HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 04/26/2022 - WORK SESSION
City of Fort Collins Page 1
Jeni Arndt, Mayor
Emily Francis, District 6, Mayor Pro Tem
Susan Gutowsky, District 1
Julie Pignataro, District 2
Tricia Canonico, District 3
Shirley Peel, District 4
Kelly Ohlson, District 5
Remote Meeting
City Hall West
300 LaPorte Avenue
Fort Collins, Colorado
Cablecast on FCTV
Channel 14 on Connexion
Channel 14 and 881 on Comcast
Carrie Daggett Kelly DiMartino Anissa Hollingshead
City Attorney Interim City Manager City Clerk
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A petición, la Ciudad de Fort Collins proporcionará servicios de acceso a idiomas para personas que no dominan el
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Relay Colorado). Por favor proporcione 48 horas de aviso previo cuando sea posible.
City Council Work Session
April 26, 2022
6:00 PM
A) CALL TO ORDER.
B) ITEMS FOR DISCUSSION
1. Boards and Commissions Recruitment Review. (staff: Anissa Hollingshead, Tammi Pusheck; 10
minute presentation; 45 minute discussion)
The purpose of this item is to explore opportunities to improve the recruitment process for
Boards & Commissions and seek feedback from Council on priorities for next steps.
2. East Mulberry Potential Annexation Lenses and Scenario Review. (staff: Travis Storin, David
Lenz, Rebecca Everette; 30 minute presentat ion; 60 minute discussion)
The purpose of this item is to provide Council with an overview of the potential annexation phasing
lenses, assumptions, and corresponding financial modeling.
C) ANNOUNCEMENTS.
D) ADJOURNMENT.
DATE:
STAFF:
April 26, 2022
Anissa Hollingshead, City Clerk
Tammi Pusheck, Privacy & Records Mgr.
Sylvia Tatman-Burruss, Sr. Project Manager
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Boards and Commissions Recruitment Review.
EXECUTIVE SUMMARY
The purpose of this item is to explore opportunities to improve the recruitment process for Boards &
Commissions and seek feedback from Council on priorities for next steps.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Do Councilmembers have feedback on formalizing standard recruitment processes and other process
improvements related to appointed Boards and Commissions?
2. Are there additional structural or other shifts building on the work done since 2019 to reimagine Boards and
Commissions Councilmembers would like to explore?
3. How would Councilmembers like to be engaged in ongoing work around appointed Boards and
Commissions?
BACKGROUND / DISCUSSION
HISTORY
Boards and commissions are intended to provide a pathway for formally engaging residents and community
members in a range of issues of importance to the City organization and the community. There is a unique
connection between Council and these entities, as members are appointed directly by the Council and one or
more Councilmembers are assigned as liaisons to each board or commission. The City Clerk’s Office provides
support for the appointed boards and commissions program, includ ing coordination of the recruiting and
appointment process as well as the general structure of how boards and commissions operate.
In total, there are 24 boards and commissions that perform a range of specific functions from advising to decision
making. Over 200 residents share their valuable time and expertise through board membership. Approximately
45 staff members spend time directly supporting them in various ways. The 24 appointed Boards & Commissions
include:
• 6 quasi-judicial commissions using forma l procedures to objectively determine facts, interpret law, and draw
conclusions to provide the basis of their actions which are subject to appeal to Council or the courts.
• 4 advisory type 2 boards serving an advisory function to Council and staff and also have authority to make
decisions on certain matters specified in City Code to serve as formal recommendations to Council or staff.
• 14 advisory type 1 boards that make recommendations to Council and staff on areas of particular knowledge
or expertise.
Ensuring effective operations of appointed Boards & Commissions is an ongoing and iterative process. One value
consistently expressed by Council is the importance of hearing from voices representative of all of Fort Collins
through boards and commissions. More recent efforts to support this value started with efforts to quantify the
current make up of appointees to boards and commissions. In 2017, the City’s Equity Team researched and
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created a Public Participation Report that included a survey and analysis of existing board member
demographics, as well as recommendations to remove barriers and increase diverse participation.
Link to report:
<https://www.fcgov.com/cityclerk/files/publicparticipationreport-final.pdf?1557934233>
REIMAGINE BOARDS AND COMMISSIONS
On July 2, 2019, Council adopted a priority to Reimagine Boards and Commissions, outlined as:
Better structure the board and commission system to set up success into the future, align with Outcome
Areas and allow for integrated perspectives. Explore models that allow for greater use of ad hoc
meetings, diverse stakeholders, and additional community participation.
Following adoption of this Council priority, staff has had extensive communication with current and former board
members on what works and what could be improved. This included engaging 79 board membe rs with a
Reimagine Boards and Commissions questionnaire and convening 55 board members at the Boards and
Commissions Super Issues Meeting in February of 2020 to discuss this Council Priority in small, facilitated
groups.
Momentum in the Reimagine process slowed as the pandemic set in. Significant shifts did move forward in April
of 2021 making changes to the Code provisions governing appointed boards and commissions. Ordinance No.
049, 2021 included updated provisions addressing:
• Allowing boards and commissions to meet remotely.
• Clarifying naming structure to make quasi-judicial bodies all commissions, and other appointed bodies
boards.
• Encouraging collaboration through joint meetings of different boards.
• Adding new and varied term lengths, to allow a shorter-term commitment by appointees.
• Staggering terms manually as a reset to ensure different end dates for appointed members.
• Updating attendance policy for appointees.
• Shifting the residency requirement to eliminate the requirement to reside within the Urban Growth Area for at
least a year prior to appointment.
2021 ANNUAL RECRUITMENT PILOT
In late 2021, staff engaged Council in a conversation regarding the recruitment proce ss for Boards &
Commissions. Councilmembers expressed interest in treating the annual recruitment in 2021 as a pilot to allow
revisiting the workability of different elements of the process before finalizing any ongoing shifts. With plans to
return to Council this spring following that process, filling any remaining or new vacancies has been paused since
the beginning of the year to allow this opportunity for Council input on an updated process for handling vacancies
outside of the annual process and on the recruitment process generally based on the pilot approach.
The following points are listed as a reminder of the way the pilot recruitment process was structured based on
Councilmember comments at the November 9, 2021, work session:
• Who will participate in interviews and how will that be determined?
o Council Liaison and a randomly selected Councilmember (preferred alphabetical method of
randomizing when appropriate and schedules allow) conducted interviews. For quasi -judicial
commissions, the Mayor was also added to all interviews as a participant where possible.
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• Will all candidates be interviewed?
o A limit of 10 candidates to be interviewed was be set, with the Council Liaison was identified as
the person responsible for vetting applications.
• Will back-up selections be identified?
o If applicable, back-up selections were noted, but only where the interviewers considered
appropriate.
• How long are back-up selections kept and will they be maintained when one or more of the interview team
has left Council?
o Back-ups will only be recognized as back -ups until the time of annual recruitment at which time
they will need to reapply.
• Should there be a different interview process for Quasi -judicial Commissions?
o Yes. The process the Mayor, Council Liaison, and a randomly selected Councilmember did these
interviews in a public meeting that was posted in advance.
• What actions will prompt a separate recruitment after the Annual Recruitment/Appointment process has taken
place in the final quarter of each year?
o If a board does not meet quorum requirements a separate recruitment would be initiated outside
the annual recruitment period.
Some lessons staff learned related to the pilot:
WHAT WORKED:
• 15-minute interviews for each applicant with members of Council helps applicant s to feel heard and valued.
• One recruitment per year helps to concentrate staff efforts and focus community outreach for Board &
Commission vacancies.
• Having Council liaisons for each Board & Commission helps to increase visibility of the body’s work to al ign
with Council priorities.
RECRUITMENT PROCESS CHALLENGES
• With only one recruitment per year, vacancies often remain for long periods of time, sometimes resulting in an
inability to meet quorum, currently defined in the Boards and Commissions Manual as c onsisting of the
majority of the total number of members specified by the City Code to comprise the board or commission.
