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HomeMy WebLinkAboutAgenda - Full - Ad Hoc Boards and Commissions Committee - 01/04/2023 -Committee Members: Julie Pignataro, District 2 Tricia Canonico, District 3 Emily Francis, District 6 Kelly Ohlson, District 5, alternate Fort Collins City Council Ad Hoc Committee for Boards and Commissions Agenda Regular Meeting 5 p.m., Wednesday, , 2023 CIC Conference Room at City Hall, 300 Laporte Ave, Fort Collins, CO 80521 Zoom Webinar link: https://fcgov.zoom.us/j/99250290925 NOTICE: Regular meetings of the Ad Hoc Committee for Boards and Commissions are held on the 1st Wednesday of each month at 4:00 p.m. Meetings are conducted in a hybrid format, with a Zoom webinar in addition to the in-person meeting in the CIC Conference Room at City Hall. Councilmembers may participate in this meeting via electronic means pursuant to their adopted policies and protocol. How to view this Meeting:: Meetings are open to the public and can be attended in person by anyone. Meetings are available through the Zoom platform, electronically or by phone. Call in: +1 720 928 9299 Meeting ID: 992 5029 0925 Upon request, the City of Fort Collins will provide language access services for individuals who have limited English proficiency, or auxiliary aids and services for individuals with disabilities, to access City services, programs and activities. Contact 970.221.6515 (V/TDD: Dial 711 for Relay Colorado) for assistance. Please provide 48 hours advance notice when possible. A solicitud, la Ciudad de Fort Collins proporcionará servicios de acceso a idiomas para personas que no dominan el idioma inglés, o ayudas y servicios auxiliares para personas con discapacidad, para que puedan acceder a los servicios, programas y actividades de la Ciudad. Para asistencia, llame al 970.221.6515 (V/TDD: Marque 711 para Relay Colorado). Por favor proporcione 48 horas de aviso previo cuando sea posible. Meeting agendas, minutes, and archived videos are available on the City's meeting portal at https://fortcollins-co.municodemeetings.com/ There are four options for members of the public who would like to participate in or provide input regarding Council Committee meetings: Comment in real time:: In person attendees can address the C in the During the public participation portion of the meeting and discussion items: The public can join the Zoom webinar and comment from the remote meeting, joining online or via phone. Join the online meeting using the link in this agenda to log in on an internet-enabled smartphone, laptop or computer with a speaker and microphone. Using earphones with a microphone will greatly improve audio experience. To be recognized to speak during public participation portions of the meeting, click the 'Raise Hand' button. Participate via phone using the call in number and meeting ID below. Enter the meeting ID when prompted, and then hit the # key. Call in number: 720 928 9299 Meeting ID: 992 5029 0925 During public participation opportunities in the meeting, press *9 to indicate a desire to speak. Submit written comments:: Email comments about any item on the agenda to cityleaders@fcgov.com Written comments can be mailed or dropped off at the City Clerk's Office at City Hall, at 300 Laporte Ave, Fort Collins, CO 8052 The Ad Hoc Committee is supported by the Office of the City Clerk cityclerk@fcgov.com 970.221.6515 Agenda Ad Hoc Committee for Boards and Commissions January 04, 2023 – 5:00 PM CIC Conference Room, City Hall, 300 Laporte Ave & via Zoom at: https://fcgov.zoom.us/j/99250290925 Remote Participation Available A) Call Meeting to Order B) Roll Call C) Public Participation D) Public Participation Follow-up E) Discussion / Informational Items 1. Election of a Committee Chair 2. Ad Hoc Committee Work Plan Review. The purpose of this item is to review boards and commissions and to discuss structure, processes, logistics, and recruitment in accordance with the 2019 priority to reimagine Boards and Commissions. 3. Provide Research from Ordinance No. 049 known as the Reimagine Ordinance. The purpose of this item is to provide research used in creating Ordinance No. 049 for future reference. F) Review of Upcoming Calendar G) Other Business H) Adjournment Next Scheduled Committee Meeting: 4:00 PM, February 1, 2023 Upon request, the City of Fort Collins will provide language access services for individuals who have limited English proficiency, or auxiliary aids and services for individuals with disabilities, to access City services, programs and activities. Contact 970.221.6515 (V/TDD: Dial 711 for Relay Colorado) for assistance. Please provide 48 hours advance notice when possible. A solicitud, la Ciudad de Fort Collins proporcionará servicios de acceso a idiomas para personas que no dominan el idioma inglés, o ayudas y servicios auxiliares para personas con discapacidad, para que puedan acceder a los servicios, programas y actividades de la Ciudad. Para asistencia, llame al 970.221.6515 (V/TDD: Marque 711 para Relay Colorado). Por favor proporcione 48 horas de aviso previo cuando sea posible. 