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HomeMy WebLinkAboutCommunity Development Block Grant Commission - Periodic Review Report - 2019BOARDS AND COMMISSIONS PERIODIC REVIEW QUESTIONNAIRE BOARD/ COMMISSION NAME: Community Development Block Grant Commission DATE PREPARED: 10/10/19 LIST OF MEMBERS: 1. Amy Dondale Chair 6. Pat Hastings 2. Serena Thomas Vice Chair 7. Joshua Johnson 3. Steve Backsen 8. Margaret Long 4. Anita Basham 9. Sara Maranowicz 5. Olga Duvall 10. 1. Please indicate the Key Outcome Areas this Board/Commission is aligned with, using (1) for the primary connection, (2) for second largest connection, and (3) for third connection: ___XX Neighborhood Livability & Social Health ___ Culture and Recreation ___ Economic Health Environmental Health Safe Community Transportation 2. How do the current duties of the board, as defined by City Code, align with the Key Outcome Areas identified above? What duties would you suggest be added and/or deleted? • The current Duties of the CDBG Commission align well with the Neighborhood Livability & Social Health Key Outcome area. No need to be adjusted. o Allocating funding to various human services and housing proposals clearly aligns with providing resources needed to meet outcomes. o When considering funding allocations, commission constantly works to improve and sustain high quality neighborhoods, built environment, and overall community health. o Opportunity does exist to better address supporting diversity. o Opportunity for more alignment with the vision of affordable housing on the front end, not just the funding portion. o Opportunity for the commission to be allowed some latitude (or specific direction) in setting priorities regarding which aspects of neighborhood livability and social health, in order to be more strategic about funding recommendations. • Within the current Duties/Functions, the CDBG Commission is not clear on how to fulfill the following items, given the group’s emphasis on the annual grant process, and would welcome guidance: o Advise the City Council on matters pertaining to the HUD-CDBG Program; o Assess the community development needs of low- and moderate-income individuals and families and suggest programs to meet those needs. 3. Regarding the board’s annual Work Plan: A. How is the Work Plan aligned with the Key Outcome(s) identified above? • The Work Plan is largely complimentary with the Neighborhood Livability & Social Health outcome. o The Commission designs its annual work plan based on this key outcome. o The Commission has added a component to the scoring of proposals to address this. o Opportunity for improved alignment on the planning side, not just to be utilized for funding decisions. • The CDBG Commission recognizes that there are other methods to contribute towards the NL&SH outcome. Opportunities to expand the Work Plan in 2020 towards this end will be available if the Commission desires to do so. B. How is the Work Plan aligned with the City’s Strategic Plan? • The Work Plan and the City’s Strategic Plan are primarily aligned with items 1.1, 1.2 and 1.3. C. How is the Work Plan aligned with the Agenda Planning Calendar (Six-Month Calendar)? • The Work Plan and the Six-Month Calendar are complimentary, but only with regard to the CDBG Commission’s funding recommendation advancing to City Council for review/approval. o CDBG Commission also follows City Council updates and periodically discusses at the monthly meetings. o Council’s Agenda Planning Calendar does not seem to offer other opportunities for consultation or advisement from the Commission. D. Does the board effectively accomplish its annual Work Plan? • Yes, the Commission works to be effective and equitable with the funds available and to continually explore methods for improvement. • Opportunity for improvement towards Work Plan Item #5, which invites the Commission to play a stakeholder role regarding issues surrounding poverty, human services, affordable housing, etc. For example, the CDBG Commission was not aware of the City's plan to build a homeless service campus. • Work Plan only focuses on the grant funding mechanism, which is only one of many duties. 4. Are board meetings conducted in an effective manner (do the meetings start on time? Are discussions focused around the agenda topic, etc.)? What could be done to improve board meetings? • The Commission meetings are well run, efficient, effective and respect is given to members’ time. o As time permits, it would be good to have more general discussion of human service and housing issues. o Sometimes we do go down "rat holes". o Not optimally. It is hard to know where group discussion is leading toward an outcome. Instead of agenda items, it would be more effective to be clear about what the group is to accomplish during the meeting. 