(This quorum requirement does not change when a position on the board or commission is vacant).
• Even with a robust annual appointment process, all open seats were not able to be filled. A summary of the
number of vacancies in 2021 by body, applications received, appointments made, and current vacancies is
attached to these materials. (Attachment 1)
• “Special Recruitments” to fill vacancies have not followed a defined process and may therefore lead to
inconsistent and limited outreach.
• Recruitment timing results in a crunch during the holiday season in December when staff, community
members and Council members are unavailable.
• Specific to 2021, the position in the Clerk’s Office focused on Boards and Commissions became vacant mid -
year. Also vacant for much of the same time period was the City Clerk role, leaving the Interim City Clerk
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responsible for multiple roles including managing the recruitment process and the implementation of the
adopted Reimagine provisions.
ROLE OF COUNCIL LIAISONS
Each board or commission has a Councilmember appointed as a liaison. The role of these liaisons was originally
defined via Resolution 1988-78. In 2000, Council updated this area through the passage of Resolution 2000 -76,
and then again in 2016 via Resolution 2016-039. (Attachment 2) The Resolution defines the role
Councilmembers play in recruitment, communication, and board operations. Any updates desired t o this scope
can be made via a new resolution.
POTENTIAL CHANGES
1) Should the recruitment and appointment schedule be changed?
The current recruitment and appointment process for Boards & Commissions often runs into the December
holiday season, which is not ideal for Council, staff, or candidates. There are also potential issues with
elections and Council members beginning their terms shortly after potential appointments. Therefore, staff
can explore moving the recruitment and appointment schedule.
Recruitment Cycle Options
• Continue with annual recruitment process and consider timing changes, such as pushing the time for
interviews and appointments from November/December.
• Continue with annual recruitment and add ad hoc “special” recruitments as needed.
• Create a biannual or quarterly recruitment system.
Potential Benefits:
o Avoid the holiday season when many people are out of town or unavailable.
o May match up better with Council election timing, allowing appointees to carry out their Boards &
Commissions terms with Councilmembers who appointed them (although consideration needs to be
given to potential election timing change.)
Potential Drawbacks:
o Would be a change to the current system and would require changes to term dates for Boards &
Commissions that line up with the current timing.
o Would require staff resources to undertake the change and assess impacts to Boards &
Commissions, staff, and Councilmembers.
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2) Should staff formalize an off-cycle recruitment process?
Some Boards & Commissions are experiencing vac ancies that have not allowed them to meet the current
“quorum” definition to conduct their meetings. This has resulted in staff liaisons and others requesting
recruitment processes outside of the annual process. Currently, there is no formal process for th ese ad hoc
recruitment cycles. Therefore, outreach is limited and may not be in line with comprehensive outreach goals.
Potential Benefits:
o A formal, step-by-step process would offer clarity as to when and how to conduct off-cycle recruitments.
o May allow staff to plan for outreach strategies depending on the type of Board or Commission and time of
year.
o May allow for better communication and planning between staff and Council liaisons.
Potential Drawbacks:
o Will require staff time to create a formal off-cycle process.
o May need to prioritize different vacancy thresholds depending on the decision-making or advisory
authority of a given Board or Commission to limit number of off-cycle processes.
o May still result in low numbers of applicants for vacancies.
3) Should the interview and appointment process be revised?
During the last annual recruitment, applications for regular Boards and Commissions were reviewed by the
Council liaison, as well as a randomly selected (by the Clerk’s Office) Councilmember. For quasi -judicial
commissions, the applications were reviewed by the Council liaison, a randomly selected Councilmember,
and the Mayor. After review of all applications, interviews were set-up and completed by the same team of
Councilmembers that reviewed the applications. Interviews were scheduled at 15-minute intervals. The quasi-
judicial commissions were considered a public meeting and as such required additional preparations for
appropriate notice. Upon completion of interviews, Councilmembers made their final rec ommendation to the
Clerk’s Office to prepare for presentation to the full Council for approval.
Potential Changes:
o Treat quasi-judicial commissions the same as all other boards and commissions and not require the
Mayor to participate. This would eliminate the need for noticing each interview and reduce demands on
Councilmembers’ time.
o Consider creation of a Council Committee for Boards & Commissions that would act as the subject matter
experts for all things concerning recruitment, interviewing, and appo inting, including potentially reviewing
applications and making process recommendations.
Potential Benefits:
o Allows a smaller number of Councilmembers to winnow the applicant pool and bring forward potentially a
smaller number of applicants. The result would be less of a time commitment for the members of Council
that are not part of the Council Committee.
4) Should the definition of “quorum” for boards and commissions be updated?
Quorum is currently defined in the Boards and Commissions manual and can le ad to the inability of a Board
or Commission to formally meet and discuss business. For some Boards & Commissions, there have been
fewer applicants than positions available making it difficult to meet quorum if there are any absences at
meetings.
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Potential Benefits:
o If the requirement for quorum were to be redefined for some Boards & Commissions to require fewer
members to be present, meetings could move forward even with a limited number of absences or
vacancies.
o Lowering the quorum requirement for some Boards & Commissions could lessen the pressure to fill
vacancies and allow Boards & Commissions to meet and conduct business more easily.
Potential Drawbacks:
o Reducing the requirement for quorum for some Boards & Commissions may reduce the number of voices
at the table for discussion.
o Reducing the requirement for quorum does not necessarily address reasons behind a small applicant
pool or potential low attendance at Board & Commission meetings.
5) Should there be exploration of reducing the number of Boards & Co mmissions or changing the
number of seats on some boards or commissions?
The goal of reducing the number of bodies was outlined in the original “Reimagining Boards & Commissions”
effort but was not implemented. There are several Boards & Commissions where members may benefit from
changes to better align with their intended community benefit.
Most boards and commissions currently have either seven or nine members. Of the 14 Type 1 Advisory
Boards, two currently have seven members, while 11 have nine members and the Youth Advisory Board has
a variable number of members. Three of four Type 2 Advisory Boards have seven members, with just one
body at nine members, while the quasi-judicial commissions are split evenly between those with seven and
those with nine members.
Potential Changes:
o Explore possibility of combining some Boards, especially those who may be better served with aligned
goals and intentions.
o Explore ways to improve clarity and benefits resulting from Board membership.
o Explore alignment of Boards & Commissions with Strategic Outcome Areas (this was outlined in the
original priority to reimagine Boards & Commissions on July 2, 2019.)
o Consider if some current boards have reached their natural end of life.
o Consider changing all Type 1 advisory boards to seven seats.
Potential Benefits:
o Some Boards & Commissions may benefit from renewed purpose in assessment and engagement.
o If some Boards & Commissions could be combined, there could be greater efficacy and renewed strength
of purpose.
Potential Drawbacks:
o Existing members may feel as if their current contribution does not matter if they are told that they must
be combined with another Board.
o Underlying issues of a given Board may persist even if Boards are combined.
o Workloads of Boards may increase, or members may feel they are misaligned if the process of combining
them is not done with care and intention.
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POTENTIAL NEXT STEPS
With input from Council on which areas Council would value further focused attention, staff is prepared to take
next steps in shifts to boards and commissions. At this time, the primary position focused on boards and
commissions in the Clerk’s Office remains vacant. During the time of vacancy, the position has been analyzed to
make some adjustments to its focus to include more capacity for outreach and engagement in the recruitment
process. In the interim, the City Clerk and the Privacy and Records Manager who served as the interim Clerk
previously are working together to manage ongoing processes around this program of work as wel l coordinating
any further evolutions.
Possible next steps to identify a path forward for further shifts the Council may wish to consider recommending
include:
• Create ad hoc Council Committee to guide potential changes to Boards & Commissions, to allow for an
intentional process with ongoing Council involvement and input without burdening the full Council throughout
each step.
