HomeMy WebLinkAboutMemo - Mail Packet - 7/6/2021 - 07
281 North College Avenue
P.O. Box 580
Fort Collins, CO 80522.0580
970.221.6376
970.224.6134 - fax
1
Municipal Immigration Legal Fund Memo 6.28.21
Planning, Development & Transportation
MEMORANDUM
DATE: June 28, 2021
TO: Mayor Arndt and City Councilmembers
THRU: Darin Atteberry, City Manager
Kyle Stannert, Deputy City Manager
Caryn Champine, Director, Planning, Development & Transportation
FROM:JC Ward, Sr. City Planner, Neighborhood Services
Leo Escalante, Public Engagement Specialist, CPIO
RE: Municipal Immigration Legal Fund Pilot
The purpose of this memo is to provide City Councilmembers additional information requested on
the Municipal Immigration Legal Fund Pilot regarding related developments in Colorado law, the Council
discussion timeline, program administration cost limitation, program intake overview, and other City-offered
human services and assistance provided to specific groups.
Colorado Legislative Update
On June 25, 2021, Governor Polis signed into law Senate Bill 21-199 and House Bill 21-1194.
SB21-199 “Remove Barriers to Certain Public Opportunities” removes the requirement of verification of
lawful presence in order to receive certain local or state public benefits and allows undocumented
immigrants access to these benefits or programs after July 1, 2022.
HB21-1194 “Immigration Legal Defense Fund” appropriates $100,000 to a statewide legal defense fund
for indigent undocumented immigrants facing deportation (effective in September 2021). This is the first
legislature-created immigration legal fund in the U.S. HB21-1194 also grants authority to counties to
create their own immigration legal defense fund, partner with another local immigration legal defense
fund, or partner with the State Administrator to enhance the effectiveness of the statewide fund. Data
collection requirements specified in HB21-1194 have been added to Ordinance No. 064, 2021, for
second reading.
Council Discussion of Municipal Immigration Legal Fund
September 30, 2020 Letter received by City Council from community partners requesting funding of an immigration legal
fund as part of the 2021 budget
October 6, 2020 In response to 16 public comments during the 2021 Budget Hearing, Mayor Pro Tem Stephens
and Councilmember Gorgol expressed interest in additional information and discussion.
October 13, 2020 Council discussion during the 2021 Budget Work Session: Several Councilmembers requested
additional research and suggested a work session on the item
October 28, 2020 Memo with preliminary research and proposed timeline for additional consideration shared with
Council
February 17, 2021 Memo with updated on research shared with Council
March 22, 2021 Discussed as part of Community Impact Ad Hoc Committee consideration of 2021/2022 budget
priorities (See Attachment 1)
March 23, 2021 Comprehensive research provided in AIS for work session
281 North College Avenue
P.O. Box 580
Fort Collins, CO 80522.0580
970.221.6376
970.224.6134 - fax
2
Municipal Immigration Legal Fund Memo 6.28.21
Planning, Development & Transportation
March 23, 2021 Work session on Municipal Immigration Legal Fund
April 8, 2021 Presentation and discussion at Human Relations Commission meeting
April 19, 2021 Presentation and discussion at Council Finance Committee meeting
April 26, 2021 Discussed as part of Community Impact Ad Hoc Committee (See Attachment 2)
May 11, 2021 Work session on Municipal Immigration Legal Fund
May 24, 2021 Presentation and discussion at Council Finance Committee meeting
June 15, 2021 First Reading of Appropriation Ordinance
Program Administration Caps
Program administration costs are service provider costs associated with their staff time and overhead costs for
planning and general administration of a program that cover planning, general management, oversight,
coordination, and implementation. Grant-funded programs in the Fort Collins area delivering services similar to
the proposed Municipal Immigration Legal Fund Pilot range in allowable program administration costs of up to
10-20% of the total grant award. The Federal HOME Investment Partnerships Program allows 10% for
program administration, most nonprofit grant makers that cap program administration costs set their limit at
15%, and the Community Development Block Grant (“CDBG”) allows up to 20% in program administration
costs.
In alignment with the local Human Services-type programs funded through Social Sustainability’s Competitive
Grant Process funding as a “pass through” model, City Staff recommends Council consideration of a
program administration cap of up to 20% for the proposed Municipal Immigration Legal Fund Pilot. The
20% recommendation is also based on the potential for the pilot program to have higher administrative support
needs in its first 18 months because it is outside the scope of current services provided in the area. A 20% cap
on administration costs would allow for maximum flexibility and customer service.
