State of Colorado National Disaster Resilience Competition Application 3. 26.2015

Exhibit A - Executive Summary In September of 2013, Colorado experienced the most devastating natural catastrophe in the state’s 138-year history. Unprecedented levels of rain fell, affecting 24 counties, and 18 counties were included in the presidential disaster declaration (DR-4145). Ten Coloradans lost their lives, and more than 18,000 people were forced to evacuate their communities. In all, the September 2013 floods wreaked an estimated $3.9 billion in damages to housing, infrastructure and the economy. The floods were preceded by the three most destructive wildfires in state history, resulting in the loss of more than 1,000 homes, significant and lasting impacts to watersheds, and subsequent post-wildfire floods and debris flows that further impacted homes and infrastructure. The High Park, Waldo Canyon, and Black Forest fires were also declared presidential disasters (DR-4067, DR-4134). Through all of these disasters and disruptions, Coloradans have demonstrated an unshakeable resolve to recover and to rebuild better, stronger and more resilient, while enhancing the social, economic and environmental vibrancy that makes Colorado great. As a result of these disasters, the State of Colorado set a goal to empower a culture of resilience and to systemically integrate resilience into the every-day business of Colorado communities. The State, through the Colorado Resiliency Working Group (CRWG) defines resiliency as: The ability of communities to rebound and positively adapt to or thrive amidst changing conditions or challenges— including disasters and changes in climate – and maintain quality of life, healthy growth, economic vitality, durable systems and conservation of resources for present and future generations. Advancing this vision into reality requires thoughtful planning, a commitment to implementation, and ultimately resources – financial and technical – to make it a lasting reality. Thus, Colorado’s NDRC strategy is centered on translating planning into action through the creation of the Colorado Community Resiliency Partnership Fund (Fund), Page 2

seeded with CDBG-NDR funds and capitalized with other private, foundation and government funds. The Fund will provide support for CDBG-NDR priority projects identified through a local planning process. The Local Resiliency Strategies (Local plans) will be guided and informed by the Colorado Resiliency Framework (Framework), Watershed Master Plans, the Risk and Vulnerability Assessment, and local planning efforts all of which are further described in this application. The Fund will leverage NDRC funds through a public-private partnership to ultimately serve as a long-term, stable source of grant and loan funds for community-based resiliency projects in declared disaster impacted areas, and eventually throughout the State. Colorado’s multi-disciplinary and cross-cutting planning process began with development of the Framework that was initiated in July of 2014, when the State of Colorado established the CRWG to serve as the steering committee. The CRWG is further supported by six subcommittees that combined include 154 stakeholders from 27 federal and state agencies, local governments, professional associations, non-profits and the private sector--all of whom will also have direct roles in the ultimate implementation of the Framework. The Governor’s Colorado Recovery Office (CRO) coordinates the CRWG with logistical, facilitation and technical support from the Federal Emergency Management Agency (FEMA). The Governor will adopt the Framework in May 2015. The State seeks to leverage CDBG-NDR funds for institutional change at the state and local levels by integrating resiliency practices into all aspects of society, policy and capital projects. The Fund will establish lasting financial support for implementation of the Framework and Local plans – to meet the most pressing recovery needs and to build long-term resiliency. Working together, Colorado’s planning processes and the Fund will empower communities, and facilitate an investment in long-term, systemic solutions for a resilient Colorado. Page 3

Exhibit B – Threshold Requirements State of Colorado NDRC Application

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Exhibit B - Threshold Requirements General Section. In 2012 and 2013 Colorado experienced wildfires that brought unparalleled devastation to the state. In September 2013, 24 counties across Colorado suffered catastrophic flooding as a result of unprecedented rainfall. High-velocity, violent floodwater racing down the mountain corridors resulted in 10 lost lives and caused more than 18,000 people to evacuate their communities. Many Coloradans were airlifted from Chinook helicopters in one of the largest air evacuations since Hurricane Katrina. The September floods impacted the entire social fabric of the state, causing major destruction to housing, businesses, and infrastructure. The State of Colorado and Colorado’s communities are currently engaged in a monumental recovery effort and will be for years to come. An estimated 28,363 dwellings were impacted by floodwaters, and 1,852 homes were destroyed. Prior to the floods, Colorado experienced the three most destructive wildfires in state history in 2012 and 2013 – the High Park, Waldo Canyon and Black Forest Fires. These fires destroyed a combined 1,092 homes, inflicted severe damage to infrastructure, watersheds and natural resources, and directly contributed to flooding, debris flow and erosion events that damaged additional homes, businesses and infrastructure. Eligible Applicant. The State of Colorado has been identified as an eligible applicant in the NDRC document. In addition, signed Partner Letters have been provided by the Governor of Colorado and the Partner entities, as described in Exhibit C.b. The Partners have committed to work collaboratively throughout the entirety of the grant to undertake specified actions. Eligible County. The target counties of Boulder, Weld, and Larimer meet the HUD-identified characteristics of most impacted and distressed counties and, as such, each geographic area meets the threshold for the most impacted and distressed characteristics. Page 5

Most Impacted and Distressed Target Area. The details of the minimum thresholds for impact, distress and unmet needs are presented for each county and sub-county area below. Boulder, Larimer and Weld Counties have been determined by HUD to be Most Impacted and Distressed Counties, per the NDRC NOFA Appendix B. Census tracts 8059009808 and 0841006700 have been determined by HUD to be Most Impacted and Distressed Sub-County Areas, per the NDRC NOFA Appendix B. These Counties and Sub-County Areas are only required to demonstrate the minimum threshold Unmet Need. The following information is provided to demonstrate that each target area meets thresholds set forth by the NOFA. However, it does not account for all unmet need remaining from the eligible disaster(s). Total unmet need is summarized in Exhibit D. Boulder County Unmet Need— Infrastructure: During the 2013 flood, the St. Vrain Creek watershed was impacted by rainfall amounts greater than 15 inches resulting in flood flows through the City of Longmont. The creek channel was breached, resulting in the flooding of hundreds of homes and entire business parks. The resulting damage destroyed private and public property for over 5 miles. The St. Vrain Improvement Project, directed by the City of Longmont will repair the creek channel and incorporate enhanced future flood protection, natural environment preservation, and public safety. The project cost is estimated at $90 million, with $31 million budgeted to the project from the City of Longmont, $21 million budgeted to the project in FEMA Flood Recovery funds, and $2.5 million in FHWA funds, leaving $35.5 million in Unmet Need. Data Sources: St. Vrain Creek Improvement Project Conceptual Design Report (Filename: Boulder Co. Unmet Needs) See Unmet Needs Sources and Uses Worksheet (Filename: Boulder Co. S&U). Larimer County Page 6

Unmet Need— Infrastructure: In September 2013, severe storms with heavy rains created excessive water run off that resulted in extensive flooding of 10.27 miles of CR 44H, also known as Buckhorn Road in Larimer County. CR 44H is located in a mountain canyon setting adjacent to Buckhorn Creek. Larimer County owns and is responsible for the maintenance of this section of roadway. The high floodwater that overflowed Buckhorn Creek overtopped the roadway and created massive erosion of the roadway and creek area including damage to the roadway aggregate base, rock excavation fill, adjacent slopes, embankment, and culverts. The damage left the roadway closed to all traffic until temporary work was completed. The total estimated cost to permanently repair the road is $4,315,229, with $3,236,422 budgeted to the project from federal funds and $539,404 from State funds, leaving $539,404 in unfunded cost (Unmet Need). Data Sources: FEMA Project Worksheet— PA-08-CO-4145-PW-00332(0) (Filename: Larimer Co. Unmet Needs) See Unmet Needs Sources and Uses Worksheet (Filename: Larimer Co. S&U). Weld County Unmet Need— Infrastructure: The severe storms of September 2013 caused flooding of all tributaries in the Weld County area, damaging Riverside Park in the City of Evans. The flooding of the adjacent South Platt River inundated and scoured areas of the park, uncovering an abandoned landfill that had been closed in the 1970s. Landfill waste was scattered throughout the park, requiring the removal of debris and replacement of topsoil in affected areas. All of the recreational facilities at the park were inundated with four feet of floodwaters for several days. The total estimated cost to repair the park is $5,639,332, with $4,229,499 budgeted to the project from federal funds and $704,917 from State funds, leaving $704,916 in Unmet Need.

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Data Sources: FEMA Project Worksheet— PA-08-CO-4145-PW-00997(0) (Filename: Weld Co. Unmet Needs) See Unmet Needs Sources and Uses Worksheet (Filename: Weld Co. S&U). Census Tract 8059009808 (Jefferson County) Unmet Need— Infrastructure: During September of 2013, floodwaters removed an approximately 160-foot long by 10-foot wide by 18-foot deep section along the east side Crawford Gulch Road. This damage cut into and undermined the roadside embankment, compromising the sub-base, base and road surface, including approximately 160 linear feet of single guardrail along the entire stretch of damaged roadway. The total estimated cost to repair the road is $1,380,821, with $1,035,616 budgeted to the project from federal funds and $172,603 from State funds, leaving $172,602 in unfunded cost (Unmet Need). Data Sources: FEMA Project Worksheet— PA-08-CO-4145-PW-00983(0) (Filename: CT 9808 Unmet Needs (Crawford Gulch) See Unmet Needs Sources and Uses Worksheet (Filename: CT 9808 S&U). Unmet Need— Infrastructure: From September 11 through September 30, 2013, severe storms, flooding, landslides and mudslides caused floodwaters to overtop embankments of Coal Creek damaging the roads located within Crescent Park in Jefferson County that are owned and maintained by the County. There were 14 locations with road damage on Twin Spruce Road within the County. The total estimated cost to repair the road is $1,891,987, with $1,418,990 budgeted to the project from federal funds and $236,498 from State funds, leaving $236,498 in unfunded cost (Unmet Need). Data Sources: FEMA Project Worksheet— PA-08-CO-4145-PW-00905(0) (Filename: CT 9808 Unmet Needs (Twin Spruce)) Page 8

See Unmet Needs Sources and Uses (Filename: CT 9808 S&U). Census Tract 0841006700 (El Paso County) Unmet Need— Infrastructure: The City of Manitou Springs (City) has undertaken the Williams Canyon project to address post-disaster recovery, reduce risk in future disasters and provide improved resiliency for the City’s Primary Historic District. Phase 1 of this project is complete, phase 2 is currently under construction, and the City of Manitou Springs continues to seek funding for phases 3 and 4. The total project cost and unmet need are included in the Unmet Needs Sources and Uses file linked below. The project will serve the area downstream of the existing box culvert at Canon Avenue along Williams Creek, and continue to the confluence of Williams and Fountain Creek continuing downstream as funding allows. The project will provide flood protection through flood proofing, improving the conveyance capacity of the two creeks named, reducing obstructions such as trees and footbridges, and by increasing channel capacity along narrow sections of these creeks. The total cost of the Williams Canyon Project is $11,790,094.00, with $5,835,892 currently unfunded (Unmet Need). Data Sources: Williams Canyon Engineering Report (Filename: CT 6700 Unmet Needs) See Unmet Needs Sources and Uses (Filename: CT 6700 S&U). The Sub-County areas described below require local data to substantiate Most Impacted and Distressed Characteristics, in addition to Unmet Need. Census Tracts 108041007500 & 108041007602 (El Paso County) Most Impacted— Housing Damage: The Black Forest Fire of June 2013 was the most destructive in Colorado history. This Eligible Disaster destroyed 498 homes in the two adjacent Census Tracts listed above. These damages have been verified in partnership with the El Paso

