HomeMy WebLinkAboutMemo - Mail Packet - 10/11/2022 - Memorandum From Lawrence Pollack Re: Councilmember Questions And Requests From The September 13 And 27 Work Sessions On The 2023-2024 Budget - Continued
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Financial Services
215 N Mason Street
PO Box 580
Fort Collins, CO 80522
970.221.6795
fcgov.com/finance
M E M O R A N D U M
Date: October 6, 2022
To: Mayor Arndt and City Councilmembers
Through: Kelly DiMartino, City Manager
Travis Storin, Chief Financial Officer
From: Lawrence Pollack, Budget Director
Re: Councilmember questions and requests from the September 13 and 27 work
sessions on the 2023-2024 Budget - Continued
City Council has completed their first two work sessions to review the 2023-2024 City
budget requests
(offers), as well as some more general inquiries about the budget. Staff follow-ups that were
not answered during the meeting, or in this memo, are summarized at the bottom of this
memo. The answers to those will be communicated in future memos included in upcoming
Thursday Council Packets.
Outcome: Culture and Recreation
1) Questions from Emily Francis and Jeni Arndt: Offer 60.1 - Recreational Trail
Development: How many miles of trail have been constructed over the past decade with
Conservation Trust monies? How much less trail would be developed per additional
$100k redirected to other applicable priorities over the current $400k funding operations
and maintenance?
Response from Kurt Friesen (Park Planning):
From 2010-2020, 15.5 miles of paved trail were added city wide. These projects were
funded utilizing primarily Conservation Trust funds, with some supplemental grant
funding as well. Since 2020, Conservation Trust dollars have been directed towards the
trail underpass at Vine & Lemay and the Poudre Trail crossing of I-25 as part of a
GOCO grant match. That project is anticipated to be completed in 2023 following
er Bridge replacement at I-25. Currently,
Conservation Trust funds are being utilized for a trail connection across the railroad
tracks to the Power Trail, located near Bacon Elementary school on South Timberline.
When completed, this trail will provide long-awaited trail access in SE Fort Collins from
Kinard Middle School to the Power Trail. More information about this trail project can be
found here: https://www.fcgov.com/parkplanning/mail-creek-trail
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Following completion of the Poudre Trail and Mail Creek Trail projects, a grade-
separated trail crossing of Harmony at the Power Trail is tentatively planned. This project
will utilize multiple funding sources, including grants, CCIP funds, and Conservation
Trust funds.
how much less trail would be constructed for every
$100,000 of Conservation Trust funds diverted away from new trail construction, as
Conservation Trust fund expenditures vary depending on the scale and cost of the
project, the ability to partner with other projects and funding sources, and how
successful the City is leveraging Conservation Trust Funds for grant funding.
For budgeting purposes, the City assumes a mile of paved trail will cost approximately
$1 million to build. The City receives approximately $1.5-2 million of Conservation Trust
funds per year. With many remaining grade-separated trail crossings to construct city
wide, it is likely fewer miles of trail will be added on an annual basis has been done in
the past, and instead more Conservation Trust funds will be dedicated to grade-
separated trail crossings. Also, as northeast Fort Collins expands, more focus on
expanding the trail system in that area will occur.
2) Question from Emily Francis: Offer 50.15 - ARPA Support for Individual Creatives in
the Community (Art to Live): Please provide more info on why Art to Live was not
funded
Response from Jim McDonald (Cultural Services):
The Culture & Recreation BFO team and the Budget Lead Team recommended offers
that they assessed as having a broader reach in terms of residents impacted and
business sectors supported. Within the ARPA-funded proposals, the teams prioritized
offers 43.17 (Reduced fee scholarship program), 43.23 (Childcare space modifications
at Northside Aztlan), 50.7 (Cultural/Community Programs Manager), and 50.8 (Access
Fund for Low-Income Residents). Regrettably, this leaves two strong offers unfunded
50.14 (Support for Diverse Cultural Artists and Organizations) and 50.15 (Art to Live).
Offer 33.7 Multicultural Business and Entrepreneurship Center offers support to all
sectors, including creatives. Council also indicated interest in moving Offer 17.10, Future
of Work, out of ARPA-funding. Doing so would free up additional funding for unfunded
ARPA offers, and Council may consider offers 50.14 and/or 50.15 from the resultant
funds.
Outcome: Economic Health
3) Questions from Julie Pignataro and Emily Francis: Offer 33.10 - ARPA - Reskill,
Upskill, New Skill (RUN) Training Program Support: What are other public agencies
doing in this space and is there a need for the City to fund this offer given that
information?
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Response from SeonAh Kendall (Economic Health Office):
Reskilling, Upskilling, Next-skilling (RUN as it is known) came from HB21-1264:
https://leg.colorado.gov/bills/hb21-1264. These funds support a short-term training of
12 months or less as long as it results in an in-demand career. Larimer County has
been administrating the funds for a year and provided scholarships over 200+
individuals.
Eligibility - Any household making less than 300% of the Federal Poverty Level will
be able to receive up to $5,000 for training and $1,000 for supportive services. Any
household making more than 300% of the Federal Poverty Level will be able to
receive up to $3,000 for training and $1,000 for supportive services.
Currently the gap in services is due to the nature of these funds (Federal and State),
the funds have become increasingly more complex in distribution (income level, age,
availability of training - available only for 12-months, only pre-approved trainings,
etc).
The most requested single training has been for CDL A licenses, closely followed by
the healthcare field: Certified Nursing Assistants, Medical Assistants, Phlebotomist,
Emergency Medical Technician, Dental Assistant.
o Training requests must have labor market information that this training can
-approve the training.
The County anticipates running out of these RUN funds by mid-2023.
Please see Attachment #1 for more information on the Statewide demographics for
RUN enrolled individuals.
4) Questions from multiple Councilmembers: Offer 55.1 - Downtown Parks and
Amenities Maintenance: Please provide a10-year history of spending on flowers in the
downtown area, including the impact of years when various DDA alley renovations were
completed. What are the impacts of reducing the requested level of flowers? Please
include a full cost breakdown of the offer and who contributes what to those downtown
expenses, including water costs. Would it be prudent to request the DDA to increase
funding to help with the cost of downtown flowers?
Response from Mike Calhoon (Parks):
10-year history of spending on flowers in the downtown area:
Botanical Costs ($K)2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Downtown/Linden Street 115.5$ 93.1$ 120.9$ 127.5$ 146.0$ 193.9$ 212.6$ 259.2$ 247.9$ 210.9$ 215.5$
Old Town Square 64.6$ 77.2$ 54.5$ 40.1$ 52.6$ 4.2$ 44.0$ 56.7$ 57.6$ 64.4$ 70.9$
Oak Street Plaza 10.0$ 10.3$ 10.9$ 6.6$ 3.5$ 1.0$ 8.9$ 4.2$ 2.7$ 7.7$ 8.8$
Alleys 0.3$ 23.2$ 36.9$ 39.1$ 26.9$ 31.0$ 34.0$ 35.2$ 42.6$ 59.2$ 62.4$
Elizabeth Hotel Parking Garage -$ -$ -$ -$ -$ -$ -$ -$ 0.6$ 1.6$ 3.6$
Willow Street -$ -$ -$ -$ -$ -$ -$ -$ -$ 7.1$ 3.9$
Total Botanical Costs 190.5$ 203.8$ 223.2$ 213.4$ 229.0$ 230.1$ 299.4$ 355.3$ 351.4$ 351.0$ 365.1$
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
DDA (Old Town Square and
Alleys) Contribution NO DATA NO DATA 35.1$ NO DATA 32.4$ 27.2$ 34.8$ 50.7$ 54.3$ 74.9$ 84.0$
Progressive Old Town Properties
Contribution NO DATA NO DATA 12.9$ NO DATA 12.4$ -$ 12.2$ -$ -$ -$ -$
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What are the impacts of reducing the requested level of flowers?
That depends on the level of the reduction. For example, in 2019-20 BFO cycle there
was a reduction of 12 pots in the downtown area. These pots were removed from areas
that were not associated with retail locations to minimize impacts to foot traffic. If
additional reductions were considered they could be made from the General Fund
supported areas including Linden Street (most recent enhancement to the program),
215 N. Mason and other City buildings to minimize the economic impact. Here is a full
cost breakdown of offer 55.1:
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Would it be prudent to request the DDA to increase funding to help with the
cost of downtown flowers?
Currently in offer 55.2 the Downtown Development Authority (DDA) already provides
$507,592 in 2023 and $523,817 in 2024 for maintenance activities in the downtown
core. At the time of printing this memo, the amount of DDA funding specifically for
horticultural activities had not been confirmed. A portion of this offer funds 2/3 of the
maintenance costs of Old Town Square, the Holiday Lighting Program and the
installation and operation of the Skating Rink. As new alleys are designed and
constructed by the DDA the Parks Department is fully funded by the DDA to perform
the maintenance activities. The full cost breakdown of the DDA offer is listed below:
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Outcome: Neighborhood Livability and Social Health
5) Question from Shirly Peel: Offer 23.25 - 1 FTE - Development Review Traffic
Engineer (joint offer FCMOVES, Traffic Operations): Is this increasing the .5 FTE to full
time or in addition to the .5 position? Would just increasing the .5 to full- time be
sufficient?
Response from Tyler Stamey (Traffic Operations):
The intent of this offer is to fund one new FTE that would support traffic & FC moves
development review. Traffic currently has one full-time employee who splits time
between development review and other traffic engineering duties. Several staff in traffic
engineering also provide support for development review, but this is not covered by
development fee revenues.
Scaling this offer to only 0.5 FTE to support development review would help to maintain
current levels of service for development review. This position could be contractual or
provided by additional consultant services.
6) Questions from Shirley Peel and Kelly Ohlson: Offer 24.4/24.9 - Larimer Humane
Society / Planned Increase: The contract with the Larimer Humane Society (LHS)
seems high. Are the vet medical services for animals included in the adoption of pets or
passed onto to owners whose pets end up at the shelter for a while? Also, is this a joint
venture with Larimer County and if so, what is their portion of the cost? Please include
information on what would be required to 1) increase education on outdoor cats and
their impact on songbirds and 2) increase wildlife rehabilitation.
Response from Paul Sizemore (Community Development & Neighborhood Srvcs):
LHS segments their budget between Animal Control Services that are contracted by
City and County (fee for service activities) vs. their remaining programming around
adoptions, education, etc. (covered through donor base, grants, donations, etc.)
Fees for services are determined by utilizing a combination of the percent of total
population and the actual call volumes in each area.
Fort Collins is 48.7%; Loveland is 31.8%; and the County is 19.5%.
