HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 01/24/2012 - COMPLETE AGENDAurban renewal authority
Karen Weitkunat, President City Council Chambers
Kelly Ohlson, Vice-President City Hall West
Ben Manvel 300 LaPorte Avenue
Lisa Poppaw Fort Collins, Colorado
Aislinn Kottwitz
Wade Troxell
Gerry Horak Cablecast on City Cable Channel 14
on the Comcast cable system
Darin Atteberry, Executive Director
Steve Roy, City Attorney
Wanda Krajicek, Secretary
The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities and
will make special communication arrangements for persons with disabilities. Please call 221-6515 (TDD 224-6001) for
assistance.
URBAN RENEWAL AUTHORITY
WORK SESSION
January 24, 2012
6:00 p.m.
1. Call Meeting to Order.
2. Revisions to the Urban Renewal Authority Policies and Procedures; Rules of Procedure for Ura Board
Meetings. (staff: Bruce Hendee, Christina Vincent; 45 minute discussion)
The Urban Renewal Authority (URA) Board approved a thorough revision to the Policies and
Procedures (Policies) in May 2010 from the original Policies created in 2006. At the May 17, 2011
URA Board meeting, it was discussed that the Policies should have more detail regarding green
building practices and, therefore, should come back to the URA Board for more revisions. Staff also
received feedback from the June 14, 2011 and October 4, 2011 work sessions to modify the language
as proposed by the URA Board. These Policies are intended to give guidance regarding eligible
developments and provide objectives of the URA to applicants, staff, citizens and the URA Board for
decision making purposes.
Additionally, staff is seeking feedback from the URA Board about the adoption of rules of procedures
governing the conduct for URA Board meetings.
3.. Other Business.
5. Adjournment.
Karen Weitkunat, Mayor Council Information Center
Kelly Ohlson, District 5, Mayor Pro Tem City Hall West
Ben Manvel, District 1 300 LaPorte Avenue
Lisa Poppaw, District 2 Fort Collins, Colorado
Aislinn Kottwitz, District 3
Wade Troxell, District 4 Cablecast on City Cable Channel 14
Gerry Horak, District 6 on the Comcast cable system
Darin Atteberry, City Manager
Steve Roy, City Attorney
Wanda Krajicek, City Clerk
The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities
and will make special communication arrangements for persons with disabilities. Please call 221-6515 (TDD 224-
6001) for assistance.
WORK SESSION
January 24, 2012
after the Urban Renewal Authority Work Session
1. Call Meeting to Order.
2. Overview of the Art in Public Places Program. (staff: Marty Heffernan, Jill Stilwell,
Ellen Martin; 45 minute discussion)
Staff is presenting an overview of the Art in Public Places (APP) Program and how it
meets its purpose to encourage and enhance artistic expression and appreciation, and add
value to the Fort Collins community through acquiring, exhibiting, and maintaining
public art.
3. Sister Cities, Friendship Cities, and International Community Relationships. (staff:
Diane Jones, Ginny Sawyer; 30 minute discussion)
The City of Fort Collins is frequently contacted by international cities interested in
pursuing a relationship with Fort Collins. The City is also approached from time to time
by citizens interested in pursuing more formal relationships with international
communities. Currently, the City does not have a structure in which to evaluate these
requests or to determine what parameters or expectations would be involved.
January 24, 2012
There are a few different models utilizing varying amounts of resources, including Sister
Cities International (SCI), a Friendship City program, or a more generic, standard
response. By establishing a program and criteria, the City will be better poised to
respond to requests and benefit from the positive aspects of these relationships.
4. Planned Development Overlay District. (staff: Karen Cumbo, Megan Bolin; 1 hour
discussion)
The Planned Development Overlay District (PDOD) is a newly developed land use tool
designed to enhance the Land Use Code process to encourage infill development and
redevelopment. The PDOD provides applicants with some flexibility in land use and
design while, at the same time, raises the bar in terms of incorporating community
sustainability goals within the project. The PDOD is optional and applicants will
continue to have the ability to use the standard Land Use Code (LUC) development
process.
5. Other Business.
6. Adjournment.
DATE: January 24, 2012
STAFF: Bruce Hendee
Christina Vincent
Pre-taped staff presentation: available
at fcgov.com/clerk/agendas.php
WORK SESSION ITEM
URBAN RENEWAL AUTHORITY
SUBJECT FOR DISCUSSION
Revisions to the Urban Renewal Authority Policies and Procedures; Rules of Procedure for URA
Board Meetings.
EXECUTIVE SUMMARY
The Urban Renewal Authority (URA) Board approved a thorough revision to the Policies and
Procedures (Policies) in May 2010 from the original Policies created in 2006. At the May 17, 2011
URA Board meeting, it was discussed that the Policies should have more detail regarding green
building practices and, therefore, should come back to the URA Board for more revisions. Staff also
received feedback from the June 14, 2011 and October 4, 2011 work sessions to modify the
language as proposed by the URA Board. These Policies are intended to give guidance regarding
eligible developments and provide objectives of the URA to applicants, staff, citizens and the URA
Board for decision making purposes.
Additionally, staff is seeking feedback from the URA Board about the adoption of rules of
procedures governing the conduct for URA Board meetings.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does the URA Board have concerns with the revised Policies and Procedures?
2. Is the URA Board comfortable bringing these revisions back for approval in February?
3. Does the URA Board want to consider creating Rules of Procedure for future URA Board
meetings?
BACKGROUND / DISCUSSION
The URA Board approved the first version of Policies in August 2006. Originally, the URA Board
formed an ad hoc committee to create a mission statement and develop general policies. Those
Policies have since guided the URA in the initial stages of preparing for future URA projects. The
URA team and staff have felt several approved URA projects needed further clarification and
direction when guiding applicants through the process.
January 24, 2012 Page 2
In 2010, the URA Board approved the Policies document that is used today. The changes from the
original 2006 version were significant in comparison.
2010 changes:
• Clear introduction with explanation of the purpose of the Policies and Procedures.
• Clear distinction of the objectives, goals, and eligible development and costs.
• Inclusion of green building techniques.
• Established evaluation criteria.
N Financial feasibility (establishment of a threshold for projects that need proforma
analysis).
N Policy assessment.
N Local ownership criteria changed from Larimer County to 40 mile radius from the
City of Fort Collins Growth Management boundary.
N All payments will be issued on a reimbursement basis at the issuance of Certificate
of Occupancy, unless otherwise determined by the URA Board.
• Inclusion of the URA application questions.
• Step-by-step process illustration.
This document has been highly successful in setting clear expectations of the type of application and
project the URA will consider. That said, further clarification of the process and expectations was
directed to staff by the URA Board. Those additional requirements and expectations were captured
in the 2012 revision.
The 2012 revision contains the following changes:
• Assures development is consistent with City Plan and the Urban Renewal Plans, adopted
Codes, ordinances, and resolutions.
• Promotes green building and above code energy and water efficiencies.
• Clarify the acceptable affordable housing requirements to meet existing standards defined
in the Land Use Code.
• Includes a revised mission statement from 2006.
• Clarifies that an applicant must be in the City’s development review process. More
specifically must have received first round of review staff comments through a PDP, FDP,
or major/minor amendment.
• Requires an applicant to state intended waste diversion and/or deconstruction methods of the
project.
• Requires a Construction Waste Management Plan for both existing development and new
construction projects to ensure proper methods of waste reduction, reuse and recycling will
occur for all URA projects.
• Creates New Building and Existing Building criteria.
N New Buildings greater than 15,000 square feet must achieve LEED silver
certification.
January 24, 2012 Page 3
N New Buildings less than 15,000 square feet must use the LEED checklist but are not
required to be certified.
N Existing Buildings must have an Efficiency Assessment completed. (Attachment 3)
Demonstration of completed action items from the report must be achieved to the
satisfaction of the URA staff with measurable simple pay back of less than 2 years.
• Requires significant projects to have an independent financial analysis.
• Clarifies URA financial commitments.
N No interest will be paid on an applicant’s equity.
N A portion of the approved TIF reimbursement will be retained until the URA
receives official certification from the US Green Building Council that the building
has achieved LEED certification.
Rules of Procedure
The URA Board does not have adopted Rules of Procedure to conduct URA Board meetings and
based upon the continued growth of URA projects, it was suggested Rules of Procedure would be
necessary for the future. Historically, the URA Board meetings follow the same process as the City
Council has established; however, that approach has proven problematic in the past couple months
with projects that needed additional consideration outside of those parameters.
ATTACHMENTS
1. 2012 Redlined URA Policies and Procedures (draft)
2. Work Session Summary, June 14, 2011
3. Work Session Summary, October 4, 2011
4. Power Point presentation
ATTACHMENT #1
1
2012 URA Policies and Procedures (unformatted version)
SECTION 1 – INTRODUCTION
This policy is to provide guidance for the Fort Collins Urban Renewal Authority (URA) staff,
Citizen Advisory Group (North College) recommending bodies, the URA Team and URA Board
(Board) in considering, reviewing and processing applications that seek to use Tax Increment
Financing (TIF) assistance for development activities within the designated plan areas. Policies
are in accordance with Colorado Urban Renewal Law (C.R.S. § 31‐25‐101 et seq.) but have been
adapted to further the City’s own vision and goals for the URA. The URA Board will have the
option of amending or waiving sections of this document when determined necessary or
appropriate.
“The mission of the URA is to remedy blight, using Tax Increment Financing, to leverage private
capital investment and stimulate sustainable development and public improvements projects.”
The fundamental purpose for application to the URA for TIF assistance is to facilitate
desirable development/redevelopment projects within the URA plan that would not
otherwise occur “but for” the assistance provided through TIF.
Examples of costs eligible for TIF assistance are listed in Section 4 – Eligible Costs.
It is the intent of the Board where financial assistance is needed The Board intends to
provide the minimum amount of TIF assistance needed to make the project viable. The
provision of financial assistance is at the sole discretion of the Board.
The Board reserves the right to reject or approve projects on a case‐by‐case basis, taking
into account:
– Established policies;
– Specific project criteria; and
– Demands on City services in relation to the versus potential public benefits
received from the proposed project.
Meeting policy guidelines and other criteria does not guarantee the award of TIF
assistance. Furthermore, approval or denial of one project is not intended to set a
precedent for approval or denial of another project.
SECTION 2 ‐ OBJECTIVES
The URA exists to accomplish the following objectives:
Eliminating blight.
Improving the public infrastructure (streets, storm drainage, sewer, utilities, etc.) in
areas where deficiencies exist.
Creating a significant number of new primary jobs.
Removing impediments to desired development.
ATTACHMENT #1
2
Retaining, expanding or attracting businesses for the purpose of improving the City’s
economic base as demonstrated by increased jobs, creation of primary jobs, higher
paying employment, installing manufacturing base, etc.
Encouraging development projects that enhance the streetscapes and pedestrian
experience and improve the vitality of commercial corridors by adding interest and
activity.
Providing a variety of quality affordable housing choices.
Encouraging development that is consistent with City Plan and approved Urban Renewal
Plans.
Providing Promoting “green” building standards and/or “above code” energy and water
efficiencies within buildings and developments.
North College Plan area priorities (specific to the North College Urban Renewal Plan
area):
– Enhancing transportation infrastructure;
– Providing stormwater drainage or floodplain improvements;
– Expanding or upgrading utility infrastructure; and
– Providing amenities that benefit the public including but not limited to
streetscapes, enhanced architecture and building materials, facade renovations,
special site improvements, etc. that contribute to a positive identity and image
for the North College area.
SECTION 3 – ELIGIBLE DEVELOPMENT
The Board may consider TIF funding for Projects that could include the following:
Business Development: the retention, expansion, and attraction of business in the plan
area.
Creation of a significant number of new primary jobs.
Creation of a destination location that will capture additional revenue to the area.
Residential Mixed‐use Ddevelopment: new construction or rehabilitation of existing
structures with more than one land use. Residential portions of mixed‐use development
may include the following: single family and/or multi‐family housing.
– Affordable Hhousing (must meet exceed the minimum City Code definition of an
affordable housing project). requirement of 20% 10% of the total units with 80%
Area Median Income (AMI) or less).
– Student housing, defined as multi‐unit residential structures that are leased in whole
or in part to students attending post‐secondary educational institutions.
Historic preservation and adaptive reuse of historic structures.
Early childhood care and education centers.
Green development which exceeds adopted code minimums (e.g. design, construction,
or retrofitting of buildings and sites to be certified through an approved green building
rating system).
Protection of natural habitats and features both on the development’s site and in the
vicinity of that site.
ATTACHMENT #1
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SECTION 4 – ELIGIBLE COSTS
The following are eligible costs that may be considered for TIF assistance:
Removal of hazardous materials or conditions (sites where remediation or mitigation
are required).
Site clearance or site acquisition.
Land assemblage.
Parking/structured parking for the public.
Infrastructure that is extraordinarily costly to the project and/or serves other
development and redevelopment facilitating further improvements in the area. to
remedy (streets, stormwater, water/wastewater, light & power, gas, etc.).
Infrastructure that serves other development and redevelopment facilitating further
improvements in the area.
Sustainable and renewable energy features that greatly reduce the negative
environmental impact of any project.
Public amenities such as parks, plazas, community gathering areas and streetscapes to
enhance the aesthetics of the area.
Capital Improvement Projects (CIP) as identified by the City of Fort Collins.
Projects listed in Infrastructure Plans related to the Plan area, e.g., North College
Infrastructure Funding Plan.
Other qualifying expenses as permitted by Colorado Revised Statutes (C.R.S.) §
31‐25‐101 et seq.
SECTION 5 – EVALUATION CRITERIA
The following basic evaluation criteria will be used to review applications seeking TIF funding.
Since every project is unique, additional evaluation criteria may become necessary and will be
determined on a case‐by‐case basis.
Financial feasibility:
– TIF assistance will not be considered for projects that have the financial
feasibility to proceed without TIF assistance. Assistance will not be provided
solely to increase the developer’s profit margin on the project. Prior to
consideration of a TIF assistance request, the URA will undertake a financial
analysis of the project costs to ensure that the developer’s internal rate of return
(IRR) is reasonable request for assistance is appropriate.
– An independent financial analysis will be required for projects that meet at least
one of the following conditions:
The new or reconstructed building is greater than 15,000 square feet
in size;
The project will generate more than $1 million in TIF; or
The applicant is seeking more than 50% of the property tax increment
generated from the project.
ATTACHMENT #1
4
The independent analysis will be contracted for by the URA and the cost will be
paid by the applicant.
For projects that will generate more than $1 million in TIF or create a project
that is more than 10,000 sq. ft. in size there may be an independent financial
analysis. The independent analysis will be contracted for by the URA and the cost
will be paid for by the applicant. Additionally, if the project is seeking more than
50% of the property tax increment generated from the project, or if the
applicant is asking for requesting more than $150,000 in financial assistance, an
independent financial analysis of the project may be required by the URA.
– Individuals requesting TIF assistance must demonstrate, to the satisfaction of the
URA, sufficient equity investment in the project prior to seeking TIF. Equity is
defined as cash or un‐leveraged value in land or prepaid costs attributable to the
project. Examples of equity may include personal cash, letter of credit, personal
investment, awarded grant monies, etc.
