HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 07/10/2018 - COMPLETE AGENDACity of Fort Collins Page 1
Wade Troxell, Mayor City Council Chambers
Gerry Horak, District 6, Mayor Pro Tem City Hall West
Bob Overbeck, District 1 300 LaPorte Avenue
Ray Martinez, District 2 Fort Collins, Colorado
Ken Summers, District 3
Kristin Stephens, District 4 Cablecast on FCTV Channel 14
Ross Cunniff, District 5 and Channel 881 on the Comcast cable system
Carrie Daggett Darin Atteberry Delynn Coldiron
City Attorney City Manager City Clerk
Adjourned Meeting
July 10, 2018
6:00 p.m.
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• CALL MEETING TO ORDER
• ROLL CALL
1. First Reading of Ordinance No. 093, 2018, Appropriating Prior Year Reserves in the Light and Power
Fund, the Water Funds, the Wastewater Fund and the Storm Drainage Fund for the Utilities
Customer Information Billing System Project. (staff: Mike Beckstead, Lisa Rosintoski, Dan
Coldiron; 5 minute staff presentation; 15 minute discussion)
The purpose of this item is to appropriate $6,297,001 to purchase a Customer Information System
with an Operational Support System (CIS/OSS) for electric, water, wastewater, stormwater and
broadband billing services, replacing the 18-year old billing system. The CIS/OSS is the billing
City of Fort Collins Page 2
system that will collect revenues for utility and broadband services, serving as the accounting ledger
for Utilities revenue, which currently generates over $200 million in annual total revenue through an
average of 80,000 monthly utility bills and service requests for residential and commercial
customers.
The CIS/OSS will be the system interface customers rely on for accurate utility and broadband billing
that includes a robust customer self-service platform that will assist customers towards
understanding interval utility usage and costs in order to make energy and water
conservation/efficiency investments.
Staff has completed the robust Request for Proposal (RFP) process for a comprehensive integrated
CIS/OSS solution and selected a vendor that will provide the solution with the following key
technology deliverables:
• delivering timely and accurate customer utility and broadband bills
• providing customer web-portal interfaces for utility and broadband services
• maintaining accurate customer contact information
• processing customer payments and service requests
• supporting exceptional customer service experience through on-line services
• increasing operational efficiency with advanced metering infrastructure
• providing enhanced rate, product, payment and service offerings
• automating Broadband service provisioning; and
• including mobile workforce management functionality to enhance field services
• OTHER BUSINESS
• ADJOURNMENT
Agenda Item 1
Item # 1 Page 1
AGENDA ITEM SUMMARY July 10, 2018
City Council
STAFF
Mike Beckstead, Chief Financial Officer
Lisa Rosintoski, Utilities Customer Connections Manager
Dan Coldiron, Chief Information Officer
John Duval, Legal
SUBJECT
First Reading of Ordinance No. 093, 2018, Appropriating Prior Year Reserves in the Light and Power Fund, the
Water Funds, the Wastewater Fund and the Storm Drainage Fund for the Utilities Customer Information Billing
System Project.
EXECUTIVE SUMMARY
The purpose of this item is to appropriate $6,297,001 to purchase a Customer Information System with an
Operational Support System (CIS/OSS) for electric, water, wastewater, stormwater and broadband billing
services, replacing the 18-year old billing system. The CIS/OSS is the billing system that will collect revenues
for utility and broadband services, serving as the accounting ledger for Utilities revenue, which currently
generates over $200 million in annual total revenue through an average of 80,000 monthly utility bills and
service requests for residential and commercial customers.
The CIS/OSS will be the system interface customers rely on for accurate utility and broadband billing that
includes a robust customer self-service platform that will assist customers towards understanding interval utility
usage and costs in order to make energy and water conservation/efficiency investments.
Staff has completed the robust Request for Proposal (RFP) process for a comprehensive integrated CIS/OSS
solution and selected a vendor that will provide the solution with the following key technology deliverables:
• delivering timely and accurate customer utility and broadband bills
• providing customer web-portal interfaces for utility and broadband services
• maintaining accurate customer contact information
• processing customer payments and service requests
• supporting exceptional customer service experience through on-line services
• increasing operational efficiency with advanced metering infrastructure
• providing enhanced rate, product, payment and service offerings
• automating Broadband service provisioning; and
• including mobile workforce management functionality to enhance field services
STAFF RECOMMENDATION
Staff recommends adoption of this Ordinance on First Reading.
BACKGROUND / DISCUSSION
Utilities implemented the “Banner” customer information billing system in 2000, and managed an upgrade to
version 4.1 in 2009. In early 2016, Utilities evaluated whether to upgrade the existing billing system or
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Item # 1 Page 2
purchase a new system, i.e. replacement. The comprehensive evaluation assessed the functionality,
resources, costs, risks, and value of upgrading or replacing the then 16-year old system. The evaluation also
drilled into the specifics of Utilities' business needs, technical requirements, customer service expectations,
and integration with the advanced metering infrastructure. The determination was the system is antiquated in
both functionality and technology, and replacement of the system was necessary. The evaluation included an
estimate to replace the billing system platform of $6.6 to $10.1 million.
In 2016, as part of the Budget for Outcomes process, a capital improvement project enhancement offer was
submitted (Offer 7.24) for $6.8 million. While the full 2016 estimated cost of $6.8 million to replace the billing
system platform was approved in the biannual budget, the offer was approved based on a phased timeline with
approximately one-third of the project cost being appropriated in 2018, a total of $2.3 million.
Beginning in the fourth quarter of 2017, Utilities began developing a rigorous request for proposal (RFP)
process to procure a comprehensive and integrated billing solution for both utility and broadband billing
services. The RFP focused on seeking a comprehensive and integrated solution that will function as the
accounting software for utility revenues, as well as provide new functionality, tools and processes resulting in
increased employee productivity and efficiency in supporting the customer experience.
Specifics of the proposed solution identified: Customer Information, Billing, Broadband Operational Support,
Customer Self Service, and Reporting. In addition, the solution should consider Mobile Workforce
Management, and meet multiple utility and broadband business needs, accommodate both regulatory and
ancillary service requirements, as well as provide a wide array of customer-facing opportunities, and greatly
enhanced functionality to Fort Collins customers.
The process was completed in January 2018, and an RFP was released in February 2018. Staff completed
the review of the vendor proposals, including vendor demonstrations, and selected its preferred vendor. Staff
has completed the successful negotiations with the vendor and is prepared to complete the contractual
arrangements. In addition, staff has completed the review of the costs associated with the information
technology hardware, licensing, data conversion, and project implementation staffing that will be necessary for
the successful deployment of the CIS/OSS capital project.
Key features of the CIS/OSS billing system are:
• Billing and operations functionality for new broadband services (Internet, video and phone) as well as
state-of-the-art billing and operations for four existing utility services (electric, water, wastewater and
stormwater).
• Comprehensive, real-time customer web self-service capability with single-sign-on functionality for all
customer classes (residential, commercial and industrial). This capability would include starting,
stopping or modifying services; viewing and paying bills; viewing account status, usage and cost
information; participating in programs, services and promotions; and scheduling appointments.
• Configurable, well-documented functionality with logical and flexible user interface. Includes a
scheduler that is configurable, well documented, flexible and easy to use, including the ability to
perform multi-processing and to receive calculated inputs and external data.
• Clear and robust technology road map with regular improvements and support for functionality, fixes,
tools and security.
• Streamlined, configurable workflows that increase employee efficiency and bill accuracy, and require
few manual processes to complete routine functions.
• Service Oriented Architecture capability which would allow for seamless integrations with other
technology systems. System consumes and exposes services.
• Strong easily configured and tailorable system security features, including role-based access and
cybersecurity.
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• Vendor management of version control and component compatibility, as well as accessible, skilled and
reasonably priced vendor support and product warranty from selection through implementation and
post go-live.
• Stable technology stack with good data integrity and transactional boundaries to roll back processes
easily if necessary.
• Ability to manage complex rates, such as net metering, time-of-use, time-of-use tiered or on-bill
financing.
• Clear and transparent audit functionality for financial and other transactions and configuration to
comply with legal and regulatory requirements.
• Library of standard and user-generated reports, including financials (A/R, balancing, write-offs, etc.),
customer transactions (service orders, delinquency, payment types, etc.), key performance indicators
and exceptions.
• Ability to interface/integrate with Broadband network electronics in order to provide automated
provisioning (turn up, turn down, suspension, etc.) of Internet data, phone, and video services.
• Mobile work management for handling service orders in the field.
• Configurable bill format and design with customer features such as metered utility use and graphs.
CITY FINANCIAL IMPACTS
This appropriation is being requested from available Reserves in each Enterprise Fund. Because $2.3 million
was previously appropriated in the 2017-18 budget cycle and the broadband appropriation has already been
made, it is only necessary to appropriate $6,297,001 to fully fund the purchase and implementation of the new
billing system.
($ 000's) Current
Estimate
w/ BB
Light &
Power Water
Waste
Water
Storm
Water Broadband
Total Cost $546 9,$315 3,$227 2,$605 1,$450 1,$ 949
Less Prior Appropriations $249 3,811 637 507 345 949
$297 6,$504 2,$590 1,$098 1,$105 1,$ -
Each of the utility Enterprise Funds currently have reserves available above and beyond the minimum required
reserves and those reserves already appropriated for other capital improvements. This appropriation is
allocated between the utilities as follows:
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Item # 1 Page 4
Utility
Available Fund
Balances
Appropriation
Request
Remaining
Available
Reserves
Electric $5.5 $2.5 $3.0
Water $22.1 $1.6 $20.5
Wastewater $20.0 $1.1 $18.9
Stormwater $7.5 $1.1 $6.4
These shares have been determined based on the current customer counts of the existing utilities and an
estimate of the expected number of broadband customers at build-out, and to this has been applied an
allocation factor based on the complexity of the billing. The billings for the Electric Utility are the most complex
and the billings for the Stormwater Utility and future broadband customers are the least complex.
BOARD / COMMISSION RECOMMENDATION
Utilities staff presented to both Energy and Water Board the annual customer satisfaction survey in April 2018.
Included in the presentation was an update on the CIS capital project enhancement offer, to include broadband
billing services. In addition, Utilities staff highlighted the key features customers have expressed through the
customer satisfaction survey related to utility billing and service offerings, such as on-line and web-portal.
(Attachment 1)
PUBLIC OUTREACH
Utilities regularly captures customer preferences for utility bill enhancements, as well as additional service
features both on the utility bill, web-portal, and on-line. Customer feedback is captured through telephone
interactions, electronic mail, and in-person at customer service counter. Themes on the feedback include:
near real-time payment application, easy access and visual display of use, and useful bill data.
The annual statistically valid customer satisfaction survey recognizes the importance the billing system and on-
line services provide towards exceptional customer service. Below are the 2017 ratings, to which the target is
80%, for both residential and commercial customers.
Please rate Fort Collins Utilities for their performance on each of the following:
• “information and tools provided to help you manage your use and costs.” The satisfaction ratings
for residents was 73% and commercial was 69%.
• “technology tools, similar to those used by banks, cell phone or cable companies.” The satisfaction
ratings for residents was 67% and commercial was 64%.
• “convenience of bill payment options, including in-person locations and online.” The satisfaction
ratings for residents was 81% and commercial was 82%.
• “Online security provided to protect your personal and financial data.” The satisfaction ratings for
both residents and commercial was 77%.”
ATTACHMENTS
1. Energy Board minutes, April 19, 2018 (PDF)
2. Powerpoint presentation (PDF)
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Energy Board Minutes
April 19, 2018
Energy Board Minutes
April 19, 2018
Utility, the first influx of cash was $81,000. There is not an estimate for annual percentage. Other funds
for the Payment Assistance Fund are donations or matching dollars from established partnerships.
Mr. Michell wanted to keep focus that the end means of the IQAP is to enable households to reduce their
consumption and not just for assistance. Ms. Rosintoski said that audits are not required at this point, but
as the program begins there will be a better understanding of the facilities that low-income customers are
staying in, whether they are an owner or renter, and the condition the facilities are in. The Utility can
promote audits through existing state programs. Payment Assistance Fund will be phased in for three
years.
Board Member Baumgarn is concerned about the customer experience. Just because someone needs
assistance with a lower utility cost does not mean they have all the opportunities to make the adjustments
accordingly. Mr. Baumgarn stressed that with a co-benefit goal of reducing consumption, which may or
may not happen for various reasons, it is important to not turn around and be punitive. Mr. Baumgarn
does not want customers to feel singled out or put through a process just because they are low-income.
Mr. Baumgarn is uncomfortable with the idea of customers not receiving assistance because they fail to
meet the performance measures put upon them. Mr. Bovee said there are going to be strings attached to
any income qualified assistance program. It is critical to keep the strings attached, so they reach the goals
or at least show an effort at conservation, that will hopefully ultimately lower the customer’s bill. Mr.
Iengo said the goal is to reach a process that is reasonable to the customer, while also meeting the
conservation need.
Utilities Customer Satisfaction Survey
Lucas Mouttet, Customer Accounts Manager
Matt Weyer, Customer Accounts Analyst
(attachments available upon request)
Lucas Mouttet walked through the 2017 Customer Satisfaction Survey results. The survey was
undertaken during October of 2017 to early November of 2017. There was a total of 600 residential
responses, 200 commercial responses, and 13 key account responses. Mr. Mouttet started by showing
national satisfaction survey trends. Residential satisfaction is on rise due to pricing and perceived quality
to customers. Commercial satisfaction is also on rise due to payment options and communications from
the utilities. Water quality is a big focus for customers and utilities. It was found frequent communication
and good conservation programs help to increases satisfaction. The most important factors for all
customers were quality and reliability, it then varies based on residential versus commercial customers.
Mr. Mouttet shared the Fort Collins Community Survey results which show benchmarkable data to
national and Front Range utilities. Customer satisfaction has remained stable for the past 10 years, with a
5 percent increase from 2016 to 2017. A main reason for the satisfaction increase between 2016 and 2017
was due to controlling cost and value services. Other reasons included availability of efficiency programs,
environmental stewardship, and infrastructure security. Mr. Mouttet went into further detail of service
area ratings; he noted there may be an education gap on survey questions in which customers answered as
neutral (i.e. storm water related). Mr. Mouttet sees this as an indicator that the Utility needs to do more to
help customers understand. Mr. Mouttet noted there is a larger percentage of discontent found when
looking at price satisfaction. The Utility is working on tying information from the customer satisfaction
survey to metrics for utilities. For example, Mr. Mouttet showed a graph correlation of survey results for
timeliness satisfaction and the Customer Average Interruption Duration Index (CAIDI). There was not as
much of a correlation found when looking at power quality satisfaction and Momentary Average
Interruption Frequency Index (MAIFI). This could be due to many different variables. Mr. McCollough
added that the Utility does have power quality and power transient issues and there is work being done to
ATTACHMENT 1
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Attachment: Energy Board minutes, April 19, 2018 (6967 : Broadband Utility Billing System)
Energy Board Minutes
April 19, 2018
Energy Board Minutes
April 19, 2018
fix the index and data around large commercial and residential impacts. Residents were presented
questions on TOD rates and whether they would support being charged more for energy use during peak
periods of the day, when it costs more to generate energy. Over a third of customers agreed with TOD
rates, a quarter did not agree, and the remainder were neutral. Mr. Mouttet shared that the survey found
that renters are generally more interested than owners in conservation programs. Renters are also more
worried about accuracy of bills and quality customer service. Owners are more likely to contact the City,
pay for preventative maintenance, and support TOD rate structure.
Mr. Michell asked Mr. Mouttet what he may expect to happen to customer satisfaction when TOD is
rolled out. Mr. Mouttet said he believes it will impact the overall customer satisfaction, but it will level
out in a couple years. Mr. Mouttet thinks it is important to reach out to the community to provide them
with information in a timely way. Mr. McCollough added that when it came to the pilot program, across
the board there was a 2.5 percent reduction in energy use. If customers are cost cautious they should see a
reduction in cost, so it could have a positive impact on customer satisfaction. Mr. Michell wondered how
much of the public used the Utility web portal. Ms. Rosintoski replied there may be a population of
12,000 customers that use it or have accessed it, but only around 2,000 use it on a regular basis.
Adjournment
The Water Board meeting adjourned at 7:48 p.m.
Budgeting for Outcomes (BFO) Draft Offers
Tim McCollough, Light and Power Operations Manager
Brian Tholl, Energy Services Supervisor
(attachments available upon request)
Mr. McCollough mentioned there are several offers going into the draft budget, and he wanted to
highlight that the presentation is only in the draft stage as it is being refined. There are other initiatives
across the City that may be jointly funded and be added to Light & Power (L&P) fund, coming from the
same pool of revenues that these offers are anticipated to hit. L&P does have an obligation to submit final
offers by Wednesday April 25, 2018.
Mr. Becker commented on the amount of various substation projects proposed (i.e. adding feeder to an
existing conduit, re-conduit, and re-trenching, etc.). Several budget offers show that since feeders are at
95 percent or 100 percent, loading on the hottest day, caused Mr. Becker to wonder if any alternative
projects, such as battery storage projects, energy efficiency projects, and demand response projects had
been considered. Mr. McCollough replied that the short answer is yes; there are opportunities for both
short-term and long-term to replace certain aspects of electric capacity with the mentioned type of
distributed resources. Battery storage or solar, for example, can have beneficial impact on feeders. Mr.
McCollough does not see in the short-term, or at least the current budget cycle, there being a replacement
for that capacity. On a long-term scale, as storage becomes more affordable and adopted more frequently,
along with programs and systems in place that asset can be used to reliably shave peak events.
Mr. Becker expressed concern that L&P is blindly following the “utility path” by adding conduit, versus
addressing the issue at hand. Mr. Becker believes it becomes a circular argument between not needing
demand response at early stages but then having to reverse steps in the future, and stated that the circular
logic gets locked in place with such a presented budget. Mr. McCollough said he understood the
feedback, but pointed out that copper in the ground is also one of the items that allows L&P to host
additional distributive resources. The ability to place a large solar insulation or a large battery storage
insulation, if it becomes a grid asset, must be connected by copper. Board Member Becker mentioned the
Brooklyn/Queen’s project, a massive infrastructure project that was avoided through storage efficiency
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Attachment: Energy Board minutes, April 19, 2018 (6967 : Broadband Utility Billing System)
11
Utility Billing System
Mike Beckstead, Chief Financial Officer
July 10, 2018
ATTACHMENT 2
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Attachment: Powerpoint presentation (6967 : Broadband Utility Billing System)
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History/Background
• Current utility billing system is 18
years old – last major upgrade
was 2009
• 2016 BFO included proposal to
replace billing system for four
existing utilities
• Cost estimate: $6.6M - $10.1M
• Budgeted $2.3M in 2018,
anticipated remainder in
2019/20 BFO process
• With Broadband – comprehensive
system explored for all five utilities
• Identified system that meets needs of
all utilities
• Timing to support broadband requires
acceleration of remainder of utility
funding
• Discussed with Council Finance in
April 2018
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Attachment: Powerpoint presentation (6967 : Broadband Utility Billing System)
3
System Functionality
• Comprehensive system for all
five utilities
• Strong system and cyber security
• Robust Web self-service capability
• State-of-the-art technology with
innovative road map
• Configurable workflows for
operational efficiency
• Mobile workforce management
• Handles complex rates
• Configurable bill format
Drop in a picture
1.2
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Attachment: Powerpoint presentation (6967 : Broadband Utility Billing System)
4
System Cost Allocation
Allocation based on # of accounts serviced and billing complexity
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Attachment: Powerpoint presentation (6967 : Broadband Utility Billing System)
5
Timeline
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Vendor &
City Team
Launched
2019
Utilities
Training
& Testing
Utilities Go Live
Utilities Data Migration/Integration/Configuration & Stabilization
BB Integration & Configuration
BB Training
& Testing
BB Go Live
Stabilization
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Attachment: Powerpoint presentation (6967 : Broadband Utility Billing System)
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Council
Questions
1.2
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Attachment: Powerpoint presentation (6967 : Broadband Utility Billing System)
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ORDINANCE NO. 093, 2018
OF THE COUNCIL OF THE CITY OF FORT COLLINS
APPROPRIATING PRIOR YEAR RESERVES IN THE LIGHT AND
POWER FUND, THE WATER FUNDS, THE WASTEWATER FUND
AND THE STORM DRAINAGE FUND FOR THE UTILITIES
CUSTOMER INFORMATION BILLING SYSTEM PROJECT
WHEREAS, the purpose of this item is to appropriate $6,297,001 to purchase a Customer
Information System with an Operational Support System for electric, water, wastewater,
stormwater and broadband billing services to replace the current 18-year old billing system
(“Customer Information Billing System Project”); and
WHEREAS, the Customer Information Billing System Project will allow the efficient
collection of revenues for all utility and broadband services, serving as the accounting ledger for
the revenue of these utilities, which currently generate over $200 million in total annual revenue
through an average of 80,000 monthly utility bills and service requests for residential and
commercial customers; and
WHEREAS, the initial cost of the Customer Information Billing System Project being
appropriated in this Ordinance is being shared by the funds of the City’s existing utilities
(Electric, Water, Wastewater and Stormwater) and by the City’s future broadband system to be
operated within the Electric Utility; and
WHEREAS, these shares have been determined based on the current customer counts of
the existing utilities and an estimate of the expected number of broadband customers at build-
out, and to this has been applied an allocation factor based on the complexity of the billing, with
billings for the Electric Utility being the most complex and the billings for the Stormwater
Utility and future broadband customers being the least complex; and
WHEREAS, Article V, Section 9 of the City Charter permits the City Council, upon the
City Manager’s recommendation, to appropriate by ordinance at any time during the fiscal year
such funds for expenditure as may be available from reserves accumulated in prior years,
notwithstanding that such reserves were not previously appropriated; and
WHEREAS, the City Manager has recommended the appropriation described herein and
determined that these appropriations are available and previously unappropriated from the Light
and Power Fund, the Water Fund, the Wastewater Fund and the Storm Drainage Fund, as
applicable, and will not cause the total amount appropriated in Light and Power Fund, the Water
Fund, the Wastewater Fund and the Storm Drainage Fund, as applicable, to exceed the current
estimate of actual and anticipated revenues to be received in these funds during the fiscal year;
and
WHEREAS, these project funds are ineligible for a contribution to art in public places as
provided in Article XII of City Code Chapter 23 because this is not an appropriation for a
“construction project” as defined in Article XII; and
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WHEREAS, this appropriation benefits the health, safety and welfare of the public and
the ratepayers of Fort Collins and serves the utility purposes of improving water and electric
service reliability and controlling cost of service increases.
NOW, THEREFORE, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. That the City Council hereby makes and adopts the determinations and
findings contained in the recitals set forth above.
Section 2. That there is hereby appropriated from prior year reserves in the Light and
Power Fund the sum of TWO MILLION FIVE HUNDRED THREE THOUSAND SIX
HUNDRED SIXTY-SIX DOLLARS ($2,503,666) for the Utilities Customer Information Billing
System Project.
Section 3. That there is hereby appropriated from prior year reserves in the Water
Fund the sum of ONE MILLION FIVE HUNDRED NINETY THOUSAND TWO HUNDRED
NINETY-SIX DOLLARS ($1,590,296) for the Utilities Customer Information Billing System
Project.
Section 4. That there is hereby appropriated from prior year reserves in the
Wastewater Fund the sum of ONE MILLION NINETY-EIGHT THOUSAND FOUR
HUNDRED FORTY-ONE DOLLARS ($1,098,441) for the Utilities Customer Information
Billing System Project.
Section 5. That there is hereby appropriated from prior year reserves in the Storm
Drainage Fund the sum of ONE MILLION ONE HUNDRED FOUR THOUSAND FIVE
HUNDRED NINETY-EIGHT DOLLARS ($1,104,598) for the Utilities Customer Information
Billing System Project.
Introduced, considered favorably on first reading, and ordered published this 10th day of
July A.D. 2018, and to be presented for final passage on the 17th day of July, A.D. 2018.
__________________________________
Mayor
ATTEST:
_______________________________
City Clerk
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Passed and adopted on final reading on the 17th day of July, A.D. 2018.
__________________________________
Mayor
ATTEST:
_______________________________
City Clerk
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City of Fort Collins Page 1
Wade Troxell, Mayor Council Information Center (CIC)
Gerry Horak, District 6, Mayor Pro Tem City Hall West
Bob Overbeck, District 1 300 LaPorte Avenue
Ray Martinez, District 2 Fort Collins, Colorado
Ken Summers, District 3
Kristin Stephens, District 4 Cablecast on FCTV Channel 14
Ross Cunniff, District 5 and Channel 881 on the Comcast cable system
Carrie Daggett Darin Atteberry Delynn Coldiron
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 (V/TDD: Dial
711 for Relay Colorado) for assistance.
City Council Work Session
July 10, 2018
After the Adjourned Council meeting, which begins at 6:00 p.m.
• CALL TO ORDER.
1. Larimer County Behavioral Health Plan Update. (staff: Beth Sowder, Jackie Kozak-Thiel; 15
minute staff presentation; 45 minute discussion)
The purpose of this item is to build upon past work sessions related to Larimer County’s plans for
needed behavioral health services across the county and focuses on the plan, information from City
departments and Fort Collins community partners about priorities and collaboration options.
Larimer County Commissioner Steve Johnson and Larimer County Behavioral Health Director Laurie
Stolen will present to Council with City staff.
2. Updates to the City Council Policy for Reviewing Proposed Service Plans for Title 32 Metropolitan
Districts. (staff: Josh Birks, Tom Leeson; 15 minute staff presentation; 45 minute discussion)
The purpose of this item is to review a proposed update to the City’s policy for reviewing service
plans for Title 32 Metropolitan Districts (Metro Districts). In 2008, the City adopted the existing policy
by Resolution 2008-069. At that time, City Council responded to changing market conditions to
enable the use of Metro Districts to support primarily commercial development. Residential
development faces similar market conditions as well as constrained land supply. The proposed
revisions address these conditions while furthering several City goals.
City of Fort Collins Page 2
3. Poudre Fire Authority 2017 Annual Report. (staff: Tom DeMint; 10 minute staff presentation; 45
minute discussion)
The purpose of this item is to review the Poudre Fire Authority (PFA) governance and funding, 2017
performance measurements and metrics, goals, actual spending to budget, benefits to the
community related to strategic outcome goals, operational efficiency, productivity improvements,
issues of concern to PFA, the Poudre Valley Fire Protection District (PVFPD), and the City, and a
focus on issues moving forward.
• OTHER BUSINESS.
• ADJOURNMENT.
DATE:
STAFF:
July 10, 2018
Beth Sowder, Director of Social Sustainability
Jackie Kozak-Thiel, Chief Sustainability Officer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Larimer County Behavioral Health Plan Update.
EXECUTIVE SUMMARY
The purpose of this item is to build upon past work sessions related to Larimer County’s plans for needed
behavioral health services across the county and focuses on the plan, information from City departments and Fort
Collins community partners about priorities and collaboration options.
Larimer County Commissioner Steve Johnson and Larimer County Behavioral Health Director Laurie Stolen will
present to Council with City staff.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does Council agree with potential options presented for City collaboration?
2. Does Council have feedback on the Larimer County Behavioral Plan or have any questions about next steps?
BACKGROUND / DISCUSSION
Larimer County has worked with community partners and commissioned studies that identified major gaps in
critical behavioral health services, suggested recommendations for what services are most needed, at what
levels, and for what cost. The local ballot initiative failed in 2016 but work is continuing, and the County will
consider referring it to the ballot in November 2018. Because these gaps have a significant impact on local
residents and their families, government, health, and social services, this is an opportunity to discuss where the
County is now as well as ideas for collaborative local options moving forward.
The City has representatives from Police Services and Social Sustainability who are active members of the
Mental Health and Substance Use Alliance of Larimer County. This involvement, along with many other
community agencies represented, has been critical in the collaborative and comprehensive approach to the
recommendations for expanding critical behavioral health services in Larimer County. The Mental Health &
Substance Use Alliance provided a report showing service gaps in Larimer County. Some compelling data for
Larimer County includes:
• Approximately 53,800 people (20% of the County) have a mental illness-of those, 12,300 (4.6%) have a
serious mental illness.
• 25,000 (8.5%) of individuals 12 and over have a substance use disorder.
• Mental illness and substance use disorders often occur together - about a third of all people experiencing
mental illness and about half of the people living with a severe mental illness also experience substance
abuse-this equates to approximately 5.9% of adults (15,500) had co-occurring mental illness and
substance use disorder in Larimer County, and 2% (5,250) had co-occurring serious mental illness and
substance use disorder.
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Alignment with City Strategic Plans and Objectives
When looking at how expanding critical behavioral health services in Larimer County will impact the City
organization, there are anticipated impacts which align with City goals. The plan to expand needed behavioral
health services aligns with the City’s strategic plans and objectives.
Strategic Alignment
The expansion of critical behavioral health services in Larimer County is in alignment with Council priorities and
some of the City’s stated goals:
• Council Priority - Behavioral Health/Detox Facility
• The City’s 2016 Strategic Plan includes the following strategic objectives:
o Neighborhood Livability & Social Health: Leverage and improve collaboration with other agencies
to address homelessness, poverty issues, and other high priority human service needs.
o Safe Community: Improve community involvement, education and regional partnerships to make
our community safer and stronger.
• The Social Sustainability Department Strategic Plan has a goal that states: Foster increased availability
and access to mental and behavioral healthcare through:
o Work with local organizations to ensure 24-hour availability of mental and behavioral health care
and treatment.
o Encourage and support programs providing mental and behavioral health care for low-income
persons and persons experiencing other barriers.
o Through education, outreach, partnerships, and collaboration, increase the community’s general
awareness/acceptance of mental and behavioral health and illness.
o Support education, outreach, partnerships, collaboration, and prevention/intervention efforts,
increasing the community’s general awareness regarding substance abuse.
o Support increased discharge coordination and planning, improving continuity of mental and
behavioral health care and recovery for people leaving hospitals, correctional facilities, and other
similar situations.
o Support development of halfway housing and permanent supportive housing for persons with
mental and behavioral illness.
o Partner with other community entities to create a residential treatment facility for people with
drug and alcohol addictions.
o Support creation and operation of a detox facility in Larimer County.
• The Social Sustainability Gaps Analysis also included the following goals:
o Residents are able to rapidly access and receive the depth of treatment needed for mental
health, physical health, and substance abuse needs.
o High quality health care is delivered across the continuum of care: therapy, outpatient care,
inpatient care, residential treatment for addictions, mental health care.
Summary of Information and Support from City Departments and Community Partners
As the City was working with Larimer County to better understand how expanded behavioral health services
would support and work with various departments within the City as well as external community partners, the City
received information about priorities, potential partnerships, efficiencies, general assistance with social services,
and primary benefits that would come from having increased behavioral health services in Larimer County
(Attachment 1). A summary of the information received includes:
Top Three Priorities are the same as the Loveland Work Group (several others were also listed):
1. Homelessness
2. Suicide Prevention
3. Opioid Crisis
Many ideas for partnering opportunities, including but not limited to:
o Referrals and service provision coordination
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o Both centralized and distributive models would be helpful
o Help fulfill unmet needs - not duplicative
Local detox would help in the following ways:
o Care in Larimer County rather than sending out of community
o Increased/improved coordination of care
o Immediate capacity boost that is desperately needed
Would help with following primary social concerns:
o Homelessness
o Suicide
o Youth mental health
o Substance use disorders
Primary benefits include:
o Improved response time for emergency services
o Increased access to behavioral health services
o Reduction in repeat contacts/frequent utilizers
Potential Options for Collaboration with City Departments and Community Partners
Some potential ways City departments and community partners will collaborate with the County on the expanded
behavioral health plan have been explored. Some items are more general thoughts about coordinating services
and realizing efficiencies while others are more specific plans for collaboration.
Police Services
Fort Collins Police Services (FCPS) recognizes the sanctity of life as an utmost priority and as such will partner
with the County in finding efficiencies and ways to optimize support for individuals suffering from mental health
and substance disorder issues. FCPS will be part of the co-responder team comprised of multiple local agencies
pooling resources, including co-responder coverage, education and training of officers.
The co-responder program is a collaborative effort which will assist officers in effectively utilizing the new county
services, including enabling officers to get those experiencing a mental health crisis to the proper facility at the
first law enforcement contact, thus addressing the underlying mental health concerns and effectively reducing
recidivism as individuals receive appropriate resources.
Poudre Fire Authority
Many of the highest utilizers of emergency services are experiencing homelessness and have co-occurring
behavioral health needs and substance use disorder. Oftentimes, regardless of medical necessity, these people
are transported by ambulance to the emergency department because doing so is the only option available.
The ability of Poudre Fire Authority (PFA) to partner with representatives of Larimer County would be a
tremendous benefit, both indirectly and directly, and PFA is committed to this partnership. Efforts such as a co-
responder program, where a behavioral health professional is embedded with a PFA emergency responder,
coordination of services and access to more appropriate levels of care for a variety of patients, both in the
emergency medical setting, and in the behavioral health realm could be realized. Creative partnerships such as
this would ensure the community has access to needed emergency services (fire engines and ambulances),
moderate the volume in regional hospital emergency departments, and connect people with behavioral health
and/or substance use disorder with a resource capable of helping them.
Transfort
The ability to increase and expand public transportation to the behavioral health facility would be imperative;
however, there are still major considerations that would need to be worked out. The proposed location is
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approximately 2.5 miles from the nearest fixed route, so it would make very little economic sense to extend that
route. Based on the exact needs and clientele of the facility, it would be possible to design a specific service at
varying capacity and frequency levels. The cost would most likely be large enough that this would need to be a
funding (Budgeting for Outcomes)/policy discussion to make a commitment.
Social Sustainability
It is possible that certain additional services provided by non-profit community partners could compete for City
and Federal funding through the City’s annual competitive funding process. This could include funding for Mental
Health First Aid and Crisis Intervention Training as well as other services.
Restorative Justice
The Restorative Justice (RJ) programs could address any criminal behavior the youth have been involved in,
while other providers assist with the mental and behavioral health needs. RJ is committed to partnering with the
County in this way.
Natural Areas
It is possible that the City’s Natural Areas Department could partner with Larimer County to provide natural areas
or trails connecting to the proposed behavioral health facility site at Trilby and Taft Hill Roads. The City is open to
considering this, but more information about the land and how it would work between the City and the County
would need to be explored and discussed.
Outreach Fort Collins
Outreach Fort Collins (OFC) will focus on essential partnerships and community collaboration needed to
strengthen and expand integrated mental health and substance use disorder services. OFC will work proactively
and responsively in communicating and coordinating with local service agencies and community stakeholders in
identifying, connecting, and supporting individuals with mental health or substance treatment needs in the area
OFC serves. Should the ballot measure pass, OFC will work directly with Larimer County Behavioral Health in
optimizing efficiencies to better serve the community and its residents by utilizing trained crisis intervention and
coordinated entry for services.
Murphy Center and Homeward Alliance
Homeward Alliance, which includes the Murphy Center, serves approximately 165 individuals per day, including a
significant number of individuals with mental health issues. The proposed behavioral health facility would have a
profound positive impact on the people served and the community at large. Homeward Alliance expects to
collaborate regularly with the facility and its staff in countless ways, including but not limited to:
o Direct referrals between the Murphy Center and the new facility
o Case consultation regarding mutual clients
o Office provision, if appropriate (e.g. behavioral health staff could meet with clients at the Murphy
Center)
There are numerous other service providers who have committed to partnering and coordinating with the County
on the expanded behavioral health services. The ones listed above are identified specifically because the City
has a direct funding or coordination component.