LHS does charge shelter fees, etc. to the owner when an animal is reclaimed.
Adoptions are not included in the animal control fee for service budget.
Staff has been in contact with LHS regarding education on outdoor cats and
Councilmember Pignataro is convening several local entities to further discuss
opportunities. Additional information will be provided following this conversation.
Wildlife rehabilitation referrals are made to Northern Colorado Wildlife Center and
Rocky Mountain Raptor Program. If Council desires an increase in wildlife
rehabilitation services, staff recommends initiating conversations with these existing
providers.
7) Request from Kelly Ohlson and Shirley Peel: Please provide the historical growth of
City funding for homelessness services. Are we separating out the cost of services to
people who are experiencing homelessness who are a part of our community vs. people
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who are transient in nature? Do we have metrics regarding the effectiveness of our
homeless initiatives?
Response from Brittany Depew and Beth Yonce (Social Sustainability):
Please provide the historical growth of City funding for homelessness services.
The City started providing funding for homelessness programs and initiatives in 2015 (in
addition to supporting emergency shelter which was provided several years prior to this).
While there has been some growth to the amount, the level of funding has remained
fairly consistent over the past 7 years (at around $400,000 per year) and increases in
general fund contributions have been primarily due to an increased investment in and
expansion of Outreach Fort Collins (OFC)
north expansion in late 2020 and additional funding for their midtown expansion in mid-
2022. With added federal funds the past couple of years due to the pandemic, additional
funds have gone to specific identified homelessness services needed in our community
which add up to approximately $2.3M of one-time funds.
This funding has focused on winter overflow shelter, outreach, day shelter and services,
and support of the regional system of care (Continuum of Care) and data mechanism
(HMIS - Homelessness Management Information System). There has been an increase
in funding in recent years, driven primarily by Federal CARES and ARPA COVID
response funding, which is specifically related to the significant impact on individuals
and families due to the pandemic.
Are we separating out cost of services to people who are experiencing
homelessness who are a part of our community vs. people who are transient in
nature?
The Housing First framework, which has been the shared approach to addressing
homelessness in our community for several years, asserts that all people deserve
access to supportive services and housing, regardless of circumstance. While there is
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services, we do know that a majority of people served by providers reside in Larimer
County. According to data from 2021, approximately 72% were from Fort Collins or
Loveland, 7% from Weld County, 6% from Denver, 2% from Boulder, 7% from another
city in Colorado, and 6% from out of state.
tive funding goes directly to partner agencies to support a
variety of programs, including case management, resource navigation, street outreach,
and sheltering. The funds are then used to meet collaborative goals to help make
homelessness rare, brief, and non-recurring.
Do we have metrics regarding the effectiveness of our homeless initiatives?
Yes, we have metrics to help track effectiveness of homelessness initiatives funding and
continue to build on what data we collect to best understand the impact of City
investments in these programs. Currently, we track metrics on people experiencing
chronic homelessness, rates of people moving from chronic homelessness to housing,
numbers of people accessing services for the unhoused, street outreach impacts, and
more.
Between 2016-2021, Homeward Alliance helped about 1,000 people escape
homelessness, and have seen more people getting housed year-over-year.
Larimer and Weld counties are jointly about to reach functional zero for veteran
homelessness, meaning the amount of housing demand does not exceed supply.
Outreach Fort Collins has more than doubled its service area in the last 2 years.
Rates of homelessness have remained stable since about 2019, and Fort Collins has
not had the pandemic-related increases that other communities have experienced.
Shelters do not have to turn people away due to space constraints during winter
months due to increased funding support from the City between November-April.
8) Request from Emily Francis: Offer 31.23 - Affordable Housing EV Infrastructure
Credits: Please provide insights on the recommendation to not fund this offer
Response from Josh Birks (Sustainability Administration):
Council appropriated funds in May of 2022 alongside the building code adoption from
General Fund Reserves.
To date, no funds have been expended from that appropriation; however, there may
be projects ready before the end of the year.
Staff made a commitment to submit an offer in 2023-2024 to create more of a
-off funding. This offer was submitted after
the building code adoption in May hence the late walk on and lack of ranking by the
BFO team.
Given that no funds have been expended, staff (during BLT) did not push for this
additional funding in the current resource constrained environment.
If the offer remains unfunded, staff will plan instead to come to Council for additional
funding after the current appropriation is allocated to qualifying projects.
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This offer, therefore, could be a good candidate for off-cycle appropriation or mid-
cycle revision once more is known about the level of need and pace of allocation.
9) Request from Kelly Ohlson: Offer 59.2 - Urban Forest Management - Tree
Replacement: Please provide a holistic overview of the Urban Forestry programs since
data indicates funding is not keeping pace with the needs of our tree canopy.
Response from Kendra Boot (Forestry):
Ongoing Offer NLSH 59.2 Urban Forest Management - Tree Replacement is the
main tree replacement offer (~$195K), additional tree replacement funds also reside
in Ongoing Offer NLSH 59.1 Urban Forest Management ($75K).
o Provides 514 replacement trees total and 4 hourly positions to water trees
On average 645 trees are removed per year and there are over 2,700 vacant sites
currently in the inventory
o See Figure 1 & 2.
Enhancement Offer NLSH 59.10 Urban Forestry Continuing Enhancements (if
funded) would account for an additional 122 trees, bringing total replacement trees to
636
In order to close the 2,700 vacant site gap, resources would be needed to replace
more trees than are removed.
o For example, it costs ~$45,000 per 100 replacement trees
NLSH 59.10 (if funded) also includes a new water truck (2023) and 1.0 hourly (2024)
to water trees; as well as the private tree planting subsidy, Community Canopy
Program (Council Priority).
Approximately 1,500-2,000 new public trees per year are added to the inventory
through new development and capital improvement projects (primarily street trees)
which supports canopy enhancement.
o See Figure 2.
The Living Tribute Tree Program (funded by participants/donors) also contribute to
tree replacement approximately 12-15 trees per year.
Forestry works for a 5-year pruning rotation, or to prune 20% (~11,200 trees/year) of
the public urban forest each year.
o Prior to 2022, funding gaps as well as catastrophic events (i.e., snowstorms,
mulch fires, etc.) have prevented Forestry from meeting this metric (See Figure 3).
o In 2022, Council requested that Forestry receive full funding for contractual
pruning of large diameter trees. This funding was asked for again for 2023/24 at
$314K (including inflation) and is bundled into Enhancement Offer NLSH 59.10 (if
funded).
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Figure 1.
*Additional enhancement funding helped meet the target replacement number
of 645 trees in 2016 and 2017.
Figure 2.
*To date, there are 2,928 vacant sites in the inventory.
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Figure 3. Forestry 1. Pruning Frequency All Trees
*Note: 2017 and 2021 were snowstorm years. Storm damaged trees were
mitigated, and trees were removed due to safety concerns, but these efforts
are not accounted for within this metric.
Outcome: Transportation and Mobility
10) Request from Julie Pignataro:
- Firehouse Alley Parking Structure: $500k in 2 years - necessary O&M
- Civic Center Parking Structure Preventative Maintenance Repairs: $250k
in 2 years - contractual obligation
- Old Town Parking Structure Preventative Repairs and Elevator
Preventative Maintenance: $300k in 2 years - contractual obligation
Please provide further explanation on the work needed for our parking structures and
explain why our newest parking structure needs so much work compared to the two
older ones.
Response from Drew Brooks (Transfort / Parking Services):
Since Firehouse Alley Structure was brought online in 2017, the operating and general
maintenance expenses for the structure have been exhibited as a separate budget offer,
this round as offer 52.2. The similar O&M for Civic Center and Old Town structures are
included in the overall budget offer for Parking Services. The two offers (52.6 and 52.7)
are for major maintenance projects for these two structures. Firehouse Alley does not
currently have any major maintenance needs.
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For reference, the following table illustrates the historical O&M for all three structures:
Parking Structure O&M
Parking Structure 2019 2020 2021
Civic Center Parking Structure $469,956 $293,182 $308,540
Old Town Parking Structure $238,028 $173,674 $215,949
Firehouse Alley Parking Structure $200,318 $183,641 $166,736
In future budget cycles, Firehouse will likely not be a separate offer but will be included
in the Parking Services base offer.
11) Question from Shirley Peel: Offer 25.10 - Arthur Ditch (Design): Are there other
shareholders in the Arthur Ditch and would they pay for part of the improvements?
Response from Brad Buckman (Engineering):
No other shareholders of the Arthur Ditch have been identified that would be willing to
contribute funding to the proposed improvements. The Engineering and Utilities
Departments are investigating potential grant funding opportunities through the
Infrastructure Investment and Jobs Act (IIJA).
12) Questions from Tricia Canonico and Kelly Ohlson: Offer 58.3 - Streetscape
Infrastructure Replacement: I'm concerned to not see this funded especially in light of
the 23 trees that we just lost. Was watering a factor in their diseased state? Is this offer
scalable? What do scaled options look like?
Response from Mike Calhoon (Parks):
Even though the irrigation system was well past its life expectancy, the reason the trees
died was climatic impacts. The early freeze in the fall followed by the late freeze the next
spring is what caused their demise. This reinforces the species diversification approach
that is now common in Urban Forest Management. If there had been 2-4 different
species in this stretch, more than likely, we would not have lost so many from those
conditions.
This offer is scalable and would just reduce the number of projects that would be
accomplished throughout the year. The focus of the offer would remain the same
focusing on the replacement that involves irrigation, landscape and decorative
hardscape treatments.
13) Question from Shirley Peel: Offer 7.2 - Snow and Ice Removal: What was the cost of
snow removal for 2021?
Response from Steve Varnell (Streets):
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Total snow removal related costs in 2021 were $2.82M. The 10-year cost history can be
seen on Attachment #2 and can be viewed at the following web address:
https://www.fcgov.com/streets/files/2021-snow-and-ice-enhancement-backup.pdf
14) Request from Shirley Peel: Please provide further information on the contractual
obligations related to the parking structures.
Response from Drew Brooks (Transfort / Parking Services):
Firehouse Alley - A condo association was formed to manage the expenses associated
with this structure. Member of the condo association include the City of Fort Collins, the
Elizabeth Hotel and the DDA.
Old Town Parking Structure - This structure is owned by the DDA and there is a long-
standing contractual agreement with the City to operate and maintain this structure. This
agreement is currently being renegotiated.
Civic Center - There is a long-standing agreement for this structure between the City and
Larimer County to provide maintenance and management of the structure by the City.