Immigration Legal Fund Pilot Intake Process Overview
For the proposed Immigration Legal Fund Pilot, grant recipients will determine their individual intake
processes. From our research, client intake processes vary depending on the case type and the organization
providing the service. Generally, a City program or City-funded program would require:
An application or eligibility form submission to the service provider with any specific eligibility criteria
(such as a residency requirement) outlined in the contracting process.
Metrics collected and reported that incorporate those developed by City of Fort Collins Staff and
adhering to client confidentiality policies. Metrics collected are for the City’s/service provider’s
informational purposes, not a condition of participation.
Verification of eligibility by service providers with the methodology determined through the contract
negotiation process and in alignment with existing City policies.
Service providers will have the discretion to take cases based on factors such as life circumstances of
potential clients, complexity of cases, areas of expertise, and caseload of their staff.
The Municipal Immigration Legal Fund pilot program will utilize these best practices, but the program-specific
eligibility, metrics, and verification methods for eligibility will be determined through the contracting process
with selected grant recipients and not in advance by City Staff.
281 North College Avenue
P.O. Box 580
Fort Collins, CO 80522.0580
970.221.6376
970.224.6134 - fax
3
Municipal Immigration Legal Fund Memo 6.28.21
Planning, Development & Transportation
Similar City-offered Human Services and Assistance
The City of Fort Collins provides funding to service providers for a wide variety of human services and
assistance programs. These programs vary from programs focused on education, childcare, and counseling, to
programs providing rent or utilities assistance. In 2021 alone, the City will be funding 39 proposals through the
competitive human services grant funding process awarding funds from Federal Community Development
Block Grant (CDBG), Federal HOME Investment Partnerships (HOME) Program, the City’s Affordable Housing
Fund (AHF) and the City’s Human Services Program (HSP).
Some examples that resemble the service scope and/or proposed “pass through” model of the proposed
Immigration Legal Fund Pilot include the following:
Program Name Grant
Recipient
Services Provided Funding
Source
Funding
Amount from
City Pass
Through
Eviction Legal Fund Colorado
Poverty Law
Project &
Fuerza Latina
Eviction prevention, legal clinics,
education/outreach, and direct
legal representation for residents,
property managers, and owners
seeking eviction avoidance.
CARES Act $105,000
Grupito FAVITAS La Cocina Funding supports clinical and
peer-support group designed to
support LatinX families with
childcare in challenging times.
Part of La Cocina’s work is also
providing forensic mental health
assessments required in some
immigration cases for adults and
children.
CDBG, HOME,
AHF, & HSP
$30,000
GEMS/GSAS/STEM
Femmes
The Quarter
Project
Programs funded are exclusively
offered to female and nonbinary
students to promote females in
STEM academics and careers as
a way to address the gender
wage gap.
CDBG, HOME,
AHF, & HSP
$5,000
Homelessness
Prevention Programs
Neighbor to
Neighbor
Programs funded include direct
rent and utility assistance, eviction
prevention, and foreclosure
counseling for Fort Collins
residents to promote and support
housing stability.
CDBG, HOME,
AHF, & HSP
$107,656
Access to Integrated
Primary Care
Services
Plan de Salud
del Valle
Funding supports medical, dental,
pharmacy and behavioral
healthcare services for medically
underserved populations and
migrant and seasonal
farmworkers, regardless of
insurance coverage or ability to
pay.
CDBG, HOME,
AHF, & HSP
$60,000
AGENDA
City Council Ad Hoc Community Impact Committee
Monday, March 22, 2021, 3:00-5:00 p.m.
Location: Virtual
Public is encouraged to listen through Zoom
https://zoom.us/j/93008063610
Or Telephone: Dial: (253) 215-8782 or (346) 248-7799
Webinar ID: 930 0806 3610
Committee Members: Susan Gutowsky, District 1
Julie Pignataro, District 2
Emily Gorgol, District 6
Committee Contact: Ginny Sawyer, gsawyer@fcgov.com
Note: Per Ord. No 079, the Committee Chair, may in consultation with the City Manager and City
Attorney, determine that meeting in person would not be prudent for some or all persons due to a public
health emergency or other unforeseen circumstance affecting the city. As well, an individual Committee
member may request to participate remotely even if the rest of the Committee will be there if the member
has a concern about their or others’ health or safety by notifying the Clerk at least three hours in advance
of the meeting.