Overview and Highlights of Larimer County Behavioral Health Plan
Larimer County has done a tremendous amount of work identifying the needs, gaps, and potential solutions for
expanded behavioral health in Larimer County.
During the spring of 2018, the County conducted a series of communitywide listening activities to get upstream
from crisis response with increased attention towards early identification and early intervention. There has been
an increased focus on suicide prevention awareness training in the schools and the community. The County
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focused their message on clearly defining their role in the effort as well as the investment that they are making in
the community. They clearly identified the “what’s in it for me” to all of Larimer County, and focused on building
and strengthening partnerships to build a community-driven and community-based solution.
They have utilized national experts and local professionals in determining that it is a community-wide issue that
requires community-wide solutions. The Solution will require a dedicated funding stream, and is 3-pronged:
1. Expand and enrich local behavioral health services throughout the County.
2. Facilitate connections between community-based services/providers in a centralized facility providing
stronger care coordination and building transition bridges across community-based providers and
services.
3. Build a regional behavioral health facility to provide crisis services and coordinated care.
A Community Master Plan for Behavioral Health Services (Attachment 2) includes the following components:
1. Larimer County 5-year Strategic Plan
2. Mental Health Substance Use Alliance Road Map Report
3. Site Design and Land Planning Report
a. The County has earmarked a parcel of land by Trilby/Taft Hill Roads for behavioral health
purposes, if this initiative passes.
4. Community Health Improvement Plan
5. Municipal Partnerships
6. School District Partnerships
7. Community Priorities
The distributive services throughout the county will include:
• Suicide Prevention Awareness and Training
• Innovations in professional development
• School behavioral health support
• Care coordination through case management services
• Support services in Permanent Supportive Housing
• Tele-psychiatry network of care
The community facility services will include:
• Care coordination with clients receiving care in facility or community services
• Assistance funds will provide help with service expenses, flexible funding for medications, transportation,
deductibles/co-pays, etc.
• Improvement of cross system communication will be critical to the overall success of this community
behavioral health reform effort
A centralized behavioral health services facility will bring missing critical levels of care to our community, allowing
residents to get the care they need, when they need it, at lower cost than what is currently available. This will
include:
• Medical clearance, triage and assessment
• Crisis Stabilization Unit
• Social and Medically Monitored Detox services
• Short-term Intensive Residential Treatment
The Master Plan includes significant cost analyses and outcome measures based on other communities who
have implemented expanded behavioral health into their communities. These include:
• Reduced emergency department admissions and re-admissions
• Reduced 911 calls and repeat calls
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• Reduced criminal activity/arrests
• Reduced jail use
• Reduced suicide
• Increased community connectedness and resilience
• Healthier families and kids
• Increased work productivity, less sick days, less insurance claims
Next Steps
• A citizen campaign team will form this summer, and they will take a resolution to the Board of County
Commissioners on July 24 asking them to refer this issue to the ballot this November.
• The Loveland City Council will have a work session to discuss this on September 11.
• Fort Collins City Council will consider a resolution supporting this ballot initiative at the September 18
Council meeting.
ATTACHMENTS
1. Summary of Information and Support from City Departments and Community Partners (PDF)
2. Larimer County Behavioral Health Plan Executive Summary (PDF)
3. Master Community Behavioral Health Plan Overview (PDF)
4. PowerPoint Presentation (PDF)
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Larimer County Behavioral Health Plan – City Departments & Community Partners Feedback
Summary of info gathered from City Departments and community partners:
City Departments: Police, Municipal Court, Parks, Natural Areas, Safety Security & Risk
Management, Human Resources, Planning Development & Transportation
Community Partners: Library, SummitStone Health Partners, Outreach Fort Collins, Northern
Colorado Aids Project, Homeward 2020, Murphy Center/Homeless Gear, Catholic Charities,
Fort Collins Rescue Mission, Coordinated Assessment & Housing Placement System,
Volunteers of America/Supportive Services for Veteran Families, Housing Catalyst, Neighbor to
Neighbor
Summary of information received based on the following questions:
1. A Loveland working group identified the top three priorities for their community regarding
behavioral health. They are: 1. Homelessness, 2. Suicide Prevention, and 3. The Opioid
Crisis. Do you think these are also the top three priorities for Fort Collins? If not, what
other priorities would you include?
a. Most agree with the top three issues – but some would put them in different order
or would add others
b. Youth well-being
c. Crisis stabilization/crisis mental health
d. Mental Health/behavioral health (not just suicide prevention)
e. Substance use disorder (not just opioid crisis) treatment – more resources
toward methamphetamine
f. Community outreach/partnerships
g. Medicaid coverage – access to providers
h. Assertive Community Treatment (ACT)
i. Mobile supportive services
j. Coordination out of institutional settings (jail, hospital, etc.)
k. Inpatient/residential option
2. In what ways would you see your department/organization partnering with the County on
Behavioral Health Services? Do you think partnering and providing services in a
distributive model would be helpful?
a. Partner as referral with first responders and service providers including PSH
b. Coordinated provision of services needed
c. Centralized hub would be helpful
d. Some torn and see benefit of both distributed model and one central location
e. Centralize first – then look at distributive model later
f. Centralization would allow easier identification by the public and pooled
resources by creating economies of scale – would also improve the management
of the continuum of care
g. Longer term detox stays will serve as bridge to long term treatment programs
ATTACHMENT 1
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Attachment: Summary of Information and Support from City Departments and Community Partners (6950 : Larimer County Behavioral Health
2
h. Decentralization could decrease effectiveness but would help with transportation
and communication – and more options in different locations would be helpful
i. Partner – expand programs to offer BH support impacted by opioid crisis and
homelessness – road-blocks exist though
j. Would help people remain stably housed
k. Service providers could help with early identification of people who need BH
services
l. Partners would help fulfil unmet needs, not duplicate services that already exist
m. The LC BH plan is to provide services that should be offered in one location
(withdrawal management, short-term intensive residential treatment, crisis
stabilization services); outpatient services are already offered in a distributive
manner in the community and should not be part of the LC BH plan
n. Partners will help with care coordination
o. Curious about partnerships with EAP programs
3. How would having a local detox and behavioral health treatment facility assist in the
work/services you provide?
a. Care in our community of a needed service rather than sending our residents out
of the community
b. Better coordination of care
c. Relief to some providers, and decrease repeat/frequent utilizers
d. Provide an immediate capacity boost that is desperately under-resourced
e. Great benefit but need to be culturally sensitive and not stigmatize people
f. More immediate service
g. Need to be flexible enough to meet the needs – meet people where they are
4. How would this help with some of the primary social concerns in our community?
a. Homelessness
i. Many of the highest utilizers are homeless with co-occurring mental
health and substance use disorder needs
ii. Such severe issues need specialists to treat them
iii. Would not help those who choose homelessness
iv. Better intervention would help with effective treatment and help get
people off the street
v. Great benefit for homeless
vi. Get medication needed
vii. Address BH needs at crucial time to obtain/maintain stability to prevent
further decompensation
viii. Ensure getting services by trained professionals proficient in de-
escalation, trauma-informed care
ix. Help create a system of care and assist in navigating
x. Help with supportive services
b. Suicide
i. Place to refer patients that are threatening to harm themselves
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Attachment: Summary of Information and Support from City Departments and Community Partners (6950 : Larimer County Behavioral Health
3
ii. Patients would receive more efficient access to more appropriate levels of
care
iii. Important for veterans and youth
iv. People in treatment are less likely to commit suicide than those not
getting help
v. Another option would be helpful
vi. Providing a more comprehensive and collaborative continuum of care – a
comprehensive spectrum of services for those folks who need the most
care and who will not survive any lapses in care
c. Youth mental health, violence
i. Youth would be treated specializing in treating unique needs of minors
with mental health emergencies
ii. Getting more youth into needed treatment will be positive
iii. A county-wide approach that offers youth prevention, early identification
and early treatment would better support families in understanding their
youth’s needs and assist them in connecting to care
d. Vehicle crashes
i. Offer education and ways to get into treatment more quickly to address
the substance use issues
ii. The State needs to stop promoting drug/alcohol use
iii. Fewer DUIs – but need court-ordered treatment
e. Substance use disorders
i. Access to programs for treatment of these complex conditions will be
crucial to the long term success of these patients
ii. Very beneficial – provide service at the moment they need it –
coordinated discharge plan to help not relapse
iii. Measureable, solvable problem that can be tackled in a compassionate,
multifaceted way
iv. Individuals with mental illness are more likely to develop substance use
disorders down the road – early intervention and treatment can prevent
later problems
v. Withdrawal management services would allow individuals who are
intoxicated a safe place to be fully assessed and connected to services
5. Please, describe the primary way your department/service would benefit from having
increased behavioral health services in Larimer County.
a. Improve response time for PFA, Police, and emergency services
b. Increased access to behavioral health services – especially outreach where case
managers or therapists could go to clients’ homes and treat them to ensure
stabilization – would be very beneficial
c. This resource would provide first responders with a valuable resource for the
citizens they serve (not being placed in the criminal justice system)
d. Reduction in repeat contacts (frequent utilizers)
e. Support needed to change behaviors and connect to higher barrier services
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Attachment: Summary of Information and Support from City Departments and Community Partners (6950 : Larimer County Behavioral Health
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f. Could lead to increase in stability within homeless population and decrease
overall levels of chronic homelessness
g. Greatly assist law enforcement in impacting the issues in our community and
providing better services, ultimately realizing less crime as a result.
h. Promotion of behavioral health impacts not just individuals, but the community as
a whole – untreated mental illness and substance use disorders are costly and
far reaching – impacting our legal system, schools, first responders, workplaces,
health care providers, etc.
i. The behavioral health initiative would promote a seamless array of services, and
navigation through those services – gaps in treatment would be filled, and
individuals would be able to access the service that will have the most beneficial
outcome for them
j. It would help the City Attorney’s Office, Municipal Judges, and Special Agency
Sessions case worker with sentencing and service options that are currently
limited or not available in this area
We have also heard different perspectives and concerns about the proposed site location at
Trilby and Taft Hill.
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Attachment: Summary of Information and Support from City Departments and Community Partners (6950 : Larimer County Behavioral Health
LARIMER COUNTY COMMUNITY MASTER PLAN FOR BEHAVIORAL HEALTH
EXECUTIVE SUMMARY
Changing the Paradigm
Larimer County, Colorado
July 2018
http://LarimerCountyMentalHealth.info
ATTACHMENT 2
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Attachment: Larimer County Behavioral Health Plan Executive Summary (6950 : Larimer County Behavioral Health Plan Update)
Larimer County Community Master Plan for Behavioral Health: Changing the Paradigm - Executive Summary
City of Fort Collins
Beth Sowder, Director Social Sustainability
Andy Lewis, Chief Deputy District Attorney
Jerry Schiager, Assistant Chief of Police
Dan Dworkin, Psychologist, Police Department
Colorado State University
Anne Hudgens, Executive Director, CSU Health Network
Community Representatives
Bryan Sutherland, Substance Abuse Recovery Advocate
Karen Morgan, Consumer and Family Representative
Foothills Gateway, Inc.
Marla Maxey, Case Management Director
Health District of Northern Larimer County
Carol Plock, Executive Director
Homeward 2020
Holly LeMasurier, Director
Housing Catalyst
Michele Christensen, Director of Program Development
Larimer County
Laurie Stolen, Behavioral Health Project Director
Gary Darling, Division Director, Criminal Justice Services
Bill Nelson, Under Sheriff, Sheriff’s Office
North Range Behavioral Health
Kimberly Collins, Administrative Director
Poudre School District
Darcie Votipka, Director of Student Services
State of Colorado
Chris Gastelle, Chief Probation Officer
SummitStone Health Partners
Michael Allen, Chief Executive Officer
University of Colorado Health
Janice Mierzwa, Regional Senior Director of
Emergency Services
Monica Smith, Administrator,
Mountain Crest Behavioral Healthcare
Health District of Northern Larimer County
Carol Plock, Executive Director
Lin Wilder, Director Community Impact
Kiley Floren, Project Implementation Coordinator,
Community Impact
Ann Noonan, Behavioral Health Strategy and
Implementation Organizer
Brian Ferrans, Behavioral Health Strategy and
Implementation Manager
SummitStone Health Partners
Michael Allen, Chief Executive Officer
Brooke Lee, Director of Access and Adult Services
Larimer County
Laurie Stolen, Behavioral Health Project Director
Gary Darling, Division Director, Criminal Justice Services
Michael Ruttenberg, Clinical Director,
Community Corrections
Josh Bellendir, Lieutenant, Jail
UCHealth
Janice Mierzwa, Regional Senior Director of
Emergency Services
Laurie Stolen, Larimer County Behavioral Health
Project Director
Nina Bodenhamer, Community Engagement Specialist
Larimer County Community Master Plan for Behavioral Health: Changing the Paradigm - Executive Summary
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Larimer County is taking a bold stand to change our community’s paradigm regarding the lack of
critically needed behavioral health resources and services for citizens in Northern Colorado. In 2013
over 300 citizens came together to identify the most pressing needs in our community and identified, “Public
Safety and Community Health” as a core mission and mandate of Larimer County. Through the 2013 – 2018, 5-Year
Strategic Plan, the County Commissioners resolved to address the complex community challenge of improving
mental health and addiction services.
The Community Master Plan for Behavioral Health (the Plan) has been nearly 20 years in the making. This blueprint
has been collaboratively orchestrated with engagement from key stakeholders including national experts, licensed
community providers (mental, behavioral and primary care health fields), municipalities, higher education, public
education and community members. It establishes a strategic outline for continuous progress and advancement
toward improving the community’s connectedness, resilience and overall health, lessening inequity in access to care
and ensuring the efficiency of behavioral health services.
This effort is NOT about growing County government. Instead, through a thoughtful and participatory process,
Larimer County has designed and will facilitate the implementation of a strategic blueprint to positively impact our
community’s behavioral health using short-term steps, a 25-year dedicated investment in our community, and a
three-pronged approach:
1. Expand and enrich local behavioral health services across the County (Distributive Services);
2. Facilitate connections between community-based services with services/providers in a regional, centralized
facility providing a stronger care coordination system and building transition bridges across providers and
services in and outside of the facility, (Distributive and In-Facility Services) and;
3. Build a regional behavioral health facility to provide coordinated care and crisis services (Facility Services).
Behavioral health includes not only ways of promoting well-being by preventing or intervening in mental illness
such as depression, anxiety, bi-polar disorder or Post Traumatic Stress Disorder, but also has as an aim preventing
or intervening in alcohol/substance abuse or other addictions. A person struggling with his or her behavioral
health may face stress, depression, anxiety, relationship problems, grief, addiction, ADHD or learning disabilities,
mood disorders, and/or other psychological concerns.1 The need for expanded behavioral health services in
Larimer County is
taking a bold stand to
change our community’s
paradigm regarding the lack
of critically needed behavioral
health resources and
services for citizens in
Northern Colorado.
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Attachment: Larimer County Behavioral Health Plan Executive Summary (6950 : Larimer County Behavioral Health Plan Update)
Larimer County Community Master Plan for Behavioral Health: Changing the Paradigm - Executive Summary
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our community is real. Statistics, nationally and for
Larimer County, are shocking:
• 1 in 5 individuals have a mental illness.2 In
Larimer County, (based on population), this
translates to over 66,000 people (adults and
youth) suffering from a mental illness.
• There are approximately 5.9% of adults (15,500)
in Larimer County with co-occurring mental
illness and substance use disorder and 2%
(5,250) with SERIOUS co-occurring mental
illness and substance use disorders.3
• Depression is the leading cause of disability
world-wide4;
• In Larimer County, even for those wanting
treatment (estimated 4700 individuals in
2018)5, many of those services simply
do not exist, insurance coverage is
required and not available and/
or long wait times for services
are ever present.
Youth face additional challenges:
• 20% of youth ages 13-18 live a
with mental health condition.6
• Depression has a significant
impact on adolescent development,
well-being and can adversely affect
school and work performance, impair peer
and family relationships, and exacerbate the
severity of other health conditions such as
asthma and obesity.7 8 9 Depressive episodes
often persist, recur, or continue into adulthood.10
• Youth who have had a Major Depressive Episode
(MDE) in the past year are at greater risk for
suicide and are more likely than other youth to
initiate alcohol and other drug use, experience
concurrent substance use disorders, and
smoke daily.11 12 13 In Colorado (2014-2015), 13.7%
of youth age 12-17 had a Major Depressive
Episode (MDE) in the past year14 and 58.7% did
NOT receive treatment at this critical juncture
in their life.15
In 2016, more than 26,600 Larimer County residents
did NOT receive treatment when it was needed. 16
158 people (2016-2017) died by suicide; surpassing
660 citizens over a ten-year period.17 Our County
has one of the highest suicide rates in the Country.18
Behavioral health issues are complex diseases that
require individualized treatment approaches tailored
to the person’s severity of disease and specific
healthcare needs, just like any other chronic health
condition; requiring a system of care that has a range
of levels and types of care available to appropriately
meet the needs of patients accessing the system.
When levels of care are not available, individuals
often go untreated, receive limited or fragmented
treatment, resulting in the utilization of more costly
services in emergency departments, crisis care and
even the County jail. Treatment, if available, does
Larimer County Community Master Plan for Behavioral Health: Changing the Paradigm - Executive Summary
3
Substance Abuse and Mental Health Services Administration (SAMHSA) and the American Society of Addiction
Medicine (ASAM) were utilized in crafting this plan. SAMHSA’s Law Enforcement Sequential Intercept model,
which offers a framework for interface and diversion, as well as current Larimer County programs, informed the
process. Perhaps most influential in the design of the Community Master Plan for Behavioral Health has been the 19
year work of the Mental Health and Substance Use Alliance (MHSU Alliance), a partnership of local organizations
working with a national consulting firm, NIATx Foundation. The MHSU Alliance has studied this set of problems
and produced, in 2016 and again in 2018, a comprehensive community reports. The 2018 report is titled What Will
It Take? Solutions for Mental Health Service Gaps in Larimer County. The key finding: While many quality services
currently exist in our community, Larimer County does not have a continuum of behavioral health treatment
and support services that is sufficient to meet the needs of our residents.22 The Alliance recommends the
development and expansion of treatment capacity to provide services for over 5000 residents each year with funds
earmarked for a distributed service model through community based services, (including early identification
and intervention services, suicide prevention programs, expansion of outpatient services—supportive-housing
and ongoing assistance for those with more intensive needs) AND the development of a 24-7 Behavioral Health
Services Center, which would become the hub for crisis and withdrawal management (detox) services, as well as
coordinated care.23
In addition to listening to experts, the County also held/attended over 300 meetings, provided over 250
presentations, surveyed and met with community members and key shareholders including, but not limited to:
municipalities, higher/public education, and service providers to understand community identified priorities.
Among other items, these shareholders repeatedly highlighted meeting the needs of youth, prevention and early
identification and intervention services.
Including the steps detailed above, a significant foundation has been laid, should the voters approve a new long-
term (25 year) dedicated behavioral health funding stream, including:
• Larimer County Board of County Commissioners have earmarked land at the intersection of South Taft Hill
Road and Trilby Road for a new behavioral health facility;
• A ten-year financial pro forma and a proposed first year budget have been compiled from the significant
data gathered through and by Larimer County, the Mental Health and Substance Use Alliance and the NIATx
Foundation.
One way or another, we all pay for a lack of comprehensive behavioral health services in our community. With the
support of municipalities, shareholders and the community, Larimer County intends to change the behavioral health
paradigm to meet the needs of our citizens.
The key fi nding:
While many quality
services currently exist in our
community, Larimer County
does not have a continuum of
behavioral health treatment
and support services that is
suffi cient to meet
the needs of our
residents.
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Attachment: Larimer County Behavioral Health Plan Executive Summary (6950 : Larimer County Behavioral Health Plan Update)
Larimer County Community Master Plan for Behavioral Health: Changing the Paradigm - Executive Summary
4
(Endnotes)
1 June 25, 2018 - Retrieved from insighttelepsychiatry.com/defining-behavioral-health/
2 June 22, 2018 Retrieved from https://www.nami.org/Learn-More/Mental-Health-By-the-Numbers.
3 Mental Health and Substance Use Alliance What Will It Take?: Solutions to Mental Health Service Gaps in Larimer County, page 7
4 June 22, 2018 Retrieved from https://www.nami.org/Learn-More/Mental-Health-By-the-Numbers
5 Mental Health and Substance Use Alliance What Will It Take?: Solutions to Mental Health Service Gaps in Larimer County, page 43.
6 June 22, 2018 Retrieved from https://www.nami.org/Learn-More/Mental-Health-By-the-Numbers
7 Substance Abuse and Mental Health Services Administration, Office of Applied Studies. (2008). The NSDUH report: Major depressive episode among
youths aged 12 to 17 in the United States: 2004 to 2006. Rockville, MD: Office of Applied Studies. Retrieved from
https://ntrl.ntis.gov/NTRL/dashboard/searchResults/titleDetail/PB2009115665.xhtml
8 Van Lieshout, R. J., & MacQueen, G. (2008). Psychological factors in asthma. Allergy, Asthma and Clinical Immunology, 4 (1), 12–28.
9 Goodman, E., & Whitaker, R. C. (2007). A prospective study of the role of depression in the development and persistence of adolescent obesity.
Pediatrics, 110 (3), 497–504.
10 Weissman, M. M., Wolk, S., Goldstein, R. B., Moreau, D., Adams, P., Greenwald, S., & Wickramaratne, P. (1999). Depressed adolescents grown up. Journal of
the American Medical Association, 282, 1701–1713.
11 Shaffer, D., Gould, M. S., Fisher, P., Trautman, P., Moreau, D., Kleinman, M., & Flory, M. (1996). Psychiatric diagnosis in child and adolescent suicide. Archives
of General Psychiatry, 53, 339–348. Retrieved from http://archpsyc.ama-assn.org/cgi/content/abstract/53/4/339
12 Substance Abuse and Mental Health Services Administration, Office of Applied Studies. (2007). The NSDUH report: Depression and the initiation of
alcohol and other drug use among youths aged 12 to 17. Rockville, MD: Author.
13 Center for Behavioral Health Statistics and Quality. (2016). Key substance use and mental health indicators in the United States: Results from the 2015
National Survey on Drug Use and Health (HHS Publication No. SMA 16-4984, NSDUH Series H-51). Retrieved from http://www.samhsa.gov/data/.
14 SAMHSA Behavioral Health Barometer Colorado, Volume 4, National Surveys on Drug Use and Health, 2011-2015, page 5.
15 SAMHSA Behavioral Health Barometer Colorado, Volume 4, National Surveys on Drug Use and Health, 2011-2015, page 6.
16 Mental Health and Substance Use Alliance What Will It Take?: Solutions to Mental Health Service Gaps in Larimer County, Executive Summary, page x.
17 Office of the Larimer County Coroner, Medical Examiner, annual reports 2016 and 2017, annual statistics over a ten year period of 2007 – 2017.
18 Mental Health and Substance Use Alliance What Will It Take?: Solutions to Mental Health Service Gaps in Larimer County, page 8.
19 June 25, 2018 Retrieved from https://mhc-tn.org/about-mental-illness/facts-stats/
20 June 25, 2018, Retrieved from https://www.samhsa.gov/sites/default/files/cost-benefits-prevention.pdf
21 National Research Council and Institute of Medicine. 2009. Preventing Mental, Emotional and Behavioral Disorders Among Youth People: Progress and
Possibilities. Washington, DC: The National Academies Press. http://doi.org/10.17226/12480.
22 Mental Health and Substance Use Alliance What Will It Take?: Solutions to Mental Health Service Gaps in Larimer County, Executive Summary, page 3.
23 Mental Health and Substance Use Alliance What Will It Take?: Solutions to Mental Health Service Gaps in Larimer County, Executive Summary page 3.
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Attachment: Larimer County Behavioral Health Plan Executive Summary (6950 : Larimer County Behavioral Health Plan Update)
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Attachment: Larimer County Behavioral Health Plan Executive Summary (6950 : Larimer County Behavioral Health Plan Update)
2018 Larimer County Community Plan for Behavioral Health
The 2018 Larimer County Community Plan for
Behavioral Health is a strategic blueprint for a continuum
of coordinated behavioral health care. It is informed
by health providers, mental health practitioners,
educators, community and elected leadership,
hospital and criminal justice staff, and
residents across Larimer County.
This plan includes evidence based best practices,
expands early identification and intervention,
and increases the efficiency and
success of community based
treatment and support services.
August 2017
Updated and Revised April 2018
February 2018 - Ongoing
Ongoing
Forum & Survey
February 2018
Site Design & Land Use
Over a dozen
community
stakeholders
and health
professionals
come
together for a 3-day charrette, hosted
by Denver-based HDR, to facilitate the
development of a common vision and
preliminary service plan for a potential
behavioral health facility.
Data-Driven Community Assessment
What Will It Take:
Solutions for
Mental Health
Service Gaps in
Larimer County
The Health District
of Northern
Larimer County,
Summitstone
Health Partners &
Larimer County
hire nationally
recognized experts, NIATx, to compile data
on currently available services, current
needs, and provide recommendations to
address gaps and challenges. This report—
coupled with community input—forms
the backbone of the 2018 Larimer County
Community Plan for Behavioral Health.
Coordinated Community Care
Funding to expand and
strengthen existing programs,
and refine measurable
outcomes will: efficiently and
more effectively meet the
need of those struggling with
mental illness, and invest in the success of our
community-based services.
1
Steve Johnson, Larimer County Commissioner
Laurie Stolen, Behavioral Health Project Director
Jackie Kozak Thiel, Chief Sustainability Officer
Beth Sowder, Social Sustainability Department Director
7-10-18
Larimer County Behavioral Health
City of Fort Collins City Council Work Session
ATTACHMENT 4
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
Presentation Overview
2
• Introduction
• Alignment with City Plans/Goals
• Summary of Information Learned
• Options for Collaboration and Partnerships
• Overview/Highlights of Behavioral Health Plan
• Next Steps
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
Direction Sought
1. Does Council agree with options
presented for City Collaboration?
2. Does Council have any feedback on
the County’s Plan or have any
questions about next steps?
3
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
Larimer County Data
Mental Health & Substance Use Alliance of Larimer County:
• 20% (53,800) people have a mental illness
• 4.6% (12,300) have a serious mental illness
• 8.5% (25,000) people have a substance use disorder
• Mental Illness and Substance Use Disorder often occur together:
• 5.9% (15,500) co-occurring
• 2% (5,250) serious mental health and substance use disorder
4
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
CITY STRATEGIC PLAN
Leverage and improve collaboration with
other agencies to address homelessness,
poverty issues and other high priority human
service needs.
PLAN & STRATEGY ALIGNMENT
Larimer County Behavioral Health Plan
5
Council Priority: Behavioral Health Detox Facility
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
Top 3 Priorities Homelessness, Suicide Prevention, Opioid Crisis
Referrals, Service Provision Coordination, Centralized
and Distributive
Ideas for Partnering
Opportunities
Local Care, Increased & Improved Care Coordination,
Local Detox would help Capacity Boost
Homelessness, Suicide, Youth Mental Health,
Substance Use Disorders
Addresses Several
Social Concerns
Improved Response Times, Increased Access,
Anticipated Benefits Reduction in Recidivism
6
Information and Support
City Departments & Community Partners
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
Collaboration Options
Police
Services
Poudre Fire
Authority
Transfort
Social
Sustainability
Restorative
Justice
Natural
Areas
7
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
Community Partners
• Outreach Fort Collins
• Murphy Center and Homeward Alliance
*numerous other service providers have committed to partnering and
coordinating as well
8
Collaboration Options
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
Community Wide Listening
• Moving ahead of crisis response with increased attention toward
early identification and early intervention
• Increased focus on suicide prevention awareness training
• Clearly defining the County’s role in the effort
• Clearly defining the investment we are making in our community
• Showing the WIIFM (what’s in it for me) to all of Larimer County
• Building/strengthening partnerships to build a community driven
and community based solution
9
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
The Solution is
Community Wide
Our work is informed by national experts and local professionals: What
Will It Take? Solutions for Mental Health Service Gaps in Larimer County.
The solution will require a dedicated funding stream, and is 3-pronged:
1. Expand & enrich local behavioral health services throughout the County.
2. Facilitate connections in a centralized facility to provide stronger care
coordination and transition bridges across providers/services.
3. Build a regional behavioral health facility to provide crisis services and
coordinated care.
10
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
A Community Master Plan for
Behavioral Health Services
Includes:
• Larimer County 5 year Strategic Plan
• MHSU Alliance Road Map Report
• Site Design and Land Planning Report
• Community Health Improvement Plan
• Municipal Partnerships
• School District (PSD/TSD/EPSD) Partnerships
• Community priorities
Completed- Summer 2018
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
Plan Details
Distributive Services Throughout the County
• Suicide Prevention Awareness and Training
• Innovations in professional development
• School behavioral health support
• Care coordination through Case Management Services
• Supportive services in Permanent Supportive Housing
• Tele-psychiatry network of care
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
Plan Details
Community-Facility Services
• Care coordination clients receiving care in facility or community
services
• Assistance funds help with service expenses, flexible funding
for medications, transportation, deductibles/co-pays, etc.
• Improving cross system communication critical to overall
success of community behavioral health reform effort
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
Plan Details
Facility Services
A centralized behavioral health services facility would bring missing
critical levels of care.
• Medical clearance, triage and assessment
• Crisis Stabilization Unit
• Social and Medically Monitored Detox Services
• Short-term Intensive Residential Treatment
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
Return on Investment
The Master Plan includes cost analysis and outcome measures
Learning from those who have gone before us…
• Reduced ER admissions and re-admissions
• Reduced 911 calls and repeat calls
• Reduced criminal activity/arrests and jail use
• Reduced suicide
• Increased community connectedness and resilience
• Healthier families, healthier kids
• Increased work productivity, less sick days, less insurance claims
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
Summer Campaign Team forming for Election Process
July 24 Larimer County Board of Commissioners consider
request to refer initiative to the November ballot
September 11 Loveland City Council Work Session
September 18 City Council consider resolution supporting the
ballot initiative
16
Next Steps
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
Direction Sought
1. Does Council agree with options
presented for City Collaboration?
2. Does Council have any feedback on
the County’s Plan or have any
questions about next steps?
17
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
Laurie Stolen
Larimer County Behavioral Health Project Director
205 E 6th
St
Loveland, CO 80538
stolenle@larimer.org
970-619-4420
larimercountymentalhealth.info
18
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Attachment: PowerPoint Presentation (6950 : Larimer County Behavioral Health Plan Update)
DATE:
STAFF:
July 10, 2018
Josh Birks, Economic Health Director
Tom Leeson, Director, Comm Dev & Neighborhood Svrs
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Updates to the City Council Policy for Reviewing Proposed Service Plans for Title 32 Metropolitan Districts.
EXECUTIVE SUMMARY
The purpose of this item is to review a proposed update to the City’s policy for reviewing service plans for Title 32
Metropolitan Districts (Metro Districts). In 2008, the City adopted the existing policy by Resolution 2008-069. At
that time, City Council responded to changing market conditions to enable the use of Metro Districts to support
primarily commercial development. Residential development faces similar market conditions as well as
constrained land supply. The proposed revisions address these conditions while furthering several City goals.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does the Council support the recommended update to the Title 32 Metropolitan Districts draft policy?
2. Does the Council support the addition of a Regional Improvements component in the Model Service Plan?
BACKGROUND / DISCUSSION
Policy Context
In 2008, the City adopted a policy for reviewing proposed service plans for Title 32 Metropolitan District (Metro
Districts) Service Plans (Service Plans) by Resolution 2008-069. The policy was intended to aid commercial
development addressing escalating infrastructure costs and to compete with commercial development in adjacent
communities. At the time, City Council preferred to adopt a policy that excluded residential developments, except
mixed-use projects. The policy included a limit on the assessed value ratio between commercial and residential to
90 percent/10 percent.
Today, residential development faces similar market conditions-rising infrastructure, construction, and land costs-
as well as constrained land supply and limited access to key resources, such as water. In addition, the City’s
population forecast indicates that build-out of the community will likely happen in the next 25 to 30 years. An
update to the Metro District policy will address these market conditions and enable residential development to
deliver several City objectives.
Summary of Work to Date
City Council has reviewed the purpose and nature of Metro Districts and the existing policy in two previous work
sessions, on October 24, 2017 and November 28, 2017. At the most recent work session, Council provided the
following direction on a policy update:
• Limit Metro District use by reserving their use for extraordinary public benefits and outcomes;
• Preserve the prescriptive elements of the existing policy to ensure narrow application of the tool;
• Avoid using the tool to facilitate the construction of development amenities, such as pools, golf course, or
similar; and
• Define public benefits that are specific and clear.
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On March 19, 2018, the Council Finance Committee reviewed a draft of the policy revisions. The primary direction
from that review was to further clarify the public benefits that must be delivered as a condition of using Metro
Districts to support residential development.
Public Benefits
The updated policy (Attachment 1) supports the formation of Metro District regardless of development type when
a District delivers extraordinary public benefits. The public benefits should be: (1) aligned with the goals and
objectives of the City whether such extraordinary public benefits are provided by the Metro District or by the entity
developing the Metro District because Metro Districts exist to provide public improvements; and (2) not be
practically provided by the City or an existing public entity, within a reasonable time and on a comparable basis.
The policy identifies four key public benefit focus areas, including:
1. Environmental Sustainability Outcomes: Development of public improvements that deliver or facilitate
the delivery of specific and measurable environmental outcomes, including but not limited to: (i) reduction
of Green House Gases (GHG), (ii) conservation of water or energy, (iii) encourage multimodal
transportation, (iv) enhance community resiliency-against future environmental events (e.g., flooding,
drought, etc.); (v) increase renewable energy capacity; and/or (vi) deliver other environmental outcomes.
2. Critical Public Infrastructure: Development of public improvements that address or facilitate addressing
significant infrastructure challenges previously identified by the City, either within the development or the
area immediately adjacent to the District, whether such improvements address a locally significant
challenge or a City-wide challenge.
3. Smart Growth Management: Development of public improvements that deliver or facilitate the delivery of
specific design components that: (i) increase the density of development within the District; (ii) establish,
enhance or address the walkability and pedestrian friendliness of the District; (iii) increase the availability
of transit and/or multimodal oriented facilities; (iv) create compelling public spaces; and/or (v) encourage
mixed-use development patterns.
4. Strategic Priorities: Development of public improvements that deliver or facilitate the delivery of strategic
priorities specified in existing long-term strategic planning documents, such as City Plan, Affordable
Housing Plan, Economic Health Strategic Plan, and applicable Sub-Area Plans. These priorities include,
but are not limited to:
a. Affordable Housing: Deliver or facilitate the delivery of additional affordable housing units at the
City’s defined level of Area Median Income (AMI) or below. The City defines Affordable Housing
as units affordable to a household earning 80 percent of AMI.
b. Infill/Redevelopment: Enable the infill or redevelopment of property within the City, especially
when such development is consistent with City Plan.
c. Economic Health Outcomes: Enable delivery of specific and measurable economic outcomes,
such as: (i) job growth; (ii) retention of an existing business; and/or (iii) construction of a missing
economic resource.
The policy provides additional detail on these proposed focus areas by including a list of examples to illustrate the
City’s desired outcomes.
Comparison of Policy Versions
Following Council guidance, the updated policy retains most of the existing prescriptive elements. The primary
changes to the policy include:
• Mill Levy Cap: The updated policy would increase the Mill Levy Cap from 40 Mills to 50 Mills with no more
than 40 Mills dedicated to debt;
• Basic Infrastructure: The updated policy allows the funding of basic infrastructure by Metro Districts only
to the extent then enable extraordinary public benefit outcomes;
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• Dissolution Limit: The updated policy requires that the district dissolve within 40 years unless a majority of
the district board is residents and votes to refund the debt realizing a net present value saving for the
district; and
• Commercial/Residential Ratio: The updated policy removes a specific commercial to residential ratio
requirement - instead a District must provide extraordinary public benefit to utilize the tool.