15) Questions from Kelly Ohlson and Shirley Peel: Offer 7.1 - Street Maintenance
Program: Please provide information on the overall structure of the Street Maintenance
Program. How are segments for repair determined, specifically focusing on concrete
replacement? Is a 21-year maintenance cycle adequate?
Response from Darren Moritz (Streets):
The Street Maintenance Program (SMP) provides City residents with a network of safe,
high-quality roads for their travel and commercial needs. This program encompasses the
larger scale project-level maintenance projects. Work is performed by in-house crews
and contractors.
SMP typically has a budget of between $16 and $17 million dollars per year. Currently
SMP dedicates approximately 1/3 of that budget towards our concrete removal and
replacement programs. The other 2/3 of the budget are dedicated towards our asphalt
resurfacing efforts. Regarding concrete, we repair and maintain concrete pavements,
curb and gutter, sidewalks, bike lanes, and pedestrian access ramps.
SMP has a team of Project Managers and Construction Inspectors that mark the repairs
and inspect the work to ensure that specifications and quality are achieved. Our
concrete contractors work under our direction and do not mark the repairs. We utilize
repair and replacement criteria guidelines which we evaluate on a yearly basis to ensure
that we are utilizing our monies appropriately. These guidelines have been developed
throughout the years. Our focus is remediating trip hazards and drainage issues and
upgrading concrete to current ADA requirements.
Regarding the 21-year maintenance cycle, yes, in the short term (2-year budget cycle) it
is adequate. Over time it would become more challenging to maintain our Level of
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network system. In 2021,
number. When streets are maintained at a higher condition level, overall costs are less
than full reconstructions.
Outcome: Environmental Health
16) Request from Emily Francis: Offer 32.12 - Innovate Fort Collins Challenge: Please
share example of results from previous Innovate Fort Collins Challenges.
Response from Katy McLaren (Environmental Services):
Results from the 2018 and 2019 competition rounds include the following:
Project participants and partners leveraged 12:1 ratio per City dollar invested, totaling
over $1.3 million in private investment.
Projects reduced an estimated 5,700 in Metric Ton Carbon Dioxide equivalent
A specific example includes: 2019 Project Awardee Solar United Neighbors, who
have now scaled their program across the state of Colorado. Their Fort Collins Co-op
model, for residential solar installations, resulted in 48 local arrays, totaling 396 kW in
solar capacity and saving participants approximately 25% on their project.
17) Question from Tricia Canonico: Offer 32.14 - Municipal Sustainability & Adaptation
Plan (MSAP) Update: What is our plan for the 5-year update if we aren't funding this?
Response from Michelle Finchum (Environmental Services):
The best practice is to update this plan every 5 years.
The funds would be used for consultant support to develop the most up-to-date
roadmaps needed to achieve the six goal areas, comply with new ordinances (i.e.,
Building Energy and Water Scoring), state laws/plans (Northern Water Colorado
River commitment), and innovations (electric vehicles and building resilience).
Staff will continue to work toward the current plan, keeping up with individual trends
in lieu of a holistic update of the plan.
18) Question from Shirley Peel: Offer 1.27 - Utilities: Wastewater - Developer
Repayments: What happens if this is not funded?
Response from Jason Graham (Water Utilities):
Developer repays are the result of collaboration with developers on needed
will result in lower overall costs of the infrastructure to the utility. Not funding this offer
would not remove the obligation to the private developer but rather just delay repayment
to them for the additional infrastructure .
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19)Question from Shirley Peel: Offer 1.24 - Household Hazardous Waste (HHW)
Collection: Do we have results for the HHW program?
Response from Kathryne Marko (Environmental Regulatory Affairs):
1,173 vehicles come through the HHW event. Initially it appears about 127,000 lbs. was
collected with about 2/3rds of that being paint and batteries. Final weights and costs will
be determined with the final disposal information, which can take a few months. We
expect have final information in Q4 2022.
20) Question from Shirley Peel: Offer 83.1 - Parks Lawn and Garden Equipment
Replacement: Is the Lawn and Garden equipment to be replaced past its prime?
Response from Mike Calhoon (Parks):
The gasoline-powered hand-held equipment that will be replaced is either very near or
past its life cycle. The intention is to replace the oldest equipment first. No equipment will
be auctioned but instead recycled so as to eliminate the chance of future emissions.
21) Question from Shirley Peel: Offer 1.2 - Utilities Light & Power: Energy Services: How
are the programs listed in this offer evaluated?
Response from John Phelan (Utilities Customer Connection):
Programs are evaluated internally through the Utilities Program Intake and Evaluation
Office (PIEO) on a three-year cycle. Utilities and/or Platte River also retain independent
third-party evaluators on a periodic basis to review specific programs.
22) Question from Shirley Peel: Offer 1.3 - Utilities Light & Power: Demand Response: I
would like to gather information about the Peak Partners and DERMS.
Response from John Phelan (Utilities Customer Connection):
Peak Partners is our customer facing brand for demand response and grid flexibility
programs. Please see fcgov.com/peakpartners for more information. DERMS is the
acronym for the software system that allows Utilities to interact with various types of
energy devices (e.g., thermostats, electric water heaters). Utilities staff can provide more
detailed DERMS information as needed.
23) Question from Shirley Peel: Offer 1.6 - Utilities: Light & Power - Electric Vehicle
Monitoring and Management Demonstration: I would like some more information about
Energy Imbalance and Organized Markets.
Response from John Phelan (Utilities Customer Connection):
Platte River will be entering an energy imbalance market in 2023. This will function in
very similar ways to the current "balancing authority" model but with more utilities and
detailed tracking. The organized electricity market is expected by 2025 and is a much
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more significant shift. As electric vehicles are expected to be a growing flexible load, the
ability to monitor and manage charging will become increasingly important over time.
24) Question from Shirley Peel: Offer 1.8 - Utilities: Light & Power - Grid Integrated Water
Heater Installations: Just to be sure about the integrated water heaters, is this for
customers or for the city?
Response from John Phelan (Utilities Customer Connection):
The grid-integrated water heaters are installed in customer households. To date, these
have all been installed in partnership with affordable housing providers.
25) Question from Shirley Peel: Offer 1.9 - Utilities: Light & Power - Direct Install Demand
Response T-stat Replacement: Why were Pro1 thermostats discontinued?
Response from John Phelan (Utilities Customer Connection):
The Pro1 thermostats were discontinued due to normal evolution of technology
solutions.
26) Question from Shirley Peel: Offer 1.25 - Utilities: Wastewater - Water Reclamation
and Biosolids: Is there a plan for when Rawhide goes offline?
Response from Jason Graham (Water Utilities):
The City is in discussions with PRPA regarding the future plans for the Rawhide facility
and the reuse water supplied by the Drake Water Reclamation Facility. Offer 1.44 Water
Reclamation and Biosolids Master Plan will evaluate alternatives and provide
recommendations for future implementation.
27) Question from Shirley Peel: Offer 1.25 - Utilities: Wastewater - Water Reclamation
and Biosolids and Offer 1.36 - Wastewater - Collection Small Capital Projects : Is Old
Town the only area where wastewater infrastructure is an issue at the moment?
Response from Jason Graham (Water Utilities):
Old Town is not the only area with wastewater infrastructure issues. Areas containing
Vitrified Clay Pipe are predominantly the ones that need to be considered and
prioritized, which generally exist north of Drake Road in those older neighborhoods.
28) Question from Shirley Peel: Offer 1.43 - Utilities: Wastewater Mulberry UV
Disinfection System and Infrastructure Improvement: Do we have a long-term plan for
taking Mulberry off-line?
Response from Jason Graham (Water Utilities):
The future of the Mulberry Water Reclamation Facility will be evaluated as part of Offer
1.44 Water Reclamation and Biosolids Master Plan .
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29) Questions from Shirley Peel: Offer 1.49 - Utilities: Wastewater Drake Water
Reclamation Facility Headworks: Is this just a heads-up for what is going to be needed
in the future? How immediate is this request and can it be done in phases? Are we
looking for other sources of money for this project?
Response from Jason Graham (Water Utilities):
The headworks at the Drake Water Reclamation Facility needs to be upgraded and is a
priority. However, given the current lack of scope, design, and accurate cost estimate
the likelihood of being able to start construction in during the 2023-2024 budget cycle is
unrealistic. The design will start in 2023 and will be completed in time to be submitted in
2024 for the 2025-2026 budget cycle.
30) Questions from Emily Francis: Offer 1.39 - Utilities: Wastewater - Collection System
Replacement: Can you give us a holistic overview of the downtown wastewater and
stormwater needs? How is the timeline delayed by not funding this offer?
Response from Jason Graham (Water Utilities):
Long term investments in wastewater collection and stormwater infrastructure, as well as
water distribution infrastructure are needed throughout the City. The stormwater
improvements are planned as part of the five large diameter storm sewer projects known
as the Downtown Stormwater Improvement Plan (DISP). The wastewater collection
improvements will replace aging underground pipes in priority areas of the City. The
Utility set a goal to increase the annual replacement rate to 1% of the system for both
water and wastewater by 2026; not funding would delay that goal until 2028. Offer 1.39
Utilities: Wastewater Collection System Replacement and Offer 4.46 Utilities: Water
Distribution System Replacement were not recommended to be funded due to other
priorities, current level of funding, and staffing limitations impacting the ability to execute
projects. Of the two, offer 4.46 would be recommended to be funded.
31) Question from Julie Pignataro: Offer 1.10 - ARPA - Utilities Light & Power: 1.0 FTE
Contractual Project Manager & Manufactured Home Efficiency Acceleration Initiative:
Please provide a cost benefit analysis of this offer. Are there best practices from other
communities that we should evaluate?
Response from John Phelan (Utilities Customer Connection):
-world experience with the
efficiency
upgrades and electrification. The offer will identify one or more energy improvement
implementation models for this housing segment. It will also demonstrate these models
with several completed installations. The results will facilitate the design of an ongoing
program where cost effectiveness will be factored in. The two utilities that we have
talked to that are a little ahead of us in this segment similarly relate that their work to
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date does not fall in the same category as broad segment-based efficiency programs
(e.g., following traditional cost effectiveness criteria).
We are not currently serving this segment with comprehensive energy measures
because of the challenges of ownership, income, housing type and condition. However,
if we are to seek some equitable outcomes for energy performance in housing, we need
to determine what can reasonably be accomplished from a technical perspective
(building science), how much it will cost (finance) and who is qualified and able to
complete the upgrades (workforce). The bottom line is that this offer was proposed not
because it was cost effective but because we need to identify solutions for this
historically excluded housing segment.
