinnewmanufacturingequipment(asmeasuredbyusetaxreceipts) Outputpercapita(measureofproductivity)–inTargetIndustriesandSectors GoalA.4:IncreasethenumberofworkǦreadyemployees Developcareerpathwaysacrosseducationalattainmentlevels Expandaccesstotrainingprograms,includingshortͲtermskillbuildingprogramstobuildcareer pathwaysthatallowindividualstosecureajoboradvanceinhighͲdemandindustryand occupations IdentifyadditionalfundingsourcestosupportonͲtheͲjobtrainingfornewandexistingworkers Supportworkplaceeducationandtrainingopportunities Metrics Useoftraininggrantsandopportunities EmployerSatisfactionSurvey–AccesstoworkͲreadyemployeeslocally Laborparticipationrate Percapitaincome NOTE:ThisplanrecognizesthesignificanteffortsandfocusoftheSocialSustainabilityDepartment(SSD) toaddressincomeinequality.Thegoalsdescribedunderthisthemerepresentoneendofaspectrumof effortsrelatedtoincomeinequality.Assuch,theactionssuggestedinthisplanareintendedto complementtheworkofSSD.ThesuccessoftheplanreliesonsuccessoftheSSDstrategicplanand effortsandviceversa. Packet Pg. 15 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 6|Page Thispageintentionallyleftblank. Packet Pg. 16 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 7|Page Ǥ FortCollinshasnumeroussourcesofinnovation,intellectualpropertyandinventionswithinitscity limits,includingColoradoStateUniversity(CSU),federalresearchlabsandalonglistofinnovative companies.Asaresult,thecityhasoneofthehighestratesofinnovationintheUnitedStates, producing10patentsper10,000residentsannually.Thisfact,coupledwiththerecognitionthat entrepreneurshipcanbeapowerfulengineofeconomicprosperity,hasledtheCitytoidentify innovationasacornerstoneoftheFortCollinseconomy.Thisthemefocusesonnurturing entrepreneurshipandinnovationacrossthespectrumofcompanies–smalltolarge,andexistingto startͲup. Challenges Lackofcapital Disjointed/misalignedresources Barrierstonewbusinessformingfromwithinexistingbusinesses(“spinͲout”) Barrierstonewbusinessformation ChallengestoretainingstartͲupand2ndstagebusinesses Infrastructuredeficiencies Lackofcriticalmassincertaintargetindustryclusters Failuretoconvertintellectualproperty(patents)intonewbusinesses LackofsuitableandaffordablesitestoaccommodatehighͲgrowthcompanies OurVision Oureconomicecosystemfostersthedevelopmentofnewandcreativeindustry OurRole Ensurealignmentofresourcessuchasreliable,ultraͲhighspeedinternetservicesacrossthe communitytoincubatenewbusinessesandsupportentrepreneurs IdentifybarrierstospinͲout,newbusinessformation,andconversionofintellectualpropertyto economicactivityanddevelopnewapproachestoaddresstheidentifiedbarriers Workwithbusinesscommunitytoensureanadequatesupplyofemploymentland(officeand industrial)tomeettheneedofnewbusinessformationandexpansion GoalB.1:Increaseeconomicactivitythroughinnovationandentrepreneurism RemovebarriersandprovidesupporttospinǦout,newbusinessformation,and conversionofintellectualpropertytoeconomicactivity InventoryexistingresourcesandunderstandbarriersandgapsͲpublishandshare Packet Pg. 17 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 8|Page Ensurealignmentofresourcesacrosslocalandregionalorganizationstoaddressbarriersand gaps Convenepartnersthatprovidesupportservicestoentrepreneurs,includingInnosphere, Galvanize,SBDC,CSU,BlueOcean,SpokesBuzz EnsureCity'spoliciesandregulationssupportandencouragebusinessformation Leverageclusterfundingtoaddressbarrierswithinspecificindustries(e.g.,talentdevelopment, marketexpansion,etc.)3 Strengthenmanufacturing,healthcareandcreativeindustrysectoractivitiesͲconsiderdrawing intechnologycompaniestothesesectors Connectwithstatepartners(USPatentOffice,OEDIT,etc.)andleverageotherfundingsources Metrics Newbusinessformationbyindustry/sector Totalnumberofannualpatentsandpatentsper10,000residents NumberofpatentsproducedbyInnosphereandCSUbasedcompanies ResearchSpending–CSU,ResearchLabs,privatesector(ifavailable) GoalB.2:IncreasethenumberofnewstartǦupsandentrepreneurs Retain,develop,andrecruitentrepreneursandcuttingǦedgecompanies Completealandreadinessanalysisofexistingofficeandindustrialvacantlandtounderstand thesupplyofemploymentlandandbarrierstodevelopment Supportprograms/eventsthatpromoteentrepreneurs(e.g.,BlueOceanChallenge) CreateaprogramorissuechallengethatwouldhelptheCitymeetitsgoalsoraddressits challengesthroughinnovativesolutions Leveragefundingtotargetnewbusinessformationbyunderservedpopulations(e.g.,veterans, individualswithdisabilities,minoritiesandwomen) ContinuetodeveloptheAdvancedManufacturing,Healthcare,andCreativeIndustrysectorsin collaborationwiththeState’sOfficeofEconomicDevelopmentandInternationalTrade(OEDIT) Metrics Concentrationoftargetedindustriesandsectorsmeasuredbythelocationquotient Newbusinessformationbyindustry/sector Outputpercapita(measureofproductivity)–inTargetIndustriesandSectors 3ClusterStrategy2.0outlinesanumberofprogramobjectives Packet Pg. 18 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 9|Page GoalB.3:Investinenhancementstoentrepreneurismandinnovation infrastructure Developandsupportinfrastructurethatencouragesentrepreneurismand innovation Promotethedevelopmentofreliable,ultraͲhighspeedinternetservicesthroughoutthe community–emphasizetheimportanceofbroadbandequity Sponsorandpromoteacceleratorsandincubators(e.g.,Innosphere,Galvanize,SBDC,Power House,CSUResearchInnovationCenter) CreateaninnovationdistrictthatwillcreateastronghubforentrepreneurialactivitiesͲ anchoredbyInnosphere&CSUPowerhouseEnergyInstitute LeveragetheCity'sroleasalargeconsumerand“marketmaker”tofosterinnovationand supportinnovativecompaniesandentrepreneurs PartnertodevelopaCreativeDistrict,asdefinedbytheStateofColorado,tosupportthe promotionofartsandcultureactivitiesthatattractentrepreneursandaneducatedworkforce Sponsorandpromotecreativespaces(e.g.,CarnegieBuilding,SoutheastCreativeCommunity Center) Metrics Newbusinessformationbyindustry/sector Businessessupportedbypartners(e.g.,Innosphere,Galvanize,SBDC,Powerhouse) Jobscreated,capitalraised,salesincreasedbysupportedbusinesses Dollarsofpublicinvestmentininfrastructure GoalB.4:IncreasecapitaltosupportstartǦupcompaniesandentrepreneurs Supportthedevelopmentofnewandenhancedcapitalaccesstoolsfor entrepreneursandcuttingǦedgecompanies ConsiderusingClusterFundingtodevelopneworenhancedcapitalaccessprogramsthatare industryspecific Evaluate/develop/implementtheuseoffederalHousingandUrbanDevelopment’sSection108 fundstosupportbusinesslending(revolvingloan/microfinance) ConsidertheuseoffederalCommunityDevelopmentBlockGrant(CDBG)fundingtodevelopa revolvingloan/microfinanceprogram Supportpartners(e.g.,InnosphereandCSUVentures)workingtoprovideneworenhanced capitalsources LeveragetheCity'sroleasalargeconsumerandmarketmakertofosterinnovationandsupport innovativecompanies/entrepreneurs Workwithstatepartnersonadditionalfundingandregulatoryopportunities Metrics Fundsavailableincapitalaccesstoolsandpercentplacedwithcompanies FundsraisedbystartͲupcompanies Packet Pg. 19 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 10|Page Thispageintentionallyleftblank. Packet Pg. 20 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 11|Page Ǥ Ratherthan“dealmaking,”theCity’sapproachtoEconomicHealthisoneof“placemaking”thatisa decisionͲmakingapproachintendedtopreserveandenhanceavibrantcommunitybyoptimizingits economy,environmentandsocialvalues.Achievingthisoutcomerequiresbalancingthebuiltand naturalenvironmentwhiledeliveringhighqualityandcomprehensiveinfrastructurethatpreservesthe City’ssenseofplace.Thisthemefocusesontherolethatplaceplaysinasustainableeconomy. Challenges Costofredevelopment Landsupplyconstraints Infrastructuredeficiencies Adaptingtofuturepopulationgrowth Risingmaterialandlaborcosts Risinglandcosts Agingbuildinginventory Lackofavailablehighqualityofficeandindustrialproperties OurVision Abalancedbuiltandnaturalenvironmentthatthecommunity(includingemployersandemployees) takespridein OurRole EnsuretheinfrastructureprovidedbytheCityishighͲqualityandsupportsbusiness Supportinfillandredevelopmenttomeetclimateactionstrategiesandothercommunitygoals PreservetheCity'ssenseofplacebyencouragingstrategicpublicandprivateinvestment HelpbusinessesnavigateCityprocesses(e.g.,developmentreview,licensing,etc.) GoalC.1:Maintainclear,predictableandtransparentprocesses FacilitatecollaborationamongCitydepartments AssignEHOStafftoactasliaisonswithPlanningServices Formarapidresponseteamtorespondefficientlytobusinessinquiries Forminternalteamstocollaborateonpolicydevelopment(e.g.,SustainabilityAssessment Team) Workwithrepresentativesofthelocalbusinessanddevelopmentcommunitytogatherinputon thedevelopmentreviewprocessandsharefindingswithotherCitydepartments Metrics Responsetimetobusinessinquiriesandissues Packet Pg. 21 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 12|Page GoalC.2:Leverageinfillandredevelopmentthatmeetsclimateactiongoals andothercommunityobjectives Leverageprivateinvestmentintargetedinfillandredevelopmentareas Maintainandenhancerelationshipswithlandownersandthedevelopmentcommunitytomeet Cityobjectives ParticipateinpublicͲprivatepartnershipsthatfacilitateinfrastructureimprovementsandquality redevelopmentprojects Utilizespecialfinancingdistrictsandothermechanismstoencourageimplementationofthe City'svisionforeachtargetarea Utilizeanewlydevelopedprocessforformingurbanrenewalareasandtaxincrementfinancing districtsthatgoesbeyondtheStaterequirements Metrics Ratioofpublictoprivateinvestmentinpartnerships GoalC.3:Balancelandusesthatsupportahealthyeconomy Maintainamixoflandusesthatsupportstheretentionandexpansionof businesseswhileencouragingabroadmixofresidentialhousingoptions Assesslandusepoliciesandregulationstoensuresupportofdesireddevelopmentpattern Prioritizeredevelopmentprojectsthatincludeamixofcompatiblelanduses Completealandreadinessanalysisofexistingofficeandindustrialvacantlandtounderstand thesupplyofemploymentlandandbarrierstodevelopment Developandmaintainaninventoryofavailablesites Metrics Jobstohousingratio Averagehomepriceandaveragerentrate Vacancyrates–office,industrial,retail,andapartments GoalC.4:Investinpublicinfrastructureupgradesthatsupportbusiness Encouragethedevelopmentofvibrantbusinessdistricts,commercialnodesand commercialcorridorsthroughstrategicpublicinfrastructureinvestment Participateincapitalprojectsplanningandprioritization Prioritizepublicfinanceassistanceforidentifiedinfrastructuredeficiencies Encouragecatalystprojectsthatinspireprivatesectorresponseinkeytargetedareas PartnertodevelopaCreativeDistrict,asdefinedbytheStateofColorado,tosupportthe promotionofartsandcultureactivitiesthatattractentrepreneursandaneducatedworkforce Metrics Dollarsofpublicinvestmentininfrastructure Privatesectorinvestmentinkeyredevelopmentareas Packet Pg. 22 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 13|Page GoalC.5:EncourageacultureandeconomyuniquetoFortCollinsand consistentwithcommunityvalues PreserveandenhancethefeaturesofFortCollinsthatmakeitunique ReinforceFortCollins’positionasaregionalcenter LeveragethepresenceofthebreweriesinFortCollinstogrowthecraftbrewingindustryand attractvisitors ContinuetosupportandenhanceFortCollins’outdoorculture(e.g.,cyclingindustry) Participateintheevaluationandencouragementofurbanagriculture PartnertodevelopaCreativeDistrict,asdefinedbytheStateofColorado,tosupportthe promotionofartsandcultureactivitiesthatattractentrepreneursandaneducatedworkforce SupportbyͲproductreusewithinregionalbusinessclusters HelpevaluateandassessthepotentialforindustrialsymbiosisinFortCollinsandNorthern Colorado Metrics Visitationnumberstodowntownandspecialevents Citizensurveyresults Numberofjobscreatedinnewwastereductionandrecyclingservicesandinfrastructure Packet Pg. 23 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 14|Page Thispageintentionallyleftblank. Packet Pg. 24 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 15|Page Ǥ Therealityofclimatechangehasbeguntoberecognizedbybusinessesacrossthenation.Asaresult, businessesareevaluatingnumerousconditionsthatmayimpacttheirabilitytooperateinthenearͲand longͲterm.Theseconditionspresentchallengesthatwillrequireadaptationandopportunitiesto developnewtechnologies,approachesandexpertise.Bothadaptationandinnovationwillbekey aspectsofcreatingcommunityresiliencyinthefaceofthisoutsideforce.Thefocusofthisthemeis embracingthecurrentchangesandnavigatingfuturechangestocreateneweconomicopportunity. Challenges Changingenvironmentalconditions Risingutilitycosts Risingcommodityprices Supplychainimpacts(E.g.,Fukushima&Toyota) Displacement Risingtemperatures Costsofcarbonfootprintreduction Impactofacarbontaxorsimilarregulation OurVision Businessesadapttoclimatechange"inplace"andleveragecommunitycarbonreductiongoalsto developnewproductsandservices OurRole Developandattractexpertisetothecommunitythataddressesimpactstothebusiness communityfromclimatechangeandcarbonreduction Aidbusinessesinleveragingthechallengesofclimatechangeandcarbonreductioninto economicopportunities Ensurethatthebusinesscommunityisafullpartnerinidentifyingrolesandchallengescreated byclimatechange,particularlywithregardtoutility,climateadaptation,andcarbonreduction policiesandregulations Packet Pg. 25 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 16|Page GoalD.1:Increasetheunderstandingofbarriersandopportunitiespresented byclimatechangeinthebusinesscommunity Aidbusinessesin understandingclimatechangeimpactsandcarbonreduction opportunities WorkwithCSUandotherstobringseminars/lectures/classestotownrelatedtoclimatechange andbusinessimpact AidinthereͲtoolingofClimateWisetoencouragegreaterawarenessandactionbybusinesses CollaboratewithUtilitiestorefineincentivesandrebatesthatencourageadditionalprivate investmentincarbonreductionefforts WorkwiththeFrontRangeByͲProductsSynergyNetworkandotherpartnership/collaboration toencourageindustrialsymbiosistofurtherreduceandrecycleindustrialwasteproducts Metrics Privateinvestmentinenergyconservationandcarbonreductionefforts GoalD.2:Engagethebusinesscommunityincarbonreductionefforts CollaboratewithotherCitydepartmentstoincreasebusinessparticipationin carbonreduction AssignEHOStafftoliaisonwithUtilitiesandEnvironmentalServicesͲspecificallytheClimate ActionPlan DevelopinternalexpertiseonbusinessͲrelatedclimateadaptation Aidincommunicatingcommunitycarbonreductiongoalstothebusinesscommunity Supportthedevelopmentofstrongpolicies,regulations,andprogramsthatconsidertheroleof andimpacttobusinessofCitycarbonreductionefforts Articulatethebusinesscaseforadaptingtoclimatechange Metrics NumberofbusinessesparticipatinginClimateWise,othercarbonreductiongoals,and campaigns Privateinvestmentinenergyconservationandcarbonreductionefforts GoalD.3:Increaseinnovationrelatedtocarbonreduction Aidbusinessesin leveragingcommunityclimateactiongoalstocreatenew businessinnovations Inventorycommunitycapabilityrelatedtocarbonreductioninnovation Leverageclusterfundingtofocusoncarbonreductioninnovation MaintainpartnershipswithFortCollinsZeroEnergyDistrict(FortZED),ColoradoCleanEnergy Cluster(CCEC),ColoradoWaterInnovationCluster(CWIC),andotherlocalentitiesworkingon innovationrelatedtoenergyandwater Packet Pg. 26 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 17|Page EnhancecollaborationwithCSUrelatedtoenergy,water,waste,andothercarbonreduction aspects Exploreandpromotebusinessmodelsthatcreate(orextract)economicvaluefromcarbon reductionandclimateadaptationactivities PromoteandmaintainFortCollins’positionatthecuttingedgeofsustainableandinnovation energygenerationasmodelforothercommunities Metrics Patentproduction(orothersimilarmeasure)ofrelevantinnovation Jobformationin“green”industries/businesses Publicinvestmentinrenewalenergygeneration GoalD.4:Encourageinfillandredevelopmentthatmeetsclimateactiongoals andothercommunityobjectives Supportredevelopmentandinfilldevelopmenttomaintainandenhancea compacturbanformwhilereducingenvironmentalimpacts MaintainandenhancerelationshipswiththedevelopmentcommunitytomeetCityobjectives ParticipateinpublicͲprivatepartnershipsthatfacilitateinfrastructureimprovementsandquality redevelopmentprojects Utilizespecialfinancingdistrictsandothermechanismstoencouragetheimplementationofthe City'svisionforeachtargetarea. Metrics Ratioofpublictoprivateinvestment Packet Pg. 27 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 18|Page Thispageintentionallyleftblank. Packet Pg. 28 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 19|Page Ǥ Enhancingcommunityresiliencyhaslimitationswhenasinglemunicipalityactsalone.Collaboration withregionalpartnersthatcrossesmunicipalboundariescreatesgreatercommunityresiliency.A numberofcurrentconditionsandchallengesdonotrespectmunicipalboundaries,includinghousing affordability,climateadaptation,disasterresponse,tourism/visitationopportunitiesandimpacts,and naturalresourceconservation.Thisthemefocusesonleveragingcollaborationandpartnershipswithin ourcommunityandregiontoaddresstheseeconomicissues. Challenges Disparityintheshareofeconomicbenefitsregionally Increasedcompetitionforeconomicactivity Increasingnumberofregionalissues: o Housingaffordability o Climateresiliency o Disasterresponse o Tourism/visitationImpacts o Naturalresourceconservation(e.g.water,land,etc.) o Transportationandtransit OurVision Aregionthatpartnerstoaddresseconomicissueswhichextendbeyondmunicipalboundaries OurRole Developstrongrelationshipswithourcounterpartsintheregion,includingLarimerCounty Supportlocalleadershipinengagingneighboringcommunities Convenerofeconomicrecoveryentitiesduringnaturaldisasters Supportanddevelopregionalsectorinitiatives Identifyandmarketsupplychainopportunitiesfortheregion GoalE.1:Enhancecoordinationonregionaleconomicissues Strengthensystemsforregionalcollaboration Convenequarterlymeetingstoidentify,discussandaddressregionaleconomicissueswith partners CollaboratewithpartnerstohaveonevoicewithOEDITandotherstateandfederalpartners Discusslocalpolicieswithregionalpartnersandexploreopportunitiestoalignwithregional prioritiesandviceversa ContinuetodeveloptheAdvancedManufacturing,Healthcare,andCreativeIndustrysectors withinRegion2(LarimerandWeldCounties)incollaborationwiththeOEDIT Packet Pg. 29 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 20|Page Developaworkplanorframeworkforregionalprojects(e.g.,FortCollins/LovelandAirport StrategicPlan,Region2StateEconomicDevelopmentBluePrint,TaxIncrementFinancing ImpactAnalysis,etc.) Metrics Attendanceandparticipationinmeetingsandplanningbyregionalpartnersandstakeholders GoalE.2:Respondrapidlytodisastersthataffecttheregion Workwithregionalpartnerstodevelopastrategyfordisasterresponsewithan emphasisonrapideconomicrecoveryandpreventingdisastersfromreoccurring Developadisasterresponsetoolkitaimedatthebusinesscommunity Identifyaleadeconomicdevelopmentorganizationforaregionalresponse Conveneaneconomicrecoverystakeholdergroup Metrics Economicimpactofnaturaldisasters Businessinterruptionanddelayduetodisasters Businessclosuresasaresultofdisasters GoalE.3:PositionNorthernColoradoasaninnovationhub(LINKEDTOB.1, B.2,andB.3) MarketNorthernColoradoaspartofaRockyMountainInnovationCorridor IdentifyandraiseawarenessofNorthernColorado’sregionalstrengthswithinthestateof Coloradoandnationally CreateregionalmarketingmaterialsthattelltheNorthernColoradoinnovationstory Supportentrepreneurshipandinnovativecompanies Developregionalstrategyandterminology SupportbroadbandinitiativesinNorthernColorado Collaboratewitheducationinstitutions Metrics Numberofcontacts Increaseinwebsitevisits,corporate/siteselectorinterest Distributionofregionalmarketingmaterials Packet Pg. 30 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T 21|Page Thispageintentionallyleftblank. Packet Pg. 31 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) D R A F T Acknowledgements MayorandCityCouncil KarenWeitkunat,Mayor GerryHorak,MayorProTem,District6 BobOverbeck,District1 LisaPoppaw,District2 GinoCampana,District3 WadeTroxell,District4 RossCunniff,District5 Staff DarinAtteberry,CityManager JeffMihelich,DeputyCityManager BruceHendee,ChiefSustainabilityOffice JoshBirks,EconomicHealthDirector TomLeeson,RedevelopmentProgramManager SeonAhKendall,EconomicPolicyandProjectManager SamHoughteling,GraduateManagementAssistant ContactEconomicHealth 300LaporteAvenue FortCollins,CO80521 970Ͳ221Ͳ6324 jbirks@fcgov.com Packet Pg. 32 Attachment1.1: Draft Economic Health Strategic Plan Update - 2014 (2631 : Economic Health Strategic Plan Update) 2013 Industry Cluster Strategy Report ATTACHMENT 2 Packet Pg. 33 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) TABLE OF CONTENTS Packet Pg. 34 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) BACKGROUND Packet Pg. 35 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) Packet Pg. 36 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) OVERVIEW OF THE CURRENT INDUSTRY CLUSTER INITIATIVE        Packet Pg. 37 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) Packet Pg. 38 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) CLUSTER STRATEGY 2.0        Packet Pg. 39 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) Packet Pg. 40 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) Packet Pg. 41 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) IMPLEMENTATION / NEXT STEPS Packet Pg. 42 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) EXISTING INDUSTRY CLUSTER PROFILES Packet Pg. 43 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) Packet Pg. 44 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) Packet Pg. 45 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) Packet Pg. 46 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) Packet Pg. 47 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) Packet Pg. 48 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) Packet Pg. 49 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) Packet Pg. 50 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) Packet Pg. 51 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) EMERGING CLUSTERS                                                            Packet Pg. 52 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) BENCHMARKS Packet Pg. 53 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) Case Study: Pittsburgh Technology Council     Packet Pg. 54 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) Case Study: The Water Council (Milwaukee) Packet Pg. 55 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) Case Study: Portland Development Commission Packet Pg. 56 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) Packet Pg. 57 Attachment1.2: Cluster Strategy 2.0 (2631 : Economic Health Strategic Plan Update) LABOR MARKET PROFILE Prepared for the City of Fort Collins September 2014 ATTACHMENT 3 Packet Pg. 58 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | i ABOUT THIS WORK TIP Strategies would like to thank the City of Fort Collins for their time and guidance in the preparation of this labor market profile. We would also like to thank the many businesses who participated in the survey conducted as part of this work. Their insights greatly contributed to our understanding of the area’s workforce, its challenges, and its opportunities. THE CITY OF FORT COLLINS Located in northern Colorado, Fort Collins is home to Colorado State University and an outstanding public school system. Nestled at the base of the Rocky Mountains, Fort Collins offers exciting recreational opportunities, unique cultural offerings, and is a regional center for employment and shopping. Throughout the year, live music and entertainment, as well as great local dining, can be found throughout the historic downtown area. Fort Collins offers the convenience of a small town with all the amenities of a larger city. 106 East 6th Street, Suite 550 Austin, Texas 78701 www.tipstrategies.com PH: 512.343.9113 TIP STRATEGIES, INC. TIP Strategies, Inc. is a privately held Austin-based economic development consulting firm committed to providing quality solutions for public and private sector clients. Established in 1995, the firm’s primary focus is strategic economic development planning. In addition, TIP has experience with entrepreneurship, target industry analysis, workforce, and redevelopment. TIP’s methods establish a clear vision for economic growth. Community leaders across the country have embraced the TIP model of Talent, Innovation, and Place to achieve successful and sustainable economies. Packet Pg. 59 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | ii CONTENTS Introduction ..................................................................................................................................................... 1 Reasons for the Skills Gap .............................................................................................................................. 1 The Response ............................................................................................................................................... 1 Key Findings ................................................................................................................................................ 2 General Characteristics of the Labor Force ........................................................................................................... 3 Commuting Patterns and Laborshed ................................................................................................................. 5 Regional Demand for Workers ........................................................................................................................ 9 Staffing Environment .................................................................................................................................... 12 Education and Training ................................................................................................................................ 14 Industry Profiles .............................................................................................................................................. 16 Manufacturing ........................................................................................................................................... 17 Healthcare ................................................................................................................................................ 19 IT/Development ......................................................................................................................................... 21 R&D/Engineering ....................................................................................................................................... 23 Talent Clusters ................................................................................................................................................ 25 Engineering & Technical ............................................................................................................................. 26 Information Technology ............................................................................................................................... 30 Sales & Operations .................................................................................................................................... 37 Healthcare ................................................................................................................................................. 47 Employer Survey ............................................................................................................................................. 55 Respondent Profile ....................................................................................................................................... 55 Workforce Quality ...................................................................................................................................... 56 Hiring Needs & Practices ............................................................................................................................. 56 Training ..................................................................................................................................................... 59 Appendix A: Data & Methodology .................................................................................................................... 61 Classification systems .................................................................................................................................. 61 Data Sources .............................................................................................................................................. 62 Packet Pg. 60 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 1 INTRODUCTION Larimer County employers are not alone in facing challenges filling key positions, especially in the context of a regional energy boom. The “skills gap” is at the center of attention in economic and workforce development conversations both nationally and internationally. Despite elevated numbers of unemployed, employers are still having difficulty finding the talent that they need. In 2013, Manpower, which conducts an annual talent shortage survey, found that 39 percent of US companies were struggling to fill key jobs. REASONS FOR THE SKILLS GAP A number of reasons for the skills gap have been suggested by researchers investigating the issue. These reasons include:  Changing Skills. With heightened automation, changes in technology, and evolving processes, the skills required of the workers have evolved. Mature workers often find themselves with skill sets that have not kept pace with current needs. In addition, training programs are not always as dynamic as the workplace and may not be teaching the skills needed by the employers.  Demographics. The aging of the Baby Boomers has resulted in a wave of retirements that is looming large, particularly in many of the middle skills occupations—machinists, craft trades, utility linemen, and many others. The talent pipeline is not currently robust enough to fill the openings left by these retirements.  Policies and Priorities. The focus on four-year degrees may have had the unintended consequence of siphoning students from vocational and technical training.  Culture. Many young people today are not interested in pursuing careers in the occupations that are difficult to fill. In a recent survey by Nuts, Bolts, and Thingamajigs, The Foundation of the Fabricators & Manufacturers Association, 52 percent of teenagers ages 13 to 17 had little to no interest in manufacturing. Parents and their children often hold negative perceptions of manufacturing and trade jobs. Others are simply unaware of the opportunities in these careers.  Field of Study Choice. Students often choose their field of study based on personal interest, rather than labor market information. This contributes to a mismatch between the supply of and demand for graduates of post- secondary education programs. These and other reasons contribute to the growing divide between skills employers seek and skills workers have. THE RESPONSE To better understand the Larimer County labor market and its challenges, the City of Fort Collins hired TIP Strategies to assist in developing a detailed labor market profile. This profile examines the regional labor force, drivers of demand, and occupational strengths. It also looks at staffing environment indicators to identify occupations that are hard to fill and expected to be high in demand. The education and training landscape is also summarized. Next, detailed occupational profiles of key talent clusters and industry sectors are provided. Finally, the results of a regional employer survey are presented. The “skills gap” describes the difference betw een the skills employers seek and the skills w orkers hav e. Packet Pg. 61 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 2 KEY FINDINGS Larimer County has a high labor force participation rate with a pool of just over 175,000 workers who are aged 16 and older and either employed or seeking employment. The unemployment rate in the region is consistently lower than Colorado’s and the nation’s. During the recession, the Larimer County economy proved to be resilient with the unemployment rate rising only to just over eight percent and staying, on average, two percentage points under the state’s post-recession. In general, the labor force is relatively young and highly educated. In fact, 47 percent of Larimer County’s labor force has a bachelor degree or higher. Yet, only 23 percent of the jobs in the region require a college degree. This indicates a mismatch between the educational attainment of the population and the educational requirements of the region’s jobs. This mismatch likely results in a high degree of under-employment. It is also a likely explanation of why the region exports almost 45,000 workers each day and why it has difficulty retaining its young residents. To improve the alignment of the skills the region’s workers have and the skills the region’s employers need, it is useful to understand the key occupations that support the region’s economic drivers. As in most regions, many of Larimer County’s fastest growing industries are service industries that support the population—retail, restaurants, hospitality, and personal services. The occupations that are related to these services are relatively low paying—retail salespeople, food prep, waiters, cashiers, and janitors. The region has an over-qualified workforce to meet the needs of these industries. It also has such a high quality of place that over-qualified workers will choose to take these jobs. An analysis of the staffing environment in the county revealed 29 occupations that are likely to be hard to fill currently based on rapidly rising demand and/or higher than expected wages. The analysis shows that companies in Larimer County face a difficult staffing environment in many of the areas that have been identified as national shortages—sales representatives, IT staff, skilled trades (i.e., welders), mechanics, and managers. In addition, most of the occupations are expected to grow over the next five years and 12 of the occupations are already paying wage premiums higher than 10 percent over the national average. One notable difference in the hard to fill occupations in Larimer County, however, is that only about 10 percent of these occupations are facing a sizeable wave of retirements. Nationally, the aging of the workforce is a primary challenge in many of the occupations that are hardest to fill. A closer look into the region’s primary private sector industries is more revealing. This report examines four industry sectors in detail and profiles the talent clusters that support them. The four industry sectors are manufacturing, healthcare, IT and software development, and R&D and engineering. The talent clusters are engineering and technical, information technology, sales and operations, and healthcare. The primary conclusion from this analysis is that the alignment between the education and training infrastructure and the needs of the region’s employers can be strengthened. In the survey conducted as part of this study, employers reported that they recruit most of their professional and technical workers as well as skilled labor from outside of Larimer County. A study of the region’s primary education institutions shows that the region graduates about 14,000 students each year. However, most of these students choose fields of study are that are not related to the occupations that are most critical to the region’s key industries. In fact, a number of the critical occupations in the talent clusters do not have any completions from regional institutions. Better alignment of the skills of the region’s graduates and the needs of the region’s employers could improve the staffing environment for the region’s employers and facilitate the retention of the region’s graduates. Packet Pg. 62 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 3 GENERAL CHARACTERISTICS OF THE LABOR FORCE The Larimer County civilian labor force consisted of just over 175,000 individuals in 2012. The labor force represents the region’s civilian pool of labor age 16 and older—both employed and unemployed. High labor force participation. In spite of the large population of college students, the region’s labor force participation rate is relatively high compared to both the state (67.9 percent) and the nation (63.4 percent). Low unemployment. Prior to the recession, the county’s unemployment rate was, on average, lower than that of the state and the nation by 0.6 percent and 0.8 percent, respectively. During the recession, Larimer County’s unemployment rate peaked at just over 8 percent, while Colorado’s and the US’ peaked around 10 percent. After the recession, Larimer County’s unemployment rate was, on average, 1.3 percentage points lower than Colorado’s and 2.0 percentage points lower than the nation’s. CIVILIAN LABOR FORCE 175,142 LABOR FORCE PARTICIPATION RATE UNEMPLOYMENT RATE RANGE UNEMPLOYMENT RATE Source: US Bureau of Labor Statistics–CPS (US) & LAUS (State & County), US Census Bureau–American Community Survey. 68.9 67.9 63.4 60 65 70 Larimer County Colorado United States Civilian Labor Force, % of Total 2012 0% 2% 4% 6% 8% 10% 12% Larimer County Statewide National 2004-2014 0 4 8 12 2004 2005 2007 2009 2011 2013 Larimer County Colorado US 2004-2014 Packet Pg. 63 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 4 Young population. The age distribution of Larimer County’s population reflects the presence of Colorado State University. The county’s young adult population represents a significantly higher share of the overall population than that of Colorado and the US. Youth and experienced working age cohorts represent a relatively small share of the overall population in the county, this implies a smaller share of families with children than the state and the nation. The share of seniors in the Larimer County population falls in between the state’s and the nation’s. High educational attainment. The labor force of Larimer County is highly educated, with over 47 percent of the population attaining at least a bachelor’s degree. Only 23 percent of this population has a high school diploma or less. AGE DISTRIBUTION High under-employment. The comparison of the educational requirements of the region’s job base and the educational attainment of the population (25 years and older) reveals a mismatch. Though 47 percent of the population has a bachelor’s degree or higher, only 23 percent of the jobs require a degree. This type of mismatch is an indicator of under- employment and shows that a significant segment of the county’s labor force is under-utilized. EDUCATIONAL ATTAINMENT COMPARISON: JOBS VS EDUCATION Source: US Census Bureau–American Community Survey, EMSI Complete Employment 2014.1 24% 27% 26% 25% 22% 21% 38% 40% 39% 13% 12% 14% 0% 25% 50% 75% 100% Larimer County Colorado United States Seniors (65+) Experienced working age (35-64) Young adults (20-34) Youth (0-19) 2012 5% 9% 14% 18% 22% 28% 32% 31% 29% 45% 38% 29% 0% 25% 50% 75% 100% Larimer County Colorado United States Bachelor's or Higher Some College High School or Equivalent Less than High School Population 25 Years and Older DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 5 COMMUTING PATTERNS AND LABORSHED Commuting patterns data were compiled from the US Census Bureau’s Local Employment Dynamics (LED) program, which derives its commuter data based largely on those workers covered by unemployment insurance and federal workers. Larimer County is a net exporter of labor, which indicates a mismatch between the skills residents have and the workers local employers need. The primary consequences of this include a reduction in daytime population and longer commuting distances, which have implications on tax revenues, quality of life, and the environment. Capturing a larger share of outbound commuters represents an opportunity for Fort Collins. A look at select characteristics of commuters by type reveal that commuters out of the county tend to earn higher wages and are less likely to work in the service sector than those residents that live and work in the county. OVERVIEW OF LARIMER COUNTY COMMUTING FLOWS Larimer County is a net exporter of labor— about 7,000 more residents leave the county for work than commute into the county. SELECTED CHARACTERISTICS OF COMMUTERS BY TYPE OF FLOW (INTERNAL/EXTERNAL) AGE EARNINGS INDUSTRY CLASS Source: US Census Bureau, OnTheMap Application, and LEHD Origin-Destination Employment Statistics. Most recent available at time of analysis (i.e., beginning of quarter employment, 2nd quarter of 2002-2011). Note: Demographic statistics are beta results and are not available prior to 2009. Educational Attainment is only produced for workers aged 30 and over. 78,966 Lived and worked in Larimer County 37,558 44,643 Outside workers that commuted to jobs in Larimer County (internal jobs) Employed Larimer County residents commuted to external jobs (outside the county) 23.3% 30.6% 25.2% 56.0% 53.0% 55.7% 20.7% 16.4% 19.1% Residents Imported Workers Exported Workers Aged 55+ 30 to 54 29 or younger 22.7% 26.2% 20.3% 38.4% 38.7% 35.3% 38.9% 35.1% 44.4% Residents Imported Workers DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 6 LARIMER COUNTY LABOR SHED EMPLOYEES BY ZIP CODE, 2011 Source: US Census Bureau, OnTheMap Application, and LEHD Origin-Destination Employment Statistics. The county’s large labor shed demonstrates that it functions as a regional employment center. The vast majority of the labor force lives in Northern Colorado’s population centers along Interstate 25—Fort Collins, Loveland, Greeley, and Windsor. However, the map shows that some workers commute long distances to work in Larimer County. The primary axis of the labor shed extends north-south almost 170 miles as far south as Colorado Springs and as far north as Cheyenne and Laramie. Highway 34 is the primary east-west axis of the labor shed, extending from Estes Park about 100 miles east to Fort Morgan. Labor shed by zip code Top 10 sources of workers Zip Code City Count % of total 1 80525 Fort Collins 15,944 12.8% 2 80526 Fort Collins 14,341 11.6% 3 80538 Loveland 11,149 9.0% 4 80524 Fort Collins 9,595 7.7% 5 80537 Loveland 9,128 7.4% 6 80521 Fort Collins 8,256 6.7% 7 80528 Fort Collins 5,484 4.4% 8 80550 Windsor 4,316 3.5% 9 80634 Greeley 3,642 2.9% 10 80517 Estes Park 2,607 2.1% Packet Pg. 66 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 7 PEOPLE WHO WORK IN LARIMER COUNTY More than half of the workers in Larimer County travel less than 10 miles between home and work. Another 20 percent travel 10 to 24 miles to work. Almost 50 percent of the workers in the county live in Fort Collins and Loveland. Seven percent of the workers live in Greeley and Windsor. Workers from Wellington and Estes Park account for almost 3 percent of the workers in the county. Colorado Springs supplies just over 1 percent of the workers in Larimer County. The majority (55 percent) of workers are between 30 and 54 years of age. One quarter have at least a bachelor’s degree or higher and another quarter have at least some college or an associate’s degree. Thirty-nine percent earn between $1,250 and $3,333 while another 38 percent earn over $3,333. CHARACTERISTICS OF PEOPLE WHO WORK IN LARIMER COUNTY, 2011 Commute distance for Larimer County workers Share by distance traveled between work and home Where Larimer County workers live Top 10 sources of workers City Count % of total 1 Fort Collins, CO 41,878 35.9% 2 Loveland, CO 15,569 13.4% 3 Greeley, CO 4,764 4.1% 4 Windsor, CO 3,792 3.3% 5 Denver, CO 2,244 1.9% 6 Wellington, CO 1,658 1.4% 7 Longmont, CO 1,629 1.4% 8 Colorado Springs, CO 1,519 1.3% 9 Estes Park, CO 1,442 1.2% 10 Aurora, CO 1,287 1.1% AGE EDUCATIONAL ATTAINMENT EARNINGS Source: US Census Bureau, OnTheMap Application, and LEHD Origin-Destination Employment Statistics. Most recent available at time of analysis (i.e., beginning of quarter employment, 2nd quarter of 2002-2011). Note: Demographic statistics are beta results and are not available prior to 2009. Educational Attainment is only produced for workers aged 30 and over. 58.9% 20.3% 8.2% 12.5% 0% 25% 50% 75% 100% Less than 10 miles 10 to 24 miles 25 to 50 miles Greater than 50 miles 26% 55% 19% Age 29 or younger Age 30 to 54 Age 55 or older 6% 18% 25% 25% 26% Less than high school High school/GED, no college Some college/Associate's DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 8 PEOPLE WHO LIVE IN LARIMER COUNTY Almost 55 percent of the people who live in Larimer County travel less than 10 miles between work and home. Another 19 percent travel between 10 and 24 miles between home and work. The majority of employed residents (51.7 percent) work in Fort Collins and Loveland. Estes Park employs another 1.6 percent. About 5 percent of employed residents commute to Denver and almost 4 percent work in Greeley. Longmont, Boulder, Windsor, Colorado Spring, and Aurora are other major destinations that employ workers from Larimer County. Fifty-six percent of the employed residents are between 30 and 54 years of age. Twenty-six percent hold a bachelor’s degree or higher and another 25 percent have attended college or earned an associate’s degree. Thirty-seven percent earn between $1,251 and $3,333 and 41 percent earn more than $3,333. CHARACTERISTICS OF EMPLOYED PEOPLE WHO LIVE IN LARIMER COUNTY, 2011 Commute distance for Larimer County residents Share by distance traveled between work and home Where Larimer County residents work Top 10 destinations for job holders, 2011 City Count % of total 1 Fort Collins, CO 48,750 39.4% 2 Loveland, CO 15,265 12.3% 3 Denver, CO 6,020 4.9% 4 Greeley, CO 4,735 3.8% 5 Longmont, CO 3,593 2.9% 6 Boulder, CO 3,568 2.9% 7 Windsor, CO 2,427 2.0% 8 Estes Park, CO 1,976 1.6% 9 Colorado Springs, CO 1,795 1.5% 10 Aurora, CO 1,511 1.2% AGE EDUCATIONAL ATTAINMENT EARNINGS Source: US Census Bureau, OnTheMap Application, and LEHD Origin-Destination Employment Statistics. Most recent available at time of analysis (i.e., beginning of quarter employment, 2nd quarter of 2002-2011). Note: Demographic statistics are beta results and are not available prior to 2009. Educational Attainment is only produced for workers aged 30 and over. 54.6% 18.9% 11.4% 15.2% 0% 25% 50% 75% 100% Less than 10 miles 10 to 24 miles 25 to 50 miles Greater than 50 miles 24% 56% 20% Age 29 or younger Age 30 to 54 Age 55 or older 6% 19% 26% 25% 24% Less than high school High school/GED, no college Some college/Associate's DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 9 REGIONAL DEMAND FOR WORKERS DRIVERS OF OCCUPATIONAL DEMAND TOP INDUSTRIES IN LARIMER COUNTY Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker Larimer County’s labor market is defined by its top industries—post-secondary education, healthcare, government, and services that support those industries and the population (restaurants, construction, building services). In many cases, the top industries are also the fastest growing industries—healthcare, education, restaurants. However, business support services and computer system design are rising to prominence in the region. The industries that are expected to experience the largest percentage growth show a diverse set of emerging industries— manufacturing, healthcare, education and training, arts, wholesale trade, and other business support. Rank Employment LARGEST, 2013 Earnings per Worker 1 12,395 Education and Hospitals (State Government) $44,615 2 7,412 Education and Hospitals (Local Government) $44,194 3 7,005 Full-Service Restaurants $19,261 4 6,271 Local Government, Excluding Education and Hospitals $63,943 5 5,941 Limited-Service Eating Places $14,654 6 3,697 General Medical and Surgical Hospitals (Private) $62,183 7 3,124 Offices of Physicians $104,698 8 3,112 Services to Buildings and Dwellings $22,819 9 2,929 Building Equipment Contractors $59,430 10 2,791 Employment Services $32,908 Rank Change FASTEST-GROWING, 2013-2018 (#) Earnings per Worker 1 +1,268 General Medical and Surgical Hospitals (Private) $62,183 2 +1,237 Education and Hospitals (State Government) $44,615 3 +760 Business Support Services $31,115 4 +659 Full-Service Restaurants $19,261 5 +641 Education and Hospitals (Local Government) $44,194 6 +632 Other General Merchandise Stores $27,708 7 +628 Computer Systems Design and Related Services $87,061 8 +560 Limited-Service Eating Places $14,654 9 +412 Local Government, Excluding Education and Hospitals $63,943 10 +410 Offices of Physicians $104,698 Rank Change FASTEST-GROWING, 2013-2018 (%) Earnings per Worker 1 94% Communications Equipment Manufacturing $149,482 2 46% Specialty (except Psychiatric and Substance Abuse) Hospitals (Private) $50,229 3 39% Business Schools, Computer, Management Training (Private) $46,314 4 38% Promoters of Performing Arts, Sports, and Similar Events $25,206 5 36% Miscellaneous Durable Goods Merchant Wholesalers $41,028 6 35% Office Administrative Services $80,003 7 34% General Medical and Surgical Hospitals (Private) $62,183 8 34% Business Support Services $31,115 9 33% Nondepository Credit Intermediation $103,540 10 31% Colleges, Universities, and Professional Schools (Private) $30,868 Packet Pg. 69 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 10 OVERVIEW OF OCCUPATIONAL DEMAND TOP OCCUPATIONS IN LARIMER COUNTY Source: QCEW Employees, Non-QCEW Employees, & Self-Employed–EMSI 2013.4 Class of Worker. Note: Location Quotients (LQs) show how the occupation’s share of total local employment compares to its share nationally. LQs of greater than 1 indicate that occupations that have a larger share of total employment in Larimer County than they do nationally. LQs of 1.25 or higher are interpreted to mean that Larimer County is relatively specialized in those areas. Larimer County’s top occupations are, for the most part, a reflection of its top industries. Food prep, waiters, postsecondary teachers, registered nurses, and janitors map directly to the region’s top industries. Other occupations, such as retail salespersons and cashiers, are in line with national trends in service sector growth. Looking at demand in terms of percentages and relative concentrations reveals which occupations have experienced unusually high demand in recent years. Regional growth in hospitality, manufacturing, healthcare, and IT is responsible for much of this unusually high-demand growth. Rank Employment LARGEST, 2013 Median hourly earnings 1 6,028 Retail Salespersons $10.42 2 5,355 Food Prep & Serving $8.76 3 4,833 Secretaries & Administrative Assistants $15.38 4 3,527 Waiters & Waitresses $8.89 5 3,392 Postsecondary Teachers $28.01 6 3,083 Cashiers $9.23 7 2,878 Registered Nurses $29.07 8 2,780 Janitors & Cleaners $10.75 9 2,639 Office Clerks, General $13.51 10 2,222 Bookkeeping, Accounting, & Auditing Clerks $15.46 Rank Annual Openings FASTEST-GROWING, 2013-2018 (#) Median hourly earnings 1 +323 Food Prep & Serving $8.76 2 +296 Retail Salespersons $10.42 3 +234 Waiters & Waitresses $8.89 4 +201 Registered Nurses $29.07 5 +181 Cashiers $9.23 6 +127 Secretaries & Administrative Assistants $15.38 7 +126 Customer Service Representatives $13.80 8 +124 Postsecondary Teachers $28.01 9 +108 Janitors & Cleaners $10.75 10 +106 Office Clerks, General $13.51 Rank % LQ Growth (5-yr) RAPIDLY INCREASING DEMAND % Job Growth (5-yr) 1 21% Lodging Managers 26% 2 19% Tax Preparers 23% 3 19% Appraisers & Assessors of Real Estate 24% 4 14% Computer-Controlled Machine Tool Operators 16% 5 13% Packaging & Filling Machine Operators & Tenders 9% 6 12% Industrial Machinery Mechanics 18% 7 9% Physician Assistants 32% 8 8% Computer Network Support Specialists 12% 9 8% Computer User Support Specialists 19% 10 4% Physicians & Surgeons, All Other 18% Packet Pg. 70 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 11 OVERVIEW OF OCCUPATIONAL DEMAND TOP OCCUPATIONS IN LARIMER COUNTY Source: QCEW Employees, Non-QCEW Employees, & Self-Employed–EMSI 2013.4 Class of Worker. On the other end of the spectrum are the occupations for which demand is expected to decline. At the top of the list is Computer Hardware Engineers. The decline in demand for this occupation, as well as for electrical and electronic equipment assemblers, most likely reflects the computer hardware industry’s ongoing restructuring. The declining demand for Agricultural Managers, Travel Agents, Reporters, Door-to-Door Sales Workers, and Floral Designers reflect long-term national industry trends and technological innovations that are displacing some of these workers. The presence of some construction-related occupations is most likely a reflection of how hard this industry was hit during the most recent recession. Because these figures are projections that are based on historical trends, they most likely do not capture the construction industry’s recovery in Larimer County. With large construction projects—such as the Woodward Headquarters, the renovation of Foothills Mall, the Banner Health Campus, and the reconstruction of flood- damaged areas of the county—demand for these types of construction workers is likely higher than these projections reflect. Rank Change FASTEST-DECLINING, 2013-2018 (#) Median hourly earnings 1 -163 Computer Hardware Engineers $52.89 2 -136 Farmers, Ranchers, & Other Agricultural Managers $11.17 3 -55 Electrical & Electronic Equipment Assemblers $13.53 4 -47 Cabinetmakers & Bench Carpenters $12.17 5 -37 Construction Managers $26.97 6 -34 Travel Agents $12.46 7 -34 Real Estate Sales Agents $20.70 8 -21 Childcare Workers $8.39 9 -18 Door-to-Door Sales Workers, News & Street Vend., & Related… $7.01 10 -14 Data Entry Keyers $13.27 Rank Change FASTEST-DECLINING, 2013-2018 (%) Median hourly earnings 1 -52% Travel Agents $12.46 2 -33% Farmers, Ranchers, & Other Agricultural Managers $11.17 3 -30% Reporters & Correspondents $16.64 4 -21% Cabinetmakers & Bench Carpenters $12.17 5 -19% Furniture Finishers $14.15 6 -18% Dental Laboratory Technicians $19.95 7 -17% Computer Hardware Engineers $52.89 8 -15% Meter Readers, Utilities $19.70 9 -15% Door-to-Door Sales Workers, News & Street Vend., & Related... $7.01 10 -15% Floral Designers $11.88 Packet Pg. 71 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 12 STAFFING ENVIRONMENT Across the US, companies are having difficulty filling certain positions. In spite of the high unemployment rolls, many employers cannot find the talent they need. In Manpower Group’s most recent national talent shortage survey, 39 percent of the companies surveyed reported difficulty filling jobs. According to this survey, skilled trades—which include occupations such as machinists, electricians, welders, and pipefitters—are the most difficult jobs to fill. Sales representatives and drivers round out the list of the top three. Other difficult to fill jobs include IT staff, accounting and finance staff, engineers, technicians, management, mechanics, and teachers. Sharply rising demand and higher than expected wages can be indicators of a difficult staffing environment. The occupations listed on the following page are likely to be difficult to fill as indicated by the demand and wage environment in Larimer County. These occupations face rising demand, rising wages, and/or a wave of retirements. 