1/4/2023 – Agenda Page 1 - Page 3 - Council Committee Agenda Item Summary – City of Fort Collins Page 1 of 1 January 4, 2023 AGENDA ITEM SUMMARY Choose an item. STAFF Davina Lau, Public Engagement Specialist SUBJECT Ad Hoc Committee Work Plan Review. EXECUTIVE SUMMARY The purpose of this item is to review boards and commissions and to discuss structure, processes, logistics, and recruitment in accordance with the 2019 priority to reimagine Boards and Commissions. STAFF RECOMMENDATION N/A BACKGROUND / DISCUSSION N/A CITY FINANCIAL IMPACTS None. PUBLIC OUTREACH N/A ATTACHMENTS 1. Ad Hoc Committee for Boards and Commissions PowerPoint Presentation 2. Resolution 2016-039 PDF 3. Ordinance 2021-049 PDF - Page 4 - Section E, Item 2. Ad Hoc Committee for Boards and Commissions Jan 4, 2023 - Page 5 - Section E, Item 2. 2General Overview of Boards and Commissions •Purpose: Boards and Commissions are established for the purpose of acquiring and studying information in specific areas and to make recommendations to City Council on issues within the board's area of expertise. •23 Boards and Commissions Total •6 Quasi-Judicial, 13 Type 1,4 Type 2 •Type 1 and Type 2 members have 1, 2, and 4-year terms and consist of either 7 or 9 members •A person can serve on only 1 board unless it is a temporary committee •No member shall serve more than two consecutive terms. A term includes the balance of an unexpired term served by a person appointed to fill a vacancy if such unexpired term exceeds 12 months 1 year term 2-year term 4-year term 7-member board 1 2 4 9-member board 2 3 4 - Page 6 - Section E, Item 2. Types of Boards and Commissions 3 Advisory Boards -Type 1 Advisory Boards -Type 2 Quasi-Judicial Commissions Type 1 advisory boards make recommendations to the City Council and City staff on particular areas of 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. In addition to serving an advisory function to the City Council and City staff, the assigned functions of Type 2 advisory boards give them the authority to make decisions on certain matters specified in the City Code. These decisions then serve as formal recommendations to City Council or City staff for their consideration and adoption. 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. •Affordable Housing Board (7 members) •Air Quality Advisory Board (9 members) •Disability Advisory Board (9 members) •Economic Advisory Board (9 members) •Energy Board (9 members) •Golf Board (7 members) •Land Conservation and Stewardship Board (9) •Natural Resources Advisory Board (9) •Parks and Recreation Board (9 members) •Senior Advisory Board (9 members) •Transportation Board (9 members) •Youth Advisory Board (btwn 5-9 members) •Art in Public Places Board (7 members) •Citizen Review Board (7 members) •Cultural Resources Board (7 members) •Human Services and Housing Funding Board (9) •Building Review Commission (7 members) •Historic Preservation Commission (9) •Human Relations Commission (9) •Land Use Review Commission (7) •Planning and Zoning Commission (7) •Water Commission (9 members) - Page 7 - Section E, Item 2. 4Council’s Role Resolution 2016-039 updating the responsibilities of Council liaisons to boards and commissions •Serve as the primary two-way communications channel between Council and board •Take the lead in filling vacancies, reviewing applications, and interviewing candidates •Provide procedural direction and relay Council’s position and to communicate that the liaison role is not to direct the board in its activities or work •Review board’s annual work plan and make recommendations to Council regarding the work plan •Identify and help resolve any problems that may exist with the functioning of the board •Facilitate training of new board members by providing suggestions and relevant information to City staff members responsible for providing such training •Conduct a periodic review with their respective board or commission at a regular meeting outlined in the Boards and Commissions Manual and to provide an oral summation at a future Council meeting - Page 8 - Section E, Item 2. 5What we have heard -Structure •Length of terms, specifically the 1-year term •Need for a cross-cutting board to cover overlap on issues/topics that some boards have in common •Per the code, it has to be written into their work plan or needs City Manager approval •Tools and resources for board member conflicts •Need to establish a code of conduct or a framework of ground rules for members •Per the code, work plan is due on Nov 30. Concern from newly elected members whose appointment starts in January •Scope of work of Youth Advisory Board •Not a set number of members of the Youth Advisory board (code says between 5-9) so difficult to establish •Pulling the bicycle advisory board subcommittee out from the transportation board and establishing a standalone board •Scope of work of Women’s advisory board - Page 9 - Section E, Item 2. 6What we have heard –Logistics & Process •Incumbents should not have to reapply •Ok to keep vacant until next annual recruitment unless there are issues with quorum; however, can we notify people when the recruitment process opens? •Applicants are applying for 5+ boards •Applications are too general; needs to be more specific to the board •If a board member is currently serving on a board and want to apply for a different board, they should resign from their current board before applying •Council would like to conclude interviews prior to holidays •Special recruitments due to quorum issues –how to handle members with short terms •How should interview partners be selected? •If someone applies for more than one board, it would be great if they could just do one interview •Policy for no show applicants •Council summary sheets - Page 10 - Section E, Item 2. 