32) Question from Julie Pignataro: Offer 53.1 - Transfort Maintenance Facility
Environmental Efficiency Improvements: Please describe the scalability options of this
offer and when does the bill come due?
Response from Drew Brooks (Transfort / Parking Services):
We can have the projects done by the end of 2023, therefore money spent by 2023
(barring any major supply chain issues). The scaled option includes just doing one or the
other:
$150,000 One-Time Cost Underground Storage Tank (UST) Removal
$277,000 One-Time Cost Garage Door Replacement
If asked to prioritize, staff would recommend the UST removal first.
Outcome: Safe Community
33) Question from Kelly Ohlson: Offer 13.10 - Police Regional Training Facility -
Operation and Maintenance: What is the revenue generation from the Police Training
Facility (total dollars, cost recover, etc.)?
Response from Greg Yeager (Police Services):
Attachment #3 is the most recent report and fee schedule from the NCLETC
Manager, Ken Koch.
Combined they show the fees charged for each type of facility asset, the
organizations utilizing our joint facility, and revenue collected as of last quarter.
year of operation.
34) Question from Shirley Peel: Offer 13.18 - Police Security Cameras and Access
Controls: If the building was delivered with design flaws, why didn't we correct those at
the time?
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Response from Greg Yeager (Police Services):
Camera System: installed in 2007 and upgraded in 2014 to Panasonic is due for
replacement of hardware and new design must allow for full facility/angle coverage.
o Collaborating with Jim Byrne in Emergency Preparedness and Security on city-wide
system/vendor
Access Control System: original equipment installed with building construction in
2007; intermittent replacements made as needed. System needs to be upgraded in
future.
o Currently challenged by system compatibility with city-wide integration plan
Both cameras and access control have deficiencies due to age and changing city
expectations, but no actions need to be taken against vendors from 2007 or 2014.
35) Request from Kelly Ohlson: Please provide a list of the total new Police positions in
the Recommended Budget, breaking out the various position types.
Response from Frank Barrett (Police Services):
13 FTE positions are being requested and one hourly, split between 2023 and 2024.
4 FTE Sworn Police Officers.
o 2 starting in 2023 and 2 in 2024
1 FTE Criminalist assigned to the Crimes Against Persons Unit.
o Starting in 2023
o This is a new professional staff (civilian) position that would investigate crimes
involving technology or the internet.
1 FTE Senior Tech for red light camera and photo radar program.
o Starting in 2023
o This is a new position to manage the expansion of the red light and camera
radar program.
2 FTE Emergency Dispatchers.
o 1 Dispatcher starting in 2023 and an additional dispatcher in 2024
5 FTE Community Service Officer (CSO) positions.
o 3 positions requested in 2023 that includes 2 CSO officers and 1 CSO
Supervisor in 2023 and then 2 additional CSO officers in 2024.
o These are professional staff positions that would enhance the current CSO
unit. It would allow CSOs to handle more calls for service, which do not
require a sworn officer, freeing up sworn officers to respond to in-progress
calls.
o The supervisor position is new and would allow for a better supervisory span
of control in the unit.
1 Hourly Clerk for Redlight Camera (part time).
o Starting in 2023
o This position is for the purpose of supporting Muni Court for processing
Redlight tickets that are issued.
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36)Question from Kelly Ohlson: Offer 66.4 - 1.0 FTE Park Ranger: Please provide
detail of what these positions do and how do they treat situation where pedestrians are
impacted by speeding bicyclists, for example.
Response from Robert Crabb (Parks):
Implemented in 2013, the Parks Ranger program currently consists of one Lead Park
Ranger and two Park Rangers. The Park Ranger staff act as park and paved trail
ambassadors for parks and trail users, visitors and those who sometimes need a helping
hand. Further, they serve as liaisons among maintenance staff and community
members; are visibly active, knowledgeable, educational resources for the public
regarding park use; and have authority to enforce relevant City code, parks rules and
regulations. It should be noted that Park Rangers do not have the authority to arrest,
detain or pursue individuals or groups. Park Rangers rely on voluntary compliance,
made possible by the authority of the resource.
Park Ranger staff currently patrol 45 neighborhood parks, 7 community parks, and 45
miles of hard surface trails spread over approximately 36 square miles. Since its
Department, including 2 Cemeteries, 3 Golf Courses, several recreation facilities,
multiple streetscapes/medians, and the Downtown area. Time is spent working on
homelessness issues such as illegal camping, drug and alcohol use, abandoned
property, transient camp clean ups, and vandalism; disruptive student behavior in parks;
and dog off- leash issues. This has greatly impacted Park Ranger resources that would
normally be allocated to performing routine patrols across the entire parks system. Most
patrols are currently directed to specific problems/issues occurring in parks or on trails.
The scope of the program requires interaction and collaboration with Police Services,
Natural Areas Rangers, Social Sustainability, the Downtown Development Authority,
social service providers and Poudre School District.
Park Ranger hours are 6am-4pm, with slight seasonal variation. 7 days per week
coverage is achieved utilizing flex scheduling, i.e.. 10-hour days.
It is anticipated that the additional 1.0 FTE Park Ranger Enhancement funded thus far
will work a flex schedule, Fri- Mon, 10-hour days, in order to increase the busy weekend
presence from 1 Ranger to 2 Rangers on duty. We are looking into a staggered start on
the weekends so that we can go deeper into the evening with patrols, both routine and
direct.
Park Rangers respond to concerns from pedestrians regarding speeding cyclists with
email and phone call reach outs, getting more information about time and place and
(e.g.,
Spring Creek Trail intersections, Poudre Trail near downtown and Whitewater Park,
Power Trail straight-aways). Rangers will contact cyclists willing to stop and have
educational conversations regarding the courtesy speed limit of 15 mph and the request
to callout to pedestrians before and during the moment of passing. Park Rangers also
pa pop-the FC Moves program. These
events are scheduled 2-3 times per year, on Bike to work days annually and held at
various trail locations throughout the system. Park Rangers also work with Park staff and
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the public regarding suggestions for SLOW decals to be added to particular sections of
the trail system recently implemented at Golden Meadows park and Spring Canyon
parking lot intersection with Spring Creek trail.
Please see Attachment #4 for a sample of the Park Ranger brochure ( a Spanish version
is also available) for park users developed in 2022.
37) Question from Shirley Peel:
Offer 4.44 - Utilities: Stormwater 1.0 FTE - Civil Engineer II
Offer 4.47 - Utilities: 1.0 FTE Project Manager (Civil Engineer II)
Offer 4.55 - 1.0 FTE - Water Engineer II
- Please provided a holistic explanation of the various funded enhancement positions
within Utilities, including why these positions were not recommended for funding.
Response from Jason Graham (Water Utilities):
The general philosophy for recommending FTEs was focused on front line staff
positions, thinking the greatest impact will be seen by adding staff at that level. For
example, the recommended positions are a Plant Operator, GIS Specialist, and Utilities
Maintenance Operators. The Utility also limited the number of recommended FTEs
because of financial concerns including associated rate impacts. Offer 4.47 would be the
recommended offer to move forward with of the three.
Outcome: High Performing Government
38) Question from Tricia Canonico: Offer 22.9 - 1.0 FTE - Volunteer Engagement
Specialist: I think we should be striving for greater volunteerism in the City especially in
parks. I hear from so many residents that they are looking for ways to volunteer (kids,
seniors, moms with extra time on their hands) yet volunteering with the city is never
something I hear anyone mentioning. Could this position pay for itself if we could
increase volunteer hours?
Response from Sue Schafer (Human Resources):
The Volunteer Engagement Specialist would work directly with four departments (Parks,
engagement and allow staff to focus more on the work for which they are uniquely
qualified. In 2021, 4,045 volunteers donated over 70,000 hours, which equates to 33 full-
time employees and an economic impact of $2.13 Million. Through collaboration and
strategic planning, the Volunteer Services team seeks to increase the diversity of the
meaningful volunteer service.
39) Question from Emily Francis:
Offer 35.7 -Records Digitization Project and Pilot
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Offer 35.12 Deputy City Clerk providing Agenda Management Support for Council and
its Committees
Offer 35.13 Legislative Management System Evaluation and Implementation:
Finding Council records can be challenging, and it is so difficult to find information
rms supportive of whichever offer would help in
making Council records more user friendly, but unsure which offer or combination of
offers would best help in addressing this.
Response from Anis
While all of these offers have some role in how Council records and information are
maintained and made publicly accessible, it is Offer 35.13 that most directly and
completely addresses the concerns raised about ease of finding Council records.
Records management at Fort Co
the departmental level, there are several records custodians across the organization.
The City Clerk is designated as the Clerk of the Council and has responsibility for all
Council records.
Current limitations in this work include both people and technology resources. Offer
35.13 for a new legislative management system helps in addressing both of these
constraints at least in part. A new interim agenda management system was implemented
in mid-year 2022. This was done rapidly out of necessity from the requirement to retire
two separate legacy systems that were being used to present Council agendas and
supporting materials. The timing for this transition was accelerated due to the need for IT
to imminently shut down the out-of-date server one of these systems is hosted on and
an unexpected 50% price increase in the annual contract for the other system, which is
also past its support lifespan and is a product the vendor is actively trying to transition
users away from.
The interim solution put in place for presenting agenda materials was identified because
within the existing budget for this type of software. It is not a robust product, as it is
designed for significantly smaller municipalities. As a result, using this interim system
automated in more complex systems that are better scoped for organizations like Fort
Collins. This is why this solution was only intended to operate on an interim basis.
Transitioning into a full-service legislative management system will provide a more
robust experience for all users, including most significantly improving the ease of
accessing information about the work of the Council in a much more intuitive way. It also
amount of manual rework currently required to produce agendas and other Council
records. Implementing this sort of system is also in line with the goals and objectives of
the organization around investing in technology and systems updates in a sustainable
manner, moving away from the hybrid approach previously used that relied on heavy
customization and out of date systems.
The implementation of a new system requires robust needs analysis across the
organization, as this is a tool that every City department utilizes at some point. Multiple
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stakeholders are a part of the Council process, both internally at the City and externally
across the community and all need to be considered in developing key elements of a
long-term system. This is the reason for the focus in this one-time enhancement offer
over a period of two years to allow for a full evaluation process that will then be followed
by implementation to ensure this work truly meets identified needs and provides a
greatly improved experience for all end users in ease of accessing key Council records
and information.
40) Question from Kelly Ohlson: Offer 15.9 - Fleet Vehicle and Equipment New
Replacements: Please provide a breakdown of the current vehicle stock and the aging
of that inventory.