2013 NATIONAL TALENT SHORTAGE SURVEY TOP 10 JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING 1 Skilled Trades 2 Sales Representatives 3 Drivers 4 IT Staff 5 Accounting & Finance Staff 6 Engineers 7 Technicians 8 Management/Executive 9 Mechanics 10 Teachers Source: Manpower, 2013 Talent Shortage Survey Research Results. The list of hard to fill occupations for Larimer County includes many of the same types of occupations that are on the list for the nation. Sales representatives, IT staff, skilled trades (i.e., welders), mechanics, and managers are all expected to be in demand and difficult to fill in Larimer County. Note that some of the occupations on this list are projected to experience declines in demand. However, these positions still have a significant number of openings due to turnover. In other words, even if there are no new positions, positions that are vacated must be filled. These represent replacement jobs. Significant wage premiums, as indicated by a median hourly wage greater than 110% of the US median, are also indicators that local employers have difficulty recruiting talent to those positions. Machine operators and tenders pay one of the highest premiums, followed by physicians, electronics engineers, and police officers. Two of the occupations face a potential wave of retirements in the near future. For physicians and purchasing agents, the share of workers 55 and older is 25 percent or more. 44 41 22 19 14 52 49 39 56 59 78 81 86 48 51 61 0% 25% 50% 75% DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 13 HARD-TO-FILL OCCUPATIONS STATISTICAL OVERVIEW FOR SELECT OCCUPATIONS Source: QCEW Employees, Non-QCEW Employees, & Self-Employed–EMSI 2013.4 Class of Worker. Notes: Shaded “Median Hourly Earnings” indicate the occupation pays more than the regional average. Shaded “% of US Median” indicates the occupation pays more than 110% of the US Median. STAFFING ENVIRONMENT INDICATOR The determination of hiring difficulty draws on EMSI’s Talent Market Analyst which provides useful indicators of the staffing environment for occupations in a given metropolitan region. A relative wage indicator and a supply/demand indicator were combined to determine hiring difficulty. The relative wage is built around two different statistics: the absolute wage regional workers in the occupation earn and EMSI’s proprietary indicator that considers the expected wage against a regional wage index. The supply/demand indicator is weighted by three factors. • How concentrated (therefore important) the occupation is in the region • How this concentration has changed over time (whether the occupation is becoming more or less important to the area) • How actual employment in the occupation in the region has changed Together, these statistics provide a picture of how the region’s supply of and demand for workers play into the staffing environment. This evaluation is ranked by degree of difficulty in hiring. Additional information about Talent Market Analyst can be found at: http://www.economicmodeling.com/analyst/tma-analyst/ SOC Code Description 2013 (estimated) % of US Median Total (projected) 41-4012 Sales Representatives, Wholesale and Manufacturing 0.96 1,500 1,576  $22.85 88% 235 23% 15-1133 Software Developers, Systems Software 2.98 1,273 1,264  $48.67 103% 94 12% 17-2061 Computer Hardware Engineers 10.92 940 777  $52.89 110% 89 13% 49-3023 Automotive Service Technicians and Mechanics 1.15 875 884  $18.45 113% 143 13% 41-3099 Sales Representatives, Services, All Other 0.97 784 849  $23.24 96% 183 20% 15-1151 Computer User Support Specialists 1.26 782 886  $23.30 104% 171 16% 33-3051 Police and Sheriff's Patrol Officers 0.88 597 649  $32.50 122% 151 21% 29-2061 Licensed Practical and Licensed Vocational Nurses 0.67 521 624  $20.90 105% 175 24% 17-2141 Mechanical Engineers 1.70 460 470  $37.97 98% 91 19% 15-1121 Computer Systems Analysts 0.80 434 515  $36.64 97% 119 17% 13-1071 Human Resources Specialists 0.98 434 464  $24.17 90% 71 20% 29-1069 Physicians and Surgeons, All Other 1.13 408 470  $110.97 127% 118 27% 51-9012 Machine Setters, Operators, and Tenders 9.07 399 428  $25.49 137% 102 15% 15-1199 Computer Occupations, All Other 1.85 386 412  $43.00 112% 60 18% 51-4121 Welders, Cutters, Solderers, and Brazers 0.98 373 372  $17.75 102% 53 14% 11-9041 Architectural and Engineering Managers 1.76 354 345  $64.33 107% 43 22% 15-1142 Network and Computer Systems Administrators 0.93 353 393  $32.89 95% 72 12% 49-9041 Industrial Machinery Mechanics 1.02 340 384  $25.23 113% 100 19% 49-1011 First-Line supervisorsof Mechanics, Installers, and Repairers 0.71 320 343  $32.19 111% 69 24% 13-1023 Purchasing Agents 0.99 299 308  $32.03 113% 37 25% 17-2112 Industrial Engineers 1.20 280 292  $40.40 107% 54 20% 11-3021 Computer and Information Systems Managers 0.82 279 306  $57.35 100% 48 15% 11-9111 Medical and Health Services Managers 0.79 251 302  $45.20 107% 86 22% 15-1152 Computer Network Support Specialists 1.27 241 255  $29.11 103% 34 13% 17-2072 Electronics Engineers, Except Computer 1.63 235 250  $55.14 125% 42 20% 49-2022 Telecommunications Equipment Installers and Repairers 1.00 225 250  $28.01 108% 41 13% 51-8031 Water and Wastewater Treatment Plant Operators 1.82 204 216  $23.88 116% 49 25% 51-4011 Computer-Controlled Machine Tool Operators 1.26 188 198  $19.50 114% 38 14% 29-1071 Physician Assistants 1.79 165 199  $49.45 112% 51 13% 2018 (projected) Share of DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 14 EDUCATION AND TRAINING The analysis presented in this section includes data for the 8 institutions listed below. Colorado State University is, by far, the largest institution and confers, on average, about 6,500 degrees each year. Front Range Community College is the next largest and confers, on average, 3,000 degrees each year. University of Northern Colorado confers about 2,600 degrees each year. Aims Community College confers almost 1,500 degree each year. Many students in the region transfer from Front Range Community College to Regis University. Regis’ completions data, however, was not available for its Larimer County campus. REGIONAL INSTITUTIONS LARIMER & WELD COUNTY INSTITUTIONS, PLUS FRONT RANGE COMMUNITY COLLEGE *Listed as "Private for-profit, less-than 2-year" in 2010 IPEDS survey. Source: National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, & 2011-2012. See page 64 for a description of IPEDS. Together, these institutions conferred an average of almost 14,000 awards in credit-bearing programs over the three-year period analyzed. Of these, almost half were bachelor’s degrees. On average, 18 percent of awards were advanced degrees (defined as all awards made above the bachelor’s level). Postsecondary certificates and associate’s degrees comprised 34 percent of all awards conferred for credit during this period. DISTRIBUTION OF FOR-CREDIT COMPLETIONS BY AWARD LEVEL FOR-CREDIT COMPLETIONS BY SELECTED INSTITUTIONS (2010–2012) Source: National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010- 2011, and 2011-2012. Over the last three academic years, the share of associate’s degrees has climbed slightly from 13 percent in 2010 to 15 percent in 2012. Conversely, the share of post-secondary awards has dropped from a high of 19 percent in 2011 to 17 percent in 2012, and the share of bachelor’s degrees has fallen from 49 percent in 2010 to 47 percent in 2012. UNITID INSTITUTION NAME CITY SECTOR 2010 2011 2012 126207 Aims Community College Greeley Public, 2-year    126818 Colorado State University-Fort Collins Fort Collins Public, 4-year or above    127200 Front Range Community College Westminster Public, 2-year    127741 University of Northern Colorado Greeley Public, 4-year or above    372329 Institute of Business and Medical Careers Fort Collins Private for-profit, 2-year    381866 Healing Arts Institute Fort Collins Private for-profit, less-than 2-year   448761 College America-Fort Collins Fort Collins Private for-profit, 4-year or above    449454 Academy of Natural Therapy Inc* Greeley Private for-profit, 2-year    Years Institution is Included in IPEDS 18% 19% 17% 13% 14% 15% 49% 47% 47% 18% 17% 18% 0% 25% 50% 75% 100% 2010 (n=13,352) 2011 (n=13,820) 2012 DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 15 25 LARGEST FIELDS OF STUDY RANKED BY AVERAGE NUMBER OF COMPLETIONS (2010-2012 ACADEMIC YEARS), ALL AWARD LEVELS Source: National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012. The 25 most popular fields of study at regional institutions are shown above. A comparison of this list with the list of hard-to-fill occupations on page 13 reveals a mismatch between the fields of study students in the region are choosing and the skills employers need. Of the top 25, only five fields of study correspond with any of the occupations on the hard-to-fill list—nursing (51.3902 & 51.3801), auto technicians (47.0604), welding (48.0508), and computer science (11.0101). Instead, most of the popular fields of study are general or correspond with occupations that are not particularly high in demand. 0 200 400 600 800 1,000 Business/Commerce, General (52.0101) Liberal Arts & Sciences/Liberal Studies (24.0101) Nursing/Patient Care Assistant/Aide (51.3902) EMT/Paramedic (51.0904) Kinesiology and Exercise Science (31.0505) Business Admin./Mgmt., General (52.0201) Psychology, General (42.0101) Registered Nursing/Registered Nurse (51.3801) Speech Communication and Rhetoric (9.0101) Multi-/Interdisciplinary Studies, Other (30.9999) English Language/Lit., General (23.0101) Human Dev. & Family Studies, Gen. (19.0701) Auto Mechanics Tech./Technician (47.0604) Construction Engineering Tech. (15.1001) History, General (54.0101) Fine/Studio Arts, General (50.0702) Biology/Biological Sciences, General (26.0101) Journalism (9.0401) Educational Admin./Sprvsn., Other (13.0499) Welding Technology/Welder (48.0508) Sociology (45.1101) Computer & Info. Sciences, General (11.0101) Political Science & Govt., General (45.1001) Music, General (50.0901) Social Work (44.0701) Award of <1 academic year Award of at least 1 but <2 academic years Associate's degree Bachelor's degree Advanced Packet Pg. 75 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 16 INDUSTRY PROFILES The following section profiles select industry clusters. The industries were chosen because of their importance to the region or because they represent a component of the region’s target industry clusters. For each of the industries, we provide an overview of the industry, its staffing patterns, and its staffing environment. A description of the indicators is provided below:  Representative employers: the Top 10 employers in the sector.  Employment trends: the performance of the sector in comparison to Denver, Colorado, and the US, based on year-over-year employment increases/decreases.  Relative industry strengths: the location quotients for the most heavily concentrated industries relative to national concentrations.  The top 20 occupations: the top 20 occupations based on the combined share of total employment in key industry segments.  Median Hourly Wage: The median hourly wage for Larimer County is provided. The local median is also shown as a percent of the US Median Hourly wage, to indicate where local employers are paying a wage premium. Those occupations paying 110 percent or greater than the US median are shaded orange.  Staffing Environment: Based on the ranking of the staffing environment indicator (see text box page 13), a category of hiring difficulty was assigned. These categories indicate whether the occupation is relatively hard to fill, neutral, or easy to fill. Hard to fill occupations are classified as facing an unfavorable staffing environment, and easy to fill are classified as facing a favorable staffing environment.  Openings, 2013-2018: Openings are the number of new jobs (the change in total employment) and the number of replacement jobs (jobs that must be filled due to turnover).  Share of Workers, Age 55+: This statistic indicates which occupations are likely facing a wave of retirements in the near future. MANUFACTURING HEALTHCARE IT/SOFTWARE DEVELOPMENT R&D/ENGINEERING Packet Pg. 76 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 17 MANUFACTURING The Manufacturing sector employs 11,700 workers in the Larimer County economy, accounting for 8 percent of total employment. The region outperformed Denver, the state, and the US during the recession, following sharp job losses in 2005. However, manufacturing employment has fallen 5 percent between 2008 and 2013 and is expected to fall another 6 percent between 2013 and 2018. The Manufacturing sector is anchored by nationally recognized companies, many of which have a long history in the area. The county has formidable strengths in breweries and engine, instrument, and fan manufacturing. One-half of the top 20 occupations (in terms of share of total employment in key segments) were identified as hard-to-fill. Eight of the occupations paid wage premiums more than 10 percent above the national median. Replacement demand is the key driver of openings in these 20 occupations. Only one occupation—Electrical and Electronic Equipment Assemblers—is estimated to have an aging workforce (defined here as 25 percent of the workforce age 55 years or over). This suggests that the replacement openings are driven more by turnover than retirements. REPRESENTATIVE EMPLOYERS Company Employment range Woodward Inc. >1,000 Avago Technologies US Inc. 500 to 999 Otter Products LLC 500 to 999 Anheuser Busch Inc. 500 to 999 Intel Corporation 100 to 499 Tolmar Inc. 100 to 499 New Belgium Brewing Co Inc. 100 to 499 Advanced Energy Industries Inc. 100 to 499 LSI Logic Corporation 100 to 499 Walker Manufacturing Company 100 to 499 Source: QCEW EMPLOYMENT TRENDS Percent change in jobs from prior year 2003-2013 (historic), 2014-2018 (projected) INDUSTRY LOCATION QUOTIENTS (LQS) Source: EMSI 2014.1 Complete Employment -15% -10% -5% 0% 5% 10% 15% 2003 2004 2005 2006 2007 DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 18 Source: EMSI 2014.1 Complete Employment OCCUPATIONAL CHARACTERISTICS FOR TOP 20 OCCUPATIONS (ABOVE) Staffing Environment Indicator:  Favorable  Neutral  Unfavorable Source: EMSI 2014.1 Complete Employment. Orange shading indicates wages that are 10 percent or more above the US for the occupation. Blue shading indicates occupations where 25 percent or more of the workforce is estimated to be 55 years or older. 17-2061 Computer Hardware Engineers 940 8.4% 25.3% 15-1133 Software Developers, Systems Software 1,273 12.9% 0.6% 17.6% 51-9012 Separating/Filtering/Clarifying Machine Workers 399 28.6% 51-2022 Electrical and Electronic Equipment Assemblers 513 10.6% 1.9% 6.4% 51-2031 Engine and Other Machine Assemblers 327 18.5% 15-1132 Software Developers, Applications 1,058 2.9% 0.9% 8.5% 51-9111 Packaging and Filling Machine Operators and Tenders 367 10.3% 17-2141 Mechanical Engineers 460 3.1% 6.0% 0.9% 51-4041 Machinists 397 1.5% 6.9% 41-4012 Sales Reps., Whlsl. & Mfg., Exc. Tech./Scientific Prods. 1,500 1.0% 1.4% 5.7% 51-2092 Team Assemblers 530 2.6% 4.7% 0.8% 11-9041 Architectural and Engineering Managers 354 2.4% 2.3% 3.3% 17-2112 Industrial Engineers 280 2.9% 3.0% 0.9% 17-3023 Electrical and Electronics Engineering Technicians 275 3.5% 0.6% 2.6% 11-1021 General and Operations Managers 2,097 1.7% 1.5% 1.6% 1.4% 51-9061 Inspectors, Testers, Sorters, Samplers, and Weighers 389 1.5% 2.4% 1.4% 0.8% 49-9041 Industrial Machinery Mechanics 340 2.3% 3.8% 51-1011 First-Line Supervisors of Production/Operating Workers 426 1.2% 2.1% 2.1% 0.5% 17-2071 Electrical Engineers 247 3.4% 0.9% 0.8% 51-2023 Electromechanical Equipment Assemblers 125 3.4% 0.7% 0.8% Computer/ Peripheral Equip. (NAICS 3341) SOC Code Description Navigating, Measuring, & Control Instruments (NAICS 3345) Engine/Turb. & Power Trans. Equip. (NAICS 3336) Beverage Mfg. (NAICS 3121) 2013 Jobs SOC Code Description Total # 17-2061 Computer Hardware Engineers $52.89 1.10  89 13% 15-1133 Software Developers, Systems Software $48.67 1.03  94 12% 51-9012 Separating/Filtering/Clarifying Machine Workers $25.49 1.37  102 15% 51-2022 Electrical and Electronic Equipment Assemblers $13.53 0.98  30 25% 51-2031 Engine and Other Machine Assemblers $16.05 0.92  52 16% 15-1132 Software Developers, Applications $38.02 0.88  158 12% 51-9111 Packaging and Filling Machine Operators and Tenders $14.95 1.20  55 13% 17-2141 Mechanical Engineers $37.97 0.98  91 19% 51-4041 Machinists $18.94 1.00  66 23% DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 19 HEALTHCARE The Healthcare sector employs 15,874 workers in the Larimer County economy, accounting for 10 percent of total employment. Between 2003 and 2011, the region outperformed Denver, the state, and the US. However, healthcare employment growth has faltered since 2011. The sector grew 16 percent between 2008 and 2013 and is expected to grow another 20 percent between 2013 and 2018. The sector is anchored by University of Colorado Health, which has over 1,000 employees. The county has strengths in Ambulatory Centers and Offices of Other Health Practitioners. Nine of the top 20 occupations (in terms of share of total employment in key segments) were identified as hard-to-fill. Three of the occupations paid wage premiums more than 10 percent above the national median. Replacement and new jobs account for roughly equal shares of the openings in these 20 occupations, which means that the high rates of growth in the industry are counterbalanced by high rates of turnover. Four of the occupations—Secretaries, Medical Secretaries, Personal Care Aides, and Physicians—have a share of workers greater than 25 percent that is 55 years or older. REPRESENTATIVE EMPLOYERS Company Employment range University of Colorado Health >1,000 Foothills Gateway Rehabilitation Ctr. 100 to 499 Fort Collins Orthopedic Assoc. PC 100 to 499 Evergreen Home Healthcare 100 to 499 Maguire Senior Services Inc. 100 to 499 Greenfield Mgmt. Services Inc. 100 to 499 Interim Healthcare of Ft Collins 100 to 499 Larimer Center for Mental Health 100 to 499 Associates In Family Medicine PC 100 to 499 Centre Ave Health & Rehab Facility 100 to 499 Source: QCEW EMPLOYMENT TRENDS Percent change in jobs from prior year 2003-2013 (historic), 2014-2018 (projected) INDUSTRY LOCATION QUOTIENTS (LQS) Source: EMSI 2014.1 Complete Employment -15% -10% -5% 0% 5% 10% 15% 2003 2004 2005 2006 DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 20 STAFFING PATTERNS TOP 20 OCCUPATIONS BY COMBINED SHARE OF TOTAL EMPLOYMENT IN KEY SEGMENTS Source: EMSI 2014.1 Complete Employment. OCCUPATIONAL CHARACTERISTICS FOR TOP 20 OCCUPATIONS (ABOVE) Staffing Environment Indicator:  Favorable  Neutral  Unfavorable Source: EMSI 2014.1 Complete Employment. Orange shading indicates wages that are 10 percent or more above the US for the occupation. Blue shading indicates occupations where 25 percent or more of the workforce is estimated to be 55 years or older. SOC Code Description 2013 Jobs 29-1141 Registered Nurses 2,878 7.6% 34.3% 8.3% 31-1014 Nursing Assistants 1,289 1.3% 5.1% 23.7% 31-1011 Home Health Aides 1,171 5.3% 11.8% 43-4171 Receptionists and Information Clerks 1,457 6.9% 0.9% 1.5% 29-2061 Licensed Practical and Licensed Vocational Nurses 521 1.6% 1.4% 6.2% 43-6014 Secretaries/Admin. Assts., Exc. Legal, Medical, & Exec. 4,833 3.4% 2.2% 1.4% 31-9092 Medical Assistants 618 5.6% 1.1% 43-6013 Medical Secretaries 536 4.5% 2.2% 31-9091 Dental Assistants 591 6.4% 39-9021 Personal Care Aides 908 2.6% 3.5% 37-2012 Maids and Housekeeping Cleaners 1,429 1.5% 3.4% 29-1069 Physicians and Surgeons, All Other 408 3.2% 1.6% 29-1123 Physical Therapists 304 2.3% 1.3% 0.7% 35-3041 Food Servers, Nonrestaurant 269 0.7% 3.6% 11-9111 Medical and Health Services Managers 251 1.1% 1.8% 1.1% 29-2034 Radiologic Technologists 227 1.1% 2.6% 21-1014 Mental Health Counselors 295 1.4% 1.8% 43-9061 Office Clerks, General 2,639 1.6% 0.9% 0.6% 43-3021 Billing and Posting Clerks 454 2.1% 0.8% 29-2021 Dental Hygienists 236 2.7% Ambulatory Health Care Services (NAICS 621) Hospitals, Private (NAICS 622) Nursing and Residential Care Facilities (NAICS 623) Total # 29-1141 Registered Nurses $29.07 0.93  1,004 24% 31-1014 Nursing Assistants $12.33 1.05  359 18% 31-1011 Home Health Aides $11.53 1.16  376 20% 43-4171 Receptionists and Information Clerks $12.95 1.03  338 21% 29-2061 Licensed Practical and Licensed Vocational Nurses $20.90 1.05  175 24% 43-6014 Secretaries/Admin. Assts., Exc. Legal, Medical, & Exec. $15.38 0.99  637 26% 31-9092 Medical Assistants $14.84 1.04  175 15% 43-6013 Medical Secretaries $17.13 1.14  158 26% 31-9091 Dental Assistants $15.45 0.93  116 8% 39-9021 Personal Care Aides $9.60 1.01  301 29% 37-2012 Maids and Housekeeping Cleaners $8.82 0.95  291 21% 29-1069 Physicians and Surgeons, All Other $110.97 1.27  118 27% 29-1123 Physical Therapists $32.77 0.86  106 11% 35-3041 Food Servers, Nonrestaurant $10.13 1.07  90 14% 11-9111 Medical and Health Services Managers $45.20 1.07  86 22% DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 21 IT/SOFTWARE DEVELOPMENT The IT/Software sector employs 3,107 workers in the Larimer County economy, accounting for 2 percent of total employment. Between 2003 and 2012, the region outperformed Denver, the state, and the US by a considerable margin. Though there was a brief contraction of the sector in 2013, EMSI projects a strong recovery in 2014 and going forward. The sector grew 19 percent between 2008 and 2013 and is expected to grow another 24 percent between 2013 and 2018. AMD, Telvent/Schneider Electric, and Techni Graphic Systems are the largest firms in the sector. The county’s strongest sectors are Data Processing and Custom Computer Programming. Half of the top 20 occupations (in terms of share of total employment in key segments) were identified as hard-to-fill. Three of the occupations paid wage premiums more than 10 percent above the national median. Replacement jobs dominate openings in certain occupations, including Systems Software Developers, Computer Hardware Engineers, and Data Entry Keyers. For the remaining occupations, new jobs account for between 36 percent and 68 percent of openings in the occupations. The occupations in this industry facing an aging workforce are clerical and finance positions. REPRESENTATIVE EMPLOYERS Company Employment range Advanced Micro Devices Inc. 100 to 499 Telvent USA LLC/Schneider Electric 100 to 499 Techni Graphic Systems Inc. 100 to 499 Cherokee Services Group LLC 50 to 99 Colorado Customware Incorporated 50 to 99 CA Technologies Inc. 50 to 99 Heit Consulting Inc. 50 to 99 New Century Software Inc. <50 Vistronix Inc. <50 Deltek Systems Inc. <50 Source: QCEW EMPLOYMENT TRENDS Percent change in jobs from prior year 2003-2013 (historic), 2014-2018 (projected) INDUSTRY LOCATION QUOTIENTS (LQS) Source: EMSI 2014.1 Complete Employment; — indicates industry represented fewer than 100 jobs in 2013. -15% -10% -5% 0% 5% 10% 15% 2003 2004 2005 DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 22 STAFFING PATTERNS TOP 20 OCCUPATIONS BY COMBINED SHARE OF TOTAL EMPLOYMENT IN KEY SEGMENTS Source: EMSI 2014.1 Complete Employment. OCCUPATIONAL CHARACTERISTICS FOR TOP 20 OCCUPATIONS (ABOVE) Staffing Environment Indicator:  Favorable  Neutral  Unfavorable Source: EMSI 2014.1 Complete Employment. Orange shading indicates wages that are 10 percent or more above the US for the occupation. Blue shading indicates occupations where 25 percent or more of the workforce is estimated to be 55 years or older. 15-1132 Software Developers, Applications 1,058 16.8% 21.2% 11.3% 15-1133 Software Developers, Systems Software 1,273 15.9% 19.8% 9.1% 15-1151 Computer User Support Specialists 782 5.7% 6.9% 6.0% 15-1121 Computer Systems Analysts 434 6.8% 2.3% 6.2% 15-1134 Web Developers 282 4.1% 1.3% 4.6% 17-2061 Computer Hardware Engineers 940 5.9% 1.8% 1.9% 15-1131 Computer Programmers 196 4.2% 2.9% 1.7% 11-3021 Computer and Information Systems Managers 279 2.6% 2.8% 2.7% 15-1142 Network and Computer Systems Administrators 353 2.6% 1.3% 3.9% 15-1199 Computer Occupations, All Other 386 2.3% 2.6% 2.8% 13-1199 Business Operations Specialists, All Other 1,669 2.0% 2.8% 2.4% 41-3099 Sales Representatives, Services, All Other 784 2.5% 0.9% 3.3% 15-1152 Computer Network Support Specialists 241 2.0% 1.7% 2.6% 11-1021 General and Operations Managers 2,097 2.0% 2.1% 2.1% 43-4051 Customer Service Representatives 1,422 0.9% 1.2% 4.1% 13-1161 Market Research Analysts and Marketing Specialists 562 1.3% 2.6% 1.4% 43-6014 Secretaries/Admin. Assts., Exc. Legal, Medical, & Exec 4,833 1.7% 1.4% 1.9% 43-9021 Data Entry Keyers 205 4.2% 13-2011 Accountants and Auditors 1,347 1.0% 1.7% 1.3% 43-3031 Bookkeeping, Accounting, and Auditing Clerks 2,222 1.0% 0.8% 1.7% SOC Code Description 2013 Jobs Computer Systems Design & Related Svcs. (NAICS 5415) Software Publishers (NAICS 5112) Data Processing, Hosting, & Related Services (NAICS 5182) SOC Code Description Total # 15-1132 Software Developers, Applications $38.02 0.88  158 12% 15-1133 Software Developers, Systems Software $48.67 1.03  94 12% 15-1151 Computer User Support Specialists $23.30 1.04  171 16% 15-1121 Computer Systems Analysts $36.64 0.97  119 17% 15-1134 Web Developers $20.83 0.75  56 8% 17-2061 Computer Hardware Engineers $52.89 1.10  89 13% 15-1131 Computer Programmers $39.32 1.12  60 14% 11-3021 Computer and Information Systems Managers $57.35 1.00  48 15% 15-1142 Network and Computer Systems Administrators $32.89 0.95  72 12% 15-1199 Computer Occupations, All Other $43.00 1.12  60 18% 13-1199 Business Operations Specialists, All Other $29.10 0.93  228 22% 41-3099 Sales Representatives, Services, All Other $23.24 0.96  183 20% 15-1152 Computer Network Support Specialists $29.11 1.03  34 13% DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 23 R&D/ENGINEERING The R&D/Engineering sector employs 3,417 workers in the Larimer County economy, accounting for almost 2 percent of total employment. The sector experienced a growth rate of 97 percent in 2005. This incredible growth was followed by seven years of negative or flat growth. The sector contracted by 19 percent between 2008 and 2013. However, the sector is expected to grow 11 percent between 2013 and 2018. HP is by far the largest firm in this sector. AECOM is also a significant player. The county’s strongest sectors are R&D in the Physical, Engineering and Life Sciences and Engineering Services. Five of the top 20 occupations (in terms of share of total employment in key segments) were identified as hard-to-fill. Two of the occupations paid wage premiums more than 10 percent above the national median. Replacement jobs account for most of the openings in the sector. However, only three occupations have more than 25 percent of their workers greater than 55 years of age. This suggests that a number of the occupations are experiencing high rates of turnover for reasons other than retirement. REPRESENTATIVE EMPLOYERS Company Employment range Hewlett Packard Co.* >1,000 AECOM Technology Corporation 100 to 499 Tetra Tech Inc. 50 to 99 ESC Engineering Inc. 50 to 99 Riverside Technology Inc. 50 to 99 ALS Group USA Corp 50 to 99 CPP Inc. <50 EDM International Inc. <50 Cargill Incorporated <50 Dresser Rand Company <50 Source: QCEW. *Includes HP Enterprise Services LLC EMPLOYMENT TRENDS Percent change in jobs from prior year 2003-2013 (historic), 2014-2018 (projected) INDUSTRY LOCATION QUOTIENTS (LQS) Source: EMSI 2014.1 Complete Employment; — indicates industry represented fewer than 100 jobs in 2013. -15% -10% -5% 0% 5% 10% 15% 2003 2004 2005 2006 2007 2008 DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 24 STAFFING PATTERNS TOP 20 OCCUPATIONS BY COMBINED SHARE OF TOTAL EMPLOYMENT IN KEY SEGMENTS Source: EMSI 2014.1 Complete Employment. OCCUPATIONAL CHARACTERISTICS FOR TOP 20 OCCUPATIONS (ABOVE) Staffing Environment Indicator:  Favorable  Neutral  Unfavorable Source: EMSI 2014.1 Complete Employment. Orange shading indicates wages that are 10 percent or more above the US for the occupation. Blue shading indicates occupations where 25 percent or more of the workforce is estimated to be 55 years or older. 27-1024 Graphic Designers 324 32.2% 27-1025 Interior Designers 107 0.6% 19.6% 17-2051 Civil Engineers 528 14.6% 17-2061 Computer Hardware Engineers 940 1.9% 9.5% 43-6014 Secretaries/Admin. Assts., Exc. Legal, Medical, & Exec. 4,833 3.5% 2.3% 2.7% 15-1133 Software Developers, Systems Software 1,273 3.0% 5.0% 17-2141 Mechanical Engineers 460 4.1% 0.7% 2.6% 17-1011 Architects, Except Landscape and Naval 172 6.7% 0.5% 13-1199 Business Operations Specialists, All Other 1,669 1.6% 1.0% 2.9% 11-1021 General and Operations Managers 2,097 1.8% 2.1% 1.6% 11-9041 Architectural and Engineering Managers 354 3.7% 1.8% 11-9121 Natural Sciences Managers 176 5.0% 11-9199 Managers, All Other 643 0.7% 3.2% 0.7% 15-1132 Software Developers, Applications 1,058 1.2% 3.3% 17-2081 Environmental Engineers 193 3.7% 0.7% 27-1021 Commercial and Industrial Designers 33 4.3% 17-3011 Architectural and Civil Drafters 124 4.2% 19-2031 Chemists 160 0.5% 3.6% 27-1011 Art Directors 77 3.9% 19-4021 Biological Technicians 188 3.8% Specialized Design Services (NAICS 5414) Scientific R&D Services (NAICS 5417) SOC Code 2013 Jobs Architectural, Engineering, & Related Svcs. Description (NAICS 5413) Total # 27-1024 Graphic Designers $19.10 0.94  56 16% 27-1025 Interior Designers $17.39 0.82  21 21% 17-2051 Civil Engineers $37.29 0.99  91 23% 17-2061 Computer Hardware Engineers $52.89 1.10  89 13% 43-6014 Secretaries/Admin. Assts., Exc. Legal, Medical, & Exec. $15.38 0.99  637 26% 15-1133 Software Developers, Systems Software $48.67 1.03  94 12% 17-2141 Mechanical Engineers $37.97 0.98  91 19% 17-1011 Architects, Except Landscape and Naval $35.49 1.09  39 18% 13-1199 Business Operations Specialists, All Other $29.10 0.93  228 22% 11-1021 General and Operations Managers $38.47 0.84  350 21% 11-9041 Architectural and Engineering Managers $64.33 1.07  43 22% 11-9121 Natural Sciences Managers $53.89 0.97  43 20% 11-9199 Managers, All Other $29.56 0.86  93 29% 15-1132 Software Developers, Applications $38.02 0.88  158 12% 17-2081 Environmental Engineers $37.94 0.98  33 16% DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 25 TALENT CLUSTERS For the purposes of this study, we drilled down into four talent clusters that are integral to the region’s economic drivers. These are listed in the table to the right. For each talent cluster, we present the following indicators for each of the key occupations:  Relative concentration (2013 Location Quotient): This shows how the occupation’s share of total local employment compares to its share nationally. Location Quotients (LQs) of greater than 1 indicate that occupations that have a larger share of total employment in Larimer County than they do nationally. LQs of 1.25 or higher are interpreted to mean that Larimer County is relatively specialized in those areas.  Employment, 2013-2018: These statistics show the estimated number of jobs in each occupation for 2013 and the projected number of jobs in 2018.  Staffing Environment: Based on the ranking of the staffing environment indicator (see text box page 13), a category of hiring difficulty was assigned. These categories indicate whether an occupation is relatively hard to fill, neutral, or easy to fill. Hard to fill occupations are classified as facing an unfavorable staffing environment, and easy to fill are classified as facing a favorable staffing environment.  Median Hourly Wage: The median hourly wage for Larimer County is provided. Any occupation that pays more than the local average is shaded dark blue. The local median is also shown as a percent of the US Median Hourly wage to indicate where local employers are paying a wage premium. Those occupations paying 110 percent or greater than the US median are shaded dark blue.  Openings, 2013-2018: Openings are the number of new jobs (the change in total employment) and the number of replacement jobs (jobs that must be filled due to turnover).  Share of Workers, Age 55+: This statistics indicates which occupations are likely facing a wave of retirements in the near future.  Education & Training: The education and training information shows the type of education, work experience, and on-the-job training that is typically needed to gain entry into each occupation. ENGINEERING & TECHNICAL INFORMATION TECHNOLOGY SALES & OPERATIONS HEALTHCARE Packet Pg. 85 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 26 ENGINEERING & TECHNICAL The Engineering and Technical talent cluster includes all of the architecture and engineering occupations (17-0000) and associated managers. The three primary subcomponents of this group are Architects, Surveyors, and Cartographers (17- 1000), Engineers (17-2000), and Drafters, Engineering Technicians, and Mapping Technicians (17-3000). This sector accounted for 4,793 jobs in 2013. The sector contracted just over 8 percent between 2008 and 2013 and is projected to contract another 1.5 percent between 2013 and 2018. Much of this decline is driven by a projected drop in employment for Computer Hardware Engineers. Embedded in this negative trend, however, are some important bright spots. First, all but six of the primary occupations are projected to experience increases in employment. In fact, excluding the expected declines in Computer Hardware Engineers, the sector is expected to grow by 2 percent. Second is the relative strength of the region in most of these engineering and technical occupations. In all but 2 occupations, the location quotient of Larimer County is higher than 1. In three occupations, the relative concentration of employees in these sectors is significantly higher than the nation—Computer Hardware Engineers, Environmental Engineers, and Environmental Engineering Technicians. PRIMARY OCCUPATIONS RELATIVE CONCENTRATIONS (2013) AND PROJECTIONS 2013-18 Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker SOC Code Description 2013 (estimated) 17-2061 Computer Hardware Engineers 10.92 940 777  17-2051 Civil Engineers 1.83 528 548  17-2141 Mechanical Engineers 1.70 460 470  11-9041 Architectural and Engineering Managers 1.76 354 345  17-2112 Industrial Engineers 1.20 280 292  17-3023 Electrical and Electronics Engineering Technicians 1.80 275 264  17-2071 Electrical Engineers 1.45 247 252  17-2072 Electronics Engineers, Except Computer 1.63 235 250  17-2081 Environmental Engineers 3.56 193 201  17-1011 Architects, Except Landscape and Naval 1.52 172 180  17-3011 Architectural and Civil Drafters 1.32 124 121  17-3022 Civil Engineering Technicians 1.58 118 115  17-3025 Environmental Engineering Technicians 5.40 107 110  17-3031 Surveying and Mapping Technicians 1.84 102 106  17-3013 Mechanical Drafters 1.39 95 91  17-3026 Industrial Engineering Technicians 1.02 72 75  17-2199 Engineers, All Other 0.43 63 64  17-1022 Surveyors 1.32 59 60  17-3029 Engineering Technicians, All Other 0.84 59 62  17-3012 Electrical and Electronics Drafters 1.63 50 51  Location Quotient (LQ) 2013 Employment 2018 (projected) Packet Pg. 86 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 27 ENGINEERING & TECHNICAL (CONT.) Examining the staffing environment for the primary occupations reveals other areas of potential need. Due to the recent change in demand and wage environment, eight of the primary occupations are currently considered hard to fill. These are Mechanical Engineers, Computer Hardware Engineers, Industrial Engineers, Architectural and Engineering Managers, Electronics Engineers, Architects, Industrial Engineering Technicians, and Mechanical Drafters. Furthermore, five occupations pay a premium to the national median hourly wage rate of more than 10%. In some cases, this can indicate recruiting difficulty as well. Those occupations are Electronics Engineers, Electrical and Electronics Engineering Technicians, Surveying and Mapping Technicians, and Mechanical Drafters. Another primary factor influencing staffing difficulty is the rate of turnover. Looking at the ratio of new jobs, versus replacement jobs and the aging of workers in each occupation, can provide insight into the expected rate of turnover. In all of the primary occupations, replacement jobs account for most of the openings. In four occupations, replacement jobs account for 100 percent of the total openings and the age profile of workers is relatively young. These include Computer Hardware Engineers, Architectural and Engineering Managers, Architectural and Civil Drafters, and Mechanical Drafters. None of the occupations have a large share of workers greater than 55 years old. STAFFING ENVIRONMENT STAFFING ENVIRONMENT INDICATOR, WAGES, OPENINGS, AGE PROFILE Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker SOC Description County ($) % of US Total (projected) 17-2051 Civil Engineers Neutral  $37.29 99% 91 22.7% 17-2141 Mechanical Engineers Hard to Fill  $37.97 98% 91 18.7% 17-2061 Computer Hardware Engineers Hard to Fill  $52.89 110% 89 13.0% 17-2112 Industrial Engineers Hard to Fill  $40.40 107% 54 20.0% 11-9041 Architectural & Engineering Managers Hard to Fill  $64.33 107% 43 22.0% 17-2072 Electronics Engineers, Except Computer Hard to Fill  $55.14 125% 42 20.0% 17-1011 Architects, Except L&scape & Naval Hard to Fill  $35.49 109% 39 18.0% 17-2071 Electrical Engineers Neutral  $43.44 103% 33 21.0% 17-2081 Environmental Engineers Neutral  $37.94 98% 33 16.0% 17-3023 Electrical and Electronics Engineering Technicians Neutral  $30.84 111% 29 20.0% 17-3025 Environmental Engineering Technicians Easiest to Fill  $18.07 83% 14 18.0% 17-3031 Surveying&Mapping Technicians Neutral  $21.48 112% 14 16.0% 17-3022 Civil Engineering Technicians Easy to Fill  $18.09 79% 12 18.0% 17-3026 Industrial Engineering Technicians Hard to Fill  $28.09 115% 11 18.0% 17-2199 Engineers, All Other Neutral  $43.65 102% 11 24.0% 17-3011 Architectural & Civil Drafters Neutral  $22.72 99% 9 15.0% 17-1022 Surveyors Neutral  $29.76 109% 9 19.0% 17-3029 Engineering Technicians, Except Drafters, All Other Neutral  $29.67 104% 8 20.0% 17-3013 Mechanical Drafters Hard to Fill  $26.92 111% 6 16.0% 17-3012 Electrical & Electronics Drafters Neutral  $27.42 103% 5 -- Share of workers age 55+ Job Openings, 2013-2018 Staffing Environment Earnings 22% 11% 0% 22% 0% 36% 21% 15% 24% DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 28 ENGINEERING & TECHNICAL (CONT.) All but one of the occupations requires at least two years of education. The engineering and architect occupations require a bachelor’s degree. The technician and drafter occupations require an associate’s degree. Surveying and Mapping Technicians require a high school dipoloma and moderate on-the-job training. EDUCATION & TRAINING EDUCATION LEVEL, WORK EXPERIENCE, AND ON-THE-JOB TRAINING Average Regional Completions Education & Training SOC Description Typical education needed for entry Work experience in a related occupation Typical on-the-job training (OJT) needed to attain competency in the occupation 17-2051 Civil Engineers 119 Bachelor's degree None None 17-2141 Mechanical Engineers 125 Bachelor's degree None None 17-2061 Computer Hardware Engineers 6 Bachelor's degree None None 17-2112 Industrial Engineers 0 Bachelor's degree None None 11-9041 Architectural & Engineering Managers 414 Bachelor's degree 5 years + None 17-2072 Electronics Engineers, Except Computer 46 Bachelor's degree None None 17-1011 Architects, Except Landscape & Naval 0 Bachelor's degree None Internship/residency 17-2071 Electrical Engineers 46 Bachelor's degree None None 17-2081 Environmental Engineers 12 Bachelor's degree None None 17-3023 Electrical & Electronics Engineering Technicians 30 Associate's degree None None 17-3025 Environmental Engineering Technicians 0 Associate's degree None None 17-3031 Surveying & Mapping Technicians 34 HS diploma or equiv. None Moderate-term OJT 17-3022 Civil Engineering Technicians 236 Associate's degree None None 17-3026 Industrial Engineering Technicians 0 Associate's degree None None 17-2199 Engineers, All Other 26 Bachelor's degree None None 17-3011 Architectural & Civil Drafters 27 Associate's degree None None 17-1022 Surveyors 34 Bachelor's degree < 5 years None 17-3029 Engineering Technicians, Except Drafters, All Other 109 Associate's degree None None 17-3013 Mechanical Drafters 27 Associate's degree None None 17-3012 Electrical & Electronics Drafters 27 Associate's degree None None Source: Bureau of Labor Statistics, National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012. Packet Pg. 88 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 29 ENGINEERING & TECHNICAL (CONT.) TOP FIELDS OF STUDY Looking at the number of students graduating from regional programs in fields related to engineering and technical occupations, reveals that the largest number are Construction Engineering Technicians. Mechanical Engineering and Civil Engineering are also popular fields of study, graduating more than 100 students on average each year. Of note, there are no Computer Hardware Engineering, Industrial Engineering, Environmental Engineering technician, and Industrial Engineering technician graduates in the region. Source: National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012 0 50 100 150 200 250 Construction Engineering Tech (15.1001) Mechanical Engineering (14.1901) Civil Engineering, General (14.0801) Electrical and Electronics Engineering (14.1001) Energy Mgmt. & Systems Tech (15.0503) Chemical Engineering (14.0701) Engineering Technology, General (15.0000) GIS/Cartography (45.0702) Landscape Architecture (4.0601) CAD/CADD Drafting & Design Tech. (15.1302) Engineering, General (14.0101) Architectural Engineering Tech. (15.0101) Environmental/Env. Health Engineering (14.1401) Electrical/Electronic/Comm. Eng. Tech. (15.0303) Biomedical Technology/Technician (15.0401) HVAC/Refrigeration Engineering Tech. (15.0501) Award of <1 academic year Award of at least 1 but <2 academic years Associate's degree Bachelor's degree Advanced Packet Pg. 89 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 30 ENGINEERING & TECHNICAL (CONT.) On the following pages are profiles of individual occupations that are expected to continue to face a difficult staffing environment. The profiles provide an overview of the occupations with sample job titles and a snapshot of local demand and supply statistics. MECHANICAL ENGINEERS (SOC 17-2141) Perform engineering duties in planning and designing tools, engines, machines, and other mechanically functioning equipment. Oversee installation, operation, maintenance, and repair of equipment such as centralized heat, gas, water, and steam systems. Sample of reported job titles: Mechanical Engineer, Design Engineer, Product Engineer, Mechanical Design Engineer, Process Engineer, Equipment Engineer, Design Maintenance Engineer, Systems Engineer, Chassis Systems Engineer, Commissioning Engineer Occupation Snapshot Average Annual Completions by Award Level Average annual awards, 2010-2012 125 Jobs in occupation in region, 2013 460 2013 LQ (US = 1.00) 1.70 Total est. openings, 2013-2018 91 From new growth 10 From replacement demand 81 Median hourly wage $37.97 Relative to US (US = 1.00) 0.98 Typical Education/Training: Bachelor’s degree CIVIL ENGINEERS (SOC 17-2051) Perform engineering duties in planning, designing, and overseeing construction and maintenance of building structures, and facilities, such as roads, railroads, airports, bridges, harbors, channels, dams, irrigation projects, pipelines, power plants, and water and sewage systems. Sample of reported job titles: Civil Engineer, Engineer, Project Engineer, Project Manager, Structural Engineer, City Engineer, Civil Engineering Manager, Design Engineer, Railroad Design Consultant, Research Hydraulic Engineer Occupation Snapshot Average annual awards, 2010-2012 119 Jobs in occupation in region, 2013 528 2013 LQ (US = 1.00) 1.83 Total est. openings, 2013-2018 91 From new growth 20 From replacement demand 71 Median hourly wage $37.29 Relative to US (US = 1.00) 0.99 Typical Education/Training: Bachelor’s degree Bachelor's degree 80% Advanced degree 20% Bachelor's degree 61% Advanced degree 39% Packet Pg. 90 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 31 COMPUTER HARDWARE ENGINEERS (SOC 17-2061) Research, design, develop, or test computer or computer-related equipment for commercial, industrial, military, or scientific use. May supervise the manufacturing and installation of computer or computer-related equipment and components. Sample of reported job titles: Design Engineer, Engineer, Field Service Engineer, Hardware Design Engineer, Hardware Engineer, Network Engineer, Project Engineer, Senior Hardware Engineer, Systems Engineer, Systems Integration Engineer Occupation Snapshot Average annual awards, 2010-2012 6 Jobs in occupation in region, 2013 940 2013 LQ (US = 1.00) 10.92 Total est. openings, 2013-2018 89 From new growth -163 From replacement demand 252 Median hourly wage $52.89 Relative to US (US = 1.00) 1.10 Typical Education/Training: Bachelor’s degree INDUSTRIAL ENGINEERS (SOC 17-2112) Design, develop, test, and evaluate integrated systems for managing industrial production processes, including human work factors, quality control, inventory control, logistics and material flow, cost analysis, and production coordination. Sample of reported job titles: Industrial Engineer, Process Engineer, Engineer, Operations Engineer, Engineering Manager, Manufacturing Specialist, Plant Engineer, Supply Chain Engineer, Tool Engineer, Production Engineer Occupation Snapshot Average annual awards, 2010-2012 None Jobs in occupation in region, 2013 280 2013 LQ (US = 1.00) 1.20 Total est. openings, 2013-2018 54 From new growth 12 From replacement demand 42 Median hourly wage $40.40 Relative to US (US = 1.00) 1.07 Typical Education/Training: Bachelor’s degree Bachelor's degree 100% No for-credit completions were reported Packet Pg. 91 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 32 ELECTRONICS ENGINEERS, EXCEPT COMPUTER (SOC 17-2072) Research, design, develop, or test electronic components and systems for commercial, industrial, military, or scientific use employing knowledge of electronic theory and materials properties. Design electronic circuits and components for use in fields such as telecommunications, aerospace guidance and propulsion control, acoustics, or instruments and controls. Sample of reported job titles: Design Engineer, Engineer, Test Engineer, Electronics Engineer, Product Engineer, Engineering Manager, Electrical Design Engineer, Integrated Circuit Design Engineer (IC Design Engineer), Evaluation Engineer, Research and Development Engineer (R&D Engineer) Occupation Snapshot Average Annual Completions by Award Level Average annual awards, 2010-2012 46 Jobs in occupation in region, 2013 235 2013 LQ (US = 1.00) 1.63 Total est. openings, 2013-2018 42 From new growth 15 From replacement demand 27 Median hourly wage $55.14 Relative to US (US = 1.00) 1.25 Typical Education/Training: Bachelor’s degree Bachelor's degree 50% Advanced degree 50% Packet Pg. 92 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 33 INFORMATION TECHNOLOGY The Information Technology talent cluster includes all of the Computer and Mathematical occupations (15-1100) and associated managers. This group includes Computer and Information Research Scientists (15-1110), Computer and Information Analysts (15-1120), Software Developers and Programmers (15-1130), Database and Systems Administrators (15-1140), and Computer Support Specialists (15-1150) This sector accounted for 5,235 jobs in 2013. The sector grew 6.5 percent between 2008 and 2013 and is projected to grow another 8.6 percent between 2013 and 2018. This growth is spread fairly evenly across most of the occupations in the sector with the exception of Systems Software Developers. In six of the occupations, the region has a higher than average concentration of employees than the nation. The location quotient for Systems Software Developers is almost three times that of the nation. Web Developers, Applications Software Developers, Computer User Support Specialists, and Computer Network Support Specialists have higher than average location quotients. In Computer Programmer, Computer Network Architect, and Database Administrator occupations, the concentration of employees is significantly low relative to the nation. PRIMARY OCCUPATIONS RELATIVE CONCENTRATIONS (2013) AND PROJECTIONS 2013-18 Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker SOC Code Description 2013 (estimated) 15-1133 Software Developers, Systems Software 2.98 1,273 1,264  15-1132 Software Developers, Applications 1.65 1,058 1,145  15-1151 Computer User Support Specialists 1.26 782 886  15-1121 Computer Systems Analysts 0.80 434 515  15-1199 Computer Occupations, All Other 1.85 386 412  15-1142 Network and Computer Systems Administrators 0.93 353 393  15-1134 Web Developers 1.96 282 314  11-3021 Computer and Information Systems Managers 0.82 279 306  15-1152 Computer Network Support Specialists 1.27 241 255  15-1131 Computer Programmers 0.55 196 227  15-1141 Database Administrators 0.74 90 105  15-1143 Computer Network Architects 0.54 81 95  Location Quotient (LQ) 2013 Employment 2018 (projected) Packet Pg. 93 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 34 INFORMATION TECHNOLOGY (CONT.) All but three of the primary occupations in the Information Technology sector are currently considered hard-to-fill. These include Computer User Support Specialists, Computer Systems Analysts, Systems Software Developers, Network and Computer Systems Administrators, Other Computer Occupations, Computer and Information Systems Managers, Computer Network Support Specialists, Database Administrators, and Computer Network Architects. Three of the occupations are paying a wage premium of 10 percent over the US median hourly wage. These occupations include Other Computer Occupations, Computer Programmers, and Database Administrators. Of note, Computer Programmers and Database Administrators are also occupations with relatively low location quotients, which means there are relatively few workers in those occupations. For all but one occupation, new jobs account for the majority of the openings while replacement jobs account for 32 to 59 percent of the openings. The share of workers age 55 and older is not more than 18 percent in any of the occupations. Although the total number of Systems Software Developers is expected to decline, 94 openings are projected for the occupation over the next 5 years, which is an indicator that there is high turnover in that occupation. STAFFING ENVIRONMENT STAFFING ENVIRONMENT INDICATOR, WAGES, OPENINGS, AGE PROFILE Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker SOC Code Description County ($) % of US Total (projected) 15-1151 Computer User Support Specialists Hardest to Fil  $23.30 104% 171 16% 15-1132 Software Developers, Applications Neutral  $38.02 88% 158 12% 15-1121 Computer Systems Analysts Hardest to Fil  $36.64 97% 119 17% 15-1133 Software Developers, Systems Software Hardest to Fil  $48.67 103% 94 12% 15-1142 Network & Computer Systems Administrators Hard to Fill  $32.89 95% 72 12% 15-1199 Computer Occupations, All Other Hard to Fill  $43.00 112% 60 18% 15-1131 Computer Programmers Neutral  $39.32 112% 60 14% 15-1134 Web Developers Neutral  $20.83 75% 56 8% 11-3021 Computer & Information Systems Managers Hard to Fill  $57.35 100% 48 15% 15-1152 Computer Network Support Specialists Hardest to Fil  $29.11 103% 34 13% 15-1141 Database Administrators Hard to Fill  $41.95 113% 24 13% 15-1143 Computer Network Architects Hard to Fill  $42.49 98% 24 -- Job Openings, 2013-2018 Staffing Environment Share of workers age 55+ Earnings 61% 55% 68% 0% 56% 43% 52% 57% 56% 41% 63% 58% 39% 45% 32% 100% DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 35 INFORMATION TECHNOLOGY (CONT.) Of the primary IT occupations, only Computer User Support Specialists, Web Developers, and Computer Network Support Specialists require less than a bachelor’s degree. Computer User Support Specialists require some college but no degree while Web Developers and Computer Network Support Specialists need associate’s degrees. All of the other primary occupations require a bachelor’s degree. Computer and Information Systems Managers and Computer Network Architects require five or more years of related work experience. Database Administrators require between one and five years. EDUCATION & TRAINING EDUCATION LEVEL, WORK EXPERIENCE, AND ON-THE-JOB TRAINING Average Regional Completions Education & Training SOC Code Description Typical education needed for entry Work experience in a related occupation Typical on-the-job training (OJT) needed to attain competency in the occupation 15-1151 Computer User Support Specialists 282 Some college, no degree None Moderate-term OJT 15-1132 Software Developers, Applications 10 Bachelor's degree None None 15-1121 Computer Systems Analysts 282 Bachelor's degree None None 15-1133 Software Developers, Systems Software 53 Bachelor's degree None None 15-1142 Network & Computer Systems Admin. 