• Staff can also explore specific changes and improvements with Council’s guidance at this time to bring back
for full Council consideration and action.
• If Council desires to make changes to the parameters for Council liaisons to boards and commissions, staff
can prepare and bring back a new resolution reflecting those changes.
ATTACHMENTS
1. Recruitment Summary (PDF)
2. Resolution 2016-039 (PDF)
3. Powerpoint Presentation (PDF)
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List of Boards Commissions with 2021 Appointment Process Information
Board Name Board
Acronym Type of Board Number
of seats*
Number of seats
needing to be
filled at annual
recruitment 2021
Number of
Applications
Received
How many
Appointments
were made
Current
Vacant
Seats
Notes
Building Review Commission BRC Quasi-judicial 7 3 1 1 2
Historic Preservation Commission
HPC Quasi-judicial 9 4 2 2 2
Anticipating 1-2
upcoming resignations
Human Relations Commission HRC Quasi-judicial 9 6 5 4 2 Some of the applicants
that applied to this
board also applied to
several other boards.
Some were appointed
to other boards.
Land Use Review Commission LURC Quasi-judicial 7 2 0 0 2
Planning and Zoning Commission
PZC Quasi-judicial 7 2 6 2 0
Water Commission WC Quasi-judicial 9 2 4 2 0
Affordable Housing Board AHB Type 1 7 5 11 5 0
Air Quality Advisory Board AQAB Type 1 9 6 4 4 2
Arts in Public Places Board APP Type 2 7 4 5 3 1 Some of the applicants
that applied to this
board also applied to
several other boards.
Some were appointed
to other boards.
Citizen Review Board CiRB Type 2 7 3 6 3 0
ATTACHMENT 1 B.1.1
Packet Pg. 9 Attachment: Recruitment Summary (11522 : Boards and Commissions Recruitment)
List of Boards Commissions with 2021 Appointment Process Information
Board Name Board
Acronym Type of Board Number
of seats*
Number of seats
needing to be
filled at annual
recruitment 2021
Number of
Applications
Received
How many
Appointments
were made
Current
Vacant
Seats
Notes
Cultural Resources Board CuRB Type 2 7 3 5 3 1 One of the newly
appointed applicants
declined appointment
because he was moving.
Disability Advisory Board DAB Type 1 9 4 4 4 0
Economic Advisory Board EAB Type 1 9 6 7 6 0 Some of the applicants
that applied to this
board also applied to
several other boards.
Some were appointed
to other boards.
Energy Board EB Type 1 9 5 12 5 0
Golf Board GB Type 1 7 4 4 4 0
Housing Services and Housing
Funding Board
HSHFB Type 2 9 5 4 3 2 Some of the applicants
that applied to this
board also applied to
several other boards.
Some were appointed
to other boards.
B.1.1
Packet Pg. 10 Attachment: Recruitment Summary (11522 : Boards and Commissions Recruitment)
List of Boards Commissions with 2021 Appointment Process Information
Board Name Board
Acronym Type of Board Number
of seats*
Number of seats
needing to be
filled at annual
recruitment 2021
Number of
Applications
Received
How many
Appointments
were made
Current
Vacant
Seats
Notes
Natural Resources Advisory Board NRAB Type 1 9 5 4 3 2 Some of the applicants
that applied to this
board also applied to
several other boards.
Some were appointed
to other boards.
Land Conservation Stewardship
Board
LCSB Type 1 9 4 6 4 0
Parking Advisory Board PAB Type 1 9 6 2 2 5
Parks and Recreation Board PRB Type 1 9 5 3 3 5
Senior Advisory Board SAB Type 1 9 4 4 3 1 Some of the applicants
that applied to this
board also applied to
several other boards.
Some were appointed
to other boards.
Transportation Board TB Type 1 9 3 2 1 2 Some of the applicants
that applied to this
board also applied to
several other boards.
Some were appointed
to other boards.
B.1.1
Packet Pg. 11 Attachment: Recruitment Summary (11522 : Boards and Commissions Recruitment)
List of Boards Commissions with 2021 Appointment Process Information
Board Name Board
Acronym Type of Board Number
of seats*
Number of seats
needing to be
filled at annual
recruitment 2021
Number of
Applications
Received
How many
Appointments
were made
Current
Vacant
Seats
Notes
Women's Advisory Board WAB Type 1 9 6 3 8 Several board members
resigned shortly after
annual recruitment
Youth Advisory Board YAB Type 1 5-9 1 0
Quasi-
judicial
Type 1
Type 2 In addition to serving an advisory funciton to the City Council and City staff, type 2 advisory
boards also have as part of their assigned functions the authority to make decisions on
certain matters specified in the City Code, which then serve as formal recommendations to
City Council or City staff for their consideration and adoption.
Type 1 Advisory boards make recommendations to the City Council and City staff on areas of
particular knowledge or expertise. Recommendations made by advisory boards are formal
opinions to the City Council on items and subjects that are on the boards' approved
workplans. These recommendations are limited to advisement and are not decisive actions.
Quasi-judicial commissions are non-judicial bodies that use formal procedures to objectively
determine facts, interpret the law, and draw conclusions to provide the basis of an official
action. Decisions of quasi-judicial commissions are subject to appeal to the City Council or
the courts.
*Quorum is defined in the existing Boards & Commissions Manual as a majority of the total
number of members specified by City Code to comprise the body.
B.1.1
Packet Pg. 12 Attachment: Recruitment Summary (11522 : Boards and Commissions Recruitment)
ATTACHMENT 2
COPYB.1.2
Packet Pg. 13 Attachment: Resolution 2016-039 (11522 : Boards and Commissions Recruitment)
COPYB.1.2
Packet Pg. 14 Attachment: Resolution 2016-039 (11522 : Boards and Commissions Recruitment)
Boards and
Commissions
April 26, 2022
Council Work Session
Anissa Hollingshead
ATTACHMENT 3 B.1.3
Packet Pg. 15 Attachment: Powerpoint Presentation (11522 : Boards and Commissions Recruitment)
2Questions for Council
1.Do Councilmembers have feedback on formalizing standard recruitment processes and other process
improvements related to Boards & Commissions?
2.Are there additional structural or other shifts building on the work done since 2019 to reimagine boards
and commissions Councilmembers would like to explore?
3.How would Councilmembers like to be engaged in ongoing work around appointed Boards &
Commissions?
B.1.3
Packet Pg. 16 Attachment: Powerpoint Presentation (11522 : Boards and Commissions Recruitment)
History
24 appointed Boards & Commissions
•6 commissions
Quasi-Judicial
•14 boards
Ty pe 1 Advisory
•4 boards
Ty pe 2 Advisory
B.1.3
Packet Pg. 17 Attachment: Powerpoint Presentation (11522 : Boards and Commissions Recruitment)
History
•45 City staff members directly support appointed Boards & Commissions
•Every board or commission has a Councilmember appointed as a liaison
•Work has occurred over time making shifts and changes to the board and commission
program to ensure it is meeting Council’s objectives
•The role of Council liaisons is defined via resolution, last updated in 2016
•Ti ming of annual appointments last shifted in 2007 from mid year to end of year
•In 2017, the City’s Equity Te am researched and created a Public Participation Report
that included an analysis and recommendations to remove barriers and increase
diversity of participants
•In 2019, Council undertook reimagining boards and commissions as a priority
B.1.3
Packet Pg. 18 Attachment: Powerpoint Presentation (11522 : Boards and Commissions Recruitment)
Reimagine Boards and Commissions
History
B.1.3
Packet Pg. 19 Attachment: Powerpoint Presentation (11522 : Boards and Commissions Recruitment)
6Current Process
May of odd years
•Councilmember
liaisons
appointed to
each board or
commission
Feb./March
•Annual
election of
officers by
boards and
commissio
ns
January
•New
members
start their
terms/
Onboarding
•Annual
reports are
due by
January 31
Fall
•Annual
recruitment
process
•Applications
accepted Sept.-
Oct.