The table below provides a side-by-side comparison of key policy provisions:
Table 1
Key Policy Provision Comparison
Existing Updated
Mill Levy Caps 40 Mills 50 Mills
Basic Infrastructure Not favored To enable public benefit
Eminent Domain Prohibited Prohibited
Debt Limitation 100% of Capacity 100% of Capacity
Dissolution Limit 40 years 40 years (Resident based
refunding allowed)
Citizen Control As early as possible As early as possible
Multiple Districts Projected over an extended
period
Projected over an extended
period
Commercial/
Residential Ratio
90% to 10% N/A
In addition, the new policy requires the use of a Model Service Plan (Attachment 2) that stipulates many
additional limitations on the tool. These limitations are based on common practice by several other communities
and include but is not limited to:
• Covenant Control Restriction-The District is not authorized to impose, manage, or provide covenant
enforcement actions.
• Fire Protection Restriction-The District is not authorized to plan for, design, acquire, construct, install,
relocate, redevelop, finance, operate or maintain fire protection facilities or services, unless such facilities
and services are provided pursuant to an intergovernmental agreement with the Poudre Fire Authority.
• Public Safety Services-The District is not authorized to provide policing or safety enforcement services.
• Golf Construction Restriction-The District shall not be authorized to plan, design, acquire, construct,
install, relocate, redevelop, finance, operate or maintain a golf course unless such activity is pursuant to
an intergovernmental agreement with the City.
• Television Relay and Translation Restriction-The District is not authorized to plan for, design, acquire,
construct, install, relocate, redevelop, finance, operate or maintain television relay and translation facilities
and services.
• Sales and Use Tax Exemption Limitation-The District shall not exercise any sales and use tax exemption
in the Fort Collins City Code.
• Consolidation Limitation-Districts shall not be allowed to file a request with any Court to consolidate with
another Title 32 district without the prior written consent of the City.
The biggest additional limitations in the Model Service Plan include:
• Overlap Limitation-The boundaries of a District shall not overlap with another district unless the aggregate
mill levy for payment of Debt of the overlapping Districts will not at any time exceed the policy’s allowed
maximum debt mill levy of 40 mills.
• Initial Debt Limitation-A District may not issue debt, impose a mill levy for payment of debt, or impose fees
for the purpose of repayment of debt before approval by the City of a development plan that secures the
public benefits to be delivered and/or an Intergovernmental Agreement (IGA) further securing the delivery
of the public benefits.
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Regional Improvements Provision
The proposed draft of the Model Service Plan (Attachment 2) includes a section that enables the support of
regional improvements. This section is inserted for discussion purposes. The approach may create a viable
method for funding much needed regional infrastructure in areas where Metro Districts are likely to be used to
support residential development. The section is optional.
The regional improvements section provides the ability for the City to request a Metro District collect and remit an
additional mill levy, not subject to the policy maximum mill levy, to the City. These revenues are intended to fund
regional improvements required in part by the project within the Metro District. Examples of such improvements
could include: vehicular grade separated crossings of railroad lines, improvements to address regionally
significant storm water issues, or intersections connecting City streets to an Interstate or similar system.
The regional improvements section (See Attachment 2) stipulates:
• The City must identify the type of regional improvements that could be funded with the additional mill.
• Limits the mill to a maximum of 5.000.
• The City and the Metro District must enter into an Intergovernmental Agreement (IGA) identifying the
specific improvement and anticipated length of collection for the mill.
These stipulations are intended to protect the residents and owners in the District as well as create transparency
regarding the use of funds.
Review Process
The process for reviewing Metro District Service Plans includes two primary phases-Letter of Intent (LOI) and
Service Plan Application. The two phases are outlined below and in Attachment 3 and Attachment 4:
• Letter of Intent (LOI)-First phase of the Metro District Service Plan Review process and shall contain
(see Policy for specifics):
o Summary narrative of the proposed development and Metro District purpose
o Sketch plan of the proposed district, showing: property locations and boundaries, surrounding
land uses, proposed use(s), proposed improvements, existing natural features, utility locations,
and photographs (if helpful)
o District need justification
o Explanation of public benefit and plan to assure delivery by the District
o District proposal and Service Plan specifics
• Service Plan Application Review-Key phase of Metro District Service Plan Review process, including:
o Formal application submittal by applicant (see Policy and Application for details)
o Third-Party financial review (if needed) of the Service Plan financial plan assumptions and
feasibility
o Formal staff review and meetings with applicant
o Council Finance Review based on completed analysis by staff and third-parties - includes a
formal recommendation by staff of alignment with existing policy
o Council work session (if needed) to review specifics of a proposed Service Plan)
o City Council consideration - final step, all Service Plans require Council approval
Evaluation Framework/Criteria
To provide Council information and assessment consistent with this Policy, staff will review and report on District
proposals in the following areas:
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• Public Benefit Assessment and Triple Bottom Line Scan: To comprehensively and consistently evaluate
District proposals, an interdisciplinary staff team, inclusive of representatives from Planning, Economic
Health, Sustainability, and other Departments as appropriate, will be formed. This team will rely on the
City’s Triple Bottom Line evaluation approach, and other means, to assess a District proposal consistent
with this Policy and City Goals and Objectives more broadly.
• Financial Assessment: All District proposals are required to submit a Financial Plan to the City for review.
Utilizing the District Financial Plan, and other supporting information which may be necessary, the City
will evaluate a District’s debt capacity and servicing ability. Additionally, should a District desire to utilize
District funding for basic improvements, as determined by the City in its sole discretion, staff will assess
the value of this benefit against the public benefits received in exchange.
• Policy Evaluation: All proposals will be evaluated against this Policy and the City’s Model Service Plan,
with any areas of difference being evaluated and reported on.
Performance Assurances
A key aspect of the updated policy is the requirement to deliver public benefit. To assure that these benefits are
delivered in cases where a Metro District itself will not provide the public benefits, the City will require several
performance assurances, including:
• Approved Development Plan - The Model Service Plan identifies an Approved Development Plan -a
development plan or other process established by the City (including but not limited to approval of a final
plat or PUD by the City Council) - as the controlling document regarding public improvements to be
financed and constructed by a District. This Plan will also document and require as part of the land use
approval process the aspects of promised pubic benefits that cannot be enforced through a Metro District
Service Plan.
• Intergovernmental Agreement - In some cases, an Approved Development Plan may not be able to
enforce the public benefit requirements part of a Metro District Service Plan. In these cases, an
Intergovernmental Agreement may also be required to enforce the performance requirements associated
with a proposal.
• Initial Restriction of Powers - All Metro Districts will include a limitation on the initial use of two key powers
(1) levy or collect revenue for the repayment of debt, and (2) issue debt. These powers will be prohibited
until an Approved Development Plan and/or Intergovernmental Agreement are executed and in place.
Fees and Staffing
The updated policy includes adjustments to the fees charged to applicants. The intent of the fees is to offset the
cost of staffing the intake and review of Metro District Service Plan applications.
ATTACHMENTS
1. Updated Metro District Policy (draft) (PDF)
2. Model Service Plan (draft) (PDF)
3. Metro District Service Plan Review Process (PDF)
4. Interdisciplinary Review Team Charter (PDF)
5. Work Session Summary, November 28, 2017 (PDF)
6. Council Finance Committee minutes, April 16, 2018 (PDF)
7. Powerpoint presentation (PDF)
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1
POLICY FOR REVIEWING PROPOSED
SERVICE PLANS FOR TITLE 32 METROPOLITAN DISTRICTS
CITY OF FORT COLLINS, CO
Revised July 17, 2018
Introduction.
This policy establishes the criteria, guidelines and processes to be followed by City Council and City staff
in considering and by applicants in submitting to the City service plans for the organization of
metropolitan districts or amendments to those plans (“Policy”), as provided in Colorado’s Special District
Act in Article 1 of Title 32 of the Colorado Revised Statutes (the “Act”). The Act provides that
metropolitan districts are quasi-municipal corporations and political subdivisions (“District”) that can be
organized within the boundaries of a municipality provided the municipality’s governing body approves
by resolution the proposed service plan for the District. Under the Act, the service plan constitutes the
document that delineates the specific powers and functions the District can exercise, including the
facilities and services it can provide, the taxes it can impose and its permitted financial arrangements
(the “Service Plan”). The Act requires Districts to conform to their Service Plans.
Section 1 – Policy Objectives and Statements.
A. This Policy generally supports the formation of a District where it will deliver extraordinary
public benefits that align with the goals and objectives of the City whether such extraordinary
public benefits are provided by the District or by the entity organizing the District because the
District exists to provide public improvements.
B. A District, when properly structured, can enhance the quality of development in the City. The
City is receptive to District formation that provides extraordinary public benefits which could not
be practically provided by the City or an existing public entity, within a reasonable time and on a
comparable basis. It is not the intent of the City to create multiple entities which would be
construed as competing or duplicative.
C. The approval of a District Service Plan is at the sole discretion of City Council, which may reject,
approve, or conditionally approve Service Plans on a case-by-case basis. Nothing in this Policy is
intended, nor shall it be construed, to limit this discretion of City Council, which retains full
authority regarding the approval, terms, conditions and limitations of all Service Plans.
D. Policy Objectives.
The City will evaluate a proposed District and its Service Plan based on the District’s ability to
deliver public benefits through extraordinary development outcomes, specific examples are
provided in Exhibit A and generally occur in the following four focus areas:
1. Environmental Sustainability Outcomes: Development of public improvements that deliver
or facilitate the delivery of specific and measurable environmental outcomes, including but
ATTACHMENT 1
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Attachment: Updated Metro District Policy (draft) (6891 : Metro District Policy Update)
2
not limited to: (i) reduction of Green House Gases (“GHG”), (ii) conservation of water or
energy, (iii) encourage multimodal transportation, (iv) enhance community resiliency –
against future environmental events (e.g., flooding, drought, etc.); (v) increase renewable
energy capacity; and/or (vi) deliver other environmental outcomes.
2. Critical Public Infrastructure: Development of public improvements that address or facilitate
addressing significant infrastructure challenges previously identified by the City, either
within or proximate to the District, whether such improvements address a locally-significant
challenge or a City-wide challenge.
3. Smart Growth Management: Development of public improvements that deliver or facilitate
the delivery of specific design components that: (i) increase the density of development
within the District; (ii) establish, enhance or address the walkability and pedestrian
friendliness of the District; (iii) increase the availability of transit and/or multimodal oriented
facilities; (iv) create compelling public spaces; and/or (v) encourage mixed-use development
patterns.
4. Strategic Priorities: Development of public improvements that deliver or facilitate the
delivery of strategic priorities specified in the City’s existing long-term strategic planning
documents, such as City Plan, Affordable Housing Plan, Economic Health Strategic Plan, and
applicable Sub-Area Plans. These priorities include, but are not limited to:
a. Affordable Housing: Deliver or facilitate the delivery of additional affordable housing
units at the City’s defined level of Area Median Income (“AMI”) or below. The City
defines Affordable Housing as units affordable to a household earning 80 percent of
AMI.
b. Infill/Redevelopment: Enable the infill or redevelopment of property within the City,
especially when such development is consistent with City Plan.
c. Economic Health Outcomes: Enable delivery of specific and measurable economic
outcomes, such as: (i) job growth; (ii) retention of an existing business; and/or (iii)
construction of a missing economic resource.
In determining whether a proposed District delivers extraordinary public benefits, the City may
consider: (i) ways in which the proposed improvements exceed the City’s minimum
requirements and standards; (ii) ways in which the existence of the District facilitates the
extraordinary public benefits and whether the extraordinary benefits are feasible without the
District; and (iii) any other factors the City deems relevant under the circumstances.
E. Policy Statements:
1. Limited Use: The City wishes to exact a high standard of use for Districts thereby limiting
their use. An applicant project is expected to deliver extraordinary benefits across multiple
City objectives two or more of the objectives described in Section 1.D. of this Policy.
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2. Broad and Demonstrable Public Benefit: Districts are expected to provide broad public
benefit and the applicant will be asked to demonstrate and provide assurances of those
benefits. The City will utilize the Service Plans, development agreements, and other
contractual agreements to document and enforce District commitments.
3. District Governance: It is the intent of the City that owner/resident control of Districts occur
as early as feasible. Service Plans should include governance structures that encourage and
accommodate this. The use of control Districts (also known as “service” or “managing”
Districts) that allow developers to control the other Districts that provide the tax revenues
beyond the time needed to repay the issued debt, is to be discouraged.
4. Basic Infrastructure Improvements: A District proposing to fund basic infrastructure
improvements will not be favorably received except when used to offset higher costs
associated with delivering public benefit through extraordinary development outcomes (see
Exhibit A for examples).
5. Minimum District Size: A District proposed to issue less than $7 million of authorized debt
will not be considered.
Section 2 – Evaluation Criteria
A. To provide City Council with information and an assessment consistent with this Policy, staff will
review and report on District proposals in the following areas:
1. Public Benefit Assessment and Triple Bottom Line Scan: To comprehensively and
consistently evaluate District proposals, an interdisciplinary staff team, inclusive of
representatives from Planning, Economic Health, Sustainability, and other Departments as
appropriate, will be formed. This team will rely on the City’s Triple Bottom Line evaluation
approach, and other means, to assess a District proposal consistent with this Policy and City
goals and objectives more broadly.
2. Financial Assessment: All District proposals are required to submit a Financial Plan to the
City for review. Utilizing the District’s Financial Plan, and other supporting information
which may be necessary, the City will evaluate a District’s debt capacity and servicing ability.
Additionally, should a District desire to utilize District funding for basic infrastructure
improvements, as determined by the City in its sole discretion, staff will assess the value of
this benefit against the public benefits received in exchange.
3. Policy Evaluation: All proposals will be evaluated by City staff against this Policy and the
City’s “Model Service Plan” attached as Exhibit “B”, with any areas of difference being
identified, evaluated and reported to City Council.
Section 3 – Application Process
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A. Process Overview: The application process is designed to provide early feedback to an applicant,
adequate time for a comprehensive staff review, and the appropriate steps and meeting
opportunities with decision makers.
B. Letter of Interest: Applicant will provide City with a Letter of Interest and pre-application fee
(refer to fees below). The Letter of Interest shall contain the following:
1. Summary narrative of the proposed development and District proposal.
2. Sketch plan showing: property location and boundaries; surrounding land uses; proposed
use(s); proposed improvements (buildings, landscaping, parking/drive areas, water
treatment/detention, drainage); existing natural features (water bodies, wetlands, large
trees, wildlife, canals, irrigation ditches); utility line locations (if known); and photographs
(helpful but not required).
3. Clear justification for why a District is needed.
4. Explanation of public benefits, making specific reference to this Policy and other relevant
City documents.
5. District proposal and Service Plan specifics, including: District powers and purpose; District
infrastructure and costs; mill levy rate (both debt and, operations and maintenance); term
of District; forecasted period of build-out; proposed timeline for formation; and current
development status of project.
C. Preliminary Staff Meeting with Applicant (Optional): Based on an initial review of the Letter of
Interest, staff may meet with the applicant to discuss the District proposal, potential public
benefits, initial staff feedback, the evaluation process, fees, and other application elements.
D. Formal Application and Service Plan Submittal: Upon taking account of staff input, applicant may
submit a formal application for consideration following the requirements specified in the City’s
District Application, including the Service Plan in which the applicant shall highlight the
substantive provisions that deviate from this Policy and the Model Service Plan attached as
Exhibit “B”.
E. Formal Staff Review: An interdisciplinary staff team will review the applicant submittal along
with any follow-up documentation that is requested in order to assess the application according
to this Policy and other appropriate City policy. Applicants should expect several rounds of
feedback and review from City staff.
F. Council Finance Committee Meeting: The Council Finance Committee will review all District
proposals and provide feedback and recommendations.
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G. Council Work Session Meeting (optional): Based on the magnitude and complexity of the
development project and District proposal, staff and/or the Council Finance Committee may
recommend a Council Work Session.
H. Council Regular Meeting: City Council meeting to consider Service Plan approval.
Section 4 –Service Plan
A. Purpose: In addition to the requirements of the Act, a Service Plan should memorialize the
understandings and agreements between the District and the City, as well as the considerations
that compelled the City to authorize the formation of the District. The Service Plan must also
include all applicable information required by the Act.
B. Compliance with Applicable Law: Any Service Plan submitted to the City for approval must
comply with all state, federal and local laws and ordinances, including the Act.
C. Model Service Plan: To clearly communicate City requirements and streamline legal review, the
City will require the use of its Model Service Plan attached as Exhibit B. With justification, the
City may consider deviations in the proposed Service Plan, but generally all Service Plans should
include the following:
1. Eminent Domain NOT Authorized: The Service Plan shall contain language that prohibits the
District from exercising the power of eminent domain. However, the City may choose to
exercise its power of eminent domain to construct public improvements within the District
in which case the District and the City will enter into an intergovernmental agreement
concerning the public improvements and funding for that use of eminent domain.
2. Maximum Mill Levy: The Service Plan shall restrict the District’s total mill levy authorization
for both debt service and operations and maintenance to fifty (50) mills, subject to
adjustment as provided below. A portion of the Maximum Mill Levy may be utilized by the
District to fund operations and maintenance functions, including customary administrative
expenses incurred in operating the District such as accounting and legal expenses and
otherwise complying with applicable reporting requirements. No more than ten (10) mills
may be used for operations and maintenance (the “Operations and Maintenance Mill
Levy”).
a. Increased mill levies may be considered for Districts that are predominately commercial
in use, at the sole discretion of the City Council.
b. The Maximum Mill Levy may be adjustable from the base year of the District as provided
for in the Model Service Plan, so that to the extent possible, the actual tax revenues
generated by the District’s mill levy, as adjusted, for changes occurring after the base
year, are neither diminished nor enhanced as a result of the changes.
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3. Debt Term Limit: A District shall be allowed no more than forty (40) years for the levy and
collection of taxes used to service debt unless a majority of the Board of Directors of the
District imposing the mill levy are residents of such District and have voted in favor of a
refunding of a part or all of the Debt and such refunding is for one or more of the purposes
authorized in C.R.S. Section 11-56-104.
4. District Dissolution: Perpetual Districts shall not be allowed except in cases where ongoing
operations and maintenance are required. Except where ongoing operations and
maintenance has been authorized, a District must be dissolved as soon as practical upon:
a. The payment of all debt and obligations; and
b. The completion of District development activity.
5. District Fees: Impact fees, development fees, service fees, and any other fees must be
identified with particularity in the District Service Plan. Impact and development fees must
not be levied or collected against the end user – i.e., residents and/or non-developer
owners.
6. Notice Requirements: The Service Plan shall require that the District use reasonable efforts
to assure that all developers of the property located within the District provide written
notice to all purchasers of property in the District regarding the District’s existing mill levies,
its maximum debt mill levy, as well as a general description of the District’s authority to
impose and collect rates, fees, tolls and charges. The form of notice shall be filed with the
City prior to the initial issuance of the debt of the District imposing the mill levy.
7. Annual Report: The Service Plan must obligate the District to file an annual report not later
than September 1 of each year with the City Clerk for the year ending the preceding
December 31, the requirements of which may be waived in whole or in part by the City
Manager. Details of the Annual Report are included in the Model Service Plan.
D. Service Plan Requirements: In additional to all other information required in a Service Plan by
the Act, a Service Plan must include the following:
1. Financial Plan: The Service Plan must include debt and operating financial projections
prepared by an investment banking firm or financial advisor qualified to make such
projections. The financial firm must be listed in the Bond Buyers Marketplace or, in the
City’s sole discretion, other recognized publication as a provider of financial projections. The
Financial Plan must include debt issuance and service schedules and calculations
establishing the District’s projected maximum debt capacity (the “Total Debt Limitation”)
based on assumptions of: (i) Projected Interest Rate on the debt to be issued; (ii) Projected
Assessed Valuation of the property within the District; and (iii) Projected Rate of Absorption
of the assessed valuation within the District. These assumptions must use market-based,
market comparable valuation and absorption data and may use an annual inflation rate of
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three percent (3%) or the Consumer Price Index for the preceding 12-month period for the
Denver-Boulder-Greeley statistical region as prepared by the U.S. Department of Labor
Statistics, whichever is lesser.
a. Total Debt Limitation: The total debt authorized in the Service Plan must not exceed
100% of the projected maximum debt capacity as shown in the Financial Plan.
b. Administrative, Operational and Maintenance Costs: The Financial Plan must also
include foreseeable administrative, operational and maintenance costs.
2. Infrastructure Preliminary Development Plan: Every Service Plan must include, in addition to
all materials, plans and reports required by the Act, an Infrastructure Preliminary
Development Plan (“IPDP”). This IPDP must include, at a minimum:
1. A map or maps, and construction drawings of such a scale, detail and size as
required by the Planning Department, providing an illustration of public
improvements proposed to be built, acquired or financed by the District;
2. A written narrative and description of the public improvements; and
3. A general description of the District’s proposed role with regard to the same.
Due to the preliminary nature of the IPDP, the Service Plan must indicate that the City’s
approval of the IPDP shall not bind the City and its boards and commissions and City Council
in any way relating to the review and consideration of land use applications within the
District.
3. Intergovernmental Agreement: Any intergovernmental agreement which is required, or
known at the time of formation of the District to likely be required, to fulfill the purposes of
the District, must be described in the Service Plan, along with supporting rationale. The
Service Plan must provide that execution of intergovernmental agreements which are likely
to cause substantial increase in the District’s budget and are not described in the Service
Plan will require the prior approval of City Council.
4. Extraterritorial Service Agreement: The Service Plan must describe any planned
extraterritorial service agreement. The Service Plan must provide that any extraterritorial
service agreement by the District that are not described in the Service Plan will require prior
approval of City Council.
Section 5 – Fees
A. No request to create a Metro District shall proceed until the fees set forth herein are paid when
required. All checks are to be made payable to the City of Fort Collins and sent to the Economic
Health Office.
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1. Letter of Intent Submittal Fee: A Letter of Intent is to be submitted to the City’s Economic
Health Office and a non-refundable $2,500 fee shall be paid at the time of submittal of the
Letter.
2. Application Fee: An application along with a draft Service Plan (based on the Model Service
Plan) is to be submitted to the City’s Economic Health Office and a $7,500 non-refundable
fee along with a $7,500 deposit towards the City’s other expenses shall be paid at the time
of submittal of the Application and draft Service Plan.
3. Annual Fee: Each District shall pay an annual fee for the City’s on-going monitoring of each
Metro District. This annual fee shall be $500 or if multiple Districts exist serving a single
project, then the annual fee shall be $500 plus $250 for each additional District beyond the
first (e.g., the annual fee for Consolidated ABC Metro Districts 1 to 7 shall be $500 plus $250
times six or $2,000).
4. Non-Model Service Plan Fee: A District proposal requesting a substantial deviation from this
Policy or the Model Service Plan, shall pay an additional non-refundable fee of $5,000 at the
time of submitting its application; the City shall in its sole and reasonable discretion
determine if a draft Service Plan proposes a substantial deviation from this Policy or the
Model Service Plan.
5. Other Expenses: If the deposits paid in subsections 2 and 6 are not sufficient to cover all the
City’s other expenses, the applicant for a District shall pay all reasonable consultant, legal,
and other fees and expenses incurred by the City in the process of reviewing the draft
Service Plan or amended Service Plan prior to adoption, documents related to a bond issue
and such other expenses as may be necessary for the City to incur to interface with the
District. All such fees and expenses shall be paid within 30 days of receipt of an invoice for
these additional fees and expenses.
6. Service Plan Amendment Fee: If a proposed amendment to a Service Plan is submitted to
the City’s Economic Health Office, it should be submitted with a non-refundable $2,500 fee
along with a $2,500 deposit towards the City’s other expenses and shall be paid at the time
of submittal of the application and draft amended Service Plan.
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EXHIBIT A
PUBLIC BENEFIT EXAMPLES
The following list of examples is meant to be illustrative of the types of projects that deliver the defined
public benefits in this policy. Projects that deliver similar or better outcomes will also be considered on
their merits.
(Continued on next page)
Category / Sub-Category Example Projects
1. Green House Gas Reductions - See subsequent sub-categories
2. Water and/or Energy Conservation
- District-wide non-potable water system(s)
- District-wide renewable energy systems(s)
- Delivery of 20% or more rooftop solar
- Greywater reuse system(s) - if allowed by law
3. Multimodal Transportation
- Buffered bike lanes
- Wider than required sidewalks
- Enhanced pedestrian crossings
- Underpass(es)
4. Enhance Community Resiliency
- Significant stormwater improvements (previously identified)
- Improvements to existing bridges
5. Increase Renewable Energy Capacity
- District-wide renewable energy systems(s)
- Set aside land for community solar garden(s)
- Utility scale renewable project(s)
1. Within District Area
- Community Park Land (beyond code requirements)
- Regional Stormwater Facilities
- Major arterial development
- Parking Structures (Publicly Accessible)
2. Adjacent to Proposed District
- Contribution to major interchange/intersection
- Contribution to grade separated railroad crossings
Environmental Sustainability Outcomes
Critical Public Infrastructure
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Category / Sub-Category Example Projects
1. Increase density
- Alley load construction
- Smaller Lot Size
- Increased multifamily development
2. Walkability & Pedestrian Friendliness
- Wider than required sidewalks
- Enhanced pedestrian crossings
- Underpass(es)
- Trail system enhancements
3. Increase availablity of Transit
- Improved bus stops
- Restricted access guideways for bus operations
- Transfer facilities
4. Public Spaces
- Pocket Parks
- Neighborhood Parks (beyond code requirements)
1. Affordable Housing
- Units permanently affordable to 80% Area Median Income
- Land dedicated to City's land bank program
2. Infill/Redevelopment
- Address environmental contamination / concern
- Consolidate wetlands or natural area (positive benefits)
3. Economic Health Outcomes
- Facilitate job growth (at or above County median income)
- Retain an existing business
High Quality and Smart Growth Management
Strategic Priorities
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EXHIBIT B
MODEL SERVICE PLAN
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City of Fort Collins
Title 32 Metropolitan District Model Service Plan
This model service plan template should be referenced in conjunction with the
City of Fort Collins Policy for Reviewing Service Plans for Title 32
Metropolitan Districts.
ATTACHMENT 2
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Table of Contents
INTRODUCTION ..............................................................................................................................................
Purpose and Intent .....................................................................................................................................
Need for District .........................................................................................................................................
Objective of the City regarding District’s Service Plan ................................................................................
DEFINITIONS ...................................................................................................................................................
BOUNDARIES AND LOCATION ........................................................................................................................
DESCRIPTION OF PROJECT, PLANNED DEVELOPMENT, PUBLIC BENEFIT & ASSESSED VALUATION ...........
Project and Planned Development .............................................................................................................
Public Benefits .............................................................................................................................................
Assessed Valuation .....................................................................................................................................
INCLUSION OF LAND IN THE SERVICE AREA ..................................................................................................
DISTRICT GOVERNANCE .................................................................................................................................
AUTHORIZED AND PROHIBITED POWERS .....................................................................................................
Prohibited Improvements and Services and other Restrictions and Limitations .....................................
Covenant Control Prohibition ..........................................................................................................
Eminent Domain Restriction ............................................................................................................
Fee Limitation ...................................................................................................................................
Operations and Maintenance ..........................................................................................................
Fire Protection Restriction ...............................................................................................................
Public Safety Services Restriction ....................................................................................................
Grants from Governmental Agencies Restriction ............................................................................
Golf Course Construction Restriction ................................................................................................
Television Relay and Translation Restriction ...................................................................................
Sales and Use Tax Exemption Limitation .........................................................................................
Sub-district Restriction .....................................................................................................................
Initial Debt Limitation ......................................................................................................................
Privately Placed Debt Limitation ......................................................................................................
PUBLIC IMPROVEMENTS AND ESTIMATED COSTS ........................................................................................
Development Standards .............................................................................................................................
Contracting ..................................................................................................................................................
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Land Acquisition and Conveyance ..............................................................................................................
Equal Employment and Discrimination .......................................................................................................
Public Art Requirement ...............................................................................................................................
FINANCIAL PLAN/PROPOSED DEBT ...............................................................................................................
Financial Plan ..............................................................................................................................................
Mill Levies ....................................................................................................................................................
Aggregate Mill Levy Maximum .........................................................................................................
Regional Mill Levy Not Included in Other Mill Levies .......................................................................
Operating Mill Levy ..........................................................................................................................
Assessed Value and Mill Levies ........................................................................................................
Gallagher Adjustments .....................................................................................................................
Excessive Mill Levy Pledges ...............................................................................................................
Refunding Debt ................................................................................................................................
Maximum Debt Authorization ..........................................................................................................
Maximum Voted Interest Rate and Underwriting Discount .......................................................................
Interest Rate and Underwriting Discount Certification ..............................................................................
Disclosure to Purchasers .............................................................................................................................
External Financial Advisor ...........................................................................................................................
Disclosure to Debt Purchasers ....................................................................................................................
Security for Debt .........................................................................................................................................
TABOR Compliance .....................................................................................................................................
District’s Operating Costs ............................................................................................................................
Regional Improvements .................................................................................................................................
Regional Mill Levy Authority .......................................................................................................................
Regional Mill Levy Imposition .....................................................................................................................
City Notice Regarding Regional Improvements ..........................................................................................
Regional Improvements Authorized Under Service Plan ............................................................................
Expenditure of Regional Mill Levy Revenues ..............................................................................................
Intergovernmental Agreement ........................................................................................................
No Intergovernmental Agreement ...................................................................................................
Regional Mill Levy Term ..............................................................................................................................
Completion of Regional Improvements ......................................................................................................
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City Authority to Require Imposition ..........................................................................................................
Regional Mill Levy Not Included in Other Mill Levies .................................................................................
Gallagher Adjustment .................................................................................................................................
City Fees ..........................................................................................................................................................
Bankruptcy Limitations ..................................................................................................................................
Annual Reports ...............................................................................................................................................
General ........................................................................................................................................................
Report Requirements ..................................................................................................................................
Narrative ...........................................................................................................................................
Financial Statements .........................................................................................................................
Capital Expenditures ........................................................................................................................
Financial Obligations .........................................................................................................................
Other Information ............................................................................................................................
Reporting of Significant Events ...................................................................................................................
Failure to Submit .........................................................................................................................................
Service Plan Amendments .............................................................................................................................
Material Modifications ..................................................................................................................................
Dissolution ......................................................................................................................................................
Sanctions .........................................................................................................................................................
Conclusion ......................................................................................................................................................
Resolution of Approval ..................................................................................................................................
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I. INTRODUCTION
A. Purpose and Intent.
The District, which is intended to be an independent unit of local government separate and
distinct from the City, is governed by this Service Plan, the Special District Act and other applicable
State law. Except as may otherwise be provided for by State law, City Code or this Service Plan, the
District's activities are subject to review and approval by the City Council only insofar as they are a
material modification of this Service Plan under C.R.S. Section 32-1-207 of the Special District Act.
It is intended that the District will provide all of the Public Improvements for the Project for
the use and benefit of all anticipated inhabitants and taxpayers of the District. The primary purpose
of the District will be to finance the construction of these Public Improvements by the issuance of
Debt.
[Add if Applicable] It is intended that this Service Plan also requires the District to pay a
portion of the cost of the Regional Improvements as part of ensuring that development and those
that benefit from development pay for the associated costs.
The District is not intended to provide ongoing operations and maintenance services except as
expressly authorized in this Service Plan.
It is the intent of the District to dissolve upon payment or defeasance of all Debt incurred
or upon a court determination that adequate provision has been made for the payment of all Debt,
and if the District is authorized in this Service Plan to perform continuing operating or maintenance
functions, to retain only the power necessary to impose and collect the taxes or Fees authorized in
this Service Plan to pay for the costs of those functions.
It is intended that the District shall comply the provisions of this Service Plan and that the City
may enforce any non-compliance with these provisions as provided in Section XVIII of this Service
Plan.
B. Need for the District.
There are currently no other governmental entities, including the City, located in the
immediate vicinity of the District that consider it desirable, feasible or practical to undertake the
planning, design, acquisition, construction, installation, relocation, redevelopment and financing
of the Public Improvements needed for the Project. Formation of the District is therefore necessary
in order for the Public Improvements required for the Project to be provided in the most economic
manner possible.
C. Objective of the City Regarding District's Service Plan.
The City’s objective in approving this Service Plan is to authorize the District to provide
for the planning, design, acquisition, construction, installation, relocation and redevelopment of
the Public Improvements from the proceeds of Debt to be issued by the District. All Debt is
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expected to be repaid by taxes and Fees imposed and collected for no longer than the Maximum
Debt Mill Levy Imposition Term for residential properties and at a tax mill levy no higher than the
Maximum Debt Mill Levy for commercial and residential properties, and/or repaid by Fees, as
long as such Fees are not imposed upon or collected from Taxable Property owned or occupied by
an End User for the purpose of creating a capital cost payment obligation as further described in
Section VII.A.11. Debt which is issued within these parameters and, as further described in the
Financial Plan, will insulate property owners from excessive tax and Fee burdens to support the
servicing of the Debt and will result in a timely and reasonable discharge of the Debt.
[Add description of any relevant intergovernmental agreement with the City.]
II. DEFINITIONS
In this Service Plan, the following words, terms and phrases which appear in a capitalized
format shall have the meaning indicated below, unless the context clearly requires otherwise:
Aggregate Mill Levy: means the total mill levy resulting from adding the District’s Debt
Mill Levy and Operating Mill Levy. The District’s Aggregate Mill Levy does not include
any Regional Mill Levy that the District may levy.
Aggregate Mill Levy Maximum: means the maximum number of combined mills that the
District may levy for its Debt Mill Levy and Operating Mill Levy, not to exceed fifty (50)
mills.
Approved Development Plan: means a City-approved development plan or other land-use
application required by the City Code for identifying, among other things, public
improvements necessary for facilitating the development of property within the Service
Area.
Board: means the duly constituted Board of Directors of the District.
Bond, Bonds or Debt: means bonds, notes or other multiple fiscal year financial obligations
for the payment of which a District has promised to impose an ad valorem property tax
mill levy, Fees or other legally available revenue. Such terms do not include
intergovernmental agreements pledging the collection and payment of property taxes or
Fees in connection with a service district and taxing district(s) structure, if applicable, and
other contracts through which a District procures or provides services or tangible property.
City: means the City of Fort Collins, Colorado, a home rule municipality. Any provision
in this Service Plan requiring “City” approval shall be deemed to require the City Council’s
prior written approval, exercised in its sole discretion.
City Code: means collectively the City’s Municipal Charter, Municipal Code, Land Use
Code and ordinances as all are now existing and hereafter amended.
City Council: means the City Council of the City of Fort Collins, Colorado. Any exercise
of approval or other power by the City Council under this Service Plan shall be deemed to
be exercised by the City Council in its sole discretion.
City Manager: means the City Manager of the City of Fort Collins, Colorado.
C.R.S.: means the Colorado Revised Statutes.
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Debt Mill Levy: means a property tax mill levy imposed on Taxable Property the District
for the purpose of paying Debt as authorized in this Service Plan.
Developer: means a person or entity that is the owner of property or owner of contractual
rights to property in the Service Area that intends to develop the property.
Developer Obligation: means any agreement executed by the District for the purpose of
borrowing funds from any Developer or related party developing or selling land within the
Service Area or who is a member of the Board.
District: means the [Name of District] organized under and governed by this Service Plan.
District Boundaries: means the boundaries of the area legally described in Exhibit “A”
attached hereto and incorporated by reference and as depicted in the District Boundary
Map.
