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Home My WebLink AboutCOUNCIL - AGENDA ITEM - 06/21/2022 - RESOLUTION 2022-066 MAKING APPOINTMENTS TO THE DOW Agenda Item 18 Item # 18 Page 1 AGENDA ITEM SUMMARY June 21, 2022 City Council STAFF Tammi Pusheck, Privacy & Records Mgr. Anissa Hollingshead, City Clerk Carrie Daggett, City Attorney SUBJECT Resolution 2022-066 Making Appointments to the Downtown Development Authority Board. EXECUTIVE SUMMARY The purpose of this item is to appoint individuals to fill vacancies that will exist as of June 30, 2022, on the Downtown Development Authority Board. STAFF RECOMMENDATION Staff recommends adoption of the Resolution. BACKGROUND / DISCUSSION This Resolution makes appointments to fill the three current vacancies on the Downtown Development Authority (DDA) Board. The terms of Chris Aronson, Mark Williams, and Janet Bramhall will expire June 30, 2022, creating three vacancies. City Code Section 2-462 provides that the DDA Board shall consist of eleven (11) members, nine (9) of whom are either residents, landowners or tenants within the boundaries of the Authority, one (1) of whom shall be a Councilmember and one (1) of whom shall be a member of the Board of County Commissioners of Larimer County, provided Larimer County continues to meet the qualifications for membership on the Board of the Authority as either a landowner or tenant within the boundaries of the Authority, and formally designates one (1) Commissioner to serve in such capacity. The Downtown Development Authority statute, Section 31-25-806, Colorado Revised Statutes, requires that members of the Board, other than members of the governing body (Council) reside, be a business lessee, or own real property in the DDA area. On June 16, 2022, Councilmember Susan Gutowsky and Mayor Jeni Arndt interviewed applicants for the Downtown Development Authority. These terms will begin on July 1, 2022. Names of those individuals recommended to fill vacancies have been inserted in the Resolution with the expiration date following the names. ATTACHMENTS 1. 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ZLWK UHJDUG WR EXLOGLQJ PDWHULDOV IRU TXDOLW\ DQG GXUDELOLW\ EH ORRNHG DW E\ IXWXUH JHQHUDWLRQV DV UHFRJQL]DEOH UHSUHVHQWDWLYH RI D EXLOGLQJ VW\OH WKDW LV XQLTXH LQ LWV RZQ HUD RI GHYHORSPHQW DYRLG WKH EOHQGLQJ RI RI &KHU\O =LPOLFK 30 QWDWLYH RI EXLOG QJ DUFKLWHFWXUDO VW\OHVGHVLJQV WKDW DUH IDX[ KLVWRULFLQDFFXUDWH IRU WKH SUHVHQW HUD RI WKH EXLOGLQJ" , ZRXOG UHFRPPHQG ZH FRQWLQXH WR HYDOXDWH RXWFRPHV WR JRDOV RI RI Cheryl Zimlich Bohemian Foundation, Fort Collins, Colorado 2001 to Present A private family foundation committed to the care and enrichment of our local, national and global communities through grantmaking and program management in the focus areas of Music, Community, Civic and Global. Executive Director 2014 to Present Board Director 2001 to Present Strategy Consultant 2001 to 2014 • Lead and provide strategic oversight for all aspects of the Foundation's organizational operations, as well as external leadership and reputation management. • Serve as member of Foundation Board and Executive Committee for Bohemian Companies. • Communicate and advance Bohemian Companies' and the Foundation's vision, strategic priorities, operational goals and cultural values. • Work to advance Bohemian Foundation as a leader in philanthropic endeavors in Fort Collins and Colorado, as well as in relevant local, national and global communities with respect to the Foundation's focus areas of Community, Music, Global and Civic programs. • Provide the vision, direction, inspiration and motivation necessary to ensure the Foundation's success. • Contribute to the dialogue, vision and directions of pertinent global, national or local communities in the areas of the Foundation's focus. • Lead staff of 100+ via 5 direct reports. Ensure that all staff are able to effectively develop, structure and manage grantmaking and grant management strategies and systems. Structure staff activities in all program areas so they are aligned with the Foundation's vision and strategic direction. • Ensure Foundation management and staff are aware of, understand and honor the organization’s history, cultural values and reputation. • Assess the environment for trends and emerging issues of concern and continue to educate self on foundation practices. • Model the Bohemian style of leadership throughout the organization, and recruit and cultivate leaders with attitudes and behavior consistent with our culture. • Align the Foundation's program areas and strategic priorities with the culture and values of the organization, the founder’s concerns and Bohemian’s philanthropic goals and priorities. Independent Accounting & Business Consultant, Fort Collins, Colorado 1996 to 2000 Provided audit, accounting and management analysis services to various organizations including Sample & Bailey, P.C., Atrix Laboratories and Poudre School District. Sample & Bailey, PC, Fort Collins, Colorado 1989 to 1996 A full-service regional CPA and business advisory firm; now Eide Bailly. Audit Manager • Provided professional accounting, auditing and financial services to businesses ranging in size from large private companies to emerging entrepreneurships. • Planned, supervised and conducted audited engagements. • Provided advice to clients on internal controls and management efficiency. • Industry experience includes manufacturing, construction, service, savings and loan, governmental and not-for-profit. Coopers & Lybrand, Denver, Colorado and Rochester, New York 1985 to 1989 A full service, global CPA and business advisory firm; now PwC Accountant • Involvement in all phases of auditing; Management Letter Preparation; Corporate, Partnership and Individual tax return preparation and In-Charge Accountant responsibilities. 