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County Office of Emergency Management and El Paso County Assessor's Office. The damages are also documented by the El Paso County Black Forest Fire After Action Report. Most Distressed— Housing: The Black Forest Fire caused damage to 11.7% of all homes in the combined adjacent census tracts listed above, or 498 of 4,247 homes. These damages have been verified in partnership with the El Paso County Office of Emergency Management and El Paso County Assessor's Office. The damages are also documented by the El Paso County Black Forest Fire After Action Report. Most Impacted and Distressed Data Sources: Impacted and Distressed Data (Filename: 7500 & 7602 Impacted and Distressed) Unmet Need— Infrastructure: On June 11, 2013, the Black Forest Fire in El Paso County damaged a large amount of electrical equipment owned and maintained by Mountain View Electric Cooperative. The destroyed equipment included 25 miles of overhead powerline, services to 433 homes, meters for those 433 homes, 2 transmission poles, and 116 security lights. To date, approximately 50% of the repair work has been completed. The cost to complete the repair is $1,918,996, of which $1,439,237 is budgeted to the project from federal funds, leaving $479,749 in unfunded cost (Unmet Need). Data Sources: FEMA Project Worksheet PA-08-CO-4134-PW-00003(0) (Filename: CT 7500 & 7602 Unmet Need) See Unmet Needs Sources and Uses (Filename: 7500 & 7602 S&U). Census Tracts 108041003707 & 108041003708 (El Paso County) Most Impacted— Housing Damage: The Waldo Canyon Fire of June 2012 destroyed 348 homes, and damaged many others in the two adjacent Census Tracts listed above. These damages have been verified in partnership with the Colorado Springs Office of Emergency Management and El Page 10

Paso County Assessor's Office. The damages are also documented by the Colorado Springs Waldo Canyon Fire After Action Report. Most Distressed— Housing: The Waldo Canyon Fire destroyed or severely damaged 11.7% of all homes in the combined adjacent census tracts listed above, or 348 of 2,946 homes. These damages have been verified in partnership with the Colorado Springs Office of Emergency Management. The damages are also documented by the Colorado Springs Waldo Canyon Fire After Action Report, as well as the FEMA Preliminary Damage Assessment process as documented in the 3707 & 3708 Impacted and Distressed File linked below. Most Impacted and Distressed Data Sources: Impacted and Distressed Data (Filename: 3707 & 3708 Impacted and Distressed) Unmet Need— Environmental Degradation: In the Presidentially Declared September 2013 floods, five storm detention basins and a concrete channel conveyance system immediately below the Waldo Canyon wildfire burn area filled with excess sediment that transported down from the denuded, fire impacted hillslopes. A subsequent storm would have potentially flooded the Mountain Shadows and Pinon Valley neighborhoods in Colorado Springs. In addition, the severe storms damaged a stock pond below the basins and the Douglas Creek channel. The work to repair the damage includes: cleaning out the storm basins; constructing an additional basin on Douglas Creek to protect Pinon Valley residents; restoration of the stock pond below the basins and the Douglas Creek channel. The cost of the restoration projects described above is $720,000. Data Sources: Letter from the City of Colorado Springs, dated March 24, 2015 Census Tracts 08041003400, & 08041002400 (El Paso County) Most Impacted— Environmental Degradation: The flooding events in the Upper Fountain Creek and Cheyenne Creek watersheds that include the two census tracts listed above placed Page 11

infrastructure, housing and businesses in the area at risk of future disaster. In the upstream portion of the watersheds, the deposition of sediment in the channel has limited the capacity of the road crossings at Crystola Canyon Road and Creekside Road. In Green Mountain Falls and Chipita Park, the 2013 floods affected access and channel capacity, especially the access to El Paso Avenue and the north bank of Upper Fountain Creek. Further downstream the effects of the Waldo Canyon Fire are exhibited in increased runoff and sediment transport. These areas will continue to deliver excess sediment and require continued sediment removal and monitoring for years to come. The Fountain Creek Watershed Flood Control & Greenway District letter below summarizes the best available data from a multi-disciplinary environmental restoration planning process -which is being facilitated by a professional engineering and planning firm - for the area. The complete plan document is expected to be complete by June 30th, 2015. Data Sources: Letter from the Fountain Creek Watershed Flood Control & Greenway District (Filename: CT 2400 & 3400 Impacted and Unmet Needs) Most Distressed— Shortage of Affordable Rental Housing: The census tracts listed above had more than 100 renters with income less than 50% of median in the target area, and at least 60% of these have severe housing problems. Data Sources: HUD CHAS Map and Narrative (Filename: CT 2400& 3400 Distressed) Unmet Need— Environmental Degradation: The flooding events in Upper Fountain Creek and Cheyenne Creek watersheds caused environmental damage that cannot be addressed with existing resources. The damage included significant deposition of sediment that affects channel capacity throughout the watersheds. The cost of unfunded repairs, reconstruction and resiliency for projects within these census tracts are estimated at $4,025,000. Currently no funding has been allocated to these projects, and the unfunded amount is $4,025,000. Page 12

Data Sources: Letter from the Fountain Creek Watershed Flood Control & Greenway District (Filename: CT 2400 & 3400 Impacted and Unmet Needs) Census Tract 08041003100 Most Impacted— Environmental Degradation: The flooding events in the Upper Fountain Creek and Cheyenne Creek watersheds that include the two census tracts listed above placed infrastructure in the area at risk of future disaster. In the upstream portion of the watersheds, the deposition of sediment in the channel has limited the capacity of the road crossings at Crystola Canyon Road and Creekside Road. This sediment is likely the result of increased runoff from new development in Woodland Park. In Green Mountain Falls and Chipita Park, the 2013 floods affected access and channel capacity, especially the access to El Paso Avenue and the north bank of Upper Fountain Creek. Further downstream the effects of the Waldo Canyon Fire are exhibited in increased runoff and sediment transport. These areas will continue to deliver excess sediment and require continued sediment removal and monitoring for years to come. Data Sources: Letter from the Fountain Creek Watershed Flood Control & Greenway District (Filename: CT 3100 Impacted and Unmet Needs) Most Distressed— Shortage of Affordable Rental Housing: The census tracts listed above had more than 100 renters with income less than 50% of median in the target area, and at least 60% of these have severe housing problems. Data Sources: HUD CHAS Map and Narrative (Filename: CT 3100 Distressed) Unmet Need— Environmental Degradation: The flooding events in Upper Fountain Creek and Cheyenne Creek watersheds caused environmental damage that cannot be addressed with existing resources. The damage included significant deposition of sediment that affects channel capacity throughout the watersheds. The cost of repairs, reconstruction and resiliency are Page 13

estimated at $2,000,000, which is the total Unmet Need for the identified projects within this census tract. Data Sources: Letter from the Fountain Creek Watershed Flood Control & Greenway District (Filename: CT 3100 Impacted and Unmet Needs) Eligible Activity. The State of Colorado will demonstrate that each CDBG-NDR activity proposed is an eligible activity in the Phase 2 application. Resilience Incorporated. Each CDBG-NDR disaster recovery activity described in the Most Impacted and Distressed Target Area section above will improve the described area’s resilience to current and future threat(s) and hazard(s), including effects of climate change. Colorado is addressing these target area needs through a broad range of strategies included in the Framework and funding sources, including CDBG-NDR. The Framework, is scheduled to be adopted by the Governor at the end of May, 2015, and will lay the groundwork for empowerment of a culture of resilience at the community level. All of the recovery and resilience actions described in this application will have been undertaken after the 2013 floods and 2012-2013 wildfires. Planning and collaboration – between federal, state and local government and between government, non-profits, and the private sector and individual citizens – is essential to cultivating and empowering a culture of resilience. Additionally, thoughtful multi-stakeholder planning is critical to the sustainability and success of projects funded through the CDBG-NDR program. The State is piloting the development of four to five Local plans in the summer of 2015, which will be guided by, and align with, the Framework. These Local plans will holistically identify actionable resilience strategies and prioritize projects with co-benefits across housing, infrastructure, economic, health and social, watersheds and natural resources and community sectors. These plans will also be a catalyst for local communities to integrate resiliency Page 14

strategies into long-term decision-making and policies. The planning process in each planning area will also identify projects that have the highest multiple areas of impact for which the State will seek funding for through CDBG-NDR, as further described in Exhibits C.d, D, and G. The State proposes to fund resiliency projects through the newly created Fund that will provide direct grants and loans to priority projects. CDBG-NDR funds will seed the Fund and be used to leverage other private and public capital to provide a stable and sustainable source of funding for resiliency programs and projects long into the future. The Fund is further described in Exhibits E.b., F.a. and G. Meet a National Objective. Colorado will demonstrate that each proposed activity (other than general administration and planning, which are not subject to such demonstration) will meet a CDBG-NDR national objective. Overall Benefit. At least 50% of the funds requested in Colorado’s application will support activities that provide benefit to low- and moderate-income persons in the form of services, area benefit, housing, or jobs, to meet the national objective of benefit to low-and moderate-income persons or request and receive a waiver from HUD. This level of commitment will be a key factor in the project evaluation criteria included in the Local plan development process. The Local plan development process will also prioritize projects that are fundamental to the State’s current CDBG-DR programs. Establish Tieback. All eligible activities will connect to at least one of three presidentially declared disasters: the 2013 severe storms, floods, landslides and mudslides (DR-4145), the High Park and Waldo Canyon Fires (DR-4067), and/or the Black Forest Fire (4134). Each has damage caused directly by the floods and wildfires, or as a consequence of the floods and wildfires. Page 15