Response from Tracy Ochsner (Operation Services):
Please see Attachment #5 titled: Offer 15.9 - Fleet Vehicle and Equipment New
Replacements. The vehicles identified on this list meet or exceed the eligibility
replacement criteria. The replacement scoring that is used is based on age, projected
mileage/hours, and maintenance. Generally, a score of 20 or more will deem a vehicle
eligible for replacement. It should be noted however, just because a score of 20 or
more is identified, each unit is evaluated to determine only the most critical ones to
replace w
just below the scoring threshold of 20. Those units are higher mileage, or much older in
nts of
the department but will be repurposed within the City Fleet.
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Average
Original Budget 1,275,364 1,316,746 1,193,141 1,216,296 1,239,806 1,193,415 1,223,895 1,222,891 1,218,097 1,220,149 1,231,980
Actual Spending 1,117,114 1,783,153 2,235,465 2,685,745 2,725,202 2,045,911 2,104,626 3,428,881 3,127,194 2,820,425 2,407,372
Variance 158,250 (466,407) (1,042,324) (1,469,449) (1,485,396) (852,496) (880,731) (2,205,990) (1,909,097) (1,600,276) (1,175,392)
% deficit 12%35%87%121%120%71%72%180%157%131%95%
2017 2018 2019 2020 2021 Average
Original Budget 1,193,415 1,223,895 1,222,891 1,218,097 1,220,149 1,215,689
Actual Spending 2,045,911 2,104,626 3,428,881 3,127,194 2,820,425 2,705,407
Variance (852,496) (880,731) (2,205,990) (1,909,097) (1,600,276) (1,489,718)
% deficit 71%72%180%157%131%123%
Quarterly Performance Report
April– June, 2022
This quarterly report provides information related to contracted agencies, budget costs, use statistics and
revenue generation for the Northern Colorado Law Enforcement Training Center through the second quarter of
2022. In summary we have 24 agencies under use contracts and have generated $40,288.00 in rental revenue to
date. We remain under budget for personnel and operational costs and our use rates continue to increase.
Participation and Partnerships:
The following law enforcement and private sector organizations have entered into a contractual agreement
through the end of 2026, for their access to and use of the various facilities located at the NCLETC.
Partner Agency IGA’s – pays a percentage of annual operating cost in exchange for first access to the calendar.
1. Front Range Community College: reimburses 12% of annual operational costs, not to exceed $60,000.00 for
2022.
Contracted Law Enforcement Agencies – pays rental fees as they go, for 4-hour blocks of facility access.
1. B.N.S.F. Police
2. Colorado State Patrol
3. Colorado State University Police Dept.
4. Denver Public Schools Police
5. Department of Homeland Security Investigations6
6. Estes Park Police Department
7. F.B.I. – Denver
8. Firestone Police Dept.
9. Frederick Police Dept.
10. Grand County Sheriff’s Office
11. Greeley Police Dept.
12. Johnstown Police Dept.
13. Lafayette Police Dept.
14. Longmont Police Dept.
15. Larimer County Sheriff’s Office
16. Larimer County Park Rangers
17. Mead Police Dept.
18. Milliken Police Dept.
19. Severance Police Dept.
20. Timnath Police Dept.
21. University of Northern Colorado Police Dept.
22. Windsor Police Dept.
Contracted Private Sector Agencies – subject to private sector fees schedule for 4-hour blocks of facility access.
1. “Without Limits Racing” - bicycle racing. They hosted two bike races this year in April and May.
During this quarter, the Estes Park Police Department completed a use contract and the Boulder County
Sheriff’s Office is awaiting approval as well.
Safety:
Attention to safety is a top priority for the NCLETC staff and we hold all users accountable for compliance to
our safety rules and regulations. Our annual goal will always be to have zero incidents of significant property
damage and zero incidents of significant injury to our users.
1. Significant property damage to date: None
2. Significant injury to date: None
Use Statistics:
Facility use rates through the 2nd quarter and current use reservations through the end of 2022 remain
encouraging. The firing range is currently at 74% of it’s total use capacity and the driving track and skills pad are
currently at 38% and 42% respectively. This data confirms the use demand for the firing range is very near
exceeding its capacity and the demand for the driving track and skills pad continue to grow. These facilities are
proving to be the strongest revenue generators at the NCLETC and unplanned and make-up training needs for the
owning agencies and outside agencies in the region in the second half 2022 should cause these use rates to
increase.
Our classrooms and conference rooms continue to be used primarily by the Fort Collins and Loveland police
departments, and by the Front Range Community College Law Enforcement Academy. As such they are proving to
not be revenue generators.
Operational Budget and Expenses:
The chart below depicts the current status of the NCLETC budget through the second quarter of 2022. This
chart now includes the costs of a second full time employee, but this staff member is currently in backgrounds
and has not yet to be hired.
There has been a great deal of work by staff for the City of Fort Collins and the City of Loveland related to
estimates for the operational budget, equipment and service needs and personnel costs for 2022. The expended
and encumbered funds depicted below include the lead mining and cleaning services for the firing range and
bullet trap, which were completed in June. This line item also covers the purchase of replacement intake and
exhaust air filters for the firing range, and the service to replace exhaust filters in early July for the proper
functioning of the air handling system.
Segments Total Budget YTD Exp YTD Enc Total
Available
Total
Percent
SubTotal : Personal Services $234,453 $61,229 $0 $173,224 74
SubTotal : Purchased Services $294,982 $49,666 $99,740 $145,576 49
SubTotal : Supplies $58,137 $27,448 $4,340 $26,350 45
SubTotal : Cost Allocations-
Expense
$63,000 $31,500 $0 $31,500 50
Grand Total : $650,572 $169,842 $104,080 $376,650 58
Revenue Generation:
Revenue to Date: January 1 through June 30, 2022
Jan, 2022: Denver Public Schools: $800.00
Feb, 2022: Windsor PD, Denver Public Schools, CSP: $2,320.00
March, 2022: Larimer County SO, Timnath PD: $4,600.00
April, 2022: Larimer County SO, CSU PD, Without Limits: $2,700.00
May, 2022: Without Limits, FBI, CSP, Windsor PD, LCSO: $3660.00
June, 2022: LCSO, Windsor PD, CSU PD, Denver Public Schools, Estes Park PD: $5,400.00
June, 2022: FRCC 1/2-year invoice: $20,808.43 ($60,000.00 “not to exceed” for the year)
Total to Date: Rentals; $40,288.43
Needs and Pending Activities:
2022 will bring our first full year of operation and a great deal more will be learned regarding our equipment
needs, budgeting needs and maintenance costs in supporting the two owner agencies and the regional law
enforcement training needs throughout Northern Colorado. We will also learn a great deal more about the
potential for revenue generation under our current business model to off-set our operational costs.
The addition of a second full-time employee was well underway in the first quarter, with a final selection
scheduled to be made in April. Unfortunately, this recruiting effort failed to select a viable candidate and we re-
posted the opening for another recruiting effort. A successful candidate was identified in late May but
unfortunately, declined the condition job offer some weeks later. Our current candidate is in backgrounds and is
scheduled to start in mid-August. Once this second staff member is on-boarded, we will expand our operational
hours of availability from Monday – Friday, 8 am to 5 pm, to Monday – Saturday, 8 am to 9 pm. These additional
hours of availability may allow us to recruit an additional Partner Agency in AIMS Community College in 2023 and
should increase rental fee generation.
Respectfully submitted,
Ken Koch
Training Center Manager
Northern Colorado Law Enforcement Training Center
Offer 15.9 - Fleet Vehicle and Equipment New Replacements
2023 replacements
Meter Projected Miles/Hrs
Year Description Unit #
Department Name Type when delivered Score Reason for Replacement
2013 2013 Ford F150 Super Cab / Replace 22618 ENGINEERING Miles 105,295 21 Mileage will exceed standards
2013 2013 Ford F150 Super Cab / Replace 22619 ENGINEERING Miles 128,652 22 Mileage will exceed standards
2013 2013 Ford F150 Super Cab / Replace 22620 ENGINEERING Miles 125,779 21 Mileage will exceed standards
2019 2019 Chevy Bolt / Replace with Full S 12602 ENGINEERING Miles 26,094 8 Vehicle type is incompatible. Will be repurposed within City Fleet
2002 2002 Ford F250 25302 FORESTRY Miles 74,596 31 Replacement Eligible based on Age,hour,repair costs model
2008 2008 Chevy Cargo Van 26304 FACILITIES - HVAC Miles 102,194 26 Mileage will exceed standards
1998 1998 GMC Sonoma 26318 FACILITIES - BLDG REPAIRS & MAI Miles 70,959 36 Replacement Eligible based on Age,hour,repair costs model
1984 1984 Navistar 1954 4x2 SA Dump 22408 TRAFFIC - CONSTRUCTION Miles 44,579 50 Replacement Eligible based on Age,hour,repair costs model
1994 Replace PU with EV 2696 RECREATION - EDORA POOL & ICE Miles 59,323 40 Replacement Eligible based on Age,hour,repair costs model
2007 SA Patcher Truck 22023 STREETS - PATCHING Hours 8,608 31 Replacement Eligible based on Age,hour,repair costs model
2001 TA Dump With Snow 2095 STREETS - WORK FOR OTHERS Miles 170,260 44 Mileage will exceed standards