5. Is the current size of the board appropriate? If not, what suggestions would you make? • Yes, 9 Commission members is appropriate to represent a number of diverse views on supporting community development. o May not be as social-economically diverse as ideal. o Composition of skills / expertise and a commitment to carrying out the CDBG duties (vs advancing individual interest areas) is more important than the # of people. That being said, it would be great to expand to include more members with varied expertise. 6. Please describe the effectiveness of the communications between the board and Council. What could be done to improve these communications? • Interaction between the Commission and City Council is limited and not in person, however; the established protocol for communications seems to work well and is effective. o City staff is our liaison, via written communication. This seems effective enough. o A quarterly visit from the council liaison would be beneficial for all. o More would be better as long as it doesn't compromise the independence of the Commission. o Past examples include:  Issues the Commission has deemed as important and in need of Council attention, such as the critical need for additional human service funding as the city grows.  Formal letter writing to advocate for more $ for grant funding. Other comments: • This is a commission with clear work and impact. It can be fairly time consuming during the competitive process which makes it difficult to have a more inclusive membership particularly those with low incomes. • I appreciate this effort! Assessing and making changes is never easy and it can be tough to see where things are working well and where objectives are not being met. From my view, staff management of the commission has been really well done recently. Thank you! • Given that funding decisions are made in the spring, it would be much better if new/old members could be rotated on/off at the beginning of the fall (September), rather than January. Attachments: a. City Code description of duties b. Current Work Plan c. Current Annual Report d. Current Bylaws Social Sustainability 222 Laporte Avenue PO Box 580 Fort Collins, CO 80522 970.221.6757 MEMORANDUM DATE: December 13, 2019 TO: City Clerk Delynn Coldiron THRU: Jeff Mihelich, Deputy City Manager Jacqueline Kozak-Thiel, Chief Sustainability Officer Beth Sowder, Social Sustainability Department Director FROM: Adam Molzer, City Grants and Community Partnerships Coordinator RE: CDBG Commission Periodic Review: Dialogue with Mayor Pro Tem Stephens This memo provides a brief summary of the Community Development Block Grant (CDBG) Commission’s meeting on the evening of December 11, 2019 with Mayor Pro Tem Kristin Stephens to discuss their Periodic Review. Bottom line: The CDBG Commission does not recommend significant changes to the duties of the Commission and believes their work is complimentary with the City’s Neighborhood Livability and Social Health (NLSH) Outcome area. The Commission is largely satisfied with the effectiveness of their meetings, group size and communications. Edits and updates to the Commission’s functions as described in the City Code are necessary. Background: A Periodic Review is conducted every four years (rotational) of the City of Fort Collins Boards and Commissions. The Outcome area for 2019 is Neighborhood Livability and Social Health. The CDBG Commission’s primary outcome is under this focus area. The CDBG Commission completed their Periodic Review questionnaire in the fall of 2019 and presented their report to the assigned Council liaison, Mayor Pro Tem Kristin Stephens, for her response on the evening of December 11, 2019. Summary: A variety of topics were discussed with Mayor Pro Tem Stephens, including: • Receptiveness of Council for the Commission to communicate their thoughts and expertise on affordable housing and human services topics, outside of their annual funding recommendation activities. • Council’s consideration of short-term appointments to Boards & Commissions to temporarily fill vacancies during the ‘Reimagining Boards & Commissions’ project. • Updates to the City’s Code language related to the CDBG Commission, and a potential name change for the Commission. This should be part of the ‘Reimagining’ efforts. • The City’s upcoming Budgeting for Outcomes process and how the Commission can advocate for budget offers of interest to them. • Council priorities that intersect with the CDBG Commission’s interests, including childcare, and whether those should be considered during the grant funding process. • Council’s advocacy to federal officials for HUD resources delivered to the