2 Education Bachelor of Science in Business Administration, 1986, Colorado State University, Fort Collins, Colorado Recognition Colorado State University College of Business, Distinguished Alumni Award, 2014 Poudre School District Foundation, Outstanding Community Education Advocate Award, 2015 BizWest Northern Colorado Women of Distinction, Nonprofit Human Services honoree, 2019 Community and Board Director Service Current Book Trust, Board Director (various committees) Little Kids Rock, Board Director (various committees) UniverCity Connections, Executive Committee Take Note Colorado, Board City of Fort Collins Homeless Advisory Committee Previous Homeward 2020, Executive Committee Fort Collins Downtown Development Authority, Board Member, Executive Committee Grammy Music Education Coalition, Board Director Beet Street, Board Colorado State Land Board: Colorado State Forest Advisory Committee City of Fort Collins: Community Development Block Grant Commission Colorado State University Center for Advancement of Sustainable Enterprise (CASE) Colorado State University College of Business, Global Leadership Council Poudre School District o District Advisory Board Member; 2010 Mill & Bond; Chairman - School Improvement Team; Co-chairman - Got Character! ; Committee of Junior Great Books Coordinator; Community Facilities Advisor The Women's Center of Larimer County, Board Member River Song Waldorf School, Board Member Community Soccer Coach, Girl Scout Leader, Leadership Fort Collins Downtown Development Authority Application Continuation of, “Briefly explain what you believe are the three m ost important issues facing the Downtown Development Authority (DDA), and how do you believe the DDA should address each issue?” 1) As 2030 is virtually around the corner, a continuous eye toward the sunset of the DDA will be important in order to plan for the ongoing upkeep and maintenance of the public improvements developed by the DDA. It would be counterproductive to the legacy of the DDA to not steward the sunset in the same effective manner as we have seen over the life of the DDA. While there is a possibility of an extension to the life of the DDA, this cannot be guaranteed and we must proceed with what a planned sunset would entail, while maintaining the value of the assets. 2) The strategy adopted by the DDA to utilize a portion of the TIF funding generated and invest back into the building being developed and a portion to be invested in public improvements like the alley renovations has been highly effective and has given the downtown core some exceptional urban spaces, great development projects and subsidized housing in partnership with Housing Catalysts that would not have been undertaken but for the DDA. As the DDA is able to build a pool of funding to take on public improvements the tension is to leverage these funds to their highest and best use for the benefit of those in the DDA boundary area and to continue to increase the value of all assets. This will be done with thoughtful consideration of the strengths, weaknesses, opportunities and threats and balancing what the public believes is the best use of the funds and being a good steward of the resources. There continues to be pressure from the public to address disruptive behaviors in downtown. The ability of the DDA to continue to increase the vitality of downtown is directly correlated to sales tax generated by the area and increases in real property valuations generating additional TIF. The DDA has been involved with the efforts to address disruptive behaviors including serving on the City of Fort Collins Homeless Advisory Committee, helping to form and fund Outreach Fort Collins, installation of cameras, coordination with parks and FCPD. The DDA’s approach to look at disruptive behaviors across all visitors in downtown is noteworthy. Additionally, the DDA is an active participant in the various policies, plan updates and project design undertaken by the City of Fort Collins and others to examine their opportunities and challenges related to keeping downtown vibrant across all sectors. This is important role that is leveraging staff expertise of the influences of such policies, plan updates and project design can have on the vibrancy of downtown. I would continue to promote and prioritize staff participation and feedback in these types of endeavors to provide this laser focus view of the impacts on downtown. Is the DDA funding better utilized in helping to be the generator of additional TIF funds to create the best product or is investing in the public realm more important? I believe both are important priorities and it is a careful balance of opportunities and leveraging of resources that creates a vibrant downtown. 