7What we have heard –Recruitment •Need for new and more diverse members •Annual appreciation •Board member benefits –bus pass, facility amenities? •Need for accessibility •Need for interpreters •Government is intimidating –how do we engage? - Page 11 - Section E, Item 2. What else? - Page 12 - Section E, Item 2. 9Improvements underway •Structure •Cross cutting-board •Re-establish Super Issues meetings (4 per year, all scheduled for 2023) •February: East Mulberry Project •May: Housing Focused •September: Disability Advisory Board awards, Water Commission - Halligan Water Project •December: Water Efficiency Plan •Tools and resources for board member conflicts •Code of conduct to be included as part of onboarding to sign along with Respectful Workplace Policy •Staff & Council liaison communications protocol •Recruitment •Newly structured Public Engagement Specialist to focus more on outreach. Will be working with Equity Officer on efforts - Page 13 - Section E, Item 2. 10Improvements underway •Logistics •Applicants can only choose up to three boards and commissions to apply for •Applicants rank which board they want the most, middle, least •There is at least one board specific question on the application •The application notes the current meeting day and time to help applicants discern their availability easier •Improvement to summary sheets •Council to appoint members in November and December. This hopefully will allow new member the opportunity to attend a December board meeting as part of orientation •Interviews were intended to take place the last two week in October with flexibility into the first week of November. A lesson learned is to add the general interview time period to the application itself. - Page 14 - Section E, Item 2. 112023 Timeline for Ad Hoc committee •January –July 2023 : Work of Ad Hoc Committee •Ordinance 2021-49 Update •Tentative 1st reading –July 25 or August 8 •Tentative 2nd reading –August 8 or 22 •Boards and Commissions Manual update •Council resolution tentative for July 25 or August 8 •Annual recruitment opens in September 2023 •Council interviews –concluded before Thanksgiving •Council appointments –end of November –first week in December •Boards and Commission member onboarding –January 2024 •Welcome letter from Mayor, read and sign Code of Conduct and RWP policies in Engage, receive manual and attend live training with Public Engagement Specialist, sit in on a meeting in December if available •Staff liaison onboarding - Page 15 - Section E, Item 2. 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Council Committee Agenda Item Summary – City of Fort Collins Page 1 of 1 January 4, 2023 AGENDA ITEM SUMMARY Choose an item. STAFF Davina Lau, Public Engagement Specialist SUBJECT Provide Research from Ordinance No. 049 known as the Reimagine Ordinance. EXECUTIVE SUMMARY The purpose of this item is to provide research used in creating Ordinance No. 049 for future reference. STAFF RECOMMENDATION N/A BACKGROUND / DISCUSSION N/A CITY FINANCIAL IMPACTS None. PUBLIC OUTREACH N/A ATTACHMENTS 1. Reimagine Boards and Commissions Tier 3 Actions Opportunities and Tradeoffs PDF 2. Summary of Reimagine Boards and Commissions Engagement with Current Board Members PDF 3. Recommendations from Boards and Commissions Public Participation Equity Report PDF 4. Boards and Commissions Peer City Analysis PDF - Page 53 - Section E, Item 3. Reimagine Boards and Commissions Tier 3 Actions – Opportunities and Tradeoffs Action Opportunity Tradeoff Convene fewer, larger advisory groups around similar areas of interest (e.g., by Service Area or Strategic Plan Outcome Area) and form ad hoc or on- going subcommittees out of them as needed. Would provide flexibility, board integration, and interdisciplinary thinking. While providing flexibility, ad hoc committees would lack the consistency and expertise of the current structure. Learning curves would be accelerated. Reserve seats on certain advisory boards for people with lived experience (e.g., seniors, youth, people with disabilities, LGBTQIA+, etc.). Distributing members with lived diverse experience throughout the board system, rather than having designated boards, would increase diverse perspectives within each board. While increasing diversity, this could border on tokenism or be perceived as creating diversity quotas. Increase communication expectations and level of involvement with Council Liaisons. Would help boards align more with Strategic Plan and Council priorities. Would reinforce board sense of purpose. Would require an increased time commitment from councilmembers, who already have heavy workloads and limited availability. Allocate resources to support interpretation/translation services, transportation, and childcare. Would reduce barriers to participation by underrepresented populations. Would add costs and logistical support needs. Reduce meeting frequency (e.g., semimonthly or quarterly meetings). Could reduce costs