2001 TA Dump With Snow 2096 STREETS - WORK FOR OTHERS Miles 177,504 43 Mileage will exceed standards
2003 TA Flusher Truck 22007 STREETS - WORK FOR OTHERS Hours 4,742 29 Replacement Eligible based on Age,hour,repair costs model
2012 2012 2WD Pickup 26704 PDT - BUILDING INSPECTION Miles 127,626 22 Mileage will exceed standards
2012 2012 2WD Pickup 26706 PDT - BUILDING INSPECTION Miles 85,106 18 Replacement Eligible based on Age,hour,repair costs model
2004 2004 Bobcat Toolcat 5600 w/ angle b 34024 PARK MAINT - FACILITIES Hours 6,364 34 Replacement Eligible based on Age,hour,repair costs model
2008 2008 Toro Workman 24069 PARK MAINT - NORTHSIDE Hours 2,204 21 Replacement Eligible based on Age,hour,repair costs model
2000 2000 New Holland Skid Steer Loader 34000 PARK MAINT - NORTHSIDE Hours 3,011 35 Replacement Eligible based on Age,hour,repair costs model
1993 1993 JD 444 3423 PARK MAINT - PROJECT SUPPOR Hours 7,074 43 Replacement Eligible based on Age,hour,repair costs model
2004 2004 Toro Workman 24045 PARK MAINT - SOUTHWEST Hours 2,977 28 Replacement Eligible based on Age,hour,repair costs model
2000 2000 Ford Explorer 2466 PARK MAINT - SOUTHWEST Miles 94,241 35 Mileage will exceed standards
2000 2000 Ford Utility F250 2493 PARK MAINT - SOUTHWEST Miles 105,210 36 Mileage will exceed standards
2003 2003 Toro Groundmaster 34010 PARK MAINT - SOUTHWEST Hours 4,851 33 Replacement Eligible based on Age,hour,repair costs model
2007 2007 Ford F150 4x4 PU 24063 PARK MAINT - SPORTS TURF & CO Miles 70,827 25 Replacement Eligible based on Age,hour,repair costs model
2007 2007 Workman 24064 PARK MAINT - SPORTS TURF & CO Hours 3,458 28 Replacement Eligible based on Age,hour,repair costs model
2007 2007 Workman 24065 PARK MAINT - SPORTS TURF & CO Hours 1,965 24 Replacement Eligible based on Age,hour,repair costs model
2009 2009 Workman Electric 24071 PARK MAINT - SPORTS TURF & CO Hours 570 22 Replacement Eligible based on Age,hour,repair costs model
2010 Tahoe 4wd 21077 POLICE - PATROL & SOD VEHICLES Miles 115,968 24 Mileage will exceed standards
2011 Explorer XLT 4x4 21085 POLICE - CID & ADMIN VEHICLES Miles 93,012 21 Mileage will exceed standards
2012 CAPRICE 11119 POLICE - PATROL & SOD VEHICLES Miles 119,729 28 Mileage will exceed standards
2012 CAPRICE 11125 POLICE - PATROL & SOD VEHICLES Miles 96,662 22 Mileage will exceed standards
2011 Tahoe 4wd 21082 POLICE - PATROL & SOD VEHICLES Miles 91,582 21 Mileage will exceed standards
2011 Grand Caravan Mainstreet 21650 POLICE - CID & ADMIN VEHICLES Miles 105,955 23 Mileage will exceed standards
2006 IMPALA 11619 POLICE - PATROL & SOD VEHICLES Miles 90,452 30 Mileage will exceed standards
2015 INTERCEPTOR UTILITY 21137 POLICE - PATROL & SOD VEHICLES Miles 108,233 20 Mileage will exceed standards
2011 Tahoe 4wd 21083 POLICE - PATROL & SOD VEHICLES Miles 101,154 23 Mileage will exceed standards
2012 CAPRICE 11129 POLICE - PATROL & SOD VEHICLES Miles 76,052 21 Replacement Eligible based on Age,hour,repair costs model
2012 CAPRICE 11130 POLICE - PATROL & SOD VEHICLES Miles 97,578 23 Mileage will exceed standards
2011 CAPRICE 11114 POLICE - PATROL & SOD VEHICLES Miles 98,870 23 Mileage will exceed standards
2000 SAFARI VAN 2133 POLICE - PATROL & SOD VEHICLES Miles 86,422 35 Replacement Eligible based on Age
2015 TAHOE 21674 POLICE - CID & ADMIN VEHICLES Miles 121,228 18 Mileage will exceed standards
2011 Police Interceptor Crown Vic 11103 POLICE - PATROL & SOD VEHICLES Miles 92,965 22 Mileage will exceed standards
2013 INTERCEPTOR UTILITY 21107 POLICE - PATROL & SOD VEHICLES Miles 113,964 25 Mileage will exceed standards
2013 INTERCEPTOR UTILITY 21093 POLICE - PATROL & SOD VEHICLES Miles 101,324 20 Mileage will exceed standards
2012 CAPRICE 11134 POLICE - PATROL & SOD VEHICLES Miles 93,130 20 Mileage will exceed standards
2011 Police Interceptor Crown Vic 11108 POLICE - PATROL & SOD VEHICLES Miles 94,067 23 Mileage will exceed standards
2015 INTERCEPTOR UTILITY 21127 POLICE - PATROL & SOD VEHICLES Miles 103,917 40 Mileage will exceed standards
2015 F-150 4x4 Super Cab 21175 POLICE - CID & ADMIN VEHICLES Miles 120,523 18 Mileage will exceed standards
2010 FUSION HYBRID 11623 POLICE - PATROL & SOD VEHICLES Miles 85,255 24 Replacement Eligible based on Age,hour,repair costs model
2013 INTERCEPTOR UTILITY 21095 POLICE - PATROL & SOD VEHICLES Miles 91,161 19 Mileage will exceed standards
2011 CAPRICE 11127 POLICE - PATROL & SOD VEHICLES Miles 90,362 22 Mileage will exceed standards
2012 CAPRICE 11123 POLICE - PATROL & SOD VEHICLES Miles 110,718 26 Mileage will exceed standards
2009 Police Interceptor Crown Vic 11097 POLICE - PATROL & SOD VEHICLES Miles 82,019 25 Replacement Eligible based on Age,hour,repair costs model
2015 INTERCEPTOR UTILITY 21151 POLICE - PATROL & SOD VEHICLES Miles 117,230 18 Mileage will exceed standards
2013 INTERCEPTOR UTILITY 21094 POLICE - PATROL & SOD VEHICLES Miles 103,507 21 Mileage will exceed standards
2012 CAPRICE 11116 POLICE - PATROL & SOD VEHICLES Miles 87,582 22 Replacement Eligible based on Age,hour,repair costs model
2015 INTERCEPTOR UTILITY 21121 POLICE - PATROL & SOD VEHICLES Miles 117,464 20 Mileage will exceed standards
2015 SIENNA 21174 POLICE - CID & ADMIN VEHICLES Miles 95,167 16 Mileage will exceed standards
2008 SUPRCREW 4X4 21061 POLICE - TRAFFIC SURCHARGE Miles 83,453 27 Replacement Eligible based on Age,hour,repair costs model
2004 SNOWPLOW BLADE Age and condition
2004 SNOWPLOW BLADE Age and condition
2024 replacements
Meter Projected Miles/Hrs
Year Description Unit #
Department Name Type when delivered Score Reason for Replacement
1993 1993 JD Loader 444 35301 FORESTRY Hours 8,136 53 Replacement Eligible based on Age,hour,repair costs model
2009 2009 Dodge Dakota Crew Cab 4x2 25310 FORESTRY Miles 77,772 22 Replacement Eligible based on Age,hour,repair costs model
2008 2008 Chevy Cargo Van 26306 FACILITIES - HVAC Miles 85,555 24 Replacement Eligible based on Age,hour,repair costs model
2018 2018 Chevy Colorado 26025 FLEET - PARTS DEPT Miles 175,986 14 Mileage will exceed standards
1012 2012 Ford F550 4x2 Supercab Bucke 22412 TRAFFIC - CONSTRUCTION Hours 9,898 24 Replacement Eligible based on Age,hour,repair costs model
1999 1999 Navistar SA Class 6 - Scissor Lift 2235 TRAFFIC - CONSTRUCTION Hours 4,518 36 Replacement Eligible based on Age,hour,repair costs model
2012 2012 Isuze Sign Truck 22508 TRAFFIC - SIGNS & PAINT Miles 119,692 21 Mileage will exceed standards
2012 Full size pick up 4x4 w plow 22008 STREETS - SNOW Miles 123,757 37 Mileage will exceed standards
2001 TA Dump with Snow Removal 2097 STREETS - WORK FOR OTHERS Miles 162,936 41 Mileage will exceed standards
1997 1 ton dump 2091 STREETS - WORK FOR OTHERS Miles 71,757 28 Replacement Eligible based on Age,hour,repair costs model
2004 Mid size or hybrid truck 22012 STREETS - WORK FOR OTHERS Miles 59,991 28 Replacement Eligible based on Age,hour,repair costs model
Meter Projected Miles/Hrs
Year Description Unit #
Department Name Type when delivered Score Reason for Replacement
2014 Elgin Sweeper 22045 STREETS - SWEEPING Hours 9,164 34 Replacement Eligible based on Age,hour,repair costs model
2006 TA Dump with Snow Removal 22018 STREETS - WORK FOR OTHERS Miles 112,866 33 Mileage will exceed standards
2012 2012 2WD Pickup 26706 PDT - BUILDING INSPECTION Miles 92,989 18 Mileage will exceed standards
2987 1987 GMC C2500 w/ Pressure Wash 24054 PARK MAINT - FOSSIL CREEK COM Miles 54,804 49 Replacement Eligible based on Age,hour,repair costs model
2010 2010 Ford F250 4x2 reg cab utility 24077 PARK MAINT - PROJECT SUPPOR Miles 88,313 23 Replacement Eligible based on Age,hour,repair costs model
2006 2006 JD Truckster 24060 PARK MAINT - SOUTHEAST Hours 4,283 25 Replacement Eligible based on Age,hour,repair costs model
2007 2007 Toro Workman 24061 PARK MAINT - SOUTHWEST Hours 4,449 27 Replacement Eligible based on Age,hour,repair costs model
2009 2009 Toro Groundmaster 34034 PARK MAINT - SPORTS TURF & CO Hours 4,859 23 Replacement Eligible based on Age,hour,repair costs model
2012 2012 Chevy Silverado 3500 4x4 Flatb24082 PARK MAINT - FACILITIES Miles 107,739 21 Mileage will exceed standards
2012 2012 Chevy Silverado 3500 4x4 Flatb34024 PARK MAINT - FACILITIES Hours 6,549 26 Replacement Eligible based on Age,hour,repair costs model
2003 2003 Toro UT Truckster 24026 PARK MAINT - FOSSIL CREEK COM Hours 1,439 25 Replacement Eligible based on Age,hour,repair costs model
2004 2004 Ford F350 Utility Body 24042 PARK MAINT - NORTHSIDE Miles 94,912 31 Mileage will exceed standards
2008 DURANGO 21068 POLICE - PATROL & SOD VEHICLES Miles 79,484 29 Replacement Eligible based on Age,hour,repair costs model
2013 INTERCEPTOR UTILITY 21089 POLICE - PATROL & SOD VEHICLES Miles 140,177 21 Mileage will exceed standards
2016 INTERCEPTOR UTILITY 21169 POLICE - PATROL & SOD VEHICLES Miles 120,135 17 Mileage will exceed standards
2005 DURANGO 21043 POLICE - PATROL & SOD VEHICLES Miles 81,906 27 Replacement Eligible based on Age,hour,repair costs model
2009 ESCAPE HYBRID 21632 POLICE - CID & ADMIN VEHICLES Miles 84,541 27 Replacement Eligible based on Age,hour,repair costs model
2006 DURANGO 21056 POLICE - PATROL & SOD VEHICLES Miles 78,019 27 Replacement Eligible based on Age,hour,repair costs model
2015 INTERCEPTOR UTILITY 21123 POLICE - PATROL & SOD VEHICLES Miles 113,846 18 Mileage will exceed standards
2012 FUSION 11633 POLICE - CID & ADMIN VEHICLES Miles 91,793 19 Replacement Eligible based on Age,hour,repair costs model