•Interviews &
appointments
made in Dec.
November
•Work plans
due by
November
30
Current Board & Commission Annual Timeline with Fall Recruitment:
B.1.3
Packet Pg. 20 Attachment: Powerpoint Presentation (11522 : Boards and Commissions Recruitment)
7Current Process –2021 Annual Recruitment as a Pilot
In late 2021, Council feedback included a desire to treat the annual recruitment process as a
pilot.
These were the parameters used in recruitment process:
·Who will participate in interviews and how will that be determined?
o Council Liaison and a randomly selected Councilmember (preferred alphabetical method of randomizing when
appropriate and schedules allow). For quasi-judicial commissions, the Mayor was also added to all interviews as
a participant where possible.
·Will all candidates be interviewed?
o A l imit of 10 candidates to be interviewed will be set, with the Council Liaison identified as the person responsible
for vetting applications.
·Will back-up selections be identified?
o If applicable, back-up selections will be noted, but are not required.
·How long are back-up selections kept and will they be maintained when one or more of the interview team has left
Council?
o Back-ups will only remain as back-ups until the time of annual recruitment at which time they will need to reapply.
·Should there be a different interview process for Quasi-judicial Commissions?
o Ye s. The process will only be different in that the Mayor, Council Liaison, and a randomly selected
Councilmember will do the interviews. This will be considered a public meeting and need to be noticed as that.
·What actions will prompt a separate recruitment after the Annual Recruitment/Appointment process has taken place in
the final quarter of each year?
o If a board does not meet quorum requirements a separate recruitment will be initiated outside the annual
recruitment period.
B.1.3
Packet Pg. 21 Attachment: Powerpoint Presentation (11522 : Boards and Commissions Recruitment)
8Current Process –2021 Annual Recruitment as a Pilot
What Worked
•15-minute interviews for each applicant with members of Council helps applicants to feel heard and
valued
•One recruitment per year helps to concentrate staff efforts and focus community outreach for Board &
Commission vacancies
Recruitment Process Challenges
·Because there is only one recruitment per year, vacancies often remain for long periods of time,
sometimes resulting in an inability to meet quorum (currently defined within the Boards & Commissions
Manual)
·“Special Recruitments” to fill vacancies are not yet defined and may therefore lead to inconsistent and
limited outreach
·Recruitment timing results in a crunch during the holiday season in December when staff, community
members and Council members are unavailable
B.1.3
Packet Pg. 22 Attachment: Powerpoint Presentation (11522 : Boards and Commissions Recruitment)
9Current Process
Councilmember Liaisons
•Role is defined currently in Resolution 2016-039, including:
•Serving as the primary two-way communications channel between Council and the body
•Ta king the lead in filling vacancies and the application & interview process
•Serving as the primary informal Council contact for the body
•Helping resolve questions from the body about the role of Council, municipal government and
the body
•Establishing formal or informal contact with the chair of the body
•Providing procedural direction and relaying Council’s position to the body with clarity the
liaison’s role is not to direct the board’s activities or work
•Serving as a Council contact rather than as an advocate or an ex-officio member
•Reviewing the annual work plan of the body and make recommendations to the Council
regarding the work plan
•Identifying and helping resolve any problems with the functioning of the body
•Facilitating the training of new members by providing suggestions and relevant information to
City staff responsible for providing the training
•Conducting a periodic review with the body according to an established schedule and providing
an oral summation of that review at a regular Council meeting
B.1.3
Packet Pg. 23 Attachment: Powerpoint Presentation (11522 : Boards and Commissions Recruitment)
Potential Changes 10
Explore formalization of an off-cycle recruitment
process
Explore changing the recruitment and appointment
schedule
Explore ways to streamline the review of
applications, interview, and appointment process
Explore options to update the definition of “quorum”
in the Boards & Commissions manual
Explore reducing the number of Boards &
Commissions possibly aligning with outcome areas
B.1.3
Packet Pg. 24 Attachment: Powerpoint Presentation (11522 : Boards and Commissions Recruitment)
11Questions for Council
1.Do Councilmembers have feedback on formalizing standard recruitment processes and other process
improvements related to Boards & Commissions?
2.Are there additional structural or other shifts building on the work done since 2019 to reimagine boards
and commissions Councilmembers would like to explore?
3.How would Councilmembers like to be engaged in ongoing work around appointed Boards &
Commissions?
B.1.3
Packet Pg. 25 Attachment: Powerpoint Presentation (11522 : Boards and Commissions Recruitment)
B.1.3
Packet Pg. 26 Attachment: Powerpoint Presentation (11522 : Boards and Commissions Recruitment)
Potential Changes 13
Explore formalization of an off-cycle recruitment
process
Potential Benefits:
·A f ormal, step-by-step process would offer clarity as to when and how to conduct off-
cycle recruitments
·May allow staff to plan for outreach strategies depending on the type of Board or
Commission and time of year
·May allow for better communication and planning between staff and Council liaisons
Potential Drawbacks:
·Will require staff time to create a formal off-cycle process
·May need to prioritize different vacancy thresholds depending on the decision-making
or advisory authority of a given Board or Commission to limit number of off-cycle
processes
·May still result in low numbers of applicants for vacancies
B.1.3
Packet Pg. 27 Attachment: Powerpoint Presentation (11522 : Boards and Commissions Recruitment)
Potential Changes 14
Explore changing the recruitment and appointment
schedule
Recruitment Cycle Options
•Continue with annual recruitment process and shift current timing from November/December
•Continue with annual recruitment and add ad hoc “special” recruitments as needed
•Create a quarterly or bi-annual recruitment system
Potential Benefits:
•Avoid the holiday season when many people are out of town or unavailable
•May match up better with Council election timing, allowing appointees to carry out their Boards &
Commissions terms with Councilmembers who appointed them
Potential Drawbacks:
•Would be a change to the current system and would require changes to start-times for Boards &
Commissions that line up with the current timing
•Would require staff resources to undertake the change and assess impacts to Boards & Commissions, staff,
and Councilmembers
B.1.3
Packet Pg. 28 Attachment: Powerpoint Presentation (11522 : Boards and Commissions Recruitment)
Potential Changes 15
Explore ways to streamline the review of
applications, interview, and appointment process
Potential Changes:
·Tr eat quasi-judicial commissions the same as all other boards and commissions and not require the Mayor to participate.
This would eliminate the need for special preparations done by staff (i.e., public noticing each interview).
·Create an ad hoc Council Committee for Boards & Commissions that would act as the subject matter experts for all things
concerning recruitment, interviewing, and appointing.
Potential Benefits:
·Allows a smaller number of Councilmembers to winnow the applicant pool and bring forward potentially a
smaller number of applicants. The result would be less of a time commitment for the members of Council that
are not part of the Council Committee.
B.1.3
Packet Pg. 29 Attachment: Powerpoint Presentation (11522 : Boards and Commissions Recruitment)
Potential Changes 16
Explore options to update the definition of “quorum”
in the Boards & Commissions manual
Potential Benefits:
•If the requirement for quorum were to be redefined for some Boards & Commissions to require fewer members to
be present, meetings could move forward even with a limited number of absences or vacancies
•Lowering the quorum requirement for some Boards & Commissions could lessen the pressure to fill vacancies
and allow Boards & Commissions to meet and conduct business more easily
Potential Drawbacks:
•Reducing the requirement for quorum for some Boards & Commissions may reduce the number of voices at the
table for discussion
•Reducing the requirement for quorum does not necessarily address reasons behind a small applicant pool or
potential low attendance at Board & Commission meetings
B.1.3
Packet Pg. 30 Attachment: Powerpoint Presentation (11522 : Boards and Commissions Recruitment)
Potential Changes 17
Explore reducing the number of Boards &
Commissions and/or changing number of seats
Potential Benefits:
•Some Boards & Commissions may benefit from renewed purpose in assessment and engagement
•If some Boards & Commissions could be combined, there could be greater efficacy and renewed strength of
purpose
Potential Drawbacks:
•Existing members may feel as if their current contribution doesn’t matter if they are told that they must be
combined with another Board
•Underlying issues of a given Board may persist even if Boards are combined
•Workloads of Boards may increase, or members may feel they are misaligned if the process of combining them is
not done with care and intention
B.1.3
Packet Pg. 31 Attachment: Powerpoint Presentation (11522 : Boards and Commissions Recruitment)
DATE:
STAFF:
April 26, 2022
Sylvia Tatman-Burruss, Sr. Project Manager
Travis Storin, Chief Financial Officer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
East Mulberry Potential Annexation Lenses and Scenario Review.
