HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 05/12/2020 - ADJOURNED MEETINGCity of Fort Collins Page 1
Wade Troxell, Mayor City Council Chambers
Kristin Stephens, District 4, Mayor Pro Tem City Hall West
Susan Gutowsky, District 1 300 LaPorte Avenue
Julie Pignataro, District 2 Fort Collins, Colorado
Ken Summers, District 3
Ross Cunniff, District 5 Cablecast on FCTV Channel 14
Emily Gorgol, District 6 and Channel 881 on the Comcast cable system
Carrie Daggett Darin Atteberry Delynn Coldiron
City Attorney City Manager City Clerk
Adjourned Meeting
May 12, 2020
6:00 p.m.
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City of Fort Collins Page 2
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activities and will make special communication arrangements for persons with disabilities. Please call 221-
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Persons wishing to display presentation materials using the City’s display equipment under the Citizen
Participation portion of a meeting or during discussion of any Council item must provide any such materials
to the City Clerk in a form or format readily usable on the City’s display technology no later than two (2)
hours prior to the beginning of the meeting at which the materials are to be presented.
NOTE: All presentation materials for appeals, addition of permitted use applications or protests related to
election matters must be provided to the City Clerk no later than noon on the day of the meeting at which
the item will be considered. See 35TCouncil Rules of Conduct in Meetings35T for details.
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.
• CALL MEETING TO ORDER
• ROLL CALL
City of Fort Collins Page 3
1. Consideration of a motion to go into executive session to discuss water service issues and potential
water supply agreements related to the Montava development.
“I move that the City Council go into executive session for the purpose of meeting with the City’s
attorneys and City management staff to discuss the following matters as permitted under City
Charter Article II, Section 11(2), City Code Section 2-31(a)(2) and Colorado Revised Statutes
Section 24-6-402(4)(b):
1. Specific legal questions related to potential litigation regarding water utility service
arrangements with East Larimer County Water District and the Montava development; and
2. The manner in which the particular policies, practices or regulations of the City related to water
utility service arrangements with East Larimer County Water District and the Montava
development may be affected by existing or proposed provisions of federal, state or local law.”
2. Consideration of a motion to go into executive session to discuss environmental issues at the
landfill.
“I move that the City Council go into executive session for the purpose of meeting with the City’s
attorneys and City management staff to discuss the following matters as permitted under City
Charter Article II, Section 11(2), City Code Section 2-31(a)(2) and Colorado Revised Statutes
Section 24-6-402(4)(b):
1. Specific legal questions related to potential litigation regarding environmental remediation of
conditions at the Larimer County Landfill; and
2. The manner in which the particular policies, practices or regulations of the City related to
environmental conditions at the Larimer County Landfill may be affected by existing or
proposed provisions of federal, state or local law.”
• OTHER BUSINESS
• ADJOURNMENT
City of Fort Collins Page 1
Wade Troxell, Mayor Council Information Center (CIC)
Kristin Stephens, District 4, Mayor Pro Tem City Hall West
Susan Gutowsky, District 1 300 LaPorte Avenue
Julie Pignataro, District 2 Fort Collins, Colorado
Ken Summers, District 3
Ross Cunniff, District 5 Cablecast on FCTV Channel 14
Emily Gorgol, District 6 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
May 12, 2020
(After the Adjourned Council meeting, which begins at 6:00 p.m.)
CALL TO ORDER.
1. COVID-19 Update (staff: Jim Byrne; 15 minute presentation, 45 minute discussion)
2. 2019 Poudre Fire Authority Annual Report (staff: Tom Demint; 10 minute presentation, 30 minute
discussion)
The purpose of this item is to discuss the Poudre Fire Authority’s (PFA) overall performance in fulfilling
its responsibilities under the Intergovernmental Agreement (IGA) between its parent organizations, as
well as the implications to PFA from the COVID-19 pandemic.
3. Equity and Inclusion Update (staff: Janet Freeman, Jackie Kozak-Thiel; 15 minute presentation, 45
minute discussion)
The purpose of this item is to provide an overview of how the City is working to embed equity and
inclusion into its COVID-19 response, including sharing information on the Just in Time Equity lens
and rapid response team as well as a preliminary vision for the principles of community, data collection
and equity indicators work. Staff hopes to gain Council feedback as it shifts from response to recovery
mode.
ANNOUNCEMENTS.
ADJOURNMENT.
DATE:
STAFF:
May 12, 2020
Jim Byrne, Office of Emergency Management
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
COVID-19 Update.
EXECUTIVE SUMMARY
Staff will provide an update on the City's recent responses to the human and economic impacts caused by the
COVID-19 crisis.
DATE:
STAFF:
May 12, 2020
Tom DeMint, PFA Fire Chief
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
2019 Poudre Fire Authority Annual Report
EXECUTIVE SUMMARY
The purpose of this item is to discuss the Poudre Fire Authority’s (PFA) overall performance in fulfilling its
responsibilities under the Intergovernmental Agreement (IGA) between its parent organizations, as well as the
implications to PFA from the COVID-19 pandemic.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
PFA staff will provide information around PFA’s governance to both the Council and the Poudre Valley Fire
Protection District (PVFPD) Board, including PFA’s 2019 Annual Report. Council and the PVFPD Board will have
the opportunity to review the ongoing relationship between the two entities and discuss issues of concern to the
PFA, the PVFPD, and the City due to the COVID-19 pandemic.
BACKGROUND / DISCUSSION
The 2014 Amended and Restated IGA, between the PVFPD and the 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 the PVFPD. Chief DeMint’s goal in providing this report is to:
1. Discuss issues of concern to the PFA, the PVFPD, and the City.
2. Develop a common understanding of the relationship between the City, the PVFPD, and PFA.
3. Discuss demands of an evolving and growing community.
4. Discuss innovations and changing technology.
5. Review year 2019.
The work session with Council and PVFPD represents the sixth annual report to the “parents” of the PFA. This is
a particularly timely update to the parents of the PFA, given the COVID-19 pandemic and its effects on the City,
the District, and the PFA.
Issues of Concern to PFA, the PVFPD, and the City of Fort Collins
As a critical part of the emergency service system, the PFA has been responding to the COVID-19 global
pandemic. This includes the use of an Incident Command System (ICS) Incident Management Team (IMT), as
would be used in any other major emergency that would impact the District. Through professionalism, dedication
and planning, the PFA continues to provide uninterrupted service delivery that is prompt, skillful and caring. All
Authority personnel have been and continue to be well supplied with personal protective equipment (PPE), in
accordance with the Center for Disease Control (CDC) recommendations. Call volume trends have remained
stable or slighter lower due to the stay at home order issued by Colorado’s Governor. While we have not
experienced any traceable or confirmed exposures to our personnel, we have had three PFA members test
positive for the virus. All members have recovered and returned to duty. PFA leadership and the COVID-19 IMT
continue to monitor the situation, making adjustments as recommended. The next phase of the incident will be
focused on planning and preparation for long-term sustainability of safe and effective service delivery.
As the impact of the COVID-19 pandemic on the community progresses, PFA staff has worked to develop plans
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to address both the short-term and potential long-term finances of the organization. This work session provides
an opportunity for the parents of the PFA to discuss the impacts of possible reductions in property, sales, and use
taxes on the Authority in 2020 and into the future.
PFA staff has provided the PVFPD and PFA Boards with an overview of PFA’s financial situation, as outlined
below, as well as proposed measures to balance PFA’s budget in 2020, and anticipated revenue issues expected
in 2021.
Revenue:
PFA staff continues to evaluate the potential impact of the stay-at-home order on local spending and on the ability
of taxpayers to meet their property tax obligations for 2019 taxes payable in 2020.
• Sales and Use Tax - Approximately 34% of PFA’s revenues come from City of Fort Collins sales and use
taxes. The City has been working diligently to project the impact of the current economic climate on its sales
and use taxes for the coming three quarters of 2020. The City’s potential shortfall scenarios range from 10%
to 25% of sales and use taxes during the remainder of 2020. These reductions could range from $10 million
to $50 million in lost tax revenue. How those potential losses impact City revenue remains to be determined.
The first quarter’s share of sales and use tax revenues has already been received by PFA in alignment with
the IGA’s Revenue Allocation Formula (RAF). The RAF does not contemplate a mid-year loss of revenue to
the City, so the impact on PFA is not spelled out. City Council and City staff will need to consider how the
City will address funding shortfalls on its essential services.
• Property Tax - As of April 23, staff has reviewed tax receipts for property taxes paid to Larimer County for
both the City and PVFPD. The first major due date for property taxes will be on April 30, since the first “half
payment” due date was extended from February 15 to April 30. With those dates in mind, it appears that
property tax receipts are roughly tracking their normal pattern. With one week of collections left in April,
receipts are 92% of 2019 levels. Though this is lower than those projected for the year, given a significant
increase in assessed valuations for 2019 taxes due in 2020, the final week of collections is likely to bring in
substantial receipts. Many tax payers schedule their payments for the deadline, rather than the weeks
leading up to the deadline. PFA staff will follow daily updates on receipts through the due dates, April 30 and
June 15, and keep the PFA Board apprised of any relevant changes.
• Fees - Other non-tax revenues, including plan review and development review fees, were on track at the end
of the first quarter. PFA staff continues to see a steady rate of submission by developers, suggesting that
development is continuing. However, the first quarter does not reflect the full impact of the changes in fee
revenue that are likely to be seen going forward. When the month of April closes out, PFA staff will be able to
update the effect of the situation on overall fee revenue.
Expenditures
PFA’s Senior Leadership Team has been meeting throughout the month of April to identify specific spending
reductions to prepare for the potential loss of funding through either the City or the PVFPD. Reductions and
delays that have been identified include:
Hiring freeze - Newly budgeted, unfilled positions planned for 2020 will be frozen.
• Mechanic
• Physical Therapist
• Public Education Specialist
• Fall fire academy hires - under review
Capital projects delays - Projects which were budgeted in 2020 but are not yet committed financially will be
postponed at least until 2021.
• Station 6 mechanic shop expansion
• Station 7 replacement
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• Training Center kitchen renovation
• Glider Engine 7
Open/unfulfilled purchase orders - Delayed or cancelled.
Deputy/Assistant Chief Staff had planned to bring a revised plan for implementation of this position during the
second quarter; funds were reserved, but plans are now delayed.
Staff vehicles - Postpone or cancel scheduled replacements.
Conferences/Training - eliminate conferences, travel, and outside training as much as possible
Fuel costs - reduced costs from market volatility will create savings
Other non-personnel costs - each division has committed to eliminating any non-urgent or non-essential
spending, so long as such reductions do not impact employee safety
Reserves
PFA has substantial reserves of “one-time” money that has been built up over the past few years to address the
uncertainty of the renewal of Keep Fort Collins Great (KFCG). Since KFCG was renewed, these funds are
available for other purposes, including addressing a short-term funding loss. Current reserves, including funds
earmarked for capital projects, total over $15 million. Many of these funds are committed to projects like the
construction of Station 7, future Station 15, some apparatus purchases and other long-term capital needs, but
they could help PFA weather the current financial uncertainty. These are “one-time” funds, so they do not help
with new ongoing expenses or with maintaining existing spending plans over the long-term; they can help bridge
short-term shortfalls.
Intergovernmental Agreement and PFA Governance
Since 1981, PFA has provided fire and rescue service to Fort Collins, Timnath, LaPorte, Bellvue, Horsetooth and
Redstone Canyon under an IGA between the City and the PVFPD. This agreement consolidated two fire
departments (City and District) into one Fire Authority covering 230 square miles of northern Larimer County and
11 square miles of western Weld County.
In 2014, the City and the PVFPD renewed the IGA to continue PFA as the fire and rescue service, reaffirmed the
governance model, and clarified the financial commitments of the parties to PFA’s operations. The current IGA,
provided as an attachment hereto, includes community benefits resulting from the consolidated fire service
provided by PFA including:
• Improved quality of emergency services
• Improved response times
• Concentrated training
• Enhanced communications
• Elimination of service boundary conflicts
• Reduced taxpayer costs and duplication of overhead and equipment costs
Revenue Allocation Formula
Funding of the PFA is provided through a Revenue Allocation Formula (RAF) included in the IGA. The purpose of
the formula is to create a funding stream for fire and rescue services, and to apportion costs in an equitable
manner between the City and the PVFPD. Over the 35+ years of the existence of PFA, financial contributions,
call volume, and the assessed value of property protected by PFA have been in the range of 80-85% City, 15-
20% District. The funding formula called for in the RAF was established to ensure that the same funding ratio
would continue into the future. The City contributes a fixed portion of its base sales and use tax to the Authority,
plus a percentage of property taxes (9.765 mills) and a percentage of revenue from the voter approved KFCG tax
measure. The District provides 100% of its 10.595 mills of property tax to PFA, less minor administrative costs.
The District’s portion includes the Tax Increment Financing from Timnath’s Development Authority through an IGA
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between the Town of Timnath, the Timnath Development Authority, the PVFPD, and PFA.