451 Bachelor's degree None None 15-1199 Computer Occupations, All Other 282 Bachelor's degree None None 15-1131 Computer Programmers 282 Bachelor's degree None None 15-1134 Web Developers 4 Associate's degree None None 11-3021 Computer & Info. Systems Managers 267 Bachelor's degree 5 years + None 15-1152 Computer Network Support Specialists 14 Associate's degree None None 15-1141 Database Administrators 282 Bachelor's degree < 5 years None 15-1143 Computer Network Architects 185 Bachelor's degree 5 years+ None Source: Bureau of Labor Statistics, National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012. Packet Pg. 95 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 36 INFORMATION TECHNOLOGY (CONT.) TOP FIELDS OF STUDY In the region, there are about 300 completions, on average, in fields of study related to IT occupations. Although the primary occupations in this sector require specific skills, almost all of the regional completions are in more general computer and information science fields. The majority of the regional completions are in the General Computer and Information Science field. Management Information Systems and Information Science each have about 50 completions, on average. Computer Networking and Telecommunications has 10 completions. Source: National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012 0 50 100 150 200 250 Computer & Info. Sciences, General (11.0101) Mgmt. Info. Systems, General (52.1201) Information Science/Studies (11.0401) Computer Networking & Telecomm. (11.0901) Award of <1 academic year Award of at least 1 but <2 academic years Associate's degree Bachelor's degree Advanced Packet Pg. 96 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 37 INFORMATION TECHNOLOGY (CONT.) On the following pages are profiles of individual occupations that are expected to continue to face a difficult staffing environment. The profiles provide an overview of the occupations with sample job titles and a snapshot of local demand and supply statistics. COMPUTER USER SUPPORT SPECIALISTS (SOC 15-1151) Provide technical assistance to computer users. Answer questions or resolve computer problems for clients in person, or via telephone or electronically. May provide assistance concerning the use of computer hardware and software, including printing, installation, word processing, electronic mail, and operating systems. Sample of reported job titles: Information Technology Specialist (IT Specialist), Support Specialist, Computer Technician, Computer Support Specialist, Help Desk Analyst, Technical Support Specialist, Network Support Specialist, Electronic Data Processing Auditor (EDP Auditor), Network Technician, Computer Specialist Occupation Snapshot Average Annual Completions by Award Level Average annual awards, 2010-2012 301 Jobs in occupation in region, 2013 782 2013 LQ (US = 1.00) 1.26 Total est. openings, 2013-2018 171 From new growth 104 From replacement demand 67 Median hourly wage $23.30 Relative to US (US = 1.00) 1.04 Typical Education/Training: Some college, no degree SOFTWARE DEVELOPERS, APPLICATIONS (SOC 15-1132) Develop, create, and modify general computer applications software or specialized utility programs. Analyze user needs and develop software solutions. Design software or customize software for client use with the aim of optimizing operational efficiency. May analyze and design databases within an application area, working individually or coordinating database development as part of a team. May supervise computer programmers. Sample of reported job titles: Software Engineer, Application Integration Engineer, Programmer Analyst, Software Development Engineer, Computer Consultant, Software Architect, Software Developer, Technical Consultant, Applications Developer, Business Systems Analyst Occupation Snapshot Average Annual Completions by Award Level Average annual awards, 2010-2012 10 Jobs in occupation in region, 2013 1,058 2013 LQ (US = 1.00) 1.65 Total est. openings, 2013-2018 158 From new growth 87 From replacement demand 71 Median hourly wage $38.02 Relative to US (US = 1.00) 0.88 Typical Education/Training: Bachelor’s degree Award of <1 year 42% Associate's degree 18% Bachelor's degree 25% Advanced degree 16% Associate's degree 24% Bachelor's degree 76% Packet Pg. 97 DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 38 COMPUTER SYSTEMS ANALYSTS (SOC 15-1121) Analyze science, engineering, business, and other data processing problems to implement and improve computer systems. Analyze user requirements, procedures, and problems to automate or improve existing systems and review computer system capabilities, workflow, and scheduling limitations. May analyze or recommend commercially available software. Sample of reported job titles: Systems Analyst, Programmer Analyst, Business Systems Analyst, Computer Systems Analyst, Computer Systems Consultant, Computer Analyst, Information Systems Analyst (ISA), Applications Analyst, Business Analyst, Systems Engineer Occupation Snapshot Average Annual Completions by Award Level Average annual awards, 2010-2012 301 Jobs in occupation in region, 2013 434 2013 LQ (US = 1.00) 0.80 Total est. openings, 2013-2018 119 From new growth 81 From replacement demand 38 Median hourly wage $36.64 Relative to US (US = 1.00) 0.97 Typical Education/Training: Bachelor’s degree SOFTWARE DEVELOPERS, SYSTEMS SOFTWARE (SOC 15-1133) Research, design, develop, and test operating systems-level software, compilers, and network distribution software for medical, industrial, military, communications, aerospace, business, scientific, and general computing applications. Set operational specifications and formulate and analyze software requirements. May design embedded systems software. Apply principles and techniques of computer science, engineering, and mathematical analysis. Sample of reported job titles: Developer, Infrastructure Engineer, Network Engineer, Publishing Systems Analyst, Senior Software Engineer, Software Architect, Software Developer, Software Engineer, Systems Coordinator, Systems Engineer Occupation Snapshot Average Annual Completions by Award Level Average annual awards, 2010-2012 62 Jobs in occupation in region, 2013 1,273 2013 LQ (US = 1.00) 2.98 Total est. openings, 2013-2018 94 From new growth -9 From replacement demand 103 Median hourly wage $48.67 Relative to US (US = 1.00) 1.03 Typical Education/Training: Bachelor’s degree Award of <1 year 42% Associate's degree 18% Bachelor's degree 25% Advanced degree 16% Award of <1 year 40% Associate's degree 4% Bachelor's degree 56% Packet Pg. 98 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 39 NETWORK AND COMPUTER SYSTEMS ADMINISTRATORS (SOC 15-1142) Install, configure, and support an organization's local area network (LAN), wide area network (WAN), and Internet systems or a segment of a network system. Monitor network to ensure network availability to all system users and may perform necessary maintenance to support network availability. May monitor and test Web site performance to ensure Web sites operate correctly and without interruption. May assist in network modeling, analysis, planning, and coordination between network and data communications hardware and software. May supervise computer user support specialists and computer network support specialists. May administer network security measures. Sample of reported job titles: Systems Administrator, Network Administrator, Network Engineer, Information Technology Specialist (IT Specialist), Local Area Network Administrator (LAN Administrator), Information Technology Manager (IT Manager), Information Technology Director (IT Director), Systems Engineer, Network Manager, Network Specialist Occupation Snapshot Average Annual Completions by Award Level Average annual awards, 2010-2012 301 Jobs in occupation in region, 2013 353 2013 LQ (US = 1.00) 0.93 Total est. openings, 2013-2018 72 From new growth 40 From replacement demand 32 Median hourly wage $32.89 Relative to US (US = 1.00) 0.95 Typical Education/Training: Bachelor’s degree Award of <1 year 42% Associate's degree 18% Bachelor's degree 25% Advanced degree 16% Packet Pg. 99 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 40 SALES & OPERATIONS The Sales & Operations talent cluster includes the managers, analysts, and specialists related to core business functions that support the region’s industry clusters. These include ocucupations such as finance, human resources, purchasing, logistics, sales, and marketing. This sector accounted for 11,053 jobs in 2013. The sector grew almost 1 percent between 2008 and 2013 and is projected to grow another 7.9 percent between 2013 and 2018. The primary sources of growth are in General and Operations Managers, Business Operations Specialists, Accountants and Auditors, and Sales Representatives for Wholesale, Manufacturing, and Services. Larimer County has a relatively low concentration of workers in this sector in comparison to the nation. Sixteen of the primary occupations in this cluster have location quotients at or below the nation. Business Operations Specialists, Cost Estimators, and Market Research Analysts are the only occupations that have location quotients 25 percent or more higher than national. Financial Managers, Sales Representatives of Technical and Scientific Products, Financial Analysts, Financial Specialists, Industrial Production Managers, and Human Resource Managers have relative concentrations less than half that of the nation. PRIMARY OCCUPATIONS RELATIVE CONCENTRATIONS (2013) AND PROJECTIONS 2013-18 Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker SOC Code Description 2013 (estimated) 11-1021 General and Operations Managers 1.02 2,097 2,241  13-1199 Business Operations Specialists, All Other 1.66 1,669 1,777  41-4012 Sales Representatives, Wholesale and Manufacturing 0.96 1,500 1,576  13-2011 Accountants and Auditors 1.00 1,347 1,478  41-3099 Sales Representatives, Services, All Other 0.97 784 849  13-1111 Management Analysts 0.76 564 613  13-1161 Market Research Analysts and Marketing Specialists 1.25 562 629  13-1071 Human Resources Specialists 0.98 434 464  13-1051 Cost Estimators 1.50 326 336  11-2022 Sales Managers 0.59 226 240  11-3031 Financial Managers 0.40 214 242  13-1041 Compliance Officers 0.73 179 196  41-4011 Sales Representatives, Technical and Scientific Products 0.39 159 173  11-2021 Marketing Managers 0.74 145 157  13-1151 Training and Development Specialists 0.59 139 168  13-2051 Financial Analysts 0.42 111 124  13-1081 Logisticians 0.71 93 107  41-9031 Sales Engineers 1.01 75 81  13-2099 Financial Specialists, All Other 0.46 73 82  11-3051 Industrial Production Managers 0.40 68 72  11-3121 Human Resources Managers 0.47 53 59  13-2031 Budget Analysts 0.81 50 55  Location Quotient (LQ) 2013 Employment 2018 (projected) Packet Pg. 100 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 41 SALES & OPERATIONS (CONT.) Four of the primary occupations in Sales & Operations sector are currently considered hard-to-fill. These include Wholesale and Manufacturing Sales Representatives, Services Sales Representatives, Human Resource Specialists, and Sales Engineers. One of the occupations is paying a wage premium of 10 percent over the US median hourly wage—Industrial Production Managers. The split of new jobs to replacement jobs is fairly even across most of the occupations with a few exceptions. The openings for Cost Estimators are driven by replacement jobs, with more than 30 percent of the workers in this occupation age 55 and older. The openings for Market Research Analysts, Training and Development Specialists, Logisticians, and Financial Specialists are largely driven by new jobs rather than replacement jobs. Three of the occupations—Accountants, Management Analysts, and Cost Estimators—face a likely wave of retirements with more than 25 percent of workers in these occupations age 55 or older. STAFFING ENVIRONMENT STAFFING ENVIRONMENT INDICATOR, WAGES, OPENINGS, AGE PROFILE Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker SOC Code Description County ($) % of US Total (projected) 11-1021 General & Operations Managers Neutral  $38.47 84% 350 21% 13-2011 Accountants & Auditors Neutral  $25.90 86% 344 25% 41-4012 Sales Representatives, Wholesale & Manuf. Hard to Fill  $22.85 88% 235 23% 13-1199 Business Operations Specialists, All Other Neutral  $29.10 93% 228 22% 41-3099 Sales Representatives, Services, All Other Hard to Fill  $23.24 96% 183 20% 13-1161 Market Research Analysts & Marketing Specialists Neutral  $26.37 91% 108 15% 13-1111 Management Analysts Neutral  $29.15 81% 95 37% 13-1071 Human Resources Specialists Hard to Fill  $24.17 90% 71 20% 13-1051 Cost Estimators Neutral  $26.23 94% 65 31% 11-3031 Financial Managers Neutral  $52.72 101% 49 19% 13-1151 Training & Development Specialists Neutral  $25.49 95% 44 17% 11-2022 Sales Managers Neutral  $40.08 81% 40 16% 13-1041 Compliance Officers Neutral  $22.89 77% 35 21% 41-4011 Sales Representatives, Technical & Sci. Products Neutral  $34.03 95% 32 18% 11-2021 Marketing Managers Neutral  $45.63 82% 29 17% 13-2051 Financial Analysts Neutral  $38.65 105% 28 11% 13-1081 Logisticians Easy to Fill  $28.39 81% 20 19% 11-3121 Human Resources Managers Neutral  $50.08 108% 15 21% 13-2031 Budget Analysts Neutral  $35.55 107% 15 -- 13-2099 Financial Specialists, All Other Neutral  $30.35 104% 14 18% 41-9031 Sales Engineers Hard to Fill  $47.21 107% 13 19% 11-3051 Industrial Production Managers Neutral  $47.87 113% 11 21% Staffing Environment Share of workers age 55+ Job Openings, 2013-2018 y Earnings 41% 38% 32% 47% 36% 62% 52% DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 42 SALES & OPERATIONS (CONT.) All of the primary occupations in the Sales & Operations talent cluster require a bachelor’s degree. Sales Representatives for Wholesale, Manufacturing, and Services and Business Operations Specialist require a high school diploma or equivalent. Financial Managers, Marketing Managers, Human Resource Managers, and Industrial Production Managers also require five or more years of work experience. General and Operations Managers, Management Analysts, Training and Development Specialists, and Sales Managers require between one and five years of work experience. EDUCATION & TRAINING EDUCATION LEVEL, WORK EXPERIENCE, AND ON-THE-JOB TRAINING Average Regional Completions Education & Training SOC Code Description Typical education needed for entry Work experience in a related occupation Typical on-the-job training (OJT) needed to attain competency in the occupation 11-1021 General & Operations Managers 1,336 Bachelor's degree < 5 years None 13-2011 Accountants & Auditors 6 Bachelor's degree None None 41-4012 Sales Rep, Wholesale & Mfg. 0 HS diploma or equiv. None Moderate-term OJT 13-1199 Business Ops. Specialists, All Other 0 HS diploma or equiv. None None 41-3099 Sales Rep., Services, All Other 0 HS diploma or equiv. None Short-term OJT 13-1161 Market Research Analysts & Marketing Spec. 177 Bachelor's degree None None 13-1111 Management Analysts 1,336 Bachelor's degree < 5 years None 13-1071 Human Resources Specialists 0 Bachelor's degree None None 13-1051 Cost Estimators 1,697 Bachelor's degree None None 11-3031 Financial Managers 6 Bachelor's degree 5 years + None 13-1151 Training & Development Specialists 0 Bachelor's degree < 5 years None 11-2022 Sales Managers 1,348 Bachelor's degree < 5 years None 13-1041 Compliance Officers 0 Bachelor's degree None Moderate-term OJT 41-4011 Sales Rep., Technical & Sci. Products 0 Bachelor's degree None Moderate-term OJT 11-2021 Marketing Managers 111 Bachelor's degree 5 years + None 13-2051 Financial Analysts 6 Bachelor's degree None None 13-1081 Logisticians 0 Bachelor's degree None None 11-3121 Human Resources Managers 0 Bachelor's degree 5 years + None 13-2031 Budget Analysts 6 Bachelor's degree None None 13-2099 Financial Specialists, All Other 6 Bachelor's degree None Moderate-term OJT 41-9031 Sales Engineers 0 Bachelor's degree None Moderate-term OJT 11-3051 Industrial Production Managers 1,336 Bachelor's degree 5 years + None Source: Bureau of Labor Statistics, National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012. Packet Pg. 102 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 43 SALES & OPERATIONS (CONT.) TOP FIELDS OF STUDY For the most part, the completions in the fields of study related to the primary occupations in the Sales & Operations are in general topic areas: business, economics, and marketing. In these general fields of study, the region has, on average, about 1,500 completions. Source: National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012 0 250 500 750 1,000 Business/Commerce, General (52.0101) Business Admin. & Mgmt., General (52.0201) Construction Engineering Tech (15.1001) Economics, General (45.0601) Mechanical Engineering (14.1901) Apparel & Textile Marketing Mgmt. (19.0905) Agricultural Economics (1.0103) Marketing/Mktng. Mgmt., General (52.1401) Award of <1 academic year Award of at least 1 but <2 academic years Associate's degree Bachelor's degree Advanced Packet Pg. 103 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 44 SALES & OPERATIONS (CONT.) On the following pages are profiles of individual occupations that are expected to continue to face a difficult staffing environment. The profiles provide an overview of the occupations with sample job titles and a snapshot of local demand and supply statistics. GENERAL AND OPERATIONS MANAGERS (SOC 11-1021) Plan, direct, or coordinate the operations of public or private sector organizations. Duties and responsibilities include formulating policies, managing daily operations, and planning the use of materials and human resources, but are too diverse and general in nature to be classified in any one functional area of management or administration, such as personnel, purchasing, or administrative services. Sample of reported job titles: Operations Manager, General Manager (GM), Director of Operations, Plant Manager, Store Manager, Facilities Manager, Plant Superintendent, Vice President of Operations, Warehouse Manager, Chief Operating Officer (COO) Occupation Snapshot Average annual awards, 2010-2012 1,336 Jobs in occupation in region, 2013 2,097 2013 LQ (US = 1.00) 1.02 Total est. openings, 2013-2018 350 From new growth 144 From replacement demand 206 Median hourly wage $38.47 Relative to US (US = 1.00) 0.84 Typical Education/Training: Bachelor’s degree ACCOUNTANTS AND AUDITORS (SOC 13-2011) Examine, analyze, and interpret accounting records to prepare financial statements, give advice, or audit and evaluate statements prepared by others. Install or advise on systems of recording costs or other financial and budgetary data. Sample of reported job titles: Accountant, Certified Public Accountant (CPA), Staff Accountant, Accounting Manager, Cost Accountant, General Accountant, Accounting Officer, Business Analyst, Accounting Supervisor, Financial Reporting Accountant, Auditor, Internal Auditor, Auditor-in-Charge, Assurance Manager, Audit Manager, Internal Audit Director, Assurance Senior, Audit Partner, Deputy for Audit, Financial Auditor Occupation Snapshot Average annual awards, 2010-2012 6 Jobs in occupation in region, 2013 1,347 2013 LQ (US = 1.00) 1.00 Total est. openings, 2013-2018 344 From new growth 131 From replacement demand 213 Median hourly wage $25.90 Relative to US (US = 1.00) 0.86 Typical Education/Training: Bachelor’s degree Award of <1 year, 6% Associate's degree, 1% Bachelor's degree, 61% Advanced degree, 32% Associate's degree, 19% Bachelor's degree, 16% Advanced degree, DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 45 MARKET RESEARCH ANALYSTS AND MARKETING SPECIALISTS (SOC 13-1161) Research market conditions in local, regional, or national areas, or gather information to determine potential sales of a product or service, or create a marketing campaign. May gather information on competitors, prices, sales, and methods of marketing and distribution. Sample of reported job titles: Market Research Analyst, Market Analyst, Project Manager, Market Research Consultant, Client Service and Consulting Manager, Market Research Manager, Product Line Manager, Business Development Specialist, Client Services Vice President, Communications Specialist Occupation Snapshot Average Annual Completions by Award Level Average annual awards, 2010-2012 177 Jobs in occupation in region, 2013 562 2013 LQ (US = 1.00) 1.25 Total est. openings, 2013-2018 108 From new growth 67 From replacement demand 41 Median hourly wage $26.37 Relative to US (US = 1.00) 0.91 Typical Education/Training: Bachelor’s degree HUMAN RESOURCES SPECIALISTS (SOC 13-1071) Perform activities in the human resource area. Includes employment specialists who screen, recruit, interview, and place workers. Sample of reported job titles: Corporate Recruiter, Employment Coordinator, Employment Representative, Employment Specialist, Human Resources Coordinator, Human Resources HR Generalist, Human Resources Specialist (HR Specialist), Personnel Coordinator, Recruiter, Technical Recruiter Occupation Snapshot Average annual awards, 2010-2012 None Jobs in occupation in region, 2013 434 2013 LQ (US = 1.00) 0.98 Total est. openings, 2013-2018 71 From new growth 30 From replacement demand 41 Median hourly wage $24.17 Relative to US (US = 1.00) 0.90 Typical Education/Training: Bachelor’s degree Award of <1 year, 4% Associate's degree, 4% Bachelor's degree, 78% Advanced degree, 14% No for-credit completions were reported Packet Pg. 105 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 46 COST ESTIMATORS (SOC 13-1051) Prepare cost estimates for product manufacturing, construction projects, or services to aid management in bidding on or determining price of product or service. May specialize according to particular service performed or type of product manufactured. Sample of reported job titles: Estimator, Cost Estimator, Estimator Project Manager, Project Manager, Construction Estimator, Cost Analyst, Design Consultant, Operations Manager, Sales Engineer Occupation Snapshot Average Annual Completions by Award Level Average annual awards, 2010-2012 1,697 Jobs in occupation in region, 2013 326 2013 LQ (US = 1.00) 1.50 Total est. openings, 2013-2018 65 From new growth 10 From replacement demand 55 Median hourly wage $26.23 Relative to US (US = 1.00) 0.94 Typical Education/Training: Bachelor’s degree Award of <1 year 5% Associate's degree 1% Bachelor's degree 68% Advanced degree 26% Packet Pg. 106 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 47 HEALTHCARE The Healthcare talent cluster consists of Healthcare Practitioners and Technical Occupations (29-000) and Healthcare Support Occupations (31-0000). The sector as a whole employed 15,976 workers in 2013. The sector grew 16.9 percent between 2008 and 2013 and is projected to grow another 18.1 percent between 2013 and 2018. This increase is largely accounted for by growth in the number of Registered Nurses, Nursing Assistants, and Home Health Aides. Larimer County has high concentrations of Massage Therapists, Veterinary Techs, Veterinerians, Medical Transcriptionists, and Opticians. It has low concentrations of LVNs, Pharmacy Techs, Pharmacists, Respiratory Therapists, and Nurse Practitioners. PRIMARY OCCUPATIONS RELATIVE CONCENTRATIONS (2013) AND PROJECTIONS 2013-18 Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker SOC Code Description 2013 (estimated) 29-1141 Registered Nurses 1.03 2,878 3,559  31-1014 Nursing Assistants 0.84 1,289 1,512  31-1011 Home Health Aides 1.19 1,171 1,421  31-9092 Medical Assistants 1.03 618 725  31-9091 Dental Assistants 1.86 591 642  29-2061 Licensed Practical and Licensed Vocational Nurses 0.67 521 624  31-9011 Massage Therapists 3.05 449 487  29-1069 Physicians and Surgeons, All Other 1.13 408 470  29-2056 Veterinary Technologists and Technicians 3.52 315 380  29-1123 Physical Therapists 1.43 304 367  29-2052 Pharmacy Technicians 0.68 257 290  11-9111 Medical and Health Services Managers 0.79 251 302  29-2021 Dental Hygienists 1.17 236 270  29-2034 Radiologic Technologists 1.10 227 280  29-2041 Emergency Medical Technicians and Paramedics 0.91 221 231  29-1131 Veterinarians 3.04 214 232  29-1051 Pharmacists 0.71 212 238  29-1127 Speech-Language Pathologists 1.38 183 210  29-2071 Medical Records and Health Information Technicians 0.92 181 216  31-9094 Medical Transcriptionists 2.01 181 203  29-1021 Dentists, General 1.31 177 194  29-2012 Medical and Clinical Laboratory Technicians 0.99 165 205  29-1071 Physician Assistants 1.79 165 199  Employment 2018 (projected) Location Quotient (LQ) 2013 Packet Pg. 107 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 48 PRIMARY OCCUPATIONS (CONT.) RELATIVE CONCENTRATIONS (2013) AND PROJECTIONS 2013-18 Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker Thirteen of the 43 primary occupations in the Healthcare talent cluster are considered hard to fill. Many of these occupations also earn a wage premium of 10 percent or more of the US median hourly wage. Physicians and Surgeons earn 27 percent more than the US median. Most of the openings in the Healthcare cluster are driven by new jobs. Over 75 percent of the openings are from new jobs in the Veterinary Techs, Radiologic Techs, Health Techs, Diagnosis Medical Sonographers, and Dietitians. Over 70 percent of the openings are from replacement jobs in Veterinarians and EMTs. Physicians, Family and General Practitioners, and Health Diagnosing and Treating Practitioners are the three occupations that have 25 percent or more of their workers age 55 and older. SOC Code Description 2013 (estimated) 29-2011 Medical and Clinical Laboratory Technologists 0.96 160 193  29-1122 Occupational Therapists 1.36 158 187  29-1062 Family and General Practitioners 1.10 144 159  29-2081 Opticians, Dispensing 2.02 140 158  31-9099 Healthcare Support Workers, All Other 1.18 132 156  31-9096 Veterinary Assistants and Laboratory Animal Caretakers 1.37 114 133  29-2099 Health Technologists and Technicians, All Other 1.12 107 130  29-1067 Surgeons 1.88 95 107  29-2055 Surgical Technologists 0.87 90 113  31-9097 Phlebotomists 0.76 81 99  29-1126 Respiratory Therapists 0.60 73 88  29-1031 Dietitians and Nutritionists 1.05 71 86  29-1171 Nurse Practitioners 0.59 67 83  31-9093 Medical Equipment Preparers 1.24 67 85  31-2022 Physical Therapist Aides 1.28 66 81  29-9011 Occupational Health and Safety Specialists 1.04 66 72  29-2032 Diagnostic Medical Sonographers 1.05 65 88  29-1041 Optometrists 1.55 59 64  29-1199 Health Diagnosing and Treating Practitioners, All Other 1.20 55 63  29-2057 Ophthalmic Medical Technicians 1.70 53 59  Employment 2018 (projected) Location Quotient (LQ) 2013 Packet Pg. 108 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 49 HEALTHCARE (CONT.) STAFFING ENVIRONMENT STAFFING ENVIRONMENT INDICATOR, WAGES, OPENINGS, AGE PROFILE Source: QCEW Employees, Non-QCEW Employees & Self-Employed–EMSI 2013.4 Class of Worker SOC Code Description County ($) % of US Total (projected) 29-1141 Registered Nurses Neutral  $29.07 93% 1,004 24.0% 31-1011 Home Health Aides Hard to Fill  $11.53 116% 376 19.9% 31-1014 Nursing Assistants Neutral  $12.33 105% 359 17.6% 31-9092 Medical Assistants Hard to Fill  $14.84 104% 175 14.7% 29-2061 Licensed Practical & Licensed Vocational Nurses Hard to Fill  $20.90 105% 175 24.4% 29-1069 Physicians & Surgeons, All Other Hard to Fill  ###### 127% 118 27.2% 31-9091 Dental Assistants Neutral  $15.45 93% 116 8.0% 29-1123 Physical Therapists Neutral  $32.77 86% 106 11.0% 31-9011 Massage Therapists Neutral  $12.50 83% 93 8.0% 11-9111 Medical & Health Services Managers Hard to Fill  $45.20 107% 86 22.0% 29-2056 Veterinary Technologists & Technicians Hard to Fill  $13.88 95% 83 7.0% 29-2034 Radiologic Technologists Neutral  $23.17 88% 71 16.0% 29-2021 Dental Hygienists Neutral  $32.45 95% 68 12.0% 29-1131 Veterinarians Neutral  $33.12 85% 66 15.0% 29-2012 Medical & Clinical Laboratory Technicians Neutral  $14.73 82% 65 18.0% 29-2071 Medical Records & Health Information Technicians Neutral  $16.80 102% 62 20.0% 29-2011 Medical & Clinical Laboratory Technologists Neutral  $29.67 107% 57 18.0% 29-1051 Pharmacists Neutral  $55.28 99% 53 24.1% 29-1071 Physician Assistants Hardest to Fil  $49.45 112% 51 13.0% 29-2052 Pharmacy Technicians Neutral  $15.54 110% 47 12.0% 29-2041 Emergency Medical Technicians & Paramedics Neutral  $16.90 113% 41 9.0% 29-1127 Speech-Language Pathologists Hard to Fill  $33.05 99% 41 16.0% 29-1122 Occupational Therapists Neutral  $34.32 95% 41 11.0% 31-9094 Medical Transcriptionists Neutral  $15.40 96% 40 19.0% 29-1021 Dentists, General Neutral  $50.95 71% 40 23.0% 29-2081 Opticians, Dispensing Neutral  $14.10 87% 40 18.0% 31-9099 Healthcare Support Workers, All Other Neutral  $13.09 83% 39 16.0% 29-1062 Family & General Practitioners Neutral  $44.02 55% 34 29.2% 31-9096 Veterinary Assistants & Lab. Animal Caretakers Hard to Fill  $12.95 116% 31 11.0% 29-2055 Surgical Technologists Hard to Fill  $22.81 113% 29 13.0% 29-2099 Health Technologists & Technicians, All Other Neutral  $17.53 86% 28 16.0% 29-2032 Diagnostic Medical Sonographers Hard to Fill  $35.49 112% 28 15.0% 31-9097 Phlebotomists Hard to Fill  $14.50 101% 27 -- 31-9093 Medical Equipment Preparers Hard to Fill  $15.15 102% 26 16.0% 29-1067 Surgeons Neutral  $97.82 109% 25 22.0% 29-1171 Nurse Practitioners Neutral  $46.40 107% 24 22.0% 31-2022 Physical Therapist Aides Hard to Fill  $12.84 112% 24 -- 29-1126 Respiratory Therapists Neutral  $26.35 98% 21 16.0% 29-1031 Dietitians & Nutritionists Neutral  $22.86 85% 19 18.0% 29-1041 Optometrists Neutral  $39.78 84% 16 -- 29-9011 Occupational Health & Safety Specialists Neutral  $36.04 112% 15 17.0% 29-1199 Health Diagn. & Treating Practitioners, All Other Neutral  $24.12 75% 14 25.0% 29-2057 Ophthalmic Medical Technicians Neutral  $16.47 100% 9 -- Share of workers age 55+ Job Openings, 2013-2018 Staffing DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 50 HEALTHCARE (CONT.) The primary occupations in the Healthcare talent cluster require a wide range of training, from support workers that require a high school diploma and no training to the practitioners that require a doctoral or professional degree and residency. By far the most popular field of study related to Healthcare is Nursing Aide, with almost 900 students, on average, completing the program each year. Just over 300 students complete Registered Nursing each year, on average. Veterinary Medicine graduates just over 100 students each year. EDUCATION & TRAINING EDUCATION LEVEL, WORK EXPERIENCE, AND ON-THE-JOB TRAINING Average Regional Completions Education & Training SOC Code Description Typical education needed for entry Work experience in a related occupation Typical OJT needed to attain competency in the occupation 29-1141 Registered Nurses 352 Associate's deg. None None 31-1011 Home Health Aides 0 Less than high school None Short-term OJT 31-1014 Nursing Assistants 887 Postsecondary non-deg. None None 31-9092 Medical Assistants 279 Postsecondary non-deg. None None 29-2061 Lic. Practical & Lic. Vocational Nurses 65 Postsecondary non-deg. None None 29-1069 Physicians & Surgeons, All Other 0 Doctoral or prof. deg. None Internship/residency 31-9091 Dental Assistants 13 Postsecondary non-deg. None None 29-1123 Physical Therapists 0 Doctoral or prof. deg. None None 31-9011 Massage Therapists 91 Postsecondary non-deg. None None 11-9111 Medical & Health Services Managers 6 Bachelor's deg. None None 29-2056 Veterinary Technologists & Tech. 45 Associate's deg. None None 29-2034 Radiologic Technologists 27 Associate's deg. None None 29-2021 Dental Hygienists 0 Associate's deg. None None 29-1131 Veterinarians 149 Doctoral or prof. deg. None None 29-2012 Medical & Clinical Laboratory Tech. 0 Associate's deg. None None 29-2071 Medical Records & Health Info. Tech. 87 Postsecondary non-deg. None None 29-2011 Medical & Clinical Lab. Tech. 0 Bachelor's deg. None None 29-1051 Pharmacists 0 Doctoral or prof. deg. None None 29-1071 Physician Assistants 0 Master's deg. None None 29-2052 Pharmacy Technicians 46 HS diploma or equiv. None Moderate-term OJT 29-2041 Emergency Med. Tech. & Paramedics 538 Postsecondary non-deg. None None 29-1127 Speech-Language Pathologists 65 Master's deg. None None 29-1122 Occupational Therapists 42 Master's deg. None None 31-9094 Medical Transcriptionists 0 Postsecondary non-deg. None None 29-1021 Dentists, General 0 Doctoral or prof. deg. None None Packet Pg. 110 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 51 HEALTHCARE (CONT.) EDUCATION & TRAINING (CONT’D) EDUCATION LEVEL, WORK EXPERIENCE, AND ON-THE-JOB TRAINING Average Regional Completions Education & Training SOC Code Description Typical education needed for entry Work experience in a related occupation Typical OJT needed to attain competency in the occupation 29-2081 Opticians, Dispensing 0 HS diploma or equiv. None Long-term OJT 31-9099 Healthcare Support Workers, All Other 159 HS diploma or equiv. None None 29-1062 Family & General Practitioners 0 Doctoral or prof. deg. None Internship/residency 31-9096 Vet. Assistants & Lab. Animal Caretakers 45 HS diploma or equiv. None Short-term OJT 29-2055 Surgical Technologists 10 Postsecondary non-deg. None None 29-2099 Health Technologists & Technicians, All Other 23 HS diploma or equiv. None None 29-2032 Diagnostic Medical Sonographers 0 Associate's deg. None None 31-9097 Phlebotomists 88 Postsecondary non-deg. None None 31-9093 Medical Equipment Preparers 136 HS diploma or equiv. None Moderate-term OJT 29-1067 Surgeons 0 Doctoral or prof. deg. None Internship/residency 29-1171 Nurse Practitioners 21 Master's deg. None None 31-2022 Physical Therapist Aides 0 HS diploma or equiv. None Short-term OJT 29-1126 Respiratory Therapists 0 Associate's deg. None None 29-1031 Dietitians & Nutritionists 161 Bachelor's deg. None Internship/residency 29-1041 Optometrists 0 Doctoral or prof. deg. None None 29-9011 Occupational Health & Safety Specialists 53 Bachelor's deg. None Short-term OJT 29-1199 Health Diag. & Treating Pract., All Other 12 Master's deg. None None 29-2057 Ophthalmic Medical Technicians 0 Postsecondary non-deg. None None Source: Bureau of Labor Statistics, National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012. TOP FIELDS OF STUDY Source: National Center for Education Statistics, IPEDS Surveys for academic years 2009-2010, 2010-2011, and 2011-2012 0 250 500 750 1,000 Nursing/Patient Care Assist./Aide (51.3902) Registered Nursing/Registered Nurse (51.3801) Veterinary Medicine (51.2401) Massage Therapy/Therapeutic Massage (51.3501) LPN/LVN Training (51.3901) Dietetics/Dietitian (51.3101) Environmental Health (51.2202) Occupational Therapy/Therapist (51.2306) RN, Nursing Admin./Rsrch./Other (51.3899) Veterinary Sciences/Clinical, General (51.2501) Alt. & Complementary Medicine, Other (51.3399) Somatic Bodywork (51.3503) Award of <1 academic year Award of at least 1 but <2 academic years Associate's degree Bachelor's degree Advanced Packet Pg. 111 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 52 HEALTHCARE (CONT.) On the following pages are profiles of individual occupations that are expected to continue to face a difficult staffing environment. The profiles provide an overview of the occupations with sample job titles and a snapshot of local demand and supply statistics. REGISTERED NURSES (SOC 29-1141) Assess patient health problems and needs, develop and implement nursing care plans, and maintain medical records. Administer nursing care to ill, injured, convalescent, or disabled patients. May advise patients on health maintenance and disease prevention or provide case management. Licensing or registration required. Sample of reported job titles: Charge Nurse, Director of Nursing (DON), Emergency Department RN (Emergency Department Registered Nurse), Oncology RN (Oncology Registered Nurse), Operating Room Registered Nurse (OR RN), Public Health Nurse (PHN), Registered Nurse (RN), School Nurse, Staff Nurse, Staff RN (Staff Registered Nurse) Occupation Snapshot Average annual awards, 2010-2012 352 Jobs in occupation in region, 2013 2,878 2013 LQ (US = 1.00) 1.03 Total est. openings, 2013-2018 1,004 From new growth 681 From replacement demand 323 Median hourly wage $29.07 Relative to US (US = 1.00) 0.93 Typical Education/Training: Associate’s degree NURSING ASSISTANTS (SOC 31-1014) Provide basic patient care under direction of nursing staff. Perform duties such as feed, bathe, dress, groom, or move patients, or change linens. May transfer or transport patients. Includes nursing care attendants, nursing aides, and nursing attendants. Sample of reported job titles: Certified Medication Aide (CMA), Certified Nurse Aide (CNA), Certified Nurses Aide (CNA), Certified Nursing Assistant (CNA), Geriatric Nursing Assistant (GNA), Licensed Nursing Assistant (LNA), Nurses' Aide, Nursing Aide, Nursing Assistant, State Tested Nursing Assistant (STNA) Occupation Snapshot Average annual awards, 2010-2012 887 Jobs in occupation in region, 2013 1,289 2013 LQ (US = 1.00) 0.84 Total est. openings, 2013-2018 359 From new growth 223 From replacement demand 136 Median hourly wage $12.33 Relative to US (US = 1.00) 1.05 Typical Education/Training: Post-secondary non-degree Associate's degree 55% Bachelor's degree 37% Advanced degree 8% Award of <1 year, 100% Packet Pg. 112 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 53 MEDICAL ASSISTANTS (SOC 31-9092) Perform administrative and certain clinical duties under the direction of a physician. Administrative duties may include scheduling appointments, maintaining medical records, billing, and coding information for insurance purposes. Clinical duties may include taking and recording vital signs and medical histories, preparing patients for examination, drawing blood, and administering medications as directed by physician. Sample of reported job titles: Certified Medical Assistant (CMA), Chiropractor Assistant, Clinical Assistant, Doctor's Assistant, Medical Assistant (MA), Medical Office Assistant, Ophthalmic Technician, Optometric Assistant, Optometric Technician, Registered Medical Assistant (RMA) Occupation Snapshot Average Annual Completions by Award Level Average annual awards, 2010-2012 279 Jobs in occupation in region, 2013 618 2013 LQ (US = 1.00) 1.03 Total est. openings, 2013-2018 175 From new growth 107 From replacement demand 68 Median hourly wage $14.84 Relative to US (US = 1.00) 1.04 Typical Education/Training: Post-secondary non-degree LICENSED PRACTICAL AND LICENSED VOCATIONAL NURSES (SOC 29-2061) Care for ill, injured, or convalescing patients or persons with disabilities in hospitals, nursing homes, clinics, private homes, group homes, and similar institutions. May work under the supervision of a registered nurse. Licensing required. Sample of reported job titles: Charge Nurse; Clinic Licensed Practical Nurse (CLINIC LPN); Clinic Nurse; Licensed Practical Nurse (LPN); Licensed Practical Nurse, Clinic Nurse (LPN, Clinic Nurse); Licensed Vocational Nurse (LVN); Office Nurse; Pediatric Licensed Practical Nurse (PEDIATRIC LPN); Private Duty Nurse; Triage Licensed Practical Nurse (TRIAGE LPN) Occupation Snapshot Average Annual Completions by Award Level Average annual awards, 2010-2012 65 Jobs in occupation in region, 2013 521 2013 LQ (US = 1.00) 0.67 Total est. openings, 2013-2018 175 From new growth 103 From replacement demand 72 Median hourly wage $20.90 Relative to US (US = 1.00) 1.05 Typical Education/Training: Post-secondary non-degree Award of <1 year, 4% Award of at least 1 but <2 years, 28% Associate's degree, 67% Award of at least 1 but <2 years 100% Packet Pg. 113 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 54 PHYSICIANS AND SURGEONS, ALL OTHER (SOC 29-1069) All physicians and surgeons not listed separately. Sample of reported job titles: Allergist, dermatologist, hospitalist, neurologist, nuclear medicine physicians, ophthalmologist, pathologist, physical medicine and rehabilitation physician, preventative medicine physicians, radiologist, sports medicine physician, urologist. Occupation Snapshot Average annual awards, 2010-2012 0 Jobs in occupation in region, 2013 408 2013 LQ (US = 1.00) 1.13 Total est. openings, 2013-2018 118 From new growth 62 From replacement demand 56 Median hourly wage $110.97 Relative to US (US = 1.00) 1.27 Typical Education/Training: Doctoral or professional deg. No for-credit completions were reported Packet Pg. 114 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 55 EMPLOYER SURVEY To identify specific hiring issues, TIP facilitated a web-based survey of Larimer County area employers. A link to the survey was emailed in March 2014 to employers in the region. A total of 27 firms completed the survey. RESPONDENT PROFILE Respondents to the survey were firms that ranged in size from as few as two employees to almost 750. In terms of the employment base, the responding firms represented 4,771 employees (3,274 full- time, 1,182 part-time, and 315 contract/temporary workers). More than one-third of the firms that responded were from the Manufacturing sector. IT (Hardware and Software) represented 19 percent. The other respondents represented education, construction, health care, retail, telecommunications, defense, and energy. Staffing patterns vary widely across the firms. For most firms (62 percent), management occupations represent 10 to 24 percent of total employment. For almost one-third, management represents less than 10 percent. Professional and technical occupations represent less than 10 percent for about 30 percent of the firms. Sales and marketing represents less than 10 percent for 56 percent of the firms. For 42 percent of the firms, skilled labor represents more than 25 percent. Very few of the firms have unskilled labor. For 67 percent of the firms, clerical and administrative occupations represent less than 10 percent of total employment. NUMBER OF EMPLOYEES Full-time Part-time Contract/ Temporary Total number of workers 3,274 1,182 315 Minimum value 2 0 0 Maximum value 748 550 191 Average value 131 62 19 INDUSTRY OF RESPONDENTS OCCUPATION CATEGORY SHARE OF TOTAL EMPLOYMENT BY PERCENT OF RESPONDENTS 10 5 4 2 2 2 2 Manufacturing IT (Hardware and Software) Other Construction Education Health Care Retail 9% DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 56 The average wages by occupation category also vary widely for the management, professional and technical, and sale and marketing occupations. For management occupations, the average wage is $49 an hour ($102,000 per year). For professional/ technical, the average wage is almost $38 an hour ($78,000 per year). The average wage for sales and marketing is $35 an hour ($72,000 per year). On average, skilled labor earns almost $19 an hour ($39,000 a year). Unskilled labor earns about $9 an hour ($19,000 a year) and clerical/administrative earns about $19 an hour ($40,000 a year). WORKFORCE QUALITY Respondents indicated a high level of satisfaction with the regional workforce overall. In most areas, respondents rated the workforce “good” or “excellent.” The areas that were rated with the highest “poor” ratings were communications, reliability, math skills, and flexibility. HIRING NEEDS & PRACTICES Over the next 12 to 24 months, 87 percent of the respondents plan to hire additional employees. Only 9 percent do not plan on hiring additional staff. The respondents that plan to hire estimate that they will have just over 300 openings to fill, which represents almost a 10 percent increase in full-time employees. One-third of these estimated openings will be professional/technical occupations and another third will be skilled labor. Just over 10 percent will be unskilled labor and another 10 percent will be for management occupations. The remaining openings will largely be clerical and sales occupations. AVERAGE WAGES ($/HR) BY OCCUPATION CATEGORY How would you rate the regional workforce overall on the following characteristics? If you plan to hire additional employees in larimer county in the next 12 to 24 months, approximately how many workers do you plan to add in each of the following categories? $49.27 $37.52 $34.59 $18.89 $9.01 $19.05 0 25 50 75 100 125 Management Professional/ Technical Sales/ DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 57 Turnover in Larimer County is less than 10 percent for the majority of the respondents across the majority of the occupational categories. The lowest turnover rates are in professional/technical occupations, clerical, and sales and marketing. The highest rates of turnover are in unskilled occupations. Turnover rates in skilled occupations are also somewhat higher than other occupations. Openings in the region are most commonly filled in one to three months. Clerical/administrative occupations most often take less than two weeks to fill. Management, as well as sales and marketing occupations, most often take two to four weeks. Professional/technical occupations can take more than six months to fill. The majority of the positions are filled by the local workforce. Professional/technical occupations are least likely to be filled by workers in Larimer County; almost one-quarter of the respondents report that they must recruit workers outside of Colorado to fill their positions. Another 29 percent of respondents hiring professional/technical positions must recruit outside of the Denver metro area but still in Colorado. One-quarter of respondents filling skilled labor positions report having to recruit outside of the Denver metro area. Fifty percent of the skilled labor positions are filled with workers in Larimer County. Respondents report that management, clerical, and sales/marketing positions are filled almost entirely with Larimer County workers. Approximately what is your average turnover rate in each of the following categories? Approximately how long does it typically take to fill a vacancy for each of the following classifications of workers? When hiring, please indicate which geographic area is typically used to recruit workers. 14% 20% 20% 21% 68% 14% 81% 55% 60% 63% 26% 77% 5% 20% 16% 5% 5% 9% 15% 5% 0% 25% 50% 75% DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 58 Respondents find word of mouth and direct referrals to be the best source of quality candidates. Internet job boards such as Monster, CareerBuilder, and Indeed are the next most effective resource. These two resources are used by all respondents. Newspaper advertising and the local workforce center are among the least effective resources. These are also the least commonly used resources. Other resources used include professional recruiters, social media, and networking organizations including NoCoNet and LongsPeakNet. Only 23 percent of respondents have been unable to fill positions. The positions that respondents have been unable to fill include the following:  Academic Dean  Technical Writer  Web Developer  Applications Engineer  Customer Support Engineer More than 50 percent of respondents reported having difficulty recruiting for specific occupations or skills. The occupations or skills that were listed as difficult to recruit are listed below: Senior Management Nursing Faculty Marketing/Branding Nurse Practitioner Within Long Term Care Social Media Specialist Physician Assistant W/ Emergency Medicine Experience Architecture Software Engineers Revit Developers/Software With GIS Experience Power System Engineers Network Administrators Customer Support Engineer/ Robotics, Welding Quality Web Developer Formulation Scientists Quality Systems Programmer/Engineer Flavor Chemists Quality Network Engineer Millwrights Application Engineers Manual Machinists (Lathe/Mill Operators) IT Support Technicians CNC Machinists (CNC Lathe/Mill Operators) Mechanical Assemblers Skilled Trades Faculty Which of the following resources you find most effective in identifying quality candidates? (5 = most effective, 1 = least effective) Have you had specific positions which you have been unable to fill at all? 3.9 3.7 2.9 2.5 2.5 2.3 2.0 Referrals/word-of-mouth Internet job boards (e.g., Indeed, Monster) Colleges/trade schools Staffing/temp agency Professional publications Local workforce center DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 59 Many of the occupations or skills that are currently difficult to recruit are also the occupations and skills that respondents anticipate needing in the future. The types of occupations or skills that respondents anticipating needing in the future are listed below: Business Assistant Software Engineer Marketing Architecture Project Managers Construction Management Sales and Marketing Draftsman Sales Management Flavor Chemists Senior Management Customer Support Engineer/ Robotics, Welding Social Media Specialist GIS Technicians Emergency Physician Production Maintenance Technicians License Practical Nurse Production Technicians Nurse Practitioner Project Engineer/Robotics, Welding, Programming Nursing Faculty Quality Associates Physician Quality Engineers Physician Assistant Quality Management Registered Nurse Technical Support Mechanical Engineer Assemblers Packaging Engineers CNC Machinists (CNC Lathe/Mill Operators) Power System Engineers Fabricators/Welders Process Development Engineers Manual Machinists (Lathe/Mill Operators) Systems Programmer/ Engineer Mechanical Assemblers Application Engineers Millwrights Network Engineer Production Supervisors TRAINING Respondents indicated that the vast majority (83 percent) of their employee training is provided in- house or on the job by existing personnel. The next most commonly used training type is training provided in-house or off-site by a vendor or equipment supplier (14 percent). Very few respondents use CSU, FRCC, or Larimer County Workforce Center. That said, when asked about specific training programs in the area, many were associated with FRCC. These included the following FRCC programs: Corporate Training, GIS Certificate, Welding, Machining, Smart Grid Bootcamp, and Good Manufacturing Practices (GMP). In addition, the Larimer County Workforce Center’s business series was mentioned as was Situational Leadership, Crucial Conversations, and LEAD 1.0. Please indicate the approximate percentage of your employee training that is provided by each of the following sources. 