EXECUTIVE SUMMARY
The purpose of this item is to provide Council with an overview of the potential annexation phasing lenses,
assumptions, and corresponding financial modeling.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What aspects of each scenario would Council like to prioritize to further refine toward a potential future
annexation scenario?
2. What questions remain for Council regarding potential annexation phasing?
BACKGROUND / DISCUSSION
PROJECT OUTCOMES
The “Project” is generally defined in two interrelated parts: the East Mulberry Plan and the Annexation Phasing
Analysis. The current 2002 Area Plan for the East Mulberry is in need of updating to al ign with current area
conditions, development standards, and recently -adopted plans for Larimer County and the City of Fort Collins.
The major deliverables of the entire project are:
• An assessment of existing infrastructure conditions and recommended futu re City infrastructure investments
and programs, consistent with the East Mulberry Plan;
• A revenue and cost estimate associated with potential future annexation and infrastructure and operational
needs, including potential annexation phasing options by subarea;
• Update to the East Mulberry Plan (previously known as the East Mulberry Corridor Plan) that captures the
community’s desired vision for the next 20-30 years, consistent with City Plan and current Larimer County
regulations
• Analysis for short-, mid- and long-term implementation strategies upon potential annexation.
A thorough Annexation Assessment will provide a balanced understanding of the benefits and tradeoffs of
implementing the East Mulberry Plan vision, should the area come into the City’s juris diction. It will also include
several scenarios for how the potential annexation could be phased over time to address the additional costs of
providing City services.
EXISTING AGREEMENTS AND BENEFITS OF ANALYSIS
Annexation of land has been a tool used by t he City of Fort Collins since the 1800s. Fort Collins grew primarily to
the south by annexation of “greenfields” (or former farmland) through sale and development proposals. The East
Mulberry area grew somewhat independently on the outskirts of town beginn ing in the 1940s. Inexpensive land
that was prone to flooding formed the basis of industrial development in the area. The area continued to urbanize
through the decades and is now surrounded by Fort Collins City Limits.
B.2
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April 26, 2022 Page 2
Intergovernmental Agreement and the Growth Management Area
Generally, the City of Fort Collins services urbanized areas in ways set out by the City’s Strategic Plan and the
City’s Comprehensive Plan, known as City Plan. These policies guide urban development and set urban provision
standards of service. In the early 2000s, elected officials and staff from City of Fort Collins and Larimer County set
out to define an urban growth boundary (the “Growth Management Area” or “GMA”) that would delineate areas for
urban and rural development. The Intergovernmental Agreement (IGA) outlines situations where annexation of a
given parcel will occur upon receipt of a development proposal and areas where an enclave is created through
annexation.
Continued Analysis of Annexation Scenario Planning
While Council may decide to hold off on annexation of the East Mulberry enclave, there may still benefits to
continue to model assumptions and analyze potential outcomes to phased annexation:
• A well-designed model can be updated in the future to reflect current cond itions and assumptions
• The model could be used as one tool to understand the opportunities, benefits and drawbacks of updating the
Intergovernmental Agreement between City of Fort Collins and Larimer County
ANNEXATION PHASING SCENARIOS
In this section, phasing scenarios are articulated through text and visuals to depict the priorities, assumptions,
potential “benefits” or “drawbacks” to each scenario based on previously stated priorities by Council, community
members, and City staff. For each of the follow ing scenarios, the analysis presented reflects a twenty -year
timeframe and assumes annexation of all areas within the enclave. Depending on the timing of when a particular
sub-area is annexed into the City, additional operating costs and capital will fall outside the twenty-year timeframe
presented. For each Scenario, four breakouts are provided (Governmental Operating and Capital; Utilities
Operating and Capital). The twenty-year timeframe is grouped into four 5-year periods (Immediate, Short Term,
Medium Term and Long Term).
These scenarios are theoretical and assume annexation within given periods of time. These scenarios can be
adjusted by changing the underlying assumptions to produce different results. None of these scenarios are meant
to be “staff recommendations” and are instead a starting point for conversation and analysis.
1. Economic Opportunity - Emphasizes economic development and vitality in the area
2. Residential Enhancement - Emphasizes connectivity, utilities, and other social priorities
3. Environment & Hazard Protection - Emphasizes environmental buffers, flood mitigation
4. Fiscal Health for City - Emphasizes fiscal impact to City of annexation, including existing priorities, risks, and
timing
5. The Gateway Community - Emphasizes improvements and reinvestment potential for the Mulberry Corridor,
including the highway and frontage roads
ATTACHMENT 1 SERVES AS THE VISUAL GUIDE TO EACH SCENARIO INCLUDING MAPS AND FISCAL
IMPACT VISUALS.
1. Scenario 1 - Economic Opportunity (Refer to Attachment 1 for corresponding map)
This scenario prioritizes the annexation of properties with potential for new industrial and service commercial uses
to be added to the city through annexation of existing businesses or creating opportunities for new businesse s to
locate in the city.
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April 26, 2022 Page 3
Phasing Assumptions
• Prioritizes the annexation of Subareas 3, 4, and 1 first. This is meant to maximize development potential on
undeveloped industrial land concentrated in the eastern portion of Subarea 4. Also prioritizes annexa tion of
existing businesses in subarea 4 and Subarea 3.
• Prioritizes stormwater improvements to benefit subareas 1, 4, and 5 to create potential for new or renewed
development.
Considerations
• Maximizes potential for new business attraction through undeveloped land at the I-25/Mulberry interchange
and at the airpark/industrial park area
• Prioritizes support opportunities for existing businesses from city programs and through improvements to
support existing areas
Fiscal Impacts: Scenario 1 - Economic Opportunity (refer to bar charts in Attachment 1)
2. Scenario 2 - Residential Preservation and Enhancement (Refer to Attachment 1 for corresponding
map)
Prioritizes the annexation of existing residential neighborhoods to the south and those areas to the nort h, which
may be developed within the first phase of annexation. Resource allocation focuses on improving their quality of
services within the first phase, and later on infrastructure improvements in electricity service and broadband
internet.
Phasing Assumptions
• Prioritizes annexation of residential neighborhoods to the south (Subarea 2) and north (Subarea 5) with the
short-term annexation of Subarea 3, which would allow for electricity and broadband internet infrastructure to
be brought through the E Mulberry corridor.
• Prioritizes stormwater improvements in Subareas 2 to address existing stormwater issues
• Prioritizes stormwater improvements to benefit subareas 1, 4, and 5 to create potential for new or renewed
development.
Considerations
• Addresses the interests and concerns of the largest number of potential residents
• Could trigger the need for additional investments in stormwater and road improvements.
• May choose to address inequities in service levels and quality of infrastructure
Fiscal Impacts: Scenario 2 - Residential Enhancement (refer to bar charts in Attachment 1)
3. Scenario 3 - Environment & Hazard Protection (Refer to Attachment 1 for corresponding map)
Prioritize the annexation of areas that need improvements to address environmental and hazard concerns. These
include natural resources such as the Cooper Slough (Subarea 1), part of the Poudre River watershed (Subarea
2), and Dry Creek stormwater issues (Subarea 4)
Phasing Assumptions
• Prioritizes annexation of Subareas 1, 2, and 4 to address stor mwater issues
• Assumes faster business development activity in Subareas 1 and 4.