Policy assessment:
– A qualitative and/or quantitative analysis should be completed in order to
identify the costs associated with the project which benefit the public and
achieve the broader community benefits and goals by alleviating an existing,
defined and described problem of City‐wide concern. Analysis of the benefits of
the project will be measured against the expectations set in the relevant plans
that may include, but not be limited by, City Plan (the City’s Comprehensive
Plan), Urban Renewal Plan, Community sub area plan, or in an adopted policy,
ordinance, or resolution of the City Council.
– Projects that do not provide sufficient public benefits may, after review, be
asked for revisions such as:
Greater Developer contribution;
Reduced TIF participation; and/or
Redefiningtion of the scope of the project.
Revision may lead to approval or final denial of URA participant in the project.
The applicant must be able to demonstrate to the URA and Board’s satisfaction, an
ability to construct, operate, and maintain the proposed project based upon past
experience, general reputation, and credit history.
The level of TIF assistance will be determined on the merits of the project.
The URA will give additional consideration to the following:
– Affordable housing projects that exceed the minimum City Land Use Code
definition of 10% of the total units for households earning 80% or less of AMI.
– Projects that have local ownership, which is defined to mean any home location,
business, developer located within a 40 mile radius from the City of Fort Collins
Growth Management boundary.
ATTACHMENT #1
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Section 6 – Building Requirements
In 2006, City Council adopted a resolution stating that all new construction of city‐owned
buildings will achieve LEED Gold certification. In keeping with that standard, the URA requires
certain conditions for development/redevelopment projects containing buildings that are
seeking TIF assistance. Conditions are listed by category below:
New Buildings:
– All New Buildings that exceed 15,000 square feet must achieve US Green
Building Council (USGBC) LEED Silver certification, at minimum. It is
recommended that applicants hire an accredited LEED development team.
– All New Buildings that are less than 15,000 square feet must be able to
demonstrate that the building could meet or exceed the above requirement
through the use of the LEED checklist, without official submittal to the USGBC.
Existing Buildings:
– All development/redevelopment projects with an existing building seeking TIF
must agree to an Efficiency Assessment of the existing building. This process will
be conducted by trained professionals through the City of Fort Collins. The
Efficiency Assessment provides historical use analysis, reviews current facility
operations, and identifies opportunities to reduce operating costs and
environmental impacts.
– Once the Efficiency Assessment is completed, the applicant must demonstrate to
the satisfaction of the URA staff the measures which have a simple payback of
less than two years.
Infrastructure:
– Applicants seeking assistance with public infrastructure must agree to an
Efficiency Assessment of their existing building or business, even if no
construction is occurring to a building structure.
Section 7 – Other General Policies
TIF assistance for land/property purchase costs will not be provided in an amount
exceeding the fair market value of the property.
When considering the purchase of land, tThe fair market value will be determined by an
independent appraiser hired by the Board or the City of Fort Collins. The cost of the
appraisal will be paid for by the applicant.
TIF will not be used to retroactively reimburse projects or make payments to cover costs
associated with any actions already incurred by a development or redevelopment prior
to a request for financial assistance being considered by the URA final approval by the
Board.
TIF assistance will be on a reimbursement basis and only after the project valuation is
verified and the Certificate of Occupancy (CO) or Letter of Completion (LOC) is issued at
completion of construction. The funds will be paid upon actual costs with verifiable
ATTACHMENT #1
6
receipts. Consideration for payments prior to obtaining the CO or LOC and valuation
may be made on a case‐by‐case basis and will require approval by the Board prior to
commencement of construction.
TIF reimbursement associated with LEED certification required by these policies, a
portion of the approved reimbursement will be retained contingent upon official USGBC
certification.
There will be no interest paid on any portion of the applicant’s equity.
To be eligible to apply for TIF, the applicant must have submitted the proposed project
to the City as a Project Development Plan (PDP), Final Plan (FP), Planned Development
Overlay District (PDOD) Detailed Development Plan (DDP), PDOD Complete
Development Plan (CDP), or a major/minor amendment and completed the first round
of review with comments from City staff.
A City of Fort Collins Construction Waste Management Plan must be submitted for both
new construction projects (including, but not limited to, rehabilitation and additions) as
well as existing projects that may have deconstruction onsite. Specific requirements are
stated in the plan and must be accompanied in the application.
Section 8 – Application Requirements
The applicant must complete the TIF application in its entirety, including the following
documentation:
A location map
Site plans or project drawings/perspectives/elevations
Project Pro‐forma
Owner/Business resume
Executive Summary with answers to the following questions:
– What is the nature of the project?
– Why is TIF assistance needed and how will the funds be used?
– What sources of financing will the project secure other than TIF?
– How will the project help improve/upgrade public infrastructure (streets, utilities,
drainage, etc.)?
– How will the project enhance the property tax base (and sales tax base, if applicable)
of the area?
– How will the project help achieve the goals of the North College Urban Renewal Plan
and City Plan?
– How will the project help eliminate slum and blight conditions?
– How will this project help achieve the URA goals of sustainability through green
building techniques? Please be specific how this project uses energy and water
efficiency exceeding code requirements, renewable resources, natural resource
conservation techniques, or stormwater low impact design methods.
– A Construction and/or Deconstruction Waste Management Plan that identifies how
waste will be reduced, reused, and/or recycled appropriately.
– An efficiency Assessment (please provide any summary report if one has been done
in the past.)
ATTACHMENT #1
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– Documentation and quantifiable results stating the proven methods and
effectiveness of the proposed sustainable features within the project.
– What is the A proposed project timetable (what is indicating the estimated time
frame for major steps including the City’s planning decision, completion of financial
commitments, start of construction, and issuance of Certificate of Occupancy (CO).
Section 9 – Process (see illustration for condensed version)
Applications may be submitted to URA staff at any time during regular business hours.
After URA staff has done a preliminary analysis and made suggested edits or
modifications to the application, there will be a final submittal.
Additional community‐based input from affected groups may will be required.
– If the application is for a project located within the North College Urban Renewal
Plan, the North College Citizen Advisory Group (CAG) must make a
recommendation by a majority vote.
– The CAG meets on a monthly basis and the proposed project TIF application will
be scheduled on the agenda once the financial analyses are completed and the
URA staff has adequate information and achieved a staff recommendation to
present.
– Feedback from community‐based input (e.g., North Fort Collins Business
Association, South Fort Collins Business Association) may require modifications
that delay approval and even require additional financial analysis.
The final application will be reviewed by the URA Team.
If the fundamental goals of the URA are not clearly met, and staff doesn’t make a
favorable recommendation to the Board, the application will be denied by staff and will
not move forward to the Board for approval. The applicant may re‐apply again if there is
a significant financial change affecting the project’s financial feasibility, or if the project
changes extensively from the original application and should be considered on its own
merit. project changes financially, present a different project than previously submitted
or with a change in the TIF calculation based on project differences.
Once If the URA staff and any community‐based organization have recommended
recommends the application, URA staff will work with the applicant to create a project
specific Redevelopment Agreement (RA) that will define the terms of URA participation
and TIF assistance, if any, for the project.
Once a final RA is agreed to URA staff will schedule the application for consideration at a
hearing before the Board. The Board typically meets bimonthly on Tuesday evenings
after City Council meetings.
Approval of the project at any point in the process, short of the Board’s approval, is no
guarantee that the project will receive any TIF assistance.
The Board will consider the application at the scheduled meeting. The Board will decide
whether or not to support the application. The support may include:
– Adoption of the RA,
– Denial of the application, or
ATTACHMENT #1
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– Conditional approval of the RA and the Board will provide clear direction on
suggested terms. The Board will also clearly indicate if the conditions are
mandatory for approval or optional enhancements. If denied, the URA Board will
not allow re‐application to the URA for TIF unless there are significant changes
from the original denied application.
All Redevelopment Agreements are valid for a 12 month period beginning on the date
the agreement was executed, unless otherwise stated in the agreement.
urban renewal authority
300 LaPorte Ave PO Box 580 Fort Collins, CO 80522-0580
970-221-6505 TDD 970-224-6002 renewfortcollins.com
DT: June 17, 2011
TO: President and URA Board members
TH: Darin Atteberry, Executive Director
FM: Christina Vincent, Redevelopment Program Administrator
RE: June 14, 2011 Work Session Summary – URA Eligibility Policies
Board members present: President Weitkunat, Vice‐President Ohlson, Ben Manvel, Lisa Poppaw, Gerry
Horak
Staff present: Christina Vincent, Josh Birks, Mike Gebo
Discussion/Follow‐up points:
The URA policies were presented with changes from the 2010 version. The Board requested
stronger language requiring Construction Waste Management Plans for both new
construction and deconstruction/demolition projects.
The Board requested that the URA policies state that any project is subject to the Green
Building code effective the date of adoption; scheduled to be July 19.
The Board requested to clarify the terminology does not only include recycling, however
should state: waste reduction, reuse, and recycling methods.
The Board also requested to remove the Construction Waste Management from eligible
costs and ensure its expectation for every URA application.
The Board requests reporting mechanisms and verification methods that are consistent with
the Green Building Code to be activated with a decision of approval on July 19.
Next Steps:
July 19 – The URA Board will consider adopting the updated URA Policies and Procedures.
ATTACHMENT 2
urban renewal authority
300 LaPorte Ave PO Box 580 Fort Collins, CO 80522-0580
970-221-6505 TDD 970-224-6002 renewfortcollins.com
DT: October 7, 2011
TO: President and URA Board members
TH: Darin Atteberry, Executive Director
FM: Bruce Hendee, Assistant to the City Manager
Christina Vincent, Redevelopment Program Administrator
RE: October 4, 2011 Work Session Summary – URA Policies and Advisory Group Options
Board members present: President Weitkunat, Vice‐President Ohlson, Ben Manvel, Lisa Poppaw, Gerry
Horak, Wade Troxell
Staff present: Bruce Hendee, Christina Vincent, Josh Birks
Discussion/Follow‐up points:
The URA policies were revised from both the discussion during the June 14 worksession and
further revised from the discussion from the URA project The Commons, by Capstone
Development Corporation.
The Board requests that consideration be given to the Affordable Housing requirement to
exceed the stated Land Use Code minimum.
The Board gave suggestions to improve the language in several sections and remove the
redundancies.
The Board questioned the need for the additional consideration for local ownership.
Regarding the advisory group options, some Board members wanted to see an option six
created to reflect no recommending advisory group option.
Some members of the Board would also like to consider an advisory group that could serve
in an ad‐hoc capacity. Staff will attempt to create that structure.
Next Steps:
December 6 – The URA Board will consider adopting the updated URA Policies and Procedures.
January 31 – The URA Board will discuss the Policies and Procedures in the greater context of tax
increment financing and the best approach for awarding grant monies.
ATTACHMENT 3
ATTACHMENT #4
1
1
Urban Renewal Authority
““Policies Policies and Procedures”” Procedures and
““Rules Rules of Procedure”” Procedure
URA Board WWoorrkksseessssiioonn
January 24, 2012
2
Questions for the URA Board
1. Does the URA Board have concerns with the
revised Policies and Procedures?
2. Is the URA Board comfortable bringing these
revisions back for approval in February?
3. Does the URA Board want to consider creating
Rules of Procedure for future URA Board
meetings?
ATTACHMENT #4
2
3
POLICIES: PURPOSE
•• Provide Guidance
•• State the Objectives
•• Specify Eligible Development
•• Identify Eligible Costs
•• Evaluation Criteria
•• Building Requirements
•• Application Requirements
•• Formalize Process & Timeline
4
POLICIES:
EVALUATION CRITERIA
•• Financial Feasibility
““But But For”” For test
Financial analysis of the project pro forma
Proven equity investment in the project
•• Policy Assessment
Project meets goals of various plans
If goals are not met, additional criteria may be
required
•• Land purchase will not exceed fair market value
ATTACHMENT #4
3
5
POLICIES:
EVALUATION CRITERIA
•• Cannot be retroactively reimbursed
•• Application must be complete
•• Applicant must provide past experience
•• TIF is based on project merit
•• TIF assistance on reimbursement basis
6
2011-2011 -2012 REVISIONS
•• Inclusion of revised mission statement.
•• Applicant must be in the City’’s City s Development
review process.
–– Specifically complete first round of review with
staff comments
•• Require Construction Waste Management Plan
for both new construction and deconstruction.
•• Clarify the LUC Affordable Housing minimum and
suggest exceeding the requirement.
ATTACHMENT #4
4
7
2011-2011 -2012 REVISIONS
•• Require the project be consistent with City Plan
and the Urban Renewal Plans.
•• Promote green building; exceed adopted code
minimums using LEED as a guide.
•• New Buildings > 15,000 ssqqfftt. . achieve LEED silver
certification
•• Existing Buildings must complete an Efficiency
Assessment.
•• Infrastructure with buildings on property must
complete an Efficiency Assessment.
•• Clarify the URA will not pay for interest.
8
KEY BENEFITS OF TIF
• Elimination of blight
• Reinvestment of incremental tax revenues
specific to that area
• Can create significant “gap financing” to make
priority projects feasible
• Flexible – pairs well with other financing tools
• After plan area ends = result is increased tax base
• TIF participation is aligned with City Plan policies
ATTACHMENT #4
5
9
APPROPRIATE
TIF PARTICIPATION
Demonstrated Need
for TIF
(feasibility
"but for" test)
URA
Capacity of
Financing
the project
TIF Eligible
Costs
$0
$2
$4
$6
$8
$10
$12
$14
$16
Appropriate
level of TIF
participation
In Millions
10
TIF CAN BE LEVERAGED
• HUD Section 108 loans
• 9% & 4% tax credits
• New Market Tax Credits
• SBA loans
• USDA loans
• CDBG/HOME funding
• EEDBG funding
• Bonds
• Other tools (PIF, assessments, sales tax, etc.)
ATTACHMENT #4
6
11
RULES OF PROCEDURE
•• Establish conduct for meetings beyond bylaws
•• Increase effectiveness and efficiency
•• Considerations
–– Meeting time and frequency
–– Executive Sessions
–– Special Circumstances
•• Applicant addressing the URA Board
•• Presentation by the applicant
–– Example: Planning and Zoning
12
SUGGESTIONS FOR DISCUSSION
• Could the URA Board function like the Planning
and Zoning Board?
• Would the URA Board like to meet at a separate
time or day?
– Examples:
•3rd Thursday, if needed
• Same day but meeting starts at 4pm
ATTACHMENT #4
7
13
NEXT STEP
February 21, 2012:
• Final approval of Policies and Procedures
• Adoption of the Rules of Procedures
Karen Weitkunat, Mayor Council Information Center
Kelly Ohlson, District 5, Mayor Pro Tem City Hall West
Ben Manvel, District 1 300 LaPorte Avenue
Lisa Poppaw, District 2 Fort Collins, Colorado
Aislinn Kottwitz, District 3
Wade Troxell, District 4 Cablecast on City Cable Channel 14
Gerry Horak, District 6 on the Comcast cable system
Darin Atteberry, City Manager
Steve Roy, City Attorney
Wanda Krajicek, City Clerk
The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities
and will make special communication arrangements for persons with disabilities. Please call 221-6515 (TDD 224-
6001) for assistance.
WORK SESSION
January 24, 2012
after the Urban Renewal Authority Work Session
1. Call Meeting to Order.
2. Overview of the Art in Public Places Program. (staff: Marty Heffernan, Jill Stilwell,
Ellen Martin; 45 minute discussion)
Staff is presenting an overview of the Art in Public Places (APP) Program and how it
meets its purpose to encourage and enhance artistic expression and appreciation, and add
value to the Fort Collins community through acquiring, exhibiting, and maintaining
public art.