83% 14% 7% 1% 4% 0% 1% 0% 25% 50% 75% 100% OTJ: in-house OTJ - vendor OTJ - other CSU DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 60 When asked about training programs lacking in the area, the following programs were mentioned:  Skilled Trades (welders, fabricators, electricians)  GIS Certificate (at the Fort Collins campus)  Pharmaceutical industry related training—GMP, GCP, GLP, Regulatory  Manual Machining (not just CNC)  Basic Computer Training Packet Pg. 120 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 61 Major group Minor group Broad occupat-ion Detailed occupation Sector Subsector Industry group Industry Country specific 2-digit/ general 4-digit/ intermedi-ate 6-digit/ specific APPENDIX A: DATA & METHODOLOGY CLASSIFICATION SYSTEMS Much of the analysis presented in this report relies on three separate classification systems. A brief overview of each is presented below. The Standard Occupational Classification (SOC) system is used by federal statistical agencies to classify workers into categories for the purpose of collecting, calculating, or disseminating data. This system groups all occupations in which work is performed for pay or profit according to the type of work performed and, in some cases, on the skills, education, or training needed to perform the work at a competent level. Under the 2010 SOC system, workers are classified into one of 840 detailed occupations, which are combined to form 461 broad occupations, 97 minor groups, and 23 major groups. The North American Industry Classification System (NAICS, pronounced Nakes) was developed under the direction and guidance of the Office of Management and Budget (OMB) as the standard for use by Federal statistical agencies in classifying business establishments for the collection, tabulation, presentation, and analysis of statistical data describing the US economy. The classification system was developed jointly with government agencies in Canada and Mexico to allow for a high level of comparability in business statistics among the North American countries. The version of NAICS currently in wide use was released in 2007 and classifies industries into 20 sectors based on production processes. These sectors are broken into subsectors, industry groups, and individual industries. An additional level of detail is provided to accommodate industry codes specific to the three countries. The classification DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 62 NAICS structure was finalized in August 2011. Federal statistical agencies were directed to begin using the new system for data published for reference years beginning on or after January 1, 2012. The Classification of Instructional Programs (CIP) is the accepted federal government statistical standard on instructional program classifications. Developed in 1980 by the National Center for Education Statistics, the CIP is used by state agencies, national associations, academic institutions, and employment counseling services for collecting, reporting, and analyzing instructional program data. The CIP titles and program descriptions are intended to be generic categories into which program completions data can be placed, and are not exact duplicates of specific major or field of study titles used by individual institutions. The vast majority of CIP titles correspond to academic and occupational instructional programs offered for credit at the postsecondary level. These programs result in recognized completion points and awards, including degrees, certificates, and other formal awards. The CIP also includes other types of instructional programs, such as residency programs in various dental, medical, podiatric, and veterinary specialties that may lead to advanced professional certification, personal improvement and leisure programs, and instructional programs that lead to diplomas and certificates at the secondary level only. DATA SOURCES EMSI The occupational data presented in this report were prepared using EMSI’s Complete Employment series. EMSI gathers and integrates economic, labor market, demographic, and education data from over 90 government and private-sector sources, creating a comprehensive and current database that includes both published data and detailed estimates with full coverage of the US. The company’s core data consists of jobs (historical and projected) and earnings (current year) by industry and occupation for every ZIP code and county in the US. EMSI data are annual averages of jobs (not workers); full- and part-time jobs are counted equally. PRIMARY INDUSTRY/OCCUPATION DATA SOURCES MAJOR SOURCES USED FOR EMSI’S 2013.2 DATA RELEASE DATA SOURCE ABBRV. AGENCY VERSION USED* State Personal Income SPI BEA 2011 Local Area Personal Income LPI BEA 2010 Industry Economic Accounts IEA BEA 2002-2011 American Community Survey ACS Census 2005-2011 County Business Patterns CBP Census 2010 ZIP Code Business Patterns ZBP Census 2010 Nonemployer Statistics NES Census 2010 Quarterly Census of Employment and Wages QCEW BLS 2012 Q3 Current Employment Statistics CES BLS Feb. 2013 Natl. Employment Projections (Industry Occupation Matrix) EP BLS 2010-2020 Occupational Employment Statistics OES BLS 2011 Railroad Retirement Board Tables, State/County RRB RRB 2012/2011 Equifax Business Data Equifax 2013 Q1 Long-term state industry projections Individual states varies by state DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 63 EMSI produces industry and occupation datasets with two different types of coverage. Coverage refers to the types of jobs counted. EMSI Covered: This dataset primarily counts “payroll” jobs that are covered by unemployment insurance (UI); the primary source is the Quarterly Census of Employment and Wages (QCEW). But EMSI also includes some jobs excluded from QCEW, such as railroad jobs (which have their own UI program), all wage and salary agriculture jobs, and military. These additional categories are based on figures from State and Local Area Personal Income (S/LPI) reports produced by the Commerce Department’s Bureau of Economic Analysis (BEA), and state and county railroad retirement boards (RRBs). Data from the Census- produced County Business Patterns (CBP) are also used. EMSI Complete: This dataset includes all jobs in EMSI Covered, plus additional types of noncovered jobs, such as the self-employed (proprietors), commissions-only salespeople, and various types of non-UI-covered wage and salary workers. Major sources of self-employment data include Nonemployer Statistics (NES), the American Community Survey (ACS), and the S/LPI. The relationship between EMSI Covered Employment and EMSI Complete Employment is diagrammed in the table above. For each data set, EMSI creates long-term, 10-year industry projections starting from the current year. These projections are based on a combination of the following:  Recent trends in all industries for every local geography,  National industry projections produced by the US Bureau of Labor Statistics (BLS),  State and sub-state regional projections produced by individual states. The company’s methodology is designed to capture the expertise embodied in federal and state agencies. However, since official projections produced through the state-federal partnership typically have a base year that lags 2-3 years behind the current year, EMSI projections are also informed by the most recent data and trends available. The first step in the process is to track recent local trends using a linear regression function. Taking into account the previous base data from 15, 10, and 5 years prior to the base year, EMSI’s analysts plot a line as a function of year and employment. This line is dampened (flattened) to smooth out the effects of any volatility. Once this is done, state and COVERED EMPLOYEES Includes wage and salary workers “covered” under state unemployment insurance (UI) laws. Base data sources: QCEW, S/LPI, CBP PROPRIETORS Includes sole proprietor- ships, partnerships, and tax-exempt cooperatives Base data sources: NES, S/LPI, CBP NON-COVERED WORKERS Includes employees not covered by state UI laws, (e.g., commissions-only sales people) Base data sources: ACS, S/LPI, CBP, RRBs EMSI Complete DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 64 local government industries (as well as the US Postal Service) are projected based on the growth or decline of local economies rather than projected through linear regression. Federal government and military, however, are projected through linear regression at the national level and their growth rate is then applied to the states and counties. Next, EMSI adjusts the projections for all counties so they sum to state- and national-level numbers. After these initial projections are completed, EMSI’s analysts begin a series of controls and adjustments to other data sources. The first of these is an adjustment to the BLS staffing patterns. Essentially the company’s projected national growth rate is changed to match the growth rate of the BLS numbers. This adjusts the curve up or down while staying as close to our projected values as possible. Following this, county and state-level projections are adjusted to the state- produced state and sub-state regional projections. County values are controlled to the regional data and state projections are controlled to the reported state data. Once these adjustments and controls are completed, the final state-level numbers are aggregated to determine the final national projections. This causes EMSI data to match state projections very closely, but it also means EMSI projections can stray from the national projections. The company has incorporated workforce demographics in the latest release of its analytical tools. This data is drawn from the relatively new Local Employment Household Dynamics series produced through a partnership of several federal agencies led by the US Census Bureau. One of its primary data sources, Quarterly Workforce Indicators, provides the basis for EMSI’s estimates of occupations by age and gender. EDUCATION & TRAINING Under the Higher Education Act of 1965, every college, university, and vocational or technical institution that participates in federal financial student aid programs, such as Pell grants or federally backed student loans, is required to report annually to the US Department of Education (DOE) on a range of indicators. Data are collected through a system of interrelated surveys and are made available through the Integrated Postsecondary Education Data System (IPEDS). Each fall, institutions report on the number of awards conferred for credit by field of study, by award level, and by the gender and race or ethnicity of the recipient. These data are referred to as “completions.” Data on completions for the three most recent academic years available (2009-2010, 2010-2011, and 2011-2012) were downloaded from the IPEDS Data Center for all schools in Larimer and Weld Counties that participate in IPEDS surveys, except for schools in which training was limited to cosmetology. To help understand how education and training programs in the region align with the key occupations, we also compiled for-credit completions from the IPEDS analysis for key occupations in the talent clusters profiled in this report This analysis was accomplished using three separate crosswalks that align occupational classifications (SOC codes) with subject matter areas (CIP codes). Specifically, we used the following crosswalks: (1) a 2011 crosswalk created by the National Center for Education Statistics in cooperation with the US Bureau of Labor Statistics (available from the National Crosswalk Service Center), (2) a crosswalk based on information downloaded from the Occupational Supply Demand System (OSDS) website formerly maintained by the Georgia Career Information Center at Georgia State University, and (3) Table 7 of the National Research Center for Career and Technical Education's Perkins Crosswalk Validation Project. Packet Pg. 124 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) DRAFT LARIMER COUNTY LABOR MARKET PROFILE TIP STRATEGIES, INC. | THEORY INTO PRACTICE PAGE | 65 The results of this matching process are provided in each of the talent cluster profiles. These brief snapshots provide a description of the occupation (including alternate job titles), a snapshot of the occupation (including an estimate of the total number of openings anticipated from both new and replacement demand through 2018), and a breakdown of completions data by award level. While the analysis provides a starting point for discussion, it has several technical limitations that prohibit its use as a strict measure of the “gap” or “surplus” between the supply and demand of labor. First, as mentioned previously, IPEDS data include only awards and degrees conferred for credit, that is, as part of a formal program of study leading to a degree. Noncredit coursework—which encompasses a wide range of instruction, including customized workforce training, professional development programs, and continuing education classes—is excluded. While this limitation is less problematic for positions that typically require an associate’s degree or above, it can be challenging when trying to understand the pool of available labor for positions which require less formal, shorter- term awards. The use of completions data as a proxy for the supply of workers also does not consider the level of training or experience employers require. As indicated in the prior analyses, demand for workers can be driven by new job growth and by the replacement of existing workers. In each case, employers may be seeking candidates with a particular credential or level of experience. Simply having a degree or post-secondary award in a subject area does not necessarily make an individual qualified for employment in that field. Beyond the issues with completions data generally, the use of a crosswalk also presents a number of limitations. The most fundamental of these is that a standardized crosswalk cannot capture the actual relationship between an individual’s educational coursework and their ultimate choice of occupation. In other words, many people obtain their degree in one field and end up pursuing employment in another. In addition, the relationships identified in the crosswalks are inconsistent at best. Some occupations are matched to many broad fields of study, while others are only linked with highly specific CIP Codes. Finally, in thinking about training “gaps,” it is important to remember that education and workforce training is not a closed system. Students may attend college outside the region and return for employment; others may attend college locally and take a job elsewhere. Postsecondary education systems are also not closed in terms of time. While data collection efforts are designed to measure completion within a set period of time (two years, four years, six years), the path to graduation for individual students often does not fit these norms. This is particularly true of community colleges which are sometimes used by students to sample courses and “try out” career choices prior to making a larger investment. Packet Pg. 125 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) 68.9% 67.9% 5.4% 6.8% NATIONAL LARIMER COUNTY 6.6% STATEWIDE UNEMPLOYMENT RATE AVERAGE » 2004-2014 63.4% LARIMER COUNTY COLORADO UNITED STATES LABOR FORCE PARTICIPATION RATE % of Total Civilian Labor Force » 2012 BACHELOR OR HIGHER SOME COLLEGE HIGH SCHOOL OR EQUIVALENT LESS THAN HIGH SCHOOL 44,643 LARIMER COUNTY RESIDENTS COMMUTING TO EXTERNAL JOBS 78,966 WORKERS WHO RESIDE IN LARIMER COUNTY 37,558 WORKERS WHO COMMUTE TO JOBS IN LARIMER COUNTY 116,524 EMPLOYED PEOPLE WORKED IN LARIMER COUNTY 123,609 EMPLOYED PEOPLE LIVED IN LARIMER COUNTY LARIMER COUNTY LABOR FORCE STUDY 2014: A Snapshot SENIORS (65+) EXPERIENCED WORKING AGE (35-64) YOUNG ADULTS (20-34) YOUTH (0-19) 13% 38% 40% 39% 25% 22% 21% 24% 27% 26% AGE DISTRIBUTION » BACHELOR OR HIGHER SOME COLLEGE HIGH SCHOOL OR EQUIVALENT LESS THAN HIGH SCHOOL EDUCATIONAL ATTAINMENT » LARIMER COUNTY COLORADO UNITED STATES LARIMER COUNTY COLORADO UNITED STATES 38% 31% 22% 9% 45% 32% 18% 5% 29% 2013-2018 FRCC OTHER PUBLIC TRAINING LARIMER CO WORKFORCE CENTER OTJ CSU OTHER OTJ VENDOR OTJ IN-HOUSE MANAGEMENT CLERICAL/ ADMINISTATIVE SALES/ MARKETING UNSKILLED LABORER SKILLED LABOR PROFESSIONAL TECHNICAL SOURCES OF EMPLOYMENT TRAINING » PERCENTAGES » 2014 LODGING MANAGERS TAX PREPARERS APPRAISERS & ASSESSORS OF REAL ESTATE COMPUTER CONTROLLED MACHINE OPERATORS PACKAGING & FILLING MACHINE OPERATORS 9% 16% 24% 23% 26% RAPIDLY INCREASING DEMAND (% JOB GROWTH) » 2013-2018 TRAVEL AGENTS AGRICULTURAL MANAGERS CABINETMAKERS REPORTERS & BENCH CARPENTERS FURNITURE FINISHERS -19% -21% -30% -33% -52% MEDIAN HOURLY EARNINGS » $14.15 $12.17 $16.64 $11.17 $12.46 FASTEST DECLINING JOB FIELDS » EDUCATION & PUBLIC ENGAGEMENT SUMMARY PROJECT TITLE: ECONOMIC HEALTH STRATEGIC PLAN OVERALL PUBLIC INVOLVEMENT LEVEL: Inform and Consult BOTTOM LINE QUESTION: Do stakeholders agree with the realignment of the Economic Health Strategic Plan to be more in tandem with the triple-bottom-line approach of the entire Sustainability Services division and the City’s Strategic Plan? KEY STAKEHOLDERS: Businesses Residents Economic Advisory Council Chamber of Commerce (LLAC) Air Quality Advisory Board Energy Board Natural Resources Advisory Board Community Development Block Grant Advisory Board TIMELINE: Phase 1: Timeframe: Fall 2014 (Proposed plan drafted) Key Messages:  The Economic Health Strategic Plan has not been updated in the two years since the formation of the Sustainability Services Area.  This revised strategic plan will incorporate the triple-bottom-line philosophy inherent in the City’s overall Strategic Plan and more closely align with emerging strategic plans in Social Sustainability and Environmental Services.  This realignment will result in more long-term integration of the three areas of the triple-bottom- line stool. Tools and Techniques:  Fact sheet  Presentations to boards and commissions, other interested community partners  Social media/IdeaLab to gather additional input PHASE 2: Timeframe: Early 2015 (Plan adopted and implementation) Key Messages: ATTACHMENT 5 Packet Pg. 128 Attachment1.5: Public Engagment Plan Overview - Economic Health Strategic Plan Update (2631 : Economic Health Strategic Plan Update)  Focus areas are likely to be: Shared Prosperity, Grow Our Own, Think Regionally, Climate Economy and Place Matters  The Economic Health Strategic Plan has not been updated in the two years since the formation of the Sustainability Services Area.  This revised strategic plan will incorporate the triple-bottom-line philosophy inherent in the City’s overall Strategic Plan and more closely align with emerging strategic plans in Social Sustainability and Environmental Services. Tools and Techniques:  Disseminate new plan to boards and commissions, other interested parties  Fact sheet  Social media/IdeaLab Packet Pg. 129 Attachment1.5: Public Engagment Plan Overview - Economic Health Strategic Plan Update (2631 : Economic Health Strategic Plan Update) ATTACHMENT 6 Packet Pg. 130 Attachment1.6: Economic Advisory Commission minutes, September 17, 2014 (2631 : Economic Health Strategic Plan Update) Packet Pg. 131 Attachment1.6: Economic Advisory Commission minutes, September 17, 2014 (2631 : Economic Health Strategic Plan Update) Packet Pg. 132 Attachment1.6: Economic Advisory Commission minutes, September 17, 2014 (2631 : Economic Health Strategic Plan Update) Economic Health Strategic Plan A New Way of Thinking ATTACHMENT 7 Packet Pg. 133 Attachment1.7: Powerpoint Presentation (2631 : Economic Health Strategic Plan Update) Direction Sought • Does City Council support the five themes as presented in the draft plan? • Are there any strategies or actions missing from the updated plan that Council feels the Economic Health Office should consider? • Are there any strategies or actions in which the City should not be involved? 2 Packet Pg. 134 Attachment1.7: Powerpoint Presentation (2631 : Economic Health Strategic Plan Update) The Best Place to… 3 Packet Pg. 135 Attachment1.7: Powerpoint Presentation (2631 : Economic Health Strategic Plan Update) Focus of Sustainability Services Social, Environmental, Economic 4 • Climate • Housing • Income Opportunity • Sense of Place & Community • Health and Well Being • Resource Conservation Packet Pg. 136 Attachment1.7: Powerpoint Presentation (2631 : Economic Health Strategic Plan Update) Why Revisit? 5 • Ensure alignment with Community Values • Ensure alignment with City’s Strategic Plan • Deeper integration with Triple Bottom Line • Address emerging challenges: • Workforce demographic shifts • Pace of innovation • Climate change • Community build-out Packet Pg. 137 Attachment1.7: Powerpoint Presentation (2631 : Economic Health Strategic Plan Update) Economic Health Themes 6 • Shared Prosperity • Grow Our Own • Place Matters • The Climate Economy • Think Regionally Packet Pg. 138 Attachment1.7: Powerpoint Presentation (2631 : Economic Health Strategic Plan Update) Shared Prosperity 7 Employment opportunities exist across the income and education/skill spectrums • Close the skills gap • Diversify employment opportunities • Enhance business success • More work ready employees Packet Pg. 139 Attachment1.7: Powerpoint Presentation (2631 : Economic Health Strategic Plan Update) Grow Our Own 8 Our economic ecosystem fosters the development of new and creative industry • Increase innovation and entrepreneurism • More start-ups • Support innovation • Increase capital access Packet Pg. 140 Attachment1.7: Powerpoint Presentation (2631 : Economic Health Strategic Plan Update) 9 Place Matters A balanced built and natural environment • Efficient processes • Targeted infill and redevelopment • Balance land uses • Invest in infrastructure • Preserve our uniqueness Packet Pg. 141 Attachment1.7: Powerpoint Presentation (2631 : Economic Health Strategic Plan Update) The Climate Economy 10 Businesses adapt to climate change "in place" and leverage community carbon reduction goals to develop new products and services • Raise awareness • Engage business community • Increase innovation • Leverage redevelopment Packet Pg. 142 Attachment1.7: Powerpoint Presentation (2631 : Economic Health Strategic Plan Update) 11 Think Regionally A region that partners to address issues which extend beyond municipal boundaries • Enhance partner collaboration • A unified regional story • Preserve regional character Packet Pg. 143 Attachment1.7: Powerpoint Presentation (2631 : Economic Health Strategic Plan Update) Public Engagement Process • Past Engagement (2012 Version) – Public engagement on City Plan – Focus groups with key stakeholders – Economic Advisory Commission • Current Engagement (This Draft) – Economic Advisory Commission - September 2014 – Chamber of Commerce - October 2014 – Community partners • Future Engagement (December/January) – Several Individual Boards & Commissions – Super Issues Meeting 12 Packet Pg. 144 Attachment1.7: Powerpoint Presentation (2631 : Economic Health Strategic Plan Update) Next Steps • Additional public engagement • Refine the Plan based on Council and Board and Commission Input • Finalize the plan – including infographics, layout, and images • Seek City Council approval – January 20th , 2015 13 Packet Pg. 145 Attachment1.7: Powerpoint Presentation (2631 : Economic Health Strategic Plan Update) Direction Sought • Does City Council support the five themes as presented in the draft plan? • Are there any strategies or actions missing from the updated plan that Council feels the Economic Health Office should consider? • Are there any strategies or actions in which the City should not be involved? 14 Packet Pg. 146 Attachment1.7: Powerpoint Presentation (2631 : Economic Health Strategic Plan Update) DATE: STAFF: December 6, 2014 Beth Sowder, Interim Director of Social Sustainability Bruce Hendee, Chief Sustainability Officer WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Homelessness in Fort Collins. EXECUTIVE SUMMARY The purpose of this work session item is to provide City Council with an update of actions, programs, and processes to address the issue of homelessness in Fort Collins. This item includes the current state of homelessness, best practices proven to address homelessness, what other communities are doing to address homelessness, the role of the City as it relates to homelessness, and potential recommendations or options for Council consideration. Historically and currently, the City has pursued the policy of fund, facilitate, and convene without entering into direct provision of services. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. Does Council agree that the current City role should continue at the same level of funding, facilitating, and convening? 2. Would Council like to see additional services provided by the City? 3. Does Council need additional information or have any suggestions for changes? BACKGROUND/DISCUSSION Fort Collins is not alone in its efforts to address homelessness. Nationally, over 600,000 people are experiencing homelessness; 18% are considered chronically homeless; 9% veterans; 23% under 18. The number has declined 9% since 2009. In Denver, almost 6,000 people are experiencing homelessness; 36% women; 43% families; 24% are considered newly homeless. Anecdotal information (Denver Post and Fort Collins Rescue Mission) indicates a rise in Colorado due to marijuana legalization, desire to live in Colorado, and good job market. Many communities conduct a “point-in-time” (PIT) count each year to get an idea of how many people are experiencing homelessness in their community. Fort Collins conducted both a winter and summer count in 2014. Winter PIT Summer PIT 289 individuals 438 individuals 33% families 8% families; 9% travelers 5% veterans 8% veterans 16% chronically homeless 31% chronically homeless To better understand the terms used when discussing homelessness, a few definitions are: Chronic Homelessness - Continually homeless for a year or more; or at least four episodes of homelessness in the past three years. Situational Homelessness - Something happened to cause their homelessness (sickness, loss of job, divorce, etc.). Packet Pg. 147 December 6, 2014 Page 2 Transient - Not interested in housing; may be traveling through town or prefer camping. In 2013, the Social Sustainability Department conducted a Gaps Analysis, and it found some gaps related to homelessness in Fort Collins. The gaps included:  Gaps in the continuum of housing  Needs for homeless youth and families  Previously incarcerated people have few choices  People with pets have few choices  Couples or other familial status have difficulties Some projects currently in the works are specific to filling the gaps in the continuum of housing. This includes permanent supportive housing. However, there is still a lack of affordable housing for people in the lowest income levels and very little transitional opportunities available creating barriers to accessing housing. The National Alliance to End Homelessness has identified the minimum requirements for an effective permanent solution to prevent and end homelessness. All items require participation from every section of the community. These requirements include:  Plan - Set of strategies focused on ending homelessness with a wide range of players to make funding and implementation commitments to these strategies. In Fort Collins, Homeward 2020 is the keeper of the 10 year plan.  Data - Homelessness Management Information System (HMIS). This system can be utilized to assess how long people are homeless, what their needs are, what the causes of homelessness are, how people interact with mainstream systems of care, effectiveness of interventions, and the number of homeless.  Emergency Prevention - Emergency homelessness prevention programs including rent/mortgage/utility assistance, case management, landlord/lender intervention, and other strategies to prevent eviction and homelessness.  Systems Prevention - Mainstream programs (mental health, substance abuse, TANF, child welfare, etc.) that provide services to low-income people and assess their housing needs. Placement in stable housing for people released from public institutions.  Outreach - Engagement system designed to reduce barriers and encourage appropriate housing linked with appropriate services.  Shorten Homelessness - Shelters and transitional housing system to reduce or minimize length of time people remain homeless.  Rapid Re-Housing - Skilled housing search and housing placement services available to rapidly re-house all people losing their housing or homeless who want permanent housing.  Services - When people are re-housed, they have rapid access to funded services and programs that provide needed services.  Permanent Housing - Sufficient supply of permanent supportive housing to meet the needs of all chronically homeless. Implementation of a plan to fully address the permanent housing needs of extremely low-income people.  Income - Assists people to secure enough income to afford rent - link with employment and/or benefits - connects them to opportunities for increasing their incomes after housing placement. Housing First is an approach to ending homelessness that centers on providing people experiencing homelessness with housing as quickly as possible and then providing services as needed. This approach has the benefit of being consistent with what most people experiencing homelessness want and seek help to achieve. The three critical elements include: focus on helping individuals and families access and sustain permanent rental housing as quickly as possible; variety of services to promote housing stability and individual well-being; and standard lease agreement for housing. Program models vary significantly depending on the population served. For chronic homelessness, intensive and specialized services will be needed indefinitely. However, the vast majority of homeless individuals and families fall into homelessness after a housing or personal crisis that led them to seek help. For these families and individuals, the Housing First Approach is ideal, as it provides them Packet Pg. 148 December 6, 2014 Page 3 with assistance to find permanent housing quickly and without conditions. In turn, they usually need little support or assistance to achieve independence. Best practices by population include:  Chronic Homelessness - Permanent Supportive Housing  Family Homelessness - Rapid Re-Housing with access to services  Youth Homelessness (up to age 25) - Intervention services, housing options, transition support  Veteran Homelessness - Permanent Supportive Housing, Rapid Re-Housing, discharge support Other communities across the nation address homelessness in a variety of ways. Staff has researched the following communities (Attachments 1, 2, 3): Eugene, OR  Approximately 3,000 homeless individuals  Approaches used: o Many programs funded/provided by St. Vincent De Paul o Homeless village including Tiny Homes and Conestoga’s o Step Up Village (Emerald Village) in the planning stage o Homeless camps/Rest Stops (15 people max) o Car Camping o Service Station o Homelessness Management Information System (HMIS) o Veterans housing project o CAHOOTS program - first responder for disputes o 15th Night - emerging program to address homeless youth Danbury, CT  148 people experiencing homelessness in point-in-time count  Multi-pronged approach including provision of certain direct services and collaborative planning  City-run shelter provides 20 beds for men and women, plus an additional five beds for homeless veterans  City offers both a rental assistance program and a day center  City adheres to the “housing first” model  Partnered with Danbury Housing Partnership to develop a Plan to End Chronic Homelessness  Downtown businesses concerned about impact of homeless on their businesses Saint Paul, MN  780 people experiencing homelessness in point-in-time count  The City of St. Paul does not provide direct services  Coordinated efforts between the police, providers, and homeless population  City distributes approx. $500,000 each year in HUD grant funding used for homelessness prevention, essential services, operating costs, or improvements to homeless facilities  City set aside $400,000 to fund supportive housing upgrades  St. Paul Police Department recognized by the U.S. Interagency Council on Homelessness for its Police- Homeless Outreach Program  Effort to end homelessness among veterans in the Twin Cities by January 2015 Burlington, VT  537 people experiencing homelessness in point-in-time count in Chittenden County  City does not provide direct services  Collaborative applicant for the Chittenden County Continuum of Care Packet Pg. 149 December 6, 2014 Page 4  City developed a 10-year plan to end homelessness  City has some Housing Trust Fund funding that could go to permanent supportive housing Nashville, TN  2,301 people experiencing homelessness in point-in-time count  City does not provide direct service  Metropolitan Homelessness Commission brings together stakeholders to plan and coordinate on collaborative efforts that support permanent solutions to homelessness  How’s Nashville campaign - purpose to foster collaboration among stakeholders, focus on permanent supportive housing  Online directory of services called Where to Turn in Nashville  Private landlord partnerships  Created a Cold Weather Community Response Plan  Adopt A Meter program - sponsorship for $1,000 used to cover rent and utility deposits, basic furniture, and household goods Phoenix, AZ  5,918 people experiencing homelessness in point-in-time count  City does provide direct services (3 FTE caseworkers)  Human Services Department o Family Advocacy and Homeless Services Division  Bonded in 2001 for Affordable Housing and Homeless Shelter - $1,053,000 o Build Watkins Emergency Shelter  Summer and Winter Respite programs  Homeless Programs Section provides homeless services through contracts with community-based organizations Salt Lake City, UT  247 chronically homeless individuals in point-in-time count  City does not provide direct service, but they do have 1 FTE (Homeless Services Coordinator)  Homeless Outreach Service Team - connects homeless individuals with service providers and resources  Increased Police presence in the Depot District focusing on illegal behavior  Clean Teams - City partnered with Downtown Alliance and Valley Services to implement teams to pick up trash and perform small property maintenance in Depot District  Veterans Court - direct connection to veterans’ treatment options and resources  Homeless Court Denver’s Road Home  The city designated the Denver Department of Human Services to manage implementation of the plan through the program called Denver’s Road Home (DRH). The program’s plan included eight broad goals for ending homelessness: 1. Develop permanent and transitional housing opportunities to meet the needs of low-income individuals. 2. Make safe shelter beds and activities available for all populations both day and night. 3. Increase services for preventing homelessness. 4. Improve access to supportive services that promote long-term stability. 5. Create a homeless outreach program to better connect homeless people and service agencies. 6. Assist people who are homeless in obtaining skills and knowledge necessary to participate in the workforce. 7. Build community awareness and support for programs addressing the needs of the homeless. Packet Pg. 150 December 6, 2014 Page 5 8. Reform Denver’s zoning, building and development codes to facilitate an adequate supply of emergency and affordable housing. Fort Collins Process Flow and Community Summit There are many programs in Fort Collins for people experiencing homelessness or near homelessness. However, some improvements in the process flow were identified by the Corporation for Supportive Housing in 2012. As Fort Collins continues to improve the homeless response system flow and ensure the appropriate amount of services for the specific needs in the community, Homeward 2020 is coordinating a community-wide Homelessness Summit. In partnership with Homeward 2020, Bohemian Foundation, Chamber of Commerce, and the City of Fort Collins, the Corporation for Supportive Housing is being contracted to return to Fort Collins and lead a series of facilitated community discussions on long-term and short-term strategies for identifying potential improvements to the services provided to people experiencing homelessness in Fort Collins. There will be two sessions: the first session will take place the third week of January, and the second session will take place the first week of February. See Attachment 4 for detailed overview. City Funding for Housing and Public Service for Homelessness or Homelessness Prevention The primary role the City takes in addressing homelessness in Fort Collins is through supporting and providing funding for several housing and public service functions. See Attachment 5 for explanation of services. Housing Provider/Project 2014 2013 2012 2011 Total FCHA-Redtail Ponds Supportive Housing $350,000 $455,00 0 $586,0 77 $1,391,077 FCHA-TBRA for CDDT $156,24 0 $156,240 FCHA-Village on Redwood $1,312,745 $1,312,745 Housing Catalyst (FCHA)-Cunningham Corner $38,191 $899,65 1 $1,072,8 11 $2,010,653 N2N-Coachlight Plaza $43,257 $34,515 $77,772 Villages-Village on Matuka $380,000 $380,000 Totals $1,744,193 $934,16 6 $1,684,0 51 $586,0 77 $4,948,487 City Funding - Public Service for Homelessness or Homelessness Prevention Agency Name 2014 2013 2012 2011 Total CCN Seniors $15,000 $15,000 $15,00 0 $11,331 $56,331 CCN Shelter & Rapid Rehousing $40,000 $40,000 $40,00 0 $40,000 $160,000 (CHN)NCAP-Client Svc/Hm Prev. $18,514 $14,240 $15,00 0 $24,500 $72,254 Crossroads Safe.-Advocacy $39,000 $31,885 $39,85 3 $42,202 $152,940 DRS-ATI $26,261 $26,186 $23,37 December 6, 2014 Page 6 0 N2N - Rent $36,125 $30,000 $25,00 0 $25,000 $116,125 PS-S-Services for Single Parents $30,000 $33,000 $22,00 0 $22,000 $107,000 Serve 6.8-Murphy Center $18,533 $18,533 Touchstone-CDDT Program $31,328 $28,38 0 $14,000 $73,708 Touchstone-Mental Hlth-Murphy $18,000 $22,500 $10,00 0 $50,500 Totals $390,549 $323,215 $320,3 63 $320,28 9 $1,354,416 Permanent Supportive Housing Fort Collins Housing Authority is currently constructing the first permanent supportive housing development in Fort Collins. It is scheduled to open in February, 2015 and provide 60 units that will serve homeless veterans, homeless with disabilities, and other low-income residents. Permanent Supportive Housing has proven outcomes including:  Improves housing stability  Improves mental and physical health  Reduces substance abuse  Improves income and employment  Creates social and community connections Additional New Services The following programs/projects are relatively new or currently in the process of happening in Fort Collins:  One Village One Family - A mentor supported rapid re-housing program for homeless families being coordinated by Homeless Gear.  Genesis Project - A faith based day center with a mission to serve those in need.  Faith Family Hospitality - A program providing homeless families a place to sleep in participating churches on a weekly rotation.  Municipal Court Special Agency Sessions and Remote Service - Court personnel meets with people in the community at the Murphy Center or at various libraries to provide information on pending charges and discuss options to resolve such charges in a non-emergency setting.  Matthews House Community Life Center and Host Families - A day center with resources for families in poverty. Their host family program case manager matches homeless youth, families, or individuals with home owners willing to provide temporary shelter.  Winter Overflow Shelter - A collective effort of the local shelters, the United Way, and the faith based community to provide additional shelter beds in the winter when permanent shelter space is inadequate. Additional New Housing Projects/Programs  Governor’s Office Permanent Supportive Housing Toolkit - A team from Fort Collins was selected to participate. By participating, our community’s projects get a priority for tax credits. The Fort Collins team includes representatives from the Fort Collins Housing Authority, Homeward 2020, Neighbor to Neighbor, and Serve 6.8.  Community Capital Improvement Program Offer - For a second permanent supportive housing project. Packet Pg. 152 December 6, 2014 Page 7 Education, Outreach, and Data  Community Summit - As mentioned above, Homeward 2020, Bohemian Foundation, Chamber of Commerce, and the City of Fort Collins, are coordinating a series of facilitated community discussions on long-term and short-term strategies for identifying potential improvements to the services provided to people experiencing homelessness in Fort Collins. There will be two sessions: the first session will take place the third week of January, and the second session will take place the first week of February.  Advisory Committee - The Downtown Development Authority has started conversations with homeless service providers, activists, representatives from the faith community, and City representatives from Social Sustainability and Police Services to possibly create an advisory committee to address homelessness and develop education for the business community.  Homelessness Management Information System (HMIS) - The City included a budget offer that was approved to support HMIS in Northern Colorado. The on-line system will enable non-profit service, shelter, and housing providers in different locations across Northern Colorado to collect and share information that can be used to enhance service delivery and provide important data to better understand what services are used and what gaps remain. City’s Role Traditionally, the City has been a funder, convener, facilitator, and enforcer of laws. The City has provided funding for many housing projects and service programs. This work is done by: Social Sustainability, Police Services, Neighborhood Services, Municipal Court, City Attorney’s Office, Fort Collins Housing Authority, and Poudre Fire Authority. Potential Options for Council Consideration 1. Staff recommends that the City continue to support and fund housing and service programs that are proven to support chronic and situational homelessness. 2. Staff recommends that the City continue to partner, convene, ad facilitate community services and inter- agency task force or advisory committee. 3. Consider providing additional lockers needed at the Murphy Center and a fence to secure the outdoor location. 4. Staff recommends taking an active role in the upcoming Community Summit and that the City carefully considers how the City can assist with implementation of recommended outcomes. Another work session with City Council after the Summit is recommended. 5. Staff recommends re-evaluating the need in the community after the upcoming projects and programs are functioning. 6. Other ideas from other communities. 7. Consider exploring potential programs through the court process. This could include looking at programs available in other courts to see if they could be available to people going through the Municipal Court process. ATTACHMENTS 1. Staff memo re: Eugene Oregon trip to review Homeless strategies (PDF) 2. Homelessness Research Memo (PDF) 3. Report on City Homelessness Role (PDF) 4. DRAFT Overview for the Fort Collins Community Conversations on Homelessness (PDF) 5. Housing Providers and Agencies Preventing Homelessness (PDF) 6. Powerpoint presentation (PDF) Packet Pg. 153 City Manager’s Office City Hall 300 LaPorte Ave. PO Box 580 Fort Collins, CO 80522 970.221.6505 970.224.6107 - fax fcgov.com Memorandum DRAFT DT: November 10, 2014 TO: Mayor Weitkunat and City Council Members TH: Darin Atteberry, City Manager Jeff Mihelich, Deputy City Manager FM: Bruce Hendee, Chief Sustainability Officer Cc: Lieutenant Jim Byrne RE: Eugene, Oregon trip to review Homeless strategies Summary Jeff Mihelich, Bruce Hendee, and Jim Byrne visited Eugene Oregon On October 30 th to review ongoing efforts by the City of Eugene on homeless. Overall the visit was productive and informative. Eugene has a substantial population of homeless individuals. Some of this is likely due to a high unemployment rate of approximately 9%. According to the City of Eugene Web site and corroborated by City Officials, there approximately 3,000 homeless in Eugene and approximately 10,000 in Lane County. The trend in homelessness began in earnest during the Occupy movement although many of the homelessness activities have been happening over many years. Working with the homeless has become a part of the community’s culture and they seem to make it a big focus of the community activities. Major activities include:  A homeless village including Tiny homes and Conestoga’s.  A Step Up Village called Emerald Village is in the planning stage  Homeless camps/Rest Stops ( 15 people max per rest stop)  Car camping  Homeless Service Station  Homeless Management Information System  Veteran’s housing project  including homeless camps, service centers, a homeless village, a Veteran’s housing project ATTACHMENT 1 Packet Pg. 154 Attachment2.1: Staff memo re: Eugene Oregon trip to review Homeless strategies (2681 : Homelessness: Defining the Issue in Fort Collins) 2 | P a g e  “CAHOOTS” a City funded program that provides 2 vans and EMT’s (not paid as EMTs- volunteers). The Cahoots program is a first responder to disputes with homeless and low income residents. It is staffed by a clinic called White Bird which is a 40 year old Clinic.  15 th Night – An emerging program to address the critical timeframe in which youth are homeless St. Vincent De Paul (St. Vinnie’s) This organization with roots in the Catholic Church is a significant part of the homeless work in the community dating back to 1953. St. Vinnie’s has become a significant force in the community with an annual operating budget of $25M-$30M. They own and operate a retail thrift store, a boutique store, a used car lot, develop affordable housing projects, manage the car camping program, fund and operate the Eugene Service Station, provide homeless shelters, manage a recycling center, provide emergency services for things like food and rent assistance, operate a business incubator, assist with employment services etc. Clearly their efforts in the community are a significant part of the overall reason the community has such a substantial base of support for low income residents. The CEO Terry McDonald has been in this job for over 40 years. Background  Opportunity Village - This village sponsored by the City of Eugene and a Faith Based organization. It sits on City owned land and the City has empowered the village through providing the land virtually for free and minimizing code enforcement. There are 33 residents and a governing “Council” consisting of residents whom self- enforce rules of the village. Residents may apply to the Council and the Church to become residents. There are posted rules of conduct. There are no maximum stay lengths but the village is only a little over a year old. The village is located in an industrial district and is next to Public Works and Park’s department land. The village is enclosed in chain link fence with two strands of barbed wire fencing and has a gate which is closed at night for security. Police indicate there are few problems and residents do a good job of self- enforcement. Within the village there are basically two types of housing with a central facility which is a Yurt structure which serves as a community room. During cold nights residents can stay in the Yurt. The Yurt also has computers, games and other functions. The two types of housing consist of a “Conestoga” which is a canvas type structure closed on both ends which provides very small “tiny homes” approximately 60-100SF. A second form of tiny home is a small slant roofed structure designed by a local architect. It is not bad but not great either. All homes are placed on sleds and are movable in order to avoid code and state statute compliance issues. No flames are permitted in the residences and there is no heat or electricity. Packet Pg. 155 Attachment2.1: Staff memo re: Eugene Oregon trip to review Homeless strategies (2681 : Homelessness: Defining the Issue in Fort Collins) 3 | P a g e There is a single bathroom building with a men’s and women’s restroom with a shower. This is also a temporary structure. On one side of the building there is a washer and dryer for clothing. There is also a donated work building constructed by local university students which serves for small projects by residents. Residents of Opportunity do not own residences nor do they build equity. Cost to stay is $3/night. Villagers help the parks department by cleaning restrooms at parks. It is not likely Opportunity Village could exist within the city of Fort Collins because it would not meet our building codes and there is no heat which would make it prohibitive in Colorado’s climate. Emerald Village This is a step up facility proposed across the street from Opportunity Village. Again the Faith Community is the primary provider and is planning on giving residents low cost “homes” in which they pay more rent but grow equity in the homes as they pay them down. Paying in this case means rent free but paying utilities. This is a form of transitional housing where residents have jobs and are working their way back into society. There is no limit on stay length but they have to apply to be able to get transitional housing. This village will have heating and electricity. Rest Stops These are small campgrounds of less than an acre. They are enabled by the City but operated by not for profits. They are limited by ordinance to 15 residents. Couples are permitted. Some of the rest stops are specifically for veterans. Like Opportunity Village they are located within chain link fence with barbed wire on top with a gate. The rest stops are closed during the day and residents are required to exit the camps. They are closed at night for security. Car Camps The name is not quite accurate. They really are campers that are located on various properties. The car camp program is operated by St. Vinnie’s with permission of the City. There is a designated person (Keith) that is charged with enforcement of the car camping program. Campers are actually in demand in some locations for security. Specifically they are often requested at construction sites to stem the theft of valuable construction materials. They are also located in other areas in the City including some parks sites. Park site stay lengths are limited to 90 days. There is no limit on stay length and from what we were able to witness, they were quite unattractive. Each Car Camp requires electricity and a port a pottie (paid by St. Vinnie’s). Residents are screened by St. Vinnie’s prior to be accepted. The car camping program has been in place since 1997. Packet Pg. 156 Attachment2.1: Staff memo re: Eugene Oregon trip to review Homeless strategies (2681 : Homelessness: Defining the Issue in Fort Collins) 4 | P a g e 30-40 units managed by St. Vinnie’s. Max of 4 residents/site. Camper vehicles must have wheels. Some residents have been in car camp sites for 3 years. Police Services pays $79,000 out of their budget a year for the management of this program. If there is a complaint St. Vinnie’s can pull the camp permit. Cost of program is about $90/month per site. They lose about $40K per year on the program.  Family Camping Program This is managed by St. Vinnie’s. They manage 1300 units  Service Station This is a one stop service station for the homeless. This is primarily supported by St. Vinnie’s. The facility provides a place for homeless to come and socialize, to do laundry, to get food, and to check in. The service station has lockers, bike storage, a kitchen, a food pantry, bathrooms, and showers.  