District Boundary Map: means the map of the District Boundaries attached hereto as
Exhibit “B” and incorporated by reference.
End User: means any owner, or tenant of any owner, of any property within the District,
who is intended to become burdened by the imposition of ad valorem property taxes and/or
Fees. By way of illustration, a resident homeowner, renter, commercial property owner or
commercial tenant is an End User. A Developer and any person or entity that constructs
homes or commercial structures is not an End User.
External Financial Advisor: means a consultant that: (1) is qualified to advise Colorado
governmental entities on matters relating to the issuance of securities by Colorado
governmental entities including matters such as the pricing, sales and marketing of such
securities and the procuring of bond ratings, credit enhancement and insurance in respect of
such securities; (2) shall be an underwriter, investment banker, or individual listed as a
public finance advisor in the Bond Buyer’s Municipal Market Place or, in the City’s sole
discretion, other recognized publication as a provider of financial projections; and (3) is
not an officer or employee of the Districts.
Fees: means the fees, rates, tolls, penalties and chargers the District is authorized to impose
and collect under this Service Plan.
Financial Plan: means the Financial Plan described in Section IX of this Service Plan which
is prepared by an External Financial Advisor in accordance with the requirements of this
Service Plan and describes (a) how the Public Improvements are to be financed; (b) how
the Debt is expected to be incurred; and (c) the estimated operating revenue derived from
property taxes and any Fees for the first budget year through the year in which all District
Debt is expected to be defeased or paid in the ordinary course. In the event the Financial Plan
is not prepared by an External Financial Advisor, the Financial Plan is to be accompanied
by a letter of support from an External Financial Advisor.
Inclusion Area Boundaries: means the boundaries of the property that is anticipated to be
added to the District Boundaries after the District organization, which property is legally
described in Exhibit “C” attached hereto and incorporated by reference and depicted in
the map attached hereto as Exhibit “D” and incorporated herein by reference.
Maximum Debt Authorization: means the total Debt the District is permitted to issue as set
forth in Section IX.B.8 of this Service Plan.
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Maximum Debt Mill Levy Imposition Term: means the maximum term during which the
District’s Debt Mill Levy may be imposed on property developed in the Service Area for
residential use. This maximum term shall not exceed forty (40) years from December 31
of the year this Service Plan is approved by City Council
Operating Mill Levy: means a property tax mill levy imposed on Taxable Property for the
purpose of funding District administration, operations and maintenance as authorized in
this Service Plan, including, without limitation, repair and replacement of Public
Improvements.
Planned Development: means the private development or redevelopment of the properties
in the Service Area under an Approved Development Plan.
Project: means the installation and construction of the Public Improvements for the Planned
Development.
Public Improvements: means the improvements and infrastructure the District is authorized
by this Service Plan to fund and construct for the Planned Development to serve the future
taxpayers and inhabitants of the District, except as specifically limited in Section ??? of
this Service Plan. Public Improvements shall include, without limitation, the improvements
and infrastructure described in Exhibit “E” attached hereto and incorporated by reference.
Public Improvements do not include Regional Improvements.
Regional Improvements: means any regional public improvement identified by the City for
funding, in whole or part, by a Regional Mill Levy levied by the District, including, without
limitation, the public improvements described in Exhibit “F” attached hereto and
incorporated by reference.
Regional Mill Levy: means the property tax mill tax imposed on Taxable Property for the
purpose of planning, designing, acquiring, funding, constructing, installing, relocating
and/or redeveloping the Regional Improvements and/or to fund the administration and
overhead costs related to the Regional Improvements as provided in Section X. of this
Service Plan.
Service Area: means the property within the District Boundaries and the property in the
Inclusion Area Boundaries when it is added, in whole or part, to the District Boundaries.
Special District Act: means Article 1 in Title 32 of the Colorado Revised Statutes, as
amended.
Service Plan: means this service plan for the District approved by the City Council.
Service Plan Amendment: means a material modification of the Service Plan approved by
the City Council in accordance with the Special District Act, this Service Plan and any
other applicable law.
State: means the State of Colorado.
Taxable Property: means the real and personal property within the District Boundaries and
within the Inclusion Area Boundaries when added to the District Boundaries that will
subject to the ad valorem taxes imposed by the District.
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Vicinity Map: means the map attached hereto as Exhibit “G” and incorporated by
reference depicting the location of the Service Area within the regional area surrounding
it.
III. BOUNDARIES AND LOCATION
The area of the District Boundaries includes approximately [Insert Number] acres and the
total area proposed to be included in the Inclusion Area Boundaries is approximately [Insert
Number] acres. A legal description and map of the District Boundaries are attached hereto as
Exhibit A and Exhibit B, respectively. A legal description and map of the Inclusion Area
Boundaries are attached hereto as Exhibit C and Exhibit D, respectively. It is anticipated that the
District’s Boundaries may expand or contract from time to time as the District undertakes
inclusions or exclusions pursuant to the Special District Act, subject to the limitations set forth in
this Service Plan. The location of the Service Area is depicted in the vicinity map attached as
Exhibit “G”.
IV. DESCRIPTION OF PROJECT, PLANNED DEVELOPMENT, PUBLIC
BENEFITS & ASSESSED VALUATION
A. Project and Planned Development.
[Please describe the nature of the Project and Planned Development, estimated population
at build out, timeline for development, estimated assessed value after 5 and 10 years and
estimated sales tax revenue. Also, please identify all plans, including but not limited to Citywide
Plans, Small Area Plans, and General Development Plans that apply to any portion of the
District’s Boundaries or Inclusion Area Boundaries and describe how the Project and Planned
Development are consistent with the applicable plans. Please state if the proposed District is to
be located within an urban renewal area and if the proposed development is anticipating the use
of tax increment financing (TIF). If the District intends to pursue TIF, please provide information
on how the TIF financing will interact with the District’s financing and how the necessary Public
Improvements will be shared across the two funding sources.]
Approval of this Service Plan by the City Council does not imply approval of the development of
any particular land-use for any specific area within the District. Any such approval must be contained
within an Approved Development Plan.
B. Public Benefits.
[Please described the public benefits to be delivered by the Service Plan that comply with
the requirements of the City’s Metro District Service Plan Policy.]
C. Assessed Valuation
The current assessed valuation of the Service Area is approximately [Dollar Amount] and,
at build out, is expected to be [Dollar Amount]. These amounts are expected to be sufficient to
reasonably discharge the Debt as demonstrated in the Financial Plan.
V. INCLUSION OF LAND IN THE SERVICE AREA
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Other than the property in the Inclusion Area Boundaries, the District shall not add any
property to the Service Area without the City’s approval and in compliance with the Special
District Act.
VI. DISTRICT GOVERNANCE
The District’s Board shall be comprised of persons who are a qualified “eligible elector”
of the District as provided in the Special District Act. It is anticipated that over time, the End Users
who are eligible electors will assume direct electoral control of the District’s Board as development
of the Service Area progresses. The District shall not enter into any agreement by which the End
Users’ electoral control of the Board is removed or diminished.
VII. AUTHORIZED AND PROHIBITED POWERS
The District shall have the power and authority to provide the Public Improvements, the
Regional Improvements and related operation and maintenance services, within and without the
District Boundaries, as such powers and authorities are described in the Special District Act, other
applicable State law, common law and the Colorado Constitution, subject to the prohibitions,
restrictions and limitations set forth in this Service Plan.
If, after the Service Plan is approved, any State law is enacted to grant additional powers
or authority to metropolitan districts by amendment of the Special District Act or otherwise, such
powers and authority shall be deemed to be a part hereof and available to or exercised by the
Districts upon prior resolution approval of the City Council approving the exercise of such powers
or authority by the District. Such approval by the City Council shall not constitute a Service Plan
Amendment.
A. Prohibited Improvements and Services and other Restrictions and Limitations
The District’s powers and authority under this Service Plan to provide Public
Improvements and services and to otherwise exercise its other powers and authority under the
Special District Act and other applicable State law, are prohibited, restricted and limited as
hereafter provided. Failure to comply with these prohibitions, restrictions and limitations shall
constitute a material modification under this Service Plan and shall entitle the City to pursue all
remedies available at law and in equity as provided in Section XVII. of this Service Plan.:
1. Covenant Control Prohibition
The District is not authorized to impose, manage or provide covenant enforcement
actions.
2. Eminent Domain Restriction
The District shall not exercise its statutory power of eminent domain without first
obtaining resolution approval from the City Council. This restriction on the District’s
exercise of its eminent domain power is being voluntarily acquiesced to by the District
and shall not be interpreted in any way as a limitation on the District’s sovereign powers
and shall not negatively affect the District’s status as political subdivision of the State
as conferred by the Special District Act.
3. Fee Limitation
All Fees imposed for the repayment of Debt, if authorized by this Service Plan, shall
be authorized to be imposed by the District upon all property within the District
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Boundaries only if such Fees are due and payable no later than upon the issuance of a
building permit by the City. Notwithstanding any of the foregoing, this Fee limitation
shall not apply to any Fee imposed to fund the operation, maintenance, repair or
replacement of Public Improvements or the administration of the District, nor shall this
Fee limitation apply if the majority of the District’s Board is composed of End Users.
4. Operations and Maintenance
The primary purpose of the District is to plan for, design, acquire, construct, install,
relocate, redevelop and finance the Public Improvements. The District shall dedicate
the Public Improvements to the City or other appropriate jurisdiction or owners’
association in a manner consistent with the Approved Development Plan and the City
Code, provided that nothing herein requires the City to accept a dedication. The District
is specifically authorized to operate and maintain any part or all of the Public
Improvements not otherwise conveyed or dedicated to the City or another appropriate
governmental entity. The District shall also be specifically authorized to conduct
operations and maintenance functions related to the Public Improvements that are not
provided by the City or other governmental entity, or to the extent that the District’s
proposed operational and maintenance functions included services or activities that
exceed those provided by the City or other governmental entity. Additionally, the
District shall be authorized to operate and maintain any part or all of the Public
Improvements not otherwise conveyed or dedicated to the City or another appropriate
governmental entity until such time that the District dissolves.
5. Fire Protection Restriction
The District is not authorized to plan for, design, acquire, construct, install, relocate,
redevelop, finance, operate or maintain fire protection facilities or services, unless such
facilities and services are provided pursuant to an intergovernmental agreement with
the Poudre Fire Authority. The authority to plan for, design, acquire, construct, install,
relocate, redevelop, finance, operate or maintain fire hydrants and related
improvements installed as part of the water system shall not be limited by this
subsection.
6. Public Safety Services Restriction
The District is not authorized to provide policing or other security services. However,
the District may, pursuant to C.R.S. § 32-1-1004(7), as amended, furnish security
services pursuant to an intergovernmental agreement with the City.
7. Grants from Governmental Agencies Restriction
The District shall not apply for grant funds distributed by any agency of the United
States Government or the State without the prior written approval of the City Manager.
This does not restrict the collection of Fees for services provided by the District to the
United States Government or the State.
8. Golf Course Construction Restriction
Acknowledging that the City has financed public golf courses and desires to coordinate
the construction of public golf courses within the City’s boundaries, the District shall
not be authorized to plan, design, acquire, construct, install, relocate, redevelop,
finance, operate or maintain a golf course unless such activity is pursuant to an
intergovernmental agreement with the City.
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9. Television Relay and Translation Restriction
The District is not authorized to plan for, design, acquire, construct, install, relocate,
redevelop, finance, operate or maintain television relay and translation facilities and
services, other than for the installation of conduit as a part of a street construction
project, unless such facilities and services are provided pursuant to prior written
approval from the City Manager.
10. Sales and Use Tax Exemption Limitation
The District shall not exercise any sales and use tax exemption in the City Code.
11. Sub-district Restriction
The District shall not create any sub-district pursuant to the Special District Act without
the prior written approval of the City Manager.
12. Initial Debt Limitation
On or before the effective date of approval by the City of (a) an Approved Development
Plan that secures the Public Benefits described in Section IV.B of this Service Plan,
and/or (b) by an intergovernmental agreement between the District and the City further
securing the delivery of the Public Benefits described in Section IV.B, as necessary,
the District shall not: (i) issue any Debt; nor (ii) impose the Debt Mill Levy for the
payment of Debt by direct imposition or by transfer of funds from the operating fund
to the Debt service funds; nor (iii) impose and collect any Fees used for the purpose of
repayment of Debt.
13. Privately Placed Debt Limitation
Prior to the issuance of any privately placed Debt, the District shall obtain the
certification of an External Financial Advisor substantially as follows:
We are [I am] an External Financial Advisor within the meaning of
the District’s Service Plan.
We [I] certify that (1) the net effective interest rate (calculated as
defined in C.R.S. Section 32-1-103(12)) to be borne by [insert the
designation of the Debt] does not exceed a reasonable current [tax-
exempt] [taxable] interest rate, using criteria deemed appropriate by
us [me] and based upon our [my] analysis of comparable high yield
securities; and (2) the structure of [insert designation of the Debt],
including maturities and early redemption provisions, is reasonable
considering the financial circumstances of the District.
VIII. PUBLIC IMPROVEMENTS AND ESTIMATED COSTS
Exhibit E summarizes the type of Public Improvements that are projected to be constructed
and/or installed by the District. The cost, scope, and definition of such Public Improvements may
vary over time. The total estimated costs of Public Improvements, as set forth in Exhibit H,
excluding any improvements paid for by the Regional Mill Levy necessary to serve the Planned
Development, are approximately [Dollar Amount] in [Year] dollars and total approximately
[Dollar Amount] in the anticipated year of construction dollars. The cost estimates are based upon
preliminary engineering, architectural surveys, and reviews of the Public Improvements set forth
in Exhibit E and include all construction cost estimates together with estimates of costs such as
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land acquisition, engineering services, legal expenses and other associated expenses. Maps of the
anticipated location, operation, and maintenance of Public Improvements are attached hereto as
Exhibit I. Changes in the Public Improvements or cost, which are approved by the City in an
Approved Development Plan, shall not constitute a Service Plan Amendment. In addition, due to
the preliminary nature of the Project, the City shall not be bound by this Service Plan in reviewing
and approving the Approved Development Plan and the Approved Development Plan shall
supersede the Service Plan with regard to the cost, scope, and definition of Public Improvements.
The design, phasing of construction, location and completion of Public Improvements will
be determined by the District to coincide with the phasing and development of the Planned
Development and the availability of funding sources. The District may, in its discretion, phase the
construction, completion, operation, and maintenance of Public Improvements or defer, delay,
reschedule, rephase, relocate or determine not to proceed with the construction, completion,
operation, and maintenance of Public Improvements, and such actions or determinations shall not
constitute a Service Plan Amendment. The District shall also be permitted to allocate costs between
such categories of the Public Improvements as deemed necessary in its discretion.
The Public Improvements shall be listed using an ownership and maintenance matrix in
Exhibit E, either individually or categorically, to identify the ownership and maintenance
responsibilities of the Public Improvements.
The City Code has development standards, contracting requirements and other legal
requirements related to the construction and payment of public improvements and related to certain
operation activities. Relating to these, the District shall comply with the following requirements:
A. Development Standards
The District shall ensure that the Public Improvements are designed and constructed in
accordance with the standards and specifications of the City Code and of other governmental
entities having proper jurisdiction, as applicable. The District directly, or indirectly through any
Developer, will obtain the City’s approval of civil engineering plans and will obtain applicable
permits for construction and installation of Public Improvements prior to performing such work.
Unless waived by the City, the District shall be required, in accordance with the City Code, to post
a surety bond, letter of credit, or other approved development security for any Public
Improvements to be constructed by the District. Such development security may be released when
the District has obtained funds, through Debt issuance or otherwise, adequate to insure the
construction of the Public Improvements. Any limitation or requirement concerning the time
within which the City must review the District’s proposal or application for an Approved
Development Plan or other land use approval is hereby waived by the District.
B. Contracting
The District shall comply with all applicable State purchasing, public bidding and
construction contracting.
C. Land Acquisition and Conveyance
The purchase price of any land or improvements acquired by the District from the
Developer shall be no more than the then-current fair market value as confirmed by an independent
MAI appraisal for land and by an independent professional engineer for improvements. Land,
easements, improvements and facilities conveyed to the City shall be free and clear of all liens,
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encumbrances and easements, unless otherwise approved by the City Manager prior to
conveyance. All conveyances to the City shall be by special warranty deed, shall be conveyed at
no cost to the City, shall include an ALTA title policy issued to the City, shall meet the
environmental standards of the City and shall comply with any other conveyance prerequisites.
D. Equal Employment and Discrimination
In connection with the performance of all acts or activities hereunder, the District shall not
discriminate against any person otherwise qualified with respect to its hiring, discharging,
promoting or demoting or in matters of compensation solely because of race, color, religion,
national origin, gender, age, military status, sexual orientation, gender identity or gender
expression, marital status, or physical or mental disability, and further shall insert the foregoing
provision in contracts or subcontracts entered into by the District to accomplish the purposes of
this Service Plan.
E. Public Art Requirement
The District shall initiate and implement a public art program as currently set forth in
Article XII of City Municipal Code Chapter 23, as amended, or any similar ordinances hereafter
adopted by the City Council.
IX. FINANCIAL PLAN/PROPOSED DEBT
This Section IX of the Service Plan describes the nature, basis, method of funding and
financing limitations associated with the acquisition, construction, completion, repair,
replacement, operation and maintenance of Public Improvements. This section also describes the
District’s obligation to help finance certain Regional Improvements.
Notwithstanding any provision to the contrary contained in this Service Plan, the District
shall not be authorized to impose any taxes and Fees for any purpose unless and until (a) the
District and/or the Developer has obtained an Approved Development Plan that secures the Public
Benefits described in Section IV.B of this Service Plan, or (b) the City and District, at the City’s
option, have entered into an intergovernmental agreement securing the delivery of the Public
Benefits described in Section IV.B Failure to comply with this provision shall constitute a material
modification under this Service Plan and shall entitle the City to all remedies available at law and
in equity as provided in Section XVII of this Service Plan.
A. Financial Plan
The District’s Financial Plan, attached as Exhibit J and incorporated by reference, reflects
the District’s anticipated schedule for incurring Debt to fund Public Improvements in support of
the Project. The Financial Plan also reflects the schedule of all anticipated revenues flowing to the
District derived from District mill levies, Fees imposed by the District, specific ownership taxes,
and all other anticipated legally available revenues. The Financial Plan incorporates all of the
provisions of this Section IX.
Based upon the assumptions contained therein, the Financial Plan projects the issuance of
Bonds to fund Public Improvements and anticipated Debt repayment based on the development
assumptions and absorptions of the property in the Service Area by End Users. The Financial Plan
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anticipates that the District will acquire, construct, and complete all Public Improvements needed
to serve the Service Area.
The Financial Plan demonstrates that the District will have the financial ability to discharge
all Debt to be issued as part of the Financial Plan on a reasonable basis. Furthermore, the District
will secure the certification of an External Financial Advisor who will provide an opinion as to
whether such Debt issuances are in the best interest of the District at the time of issuance.
B. Mill Levies
It is anticipated that the District will impose a Debt Mill Levy and an Operating Mill Levy
on all property within the Service Area. In doing so, the following shall apply:
1. Aggregate Mill Levy Maximum
The Aggregate Mill Levy shall not exceed in any year the Aggregate Mill Levy
Maximum, which is fifty (50) mills.
2. Regional Mill Levy Not Included in Other Mill Levies
The Regional Mill Levy shall not be counted against the Aggregate Mill Levy
Maximum.
3. Operating Mill Levy
The District may impose an Operating Mill Levy of up to fifty (50) mills until the
District imposes a Debt Mill Levy. Once the District imposes a Debt Mill Levy, the
District’s Operating Mill Levy shall cannot exceed ten (10) mills at any point.
4. Assessed Value and Mill Levies
At such time as the Debt is equal to or less than fifty percent (50%) of the District’s
assessed valuation of Taxable Property, either on the date of issuance or at any time
thereafter, the Debt Mill Levy to be imposed to pay on the Debt, shall not be subject to
the Aggregate Mill Levy Maximum and may be unlimited as to rate and may be levied
at the rate necessary to pay the Debt service on such Debt, provided however that the
District shall not issue additional Debt that would cause the aggregate Debt to exceed
fifty percent (50%) of the District’s Taxable Property then assessed value. For the
purposes of the forgoing, the District may provide that such Debt shall remain secured
by such unlimited mill levy, notwithstanding any subsequent change in the District’s
Debt to assessed valuation ratio. All Debt issued by the District must otherwise be
issued in compliance with the requirements of the Special District Act, this Service
Plan and all other applicable State law.
5. Gallagher Adjustments
In the event the State’s method of calculating assessed valuation for the Taxable
Property changes after approval of this Service Plan, the District’s Aggregate Mill
Levy, Debt Mill Levy, Operating Mill Levy, and Aggregate Mill Levy Maximum,
amounts herein provided may be increased or decreased to reflect such changes; such
increases or decreases shall be determined by the District’s Board in good faith so that
to the extent possible, the actual tax revenues generated by such mill levies, as adjusted,
are neither enhanced nor diminished as a result of such change.
6. Excessive Mill Levy Pledges
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Any Debt issued with a mill levy pledge, or which results in a mill levy pledge, that
exceeds the Aggregate Mill Levy Maximum or the Maximum Debt Mill Levy
Imposition Term, shall be deemed a material modification of this Service Plan and shall
not be an authorized issuance of Debt unless and until such material modification has
been approved by a Service Plan Amendment.
7. Refunding Debt
The Maximum Debt Mill Levy Imposition Term may be exceeded for Debt refunding
purposes if: (1) a majority of the District Board is composed of End Users and have
voted in favor of a refunding of a part or all of the Debt; or (2) such refunding will
result in a net present value savings as set forth in C.R.S. Section 11-56-101 et seq.
8. Maximum Debt Authorization
The District anticipates approximately [Dollar Amount] in project costs in [Year]
dollars as set forth in Exhibit E, and anticipate issuing approximately [Dollar Amount]
in Debt to pay such costs as set forth in Exhibit J, which Debt issuance amount shall
be the amount of the Maximum Debt Authorization. The District shall not issue Debt
in excess of the Maximum Debt Authorization. The Districts must seek prior resolution
approval by the City Council to issue Debt in excess of the Maximum Debt
Authorization to pay the actual costs of the Public Improvements set forth in Exhibit
E plus inflation, contingencies and other unforeseen expenses associated with such
Public Improvements. Such approval by the City Council shall not constitute a material
modification of this Service Plan requiring a Service Plan Amendment so long as
increases are reasonably related to the Public Improvements set forth in Exhibit E and
any Approved Development Plan.
C. Maximum Voted Interest Rate and Underwriting Discount
The interest rate on any Debt is expected to be the market rate at the time the Debt is issued.
The maximum interest rate on any Debt is not permitted to exceed Twelve Percent (12%). The
maximum underwriting discount shall be three percent (3%). Debt, when issued, will comply with
all relevant requirements of this Service Plan, the Special District Act, other applicable State law
and federal law as then applicable to the issuance of public securities.
D. Interest Rate and Underwriting Discount Certification
The District shall retain an External Financial Advisor to provide a written opinion on the
market reasonableness of the interest rate on any Debt and any underwriter discount payed by the
District as part of a Debt financing transaction. The District shall provide this written opinion to
the City before issuing any Debt based on it.
E. Disclosure to Purchasers
The District will use reasonable efforts to assure that all Developers provide written notice
to all purchasers of property in the District notifying them of the District’s existing mill levies, the
Maximum Debt Mill Levy Imposition Term and of the District’s authority to impose and collect
Fees. The form of notice shall be filed with the City prior to the initial issuance of the Debt of the
District imposing the mill levy which is the subject of the Maximum Debt Mill Levy Imposition
Term.
F. External Financial Advisor
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An External Financial Advisor shall be retained by the District to provide a written opinion
as to whether any Debt issuance is in the best interest of the District once the total amount of Debt
exceeds Five Million Dollars ($5,000,000). The External Financial Advisor is to provide advice to
the District Board regarding the proposed terms and whether Debt conditions are reasonable based
upon the status of development within the District, the projected tax base increase in the District,
the security offered and other considerations as may be identified by the Advisor. The District
shall include in the transcript of any Bond transaction, or other appropriate financing
documentation for related Debt instrument, a signed letter from the External Financial Advisor
providing an official opinion on the structure of the Debt, stating the Advisor’s opinion that the
cost of issuance, sizing, repayment term, redemption feature, couponing, credit spreads, payment,
closing date, and other material transaction details of the proposed Debt serve the best interest of
the District.
Debt shall not be undertaken by the District if found to be unreasonable by the External
Financial Advisor.
G. Disclosure to Debt Purchasers
District Debt shall set forth a statement in substantially the following form:
“By acceptance of this instrument, the owner of this Debt agrees and
consents to all of the limitations with respect to the payment of the
principal and interest on this Debt contained herein, in the resolution
of the District authorizing the issuance of this Debt and in the
Service Plan of the District. This Debt is not and cannot be a Debt
of the City of Fort Collins”
Similar language describing the limitations with respect to the payment of the principal and
interest on Debt set forth in this Service Plan shall be included in any document used for the
offering of the Debt for sale to persons, including, but not limited to, a Developer of property
within the Service Area.
H. Security for Debt
The District shall not pledge any revenue or property of the City as security for the
indebtedness set forth in this Service Plan. Approval of this Service Plan shall not be construed
as a guarantee by the City of payment of any of the District’s obligations; nor shall anything in the
Service Plan be construed so as to create any responsibility or liability on the part of the City in
the event of default by the District in the payment of any such obligation.
I. TABOR Compliance
The District shall comply with the provisions of the Taxpayer’s Bill of Rights in Article X,
§ 20 of the Colorado Constitution (“TABOR”). In the discretion of the Board, the District may set
up other qualifying entities to manage, fund, construct and operate facilities, services, and
programs. To the extent allowed by law, any entity created by a District will remain under the
control of the District’s Board.
J. District’s Operating Costs
The estimated cost of acquiring land, engineering services, legal services and
administrative services, together with the estimated costs of the Districts’ organization and initial
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operations, are anticipated to be [Dollar Amount], which will be eligible for reimbursement from
Debt proceeds.
In addition to the capital costs of the Public Improvements, the Districts will require
operating funds for administration and to plan and cause the Public Improvements to be operated
and maintained. The first year’s operating budget is estimated to be [Dollar Amount].
Ongoing administration, operations and maintenance costs may be paid from property
taxes collected through the imposition of an Operating Mill Levy not to exceed ten (10) mills as
set forth in Section IX.B.3, as well as other revenues legally available to the District.
X. REGIONAL IMPROVEMENTS
The District shall be authorized to provide for the planning, design, acquisition, funding,
construction, installation, relocation, redevelopment, administration and overhead costs related to
the provision of Regional Improvements. At the discretion of the City, the District shall impose a
Regional Improvement Mill Levy on all property within the District under the following terms:
A. Regional Mill Levy Authority.
The District shall seek the authority to impose an additional Regional Mill Levy of five (5)
mills as part of the District’s initial TABOR election.
B. Regional Mill Levy Imposition.
The District shall impose the Regional Mill Levy at a rate not to exceed five (5) mills within
one year of receiving written notice from the City Manager to the District requesting the imposition
of the Regional Mill Levy and stating the mill rate to be imposed.
C. City Notice Regarding Regional Improvements.
Such notice from the City shall provide a description of the Regional Improvements to be
constructed and an analysis explaining how the Regional Improvements will be beneficial to
property owners within the Service Area. The City shall require that planned developments that (i)
are adjacent to the Service Area and (ii) will benefit from the Regional Improvement also impose
a Regional Milly Levy, to the extent possible.
D. Regional Improvements Authorized Under Service Plan.
If so notified by the City Manager, the Regional Improvements shall be considered public
improvements that the District would otherwise be authorized to design, construct, install re-
design, re-construct, repair or replace pursuant to this Service Plan and applicable law.
E. Expenditure of Regional Mil Levy Revenues.
Revenue collected through the imposition of the Regional Mill Levy shall be expended as follows:
1. Intergovernmental Agreement
If the City and the District have executed an intergovernmental agreement
concerning the Regional Improvements, then the revenue from the Regional Mill
Levy shall be used in accordance with such agreement;
2. No Intergovernmental Agreement
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If no intergovernmental agreement exists between the District and the City, then
the revenue from the Regional Mill Levy shall be paid to the City, for use by the
City in the planning, designing, constructing, installing, acquiring, relocating,
redeveloping or financing of Regional Improvements which benefit the End Users
of the District as prioritized and determined by the City.
F. Regional Mill Levy Term.
The imposition of the Regional Mill Levy shall not exceed a term of twenty-five (25) years
from December 31 of the tax collection year after which the Regional Mill Levy is first imposed.
G. Completion of Regional Improvements.
All Regional Improvements shall be completed prior to the end of the twenty-five (25) year
Regional Mill Levy term.
H. City Authority to Require Imposition.
The City’s authority to require the initiation of the imposition of a Regional Mill Levy shall
expire fifteen (15) years after December 31st of the year in which the District first imposes a Debt
Mill Levy.
I. Regional Mill Levy Not Included in Other Mill Levies.
The Regional Mill Levy imposed shall not be applied toward the calculation of the
Aggregate Mill Levy.
J. Gallagher Adjustment.
In the event the method of calculating assessed valuation is changed after the date of
approval of this Service Plan, the Regional Mill Levy may be increased or shall be decreased to
reflect such changes; such increases or decreases shall be determined by the District in good faith
so that to the extent possible, the actual tax revenues generated by the Regional Mill Levy, as
adjusted, are neither enhanced nor diminished as a result of such change.
XI. CITY FEES
The District shall pay all applicable City fees as required by the City Code.
XII. BANKRUPTCY LIMITATIONS
All of the limitations contained in this Service Plan, including, but not limited to, those
pertaining to the Aggregate Mill Levy Maximum, Maximum Debt Mill Levy Imposition Term and
Fees, have been established under the authority of the City in the Special District Act to approve
this Service Plan. It is expressly intended that by such approval such limitations: (i) shall not be
set aside for any reason, including by judicial action, absent a Service Plan Amendment; and (ii)
are, together with all other requirements of State law, included in the “political or governmental
powers” reserved to the State under the U.S. Bankruptcy Code (11 U.S.C.) Section 903, and are
also included in the “regulatory or electoral approval necessary under applicable non-bankruptcy
law” as required for confirmation of a Chapter 9 Bankruptcy Plan under Bankruptcy Code Section
943(b)(6).
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Attachment: Model Service Plan (draft) (6891 : Metro District Policy Update)
DRAFT – 7/5/18
20
XIII. ANNUAL REPORTS
A. General
The District shall be responsible for submitting an annual report to the City Clerk no later
than September 1st of each year following the year in which the Order and Decree creating the
District has been issued.
B. Report Requirements
Unless waived by the City Manager, the District annual report must include the following
in the Annual Report:
1. Narrative
A narrative summary of the progress of the District in implementing its Service
Plan for the report year.
2. Financial Statements
Except when exemption from audit has been granted for the report year under the
Local Government Audit Law, the audited financial statements of the District for
the report year including a statement of financial condition (i.e., balance sheet) as
of December 31 of the report year and the statement of operation (i.e., revenue and
expenditures) for the report year.
3. Capital Expenditures
Unless disclosed within a separate schedule to the financial statements, a summary
of the capital expenditures incurred by the District in development of improvements
in the report year.
4. Financial Obligations
Unless disclosed within a separate schedule to the financial statements, a summary
of financial obligations of the District at the end of the report year, including the
amount of outstanding Debt, the amount and terms of any new District Debt issued
in the report year, the total assessed valuation of all Taxable Property within the
Service Area as of January 1 of the report year and the current total District mill
levy pledged to Debt retirement in the report year.
5. Other Information
Any other information deemed relevant by the City Council or deemed reasonably
necessary by the City Manager.
C. Reporting of Significant Events
The annual report shall include information as to any of the following that occurred during
the report year:
1. Boundary changes made or proposed to the District Boundaries as of December
31 of the report year.
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Attachment: Model Service Plan (draft) (6891 : Metro District Policy Update)
DRAFT – 7/5/18
21
2. Intergovernmental Agreements with other governmental entities, either entered
into or proposed as of December 31 of the report year.
3. Copies of the District’s rules and regulations, if any, or substantial changes to
the District’s rules and regulations as of December 31 of the report year.
4. A summary of any litigation which involves the District’s Public Improvements
as of December 31 of the report year.
5. A list of all facilities and improvements constructed by the District that have
been dedicated to and accepted by the City as of December 31 of the report
year.
6. Notice of any uncured events of default by the District, which continue beyond
a ninety (90) day period, under any Debt instrument.
7. Any inability of the District to pay its obligations as they come due, in
accordance with the terms of such obligations, which continue beyond a ninety
(90) day period.
D. Failure to Submit
In the event the annual report is not timely received by the City Clerk or is not fully
responsive, notice of such default shall be given to the District Board at its last known address.
The failure of the District to file the annual report within forty-five (45) days of the mailing of
such default notice by the City Clerk may constitute a material modification of the Service Plan,
at the discretion of the City Manager.
XIV. SERVICE PLAN AMENDMENTS
This Service Plan is general in nature and does not include specific detail in some instances.
The Service Plan has been designed with sufficient flexibility to enable the District to provide
required improvements, services and facilities under evolving circumstances without the need for
numerous amendments. Modification of the general types of improvements and facilities making
up the Public Improvements, and changes in proposed configurations, locations or dimensions of
the Public Improvements, shall be permitted to accommodate development needs consistent with
the then-current Approved Development Plans for the Project. Any action of the District which is
a material modification of this Service Plan requiring a Service Plan Amendment as provided in
in Section XV below or any other applicable provision of this Service Plan, shall be deemed to be
a material modification to this Service Plan unless otherwise expressly provided in this Service
Plan. All other departures from the provisions of this Service Plan shall be considered on a case-
by-case basis as to whether such departures are a material modification under this Service Plan or
the Special District Act.
XV. MATERIAL MODIFICATIONS
Material modifications to this Service Plan may be made only in accordance with C.R.S.
Section 32-1-207 as a Service Plan Amendment. No modification shall be required for an action
of the District that does not materially depart from the provisions of this Service Plan, unless
otherwise provided in this Service Plan.
Departures from the Service Plan that constitute a material modification requiring a Service
Plan Amendment include, without limitation:
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Attachment: Model Service Plan (draft) (6891 : Metro District Policy Update)
DRAFT – 7/5/18
22
1. Actions or failures to act that create materially greater financial risk or burden to
the taxpayers of the District;
2. Performance of a service or function, construction of an improvement, or
acquisition of a major facility that is not closely related to an improvement, service,
function or facility authorized in the Service Plan;
3. Failure to perform a service or function, construct an improvement or acquire a
facility required by the Service Plan;
4. Failure to comply with any of the prohibitions, limitations and restrictions of this
Service Plan.
Actions that are not to be considered material modifications include without limitation
changes in quantities of improvements, facilities or equipment; immaterial cost differences; and
actions expressly authorized in this Service Plan.
XVI. DISSOLUTION
Upon independent determination by the City Council that the purposes for which the
District was created have been accomplished, the District shall file a petition in district court for
dissolution as provided in the Special District Act. In no event shall dissolution occur until the
District has provided for the payment or discharge of all of its outstanding indebtedness and other
financial obligations as required pursuant to State law.