1. Call Meeting to Order
2. Approval of February 22, 2021 minutes
3. Agenda Review
4. Discussion Items
a. Budget/Programming Ideas to enhance community safety and equity
b. End of Committee Report –
i. review and feedback
ii. note any additional recommendations going forward
5. Other Business
6. Next meetings
April 26
Attachment 1 1
There are three or more members of City Council that may attend this meeting. While no formal action will
be taken by the Council at this meeting, the discussion of public business will occur, and the meeting is
open to the public via Zoom.
Attachments:
1. Budget Programming Ideas
2. BFO Sellers’ Equity Guide
Attachment 1 2
Ad Hoc Community Impact Committee
Meeting Minutes
Monday, February 22, 2021, 3:00-5:00 p.m.
Location: Virtual
Councilmembers present: Susan Gutowsky, Julie Pignataro, Emily Gorgol
Staff: Ginny Sawyer, Darin Atteberry, Kelly DiMartino, Jenny Lopez-Filkins, Jackie Kozak-Thiel, Greg
Yeager, Kyle Stannert, Honore Depew, Janet Freeman, Lawrence Pollack
1. Meeting called to Order and January 25, 2021 minutes approved.
2. Discussion Items
a. Budget Improvements and Learnings – Lawrence Pollack, Budget Director
Presentation Follow-up:
Appreciation for work and the creation of the Budget in Brief document.
Discussion regarding the BFO teams and outreach process and how to make this as accessible
as possible:
o Process is such a barrier for folks.
o Can we shorten the time commitment?
We have tracked time commitment historically and continue to look for ways to streamline.
Average BFO Team time commitment still around 50-60 hours.
o What are other ways to participate both on offers and prior to offers being submitted?
Always looking for new ways to inform and engage residents. This year reaching out to known
stakeholder partners to inquire how to best engage and where they are most interested in
engaging.
o How do we make it as easy as possible to give input?
This is always our goal. Continue to try new things and listen to suggestions.
o Can residents be proactive and not reactive?
Hoping Budget in Brief helps along with video library of budget process and ways to engage.
o How do we get to community budget offers?
Have heard some ideas from previous budget cycle. We do not currently have a “participatory
budget” process.
o How would Community member know to give ideas at the strategic plan level?
Staff working on increased outreach and information on the Strategic Plan process and timeline.
o Can we include offer numbers in the budget in brief?
This might defeat the Budget in Brief goal. Will look at how to direct those interested in more
details to the larger budget document.
Support for Focus group Outreach plan.
o Glad we’re simplifying.
o How will we gather these groups?
b. End of Committee Report – review and feedback
Attachment 1 3
Discussion:
Did a lot of work but some may have gotten done by Council regardless of Committee.
Committee was in response to a sensitive social issue and we skirted around the big issues.
Want to identify what would have happened if we didn’t have the committee?
o Equity Office is a big win
Chief and Police Services doing great work but committee did not get a chance to discuss.
Want to make sure we’re asking questions about disparities in City services.
Focus next meeting on recommendations for safe community and recommendations for budget
process. What do we suggest to upcoming Council?
c. Other Business
Capture learnings for future ad hoc committees:
o clarity of scope and direct tie to a resourced body of work.
o Timing is also really important.
Equity Office Updates
o In recruitment phase. Karen Burke leading. Over 200 people have engaged.
o Latest timeline…hire in mid-May. Council will have engagement with finalists.
Council training
o Can we include equity training as part of Council on-boarding?
o Look at a REAL training (either weekend or piecemeal?)
d. Next meeting - April 26
Attachment 1 4
DRAFT v2 – March 17, 2021
Community Impact Ad Hoc
End of Committee Report
The Community Impact Ad Hoc Committee was established by Resolution 2020-060 on June 23, 2020
with an overall purpose of ensuring that the City is creating an environment that provides safety and
addresses equity for all residents. During the 9-month duration of meeting to address challenging
community topics, the Committee has accelerated the direction and the groundwork for long-term
organizational work in this space and ensured:
The off-cycle creation of an Equity Office.
Budget process improvements including furtherance of an Equity Lens and a more accessible
Budget in Brief document.