Exhibit C - Capacity State of Colorado NDRC Application

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Exhibit C - Capacity a. General Management Capacity. The eligible applicant and grantee for CDBG-NDR is the State of Colorado. Governor Hickenlooper created the CRO and designated a Chief Recovery Officer to oversee implementation of the State’s disaster recovery and resiliency efforts. For the CDBG-NDR Program, the CRO will work in collaboration with the Colorado Department of Local Affairs (DOLA), who will serve as the administrative and fiscal agent responsible to HUD for program oversight, reporting, and compliance under the general guidance of the CRO. A team of agencies described in section C.b. below administers current CDBG-DR funds. While CDBG-NDR will be managed by CRO and DOLA, the cooperating partners currently administering the State’s CDBG-DR programs and serving as members of the CRWG, will also advise and support CDBG-NDR activities. As of October 1, 2014, CRO has, in partnership with agencies throughout the state and federal government, coordinated efforts to utilize more than $1.6 billion in flood recovery resources. This was accomplished by leveraging myriad partnerships at the federal, state, regional and local levels, involving 31 different funding sources. With this approach, resources have been directed to support local communities, businesses, streams and floodplains, and natural and cultural resources. For example, the State supported the creation of nine new watershed coalitions to ensure that watersheds in impacted areas were rehabilitated through a holistic, multi-objective and cross-regional effort. These coalitions led development of Watershed Master Plans with extensive participation from government agencies, landowners, businesses, nonprofits and citizen groups. As another example, the State Division of Water Resources mobilized more than 100 volunteer professionals to inspect 207 dams to ensure the ongoing safety of the public. In addition, the volunteers provided flood warnings to water users Page 17

so they could prevent damage to livestock and equipment. As a third example, in response to housing needs, the State provided housing location services through www.coloradohousingsearch.com and a toll-free call center with services in English and Spanish. The website was updated regularly and provided outreach to landlords in the immediate aftermath of the disaster. These are just three examples out of more than 30 collaborative initiatives that demonstrate the State’s capacity to lead, coordinate with a variety of stakeholders, and realize results. As a part of this leadership, the State is also committed to continuously evaluating and learning from the ongoing recovery process – and to continuously improving processes to maximize the effectiveness of the resources provided to Colorado. The NDRC application was a collaborative effort led by the CRO with support from the State agencies named above and a consultant team of Ecology and Environment, Inc. (E&E) and Grant Management Associates (GMA), who were engaged to provide specialized expertise in the areas of community resiliency planning and NDRC application preparation. The application was deeply informed by the community engagement process that the CRO and State of Colorado conducted to develop the Colorado Resiliency Framework. The engagement process included focus groups in seven communities, expert interviews, a social media campaign, and surveys of local governments, non-profits, businesses and citizens. More information about the community engagement process is included in Section C.c. of this Exhibit. The CRO, E&E, and GMA held daily team calls and E&E staff worked in the CRO office to jointly collect data, prepare materials, attend meetings and develop the application package. CRO staff was active and critical members of the application development team. b. Cross-disciplinary Technical Capacity. Applicant Technical Capacity: The State of Colorado possesses significant capacity to implement a long-term resiliency program. In order to Page 18

successfully implement the holistic approach described in the State’s NDRC application, several programmatic components will be required: financial and administrative capacity to manage federal funds; technical capacity to educate and inform Coloradans and Colorado communities about resiliency; technical capacity to support and empower the development and implementation of resiliency strategies at the state, regional and local level; and financial and organizational development capacity to cultivate the robust public-private partnership required to create and sustain the Colorado Resiliency Partnership Investment Fund. Grant Management Capacity: As previously noted, the State of Colorado estimates that the 2013 floods inflicted approximately $3.9 billion in housing, infrastructure, watershed and natural resource and economic impacts to Colorado communities. Currently, approximately $1.6 billion in federal, State and non-governmental funding have been dedicated to the disaster to meet recovery and resiliency unmet needs. The State of Colorado has a robust, risk-based financial management system with internal controls necessary for the management of complex federal grant programs. A majority of funds currently in place to support ongoing recovery efforts (FEMA Public Assistance, FEMA Hazard Mitigation Grant Program, Federal Highways Administration Emergency Relief, CDBG-DR, Natural Resources Conservation Service Emergency Watershed Protection Program, the State Disaster Emergency Fund, and other sources) are being managed by agencies across Colorado State government. A full accounting of allocated recovery funds as of October 2014 can be found in the CRO’s One-Year Report. Currently, the State of Colorado has $262.1 Million in CDBG-DR funds approved through its HUD-approved Action Plan to support recovery and resiliency efforts in Colorado (part of the $1.6 billion already dedicated to the disaster). In addition, the State is currently in the process of completing a substantial amendment to its Action Plan to identify activities for an additional Page 19

$58.2 million in CDBG-DR funds. DOLA serves as the fiscal agent for CDBG-DR funds. However the program also includes participation from agencies including the Department of Public Safety, Department of Agriculture, Office of Economic Development and International Trade, and under the strategic leadership of the CRO, as illustrated in the figure below. As a part of its approved Action Plan, the State of Colorado has developed a HUD-approved financial controls plan that outlines the State’s robust monitoring and reporting practices. These practices

ensure that CDBG-DR funds are spent according to the rules and regulations set forth by the Code of Federal Regulations and all applicable Federal Register notices. The State’s CDBG-DR program incorporates on-going grant management technical assistance with grantees and subrecipients. Technical Assistance: Throughout the recent and ongoing recovery and resiliency processes, the State of Colorado has provided a comprehensive range of technical assistance to local

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governments, businesses, non-profits and other community based organizations, all of which will support the development and implementation of local plans and CDBG-NDR funded projects. This technical assistance includes but is not limited to: hazard mitigation planning technical assistance; hazard identification and risk assessment; integrated hazard mitigation and land use planning assistance; development of model land use codes that account for specific hazards (currently in progress); grant management technical assistance and monitoring; resource identification and management; grant application development support; recovery and resiliency planning facilitation support; business technical assistance and continuity planning support; assistance in the formation of long-term recovery groups and disaster case management processes; facilitation and support for the formation of watershed coalitions and the development of watershed master plans; floodplain mapping, hydrology and hydraulics analysis; engineering, design and architecture support for watershed, infrastructure and public facilities projects; federal and state permitting for recovery and resiliency projects; and, support with environmental and historic preservation reviews (National Environmental Policy Act, National Historic Preservation Act, Executive Order 11988). Capacity to Establish the Colorado Resiliency Partnership Investment Fund: The State of Colorado currently manages a range of highly capitalized revolving loan funds and has robust systems in place to underwrite and administer loans to public, private and non-profit entities. Departments currently managing revolving loan funds include DOLA, the Department of Public Health and Environment and the Department of Natural Resources. In particular, DOLA currently manages a revolving loan fund that includes CDBG-DR funding. Likewise, the State of Colorado has established a range of innovate public-private partnerships, such as the Colorado

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Innovation Network (COIN), a privately funded organization that is hosted within the Colorado Office of Economic Development and International Trade. The State also has significant experience in establishing and partnering with external nongovernmental organizations to implement projects. In 1990, then-Governor Roy Romer created the Great Outdoors Citizens Committee (GOCO). The committee, which included representatives from the conservation, business and political arenas from across Colorado, issued a series of recommendations to enhance Colorado’s outdoor resources. One of the committee’s recommendations was to create a trust fund to sustain long-term outdoor recreation preservation and enhancement activities. The Great Outdoors Colorado Trust Fund was created through a constitutional amendment in 1992. GOCO continues to partner closely with the State of Colorado, and serves as a model for Colorado of partnership between state government, local government, non-profits and businesses. GOCO has allocated nearly $30 million to restore trail and park systems and open spaces in the aftermath of the floods. Capacity of Partners. Colorado and its partner agencies, businesses, nonprofits and other jurisdictions have ample expertise and capacity to plan and implement the NDRC funded projects. Below is a brief overview of partner capacities. Many of the partners also have additional capacities that are not reviewed here due to NOFA page limitations. Partner and leverage letters included in Attachments A and B describe the specific expertise that partners will bring to the local planning process and to the State’s Phase 2 application. Governor’s Office (GO). Governor Hickenlooper has championed Colorado’s resiliency agenda through his leadership and Office. The Governor’s Office maintains expertise in executive management, budgeting, grant management, policy, advocacy, constituent services, and multi-stakeholder planning. Page 22

Colorado Recovery Office (CRO). CRO, led by the Governor’s Chief Recovery Officer, is responsible for setting the overall priorities and direction for the recovery from the 2013 floods, and is coordinating statewide resiliency efforts. The Office maintains expertise in and capacity to, assess ongoing disaster recovery unmet needs, federal / State fund management, project analysis and planning, zoning and land use, housing development, and coordination with State, federal, local, and non-governmental agencies. Colorado Department of Transportation (CDOT). CDOT maintains expertise in multiple areas including road construction management and maintenance or repair, snow and ice operations, traffic monitoring, avalanche control, rock fall mitigation, transit development and grants, and traffic safety education. CDOT also provides expertise in researching environmental issues, cost-effective asphalt applications, and designing multimodal facilities, among other areas. CDOT and the Colorado Water Conservation Board (described below) have developed an innovative partnership as a part of the 2013 Colorado Flooding Recovery process to collaboratively rebuild destroyed roadways and restore watersheds. This collaboration has resulted in improved geomorphology and more resilient roadways that will better withstand future flooding events. The agencies are formalizing this partnership through the Colorado Resiliency Framework. Colorado Department of Natural Resources (DNR). DNR’s mission is to develop, preserve and enhance the state's natural resources for the benefit and enjoyment of current and future citizens and visitors. DNR provides leadership to the Colorado Avalanche Center, the Parks and Wildlife department, the State Land Board, the Conservation Board, Forestry, and the Divisions of Reclamation Mining & Safety and Water Resources.

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Colorado Water Conservation Board (CWCB). CWCB, an agency within DNR, maintains expertise in a broad range of programs including water conservation, flood mitigation, drought planning, watershed protection, stream restoration, water supply planning and water project financing. CWCB has developed and adopted statewide Rules and Regulations for Regulatory Floodplains. CWCB, with support from the CRO, initiated the formation of Watershed Coalitions in September 2013, which led to the creation of nine Watershed Master Plans that identify projects for regional disaster mitigation. All plans will be completed by July, 2015. Division of Homeland Security and Emergency Management. (DHSEM). DHSEM, an agency within the Department of Public Safety, maintains expertise in response and recovery from all-hazard events including acts of terrorism. DHSEM assists local jurisdictions with training and exercise support, improved coordination and planning, developing / refining resource management systems, enhancing local emergency management information technology infrastructure and organizing effectively for appropriate disaster response. DHSEM manages the FEMA Public Assistance Program and serves as the program lead for the State’s CDBG-DR Infrastructure Program. Colorado Department of Local Affairs (DOLA). DOLA provides comprehensive support to local governments, including financial and technical assistance related to infrastructure, land use, housing and other community development services. DOLA serves as the fiscal and administrative agency for the State’s CDBG-DR program, which involved development of a multi-disciplinary, regional planning program. DOLA works with local governments to ensure fair housing and uphold civil rights. Colorado Department of Public Health and Environment (CDPHE). CDPHE maintains expertise and capacity in disease prevention, health statistics, health facilities’ regulation, Page 24

behavioral health laboratory and radiation services, emergency preparedness, air and water quality protection and improvement, hazardous waste and solid waste management, pollution prevention and environmental leadership. Colorado Office of Economic Development and International Trade (OEDIT). OEDIT provides a range of ongoing--and disaster recovery and resiliency specific--services to local businesses, chambers of commerce, economic development councils and other economic stakeholders. OEDIT is currently administering the State’s CDBG-DR economic revitalization program. Colorado Energy Office (CEO). CEO improves the effective use of Colorado’s energy resources by providing technical guidance, financial support, policy advocacy and public communications. CEO has provided a range of recovery and resiliency support activities, including technical and financial assistance for weatherization and energy efficiency improvement of flood-impacted homes, and support in energy performance contracting for infrastructure reconstruction activities. Colorado Association of Stormwater and Floodplain Managers (CASFM). CASFM maintains expertise and capacity in stormwater and floodplain management and represents more than 700 public and private sector floodplain management professionals. CASFM continuously partners with the State to promote and support local floodplain management efforts, including financial support, as described in Exhibit F. National Renewable Energy Laboratory (NREL). NREL is the only federal laboratory dedicated to the research, development, commercialization, and deployment of renewable energy and energy efficiency technologies. NREL has committed financial support to the CRWG