The overall cost of PFA’s operation totaled nearly $38.5 million in 2019; 86% of these costs are in personnel
costs, which is typical in a highly service-oriented enterprise.
2019 Annual Report Highlights
The 2019 Annual Report will be presented in an 8-page hardcopy (Attachment 1), and two formats that are not
yet complete due to the COVID-19 pandemic, but will be available in the near future; an electronic format
(currently displays the 2018 Annual Report) - <https://pfaannualreport.com/> - and a Statistical Report, which
together will form PFA’s comprehensive report to the community about its return on the investment of tax dollars.
The 2019 Annual Report theme centers upon Emergency Medical Services (EMS) and improvements in this
arena. As required in the IGA, other components of the report include resources, actual spending to budget,
metrics, services provided, types of incidents to which PFA responded, future-looking innovations such as
computer-aided dispatch enhancements, station alerting enhancements, regionalization of fleet services, and
predictive and analytic system design software. Annual Report highlights include:
• Emergency Medical Services - An impressive, 600%, increase in cardiac survival rates is one outcome of
improvements within the EMS arena. PFA is responsible for ensuring high-quality EMS within its jurisdiction,
which includes nine agencies within the greater northern Colorado area (2,200 square miles). Clinical
protocols have been updated and improved by the nine agencies; equipment and training was standardized to
improve services to the community through interoperability among agencies; new equipment provided better
clinical care through real-time monitoring of provided Cardio Pulmonary Resuscitation (CPR); and the
development of a paramedic firefighter program within the Support Division is underway.
• Response Time - The percent of time PFA fire personnel are on scene within 6 minutes 20 seconds in the
urban area for emergent calls in 2019 was 50%. Two items that impacted PFA’s urban response in 2019
include call processing and a larger service area; the urban area went from 48 square miles to 77 square
miles. In the future, automatic dispatching and station alerting will increase the response time in the urban
area. In the rural area, PFA fire personnel arrived on scene within 12 minutes 20 seconds 80% of the time.
• Funding - 97.12% of PFA’s revenue is intergovernmental or funded by PFA’s “parent organizations”. Other
funding is received from fee-based development review revenue. PFA’s 2019 reserves are projected to be
$10 million, or 25% of the operating revenue.
• Budget to Actual - Projected 2019 underspend of 4.12% of budget ($1.4 million). Annual underspend
resources are returned to PFA’s reserves for future allocation.
• Value of Property Protected - In 2019, PFA protected more than $41 billion of property.
Innovations Moving Forward
• Community Growth - An overarching goal of PFA’s Strategic Plan is to continuously improve services and
seek innovative approaches to solve current and emerging problems. As growth continues, the PFA Board
has directed staff to look at regionalization of fire services with neighboring communities, which is currently
occurring through auto and mutual aid agreements, training activities, and participation in the EMS contract.
These discussions will continue into the future in order to build an understanding of regional needs while
seeking innovative approaches to meet those needs.
• Community Risk Reduction - As the community continues to grow, and the types of calls become more
human services oriented, PFA is increasing its look toward risk reduction with programs such as the Hoarding
Task Force and the Community Service Action Team, which meet citizen needs outside of traditional fire
safety programs. These types of programs make communities safer and reduce calls for emergency
response.
• Right-sized Response - PFA staff is continuously searching for methods that challenge past assumptions for
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traditional response models to emergencies. For example, the Roving Alternative Medical (RAM) Unit that
was piloted in 2017 and implemented in 2019. The RAM Unit deploys two firefighter Emergency Medical
Technicians in a vehicle within the City’s core to address non-critical emergency calls during high-call load
hours, thereby keeping fire apparatus available for critical calls. In 2019, new software was implemented that
enables PFA staff to run deployment scenarios for station location and emergency responses to further
challenge past assumptions.
• Future Funding
o KFCG funding sustains PFA’s funding looking forward with a permanent tax commitment beginning in
2021.
o The PVFPD Board placed 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 PFA. The measure was passed by District voters and sustains PFA’s funding
looking forward.
o The PVFPD Board is working toward implementing impact fees in the District. Next steps include
developing IGA’s with Larimer County and the Town of Timnath for implementation.
o PFA staff 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, updating older fire
stations, and apparatus replacement.
Marketing of the PFA Annual Report
The goal of both the electronic and 8-page hardcopy annual report is to reach a broader range of interested
community members in an accessible and appealing manner. PFA’s Public Information Officer and
Communication Coordinator will promote the 2019 Annual Report through continuous, monthly posts on PFA
social media, the Chief’s column in the Coloradoan, an introductory video to PFA personnel, PFA’s website,
distribution of hardcopy report to all stations as well as Administration and Training lobby areas and PFA events.
In addition, the report will be sent to Leadership Fort Collins, CityWorks 101, Fort Collins Chamber of Commerce,
partner agencies such as UC-Health, Larimer County Sheriff’s Office, Loveland Fire Rescue Authority, Fort
Collins Police Services, Wellington Fire Protection District, Town of Timnath, and to elected state and federal
representatives.
The 2019 Statistical Annual Report, which is currently under development and slightly behind schedule due to
impacts of the COVID-19 pandemic, 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, Loveland Fire Rescue Authority, 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). Unfortunately, due to changes in Records Management Systems nationwide and
to the COVID-19 pandemic, many comparison departments did not participate in the 2019 Benchmark Survey.
ATTACHMENTS
1. 2019 Annual Report (PDF)
2. Get to Know the Poudre Fire Authority (PDF)
3. 2014 Amended and Restated IGA Establishing PFA (PDF)
4. PowerPoint Presentation (PDF)
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Prompt. Skillful. Caring.
2019 ANNUAL REPORT
ATTACHMENT 1
A Note From The Fire Chief
Keeping traditions while embracing change.
Crews push new engines into the bay, bagpipes are played at ceremonies, and the helmet serves
as the main symbol of the job. This is who we’ve been for a long time, but while we keep some
things the same, we work hard to change others. Poudre Fire Authority (PFA) is responding to the
demands of an evolving and growing community. Everything from our services to our technology
is shifting alongside the needs of our service area. The increase in service demands, changes in
the use of the 911 system, and growing population require a systematic and proactive response.
We balance increased demands against the financial and personnel resources available. Through
efficiencies and innovations, emergency medical cardiac arrest saves increased by 600 percent
from 2017 to 2019 and we’re on the way to leading the nation.
Our Roving Alternative Medical Unit (RAM) responds to lower-level emergency medical calls
(the majority of our incidents) and relieves the system by keeping a fire engine and crew available
for larger emergencies. It is imperative that PFA continues to embrace change. I hope this report
illustrates some of the innovations we’ve already put in place and those that are on their way.
- Fire Chief Tom DeMint
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Attachment: 2019 Annual Report (9088 : 2019 Poudre Fire Authority Annual Report)
217
190
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PFA Is Governed By a Board Of Directors
The Board is comprised of two members from Fort Collins City Council, two members from
the PVFPD Board of Directors, and a fifth member selected by the other four, historically
the Fort Collins City Manager. The PFA Board of Directors appoints the Fire Chief, who in
turn manages and employs all personnel of the Authority.
Poudre Fire
Authority Board
Fire Chief
Fire Prevention &
Community Risk
Reduction
SupportOperations
Administrative
Services
Fort Collins City
Council
Poudre Valley
Fire Protection
District Board
Community
Members
FULL-TIME POSITIONS
UNIFORMED EMPLOYEES
CIVILIAN EMPLOYEES
WE ARE COMPRISED OF
91% 9%
MALE FEMALE
41% 59%
MALE FEMALE
PFA Provides Many Services to the
Community Including:
Fire protection
services
Emergency
medical services
Fire
suppression
Hazardous
materials
Emergency
response
Technical
rescue response
(water, ice, rope,
confined space and
trench rescues)
Wildland
fire response
Volunteer
firefighter
program
Fire
investigations
Inspection
services
Public affairs
and education
2019 Budget & Funding Outcomes
Funding Critical Services
PFA, as a separate governmental
entity, receives the majority of
its revenue from a combination
of sales/use taxes and property
taxes from the City of Fort
Collins equating to $28,612,142
in 2019, and 100% of the
PVFPD’s mill levy (10.595 mills)
equating to $6,805,653 in 2019.
PFA thanks voters
within the PFA
service area for
their support.
Revenue Breakdown $37,663,145
2.1%
97.12%
0.36%
0.23%
0.20%
Intergovernmental
$36,578,725
Fees and charges
for service
$789,253
Licenses
and Permits
$134,358
Miscellaneous
Revenue
$74,700
Earnings on
Investments
$86,109
Operating Budget by Expenditure
$34,221,077
Salaries & Benefits
86.64%
Other Purchased
Services 6.61%
Materials, Supplies,
& Equipment 5.74%
Other Purchased
Services 1.01%
Operating Budget by Division
$34,221,077
Operations 66.99%
Support 16.28%
Fire Prevention & Community
Risk Reduction 8.67%
Administration 7.81%
Grants/Projects 0.25%
Capital Budget Breakdown
$3,014,636
Apparatus Replacement
48.86%
Burn Building 15.38%
Computer/Technology
Replacement 12.09%
The PFA Does Far More Than Put Out Fires
131OTHER
1,ALARMS221 FALSE
1,CALLS941 SERVICE
3,INTENT395 GOOD
14,CALLS460 MEDICAL
496 HAZARDOUS CONDITIONS
295EXPLOSIONS FIRES/
Total incidents in 2019
21,939
STATION 2 STATION 1
STATION 3
STATION 10
STATION 14
STATION 5
STATION 4
STATION 7
STATION 12
STATION 8
STATION 6
Bellvue
Horsetooth
Laporte
Timnath
Fort Collins
Wellington
Masonville Windsor
VOLUNTEER
STATION 11
VOLUNTEER
STATION 9
Bellvue
Horsetooth
Laporte
Timnath
Fort Collins
FireCenter Stations Training
PFA RESPONSE
AREA IN GRAY
What We
Protect
212,931
230
Estimated population
of PFA’s jurisdiction
Value of property protected
Square miles of service area
$41+ BILLION
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Attachment: 2019 Annual Report (9088 : 2019 Poudre Fire Authority Annual Report)
Out of Hospital Cardiac Arrest (OHCA) Survivors
“
“
We strive every day to be proficient,
professional and compassionate
for our community.
PFA is governed by a Board of Directors
The Board is comprised of two members from Fort Collins City Council, two members from
the PVFPD Board of Directors, and a fifth member selected by the other four, historically
the Fort Collins City Manager. The PFA Board of Directors appoints the Fire Chief, who in
turn manages and employs all personnel of the Authority.
EMS is a Central Part Of Our Mission
Requests for emergency medical services (EMS) make
up the majority of calls.
While PFA remains prepared for low frequency, high-risk incidents (e.g. trench rescues,
river rescues, large wildland fires), it must also respond to a shift in the use of 911 and other
expansions in services. PFA has been responding to calls for medical help nearly since its
inception, but in 2016 leadership recognized an opportunity for growth. They assembled a
dedicated team to create standards and practices to deliver world-class emergency medical
care to the community. The PFA EMS Battalion was born. This group has helped set PFA and
medical partners on a path toward becoming a primary player in the delivery of emergency
medical services and a leader in cardiac arrest survival rates.
Cardiac Arrest Survivor
If it weren’t
for you no
one would
be here
to answer
your phone
call right
now.
The cardiac arrests used for this data were due
to a medical condition, rather than a traumatic
event like a car accident.
More People
Are Surviving
We know even more
people could be saved.
People survive cardiac arrests when
agencies and the community work
together. We lean heavily on our
many partners that help make each
of these saves possible and we need
the help of community members
too. Refer to the back page to learn
how you can help.
18
IN 2019
9
IN 2018
3
IN 2017
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Attachment: 2019 Annual Report (9088 : 2019 Poudre Fire Authority Annual Report)
World-class
emergency
care means
improved patient
care, decreased
patient suffering
and improved
survivability within
our jurisdiction
Jurisdiction-wide changes
by PFA’s EMS Battalion and
Agency Partners include:
What’s after the COVID-19 event?
PFA and the world will be processing the pandemic and the aftermath of stay-at-home orders
for months if not years. Our top priority was to keep our responders healthy so they could
continue to help protect the community. PFA ensured high-quality emergency medical
responses to people in our region impacted by this unprecedented event.
Partnerships with UCHealth and Intergovernmental Agreements with nine emergency service
districts within the Northern Larimer County Emergency Response Area, enabled PFA to serve
as a resource for best practices and timely information. An in depth After Action Review will
provide new direction, procedures and processes based on the COVID-19 pandemic response.
■ New computer-aided dispatch
enhancements which incorporate
real-time GIS into the dispatch
system.
■ Station alerting enhancements
that could improve response times.
■ Regionalization of fleet services to leverage
resources, address a service gap, and
improve fleet reliability.
■ Predictive analytic and system design
software to allow for better emergency
system design and deployment.processes
based on the COVID-19 pandemic response.
Looking Forward
PFA is making countless improvements to processes
and technologies to help protect lives and property.