and barriers to participation by underrepresented populations. Could decrease board member sense of connection and timeliness of advice, regarding Council deliberations. Hold multiple board meetings at the same location at the same time for efficiency of services (e.g., food, childcare, etc.). Could reduce costs and barriers to participation by underrepresented populations. Identifying specific times and locations that would work for multiple boards could be difficult. Provide monetary and/or nonmonetary incentives to participate to better attract middle- and low-income residents. Would reduce barriers to participation by underrepresented populations. Would increase costs. Boards and Commissions have traditionally been a volunteer activity, and once we begin to compensate residents for engagement, it may be expected more broadly. Recruit and support advisory board members without subject matter expertise. Would increase diverse perspectives and deliberation within each board. Would require an intentional recruitment process and thorough onboarding/staff support process to achieve a sufficient comfort level for non-expert participants. - Page 54 - Section E, Item 3. 1 Summary of Reimagine Boards and Commissions Engagement with Current Board Members Pre-Event Survey Response Summary In early 2020, current board and commission members received a Reimagine Boards and Commissions questionnaire so the results could be shared and discussed at the February 24, 2020 Super Issues Meeting. The following data summarizes the responses of the 79 participants, representing thirty-eight percent of all board and commission members. The data includes at least one respo nse from a member of 22 of the 25 boards, representing eighty-eight percent of the city’s boards and commissions. Figure 1 Figure 1 shows that most respondents have served on a board and commission between one and eight years. With thirty-seven percent (or 19 respondents) serving for one to four years and thirty- five percent serving for four to eight years. While eight percent of respondents have served on a board for more than 13 years. 0-1 Year 1-4 Years 4-8 Years 8-12 Years 13+ Years HOW LONG HAVE YOU SERVED ON OR SUPPORTED BOARDS AND COMMISSIONS? - Page 55 - Section E, Item 3. 2 Figure 2 Seventy-four percent of the respondents agree or strongly agree that boards and commissions ensure meaningful experiences for volunteers. While eight percent of respondents disagree or strongly disagree with the statement. Figure 3 Seventy-three percent of the respondents agree or strongly agree that boards and commissions provide timely and useful advice for City Council. While eight percent of respondents disagreed or strongly disagreed with the statement. Strongly Agree Agree Neutral DisagreeStrongly Disagree I BELIEVE THAT BOARDS AND COMMISSIONS ENSURE MEANINGFUL EXPERIENCES FOR VOLUNTEERS? Strongly Agree Agree Neutral Disagree Strongly Disagree Other I BELIEVE THAT BOARDS AND COMMISSIONS PROVIDE TIMELY AND USEFUL ADVICE FOR CITY COUNCIL FROM A VARIETY OF PERSPECTIVES. - Page 56 - Section E, Item 3. 3 Figure 4 Sixty-nine percent of respondents agree or strongly agree that they are satisfied with their experience participating with board and commissions, while six percent of respondents disagreed or strongly disagreed with the statement. Open-ended Responses Charts 1-6 convey thematically coded responses to the open-end questions from the survey. The left-hand column of the chart lists the common themes and the right-hand column displays how frequently an answer aligned with that theme. Responses may have demonstrated more than one theme and were counted to reflect each theme it aligned with. Several themes may only have had one response; however, it was still listed to thoroughly reflect the data that was collected. Each chart is followed by direct quotes to elaborate on the themes that were most frequently mentioned. Chart 1. What changes would you like to see, if any, to the current structure of boards and commissions? Structure: how many boards, what type of boards, term lengths, etc. Theme Frequency Increase boards effectiveness/City Council communication loop 8 Consolidate some boards 7 Shorter Terms 6 Increase Diversity 6 No structure changes/existing structure is working 4 More board collaboration 4 More strict number of terms limit 3 Some boards should meet less frequently 2 Increase remote meeting capabilities 2 Clarify board purpose and roles 2 Utilize ad hoc capabilities 2 Strongly Agree Agree Neutral Disagree Strongly Disagree Other I AM SATISFIED WITH MY EXPERIENCES PARTICIPATING WITH BOARDS AND COMMISSIONS. - Page 57 - Section E, Item 3. 