3. Sister Cities, Friendship Cities, and International Community Relationships. (staff:
Diane Jones, Ginny Sawyer; 30 minute discussion)
The City of Fort Collins is frequently contacted by international cities interested in
pursuing a relationship with Fort Collins. The City is also approached from time to time
by citizens interested in pursuing more formal relationships with international
communities. Currently, the City does not have a structure in which to evaluate these
requests or to determine what parameters or expectations would be involved.
January 24, 2012
There are a few different models utilizing varying amounts of resources, including Sister
Cities International (SCI), a Friendship City program, or a more generic, standard
response. By establishing a program and criteria, the City will be better poised to
respond to requests and benefit from the positive aspects of these relationships.
4. Planned Development Overlay District. (staff: Karen Cumbo, Megan Bolin; 1 hour
discussion)
The Planned Development Overlay District (PDOD) is a newly developed land use tool
designed to enhance the Land Use Code process to encourage infill development and
redevelopment. The PDOD provides applicants with some flexibility in land use and
design while, at the same time, raises the bar in terms of incorporating community
sustainability goals within the project. The PDOD is optional and applicants will
continue to have the ability to use the standard Land Use Code (LUC) development
process.
5. Other Business.
6. Adjournment.
DATE: January 24, 2012
STAFF: Marty Heffernan,
Jill Stilwell, Ellen Martin
Pre-taped staff presentation: available
at fcgov.com/clerk/agendas.php
WORK SESSION ITEM
FORT COLLINS CITY COUNCIL
SUBJECT FOR DISCUSSION
Overview of the Art in Public Places Program.
EXECUTIVE SUMMARY
Staff is presenting an overview of the Art in Public Places (APP) Program and how it meets its
purpose to encourage and enhance artistic expression and appreciation, and add value to the Fort
Collins community through acquiring, exhibiting, and maintaining public art.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
Does Council have any comments or concerns on the future direction of the Art in Public Places
program?
BACKGROUND / DISCUSSION
Art in Public Places (APP) began in April 1995, with Ordinance No. 020, 1995, and enacted in City
Code Chapter 23, Article IX. The purpose of the APP program is to encourage and enhance artistic
expression and appreciation and add value to the Fort Collins community through acquiring,
exhibiting, and maintaining public art. APP is primarily a 1% program, meaning City capital
projects with a budget over $250,000 designate 1% of their project budget for art. To show a
commitment to the APP purpose in all projects, artists are added to project teams for budgets under
$250,000. If the project is below $50,000, an artist may be added at the department’s discretion.
The APP Board, appointed by City Council, plays a significant role in selecting artists and artwork,
and making recommendations to Council on APP projects of $10,000 or more.
The program has completed more than 93 projects. along with 63 transformer cabinet sites
throughout Fort Collins. APP projects often relate to specific capital projects that fund the program
and are often located on or are incorporated within these projets. This unique, team approach has
worked very well to ensure the art forwards the overall goals of the capital project and to disperse
art throughout the community, primarily in very public places like parks, natural areas, trails and
public facilities. APP was rated 74% good or very good in the most recent Citizens Survey and
serves as a point of community pride. APP is a visible representation of the City’s commitment to
quality and creativity, creates a sense of place and distinctiveness, adds value to the built
environment, helps attract new businesses, and reduces crime. APP has collaborated with the
Downtown Development Authority, Bohemian Foundation, Team Fort Collins and Poudre River
January 24, 2012 Page 2
Library District on art projects and also serves as a resource to private developers. Some examples
of projects completed recently include the Community Mural Project, Northside Aztlan Skate Park
Mural, Art in Action Project, and the Pianos About Town Project.
In 2009, the APP Program was reviewed by City Council. In general, there was unanimous support
for the APP Program. The program was seen as adding to the City’s unique image and economic
health. Council suggested that the program look towards future partnerships with Colorado State
University on the Mason Street Transportation Corridor, and towards promoting the Program. At
Council’s suggestion, the APP Program was featured in an exhibition at Lincoln Center in 2009.
The APP Program also started presenting a Mid-Year Report to City Council. APP is currently
collaborating with the Mason Corridor Project Team. The APP artist has met with UniverCity
Connections, which includes Colorado State University representation, on the development of that
project, incorporating the art as functional components of the transit stations.
Attached are memos from the APP Board and the Cultural Resources Board expressing their support
for the program. (Attachments 2 and 3) The PowerPoint presentation (Attachment 8) provides an
overview of the APP program and provides greater detail on the discussion items mentioned above.
ATTACHMENTS
1. Art in Public Places Project list, 2007-2011
2. Art in Public Places Board memo, November 16, 2011
3. Cultural Resources Board memo, January 14, 2012
4. Art in Public Places Board minutes, November 16, 2011
5. Cultural Resources Board minutes, July 28, 2011
6. APP Work Session Agenda Item Summary, February 24, 2009
7. APP Work Session Summary, February 27, 2009
8. Powerpoint presentation
1
Art in Public Places Projects 2007-2011
Sheldon Lake
Brower Hatcher
Sited on the SE shore of Sheldon Lake, "Solar Path" is a luminous
sculpture featuring a dome-shaped network of twinkling solar lights
atop four neoclassical columns.
2007
Transformer Cabinet
Mural Project
6 local artists
11cabinets
APP partners with Utilities on this annual graffiti abatement
project, with local artists painting murals on Fort Collins
Utility transformer cabinets, creating artful objects in
unexpected places.
Susan Dailey
Three artists were commissioned to create
artistic elements throughout the new park.
Projects include engraved tiles based on Olander
Elementary School students’ drawings, chainsaw
carved Cottonwood tree stumps, and a painted
mural to adorn the walls of the family restroom.
Spring Canyon Community Park
3 artists:
Karl Ciesluk
Ken Davis
Barry Quinton Lee
Ken Davis
Pedestrian Pavers
15 local youth artists
APP held a competition for Fort Collins youth to create drawings depicting life in
Fort Collins or transportation themes. Selected designs were sandblasted into
granite and placed in new sidewalks throughout Fort Collins.
East Prospect Road
May & Watkins Design
"Pods and Blooms" is a site-specific series of entryway sculptures installed on
E. Prospect Road. The designs were inspired by the natural environment and
are derived from local seed-like forms and colors.
Reservoir Ridge
Barb McKee The artist used natural local flora as inspiration for the designs she stained
onto the wooden doors in Primrose Studio at Reservoir Ridge Natural Area.
ATTACHMENT 1
2
The artist designed a series of hand carved clay panels using pat-
terns inspired by nature. The panels were then turned into reusable
form liners and used to cast concrete structures at the site, turning
them into functional works of art.
Red Fox Meadows
Barb McKee
2008
Police Facility
Andy Dufford
The artist added multiple elements to the interior and exterior of the new facility,
including a police museum on the lobby walls a hand carved stone fountain,
etched stone panels and exterior memorial garden
Northside Aztlan Community Center
Carolyn Braaksma
Several interior and exterior elements
created by the artist were incorporated into
the building, including cast glass and
concrete panels inspired by portrait
drawings by local children.
Streets Facility
Tim Upham & Lisa Cameron
This sculpture features a steel map of the streets of
Fort Collins, that reference the adjacent streets facility
building.
Mason Corridor Trail
Mario Echevarria
Several elements created by the artist dot the length of the
Mason Corridor Trail, all of which feature clay tiles created by
local school children.
Pedestrian pavers
15 local youth artists
APP held a competition for Fort Collins youth to create drawings depicting life in
Fort Collins or transportation themes. Selected designs were sandblasted into
granite and placed in new sidewalks throughout Fort Collins.
Transformer Cabinet Mural Project
9 local artists
2 non-profits
23 cabinets
APP partners with Utilities on this annual graffiti
abatement project, with local artists and non-profit
groups painting murals on Fort Collins Utility
transformer cabinets.
Ren Burke
3
Stewart Case Park
James Lynxwiler
The artist created three stainless steel wave forms and installed them next
to the park’s lake.
Harmony Park II
James Lynxwiler A colorfully tiled wall was created to mark the entrance to the park. Some
of the tiles were created by children from the adjacent school.
2009
Council Tree Library
Barbara Baer
For the new library branch, the artist drew inspiration from letters
and symbols in a large sculptural lobby installation and exterior
bike racks.
Soapstone Natural Area
Robert Tully The artist drew from historical, cultural, and topographical
references for his artistic contributions to this natural area.
The artwork includes thoughtfully designed roofs for the
shelters, stacked stone cairns, the entry sign, and hand
carved stone panels that will be used in educational
programs.
Pedestrian Pavers
15 local youth artists
APP held a competition for Fort Collins youth to create drawings depicting life in
Fort Collins or transportation themes. Selected designs were sandblasted into
granite and placed in new sidewalks throughout Fort Collins.
Transformer Cabinet Murals
11 local artists
20 cabinets
APP partners with Utilities on this annual graffiti abatement
project, with local artists painting murals on Fort Collins
Utility transformer cabinets.
Power Trail Pavers
15 local youth artists Fifteen granite pavers were created from drawings by Fort Collins youth. The
pavers were placed at different spots along the length of the newest spur of the
Power Trail.
Kirsten Savage
4
Northside Aztlan Pumphouse
Barry Quinton Lee
For this graffiti abatement project, the artist enlisted the
help of local youth to design and paint murals on an
existing pumphouse structure and transformer cabinet
on the grounds of the Northside Aztlan Community
Center.
Art in Action
Lisa Cameron
In this collaborative project with the Downtown Development Authority, a
local artist painted a mural on steel panels in Old Town Square during the
summer of 2009. The resulting artwork will be placed on permanent display
in the Old Town on area.
Community Trash Cans
St. Joseph School
Lab School
The Parks Department provides trash cans for local organizations to
paint. Once the murals are completed, Parks staff places them in local
parks to be used by the public.
2010
Transformer Cabinet Murals
17 local artists
1 non-profit
APP partners with Utilities on this annual graffiti
abatement project, with local artists and non-profit
groups painting murals on Fort Collins Utility
transformer cabinets.
Terry McNerney
Pedestrian Pavers
15 local youth artists
APP held a competition for Fort Collins youth to create drawings depicting life in
Fort Collins or transportation themes. Selected designs were sandblasted into
granite and placed in new sidewalks throughout Fort Collins.
Community Trash Cans
Alpha Kappa Psi
Tavelli Elementary School
The Parks Department provides trash cans for local organizations to
paint. Once the murals are completed, Parks staff places them in local
parks to be used by the public.
Art in Action
James Lynxwiler
In this collaborative project with the Downtown Development Authority, a
local artist worked on a life sized sculpture in Old Town Square during
the summer of 2010. The resulting two bronze sculptures were gifted to
the City and installed at the corner of Walnut and Linden Streets.
St. Joseph School
Alpha Kappa Psi
5
Watercycle Wall Interpretive Signage
Joe McGrane
The artist created a stone cairn and
interpretive signage to complement the
Watercycle Wall site, which is used by
Utilities as an outdoor classroom.
Northside Aztlan
Skatepark Mural
Amanda Marie Ploegsma
APP worked with Team Fort Collins to have a mural
painted on the wall adjacent to the Northside Aztlan
Community Center Skatepark. The artist worked with
the skateboard community on the mural design
selection and execution.
Lincoln Center Renovation
Barbara Baer
The artist created two art elements for this project, an
exterior illuminated sculpture on the south side of the
building and a illuminated wall of translucent panels in
the main lobby.
DDA Pavers
60 local youth artists
APP worked with the Downtown Development Authority to create granite pavers
sandblasted with drawings by local youth. The pavers were placed in the three
downtown alleys that were a part of the DDA’s alley enhancement project.
2011
Temporary Sidewalk Murals
St. Joseph School
St. Joseph School children painted plywood panels
that were used to temporarily cover holes in the side-
walk where trees were eventually planted.
Transformer Cabinet Mural Project
16 artists
26 cabinets APP partners with Utilities on this annual graffiti
abatement project, with local artists painting
murals on Fort Collins Utility transformer
cabinets.
Michelle Daigle
Ice Bear Murals
2 local artists
2 murals
Two artists were selected to paint the test Ice Bear units
that were placed in the city.
Ren Burke
6
College and Harmony
Robert Tully
The artist created stainless steel light sculptures that are suspended inside
the four columns at the intersection of Harmony Road and College
Avenue.
Water’s Way Park
Robert Tully
This artwork has two components. The first is an historic dam
gate of stone and steel. The second is a flow pattern of tall
grasses with sculpted concrete edging for the beds.
Community Trash Cans
Bennett Elementary School
Dayspring Youth Group
Schuff family and friends
St. Joseph School (2 projects)
The Parks Department provides trash cans for local
organizations to paint. Once the murals are completed,
Parks staff places them in local parks to be used by
the public.
Schuff family and friends
Pianos About Town
14 local artists
Piano by Gale Whitman
A collaborative effort between APP, Bohemian Foundation, and
Downtown Development Authority. This project brought a differ-
ent local artist to paint in Old Town Square every two weeks
throughout the summer. After the pianos were painted, they
were moved to various locations around Fort Collins, ready to
be played by the public.
1
Cultural Services
Art in Public Places
Lincoln Center
417 W. Magnolia St
Fort Collins, CO 80521
970.416-2789
970.221-6373 – fax
www.fcgov.com/artspublic
To: Mayor and Councilmembers
Thru: Darin Atteberry, City Manager
Diane Jones, Deputy City Manager
Marty Heffernan, Director of CPRE
Jill Stilwell, Cultural Services Director
From: Art in Public Places Board
Date: November 16, 2011
Purpose: Art in Public Places Program Update
Dear Mayor and Councilmembers,
As active members of the Art in Public Places (APP) Board and involved citizens in the Fort Collins
community, we want to express our enthusiastic support for the City of Fort Collins’ Art in Public
Places program. Since 1995 the program has added tremendous value to our city, leading to more
than 80 public art projects located in myriad locations throughout the community. This includes
visible places where people often expect to encounter art, like plazas and public facilities, as well
as some unexpected places like alleys, parks, and underpasses – special “gems” that make Fort
Collins truly unique and interesting.
The board believes that the APP program is working well, and that the continuation of the program
in its current capacity is essential to retaining Fort Collins’ status as a world class community. We
want to see Fort Collins remain a leader in public art. In support of a stated goal in the City Plan,
public art is a clear way to establish Fort Collins as a destination for the arts and culture. Some of
the major contributions of public art to our community include:
Reduces crime and saves taxpayers’ money
Creates a sense of place and distinctiveness
Contributes to economic vitality
Supports local artists
Provides educational opportunities
Acknowledges our cultural history
Promotes community involvement and collaboration
Honors our natural environment
Supports social wellbeing
Fosters civic pride
Attracts the creative class
In addition to these many benefits of public art, we believe the current administration of the APP
program is also world class. Not only are the program administrator and staff highly adept at
collaborating with other City departments and staff, members of the creative community, and
various local and regional organizations, they are also recognized as national leaders. Forward
thinking communities of all different sizes from throughout the country frequently call upon APP
ATTACHMENT 2
2
staff to solicit advice and ideas for establishing and growing a successful public art program. We
want to see Fort Collins remain a leader in the public art arena, spotlighting our innovative process.
As you review the APP program at the January 31 work session, we ask that you please keep
these details about public art in Fort Collins in mind and show your support by continuing to make
City investments in such a beneficial and special program.