Veteran’s Program The Veteran’s program was started by the City Manager and several others in the community including St. Vinnie’s. The intention of this program is to provide re-entry for Veteran’s. This program purchases under-utilized or vacant properties, guts them and rebuilds them into nice small homes. They then rent the homes at very low rates to veterans for up to two years. They have 6 homes in the program to date.  15 th Day Program This is a personal mission of the City Manager. There is evidence to indicate youth that remain homeless for more than 14 days have an 85% chance of becoming chronically homeless. The City Manager together with a team of agencies including the County and school district are currently working on a program to place a firewall at the 14 th day to prevent youth from getting to the 15 th day. The program is being design and is not yet in action. Packet Pg. 157 Attachment2.1: Staff memo re: Eugene Oregon trip to review Homeless strategies (2681 : Homelessness: Defining the Issue in Fort Collins) 5 | P a g e Packet Pg. 158 Attachment2.1: Staff memo re: Eugene Oregon trip to review Homeless strategies (2681 : Homelessness: Defining the Issue in Fort Collins) 6 | P a g e Packet Pg. 159 Attachment2.1: Staff memo re: Eugene Oregon trip to review Homeless strategies (2681 : Homelessness: Defining the Issue in Fort Collins) 7 | P a g e Packet Pg. 160 Attachment2.1: Staff memo re: Eugene Oregon trip to review Homeless strategies (2681 : Homelessness: Defining the Issue in Fort Collins) 8 | P a g e Packet Pg. 161 Attachment2.1: Staff memo re: Eugene Oregon trip to review Homeless strategies (2681 : Homelessness: Defining the Issue in Fort Collins) 9 | P a g e Packet Pg. 162 Attachment2.1: Staff memo re: Eugene Oregon trip to review Homeless strategies (2681 : Homelessness: Defining the Issue in Fort Collins) 10 | P a g e Packet Pg. 163 Attachment2.1: Staff memo re: Eugene Oregon trip to review Homeless strategies (2681 : Homelessness: Defining the Issue in Fort Collins) 11 | P a g e Packet Pg. 164 Attachment2.1: Staff memo re: Eugene Oregon trip to review Homeless strategies (2681 : Homelessness: Defining the Issue in Fort Collins) 12 | P a g e Packet Pg. 165 Attachment2.1: Staff memo re: Eugene Oregon trip to review Homeless strategies (2681 : Homelessness: Defining the Issue in Fort Collins) 13 | P a g e Packet Pg. 166 Attachment2.1: Staff memo re: Eugene Oregon trip to review Homeless strategies (2681 : Homelessness: Defining the Issue in Fort Collins) 1 of 3 | P a g e City Manager’s Office PO Box 580 300 LaPorte Ave. Fort Collins, CO 80522 970.221.6505 970.224.6107 - fax fcgov.com MEMORANDUM Date: October 30, 2014 To: Jeff Mihelich, Deputy City Manager From: Travis Machalek, Graduate Management Assistant Re: Homelessness Review of Danbury, CT; Saint Paul, MN; and “Campland on the Bay”, San Diego, CA Executive Summary Research was conducted on two municipalities and one private site mentioned in an Access Fort Collins request. The two municipalities (Danbury, CT and Saint Paul, MN) approach the issue of homelessness in two different manners. Danbury provides direct services (including a shelter) and collaborates with local entities in planning efforts directed at ending homelessness. Saint Paul provides funding to area non-profits working to address homelessness and participates in a successful police/provider/homeless population collaboration. Campland on the Bay (the private site mentioned in the Access Fort Collins request) is not, and has never been, a facility intended to serve individuals experiencing homelessness. More information on each of these entities can be found below. Danbury, CT Danbury, CT (population 83,000) is located approximately 70 miles northeast of New York City. The January 2014 point-in-time count identified 148 people in the Danbury region that were experiencing homelessness. The City of Danbury’s has taken a multi-pronged approach to addressing homelessness, including the provision of certain direct services and collaborative planning with the Danbury Housing Partnership. The City of Danbury runs one of the three local, year-round shelters (the other two are operated by non-profits). The City-run shelter provides 20 beds for men and women, plus an additional five beds designated for homeless veterans. A valid Connecticut ID is required in order to stay at the City shelter; a requirement that was implemented due to an influx of homeless individuals from neighboring jurisdictions (NYC). In addition to the shelter, the City of Danbury offers both a rental assistance program and a day center (information/referrals, screening for entitlement eligibility, and advocacy). In September of 2014, the City received a $650,000 grant from the state Department of Health to be used for security deposits, utility deposits, rent subsidies, and related expenses.1 The City adheres to the “Housing First” model, coupled with strict case management. 1 http://www.newstimes.com/local/article/Danbury-gets-650-000-to-aid-homeless-renters-5732024.php ATTACHMENT 2 Packet Pg. 167 Attachment2.2: Homelessness Research Memo (2681 : Homelessness: Defining the Issue in Fort Collins) 2 of 3 | P a g e The City of Danbury also approaches the issue of homelessness through collaborative planning. In 2014, the City partnered with the Danbury Housing Partnership to develop a Plan to End Chronic Homelessness (two consultants were retained to assist in the development of the plan: Public Consulting Group and solutions4community LLC). The plan contains action items to address the overall goals of “Increased Income & Economic Security”, “Improved Health & Effective Use of Health Services”, and “Increased Supply of Supportive Housing”. A review of news articles in the local paper (The News Times) reveals tension between the community and the homeless population. Downtown business owners are concerned about the impact of homeless individuals in the downtown area on their businesses. Solutions proposed in downtown partnership public meetings range from asking the package liquor stores to open up an hour later in the morning to banning social services offices from the downtown district.2 Additionally, one of the non-profit shelters that doubles as a soup kitchen (Dorothy Day Hospitality House) has drawn attention from Council due to concerns over the prevalence of drug activity in the area that has been attributed to the facility. Saint Paul, MN Saint Paul, MN (population 294,873) is the second largest city in the Minneapolis-Saint Paul metropolitan area (population 3.46 million). As of the January 22, 2014 point-in-time count, there were 780 homeless individuals (emergency shelters and unsheltered counts) in the Saint Paul area. The City of Saint Paul does not provide social services. Rather, its approach to addressing homelessness consists of coordinated efforts between the police, providers, and homeless population, as well as the utilization of funding mechanisms to provide support to the community of non-profits working on homelessness in the area. In terms of financial support, the City distributes roughly $500,000 each year in HUD Emergency Solutions Grant funding to organizations working to address homelessness in the Saint Paul area. These grant funds can be used for homelessness prevention, essential services, operating costs, or improvements to homeless facilities. Beyond the ECS funding, the City has set aside $400,000 from a Capital and Cultural Services ½¢ sales tax to fund supportive housing upgrades. The Saint Paul Police Department has been recognized by the U.S. Interagency Council on Homelessness for its Police-Homeless Outreach Program (P-HOP). The program (a partnership between the City of Saint Paul and the South Metro Human Services) consists of a P-HOP worker from the South metro Human Services who is stationed in a police sub-station and works with law enforcement to improve outcomes for homeless individuals with multiple police encounters. The Police Department also participates in “police-provider forums”, where police and providers consult each other on the best ways to help people experiencing homelessness. These forums have helped to build trust and knowledge sharing between the police, the providers, and the homeless population. Homelessness in Saint Paul is generally addressed with the same urgency as other issues in the community. That is to say, there is not a consistent voice in the community driving work on this issue at this time. However, it is important to note that in January of this year, the Mayors of both Saint Paul and Minneapolis announced an effort to end homelessness among veterans in the Twin Cities by January 2015. 2 http://www.newstimes.com/local/article/Nowhere-to-go-Danbury-homeless-speak-out-4758917.php#page-1 Packet Pg. 168 Attachment2.2: Homelessness Research Memo (2681 : Homelessness: Defining the Issue in Fort Collins) 3 of 3 | P a g e San Diego, CA (Campland on the Bay) Campland on the Bay (San Diego, CA) is a privately-owned, family-oriented recreation and entertainment location. Daily winter rates range from $39 for a Dry Site (not by the ocean) to $288.27 for a Super Site. Weekly winter rates range from $342 for a Limited Site to $1,278 for a Super Site. Summer rates are slightly higher. Campland has leased the property on which it is located from the City of San Diego since 1967. Beyond acting as the lessor, there appears to be no other City of San Diego involvement in the project. There is no indication that this commercial facility is, or ever has been, intended to serve as a facility for individuals experiencing homelessness. Packet Pg. 169 Attachment2.2: Homelessness Research Memo (2681 : Homelessness: Defining the Issue in Fort Collins) THE ROLE OF THE CITY IN HOMELESSNESS EFFORTS A review of various levels of city government involvement in efforts to address homelessness ATTACHMENT 3 Packet Pg. 170 Attachment2.3: Report on City Homelessness Role (2681 : Homelessness: Defining the Issue in Fort Collins) Table of Contents Burlington, VT ............................................................................................................................ 2 Nashville, TN (Combined City-County Metro Government) ..................................................... 3 Phoenix, AZ ................................................................................................................................ 4 Salt Lake City, UT ...................................................................................................................... 5 Packet Pg. 171 Attachment2.3: Report on City Homelessness Role (2681 : Homelessness: Defining the Issue in Fort Collins) Burlington, VT Direct Service Provision: No FTE Dedicated to Homelessness: 0 Programs of note:  The City is collaborative applicant for the Chittenden County Continuum of Care o Co-Chair of Continuum is a City Employee o City acts as a driver of policy and provides technical assistance  City developed a 10-Year Plan to End Homelessness (2004) o Recommendations for action included:  Increase supply of affordable housing  Increase the supply of permanent supportive housing  Increase transitional housing opportunities, with associated services, for those who need temporary supports before moving into independent permanent housing arrangements  Develop additional capacity to serve those who need permanent housing, but are resistant to traditional service models, including low demand/low engagement shelter/housing and harm reduction programs  Provide the resources necessary to help people maintain a stable housing situation and to prevent homelessness  Stably rehouse victims of domestic violence as soon as possible  Reduce discriminatory/cultural barriers to obtaining and keeping housing and services  Help people move into and keep employment, either at a livable wage or with sufficient additional supports to yield a livable wage equivalent  Develop a comprehensive housing and supportive services approach to ease the re-entry process of ex-offenders and to improve the likelihood for successful outcomes  Make sure that treatment for drug and alcohol abuse and for mental illness is readily and promptly available to those willing to accept it  Improve access to delivery of services  Improve the local delivery of services  Develop educational strategies to reduce homelessness  Develop better ways of measuring who, and how many, are homeless and what their individual needs are  The City has some Housing Trust Fund funding that could go to permanent supportive housing o The majority of funding distributed by the City to address homelessness is federal grant money Packet Pg. 172 Attachment2.3: Report on City Homelessness Role (2681 : Homelessness: Defining the Issue in Fort Collins) Nashville, TN (Combined City-County Metro Government) Direct Service Provision: No FTE Dedicated to Homelessness: 4 Programs of note:  Metropolitan Homelessness Commission (MHC) o Brings together advocates, nonprofit organizations, for-profit business leaders, government agencies, and the general public  Planning and coordinating entity focused on collaborative efforts that support permanent solutions to homelessness o Created to implement the City’s Ten Year Plan to End Chronic Homelessness o In June, 2014 Metro Council established commission as a permanent body of metro government  Responsibilities include:  To implement a coordinated and focused approach to ending homelessness and to develop measurable goals;  To assure participation of all stakeholders including homeless persons;  To maintain accurate, current data on homeless populations; and  To educate the public, service providers and other interested parties on issues related to homelessness. o FY 2013 budget of $1,465,200  How’s Nashville campaign o Launched by MHC in 2013 o Purpose is to foster collaboration among stakeholders from the nonprofit, business, faith-based, private, and government sectors to improve the local system in regard to the housing placement rate and retention of housing for individuals and families experiencing homelessness or at risk of homelessness. o Focused on permanent supportive housing  Online directory of services called Where to Turn in Nashville o Created by The Contributor  A nonprofit weekly street paper distributed by homeless individuals  Private Landlord Partnerships o Several private landlords set aside a few units at discounted rates to house people identified by How’s Nashville partners as vulnerable  Created a Cold Weather Community Response Plan o Different levels of cold triggering different responses o Partnership between government and nonprofit organizations  Adopt A Meter program o 26 donation meters posted in high-foot-traffic areas in downtown o Adopt-a-Meter offers a one-year sponsorship for $1,000 per meter  $1,000 used to cover rent and utility deposits, basic furniture, and household goods Packet Pg. 173 Attachment2.3: Report on City Homelessness Role (2681 : Homelessness: Defining the Issue in Fort Collins) Phoenix, AZ Direct Service Provision: Yes (Caseworkers) FTE Dedicated to Homelessness: 3 Programs of note:  Human Services Department o Family Advocacy and Homeless Services Division  FY 2014-2015 Budget of $4, 654,482  Combination of CDBG/HUD funds ($1,641, 600), General Funds ($2,981,914), and Other Funds (30,968)  11 FTEs in FY 2014-2015  3 for Homeless Program o One Administrative Assistant II o Two Caseworkers  Bonded in 2001 for Affordable Housing and Homeless Shelter - $1,053,000 o Built Watkins Emergency Shelter  Operated through a contract with a nonprofit organization  Year-round emergency shelter for homes single women and families  Sleeping accommodations  Meals  Laundry  Clothing  Health care  Behavioral health  Housing resources  Case management  Summer and Winter Respite programs o Coordinate collection, storage, and distribution of essential items  Items distributed by local community and faith-based homeless outreach teams  Items include : water, sunscreen hats, hygiene items, blankets, shoes, and seasonal clothing  Homeless Programs Section supports homeless services through contracts with community-based organizations to provide emergency shelter, transitional housing, permanent supportive housing, and other supportive services for homeless families and individuals Packet Pg. 174 Attachment2.3: Report on City Homelessness Role (2681 : Homelessness: Defining the Issue in Fort Collins) Salt Lake City, UT Direct Service Provision: No FTE Dedicated to Homelessness: 1 (Homeless Services Coordinator) Programs of note:  Full-time Homeless Services Coordinator o Administers federal emergency solutions grants (ESG) o Coordinates City’s efforts to combat homelessness  Works directly with service providers and other funding agencies  Contracted with Director of Stegner Environmental Dispute Resolution (EDR) Program of the University of Utah’s Law school to conduct a three-month study that will give the City a long-term situation analysis of homeless issues in Downtown  Homeless Outreach Service Team (HOST) o Launched in 2011 to connect homeless individuals with social service providers and resources o Trainings and regular meetings between PD officers and providers o Leverage meter donations and tax-deductible bank donations to help fund program o HOST reference card enable police officers to reach providers with one call o Once a week, various service e providers and City’s police department go to Pioneer Park or other outdoor location and contact people who do not usually use homeless services  Increased Police Presence in the Depot District (hot spot) o Increase of ten officers and two sergeants assigned to Depot District, Main Street, and Library Square o Super Operations  Officers from Community Intelligence Unit, Narcotics, Detectives, Public Relations, Salt Lake Information Center, and Patrol deployed  Operations conducted over the course of a week  Move from covert to overt in progression o Undercover Narcotics and Vice Operations  Weekly undercover operations in Depot District  Target illegal drug dealing, drug solicitation, prostitution, and other related crimes o Increased Patrols  Clean Teams o City partnered with Downtown Alliance and Valley Services to implement o Teams walk every street in Depot District once or twice a day  Pick up Trash  Perform small property maintenance o Valley Services supervises and employs the clean teams  Local nonprofit that employs individuals who suffer from mental illness or have been hindered by other life challenges  Janitorial service/Catering  Offers business related education programs Packet Pg. 175 Attachment2.3: Report on City Homelessness Role (2681 : Homelessness: Defining the Issue in Fort Collins) o Clean Team members are made up of users of the Weigand Center (Homeless Day Center)  Clean Team work may lead to other employment opportunities with Valley Services  Veterans Court o Allows direct connection to veterans’ treatment options and resources  Homeless Court o In operation since 2004 o Allows informal setting for hearing offenses like public intoxication, open container, and trespass to be heard. o Certain offenses not fully considered in homeless court based on seriousness (i.e. DUI, domestic violence, other assaultive conduct) Packet Pg. 176 Attachment2.3: Report on City Homelessness Role (2681 : Homelessness: Defining the Issue in Fort Collins) DRAFT Overview for the Fort Collins Community Conversations on Homelessness Background Due to a number of concerns in Spring and Summer 2014, the City of Fort Collins recognized a need to convene a forum or summit on homelessness. The City convened an initial meeting with Homeward 2020, the Bohemian Foundation, and the Chamber of Commerce to discuss what such a forum could accomplish. Homeward 2020 suggested utilizing CSH (the Corporation for Supportive Housing, a national expert on developing effective responses to homelessness) to facilitate these discussions. CSH provided technical assistance to the Fort Collins community in 2012 to develop an initial systems map demonstrating the current flow through services by someone experiencing homeless. Since this initial meeting, Homeward 2020, the City of Fort Collins, the Bohemian Foundation, and the Chamber of Commerce have committed to co-planning a set of community conversations on homelessness, to be held in Winter 2015, utilizing CSH as the primary consultant and facilitator. Additional meetings have been held between these community partners and CSH to develop the following outcomes and objectives. Planning continues to ensure these conversations will be well- managed, productive, and effective in achieving our collective outcomes. Key Outcomes for Community Conversations: 1. Community can actively voice concerns, offer ideas, and commit to participating in solutions that make homelessness rare, short-lived, and non-recurring 2. Frustrations of community are heard and incorporated into planning 3. Community develops a model for productive dialogue for addressing complex, charged issues 4. Community knows how to participate in collective efforts to address homelessness and who is taking on which aspects of the system 5. An action plan outlining steps in the short-, medium-, and long-term is constructed 6. Immediate action is able to be taken to begin implementing changes to the homelessness response system As currently proposed, the community conversations will be comprised of two separate sessions. The primary purpose of the first session is to provide an opportunity to develop a community-wide understanding of homelessness and its impacts on the community through facilitated dialogue. The primary purpose of the second session is to develop actionable, creative, and collaborative solutions to address homelessness. A description and key objectives of each session are included below. The details of each session are still in the process of being finalized as additional information and feedback from community partners is incorporated into the planning process. Session 1: Educational Feedback Session (est. date Jan. 20, 21, or 22) CSH would begin by conducting an initial in-person session to introduce the community conversations, provide an educational context regarding homelessness, and foster dialogue on addressing street homelessness. This session would take approximately 2-3 hours and could be repeated twice in the same day (morning and afternoon.) These sessions will be broadly open to the community and include a wide variety of stakeholders. ATTACHMENT 4 Packet Pg. 177 Attachment2.4: DRAFT Overview for the Fort Collins Community Conversations on Homelessness (2681 : Homelessness: Defining the Issue in Key Objectives for Session 1: 1. Increase knowledge of homelessness, its impact, and the current response system 2. Increase readiness among community to take action 3. Collect and refine data and information regarding the homelessness response system to inform Session 2 4. Provide a space for facilitated, effective dialogue around homelessness Following Session 1, CSH would work with Fort Collins community partners and other relevant community stakeholders to obtain and analyze key data regarding system performance and gaps in order to further develop the agenda for Session 2. Session 2: Developing Actionable, Creative, and Collaborative Solutions (est. date Feb. 3, 4, or 5) Session 2 will be informed by the results of Session 1 above and any feedback obtained through additional meetings, focus groups, or community surveys conducted by community partners. This in-depth one-day session will walk participants through clearly defining and prioritizing gaps/challenges within the system and developing concrete action steps to address them. CSH will provide a brief report summarizing the engagement and providing recommendations. Key Objectives for Session 2: 1. Develop an action plan for addressing gaps and challenges in the homelessness response system 2. Increase buy-in and commitment from participants to implement action plan Packet Pg. 178 Attachment2.4: DRAFT Overview for the Fort Collins Community Conversations on Homelessness (2681 : Homelessness: Defining the Issue in 1 HOUSING PROVIDERS AND NON-PROFIT AGENCIES FUNDED BY CITY OF FORT COLLINS WORKING TO PREVENT HOMELESSNESS OR WORKING WITH PEOPLE WHO ARE HOMELESS AFFORDABLE HOUSING FORT COLLINS HOUSING AUTHORITY: Redtail Ponds Permanent Supportive Housing Fort Collins Housing Authority is building Redtail Ponds Permanent Supportive Housing. This affordable housing project will provide 60 units of housing for the chronically homeless, and those at risk of homelessness. Residents will receive long-term case management and supportive services. FORT COLLINS HOUSING AUTHORITY: Tenant-Based Rental Assistance (TBRA) for CDDT The Fort Collins Housing Authority provides rental assistance to chronically homeless people through the Tenant Based Rental Assistance program. The Community Dual Disorders Treatment (CDDT) program works with people suffering from both severe mental illness and a severe substance abuse disorder. Housing eligibility, compliance, coaching, housing search, lease negotiations, housing retention and re-housing issues are among the functions of the CDDT program. FORT COLLINS HOUSING AUTHORITY: Village on Redwood: A Vibrant, Sustainable Community Fort Collins Housing Authority will be building a new affordable rental housing community. Once built, Seventy-Two: A Vibrant Sustainable Community will provide 72 units of affordable rental housing to households with incomes between 0-60% Area Median Income (AMI). HOUSING CATALYST (FCHA): Villages on Cunningham Corner Rehabilitation Housing Catalyst, LLC, a wholly-owned entity of Fort Collins Housing Authority, purchased and is e rehabilitating 284 units of permanently affordable rental housing at the Villages at Cunningham Corner, located at the northeast corner of Horsetooth Road and Shields Street. Most of the residents at this community have household incomes between 30-60% of AMI. NEIGHBOR TO NEIGHBOR Neighbor to Neighbor provides stable, affordable rental housing low-income and extremely low- income residents. Coachlight Plaza offers 68 rental units to clients earning 30% AMI or less. VILLAGES, LTD. (FCHA): Village on Matuka Villages, Ltd., the non-profit arm of Fort Collins Housing Authority, was funded to rehabilitate 20 permanently affordable rental units at the Villages on Matuka Court, located off of East Conifer. The residents at this community have household incomes between 0-30% of AMI. ATTACHMENT 5 Packet Pg. 179 Attachment2.5: Housing Providers and Agencies Preventing Homelessness (2681 : Homelessness: Defining the Issue in Fort Collins) 2 PUBLIC SERVICE CATHOLIC CHARITIES: Senior Services Senior Outreach Services provides assistance to at-risk elderly with the goal of enabling them to maintain greater health, safety, and independence. This program assists at-risk elderly to remain in their homes. CATHOLIC CHARITIES: Shelter and Post-Shelter Services Catholic Charities’ shelter (the Mission) provides shelter, food, case management, resource navigation, benefits application assistance, and transitional housing help in support of the homeless and near homeless. COLORADO HEALTH NETWORK dba NORTHERN COLORADO AIDS PROJECT (NCAP): Client Services The Case Management and Homelessness Prevention Programs help families and individuals coping with HIV/AIDS retain their household stability and health as their ability to be financially independent diminishes. CROSSROADS SAFEHOUSE: Domestic Violence Family Advocacy Program Crossroads provides emergency shelter, services and outreach to abused adults who face homelessness at a full-service facility. DISABLED RESOURCE SERVICES: Access to Independence (ATI) Program The ATI Program provides supportive case management and community assistance to increase the independence of adults with severe disabilities many of whom have either been homeless or are at risk of becoming homeless. HOMELESSNESS PREVENTION INITIATIVE (HPI): Emergency Rental Assistance Emergency Rent Assistance provides temporary funding to cover the cost of rent for families facing eviction. THE MATTHEWS HOUSE: Empowering Youth Program The Matthews House intensively works with at-risk, homeless, and abused youth, ages 16-21, transitioning them to become contributing adult community members. Case management, independent living skills, and aftercare are offered towards achieving self-sufficiency. NEIGHBOR TO NEIGHBOR (N2N): Housing Counseling Housing Counseling consists of the following services: Emergency Rent Assistance Counseling, Pre- rental Counseling, Landlord/Tenant Counseling, Pre-purchase Counseling/Homebuyer Classes and Training, Mortgage Default Counseling and Reverse Mortgage Counseling. NEIGHBOR TO NEIGHBOR (N2N): Rent Assistance Neighbor to Neighbor’s Emergency Rent Assistance Program provides rent assistance and first month’s rent for residents who need financial assistance to maintain housing. Clients are assisted Packet Pg. 180 Attachment2.5: Housing Providers and Agencies Preventing Homelessness (2681 : Homelessness: Defining the Issue in Fort Collins) 3 with a one-time payment up to $350 for rent assistance, and up to $500 towards a first month’s rent payment. PROJECT SELF-SUFFICIENCY (PS-S): Services for Single-Parent Families The mission of Project Self-Sufficiency is to assist low-income single parents in their efforts to build and maintain strong, healthy families, achieve economic independence, and become free from community and government assistance, many are homeless or at risk or becoming homeless. SERVE 6.8: Sister Mary Alice Murphy Center for Hope Serve 6.8 assumed ownership and the operations function for the Murphy Center in summer of 2013. The request funding covers a portion of salaries for the five resource specialists working with clients who are homeless or at risk of becoming homeless. TOUCHSTONE HEALTH PARTNERS: Community Dual Disorders Treatment (CDDT) Program The CDDT is a collaboration of Larimer Center for Mental Health, the Health District of Northern Larimer County and the Fort Collins Housing Authority, which combines intensive case management and therapeutic services with housing assistance for persons with severe mental illness and severe substance abuse disorders, many of whom are homeless or at risk of becoming homeless. TOUCHSTONE HEALTH PARTNERS: Critical Mental Health Services--Murphy Center The Mental Health specialist at the Murphy Center does initial mental health assessments, provides up to 10 short-term therapy sessions, collaborates for a spectrum of care with other community health providers, and performs crisis intervention triage, as necessary for people who are homeless or at risk of becoming homeless. Packet Pg. 181 Attachment2.5: Housing Providers and Agencies Preventing Homelessness (2681 : Homelessness: Defining the Issue in Fort Collins) Homelessness Defining the issue in Fort Collins ATTACHMENT 6 Packet Pg. 182 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Direction Sought • Does Council agree that the current City role should continue at the same level of funding, facilitating, and convening? • Would Council like to see additional services provided by the City? • Does Council need additional information or have any suggestions for changes? 2 Packet Pg. 183 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) State of Homelessness Nationally: • 610,042 people experiencing homelessness – 222,197 families – 387,845 individuals – Approx. 50,000 youth – 18% chronically homeless – 9% veterans – Almost one quarter (23%) under 18 – The number has declined 9% since 2009 *Source: National Alliance to End Homelessness 3 Packet Pg. 184 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) State of Homelessness Colorado: • Denver – 5,812 (January 2014) – 36% women – 43% families – 24% “newly” homeless – Anecdotal information (DenverPost and FC Rescue Mission) indicates reasons for rise in Colorado • Rise due to marijuana • Hot job market • Desire to live in Fort Collins *Source: The Gathering Place 4 Packet Pg. 185 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) State of Homelessness Fort Collins: • 289 individuals – Winter PIT – 33% families – 5% veterans – 16% chronically homeless • 438 individuals – Summer PIT – 8% families – 9% travelers – 8% veterans – 31% chronically homeless *Source: Homeward 2020 Point-in-Time Count 5 Packet Pg. 186 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Definition of Terms • Chronic Homelessness – continually homeless for a year or more, or at least 4 episodes of homelessness in the past 3 years. • Situational Homelessness – Something happened to cause their homelessness (sickness, loss of job, divorce, etc.) • Transient – not interested in housing; may be traveling through town or prefer camping 6 Packet Pg. 187 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Gaps Analysis • Gaps in continuum of housing • Needs for homeless youth and families • Previously incarcerated have few choices • People with pets have few choices • Couples or other familial situations 7 Packet Pg. 188 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Best Practices • Clear, deliberate, comprehensive strategy • Plan – Homeward 2020 has 10 year plan • Data – Point In Time Counts and Homelessness Management Information System (HMIS) • Emergency Prevention • Systems Prevention 8 Source: National Alliance to End Homelessness Packet Pg. 189 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Best Practices • Outreach • Shorten Homelessness • Rapid Re-Housing • Supportive Services • Permanent Housing • Income 9 “Rare, Short-lived, and Non Recurring” Packet Pg. 190 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Best Practices by Population • Chronic Homelessness – Permanent Supportive Housing • Family Homelessness – Rapid Re- Housing with access to services • Youth Homelessness (up to age 25) – Intervention services, housing options, transition support • Veteran Homelessness – Permanent Supportive Housing, Rapid Re-Housing, Discharge Support 10 Packet Pg. 191 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Housing First Approach • Emphasizes stable, permanent housing • Focus on quick access • Variety of services to promote stability and well- being • Standard lease agreement 11 Packet Pg. 192 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Proven Outcomes 12 Permanent Supportive Housing Permanent Supportive Housing Improves housing stability Improves housing stability Improves mental and physical health Improves mental and physical health Reduces substance abuse Reduces substance abuse Improves income and employment Improves income and employment Creates social and community connections Creates social and community connections Packet Pg. 193 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Permanent Supportive Housing 13 Opening February 2015! 60 Units Serving: Homeless veterans Homeless w/ a disability Other low-income residents Developed and owned by the Fort Collins Housing Authority Packet Pg. 194 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Eugene, OR Eugene, OR • Approx. 3,000 homeless • “Tiny homes” • Opportunity Village/Emerald Village • Homeless camps/rest stops • Car camping • Service station • HMIS • Veteran’s housing 14 Packet Pg. 195 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) 15 Opportunity Village, Eugene Packet Pg. 196 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Eugene, OR 16 St. Vincent de Paul Service Station Rest Stops Car Camping Packet Pg. 197 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) “Tiny Homes” 17 Opportunity Village Eugene Other examples Packet Pg. 198 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Salt Lake City, UT Salt Lake City, UT • 247 chronically homeless • City does not provide direct service • 1 FTE – Homeless Services Coordinator • Homeless Outreach Service Team (HOST) • Increased Police presence in Depot District focusing on illegal behavior • Clean Teams- Daily Cleaning • Veterans Court • Homeless Court • Homeless Services Coordinator 18 Stepped up patrols in Depot District focus on pragmatic solutions and compassion Packet Pg. 199 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Salt Lake City, UT Salt Lake City, UT 19 What Salt Lake City did was simple: It created attractive housing that street people actually longed to live in, provided the new residents with plenty of on-site counseling to help them with problems such as drug abuse and unemployment, and put one person in charge who could get government and nonprofit agencies to work together. Packet Pg. 200 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Funding Process Flowchart Process 20 Funders Service Providers People in Need Enforcement Recidivism Independent Living Intake Screening Sentencing Alternatives Courts/Special Agency Sessions People breaking law Packet Pg. 201 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) 21 Sentencing Alternatives Packet Pg. 202 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) City Funding – Housing Projects Homelessness Prevention Housing Provider/Project 2014 2013 2012 2011 Total FCHA-Redtail Ponds Supportive Housing $350,000 $455,000 $586,077 $1,391,077 FCHA-Tenant based Rental Assistancefor Community Dual DisordersTreatment $156,240 $156,240 FCHA-Village on Redwood $1,312,745 $1,312,745 Housing Catalyst (FCHA)-Cunningham Corner $38,191 $899,651 $1,072,811 $2,010,653 Neighbor to Neighbor -Coachlight Plaza $43,257 $34,515 $77,772 Villages-Village on Matuka $380,000 $380,000 Totals $1,744,193 $934,166 $1,684,051 $586,077 $4,948,487 22 Packet Pg. 203 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) City Funding for Public Service Public Service Funding for Homelessness or Homelessness Prevention Service Provider Name 2014 2013 2012 2011 Total Catholic Charities Senior Services $15,000 $15,000 $15,000 $11,331 $56,331 Catholic Charities Shelter & Rapid Rehousing $40,000 $40,000 $40,000 $40,000 $160,000 Colorado Health Network $18,514 $14,240 $15,000 $24,500 $72,254 Crossroads Safe.-Advocacy $39,000 $31,885 $39,853 $42,202 $152,940 Disabled Resource Services $26,261 $26,186 $23,370 $28,442 $104,259 Homeless Prevention Initiative- Rent Assistance $45,000 $45,000 $45,000 $45,000 $180,000 Matthews House-Youth Prog. $34,158 $32,229 $27,000 $27,639 $121,026 Neighbor to Neighbor - Housing Counseling $38,630 $33,175 $29,760 $40,175 $141,740 Neighbor to Neighbor – Rent assistance $36,125 $30,000 $25,000 $25,000 $116,125 Project Self Sufficiency-Services for Parents $30,000 $33,000 $22,000 $22,000 $107,000 Timberline Church Serve 6.8-Murphy Center $18,533 $18,533 Touchstone-CDDT Program $31,328 $28,380 $14,000 $73,708 Touchstone-Mental Health-Murphy $18,000 $22,500 $10,000 $50,500 Totals $390,549 $323,215 $320,363 $320,289 $1,354,416 23 Packet Pg. 204 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) New Service Provider programs • One Village One Family • Genesis Project • Faith Family Hospitality • Municipal Court Special Agency Sessions* • Matthews House Community Life Center* • Winter Overflow Shelter* 24 * City Funded Packet Pg. 205 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Other New Housing • Governor’s Office Permanent Supportive Housing Toolkit • Community Capital Improvement Program offer – second permanent supportive housing project 25 Packet Pg. 206 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) City’s Role How • Funder • Convener • Facilitator • Enforce Laws Who • Social Sustainability • Police • Neighborhood Services • Municipal Court • City Attorney’s Office • Fort Collins Housing Authority • Poudre Fire Authority 26 Packet Pg. 207 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Next Steps • Homeward 2020 – Community Summit – Around January 20, 21, 22 for first session – First week of February for second session • DDA, homeless providers, City, others – starting an advisory committee • HMIS system – City funded budget item 27 Packet Pg. 208 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Direction Sought 28 • Does Council agree that the current City role should continue at the same level of funding, facilitating, and convening? • Would Council like to see additional services provided by the City? • Does Council need additional information or have any suggestions for changes? Packet Pg. 209 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) 29 Back Up Slides Packet Pg. 210 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Aggregated Process Flow 30 Packet Pg. 211 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Re-designed Process Flow 31 Packet Pg. 212 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Danbury, CT Danbury, CT • 148 people homeless • Multi-pronged approach – some direct service • City-run shelter, rental assistance, and day center • Housing First model • Partnered to develop Plan to End Chronic Homelessness • Downtown businesses concerns 32 Packet Pg. 213 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Saint Paul, MN Saint Paul, MN • 780 people homeless • City does not provide direct service • Coordinated efforts • City distributes HUD funding and sets aside funds • St. Paul Police Department recognized for program • Effort to end homelessness among veterans 33 Packet Pg. 214 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Burlington, VT Burlington, VT • 537 people homeless • City does not provide direct service • Collaborate with Chittenden County Continuum of Care • Developed 10-year plan to end homelessness • Housing Trust Funds 34 Packet Pg. 215 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Nashville, TN Nashville, TN • 2,301 people homeless • City does not provide direct service • Metropolitan Homelessness Commission • How’s Nashville campaign • Online directory of services • Private landlord partnerships • Cold Weather Community Response Plan • Adopt A Meter program 35 Packet Pg. 216 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Phoenix, AZ Phoenix, AZ • 5,918 people homeless • City does provide direct services: – 3 FTE caseworkers – Human Services Department – Affordable Housing and Homeless Shelter – Summer and Winter Respite programs – Homeless Programs Section 36 Packet Pg. 217 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Recommendations/Options • Continue to support/fund housing and services that are proven (chronic and situational) • Continue to partner, convene, and facilitate community services/inter-agency task force • Provide specific responses such as lockers at Murphy Center 37 Packet Pg. 218 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) Recommendations/Options • Other ideas from other communities (?) –Camping – Tiny homes –Ambassadors • Outcomes from Community Summit • Impact of upcoming projects 38 Packet Pg. 219 Attachment2.6: Powerpoint presentation (2681 : Homelessness: Defining the Issue in Fort Collins) DATE: STAFF: December 6, 2014 Beth Sowder, Interim Director of Social Sustainability Bruce Hendee, Chief Sustainability Officer WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Social Sustainability Department Strategic Plan Update. EXECUTIVE SUMMARY The purpose of this work session item is to provide City Council with an update on the development of the Social Sustainability Department Strategic Plan, as well as to receive input from City Council on the work done to date. Based on feedback received including a need to simplify, the plan is still in the early stages of refinement. It engages a prioritized alignment with the City’s Strategic Plan, deeper integration with the triple bottom line, and clearer alignment with the role of the Social Sustainability Department. It strives to address emerging challenges, including physical and mental health, increased housing costs and poverty, and increased homelessness. The City has assumed the role of funder, facilitator, and convener without entering into direct provision of services. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. Does City Council support the four themes as presented? 2. Are there any themes missing that Council feels the Social Sustainability Department should consider? 3. Are there any strategies or actions in which the City should not be involved? BACKGROUND / DISCUSSION The City’s commitment to sustainability is seen through:  Continued expression of the community’s resolve to act sustainably: to systematically, creatively, and thoughtfully utilize environmental, social, and economic resources to meet present needs and those of future generations without compromising the ecosystems on which we depend  Policies and actions that are not developed and implemented in isolation from one another; rather, the focus is on integration  Encouraging systems thinking to recognize and emphasize interrelationships among all aspects of City operations  Recognition of the interdependent economic, social, and environmental implications of policies, decisions, and outcomes  Recognition of the benefits and tradeoffs across all three of these topic areas Social Sustainability is the practice of creating a diverse and equitable society that successfully meets the basic needs of all residents. This is done through programs, policies, and partnerships that provide equity and opportunities for all. The Department of Social Sustainability was formed in early 2012 by splitting the Advance Planning Department and moving the Affordable Housing function and City Competitive Process into the new department. While those functions already existed, it was generally recognized that this new department had more potential to impact and inform the City’s focus on the triple bottom line approach. In an effort to better define the role of the Social Sustainability Department (SSD), a Gaps Analysis was conducted in late 2013. Additionally, the SSD engaged in an extensive Housing Affordability Study, which is still in progress. Packet Pg. 220 December 6, 2014 Page 2 The Social Sustainability Department presented a draft strategic plan to City Council at the July 22, 2014 work session (Attachment 1). With transitions in the department this fall, staff recognized the need to re-examine the work done to date. Staff took a fresh look in an effort to have a more expressed and clearly prioritized alignment with the City’s Strategic Plan, which includes a strategic objective to “develop clear goals, strategic definition and description of the City’s social sustainability role within the community.” Additionally, as Economic Health and Environmental Services are developing departmental strategic plans as well, there are more opportunities for increased alignment among the strategic plans in the Service Area. There will be deliberate alignment with vision, goals, and actions. The core role of SSD has been and continues to be: 1. Funding, policy, and partnerships for community human service agencies 2. Funding, policy, and partnerships for affordable housing 3. Funding, policy, and partnerships for poverty and homelessness reduction/mitigation 4. Collaborate and influence internal City departments as well as external agencies/partners The overall structure of the plan is proposed to include four themes:  Community Wellness  Diversity  Shared Prosperity  Housing Each theme will include:  Vision  Alignment to the City’s Strategic Plan  Roles  Goals with strategies and metrics In each theme area, the focus includes both the past and current role of SSD, as well as the vision for future roles. Emphasis was strategically placed on areas the department can impact. In many areas, SSD focuses on ensuring that specific groups (i.e. children under six, seniors, low-income persons) are reached by serving as the organizational voice for underrepresented populations. This version does not include “mobility” as a stand-alone theme because it is not the focus or lead work of the Department or Service Area. Rather, the appropriate action items were folded into the other themes. Regarding mobility, the role of Social Sustainability includes consulting, collaborating, and advocating for inclusion of varied and often vulnerable populations in the City’s transportation work. Diversity was added as a theme. Promoting and celebrating diversity is a key activity within this theme area. It is one of the lead charges for the Social Sustainability Department, as well as collaborative work with other departments. However, no other City department is leading in this area where there is very clear alignment with the City’s Strategic Plan. Lastly, the former theme of “Income Disparity” was changed to “Shared Prosperity.” The Sustainability Service Area is taking a holistic approach on prosperity, defining it as more abundant resources, choices, connections, and opportunities while continuing to recognize the important consideration of environmental impacts. There is understanding that not everything is equal, but opportunity is available and accessible. Community Wellness The vision for this theme area is “Access to opportunities for optimal physical and mental health for all community members.” Packet Pg. 221 December 6, 2014 Page 3 Alignment to the City’s Strategic Plan - Promote health and wellness within the community:  Active and healthy lifestyles  Access to mental health services  Access to locally grown and healthy food  Preservation and provision of responsible access to nature  Engage citizens in ways that educate and change behavior toward more sustainable living practices  Improve safety and accessibility of all modes of travel including vehicular, pedestrian, and bicycles for all segments of our population; there is opportunity for collaboration between the Social Sustainability and Transportation Departments  Improve community involvement, education, and regional partnerships to make our community safer and stronger Diversity The vision for this theme area is “A welcoming, inclusive community where all residents and visitors feel valued, safe, and connected.” Alignment to the City’s Strategic Plan - Expand organizational and community knowledge about diversity and embrace cultural differences:  Improve low and moderate income citizen access to, and participation in, City programs and facilities  In collaboration with others, work towards age-friendly travel options  Promote events and programs that recognize and celebrate social, cultural, and human diversity There is opportunity to expand the overall definition and understanding of diversity. Shared Prosperity The vision for this theme area is “Access and opportunity for all community members to have resources for stability and self-sufficiency.” The SSD role is to provide funding and policies for programs that meet individual basic needs and in turn, provide a safety net that fosters stability. Another departmental role is to provide funding and policies for programs that provide opportunities for individuals to become self-sufficient. As community needs are met through programming, policies, and partnerships, the individual is then able to experience the stability necessary to gain self-sufficiency and eventually, upward mobility. Alignment to the City’s Strategic Plan - Address the impact of increasing poverty and homelessness: Prosperity is seen as maintaining more abundant resources, choices, connections, and opportunities. It is strengths-focused, and includes the philosophical questions of Social Sustainability researchers and experts:  Can this generation pass on a high quality of life to the following generations?  Can this generation provide a high quality of life to everyone in the community? Housing The vision for this theme area is “All citizens have access to quality affordable housing that meets their needs.” Alignment to the City’s Strategic Plan - Improve access to a broad range of quality housing that is safe, accessible, and affordable:  Implement indoor air quality improvement initiatives  Opportunities for redevelopment, revitalization, and growth in targeted areas Packet Pg. 222 December 6, 2014 Page 4 Next Steps Utilizing a similar process as the Economic Health Strategic Plan, the Social Sustainability Strategic Plan will have developed action items and performance metrics to align with the themes. Engagement with the public, non-profit and other agencies, City departments, and appropriate Boards and Commissions will provide valuable feedback that will be incorporated into the draft plan. The draft plan will be refined based on Council and public feedback. The plan will be finalized by incorporating infographics, easy to follow layout, and meaningful images. Staff will seek City Council approval in spring 2015. ATTACHMENTS 1. Work session summary, July 22, 2014 (PDF) 2. Powerpoint Presentation (PDF) Packet Pg. 223 Social Sustainability 321 Maple Street PO Box 580 Fort Collins, CO 80522 970.221.6758 MEMORANDUM DA: July 23, 2014 TO: Mayor and Councilmembers TH: Darin Atteberry, City Manager Jeff Mihelich, Deputy City Manager Bruce Hendee, Assistant City Manager FR: Mary Atchison, Social Sustainability Department RE: Work Session Summary—July 22, 2014 re: Social Sustainability Strategic Plan Draft On July 22, 2014 Social Sustainability Director Mary Atchison, Assistant City Manager Bruce Hendee, and Ben Herman from Clarion Associates presented a draft of the Social Sustainability Strategic Plan to Council. Councilmembers present included Mayor Karen Weitkunat, Mayor Pro Tem Gerry Horak, Ross Cunniff, Wade Troxell, Gino Campana, Lisa Poppaw and Bob Overbeck. City Manager Darin Atteberry was also present. Mary Atchison provided an overview of the draft Strategic Plan and asked for Council input. Major Discussion Points included the following:  A need to focus the plan was expressed by more than one Councilmember.  