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during Framework plan implementation, development of the proposed Local plans, creation of the Fund, and implementation of projects, as described in Exhibit F. University of Colorado, Denver (UCD). UCD offers national expertise in areas including urban and regional planning, emergency management, hazards geography and social vulnerability. UCD – a critical partner to the State – has provided local recovery and resiliency planning technical assistance, and is currently partnering with DOLA and CRO to develop model land use codes that integrate hazard considerations. County/City/Town Jurisdictions. Communities within Boulder, Larimer, Weld, Jefferson and El Paso Counties will be partnering with the State to carry out the Local planning process and completion of the State’s Phase 2 application. Counties, cities, towns and special districts serve in the front lines of the long-term recovery and resiliency process. Communities are responsible for implementing recovery and reconstruction projects, and are managing recovery grants from numerous federal and State agencies, including but not limited to FEMA Public Assistance, CDBG-DR, Natural Resources Conservation Service Emergency Watershed Protection Program, and multiple State programs. Local jurisdictions work with DOLA to ensure fair housing and uphold civil rights. CRO has received support and partnership letters from eight different localities and the Colorado Municipal League. Colorado Department of Human Services. The Colorado Department of Human Services (CDHS) maintains expertise and capacity in delivering services which expand community living options, ensure child safety, achieve economic security through employment and education. They administer the food assistance program, temporary assistant program, transitional employment program, monitor child abuse/neglect reports, educational services, monitor

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childcare facilities and early education programs. CDHS has supported the Colorado Resiliency Working Group with health and social sector expertise. Colorado Association of Funders. The Colorado Association of Funders is a statewide network of private foundations, community foundations, family foundations, corporate funders, federated funds, workplace giving programs and others. The Association is providing both financial and technical assistance to the Colorado Resiliency Working Group, including with the development of the State’s NDRC proposal. Working Across Disciplines. Colorado has experienced four presidentially declared disasters since 2012: the High Park and Waldo Canyon Fires (DR-4067), the Royal Gorge Fire (DR-4133), the Black Forest Fire (DR 4134) and the 2013 severe storms, floods, landslides and mudslides (DR 4145). Through constant coordination, work, determination and leadership, communities and the State of Colorado have made great strides towards recovering from these disasters and building resiliency for the future. The CRWG and resulting Framework (described in Exhibit A) are examples of the State’s commitment and capacity to work across disciplines. The Framework will not only broadly impact resiliency statewide, it will also provide the goals, templates and tools for impacted communities to implement multi-disciplinary collaboration at the local level through the Local plans described in Exhibit D. The section below identifies specific partner capacities. Specific Capacities. CRO, DOLA, CDOT, CWCB, OEDIT, FEMA, DHSEM and the Governor’s Office have experience with area-wide / comprehensive planning, large / complex programs / projects. They also collectively maintain capacities in data analysis, public works, affordable housing, environmental quality, community engagement, design and engineering, affordable housing, economic revitalization, and other relevant capacity to quickly launch and Page 27

implement a major project. DOLA enforces fair housing and civil rights in the application of all CDBG-DR and CDBG-NDR funds, which includes the preparation of Analyses of Impediments to Fair Housing and implementation of plans that overcome these impediments. DOLA uses data collected from its funding program participants to identify groups that are under-represented, and to inform its affirmative marketing strategies. Additionally, DOLA partners with the Colorado Department of Regulatory Agencies (DORA) Civil Rights Division, to provide fair housing training to applicants throughout the state. CRO will continue to coordinate with DOLA, DORA, the Colorado Department of Human Services, churches, homeless shelters and workforce centers to connect vulnerable populations in the immigrant community with employment, housing and other human services resources. The GO, CRO, CWCB, DHSEM, CDPHE, UCD and CDOT maintain capacity to identify and assess science-based information on existing and future risks from a changing climate. This includes assessing and addressing possible future conditions and risks--and possible benefits including resilience-- of projects or programs over their lifetimes. DOLA, UCD and GO have experience with civil rights and fair housing issues. CRO, OEDIT, FEMA CDPHE, CWCB and CASFM all have experience and capacity to ensure excellent design quality that enhances long-term resilience. CRO, CDOT, CWCB, DHSEM, CDPHE, CEO and DOLA have capacity to assess project costs for cost-benefit and/or cost efficiency. Design Quality & Long-term Resilience. Design Quality & Long-term Resilience are key evaluation factors that will be integrated into the Local plans, as further described in Exhibit D. The capacity of potential projects funded by CDBG-NDR to incorporate these characteristics will be measured by how they will further Community Resiliency Indicators, as developed by the CRWG. These indicators will facilitate evaluation of program effectiveness. Additionally, through the coalition of agencies and organizations committed to the Colorado’s resiliency Page 28

efforts, technical assistance will continue to be provided to local communities through the local planning process and the implementation of CDBG-NDR funded projects. For example, the National Renewable Energy Laboratory will provide expertise and assistance related to energy efficiency for housing and energy assurance for critical facilities. Additionally, the Department of Natural Resources and the Colorado Association of Stormwater and Floodplain Managers will provide expertise related to geomorphology, watershed restoration, risk analysis and floodplain management. Benefit-Cost Analysis. The Local plans described in Exhibit D will employ a Benefit-Cost Analysis to assess potential CDBG-NDR funded projects. This analysis will be modeled after two tools currently employed in Colorado- the Risk and Resiliency Assessment and Comprehensive Risk Analysis tool (see Attachment E). Partner Attrition Backup. CRO has incorporated in this project plan multiple partners with overlapping expertise and capacities so that in the event of the loss of any one partner the capacity is not lost. Because this is a statewide process with local planning that benefits the entire state, it is unlikely any of the identified partners will disengage. The continuation of the CRWG will also provide a forum for continued collaboration and engagement. c. Community Engagement Capacity. Capacity to Engage Stakeholders. Public engagement and transparency have served as cornerstones of the state and local recovery process since the onset of the wildfires and floods. The State has undertaken the development of its Action Plan and a subsequent Substantial Amendment. For each process, the State conducted four in-person stakeholder meetings and a webinar during the drafting of the Plan and Amendment, and four additional public meetings and a webinar when the drafts of the action plan and substantial

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amendment were completed. Translators and sign-language interpreters were provided for all inperson meetings. All meetings were fully accessible to persons with disabilities. The CRO is now undertaking a public outreach process that connects and engages a diverse cross-section of Coloradans with a unifying theme of resiliency. Key stakeholders and individuals have provided input to the Framework through targeted research, interviews and interactive focus groups further described below. The Framework planning process is directed by the CRO through the leadership of the CRWG and further supported by six subcommittees that include 154 stakeholders in the areas of: community, economy, infrastructure, watersheds and natural resources, housing and health and social services who work to create sector-specific and cross-sector resiliency strategies as further described in Exhibit E.a. (Consultation) and in Attachment D. The State has also initiated a process to educate the public and capture best resiliency practices through the “Nominate your Resiliency Hero” and accompanying social media and grassroots campaign that can be found at the Colorado United website. As of March 16th, a total of 111 resiliency heroes have been nominated on the website and 321 survey responses have been collected. As noted above, several outreach and engagement methods are also being utilized to cast a wide net and develop a comprehensive understanding of public needs, concerns and ideas. To reach a wide and yet targeted representation, audiences are segmented into two primary categories: geography that correlates with severity of impact from the most recent disasters; and discipline, to engage key stakeholders and areas of expertise for a broad and diverse reach. Implementing Feedback into the Colorado Resiliency Framework and CDBG-NDR. In Phase 1 of the NDRC application, Colorado has incorporated stakeholder input derived through Page 30

the Framework planning process into its preparation, and has made this proposal available for public input on the Colorado United website. The NDRC draft application was posted to the website on March 3, 2015 and was followed by a press release from the Governor’s office on March 4, 2015 to all Colorado media outlets and National Affiliate media outlets. The press release was posted to the Governor’s Web Page and Facebook as well as to all of his twitter followers. Over 500 focus group participants, local government and recovery office contacts along with 26,510 state employees were notified through email distribution. The State also conducted live webinar and a Public Hearing on March 18th, 2015 to gather additional input from stakeholders and the public at large. A total of 60 persons participated in the on-line webinar and the public hearing held in Larimer County. A presentation was delivered for both by CRO staff who also responded to audience questions. Comments on the draft NDRC application were provided through the webinar, public hearing, and on-line comments and emails that were received through March 19, 2015. There were three types of comments received: editorial suggestions, requests for clarification, and discussion that primarily centered on interest in participation in the Local planning process. Overall public feedback was very positive and demonstrated support for the NDRC strategy to create a Fund and the related planning processes. Public feedback led to a change in the identified Unmet Need project and threshold for Boulder County. Other than that substantive change, other minor comments have been incorporated into this final NDRC application. Attachment I provides a summary of the public hearing and comment process. Prior to the NDRC Phase 2 submission, the Local plans will be completed and will have incorporated the concerns and needs of local stakeholders, particularly special needs populations. The Local plans will focus on areas most affected by recent disasters, and most vulnerable to future disasters. This local participatory planning process will guide the Page 31

NDRC project selection process. Another public hearing and comment period will also be provided for the Phase 2 project proposal and application process, and feedback will be incorporated into the application prior to submission. Outreach Methodology: To further engage and educate Coloradans, as well as to gather information on best practices from individuals and institutions alike, the CRO has launched the “Nominate your Resiliency Hero” Campaign in tandem with ongoing research. The campaign will engage the public through: Storytelling - Colorado’s Unsung Heroes (video), and Public Recognition of Colorado’s Resiliency Heroes. The ColoradoUnited website describes the efforts undertaken, proposals and programs being developed, provides status updates on various activities being undertaken by the CRO and the State of Colorado and allows the public to provide feedback. The website serves as a platform for ongoing outreach to the general public. To ensure specific sectors were also reached the outreach methodology also included focus groups, surveys, expert interviews and one-on-meetings with a cross-section of community leaders, professionals and agencies working directly in impacted communities. A special emphasis was also placed on reaching vulnerable and special needs populations through the inclusion of the Cross-Disability Coalition and the Immigrant Rights Coalition, as well as experts in access and functional needs as described in Exhibit E.b. and listed in Attachment D. Likewise, the CRO engaged with the Larimer County Long Term Recovery Group and other recovery groups to gain a better understanding of the ongoing needs of disaster survivors, including lowincome households, disabled persons and seniors, as understood through the case management process. As of March 2015, 992 cases remain open statewide. The strategic discussions and public input that has occurred through the methods described above are directly influencing the content and development of the Colorado Resiliency Framework and its strategies, which will Page 32

serve as guide for the local planning processes and ultimately the selection of projects to be supported through the Fund. Engagement Resources. To facilitate outreach and education, CRO contracted communications consultant Atomic20 for community engagement services to support the development of the Colorado Resiliency Framework. CRO’s Communications Director, an experienced and full-time professional, manages the overall process in direct consultation with the CRO leadership. The 10-month-long Framework planning process has been a driving force and key influence behind the development of Colorado’s NDRC strategy. Outreach specific to the NDRC application was conducted by the CRO, coordinated and connected to the CRWG and the Framework development process. Harmonizing the Contributions of Diverse Stakeholders and Community Leaders. As described herein, the community engagement process that has been ongoing since the Qualified Disasters of 2012 and 2013 has harmonized contributions of diverse populations and stakeholders through the outreach methods described above and through the CRWG. The CRWG and its six subsector committees represent a cross-section of 154 stakeholders from 27 agencies and organizations described above and in Exhibit E.a. that have been engaged in a collaborative planning process for nine months to develop the Framework. This process has involved both formal leaders (i.e. federal and State agency staff, non-governmental organizations, academia, etc.) as well as volunteers from the community who stepped forward to provide input and leadership. Collaboration with diverse stakeholders and community leaders has been integral to the CDBG-DR and the Colorado Resiliency Framework planning processes, as described in Sections b. and d. of this Exhibit C and Exhibit E.a. (Consultation). All outreach efforts include