Some technology and process improvements include:
REVAMPED
TRAINING
REFINED MEDICAL
PROTOCOLS
STANDARDIZED
MEDICAL EQUIPMENT
AND PROTOCOLS
EMS System is Built on Five Pillars
RESPONSE
TIMES AND
COMPLIANCE
TRAINING
AND
CERTIFICATION
PROTOCOLS
QUALITY ASSURANCE
AND QUALITY
IMPROVEMENT
EQUIPMENT
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Attachment: 2019 Annual Report (9088 : 2019 Poudre Fire Authority Annual Report)
Help more people survive their
cardiac arrest and have a real time
PFA incident log by downloading
the PulsePoint app.
The lifesaving app will notify you when someone needs
CPR within a quarter of a mile of your current location.
Join the more than 10,000 people that are already using it.
It will walk you through CPR, how to use an AED and
even show you the AED closest to you.
Stay involved with Poudre Fire Authority
by following us on social media.
poudre-fire.org
2.1
Packet Pg. 15
Attachment: 2019 Annual Report (9088 : 2019 Poudre Fire Authority Annual Report)
GET TO KNOW THE POUDRE FIRE AUTHORITY
ATTACHMENT 2
WHAT MAKES THE POUDRE FIRE
AUTHORITY DIFFERENT FROM
OTHER FIRE DEPARTMENTS?
In 1982, the City of Fort Collins and the Poudre Valley Fire Protection District
(PVFPD) joined together and created the Poudre Fire Authority (PFA). This
consolidated fire department was created to serve and protect Fort Collins,
Timnath, Laporte, Bellvue, Horsetooth, Redstone Canyon, and parts of
unincorporated Larimer and Weld Counties.
As our own separate government entity, we are funded and governed by our
“parent” organizations: the City of Fort Collins and Poudre Valley Fire Protection
District. As an Authority, PFA can cross boundaries to provide efficient,
cost-effective services to our ever-growing community.
And even though we are called the Poudre Fire Authority, we do far more than
put out fires. We provide emergency medical services, inspect homes and
businesses, provide water, ice, and rope rescues, community risk reduction,
and more.
WHAT IS AN AUTHORITY?
Definition: An organization having power or control in
a particular, typically political or administrative, sphere.
Colorado state law allows neighboring fire departments to join together to
provide fire and rescue services more efficiently and effectively by creating a Fire
Authority. Instead of serving as a City department and a rural fire department, PFA
is a separate, independent governmental entity led by a Board of Directors. That
Board is made up of representatives of the Fort Collins City Council and the PVFPD
Board, so it is governed by elected officials who have residents’ best interests in
mind. PFA is tied very closely to those “parents” by funding, service levels, and the
governing boards, and works within an Intergovernmental Agreement.
Benefits of having
an Authority:
REDUCED
TAX-PAYER COSTS
ENHANCED
COMMUNICATIONS
IMPROVED
EMERGENCY SERVICES
CONCENTRATED
TRAINING
ELIMINATION OF
DEPARTMENT OVERLAPS
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Attachment: Get to Know the Poudre Fire Authority (9088 : 2019 Poudre Fire Authority Annual Report)
WHO IS THE POUDRE FIRE AUTHORITY?
PFA is governed by a Board of Directors.
The Board is comprised of two members from Fort Collins City Council, two members from the PVFPD Board of Directors,
and a fifth member selected by the other four, historically the Fort Collins City Manager. The PFA Board of Directors
appoints the Fire Chief, who in turn manages and employs all personnel of the Authority.
• Emergency
Medical Services
• Fire Suppression
• Hazardous Materials
Emergency Response
• Technical Rescue Response
(Water, Ice, Rope, Confined
Space And Trench Rescues)
• Community Risk Reduction
• Wildland Fire Response
• Volunteer Program
• Fire Investigations
• Inspection Services
• Communication
And Public Affairs
• Educational Programs
And Outreach
WHAT DOES
PFA DO?
PFA provides many
services to the
community including:
Fort Collins City Council
Poudre Valley Fire Protection
District Board
Poudre Fire Authority Board
Community Members
Fire Chief
Fire Prevention &
Community Risk Reduction
SupportOperations Administrative Services
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Attachment: Get to Know the Poudre Fire Authority (9088 : 2019 Poudre Fire Authority Annual Report)
STATION 2 STATION 1
STATION 3
STATION 10
STATION 14
STATION 5
STATION 4
STATION 7
STATION 12
STATION 8
STATION 6
Bellvue
Horsetooth
Laporte
Timnath
Fort Collins
Wellington
Masonville Windsor
VOLUNTEER
STATION 11
VOLUNTEER
STATION 9
PFAStations RESPONSE AREA IN GOLD FireCenter Training
WHAT AREA DOES PFA COVER?
Stay involved with Poudre Fire Authority by following us on social media.
poudre-fire.org
SQUARE MILE SERVICE AREA
230
VALUE OF PROPERTY PROTECTED
$41+BILLION
2.2
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Attachment: Get to Know the Poudre Fire Authority (9088 : 2019 Poudre Fire Authority Annual Report)
AMENDED AND RESTATED
INTERGOVERNMENTAL AGREEMENT
ESTABT ISHING THE POUDRE FIRE AUTHORITY
THIS AGREEMENT, entered into this /C day of rt. , 2014, pursuant to
Section 29-1-201 et seq., C.R.S., by and between THE CITY OF FORT COLLINS,
COLORADO, a municipal corporation, hereinafter referred to as the "City", and THE POUDRE
VALLEY FIRE PROTECTION DISTRICT, Larimer County, State of Colorado, hereinafter
referred to as the "District".
WTTNESSETH:
WHEREAS, the parties to this Agreement have entered into previous intergovernmental
agreements providing for the formation of an independent governmental entity for the purpose of
providing fire protection and related services, as noted in such previous intergovernmental
agreements, within the respective territorial limits of the parties hereto, which entity is known as
the POUDRE FIRE AUTHORITY; and
WHEREAS, those previous agreements, as amended, have been mutually beneficial in
providing a higher degree of protection to persons and property within the respective territorial
limits of the parties hereto; and
WHEREAS, the parties desire to provide for the continued existence of the POUDRE
FIRE AUTHORITY, and to amend and restate in full all previous intergovernmental agreements
regarding the establishment and operation of the POUDRE FIRE AUTHORITY.
NOW, THEREFORE, in consideration of the mutual covenants and obligations herein
expressed, it is agreed by and between the parties hereto as follows:
ARTICLE I
GENERAL PROVISIONS
1.1. Term of the Agreement. This Agreement shall be in effect from the date first
above written until terminated by the parties as herein provided. In addition to the option to
terminate for non-appropriation as described in Section 5.4., below, this Agreement may be
terminated under this Section by either party hereto, provided written notice of termination is
given to the other party. The effective date of termination shall be on December 31 of any
calendar year, provided said termination shall be no sooner than twenty-four (24) months after
service of the written notice of termination.
1
ATTACHMENT 3
1.2. Poudre Fire Authority. The existence of the independent governmental entity
known as the "POUDRE FIRE AUTHORITY", hereinafter referred to as the "Authority",
created by the intergovernmental agreement of the parties dated December 22, 1981, as such
agreement was amended thereafter, is hereby continued. The Authority is an independent
governmental entity separate and distinct from the City and the District. The Authority may
provide, either directly or by contract, fire protection, emergency medical, rescue and ambulance
services, enforcement of fire prevention codes, hazardous materials response, and other
emergency services typically provided by a public fire department and that may be provided by a
fire department under the City Charter and by a fire protection district organized pursuant to
Article 1, Title 32, C.R.S., within the respective territorial limits of the parties (collectively, the
"Fire Rescue Services").
1.3. Nature of the Authority. The Authority is a separate legal entity organized
pursuant to Section 29-1-203(4), C.R.S. In carrying out its purposes, the Authority will observe
and comply with statutes and laws applicable to the District and the City, including, but not
limited to Parts 1, 5, and 6 of Article 1, Title 29, C.R.S., regarding budget preparation,
accounting, and auditing; and Part 4 of Article 6, and Parts 2 and 3 of Article 72 as applicable to
the Authority, and Article 10 of Title 24, C.R.S., regarding open meetings, open records,
criminal justice records, and governmental immunity. The parties intend that the Authority not
be considered a "district" subject to Article X, Section 20 of the Colorado Constitution. The
Authority boundaries shall consist of the combined territorial boundaries of the parties.
1.4. Governing Board. The Authority shall be administered by a governing Board of
five (5) members, hereinafter referred to as the "Board." The City shall appoint two (2) members
and the District shall appoint two (2) members. The fifth member shall be appointed annually at
the first regular meeting of the Board in August of each year by majority vote of the four other
members as appointed by the City and District.
A. All appointees and terms of appointment shall be at the discretion of the
appointing entity.
B. All vacancies on the Board shall be filled by the appointing entity.
1.5. Meetings of the Board.
A. Regular Meetings. The Board shall provide for regular meetings at a time
and place fixed by resolution of the Board.
B. Special Meetings. Special meetings may be called by the Chair of the
Board or by the Board at such times as the Chair or the Board may
determine to be necessary, provided that written notice or notice by
telephone or electronic mail of the time, place, and business of such
meeting is given to each Board member at least twenty-four (24) hours
prior to such meeting. Any Board member may sign a waiver of notice
which waiver shall then be in lieu of any other notice requirement. A
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Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
Board member attending any special meeting shall be deemed to have
received the necessary notice.
C. Open Meetings. All meetings of the Board shall be open to the public,
except that the Board may go into executive session as permitted by state
law.
D. Electronic Attendance. If approved by the Board, the Board members
may participate by telephone or other technology that allows them to
participate in a meaningful manner, so long as meetings are open to
the public and the Board is not acting in a quasi-judicial capacity.
1.6. Minutes. The Secretary shall cause all minutes of the meetings of the Board to be
kept and shall, prior to the next meeting, provide a draft of the minutes to each member of the
Board for consideration at the next meeting.
1.7. Voting., Quorum; Required Votes. Each member of the Board shall have one (1)
vote. A quorum of the Board shall consist of three (3) members, provided that the City and the
District are represented by at least one of their appointees, and no official action on any matter may
be taken by the Board unless a quorum is present. Unless otherwise required by law, the affirmative
votes of a majority of the Board members present shall be required for the Board to take any action.
1.8. By-laws. The Board may adopt such by-laws, rules and regulations as necessary
for the conduct of its meetings and affairs.
ARTICLE II
OFFICERS AND EMPLOYEES
2.1. Chair, Vice Chair and Secretary. The Board shall elect a Chair and Vice Chair
from its members, and shall appoint a Secretary who may, but need not, be a member of the
Board. Said officers shall perform the duties normal for said offices, including the following:
A. The Chair shall sign all contracts on behalf of the Authority, except
contracts or agreements that may be signed by the Fire Chief of the
Authority, as herein provided, and shall perform such other duties as may
be imposed by the Board.
B. The Vice Chair shall perform all of the Chair's duties in the absence of the
Chair.
C. The Secretary shall attest to all contracts signed on behalf of the Authority
and perform such other duties as may be imposed by the Board.
2. 2. Management. The Board shall appoint a Fire Chief to manage the Authority.
Subject to the supervision of the Board and the powers specifically reserved to the Board as
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2.3
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Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
described in Article III of this Agreement, the Fire Chief shall have all powers and authorities
provided for a municipal fire chief and a fire chief under Section 32-1-1002, C.R.S., and shall
oversee and manage all business and affairs of the Authority, including the operation,
maintenance, management, administration, and provision of all facilities, improvements,
equipment, services and personnel, in the manner typically associated with a fire and emergency
rescue agency for which the fire chief has been delegated authority by the governing body to
manage all aspects of the agency, including the authority associated with a chief executive,
administrative, and operational officer. The powers of the Fire Chief shall include, but not be
limited to, the following:
A. To provide for the planning, design and construction of any buildings,
additions or improvements to the facilities owned by the Authority.
B. To execute any contract for capital costs, costs of special services,
equipment, materials, supplies, maintenance or repair that involves any
expenditure by the Authority of less than Seventy-Five Thousand
Dollars ($75,000), providing such expenditure is within budget. This
expenditure limit will be increased or decreased every five years
according to the cumulative Denver-Boulder Consumer Price Index for
Urban Consumers, as published by the Bureau of Labor Statistics. Such
adjustment will be made by the Board.
C. To employ all personnel of the Authority required for the provision of Fire
Rescue Services and maintenance and operation of all facilities and to
make such personnel decisions as he or she deems appropriate, including
without limitation, decisions as to organization, staffing levels,
deployment, promotions, demotions, discipline and, where deemed
necessary by the Fire Chief, termination.
D. To employ all personnel required in connection with the planning, design
and construction of any buildings, additions or improvements to the
facilities owned by the Authority.
E. To expend funds and enter into contracts, whenever required, for the
immediate preservation of the public health, safety, and welfare, provided
that the amount of funds involved does not exceed one percent (1%) of the
annual budget of the Authority for the year in which the funds are
expended or the contract is made.
