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HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 06/09/2020 - ADJOURNED MEETING City of • Fort Collins AGENDA Wade Troxell , Mayor City Council Chambers Kristin Stephens , District 4 , Mayor Pro Tern 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 June 9 , 2020 6 : 00 p . m . PUBLIC PARTICIPATION FOR COUNCIL MEETINGS There will be three fewoptions for people who would like to participate in the meeting : • Live via the telephone , • Live via the Zoom online meeting , Love in Ge unnil Chambers , • By submitting emails to CityLeaders(aDfcgov. com . All options will be available for those wishing to provide general public comment, as well as public comment during individual discussion items . PUBLIC PARTICIPATION ( PHONE OPTION ) : • Dial public participation phone number, 1 -346-248-7799 . • Enter the Meeting ID for the June 9 meeting : 982 4141 6497 followed by the pound sign (#) . • You can also find this information for participating by phone on the City's home webpage by clicking on the " Remote Public Participation Instructions" link shown near the top of the page . • The meeting will be available beginning at 5 : 15 p . m . Please call in to the meeting prior to 6 : 00 p . m . , if possible . For public comments , the Mayor will ask participants to indicate if you would like to speak at that time — phone participants will need to press *9 to do this . Staff will be moderating the Zoom session to ensure all participants have an opportunity to address Council . Once you join the meeting : • DO NOT Watch/stream FCTV at the same time due to streaming delay and possible audio interference . PUBLIC PARTICIPATION (ONLINE) : Individuals who wish to address Council via remote public participation can do so through Zoom at https : //tinyurl . com/fccouncilmeeting202O , The link and instructions are also posted at www.fcgov. com/councilcomments , Individuals participating in the Zoom session should also watch the meeting through that site , and not via FCTV, due to the streaming delay and possible audio interference . City of Fort Collins Page 1 The Zoom meeting will be available beginning at 5 : 15 p . m . on the day of the meeting . Participants wanting to ensure their equipment setup is working should join prior to 6 : 00 p . m . For public comments , the Mayor will ask participants to click the " Raise Hand " button to indicate you would like to speak at that time . Staff will moderate the Zoom session to ensure all participants have an opportunity to address Council . In order to participate , you must: • Have an internet-enabled smartphone , laptop or computer. • Using earphones with a microphone will greatly improve your audio experience . • Join the Zoom meeting . • You can find the link on the front page of the agenda or on the City's home webpage at www. fcgov . com . ■ If you use the City' s home page , simply click on the " Participate remotely in Council Meeting" link shown near the top of the page . • Please remember to not watch/stream FCTV at the same time due to delays and possible feedback issues . PUBLIC PARTICIPATION (VIA EMAIL) : Individuals not able to participate by phone are encouraged to participate by emailing general public comments you may have to CityLeaders(&fcgov. com . If you have specific comments on any of the discussion items scheduled , please make that clear in the subject line of the email and send prior to the meeting Tuesday evening . PUBLIC PARTICIPATION ( IN PERSON ) : • There will be no in-person participation for the Adjourned Meeting scheduled for Tuesday, June 9, 2020. In-person participation will be an option for the Regular Council Meeting scheduled for Tuesday, June 16, 2020. WATCH THE MEETING : • Anyone can view the Council meeting live on Channels 14 and 881 or online at WWW.fcgov.com/fcty. Documents to Share : If residents wish to speak to a document or presentation , the City Clerk needs to be emailed those materials by 4 : 00 p . m . the day of the meeting . Note : Only individuals who wish to address Council should use the Zoom link or call in by phone . Anyone who wants to watch the meeting , but not address Council , should view the FCTV livestream . VIEW LIVE STREAM 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 Council Rules of Conduct in Meetings 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 . City of Fort Collins Page 2 • CALL MEETING TO ORDER • ROLL CALL 1 . Staff Report: Discussion to follow up on items related to homelessness and preliminary considerations for an Emergency Ordinance authorizing limited camping on private property. (staff: Jackie Kozak-Theil , Beth Sowder) Following the Council discussion on June 2 , 2020 regarding the closure of Northside Aztlan Community Center as a temporary shelter on June 19 , 2020 , this staff report will provide an overview of items related to homelessness and preliminary considerations for an Emergency Ordinance which would authorize limited camping on private property. It will include potential components , parameters , and other considerations about an Emergency Ordinance as well as updates on non-congregate shelter options and access to services and sanitation amenities . • OTHER BUSINESS 1 . Metropolitan District Policy • ADJOURNMENT City of Fort Collins Page 3 City of • F AAOVWF&F6rt Collins AGENDA Wade Troxell , Mayor Council Information Center ( CIC ) Kristin Stephens , District 4 , Mayor Pro Tern 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 June 9 , 2020 (After the Adjourned Council meeting , which begins at 6 : 00 p . m . ) • CALL TO ORDER, 1 . 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. 2 . Parks and Recreation Master Plan . (staff: John Stokes , Honore Depew; 15 minute presentation , 45 minute discussion ) This item meets the following COVID- 19 emergency priority for being on the Council agenda : • Priority 4 - substantially complete and has included significant community outreach . Council direction at this time will help ensure that work does not have to be redone and can continue to move forward . The purpose of this item is to provide an update and seek feedback on the Parks and Recreation Master Plan , including proposed goals and vision statement as well as an overview of community outreach . An overview of the Master Plan process and findings will be presented by Andrew Dobshinsky, Associate Planner with The Olin Studio . • ANNOUNCEMENTS . • ADJOURNMENT. City of Fort Collins Page 1 DATE : June 9 , 2020 STAFF : 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 (Attachment 1 ) , 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 the 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 to address both the short-term and potential long-term finances of the organization . This work session provides Packet Pg . 2 June 9 , 2020 Page 2 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 taxpayers 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 • 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 Packet Pg . 3 June 9 , 2020 Page 3 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 , 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 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 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 2 ) , an electronic format - < https ://pfaannualreport . com/> (available soon ) - and a Statistical Report (Attachment 3 ) , 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 , Packet Pg . 4 June 9 , 2020 Page 4 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 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 . Packet Pg , 5 June 9 , 2020 Page 5 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 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. In addition to the 2019 Annual Reports , PFA staff has attached a timeless marketing piece , entitled Get to Know the Poudre Fire Authority (Attachment 4) , that explains the benefits of the Authority , the services provided by PFA, the governance structure of the PFA, and a map of PFA's service area . This marketing piece will be used similarly to the annual report and is marketable for a longer time period than an annual report. ATTACHMENTS 1 . 2014 Amended and Restated IGA Establishing PFA ( PDF ) 2 . 2019 Annual Report ( PDF ) 3 . 2019 Statistical Annual Report ( PDF ) 4 . Get to Know the Poudre Fire Authority ( PDF ) 5 . PowerPoint Presentation ( PDF ) Packet Pg , 6 ATTACHMENT 1 AMENDED AND RESTATE t= 0 1NTIItG0VERNMENTAL AGREEMENT C ESTABLISHING THE POUDRE FIRE AUTHORITY _ a THIS AGREEMENT, entered into this LC day of Tw j ti , 2014, pursuant to 0 Section 294 -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 Q VALLEY FIRE PROTECTION DISTRICT, Larimer County, State of Colorado, hereinafter L referred to as the "District" . a� L WITNESSETH: �0 o) TOM WHEREAS, the parties to this Agreement have entered into previous intergovernmental N 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 a the POUDRE FIRE AUTHORITY; and a 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 w 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. N d NOW, THEREFORE, in consideration of the mutual covenants and obligations herein expressed, it is agreed by and between the parties hereto as follows : a� ARTICLE I E GENERAL PROVISIONS a qq TOM islereel "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 a 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 Q calendar year, provided said termination shall be no sooner than twenty-four (24) months after service of the written notice of termination. 1 Packet Pg . 7 1 . 1 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 a 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 a Article 1 , Title 32, C .R. S ., within the respective territorial limits of the parties (collectively, the L "Fire Rescue Services") . ° 1 . 3 . Nature of the Authority. The Authority is a separate legal entity organized a pursuant to Section 29- 1 -203 (4), C . R.S . In carrying out its purposes, the Authority will observe M and comply with statutes and laws applicable to the District and the City, including, but not a limited to Parts 1 , 5 , and 6 of Article 1 , Title 29, C.R. S . , regarding budget preparation, o accounting, and auditing; and Part 4 of Article 6, and Parts 2 and 3 of Article 72 as applicable to a, the Authority, and Article 10 of Title 24, C .R. S ., regarding open meetings, open records, N 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. a um 1 .4 . Governing Board . The Authority shall be administered by a governing Board of a 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 n 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. w Q A. All appointees and terms of appointment shall be at the discretion of the Ma appointing entity. �a N B . All vacancies on the Board shall be filled by the appointing entity . 1 . 5 . Meetings of the Board . a� A. Regular Meetings. The Board shall provide for regular meetings at a time and place fixed by resolution of the Board . Q TOM B . Special Meetings. Special meetings may be called by the Chair of the N 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 E 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 Q 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 2 Packet Pg . 8 1 . 1 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 0 CL law. W D . Electronic Attendance. If approved by the Board, the Board members may participate by telephone or other technology that allows them to a participate in a meaningful manner, so long as meetings are open to L 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 M Board for consideration at the next meeting. 0 1 . 7 . Votin ;g Quorum ; Required Votes . Each member of the Board shall have one ( 1 ) a vote. A quorum of the Board shall consist of three (3) members, provided that the City and the TOM District are represented by at least one of their appointees, and no official action on any matter may be takenby the Board unless a quorum is present. Unless otherwise required by law, the affirmative TOM votes of a majority of the Board members present shall be required for the Board to take any action. CD a w 1 .8 . By-laws. The Board may adopt such by-laws, rules and regulations as necessary a for the conduct of its meetings and affairs. ARTICLE II w OFFICERS AND EMPLOYEES Q c� 2. 1 . Chair, Vice Chair and Secretary. The Board shall elect a Chair and Vice Chair a from its members, and shall appoint a Secretary who may, but need not, be a member of the y 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. Q qq TOM B. The Vice Chair shall perform all of the Chair' s duties in the absence of the N Chair. c a� E CO 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. Q 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 3 Packet Pg . 9 1 . 1 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 324 - 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 Q 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, 3 administrative, and operational officer. The powers of the Fire Chief shall include, but not be = limited to, the following: a L A. To provide for the planning, design and construction of any buildings, additions or improvements to the facilities owned by the Authority. Q a� L Be To execute any contract for capital costs, costs of special services, M equipment, materials, supplies, maintenance or repair that involves any expenditure by the Authority of less than Seventy-Five Thousand a Dollars ($75 ,000), providing such expenditure is within budget. This expenditure limit will be increased or decreased every five years TOM according to the cumulative Denver-Boulder Consumer Price Index for Urban Consumers, as published by the Bureau of Labor Statistics . Such TOM adjustment will be made by the Board. a um C . To employ all personnel of the Authority required for the provision of Fire a Rescue Services and maintenance and operation of all facilities and to make such personnel decisions as he or she deems appropriate, including y without limitation, decisions as to organization, staffing levels, deployment, promotions, demotions, discipline and, where deemed w necessary by the Fire Chief, termination. D . To employ all personnel required in connection with the planning, design and construction of any buildings, additions or improvements to the facilities owned by the Authority . E. To expend funds and enter into contracts, whenever required, for the immediate preservation of the public health, safety, and welfare, provided that the amount of funds involved does not exceed one percent ( 1 %) of the annual budget of the Authority for the year in which the funds are Q expended or the contract is made. o N F . To dispose of by sale any personal property of the Authority with a value of less than Fifty Thousand Dollars ($ 50, 000) . This sale limit shall be E increased or decreased every five years according to the cumulative Denver-Boulder Consumer Price Index for Urban Consumers, as Q published by the Bureau of Labor Statistics . Such adjustment shall be made by the Board . a Packet Pg . 10 1 . 1 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 0 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 a next fiscal year in accordance with the budget schedules of the City and L District . 0 1 . To adopt general operating guidelines, including but not limited to non. a personnel matter policies and procedures, operating policies and M inspection policies, as deemed appropriate by the Fire Chief. a 0 J . To generally supervise the acquisition, construction, management, a maintenance and operation of the Authority's facilities and personnel . TOM c N 11 K. To negotiate with labor groups as may be required by state law or o TOM authorized by the Board. a um L. To negotiate with a provider of ambulance services dispatched through the a City ' s public safety answering point (PSAP) within the Authority ' s = service area, including, but not limited to, an exclusive service agreement, n performance standards, and other provisions as deemed appropriate, to be approved by the Board . w Q 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. y a� 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 Q improvements, and issues of concern to the Authority, the District, and the qq City, with such report to be submitted annually in the second quarter of N each year. The Authority shall also provide the community with regular updates throughout the year related to its performance as measured by E relevant performance metrics, including analysis of effectiveness in meeting community service needs . Q O . 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 Packet Pg . 11 1 . 1 2.3 . Leeal 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 M other persons, agents, and consultants for the purpose of providing professional , technical or C consulting services as may be necessary for the purposes of this Agreement. ARTICLE III a POWERS OF THE AUTHORITY o M 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 L the purposes of this Agreement as provided herein . The Authority' s powers shall be exercised by Ma the Board unless otherwise designated by this Agreement, applicable law, or delegation of the °a Board . The Authority shall not have the power to levy taxes. o N 3 .2 . Specific Powers . The Authority is hereby authorized, in its own name, to do all to acts necessary for the exercise of the foregoing powers including, but not limited to, the following : a W a A. To make, enter into, and perform contracts of every kind as authorized by c law with other governmental entities, the State of Colorado, or any y political subdivision thereof, the United States, or any political subdivision thereof, and any individual , firm, association, partnership, corporation or N any other organization of any kind. W Q c� Be To employ all necessary personnel . a �a C . To acquire, construct, manage, maintain, and operate any buildings, works, improvements or other facilities . �a D. To acquire, hold or dispose of property. 0 a� E. To sue and be sued in its own name. Q F . To incur debts, liabilities, or obligations to the extent and in the manner N permitted by law, and borrow money and, from time to time, make, c accept, endorse, execute, issue and deliver bonds, notes and other E 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 Q 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, 6 Packet Pg . 12 1 . 1 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 0 CL 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. a L H. To invest any unexpended funds that are not required for the immediate operation of the Authority, as the Authority determines is advisable, in Q accordance with the laws of the State of Colorado ; provided, however, that L such investment management and cash management services will be M provided by the City through its Finance Department. 0 I. To administer and enforce the Fire Code adopted by the City and District, 0 and as adopted or consented to by other municipalities and counties within TOM the Authority' s service area. ti W Oree J . To contract with a provider of ambulance services dispatched through the CD City ' s public safety answering point (PSAP) within the Authority' s a UM service area through any lawful means, including, but not limited to , an a exclusive service agreement, performance standards or other provisions as deemed appropriate by the Board. y K. To adopt bylaws, rules, and regulations respecting the exercise of its w 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. y as 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. a N . To act as agent on behalf of the parties with regard to the functions and TOM � services described hereinabove and any existing contracts and agreements N 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 . E �a O. To carry out all provisions of this Agreement. Q 7 Packet Pg . 13 1 . 1 ARTICLE IV ORGAAIIZATIONAL PROCEDURE t= 4. 1 . Delegation of Powers. Duties and Responsibilities . Q a� A. Each of the parties hereto delegates to the Authority the power, duty and 3 responsibility to maintain, operate, manage and control all of the Fire = Rescue Services facilities, equipment, resources and property of the a Authority, including without limitation, all fire stations, land, buildings L and firefighting, emergency medical and rescue equipment, and tom°, employ the necessary personnel and do any and all other things necessary Q or desirable to provide continued efficient and economical Fire Rescue L 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. a 0) Be The Authority is hereby empowered to provide Fire Rescue Services to TOM persons and property outside the jurisdiction of the Authority by agreement in exchange for payment or reciprocal services, as long as to such additional services can be provided through the use of existing facilities, equipment, resources, and personnel of the Authority. a LL a 4.2. Personnel . _ A . The Board shall adopt the rules, regulations and procedures necessary to a govern personnel matters . w Q Be 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 terns and conditions of employment in effect as stated in Authority Personnel Rules and Regulations, as amended from time to time . a� Co 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 Q employed by the Authority for the purpose of determining any conditions c or benefits of employment with the Authority. a� D . The establishment of the Authority as an independent governmental entity E 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 Q provided by the laws of the State of Colorado . 8 Packet Pg . 14 1 . 1 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. 0 CL 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. a Said employment shall be subject to the terms and conditions of employment L then in effect as stated in City or District personnel rules. 0 4. 3 . Authority Fund. The Board shall establish an Authority Fund to account for all a financial transactions of the Authority in accordance with generally accepted accounting principles. aM L ARTICLE V o a BUDGET; MAINTENANCE AND OPERATION o COSTS ; OTHER COSTS N 5 . 1 . Annual Budget. a UM A. The Board shall adopt a preliminary budget for maintenance and operation a costs , capital costs, and costs of other services in accordance with the = budget schedules of the City and the District, which budget may be n 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 w respective governing bodies of the parties hereto . The budget shall become Q the Authority budget only after approval of the appropriations by the 0 respective governing bodies and final approval by the Board . a N 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. a� C. The Board shall present requests for supplemental appropriations to the Q respective governing bodies of the parties hereto . For the purposes of this qq Agreement, " supplemental appropriations " shall mean any appropriation N made above and beyond the annual appropriation made during the budgetary process. E a D. The Board shall have the power to reappropriate funds in the fund balance Q for whatever purpose the Board deems appropriate or necessary without approval of the City or District. Such reappropriations shall be made only 9 Packet Pg . 15 1 . 1 at meetings of the Board held after proper notice has been given, according to the bylaws of the Authority . 52 . 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 a 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 Q by the accountant or other person authorized by either party to inspect said books or records. The L Board shall provide for the auditing of all books and accounts and other financial records of the 0 Authority on an annual basis, utilizing the same certified public accountant as is used by the City Q 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 . M a� L 5 . 3 . Payment of Costs . The City shall pay the Authority monthly and the District shall o pay the Authority quarterly, in advance , its allocated share of the total budgeted annual costs and a) expenses . The Board is authorized to approve other arrangements for payments by the City and the TOM 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 a fiscal year allocated in the same manner as estimated expenses were allocated, as soon as possible after the close of each fiscal year. n M 5 . 4 . Appropriation and Non-Appropriation of Funds . Each party shall provide the w 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 Ma — 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 . Q 41* TOM ARTICLE VI N a� SERVICES E 6 . 1 . Professional , Administrative and Support Services , The City shall provide to the Q 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 10 Packet Pg . 16 1 . 1 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 CL 0 the Authority, provided the Authority complies with the operating procedures of the City. W �a ARTICLE VII = a OWNERSHIP OF PROPERTY L 0 7 . 1 . Real and Personal Property_ The Authority shall continue to hold all right, title Q 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 3 of this Agreement. a0 0) 7 .2, Asset Inventory Schedules. The Authority shall maintain separate asset inventory TOM 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. a um ARTICLE VIII TERMINATION 8 . 1 . Disposition of Assets. Upon termination of this Agreement pursuant to w paragraphs 1 . 1 . or 5 .4. above, the assets of the Authority shall be disposed of as follows : Q c� 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 . Q qq TOM Co All remaining assets acquired by the Authority after January 1 , 1982, from C4 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 E same proportion as the respective contributions of funds by the parties for a acquisition of the assets over the life of this Agreement. Q D. The parties may agree to dispose of any assets of the Authority in any other acceptable manner. 11 Packet Pg . 17 1 . 1 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 a for acquisition of the asset. ARTICLE DC a MISCELLANEOUS PROVISIONS L O 9 . 1 . Notices. Any notice required hereunder shall be in writing and shall be Q sufficient if deposited in the United States mail, postage prepaid to : L i� CITY: City Manager L City of Fort Collins o P. O. Box 580 a o) Fort Collins, Colorado 80522 0 N DISTRICT : Chair of the Board o Poudre Valley Fire Protection District 102 Remington Street < um Fort Collins, Colorado 80524 a _, 9 .2 . Consent. Whenever any provision of this Agreement requires consent or approval n of the parties hereto, the same shall not be unreasonably withheld. w 9 . 3 . Amendments . This Agreement may only be amended in writing by the parties Q hereto. a� 9 .4 . Severability . In the event any provision of this Agreement is determined to be y 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. _ a� 9 . 5 . Successors. This Agreement shall be binding upon and shall inure to the Q benefit of the successors of the parties. o N 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 E party. 9 .7 . Effect Upon Prior Agreements . This Agreement shall extinguish and replace Q the intergovernmental agreement entitled Intergovernmental Agreement dated November 3 , 1987, and the three addenda to that Intergovernmental Agreement referenced in the Third 12 Packet Pg . 18 1 . 1 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 c any third party or parties and no third party shall have a right of action hereunder for any C cause whatsoever. IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be signed Q on the date hereinabove written. L O CITY OF FORT COLLINS , COLORADO a municipal corporation Q a� L By: L Mayo F FOk7 , - a ATTEST : �� 0 TOM ` o �i N • City Clerk At Tom �_ • .e J Q APP ED AST RM : C" OR* a City Attor y! 5 , POUDRE VALLEY FIRE PROTECTION DISTRICT a c� ma By: President of the Board ATT a� a� Vice I resident �! E TOM VED AS O N a� Counsel for District a 13 Packet Pg . 19 1 . 1 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 C contributions to the Poudre Fire Authority according to the following contribution calculations : W �a A. City Contribution to the Authority per RAF a Subject to the Adjustments described below, the City will annually contribute to the funding of the Authority the following amounts % c 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, Q or has otherwise been restricted or committed for a particular use as a matter of law or I W&= contract) ; and L 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 TOM other emergency services funding. N ti "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 a throughout that same year if there are material changes to the City Sales & Use Tax and City a Property Tax April projections . _ City Contribution Calculations The formula for determining the City' s Calculated Annual Contribution to the Authority will be N calculated as the sum of. W 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 a� 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 E is .29 cents of sales and use tax to be contributed to PFA. < TOM 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 a Exhibit A, Page 1 Packet Pg . 20 1 . 1 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. °L 0 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 a 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 : 0 City Calculated Annual Contribution a MINUS : Escalation Adjustment for year M Total City Contribution 0 Escalation Adjustment by year: TOM 2014 = $2 . 6M o 2015 = $2 . 1M N 2016 = $ 1 . 6M TOM 2017 = $ LOM 2018 = $0 . 5M < um Annexations Adjustment: Annexation — primarily residential : In the event of a City approved annexation of properties included in the District that are N primazily residential in nature, the RAF sales and use tax percentage and RAF property tax W 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. a� E URA / TIF / Adjustments and Other Implications : Q In the event of Urban Renewal Authority (URA) implementation of tax increment financing (TIF) N that materially affects the City contribution to the Authority or cost of service to the Authority, the c City and District will work cooperatively to ensure that service levels will be maintained through E adequate funding adjustments . �a All parties are committed to renegotiating the RAF or contribution amount in good faith in the event Q 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 Packet Pg . 21 1 . 1 Exhibit A To Intergovernmental Agreement Be 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. a a� a! Co 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 a Board of Directors in the same manner as City and District funds are allocated to PFA purposes. L These revenues will be considered to be PFA ' s alone and not revenue of either the City or the 0 District. These revenue sources may include such sources as : Q 1 . Fee Revenue L a. Plan Review and Development Review Fees M b. Sprinkler Inspection Fees c . Hazardous Materials Fees o d. Wildland Reimbursements or Fees a e. Capital Expansion Fees passed through the City of Fort Collins or other entities Tee f. Opticom Maintenance Fees 2 . Cost sharing revenue for City of Fort Collins Office of Emergency Management o 3 . Miscellaneous Income 4. Investment Income < Um 5 . Grant Revenue a 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 w the IGA and the City and District contribution amounts in good faith. a� �a N d d d E TOM O N C N E L V a Exhibit A, Page 3 Packet Pg . 22 1 . 1 EXHIBIT B To Intergovernmental Agreement Support Services Provided to the Authority by the City of Fort Collins Department Service Description c a Office of Emergency Coordinated OEM services • Work in close coordination with the Management Authority' s designated emergency manager = • Fund portion costs of the City' s joint a OEM in partnership with the City L General Fund and Utility Services through the Ci ' s Budget process Q Human Resources Pension Administration • Administer 401 Money Purchase Plans ;v for Authority benefitted employees E • Process new employee enrollment and changes in participant records 3 0 • Provide GERP administration for a existing participants c Deferred Compensation Plans . Administration and support of 457 `'' Administration Deferred Compensation programs • Enrollment and changes processed a, Health and Welfare Benefits • Administer health and welfare benefits a (medical, dental, vision, life, long-term a disability) within City self-insured plans c and contract group insurance agreements • COBRA administration • New employee benefits sign-ups w • Interpret plans to employees • Act as liaison between employees and insurance companies • Maintain records, files and forms n 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 Q including technology, leadership and professional development classes . N 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 Q positions Pre-employment • Drug Testing Exhibit B, Page 1 Packet Pg . 23 1 . 1 EXHIBIT B To Intergovernmental Agreement Human Resources Records • Personnel records maintenance (cons. ) • Employment verifications • Annual EEOC reporting Wellness programs • Provide access to City Health Fair programs °a • Provide annual Health ScreeningBlood � Draw program to benefited employees in the same manner as provided to City employees Q Provide annual flu shots to benefited L employees in the same manner as provided 0 to City employees Q • Provide office ergonomics reviews for Authority office employees • Provide EAP services (charged) Financial Services Payroll Administration • Provide payroll services through the City' s o accounting and payroll system a • Add new employees through the same TM New I-lire process as used for City N employees • Provide employee exit processing in the a, same manner as provided for City employees a • Administer unemployment claims and garnishments Accounting Provide accounts payable, accounts receivable, and purchasing cards to Authority w • Maintain files and records Q • Maintain asset inventory • Grant compliance • Cash management y Banking and investing • Capital projects investments (fee charged) c Risk Management (charged) Provide point of contact for citizen claims • Process Worker Comp and liability claims to Authority insurance • Safety monitoring (atmospheric testing, E radon, etc. ) • Coordinate selection of worker' s comp N providers • Coordinate insurance renewals : Support and advice on Property and Casualty and Workers ' Compensation Insurance contract • Liaison with insurance broker Q • Driver ' s license checks Exhibit B, Page 2 Packet Pg . 24 1 . 1 EXHIBIT B To Intergovernmental Agreement Financial Services Purchasing . Purchasing advice (cons,) • Issuing purchase orders • RFPBid creation and coordination • Service Agreements/Contracts Capital Expansion Fees • Collect and maintain accounts for Capital °Q Expansion Fees collect from developer by the City on behalf of Authority Annual Financial Audit • Annual financial audit by same auditor as Coordination contracted by the City char ed a Operations Services: Fleet • Vehicle fueling (charged) L • Pool vehicle rentals (charged) C • Fuel payment cards Q • Vehicle repair (charged) c, L Facilities • Facility repairs (charged) M • Service contacts (advice on who to call) L M • Preventive maintenance on HVACs, A/Cs, o furnaces (charged) a • Project management for larger projects c (charged) • Real estate services (charged) Police Services Dispatch Dispatch consoles (charged) v, a Information Network Administration • Work in close coordination with Authority a Technology IT in configuring, maintaining and c managing the Authority' s data network including network switches, routers, VPN access and wiring • Provide internet access `n w • Provide access to internet web email • Partner with the Authority in FCPS Computer Aided Dispatch (CAD) systems • Connectivity to City core switch y GIS • Access to City GIS programs, data and licenses _ Voice/Phone system • Land- line phone system network and maintenance • Partners in Verizon wireless purchases a Server/Storage • Active Directory Q Administration • Authority equipment in server room Rq TOM • Occasional server support N a� E �a a Exhibit B, Page 3 Packet Pg . 25 1 . 1 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 ca Operations Center • Portion of funding for Emergency Manager position = • Day to day supervision of OEM function Q Meeting Rooms • Access to conference rooms, community L rooms and Training Center space without fees a Community Education Programs • Support of CityWorks program with L presenters, demonstrations, access to i7L Authority facilities • Participation in employee Safety Fair o • Other fire service education programs upon a request c N ti Q LL a �a w Q C9 a� �a N d _ d _ d E a 0 N _ N E L V a Exhibit B. Page 4 Packet Pg . 26 ' 1 .2 �• - - 4 / POP POP 4 Pat POP 0 POP POP 0 IP POOP I It POPfe' Pa ...� �.. "` P`. Q • , , / • \ ++ rPOP - � o Ol ; ' L` r— r I 1 0 _` , " r , TOM . J `\ � . N POOP. 000. I PIP a POOP 1 - � IrOf ~`+ ...n� to ~ POO ,. w ` - - o� POP / POP POP POP 1,r '� wr...—. . 11 ..ram..'^ POP \ /\ \ � PLOO / ` _��• fPOP Aa � 0 tO ` ,t,OPP 91 d. . _ .. a - - - 7'aaft"Oft POP P.O, • ANNUAL • , PORI - J _ POP7Authorlky/, Prompt . Skillful . 1 POP �416;mu- POP Oft Packet Pg . 27 F -- T - Ado I ' T • I • 1 � A Note From The Fire Chief - Keepino 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 F � f i 0 i Padre • j s 1 . 2 Aft � Q - 1 PFA Is Governed By a Board Of Directors O 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 Q the Fort Collins City Manager. The PFA Board of Directors appoints the Fire Chief, who in L turn manages and employs all personnel of the Authority. L WE ARE COMPRISED OF O Community IL 217 MembersTOM 0 N FULL-TIME POSITIONS Poudre Valley c~o Fort Collins City Poudre Fire TOM Council Authority Board Fire Protection \ . \ District Board �' \ Q d Fire Chief 7 Fire Prevention & Administrative Community Risk Support Operations Services TOM Reduction o N PFA Provides Many Services to the 190 Community Including : Q UNIFORMED EMPLOYEES 91 % 9 % Fire protection Technical O Fire services 4 rescue response investigations MALE FEMALE (water, ice, rope, Emergency confined space and Inspection I, ,1 medical services trench rescues) services 27 Fire Wildland Public affairs suppression ® fire response and education CIVILIAN EMPLOYEES oo Hazardous o Volunteer Technical materials firefighter services 41 % 5 9 /0 911 Emergency program MALE FEMALE response Packet Pg . 29 1 .2 2019 Budget & Funding Outcomes Revenue Breakdown $37, 663,145 Funding Critical Services 9 7612 % PFA, as a separate governmental 0 . 2 3 /o entity, receives the majority of Intergovernmental its revenue from a combination $36,578,725 Earnings on of sales/use taxes and property Investments taxes from the City of Fort $86,109 Collins equating to $28,612,142 -� 21 ° o in 2019, and 100% of the 0 Q PVFPD's mill levy (10.595 mills) Fees and charges equating to $6,805,653 in 2019. for service = $789,253 PFA thanks voters ; 0 0 . 2 0 % within the PFA 0 0 . 3 6 /o Miscellaneous service area For = Q Licenses Revenue their support . L and Permits $74,700 PP $134,358 L O a Operating Budget by Expenditure Operating Budget by Division Capital Budget Breakdown TOM o $34, 221 , 077 $34, 221 , 077 $3, 014, 636 `V TOM co o� O a MFG TOM _ Q 0 N Salaries & Benefits Operations 66.99% 0 Apparatus Replacement Staff vehicle 86.64% Support 16.280 48.86% Replacement 2.72% a) �Other Purchased 0 Burn Building 15.38% Thermal Imager t Services 6.61% Fire Prevention & City � Community Replacement 0.83% U Risk Reduction 8.67 /0 0 Computer/Technology �C Materials, Supplies, Administration 781% Replacement 12.09% EMS Equipment Q & Equipment 5.74% Replacement 0.66% Grants/Projects 0.25% � Facilities Maintenance Other Purchased 10.22% Hose Replacement 0.549 Services 1.01% Major Station Remodel Rescue Tools 4.98% Replacement 0.41% Radio Replacement 3.32% Reserves Budget Expenditures Underspent by moo $ 10000000 0 $ 1 , 500 , 000 30 000 0 ❑ G 0 000 25 /o OF THE OPERATING BUDGET 4 . 2 /o OF THE BUDGET Packet Pg . 30 The PFA Does Far More Than Put Out Fires 141461 I MEDICAL CALLS 313 9 GOOD INTENT 1194 . SERVICE CALLS 1 , 221 FALSE ALARMS 496 HAZARDOUS CONDITIONS Total incidents in 2011 2 9 5 FIRES / EXPLOSIONS 131 OTHER 21 , 939 Wellington What We Protect O _ ' N Estimated population lellvue Laporte of PFA's jurisdiction STATION STATION 12 • Fort Collins 212 , 931 STATION 2 STATION 1 STATION 6 STATION11 Square miles of service area ® STATION 3 Horsetoothr STATION ® Timnath 230 ® STATION 5 STATION S STATION 9 Masonville ® Windsor Value of property protected STATION 14 $ 41 + BILLION PFA RESPONSE AREA IN GRAY Fire Stations Training Center Packet . g I , P _ .•1 FIJR :go 's EMS is a Central Part OF Our Mission r Requests for emergency medical services ( EMS) make 40 ; up the majority of calls . • 1 ' d [ / 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. • If it weren 't for you no . one would More People Out of Hospital Cardiac Arrest (0 �be here Are Surviving 3 9 18 to onswer We know even more ' people could be saved . A2017 IN 2018 IN 2019 your phone d d d call right People survive cardiac arrests when agencies and the community work now together. We lean heavily on our many partners that help make each Cardiac Arrest Survivor of these saves possible and we need the help of community members too. Refer to the back page to learn how you can help. The cardiac arrests used for this data were due to a medical condition, rather than a traumatic MF event like a car accident. • 1 ... • 1 .2 i World - class EMS System is Built on Five Pillars CL emergency care means TRAINING QUALITY ASSURANCE RESPONSE AND AND QUALITY TIMES AND improved patient CERTIFICATION IMPROVEMENT COMPLIANCE Q care , decreased patient suffering PROTOCOLS EQUIPMENT Q and improved survivability within E ° our jurisdiction ° a M Jurisdiction -wide changes c by PFA's EMS Battalion and N Agency Partners include: Looking ForwardTOM ~co M PFA is making countless improvements to processes and technologies to help protect lives and property . CL 911 Some technology and process improvements include: c REVAMPED New computer-aided dispatch Regionalization of fleet services to leverage TRAINING Q enhancements which incorporate resources, address a service gap, and o� real -time GIS into the dispatch improve fleet reliability. N system . ■ Predictive analytic and system design Station alerting enhancements software to allow for better emergency E that could improve response times. system design and deployment. processes t� based on the COVID -19 pandemic response. ca a REFINED MEDICAL PROTOCOLS 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 p continue to help protect the community. PFA ensured high-quality emergency medical responses to people in our region impacted by this unprecedented event. STANDARDIZED Partnerships with UCHealth and Intergovernmental Agreements with nine emergency service MEDICAL EQUIPMENT districts within the Northern Larimer County Emergency Response Area , enabled PFA to serve AND PROTOCOLS as a resource for best practices and timely information . An in depth After Action Reviewwill provide new direction , procedures and processes based on the COVID -19 pandemic response . Packet Pg . 33 , may , ` . � � • A ' '� . % � . • AV r . . � _ e t . ,2 .p AOS it f • Pulseftmint Help more people survive their • cardiac arrest and have a real time VE A C PFA incident log by downloading the PulsePoint app . 41 The lifesaving app will notify you when someone needs CPR within a quarter of a mile of your current location. 1, 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 . r AbLudre Fir ' 40 Authority W+ Fort Collins Colorado poudre-fire.org Stay involved with Poudre Fire Authority - by following us on social media . ® 00 T (a .2t . � ,r �, ..N • . . • � � . r ' T �}� r�> Er ATTACHMENT 3 1 . 3 Poudre Fire Authority 14" kw� 2019 Statistical Annual Report 3 a 0 a a� Serving the NorthernColorado ' ii of i ' o a TOM C, 0 N ti T O �- Q w d4i NILCourage, Leadership , Duty Mn j O f r9 !\ q E / S T L / N E Packet Pg . 35 1 .3 PFA Statistical Report t= 0 a m SECTION PAGE _ Introduction 1 a Community Safety and Service Outcomes 2 0 Office of the Fire Marshal 2 3 Fire Investigations /Prevention Support 5 Q a� Fire Protection Systems 8 M Inspection Services 9 2 Community Risk Reductions 11 0 Technical Services 13 a Operations Division Outcomes 16 0 Fire Suppression 16 `1'. Hazardous Materials Response Team 20 Technical Rescue 26 Volunteer Program 31 0 Wildland Team 33CL a� Support Division Outcomes 36 Support Operations and Maintenance 36 Emergency Medical Services 38 Q Emergency Medical Service Performance Management 41 Equipment Maintenance 43 N Facilities Maintenance 45 cc Information Technology 47 a) Occupational Health and Safety 50 N Warehouse 53 Self- Contained Breathing Apparatus Maintenance 54 Training Center Operations and Maintenance 55 Employee Training and Development 57 W Recruit Fire Academy 60 Q Certification 62 Administration Division Outcomes 64 2019 Performance Comparisons 68 City/ District Comparative Statistics 90 2019 PFA Budget Review 91 PFA Board Actions - 2019 94. Courage, Leadership, Duty �yWruilre Ffrc, _ i �utbarit. Packet Pg . 36 1 .3 Introduction Welcome to Poudre Fire Authority's (PFA) 2019 Statistical Report. Following are division outcomes as well as performance standards comparisons, City/ District comparative statistics, 2019 budget review, and PFA Board actions . The method used for reporting measures of progress has been evaluated, existing outputs and outcomes have been affirmed, and outcome measures more representative of big- 0 picture goal accomplishment have been established. Key outcomes at a higherCL organizational level are the focus ; each division section herein begins with a table of targeted outcome measures to which each program in the division contributes . Each program within a division identifies how inputs and outputs contribute to accomplishing Q strategic objectives through a more centralized approach to outcome measurement. Each measure, whether an input, output, or outcome, was aligned with the Strategic Plan and the 0 Accreditation Self-Assessment Manual (SAM) . Since some of the measures are new, they have not yet been reported; N/ R is used in this instance, which means Not Reportable; in addition, some measures are Pending, which means pending new software . Staff is M working on collecting and evaluating the new performance measures for alignment with each division' s outcomes . 0 (L a) The core document for Accreditation - driven continuous improvement is the SAM, which N addresses specific performance indicators that cover the breadth of PFA' s responsibilities . This document is a tool for PFA program managers to appraise effectiveness of service c0 provided and plan for improvement where needed . Additionally, Senior Leaders can check °' on the progress of the programs as evaluated by the program managers . 0 a a� cc Ar -s � - I 1 +� • �' � CO _40 grog a� CU Q Courage, Leadership, Duty � ibaar�F _ 1 Authorlc. — Packet Pg . 37 1 .3 Community Safety and Service Division Outcomes Community Safety and Service (CSS) Division Outcomes Targeted Outcome Measures Actual Actual Actual 2020 2017 2018 2019 Goal Fire-related casualties per 100, 000 1 .45 .477 . 750 . 650 population c a The CSS Division is under new leadership; outcome measures are being reevaluated and developed . _ Q Office of the Fire Marshal o Accreditation Criteria/Performance Indicator : Category 5A/5A. 5 Community Risk Q Reduction Manager: Division Chief Jerry Howell Year: 2019 0 a Program Description : N Under the general direction of the Fire Chief, the Fire Prevention and Community Risk Reduction Division Chief (Fire Marshal) is responsible to direct and coordinate theTOM activities of the Fire Prevention Bureau and Public Affairs and Education Office . Activities 0 include planning, organizing and assigning the tasks within these program areas to assure c CL objectives are accomplished in the short-term, and that long- range goals and plans are developed and accomplished to meet the organization' s mission . The Office of the Fire Marshal is responsible for the daily operations of the four program areas within Fire Prevention (Investigations, Inspection Services, Technical Services and Fire Protection Q Systems) , as well as the management of the office . This includes direct interaction with internal and external customers with an underlying concentration on providing the highest N Ip possible customer service across the division . The Public Affairs and Education Office cc operates more independently than the remainder of the Division ; however, the Division 0) Chief of Fire Prevention and Community Risk Reduction remains responsible for the N development of, and completion of goals and missions within these two program areas . ; _ a� Program Objectives : CU • Serve as the liaison to boards, commissions, business leaders, community groups and citizens on issues of fire and life safety, emergency management, planning, Q mitigation and recovery. • Work closely with other divisions within PFA to develop and implement organizational programs that fulfill the overarching Authority goals and objectives . 2 ,utnerlk� Courage, Leadership, Duty Packet Pg . 38 1 .3 • Evaluate current practices and operations within Fire Prevention to determine if the highest possible level of customer service is being provided to citizens, businesses and contractors who utilize PFA services . • Work closely with the Building Services Departments at the City of Fort Collins, Larimer County, Town of Timnath, and Colorado State . • Participate as a senior leadership team member within the organization and work as part of that team to realize the organizational goals and objectives of the Authority. • Evaluate the effectiveness of current inspection and testing programs, including an C extensive review of current business practices within Fire Prevention, with a long- term goal to concentrate resources on the most at- risk populations and buildings while still meeting mandated testing and inspection schedules . Q Strategic Initiative Alignment: L 1 - High Quality and Innovative Core Services Y 5 - Governance and Organizational Sustainability Q a� Measures of Output Progress : a Primary Self- 0 Assessment 2017 2018 2019 2020 a Strategic Category/Criterion Output Actual Actual Actual Goal 0 Cq 11 Initiatives Measures c0 TOM o� 1 - High t= Quality and % of fire ca Innovative Core Competency safety Core Services 5A. 1 : The authority complaints having jurisdiction followed 90 % 95 % 95 % 95 % Q 5 - has an adopted fire up on Governance prevention and within 1 N and building code . business co Organizational day TOM 0 Sustainability N a� E Program Inputs : CU Budget: Q 2019 Ado ted 2019 Actual $685, 573 $617, 390 Courage, Leadership, Duty � i'rruilrrFfrc, _ 3 �utbarit. Packet Pg . 39 1 .3 Staffing: The CSS Division operated well under budget in 2019 . This was largely due to the retirements of several full-time employees ; monies not spent when staffing gaps existed and the change in salaries of new staff. The work of the CSS division is also accomplished utilizing contract employees . Did you stop doing anything because of resources (Budget and/or Time) : There was no work or services that the division stopped providing due to either time constraints or budget. -- t= 0 a Training: All staff in the division were provided with training for a new permit processing software MobileEyes' " The implementation of this software streamlined many CSS processes and subsequently saved permit process times and increased data reliability. _ Additionally, all inspectors, investigators and plan reviewers attended classes provided by Q the code and standard organizations that the PFA works with such as the International L Code Council (ICC) and National Fire Protection Association (NFPA) . �°, a Previous Year Accomplishments : The PFA formally adopted the 2018 International Fire Code in December of 2018 . In 2019 CSS implemented training and stakeholder engagement relative to the enforcement of the new code . Additionally, CSS implemented new software for plan reviews and inspection compliance that auto referenced the new a0 code language . TOM N Outcome of the Program : Outcomes of this program include providing interventions that increase citizen safety and reduce calls for services and responses . These interventions oOM include visiting citizens and connecting them with helpful social services, investigating and rM resolving fire alarm and protection system malfunctions, and providing a variety of custom 0 CL created public education and social media messaging. Additionally, CSS provides a W comprehensive Fire Inspection program for buildings and hazards within the jurisdiction . These fire inspections collect updated information that is shared with operational = personnel for pre - incident planning. Q U A Poudre Fire Authority goal is to intercede prior to flashover in 85 % of structure fires that N occur in the system . In 2019, there were four incidents where flashover was prevented co because of the activation of code mandated and inspected automatic suppression systems . TOM There was one fire that was extinguished because of a code mandated and inspected N extinguisher at an assisted living facility. PFA interceded before flashover 93 . 54 % of the time in 2019 with 68 incidents of fire in the jurisdiction . The goal was exceeded and needs E to be re - evaluated for 2020 . U CU Q Nudre 47 4 ,utnerjk� Courage, Leadership, Duty Packet Pg . 40 1 .3 Fire Investigations / Prevention Support Accreditation Criteria/Performance Indicator: Category 5CISC S Investigation, Origin and Cause Manager: Captain/Assistant Fire Marshal Justin Moinester Year: 2019 Program Description : c • Perform activities related to the investigation of fires to determine the origin and C cause . • Manage the investigation of fires at PFA in the areas of training, support, and documentation. _ Q • Work with other interested parties such as law enforcement, insurance companies, private investigators and attorneys . 0 • Manage the PFA Open Burning program. Q • Assist the Youth Fire Awareness Program by identifying and referring qualified candidates into the program. • Coordinate the review, approval and inspection of fireworks, pyrotechnics and explosives storage and use. o a a) Program Objectives : N • Investigate all fires referred by fire suppression or other parties of accidental, natural, arson, or undetermined cause . c0 TOM • Work with local law enforcement, city attorney, and district attorney to bring (D closure to investigations . c CL • Maintain investigation files, reports, and documents . • Provide basic and advanced investigation training to all PFA investigators . • Approve or disapprove open burning requests within PFA jurisdiction and work with the Larimer County Department of Health and Environment in regard to such . Q • Enforce the Fire Code and related division policies regarding open burning, fireworks, explosives, and issuing permits . N Ip • cc Maintain confidential records systems, and investigation reports . co • Work with the Youth Fire Awareness Program and with related individuals . o) • Act as evidence custodian and technician for PFA. N • Respond to queries from the public concerning general fire safety and related issues . • Review of Special Event permit applications and related coordination on the E Incident Action Plans necessary to ensure public safety. U Q Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services Courage, Leadership, Duty � i'rruilrrFfrc, _ 5 �utbarit. Packet Pg . 41 1 .3 Measures of Output Progress : Strategic Primary Self- Output 2017 2018 2019 2020 Initiative Assessment Measures Actual Actual Actual Goal Category/Criterion % of time on- Core Competency call Fire c 5C . 5 : The agency Investigator C conducts a formal and arrives at the 90 % 91 . 67 % 100 % 100 % documented scene within appraisal, at least 30 minutes of Q annually, to dispatch determine the % of o impacts of the fire incendiary 17 % 38 % 40 % 21 % ' investigation, origin fires closed and cause program with arrest um and its efforts to reduce fires based on % of burn 3 1 - High community permits a° Quality and assessment, standards issued or a) Innovative of cover and measures denied within U/ D 97 % 95 % 95 % N Core performance . 2 business Services days of �, submittal 0 a m Core Competency 5D . 3 : The program = has sufficient staff Q with specific expertise % PFA U to meet the fire investigators N investigation, origin trained within U/ D 100 % 100 % 100 % cc Y and cause program 6 months of a) goals, objectives and incumbency TOM identified community on risks . E U is U/ D = Under Development Q Program Inputs : Budget: 2019 Ado ted 2019 Actual $188, 446 $172, 478 Owdiv it. 6 Auinodk� Courage, Leadership, Duty Packet Pg . 42 1 .3 2019 underspend was due to a decrease in the amount of after hours on- call requests, this resulted in an underspend of the program' s overtime budget. Staffing: The Investigations/ Prevention Support program is managed by one captain rank FTE . The programs on - call investigation program is supplemented by two additional FTE ' s that provide after-hours coverage for fire prevention and investigation needs t= Did you stop doing anything because of resources (Budget and/or Hours) : C a The program did not discontinue any services in 2019 Training: _ Trainings delivered by the AFM - Investigations Q - 0 &C investigation for the Acting Captains Academy c - Fire Investigations and Evidence Collection for Larimer County Sheriff' s Office Trainings attended by on - call investigators and Bureau 1 personnel Q - 2019 Colorado chapter IAAI annual training conference (20 hours) - 2019 Wyoming chapter IAAI annual training conference (20 hours) a - 2019 Denver Fire Department Fire Investigation conference (20 hours) o - Continuing education provided by CFItrainer. com - hours vary by investigator a) 0 N 11 Previous Year Accomplishments : Two additional FTE ' s from the Fire Prevention Bureau were identified to fill roles as on - call TOM M investigators . These individuals initiated self- paced online training and one attended the 2019 Colorado chapter IAAI annual training conference . The program has identified a a target date of July 2020 to have the new on - call investigators ready to assume roles in the rotation . _ Outcome of the Program : Q The Investigation/ Prevention Support program provided timely investigation service to the organization and the community. Every fire was investigated in accordance with N organizational operational directives and adopted code . In addition, the program provided co special event application review service to the City of Fort Collins, Colorado State o, TOM University and Larimer County. All special event permits applications were reviewed and N either approved or denied . Event day inspections were performed by the BU1 's under the on direction of the AFM - Investigations . M U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 7 �utbarit. Packet Pg . 43 1 .3 Fire Protection Systems Accreditation Criteria/Performance Indicator: Category 5A - Community Risk Reduction Program Manager: Assistant Fire Marshal Greg Kimble Year: 2019 Program Description : The Fire Protection Systems program is charged with ensuring that all fire protection C systems (fire sprinklers, commercial and residential fire alarms, hood & duct, paint spray, clean agent, and special systems) are reviewed to meet the required codes and installation standards . Q Program Objectives : o • Provide systems plan review within the allotted time . 3 • Provide plan review using electronic submittals . • Streamline the systems plan review process by allowing the contractors to submit M plans and review PFA comments related to the project online . • Support Technical Services and Inspection Services as needed and specifically in the o area of fire suppression and alarm systems . a a) 0 Strategic Initiative Alignment: `I'• 1 - High Quality and Innovative Core Services TOM o� v Measures of Output Progress : c a Primary Self- Strategic Assessment Output 2017 2018 2019 2020 Initiative Category/Criterion Measures Actual Actual Actual Goal = a Core Competency U 5A. 3 : The program % of initial Y 1 - High has sufficient staff plan co with specific reviews TOM Qudality expertise to meet the completed N Innovative community risk within 20 90 % 56 % 92 . 5 % 90 % Core reduction goals, days of E Services objectives and receipt of Y identified community complete Q risks . submittal Program Inputs : Budget: 2019 Ado ted 2019 Actual $165, 725 $142, 920 'badt� 7 8 ,utnerlk� Courage, Leadership, Duty Packet Pg . 44 1 .3 Inspection Services Accreditation Criteria/Performance Indicator : Category 5A - Community Risk Reduction Program Manager: Captain/Assistant Fire Marshal Wayne Wiggins Year: 2019 Program Description : 0 Inspection Services provides both general and suppression system inspections toCL commercial and multifamily residential buildings in PFA' s jurisdiction . This program ensures compliance with the fire code through inspections, education and enforcement when needed. Being a resource for the community when they want or need answers in Q regard to the fire code is another large part of the workload . The three Bureau 1 inspectors that work within this program are online firefighters that work as liaisons between the 0 FP &CRR Division and Operations . The Bureau 1 ' s are trained to assist with sprinkler and alarm systems as well as fire investigations . They inspect and enforce the code in assembly occupancies within PFA' s jurisdiction . They also monitor occupant loads within the M drinking and dining establishments at night. A growing number of Marijuana Occupancies (kitchens, dispensaries, marijuana infused products, and plant husbandry) have brought a o unique amount of workload to this program. Many hours continue to be spent on reviewing a a) policies and procedures to keep the community safe from the hazards that come with these c businesses . `I'. to The services provided by this program are for the community as well as first responders . Through a safe -built environment, education, and inspections, fire hazards can be c decreased. This decreases the chance of fire as well as the dollar amount of fire loss when a a W fire does occur. Firefighters are educated in the fire suppression systems, which enables W them to limit dollar loss to structures and use the systems to work in a safer environment thereby promoting a higher life safety for civilians and firefighters . Q Program Objectives : N • Continue to maintain current information on each business that has been inspected. Additional businesses being inspected will be brought up to date in the Records co o� Management System. c • Manage the inspection services part of Records Management System ensuring that all information is accurate and accessible to the firefighters responding to these businesses . • Create a program within the Records Management System to organize and collect data c in regard to all the contact forms currently used . Q • Develop and facilitate opportunities for training. • Continue to educate Bureau 1 inspectors in suppression systems and investigation through outside courses and conferences, making them a resource to instruct other PFA personnel . • Continue to work with Planning and Analysis to develop effective risk-assessment methodologies . Courage, Leadership, Duty � i'rwtlri& 9 Auftrit% Packet Pg . 45 1 .3 Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services Measures of Output Progress : Strategic Primary Self- Output 2017 2018 2019 2020 Initiative Assessment Measure Actual Actual Actual Goal Category/ Criterion c a a� % of Core Competency C annual 5A. 2 : The code N /R N / R 88 % 100 % _ inspections Q enforcement completed L program ensures 0 compliance with applicable fire % protection laws, scheduled M local jurisdiction, inspections o o hazard abatement, requiring a N / R N / R 45 /0 0 /o 0 and agency follow- up a 1 - High objectives as inspection c Quality defined in the and community risk o TOM Innovative assessment and v Core standards of cover. c Services a Core Competency C % of 5A. 3 : The program sprinkler has sufficient staff systems in Q with specific a sprinkled N /R N / R 41 % 0 % expertise to meet building N the community risk activated reduction program by fire a) goals, objectives and c identified N community risks . E U N / R = Not Reportable Q Program Inputs, Budget: 2019 Ado ted 2019 Actual $893, 137 $846, 603 Owdiv it. 10 ,pinoflk� Courage, Leadership, Duty Packet Pg . 46 1 .3 Community Risk Reduction Accreditation Category/Performance Indicator : SB -Public Education Program Manager: Community Risk Reduction Manager Michael Durkin Year: 2019 Program Description : The Community Risk Reduction program serves the community through the management, development and coordination of public outreach and education activities . These activities C encompass aspects of education, social work, public health and other disciplines to reduce community risks and promote fire and life safety. _ Program Objectives : • Provide ongoing education to on -line firefighters to empower an entire workforce of o fire- and life-safety educators. Q a� • Continue to improve data tracking processes, for public education and affairs programs, to ensure the best delivery of information in an attempt to change behaviors and reduce risk. Assessments will occur quarterly. a • Continue to expand public education programs to reach new and diverse populations, a) TOM while identifying intersections with social service-related needs and forging N relationships with the organizations that address those needs. o� v Strategic Initiative Alignment: Goal 1C : Evaluate implementing Community Risk Reduction programs in all PFA service °Q areas . a� Goal 11) : Evaluate all measures tied to the PFA budget, annual report and programs, in order to enhance program management. _ a co TOM N _ N E t U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 11 �utbarit. Packet Pg . 