Respectfully,
2011 Art in Public Places Board Members
Liliane Francuz
Lee Needham
Jane Nevrivy
Craig Russell
Shelby Sommer
Ray Tollison
York
22222
1
Cultural Resources Board
417 W. Magnolia St
Fort Collins, CO 80521
970.221-6735
970.221-6373 – fax
M E M O R A N D U M
To: Mayor and Members of City Council
Thru: Darin Atteberry, City Manager
Diane Jones, Deputy City Manager
Marty Heffernan, Director of CPRE
Jill Stilwell, Cultural Services Director
From: Carol Ann Hixon, Cultural Resources Board Member
and Cultural Resources Board Liaison to the Art in Public Places Board
Date: January 14, 2012
Purpose: Support for Art in Public Places Program
Art in Public Places (APP) is scheduled for City Council review on February 24, 2012, making it
timely for the Cultural Resources Board (CRB) to, once again, express appreciation for and
speak to the resulting community benefits of APP’s stewardship of monies, environment, and
talents. CRB expressed strong support for the APP two years ago during its review, and we do
so again, with vigor.
Launched in 1995, Fort Collins’ Art in Public Places currently can point with pride to projects
located throughout the city, enhancing our many miles of trails, our city parks, and new and
renewed structures such as the Police and Traffic Operation facilities, the Lincoln Center, and the
Harmony and College gateway, Northside Aztlan Skate Park, and alley refurbishings.
CRB believes the positive impact of the Art in Public Places projects extends beyond visual
enrichment, which they certainly provide. One of the lasting benefits results from people,
visitors and locals alike, “discovering” Fort Collins. APP maps of projects are available online,
at the Lincoln Center, and the Convention and Visitors’ Bureau. Visitors to Old Town cannot
miss the murals on transformer boxes and can use the maps to find more. The discovery of this
nationally acclaimed project can lead to exploring and making Old Town more familiar. The
Paver Map locates student art sandblasted onto granite pavers in sidewalks around the city.
Nearly 100 young people have participated in this project featuring artwork that reflects a theme
of Fort Collins and/or transportation. The Locator Map of Art in Public Places projects, creates a
self-guided tour for exploring the city by locals and visitors.
New collaborations with the Bohemian Foundation and the Downtown Business Association
added an interactive APP opportunity – painted pianos. Where there is a piano, someone will be
ATTACHMENT 3
2
playing, a wondrous addition to community. APP developed a donor process that allows
potential gifts to the city to be added to the Fort Collins cityscape with attention to placement
and maintenance. Donations include the “Blog Pony,” a gift to the Senior Center, and the
Veterans Plaza sculpture.
Art in Public Places projects consistently add to the quality of life that has made Fort Collins a
desirable place to visit and to live. Visit City Park to see families picnicking under the solar
dome. Bike or walk a trail for multiple opportunities to see sculpture and reliefs, adding texture
to the experience. Stop at Oak Street Plaza in the summer to see young and old enjoying the
water features and pianos. The list goes on.
We made note of this previously, but we truly want to underscore the special qualities of Fort
Collins’ Art in Public Places in comparison with other communities. What makes Fort Collins
Art in Public Places unique is this. Each Art in Public Places project begins with the artist
collaborating with the entire project team—city staff, designers, engineers, department leaders,
builders -- to design an artwork that genuinely complements the project. The organic approach
results in art that is integral in function and purpose to the larger project. Projects currently in
the development stage exemplify the process well and will provide extraordinary art and
education opportunities for the community. Monies are thoughtfully and wisely expended in this
type of partnership.
We applaud the work of the Art in Public Places board and staff for continuing to enrich and
expand culture for the region.
COPY
COPY
COPY
COPY
ATTACHMENT 6
DATE: February 24, 2009
STAFF: Marty Heffernan
Jill Stilwell
Ellen Martin
WORK SESSION ITEM
FORT COLLINS CITY COUNCIL
SUBJECT FOR DISCUSSION
Art in Public Places Overview.
EXECUTIVE SUMMARY
Staff is presenting an overview of the Art in Public Places (APP) program and how it meets its
purpose to encourage and enhance artistic expression and appreciation and add value to the Fort
Collins community through acquiring, exhibiting, and maintaining public art. Staff will show
examples of Utility APP projects, new projects to be funded by APP Utility reserves and for placing
artwork in prominent locations. As Council requested, staff will also present an option for excluding
utility underground projects from the APP program.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does Council have any comments or concerns on the future direction of the APP program?
BACKGROUND
In 2006, when City Council’s APP Board met with then Council Liaison, Karen Weitkunat, they had
a discussion on the future of the APP Program. Councilmember Weitkunat challenged the Board
to develop a long range plan to:
• Better align the APP program with specific City objectives;
• Create more prominent, impactful art; and
• Reduce the amount of the Utility reserves.
The Board responded to the challenge and worked with staff to develop a plan to meet these goals.
This direction is outlined below and in the attached memo to Council, dated December 3, 2008.
• The APP Board has identified and prioritized several prominent locations for future art
projects, specifically in the Downtown, that are not associated with a particular capital
project. The objective is to develop iconic art projects at these prominent sites that can
further the goals of the Program and City objectives, such as gateway features outlined in
the Downtown Strategic Plan.
COPY
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February 24, 2009 Page 2
• The APP Board worked with staff to develop a project list for spending down the Utility
APP reserve. These projects include the Pickle Plant Site Entryway Feature, a Downtown
art piece at a prioritized location, the new Fort Collins Museum/Discovery Science Center,
transformer cabinet murals, Red Fox Meadows Natural Area, and the North College
Entryway Feature. These projects, several of which are already in progress, will bring down
the Utility reserve from $1.6 million to $162,000. APP will retain in reserves a percentage
of dollars coming into the program for future maintenance of the growing public art
collection.
Art in Public Places began in April 1995, with City Ordinance No. 020, 1995, and enacted in City
Code Chapter 23, Article IX. The program has completed more than 75 projects throughout Fort
Collins. APP projects often relate to specific capital projects that fund the program and are often
located on or are incorporated within these projets. This unique, team approach has worked very
well to ensure the art forwards the overall goals of the capital project and to disperse art throughout
the community, primarily in very public places like parks, natural areas, trails and public facilities.
APP was rated 75% good or very good in the most recent Citizens Survey and serves as a point of
community pride. APP is a visible representation of the commitment to quality and creativity,
creates a sense of place and distinctiveness, adds value to the built environment, helps attract new
businesses, and reduces crime.
APP is partnering with the Downtown Development Authority on a series of projects and serves as
a resource to private developers. Some examples of projects completed recently include the Police
Facility, Northside Aztlan Community Center, and Spring Canyon Community Park.
It is possible to exclude underground Utility projects from the APP program. The electric line
undergrounding program currently contributes 1% to APP and the funding is used for art on other
Utility property or to further the Utility’s mission. Other Utility projects frequently have elements
that are located underground. APP and Utility staff could work together to try to determine the cost
of underground project elements and exclude the cost of these elements from the APP 1% project
allocation.
ATTACHMENT 7
1
1
ART IN PUBLIC PLACES
OVERVIEW
CITY COUNCIL WORK SESSION
January 24, 2012
Last Reviewed in February 2009
2
Art in Public Places Overview
• How the program works
• How APP aligns with specific City objectives/plans
• Benefits of the program
• Upcoming Projects
ATTACHMENT 8
2
3
Art in Public Places (APP)
• Established in April of 1995 by City
Ordinance No. 20, and enacted in
City Code Chapter 23, Article IX.
• The Purpose of APP is to encourage
and enhance artistic expression and
art appreciation while adding value
to the Fort Collins community
through acquiring, exhibiting and
maintaining public art.
East Prospect Rd
May & Watkins Design
4
Overview of APP Program
• 1% Program: City capital projects with a budget
over $250,000 designate 1% of the project
budget for art.
• For projects under $250,000 but more than
$50,000, an artist is added to the project team,
showing a commitment to the APP purpose.
• For projects under $50,000, an artist may be
added to the team at the department’s discretion.
• Review and recommend acceptance of
art donations
3
5
Over 93 Projects
and 63 Transformer Cabinet sites
completed throughout Fort Collins
Helping to create a
World-Class City
Transformer Cabinet Mural,
Kirsten Savage
Top: Council Tree Library, Barbara Baer
Left: Stewart Case Park, Jim Lynxwiler
fcgov.com/artspublic
6
Public Art Programs
Regional 1% for Art Programs:
• Aurora
• Broomfield
• Denver
•DIA
• Englewood
• Fort Collins
• Greeley
• Longmont
• Loveland
• State of Colorado
More than 30 Colorado Communities
have a program for public art
Comparable Cities with Public Art programs:
• Ann Arbor, Michigan
• Bellvue, Washington
• Boise, Idaho
• Cary, North Carolina
• Eugene, Oregon
• Plano, Texas
• Rockville, MD
• Scottsdale, AZ
Larger Communities identified by Art:
• New York City, New York
• Seattle, Washington
• Santa Fe, New Mexico
• Portland, Oregon
4
7
Fort Collins’’ Collins APP Process is Collaborative
• Artist selection is by the APP Board and
members of the project team.
• The artist is selected, not a specific
artwork.
• The artist is incorporated onto the design
team early in the process, ensuring the
art concepts meet the goals of the
project.
8
Fort Collins’’ Collins APP Process (cont.)
• APP Board reviews final concepts after
project team approval. If over $10,000, the
project requires Council approval.
• This collaborative approach is becoming a
model for other Public Art Programs.
5
9
Recent Projects
Lincoln Center Renovation Project
Barbara Baer
10
Recent Projects
Rafael Lopez Community Mural
Northside Aztlan
Skatepark Mural
Amanda Marie Ploegsma
6
11
Recent Projects
Ice Bear Murals College & Harmony
Robert Tully
Rolfe Bautista
Ren Burke
12
Recent Projects
Watercycle Wall Interpretive Signage
Joe McGrane
7
13
APP Five Year Budget History
2006 -2010
Total Revenue: $2,117,423 Yearly Avg: $423,484
Total Expenditures: $1,484,753 Yearly Avg: $296,950
Average Project Cost: $43,669
Median Project Cost: $11,000
14
Art Project Reserve Allocation
•Projects are multi-year, yet funds are “Lapsing”
•A number of projects are in Progress, but funds have not been
re-appropriated from Reserves (which generally happens through
the re-appropriation ordinance or a separate ordinance at the time
the project is approved by Council)
•Maintenance Fund is also part of the reserves
$350,390 Capital Projects (Non-Utility) Reserves
$174,421 Projects in Progress (includes Museum, North College,
Pianos About Town, Registry Park, Radiant Park,
Pedestrian Pavers, N. College Gateway, Turnberry Rd)
$175,969 Remaining
8
15
Utility APP Art Reserves
$743,543 Water Reserves
$660,000 Projects in Progress (includes FC Museum of Discovery,
Linden St. Pocket Park, Water Restoration)
$83,543 Remaining
$345,831 Wastewater Reserves
$150,000 Projects in Progress (includes Water Restoration)
$195,831 Earmarked for Pickle Plant/Entryway Project
$680,332 Light & Power Reserves
$35,000 Project in Progress (includes Transformer Cabinets)
$645,332 Earmarked for Pickle Plant/Entryway
$182,396 Storm Drainage Reserves
$39,900 Projects in Progress (includes Water Quality Boxes, Manhole
Covers, Storm Drain Markers)
$142,496 Remaining
16
Current Art Projects
Pending:
• Pickle Plant Gateway
• North College Entryway
• Downtown Prominent Artwork
• West Harmony Road
In Design:
• Fort Collins Museum of Discovery
• Water Restoration Project
• Mason Corridor
• Utility Manhole Covers
• Utility Storm Drain Marker
• North College Corridor
• Linden St. Streetscape
• Linden St. Pocket Park
• Registry Park
• Water Quality Box Project
• Pedestrian Pavers
• Poudre River Public Library Project
• Radiant Park
• Transformer Cabinet Murals
• Turnberry Road
APP has 23 projects pending, in development,
or under construction
Under Contract for Construction:
•Water’s Way Park
• Pianos About Town
• EPIC Art Donation
9
17
APP Connects
Our APP program fosters connections with other
organizations. In 2011, APP helped create art
elements and experiences by partnering with:
•Fort Collins Community
•Downtown Development Authority
•Bohemian Foundation
•Poudre River Library District
•Team Fort Collins
•Poudre School District
•Colorado State University
•Veterans’ Plaza Committee
18
Fort Collins Community
Pedestrian
Pavers
APP Connects
Trash Can
Painting Project
10
19
Alley Paver Project
Art in Action
Pianos About Town
APP Connects
Funded by Downtown
Development
Authority
Jim Lynxwiler
Gale Whitman
20
Funded by Bohemian Foundation
Downtown Development Authority
Pianos About Town Project
APP Connects
Mary Harnett
Rolfe Bautista
Alison Dickson
11
21
Funded by Poudre River Library District
APP Connects
Rafael Lopez
Community
Mural Project
22
Partially Funded by Team Fort Collins
Northside Aztlan
Community Center
Skatepark Mural Project
APP Connects
12
23
The visual arts are a key component in the unique feel of Old Town
Fort Collins. The Art In Public Places energetic influence is an
obvious and vital piece of that quality experience.
Scott P. Smith, President
CooperSmith's Pub & Brewing
I believe that great communities require a significant dose of unexpected,
pleasant surprises that require pedestrians to become engaged with their
surroundings. I see that happening at the Oak Street Park, in our beautiful
alleys, at the pianos downtown, and during the festivals and performances
that happen year round. Art in Public Places plays a major role in
cultivating an environment of creativity and fostering partnerships with
public and private interests in our community that fill this need.
Steve Taylor
Hot Corner Concepts
24
• Leveraging projects’ functional
components and budget, turning
standard elements into art
•Reusable elements, including
concrete form liners that can be
used at other city locations
•Leftover paint is used on
multiple projects
•APP has a maintenance fund
Sustainable
Soapstone Prairie, Robert Tully
Red Fox Meadows, Barb McKee
13
25
APP Integral to City Planning Efforts
• Plan Fort Collins
Policy CPR 1.2: Enhance the Community through Public Art
• Cultural Plan
Recommendation 3.7: continue to invest in Art in Public Places a a
quality of life issue, and as a very visible and tangible expression of the
community’s commitment to arts and culture.
• Downtown Strategic Plan
1.2.1 Create gateways
1.2.2 Encourage public art, landscaping, furniture, lighting, and other
street features that will create interest and delight within streets and
public spaces
• Downtown River Corridor Implementation Program
• East Mulberry Corridor Plan
• North College Corridor Plan
• “Uniquely Fort Collins” Industry Cluster
26
Award Winning
2011 Urban Design Awards
“Curtain” by Barbara Baer,
Lincoln Center Lobby
“Knowledge Shared”
by Barbara Baer,
Council Tree Library
14
27
2011 Governor’s Arts Award
• Fort Collins was honored with
the 2011 Governor’s Arts
Award
• Recognized for collective
efforts to enhance the
community and economy
through strategic use of the arts
• Review Panel specifically cited
Fort Collins’ commitment to
Public Art as one of the areas
they were impressed by in
determining the award winner
“The arts weave the fabric of a community together; building cultural bridges
and showing us new ways of thinking and seeing.”