F. To dispose of by sale any personal property of the Authority with a value
of less than Fifty Thousand Dollars ($50,000). This sale limit shall be
increased or decreased every five years according to the cumulative
Denver-Boulder Consumer Price Index for Urban Consumers, as
published by the Bureau of Labor Statistics. Such adjustment shall be
made by the Board.
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Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
G. To approve payroll payments and other demands for payments by the
Authority, provided that such payments are within budget and that no
individual payment exceeds Seventy-Five Thousand Dollars ($75,000).
This payment limit will be increased or decreased every five years
according to the cumulative Denver-Boulder Consumer Price Index for
Urban Consumers, as published by the Bureau of Labor Statistics. Such
adjustment will be made by the Board.
H. To prepare and submit to the Board an annual operating budget for the
next fiscal year in accordance with the budget schedules of the City and
District.
T. To adopt general operating guidelines, including but not limited to non-
personnel matter policies and procedures, operating policies and
inspection policies, as deemed appropriate by the Fire Chief.
J. To generally supervise the acquisition, construction, management,
maintenance and operation of the Authority's facilities and personnel.
K. To negotiate with labor groups as may be required by state law or
authorized by the Board.
L. To negotiate with a provider of ambulance services dispatched through the
City's public safety answering point (PSAP) within the Authority's
service area, including, but not limited to, an exclusive service agreement,
performance standards, and other provisions as deemed appropriate, to be
approved by the Board.
M. To conduct procurement and purchasing processes consistent with the
City's administrative procurement policies and procedures, unless
excepted from those policies and procedures by the Board.
N. To provide an Annual Report regarding the activities and
accomplishments of the Authority, including reports to the City and
District for the purpose of reviewing annual performance measurements
and metrics, goals, actual spending to budget, benefits to the community
related to strategic outcome goals, operational efficiency, productivity
improvements, and issues of concern to the Authority, the District, and the
City, with such report to be submitted annually in the second quarter of
each year. The Authority shall also provide the community with regular
updates throughout the year related to its performance as measured by
relevant performance metrics, including analysis of effectiveness in
meeting community service needs.
0. To perform such other duties as directed by the Board and report to the
Board at such times and on such matters as the Board may direct.
5
2.3
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Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
2.3. Legal Advisor. The Board shall have the power to appoint, through a
competitive selection process as determined by the Board, an attorney to provide legal
services to the Authority.
2.4. Other Employees. The Board shall have the power to appoint and employ such
other persons, agents, and consultants for the purpose of providing professional, technical or
consulting services as may be necessary for the purposes of this Agreement.
ARTICLE III
POWERS OF THE AUTHORITY
3.1. General Powers. The Authority shall exercise, in the manner herein provided, the-
powers lawfully authorized to each of the parties, as provided by the laws of the State of
Colorado, and all incidental, implied, expressed or necessary powers for the accomplishment of
the purposes of this Agreement as provided herein. The Authority's powers shall be exercised by
the Board unless otherwise designated by this Agreement, applicable law, or delegation of the
Board. The Authority shall not have the power to levy taxes.
3.2. Specific Powers. The Authority is hereby authorized, in its own name, to do all
acts necessary for the exercise of the foregoing powers including, but not limited to, the
following:
A. To make, enter into, and perform contracts of every kind as authorized by
law with other governmental entities, the State of Colorado, or any
political subdivision thereof, the United States, or any political subdivision
thereof, and any individual, firm, association, partnership, corporation or
any other organization of any kind.
B. To employ all necessary personnel.
C. To acquire, construct, manage, maintain, and operate any buildings,
works, improvements or other facilities.
D. To acquire, hold or dispose of property.
E. To sue and be sued in its own name.
F. To incur debts, liabilities, or obligations to the extent and in the manner
permitted by law, and borrow money and, from time to time, make,
accept, endorse, execute, issue and deliver bonds, notes and other
obligations of the Authority for monies borrowed, or in payment for
property acquired, or for any of the other purposes, services or functions
of the Authority; and, as provided by law, and to the extent permitted by
law, to secure the payment of any such obligations by mortgage, pledge,
deed, indenture, agreement, or other collateral instrument, or by other lien
upon or assignment of all or any part of the properties, rights, assets,
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Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
contracts, easements, revenues and privileges of the Authority; providing
that all debts, liabilities, and obligations of the Authority shall be limited
to or secured only to the extent of the Authority's revenues and assets; and
further providing that no obligation of the Authority shall be or become an
obligation of either the City or the District without the express written
consent of such party.
G. To apply for, accept, receive and disperse grants, loans and other aid from any
governmental entity or political subdivision thereof.
H. To invest any unexpended funds that are not required for the immediate
operation of the Authority, as the Authority determines is advisable, in
accordance with the laws of the State of Colorado; provided, however, that
such investment management and cash management services will be
provided by the City through its Finance Department.
1. To administer and enforce the Fire Code adopted by the City and District,
and as adopted or consented to by other municipalities and counties within
the Authority's service area.
J. To contract with a provider of ambulance services dispatched through the
City's public safety answering point (PSAP) within the Authority's
service area through any lawful means, including, but not limited to, an
exclusive service agreement, performance standards or other provisions as
deemed appropriate by the Board.
K. To adopt bylaws, rules, and regulations respecting the exercise of its
powers and carrying out of its purposes.
L. To fix, maintain, and revise fees, rates, and charges for functions, services,
or facilities provided by the Authority in the manner provided by law.
M. To own, operate, and maintain real and personal property and facilities in
common with others, and to conduct joint, partnership, cooperative, or
operations with others, and to exercise all the powers granted herein in
joint, partnership, cooperative, or other operations with others.
N. To act as agent on behalf of the parties with regard to the functions and
services described hereinabove and any existing contracts and agreements
between either or both of the parties or any other party, to the extent
permitted by law and the terms of such contracts and agreements.
0. To carry out all provisions of this Agreement.
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2.3
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Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
ARTICLE IV
ORGANIZATIONAL PROCEDURE
4.1. Delegation of Powers. Duties and Responsibilities.
A. Each of the parties hereto delegates to the Authority the power, duty and
responsibility to maintain, operate, manage and control all of the Fire
Rescue Services facilities, equipment, resources and property of the
Authority, including without limitation, all fire stations, land, buildings
and firefighting, emergency medical and rescue equipment, and to
employ the necessary personnel and do any and all other things necessary
or desirable to provide continued efficient and economical Fire Rescue
Services to all persons and property within the respective territorial limits
of the parties hereto, which area shall be considered the jurisdiction of the
Authority.
B. The Authority is hereby empowered to provide Fire Rescue Services to
persons and property outside the jurisdiction of the Authority by
agreement in exchange for payment or reciprocal services, as long as
such additional services can be provided through the use of existing
facilities, equipment, resources, and personnel of the Authority.
4.2. Personnel.
A. The Board shall adopt the rules, regulations and procedures necessary to
govern personnel matters.
B. During the term of this Agreement, all employees transferred from the City
and the District under the original Intergovernmental Agreement and all
employees hired by the Authority shall be employees of the Authority
subject to the terms and conditions of employment in effect as stated in
Authority Personnel Rules and Regulations, as amended from time to
time.
C. All of the time that a transferred employee has spent as a Fire Department
employee of either the City or the District shall be considered as time
employed by the Authority for the purpose of determining any conditions
or benefits of employment with the Authority.
D. The establishment of the Authority as an independent governmental entity
shall not affect in any manner the rights of City or District employees,
hired prior to January 1, 1982, insofar as they relate to pension benefits
provided by the laws of the State of Colorado.
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Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
E. At the termination of this Agreement, any unfunded pension liabilities
incurred by the Authority during the term of this Agreement shall be
assumed by the City or the District in proportion to the allocation of
Authority personnel to the City and the District.
F. If this Agreement is terminated, the parties agree that any employee of the
Authority who was an employee of the City or the District on January 1, 1982
shall be restored to employment with the employee's original employer (City or
District as applicable) or the entity which has need for additional employees.
Said employment shall be subject to the terms and conditions of employment
then in effect as stated in City or District personnel rules.
4.3. Authority Fund. The Board shall establish an Authority Fund to account for all
financial transactions of the Authority in accordance with generally accepted accounting principles.
ARTICLE V
BUDGET; MAINTENANCE AND OPERATION
COSTS; OTHER COSTS
5.1. Annual Budget.
A. The Board shall adopt a preliminary budget for maintenance and operation
costs, capital costs, and costs of other services in accordance with the
budget schedules of the City and the District, which budget may be
amended from time to time based on changes in revenue projections made
by the City and the District. The Board shall submit the budget to the
respective governing bodies of the parties hereto. The budget shall become
the Authority budget only after approval of the appropriations by the
respective governing bodies and final approval by the Board.
B. The financial contributions of the parties for the funding of the Authority shall
be determined by the Revenue Allocation Formula, hereafter referred to as the
"RAF," as set forth in Exhibit A, attached hereto and incorporated by this
reference.
C. The Board shall present requests for supplemental appropriations to the
respective governing bodies of the parties hereto. For the purposes of this
Agreement, "supplemental appropriations" shall mean any appropriation
made above and beyond the annual appropriation made during the
budgetary process.
D. The Board shall have the power to reappropriate funds in the fund balance
for whatever purpose the Board deems appropriate or necessary without
approval of the City or District. Such reappropriations shall be made only
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at meetings of the Board held after proper notice has been given,
according to the bylaws of the Authority.
5 2. Records and Accounts. Through the City's Finance Department, the Authority
shall provide for the keeping of accurate books of account, showing in detail the capital costs, cost of
services, maintenance and operating costs and all financial transactions of the
Authority which books of account shall correctly show any receipts and also any costs, expenses
or charges paid to or to be paid by each of the parties hereto. Said books and records shall be
open to inspection at all times during normal business hours by any representative of either party or
by the accountant or other person authorized by either party to inspect said books or records. The
Board shall provide for the auditing of all books and accounts and other fmancial records of the
Authority on an annual basis, utilizing the same certified public accountant as is used by the City
in the auditing of its financial records. The results of said audit shall be presented to the City and
the District not later than thirty (30) days after receipt by the Board.
5.3. Payment of Costs. The City shall pay the Authority monthly and the District shall
pay the Authority quarterly, in advance, its allocated share of the total budgeted annual costs and
expenses. The Board is authorized to approve other arrangements for payments by the City and the
District, provided the financial security of the Authority is not impaired. In addition to supplemental
appropriation requests, the Board is authorized to request amounts in excess of any regular payment
for the costs and expenses of the Authority, provided the total annual allocation does not exceed the
estimated share of costs and expenses for either party to this Agreement. The Authority shall make
available to each of the agencies a final detailed statement of the final costs and expenses for the
fiscal year allocated in the same manner as estimated expenses were allocated, as soon as possible
after the close of each fiscal year.
5.4. Appropriation and Non-Appropriation of Funds. Each party shall provide the
funds required to be paid by it to the Authority under this Agreement from any source of funds
legally available to such entity for such purpose. All financial obligations of the City and the
District incurred pursuant to this Agreement are expressly contingent upon the annual
appropriation of funds by each party. Upon an event of non-appropriation by one party, the party
that has appropriated funds may, in its sole discretion, terminate this Agreement effective ninety
(90) days after service of written notice of termination upon the other party, or may choose to
continue this Agreement in effect, in which case the Authority shall adjust the level of service
consistent with available revenues. If both parties fail to appropriate funds under this
Agreement, then this Agreement shall terminate effective as agreed to by the parties, taking into
consideration available revenues.
ARTICLE VI
SERVICES
6.1. Professional, Administrative and Support Services. The City shall provide to the
Authority those professional, administrative, and support services described in Exhibit B,
attached hereto and incorporated herein by this reference, upon the terms and conditions set forth
therein. The Authority shall provide to the City those services also described in Exhibit B, upon
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Packet Pg. 29
Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
the terms and conditions set forth therein. The provision of those services shall be at no
additional charge unless otherwise indicated on Exhibit B. Upon the written agreement of the
City Manager and the Fire Chief, Exhibit B may be amended from time to time.
6.2. Additional Services. The City may agree to provide other additional services to
the Authority, provided the Authority complies with the operating procedures of the City.
ARTICLE VII
OWNERSHIP OF PROPERTY
7.1. Real and Personal Property. The Authority shall continue to hold all right, title
and interest in any and all real property and personal property transferred to the Authority by the
City or the District or acquired by the Authority since January 1, 1982 for the purpose of
providing Fire Rescue Services, unless such property is disposed of in compliance with the terms
of this Agreement.
7.2. Asset Inventory Schedules. The Authority shall maintain separate asset inventory
schedules for any and all property transferred from the City or the District which remains under
the ownership of the Authority, as well as any and all property acquired by the Authority since
January 1, 1982.
ARTICLE VIII
TERMINATION
8.1. Disposition of Assets. Upon termination of this Agreement pursuant to
paragraphs 1.1. or 5.4. above, the assets of the Authority shall be disposed of as follows:
A. All assets acquired by the Authority from contributions from the parties
shall be returned to the contributing party if said assets are still owned by
the Authority.