Considerations
• Addresses hazard concerns and liabilities
• Greater upfront investment and doesn’t maximize potential for new residential development to support
improvement costs
Fiscal Impacts: Scenario 3 - Environment & Hazard Protection (refer to bar charts in Attachment 1)
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April 26, 2022 Page 4
4. Scenario 4 - Fiscal Health for City (Refer to Attachment 1 for corresponding map)
Prioritize the annexation of property/subareas with development pla ns and vacant properties with expected
development potential and areas that will generate revenues for capital and/or on -going improvements in the near
term.
Phasing Assumptions
• Prioritize annexation of Subarea 3 and 1 to maximize utility service and tax r evenue
• Light and Power (along with Broadband) built on schedule that maximizes leverage with other potential
service extensions
Considerations
• Increases property tax and sales tax growth (indirect from new residents)
• Increases opportunity to recoup capital expenditures
• City fiscal constraints may contribute to longer timeframes in addressing interests and concerns of area
residents
Fiscal Impacts: Scenario 4 - Fiscal Health of City (refer to bar charts in Attachment 1)
5. Scenario 5 - Gateway Community (Refer to Attachment 1 for corresponding map)
Prioritize safety, aesthetic improvements, and reinvestment potential for the Mulberry Corridor including the
highway and frontage roads through direct investment and through partnership with the Colorado Departm ent of
Transportation (CDOT).
Phasing Assumptions
• Prioritizes annexation of Subarea 3 immediately
• Prioritizes investments in the central portion of Subarea 1 as part of the Gateway area to the community.
Considerations
• Could lead to improvements along major city gateway due to L&P & Broadband investments upfront
• Provides more control over the Mulberry Street in the short term, including sign code and other Land Use
Code standards
• Is likely to stimulate commercial infill and redevelopment of underutilized sites
• Addresses health and safety concerns in the Subareas 1 and 3.
• Could require some upfront stormwater investment
• May address some of area resident concerns over time, especially related to multi-modal access along E
Mulberry
• Improved residential neighborhood access to the East Mulberry travel corridor is delayed
Fiscal Impacts: Scenario 5 - Gateway Community (refer to bar charts in Attachment 1)
The section below provides a high-level financial comparison of the five modeled scenarios. For each scenario,
the total Operating Margin and Capital Margin is presented for each 5-year period and in total for the twenty-year
evaluation timeframe.
Scenario Comparisons - Governmental Fiscal Impacts (refer to bar charts in Attachment 1)
Scenario Comparisons - Utilities Fiscal Impacts (refer to bar charts in Attachment 1)
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April 26, 2022 Page 5
TIMELINE AND WORK PLAN
The original project timeline envisioned the review of the draft plan occurring ahead of the annexation scenario
discussion to make sure the future goals and vision for the East Mulberry area were aligned with Council goals
and priorities. The proposed, updated timeline prioritizes annexation scenario planning and discussion ahead of
draft plan review to allow Councilmembers to understand the decision-making framework and timeline to inform
the plan-making process.
Updated Timeline for 2022:
• March 8: Reviewed Goals and Big Ideas for East Mulberry Plan and Reviewed Annexation Scenario
Framework
• April 26 Work Session: Review Draft Annexation Phasing Scenarios
• Summer: Consider the refined financial assumptions presented on April 26 and discuss refined timeline and
scenarios for annexation
• Fall/Winter: Review Draft of the East Mulberry Plan and discuss final annexation scenarios
This timeline reflects a pivot to include more framing and context for annexation decision-making ahead of the
East Mulberry Plan draft review. This framing and context will include exploration of financial assumptions based
on things such as capital expenditures, future development potential and timing in th e potential annexation
phasing conversation.
Community Advisory Group Members (area residents and business-owners):
• Jesse Eastman, Jeffrey McClure, Mike Brown, Tom Larson, Amy Young, Bill DeMoss, Stan McGarvey, Erika
Ashauer, Carol Cochran, Cynthia Freeman, Louis Abrams, Craig McKee, Dave Marvin, and Wayne Hunter
ATTACHMENTS
1. Scenario Maps and Fiscal Impact Charts (PDF)
2. Powerpoint Presentation (PDF)
B.2
Packet Pg. 36
ATTACHMENT 1: This attachment corresponds to the text in the AIS
East Mulberry Scenario Maps and Fiscal Impact Charts
Scenario 1 - Economic Opportunity
ATTACHMENT 1 B.2.1
Packet Pg. 37 Attachment: Scenario Maps and Fiscal Impact Charts (11527 : East Mulberry Potential Annexation Lenses and Scenario Review)
Fiscal Impacts: Scenario 1 – Economic Opportunity
B.2.1
Packet Pg. 38 Attachment: Scenario Maps and Fiscal Impact Charts (11527 : East Mulberry Potential Annexation Lenses and Scenario Review)
Scenario 2 - Residential Preservation and Enhancement
B.2.1
Packet Pg. 39 Attachment: Scenario Maps and Fiscal Impact Charts (11527 : East Mulberry Potential Annexation Lenses and Scenario Review)
Fiscal Impacts: Scenario 2 – Residential Enhancement
B.2.1
Packet Pg. 40 Attachment: Scenario Maps and Fiscal Impact Charts (11527 : East Mulberry Potential Annexation Lenses and Scenario Review)
Scenario 3 - Environment & Hazard Protection
B.2.1
Packet Pg. 41 Attachment: Scenario Maps and Fiscal Impact Charts (11527 : East Mulberry Potential Annexation Lenses and Scenario Review)
Fiscal Impacts: Scenario 3 – Environment & Hazard Protection (refer to bar charts in Attachment 2)
B.2.1
Packet Pg. 42 Attachment: Scenario Maps and Fiscal Impact Charts (11527 : East Mulberry Potential Annexation Lenses and Scenario Review)
Scenario 4 - Fiscal Health for City
B.2.1
Packet Pg. 43 Attachment: Scenario Maps and Fiscal Impact Charts (11527 : East Mulberry Potential Annexation Lenses and Scenario Review)
Fiscal Impacts: Scenario 4 – Fiscal Health of City (refer to bar charts in Attachment 2)
B.2.1
Packet Pg. 44 Attachment: Scenario Maps and Fiscal Impact Charts (11527 : East Mulberry Potential Annexation Lenses and Scenario Review)
Scenario 5 - Gateway Community
B.2.1
Packet Pg. 45 Attachment: Scenario Maps and Fiscal Impact Charts (11527 : East Mulberry Potential Annexation Lenses and Scenario Review)
Fiscal Impacts: Scenario 5 – Gateway Community
B.2.1
Packet Pg. 46 Attachment: Scenario Maps and Fiscal Impact Charts (11527 : East Mulberry Potential Annexation Lenses and Scenario Review)
Scenario Comparisons - Governmental Fiscal Impacts
Scenario Comparisons – Utilities Fiscal Impacts
B.2.1
Packet Pg. 47 Attachment: Scenario Maps and Fiscal Impact Charts (11527 : East Mulberry Potential Annexation Lenses and Scenario Review)
East Mulberry Potential Annexation Lenses & Phasing
April 26, 2022
City Council Work Session
Tr avis Storin / Sylvia Tatman-Burruss / David Lenz
ATTACHMENT 2 B.2.2
Packet Pg. 48 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
East Mulberry Map 2
B.2.2
Packet Pg. 49 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
3Agenda
1.Review timeline
2.Update on engagement
3.Annexation Lenses & Phasing
B.2.2
Packet Pg. 50 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
4Timeline/Work Plan Update
March 8th
Review Goals and Big
Ideas for East Mulberry
Plan
Review Annexation
Scenario Framework
April 26th
Review financial
assumptions
Review Draft Potential
Annexation Phasing
Scenarios
Winter
Review Draft of the East
Mulberry Plan
Discuss final potential
annexation scenarios
Summer
Consider refined financial
assumptions, timeline
and scenarios for
potential annexation
New Ti meline (2022):
B.2.2
Packet Pg. 51 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
Advisory Group Meeting
Key Takeaways and Perspectives
·Support for annexation in hopes of eventually benefitting from
increased resources and attention toward transportation,
policing, stormwater, and other topics
·Concerns and surprise that annexation was in question
·Desire for greater connectivity, continuity, and safety for
different modes of transportation.