- Governor Hickenlooper, in presenting
the Governor’s Arts Award to Fort Collins
28
League of Cities
• “City Showcase” at the
National League of Cities,
Congress of Cities
• Featured APP
Transformer Cabinet
Mural Project
• Demonstrates how Fort
Collins uses
innovative/creative
solutions
15
29
Transformer Cabinet Murals
• Utility estimates a savings of
$22,895 per year for 30
cabinets in graffiti abatement
• APP has completed 116
cabinets
• Murals are painted by local
artists and non-profit groups
• Very few painted cabinets
have had tagging in 6 years
Terry McNerney Girl Scout Troop 2258
30
2010 Community Scorecard
• 85% of respondents rated the community’s
visual attractiveness as Very Good or Good
• 74% of respondents rated the APP Program
as Very Good or Good
• This reflects an increase of 14% since 2006
16
31
……iitt’’s s everywhere
City Facilities
Parks
Alleyways & Plazas
Recreation Facilities
Natural Areas
Gardens
Trails
Streetscapes
Utility Sites
Transportation Centers
32
APP
Project
Locations
*Map does not
include
Transformer
Cabinet Murals
or Pedestrian
Pavers
N
17
33
The APP benefits…… benefits
Enhances our Physical Environment
Creates a Sense of Place and Distinctiveness
Promotes Community Involvement
Honors our Environmental Health
Supports Social Wellbeing
Contributes to an Attractive Community & Strong Economic Value
Fosters Civic Pride
Acknowledges our Cultural History
Provides Educational Opportunities
Reduces Crime and Saves Money
34
Art in Public Places…… Places
• Creatively enhances the
project
• Illustrates a commitment
to quality and creativity
Northside Aztlan Community Center,
Carolyn Braaksma
Enhances our Physical Environment
Police Facility, Andy Dufford
18
35
Art in Public Places…… Places
• Stimulating environments
for discovery and exploration
• Opportunities to learn about
the site, our history, and our
community
Watercycle Wall
Interpretive Signage,
Joe McGrane
Provides Educational
Opportunities
Police Facility, Andy Dufford
36
Art in Public Places…… Places
• Adding murals to help beautify
and eliminate vandalism
• Maintenance costs reduced
Reduces Crime and Saves Money
Keith Van Eron
“Before”
“After”
I personally believe any effort on our part that
beautifies or mitigates [graffiti] activity is a positive
approach. I, for one, am grateful for all [the Art in
Public Places program’s] hard work, and the city’s
commitment to making Fort Collins a world class
place to live and work.
- Nick Myers
Graffiti Abatement Coordinator
Fort Collins Police Services
19
37
Art in Public Places…… Places
• Provides unique and
stimulating ways to
communicate
• Alerts the public to
safety issues
Supports Social Wellbeing
Fossil Creek Trail,
Mario Echevarria
Mason Corridor Trail,
Mario Echevarria
38
Art in Public Places…… Places
• Uniquely Fort Collins
• Architecture, parks,
and public spaces
unlike anywhere else
• Adds artful
enhancements
Oak Street
Plaza,
Lawrence
Argent
Creates a Sense of Place and Distinctiveness
College & Harmony
Robert Tully
20
39
Art in Public Places…… Places
• Illustrates conservation issues
• Highlights natural resources
Above: Red Fox Meadows, Barb McKee
Right: Watercycle Wall, Joe McGrane
Honors our Environmental values
40
Art in Public Places…… Places
• Investment in economic
future of the city
• Materials and services
frequently kept local
• 2011 Governor’s Award
Transformer Cabinet Mural, Nanci Erskine
Streets Facility,
Lisa Cameron & Tim Upham
“Creativity is the fundamental
source of economic growth.”
– Richard Florida:
Rise of the Creative Class
Contributes to an Attractive
Community & Strong
Economic Health
21
41
Art in Public Places…… Places
• Art can pay tribute to
a community theme
• Commemorates our
Human Spirit
Fosters Civic Pride
Pianos About Town, Terry McNerney
Veterans Plaza,
Susan Raymond
42
Art in Public Places…… Places
• Pulls inspiration from Fort
Collins’ history
• Historical images of the time
or the area included for
public understanding
Soapstone Natural Area, Robert Tully
Old Firehouse Alley Paver,
Eunkyu Kim
Acknowledges our Cultural History
22
43
Art in Public Places…… Places
• Brings citizens together
Girl Scout Troop 2258
Promotes Community Involvement
Mason Street Trail,
Mario Miguel Echevarria
• Creates a sense
of pride
within the
community
44
Council Questions
Does Council have any comments or concerns
on the future direction of the APP program?
DATE: January 24, 2012
STAFF: Diane Jones
Ginny Sawyer
Pre-taped staff presentation: available
at fcgov.com/clerk/agendas.php
WORK SESSION ITEM
FORT COLLINS CITY COUNCIL
SUBJECT FOR DISCUSSION
Sister Cities, Friendship Cities, and International Community Relationships.
EXECUTIVE SUMMARY
The City of Fort Collins is frequently contacted by international cities interested in pursuing a
relationship with Fort Collins. The City is also approached from time to time by citizens interested
in pursuing more formal relationships with international communities. Currently, the City does not
have a structure in which to evaluate these requests or to determine what parameters or expectations
would be involved.
There are a few different models utilizing varying amounts of resources, including Sister Cities
International (SCI), a Friendship City program, or a more generic, standard response. By
establishing a program and criteria, the City will be better poised to respond to requests and benefit
from the positive aspects of these relationships.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
The City does not have criteria for responding to or developing relationships with international
communities or requests for such relationships. There is not a developed understanding for the
expectations of what these relationships would entail.
Staff is seeking direction on how to respond to these requests.
Would Council like to explore:
• a Sister Cities International program
• a Friendship City program
• a Standard Response to requests; or
• some combination of the above?
BACKGROUND / DISCUSSION
In the 1970s the City of Fort Collins entered into two Sister City relationships (Limeria, Brazil and
Christchurch, New Zealand.) Neither of these relationships lasted and there is no documentation
as to why or how these cities were chosen.
January 24, 2012 Page 2
In 2002, Fort Collins created a response to international inquiries that was less formal than a SCI
program. It was entitled “Cities of Friendship.” (See Attachment 5) Since 2002, the City has had
contact and exchanged correspondence with:
• the City of Cuautla, Mexico (this community received donated police equipment.) - 2004
• Langa Province, Huarochiri, Peru - 2003
• Georgia, Russia. 2003
Recently, the City has been contacted by citizens interested in forming relationships in Mexico,
Central America, and Africa.
At no time has the City developed standard criteria for responding to international community
interest in developing a relationship with Fort Collins or contacting communities with whom the
City would like to pursue relationships or the expectations of what these relationships would entail.
Program Characteristics
Sister Cities International (SCI)
A SCI program is the most formal of arrangements. A relationship through SCI requires
membership ($880 for Fort Collins), an official partnership agreement/letter/resolution between
elected officials, and strong community support usually in the form of 501(c)3 Board with elected
positions.
SCI encourages relationships between cities that have similarities in geography, size, economic
interests, and/or cultural background. Exchanges are also encouraged and are a fairly standard
expectation and practice between Sister Cities. Ideally, the exchanges would be people, but could
also be an exchange of materials, resources, and/or ideas. Collaborative and mutually beneficial
projects and goals of the relationship should be decided upon and put in writing.
In researching other communities and their SCI relationships, the resources provided by each City
vary. Some communities are entirely run by volunteers with the City only paying the membership
dues. Other communities include SCI as a budgeted item and/or provide staff support.
Information from SCI and table of other cities programs is attached. (Attachments 3, 4 and 6)
Friendship City
A Friendship City program could be more tailored and personalized to match the request. No
membership dues would be required and community support and fundraising would not be as
critical. A Friendship City relationship could still involve exchanges, hosting delegations, and
collaborative efforts and projects between communities.
This type of program should include regular interactions and reports on those activities to gauge the
success and viability of the relationship.
January 24, 2012 Page 3
Standard Response
The City could also opt for a “standard response” to requests. The response could include any or
all of the following:
• a letter from the Mayor that says:
N if there are particular services and operations you are interested in, please contact the
City Manager’s Office.
N if there are particular businesses or organizations you would like to contact, please
contact the Chamber of Commerce or the Convention and Visitors’ Bureau
N if you are interested in contacting Colorado State University, please contact ….
• a general packet of information about Fort Collins, business, and education institutions
• an invitation to members of this community that do happen to travel to Fort Collins to
contact the City Manager’s office to arrange a visit with the City Manager and Mayor.
Regardless of the approach, it would be helpful for the City to clarify guidelines for cities with
whom it would be interested in “partnering” as well as guidelines for responding to inquiries. A
“standard response” could be available to anyone, but staff advises having defined criteria and
expectations for Friendship or Sister City requests.
Community Resources
Establishing and maintaining any international relationship should utilize and generate interest and
expertise from the larger community. Fort Collins is fortunate to have extensive existing
international activities already established. The following are just a few examples.
• Colorado State University (CSU) has a long history of international connections. The Office
of International Programs has set a goal of establishing 15-20 international Strategic
Partners. These Strategic Partners are universities where at least three different faculty
members have already established research and academic relationships. CSU sees numerous
benefits in these relationships to both the university and the community as a whole.
• The Global Village Museum (An International Resource Center) has long term goals of
being a resource for all international activities in Fort Collins. This would include being a
resource for employers of internationals, spouses of international employees, and the City.
Currently, the Museum has expertise in programming, training, and knowledge of current
international programs and exchange programs already happening in Fort Collins.
• The Fort Collins business community also has existing relationships with the international
community. Many companies within Fort Collins have international branch offices and
distribution networks providing networking opportunities for the community. In addition,
the City’s Economic Health Office has contacts and awareness of kindred and best-practice
international communities. The Economic Health Office specifically participates through
the Target Industry Clusters in the International Cleantech Network, which includes similar
public, private, and academic partnerships around advancing energy and water innovation.
January 24, 2012 Page 4
ATTACHMENTS
1. “Sister Cities” staff memo, March 14, 1996
2. “Sister Cities Arrangements” staff memo, September 1, 1999
3. Sister Cities International: An Introduction
4. What are Sister Cities?
5. Cities of Friendship, October 2002
6. Comparison Chart
7. Powerpoint presentation
ATTACHMENT 1
ATTACHMENT 2
Sister Cities International: An Introduction
About Sister Cities International
Why have a sister city?
Why belong to Sister Cities International?
How to get involved
What makes a successful sister cities program?
How to choose a sister city
How to establish a sister city program
How are local sister city programs funded?
Sister Cities International Programs
Sister Cities International Affiliations Policies
Support Sister Cities International
Sister Cities International
1301 Pennsylvania Avenue, Suite 850
Washington, DC 20004
Tel: 202-347-8630 Fax: 202-393-6524
E-mail: info@sister-cities.org
Web: www.sister-cities.org
ATTACHMENT 3
1
OUR MISSION
Promote peace through mutual respect, understanding, & cooperation – one individual, one community at a time.
ABOUT SISTER CITIES INTERNATIONAL
Sister Cities International is a nonprofit, citizen diplomacy network that creates and strengthens partnerships
between U.S. and international communities to increase global cooperation at the local level. Headquartered in
Washington, DC, Sister Cities International promotes sustainable development, youth involvement, cultural
understanding, and humanitarian assistance. As an international membership organization, Sister Cities
International officially certifies, represents, and supports partnerships between U.S. cities, counties, states, and
similar jurisdictions in other countries to ensure their continued commitment and success. The Sister Cities
International network represents more than 2,500 communities in 137 countries around the world.
History
Sister Cities International traces its roots to 1956 when President Dwight D. Eisenhower proposed a people-to-
people citizen diplomacy initiative. Originally part of the National League of Cities, Sister Cities International
became an independent, nonprofit organization in 1967 due to its tremendous growth and popularity.
Sister Cities International is unique in that it aims to increase global cooperation through long-term, mutually
beneficial partnerships at the local level. It works to motivate and empower private citizens, municipal officials
and business leaders and awaken them to the advantages—and increasingly, the necessity—of being
internationally engaged.
What we do
Throughout its history, sister city programs have responded to rapidly changing global needs and realities.
While Sister Cities International’s mission initially focused largely on encouraging cultural understanding, it
has grown to reflect the complex global realities and interconnectedness of our changing world. Today, sister
city partners engage in a vast array of mutually beneficial, innovative and meaningful projects, including:
• Arts and Culture
• Business and Economic Development
• Disability Awareness
• Education
• Emergency Preparedness
• Environment
• Healthcare
• Humanitarian Assistance
• Municipal Training
• Public safety
• Women in Leadership
• Youth Involvement
The programs undertaken in local sister city organizations are as unique as the communities themselves and the
goals and needs within them. All programs, however, are rooted in the concept of personal exchange.
Leaders in a global mission
Sister Cities International is the sole, official U.S. counterpart of other international organizations that utilize the
concept of town “twinning” to encourage global understanding and cooperation. Sister Cities International
creates strategic partnerships with many of these organizations to help our mission gain momentum around the
world.
2
While different terms are often used to describe long-term partnerships between two communities (sister cities
for the United States and Mexico; twin cities in Russia and the United Kingdom; friendship cities in Japan and
China; partnerstadt in Germany; and jumelage in France), all denote the same concept promoted by Sister Cities
International.
WHY HAVE A SISTER CITY?
As the world becomes increasingly smaller, communities face numerous opportunities—and challenges—that
require a global perspective. A sister cities program enables citizens to become directly involved in
international relations in a unique and meaningful way, bringing long-term benefits to both the U.S. community
and its partner abroad. Whether linking with a metropolitan city in Germany, or a small village in Ghana,
communities learn and grow as a part of its sister city partnership.
On the most basic level, sister city relationships allow citizens to exchange ideas, gain an international
perspective, and increase their understanding of global issues. However, many sister city programs go further,
lending economic growth and development to both their home and partner communities, or humanitarian
support to regions in need. While sister cities build the foundation for increased tourism, reliable business
contacts, and cross-cultural awareness, they also foster a desire to reach out to the world’s less developed
regions and build personal bridges to world peace.
WHY BELONG TO SISTER CITIES INTERNATIONAL?
Sister Cities International assists cities, counties, states, and similar jurisdictions in other nations, in every phase
of the twinning process. Communities interested in establishing sister city partnerships benefit from Sister
Cities International’s extensive experience and legacy in creating lasting, meaningful partnerships of all types
around the world. Members remain in contact with knowledgeable staff eager to lend guidance and support to
ensure the success of both budding and mature relationships. Members also benefit from the ability to network
with other successful city-to-city partnerships. Sister Cities International’s Annual Conference is specifically
organized to aid members in this networking process.
Sister Cities International members benefit from grants and programs initiated by the international office in
Washington D.C. Sister Cities International’s partnership with the Wheelchair Foundation, for instance, allows
sister city communities to send wheelchairs to their counterparts abroad through a program called “Wheelchairs
for Peace.” Other programs have revolved around domestic violence prevention, local governance, and
HIV/AIDS education and prevention. Two of our current programs are the Sister Cities International Network
for Sustainable Development and the Youth and Education Network. To find out about these opportunities and
many more, please visit the Sister Cities International Web site at http://www.sister-cities.org.
Sister Cities International offers numerous member services including:
¾ Grants: Eligibility to participate in all Sister Cities International grant programs, such as: “The Sister Cities Network
for Sustainable Development,” “Wheelchairs for Peace,” “Open World Leadership Program,” “Africa HIV/AIDS,”
“Emergency Preparedness,” and the Islamic student exchange program (YES).