B. If assets contributed to the Authority are not in existence, the contributing
party shall have the option of receiving the fair market value of the asset at
the time of disposal by the Authority in either cash (if available) or assets of
the Authority acquired with funds provided by the parties.
C. All remaining assets acquired by the Authority after January 1, 1982, from
funds provided by the parties shall be distributed to the parties on the basis
of the appraised value of said assets at the time of termination and in the
same proportion as the respective contributions of funds by the parties for
acquisition of the assets over the life of this Agreement.
D. The parties may agree to dispose of any assets of the Authority in any
other acceptable manner.
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Packet Pg. 30
Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
E. If the parties cannot agree on the disposition of certain assets of the
Authority, said assets shall be subject to an independent appraisal and
shall be sold at public auction with the proceeds allocated to the parties in
the same proportion as the respective contributions of funds by the parties
for acquisition of the asset.
ARTICLE IX
MISCELLANEOUS PROVISIONS
9.1. Notices. Any notice required hereunder shall be in writing and shall be
sufficient if deposited in the United States mail, postage prepaid to:
CITY: City Manager
City of Fort Collins
P.O. Box 580
Fort Collins, Colorado 80522
DISTRICT: Chair of the Board
Poudre Valley Fire Protection District
102 Remington Street
Fort Collins, Colorado 80524
9.2. Consent. Whenever any provision of this Agreement requires consent or approval
of the parties hereto, the same shall not be unreasonably withheld.
9.3. Amendments. This Agreement may only be amended in writing by the parties
hereto.
9.4. Severability. In the event any provision of this Agreement is determined to be
illegal or invalid for any reason, all other provisions of this Agreement shall remain in full
force and effect unless and until otherwise determined. The illegality of any provision of this
Agreement shall in no way affect the legality and enforceability of any other provision of the
Agreement.
9.5. Successors. This Agreement shall be binding upon and shall inure to the
benefit of the successors of the parties.
9.6. Assignment and Delegation. A party shall neither assign any of the rights nor
delegate any of the duties created by this Agreement without the written consent of the other
party.
9.7. Effect Upon Prior Agreements. This Agreement shall extinguish and replace
the intergovernmental agreement entitled Intergovernmental Agreement dated November 3,
1987, and the three addenda to that Intergovernmental Agreement referenced in the Third
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Packet Pg. 31
Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
Addendum to the Intergovernmental Agreement Between the City of Fort Collins and Poudre
Valley Fire Protection District dated May 21, 2013.
9.8. -
No Third Party Beneficiaries. This Agreement is made for the exclusive
benefit of the parties hereto and shall not be construed to be an agreement for the benefit of
any third party or parties and no third party shall have a right of action hereunder for any
cause whatsoever.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be signed
on the date hereinabove written.
CITY OF FORT COLLINS, COLORADO
a municipal corporation
POUDRE VALLEY FIRE PROTECTION DISTRICT
B :
President of the Board
Counsel for District
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Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
Exhibit A
To Intergovernmental Agreement
Funding Formula and Revenue Allocation Formula (RAF)
The City of Fort Collins and the Poudre Valley Fire Protection District will each make annual
contributions to the Poudre Fire Authority according to the following contribution calculations:
A. City Contribution to the Authority per RAF
Subject to the Adjustments described below, the City will annually contribute to the funding of the
Authority the following amounts:
1. .29 of one cent of City base sales and use tax (excluding sales and use tax revenue
which has been legally pledged for use only on specific projects and debt obligations,
or has otherwise been restricted or committed for a particular use as a matter of law or
contract); and
2. A sum equal to 67.5 percent of the operating mill levy of the City's property taxes; and
3. Sales and use tax revenue from the voter approved tax measure currently known as
"Keep Fort Collins Great" (KFCG) per the tax measure provision for fire protection and
other emergency services funding.
"City Sales and Use Tax" and "City Property Tax" refer to forecasts per the City's Financial
Services April projection as part of the City's Biennial Budget process. The RAF will be updated
throughout that same year if there are material changes to the City Sales & Use Tax and City
Property Tax April projections.
City Contribution Calculations
The formula for determining the City's Calculated Annual Contribution to the Authority will be
calculated as the sum of:
1. A portion of Base Sales and Use tax revenue
Total City Base Sales & Use Tax Revenue (per Financial Services April projections)
2.25 DIVIDE: Total 2.25 cent Base City sales and use tax to equal
subtotal of 1 cent of sales and use tax
x 0.29 MULTIPLY: RAF sales and use tax percentage share of total revenue
Sales and use tax RAF Amount
Example: If 2.25% sales tax yields $60 million per year, then $60 million ÷ 2.25 =
$26.66 million per 1% of sales and use tax; then $26.66 million x .29 = $7.733 million
is .29 cents of sales and use tax to be contributed to PFA.
2. PLUS a portion of Property Tax revenue
City 9.797 Mill Property Tax Revenue (per Financial Services April projections)
x 0.675 MULTIPLY: RAF property tax percentage
Property tax RAF Amount
Exhibit A, Page 1
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Packet Pg. 33
Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
Exhibit A
To Intergovernmental Agreement
3. PLUS tax measure revenue from Keep Fort Collins Great dedicated to fire
protection and other emergency services funding
The sum of which components equals the City Calculated Annual Contribution to the
Authority.
Phase-in of City Contribution Adjustment ($2.6 M over 5 years)
The City's current (2014) budgeted contribution to the Authority is $2.6M below the RAF calculated
amount. It is the City's intent to phase in its total contribution to equal the RAF calculation over a 5
year time period beginning in 2015 as follows:
City Calculated Annual Contribution
MINUS: Escalation Adjustment for year
Total City Contribution
Escalation Adjustment by year:
2014 = $2.6M
2015 = $2.1M
2016 = $1.6M
2017 —$1.0M
2018 = $0.5M
Annexations Adjustment:
Annexation — primarily residential:
In the event of a City approved annexation of properties included in the District that are
primarily residential in nature, the RAF sales and use tax percentage and RAF property tax
percentage will be adjusted to ensure no loss of revenue to PFA.
Annexation — with significant commercial or industrial components:
In the event of a City approved annexation of properties included in the District that include a
significant commercial or industrial components, the City and District will work
cooperatively to ensure that service levels will be maintained through adequate funding
adjustments after the annexation has occurred.
URA / TIF / Adjustments and Other Implications:
In the event of Urban Renewal Authority (URA) implementation of tax increment financing (TIF)
that materially affects the City contribution to the Authority or cost of service to the Authority, the
City and District will work cooperatively to ensure that service levels will be maintained through
adequate funding adjustments.
All parties are committed to renegotiating the RAF or contribution amount in good faith in the event
of "other" implications that affect the efficient implementation of the RAF or management of the
Authority in a fiscally prudent manner.
Exhibit A, Page 2
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Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
Exhibit A
To Intergovernmental Agreement
B. District Contribution
The District will annually contribute to the funding of the Authority the following amounts:
The District shall annually adopt a mill levy (minimum 10.595 mills) pursuant to state law, and
100% of the mill levy revenue, less reasonable administrative expenses for the operation of the
District, shall be contributed to the funding of the Authority for any authorized purpose.
C. Other Revenues
The Poudre Fire Authority will generate other revenues for support of specific programs and services
through a variety of sources. The PFA is authorized to expend these funds with approval of the PFA
Board of Directors in the same manner as City and District funds are allocated to PFA purposes.
These revenues will be considered to be PFA's alone and not revenue of either the City or the
District. These revenue sources may include such sources as:
1. Fee Revenue
a. Plan Review and Development Review Fees
b. Sprinkler Inspection Fees
c. Hazardous Materials Fees
d. Wildland Reimbursements or Fees
e. Capital Expansion Fees passed through the City of Fort Collins or other entities
f. Opticom Maintenance Fees
2. Cost sharing revenue for City of Fort Collins Office of Emergency Management
3. Miscellaneous Income
4. Investment Income
5. Grant Revenue
6. Federal, State or County reimbursement for disaster assistance or other purposes.
D. General Provisions
If District or City funding of the Authority changes significantly, all parties commit to renegotiating
the IGA and the City and District contribution amounts in good faith.
Exhibit A, Page 3
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Packet Pg. 35
Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
EXHIBIT B
To Intergovernmental Agreement
Support Services Provided to the Authority by the City of Fort Collins
Department Service Description
Office of Emergency
Management
Coordinated OEM services • Work in close coordination with the
Authority's designated emergency
manager
• Fund portion costs of the City's joint
OEM in partnership with the City
General Fund and Utility Services
through the City's Budget process
Human Resources Pension Administration • Administer 401 Money Purchase Plans
for Authority benefitted employees
• Process new employee enrollment and
changes in participant records
• Provide GERP administration for
existing participants
Deferred Compensation Plans
Administration
• Administration and support of 457
Deferred Compensation programs
• Enrollment and changes processed
Health and Welfare Benefits • Administer health and welfare benefits
(medical, dental, vision, life, long-term
disability) within City self-insured plans
and contract group insurance
agreements
• COBRA administration
• New employee benefits sign-ups
• Interpret plans to employees
• Act as liaison between employees and
insurance companies
• Maintain records, files and forms
Benefits Open Enrollment • Provide access to health and welfare
benefits through City sponsored plans in
the same way as provided to covered
City employees
• Provide flexible spending accounts
Training • Access to skill development courses
including technology, leadership and
professional development classes.
Access to personal enrichment courses
such as wellness classes provided on a
space available basis
Job Posting • Link from City employment web site to
Authority's employment web site
positions
Pre-employment • Drug Testing
Exhibit B, Page 1
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Packet Pg. 36
Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
EXHIBIT B
To Intergovernmental Agreement
Human Resources
(cont,)
Records • Personnel records maintenance
• Employment verifications
• Annual EEOC reporting
Wellness programs • Provide access to City Health Fair
programs
• Provide annual Health Screening/Blood
Draw program to benefited employees in
the same manner as provided to City
employees
• Provide annual flu shots to benefited
employees in the same manner as provided
to City employees
• Provide office ergonomics reviews for
Authority office employees
• Provide EAP services (charged)
Financial Services Payroll Administration • Provide payroll services through the City's
accounting and payroll system
• Add new employees through the same
New Hire process as used for City
employees
• Provide employee exit processing in the
same manner as provided for City
employees
• Administer unemployment claims and
garnishments
Accounting • Provide accounts payable, accounts
receivable, and purchasing cards to
Authority
• Maintain files and records
• Maintain asset inventory
• Grant compliance
• Cash management
Banking and investing • Capital projects investments (fee charged)
Risk Management (charged) • Provide point of contact for citizen claims
• Process Worker Comp and liability claims
to Authority insurance
• Safety monitoring (atmospheric testing,
radon, etc.)
• Coordinate selection of worker's comp
providers
• Coordinate insurance renewals: Support
and advice on Property and Casualty and
Workers' Compensation Insurance contract
• Liaison with insurance broker
• Driver's license checks
Exhibit B, Page 2
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Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
EXHIBIT B
To Intergovernmental Agreement
Financial Services
(cont,)
Purchasing • Purchasing advice
• Issuing purchase orders
• RFP/Bid creation and coordination
• Service Agreements/Contracts
Capital Expansion Fees • Collect and maintain accounts for Capital
Expansion Fees collect from developer by
the City on behalf of Authority
Annual Financial Audit
Coordination
• Annual financial audit by same auditor as
contracted by the City (charged)
Operations Services: Fleet • Vehicle fueling (charged)
• Pool vehicle rentals (charged)
• Fuel payment cards
• Vehicle repair (charged)
Facilities • Facility repairs (charged)
• Service contacts (advice on who to call)
• Preventive maintenance on HVACs, A/Cs,
furnaces (charged)
• Project management for larger projects
(charged)
• Real estate services (charged)
Police Services Dispatch • Dispatch consoles (charged)
Information
Technology
Network Administration • Work in close coordination with Authority
IT in configuring, maintaining and
managing the Authority's data network
including network switches, routers, VPN
access and wiring
• Provide internet access
• Provide access to internet web email
• Partner with the Authority in FCPS
Computer Aided Dispatch (CAD) systems
• Connectivity to City core switch
GIS • Access to City GIS programs, data and
licenses
Voice/Phone system • Land-line phone system network and
maintenance
• Partners in Verizon wireless purchases
Server/Storage
Administration
• Active Directory
• Authority equipment in server room
• Occasional server support
Exhibit B, Page 3
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Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
EXHIBIT B
To Intergovernmental Agreement
Services Provided to the City of Fort Collins by Authority
Office of Emergency Management • Office space for OEM
• Training Center space for Emergency
Operations Center
• Portion of funding for Emergency Manager
position
• Day to day supervision of OEM function
Meeting Rooms • Access to conference rooms, community
rooms and Training Center space without
fees
Community Education Programs • Support of CityWorks program with
presenters, demonstrations, access to
Authority facilities
• Participation in employee Safety Fair
• Other fire service education programs upon
request
Exhibit B, Page 4
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Packet Pg. 39
Attachment: 2014 Amended and Restated IGA Establishing PFA (9088 : 2019 Poudre Fire Authority Annual Report)
Prompt. Skillful. Caring
Poudre Fire Authority 2019 Annual Report
Tom DeMint, Fire Chief
ATTACHMENT 4
• Introductions
– PVFPD Board Members
– City Council Members
– PFA Board Members
Annual Report and Joint Meeting
2.4
Packet Pg. 41
Attachment: PowerPoint Presentation (9088 : 2019 Poudre Fire Authority Annual Report)
Annual Report
• Opportunity for “parents” to meet
• Oversight of City and PVFPD investment in fire and
rescue service
• Required by IGA
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Attachment: PowerPoint Presentation (9088 : 2019 Poudre Fire Authority Annual Report)
Annual Report
• Reviews Budget and Funding
• Call volumes
• Highlights EMS in 2019
– Cardiac save rates
– Improved training, protocols, and equipment
• 8 page printed report; on-line version delayed
2.4
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Attachment: PowerPoint Presentation (9088 : 2019 Poudre Fire Authority Annual Report)
• Partnership of:
– City of Fort Collins Fire
Department
– Poudre Valley Fire Protection
District
• Consolidated in 1981 under
state law
What is the PFA?