The formation of the Committee was driven by national and local concerns and initiatives calling for
reallocation of budget dollars from traditional police services. Council was receiving hundreds of emails
requesting a review of police use-of-force policies and accountability as well as questioning the proper
role and responsibility of the police department compared with other response types. The Resolution
expressed Council’s desire to take intentional action to ensure and maintain equitable and inclusive
policing, community engagement, programming, and social health initiatives through services and
programs and called for the Committee to:
Develop recommendations for ways to enhance and achieve a safe and equitable community for
all through examining policy initiatives, police operations and other municipal programs and
services.
Provide recommendations to Council for the 2021 budget cycle in furtherance of these
objectives.
Review higher-level performance indicators for Police Services and other related programs and
services to improve the measurement of success in providing a safe and equitable community
for all.
The Committee convened monthly from July 2020 to April 2021. Early meetings highlighted a few key
considerations to the committee’s overall workplan:
This work cannot be impacted by a sub-Committee alone and will likely become the focus of the
Council as a whole in the future.
The timeframe for strategically impacting the budget was constrained.
There was a desire to keep the scope manageable and not take on every topic brought forward
(Land Acknowledgement, School resource Officers, Street Naming, etc.).
The Committee also agreed on the importance of hearing from residents, impacting root causes over
symptoms, and laying a foundation for organizational long-term work in this space. Based on the topics
and understandings, Committee presentations and discussions centered around community
engagement and police services.
Below are highlights of Committee engagement and future organizational work supported by the
Committee.
Attachment 1 5
A.Develop recommendations for ways to enhance and achieve a safe and equitable community for
all through examining policy initiatives, police operations and other municipal programs and
services.
Committee Engagement:
Agendas included presentations and discussions with consultants and staff regarding the
Criminal Justice and Civic Engagement topic areas of the Equity Indicator project. These
conversations helped to identify questions and highlight needed learnings, especially in Police
Services, to better understand what metrics to focus on, how to interpret what we measure, and
how targets and benchmarks should be determined.
Panel discussion with staff on community engagement goals and practices highlighted needs
and efforts to make feedback easy for residents and to be more holistic in our outreach. The
Committee reinforced the desire to make outreach assessable and easy for residents while
ensuring that feedback loops are in place.
Reviewed and provided feedback on the process of developing Principles of Community for the
organization.
Early presentation and discussion with Police Services staff on programs and operations
grounded future conversations on allocations, redeployment offers, and metrics and opened
dialogue into current practices, including use-of-force and proactive policing protocols.
Police discussion on local implementation of “8 Can’t Wait” and other initiatives (April).
Future Council/Organization Activity:
Determine how to best implement and utilize equity indicators to gauge progress.
Develop and consider budget offers that address this bullet.
Partner with other agencies.
Enhance engagement opportunities and ensure residents can provide feedback in a variety of
ways.
B.Provide recommendations to Council for the 2021 budget cycle in furtherance of these objectives.
Committee Engagement:
Discussion of 2021 redeployment offers addressed local efforts to consider best use of
budgeting dollars and willingness to shift dollars to “cause vs. symptom” efforts. Committee had
early opportunity to learn of police redeployment offers and housing manager and homeless
coordinator offers.
Presentation and discussion of equity efforts specific to the budgeting process helped guide new
equity lens on budget offers. Rapid Response team created budget offer equity lens which will
continue in 2021 process.
Panel presentation and discussion of Equity Office creation provided valuable insights and
considerations as Fort Collins looks to create Equity Office. Committee confirmed desire for
creation of office, recommend Sustainability model (sustainability practices now embedded
throughout City organization), and agreement that position and office need high level support.
Presentation and discussion of budget communication improvements.
Presentation and discussion of budget and programming ideas that enhance safety and equity in
the community.
Attachment 1 6
Future Council/Organization Activity:
Enhance budget related communication/education/information efforts with focus on equity,
enhanced stakeholder communications, and more user-friendly materials.
Creation of and recruitment for Equity Office.
C.Review higher-level performance indicators for Police Services and other related programs and
services to improve the measurement of success in providing a safe and equitable community for
all.
Committee Engagement:
Presentations and discussion of metrics with both equity project consultants and police services
staff started key conversations to help guide metrics and programming Fort Collins may want to
pursue going forward.
Presentation and discussion of internal Principles of Community effort was supported as an
effective program to build knowledge and standards within the organization that will have
positive impacts both internally and externally.