XVII. SANCTIONS
Should the District undertake any act without obtaining prior City Council resolution
approval as required in this Service Plan or that constitutes a material modification to this Service
Plan requiring a Service Plan Amendment as provided herein or under the Special Districts Act,
the City Council may impose one (1) or more of the following sanctions, as it deems appropriate:
1. Exercise any applicable remedy under the Special District Act;
2. Withhold the issuance of any permit, authorization, acceptance or other
administrative approval, or withhold any cooperation, necessary for the District’s
development or construction or operation of improvements or provision of services;
3. Exercise any legal remedy under the terms of any intergovernmental agreement
under which the District is in default; or
4. Exercise any other legal and equitable remedy available under the law, including
seeking injunctive relief against the District, to ensure compliance with the
provisions of the Service Plan or applicable law.
XVIII. CONCLUSION
It is submitted that this Service Plan, as required by C.R.S. Section 32-1-203(2), establishes
that:
1. There is sufficient existing and projected need for organized service in the Service Area
to be served by the District;
2. The existing service in the Service Area to be served by the District is inadequate for
present and projected needs;
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DRAFT – 7/5/18
23
3. The District is capable of providing economical and sufficient service to the Service
Area; and
4. The Service Area does have, and will have, the financial ability to discharge the
proposed indebtedness on a reasonable basis.
XIX. RESOLUTION OF APPROVAL
The District agrees to incorporate the City Council’s resolution of approval, including any
conditions on any such approval, into the Service Plan presented to the District Court for and in
Larimer County, Colorado.
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Attachment: Model Service Plan (draft) (6891 : Metro District Policy Update)
Metro District Service Plan Review Process
Revised: June 2018
Key Concepts:
▪ Community Benefit/Outcome Area – The benefit/outcome corresponding to the portion of the
Metro District Service Plan review policy on which the applicant is requesting consideration (See
the Metro District Policy for additional details). The benefit/outcome areas are listed below with
the corresponding lead department and executive:
Benefit/Outcome Lead Department(s) Executive Sponsor
Environmental
Sustainability Outcomes
Environmental Services, or
Utilities (Various)
Chief Sustainability Officer, or
Utilities Executive Director (or designee)
Critical Public
Infrastructure
Engineering,
Streets, or
Utilities (Various)
Director PDT (or designee), or
Utilities Executive Director (or designee)
Smart Growth
Management
CDNS Director PDT (or designee)
Strategic Priorities Various Various
Process Phases:
▪ Letter of Intent (LOI) – First phase of the Metro District Service Plan Review process and shall
contain (see Policy for specifics):
o Summary narrative of the proposed development and Metro District purpose
o Sketch plan of the proposed district, showing: property locations and boundaries,
surrounding land uses, proposed use(s), proposed improvements, existing natural
features, utility locations, and photographs (if helpful)
o District need justification
o Explanation of public benefit and plan to assure delivery by the District
o District proposal and Service Plan specifics
▪ Service Plan Application Review – Key phase of Metro District Service Plan Review process,
including:
o Formal application submittal by applicant (see Policy and Application for details)
o Third-Party financial review (if needed) of the Service Plan financial plan assumptions
and feasibility
o Formal staff review and meetings with applicant
o Council Finance Review based on completed analysis by staff and third-parties –
includes a formal recommendation by staff of alignment with existing policy
o Council work session (if needed) to review specifics of a proposed Service Plan)
o City Council consideration – final step, all Service Plans require Council approval
▪ Compliance/Annual Review/Amendments – By statute and the City’s policy each existing Metro
District must submit an annual report (see policy for specifics) to be reviewed by the Metro
District Lead; Amendments will be initially reviewed by the Metro District Lead
ATTACHMENT 3
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Attachment: Metro District Service Plan Review Process (6891 : Metro District Policy Update)
Key Roles:
▪ Interdisciplinary Team – Provide initial review of all Letters of Intent submitted to the City for
consideration; provide on-going review and support of the existing policy, and recommend
participants for a project team associated with each Service Plan submittal
o Team Members – The Metro District Coordinator and representatives from Finance,
Planning, Development, and Transportation (PDT), City Attorney’s Office (CAO), and
Utilities (See the Interdisciplinary Team Charter for additional Details
▪ Metro District Lead – Responsible for managing the overall timeline and review of a specific
Service Plan request, including City Council review (Council Finance and City Council meetings);
negotiation and review of the Service Plan itself – ensuring alignment with policy; and
coordination of third-party reviews (financial and engineering, as needed)
o Redevelopment Coordinator – (Economic Health) acts in this role on all Service Plans
submitted to the City
▪ Project Co-Lead – Leads review of Community Benefit/Outcome being delivered by a proposed
Service Plan; responsible for ensuring City obtains assurance of benefit/outcome delivery;
makes the final recommendation to Council on the benefit/outcome
o Subject Matter Expert – Recommended by the interdisciplinary team from the lead
department for the given benefit/outcome (See Key Concepts for details)
▪ Project Team – Review a specific Service Plan request for alignment and delivery of Community
Benefit/Outcomes, provide quality control of third-party analyses, and make final
recommendation to Council
o Team Members – Lead by the Metro District Lead and Project Co-Lead; assigned by the
Interdisciplinary Team
▪ Executive Sponsor – Provides oversight for consistency with Citywide objectives, engages at
“bookends and milestones” and provides final approval of Service Plan terms
o Varies – generally the Executive Lead Team member that oversees the area in which the
specific community benefit/outcome is being delivered by the project
▪ Subject Matter Experts – Provide expertise in a specific subject matter relevant to the review of
a given proposed Service Plan, may include members of a variety of departments
o Varies – determined during the project team formation process; selected in consultation
with the Director overseeing the department with the desired subject matter expertise
▪ Legal Support – Provides legal review of the Service Plan on behalf of the City and Council;
provides a final recommendation regarding the legal aspects of a Service Plan proposal
o City Attorney – An attorney assigned to the project by the CAO
▪ Financial Support (If Needed) – Provides financial review of the Service Plan on behalf of the
City and Council; provides a recommendation regarding the financial impacts on the City
o Finance Representative – A representative from the Finance Department assigned by
the Chief Financial Officer (CFO)
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Attachment: Metro District Service Plan Review Process (6891 : Metro District Policy Update)
Process Map:
Developer Staff Council
Submit LOI
Interdisciplinary
Team Review
Comments
Recommend
Interdisciplinary
Team Review
Comments
District
Formation
Council Finance
Review
Recommend
Council
Approval
Recommend
NO
NO
YES
Submit
Application
YES
YES
YES
NO
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Attachment: Metro District Service Plan Review Process (6891 : Metro District Policy Update)
Project Team Charter
Metro District Service Plan Review – Interdisciplinary Team
Project Team Name:
Metro District Service Plan Review -
Interdisciplinary Team
Strategic Goal:
Economic Health &
High Performing Government
Project Lead: Josh Birks
Date: May 24, 2018
Project Statement:
The City has seen a rise in the number of Metropolitan District (Metro District) applications submitted
for Council Consideration. Between 2008 and 2017, staff facilitated the review of four Metro District
applications. Thus far in 2018 alone, the City has received four Metro District applications with an
additional three to four anticipated for the fall 2018 election. Furthermore, market signals suggest that
this increase in Metro District applications will continue:
1. Growing scarcity of land and water resources in the community – applying pressure to
construction costs and thus housing prices; and
2. Increasing pressure from the development community in response to market pressures
impacting land price and construction costs to enable the use of Metro Districts for residential
development.
The City of Fort Collins adopted a Policy Concerning Approval of Metro Districts Service Plans in 2008.
The policy was adopted in response to requests to consider the use of Metro Districts by several
developers. This policy was reviewed and updated by City Council in 2018. The revised policy supports
the use of Metro Districts for residential development, if such development delivers on one or more
community benefit identified in the policy.
Business Case:
In response, to changing conditions and market pressure, a revised Policy has been adopted by City
council. The new policy identified a new process for reviewing and evaluating proposed Metro District
Service Plans that include residential development. The new process addresses several current
deficiencies in the City’s review of Metro District Service plans, including:
1. A haphazard approach without a clear project lead and ambiguous staff roles;
2. Impacts to staff work load without warning and unclear deadlines; and
3. Inconsistency in analysis and evaluation of proposed Metro District Service plans.
Therefore, the revised policy describes a process that includes the formation of an interdisciplinary
team to review all Service Plans submitted to the City. In addition, the policy outlines a multistep
process intended to optimize the investment of staff time.
ATTACHMENT 4
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Attachment: Interdisciplinary Review Team Charter (6891 : Metro District Policy Update)
Economic Health Office
Project Plan Page 2 7/2/2018
Measureable Objectives
1. Time to review a proposed Service Plan and obtain Council Review (Target: 120 days)
2. Contain Project Management and Third-Party Review Costs to collected fees
3. Manage unreimbursed staff time and engagement to a minimum, excluding project specific
“consulting” staff time (Target: 4 hours per month)
Other objectives
1. Develop and adhere to specific Service Plan review timelines
a. Commit to specific turn-around timelines at each phase of the process
b. Adhering to these timelines creates clarity for internal staff and external customers
2. Manage staff work load impacts
a. Clarity of role and expectation for each member of the interdisciplinary team; and
b. Clarity of role and expectation for each member of a Service Plan review team
3. Clarity of Service Plan review cost and budget coverage, including:
a. Any outside counsel expenses,
b. Third-party review expenses (e.g., Financial Plans, Improvement Plans, etc.), and
c. Project management expenses (EHO will provide all project management).
4. Improved customer service
a. Greater clarity regarding Service Plan requirements
b. Clear timelines and turnaround commitments
5. Deliver increased community benefits from adopted/supported Service Plans
Scope – Team Roles
The Interdisciplinary team will perform several roles, including:
1. Letter of Intent Review – The team will review all Letters of Intent submitted by developers to
the City for consideration of a Metro District Service Plan, the review will include:
a. An evaluation of the proposal for consistency with the adopted Policy,
b. Comments regarding the projects delivery of community benefit and approach to
Metro District use, and
c. A recommendation on whether to proceed with the application for a Service Plan
approval by City Council.
2. Project Team Formation – The team will recommend participants for a project team
associated with each Letter of Intent that is recommend proceed to Service Plan submittal.
3. Policy Review & Support – Finally, the team will provide on-going review and support of the
existing policy by recommending changes to the policy when needed or warranted.
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Attachment: Interdisciplinary Review Team Charter (6891 : Metro District Policy Update)
Economic Health Office
Project Plan Page 3 7/2/2018
Team Members and Role by department:
EXECUTIVE SPONSOR
Jeff Mihelich, Deputy City Manager
PROJECT TEAM (Interdisciplinary Review Team)
Josh Birks (EHO - Project Director) John Duval (CAO)
Patrick Rowe (EHO - Project Manager) Theresa Connor (Utilities)
Travis Storin (Finance) Various, as needed
Tom Leeson (PDT)
Time Frames/Meeting Frequency
The team will meet several times throughout the year being mindful to meet only when necessary:
▪ Letter of Intent Review – The team will meet as needed to review letters of intent from
applicants wishing to request Council approval of a Service Plan – given that eligible TABOR
elections for metro districts either occur once or twice a year these meetings will likely occur
between with similar frequency.
▪ Policy Review – The team should meet at least twice a year to discuss the current policy and
process to determine if changes to either are needed or required by statute – these meetings
might be best scheduled after the eligible TABOR election(s) each year to reflect on the
recently completed review process.
▪ Ad Hoc – The team may meet at other times during the year to provide guidance to a project
team evaluating a specific Service Plan application or for any other purpose they deem
necessary.
High Level Risks:
▪ Limited availability of Interdisciplinary Team Members
▪ Sense of urgency
▪ Uncertainty regarding political will to execute on the new policy
Constraints:
▪ Need to develop and refine the new process while continuing to review and process Metro
District applications
▪ Urgency to respond to existing applications by the November 2018 election – and the
associated timeline
▪ Need to refine the method for delivering on defined community benefits
Assets/Opportunities:
▪ Policy allowed fees and expense reimbursement
▪ Existing experience and expertise on staff
▪ Commitment from “typically” impacted departments to improve the existing process
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Attachment: Interdisciplinary Review Team Charter (6891 : Metro District Policy Update)
Economic Health Office
Project Plan Page 4 7/2/2018
Project Manager Assigned and Authority Level
Patrick Rowe shall be the project manager and has the authority to request team members and will
work with Management to secure any necessary resources to complete the project.
Cost/Budget/Financial Assumptions:
Key costs include: labor costs of project manager/lead, third-party review expenses (including outside
counsel), and staff time of interdisciplinary team members.
Project Sponsor Authorization:
_________________________________________
Josh Birks, Economic Health &
Redevelopment Director
________________________________________
Jeff Mihelich, Deputy City Manager
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Attachment: Interdisciplinary Review Team Charter (6891 : Metro District Policy Update)
ATTACHMENT 5
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Attachment: Work Session Summary, November 28, 2017 (6891 : Metro District Policy Update)
Ken Summers; question that basically says - without changing your tax rate - tax has been in place for all of this
time - expectation – factor in population growth over the last 10 years - we can’t totally eliminate it – growth -
increased level of service.
Ross Cunniff; wasn’t in the ballot language but the understanding of most of Council Members at that time as
well as community members who participated in the committee to pass was that it would be a lower number
when it came back.
Mayor Troxell; I like the conversation - dialing in - the balancing - the 2.75 - I am ok with some limited taxing on
groceries and the timeframe - I like what has been laid out - maybe we should look at an update on the cost of
government that we have been tracking before.
Darin Atteberry; do you think we can pull some of that macro level work together before May?
Ginny Sawyer; yes, we can do that
Darin Atteberry; let’s look at developing some real scenarios - thinking through what base rate increases -
Ken was talking about police, fire and streets - there is a policy debate around what is an essential service - is it
police and fire? That conversation needs to be had - It would be good to start putting some meat around some
real scenarios - real dollars - getting some feedback - preface to all of is just to provide conversation to take to
the community to process.
Ross Cunniff; Legacy project - structure of city’s finances - is the Legacy project
Darin Atteberry; how do we continue the legacy? how do we insure that our successors continue to have the
AAA bond rating? How on earth would a community have an expiring street tax? I prefer more predictable - into
perpetuity – but if that is what works in this community – street maintenance going to the voters is not a
scenario you see very often.
Ken Summers; things change - attitudes change over time - these have been renewed over and over -not sure of
the dynamics - in terms of where we are at today - the size / citizen expectations - quality of life - what is
reasonable while we have retained a well-run frugal organization - lots of fiscal responsibility
Darin Atteberry; expiring taxes keep us accountable
E. Metro District Policy
Patrick Rowe, Redevelopment Coordinator
Josh Birks, Economic Health Office Director
Tom Leeson, Community Development and Neighborhood Services Director
EXECUTIVE SUMMARY
The purpose of this item is to review and consider changes to the City policy concerning Title 32 Metropolitan
Districts to increase alignment with City goals and objectives and introduce other process improvements.
ATTACHMENT 6
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Attachment: Council Finance Committee minutes, April 16, 2018 (6891 : Metro District Policy Update)
24
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
• Does the committee support the direction of the Metropolitan District draft policy?
• What input/direction does the committee have on the policy?
BACKGROUND/DISCUSSION
Metropolitan Districts (Districts) are an important public financing tool which can be used reasonably and judicially
in service of public outcomes and benefits. Outcomes range from the provisioning of missing and critical public
infrastructure, to enabling sustainability outcomes (such as affordable housing, green improvements) and high
quality smart growth (mixed-use, multimodal oriented, increased density, compelling public spaces, etc.).
As part of updating the 2008 policy, staff suggests revisions with the following goals:
• Incorporate the latest best practices and take account of legal changes – the current policy was adopted in
2008 and could benefit from updating;
• Introduce greater process rigor and qualitative criteria to improve screening and evaluation – the current
policy offers little guidance on the meaning of “enhanced benefits” and how this should be assessed;
• Modify the policy to allow and account for residential uses – the current policy only allows for projects that
are predominately commercial (greater than 90% by assessed value). Following the policy precludes
residential outcomes that the City may wish to support, such as those that contribute to critical regional
infrastructure improvements, affordable housing, green improvements, high quality smart growth, and
other outcomes.
In understanding the purpose of the Metropolitan District Policy, it’s important to note that the policy does not
govern or limit, in any way, City Council’s decision-making authority on District formation. However, it is an
important guidance document for staff and the development community, and may have instructive value for
Council. An updated Policy can provide clearer guidance on the public benefits the City is willing to consider a
District for, and will inform how proposals are processed and evaluated.
Prior Council Work Sessions
City Council had two work sessions on Districts in 2017. The first was focused on providing basic information on the
purpose and innerworkings of Districts. The second was focused on laying out concepts for potential revisions to the
policy.
Out of these work sessions staff received many useful comments, some of which are summarized below:
• Reserve metro district use for “stretch outcomes” (outcomes that are hard to achieve). Affordable housing,
in particular, resonated as a stretch outcome. Also, social equity was mentioned as an outcome of interest.
• Interest was expressed to preserve the prescriptive elements of the current policy.
• Lack of interest in using Districts to facilitate amenities (pools, golf courses, community centers, etc.).
Incorporating these comments, staff prepared the attached draft policy (Attachment X). The first section of the
policy document, Policy Statements and Objectives, is the focus of this item, though the other sections are also
important.
Note: The draft policy is a work in progress. Staff’s aim was to include and flesh out the most important concepts.
Additionally, staff proposes the use of a model service plan; many policy provisions will reside within this document,
though staff attempted to highlight the most important of these provisions within the policy itself. The model service
plan would be included as an attachment to the final policy document.
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Attachment: Council Finance Committee minutes, April 16, 2018 (6891 : Metro District Policy Update)
25
Proposed Key Policy Provisions
1. Limited Use. The City wishes to exact a high standard of use for Districts, thereby limiting their use. The
policy makes it clear that an applicant is expected to deliver extraordinary benefits across multiple District
outcome areas (Sustainability, Infrastructure, and High Quality/Smart Growth).
2. Residential Use. The current policy largely precludes residential uses (limiting District use to projects that
are 90% or more commercial by assessed value). The revised policy allows residential use, but only if/when
Districts are delivering extraordinary outcomes. In all cases, Council is the arbiter of this, however, with a
revised policy the City communicates more clearly in what instances a residential district may be considered.
3. Evaluation Process. The draft policy better defines desired City outcomes and stipulates a process whereby
an interdisciplinary staff team will evaluate District proposals using a triple bottom line approach and
against appropriate planning documents (City Plan, Strategic Plan, Climate Action Plan, and others).
4. Bias against Use for Basic Improvements. Both the prior and the draft policies speak to District use of basic
improvements, and generally in similar terms. In both cases the City expresses a bias against use for basic
improvements, except when funding such improvements is used to offset costs and enable extraordinary
outcomes.
5. Mill Levy Maximum. The existing policy specifies a combined max mill levy rate of 40 mills for both debt
service and operations and maintenance. Consistent with a majority of communities around the front
range, the proposed policy increases the max to 50 mills.
Next Steps
Based on Council Finance feedback, staff will continue with policy and model service plan development with the
intent to bring a complete draft to the June 26 Council Work Session.
Discussion / Next Steps:
Josh Birks; high degree of due diligence - clear direction from Council - City Council will always be the approving
authority - Key Policy Points – a new step in the process is a Letter of Intent on the front end to make sure it is
applicable.
Ross Cunniff; feedback - big picture - concern - they can be used as a way to simply raise taxes - that is the
context - the 40-50 change is significant - real problem comes in when it starts to be people’s houses - I would
prefer not to tax residential at a higher rate - not to enable high degree of residential components unless the
outcome is tied to housing affordability - get more specific about what those stretch goals are – I anticipate
dozens of these coming forward - we need to recover costs / staffing to that extent our policy needs to be very
clear - this money is not refundable - your fees are non-refundable - we will do the work and will give it a fair
hearing - this is our policy.
Josh Birks; we have look at other communities and how they manage their fees and Denver is doing a great job –
a portion of fee is a fee for consideration - an application fee and is not in any way tied to an outcome
Ross Cunniff; especially staffing costs - an approved plan - based on some proportion of residential - If your
proposal - Two examples were largely commercial - there was a residential component
Josh Birks; both were much larger than the current policy allows
2.6
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Attachment: Council Finance Committee minutes, April 16, 2018 (6891 : Metro District Policy Update)
26
We have a policy that states there is a max mill levy maybe tied to a schedule - if you are predominantly
residential vs predominantly commercial sort of examples of what that might look like.
Ken Summers; policy is mostly directed to commercial - our current mill levy cap is 40 - Do other communities
apply the 50 across the board?
Josh Birks; yes
Ken Summers; is there a tendency to ask for the higher? How is that in terms of service plan? I would like to give
staff some flexibility but also eliminate too many appeals which create costs. I can see Ross’ point - Industrial
business development mill levy max as opposed to a residential. If we said 50 across the board
we have to approve service plans - would we have to approve something at 50 even if we felt it wasn’t justified?
Josh Birks; Council can always approve or deny or conditionally approve service plans
Ken Summers: I don’t know if it makes sense to go 40 or 50 - I am hoping that we don’t see a big trend toward
special districts - they can be problematic especially when used by developers - it is one thing if citizens in an
area are voting themselves - taxing themselves by a collective vote - opposed to developers coming in - that
becomes the voting base as opposed to 200 people - 5 people who create the special district and force it on
future residents
Josh Birks; one of the challenges we face as a community is that the market is moving in the direction where
they want to use special districts more - we are seeing that in our surrounding areas -the market and the
development community will be coming to us saying they want to use them.
Ross Cunniff; provides more intimate connection to the taxes they pay and the services they receive - making a
developer’s life easier it is not a compelling reason.
Josh Birks; we need better clarity - we have gotten a bit into the position where we are legislating more by
exception than we are by policy so we need to clarify ourselves and for the market as to how we are going to
use this tool.
Ross Cunniff; share a concern on the residential aspect
Ken Summers; maybe for the next work session, have here is the 50 mils across the board - the commercial rate
versus what we think is reasonable for residential mill levy cap
Ross Cunniff; specific outcomes - housing - energy districts - small - clarity would help - be more specific with the
outcome.
Meeting adjourned
2.6
Packet Pg. 89
Attachment: Council Finance Committee minutes, April 16, 2018 (6891 : Metro District Policy Update)
1
Metro District Policy Discussion
Josh Birks and Tom Leeson
7-10-18
ATTACHMENT 7
2.7
Packet Pg. 90
Attachment: Powerpoint presentation (6891 : Metro District Policy Update)
Questions for Council
§ Does the Council support the recommended
amendments to the Metropolitan Districts draft
policy?
2
2.7
Packet Pg. 91
Attachment: Powerpoint presentation (6891 : Metro District Policy Update)
Policy Context
Historic:
§ Adopted in 2008
§ Market Conditions
§ Rising infrastructure costs
§ Increased competition from
adjacent communities
§ Developer Request
§ Leveling of the playing field
Current:
§ Market Conditions
§ Rising construction costs
§ Constrained land supply
§ Limited access to key resources
(e.g., water)
§ Developer Request
§ Requesting clarity of objectives
3
Objective: Clarify Key Community Benefits to Achieve
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Attachment: Powerpoint presentation (6891 : Metro District Policy Update)
Introduction
4
10/24/17 Work
Session
• Foundational information on
purpose and innerworkings
11/28/17 Work
Session
• Conceptual Policy
Revisions
03/19/18
Finance
Committee
• Working Draft
Policy
Today
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Attachment: Powerpoint presentation (6891 : Metro District Policy Update)
November Work Session Summary
§ Limit Use and reserve for stretch outcomes
§ Preserve prescriptive elements
§ Lack of interest in facilitating development amenities
(pools, golf courses, etc.)
§ Benefits must be specifically defined
5
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Attachment: Powerpoint presentation (6891 : Metro District Policy Update)
Policy Comparison – Key Provisions
Old New
Mill Levy Caps 40 Mills 50 Mills
Basic Infrastructure Not favored To enable public benefit
Eminent Domain Prohibited Prohibited
Debt Limitation 100% of Capacity 100% of Capacity
Dissolution Limit 40 years Removed (Plan Specific)
Citizen Control As early as possible As early as possible
Multiple Districts Projected over an
extended period
Projected over an
extended period
Commercial/
Residential Ratio
90% to 10% N/A
6
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Attachment: Powerpoint presentation (6891 : Metro District Policy Update)
Public Benefits
Environmental
Sustainability
GHG Reduction
Water/Energy
Conservation
Multimodal
Transportation
Enhance Resiliency
Increase Renewable
Capacity
Critical Public
Infrastructure
Existing significant
infrastructure
challenges
On-site
Off-site
Smart Growth
Management
Increase density
Walkability/Pedestrian
Infrastructure
Availability of Transit
Public Spaces
Mixed-Use
Strategic
Priorities
Affordable Housing
Infill/Redevelopment
Economic Health
Outcomes
7
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Attachment: Powerpoint presentation (6891 : Metro District Policy Update)
Regional Improvements
Optional Mill Levy
Max – 5.00 Mills
Max 25 Years
At City Request
Service Plan
Identifies Types of
Improvements
Creates method for
initiating
Requires disclosure
IGA
Specifies
improvement
Specifies length of
collection
Creates contractual
obligation
8
OPTIONAL
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Attachment: Powerpoint presentation (6891 : Metro District Policy Update)
Review Process
9
Developer Staff Council
Submit LOI
Interdisciplinary
Team Review
Comments
Recommend
Interdisciplinary
Team Review
Comments
District
Formation
Council Finance
Review
Recommend
Council
Approval
Recommend
NO
NO
YES
Submit
Application
YES
YES
YES
NO
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Attachment: Powerpoint presentation (6891 : Metro District Policy Update)
Evaluation Framework/Criteria
§ Triple Bottom Line Scan
§ Financial Assessment
§ Policy Evaluation
§ Interdisciplinary Staff
Review
10
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Attachment: Powerpoint presentation (6891 : Metro District Policy Update)
Performance Assurances
§ Development Agreements
§ Service Plan
§ Restrict Powers:
§ Mill Levy
§ Debt Issuance
§ Others
Photo Credit: Congress for New Urbanism 11
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Attachment: Powerpoint presentation (6891 : Metro District Policy Update)
Final Authority
City Council retains
final approval
authority over all
Service Plans.
12
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Attachment: Powerpoint presentation (6891 : Metro District Policy Update)
Revised Fees
Old:
§ LOI – N/A
§ Application - $2,000
§ Other Expenses
§ Annual – $0
§ Amendment - $250
New:
§ LOI - $2,500
§ Application - $7,500
§ Other Expenses
§ Non-Model Service Plan -
$5,000
§ Annual - $500 = $250 per
§ Amendment - $2,500
13
Objective: No City costs or negative staff impacts
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Attachment: Powerpoint presentation (6891 : Metro District Policy Update)
Next Steps
§ August 21st – City Council Consideration of Revised Policy
§ September 1st – Effective Date of new Policy
§ September 4th – Consideration of Service Plans for Districts wishing
to hold a November 2018 election
§ Waterfield
§ Montava
§ Water’s Edge
§ Others
14
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Attachment: Powerpoint presentation (6891 : Metro District Policy Update)
15
Does the Council support the recommended
amendments to the Metropolitan Districts draft policy?
Old New
Mill Levy Caps 40 Mills 50 Mills
Basic Infrastructure Not favored To enable public benefit
Eminent Domain Prohibited Prohibited
Debt Limitation 100% of Capacity 100% of Capacity
Dissolution Limit 40 years Removed (Plan Specific)
Citizen Control As early as possible As early as possible
Multiple Districts Projected over an
extended period
Projected over an
extended period
Commercial/
Residential Ratio
90% to 10% N/A
2.7
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Attachment: Powerpoint presentation (6891 : Metro District Policy Update)
DATE:
STAFF:
July 10, 2018
Tom DeMint, PFA Fire Chief
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Poudre Fire Authority 2017 Annual Report.
EXECUTIVE SUMMARY
The purpose of this item is to review the Poudre Fire Authority (PFA) governance and funding, 2017 performance
measurements and metrics, goals, actual spending to budget, benefits to the community related to strategic
outcome goals, operational efficiency, productivity improvements, issues of concern to PFA, the Poudre Valley
Fire Protection District (PVFPD), and the City, and a focus on issues moving forward.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
PFA staff will provide an update to City Council, including its 2017 annual report.
BACKGROUND / DISCUSSION
The 2014 Amended and Restated Intergovernmental Agreement (IGA), between the PVFPD and the City of Fort
Collins (City), establishing the PFA, stipulates that the Authority will provide an annual report regarding the
activities and accomplishments of the Authority to its parent organizations, the City and PVFPD. Chief DeMint’s
goal in providing this report is to reflect on the progress of continuous improvement efforts and the ever-
increasing attention to data-driven, outcome-based decision making. This work session represents the fourth
annual report to City Council. The same report was made to the PVFPD Board on June 25, 2018 to fulfill the
reporting requirement of the IGA.
Report Highlights
The 2017 Annual Report is presented in an electronic format (http://www.pfaannualreport.com/>) an 8-page
hardcopy report (Attachment 1), and a Statistical Report (Attachment 2), which together form PFA’s
comprehensive report to the community about its return on investment. The 2017 Annual Report theme centers
upon “Community Partnerships” and the idea that PFA cannot and does not provide community safety services
independently. The video portion of the electronic report includes a video story about two young women who,
with help from firefighters, bystanders, dispatch, and more, saved their father’s life in 2017. Protecting lives and
property, through prompt, skillful, and caring service takes a village, from partners such as Fort Collins Police
Services and Dispatch, UCHealth, Colorado State University, and community members. The 2017 PFA Annual
Report includes its governance, community partnerships, resources, services, types of incidents to which PFA
responded, and future-looking innovations such as fire-behavior research, drone technologies in public-safety
applications, community risk reduction, right-sized response deployment models, and educational opportunities.
Highlights include:
• Emergency Medical Services (EMS) - PFA piloted the Roving Alternative Medical (RAM) unit in 2017
with the intent of measuring alternative deployment strategies to meet the increasing call volume of low
acuity medical responses. Outcomes of the RAM trial reflect a better response reliability of PFA engine
crews and PFA integration into the regional Inter-Agency Treatment Group (24 regional agencies focused
on addressing frequent users of the 911 system by addressing underlying issues that result in activation
of the response system for non-emergent calls).
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July 10, 2018 Page 2
• Dynamic Smoke and Carbon Monoxide Installation Events - A decrease in medical- and fire-related
calls following smoke and carbon monoxide installation events in low-income, high-risk mobile home
parks and neighborhoods due to providing quality smoke detectors, broad messaging, and use of
volunteers from partner agencies and social work students from Colorado State University to assess other
needs (school supplies, handyman assistance, or food) of the families and individuals. By allowing
community members to voice their needs and committing to meet those needs, PFA maximized the
impact of traditional smoke alarm installation events.
• Community-Driven Strategic Plan - A new strategic plan was developed in 2017, which involved 69
community members, PFA leadership and internal stakeholders to identify high-quality and innovative
core services, proactive internal/external communications, workforce development/culture, financial
responsibility, and governance and organizational sustainability as strategic initiatives for the 2018-2023
timeframe.
• Community Risk Reduction - In 2017, there were two cases where sprinkler systems successfully
extinguished fires prior to PFA arriving on scene; one at a Fort Collins hotel and another at a Colorado
State University laboratory.
• Technology - The Larimer County Unmanned Aircraft System Program took flight in 2017 with the goal of
using drones to enhance public safety services. Highly trained pilots from PFA and other partner
agencies can use the unmanned aircraft systems to document the scene of car crashes as part of
investigations, search for missing people, or to scout the origin of a wildfire.
• Fire’s Impact - The Fort Collins community felt the ripple effects of three unrelated fire deaths in 2017.
The deaths served as a critical moment during which PFA educated the community about why fire still
presents a danger, even though the frequency of fires and fire-related deaths are decreasing across the
nation.
• Collective Bargaining Agreement (CBA) - PFA staff and Local 1945 worked collaboratively to develop
the first CBA for PFA uniformed personnel.
• Keep Fort Collins Great (KFCG) Funding (Attachment 3) - Supports 16 positions; south battalion, shift
safety officers, firefighters, planning and analysis battalion chief, EMS position, deputy fire marshal, and
division chief. In addition, KFCG funds were utilized to replace diesel exhaust systems at all fire stations,
purchase highrise firefighting equipment, contribute to station alerting system, mobile data terminals, and
records management system.
• Prepayment of Lease/Purchase Agreement - By prepaying the Station 4 (1945 West Drake Road)
lease/purchase agreement, PFA eliminated $450,000 in interest payments.
• Value of Property Protected - In 2017, PFA protected more than $29 billion of property.
Moving Forward
• Environment - PFA’s fire behavior committee is working to promote safety and efficacy on the fire ground
through an increased understanding and recognition of current international research into fire behavior.
Improvements have been significant and have resulted in financial savings to PFA customers who
experience a structure fire. Scientific studies are continuing in other dimensions and types of structure
fires and PFA personnel will continue to be involved with these studies to better firefighter knowledge and
community member and firefighter safety.
• Community Growth - PFA is actively planning for the future by identifying opportunities for improvement
in EMS system service delivery; increasing community awareness of the services provided by PFA;
recruiting, hiring, and retaining a well-qualified, diverse, safety and value-oriented workforce; seeking
opportunities for regionalization of emergency services; preparing for future major annexations to the City
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July 10, 2018 Page 3
of Fort Collins; seeking additional and alternative funding sources; and, through long-range financial
planning.
• Community Risk Reduction - Efforts across PFA regarding community risk reduction (i.e. public
education, smoke and carbon monoxide install events, RAM unit, right-sized deployment) will be
evaluated and strategies will continue to be developed to address any deficiencies.
• Collective Bargaining - PFA staff and Local 1945 collaborated on the second Collective Bargaining
Agreement (CBA) for the 2019-2020 timeframe. Ratification of the new CBA by the Local and PFA Board
is anticipated in July 2018.
• Future Funding:
o KFCG funding ensures people receive the level of government services they expect. KFCG is
critical to PFA’s budget and sunsets on December 31, 2020. KFCG revenue is used at PFA to
fund key safety positions, firefighters, and equipment, and without it, PFA would not be able to
provide the same high-level services the community currently receives.
o Possible Districtwide Gallagher Election - The PVFPD Board is considering the possibility of
placing a ballot measure on the November 2018 Larimer County Election ballot to address the
impact of the Gallagher and TABOR amendments on the property tax revenue used to provide
fire service through the PFA.
o The PVFPD Board is working toward implementing impact fees in the District. Next steps include
Board review of the draft study, legal drafting of implementing agreements with Larimer and Weld
Counties, and the Town of Timnath, meet with developers and builders for information sharing,
and establishing a segregated fee account to retain the proceeds of the fee.
o Capital Needs - PFA continues to develop its long-range financial and capital plans, including the
need for additional Administration space, a new Station 15 in the Northeast part of the jurisdiction
and updating existing fire stations.
A major goal of the electronic and 8-panel annual reports is to reach a broader range of interested community
members in a way that will be appealing and accessible. PFA’s Public Affairs and Communication Manager
promoted the 2016 report through continuous posts (approximately one per month) on PFA social media, Chief’s
column in the Coloradoan, an introductory video to PFA personnel, PFA’s website, distribution of hardcopy report
at all stations as well as Administration and Training lobby areas and PFA events. In addition, the report was sent
to Leadership Fort Collins, CityWorks 101, Fort Collins Chamber of Commerce, partner agencies such as
UCHealth, Larimer County Sheriff’s Office, Loveland Fire Rescue Authority, Fort Collins Police Services,
Wellington Fire Protection District, Town of Timnath, and to elected Representatives. The 2016 Annual Report
video garnered roughly 1,800 views. The Public Affairs and Communication Manager will follow a similar
promotion plan in relation to the 2017 Annual Report, and build out further distribution channels (more people,
groups, and posts).