2015 INTERCEPTOR UTILITY 21139 POLICE - PATROL & SOD VEHICLES Miles 94,627 17 Mileage will exceed standards
2009 ESCAPE HYBRID 21631 POLICE - CID & ADMIN VEHICLES Miles 87,898 25 Replacement Eligible based on Age,hour,repair costs model
2011 ESCAPE HYBRID 21080 POLICE - CID & ADMIN VEHICLES Miles 96,113 20 Mileage will exceed standards
2015 INTERCEPTOR UTILITY 21143 POLICE - PATROL & SOD VEHICLES Miles 108,722 19 Mileage will exceed standards
2016 INTERCEPTOR UTILITY 21165 POLICE - PATROL & SOD VEHICLES Miles 129,129 17 Mileage will exceed standards
2013 INTERCEPTOR UTILITY 21104 POLICE - PATROL & SOD VEHICLES Miles 82,636 23 Replacement Eligible based on Age,hour,repair costs model
2015 INTERCEPTOR UTILITY 21146 POLICE - PATROL & SOD VEHICLES Miles 108,537 17 Mileage will exceed standards
2016 INTERCEPTOR UTILITY 21157 POLICE - PATROL & SOD VEHICLES Miles 130,247 17 Mileage will exceed standards
2004 F250 4X4 P/U 21607 POLICE - PATROL & SOD VEHICLES Miles 80,156 30 Replacement Eligible based on Age,hour,repair costs model
2015 INTERCEPTOR UTILITY 21133 POLICE - PATROL & SOD VEHICLES Miles 103,138 18 Mileage will exceed standards
2016 RAV 4 HYBRID 21680 POLICE - PATROL & SOD VEHICLES Miles 130,894 14 Mileage will exceed standards
2015 INTERCEPTOR UTILITY 21141 POLICE - PATROL & SOD VEHICLES Miles 111,242 17 Mileage will exceed standards
2011 TRAVERSE 21645 POLICE - CID & ADMIN VEHICLES Miles 101,560 22 Mileage will exceed standards
2014 INTERCEPTOR UTILITY 21115 POLICE - PATROL & SOD VEHICLES Miles 107,300 20 Mileage will exceed standards
2013 Journey SXT FWD 21117 POLICE - PATROL & SOD VEHICLES Miles 106,994 20 Mileage will exceed standards
2016 INTERCEPTOR UTILITY 21173 POLICE - PATROL & SOD VEHICLES Miles 113,020 16 Mileage will exceed standards
2015 INTERCEPTOR UTILITY 21138 POLICE - PATROL & SOD VEHICLES Miles 102,982 16 Mileage will exceed standards
2016 INTERCEPTOR UTILITY 21202 POLICE - PATROL & SOD VEHICLES Miles 111,036 16 Mileage will exceed standards
2009 Outback 2.5i Wagon 11622 POLICE - CID & ADMIN VEHICLES Miles 79,556 23 Replacement Eligible based on Age,hour,repair costs model
Meter Projected Miles/Hrs
Year Description Unit #
Department Name Type when delivered Score Reason for Replacement
2009 ESCAPE HYBRID 21633 POLICE - CID & ADMIN VEHICLES Miles 101,625 26 Mileage will exceed standards
2013 INTERCEPTOR UTILITY 21110 POLICE - PATROL & SOD VEHICLES Miles 94,757 18 Mileage will exceed standards
2012 INTERCEPTOR UTILITY 21105 POLICE - PATROL & SOD VEHICLES Miles 105,290 19 Mileage will exceed standards
2015 TAHOE 21686 POLICE - CID & ADMIN VEHICLES Miles 111,719 18 Mileage will exceed standards
2013 INTERCEPTOR UTILITY 21108 POLICE - PATROL & SOD VEHICLES Miles 100,089 19 Mileage will exceed standards
2013 INTERCEPTOR UTILITY 21109 POLICE - PATROL & SOD VEHICLES Miles 107,882 19 Mileage will exceed standards
2015 INTERCEPTOR UTILITY 21152 POLICE - PATROL & SOD VEHICLES Miles 123,852 18 Mileage will exceed standards
2015 INTERCEPTOR UTILITY 21135 POLICE - PATROL & SOD VEHICLES Miles 102,459 18 Mileage will exceed standards
2015 INTERCEPTOR UTILITY 21122 POLICE - PATROL & SOD VEHICLES Miles 107,002 17 Mileage will exceed standards
2015 INTERCEPTOR UTILITY 21126 POLICE - PATROL & SOD VEHICLES Miles 114,231 16 Mileage will exceed standards
2004 SNOWPLOW BLADE Age and condition
2004 SNOWPLOW BLADE Age and condition
Regional Spending of American Rescue Plan Act Funds
The City of Fort Collins, Larimer County, Poudre School District (PSD) and several other local entities have received
federal American Rescue Plan Act (ARPA) funds to support pandemic response and recovery. This attachment includes a
snapshot of programs funded by these dollars by the City, Larimer County and PSD.
Larimer County and the City of Fort Collins both received SLFRF dollars and are in the process of allocating and spending
funds on a variety of different programs:
SLFRF SPEND: City of Fort Collins & Larimer County
Compared to an average distribution of how municipalities are spending SLFRF funds, Larimer County and the City are
both allocating more funds toward external community uses.
General SLFRF Spend by Municipalites*
*SLFRF dollars budgeted through Dec. 2021 by spending group – cities and counties with populations over 250,000
SOURCE: NLC, NACo and Brookings Metro analysis of U.S. Treasury data covering 240 counties and 89 cities and consolidated city-county
governments
Larimer County is spending significant amounts of their $63.9M in SLFRF funds for infrastructure and government
operations, along with public health measures related to mental health, substance use and behavioral health. The
following pages include a detailed breakdown of specific County in each of the categories in the chart above. The City’s
list of ARPA-funded projects is also included, however please note that the categories are slightly different as they match
what is laid out in the Resilient Recovery Plan.
Poudre School District (PSD):
PSD received $19.8M of ARPA Elementary and Secondary School Emergency Relief (ESSER) funding:
o 22% for charter school allocations and indirect costs
o 62% toward academic support, e.g., learning loss, salaries, curriculum development, tutoring and mental
health support
o 10% for continuation of operations, primarily went to transportation, e.g., bus drivers and salaries
o 6% went to health and cleaning, e.g., cleaning supplies, air purifiers for classrooms, etc.
The City of Fort Collins is also supporting learning loss mitigation programing through grant funding to local nonprofits.
In 2022, $375,500 was awarded to eight different agencies for this work, including PSD. View List of Awardees.
Larimer County ARPA SLFRF Spend
Infrastructure – Larimer County
Program Name
Program
Budget
Spent or
Committed
June ‘22 Description
Drinking Water
Storage Immediate Needs
Grants $35,000 $35,000 Grant to Town of Berthoud to address algae blooms in drinking
water supply.
Mobile Home Park Water
System Improvement
Immediate Needs
$132,500 $0
Grant to COFC Mobile Home Park Residents' Rights Team to
complete water infrastructure upgrades at mobile home parks.
Upgrades
Upgrade of Swim Beach
Facility at Carter Lake $610,000 $0 No description included
Water & Sewer
Red Feather Lakes Water
System Feasibility Study $150,000 $95,000 Cost of consultant to conduct study.
Natural Resources Water &
Sewer Improvement
Projects
$1,370,000 $0
Inlet Bay Marina Toilet Upgrade, Carter Lake Dump Station,
Hermit Park Wastewater Treatment and Pavilion Well System.
Renovations
Community Justice
Alternatives facility $2,700,000 $0 Facility improvements for cleanliness and safe operations.
Broadband
Last Mile $500,000 $0
Four projects: to connect to enable remote learning in TSD,
Vista MHP, Drake community in Big Thompson Canyon, Sylvan
Dale Guest Ranch
Middle Mile $10,200,000 $0
Partner with Poudre Valley Rural Electric to install fiber optic
cable from Livermore to Red Feather Lakes.
Infrastructure Total $15,697,500 $130,000
Government Operations – Larimer County
Program Name
Program
Budget
Spent or
Committed
June ‘22 Description
Administration
FRF Administration $219,679 $59,587 No description provided
Community Outreach $60,000 $19,191
Staff and operating costs to drive community input.
Other Governments –
Immediate Needs Grants $170,400 $163,788
To support County districts that experienced revenue losses:
Estes Valley Recreation and Park District; Boxelder Sanitation
District. Also award to Wellington Fire Protection District to
cover employee sick time.
Public Employee Wages and Hiring (Incentives, Premium Pay and Payroll)
Congregate Correctional
Incentives Sheriff's Office $73,469 $73,469
Paid to civilian staff who work in congregate correctional
settings subject to COVID safety protocols that require client
cooperation.
Congregate Correctional
Incentives Community
Justice Alternatives
$497,800 $497,800
Paid to staff who work in congregate correctional settings
subject to COVID safety protocols that require client
cooperation.
Sheriff's Office $177,769 $177,769 Premium pay for Larimer County Jail staff in contact with clients
of unknown COVID-19 status.
Community Justice
Alternatives $1,035,601 $1,035,601 Premium pay for staff in contact with clients of uncertain
COVID-19 status.
Coroner's Office $1,750,000 $1,479,442 Reimburse for additional staff time requirements and
protections in examining COVID-positive persons and spaces.
Health Department Office $122,654 $122,654
Payroll costs for staff impacted by COVID-19, i.e., case
management, contact tracing, public health order
implementation, etc.
Community Justice
Alternatives $7,100,000 $6,117,851
Overtime staff costs due to shortages caused by exposures,
cases, quarantines, lack of applicants for positions. Also
additional COVID-related duties.
Sheriff's Office Payroll $782,485 $703,434 Staff shortages due to COVID-19 impacts on staff.
Revenue Replacement
Unidentified Programs
$2,961,147
$0
Other FRF Spend –
Unidentified Programs $0 $0
Government Operations
Total
$14,951,004
$10,450,586
Public Health – Larimer County
Program Name
Program
Budget
Spent or
Committed
June ‘22 Description
Mental Health
Behavioral Health Facility
Phase 2
$10,000,000 $0
Rising construction costs could delay the facility; the use of
SLFRF funds allows the County to move ahead with the facility,
which will provide short-term behavioral health services to
youth, including day treatment, acute care beds, and respite
services, which are in critical short supply in Larimer County.