Future Council/organizational Activity:
Additional discussion and learning around use and meanings of metrics and Equity Indicators.
Police Services community engagement efforts.
The Community Impact Ad Hoc Committee helped set the stage for important equity work going
forward and showed local responsiveness to resident concerns. The focus on identifying and resourcing
root cause issues that create inequities in resident experience and perception of safety and belonging
provide the groundwork to impact programming, services, and metrics to track improvement.
Additional Recommendations: (Draft ideas)
Equity training as part of Council onboarding.
Develop a Council priority statement around safety and equity for all residents.
Continue to develop the community voice (engagement techniques/practices? Utilize Boards?)
Ad Hoc after-action by staff to outline learnings that impact the effectiveness of ad hoc
committees.
Attachment 1 7
Programming Ideas to “Enhance a Safe and Equitable Community for All.”
Below are ideas generated based on community feedback and Committee discussions. These
programming efforts address needs and desires heard from community members during outreach
efforts, at Council meetings, and through the 2021 budget process.
Chief Equity Officer ($130-160: salary/does not include recruitment) Funded and in process
The City has committed to creating a new executive position and an Equity Office in the City Manager's
Office to lead the City's efforts to embed an equity lens through service delivery and to lead by example
as an employer, engage community members, and partner with other institutions for systems change.
Eviction Prevention Fund ($125K)
As our community shifts from COVID-19 response to recovery, the need to support housing stability
continues. An eviction prevention fund was identified as a quicker win in the Housing Strategic Plan.
Disparity Study (TBD)
Develop a disparity study that uncovers the root causes of the racial disparities we see today in home
ownership, business ownership, climate impacts, and more.
Inclusive Engagement ($50-75K)
Based, in part, on feedback during 2021 Budget engagement, this offer would enable enhanced
engagement and transparency for major organizational initiatives particularly with underserved or
historically marginalized communities. Included would be enhanced language access,
incentive/compensation options for valued input and participation, and additional paid partnerships
with cultural brokers and professional engagement organizations.
Cultural Services Community Programs Manager with Program Support ($175K)
Throughout the engagement and development process of the City’s FoCo Creates Arts and Culture
Master Plan, the community consistently expressed a desire for an inclusive and equitable creative
community.
Access and Scholarship Fund for Low-Income Families - Cultural Services ($90K)
The offer will enhance the Department’s ability to support access for local low-income families to the
Fort Collins Museum of Discovery (FCMoD), the Lincoln Center (LC), and the Gardens on Spring Creek
(Gardens). Could include: early childhood family memberships for local school district families, one-day
admission/show passes for social service agency partners and participants, field trip admissions for
students from higher-need schools, and camp scholarships for youth.
Reduced Fee Recreation Programming ($100K)
Recreation offers significant discounts for youth and adult programs and unlimited visits to recreation
facilities through the Reduced Fee Program established for qualified low-income members however the
need consistently outweighs the subsidy amount each year.
Expansion of Police Services’ Mental Health Response Team ($800K)
In late 2020, FCPS dedicated two police officers to the inaugural Mental Health Response Team (MHRT)
for dedicated support of some of our community’s most vulnerable residents. Those initial officers have
seen extensive use and high-level returns on the investment. FCPS now seeks to expand the program by
Attachment 1 8
four (4) additional police officers and one (1) sergeant to manage what will become a six (6) officer
MHRT which will continue its close working relationship with the UCH CORE Team.
Immigration Legal Defense Fund (pending Council Work Session)
Council is considering the creation of funding to assist with representation and navigation for
undocumented residents to help ensure safety and best efforts to help ensure safety, equity, and
livability for all community members regardless of immigration status and support lawful pathways to
citizenship.
Community Submissions from the OurCity page:
Continue trainings, adequate staffing and support and positive community engagement
More traffic enforcement
Better wifi for poorer communities
Increase police community engagement opportunities. Bike patrols, citizen ride-a-longs, Citizen
Police Academy, CSU/FCPS Student Welcome
Mental Health Professional on Call
More Affordable and Attainable Housing
Citizens, City, CSU, Faith Community, PSD, Chamber of Commerce group to create a vision of the
community values and process to attain them
Instead of defunding, use those funds to create a mental health division and certify some (still
armed) officers in behavioral health.