¾ Publications: Subscription to all Sister Cities International publications, including quarterly issues of Sister Cities
International Newsletter, a bi-weekly e-Newsletter, the annual membership directory, and instructional guides
covering all aspects of local program development.
¾ State Coordinators: U.S. members receive support from a dedicated and experienced volunteer in the state, who will
make personal visits to your community. State Coordinators supply a mentor element to communities that are
interested in developing sister city partnerships but need advice on how to get them started. They also offer their
professional expertise to already-established programs that want guidance in developing or reorganizing their
programs.
3
¾ Meetings and Conferences: Sister Cities International’s Annual Conference provides an opportunity for sister city
programs from around the world to network, learn about new innovations and share experiences. State Coordinators
also hold regular meetings to provide these same opportunities at the state level.
¾ Awards Programs: Eligibility to participate in Sister Cities International’s Annual Awards Program and the Sister
Cities International Young Artist Competition, where your community can gain national recognition for your
achievements.
¾ Insurance: Opportunity to purchase discounted supplemental medical traveler’s insurance, board member liability
insurance, and event insurance.
¾ Access to Sister Cities International’s Web site at http://www.sister-cities.org, which features:
“Cities Seeking Cities” list, requests for sister city partnerships along with detailed community profiles and
contact information for both U.S. and international cities
Tools and techniques that promote outstanding sister city programs
Contact information for sister cities around the globe
Stories about local sister city partnerships, which reaches hundreds of people each day
Updates on programs conducted by local sister city organizations with support from Sister Cities International
News about sister city programs around the world
HOW TO GET INVOLVED
Membership
Sister Cities International offers membership to U.S. cities, counties, states and territories, as well as
international communities that have a recognized sister city relationship with a U.S. community. In addition,
corporations, associations, businesses, educational institutions, and individuals are also invited to join the Sister
Cities International network. Membership categories:
Voting Members
• U.S. cities, counties, states and territories (including towns, villages, or incorporated areas of any size)
• International communities that have a recognized sister city relationship with a U.S. community
• Municipal associations
Non-voting Members
• Corporations
• Nonprofit organizations
• Embassies
• Individuals
Forming a sister city partnership
Any official jurisdiction—whether it is a borough, village, township, city, county, state, or similar jurisdiction
in other nations—can become a member of Sister Cities International and begin to build a sister city
partnership. A sister city, county or state relationship becomes official with a signing ceremony of the top-
elected officials of the two local jurisdictions, following approval by the local city councils (county
commissions or state legislatures), as appropriate. However, your community does not have to have a sister
city, or a sister city committee in place, to become a member of Sister Cities International.
WHAT MAKES A SUCCESSFUL SISTER CITY PROGRAM?
The strongest and most successful types of sister city programs incorporate the three main sectors of a vibrant,
productive community, county or state: local government, business, and civil society/citizen volunteers.
Successful sister city programs will have:
4
• Support and involvement from city hall and the business sector
• Broad-based support and involvement from the community
• Alliances with like-minded organizations
• Strong communication links
• Cross-cultural awareness
• Clear objectives
• Willingness to grow and take risks
• Regular, ongoing exchanges
Even if your community lacks the resources to make trips between the two countries, there are a variety of low-
cost exchanges that should continue to occur every year:
• An annual “state of the city” letter between the two mayors
• Exchanges of the cities’ annual reports and city plans by officials at city hall
• Exchanges of children’s artwork, letters or e-mails
• Periodic exchanges of interesting newspaper articles that show how society, technology, the
environment, etc., are changing in your city
• Cultural festivals, movies or speeches that celebrate the culture of the sister city (foreign students or
business people from the nation of the sister city can be guest speakers)
HOW DO SISTER CITIES FIND EACH OTHER? LOTS OF DIFFERENT WAYS!
• A city with a significant population from abroad will initiate a sister city relationship. For example,
New Brunswick, New Jersey’s large Hungarian-American population led to a link with Debrecen,
Hungary.
• A number of sister city ties have been formed after a U.S. or foreign company opened a factory in a city
abroad, or when two cities have very similar economic bases, such as two ski resort communities.
• Communities with the same name often consider partnerships. For example, Toledo, Spain, and Toledo,
Ohio, are sister cities.
• Diplomatic staff at posts around the world, Peace Corps volunteers and business travelers often
recommends matches, based on their knowledge of specific communities.
• The owner of Japan’s Western Village, a theme park near Imaichi, Japan, visited Rapid City, South
Dakota, after seeing the film “Dances with Wolves,” which was filmed near Rapid City. As a result of
this visit, the two cities developed a successful partnership.
• Many sister school, university, YMCA, or Rotary Club partnerships have developed into formal sister
city links.
• Cities undertake sister city partnerships for humanitarian purposes, such as New Orleans partnering with
Tegucigalpa, Honduras after Tegucigalpa was devastated by a hurricane.
HOW TO CHOOSE A SISTER CITY
Communities find each other in many different ways. It may be a top-down process, where two mayors meet
and become friends, and then involve the rest of their community in the relationship. Or it could be a bottom-up
process, where a group or individual in the community—an educator, businessperson, service club or ethnic
5
association—takes the lead and organizes a sister cities committee and then requests that their elected leaders
form an official partnership.
Communities interested in building sister city partnerships can also utilize the “Cities Seeking Cities” section of
Sister Cities International’s Web site, which enables communities to “meet” by reviewing online profiles.
Creating a sister cities partnership is like entering a marriage. It is a long-term commitment and thus requires a
lot of “courting” to ensure that the best partner is chosen.
In general, it is wise for cities to pursue a relationship with a community that is similar in geography,
population, industry or interest. The following are some of the factors which should be taken into account when
selecting a sister city. Keep in mind that this is only a loose guide to assist in your search. However, while
some cities choose their partner based purely on commonalities, others find greater success and fulfillment via
the adage “opposites attract.” Your choice depends entirely on your objectives: economic development, diverse
cultural exchange, humanitarian assistance, etc.
Overall factors to consider:
• Is there genuine interest on both sides?
• Is there a long-term commitment to the relationship?
• Is there adequate financial support for exchanges and maintenance of the relationship? If you are
working with an underserved region, are you capable of covering expenses they might not be able to
handle?
Make a realistic assessment of what makes a successful sister cities relationship, and capitalize on the existing
strengths of both communities. Remember that a desire to learn from and share experiences with a sister city
can often balance the lack of similar characteristics with a potential partner.
Look at the general characteristics of both communities:
• What the goals and objectives of each partner?
• Are there similarities in population, geographic location (mountains, desert, lake, or port), key
industries, and ethnic population?
• Does the community already have existing linkages with other universities, businesses, YMCA, or
Rotary clubs?
• Does the city have sister cities in other countries? Are they successful?
• What will be the role of the local government and the sister cities committee in the relationship?
Look at economic issues:
• Socio-economic conditions
• Language/cultural patterns and barriers
• Market analysis of industries
• Investment climate/present investment levels
• Liberal versus restrictive trade climate
• Port city-port connections
• Invisible trade (education, high-tech, service, exports)
• Trade exchange potential
• Number of tourists
• Presence of foreign businesses/factories locally
• Local businesses engaged in international activity
6
And political factors:
• History of diplomatic relations
• Present degree of cooperation between U.S. and international country in political, economic,
commercial, and cultural fields
• Level of government bureaucracy
• Diplomatic presence
• Honorary consuls
HOW TO ESTABLISH A SISTER CITY PROGRAM
Sister city programs are as unique as the communities developing them. Most local programs do fall within
three main types of organizational structures: the association, the city commission, and the corporation.
Association: An association is a group of people joined for a common purpose, often without a formal
structure. Ordinarily it is not incorporated, but uses the same methods and forms used by corporations. This
type of structure is usually found in small to medium-sized cities with an informal sister cities program, as well
as among programs with little community-wide fundraising or funding.
City Commission: A city commission is put together formally by municipal ordinance and carries out its
functions as an arm of city government. The mayor usually appoints the members of the sister cities
commission, and the commission is responsible for affiliation policy and direction.
Corporation: The corporation is a legal entity with its own name. It is made up of individuals that must follow
the laws regarding corporations. Sister Cities International strongly suggests incorporation of sister city
programs, and applying for tax-exempt status under the statute 501(c) (3) of the IRS tax code.
7
HOW ARE LOCAL SISTER CITY PROGRAMS FUNDED?
Local sister city programs fund themselves in various ways. Many, if operating as part of the city commission,
receive funding from their city budget. Others, operating as voluntary citizen organizations, rely on
membership dues, fundraising campaigns (ranging from bake sales to black tie galas), and other community-
based donors willing to support the mission of the sister cities organization to support their activities.
Local program budgets vary accordingly, from hundreds of dollars to millions, depending on the community,
their structure, and their program goals.
YOU’VE FOUND A COMMUNITY THAT YOU WANT TO BE YOUR PARTNER—NOW WHAT?
Once two communities have found each other, it is very important that they not rush the formalization process.
Sufficient time should be taken to develop a strong base of support for the partnership in both communities:
• The two communities should share information, including their best brochures, city reports, and videos,
if available.
• Each community should develop strong city hall and business support and, most importantly, a broad-
based committee made up of a wide-range of citizens interested in supporting the partnership. This
committee should not consist of only one ethnic group, nor be dominated by a single individual.
• Official delegations should visit both communities, including, but not be limited to: the mayor (or
another high ranking city official); representatives of the business community; the acting president, chair
and/or city liaison for the sister cities program; an educator; and a person or group to highlight local
culture, such as a performing artist.
• It is often desirable to carry out a specific, substantive exchange or project of interest to both sides prior
to formally linking as sister cities. Examples include an exchange of children’s artwork, an internship
involving city officials focused on city planning or the environment, hosting a business delegation,
and/or a cultural arts performance.
SISTER CITIES INTERNATIONAL PROGRAMS
As part of its mission, Sister Cities International administers a number of international-level programs for the
sister cities network:
Sister Cities International Annual Conference
The Sister Cities International Annual Conference is held every summer and is an excellent opportunity for
dedicated sister city volunteers, elected officials, professionals and international colleagues to network and learn
from one another. The conference includes interactive workshops, invigorating speakers and international
events. It is held in communities where the sister cities movement is strong and thriving.
Young Artists Competition
Sister Cities International’s “Young Artist Competition” aims to encourage youth, ages 13 through 18, from all
parts of the world to express, through original artwork, their concept of the sister cities’ mission through the
competition’s yearly theme. The artwork is judged on the basis of originality, composition, and theme
interpretation. Winning entries are exhibited each year at the Sister Cities International Annual Conference and
then are on display in various sister city communities across the country.
8
Sister Cities International Annual Awards Program
Sister Cities International established the Annual Awards Program in 1962 to recognize exceptional sister city
programs. A distinguished panel of judges reviews the programs, and the winners are honored at the Sister
Cities International Annual Conference.
Awards are given in the following categories:
• Best Overall Program
¾ Population less than 25,000
¾ Population 25,000 to 50,000
¾ Population 50,000 to 100,000
¾ Population 100,000 to 300,000
¾ Population 300,000 to 500,000
¾ Population greater than 500,000
• Innovation
¾ Arts & Culture
¾ Economic Development
¾ Education
¾ Environment
¾ Healthcare
¾ Humanitarian Assistance
¾ Municipal Cooperation
¾ Public Safety
¾ Sports
¾ Technology & Communication
¾ Youth
• Disability Advocacy and Awareness
• Volunteer of the Year
CURRENT PROJECTS
Beyond the programs listed previously, Sister Cities International also administers a number of special
initiatives:
Wheelchairs for Peace: Through a partnership with Sister Cities International, the Wheelchair Foundation and
local Rotary clubs, sister city members can send wheelchairs to their partners abroad. For more information,
please go to our Web site at: http://www.sister-cities.org/sci/Wheelchairs.
The Open World Leadership Program: Sponsored by the Open World Leadership Center at the Library of
Congress, aims to promote ideas of accountability, transparency, and citizen participation in government by
bringing Russian, Ukrainian and Uzbek elected officials, political candidates, and emerging political and civic
leaders to the United States. The program is being administered by the Academy for Educational Development
with Sister Cities International as a sub-grantee.
Sister Schools: Initially sponsored by the Hewlett Packard Company, this program gives schools and classrooms
in the United States opportunities to “partner” with a school or classroom in another city. Through sister school
partnerships, this program emphasizes the role of schools in increasing international knowledge and cross-
cultural understanding of students around the world, as well as helping them to become informed and concerned
citizen diplomats.
9
Sustainable Development Network: The Sister Cities Network for Sustainable Development is a network of
sister city partnerships dedicated to responding to the challenges of achieving sustainable urban development. A
current project is the “Waging Peace in our Communities” program which provides resources for four U.S.
sister cities and their partners in France to share information on integrating immigrant populations in their
communities.
Youth and Education Network: This network is committed to promoting and supporting youth programming and
youth participation in the sister city movement. Sister Cities International is a sub-grantee to AYUSA Global
Youth Exchange Program to develop and implement a week-long intensive leadership program for Islamic
students.
SISTER CITIES AFFILIATIONS POLICIES
Only dues-paying members in good standing with Sister Cities International will have their sister city
partnerships formally certified and recognized by Sister Cities International.
New affiliations will be considered official only when Sister Cities International has received copies of the
sister city agreement(s).
Sister Cities International will consider a relationship to be active unless notified otherwise. It will provide
guidance in periodically evaluating a relationship. Sister Cities International will also assist in revitalizing a
relationship or in terminating a relationship, if the partners agree it is not working out. Inactive partnerships
may be designated as being in “Emeritus Status.” Under this category, relationships which are no longer active
will still be honored.
Sister Cities International will recognize sister city affiliations in countries where formal U.S. diplomatic
relations have not been established, provided that the U.S. government has at least an “Interest Section”
operating in that country and provided that no federal funds are used by Sister Cities International to support the
affiliation.
SUPPORT SISTER CITIES INTERNATIONAL
Your support helps Sister Cities International fulfill its mission of creating and strengthening community
partnerships around the world. Sister Cities International is a 501(c) (3) organization, and contributions from
individuals, corporations and other organizations are tax deductible to the extent allowable by law.
You can honor a birthday, anniversary, holiday, or the memory of a special person with a gift to Sister Cities
International. An acknowledgement will be sent to the person of your choice. Sister Cities International also
accepts donations of stock.
For more information on supporting Sister Cities International, contact Amy Burchiel at aburchiel@sister-
cities.org. Or, send donations to:
Sister Cities International
Sister Cities International Annual Fund
1301 Pennsylvania Ave. NW, Suite 850
Washington, DC 20004
Please visit our Web site at http://www.sister-cities.org for more information on sister city programs in your
community.
10
1
Sister Cities International. This publication is available online at www.sister-cities.org.
What Are Sister Cities?
Information for U.S. and International Communities
What is Sister Cities International?
What is a Sister City, County or State Relationship?
What is the Difference Between a Sister City and a Friendship City?
How Do Sister Cities Find Each Other and Develop a Relationship?
Important Factors for U.S. Communities to Keep in Mind When Developing
a Sister City Partnership with a City Abroad
Important Factors for International Communities to Keep in Mind When Developing
a Sister City Partnership with a City in the United States
What Do Sister Cities Do?
What Makes a Successful Sister City Program?