2.4
Packet Pg. 44
Attachment: PowerPoint Presentation (9088 : 2019 Poudre Fire Authority Annual Report)
What was the Problem with Two Departments?
• Duplication of service, equipment, overhead costs
• Frequently changing boundaries with annexations
• Crossing jurisdictions to provide service
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Packet Pg. 45
Attachment: PowerPoint Presentation (9088 : 2019 Poudre Fire Authority Annual Report)
Issues of Concern to PFA, PVFPD, and the City
• COVID-19 Response and
Recovery
– Incident Management
– PPE
– Employee
illness/isoloations
– Facility closures
– Planning for recovery
• Financial uncertainty
– Sales and Use Taxes
– Property taxes
– Fee revenue
2.4
Packet Pg. 46
Attachment: PowerPoint Presentation (9088 : 2019 Poudre Fire Authority Annual Report)
Revenue
•Situation will impact PFA revenue;
first quarter already received
•Sales and Use tax is volatile—10%
decline could cost PFA $1 M in lost
revenue
•Property taxes due now through
June—tracking daily
•PFA has strong reserves
Update - Financial Impact of COVID-19
Cityof Fort Collins
Sales and Use Tax
(base), $10,597,038
, 27%
City of Fort Collins
Sales and Use Tax
(KFCG), $3,021,465 ,
8%
City of Fort Collins
Property Tax (67%of
9.797 mills),
$17,223,705 , 44%
PVFPD Property Tax
(Includes Timnath
TIF), $8,045,424 ,
21%
PFA Revenue Allocation Formula Funding, 2020
2.4
Packet Pg. 47
Attachment: PowerPoint Presentation (9088 : 2019 Poudre Fire Authority Annual Report)
Unknowns
•Severity of decline?
•Shape/length of recovery?
•Length of safer-at-home order?
•How will the economy rebound?
•How will City revenue changes be managed?
Essential services versus other services
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Attachment: PowerPoint Presentation (9088 : 2019 Poudre Fire Authority Annual Report)
Where PFA will Look to Save Money First
• Hiring Freeze
• Capital projects on hold for
2020
– Station 6 Shop
– Station 7 Replacement
– Training Center Kitchen
– Glider Engine 7
• Open/unfulfilled purchase
orders
• Deputy/Assistant Chief
plan
• Staff vehicles
• Conferences/Training
• Fuel costs
• Other Non-personnel
costs
2.4
Packet Pg. 49
Attachment: PowerPoint Presentation (9088 : 2019 Poudre Fire Authority Annual Report)
Future Possible Reductions
• 86% of funds directly spent on personnel
– Wage reductions?
– Furloughs? By day or longer term?
– Layoffs?
– Combination?
• Staffing level reductions impact service levels
2.4
Packet Pg. 50
Attachment: PowerPoint Presentation (9088 : 2019 Poudre Fire Authority Annual Report)
Questions/Discussion
2.4
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Attachment: PowerPoint Presentation (9088 : 2019 Poudre Fire Authority Annual Report)
DATE:
STAFF:
May 12, 2020
Janet Freeman, Equity and Inclusion Coordinator
Jackie Kozak-Thiel, Chief Sustainability Officer
Leo Escalante, Specialist, Public Engagement
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Equity and Inclusion Update
EXECUTIVE SUMMARY
The purpose of this item is to provide an overview of how the City is working to embed equity and inclusion into its
COVID-19 response, including sharing information on the Just in Time Equity lens and rapid response team as
well as a preliminary vision for the principles of community, data collection and equity indicators work. Staff hopes
to gain Council feedback as it shifts from response to recovery mode.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What feedback do Councilmembers have on how the City is working to embed equity and inclusion into its
COVID-19 response?
2. What input do Councilmembers have for our Principles of Community, data collection and equity indicators
work?
BACKGROUND / DISCUSSION
Strategic Alignment
The City’s strategic plan has three equity and inclusion objectives:
• Neighborhood Livability & Social Health 1.4: Advance equity for all, leading with race, so that a person’s
identity or identities is not a predictor of outcomes.
• Neighborhood Livability & Social Health 1.3: Improve accessibility of City and community programs to low
and moderate-income residents and increase participation in services to eligible, income-qualified residents.
• High Performing Government 7.3: Improve effectiveness of community engagement with enhanced
inclusion of all identities, languages and needs.
City Council Action
City Council prioritized equity and inclusion in its May 2019 retreat, with the following actions:
• Implement the usage of an equity lens (including staff and Council training)
• Develop indicators and metrics
• Consider a resolution regarding anti-discrimination
• Develop principles of community
In 2017, the previous Council also prioritized community trust.
May 12, 2020 Page 2
Workplan Objectives: Equity for All
Staff’s objectives that support equitable outcomes for all include:
• Alignment to Council Priorities and deliverables
• Focusing on residents who experience worst outcomes
• Identifying areas of opportunity and interventions through Equity Lens application
• Increasing community involvement in process and solutions, especially with marginalized community
members
• Utilizing a data-informed approach
Problem We Are Trying to Solve
As reported in the October 1, 2019 work session, prior to COVID-19, some community members were
experiencing disparities within the community related to economic and social inclusion; health; educational
attainment, and more.
Although COVID-19 can potentially affect all community members living in Fort Collins, the virus-and its
cascading impacts-have deepened the equity disparities previously present. This worsening of disparities appears
to be a result of systemic and institutional racism and/or oppression. According to national and state data,
communities of color are being disproportionately affected by the virus, both in terms of infection and fatalities.
CDC National Data https://www.npr.org/sections/coronavirus-live-updates/2020/04/08/830030932/cdc-hospital-
data-point-to-racial-disparity-in-covid-19-cases
Colorado Data https://www.denverpost.com/2020/04/13/colorado-coronavirus-covid-racial-breakdown/>
Because of this, many residents are experiencing a worsening in outcomes related to health, employment,
education, housing, digital access and more. Examples include, but are not limited to:
• Widening of digital divide
• Inaccessibility of online education
• Increase in number of financially destabilized households
• Increased food insecurity
• Lack of financial resources for undocumented immigrants
• Increase in racially-biased incidents and prejudice among Asian-American community
• Decreased ability to effectively navigate resources and critical communications due to language access
issues
These communities require targeted and strategic interventions and/or support to experience equitable outcomes
related to the virus outbreak and the subsequent recovery.
In addition, disproportionate impacts are being experienced by women and along socioeconomic lines. Sectors
that have a high representation of women workers are experiencing a disproportionate rate of unemployment
filings, a disparity further compounded by lack of available childcare. Early projections forecast the country’s 15
million single mothers will be most impacted, and school closures are resulting in the possibility 21% of all
children could end up living in poverty.
https://www.forbes.com/sites/tedknutson/2020/04/21/women-bearing-brunt-of-covid-19-recession-1-in-5-children-
may-be-at-risk-of-poverty-says-study/#665aa8f329ba
https://www.forbes.com/sites/tedknutson/2020/04/21/women-bearing-brunt-of-covid-19-recession-1-in-5-children-
may-be-at-risk-of-poverty-says-study/
May 12, 2020 Page 3
Since the outbreak, staff has been working to embed equity and inclusion considerations into its overall response
strategies to mitigate these potential impacts, as well as ensure all Fort Collins residents benefit from equitable
service delivery during both the response and recovery phases of COVID-19.
Embedding Equity into Response Efforts
Early in its COVID-19 response, the City convened a Racial Equity Rapid Response team. The team’s purpose is
to identify areas of equity opportunity as the City responded to numerous needs brought about by the virus and its
cascading impacts and create strategies to mitigate any disproportionate impacts experienced by marginalized
community members. To date, the rapid response team has completed or undertaken the following projects:
• Created a Just in Time Equity Lens
• Collaboration with Vulnerable/Susceptible Populations work
• Opportunity Index that maps vulnerable households for targeted outreach
• Peer learning with other GARE jurisdictions and regional partners
• Research Emerging and Promising Practices
• Our Climate Future Ambassador Redeploy
• Environmental Justice Scan
The team is also collaborating with staff across the organization on various projects, including a team formed
early on to track vulnerable and susceptible population-level issues and concerns. To date, that team has ensured
coordination across departments, and prioritized service delivery mechanisms that meet the needs of all
residents, e.g., supporting the work to close the digital divide, ensuring materials needing to be translated are
prioritized.
In addition, staff has collaborated closely with local partners in creating, populating, and translating into Spanish
lists of resources posted on the United Way website, organizing a town hall meeting with community leaders with
simultaneous interpretation targeted to our Spanish-speaking families, and identifying and sharing community
resources information.
Inclusive, Equitable Recovery
As noted at the April 28 Work Session on Economic and Social Recovery, one of the key principles for recovery
work is being “community focused, centered in equity and inclusion.” This includes a commitment to develop
processes, programs and deliver community outcomes in a way that furthers our goals around equity and
inclusion, including analysis of overall metrics and specific strategies.
A preliminary vision to achieve this principle is that disparities from COVID-19 are minimized and all people in Fort
Collins benefit from recovery efforts. Staff has identified this initial list of strategies to help attain that vision:
• Deploy full-scope equity lens
• Collect data and disaggregate by race and other marginalized identities
• Create equity dashboard that informs and integrates with the City’s recovery dashboard
Track long-term impacts on disparities in employment, income, housing, health, etc.
• Conduct gaps analysis to determine staff capacity / resourcing needs
• Develop mitigation strategies in partnership with community members most impacted
Focusing on response has surfaced opportunities for improving our ability to embed equity and inclusion into our
decision-making and that knowledge will also inform efforts to create an equitable and inclusive recovery.
Opportunities for improvement include how we address issues related to language access; legislative and policy
changes; maintaining consistent communication channels and accessible to all in the community; strengthening
internal staff capacity for equity and inclusion work, enhancing accessibility for public participation, and more.
May 12, 2020 Page 4
Principles of Community
Principles of community are institutional commitments for organizations seeking to embed a culture of equity,
inclusion and diversity into its overall mission and vision. Locally, both Colorado State University and Poudre
School District have crafted organizational principles of community.
The City seeks to develop its own such principles to ensure equity, inclusion and diversity are integral
components of our organizational goal of inclusive excellence. The task of developing principles would be in
partnership with community as staff looks to strengthen the commitment to ensuring equitable service delivery as
well as strengthening our community relationships.
How will we measure success?
Success will be achieved if post-COVID-19 social and economic indicators show a closing, or lessening, of
disparity gaps. Equity indicators will be used to track progress and accountability.
Next Steps
Staff will continue to work to embed equity and inclusion in its COVID-19 response and recovery efforts and will
report back to Council any relevant updates.
ATTACHMENTS
1. Just in Time Equity Lens (PDF)
2. COVID-19 Racial Disparities Data (PDF)
3. Principles of Community (PDF)
4. PowerPoint Presentation (PDF)
Equity and Inclusion Resource Guide
In this challenging time, staff seeking to embed equity and inclusion into their work can use this guide to
strengthen understanding and capacity while also reviewing a concrete example of how these concepts were
applied to a previous work project. With our current local, state and national reality, keeping equity
considerations top of mind will help minimize impacts to historically under-represented and under-resourced
community members.
“Just in Time” Equity Assessment
You and your team can utilize these questions and information to help you lead with race in your projects. The
information below is specifically geared towards quickly addressing racial equity during this challenging time.
What are the desired results and outcomes of your project based on your proposal?
What are the intended results for the community? What areas of the community could this impact?
o Children and youth
o Community engagement
o Contracting equity
o Criminal justice
o Economic development
o Education
o Environment
o Food access and affordability
o Government practices
o Health
o Housing
o Human services
o Jobs
o Planning and development
o Transportation
o Utilities
o Workforce equity
What are the outcomes for the organization?
o Your performance measures should answer: how much did we do, how well did we do it, is
anyone better off?
What about data?