·Preference to start with Mulberry Corridor and the I-25
Gateway.
5
B.2.2
Packet Pg. 52 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
Annexation Lenses &
Phasing
B.2.2
Packet Pg. 53 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
Safety
•I-25 and East Mulberry consistently noted as
an area where business success is partially
impeded by safety issues not adequately
addressed by current law enforcement
efforts
•actively requested to be annexed early to
mitigate law enforcement deficiencies
Aesthetics/Transportation
•Aesthetic improvements along the East
Mulberry frontage
•Hwy is dangerous to access by all
transportation modes
Stormwater Improvements
•The service-area/Industrial park southwest
of the old airport and directly east of Home
Depot and W almart is severely affected by
stormwater infrastructure deficiencies and
flooding related to Dry Creek
Housing and Transit
•Mechanisms for affordable housing
preservation can be utilized in these
neighborhoods
•Investments in transportation mobility on key
corridors (e.g., Summit View)
Priorities by Subareas
B.2.2
Packet Pg. 54 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
Phasing
Based on precedent from previous annexations, a phased approach is recommended.
•Allows for allocation of resources over time
•Allows time for revenue generation ahead of other phases
•Allows for better community engagement ahead of each phase
B.2.2
Packet Pg. 55 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
9Phasing Lenses
Phasing Lenses
Each lens focuses on one priority area. Other priority areas are still present
but might be delayed or resourced differently.
Emphasizes fiscal
impact to City of
annexation, including
existing priorities, risks,
and timing
Fiscal Health for
City
Emphasizes
environmental buffers,
flood mitigation
Environmental &
Hazard Protection
Emphasizes economic
development and vitality
in the area
Economic
Opportunity
Emphasizes
connectivity, utilities,
and other social
priorities
Residential
Enhancement
The Gateway
Community
Emphasizes improvements
and reinvestment potential
for the Mulberry Corridor,
including the highway and
frontage roads
B.2.2
Packet Pg. 56 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
Fiscal Impact Model 10
Annexation Area
Jobs Households
=Persons Served
+
Revenues Expenses Net Fiscal Impacts
Operating:
Ø Governmental
Ø Property Tax
Ø Sales/Use Tax
Ø Fees/Permits/Charges
for Services
Ø Utilities
Ø Rate/fee revenue
Capital:
Ø Governmental
Ø CEF
Ø TCEF
Ø Utilities:
Ø PIFs
Operating:
Ø Governmental
Ø Full suite of
governmental services
Ø Utilities
Ø L&P, Stormwater and
Broadband
Capital:
Ø Governmental
Ø Specific identified
projects (Parks)
Ø Utilities:
Ø L&P –connectivity
including acquisition
costs from existing
providers (PVREA/Xcel)
Ø Broadband -Buildout
Ø Stormwater –specific
identified projects
Operating:
Ø Governmental
Ø Annual Net Fiscal
Impacts
Ø Total Net Fiscal Impacts
Ø Utilities
Ø Annual Net Fiscal
Impacts
Ø Total Net Fiscal Impacts
Capital:
Ø Governmental
Ø Total Net Fiscal Impacts
Ø Utilities
Ø Total Net Fiscal Impacts
B.2.2
Packet Pg. 57 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
11Financial Analysis Framework
•Separate analysis is provided for Governmental and Utilities
•Expenses and revenues are calculated within the subarea designations
•Constant $ assumed (no rate, revenue or cost inflation)
•20-year timeframe
•Summarized into 5-yr increments:
•Immediate, Short Term, Medium Term and Long Term
•Depending on assumptions around timing of sub-area annexations, additional capital (and
continuing operating costs) will be incurred past the 20-year horizon that is presented
B.2.2
Packet Pg. 58 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
Economically-Focused Phasing Option
•Prioritize the annexation of properties with
potential for new industrial and service
commercial uses
Phasing Assumptions
•Prioritizes the annexation of undeveloped
industrial land
•Prioritizes stormwater improvements to
benefit subareas 1, 4, and 5 to create potential
for new or renewed development.
Considerations
•Maximizes potential for new business
attraction through undeveloped land at the I-
25/Mulberry interchange and at the airpark
•Prioritizes support opportunities for existing
businesses from city programs and through
improvements to support existing areas
Economic
Opportunity
B.2.2
Packet Pg. 59 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
13Scenario 1 (Economic Opportunity): Governmental Fiscal Impacts
Operating:
•Quicker ramp up of
services in established
areas leads to quicker
expense build-up (police,
streets/traffic, other)
•Revenues build up from
existing residents &
businesses
•Large negative margin
Capital:
•Includes investments in
new parks keyed to
resident increases over
time
•Revenue increases delayed
with later residential
development timeframe
Revenue $73
Expense $162
Margin ($89)
Totals - 20 yrs. ($M)
Revenue $38
Expense $16
Margin $22
Totals - 20 yrs. ($M)
B.2.2
Packet Pg. 60 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
14Scenario 1 (Economic Opportunity): Utilities Fiscal Impacts
Operating:
•Assumes current rate structure
applied to all customers
•Assumes similar operating cost
structure to current averages
Capital:
•Front loads capital investment
by bringing L&P & broadband
infrastructure through the E
Mulberry corridor
•Allows City to collect PIFs for
new development
•Acquisition costs (loss of
revenues or stranded
investments) to be recouped
through rate adjustments
Revenue $110
Expense $94
Margin $16
Totals - 20 yrs. ($M)
Revenue $9
Expense $138
Margin ($129)
Totals - 20 yrs. ($M)
B.2.2
Packet Pg. 61 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
Socially/Residential-Focused Scenario
•Prioritizes the annexation of existing
residential neighborhoods and improving
their quality of services and infrastructure.
Phasing Assumptions
•Prioritizes annexation from the south
(Subarea 2) and north (Subarea 5) with
Subarea 3 annexation to improve access.
•Prioritizes utilities’ investments to existing
and new residential areas
Considerations
•Addresses the interests and concerns of the
largest number of potential residents
•Could trigger the need for additional
investments in stormwater and road
improvements.
•May choose to address inequities in service
levels and quality of infrastructure
Residential
Enhancement
B.2.2
Packet Pg. 62 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
16Scenario 2 (Residential Enhancement): Governmental Fiscal Impacts
Revenue $62
Expense $111
Margin ($49)
Totals - 20 yrs. ($M)
Revenue $60
Expense $16
Margin $44
Totals - 20 yrs. ($M)
Operating:
•Slower ramp up of services
in established areas leads
to slower expense build-up
(police, streets/traffic, other)
•Revenues build up slower
from existing residents &
businesses
•Relatively smaller negative
margin
Capital:
•Accelerated new residential
development provides
highest level of capital
revenue from subarea 5
B.2.2
Packet Pg. 63 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
17Scenario 2 (Residential Enhancement): Utilities Fiscal Impacts
Operating
•Similar annual operating margins
as in Scenario 1
Capital
•Assumes moderate upfront
investment for acquisition of
existing electrical infrastructure
•Assumes little new development
in existing residential areas
•Assumes large investment in
L&P and broadband internet in
last phase (subareas 1 and 4)
•Development PIFs increase with
earlier residential buildout
Revenue $111
Expense $92
Margin $18
Totals -20 yrs. ($M)
Revenue $10
Expense $138
Margin ($128)
Totals - 20 yrs. ($M)
B.2.2
Packet Pg. 64 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
•Prioritize the annexation of areas that need
improvements to address environmental and
hazard concerns.