4 You cannot force diversity 1 Review bylaws 1 More strict attendance policy 1 Create an Ethics Board 1 “Just ensuring that the number and purpose of the boards aligns with the city's needs. If not much output is being produced by certain boards, or there aren't ongoing needs, maybe some boards can meet quarterly, or even just “as needed” which may be zero times per year in some cases. Other boards should be eliminated if that makes the most sense”. “Boards should be flexible enough to deal with new issues as the arise in the city. I've been in 2 boards and both had specific charges. I can't speak to whether other board are duplicative and should be combined. Here's an idea: appoint a group of people to rotate across boards for their term, instead of being on a single board. They may or may not vote on the boards on which they serve for 3 or 6 month stretches, but their rotation would allow for cross pollination”. Chart 2. What changes would you like to see, if any, to the boards and commissions program management? Program management: how the boards conduct meetings, when and where of meetings, meeting logistics, onboarding, training, etc. “The City does a great job of supporting and training boards and commissions members. I think if you keep on the path you are on, we will just become more effective for our entire community”. “I believe staff liaisons need training. What their role is. How this differs from being a board member. Helping to coordinate, ensuring that the agenda and minutes are out at least one week prior to the meeting day. Helping to look at the City Council Calendar of topics and ensure that the committee is thinking about and possibly addressing topics that relate to the board. Identifying upcoming reports that are due and due dates, ensuring ample time for members to produce the document”. Theme Frequency No changes recommended 14 Increase board effectiveness in advising City Council 6 More training for new members/better onboarding process 6 Increase staff training and role clarification 4 Increase remote and technological capabilities 3 Increase board collaboration 3 Diversify meeting location 2 Increase diversity of board membership 2 Increase public participation at meetings 1 Accessible meeting times (later, weekends) 1 No longer use Roberts Rules of Order 1 - Page 58 - Section E, Item 3. 5 Chart 3. What changes would you like to see, if any, to the relationship between Council liaisons and their boards and commissions? Theme Frequency Increase in-person interaction with council liaison (annually, quarterly, twice per year) 13 Increased remote communication and increased confirmation (close feedback loop that council liaisons have read minutes, reports, recommendations, etc.) 9 No change suggested 8 Clarify what is effective communication for each council liaisons specifically/ role clarification 8 Increase visibility of board successes to City Council 4 “1. It would be helpful to B&C's if Council liaisons could be encouraged to attend at least 1-2 meetings per year and keep in touch with B&C's through emails or other communications. 2. Council liaisons might solicit greater assistance from B&C's in addressing Council's agenda items - especially in areas where B&C's might have specific expertise”. “Really we should talk with them if we need direction. They should contact us if they want specific feedback on council agenda items. We don't do this. It feels very separated right now. It could be better” Chart 4. What changes would you like to see, if any, to the purpose of boards and commissions? “I would like to see more direct questions come from council. As in collecting questions that arose during work sessions and sending them to boards to help collate answers to them if they are not based only on what the city staff are currently doing”. “I think our purpose is pretty clear and well defined. If a board or commission is struggling to identify their purpose, or City Council/Staff are having the same issue, perhaps that board or commission is not working. Perhaps that one needs restructuring or has run its course”. Theme Frequency Council seeking board feedback 6 If boards cannot have influence they should be eliminated/ needs to be worthwhile for all parties 5 Clarification and general education of board member role 5 Connect to and influence specific projects, priorities, and objectives 3 Provide diverse stakeholder input to City Council 2 Get public more involved at meetings/engage with and educate community members 2 No changes recommended/works well as is 1 Not just a sounding board for staff 1 - Page 59 - Section E, Item 3. 6 Chart 5. Please give an example of something about the boards and commissions program that works well for you. Theme Frequency Teamwork/respectful conversations with diverse perspectives 14 Education received 7 Community impact 6 Staff support 5 Staff presentations 4 Monthly meetings 4 Outside networking and educational opportunities 1 Work sessions 1 Number of board/commission members 1 Engage platform communication 1 “Being on the LPC has enabled me to understand the preservation program in a way I simply couldn't otherwise. And that has enabled me to educate neighbors and other residents, as well as preservation advocates in other communities, about how our program works and what the benefits have been. Though the impact might be small, it is far reaching and, in my opinion, does contribute a bit toward making NoCo a better place”. “I take pride in being able to share my experience and to be respectfully heard. It is encouraging and satisfying to me to see the changes around the city that I spoke about at a board meeting. Working together and collaborating between boards and commissions brings on more results. For example, CDBG and Affordable Housing Board working together on housing funding”. Chart 6. What do you think would make it easier for people of different backgrounds to participate? Theme Frequency Conduct targeted, culturally responsive outreach during recruitment 18 Meeting times- later, weekends, more flexible 7 Remote meeting capabilities 5 Childcare 5 Avoid echo chamber (i.e., ask community, not just board members) 4 Mentorship of new or potential members 4 Educate the recruitment, interview, appointment process with information about current diversity gaps on boards 3 Meeting location (in community space that is more accessible to underrepresented groups) 3 Shorter terms 3 Cannot force diversity 2 Transportation assistance 2 - Page 60 - Section E, Item 3. 