Because of the current state of the world, the amount of time and resources you may have for data collection
could be quite limited. While measurement is important in demonstrating outcomes and results, that does not
need to limit the action that you take now. Consider:
Do you have existing data on who you are serving and how that could benefit the racial equity of your
project?
Absence of data is data in itself! If you are missing communication with groups that city census data
shows are present, that in itself could be informing you on who you are missing in your project.
Proposal,
Results, and
Outcomes
Determine the
major proposal of
your project.
What areas of the community
will this impact and how? (i.e.
housing, health, jobs, economic
development, etc)
What are the outcomes for the
organization and your department?
(should be able to answer: how
much did you do, how well did you
do it, and is anyone better off)
ATTACHMENT 1
Equity and Inclusion Resource Guide
Think about real time material needs during this time of crisis as data as well (i.e. food supplies, personal
protective equipment, shelter, internet access)
Will specific areas of the city be impacted more than others?
How do (and should) we engage during this time?
Engagement, especially with the City of Fort Collins, can largely be an in-person, large group endeavor. Social
distancing and Stay at Home orders can make connecting and collaborating with communities far more difficult.
Again, do not let this stop you from pursuing racial equity within your projects.
There are various online engagement platforms that work well for connecting with external stakeholders.
Zoom, GoToMeetings, OurCity, and social media are all viable ways of involving communities in your
project. If you do decide to do virtual engagement, consider how you can make the activity feel more
personal, comfortable, and accessible for all.
o HOWEVER: We need to recognize that online engagement is both an opportunity AND a barrier.
Keep in mind that many people you are trying to engage with may not have access to a computer,
internet, or a smart phone.
o Consider if now is the appropriate time to be engaging on a deeper level for your project. Life has
changed drastically and differently for every person.
Understand historical relationships different communities have with the government.
o The government has had a historical role in perpetuating racial inequities.
o Some communities may not trust having conversations with government staff because of their
citizenship status or historical interactions with the government.
Engagement is just as much about collecting feedback as it is about building relationships and trust with
historically underrepresented communities.
Who is going to benefit or be burdened by your project?
Understanding who will be burdened or benefited from the results and outcomes of your project will give you the
space to lead with race.
What are some unintended consequences that could come from your project? How can your project be
modified to enhance positive impacts and reduce negative impacts?
Does your project align with other initiatives at the city? Utilizing existing knowledge of racial equity can
increase the success of leading with race in your project, and can create opportunities in other areas.
Engagement How have you
engaged with
stakeholders
previously? How
has that/might
that change based
on current
circumstances?
Utilize data to understand who
the most impacted/influential
stakeholders are.
Who has historically been “left
behind” in your work?
Are there ways to connect to your
stakeholders online?
Consider if now is an appropriate
time to be communicating with
stakeholders on this project.
Equity and Inclusion Resource Guide
How are you planning to implement the project?
Consider the unintended consequences, existing data or gaps, and impacts of the project. This information will
help you to create a thoughtful implementation that will help you to focus more on racial equity.
Is the implementation plan you created realistic? Is it adequately funded and staffed?
Are there other projects you can partner with in order to share resources?
Are you reporting out about the project and how you are focusing on racial equity?
How are you ensuring accountability and communicating?
Is what you are saying you are doing matching with what the community is saying or doing?
o EXAMPLE: The Social Sustainability department’s strategic plan stated that all residents and
visitors in Fort Collins should feel valued, safe and connected. However in 2017, the immigrant
community told staff they were feeling the exact opposite of this, and were experiencing
persistent fear that was negatively impacting their quality of life. The department performed a
root cause analysis to determine what the disparity between those who felt safe and those who
didn’t was. Staff worked to gain insights and perspectives from the community, meeting folks in
spaces considered safe and working to mitigate barriers to participation by offering interpretation
services, childcare, and providing food.
During this process, we learned people were experiencing persistent fears around police
interfacing, accessing city services, being out in the community, and more. The question then
became:
“How could the City alleviate fear and remove barriers to participation in City services?”
Staff brought forward a resolution that was passed by Council, directing the City manager to
create a task force to work on these issues. Critically, the task force was composed of participants
who were directly impacted by immigration issues, or their advocates. The task force met for six
months, and during that time, provided input on suggested policy changes in our police manuals,
ways in which the City could work to strengthen mutual trust, and more.
To date, the work done in 2017 continues to guide our efforts to better serve members of our
immigrant communities. The process by which this was accomplished was what we would now
Impact What are some
unintended
consequences –
especially to
communities of
color -- that could
come from your
project?
Who will disproportionately
benefit or be burdened by the
outcomes and results of this
project? Why/how?
How can you adapt to enhance
positive impacts and decrease
negative impacts, especially to
communities of color? Will these
adaptations create other
unintended impacts?
Equity and Inclusion Resource Guide
consider applying a racial equity lens, and the lessons learned about how to engage with
historically under-represented populations can be applied to any marginalized group.
While not intended to be comprehensive, hopefully this resource guide can help equip staff with key concepts and
tools for centering equity and inclusion in their work, especially as we move through this challenging time. That
said, we know this is new for a lot of folks and SSA’s Racial Equity Rapid Response team can help serve as thought
partners for using the tool, much in the way staff currently deploys for Triple Bottom Line scans. For more
information, or assistance with using this tool, feel free to reach out to Janet Freeman at jfreeman@fcgov.com.
Additional Resources
Definitions, Terms & Strategic Objectives: https://www.fcgov.com/socialsustainability/equity.php
GARE Racial Equity Toolkit: https://racialequityalliance.org/wp-content/uploads/2015/10/GARE-
Racial_Equity_Toolkit.pdf
THE CORONAVIRUS CRISIS: CDC Hospital Data Point To Racial Disparity In COVID-19 Cases
NPR, by Allison Aubrey and Joe Neel
About 1 in 3 people who become sick enough to require hospitalization from COVID-19 were African
American, according to hospital data from the first month of the U.S. epidemic released by the Centers
for Disease Control and Prevention.
Even though 33% of those hospitalized patients were black, African Americans constitute 13% of the U.S.
population. By contrast, the report found that 45% of hospitalizations were among white people, who
make up 76% percent of the population. And 8% of hospitalizations were among Hispanics, who make
up 18% of the population.
The study of about 1,500 hospitalized patients in 14 states underscores the long-standing racial
disparities in health care in the U.S. It also echoes what has been seen in other coronavirus outbreaks
around the world — people with chronic health conditions have a higher likelihood of developing a
serious illness after being infected with coronavirus. The findings appear in the MMWR, the Morbidity
and Mortality Weekly Report.
Overall, the report found that about 90% of people in the hospital with COVID-19 had at least one
underlying health condition. Half (50%) had high blood pressure, 48% were obese, 35% had chronic lung
disease and 28% had diabetes and cardiovascular disease.
Hospitalizations were highest among people 65 and older, and about 54% of those hospitalized were
men.
ATTACHMENT 2
People who were hospitalized had a wide range of symptoms. The most common symptoms at the time
of hospital admission were cough (86%), fever or chills (85%), and/or shortness of breath (80%). Upset
stomach and gastrointestinal symptoms were documented as well: 27% had diarrhea and 24% reported
nausea or vomiting.
Asked about the reports of health disparities and racial divide at a White House coronavirus task force
briefing on Tuesday, Dr. Anthony Fauci of the National Institutes of Health said that African Americans
do not seem more likely to be infected by coronavirus.
But he added that "underlying medical conditions, [including] diabetes, hypertension, obesity, [and]
asthma" might make it more likely that African Americans are admitted to the ICU or die from the
disease. "We really do need to address" the health disparities that exist in the U.S., Fauci said.
"These findings underscore the importance of preventive measures (e.g., social distancing, respiratory
hygiene, and wearing face coverings in public settings where social distancing measures are difficult to
maintain)," the authors of the report write, "to protect older adults and persons with underlying medical
conditions, as well as the general public."
People of color in Colorado disproportionately impacted by coronavirus, state’s first racial data shows
Black Coloradans dying from COVID-19 at disproportionately high rate compared to share of
population
The Denver Post, by Jessica Seaman
The coronavirus pandemic is spotlighting racial inequalities in Colorado as new data from the state
health department shows black residents are dying from the illness at a disproportionately high rate,
and people of color in general are seeing elevated infection rates.
COVID-19, the respiratory disease caused by the new coronavirus, is spreading among the state’s black,
Hispanic and Hawaiian/Pacific Islander residents at high rates compared to their shares of the
population, according to the data released by the Colorado Department of Public Health and
Environment on Monday.
While Gov. Jared Polis said at a news conference that such racial disparities “could be a proxy for
economic disparities,” health experts took a firmer stance, pointing directly to systemic societal and
health inequalities as a driver for why the disease is having a heavier impact on people of color in
Colorado.
“We know that social and health care inequities affect outcomes, and that becomes even more
apparent in times of disaster,” Jill Hunsaker-Ryan, executive director of the state’s health department,
said in a statement. “There have been generations of institutionalized barriers to things like preventive
medical care, healthy food, safe and stable housing, quality education, reliable transportation and clear
air.”
Black Coloradans make up 363 — or about about 7% — of the 5,188 coronavirus cases analyzed by the
health department, despite the state’s black population standing at 3.9% of Colorado’s total.
Of the 249 COVID-19 deaths included in the data, 17 fatalities — or about 6.83% of the overall total —
are black Coloradans.
The data released by the Department of Public Health and Environment is limited and only represents
75% of all reported COVID-19 cases. Cases with an unknown race or ethnicity are excluded from the
data, which also does not include everyone who has become sick with the illness. The number of
confirmed cases in the state — 7,691 as of Monday — is significantly lower than the actual number of
Coloradans with the disease because of inconsistent testing.
At least 308 people have now died in Colorado in connection with the new coronavirus.
Other data released by the state shows:
Hispanic/Latino residents make up about 21.7% of the state’s population, but represent 28.1% (1,458
people) of the coronavirus cases and 17.67% (44 people) of the deaths examined by the agency.
Native Hawaiians or other Pacific Islanders are 0.1% of Colorado’s population, but make up 0.6% (29
people) of cases and 1.6% (4 people) of deaths.
Asian Coloradans are not seeing disproportionately high numbers, as they represent 3.1% of the state
population, but 2.2% (116 people) of cases and 2.8% (7 people) of deaths.
And white, non-Hispanic, residents count for 67.8% of Colorado’s population, but make up 59.06%
(3,064 people) of total coronavirus cases and 69.08% (172 people) of the fatalities.
“We are all together here as a state,” Polis said during Monday’s news conference. “People live in
integrated communities. You can’t say we’re stopping it for Hispanics and not for white people, or for
blacks and not white people.”
Colorado Department of Public Health and Environment Data released Monday by the Colorado
Department of Public Health and Environment shows people of color in Colorado have been
disproportionately impacted by the novel coronavirus.
The preliminary statewide data on race reflects nationwide trends and is similar to the way the novel
coronavirus is impacting Denver residents. Early data released by Denver Public Health on Friday
showed black residents faced higher rates of infection, hospitalization and death than white, Hispanic or
Latino residents.
“We know historically that the African-American and Latino communities have been more prone to
chronic ailments such as hypertension, high blood pressure, diabetes, asthma, heart disease,” Denver
Mayor Michael Hancock said during a news conference Monday. “Because we know that, and we know
that this particular virus preys harder and disproportionately on people who have those conditions, it is
incumbent on all of us to be even more careful about staying indoors.”
Those underlying health issues cited by Hancock make patients more susceptible to complications,
including death, from the novel coronavirus. Black people also are over-represented in service industry
jobs and positions that cannot be done remotely, putting them at additional risk for contracting COVID-
19.
Dr. Terri Richardson, a physician and vice chair at the Colorado Black Health Collaborative, said Monday
that while systemic disparities play a part in the impact of coronavirus on black residents, more specific
data is needed to determine exactly what is going on in Colorado and how to counteract it.
“I know most people are saying it’s related to the disinvestment in black communities, longstanding
health disparities, a lot of social determinants, or it’s because African-Americans are doing front-facing
jobs, bus driving, working at restaurants — these are the types of things you hear,” she said. “But for
me, I think that we have to really try to take a deeper dive into this data. Really what is happening?”
She said the state needs to provide specific information on the black patients who are dying from
COVID-19 that examines the patients’ risk factors like age, chronic diseases or occupation — details that
go beyond solely the patients’ race.
“What are the details of the people dying?” she said. “Did they present and were they in the hospital for
five minutes, were they there for 14 days, how did they get it — what are some of the demographics
around them, other than they were black? The social determinate issue, the racism, that is all real, but
we’ve got to still take that, and the specifics.”
Knowing that information, she said, would allow health officials and organizations to tailor their
prevention and education efforts to the particular impacted population, rather than casting a wide net.
Nationwide, there have been calls for public health agencies to release racial and income data related to
understand the spread of the new coronavirus and know who is becoming sick with the respiratory
illness.
“If we’re not able to see clearly what’s going on in different communities, we’re not going to be able to
allocate resources appropriately,” said Dr. Richard Besser, former acting director of the U.S. Centers for
Disease Control and Prevention and president of the Robert Wood Johnson Foundation.