Increase funding for court-ordered treatment for low income offenders
Attachment 1 9
MARCH 2021
BFO SELLERS’
EQUITY GUIDE
2022
Attachment 1 10
ADVANCING EQUITY
OVERVIEW
In the 2020 Strategic Plan, the City adopted Neighborhood Livability & Social Health 1.4
as a strategic objective: Advance equity for all, leading with race, so that a person’s
identity or identities is not a predictor of outcomes. In an effort to make progress on
this strategic objective, City leadership supports the addition of an equity question to
the City’s Budgeting for Outcomes Offer Narratives.
The 2022 Budget provides an opportunity for our organization to “learn while doing.”
The Offer Narrative Equity Question and this Sellers’ Guide are designed to assist the
organization to better understand the City’s commitment to equity for all, leading with
race, and how this commitment can be reflected in the work done across City
programs, services, and policies, both internal and external. We recognize that
everyone has a different level of experience in this space, and we welcome this
opportunity to move forward with equity as an organization.
What Does Leading with Race Mean?
Leading with race is a business strategy, rather than a philosophical statement, that
allows the City to bring focus and specificity to this effort as part of the Strategic
Plan.
Equity for all, leading with race, is about closing race-based disparity gaps. Being
race explicit is not race exclusive. Promising practices in peer cities indicate that
leading with race results in more equitable outcomes for numerous marginalized
populations, including women, people who identify LGBTQIA+, people with
disabilities, and more.
"How does this Offer support adopted 2020 Strategic Objective NLSH 1.4 -
Advance equity for all, leading with race, so that a person’s identity or
identities is not a predictor of outcomes."
Attachment 1 11
INSTRUCTIONS
The Budgeting for Outcomes Sellers’ Equity Guide is designed to provide thought-
prompting questions, resources, and tools to better prepare Sellers to respond to the
equity question in the 2022 Offer Narratives. To get the most out of the tool, Sellers
should do the following:
1. Review the tools, terms, and concepts included in this guide.
2. Discuss the budget equity prompts in this guide.
a. As a department or sub-team, schedule time to discuss and answer the
Budget Equity Prompts to better understand how your programs and
services advance equity or may have adverse effects on certain groups
within the community or organization.
i. A list of historically underrepresented groups is provided with the
prompts for you to consider while discussing.
3. Answer the equity question in the 2022 offer narrative.
How will offers be reviewed?
The Budget Equity Team (BET) will review offers and collaboratively discuss how
programs, services or policies will impact equity in Fort Collins. Each offer will be
categorized based on if it advances equity, has a neutral impact on equity, or has
an opportunity to be more intentional in how equity is embedded into programs,
services or policies.
The BET will share the categorized offers and summarize key findings with BFO
Teams before they share their final recommendations with the Budget Lead Team
(BLT). The BET will also share this information with the BLT.
Attachment 1 12
BUDGET EQUITY PROMPTS
The following prompts are meant to facilitate thinking and conversations among work teams.
Responses to these prompts will not be reviewed during the 2022 BFO process and Sellers are not
required to provide written answers to the prompts. This is an encouraged and optional exercise.
GENERAL:
1. Consider how historically underrepresented groups in Fort Collins may
experience City service delivery, programs, or other outcomes differently
than other community members.
2. How is your offer (program, service, or policy) aligning or realigning
resources to advance equity for all, leading with race?
a. What groups will be positively and/or negatively impacted by
your budget decisions?
i. For example, when deciding where in the City to prioritize
projects, considerations may include where the
neighborhood is located or if it is an area where access to
services have historically been limited or projects have
not been prioritized in the past.
b. What are the potential unintended consequences of your budget
decisions and how might you mitigate harm and address any
concerns?
ENGAGEMENT & ACCESS:
3. What offers will your department submit to support engagement and
participation in decision making?
4. What offers will your department submit to support access (trails, parks,
language, information, public participation, transportation, etc.)?
INTERNAL:
5. Describe your offer’s connection to internal diversity, equity, and
inclusion.
a. Identify policies, trainings, and/or practices exercised by your
department or work team to advance knowledge of or address
systemic injustice, inequity and/or racial oppression (racial justice
trainings, hiring practices, updates to internal policies, etc.).
b. Identify operational decisions (procurement, purchasing, training,
contracting, etc.) exercised by your department to advance
diversity, equity, and inclusion.
DATA
6. Describe the data used to inform your decision making.
a. Are you using datasets disaggregated by race, age, language
spoken at home, neighborhood, etc.?
b. Are you referencing both qualitative and quantitative data to
inform your decision making?