47 1 .3 Measures of Output Progress : Strategic Primary Self- 2018 2019 Initiatives Assessment Output Measures Actual Actual Cate or Criterion Number of citizens who have received a N/R 339 c Goal 1C : Evaluate PulsePoint notification a a� implementing Community Risk Reduction programs Q in all PFA service 1 : High Number of people who L Quality areas . demonstrated ability to N/ R 745 3 and Goal 1D : Evaluate all use and extinguisher Q Innovative measures tied to the after training Core PFA budget, annual 2 Services report and programs, 3 Rate of follow- up on o in order to enhance social referrals N / R 20 % a, program Number of people who N management. N/ R 320 have toured a fire station Number of people who � have practiced a fire drill (not including CSU or N/ R 199 a PSD N / R = Not Reportable Program Inputs : Q Budget: 2018 Allocated 2018 Spent 2019 Allocated 2019 Spentcc N $ 365 , 223 . 00 $ 348, 975 . 33 $435 , 344 $ 324,490 co a) TOM Staffing: N Admin Secretary II 1 Community Risk Reduction Manager 1 E PIO Communications Coordinator 1 U PulsePoint Coordinator 5 Q * Program relies on on - duty staff as well . Did anything stop because of resources (Budget and/or Hours) : No Training: 4. O� 12 utho kk Courage, Leadership, Duty Packet Pg . 48 1 .3 In 2019, the Community Risk Reduction Manager became certified as an instructor in the Fire and Life Safety Educator (FLSE) I certification . This allows PFA to act as a resource to build more FLSE I certified educators statewide. Also, in 2019, trainings were done on an ad- hoc basis, as requested by individual station captains . The move to providing uniform trainings has resulted in better documentation of public education events . t= 2019 saw an improvement of the Public Education training provided to recruits in the 0 CL Front Range Fire Consortium. The new training is more relevant to first-year firefighters and better prepares them . _ Previous Year Accomplishments : Q In 2019, PFA continued the work of the Community Service Action Team (CoSAT) program c and its focus on frequent users of the EMS system . Partnerships with local organizations Y such as Housing Catalyst opened new avenues for outreach . Q a� Outcome of the Program : This program is partially responsible for maintaining the call reduction from the previous 3 year. It is statistically significant that public education programs targeted specific a0 neighborhoods as well as Colorado State University and some high utilizers and these areas are responsible for some of this decrease . TOM N c� o� v Technical Services 0 a m Accreditation Category/Performance Indicator : SA - Community Risk Reduction W Program _ Manager: Assistant Fire Marshal Sarah Carter Q Year: 2019 U Program Description : To support the PFA vision of being a respected values - driven leader, Technical Services co maintains a partnered presence with the City of Fort Collins, Larimer County, Town of TOM Timnath, and Colorado State University Building and Planning Departments . ; _ a� During the development and construction processes in these communities, Technical Services staff evaluates the fire safety features of each project to verify compliance with the CU provisions of the locally adopted fire code . Features such as fire apparatus access, exiting Q provisions, egress systems, water supply, and radio amplification systems are reviewed and inspected for compliance . As local business continues to trend toward functions involving hazardous materials, uses such as cannabis cultivation and extraction facilities, distilleries, and semiconductor production facilities are reviewed and inspected for compliance with the fire code . Courage, Leadership, Duty ri&7% 13 Auftrit% Packet Pg . 49 1 .3 Additionally, the installation and removal of all fuel storage tank systems are inspected in conjunction with local environmental and safety regulators, including the State Department of Oil and Public Safety. As new codes are published, the changes are reviewed by Technical Services staff to evaluate their merit and make recommendations regarding their suitability within the jurisdiction . This is conducted in coordination with the City of Fort Collins, Larimer County, and the Town of Timnath, who each execute independent code adoptions . 0 a Program Objectives : • To return tenant finish plans within 20 workdays of submittal to PFA. • To return new building plans within 30 workdays of submittal to PFA. _ • To conduct the final inspection required for the acquisition of the Certificate of Occupancy within three workdays of request. c • Provide development and construction guidance for the business community. • Prepare activity reports for construction plan reviews . Q • Prepare final inspection completion reports . • Provide fire protection and building safety information for inclusion in pre -plans and records management. o • Provide technical service collaboration with neighboring jurisdictions . TOM a 0 Strategic Initiative Alignment: `I'. 1 - High Quality and Innovative Core Services TOM o� v Measures of Output Progress : c CL Primary Self- Assessment 2017 2018 2019 2020 Strategic Category/Criterion Output Actual Actual Actual Goal Initiative Measures Q Core Competency % of tenant finish Cn SA3 : The program reviews completed o 0 0 0 has sufficient staff within 20 days of 90 /0 54 /0 88 /0 90 /o co with specific submittal c expertise to meet N 1 - High the community risk % of new Quality reduction goals, construction plan E and objectives and reviews completed 90 % 14 % 92 % 90 % CU IIIIA Innovative identified within 30 days of Q Services community risks . submittal SAA : A plan review % of final fire code process ensures inspections o 0 0 0 that adopted codes completed within 3 90 % 100 /0 100 /0 100 /o and ordinances days of request 4. e� a 14 ,°'^QT kk Courage, Leadership, Duty Packet Pg . 50 1 .3 determine the # of construction construction of reviews/program N / R N / R 77 . 14 % N /A* buildings and FTEs infrastructure (such # of development as hydrants, access, reviews/program N / R N/R 80 . 98 % N /A* street width) FTEs # of final inspections/program N / R N / R 75 , 57 N /A* c FTEsCL N / R = Not Reportable; N /A* - Data is provided as a contextual reference for output measures Q Program Inputs : L Budget: 0 2019 Ado ted 2019 Actual Q $599, 494 $529,214 M a� 0 a a) 0 N TOM O� L 0 CL TOM 0 N N E t U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 15 �utbarit. Packet Pg . 51 1 .3 Operations Division Outcomes Operations Division Outcomes Strategic Targeted Outcome Actual Actual Actual 2020 Goal Objective Measures 2017 2018 2019 1A % of time fire interceded 90 % 97 . 06 % 93 . 54 % 98 % upon prior to flashover % of time 1st arriving total a response time to moderate - W risk emergent fire incidents o 0 o Verify and 1A 64 /0 62 /0 50 /o validate in the urban response area benchmark = meets benchmark goal of Q 6 : 20 L % of time 1st arriving total Y response time to moderate - Q Verify and 1A risk emergent fire incidents 67 % 88 % 75 % validate in the rural response area M meets benchmark goal of benchmark 12 : 20 a M TOM N Fire Suppression/ Operations TOM Accreditation Category/Performance Indicator: Category SE/SF. 3 Manager: Battalion Chief Gene Maccarini C Division Chief Rick Vander Velde Year: 2019 _ a Program Description : To be a model of excellence for a modern, professional emergency service organization; to N be a professional all hazards response team; to be on the cutting edge, leading the industry and setting standards for the fire service. Rapid response to fires and other emergencies by co highly skilled and specially equipped personnel is the major emphasis of the Operations c Division, and staff has developed the objectives to delineate the essential activities required N on for successful emergency response . E Program Objectives : Y • Maintain a 90th percentile total response time within the Urban Response Area of Q 6 : 20 minutes or less for the first- in engine company. • Maintain a 90th percentile total response time within the Urban Response Area of 10 : 20 or less within the Urban Service Response area for the first- in support company. • Emphasize sound emergency scene safety procedures to minimize firefighter injuries . 16 Authof kt Courage, Leadership, Duty Packet Pg . 52 1 .3 • Provide adequate resources and plans to effectively handle 99 % of the incidents to which PFA responds . • Provide property conservation services to limit property damage caused by fire suppression activities . • Intercede, control and recover from emergency incidents as rapidly and effectively as possible . • Provide equipment, training and personnel to develop and maintain an effective emergency communication system. • Maintain a company-based apparatus and equipment maintenance program to oa a� ensure 24 -hour operational readiness . • To work alongside the FP&CRR Division covering all disciplines within the Operations Division. Q Strategic Initiative Alignment: o 1 - High Quality and Innovative Core Services 3 a Measures of Output Progress : a� Primary Self- 3 Strategic Assessment Output 2017 2018 2019 2020 0 Initiative Measure Actual Actual Actual Goal a Category/Criterion Percentage N of fires Core Competency confined to N / R N / R 54 . 73 % > 2019 o� SEA : Given its object of � standards of cover origin o a and emergency 90th deployment percentile 1 - High objectives, the total Q agency meets its response Qudality staffing, response time of first- Innovative time, stations, arriving Pending Pending 8 : 54 6 : 20 N Core pumping capacity, unit on co Y Services apparatus and moderateTOM equipment risk N deployment structure objectives for each fires E type and magnitude Fires kept U of fire suppression within 10 % Q incidents . of building N / R N / R N / R Pending involvement upon arrival * N/ R = Not Reportable ; Pending = Pending Deccan Software Courage, Leadership, Duty � i'rruilrrFfrc, _ 17 �utbarit. Packet Pg . 53 1 .3 Program Inputs : Budget: 2019 Ado ted 2019 Actual $22, 449,288 $20, 135, 142 *Entire Operations budget Fire Suppression Committee Operating Costs (Sub - categories from the Operational Budget) Committee meetings : $ 31000 , 00 ca Training Planning meetings : $ 2 , 000 . 00 Research and development: $ 2 , 000 . 00 Tools and Equipment: $ 2 , 000 . 00 = Training and Education : $ 6, 000 . 00 Total Budget $ 15 , 000 . 00 c Staffing: Q Division Chief of Operations : Non- active member to whom the Committee Chief Liaison iz reports . 2 Committee Chief Liaison : Active member assigned by the Training Battalion Chief °a Division Chief of Operations or assigned designee . This position reports directly to the Division Chief of Operations . N c� Committee Chair: Operation Development Training Captain who is tasked to organize �, v meetings, draft committee reports, and represents the Fire Behavior Committee on the Standards of Coverage Committee . °Q a� Operational Directive (OD) Member : Active member assigned to the committee by the OD Committee to act as a liaison for needed changes to PFA operational directives . _ a Fire Investigator : Active member assigned by the Community Safety Service Division to the committee to provide information from fire investigations relating to cause, origin, fire Cn Y dynamics, and the effectiveness of tactics used . 1W o) Committee Members : Active members ranging from five to six PFA operational employees N who are charged with reviewing and assessing fire dynamics research, its relevance to PFA and recommending needed changes to response, tactics, equipment, training and OD ' s . E U CU Did you stop doing anything because of resources (Budget and/or Hours) : Q • Transitioned from a centralized to decentralized approach to analysis and decision making. Summary of Response Activity: • Number of Incidents : 56 • Response Time Analysis : 'badt� 7 18 ,utnerjk� Courage, Leadership, Duty Packet Pg . 54 1 .3 Dispatch Turnout Travel Travel Total Total Time Time Time First Time Response Response Unit Effective Time First Time ERF Response Unit Force ERF 1 : 49 1 : 59 6 : 21 12 : 31 9 : 49 16 : 37 t= Training: °L • Hosted a Physics and Fire Dynamics class instructed by James Mendoza from San Jose Fire Department • Department wide training on Firefighter Safety and Survival and Mayday operations Q • Provided two acquired structure trainings L • Assisted and participated in three acquired structure burns with Loveland Fire Y Rescue Authority looking at effectiveness of tactics Q • Elevated master stream training for all Truck Driver Operators as well as Engine Operators • Conducted department wide Company Performance Tasks (CPT' s) for basic skill o evaluation a • Conducted department life fire training with a focus on Rapid Intervention Crew N training • Live fire demonstration for Local 1945 and state and local law makers o� v • Hosted and instructed for the International Honoring Tradition and Leading Change c Conference a • Conducted 11 After Action Reviews (AAR' s) of major incidents • Completed Authority hose testing = • Authority-wide Fire Alarm Systems training Q • Federal Aviation Administration required mutual aid Aircraft Rescue and Fire N Fighting (ARFF) training with Loveland Fire Rescue 2 • Annual task books for Driver Operators and pumping TOM N Previous Year Accomplishments : on • Rotated committee members E • Completed a re -write of the committee operating document U CU • Realigned the committee ' s goals into five areas of function : Response, Equipment, Q Operational Directives, Training/ Research, and Quality Assurance/Quality Improvement (QA/ QI) • Assisted in making changes to PFA deployment model and SOC in conjunction with the regional Computer Aided Dispatch changes Courage, Leadership, Duty � i'rruilrrFfrc, 19 �utbarit. Packet Pg . 55 1 .3 • Assisted the Operations Chief in alignment of terminology and practices for regionalization and closest unit dispatching • Drafted and submitted Operational Directive changes identified from further study of fire dynamics and lessons learned from AAR' s • Provided resources to requesting departments, including the Fire Department of New York (FDNY) , on fire suppression tactics and operational changes that have been implemented • Increased the amount of instruction time in the recruit academy for fire behavior C training _ Q Hazardous Materials Response Team L 0 Accreditation Category/Performance Indicator : Category SHISH. 3 Q Manager: Captain Matt Housley/Battalion Chief Geoff Butler Operations Chief Rick Vander Velde a� Year: 2019 0 a Program Description : Hazardous materials can be described as substances that, when released from the intended N container, can cause harm to persons or the environment. The Hazmat Program supports the personnel, training and equipment necessary for response to hazardous materials o� incidents within PFA' s jurisdiction and as a mutual aid partner for surrounding agencies . rm The program objective is to minimize the adverse effects of a hazardous materials release 0 CL on life, property and the environment. The program supports training for Poudre Fire W Authority personnel consistent with the requirements of the Code of Federal Regulations and state and local requirements as they relate to emergency response to hazardous = materials incidents . Q U Program Objectives : 0 N • Minimize the adverse effects of a hazardous materials release on life, property and co the environment. a) • Provide for eight Colorado Municipal Certification Board (CMCB) certified Hazmat N technicians per shift. o Four Full Techs assigned to Station 10 on each shift. (Reference Hazmat E technician training document) . U o Four Tech Lites minimum per shift. (Reference Hazmat technician training Q document) . • Ensure that training and competencies outlined in the Code of Federal Regulations part 29 (CFR29 ) are met by all PFA response personnel . • Provide and maintain specialized tools and equipment necessary for hazardous materials response . • Maintain abilities to support consortium Hazmat response. 4. e� a 20 Autnodk� Courage, Leadership, Duty Packet Pg . 56 1 .3 • Provide Technician Level training to other staff as funding allows . Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services Measures of Output Progress : Primary Self- o Strategic Assessment Output 2017 2018 2019 2020 C Initiative Measures Actual Actual Actual Goal Category/Criterion 5H . 2 : The agency Maintain a Q maintains appropriate minimum training, operations level of o policies and hazardous 3 documentation that materials Q response personnel technicians M are compliant with all assigned to applicable hazardous the 24 34 35 30 0 materials regulations Operations a and laws . Division a) 1 - High meeting the `I'. Quality 5HA : The agency CFR 29 TOM and complies with all Standard for Innovative aspects of applicable Hazardous c Core hazardous material Materials a a� Services regulations such as, Technician annual refresher Provide 12 training, medical technicians Q monitoring of trained to response personnel, the " Full " N annual physical level at examinations as station 10 9 12 co applicable per c standards, and N exposure record retention . E U Program Inputs : Q Budget: 2019 Ado ted 2019 Actual $132, 755 $65, 051 In 2019 the hazmat program asked for and received extra money in the budget to replace some monitoring and chemical/substance identification equipment that is nearing the end Courage, Leadership, Duty � i'rruilrrFfrc•�_ 21 Auftrit% Packet Pg . 57 1 .3 of its life . The plan was to replace this equipment by obtaining a grant that would likely require matching funds from within PFA' s budget. Due to workload issues, this grant application was not completed within the application window. As a result, the matching funds were not needed and thus the additional funds requested were returned to the operations budget. Staffing: All PFA firefighters are required to be trained and certified to the hazardous materials operations level by the Authority's certifying body, the Colorado Metropolitan Certification °a Board (CMCB) . These personnel are the initial responders to most hazardous materials within the Authorities boundaries . Most hazardous materials incidents are handled by the 3 first arriving PFA unit, the PFA safety officer, and the technicians responding from Station = 10 . a L In 2019, PFA and IAFF Local 1945 entered into a two -year contract (the contract) . °, Personnel who are assigned to Station 10 assign themselves based on the current bid Q process as described in the contract. Within this contract is the staffing requirement that two hazmat techs be assigned to Station 10 each day as a part of the daily minimum staffing requirement. This 100 % increase in trained personnel (from the previous year' s minimum 3 staffing of one hazmat tech) has made a significant, positive difference in the daily a° operations at Station 10 and the service level hazmat has been able to provide to the PFA and the community. In addition, the hazmat program has exceeded its goal of eight hazmat N technicians per shift. At the end of 2019, there were a total of 35 technicians within the Authority across the three shifts and includes some 40 -hour personnel . o� L Did you stop doing anything because of resources (Budget and/or Hours) ? Q The hazmat program has not asked for an increased budget in the last several years except W for the one -time funds requested for equipment replacement. As mentioned above these were not utilized in 2019 and the money was returned to the operations budget. Both the = equipment that needs to be replaced, and the replacement equipment, have been identified Q and will likely be acquired in 2020 . Within the program the challenge continues to be meeting the demands of the program from a time perspective, not a monetary perspective . N CO Summary of Response Activity: TOM N on Number of Incidents : 743 a� E Response Time Analysis : U Dispatch Time Turnout Ti Travel Time Total Response Time Q me 2 : 31 2 : 06 8 : 20 11 : 33 Training: In 2019 the hazmat program continued its tradition of providing high quality, relevant training across the Authority at all levels of certification. e Owar 4 �. 22 Autnorlk� Courage, Leadership, Duty Packet Pg . 58 1 .3 The following is a synopsis of the training that was provided by and funded from within the hazmat program : Several firefighters became newly certified technicians via State sponsored hazmat classes and National Fire Academy attendance . On the second Tuesday of every month, a 3 -hour hazmat team meeting and training is conducted for current hazmat technicians and those interested in joining the hazmat team. These classes are intended to meet the continuing education requirements of °a CMCB for Hazmat Technician and the actual daily response requirements of a growing community. A copy of this 2019 training schedule is provided at the end of this section . _ In addition, PFA hazmat technicians led or participated in training involving the Q following. c • Northern Colorado Bomb Squad tabletop exercise Q • On site drill for an Ammonia leak with Anheuser Busch' s hazardous materials M response team • Trench rescue training with PFA technical rescue personnel (all three shifts) • A multi -agency drill at Colorado State University involving response to a °a biological agent that involved not only local partners such as Colorado State University Police Department and UC - Health Emergency Medical Services, but N also national partners, in this case U . S . military's 84th Civil Support Team out of � F . E . Warren Air Force base in Cheyenne, Wyoming o, v • The State of Colorado ' s Local Emergency Planning Committee conference in Breckenridge (attended for free via grant) C • A class on homemade explosives taught by Alcohol, Tobacco and Firearms W agents and sponsored by the Northern Colorado Bomb Squad • Assisted Fort Collins Police Services with the development of hazardous Q materials/weapons of mass destruction training for all their officers • Participated in a multi -jurisdictional event at the Larimer County Ranch facility N and the Larimer County Justice Center co The program works diligently to keep costs low by providing two levels of hazmat c training for technicians (which increases the number of technicians at a reduced cost) , N utilizing state and federally sponsored classes when possible or by teaching classes at conferences which often provides free attendance to the remainder of the conference . E U CU In 2019 several technicians taught locally and/ or nationally including at local Q businesses, at the Midwest Hazmat Conference in Chicago, IL and the Houston Hotzone Conference in Houston, TX (teaching the PFA hazmat response system) . In addition to feedback on the process at a national level, it also facilitates a sharing of ideas, best practices and research on new products and tools, many of which have been incorporated into the PFA Hazmat program . Courage, Leadership, Duty � r� 23 �utbarit. Packet Pg . 59 1 .3 Several specialty classes were also attended by technicians including a 3 - day class on air monitor maintenance and repair, a sampling and chemical identification class taught by Boulder County' s Hazmat Team, and classes provided due to our participation in Colorado' s Urban Search and Rescue Team, Colorado Task Force One (COTF- 1 ) as a Hazardous Materials Specialist. PFA hazmat also sponsored a few training opportunities in 2019 that technicians did not take advantage of (NFA, IAFC Hazmat Conference) in part due to the inability to provide leave to attend the training. 0 CL a� The PFA hazmat program provides and funds a minimum of six hours of hazmat training at the operations certification level each year. This training is provided in = person, through the spring 8 -hour day, and via Target Solutions assignments and is Q designed to incorporate the operations level JPRs (CMCB) that must be completed every c three years . This training is developed and delivered by PFA hazmat technicians . Y Construction of props needed as well as overtime for instructors is provided from funds Q within the hazmat budget. 2019 highlights include a new chemical decontamination system for chemical/biological incidents, donning and doffing of protective gear and a hands - on response scenario involving an unknown powder. 3 0 (L 2019 PFA Hazmat Team Training Calendar a) TOM January Tuesday January 8th 0830 Suburban Propane N 11 Propane Emergencies c0 February Tuesday February 12th Level A Job Sheets /Tabletop �, 0830 5 . 2 . 1 Hazardous materials rm Technician Level Response 00 CL Plan W March Tuesday March 12th 0830 8 -hour day class review April Tuesday April 9th 0830 Tech ODs = EN10 / Haz10 Equipment Q review May Tuesday May 14th 0830 Tech Ref Clipboard Y QRC co June Tuesday June 11th 0830 Radiological response TOM review White N Powder/Suspicious Package Tabletop E July Tuesday July 9th 0830 Hot Topis Drill U August TuesdayAugust 13th 0830 NOCO Bomb Drill Q September Tuesday September 10th Wireless monitors /Con 0830 Space /Trench/ Dewatering um Heater Blower October Tuesday October 8th 0830 Tech ODs EN10 / Haz10 Equipment review 47 24 ,utnerjk� Courage, Leadership, Duty Packet Pg . 60 1 .3 November Tuesday November 121h Tech Ref Clipboard 0830 QRC December Tuesday December 101h Don/ Doff Level A 0830 Plug/ Patch Decontamination Previous Year Accomplishments : In addition to the training mentioned above there were several notable accomplishments in 2019 . A first ever hazardous material transportation study was completed that involved a 0a survey of over the road and over the rail hazardous materials traffic within the Authority' s boundaries . PFA hazmat personnel worked with the City of Fort Collins Water Treatment group and a contractor that they hired to address spills and spill response within the City' s = source water area . Resulting training will be delivered in 2020 to water crews and PFA personnel . L 0 PFA hazmat crews attended the City' s household hazardous waste drop off events for the Q second year in a row. These events allow citizens to drop off hazardous materials that might otherwise wind up in the landfill stream, or remain hidden but unused, in citizen' s garages posing a risk to the community. 0 a There were several notable responses in 2019 . These include : • Several responses to a local business for Hydrofluoric acid exposures N • An ammonia leak at a local brewery � • A drug lab warrant with the Northern Colorado Drug Task Force o� • A response with Larimer County Park Rangers for an overturned boat in Horsetooth reservoir in which PFA hazmat was able to provide booms to contain the spill C • A response with law enforcement for a chemical suicide at a local motel W Finally, in 2019 PFA hazmat and PFA' s Battalion Chief of Planning and Analysis Q implemented tracking within the records management system for hydrocarbons and other hazardous materials liquids spilled during events that were mitigated and cleaned up by crews, thereby preventing them from entering the watershed. P co Outcome of the Program : c The outcome of the hazardous materials program described above reflects a well -trained N group of personnel responding in a layered, hazard driven response approach to hazardous materials within the Authority' s boundaries and surrounding communities . Additionally, E PFA hazmat continues to work with other local, state and national responders up and down CU the Front Range to standardize training, equipment and response capabilities within the Q current framework that is available . Some examples of this include cost sharing of classes and equipment. As the program looks to 2020, and beyond, it will continue to build on these past successes, look for additional opportunities to succeed and build sustainability through policy development, implementation and building a culture of excellence and innovation . Courage, Leadership, Duty � i'rruilrrFfrc, 25 �utbarit. Packet Pg . 61 1 .3 Hazmat Gallons Mitigated 361 400 350 300 250 200 ., 150 Q 100 75 50 38 . 5 15 0 EU _ Other Call Types Chemical spill or Gasoline or other Motor vehicle >, leak flammable liquid accidents o spill Y a Halfway through 2019 the program manager for Hazmat worked with Planning and M Analysis on implementing fluid clean up calculations to the RMS system to assist with capturing clean -up of automobile fluids on motor vehicle accidents . The training provided o by the hazardous materials team along with the operational knowledge of the responding a a) engine companies leads to these fluids being cleaned up and not able to enter the storm c drainage and eventually to the Poudre River. A significant outcome of the program was `I'. mitigating approximately 489 . 5 gallons of hazardous waste and ensuring clean - up of these o OTM items for all calls . This is a significant environmental impact of the program in working with our crews and partners with the Larimer County Health Department and the City of c Fort Collins Environmental Regulatory Agency. C Technical Rescue a U Accreditation Category/Performance Indicator : CategorysG/5G. 3 Technical Rescue W Manager: Captain Tim Murphy/Battalion Chief Geoff Butler Operations Chief Rick Vander Velde co o) Year: 2019 TOM Program Description : This program is working to improve and maintain the technical rescue service level to the CU community and includes : • Swift water, still water, and ice rescue Q • Technical rope rescue and large animal rescue • Confined space, trench, and structure collapse rescue • Vehicle, elevator, and machinery extrication New equipment including collapse equipment, supplied air breathing units, a collapse rescue truck, and other needed items have been purchased and put in service . This has �✓' f'badi� Fi? 7� 26 Autnorjk� Courage, Leadership, Duty Packet Pg . 62 1 .3 enhanced the capabilities for technical rescue incidents . Staff continues to train, identify community risks, and look for additional funding to increase the services of these skills that are used on a weekly basis . Program Objectives : • Provide for trained personnel to respond safely to technical rescue emergencies • Maintain service levels consistent with technical rescue standards • Facilitate a regional training with neighboring fire department(s) c CL • 100 % of emergency personnel to participate in ice rescue update • 100 % of emergency personnel to participate in swift water update • Increase the number of swift water 2 certified rescue personnel within the river = corridor Q • 100 % of support company personnel, Stations 4 and 7 personnel to receive an o update on rope rescue Q • 100 % of support company personnel to receive an update on trench rescue • 100 % of support company and hazmat personnel to receive an update on confined a space rescue • 100 % of support company and Station 6 personnel receive update on big rig rescue °a a) • Restructuring large animal rescue using Station 12 personnel c N • Complete operational plan for technical rescue • Consider reorganizing the technical rescue disciplines . Adding engine companies to TOM skill set training/response and separating Tower 1 and Ladder 5 responsibilities rm • Identify and replace outdated technical rescue equipment. C • Streamline the data collection process for technical rescue through data gathering using the Image Trend application in coordination with the accreditation team. • Increase the confined space technician qualification by two personnel . Q • All swift water 2 certified rescue personnel to complete swift water JPR requirement. Cn • Implement JPR for trench, confined space and rope rescue annually. TOM can o� 0 Strategic Initiative Alignment: N 1 - High Quality and Innovative Core Services E U Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 27 �utbarit. Packet Pg . 63 1 .3 Measures of Output Progress : Strategic Primary Self- Output 2017 2018 2019 2020 Initiative Assessment Measures Actual Actual Actual Goal Category/Criterion 5G . 2 : The agency Delivery of establishes minimum technical training and rescue c operational standards; discipline C compliant with local, Authority- state and national wide trainings standards, and that all delivered in 4 4 5 5 Q personnel who accordance function in the with the o technical rescue technical 3 1 - High program meet training rescue Quality and operational operational M and standards . plan Innovative Core Competency o Core 5GA : Given the % of time (L Services agency's standards of Poudre Fire a) cover and emergency Authority `1'1 deployment objectives, meets its o °the agency meets its technical ' staffing, response time, rescue N / R Pending 86 % 90 % c station, apparatus, and effective C equipment response deployment objectives force for each type and level benchmark Q of risk of a technical performance . rescue incident. cc Program Inputs : co Budget: TOM 0 2019 Ado ted 2019 Actual N on $118, 434 $98, 844 a E The Technical rescue budget was under budget due to the cancellation of the swift water 1 CU course, which also impacted the class size of the swift water 2 class . Swift water 1 is a Q prerequisite for swift water 2 , which reduced the size of the class after the swift water 1 cancellation . Staffing: The Division Chief of Operations is responsible for the Technical Rescue program . The Special Operations Battalion Chief is the Battalion Chief liaison (this is a new assignment as e �ftai 4 �. 28 9uthodk� Courage, Leadership, Duty Packet Pg . 64 1 .3 of February 2020 ) with a line Captain assigned as the program manager. There are approximately 30 department members who participate on the team (more are trained, these members work on the program) working in one of the three operating groups to complete tasks associated with the large number of disciplines within the program. There is a close collaboration with the Hazardous Materials Program Manager to coordinate response and training as many of the incident types overlap . Water Rescue : All on- line personnel are trained in still water, ice rescue, and swift water shore operations on an annual or semi - annual basis . There are approximately eighteen 0 CL rescue swimmers on each shift. During swift water season, rescue swimmers are concentrated along the river corridors . _ Technical Rope : PFA maintains approximately eighteen personnel on each shift trained to Q at least the operations level in high angle technical rescue . All personnel assigned to Station c 12 are tasked with competency in large animal rescue operations . Y a Trench Rescue : Approximately seven personnel per shift have been trained to a minimum of operations level for trench rescue . Confined Space Rescue : PFA has a total of fifteen confined space rescue technicians . a0 a) Structural Collapse Rescue : PFA has approximately twenty- four personnel who participate N in the Urban Search and Rescue Task Force 1 . Spread across all shifts, these personnel serve as SME ' s in structural collapse and are typically trained in several of the other TOM technical rescue disciplines . 0 a Extrication : All PFA firefighters receive auto extrication training in academy. Four to ten W PFA personnel have specialized training in machine ( S ) , big rig ( 10) , and/ or elevator (4) extrication and serve as department SMEs and instructors . _ a Did you stop doing anything because of resources (Budget and/or Hours) : No . Summary of Response Activity: N Number of Incidents : 141 CO a) TOM Response Time Analysis : N Dispatch Time Turnout Time Travel Time Total Response Time 2 : 3S 1 : 48 7 : 48 11 : 22 E U CU Training: Q Individual companies are expected to maintain currency and document training in those specialty skills that apply to their companies, coverage areas, or personnel . In addition to company level training, there are numerous formal trainings attended outside of PFA and within the department at the department and multi - company levels . Courage, Leadership, Duty � i'rruilrrFfrc, _ 29 �utbarit. Packet Pg . 65 1 .3 Water Rescue : • Authority-wide swift water refresher training • Authority-wide ice rescue refresher training • Proficiency swims for all rescue swimmers • Swift water rescue 2 was attended by four firefighters assigned to the river corridor Technical Rope Rescue : • Annual high angle refresher day for Tower 1, Ladder 5, Engine 4, and Engine 7 • Low angle rope refresher for Stations 9 and 11 C • Rigging for Rescue operations level was attended by ten members of Tower 1 , Ladder 5 , Engine 4, and Engine 7 _ Trench Rescue : • Annual trench rescue refresher day for Tower 1 , Ladder 5, Engine 10, and Engine 5 0 Confined Space Rescue : Q a� • CMC confined space technician level class was attended by two firefighters . • Annual confined space refresher day for Tower 1 , Ladder 5 , Engine 10, and Engine 1 0 Extrication : a a) • Annual extrication refresher day for Tower 1, Ladder 5 , Engine 4, Engine 6, Engine TOM c 7, and Engine 8 `1'. TOM c� Previous Year Accomplishments : • Personnel from neighboring fire departments attended the trench rescue refresher. c CL • Planning for a technician level inter- agency trench rescue training in 2020 was initiated . • Numerous trainings, as documented in the previous section, were attended by appropriate companies and personnel . Q • A draft operational plan for technical rescue was completed. • Technical rescue, extrication, and water rescue equipment continued to be well Cn Ip maintained and updated with several improvements to these programs . • Task books and JPRs for technical rescue disciplines were introduced to ensure a) documentation of competence and currency. N Outcome of the Program : on In addition to the substantial outputs documented under training and accomplishments, PFA responded to the following call types : M is Ice rescue - 3 Q Auto extrication - 23 Extrication other - 4 Elevator rescue - 64 Trench rescue - 1 High angle rescue - 3 Nudiv 47 30 ,pinorlk� Courage, Leadership, Duty Packet Pg . 66 1 .3 Of significance was PFA' s mutual aid response to a trench rescue in the Windsor- Severance jurisdiction . PFA was able to support this extended operation with an initial response of three companies followed by 12 Urban Search and Research members and numerous additional support services . PFA assumed a major operational role in this incident. While the outcome was tragic for the two victims, no firefighters were injured during this high- risk incident. t= Volunteer Program $ Accreditation Category/Performance Indicator: SE - Fire Suppression, SF - Emergency Medical Services, SG - Technical Rescue, SK - Wildland Fire Service c Manager: Captain John Vander Vliet Operations Chief Rick Vander Velde c Year: 2019 a Program Description : M Through maintaining a cadre of trained emergency responders, the PFA Volunteer Program 2 strives to : 0 1 ) Provide multi -hazard emergency response in areas outside of the primary response of a) career stations, namely Stations 9 and 11 . N 2 ) Enhance resilient emergency response throughout the Authority by reducing the drain � on the system into areas of 9 and 11 and by providing support to the system during o, v greater alarm incidents . 0 CL 3 ) Afford an avenue for citizens and aspiring career firefighters to serve the community while learning about the fire service and the Poudre Fire Authority. 0 4) Provide an additional source of service and education to citizens regarding fire service = issues . Q U Program Objectives : • Maintain Stations 9 and 11 response at 40 % during summer staffing and 2 S % for 1W the year by: 0 - Continuing to identify times of peak call volume and target staffing accordingly. - Maintaining the seasonal staffing program to address times of peak call volume . - Conducting outreach into the communities of Stations 9 and 11 for the recruitment of new program members . Q • Improve retention of personnel to a minimum of 18 personnel in order to maintain response competency and reduce costs associated with training and equipping new personnel . • Support the retention of personnel and reliability of staffing by maintaining a compensation plan for program members within current budget. Courage, Leadership, Duty � i'rwtlrc'Ftec 31 Auftrit% Packet Pg . 67 1 .3 Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services Measures of Output Progress : Strategic Primary Self- Output 2017 2018 2019 2020 Initiative Assessment Measures Actual Actual Actual Goal Category/Criterion t= 0 a % of PFA volunteers attending at = least 12 Q volunteer 100 % 98 . 5 % 92 % 100 % L specific°, 5F. 1 and 5KA Given its training Q standards of cover and events M emergency deployment % of 1 - High objectives, the agency Stations 9 0 Quality meets its staffing, and 11 calls a and response time, station, responded TOM o Innovative apparatus and equipment to by 25 % 36 % 54% 40 % N Core deployment objectives volunteers TOM Services for each type and during magnitude of emergency summer 0 medical incidents and staffingCL wildland fire incidents . % of Stations 9 ' and 11 calls Q toresp by nded 25 % 22 % 23 % 25 % volunteers in off co a) TOM season c N N Program Inputs : Budget: Y 2019 Ado ted 2019 Actual Q $56, 037 $61, 104 Owdiv F ? 32 ,pinoflk� Courage, Leadership, Duty Packet Pg . 68 1 .3 Wildland Program Accreditation Category/Performance Indicator: SK/SK. 3 Wildland Fire Manager: Captain John Vander Vliet Battalion Chief Geoff Butler Operations Chief Rick Vander Velde Year: 2019 t= Program Description : a Wildland and wildland- urban interface (WUI) fires constitute a significant hazard within PFA' s jurisdiction and are the statutory responsibility of the Authority. With over 110 wildfires occurring per annum (20 % of fire calls) , the scale of this hazard has increased Q over the past decade as illustrated by the 2012 High Park Fire that resulted in the destruction of 248 homes and one fatality. o The Wildland Fire Program is coordinated by the Wildland Fire Officer under the oversite Q a� of the Special Operations Battalion Chief as of January 2020 . The program is comprised of M an in - district- specialty station, an out- of- district team, PFA volunteer firefighters, and an open door for all on the Authority who wish to participate . o a The Out of District Wildland Team deploys nationally in order to enhance suppression a) operations through enhanced experience and training. This team possesses a higher level `q of training and operates according to the National Wildfire Coordinating Group (NWCG) TOM national standards for advanced positions such as Engine Boss, Division Supervisors, and Forward Observers . 0 a m Program Objectives : The goal of the Wildland Fire Program is to minimize the impact of wildland and WUI fires by developing and maintaining public awareness, PFA suppression capabilities, and multi - Q jurisdictional cooperation at levels commensurate with the identified hazards and risks . U Cn The focus areas and associated objectives within the Wildland Fire Program include : Operations : can • Ensure a safe and effective response to wildfire incidents within PFA's jurisdiction c • Maintain an out- of- district team to support cooperators at the national level and `'' enhance experience and abilities within the Authority • Maintain a wildland fire command team that can support the safe and effective E management of expanding wildfires to termination or transition to a higher level of c command Q • Develop and maintain inter- agency relationships in the realm of wildland fire Training : • Provide initial wildland fire training to career and volunteer recruits • Provide annual refresher training to all uniformed personnel Courage, Leadership, Duty � i'rruilrrFfrc, 33 �utbarit. Packet Pg . 69 1 .3 • Provide higher level training to out- of- district and wildland command team members as well as those stations with higher levels of wildland fire hazard in their areas in a cost- effective manner Mitigation : • Ensure public education and Authority-wide situational awareness of WUI issues through the Wildland Outreach and Planning Initiative (WOPI) and seek grant funding to that end • The International Association of Firefighters " Ready, Set, Go" program is under evaluation as the future method of public education and community risk reduction 0a in the PFA WUI . Equipment : • Ensure firefighters and apparatus are adequately equipped for safe and effective Q wildland fire operations in a cost- effective manner Apparatus : o • Develop recommendations for the purchase, maintenance, and placement of 3 wildland fire apparatus Q a� M Strategic Initiative Alignment: 2 1 - High Quality and Innovative Core Services 3 0 (L Measures of Output Progress : a) N Primary Self- � 2016 2017 2018 2019 0� Strategic Assessment Output Actual Actual Revised Goal Initiative Category/Criterion Measures c 0 CL a� Perform all 1 - High SK : The agency WOPI Quality operates an adequate, assessments Q and effective, and efficient directly Innovative program directed requested by 100 % 100 % 100 % 100 % N Core toward wildland homeowner co Services firefighting. within 30 TOM 0 days N a� E Program Inputs : U CU Budget: 2019 Ado ted 2019 Actual Q $166, 777 $150, 407 Staffing: All career and volunteer firefighters are trained to NWCG standards as type - 2 wildland firefighters (basic operations level) . Six paid stations cross -staff wildland apparatus, and the two volunteer stations also staff wildland apparatus . 4. e� a 34 ,°'^QTjk� Courage, Leadership, Duty Packet Pg . 70 1 .3 Did you stop doing anything because of resources (Budget and/or Hours) : The WOPI program has been discontinued but the data is still available . The Ready, Set, Go program is being managed by Community Risk Reduction . Summary of Response Activity: Number of Incidents : 58 Response Time Analysis : Dispatch Time Turnout Time Travel Time First Total Response Time Unit First Unit C a 3 : 20 3 : 19 9 : 15 14 : 10 Training: _ Wildland training for PFA consisted of NWCG compliant wildland fire refresher training for all firefighters and Wildland power saw training (S - 212 ) for several firefighters . c Previous Year Accomplishments : Q The Wildfire Officer served as incident commander on the Skyline Fire, PFA liaison to the McNey Fire, and division supervisor on the Elk Fire . a Outcome of the Program : °a The wildland program was successful in ensuring that PFA personnel remain trained and qualified with NWCG training for S130 / 190 requirements . The team also ensured that N 11 equipment was maintained and mission ready. The Wildland Coordinator in coordination with their role as the Volunteer Coordinator also provided an improved response during �, v the summer months by implementing the seasonal responders in the Horsetooth Mountain area (planning zone 9 ) , which assisted with Station 4 response reliability. The Special °Q Operations Battalion Chief along with the Wildland program manager will continue to work W with Planning and Analysis on improving outcome measures for this report in 2020 . _ a cc co 0 N _ N E t U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 35 �utbarit. Packet Pg . 71 1 .3 Support Division Outcomes Support Division Outcomes Targeted Outcome Measures Actual Actual Revised 2020 2017 2018 2019 Goal Neurologically intact cardiac arrest 3 9 18 % * 20 % survivors % diversity applicants—minority No Hiring No Hiring 21 . 66% 19 % CL identified Process Process % diversity applicants —female No Hiring No Hiring 8 . 8 % 10 % Process Process = % diverse applicants on eligibility list— U/ D No Hiring 21 . 15 % 20 % >, minorityProcess •L % diverse applicants on eligibility list No Hiring°, —female U/ D Process 11 . 54 % 10 % Q a� Workers ' Compensation Experience 80 .96 1 . 02 . 85 Modifier Internal IT Security - Failure Rate of o PFA initiated security challenges/ # of 9 . 34 % 7 . 3 % 7 . 78 % 5 % a employees o N U/ D = Under Development (0 TOM o� v Support and Maintenance c CL Accreditation Category/Performance Indicator: 617 - Safety Equipment, 9B Communication Systems Manager: Battalion Chief Dustin DeBaere Q Division Chief Ryan McLean Year: 2019 N co Program Description : o) TOM The Support Division' s Operation and Maintenance program is for the administration, N purchase and maintenance of PFA supplies related to the daily operations . This includes on but is not limited to : services affecting protective clothing (bunker gear) , equipment w required by recruit firefighters, tools and supplies used in emergency operations and daily U activities, radio purchase and repair, safety supplies, health services, and health equipment. `° The program covers the annual compensation of the Support Division Chief and the Health Q and Safety Battalion Chief. Owdte 1 0� 36 ,ute°rlk� Courage, Leadership, Duty Packet Pg . 72 1 .3 Program Objectives : • Purchase and maintain radio equipment to provide safe and reliable communications for emergency and non - emergency incidents . Track radio numbers and reliability for planning purposes . • Purchase and maintain required clothing and bunker gear for all uniformed personnel . This clothing must meet National Fire Protection Association (NFPA) standards for emergency operations . • Purchase and maintain tools and equipment for daily and emergency operations . °a • Provide opportunities for Research and Development to foster communication equipment, personal protective equipment and tools to best serve internal and external customers . _ Q Strategic Initiative Alignment: L 4 - Financial Responsibility Y a Measures of Output Progress : M a� Strategic Primary Self- Output 2017 2018 2019 2020 °a Initiative Assessment Measures Actual Actual Actual Goal °' Category/Criterion N % of 6F . 3 : Safety firefighters c CL equipment having 4 - Financial replacement is NFPA Responsibility scheduled, budgeted compliant 100 % 100 % 100 % 100 % and implemented, and bunker Q is adequate to meet gear, v the agency' s needs . including a N reserve set cc U) o) TOM Program Inputs : N Budget: 2019 Ado ted 2019 Actual $93 6, 035 $789, 143 Y Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 37 �utbarit. Packet Pg . 73 1 .3 Emergency Medical Services Accreditation Category/Performance Indicator : SF/SF. 7 Emergency Medical Services Manager: Battalion Chief Kevin Waters Division Chief Ryan McLean Year: 2019 Program Description : 0 Provide overall administration, coordination, and supervision of all aspects of PFA' sCL Emergency Medical Services (EMS) system including : protocol development, distribution and revision; design and implementation of all aspects of EMS training and certification, quality assurance and quality improvement (QA/ QI) activities ; EMS equipment selection, Q purchase and maintenance; manage infection control and rehab programs ; contract administrator and liaison for all agencies in the Northern Larimer County Emergency 0 Response Area (NLCERA) . a Program Objectives : M 1 . Develop clinical protocols which : • Are founded on evidence -based best practices . o • Standardize clinical care . aa) • Clearly communicate expectations to medical providers in the field . N • Are easily accessed by NLCERA providers . 11 • Clearly delineate procedures and medications allowed based on certification TOM level . v 2 . Coordinate, develop and deliver EMS educational programs for NLCERA providers 0 CL which are : • Built on the foundations of EMS curriculum as established by the State of Colorado . • Appropriately focused towards each provider' s certification level . Q • Conducted jointly between agencies in recognition of a systems approach to response . N • Reinforce clinical expectations of applicable protocol (s) . co • Informed by system QA/ QI processes . 0) 3 . Assure continuous quality improvement in the areas of patient care delivery and N on continuity throughout the NLCERA which : • Maintains focus on providing world class EMS clinical care by methodical E analysis of all available data. U • Identifies and acknowledges clinical excellence . Q • Performs root cause analysis where opportunities for improvements in care are identified. • Reviews applicable protocol (s) with comparison to care documented. • Reviews clinical cases with prehospital providers and provides follow up . 4 . Establish and maintain cooperative working relationships between PFA personnel and external stakeholders . 38 Auinodk� Courage, Leadership, Duty Packet Pg . 74 1 .3 5 . Assure records management to meet the needs of EMS personnel certification, Patient Care Reports, Rehabilitation and Infection Control issues . Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services Measures of Output Progress : Primary Self- 2017 2018 2019 2020 0 Strategic Assessment Output a Initiative Category/Criterion Measures Actual Actual Actual Goal Core Competency 5F. 2 CPR The agency has Compression U/ D U/ D 88 % 90 % Q standing Fraction orders/protocols in IC place to direct EMS Appropriate 3 1 - High response activities to Depth of U/D U/ D 27 % 40 % Quality and meet the stated level of Compressions Innovative EMS response . 2 Core 3 Services 517 a. 6 The agency has a 0 quality improvement/ quality assurance Appropriate N program (QA/QI) in Rate of U/D U/ D 64% 75 % ,11 Compressions place to improve o� system performance and patient outcomes . 0a a� U / D = Under Development Program Inputs : Q Budget: 2019 Ado ted 2019 Actual $546, 099 $612, 033 cc 1W co Staffing: To better meet the demands of overseeing EMS system administration, the EMS a) Battalion is led by an EMS Battalion Chief and staffed with two EMS Captains, and one EMS `'' specialist. The uniformed positions are each 1 . 0 FTEs, while the EMS specialist is a half- time hourly EMS FTE . As of this writing, EMS Battalion staff is augmented by one E firefighter, working an administrative schedule, to assist with training and logistics . c Q Summary of Response Activity: Number of Incidents : 13 , 029 Response Time Analysis : Dispatch Time Turnout Time Travel Time Total Response Time 2 : 54 1 : 53 6 : 56 10 : 15 Courage, Leadership, Duty � r� 39 �utbarit. Packet Pg . 75 1 .3 Training: EMS training activities are designed to ensure providers maintain EMS credentials while reinforcing regional/system protocols . The EMS Battalion provides a total of 12 hours of live instructor-based EMS continuing education to all paid PFA staff. This training is made up of both didactic as well as practical skills . PFA also has an IT solution to provide computer-based training to augment instructor delivered content. Training content is largely based on areas of opportunity identified in PFA' s clinical case review process, as well as state recertification requirements . t= Additionally, the EMS Battalion has augmented the training delivered to newly graduated 0 CL firefighters from the fire academy. All newly hired PFA firefighters go through 40 hours of EMS education, to include IV credentialing, prior to line duty. _ In 2018, a 300 % out of hospital medical cardiac arrest survivability rate was seen. In 2019, a 100 % increase in out of hospital medical cardiac arrest survivability occurred. L 0 Previous Year Accomplishments : Q The previous year saw the completion of critical tasks . Some of these items include : • Comprehensive system analysis and recommendations for improvement. • Comprehensive review of the effectiveness of the current ambulance transport 3 contract with amendments and recommendations for other system improvements . °a • Ongoing organizational focus relative to EMS service provision . • Increased funding to support system and service level expansion. N • Acquired three EMS training manikins that will allow for a more expansive and realistic training experience for all EMS employees o� • Purchased all durable equipment need to upgrade one PFA engine company to ALS level service provision C • Comprehensive cardiac arrest survival response and training that has resulted in W ongoing annual increases in cardiac arrest survivability. • Review and revision of all pre -hospital clinical care protocols . Q • Addition of new skills and certification levels moving the PFA EMS response toward ALS provision . N • Refinement of QA/ QI process with partnering agencies to provide clinical feedback P to responders and inform future training needs . co • Development of an EMS system planning document outlining a focus on the system a) pillars of response time, training/certification, protocols, equipment, and QA/Ql . `%' _ a� Outcome of the Program : The EMS program is based on the acquisition and analysis of data. This information is used c to drive training, policy, response, and resource deployment. PFA staff works with partner Q agencies to integrate training, ensure equipment interoperability, validate protocols as defined by PFA' s Medical Director, performs QA/ QI, and measures response to calls for help . This methodical systems -minded approach has made headway in cardiac arrest survivability. In 2018, nine patients survived out of hospital cardiac arrest neurologically intact. In 2019 , 18 patients survived neurologically intact - two of those survivors were former PFA members . 4. e� a 40 ,°'^QTjk� Courage, Leadership, Duty Packet Pg . 76 1 .3 Emergency Medical Services Performance Management Accreditation Category/Performance Indicator: SF - Emergency Medical Services Manager: EMS Contract Coordinator Bill Salmon Division Chief Ryan McLean Year: 2019 Program Description : This program provides the funding and staffing required to manage the administrative C aspects of the EMS contract between PFA and the designated pre -hospital transport provider. The contract provides for Advanced Life Support (ALS) transport provision in the Northern Larimer County Emergency Response Area (NLCERA) . PFA administers the Q contract on behalf of the member agencies of the NLCERA. The contract is established to identify a sole source of pre -hospital transport provision with a primary purpose of o achieving continuous improvement and a focus on outcome oriented, patient centered, pre - 3 hospital emergency care for citizens in the NLCERA. The program ensures and verifies Q a� compliance with contract parameters, facilitates dialogue between member agencies and the contract provider, and identifies potential areas of improvement. 2 Program Objectives : a° • Manage the administrative aspects of PFA' s EMS contract with the designated pre - c hospital transport provider for the NLCERA. • Assist in facilitating on- going communication between member agencies of the o NLCERA. v • Coordinate required compliance reporting by the designated pre -hospital transport c provider. C • Facilitate the verification of provision of the required items within the EMS contract W by the designated pre -hospital transport provider and provide recommendations on resolution of issues requiring the payment of liquidated damages . Q • Provide a resource for PFA personnel to ensure accurate communications and v conflict resolution with the designated pre -hospital transport provider. N • Coordinate the necessary data analysis and interpretation of the response Y performance of the designated pre -hospital transport provider in accordance with co established contract requirements . TOM N Strategic Initiative Alignment: a 1 - High Quality and Innovative Core Services CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 41 �utbarit. Packet Pg . 77 1 .3 Measures of Output Progress : Strategic Primary Self- Output 2017 2018 2019 2020 Initiative Assessment Cate or Criterion Measures Actual Actual Actual Goal Respond to inquiries from NLCERA Core Competency SF. 7 : member CL The agency conducts a agencies and formal and documented the transport 90 % 100 % 100 % 100 % appraisal, at least annually, to determine Provider Q Reduce the within 1 frequency the effectiveness of the business day c and EMS program and its from 0 severity of impact on meeting the submittal Q emergency agency s goals and Provide 2 incidents objectives . This should monthly a include an evaluation of the agencies standard response o performance a operating procedures, reports to the 100 % 100 % 100 % 100 % TOM protocols and N equipment. transport provider by the Sth of the o� v month 0 a m Program Inputs : Budget: 2019 Ado ted 2019 Actual Q $80,440 $73, 185 U TOM o� 0 N N E t U is Q Owdiv Fide. 42 Auinodk� Courage, Leadership, Duty Packet Pg . 78 1 .3 Equipment Maintenance Accreditation Category/Performance Indicator: 6D Apparatus Maintenance Manager: Fleet Maintenance Supervisor Brad Smith Division Chief Ryan McLean Year: 2019 Program Description : This program provides for operation of the PFA mechanic shop with Emergency Vehicle C Technician personnel to assure that all PFA apparatus/equipment is properly maintained . Program Objectives : Q • Assure the maintenance and upkeep of all fire apparatus and vehicles necessary to operate the Fire Authority. 0 • Maintain a high level of expertise through on - going training for equipment Q maintenance personnel. • Assure that all vehicles meet state and federal standards . • Minimize downtime of apparatus due to repair or routine maintenance . 0 • Maintain sufficient reserve apparatus to assure reliable backup apparatus for timely a a) emergency response . N • Maintain portable firefighting equipment. c0 • Install emergency warning devices, radios, telephones and mobile data terminals . o� v Strategic Initiative Alignment: 0 CL 4 - Financial Responsibility 0 _ a co TOM N _ N E t U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 43 �utbarit. Packet Pg . 79 1 .3 Measures of Output Progress : Strategic Primary Self- Output 2017 2018 2019 2020 Initiative Assessment Measures Actual Actual Actual Goal Category/ Criterion Diesel _ Fleet - 0 0 Ratio of a Core Competency 6D . 1 : service An apparatus hours 97 . 6 N/ R 84 . 32 65 . 5 maintenance program is compared Q established. Apparatus to total L maintenance is miles o conducted in driven Q accordance with the Diesel a� 4 - Financial manufacturer' s Fleet - M Responsibility recommendations and Ratio of federal and/or state/ annual o provincial regulations . downtime a) Attention is given to the in days 271 . 8 N/ R 288 . 2 295 N safety, health, and compared security aspects of to total c0 TOM equipment operation miles and maintenance . driven 0 0 CL Diesel - Miles per N / R N/ R 8 . 65 9 . 65 gallon N / R = Not Reportable Q U Program Inputs : N Budget: 2019 Ado ted 2019 Actual 0) $922, 038 $910, 620 N a� E U is Q Owdiv F ? 44 ,pinoflk� Courage, Leadership, Duty Packet Pg . 80 1 .3 Facilities Maintenance Accreditation Category/Performance Indicator: 4B - Financial Practices, 6B - Fixed Facilities Manager: Battalion Chief Dustin DeBaere Division Chief Ryan McLean Year: 2019 t= 0 Program Description : CL Provide for ongoing maintenance and utility services for PFA facilities . Facility maintenance has been funded with the budget amount set to handle most minor Q repair and preventive maintenance costs that occur during the year. Major costs such as a remodel have required the use of reserve funds or funding from another source . 0 The International Facility Management Association recommends an ongoing maintenance funding of 4 % of replacement cost. Maintenance costs are considered minor repairs up to M major repairs such as a new roof. Operating costs, such as utilities and snow removal are 00 not factored in . If PFA were to fund at this level, a major shift in funding would be required . o Using Station 1 , for example, with an estimated replacement cost of $ 1 . 8 million, a 3 % a, maintenance fund for the station would require $ 55 , 000 . In order to achieve 3 % TOM 0 maintenance reserve for all PFA facilities, $ 450, 000 would be needed . `1'. TOM c� Program Objectives : • To provide quality facilities which meet the needs of the public and PFA personnel. c CL • To provide utility services in the most economically feasible and environmentally sound manner. • To maintain and provide utility service for 13 fire stations, one administrative office, and one maintenance shop . Q • Conduct survey of all PFA facilities to identify current or future major repair needs . • Develop plan for setting priorities and a timeline on when repairs will be needed . Cn Ip • Identify long-term funding needs to serve as a planning tool for future budgets . 2 • Evaluate opportunities for energy efficiency measures . TOM 0 Strategic Initiative Alignment: N 4 - Financial Responsibility E U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 45 �utbarit. Packet Pg . 81 1 .3 Measures of Output Progress : Strategic Primary Self- Output 2017 2018 2019 2020 Initiative Assessment Measures Actual Actual Total Goal Category/Criterion 413 . 3 : Any projected Average operating deficit staffed station (expenditures Energy Use c CL exceeding revenues Index in a budget year) is (determined explained, and a plan by adding developed to rectify annual use in Q the deficit. kilowatts and annual use of 0 Core Competency natural gas in Q 613 . 3 : Physical cubic feet then facilities are adequate dividing by 62 66 N/ R 65 M and properly the building' s 4 - Financial distributed in square o accordance with footage, then a, Responsibility stated service level divided by o and standards of number of `11 cover. staffed fire stations) . A v Core Competency lower score c CL 613 . 3 : Facilities denotes less comply with federal, energy use . state/provincial and Total local codes and Maintenance Q regulations at the and Repair v time of construction, Cost in $ /Total N required upgrades for Square Foot 67 N/ R 86 . 90 Y safety are identified, Area of co and where resources Facilities a) allow, addressed . Maintained N / R = Not Reportable U Program Inputs : `° Budget: Q 2019 Ado ted 2019 Actual $416, 712 $540, 958 Owdiv F ? 46 ,pinoflk� Courage, Leadership, Duty Packet Pg . 