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methods to communicate with persons of limited English proficiency and involve persons with disabilities. d. Regional or Multi-governmental Capacity. Over the two years since the State of Colorado experienced the most devastating natural disaster in its history, a regional approach to recovery and resiliency has been a standard practice. As part of its initial response to the 2013 floods, the State formed the CRO that then organized the CRWG in July, 2014 to better coordinate recovery and resiliency planning among 27 federal, state, local and non-governmental government agencies and organizations. As noted in the eight partner letters received from counties, cities, and towns (a total of 20 partner and leverage letters overall), the CRO has established strong relations with local governments who have further demonstrated their capacity in the handling of disasters in their communities. Watershed Resiliency. The 2013 flood disasters have led to an innovative disaster recovery approach— watershed coalitions and regional master planning. Understanding that natural systems and related disasters transcend political boundaries, the State of Colorado collaborated with a broad spectrum of participants to re-organize resources by watershed region, called “watershed coalitions”. These watershed coalitions are composed of local, State and federal government agencies, individual landowners, businesses, ditch stakeholders, environmental and recreation organizations, and other nonprofits. They have undertaken 11 Watershed Master Plans funded by CWCB grants with nine to be completed by July, 2015. The plans present a vision and prioritized list of multi-objective, holistic projects that are customized to the unique natural conditions of each watershed. To carry forward this multi-stakeholder, regional watershed master planning into implementation, the State created the Watershed Resiliency Pilot Program (Pilot) through its CDBG-DR Action Plan. The Pilot is intended to develop best practices for recovery Page 34

and long-term resiliency and to build capacity within local communities and coalitions. The Watershed Master Plans have identified more than $560 million in watershed recovery and resiliency needs – only a fraction of which will be addressed through the Pilot program. As such, the Watershed Master Plans will also help prioritize projects to be included in Local plans that will be ultimately funded by CDBG-NDR that not only respond to environmental degradation, but also position riverine communities for greater long-term sustainability. Colorado Resiliency Framework. The CRWG has led the development of the Colorado Resiliency Framework plan (Framework). The Framework is a state-level planning process that was initiated in July 2014 and will be completed by May 30, 2015. For the development of the Framework, the CRWG formed six sub-sector committees, each led by a member of the CRWG with the goal of engaging key stakeholders in critical areas to develop problem statements, priorities, goals and strategies and create metrics. The sub-sector areas include: community, economic, infrastructure, watersheds and natural resources, housing, and health and social services. As of March 2015, The CRWG and sub-sector committees were finalizing the identification and prioritization of actionable resiliency strategies with multiple benefits and efficiencies. Once adopted, the plan will be implemented, tracked for success and updated regularly. The CRO has guided the community outreach process with assistance from FEMA, E & E consultants, and Atomic20. A total of 154 stakeholders are directly involved in the CRWG or subcommittees, representing a diverse cross-section of perspective and expertise from business, citizen, government and non-government sectors. The Framework planning process also includes a risk analysis task force that includes climate scientists and other experts to guide development of a Risk and Vulnerabilities Assessment, as described below. Page 35

Risk and Vulnerability Assessment. The State has initiated the development of a Risk and Vulnerability Assessment, the first phase of which will be a chapter in the Framework that leverages a series of detailed technical reports, including the Colorado Natural Hazards Mitigation Plan, local hazard mitigation plans, and climate analyses developed in partnership between the State of Colorado, NOAA, and the University of Colorado. The analysis also examines social and economic vulnerability and resilience indicators to assess not only threats but also ongoing vulnerabilities from shocks and stressors. Over the next two years, the State intends to undertake a more comprehensive and innovative effort to develop a geospatially-based tool that identifies hazards, critical assets, and long-term development trends. The intent is to provide communities with an open-source based risk management tool to support local planning and development decisions. The tool will be accompanied by hazard-specific model land use codes that are currently under development through the DOLA and the University of Colorado at Denver. The Risk and Vulnerability Assessment will also help to prioritize CDBG-NDR projects, as further described in Exhibit D. Local Resiliency Strategy Plans. The Framework plan and collaborative process demonstrate the State’s commitment and leadership, and have created a model for the development of Local plans. The Local plan development process will be piloted during the summer of 2015 using Colorado’s CDBG-DR funds and other non-governmental funding sources. The Local plans will engage communities in resiliency planning to develop resiliency strategies and serve as a catalyst for driving broader policy and societal changes at the local level. In addition, they will incorporate the Risk and Vulnerability Assessment described above to identify priority areas with highest risk in need of priority attention. The Local plans will also guide prioritization of projects to be included in the NDRC phase II application. Local areas that will participate in the Page 36

pilot planning process will be chosen based on areas with the highest level of need and a proven capacity to manage the process and its outcomes. Ultimately, the State will support the development of Local plans for all areas within the State of Colorado to create a long-term, locally based understanding and actions that will reduce the threat of future events and encourage ongoing adaptation to changing conditions. As the most recent disaster demonstrated, severe flooding is a serious threat that can impact multiple localities across a broad and diverse geographic area with one event. These impacts are most often tied to geography, since multiple communities share rivers, streams and valleys. Likewise, interventions will carry collateral benefits to multiple communities that share the impacted geography. For example, riverbank restoration or reforestation adjacent to one community will also benefit other communities downstream. The Local Resiliency Strategy planning approach was developed with an understanding that local solutions create lasting change and direct benefit to community. Each Local plan process will be administered by a local entity with management capacity; will have a steering committee with multi-disciplinary, multi-jurisdictional, public and private membership; and will include subsector committees similar to the Framework plan structure. Each subcommittee will engage key stakeholders and focus on one of the following topics: community, economy, infrastructure, watersheds and natural resources, housing, and health and social services. Intensive, multi-day working sessions with subcommittees will also be utilized in the planning process to create a forum for developing cross-sector strategies that provide multiple benefits. Each Local plan will involve: an existing conditions inventory and needs assessment; a risk and vulnerability assessment; community resiliency indicators; strategy development; project identification and prioritization; and a public engagement process. The CRO will provide a toolkit and resources for the local planning Page 37

processes that will include local and nationwide best practices, and statewide resiliency indicator data and risk assessment tools. As described above, the Local plans will incorporate a comprehensive, multi-disciplinary approach to assessing risk and building local resiliency. This includes an assessment of risk to economy, housing, health and social services. With a focus on these topics, the planning process addresses the uneven impacts of natural disasters to vulnerable populations, including lowincome households, persons with disabilities, minority populations and seniors who are often hard to reach in mountainous and rural areas. Case workers from long-term recovery groups/disaster case management agencies who work daily with disaster survivors have already been engaged in focus groups and interviews summarized in section C.b. Additionally, representatives from organizations that serve vulnerable populations (including the United Way, the Salvation Army, Lyons volunteers, Calvary Baptist Recovery Relief, Calvary Relief at the River Church, and Rocky Mountain Conference of the United Methodist Church) participated in focus groups and expert interviews. These agencies and local churches, schools and other trusted community organizations will continue to be contacted to solicit their assistance in reaching the most vulnerable populations and identify their needs and challenges – not only for the NDRC, but for the long-term recovery and resiliency process. All meetings will be held in accessible, familiar locations and at times convenient for working families and individuals. The State of Colorado and local communities are currently implementing more than $1.6 billion for recovery projects. A multi-disciplinary, multi-jurisdictional, regional approach has been central to the state and local recovery and resilience process. The CRO will continue the recovery program as it moves into its resiliency stage by collaborating closely with the CRWG. These entities have established institutions and planning processes for sustained resiliency, such Page 38

as the existing Watershed Resiliency Pilot Program that will also serve as a guide for the planned Local plans. In this way, the State of Colorado has created long-term administrative capacity for overcoming the challenges unique to Colorado’s waterways, applying a holistic approach to its ecosystems. This capacity is now being built at the local level for lasting solutions that will be imbedded into local decision-making.

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Exhibit D - Need State of Colorado NDRC Application

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Exhibit D - Need Overall Unmet Need. Colorado communities have been very fortunate to receive incredible financial and technical support from federal, state and non-governmental agencies. However, the size and scope of recent disasters has been such that the resources provided cannot meet all of the needs created by the disasters. The table below summarizes statewide damages and Unmet Need. The data were collected through the development of the State’s CDBG-DR Action Plan and Substantial Amendment, as well as ongoing outreach to local governments, watershed coalitions, businesses, housing authorities and others. Infrastructure impacts and unmet need include non-federal match for programs such as FEMA Public Assistance and Federal Highways Administration Emergency Relief, as well as recovery and resiliency projects identified locally that do not have funding sources committed yet. Watershed impacts were identified through the watershed master planning process discussed in Exhibit C.d. The methodology for identifying housing and economic impact is described in the State of Colorado’s CDBG-DR Action Plan. Infrastructure

Watersheds

Housing

Economic

Total

Impact

$2,193,765,083

$592,196,282

$623,320,619

$556,134,872

$3,965,416,856

Need

$1,104,287,115

$551,801,965

$301,065,957

$428,811,876

$2,385,966,913

HUD-Designated Most Impacted Counties. The State of Colorado has three counties that HUD designated as Most Impacted Counties (see Appendix B) — Boulder, Larimer and Weld Counties. Each of these three counties demonstrated Unmet Need for Infrastructure, with more than $400,000 in unfunded permanent infrastructure repair needs. In total, the State has identified a total of $2.4 billion in unmet need, including $1.1 billion in infrastructure unmet need, from recent disasters, including in the three most impacted counties. Page 41

HUD-Designated Most Impacted Sub-County Areas. The State of Colorado also has two Census Tracts (8059009808 & 841006700) that HUD designated as Most Impacted and Distressed census tracts. Each of these Census Tracts demonstrates Unmet Needs for Infrastructure with more than $400,000 estimated in unfunded permanent infrastructure repair needs (See Exhibit B). Locally-Demonstrated Most Impacted and Distressed Sub-County Areas. In addition, the State of Colorado has demonstrated with local data that four sub-county areas are Most Impacted and Distressed with Unmet Needs— Census Tracts 108041007500 & 108041007602, 108041003707 & 108041003708, 0841006700, and 08041003400 (see Exhibit B). Needs Analysis. The State of Colorado has developed a multi-faceted approach for addressing the unmet need of the most impacted and distressed target areas and the entire disaster impacted areas, as well as for resiliency to future natural disasters and the potential impacts of climate change throughout the state. The State will support local communities to develop and adopt Local plans that address housing, infrastructure, environmental, economic, health and social and community resiliency strategies. Out of these Local plans, the State of Colorado anticipates requesting funding from CDBG-NDR to support priority housing, infrastructure, and environmental resilience related projects that will be funded through the newly created Fund. As described in Exhibit F, the Fund will provide a majority of CDBG-NDR funds as grants to priority projects and reserve a portion as seed capital for a loan program that will leverage other State, federal, private and non-governmental capital for long term sustainability of the Fund. The comprehensive, science-based risk approaches used to analyze the needs addressed by the Framework include the following assessment components that will be applied in the Local planning processes: Page 42



Needs Assessment: A holistic assessment of what needs are not being met by existing projects, programs and funding sources across all subsector areas. This assessment will include issues or challenges to be overcome to address these needs and will address both the existing declared disaster unmet needs and future threats. It will also assess lowincome needs for each locality in order to meet the NDRC requirement of using at least 51% of CDBG-NDR funds to assist this population.