Fort Collins community. Next steps: • Staff liaison to the CDBG Commission will inquire with the City Clerk’s Office about Council’s interest in short-term appointments to Boards and Commissions. • Staff liaison to the CDBG Commission will consult with the City Manager’s Office about the anticipated timing for Code language revisions to be considered. DocuSign Envelope ID: 368B50D4-53C1-4F9F-AD81-1E0C075CE196 ARTICLE III. - BOARDS AND COMMISSIONS Division 11 - Community Development Block Grant Commission The Commission shall have the following functions: Sec. 2-183. - Functions. The duties and functions of the Commission shall be: (1) To advise the City Council on matters pertaining to the Department of Housing and Urban Development's Community Development Block Grant (CDBG) Program; (2) To promote the CDBG Program within the City with special attention to the three (3) low- and moderate-income neighborhood strategy areas of Holy Family, Laurel School, and Buckingham, Alta Vista and Andersonville (B.A.V.A.); (3) To assess the community development needs of low- and moderate-income individuals and families and suggest programs to meet those needs; (4) To provide recommendations to the City Council concerning the expenditure o (5) f CDBG funds received from the Department of Housing and Urban Development; (6) To perform such other duties and functions and have such other powers as may be provided by ordinance of the City Council. (Ord. No. 98, 1990, § 3, 9-4-90) BY-LAWS OF THE CITY OF FORT COLLINS COMMUNITY DEVELOPMENT BLOCK GRANT COMMISSION ARTICLE I – NAME The official title of this Commission shall be the Community Development Block Grant Commission of the City of Fort Collins, Colorado. ARTICLE II – PURPOSE AND OBJECTIVES The duties and functions of the Commission shall be: 1. To advise City Council on matters pertaining to the Department of Housing and Urban Development's Community Development Block Grant (CDBG) and the Home Investment Partnerships (HOME) Programs, the City’s Affordable Housing Fund (AHF) and Human Services Program (HSP); 2. To promote affordable housing, community development, and human service activities within the city with special attention to the needs of low- and moderate income individuals and families and special needs populations; 3. To assess the affordable housing, community development, and human service needs of low- and moderate-income individuals and families and suggest programs to meet those needs; 4. To provide recommendations to City Council concerning the expenditure of CDBG and HOME funds received from the Department of Housing and Urban Development, as well as the City’s Affordable Housing Fund and Human Services Program funds; 5. To perform such other duties and functions and have such other powers as may be provided by ordinance of City Council. ARTICLE III – COMMISSION MEMBERSHIP 1. The Commission shall consist of nine (9) members appointed by City Council. Council will strive to appoint persons with knowledge and/or experience in areas relating to affordable housing, economic development and/or human services. . 2. Each member shall serve without compensation for a term of four (4) years, except that members may be appointed by City Council for a shorter term in order to achieve overlapping tenure. Appointments shall specify the term of office of each individual. All members shall be subject to removal by City Council. If a vacancy occurs on the Commission, it shall be filled by City Council for the remaining unexpired portion of the term. No member shall serve more than two (2) consecutive terms, unless a period of at least twelve (12) months has occurred. For the purposes of this provision, a "term" shall include the balance of an unexpired term served by a person appointed to fill a vacancy if such unexpired term exceeds twenty-four (24) months. ARTICLE IV – OFFICERS 1. Each year in February or March, at a regular meeting, a Chair and Vice-Chair shall be elected by majority vote of the Commission. 2. The Chair shall preside at all meetings of the Commission. In the event of the absence or disability of the Chairperson, the Vice-Chair shall preside. 3. A vacancy in the office of Chair shall be filled automatically by the Vice-Chair, and a new Vice-Chair shall be elected at the next regular meeting of the Commission from among the regular members. A vacancy in the office of Vice-Chair shall be filled at the next regular meeting of the Commission by election from among the regular members. The officers so elected shall serve until the next February or March meeting when officers are elected. 