Black residents have been harder hit by the virus in New York, Detroit, Chicago, New Orleans and
Milwaukee.
COVID-19 in Racial and Ethnic Minority Groups
Centers for Disease Control and Prevention
The effects of COVID-19 on the health of racial and ethnic minority groups is still emerging; however,
current data suggest a disproportionate burden of illness and death among racial and ethnic minority
groups. A recent CDC MMWR report included race and ethnicity data from 580 patients hospitalized
with lab-confirmed COVID-19 found that 45% of individuals for whom race or ethnicity data was
available were white, compared to 55% of individuals in the surrounding community. However, 33% of
hospitalized patients were black compared to 18% in the community and 8% were Hispanic, compared
to 14% in the community. These data suggest an overrepresentation of blacks among hospitalized
patients. Among COVID-19 deaths for which race and ethnicity data were available, New York Citypdf
iconexternal icon identified death rates among Black/African American persons (92.3 deaths per
100,000 population) and Hispanic/Latino persons (74.3) that were substantially higher than that of white
(45.2) or Asian (34.5) persons. Studies are underway to confirm these data and understand and
potentially reduce the impact of COVID-19 on the health of racial and ethnic minorities.
Factors that Influence Racial and Ethnic Minority Group Health:
The conditions in which people live, learn, work, and play contribute to their health. These conditions,
over time, lead to different levels of health risks, needs, and outcomes among some people in certain
racial and ethnic minority groups.
Health differences between racial and ethnic groups are often due to economic and social conditions
that are more common among some racial and ethnic minorities than whites. In public health
emergencies, these conditions can also isolate people from the resources they need to prepare for and
respond to outbreaks.1,13, 14
Living conditions
For many people in racial and ethnic minority groups, living conditions may contribute to underlying
health conditions and make it difficult to follow steps to prevent getting sick with COVID-19 or to seek
treatment if they do get sick.
• Members of racial and ethnic minorities may be more likely to live in densely populated areas
because of institutional racism in the form of residential housing segregation. People living in
densely populated areas may find it more difficult to practice prevention measures such as
social distancing.
• Research also suggests that racial residential segregation is a fundamental cause of health
disparities. For example, racial residential segregation is linked with a variety of adverse health
outcomes and underlying health conditions.2-5 These underlying conditions can also increase the
likelihood of severe illness from COVID-19.
• Many members of racial and ethnic minorities live in neighborhoods that are further from
grocery stores and medical facilities, making it more difficult to receive care if sick and stock up
on supplies that would allow them to stay home.
• Multi-generational households, which may be more common among some racial and ethnic
minority families6, may find it difficult to take precautions to protect older family members or
isolate those who are sick, if space in the household is limited.
• Racial and ethnic minority groups are over-represented in jails, prisons, and detention centers,
which have specific risks due to congregate living, shared food service, and more.
Work circumstances
The types of work and policies in the work environments where people in some racial and ethnic groups
are overrepresented can also contribute to their risk for getting sick with COVID-19. Examples include:
• Critical workers: The risk of infection may be greater for workers in essential industries who
continue to work outside the home despite outbreaks in their communities, including some
people who may need to continue working in these jobs because of their economic
circumstances.
o Nearly a quarter of employed Hispanic and Black or African American workers are
employed in service industry jobs compared to 16% of non-Hispanic whites.
o Hispanic workers account for 17% of total employment but constitute 53% of
agricultural workers; Black or African Americans make up 12% of all employed workers,
but account for 30% of licensed practical and licensed vocational nurses.7
• A lack of paid sick leave: Workers without paid sick leave might be more likely to continue to
work even when they are sick for any reason. This can increase workers exposure to other
workers who may have COVID-19, or, in turn, expose others them if they themselves have
COVID-19. Hispanic workers have lower rates of access to paid leave than white non-Hispanic
workers.8
Underlying health conditions and lower access to care
Existing health disparities, such as poorer underlying health and barriers to getting health care, might
make members of many racial and ethnic minority groups especially vulnerable in public health
emergencies like outbreaks of COVID-19.
• Not having health insurance: Compared to whites, Hispanics are almost 3 times as likely to be
uninsured, and African Americans are almost twice as likely to be uninsured.9 In all age groups,
blacks were more likely than whites to report not being able to see a doctor in the past year
because of cost.10
• Inadequate access is also driven by a long-standing distrust of the health care system, language
barriers, and financial implications associated with missing work to receive care.
• Serious underlying medical conditions: Compared to whites, black Americans experience higher
death rates, and higher prevalence rates of chronic conditions.10
• Stigma and systemic inequalities may undermine prevention efforts, increase levels of chronic
and toxic stress, and ultimately sustain health and health care disparities.
THE PRINCIPLES OF COMMUNITY SUPPORT THE COLORADO STATE UNIVERSITY
MISSION AND VISION OF ACCESS, RESEARCH, TEACHING, SERVICE AND ENGAGEMENT.
A COLLABORATIVE AND VIBRANT COMMUNITY IS A FOUNDATION FOR LEARNING,
CRITICAL INQUIRY, AND DISCOVERY. THEREFORE, EACH MEMBER OF THE CSU
COMMUNITY HAS A RESPONSIBILITY TO UPHOLD THESE PRINCIPLES WHEN ENGAGING
WITH ONE ANOTHER AND ACTING ON BEHALF OF THE UNIVERSITY.
INCLUSION
We create and nurture inclusive environments and welcome, value and affirm
all members of our community, including their various identities, skills, ideas,
talents and contributions.
INTEGRITY
We are accountable for our actions and will act ethically and honestly in
all our interactions.
RESPECT
We honor the inherent dignity of all people within an environment where we
are committed to freedom of expression, critical discourse, and the
advancement of knowledge.
SERVICE
We are responsible, individually and collectively, to give of our time, talents,
and resources to promote the well-being of each other and the development
of our local, regional, and global communities.
SOCIAL JUSTICE
We have the right to be treated and the responsibility to treat others with
fairness and equity, the duty to challenge prejudice, and to uphold the laws,
policies and procedures that promote justice in all respects.
ATTACHMENT 3
1
Leo Escalante, Janet Freeman and Jackie Kozak-Thiel
Equity and Inclusion in COVID-19 Response
ATTACHMENT 4
Council Direction
2
1. What feedback do Councilmembers have on how the City is
working to embed equity and inclusion into its COVID-19
response?
2. What input do Councilmembers have for our Principles of
Community, data collection and equity indicators work?
Presentation Flow
3
Strategic Alignment
2020 Workplan: Recap and Update
Equitable Service Delivery in time of COVID-19
Racial Equity Rapid Response Team
Sampling of Outcomes
Opportunities for Improvement
The Road Ahead: Recovery Framework
Principles of Community
Equity Indicators
Strategic Alignment
STRATEGICALIGNMENT
City Plan
Neighborhood Livability & Social Health 1.4
Neighborhood Livability & Social Health 1.3
High Performing Government 7.3
SSD Strategic Plan
Council Priorities
BUDGET
FTE:
Coordination, Compliance,
Engagement
75+ Team Members
Revision Offer
4
Workplan Objectives:
Equity for All
ALIGN TO COUNCIL
PRIORITIES AND
DELIVERABLES
FOCUS ON
RESIDENTS WHO
EXPERIENCE
WORST OUTCOMES
IDENTIFY AREAS OF
OPPORTUNITY &
INTERVENTIONS
THROUGH EQUITY
LENS APPLICATION
INCREASE
COMMUNITY
INVOLVEMENT IN
PROCESS
UTILIZE DATA-
INFORMED
APPROACH
5
Work to Date:
Q4/19 – Q1/20
Reimagine Public Engagement
Principles of Community
Data Collection/Equity Indicators
Diversify Boards & Commission
Barriers to Transit
Our Climate Future
Strengthen Staff Capacity
6
Equitable Service Delivery
in COVID-19 Response
We strive to provide inclusive and equitable service to all community
members.
We acknowledge American institutional systems carry important and
documented inequities based on race, income, gender, and more.
We understand individuals or communities may need different levels
of support to gain equitable outcomes.
7
Racial Equity
Rapid Response Team
Opportunity Index Our Climate Future
Ambassador Redeploy
Environmental Justice
Scan
Collaboration with
Vulnerable/Susceptible
Populations work
Emerging and
Promising Practices
Just in Time Equity
Lens
8
Just in Time Equity Lens
Purpose: Help
embed equity
considerations
into COVID-19
response
Adapted for
current conditions
Enables real-time
pivoting based on
evolving
landscape
Developed in-
house to honor
community
specificity and
promising
practices
9
Just in Time
Equity Lens, Ct’d
10
Early Results:
Equity Lens Deployment
Opportunity Index:
Identifying susceptible
seniors / marginalized
community members
for targeted outreach
Healthy Homes:
Identified susceptible
populations and
increasing accessibility
Messaging:
Recommendations for
inclusive, targeted
communications
Utilities:
Evaluation of
Affordability Programs
11
Racial Disparities: COVID-19 National Data
Source: CDC and US Census Bureau 12
Racial Disparities: COVID-19
Infections in Colorado
13
Many impacts from COVID‐19 are
not yet known
Data will continue to shift as
testing expands
Early data suggest disparate cases
across races also exists in Colorado
Source: US Census Bureau, CDC, & CDPHE
Vulnerable &
Susceptible Populations
14
• City notices and alerts
• Departmental information
• Resource information
Bilingual
materials:
• Immigrant communities
• Accessibility of resource information
• Translation / Interpretation needs
Collaboration with
community
partners in
service to:
English Spanish
Vulnerable &
Susceptible Populations
People experiencing homelessness:
• Northside
• Heritage Park
Minority-owned businesses
Town hall for Spanish speakers
15
Opportunities for Improvement
16
ENSURE AVAILABILITY OF
CRITICAL INFORMATION IN
MULTIPLE LANGUAGES
INSTITUTIONALIZE EQUITY
IN EMERGENCY RESPONSE
PLANNING
INCREASE DIVERSITY
WITHIN EMERGENCY
MANAGEMENT
LEADERSHIP POSITIONS
DEVELOP COMMUNITY‐
BASED MITIGATION AND
ADAPTION PROGRAMS
AND PROJECTS
Recovery Framework
Vision: Disparities from
COVID-19 are minimized and
all people in Fort Collins
benefit from recovery efforts
Strategies:
• Deploy full equity lens (inclusive
engagement, data-informed)
• Collect data, disaggregate by
race / marginalized identities
• Create dashboard
• Track long-term impacts on
disparities in employment,
income, housing, health, etc.
• Gaps analysis to determine staff
capacity / resourcing needs
• Develop mitigation strategies
17
Principles of Community
18
A public commitment to actively engage with
diversity
Reaffirm equitable access to services
Part of a holistic approach to staff involvement with
equity and inclusion
Data Collection & Equity
Indicators
19
Midcycle Offer: $80,000
Scope:
Data collection, gaps
analysis and equity
indicators
CUNY Institute for State &
Local Governance
20
NONPARTISAN RESEARCH AND POLICY
INSTITUTE
WORK TO IMPROVE GOVERNMENT
SYSTEMS
DATA‐DRIVEN APPROACHES THAT
INFLUENCE POLICY AND OPERATIONS
THAT SUPPORT WORK IN DIVERSE
COMMUNITIES
Equality Indicators
21
Disparities in outcomes faced by those most likely to
Track experience inequality
Support Data-driven policy-making
Transparency and accountability by informing
communities and giving them tools to advocate for
change
Increase
CUNY: Previous
Equality Indicator Work
New York City
Dallas, TX
Oakland, CA
Pittsburgh, PA
St. Louis, MO
Tulsa, OK
22
City of Fort Collins’
Deliverables
23
ANALYSIS OF EQUITABILITY OF
EXPERIENCE FOR COMMUNITIES OF
COLOR & PEOPLE WHO HOLD
MARGINALIZED IDENTITIES
DEVELOP EQUITY INDICATORS PERFORM A GAPS ANALYSIS OF
INTERNAL STAFF CAPACITY TO
ADDRESS ANY INEQUITIES THAT
SURFACE AS A RESULT OF THE WORK
Council Direction
24
1. What feedback do Councilmembers have on how the City is
working to embed equity and inclusion into its COVID-19
response?
2. What input do Councilmembers have for our Principles of
Community, data collection and equity indicators work?
Facilities Maintenance
10.22%
Major Station Remodel
4.98%
Radio Replacement 3.32%
Staff Vehicle
Replacement 2.72%
Thermal Imager
Replacement 0.83%
EMS Equipment
Replacement 0.66%
Hose Replacement 0.54%
Rescue Tools
Replacement 0.41%
Reserves
$10,000,000
25% OF THE OPERATING BUDGET
Budget Expenditures Underspent by
$1,500,000
4.2% OF THE BUDGET
$
2.1
Packet Pg. 11
Attachment: 2019 Annual Report (9088 : 2019 Poudre Fire Authority Annual Report)
Technical
services
2.1
Packet Pg. 10
Attachment: 2019 Annual Report (9088 : 2019 Poudre Fire Authority Annual Report)