What is a Historically
Underrepresented
Group?
Leading with equity in process
means asking who is most
impacted by a decision and has
historically had the least
influence. Historically
underrepresented groups
include, but are not limited to:
•Communities of Color
•Community members under
age 29
•DACA Students
•LGBTQIA+ Communities
•Local Indigenous
Communities
•Migrant Communities
•People Experiencing
Disabilities
•Veterans
•Religious-Based Minorities
•People experiencing
homelessness
•Commuter community
•Low-income communities
•Minority and women-owned
businesses
These identities can overlap
and intersect. We recognize
that many people are a part of
multiple groups and bring lived
experience knowledge to this
work.
Attachment 1 13
TERMS EXPLAINED
Budget Equity Team:
A team of Racial Equity Rapid Response Team members and other staff members with equity experience chosen to review
BFO Offers with an equity focus.
Diversity:
Diversity is how we identify along lines of culture, ethnic origin, race, age, gender identity and expression, physical ability,
religious beliefs, sexual orientation, marital status, political viewpoints, language abilities, socioeconomic status, and
more.
Equity:
Equity is both a process and an outcome. It is a process in that policies, programs and tools are developed to ensure the
elimination of existing disparities and includes inclusive engagement that leverages diversity. Equity becomes an outcome
once a person's identity or identities no longer impacts their ability to experience equality.
Historically Underrepresented Groups:
Historically Underrepresented Groups are underrepresented in both the level of influence and decision-making they hold
in relationship to systems of power (e.g., access to participating in City planning processes) and in overall resource
distribution. Examples include communities of color, First Nations People, LGBTQIA+, federal poverty level, limited English
proficiency, minority/women businesses, and others.
Inclusion
An intention or policy of including people who might otherwise be excluded or marginalized based on ethnicity, familial
status, gender identity, age, marital status, national origin, geographic background, race, religious and spiritual beliefs,
sexual orientation, socioeconomic status, disability, veteran status, or other historically underrepresented groups.
Institutional Racism:
Policies, practices, and programs that, most often unintentionally and unconsciously, work to the benefit of white people
and the detriment of people of color.
Intersectionality:
An approach developed by Kimberle Crenshaw, arguing that classifications such as gender, race, class, sexual orientation,
nationality, and others cannot be examined in isolation from one another; they interact and intersect in individual’s lives,
in society, in social systems, and are mutually constitutive.
Outcomes:
Outcomes in this context relate to how well different communities are faring compared to the overall average across
multiple indicators related to social and economic inclusion, health, education, housing, and more.
Systemic Racism:
The various policies, practices, and programs of differing institutions within a community that can lead to adverse
outcomes for communities of color compared to white communities.
Attachment 1 14
CONCEPTS EXPLAINED
Equity vs. Equality:
Equality as a strategy means giving everyone the same resources. Equity means distributing different
levels of resources to address identified inequities and barriers to decision-making processes.
Leading with Race:
Rather than a philosophical statement, leading with race is a business strategy, that allows the City to
bring focus and specificity to this effort as part of the Strategic Plan. Leading with race does not
mean that identities will be excluded.
Targeted Universalism:
Targeted universalism means setting universal goals that can be achieved through targeted
approaches. To learn more, see the video linked here.
Attachment 1 15
OTHER RESOURCES
Social Sustainability Equity and Inclusion Page
Information on the City’s equity efforts to date, additional resources, and more.
https://www.fcgov.com/socialsustainability/equity
Government Alliance on Race and Equity (GARE)
In 2017, the City of Fort Collins became a member of the Government Alliance on Race and Equity
(GARE), a membership network of government entities to advance racial equity and equitable
outcomes for all.
https://www.racialequityalliance.org/
Just in Time Equity & Inclusion Resources
Tools to help advance equity considerations in work.
Getting Started
Equity Assessment
Assessment Worksheet
2020 Strategic Plan
If you would like to learn more about Strategic Objective NLSH 1.4, the Strategic Objective can be
found on page 20 here.
Title VI Resources
If you would like to learn more about Title VI and how it applies at the City, visit the Title VI CityNet
Page.
Budget Equity Team
If you have any questions, or if you would like to talk through the prompts with a member of the
Budget Equity Team, please feel free to reach out to budgetequityteam@fcgov.com.
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