4. The Chair, subject to these bylaws and rules of procedure, shall decide all points of order or procedure, unless otherwise directed by a majority of the Commission in session at that time. 5. The Director of Social Sustainability or employee designate(s) shall act as liaison to the Commission, shall keep or cause to be kept the minutes of each Commission meeting, shall conduct all official correspondence and generally supervise the clerical and technical work of the Commission. The liaison(s) shall be a non-voting member(s) of the Commission. ARTICLE V – MEETINGS 1. Regular meetings of the Commission shall be held at least monthly, or as established by the Commission, at a time and place agreed by its members. 2. Special meetings may be called by the Chair of the Commission at such other times as the Chair or the Commission may determine to be admissible, provided that written notice or notice by telephone of such meeting and of the subject matter of such meeting be given to each Commission member at least twenty-four (24) hours prior to the time set for such meeting; provided further that notice of any such meeting be filed with the City Clerk twenty-four (24) hours before the time of such meeting. Any Commission member may sign a waiver of notice which waiver shall then be in lieu of any other notice requirement. A Commission member attending any meeting shall be deemed to receive the necessary notice of such meeting. 3. All meetings of the Commission shall be held in a designated meeting place in a City facility or after proper notice as set forth in Section 2. 4. All meetings shall be open to the public. The first item on the agenda shall be noted for Open Public Discussion and shall allow a ten-minute time slot for public input. Persons wanting to address the Commission may also do so by obtaining agenda item approval by both the Chair and the Staff Liaison of the Commission not less than fourteen (14) days before the next regularly scheduled meeting. Guests may also address the Commission at other times by Commission invitation. 5. A quorum of the Commission shall consist of a majority of the total number of members specified by City Code to comprise the Commission. No official action may be taken by the Commission unless a quorum is present. However, if a quorum is not present, the meeting may still be conducted for the purposes of status reporting and discussion of items. 6. The order of business for all meetings shall be the order as it appears in the agenda except that the Chair may, under special circumstances, rearrange the order of business unless otherwise directed by a majority of the Commission. 7. Any Commission member who has a personal interest in any matter before the Commission shall disqualify himself or herself from any such consideration or discussion of or voting upon such matter. Any such disqualification shall be noted in the official Minutes of the meeting. ARTICLE VI – AMENDMENTS TO BY-LAWS These rules may be amended or modified by a majority vote of the Commission, provided that such amendments be presented in writing and such action be taken thereon at a subsequent regular meeting, subject to the approval of the City Council. Revised and approved 10/11/2018 COMMUNITY DEVELOPMENT BLOCK GRANT COMMISSION: 2019 WORK PLAN The Community Development Block Grant (CDBG) Commission is responsible for: overseeing the Competitive Process for the funding of affordable housing and community development projects and programs; reviewing related activities; and making funding recommendations to City Council. The following items are included in the CDBG Commission’s 2019 Work Plan: 1. Competitive Funding Process: Program Development The CDBG Commission will continue to work to improve the Competitive Process for CDBG, HOME Investment Partnerships Program (HOME), Affordable Housing Fund (AHF), Human Services Program (HSP) and Keep Fort Collins Great (KFCG) funds. The Commission will continue to use a web-based Competitive Process application process and will make adjustments and improvements as warranted. 2. CDBG FY 2019: Program Development CDBG Program Development involves the continuation of the federally funded grant program for activities such as affordable housing, public facilities, economic development and public services. The process includes a review and update of the processes for application selection, solicitation of proposals, criteria for funding, and funding recommendations. 3. HOME FY 2019: Program Development HOME Program Development involves the continuation of the federally funded grant program for affordable housing and will include review of the processes for application selection, solicitation of proposals, criteria for funding, and funding recommendations. 