Sister Cities International Affiliations Policy
915 15th Street NW, 4th Floor
Washington, DC 20005 USA
Phone: (202) 347-8630 Fax: (202) 393-6524
info@sister-cities.org www.sister-cities.org
915 15th Street NW
4th Floor
Washington, DC 20005
Phone 202.347.8630
Fax 202.393.6524
www.sister-cities.org
Promoting peace through
mutual respect,
understanding
and cooperation
—one individual,
one community at a time.
ATTACHMENT 4
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Sister Cities International. This publication is available online at www.sister-cities.org.
What is Sister Cities International?
Sister Cities International is the national headquarters for sister city, county and state
programs in the United States. The U.S. Sister Cities program traces its roots to 1956 when
President Dwight D. Eisenhower proposed a People-to-People citizen diplomacy initiative.
Originally a part of the National League of Cities, Sister Cities International became a
separate, non-profit corporation in 1967 due to the tremendous growth and popularity of
the U.S. program.
For almost 55 years, Sister Cities International has empowered citizen diplomats as they
engage in meaningful international exchange programs. Sister Cities International assists
cities, counties and states with every phase of the twinning process, providing support,
networking and outreach for current and future sister city programs. Sister Cities
International organizes an Annual Conference and other state and international meetings;
publishes monthly newsletters and other materials that support the work of sister cities; and
administers a wide variety of public and private sector grant projects. These projects include
everything from municipal training and community problem solving, to exchanges of media
managers, thematic youth exchanges and professional internships focused on a volunteerism,
aging, healthcare, public safety, the environment, and more.
What is a Sister City, County or State Relationship?
A sister city, county or state relationship is a broad-based, officially approved, long-term
partnership between two communities, counties or states in two countries. A sister city,
county or state relationship becomes official with a signing ceremony of the top-elected
officials of the two local jurisdictions, following approval by the local city councils (county
commissions or state legislatures), as appropriate.
Sister city partnerships have the potential to carry out the widest possible diversity of
activities of any international program, including every type of municipal, business,
professional, educational and cultural exchange or project. Sister city programs are also
unique in that they inherently involve the three main sectors in a community: local
government, businesses, and a wide variety of citizen volunteers (and civil society or non-
profit organizations).
What is the Difference between a Sister City and a Friendship City?
Various terms are used around the world to describe a long-term partnership between two
communities: sister cities (United States, Mexico), twin cities (Russia, United Kingdom),
friendship cities (as with relations between Japanese and Chinese cities), partnerstadt
(Germany), and jumelage (France) all denote the same concept of partnered communities.
Although „sister cities‟ is the commonly used term in the United States, some U.S. cities have
formed „friendship city‟ relationships with communities abroad. Often, there is no
difference between these terms. For example, a “friendship city” relationship might be more
active than a „sister city‟ relationship. If there is a difference in meaning, it is that „friendship
city,‟ in the United States tends to refer to a partnership that is slightly limited in scope.
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Sister Cities International. This publication is available online at www.sister-cities.org.
Sister Cities International encourages U.S. communities to use the term „sister city‟ instead,
unless there is a specific purpose for limiting the range of the partnership. The most
important thing is that these relationships should not be entered into casually; there must be
a commitment to develop support from your city hall and community as a whole for the
affiliation, keeping it active, with substantive programs, over the long-term.
How Do Sister Cities Find Each Other and Develop a Relationship?
Cities find each other in many different ways. Sometimes it is a top-down process, where
two mayors meet and become friends, then involve the rest of their community. Other
times, it is a bottom-up process where a group or individual in the community, an educator,
a businessman/woman, a service club or an ethnic association, take the lead and organize a
sister city committee, then request that their elected leaders form an official partnership.
Some cities link because they share the same name, or celebrate the same famous festival.
Charming odd coincidences or chance meetings sometimes also lead to a sister city
affiliation.
Sister Cities International also acts as a matchmaker, utilizing its “Cities Seeking Cities”
section of the International Community Resource Center (ICRC), which enables
communities to “meet” one another by reviewing on-line profiles. All communities, both
U.S. and international, must complete a “Request for a Sister City” form in order to
participate in this on-line service.
In general, it is wise for cities to pursue a relationship with a community that is as similar as
possible in terms of geography, population, industries and interests. On the other hand,
there are many successful “marriages” of opposites.
Once two cities have found each other, it is very important that they not rush the
formalization process. Sufficient time should be taken to develop a strong base of
support for the partnership in both communities, including:
The two cities should share information, including their best brochures, city reports, and
videos, if available.
Each community should develop strong city hall and business support and, most
importantly, a broad-based committee made up of a wide-range of citizens who are
interested in supporting the partnership. This committee should not consist of only one
ethnic group, nor be dominated by a single individual.
Official delegations should visit both communities. These official delegations should
include, but not be limited to: the mayor (or another high ranking city official);
representatives of the business community; the acting president, chair and/or city liaison
for the sister city program; an educator; and a person or group to highlight local culture,
such as a performing artist.
It is often desirable to carry out a specific, substantive exchange or project of interest to
both sides prior to formally linking as sister cities. These projects then become a
concrete success story to build on – a statement that the program will be active and
meaningful for both sides. Such first exchanges could include an exchange of children‟s
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Sister Cities International. This publication is available online at www.sister-cities.org.
artwork, an internship involving city officials focused on city planning or the
environment, hosting a business delegation, and/or a cultural arts performance.
Important Factors for U.S. Communities to Keep In Mind When Developing a Sister City Partnership with
a City Abroad
City Hall vs. Citizen Volunteers
In most countries in the world, sister city programs are formally managed by an international
relations division or some other official representative at city hall.
The United States, with its tradition of more individualistic volunteerism, is more the
exception than the rule. It is therefore critical, as a matter of basic protocol and to tap the
full potential of their sister city program, that the local government in the U.S. city maintains
an active interest and involvement in the sister city programs. In practical terms, this means
the mayor taking time to visit with delegations, designating a contact person/support staff
for sister cities at city hall, sending and hosting selected city officials for substantive
municipal exchanges and training involving local government themes such as the
environment, public safety, or city planning. Cities typically provide minimal support for
administrative costs for the volunteer committee.
At that same time, it is recommended that U.S. communities request that their counterparts
abroad set up a committee of interested volunteers. U.S. mayors can be effective in
communicating the need for more citizen participation in their sister city. Also, U.S. leaders
need to clearly communicate to their counterparts that they have designated their volunteer
committee be the official arm of sister cities in their city.
Resources
It is sometimes the case that the more city hall-driven programs in international cities, even
in developing countries, have more resources for sister cities than their more volunteer-
based U.S. counterparts. If this is the case, the U.S. committee will need to make sure to tap
their city‟s full potential for fundraising through city hall support, corporate support,
individual donors, appropriate service fees, and fund-raising events.
Clarifying Objectives
There is often a very strong interest in ‘economic development‟ on the part of international
cities who are seeking a U.S. partner. While U.S. cities also have an increasingly strong
interest in this area, both will need to carefully discuss with each other exactly what they
mean by „economic development.‟ In many cases, a compromise will have to be reached
between those interested more in business activities, versus educational and cultural
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Sister Cities International. This publication is available online at www.sister-cities.org.
exchanges. It is not an either/or situation – both educational and cultural exchanges, as well
as opportunities to explore economic development should be part of a great sister cities
program.
Cultural Differences
When U.S. cities host groups from abroad, the tendency is often to be informal. While this
has its own unique charm and appropriateness, it is important to recognize the expectation
of many international guests for more formality. It should be a given, for example, that any
international guest be offered a drink (e.g. coffee, tea) when first arriving, since this is the
standard custom in almost every city or village in the world.
Distinguished, high-ranking officials from abroad need to be formally recognized as such –
rank and seniority are very important in many cultures.
Language
More often than not, English is the mode of communication in international meetings.
Americans need to be highly sensitive to the difficulties faced by non-native speakers
since we are usually fortunate to have our language in use. For non-native speakers …
Explain key vocabulary words and concepts in advance
Give easy-to-understand summaries and clear analogies and metaphors for long
explanations
Give time to formulate questions
Build in opportunities for rest – listening to a foreign language is hard work
Provide quality interpretation and/or translation when critical for deeper understanding,
and
Make every effort to learn as much as possible of the language of your sister city – three
new words a day should be considered a minimum to be a true global citizen.
Important Factors for International Communities Developing a Sister City Partnership with a City in the
U.S.
Volunteerism
If your sister city program is administered directly by the local government in your city, then
you will need to be fully acquainted with the U.S. system of volunteerism. There is a lot of
variety with regard to how sister city programs are structured in the United States, but here is
the typical framework:
Mayor as Honorary Chair. The mayor‟s level of interest in the program will vary from
city to city and mayor to mayor in the United States
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Sister Cities International. This publication is available online at www.sister-cities.org.
Staff person at city hall or the ‘Liaison to the Sister Cities Committee.’ The level
of administrative and programmatic involvement by this person also varies from city to
city. This position can be found in a wide variety of departments, such as the mayor‟s
office, the economic development department, international relations office, the city
manager‟s office, the parks and recreation department or the cultural affairs department.
Executive Director or Coordinator of the non-profit organization Sister Cities.
Some cities have a full-time or part-time non-city hall staff person to administer part of
the work of the program. This person works on behalf of the legally incorporated Sister
Cities non-profit organization or on behalf of the city government and the various
volunteer committees.
President and Board Members. Many cities have an overall president of their sister
cities program. These people are volunteers who rise up to these leadership positions
inside the volunteer sister city program.
Committee Chairs and Individual Volunteers. Many/most U.S. cities have chairmen
or chairwomen of each of their sister city committees. Almost all U.S. sister city
programs are heavily dependent on many volunteers to support their program.
Funding
Most local governments in the United States do not have large budgets for international
affairs. Volunteers are the backbone of most U.S. sister city programs. In general, this has
to do with a long tradition in the United States of local self-government (the federal system
of national-state-municipal levels of government). Some local governments in the United
States do not contribute any funds at all to their local sister city programs, which means that
all sister city program efforts will be carried out by volunteers, requiring a great deal of their
time and many out-of-pocket expenses. Although the receptions you receive from your U.S.
hosts may not be as fancy (expensive) as what you can provide, you should show
appreciation for the hard work and many sacrifices made by individual U.S. volunteers, and
for any sponsorship by U.S. businesses which support sister city events.
The United States is a Big Country
The United States is a very culturally, geographically, ethnically and religiously diverse nation.
An experience you have with one person, city, neighborhood or region may not be the same
elsewhere, so keep an open mind and continue learning about the complex society, history,
politics and cultures of the United States.
Americans are More Informal
Generally speaking, Americans can be quite informal and direct compared to people from
other cultures. Americans tend to value clear, direct communication. If something is
bothering you, they will expect you to tell them. Most Americans are uncomfortable having
to „read someone‟s mind.‟ Be certain to communicate and clearly explain what is polite and
expected in your culture and why – and try some American customs as well!
What Do Sister Cities Do?
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Sister Cities International. This publication is available online at www.sister-cities.org.
Sister city programs inherently involve a unique kind of partnership and involvement of the
three main sectors of a vibrant, productive community, county or state – the local
government, business and private voluntary sectors (civil society or non-profit organizations
and individual citizen volunteers). Sister city programs, perhaps more than any other
international program, involve the widest possible diversity of exchanges and projects.
Basically, anything that goes on in a community can become – and has, in one city or
another – the subject of a sister city project, including healthcare, environment, arts,
education, economic and business development, public safety, municipal training, youth, and
much more.
What Makes a Successful Sister City Program?
1. Solid support and involvement from:
City Hall – the mayor as honorary chair; a staff person designated at city hall to
support the sister city program; direct involvement of various city departments in
municipal, economic development, technical, public safety or other exchanges;
various direct and in-direct (in-kind) support for sister city activities, such as
assistance with administrative costs and receptions.
Business sector, with an opportunity for both corporations and small businesses, as
well as individual business people, to contribute their time and/or financial or in-
kind support. The local Chamber of Commerce and other key organizations should
also be actively involved in the sister city program.
2. A broad-based sister city committee:
The best long-term indicator of success for a sister city program (since elected officials
come and go) is a broad-based sister city committee, made up of many individual citizens
who are enthusiastic supporters of the sister city program. Every effort should be made
to recruit people from various professions, a youth delegate, people from different
ethnic and religious groups, both women and men, and people with disabilities. Citizen
volunteers in the United States and abroad contribute an enormous “cost share” to the
local program through their time and various out-of-pocket expenses, including annual
individual and family membership fees, travel expenses abroad and hosting expenses at
home.
3. Forming alliances:
To maximize limited resources and the potential outreach and impact of the sister city
program in the community, every effort should be made to form additional alliances
within the overall sister city program, such as sister schools or twinned Rotary and Lion‟s
clubs.
4. Excellent communication links:
It is essential to have excellent communication links, including reliable phone, fax and
Internet communications, with back up fax and phone numbers when necessary. Fax
machines should be kept on at night. Communication from a sister city should be
responded to immediately to maintain good relations. Even if a decision concerning a
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Sister Cities International. This publication is available online at www.sister-cities.org.
proposal has not been reached, a quick reply saying, for example, “Thank you for your
fax – we will respond to you after our meeting next month,” should be sent promptly,
acknowledging receipt of an important proposal or letter.
5. Sensitivity to cultural differences:
Sister City projects should be reciprocal and jointly planned, executed and evaluated.
Also, there needs to be time built into actual exchanges for cross-culturally sensitive
feedback to avoid serious “culture bumps.” Formal time for cross-cultural discussion, to
learn about more complex layers of culture, such as the changing role of women in
society, child rearing methods or how decisions are actually made in local government or
businesses, should be built into all exchanges and projects.
6. Clear objectives:
To maintain excellent, two-way communication and to keep the program active, it is
important that cities meet at least every other year to develop a Memorandum of
Understanding about what they plan for their partnership, including frank discussions
about areas of interest, realities of budgets and other important details in carrying out
proposed exchanges or projects.
7. There are a variety of low-cost exchanges that should occur every year, even if it is not possible to have a
physical exchange of people. Some suggestions are:
An annual “state of the city” letter between the two mayors
Exchanges of the city annual reports and city plans by officials at city hall
Exchanges of children‟s artwork, letters or sister school programs through the
Internet
Periodic exchanges of interesting newspaper articles that show how society,
technology, the environment, etc. are changing in your city
Cultural festivals, movies or speeches that celebrate the culture of the sister city
(foreign students or business people from the nation of the sister city can be guest
speakers).
8. Regular exchanges:
It is essential to agree on regular, sustainable exchanges of people that will take place
every year or, at the very least, every other year. There are many possibilities for this,
including teacher and student exchanges, municipal internships for city officials in key
fields, young business leader internships sponsored by the Chamber of Commerce, or
participation at the largest annual festival in the sister city.
9. Willingness to take risks:
All relationships, like friendships, need to take a risk once in a while with a larger or
more ambitious project, to stay fresh and to achieve their full potential. Such projects
require a high degree of planning, fund raising, and time and effort, but they also can be
a very positive, life-transforming experience for all involved.
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Sister Cities International. This publication is available online at www.sister-cities.org.
Sister Cities International Affiliations Policy
The Sister Cities International Board of Directors has recently made some significant
changes to Sister Cities International‟s affiliations policies. The policies now in effect are:
Only dues-paying members in good standing with Sister Cities International will
have their sister city partnerships formally recognized by Sister Cities International.
New affiliations will be considered official only when Sister Cities International has
received copies of the sister city agreement(s).