3) An issue for the DDA is to be a good steward of the tax dollars collected by the DDA and re-invest these funds in projects that are long lasting, timeless and of their time. One of the things that distinguishes our downtown core is to use the funds to influence projects early enough in the design and not become anywhere USA. The issue is the interpretation of timeless and compatible design – often humans will revert to what they individually like or dislike instead of focusing on the goals of the DDA. I would recommend that DDA continue to refine how projects are evaluated against these goals. Downtown Development Authority Application Continuation of, “Briefly explain what you believe are the three m ost important issues facing the Downtown Development Authority (DDA), and how do you believe the DDA should address each issue?” 1) As 2030 is virtually around the corner, a continuous eye toward the sunset of the DDA will be important in order to plan for the ongoing upkeep and maintenance of the public improvements developed by the DDA. It would be counterproductive to the legacy of the DDA to not steward the sunset in the same effective manner as we have seen over the life of the DDA. While there is a possibility of an extension to the life of the DDA, this cannot be guaranteed and we must proceed with what a planned sunset would entail, while maintaining the value of the assets. 2) The strategy adopted by the DDA to utilize a portion of the TIF funding generated and invest back into the building being developed and a portion to be invested in public improvements like the alley renovations has been highly effective and has given the downtown core some exceptional urban spaces, great development projects and subsidized housing in partnership with Housing Catalysts that would not have been undertaken but for the DDA. As the DDA is able to build a pool of funding to take on public improvements the tension is to leverage these funds to their highest and best use for the benefit of those in the DDA boundary area and to continue to increase the value of all assets. This will be done with thoughtful consideration of the strengths, weaknesses, opportunities and threats and balancing what the public believes is the best use of the funds and being a good steward of the resources. There continues to be pressure from the public to address disruptive behaviors in downtown. The ability of the DDA to continue to increase the vitality of downtown is directly correlated to sales tax generated by the area and increases in real property valuations generating additional TIF. The DDA has been involved with the efforts to address disruptive behaviors including serving on the City of Fort Collins Homeless Advisory Committee, helping to form and fund Outreach Fort Collins, installation of cameras, coordination with parks and FCPD. The DDA’s approach to look at disruptive behaviors across all visitors in downtown is noteworthy. Additionally, the DDA is an active participant in the various policies, plan updates and project design undertaken by the City of Fort Collins and others to examine their opportunities and challenges related to keeping downtown vibrant across all sectors. This is important role that is leveraging staff expertise of the influences of such policies, plan updates and project design can have on the vibrancy of downtown. I would continue to promote and prioritize staff participation and feedback in these types of endeavors to provide this laser focus view of the impacts on downtown. Is the DDA funding better utilized in helping to be the generator of additional TIF funds to create the best product or is investing in the public realm more important? I believe both are important priorities and it is a careful balance of opportunities and leveraging of resources that creates a vibrant downtown. 3) An issue for the DDA is to be a good steward of the tax dollars collected by the DDA and re-invest these funds in projects that are long lasting, timeless and of their time. One of the things that distinguishes our downtown core is to use the funds to influence projects early enough in the design and not become anywhere USA. The issue is the interpretation of timeless and compatible design – often humans will revert to what they individually like or dislike instead of focusing on the goals of the DDA. I would recommend that DDA continue to refine how projects are evaluated against these goals. -1- RESOLUTION 2022-066 OF THE COUNCIL OF THE CITY OF FORT COLLINS MAKING APPOINTMENTS TO THE BOARD OF THE DOWNTOWN DEVELOPMENT AUTHORITY WHEREAS, vacancies currently exist on the Board of Directors of the Downtown Development Authority of the City due to expiration of terms for Chris Aronson, Mark Williams, and Janet Bramhall; and WHEREAS, the qualifications to serve on the Board are set out in Colorado Revised Statutes Section 31-25-806 and City Code Section 2-462, and the Council finds that the proposed appointees below meet these qualifications; and WHEREAS, the City Council desires to make appointments to fill the vacancies that exist on the Board of the Downtown Development Authority, as set forth below. NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF FORT COLLINS as follows: Section 1. That the City Council hereby makes and adopts the determinations and findings contained in the recitals set forth above. Section 2. That the following named persons are hereby appointed to fill current vacancies on the Board of Directors of the Downtown Development Authority hereinafter indicated, with terms to begin immediately and to expire as set forth after each name: Passed and adopted at a regular meeting of the Council of the City of Fort Collins this 21st day of June, A.D. 2022. Mayor ATTEST: City Clerk Downtown Development Authority Expiration of Term Cheryl Zimlich June 30, 2026 Randy Shortridge June 30, 2026 Sam Coutts June 30, 2026