82 1 .3 Information Technology Accreditation Category/Performance Indicator : Category 2 - Assessment and Planning, 9C - Administrative Support and Office Systems Manager: IT Manager Eric Nelson Division Chief Ryan McLean Year: 2019 t= Program Description : a Provide technical expertise (LAN, WLAN, WWAN, Video Teleconference and computer support) to develop, coordinate, implement and maintain complex and varied information systems . Provide application development and Geographic Information System (GIS) Q services including application development for data collection and analysis as well as software programs that provide interfaces between service areas throughout the o organization. Provide response mapping and routing, including maintenance of map layers 3 displaying building/residential locations, hydrants, urban interface information and other Q a� pertinent facts dealing with special hazards . a� Program Objectives : o • Improve overall system performance of PCs, laptops, servers, tablets, smartphones, (L and peripheral devices . a) • Continue to improve the design of PFA' s Information Technology (IT) Infrastructure . `1'. • Plan, implement, and improve long-term disaster recovery practices . o • TOM Continue to develop and enhance the Internet website for PFA. 0 • Build upon external agency collaboration when similar objectives are required . c CL • Ensure adequate training for end -users . • Support and enhance the Emergency Operations Center classroom and the command post vehicle for disaster situations/responses . • Be a contributing member of the Combined Regional Information Systems Project Q team. 7� U • Enhance and provide new technologies for end users . Cn • Expand use of the server systems for Intranet content. • Continue to update and enhance policies delivered to computers and end -users . o • TOM Develop a knowledge base on the Intranet to better utilize technology. N • Develop applications that enhance data collection and analysis as required by the organization. • Develop custom application programming interfaces that interface various software U programs with one another. Q • Identify opportunities for a reduction of reliance on customized software services . • Improve emergency response effectiveness by providing hard copy 100 block map book, area response wall maps, and emergency field map updates . • Improve emergency response effectiveness by providing electronic accessibility to response data 100 % of the time . Courage, Leadership, Duty � i'rruilrrFfrc, _ 47 �utbarit. Packet Pg . 83 1 .3 • Upon receipt, ensure that emergency response personnel have updated hazard information for identified locations . • Work with other GIS groups to promote consistency in GIS data. • Solicit input from end users to meet the changing and emerging needs of the PFA. Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services 4 - Financial Responsibility 0 a Measures of Output Progress : Strategic Primary Self- Output 2017 2018 2019 2020 Initiatives Assessment Measures Actual Actual Actual Goal Q Cate or Criterion >4 IC % Satisfaction o rating as assessed on IT 90 % 79 % 82 % 90 % Q end - user M survey 2 9C . 3 : Technological % up -time for o resources (e .g., Fire Records a telecommunications Management 99 . 5 % 99 . 5 % 99 . 9 % 100 % a) equipment, System `4 computer systems, % up -time for TM general business IT 98 % 99 % 99 % 99 % 0 software, etc.) and infrastructure m 1 - High the information Number of C Quality and management system suspected Innovative are appropriate to malware 10 4 0 0 Core Services support the needs of incidents ear Q the agency. Access is % of helpdesk 4 - Financial available to problems 95 % 90 % 98 % 99 % N Responsibility technical support resolved personnel with % of co expertise in the submitted c systems deployed map changes on by the agency. distributed in 95 % 100 % 100 % 100 % W Documentation and hard copy analysis of data are within 6 c accessible to the months from Q agency. date of receipt % submitted changes entered into 95 % 100 % 100 % 100 % GIS database within 7 days � mare OWIC. 48 Authorl(� Courage, Leadership, Duty Packet Pg . 84 1 .3 Program Inputs : Budget: 2019 Ado ted 2019 Actual $1, 088, 983 $1, 182,310 Previous Year Accomplishments : The PFA Information Technology (IT) and Geographical Information System (GIS) team strives to provide efficient, reliable and cost- effective methods of providing and implementing well researched, tested, and predictable technologies . Listed below is a brief 0a summary of projects the IT/ GIS team accomplished in 2019 . Many of these projects will continue into 2020 . _ 2019 has been an important year for shaping the technologies being used and supported in 2020 and beyond . L 0 The IT Team worked on the following key items in 2019 : Q • Hired GIS Analyst Laura Robinson following the retirement of Jim Montague i� • Started an IT shift representative program to help bridge the gap between IT staff and personnel across the entire Authority. All three shifts including 40 - hour personnel have representation in this collaborative group, which helps IT greatly in 0 a receiving timely feedback to better shape function and deliver the appropriate c technology at a suitable pace for the Authority N • Conducted three rounds of video teleconferences for the entire PFA to inform � everyone as to what is happening in IT o� • Delivered further training and collected feedback, which turned into actionable items for IT 0a W • Conducted development, configuration, and train the trainer sessions on the new W Inform CAD system, which goes live in 2020 • Completed a Request for Proposal process; Purvis Systems was selected as the new Q automatic dispatch and station alerting system, which is being configured and built to align with the rollout of the new Inform CAD system N • Worked on apparatus smartphones and iPads to help provide front-line personnel P access to electronic information co • Installed new display dashboards at PFA facilities to improve communication c regarding incident call information, mapping/routing to incidents, upcoming Non Authority events, current and upcoming weather information, current city traffic a information, and more E • Purchased and began the implementation of Microsoft Office 365, which is a c collaboration and productivity suite that will be utilized by all members of the PFA Q • Added a bidding module in TeleStaff software system to streamline the process of vacation bids and apparatus bids by line personnel • Connected PFA' s Station 7 to a fiber optic network to improve the overall network function at that facility • Migrated overall infrastructure from an old domain to a new domain for Poudre Fire, which also aligns with the rollout of Office 365 Courage, Leadership, Duty ri�'" _ 49 AuMorit% Packet Pg . 85 1 .3 • Approved and implemented audio visual improvements at regularly used training and fire station community rooms, which includes all three classrooms at the training facility • Continued to expand upon the content offered on Intranet Tech Tips page including IT and Records Management training videos • Conducted and delivered security training and email and USB drive phishing tests for all members of the PFA • Introduced cell boosters at PFA facilities to boost cellular network coverage and bandwidth 0a a� • Implemented apparatus hotspots in front-line apparatus to improve connectivity, which ensures Internet access is always available for first responders and their network capable equipment including MDTs, Wads, Knox boxes, and more Q • Revised Administrative Policy 5 , Use of Electronic Equipment, to meet current requirements, guidelines, and technology o • Created and shared new electronic reports to better display and share important 3 Authority data Q a� • Configured and built a mobile computer lab, which includes both laptop and desktop M computers, at the Training Center • Performed further collaboration and security training with partner agencies o • Acquired the maintenance of physical door security access systems a a) • Deployed Bluetooth keyboards to assist Wad users in completing narratives in 0 incident reports . Also, different Wad configurations including their physical size are `I'. being tested to improve adoption and use of these pieces of electronic equipment by front- line personnel 0 a m Occupational Health & Safety Program Accreditation Category/Performance Indicator: 717 - Occupational Health and Safety Q and Risk Management, 7G - Wellness/Fitness Programs Manager: Battalion Chief Dustin DeBaere N Division Chief Ryan McLean Year: 2019 a) o) TOM N Program Description : on Identify risks to employee health and safety. Provide programs and support to reduce the W risk of injury and increase health and fitness levels of all PFA personnel. Health programs include both physical health (fitness, strength, suitability and durability) and mental health . `° Utilizing Peer Fitness Trainers for physical health and fitness education, as well as Q evaluation and support to increase overall fitness . Fire stations are equipped with a variety of exercise equipment funded through this program. Mental health has been an often - ignored problem in the fire service . Behavioral fitness involves thoughts, feelings, and behavior. PFA has recently created a Peer Support Team to help personnel with a peer- based, confidential resource for assistance or referral to a mental health specialist. The team works under the license of a clinical supervisor to assure proper actions and care . 50 ,°'^QT kk Courage, Leadership, Duty Packet Pg . 86 1 .3 Safety is enhanced using shift Safety Officers . Safety Officers assist with incident scene safety, injury reviews, vehicle accident investigations, and any safety- related concerns . This program also provides oversight of work- related injuries, workers ' compensation care, modified duty personnel, and the release of personnel back to duty from both on- or off- duty injuries . Program Objectives : • Provide annual fitness evaluations and individual prescription fitness programs for CL 00 all PFA personnel . • Under the supervision of medical professionals, provide physical examinations to _ determine employee fitness levels and potential health problems . Q • Provide health programs which address fitness, nutrition, employee assistance, and L stress reduction. • Continue to monitor national standards and regulations to assure compliance of the Q PFA Occupational Health and Safety Program . • Seek new and innovative programs, methods, and equipment to assist in filling PFA' s responsibility to provide for the health and safety of all its members . o a Strategic Initiative Alignment: c 1 - High Quality and Innovative Core Services `4 3 - Workforce Development/Culture o TOM 4 - Financial Responsibility 0 a m _ a co TOM N _ N E t U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 51 �utbarit. Packet Pg . 87 1 .3 Measures of Output Progress : Primary Self- Output 2017 2018 2019 2020 Strategic Initiative Assessment Measures Actual Actual Actual Goal Category/ Criterion Cost: 0 0 CL Includes reserve; an estimate to cover costs $ 202, 174 $ 324, 208 $ 500,489 $ 500, 000 Q until a claim is L closed o a L E Lost time : Work- o 7F. 7 : A process is in a 1 - High Quality and related place to investigate c Innovative Core modified N Services and document duty plus accidents, injuries to injury 124 284 279 250 TOM 3 - Workforce and legal actions, leave Development/Culture etc., which is hours - c supported by the shown as a 4 - Financial agency' s days Responsibility information missed management = system. Q U Recordable Can Accident r Frequency: N (# of injuries x 5 . 3 5 . 8 3 . 8 5 . 0 E 200, 000/ U number of hours Q worked) flbudtf Fiiv 52 Authorks Courage, Leadership, Duty Packet Pg . 88 1 .3 Program Inputs : Budget: 2019 Ado ted 2019 Actual $188, 948 $178, 530 Warehouse t= 0 Accreditation Category/Performance Indicator: 6B - Fixed Facilities, 6E - Tools, a a� Supplies and Small Equipment, 6F - Safety Equipment Manager: Battalion Chief Dustin DeBaere Division Chief Ryan McLean Q Year: 2019 L 0 Program Description : The PFA warehouse is responsible for the inventory, purchasing, procurement, and distribution of supplies to PFA personnel and facilities . M a� The program continually looks for ways to provide cost- effective supplies and equipment o and maximize the use of these resources . For example, changes in NFPA requirements for a) bunker gear have resulted in supply of gear greater than ten years old . This "grinder" gear N is given identifying markings and is used for recruit basic training. Rated gear is always used for any live fire training. Both varieties of gear are stored in the warehouse . TOM Introductory firefighters are provided with new bunker gear upon completion of the °' training academy. This practice results in substantial savings over past practice of issuing c CL new gear to introductory firefighters who wore it heavily in the training academy. The quartermaster system for wearing apparel provides wearing apparel for uniformed positions and is distributed through the warehouse . Q U Program Objectives : N • Identify vendors/suppliers to provide needed supplies to the warehouse for distribution to PFA personnel and facilities . 0) TOM • Utilize bulk purchasing to increase cost- effectiveness . N • Distribute supplies on an "as needed" basis . a� • Cache supplies for emergent situations . E • Track supply consumption for budget planning purposes . CU • Repair serviceable equipment and protective equipment. Q Strategic Initiative Alignment: 4 - Financial Responsibility Courage, Leadership, Duty � i'rruilrrFfrc, _ 53 �utbarit. Packet Pg . 89 1 .3 Measures of Output Progress : Primary Self- Strategic Assessment Output 2017 2018 2019 2020 Initiative Category/ Measures Actual Actual Actual Goal Criterion -- t= 6EA : An C a inventory Quartermaster 4 - Financial control and Supplied Responsibility maintenance Costs/ # of $ 338 $ 183 . 75 $ 279.42 $ 230 Q tracking system Personnel is in place and is Served L current. a Program Inputs : Budget: a� 2019 Ado ted 2019 Actual $83, 500 $65, 198 °a a) TOM N Self- Contained Breathing Apparatus (SCBA) Maintenance TOM Accreditation Category/Performance Indicator: 617 - Safety Equipment Manager: Battalion Chief Brandon Garcia C Division Chief Ryan McLean Year: 2019 _ a Program Description : Provides readiness for the Authority self- contained breathing apparatus (SCBA) , breathing N air compressors (BAC) and testing equipment. The program manages, administers and ensures a respiratory protection program based on recognized practices, standards and co federal law. TOM 0 N Program Objectives : • Assure all SCBA meet state, federal, and industry standards ; implement complete replacement of SCBA equipment. c • Provide adequate air supply and SCBA to effectively protect personnel on large - Q scale incidents . • Provide respiratory protection to intercede, control, and recover from emergencies as rapidly and effectively as possible . • Meet training requirements mandated by respiratory program standards and best practices . • Provide support to Training Division with equipment, maintenance, and instruction . 4. e� a 54 uthof kk Courage, Leadership, Duty Packet Pg . 90 1 .3 • Minimize downtime due to repair or preventative maintenance . • Forecast and plan program needs to maintain readiness, improve capability, personnel protection, and currency with technology and standards . Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services 4 - Financial Responsibility Measures of Output Progress : a a� Strategic Primary Self- Output 2017 2018 2019 2020 = Initiative Assessment Measures Actual Actual Actual Goal Q Category/Criterion >% IC # of Service o 1 - High Requests /# 3 Quality and 617 . of SCBA 5 : A safety 66 . 56 Al .40 Q Innovative equipment inventory Air packs 2 Core Services control and Non- maintenance tracking warranty 3 system is in place and a° 4 - Financial repair N / R 0 0 0 Responsibility current. cost/ SCBA c unit `1'. N / R = Not Reportable o o� TOM v Program Inputs : c Budget: C 2019 Ado ted 2019 Actual $117, 531 $137, 649 a U Training Center Operations and Maintenance Y co tr Accreditation Category/Performance Indicator: 8C = Training and Education Resources TM Manager: Battalion Chief Brandon Garcia on Division Chief Ryan McLean Year: 2019 U to Program Description : Q This program is for administration and maintenance of the PFA Training Center located at 3400 West Vine Drive . This includes, but is not limited to, services affecting the maintenance of buildings, landscaping, training props, classroom computers and video equipment, clerical support for programs, custodial contracts, office supplies and equipment, telephones, and scheduling internal and external use of the facilities . Courage, Leadership, Duty � r� � . 55 Auftrit% Packet Pg . 91 1 .3 Program Objectives : • Keep all facilities, props and equipment at the PFA Training Center in safe and reliable operating condition . • Provide a process for scheduling external and internal use of the training facility. • Maintain respectful and caring relationship with neighboring residents . • Continue funding for burn building upkeep thereby extending its use two years beyond 2017 . Engineer's inspection will determine life of building. Replace cracked block, ceiling tiles, and metal walls as identified. At the engineer' s suggestion, inspections are being conducted every two years unless conditions warrant C otherwise . With the construction of the new burn prop, this building will be maintained and improved for non -live fire training. • Plan for growth into the future including the planning, funding, and building for a Q new burn prop and ventilation prop into 2020 . • Plan Phase I of a new technical rescue training area and preparing the site for new o props in this service area. 3 • Plan and update the kitchen in Building A. Q a� • Hire a part time employee to assist with facilities maintenance . M • Upgrade all AV equipment in the classrooms of Building A. 2 0 Strategic Initiative Alignment: (L 1 - High Quality and Innovative Core Services a) 3 - Workforce Development/Culture `I'. 4 - Financial Responsibility o o� L TOM CL a co TOM N N E t U CU Q Owdte Fide. 56 ,°'^QT kk Courage, Leadership, Duty Packet Pg . 92 1 .3 Measures of Output Progress : Primary Self- Output 2017 2018 2019 2020 Strategic Initiative Assessment Measures Actual Actual Actual Goal Category/Criterion Number of trimester inspections Core Competency of all CL 8C . 1 : Facilities and 1 - High Quality and Apparatus are facilities, Innovative Core provided to support props and Services the agency' s all- equipment Q hazards training to identify 3 - Workforce needs . The agency Potential Development/ Culture has plans safety 3 3 3 3 addressing any problems, 21. 4 - Financial facilities and limiting iz Responsibility apparatus not exposure 2 to h available internally andazards 0 to complete training a) activities �o leering N completed on time o, L Program Inputs : C Budget: 2019 Ado ted 2019 Actual $704, 108 $789, 990 a U Employee Training & Development Y CO tr Accreditation Category/Performance Indicator: 8A - Training and Education Program TOM c 04 Requirements, 8B - Training and Education Program Performance Manager: Battalion Chief Brandon Garcia Division Chief Ryan McLean Year: 2019 c Q Program Description : This program supports employee training, professional development, external education, continuing education, tuition reimbursement, new program development, educational resources and texts, and basic skills associated with PFA personnel roles and responsibilities . This includes training and professional development of firefighters, driver operators, current and prospective captains, battalion chiefs, and civilian employees . Courage, Leadership, Duty ��imrardyre 57 Auftrit% Packet Pg . 93 1 .3 Program Objectives : • Continue a sustainable professional development program for PFA firefighters, captains, and chief officers that embraces a national professional development model. • Create an environment that supports civilian employees' professional development. • Develop and provide classroom and field training on selected topics to all uniformed PFA personnel. • Provide for annual Driver/ Operator, Captain, and Battalion Chief Academies as C indicated by organizational needs . • Ensure and maintain a competency-based training program that is consistent with National Fire Protection Association (NFPA) firefighter standards, Insurance Q Services Office (ISO) recommendations, accreditation performance indicators, regulatory mandates, and the PFA strategic plan and PFA policies . o • Maintain required training records consistent with National Fire Protection 3 Association (NFPA) firefighter standards, Colorado Municipal Certification Board Q (CMCB) requirements, ISO recommendations, accreditation performance indicators, regulatory mandates, and the PFA strategic plan and PFA policies . • Provide PFA employees innovative self-training opportunities . o • Plan and implement a trial mentoring program. a a) 0 Strategic Initiative Alignment: `I'. 1 - High Quality and Innovative Core Services TOM 3 - Workforce Development/Culture 4 - Financial Responsibility c a a� Measures of Output Progress : Primary Self- Q Strategic Assessment 2017 2018 2019 2020 7� Initiative Category/ Output Measures Actual Actual Actual Goal Criterion Y Basic Skills - can Completion rate of °' 1 - High c Quality and 813 : Training and Target Solutions 100 % 100 % 73 % 100 % N Innovative Education assignments within designated timeframe °' Core Services Program E Performance U Driver Operator (DO) - CU 3 - Workforce Training/ Completion rate of Q Development/ education Target Solutions 100 % 100 % 100 % 100 % Culture programs are assignments within provided to 4 - Financial support the designated timeframe Responsibility agency's needs . DO - Provision of DO academy during 1 1 1 1 calendar year 4. e� a 58 9uthodk� Courage, Leadership, Duty Packet Pg . 94 1 .3 Truck DO - Completion rate of Target Solutions 100% 100 % 100% 100 % assignments within designated timeframe Officer Development - Provision of Fire 1 FOI 1 FOI 1 Officer I and II classes 1 each 0 FOII 1FOII each in conjunction with CSU Officer Development - m Provision of Fire 2 1 1 1 Instructor I classes Officer Development - _ Completion rate of Q Target Solutions 100 % 100 % 81 % 100 % L assignments within designated timeframe Q Officer Development - Two Provision of times 1 1 each 1 each Captain/BC academy per each during calendar year year a° Core Review, develop and 0 Competency deliver Company Two Two Two Two N BB. 3 : The Performance Tasks times times times times ti to agency evaluates (CPTs) used to per per per per a, individual and evaluate crews on core year year year year rm crew competencies o CL performance through Review, develop and validated and deliver D/O 1 per 1 per 1 per 1 per = documented Q performance- competency year year year year based evaluations U measurements 813 . 5 : The Maintain training Cn agency records/certifications °' T maintains a throughout the year to coi training records NFPA standard management 100 % 100 % 100 % 100 % system that Analyze training meets records annually for 2 recognized ISO, regulatory, and Q standards PFA policy compliance Courage, Leadership, Duty � 1' ff �uthorlc. - — Packet Pg . 95 1 .3 Program Inputs : Budget: 2019 Ado ted 2019 Actual $164, 924 $161, 466 Recruit Fire Academy 0 a m Accreditation Category/Performance Indicator: 7B - Recruitment, Selection, Retention and Promotion, 8B - Training and Education Program Performance Manager: Battalion Chief Brandon Garcia Q Division Chief Ryan McLean Year: 2019 0 Program Description : This program provides training and education for new career firefighters . This includes M new employee orientation and all related new employee training activities after the start date and prior to shift assignment. This program is administered twice a year through the o Front Range Fire Consortium (FRFC) membership departments . The Training Division a) provides instructor support, program administration and management, funding, testing N and temporary housing for recruits . (0 Program Objectives : • Maintain a professional learning environment for new recruits . 0 CL • Provide training on Firefighter I and II skills and knowledge to meet a standard performance level of NFPA standards and certification. • Provide training on Hazardous materials awareness and operations level training and certification . Q • Provide training on specialized rescue awareness level. • Provide training on Red Card wildland training and certification. Cn Ip • Provide training on apparatus familiarization and operations . 1W • Provide training on familiarization of records, reports and policies associated with a) firefighting. N • Graduate a recruit with a CMCB Firefighter I, Firefighter II, and Hazardous Materials on Operations certifications . E • Complete all billing of the FRFC under the lease agreement. U • Maintain and deliver all standardized test for the duration of the fire academy. Q Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services 3 - Workforce Development/Culture 4 - Financial Responsibility Measures of Output Progress : 'badt� 7 60 A°'^QT kk Courage, Leadership, Duty Packet Pg . 96 1 .3 Primary Self- Output 2017 2017 2019 2020 Strategic Initiative Assessment Measures Actual Actual Actual Goal Category/Criterion % recruits that Core Competency complete 8133 : The agency the FRFC °Q evaluates individual Recruit and crew Academy to performance be certified o 0 0 0 through validated at a 100 /0 100 /0 100 /0 100 /o Q and documented minimum of L performance -based 0 Firefighter- I measurements and Hazmat Q 1 - High Quality and Innovative Core Operations M Services % recruits o 3 - Workforce successfully a Development/ Culture completing a) post `q 4 - Financial academy 100 % 100 % 100 % 100 % (0 Responsibility introductory o� period m 713 . 5 : A new within one C member orientation year program is in place . % recruits who = a complete a task book prior to the 100 % 100 % 100 % 100 % end of their co a) TOM introductory c N year ; a� Program Inputs : Budget: Q 2019 Ado ted 2019 Actual $184, 686 $144, 593 Courage, Leadership, Duty � i'rruilrrF'frc, _ 61 �utbarir. Packet Pg . 97 1 .3 Certification Accreditation Category/Performance Indicator: 8A - Training and Education Program Requirements, 8B - Training and Education Program Performance Manager: Battalion Chief Brandon Garcia Division Chief Ryan McLean Year: 2019 t= Program Description : °L The Training Division provides and maintains certification for all career uniform personnel through the CMCB . CMCB is made up of six departments, Poudre Fire Authority, West Metro Fire Protection District, Aurora Fire Department, Denver Fire Department, Colorado Q Springs Fire Department, and South Metro Fire Rescue Authority. The Training Division develops, provides and supports all facets of certification, including supportive classes, c testing and evaluation administration for PFA and the other five CMCB members, and recordkeeping of all current and expired certifications . The program pays for the direct Q costs to the CMCB for one sixth of the expenses (based on the number of CMCB member M organizations) , administrative fees, office and management costs and tests for the entire 2 PFA certification program. 0 a Program Objectives : • Provide numerous CMCB certifications and/ or certificates of recognition or N compliance to career uniform personnel. • Provide classes supporting the following certifications : Firefighter I & II ; Hazmat Operations ; Hazmat Technician; Fire Instructor I ; Fire Officer I & II; and 0 a Driver/Operator at least once per year. • Provide funding to support new certifications (e .g., Fire Officer III, Tech Rescue) • Continue working and improving programs with CMCB, CSU, and Aims Community Q College in education and certification. U Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services can 3 - Workforce Development/Culture TOM 4 - Financial Responsibility N a� E U CU Q Owdte F ? 62 ,ute°rlk� Courage, Leadership, Duty Packet Pg . 98 1 .3 Measures of Output Progress : Primary Self- 2017 2018 2019 2020 Assessment Output Actual Actual Actual Goal Strategic Initiative Category/Criterion Measures % of firefighters possessing required c certificates a based on 100% 100 % 100% 100% w 8A.4 : The agency their has identified minimum levels of eligibility and Q training required for current all positions in the o olic o 1 - High Quality and organization /o of Innovative Core firefighters Q passing Services training 100% 100 % 100% 100% E 3 - Workforce programs Development/Culture and obtaining a certifications 4 - Financial % of Captains c 8B. 1 A process is and BCs `I' Responsibility in place to ensure certified to 100% 100 % 100% 100 % to TOM that personnel are Fire Officer I w appropriately % of BCs .m trained certified to 55 % 67 % 72 % 77 % °Q Fire Officer II 813 . 5 : The agency % of current maintains a training certifications records filed Q management system electronically 100% 100 % 100% 100% that meets in a y recognized searchable standards format Cn oD T O Program Inputs : N Budget: E 2019 Ado ted 2019 Actual c $48,350 $32, 598 a Courage, Leadership, Duty � ibaaW Authorlc. - Packet Pg . 99 1 .3 Administration Division Outcomes Administration Division Outcomes Targeted Outcome Actual Actual Actual 2019 2020 Goal Measures 2017 2018 713 .4 : The agency' s workforce composition is -- reflective of the service c CL area demographics or the 14% total workforce, 12 . 1 % total agency has put forth a 14. 5 % workforce, Reflect community 3 reasonable effort by N/ R 11 . 9 % at 15 . 6 % minority = uniformed, _ instituting an effective 12 2 % uniformed, population recruitment plan to civilian 13 . 8 % civilian c achieve the desired workforce composition - Q % of minority firefighters Demographic Data (hiring a diversity) - % diverse Reflect recruit firefighters - Increase 11 % 16 . 6 % 15 . 6 % * a minority a) Demographic Data (hiring Reflect `q diversity) - % recruit Increase 0 % 0 % >- 2 % firefighters - female o� Percentage diverse workforce - uniform N/ R N/ R 11 . 9 % 15 . 6 % * °Q minority Percentage diverse workforce - civilian N / R N / R 13 . 8 % 15 . 6 % * _ minorityQ 8 . 1 % U Percentage diverse (National Y average for ° workforce - uniform N/ R N/ R paid 10 . 0 /o co TOM female departments N is 4% NFPA Percentage diverse E workforce - civilian N/ R N/ R 55 . 2 % 46 . 4 % * CU U female Q % of budget underspent 3 3 % 2 . 2 % 4 . 24 % 1 . 75 % at ear- end Percent of accepted 2015 New Accreditation Peer Team 70 % 70 % 76 % Recommendations Recommendations in 2020 'badt� Fi? 7 64 ,ute°rjk� Courage, Leadership, Duty Packet Pg . 100 1 .3 Administration Division Outcomes Implemented Financial audit findings indicating financial statements are in 100 % 100 % 100 % 100 % compliance with established accounting practices 0 a m Office of the Chief and Administration a Accreditation Category/Performance Indicator: 4C - Resource Allocation, 4B - Financial L Practices, 7B. 4 - Workforce Compositions, 3D - Measurement of Organizational Progress Y Manager: Administrative Services Director Ann Turnauist Q Year: 2019 M a� Program Description : 3 The Office of the Fire Chief and Administrative Services provides administrative support a° services to the entire Poudre Fire Authority. These services include Financial and Budget Management, Human Resources, Planning and Analysis, and general administrative N support. This program includes funding for the Fire Chief and the Administrative staff who support the Authority. �, L Program Objectives : CL 00 • Provide leadership to the entire Poudre Fire Authority organization through the W work of the Fire Chief, helping facilitate values and a unified mission to the organization through the cooperative work of the Senior Leadership Team . _ • Develop and implement an updated organizational strategic plan, anchored in PFA' s Q Values, Mission and Vision . U • Provide executive and support services for the Poudre Valley Fire Protection P District. rn • Provide support to Poudre Fire Authority Board of Directors and maintain relationships with City Council via annual report. N • Provide administrative assistance to all Divisions . • Provide financial management assistance in the areas of budgeting, audit and E payroll to all divisions . CU • Develop an annual operating budget and Long- Range Financial Plan for approval by Q the PFA Board. • Oversee liability, property, and workers ' compensation insurance package . • Provide Human Resources services to the organization . • Ensure that 100 % of employees receive an annual performance evaluation. Courage, Leadership, Duty � i'rruilrrFfrc, 65 �utbarit. Packet Pg . 101 1 .3 • Develop and implement planning and analysis services for performance measurement, program efficiency evaluation, and accreditation compliance through the Center for Public Safety Excellence. • Manage external relationships through various intergovernmental agreements . Strategic Initiative Alignment: 3 - Workforce Development/Culture 4 - Financial Responsibility 5 - Governance and Organizational Sustainability a a� Measures of Output Progress : _ Primary Self- 2017 2018 2019 2020 Strategic Assessment Output Actual Actual Actual Goal L Initiative Category/Criterion Measures ° 4C : Resource Allocation Meet and Financial resources are exceed allocated appropriately Distinguished 100 % 100 % 100 % 100 % to support the Budget established Presentation organizational mission, Award criteria °a the stated long- term c plan, goals and Meet and N objectives, and to exceed 3 - Workforce maintain the quality of Government Development programs and services. Finance Officers ° /Culture CL 4B : Financial Practices Association 100 % 100 % 100 % 100 % Financial management Certificate of 4- Financial o the agency exhibits Excellence in Responsibility f g y = sound budgeting and Financial Q 5 - control, proper Reporting Governance recording, reporting and criteria y auditing. Ordanizational 7B.4: The agency's % diverse Cn g NO workforce composition applicants r Sustainability pp on U D Hiring 21 . 15 % 20 % C is reflective o the / gCM f minority� list - Process service area demographics or the agency has put forth a reasonable effort by 2 instituting an effective % diverse No Q recruitment plan to applicants on 8 % Hiring 11 . 54% 10 % achieve the desired eligibility list - Process workforce composition - female % of minority ire i hters flbudtr biro` 66 Authority Courage, Leadership, Duty Packet Pg . 102 1 .3 Meet /exceed ICMA Center 31). Measurement of Performance Organizational Progress Measurement 100 % 100 % 66 % 100 % Certificate of Excellence criteria Program Inputs : O Budget: C 2019 Ado ted 2019 Actual $2, 6711154 $2,440, 576 Q �L O a L M L O a a) 0 N f` TOM O� O CL N 7 C Q v N Cn GD T O N N E t V Q Courage, Leadership, Duty � ibaariF �uthorlc. - - Packet Pg . 103 1 .3 2019 PERFORMANCE COMPARISONS The 2018 - 2023 Strategic Plan was approved by the PFA Board in February 2018 and sets long-term direction for the Authority. Based upon the information gathered through the community- driven strategic planning process and the determination of critical issues and service gaps, the following strategic initiatives were identified as the foundation for the development of goals and objectives : 0 1 . High Quality and Innovative Core Services (aligned with Center for Public SafetyCL Excellence Self-Assessment) 2 . Proactive Internal/ External Communications 3 . Workforce Development/ Culture Q 4 . Financial Responsibility 5 . Governance and Organizational Sustainability 0 The Authority' s strategic initiatives and goals are well aligned with the PFA Annual Budget and Accreditation process to measure the performance of fire protection and emergency M service delivery at a macro level. 0 The benchmark survey is a means of comparing PFA's performance against other a a) jurisdictions to assess how well the Authority is performing. The results are displayed in c graphs providing actual values and a five -year history for PFA and national data when `I'. available (2019 national data will become available between September and November o TOM 2020) . The 2019 Benchmarking survey participants have been reviewed and reflect comparable population, college or university in community, non- municipal fire c departments (where possible) , and accredited agencies thereby creating a more accurate C comparison and aligning long-term direction . The participants include Arvada Fire Protection District, Aurora Fire Rescue, Boulder Fire Rescue, Castle Rock Fire and Rescue, South Metro Fire Protection District, Colorado Springs Fire Department, Littleton Fire Q Rescue, Longmont Fire Department, Loveland Fire Rescue Authority, Gainesville Fire Rescue (FL) , Corvallis Fire Department (OR) , Guelph Fire (Ontario, Canada) , Rockford Fire N Department (IL) , Grand Rapids Fire Department (MI ) , and Bellevue Fire Department (WA) . P 1W Staff evaluated the benchmark survey and made changes to align long-term direction . The co five -year PFA history provides a means for citizens to assess how PFA has performed c historically, and, where available, how PFA compares on a national level . Due to the N COVID - 19 pandemic nationwide, many comparison departments did not participate in the 2019 Benchmark Survey. E U CU Outcomes are organized into areas related directly to the Strategic Initiatives and Goals Q outlined in the 2018 Strategic Plan . This provides a picture of how PFA is doing in relation to the outcomes and whether performance is improving in relation to goals . 'badt� 7 68 ,utnerjk� Courage, Leadership, Duty Packet Pg . 104 1 .3 Strategic Initiative 1 "High Quality and Innovative Core Services . " Goal 1 - Deliver the highest quality and innovative service within the Poudre Fire Authority jurisdiction, which is guided by data analysis, self-assessment and Q aligned with the Center for Performance Safety Excellence Fire and Emergency Service Self-Assessment. _ Response Time Q L PFA' s goal for the percent of time PFA fire personnel are on scene within six minutes 20 �0 , seconds in the urban area was 50 % in 2019 . Q a� In March of 2020, PFA returned to Emergency Medical Dispatch (EMD) and send, which adds time to call processing on medical calls . A reduction in response time was anticipated 3 as dispatchers got used to using EMD in full again as well as the time it takes to dispatch ti this way. It is needed to work on "right- sizing the response" in the correct way, such as using a Roving Alternative Medical ( RAM) Unit where needed along with a basic life N support ambulance . Medicals make up 79 % of PFA' s call volume, and automatic dispatching and station alerting (coming in 2020) will help some with response time . The focus will shift to evaluating Delta and Echo medicals and structure fires versus all rm emergent calls as well. °a a� At the same time, the urban area went from 48 square miles to 77 square miles : a much larger service area. The increased area came about when Center for Public Safety = Excellence (CPSE) removed the suburban designation, as well as the new urban area of the Q growth management area for Fort Collins . PFA has a specific policy on this development that is coordinated with the NLCERA contract as Zone 1 . Every citizen in the City of Fort N Ip Collins deserves the same urban level of service as well . This is where RAM units, new 1W station areas (future Station 15 ' s area is in the urban zone) , and even station location evaluation will need to be done . N _ Intercede Before Flashover E U Flashover is the stage of a structure fire when it becomes extremely dangerous to Q occupants, destructive to structures, and hazardous to firefighters . During a flashover, temperatures and conditions are intense and an entire room can burst into flames, causing a fire to spread to other parts of the structure . By containing a fire to its room of origin, either through rapid fire department response, fire sprinklers, or fire containment, fire loss and injuries to occupants and firefighters can be reduced. Delaying flashover also allows more time to complete a search and rescue of the burning room or allow a firefighter to go Courage, Leadership, Duty � i'rwtlrelrre• 69 Autkorit. Packet Pg . 105 1 .3 above a fire to rescue a trapped victim. Delaying flashover and fire spread can limit fire loss and injuries to occupants and firefighters . Poudre Fire Authority staff strongly believes that the best service to the community is to prevent fires from occurring; however, when fires occur, limiting the loss of life and property becomes the best service . Interceding before flashover measures the success of all Authority services (education, prevention, and response) in controlling fire before fire extends beyond the room in which the fire started . If fires are not interceded before flashover, more lives and property are threatened and the risk of losing control of the fire is 0 CL increased. Percent of Time PFA Intercedes before Flashover a (contained to room of origin ) L 0 100 96 .97 93 .54 +�+ 90 .4 91 89 .8 Q i 90 0 y L L 80 jy LL d 0 70 i 41 60 a0 aUJ 50 QJ TOM c 40 N w . . F 30 o TOM 20 C `w 10 0 a t1 0 2015 2016 2017 2018 2019 7 s= C a CO TOM N s= N E t U t4 Q flbudtr biro` 70 Authority Courage, Leadership, Duty Packet Pg . 106 1 .3 PFA Loss Per $ 1 , 000 Property Protected 5 -Year History $ 0 . 14 $ 0 . 12 $ 0 . 10 $ 0 .08 C o Q $ 0 .06 LL $ 0 .04 $ 0 .02 = Q $ 0 .00 41ri L 2015 2016 2017 2018 2019 C ■ PFA Annual Loss per $1 ,000 Property Protected PFA 5-Year Average Q a� ii a� 2019 Number of Fires Per 1 , 000 Population a TOM 3 . 5 N 0 3 . 0 c(o TOM 0 2 . 5 c 2 . 0 a o m 1 . 5 L a 1 . 0 = L 0 . 5 Q U 0 . 0 co C,o Co Y °�° � 0 Fire Department N a� E M U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 71 �utbarit. Packet Pg . 107 1 .3 PFA & Nation Number of Fires Per 1 , 000 Population 5 -Year History 6 5 4 cn -- 3 0 u- 2 CL - 1 � 0 = 2015 2016 2017 2018 2019 Q �L 0 ■ PFA ❑ Nation 7 a PFA' s goal is to limit direct estimated fire loss . M a� 2019 Fire Loss Per Capita a TOM $ 18 N $ 16 TOM - $ 14 M $ 12 a cL $ 10 m - a $8 _ J $6 = a $4 $2 $0 TOM F� °`a\� Q Qc as �o� N Fire Department _ E M U Q Owar Fit. 72 Autnorlk� Courage, Leadership, Duty Packet Pg . 108 1 .3 PFA & Nation Fire Loss Per Capita 5 -Year History $90 $80 $70 a $60 R $50 U 0 $40CL IL $30 c $20 $ 10 so Q 2015 2016 2017 2018 2019 L 0 PFA oNation PFA 5-Year Average M a M 0 TOM 0 N w TOM 2019 Fire Loss Per Fire (D 1= 0 a $35, 000 $30 , 000 L $25, 000 Q ii LM $205000 U a � $ 15, 000 0 CO J $ 105000 0) TOM $5 , 000 N on $0 0 E G0 G� CO) 5 G Fire Department Courage, Leadership, Duty � i'�utlre Ffrc, �utbarit. Packet Pg . 109 1 .3 PFA & Nation Fire Loss Per Fire 5 -Year History $25 , 000 m = u. $205000 L a $ 155000 J $ 10 , 000 0 a a� $5 , 000 $0 = 2015 2016 2017 2018 2019 a L 0 ■ PFA ❑ Nation a The national comparison in 2017 and 2018 includes the California wildfire losses . 0 Maintaining an insurance rate as low as possible within the City of Fort Collins and the a urban area of the Poudre Valley Fire Protection District is a goal of the Poudre Fire TOM c Authority. In 2015 , the Insurance Services Office (ISO ) rated PFA at a 2 , due in part to `1'. transitioning a volunteer station to a fully staffed station in Timnath, and the rating o continues at a 2 into 2019 . 0 a m 2019 Urban ISO Rating Per Community 5 _ - a 4 U co TOM 0 C 2 N i-on _ N 1 E U 0 Q co) ci CP Fire Department Owdre Fit. 74 Autnorlk� Courage, Leadership, Duty Packet Pg . 110 1 .3 PFA Urban ISO Rating 5 -Year History 4 — 3 ai c .-. 2 - a O N 1 � _ Q 0 L 2015 2016 2017 2018 2019 0 a L Goal 2 - Provide the highest level of care, and enhance public safety, through development of an efficient, integrated and collaborative EMS system. 0 In 2015 PFA entered into a contract with Poudre Valley Health Systems as the sole a) emergency ambulance provider for the PFA' s jurisdiction and surrounding areas in Larimer N County. This is the first contract of its kind in PFA' s jurisdiction and has resulted in expanded services, increased staffing, as well as a reduction in PFA' s Advanced Life TOM Support partner' s response times . 2019 UCH EMS Response Compliance by Zone o CL _ a CategoryIra Cn 100% ■ Zone 1 Emergent 98 % ■ Zone 1 Non Emergent TOM o� ■ Zone 2 Emergent N a 93% 100 % ■ Zone 2 Non Emergent ■ Zone 3 Emergent 98% U ■ Zone 3 Non Emergent 99 % Q Zone 4 Emergent Zone 4 Non Emergent Zone 5 Emergent Zone 5 Non Emergent Courage, Leadership, Duty � i'rruilrrF'frc, _ 75 �utbarir. Packet Pg . 111 1 .3 Total On Time Late Incidents Percentage Category Required Time Count Count Count On Time Zone 1 Emergent 8 . 59 6, 545 317 6, 862 96 % Zone 1 Non Emergent 11 . 59 10, 023 638 10 , 661 94 % Zone 2 0 a Emergent 11 . 59 385 33 418 93 % Zone 2 Non Emergent 30 690 4 694 100 % _ Zone 3 Q Emergent 23 . 59 132 3 135 98 % L 0 Zone 3 Non Y Emergent 30 217 4 221 99 % Q Zone 4 Emergent 60 85 2 87 98 % a Zone 4 Non Emer ent 120 142 0 142 100 % a° Zone 5 60 Min at Zone TOM Emergent 4/ 5 Interface 39 1 40 98 % N Zone 5 Non 120 Min at Zone Emergent 4/ 5 Interface 49 0 49 100 % o� L 0 CL a co TOM N N E t U Q 'badt� 7 76 Auteerlk� Courage, Leadership, Duty Packet Pg . 112 1 .3 OR ATIO EMS Response FF Zones IP Crystal Lakes r g Legend 5 Q PFABoundary Lakes - Mr Station .-. Response Zones C Zone1 CL N Glader View - �. - Zone2 Zone? ((l((( Poudre Parkrk 11 lid I Zone4 It, ra• �— i , - ZoneS = Glen Echo ^ Q 0151 2 ? it my•. r ,•�i l t � W +' r.1er� 7 7L .7 - ` amPrinted 11I1912014 a) T 0 N f` T O� O CL N 7 C Q v +. N O� T 0 N N E t V Q Courage, Leadership, Duty � ibaarif �uthorlc. - - Packet Pg . 113 1 .3 2019 Civilian Fire Injuries Ma Per 100 , 000 Population 10 m 9 c 8 O 7 O Q 6 CL O O tl 5 d' o iv 0 4 0 0 3TOM Q L 2 C L tZ to 1 t IT c 0 CO) Gi CO) ry \tea ,aa� Q° \owe P Fire Department o a 0 N ti PFA & Nation Civilian Fire Injuries TOM Per 100 , 000 Population 5 -Year HistoryCL 0 6 - - O c a Q W 4 M U c y R 2 Cn U r O N ++ 0 N 2015 2016 2017 2018 2019 E M U � PFA Nation PFA 5-Year Average Q f1budtr FiiV 78 Authorks Courage, Leadership, Duty Packet Pg . 114 1 .3 2019 Civilian Fire Deaths 5 4 f4 3 d 0 o a = m `4 2 U 1 c Q 0 :w] ,e\ 6GO o o Q P O O Q a ii Fire Department 0 TOM 0 N 11 TOM PFA & Nation Civilian Fire Deaths °' Per 100 , 000 Population and 0 CL 5 -Year History _ 0 _ 1 . 2 = 0 : a a 1 U o I= o N 0 0 . 8 o qrM 0 CO 0 . 6 LM TOM o� m - N 0 . 4 N tv 0 . 2 EIP = N � G E = 0 t t1 `° 2015 2016 2017 2018 2019 `W '> Q U � PFA o Nation PFA 5-Year Average Goal 3 - Deliver effective level of special operations services to address the community risk. Courage, Leadership, Duty � i'�utlre-Ff 7c 79 �utbarit. Packet Pg . 115 1 .3 Please see the program reports for Hazardous Materials Response Team (page 20) , Technical Rescue (page 26) , and Wildland Team (page 33 ) . Strategic Initiative 2 " Proactive Internal/ External Communications . " t= 0 a m Goal 4 - Increase community awareness of the services provided by Poudre Fire Authority Q Objectives for this goal fall under the PFA Public Affairs and Communications Manager. L Increasing the community's awareness of the services provided by PFA was continued ands°, improved during 2019 . Q a� PFA presents an annual report to both the Fort Collins City Council and the Poudre Valley Fire Protection District Board; these annual reports are available for viewing at 3 www. pfaannualreport. com. a0 a) Another way PFA monitors community awareness is through surveys . City residents are N surveyed by the National Research Center on municipal services and they compare their findings to national benchmarks as shown in the following table . L Type of Quality of Service Rating 0 2013 2019 a Service Very Good/Good W National National Comparison Comparison 2012 2013 2015 2017 2018 2019 a Fire Services = Overall 85 % 89 % 87 % 89 % 83 % 85 % Similar Lower U Fire Response N Time 84% 89 % 87 % 91 % 83 % 85 % Above Not Available cc co Emergency TOM Preparedness 75 % 80 % 76% 79 % 76 % 75 % Much Above Much Higher N Fire a� Prevention/ 72 % 74% 78 % 74% 73 % 72 % Much Above Similar E Education CU Q Note, prior to 2015 "fire service overall" was described as " Fire services ", and between 24% and 41 % of respondents said "no opinion" when evaluating emergency preparedness, disaster response and restoration, fire prevention and education, fire response time, and fire services overall . Differences in ratings for fire services overall could be due, in part, to changes in question wording as well as the addition of other, more specific fire - related safety services . 4. e� a 80 Autnodk� Courage, Leadership, Duty Packet Pg . 116 1 .3 Strategic Initiative 3 "Workforce Development/ Culture . " Goal 5 - Develop and maintain a diverse, inclusive, well -trained, mission- ready workforce to protect life and property 0 CL a� Targeted Outcome Measures Actual 2017 Actual 2018 Revised 2020 2019 Goal = % diversity applicants — minority No Hiring No Hiring 21 . 66 % 19 % identified Process Process L 0 % diversity applicants — female No Hiring No Hiring 8 . 8 % 10 % Process Process Q % diverse applicants on U/ D No Hiring 21 . 15 % 20 % eligibility list—minorityProcess 2 ma % diverse applicants on No Hiring eligibility list —female U/ D Process 11 . 54 % 10 % a° a) Workers ' Compensation 80 . 96 1 . 02 . 85 N Experience Modifier c0 o� v 2019 Uniformed Personnel Per 1 ,000 Population 0 a m 0 2. 00 Ora 1 . 80 = a 1 . 60 1 .75 a 0 1 .40 v o N 1 . 201 .34 v � a +r — 1 . 00 fA c O� 0. 80 TOM 0.84 O a 0. 60 CV on w 0.40 y 0 0. 20 t c U 0. 00 ;U Cj o F Courage, Leadership, Duty � i'rruilrrFfrc, _ 81 �utbarit. Packet Pg . 117 1 .3 2019 Percent of Female Uniformed Employees to Total Uniformed 10% 8% - 0 CL 6% - 4% - C 2 % - Q L 0% 7 C PFA CO Arvada CO Rockford IL a Primary Self- 3 Strategic Goal Assessment Performance 2017 2018 2019 a° Measure Actual Actual Actual Category/Criterion TOM a' 0 N High Quality and Innovative 7F . 7 : A process is in placeTOM Core Services to investigate and Recordable o, Accident document accidents, c Workforce injuries and legal actions, Frequency: # of W Development/ pp etc., which is su orted injuries x S . 3 SA 3 . 8 W Culture by the agency' s 200, 000 / information management number of hours Financial system. hours worked Responsibility N CO o) TOM N N E t U CU Q 82 Autnodk� Courage, Leadership, Duty Packet Pg . 118 1 .3 2019 Firefighter Deaths XNo firefighter ' 2 deaths were reported bya ny comp rison departments . R � 1 Q m o Go Go a�� �aam \ a Q�P oc P �oAe Q° a Fre Departments M W No deaths are the only acceptable goal for PFA. While there are always risks inherent in o firefighting, these risks can be reduced by extensive training, adequate equipment, sound a) operational policies and proper analysis of the risks and benefits taken by each firefighter N when engaged in emergency operations . PFA has not had a line of duty death and continued that trend in 2019 with zero firefighter deaths . TOM o� L O CL Strategic Initiative 4 " Financial Responsibility. " a Goal 6 - Foster an environment of fiscal responsibilities at all levels cc co o) Measures of Progress for this Strategic Initiative include achievement of the Government TM Finance Officers Association recognition for budget presentation and comprehensive ; annual financial report, as well as providing an annual report to City Council and Poudre 4) Valley Fire Protection District Board of Directors . CU Q Courage, Leadership, Duty � 1' r� _ 83 Authodc. - Packet Pg . 119 1 .3 G �9 GOVERNMENT FINANCE O?.ICERE ASSOCIATION Distinguished Budget Presentation Award ➢R➢SIM7EOSO 0 / L! Poudre Fire Authurity N Colunulu W I or:W 1 LAN ye" &c :Uwa .18111181T 1, 21119 3 Q L 0 a L M L 0 a The Government Finance Officers Association of the United States and Canada (GFOA) N presented a Distinguished Budget Presentation Award to Poudre Fire Authority, Colorado for its annual budget for the fiscal year beginning January 1 , 2019 . This was the 20th TOM consecutive year that PFA has achieved this prestigious award . In order to receive this °' award, a governmental unit must publish a budget document that meets program criteria c CL as a policy document, as an operations guide, as a financial plan, and as a communications device . 0 This award is valid for a period of one year only. Staff believes the current budget Q continues to conform to program requirements and is being submitted to GFOA to determine its eligibility for another award. N TOM o� 0 N N E t U Q 'budit 7 84 Authorlk� Courage, Leadership, Duty Packet Pg . 120 1 .3 G�9 Crovernrnent Finance Officers Association Certificate of Achievement for Excellence in Financial 0 Reporting C tY Presented to Poudre Fire Authority Colorado = Q For its Comprehensive Annual •y Financial Report 0 for the Fiscal Year Ended a� 7 December 31 , 2018 Q W 0C P. ;oys u Esecuiive DimtorlCEO 'a 0 TOM 0 N The Poudre Fire Authority' s comprehensive annual financial report for the year ended 2018, from which the information on this page has been drawn, was awarded the oOM Certificate of Achievement for Excellence in Financial Reporting by GFOA. The Certificate rM of Achievement is the highest form of recognition for excellence in state and local 0 CL government financial reporting. In order to be awarded a Certificate of Achievement, a W government must publish an easily readable and efficiently organized comprehensive annual financial report. This report must satisfy both generally accepted accounting = principles and applicable legal requirements . Q U A Certificate of Achievement is valid for a period of one year only. Staff believes that the N current comprehensive annual financial report continues to meet the Certificate of CO Achievement Program' s requirements and is being submitted to the GFOA to determine its TOM eligibility for another certificate . N The year 2015 reflected the first full year of the implementation of the restated E Intergovernmental Agreement ( IGA) and Revenue Allocation Formula between the City of U Fort Collins (City) and the Poudre Valley Fire Protection District (PVFPD) . The stepped- up Q funding level that is being phased - in by the City has helped PFA begin to address lingering needs and funding shortfalls from previous years . A more sustainable funding stream has been created through the City/ PVFPD IGA and Revenue Allocation Formula, supporting the goal of maintaining a stable and predictable funding stream. Courage, Leadership, Duty rel7`rc, _ 85 �Illbarit. Packet Pg . 121 1 .3 2019 O & M Budget Per Capita $225 $200 $ 175 $ 150 ;j $ 125 CL V $ 100 d' m $75 a ' _ C $50 = Q V $25 L $0 Y a Gp PGp aCi a oe�a� i a� Fire Department o a 0 N Strategic Initiative 5TOM L O " Governance and Organizational Sustainability. " CL _ a Goal 7 - Plan for long-term issues and demands that will shape the future of the Cn Authority and its governance structure. co Objectives under Goal 7 include seeking opportunities for regionalization of emergency TOM services, preparing for future major annexations to the City of Fort Collins, and Long- Range N Financial Planning. The objectives for Goal 7 are all in various stages of completion, and the action plans include : E M U CU Owdre 86 Autnodk� Courage, Leadership, Duty Packet Pg . 122 1 .3 Objective Accomplishment To- Date January 2020 SP Dashboard ATD (ATD) Seek Front Range Fire June 2019 Dashboard opportunities for Consortium training Introduced and discussed regionalization regionalization of academy - training concept to the PFA Board emergency delivery services Front Range Fire Worked with Wellington to combine station Consortium - funding nd Chief officer numbering system to mechanism streamline inter-agency operations Mutual and Auto -Aid m agreements current per Incorporated Wellington crews into PFA major Standards of Cover emphasis training as well as crew to crew raining in the north part of PFA' s jurisdiction = Q Worked with FC911 to dispatch •L Wellington/ PFA calls on a single channel for system awareness a Developed a regional RFP for station alerting M working with all Larimer County fire agencies 00 that will be on the new CAD system as well as o LETA a 0 Collaborated on developing agreements for N closest unit dispatch with the implementation � f the new CAD system oOM v January 2020 DashBoard a Began work on Windsor/Severance Fire' s pparatus and are completing formal agreement for continued service a Completed planning for closest unit dispatching 7� ith neighboring fire service agencies I= Collaborated and approved Front Range Fire co Consortium Strategic Plan o) TOM N Hired new GIS Technician who along with on Deccan ADAM software will evaluate system performance and station location U CU Initiated plan to collaborate with Fort Collins Q Utilities to add training props to the existing PFA Training Center Planned to contract out mechanic services Courage, Leadership, Duty � r� " 87 �utbarit. Packet Pg . 123 1 .3 Objective Accomplishment To-Date January 2020 SP Dashboard ATD ATD Prepare for 2014 Restated June 2019 Dashboard future major Intergovernmental 2014 Restated IGA annexations to Agreement the City of Fort Collect data on all current Monitor Mulberry Annexation process Collins annexations Collect data on all current annexations KFCG Funding in perpetuity by voters to anuary 2020 Dashboard begin 1/ 1/2021 Made the connection with City of Fort Collins C staff for updates in the process W City Manager Atteberry has agreed that Chief = eMint should be involved in the planning Q process committee L Long-Range Developed and June 2019 Dashboard Y Financial Plan implemented for 2021 Scheduled to be developed and implemented ' budget process for 2020 Budget process M Met with City Council in work session to U. 00 familiarize new members with the IGA, 0 elationships and funding approach that is a critical to the long-term health of the Authority c N January 2020 Dashboard Updated Long- Range Financial Plan in 2020 a, Budget; included narrative description of long- rm ange accomplishments toward capital and oa staffing goals following full implementation of he Revenue Allocation Formula s= Met with City Council in work session to Q familiarize new members with the IGA, relationships and funding approach that is y critical to the long-term health of the Authority Seek additional Staff began working with June 2019 Dashboard can and alternative PVFPD Board to evaluate Staff was actively involved in the successful r funding sources regional renewal of the Keep Fort Collins Great voter N partnership/consolidation approved sales and use tax of District boundaries E with Wellington Fire taff provided a presentation report to the Protection District Board regarding regional partnerships and `° Staff is monitoring opportunities for regional cooperation with Q annexation activities and surrounding jurisdictions will continue to anticipate potential impact on Staff continues to monitor annexation activities service and funding and will continue to anticipate potential impact n service and funding. Reached out to be included in the stakeholder group for the 88 Authorks Courage, Leadership, Duty Packet Pg . 124 1 .3 Objective Accomplishment To- Date January 2020 SP Dashboard ATD (ATD) Secured grant funding for Mulberry Annexation work by the City of Fort Community Risk Collins Reduction programs Secured grant funding for Community Risk Reduction programs January 2020 Dashboard c Staff was actively involved in the successful m enewal of the Keep Fort Collins Great voter approved sales and use tax; funding stream was renewed in perpetuity = Q Staff provided a presentation report to the L Board regarding regional partnerships and 0 opportunities for regional cooperation with Q surrounding jurisdictions . These opportunities ill continue to be pursued as they are cost M ffective for PFA Staff continues to monitor annexation activities a° and will continue to anticipate potential impact n service and funding. Reached out to be N included in the stakeholder group for the Mulberry Annexation work by the City of Fort `° o� Collins t= 0 a m _ a co 0 N _ N E t U CU Q Courage, Leadership, Duty � i'�utlre Ffrc, _ 89 �utbarit. Packet Pg . 125 1 .3 City/ District Comparative Statistics Call Assessed Contribution Ratio Value Ratio Ratio 2007 CITY 82 . 90 79 . 01 79 . 61 DIST 17 . 10 20 . 99 20 . 39 2008 CITY 83 . 67 82 . 05 80 . 25 c DIST 16 . 33 17 . 95 19 . 75CL 2009 CITY 83 . 93 80 . 30 80 . 20 DIST 16 . 07 19 . 70 19 . 80 Q 2010 CITY 84. S0 80 . 96 80 . 82 0 DIST 15 . 50 19 . 04 19 . 18 3 a 2011 CITY 83 . 75 81 . 01 81 . 12 M DIST 16 . 24 18 . 99 18 . 98 w 0 2012 CITY 83 . S8 81 . S4 81 . 05 a DIST 16 . 42 18 . 46 18 . 95 TOM 0 N 2013 CITY 83 . 65 82 . 18 82 . 10 0 TOM DIST 16 . 35 17 . 82 17 . 90 °' t 0 2014 CITY 84. 11 82 . 04 82 . 26 C DIST 15 . 89 17 . 96 17 . 73 0 2015 CITY 84. 53 82 . 13 82 . 891 a DIST 15 . 47 17 . 87 17 . 11 U 2016 CITY 84. 61 80 . 90 74 . 24 DIST 15 . 39 19 . 10 25 . 762 U) o) 0 2017 CITY 85 . 88 82 . 12 83 . 27 N DIST 14. 12 17 . 88 16 . 73 E M 2018 CITY 85 . 67 80 . 30 80 . 68 c DIST 14. 33 19 . 70 19 . 32 Q 2019 CITY 85 . 95 80 . 90 81 . 35 DIST 14. 05 19 . 10 18 . 65 2015 included first year of updated City Revenue Allocation Formula contribution 22016 included District capital contribution for Station 8 and Timnath Tax Increment Financing funds for Station 8 staffing and construction e Owar 4 �. 90 Autnorlk� Courage, Leadership, Duty Packet Pg . 126 1 .3 2019 PFA Budget Review The 2019 PFA general fund actual spending compared to budget reflects an underspend of 4 . 24 %, or $ 1 .4 Million. In addition, the ending fund balance for 2019 benefitted from higher fees for services, interest income, and miscellaneous revenue with revenue of $ 646, 961 higher than projected. Note : these are not audited figures . 0 CL Poudre Fire Authority Actual Spending to Budget, 2019 General Fund Statement of Revenues , Expenditures and Changes in Fund Balances-- _ Actual and Budget a, For the Month Ended December 31 , 2019 C Year-to-Date 2019 Annual Budget Q a� Percent Actual a� Year-to-Date Budget Received/ 0 REVENUES Actual Year-to-Date Budget Expended (L Intergovernmental $331116 , 966 $33 , 116 , 965 a) Fees and charges for services 985 ,487 9235611 N Earnings on Investments 3235743 409000 Grants and Non-Capital Projects 575083 0 W Miscellaneous revenue 3895758 145 , 500 v Total Revenues 34 , 8733037 3432265076 101 . 89% 0 CL m EXPENDITURES W Administration 2 ,440 , 576 239459681 Fire Prevention & Comm . Risk Reduction 21671 , 823 238755931 = Grants 93 , 895 939895 Q Support 59938 ,492 650395718 Operations 22 ,325 , 259 225996 , 177 U N Total Expenditures 33 ,470 , 045 3459519402 -4 .24% Excess or Deficiency of Revenues Over or N Under Expenditures $ 19402 , 992 ($7251326 ) a� Fund Balance January 1 , 2019 $95647 , 367 U Fund Balance December 31 , 2019 $ 113050 ,359 Q Courage, Leadership, Duty � i'�utlre Ffrc, _ 91 �utbarit. Packet Pg . 127 1 .3 Poudre Fire Authority General Fund Reserves Poudre Fire Authority's reserve policy states a minimum 3 % of operating revenues must be held in the reserve for contingencies and 3 % of revenue must be held in the revenue reserve . If the revenue reserve and contingency reserve are depleted below reserve policy levels (6 %) , the fire chief will develop a restoration plan to restore balances over a two - year time period. 0 a m Projected 2019 Fund Balance _ Beginning Balance $9, 655, 658 = Q Revenue 40,429, 640 < Expenditures > (32) 947,432) c Fund Balance $ 17, 137, 866 % of Reserves Revenue M Unassigned - Reserve for Contingency 10, 059, 955 24.88 % 2 Restricted - Reserve for CityGive 9, 000 0 . 02 % Restricted - Reserve for KFCG 532, 740 1 . 32 % a Assigned - Revenue Reserve 1, 131, 173 2 .80 % c Assigned - Reserve for Operations Eqp . & Replacement 8, 271 0 . 02 % N Assigned - Reserve for Support Maint. & Replacement 5, 287, 161 30 .85 % � Assigned - Encumbrances 82, 348 0 . 20 % Assigned - Workers Comp Reserve 27, 218 0 . 07 % t= Total Reserves $ 17, 137, 866 42 . 39 % m Poudre Fire Authority Capital Actual, 2019 a In 2019, PFA staff aligned the PFA capital projects with accounting principles in relation to accounting for capital projects . Many of the capital project balances were transferred to N PFA' s Operating and Maintenance (0 &M) Budget, with balances at year- end being co accounted for as part of assigned 0 &M reserves . The fund balance, as shown on the o) TOM following page, has been reduced due to the transfer of former capital projects to N on subsidiary reserves in the Operations and Maintenance budget. a� E U CU Q Nudte 1 0� 92 ,utnerlk� Courage, Leadership, Duty Packet Pg . 128 1 .3 Capital Fund Statement of Revenues, Expenditures and Changes in Fund Balances-- Actual and Budget For the Month Ended December 31 , 2019 Year-to-Date Percent Received/ REVENUES Actual Annual Budget Expended Apparatus Replacement $ 1 ,7001141 $ 1 ,6271095 Burn Building $380,486 $368 ,393 Computer Aided Dispatch $8,291 $27102 .� Computer/Tech Replacement $343,669 $3627572 EMS Equipment Replacement $ 18,543 $ 18,333 Q Facilities Maintenance $290,377 $305,425 Hose Replacement $ 15,574 $ 14,864 Station 6 Shop $596,689 $552 ,459 Mobile Data Terminals $645 $ 164 Radio Replacement $ 169,987 $ 165,579 = Q Records Management System $2 , 166 $551 Rescue Tools Replacement $ 11 ,484 $ 11 ,367 SCBA Replacement $ 11 ;855 $3 ,072 C Staff Vehicle Replacement $75,761 $73,333 7 Station Alerting $ 132 ,850 $ 122 ,292 Q Station 15 $78,211 $30,988 Thermal Imager Replacement $23,701 $24,377 Training Center Improvement $62 ,065 $34,859 y Training Multi-Purpose Building $6,485 $ 1 ,644 7 Total Revenues $3,9281980 $3,7191469 105.63% (L a) EXPENDITURES Current: N Apparatus Replacement $ 1 ,4461631 $ 1 ,639 ,805 I11 Burn Building $ 101 ,392 $611 ,776 c0 Computer Aided Dispatch $291 ,083 $291 ,083 Computer/Tech Replacement $689,331 $ 17040,946 EMS Equipment Replacement $ 18,543 $38,543 Facilities Maintenance $491 ,461 $620,363 Q Hose Replacement $42 ,001 $33 ,285 Station 6 Shop $383,236 $482 ,554 Mobile Data Terminals $227661 $22 ,661 Radio Replacement $512 ,063 $593 , 146 = Records Management System (RMS) Replacement $76,469 $72 , 162 Q Rescue Tools Replacement $ 11 ,484 $ 1 %624 SCBA Replacement $409,044 $370 ,621 v +. Staff Vehicle Replacement $ 187,371 $ 166 ,432 N Station Alerting $553, 137 $553 , 137 2 Station 15 $ 17647,408 U) Thermal Imager Replacement $73,537 $96 ,334 a) Training Center Improvement $303,756 $ 196 ,555 p Training Multi-Purpose Building $227 ,677 N :-7 Total Expenditures $7,4881286 $6184%028 109. 33% Excess or Deficiency of Revenues Over or Under Expenditures ($3 ,559 ,306) $ 11566 ,429 t�.t Fund Balance January 1 , 2019 $67168, 156 Q Fund Balance December 31 , 2019 $27608,850 Courage, Leadership, Duty � i'rwtlre Ffrc, _ 93 �utbarit. Packet Pg . 