Include strategies in the Health and Wellness section about encouraging physical exercise.  Frame clearly what the City’s role is in these issues.  The City has the opportunity to provide analyses of our social systems and work toward system integration.  There is a need to ensure that we do not include students in our poverty statistics.  Clearly define our terms, such as poverty and seniors.  Remove mentions of specific organizations.  Rephrase any references to ‘funding’ programs.  Include the concept of Environmental Justice. Follow Up Items: None ATTACHMENT 1 Packet Pg. 224 Attachment3.1: Work session summary, July 22, 2014 (2680 : Social Sustainability Department Strategic Plan Update) Social Sustainability Strategic Plan Social Sustainability Strategic Plan Beth Sowder, Interim Director of Social Sustainability ATTACHMENT 2 Packet Pg. 225 Attachment3.2: Powerpoint Presentation (2680 : Social Sustainability Department Strategic Plan Update) Direction Sought • Does City Council support the four themes as presented? • Are there any themes missing that Council feels the Social Sustainability Department should consider? • Are there any strategies or actions in which the City should not be involved? 2 Packet Pg. 226 Attachment3.2: Powerpoint Presentation (2680 : Social Sustainability Department Strategic Plan Update) A Commitment to Social Sustainability 3 Packet Pg. 227 Attachment3.2: Powerpoint Presentation (2680 : Social Sustainability Department Strategic Plan Update) Focus of Sustainability Services Social, Environmental, Economic 4 • Climate • Housing • Income Opportunity • Sense of Place & Community • Health and Well Being • Resource Conservation Packet Pg. 228 Attachment3.2: Powerpoint Presentation (2680 : Social Sustainability Department Strategic Plan Update) Purpose of SSD Strategic Plan 5 • Ensure alignment with City’s Strategic Plan • Deeper integration with Triple Bottom Line • Define role of Social Sustainability Department • Address emerging challenges: Ø Physical and mental health Ø Increased housing costs & poverty Ø Increased homelessness Packet Pg. 229 Attachment3.2: Powerpoint Presentation (2680 : Social Sustainability Department Strategic Plan Update) Municipal Focus Social Sustainability Department is strategic: • In funding • In focus areas Programs and priorities are based on: • Community data • Community Gaps Analysis • Emerging social sustainability research 6 Packet Pg. 230 Attachment3.2: Powerpoint Presentation (2680 : Social Sustainability Department Strategic Plan Update) SSD Core Role The core role of SSD has been funding, policy, & partnerships for: • Community human service agencies • Affordable housing • Poverty and homelessness reduction/mitigation Increasing efforts in: • Collaborate and influence internal City departments as well as external agencies/partners 7 Packet Pg. 231 Attachment3.2: Powerpoint Presentation (2680 : Social Sustainability Department Strategic Plan Update) Municipal Role 8 THE GOAL? Build resources by contributing to access and opportunities for: STABILITY Safety Net SELF-SUFFICIENCY Ladder Packet Pg. 232 Attachment3.2: Powerpoint Presentation (2680 : Social Sustainability Department Strategic Plan Update) Early Childhood Example City Strategies City Actions Others Involved Programs Funding. Childcare scholarships through: • B.A.S.E. Camp • Boys & Girls Club • Family Center/La Familia • Teaching Tree • Respite Care WomenGive, foundations, private and corporate donors, parent pay Policies Advocate for CCAP changes LC Early Childhood Council, United Way, PSD, CSU, State Representatives Partnerships Participate in United Way’s BeReady Campaign United Way and 40 other entities 9 Packet Pg. 233 Attachment3.2: Powerpoint Presentation (2680 : Social Sustainability Department Strategic Plan Update) Social Sustainability Strategic Plan Themes 10 • Community Wellness • Diversity • Shared Prosperity • Housing Packet Pg. 234 Attachment3.2: Powerpoint Presentation (2680 : Social Sustainability Department Strategic Plan Update) Community Wellness 11 Access to opportunities for optimal physical and mental health for all community members • Active and healthy lifestyles • Access to locally grown and healthy food Packet Pg. 235 Attachment3.2: Powerpoint Presentation (2680 : Social Sustainability Department Strategic Plan Update) Diversity 12 Welcoming, inclusive community where all residents feel valued, safe, and connected. • Promote and maintain a welcoming, inclusive community • Encourage expansion of affordable transportation options Redtail Ponds Packet Pg. 236 Attachment3.2: Powerpoint Presentation (2680 : Social Sustainability Department Strategic Plan Update) 13 Shared Prosperity Access and opportunity for all community members to have resources for stability and self-sufficiency • Close skills gap and increase career pathways Packet Pg. 237 Attachment3.2: Powerpoint Presentation (2680 : Social Sustainability Department Strategic Plan Update) Housing 14 All citizens have access to quality affordable housing • Meets their needs • Broad range of quality housing Ø Safe Ø Accessible Ø Affordable Ø Options Packet Pg. 238 Attachment3.2: Powerpoint Presentation (2680 : Social Sustainability Department Strategic Plan Update) Next Steps • Develop actions and performance metrics • Public Engagement • Refine the Plan based on Council and Board and Commission Input • Finalize the plan – including infographics, layout, and images • Seek City Council approval 15 Packet Pg. 239 Attachment3.2: Powerpoint Presentation (2680 : Social Sustainability Department Strategic Plan Update) Direction Sought • Does City Council support the four themes as presented? • Are there any themes missing that Council feels the Social Sustainability Department should consider? • Are there any strategies or actions in which the City should not be involved? 16 Packet Pg. 240 Attachment3.2: Powerpoint Presentation (2680 : Social Sustainability Department Strategic Plan Update) DATE: STAFF: December 6, 2014 Ginny Sawyer, Policy and Project Manager Darin Atteberry, City Manager WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Renewal of the Community Capital and Street Maintenance Program Taxes. EXECUTIVE SUMMARY The purpose of this item is to provide materials and recommendations for Council to consider as the ¼ cent tax renewals move forward. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. Are there adjustments Council would like to make to the current project list? 2. Does Council support the recommendation to seek renewal of the Street Maintenance Program for a 10-year term? 3. Does Council support to consider two resolutions on December 16, 2014? a. Supporting the Capital Improvement Project list and; b. Supporting pursuing a separate initiative sometime in the future for Vine and Lemay and South Timberline road projects? BACKGROUND / DISCUSSION The current capital improvement ¼ cent tax, Building on Basics, and the Street Maintenance Program ¼ cent tax will both expire December 31, 2015. Both renewals are currently being considered for the April 2015 election. Capital Improvement Staff, Council, and the public have been working and dialoguing since mid-2013 on the creation of a capital improvement project list that represents the highest needs and desires of our community looking forward. The community has supported a dedicated tax for capital improvement since 1973 and having the opportunity to shape and influence the next potential package is an exciting endeavor.  In May 2013, staff started the process by compiling a list of unfunded projects approved through master plans. Some projects were added from community-based priorities and through City strategic planning. These projects totaled over $400 Million and were all ranked by budget teams based on the projects alignment to strategic objectives. Staff prioritized the projects down to approximately $200 million to proceed through extensive public outreach.  Council reviewed the process and projects at a work session in September 2013 and again in December 2013.  Between September 2013 and January 2014, staff met with eight City Boards, the Visit Fort Collins Board, the Chamber Legislative Committee, and a CityWorks Alumni group to seek feedback on both process and projects.  Council reviewed a more refined project list in July 2014. Packet Pg. 241 December 6, 2014 Page 2  Major public outreach on the refined list began in August 2014 and has included an interactive website, a Board and Commission “Super Meeting,” a CityWorks Alumni Forum, attendance at the South Fort Collins Business Association, a public open house, a Community Issues Forum, a “mini” drop-in at the Senior Center, and a booth at the Sustainable Living Fair.  Council again reviewed the process and projects on September 30 and October 11. At the October 11 Council session many adjustments were made including funding the downtown restroom and the EPIC improvements out of the 2015-16 budget. The trail projects were removed since they have another dedicated funding source. There were also name changes and further project refinement.  In late October the on-line tool was converted to a calculator tool that allowed citizens to select up to $75 million in projects. Staff also continued to meet with City Boards (NRAB, COD, DDA) and the Chamber Legislative Committee. Online feedback is shown in Attachment 5. Since October, staff has continued to refine project descriptions, details, titles, operation and maintenance needs, and forecasting. The current spreadsheet (Attachment 2) reflects: 1. Most recent forecasting formula which estimates total ¼ -cent revenue over 10 years at $81.4 million. This forecasting could occur once more before the end of the year to reflect the most recent numbers. 2. A project dollar amount of approximately $74 million. This number represent the total revenue projection minus operation and maintenance costs for four years for projects that require O&M support in the first few years to be successful. Inflation has also been accounted for at a rate of 3% on non-fund projects. 3. Ranking of projects that received Council support. 4. Reflection of all projects that have been considered in the gray area. Street Maintenance Program (SMP) While the SMP does not require the same level of decision making and public engagement, staff has included this topic at all the capital improvement meetings and outreach events and tested opinions on varying terms of the tax. After reviewing and mapping out 10, 12, 15, and 20 year terms, staff is recommending maintaining the 10-year term on the Street Maintenance Program. This program has been widely supported historically and maintaining the 10-year structure supports the message that this is a renewal. Packet Pg. 242 December 6, 2014 Page 3 Timeline Next Steps December 16, 2014  Consider Resolutions (if direction given on December 9.)  Goal: Finalize project list to bring forward. January 6, 2015  Goal: Adopt Resolution referring ballot language to the April 2015 ballot. ATTACHMENTS 1. Project Descriptions (PDF) 2. Comprehensive Project Spreadsheet (PDF) 3. Follow-up to November 17, 2014 Leadership Planning Team questions (PDF) 4. Board and Commission feedback (PDF) 5. On-Line Prioritization December 1 (PDF) 6. On-line citizen comments through December 3 (PDF) Packet Pg. 243 CULTURE AND RECREATION 1 | P a g e 12/2/2014 CR1 PROJECT TITLE: Southeast Community Center/Pool ESTIMATED PROJECT COST: $9.5M-14.5M ESTIMATED ANNUAL O&M: $200K for Creative Center; $200K for the lap pool Service Area: Community Services Department: Recreation Services Project Location: Fossil Creek Community Park Project Descriptions: Option A: Community Creative Center Cost: $9.5M/ O&M: $200K A unique Community Center focused on innovation, technology, art, recreation and the creative process. The multifaceted complex will include a variety of well-equipped rooms for residents to gather, explore and share ideas. The Center will be a place for the community to try-out new technologies like 3-D printers, laser cutters, robotics and emerging software. It will be a true makerspace with power tools, drill presses, saws, routers, even welding. The Center will include a multi-functional performance space, an ideatorium, where community members can learn and express their creativity through performances, concerts and lectures. The Center will include a social area where local foods and even experimental microbrews could be on the menu. The Center will focus on wellness with fitness rooms for classes from Aikido to Zumba and by connecting to the beautiful surrounding park environment. Option B: Outdoor Leisure Pool, Indoor Lap Pool Cost: $4.5M/ O&M: $200K This Option adds a large outdoor leisure pool with water slides, sprays and jets, decks, a lazy river and open swimming area, plus an indoor 25 meter cool water fitness swimming pool to the Community Center. Funding for the leisure pool is contingent on the community raising at least $1.7M for the indoor lap pool through fund-raising efforts. Why is this Project Needed? Southeast Fort Collins is rapidly growing but it does not have a community center. To improve the quality of life and to create a sense of place, citizens in the southeast need an interesting, creative, convenient place to gather, socialize, create and collaborate. This center, in combination with the surrounding park, will define this rapidly growing area as the epicenter for community-based ideas and innovation. Including a leisure pool takes the project to a new level by providing exciting, fun and healthy aquatic recreation for the whole family. Including the lap pool complements the leisure pool and the Creative Center by providing year-round fitness swimming and a great location for learn to swim classes and other programs. ATTACHMENT 1 Packet Pg. 244 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) CULTURE AND RECREATION 2 | P a g e 12/2/2014 CR2 PROJECT TITLE: Water Sustainability Improvements ESTIMATED PROJECT COST: $4.2M ESTIMATED ANNUAL O&M: $10K Service Area: Community Services Department/Program: Parks and PP&D Project Location: Various parks and SouthRidge Golf Course Project Descriptions: Option A: SouthRidge Golf Course Irrigation System Cost: $2.2M/ O&M 10K This project saves 7 million gallons of water each year by replacing the 30 year old irrigation system at SouthRidge Golf Course with a new, efficient system. Option B: Fossil Creek Community Park Synthetic Turf Cost: $1.25M This project saves 2 million gallons of water annually by installing a synthetic turf field on the oval at Fossil Creek Community Park. Option C: Conversion of Three Parks to Raw Water Irrigation Cost: $750K This project saves 20 million gallons of treated water each year by converting Lee Martinez, Avery and Soft Gold parks to raw water irrigation systems. These parks are currently irrigated with treated water. Why is this Project Needed? Option A: The 30-year-old, inefficient irrigation system for SouthRidge Golf Course has reached the end of its useful life. Replacing it with a new, efficient irrigation system will save more than 7- million gallons of water annually. The current irrigation system breaks down frequently, requiring $50,000 in annual repairs. The City’s Golf Division has been funded by earned revenue for many years but it is a break-even operation, lacking the financial resources necessary to replace the system. Most municipal golf operations do not break even, with 67% requiring General Fund support to meet expenses. The City’s General Fund has supported the Golf Division in the past, primarily related to paying a portion of the debt incurred to build SouthRidge. From 2008 through 2011 the Golf Division lost ~$240,000 and utilized reserves to balance its budget. 2012 was an exceptional weather year making up for much of the loss from the previous four years. Golf in northern Colorado is very competitive and the City has not been able to invest in our three courses to the extent needed. Funding the SouthRidge irrigation system with City capital dollars will allow fee revenues to be used to improve the overall quality of our golf courses and help ensure the Golf Division remains self-funded. Option B: The turf fields in the oval at Fossil Creek Park have never been robust due to poor soil conditions and salty irrigation water. Replacing a large area of the oval with synthetic turf will save 2 million gallons of water each year and it will greatly improve the playability of the fields. The new fields will also stand up to repeated play, so many more games can be scheduled on them. A number of synthetic turf fields have been installed in Colorado and they are highly regarded by staff and users. Synthetic fields also save on maintenance expenses by eliminating mowing and irrigation needs. Packet Pg. 245 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) CULTURE AND RECREATION 3 | P a g e 12/2/2014 Option C: Converting the irrigation systems at Martinez, Avery and Soft Golf parks to raw water saves 20 million gallons in treated water use annually. Reducing treated water consumption is a very important goal in our semi-arid environment. The conversion also reduces operating costs because raw water is much less expensive than treated water. CR3 PROJECT TITLE: Renovation of the Historic Carnegie Building ESTIMATED PROJECT COST: $2M ESTIMATED ANNUAL O&M: $10K Service Area: Community Services Department: Cultural Services Project Location: 200 Mathews Street Project Description: This project renovates the historic 1904 Carnegie library building to enhance its use as a Community Creative Center. The creative center concept includes flexible inexpensive spaces for the community to rent to support their creative endeavors. Once fully renovated, the building will house galleries, performance space, classrooms, innovative maker and idea spaces, and a digital class room. The building is currently offering rental gallery space and serving as the home for Beet Street. Fort Collins Public Access Network (FCPAN) will create a studio in the basement level of the building, allowing more of the community to access the cable station. Cultural Services partnered with Beet Street to secure a $100,000 National Endowment for the Arts Our Town grant in 2011. The grant included funds to work with an architect to develop a space use program for transitioning the building to the new community creative center. In addition, in 2012, A&E Design Associates surveyed the building to estimate historic restoration needs. The two plans call for the following work to be completed:  Uncover and restore windows  Add a main staircase to connect all three floors  Add restrooms to the main level  Create tech-rich think-space/lounge  Renovate the lower level to accommodate a studio, wet and dry classrooms, and gallery  Enlarge and outfit the lower level classroom with digital technology for live-streaming  Restore interior floors and finishes, improve HVAC, upgrade electrical, consolidate storage, and fix foundation drainage issues. Why is this project needed? The historic 1904 Carnegie building is one of the oldest, continuously operating public buildings in Fort Collins, designated a local Historic Landmark District by Resolution in 1978. The building is also a contributing structure to the Laurel School Historic District. The building is now the home of the Community Creative Center but it requires renovation and improvements to serve its new purpose, address long-term access and infrastructure issues, and to protect and stabilize this historic treasure. The Community Creative Center at the Carnegie Building is implementing the creative and innovation center concept that supports creative endeavors, provides maker and idea space, and serves as a hub for the integration and collaboration of innovation and creativity. This project will activate this prominent historic landmark building, the courtyard and the surrounding park. Packet Pg. 246 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) CULTURE AND RECREATION 4 | P a g e 12/2/2014 Additional Details: The estimated cost for this work is $2M: $1.47 for renovations and infrastructure improvements and $430,000 for historic restoration. It is possible to apply for a grant from the State Historic Fund up to $200,000 towards historic restoration components of the overall project. CR4 PROJECT TITLE: Completion of the Gardens at the Gardens on Spring Creek ESTIMATED PROJECT COST: $2M ESTIMATED ANNUAL O&M: $20K Service Area: Community Services Department/Program: Parks Project Location: At the Gardens on Spring Creek Project Description: This project completes the gardens at the Gardens on Spring Creek by constructing 5 acres of beautiful gardens including the Great Lawn, Prairie Garden, Foothills Garden and the Xeriscape Demonstration Garden. The Great Lawn is a multi-use community venue comprised of an oval turf area surrounded by themed gardens and including a stage. It will host small concerts and plays, festivals, weddings and events. The Prairie and Foothills gardens will showcase our native plants in a landscaped setting to educate visitors and inspire them to use native plants in their gardens. The Xeriscape Demonstration Garden (to be called the Undaunted Garden) will showcase hardy, drought tolerant plants that thrive in our semi-arid environment. Why is this Project Needed? The Gardens on Spring Creek, thanks to funding from Building Community Choices and countless donations, opened in May 2004 with a mission to improve the lives of people and foster environmental stewardship through horticulture. The Gardens has become a destination for residents and tourists alike, with visitation increasing from 1,634 in 2004 to more than 55,000 in 2013. This increase is due to the addition of several large and popular gardens, the availability of high- quality educational programs for youth and adults, and a variety of special events for the community. The Gardens has 180 active volunteers and 25 partnerships with local non-profits and educational organizations. This project will build on The Gardens’ remarkable success and will establish the facility as a “must-see” destination for generations to come. The project will also enable The Gardens to significantly increase revenue through visitor fees and rental of the Great Lawn venue. The final phase for completing The Gardens on Spring Creek is a $3 million dollar expansion of the visitor center, including a conservatory. Gardens staff is currently fundraising for the expansion and for the completion of the gardens. Packet Pg. 247 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) CULTURE AND RECREATION 5 | P a g e 12/2/2014 CR7 PROJECT TITLE: Preserving Our Heritage: City Park Train, Club Tico Renovations, Fire Museum ESTIMATED PROJECT COST: $1M ESTIMATED ANNUAL O&M: $25K Service Area: Community Services and PFA Department/Program: Recreation and PFA Project Location: City Park and the Car Barn at Cherry and Howes Street Project Descriptions: Option A: City Park Train Cost: $350K/ O&M: 25K This project brings back the much loved City Park train in a new, expanded location east of the playground. Option B: Club Tico Renovation Cost: $250K This project completes the renovation of Club Tico at City Park by renovating the kitchen and restrooms and adding a second story deck on the south side of the facility. Option C: Creation of a Fire Museum at the Historic Car Barn Cost: $400K The volunteer supported Fire Museum would showcase historic fire engines, uniforms and equipment while telling the fascinating story of fire-fighting in Fort Collins. Why is this Project Needed? Option A: The historic train at City Park sadly reached the end of the tracks in 2011because it could no longer be operated safely. A new train on an expanded track will restore this treasured City Park experience. Option B: Club Tico is a popular dance and event venue but has been showing its age. Through donations and City support much of the facility has been renovated, including the stage and dance floor. This historic community center will realize its old glory through this final phase of restoration. It will also become a sought-after event venue once the kitchen and restrooms are upgraded. Option C: Fort Collins has a rich history of fire-fighting but we don’t have a fire museum. The Fire Museum project will showcase a wonderful collection of fire-fighting memorabilia in a great building and enrich the cultural landscape by telling the story of fire-fighting in our community. Packet Pg. 248 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) ECONOMIC HEALTH 6 | P a g e 12/2/2014 ECH6 PROJECT TITLE: Linden Street Renovations Design & Construction ESTIMATED PROJECT COST: $2M ESTIMATED ANNUAL O&M: $12K Service Area: PDT/CMO Department/Program: Engineering, CMO Project Location: Linden Street, Walnut to Jefferson Project Description: This project will fund the final design and construction of the preferred options for the renovation of this important downtown block of Linden Street. The Downtown Development Authority has funded the conceptual design which will be completed in 2014. This block is one of the city’s most programmed streets, hosting festivals, events and concerts throughout the year. While the streetscape is adequate, this block is primarily a place for cars. This project envisions the possibility of a more pedestrian-oriented space in the heart of downtown. Options include a rethinking of the street to make it more like an urban plaza from building face to building face. This concept would reconstruct the entire block into a brick street that could be closed off for special events but still allow vehicle parking in non-event days. As the conceptual design for this project progresses, the design concepts will become more clear and should be defined by the end of 2014. Note: BFO Offer 1.19 is similar. Why is this Project Needed? This project will create a more pedestrian friendly environment extending Old Town north along Linden Street. This project will help connect Old Town to the developing River District. ECH11 PROJECT TITLE: Community Marketplace ESTIMATED PROJECT COST: $3.5M This number anticipates a 50/50 public/private match, spearheaded by key community stakeholder organizations including the Northern Colorado Food Cluster. The marketplace would be operated by a non-profit. ESTIMATED ANNUAL O&M: $0 Service Area: Sustainability Services Department/Program: Economic Health Project Location: Block 33, south of the City parking lot along Howes. Project Description: The Community Marketplace project aims to create a multipurpose public facility, which will enhance and support our local food system. The Marketplace may include space to operate a year-round farmer’s market, and other supplementary components, including an artisanal bakery, a local butcher, a community kitchen, a winter greenhouse, and a minimal processing facility. The Marketplace would operate with permanent tenants open year-round for normal business hours, and additional open space for temporary stalls, flexible programming, and larger events. The intent is for the project to become a focal point for local food production in Fort Collins, and Packet Pg. 249 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) ECONOMIC HEALTH 7 | P a g e 12/2/2014 increase the availability of Northern Colorado products, serving as a primary economic driver. Why is this Project Needed? The Community Marketplace has been a past priority of the Fort Collins DDA. However, it has been deprioritized due to funding limitations. The project would also help to drive the supply of locally produced food by providing an additional venue for the sale of these products. Additional Details: A feasibility study was performed on the concept by the DDA in 2011. The results of the study indicate that Fort Collins can support a Community Marketplace as long as it includes an anchor rent-paying tenant. The study also found that Fort Collins could reasonably expect to capture $11.5 million a year in fresh food sales at a centralized Marketplace. Additional details can be provided from the Feasibility Study as requested. Packet Pg. 250 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) ENVIRONMENTAL HEALTH 8 | P a g e 12/2/2014 ENV3 PROJECT TITLE: Downtown Poudre River Enhancements ESTIMATED PROJECT COST: $4M ESTIMATED ANNUAL O&M: $50K Service Area: Community Services Department/Program: Natural Areas and PP&D Project Location: Poudre River between Shields Street and Lincoln Avenue Project Descriptions: Option A: Coy Reach Cost: $4M/ O&M: 50K The Coy diversion project (near the Power Plant building) involves modifying or removing the Coy diversion structure, creating a whitewater park with viewing/picnic areas, improving access to the river, enhancing the river’s habitat and beauty, and adding a pedestrian bridge over the river east of College. The project also lowers the river channel to improve flood mitigation and prevent flooding of College Avenue. Why is this Project Needed? The Poudre River is an elemental part of Fort Collins yet it has never been integrated into the fabric of our community. This project will connect the community to the river. The project will significantly improve the river ecosystem and help restore the river’s natural beauty. River recreation will be greatly enhanced by trail improvements, play areas, river access points, picnic areas and a whitewater park. The project will also help protect life and property by improving management of storm water. Other Related Projects: Woodward natural area and river improvements; Sterling and McMurry Ponds river improvements; Shields bridge replacement (County). Additional Details: The Coy diversion project is estimated to cost $7.5 M, with $4M from the capital improvement tax, $1M from the Stormwater Utility, $1M from Natural Areas, and $1.5 M from fund raising efforts. Packet Pg. 251 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) SAFE COMMUNITY 9 | P a g e 12/2/2014 SC2 PROJECT TITLE: Computer Aided Dispatch/Records Management System Upgrades ESTIMATED PROJECT COST: $2M ESTIMATED ANNUAL O&M: 0 Service Area: Police Services Department/Program: Information Services Project Location: Police Building and Laptop Computers Project Description: Necessary upgrades/maintenance on CAD/RMS system (2016 thru life of tax at $200K annually) Why is this Project Needed? The current system will age out and parts and support will become obsolete requiring upgrades and/or replacement. Replacement includes 5-year server replacement as outlined in the IT Service Level Agreement (SLA). In public safety departments such as police, fire, and ambulance, it is essential that communications and records systems are consistently operating without system failures. This equipment is important to the ongoing mission to provide for efficient and highly functioning first response to emergency situations, police situations, fires and natural disasters, or any other type of response to provide for public safety. Packet Pg. 252 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) TRANSPORTATION 10 | P a g e 12/2/2014 T5 PROJECT TITLE: Lincoln Avenue Improvements Design & Construction ESTIMATED PROJECT COST: $8M ESTIMATED ANNUAL O&M: $36K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Lincoln Avenue between Jefferson Street and Lemay Avenue Project Descriptions: Option B: First Phase/First Street to Lemay Improvements Cost: $8M This project would fund the design and construction of improvements to Lincoln Avenue from Jefferson Street to Lemay Avenue excluding any bridge improvements and would represent the level of improvement identified in the Lincoln Corridor Plan for roadway, bike/ped, landscape, and urban design enhancements. This funding level represents the minimal improvement level specified by City Council at the time of the Lincoln Corridor Plan adoption. Why is this Project Needed? Lincoln Avenue currently lacks sidewalks, curb and gutter, left turn lanes and enhancements such as landscaping and urban design. The adjacent land uses are redeveloping, especially the south side (Woodward). Lincoln is an important connection between downtown, the River District, and the East Mulberry area. It is designated as a 2-lane arterial in the Master Street Plan (which is an Appendix to the Transportation Master Plan), but instead of simply applying the standard for 2- lane arterials, other plans (City Plan, 2013 Streetscape Standards) designated it as a special corridor warranting its own plan. The design laid out in the Lincoln Corridor Plan supports the vision areas laid out in the Transportation Master Plan. Additional Details: Note: BFO Offer 17.2 is for neighborhood projects in the plan area identified during the Corridor plan. T9 PROJECT TITLE: Bicycle/Pedestrian Grade-Separated Crossings Fund ESTIMATED PROJECT COST: $8M ($800K/year) ESTIMATED ANNUAL O&M: $ 30K Service Area: Planning, Development, & Transportation Department/Program: FC Moves/ Engineering/Park Planning and Development Project Location: Fort Collins Project Description: This project provides dedicated funding to design and construct high-priority bicycle and pedestrian under- and over-passes. Amount is sufficient to build approximates 4-5 crossings in the life of the tax.  These projects are good candidates for cooperative/partnership projects (CSU, CDOT, Larimer County, Railroads, etc.) and the funds are able to provide matching funds for leveraging opportunities for grants and partnership projects. Packet Pg. 253 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) TRANSPORTATION 11 | P a g e 12/2/2014  These projects are popular with residents and frequently requested. They improve the safety and experience of biking and walking and improve safety and operation of the roadways as well.  Potential projects could include the Power Trail at East Harmony Road, Shields Street west of the CSU Main Campus, Prospect Road near Center Avenue, major arterial crossings by the Mason Trail, and other crossings identified in the Harmony Road Enhanced Travel Corridor Plan and the Midtown in Motion College Avenue Transportation Study.  New grade separations in Fort Collins have a wide range of cost (between $750k and $4M) due to various factors including type of crossing (overpass, underpass), utility conflicts and relocations, flood plain issues, groundwater, railroad issues, etc.  Funding can also be maximized by identifying locations where existing projects or road reconstruction can be modified to include a grade separation for bikes and pedestrians. The intent of this project will be to build the most cost-effective crossings at the highest demand locations. Why is this Project Needed? Grade separated crossings allow bicyclists and pedestrians in high use areas to cross major roadways safely and efficiently. T11 Continuation of Building on Basics Project PROJECT TITLE: Transfort Bus Fleet Replacement ESTIMATED PROJECT COST: Total $4.2M ($420K/year ) ESTIMATED ANNUAL O&M: 0 Service Area: Planning, Development, & Transportation Department/Program: Transfort Project Location: Fort Collins Project Description: The funding of this project would provide the 20% local match needed to replace 40 heavy duty buses and add 10 new specialty buses over the next 10 years. This 20% or, $4.2 million, would be leveraged to receive $16.8 million of federal and state grant funding. Over the next ten years three-quarters of Transfort’s fleet will be beyond its useful life. The replacement of buses beyond their useful life will reduce maintenance expenses and ensure reliable service to the Transfort customer. Why is this Project Needed? With local match funding in place, Transfort can apply for federal funding to procure the needed vehicles. Oftentimes, federal grants require that local funds are already in place prior to the funding award and by ensuring that Transfort has access to local match funding, staff is free to seek out any and all grant opportunities. In turn, by not allowing Transfort’s fleet of vehicles to surpass its useful service life, the City of Fort Collins will reduce preventive maintenance costs by approximately $30,000 per vehicle per year or $1.5M over the span of the project. Additional Details: This project is requesting $4.2M over the next ten years to leverage local match funding for $16.8M in federal grant funding to purchase 50 replacement heavy duty vehicles. The project has the added benefit of saving in excess of $1.5M in preventive maintenance costs that would be incurred otherwise. Packet Pg. 254 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) TRANSPORTATION 12 | P a g e 12/2/2014 T12 Continuation of Building on Basics Project PROJECT TITLE: Arterial Intersection Improvements Fund ESTIMATED PROJECT COST: Total $6M ($600K/year) ESTIMATED ANNUAL O&M: $2K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Fort Collins Project Description: This project provides funding for improvements to arterial intersections prioritized by congestion and safety improvements for all travel modes.  Previous funding for these projects was highly successful as matching funds for grants and the dollars were doubled over the life of the tax.  Provides additional benefits with landscaping and urban design improvements (such as Harmony and College), bicycle and pedestrian facility improvements, and improved pavement condition.  The fund is a direct and effective way to address citizen concerns regarding worsening traffic, congestion and roadway safety. This project creates a funding source to address the City’s highest priority safety and congestion problems at arterial intersections. Why is this Project Needed? A comprehensive Arterial Intersection Prioritization Study was completed in 2011 and identifies key improvement locations. Some of these projects were completed with BOB funding; this project would continue funding for improvements. Additional Details: These projects have historically been very competitive in the Federal Grant programs. Leveraging of similar funds in the previous Building on Basics tax measure more than doubled the available dollars. T28 PROJECT TITLE: Arterial Roadway Improvements Fund ESTIMATED PROJECT COST: Total $8M ESTIMATED ANNUAL O&M: $3K Service Area: Planning, Development, & Transportation Department/Program: Engineering Project Location: Fort Collins Project Description: This project would create a funding source to address the City’s highest priority safety, mobility, and congestion problems on arterial roadways. These will be high priority arterial roadway projects identified in the City’s Transportation Capital Improvement Plan, Corridor, Master, and Subarea plans. Example projects could include: Prospect between Shields and Lemay; Lincoln between Jefferson and Lemay; College in Mid-Town. Design for these projects would be based upon approved corridor plans and City standards. They typically include improvements for all modes of transportation, urban design features, and landscaping. Packet Pg. 255 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) TRANSPORTATION 13 | P a g e 12/2/2014 Why is this Project Needed? The City has identified a number of high priority arterial roadway projects that are currently unfunded. Additional Details: A typical arterial roadway reconstruction can cost $8-12M per mile. These funds would be available to leverage other eligible funding sources including grants, developer contributions, partnership opportunities, and other agency funds. At this funding level, this amount could partially fund 2-3 arterial road improvement projects. This offer provides the flexibility to react to present and emerging needs, and opportunities as they arise. Packet Pg. 256 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) COMMUNITY AND NEIGHBORHOOD LIVABILTY 14 | P a g e 12/2/2014 CNL1 PROJECT TITLE: Permanent Supportive Housing ESTIMATED PROJECT COST: $4M ESTIMATED ANNUAL O&M: Operations and management will be incorporated in the development budget of housing developed with these funds. Service Area: Sustainability Services Department/Program: Social Sustainability Project Location: TBD Project Description: This project would provide funding for the capital costs of development or rehabilitation of one or more housing projects designated specifically for homeless individuals and families. These funds could be distributed through grants, contracts, or matching funds to assist in meeting the housing needs for the very lowest income residents of our community. An example of how these funds might be used is a project currently being discussed by the Fort Collins Housing Authority which would result in the construction of 60 units of permanent supportive housing for current homeless individuals. The total cost of this project is $12.5M. The City’s funds could be used as a match to obtain funding to complete this project. Supportive housing is an innovative and proven solution to serve people who would not be able to stay housed without a wide range of supportive services. Affordable housing is combined with services to help people facing complex challenges to live with stability, autonomy and dignity. Supportive housing improves housing stability, employment, mental and physical health and reduces active substance use. People in supportive housing live more stable and productive lives. Housing stability and supportive services for these individuals has been proven to reduce other community costs in such areas as reduced emergency room use and reduced response needed by fire and police. These funds would support the capital construction of such possible programs, while local nonprofits would incur all Operations and Maintenance expenses. Why is this Project Needed? Principle LIV 7 in City Plan states that the City envisions that “a variety of housing types and densities for all income levels shall be available throughout the Growth Management Area.” Inclusion of this project in the Building on Basics 2 package will assist in bringing this goal to fruition. Studies estimate there are over 3,000 homeless people in Larimer County. At least 250 of these individuals are chronically homeless, and nearly 1,000 are school-aged children. Our community lacks a sufficient supply of affordable housing. In June 2011 the Colorado Division of Housing released a report on rent burdened households in Colorado. At that time, there were less than 22,000 affordable rental units in Larimer County for households earning $25,000 or less per year and more than twice as many households (roughly 45,700) at that income level. Nearly 54% of renters spend more than 30% of their income for housing. Larimer County is cited as the third most rent-burdened county in the state. When housing costs rise over 30% of a household’s income, the possibility of becoming homeless significantly increases. The Murphy Center for Hope provided services to more than 1,700 (unduplicated) people in the last year and regularly provides services to more than 150 homeless or near homeless persons per Packet Pg. 257 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) COMMUNITY AND NEIGHBORHOOD LIVABILTY 15 | P a g e 12/2/2014 day. Additionally, The FCHA’s waiting list currently has over 1,900 families/individuals waiting for affordable housing. Other Related Projects: Redtail Ponds is a 60-unit apartment community that will provide 40 units of permanent supportive housing for homeless adults with one or more disability and on-site services ranging from job training to case management. An additional 20 units will provide housing for low income individuals. The Single Room Occupancy (SRO) program provides 27 rooms for homeless individuals in Fort Collins. Resident Managers live on-site and provide a variety of programming to assist residents transitioning from homelessness to a more stable living arrangement. Referrals are made from Catholic Charities Mission and post shelter counseling is provided. Additional Funding Details: The financing for the development and rehabilitation of housing for the homeless is complicated. It is critical for the developer (such as the Fort Collins Housing Authority) to be able to demonstrate community commitment to a project to secure additional funders. This fund will demonstrate that commitment and streamline the development of severely needed housing for the City’s homeless population. CNL2- Safe Routes to Everywhere  Provides on-going funds to design and build pedestrian, bicycle, and transit stop improvements citywide.  Provides annual funds in the amounts of: $1.4M for pedestrian improvements; $500K for bicycle improvements; and $100K for transit stop improvements.  Provides funding for implementation of the Bicycle Master Plan.  Provides funding to eliminate gaps in the pedestrian network and improve ADA compliance.  Sidewalk program is based on $134M in needs identified in a 2013 comprehensive assessment of pedestrian facilities in Fort Collins. CNL2-A PROJECT TITLE: Pedestrian Sidewalk and ADA Compliance Program - Safe Routes to Everywhere ESTIMATED PROJECT COST: $14M ($1.4M/year) ESTIMATED ANNUAL O&M: $17.5K Service Area: Planning, Development, & Transportation Department/Program: FCMoves/Engineering Project Location: Citywide Project Description: The Pedestrian Sidewalk and ADA Compliance Program is based on the 2013 assessment and the program cost has been quantified into a 52-year program. With the $134 million Pedestrian Sidewalk and ADA Compliance Program needs, a sustainable and predictable revenue source is recommended to implement the overall cost of construction of a 52-year compliance program. Projected costs will change over time due to inflation, construction of sidewalks by adjacent property owners and private development, and project scheduling based on construction of Packet Pg. 258 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) COMMUNITY AND NEIGHBORHOOD LIVABILTY 16 | P a g e 12/2/2014 sidewalks by other City departments (Streets and Engineering Capital Projects Departments). Why is this Project Needed?  The City is not in compliance with the Americans with Disabilities Act. The Pedestrian Plan is unfunded.  Without funding for the required pedestrian facilities, the City of Fort Collins will continue to be in violation of ADA without a proactive effort toward compliance. Noncompliance puts the City at risk of losing federal grant funds. Other Related Projects: This project is part of a package (bicycle, pedestrian, and transit improvements) that provides funding to implement a suite of multimodal infrastructure improvements intended to support a wide array of transportation choices. Through a combined approach intended to provide safe routes to all destinations, these funds would construct pedestrian improvements for safety and Americans with Disabilities Act (ADA) compliance, integrated bus stop facilities, and bicycle network connections. Additional Funding Details: Staff will continually seek opportunities to leverage this limited local funding source to receive additional funding from state and federal grants to advance the improvements of the sidewalks, bus stops and bike facilities. CNL2-B PROJECT TITLE: Bicycle Infrastructure Improvements - Safe Routes to Everywhere ESTIMATED PROJECT COST: $5M ($500k/year) ESTIMATED ANNUAL O&M: $6.3K Service Area: Planning, Development, & Transportation Department/Program: FCMoves/Engineering Project Location: City-wide Project Description: The 2014 Bicycle Master Plan is in the final stages of development, with anticipated completion in the 4th quarter of 2014. This plan will identify specific bicycle infrastructure improvements that will contribute to a continuous, low-stress network. This package provides funding to be used toward stand-alone bicycle infrastructure projects as well as add-on elements to other projects that complete or enhance the City’s bicycle network. Projects will enhance safety, provide wayfinding, and improve comfort for bicyclists. Note: BFO Offer 1.6 is similar. Why is this Project Needed? This program would be a continuation and expansion of the current Bicycle Master Plan implementation funding in the existing Building on Basics program. This annual, ongoing allocation allows the City to enhance bicycle facilities to create safer, more convenient, and comfortable network. As a Platinum Bicycle Friendly Community, Fort Collins has a national reputation as a premier city for Bicycling. Other Related Projects: This project is part of a package (bicycle, pedestrian, and transit improvements) that provides funding to implement a suite of multimodal infrastructure improvements intended to support a wide Packet Pg. 259 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) COMMUNITY AND NEIGHBORHOOD LIVABILTY 17 | P a g e 12/2/2014 array of transportation choices. Through a combined approach intended to provide safe routes to all destinations, these funds would construct pedestrian improvements for safety and Americans with Disabilities Act (ADA) compliance, integrated bus stop facilities, and bicycle network connections. Additional Funding Details: Staff will continually seek opportunities to leverage this limited local funding source to receive additional funding from state and federal grants to advance the improvements of the sidewalks, bus stops and bike facilities. CNL2-C PROJECT TITLE: Bus Stop Improvements -Safe Routes to Everywhere ESTIMATED PROJECT COST: $1M ($100K/year) ESTIMATED ANNUAL O&M: $1.3K Service Area: Planning, Development, & Transportation Department/Program: TransFort Project Location: Citywide Project Description: Currently there are more than 200 bus stops within the Transfort system that do not meet Americans with Disabilities Act (ADA) access requirements. This funding would allow Transfort to upgrade 10 bus stops per year to be ADA accessible and improve mobility options for disabled residents of Fort Collins. Other Related Projects: This project is part of a package (bicycle, pedestrian, and transit improvements) that provides funding to implement a suite of multimodal infrastructure improvements intended to support a wide array of transportation choices. Through a combined approach intended to provide safe routes to all destinations, these funds would construct pedestrian improvements for safety and ADA compliance, integrated bus stop facilities, and bicycle network connections. Additional Funding Details: Staff will continually seek opportunities to leverage this limited local funding source to receive additional funding from state and federal grants to advance the improvements of the sidewalks, bus stops and bike facilities. CNL6 PROJECT TITLE: Implementing Nature in the City ESTIMATED PROJECT COST: $3M ($330K/year) ESTIMATED ANNUAL O&M: $100K Service Area: Sustainability Services Department: Environmental Services Project Location: Throughout the City Project Description: Nature is all around us. Whether it’s a hawk Downtown or a butterfly in our schoolyard; the shade of a cottonwood tree or the tranquility of a flowing creek, nature is the air we breathe, the land Packet Pg. 260 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) COMMUNITY AND NEIGHBORHOOD LIVABILTY 18 | P a g e 12/2/2014 that surrounds us and the species that inhabit the land. As Fort Collins grows, we want to ensure that every resident is within a 10-minute walk to nature from their home or office. In 2014, Nature in the City developed a vision and strategic plan to incorporate nature into the City’s increasingly urban environment. To achieve this vision, this project will restore 20-30 sites and/or acquire 4-6 parcels to create a connected open space network accessible by all.  Restoration includes adapting stormwater ponds, ditches, streams, waterways, parks and other neighborhood open spaces to include spaces that provide habitat, therapeutic benefits, and opportunities to play. The City will partner with neighborhoods, businesses and other City departments, including Natural Areas, Parks and Stormwater, to achieve these goals.  