Substance Abuse
Immediate Needs
$20,000
$9,975 Substance abuse services for individuals in the
criminal justice system.
Immediate Needs
$239,675
$106,065
Behavioral and mental health services grants provided to
Alliance for Suicide Prevention, Center for Family Outreach,
Jacob Family Services, Live the Victory.
Vicarious Trauma Training
for Community Justice
Alternatives staff
$32,100
$29,900 Training to improve mental health of staff working in
congregate settings during pandemic.
Community Violence Interventions
District Attorney Complex
Case Prosecutor
$450,000
$25,299
To hire a complex case attorney due to an increase in the
number of high-level, time-intensive cases which increased
during the pandemic.
Pre-Trial Services LTE
$71,509
$18,599 Increase in pre-trial release rate during pandemic resulted in
400% increase in high-risk defendants with required GPS
monitoring. Additional monitoring required additional staff.
Contract Tracing
County Health Dept. Case
Management System $56,702 $0 Add more functionality to an automated contact tracing and
case management system.
Prevention in Congregate Settings
Larimer County Jail Inmate
Health Services
$250,000
$241,278 Ongoing COVID-19 testing costs.
Community Justice
Alternatives $1,000,000 $0 No description included
Homeless Medical Housing $1,000,000
$0 Convert part of Murphy Center (run by Homeward Alliance) to a
medical services facility for persons experiencing homelessness.
Other Public Health Services
Public Health Immediate
Needs $195,000 $109,858
Grants went to Poudre Fire Dist. towards purchase of new
ambulance with enhanced COVID protection for use in rural
areas ($50,000). Homeward Alliance for provision of
homelessness services ($100,000). Salvation Army for short-
term recuperative care of homeless persons ($45,000).
Public Health Subtotal $13,314,986 $540,974
Community Aid – Larimer County
Program Name
Program
Budget
Spent or
Committed
June ‘22 Description
Assistance to Nonprofits
Immediate Needs Grants $847,955 $414,291
13 grants to nonprofits including Fort Collins Symphony
Association, Harmony Foundation, Boys & Girls Club, Estes Park
Non-profit Resource Center, Early Childhood Council of Larimer
County, No Barriers USA, Partnership for Age-Friendly
Communities, Vindeket Foods, ISAAC.
Poudre River Library
Immediate Needs $95,958 $0
To fund kits for longer duration loans of digital resources.
Expands outreach to persons without means or geographically
isolated.
Household Assistance
Food Assistance $80,000 $40,000 McBackpack and Kidspack grants to provide weekend food for
PSD students.
Rental Assistance $125,000 $25,525 Grant to Colorado Poverty Law Project to provide legal/rent
assistance to mobile home park residents.
Community Aid
Community Hall Immediate
Needs $230,000 $230,000 Contribution toward capital improvements for ADA compliance
at rural Community Hall location
Community Health
Workers OR Benefits
Navigators Immediate
Needs
$229,768 $50,057
Alianza Norco $100K for emergency and legal assistance for
Spanish speaking households, Health Services Dept for
Northern Larimer County $81,768 for a benefits navigator, The
Center for Family Outreach $48,000 for a benefits navigator.
Childcare
New childcare facilities $3,200,000 $0
For Loveland Childcare Campus (through B&G Club to purchase
a property to provide daycare and afterschool care); To start a
childcare center for Larimer County employees.
Community Aid Total
$4,808,681
$759,873
Housing – Larimer County
Program Name
Program
Budget
Spent or
Committed
June ‘22 Description
Affordable Housing
Fish hatchery Workforce
Housing $1,500,000 $0 Grant to construct workforce housing development on Town of
Estes-owned property.
Shelter
Youth Shelter $2,000,000 $0 To provide funding for transitional housing for youth.
Housing Total
$3,500,000
$0
Economic and Workforce – Larimer County
Program Name
Program
Budget
Spent or
Committed
June ‘22 Description
Small Business
Immediate Needs Grants $634,276 $530,384 16 grants to small businesses negatively impacted by pandemic.
Small Business
Development Ctr
Contribution
$10,000 $10,000
To support small businesses through consulting, classes and
other training.
Economic and Workforce
Development Total
$644,276
$540,384
City of Fort Collins ARPA SLFRF Spend
Project Name
Allocation
Amount Description
Health
Poudre Fire Authority
TecGen PPE Gear
$150,000 TecGen51 is rated to National Fire Protection Association(NFPA) 1951.
TecGen fiber has a moisture barrier, whichprotects firefighters from bodily
fluids on emergency callsand protects from COVID-19 spread on
emergency calls.
Social Services
Recovery (Human
Service Program
Increase)
$150,000 Additional funding to be distributed to nonprofits and community partners
for human services programs for the community.
Mental Health
Response Team
$818,000 Response team to support emergency calls for mental or behavioral health
issues
Municipal Court
Services – Mental
Health, Addiction and
Teen Diversion
Services
$75,000 Creation of teen diversion programs and programing for support resources
and alternative sentencing options for defendants dealing with mental
illness and/or substance use disorders.
Increased Funding for
Reduced Fee
Scholarship Program
$100,000 Additional funds to increase access to recreation and childcare programs
for vulnerable and underserved community members.
Cultural Services
Access Fund for Low-
Income Residents
$185,000 Funds to increase access to cultural services across the City
Crisis
Communications Plan
$130,000 Funding will support the development of a comprehensive
emergency/crisis communication plan for the City of Fort Collins to be
used for a variety of events, including, but not limited to, natural, human-
caused, or terrorist-
Equity and Community Resilience
Special Events
Recovery Grants
$125,000 Grants to help cover security/safety costs at special events
Direct Assistance for
Utilities Customers
$460,000 Funding for direct financial assistance to Fort Collins Utilities customers
struggling to pay bills due to the pandemic. Program includes direct
financial assistance, staffing to administer program and assist customers
and outreach to impacted customers.
Eviction Legal Fund $240,000 Programing to support education, support and mitigation of eviction
locally, including legal clinics, direct client representation, "know your
rights training", and inclusive educational outreach. Programing provided
by community partner.
24/7 Shelter at Fort
Collins Rescue
Mission
$30,000 Programing to support education, support and mitigation of eviction
locally, including legal clinics, direct client representation, "know your
rights training", and inclusive educational outreach. Programing provided
by community partner.
Homelessness
Initiatives and
Support Services
$961,000 Funds for nonprofits and other organizations to provide support and
resources for people experiencing homelessness.
Expanded Community
Outreach and
Engagement
$55,000 Funding to expand, systematize and enhance engagement with divers
groups, including those who have been historically undeserved and most
impacted by the pandemic.
DEI Office
Professional Services
Increase
$25,000 Funding to support the establishment and expansion of a Diversity, Equity
and Inclusion Office to coordinate equity and inclusion efforts across the
City, and strengthen relationships with vulnerable populations and
community partners.
Language Access
Services for Council
Meetings
$35,000 Ongoing interpretation for City Council Meetings and high priority civic
engagement events.
Cultural Services
Community Programs
Manager & Program
Support
$169,575 Staffing for cultural services program manager along with funds to support
community outreach and events
Affordable Housing
Fee Credit Fund
$350,000 Fee relief to developers of housing targeting the lowest wage earners in
the City.
Neighborhood
Resilience Projects
$40,000 Programing to support meeting needs of individuals through the popular
Adopt a Neighbor volunteer program and increase connection in
neighborhoods through Asphalt Art Projects.
Native American
Community Relations
Specialist
$313,217 1 FTE and programmatic expenses for 2.5 years to build relationships,
conduct community engagement and support community-led initiatives
with the Fort Collins Native American Community and local Native-serving
nonprofits.
Heartside Hill $1,100,000 Funding for the development of a minimum of 60 new units of
affordable housing to be developed in the Heartside Hill Community.
This project is being developed in partnership with local and regional
partners, along with the state.
Rapid Rehousing $201,000 This project provides funds to community partners for rapid rehousing
programing for families/individuals in dire need of short-term housing
assistance.
Economic Recovery
For Fort Collins $190,000 For Fort Collins is a "support local" campaign in response to business
impacts of COVID-19 and various public health orders. The campaign
provides support to businesses to help reopen, find recovery assistance
and resources to encourage supporting local businesses.
Small Business Grants $1,060,000 Grants for small businesses impacted by the pandemic
Multicultural
Business and
Entrepreneur Center
$400,000 Provides support and resources for businesses and entrepreneurs, with a
specific focus on providing support for underserved community members,
including the Latinx folks
Learning Loss
Mitigation
$400,000 Funds for nonprofits and other organizations to address student learning
loss and related developmental setbacks occurring as a result of the
COVID-19 pandemic.
Expanded Technical
Assistance for Small
Businesses
$11,258 Funds to support grants to access and education for technical assistance
needed by businesses.
Childcare System
Support
$170,000 Funds to support nonprofits and organizations to increase childcare system
support, programing and access.
Economic Health
Strategic Plan
$100,000 Funds to develop an updated strategic plan for the Economic Health Office
to layout a roadmap for long term economic recovery efforts.
Capital Project
Business Liaison
$275,000 The Capital Project Business Liaison will provide support to businesses
affected by City construction projects, ensuring they have the information,
resources and support they need throughout the project.
HR Staff Support $268,000 3 contractual FTEs to assist with a backlog of talent and data management
FTEs will assist staff in expediting requests for
COVID-Related
Hybrid Meeting
Spaces and
Community Wi-Fi
$1,300,000 Update workspaces to align with COVID protocols for quarantine and
hybrid meeting space across the City. Address the need for new public Wi-
Fi access networks at Cultural Services and Recreation facilities across the
City with updated wireless technologies and standards.
Cyber Risk
Management
$275,000 Perform planning to address cybersecurity needs addressed in strategic
plan to safeguard all devices and users from digital intrusions and ensure
the City meets the minimal requirements to renew its cyber
insurance policy.
Other
Recovery
Communications
$50,000 The funds were used to support ongoing pandemic communications, as
well as supporting outreach and public engagement efforts for the
development of the Resilient Recovery Plan.
Recovery
Administration
$823,000 Staff and administrative costs for the oversight and implementation of the
Resilient Recovery Plan, including the deployment and monitoring of ARPA
funds.
Parking Structure
Critical Preventative
Repairs
$823,000 Funding for repairs to prolong the lifespan and structural integrity of
parking structures.
Parking Structure
Security Upgrades
$446,000 Security upgrades to increase safety within parking structures.