129 1 .3 Poudre Fire Authority Board Actions - 2019 19 - 1 Amending the 2019 Budget and Reappropriating Funds for Prior Year Encumbrances 19 - 2 Appropriating Unanticipated Revenue within the Training Center Improvement Capital Project Fund 19 - 3 Adopting the PFA Old and New Hire Money Purchase Pension Plans and Trust °a Agreements as amended and restated June 2 , 2019 19 - 4 Partially terminating the Poudre Fire Authority Old and New Hire Money Purchase Pension Plans and Trust Agreements as amended and restated June 2 , 2019 in = connection with election of coverage under the FPPA defined benefit system Q 19 - 5 Appropriating Unanticipated Revenue from Insurance Recovery within the c Equipment Maintenance Budget for Expenditure on Ladder 5 Repairs Y 19 - 6 Repealing the $ 327, 868 Reappropriation for Prior Year Encumbrances Approved on Q Resolution 19 - 1 , and Amending the 2019 Budget and Reappropriating $ 224, 144 For Prior Year Encumbrances 19 - 7 Authorizing the Fire Chief, or his Designee, to Execute all Contract Including those 3 over $ 75 , 000 for Design, Site Work, and Purchase of Burn Building Container a° System a) TOM 19 - 8 Appropriating Unanticipated Revenue from CityGive within the Public Affairs and N Education Budget for Smoke and carbon Monoxide Detectors 19 - 9 Approving Two Apparatus Purchases and Authorizing the Fire Chief to Execute All o� Contracts, Including those over $ 75, 000, for the Wellington Rescue and Type 6 Brush Apparatus Purchases °a 19 - 10 Transferring $ 148 , 000 from the Training Multi - Purpose Building Capital Project to W the Burn Building Capital Project and Appropriating $ 148, 000 within the Burn Building Capital Project in Order to Complete Construction of the New Burn Building = 19 - 11 Transferring the Remaining Balance in the Office of Emergency Management Project Q to the City of Fort Collins 19 - 12 Appropriating Unanticipated Revenue from the Inlet Bay Marina for the Poudre Fire N Authority Volunteer Program at Station 9 (Horsetooth, CO) co 19 - 13 Appropriating Unanticipated Revenue from Insurance Recovery within the Equipment Maintenance Budget for Hail Damaged Vehicle Repair N 19 - 14 Authorizing the Fire Chief to Enter Contracts with Rosenbauer Minnesota for Purchase of New Fire Apparatus and Glider Refurbishments for a Five -year Period E 19 - 15 Setting the Poudre Fire Authority Board of Directors 2020 Meeting Dates U 19 - 16 Authorizing PFA staff to work with City of Fort Collins Accounting staff to establish Fund 840 reserves, to transfer funds from Fund 841 to Fund 840, and to align the Q PFA capital projects with the City of Fort Collins ' capital criteria 19 - 17 Amending the Poudre Fire Authority Bylaws to comply with House Bill 19 - 1087, Local Public Meeting Notices Posted on Website 19 - 18 Authorizing the Fire Chief, or his Designee, to Execute a Contract over $ 75 , 000 for Audio Visual Component Upgrades at all Poudre Fire Authority Facilities 19 - 19 Increasing the Fire Chiefs Execution of Contract Spending Limit to $ 85 , 134 and the e� Owai . 94 Autnodk� Courage, Leadership, Duty Packet Pg . 130 1 .3 Fire Chief' s Asset Disposal Limit to $ 56, 768 as outlined in the 2014 Intergovernmental Agreement Between the City of Fort Collins and the Poudre Valley Fire Protection District 19 - 20 Adopting the Budget and Appropriating Funds for the Operation of the Poudre Fire Authority in 2020 19 - 21 Setting the Fees for the Poudre Fire Authority Fire Prevention Bureau for the Calendar Year 2020 19 - 22 Authorizing the Fire Chief, or his Designee, to Execute a Contract over $ 85 , 134 for a Station Alerting System 0 CL 19 - 23 Authorizing the Fire Chief, or his Designee, to Execute Contracts over $ 85 , 134 for a 100 ' Aerial Ladder Truck and a Glider Engine 19 - 24 Authorizing the Fire Chief, or his Designee, to Execute a Contract, including = Expenses over $ 85, 134, for Station 6 Shop Remodel Architectural Design Services Q L 0 a 0 a a) 0 N TOM O� L 0 CL a co TOM N N E t U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 95 �utbarit. Packet Pg . 131 ATTACHMENT 4 r • - • I so 9 r • 1 • 1 GET TO KNOW THE POUDRE FIRE AUTHORITY 1 .4 i ou re ire Benefits of having d F an Authority : 40 Authority Fort Collins * Colorado 0 a� WHAT MAKES THE POUDRE FIRE AUTHORITY DIFFERENT FROM IMPROVED Q OTHER FIRE DEPARTMENTS ? EMERGENCY SERVICES 0 In 1982, the City of Fort Collins and the Poudre Valley Fire Protection District a (PVFPD) joined together and created the Poudre Fire Authority (PFA). This ii consolidated fire department was created to serve and protect Fort Collins, Timnath , Laporte, Bellvue, Horsetooth, Redstone Canyon, and parts of 0 unincorporated Larimer and Weld Counties. a CONCENTRATED TOM 0 As our own separate government entity, we are funded and governed by our TRAINING N "parent " organizations: the City of Fort Collins and Poudre Valley Fire Protection TOM District. As an Authority, PFA can cross boundaries to provide efficient, cost-effective services to our ever-growing community . L 0 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 0 i businesses, provide water, ice, and rope rescues, community risk reduction , ENHANCED LL and more. COMMUNICATIONS 3 0 a m WHAT IS AN AUTHORITY ? �► o Definition : An organization having power or control in Y o a particular, typically political or administrative , sphere . ELIMINATION OF Colorado state law allows neighboring fire departments to join together to DEPARTMENT OVERLAPS = a� 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 ca is a separate, independent governmental entity led by a Board of Directors. That Q 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 REDUCED governing boards, and works within an Intergovernmental Agreement. TAX- PAYER COSTS 1ffW__1 Packet Pg . 133 1 .4 WHO IS THE POUDRE FIRE AUTHORITY ? PFA is governed bg 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 . O CL a� Community Members �a c a O a L O a Fort Collins City Council Poudre Fire Authority Board mop Poudre Valley Fire • ' ' M District Board 0 N ti o TOM Fire Chief L O Q L pp o iL lii6 g g g o a m OperationsCommunity Risk Reduction 3 O Y O m C9 • Emergency • Wildland Fire Response WHAT DOES Medical Services E • Volunteer Program Fire Suppression PFA D 0 ? • Fire Investigations ca • Hazardous Materials Q Emergency Response • Inspection Services PFA provides many • Technical Rescue Response • Communication services to the (Water, Ice, Rope, Confined And Public Affairs Space And Trench Rescues) • Educational Programs community including : • Community Risk Reduction And Outreach Packet Pg . 134 1A 1 1 ■ 1 „ ■ 1 , ■ L 0 Q NNQ� L7� 0 ♦ 0 ) , Q N O �✓ G O Q ' 230 STATION z I.� STATION SQUARE MILE SERVICE AREA VOLUNTEER Prospect STATION 1 I 0 ® STATION 3 d • Drake Q� STATION 4 E r Horsemath� TATIONIO 0 0 C S O, cq Harman VOLUNTEER = STA® 5 TOM STATION 14 �L $ 41 + BILLION VALUE OF PROPERTY PROTECTED Q PFA RESPONSE AREA IN GOLD [ Fire Stations O Training Center ii O L O a aD 3 0 Y O aD 0 i . � • m Q LL L L L Packet Pg . 135 ATTACHMENT oudre ir� Authority Prompt . S k i l l s ^ i n g Fort Collins Colorado iTL AEA (D V TOM • •ram-�/� � b ♦ / V t' • 1�1 rs!'_• ? ' • TOM alp Cu +00 Packet I!, 1 t ' i. • ti • Poudre Fire Authority 2019 Annual Report Tom DeMint, Fire Chief • • 1 . 5 0 a� Annual Report and Joint Meeting _ • Introductions s a — PVFPD Board Members 10 i � Um — City Council MembersTOM = a N 7 1- TOM — PFA Board Members / 4 k Cn a .o a a� 3 a AbLude Ali • E Fort Collins 4 Colorado t� fa a Packet Pg . 137 1 . 5 O a� Annual Report Q O • Opportunity for " parents " to meet • Oversight of City and PVFPD investment in fire and 0 a TOM cM rescue service TOM ti C O • Required by I GA Cn L a c 'o a L O a . ' . . c a� • E 4 � t� la a Packet Pg . 138 1 . 5 O a� Annual Report Q O • Reviews Budget and Funding iTL • Call volumes 0 0 a M • Highlights EMS in 2019 N — Cardiac save rates O — Improved training , protocols , and equipment Cn a. • 8 page printed report ; on - line version delayedIs a L O a . ' . . c a� • E 4 � U la a Packet Pg . 139 1 . 5 0 What is the PFA ? Wellington Q • Partnership of : Bellvue a%', porte — City of Fort Collins Firer Department Lnn $3T .F ., a0 — Poudre Valley Fire Protection ° N _M�. Horsetooth Fort Collins s,: District Timnath TOM * v.m„ gym, e c 0 Oz • Consolidated in 1981 under asonville WI rids o CAI state law -� a .o a L 0 a . AbLu . c a) • E Fort Coffins 4 Colorado t� la a Packet Pg . 140 1 . 5 O a� What was the Problem with Two Departments .? Q O • Duplication of service , equipment , overhead costs • Frequently changing boundaries with annexations 0 a rn • TOM jurisdictions to provide service TOM Cn L a c 'o a L O a . ' . . c a� • E 4 � t� fa a Packet Pg . 141 1 . 5 Issues of Concern to PFA PVFPD and the Cit w° Om Q • COVID - 19 Response and Financial uncertainty a Recovery — Sales and Use Taxes L — Incident Management — Property taxes TOM — PPE — Fee revenueCD TOM ti — Employee illness/ isoloations — Facility closures Cn a — Planning for recovery L 0 a . ' . . c a� • E 4 � t� la a Packet Pg . 142 1 . 5 0 Update - FinanciaI Impact of COVID49 Q Revenue PFA Revenue Allocation Formula Funding, 2020 PVFPD PropertyTax � Q * Situation will impact PFA revenue /• ( I nclTIF), desTimnath City of Fort Collins IF) $8,045,424 , Sales and Use Tax first quarter already received 21% ( base), $ 10, 597,038 27% W 0 * Sales and Use tax is volatile - 10 % TOM CD decline could cost PFA $ 1 M in lost TOM revenue City of Fort Col I ins City of Fort Collins Sales and Use Tax * Property taxes due now through Property Tax ( of (KFCG ), $3,021,465 , 9 .797mills ), � 8% � $ 17,223,705 44% June — tracking daily , Cn L a • PFA has strong reserves o a L 0 a . AbLu . c a) • E Fort Collins 4 Colorado t� CU a Packet Pg . 143 1 . 5 0 a�Unknowns 3 Q * Severity of decline ? L • Shape / length of recovery ? 0 * Length of safer - at - home order ? TOM TM * How will the economy rebound ? * How will City revenue changes be managed ? Cn Essential services versus other services a c 'o a L 0 a . ' . . c a� • E 4 � t� la a Packet Pg . 144 1 . 5 O a� Where PFA will Look to Save Money First Q O • Hiring Freeze Deputy/Assistant Chief iTL L • Capital projects on hold for pan 2020 Staff vehicles — Station 6 Shop Conferences /Training N — Station 7 ReplacementTOM • Fuel costs — Training Center Kitchen Other Non - personnel — Glider Engine 7 p costs y • Open / unfulfilled purchasea. a orders ° L O a Au- e Fd&a, c a� • E 4 � t� la a Packet Pg . 145 1 . 5 O a� i Ie ReductFutur Possions Q O • 86 % of funds directly spent on personnel iTL — Wage reductions ? a — Furloughs ? By day or longer term ? N — Layoffs ? TOM — Combination ? Cn • Staffing level reductions impact service levelsa. .o a L O a . ' . . c a� • E df 4 � t� la a Packet Pg . 146 1 . 5 O Om W w Qu esti o n a iTL O 7 a L L O a rn TOM TOM ti C O C d N O L a c 'o a L O a JO . . ' . c a� • E Fort Collins 4 Colorado t� fa a Packet Pg . 147 DATE : June 9 , 2020 STAFF : Honore Depew, Interim Policy and Project Manager WORK SESSION ITEM John Stokes , Natural Resources Director City Council Kelly DiMartino , Deputy City Manager SUBJECT FOR DISCUSSION Parks and Recreation Master Plan . EXECUTIVE SUMMARY This item meets the following COVID- 19 emergency priority for being on the Council agenda : • Priority 4 - substantially complete and has included significant community outreach . Council direction at this time will help ensure that work does not have to be redone and can continue to move forward . The purpose of this item is to provide an update and seek feedback on the Parks and Recreation Master Plan , including proposed goals and vision statement as well as an overview of community outreach . An overview of the Master Plan process and findings will be presented by Andrew Dobshinsky, Associate Planner with The Olin Studio . GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1 . What feedback do Councilmembers have on the proposed goals? 2 . Do Councilmembers have questions or reactions to the proposed holistic vision framework for public space? BACKGROUND / DISCUSSION The Parks and Recreation Policy Plan was last updated in 2008 , (now called a Master Plan ) . Community expectations have evolved , and survey data collected during this planning process provides insights into these evolving community perspectives . The Master Plan update effort began in late 2019 and is nearing the halfway point. In October 2019 , a work session with Council was conducted that outlined ten desired plan deliverables : 1 . Parks and Recreation Systems Vision , Goals and Metrics 2 . Identification of Existing and Needed Parks and Recreation Facilities 3 . Parks and Recreation Build Out Strategy 4 . Parks and Recreation Design Standards and Guidelines 5 . Strategy for Incorporating Special Interest Group Requests 6 . Community Health Alignment 7 . Park Design Process 8 . Park Refresh Strategy 9 . Life Cycle Strategies 10 . Paved Trails Since the work session in October, staff has been working with a consultant team , stakeholders , and the community to identify parks and recreation needs , assess how Fort Collins compares to other peer and benchmark communities , and identify key issues and priorities the plan should address . As noted above , identifying a strategy for park refresh is a desired outcome of the plan , as well as a Council priority for 2020 . The following is a summary of the community engagement activity, proposed vision statement and goals , and key findings and opportunities identified to date . Packet Pg . 148 June 9 , 2020 Page 2 Community Engagement Together with the consulting team , staff utilized several different engagement tools to help the community guide development of the Master Plan . Key engagement strategies have included : • Survey - A statistically valid survey was deployed at the end of 2019 . From the 511 responses received , the results achieved a demographically representative sample of the community with a confidence level of 95 % and precision of +/- 4 . 33% . Results from the survey demonstrate how highly residents value the system of parks and recreational facilities in Fort Collins . It is possible to pinpoint community preferences based on the responses . A summary of the survey results is attached to this AIS (Attachment 1 ) . A full report is available . • Open Houses - Two open houses were held in February 2020 , engaging over 300 visitors . One open house was held at the Lincoln Center, and one at Preston Middle School . City staff and the consultant team were able to interact with interested members of the community and quantifiable data was collected using informational boards . All materials were translated into Spanish and interpretation services were available at both events . • Pop-up Events - Three pop-up events were held at various locations throughout the community, including Foothills Mall , downtown Fort Collins , and the Old Town Library . This unique engagement strategy enabled the team to interact with residents directly in an unannounced and spontaneous format, enabling input from residents who may not normally participate in a traditional community engagement format. • Stakeholder Meetings - In November 2019 and February 2020 a series of special meetings were held to hear directly from key partners (e . g . , PSD , CSU ) and representatives of various user groups (e . g . , bicyclists , disc golf enthusiasts , etc. ) . These key stakeholders provided valuable feedback on potential improvements and partnerships . • OurCity Web Page - An engagement webpage at < https ://ourcity .fcgov. com/parksandrec> provides a valuable resource for project updates and ongoing collection of ideas and feedback as the planning effort progresses . • Boards and Commissions - Representatives from about a dozen boards are part of an ad hoc group known as the Advance Review Committee (ARC) . These board members act as liaisons to their respective boards for feedback and regular updates . Staff will also be engaging directly with key boards , such as the Parks & Recreation Board , as the planning effort continues . Proposed Vision Statement and Goals At the heart of the Parks and Recreation Master Plan will be a vision statement supported by a framework of goals and actions based on : • Careful appraisal of existing parks and amenities , recreational facilities and programs ; • Extensive engagement with stakeholders and community members , including a statistically valid survey; • Comparison to both peer and aspirational communities ; and • An examination of how the complete system of parks and recreational facilities is viewed by residents and visitors in a holistic context of accessible public space . A vision statement for Parks and Recreation has been developed for consideration : Parks, trails, and recreation facilities in Fort Collins are an invitation for all residents to further wellness, curiosity, innovation, and community - as an integral part of the city's iconic, interconnected public space. The basis for Plan recommendations is the adoption of broad Goals for an ideal future state , Actions that move the system towards that future , and specific Methods or steps that implement the goals and actions . The following proposed goals for the Master Plan were developed based on expert analysis , Council direction , staff input, and community engagement: 1 . Provide equitable access to parks . 2 . Provide equitable access to recreational experiences . 3 . Expand the active transportation network to support access to parks and recreation . 4 . Protect and enhance natural and historic resources in parks and increase related activities . Packet Pg . 149 June 9 , 2020 Page 3 5 . Ensure the financial sustainability of parks and recreation . 6 . Strengthen partnerships to leverage resources for mutual benefit. 7 . Ensure parks , paved trails , and recreation facilities are operated and maintained efficiently and to defined standards . 8 . Promote the synergy between parks , recreation , and economic development. 9 . Improve marketing and communication to enhance operations and user satisfaction . 10 . Elevate the design and connection to nature in parks and recreation facilities . 11 . Continue to enhance safety and security in all parks and facilities . If supported by Councilmembers , the team will refine the specific Actions and Methods for each goal , over the coming months . This will include vetting implementation strategies with stakeholders , staff, and the community. Key Findings and Opportunities Through comprehensive analysis conducted as part of the parks and recreation needs assessment and benchmarking efforts , in addition to recommendations from consultant team and staff leaders , several key findings and opportunities have been identified . These include : 1 . Imageability/Physical Vision of the System . As outlined in the attached presentation (Attachment 2) , the City parks and recreation system has evolved tremendously since its inception in the pre -plan era , dating back to 1873 when Fort Collins was established ; through 1963 , when the first Parks & Recreation Plan was developed ; through the 1980 's , the parks and recreation system developed steadily . Then , in the early 1990's , the Natural Areas program was established , resulting in a dramatic increase in land acquisitions . This dramatic change was transformational , enabling unparalleled access to public space , and providing a key quality of life improvement dearly loved by Fort Collins residents today . Fort Collins has a very long history of actively acquiring and designating public space for the use of residents and visitors . A key concept that has emerged in this update to the Parks and Recreation Master Plan is how the system is viewed overall - the concept of imageability. From the perspective of most residents and visitors it is access to the complete inventory of parks , recreational facilities , trails , natural areas , and other open space (such as stormwater management property and schools ) that matters . How these elements are classified , funded , and managed is important administratively, but for the public to visit and enjoy them it only matters how accessible and connected they are . As the next evolution of the parks and recreation system is considered over the coming 10 -20 years , it will be strategically beneficial to consider system improvements holistically, inclusive of the entire system of municipally owned public space - including parks , trails , recreation facilities , natural areas , and even stormwater management land . Showing a complete image of the City's open space reinforces connections between these resources and illustrates how each department' s efforts also support an interconnected network that is greater than the sum of its parts . This holistic view will not only provide for improved planning for the future , but also support better imageability of the system both within and outside the community. Staff team intends to develop the Parks and Recreation Master Plan within this larger public space context, as demonstrated by the proposed vision statement. 2 . System and Funding Analysis . Staff and the consulting team are conducting a thorough and detailed analysis of the entire inventory of parks and recreational facilities . The assessment includes an appraisal of assets and amenities throughout the system using benchmark communities , national trends , and survey data as guideposts . From this work current levels of service can be compared , and future need predicted . A population -based level of service for a specific amenity shows how many of that feature there are , per capita , in Fort Collins . For example , there are currently 2 . 5 playgrounds per 10 , 000 people in Fort Collins . To satisfy population growth , community desire , and trends the level of service analysis may recommend increasing to 3 playgrounds per 10 , 000 . This same methodology is being applied across the system of Parks and Recreational amenities . It includes careful scrutiny of accessibility to different features of the system and sets standards for access (e . g . , no more than a 10- minute walk to a park , or 5-minute drive to a recreation center) . And the analysis includes an evaluation of the funding structures in place to support development, maintenance , replacement , and programming . Staff will bring more detailed findings related to options for funding strategies to the Council Finance Committee in July . Packet Pg . 150 June 9 , 2020 Page 4 Some preliminary findings from the system analysis : Parks : • Large and diverse Parks system ( 1 , 190 acres ) • Expansive inventory of assets creates systematic pressures o Operational (short-term ) o Capital ( long-term / lifecycle replacement) • Lifecycle replacement of Parks amenities is under funded • Development of an asset management system by Parks and Park Planning and Development is crucial to the future success of Parks maintenance Recreation : • 60 % of community participating in Recreation programs suggests strong value • Recreation typically recovers more than half of expenditures , even including overhead costs such as maintenance from Operation Services • Annual budget shortfall difficult to make up short term given COVID - 19 constraints and the already high rate of recovery • Increased cost recovery possible on longer (5- 10 year) time horizon Next Steps Staff will continue to work with the consultant team in developing the Master Plan draft over the next several months . Financial considerations will be discussed at the July 20 , 2020 Council Finance Committee meeting . Another Council work session is scheduled for August 25 , 2020 , to coincide with additional community outreach . The final Master Plan is anticipated to be considered for adoption in late 2020 or early 2021 . ATTACHMENTS 1 . Parks and Recreation Survey Results Summary ( PDF ) 2 . Powerpoint Presentation ( PDF ) Packet Pg . 151 ATTACSURVAL RE AM cam, N Overall , how would you rate the physical condition of the you or othi CU members of your household have visited during the past 12 months? PARKS , NATURAL AREAS , OR OPEN SPACES RECREATION FACILITIES N HAVE NOT VISITED a HAVE NOT VISITED a POOR 4 % qq 1 % FAIRS 12 % rTMM ` M 2 % EXCEI : NT EXCELLENT POORCU 42 % 1 % 2F E FAIR `U)U)O 7 % 90 % O EXCELLENT OR GOOD EXCELLENT OR GOOD cn AMONG THOSE WHO AMONG THOSE WHO o HAVE PARTICIPATED HAVE PARTICIPATED a L U a� GOOD CU 49 % a GOOD 51 % U Q Packet Pg . 152 2. 1 a L it c� emonmL SURVAL REM C How would you rate the overall quality of recreation programs offered by t City of Fort Collins that you and members of your household have participi 12 9d in during the past 12 months? L a EXCELLENT TMM HAVE NOT 19 % PARTICIPATED CU 41 % E Cn 88 % � Cn FxrFi i FNT nQ r. nnn = AMONG THOSE WHO CU HAVE PARTICIPATED (D U a� GOOD N L 33 % a POOR 1 % FAIR 5 % U Q Packet Pg . 153 2. 1 a L it c� CmmmmL SURVI& REM Im do C Do you feel that there are sufficient public parks , natural areas , and open s lomm ices within walking distance of your residence? m L m Tmm rn m E E Cn a� 79 % Cn _ YES a� L U a� L a a� E c� Q Packet Pg . 154 2. 1 a L it emonmL SURVI& REM N From the following list , please check ALL the communities in the area that u and members of your household have visited or used for parks and recreat ' w n facilities in the past 12 months . cc L CU a on LARIMER COUNTY TMM LOVELAND • ' . CU E E WINDSOR cn DENVER LA PORTE Cn _ BOULDER c m BELLVUE GREELEY M N L CU WELLINGTON a a� OTHER M Q Packet Pg . 155 2. 1 a L it c� emonmL SURVAL REM C How well do parks , paved trails , How important are quality parks , ived recreation facilities/programs in Fort trails , recreation facilities , and prc ' rams Collins reflect the identity of the City? to the identity of Fort Collins? M MINIMALLY a MINIMALLY 2 % a 1 / NOT IMI RTANT SOMEWHAT SOMEWHAT 1 % 19 % 12 °� E E Cn as � 80 % OO Cn VERY WELL SOMEWHAT OR VERY o IMPORTANT a L U a� V E OF N VERY WELL I POI M ANT 80 % a� E Q Packet Pg . 156 2. 1 a L it c� SURV mV R E C Do you agree that parks , paved trails , and recreation facilities in Fort Collir =0 are beautiful ? CU STRONGLY CU DISAGREE TMM DISAGREE 11 0 2 % 1 /o CU E E Cn r 98 % Cn AGREE OR STRONGLY o AGREE a L U a� STRONGLY AGREE N L 55 % a a� E U Q Packet Pg . 157 2. 1 a emonmL SURVI& REM L 4) it c� C Please indicate if YOU or any member of your household has a need for ea4 CU type of outdoor facility listed below. Needs ° Not Needs Met Partly Met a COMMUNITY GARDENS 15 . 0 % DOG PARKS 13 . 0 % TMM NAT. AREAS/WILDLIFE HABITAT 13 . 0 % WATER PLAY FEATURES E W 12 . 9 % E MOUNTAIN BIKE COURSES 12 . 1 % E HIKING TRAILS 10 . 8 % Cn PARK SHELTERS/ PICNIC AREAS 10 . 5 % UNPROGRAMMED SPACES 9 . 4 % DOWNTOWN PARKS & PLAZAS 8 . 9 % COURTS ( P-/ H - BALL, BOCCE ) 8 . 5 % PAVED, MULTI - USE TRAILS 8 . 5 % cn RENTABLE EVENT SPACE 7 . 4 % c BIKE PARKS 6 . 8 % CU TENNIS COURTS 6 . 3 % RECTANGULAR SPORTS FIELDS 5 . 6 % VOLLEYBALL COURTS 4 . 9 % PLAYGROUNDS 4 . 6 % OTHER 4 . 3 % a SKATE PARKS 4 . 1 % BASKETBALL COURTS 4 . 1 % E DIAMOND ATHLETIC FIELDS 4 . 0 % U Q Packet Pg . 158 2. 1 SURVI& REI win', it c� C Which FOUR of the OUTDOOR FACILITIES are MOST IMPORTANT to your o household ? 1st Choice 2nd 3rr a PAVED, MULTI - USE TRAILS 4 . 8 % HIKING TRAILS 57 . 5 % rn NAT. AREAS/WILDLIFE HABITAT 52 . 6 % UNPROGRAMMED SPACES ' 38 . 2 % f° E PLAYGROUNDS 22 . 5 % E DOG PARKS 20 . 9 % ) DOWNTOWN PARKS & PLAZAS 19 . 2 % COMMUNITY GARDENS 13 . 1 % WATER PLAY FEATURES 12 . 9 % a� RECTANGULAR SPORTS FIELDS 9 . 8 % MOUNTAIN BIKE COURSES 9 . 0 % Cn PARK SHELTERS/ PICNIC AREAS 8 . 6 % c TENNIS COURTS 5 . 9 % a COURTS ( P-/ H - BALL, BOCCE ) 4 . 9 % a DIAMOND ATHLETIC FIELDS 4 . 1 % RENTABLE EVENT SPACE 3 . 7 % BIKE PARKS 2 . 9 % OTHER 2 . 9 % a BASKETBALL COURTS 1 2 . 5 % SKATE PARKS 2 . 0 % E VOLLEYBALL COURTS 1 . 8 % U Q Packet Pg . 159 2. 1 a L it c� SURVI& RE C Priority Investment Rating : Outdoor Facilities o CU L cc W L Low Priority Medium Priority ( 70 + ) High Priority ( 125 + ) a NAT. AREAS/WILDLIFE HABITAT 168 HIKING TRAILS 161 rn PAVED, MULTI - USE TRAILS 157 UNPROGRAMMED SPACES 122CU COMMUNITY GARDENS 120 E DOG PARKS 120 N WATER PLAY FEATURES 106 MOUNTAIN BIKE COURSES 95 DOWNTOWN PARKS & PLAZAS 89 PARK SHELTERS/ PICNIC AREAS 84 PLAYGROUNDS 65 Cn COURTS ( P-/ H - BALL, BOCCE ) 64 0 RENTABLE EVENT SPACE 55CU L RECTANGULAR SPORTS FIELDS 53 TENNIS COURTS 51 BIKE PARKS 50 VOLLEYBALL COURTS 36 OTHER 33 a DIAMOND ATHLETIC FIELDS 33 BASKETBALL COURTS 31 E SKATE PARKS 30 U Q Packet Pg . 160 2. 1 a L it c� SURVI& RE C Priority Investment Rating : Outdoor Facilities o CU L cc W L Low Priority Medium Priority ( 70 + ) High Priority ( 125 + ) a 3 NAT. AREAS/WILDLIFE HABITAT 168 2 HIKING TRAILS 161 rn 1 PAVED, MULTI - USE TRAILS 157 4 UNPROGRAMMED SPACES 122 CU E COMMUNITY GARDENS 120 E DOG PARKS 120 N WATER PLAY FEATURES 106 MOUNTAIN BIKE COURSES 95 DOWNTOWN PARKS & PLAZAS 89 PARK SHELTERS/ PICNIC AREAS 84 PLAYGROUNDS 65 Cn COURTS ( P-/ H - BALL, BOCCE ) 64 0 RENTABLE EVENT SPACE 55CU L RECTANGULAR SPORTS FIELDS 53 TENNIS COURTS 51 BIKE PARKS 50 VOLLEYBALL COURTS 36 OTHER 33 a DIAMOND ATHLETIC FIELDS 33 BASKETBALL COURTS 31 E SKATE PARKS 30 U Q Packet Pg . 161 2. 1 a emonmL SURVI& REM L 4) it c� C Please indicate if YOU or any member of your household has a need for ea4 type of indoor facility listed below. Needs Needs L Not Met Partly Me - a INDOOR WATER PARK 22 . 6 % SWIMMING POOL 21 . 9 % ?' EXERCISE & FITNESS EQUIP. 21 . 6 % CU WALKING/JOGGING TRACK 20 . 0 % E MULTI - PURPOSE GYMS 14 . 1 % cn LAP POOL 13 . 3 % SPACES FOR MEETINGS/PARTIES 13 . 1 % N a� HEALTH CLINIC 12 . 7 % SPACES FOR FITNESS/ DANCE 12 . 0 % Cn ARTS, CRAFTS , GAMES ROOMS 12 . 0 % o INDOOR COURTS 11 . 4 % a MAKER SPACES 9 . 4 % a INDOOR SPORTS FIELDS 7 . 6 % DESIGN LABS 6 . 6 % N CLASSROOM SPACES 6 . 2 % CU DINING . 5 . 0 % a COMPUTER ROOMS 3 . 9 % OTHER , 1 . 4 % U Q Packet Pg . 162 2. 1 a L it c� SURVI& RE C Which FOUR of the INDOOR FACILITIES are MOST IMPORTANT to your o household ? L 1st Choice 3rd 4th a SWIMMING POOL 38 . 6 % EXERCISE & FITNESS EQUIP. �! 38 . 2 % ?' WALKING/JOGGING TRACK 27 . 6 % LAP POOL 18 . 2 % E INDOOR WATER PARK 20 . 1 % cn MULTI = PURPOSE GYMS 16 . 8 % INDOOR COURTS 15 . 5 % N a� SPACES FOR FITNESS/ DANCE 14 . 7 % SPACES FOR MEETINGS/PARTIES 12 . 3 % Cn ARTS, CRAFTS , GAMES ROOMS 9 . 0 % o HEALTH CLINIC 8 . 8 % INDOOR SPORTS FIELDS 7 . 8 % m DINING O 6 . 8 % CLASSROOM SPACES 6 . 7 % MAKER SPACES 5 . 1 % a OTHER 2 . 3 % DESIGN LABS 2 . 2 % COMPUTER ROOMS 2 . 0 % U Q Packet Pg . 163 2. 1 c a L also SURVI& REM it U) c� C Priority Investment Rating : Indoor Facilities o CU L cc L Low Priority Medium Priority ( 70 + ) High Priority ( 125 + ) a SWIMMING POOL 97 EXERCISE & FITNESS EQUIP. ?' 15 WALKING/JOGGING TRACK 160 CU INDOOR WATER PARK 147 E E LAP POOL 113 cn MULTI - PURPOSE GYMS 106 SPACES FOR FITNESS/ DANCE 91 INDOOR COURTS 91 SPACES FOR MEETINGS/PARTIES 90 Cn HEALTH CLINIC 79 c ARTS, CRAFTS, GAMES ROOMS 76 a L MAKER SPACES 55 INDOOR SPORTS FIELDS 54 CLASSROOM SPACES 45 N DINING 40CU a DESIGN LABS 35 COMPUTER ROOMS 22 OTHER 12 Q Packet Pg . 164 2. 1 c a L also SURVI& REM it U) c� C Priority Investment Rating : Indoor Facilities o CU L cc L Low Priority Medium Priority ( 70 + ) High Priority ( 125 + ) a SWIMMING POOL 97 2 EXERCISE & FITNESS EQUIP. ?' 15 13_ WALKING/JOGGING TRACK 160 CU INDOOR WATER PARK 147 E A E 40'P' LAP POOL 113 cn MULTI - PURPOSE GYMS 106 SPACES FOR FITNESS/ DANCE 91 INDOOR COURTS 91 SPACES FOR MEETINGS/PARTIES 90 Cn HEALTH CLINIC 79 c ARTS, CRAFTS, GAMES ROOMS 76 a L MAKER SPACES 55 INDOOR SPORTS FIELDS 54 CLASSROOM SPACES 45 N DINING 40CU a DESIGN LABS 35 COMPUTER ROOMS 22 OTHER 12 Q Packet Pg . 165 2. 1 emonmL SURVI& REM win', it U) c� C Program or Activity Needs . Please indicate if YOU or any member of your o CU household has a need for each type of program or activity listed below. Needs ° Not Needs Met Partly Met a FITNESS/WELLNESS 15 . 0 % FARM & GARDENING 13 . 0 % TMM SENIORS ( 50 + ) 13 . 0 % NATURE (OUTDOOR REC . & ED . ) 12 . 9 % E AQUATICS ( LESSN . , FIT. , TEAMS ) 12 . 1 % E STEM PROGRAMS 10 . 8 % N ARTS & CRAFTS CLASSES 10 . 5 % ENVIRONMENTAL STEWARDSHIP 9 . 4 % VOLUNTEERING 8 . 9 % SPECIAL EVENTS/ FESTIVALS 8 . 5 % SPORT DROP- IN PLAY 8 . 5 % cn HISTORY 7 . 4 % c SPORTS LEAGUES 6 . 8 % CU TEENS 6 . 3 % YOUTH & FAMILY 5 . 6 % EARLY CHILDHOOD 4 . 9 % INCLUSION SUPPORT FOR DIS . 1 4 . 6 % SPECIALIZED PROG . FOR DIS . 4 . 3 % a ICE SKATING ( LESSN . , CLIN . , TM . ) 4 . 1 % COMPUTER ACCESS 4 . 1 % E OTHER 4 . 0 % U Q Packet Pg . 166 2. 1 a L it c� SURVJ& RESULTS C Which FOUR of the PROGRAMS OR ACTIVITIES are MOST IMPORTANT to } 10mm ur household ? L 1st Choice '' � � 3rd 4th a NATURE (OUTDOOR REC . & ED . ) 43 . 8 % SENIORS ( 50 + ) 33 . 3 % Tmm rn FITNESS/WELLNESS 30 . 9 % SPECIAL EVENTS/ FESTIVALS 29 . 9 % AQUATICS ( LESSN . , FIT. , TEAMS ) w 18 . 0 % E SPORTS LEAGUES 17 . 0 % N YOUTH & FAMILY 16 . 0 % ENVIRONMENTAL STEWARDSHIP 13 . 5 % ARTS & CRAFTS CLASSES 12 . 1 % a� VOLUNTEERING 11 . 2 % FARM & GARDENING 9 . 8 % Cn EARLY CHILDHOOD 8 . 6 % c STEM PROGRAMS 8 . 2 % a L TEENS 7 . 8 % HISTORY ] 6 . 3 % SPORT DROP- IN PLAY 5 . 5 % INCLUSION SUPPORT FOR DIS . 3 . 9 % SPECIALIZED PROG . FOR DIS . 3 . 9 % a ICE SKATING ( LESSN . , CLIN . , TM . ) 3 . 9 % COMPUTER ACCESS 1 . 2 % E OTHER 1 1 . 2 % U m Q Packet Pg . 167 2. 1 a L it c� SURVI& RE C Priority Investment Rating : Programs o CU L CU L Low Priority Medium Priority ( 70 + ) High Priority ( 125 + ) a NATURE (OUTDOOR REC . & ED . ) 172 FITNESS/WELLNESS 171 rn SENIORS ( 50 + ) 149 SPECIAL EVENTS/ FESTIVALS 120CU AQUATICS ( LESSN . , FIT. , TEAMS ) 108 FARM & GARDENING 96 N ENVIRONMENTAL STEWARDSHIP 88 ARTS & CRAFTS CLASSES 86 SPORTS LEAGUES 85 VOLUNTEERING 82 YOUTH & FAMILY 80 Cn STEM PROGRAMS 78 0 SPORT DROP- IN PLAY 62CU L TEENS 62 HISTORY 61 EARLY CHILDHOOD 54 INCLUSION SUPPORT FOR DIS . 41 SPECIALIZED PROG . FOR DIS . 39 a ICE SKATING ( LESSN . , CLIN . , TM . ) 31 COMPUTER ACCESS 21 OTHER 7 U Q Packet Pg . 168 2. 1 a L it c� SURVI& RE C Priority Investment Rating : Programs o CU L CU L Low Priority Medium Priority ( 70 + ) High Priority ( 125 + ) a 1 NATURE (OUTDOOR REC . & ED . ) 172 3 FITNESS/WELLNESS 171 rn 4 SENIORS ( 50 + ) 149 2 SPECIAL EVENTS/ FESTIVALS 120CU AQUATICS ( LESSN . , FIT. , TEAMS ) 108 FARM & GARDENING 96 N ENVIRONMENTAL STEWARDSHIP 88 ARTS & CRAFTS CLASSES 86 SPORTS LEAGUES 85 VOLUNTEERING 82 YOUTH & FAMILY 80 Cn STEM PROGRAMS 78 0 SPORT DROP- IN PLAY 62CU L TEENS 62 HISTORY 61 EARLY CHILDHOOD 54 INCLUSION SUPPORT FOR DIS . 41 SPECIALIZED PROG . FOR DIS . 39 a ICE SKATING ( LESSN . , CLIN . , TM . ) 31 COMPUTER ACCESS 21 OTHER 7 U Q Packet Pg . 169 2. 1 a L it c� emonmL SURVI& REM C How supportive are you of some increase in taxes to fund the types of party Cu trails , and recreation facilities that are most important to you and your household ? cc L NOT Cu SUPPORTIVE 15 % Cu TMM VERY E SUPPORTIVE E 35 % N r NOT SURE 67 % 17 % cn VERY OR SOMEWHAT o SUPPORTIVE Cu L U a� M L Cu a SOMEWHAT E SUPPORTIVE U M 32 % Q Packet Pg . 170 2. 1 a emooL SURVAL REM L 4) it c� C Please CIRCLE ALL the ways you would be willing to travel to . For e4 h , please write in the MAXIMUM minutes you would be willing to travel to get sere . cc L cu a PLAYGROUND COMMUNITY CENTER SPORT FIELD COMMUNITY C qq 2DEN TMM cu E E cn MIEN INN WLEW _ O cu L M U) L cu a < 5 < 10 < 15 < 20 < 30 31 + < 5 < 10 < 15 < 20 < 30 31 + < 5 < 10 < 15 < 20 < 30 31 + < 5 < 10 < 15 < 2 ( u 30 31 + MINUTES MINUTES MINUTES MINUTE u M Q Packet Pg . 171 2. 1 a L it c� emonmL SURVI& REM C Please check ALL the reasons that prevent you or members of your househ o d from using parks and recreation facilities or programs in Fort Collins more ten . M L M a DON 'T KNOW WHERE TO GO/WHAT ' S OFFERED 32 . 9 % PEOPLE EXPERIENCING HOMELESSNESS THERE 23 . 1 % TMM TOO FAR FROM OUR RESIDENCE 21 . 3 % PROGRAM TIMES ARE NOT CONVENIENT 21 . 1 % ?=' DESIRED FACILITY/ PROGRAM IS NOT OFFERED 18 . 6 % M E DON ' T HAVE TIME OR INTEREST 17 . 2 % E FEES ARE TOO HIGH 15 . 1 % cn LACK OF PUBLIC RESTROOMS 13 . 3 % PARKS ARE TOO CROWDED 12 . 1 % N AQUATICS ( LESSN . , FIT. , TEAMS ) 11 . 5 % FACILITY OPERATING HOURS NOT CONVENIENT 10 . 0 % REGISTRATION FOR PROGRAMS IS DIFFICULT 8 . 4 % NO VISIBLE PATROLLING PRESENCE 7 . 6 % Cn FACILITIES LACK RIGHT EQUIPMENT 7 . 4 % _ OTHER 7 . 4 % FACILITIES ARE NOT WELL MAINTAINED 6 . 8 % 2 POOR/UNCOMFORTABLE PARK ATMOSPHERE 4 . 7 % a USE FACILITIES IN OTHER CITIES 4 . 3 % POOR CUSTOMER SERVICE BY STAFF 3 . 5 % NOT ACCESSIBLE BY PUBLIC TRANSPORTATION 3 . 5 % M INADEQUATE LIGHTING 3 . 5 % NOT ACCESSIBLE TO PEOPLE WITH DISABILITIES 2 . 9 % a ACTIVITIES GOING ON MAKE ME FEEL UNSAFE 2 . 0 % +: I HEAR NEGATIVE THINGS ABOUT PARKS 1 . 6 % a NOT ENOUGH PEOPLE TO FEEL COMFORTABLE 1 . 4 % E FEAR OF GETTING INJURED 1 . 2 % U M Q Packet Pg . 172 2. 1 �a a L Im SURVEY RE it U) c� C Please check ALL the ways you travel to the parks and recreation facilities o at Cu you use . L Cu a 92 % Tmm 80 % Cu 69 % Cn a� a� Cn a 0 Cu a� L U m ma 9 0/ m 4 % N 2 % 1 . 4 % 0 . 8 % Cu a a� DRIVE WALK BIKE MAX BUS CAR - OTHER BIKE - E SHARE SHARE U m Q Packet Pg . 173 2. 1 a L it SURVAL REI N Please rate how supportive you would be of each of the following actions t lomm City of Fort Collins could take to improve parks , trails , and recreation facili Co � s . NEW PARK DESIGN LIK _ � YG _ _ PARK REFRESH PURCHASING & DEVELOPING NEW REPLACING AMENITIES IN KIND REPLACING W/ DIFFERENT I = NITIES L cc NOT NOT NOT a SUPPORTIVE VERY SUPPORTIVE VERY SUPPORTIVE VE � i(NOT 14 % SUPPORTIVE NOT 16 % SUPPORTIVE NOT 27 % SUPPI T TIVE SURE 56 % SURE 45 % SURE 3 E 14 % 16 % 27 % rCn 79 % 77 % 65 % � SOMEWHAT SOMEWHAT SOMEWHAT c OR VERY OR VERY OR VERY CU SUPPORTIVE SUPPORTIVE SUPPORTIVE 4 2 u d _ SOMEWHAT SOMEWHAT L SUPPORTIVE SUPPORTIVE SOMEWHAT a 23 % 33 % SUPPORTIVE 29 % a U Q Packet Pg . 174 2. 1 a L emonmL SURVI& REM it cco C The following are some of the benefits that you and your household may rE o eive from PARKS , TRAILS , RECREATION FACILITIES , AND PROGRAMS provided ' ly the City of Fort Collins . For each potential benefit , please indicate your lev of agreement . Strongly Strongly = gree + Disagree Disagree Agree a Agree IMPROVES PHYSICAL HEALTH & FITNESS 19 . 0 % TMM MAKES CITY MORE DESIRABLE TO LIVE 8 . 8 % M PROVIDES OPPS . FOR LEISURE INTERESTS I E ) 8 . 1 % Cn IMPROVES OVERALL QUALITY OF LIFE I 4n ) 8 . 1 % IMPROVES MENTAL HEALTH / REDUCES STRESS 17 . 4 % a� PRESERVES OPEN SPACE & ENVIRONMENT I ) 7 . 1 % Cn INC . PROP. VALUES IN SURROUNDING AREAS I o 7 . 0 % PROMOTES TOURISM IN CITY I 11 . 2 % a� HELPS ATTRACT NEW RESIDENTS & BUSINESSES ' 0 . 4 % M PROTECTS HISTORICAL ASSETS OF CITY 19 . 7 % M ' a INCREASES OPPS . FOR CULTURES TO INTERACT 14 . 1 % a� HELPS REDUCE NEIGHBORHOOD CRIME . 2 . 5 % Q Packet Pg . 175 City of 06 9 - 20 Fort Collins - VNO CODE pris It 1 - - - -- � . a a• 1 1 1., , es,h r "rr"• , - r ^ , Y b y r 'J {/ a' I �j J, s X b rGr - Ih �, h , . . Yrll !� '•'} G5� F L ' .� � ?1 rq • T,�,. - i� )♦ r'rt e � � ' .?�i'ir r 7 �. �.r . lz ri';� � . 5 a r �'1 � ' � A - � � �S rf�%. � " i � �V � � pp T mot; /� T'////- ,' t �y� s ? , ' 'mac Y /l+r..! ' .,_, �ytxs... Y'�.l h m[�f ,��/ � ..3.9•F '� 7+".�+ ty 1E�• r •s+ �.i� _F,r r, :' � 7.µy � , A +YT4" l l tilti yIy pi,!� .�i4 'k'4'gj"� i - r �. • (ej(' ' . �•f€" � .� ,f r. . . Jr'.' y- 1- V y�'r t � r / " l' i � , �\ . 6 .. �- i '14"`✓ '{� 'L_ 1.�, ,e 1 }"_� - -�'- �t _ �� F_ � � •• -. '�` � �� � " �� t � / �+r.l � ! � j i ' \ ���,�. may' � %�� d - � - � qt •� r '� E" 1 1 - i 1 'r( r •... / �rf ,', Fy+" ,: < , i• r � ' `;'� 3/,-\1- ti '. } ram � .2 f� .6il�d • `� �r 77rr r y }� • Y 00 ,� , 1 _ ,:s �� mot`+ k %�"% � `? !t � 1 ,�: .' ''� ,� •� Ada '�i ,y ) � • . ` ��Cf y " �q � �' � /e , ' r `.� T % Alt �_.� 2a�14 � v� ?� �„!i' T�' , �` ��`� � r ,l�y` �it � I �� FS.-• . t�, r . 1 Parks & Recreation Maste Ian A Community Se ices OLIN Packet . g 2.2 of Fort Collins ipopM • • - COUI a L m CU c 0 CU a) L U a� What feedback do Councilmembers have on the U) Y L proposed goals ? Do Councilmembers have questions or reactions to P CU the proposed holistic vision framework for public L space ? .o L 3 0 a c m E U fC a Packet Pg . 177 2.2 CityCollinsf o low FPLANNING a L Community Engagement w Open House Funding Analysis Statistically g Series 2 0 Valid Survey Strategies 1 L Open House a0i Benchmarking Series 1 Stakeholder W Our City Interviews Level of Website City Council City Council Y Best Service Work Session Work Session a 11 Practices Iq ti TOM 0 m N d L a c 'o a \ a, Project Needs Priority Final Master Initiation Assessment Setting Plan >_ Fall Winter Spring - Summer Summer - Fall U 2019 2020 2020 J 2020 Packet Pg . 178 City of ' Collins PRO SS � cc ENGAGEMENT STATISTICALLY VALID SURVEY cc TOM rm ANALYSIS 0 CL LEVEL OF OPEN HOUSES & POP - UPS SERVICE STANDARDS CORE TEAM , STAFF, BOARD MEMBERS - STAKEHOLDER INTERVIEWS . � r / POLICY MAS FRAMEWORK PL BENCHMARKING LIFE CYCLE , AMENITIES / FACILITIES INVENTORY ' REFRESH , _ BUILD OUT TRENDS AND BENEFITS ♦ . PARTNERSHIPS & FUNDING INVENTORY RECREATION ASSESSMENT ' FACILITY / DESIGN ASSESSMENT DESIGN GUIDELINES Packet . g 2.2 Fort Collins PROPOSED PLAN COMPONIM Introduction Policy Recommendations / N M • vision Strategic Directions 0 ', Context • Goals , Actions with Rationales i • Benchmarking ( integrated throughout ) W • Value of Parks and Recreation • Standards ( Level of Service , Access , Desigi • Existing Plans Y • Ongoing Planning Efforts Implementation Plan a • Demographic / Recreation Trends • Implementation Responsibilities TOM Existing Conditions and Interpretation • Partners P • Time Frames • Public Space Network N • Funding • Recreation Facilities • Trails Physical Vision Plan C. 3 • Ownership ( Other Parts of the System ) a Appendices • Programs E Summary of Engagement and M Interpretation a M - moll=* Packet Pg . 180 2 .2 Fort Collins a L m m c 0 m a) L U a� ca Y L a Our Understand . J a 0 Zw m W L a 'o Q. L a� 3 0 a c m E U m a Packet Pg . 181 2.2 Fort Collins M wm � W� �HISTORY = • ' M a 1873 - 1962 : Pre Plan Era M - - - - - - - - - - - - - - - - - - - - - - - - O Public Space Acreage 1 d i 50000 V 45000 ' O 40000 T 35000 fC 30000 T N - Y 25000 1952: City Park Pool L 20000 • d 15000 10000 TOM 5000 mlm5,652 - - - - - - 1873 1963 1974 1988 1996 2008 2019 O • Rec Facilities — Parks M C N 1873 - City of Fort Collins is established a 1937 - Recreation Commission forms +� O Q. 3 O E U M a Packet Pg . 182 2.2 Fort Collins M wm � W� � • ' • ' M a 1963 Parks & Recreation Plan - 1973 CU - - - - - - - - - - - - - - - - - - - - - - - - O Public Space Acreage 1 d i 50000 U 45000 40000 35000 M 30000 T h W - 25000 Y L 20000 �i 15000 10000 8.411 l2 i ti O 5000 1873 1963 1974 1988 1996 2008 2019 O cc • Rec Facilities — Parks cc C _ U N 1873 - City of Fort Collins is established a 1937 - Recreation Commission forms + 1963 - First Parks & Rec Plan O Q. O E U - - - - - - " cc a Packet Pg . 183 2.2 Fort Collins M wm � W� � • ' • ' M a 1974 Open Space Plan - 1987 N O Public Space Acreage 1 d i 50000 U ' O 45000 40000 TMill 35000 M 30000 T 1978: North Aztlan CC N • Y 25000 L • 1974: Mulberry Pool a 20000 - 15000 10000 i9,600 f r 5000 ,L 1987: EPIC _ - �i 1873 1963 1974 1988 1996 2008 2019 O • Rec Facilities — Parks C C U IF N 1873 - City of Fort Collins is established a 1937 - Recreation Commission forms , + 1963 - First Parks & Rec Plan O SZ 1974 - Open Space Plan is written, trail system is planned _ y O a E U - - - - - - " CC a Packet Pg . 184 2.2 Fort Collins M wm � W� �HISTORY = • ' M a 1988 Parks & Recreation Plan - 1995 M - - - - - - - - - - - - - - - - - - - - - - - - O Public Space Acreage 1 d i 50000 U O 45000 P 40000 35000 . f0 30000 • Y 25000 L 20000 F • • d 15000 ~� 11,683 10000 � 5000 476 _ Al • �' 1995: Senior Center S= 1873 1963 1974 1988 1996 2008 2019 0 O • Rec Facilities — Parks — Natural AreasrM U N 1873 - City of Fort Collins is established d 1937 - Recreation Commission forms +. 1963 - First Parks & Rec Plan O UM 1974 - Open Space Plan is written, trail system is planned y 1988 - Parks & Rec Plan p 1992 - Natural Areas Program is established d E L - - - - - - - - - - - - - - - - - - - - - - - - U - M +, _ a Packet Pg . 185 2.2 Fort Collins M wm � ORW� niiiiii, = • ' M a 1996 Parks & Recreation Plan - 2007 M - - - - - - - - - - - - - - - - - - - - - - - - O Public Space Acreage a d i 50000 V CID 45000 } �P 40000 409551 7 35000 fC 30000 � i Y 25000 20000 a r., a 15000 10000 ' ti 5000 + ' TOM v1 ; 765 � T 1873 1963 1974 1988 1996 2008 2019 • Rec Facilities — Parks — Natural Areas N 1873 - City of Fort Collins is established 1pltl 1937 - Recreation Commission forms \ Oq y � 1963 - First Parks & Rec Plan O SZ 1974 - Open Space Plan is written, trail system is planned - - - UM 1988 - Parks & Rec Plan p 1992 - Natural Areas Program is established - d 1996 - Parks & Rec Plan r ' 1 r Ir Q 1 Packet Pg . 186 2.2 Fort Collins M wm �HISTORY = • ' a 2008 Parks & Recreation Plan - 2020 - - - - - - - - - - - - - - - - - - - - - - - - 0 Public Space Acreage a d 50000 V s 45000 _- - - - - 7 - - - - CID - 40000 35000 30000 , 9 r �, '" N 'he25000 • 20000 t ! ` • a 5 a 15000 10000 FTOM 5000 L 861 1873 1963 1974 1988 1996 2008 2019 0 • Rec Facilities — Parks — Natural Areas it �^t r �`'^ 0 I 2016: Footh Is >i� tivit�yr Cgs _ _ • N 1873 - City of Fort Collins is established �► + ■ , `'^ d 01 ,1 1937 - Recreation Commission forms 1963 - First Parks & Rec Plan y }. Q 1974 - Open Space Plan is written, trail system is planned -- 1988 - Parks & Rec Plan � _ 3 - i d 1992 - Natural Areas Program is establishedlie ; a' 1996 - Parks & Rec Plan ✓ E 2008 - Parks & Rec Plan � ,_ Y , «J- V 2013 - Paved Recreation Trail Master Plan ��/ %` � • '__ 2014 - Natural Areas Master Plan y Sources Esn, USGS. NOPA Packet Pg . 187 2.2 FCi6rt CollinsCo ' mpg LEVEL OF SERI r d L City Plan - 10 minute walk to public space O WHERE WILL WE FOCUS OUR EFFORTS? L u d l Emission Reduction Progress & Targets IX 2017 MCI emit heat. scientists attribute a 23 million _ warming of Carl atmosphere 21 million to an increase in GHGs. 2020 , 20% to mmmo arooraoN Core?What is Y emitted naturally and frome 80% emucriox i E and heat (a g . coal. natural gas.gasoline and . . Globalaso.oao _... _..... 2030 . •.warming contributions from -" ' ; represents' : equivalent. that Zola TOM Policies seek to increase the amount of potential -have the same lobal number of residents who have o • WITTK'E? access to natural areas , parks and / come from... or open space within a 10 - minute y 24% - Ground travel 21% - Natural gas walk of their home , emphasizingWater-related factors USTAINABLE VIDECRE, a ' existing gaps and areas planned Changes recommended in this City Plan update reflect a focus on: for intensification . , CL , Prioritizing pragmatic, positive =Transition from fossil fuel to Coordinating clim a atlaPtation and cost-effective solutions renewable-energy systems and resilience p nning efforts Policies seek to ensure Focus on policies and City Plan pro as a coordinated 0 affordability, reliability infrastructure to transition and cokes' set of policies a and sustainability in their electricity sources, natural gas to supp ongoing climate implementation. use in buildings and petroleum call ion and resilience planning a Promoting sustainable for transportation to renewably th ghout the community �..r development practices supplied electricity ncreain access to Policies seek to reduce net energy .Aligning land use and and water use in new and existing transportation decisions Policies seek to increase the development. The Structure Plan and number of residents who have •Water resources Transportation Plan work in access to natural areas, parks antl/ Policies seek to ensure that water tandem to promote development or open space within a 10-minute V is used wisely and our community Patterns and transportation walk of their home, emphasizing tQ is prepared for a changing climate. behaviors that reduce VMT. existing gaps and areas planned for intensifical on 4111111 FORT COLLINS CITY PLAN l Q Packet Pg . 188 2.2 Ci tyF6rt CollinsCo ' LEVEL OF SERI a L Areas within a 10 minute walk of N Parks and Natural Areas C L V ■ Parks i A - r K Natural Areas Y f � � r _I '~ CD 1t 1 c # AL m y L a ! , Q MI F - O Q a I— c • m E e Q Packet Pg . 189 2.2 Fort Collins mvww� mmw� momm"' LEVEL OF SERI a Areas within a 10 minute walk of N Parks and Natural Areas L ■ Parks = ■ Natural Areas - Y L � IL sib I TOM Gaps 000 � N a Ilk Packet Pg . 190 2.2 F6rtciC pins 0 LEVEL OF SERI a Areas within a 10 minute walk of N Parks and Natural Areas L V ■ Parks - _ N ■ Natural Areas - Y r Gaps 0 IL MI � N Ca UL Q Packet Pg . 191 2 .2 Fort Collins = IMAGEABI a L How is the city ' s public space network represented ? 0 ', M L IA .v 410, iU Iti � � ! - - _= S Ml- L a� 3 Visit Fort Collins City of Fort Collins City of Fort Collins Fort Collins Chamber of Coma rce Natural Areas Trail Map a� E U M a low - - - Packet Pg . 192 2.2 Fort Collins - IMAGEABI a What does the city ' s image of public space want to be? M 0 .O= CU ---------- MIX It TOM a 7 J 0 1 +, 4FO -_ ch e Q. aD 3 Visit Fort Collins City of Fort Collins City of Fort Collins Fort Collins Cha 0 er of Natural Areas Trail Map Commerc a� E U M iA6 Packet Pg . 193 2.2 Fort Collins m a Boston ( 1878 - 1896 ) Minneapolis ( 1916 ) N 0 _ m _ MAP OF a) T N�INIEAPOLIS u PARK SYSTEM Irr ogoIt \ = It. gIg N - a Mre� O ti � 1 EMERALD ........ AMAICA - —'-"— — / ( �, Rrveaa'Av _ NECKLACE___......_ ._ POND TOM 1 cs •• .,�. O PIPAM �vi�ax t \ v RLE ARNOLD • ! —' BACK BAY FENS ARBORETUM . . A ; S� ems , t -.. ,. ....u.v. . .w©.w��.x,.�.®. _ ^�— Ch cc r Q� :T FRANKED; "�. LL PARK ✓' ",® 1 i / C too 0 LEGEND �'. " • mi. ® O` ..n._ norcaam PUBLIC . BOSTON m .n.cwa GARDEN COMMON 3 a m a Packet Pg . 194 2.2 F6rtcity Collins c a L Philadelphia N 0 L t.. _ate I`h11 ' • y N 44 rr . vs3 15 , rI .5 - :.itA -IJ... JnL . ..n.Nf ■ � L ; l: �> ti tit T S • . . . [ � � F a ♦ � � ' . r p � • a 1I iil , ` I SS . ya bl . . [ U1 = > , : .. Of AMP FU CA ] o . 4 ++ I�I M 1�. , . , It „ I�l JJJJJ I1 , 1101 St. . . L.L •E ! . ! }' , 444 t 1 . ' tr ` 4 N n n - n do a 1 J4, i � E • a u r a Packet Pg . 195 2.2 Fort Collins a San Antonio Cu Cu $ - � M � 0 IYlfy�•,1d1N. � V I cc ..r . .arw M1 .an. m TOM cc Iz am L V P p a� 001, feW O a • Y�IW Q Lak.V 11.p u) �. fC Packet Pg . 196 2.2 Fort Collins CONCEPTUALpw� _ J a L Fort Collins - Complete System ? Cu _ 0 ', �- Cu L _ + . M 1 J a , Y L a JLTOM a (7) �,g _ O Zw cc a� • cn a� L a ti O Q. 3 O � � a _ m E U fC a Packet Pg . 197 2 .2 Fort Collins Pogo VISION HIERAmr' a m m c o 4 ► CEVIS101y u PUBLIC MEN w Y 4TOM L ti rn 0 m c a� UN d L NATURAL TRAILS PARKS & STORMWATER FOCO POL a tE 400 AREAS MASTER MASTER PLAN RECREATION MASTER PLAN CREATES SCH c ) L om PLAN VISION VISION MASTER PLAN VISION VISION DIST PT VISION We o N a m E U m a Packet Pg . 198 2.2 Fort Collins VISIONDRAFT a m c 0 m U a c Parks , trails , and recreation facilities in Fort Collins are an invitation to all residents to sustain and build TOM wellness , curiosity, innovation , and community - 0 as part of the city ' s iconic , interconnected network of public space . a 'o Q. a 3 0 a c m E U M CA Packet Pg . 199 2.2 FCi6rt CollinsCo ' WWWWF- www� FWWW CITY ORGANIZA7 a L COMMUNITY SERVICES N John Stokes * 0 m L V LL PARK PLANNING & New • NATURAL AREAS CULTURAL OPER , N ON DEVELOPMENTSERVICES SERV Y ES Mike Calhoon Bob Adams Kurt Friesen Zoe Shark * Jim McDonald Ken M (L ion on Director Director Director Director Director Dire ti r r • Maintenance Programming Purchasing land , • Purchase & • Manages Gardens • Indoor f lity - Parks - Indoor water rights manage Natural on Spring Creek mainten ,0 : e - Trails - Outdoor Design of new Areas • Manages Cultural - Medians Manages parks • Nature - based Centers and Public - Street Trees recreation Build new paved education Art 0 programming Manages a)• Outdoor Facility facilities trails a • Nature in the City Community +, Scheduling Development • Natural Area Gardens • Park Rangers Review Rangers a L 4) 3 0 Parks a Forestry c Golf E Cemetery U * 1 Q % rim Packet Pg . 200 2 .2 Fort Collins a L m M c 0 M a) L u a� ca Y L En a ement to D . te J J 0 Zw M U) L a c 'o Q. L a� 3 0 a c m E U M cAi Packet Pg . 201 2 .2 Fort Collins ENGAGEM a Who we have spoken with N Organizations ( Stakeholders ) M 61 U • Bicycle Colorado • Liberty Charter School W ma • Bike Fort Collins • Northern Colorado Disc Golf Y L • CSU • Overland Mountain Bike Association a • Cycles for Youth • Poudre School District TOM • Downtown Business Association • Rocky Mountain Adventures o • Downtown Development Authority • Tennis Association • Fort Collins Areas Swim Team • Triple Crown Sports a • Fort Collins Baseball Club • Twin Silo BMX o CL • Fort Collins Running Club • University Bike Advisory Committee 3 0 • Fort Collins Ultimate Frisbee • Visit Fort Collins a • Fort Collins Womens Hockey • YourGroupRide . com E U • Larimer County Dept of the Built Environment a MW Packet Pg . 202 2 .2 Fort Collins ENGAGEM M a Statistically Valid Survey Native American N % Asian: 3.4% � Other: 3.51k M Black: 1 .6% i C O CU Target Responses : &) U 0 U Responses Obtained : 45 11 White: 88.9% a TOM rn City Breakdown O Confidence Level : 5 / Asian: 3% Native America, a 10 Other: 1 % � Black: 2% Precision : • 433 % .o UM U 3 O a II c White: 91 % L U M a Survey Breakdown Packet Pg . 203 2 .2 Fort Collins _ � a How important are quality parks , paved trails , recreation facilities , and pro ! CU ams to the identity of Fort Collins? 'Z CU U MINIMALLY 2 % NOT IMPORTANT SOMEWHAT 1 % cc a 12 % ti rn _ 0 cc 97 % i= 'o SOMEWHAT OR VERY Q- IMPORTANT 3 0 a _ m VERY C U IMPORTANT cc 85 % a MM Packet Pg . 204 2 .2 Fort Collins a Which FOUR of the OUTDOOR FACILITIES are MOST IMPORTANT to yourCU household ? ', CU 1st Choice 3rd 4th PAVED, MULTI - USE TRAILS 6 % HIKING TRAILS 57 . 5 % NAT. AREAS/WILDLIFE HABITAT ' 52 . 6 % UNPROGRAMMED SPACES 38 . 2 % a DOG PARKS DOWNTOWN PARKS & PLAZASTOM COMMUNITY GARDENS WATER PLAY FEATURES 12 . 9 % RECTANGULAR SPORTS FIELDS 9 . 8 % MOUNTAIN BIKE COURSES 9 . 0 % PARK SHELTERS/PICNIC AREAS 8 . 6 % a TENNIS COURTS 5 . 9 COURTS ( P=/H - BALL, BOCCE) ■ 4 . 9 % �. DIAMOND ATHLETIC FIELDS 4 . 1 % 3 RENTABLE EVENT SPACE 3 . 7 % a° BIKE PARKS 2 . 9 % OTHER 2 . 9 % BASKETBALL COURTS 2 . 5 % U SKATE PARKS Li 2 . 0 % a VOLLEYBALL COURTS 1 . 8 % Packet Pg . 205 2 .2 Fort Collins m - a Which FOUR of the INDOOR FACILITIES are MOST IMPORTANT to your household ? ', m 1st Choice 2nd 3rc ' Imm U SWIMMING POOL 38 . 6 % w ma EXERCISE & FITNESS EQUIP. 38 . 2 % WALKING/JOGGING TRACK 27 . 6 % Y L LAP POOL 20 . 1 % a INDOOR WATER PARK ti MULTI - PURPOSE GYMS o� INDOOR COURTS SPACES FOR FITNESS/DANCE � m SPACES FOR MEETINGS/PARTIES 12 . .5 % ARTS, CRAFTS, GAMES ROOMS 9 . 0 % a HEALTH CLINIC 8 . 8 INDOOR SPORTS FIELDS 7 . 8 % �. DINING 6 . 8 % 3 CLASSROOM SPACES E 6 . 7 % a° MAKER SPACES F 5 . 1 OTHER L[ 2 . 3 % C DESIGN LABS 2 . 2 % COMPUTER ROOMS ITT 2 . 0 % a Packet Pg . 206 2 .2 Fort Collins a Which FOUR of the PROGRAMS OR ACTIVITIES are MOST IMPORTANT to } ur household ? ', 1st Choice 2nd 3rd _ 4th a NATURE (OUTDOOR REC . & ED . ) 43 . 8 % a SENIORS ( 50 + ) 33 . 3 % FITNESS/WELLNESS 30 . 9 % o SPECIAL EVENTS/ FESTIVALS hm 29 . 9 % Y 18 . 0 % a SPORTS LEAGUES 17 . 0 % YOUTH & FAMILY 16 . 0 % TOM ti rn ENVIRONMENTAL STEWARDSHIP 13 . 5 % ARTS & CRAFTS CLASSES 12 . 1 % Zw VOLUNTEERING 11 . 2 % FARM & GARDENING 9 . 8 % n EARLY CHILDHOOD 8 . 6 % a STEM PROGRAMS 8 . 2 % i= TEENS 7 . 8 % �. HISTORY LM 6 . 3 % 3 SPORT DROP- IN PLAY 5 . 5 % a° INCLUSION SUPPORT FOR DIS . 3 . 9 % SPECIALIZED PROG . FOR DIS . 3 . 9 % ICE SKATING ( LESSN ., CLIN ., TM . ) 3 . 9 % U COMPUTER ACCESS 1 . 2 % a OTHER 1 . 2 % Packet Pg . 207 2.2 City of Fort Collins , GEM What Improvements would encourage you to walk or bike to more , parks Public Op n Housesljw _ ` rk 1 ��\ N a Q I dd y �r �r • • . • • • 4• _ - - — _ v r - Packet Pg . 208 2.2 Fort Collins WFFWW� ENGAGE a L d Pop Up Engagement y • Foothills Mall • Visit Fort Collins • Library CIO c N R Y TOM p a t Describe Fort Collins parks and recreation in three words. "'^^ //V(n tlrynM AM ro sp . a m w;n9 mprovrmenrs Ic Parks and ' -+ +�tt-r e.. s: w r pia you anocare ro eacn? Describe Fort Collins parks 8, Describa los parpues y la recreation de Fort Collins en tres palabras. J •' ° ^"• ' ^^^ '-+^ `-• - ^ ..rid G M � L r:d Franl// b.t r.recn I ir�4. >,.;;. ■ Tell us 0 .O Sere! 0 ` L- r L r � 3 ■ - G Om Ira e it i Y - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - u R6Creat R -=Ivothills Mall • • Q 3 Packet Pg . 209 City of ' Collins PRO SS � cc ENGAGEMENT STATISTICALLY VALID SURVEY LEVEL OF OPEN HOUSES & POP - UPS SERVICE STANDARDS CORE TEAM , STAFF, BOARD Ell - STAKEHOLDER INTERVIEWS • , POLICY MAS ANALYSIS TOM FRAMEWORK PL BENCHMARKING LIFE CYCLE , REFRESH , AMENITIES / FACILITIES INVENTORY BUILD OUT TRENDS AND BENEFITS - ANA PARTNERSHIPS & FUNDING INVENTORY - RECREATION ASSESSMENT am FACILITY / DESIGN ASSESSMENT DESIGN GUIDELINES Packet Pg . 210 2.2 Fort Collins FRAMEWORKPOLICY ' a m LOS ANGELES RIVER MASTER PLAN .. 0 CU 0 WHAT Goal 6 . Provide equitable , inclusive , an ideal future state and safe access to parks and trails . N Y L WHY rationale In online surveys , the top two activities a that people participate in along the river are walking ( 53 % ) and bicycling ( 40 % ) , yet the top two reasons people do not visit o the river are safety concerns ( 48 % ) and lack of activities ( 46 % ) . This is apparent = a� when looking at available parks and trails . Many cities along the LA River do not meet a the World Health Organization ' s minimum o standards of 2 . 2 acres of parks per thousand ? people , and only 31 of the river ' s 51 miles o have trails . a a� E U fC a Packet Pg . 211 2.2 Fort Collins FRAMEWORKPOLICY ' a m LOS ANGELES RIVER MASTER PLAN .. 0 CU 0 WHAT Goal 6 . Provide equitable , inclusive , an ideal future state and safe access to parks and trails . N Y L a Actions6 .1 . Fill gaps to create a that move towards the ideal state connected system of multi - 0 modal trails . CU a 6 .1 .1 . Complete missing sections of the LA Methods River bike path . o specific implementation steps for actions �- 6 .1 . 2 . Complete planned county and 3 municipal trails that connect to the LA a° River, such as the Compton Creek trail a� E U fC a Packet Pg . 212 2.2 Fort Collins FRAMEWORKPOLICY ' a m LOS ANGELES RIVER MASTER PLAN .. 0 CU 0 WHAT Goal 6 . Provide equitable , inclusive , an ideal future state and safe access to parks and trails . N Y L a Actions6 .1 . Fill gaps to create a that move towards the ideal state connected system of multi - 0 modal trails . CU WHO parties responsible for Implementation Department of Parks and Recreation a potential implementation partners municipal parks and recreation departme 'o Q. HOW existing funding sources capital budget 3 0 potential new funding sources Lower LA River Parks District a a� WHEN timeframe long - term ( 0 - 20 years ) E U fC a Packet Pg . 213 .r Parks Recreation Tram - J .O fit' ' , >� 8 t f . k ,:ri%yr-' . ���� -_ '1 � 1 I�i.. •FORT Resources Funding Partnerships O & 1191C., _ • . _ , = Recreator - ■ IF all 6 Id r' kr. . s Economic - Health Communication Design Safe [CPac t - . 2.2 Fort Collins NPI!M - - . _ a L Fort Collins has fewer programs in a mature stage and more programs in the CU saturated and decline phases of their life cycle than is best practice . a 0 'Z CU L _ Y L cc a TOM m _ 0 Zw CU a� 0 a� L a _ 'o Q. L a� 3 0 a _ m E U fC Q observation / analysis 04 stakeholder conversations public input a Packet Pg . 215 2.2 Fort Collins NPI!M - - . _ a L Fort Collins has fewer programs in a mature stage and more programs in the CU saturated and decline phases of their life cycle than is best practice . a 0 Facility availability is hindering city program and club growth , particularly fiel i , indoor spaces , ice , pools . _ Y L cc a TOM m _ 0 Zw CU a� 0 a� L a _ 'o Q. L a� 3 0 a _ m E U fC Q observation / analysis 04 stakeholder conversations public input a Packet Pg . 216 2.2 Fort Collins NPI!M - - . _ a L Fort Collins has fewer programs in a mature stage and more programs in the CU saturated and decline phases of their life cycle than is best practice . a 0 Facility availability is hindering city program and club growth , particularly fiel i , indoor spaces , ice , pools . 41 % of residents haven ' t participated in recreation programs in the past year. Y L cc TOM ti m _ 0 Zw CU a� 0 a� L a _ 'o Q. L a� 3 0 a _ m E U fC Q observation / analysis 04 stakeholder conversations public input a 3Mq Packet Pg . 217 2.2 Fort Collins NPI!M - - . a L Fort Collins has fewer programs in a mature stage and more programs in the CU saturated and decline phases of their life cycle than is best practice . a O Facility availability is hindering city program and club growth , particularly fiel i , indoor spaces , ice , pools . C, L 41 % of residents haven ' t participated in recreation programs in the past year. Y L City Council is interested in maker and innovation spaces . a IV Facility fees are low compared to other communities ; groups would pay morETOM —A, ` 88 % of those who have participated rate programs as excellent or good . ( Mor 1P CU people in the east central area and fewer people in the southwest rate them E excellent . ) L a 90 % of people who have visited rate the physical condition of recreation facil o Ds as excellent or good . ( Fewer people in the northeast and southwest rated the as 3 excellent . ) a Q �� �� Three of the most important indoor facilities are related to aquatics — pools , IE 2 pools , and water parks — followed by exercise and fitness and walking tracks . CU Q observation / analysis 04 stakeholder conversation ._ public input a Packet Pg . 218 2.2 f wp�Fort Collins PROPOSED a GOAL N Provide equitable access to recreational experiences . CU LM �, • Provide recreational amenities o according to level of service standards . U • Expand year - round usability of existing a recreational amenities . c� s • Strive for universal access . o • Ensure program offerings continue to a respond to changing user needs . �' • Continue to expand access through the 3 Mi ° reduced rate program and adaptive a z recreation � w U OCU a a Packet Pg . 219 .r �(r 4 a f WL At Parks Recreation Trail Provide equitable access to parks. Provide equitable access to Expand the active t ortation recreational experiences, network to support a s to parks and recrea If �/ ' �-- ' �,1``�I♦i < tii y� l � � �.� i a.- . �. y � R � �t.� � ppR j � t 6666 IN 04 s► .rc... I ..� . 'J • _ ice :.sy.- . ^A' 4 - - . w _ .. . . .,+"L a � � �' 'FORT COyuns. • 1 -� � � - L.d�:.�. - a • Resources Funding Partnerships O & Protect and enhance natural and Ensure the financial sustainability of Strengthen partnerships to leverage Ensure parks, paved trail d recreation historic resources in parks, and parks and recreation , resources for mutual benefit , facilities are operated aintained increase related activities, efficiently and to defi tandards. , a • Recreator - . Fort Cotllns • '�0 . .:•,:✓. ^ Vol Economic Health communication Design Safet Promote the synergy between parks, Improve marketing and Elevate the design and connection Continue to enhanc fety and recreation, and economic health , communication to enhance operations to nature in parks and recreation security in all parks facilities, and user satisfaction. facilities. IPacket - . 2.2 CityCollinsf o low FPLANNING a L Community Engagement w Open House Funding Analysis Statistically g Series 2 0 Valid Survey Strategies 1 L Open House a0i Benchmarking Series 1 Stakeholder W Our City Interviews Level of Website City Council City Council Y Best Service Work Session Work Session a 11 Practices Iq ti TOM 0 m N d L a c 'o a \ a, Project Needs Priority Final Master Initiation Assessment Setting Plan >_ Fall Winter Spring - Summer Summer - Fall U 2019 2020 2020 J 2020 Packet Pg . 221 2.2 Fort Collins VISIONDRAFT a m c 0 m U a c Parks , trails , and recreation facilities in Fort Collins are an invitation to all residents to sustain and build TOM wellness , curiosity, innovation , and community - 0 as part of the city ' s iconic , interconnected network of public space . a 'o Q. a 3 0 a c m E U M a Packet Pg . 222 2.2 Fort Collins FUNDING ANAL _ a m M Capital Investment M Park and Operations & Lifecycle New Parks and Replacement Facility Facilities Maintenance Refresh N Y L a ti M _ 0 1P M a� 0 a� a _ 'o Q. a� Total • • o a Ownership m E U M a Packet Pg . 223 2.2 of Fort Collins ipopM • • - COUI a L m CU c 0 CU a) L U a� What feedback do Councilmembers have on the U) Y L proposed goals ? Do Councilmembers have questions or reactions to P CU the proposed holistic vision framework for public L space ? .o L 3 0 a c m E U fC Ai Packet Pg . 224 2.2 Fort Collins _ a L d N Parks : Provide equitable access to parks . Recreation : Provide equitable access to recreational exp & ces . ea Trails : Expand the active transportation network to suppo ccess to parks and recreation . Resources : Protect and enhance natural and historic resoL o Ls in parks , and increase related activities . What feedback do Y Funding : Ensure the financial sustainability of parks and rE a ration . Co u n c i l m e m b e rs have on the Partnerships : Strengthen partnerships to leverage resourc or proposed goals ? mutual benef rM it . O & M : Ensure parks , paved trails , and recreation facilities < a operated and maintained efficiently and to defined standa . N Economic Health : Promote the synergy between parks , re a ation , and economic health . 'o Communication : Improve marketing and communication t nhance operations and user satisfaction . o a Design : Elevate the design and connection to nature in pa and recreation facilities . M Safety: Continue to enhance safety and security in all part u ind facilities . Q • Packet Pg . 225 2 .2 Fort Collins a L m M c 0 M a) L pVgLIC SPACE VIS10 W Y L M Do Councilmembers have TOM questions or reactions to 0 the proposed holistic vision NATURAL AREAS TRAILS PARKS & STORMWATER FOCO arm) )OUDRE RECREATIONframework for public space? MASTER ASTER VISION AN MASTER PLAN AN MASTER PLAN MAVIS ON AN CVISIONS a IISTRICHOOLCT VISION a VISION 0 a L 3 0 a c m E U M ::!!!Elilillpllllllllllllir Packet Pg . 