Acquisition includes parcels that provide key links to the broader corridors of the City, whether for habitat or recreation, as well as linking to existing patches of open space. It will also include sites with high wildlife value or the potential to provide high value. Sites will be prioritized based on their ability to provide all residents access to nature within a 10- minute walk and their contribution to the overall open space network. Why is this Project Needed? The City is transitioning from a large, suburban town to a small, urban city with a projected 250,000 residents. As this happens, it is critical that we protect access to nature and the key open spaces that define our community. Natural spaces within our urban setting are valuable not only as habitats and for aesthetics, but they are also key to preserving quality of life, and the sense of place that makes Fort Collins unique. Sometimes those spaces will be a formal park, trail or Natural Area. Others might be an informal open space or the community garden in your neighborhood or the detention pond where you walk your dog. Even more important than the type of space are the experiences they offer residents. That means having nature nearby, opportunities for personal or family recreation, and a chance to escape from the urban environment, even just for a moment. This project supports land restoration and acquisition beyond the scope of the Open Space tax dollars priorities; additional capital dollars invested now would further this effort in a more timely manner. Other efforts that highlight the need for this effort include the following:  Preserving access to nature and the City’s sense of place is included in four chapters of the City’s Strategic Plan (Community and Neighborhood Livability, Culture and Recreation, Environmental Health, and Economic Health).  The Midtown Urban Design Plan calls for providing open spaces (both small and large) within each character district.  The Plug in to Nature study, by Larimer County, found that the biggest barrier for accessing nature is time. Providing nature closer to home allows people to spend their time experiencing nature, rather than traveling to it.  A California study of 3,000 teenagers found that they had a significantly lower Body Mass Index (BMI) when in close proximity to nature or open spaces.  A United Kingdom study of more than1,000 people concluded that moving to an area with green space will increase your mental health compared with those that move into an area lacking open space. Another study found positive psychological benefits from interacting in urban open space increased with species richness – in other words, the greater the variety of species in a particular area, the happier people are in that space. Packet Pg. 261 Attachment4.1: Project Descriptions (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) Row # Page # Project Capital Annual O& M 4 Years of O&M Not es +*+897/'4!/*+<'21 5362/'4)+!',+ 5:9+895;+7><.+7+ %/225<!97++93675;+3+498@522+-+;+4:+95/4*+4!97++9+8/-4'4*54897:)9/54 % 533:4/9>7-'4/)8536589/4-'4* +)>)2/4-')/2/9> # +,,+7854!97++93675;+3+498522+-+;+4:+95/4)524;+4:+ 5:49'/4;+4:+ % 5<495<45:*7+ /;+74.'4)+3+498'79/4+?+-')>750+)9 ! +)7+'9/54'2"7'/24.'4)+3+498588/27++1"7'/2 !*139*)+531453/*(70.67&7(73'*5 6*66.32)8*73)*).(&7*)+82).2, ! +)7+'9/54'2"7'/24.'4)+3+4985<+7"7'/2 !*139*)+531453/*(70.67&7(73'*5 6*66.32)8*73)*).(&7*)+82).2, " '4*,5752/)+'/49+4'4)+')/2/9> % 5<495<45:*7+ /;+74.'4)+3+498/4*+4/4)524750+)9 # +'2/-4+*$/4+7/;+522+-+95+3'> # 522+-+/*95<4"7'486579'9/542'4362+3+49'9/54:4* +*+897/'4 4.'4)+3+49!',+ 5:9+895;+7><.+7+ #-.6*2-&2(*1*27:&6453436*)73)*(5*&6*(3140.&2(*7.1*0.2* # /4)524;+4:+3675;+3+4987/*-+ ! 7586+)9'4*"/3(+72/4+'9+<'>4.'4)+3+498:7).'8+ ! 7586+)9'4*"/3(+72/4+'9+<'>4.'4)+3+498+8/-4 " +-/54'2"7'/4/4-')/2/9> " '36:8%+8952/)/4-!:(89'9/54 Follow-Up to November 17, 2014 Leadership Planning Team Community Capital Improvement Program For the December 6 discussion on the Community Capital Improvement Program, staff is asked to: a. Include costs for inflation and O&M; b. Include the costs for major improvements to the proposed lap pool at the SE Innovation and Recreation Center; c. Describe how the Lincoln Corridor plan is part of the bigger picture of the City’s transportation plan (which pre-dates the Woodward project). _____________________________________________________________________________ A. Include costs for inflation and O&M Operation and Maintenance costs are included in the project descriptions for all projects. In the spreadsheet (and in the formula to determine dollars available for projects) maintenance has only been included for those projects needing O&M support in the first few years to be successful. Inflation has been calculated and accounted for at a 3% rate. B. Include the costs for major improvements to the proposed lap pool at the SE Innovation and Recreation Center Staff was asked to provide information on the staffing needed to operate the proposed outdoor leisure pool and indoor lap pool for the Southeast Community Center and on anticipated revenue and expenses associated with the new Community Center and pools. The proposed 16,500 square foot Southeast Community Center will have unique facilities like maker spaces, design labs, an ideatorium, idea pods, revive (fitness area), and social gathering space. The Community Center will have ~12,000SF of programmable space. If the community raises money for an indoor lap pool ($1.7M) an outdoor leisure pool ($4.5M) and the lap pool will be added to the project. POOL STAFFING: The new pool facility would be managed by one of our current Recreation Managers. New classified FTE positions would be needed to directly supervise and program the pools, and hourly staff would be added to lifeguard and run programs. Operation Services would need to add staff to maintain the pools. 12.75 new FTE’s will be needed to operate and maintain the new Community Center pools  1 Customer Service Representative (Front Desk)  1 Recreation Supervisor  1 Recreation Coordinator  1 Aquatic Maintenance Tech  .5 Facility Maintenance Tech  8.25 Hourlies ATTACHMENT 3 Packet Pg. 264 Attachment4.3: Follow-up to November 17, 2014 Leadership Planning Team questions (2683 : Renewal of the Community Capital and Street REVENUE AND EXPENSES: The projected revenue, expenses and cost recovery is based on the proforma for the Senior Center Expansion and on the past revenue and expenditure history for City Park Pool and Mulberry Pool. Revenues for the Senior Center were projected at $24.50 per programmable square footage. Anticipated revenues for the Southeast Community Center are comparable to the Senior Center. Community Center without Pools Anticipated Revenues: $294,000 (12,000SF at $24.50SF) Anticipated Expenses: Facility Maintenance, Utilities, Custodial $102,000 General Expenses & Hourly Staff Expenses $190,430 Classified Positions $201,570 Total Expenses $494,000 Net +/- ($200,000) Cost Recovery 59.5% Leisure Pool and Lap Pool Anticipated Pool Revenues: Outdoor Leisure Pool $291,300 Indoor Lap Pool (4 lanes) $261,400 $552,700 Anticipated Pool Expenses (Leisure/Lap): Facility Maintenance, Utilities, Custodial $205,000/269,000 General Expenses & Hourly Staff Expenses $105,000/106,770 Classified Positions and Benefits $58,465/58,465 Total Expenses $368,465/434,235 Net +/- ($77,165/172,835) Cost Recovery 79%/60.2% Total Pool Expenses Combined $802,700 Net +/- ($250,000) Cost Recovery 68.8% LIFE EXPECTANCY FOR POOL COMPONENTS A recent article in the November 2014, Parks and Recreation Business (PRB) magazine specifically addresses the life expectancy of components of aquatic facilities. The article recommends .5 percent of aquatic facility construction costs should be put aside each year for future repairs. For the $5.8 million leisure and lap pools that amounts to $29,000 per year. The following chart from PRB shows the life expectancy of aquatic components. Item Years Pool Structure 30-50 Filters 15-20 Packet Pg. 265 Attachment4.3: Follow-up to November 17, 2014 Leadership Planning Team questions (2683 : Renewal of the Community Capital and Street Pumps 20-25 Finish – tile/grout 50+ Finish – Plaster 10+ Transformers 20 Item Years Light Fixtures 20-30 Dehumidification units 15-20 Ductwork 30+ Piping 30+ Boilers 20-25 Heat Exchangers 20-30 C. Describe how the Lincoln Corridor plan is part of the bigger picture of the City’s transportation plan (which pre-dates the Woodward project). Lincoln is an important connection between downtown, the River District, and the East Mulberry area:  A unique corridor that is growing and already reflects an eclectic mix of existing uses—historic neighborhoods, retail, industrial, and natural areas—as well as a developing technology campus.  Lacks basic infrastructure in many places and needs to be brought up to current City standards.  Years ago Lincoln Avenue was a main entrance to downtown, and over the years it has declined in prominence. The new design seeks to restore its importance as a primary entry to the heart of the City as well as providing an important connection from Downtown to the east and northeast. Lincoln is designated as a 2-lane arterial in the Master Street Plan (which is an Appendix to the Transportation Master Plan), but instead of simply applying the standard for 2-lane arterials, other plans designated it as a special corridor that needed its own special plan and cross-section(s):  Streetscape Standards (2013): designated as a gateway, special corridor  City Plan (2011): recognized the potential for Lincoln to become a “Great Green Street” by developing a new road classification to address context-sensitive solutions to connect with Downtown and surrounding areas. The Plan provides guidance to reshape the street, incorporating bikeways, sidewalks, landscaping, medians, and stormwater management. The design laid out in the Lincoln Corridor Plan also supports the vision areas laid out in the Transportation Master Plan (2011):  Integrated land use and transportation – context-sensitive, flexible design that includes low impact development elements  Mobility options – supports traveling by car, truck, bus, walking, and biking  Traffic flow – balanced design for all users with safety and reliability in mind  Quality travel infrastructure – high quality enhancements that create a sense of place and are recognized as world class by residents, visitors, and peers  Increase awareness – comprehensive public engagement process for the design with an increase in awareness of the travel options available Packet Pg. 266 Attachment4.3: Follow-up to November 17, 2014 Leadership Planning Team questions (2683 : Renewal of the Community Capital and Street ATTACHMENT 4 Packet Pg. 267 Attachment4.4: Board and Commission feedback (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) Packet Pg. 268 Attachment4.4: Board and Commission feedback (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) Packet Pg. 269 Attachment4.4: Board and Commission feedback (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) Packet Pg. 270 Attachment4.4: Board and Commission feedback (2683 : Renewal of the Community Capital and Street Maintenance Program Taxes) !" ATTACHMENT 6 Packet Pg. 272 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Packet Pg. 273 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Economy Submitted on Dec-03-2014 04:15 PM The availability of stable housing for homeless individuals and families should be a priority in order to ensure the quality of life for which Fort Collins is nationally known. The city should offer its most vulnerable residents the housing support they need so that they can add to the stability of our vibrant community. It is estimated that the tax revenue invested in stable housing will leverage approximately millions in other federal, state and private funds. In addition, stability in the lives of these individuals and families will save funds through decreased use of hospital emergency rooms and fire and police services. And the educational advantages for children are greatly enhanced by adding stability and continuity to their school attendance. A stable community depends on stable housing for its homeless and low-income individuals and families. Stability is a needed foundation for Fort Collins to continue its growth as a vital, attractive and economically sustainable place to live. Submitted on Dec-03-2014 04:01 PM The Gardens on Spring Creek should be at the top of the list for these reasons: 1) The Gardens are an economic driver because people interested in horticulture come to the gardens to get ideas and then go to local nurseries and businesses to purchase supplies and services. 2) They are a community mental health service because many people come to the gardens to find peace, serenity, involvement, or stimulation--the Gardens has it all! 3) They are an educational facility, considering all of the programs offered for children and adults. Submitted on Dec-03-2014 02:56 PM Permanent Supportive Housing is critical in addressing homelessness and in Fort Collins. It save the city money in the long run by saving on services, like police and medical expenses, and can turn tax consumers consumers into tax payers. The city gets the most bang for the buck with this expenditure. Housing is the essential first step in getting people back on track in their lives. They can't address other personal issues without stable housing. Permanent, Supportive Housing must be the number one priority Submitted on Dec-03-2014 01:38 PM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 3 of 52 12/4/2014 12:53 PM Packet Pg. 274 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program The Gardens on Spring Creek is my top priority. It seems we have such a gem of a facility right here in Fort Collins and the expansions already incurred have brought additional activities to our community. Completing the remaining build out of the Gardens should be a priority for our city. Submitted on Dec-03-2014 12:03 PM The Gardens with their central location in a continually developing Fort Collins provide a nice respite from the urbanization. There are many studies to show that green spaces have benefits to the community in tangible and intangible ways. The gardens also provide many measurable benefits through the diverse programs they offer. Their education programs provide children and adults information on community greening, growing food, diversifying our ecosystems, developing wildlife habitat, conserving water, using other resources appropriately, etc. These are values that most of us living in this city believe in. The gardens also grow fresh produce to share with those less fortunate through other community organizations such as the food bank. Summer camp programs are available for children providing a healthy alternative to indoor activities. I hope the community leaders will consider all these and other benefits of having such a wonderful resource as they make their funding decisions. Submitted on Dec-03-2014 11:48 AM Thanks Submitted on Dec-03-2014 11:06 AM Thanks for this opportunity. Submitted on Dec-03-2014 10:18 AM I believe we need to keep it simple in many projects - we don't need many of the fancy medians on so many streets, just make the streets safe and usable and efficient for travel not all buildings need to be "architecturally innovative". Clean roof lines and building footprints cost less to construct, mean less maintenance, less problems with snow loads and snow sliding off onto pathways, etc. Less glass, no matter how "efficient", means less heat loss in Winter... Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 4 of 52 12/4/2014 12:53 PM Packet Pg. 275 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Submitted on Dec-03-2014 09:56 AM Not a bad issue in any of the items Submitted on Dec-03-2014 09:47 AM I am strongly in favor of improving Spring Creek Gardens. Submitted on Dec-03-2014 09:41 AM My wife and I are cyclists who frequently use the city's bike trails and lanes for commuting and recreation purposes. We also enjoy taking out out of town guests to the Gardens on Spring Creek. Finally we are excited about future development and improvements of Lincoln Avenue, Linden Street, and the Poudre River area. Submitted on Dec-03-2014 09:23 AM The Gardens add so much to this community. Completion of the master plan would add a beautiful venue for outdoor events...such as weddings etc. It fills a niche like no other community amenity listed here. They have given back to the community through donations to the food bank that have increased every year. They give back through many educational programs. I believe this is the right time for development as they have proved themselves to be an important part of our community. They have built much on a shoestring budget. Submitted on Dec-03-2014 08:37 AM The plan for the Gardens needs to be implemented. The Gardens are a draw for tourists, and the education programs for youth are outstanding. The staff have done so much with little thus far. As a frequent volunteer, I know there is little space for staff, volunteers, and visitors in the main building; The restrooms and drinking fountains are inadequate for groups of children. The Gardens are an outstanding community resource. Submitted on Dec-03-2014 08:36 AM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 5 of 52 12/4/2014 12:53 PM Packet Pg. 276 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Gardens on Spring Creek are gorgeous. The staff there is incredible. The programs and services that they offer the community are great. Field trips to get children outside and an opportunity to learn about the importance of gardening? Awesome. Community garden plots? Incredible. Finish it. What else needs to be said? Submitted on Dec-03-2014 07:22 AM The Gardens on Spring Creek is the main project I want to see go through. Submitted on Dec-03-2014 07:16 AM My first priority is the Gardens on Spring Creek and these are all wonderful ideas. Submitted on Dec-03-2014 07:12 AM These are difficult choices! I don't live in the southeast part of Fort Collins. I'm sure I would vote differently if I lived in the southeastern section rather than the west central area. I live near the Gardens on Spring Creek and am a member of that organization, so I would like to see the Gardens completed and on their way to becoming self-sustaining. I believe that programs increasing safety, saving water, offering stable housing and managing transportation deserve the highest consideration. There are more choices in the culture/recreation segment--at least some of these programs should be funded to make the Choice City really stand out! Submitted on Dec-02-2014 11:13 PM not exactly how I'd allocate - given the limitations due to the firm $ attached to each project, this only generally reflects my choices. A way to rank the projects would add to your understanding of my priorities. Thanks for the opportunity to give this input. Submitted on Dec-02-2014 08:40 PM My first priority is the Gardens on Spring Creek, then Poudre River downtown enhancements, followed by Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 6 of 52 12/4/2014 12:53 PM Packet Pg. 277 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Linden St. renovations and Lincoln Avenue Improvements. Thanks so much for you dedication and for all that you do to make our town precious to all of us. Submitted on Dec-02-2014 08:11 PM I am the beekeeper at the Gardens at Spring Creek. I plan to add another hive next spring. This additional funding will provide more forage for the bees. This will allow the bees to flourish. I would appreciate your support for this funding. Submitted on Dec-02-2014 07:31 PM Great idea to involve the community! Submitted on Dec-02-2014 07:23 PM The Garden on Spring Creek is a great place to spend a few hours and see a variety of garden and natural areas that can be enjoyed in Colorado. The staff does a wonderful job of presenting gardens that represent Colorado. Not everyone can travel to the mountains or eastern plans to see what Colorado had to offer. It always fun to enjoy the children enjoying the gardens -- particularly the water features. Sondra Metcalf Submitted on Dec-02-2014 06:25 PM One of the best assets of the community green spaces and completion will make it many times as useful as now. Submitted on Dec-02-2014 05:56 PM As you can see from my list, I lean toward funding things that tend to get lost in the shuffle. I hope you don't lose too many. Submitted on Dec-02-2014 04:56 PM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 7 of 52 12/4/2014 12:53 PM Packet Pg. 278 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Transportation needs to remain a focus for the city as growth continues to stress current infrastructure. Alternative transportation should continue to be expanded. Let's keep making it easier to bike and ride tranfort. Submitted on Dec-02-2014 04:21 PM 2309 tarragon lane Submitted on Dec-02-2014 02:45 PM My first alternate for the remaining $100,000 from my choices would be the return of the City Park train. Submitted on Dec-02-2014 10:10 AM We need COMPUTER CONTROLLED traffic signals especially since the city is going to have difficulty meeting new pollution requirements. The flow of traffic is not efficient. Signals that are tripped by single vehicles causing thru traffic traveling in a group to stop is ridiculous. Many times both during the day and in the evenings, I am the only vehicle at an intersection waiting for a green light. I could easily have proceeded without having cross trafffic stop as none exisits but usually the light actually allows me to proceed only when other vehicles come into view and are forced to stop. At intersections after crossing vehicles do proceed, waiting traffic must continue to sit idling as the light does not realize there are no more vehicles wishing to cross thru the intersection. Left on "green only" turns suffer from having to wait too long to make turns even though there is no conflicting traffic from the opposite direction. Submitted on Dec-01-2014 05:10 PM 1538 Westfield Dr Submitted on Dec-01-2014 01:19 PM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 8 of 52 12/4/2014 12:53 PM Packet Pg. 279 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Thank you for offering this quick and easy tool to provide citizens a vote in the budgeting process. I hope you will especially consider the Community Creative Center and the Gardens on Spring Creek in the final BOB budget. These are especially worthwhile projects that deserve support to deepen the City's commitment to being a true Arts and Culture community. Thanks again, Dulcie Willis Submitted on Dec-01-2014 01:00 PM A new pool is greatly needed in Fort Collins. Between recreation, competitive swimming, diving and synchro swimming it is tough to get space. There is a lot of overcrowding and different teams sharing the pool. Submitted on Nov-30-2014 11:12 AM I support funding of the Safe Routes to Everywhere project, but only if the funding split between pedestrians and bicyclists is equal. The current ration unrealistically favors investment in pedestrian projects. Submitted on Nov-29-2014 11:48 AM I am in favor of an outdoor/indoor pool at fossil creek. I drive to Greeley often to use there facility. I was disappointed at the lack of public pools in Fort Collins when we moved. I have spent too much to join neighborhood pools and refuse to continue doing it from here on out. Therefore the only options for me and my family would be to drive across town to city pool or go to horsetooth lake. I LOVE the idea of a pool at fossil creek park. Submitted on Nov-29-2014 08:38 AM Improving transportation, including alternative transportation options, is important to me and an equitable, environmentally responsible approach to the future of Fort Collins. Submitted on Nov-28-2014 04:52 PM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 9 of 52 12/4/2014 12:53 PM Packet Pg. 280 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program The project that I care most about is the addition of a new pool in the Fort Collins area. I swam for CSU and now coach for a local club team so I have personally expereinced the need for a new pool for the past 6 years. The pool facilities on the CSU campus are very limited with having men's and women's swimming, diving, water polo, synchronized swimming, all the rec sports, and the pool in the rec center only being open pool and unable to rent- there is not enough space for all of these activities. Now as a coach for a non-CSU related team, Northern Colorado Synchronized Swimming, issues of needing more space in Northern Colorado has continued. Our program alone rents more than 15 hours of pool space a week during the school year and over 20 hours a week in the summer. Not to mention all the other teams and water sports in the area. It is a constant struggle to find enough pool time to support our growing team as we build to a higher level of competition. The addition of a new pool in the Northern Colorado area would help to eliminate the over crowding issues currently going on. For example- on Thursday evenings we rent pool space at Thompson Valley High School at the same time as a speed swimming program. That makes for an extremly crowded pool area which is dangerous- currently we have an athlete out with a concussion she got during a Thursday evening practice when our whole team is crammed into a small dive well area. Taking on this project is a high inital cost but with the number of swimmers in Northern Colorado the rental fees will quickly off set that, not to mention the ability for us to host more local, regional, and national compeitions for swimming, diving, water polo, synchro, etc. Thank you for your time and consideration, Audrey McMahon Submitted on Nov-25-2014 02:30 PM I ask that the $'s be spent to complete the buildout of the Gardens on Spring Creek and to spend the remaining $650,000 on my "wish list" be used to increase the staff and pay salaries of employees at the Gardens and any other unappreciated employees of the City of Fort Collins. Submitted on Nov-25-2014 01:55 PM If golf can save money by making this change, they should be able to work that through their revenue stream. The SE Community Center should be in with the transportation project to re-route north Lemay as those projects are comparable cost wise. Grade separated bicycling/pedestrian crossings will save lives, promote alternative transportation/reduce congestion, and thus should receive more money. Submitted on Nov-25-2014 12:10 AM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 10 of 52 12/4/2014 12:53 PM Packet Pg. 281 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Let's bump up the grade separated crossing fund to $10M. Submitted on Nov-24-2014 05:19 PM While the City has historically focused on pushing development in the north side of Fort Collins, the undeniable strong economic growth in the SE corner of town has created real infrastructure needs. Cross town traffic makes it very undesirable to head downtown. Creating a state of the art rec center in the SE corner and improving the ability and safety for pedestrians and cyclists to cross Harmony (on of the most dangerous crossings in town) will alleviate some of the traffic that is ruining the quality of life in Fort Collins. The City Park train is/was one of those unique features that has a value beyond its worth. It adds to the character of the town and is something that every child growing up in Fort Collins remembers with true fondness. I also want to comment on the plan for artificial turf in Fossil Creek. That sounds like a highly unsustainable idea. Putting plastic grass in our parks should not come before more rigorous watering standards. This fall, the soccer fields at Spring Canyon were saturated, with standing water in some areas. This had nothing to do with rain - it was from the overwatering of the grass. The City should look at returning some of the manicured turf back into native habitat, not adding plastic to our parks. There is an increased concern regarding the health and safety of artificial turf, and I would not be happy to have my children outside playing on artificial turf. I'd rather see them have to play on dry, dormant grass than artificial turf. Submitted on Nov-23-2014 11:29 AM I think this is an important and necessary funding requirement for all people to stay healthy. Submitted on Nov-23-2014 08:43 AM While I think the southeast creative community center would be a great addition to the southern population recreation, the Safe Routes to Everywhere provides for the safety of the whole of the city. Submitted on Nov-23-2014 08:21 AM since the middle and high schools do not have pools like Loveland, Greeley and Windsor, more pools with lap lanes are needed. Only Greeley has a long course outdoor pool Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 11 of 52 12/4/2014 12:53 PM Packet Pg. 282 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Submitted on Nov-22-2014 10:31 PM The southeast community center pool should be Not be only 4 lanes, it Should be 8 lanes. There is so much demand for lap swimming this (8lanes)would help relieve this heavy demand and allow for some expansion as the city population continues to increase. Submitted on Nov-22-2014 09:35 PM We live in the Westchase neighborhood. We are SO close to the trails, but I can't bike or walk there with my kids. Please connect with a sidewalk to the rest of the city (don't need much more than .5 a mile to get us to the Power Trail)! We'd love a city pool near our end of town too. We hardly use the other city pools because they are so far away. I drive my kids to lessons in Loveland instead of contending with FC traffic. I don't think having a pool at this end of town will take too much business from the other city pools. I think this will end up as a market expansion, instead of shifting the market. Submitted on Nov-22-2014 08:58 PM Thank you for including public input on the City's projects. Submitted on Nov-22-2014 07:47 PM A priority project should and must be the community pool in the Southeast. If you approve this project without the pool, it will no longer be a recreation center but rather a memorial to the mean-spirit in all of us. Submitted on Nov-22-2014 06:15 PM I would put more money towards the S. Rec Ctr. with outdoor and indoor pool. For several years now I've been driving to Loveland and to Greeley with my children to use their rec centers and pools. We buy gas, groceries and go to restaurants near those facilities. Having a swimming facility in South Fort Collins will also contribute to other local businesses. Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 12 of 52 12/4/2014 12:53 PM Packet Pg. 283 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Submitted on Nov-21-2014 08:11 PM Please build a pool on the southeast end of town! Thank you! Submitted on Nov-21-2014 12:34 PM My two biggest priorities are the Safe Routes to Everywhere and the Southeast Community Center with pools. There wasn't an opportunity to show that, so just thought I'd mention it here… And, thanks for creating this input link! Submitted on Nov-21-2014 11:16 AM These are the items that I am most interested seeing completed. We have small children who LOVE to swim and would use a nice indoor pool ALL the time; we drive to Broomfield frequently and use theirs. Would love to have something like theirs in our own community. Submitted on Nov-21-2014 11:01 AM Thanks for letting us have a voice. :) Submitted on Nov-21-2014 10:11 AM I moved here in 2004 and have enjoyed being able to do most of my shopping and errands from the seat of my bicycle. Keeping Platinum status as a bicycle city is a very good project. The addition of a whitewater park adjacent to Old Town would be a great enhancement to our being a tourist destination along with our craft breweries and bicycle paths. One little mentioned aspect of tourist memories; aroma, the delightful smell of hops and wort cooking at the breweries, Ranch-Way Feeds blending some malt-like granola feed. San Francisco use to be known for its coffee roasting, bread baking, and chocolate making aromas such that you could locate yourself in the city by smell. And tourists took those memories away with them and incorporated that into considering SF as a World City. We have the opportunity to do something like that, on a smaller scale, here in Fort Collins. Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 13 of 52 12/4/2014 12:53 PM Packet Pg. 284 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Submitted on Nov-21-2014 09:37 AM Southeast Fort Collins is greatly in need of pedestrian/bicycle lanes and sidewalks. It is sad that we live in Westchase, just a short distance from Kinard, Preston and Fossil Ridge and yet I cannot allow my children to walk or ride their bikes to school because there is no safe routes for them. Submitted on Nov-21-2014 08:45 AM I love this town!!! Submitted on Nov-21-2014 08:29 AM It's important to balance these investments not only across the desired outcomes (i.e. economic, ecological, cultural, etc.) but also across the parts of our town (SE Rec Center AND Downtown improvements for example). I tried to reflect this coverage in my voting. Submitted on Nov-21-2014 08:00 AM The southeast community center is just too expensive at this time. Submitted on Nov-20-2014 06:34 PM We support a new rec center in SE FTC with pools Submitted on Nov-20-2014 04:55 PM My highest priorities for the city would be the following: 1. Stable supportive housing for homeless 2. Water sustainability improvements 3. Safe routes to everywhere (ADA compliance, sidewalks, bicycle paths, etc.) Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 14 of 52 12/4/2014 12:53 PM Packet Pg. 285 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program 4. Downtown Poudre River enhancements 5. Nature in the city 6. Bike/Ped grade separated crossings Thank you very much for allowing the community to provide input on these very important issues. Submitted on Nov-20-2014 09:56 AM SouthEast Community Center WITH pools is a VERY worthwhile project!!!!! Submitted on Nov-20-2014 08:28 AM I would love a "Northwest" Community Creative Center....... Submitted on Nov-19-2014 09:24 PM Thanks for making this a relatively transparent process! Submitted on Nov-19-2014 09:04 PM Thank you for the opportunity to provide input. Submitted on Nov-19-2014 08:50 PM We want a pool on the south end of town!! Submitted on Nov-19-2014 08:42 PM Thanks for taking my in-put! Great to see the community market place back on here! Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 15 of 52 12/4/2014 12:53 PM Packet Pg. 286 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Submitted on Nov-19-2014 03:03 PM We are very much in need of a pool on the southeast end of town. Epic and Mulberry are at capacity with high school swim teams, FAST, Vortex, etc... I had my son's 7th birthday party (pool party) at the Chilson Recreation Center because there wasn't a facility in Fort Collins that could accommodate the event. It would be nice to spend my money in the city I live. Submitted on Nov-19-2014 01:40 PM Pool!!! Submitted on Nov-19-2014 11:52 AM Thank you for asking for input Submitted on Nov-19-2014 11:37 AM Thank you for the opportunity to provide input. Submitted on Nov-19-2014 10:56 AM I really believe the south side community needs a pool! Submitted on Nov-19-2014 09:29 AM Living on the SE side of Fort Collins, the funding of the SE Community Creative Center WITH pools is very important to my family. Thank you. Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 16 of 52 12/4/2014 12:53 PM Packet Pg. 287 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Submitted on Nov-19-2014 09:18 AM Would like to see a Mental Health treatment facility that includes Alcohol and Drug detox inpatient programs. Submitted on Nov-19-2014 07:07 AM A southeast recreation facility with a pool is not only highly desired but also necessary to meet the recreation needs of residents in this area. Submitted on Nov-19-2014 06:13 AM This is so needed for the residents of the Southeast part of Fort Collins. We are a vital driving force of our local community and too often ignored. This project would help reduce traffic, provided needed community resource and restore faith for our community in democratic local process. Submitted on Nov-18-2014 10:48 PM my Family uses the epic center all the time and we love the pool for swimming but it is very basic. We often drive to greely or to loveland to use their pools because they have such better facilities for children. They pools are fantastic. I FULLY support a pool in south Fort Collins. We could bike from our house and we would use it and support it fully! Please please please find a pool. Thanks so much. All of these projects look great. Submitted on Nov-18-2014 10:23 PM i woild really love to see an amazing community center with pools to take kids of all ages too. There are not enough indoor activities available for families in the area, especially for toddler age kids. Submitted on Nov-18-2014 09:20 PM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 17 of 52 12/4/2014 12:53 PM Packet Pg. 288 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program I wish I could have supported every project, because I think most are important. The only one I couldn't fit in was the Southeast Community Center, which is unfortunate, but after I selected my top priorities I only had $10M left to budget. I think some of the smaller Culture and Recreation items are much less important than the Southeast Community Center, but had low enough costs that I could fit them in. The top priorities for me are Nature in the City, Lincoln Avenue Improvements, Safe Routes to Everywhere, Grade Separated Crossings, Downtown Poudre River Enhancements, Arterial Intersection Improvements, and the Community Marketplace. Submitted on Nov-18-2014 09:14 PM Fort Collins need to have one of the best community rec centers, or at least be as nice as the Greeley Family Fun Plex. Thank you, Heather McQueen Submitted on Nov-18-2014 09:14 PM I am a native to Fort Collins and I appreciate all of the improvements that the city would like to do for the community - however, I truly believe addressing the rapid GROWTH of South east Fort Collins needs to be the number one priority. I live in South East Fort Collins with my husband and three children. We DO NOT have SAFE routes to ride our bikes - or even walk - around the community (we can't even get out of our neighborhood with a safe walking/bike route). Additionally - it is easier for us to go to the Loveland Chilson Recreation Center than it is to go into town to use the recreation centers Fort Collins has to offer. i believe we need to keep money in our own community. Not to mention that none of the High School have pools - which makes supporting swim teams a challenge. We should be doing everything we can to keep the community physically active and healthy. The population is getting to big for us to ignore the need for these two projects to be funded immediately. Submitted on Nov-18-2014 09:11 PM Fort Collins should have the best community pool in Northern Colorado. Currently, both Greeley and Loveland have better ones. Let's make the pool at the Southeast Community Creative Center one of the best in the state... Let's make it happen! Submitted on Nov-18-2014 09:06 PM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 18 of 52 12/4/2014 12:53 PM Packet Pg. 289 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program What a great way to solicit community input! Thanks! Submitted on Nov-18-2014 09:02 PM It should be a competition sized pool. Thanks. Submitted on Nov-18-2014 08:49 PM Pool is my highest improvement on the south end! thanks Submitted on Nov-18-2014 08:18 PM Please make a south east pool! Submitted on Nov-18-2014 07:48 PM I really love the idea of a southeast pool/rec center. We need it down here. We always have to drive to the north end of town to go to the pool. Please build a pool here!! Thanks!!! Submitted on Nov-18-2014 06:47 PM please support the southeast community center with pool Submitted on Nov-18-2014 05:58 PM The Southeast Community Creative Center is my top priority of all on this list. Thank you for asking for community input! Submitted on Nov-18-2014 04:10 PM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 19 of 52 12/4/2014 12:53 PM Packet Pg. 290 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program We need a southeast rec center with lap lanes for lap swimmers, Masters swimmers, and high school practice (Rocky & Fossil). Submitted on Nov-18-2014 03:28 PM I highly support the addition of a community pool in SE Fort Collins. Submitted on Nov-18-2014 03:07 PM South/south east Fort Collins is lacking an indoor swimming pool. Both EPIC and Mulberry are in North FC. Submitted on Nov-18-2014 02:32 PM The majority of the leisure pool amenities should be indoors in order for it to be enjoyed in the winter also. Submitted on Nov-18-2014 02:06 PM Regarding aquatics at the SE Community "Creative" Center, if not now, when? 1. Fort Collins has a shortage of pools. I don’t think anyone disputes this. 2. Fort Collins continues to grow, so the aquatics shortage is only going to magnify. 3. So if now is not the time for the City to step up and meet this need, then when is the time? Fort Collins is SUCH A GREAT CITY that it is actually a little shocking at how far behind it is compared to other Front Range cities in its public aquatics facilities. We just moved to Fort Collins after 12 years living in Denver, and 30 years (born and raised) living in Boulder. Every front range city I can think of (Broomfield, Westminster, Thornton, Boulder, Denver, Aurora, Loveland) has more and better aquatics than Fort Collins. Even cities that are smaller than Fort Collins have more and better facilities. 2 public year-round pools for a city of 150,000 people (and growing)??? And for what it’s worth, those in the Fort Collins aquatics community (including myself) would FULLY support paying more in use fees to support more and better aquatics facilities. The $30/month for unlimited use at EPIC is way too cheap. I paid $9 PER USE to swim at University of Denver’s El Pomar natatorium. And the SE Fort Collins demographics seems to be fairly educated and affluent, and largely capable of paying higher use fees. The users of the facilities should pay their fair share of the cost, and the current fees are too low. Pools are expensive... the aquatics community understands this. We should pay more. Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 20 of 52 12/4/2014 12:53 PM Packet Pg. 291 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program In conclusion, me and my family of 5 STRONGLY support aquatics in the SE Rec Center. Great for Fort Collins. Great for the health and fitness and recreation benefits (lower obesity and related healthcare costs). Great for the growing SE part of the city. Great for the High School swim teams. Great for the club swim teams. Great for families. Great for Fort Collins competitiveness against other Front Range cities. And long overdue!! (As a side note, today is Nov 18, and it is COLD outside! Swimming is a GREAT way to have fun with your family and stay fit when it is too cold and snowy to run and bike outside. I guaranty that if there was a public aquatics facility in SE Fort Collins, it would have been PACKED during this recent cold snap!!!) Thank you for your consideration. Submitted on Nov-18-2014 01:48 PM Please don't forget there is a North side to our community and it has been negelected far too long. And there is more to Ft. Collins that just bikes and nature. Submitted on Nov-18-2014 01:31 PM I support and look forward to the Southeast Community Rec center WITH POOLS! Submitted on Nov-18-2014 01:26 PM I have not seen much, if any, information on the physical health facilities to be included in the Southeast Community Creative Center/Pool complex. In addition to the pools, physical fitness facilities need to be a priority in this complex. Thank you! Submitted on Nov-18-2014 01:07 PM I think this is a fantastic way for community members to have the opportunity to voice their opinion on how city dollars should be spent! Bravo! Submitted on Nov-18-2014 12:36 PM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 21 of 52 12/4/2014 12:53 PM Packet Pg. 292 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Would very much like to see part of the building designated for Seniors. It is a long way for us to travel to the present Senior Center. Great idea, and much needed for this area of Ft. collins Submitted on Nov-18-2014 12:20 PM I would love to see a Rec Center on this end of town. The population certainly has grown enough to support one. Submitted on Nov-18-2014 11:28 AM This was fun. Thanks for giving me a chance to think about my community. Submitted on Nov-18-2014 11:23 AM Thanks for asking! Submitted on Nov-18-2014 11:18 AM We need a community in the southeast side. We have multiple schools and lots of young families that would utilize a positive and safe environment much closer than other community centers. Submitted on Nov-18-2014 10:28 AM I would like to see our local farmers supported in any way possible. Submitted on Nov-18-2014 10:05 AM It appears that a ton of good can be done across the city without the creation of a $10 million Southeast Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 22 of 52 12/4/2014 12:53 PM Packet Pg. 293 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Community Center. If you convert the Car Barn to a fire museum (I totally support!), please keep in mind the needs of the Fort Collins Municipal Railway Society, which has been operating out of that barn for decades. That volunteer organization is working to preserve the city's heritage and has a close connection with the historic Municipal Railway building. A joint Railway/Fire museum could be a great addition to the City's historical preservation efforts. Submitted on Nov-18-2014 09:26 AM Pool with indoor/outdoor pools is a must. Will be a monumentous failure by the city of Fort Collins if this doesn't happen. It's what the community wants - I.e. The tax payers. Submitted on Nov-18-2014 09:21 AM Community marketplace will be a great addition to Fort Collins . Submitted on Nov-18-2014 09:00 AM There needs to be something in south Fort Collins to support the growth that is happening here. It is ridiculous that our HS students have to travel to mid Ft C to swim, that there is no rec center available on this end of town for the residents. The private clubs are full to bursting. Let's get something at this end with pools both rec and lap and a place for our community to come together in a healthy way. Let's make it awesome and something that is well planned for now and for growth in the future. Lots of options like game rooms, courts, several types of pools, work out room, ballroom or convention/meeting room, rock climbing, classrooms etc. it will get used and is sorely needed! Submitted on Nov-18-2014 08:46 AM Priority to the SE Community Center! We need more pools! Submitted on Nov-18-2014 07:44 AM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 23 of 52 12/4/2014 12:53 PM Packet Pg. 294 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program The SE park pool is much needed! Submitted on Nov-18-2014 07:00 AM Please include a competitive size pool to help with the super crowded pools for our swim teams and high school teams. Thanks. Submitted on Nov-18-2014 06:56 AM Pool with lap lanes Submitted on Nov-18-2014 06:09 AM The must important thing to my family and I is the south community center...with the pool option! My daughter swims and there just isn't enough lanes in town so there are kids swimming later than they should just to get a practice in. Submitted on Nov-18-2014 05:49 AM Let the 2250000 not accounted for be put towards developing a pedestrian/bike lane connecting king soopers on north college to trail system on Sheilds. This is a heavily trafficked area, immediately out of city limits. The current set up is dangerous for peds and bikes. Adding sidewalks and bikelanes along this section of 287 and Sheilds would greatly increase safety and usability in this section of town. ThAnks for your time. Submitted on Nov-18-2014 04:30 AM Southeast Fort Collins continues to grow and grow and the closest rec center is 25 minutes away. Basically our tax dollars are funding Old Towns recreation. Submitted on Nov-18-2014 12:44 AM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 24 of 52 12/4/2014 12:53 PM Packet Pg. 295 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Southeast creative center with pool please! Submitted on Nov-17-2014 11:47 PM A southeast Fort Collins community center is LOOONNGGGG overdue! This would be awesome! Submitted on Nov-17-2014 10:37 PM My address is 3602 Little Dipper Drive. My priorities would be humanitarian needs first, transportation infrastructure (bike/auto/pedestrian) second, water conservation efforts that have strong ROI third. Heritage renovation efforts only seem to make sense if they would generate meaningful public usage increases in response, otherwise its spending good money after bad ('bridge to nowhere" spending). I would trust the City staff to select which projects have this kind of merit (over my own judgement). In general I support development of park space, but some of these investments provide too little information on "where" and/or how the money would be invested. The list appears to have a bias towards investments in downtown/old town, which doesn't respect that all incorporated areas of the city deserve infrastructure attention. I'm sure some semblance of balance can be and will be achieved by City leadership. Wish I could support the SouthEast Recreation center (where I live) but that price tag makes no sense without better information on the intended purpose. However, I definitely see a need to tie the SouthEast quadrant of the city into the city's bicycle/pedestrian path system. This seems an overdue investment. Pretty much have no practical access to the wonderful trail system in the city. Submitted on Nov-17-2014 10:17 PM This should be a competition sized pool. Submitted on Nov-17-2014 10:12 PM Hasn't been fully studied yet - but this is why I would be against not only synthetic turf - but maybe also the Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 25 of 52 12/4/2014 12:53 PM Packet Pg. 296 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program bouncy rubber areas that so many of the parks have now in place of wood chips/gravel, etc.: http://www.forbes.com/sites/bobcook/2014/10/20/should-parents-worry-synthetic-turf-fields-will-give-their- children-cancer/ Also, using raw water at parks ... that just seems like a bad idea if people are frequenting them (especially with children in tow) for picnics, etc... Submitted on Nov-17-2014 09:59 PM lets get a pool on the south side of town! Submitted on Nov-17-2014 09:50 PM My highest priorities include improvement of alternative transportation (bikes, buses, peds) throughout the City as well as continued economic improvements and downtown expansion and improvement (Linden Ave and Lincoln Corridor). Submitted on Nov-17-2014 09:48 PM This town is in desperate need of another lap pool. We are years behind all the other cities in the nation on this level. Submitted on Nov-17-2014 09:35 PM The PDF description for the SE Community Center is confusing and vague. (It also sets a record for repetions of the word "creative". :-)) Option B lists an outdoor pool and a 4 lane lap pool. But then there is mention of a competitive pool. How many lanes? What is the construction cost of the lap lane alternative vs the competitive? I like the idea of another competitive pool in Fort Collins, but the information provided is so ambiguous that I did not vote for this choice. Submitted on Nov-17-2014 09:25 PM The southeast corner of Fort Collins is thriving and needs a center that is close. Currently, I choose to enroll Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 26 of 52 12/4/2014 12:53 PM Packet Pg. 297 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program my kids in Windsor recreation because it is just as far to drive there than North fort Collins. Submitted on Nov-17-2014 09:05 PM It would be great to have access to locally grown food all year around. Submitted on Nov-17-2014 08:52 PM My first pick would be the Southeast Community Creative Center with pools! Submitted on Nov-17-2014 08:51 PM Please do a pool! Submitted on Nov-17-2014 08:35 PM Love the outdoor pool idea. I would love to see a larger indoor pool for the South East community center for competitive swimming. Submitted on Nov-17-2014 08:25 PM Vote yes Submitted on Nov-17-2014 08:05 PM 7246 Laramie River Drive Submitted on Nov-17-2014 08:04 PM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 27 of 52 12/4/2014 12:53 PM Packet Pg. 298 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program I love that pools are back in the mix, but we need more workout lanes for the crowded swim teams in the area. It is a great sport but people get discouraged by the early/late practice times and the overfill lanes. Submitted on Nov-17-2014 08:03 PM Southeast community creative center with pools is my top pick. My family and community would benefit from this project the most. Submitted on Nov-17-2014 07:52 PM Thank you for seeking public input!! I recommend fully funding all proposed projects with $5,600,000 going towards the safe route proposal. Submitted on Nov-17-2014 07:35 PM I believe one of the high priorities is a new community center in SE FOCO with pools. Submitted on Nov-17-2014 07:27 PM schools should do swimming pools not city as done for at least 50 yrs in Denver to small little eaton colo! Farmers can pay their share for market place Stable housing ? Start lower fees on housing Submitted on Nov-17-2014 07:18 PM Southeast Community Center WITH POOLS!