7 Utilize ad hoc capabilities 1 People need to be knowledgeable above all else 1 Council members should mention and promote boards and commission during council meetings 1 Education on diversity topics for board members 1 Invite underrepresented community members to meetings 1 Less frequent meetings 1 More thorough onboarding 1 “Develop a strategic representation plan for each board and commission. Identify member types that can provide value to the goals and objectives of the board. Part of that process may be to identify representation gaps and determine strategies to fill those gaps” “We need to be proactively seeking people out and inviting them to join our boards. And giving a new person a "mentor" to help them onboard could be useful... especially on the quasi-judicial boards. If expert discussions is an issue, then ask a former board or commission member to be a mentor for a few months to help that person get their sea legs.” Super Issue Meeting: In-person Engagement Summary On February 25, 2020 46 current board and commission members attended a Super Issues Meeting that included facilitated small groups discussion of the Reimagine boards and Commissions Council priority. The following data summarizes the responses captured during those discussions. 19 of the 25 total City boards and commissions (76%) were represented by one or more members. Board members were asked to respond to the following questions by writing down their responses and discussing them with their fellow participants. Chart 7 demonstrates thematically coded responses from answers that were captured on worksheet. Chart 7. What would make the boards and commissions volunteer experience more meaningful (fulfilling) for you? Theme Frequency Close feedback loop with City Council 13 Clarity of purpose of boards and roles all parties (staff, council liaison, board member) 10 More collaboration between boards 10 More involvement and visibility with the public 9 More training/better onboarding 6 Be more effective during meetings, contribute to projects and priorities 5 Increase diversity on boards 5 Shorter terms/term limits 2 Utilize remote meeting capabilities 1 I feel fulfilled as is 1 - Page 61 - Section E, Item 3. 8 Matrix Exercise Board and commission members were given a chart that displayed a matrix of Reimagine Boards and Commissions options (these options were generated from the Equity Matrix created by the 2017 Public Participation Report). Participants were asked to place a “checkmark” next to the three options they liked the most and an “X” next to the three options they liked the least. The chart below reflects the number of tallies for each. Reimagine Boards and Commissions Options Most Liked Least Liked Council liaison relationships 16 1 Conduct targeted, culturally responsive outreach during recruitment 13 6 B&C members assist with public engagement and recruitment efforts 13 0 Increased B&C collaboration 13 1 Reduce potential barriers to participation 12 1 Adjust meeting parameters (time, location, frequency, and technology) 10 3 Align purpose with City Council priorities 10 3 Reimagine how B&C engage with the public 9 0 Allocate funds to support interpretation/translation services, transportation, and childcare 8 5 Representation on action boards: People with lived experience: Seniors, people with mobility impairments, youth, LGBTQIA+, women's commission 8 1 Education on charter, manual and bylaws 6 4 Reimagine the role of the public (testimony for items, less formal) 6 1 Develop and provide more clarity of purpose 6 1 Update City code with consistent functions and authority 6 3 Review naming conventions (e.g., boards vs. commissions) 6 5 Shorter term limits 6 8 Include demographic questionnaire into applications 5 5 Use standardized interview questions 5 9 Convene fewer, larger groups in a similar area of interest that can form smaller working groups as needed (i.e., subcommittees) 5 2 Define and support different types of board members (experts, deliberators, advocates) 5 5 Volunteer manager training for staff 4 0 Form temporary, ad hoc committees 4 7 Legal training and support 3 6 Conflict training for staff liaison and board members 3 1 Standard expectation and budget for food 3 9 Standardize minutes, agenda item, reports, and process 3 5 Provide incentives to participate 2 12 More structured attendance policy and notice of resignation policy 2 8 - Page 62 - Section E, Item 3. 