226 City of • Fort Collins AGENDA Wade Troxell , Mayor City Council Chambers Kristin Stephens , District 4 , Mayor Pro Tern 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 June 9 , 2020 6 : 00 p . m . PUBLIC PARTICIPATION FOR COUNCIL MEETINGS There will be three fewoptions for people who would like to participate in the meeting : • Live via the telephone , • Live via the Zoom online meeting , Love in Ge unnil Chambers , • By submitting emails to CityLeaders(aDfcgov. com . All options will be available for those wishing to provide general public comment, as well as public comment during individual discussion items . PUBLIC PARTICIPATION ( PHONE OPTION ) : • Dial public participation phone number, 1 -346-248-7799 . • Enter the Meeting ID for the June 9 meeting : 982 4141 6497 followed by the pound sign (#) . • You can also find this information for participating by phone on the City's home webpage by clicking on the " Remote Public Participation Instructions" link shown near the top of the page . • The meeting will be available beginning at 5 : 15 p . m . Please call in to the meeting prior to 6 : 00 p . m . , if possible . For public comments , the Mayor will ask participants to indicate if you would like to speak at that time — phone participants will need to press *9 to do this . Staff will be moderating the Zoom session to ensure all participants have an opportunity to address Council . Once you join the meeting : • DO NOT Watch/stream FCTV at the same time due to streaming delay and possible audio interference . PUBLIC PARTICIPATION (ONLINE) : Individuals who wish to address Council via remote public participation can do so through Zoom at https : //tinyurl . com/fccouncilmeeting202O , The link and instructions are also posted at www.fcgov. com/councilcomments , Individuals participating in the Zoom session should also watch the meeting through that site , and not via FCTV, due to the streaming delay and possible audio interference . City of Fort Collins Page 1 The Zoom meeting will be available beginning at 5 : 15 p . m . on the day of the meeting . Participants wanting to ensure their equipment setup is working should join prior to 6 : 00 p . m . For public comments , the Mayor will ask participants to click the " Raise Hand " button to indicate you would like to speak at that time . Staff will moderate the Zoom session to ensure all participants have an opportunity to address Council . In order to participate , you must: • Have an internet-enabled smartphone , laptop or computer. • Using earphones with a microphone will greatly improve your audio experience . • Join the Zoom meeting . • You can find the link on the front page of the agenda or on the City's home webpage at www. fcgov . com . ■ If you use the City' s home page , simply click on the " Participate remotely in Council Meeting" link shown near the top of the page . • Please remember to not watch/stream FCTV at the same time due to delays and possible feedback issues . PUBLIC PARTICIPATION (VIA EMAIL) : Individuals not able to participate by phone are encouraged to participate by emailing general public comments you may have to CityLeaders(&fcgov. com . If you have specific comments on any of the discussion items scheduled , please make that clear in the subject line of the email and send prior to the meeting Tuesday evening . PUBLIC PARTICIPATION ( IN PERSON ) : • There will be no in-person participation for the Adjourned Meeting scheduled for Tuesday, June 9, 2020. In-person participation will be an option for the Regular Council Meeting scheduled for Tuesday, June 16, 2020. WATCH THE MEETING : • Anyone can view the Council meeting live on Channels 14 and 881 or online at WWW.fcgov.com/fcty. Documents to Share : If residents wish to speak to a document or presentation , the City Clerk needs to be emailed those materials by 4 : 00 p . m . the day of the meeting . Note : Only individuals who wish to address Council should use the Zoom link or call in by phone . Anyone who wants to watch the meeting , but not address Council , should view the FCTV livestream . VIEW LIVE STREAM 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 Council Rules of Conduct in Meetings 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 . City of Fort Collins Page 2 • CALL MEETING TO ORDER • ROLL CALL 1 . Staff Report: Discussion to follow up on items related to homelessness and preliminary considerations for an Emergency Ordinance authorizing limited camping on private property. (staff: Jackie Kozak-Theil , Beth Sowder) Following the Council discussion on June 2 , 2020 regarding the closure of Northside Aztlan Community Center as a temporary shelter on June 19 , 2020 , this staff report will provide an overview of items related to homelessness and preliminary considerations for an Emergency Ordinance which would authorize limited camping on private property. It will include potential components , parameters , and other considerations about an Emergency Ordinance as well as updates on non-congregate shelter options and access to services and sanitation amenities . • OTHER BUSINESS 1 . Metropolitan District Policy • ADJOURNMENT City of Fort Collins Page 3 City of • F AAOVWF&F6rt Collins AGENDA Wade Troxell , Mayor Council Information Center ( CIC ) Kristin Stephens , District 4 , Mayor Pro Tern 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 June 9 , 2020 (After the Adjourned Council meeting , which begins at 6 : 00 p . m . ) • CALL TO ORDER, 1 . 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. 2 . Parks and Recreation Master Plan . (staff: John Stokes , Honore Depew; 15 minute presentation , 45 minute discussion ) This item meets the following COVID- 19 emergency priority for being on the Council agenda : • Priority 4 - substantially complete and has included significant community outreach . Council direction at this time will help ensure that work does not have to be redone and can continue to move forward . The purpose of this item is to provide an update and seek feedback on the Parks and Recreation Master Plan , including proposed goals and vision statement as well as an overview of community outreach . An overview of the Master Plan process and findings will be presented by Andrew Dobshinsky, Associate Planner with The Olin Studio . • ANNOUNCEMENTS . • ADJOURNMENT. City of Fort Collins Page 1 DATE : June 9 , 2020 STAFF : 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 (Attachment 1 ) , 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 the 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 to address both the short-term and potential long-term finances of the organization . This work session provides Packet Pg . 2 June 9 , 2020 Page 2 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 taxpayers 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 • 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 Packet Pg . 3 June 9 , 2020 Page 3 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 , 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 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 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 2 ) , an electronic format - < https ://pfaannualreport . com/> (available soon ) - and a Statistical Report (Attachment 3 ) , 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 , Packet Pg . 4 June 9 , 2020 Page 4 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 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 . Packet Pg , 5 June 9 , 2020 Page 5 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 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. In addition to the 2019 Annual Reports , PFA staff has attached a timeless marketing piece , entitled Get to Know the Poudre Fire Authority (Attachment 4) , that explains the benefits of the Authority , the services provided by PFA, the governance structure of the PFA, and a map of PFA's service area . This marketing piece will be used similarly to the annual report and is marketable for a longer time period than an annual report. ATTACHMENTS 1 . 2014 Amended and Restated IGA Establishing PFA ( PDF ) 2 . 2019 Annual Report ( PDF ) 3 . 2019 Statistical Annual Report ( PDF ) 4 . Get to Know the Poudre Fire Authority ( PDF ) 5 . PowerPoint Presentation ( PDF ) Packet Pg , 6 ATTACHMENT 1 AMENDED AND RESTATE t= 0 1NTIItG0VERNMENTAL AGREEMENT C ESTABLISHING THE POUDRE FIRE AUTHORITY _ a THIS AGREEMENT, entered into this LC day of Tw j ti , 2014, pursuant to 0 Section 294 -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 Q VALLEY FIRE PROTECTION DISTRICT, Larimer County, State of Colorado, hereinafter L referred to as the "District" . a� L WITNESSETH: �0 o) TOM WHEREAS, the parties to this Agreement have entered into previous intergovernmental N 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 a the POUDRE FIRE AUTHORITY; and a 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 w 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. N d NOW, THEREFORE, in consideration of the mutual covenants and obligations herein expressed, it is agreed by and between the parties hereto as follows : a� ARTICLE I E GENERAL PROVISIONS a qq TOM islereel "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 a 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 Q calendar year, provided said termination shall be no sooner than twenty-four (24) months after service of the written notice of termination. 1 Packet Pg . 7 1 . 1 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 a 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 a Article 1 , Title 32, C .R. S ., within the respective territorial limits of the parties (collectively, the L "Fire Rescue Services") . ° 1 . 3 . Nature of the Authority. The Authority is a separate legal entity organized a pursuant to Section 29- 1 -203 (4), C . R.S . In carrying out its purposes, the Authority will observe M and comply with statutes and laws applicable to the District and the City, including, but not a limited to Parts 1 , 5 , and 6 of Article 1 , Title 29, C.R. S . , regarding budget preparation, o accounting, and auditing; and Part 4 of Article 6, and Parts 2 and 3 of Article 72 as applicable to a, the Authority, and Article 10 of Title 24, C .R. S ., regarding open meetings, open records, N 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. a um 1 .4 . Governing Board . The Authority shall be administered by a governing Board of a 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 n 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. w Q A. All appointees and terms of appointment shall be at the discretion of the Ma appointing entity. �a N B . All vacancies on the Board shall be filled by the appointing entity . 1 . 5 . Meetings of the Board . a� A. Regular Meetings. The Board shall provide for regular meetings at a time and place fixed by resolution of the Board . Q TOM B . Special Meetings. Special meetings may be called by the Chair of the N 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 E 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 Q 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 2 Packet Pg . 8 1 . 1 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 0 CL law. W D . Electronic Attendance. If approved by the Board, the Board members may participate by telephone or other technology that allows them to a participate in a meaningful manner, so long as meetings are open to L 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 M Board for consideration at the next meeting. 0 1 . 7 . Votin ;g Quorum ; Required Votes . Each member of the Board shall have one ( 1 ) a vote. A quorum of the Board shall consist of three (3) members, provided that the City and the TOM District are represented by at least one of their appointees, and no official action on any matter may be takenby the Board unless a quorum is present. Unless otherwise required by law, the affirmative TOM votes of a majority of the Board members present shall be required for the Board to take any action. CD a w 1 .8 . By-laws. The Board may adopt such by-laws, rules and regulations as necessary a for the conduct of its meetings and affairs. ARTICLE II w OFFICERS AND EMPLOYEES Q c� 2. 1 . Chair, Vice Chair and Secretary. The Board shall elect a Chair and Vice Chair a from its members, and shall appoint a Secretary who may, but need not, be a member of the y 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. Q qq TOM B. The Vice Chair shall perform all of the Chair' s duties in the absence of the N Chair. c a� E CO 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. Q 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 3 Packet Pg . 9 1 . 1 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 324 - 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 Q 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, 3 administrative, and operational officer. The powers of the Fire Chief shall include, but not be = limited to, the following: a L A. To provide for the planning, design and construction of any buildings, additions or improvements to the facilities owned by the Authority. Q a� L Be To execute any contract for capital costs, costs of special services, M equipment, materials, supplies, maintenance or repair that involves any expenditure by the Authority of less than Seventy-Five Thousand a Dollars ($75 ,000), providing such expenditure is within budget. This expenditure limit will be increased or decreased every five years TOM according to the cumulative Denver-Boulder Consumer Price Index for Urban Consumers, as published by the Bureau of Labor Statistics . Such TOM adjustment will be made by the Board. a um C . To employ all personnel of the Authority required for the provision of Fire a Rescue Services and maintenance and operation of all facilities and to make such personnel decisions as he or she deems appropriate, including y without limitation, decisions as to organization, staffing levels, deployment, promotions, demotions, discipline and, where deemed w necessary by the Fire Chief, termination. D . To employ all personnel required in connection with the planning, design and construction of any buildings, additions or improvements to the facilities owned by the Authority . E. To expend funds and enter into contracts, whenever required, for the immediate preservation of the public health, safety, and welfare, provided that the amount of funds involved does not exceed one percent ( 1 %) of the annual budget of the Authority for the year in which the funds are Q expended or the contract is made. o N F . To dispose of by sale any personal property of the Authority with a value of less than Fifty Thousand Dollars ($ 50, 000) . This sale limit shall be E increased or decreased every five years according to the cumulative Denver-Boulder Consumer Price Index for Urban Consumers, as Q published by the Bureau of Labor Statistics . Such adjustment shall be made by the Board . a Packet Pg . 10 1 . 1 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 0 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 a next fiscal year in accordance with the budget schedules of the City and L District . 0 1 . To adopt general operating guidelines, including but not limited to non. a personnel matter policies and procedures, operating policies and M inspection policies, as deemed appropriate by the Fire Chief. a 0 J . To generally supervise the acquisition, construction, management, a maintenance and operation of the Authority's facilities and personnel . TOM c N 11 K. To negotiate with labor groups as may be required by state law or o TOM authorized by the Board. a um L. To negotiate with a provider of ambulance services dispatched through the a City ' s public safety answering point (PSAP) within the Authority ' s = service area, including, but not limited to, an exclusive service agreement, n performance standards, and other provisions as deemed appropriate, to be approved by the Board . w Q 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. y a� 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 Q improvements, and issues of concern to the Authority, the District, and the qq City, with such report to be submitted annually in the second quarter of N each year. The Authority shall also provide the community with regular updates throughout the year related to its performance as measured by E relevant performance metrics, including analysis of effectiveness in meeting community service needs . Q O . 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 Packet Pg . 11 1 . 1 2.3 . Leeal 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 M other persons, agents, and consultants for the purpose of providing professional , technical or C consulting services as may be necessary for the purposes of this Agreement. ARTICLE III a POWERS OF THE AUTHORITY o M 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 L the purposes of this Agreement as provided herein . The Authority' s powers shall be exercised by Ma the Board unless otherwise designated by this Agreement, applicable law, or delegation of the °a Board . The Authority shall not have the power to levy taxes. o N 3 .2 . Specific Powers . The Authority is hereby authorized, in its own name, to do all to acts necessary for the exercise of the foregoing powers including, but not limited to, the following : a W a A. To make, enter into, and perform contracts of every kind as authorized by c law with other governmental entities, the State of Colorado, or any y political subdivision thereof, the United States, or any political subdivision thereof, and any individual , firm, association, partnership, corporation or N any other organization of any kind. W Q c� Be To employ all necessary personnel . a �a C . To acquire, construct, manage, maintain, and operate any buildings, works, improvements or other facilities . �a D. To acquire, hold or dispose of property. 0 a� E. To sue and be sued in its own name. Q F . To incur debts, liabilities, or obligations to the extent and in the manner N permitted by law, and borrow money and, from time to time, make, c accept, endorse, execute, issue and deliver bonds, notes and other E 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 Q 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, 6 Packet Pg . 12 1 . 1 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 0 CL 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. a L H. To invest any unexpended funds that are not required for the immediate operation of the Authority, as the Authority determines is advisable, in Q accordance with the laws of the State of Colorado ; provided, however, that L such investment management and cash management services will be M provided by the City through its Finance Department. 0 I. To administer and enforce the Fire Code adopted by the City and District, 0 and as adopted or consented to by other municipalities and counties within TOM the Authority' s service area. ti W Oree J . To contract with a provider of ambulance services dispatched through the CD City ' s public safety answering point (PSAP) within the Authority' s a UM service area through any lawful means, including, but not limited to , an a exclusive service agreement, performance standards or other provisions as deemed appropriate by the Board. y K. To adopt bylaws, rules, and regulations respecting the exercise of its w 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. y as 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. a N . To act as agent on behalf of the parties with regard to the functions and TOM � services described hereinabove and any existing contracts and agreements N 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 . E �a O. To carry out all provisions of this Agreement. Q 7 Packet Pg . 13 1 . 1 ARTICLE IV ORGAAIIZATIONAL PROCEDURE t= 4. 1 . Delegation of Powers. Duties and Responsibilities . Q a� A. Each of the parties hereto delegates to the Authority the power, duty and 3 responsibility to maintain, operate, manage and control all of the Fire = Rescue Services facilities, equipment, resources and property of the a Authority, including without limitation, all fire stations, land, buildings L and firefighting, emergency medical and rescue equipment, and tom°, employ the necessary personnel and do any and all other things necessary Q or desirable to provide continued efficient and economical Fire Rescue L 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. a 0) Be The Authority is hereby empowered to provide Fire Rescue Services to TOM persons and property outside the jurisdiction of the Authority by agreement in exchange for payment or reciprocal services, as long as to such additional services can be provided through the use of existing facilities, equipment, resources, and personnel of the Authority. a LL a 4.2. Personnel . _ A . The Board shall adopt the rules, regulations and procedures necessary to a govern personnel matters . w Q Be 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 terns and conditions of employment in effect as stated in Authority Personnel Rules and Regulations, as amended from time to time . a� Co 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 Q employed by the Authority for the purpose of determining any conditions c or benefits of employment with the Authority. a� D . The establishment of the Authority as an independent governmental entity E 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 Q provided by the laws of the State of Colorado . 8 Packet Pg . 14 1 . 1 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. 0 CL 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. a Said employment shall be subject to the terms and conditions of employment L then in effect as stated in City or District personnel rules. 0 4. 3 . Authority Fund. The Board shall establish an Authority Fund to account for all a financial transactions of the Authority in accordance with generally accepted accounting principles. aM L ARTICLE V o a BUDGET; MAINTENANCE AND OPERATION o COSTS ; OTHER COSTS N 5 . 1 . Annual Budget. a UM A. The Board shall adopt a preliminary budget for maintenance and operation a costs , capital costs, and costs of other services in accordance with the = budget schedules of the City and the District, which budget may be n 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 w respective governing bodies of the parties hereto . The budget shall become Q the Authority budget only after approval of the appropriations by the 0 respective governing bodies and final approval by the Board . a N 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. a� C. The Board shall present requests for supplemental appropriations to the Q respective governing bodies of the parties hereto . For the purposes of this qq Agreement, " supplemental appropriations " shall mean any appropriation N made above and beyond the annual appropriation made during the budgetary process. E a D. The Board shall have the power to reappropriate funds in the fund balance Q for whatever purpose the Board deems appropriate or necessary without approval of the City or District. Such reappropriations shall be made only 9 Packet Pg . 15 1 . 1 at meetings of the Board held after proper notice has been given, according to the bylaws of the Authority . 52 . 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 a 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 Q by the accountant or other person authorized by either party to inspect said books or records. The L Board shall provide for the auditing of all books and accounts and other financial records of the 0 Authority on an annual basis, utilizing the same certified public accountant as is used by the City Q 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 . M a� L 5 . 3 . Payment of Costs . The City shall pay the Authority monthly and the District shall o pay the Authority quarterly, in advance , its allocated share of the total budgeted annual costs and a) expenses . The Board is authorized to approve other arrangements for payments by the City and the TOM 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 a fiscal year allocated in the same manner as estimated expenses were allocated, as soon as possible after the close of each fiscal year. n M 5 . 4 . Appropriation and Non-Appropriation of Funds . Each party shall provide the w 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 Ma — 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 . Q 41* TOM ARTICLE VI N a� SERVICES E 6 . 1 . Professional , Administrative and Support Services , The City shall provide to the Q 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 10 Packet Pg . 16 1 . 1 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 CL 0 the Authority, provided the Authority complies with the operating procedures of the City. W �a ARTICLE VII = a OWNERSHIP OF PROPERTY L 0 7 . 1 . Real and Personal Property_ The Authority shall continue to hold all right, title Q 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 3 of this Agreement. a0 0) 7 .2, Asset Inventory Schedules. The Authority shall maintain separate asset inventory TOM 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. a um ARTICLE VIII TERMINATION 8 . 1 . Disposition of Assets. Upon termination of this Agreement pursuant to w paragraphs 1 . 1 . or 5 .4. above, the assets of the Authority shall be disposed of as follows : Q c� 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 . Q qq TOM Co All remaining assets acquired by the Authority after January 1 , 1982, from C4 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 E same proportion as the respective contributions of funds by the parties for a acquisition of the assets over the life of this Agreement. Q D. The parties may agree to dispose of any assets of the Authority in any other acceptable manner. 11 Packet Pg . 17 1 . 1 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 a for acquisition of the asset. ARTICLE DC a MISCELLANEOUS PROVISIONS L O 9 . 1 . Notices. Any notice required hereunder shall be in writing and shall be Q sufficient if deposited in the United States mail, postage prepaid to : L i� CITY: City Manager L City of Fort Collins o P. O. Box 580 a o) Fort Collins, Colorado 80522 0 N DISTRICT : Chair of the Board o Poudre Valley Fire Protection District 102 Remington Street < um Fort Collins, Colorado 80524 a _, 9 .2 . Consent. Whenever any provision of this Agreement requires consent or approval n of the parties hereto, the same shall not be unreasonably withheld. w 9 . 3 . Amendments . This Agreement may only be amended in writing by the parties Q hereto. a� 9 .4 . Severability . In the event any provision of this Agreement is determined to be y 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. _ a� 9 . 5 . Successors. This Agreement shall be binding upon and shall inure to the Q benefit of the successors of the parties. o N 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 E party. 9 .7 . Effect Upon Prior Agreements . This Agreement shall extinguish and replace Q the intergovernmental agreement entitled Intergovernmental Agreement dated November 3 , 1987, and the three addenda to that Intergovernmental Agreement referenced in the Third 12 Packet Pg . 18 1 . 1 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 c any third party or parties and no third party shall have a right of action hereunder for any C cause whatsoever. IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be signed Q on the date hereinabove written. L O CITY OF FORT COLLINS , COLORADO a municipal corporation Q a� L By: L Mayo F FOk7 , - a ATTEST : �� 0 TOM ` o �i N • City Clerk At Tom �_ • .e J Q APP ED AST RM : C" OR* a City Attor y! 5 , POUDRE VALLEY FIRE PROTECTION DISTRICT a c� ma By: President of the Board ATT a� a� Vice I resident �! E TOM VED AS O N a� Counsel for District a 13 Packet Pg . 19 1 . 1 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 C contributions to the Poudre Fire Authority according to the following contribution calculations : W �a A. City Contribution to the Authority per RAF a Subject to the Adjustments described below, the City will annually contribute to the funding of the Authority the following amounts % c 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, Q or has otherwise been restricted or committed for a particular use as a matter of law or I W&= contract) ; and L 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 TOM other emergency services funding. N ti "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 a throughout that same year if there are material changes to the City Sales & Use Tax and City a Property Tax April projections . _ City Contribution Calculations The formula for determining the City' s Calculated Annual Contribution to the Authority will be N calculated as the sum of. W 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 a� 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 E is .29 cents of sales and use tax to be contributed to PFA. < TOM 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 a Exhibit A, Page 1 Packet Pg . 20 1 . 1 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. °L 0 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 a 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 : 0 City Calculated Annual Contribution a MINUS : Escalation Adjustment for year M Total City Contribution 0 Escalation Adjustment by year: TOM 2014 = $2 . 6M o 2015 = $2 . 1M N 2016 = $ 1 . 6M TOM 2017 = $ LOM 2018 = $0 . 5M < um Annexations Adjustment: Annexation — primarily residential : In the event of a City approved annexation of properties included in the District that are N primazily residential in nature, the RAF sales and use tax percentage and RAF property tax W 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. a� E URA / TIF / Adjustments and Other Implications : Q In the event of Urban Renewal Authority (URA) implementation of tax increment financing (TIF) N that materially affects the City contribution to the Authority or cost of service to the Authority, the c City and District will work cooperatively to ensure that service levels will be maintained through E adequate funding adjustments . �a All parties are committed to renegotiating the RAF or contribution amount in good faith in the event Q 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 Packet Pg . 21 1 . 1 Exhibit A To Intergovernmental Agreement Be 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. a a� a! Co 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 a Board of Directors in the same manner as City and District funds are allocated to PFA purposes. L These revenues will be considered to be PFA ' s alone and not revenue of either the City or the 0 District. These revenue sources may include such sources as : Q 1 . Fee Revenue L a. Plan Review and Development Review Fees M b. Sprinkler Inspection Fees c . Hazardous Materials Fees o d. Wildland Reimbursements or Fees a e. Capital Expansion Fees passed through the City of Fort Collins or other entities Tee f. Opticom Maintenance Fees 2 . Cost sharing revenue for City of Fort Collins Office of Emergency Management o 3 . Miscellaneous Income 4. Investment Income < Um 5 . Grant Revenue a 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 w the IGA and the City and District contribution amounts in good faith. a� �a N d d d E TOM O N C N E L V a Exhibit A, Page 3 Packet Pg . 22 1 . 1 EXHIBIT B To Intergovernmental Agreement Support Services Provided to the Authority by the City of Fort Collins Department Service Description c a Office of Emergency Coordinated OEM services • Work in close coordination with the Management Authority' s designated emergency manager = • Fund portion costs of the City' s joint a OEM in partnership with the City L General Fund and Utility Services through the Ci ' s Budget process Q Human Resources Pension Administration • Administer 401 Money Purchase Plans ;v for Authority benefitted employees E • Process new employee enrollment and changes in participant records 3 0 • Provide GERP administration for a existing participants c Deferred Compensation Plans . Administration and support of 457 `'' Administration Deferred Compensation programs • Enrollment and changes processed a, Health and Welfare Benefits • Administer health and welfare benefits a (medical, dental, vision, life, long-term a disability) within City self-insured plans c and contract group insurance agreements • COBRA administration • New employee benefits sign-ups w • Interpret plans to employees • Act as liaison between employees and insurance companies • Maintain records, files and forms n 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 Q including technology, leadership and professional development classes . N 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 Q positions Pre-employment • Drug Testing Exhibit B, Page 1 Packet Pg . 23 1 . 1 EXHIBIT B To Intergovernmental Agreement Human Resources Records • Personnel records maintenance (cons. ) • Employment verifications • Annual EEOC reporting Wellness programs • Provide access to City Health Fair programs °a • Provide annual Health ScreeningBlood � Draw program to benefited employees in the same manner as provided to City employees Q Provide annual flu shots to benefited L employees in the same manner as provided 0 to City employees Q • Provide office ergonomics reviews for Authority office employees • Provide EAP services (charged) Financial Services Payroll Administration • Provide payroll services through the City' s o accounting and payroll system a • Add new employees through the same TM New I-lire process as used for City N employees • Provide employee exit processing in the a, same manner as provided for City employees a • Administer unemployment claims and garnishments Accounting Provide accounts payable, accounts receivable, and purchasing cards to Authority w • Maintain files and records Q • Maintain asset inventory • Grant compliance • Cash management y Banking and investing • Capital projects investments (fee charged) c Risk Management (charged) Provide point of contact for citizen claims • Process Worker Comp and liability claims to Authority insurance • Safety monitoring (atmospheric testing, E radon, etc. ) • Coordinate selection of worker' s comp N providers • Coordinate insurance renewals : Support and advice on Property and Casualty and Workers ' Compensation Insurance contract • Liaison with insurance broker Q • Driver ' s license checks Exhibit B, Page 2 Packet Pg . 24 1 . 1 EXHIBIT B To Intergovernmental Agreement Financial Services Purchasing . Purchasing advice (cons,) • Issuing purchase orders • RFPBid creation and coordination • Service Agreements/Contracts Capital Expansion Fees • Collect and maintain accounts for Capital °Q Expansion Fees collect from developer by the City on behalf of Authority Annual Financial Audit • Annual financial audit by same auditor as Coordination contracted by the City char ed a Operations Services: Fleet • Vehicle fueling (charged) L • Pool vehicle rentals (charged) C • Fuel payment cards Q • Vehicle repair (charged) c, L Facilities • Facility repairs (charged) M • Service contacts (advice on who to call) L M • Preventive maintenance on HVACs, A/Cs, o furnaces (charged) a • Project management for larger projects c (charged) • Real estate services (charged) Police Services Dispatch Dispatch consoles (charged) v, a Information Network Administration • Work in close coordination with Authority a Technology IT in configuring, maintaining and c managing the Authority' s data network including network switches, routers, VPN access and wiring • Provide internet access `n w • Provide access to internet web email • Partner with the Authority in FCPS Computer Aided Dispatch (CAD) systems • Connectivity to City core switch y GIS • Access to City GIS programs, data and licenses _ Voice/Phone system • Land- line phone system network and maintenance • Partners in Verizon wireless purchases a Server/Storage • Active Directory Q Administration • Authority equipment in server room Rq TOM • Occasional server support N a� E �a a Exhibit B, Page 3 Packet Pg . 25 1 . 1 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 ca Operations Center • Portion of funding for Emergency Manager position = • Day to day supervision of OEM function Q Meeting Rooms • Access to conference rooms, community L rooms and Training Center space without fees a Community Education Programs • Support of CityWorks program with L presenters, demonstrations, access to i7L Authority facilities • Participation in employee Safety Fair o • Other fire service education programs upon a request c N ti Q LL a �a w Q C9 a� �a N d _ d _ d E a 0 N _ N E L V a Exhibit B. Page 4 Packet Pg . 26 ' 1 .2 �• - - 4 / POP POP 4 Pat POP 0 POP POP 0 IP POOP I It POPfe' Pa ...� �.. "` P`. Q • , , / • \ ++ rPOP - � o Ol ; ' L` r— r I 1 0 _` , " r , TOM . J `\ � . N POOP. 000. I PIP a POOP 1 - � IrOf ~`+ ...n� to ~ POO ,. w ` - - o� POP / POP POP POP 1,r '� wr...—. . 11 ..ram..'^ POP \ /\ \ � PLOO / ` _��• fPOP Aa � 0 tO ` ,t,OPP 91 d. . _ .. a - - - 7'aaft"Oft POP P.O, • ANNUAL • , PORI - J _ POP7Authorlky/, Prompt . Skillful . 1 POP �416;mu- POP Oft Packet Pg . 27 F -- T - Ado I ' T • I • 1 � A Note From The Fire Chief - Keepino 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 F � f i 0 i Padre • j s 1 . 2 Aft � Q - 1 PFA Is Governed By a Board Of Directors O 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 Q the Fort Collins City Manager. The PFA Board of Directors appoints the Fire Chief, who in L turn manages and employs all personnel of the Authority. L WE ARE COMPRISED OF O Community IL 217 MembersTOM 0 N FULL-TIME POSITIONS Poudre Valley c~o Fort Collins City Poudre Fire TOM Council Authority Board Fire Protection \ . \ District Board �' \ Q d Fire Chief 7 Fire Prevention & Administrative Community Risk Support Operations Services TOM Reduction o N PFA Provides Many Services to the 190 Community Including : Q UNIFORMED EMPLOYEES 91 % 9 % Fire protection Technical O Fire services 4 rescue response investigations MALE FEMALE (water, ice, rope, Emergency confined space and Inspection I, ,1 medical services trench rescues) services 27 Fire Wildland Public affairs suppression ® fire response and education CIVILIAN EMPLOYEES oo Hazardous o Volunteer Technical materials firefighter services 41 % 5 9 /0 911 Emergency program MALE FEMALE response Packet Pg . 29 1 .2 2019 Budget & Funding Outcomes Revenue Breakdown $37, 663,145 Funding Critical Services 9 7612 % PFA, as a separate governmental 0 . 2 3 /o entity, receives the majority of Intergovernmental its revenue from a combination $36,578,725 Earnings on of sales/use taxes and property Investments taxes from the City of Fort $86,109 Collins equating to $28,612,142 -� 21 ° o in 2019, and 100% of the 0 Q PVFPD's mill levy (10.595 mills) Fees and charges equating to $6,805,653 in 2019. for service = $789,253 PFA thanks voters ; 0 0 . 2 0 % within the PFA 0 0 . 3 6 /o Miscellaneous service area For = Q Licenses Revenue their support . L and Permits $74,700 PP $134,358 L O a Operating Budget by Expenditure Operating Budget by Division Capital Budget Breakdown TOM o $34, 221 , 077 $34, 221 , 077 $3, 014, 636 `V TOM co o� O a MFG TOM _ Q 0 N Salaries & Benefits Operations 66.99% 0 Apparatus Replacement Staff vehicle 86.64% Support 16.280 48.86% Replacement 2.72% a) �Other Purchased 0 Burn Building 15.38% Thermal Imager t Services 6.61% Fire Prevention & City � Community Replacement 0.83% U Risk Reduction 8.67 /0 0 Computer/Technology �C Materials, Supplies, Administration 781% Replacement 12.09% EMS Equipment Q & Equipment 5.74% Replacement 0.66% Grants/Projects 0.25% � Facilities Maintenance Other Purchased 10.22% Hose Replacement 0.549 Services 1.01% Major Station Remodel Rescue Tools 4.98% Replacement 0.41% Radio Replacement 3.32% Reserves Budget Expenditures Underspent by moo $ 10000000 0 $ 1 , 500 , 000 30 000 0 ❑ G 0 000 25 /o OF THE OPERATING BUDGET 4 . 2 /o OF THE BUDGET Packet Pg . 30 The PFA Does Far More Than Put Out Fires 141461 I MEDICAL CALLS 313 9 GOOD INTENT 1194 . SERVICE CALLS 1 , 221 FALSE ALARMS 496 HAZARDOUS CONDITIONS Total incidents in 2011 2 9 5 FIRES / EXPLOSIONS 131 OTHER 21 , 939 Wellington What We Protect O _ ' N Estimated population lellvue Laporte of PFA's jurisdiction STATION STATION 12 • Fort Collins 212 , 931 STATION 2 STATION 1 STATION 6 STATION11 Square miles of service area ® STATION 3 Horsetoothr STATION ® Timnath 230 ® STATION 5 STATION S STATION 9 Masonville ® Windsor Value of property protected STATION 14 $ 41 + BILLION PFA RESPONSE AREA IN GRAY Fire Stations Training Center Packet . g I , P _ .•1 FIJR :go 's EMS is a Central Part OF Our Mission r Requests for emergency medical services ( EMS) make 40 ; up the majority of calls . • 1 ' d [ / 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. • If it weren 't for you no . one would More People Out of Hospital Cardiac Arrest (0 �be here Are Surviving 3 9 18 to onswer We know even more ' people could be saved . A2017 IN 2018 IN 2019 your phone d d d call right People survive cardiac arrests when agencies and the community work now together. We lean heavily on our many partners that help make each Cardiac Arrest Survivor of these saves possible and we need the help of community members too. Refer to the back page to learn how you can help. The cardiac arrests used for this data were due to a medical condition, rather than a traumatic MF event like a car accident. • 1 ... • 1 .2 i World - class EMS System is Built on Five Pillars CL emergency care means TRAINING QUALITY ASSURANCE RESPONSE AND AND QUALITY TIMES AND improved patient CERTIFICATION IMPROVEMENT COMPLIANCE Q care , decreased patient suffering PROTOCOLS EQUIPMENT Q and improved survivability within E ° our jurisdiction ° a M Jurisdiction -wide changes c by PFA's EMS Battalion and N Agency Partners include: Looking ForwardTOM ~co M PFA is making countless improvements to processes and technologies to help protect lives and property . CL 911 Some technology and process improvements include: c REVAMPED New computer-aided dispatch Regionalization of fleet services to leverage TRAINING Q enhancements which incorporate resources, address a service gap, and o� real -time GIS into the dispatch improve fleet reliability. N system . ■ Predictive analytic and system design Station alerting enhancements software to allow for better emergency E that could improve response times. system design and deployment. processes t� based on the COVID -19 pandemic response. ca a REFINED MEDICAL PROTOCOLS 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 p continue to help protect the community. PFA ensured high-quality emergency medical responses to people in our region impacted by this unprecedented event. STANDARDIZED Partnerships with UCHealth and Intergovernmental Agreements with nine emergency service MEDICAL EQUIPMENT districts within the Northern Larimer County Emergency Response Area , enabled PFA to serve AND PROTOCOLS as a resource for best practices and timely information . An in depth After Action Reviewwill provide new direction , procedures and processes based on the COVID -19 pandemic response . Packet Pg . 33 , may , ` . � � • A ' '� . % � . • AV r . . � _ e t . ,2 .p AOS it f • Pulseftmint Help more people survive their • cardiac arrest and have a real time VE A C PFA incident log by downloading the PulsePoint app . 41 The lifesaving app will notify you when someone needs CPR within a quarter of a mile of your current location. 1, 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 . r AbLudre Fir ' 40 Authority W+ Fort Collins Colorado poudre-fire.org Stay involved with Poudre Fire Authority - by following us on social media . ® 00 T (a .2t . � ,r �, ..N • . . • � � . r ' T �}� r�> Er ATTACHMENT 3 1 . 3 Poudre Fire Authority 14" kw� 2019 Statistical Annual Report 3 a 0 a a� Serving the NorthernColorado ' ii of i ' o a TOM C, 0 N ti T O �- Q w d4i NILCourage, Leadership , Duty Mn j O f r9 !\ q E / S T L / N E Packet Pg . 35 1 .3 PFA Statistical Report t= 0 a m SECTION PAGE _ Introduction 1 a Community Safety and Service Outcomes 2 0 Office of the Fire Marshal 2 3 Fire Investigations /Prevention Support 5 Q a� Fire Protection Systems 8 M Inspection Services 9 2 Community Risk Reductions 11 0 Technical Services 13 a Operations Division Outcomes 16 0 Fire Suppression 16 `1'. Hazardous Materials Response Team 20 Technical Rescue 26 Volunteer Program 31 0 Wildland Team 33CL a� Support Division Outcomes 36 Support Operations and Maintenance 36 Emergency Medical Services 38 Q Emergency Medical Service Performance Management 41 Equipment Maintenance 43 N Facilities Maintenance 45 cc Information Technology 47 a) Occupational Health and Safety 50 N Warehouse 53 Self- Contained Breathing Apparatus Maintenance 54 Training Center Operations and Maintenance 55 Employee Training and Development 57 W Recruit Fire Academy 60 Q Certification 62 Administration Division Outcomes 64 2019 Performance Comparisons 68 City/ District Comparative Statistics 90 2019 PFA Budget Review 91 PFA Board Actions - 2019 94. Courage, Leadership, Duty �yWruilre Ffrc, _ i �utbarit. Packet Pg . 36 1 .3 Introduction Welcome to Poudre Fire Authority's (PFA) 2019 Statistical Report. Following are division outcomes as well as performance standards comparisons, City/ District comparative statistics, 2019 budget review, and PFA Board actions . The method used for reporting measures of progress has been evaluated, existing outputs and outcomes have been affirmed, and outcome measures more representative of big- 0 picture goal accomplishment have been established. Key outcomes at a higherCL organizational level are the focus ; each division section herein begins with a table of targeted outcome measures to which each program in the division contributes . Each program within a division identifies how inputs and outputs contribute to accomplishing Q strategic objectives through a more centralized approach to outcome measurement. Each measure, whether an input, output, or outcome, was aligned with the Strategic Plan and the 0 Accreditation Self-Assessment Manual (SAM) . Since some of the measures are new, they have not yet been reported; N/ R is used in this instance, which means Not Reportable; in addition, some measures are Pending, which means pending new software . Staff is M working on collecting and evaluating the new performance measures for alignment with each division' s outcomes . 0 (L a) The core document for Accreditation - driven continuous improvement is the SAM, which N addresses specific performance indicators that cover the breadth of PFA' s responsibilities . This document is a tool for PFA program managers to appraise effectiveness of service c0 provided and plan for improvement where needed . Additionally, Senior Leaders can check °' on the progress of the programs as evaluated by the program managers . 0 a a� cc Ar -s � - I 1 +� • �' � CO _40 grog a� CU Q Courage, Leadership, Duty � ibaar�F _ 1 Authorlc. — Packet Pg . 37 1 .3 Community Safety and Service Division Outcomes Community Safety and Service (CSS) Division Outcomes Targeted Outcome Measures Actual Actual Actual 2020 2017 2018 2019 Goal Fire-related casualties per 100, 000 1 .45 .477 . 750 . 650 population c a The CSS Division is under new leadership; outcome measures are being reevaluated and developed . _ Q Office of the Fire Marshal o Accreditation Criteria/Performance Indicator : Category 5A/5A. 5 Community Risk Q Reduction Manager: Division Chief Jerry Howell Year: 2019 0 a Program Description : N Under the general direction of the Fire Chief, the Fire Prevention and Community Risk Reduction Division Chief (Fire Marshal) is responsible to direct and coordinate theTOM activities of the Fire Prevention Bureau and Public Affairs and Education Office . Activities 0 include planning, organizing and assigning the tasks within these program areas to assure c CL objectives are accomplished in the short-term, and that long- range goals and plans are developed and accomplished to meet the organization' s mission . The Office of the Fire Marshal is responsible for the daily operations of the four program areas within Fire Prevention (Investigations, Inspection Services, Technical Services and Fire Protection Q Systems) , as well as the management of the office . This includes direct interaction with internal and external customers with an underlying concentration on providing the highest N Ip possible customer service across the division . The Public Affairs and Education Office cc operates more independently than the remainder of the Division ; however, the Division 0) Chief of Fire Prevention and Community Risk Reduction remains responsible for the N development of, and completion of goals and missions within these two program areas . ; _ a� Program Objectives : CU • Serve as the liaison to boards, commissions, business leaders, community groups and citizens on issues of fire and life safety, emergency management, planning, Q mitigation and recovery. • Work closely with other divisions within PFA to develop and implement organizational programs that fulfill the overarching Authority goals and objectives . 2 ,utnerlk� Courage, Leadership, Duty Packet Pg . 38 1 .3 • Evaluate current practices and operations within Fire Prevention to determine if the highest possible level of customer service is being provided to citizens, businesses and contractors who utilize PFA services . • Work closely with the Building Services Departments at the City of Fort Collins, Larimer County, Town of Timnath, and Colorado State . • Participate as a senior leadership team member within the organization and work as part of that team to realize the organizational goals and objectives of the Authority. • Evaluate the effectiveness of current inspection and testing programs, including an C extensive review of current business practices within Fire Prevention, with a long- term goal to concentrate resources on the most at- risk populations and buildings while still meeting mandated testing and inspection schedules . Q Strategic Initiative Alignment: L 1 - High Quality and Innovative Core Services Y 5 - Governance and Organizational Sustainability Q a� Measures of Output Progress : a Primary Self- 0 Assessment 2017 2018 2019 2020 a Strategic Category/Criterion Output Actual Actual Actual Goal 0 Cq 11 Initiatives Measures c0 TOM o� 1 - High t= Quality and % of fire ca Innovative Core Competency safety Core Services 5A. 1 : The authority complaints having jurisdiction followed 90 % 95 % 95 % 95 % Q 5 - has an adopted fire up on Governance prevention and within 1 N and building code . business co Organizational day TOM 0 Sustainability N a� E Program Inputs : CU Budget: Q 2019 Ado ted 2019 Actual $685, 573 $617, 390 Courage, Leadership, Duty � i'rruilrrFfrc, _ 3 �utbarit. Packet Pg . 39 1 .3 Staffing: The CSS Division operated well under budget in 2019 . This was largely due to the retirements of several full-time employees ; monies not spent when staffing gaps existed and the change in salaries of new staff. The work of the CSS division is also accomplished utilizing contract employees . Did you stop doing anything because of resources (Budget and/or Time) : There was no work or services that the division stopped providing due to either time constraints or budget. -- t= 0 a Training: All staff in the division were provided with training for a new permit processing software MobileEyes' " The implementation of this software streamlined many CSS processes and subsequently saved permit process times and increased data reliability. _ Additionally, all inspectors, investigators and plan reviewers attended classes provided by Q the code and standard organizations that the PFA works with such as the International L Code Council (ICC) and National Fire Protection Association (NFPA) . �°, a Previous Year Accomplishments : The PFA formally adopted the 2018 International Fire Code in December of 2018 . In 2019 CSS implemented training and stakeholder engagement relative to the enforcement of the new code . Additionally, CSS implemented new software for plan reviews and inspection compliance that auto referenced the new a0 code language . TOM N Outcome of the Program : Outcomes of this program include providing interventions that increase citizen safety and reduce calls for services and responses . These interventions oOM include visiting citizens and connecting them with helpful social services, investigating and rM resolving fire alarm and protection system malfunctions, and providing a variety of custom 0 CL created public education and social media messaging. Additionally, CSS provides a W comprehensive Fire Inspection program for buildings and hazards within the jurisdiction . These fire inspections collect updated information that is shared with operational = personnel for pre - incident planning. Q U A Poudre Fire Authority goal is to intercede prior to flashover in 85 % of structure fires that N occur in the system . In 2019, there were four incidents where flashover was prevented co because of the activation of code mandated and inspected automatic suppression systems . TOM There was one fire that was extinguished because of a code mandated and inspected N extinguisher at an assisted living facility. PFA interceded before flashover 93 . 54 % of the time in 2019 with 68 incidents of fire in the jurisdiction . The goal was exceeded and needs E to be re - evaluated for 2020 . U CU Q Nudre 47 4 ,utnerjk� Courage, Leadership, Duty Packet Pg . 40 1 .3 Fire Investigations / Prevention Support Accreditation Criteria/Performance Indicator: Category 5CISC S Investigation, Origin and Cause Manager: Captain/Assistant Fire Marshal Justin Moinester Year: 2019 Program Description : c • Perform activities related to the investigation of fires to determine the origin and C cause . • Manage the investigation of fires at PFA in the areas of training, support, and documentation. _ Q • Work with other interested parties such as law enforcement, insurance companies, private investigators and attorneys . 0 • Manage the PFA Open Burning program. Q • Assist the Youth Fire Awareness Program by identifying and referring qualified candidates into the program. • Coordinate the review, approval and inspection of fireworks, pyrotechnics and explosives storage and use. o a a) Program Objectives : N • Investigate all fires referred by fire suppression or other parties of accidental, natural, arson, or undetermined cause . c0 TOM • Work with local law enforcement, city attorney, and district attorney to bring (D closure to investigations . c CL • Maintain investigation files, reports, and documents . • Provide basic and advanced investigation training to all PFA investigators . • Approve or disapprove open burning requests within PFA jurisdiction and work with the Larimer County Department of Health and Environment in regard to such . Q • Enforce the Fire Code and related division policies regarding open burning, fireworks, explosives, and issuing permits . N Ip • cc Maintain confidential records systems, and investigation reports . co • Work with the Youth Fire Awareness Program and with related individuals . o) • Act as evidence custodian and technician for PFA. N • Respond to queries from the public concerning general fire safety and related issues . • Review of Special Event permit applications and related coordination on the E Incident Action Plans necessary to ensure public safety. U Q Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services Courage, Leadership, Duty � i'rruilrrFfrc, _ 5 �utbarit. Packet Pg . 41 1 .3 Measures of Output Progress : Strategic Primary Self- Output 2017 2018 2019 2020 Initiative Assessment Measures Actual Actual Actual Goal Category/Criterion % of time on- Core Competency call Fire c 5C . 5 : The agency Investigator C conducts a formal and arrives at the 90 % 91 . 67 % 100 % 100 % documented scene within appraisal, at least 30 minutes of Q annually, to dispatch determine the % of o impacts of the fire incendiary 17 % 38 % 40 % 21 % ' investigation, origin fires closed and cause program with arrest um and its efforts to reduce fires based on % of burn 3 1 - High community permits a° Quality and assessment, standards issued or a) Innovative of cover and measures denied within U/ D 97 % 95 % 95 % N Core performance . 2 business Services days of �, submittal 0 a m Core Competency 5D . 3 : The program = has sufficient staff Q with specific expertise % PFA U to meet the fire investigators N investigation, origin trained within U/ D 100 % 100 % 100 % cc Y and cause program 6 months of a) goals, objectives and incumbency TOM identified community on risks . E U is U/ D = Under Development Q Program Inputs : Budget: 2019 Ado ted 2019 Actual $188, 446 $172, 478 Owdiv it. 6 Auinodk� Courage, Leadership, Duty Packet Pg . 42 1 .3 2019 underspend was due to a decrease in the amount of after hours on- call requests, this resulted in an underspend of the program' s overtime budget. Staffing: The Investigations/ Prevention Support program is managed by one captain rank FTE . The programs on - call investigation program is supplemented by two additional FTE ' s that provide after-hours coverage for fire prevention and investigation needs t= Did you stop doing anything because of resources (Budget and/or Hours) : C a The program did not discontinue any services in 2019 Training: _ Trainings delivered by the AFM - Investigations Q - 0 &C investigation for the Acting Captains Academy c - Fire Investigations and Evidence Collection for Larimer County Sheriff' s Office Trainings attended by on - call investigators and Bureau 1 personnel Q - 2019 Colorado chapter IAAI annual training conference (20 hours) - 2019 Wyoming chapter IAAI annual training conference (20 hours) a - 2019 Denver Fire Department Fire Investigation conference (20 hours) o - Continuing education provided by CFItrainer. com - hours vary by investigator a) 0 N 11 Previous Year Accomplishments : Two additional FTE ' s from the Fire Prevention Bureau were identified to fill roles as on - call TOM M investigators . These individuals initiated self- paced online training and one attended the 2019 Colorado chapter IAAI annual training conference . The program has identified a a target date of July 2020 to have the new on - call investigators ready to assume roles in the rotation . _ Outcome of the Program : Q The Investigation/ Prevention Support program provided timely investigation service to the organization and the community. Every fire was investigated in accordance with N organizational operational directives and adopted code . In addition, the program provided co special event application review service to the City of Fort Collins, Colorado State o, TOM University and Larimer County. All special event permits applications were reviewed and N either approved or denied . Event day inspections were performed by the BU1 's under the on direction of the AFM - Investigations . M U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 7 �utbarit. Packet Pg . 43 1 .3 Fire Protection Systems Accreditation Criteria/Performance Indicator: Category 5A - Community Risk Reduction Program Manager: Assistant Fire Marshal Greg Kimble Year: 2019 Program Description : The Fire Protection Systems program is charged with ensuring that all fire protection C systems (fire sprinklers, commercial and residential fire alarms, hood & duct, paint spray, clean agent, and special systems) are reviewed to meet the required codes and installation standards . Q Program Objectives : o • Provide systems plan review within the allotted time . 3 • Provide plan review using electronic submittals . • Streamline the systems plan review process by allowing the contractors to submit M plans and review PFA comments related to the project online . • Support Technical Services and Inspection Services as needed and specifically in the o area of fire suppression and alarm systems . a a) 0 Strategic Initiative Alignment: `I'• 1 - High Quality and Innovative Core Services TOM o� v Measures of Output Progress : c a Primary Self- Strategic Assessment Output 2017 2018 2019 2020 Initiative Category/Criterion Measures Actual Actual Actual Goal = a Core Competency U 5A. 3 : The program % of initial Y 1 - High has sufficient staff plan co with specific reviews TOM Qudality expertise to meet the completed N Innovative community risk within 20 90 % 56 % 92 . 5 % 90 % Core reduction goals, days of E Services objectives and receipt of Y identified community complete Q risks . submittal Program Inputs : Budget: 2019 Ado ted 2019 Actual $165, 725 $142, 920 'badt� 7 8 ,utnerlk� Courage, Leadership, Duty Packet Pg . 44 1 .3 Inspection Services Accreditation Criteria/Performance Indicator : Category 5A - Community Risk Reduction Program Manager: Captain/Assistant Fire Marshal Wayne Wiggins Year: 2019 Program Description : 0 Inspection Services provides both general and suppression system inspections toCL commercial and multifamily residential buildings in PFA' s jurisdiction . This program ensures compliance with the fire code through inspections, education and enforcement when needed. Being a resource for the community when they want or need answers in Q regard to the fire code is another large part of the workload . The three Bureau 1 inspectors that work within this program are online firefighters that work as liaisons between the 0 FP &CRR Division and Operations . The Bureau 1 ' s are trained to assist with sprinkler and alarm systems as well as fire investigations . They inspect and enforce the code in assembly occupancies within PFA' s jurisdiction . They also monitor occupant loads within the M drinking and dining establishments at night. A growing number of Marijuana Occupancies (kitchens, dispensaries, marijuana infused products, and plant husbandry) have brought a o unique amount of workload to this program. Many hours continue to be spent on reviewing a a) policies and procedures to keep the community safe from the hazards that come with these c businesses . `I'. to The services provided by this program are for the community as well as first responders . Through a safe -built environment, education, and inspections, fire hazards can be c decreased. This decreases the chance of fire as well as the dollar amount of fire loss when a a W fire does occur. Firefighters are educated in the fire suppression systems, which enables W them to limit dollar loss to structures and use the systems to work in a safer environment thereby promoting a higher life safety for civilians and firefighters . Q Program Objectives : N • Continue to maintain current information on each business that has been inspected. Additional businesses being inspected will be brought up to date in the Records co o� Management System. c • Manage the inspection services part of Records Management System ensuring that all information is accurate and accessible to the firefighters responding to these businesses . • Create a program within the Records Management System to organize and collect data c in regard to all the contact forms currently used . Q • Develop and facilitate opportunities for training. • Continue to educate Bureau 1 inspectors in suppression systems and investigation through outside courses and conferences, making them a resource to instruct other PFA personnel . • Continue to work with Planning and Analysis to develop effective risk-assessment methodologies . Courage, Leadership, Duty � i'rwtlri& 9 Auftrit% Packet Pg . 45 1 .3 Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services Measures of Output Progress : Strategic Primary Self- Output 2017 2018 2019 2020 Initiative Assessment Measure Actual Actual Actual Goal Category/ Criterion c a a� % of Core Competency C annual 5A. 2 : The code N /R N / R 88 % 100 % _ inspections Q enforcement completed L program ensures 0 compliance with applicable fire % protection laws, scheduled M local jurisdiction, inspections o o hazard abatement, requiring a N / R N / R 45 /0 0 /o 0 and agency follow- up a 1 - High objectives as inspection c Quality defined in the and community risk o TOM Innovative assessment and v Core standards of cover. c Services a Core Competency C % of 5A. 3 : The program sprinkler has sufficient staff systems in Q with specific a sprinkled N /R N / R 41 % 0 % expertise to meet building N the community risk activated reduction program by fire a) goals, objectives and c identified N community risks . E U N / R = Not Reportable Q Program Inputs, Budget: 2019 Ado ted 2019 Actual $893, 137 $846, 603 Owdiv it. 10 ,pinoflk� Courage, Leadership, Duty Packet Pg . 46 1 .3 Community Risk Reduction Accreditation Category/Performance Indicator : SB -Public Education Program Manager: Community Risk Reduction Manager Michael Durkin Year: 2019 Program Description : The Community Risk Reduction program serves the community through the management, development and coordination of public outreach and education activities . These activities C encompass aspects of education, social work, public health and other disciplines to reduce community risks and promote fire and life safety. _ Program Objectives : • Provide ongoing education to on -line firefighters to empower an entire workforce of o fire- and life-safety educators. Q a� • Continue to improve data tracking processes, for public education and affairs programs, to ensure the best delivery of information in an attempt to change behaviors and reduce risk. Assessments will occur quarterly. a • Continue to expand public education programs to reach new and diverse populations, a) TOM while identifying intersections with social service-related needs and forging N relationships with the organizations that address those needs. o� v Strategic Initiative Alignment: Goal 1C : Evaluate implementing Community Risk Reduction programs in all PFA service °Q areas . a� Goal 11) : Evaluate all measures tied to the PFA budget, annual report and programs, in order to enhance program management. _ a co TOM N _ N E t U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 11 �utbarit. Packet Pg . 