โ Submitted on Nov-17-2014 07:05 PM Thank you for putting a pool back in the southest community center options, the city really needs more Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 28 of 52 12/4/2014 12:53 PM Packet Pg. 299 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program aquatics. I would definitely liked to have seen a little more emphasis on bicycle trail completion, especially in the southeast and south central part of town where our trails are broken and don't in general help us have safe routes to bicycle. Submitted on Nov-17-2014 06:52 PM Safe routes and Southeast Community Center with pools are my highest priorities. Submitted on Nov-17-2014 06:32 PM The pool needs to be bigger. We have a growing population of swimmers. We need more lanes for them Submitted on Nov-17-2014 06:24 PM Please include a competition sized pool In the south east rec center. Thank you. Submitted on Nov-17-2014 06:14 PM I especially support the following: (1) A community marketplace would be an amazing addition to our community. Not only woult it greatly support the sustainability of our local food system, it would improve the health and vibrancy of our community. I trust that Fort Collins will continue to "chart the course" as a leader in innovation and sustainability. A community marketplace would continue to "put Fort Collins on the map" as a destination for those to live, work and recreate. (3) Water sustainability projects are needed - I hope the City of Fort Collins continues to include water sustainability issues as part of its budget. Water is life! Especially here, in our semi-arid desert; again, I hope Fort Collins can be an innovator and leader on such issues. I especially DO NOT support the following: (1) I do not support putting a "fire museum" in the Historic Trolley Barn - this is NOT the highest and best use for that amazing building. This building should be a place that truly brings the community together - a place that not only honors the past, but highlights and celebrates the future and potential of this fine city. Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 29 of 52 12/4/2014 12:53 PM Packet Pg. 300 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program (2) I do not support a Southeast Community Creative Center - large swimming pools with a lazy river in Fort Collins is not aligned w/water sustainability - especially when we have the EPIC center. Submitted on Nov-17-2014 05:51 PM Would love a SE rec center with pool. However, it should be a competition sized pool to be useful for swimming lessons, competitive teams, and high schools. Submitted on Nov-17-2014 05:45 PM I can't think of any major arterials that haven't already been widened and had as many lanes added as they can reasonably handle, so I didn't check that. I'm not sure how badly the south side needs a community center/pool, but I'm right next to City Park so I guess I can't begrudge them that. I wonder why the bike crossing at Riverside and Mulberry isn't one of the top priorities for the grade crossings program. That one totally sucks. And I think maybe the Lincoln improvements could be kicked down the road, or have Woodward pay for some of it? BTW, that was a real debacle on the city half of the golf course "improvements". Thanks Eric Submitted on Nov-17-2014 05:39 PM Swimming pools in south gort collins!!! Submitted on Nov-17-2014 05:35 PM Swimming pools in south gort collins!!! Submitted on Nov-17-2014 05:35 PM Please fund the indoor pool with water slides for the FC Southeast recreation center. We really would love to have this in our city. Not a culture center but a recreation center. Water slides and lazy river would be Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 30 of 52 12/4/2014 12:53 PM Packet Pg. 301 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program great!!!!! Thanks Meta Van Skiver Submitted on Nov-17-2014 05:02 PM By far, my number one priority is the Southeast Creative Community Center WITH indoor/outdoor pool. Submitted on Nov-17-2014 04:30 PM we need them Submitted on Nov-17-2014 03:59 PM I would love to see the Southeast Community Center with indoor/outdoor pools become a reality- it's about time for something like this! Submitted on Nov-17-2014 03:38 PM 2038 Caribou Dr. #101 With no community center and no pools at the area high schools, southeast Fort Collins desperately needs a pool with lots of lap lanes. Submitted on Nov-17-2014 02:53 PM These are all such great projects and opportunities to improve our great city! The Community Marketplace would really set our city apart in the region and even the nation as a forward thinking and acting community. A year round marketplace will make it so that artisans and growers can make a living year round, bringing more of that kind of capacity to the area. Thanks for taking everyone's input! Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 31 of 52 12/4/2014 12:53 PM Packet Pg. 302 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Elizabeth Submitted on Nov-17-2014 02:34 PM The pool at the Southeast Community Center is needed. Submitted on Nov-17-2014 02:33 PM With so many new families and business coming to Fort Collins we need more places to for family fun. Especially indoors. Submitted on Nov-17-2014 02:31 PM The balance to improve the sidewalks and bike trails throught the city for access to everything without major intersection crossings.. Submitted on Nov-17-2014 02:28 PM What about trails? Our trail system needs completion! Submitted on Nov-17-2014 02:17 PM I'd love the SE pool idea! We need it in the SE area and it would be great for the community! Submitted on Nov-17-2014 02:15 PM I would have been happy with less projects if less money was available. Submitted on Nov-17-2014 02:10 PM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 32 of 52 12/4/2014 12:53 PM Packet Pg. 303 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program I hope the projects I did not choose are given another chance in the future. Thanks so much for soliciting input. Submitted on Nov-17-2014 02:09 PM We need to invest more in green transport and continued support of the biking community! Submitted on Nov-17-2014 02:08 PM I am so happy and proud to be part of a community that values the need for affordable housing, creating a livable community, supporting healthy lifestyles, and promoting alternative means of transportation. The Southeast Community Center is sorely needed to serve the burgeoning population here as current clubs and facilities are overloaded and inaccessible. To have a Center with a great pool complex like the FunPlex in Greeley in this end of town would be a tremendous asset to Southeast For Collins. Submitted on Nov-17-2014 01:27 PM Our family would love, love, love a nearby pool. We live just south of Trilby and Lemay, and the closest pools are 15-20 minutes away. Submitted on Nov-17-2014 01:11 PM Please keep this in your budget. The southside needs affordable swimming options also. Not everyone on the side of town is loaded! Submitted on Nov-17-2014 12:53 PM The Southeast Community Creative Center with pools would be my first choice!! Submitted on Nov-17-2014 12:51 PM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 33 of 52 12/4/2014 12:53 PM Packet Pg. 304 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program we NEED the pool!!!! Submitted on Nov-17-2014 12:31 PM Highest priority is for Southeast Community Creative Center WITH POOLS. It's embarrassing to Fort Collins that residents use the Windsor and Loveland pools because all Fort Collins facilities are far away. Submitted on Nov-17-2014 12:14 PM COMMUNITY MARKETPLACE!!! With over 30 CSA's (community supported agriculture) initiatives and small farms we need to give our local food producers our support and create a space that would allow Fort Collins residence easy and reliable access to their goods! THIS WOULD BE AMAZING. Submitted on Nov-17-2014 12:07 PM This is a facility that is desperately needed in Fort Collins. However, the indoor lap pool needs to be more than 4 lanes. Currently, EPIC and Mulberry pools are at capacity and it is nearly impossible to find a time to lap swim when there is not a team and/or club taking up most of the lanes. Having more than 4 lanes will dramatically assist in relieving the overcrowding at these other two pools. Submitted on Nov-17-2014 11:43 AM save the rest for next year. Submitted on Nov-17-2014 11:31 AM Thanks for the opportunity to provide feedback! Submitted on Nov-17-2014 11:16 AM Would like to see a bike/pedestrian trail running from new residential neighborhoods north of the old fort Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 34 of 52 12/4/2014 12:53 PM Packet Pg. 305 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program collins airport toward buckingham street off lemay. Submitted on Nov-17-2014 11:11 AM All of the recreation enhancements are on the south side of town? Submitted on Nov-17-2014 11:03 AM Please Put A Pool South Of Harmony And EasT Of College. (Sorry, My Phone Is Capitalizing Every Word And I Don't Know Why.) Submitted on Nov-17-2014 10:54 AM I support the community marketplace as vital to this community. Submitted on Nov-17-2014 10:41 AM Please add lanes for lap swimming, i.e. 6+.. Would love to be able to use this pool for schools, masters programs, etc... Submitted on Nov-17-2014 10:35 AM Please put the community market at the Trolley barn, not a fire museum. Submitted on Nov-17-2014 10:28 AM I really want to see some facilities in the SE as I think we are being neglected. First off is the community center WITH a pool including lap lanes. Next would be getting us connected to the city trail system. Submitted on Nov-17-2014 10:22 AM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 35 of 52 12/4/2014 12:53 PM Packet Pg. 306 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program More lap lanes needed in the indoor pool so that Master's swimming can take place. Submitted on Nov-17-2014 10:21 AM A community marketplace will be a great asset to our community. Ithaca, NY has a good model of this, but it's outside. Asheville, NC has a great indoor marketplace called The Grove Arcade. This is always packed during the holiday shopping season. Fort Collins has a vibrant community of food producers and local artists. I think this is much needed, and will be extremely popular year round. Nature in the City is a great initiative too.Lindsay Ex and Bruce Hendee have done a great job with developing a strategy for this, as well as seeking out public comment. This is a good, low cost, way to make improvements to parks, irrigation ditches, buildings, courtyards, and alleys using leverage areas. Nature in the City is going to be a huge improvement for the livability of Fort Collins. Thank you for soliciting feedback. Alexa C. Barratt Natural Resources Advisory Board Submitted on Nov-17-2014 10:16 AM Please add a 50m pool in the Southeast Community Creative center, with lap lanes for people to train in and take the load off EPIC. Submitted on Nov-17-2014 10:14 AM 3051 sage Creek Rd #F31 Submitted on Nov-17-2014 10:12 AM 2908 Spacious Skies Dr Submitted on Nov-17-2014 10:12 AM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 36 of 52 12/4/2014 12:53 PM Packet Pg. 307 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program We desperately need a recreation center in SE Fort Collins with pools. You have our vote! Submitted on Nov-17-2014 10:07 AM SE ACTIVITY CENTER WITH POOLS!!! Submitted on Nov-17-2014 09:57 AM I would list my #1 priority as the SE community center with pools, the #2 priority as safe rides everywhere and #3 Computer Aided Dispatch. Thank you for allowing me to provide input! Sincerely, Bill Laffey Submitted on Nov-17-2014 09:54 AM Please support the Community Marketplace. Submitted on Nov-17-2014 09:53 AM Having a local food system in place is very important.....the dept of defense recognizes food system safety and presence as a HUGE factor for us now, and in the future. Please make food, food systems, and local safe food systems a priority. Thank you, Jason Submitted on Nov-17-2014 09:52 AM Myself and my family would love to have a place to consistently go to support our farmers! Submitted on Nov-17-2014 09:47 AM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 37 of 52 12/4/2014 12:53 PM Packet Pg. 308 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program More swim lanes and bike paths please! Submitted on Nov-17-2014 09:45 AM Please build a south east rec center. Submitted on Nov-17-2014 09:42 AM Please add indoor lap lanes. 4 lanes aren't enough, they will be overcrowded. Typically lap lane pools have 8 or more lanes. While an aquatic center is much welcomed, the ability to do the most basic of aquatic exercises (swimming laps!) should be a cornerstone of this project with ample lap lanes for swimmers. I'm grateful the city is considering this. A SE lap lane pool with other aquatic amenities will only serve to increase opportunities for fitness in all members of our population. As a family doctor, I encourage all of my patients to exercise as much as possible, and swimming is an excellent way to gain fitness. Thank you, Jason Barker, ND Fort Collins, CO Submitted on Nov-17-2014 09:39 AM Thanks Submitted on Nov-17-2014 09:38 AM This region could benefit greatly with the addition of a new athletic swimming pool. The school teams in SE need it closer to home, the demand is high from all the SE neighborhood athletes, it will enhance the community by encouraging positive activities for all ages. Not only will local businesses benefit, traffic will improve in the areas of FoCo that the other pools located as Windor & South FoCo residents won't have to drive north to EPIC and Mulberry! Submitted on Nov-17-2014 09:16 AM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 38 of 52 12/4/2014 12:53 PM Packet Pg. 309 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program I believe a top priority is to add competitive swim lanes to the SE Rec Center. Submitted on Nov-17-2014 09:15 AM Please include a WARM zero entry indoor pool appropriate for small children at the South East Community center Submitted on Nov-17-2014 09:07 AM We really need a community center on the South side of town with a pool. As the city grows it is no longer feasible to travel to North Fort Collins or Epic for all of our needs as traffic creates such a impediment to getting back and forth in a timely or environmentally safe manner. My family is thrilled at the prospect of activities and swimming being closer to us so that we can participate more. Hope to see it soon. Submitted on Nov-17-2014 09:05 AM There is some anecdotal evidence coming out that Synthetic Turf fields pose major health risks, a very high incidence of disease is appearing in college age women who played on it in their youth. More research should be conducted before we lay these surfaces down for our kids to play on. Submitted on Nov-17-2014 09:04 AM There are many frivolous and unnecessary projects on here. Makes me feel uncomfortable with the people who allow for such extravagant spending on "Renovations", "updates", "improvements" to shallow esthetics. And even more concerning is that 90% is once again only on the north side of town. Submitted on Nov-17-2014 08:59 AM Thank you for listening. Submitted on Nov-17-2014 08:57 AM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 39 of 52 12/4/2014 12:53 PM Packet Pg. 310 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program SouthEast Fort Collins really needs support from our city. The number of families living on this side of town warrant the need for Community facilities. Putting in the community center without a pool would be very short sided. Thank you. Submitted on Nov-17-2014 08:56 AM My number one on this list is the Southeast Community Creative Center. Submitted on Nov-17-2014 08:43 AM 4961 Bluestem Court Submitted on Nov-17-2014 08:37 AM Do we have to spend all the money? Can we save for deficit years? Submitted on Nov-17-2014 08:33 AM 713 ARBOR AVE Submitted on Nov-17-2014 08:32 AM Our city desperately needs the Southeast Community Creative Center. Please, please build this complex. My kids will be grown and gone by the time it would be finished, but it is a must for the next generation of kids and adults. Thank you. Submitted on Nov-17-2014 08:30 AM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 40 of 52 12/4/2014 12:53 PM Packet Pg. 311 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program 6454 Edgeware St. Submitted on Nov-17-2014 08:29 AM The Southeast Community Center with pools is very important. The SE side of town is growing quickly and needs the extra recreational activiteis that are affordable for everyone. Submitted on Nov-17-2014 08:27 AM I would love to see an indoor pool with play features at the rec center. I was involved in the project in Greeley and was delighted with how well it came out. I feel we need a place for kids to play in a warmer water setting in Fort Collins, in the winter. Mulberry has a small feature, but it really is for kids that are under 8 years old. We take our granddaughters there, and our 7 year old has a blast but the 10 year old is so so about the experience. I know these are high maintenance pool features, but would love to see something like this in our home town. The cost to visit this pool should still stay in the 5 to 7 dollar range for value to families. The Performa must work with this price range. Submitted on Nov-17-2014 08:25 AM Pool in the southeast!!!! Submitted on Nov-17-2014 08:15 AM Do something about the homeless besides giving them a place to stay on very cold nights. They were sleeping in Lee Martinez Park the first part of last week, very sad. They should not be staying in any park. I see them there more and more. Some of them are young people in there 20's and 30's who should be contributing to society. I know some of them are mentally ill. We should not have homeless people of any age or state. I know some people say they like living outside but we do not live that way in society today. It is dangerous and inhuman for them and for us. Something needs to be done about the trains and train whistles. Surely there is someway to improve the crossings so the trains do not have to blow there whistles all the way through town. Thank you for this opportunity to have an input. Submitted on Nov-17-2014 05:05 AM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 41 of 52 12/4/2014 12:53 PM Packet Pg. 312 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program NO to southside community center because: We raised money for YAC, then when it was in the developers way, we had to pay to demoish and rebuild it. When it was for the community, not enough money, but when it was for a business there was double. Fool me once ... No point to downtown river improvements if NISP is going to take the water. Like the stadium, let's wait and react. Submitted on Nov-16-2014 08:45 PM I think the Southeast Community Center should have an indoor pool. Submitted on Nov-16-2014 06:02 PM Please proceed cautiously about what is the best way to assist the local homeless and not attract out-of-town homeless or those that need mental or substance abuse help more than housing. Also, would city-funded housing be available only to citizens of Fort Collins? Submitted on Nov-16-2014 04:52 PM Thanks for requesting feedback. Submitted on Nov-16-2014 04:27 PM There should be more 'raw' irrigation around town as well as improved bus transportation in the SE corridor. I would like to see improved safety zones such as 20 mph speed zones and traps around all schools. In other parts of the country this is considered the norm due to the loss of life after student pedestrians have been hit by speeding cars. This city seems to be lagging in this area. The improved bike trails should include a bike lane on Kechter Road. I know this is sorely needed and highly desired in the SE corridor. Without it bicyclists cannot safely bike to school, work, or leisure activities. The newly created Tilden Street extension was not developed with a bike lane which poses an additional hazard for cyclists who cycle between the Westchase neighborhood and those north (including the middle and high schools). How did this happen? Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 42 of 52 12/4/2014 12:53 PM Packet Pg. 313 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Why allow so much infrastructure without these safety measures in this part of the city? Submitted on Nov-16-2014 04:16 PM Fort Collins' staff does a very good job of leveraging our local taxes with grants and federal money. Any of the above listed 'needs' that have the advantage of being paired with these money source should be funded. I would prefer delaying the big ticket item of the 'community creative center' until the Mall is up and running. I would rather see the huge churches; such as, Timberline the coming soon south location Morman church to provide free community space for the taxpayers of Fort Collins. Submitted on Nov-16-2014 04:02 PM A recreation center is badly needed in southeast Fort Collins. Furthermore, Fort Collins is in dire need of additional competitive swimming pools. Since our high schools do not have them, we need them in multiple locations. Edora is nice, but we need more than that one pool, particularly to serve residents in southeast Fort Collins. Therefore, it makes sense to build an extensive rec center in SE FC and include competition lap lanes. Submitted on Nov-16-2014 03:02 PM 2221 andrews street Submitted on Nov-16-2014 02:36 PM Very impressive way to collect community input. Submitted on Nov-16-2014 02:20 PM Looking forward to having a community center in the south so we don't have to go to the Windsor one always. Submitted on Nov-16-2014 01:52 PM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 43 of 52 12/4/2014 12:53 PM Packet Pg. 314 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program 2401 Brookwood Dr. Submitted on Nov-16-2014 01:23 PM Let's continue to make our city a great place to live, for everyone. Submitted on Nov-16-2014 11:16 AM I think careful attention should be paid to the possibility of another economic downturn, in that City should be stashing $$$ for future shortfalls. City has received bonus tax revenues from marijuana sales but that may not continue at current or expanded levels as the novelty wears off and people realize that paying $6,000/pound is pretty much crazy! I am not in favor of the bus replacement option as I believe we need to focus on smaller and more cost effective buses. Most times when I am on or see any large bus on the streets there are few people riding. Efficient public transportation should be a priority. Intersection safety, traffic flow, bike route safety and connections are all important. When it comes to widening roads such as Lincoln Avenue, let's be practical. Not all roads/streets need fancy, expensive, high maintenance medians - just make them functional and safe. I believe that more needs to be done to slow traffic - Way Too Many people drive like they are involved in a race to see who gets to the next red light quickest, and it is pervasive! Men, women, young, older, small cars, big cars, trucks, etc. and perhaps more cameras are the way to go - they are NOT an invasion of privacy as you are no longer in a private situation when you are driving a vehicle on a public roadway. Submitted on Nov-16-2014 09:04 AM I would like to see a strong focus on improving bicycle transportation in Fort Collins. Submitted on Nov-16-2014 08:41 AM Safe bike routes and road crossings are my first priority. Submitted on Nov-16-2014 08:05 AM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 44 of 52 12/4/2014 12:53 PM Packet Pg. 315 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Thank you Submitted on Nov-16-2014 07:28 AM Increase the Safe Routes to Everywhere to $30M as we have a lot of sidewalks/sidepaths that need remedial work. Increase the Bike/Ped Grade Separated fund to $10M. That would supplement the SRTE big time. Submitted on Nov-16-2014 07:11 AM The south east corner needs a senior center. Possibly included with the rec center. Submitted on Nov-16-2014 06:35 AM I am interested in affordable housing projects. Submitted on Nov-16-2014 06:31 AM Many excellent projects. Submitted on Nov-15-2014 04:04 PM I would like to see these things funded. I am disappointed that under the culture section the only thing that relates to any of the arts is the Carnegie revonavations. More money needs to be out to our arts and culture which are severely underfunded. Submitted on Nov-15-2014 02:52 PM The SE community center needs to be at Fossil Creek Park on the rec trail so more people can access it without depending on cars to get there. And it needs the outdoor/indoor pools. Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 45 of 52 12/4/2014 12:53 PM Packet Pg. 316 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Submitted on Nov-15-2014 02:23 PM Thanks for considering my input. Submitted on Nov-15-2014 02:09 PM Bike paths and safe commuting are part of our city's identity now, and we shouldn't let up. It contributes to the quality of life that major employers are looking for. The Southridge water project gives better bang for the buck than the Fossil Creek Community Park project. Submitted on Nov-15-2014 12:30 PM Don't really have any. Submitted on Nov-15-2014 11:26 AM If the Carnegie building is indeed improved, I hope the facilities will be available far more days during the week, and also at a much lower cost to community members. The current model is probably not sustainable in charging up to $500 / 4 days for exhibition space. Please consult the local arts/creative community about their needs and plan accordingly. thanks Submitted on Nov-15-2014 10:35 AM 645 Whedbee St Submitted on Nov-15-2014 09:10 AM Thanks for giving us this voice! Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 46 of 52 12/4/2014 12:53 PM Packet Pg. 317 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Submitted on Nov-15-2014 08:37 AM I have been designing irrigation systems and pump stations for 30 years. The O & M costs for the South Ridge Golf Course at $10,000 is low, and the O & M costs for the raw water pump station is also low. I think the conversion of the park irrigation systems from potable water to raw water is generally a no brainer. Maybe better to let people know how long it will take to payback the capital costs an real O & M cots for the construction of the pump station vs the rates paid for potable water. This is an item most people would have no interest in. Submitted on Nov-15-2014 08:27 AM Until such time as cyclists learn to obey rules as motorists are forced to do i would NOT agree to pay yet more for cycle paths. In this City if you wish to break the law become a cyclist or motorcyclist - the police won't care. Why hasn't some thought been given to improving the storm water systems in Old Town? Submitted on Nov-15-2014 08:14 AM Since the funding comes from the entire city, the projects funded should be infrastructure that benefit the entire city. Golf course subsidy targets a tiny percent of the city residents. The community marketplace subsidizes a small group. Submitted on Nov-15-2014 07:28 AM I would love to see safe bike routes installed throughout Fort Collins to allow for people to commute in a safe manner. Submitted on Nov-15-2014 06:58 AM Just because the cap is $75 million doesn't mean that much money should be spent. Look to spend even less than that. Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 47 of 52 12/4/2014 12:53 PM Packet Pg. 318 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Submitted on Nov-15-2014 06:52 AM Can the water, fleet bus, and arterial intersections improvements be funded with a separate tax? Please let us know if there are alternate viable funding sources for these projects. Submitted on Nov-15-2014 06:29 AM An outdoor pool is all I want. Submitted on Nov-15-2014 05:35 AM Really like the addition of another community center as our community grows. So important for families to have such wonderful facilities. Suggest an ice skating rink as well. We have loved Epic and all it has to offer Submitted on Nov-15-2014 04:15 AM Wondering why the creation of a "train-horn-free" zone through downtown isn't on the list. Also improvements to College Ave landscaping from Harmony to Trilby would be great. Leveraging funds for maximum benefit is a great idea. Submitted on Nov-14-2014 10:37 PM I believe all of the options are exceptional, however, I feel by eliminating the Lincoln Avenue and the Bike/Ped Grade projects, our community would get more for their money and there would be a wide reach for all members of our community. Furthermore, I believe the affordable housing item should receive significantly more funding. The economic and cultural toll of limited affordable housing is currently seen in Boulder. They are playing catch up in regards to addressing this problem and it has cost their community a great deal. We should address this before it becomes a greater problem than it already is. Submitted on Nov-14-2014 05:20 PM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 48 of 52 12/4/2014 12:53 PM Packet Pg. 319 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program I think a high priority should be placed on transit issues and supporting Transfort's expansion. Submitted on Nov-14-2014 12:01 PM Some very good projects on the list, to bad they all can't happen. Submitted on Nov-14-2014 10:13 AM While all the projects have merit, I have prioritized what I feel gives the residents of Fort Collins the most return for the investment. We currently have space for farmer's markets, even if these aren't perfect. The rec center would be nice but the price tag is high and the annual maintenance adds to that. Submitted on Nov-13-2014 07:42 PM My first priory would be in creating safe bike path throughout Fort Collins. Some of routes I've ridden for years, Swallow, Stover will see more traffic as the Foot Hill Mall is completed, and it would be great to have bike paths that are separate from traffic. Submitted on Nov-13-2014 10:07 AM If there is no indoor pool at the southeast Community Center, I would vote for not doing it at all. Submitted on Nov-12-2014 02:52 PM #1 on my list by far is the "Bike/Ped grade separated crossing fund". I'd really like to see the recreation trails system first of all completed, and then enhanced with grade-separated crossings. After that, it feels like we need to continue with the original BOB funding. And the CAD/RMS is listed as 'required', so no choice there. I really like the SE Community Creative center, Nature in the City, and the water sustainability projects. Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 49 of 52 12/4/2014 12:53 PM Packet Pg. 320 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program Then I chose Linden Street and some cheaper projects. Then I chose stable housing, but I'm not sure how that is different from the housing project on south college (next to Woodley's). Then I added Gardens on Spring Creek and Community Marketplace, which put me over so I removed the Fire Museum. Submitted on Nov-12-2014 02:23 PM 2029 W Mulberry St Submitted on Nov-12-2014 11:35 AM I think there is a major item missing from the list and that is having the city providing fiber internet connections to our homes. It seems like more and more communities are offering high speed internet connections for much cheaper than what we have to pay right now. To me that would really be beneficial to the City of Fort Collins. Please work on providing that. Submitted on Nov-12-2014 09:27 AM 1706 Constitution Court Submitted on Nov-12-2014 08:58 AM I give priority to all the transportation and street improvement projects because I think those are very important for the future Fort Collins Submitted on Nov-12-2014 08:55 AM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 50 of 52 12/4/2014 12:53 PM Packet Pg. 321 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program I would like to see the development of a city fiber optic network for residential use on this list. Submitted on Nov-12-2014 08:37 AM southeast recreation center and restoration of club Tico are my priority. Submitted on Nov-12-2014 08:30 AM I do not support the completion of the Gardens on Spring Creek as the plans and cost have been greatly expanded from the original plans. Submitted on Nov-11-2014 05:10 AM Great enhancements to this page! Thanks! Submitted on Nov-10-2014 06:18 PM More bicycle trails!!! Submitted on Nov-06-2014 07:17 PM Keep up the good work! In the ~ 10 years I have lived here, things have gotten better and better. Thank you Submitted on Nov-03-2014 04:42 PM I am very supportive of the Public Marketplace. This could really be an important project to support our regional food system, for economic and community development. Submitted on Nov-02-2014 09:47 AM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 51 of 52 12/4/2014 12:53 PM Packet Pg. 322 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program I am a relatively new retired resident of Fort Collins. My wife has low vision and we ride a tandem bike on some of the trails, which we appreciate very much. She would like to get better at using the bus system, and the change to route 7 brings a stop closer to our residence. Removing obstacles is important to pedestrians. Saving water is always a goal especially in the west. Certainly preferable to needing another dam. Providing alternatives for the homeless that make sense is a worthy endeavor. Submitted on Nov-02-2014 06:50 AM Citizen Feedback on BOB 2.0 http://citynet.fcgov.com/admin/outreach/bob-2.php 52 of 52 12/4/2014 12:53 PM Packet Pg. 323 Attachment4.6: On-line citizen comments through December 3 (2683 : Renewal of the Community Capital and Street Maintenance Program ! #$ # % & ' ( ) * )( ( )* + ) , -)./ !, -* 0!! . 1 - -) % & *2 *3 $ -)*4 )1 0) ' + * 5)* ))2* 6 , -). $ $ ) % & 6 1-)0*7 , -). *( -* *2 *3 $ 2 * * *2 *3 + 2 8/9:;<=> 8 ATTACHMENT 5 '854!97++94.'4)+3+49 :/+9&54+362+3+49'9/545<495<4 !# )7588/4-8 6+*)7588/4-8 :/+9&54+362+3+49'9/547'1+95"7/2(> )7588/4-8 !:89'/4'(2+./2*'7++49+7 ! +)7+'9/54'2"7'/24.'4)+3+498'4'2"7'/2 !*139*)+531453/*(70.67&7(73'*5 6*66.32)8*73)*).(&7*)+82).2, ! +)7+'9/54'2"7'/24.'4)+3+498;+72'4* 5'*"7'/2 !*139*)+531453/*(70.67&7(73'*5 6*66.32)8*73)*).(&7*)+82).2, ! +)7+'9/54'2"7'/24.'4)+3+498/8) +8975538 +89895687/41/4-5:49'/48 !*139*)+531453/*(70.67&7(73'*5 6*66.32)8*73)*).(&7*)+82).2, # !5:9.<+8944+='9/54 5'*3675;+3+498:4* 5<495<4'/49+4'4)+!.56 # %+89'579+;+4:+3675;+3+49836'2'7/;+95"',9/22 5'* ! !5:9.+'89533:4/9>+49+7 +/8:7+'4*536+9/9/;+552 ! $+25'4*/94+88'71 '71/4-'7'-+ +9'/2!6')+ '89:2(+77>577/*5762'44/4-67+2/3*+8/-4'4* %6:7).'8+ Row # Page # Project Capital Annual O& M Notes # $/4++3'>7'*+!+6'7'9+*7588/4-+8/-4 %'4*54897:)9 # !5:9."/3(+72/4+ 5'*3675;+3+498 !:(959'2 ID %*56.32 #-.6.6&+82)&2)(380)'*5*)8(*):380)5*6807.2+*:*5453/*(76.14539*1*276 /)>)2+4,7'897:)9:7+3675;+3+498!',+ 5:9+895;+7><.+7+ #-.6.6&+82)&2)(380)'*5*)8(*):380)5*6807.2+*:*5453/*(76.14539*1*276 :8!9563675;+3+498!',+ 5:9+895;+7><.+7+ #-.6.6&+82)&2)(380)'*5*)8(*):380)5*6807.2+*:*5453/*(76.14539*1*276 % 5<495<45:*7+ /;+74.'4)+3+4985<495<4 '>'1'71 3675*)8(*)+531 73 +3003:.2,(73'*5 382(.06*66.32 # /1+ +*7'*+!+6'7'9+*7588/4-8:4* #-.6.6&+82)&2)(380)'*5*)8(*):380)5*6807.2+*:*5453/*(76.14539*1*276 # "7'48,579:82++9 +62')+3+49 #-.6.6&+82)&2)(380)'*5*)8(*):380)5*6807.2+*:*5453/*(76.14539*1*276 # 79+7/'249+78+)9/543675;+3+498:4* #-.6.6&+82)&2)(380)'*5*)8(*):380)5*6807.2+*:*5453/*(76.14539*1*276 ! %'9+7!:89'/4'(/2/9>3675;+3+498!5:9.7/*-+77/-'9/54!>89+3 ! %'9+7!:89'/4'(/2/9>3675;+3+498588/27++1!>49.+9/)":7, 362+3+49/4-'9:7+/49.+/9> #-.6.6&+82)&2)(380)'*5*)8(*):380)5*6807.2+*:*5453/*(76.14539*1*276 " 536:9+7/*+*/86'9). +)57*'4'-+3+49!>89+3#6-7'*+8 ! 5362+9/545,9.+'7*+48'99.+'7*+4854!67/4-7++1 ! !5:9.+'89533:4/9>+49+7 ! !5:9.+'89533:4/9>+49+7 +/8:7+'4*'6552**95+49+7 # /4)524;+4:+3675;+3+498+8/-454897:)9/54%/9.5:97/*-+ !:(959'2 /4*+4!97++9 +45;'9/548+8/-454897:)9/54 53/*(7.2(5*&6*)+531 73 '&6*)32+*&6.'.0.7; +73'4+49!:66579/;+5:8/4- 3675*)8(*)+531 73 453/*(767.005*7&.261&7(-$2.76)534+531 73 533:4/9>'71+962')+ (73'*5 382(.0).5*(7.3273(327.28*453/*(7(326.)*5&7.32 ! +45;'9/545,9.+/8957/)'74+-/+:/2*/4- (73'*5 382(.0).5*(7.3273(327.28*453/*(7(326.)*5&7.32 ! /7+:8+:3 (73'*5 382(.0).5*(7.3273(327.28*453/*(7(326.)*5&7.32 ! 2:("/)5 +45;'9/54 (73'*5 382(.0).5*(7.3273(327.28*453/*(7(326.)*5&7.32 ! /9>'71"7'/4 (73'*5 382(.0).5*(7.3273(327.28*453/*(7(326.)*5&7.32 ! %'9+7!:89'/4'(/2/9>3675;+3+498,57'718'4*52,'7154;+78/5495 '<%'9+777/-'9/54 (73'*5 382(.0).5*(7.3273(327.28*453/*(7(326.)*5&7.32 # 79+7/'2 5'*<'>3675;+3+498:4* *:453/*(7&))*)&77-*).5*(7.323+382(.0 !:(959'2 5<495<4 +897553 39*).273'8),*7&7(73'*5 6*66.32+82)*).2 ! +)7+'9/54'2"7'/24.'4)+3+498!67/4-7++1"7'/2 !*139*)+531453/*(70.67&7(73'*5 6*66.32)8*73)*).(&7*)+82).2, ! +)7+'9/54'2"7'/24.'4)+3+4985:7*7+ /;+7"7'/2 !*139*)+531453/*(70.67&7(73'*5 6*66.32)8*73)*).(&7*)+82).2, ! 5523675;+3+498 39*).273'8),*7&7(73'*5 6*66.32+82)*).2 4;+893+498/4+/-.(57.55* +8957'9/54 522+-++*/'4'4*!97++98)'6+4.'4)+3+49 +45;'9/548 /4)524+/-.(57.55*"7'/2 # !9'79:6,57/1+!.'7+ # 7/*-+'/49+4'4)+'4* +62')+3+49 % 2/3'9+)9/54750+)98 ID %*56.32 ATTACHMENT 2 0 $28,442 $104,259 HPI-Emerg. Rent Assistance $45,000 $45,000 $45,00 0 $45,000 $180,000 Matthews House-Youth Prog. $34,158 $32,229 $27,00 0 $27,639 $121,026 N2N - Housing Counseling $38,630 $33,175 $29,76 $40,175 $141,740 Packet Pg. 151 HOSPITALS (STATE GOVERNMENT) EDUCATION & HOSPITALS (LOCAL GOVERNMENT) FULL-SERVICE RESTAURANTS LOCAL GOVERNMENT EXCLUDING EDUCATION & HOSPITALS LIMITED SERVICE EATING PLACES 2013 2014 EARNINGS PER WORKER $14,654 $63,942 $19,261 $44,194 $44,615 « LARGEST AMOUNT OF WORKERS » 5,941 6,271 7,005 7,412 12,395 GENERAL MEDICAL & SURGICAL HOSPITALS (PRIVATE) EDUCATION & HOSPITALS (STATE GOVERNMENT) BUSINESS SUPPORT SERVICES FULL-SERVICE RESTAURANTS EDUCATION AND HOSPITALS (LOCAL GOVERNMENT) EARNINGS PER WORKER $44,194 $19,261 $31,115 $44,615 $62,183 « +641 +659 +760 +1,237 +1,268 FASTEST GROWING JOB FIELDS » 2013-2018 TOP 5 OCCUPATIONS TRAINING & JOB VACANCY TOP 5 INDUSTRIES TOP 10 FIELDS OF STUDY AT REGIONAL INSTITUTIONS 1. Business/Commerce, General 2. Liberal Arts & Sciences/Liberal Studies 3. Nursing/Patient Care Assistant/Aide 4. EMT/Paramedic 5. Kinesiology and Exercise Science 6. Business Admin./Mgmt., General 7. Psychology, General 8. Registered Nursing/Registered Nurse 9. Speech Communication and Rhetoric 10. Multi-/Interdisciplinary Studies, Other 83% 14% 7% 1% 4% 0% 1% LENGTH OF JOB VACANCY » 11% 6% 6% 7% 6% 41% 11% 5% 37% 21% 26% 53% 26% 11% 14% 21% 57% 24% 41% 12% 18% 22% 22% 44% 6% 24% 6% 26% KEY » NOT APPLICABLE < 2 WEEKS 2-4 WEEKS 1-3 MONTHS > 3 MONTHS Packet Pg. 127 Attachment1.4: Larimer County Labor Force Study - Snap Shot, 2014 (2631 : Economic Health Strategic Plan Update) 29% 28% 14% JOBS LABOR FORCE 47% 30% 18% 5% 23% 11% 37% 28% COMPARISON: JOBS VS EDUCATION » Comparison of job educational requirements + + ATTACHMENT 4 Packet Pg. 126 Attachment1.4: Larimer County Labor Force Study - Snap Shot, 2014 (2631 : Economic Health Strategic Plan Update) Employment series EMSI Covered Employment series RELATIONSHIP OF EMSI CORE DATA SETS TYPES OF WORKERS CAPTURED AND BASE DATA SOURCES Source: TIP Strategies based on EMSI infographic Packet Pg. 123 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) LEHD/Quarterly Workforce Indicators QWI Census varies by state Source: EMSI data release notes * Indicates release date, not data reference period Packet Pg. 122 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) system is updated every five years. The 2012 STANDARD OCCUPATIONAL CLASS. (SOC) STRUCTURE EXAMPLE Major group 51-0000 Production occupations Minor group 51-2000 Assemblers & fabricators Broad occupation 51-2090 Miscellaneous assemblers & fabricators Detailed occupation 51-2092 Team assemblers Source: US Bureau of Labor Statistics; TIP Strategies NORTH AMERICAN INDUSTRIAL CLASS. (NAICS) STRUCTURE EXAMPLE Sector 31-33 Manufacturing Subsector 336 Transportation equipment manufacturing Industry group 3361 Motor vehicle manufacturing Industry 33611 Automobiles & light duty motor vehicles, incl. chassis Country-specific 336111 Automobiles & light duty motor vehicles, incl. chassis Source: US Census Bureau; TIP Strategies CLASS. OF INSTRUCTIONAL PROGRAMS (CIP) STRUCTURE EXAMPLE General 14. Engineering Intermediate 14.08 Civil engineering Specific 14.0802 Geotechnical engineering Source: National Center for Education Statistics; TIP Strategies Packet Pg. 121 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) FRCC Other public training Larimer County Workforce Center Packet Pg. 119 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) Newspaper advertising Yes 23% No 77% n=22 Packet Pg. 118 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) 100% Professional/ Technical (n=21) Skilled Labor (n=20) Unskilled/ Laborer (n=20) Management (n=19) Clerical/ Administrativ e (n=19) Sales/ Marketing (n=22) Not applicable Less than 10% 10% to 24% 24% to 49% 50% to 74% 75% or more 26% 24% 18% 57% 11% 6% 6% 12% 21% 22% 21% 26% 24% 41% 14% 44% 37% 53% 41% 5% 24% 22% 11% 6% 6% 7% 6% 11% 0% 25% 50% 75% 100% Professional/ Technical (n=19) Skilled Labor (n=19) Unskilled/ Laborer (n=17) Management (n=17) Clerical/ Administrative (n=14) Sales/ Marketing (n=18) Not applicable Less than 2 weeks 2 to 4 weeks 1 to 3 months 4 to 6 months More than 6 months 29% 20% 18% 57% 6% 18% 50% 53% 76% 43% 88% 29% 25% 7% 6% 6% 6% 24% 7% 19% 13% 0% 25% 50% 75% 100% Professional/ Technical (n=17) Skilled Labor (n=16) Unskilled/ Laborer (n=15) Management (n=17) Clerical/ Administrative (n=14) Sales/ Marketing (n=17) Not applicable Local workforce Outside Larimer County Outside Denver metro area Outside Colorado Outside US Packet Pg. 117 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) Marketing Skilled Labor Unskilled Labor Clerical/ Administrative 14% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 10% 5% 33% 43% 19% 29% 30% 19% 33% 43% 40% 33% 48% 48% 71% 48% 55% 71% 52% 38% 45% 52% 5% 0% 5% 19% 10% 5% 5% 5% 5% 10% 0% 25% 50% 75% 100% Entry-level skills/ Job readiness (n=21) Flexibility (n=21) Employee attitudes (n=21) Professionalism (n=21) Teamwork skills (n=20) Productivity (n=21) Reliability (n=21) Communication skills (n=21) Math skills (n=20) Computer skills (n=21) No opinion Poor Fair Good Excellent 102 100 32 32 24 18 2 Professional/ Technical Skilled Labor Unskilled/ Laborer Management Clerical/ Administrative Sales/ Marketing Other types of workers Packet Pg. 116 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) 11% 11% 73% 10% 29% 30% 56% 37% 13% 67% 62% 13% 11% 11% 7% 24% 5% 17% 11% 21% 7% 5% 17% 6% 16% 13% 6% 5% 0% 50% 100% Management Professional/Technical Sales/Marketing Skilled Labor Unskilled Labor Clerical/Administrative None Less than 10% 10 to 24% 24% to 49% 50 to 74% 75% or more n=23 Packet Pg. 115 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) Environment Median Hourly 68% 66% 62% 61% 59% 53% 44% 59% 41% 59% 78% 75% 50% 27% 62% 56% 58% 49% 67% 70% 24% 66% 71% 55% 43% 45% 62% 44% 61% 79% 82% 82% 67% 69% 48% 67% 63% 71% 79% 31% 40% 57% 67% 32% 34% 38% 39% 41% 47% 56% 41% 59% 41% 22% 25% 50% 73% 38% 44% 42% 51% 33% 30% 76% 34% 29% 45% 58% 55% 38% 56% 39% 21% 18% 18% 33% 31% 52% 33% 38% 29% 21% 69% 60% 43% 33% % New Growth % Replacement Packet Pg. 109 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) 66% Packet Pg. 104 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) 42% 15% 57% 66% 35% 49% 44% 41% 46% 70% 40% 33% 64% 46% 36% 59% 62% 68% 53% 64% 38% 48% 58% 85% 43% 34% 65% 51% 56% 59% 54% 30% 60% 67% 36% 54% 64% % New Growth % Replacement Packet Pg. 101 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) 44% 57% 48% 43% 44% 59% 38% 42% % New Growth % Replacement Packet Pg. 94 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) 0% 21% 29% 0% 27% 9% 0% 33% 13% 0% 20% 78% 89% 100% 78% 100% 64% 79% 85% 76% 100% 79% 71% 100% 73% 91% 100% 67% 88% 100% 80% % New Growth % Replacement Packet Pg. 87 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) 27-1021 Commercial and Industrial Designers $33.78 1.26 — 7 — 17-3011 Architectural and Civil Drafters $22.72 0.99  9 15% 19-2031 Chemists $27.87 0.81  44 16% 27-1011 Art Directors $19.88 0.72  11 25% 19-4021 Biological Technicians $16.24 0.85  60 14% SOC Code Description Median Hourly Wages Relative to US (US=1.00) Staffing Environment Estimated openings, 2013-2018 % 55 Years or Older 20% 33% 22% 52% 11% 21% 47% 41% 56% 9% 55% 24% 43% 50% 48% 80% 67% 78% 100% 48% 100% 89% 79% 53% 59% 100% 44% 91% 45% 76% 57% 100% 50% 100% 52% % New Growth % Replacement Packet Pg. 84 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Larimer County Denver MSA Colorado US * projections  * 97% increase over prior year NAICS Code Industry 2013 LQ (US=1.00) 2013 Jobs 541712 R&D in the Physical, Engineering, and Life Sciences (except Biotechnology) 2.98 1,372 541330 Engineering Services 1.79 1,763 541711 Research and Development in Biotechnology 1.03 155 541420 Industrial Design Services 1.01 — 541380 Testing Laboratories 0.62 106 Packet Pg. 83 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) 11-1021 General and Operations Managers $38.47 0.84  350 21% 43-4051 Customer Service Representatives $13.80 0.94  630 15% 13-1161 Market Research Analysts and Marketing Specialists $26.37 0.91  108 15% 43-6014 Secretaries/Admin. Assts., Exc. Legal, Medical, & Exec. $15.38 0.99  637 26% 43-9021 Data Entry Keyers $13.27 0.95  12 16% 13-2011 Accountants and Auditors $25.90 0.86  344 25% 43-3031 Bookkeeping, Accounting, and Auditing Clerks $15.46 0.91  273 29% % 55 Years or Older Staffing Environment Estimated openings, 2013-2018 Median Hourly Wages Relative to US (US=1.00) 55% 61% 68% 57% 52% 56% 56% 43% 47% 36% 41% 41% 64% 62% 52% 38% 60% 45% 100% 39% 32% 43% 100% 48% 44% 44% 57% 53% 64% 59% 59% 36% 38% 48% 100% 62% 40% % New Growth % Replacement Packet Pg. 82 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Larimer County Denver MSA Colorado US projections  NAICS Code Industry 2013 LQ (US=1.00) 2013 Jobs 518210 Data Processing, Hosting, and Related Services 1.67 449 541511 Custom Computer Programming Services 1.32 1,082 541512 Computer Systems Design Services 1.09 950 334611 Software Reproducing 0.65 — 511210 Software Publishers 0.62 187 Packet Pg. 81 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) 29-2034 Radiologic Technologists $23.17 0.88  71 16% 21-1014 Mental Health Counselors $18.94 0.98  63 22% 43-9061 Office Clerks, General $13.51 1.02  529 24% 43-3021 Billing and Posting Clerks $16.50 1.02  109 20% 29-2021 Dental Hygienists $32.45 0.95  68 12% SOC Code Description Relative to US (US=1.00) % 55 Years or Older Median Hourly Wages Estimated openings, 2013-2018 Staffing Environment 68% 62% 66% 38% 59% 52% 61% 77% 44% 87% 48% 53% 59% 51% 59% 75% 48% 44% 59% 50% 32% 38% 34% 62% 41% 48% 39% 23% 56% 13% 52% 47% 41% 49% 41% 25% 52% 56% 41% 50% % New Growth % Replacement Packet Pg. 80 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Larimer County Denver MSA Colorado US projections  NAICS Code Industry 2013 LQ (US=1.00) 2013 Jobs 621493 Freestanding Ambulatory Surgical and Emergency Centers 3.91 471 621399 Offices of All Other Miscellaneous Health Practitioners 2.61 329 621310 Offices of Chiropractors 1.80 271 623312 Homes for the Elderly 1.76 693 621420 Outpatient Mental Health and Substance Abuse Centers 1.50 325 Packet Pg. 79 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) 41-4012 Sales Reps., Whlsl. & Mfg., Exc. Tech./Scientific Prods. $22.85 0.88  235 23% 51-2092 Team Assemblers $14.75 1.11  49 17% 11-9041 Architectural and Engineering Managers $64.33 1.07  43 22% 17-2112 Industrial Engineers $40.40 1.07  54 20% 17-3023 Electrical and Electronics Engineering Technicians $30.84 1.11  29 20% 11-1021 General and Operations Managers $38.47 0.84  350 21% 51-9061 Inspectors, Testers, Sorters, Samplers, and Weighers $18.54 1.11  53 23% 49-9041 Industrial Machinery Mechanics $25.23 1.13  100 19% 51-1011 First-Line Supervisors of Production/Operating Workers $28.75 1.12  35 20% 17-2071 Electrical Engineers $43.44 1.03  33 21% 51-2023 Electromechanical Equipment Assemblers $14.15 0.94  7 24% Median Hourly Wages Relative to US (US=1.00) Staffing Environment Estimated openings, 2013-2018 % 55 Years or Older 28% 48% 55% 20% 11% 26% 32% 8% 22% 41% 15% 44% 3% 15% 100% 100% 72% 100% 52% 45% 80% 89% 74% 68% 92% 100% 78% 100% 59% 85% 56% 97% 85% 100% % New Growth % Replacement Packet Pg. 78 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Larimer County Denver MSA Colorado US projections  NAICS Code Industry 2013 LQ (US=1.00) 2013 Jobs 333618 Other Engine Equipment Manufacturing 33.94 1,577 312120 Breweries 31.14 1,015 334516 Analytical Laboratory Instrument Manufacturing 21.18 725 335211 Electric Housewares and Household Fan Manufacturing 15.09 136 334515 Instrument Mfg. for Measuring /Testing Electricity and Electrical Signals 14.83 616 STAFFING PATTERNS TOP 20 OCCUPATIONS BY COMBINED SHARE OF TOTAL EMPLOYMENT IN KEY SEGMENTS Packet Pg. 77 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) (n=14,284) Advanced degree Bachelor's degree Associate's degree Award of at least 1 but <2 academic years Award of <1 academic year Packet Pg. 74 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) workers age 55+ Location Quotient (LQ) 2013 Employment Median Hourly Earnings Job Openings, 2013-2018 32% 0% 0% 6% 36% 61% 34% 59% 11% 68% 42% 53% 28% 43% 0% 0% 56% 44% 33% 24% 22% 56% 59% 41% 36% 61% 24% 26% 67% 68% 100% 100% 94% 64% 39% 66% 41% 89% 32% 58% 47% 72% 57% 100% 100% 44% 56% 67% 76% 78% 44% 41% 59% 64% 39% 76% 74% 33% % New Growth % Replacement Packet Pg. 73 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) 100% 2006 2007 2008 2009 2010 2011 2012 2013 % Not Having Difficulty % Having Difficulty Packet Pg. 72 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) Bachelor's or higher N/A (workers aged ≤ 29) 22% 37% 41% $1,250 per month or less $1,251 to $3,333 per month More than $3,333 per month Packet Pg. 68 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) Bachelor's or higher N/A (workers aged ≤ 29) 24% 39% 38% $1,250 per month or less $1,251 to $3,333 per month More than $3,333 per month Packet Pg. 67 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) Exported Workers Earn > $3,333/month Earn $1,251 to $3,333/month Earn ≤ $1,250/month 14.6% 15.5% 17.5% 12.4% 24.5% 24.0% 73.0% 59.9% 58.5% Residents Imported Workers Exported Workers All Other Services Trade, Transportation, & Utilities Goods Producing Packet Pg. 65 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update) 2012 28% 5% 37% 18% 11% 30% 23% 47% 0% 25% 50% 75% 100% Jobs Labor Force Bachelor or Higher Some College High School or Equivalent Less than High School Comparison of educational requirements of jobs versus educational attainment in Larimer County Packet Pg. 64 Attachment1.3: Larimer County Labor Force Study, 2014 (2631 : Economic Health Strategic Plan Update)