The 2017 Statistical Annual Report is a deeper-dive into division outcomes; each program’s inputs and outputs;
and performance standards comparisons with benchmark partners, City/District comparative statistics; budget
review; and PFA Board actions. The benchmark partners (those of comparable population, college or university
in community, non-municipal fire departments (where possible) and accredited agencies) include Arvada Fire
Protection District, Boulder Fire Rescue, South Metro Fire Protection District, Colorado Springs Fire Department,
Littleton Fire Rescue, Gainesville Fire Rescue (FL), Corvallis Fire Department (OR), Guelph Fire (Ontario,
Canada), Rockford Fire Department (IL), Grand Rapids Fire Department (MI), and Bellvue Fire Department (WA).
This presentation provides an opportunity to discuss the overall performance of PFA in fulfilling its responsibilities
under the IGA between its parent organizations; the City and the PVFPD. PFA staff welcomes any feedback
regarding this update and the 2017 Annual Report.
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July 10, 2018 Page 4
ATTACHMENTS
1. 2017 Annual Report (PDF)
2. 2017 Statistical Annual Report (PDF)
3. Keep Fort Collins Great Funding History (PDF)
4. Powerpoint presentation (PDF)
3
Packet Pg. 108
A Community Partner
Poudre Fire Authority Annual Report
ATTACHMENT 1
3.1
Packet Pg. 109
Attachment: 2017 Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
A Note From The Chief
You are the heart of what we do. Poudre Fire Authority is constantly working
to improve and be proactive in the ever-evolving fire service. We are a proud
community partner in Northern Colorado and beyond.
Collaboration with partners in emergency services such as 911 dispatch centers, education, law enforcement,
health care, and private partners helps us reduce risk, provide services that save lives and potentially increase
quality of life.
In 2017, PFA developed a new Strategic Plan through a community-driven process to determine critical issues
and service gaps. Goals moving forward include providing innovative core services such as Emergency Medical
Services (EMS), structural and wildland firefighting and rescue; proactive communications; and continued financial
responsibility. The 2018 budget focuses on funding capital needs (technology, facilities, and equipment) and staffing
for EMS, inspections, firefighting, mechanics, and Information Technology. PFA prepaid its Lease/Purchase Agreement
for Station 4 (1945 W. Drake Road), saving $450,000 in interest payments.
Looking forward, PFA will be innovative with fire-behavior research, drone technologies in public-safety applications,
right-sized response deployment models, community-risk reduction, and educational opportunities. We will continue
to be an active and engaged community partner.
- Chief Tom DeMint
“
“
We strive every day to be proficient,
professional and compassionate
for our community.
Our Mission
To protect life and property by being prompt, skillful
and caring. Our actions are anchored in the core values of
Courage, Leadership, and Duty.
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Packet Pg. 110
Attachment: 2017 Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
About Our Governance
PFA was established in 1981 through an Intergovernmental Agreement
(updated in 2014) between the City of Fort Collins and the Poudre Valley
Fire Protection District (PVFPD).
A five-person Board of Directors, composed of elected members from the PVFPD Board and the Fort Collins City Council,
governs PFA. Both the PVFPD Board and City Council appoint two members to serve on the PFA Board of Directors. The
fifth member of the PFA Board is appointed by these four members and has historically been the Fort Collins City Manager.
The Intergovernmental Agreement outlines PFA’s funding through a revenue-allocation formula. The City of Fort Collins
contributes a proportion of sales and use tax, property taxes, and the voter-approved “Keep Fort Collins Great” tax measure.
The PVFPD contributes its mill levy (property tax) revenue, as well as pass-through Tax Increment Financing from a
partnership with the Town of Timnath.
Who We Are
Poudre Fire Authority is a multi-faceted entity — an organization, a family,
and a community partner that is professional, committed, and responsible.
Providing exceptional customer service through the values of Courage,
Leadership, and Duty, is our number one priority.
313
Child car seats
installed and
checked by PFA’s
certified technicians
5x
PFA firefighters deployed
to other communities
to help during wildfires
and hurricanes
611
Smoke alarms
installed in
high-risk
homes
6,846
Building-safety
inspections
conducted by
PFA personnel
PFA BOARD CHAIR
Gerry Horak
VICE CHAIR
Dave Pusey
MEMBER
Kristin Stephens
MEMBER
Mike DiTullio
MEMBER
Darin Atteberry
OUR BOARD OF DIRECTORS
3.1
Packet Pg. 111
Attachment: 2017 Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
$500K
$0
$1.5M
$2.0M
$1.0M
CAPITAL BUDGET
Station 4 Lease/Purchase
Apparatus Replacement
Radio Replacement
Facilities Maintenance
Station 8
Major Station Remodel
Computer/Technology
Air Pack Replacement
Staff Vehicle
Replacement
Future Station 15
Hose Replacement
Burn Building
Thermal Imager
Replacement
SAVED450K $
in interest payments by
pre-paying the Station 4
lease/purchase
GROSS OPERATING
BUDGET BY
EXPENDITURE
Salaries & Benefits
Purchased Services
(Radios, Liability Insurance)
Materials, Supplies
& Equipment
Other
86% of the gross operating budget was
allocated to salaries and benefits
RESERVES
PFA REVENUE
BUDGET EXPENDITURES
$6.6M
20% of operating revenue
UNDERSPENT BY 3%
Misc. Fees, Charges, 4%
Earnings on Investments,
Grants/Projects
2017 Budget & Funding Outcomes
96% of the revenue is
Intergovernmental
17%
Poudre Valley Fire
Protection District
70%
City of Fort Collins
9% KFCG Funds
(City of Fort Collins)
Funding Critical Services
Keep Fort Collins Great (KFCG)
is a voter-approved sales tax that
ensures people receive the level
of government services they expect.
Poudre Fire Authority strives
to reduce risk in our community
by empowering people to live
their safest lives. Through
in-person classes, events, and
other platforms, in 2017, PFA’s
staff collectively interacted
with 11,456 members of
the community.
Poudre Fire Authority
has 24 volunteer firefighters
who give their talents and
hundreds of hours of their
time to serve the communities
of Stations 9 and 11, in the
areas of Horsetooth Reservoir
and Redstone Canyon,
respectively.
The calm, collected, and
compassionate regional
dispatchers, who handled
200,000+ calls in 2017, assure
Poudre Fire Authority firefighters
arrive when you need them. You
can help by registering your
phone number for emergency
notifications at LETA911.org.
Community Connections
Firefighter Travis Garcia talks with a young attendee at a 2017 event where
firefighters demonstrated how they help remove people trapped in crashed
vehicles, a process called extrication.
3.1
Packet Pg. 113
Attachment: 2017 Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Keeping People Safe
PFA responds to emergencies. More importantly,
we work to prevent them from ever happening.
Before you step foot in a new building, PFA fire-safety experts have worked with
developers, design partners, and contractors to make a space as safe as possible
by checking items such as exit signs, alarm systems, and fire department access.
Our staff works with partners who install and maintain fire-sprinkler systems, two
of which successfully put out fires in 2017, no doubt saving lives and potentially
millions of dollars in property damage.
Emergency Medical Services
Be it falls, heart attacks, or broken bones,
our firefighters are there.
Poudre Fire Authority works with public organizations, as well as through
public-private partnerships and formal agreements, to provide world-class
emergency medical services to people within Northern Larimer County.
Smart Science
Innovation across PFA is key to providing
the best-possible services.
Firefighting has greatly changed in recent decades. The study of fire science,
knowledge shared by fire service partners, and new tools mean PFA’s firefighters
are more effectively and safely fighting fire and, in some cases, reducing the
damage caused to a home in the process. Along with other Larimer County partners,
PFA is also using public-safety drones in ways that are saving time and taxpayers’
money. Also, PFA hazardous materials (hazmat) technicians, who study chemistry,
work with community partners to keep people safe during hazmat incidents.
3.1
Packet Pg. 114
Attachment: 2017 Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
It Takes a Village
to Save a Life
When you need help, you want to
know you are receiving the highest-
quality care from prompt, skillful,
and caring emergency responders.
Rest assured that is the case with our 189 full-time
firefighters who, in 2017, trained for a collective
51,708 hours to ensure they are as prepared as
possible for any call that could come their way.
Seven days a week, 365 days a year, many people
from emergency-response agencies and partner
organizations across the state, nation – and in some
cases, the globe – come together at PFA’s northwest
Fort Collins Training Center to work together, learn
new skills, and practice existing skills so they can
be the best for their communities.
Poudre Fire Authority protects
about 206,000 people and more than
$29 billion worth of property within its
235-square-mile service area.
A partnership of the City of Fort Collins and the Poudre Valley Fire Protection District, proudly serving Fort Collins,
Timnath, Laporte, Bellvue, Horsetooth Reservoir, and Redstone Canyon, in Colorado.
PFA RESPONSE AREA IN YELLOW
Fire
Stations
Training
Center
Admin.
Building
STAT��� 2 STAT��� 1
STAT��� 3
STAT��� 10
STAT��� 14
STAT��� 5
STAT��� 4
STAT��� 7
STAT��� 12
STAT��� 8
STAT��� 6
�ellvue
�orsetooth
Laporte
Timnath
�ort Collins
�ellington
Masonville �indsor
N
V�L��TEE�
STAT��� 11
V�L��TEE�
STAT��� 9
A Somber Reminder of Fire’s Impact
Our community felt the ripple effects of three fire deaths in 2017
Sadly, three members of our community died last year in unrelated fires in their homes. Two were due to cooking fires,
and another is currently classified as undetermined. Let us be clear: They are not statistics. They are people — those
whom others knew and loved. Their deaths each served as a critical moment during which PFA educated the community
about why fire still presents a danger, even though the frequency of fires and fire-related deaths are decreasing across the
country. Thanks to concerted fire-safety education efforts by nationwide partners, including PFA, the overall 10-year fire
death rate trend in the U.S. decreased 21.6% from 2006 to 2015 (U.S. Fire Administration).
Learn more about PFA and access the 2017 Annual Report online at pfaannualreport.com
Follow us to stay connected.
Our most important community partner is you.
3.1
Packet Pg. 116
Attachment: 2017 Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Headquarters: 102 Remington Street, Fort Collins CO 80524
Courage,
Leadership, Duty
Poudre Fire Authority
2017 Statistical Annual
Report
Serving the Northern Colorado Communities of
Bellvue, Fort Collins, LaPorte, Timnath
ATTACHMENT 2
3.2
Packet Pg. 117
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 1
SECTION PAGE
Introduction 2
Community Safety and Service Outcomes 3
Fire Investigations/Prevention Support 5
Fire Protection Systems 7
Inspection Services 9
Office of Emergency Management 11
Public Affairs and Education 12
Technical Services 15
Operations Division Outcomes 16
Customer Assistance Response Team 17
Fire Suppression 17
Hazardous Materials Response Team 22
Technical Rescue 23
Volunteer Program 25
Wildland Team 26
Support Division Outcomes 28
Emergency Medical Services 29
Emergency Medical Service Performance Management 33
Equipment Maintenance 34
Facilities Maintenance 35
Information Technology 37
Occupational Health and Safety 38
Self-Contained Breathing Apparatus Maintenance 43
Training Division 44
Administration Division Outcomes 55
Performance Standards Comparisons 56
City/District Comparative Statistics 78
2017 PFA Budget Review 79
PFA Board Actions – 2017 82
PFA Statistical Report
2017
3.2
Packet Pg. 118
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
2 Courage, Leadership, Duty
Introduction
Welcome to PFA’s 2017 Statistical Report. Following are division outcomes as
well as performance standards comparisons, City/District comparative statistics,
2017 budget review, and PFA Board actions.
The method used for reporting measures of progress has been evaluated,
existing outputs and outcomes have been affirmed, and outcome measures more
representative of big-picture goal accomplishment have been established. Key
outcomes at a higher organizational level are the focus; each division section
herein begins with a table of targeted outcome measures to which each program
in the division contributes. Each program within a division identifies how inputs
and outputs contribute to accomplishing strategic objectives through a more
centralized approach to outcome measurement. Each measure, whether an
input, output, or outcome, was aligned with the Strategic Plan and the
Accreditation Self-Assessment Manual (SAM). Since some of the measures are
new, they have not yet been reported; N/R is used in this instance, which means
Not Reportable. Staff is working on collecting and evaluating the new
performance measures for alignment with each division’s outcomes.
The core document for Accreditation-driven continuous improvement is the SAM,
which addresses 259 performance indicators that cover the breadth of PFA’s
responsibilities. This document is a tool for PFA staff to appraise effectiveness of
service provided and plan for improvement where needed. The Accreditation
documents, including SAM, can be viewed at http://www.poudre-fire.org/about-
us/reports-surveys.
Within the program reports some of the Primary Self-Assessment
Category/Criterion measures indicate that they are a Core Competency. A core
competency measure identifies a pass/fail performance indicator regarding
Accreditation. There are 82 core competency performance indicators within the
Self-Assessment Manual that must be met in order to be a candidate for
Accreditation.
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 3
Community Safety and Service Division
Outcomes
CSS Division Outcomes
Strategic
Objective
Targeted Outcome Measures
Actual
2015
Actual
2016
Actual 2017
1C
% of residents voluntarily
registering with LETA for
emergency notifications
35% 40% 45%
1C
% of City employees with
applicable NIMS certifications
N/R N/R N/R
1C
% of at-risk residents (21
mobile home parks) receiving
fire safety education and
smoke/CO detectors
.5% 19% 86%
1C
Fire related casualties per
100,000 population in non-fire
sprinkler protected buildings
.04 .04 1.45
1C
Fire Related casualties per
100,000 population in fire
sprinkler protected buildings
0 0 0
1D
% of residences with smoke
alarms within PFA’s district
N/R N/R
Proposed
2018 survey
1D
% of residences with working
carbon monoxide alarms within
PFA’s district (as surveyed)
N/R N/R
Proposed
2018 survey
1D
# of businesses inspected with
no identified violations on initial
inspection/# of businesses in
compliance on re-inspection
N/R N/R
Pending
new 2018
RMS
System
4 Courage, Leadership, Duty
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Courage, Leadership, Duty 5
Fire Investigations/Prevention Support
N/R = Not Reportable
In 2017, the Poudre Fire Authority responded to 332 fire calls within the 235-
square-mile PFA service area, compared with 338 fire calls the previous year (a
decrease of 1.7%). For the majority of those calls, the fire’s origin and cause
was determined at the responding company level. In cases where the cause
cannot be easily determined, due to the extent of damage, possibility of arson, or
other circumstances, a fire investigator responds to the scene. During 2017, 140
fires, or 42%, required the response of a fire investigator to determine the origin
and cause of the fire.
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Reduce the
frequency
and severity
of
emergency
incidents
Core Competency
5D.8: An appraisal is
conducted, at least
annually, to determine
the effectiveness of
the fire investigation
program.
% of time on-
call Fire
Investigator
arrives at the
scene within
30 minutes of
dispatch
83% 91% 91%
% of
incendiary
fires closed
with arrest
33% 17% 17%
% of burn
permits
submitted
online
96% 96% 100%
% of burn
permits
issued or
denied within
2 business
6 Courage, Leadership, Duty
Fire Cause Summary (Total Fires)
Cause Number %
ACCIDENTAL 202 60.8%
INCENDIARY 29 8.7%
NATURAL 4 1.2%
UNDETERMINED 97 29.3%
Total 332 100.0%
Partnerships continued with local, state, and federal law enforcement agencies in
2017. Fort Collins Police Services (FCPS), Larimer County Sheriff’s Office
(LCSO) and the Colorado Bureau of Investigation (CBI) assisted Poudre Fire
Authority on 23 fires during the year.
Law Enforcement Assistance to PFA Investigators
Agency Number % of Law % of Total Fires
ATF 0 0.0% 0.0%
CBI 1 4.3% 0.3%
CSUPD 0 0.0% 0.0%
FCPS 16 69.6% 4.8%
TIMPD 0 0.0% 0.0%
LCSO 6 26.1% 1.8%
Total 23 100.0%
Arson will always be a difficult crime to prosecute, due to its covert nature and
the fact that fires destroy much of the evidence. Thanks to thorough
investigations and cooperative relationships with our law enforcement partners, a
total of 29 cases were determined to violate Colorado arson statutes. 12 of those
29 cases resulted in an arrest, citation, or a referral to PFA’s Juvenile Firesetter
Intervention Program. In total, seventeen individuals were contacted in
connection with arson cases. Of those, nine individuals were arrested or cited for
arson and eight individuals were referred to PFA’s Juvenile Firesetter
Intervention Program in 2017, compared to 4 arrests in 2016. This reflects an
arson clearance rate of 41%, which is above the national average, typically
between 15% and 20%.
Case Disposition
Type Number %
Arrests Made 12 3.6%
Cases Closed 306 92.2%
Cases Not Closed * 27 8.1%
Total Cases 332
*Pending cases awaiting further information for final disposition
The total number of incendiary fires, as well as incendiary fires in structures,
increased slightly in 2017. Some of the motives encountered in 2017 include
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 7
revenge situations, vandalism, excitement, and fire play/curiosity. The total fire
loss for 2017 was $2,996,569. This reflects a 30% increase from 2016. The total
dollar loss from intentionally-set fires was higher in 2017. This was due to the fact
that the majority of the incendiary fires in 2016 were set outside and extinguished
before spreading to structures or vehicles. The monetary value of the structures
and property lost from incendiary fires in 2017 was a small percentage of the
total fire loss for this year.
Fire Protection Systems
New fire sprinkler system installations increased by 131 new systems. This
change increased the number of buildings protected by fire sprinklers from 1,532
to 1,663.
1,202 1,214 1,236 1,256
1,283 1,313
1,383
1,460 1,532
1,663
-
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Total Systems
Total Fire Sprinkler Systems
Type 2016 2017
% of CHANGE from
2014 to 2015
Total Fires 338 332 -1.8%
Total Incendiary 30 26 -13.33%
Structure/Incendiary 5 7 40%
All Other Incendiary 25 19 -24%
% Total Incendiary 8.8% 7.8%
Total Dollar Loss $2,144,049 $2,996,569 39.76%
Total Dollar Loss
Incendiary
$16,400 $64,380 292.56%
% Total Dollar Loss
Incendiary
.76% 2.1%
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8 Courage, Leadership, Duty
Activity 2016 2017
% of Change
2015/2016
Total Fire Sprinkler Systems 1,532 1,663 8.6%
New Sprinkler System Installations 72 131 82%
Sprinkler System Upgrades 182 166 -8.8%
Residential Fire Sprinkler Systems
Reviewed
17 13 -24%
New Fire Alarm Installations 196 166 -15.3%
Spray Booths Installed 4 3 -25.0%
Fire System Permits/Plan Reviews 506 516 1.98%
N/R = Not Reportable
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Reduce the
frequency
and severity
of
emergency
incidents
5B.4: A plan review
process is in place to
ensure that buildings
and infrastructure (e.g.,
hydrants, access, street
width, etc.) are
constructed in
accordance with
adopted codes and
ordinances.
% of plan
reviews
completed
within 10
days of
request
N/R 69.5% 50%
CC 5B.3: The program
has adequate staff with
specific expertise to
meet the fire
prevention/life safety
goals and objectives.
% of
identified
alarm
systems
Courage, Leadership, Duty 9
Inspection Services
*All violations are brought up to code; however, inspections and re-inspections
do not always occur within the same calendar year.
INSPECTION SERVICES COMPARATIVE ANALYSIS
Activity 2016 2017
% of
Change
Total Businesses on
Record
6,684 6,448 -3.53%
Inspections Conducted 5,180 6,846 32.16%
Total Businesses
written for violations
1,727
Activity 2016 2017 % of Change
Total businesses and
multifamily residences on
record
6,684 6,905 3.31%
Total sprinkled businesses 2,382 2,309 -3.06%
Total multifamily residential
homes
287 431 50.17%
Total sprinkler inspections
completed
2,118 2,331 10.06%
Total general inspections
completed in non-sprinkled
businesses
3,062 1,092 -64.34%
Total businesses written for
violations*
1,727 1,238 -28.31%
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10 Courage, Leadership, Duty
N/R = Not Reportable
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measure
2015
Actual
2016
Actual
2017
Actual
Reduce
the
frequency
and
severity of
emergency
incidents
Core Competency
5B.8: An appraisal
is conducted, at
least annually, to
determine the
effectiveness of the
fire prevention
program and its
efforts in risk
reduction.
Assigned
biannual,
annual,
and three
year
rotation
inspections
and the
percentage
complete
55% 60% 82%
% of
sprinkler
systems
activated
by fire
8.93%
(5 fires)
13.33%
(6 fires)
5.88%
(2 fires)
# of
sprinkler
system
activations
due to
freezing/#
Courage, Leadership, Duty 11
Office of Emergency Management
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Promote
emergency
prevention,
preparation,
response,
mitigation,
and
recovery,
across the
organization
in
collaboration
with other
community
efforts
Safe
Community –
Provide a
safe place to
live, work,
and play.
(City of Fort
Collins)
CC 5H.1: The
agency publishes an
all-hazards plan that
defines roles and
responsibilities of all
participating
departments and/or
external agencies.
An appropriate
multi-agency
organizational
structure is identified
and authorized to
carry out the all-
hazards plan
predetermined
functions and duties.
5H.2: The agency is
compliant with the
National Incident
Management
System (NIMS) and
12 Courage, Leadership, Duty
Public Affairs and Education
WHAT PUBLIC AFFAIRS AND EDUCATION DOES
PFA’s public education program works toward reducing risks that are consistent
with those identified in PFA’s Standards of Cover, as well as dynamic risks that
fluctuate by type, location and timing in PFA’s 235-square-mile service area. The
team is dedicated to empowering people who live, work, play in and visit this
area to live their safest lives, through targeted educational programs and events;
provision of services, such as child car seat checks and smoke-alarm
installations; and educational communications through a variety of in-person and
digital means.
WHO IS SERVED AND HOW
PFA’s Community Risk-Reduction (CRR) efforts are designed to align with
specific populations of people with specific needs. These are constantly changing
and based on call data, demographic data, anecdotal evidence and more. In
summer 2017, PFA’s Public Education team re-evaluated the age groups it
serves, and established agreed-upon definitions for the types of public-education
services PFA provides.
Preschool (0-5); Elementary (6-10); Middle school (11-14); High school (15-19);
Young adult (20-24) *CSU typically; Adult (25-54); and Older adult (55+)
The program’s work is broken into two parts: responding to requests for service
from the community –car seat checks or fire station tours –, and designing,
implementing and measuring public education-driven programs that address
particular risks.
DATA AND ANALYSIS
Data is at the heart of Public Affairs and Education. The team strives to identify
target groups, community needs, firefighter needs, risks, and tie those together
into meaningful, outcome-based programs that align with PFA’s accreditation and
strategic plans.
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Courage, Leadership, Duty 13
As is the case nationwide, it is sometimes difficult to show that a particular public
education effort had a specific impact or outcome. Correlation can often be
shown, but not necessarily causation. Ultimately, it’s a complex science of
blending quantitative and qualitative (often anecdotal) evidence to support
services provided by fire- and life-safety educators.
In the 2016 annual report, a drop from 2015 to 2016 in the overall number of
people educated was shown. That was due to two things: the team has
committed to saying “no” to events in which the team does not have meaningful,
educational interactions with attendees, and because of a change to recording
“meaningful interactions,” versus the estimated number of total attendees at a
given event. As shown below, PFA did increase its total contacts from 2016 to
2017. While this is a good measure of outputs, the Public Affairs and
Communication Manager will continue to work with the Data, Planning and
Analysis team to develop stronger outcome measures for the future. One such
example is tracking not just service request data per station, but breaking that
down into topics of these educational events and the age groups served at each.
In theory, the age groups involved in a fire in a particular station’s service area
will be tracked over time to reflect whether the number of people within a
particular age group involved with a particular emergency (fire, water rescue,
etc.) is going down.
In 2017, the public education team moved from primarily paper to digital data
entry of service requests and education efforts. In a new digital data-entry
system, the team started in summer 2017 tracking total teaching time by event.
In the future, the public education team should be able to demonstrate how much
time it spent teaching people across age groups, which has more meaningful
applications than a simple count of total number of people taught. For example,
PFA’s data show a need for more education of young adults, particularly in the
college-age range. Public Education Specialist Michael Durkin, in partnership
with the life-safety educators at CSU’s Housing and Dining Services, increased
the number and diversity of fire- and life-safety classes and events taught as part
of the fall 2017 FlashPoint event on CSU’s main campus. Throughout 2017,
Michael reached approximately 1,400 young adults and taught for approximately
99 hours.
In various snapshots of the data (by service type, station, etc.), there are some
decreases from 2016 compared to 2017. One likely reason is that the new data-
entry tool is not yet fully adopted by everyone at PFA. While different forms of
training have occurred, there is more to be done on an ongoing basis.
OUTPUTS AND OUTCOMES
One tangible and exciting outcome in 2016 is tied to the work of Education
Specialist Michael Durkin and his leadership of smoke- and carbon monoxide-
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14 Courage, Leadership, Duty
alarm installation events in low-income and high-risk mobile home parks and
neighborhoods within PFA’s service area. His data from three mobile home parks
(low-income and 55+) show that, in the six months following an alarm installation
overall calls for medical- and fire-related calls decreased.
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Courage, Leadership, Duty 15
Technical Services
* This includes large scale projects which in some cases took months to complete. Examples
include: CSU Biology, CSU Stadium, College 830 Housing, CSU Chemistry, Affinity Affordable
Senior Housing, Avago, and Foothills Multi-Family
Development Reviews
Year Development Reviews % of Change
2017 454 -2.16%
2016 464 16.29%
Building Plans Reviewed
Review Types 2015 2016 2017 % of Change
New Building 103 124 121 -2.42%
Tenant Finish 272 228 201 -11.84%
Amplified Communication Systems 14 8 18 125%
Fuel Tank Removals/Installs 13 14 39 178.57%
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Reduce
the
frequency
and
severity of
emergency
incidents
5B.4: A plan
review process is in
place to ensure
that buildings and
infrastructure (e.g.,
hydrants, access,
street width, etc.)
are constructed in
accordance with
adopted codes and
ordinances.
% of tenant finish
reviews
completed within
7 days of
submittal
In
Revision
In
Revision
61%
% of plan reviews
completed within
10 days of
submittal
16 Courage, Leadership, Duty
Operations Division Outcomes
Operations Division Outcomes
Strategic
Objective
Targeted Outcome Measures Actual 2015
Actual
2016
Actual
2017
1A
% of time fire interceded upon
prior to flashover
Metrics in
place for
monitoring in
2016
92.5% 90.12%
1A
% change in 1
st
arriving total
response time to moderate-risk
emergent fire incidents in the
urban response area
+2.67% -4.72% -7.85%
1A
% change in 1
st
arriving total
response time to moderate- risk
emergent fire incidents in the
suburban response area
+5.2% -2.82% -14.05%
1A
% of residential property value
saved in occupancies impacted
by Structure Fire
N/R N/R 96.84%
1A
% of commercial property value
saved in commercial
occupancies impacted by
Structure Fire
N/R N/R 98.77%
3D
% of Citizen Survey
respondents rating PFA service
as good or very good
(residential/business)
No Survey 98%
No
Survey
3D
% approval rating from
customers on Response Card
Surveys
99% 97% 92%
N/R = Not Reportable
3.2
Courage, Leadership, Duty 17
Customer Assistance Response Team (CART)
• Assisted 39 individuals during and after emergencies.
• CART was dispatched to respond 30 times and responded 96.6% of the
time.
• With a no-cost agreement with two local hotels, CART was able to provide
temporary shelter following emergency operations for 12 customers on
four separate occasions.
• PFA continues to use a single source restoration company under a
contractual agreement for board up services.
• CART contacted the American Red Cross for assistance on eight
occasions.
• The restoration company was used for board up services on 13
emergency calls. On two occasions, the homeowner or management
company contacted their own restoration company.
• CART responded on 22 structure fires, two motor home fires, two sprinkler
activations, two wildland fires, one natural gas leak, and one witnessed
auto accident.
Fire Suppression
In 2017, the Poudre Fire Authority experienced a 5.56% increase in total calls (in-
and out-of-district). This represents a request for service on the average of one
call every 24 minutes or 60.81 incidents per day.
Attached is graphic information on calls responded to by PFA in 2017 and
comparison statistics for previous years.
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18 Courage, Leadership, Duty
In 2017, 85.88% of in-district calls were inside the City limits and 14.12% were in
the Poudre Valley Fire Protection District.
2017 90
th
Percentile Response Baseline Performance
First-Arriving Unit
Response
Zone
2017
1
st
Quarter
2017
2
nd
Quarter
2017
3
rd
Quarter
2017
4
th
Quarter
2017
Aggregate
Urban 7:13 7:19 7:19 7:12 7:16
Suburban 9:14 9:12 9:34 9:19 9:39
Rural 14:46 16:19 14:33 14:38 15:16
Total response time performance measured for the first arriving PFA unit on emergent calls for
service. This includes call proccessing, turnout, and travel time. Data measured only for engine
and support companies. (n = number of incidents)
0
1,500
3,000
4,500
6,000
7,500
9,000
10,500
12,000
13,500
15,000
16,500
18,000
19,500
21,000
22,500
24,000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Annual Calls for Service
TEN YEAR CALL TREND
MEDICALS & RESCUES FIRES & EXPLOSIONS TOTAL CALLS
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Courage, Leadership, Duty 19
Station 1 continues to be PFA’s busiest station, with 18.18% of all calls occurring
in its area.
Station 1* 4,035
Station 5* 3,350
Station 4 2,769
Station 3 2,258
Station 2 2,065
Station 10 1,833
Station 6 1,768
Station 12 1,496
Station 14 1,247
Station 8 533
Station 7 519
Out of PFA Jurisdiction 165
Volunteer Stations 9 & 11 159
Total 22,197
*Stations 1 and 5 house two fire companies, and the total number of calls is for
both companies.
STA #1 - 18.19%
STA #5 - 15.09%
STA #3 - STA #4 - 12.47%
10.17%
STA #2 - 9.30%
STA #10 - 8.26%
STA #6 - 7.96%
STA #12 - 6.74%
STA #14 - 5.62%
STA # 8 - 2.40%
STA #7 - 2.34%
Out of PFA
Jurisdiction 0.74%
STA #9 & #11
0.72%
PERCENT OF TOTAL CALLS BY STATION
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20 Courage, Leadership, Duty
Call Type by NFIRS Category 2016 2017 % Change
Medicals 14,772 14,535 -1.60%
Good Intent Calls 3,087 4,152 34.50%
False Alarms 1,409 1,401 -0.57%
Service Calls 847 1,148 35.54%
Hazardous Conditions 506 550 8.70%
Fires/Explosions 348 362 4.02%
Other Requests for Service 59 49 -16.95%
Total 21,028 22,197 5.56%
MEDICALS 65.48%
GOOD INTENT 18.71%
FALSE ALARMS 6.31%
SERVICE CALLS
5.17%
HAZARDOUS
CONDITIONS 2.48%
FIRE/EXP 1.63%
OTHER 0.22%
PERCENT OF CALLS BY TYPE OF CALL
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 21
This graph reflects the total calls to which each piece of apparatus (company)
responded. Total calls on this chart are higher than actual total calls because
multiple apparatus can be dispatched to a single incident.
0
500
1000
1500
2000
2500
3000
3500
4000
E1
T1
Bat 1
Bat 2
BU1
E2
E3
E4
E5
L5
E6
E7
E8
E10
E12
E14
BR 9 & 11
Sfty 1
Boat 7
Number of Calls
CALLS PER APPARATUS
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22 Courage, Leadership, Duty
Hazardous Materials Response Team
In 2017 the PFA Hazmat Team billed $5,956 for reimbursement related to
responses to incidents in keeping with the Authority’s strategic goals of being
effective stewards of the community’s and PFA’s resources.
N/R = Not Reportable
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Promote
emergency
preparation,
response,
mitigation,
recovery and
resiliency
across the
organization
in
collaboration
with other
community
efforts
Core Competency
5F.5: Minimum
training and
operational standards
are established and
met for all personnel
who function in the
hazardous materials
response program,
including for incidents
involving weapons of
mass destruction.
Maintain eight
hazardous
materials
technicians per
shift
A Shift
N/R
A Shift
N/R
A Shift
7 techs
B Shift
N/R
B Shift
N/R
Courage, Leadership, Duty 23
Technical Rescue
Strategic
Goal
Primary Self-
Assessment
Category/
Criterion
Performance
Measure
2015
Actual
2016
Actual
2017
Actual
Reduce the
frequency
and
severity of
emergency
incidents
5E.5 Minimum
training and
operational
standards are
established for
all personnel
who function in
the technical
rescue
program
Delivery of
technical
rescue
discipline
Authority-wide
trainings
delivered in
accordance
with the
technical
rescue
operational
plan
4 4 4
Core
Competency
5E.1: Given the
agency’s
standards of
cover and
emergency
deployment
objectives, the
agency meets
its staffing,
response time,
apparatus and
equipment
24 Courage, Leadership, Duty
Technical Rescue Six-Year Summary (By Dispatch Type)
Call Type Description 2012 2013 2014 2015 2016 2017 6-Year Total
Elevator Rescue 51 48 91 96 89 106 481
Motor Vehicle
Accidents with
Extrication 40 77 74 57 78 55 381
General Rescue
Responses 5 11 5 8 7 7 43
Search for Lost
Persons 0 0 0 1 1 0 2
Water Rescues
(Swiftwater,
Stillwater, and Ice) 25 25 26 26 20 25 147
Total Per Year 121 161 196 188 195 193 1,054
Percent Change 2.54% 33.06% 21.74% -4.08% 3.72% -1.03% 7.66%
The above table represents the six-year activity trend for dispatched technical
rescue incidents responded to by PFA. This data indicates an average annual
increase of 9.33%.
121
161
196 188 195 193
0
50
100
150
200
250
2012 2013 2014 2015 2016 2017
Number of Citizen Requests
Citizen Requests for Technical Rescue Calls
2012 - 2017
3.2
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Courage, Leadership, Duty 25
Volunteer Program
N/R = Not Reportable
2017 Calls at Volunteer Stations
Station
1
st
Qtr 2017 2
nd
Qtr 2017 3rd Qtr 2017 4
th
Qtr 2017 2017
Calls Resp. Calls Resp. Calls Resp. Calls Resp. Calls Resp.
9 25 8 38 19 58 40 27 10 148 77
11 2 2 3 2 5 2 1 1 11 7
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Promote
emergency
prevention,
preparation,
response,
mitigation, and
recovery
across the
organization in
collaboration
with other
community
efforts
5G.1: Given the
agency's standards of
cover and emergency
deployment objectives,
the agency meets its
staffing, response time,
apparatus and
equipment deployment
objectives for each
type and magnitude of
emergency medical
incidents.
% of PFA
volunteers
attending
at least 12
volunteer
specific
training
26 Courage, Leadership, Duty
Station 9 Response from the last Friday in June through
the first Tuesday in September*
Year Calls in Area Responses Response Rate
2011* 25 1 4%
2012* 48 7 15%
2013* 27 4 15%
2014* 33 0 0%
2015* 33 14 42%
2016* 50 32 44%
2017* 71 49 69%
Wildland Team
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Reduce the
frequency and
severity of
emergency
incidents 5K: The agency
operates an
adequate, effective,
and efficient
program directed
toward wildland
firefighting.