47 1 .3 Measures of Output Progress : Strategic Primary Self- 2018 2019 Initiatives Assessment Output Measures Actual Actual Cate or Criterion Number of citizens who have received a N/R 339 c Goal 1C : Evaluate PulsePoint notification a a� implementing Community Risk Reduction programs Q in all PFA service 1 : High Number of people who L Quality areas . demonstrated ability to N/ R 745 3 and Goal 1D : Evaluate all use and extinguisher Q Innovative measures tied to the after training Core PFA budget, annual 2 Services report and programs, 3 Rate of follow- up on o in order to enhance social referrals N / R 20 % a, program Number of people who N management. N/ R 320 have toured a fire station Number of people who � have practiced a fire drill (not including CSU or N/ R 199 a PSD N / R = Not Reportable Program Inputs : Q Budget: 2018 Allocated 2018 Spent 2019 Allocated 2019 Spentcc N $ 365 , 223 . 00 $ 348, 975 . 33 $435 , 344 $ 324,490 co a) TOM Staffing: N Admin Secretary II 1 Community Risk Reduction Manager 1 E PIO Communications Coordinator 1 U PulsePoint Coordinator 5 Q * Program relies on on - duty staff as well . Did anything stop because of resources (Budget and/or Hours) : No Training: 4. O� 12 utho kk Courage, Leadership, Duty Packet Pg . 48 1 .3 In 2019, the Community Risk Reduction Manager became certified as an instructor in the Fire and Life Safety Educator (FLSE) I certification . This allows PFA to act as a resource to build more FLSE I certified educators statewide. Also, in 2019, trainings were done on an ad- hoc basis, as requested by individual station captains . The move to providing uniform trainings has resulted in better documentation of public education events . t= 2019 saw an improvement of the Public Education training provided to recruits in the 0 CL Front Range Fire Consortium. The new training is more relevant to first-year firefighters and better prepares them . _ Previous Year Accomplishments : Q In 2019, PFA continued the work of the Community Service Action Team (CoSAT) program c and its focus on frequent users of the EMS system . Partnerships with local organizations Y such as Housing Catalyst opened new avenues for outreach . Q a� Outcome of the Program : This program is partially responsible for maintaining the call reduction from the previous 3 year. It is statistically significant that public education programs targeted specific a0 neighborhoods as well as Colorado State University and some high utilizers and these areas are responsible for some of this decrease . TOM N c� o� v Technical Services 0 a m Accreditation Category/Performance Indicator : SA - Community Risk Reduction W Program _ Manager: Assistant Fire Marshal Sarah Carter Q Year: 2019 U Program Description : To support the PFA vision of being a respected values - driven leader, Technical Services co maintains a partnered presence with the City of Fort Collins, Larimer County, Town of TOM Timnath, and Colorado State University Building and Planning Departments . ; _ a� During the development and construction processes in these communities, Technical Services staff evaluates the fire safety features of each project to verify compliance with the CU provisions of the locally adopted fire code . Features such as fire apparatus access, exiting Q provisions, egress systems, water supply, and radio amplification systems are reviewed and inspected for compliance . As local business continues to trend toward functions involving hazardous materials, uses such as cannabis cultivation and extraction facilities, distilleries, and semiconductor production facilities are reviewed and inspected for compliance with the fire code . Courage, Leadership, Duty ri&7% 13 Auftrit% Packet Pg . 49 1 .3 Additionally, the installation and removal of all fuel storage tank systems are inspected in conjunction with local environmental and safety regulators, including the State Department of Oil and Public Safety. As new codes are published, the changes are reviewed by Technical Services staff to evaluate their merit and make recommendations regarding their suitability within the jurisdiction . This is conducted in coordination with the City of Fort Collins, Larimer County, and the Town of Timnath, who each execute independent code adoptions . 0 a Program Objectives : • To return tenant finish plans within 20 workdays of submittal to PFA. • To return new building plans within 30 workdays of submittal to PFA. _ • To conduct the final inspection required for the acquisition of the Certificate of Occupancy within three workdays of request. c • Provide development and construction guidance for the business community. • Prepare activity reports for construction plan reviews . Q • Prepare final inspection completion reports . • Provide fire protection and building safety information for inclusion in pre -plans and records management. o • Provide technical service collaboration with neighboring jurisdictions . TOM a 0 Strategic Initiative Alignment: `I'. 1 - High Quality and Innovative Core Services TOM o� v Measures of Output Progress : c CL Primary Self- Assessment 2017 2018 2019 2020 Strategic Category/Criterion Output Actual Actual Actual Goal Initiative Measures Q Core Competency % of tenant finish Cn SA3 : The program reviews completed o 0 0 0 has sufficient staff within 20 days of 90 /0 54 /0 88 /0 90 /o co with specific submittal c expertise to meet N 1 - High the community risk % of new Quality reduction goals, construction plan E and objectives and reviews completed 90 % 14 % 92 % 90 % CU IIIIA Innovative identified within 30 days of Q Services community risks . submittal SAA : A plan review % of final fire code process ensures inspections o 0 0 0 that adopted codes completed within 3 90 % 100 /0 100 /0 100 /o and ordinances days of request 4. e� a 14 ,°'^QT kk Courage, Leadership, Duty Packet Pg . 50 1 .3 determine the # of construction construction of reviews/program N / R N / R 77 . 14 % N /A* buildings and FTEs infrastructure (such # of development as hydrants, access, reviews/program N / R N/R 80 . 98 % N /A* street width) FTEs # of final inspections/program N / R N / R 75 , 57 N /A* c FTEsCL N / R = Not Reportable; N /A* - Data is provided as a contextual reference for output measures Q Program Inputs : L Budget: 0 2019 Ado ted 2019 Actual Q $599, 494 $529,214 M a� 0 a a) 0 N TOM O� L 0 CL TOM 0 N N E t U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 15 �utbarit. Packet Pg . 51 1 .3 Operations Division Outcomes Operations Division Outcomes Strategic Targeted Outcome Actual Actual Actual 2020 Goal Objective Measures 2017 2018 2019 1A % of time fire interceded 90 % 97 . 06 % 93 . 54 % 98 % upon prior to flashover % of time 1st arriving total a response time to moderate - W risk emergent fire incidents o 0 o Verify and 1A 64 /0 62 /0 50 /o validate in the urban response area benchmark = meets benchmark goal of Q 6 : 20 L % of time 1st arriving total Y response time to moderate - Q Verify and 1A risk emergent fire incidents 67 % 88 % 75 % validate in the rural response area M meets benchmark goal of benchmark 12 : 20 a M TOM N Fire Suppression/ Operations TOM Accreditation Category/Performance Indicator: Category SE/SF. 3 Manager: Battalion Chief Gene Maccarini C Division Chief Rick Vander Velde Year: 2019 _ a Program Description : To be a model of excellence for a modern, professional emergency service organization; to N be a professional all hazards response team; to be on the cutting edge, leading the industry and setting standards for the fire service. Rapid response to fires and other emergencies by co highly skilled and specially equipped personnel is the major emphasis of the Operations c Division, and staff has developed the objectives to delineate the essential activities required N on for successful emergency response . E Program Objectives : Y • Maintain a 90th percentile total response time within the Urban Response Area of Q 6 : 20 minutes or less for the first- in engine company. • Maintain a 90th percentile total response time within the Urban Response Area of 10 : 20 or less within the Urban Service Response area for the first- in support company. • Emphasize sound emergency scene safety procedures to minimize firefighter injuries . 16 Authof kt Courage, Leadership, Duty Packet Pg . 52 1 .3 • Provide adequate resources and plans to effectively handle 99 % of the incidents to which PFA responds . • Provide property conservation services to limit property damage caused by fire suppression activities . • Intercede, control and recover from emergency incidents as rapidly and effectively as possible . • Provide equipment, training and personnel to develop and maintain an effective emergency communication system. • Maintain a company-based apparatus and equipment maintenance program to oa a� ensure 24 -hour operational readiness . • To work alongside the FP&CRR Division covering all disciplines within the Operations Division. Q Strategic Initiative Alignment: o 1 - High Quality and Innovative Core Services 3 a Measures of Output Progress : a� Primary Self- 3 Strategic Assessment Output 2017 2018 2019 2020 0 Initiative Measure Actual Actual Actual Goal a Category/Criterion Percentage N of fires Core Competency confined to N / R N / R 54 . 73 % > 2019 o� SEA : Given its object of � standards of cover origin o a and emergency 90th deployment percentile 1 - High objectives, the total Q agency meets its response Qudality staffing, response time of first- Innovative time, stations, arriving Pending Pending 8 : 54 6 : 20 N Core pumping capacity, unit on co Y Services apparatus and moderateTOM equipment risk N deployment structure objectives for each fires E type and magnitude Fires kept U of fire suppression within 10 % Q incidents . of building N / R N / R N / R Pending involvement upon arrival * N/ R = Not Reportable ; Pending = Pending Deccan Software Courage, Leadership, Duty � i'rruilrrFfrc, _ 17 �utbarit. Packet Pg . 53 1 .3 Program Inputs : Budget: 2019 Ado ted 2019 Actual $22, 449,288 $20, 135, 142 *Entire Operations budget Fire Suppression Committee Operating Costs (Sub - categories from the Operational Budget) Committee meetings : $ 31000 , 00 ca Training Planning meetings : $ 2 , 000 . 00 Research and development: $ 2 , 000 . 00 Tools and Equipment: $ 2 , 000 . 00 = Training and Education : $ 6, 000 . 00 Total Budget $ 15 , 000 . 00 c Staffing: Q Division Chief of Operations : Non- active member to whom the Committee Chief Liaison iz reports . 2 Committee Chief Liaison : Active member assigned by the Training Battalion Chief °a Division Chief of Operations or assigned designee . This position reports directly to the Division Chief of Operations . N c� Committee Chair: Operation Development Training Captain who is tasked to organize �, v meetings, draft committee reports, and represents the Fire Behavior Committee on the Standards of Coverage Committee . °Q a� Operational Directive (OD) Member : Active member assigned to the committee by the OD Committee to act as a liaison for needed changes to PFA operational directives . _ a Fire Investigator : Active member assigned by the Community Safety Service Division to the committee to provide information from fire investigations relating to cause, origin, fire Cn Y dynamics, and the effectiveness of tactics used . 1W o) Committee Members : Active members ranging from five to six PFA operational employees N who are charged with reviewing and assessing fire dynamics research, its relevance to PFA and recommending needed changes to response, tactics, equipment, training and OD ' s . E U CU Did you stop doing anything because of resources (Budget and/or Hours) : Q • Transitioned from a centralized to decentralized approach to analysis and decision making. Summary of Response Activity: • Number of Incidents : 56 • Response Time Analysis : 'badt� 7 18 ,utnerjk� Courage, Leadership, Duty Packet Pg . 54 1 .3 Dispatch Turnout Travel Travel Total Total Time Time Time First Time Response Response Unit Effective Time First Time ERF Response Unit Force ERF 1 : 49 1 : 59 6 : 21 12 : 31 9 : 49 16 : 37 t= Training: °L • Hosted a Physics and Fire Dynamics class instructed by James Mendoza from San Jose Fire Department • Department wide training on Firefighter Safety and Survival and Mayday operations Q • Provided two acquired structure trainings L • Assisted and participated in three acquired structure burns with Loveland Fire Y Rescue Authority looking at effectiveness of tactics Q • Elevated master stream training for all Truck Driver Operators as well as Engine Operators • Conducted department wide Company Performance Tasks (CPT' s) for basic skill o evaluation a • Conducted department life fire training with a focus on Rapid Intervention Crew N training • Live fire demonstration for Local 1945 and state and local law makers o� v • Hosted and instructed for the International Honoring Tradition and Leading Change c Conference a • Conducted 11 After Action Reviews (AAR' s) of major incidents • Completed Authority hose testing = • Authority-wide Fire Alarm Systems training Q • Federal Aviation Administration required mutual aid Aircraft Rescue and Fire N Fighting (ARFF) training with Loveland Fire Rescue 2 • Annual task books for Driver Operators and pumping TOM N Previous Year Accomplishments : on • Rotated committee members E • Completed a re -write of the committee operating document U CU • Realigned the committee ' s goals into five areas of function : Response, Equipment, Q Operational Directives, Training/ Research, and Quality Assurance/Quality Improvement (QA/ QI) • Assisted in making changes to PFA deployment model and SOC in conjunction with the regional Computer Aided Dispatch changes Courage, Leadership, Duty � i'rruilrrFfrc, 19 �utbarit. Packet Pg . 55 1 .3 • Assisted the Operations Chief in alignment of terminology and practices for regionalization and closest unit dispatching • Drafted and submitted Operational Directive changes identified from further study of fire dynamics and lessons learned from AAR' s • Provided resources to requesting departments, including the Fire Department of New York (FDNY) , on fire suppression tactics and operational changes that have been implemented • Increased the amount of instruction time in the recruit academy for fire behavior C training _ Q Hazardous Materials Response Team L 0 Accreditation Category/Performance Indicator : Category SHISH. 3 Q Manager: Captain Matt Housley/Battalion Chief Geoff Butler Operations Chief Rick Vander Velde a� Year: 2019 0 a Program Description : Hazardous materials can be described as substances that, when released from the intended N container, can cause harm to persons or the environment. The Hazmat Program supports the personnel, training and equipment necessary for response to hazardous materials o� incidents within PFA' s jurisdiction and as a mutual aid partner for surrounding agencies . rm The program objective is to minimize the adverse effects of a hazardous materials release 0 CL on life, property and the environment. The program supports training for Poudre Fire W Authority personnel consistent with the requirements of the Code of Federal Regulations and state and local requirements as they relate to emergency response to hazardous = materials incidents . Q U Program Objectives : 0 N • Minimize the adverse effects of a hazardous materials release on life, property and co the environment. a) • Provide for eight Colorado Municipal Certification Board (CMCB) certified Hazmat N technicians per shift. o Four Full Techs assigned to Station 10 on each shift. (Reference Hazmat E technician training document) . U o Four Tech Lites minimum per shift. (Reference Hazmat technician training Q document) . • Ensure that training and competencies outlined in the Code of Federal Regulations part 29 (CFR29 ) are met by all PFA response personnel . • Provide and maintain specialized tools and equipment necessary for hazardous materials response . • Maintain abilities to support consortium Hazmat response. 4. e� a 20 Autnodk� Courage, Leadership, Duty Packet Pg . 56 1 .3 • Provide Technician Level training to other staff as funding allows . Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services Measures of Output Progress : Primary Self- o Strategic Assessment Output 2017 2018 2019 2020 C Initiative Measures Actual Actual Actual Goal Category/Criterion 5H . 2 : The agency Maintain a Q maintains appropriate minimum training, operations level of o policies and hazardous 3 documentation that materials Q response personnel technicians M are compliant with all assigned to applicable hazardous the 24 34 35 30 0 materials regulations Operations a and laws . Division a) 1 - High meeting the `I'. Quality 5HA : The agency CFR 29 TOM and complies with all Standard for Innovative aspects of applicable Hazardous c Core hazardous material Materials a a� Services regulations such as, Technician annual refresher Provide 12 training, medical technicians Q monitoring of trained to response personnel, the " Full " N annual physical level at examinations as station 10 9 12 co applicable per c standards, and N exposure record retention . E U Program Inputs : Q Budget: 2019 Ado ted 2019 Actual $132, 755 $65, 051 In 2019 the hazmat program asked for and received extra money in the budget to replace some monitoring and chemical/substance identification equipment that is nearing the end Courage, Leadership, Duty � i'rruilrrFfrc•�_ 21 Auftrit% Packet Pg . 57 1 .3 of its life . The plan was to replace this equipment by obtaining a grant that would likely require matching funds from within PFA' s budget. Due to workload issues, this grant application was not completed within the application window. As a result, the matching funds were not needed and thus the additional funds requested were returned to the operations budget. Staffing: All PFA firefighters are required to be trained and certified to the hazardous materials operations level by the Authority's certifying body, the Colorado Metropolitan Certification °a Board (CMCB) . These personnel are the initial responders to most hazardous materials within the Authorities boundaries . Most hazardous materials incidents are handled by the 3 first arriving PFA unit, the PFA safety officer, and the technicians responding from Station = 10 . a L In 2019, PFA and IAFF Local 1945 entered into a two -year contract (the contract) . °, Personnel who are assigned to Station 10 assign themselves based on the current bid Q process as described in the contract. Within this contract is the staffing requirement that two hazmat techs be assigned to Station 10 each day as a part of the daily minimum staffing requirement. This 100 % increase in trained personnel (from the previous year' s minimum 3 staffing of one hazmat tech) has made a significant, positive difference in the daily a° operations at Station 10 and the service level hazmat has been able to provide to the PFA and the community. In addition, the hazmat program has exceeded its goal of eight hazmat N technicians per shift. At the end of 2019, there were a total of 35 technicians within the Authority across the three shifts and includes some 40 -hour personnel . o� L Did you stop doing anything because of resources (Budget and/or Hours) ? Q The hazmat program has not asked for an increased budget in the last several years except W for the one -time funds requested for equipment replacement. As mentioned above these were not utilized in 2019 and the money was returned to the operations budget. Both the = equipment that needs to be replaced, and the replacement equipment, have been identified Q and will likely be acquired in 2020 . Within the program the challenge continues to be meeting the demands of the program from a time perspective, not a monetary perspective . N CO Summary of Response Activity: TOM N on Number of Incidents : 743 a� E Response Time Analysis : U Dispatch Time Turnout Ti Travel Time Total Response Time Q me 2 : 31 2 : 06 8 : 20 11 : 33 Training: In 2019 the hazmat program continued its tradition of providing high quality, relevant training across the Authority at all levels of certification. e Owar 4 �. 22 Autnorlk� Courage, Leadership, Duty Packet Pg . 58 1 .3 The following is a synopsis of the training that was provided by and funded from within the hazmat program : Several firefighters became newly certified technicians via State sponsored hazmat classes and National Fire Academy attendance . On the second Tuesday of every month, a 3 -hour hazmat team meeting and training is conducted for current hazmat technicians and those interested in joining the hazmat team. These classes are intended to meet the continuing education requirements of °a CMCB for Hazmat Technician and the actual daily response requirements of a growing community. A copy of this 2019 training schedule is provided at the end of this section . _ In addition, PFA hazmat technicians led or participated in training involving the Q following. c • Northern Colorado Bomb Squad tabletop exercise Q • On site drill for an Ammonia leak with Anheuser Busch' s hazardous materials M response team • Trench rescue training with PFA technical rescue personnel (all three shifts) • A multi -agency drill at Colorado State University involving response to a °a biological agent that involved not only local partners such as Colorado State University Police Department and UC - Health Emergency Medical Services, but N also national partners, in this case U . S . military's 84th Civil Support Team out of � F . E . Warren Air Force base in Cheyenne, Wyoming o, v • The State of Colorado ' s Local Emergency Planning Committee conference in Breckenridge (attended for free via grant) C • A class on homemade explosives taught by Alcohol, Tobacco and Firearms W agents and sponsored by the Northern Colorado Bomb Squad • Assisted Fort Collins Police Services with the development of hazardous Q materials/weapons of mass destruction training for all their officers • Participated in a multi -jurisdictional event at the Larimer County Ranch facility N and the Larimer County Justice Center co The program works diligently to keep costs low by providing two levels of hazmat c training for technicians (which increases the number of technicians at a reduced cost) , N utilizing state and federally sponsored classes when possible or by teaching classes at conferences which often provides free attendance to the remainder of the conference . E U CU In 2019 several technicians taught locally and/ or nationally including at local Q businesses, at the Midwest Hazmat Conference in Chicago, IL and the Houston Hotzone Conference in Houston, TX (teaching the PFA hazmat response system) . In addition to feedback on the process at a national level, it also facilitates a sharing of ideas, best practices and research on new products and tools, many of which have been incorporated into the PFA Hazmat program . Courage, Leadership, Duty � r� 23 �utbarit. Packet Pg . 59 1 .3 Several specialty classes were also attended by technicians including a 3 - day class on air monitor maintenance and repair, a sampling and chemical identification class taught by Boulder County' s Hazmat Team, and classes provided due to our participation in Colorado' s Urban Search and Rescue Team, Colorado Task Force One (COTF- 1 ) as a Hazardous Materials Specialist. PFA hazmat also sponsored a few training opportunities in 2019 that technicians did not take advantage of (NFA, IAFC Hazmat Conference) in part due to the inability to provide leave to attend the training. 0 CL a� The PFA hazmat program provides and funds a minimum of six hours of hazmat training at the operations certification level each year. This training is provided in = person, through the spring 8 -hour day, and via Target Solutions assignments and is Q designed to incorporate the operations level JPRs (CMCB) that must be completed every c three years . This training is developed and delivered by PFA hazmat technicians . Y Construction of props needed as well as overtime for instructors is provided from funds Q within the hazmat budget. 2019 highlights include a new chemical decontamination system for chemical/biological incidents, donning and doffing of protective gear and a hands - on response scenario involving an unknown powder. 3 0 (L 2019 PFA Hazmat Team Training Calendar a) TOM January Tuesday January 8th 0830 Suburban Propane N 11 Propane Emergencies c0 February Tuesday February 12th Level A Job Sheets /Tabletop �, 0830 5 . 2 . 1 Hazardous materials rm Technician Level Response 00 CL Plan W March Tuesday March 12th 0830 8 -hour day class review April Tuesday April 9th 0830 Tech ODs = EN10 / Haz10 Equipment Q review May Tuesday May 14th 0830 Tech Ref Clipboard Y QRC co June Tuesday June 11th 0830 Radiological response TOM review White N Powder/Suspicious Package Tabletop E July Tuesday July 9th 0830 Hot Topis Drill U August TuesdayAugust 13th 0830 NOCO Bomb Drill Q September Tuesday September 10th Wireless monitors /Con 0830 Space /Trench/ Dewatering um Heater Blower October Tuesday October 8th 0830 Tech ODs EN10 / Haz10 Equipment review 47 24 ,utnerjk� Courage, Leadership, Duty Packet Pg . 60 1 .3 November Tuesday November 121h Tech Ref Clipboard 0830 QRC December Tuesday December 101h Don/ Doff Level A 0830 Plug/ Patch Decontamination Previous Year Accomplishments : In addition to the training mentioned above there were several notable accomplishments in 2019 . A first ever hazardous material transportation study was completed that involved a 0a survey of over the road and over the rail hazardous materials traffic within the Authority' s boundaries . PFA hazmat personnel worked with the City of Fort Collins Water Treatment group and a contractor that they hired to address spills and spill response within the City' s = source water area . Resulting training will be delivered in 2020 to water crews and PFA personnel . L 0 PFA hazmat crews attended the City' s household hazardous waste drop off events for the Q second year in a row. These events allow citizens to drop off hazardous materials that might otherwise wind up in the landfill stream, or remain hidden but unused, in citizen' s garages posing a risk to the community. 0 a There were several notable responses in 2019 . These include : • Several responses to a local business for Hydrofluoric acid exposures N • An ammonia leak at a local brewery � • A drug lab warrant with the Northern Colorado Drug Task Force o� • A response with Larimer County Park Rangers for an overturned boat in Horsetooth reservoir in which PFA hazmat was able to provide booms to contain the spill C • A response with law enforcement for a chemical suicide at a local motel W Finally, in 2019 PFA hazmat and PFA' s Battalion Chief of Planning and Analysis Q implemented tracking within the records management system for hydrocarbons and other hazardous materials liquids spilled during events that were mitigated and cleaned up by crews, thereby preventing them from entering the watershed. P co Outcome of the Program : c The outcome of the hazardous materials program described above reflects a well -trained N group of personnel responding in a layered, hazard driven response approach to hazardous materials within the Authority' s boundaries and surrounding communities . Additionally, E PFA hazmat continues to work with other local, state and national responders up and down CU the Front Range to standardize training, equipment and response capabilities within the Q current framework that is available . Some examples of this include cost sharing of classes and equipment. As the program looks to 2020, and beyond, it will continue to build on these past successes, look for additional opportunities to succeed and build sustainability through policy development, implementation and building a culture of excellence and innovation . Courage, Leadership, Duty � i'rruilrrFfrc, 25 �utbarit. Packet Pg . 61 1 .3 Hazmat Gallons Mitigated 361 400 350 300 250 200 ., 150 Q 100 75 50 38 . 5 15 0 EU _ Other Call Types Chemical spill or Gasoline or other Motor vehicle >, leak flammable liquid accidents o spill Y a Halfway through 2019 the program manager for Hazmat worked with Planning and M Analysis on implementing fluid clean up calculations to the RMS system to assist with capturing clean -up of automobile fluids on motor vehicle accidents . The training provided o by the hazardous materials team along with the operational knowledge of the responding a a) engine companies leads to these fluids being cleaned up and not able to enter the storm c drainage and eventually to the Poudre River. A significant outcome of the program was `I'. mitigating approximately 489 . 5 gallons of hazardous waste and ensuring clean - up of these o OTM items for all calls . This is a significant environmental impact of the program in working with our crews and partners with the Larimer County Health Department and the City of c Fort Collins Environmental Regulatory Agency. C Technical Rescue a U Accreditation Category/Performance Indicator : CategorysG/5G. 3 Technical Rescue W Manager: Captain Tim Murphy/Battalion Chief Geoff Butler Operations Chief Rick Vander Velde co o) Year: 2019 TOM Program Description : This program is working to improve and maintain the technical rescue service level to the CU community and includes : • Swift water, still water, and ice rescue Q • Technical rope rescue and large animal rescue • Confined space, trench, and structure collapse rescue • Vehicle, elevator, and machinery extrication New equipment including collapse equipment, supplied air breathing units, a collapse rescue truck, and other needed items have been purchased and put in service . This has �✓' f'badi� Fi? 7� 26 Autnorjk� Courage, Leadership, Duty Packet Pg . 62 1 .3 enhanced the capabilities for technical rescue incidents . Staff continues to train, identify community risks, and look for additional funding to increase the services of these skills that are used on a weekly basis . Program Objectives : • Provide for trained personnel to respond safely to technical rescue emergencies • Maintain service levels consistent with technical rescue standards • Facilitate a regional training with neighboring fire department(s) c CL • 100 % of emergency personnel to participate in ice rescue update • 100 % of emergency personnel to participate in swift water update • Increase the number of swift water 2 certified rescue personnel within the river = corridor Q • 100 % of support company personnel, Stations 4 and 7 personnel to receive an o update on rope rescue Q • 100 % of support company personnel to receive an update on trench rescue • 100 % of support company and hazmat personnel to receive an update on confined a space rescue • 100 % of support company and Station 6 personnel receive update on big rig rescue °a a) • Restructuring large animal rescue using Station 12 personnel c N • Complete operational plan for technical rescue • Consider reorganizing the technical rescue disciplines . Adding engine companies to TOM skill set training/response and separating Tower 1 and Ladder 5 responsibilities rm • Identify and replace outdated technical rescue equipment. C • Streamline the data collection process for technical rescue through data gathering using the Image Trend application in coordination with the accreditation team. • Increase the confined space technician qualification by two personnel . Q • All swift water 2 certified rescue personnel to complete swift water JPR requirement. Cn • Implement JPR for trench, confined space and rope rescue annually. TOM can o� 0 Strategic Initiative Alignment: N 1 - High Quality and Innovative Core Services E U Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 27 �utbarit. Packet Pg . 63 1 .3 Measures of Output Progress : Strategic Primary Self- Output 2017 2018 2019 2020 Initiative Assessment Measures Actual Actual Actual Goal Category/Criterion 5G . 2 : The agency Delivery of establishes minimum technical training and rescue c operational standards; discipline C compliant with local, Authority- state and national wide trainings standards, and that all delivered in 4 4 5 5 Q personnel who accordance function in the with the o technical rescue technical 3 1 - High program meet training rescue Quality and operational operational M and standards . plan Innovative Core Competency o Core 5GA : Given the % of time (L Services agency's standards of Poudre Fire a) cover and emergency Authority `1'1 deployment objectives, meets its o °the agency meets its technical ' staffing, response time, rescue N / R Pending 86 % 90 % c station, apparatus, and effective C equipment response deployment objectives force for each type and level benchmark Q of risk of a technical performance . rescue incident. cc Program Inputs : co Budget: TOM 0 2019 Ado ted 2019 Actual N on $118, 434 $98, 844 a E The Technical rescue budget was under budget due to the cancellation of the swift water 1 CU course, which also impacted the class size of the swift water 2 class . Swift water 1 is a Q prerequisite for swift water 2 , which reduced the size of the class after the swift water 1 cancellation . Staffing: The Division Chief of Operations is responsible for the Technical Rescue program . The Special Operations Battalion Chief is the Battalion Chief liaison (this is a new assignment as e �ftai 4 �. 28 9uthodk� Courage, Leadership, Duty Packet Pg . 64 1 .3 of February 2020 ) with a line Captain assigned as the program manager. There are approximately 30 department members who participate on the team (more are trained, these members work on the program) working in one of the three operating groups to complete tasks associated with the large number of disciplines within the program. There is a close collaboration with the Hazardous Materials Program Manager to coordinate response and training as many of the incident types overlap . Water Rescue : All on- line personnel are trained in still water, ice rescue, and swift water shore operations on an annual or semi - annual basis . There are approximately eighteen 0 CL rescue swimmers on each shift. During swift water season, rescue swimmers are concentrated along the river corridors . _ Technical Rope : PFA maintains approximately eighteen personnel on each shift trained to Q at least the operations level in high angle technical rescue . All personnel assigned to Station c 12 are tasked with competency in large animal rescue operations . Y a Trench Rescue : Approximately seven personnel per shift have been trained to a minimum of operations level for trench rescue . Confined Space Rescue : PFA has a total of fifteen confined space rescue technicians . a0 a) Structural Collapse Rescue : PFA has approximately twenty- four personnel who participate N in the Urban Search and Rescue Task Force 1 . Spread across all shifts, these personnel serve as SME ' s in structural collapse and are typically trained in several of the other TOM technical rescue disciplines . 0 a Extrication : All PFA firefighters receive auto extrication training in academy. Four to ten W PFA personnel have specialized training in machine ( S ) , big rig ( 10) , and/ or elevator (4) extrication and serve as department SMEs and instructors . _ a Did you stop doing anything because of resources (Budget and/or Hours) : No . Summary of Response Activity: N Number of Incidents : 141 CO a) TOM Response Time Analysis : N Dispatch Time Turnout Time Travel Time Total Response Time 2 : 3S 1 : 48 7 : 48 11 : 22 E U CU Training: Q Individual companies are expected to maintain currency and document training in those specialty skills that apply to their companies, coverage areas, or personnel . In addition to company level training, there are numerous formal trainings attended outside of PFA and within the department at the department and multi - company levels . Courage, Leadership, Duty � i'rruilrrFfrc, _ 29 �utbarit. Packet Pg . 65 1 .3 Water Rescue : • Authority-wide swift water refresher training • Authority-wide ice rescue refresher training • Proficiency swims for all rescue swimmers • Swift water rescue 2 was attended by four firefighters assigned to the river corridor Technical Rope Rescue : • Annual high angle refresher day for Tower 1, Ladder 5, Engine 4, and Engine 7 • Low angle rope refresher for Stations 9 and 11 C • Rigging for Rescue operations level was attended by ten members of Tower 1 , Ladder 5 , Engine 4, and Engine 7 _ Trench Rescue : • Annual trench rescue refresher day for Tower 1 , Ladder 5, Engine 10, and Engine 5 0 Confined Space Rescue : Q a� • CMC confined space technician level class was attended by two firefighters . • Annual confined space refresher day for Tower 1 , Ladder 5 , Engine 10, and Engine 1 0 Extrication : a a) • Annual extrication refresher day for Tower 1, Ladder 5 , Engine 4, Engine 6, Engine TOM c 7, and Engine 8 `1'. TOM c� Previous Year Accomplishments : • Personnel from neighboring fire departments attended the trench rescue refresher. c CL • Planning for a technician level inter- agency trench rescue training in 2020 was initiated . • Numerous trainings, as documented in the previous section, were attended by appropriate companies and personnel . Q • A draft operational plan for technical rescue was completed. • Technical rescue, extrication, and water rescue equipment continued to be well Cn Ip maintained and updated with several improvements to these programs . • Task books and JPRs for technical rescue disciplines were introduced to ensure a) documentation of competence and currency. N Outcome of the Program : on In addition to the substantial outputs documented under training and accomplishments, PFA responded to the following call types : M is Ice rescue - 3 Q Auto extrication - 23 Extrication other - 4 Elevator rescue - 64 Trench rescue - 1 High angle rescue - 3 Nudiv 47 30 ,pinorlk� Courage, Leadership, Duty Packet Pg . 66 1 .3 Of significance was PFA' s mutual aid response to a trench rescue in the Windsor- Severance jurisdiction . PFA was able to support this extended operation with an initial response of three companies followed by 12 Urban Search and Research members and numerous additional support services . PFA assumed a major operational role in this incident. While the outcome was tragic for the two victims, no firefighters were injured during this high- risk incident. t= Volunteer Program $ Accreditation Category/Performance Indicator: SE - Fire Suppression, SF - Emergency Medical Services, SG - Technical Rescue, SK - Wildland Fire Service c Manager: Captain John Vander Vliet Operations Chief Rick Vander Velde c Year: 2019 a Program Description : M Through maintaining a cadre of trained emergency responders, the PFA Volunteer Program 2 strives to : 0 1 ) Provide multi -hazard emergency response in areas outside of the primary response of a) career stations, namely Stations 9 and 11 . N 2 ) Enhance resilient emergency response throughout the Authority by reducing the drain � on the system into areas of 9 and 11 and by providing support to the system during o, v greater alarm incidents . 0 CL 3 ) Afford an avenue for citizens and aspiring career firefighters to serve the community while learning about the fire service and the Poudre Fire Authority. 0 4) Provide an additional source of service and education to citizens regarding fire service = issues . Q U Program Objectives : • Maintain Stations 9 and 11 response at 40 % during summer staffing and 2 S % for 1W the year by: 0 - Continuing to identify times of peak call volume and target staffing accordingly. - Maintaining the seasonal staffing program to address times of peak call volume . - Conducting outreach into the communities of Stations 9 and 11 for the recruitment of new program members . Q • Improve retention of personnel to a minimum of 18 personnel in order to maintain response competency and reduce costs associated with training and equipping new personnel . • Support the retention of personnel and reliability of staffing by maintaining a compensation plan for program members within current budget. Courage, Leadership, Duty � i'rwtlrc'Ftec 31 Auftrit% Packet Pg . 67 1 .3 Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services Measures of Output Progress : Strategic Primary Self- Output 2017 2018 2019 2020 Initiative Assessment Measures Actual Actual Actual Goal Category/Criterion t= 0 a % of PFA volunteers attending at = least 12 Q volunteer 100 % 98 . 5 % 92 % 100 % L specific°, 5F. 1 and 5KA Given its training Q standards of cover and events M emergency deployment % of 1 - High objectives, the agency Stations 9 0 Quality meets its staffing, and 11 calls a and response time, station, responded TOM o Innovative apparatus and equipment to by 25 % 36 % 54% 40 % N Core deployment objectives volunteers TOM Services for each type and during magnitude of emergency summer 0 medical incidents and staffingCL wildland fire incidents . % of Stations 9 ' and 11 calls Q toresp by nded 25 % 22 % 23 % 25 % volunteers in off co a) TOM season c N N Program Inputs : Budget: Y 2019 Ado ted 2019 Actual Q $56, 037 $61, 104 Owdiv F ? 32 ,pinoflk� Courage, Leadership, Duty Packet Pg . 68 1 .3 Wildland Program Accreditation Category/Performance Indicator: SK/SK. 3 Wildland Fire Manager: Captain John Vander Vliet Battalion Chief Geoff Butler Operations Chief Rick Vander Velde Year: 2019 t= Program Description : a Wildland and wildland- urban interface (WUI) fires constitute a significant hazard within PFA' s jurisdiction and are the statutory responsibility of the Authority. With over 110 wildfires occurring per annum (20 % of fire calls) , the scale of this hazard has increased Q over the past decade as illustrated by the 2012 High Park Fire that resulted in the destruction of 248 homes and one fatality. o The Wildland Fire Program is coordinated by the Wildland Fire Officer under the oversite Q a� of the Special Operations Battalion Chief as of January 2020 . The program is comprised of M an in - district- specialty station, an out- of- district team, PFA volunteer firefighters, and an open door for all on the Authority who wish to participate . o a The Out of District Wildland Team deploys nationally in order to enhance suppression a) operations through enhanced experience and training. This team possesses a higher level `q of training and operates according to the National Wildfire Coordinating Group (NWCG) TOM national standards for advanced positions such as Engine Boss, Division Supervisors, and Forward Observers . 0 a m Program Objectives : The goal of the Wildland Fire Program is to minimize the impact of wildland and WUI fires by developing and maintaining public awareness, PFA suppression capabilities, and multi - Q jurisdictional cooperation at levels commensurate with the identified hazards and risks . U Cn The focus areas and associated objectives within the Wildland Fire Program include : Operations : can • Ensure a safe and effective response to wildfire incidents within PFA's jurisdiction c • Maintain an out- of- district team to support cooperators at the national level and `'' enhance experience and abilities within the Authority • Maintain a wildland fire command team that can support the safe and effective E management of expanding wildfires to termination or transition to a higher level of c command Q • Develop and maintain inter- agency relationships in the realm of wildland fire Training : • Provide initial wildland fire training to career and volunteer recruits • Provide annual refresher training to all uniformed personnel Courage, Leadership, Duty � i'rruilrrFfrc, 33 �utbarit. Packet Pg . 69 1 .3 • Provide higher level training to out- of- district and wildland command team members as well as those stations with higher levels of wildland fire hazard in their areas in a cost- effective manner Mitigation : • Ensure public education and Authority-wide situational awareness of WUI issues through the Wildland Outreach and Planning Initiative (WOPI) and seek grant funding to that end • The International Association of Firefighters " Ready, Set, Go" program is under evaluation as the future method of public education and community risk reduction 0a in the PFA WUI . Equipment : • Ensure firefighters and apparatus are adequately equipped for safe and effective Q wildland fire operations in a cost- effective manner Apparatus : o • Develop recommendations for the purchase, maintenance, and placement of 3 wildland fire apparatus Q a� M Strategic Initiative Alignment: 2 1 - High Quality and Innovative Core Services 3 0 (L Measures of Output Progress : a) N Primary Self- � 2016 2017 2018 2019 0� Strategic Assessment Output Actual Actual Revised Goal Initiative Category/Criterion Measures c 0 CL a� Perform all 1 - High SK : The agency WOPI Quality operates an adequate, assessments Q and effective, and efficient directly Innovative program directed requested by 100 % 100 % 100 % 100 % N Core toward wildland homeowner co Services firefighting. within 30 TOM 0 days N a� E Program Inputs : U CU Budget: 2019 Ado ted 2019 Actual Q $166, 777 $150, 407 Staffing: All career and volunteer firefighters are trained to NWCG standards as type - 2 wildland firefighters (basic operations level) . Six paid stations cross -staff wildland apparatus, and the two volunteer stations also staff wildland apparatus . 4. e� a 34 ,°'^QTjk� Courage, Leadership, Duty Packet Pg . 70 1 .3 Did you stop doing anything because of resources (Budget and/or Hours) : The WOPI program has been discontinued but the data is still available . The Ready, Set, Go program is being managed by Community Risk Reduction . Summary of Response Activity: Number of Incidents : 58 Response Time Analysis : Dispatch Time Turnout Time Travel Time First Total Response Time Unit First Unit C a 3 : 20 3 : 19 9 : 15 14 : 10 Training: _ Wildland training for PFA consisted of NWCG compliant wildland fire refresher training for all firefighters and Wildland power saw training (S - 212 ) for several firefighters . c Previous Year Accomplishments : Q The Wildfire Officer served as incident commander on the Skyline Fire, PFA liaison to the McNey Fire, and division supervisor on the Elk Fire . a Outcome of the Program : °a The wildland program was successful in ensuring that PFA personnel remain trained and qualified with NWCG training for S130 / 190 requirements . The team also ensured that N 11 equipment was maintained and mission ready. The Wildland Coordinator in coordination with their role as the Volunteer Coordinator also provided an improved response during �, v the summer months by implementing the seasonal responders in the Horsetooth Mountain area (planning zone 9 ) , which assisted with Station 4 response reliability. The Special °Q Operations Battalion Chief along with the Wildland program manager will continue to work W with Planning and Analysis on improving outcome measures for this report in 2020 . _ a cc co 0 N _ N E t U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 35 �utbarit. Packet Pg . 71 1 .3 Support Division Outcomes Support Division Outcomes Targeted Outcome Measures Actual Actual Revised 2020 2017 2018 2019 Goal Neurologically intact cardiac arrest 3 9 18 % * 20 % survivors % diversity applicants—minority No Hiring No Hiring 21 . 66% 19 % CL identified Process Process % diversity applicants —female No Hiring No Hiring 8 . 8 % 10 % Process Process = % diverse applicants on eligibility list— U/ D No Hiring 21 . 15 % 20 % >, minorityProcess •L % diverse applicants on eligibility list No Hiring°, —female U/ D Process 11 . 54 % 10 % Q a� Workers ' Compensation Experience 80 .96 1 . 02 . 85 Modifier Internal IT Security - Failure Rate of o PFA initiated security challenges/ # of 9 . 34 % 7 . 3 % 7 . 78 % 5 % a employees o N U/ D = Under Development (0 TOM o� v Support and Maintenance c CL Accreditation Category/Performance Indicator: 617 - Safety Equipment, 9B Communication Systems Manager: Battalion Chief Dustin DeBaere Q Division Chief Ryan McLean Year: 2019 N co Program Description : o) TOM The Support Division' s Operation and Maintenance program is for the administration, N purchase and maintenance of PFA supplies related to the daily operations . This includes on but is not limited to : services affecting protective clothing (bunker gear) , equipment w required by recruit firefighters, tools and supplies used in emergency operations and daily U activities, radio purchase and repair, safety supplies, health services, and health equipment. `° The program covers the annual compensation of the Support Division Chief and the Health Q and Safety Battalion Chief. Owdte 1 0� 36 ,ute°rlk� Courage, Leadership, Duty Packet Pg . 72 1 .3 Program Objectives : • Purchase and maintain radio equipment to provide safe and reliable communications for emergency and non - emergency incidents . Track radio numbers and reliability for planning purposes . • Purchase and maintain required clothing and bunker gear for all uniformed personnel . This clothing must meet National Fire Protection Association (NFPA) standards for emergency operations . • Purchase and maintain tools and equipment for daily and emergency operations . °a • Provide opportunities for Research and Development to foster communication equipment, personal protective equipment and tools to best serve internal and external customers . _ Q Strategic Initiative Alignment: L 4 - Financial Responsibility Y a Measures of Output Progress : M a� Strategic Primary Self- Output 2017 2018 2019 2020 °a Initiative Assessment Measures Actual Actual Actual Goal °' Category/Criterion N % of 6F . 3 : Safety firefighters c CL equipment having 4 - Financial replacement is NFPA Responsibility scheduled, budgeted compliant 100 % 100 % 100 % 100 % and implemented, and bunker Q is adequate to meet gear, v the agency' s needs . including a N reserve set cc U) o) TOM Program Inputs : N Budget: 2019 Ado ted 2019 Actual $93 6, 035 $789, 143 Y Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 37 �utbarit. Packet Pg . 73 1 .3 Emergency Medical Services Accreditation Category/Performance Indicator : SF/SF. 7 Emergency Medical Services Manager: Battalion Chief Kevin Waters Division Chief Ryan McLean Year: 2019 Program Description : 0 Provide overall administration, coordination, and supervision of all aspects of PFA' sCL Emergency Medical Services (EMS) system including : protocol development, distribution and revision; design and implementation of all aspects of EMS training and certification, quality assurance and quality improvement (QA/ QI) activities ; EMS equipment selection, Q purchase and maintenance; manage infection control and rehab programs ; contract administrator and liaison for all agencies in the Northern Larimer County Emergency 0 Response Area (NLCERA) . a Program Objectives : M 1 . Develop clinical protocols which : • Are founded on evidence -based best practices . o • Standardize clinical care . aa) • Clearly communicate expectations to medical providers in the field . N • Are easily accessed by NLCERA providers . 11 • Clearly delineate procedures and medications allowed based on certification TOM level . v 2 . Coordinate, develop and deliver EMS educational programs for NLCERA providers 0 CL which are : • Built on the foundations of EMS curriculum as established by the State of Colorado . • Appropriately focused towards each provider' s certification level . Q • Conducted jointly between agencies in recognition of a systems approach to response . N • Reinforce clinical expectations of applicable protocol (s) . co • Informed by system QA/ QI processes . 0) 3 . Assure continuous quality improvement in the areas of patient care delivery and N on continuity throughout the NLCERA which : • Maintains focus on providing world class EMS clinical care by methodical E analysis of all available data. U • Identifies and acknowledges clinical excellence . Q • Performs root cause analysis where opportunities for improvements in care are identified. • Reviews applicable protocol (s) with comparison to care documented. • Reviews clinical cases with prehospital providers and provides follow up . 4 . Establish and maintain cooperative working relationships between PFA personnel and external stakeholders . 38 Auinodk� Courage, Leadership, Duty Packet Pg . 74 1 .3 5 . Assure records management to meet the needs of EMS personnel certification, Patient Care Reports, Rehabilitation and Infection Control issues . Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services Measures of Output Progress : Primary Self- 2017 2018 2019 2020 0 Strategic Assessment Output a Initiative Category/Criterion Measures Actual Actual Actual Goal Core Competency 5F. 2 CPR The agency has Compression U/ D U/ D 88 % 90 % Q standing Fraction orders/protocols in IC place to direct EMS Appropriate 3 1 - High response activities to Depth of U/D U/ D 27 % 40 % Quality and meet the stated level of Compressions Innovative EMS response . 2 Core 3 Services 517 a. 6 The agency has a 0 quality improvement/ quality assurance Appropriate N program (QA/QI) in Rate of U/D U/ D 64% 75 % ,11 Compressions place to improve o� system performance and patient outcomes . 0a a� U / D = Under Development Program Inputs : Q Budget: 2019 Ado ted 2019 Actual $546, 099 $612, 033 cc 1W co Staffing: To better meet the demands of overseeing EMS system administration, the EMS a) Battalion is led by an EMS Battalion Chief and staffed with two EMS Captains, and one EMS `'' specialist. The uniformed positions are each 1 . 0 FTEs, while the EMS specialist is a half- time hourly EMS FTE . As of this writing, EMS Battalion staff is augmented by one E firefighter, working an administrative schedule, to assist with training and logistics . c Q Summary of Response Activity: Number of Incidents : 13 , 029 Response Time Analysis : Dispatch Time Turnout Time Travel Time Total Response Time 2 : 54 1 : 53 6 : 56 10 : 15 Courage, Leadership, Duty � r� 39 �utbarit. Packet Pg . 75 1 .3 Training: EMS training activities are designed to ensure providers maintain EMS credentials while reinforcing regional/system protocols . The EMS Battalion provides a total of 12 hours of live instructor-based EMS continuing education to all paid PFA staff. This training is made up of both didactic as well as practical skills . PFA also has an IT solution to provide computer-based training to augment instructor delivered content. Training content is largely based on areas of opportunity identified in PFA' s clinical case review process, as well as state recertification requirements . t= Additionally, the EMS Battalion has augmented the training delivered to newly graduated 0 CL firefighters from the fire academy. All newly hired PFA firefighters go through 40 hours of EMS education, to include IV credentialing, prior to line duty. _ In 2018, a 300 % out of hospital medical cardiac arrest survivability rate was seen. In 2019, a 100 % increase in out of hospital medical cardiac arrest survivability occurred. L 0 Previous Year Accomplishments : Q The previous year saw the completion of critical tasks . Some of these items include : • Comprehensive system analysis and recommendations for improvement. • Comprehensive review of the effectiveness of the current ambulance transport 3 contract with amendments and recommendations for other system improvements . °a • Ongoing organizational focus relative to EMS service provision . • Increased funding to support system and service level expansion. N • Acquired three EMS training manikins that will allow for a more expansive and realistic training experience for all EMS employees o� • Purchased all durable equipment need to upgrade one PFA engine company to ALS level service provision C • Comprehensive cardiac arrest survival response and training that has resulted in W ongoing annual increases in cardiac arrest survivability. • Review and revision of all pre -hospital clinical care protocols . Q • Addition of new skills and certification levels moving the PFA EMS response toward ALS provision . N • Refinement of QA/ QI process with partnering agencies to provide clinical feedback P to responders and inform future training needs . co • Development of an EMS system planning document outlining a focus on the system a) pillars of response time, training/certification, protocols, equipment, and QA/Ql . `%' _ a� Outcome of the Program : The EMS program is based on the acquisition and analysis of data. This information is used c to drive training, policy, response, and resource deployment. PFA staff works with partner Q agencies to integrate training, ensure equipment interoperability, validate protocols as defined by PFA' s Medical Director, performs QA/ QI, and measures response to calls for help . This methodical systems -minded approach has made headway in cardiac arrest survivability. In 2018, nine patients survived out of hospital cardiac arrest neurologically intact. In 2019 , 18 patients survived neurologically intact - two of those survivors were former PFA members . 4. e� a 40 ,°'^QTjk� Courage, Leadership, Duty Packet Pg . 76 1 .3 Emergency Medical Services Performance Management Accreditation Category/Performance Indicator: SF - Emergency Medical Services Manager: EMS Contract Coordinator Bill Salmon Division Chief Ryan McLean Year: 2019 Program Description : This program provides the funding and staffing required to manage the administrative C aspects of the EMS contract between PFA and the designated pre -hospital transport provider. The contract provides for Advanced Life Support (ALS) transport provision in the Northern Larimer County Emergency Response Area (NLCERA) . PFA administers the Q contract on behalf of the member agencies of the NLCERA. The contract is established to identify a sole source of pre -hospital transport provision with a primary purpose of o achieving continuous improvement and a focus on outcome oriented, patient centered, pre - 3 hospital emergency care for citizens in the NLCERA. The program ensures and verifies Q a� compliance with contract parameters, facilitates dialogue between member agencies and the contract provider, and identifies potential areas of improvement. 2 Program Objectives : a° • Manage the administrative aspects of PFA' s EMS contract with the designated pre - c hospital transport provider for the NLCERA. • Assist in facilitating on- going communication between member agencies of the o NLCERA. v • Coordinate required compliance reporting by the designated pre -hospital transport c provider. C • Facilitate the verification of provision of the required items within the EMS contract W by the designated pre -hospital transport provider and provide recommendations on resolution of issues requiring the payment of liquidated damages . Q • Provide a resource for PFA personnel to ensure accurate communications and v conflict resolution with the designated pre -hospital transport provider. N • Coordinate the necessary data analysis and interpretation of the response Y performance of the designated pre -hospital transport provider in accordance with co established contract requirements . TOM N Strategic Initiative Alignment: a 1 - High Quality and Innovative Core Services CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 41 �utbarit. Packet Pg . 77 1 .3 Measures of Output Progress : Strategic Primary Self- Output 2017 2018 2019 2020 Initiative Assessment Cate or Criterion Measures Actual Actual Actual Goal Respond to inquiries from NLCERA Core Competency SF. 7 : member CL The agency conducts a agencies and formal and documented the transport 90 % 100 % 100 % 100 % appraisal, at least annually, to determine Provider Q Reduce the within 1 frequency the effectiveness of the business day c and EMS program and its from 0 severity of impact on meeting the submittal Q emergency agency s goals and Provide 2 incidents objectives . This should monthly a include an evaluation of the agencies standard response o performance a operating procedures, reports to the 100 % 100 % 100 % 100 % TOM protocols and N equipment. transport provider by the Sth of the o� v month 0 a m Program Inputs : Budget: 2019 Ado ted 2019 Actual Q $80,440 $73, 185 U TOM o� 0 N N E t U is Q Owdiv Fide. 42 Auinodk� Courage, Leadership, Duty Packet Pg . 78 1 .3 Equipment Maintenance Accreditation Category/Performance Indicator: 6D Apparatus Maintenance Manager: Fleet Maintenance Supervisor Brad Smith Division Chief Ryan McLean Year: 2019 Program Description : This program provides for operation of the PFA mechanic shop with Emergency Vehicle C Technician personnel to assure that all PFA apparatus/equipment is properly maintained . Program Objectives : Q • Assure the maintenance and upkeep of all fire apparatus and vehicles necessary to operate the Fire Authority. 0 • Maintain a high level of expertise through on - going training for equipment Q maintenance personnel. • Assure that all vehicles meet state and federal standards . • Minimize downtime of apparatus due to repair or routine maintenance . 0 • Maintain sufficient reserve apparatus to assure reliable backup apparatus for timely a a) emergency response . N • Maintain portable firefighting equipment. c0 • Install emergency warning devices, radios, telephones and mobile data terminals . o� v Strategic Initiative Alignment: 0 CL 4 - Financial Responsibility 0 _ a co TOM N _ N E t U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 43 �utbarit. Packet Pg . 79 1 .3 Measures of Output Progress : Strategic Primary Self- Output 2017 2018 2019 2020 Initiative Assessment Measures Actual Actual Actual Goal Category/ Criterion Diesel _ Fleet - 0 0 Ratio of a Core Competency 6D . 1 : service An apparatus hours 97 . 6 N/ R 84 . 32 65 . 5 maintenance program is compared Q established. Apparatus to total L maintenance is miles o conducted in driven Q accordance with the Diesel a� 4 - Financial manufacturer' s Fleet - M Responsibility recommendations and Ratio of federal and/or state/ annual o provincial regulations . downtime a) Attention is given to the in days 271 . 8 N/ R 288 . 2 295 N safety, health, and compared security aspects of to total c0 TOM equipment operation miles and maintenance . driven 0 0 CL Diesel - Miles per N / R N/ R 8 . 65 9 . 65 gallon N / R = Not Reportable Q U Program Inputs : N Budget: 2019 Ado ted 2019 Actual 0) $922, 038 $910, 620 N a� E U is Q Owdiv F ? 44 ,pinoflk� Courage, Leadership, Duty Packet Pg . 80 1 .3 Facilities Maintenance Accreditation Category/Performance Indicator: 4B - Financial Practices, 6B - Fixed Facilities Manager: Battalion Chief Dustin DeBaere Division Chief Ryan McLean Year: 2019 t= 0 Program Description : CL Provide for ongoing maintenance and utility services for PFA facilities . Facility maintenance has been funded with the budget amount set to handle most minor Q repair and preventive maintenance costs that occur during the year. Major costs such as a remodel have required the use of reserve funds or funding from another source . 0 The International Facility Management Association recommends an ongoing maintenance funding of 4 % of replacement cost. Maintenance costs are considered minor repairs up to M major repairs such as a new roof. Operating costs, such as utilities and snow removal are 00 not factored in . If PFA were to fund at this level, a major shift in funding would be required . o Using Station 1 , for example, with an estimated replacement cost of $ 1 . 8 million, a 3 % a, maintenance fund for the station would require $ 55 , 000 . In order to achieve 3 % TOM 0 maintenance reserve for all PFA facilities, $ 450, 000 would be needed . `1'. TOM c� Program Objectives : • To provide quality facilities which meet the needs of the public and PFA personnel. c CL • To provide utility services in the most economically feasible and environmentally sound manner. • To maintain and provide utility service for 13 fire stations, one administrative office, and one maintenance shop . Q • Conduct survey of all PFA facilities to identify current or future major repair needs . • Develop plan for setting priorities and a timeline on when repairs will be needed . Cn Ip • Identify long-term funding needs to serve as a planning tool for future budgets . 2 • Evaluate opportunities for energy efficiency measures . TOM 0 Strategic Initiative Alignment: N 4 - Financial Responsibility E U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 45 �utbarit. Packet Pg . 81 1 .3 Measures of Output Progress : Strategic Primary Self- Output 2017 2018 2019 2020 Initiative Assessment Measures Actual Actual Total Goal Category/Criterion 413 . 3 : Any projected Average operating deficit staffed station (expenditures Energy Use c CL exceeding revenues Index in a budget year) is (determined explained, and a plan by adding developed to rectify annual use in Q the deficit. kilowatts and annual use of 0 Core Competency natural gas in Q 613 . 3 : Physical cubic feet then facilities are adequate dividing by 62 66 N/ R 65 M and properly the building' s 4 - Financial distributed in square o accordance with footage, then a, Responsibility stated service level divided by o and standards of number of `11 cover. staffed fire stations) . A v Core Competency lower score c CL 613 . 3 : Facilities denotes less comply with federal, energy use . state/provincial and Total local codes and Maintenance Q regulations at the and Repair v time of construction, Cost in $ /Total N required upgrades for Square Foot 67 N/ R 86 . 90 Y safety are identified, Area of co and where resources Facilities a) allow, addressed . Maintained N / R = Not Reportable U Program Inputs : `° Budget: Q 2019 Ado ted 2019 Actual $416, 712 $540, 958 Owdiv F ? 46 ,pinoflk� Courage, Leadership, Duty Packet Pg . 