Risk and Vulnerability Assessment: Utilizes statewide data that draws from existing sources, State and Local Hazard Mitigation Plans, and FEMA, CRO and CRWG Resiliency and Vulnerability Indicators to identify risks and vulnerabilities. These data also draw from the Colorado Climate Change Vulnerability Study.

Community Resiliency Indicators: Indicators in the plan will include what should be measured, how it will be measured and the unit of measurement. These measures will be used to create a baseline understanding of current condition and to set targets for an ideal future condition to be achieved through actions in the Framework and Local plans. A list of resiliency indicators has been developed by the CRWG, and will be provided as an outcome of the Framework process that includes both required common indicators that the State and all local areas will utilize and other indicators to draw from for local use to ensure consistent measurement for future benchmarking and progress toward targets for evaluation purposes. Benefit-Cost Analysis. Qualified projects must undergo a risk and resiliency assessment to guarantee that the benefits of the projects exceed the investments made to implement them. Likewise, projects must meet multiple objectives and enhance the resiliency of the region rather than only individual political subdivisions. The benefit-cost analysis process will be modeled after two existing tools implemented in Colorado: the Risk and Resiliency Assessment (RnR) Page 43

implemented by CDOT, and the Comprehensive Risk Analysis tool utilized for the Community Development Block Grant – Disaster Recovery Infrastructure Program (see Attachment E). The RnR provides CDOT and Federal Highway Administration (FHWA) with a probability-based risk assessment based on natural hazards to enhance their decision making process in the evaluation of constructing resilient transportation infrastructure. This RnR analysis program was developed as a “Pilot” program for incorporating risk and resilience assessment into the decision making process toward restoring and rebuilding damaged and lost highways and assets from the September 2013 floods. It is a systematic approach utilizing an engineering and science based 7 Step Process to assess the value provided by various design options to reduce the likelihood of damage or loss of assets under future natural hazard conditions. Projects will also be prioritized using criteria such as: economic benefit-cost analysis; technical soundness; creation of multiple benefits that address needs identified in the Framework and Local plans; long term and lasting impact; inclusion of adaptive capacity allowing for flexibility to changing needs; benefit to disadvantaged and most vulnerable populations; ability to address areas of high risk and vulnerability; and innovation in approach, design or strategy to advance best practices. Vulnerability Identification. As a result of the impacts of the severe flooding and fires that occurred in 2012-2013, the State identified the following major impacts, vulnerabilities and resiliency needs: Infrastructure/Hazard Mitigation: Damaged and destroyed roads, bridges, water and wastewater systems, damaged and destroyed utilities and public facilities; Housing: Damage to single and multi-family housing in markets with already lowvacancy rates and high cost of living which significantly impacted low-moderate income Page 44

and socially vulnerable populations; Watersheds and Natural Resources: Damage to rivers, creeks, irrigation infrastructure and entire watersheds from erosion and scouring, debris flows, channel migration, as well as denuded and hydrophobic hill slopes as a result of wildfires. This has led to the need for multi-objective watershed restoration including flood mitigation, multi-use greenways, and restoration of ecological function of watersheds. These needs were identified through continuous partnerships with local communities, the development of the State’s CDBG-DR action plan, and the deliberations of the CRWG. The State, in partnership with local communities, has analyzed a host of risk and vulnerability information to develop the Framework and its application to CDBG-NDR. Data sources have included: damage, engineering and technical reports from recent disasters; the Colorado Natural Hazards Mitigation Plan and local hazard mitigation plans; the Colorado Wildfire Risk Assessment Portal; the Colorado Climate Change Vulnerability Study; and Climate Change in Colorado: A Synthesis to Support Water Resources Management and Adaptation. Additionally, through an innovative partnership between the Colorado Department of Natural Resources and CDOT, the State is in the process of developing new hydrology reports for flood-impacted watersheds in order to more accurately understand risk from flooding. This hydrology is already being used as best available data in the design of recovery and resiliency projects to ensure that projects are designed to meet and withstand current and future threats. Risks From a Changing Climate. Two recent in-depth climate studies, developed in partnership between the State of Colorado, Western Water Assessment, University of Colorado, and Colorado State University indicate that over the past 30 years, Colorado’s climate has warmed 2.5 degrees and is projected to warm an additional 2.5-5 degrees by 2050. This warming has Page 45

already resulted in impacts like increases in the frequency and severity of drought and wildfires and a shift to an earlier spring runoff. While declining streamflow and water availability challenges are a concern (the studies also indicate that increases in annual natural streamflow are possible and nearly all models show an increase in winter precipitation. In short, Colorado's highly variable climate is likely to continue into the future, including susceptibility to increasing extreme precipitation and flooding events. Recovery and Revitalization. Risk assessment and planning for future resiliency is a cornerstone of Colorado’s recovery efforts from recent floods and wildfires. As noted in the State’s CDBG-DR Action Plan, the State has utilized the following guiding principles in the development of disaster recovery programs, and in funding decisions: risk-informed decision making; equitable, affordable housing options; enhanced economic competitiveness; coordinated and streamlined policies; leveraging of investments; greater harmony between natural systems and the built environment; support and value of communities and neighborhoods; and providing transportation choices. Disproportionate Risks. Disproportionate risks can range from direct risks to properties in hazardous areas, to indirect impacts such as lost jobs due to disaster-related business interruptions. These impacts have been a reality for Coloradans in recent disasters including both wildfires and floods. Communities with tourism-dominated economies have seen businesses contract or close, and workers lose jobs. Often, low-income workers are the first to lose their jobs. Low-income housing was damaged or destroyed in multiple communities. Access to services can at times be difficult, either due to awareness, language, mobility challenges or other access and functional needs. Low vacancy rates and the high cost of living resulted in some having difficulty finding affordable permanent housing in their communities. Through both Page 46

recovery programs and the resiliency framework, the State seeks to not only identify areas and issues of disproportionate risk, but also to identify and implement specific strategies to support and empower resilience for vulnerable populations and areas of disproportionate risk. DOLA, the Colorado Energy Office, and the Colorado Department of Labor and Employment, and the Office of Economic Development and International Trade have coordinated with local communities to implement successful housing and economic development programs that assist low-income and vulnerable populations, including rental assistance, weatherization, Disaster Unemployment Assistance, and low-income business counseling. Local plans will build on this foundation to further assist these populations, particularly in locating new affordable housing near transportation and other services. Existing Conditions. As has been made clear through recent disasters, studies, and surveys conducted by the CRO, Colorado communities face a variety of threats including floods, wildfires, winter storms, drought, landslides and debris flows and tornados. Because of its beauty, vibrant economy and way of life, Colorado has also experienced significant growth, leading to increased cost of living, lack of affordable housing, development pressures in areas of Wildland Urban Interface, and rising demands on natural resources and water. Trends in climate volatility may exacerbate some of these vulnerabilities. The State of Colorado, through thoughtful planning – including the development of the Framework and innovative implementation – continues to identify ways to reduce risk, improve environmental quality and enhance community and economic vitality, and preserve and protect our unique quality of life.

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Exhibit E – Soundness of Approach State of Colorado NDRC Application

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Exhibit E - Soundness of Approach a. Consultation. The State undertook a robust public engagement process to develop the Colorado Resiliency Framework that also serves to inform the NDRC. That engagement process included 5 key components: 1) surveys; 2) focus groups; 3) expert and stakeholder interviews; 4) social media education and engagement campaign; and 5) public hearings. The State has consulted with 56 different groups through this process, as listed in Attachment D and described in Exhibit C.c. This process has informed the statewide Framework and will guide the approach to development of the Local plans. The Local plans will include an intensive, locally based outreach process that begins with local leaders who will assist in identifying a cross-section of stakeholders to participate on working groups and topic specific subcommittees for each locale. This will be supplemented with public outreach methods appropriate to the unique character of each community, and the use of social media, opinion surveys and in-person town hall style meetings at key stages in Local plan development. In particular, the state has initiated efforts to build a community of local resilience ambassadors to advance the efforts of the Framework and local planning efforts through the Colorado Resiliency Project (Project). This public outreach and engagement Project was rooted in a collective drive to preserve, protect and promote what makes Colorado special to its 5 million residents, many visitors and the world at large. The project is connecting and engaging a diverse cross-section of Coloradans centered around the unifying theme of resiliency. The Project process is summarized in the Colorado Resiliency Project Brochure provided in Attachment E. Between December 11, 2014 and February 28, 2015, a total of seven focus groups were held in five counties (Boulder, Larimer, Weld, El Paso and Garfield) with 62 key stakeholders to-date from local government, community- and faith-based organizations, community leaders, home Page 49

owners, business owners, health and service agencies, home builders, and commercial developers. The purpose of the focus groups was to identify local community development objectives related to natural disaster issues. Of the communities represented, 40% were rural, 16% were urban and 38% were both rural and urban. In addition to strategic, small group discussions, community members were reached through various methods including the Framework pamphlet distributed through verbal briefings and email questions. The focus groups were successful in drawing important conclusions directly related to natural disasters in the communities. Of the communities represented, 65% had experienced a disaster over the past 10 years. First, participants discussed the meaning of resiliency for their community. The focus group participants also gave their opinions on the top hazards that could impact communities, where 97% considered winter storms as the most severe hazard, followed by flood, drought and wildfire. Participants stated that 42% of their communities have hazardspecific codes, including 1) flood plain regulations; 2) hazard mitigation – flood and fire; and 3) building codes. The remaining lack of codes is identified as an area of opportunity for further progress in local resiliency planning. The focus groups identified vulnerabilities at the local level, priorities and perceptions around community resilience, and long-term community development objectives. The community development objectives included strategies to mitigate disaster impacts to vulnerable and low income populations, and build resiliency in a range of interdependent local characteristics, including housing, transportation, and economic development. The focus group stakeholder discussions and conclusions have been instrumental in developing the Framework. A major finding from the focus groups was an identified need for a long-term sustainable funding source for resilience. Page 50

b. Key Ideas/ Concepts. Colorado’s central NDRC concept is implementation of an inclusive, comprehensive and sustainable planning process and funding mechanisms that build the state’s capacity to be resilient far into the future. Rather than invest solely in projects that are reactive, or in projects that simply build back to what existed before the disaster, Colorado’s goal is to thoughtfully and comprehensively plan for and implement resilience strategies that result in a more adaptive and resilient future. Through state- and local-based planning processes and public engagement, Colorado continues to assess risks and needs, set goals and establish indicators to measure progress. All of this leads to the development of tangible and actionable resiliency strategies that will guide ongoing recovery efforts, as well as the daily business of State agencies and local communities into the future. Colorado’s Framework will guide future public investment and serve as the foundation for the creation of long-term community resiliency investment fund. In this way, Colorado’s resiliency planning approach goes beyond recovery projects by making systemic change that will establish processes, relationships and institutions that will benefit the state far into the future. Thus, Colorado’s NDRC strategy is centered on translating planning into action through the creation of the Colorado Community Resiliency Partnership Fund (Fund), seeded with CDBGNDR funds and capitalized with other private, foundation and government funds. The fund will provide support for CDBG-NDR priority projects identified through the Local planning process. The Local plans in turn will be guided by the Colorado Resiliency Framework, Watershed Master Plans, other local recovery and resiliency planning efforts and the Risk and Vulnerability Assessment. The Fund will leverage NDRC funds through a public-private partnership to ultimately serve as a long-term, stable source of grant and loan funds for community-based