9 - Page 63 - Section E, Item 3. Recommendation Rationale Progress Next Steps 1.1: Conduct an annual demographic  questionnaire of existing Board and  Commission members Ensure our Boards and Commissions  membership reflects the diversity of our  community and the City’s goals related to  equity and inclusion. Not started Refine questionnaire  before next recruitment  period; expect all  members to complete 1.2: Review and update recruitment  process, including messaging, materials  and targeted outreach Improve diversity of applicants for Board and  Commission openings by conducting  targeted, culturally responsive outreach, as  identified in the Boards and Commissions  questionnaire. In progress Develop communication  plan and materials 1.3: Develop a flow chart and timeline  that clearly and concisely describe the  application, interview, and appointment  process to applicants. Provide clarity and expectations to potential  applicants. Not started Flow chart and timeline  development Recommendation Rationale Progress Next Steps 2.1: Incorporate demographic  questionnaire into applications Compare the demographic representation of  applicants to Board and Commission  membership to analyze if and where we lose  subsets of people through the application  process. Not started Software purchase  2.2: Adopt recommended changes to  Boards and Commissions application. The scope of work undertaken by this  subcommittee included analyzing the Boards  and Commissions application using an equity  lens to remove any potential barriers to  participation. Not started Update application (see  Appendix F in report) 2.3: Replace member applications in AIS  with relevancy biographies. While Councilmembers will receive the entire  application to review, the relevancy  biography provides the public information as  to the candidate’s qualifications while  protecting the safety of the candidate by  limiting the release of their personally  identifiable information. Not started Execute if approved Recommendation Rationale Progress Next Steps 3.1: Develop list of standardized interview  questions. Ensures transparency and reduces risk to  Council by ensuring all applicants are asked  the same questions. In progress Develop interview  questions 3.2: Include staff liaison in applicant  interviews. As a subject matter expert and main contact  for support throughout Board members’  tenure, the staff liaison may provide an  additional point of view for Council to  consider. Removed Determine structure of  participation Application Interview Recruitment - Page 64 - Section E, Item 3. Recommendation Rationale Progress Next Steps 4.1: Allocate $5,000 to support  interpretation/translation services,  transportation, and childcare for Board  and Commission members, as needed. The Boards and Commissions questionnaire  found that the majority of members are  White, homeowners, have household  incomes exceeding $75,000, and are over 50  years of age. To expand membership, we  must work to remove some of the most  common barriers residents may have to  participation. Spending will be analyzed to  adjust for future needs; as board  membership barriers and needs fluctuate,  spending will need to remain flexible and  responsive. Not started Determine who/how  funding will be  administered 4.2: Provide an annual training for staff  liaisons. Raise level of awareness regarding existing  barriers to participation and provide support  to staff regarding City’s use of an equity lens  in its work.  (Consider including training  related to the assessment of a prior  conviction record – what is the relevancy  and/or concern of the conviction.) Not started Training development  and implementation 4.3: Council liaison provides more in‐ depth feedback and comments on input  received from the Board or Commission. The Boards and Commissions questionnaire  found that members strongly believed they  would benefit from greater feedback from  Council as to the usefulness of their input and  how it is used. Not started Identify input process  and structure 4.4: Provide alternative methods for  participation, such as the ability to remote  into meetings while retaining voting  status, as well as allowing phone  interviews or scheduling applicant  interviews outside of the workday  schedule. The Boards and Commissions questionnaire  identified the inability to be physically  present as a potential barrier to participation.  Exploring alternative methods for  participation may improve access for  community members with barriers to being  physically present as well as allow the City to  remain innovative in our participatory  strategies. Not started Identify potential code  changes 4.5: Offer board members opportunities  for public engagement and involvement in  recruitment activities. The Boards and Commissions questionnaire  found that members identified a specific  interest in engaging with the public to  promote broader participation. Not started Development and  implementation of key  strategies Ongoing Participation - Page 65 - Section E, Item 3. 