82 1 .3 Information Technology Accreditation Category/Performance Indicator : Category 2 - Assessment and Planning, 9C - Administrative Support and Office Systems Manager: IT Manager Eric Nelson Division Chief Ryan McLean Year: 2019 t= Program Description : a Provide technical expertise (LAN, WLAN, WWAN, Video Teleconference and computer support) to develop, coordinate, implement and maintain complex and varied information systems . Provide application development and Geographic Information System (GIS) Q services including application development for data collection and analysis as well as software programs that provide interfaces between service areas throughout the o organization. Provide response mapping and routing, including maintenance of map layers 3 displaying building/residential locations, hydrants, urban interface information and other Q a� pertinent facts dealing with special hazards . a� Program Objectives : o • Improve overall system performance of PCs, laptops, servers, tablets, smartphones, (L and peripheral devices . a) • Continue to improve the design of PFA' s Information Technology (IT) Infrastructure . `1'. • Plan, implement, and improve long-term disaster recovery practices . o • TOM Continue to develop and enhance the Internet website for PFA. 0 • Build upon external agency collaboration when similar objectives are required . c CL • Ensure adequate training for end -users . • Support and enhance the Emergency Operations Center classroom and the command post vehicle for disaster situations/responses . • Be a contributing member of the Combined Regional Information Systems Project Q team. 7� U • Enhance and provide new technologies for end users . Cn • Expand use of the server systems for Intranet content. • Continue to update and enhance policies delivered to computers and end -users . o • TOM Develop a knowledge base on the Intranet to better utilize technology. N • Develop applications that enhance data collection and analysis as required by the organization. • Develop custom application programming interfaces that interface various software U programs with one another. Q • Identify opportunities for a reduction of reliance on customized software services . • Improve emergency response effectiveness by providing hard copy 100 block map book, area response wall maps, and emergency field map updates . • Improve emergency response effectiveness by providing electronic accessibility to response data 100 % of the time . Courage, Leadership, Duty � i'rruilrrFfrc, _ 47 �utbarit. Packet Pg . 83 1 .3 • Upon receipt, ensure that emergency response personnel have updated hazard information for identified locations . • Work with other GIS groups to promote consistency in GIS data. • Solicit input from end users to meet the changing and emerging needs of the PFA. Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services 4 - Financial Responsibility 0 a Measures of Output Progress : Strategic Primary Self- Output 2017 2018 2019 2020 Initiatives Assessment Measures Actual Actual Actual Goal Q Cate or Criterion >4 IC % Satisfaction o rating as assessed on IT 90 % 79 % 82 % 90 % Q end - user M survey 2 9C . 3 : Technological % up -time for o resources (e .g., Fire Records a telecommunications Management 99 . 5 % 99 . 5 % 99 . 9 % 100 % a) equipment, System `4 computer systems, % up -time for TM general business IT 98 % 99 % 99 % 99 % 0 software, etc.) and infrastructure m 1 - High the information Number of C Quality and management system suspected Innovative are appropriate to malware 10 4 0 0 Core Services support the needs of incidents ear Q the agency. Access is % of helpdesk 4 - Financial available to problems 95 % 90 % 98 % 99 % N Responsibility technical support resolved personnel with % of co expertise in the submitted c systems deployed map changes on by the agency. distributed in 95 % 100 % 100 % 100 % W Documentation and hard copy analysis of data are within 6 c accessible to the months from Q agency. date of receipt % submitted changes entered into 95 % 100 % 100 % 100 % GIS database within 7 days � mare OWIC. 48 Authorl(� Courage, Leadership, Duty Packet Pg . 84 1 .3 Program Inputs : Budget: 2019 Ado ted 2019 Actual $1, 088, 983 $1, 182,310 Previous Year Accomplishments : The PFA Information Technology (IT) and Geographical Information System (GIS) team strives to provide efficient, reliable and cost- effective methods of providing and implementing well researched, tested, and predictable technologies . Listed below is a brief 0a summary of projects the IT/ GIS team accomplished in 2019 . Many of these projects will continue into 2020 . _ 2019 has been an important year for shaping the technologies being used and supported in 2020 and beyond . L 0 The IT Team worked on the following key items in 2019 : Q • Hired GIS Analyst Laura Robinson following the retirement of Jim Montague i� • Started an IT shift representative program to help bridge the gap between IT staff and personnel across the entire Authority. All three shifts including 40 - hour personnel have representation in this collaborative group, which helps IT greatly in 0 a receiving timely feedback to better shape function and deliver the appropriate c technology at a suitable pace for the Authority N • Conducted three rounds of video teleconferences for the entire PFA to inform � everyone as to what is happening in IT o� • Delivered further training and collected feedback, which turned into actionable items for IT 0a W • Conducted development, configuration, and train the trainer sessions on the new W Inform CAD system, which goes live in 2020 • Completed a Request for Proposal process; Purvis Systems was selected as the new Q automatic dispatch and station alerting system, which is being configured and built to align with the rollout of the new Inform CAD system N • Worked on apparatus smartphones and iPads to help provide front-line personnel P access to electronic information co • Installed new display dashboards at PFA facilities to improve communication c regarding incident call information, mapping/routing to incidents, upcoming Non Authority events, current and upcoming weather information, current city traffic a information, and more E • Purchased and began the implementation of Microsoft Office 365, which is a c collaboration and productivity suite that will be utilized by all members of the PFA Q • Added a bidding module in TeleStaff software system to streamline the process of vacation bids and apparatus bids by line personnel • Connected PFA' s Station 7 to a fiber optic network to improve the overall network function at that facility • Migrated overall infrastructure from an old domain to a new domain for Poudre Fire, which also aligns with the rollout of Office 365 Courage, Leadership, Duty ri�'" _ 49 AuMorit% Packet Pg . 85 1 .3 • Approved and implemented audio visual improvements at regularly used training and fire station community rooms, which includes all three classrooms at the training facility • Continued to expand upon the content offered on Intranet Tech Tips page including IT and Records Management training videos • Conducted and delivered security training and email and USB drive phishing tests for all members of the PFA • Introduced cell boosters at PFA facilities to boost cellular network coverage and bandwidth 0a a� • Implemented apparatus hotspots in front-line apparatus to improve connectivity, which ensures Internet access is always available for first responders and their network capable equipment including MDTs, Wads, Knox boxes, and more Q • Revised Administrative Policy 5 , Use of Electronic Equipment, to meet current requirements, guidelines, and technology o • Created and shared new electronic reports to better display and share important 3 Authority data Q a� • Configured and built a mobile computer lab, which includes both laptop and desktop M computers, at the Training Center • Performed further collaboration and security training with partner agencies o • Acquired the maintenance of physical door security access systems a a) • Deployed Bluetooth keyboards to assist Wad users in completing narratives in 0 incident reports . Also, different Wad configurations including their physical size are `I'. being tested to improve adoption and use of these pieces of electronic equipment by front- line personnel 0 a m Occupational Health & Safety Program Accreditation Category/Performance Indicator: 717 - Occupational Health and Safety Q and Risk Management, 7G - Wellness/Fitness Programs Manager: Battalion Chief Dustin DeBaere N Division Chief Ryan McLean Year: 2019 a) o) TOM N Program Description : on Identify risks to employee health and safety. Provide programs and support to reduce the W risk of injury and increase health and fitness levels of all PFA personnel. Health programs include both physical health (fitness, strength, suitability and durability) and mental health . `° Utilizing Peer Fitness Trainers for physical health and fitness education, as well as Q evaluation and support to increase overall fitness . Fire stations are equipped with a variety of exercise equipment funded through this program. Mental health has been an often - ignored problem in the fire service . Behavioral fitness involves thoughts, feelings, and behavior. PFA has recently created a Peer Support Team to help personnel with a peer- based, confidential resource for assistance or referral to a mental health specialist. The team works under the license of a clinical supervisor to assure proper actions and care . 50 ,°'^QT kk Courage, Leadership, Duty Packet Pg . 86 1 .3 Safety is enhanced using shift Safety Officers . Safety Officers assist with incident scene safety, injury reviews, vehicle accident investigations, and any safety- related concerns . This program also provides oversight of work- related injuries, workers ' compensation care, modified duty personnel, and the release of personnel back to duty from both on- or off- duty injuries . Program Objectives : • Provide annual fitness evaluations and individual prescription fitness programs for CL 00 all PFA personnel . • Under the supervision of medical professionals, provide physical examinations to _ determine employee fitness levels and potential health problems . Q • Provide health programs which address fitness, nutrition, employee assistance, and L stress reduction. • Continue to monitor national standards and regulations to assure compliance of the Q PFA Occupational Health and Safety Program . • Seek new and innovative programs, methods, and equipment to assist in filling PFA' s responsibility to provide for the health and safety of all its members . o a Strategic Initiative Alignment: c 1 - High Quality and Innovative Core Services `4 3 - Workforce Development/Culture o TOM 4 - Financial Responsibility 0 a m _ a co TOM N _ N E t U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 51 �utbarit. Packet Pg . 87 1 .3 Measures of Output Progress : Primary Self- Output 2017 2018 2019 2020 Strategic Initiative Assessment Measures Actual Actual Actual Goal Category/ Criterion Cost: 0 0 CL Includes reserve; an estimate to cover costs $ 202, 174 $ 324, 208 $ 500,489 $ 500, 000 Q until a claim is L closed o a L E Lost time : Work- o 7F. 7 : A process is in a 1 - High Quality and related place to investigate c Innovative Core modified N Services and document duty plus accidents, injuries to injury 124 284 279 250 TOM 3 - Workforce and legal actions, leave Development/Culture etc., which is hours - c supported by the shown as a 4 - Financial agency' s days Responsibility information missed management = system. Q U Recordable Can Accident r Frequency: N (# of injuries x 5 . 3 5 . 8 3 . 8 5 . 0 E 200, 000/ U number of hours Q worked) flbudtf Fiiv 52 Authorks Courage, Leadership, Duty Packet Pg . 88 1 .3 Program Inputs : Budget: 2019 Ado ted 2019 Actual $188, 948 $178, 530 Warehouse t= 0 Accreditation Category/Performance Indicator: 6B - Fixed Facilities, 6E - Tools, a a� Supplies and Small Equipment, 6F - Safety Equipment Manager: Battalion Chief Dustin DeBaere Division Chief Ryan McLean Q Year: 2019 L 0 Program Description : The PFA warehouse is responsible for the inventory, purchasing, procurement, and distribution of supplies to PFA personnel and facilities . M a� The program continually looks for ways to provide cost- effective supplies and equipment o and maximize the use of these resources . For example, changes in NFPA requirements for a) bunker gear have resulted in supply of gear greater than ten years old . This "grinder" gear N is given identifying markings and is used for recruit basic training. Rated gear is always used for any live fire training. Both varieties of gear are stored in the warehouse . TOM Introductory firefighters are provided with new bunker gear upon completion of the °' training academy. This practice results in substantial savings over past practice of issuing c CL new gear to introductory firefighters who wore it heavily in the training academy. The quartermaster system for wearing apparel provides wearing apparel for uniformed positions and is distributed through the warehouse . Q U Program Objectives : N • Identify vendors/suppliers to provide needed supplies to the warehouse for distribution to PFA personnel and facilities . 0) TOM • Utilize bulk purchasing to increase cost- effectiveness . N • Distribute supplies on an "as needed" basis . a� • Cache supplies for emergent situations . E • Track supply consumption for budget planning purposes . CU • Repair serviceable equipment and protective equipment. Q Strategic Initiative Alignment: 4 - Financial Responsibility Courage, Leadership, Duty � i'rruilrrFfrc, _ 53 �utbarit. Packet Pg . 89 1 .3 Measures of Output Progress : Primary Self- Strategic Assessment Output 2017 2018 2019 2020 Initiative Category/ Measures Actual Actual Actual Goal Criterion -- t= 6EA : An C a inventory Quartermaster 4 - Financial control and Supplied Responsibility maintenance Costs/ # of $ 338 $ 183 . 75 $ 279.42 $ 230 Q tracking system Personnel is in place and is Served L current. a Program Inputs : Budget: a� 2019 Ado ted 2019 Actual $83, 500 $65, 198 °a a) TOM N Self- Contained Breathing Apparatus (SCBA) Maintenance TOM Accreditation Category/Performance Indicator: 617 - Safety Equipment Manager: Battalion Chief Brandon Garcia C Division Chief Ryan McLean Year: 2019 _ a Program Description : Provides readiness for the Authority self- contained breathing apparatus (SCBA) , breathing N air compressors (BAC) and testing equipment. The program manages, administers and ensures a respiratory protection program based on recognized practices, standards and co federal law. TOM 0 N Program Objectives : • Assure all SCBA meet state, federal, and industry standards ; implement complete replacement of SCBA equipment. c • Provide adequate air supply and SCBA to effectively protect personnel on large - Q scale incidents . • Provide respiratory protection to intercede, control, and recover from emergencies as rapidly and effectively as possible . • Meet training requirements mandated by respiratory program standards and best practices . • Provide support to Training Division with equipment, maintenance, and instruction . 4. e� a 54 uthof kk Courage, Leadership, Duty Packet Pg . 90 1 .3 • Minimize downtime due to repair or preventative maintenance . • Forecast and plan program needs to maintain readiness, improve capability, personnel protection, and currency with technology and standards . Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services 4 - Financial Responsibility Measures of Output Progress : a a� Strategic Primary Self- Output 2017 2018 2019 2020 = Initiative Assessment Measures Actual Actual Actual Goal Q Category/Criterion >% IC # of Service o 1 - High Requests /# 3 Quality and 617 . of SCBA 5 : A safety 66 . 56 Al .40 Q Innovative equipment inventory Air packs 2 Core Services control and Non- maintenance tracking warranty 3 system is in place and a° 4 - Financial repair N / R 0 0 0 Responsibility current. cost/ SCBA c unit `1'. N / R = Not Reportable o o� TOM v Program Inputs : c Budget: C 2019 Ado ted 2019 Actual $117, 531 $137, 649 a U Training Center Operations and Maintenance Y co tr Accreditation Category/Performance Indicator: 8C = Training and Education Resources TM Manager: Battalion Chief Brandon Garcia on Division Chief Ryan McLean Year: 2019 U to Program Description : Q This program is for administration and maintenance of the PFA Training Center located at 3400 West Vine Drive . This includes, but is not limited to, services affecting the maintenance of buildings, landscaping, training props, classroom computers and video equipment, clerical support for programs, custodial contracts, office supplies and equipment, telephones, and scheduling internal and external use of the facilities . Courage, Leadership, Duty � r� � . 55 Auftrit% Packet Pg . 91 1 .3 Program Objectives : • Keep all facilities, props and equipment at the PFA Training Center in safe and reliable operating condition . • Provide a process for scheduling external and internal use of the training facility. • Maintain respectful and caring relationship with neighboring residents . • Continue funding for burn building upkeep thereby extending its use two years beyond 2017 . Engineer's inspection will determine life of building. Replace cracked block, ceiling tiles, and metal walls as identified. At the engineer' s suggestion, inspections are being conducted every two years unless conditions warrant C otherwise . With the construction of the new burn prop, this building will be maintained and improved for non -live fire training. • Plan for growth into the future including the planning, funding, and building for a Q new burn prop and ventilation prop into 2020 . • Plan Phase I of a new technical rescue training area and preparing the site for new o props in this service area. 3 • Plan and update the kitchen in Building A. Q a� • Hire a part time employee to assist with facilities maintenance . M • Upgrade all AV equipment in the classrooms of Building A. 2 0 Strategic Initiative Alignment: (L 1 - High Quality and Innovative Core Services a) 3 - Workforce Development/Culture `I'. 4 - Financial Responsibility o o� L TOM CL a co TOM N N E t U CU Q Owdte Fide. 56 ,°'^QT kk Courage, Leadership, Duty Packet Pg . 92 1 .3 Measures of Output Progress : Primary Self- Output 2017 2018 2019 2020 Strategic Initiative Assessment Measures Actual Actual Actual Goal Category/Criterion Number of trimester inspections Core Competency of all CL 8C . 1 : Facilities and 1 - High Quality and Apparatus are facilities, Innovative Core provided to support props and Services the agency' s all- equipment Q hazards training to identify 3 - Workforce needs . The agency Potential Development/ Culture has plans safety 3 3 3 3 addressing any problems, 21. 4 - Financial facilities and limiting iz Responsibility apparatus not exposure 2 to h available internally andazards 0 to complete training a) activities �o leering N completed on time o, L Program Inputs : C Budget: 2019 Ado ted 2019 Actual $704, 108 $789, 990 a U Employee Training & Development Y CO tr Accreditation Category/Performance Indicator: 8A - Training and Education Program TOM c 04 Requirements, 8B - Training and Education Program Performance Manager: Battalion Chief Brandon Garcia Division Chief Ryan McLean Year: 2019 c Q Program Description : This program supports employee training, professional development, external education, continuing education, tuition reimbursement, new program development, educational resources and texts, and basic skills associated with PFA personnel roles and responsibilities . This includes training and professional development of firefighters, driver operators, current and prospective captains, battalion chiefs, and civilian employees . Courage, Leadership, Duty ��imrardyre 57 Auftrit% Packet Pg . 93 1 .3 Program Objectives : • Continue a sustainable professional development program for PFA firefighters, captains, and chief officers that embraces a national professional development model. • Create an environment that supports civilian employees' professional development. • Develop and provide classroom and field training on selected topics to all uniformed PFA personnel. • Provide for annual Driver/ Operator, Captain, and Battalion Chief Academies as C indicated by organizational needs . • Ensure and maintain a competency-based training program that is consistent with National Fire Protection Association (NFPA) firefighter standards, Insurance Q Services Office (ISO) recommendations, accreditation performance indicators, regulatory mandates, and the PFA strategic plan and PFA policies . o • Maintain required training records consistent with National Fire Protection 3 Association (NFPA) firefighter standards, Colorado Municipal Certification Board Q (CMCB) requirements, ISO recommendations, accreditation performance indicators, regulatory mandates, and the PFA strategic plan and PFA policies . • Provide PFA employees innovative self-training opportunities . o • Plan and implement a trial mentoring program. a a) 0 Strategic Initiative Alignment: `I'. 1 - High Quality and Innovative Core Services TOM 3 - Workforce Development/Culture 4 - Financial Responsibility c a a� Measures of Output Progress : Primary Self- Q Strategic Assessment 2017 2018 2019 2020 7� Initiative Category/ Output Measures Actual Actual Actual Goal Criterion Y Basic Skills - can Completion rate of °' 1 - High c Quality and 813 : Training and Target Solutions 100 % 100 % 73 % 100 % N Innovative Education assignments within designated timeframe °' Core Services Program E Performance U Driver Operator (DO) - CU 3 - Workforce Training/ Completion rate of Q Development/ education Target Solutions 100 % 100 % 100 % 100 % Culture programs are assignments within provided to 4 - Financial support the designated timeframe Responsibility agency's needs . DO - Provision of DO academy during 1 1 1 1 calendar year 4. e� a 58 9uthodk� Courage, Leadership, Duty Packet Pg . 94 1 .3 Truck DO - Completion rate of Target Solutions 100% 100 % 100% 100 % assignments within designated timeframe Officer Development - Provision of Fire 1 FOI 1 FOI 1 Officer I and II classes 1 each 0 FOII 1FOII each in conjunction with CSU Officer Development - m Provision of Fire 2 1 1 1 Instructor I classes Officer Development - _ Completion rate of Q Target Solutions 100 % 100 % 81 % 100 % L assignments within designated timeframe Q Officer Development - Two Provision of times 1 1 each 1 each Captain/BC academy per each during calendar year year a° Core Review, develop and 0 Competency deliver Company Two Two Two Two N BB. 3 : The Performance Tasks times times times times ti to agency evaluates (CPTs) used to per per per per a, individual and evaluate crews on core year year year year rm crew competencies o CL performance through Review, develop and validated and deliver D/O 1 per 1 per 1 per 1 per = documented Q performance- competency year year year year based evaluations U measurements 813 . 5 : The Maintain training Cn agency records/certifications °' T maintains a throughout the year to coi training records NFPA standard management 100 % 100 % 100 % 100 % system that Analyze training meets records annually for 2 recognized ISO, regulatory, and Q standards PFA policy compliance Courage, Leadership, Duty � 1' ff �uthorlc. - — Packet Pg . 95 1 .3 Program Inputs : Budget: 2019 Ado ted 2019 Actual $164, 924 $161, 466 Recruit Fire Academy 0 a m Accreditation Category/Performance Indicator: 7B - Recruitment, Selection, Retention and Promotion, 8B - Training and Education Program Performance Manager: Battalion Chief Brandon Garcia Q Division Chief Ryan McLean Year: 2019 0 Program Description : This program provides training and education for new career firefighters . This includes M new employee orientation and all related new employee training activities after the start date and prior to shift assignment. This program is administered twice a year through the o Front Range Fire Consortium (FRFC) membership departments . The Training Division a) provides instructor support, program administration and management, funding, testing N and temporary housing for recruits . (0 Program Objectives : • Maintain a professional learning environment for new recruits . 0 CL • Provide training on Firefighter I and II skills and knowledge to meet a standard performance level of NFPA standards and certification. • Provide training on Hazardous materials awareness and operations level training and certification . Q • Provide training on specialized rescue awareness level. • Provide training on Red Card wildland training and certification. Cn Ip • Provide training on apparatus familiarization and operations . 1W • Provide training on familiarization of records, reports and policies associated with a) firefighting. N • Graduate a recruit with a CMCB Firefighter I, Firefighter II, and Hazardous Materials on Operations certifications . E • Complete all billing of the FRFC under the lease agreement. U • Maintain and deliver all standardized test for the duration of the fire academy. Q Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services 3 - Workforce Development/Culture 4 - Financial Responsibility Measures of Output Progress : 'badt� 7 60 A°'^QT kk Courage, Leadership, Duty Packet Pg . 96 1 .3 Primary Self- Output 2017 2017 2019 2020 Strategic Initiative Assessment Measures Actual Actual Actual Goal Category/Criterion % recruits that Core Competency complete 8133 : The agency the FRFC °Q evaluates individual Recruit and crew Academy to performance be certified o 0 0 0 through validated at a 100 /0 100 /0 100 /0 100 /o Q and documented minimum of L performance -based 0 Firefighter- I measurements and Hazmat Q 1 - High Quality and Innovative Core Operations M Services % recruits o 3 - Workforce successfully a Development/ Culture completing a) post `q 4 - Financial academy 100 % 100 % 100 % 100 % (0 Responsibility introductory o� period m 713 . 5 : A new within one C member orientation year program is in place . % recruits who = a complete a task book prior to the 100 % 100 % 100 % 100 % end of their co a) TOM introductory c N year ; a� Program Inputs : Budget: Q 2019 Ado ted 2019 Actual $184, 686 $144, 593 Courage, Leadership, Duty � i'rruilrrF'frc, _ 61 �utbarir. Packet Pg . 97 1 .3 Certification Accreditation Category/Performance Indicator: 8A - Training and Education Program Requirements, 8B - Training and Education Program Performance Manager: Battalion Chief Brandon Garcia Division Chief Ryan McLean Year: 2019 t= Program Description : °L The Training Division provides and maintains certification for all career uniform personnel through the CMCB . CMCB is made up of six departments, Poudre Fire Authority, West Metro Fire Protection District, Aurora Fire Department, Denver Fire Department, Colorado Q Springs Fire Department, and South Metro Fire Rescue Authority. The Training Division develops, provides and supports all facets of certification, including supportive classes, c testing and evaluation administration for PFA and the other five CMCB members, and recordkeeping of all current and expired certifications . The program pays for the direct Q costs to the CMCB for one sixth of the expenses (based on the number of CMCB member M organizations) , administrative fees, office and management costs and tests for the entire 2 PFA certification program. 0 a Program Objectives : • Provide numerous CMCB certifications and/ or certificates of recognition or N compliance to career uniform personnel. • Provide classes supporting the following certifications : Firefighter I & II ; Hazmat Operations ; Hazmat Technician; Fire Instructor I ; Fire Officer I & II; and 0 a Driver/Operator at least once per year. • Provide funding to support new certifications (e .g., Fire Officer III, Tech Rescue) • Continue working and improving programs with CMCB, CSU, and Aims Community Q College in education and certification. U Strategic Initiative Alignment: 1 - High Quality and Innovative Core Services can 3 - Workforce Development/Culture TOM 4 - Financial Responsibility N a� E U CU Q Owdte F ? 62 ,ute°rlk� Courage, Leadership, Duty Packet Pg . 98 1 .3 Measures of Output Progress : Primary Self- 2017 2018 2019 2020 Assessment Output Actual Actual Actual Goal Strategic Initiative Category/Criterion Measures % of firefighters possessing required c certificates a based on 100% 100 % 100% 100% w 8A.4 : The agency their has identified minimum levels of eligibility and Q training required for current all positions in the o olic o 1 - High Quality and organization /o of Innovative Core firefighters Q passing Services training 100% 100 % 100% 100% E 3 - Workforce programs Development/Culture and obtaining a certifications 4 - Financial % of Captains c 8B. 1 A process is and BCs `I' Responsibility in place to ensure certified to 100% 100 % 100% 100 % to TOM that personnel are Fire Officer I w appropriately % of BCs .m trained certified to 55 % 67 % 72 % 77 % °Q Fire Officer II 813 . 5 : The agency % of current maintains a training certifications records filed Q management system electronically 100% 100 % 100% 100% that meets in a y recognized searchable standards format Cn oD T O Program Inputs : N Budget: E 2019 Ado ted 2019 Actual c $48,350 $32, 598 a Courage, Leadership, Duty � ibaaW Authorlc. - Packet Pg . 99 1 .3 Administration Division Outcomes Administration Division Outcomes Targeted Outcome Actual Actual Actual 2019 2020 Goal Measures 2017 2018 713 .4 : The agency' s workforce composition is -- reflective of the service c CL area demographics or the 14% total workforce, 12 . 1 % total agency has put forth a 14. 5 % workforce, Reflect community 3 reasonable effort by N/ R 11 . 9 % at 15 . 6 % minority = uniformed, _ instituting an effective 12 2 % uniformed, population recruitment plan to civilian 13 . 8 % civilian c achieve the desired workforce composition - Q % of minority firefighters Demographic Data (hiring a diversity) - % diverse Reflect recruit firefighters - Increase 11 % 16 . 6 % 15 . 6 % * a minority a) Demographic Data (hiring Reflect `q diversity) - % recruit Increase 0 % 0 % >- 2 % firefighters - female o� Percentage diverse workforce - uniform N/ R N/ R 11 . 9 % 15 . 6 % * °Q minority Percentage diverse workforce - civilian N / R N / R 13 . 8 % 15 . 6 % * _ minorityQ 8 . 1 % U Percentage diverse (National Y average for ° workforce - uniform N/ R N/ R paid 10 . 0 /o co TOM female departments N is 4% NFPA Percentage diverse E workforce - civilian N/ R N/ R 55 . 2 % 46 . 4 % * CU U female Q % of budget underspent 3 3 % 2 . 2 % 4 . 24 % 1 . 75 % at ear- end Percent of accepted 2015 New Accreditation Peer Team 70 % 70 % 76 % Recommendations Recommendations in 2020 'badt� Fi? 7 64 ,ute°rjk� Courage, Leadership, Duty Packet Pg . 100 1 .3 Administration Division Outcomes Implemented Financial audit findings indicating financial statements are in 100 % 100 % 100 % 100 % compliance with established accounting practices 0 a m Office of the Chief and Administration a Accreditation Category/Performance Indicator: 4C - Resource Allocation, 4B - Financial L Practices, 7B. 4 - Workforce Compositions, 3D - Measurement of Organizational Progress Y Manager: Administrative Services Director Ann Turnauist Q Year: 2019 M a� Program Description : 3 The Office of the Fire Chief and Administrative Services provides administrative support a° services to the entire Poudre Fire Authority. These services include Financial and Budget Management, Human Resources, Planning and Analysis, and general administrative N support. This program includes funding for the Fire Chief and the Administrative staff who support the Authority. �, L Program Objectives : CL 00 • Provide leadership to the entire Poudre Fire Authority organization through the W work of the Fire Chief, helping facilitate values and a unified mission to the organization through the cooperative work of the Senior Leadership Team . _ • Develop and implement an updated organizational strategic plan, anchored in PFA' s Q Values, Mission and Vision . U • Provide executive and support services for the Poudre Valley Fire Protection P District. rn • Provide support to Poudre Fire Authority Board of Directors and maintain relationships with City Council via annual report. N • Provide administrative assistance to all Divisions . • Provide financial management assistance in the areas of budgeting, audit and E payroll to all divisions . CU • Develop an annual operating budget and Long- Range Financial Plan for approval by Q the PFA Board. • Oversee liability, property, and workers ' compensation insurance package . • Provide Human Resources services to the organization . • Ensure that 100 % of employees receive an annual performance evaluation. Courage, Leadership, Duty � i'rruilrrFfrc, 65 �utbarit. Packet Pg . 101 1 .3 • Develop and implement planning and analysis services for performance measurement, program efficiency evaluation, and accreditation compliance through the Center for Public Safety Excellence. • Manage external relationships through various intergovernmental agreements . Strategic Initiative Alignment: 3 - Workforce Development/Culture 4 - Financial Responsibility 5 - Governance and Organizational Sustainability a a� Measures of Output Progress : _ Primary Self- 2017 2018 2019 2020 Strategic Assessment Output Actual Actual Actual Goal L Initiative Category/Criterion Measures ° 4C : Resource Allocation Meet and Financial resources are exceed allocated appropriately Distinguished 100 % 100 % 100 % 100 % to support the Budget established Presentation organizational mission, Award criteria °a the stated long- term c plan, goals and Meet and N objectives, and to exceed 3 - Workforce maintain the quality of Government Development programs and services. Finance Officers ° /Culture CL 4B : Financial Practices Association 100 % 100 % 100 % 100 % Financial management Certificate of 4- Financial o the agency exhibits Excellence in Responsibility f g y = sound budgeting and Financial Q 5 - control, proper Reporting Governance recording, reporting and criteria y auditing. Ordanizational 7B.4: The agency's % diverse Cn g NO workforce composition applicants r Sustainability pp on U D Hiring 21 . 15 % 20 % C is reflective o the / gCM f minority� list - Process service area demographics or the agency has put forth a reasonable effort by 2 instituting an effective % diverse No Q recruitment plan to applicants on 8 % Hiring 11 . 54% 10 % achieve the desired eligibility list - Process workforce composition - female % of minority ire i hters flbudtr biro` 66 Authority Courage, Leadership, Duty Packet Pg . 102 1 .3 Meet /exceed ICMA Center 31). Measurement of Performance Organizational Progress Measurement 100 % 100 % 66 % 100 % Certificate of Excellence criteria Program Inputs : O Budget: C 2019 Ado ted 2019 Actual $2, 6711154 $2,440, 576 Q �L O a L M L O a a) 0 N f` TOM O� O CL N 7 C Q v N Cn GD T O N N E t V Q Courage, Leadership, Duty � ibaariF �uthorlc. - - Packet Pg . 103 1 .3 2019 PERFORMANCE COMPARISONS The 2018 - 2023 Strategic Plan was approved by the PFA Board in February 2018 and sets long-term direction for the Authority. Based upon the information gathered through the community- driven strategic planning process and the determination of critical issues and service gaps, the following strategic initiatives were identified as the foundation for the development of goals and objectives : 0 1 . High Quality and Innovative Core Services (aligned with Center for Public SafetyCL Excellence Self-Assessment) 2 . Proactive Internal/ External Communications 3 . Workforce Development/ Culture Q 4 . Financial Responsibility 5 . Governance and Organizational Sustainability 0 The Authority' s strategic initiatives and goals are well aligned with the PFA Annual Budget and Accreditation process to measure the performance of fire protection and emergency M service delivery at a macro level. 0 The benchmark survey is a means of comparing PFA's performance against other a a) jurisdictions to assess how well the Authority is performing. The results are displayed in c graphs providing actual values and a five -year history for PFA and national data when `I'. available (2019 national data will become available between September and November o TOM 2020) . The 2019 Benchmarking survey participants have been reviewed and reflect comparable population, college or university in community, non- municipal fire c departments (where possible) , and accredited agencies thereby creating a more accurate C comparison and aligning long-term direction . The participants include Arvada Fire Protection District, Aurora Fire Rescue, Boulder Fire Rescue, Castle Rock Fire and Rescue, South Metro Fire Protection District, Colorado Springs Fire Department, Littleton Fire Q Rescue, Longmont Fire Department, Loveland Fire Rescue Authority, Gainesville Fire Rescue (FL) , Corvallis Fire Department (OR) , Guelph Fire (Ontario, Canada) , Rockford Fire N Department (IL) , Grand Rapids Fire Department (MI ) , and Bellevue Fire Department (WA) . P 1W Staff evaluated the benchmark survey and made changes to align long-term direction . The co five -year PFA history provides a means for citizens to assess how PFA has performed c historically, and, where available, how PFA compares on a national level . Due to the N COVID - 19 pandemic nationwide, many comparison departments did not participate in the 2019 Benchmark Survey. E U CU Outcomes are organized into areas related directly to the Strategic Initiatives and Goals Q outlined in the 2018 Strategic Plan . This provides a picture of how PFA is doing in relation to the outcomes and whether performance is improving in relation to goals . 'badt� 7 68 ,utnerjk� Courage, Leadership, Duty Packet Pg . 104 1 .3 Strategic Initiative 1 "High Quality and Innovative Core Services . " Goal 1 - Deliver the highest quality and innovative service within the Poudre Fire Authority jurisdiction, which is guided by data analysis, self-assessment and Q aligned with the Center for Performance Safety Excellence Fire and Emergency Service Self-Assessment. _ Response Time Q L PFA' s goal for the percent of time PFA fire personnel are on scene within six minutes 20 �0 , seconds in the urban area was 50 % in 2019 . Q a� In March of 2020, PFA returned to Emergency Medical Dispatch (EMD) and send, which adds time to call processing on medical calls . A reduction in response time was anticipated 3 as dispatchers got used to using EMD in full again as well as the time it takes to dispatch ti this way. It is needed to work on "right- sizing the response" in the correct way, such as using a Roving Alternative Medical ( RAM) Unit where needed along with a basic life N support ambulance . Medicals make up 79 % of PFA' s call volume, and automatic dispatching and station alerting (coming in 2020) will help some with response time . The focus will shift to evaluating Delta and Echo medicals and structure fires versus all rm emergent calls as well. °a a� At the same time, the urban area went from 48 square miles to 77 square miles : a much larger service area. The increased area came about when Center for Public Safety = Excellence (CPSE) removed the suburban designation, as well as the new urban area of the Q growth management area for Fort Collins . PFA has a specific policy on this development that is coordinated with the NLCERA contract as Zone 1 . Every citizen in the City of Fort N Ip Collins deserves the same urban level of service as well . This is where RAM units, new 1W station areas (future Station 15 ' s area is in the urban zone) , and even station location evaluation will need to be done . N _ Intercede Before Flashover E U Flashover is the stage of a structure fire when it becomes extremely dangerous to Q occupants, destructive to structures, and hazardous to firefighters . During a flashover, temperatures and conditions are intense and an entire room can burst into flames, causing a fire to spread to other parts of the structure . By containing a fire to its room of origin, either through rapid fire department response, fire sprinklers, or fire containment, fire loss and injuries to occupants and firefighters can be reduced. Delaying flashover also allows more time to complete a search and rescue of the burning room or allow a firefighter to go Courage, Leadership, Duty � i'rwtlrelrre• 69 Autkorit. Packet Pg . 105 1 .3 above a fire to rescue a trapped victim. Delaying flashover and fire spread can limit fire loss and injuries to occupants and firefighters . Poudre Fire Authority staff strongly believes that the best service to the community is to prevent fires from occurring; however, when fires occur, limiting the loss of life and property becomes the best service . Interceding before flashover measures the success of all Authority services (education, prevention, and response) in controlling fire before fire extends beyond the room in which the fire started . If fires are not interceded before flashover, more lives and property are threatened and the risk of losing control of the fire is 0 CL increased. Percent of Time PFA Intercedes before Flashover a (contained to room of origin ) L 0 100 96 .97 93 .54 +�+ 90 .4 91 89 .8 Q i 90 0 y L L 80 jy LL d 0 70 i 41 60 a0 aUJ 50 QJ TOM c 40 N w . . F 30 o TOM 20 C `w 10 0 a t1 0 2015 2016 2017 2018 2019 7 s= C a CO TOM N s= N E t U t4 Q flbudtr biro` 70 Authority Courage, Leadership, Duty Packet Pg . 106 1 .3 PFA Loss Per $ 1 , 000 Property Protected 5 -Year History $ 0 . 14 $ 0 . 12 $ 0 . 10 $ 0 .08 C o Q $ 0 .06 LL $ 0 .04 $ 0 .02 = Q $ 0 .00 41ri L 2015 2016 2017 2018 2019 C ■ PFA Annual Loss per $1 ,000 Property Protected PFA 5-Year Average Q a� ii a� 2019 Number of Fires Per 1 , 000 Population a TOM 3 . 5 N 0 3 . 0 c(o TOM 0 2 . 5 c 2 . 0 a o m 1 . 5 L a 1 . 0 = L 0 . 5 Q U 0 . 0 co C,o Co Y °�° � 0 Fire Department N a� E M U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 71 �utbarit. Packet Pg . 107 1 .3 PFA & Nation Number of Fires Per 1 , 000 Population 5 -Year History 6 5 4 cn -- 3 0 u- 2 CL - 1 � 0 = 2015 2016 2017 2018 2019 Q �L 0 ■ PFA ❑ Nation 7 a PFA' s goal is to limit direct estimated fire loss . M a� 2019 Fire Loss Per Capita a TOM $ 18 N $ 16 TOM - $ 14 M $ 12 a cL $ 10 m - a $8 _ J $6 = a $4 $2 $0 TOM F� °`a\� Q Qc as �o� N Fire Department _ E M U Q Owar Fit. 72 Autnorlk� Courage, Leadership, Duty Packet Pg . 108 1 .3 PFA & Nation Fire Loss Per Capita 5 -Year History $90 $80 $70 a $60 R $50 U 0 $40CL IL $30 c $20 $ 10 so Q 2015 2016 2017 2018 2019 L 0 PFA oNation PFA 5-Year Average M a M 0 TOM 0 N w TOM 2019 Fire Loss Per Fire (D 1= 0 a $35, 000 $30 , 000 L $25, 000 Q ii LM $205000 U a � $ 15, 000 0 CO J $ 105000 0) TOM $5 , 000 N on $0 0 E G0 G� CO) 5 G Fire Department Courage, Leadership, Duty � i'�utlre Ffrc, �utbarit. Packet Pg . 109 1 .3 PFA & Nation Fire Loss Per Fire 5 -Year History $25 , 000 m = u. $205000 L a $ 155000 J $ 10 , 000 0 a a� $5 , 000 $0 = 2015 2016 2017 2018 2019 a L 0 ■ PFA ❑ Nation a The national comparison in 2017 and 2018 includes the California wildfire losses . 0 Maintaining an insurance rate as low as possible within the City of Fort Collins and the a urban area of the Poudre Valley Fire Protection District is a goal of the Poudre Fire TOM c Authority. In 2015 , the Insurance Services Office (ISO ) rated PFA at a 2 , due in part to `1'. transitioning a volunteer station to a fully staffed station in Timnath, and the rating o continues at a 2 into 2019 . 0 a m 2019 Urban ISO Rating Per Community 5 _ - a 4 U co TOM 0 C 2 N i-on _ N 1 E U 0 Q co) ci CP Fire Department Owdre Fit. 74 Autnorlk� Courage, Leadership, Duty Packet Pg . 110 1 .3 PFA Urban ISO Rating 5 -Year History 4 — 3 ai c .-. 2 - a O N 1 � _ Q 0 L 2015 2016 2017 2018 2019 0 a L Goal 2 - Provide the highest level of care, and enhance public safety, through development of an efficient, integrated and collaborative EMS system. 0 In 2015 PFA entered into a contract with Poudre Valley Health Systems as the sole a) emergency ambulance provider for the PFA' s jurisdiction and surrounding areas in Larimer N County. This is the first contract of its kind in PFA' s jurisdiction and has resulted in expanded services, increased staffing, as well as a reduction in PFA' s Advanced Life TOM Support partner' s response times . 2019 UCH EMS Response Compliance by Zone o CL _ a CategoryIra Cn 100% ■ Zone 1 Emergent 98 % ■ Zone 1 Non Emergent TOM o� ■ Zone 2 Emergent N a 93% 100 % ■ Zone 2 Non Emergent ■ Zone 3 Emergent 98% U ■ Zone 3 Non Emergent 99 % Q Zone 4 Emergent Zone 4 Non Emergent Zone 5 Emergent Zone 5 Non Emergent Courage, Leadership, Duty � i'rruilrrF'frc, _ 75 �utbarir. Packet Pg . 111 1 .3 Total On Time Late Incidents Percentage Category Required Time Count Count Count On Time Zone 1 Emergent 8 . 59 6, 545 317 6, 862 96 % Zone 1 Non Emergent 11 . 59 10, 023 638 10 , 661 94 % Zone 2 0 a Emergent 11 . 59 385 33 418 93 % Zone 2 Non Emergent 30 690 4 694 100 % _ Zone 3 Q Emergent 23 . 59 132 3 135 98 % L 0 Zone 3 Non Y Emergent 30 217 4 221 99 % Q Zone 4 Emergent 60 85 2 87 98 % a Zone 4 Non Emer ent 120 142 0 142 100 % a° Zone 5 60 Min at Zone TOM Emergent 4/ 5 Interface 39 1 40 98 % N Zone 5 Non 120 Min at Zone Emergent 4/ 5 Interface 49 0 49 100 % o� L 0 CL a co TOM N N E t U Q 'badt� 7 76 Auteerlk� Courage, Leadership, Duty Packet Pg . 112 1 .3 OR ATIO EMS Response FF Zones IP Crystal Lakes r g Legend 5 Q PFABoundary Lakes - Mr Station .-. Response Zones C Zone1 CL N Glader View - �. - Zone2 Zone? ((l((( Poudre Parkrk 11 lid I Zone4 It, ra• �— i , - ZoneS = Glen Echo ^ Q 0151 2 ? it my•. r ,•�i l t � W +' r.1er� 7 7L .7 - ` amPrinted 11I1912014 a) T 0 N f` T O� O CL N 7 C Q v +. N O� T 0 N N E t V Q Courage, Leadership, Duty � ibaarif �uthorlc. - - Packet Pg . 113 1 .3 2019 Civilian Fire Injuries Ma Per 100 , 000 Population 10 m 9 c 8 O 7 O Q 6 CL O O tl 5 d' o iv 0 4 0 0 3TOM Q L 2 C L tZ to 1 t IT c 0 CO) Gi CO) ry \tea ,aa� Q° \owe P Fire Department o a 0 N ti PFA & Nation Civilian Fire Injuries TOM Per 100 , 000 Population 5 -Year HistoryCL 0 6 - - O c a Q W 4 M U c y R 2 Cn U r O N ++ 0 N 2015 2016 2017 2018 2019 E M U � PFA Nation PFA 5-Year Average Q f1budtr FiiV 78 Authorks Courage, Leadership, Duty Packet Pg . 114 1 .3 2019 Civilian Fire Deaths 5 4 f4 3 d 0 o a = m `4 2 U 1 c Q 0 :w] ,e\ 6GO o o Q P O O Q a ii Fire Department 0 TOM 0 N 11 TOM PFA & Nation Civilian Fire Deaths °' Per 100 , 000 Population and 0 CL 5 -Year History _ 0 _ 1 . 2 = 0 : a a 1 U o I= o N 0 0 . 8 o qrM 0 CO 0 . 6 LM TOM o� m - N 0 . 4 N tv 0 . 2 EIP = N � G E = 0 t t1 `° 2015 2016 2017 2018 2019 `W '> Q U � PFA o Nation PFA 5-Year Average Goal 3 - Deliver effective level of special operations services to address the community risk. Courage, Leadership, Duty � i'�utlre-Ff 7c 79 �utbarit. Packet Pg . 115 1 .3 Please see the program reports for Hazardous Materials Response Team (page 20) , Technical Rescue (page 26) , and Wildland Team (page 33 ) . Strategic Initiative 2 " Proactive Internal/ External Communications . " t= 0 a m Goal 4 - Increase community awareness of the services provided by Poudre Fire Authority Q Objectives for this goal fall under the PFA Public Affairs and Communications Manager. L Increasing the community's awareness of the services provided by PFA was continued ands°, improved during 2019 . Q a� PFA presents an annual report to both the Fort Collins City Council and the Poudre Valley Fire Protection District Board; these annual reports are available for viewing at 3 www. pfaannualreport. com. a0 a) Another way PFA monitors community awareness is through surveys . City residents are N surveyed by the National Research Center on municipal services and they compare their findings to national benchmarks as shown in the following table . L Type of Quality of Service Rating 0 2013 2019 a Service Very Good/Good W National National Comparison Comparison 2012 2013 2015 2017 2018 2019 a Fire Services = Overall 85 % 89 % 87 % 89 % 83 % 85 % Similar Lower U Fire Response N Time 84% 89 % 87 % 91 % 83 % 85 % Above Not Available cc co Emergency TOM Preparedness 75 % 80 % 76% 79 % 76 % 75 % Much Above Much Higher N Fire a� Prevention/ 72 % 74% 78 % 74% 73 % 72 % Much Above Similar E Education CU Q Note, prior to 2015 "fire service overall" was described as " Fire services ", and between 24% and 41 % of respondents said "no opinion" when evaluating emergency preparedness, disaster response and restoration, fire prevention and education, fire response time, and fire services overall . Differences in ratings for fire services overall could be due, in part, to changes in question wording as well as the addition of other, more specific fire - related safety services . 4. e� a 80 Autnodk� Courage, Leadership, Duty Packet Pg . 116 1 .3 Strategic Initiative 3 "Workforce Development/ Culture . " Goal 5 - Develop and maintain a diverse, inclusive, well -trained, mission- ready workforce to protect life and property 0 CL a� Targeted Outcome Measures Actual 2017 Actual 2018 Revised 2020 2019 Goal = % diversity applicants — minority No Hiring No Hiring 21 . 66 % 19 % identified Process Process L 0 % diversity applicants — female No Hiring No Hiring 8 . 8 % 10 % Process Process Q % diverse applicants on U/ D No Hiring 21 . 15 % 20 % eligibility list—minorityProcess 2 ma % diverse applicants on No Hiring eligibility list —female U/ D Process 11 . 54 % 10 % a° a) Workers ' Compensation 80 . 96 1 . 02 . 85 N Experience Modifier c0 o� v 2019 Uniformed Personnel Per 1 ,000 Population 0 a m 0 2. 00 Ora 1 . 80 = a 1 . 60 1 .75 a 0 1 .40 v o N 1 . 201 .34 v � a +r — 1 . 00 fA c O� 0. 80 TOM 0.84 O a 0. 60 CV on w 0.40 y 0 0. 20 t c U 0. 00 ;U Cj o F Courage, Leadership, Duty � i'rruilrrFfrc, _ 81 �utbarit. Packet Pg . 117 1 .3 2019 Percent of Female Uniformed Employees to Total Uniformed 10% 8% - 0 CL 6% - 4% - C 2 % - Q L 0% 7 C PFA CO Arvada CO Rockford IL a Primary Self- 3 Strategic Goal Assessment Performance 2017 2018 2019 a° Measure Actual Actual Actual Category/Criterion TOM a' 0 N High Quality and Innovative 7F . 7 : A process is in placeTOM Core Services to investigate and Recordable o, Accident document accidents, c Workforce injuries and legal actions, Frequency: # of W Development/ pp etc., which is su orted injuries x S . 3 SA 3 . 8 W Culture by the agency' s 200, 000 / information management number of hours Financial system. hours worked Responsibility N CO o) TOM N N E t U CU Q 82 Autnodk� Courage, Leadership, Duty Packet Pg . 118 1 .3 2019 Firefighter Deaths XNo firefighter ' 2 deaths were reported bya ny comp rison departments . R � 1 Q m o Go Go a�� �aam \ a Q�P oc P �oAe Q° a Fre Departments M W No deaths are the only acceptable goal for PFA. While there are always risks inherent in o firefighting, these risks can be reduced by extensive training, adequate equipment, sound a) operational policies and proper analysis of the risks and benefits taken by each firefighter N when engaged in emergency operations . PFA has not had a line of duty death and continued that trend in 2019 with zero firefighter deaths . TOM o� L O CL Strategic Initiative 4 " Financial Responsibility. " a Goal 6 - Foster an environment of fiscal responsibilities at all levels cc co o) Measures of Progress for this Strategic Initiative include achievement of the Government TM Finance Officers Association recognition for budget presentation and comprehensive ; annual financial report, as well as providing an annual report to City Council and Poudre 4) Valley Fire Protection District Board of Directors . CU Q Courage, Leadership, Duty � 1' r� _ 83 Authodc. - Packet Pg . 119 1 .3 G �9 GOVERNMENT FINANCE O?.ICERE ASSOCIATION Distinguished Budget Presentation Award ➢R➢SIM7EOSO 0 / L! Poudre Fire Authurity N Colunulu W I or:W 1 LAN ye" &c :Uwa .18111181T 1, 21119 3 Q L 0 a L M L 0 a The Government Finance Officers Association of the United States and Canada (GFOA) N presented a Distinguished Budget Presentation Award to Poudre Fire Authority, Colorado for its annual budget for the fiscal year beginning January 1 , 2019 . This was the 20th TOM consecutive year that PFA has achieved this prestigious award . In order to receive this °' award, a governmental unit must publish a budget document that meets program criteria c CL as a policy document, as an operations guide, as a financial plan, and as a communications device . 0 This award is valid for a period of one year only. Staff believes the current budget Q continues to conform to program requirements and is being submitted to GFOA to determine its eligibility for another award. N TOM o� 0 N N E t U Q 'budit 7 84 Authorlk� Courage, Leadership, Duty Packet Pg . 120 1 .3 G�9 Crovernrnent Finance Officers Association Certificate of Achievement for Excellence in Financial 0 Reporting C tY Presented to Poudre Fire Authority Colorado = Q For its Comprehensive Annual •y Financial Report 0 for the Fiscal Year Ended a� 7 December 31 , 2018 Q W 0C P. ;oys u Esecuiive DimtorlCEO 'a 0 TOM 0 N The Poudre Fire Authority' s comprehensive annual financial report for the year ended 2018, from which the information on this page has been drawn, was awarded the oOM Certificate of Achievement for Excellence in Financial Reporting by GFOA. The Certificate rM of Achievement is the highest form of recognition for excellence in state and local 0 CL government financial reporting. In order to be awarded a Certificate of Achievement, a W government must publish an easily readable and efficiently organized comprehensive annual financial report. This report must satisfy both generally accepted accounting = principles and applicable legal requirements . Q U A Certificate of Achievement is valid for a period of one year only. Staff believes that the N current comprehensive annual financial report continues to meet the Certificate of CO Achievement Program' s requirements and is being submitted to the GFOA to determine its TOM eligibility for another certificate . N The year 2015 reflected the first full year of the implementation of the restated E Intergovernmental Agreement ( IGA) and Revenue Allocation Formula between the City of U Fort Collins (City) and the Poudre Valley Fire Protection District (PVFPD) . The stepped- up Q funding level that is being phased - in by the City has helped PFA begin to address lingering needs and funding shortfalls from previous years . A more sustainable funding stream has been created through the City/ PVFPD IGA and Revenue Allocation Formula, supporting the goal of maintaining a stable and predictable funding stream. Courage, Leadership, Duty rel7`rc, _ 85 �Illbarit. Packet Pg . 121 1 .3 2019 O & M Budget Per Capita $225 $200 $ 175 $ 150 ;j $ 125 CL V $ 100 d' m $75 a ' _ C $50 = Q V $25 L $0 Y a Gp PGp aCi a oe�a� i a� Fire Department o a 0 N Strategic Initiative 5TOM L O " Governance and Organizational Sustainability. " CL _ a Goal 7 - Plan for long-term issues and demands that will shape the future of the Cn Authority and its governance structure. co Objectives under Goal 7 include seeking opportunities for regionalization of emergency TOM services, preparing for future major annexations to the City of Fort Collins, and Long- Range N Financial Planning. The objectives for Goal 7 are all in various stages of completion, and the action plans include : E M U CU Owdre 86 Autnodk� Courage, Leadership, Duty Packet Pg . 122 1 .3 Objective Accomplishment To- Date January 2020 SP Dashboard ATD (ATD) Seek Front Range Fire June 2019 Dashboard opportunities for Consortium training Introduced and discussed regionalization regionalization of academy - training concept to the PFA Board emergency delivery services Front Range Fire Worked with Wellington to combine station Consortium - funding nd Chief officer numbering system to mechanism streamline inter-agency operations Mutual and Auto -Aid m agreements current per Incorporated Wellington crews into PFA major Standards of Cover emphasis training as well as crew to crew raining in the north part of PFA' s jurisdiction = Q Worked with FC911 to dispatch •L Wellington/ PFA calls on a single channel for system awareness a Developed a regional RFP for station alerting M working with all Larimer County fire agencies 00 that will be on the new CAD system as well as o LETA a 0 Collaborated on developing agreements for N closest unit dispatch with the implementation � f the new CAD system oOM v January 2020 DashBoard a Began work on Windsor/Severance Fire' s pparatus and are completing formal agreement for continued service a Completed planning for closest unit dispatching 7� ith neighboring fire service agencies I= Collaborated and approved Front Range Fire co Consortium Strategic Plan o) TOM N Hired new GIS Technician who along with on Deccan ADAM software will evaluate system performance and station location U CU Initiated plan to collaborate with Fort Collins Q Utilities to add training props to the existing PFA Training Center Planned to contract out mechanic services Courage, Leadership, Duty � r� " 87 �utbarit. Packet Pg . 123 1 .3 Objective Accomplishment To-Date January 2020 SP Dashboard ATD ATD Prepare for 2014 Restated June 2019 Dashboard future major Intergovernmental 2014 Restated IGA annexations to Agreement the City of Fort Collect data on all current Monitor Mulberry Annexation process Collins annexations Collect data on all current annexations KFCG Funding in perpetuity by voters to anuary 2020 Dashboard begin 1/ 1/2021 Made the connection with City of Fort Collins C staff for updates in the process W City Manager Atteberry has agreed that Chief = eMint should be involved in the planning Q process committee L Long-Range Developed and June 2019 Dashboard Y Financial Plan implemented for 2021 Scheduled to be developed and implemented ' budget process for 2020 Budget process M Met with City Council in work session to U. 00 familiarize new members with the IGA, 0 elationships and funding approach that is a critical to the long-term health of the Authority c N January 2020 Dashboard Updated Long- Range Financial Plan in 2020 a, Budget; included narrative description of long- rm ange accomplishments toward capital and oa staffing goals following full implementation of he Revenue Allocation Formula s= Met with City Council in work session to Q familiarize new members with the IGA, relationships and funding approach that is y critical to the long-term health of the Authority Seek additional Staff began working with June 2019 Dashboard can and alternative PVFPD Board to evaluate Staff was actively involved in the successful r funding sources regional renewal of the Keep Fort Collins Great voter N partnership/consolidation approved sales and use tax of District boundaries E with Wellington Fire taff provided a presentation report to the Protection District Board regarding regional partnerships and `° Staff is monitoring opportunities for regional cooperation with Q annexation activities and surrounding jurisdictions will continue to anticipate potential impact on Staff continues to monitor annexation activities service and funding and will continue to anticipate potential impact n service and funding. Reached out to be included in the stakeholder group for the 88 Authorks Courage, Leadership, Duty Packet Pg . 124 1 .3 Objective Accomplishment To- Date January 2020 SP Dashboard ATD (ATD) Secured grant funding for Mulberry Annexation work by the City of Fort Community Risk Collins Reduction programs Secured grant funding for Community Risk Reduction programs January 2020 Dashboard c Staff was actively involved in the successful m enewal of the Keep Fort Collins Great voter approved sales and use tax; funding stream was renewed in perpetuity = Q Staff provided a presentation report to the L Board regarding regional partnerships and 0 opportunities for regional cooperation with Q surrounding jurisdictions . These opportunities ill continue to be pursued as they are cost M ffective for PFA Staff continues to monitor annexation activities a° and will continue to anticipate potential impact n service and funding. Reached out to be N included in the stakeholder group for the Mulberry Annexation work by the City of Fort `° o� Collins t= 0 a m _ a co 0 N _ N E t U CU Q Courage, Leadership, Duty � i'�utlre Ffrc, _ 89 �utbarit. Packet Pg . 125 1 .3 City/ District Comparative Statistics Call Assessed Contribution Ratio Value Ratio Ratio 2007 CITY 82 . 90 79 . 01 79 . 61 DIST 17 . 10 20 . 99 20 . 39 2008 CITY 83 . 67 82 . 05 80 . 25 c DIST 16 . 33 17 . 95 19 . 75CL 2009 CITY 83 . 93 80 . 30 80 . 20 DIST 16 . 07 19 . 70 19 . 80 Q 2010 CITY 84. S0 80 . 96 80 . 82 0 DIST 15 . 50 19 . 04 19 . 18 3 a 2011 CITY 83 . 75 81 . 01 81 . 12 M DIST 16 . 24 18 . 99 18 . 98 w 0 2012 CITY 83 . S8 81 . S4 81 . 05 a DIST 16 . 42 18 . 46 18 . 95 TOM 0 N 2013 CITY 83 . 65 82 . 18 82 . 10 0 TOM DIST 16 . 35 17 . 82 17 . 90 °' t 0 2014 CITY 84. 11 82 . 04 82 . 26 C DIST 15 . 89 17 . 96 17 . 73 0 2015 CITY 84. 53 82 . 13 82 . 891 a DIST 15 . 47 17 . 87 17 . 11 U 2016 CITY 84. 61 80 . 90 74 . 24 DIST 15 . 39 19 . 10 25 . 762 U) o) 0 2017 CITY 85 . 88 82 . 12 83 . 27 N DIST 14. 12 17 . 88 16 . 73 E M 2018 CITY 85 . 67 80 . 30 80 . 68 c DIST 14. 33 19 . 70 19 . 32 Q 2019 CITY 85 . 95 80 . 90 81 . 35 DIST 14. 05 19 . 10 18 . 65 2015 included first year of updated City Revenue Allocation Formula contribution 22016 included District capital contribution for Station 8 and Timnath Tax Increment Financing funds for Station 8 staffing and construction e Owar 4 �. 90 Autnorlk� Courage, Leadership, Duty Packet Pg . 126 1 .3 2019 PFA Budget Review The 2019 PFA general fund actual spending compared to budget reflects an underspend of 4 . 24 %, or $ 1 .4 Million. In addition, the ending fund balance for 2019 benefitted from higher fees for services, interest income, and miscellaneous revenue with revenue of $ 646, 961 higher than projected. Note : these are not audited figures . 0 CL Poudre Fire Authority Actual Spending to Budget, 2019 General Fund Statement of Revenues , Expenditures and Changes in Fund Balances-- _ Actual and Budget a, For the Month Ended December 31 , 2019 C Year-to-Date 2019 Annual Budget Q a� Percent Actual a� Year-to-Date Budget Received/ 0 REVENUES Actual Year-to-Date Budget Expended (L Intergovernmental $331116 , 966 $33 , 116 , 965 a) Fees and charges for services 985 ,487 9235611 N Earnings on Investments 3235743 409000 Grants and Non-Capital Projects 575083 0 W Miscellaneous revenue 3895758 145 , 500 v Total Revenues 34 , 8733037 3432265076 101 . 89% 0 CL m EXPENDITURES W Administration 2 ,440 , 576 239459681 Fire Prevention & Comm . Risk Reduction 21671 , 823 238755931 = Grants 93 , 895 939895 Q Support 59938 ,492 650395718 Operations 22 ,325 , 259 225996 , 177 U N Total Expenditures 33 ,470 , 045 3459519402 -4 .24% Excess or Deficiency of Revenues Over or N Under Expenditures $ 19402 , 992 ($7251326 ) a� Fund Balance January 1 , 2019 $95647 , 367 U Fund Balance December 31 , 2019 $ 113050 ,359 Q Courage, Leadership, Duty � i'�utlre Ffrc, _ 91 �utbarit. Packet Pg . 127 1 .3 Poudre Fire Authority General Fund Reserves Poudre Fire Authority's reserve policy states a minimum 3 % of operating revenues must be held in the reserve for contingencies and 3 % of revenue must be held in the revenue reserve . If the revenue reserve and contingency reserve are depleted below reserve policy levels (6 %) , the fire chief will develop a restoration plan to restore balances over a two - year time period. 0 a m Projected 2019 Fund Balance _ Beginning Balance $9, 655, 658 = Q Revenue 40,429, 640 < Expenditures > (32) 947,432) c Fund Balance $ 17, 137, 866 % of Reserves Revenue M Unassigned - Reserve for Contingency 10, 059, 955 24.88 % 2 Restricted - Reserve for CityGive 9, 000 0 . 02 % Restricted - Reserve for KFCG 532, 740 1 . 32 % a Assigned - Revenue Reserve 1, 131, 173 2 .80 % c Assigned - Reserve for Operations Eqp . & Replacement 8, 271 0 . 02 % N Assigned - Reserve for Support Maint. & Replacement 5, 287, 161 30 .85 % � Assigned - Encumbrances 82, 348 0 . 20 % Assigned - Workers Comp Reserve 27, 218 0 . 07 % t= Total Reserves $ 17, 137, 866 42 . 39 % m Poudre Fire Authority Capital Actual, 2019 a In 2019, PFA staff aligned the PFA capital projects with accounting principles in relation to accounting for capital projects . Many of the capital project balances were transferred to N PFA' s Operating and Maintenance (0 &M) Budget, with balances at year- end being co accounted for as part of assigned 0 &M reserves . The fund balance, as shown on the o) TOM following page, has been reduced due to the transfer of former capital projects to N on subsidiary reserves in the Operations and Maintenance budget. a� E U CU Q Nudte 1 0� 92 ,utnerlk� Courage, Leadership, Duty Packet Pg . 128 1 .3 Capital Fund Statement of Revenues, Expenditures and Changes in Fund Balances-- Actual and Budget For the Month Ended December 31 , 2019 Year-to-Date Percent Received/ REVENUES Actual Annual Budget Expended Apparatus Replacement $ 1 ,7001141 $ 1 ,6271095 Burn Building $380,486 $368 ,393 Computer Aided Dispatch $8,291 $27102 .� Computer/Tech Replacement $343,669 $3627572 EMS Equipment Replacement $ 18,543 $ 18,333 Q Facilities Maintenance $290,377 $305,425 Hose Replacement $ 15,574 $ 14,864 Station 6 Shop $596,689 $552 ,459 Mobile Data Terminals $645 $ 164 Radio Replacement $ 169,987 $ 165,579 = Q Records Management System $2 , 166 $551 Rescue Tools Replacement $ 11 ,484 $ 11 ,367 SCBA Replacement $ 11 ;855 $3 ,072 C Staff Vehicle Replacement $75,761 $73,333 7 Station Alerting $ 132 ,850 $ 122 ,292 Q Station 15 $78,211 $30,988 Thermal Imager Replacement $23,701 $24,377 Training Center Improvement $62 ,065 $34,859 y Training Multi-Purpose Building $6,485 $ 1 ,644 7 Total Revenues $3,9281980 $3,7191469 105.63% (L a) EXPENDITURES Current: N Apparatus Replacement $ 1 ,4461631 $ 1 ,639 ,805 I11 Burn Building $ 101 ,392 $611 ,776 c0 Computer Aided Dispatch $291 ,083 $291 ,083 Computer/Tech Replacement $689,331 $ 17040,946 EMS Equipment Replacement $ 18,543 $38,543 Facilities Maintenance $491 ,461 $620,363 Q Hose Replacement $42 ,001 $33 ,285 Station 6 Shop $383,236 $482 ,554 Mobile Data Terminals $227661 $22 ,661 Radio Replacement $512 ,063 $593 , 146 = Records Management System (RMS) Replacement $76,469 $72 , 162 Q Rescue Tools Replacement $ 11 ,484 $ 1 %624 SCBA Replacement $409,044 $370 ,621 v +. Staff Vehicle Replacement $ 187,371 $ 166 ,432 N Station Alerting $553, 137 $553 , 137 2 Station 15 $ 17647,408 U) Thermal Imager Replacement $73,537 $96 ,334 a) Training Center Improvement $303,756 $ 196 ,555 p Training Multi-Purpose Building $227 ,677 N :-7 Total Expenditures $7,4881286 $6184%028 109. 33% Excess or Deficiency of Revenues Over or Under Expenditures ($3 ,559 ,306) $ 11566 ,429 t�.t Fund Balance January 1 , 2019 $67168, 156 Q Fund Balance December 31 , 2019 $27608,850 Courage, Leadership, Duty � i'rwtlre Ffrc, _ 93 �utbarit. Packet Pg . 