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resiliency projects in declared disaster impacted areas, and eventually throughout the State of Colorado. Focus groups and stakeholder interviews held during the Framework planning process have reinforced the need to foster and empower a culture of resilience for Colorado’s citizens, governments, businesses and community organizations. Colorado’s planning process is intended to go beyond the prioritized projects to make resiliency and adaptive capacity an everyday way of life and practice that changes the definition of “business as usual”. While innovation and best practices will be encouraged for all projects this objective must be balanced with advancing common sense solutions that provide practical approaches that can be easily duplicated in other communities. This deeper cultural shift in decision-making started with the creation of the multi-disciplinary and collaborative CRWG that led development of the Framework, and is steering the Risk and Vulnerability Assessment. Together, these actions have identified the need and laid the groundwork for the Local plans. The CRWG, its engagement process and the resulting outcomes demonstrate leadership at the state level, represent a long-term commitment to a culture of resilience and provide a model for communities and other states to follow. The Framework is just the beginning; this statewide plan will serve as an actionable strategy, as well as a guide for the development of the bottom up, Local plans. These Local plans will identify unmet community needs and utilize State risk and vulnerability data to engage the community in a project prioritization process. This approach ensures that the needs of the most vulnerable and hard to reach populations are heard and addressed within the local project prioritization process. The project prioritization process will utilize criteria that are derived from

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the Framework plan and the Local plans that are informed by a robust public engagement process and scientific risk and vulnerability analysis as described in Exhibit D. Addressing the Most Vulnerable. Evaluating and addressing the needs of the most vulnerable is a core concept of the Colorado Resiliency Framework and future resiliency implementation activities. In particular, the Health and Social and Housing sectors are charged with evaluating and identifying strategies to address needs for low-moderate income and other vulnerable populations. The subcommittees are evaluating strategies that range from affordability and accessibility of housing to community connectedness, social capital, and mental health support and resources. Additionally, as a part of the plan development process, the CRWG partnered with FEMA to develop a statewide social and economic vulnerability and resilience index that provides additional perspective and data to drive the strategy development process. Local plans will be required to include the evaluation of health and social sector vulnerabilities and needs and identify strategies as a part of the local planning process. Resilience Comprehensive and Inclusive Planning Process. The Local planning process will be guided by the vision, goals and objectives of the Framework. Likewise, communities will utilize the subsector categories established in the Framework as a starting point to plan for whole-of-community solutions. Those sectors are: housing, infrastructure, watersheds and natural resources, economic, health and social and community. The Framework will provide support to localities as they engage in the planning process, with model templates, baseline indicator data, statewide risk assessment, and public engagement and planning consultants. In recognition that true resilience depends on addressing the community as a whole – not simply just the built environment – communities will identify a holistic and comprehensive range of

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strategies that address needs across the above-identified sectors and work to identify projects with multiple benefits that will be supported through the Fund. The Framework planning process includes representatives from all relevant State government agencies working with stakeholders and experts on each topic area, all with a statewide focus for the development of comprehensive, cross-cutting strategies. The Local planning process will build on the foundation established with the Framework plan. Local stakeholders will come together for two intensive, charrette-style working sessions. The first will be informed by risk and other baseline data to identify remaining needs and challenges, and to develop cross-cutting strategies for each local area. A second working session will focus on the identification and prioritization of projects and strategies based on priority needs and criteria established during the first working session. As with other outreach efforts, these working sessions will inform Colorado’s overall resiliency planning process, a portion of which incorporates NDRC projects. Participants in the working sessions for each local area may include up to 100 people working in breakout groups and will include government representatives at all levels, community organizations, community and business leaders, and topic experts for working sessions. A special focus will be placed on inclusion of the most vulnerable populations through direct contact and with the assistance of service agencies and community organizations who have trusted contact with these often hard to reach populations. Outcomes from each multi-day session will be presented and vetted at open, town hall style meetings at the end of each session and disseminated through media outlets. Resilience Strategies Incorporating Risks and Changes in Climate. Local plans will represent a long-term commitment by stakeholders engaged in the process. Through technical assistance, facilitation support and partnership, the State will work directly with local planning groups to Page 54

identify a broad range of strategies that lead to project identification. Prioritization criteria for selection of projects to be funded through NDRC will include the degree to which projects address areas of high risk and vulnerability. Strategy development will also focus on the need to create cross-cutting solutions that are able to adapt to changing conditions and provide lasting protection from threats of all kinds whether they are sudden natural disasters of flood or fire, or the slower growing impacts of drought. A key aspect of Local plans will involve assessing the production of affordable housing development that is energy efficient, properly located and designed, and integrates multi-purpose community centers and shelters. The placement of affordable housing is a critical planning component in this area, given the strong link between housing location and transportation costs (see the Center for Neighborhood Technologies housing and transportation affordability index map). As such, financial sustainability for the local economy, its workers and the environment are intertwined in Colorado. These are important strategies to mitigate the negative impacts of future disasters. Focus Sectors for CDBG-NDR Funding: Once Local plans are completed, the State will focus project funding on three particular sectors through the National Disaster Resilience Competition: 

Infrastructure/Hazard Mitigation – This will consist of locally prioritized strategies (many of which are already being implemented) including infrastructure retrofit, property acquisition to expand floodways, green infrastructure, and multi-objective infrastructure projects. A special emphasis will be placed on projects that are multi-objective in nature and create or improve connectivity and broad community-wide benefit.



Housing – Housing resiliency projects will address the following principles: access and availability for low-moderate income and socially vulnerable populations, lowering the cost of living through innovative materials and design (including energy efficiency), Page 55

partnering with the private sector to enhance innovation, and reducing risk from threats including natural hazards and changes in climate. 

Watersheds and Natural Resources – Restoration of ecological function, appropriate geomorphology of watersheds, mapping and mitigating geologic hazards, development of multi-use greenways (for transportation, recreation and flood hazard mitigation), increased channel capacity, enhancing recreation and outdoor related economic opportunity, and the implementation of proven bio-engineering methods to ensure long term resilience of watersheds.

Project Co-Benefits. Qualified projects must meet multiple-objectives (co-benefits) and enhance the resiliency of the region rather than an individual political subdivision. The watershed master plans provide a prime example of a model that will continue to be used to emphasize the “downstream” impact of all adjacent decisions whether they are land use, transportation, or natural resources and that address public safety, environmental and in some cases economic priorities simultaneously. The benefit-cost analysis process will be modeled after two existing tools implemented in Colorado: the Risk and Resiliency Assessment implemented by the Colorado Department of Transportation, and the Comprehensive Risk Analysis tool utilized for the Community Development Block Grant – Disaster Recovery Infrastructure Program. For more information on the CDOT risk and resiliency analysis and the State’s Comprehensive Risk Analysis methodology, please see Attachment E. Financing Mechanisms. Funding for resiliency activities will take place through the newly created Fund. It will receive seed funding from CDBG-NDR, to attract additional capital from other government agencies, foundations and the private sector entities that understand the value of investing in long-term community resiliency projects and programs. A majority of funds will Page 56

be provided through grants to prioritized community projects. A portion of the projects will be supported through loan programs that leverage additional capital, such as bank loans and tax credits. All CDBG-NDR funds will be utilized in areas identified as most-impacted and distressed from qualified disasters for projects prioritized through the Local planning process. However, other State and private funding added to the fund will be available to fund statewide, cost-beneficial resiliency activities. Contributing funding sources will include philanthropic organizations. Effects on Adjacent Areas. Because this proposal involves localities in a regional planning process, adjacent areas will be involved in planning and will participate in the prioritization process. Areas immediately surrounding projects will ultimately benefit from improved economic and infrastructure conditions. As stated above, the proposed funding mechanism requirement for projects to meet multiple objectives and enhance resiliency of the greater region rather than an individual political subdivision will ensure that selected projects benefit adjacent areas. By attracting capital from other funding sources, the State also seeks to expand the reach of the fund to meet the resilience needs of communities throughout Colorado. Local and Regional Interdependencies. The most impacted and distressed areas the State is focusing on in this application all share interdependencies among the housing, transportation, economic, energy and watershed and natural resource sectors. The inclusive Local planning process will bring together representatives of each sector and interdependencies will be important criteria they consider in selecting strategies and projects for prioritization. Resolving Vulnerabilities Inside Colorado. Colorado continues to proactively address vulnerabilities within the state. Likewise, Colorado collaborates with neighboring states in many cases, for example through the Western Governors’ Association, the National Governors Page 57

Association, and the Association of State Floodplain Managers. The collaboration and consultation described in this application is between the CRO, other State agencies, local jurisdictions, federal agencies nonprofit organizations and private businesses. As described within this application, the CRO has been working with these partners since July of 2014 developing the Colorado Resilience Framework. Overall Approach to Resilience. As described herein, Colorado’s overall approach to resilience is to create an inclusive and evidence-based local planning process that combines technical experts and best practices with local “on the ground” knowledge and realities to develop solutions that meet multiple objectives and address unmet needs, vulnerable populations and ongoing vulnerabilities across the focus sectors. The plan is designed for implementation – it will be a living document that is tracked and monitored. Similar to the Colorado Resiliency Framework, the Local plans will create a lasting roadmap for the future that serves as a catalyst to creating lasting change in local policy, culture and projects. Through this process, projects will also be identified and prioritized – some of which will be supported through the Fund with CDBG-NDR funds. Utilizing innovative financing mechanisms – in tandem with a thoughtful and holistic local resiliency planning process - described herein, Colorado will ensure that communities have access to resiliency tools, resources and funds now and into the future. NFIP Participation. All of the most impacted and distressed areas within Colorado participate in the FEMA Flood Insurance Program1. By taking a regional, interdependent, multi-disciplinary planning approach, the strategies described in this Exhibit are creating a roadmap for comprehensive long-term resilience. The State will also work with communities to identify potential opportunities to either enroll in the FEMA Community Rating System (CRS), or to 1

See https://www.fema.gov/cis/CO.html for listing of participating communities.

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improve CRS scores in those communities that do participate. Additionally, the State has adopted Rules and Regulations for Regulatory Floodplains, which sets a higher standard for floodplain management and land use than those set forth in the NFIP. Those rules, which are required to be adopted locally, are in force in communities throughout the state.