Perform all
Wildland
Outreach and
Planning
Initiative
assessments
directly
requested by
homeowner
within 30 days
100% 100% 100%
Promote
emergency
prevention,
preparation,
response,
mitigation,
and recovery
across the
organization
in
collaboration
with other
community
Courage, Leadership, Duty 27
Synopsis of 2016 Wildland Statistics Included in this Report
Category Statistic Comment
PFA wildfire responses
94 In-district
and Mutual
Aide
Five year average is 78.4
fires
Home assessments made
previously and available online
1,279 to date
Data is available to
residents and emergency
responders
PFA out-of-district deployments
Three
deployments
Chetco Bar Fire, Oregon;
Rice Ridge Fire, Montana;
Thomas Fire, California
PFA Shift personnel completion
of wildfire refresher training
95%
PFA Responses to Wildfires
First
Quarter
Second
Quarter
Third
Quarter
Fourth
Quarter
Year to
Date
Avg. 2013-
2016
20.4 19.8 25 13.2 78.4
2017 28 18 29 19 94
3.2
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28 Courage, Leadership, Duty
Support Division Outcomes
Support Division Outcomes
Strategic
Objective
Targeted Outcome Measures
Actual
2015
Actual
2016
Actual
2017
1E
% of EMS cases adhering to
current EMS protocols
Under
Review
Under
Review
100%
1E
% patients treated for
respiratory distress that show
improvement after treatment by
PFA EMS
100% 100% 100%
3C
% diversity applicants—minority
identified
Under
Review
N/R
No Hiring
Process
3C
% diversity applicants —female
N/R N/R
No Hiring
Process
3C
% diverse recruit firefighters—
minority
25% 25% 25%
3C
% diverse recruit firefighters —
female
9% 9% 23%
3C
Workers’ Compensation
Experience Modifier
.86 .81 .80
N/R = Not Reportable
Blue Card and Fire
Behavior Training
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 29
Emergency Medical Services
N/R = Not Reportable
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Reduce the
frequency
and severity
of
emergency
incidents
Be an
accountable,
values-driven
workforce
that cares for
the
community
and each
other
Core Competency
5G.4: Standard
operating procedures
or general
guidelines, and
standing
orders/protocols, are
in place to direct
EMS response
activities and to meet
the stated level of
EMS response.
Passing
percentage of
pre-hospital
protocol test
(1
st
time
success rate)
N/R N/R N/R
Aggregate
percentage of
maximum
allowed
interventions
appropriately
administered
N/R N/R N/R
30 Courage, Leadership, Duty
1
1
1
1
1
2
2
5
6
8
11
11
11
12
13
15
15
17
18
24
26
34
37
45
53
55
60
77
79
87
90
93
136
145
170
182
213
309
331
337
356
381
417
475
502
532
573
616
808
961
0 200 400 600 800 1000 1200
Hyperventilation
Fainting
Unknown
Cold exposure / Localized
Anaphylactic Shock
Drowning / Near Drowning
Shock
Vaginal Bleed
Courage, Leadership, Duty 31
1
2
4
5
21
24
25
26
29
39
42
69
79
89
222
0 50 100 150 200 250
Tasar Probe Removal
Helmet Removal
King Tube
Soft Wrap
Patient Restraint
Suction
Automatic External Defibrillator
Airway Control (Nasal)
Wound Care
Assist Respirations
Airway Control (Oral)
CPR
Bleeding Control
Splint
Spinal Immobilization
PFA Medical Procedures Performed - 2017
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32 Courage, Leadership, Duty
1
2
3
5
11
13
23
140
479
0 100 200 300 400 500 600
Atrovent
Epinephrine - Intra Muscular
Benadryl
Nitroglycerine
Narcan Intra Nasal
Albuterol Sulfate - Nebulizer
Oral Glucose
Aspirin
Oxygen
PFA Medications Administered - 2017
12
43
57
89
107
381
425
544
996
5701
0 1000 2000 3000 4000 5000 6000
Blank
Treated on Scene - Transported by law
enforcement
Refusal of Ambulance Transport and Treatment -
PFA
Dead at scene
Treated on Scene - Transported by private
vehicle
Unknown
Transported by Ambulance - PFA in ambulance
Patient refused care
Treated on Scene - No Transport
Transported by Ambulance - PFA not in
ambulance
Patient Disposition - 2017
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Courage, Leadership, Duty 33
Emergency Medical Service Performance Management
*2016 was the first year of program implementation
Strategic
Goal
Primary Self-
Assessment
Category/
Criterion
Output Measures
2016
Actual*
2017
Actual
Reduce the
frequency and
severity of
emergency
incidents
N/A
Respond to inquiries from
NLCERA member agencies
and the transport provider
within one business day from
submittal
N/R 100%
Provide monthly response
performance reports to the
transport provider for data
comparison by the 5
th
day of
the month
N/R 100%
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34 Courage, Leadership, Duty
Equipment Maintenance
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2016
Actual
2017 Actual
Maintain
community
trust by being
effective and
accountable
stewards of
the
community
and PFA’s
resources
Core Competency 6D.1:
An apparatus
maintenance program is
established. Apparatus
maintenance is
conducted in accordance
with the manufacturer's
recommendations and
federal and/or
state/provincial
regulations. Attention is
given to the safety,
health, and security
aspects of equipment
operation and
maintenance.
Core Competency 6D.5:
Current standard
operating procedures or
general guidelines are in
place to direct the
apparatus maintenance
program.
Diesel
Fleet -
Ratio of
service
hours
compared
to total
miles
driven
N/R
1765
hours/172,348
miles =
97.6
Diesel
Courage, Leadership, Duty 35
Facilities Maintenance
N/R = Not Reportable
Strategic Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Maintain
community
trust by being
effective and
accountable
stewards of the
community and
PFA’s
resources
4B.3: Any projected
operating deficit
(expenditures
exceeding revenues in
a budge year) is
explained, and a plan
developed to rectify the
deficit.
Core Competency
6B.3: Physical facilities
are adequate and
properly distributed in
accordance with stated
service level and
standards of cover.
Core Competency
6B.4: Facilities comply
with federal,
state/provincial and
local codes and
regulations.
Energy
Usage
Metrics
N/R N/R N/R
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
36 Courage, Leadership, Duty
2017 Facility Service Requests by Station
2017 Facility Repair Cost by Station
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 37
Information Technology
N/R = Not Reportable
*Field checks of map coordinates fell in 2015 due to GIS workload on several
large projects. These checks will be completed prior to printing of map books
and GIS resumed the higher level of field checks in 2016.
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Be effective
stewards of
the
community
and PFA’s
resources
9C.3: Technological
resources (e.g.,
telecommunications
equipment, computer
systems, general
business software,
etc.) and the
information
management system
are appropriate to
support the needs of
the agency. Access is
available to technical
support personnel with
expertise in the
systems deployed by
the agency.
% Satisfaction
rating as
assessed on IT
end-user survey
N/R N/R 90%
% up-time for Fire
Records
Management
System
98.99% 99.5% 99.5%
% up-time for IT
infrastructure
N/R N/R 98%
Number of
suspected
malware
incidents/year
N/R 10 10
38 Courage, Leadership, Duty
Occupational Health & Safety Program
Injuries and Exposures
Workers’ Compensation Costs
The following chart illustrates the cost paid by PFA’s workers’ compensation
insurance carrier.
Experience Modifier
The experience modifier is the adjustment of annual premium on worker’s
compensation insurance based on previous loss experience. Three years of loss
experience are used to determine the experience modifier for the coming year.
0
50
100
150
200
250
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
Number of Injuries/Exposures
Injuries and Exposures
Exposures
Reported Injuries
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
$500,000
2010 2011 2012 2013 2014 2015 2016 2017
Claims Costs
Workers' Comp Claims Costs Paid by Insurance
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 39
Lost Time and Modified Duty
Another cost to PFA due to injuries is in lost time until an employee is returned to
full duties. Personnel can be placed on modified duty for injuries in which the
employee cannot work their normal duties without restrictions. Injury leave is
used when an employee has not been released for modified duty, which is
usually immediately after an injury or surgery until they have been cleared to a
modified duty status. Lost time is shown as how many 24-hour shifts of work a
firefighter was away from normal duties due to the injury.
Work-related modified duty plus Injury leave hours- shown as shift days missed
Severity of Injury
In 2013 PFA started tracking severity of injuries and exposures using the OSHA
recordable standard. This tracks injuries with treatment received beyond first aid.
0
0.2
0.4
0.6
0.8
1
1.2
2014 2015 2016 2017
Experience Modifier
Experience Modifier
0
50
100
150
200
250
300
2013 2014 2015 2016 2017
Shift Days
Shift Days Missed
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40 Courage, Leadership, Duty
Frequency
Frequency is shown using OSHA’s Recordable Accident Frequency. This is
calculated using the formula (# injuries x 200,000 / number of hours worked). A
lower frequency number relates to fewer injuries. This formula allows a national
comparison, which for the fire service, is 10.2.
Activity at Time of Injury and Injury Type
The charts below illustrate the activity at time of injury and the injury type based
on National Fire Protection Association classifications. Nationally fireground
injuries account for almost half of all injuries. The fireground is the most dynamic
and uncontrolled work environment and PFA personnel make significant efforts in
keeping this injury rate low in such conditions.
22 17 22
13 13
83
57
66
54
76
0
20
40
60
80
100
120
2013 2014 2015 2016 2017
Number of Injuries/Exposures
Severity of Injury
Non
Osha
0
2
4
6
8
10
12
2013 2014 2015 2016 2017
OSHA Frequency Rate
Frequency
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Courage, Leadership, Duty 41
Activity at Time of Injury 2017
EMS 16
Fireground 21
Training 22
Exercise 9
Routine/Station Duties 0
Responding/Returning 10
Other 10
TOTAL 89
18%
24%
25%
10%
0%
12%
11%
2017 Reported Injuries/Exposures by
Activity
EMS
Fireground
Training
Exercise
Routine/Station Duties
Responding/Returning
Other
31%
31%
19%
6% 8%
5%
2017 Reported Injuries/Exposures by
Injury Type
Overexertion/streain
Exposure
Other
Contact with Object
Fall, Jump, Slip
Struck by Object
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42 Courage, Leadership, Duty
Vehicle Accidents
The procedure that was implemented in late 2010 for self-critiquing accidents
and other incidents that result in lost or damaged PFA equipment is still being
used. The shift Safety Officers review the report with the individuals to assure all
the causal factors and lessons learned are determined.
0
5
10
15
20
25
30
35
40
2010 2011 2012 2013 2014 2015 2016 2017
Number of Accidents
Vehicle Accidents
Injury Type 2017
Overexertion/Strain 29
Exposure 29
Contact with Object 15
Struck by Object 5
Fall, Jump, Slip 7
Other 18
TOTAL 89
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Courage, Leadership, Duty 43
Vehicle Incident Cause 2017
Misjudgment 8
Backing 5
Fault of Other Driver 4
Failure to Yield to Emergency Vehicle 0
Equipment Failure 0
Other 2
TOTAL 19
Self-Contained Breathing Apparatus Maintenance
N/R = Not Reportable
42%
26%
21%
0% 0%
11%
2017 Vehicle Accidents
Misjudgment
Backing
Fault of Other Driver
Failure to Yield to Emergency
Vehicle
Equipment Failure
Other
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Be an
accountable,
values-driven
workforce that
cares for the
community
and each other
6F.5: A safety
equipment inventory
control and
maintenance tracking
system is in place and
current.
# of Service
Requests/#
of SCBA
Airpacks
N/R .66 .56
Non-
warranty
repair
cost/SCBA
unit
44 Courage, Leadership, Duty
Training Division
Training Hours
2017 the training division worked to maximize efficiencies with use of Target
Solution which is a Learning Management and Training Records Management
System. This new program allows PFA to focus on a competency-based training
program that meets industry standards and easily record these trainings.
A total of 51,708 training hours were recorded into PFA’s Target Solutions
Program for the year 2017. This report focuses on 32,996 notable training
category hours. These hours were analyzed by sanction and total hours by
category.
Sanctioned training hours consist of Target Solutions assignments distributed by
the Training Division. Non-sanctioned training hours consist of recorded
completions that are initiated by a shift, crew, or individual.
.
Figure 1 –2017 total training hours by category (PFA Target Solutions
data).
Percent of Sanctioned Training Hours by Category for 2017
0
5000
10000
15000
20000
25000
30000
2017 Sanctioned Training by Category
Sanctioned Training
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Courage, Leadership, Duty 45
Figure 2 – Percent (in hours) of each category of training for the year 2016 (PFA
Target Solutions data).
Training Facility Usage
The PFA’s Training Campus operates seven days a week, 12 months per year.
Figure 3 indicates the number of days PFA’s training facility is used during the
year. The figure demonstrates that the training facility is being used each day of
the year.
Figure 3 – Training facility use by days 2017 (PFA SharePoint Calendar data).
2.00%
44.00%
12.00%
9.00%
17.00%
2.00%
4.00% 7.00%
Percent of Sanctioned Training Hours by Category for
2017
Administration
Firefighter
EMS
Driver/Operator
Fire Officer
Wildland
Tech Rescue
Hazmat
0
50
100
150
200
250
300
350
400
Internal External Mixed FRFC TOTAL
Training Facility Use by Number of Days in 2017
usage
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46 Courage, Leadership, Duty
Figure 4 – Training facility use by days percentage (PFA SharePoint Calendar data).
Tuition Reimbursement/Education Requests
In 2017, the Training Division spent a total of $40,722 for tuition reimbursement
and educational class/conference requests.
Tuition reimbursement
Tuition reimbursement accounted for $17,245 in 2017. The Tuition
Reimbursement Program pays participants’ tuition expenses for accredited
college-level classes. Figure 5 indicates the five-year trend for tuition
reimbursement. Figure 6 indicates the number of employees by rank
participating in the tuition reimbursement program from 2012 to 2017. Table 1
represents a six-year trend for tuition reimbursement costs per request. The
decrease in average cost per student for 2014 and 2017 is related to the PFA
Fire Officer Professional Development Program. As part of a joint venture with
Colorado State University, PFA was able to negotiate reduced fees for its
employees.
1% 68%
8%
23%
Training Facility Use by Percentage of Days for 2017
Internal
External
Mixed
FRFC
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Courage, Leadership, Duty 47
Figure 5 – Tuition reimbursement trend for the period of 2012 through 2017 (JD Edwards Data).
Figure 6 – Comparison of the number of participants by rank for the period of
2012 through 2017 (JD Edwards Data).
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
'2012 2013 2014 2015 2016 2017
Tuition Reimbursement Program Costs for Years 2012-2017
amount
0
5
10
15
20
25
30
35
40
Number of Participants by Rank in Tuition Reimbursement Program
2012
2013
2014
2015
2016
2017
3.2
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48 Courage, Leadership, Duty
Average Cost Per Request for Tuition Reimbursement Program
Year Amount # of Requests Average Amount
2012 $9,024 8 $1,128
2013 $19,771 14 $1,412
2014 $30,400 37 $755
2015 $15,262 17 $898
2016 $18,095 16 $1,131
2017 $17,245 11 $1,568
Total $109,797 103 $6,892
Table 1 – Summary of tuition reimbursement costs as
an average per participant from 2012 to 2017 (JD
Edwards data).
Tuition reimbursement is a successful professional development tool for PFA. It
enables employees to complete college-level course work in management and
leadership relative to the fire service. It is an integral component of achieving
PFA’s strategic goal of professional development that is aligned with national-
level fire service recommendations.
Education requests
In addition to tuition reimbursement, the Training Division spent $23,447 on
education requests in 2017. Education requests are discretionary training
opportunities identified by members of PFA that are taught by outside instructors
or organizations. These can include conferences as well as classes hosted either
at PFA or by other organizations specifically related to the fire service industry.
Figure 7 represents approved educational requests by rank.
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 49
Figure 7 – Comparison of approved education requests by rank for the years 2013 to 2017.
In 2017, a total of 136 educational requests were received, of which 123 were
approved. The majority of educational requests came from personnel holding the
rank of firefighter, driver/operator or captain. In relation, most of these requests
were for topics in fundamental skills and task-oriented subjects. This is indicative
of the importance of this program for supplemental skill development for PFA
personnel. Specialty programs such as Hazmat, Wildland, and Tech Rescue
have individual budgets and are not included in these numbers.
Certification
The Training Division continues to be involved with Colorado Metropolitan
Certification Board (CMCB). The CMCB ensures compliance with national
firefighting standards through the CMCB certification program. At PFA,
certifications consist of Firefighter I and II, Fire Instructor I and II, Driver/Operator,
Hazmat Operations, Hazmat Technician, and Fire Officer I and II.
In 2017, 70 CMCB certificates were awarded to PFA personnel. The certificates
issued in 2017 represent all CMCB certifications available to PFA personnel.
Figure 8 is a comparison of the number of certificates issued by category
between 2013 and 2017.
0
20
40
60
80
100
120
140
2013
2014
2015
2016
2017
Educational Requests by Rank for Years 2013-2017
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50 Courage, Leadership, Duty
Figure 8 – Comparison of 2015 CMCB certificates earned for the years 2013 to 2017.
Training Center Operations & Maintenance
0
10
20
30
40
50
60
70
80
90
100
2013
2014
2015
2016
2017
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Maintain
community
trust by being
effective and
accountable
stewards of
the
community
and PFA’s
resources
8C.4: Apparatus and
equipment utilized for
training are properly
maintained in
accordance with the
agency’s operational
procedures, and are
readily accessible to
trainers and
employees.
Number of
trimester
inspections of
all facilities,
props and
equipment to
identify
potential
Courage, Leadership, Duty 51
Employee Training & Development
Strategic
Goal
Primary Self-
Assessment
Category/
Criterion
Output Measures
2015
Actual
2016
Actual
2017
Actual
Be an
accountable
values-
driven
workforce
that cares
for the
community
and each
other
8B: Training
and Education
Program
Performance
Training/
education
programs are
provided to
support the
agency’s
needs.
Basic Skills –
Completion rate of
Target Solutions
assignments within
designated timeframe
N/R 100% 100%
Driver Operator -
Completion rate of
Target Solutions
assignments within
designated timeframe
N/R 100% 100%
Driver Operator –
Provision of DO
academy during
calendar year
1 1 1
Truck Driver/Operator -
Completion rate of
Target Solutions
assignments within
designated timeframe
N/R 100% 100%
Officer Development –
52 Courage, Leadership, Duty
N/R = Not Reportable
Core
Competency
8B.4: The
agency
provides for
evaluation of
individual,
company, or
crew, and
multi-
company or
crew
performance
through
performance-
based
measurement
Review, develop and
deliver Company
Performance Tasks
(CPTs) used to
evaluate crews on core
competencies
One
time
Two
times
per
year
Two
times
per
year
Review, develop and
deliver Driver/Operator
competency
evaluations
N/R 1 1
8B.5: The
agency
maintains
individual/
member
training
records.
Maintain training
records/certifications
throughout the year to
NFPA standard
Analyze training
records annually for
ISO, regulatory, and
PFA policy compliance
100% 100% 100%
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 53
Recruit Fire Academy
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Revised
Be an
accountable,
values-driven
workforce that
cares for the
community
and each
other
Core Competency
8B.4:
The agency provides
for evaluation of
individual, company, or
crew, and multi-
company or crew
performance through
performance-based
measurements.
% of recruits
that complete
the FRFC
Recruit
Academy to
be certified at
a minimum of
Firefighter-I
and Hazmat
Operations
100% 100% 100%
7B.5: A new member
orientation program is
in place.
% of recruits
who
successfully
complete their
post academy
introductory
period within
one year
100% 100% 100%
% of recruits
who complete
a task book
prior to the
54 Courage, Leadership, Duty
Certification
N/R = Not Reportable
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Output
Measures
2015
Actual
2016
Actual
2017
Actual
Be an
accountable,
values-driven
workforce that
cares for the
community
and each
other
8A.4: The agency
has identified
minimum levels of
training required for
all positions in the
organization
% of
firefighters
possessing
required
certificates
based on their
eligibility and
current policy
100% 100% 100%
% of
firefighters
passing
training
programs and
obtaining
certifications
100% 100% 100%
8B.1 A process is
in place to ensure
that personnel are
appropriately trained.
% of Captains
and BCs
certified to
Fire Officer I
85% 100% 96%
% of Captains
certified to
Fire Officer II
N/R 32% 25%
Courage, Leadership, Duty 55
Administration Division Outcomes
Administration Division Outcomes
Strategic
Objective
Targeted Outcome Measures
Actual
2015
Actual
2016
Actual
2017
3C
7B.4: The agency’s workforce
composition is reflective of the
service area demographics or the
agency has a recruitment plan to
achieve the desired workforce
composition - % of minority
firefighters
N/R N/R >15.5%
3C
Demographic Data (hiring diversity)
- % diverse recruit firefighters -
minority
25% 25% 6%
3C
Demographic Data (hiring diversity)
- % recruit firefighters - female
9% 9% 23%
4B
% of budget underspent at year-
end
2.2% 4.64% 3.09%
4B
Percent of accepted 2015
Accreditation Peer Team
Recommendations Implemented
20% 50% 50%
4D
Financial audit findings indicating
financial statements are in
compliance with established
accounting practices
100% 100% 100%
Strategic Plan Internal Stakeholders
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
56 Courage, Leadership, Duty
2017 PERFORMANCE COMPARISONS
The 2015 Strategic Plan was approved by the PFA Board in March 2015, and
sets long-term direction for the Authority; the goals of this Strategic Plan are to
focus on the next three to five years; align the Strategic Plan with the
Accreditation process; and reflect current organizational needs. The Authority’s
goals and targeted outcomes are well aligned with the PFA Annual Budget and
Accreditation process to measure the performance of fire protection and
emergency service delivery at a macro level.
The benchmark survey is a means of comparing PFA’s performance against
other jurisdictions to assess how well the Authority is performing. The target
outcomes are displayed in graphs providing actual values and a 5-year history for
PFA and national data when available (2017 national data will become available
between September and November, 2018). The 2017 Benchmarking survey
participants have been reviewed and changes made to reflect comparable
population, college or university in community, non-municipal fire departments
(where possible), and accredited agencies thereby creating a more accurate
comparison and aligning long-term direction. The participants include Arvada
Fire Protection District, Boulder Fire Rescue, South Metro Fire Protection District,
Colorado Springs Fire Department, Littleton Fire Rescue, Gainesville Fire
Rescue (FL), Corvallis Fire Department (OR), Guelph Fire (Ontario, Canada),
Rockford Fire Department (IL), Grand Rapids Fire Department (MI), Bellevue Fire
Department (WA). In 2017, staff evaluated the benchmark survey and made
changes to align long-term direction. The 5-year PFA history provides a means
for citizens to assess how PFA has performed historically, and, where available,
how PFA compares on a national level.
The target outcomes are organized into four areas related directly to the Goals
outlined in the 2015 Strategic Plan. This provides a picture of how PFA is doing
in relation to the outcomes and whether performance is improving in relation to
goals.
Target Outcome 1A – Achieve compliance with published Standards of
Cover (SOC) document
This is an ongoing, continuous improvement effort aimed at ensuring the PFA is
continuously positioning resources and evaluating processes with the ultimate
goal of placing the appropriate resources on scene in the shortest amount of time
within current system constraints. The Risk Assessment and Standards of Cover
can be viewed at: http://www.poudre-fire.org/home/showdocument?id=2983
Goal 1
“Reduce the frequency and severity of emergency incidents.”
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 57
Target Outcome 1B – Decrease overall response times to emergency
requests for service
Through the accreditation process this measure has changed from average
response time to percentile response time. In the accreditation model fire
departments do not report average response times, rather the time of arrival on-
scene of the first due unit 90% of the time. This is measured from the time of
dispatch to the time of crew arrival for all emergent incidents. Utilizing the 90th
percentile is a better measure for driving continuous improvement in response
times due to the ability to assess a gap in response performance earlier than
utilizing an average.
Improved total response time to 7 minutes 16 seconds for first arriving unit to
emergent incidents in the urban area (from dispatch greeting to PFA arrival
greeting) 90% of the time. Through the accreditation process, call-processing
times have been reduced by one minute compared to the performance in 2014.
In addition, PFA is continuing to use the accreditation process to strive for
response times that meet or exceed PFA’s standard of 6:20 in the urban area.
Target Outcome 1C – Increase public awareness and change behaviors
related to everyday safety threats
In 2017, three separate, unrelated fire deaths occurred in PFA’s jurisdiction; two
from cooking incidents and one from spontaneous combustion. Prior to 2017,
the last fire death (caused by careless use of smoking materials) in PFA’s
jurisdiction occurred in 2012.
8:36 8:37
7:45 7:23 7:16
0:00
1:12
2:24
3:36
4:48
6:00
7:12
8:24
9:36
2013 2014 2015 2016 2017
Response Time
90th Percentile Response Times for
First Due Unit
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
58 Courage, Leadership, Duty
0
1
2
3
4
5
6
7
Civilian Deaths
Fire Department
2017 Civilian Fire Deaths
B
E
T
T
E
R
0
0.2
0.4
0.6
0.8
1
1.2
2013 2014 2015 2016 2017
Civilian Deaths Per 100,000 Population
PFA & Nation Civilian Fire Deaths
Per 100,000 Population and
5-Year History
PFA Nation PFA 5-Year Average
B
E
T
T
E
R
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 59
0
1
2
3
4
5
6
7
8
9
10
Injuries per 100,000 Population Served
Fire Department
2017 Civilian Fire Injuries
Per 100,000 Population
B
E
T
T
E
R
0
2
4
6
8
2013 2014 2015 2016 2017
Civilian Injuries
PFA & Nation Civilian Fire Injuries
Per 100,000 Population
5-Year History
PFA Nation PFA 5-Year Average
B
E
T
T
E
R
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
60 Courage, Leadership, Duty
Target Outcome 1D – Increase the safety of the built environment
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
Fires Per 1,000 Population
Fire Department
2017 Number of Fires
Per 1,000 Population
B
E
T
T
E
R
Strategic
Goal
Primary Self-
Assessment
Category/
Criterion
Performance
Measure
2015
Actual
2016
Actual
2017
Actual
Reduce the
frequency
and
severity of
emergency
incidents
Core Competency
5B.1: The
authority having
jurisdiction has an
adopted fire
prevention code.
Most current
International
Fire Code
adopted and
implemented
with City and
County
100% 100% 100%
3.2
Packet Pg. 177
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 61
Target Outcome 1E – Increase EMS performance for identified key
treatment outcomes
Initiatives to reduce the frequency and severity of emergency incidents include
PulsePoint implementation and EMS contract implementation. Outcome data for
EMS contract compliance is reflected on page 33.
In 2015 PFA entered into a contract with Poudre Valley Health Systems as the
sole emergency ambulance provider for the PFA’s jurisdiction and surrounding
areas in Larimer County. This is the first contract of its kind in PFA’s jurisdiction
and has resulted in expanded services, increased staffing, as well as a reduction
in PFA’s Advanced Life Support partner’s response times.
0
1
2
3
4
5
6
2013 2014 2015 2016 2017
Fires
PFA & Nation Number of Fires
Per 1,000 Population
5-Year History
PFA Nation
B
E
T
T
E
R
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
62 Courage, Leadership, Duty
Target Outcome 2A – Effectively prepare the community for natural and
man-made disasters
Target Outcome 2B – Improve the Authority’s ability to respond and
recover from uncommon or catastrophic events
Target Outcome 2C – Enhance emergency management capabilities within
the Authority
Target Outcome 2D – Partner with the City of Fort Collins to foster a safe
community
Please refer to page 12 - Public Affairs and Education Program, page 17 - Fire
Suppression Program, and page 11 - Office of Emergency Management
program.
Target Outcome 3A – Provide services that attend to the social safety
needs of residents in a caring manner
PFA’s goal is to maintain an 85% overall satisfaction rate with residents. In
2012, a survey was conducted by CSU to understand community residents’
perceptions of the job PFA does in providing emergency services, understand
the extent that community residents are aware of fire safety practices and the
extent they follow such practices, and understand businesses’ perceptions of the
job PFA does in providing emergency and non-emergency services to business
customers. Approximately 78% of fire safety guidelines are practiced by
residents in the community, and in general, if the guideline was known about, it
was followed. However, through the survey it was found that elderly and lower
income respondents tended not to follow the fire safety guidelines as tightly as
others. This survey is not conducted annually; the most recent responses are
from 2012.
Goal 3
“Be an accountable, values-driven workforce that cares for the
community and each other.”
Goal 2
“Promote emergency prevention, preparation, response, mitigation, and
recovery across the organization in collaboration with other community
efforts.”
3.2
Packet Pg. 179
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 63
PFA Citizen Satisfaction Survey Performed by CSU
Scale: 1 = Extremely Poor, 5 = Extremely Well
1993 1998 2006 2012
Responds within appropriate timeframe 4.4 4.6 4.5 --
Demonstrates Care for Persons 4.6 4.6 4.5 4.5
Demonstrates Concern for Property 4.3 4.4 4.4 4.5
Cooperation with Other Agencies 4.5 4.4 4.4 --
Handles Incident in Professional Manner -- -- 4.7 4.7
Provides accurate information related to the emergency -- -- 4.4 4.5
Provides follow-up services after an emergency -- -- 4.1 4.0
City residents are surveyed by the National Research Center on municipal
services and they compare their findings to national benchmarks as shown in the
following table.
Type of
Service
Quality of Service Rating
Very Good/Good
2008 2010 2012 2013 2015 2017
2013
National
Comparison
2017
National
Comparison
Overall Fire
Services 94% 96% 85% 89% 87% 89% Similar Lower
Fire Response
Time -- -- 84% 89% 87% 91% Above Similar
Emergency
Preparedness -- -- 75% 80% 76% 79% Much Above Much Higher
Fire
Prevention/Edu
cation
-- -- 72% 74% 78% 74% Much Above Similar
Overall, ratings for the majority of safety services stayed strong from 2008 to
2017. Differences in ratings for fire services overall could be due, in part, to
changes in question wording as well as the addition of other, more specific fire‐
related safety services.
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
64 Courage, Leadership, Duty
PFA’s goal is to maintain a 90% overall satisfaction rate with businesses. This
survey is not conducted annually; the most recent responses are from 2012.
Evaluations of Inspections with PFA (CSU Business Survey)
Scale: 1 = Extremely Poor, 5 = Extremely Well
1998 2006 2012
From visit to visit PFA personnel provide consistent
information regarding the International Fire Code
-- 4.6 4.2
PFA personnel respect your time when conducting a fire
code inspection
4.6 4.7 4.7
PFA personnel provide adequate safety training -- 4.3 4.2
PFA personnel provide adequate emergency evacuation
information
-- 4.3 4.2
PFA personnel provide adequate information if they find a
fire code violation in your workplace
4.6 4.7 4.6
PFA personnel offer adequate guidelines to assist you with
correcting code violations
4.5 4.7 4.6
Visit to visit, the PFA is consistent in what they cite as a
code violation
4.4 4.5 4.5
PFA’s goal is to maintain a 95% satisfaction rate with emergency response. This
measure is intended to measure satisfaction soon after emergency service is
received. PFA continues to receive high marks in emergency response
satisfaction.
3.2
Packet Pg. 181
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 65
2017 Emergency Response Service Survey Results
Total Number of surveys mailed 999
Total Number of surveys returned 168
Percentage of surveys returned 15%
Excellent Good Fair Poor N/A
No
Answer
1. How easy was it
to report your
emergency to
the 911
dispatcher?
87.5% 6.55% 0.60% 1.19% 4.17% 0.00%
2. Rate our
response time.
86.31% 9.52% .60% 1.19% 0.60% 0.00%
3. Rate the
courtesy of the
Firefighters on
the scene.
94.05% 4.17% 1.19% 1.19% 0.60% 0.00%
4. Were all our
actions clearly
explained?
89.29% 9.52% .6% 1.19% 0.60% 0.00%
5. How would you
rate our overall
services
provided?
94.05% 4.76% 0.00% 1.79% 0.60% 0.00%
Target Outcome 3C – Maintain and enhance an accountable, well-qualified,
inclusive, diverse and safety-conscious workforce
No deaths are the only acceptable goal for PFA. While there are always risks
inherent in firefighting, these risks can be reduced by extensive training,
adequate equipment, sound operational policies and proper analysis of the risks
and benefits taken by each firefighter when engaged in emergency operations.
PFA has not had a line of duty death, and continued that trend in 2016 with zero
firefighter deaths.
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
66 Courage, Leadership, Duty
Please refer to the Occupational Health and Safety program on page 39.
Target Outcome 3E – Engage PFA members in creating an effective and
consistent exchange of information
Please refer to the Information Technology program on page 38 and the Public
Affairs and Education program on page 12.
Target Outcome 3F – Maintain a support network that provides for the
emotional, physical, and safety needs of the PFA Family
0
1
2
Deaths
Fire Departments
2017 Firefighter Deaths
B
E
T
T
E
R
No firefighter
deaths were
reported by any
comparison
departments.
3.2
Packet Pg. 183
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 67
N/R = Not Reportable
Target Outcome 4A – Optimize alternate service response and staffing
models
RAM Trial Period
A trial was initiated in early 2017 to measure alternative deployment strategies to
meet increasing call volume of low acuity medical responses. The trial period
definitively showed a significant impact in addressing the increasing volume of
low acuity medical responses and demonstrated not only a better response
reliability, but that Station 1 is responding to the higher acuity calls for which the
unit is designed.
Strategic
Goal
Primary Self-
Assessment
Category/Criterion
Performance
Measure
2015
Actual
2016
Actual
2017
Actual
Be an
accountable,
values-driven
workforce
that cares for
the
community
and each
other
7F.7: A process is in
place to investigate
and document
accidents, injuries
and legal actions,
etc., which is
supported by the
agency's information
management system.
Recordable
Accident
Frequency: #
of injuries x
200,000 /
number of
hours worked
9.7 6.8 N/R
Goal 4
“Maintain community trust by being effective and accountable stewards of
the community and PFA’s resources.”
3.2
Packet Pg. 184
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
68 Courage, Leadership, Duty
2017 Station 1 Call Volume
Engine 1 / RAM 1
Reliability (RAM operational period)
Jan 1 – July 2, 2016 / Jan 1 – July 2, 2017
17
8 38 42 45
29 33
34
34
50
69
92
8
28
46
44
0
50
100
150
200
250
Sunday Thursday Friday Saturday
Number of Calls
Day of Week
RAM Others
RAM LAM
E1 Others
E1 LAM
84% 87%
86% 88%
81%
90%
98%
89% 91%
93%
88%
98%
94%
88% 86%
80%
91%
88% 89%
85%
92%
74%
0%
20%
40%
60%
80%
100%
120%
E1 E2 E3 E4 E5 E6 E7 E8 E10 E12 E14
Reliability
Unit
Sum of 2016
Sum of 2017
3.2
Courage, Leadership, Duty 69
Intercede Before Flashover
PFA’s goal is to intercede before fire extends beyond the room of origin in 80% of
all structure fires within the urban service area. This measures the success of all
Authority services (education, prevention, and response) in controlling fires
before they extend beyond the room in which the fires started, thereby
threatening more lives and property and running the risk of losing control of the
fire.
Flashover is the stage of a structure fire when it becomes extremely dangerous
to occupants, destructive to structures, and hazardous to firefighters. During a
flashover, temperatures and conditions are intense and an entire room can burst
into flames, causing a fire to spread to other parts of the structure. By containing
a fire to its room of origin, either through rapid fire department response, fire
sprinklers or fire containment, fire loss and injuries to occupants and firefighters
can be reduced. Delaying flashover also allows more time to complete a search
and rescue of the burning room or allow a firefighter to go above a fire to rescue
a trapped victim. Delaying flashover and fire spread can limit fire loss and injuries
to occupants and firefighters.
90.4 91 89.8
0
10
20
30
40
50
60
70
80
90
100
2015 2016 2017
Percent of Time Interceded before Flashover
Percent of Time PFA Intercedes before Flashover
(contained to room of origin)
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
70 Courage, Leadership, Duty
The PFA goal is to maintain an insurance rate as low as possible within the City
of Fort Collins and the urban area of the Poudre Valley Fire Protection District. In
2015, ISO rated PFA at a 2 due in part to transitioning a volunteer station to a
fully-staffed station in Timnath.