1 Boards and Commissions Peer City Analysis City Number of Boards Average Term Length Average # of Members Per Board Santa Barbra, CA 32 3.6 7.56 Ann Arbor, MI 30 3.24 8.8 Cedar Rapids, IA 25 3.6 8 Charlottesville, VA 25 3.21 3.64 Athens, GA 24 4.2 8.04 Tacoma, WA 23 3.2 9.4 Norman, OK 23 3.1 7.5 Loveland, CO 22 3.2 8.9 Gainesville, FL 21 2.75 8 Greeley, CO 21 3.4 8.4 Ashville, NC 20 3.3 9 Boulder, CO 20 5.1 5.4 Longmont, CO 20 3.5 7.5 Burbank, CA 18 3.7 6.94 Irving, TX 17 2 8.4 Denton, TX 17 8.29 2.12 Portland, ME 15 3 7.3 Arvada, CO 15 3.38 6.93 Eugene, OR 14 3.37 9 Olathe, KS 14 3.1 9 Provo, UT 13 3.6 7.4 Garland, TX 13 2 9.7 Santa Rosa, CA 13 4 7.5 Anaheim, CA 13 3.7 8.9 Boise, ID 12 3.6 6.6 Bellevue, WA 12 3.7 9 Westminster, CO 10 2 8.2 Thornton, CO 10 3.7 8.4 Richardson, TX 9 4 6.1 Palo Alto, CA 9 3.3 6.5 Lakewood, CO 8 3.6 6 Peer Average: 17.35 3.84 7.41 Fort Collins 25 3.96 8.6 - Page 66 - Section E, Item 3. 2 The above chart outlines the average number of boards, average number of members per board, and average term length for each of the City of Fort Collins’ peer cities. This data was collected from information provided on each city’s website and municipal code/charter. As a result, Coral Springs, FL, one of the peer cities, is not listed above as their online board and commission information was significantly incomplete. This data reflects boards and commissions that are solely city entities, not joint boards, or boards of outside organizations. As a result, Lincoln NE, one of the peer cities, is not listed above due to their joint board structure. The City of Fort Collins tracks closely with its peer cities in the average term length and number of members per board. However, the City of Fort Collins has 7.65 more boards than the peer city average. The cities of Irving, Garland, and Westminster are unique in that they have 2-year terms for all their boards (except their youth advisory boards which serve 1-year terms). Whereas, the rest of the cities have term lengths more similar to that of the City of Fort Collins. The chart below outlines the structure and process alternatives used by the same group of peer cities. Many cities use a mix of these processes, with some variation between individual boards. Peer City Process Alternatives Process Alternative Peer Cities that Use Process Appointments made by Mayor Provo, Olathe, Cedar Rapids, Ashville, Athens, Lincoln Seats on board are assigned to districts/wards and or at large. Santa Rosa, Ashville, Portland Specific board seats are reserved for current board members (of same board or different board) to fill and appoint Provo, Eugene, Bellevue, Athens, Lincoln, Ashville, Tacoma, Burbank Individual council members appoint one board member each1 Santa Rosa, Thornton, Anaheim Reserved seat(s) for youth Eugene, Loveland, Tacoma, Santa Barbra Specific profession assigned seats Provo, Tacoma, Gainesville, Olathe, Cedar Rapids, Santa Barbra, Athens, Irving, Charlottesville, Ashville, Portland, Greeley, Loveland, Lakewood, Boulder, Thornton Must have attended prior meetings to be eligible to apply Lakewood Use of active alternates 1-3 per board2 Irving, Ashville, Longmont, Provo, Westminster A mix of non-voting and voting members Irving, Charlottesville, Ashville, Westminster, Tacoma Large board with subcommittees Lakewood Two-year terms Irving, Garland, Westminster - Page 67 - Section E, Item 3. 3 Explicit diversity requirement statement, or strict diversity demographic seat requirements3 Tacoma, Garland, Santa Barbra, Ashville Staff advisory boards and council advisory boards4 Eugene, Tacoma Percent of board appointments made (or recommended) by specific community groups/outside entities Tacoma, Athens, Norman, Portland, Loveland, Thornton, Longmont City Manager appointments Provo, Gainesville, Bellevue, Irving, Portland Residency requirements vary per board or certain seats of boards, versus a blanket residency requirement for all boards Most Use of ex-official members Longmont, Tacoma The following provides examples and further explanation of a few of the alternatives listed and noted in the table above: 1 In addition to assigning each seat on the board to a ward/district or at-large, the City of Anaheim’s Senior Citizen Commission has terms that run concurrently with the current term of the elected official who appointed the member. 2 The City of Longmont is one of the cities that uses alternate appointments for several of their boards. These alternates are asked to attend every meeting and step in if an appointed member is unable to attend a meeting and or take the position of a member that must resign from their term. 3 There were several variations of diversity requirements among the cities that had them. The City of Ashville’s Human Relations Commission requires that a set number of members be from specific community groups. The seat requirements are as follows, “6 African Americans, 2 Latinx individuals, 2 members of the LGBTQ community, 2 youth members, between the ages of 18 and 25, 2 to 3 individuals who live in public housing, 2 individuals with a disability and 3 individuals who are recognized as community leaders”. Whereas, the City of Tacoma uses the following statement, “membership must reflect the diversity of our community as to race and culture, gender, age, socioeconomics, geography, and interest in commission membership”. 4 The City of Tacoma and the City of Eugene have boards that advise city staff instead of advising the city council. The City of Eugene has six Department Advisory Groups, with board members appointed by department managers. These advisory groups can only exist for two years before being evaluated. - Page 68 - Section E, Item 3.