4. Human Services Program, Affordable Housing Fund, and General Fund and Keep Fort Collins Great: Program Development For these City General Fund and Keep Fort Collins Great funding streams, Program Development will include review of the processes for application selection, solicitation of proposals, criteria for funding, and funding selection. 5. City’s Social Sustainability Work Program and Community Initiatives The CDBG Commission will continue to play a stakeholder role for review and input as work continues both within the City organization and in the community regarding issues surrounding poverty, human services, affordable housing, community development and social sustainability. COMMUNITY DEVELOPMENT BLOCK GRANT COMMISSION ANNUAL REPORT: 2018 The Community Development Block Grant (CDBG) Commission met a total of twelve times during 2018. Six were regular meetings and six were special Competitive Process-related meetings. One funding cycle was conducted in the spring. The Commission held six evening meetings during the spring cycle to listen to presentations by housing and human service applicants, to consult with the Affordable Housing Board and discuss the merits of the grant proposals, and to make funding recommendations to Council. A subcommittee of Commission members also met for a series of five meetings in the summer months. This group worked with staff to provide a comprehensive review and evaluation of the Competitive Grant Process. These recommendations will be folded into improvements for the grant process in 2019, allowing the grant process to be leaner and more effective, while maintaining the value and integrity of the final funding recommendation. During the regular meetings, the Commission reviewed the funding process and discussed the status of some grantees. A presentation from members of the Economic Advisory Board also provided information about a special project that would focus on the City’s Triple Bottom Line approach to project evaluation and engagement of various Boards & Commissions from the Sustainability Service Area. Discussions also occurred around the City’s Budgeting for Outcomes process and budget offers that specifically impacted the Human Services Program and the Social Sustainability Department. Commission members wrote a letter to the City Council advocating for retained funding for the HSP budget. There were also topical discussions on housing affordability, poverty, and a special presentation about issues impacting seniors in our community. The Commission provided recommendations to City Council as to the allocation of the City’s FY2018 CDBG and HOME entitlement grants, CDBG and HOME program income, AHF, HSP and KFCG funds. Funding requests were greater than available dollars so not all proposals submitted were funded. Funding Source Funding Totals CDBG $ 2,170,510 HOME $ 1,752,030 AHF $ 525,047 HSP $ 758,406 TOTAL $5,205,993 2 The projects and programs funded during 2018 were: HOUSING • DMA Plaza: Rehabilitation • Habitat for Humanity: Poudre Build • CARE Housing: UFAS • Housing Catalyst: Mason Place PUBLIC SERVICE • Alliance for Suicide Prevention: Suicide Prevention & Mental Health Education • B.A.S.E. Camp: Childcare Scholarships • Boys & Girls Clubs: Great Futures Start Here • CASA Program: Court Appointed Special Advocates • CASA Program: Harmony House Supervised Visitation Center • Catholic Charities: Senior Services • Catholic Charities: The Mission Shelter • (The) Center for Family Outreach: Scholarship Program • ChildSafe Colorado: Sexual Abuse Treatment Program • CO Health Network d/b/a Northern Colorado AIDS Project: Client Services • Crossroads Safehouse: Advocacy Program • Disabled Resource Services: Access to Independence • Elderhaus: Community Based Therapeutic Care • Faith Family Hospitality: Family Programs • Food Bank for Larimer County: Kids Café • Homeward Alliance: Murphy Center Programs • Homeward Alliance: Program Support • Larimer County Partners: One to One Mentoring • (The) Matthews House: Empowering Youth Program • (The) Matthews House: Building Employment Skills • Neighbor to Neighbor: Housing Counseling • Neighbor to Neighbor: Rent Assistance • Partnership for Age Friendly Communities: A Little Help Program • Project Self-Sufficiency: Healthy Families Program • Respite Care: Childcare Scholarships • SAVA Center: Sexual Assault Victim Services • SummitStone Health Partners: Community Behavioral Health Treatment Program • SummitStone Health Partners: Mental Health Services at the Murphy Center • Teaching Tree Early Childhood Learning Center: Childcare Scholarships • The Family Center/La Familia: Scholarship Program & Family Services • The Growing Project: Youth Gardening Education • Turning Point: Crisis Intervention Services • Voices Carry Child Advocacy Center: Family Advocacy • Volunteers of America: Home Delivered Meal Service