Phasing Assumptions
•Prioritize annexation of Subareas 1, 2, and 4
to address stormwater issues
•Assumes faster business development
activity in Subareas 1 and 4.
Considerations
•Addresses hazard concerns and liabilities
•Greater upfront investment and doesn’t
maximize potential for new residential
development to support improvement costs
Environment &
Hazard Protection
B.2.2
Packet Pg. 65 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
19Scenario 3 (Environment & Hazard Protection): Governmental Fiscal Impacts
Capital
•Similar to Scenario 1, quicker
ramp up of services in established
areas leads to quicker expense
build-up (police, streets/traffic,
other)
•Revenues build up from existing
residents & businesses
•Large negative margin
Capital
•Accelerated park development
•Similar development profile to
Scenario 1 provides delayed
revenue increase
Revenue $76
Expense $164
Margin ($89)
Totals - 20 yrs.($M)
Revenue $42
Expense $16
Margin $26
Totals - 20 yrs. ($M)
B.2.2
Packet Pg. 66 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
20Scenario 3 (Environmental & Hazard Protection): Utilities Fiscal Impacts
Operating
•Highest total operating
margins from bringing on
existing business customers
early
Capital
•Assumes significant upfront
investment in infrastructure to
get new L&P and broadband
service out to businesses
within the I-25 gateway area
•New development revenues
spurred by these upfront
investments
Revenue $120
Expense $102
Margin $19
Totals - 20 yrs.($M)
Revenue $11
Expense $138
Margin ($128)
Totals - 20 yrs. ($M)
B.2.2
Packet Pg. 67 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
•Prioritize the annexation of property/subareas
that will generate revenues for capital and/or
on-going improvements in near term
Phasing Assumptions
•Prioritize annexation of Subarea 3 and 1 to
maximize utility service and tax revenue
•Light and Power (along with Broadband) built
on schedule that maximizes leverage with
other potential service extensions
Considerations
•increases property tax and sales tax growth
(indirect from new residents)
•Increases opportunity to recoup capital
expenditures
•City fiscal constraints may contribute to
longer timeframes in addressing interests and
concerns of area residents
Fiscal Health for
City
B.2.2
Packet Pg. 68 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
22Scenario 4 (Fiscal Health for City): Governmental Fiscal Impacts
Revenue $52
Expense $100
Margin ($48)
Totals - 20 yrs. ($M)
Revenue $30
Expense $16
Margin $14
Totals - 20 yrs. ($M)
Operating:
•Lowest level expense levels,
with slower ramp up of
services in established
areas, leads to slower
expense build-up (police,
streets/traffic, other).
Revenues build up slower
from existing residents &
businesses
•Relatively smaller negative
margin (similar to Scenario 2)
Capital:
•Lowest level of capital
revenue from extended
development timeframes
B.2.2
Packet Pg. 69 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
23Scenario 4 (Fiscal Health for City): Utilities Fiscal Impacts
Revenue $70
Expense $61
Margin $9
Totals -20 yrs. ($M)
Revenue $7
Expense $138
Margin ($131)
Totals - 20 yrs. ($M)
Operating
•Lowest total operating margin
from bringing on customers
slowly
Capital
•Initial Infrastructure focused
along the E Mulberry corridor
•Similar capital profile to Scenario
2
B.2.2
Packet Pg. 70 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
Phasing Assumptions
•Prioritizes annexation of Subarea 3 and focus
on central portion of Subarea 1
Considerations
•Could lead to improvements along major city
gateway due to L&P & Broadband
investments upfront
•Provides more control over the Mulberry
Street in the short term, including sign code
and other Land Use Code standards
•Is likely to stimulate commercial infill and
redevelopment of underutilized sites
•Addresses health and safety concerns in the
Subareas 1 and 3.
•Could require some upfront stormwater
investment
•May address some of area resident concerns
over time, especially related to multi-modal
access along E Mulberry
•Improved residential neighborhood access to
the E Mulberry travel corridor is delayed
Gatew ay
Community
B.2.2
Packet Pg. 71 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
25Scenario 5 (Gateway Community): Governmental Fiscal Impacts
Revenue $44
Expense $16
Margin $28
Totals - 20 yrs. ($M)
Revenue $64
Expense $126
Margin ($63)
Totals - 20 yrs.($M)
Operating:
•Average operating revenue,
expense and margin
compared to the oth4
scenarios
•Residential areas delayed
with the focus on E. Mulberry
business corridor
Capital:
•Average level of capital
revenue from extended
residential development
timeframes
B.2.2
Packet Pg. 72 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
26Scenario 5 (Gateway Community): Utilities Fiscal Impacts
Utilities Operating Assumptions
•Includes operating costs of
infrastructure after takeover from
PVREA to Light & Power
•Cost recovery through rate
adjustments within the area
Utilities Capital Assumptions
•Assumes moderate upfront
investment in electrical infrastructure
and moves that to the second phase
of annexation
•Assumes new development attraction
due to upfront electrical infrastructure
investments
Revenue $10
Expense $138
Margin ($129)
Totals - 20 yrs. ($M)
Revenue $92
Expense $79
Margin $13
Totals -20 yrs. ($M)
B.2.2
Packet Pg. 73 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
27Scenario Comparison: Governmental Fiscal Impacts
Operating Margin ($M)
Immediate Short Term Medium Term Long Term To tal –20 Yrs.
Scenario 1 –Economic Opportunity ($13)($20)($23)($32)($89)
Scenario 2 –Residential Enhancement ($4)($10)($11)($24)($49)
Scenario 3 –Env. & Hazard Protection ($12)($20)($24)($32)($89)
Scenario 4 –Fiscal Health for City ($4)($7)($10)($27)($48)
Scenario 5 –Gateway Community ($4)($7)($21)($31)($63)
Capital Margin ($M)
Immediate Short Term Medium Term Long Term To tal –20 Yrs.
Scenario 1 –Economic Opportunity $3 ($0)$8 $11 $22
Scenario 2 –Residential Enhancement $3 $15 $15 $12 $44
Scenario 3 –Env. & Hazard Protection ($3)$1 $9 $19 $26
Scenario 4 –Fiscal Health for City $1 ($3)$6 $10 $14
Scenario 5 –Gateway Community $1 ($3)$17 $13 $28
B.2.2
Packet Pg. 74 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
28Scenario Comparison: Utilities Fiscal Impacts
Operating Margin ($M)
Immediate Short Term Medium Term Long Term To tal –20 Yrs.
Scenario 1 –Economic Opportunity $1 $3 $5 $7 $16
Scenario 2 –Residential Enhancement $1 $3 $5 $8 $18
Scenario 3 –Env. & Hazard Protection $1 $4 $6 $8 $19
Scenario 4 –Fiscal Health for City $0 $1 $3 $6 $9
Scenario 5 –Gateway Community $0 $1 $4 $8 $13
Capital Margin ($M)
Immediate Short Term Medium Term Long Term To tal –20 Yrs.
Scenario 1 –Economic Opportunity ($68)($42)$2 ($22)($129)
Scenario 2 –Residential Enhancement ($36)($15)$2 ($80)($128)
Scenario 3 –Env. & Hazard Protection ($94)($18)$3 ($19)($128)
Scenario 4 –Fiscal Health for City ($29)($43)$2 ($61)($131)
Scenario 5 –Gateway Community ($29)($43)($42)($16)($129)
B.2.2
Packet Pg. 75 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
29Questions for Council
1.What aspects of each scenario would Council like to prioritize to further refine toward a potential future
annexation scenario?
2.What questions remain for Council regarding potential annexation phasing?
B.2.2
Packet Pg. 76 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario
B.2.2
Packet Pg. 77 Attachment: Powerpoint Presentation (11527 : East Mulberry Potential Annexation Lenses and Scenario