129 1 .3 Poudre Fire Authority Board Actions - 2019 19 - 1 Amending the 2019 Budget and Reappropriating Funds for Prior Year Encumbrances 19 - 2 Appropriating Unanticipated Revenue within the Training Center Improvement Capital Project Fund 19 - 3 Adopting the PFA Old and New Hire Money Purchase Pension Plans and Trust °a Agreements as amended and restated June 2 , 2019 19 - 4 Partially terminating the Poudre Fire Authority Old and New Hire Money Purchase Pension Plans and Trust Agreements as amended and restated June 2 , 2019 in = connection with election of coverage under the FPPA defined benefit system Q 19 - 5 Appropriating Unanticipated Revenue from Insurance Recovery within the c Equipment Maintenance Budget for Expenditure on Ladder 5 Repairs Y 19 - 6 Repealing the $ 327, 868 Reappropriation for Prior Year Encumbrances Approved on Q Resolution 19 - 1 , and Amending the 2019 Budget and Reappropriating $ 224, 144 For Prior Year Encumbrances 19 - 7 Authorizing the Fire Chief, or his Designee, to Execute all Contract Including those 3 over $ 75 , 000 for Design, Site Work, and Purchase of Burn Building Container a° System a) TOM 19 - 8 Appropriating Unanticipated Revenue from CityGive within the Public Affairs and N Education Budget for Smoke and carbon Monoxide Detectors 19 - 9 Approving Two Apparatus Purchases and Authorizing the Fire Chief to Execute All o� Contracts, Including those over $ 75, 000, for the Wellington Rescue and Type 6 Brush Apparatus Purchases °a 19 - 10 Transferring $ 148 , 000 from the Training Multi - Purpose Building Capital Project to W the Burn Building Capital Project and Appropriating $ 148, 000 within the Burn Building Capital Project in Order to Complete Construction of the New Burn Building = 19 - 11 Transferring the Remaining Balance in the Office of Emergency Management Project Q to the City of Fort Collins 19 - 12 Appropriating Unanticipated Revenue from the Inlet Bay Marina for the Poudre Fire N Authority Volunteer Program at Station 9 (Horsetooth, CO) co 19 - 13 Appropriating Unanticipated Revenue from Insurance Recovery within the Equipment Maintenance Budget for Hail Damaged Vehicle Repair N 19 - 14 Authorizing the Fire Chief to Enter Contracts with Rosenbauer Minnesota for Purchase of New Fire Apparatus and Glider Refurbishments for a Five -year Period E 19 - 15 Setting the Poudre Fire Authority Board of Directors 2020 Meeting Dates U 19 - 16 Authorizing PFA staff to work with City of Fort Collins Accounting staff to establish Fund 840 reserves, to transfer funds from Fund 841 to Fund 840, and to align the Q PFA capital projects with the City of Fort Collins ' capital criteria 19 - 17 Amending the Poudre Fire Authority Bylaws to comply with House Bill 19 - 1087, Local Public Meeting Notices Posted on Website 19 - 18 Authorizing the Fire Chief, or his Designee, to Execute a Contract over $ 75 , 000 for Audio Visual Component Upgrades at all Poudre Fire Authority Facilities 19 - 19 Increasing the Fire Chiefs Execution of Contract Spending Limit to $ 85 , 134 and the e� Owai . 94 Autnodk� Courage, Leadership, Duty Packet Pg . 130 1 .3 Fire Chief' s Asset Disposal Limit to $ 56, 768 as outlined in the 2014 Intergovernmental Agreement Between the City of Fort Collins and the Poudre Valley Fire Protection District 19 - 20 Adopting the Budget and Appropriating Funds for the Operation of the Poudre Fire Authority in 2020 19 - 21 Setting the Fees for the Poudre Fire Authority Fire Prevention Bureau for the Calendar Year 2020 19 - 22 Authorizing the Fire Chief, or his Designee, to Execute a Contract over $ 85 , 134 for a Station Alerting System 0 CL 19 - 23 Authorizing the Fire Chief, or his Designee, to Execute Contracts over $ 85 , 134 for a 100 ' Aerial Ladder Truck and a Glider Engine 19 - 24 Authorizing the Fire Chief, or his Designee, to Execute a Contract, including = Expenses over $ 85, 134, for Station 6 Shop Remodel Architectural Design Services Q L 0 a 0 a a) 0 N TOM O� L 0 CL a co TOM N N E t U CU Q Courage, Leadership, Duty � i'rruilrrFfrc, _ 95 �utbarit. Packet Pg . 131 ATTACHMENT 4 r • - • I so 9 r • 1 • 1 GET TO KNOW THE POUDRE FIRE AUTHORITY 1 .4 i ou re ire Benefits of having d F an Authority : 40 Authority Fort Collins * Colorado 0 a� WHAT MAKES THE POUDRE FIRE AUTHORITY DIFFERENT FROM IMPROVED Q OTHER FIRE DEPARTMENTS ? EMERGENCY SERVICES 0 In 1982, the City of Fort Collins and the Poudre Valley Fire Protection District a (PVFPD) joined together and created the Poudre Fire Authority (PFA). This ii consolidated fire department was created to serve and protect Fort Collins, Timnath , Laporte, Bellvue, Horsetooth, Redstone Canyon, and parts of 0 unincorporated Larimer and Weld Counties. a CONCENTRATED TOM 0 As our own separate government entity, we are funded and governed by our TRAINING N "parent " organizations: the City of Fort Collins and Poudre Valley Fire Protection TOM District. As an Authority, PFA can cross boundaries to provide efficient, cost-effective services to our ever-growing community . L 0 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 0 i businesses, provide water, ice, and rope rescues, community risk reduction , ENHANCED LL and more. COMMUNICATIONS 3 0 a m WHAT IS AN AUTHORITY ? �► o Definition : An organization having power or control in Y o a particular, typically political or administrative , sphere . ELIMINATION OF Colorado state law allows neighboring fire departments to join together to DEPARTMENT OVERLAPS = a� 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 ca is a separate, independent governmental entity led by a Board of Directors. That Q 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 REDUCED governing boards, and works within an Intergovernmental Agreement. TAX- PAYER COSTS 1ffW__1 Packet Pg . 133 1 .4 WHO IS THE POUDRE FIRE AUTHORITY ? PFA is governed bg 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 . O CL a� Community Members �a c a O a L O a Fort Collins City Council Poudre Fire Authority Board mop Poudre Valley Fire • ' ' M District Board 0 N ti o TOM Fire Chief L O Q L pp o iL lii6 g g g o a m OperationsCommunity Risk Reduction 3 O Y O m C9 • Emergency • Wildland Fire Response WHAT DOES Medical Services E • Volunteer Program Fire Suppression PFA D 0 ? • Fire Investigations ca • Hazardous Materials Q Emergency Response • Inspection Services PFA provides many • Technical Rescue Response • Communication services to the (Water, Ice, Rope, Confined And Public Affairs Space And Trench Rescues) • Educational Programs community including : • Community Risk Reduction And Outreach Packet Pg . 134 1A 1 1 ■ 1 „ ■ 1 , ■ L 0 Q NNQ� L7� 0 ♦ 0 ) , Q N O �✓ G O Q ' 230 STATION z I.� STATION SQUARE MILE SERVICE AREA VOLUNTEER Prospect STATION 1 I 0 ® STATION 3 d • Drake Q� STATION 4 E r Horsemath� TATIONIO 0 0 C S O, cq Harman VOLUNTEER = STA® 5 TOM STATION 14 �L $ 41 + BILLION VALUE OF PROPERTY PROTECTED Q PFA RESPONSE AREA IN GOLD [ Fire Stations O Training Center ii O L O a aD 3 0 Y O aD 0 i . � • m Q LL L L L Packet Pg . 135 ATTACHMENT oudre ir� Authority Prompt . S k i l l s ^ i n g Fort Collins Colorado iTL AEA (D V TOM • •ram-�/� � b ♦ / V t' • 1�1 rs!'_• ? ' • TOM alp Cu +00 Packet I!, 1 t ' i. • ti • Poudre Fire Authority 2019 Annual Report Tom DeMint, Fire Chief • • 1 . 5 0 a� Annual Report and Joint Meeting _ • Introductions s a — PVFPD Board Members 10 i � Um — City Council MembersTOM = a N 7 1- TOM — PFA Board Members / 4 k Cn a .o a a� 3 a AbLude Ali • E Fort Collins 4 Colorado t� fa a Packet Pg . 137 1 . 5 O a� Annual Report Q O • Opportunity for " parents " to meet • Oversight of City and PVFPD investment in fire and 0 a TOM cM rescue service TOM ti C O • Required by I GA Cn L a c 'o a L O a . ' . . c a� • E 4 � t� la a Packet Pg . 138 1 . 5 O a� Annual Report Q O • Reviews Budget and Funding iTL • Call volumes 0 0 a M • Highlights EMS in 2019 N — Cardiac save rates O — Improved training , protocols , and equipment Cn a. • 8 page printed report ; on - line version delayedIs a L O a . ' . . c a� • E 4 � U la a Packet Pg . 139 1 . 5 0 What is the PFA ? Wellington Q • Partnership of : Bellvue a%', porte — City of Fort Collins Firer Department Lnn $3T .F ., a0 — Poudre Valley Fire Protection ° N _M�. Horsetooth Fort Collins s,: District Timnath TOM * v.m„ gym, e c 0 Oz • Consolidated in 1981 under asonville WI rids o CAI state law -� a .o a L 0 a . AbLu . c a) • E Fort Coffins 4 Colorado t� la a Packet Pg . 140 1 . 5 O a� What was the Problem with Two Departments .? Q O • Duplication of service , equipment , overhead costs • Frequently changing boundaries with annexations 0 a rn • TOM jurisdictions to provide service TOM Cn L a c 'o a L O a . ' . . c a� • E 4 � t� fa a Packet Pg . 141 1 . 5 Issues of Concern to PFA PVFPD and the Cit w° Om Q • COVID - 19 Response and Financial uncertainty a Recovery — Sales and Use Taxes L — Incident Management — Property taxes TOM — PPE — Fee revenueCD TOM ti — Employee illness/ isoloations — Facility closures Cn a — Planning for recovery L 0 a . ' . . c a� • E 4 � t� la a Packet Pg . 142 1 . 5 0 Update - FinanciaI Impact of COVID49 Q Revenue PFA Revenue Allocation Formula Funding, 2020 PVFPD PropertyTax � Q * Situation will impact PFA revenue /• ( I nclTIF), desTimnath City of Fort Collins IF) $8,045,424 , Sales and Use Tax first quarter already received 21% ( base), $ 10, 597,038 27% W 0 * Sales and Use tax is volatile - 10 % TOM CD decline could cost PFA $ 1 M in lost TOM revenue City of Fort Col I ins City of Fort Collins Sales and Use Tax * Property taxes due now through Property Tax ( of (KFCG ), $3,021,465 , 9 .797mills ), � 8% � $ 17,223,705 44% June — tracking daily , Cn L a • PFA has strong reserves o a L 0 a . AbLu . c a) • E Fort Collins 4 Colorado t� CU a Packet Pg . 143 1 . 5 0 a�Unknowns 3 Q * Severity of decline ? L • Shape / length of recovery ? 0 * Length of safer - at - home order ? TOM TM * How will the economy rebound ? * How will City revenue changes be managed ? Cn Essential services versus other services a c 'o a L 0 a . ' . . c a� • E 4 � t� la a Packet Pg . 144 1 . 5 O a� Where PFA will Look to Save Money First Q O • Hiring Freeze Deputy/Assistant Chief iTL L • Capital projects on hold for pan 2020 Staff vehicles — Station 6 Shop Conferences /Training N — Station 7 ReplacementTOM • Fuel costs — Training Center Kitchen Other Non - personnel — Glider Engine 7 p costs y • Open / unfulfilled purchasea. a orders ° L O a Au- e Fd&a, c a� • E 4 � t� la a Packet Pg . 145 1 . 5 O a� i Ie ReductFutur Possions Q O • 86 % of funds directly spent on personnel iTL — Wage reductions ? a — Furloughs ? By day or longer term ? N — Layoffs ? TOM — Combination ? Cn • Staffing level reductions impact service levelsa. .o a L O a . ' . . c a� • E df 4 � t� la a Packet Pg . 146 1 . 5 O Om W w Qu esti o n a iTL O 7 a L L O a rn TOM TOM ti C O C d N O L a c 'o a L O a JO . . ' . c a� • E Fort Collins 4 Colorado t� fa a Packet Pg . 147 DATE : June 9 , 2020 STAFF : Honore Depew, Interim Policy and Project Manager WORK SESSION ITEM John Stokes , Natural Resources Director City Council Kelly DiMartino , Deputy City Manager SUBJECT FOR DISCUSSION Parks and Recreation Master Plan . EXECUTIVE SUMMARY This item meets the following COVID- 19 emergency priority for being on the Council agenda : • Priority 4 - substantially complete and has included significant community outreach . Council direction at this time will help ensure that work does not have to be redone and can continue to move forward . The purpose of this item is to provide an update and seek feedback on the Parks and Recreation Master Plan , including proposed goals and vision statement as well as an overview of community outreach . An overview of the Master Plan process and findings will be presented by Andrew Dobshinsky, Associate Planner with The Olin Studio . GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1 . What feedback do Councilmembers have on the proposed goals? 2 . Do Councilmembers have questions or reactions to the proposed holistic vision framework for public space? BACKGROUND / DISCUSSION The Parks and Recreation Policy Plan was last updated in 2008 , (now called a Master Plan ) . Community expectations have evolved , and survey data collected during this planning process provides insights into these evolving community perspectives . The Master Plan update effort began in late 2019 and is nearing the halfway point. In October 2019 , a work session with Council was conducted that outlined ten desired plan deliverables : 1 . Parks and Recreation Systems Vision , Goals and Metrics 2 . Identification of Existing and Needed Parks and Recreation Facilities 3 . Parks and Recreation Build Out Strategy 4 . Parks and Recreation Design Standards and Guidelines 5 . Strategy for Incorporating Special Interest Group Requests 6 . Community Health Alignment 7 . Park Design Process 8 . Park Refresh Strategy 9 . Life Cycle Strategies 10 . Paved Trails Since the work session in October, staff has been working with a consultant team , stakeholders , and the community to identify parks and recreation needs , assess how Fort Collins compares to other peer and benchmark communities , and identify key issues and priorities the plan should address . As noted above , identifying a strategy for park refresh is a desired outcome of the plan , as well as a Council priority for 2020 . The following is a summary of the community engagement activity, proposed vision statement and goals , and key findings and opportunities identified to date . Packet Pg . 148 June 9 , 2020 Page 2 Community Engagement Together with the consulting team , staff utilized several different engagement tools to help the community guide development of the Master Plan . Key engagement strategies have included : • Survey - A statistically valid survey was deployed at the end of 2019 . From the 511 responses received , the results achieved a demographically representative sample of the community with a confidence level of 95 % and precision of +/- 4 . 33% . Results from the survey demonstrate how highly residents value the system of parks and recreational facilities in Fort Collins . It is possible to pinpoint community preferences based on the responses . A summary of the survey results is attached to this AIS (Attachment 1 ) . A full report is available . • Open Houses - Two open houses were held in February 2020 , engaging over 300 visitors . One open house was held at the Lincoln Center, and one at Preston Middle School . City staff and the consultant team were able to interact with interested members of the community and quantifiable data was collected using informational boards . All materials were translated into Spanish and interpretation services were available at both events . • Pop-up Events - Three pop-up events were held at various locations throughout the community, including Foothills Mall , downtown Fort Collins , and the Old Town Library . This unique engagement strategy enabled the team to interact with residents directly in an unannounced and spontaneous format, enabling input from residents who may not normally participate in a traditional community engagement format. • Stakeholder Meetings - In November 2019 and February 2020 a series of special meetings were held to hear directly from key partners (e . g . , PSD , CSU ) and representatives of various user groups (e . g . , bicyclists , disc golf enthusiasts , etc. ) . These key stakeholders provided valuable feedback on potential improvements and partnerships . • OurCity Web Page - An engagement webpage at < https ://ourcity .fcgov. com/parksandrec> provides a valuable resource for project updates and ongoing collection of ideas and feedback as the planning effort progresses . • Boards and Commissions - Representatives from about a dozen boards are part of an ad hoc group known as the Advance Review Committee (ARC) . These board members act as liaisons to their respective boards for feedback and regular updates . Staff will also be engaging directly with key boards , such as the Parks & Recreation Board , as the planning effort continues . Proposed Vision Statement and Goals At the heart of the Parks and Recreation Master Plan will be a vision statement supported by a framework of goals and actions based on : • Careful appraisal of existing parks and amenities , recreational facilities and programs ; • Extensive engagement with stakeholders and community members , including a statistically valid survey; • Comparison to both peer and aspirational communities ; and • An examination of how the complete system of parks and recreational facilities is viewed by residents and visitors in a holistic context of accessible public space . A vision statement for Parks and Recreation has been developed for consideration : Parks, trails, and recreation facilities in Fort Collins are an invitation for all residents to further wellness, curiosity, innovation, and community - as an integral part of the city's iconic, interconnected public space. The basis for Plan recommendations is the adoption of broad Goals for an ideal future state , Actions that move the system towards that future , and specific Methods or steps that implement the goals and actions . The following proposed goals for the Master Plan were developed based on expert analysis , Council direction , staff input, and community engagement: 1 . Provide equitable access to parks . 2 . Provide equitable access to recreational experiences . 3 . Expand the active transportation network to support access to parks and recreation . 4 . Protect and enhance natural and historic resources in parks and increase related activities . Packet Pg . 149 June 9 , 2020 Page 3 5 . Ensure the financial sustainability of parks and recreation . 6 . Strengthen partnerships to leverage resources for mutual benefit. 7 . Ensure parks , paved trails , and recreation facilities are operated and maintained efficiently and to defined standards . 8 . Promote the synergy between parks , recreation , and economic development. 9 . Improve marketing and communication to enhance operations and user satisfaction . 10 . Elevate the design and connection to nature in parks and recreation facilities . 11 . Continue to enhance safety and security in all parks and facilities . If supported by Councilmembers , the team will refine the specific Actions and Methods for each goal , over the coming months . This will include vetting implementation strategies with stakeholders , staff, and the community. Key Findings and Opportunities Through comprehensive analysis conducted as part of the parks and recreation needs assessment and benchmarking efforts , in addition to recommendations from consultant team and staff leaders , several key findings and opportunities have been identified . These include : 1 . Imageability/Physical Vision of the System . As outlined in the attached presentation (Attachment 2) , the City parks and recreation system has evolved tremendously since its inception in the pre -plan era , dating back to 1873 when Fort Collins was established ; through 1963 , when the first Parks & Recreation Plan was developed ; through the 1980 's , the parks and recreation system developed steadily . Then , in the early 1990's , the Natural Areas program was established , resulting in a dramatic increase in land acquisitions . This dramatic change was transformational , enabling unparalleled access to public space , and providing a key quality of life improvement dearly loved by Fort Collins residents today . Fort Collins has a very long history of actively acquiring and designating public space for the use of residents and visitors . A key concept that has emerged in this update to the Parks and Recreation Master Plan is how the system is viewed overall - the concept of imageability. From the perspective of most residents and visitors it is access to the complete inventory of parks , recreational facilities , trails , natural areas , and other open space (such as stormwater management property and schools ) that matters . How these elements are classified , funded , and managed is important administratively, but for the public to visit and enjoy them it only matters how accessible and connected they are . As the next evolution of the parks and recreation system is considered over the coming 10 -20 years , it will be strategically beneficial to consider system improvements holistically, inclusive of the entire system of municipally owned public space - including parks , trails , recreation facilities , natural areas , and even stormwater management land . Showing a complete image of the City's open space reinforces connections between these resources and illustrates how each department' s efforts also support an interconnected network that is greater than the sum of its parts . This holistic view will not only provide for improved planning for the future , but also support better imageability of the system both within and outside the community. Staff team intends to develop the Parks and Recreation Master Plan within this larger public space context, as demonstrated by the proposed vision statement. 2 . System and Funding Analysis . Staff and the consulting team are conducting a thorough and detailed analysis of the entire inventory of parks and recreational facilities . The assessment includes an appraisal of assets and amenities throughout the system using benchmark communities , national trends , and survey data as guideposts . From this work current levels of service can be compared , and future need predicted . A population -based level of service for a specific amenity shows how many of that feature there are , per capita , in Fort Collins . For example , there are currently 2 . 5 playgrounds per 10 , 000 people in Fort Collins . To satisfy population growth , community desire , and trends the level of service analysis may recommend increasing to 3 playgrounds per 10 , 000 . This same methodology is being applied across the system of Parks and Recreational amenities . It includes careful scrutiny of accessibility to different features of the system and sets standards for access (e . g . , no more than a 10- minute walk to a park , or 5-minute drive to a recreation center) . And the analysis includes an evaluation of the funding structures in place to support development, maintenance , replacement , and programming . Staff will bring more detailed findings related to options for funding strategies to the Council Finance Committee in July . Packet Pg . 150 June 9 , 2020 Page 4 Some preliminary findings from the system analysis : Parks : • Large and diverse Parks system ( 1 , 190 acres ) • Expansive inventory of assets creates systematic pressures o Operational (short-term ) o Capital ( long-term / lifecycle replacement) • Lifecycle replacement of Parks amenities is under funded • Development of an asset management system by Parks and Park Planning and Development is crucial to the future success of Parks maintenance Recreation : • 60 % of community participating in Recreation programs suggests strong value • Recreation typically recovers more than half of expenditures , even including overhead costs such as maintenance from Operation Services • Annual budget shortfall difficult to make up short term given COVID - 19 constraints and the already high rate of recovery • Increased cost recovery possible on longer (5- 10 year) time horizon Next Steps Staff will continue to work with the consultant team in developing the Master Plan draft over the next several months . Financial considerations will be discussed at the July 20 , 2020 Council Finance Committee meeting . Another Council work session is scheduled for August 25 , 2020 , to coincide with additional community outreach . The final Master Plan is anticipated to be considered for adoption in late 2020 or early 2021 . ATTACHMENTS 1 . Parks and Recreation Survey Results Summary ( PDF ) 2 . Powerpoint Presentation ( PDF ) Packet Pg . 151 ATTACSURVAL RE AM cam, N Overall , how would you rate the physical condition of the you or othi CU members of your household have visited during the past 12 months? PARKS , NATURAL AREAS , OR OPEN SPACES RECREATION FACILITIES N HAVE NOT VISITED a HAVE NOT VISITED a POOR 4 % qq 1 % FAIRS 12 % rTMM ` M 2 % EXCEI : NT EXCELLENT POORCU 42 % 1 % 2F E FAIR `U)U)O 7 % 90 % O EXCELLENT OR GOOD EXCELLENT OR GOOD cn AMONG THOSE WHO AMONG THOSE WHO o HAVE PARTICIPATED HAVE PARTICIPATED a L U a� GOOD CU 49 % a GOOD 51 % U Q Packet Pg . 152 2. 1 a L it c� emonmL SURVAL REM C How would you rate the overall quality of recreation programs offered by t City of Fort Collins that you and members of your household have participi 12 9d in during the past 12 months? L a EXCELLENT TMM HAVE NOT 19 % PARTICIPATED CU 41 % E Cn 88 % � Cn FxrFi i FNT nQ r. nnn = AMONG THOSE WHO CU HAVE PARTICIPATED (D U a� GOOD N L 33 % a POOR 1 % FAIR 5 % U Q Packet Pg . 153 2. 1 a L it c� CmmmmL SURVI& REM Im do C Do you feel that there are sufficient public parks , natural areas , and open s lomm ices within walking distance of your residence? m L m Tmm rn m E E Cn a� 79 % Cn _ YES a� L U a� L a a� E c� Q Packet Pg . 154 2. 1 a L it emonmL SURVI& REM N From the following list , please check ALL the communities in the area that u and members of your household have visited or used for parks and recreat ' w n facilities in the past 12 months . cc L CU a on LARIMER COUNTY TMM LOVELAND • ' . CU E E WINDSOR cn DENVER LA PORTE Cn _ BOULDER c m BELLVUE GREELEY M N L CU WELLINGTON a a� OTHER M Q Packet Pg . 155 2. 1 a L it c� emonmL SURVAL REM C How well do parks , paved trails , How important are quality parks , ived recreation facilities/programs in Fort trails , recreation facilities , and prc ' rams Collins reflect the identity of the City? to the identity of Fort Collins? M MINIMALLY a MINIMALLY 2 % a 1 / NOT IMI RTANT SOMEWHAT SOMEWHAT 1 % 19 % 12 °� E E Cn as � 80 % OO Cn VERY WELL SOMEWHAT OR VERY o IMPORTANT a L U a� V E OF N VERY WELL I POI M ANT 80 % a� E Q Packet Pg . 156 2. 1 a L it c� SURV mV R E C Do you agree that parks , paved trails , and recreation facilities in Fort Collir =0 are beautiful ? CU STRONGLY CU DISAGREE TMM DISAGREE 11 0 2 % 1 /o CU E E Cn r 98 % Cn AGREE OR STRONGLY o AGREE a L U a� STRONGLY AGREE N L 55 % a a� E U Q Packet Pg . 157 2. 1 a emonmL SURVI& REM L 4) it c� C Please indicate if YOU or any member of your household has a need for ea4 CU type of outdoor facility listed below. Needs ° Not Needs Met Partly Met a COMMUNITY GARDENS 15 . 0 % DOG PARKS 13 . 0 % TMM NAT. AREAS/WILDLIFE HABITAT 13 . 0 % WATER PLAY FEATURES E W 12 . 9 % E MOUNTAIN BIKE COURSES 12 . 1 % E HIKING TRAILS 10 . 8 % Cn PARK SHELTERS/ PICNIC AREAS 10 . 5 % UNPROGRAMMED SPACES 9 . 4 % DOWNTOWN PARKS & PLAZAS 8 . 9 % COURTS ( P-/ H - BALL, BOCCE ) 8 . 5 % PAVED, MULTI - USE TRAILS 8 . 5 % cn RENTABLE EVENT SPACE 7 . 4 % c BIKE PARKS 6 . 8 % CU TENNIS COURTS 6 . 3 % RECTANGULAR SPORTS FIELDS 5 . 6 % VOLLEYBALL COURTS 4 . 9 % PLAYGROUNDS 4 . 6 % OTHER 4 . 3 % a SKATE PARKS 4 . 1 % BASKETBALL COURTS 4 . 1 % E DIAMOND ATHLETIC FIELDS 4 . 0 % U Q Packet Pg . 158 2. 1 SURVI& REI win', it c� C Which FOUR of the OUTDOOR FACILITIES are MOST IMPORTANT to your o household ? 1st Choice 2nd 3rr a PAVED, MULTI - USE TRAILS 4 . 8 % HIKING TRAILS 57 . 5 % rn NAT. AREAS/WILDLIFE HABITAT 52 . 6 % UNPROGRAMMED SPACES ' 38 . 2 % f° E PLAYGROUNDS 22 . 5 % E DOG PARKS 20 . 9 % ) DOWNTOWN PARKS & PLAZAS 19 . 2 % COMMUNITY GARDENS 13 . 1 % WATER PLAY FEATURES 12 . 9 % a� RECTANGULAR SPORTS FIELDS 9 . 8 % MOUNTAIN BIKE COURSES 9 . 0 % Cn PARK SHELTERS/ PICNIC AREAS 8 . 6 % c TENNIS COURTS 5 . 9 % a COURTS ( P-/ H - BALL, BOCCE ) 4 . 9 % a DIAMOND ATHLETIC FIELDS 4 . 1 % RENTABLE EVENT SPACE 3 . 7 % BIKE PARKS 2 . 9 % OTHER 2 . 9 % a BASKETBALL COURTS 1 2 . 5 % SKATE PARKS 2 . 0 % E VOLLEYBALL COURTS 1 . 8 % U Q Packet Pg . 159 2. 1 a L it c� SURVI& RE C Priority Investment Rating : Outdoor Facilities o CU L cc W L Low Priority Medium Priority ( 70 + ) High Priority ( 125 + ) a NAT. AREAS/WILDLIFE HABITAT 168 HIKING TRAILS 161 rn PAVED, MULTI - USE TRAILS 157 UNPROGRAMMED SPACES 122CU COMMUNITY GARDENS 120 E DOG PARKS 120 N WATER PLAY FEATURES 106 MOUNTAIN BIKE COURSES 95 DOWNTOWN PARKS & PLAZAS 89 PARK SHELTERS/ PICNIC AREAS 84 PLAYGROUNDS 65 Cn COURTS ( P-/ H - BALL, BOCCE ) 64 0 RENTABLE EVENT SPACE 55CU L RECTANGULAR SPORTS FIELDS 53 TENNIS COURTS 51 BIKE PARKS 50 VOLLEYBALL COURTS 36 OTHER 33 a DIAMOND ATHLETIC FIELDS 33 BASKETBALL COURTS 31 E SKATE PARKS 30 U Q Packet Pg . 160 2. 1 a L it c� SURVI& RE C Priority Investment Rating : Outdoor Facilities o CU L cc W L Low Priority Medium Priority ( 70 + ) High Priority ( 125 + ) a 3 NAT. AREAS/WILDLIFE HABITAT 168 2 HIKING TRAILS 161 rn 1 PAVED, MULTI - USE TRAILS 157 4 UNPROGRAMMED SPACES 122 CU E COMMUNITY GARDENS 120 E DOG PARKS 120 N WATER PLAY FEATURES 106 MOUNTAIN BIKE COURSES 95 DOWNTOWN PARKS & PLAZAS 89 PARK SHELTERS/ PICNIC AREAS 84 PLAYGROUNDS 65 Cn COURTS ( P-/ H - BALL, BOCCE ) 64 0 RENTABLE EVENT SPACE 55CU L RECTANGULAR SPORTS FIELDS 53 TENNIS COURTS 51 BIKE PARKS 50 VOLLEYBALL COURTS 36 OTHER 33 a DIAMOND ATHLETIC FIELDS 33 BASKETBALL COURTS 31 E SKATE PARKS 30 U Q Packet Pg . 161 2. 1 a emonmL SURVI& REM L 4) it c� C Please indicate if YOU or any member of your household has a need for ea4 type of indoor facility listed below. Needs Needs L Not Met Partly Me - a INDOOR WATER PARK 22 . 6 % SWIMMING POOL 21 . 9 % ?' EXERCISE & FITNESS EQUIP. 21 . 6 % CU WALKING/JOGGING TRACK 20 . 0 % E MULTI - PURPOSE GYMS 14 . 1 % cn LAP POOL 13 . 3 % SPACES FOR MEETINGS/PARTIES 13 . 1 % N a� HEALTH CLINIC 12 . 7 % SPACES FOR FITNESS/ DANCE 12 . 0 % Cn ARTS, CRAFTS , GAMES ROOMS 12 . 0 % o INDOOR COURTS 11 . 4 % a MAKER SPACES 9 . 4 % a INDOOR SPORTS FIELDS 7 . 6 % DESIGN LABS 6 . 6 % N CLASSROOM SPACES 6 . 2 % CU DINING . 5 . 0 % a COMPUTER ROOMS 3 . 9 % OTHER , 1 . 4 % U Q Packet Pg . 162 2. 1 a L it c� SURVI& RE C Which FOUR of the INDOOR FACILITIES are MOST IMPORTANT to your o household ? L 1st Choice 3rd 4th a SWIMMING POOL 38 . 6 % EXERCISE & FITNESS EQUIP. �! 38 . 2 % ?' WALKING/JOGGING TRACK 27 . 6 % LAP POOL 18 . 2 % E INDOOR WATER PARK 20 . 1 % cn MULTI = PURPOSE GYMS 16 . 8 % INDOOR COURTS 15 . 5 % N a� SPACES FOR FITNESS/ DANCE 14 . 7 % SPACES FOR MEETINGS/PARTIES 12 . 3 % Cn ARTS, CRAFTS , GAMES ROOMS 9 . 0 % o HEALTH CLINIC 8 . 8 % INDOOR SPORTS FIELDS 7 . 8 % m DINING O 6 . 8 % CLASSROOM SPACES 6 . 7 % MAKER SPACES 5 . 1 % a OTHER 2 . 3 % DESIGN LABS 2 . 2 % COMPUTER ROOMS 2 . 0 % U Q Packet Pg . 163 2. 1 c a L also SURVI& REM it U) c� C Priority Investment Rating : Indoor Facilities o CU L cc L Low Priority Medium Priority ( 70 + ) High Priority ( 125 + ) a SWIMMING POOL 97 EXERCISE & FITNESS EQUIP. ?' 15 WALKING/JOGGING TRACK 160 CU INDOOR WATER PARK 147 E E LAP POOL 113 cn MULTI - PURPOSE GYMS 106 SPACES FOR FITNESS/ DANCE 91 INDOOR COURTS 91 SPACES FOR MEETINGS/PARTIES 90 Cn HEALTH CLINIC 79 c ARTS, CRAFTS, GAMES ROOMS 76 a L MAKER SPACES 55 INDOOR SPORTS FIELDS 54 CLASSROOM SPACES 45 N DINING 40CU a DESIGN LABS 35 COMPUTER ROOMS 22 OTHER 12 Q Packet Pg . 164 2. 1 c a L also SURVI& REM it U) c� C Priority Investment Rating : Indoor Facilities o CU L cc L Low Priority Medium Priority ( 70 + ) High Priority ( 125 + ) a SWIMMING POOL 97 2 EXERCISE & FITNESS EQUIP. ?' 15 13_ WALKING/JOGGING TRACK 160 CU INDOOR WATER PARK 147 E A E 40'P' LAP POOL 113 cn MULTI - PURPOSE GYMS 106 SPACES FOR FITNESS/ DANCE 91 INDOOR COURTS 91 SPACES FOR MEETINGS/PARTIES 90 Cn HEALTH CLINIC 79 c ARTS, CRAFTS, GAMES ROOMS 76 a L MAKER SPACES 55 INDOOR SPORTS FIELDS 54 CLASSROOM SPACES 45 N DINING 40CU a DESIGN LABS 35 COMPUTER ROOMS 22 OTHER 12 Q Packet Pg . 165 2. 1 emonmL SURVI& REM win', it U) c� C Program or Activity Needs . Please indicate if YOU or any member of your o CU household has a need for each type of program or activity listed below. Needs ° Not Needs Met Partly Met a FITNESS/WELLNESS 15 . 0 % FARM & GARDENING 13 . 0 % TMM SENIORS ( 50 + ) 13 . 0 % NATURE (OUTDOOR REC . & ED . ) 12 . 9 % E AQUATICS ( LESSN . , FIT. , TEAMS ) 12 . 1 % E STEM PROGRAMS 10 . 8 % N ARTS & CRAFTS CLASSES 10 . 5 % ENVIRONMENTAL STEWARDSHIP 9 . 4 % VOLUNTEERING 8 . 9 % SPECIAL EVENTS/ FESTIVALS 8 . 5 % SPORT DROP- IN PLAY 8 . 5 % cn HISTORY 7 . 4 % c SPORTS LEAGUES 6 . 8 % CU TEENS 6 . 3 % YOUTH & FAMILY 5 . 6 % EARLY CHILDHOOD 4 . 9 % INCLUSION SUPPORT FOR DIS . 1 4 . 6 % SPECIALIZED PROG . FOR DIS . 4 . 3 % a ICE SKATING ( LESSN . , CLIN . , TM . ) 4 . 1 % COMPUTER ACCESS 4 . 1 % E OTHER 4 . 0 % U Q Packet Pg . 166 2. 1 a L it c� SURVJ& RESULTS C Which FOUR of the PROGRAMS OR ACTIVITIES are MOST IMPORTANT to } 10mm ur household ? L 1st Choice '' � � 3rd 4th a NATURE (OUTDOOR REC . & ED . ) 43 . 8 % SENIORS ( 50 + ) 33 . 3 % Tmm rn FITNESS/WELLNESS 30 . 9 % SPECIAL EVENTS/ FESTIVALS 29 . 9 % AQUATICS ( LESSN . , FIT. , TEAMS ) w 18 . 0 % E SPORTS LEAGUES 17 . 0 % N YOUTH & FAMILY 16 . 0 % ENVIRONMENTAL STEWARDSHIP 13 . 5 % ARTS & CRAFTS CLASSES 12 . 1 % a� VOLUNTEERING 11 . 2 % FARM & GARDENING 9 . 8 % Cn EARLY CHILDHOOD 8 . 6 % c STEM PROGRAMS 8 . 2 % a L TEENS 7 . 8 % HISTORY ] 6 . 3 % SPORT DROP- IN PLAY 5 . 5 % INCLUSION SUPPORT FOR DIS . 3 . 9 % SPECIALIZED PROG . FOR DIS . 3 . 9 % a ICE SKATING ( LESSN . , CLIN . , TM . ) 3 . 9 % COMPUTER ACCESS 1 . 2 % E OTHER 1 1 . 2 % U m Q Packet Pg . 167 2. 1 a L it c� SURVI& RE C Priority Investment Rating : Programs o CU L CU L Low Priority Medium Priority ( 70 + ) High Priority ( 125 + ) a NATURE (OUTDOOR REC . & ED . ) 172 FITNESS/WELLNESS 171 rn SENIORS ( 50 + ) 149 SPECIAL EVENTS/ FESTIVALS 120CU AQUATICS ( LESSN . , FIT. , TEAMS ) 108 FARM & GARDENING 96 N ENVIRONMENTAL STEWARDSHIP 88 ARTS & CRAFTS CLASSES 86 SPORTS LEAGUES 85 VOLUNTEERING 82 YOUTH & FAMILY 80 Cn STEM PROGRAMS 78 0 SPORT DROP- IN PLAY 62CU L TEENS 62 HISTORY 61 EARLY CHILDHOOD 54 INCLUSION SUPPORT FOR DIS . 41 SPECIALIZED PROG . FOR DIS . 39 a ICE SKATING ( LESSN . , CLIN . , TM . ) 31 COMPUTER ACCESS 21 OTHER 7 U Q Packet Pg . 168 2. 1 a L it c� SURVI& RE C Priority Investment Rating : Programs o CU L CU L Low Priority Medium Priority ( 70 + ) High Priority ( 125 + ) a 1 NATURE (OUTDOOR REC . & ED . ) 172 3 FITNESS/WELLNESS 171 rn 4 SENIORS ( 50 + ) 149 2 SPECIAL EVENTS/ FESTIVALS 120CU AQUATICS ( LESSN . , FIT. , TEAMS ) 108 FARM & GARDENING 96 N ENVIRONMENTAL STEWARDSHIP 88 ARTS & CRAFTS CLASSES 86 SPORTS LEAGUES 85 VOLUNTEERING 82 YOUTH & FAMILY 80 Cn STEM PROGRAMS 78 0 SPORT DROP- IN PLAY 62CU L TEENS 62 HISTORY 61 EARLY CHILDHOOD 54 INCLUSION SUPPORT FOR DIS . 41 SPECIALIZED PROG . FOR DIS . 39 a ICE SKATING ( LESSN . , CLIN . , TM . ) 31 COMPUTER ACCESS 21 OTHER 7 U Q Packet Pg . 169 2. 1 a L it c� emonmL SURVI& REM C How supportive are you of some increase in taxes to fund the types of party Cu trails , and recreation facilities that are most important to you and your household ? cc L NOT Cu SUPPORTIVE 15 % Cu TMM VERY E SUPPORTIVE E 35 % N r NOT SURE 67 % 17 % cn VERY OR SOMEWHAT o SUPPORTIVE Cu L U a� M L Cu a SOMEWHAT E SUPPORTIVE U M 32 % Q Packet Pg . 170 2. 1 a emooL SURVAL REM L 4) it c� C Please CIRCLE ALL the ways you would be willing to travel to . For e4 h , please write in the MAXIMUM minutes you would be willing to travel to get sere . cc L cu a PLAYGROUND COMMUNITY CENTER SPORT FIELD COMMUNITY C qq 2DEN TMM cu E E cn MIEN INN WLEW _ O cu L M U) L cu a < 5 < 10 < 15 < 20 < 30 31 + < 5 < 10 < 15 < 20 < 30 31 + < 5 < 10 < 15 < 20 < 30 31 + < 5 < 10 < 15 < 2 ( u 30 31 + MINUTES MINUTES MINUTES MINUTE u M Q Packet Pg . 171 2. 1 a L it c� emonmL SURVI& REM C Please check ALL the reasons that prevent you or members of your househ o d from using parks and recreation facilities or programs in Fort Collins more ten . M L M a DON 'T KNOW WHERE TO GO/WHAT ' S OFFERED 32 . 9 % PEOPLE EXPERIENCING HOMELESSNESS THERE 23 . 1 % TMM TOO FAR FROM OUR RESIDENCE 21 . 3 % PROGRAM TIMES ARE NOT CONVENIENT 21 . 1 % ?=' DESIRED FACILITY/ PROGRAM IS NOT OFFERED 18 . 6 % M E DON ' T HAVE TIME OR INTEREST 17 . 2 % E FEES ARE TOO HIGH 15 . 1 % cn LACK OF PUBLIC RESTROOMS 13 . 3 % PARKS ARE TOO CROWDED 12 . 1 % N AQUATICS ( LESSN . , FIT. , TEAMS ) 11 . 5 % FACILITY OPERATING HOURS NOT CONVENIENT 10 . 0 % REGISTRATION FOR PROGRAMS IS DIFFICULT 8 . 4 % NO VISIBLE PATROLLING PRESENCE 7 . 6 % Cn FACILITIES LACK RIGHT EQUIPMENT 7 . 4 % _ OTHER 7 . 4 % FACILITIES ARE NOT WELL MAINTAINED 6 . 8 % 2 POOR/UNCOMFORTABLE PARK ATMOSPHERE 4 . 7 % a USE FACILITIES IN OTHER CITIES 4 . 3 % POOR CUSTOMER SERVICE BY STAFF 3 . 5 % NOT ACCESSIBLE BY PUBLIC TRANSPORTATION 3 . 5 % M INADEQUATE LIGHTING 3 . 5 % NOT ACCESSIBLE TO PEOPLE WITH DISABILITIES 2 . 9 % a ACTIVITIES GOING ON MAKE ME FEEL UNSAFE 2 . 0 % +: I HEAR NEGATIVE THINGS ABOUT PARKS 1 . 6 % a NOT ENOUGH PEOPLE TO FEEL COMFORTABLE 1 . 4 % E FEAR OF GETTING INJURED 1 . 2 % U M Q Packet Pg . 172 2. 1 �a a L Im SURVEY RE it U) c� C Please check ALL the ways you travel to the parks and recreation facilities o at Cu you use . L Cu a 92 % Tmm 80 % Cu 69 % Cn a� a� Cn a 0 Cu a� L U m ma 9 0/ m 4 % N 2 % 1 . 4 % 0 . 8 % Cu a a� DRIVE WALK BIKE MAX BUS CAR - OTHER BIKE - E SHARE SHARE U m Q Packet Pg . 173 2. 1 a L it SURVAL REI N Please rate how supportive you would be of each of the following actions t lomm City of Fort Collins could take to improve parks , trails , and recreation facili Co � s . NEW PARK DESIGN LIK _ � YG _ _ PARK REFRESH PURCHASING & DEVELOPING NEW REPLACING AMENITIES IN KIND REPLACING W/ DIFFERENT I = NITIES L cc NOT NOT NOT a SUPPORTIVE VERY SUPPORTIVE VERY SUPPORTIVE VE � i(NOT 14 % SUPPORTIVE NOT 16 % SUPPORTIVE NOT 27 % SUPPI T TIVE SURE 56 % SURE 45 % SURE 3 E 14 % 16 % 27 % rCn 79 % 77 % 65 % � SOMEWHAT SOMEWHAT SOMEWHAT c OR VERY OR VERY OR VERY CU SUPPORTIVE SUPPORTIVE SUPPORTIVE 4 2 u d _ SOMEWHAT SOMEWHAT L SUPPORTIVE SUPPORTIVE SOMEWHAT a 23 % 33 % SUPPORTIVE 29 % a U Q Packet Pg . 174 2. 1 a L emonmL SURVI& REM it cco C The following are some of the benefits that you and your household may rE o eive from PARKS , TRAILS , RECREATION FACILITIES , AND PROGRAMS provided ' ly the City of Fort Collins . For each potential benefit , please indicate your lev of agreement . Strongly Strongly = gree + Disagree Disagree Agree a Agree IMPROVES PHYSICAL HEALTH & FITNESS 19 . 0 % TMM MAKES CITY MORE DESIRABLE TO LIVE 8 . 8 % M PROVIDES OPPS . FOR LEISURE INTERESTS I E ) 8 . 1 % Cn IMPROVES OVERALL QUALITY OF LIFE I 4n ) 8 . 1 % IMPROVES MENTAL HEALTH / REDUCES STRESS 17 . 4 % a� PRESERVES OPEN SPACE & ENVIRONMENT I ) 7 . 1 % Cn INC . PROP. VALUES IN SURROUNDING AREAS I o 7 . 0 % PROMOTES TOURISM IN CITY I 11 . 2 % a� HELPS ATTRACT NEW RESIDENTS & BUSINESSES ' 0 . 4 % M PROTECTS HISTORICAL ASSETS OF CITY 19 . 7 % M ' a INCREASES OPPS . FOR CULTURES TO INTERACT 14 . 1 % a� HELPS REDUCE NEIGHBORHOOD CRIME . 2 . 5 % Q Packet Pg . 175 City of 06 9 - 20 Fort Collins - VNO CODE pris It 1 - - - -- � . a a• 1 1 1., , es,h r "rr"• , - r ^ , Y b y r 'J {/ a' I �j J, s X b rGr - Ih �, h , . . Yrll !� '•'} G5� F L ' .� � ?1 rq • T,�,. - i� )♦ r'rt e � � ' .?�i'ir r 7 �. �.r . lz ri';� � . 5 a r �'1 � ' � A - � � �S rf�%. � " i � �V � � pp T mot; /� T'////- ,' t �y� s ? , ' 'mac Y /l+r..! ' .,_, �ytxs... Y'�.l h m[�f ,��/ � ..3.9•F '� 7+".�+ ty 1E�• r •s+ �.i� _F,r r, :' � 7.µy � , A +YT4" l l tilti yIy pi,!� .�i4 'k'4'gj"� i - r �. • (ej(' ' . �•f€" � .� ,f r. . . Jr'.' y- 1- V y�'r t � r / " l' i � , �\ . 6 .. �- i '14"`✓ '{� 'L_ 1.�, ,e 1 }"_� - -�'- �t _ �� F_ � � •• -. '�` � �� � " �� t � / �+r.l � ! � j i ' \ ���,�. may' � %�� d - � - � qt •� r '� E" 1 1 - i 1 'r( r •... / �rf ,', Fy+" ,: < , i• r � ' `;'� 3/,-\1- ti '. } ram � .2 f� .6il�d • `� �r 77rr r y }� • Y 00 ,� , 1 _ ,:s �� mot`+ k %�"% � `? !t � 1 ,�: .' ''� ,� •� Ada '�i ,y ) � • . ` ��Cf y " �q � �' � /e , ' r `.� T % Alt �_.� 2a�14 � v� ?� �„!i' T�' , �` ��`� � r ,l�y` �it � I �� FS.-• . t�, r . 1 Parks & Recreation Maste Ian A Community Se ices OLIN Packet . g 2.2 of Fort Collins ipopM • • - COUI a L m CU c 0 CU a) L U a� What feedback do Councilmembers have on the U) Y L proposed goals ? Do Councilmembers have questions or reactions to P CU the proposed holistic vision framework for public L space ? .o L 3 0 a c m E U fC a Packet Pg . 177 2.2 CityCollinsf o low FPLANNING a L Community Engagement w Open House Funding Analysis Statistically g Series 2 0 Valid Survey Strategies 1 L Open House a0i Benchmarking Series 1 Stakeholder W Our City Interviews Level of Website City Council City Council Y Best Service Work Session Work Session a 11 Practices Iq ti TOM 0 m N d L a c 'o a \ a, Project Needs Priority Final Master Initiation Assessment Setting Plan >_ Fall Winter Spring - Summer Summer - Fall U 2019 2020 2020 J 2020 Packet Pg . 178 City of ' Collins PRO SS � cc ENGAGEMENT STATISTICALLY VALID SURVEY cc TOM rm ANALYSIS 0 CL LEVEL OF OPEN HOUSES & POP - UPS SERVICE STANDARDS CORE TEAM , STAFF, BOARD MEMBERS - STAKEHOLDER INTERVIEWS . � r / POLICY MAS FRAMEWORK PL BENCHMARKING LIFE CYCLE , AMENITIES / FACILITIES INVENTORY ' REFRESH , _ BUILD OUT TRENDS AND BENEFITS ♦ . PARTNERSHIPS & FUNDING INVENTORY RECREATION ASSESSMENT ' FACILITY / DESIGN ASSESSMENT DESIGN GUIDELINES Packet . g 2.2 Fort Collins PROPOSED PLAN COMPONIM Introduction Policy Recommendations / N M • vision Strategic Directions 0 ', Context • Goals , Actions with Rationales i • Benchmarking ( integrated throughout ) W • Value of Parks and Recreation • Standards ( Level of Service , Access , Desigi • Existing Plans Y • Ongoing Planning Efforts Implementation Plan a • Demographic / Recreation Trends • Implementation Responsibilities TOM Existing Conditions and Interpretation • Partners P • Time Frames • Public Space Network N • Funding • Recreation Facilities • Trails Physical Vision Plan C. 3 • Ownership ( Other Parts of the System ) a Appendices • Programs E Summary of Engagement and M Interpretation a M - moll=* Packet Pg . 180 2 .2 Fort Collins a L m m c 0 m a) L U a� ca Y L a Our Understand . J a 0 Zw m W L a 'o Q. L a� 3 0 a c m E U m a Packet Pg . 181 2.2 Fort Collins M wm � W� �HISTORY = • ' M a 1873 - 1962 : Pre Plan Era M - - - - - - - - - - - - - - - - - - - - - - - - O Public Space Acreage 1 d i 50000 V 45000 ' O 40000 T 35000 fC 30000 T N - Y 25000 1952: City Park Pool L 20000 • d 15000 10000 TOM 5000 mlm5,652 - - - - - - 1873 1963 1974 1988 1996 2008 2019 O • Rec Facilities — Parks M C N 1873 - City of Fort Collins is established a 1937 - Recreation Commission forms +� O Q. 3 O E U M a Packet Pg . 182 2.2 Fort Collins M wm � W� � • ' • ' M a 1963 Parks & Recreation Plan - 1973 CU - - - - - - - - - - - - - - - - - - - - - - - - O Public Space Acreage 1 d i 50000 U 45000 40000 35000 M 30000 T h W - 25000 Y L 20000 �i 15000 10000 8.411 l2 i ti O 5000 1873 1963 1974 1988 1996 2008 2019 O cc • Rec Facilities — Parks cc C _ U N 1873 - City of Fort Collins is established a 1937 - Recreation Commission forms + 1963 - First Parks & Rec Plan O Q. O E U - - - - - - " cc a Packet Pg . 183 2.2 Fort Collins M wm � W� � • ' • ' M a 1974 Open Space Plan - 1987 N O Public Space Acreage 1 d i 50000 U ' O 45000 40000 TMill 35000 M 30000 T 1978: North Aztlan CC N • Y 25000 L • 1974: Mulberry Pool a 20000 - 15000 10000 i9,600 f r 5000 ,L 1987: EPIC _ - �i 1873 1963 1974 1988 1996 2008 2019 O • Rec Facilities — Parks C C U IF N 1873 - City of Fort Collins is established a 1937 - Recreation Commission forms , + 1963 - First Parks & Rec Plan O SZ 1974 - Open Space Plan is written, trail system is planned _ y O a E U - - - - - - " CC a Packet Pg . 184 2.2 Fort Collins M wm � W� �HISTORY = • ' M a 1988 Parks & Recreation Plan - 1995 M - - - - - - - - - - - - - - - - - - - - - - - - O Public Space Acreage 1 d i 50000 U O 45000 P 40000 35000 . f0 30000 • Y 25000 L 20000 F • • d 15000 ~� 11,683 10000 � 5000 476 _ Al • �' 1995: Senior Center S= 1873 1963 1974 1988 1996 2008 2019 0 O • Rec Facilities — Parks — Natural AreasrM U N 1873 - City of Fort Collins is established d 1937 - Recreation Commission forms +. 1963 - First Parks & Rec Plan O UM 1974 - Open Space Plan is written, trail system is planned y 1988 - Parks & Rec Plan p 1992 - Natural Areas Program is established d E L - - - - - - - - - - - - - - - - - - - - - - - - U - M +, _ a Packet Pg . 185 2.2 Fort Collins M wm � ORW� niiiiii, = • ' M a 1996 Parks & Recreation Plan - 2007 M - - - - - - - - - - - - - - - - - - - - - - - - O Public Space Acreage a d i 50000 V CID 45000 } �P 40000 409551 7 35000 fC 30000 � i Y 25000 20000 a r., a 15000 10000 ' ti 5000 + ' TOM v1 ; 765 � T 1873 1963 1974 1988 1996 2008 2019 • Rec Facilities — Parks — Natural Areas N 1873 - City of Fort Collins is established 1pltl 1937 - Recreation Commission forms \ Oq y � 1963 - First Parks & Rec Plan O SZ 1974 - Open Space Plan is written, trail system is planned - - - UM 1988 - Parks & Rec Plan p 1992 - Natural Areas Program is established - d 1996 - Parks & Rec Plan r ' 1 r Ir Q 1 Packet Pg . 186 2.2 Fort Collins M wm �HISTORY = • ' a 2008 Parks & Recreation Plan - 2020 - - - - - - - - - - - - - - - - - - - - - - - - 0 Public Space Acreage a d 50000 V s 45000 _- - - - - 7 - - - - CID - 40000 35000 30000 , 9 r �, '" N 'he25000 • 20000 t ! ` • a 5 a 15000 10000 FTOM 5000 L 861 1873 1963 1974 1988 1996 2008 2019 0 • Rec Facilities — Parks — Natural Areas it �^t r �`'^ 0 I 2016: Footh Is >i� tivit�yr Cgs _ _ • N 1873 - City of Fort Collins is established �► + ■ , `'^ d 01 ,1 1937 - Recreation Commission forms 1963 - First Parks & Rec Plan y }. Q 1974 - Open Space Plan is written, trail system is planned -- 1988 - Parks & Rec Plan � _ 3 - i d 1992 - Natural Areas Program is establishedlie ; a' 1996 - Parks & Rec Plan ✓ E 2008 - Parks & Rec Plan � ,_ Y , «J- V 2013 - Paved Recreation Trail Master Plan ��/ %` � • '__ 2014 - Natural Areas Master Plan y Sources Esn, USGS. NOPA Packet Pg . 187 2.2 FCi6rt CollinsCo ' mpg LEVEL OF SERI r d L City Plan - 10 minute walk to public space O WHERE WILL WE FOCUS OUR EFFORTS? L u d l Emission Reduction Progress & Targets IX 2017 MCI emit heat. scientists attribute a 23 million _ warming of Carl atmosphere 21 million to an increase in GHGs. 2020 , 20% to mmmo arooraoN Core?What is Y emitted naturally and frome 80% emucriox i E and heat (a g . coal. natural gas.gasoline and . . Globalaso.oao _... _..... 2030 . •.warming contributions from -" ' ; represents' : equivalent. that Zola TOM Policies seek to increase the amount of potential -have the same lobal number of residents who have o • WITTK'E? access to natural areas , parks and / come from... or open space within a 10 - minute y 24% - Ground travel 21% - Natural gas walk of their home , emphasizingWater-related factors USTAINABLE VIDECRE, a ' existing gaps and areas planned Changes recommended in this City Plan update reflect a focus on: for intensification . , CL , Prioritizing pragmatic, positive =Transition from fossil fuel to Coordinating clim a atlaPtation and cost-effective solutions renewable-energy systems and resilience p nning efforts Policies seek to ensure Focus on policies and City Plan pro as a coordinated 0 affordability, reliability infrastructure to transition and cokes' set of policies a and sustainability in their electricity sources, natural gas to supp ongoing climate implementation. use in buildings and petroleum call ion and resilience planning a Promoting sustainable for transportation to renewably th ghout the community �..r development practices supplied electricity ncreain access to Policies seek to reduce net energy .Aligning land use and and water use in new and existing transportation decisions Policies seek to increase the development. The Structure Plan and number of residents who have •Water resources Transportation Plan work in access to natural areas, parks antl/ Policies seek to ensure that water tandem to promote development or open space within a 10-minute V is used wisely and our community Patterns and transportation walk of their home, emphasizing tQ is prepared for a changing climate. behaviors that reduce VMT. existing gaps and areas planned for intensifical on 4111111 FORT COLLINS CITY PLAN l Q Packet Pg . 188 2.2 Ci tyF6rt CollinsCo ' LEVEL OF SERI a L Areas within a 10 minute walk of N Parks and Natural Areas C L V ■ Parks i A - r K Natural Areas Y f � � r _I '~ CD 1t 1 c # AL m y L a ! , Q MI F - O Q a I— c • m E e Q Packet Pg . 189 2.2 Fort Collins mvww� mmw� momm"' LEVEL OF SERI a Areas within a 10 minute walk of N Parks and Natural Areas L ■ Parks = ■ Natural Areas - Y L � IL sib I TOM Gaps 000 � N a Ilk Packet Pg . 190 2.2 F6rtciC pins 0 LEVEL OF SERI a Areas within a 10 minute walk of N Parks and Natural Areas L V ■ Parks - _ N ■ Natural Areas - Y r Gaps 0 IL MI � N Ca UL Q Packet Pg . 191 2 .2 Fort Collins = IMAGEABI a L How is the city ' s public space network represented ? 0 ', M L IA .v 410, iU Iti � � ! - - _= S Ml- L a� 3 Visit Fort Collins City of Fort Collins City of Fort Collins Fort Collins Chamber of Coma rce Natural Areas Trail Map a� E U M a low - - - Packet Pg . 192 2.2 Fort Collins - IMAGEABI a What does the city ' s image of public space want to be? M 0 .O= CU ---------- MIX It TOM a 7 J 0 1 +, 4FO -_ ch e Q. aD 3 Visit Fort Collins City of Fort Collins City of Fort Collins Fort Collins Cha 0 er of Natural Areas Trail Map Commerc a� E U M iA6 Packet Pg . 193 2.2 Fort Collins m a Boston ( 1878 - 1896 ) Minneapolis ( 1916 ) N 0 _ m _ MAP OF a) T N�INIEAPOLIS u PARK SYSTEM Irr ogoIt \ = It. gIg N - a Mre� O ti � 1 EMERALD ........ AMAICA - —'-"— — / ( �, Rrveaa'Av _ NECKLACE___......_ ._ POND TOM 1 cs •• .,�. O PIPAM �vi�ax t \ v RLE ARNOLD • ! —' BACK BAY FENS ARBORETUM . . A ; S� ems , t -.. ,. ....u.v. . .w©.w��.x,.�.®. _ ^�— Ch cc r Q� :T FRANKED; "�. LL PARK ✓' ",® 1 i / C too 0 LEGEND �'. " • mi. ® O` ..n._ norcaam PUBLIC . BOSTON m .n.cwa GARDEN COMMON 3 a m a Packet Pg . 194 2.2 F6rtcity Collins c a L Philadelphia N 0 L t.. _ate I`h11 ' • y N 44 rr . vs3 15 , rI .5 - :.itA -IJ... JnL . ..n.Nf ■ � L ; l: �> ti tit T S • . . . [ � � F a ♦ � � ' . r p � • a 1I iil , ` I SS . ya bl . . [ U1 = > , : .. Of AMP FU CA ] o . 4 ++ I�I M 1�. , . , It „ I�l JJJJJ I1 , 1101 St. . . L.L •E ! . ! }' , 444 t 1 . ' tr ` 4 N n n - n do a 1 J4, i � E • a u r a Packet Pg . 195 2.2 Fort Collins a San Antonio Cu Cu $ - � M � 0 IYlfy�•,1d1N. � V I cc ..r . .arw M1 .an. m TOM cc Iz am L V P p a� 001, feW O a • Y�IW Q Lak.V 11.p u) �. fC Packet Pg . 196 2.2 Fort Collins CONCEPTUALpw� _ J a L Fort Collins - Complete System ? Cu _ 0 ', �- Cu L _ + . M 1 J a , Y L a JLTOM a (7) �,g _ O Zw cc a� • cn a� L a ti O Q. 3 O � � a _ m E U fC a Packet Pg . 197 2 .2 Fort Collins Pogo VISION HIERAmr' a m m c o 4 ► CEVIS101y u PUBLIC MEN w Y 4TOM L ti rn 0 m c a� UN d L NATURAL TRAILS PARKS & STORMWATER FOCO POL a tE 400 AREAS MASTER MASTER PLAN RECREATION MASTER PLAN CREATES SCH c ) L om PLAN VISION VISION MASTER PLAN VISION VISION DIST PT VISION We o N a m E U m a Packet Pg . 198 2.2 Fort Collins VISIONDRAFT a m c 0 m U a c Parks , trails , and recreation facilities in Fort Collins are an invitation to all residents to sustain and build TOM wellness , curiosity, innovation , and community - 0 as part of the city ' s iconic , interconnected network of public space . a 'o Q. a 3 0 a c m E U M CA Packet Pg . 199 2.2 FCi6rt CollinsCo ' WWWWF- www� FWWW CITY ORGANIZA7 a L COMMUNITY SERVICES N John Stokes * 0 m L V LL PARK PLANNING & New • NATURAL AREAS CULTURAL OPER , N ON DEVELOPMENTSERVICES SERV Y ES Mike Calhoon Bob Adams Kurt Friesen Zoe Shark * Jim McDonald Ken M (L ion on Director Director Director Director Director Dire ti r r • Maintenance Programming Purchasing land , • Purchase & • Manages Gardens • Indoor f lity - Parks - Indoor water rights manage Natural on Spring Creek mainten ,0 : e - Trails - Outdoor Design of new Areas • Manages Cultural - Medians Manages parks • Nature - based Centers and Public - Street Trees recreation Build new paved education Art 0 programming Manages a)• Outdoor Facility facilities trails a • Nature in the City Community +, Scheduling Development • Natural Area Gardens • Park Rangers Review Rangers a L 4) 3 0 Parks a Forestry c Golf E Cemetery U * 1 Q % rim Packet Pg . 200 2 .2 Fort Collins a L m M c 0 M a) L u a� ca Y L En a ement to D . te J J 0 Zw M U) L a c 'o Q. L a� 3 0 a c m E U M cAi Packet Pg . 201 2 .2 Fort Collins ENGAGEM a Who we have spoken with N Organizations ( Stakeholders ) M 61 U • Bicycle Colorado • Liberty Charter School W ma • Bike Fort Collins • Northern Colorado Disc Golf Y L • CSU • Overland Mountain Bike Association a • Cycles for Youth • Poudre School District TOM • Downtown Business Association • Rocky Mountain Adventures o • Downtown Development Authority • Tennis Association • Fort Collins Areas Swim Team • Triple Crown Sports a • Fort Collins Baseball Club • Twin Silo BMX o CL • Fort Collins Running Club • University Bike Advisory Committee 3 0 • Fort Collins Ultimate Frisbee • Visit Fort Collins a • Fort Collins Womens Hockey • YourGroupRide . com E U • Larimer County Dept of the Built Environment a MW Packet Pg . 202 2 .2 Fort Collins ENGAGEM M a Statistically Valid Survey Native American N % Asian: 3.4% � Other: 3.51k M Black: 1 .6% i C O CU Target Responses : &) U 0 U Responses Obtained : 45 11 White: 88.9% a TOM rn City Breakdown O Confidence Level : 5 / Asian: 3% Native America, a 10 Other: 1 % � Black: 2% Precision : • 433 % .o UM U 3 O a II c White: 91 % L U M a Survey Breakdown Packet Pg . 203 2 .2 Fort Collins _ � a How important are quality parks , paved trails , recreation facilities , and pro ! CU ams to the identity of Fort Collins? 'Z CU U MINIMALLY 2 % NOT IMPORTANT SOMEWHAT 1 % cc a 12 % ti rn _ 0 cc 97 % i= 'o SOMEWHAT OR VERY Q- IMPORTANT 3 0 a _ m VERY C U IMPORTANT cc 85 % a MM Packet Pg . 204 2 .2 Fort Collins a Which FOUR of the OUTDOOR FACILITIES are MOST IMPORTANT to yourCU household ? ', CU 1st Choice 3rd 4th PAVED, MULTI - USE TRAILS 6 % HIKING TRAILS 57 . 5 % NAT. AREAS/WILDLIFE HABITAT ' 52 . 6 % UNPROGRAMMED SPACES 38 . 2 % a DOG PARKS DOWNTOWN PARKS & PLAZASTOM COMMUNITY GARDENS WATER PLAY FEATURES 12 . 9 % RECTANGULAR SPORTS FIELDS 9 . 8 % MOUNTAIN BIKE COURSES 9 . 0 % PARK SHELTERS/PICNIC AREAS 8 . 6 % a TENNIS COURTS 5 . 9 COURTS ( P=/H - BALL, BOCCE) ■ 4 . 9 % �. DIAMOND ATHLETIC FIELDS 4 . 1 % 3 RENTABLE EVENT SPACE 3 . 7 % a° BIKE PARKS 2 . 9 % OTHER 2 . 9 % BASKETBALL COURTS 2 . 5 % U SKATE PARKS Li 2 . 0 % a VOLLEYBALL COURTS 1 . 8 % Packet Pg . 205 2 .2 Fort Collins m - a Which FOUR of the INDOOR FACILITIES are MOST IMPORTANT to your household ? ', m 1st Choice 2nd 3rc ' Imm U SWIMMING POOL 38 . 6 % w ma EXERCISE & FITNESS EQUIP. 38 . 2 % WALKING/JOGGING TRACK 27 . 6 % Y L LAP POOL 20 . 1 % a INDOOR WATER PARK ti MULTI - PURPOSE GYMS o� INDOOR COURTS SPACES FOR FITNESS/DANCE � m SPACES FOR MEETINGS/PARTIES 12 . .5 % ARTS, CRAFTS, GAMES ROOMS 9 . 0 % a HEALTH CLINIC 8 . 8 INDOOR SPORTS FIELDS 7 . 8 % �. DINING 6 . 8 % 3 CLASSROOM SPACES E 6 . 7 % a° MAKER SPACES F 5 . 1 OTHER L[ 2 . 3 % C DESIGN LABS 2 . 2 % COMPUTER ROOMS ITT 2 . 0 % a Packet Pg . 206 2 .2 Fort Collins a Which FOUR of the PROGRAMS OR ACTIVITIES are MOST IMPORTANT to } ur household ? ', 1st Choice 2nd 3rd _ 4th a NATURE (OUTDOOR REC . & ED . ) 43 . 8 % a SENIORS ( 50 + ) 33 . 3 % FITNESS/WELLNESS 30 . 9 % o SPECIAL EVENTS/ FESTIVALS hm 29 . 9 % Y 18 . 0 % a SPORTS LEAGUES 17 . 0 % YOUTH & FAMILY 16 . 0 % TOM ti rn ENVIRONMENTAL STEWARDSHIP 13 . 5 % ARTS & CRAFTS CLASSES 12 . 1 % Zw VOLUNTEERING 11 . 2 % FARM & GARDENING 9 . 8 % n EARLY CHILDHOOD 8 . 6 % a STEM PROGRAMS 8 . 2 % i= TEENS 7 . 8 % �. HISTORY LM 6 . 3 % 3 SPORT DROP- IN PLAY 5 . 5 % a° INCLUSION SUPPORT FOR DIS . 3 . 9 % SPECIALIZED PROG . FOR DIS . 3 . 9 % ICE SKATING ( LESSN ., CLIN ., TM . ) 3 . 9 % U COMPUTER ACCESS 1 . 2 % a OTHER 1 . 2 % Packet Pg . 207 2.2 City of Fort Collins , GEM What Improvements would encourage you to walk or bike to more , parks Public Op n Housesljw _ ` rk 1 ��\ N a Q I dd y �r �r • • . • • • 4• _ - - — _ v r - Packet Pg . 208 2.2 Fort Collins WFFWW� ENGAGE a L d Pop Up Engagement y • Foothills Mall • Visit Fort Collins • Library CIO c N R Y TOM p a t Describe Fort Collins parks and recreation in three words. "'^^ //V(n tlrynM AM ro sp . a m w;n9 mprovrmenrs Ic Parks and ' -+ +�tt-r e.. s: w r pia you anocare ro eacn? Describe Fort Collins parks 8, Describa los parpues y la recreation de Fort Collins en tres palabras. J •' ° ^"• ' ^^^ '-+^ `-• - ^ ..rid G M � L r:d Franl// b.t r.recn I ir�4. >,.;;. ■ Tell us 0 .O Sere! 0 ` L- r L r � 3 ■ - G Om Ira e it i Y - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - u R6Creat R -=Ivothills Mall • • Q 3 Packet Pg . 209 City of ' Collins PRO SS � cc ENGAGEMENT STATISTICALLY VALID SURVEY LEVEL OF OPEN HOUSES & POP - UPS SERVICE STANDARDS CORE TEAM , STAFF, BOARD Ell - STAKEHOLDER INTERVIEWS • , POLICY MAS ANALYSIS TOM FRAMEWORK PL BENCHMARKING LIFE CYCLE , REFRESH , AMENITIES / FACILITIES INVENTORY BUILD OUT TRENDS AND BENEFITS - ANA PARTNERSHIPS & FUNDING INVENTORY - RECREATION ASSESSMENT am FACILITY / DESIGN ASSESSMENT DESIGN GUIDELINES Packet Pg . 210 2.2 Fort Collins FRAMEWORKPOLICY ' a m LOS ANGELES RIVER MASTER PLAN .. 0 CU 0 WHAT Goal 6 . Provide equitable , inclusive , an ideal future state and safe access to parks and trails . N Y L WHY rationale In online surveys , the top two activities a that people participate in along the river are walking ( 53 % ) and bicycling ( 40 % ) , yet the top two reasons people do not visit o the river are safety concerns ( 48 % ) and lack of activities ( 46 % ) . This is apparent = a� when looking at available parks and trails . Many cities along the LA River do not meet a the World Health Organization ' s minimum o standards of 2 . 2 acres of parks per thousand ? people , and only 31 of the river ' s 51 miles o have trails . a a� E U fC a Packet Pg . 211 2.2 Fort Collins FRAMEWORKPOLICY ' a m LOS ANGELES RIVER MASTER PLAN .. 0 CU 0 WHAT Goal 6 . Provide equitable , inclusive , an ideal future state and safe access to parks and trails . N Y L a Actions6 .1 . Fill gaps to create a that move towards the ideal state connected system of multi - 0 modal trails . CU a 6 .1 .1 . Complete missing sections of the LA Methods River bike path . o specific implementation steps for actions �- 6 .1 . 2 . Complete planned county and 3 municipal trails that connect to the LA a° River, such as the Compton Creek trail a� E U fC a Packet Pg . 212 2.2 Fort Collins FRAMEWORKPOLICY ' a m LOS ANGELES RIVER MASTER PLAN .. 0 CU 0 WHAT Goal 6 . Provide equitable , inclusive , an ideal future state and safe access to parks and trails . N Y L a Actions6 .1 . Fill gaps to create a that move towards the ideal state connected system of multi - 0 modal trails . CU WHO parties responsible for Implementation Department of Parks and Recreation a potential implementation partners municipal parks and recreation departme 'o Q. HOW existing funding sources capital budget 3 0 potential new funding sources Lower LA River Parks District a a� WHEN timeframe long - term ( 0 - 20 years ) E U fC a Packet Pg . 213 .r Parks Recreation Tram - J .O fit' ' , >� 8 t f . k ,:ri%yr-' . ���� -_ '1 � 1 I�i.. •FORT Resources Funding Partnerships O & 1191C., _ • . _ , = Recreator - ■ IF all 6 Id r' kr. . s Economic - Health Communication Design Safe [CPac t - . 2.2 Fort Collins NPI!M - - . _ a L Fort Collins has fewer programs in a mature stage and more programs in the CU saturated and decline phases of their life cycle than is best practice . a 0 'Z CU L _ Y L cc a TOM m _ 0 Zw CU a� 0 a� L a _ 'o Q. L a� 3 0 a _ m E U fC Q observation / analysis 04 stakeholder conversations public input a Packet Pg . 215 2.2 Fort Collins NPI!M - - . _ a L Fort Collins has fewer programs in a mature stage and more programs in the CU saturated and decline phases of their life cycle than is best practice . a 0 Facility availability is hindering city program and club growth , particularly fiel i , indoor spaces , ice , pools . _ Y L cc a TOM m _ 0 Zw CU a� 0 a� L a _ 'o Q. L a� 3 0 a _ m E U fC Q observation / analysis 04 stakeholder conversations public input a Packet Pg . 216 2.2 Fort Collins NPI!M - - . _ a L Fort Collins has fewer programs in a mature stage and more programs in the CU saturated and decline phases of their life cycle than is best practice . a 0 Facility availability is hindering city program and club growth , particularly fiel i , indoor spaces , ice , pools . 41 % of residents haven ' t participated in recreation programs in the past year. Y L cc TOM ti m _ 0 Zw CU a� 0 a� L a _ 'o Q. L a� 3 0 a _ m E U fC Q observation / analysis 04 stakeholder conversations public input a 3Mq Packet Pg . 217 2.2 Fort Collins NPI!M - - . a L Fort Collins has fewer programs in a mature stage and more programs in the CU saturated and decline phases of their life cycle than is best practice . a O Facility availability is hindering city program and club growth , particularly fiel i , indoor spaces , ice , pools . C, L 41 % of residents haven ' t participated in recreation programs in the past year. Y L City Council is interested in maker and innovation spaces . a IV Facility fees are low compared to other communities ; groups would pay morETOM —A, ` 88 % of those who have participated rate programs as excellent or good . ( Mor 1P CU people in the east central area and fewer people in the southwest rate them E excellent . ) L a 90 % of people who have visited rate the physical condition of recreation facil o Ds as excellent or good . ( Fewer people in the northeast and southwest rated the as 3 excellent . ) a Q �� �� Three of the most important indoor facilities are related to aquatics — pools , IE 2 pools , and water parks — followed by exercise and fitness and walking tracks . CU Q observation / analysis 04 stakeholder conversation ._ public input a Packet Pg . 218 2.2 f wp�Fort Collins PROPOSED a GOAL N Provide equitable access to recreational experiences . CU LM �, • Provide recreational amenities o according to level of service standards . U • Expand year - round usability of existing a recreational amenities . c� s • Strive for universal access . o • Ensure program offerings continue to a respond to changing user needs . �' • Continue to expand access through the 3 Mi ° reduced rate program and adaptive a z recreation � w U OCU a a Packet Pg . 219 .r �(r 4 a f WL At Parks Recreation Trail Provide equitable access to parks. Provide equitable access to Expand the active t ortation recreational experiences, network to support a s to parks and recrea If �/ ' �-- ' �,1``�I♦i < tii y� l � � �.� i a.- . �. y � R � �t.� � ppR j � t 6666 IN 04 s► .rc... I ..� . 'J • _ ice :.sy.- . ^A' 4 - - . w _ .. . . .,+"L a � � �' 'FORT COyuns. • 1 -� � � - L.d�:.�. - a • Resources Funding Partnerships O & Protect and enhance natural and Ensure the financial sustainability of Strengthen partnerships to leverage Ensure parks, paved trail d recreation historic resources in parks, and parks and recreation , resources for mutual benefit , facilities are operated aintained increase related activities, efficiently and to defi tandards. , a • Recreator - . Fort Cotllns • '�0 . .:•,:✓. ^ Vol Economic Health communication Design Safet Promote the synergy between parks, Improve marketing and Elevate the design and connection Continue to enhanc fety and recreation, and economic health , communication to enhance operations to nature in parks and recreation security in all parks facilities, and user satisfaction. facilities. IPacket - . 2.2 CityCollinsf o low FPLANNING a L Community Engagement w Open House Funding Analysis Statistically g Series 2 0 Valid Survey Strategies 1 L Open House a0i Benchmarking Series 1 Stakeholder W Our City Interviews Level of Website City Council City Council Y Best Service Work Session Work Session a 11 Practices Iq ti TOM 0 m N d L a c 'o a \ a, Project Needs Priority Final Master Initiation Assessment Setting Plan >_ Fall Winter Spring - Summer Summer - Fall U 2019 2020 2020 J 2020 Packet Pg . 221 2.2 Fort Collins VISIONDRAFT a m c 0 m U a c Parks , trails , and recreation facilities in Fort Collins are an invitation to all residents to sustain and build TOM wellness , curiosity, innovation , and community - 0 as part of the city ' s iconic , interconnected network of public space . a 'o Q. a 3 0 a c m E U M a Packet Pg . 222 2.2 Fort Collins FUNDING ANAL _ a m M Capital Investment M Park and Operations & Lifecycle New Parks and Replacement Facility Facilities Maintenance Refresh N Y L a ti M _ 0 1P M a� 0 a� a _ 'o Q. a� Total • • o a Ownership m E U M a Packet Pg . 223 2.2 of Fort Collins ipopM • • - COUI a L m CU c 0 CU a) L U a� What feedback do Councilmembers have on the U) Y L proposed goals ? Do Councilmembers have questions or reactions to P CU the proposed holistic vision framework for public L space ? .o L 3 0 a c m E U fC Ai Packet Pg . 224 2.2 Fort Collins _ a L d N Parks : Provide equitable access to parks . Recreation : Provide equitable access to recreational exp & ces . ea Trails : Expand the active transportation network to suppo ccess to parks and recreation . Resources : Protect and enhance natural and historic resoL o Ls in parks , and increase related activities . What feedback do Y Funding : Ensure the financial sustainability of parks and rE a ration . Co u n c i l m e m b e rs have on the Partnerships : Strengthen partnerships to leverage resourc or proposed goals ? mutual benef rM it . O & M : Ensure parks , paved trails , and recreation facilities < a operated and maintained efficiently and to defined standa . N Economic Health : Promote the synergy between parks , re a ation , and economic health . 'o Communication : Improve marketing and communication t nhance operations and user satisfaction . o a Design : Elevate the design and connection to nature in pa and recreation facilities . M Safety: Continue to enhance safety and security in all part u ind facilities . Q • Packet Pg . 225 2 .2 Fort Collins a L m M c 0 M a) L pVgLIC SPACE VIS10 W Y L M Do Councilmembers have TOM questions or reactions to 0 the proposed holistic vision NATURAL AREAS TRAILS PARKS & STORMWATER FOCO arm) )OUDRE RECREATIONframework for public space? MASTER ASTER VISION AN MASTER PLAN AN MASTER PLAN MAVIS ON AN CVISIONS a IISTRICHOOLCT VISION a VISION 0 a L 3 0 a c m E U M ::!!!Elilillpllllllllllllir Packet Pg . 226