0
1
2
3
4
5
ISO Rating
Fire Department
2017 Urban ISO Rating Per Community
B
E
T
T
E
R
0
1
2
3
4
2013 2014 2015 2016 2017
ISO Rating
PFA Urban ISO Rating 5-Year History
B
E
T
T
E
R
3.2
Packet Pg. 187
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 71
PFA’s goal is to limit direct estimated fire loss.
$0
$10
$20
$30
$40
$50
$60
$70
Loss Per Capita
Fire Department
2017 Fire Loss Per Capita
B
E
T
T
E
R
$0
$10
$20
$30
$40
$50
2013 2014 2015 2016 2017
Loss Per Capita
PFA & Nation Fire Loss Per Capita
5-Year History
PFA Nation PFA 5-Year Average
B
E
T
T
E
R
3.2
Packet Pg. 188
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
72 Courage, Leadership, Duty
$0.00
$0.02
$0.04
$0.06
$0.08
$0.10
$0.12
$0.14
PFA CO Boulder CO
Fire Department
2017 Loss Per $1,000 Property Protected
B
E
T
T
E
R
$0.00
$0.05
$0.10
$0.15
$0.20
$0.25
2013 2014 2015 2016 2017
Fire Loss
PFA Loss Per $1,000 Property Protected
5-Year History
PFA Annual Loss per $1,000 Property Protected PFA 5-Year Average
B
E
T
T
E
R
3.2
Packet Pg. 189
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 73
In 2013, there were two multi-family apartment structures with combined losses
of $950,000, and a large-loss commercial building fire with a $1,200,000 loss.
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
Loss Per Fire
Fire Department
2017 Fire Loss Per Fire
B
E
T
T
E
R
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
2013 2014 2015 2016 2017
Loss Per Fire
PFA & Nation Fire Loss Per Fire
5-Year History
PFA Nation
B
E
T
T
E
R
3.2
Packet Pg. 190
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
74 Courage, Leadership, Duty
Target Outcome 4B – Maintain a high level of financial accountability
Measures of Progress for this target outcome include achievement of the
Government Finance Officers Association recognition for budget presentation
and comprehensive annual financial report, as well as providing an annual report
to City Council.
The Government Finance Officers Association of the United States and Canada
(GFOA) presented a Distinguished Budget Presentation Award to Poudre Fire
Authority, Colorado for its annual budget for the fiscal year beginning January 1,
2017. This was the 18th consecutive year that PFA has achieved this prestigious
award. In order to receive this award, a governmental unit must publish a budget
document that meets program criteria as a policy document, as an operations
guide, as a financial plan, and as a communications device.
This award is valid for a period of one year only. Staff believes the current
budget continues to conform to program requirements, and is being submitted to
GFOA to determine its eligibility for another award.
3.2
Packet Pg. 191
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 75
The Government Finance Officers Association of the United States and Canada
(GFOA) awarded a Certificate of Achievement for Excellence in Financial
Reporting to Poudre Fire Authority for its comprehensive annual financial report
for the fiscal year ended December 31, 2016. This was the fourth consecutive
year that PFA has achieved this prestigious award. In order to be awarded a
Certificate of Achievement, a government must publish an easily readable and
efficiently organized comprehensive annual financial report. This report must
satisfy both generally accepted accounting principles and applicable legal
requirements.
A Certificate of Achievement is valid for a period of one year only. Staff believes
that the current comprehensive annual financial report continues to meet the
Certificate of Achievement Program’s requirements and is being submitted to the
GFOA to determine its eligibility for another certificate.
3.2
Packet Pg. 192
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
76 Courage, Leadership, Duty
Target Outcome 4C – Maintain stability and predictability of funding
streams
The year 2015 reflected the first full year of the implementation of the new
Intergovernmental Agreement and Revenue Allocation Formula between the City
of Fort Collins and the Poudre Valley Fire Protection District. The stepped-up
funding level that is being phased-in by the City has helped PFA begin to
address lingering needs and funding shortfalls from previous years. A more
sustainable funding stream has been created through the City/PVFPD IGA and
Revenue Allocation Formula, supporting the goal of maintaining a stable and
predictable funding stream.
Target Outcome 4D – Provide clarity and transparency in financial matters
Initiatives to satisfy the target outcome include providing an annual performance
review to City Council (July 25, 2017), and by making available Annual Reports
to the public at www.pfaannualreport.com.
Target Outcome 4E – Ensure adequate capital facilities and equipment
needed to provide services
Please refer to the Capital Budget (page 107-137) section of the Budget
Document http://www.poudre-fire.org/home/showdocument?id=4716
$0
$25
$50
$75
$100
$125
$150
$175
$200
$225
Cost Per Capita
Fire Department
2017 O&M Budget Per Capita
3.2
Packet Pg. 193
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 77
Target Outcome 4F – Enhance a culture of care and maintenance for PFA’s
physical assets
The Pride and Ownership Committee has recommended and implemented
changes in the daily schedule for cleaning and maintenance. In addition, each
station was inspected for repair, remodel, or replacement needs; results will be
sent to station captains for input and prioritization of station needs.
3.2
Packet Pg. 194
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
78 Courage, Leadership, Duty
City/District Comparative Statistics
Call Assessed Contribution
Ratio Value Ratio Ratio
2005 CITY 82.43 82.15 80.05
DIST 17.16 17.85 19.95
2006 CITY 81.90 78.06 80.04
DIST 18.10 21.94 19.96
2007 CITY 82.90 79.01 79.61
DIST 17.10 20.99 20.39
2008 CITY 83.67 82.05 80.25
DIST 16.33 17.95 19.75
2009 CITY 83.93 80.30 80.20
DIST 16.07 19.70 19.80
2010 CITY 84.50 80.96 80.82
DIST 15.50 19.04 19.18
2011 CITY 83.75 81.01 81.12
DIST 16.24 18.99 18.98
2012 CITY 83.58 81.54 81.05
DIST 16.42 18.46 18.95
2013 CITY 83.65 82.18 82.10
DIST 16.35 17.82 17.90
2014 CITY 84.11 82.04 82.26
DIST 15.89 17.96 17.73
2015
1
CITY 84.53 82.13 82.89
DIST 15.47 17.87 17.11
2016
2
CITY 84.61 80.90 74.24
DIST 15.39 19.10 25.76
2017 CITY 85.88 82.12 83.27
DIST 14.12 17.88 16.73
1 2015 included first year of updated City RAF contribution
2 2016 included District capital contribution for Station 8 and Timnath TIF funds for Station 8
staffing and construction
3.2
Packet Pg. 195
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 79
2017 PFA Budget Review
The 2017 PFA general fund actual spending compared to budget reflects a tight
budget (underspend of 3.09%, or $1,016,687). In addition, the ending fund
balance for 2017 benefitted from significantly higher fees for services with
revenue of $508,064 higher than projected.
Poudre Fire Authority Actual Spending to Budget, 2017
General Fund
Statement of Revenues, Expenditures and Changes in Fund Balances--
Actual and Budget
For the Month Ended December 31, 2017
REVENUES Actual
Year-to-Date
Budget
Percent Year-to-
Date Budget
Received/
Expended
Intergovernmental 30,157,493.00 29,992,460.00
Fees and charges for services 1,537,674.90 1,029,611.00
Earnings on Investments 105,183.52 40,000.00
Grants and Non-Capital Projects 73,380.24 0.00
Miscellaneous revenue 552,035.32 145,500.00
Total Revenues 32,425,766.98 31,207,571.00 103.90%
EXPENDITURES
Administration 3,664,661.65 3,805,085.53
Community Safety Services 2,531,726.94 2,746,117.59
Grants & Non-Capital Projects 157,521.73 87,128.00
Lease Purchase (Sta. 4) 234,337.50 234,354.00
Support 4,847,380.60 5,258,169.46
Operations 20,460,520.88 20,781,982.00
Total Expenditures 31,896,149.30 32,912,836.58 -3.09%
Excess or Deficiency of Revenues Over or
Under Expenditures 529,617.68 (1,705,265.58)
Fund Balance January 1, 2017 7,672,055.26
Fund Balance December 31, 2017 8,201,672.94
2017 Annual Budget
3.2
Packet Pg. 196
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
80 Courage, Leadership, Duty
Poudre Fire Authority General Fund Reserves
Poudre Fire Authority’s reserve policy states a minimum 3% of operating
revenues must be held in the reserve for contingencies and 3% of revenue must
be held in the revenue reserve. If the revenue reserve and contingency reserve
are depleted below reserve policy levels (6%), the fire chief will develop a
restoration plan to restore balances over a two-year time period.
FUND BALANCE 12/31/2017 % 2017 Revenue
Res - KFCG Fire & Emergency $0 0.00%
Assign - Govt Operations $991,938 3.18%
Assign - Workers Compensation $27,218 0.09%
Assign - NCRCN $0 0.00%
Assign - Encumbrances $77,339 0.25%
Unassigned Fund Balance $5,529,893 17.72%
FUND BALANCE $6,626,388 21.23%
3.2
Packet Pg. 197
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 81
Capital Fund
Statement of Revenues, Expenditures and Changes in Fund Balances--
Actual and Budget
For the Month Ended December 31, 2017
REVENUES
Year-to-Date
Actual
Annual
Budget
Percent Received/
Expended
Apparatus Replacement $1,623,458 $1,495,095
Burn Building $5,275 $2,549
Computer Aided Dispatch $275,000 $275,000
Computer/Tech Replacement $161,708 $161,520
Facilities Maintenance $266,998 $264,773
Hose Replacement $16,271 $16,123
Major Station Remodel $321,275 $150,000
Mobile Data Terminals $120,000 $120,000
Radio Replacement $294,984 $294,844
Records Management System $468,152 $465,343
SCBA Replacement $6,915 $2,948
Staff Vehicle Replacement $60,286 $60,263
Station Alerting $282,036 $280,000
Station 15 $56,133 $30,378
Station 4 Lease/Purchase $1,408,045 $1,395,737
Station 8 $64,646 $0
Thermal Imager Replacement $24,577 $24,216
Training Center Improvement $150,720 $150,000
Training Multi-Purpose Building $3,297 $1,612
Total Revenues $5,609,776 $5,190,401 108.08%
EXPENDITURES
Current:
Apparatus Replacement $1,088,485 $1,515,448
Burn Building $6,555 $8,000
Computer Aided Dispatch
Computer/Tech Replacement $109,969 $162,885
Facilities Maintenance $344,474 $250,492
Hose Replacement $12,030 $16,648
Major Station Remodel $159,102
Mobile Data Terminals
Radio Replacement $920,809 $814,637
Records Management System (RMS) Replacement
SCBA Replacement $57,696
Staff Vehicle Replacement $38,256 $51,939
Station Alerting
Station 15 $15,000
Station 4 Lease/Purchase $1,890,557 $502,395
Station 8 $219,832
Thermal Imager Replacement $2,570 $24,884
Training Center Improvement
Training Multi-Purpose Building
Total Expenditures $4,865,334 $3,347,328 145.35%
Excess or Deficiency of Revenues Over or Under Expenditures $744,442 $1,566,429
Fund Balance January 1, 2017 $5,440,470
Fund Balance December 31, 2017 $6,184,912
3.2
Packet Pg. 198
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
82 Courage, Leadership, Duty
Poudre Fire Authority Board Actions - 2017
17-1 Amending the 2017 Budget and Reappropriating Funds for Prior Year
Encumbrances
17-2 Transferring and Appropriating Reserve for Contingency Funds for
Expenditure on PFA Facility Electronic Entry System and Authorizing the
Fire Chief to Execute all Contracts Including those over $75,000 for the
Purchase of Facility Electronic Entry System
17-3 Concerning the Appointment of Employer Representatives to the Boards
of Trustees of the Poudre Fire Authority Old and New Hire Money
Purchase Pension Plans
17-4 Authorizing the Fire Chief, or his Designee, to Execute all Contracts
Including those over $75,000 for Remodeling Station 5
17-5 Transferring and Appropriating NCRCN Reserve Funds to Purchase
Communication Equipment, and Authorizing the Fire Chief to Execute all
Contracts Including those over $75,000 for the Purchase of NCRCN
Communication Equipment
17-6 Appropriating $14,350 from Colorado Firefighter Heart and Circulatory
Benefits Trust reimbursement
17-7 Adopting the Poudre Fire Authority Risk-Assessment and Standard of
Cover
17-8 Appropriating Emergency Management Performance Grant Funds from
the Colorado Department of Homeland Security, Office of Emergency
Management
17-9 Transferring and Appropriating Wildland Fire Reimbursement to Apparatus
Replacement Capital Project for Purchase of Type 6 Firefighting
Apparatus
17-10 Appropriating Keep Fort Collins Great Reserve Funds for One-Time
Capital Equipment Purchase and Authorizing the Fire Chief to Execute all
Contracts Including those over $75,000 for the Purchase of Emergency
Medical Services Equipment
17-11 Authorizing the Fire Chief, or his Designee, to execute all contracts
including those over $75,000 for Purchase of Firefighting Bunker Gear
17-12 Appropriating Keep Fort Collins Great Reserve Funds for Records
Management System and Capital Expansion Fee Funds for Prepayment
of Station 4 Lease/Purchase and Authorizing the Fire Chief to Executive
all Contracts including those over $75,000 for the Prepayment of Station 4
Lease/Purchase
17-13 A Resolution granting limited recognition of Local 1945 of the International
Association of Firefighters to determine if a mutually acceptable collective
bargaining agreement can be developed and extending the previously
stated deadline for negotiations until December 31, 2017
17-14 A resolution adopting and entering into the trust agreement for the
Colorado firefighter heart and cancer benefits trust and taking other
actions in connection therewith
17-15 Setting the PFA Board of Directors 2018 Meeting Dates
17-16 Transferring and Appropriating $170,000 Reserve for Contingency Funds
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Courage, Leadership, Duty 83
to the Major Station Remodel Capital Project, and Authorizing the Fire
Chief to Execute all Contracts Including those over $75,000 for the
Purchase of Property at 3324 West County Road 54G in Laporte,
Colorado
17-17 Appropriating $194,000 Reserve for Contingency Funds to the Fire
Suppression Budget, for 2017 Urban Search and Rescue Deployments
17-18 Approving and Ratifying the 2018 Collective Bargaining Agreement
Between the Poudre Fire Authority and Local 1945
17-19 Authorizing the Fire Chief, or his Designee, to Execute all contracts
including those over $75,000 for a New Records Management System
and Mobile Data Terminal replacement
17-20 Appropriating Emergency Management Performance Grant Funds from
the Colorado Department of Homeland Security, Office of Emergency
Management
17-21 Appropriating NCRCN Reserve Funds within the PFA 2018 Budget to
Purchase Communication Equipment, and Authorizing the Fire Chief, or
his designee, to Execute all Contracts including those over $75,000 for the
Purchase of NCRCN Communication Equipment
17-22 Adopting the Budget and Appropriating Funds for the Operation of the
Poudre Fire Authority for 2018
17-23 Setting the Fees for the Poudre Fire Authority Fire Prevention Bureau for
the Calendar Year 2018
3.2
Packet Pg. 200
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Keep Fort Collins Great Funding History
Poudre Fire Authority
In November 2010, citizens in the Poudre Valley Fire Protection District (PVFPD) voted to increase the
mill levy to 10.595 mills, and Fort Collins citizens voted and approved a sales tax initiative - Keep Fort
Collins Great (KFCG). The .85 percent City sales tax initiative funds critical services and programs for the
community. This tax is scheduled to sunset on December 31, 2020. Poudre Fire Authority (PFA)
firefighters, including members of Local 1945, worked tirelessly to contribute to the successful
campaign. PFA receives 11% of the KFCG tax. The following is a history of KFCG budgeting and
expenditures; funds not expended in any year are transferred into a KFCG reserve held within the PFA
budget. In addition, revenues generated from the tax, above what was projected by the City, are held in
reserve at the City and must be requested by PFA through City Council.
• 2011 – $1,176,466 expended (Budgeted: $2,057,000)
Ongoing Items: South Battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, maintain O&M budget (from 2011 budget cuts), Stations 1-4
maintenance, and new hire equipment.
2011 Outcomes: Reduction in South Battalion response time (implementation of South Battalion);
maintained ongoing level of service to community (maintain O&M budget).
• 2012 - $2,659,512 expended (Budgeted: $2,116,653)
Ongoing Items: South Battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, maintain O&M budget, Stations 1-4 maintenance, new hire
equipment. One-time Items: chemical detection equipment, generator installation, accreditation
(moved to capital project), partial funding of secretary, Self-Contained Breathing Apparatus (SCBA)
capital replacement, Dispatch console replacement.
2012 Outcomes: Increase in citizen and firefighter safety (generator installation, chemical detection
equipment); improvement in measuring and evaluating deployment and performance, improved
response times, improved efficiency in data input, management, and analysis (Accreditation);
reduction in South Battalion response time (implementation of South Battalion).
• 2013 - $2,317,072 expended (Budgeted: $2,418,573)
Ongoing Items: South Battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, Division Chief, maintain O&M budget, Stations 1-4 maintenance, new
hire equipment. One-time Items: generator installation, Fire 20/20 (Diversity training), Division
Chief costs (vehicle, misc. items).
2013 Outcomes: Improvement in measuring and evaluating deployment and performance,
improved response times, improved efficiency in data input, management, and analysis
(Accreditation); increase in citizen and firefighter safety (generator installation), reduction in South
Battalion response time (implementation of South Battalion).
• 2014 - $2,394,553 expended (Budgeted: $2,341,680)
Ongoing Items: South Battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, Division Chief, maintain O&M budget, Stations 1-4 maintenance, new
ATTACHMENT 3
3.3
Packet Pg. 201
Attachment: Keep Fort Collins Great Funding History (6944 : Poudre Fire Authority 2017 Annual Report)
hire equipment. One-time Items: Wildland Coordinator, all-terrain ATV, education and training
scholarship, Public Education Coordinator, Accreditation Manager, electronic data management
(moved to capital project).
2014 Outcomes: Reduced battalion chief response times; increased firefighter safety with safety
officers on all critical emergency scenes. Delivery of effective education curriculum to target
populations (Public Educator); Continuous improvement through Accreditation self-assessment and
Standard of Cover (Accreditation); Development of critical leadership and management skills for
current and future fire officers thereby better serving internal and external customers (Education
Scholarship).
• 2015 - $2,520,533 expended (Budgeted: $2,482,819 O&M and $167,083 capital)
Ongoing Items: South Battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, Division Chief, Accreditation Manager, Public Education Coordinator,
maintain O&M budget, Stations 1-4 maintenance, new hire equipment. One-time Items: Partial
funding of Apparatus Replacement. The PFA Board reallocated the electronic data management
funds to be expended on a new video/audio conference system via Resolution 14-8.
2015 Outcomes: Reduced battalion chief response times; increased firefighter safety with safety
officers on all critical emergency scenes. Delivery of effective education curriculum to target
populations (Public Educator); Continuous improvement through Accreditation self-assessment and
Standard of Cover (Accreditation); Development of critical leadership and management skills for
current and future fire officers thereby better serving internal and external customers (Education
Scholarship); better able to keep fire companies in their response area for classes and meetings
(video/audio conference system); regular replacement of apparatus allows PFA to reduce
maintenance costs, decrease apparatus downtime, and helps the Authority to incorporate more
environmentally friendly technology into its response equipment (apparatus replacement).
• 2016 - $2,961,306 expended (Budgeted: $3,266,692)
Ongoing Items: South Battalion, replaced two firefighter positions previously cut through attrition,
and two 4-person companies, Division Chief, Accreditation Manager, Public Education Coordinator,
Deputy Fire Marshal, EMS Educator, maintain O&M budget, Stations 1-4 maintenance, new hire
equipment. One-time Items: SCBA.
2016 Outcomes: Reduction in SCBA maintenance costs and compliance with new safety standards;
reduction of potential injury and reduction of workers’ compensation costs (safety officer);
reduction of potential of injury to citizens by developing and delivering public education programs
targeted to at-risk populations (public education coordinator). Reduction in call processing times
through partnership with FC911 and through Accreditation; continued reduction in response times
for South Battalion; increased firefighter and citizen safety with 4-person company.
• 2017 – $2,874,685 expended (Budgeted: $2,804,685 and $557,607 City Reserve)
Ongoing Items: South Battalion, nine firefighters (replaced positions, 4-person company, and safety
officer), Division Chief, Planning and Analysis Battalion Chief, Deputy Fire Marshal, EMS position,
maintain O&M budget. Transferred $70,531 to City for FC911 Dispatcher. One-time Items:
replacement of diesel exhaust systems, highrise firefighting equipment, reserve engine equipment,
Station Alerting capital project, Mobile Data Terminals capital project, Records Management System
Capital Project.
3.3
Packet Pg. 202
Attachment: Keep Fort Collins Great Funding History (6944 : Poudre Fire Authority 2017 Annual Report)
2017 Outcomes: Safe and healthy work environment (replacement of diesel exhaust systems);
increased safety to community members and firefighters (highrise firefighting equipment);
reduction of potential injury and reduction of workers’ compensation costs (safety officer);
improved safety on larger emergency incidents and appropriate supervision of 11 fire stations
(South Battalion); increased firefighter and citizen safety (4-person company); improved training,
skills, protocols, and EMS service levels (EMS position).
• 2018 – (Budgeted: $2,856,680 and $53,319 City Reserve)
Ongoing Items: South Battalion, nine firefighters (replaced positions, 4-person company, and safety
officer), Division Chief, Planning and Analysis Battalion Chief, Deputy Fire Marshal, EMS Captain
(partial funding), maintain O&M budget. Transferred $72,457 to City for FC911 Dispatcher. One-
time Items: EMS equipment, mobile fire pump testing and training unit, Training Center
Improvement capital project.
3.3
Packet Pg. 203
Attachment: Keep Fort Collins Great Funding History (6944 : Poudre Fire Authority 2017 Annual Report)
1
Poudre Fire Authority: Moving Forward
Tom DeMint
7-10-18
ATTACHMENT 4
3.4
Packet Pg. 204
Attachment: Powerpoint presentation (6944 : Poudre Fire Authority 2017 Annual Report)
Poudre Fire Authority
Poudre Fire Authority (PFA) is an independent government
agency established through an Intergovernmental Agreement
(IGA) to provide fire protection and emergency services to the
City of Fort Collins and the Poudre Valley Fire Protection
District.
2
3.4
Packet Pg. 205
Attachment: Powerpoint presentation (6944 : Poudre Fire Authority 2017 Annual Report)
PFA Parent Organizations
3
• City of Fort Collins
• Poudre Valley Fire Protection District (PVFPD)
• Restated and Amended IGA 2014
- Funding Formula and Revenue Allocation Formula outline how the
parents contribute financially to the PFA
3.4
Packet Pg. 206
Attachment: Powerpoint presentation (6944 : Poudre Fire Authority 2017 Annual Report)
Financial Contributions
4
City of Fort Collins:
• .29 of one cent base sales and use tax
• A sum equal to 67.5% of the operating mill levy of property
taxes
• Sales and Use Tax revenue from “Keep Fort Collins Great”
tax measure for fire protection and other emergency services
Totals $26,633,034 in 2017, or 77.18% of PFA’s funding
Totals $27,677,551 in 2018, or 77.05% of PFA’s funding
3.4
Packet Pg. 207
Attachment: Powerpoint presentation (6944 : Poudre Fire Authority 2017 Annual Report)
Financial Contributions
5
Poudre Valley Fire Protection District:
• Annual Mill Levy Adoption (10.595 mills)
• 100% of mill levy, less administrative costs, contributed to PFA
• Timnath contributions pass through District from Tax Increment
pledge
Totals $5,730,446 in 2017, or 16.6% of PFA’s funding
Totals $6,686,200 in 2018, or 18.6% of PFA’s funding
3.4
Packet Pg. 208
Attachment: Powerpoint presentation (6944 : Poudre Fire Authority 2017 Annual Report)
Foresight
6
PVFPD, Town of Timnath, and PFA have worked together to:
• Provide exclusive fire protection and emergency services
• Enter into an IGA to construct Station 8 and provide ongoing
funding
3.4
Packet Pg. 209
Attachment: Powerpoint presentation (6944 : Poudre Fire Authority 2017 Annual Report)
PFA Moving Forward
7
Environment – Fire Behavior Research
• Increased understanding and recognition of current, international
research into fire behavior
• Has resulted in financial savings to PFA customers who
experience a structure fire
• Betters firefighter knowledge and improves community member
and firefighter safety
3.4
Packet Pg. 210
Attachment: Powerpoint presentation (6944 : Poudre Fire Authority 2017 Annual Report)
PFA Moving Forward
8
• Community Growth:
• Opportunities for improvement in EMS system service delivery
• Increasing community awareness of PFA services
• Opportunities for regionalization of emergency services
• Preparing for future major annexations to the City
• Seeking additional and alternative funding sources
3.4
Packet Pg. 211
Attachment: Powerpoint presentation (6944 : Poudre Fire Authority 2017 Annual Report)
PFA Moving Forward
9
• Community Risk Reduction:
• Evaluation and strategy development for deficiencies
• Examples include public education, smoke and carbon
monoxide installation events, Roving Alternative Medical
(RAM) unit, right-sized deployment
• Collective Bargaining:
• Second Collective Bargaining Agreement (CBA) for 2019-
2020
• Ratification anticipated in July 2018
3.4
Packet Pg. 212
Attachment: Powerpoint presentation (6944 : Poudre Fire Authority 2017 Annual Report)
PFA Moving Forward
10
Future Funding:
• “Keep Fort Collins Great” sunset in 2020
- City considering ballot measure for April, 2019
• Gallagher Amendment
- PVFPD considering ballot measure for November, 2018
• Impact Fees
- PVFPD working toward implementing impact fees
• Capital Needs
- Administration Facility
- New Station in Northeast and updating existing fire stations
3.4
Packet Pg. 213
Attachment: Powerpoint presentation (6944 : Poudre Fire Authority 2017 Annual Report)
PFA Annual Report
Questions?
Thank you for your time.
11
3.4
Packet Pg. 214
Attachment: Powerpoint presentation (6944 : Poudre Fire Authority 2017 Annual Report)
Packet Pg. 185
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
% of BCs
certified to
Fire Officer II
N/R 45% 33%
8B.5: The agency
maintains
individual/member
training records.
% of current
certifications
filed
electronically
in a
searchable
format
100% 100% 100%
3.2
Packet Pg. 171
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
end of their
introductory
year
100% 100% 100%
3.2
Packet Pg. 170
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Provision of Fire Officer
I and II classes in
conjunction with CSU
1 each 1 each 1 each
Officer Development –
Provision of Fire
Instructor I classes
2 2 2
Officer Development -
Completion rate of
Target Solutions
assignments within
designated timeframe
N/R 100% 100%
Officer Development -
Provision of Captain/BC
academy during
calendar year
One
time
Two
times
per
year
Two
times
per
year
3.2
Packet Pg. 168
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
safety
problems,
limiting
exposure to
hazards and
lowering risk
completed on
time
0 1 1
Number of Certificates Earned by Category
3.2
Packet Pg. 167
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
N/R N/R 0
3.2
Packet Pg. 160
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
% of helpdesk
problems
resolved
90.63% 97% 95%
Reduce the
frequency
and
severity of
emergency
incidents
Core Competency
2A.3: The agency
analyzes the
community by service
area/population density
for the purpose of
developing total
response time
standards.
% of submitted
map changes
distributed in hard
copy within 6
months from date
of receipt
75% * 95% 95%
% of custom
program reliability
as measured by
help-desk
submittals
N/R N/R 98%
% of submitted
changes entered
into GIS database
within 7 days.
98% 100% 95%
3.2
Packet Pg. 154
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Fleet -
Ratio of
annual
downtime
in days
compared
to total
miles
driven
N/R
634
days/172,348
miles =
271.8
Diesel –
Miles per
gallon
N/R N/R
3.2
Packet Pg. 151
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
OB Delivery
Heat related Injuries
Hypothermia
Refused Treatment
Animal Bite / Sting
Eye Pain / Non-Traumatic
Eye Injuries
Pregnancy Complications
Burns
Respiratory Arrest
GI Bleed
Choking/airway obstruction
Hyperglycemia
Epistaxis
Obvious Death
Diarrhea
Allergic reaction
Poisoning/Overdose
Cardiac arrest
Trauma - Major
Hypoglycemia
Stroke
Shortness of Breath
Cardiac Symptoms other than Chest Pain
Unconscious
Headache
Vomiting
Back Pain
Psychiatric/Behavioral
No Complaints
Syncope / Dizziness
Seizure
Respiratory Distress
Abdominal Complaint
Trauma - Other
Chest Pain
Generalized Weakness
Suspected Alcohol &/or Drugs
Extremity Pain
Altered Level of Consciousness
Medical - Other
Trauma - Minor
Patient Medical Concern - 2017
3.2
Packet Pg. 147
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
5G.8: Patient care
records receive an
independent review
and the agency has
a quality assurance
program in place.
% EMS calls
reviewed for
quality of care,
appropriate
documentation
and protocol
compliance
25% 25% 25%
3.2
Packet Pg. 146
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
efforts
3.2
Packet Pg. 143
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
events
N/R N/R 100%
Reduce the
frequency and
severity of
emergency
incidents
5K.1: Given the
agency's standards of
cover and emergency
deployment objectives,
the agency meets its
staffing, response time,
apparatus and
equipment deployment
objectives for each
type and magnitude of
wildland emergency.
3.2
Packet Pg. 142
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
deployment
objectives for
each type and
magnitude of
technical
rescue
emergency
incidents
90
th
percentile
response time
for a rescue
specialist to
arrive on
scene of a
technical
rescue (1
st
support unit
arrival,
dispatched to
onscene)
24:35 20:04 19:49
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
B Shift
3 techs
C Shift
N/R
C Shift
N/R
C Shift
8 techs
3.2
Packet Pg. 139
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
Packet Pg. 133
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
In
Revision
In
Revision
32%*
% of final fire
code inspections
completed within
two days of
request
In
Revision
In
Revision
99%
Number of
Submitted Plan
Reviews per FTE
N/R N/R 182
Number of
Submitted Plan
Reviews/
Population in PFA
Service Area
N/R N/R 35
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
its operational
methods are
compatible with all
external response
agencies.
5H.7: The agency
periodically
conducts
operational tests of
and evaluates the
all-hazards plan and
domestic
preparedness
program.
Number of
CERT classes
held annually
4 4 3
Number of ICS
Courses held
annually
4 7 9
Number of
Disaster
Management
Course held
annually
4 4 7
Number of
Homeland
Security
Exercise
Evaluation
Program
compliant
exercises
participated/
coordinated
4 4 3
Public education
campaigns held
annually to
promote Larimer
Emergency
Telephone
Association
registration
2 2 4
3.2
Packet Pg. 128
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
of
sprinklered
buildings
.85%
(22
systems)
.54%
(14
systems)
.43%
(11
systems)
3.2
Packet Pg. 127
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
requiring
contacted
within 5
business
day
N/R N/R 90%
3.2
Packet Pg. 125
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
days of
submittal
100% 100% 100%
Core Competency
5D.3: The program
has adequate staff
with specific expertise,
training, and
credentials to
accomplish the
program goals and
objectives.
% PFA
investigators
trained within
6 months of
incumbency
N/R N/R 66%
3.2
Packet Pg. 122
Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
1D
Commercial Buildings - % of
square feet of sprinkler
protected occupancies/total
commercial square footage
Under
Review
Under
Review
Pending
new 2018
RMS
System
N/R = Not Reportable
3.2
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Attachment: 2017 Statistical Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
3.1
Packet Pg. 115
Attachment: 2017 Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
KFCG is critical to PFA’s budget
and sunsets on December 31, 2020.
KFCG revenue is used at PFA to fund
key safety positions, firefighters, and
equipment. Without it, PFA would
not be able to provide the same
high-level services the community
currently receives.
3.1
Packet Pg. 112
Attachment: 2017 Annual Report (6944 : Poudre Fire Authority 2017 Annual Report)
UC Health, SummitStone Health Partners,
Health District of Northern Larimer County,
Poudre School District, Thompson School
District, Estes Park School District, and
Many, Many More...
Mental Health
Providers & Professionals
Local mental
health care
professionals and
providers work
passionately every
day. Yet, too many
residents go without access to care
and treatment they need. Professionals
offer invaluable perspective on current
gaps in services, growing needs, and
recommendations for integrated care.
Community Listening
Community events,
surveys, and coffee
chats allow residents
to give feedback.
Berthoud, Estes Park,
Fort Collins, Laporte,
Loveland, Red Feather
Lake, Wellington.
November 2017 –
May 2018
Cities & Their Elected Officials
Cities across Larimer
County host community
meetings, Council work
sessions, surveys, and
coffee chats to gather
input, concerns and
priorities from residents.
ATTACHMENT 3
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Packet Pg. 20
Attachment: Master Community Behavioral Health Plan Overview (6950 : Larimer County Behavioral
work. 70-90% of individuals with mental illness see
an improvement in their symptoms and quality of
life after participating in treatment.19 For every $1
spent on substance use treatment there are $4 to
$7 in economic benefits20 and SAMHSA states the
following regarding mental illness intervention and
prevention savings, “Data have shown that early
intervention following the first episode
of a serious mental illness can make
an impact. Coordinated, specialized
services offered during or shortly
after the first episode of psychosis
are effective for improving clinical
and functional outcomes.” In
addition, the Institute of Medicine
and National Research Council’s
Preventing Mental, Emotional and
Behavioral Disorders Among Young
People report in 2009 notes that cost-
benefit ratios for early treatment and
prevention programs for addictions and mental
illness programs range from 1:2 to 1:10.21 This means
a $1 investment yields $2 to $10 savings in health
costs, criminal and juvenile justice costs, educational
costs, and lost productivity.
Although our County has many quality services, it
does NOT currently have the range of services (a
continuum of care to meet differing severity and
scope of needs) NOR does it have a regional facility
where crisis and coordinated care can be effectively
and efficiently managed. A broader care continuum
that is both distributed throughout Larimer County
and available through a centralized facility needs
to be available to meet the needs of thousands of
residents who need services. The County’s goal is to
facilitate quality behavioral health care to meet the
needs of our residents, at the right level, at the right
time, and at the right cost.
Experts and local professionals, shareholders and
citizens have provided input to and guidance
about the Community Master Plan for Behavioral
Health. National emerging best practice models
and Continuums of Care, such as those from the
158 people
(2016-2017) died by
suicide; surpassing
660 citizens over a ten-year
period. Our County has one
of the highest suicide
rates in the Country.
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Packet Pg. 16
Attachment: Larimer County Behavioral Health Plan Executive Summary (6950 : Larimer County Behavioral Health Plan Update)
Merry Hummell, Hummell Consulting Services
Brian Ferrans, Behavioral Health Strategy and Implementation
Manager, Health District of Northern Larimer County,
Kelsey Lyons, Health Planning and Evaluation Specialist,
Larimer County Department of Health and Environment
Mike Ruttenberg, Clinical Director, Larimer County
Community Corrections
Mental Health Guidance Team:
Report Prepared By: Contributing Authors:
Mental Health & Substance Use Alliance (MHSU Alliance) - Steering Committee:
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Larimer County Board of County Commissioners
Lew Gaiter III, District 1
Steve Johnson, District 2
Tom Donnelly, District 3
Larimer County Staff
Linda Hoffman, Manager
Lorenda Volker, Assistant Manager
Laurie Stolen, Behavioral Health Project Director
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Packet Pg. 14
Attachment: Larimer County Behavioral Health Plan Executive Summary (6950 : Larimer County Behavioral Health Plan Update)