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Exhibit F – Leverage State of Colorado NDRC Application

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Exhibit F - Leverage a. Outcomes. Program Length and Intensity. The Colorado Resiliency Framework will create a plan to guide future decision-making and include a set of strategies that will span the next 1015 years. Environmental and financial sustainability will be integral to these strategies. The State intends to regularly update the Framework to ensure that it meets the most current needs and priorities of Colorado. The Local plans will follow the model created by the Framework. The Local plans will utilize localized risk assessment data and needs assessment to develop localized strategies that will inform the prioritization of projects, policies and initiatives. This local planning effort will be the springboard for much needed cultural change within institutions that break down silos and foster collaborative, regional decision-making. This forward-looking decision making creates a foundation for resiliency strategies that will have lasting impact well beyond the recovery from recent disasters. To ensure this effort is further implemented in the pilot areas and will be extended across the state, the Fund will be created. The Fund will use the CDBG-NDR grant funds as seed money to attract additional capital to the Fund and to implement projects identified through the Local plan project prioritization process. The Fund will include both grant and loan products and is planned to ultimately transition operation from the State of Colorado to a community-based development organization or other non-government entity with capacity, and bylaws and requirements that will guarantee a lasting source of funds dedicated to resiliency planning, capacity building and projects for a minimum of the next 20-30 years. The goal will be to fully integrate resiliency strategies into the everyday business conducted in the State of Colorado and into the everyday lives and decisions of its citizens.

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Considered Infrastructure / Green Solutions. As part of its Framework planning process, the CRWG has encouraged cross-sector collaboration between subsector committees to identify strategies that will offer multiple benefits. The infrastructure sub-sector committee and watersheds and natural resources subcommittee understand the importance of integrated solutions that protect and leverage natural systems such as green infrastructure. This approach is already in place in the State’s CDBG-DR Watershed Resilience Pilot Program where efforts are being made to ensure that all upgrades to infrastructure have minimal environmental footprint, support conservation of water, minimize air impacts, utilize natural systems, among other items. Co-Benefits. Co-benefits will be achieved in multiple ways. For example, the CRO’s partnership with NREL will be further leveraged through the White House Climate Preparedness Pilot that is being undertaken by the Administration in cooperation with State of Colorado, NREL and NASA and involving key Federal agencies working with local communities to assess and plan for their region-specific vulnerabilities and interdependencies associated with the impacts of climate change. These resources from NREL related to this pilot project will support the Local planning process and inform criteria used to evaluate projects for implementation. Additionally, the criteria that will be used to select and prioritize projects for grants and investment through the Fund will include a co-benefits requirement so that every funded project must have at least one co-benefit outcome in order to qualify. Those containing more will achieve higher prioritization scoring, assuming all other factors are equal. As mentioned above, the cross-sector approach of the Framework subsector committees has ensured that diverse stakeholders are engaged and fully understand the value of achieving multiple benefits from one solution or project. The Local plan development process will follow a similar model to the

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Framework process with a strong emphasis on cross-sector collaboration and the use of project prioritization criteria that support projects with co-benefits. Environmental and Financial Sustainability. Environmental sustainability is a core principle of Colorado’s recovery process, resiliency goals and the Framework. Colorado’s residents and its businesses depend heavily on natural resources for agriculture, business and tourism—these sectors together account for 107,000 jobs and $10 billion in annual economic input. Service workers are central to the success of this sector of the economy, and due to growth pressures that drive the high cost of living in some communities it can be challenging to find affordable housing in close proximity to jobs. To ensure environmental sustainability, the Fund will attract additional capital for projects that emphasize triple bottom line returns. Projects that will be supported with the initial infusion of CDBG-NDR funds will be selected based on criteria that include the degree to which the project addresses the needs of vulnerable and low-income persons as one aspect of the triple bottom line returns to the community. Financial sustainability will be ensured by: 1) attracting outside investment to supplement CDBG-NDR funding, 2) making smart investments that ensure the long term financial sustainability for the Fund, and 3) oversight by experienced, competent groups. The Fund will provide a sustainable funding mechanism with affordable, cost effective loan repayment reinvestment strategy that will facilitate resiliency projects in Colorado communities beyond 2025 without additional capitalization needed. Insurance Industry. The Rocky Mountain Insurance Information Association (RMIIA) has identified the June 2012 Waldo Canyon Fire in Colorado Springs as the most expensive wildfire in Colorado state history with estimated insured losses totaling $453.7 million ($466.7 million in 2014 dollars) from 6,648 claims. The RMIIA is working directly with Page 63

communities such as the Colorado Springs Fire Marshall to advance the creation of defensible spaces.

Discussions between the CRO and the RMIIA have reinforced the need for

community-wide education programs to motivate personal responsibility and action, along with local code updates and on-site inspections for continual maintenance of actions. Evaluating Success. Success of the Colorado recovery process means that projects implemented build communities back and build back stronger, safer and better than before the disaster. To measure success of the Framework and Local planning process, each subsector of the CRWG has defined performance metrics to measure success of the implementation of the Framework. To the greatest extent practicable, these include metrics that are already being collected by various State and other agencies. However, others are also being established to account for measures of resiliency and community connectivity. Sources such as the City Resilience Framework, developed by The Rockefeller Foundation and Arup, are being examined and adapted, as needed, to meet the unique needs of Colorado’s culture and geography. Additionally, a City of Boulder Resiliency Officer is supported through the 100 Resilient Cities Program (100RC), providing important linkages to the 100RC network and its exchange as described in their Partner Letter in Attachment A. These metrics will be used to develop a baseline understanding of the current status of key community resiliency indicators and serve as a solid basis from which to measure future progress and success of the Framework. The State recognizes that needs and strategies will evolve over time making prescriptive solutions to reach future targets an obstacle for creativity and application of new practices. Performance based measures—rather than prescriptive measures— allow for the integration of new approaches to meeting the targets. Adapting to fast changing conditions also requires that the Framework and Local plans include elements for Page 64

implementation, updates and evaluation based on community support and engagement. When citizens are part of the process and own it, they will ensure its ongoing effectiveness. Success of the Fund will be measured based on meeting fiscal responsibility requirements and achieving objectives that are aligned with the Framework and Local plan project prioritization criteria. In their role in administering the Fund, DOLA will be responsible for measuring and evaluating success of the Fund, in collaboration with CRO. Successful outcomes will first and foremost depend on the public-private partnerships forged to sustain the fund in the long term and enable it to expand to a statewide mission and reach. Additionally, success will be based on common reporting metrics such as progress toward resiliency indicators, projects financed, benefits achieved and dollars saved due to proactive actions. Customized metrics such people trained or funds leveraged will be tracked. The overall Fund will also be measured by its financial viability, community benefits and user ratings. b. Leverage. Colorado has leveraged over $1.6 billion from 31 different funding sources in resilience efforts to date through partnerships with federal, state, regional and local agencies. All of these agencies will play critical roles in the CRWG and implementation of Colorado’s resiliency planning processes for NDRC. A list of organizations that are providing leverage is found in Attachment B. For example, the Watershed Coalition will be assisting with the implementation and maintenance of watershed projects. The Department of Transportation will be assisting with the implementation and maintenance of roadway infrastructure projects. Counties will be assisting with the implementation and maintenance of other infrastructure, housing and environmental restoration projects. NREL, the Colorado Energy Office and the Colorado Association of Funders have committed a combined $251,500 to the Colorado NDRC

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Resiliency effort. In addition, the City of Longmont has committed $31 million toward the St. Vrain Creek Improvement Project (See their letter in Attachment B). Co-Benefits and Funding. The Fund will be seeded with CDBG-NDR funds but will also solicit and utilize funds from other sources such as State special appropriations, other federal funds, private corporations and foundations. The Fund will make grants and loans to high impact resiliency projects and programs that will have lasting impact and be guided by prioritization criteria established through the Framework and Local plans. An initial set of projects will be identified through the Local plan process to receive the CDBG-NDR portion of funds and they will also conform to those rules set forth in the NDRC NOFA. All projects supported by the Fund with both CDBG-NDR and other funds will be required to demonstrate co-benefits as defined through the Local plan process. Extending the Reach of the Concept. As discussed throughout this application, Colorado has committed to complete a statewide resiliency framework, which extends the resiliency planning process beyond the damages of past disasters and into reduction of vulnerabilities into the future throughout the entire state. The partners described herein have all committed to fulfill their necessary role in the planning and implementation of this resiliency planning and implementation process. By pooling a variety of funding sources, the Fund will have the capacity to extend its reach beyond eligible CDBG-NDR areas. In this way, the Fund has a truly regional impact that supports the Framework’s statewide scope. Committed Leverage Resources: The National Renewable Energy Laboratory (NREL) has committed $129,000 toward this project. The Colorado Energy Office has committed $51,500 toward this project. The Colorado Association of Funders has committed $71,000 toward this project of $71,000. See Attachment B for these commitment letters. Page 66

Exhibit G – Long-Term Commitment State of Colorado NDRC Application

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Exhibit G - Regional Coordination and Long-term Commitment The State of Colorado has made a commitment to recovery and long-term resiliency through reestablishing critical infrastructure systems, returning families home, providing critical crisis counseling and case management, and re-opening or strengthening businesses impacted by a disaster. This long-term commitment involves continuously searching for innovative approaches to technical and financial assistance. One such approach is Colorado’s NDRC strategy, which is centered on the seeding of the Fund and its utilization in supporting priority projects identified through the Local planning process. The Fund will be established in 2016 to provide grants and financing for NDRC-prioritized projects, and will ultimately create a long-term, stable source of grant and loan funds for community-based resiliency projects. The following initiatives have been developed in collaboration with multiple stakeholders and guided by the State through the CRO and the CRWG--with robust public engagement processes and input. They have informed the need for the Fund and will continue to inform its structure and operation: 

Colorado Resiliency Framework plan (Framework): The Framework will be adopted by the Governor in May 2015 and serve as a statewide guiding document that will immediately move forward with implementation starting with the establishment of the CRWG as a permanent body to ensure multi-agency cooperation and regional coordination;



Local Resiliency Strategy plans (Local plans): The Local plans will be piloted in four to five of the most impacted multi-jurisdictional areas during summer 2015 with completion scheduled for September 2015. The Local plans will lead to long term local resiliency actions and the identification of priority projects for inclusion in the NDRC phase II application; Page 68



Watershed Coalitions and Master Plans: The established watershed coalitions will lead the completion of nine master plans by July 2015, that will then inform and guide project implementation;



Risk and Vulnerability Assessment: A prototype geospatially based tool will be developed for 4 impacted counties by the end of 2015, in conjunction with the Local plan development processes; and,



Development of All-Hazards Model Land Use Code and Toolkit: In partnership with the University of Colorado – Denver, the State is developing a model all-hazards land use code that will be drafted by fall 2015 with a printed guide and website scheduled for completion by January 2016. This project is focused on flood and fire hazards but will take an all-hazards approach to also include geomorphic and other considerations. This model code and associated tools will facilitate local adoptions in conjunction with the Local plan development processes.

The Framework planning process was launched in July 2014 by Governor Hickenlooper and will be completed by the end of May 2015. The Framework plan will serve as a platform for an actionable strategy, as well as a guide for the development of Local plans. The use of the Framework as a model for the Local plans will ensure comparability and coordination throughout the state. The Local plans will identify unmet community needs and utilize State risk assessment data to engage the community in a project prioritization process. This approach ensures that the needs of the most vulnerable and hard to reach populations are heard and addressed within the local project prioritization process. The project prioritization process will utilize criteria derived from both the Framework plan and the Local plans.

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Regional collaboration and long-term sustainability are at the core of Colorado’s approach to resiliency. Multi-disciplinary and regional coordination is integrated into all of the State’s planning programs, including the Framework, Local plans and Watershed Master Plans. The Fund will support building statewide resilience capacity by investing in institutions and planning processes. In this way, Colorado is not only preparing for a variety of future disaster threats, the state is thriving with a new sense of direction and purpose that will benefit its Coloradans far into the future.

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