Sister Cities International will recognize a new sister cities affiliation between a U.S.
and an international community, even though another affiliation may exist between
that international community and a different U.S. city, only if a cooperative
agreement among all involved cities is filed with Sister Cities International.
Sister Cities International's existing policy of U.S. cities affiliating with only one sister
city partnership in an international country no longer applies. Sister Cities
International members can now recognize more than one sister city partnership in a
given country.
Sister Cities International will consider a relationship to be active unless notified
otherwise. Sister Cities International will provide guidance in periodically evaluating a
relationship. Sister Cities International will also assist in revitalizing a relationship or
in terminating a relationship, if the partners agree it is not working out. Terminated
agreements may be designated as a "Sister City Emeritus." Under this category,
relationships which are no longer active will still be honored, but the international
city will be available for another sister city partnership.
Sister Cities International will recognize sister city affiliations in countries where
formal U.S. diplomatic relations have not been established, provided that the U.S.
government has at least an „Interest Section‟ operating in that country and provided
that no federal funds are used by Sister Cities International to support the affiliation.
The only country immediately affected by this policy change is Cuba. Sister Cities
International will now officially recognize United States-Cuba sister city affiliations,
upon receipt of a copy of the signed sister cities agreement.
Community & Contact # of
SC
Money Staff Comments
Colorado Springs
Brenda Bonn‐ Office of the Mayor
719‐385‐5462
Citizen contact: David Jenkins
davidpjenk@hotmail.com
6
(1962)
$1500‐$2000 per
year
Staff attends one meeting a month, sends out
membership/dues collection letters, gets
money to the appropriate treasurer, puts
together a newsletter, and works closely
arranging logistics for visiting delegations. The
City provides gift bags and hosts meals and
events (this is the $1500‐2000 mentioned. This
is not a line item in their budget.) Program
really run by citizen volunteers. Brenda attends
monthly meetings.
CSSCI is a non‐profit with a volunteer board. Each SC has a committee responsible for
maintaining the SC contact. They each have their own bank account as well. Their SC
program has approximately 50 members. Members pay dues
($10/youth;$20/individual; $25/family; $100/organization; $500/patron.) Anyone
participating in an exchange must be a member. Dues support all programming. The
City does not have any role or say in budgeting. They have other community programs
with higher membership (Japanese Society, etc) that they work closely with. They have
children’s choir exchanges and have sent fire trucks and equipment to their Mexico SC.
Very rewarding program. Recommends keeping the number of SC manageable!
Arvada SC International
Arvada City Main Line
720‐898‐7400
SC Contact
720‐898‐7404
2
(1992)
Completely City
funded @
$10,500 per year
One staff liaison who attends monthly
meetings. Two appointed Council members sit
on committees. City will host meals with
visitors.
SC program has about 60 members. City trying to get organization to run on its own.
SC solicits memberships and collects dues. They also do their own fundraising. Arvada
City Council gets regular budget updates but they do not direct how funds are used
(other than ensuring the program is meeting their mission.)
Denver SC International
303‐832‐1336
Office of Community Support
Jamie Taurus
720‐913‐8471
10 City and County
provide grants.
$30,000 from City
of Denver in 2007.
One person from the Mayor’s office sits on the
Board. City/County contribution pays for office
Longmont
Rigo Leala‐City Manager’s Office
303‐651‐8840
Sue Bolton‐Citizen Volunteer
303‐776‐9224
2 Pay SCI dues. SC
requests (and has
received) $24K
from Council
through their
budget request
process.
One staff liaison who attends monthly meeting.
Depending on upcoming events additional
workload varies but can include writing
correspondence, buying gifts, creating
itineraries, and arranging tours. They are not
involved in home hosting arrangements,
background checks, etc.
Longmont’s program was started as a City initiative 10‐12 years ago. The City ran the
program for 3 or 4 years and then their SC non‐profit took it over. Currently their
membership is approximately 68 families. They do student exchanges and students
must do their own fundraising. SC provided some scholarships and travel money ($100
per student to Mexico; $200‐300 for Japan exchanges.). Most delegations are home
hosted, when they stay in hotels the delegations pay. City staff that have traveled have
paid their own expenses. Over the years elected City official interest has varied…some
officials very involved and in other years not so involved.
Lawrence, KS
Cynthia Wagner
cwagner@ci.lawrence.ks.us
(785) 832‐3402
http://lawrenceks.org/advisory_bo
ards/sc/
3
SC gets $12,000 a
year from the City
Guest Tax
$7500 which goes
to travel costs for
student
exchanges
Staff attends monthly Board meetings, helps
with logistics and scheduling. Estimates SC
takes 10% of time.
SC is it’s own 501‐C3. They present 6 mos and annual reports to Council showing
where funds have been spent.
Advisory Board (13) is approved by Council and Council approves their
recommendations. The Board appoints its subcommittees & does its own fundraising.
Biggest complaint is that there is not enough City staff involvement.
1
1
Sister Cities, Friendship City, and
International Relationships
City Council Work Session
January 24, 2012
Agenda Item #
2
How would Council like to respond to requests for
formalized relationships with international
communities?
Would Council like staff to draft program options
including community criteria and program elements
and expectations?
Council Consideration
ATTACHMENT 7
2
3
History
‐ Fort Collins participated in Sister Cities International in
the 1970’s.
‐ In 2002 Fort Collins initiated a “Friendship City”
program.
‐ Fort Collins gets requests from international
communities and from citizens requesting to be Sister
or Friendship Cities.
4
‐ International membership organization
‐ Encourages relationships between cities with
commonalities
‐ Requires a Mayor to mayor agreement
‐ People exchanges are highly encouraged
‐ Community Board needed (ideally 501c3)
‐ Annual dues ($880 for Fort Collins)
Sister Cities International
3
5
Friendship City Program
‐ Specific to Fort Collins
‐ Could be tailored to meet needs and requests
‐ Should still have clear criteria and expectations
6
Standard Response
Standard response for all requests, could include:
‐ Letter from Mayor
‐ Resources and contacts for topics of interest
‐ Invitation to visitors to meet City Leaders, staff, etc
4
7
Existing Resources
‐ Colorado State University (CSU)
‐ CSU Office of International Programs (Strategic Partners)
‐ Global Village Museum (Resource Center)
‐ Fort Collins Business Community (Branch offices)
‐ Target Industry Clusters (Cleantech Network)
‐ Many more
8
Very
minimal
Very
minimal
Standard No No
Response
Possible,
not
required
Yes‐
Periodic
Preferred,
not required
Friendship No
City
Yes‐
Could vary
over time
Yes‐
Regular and
consistent
Yes‐
501c3 Board
Yes‐
$880 annual
SCI
Staff City Money
Support
Community
Support
Membership
5
9
Council Consideration
How would Council like to respond to requests for
formalized relationships with international
communities?
Would Council like staff to draft program options
including community criteria and program elements
and expectations?
DATE: January 24, 2012
STAFF: Karen Cumbo
Megan Bolin
Pre-taped staff presentation: available
at fcgov.com/clerk/agendas.php
WORK SESSION ITEM
FORT COLLINS CITY COUNCIL
SUBJECT FOR DISCUSSION
Planned Development Overlay District.
EXECUTIVE SUMMARY
The Planned Development Overlay District (PDOD) is a newly developed land use tool designed
to enhance the Land Use Code process to encourage infill development and redevelopment. The
PDOD provides applicants with some flexibility in land use and design while, at the same time,
raises the bar in terms of incorporating community sustainability goals within the project. The
PDOD is optional and applicants will continue to have the ability to use the standard Land Use Code
(LUC) development process.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Is Council clear regarding the purpose and use of the PDOD?
2. Does Council have any questions or concerns about implementing the PDOD?
3. Should staff proceed with Council consideration of the PDOD Ordinance on March 6?
BACKGROUND / DISCUSSION
Problem Statement
The current requirements of the Land Use Code (LUC) do not address the particular challenges of
infill development and/or redevelopment. As Fort Collins matures in its development pattern and
shifts from greenfield (previously undeveloped sites) to more infill development, unique and more
frequent design challenges are presented that require greater innovation and flexibility to achieve
desirable, high-quality projects. Whereas the LUC was developed primarily for greenfield
development applications, additional tools such as PDOD are being developed to help address the
shift to infill redevelopment needs.
Why do we need the Planned Development Overlay District (PDOD)?
The PDOD originated with the intent of providing an alternative, flexible development review
process for infill development and redevelopment. Infill and redevelopment projects can be more
complex due to unique design challenges created by existing infrastructure, buildings, and an
established neighborhood context. While a prescriptive LUC works well for greenfield sites, often
January 24, 2012 Page 2
times infill/redevelopment projects simply can not meet quantitative standards because of existing
site conditions.
Direction to develop a flexible land use tool came from several sources, including:
• City Plan, Policy EH 4.2 – Reduce Barriers to Infill Development and Redevelopment:
“Develop new policies and modify current policies, procedures, and practices to reduce and
resolve barriers to infill development and redevelopment. Emphasize new policies and
modifications to existing policies that support a sustainable, flexible, and predictable
approach to infill development and redevelopment.” (pg. 22)
• Planning and Zoning Board, 2011 Work Program: “Throughout the year, starting with the
Planning and Zoning Retreat in March, the Board has been discussing the need for an
alternative—a flexible zoning tool. The need for this tool has arisen primarily in
redevelopment areas but could have applications elsewhere. One reason for this need is the
existing Land Use Code is weighted toward greenfield development. The Board believes
a flexible zoning tool would be useful in ensuring that Fort Collins continues to develop in
a high quality fashion while addressing the various issues and interests related to infill
development that presents unique challenges.”
• Transportation Master Plan, Policy T 4.5 – Infill and Redevelopment Areas: “Where the
established street pattern and design may not conform to current street standards, allow for
alternative contextual design.” (pg. 26)
The existing development review process is not inherently flawed or in need of a major overhaul
in order to accommodate infill/redevelopment; it simply is not currently designed to efficiently
process complicated projects with multiple existing constraints. The City is experiencing more and
more applicants that have found an undeveloped or underdeveloped parcel of land surrounded by
other development. This is viewed as a positive trend since one of the major themes of City Plan
is encouraging denser development in targeted infill areas, such as along the College Avenue spine.
However, the existing Land Use Code is formulaic and prescriptive, and works well in some
greenfield sites, but it does not take into consideration existing conditions or desired urban form.
It is often difficult and at times next to impossible for infill development to meet all of the LUC
standards, which means they have to apply for a modification, or multiple modifications, of those
standards. As the City begins to process more and more of these types of projects, the number of
modifications for each continues to rise. While this is not a negative consequence, it is not
necessarily the most efficient process for more complicated infill projects. A better approach is to
look at a site and its context holistically and design the project to address the major planning issues.
Prescriptive standards work well for greenfield projects, but may not produce the highest-quality
development on an infill/redevelopment site because of the existing context. Thus, the goal of the
PDOD was not to invent something new; rather, staff worked within the existing development
review framework and made improvements in order to remove LUC barriers for
infill/redevelopment. This approach is not intended to replace the LUC; it is intended to provide a
process to efficiently and effectively address the unique aspects of infill development.
January 24, 2012 Page 3
What is the PDOD?
The PDOD would be a new overlay zone district that enhances the LUC by providing an alternative
to standard land development and permitting a creative, holistic approach that takes the context of
surrounding development into consideration. The PDOD blends the planning concept of Planned
Unit Developments (also known as “PUDs”) with performance-based zoning to produce the
intended outcome of flexibility, while at the same time assuring high-quality development.
The PDOD is optional for sites located within a defined boundary (see map, Attachment 2). This
tool would be most effective in infill/redevelopment areas that are challenged by existing site
constraints such as irregular lot shape or size, topography, and/or context. The boundary was drawn
to include areas previously identified as targeted infill and redevelopment areas in City Plan, as well
as the area defined as the Transit Oriented Development (TOD) overlay because it too was intended
as an encouragement for targeted infill/development along the spine of the city. An applicant within
the boundary has the option to use the PDOD process and receive use, vesting, and design flexibility
(explained further below), but would always have the option to use the existing process if the
applicant chooses. Staff and the Planning and Zoning Board recognized the possibility of sites that
fall outside of the PDOD boundary that could greatly benefit from some flexibility; therefore, an
“opt-in” process was incorporated for sites outside the boundary, provided certain criteria are met.
A site outside the boundary must abut developed land and have physical constraints and/or be a
redevelopment project as defined in the Code. Determination of whether a site can “opt-in” is made
by the Community Development and Neighborhood Services Director.
How is the PDOD Different?
There are several characteristics of the PDOD that set it apart from standard LUC development
review, explained in detail below.
Development Standards
One difference is the design flexibility afforded to PDOD development. Currently, projects must
comply with Article 4, Districts, which regulates permitted uses and Article 3, General Development
Standards. Article 3 covers all of the basic elements of development and provides standards for
considerations such as site planning and design, buildings, environment, natural areas, and
transportation, among others. Within each of the Article 3 sections is a “General Standard”,
typically followed by prescriptive standards that specify exactly how to meet the “General
Standard”.
The following is an example of a “General Standard” and prescriptive standard from Section 3.5.2
of the LUC, Residential Building Standards:
• General Standard: Development projects containing residential buildings shall place a high
priority on buildings’ entryways and their relationship to the street. Pedestrian usability
shall be prioritized over vehicular usability. Buildings shall include human scaled elements,
architectural articulation and, in projects containing more than one building, design
variation.
January 24, 2012 Page 4
• Prescriptive Standard: A minimum lot width of 50 feet shall be required for any single-
family detached dwelling if the garage and/or driveway is served by access from the abutting
street, unless such lot also adjoins an alley or is located at the corner of two public streets.
Design flexibility is sometimes needed for infill/redevelopment due to pre-existing conditions. In
some cases, it can be next to impossible to meet all of the prescriptive standards required to fit a new
project into a well established area; and certainly more difficult than to “start fresh” on a greenfield
site. In order to provide design flexibility, PDOD development would be required to comply with
the “General Standard” of certain Sections of Article 3, and would be exempt from the subsequent
prescriptive standards within those Sections. PDOD development would be exempt from Article
4 standards entirely.
That said, it seems clear that certain sections of Article 3 should be followed in their entirety for
varying reasons, and PDOD development would not be exempt from the standards for Engineering,
Historic and Cultural Resources, and applicable Supplementary Regulations. Engineering standards
are not exempt because they regulate important health and safety issues, process-oriented elements
like development agreements, maintenance and repair guarantees, and off-site public access
improvements. Similarly, the section governing historic preservation is more process-oriented
versus prescriptive for those structures eligible for landmark designation. Supplementary
Regulations are specific process- and use-related standards that regulate items like signs, wireless
telecommunication, and specialty uses such as dog day-care facilities, and should apply to PDOD
projects.
PDOD would incorporate the policies of City Plan into the unique and challenging aspects of infill
development. In addition to meeting the “General Standards” in Article 3, PDOD projects must
achieve at least 45 points in 4 categories on a performance matrix. The matrix was modeled after
several examples of similar tools being used in other communities and sustainability-focused
organizations. It is designed to provide a quantifiable aspect of PDOD projects to supplement the
broad, qualitative “General Standards”. The matrix is located in the new Section 4.29 of the PDOD
Land Use Code Ordinance. (Attachment 5)
The matrix is a menu of site and building features/techniques that would encourage applicants to
incorporate sustainability principles into their project. It is divided into seven categories that mirror
the seven components of City Plan. The following describes the general concepts encouraged
within each category:
1. Culture, Parks and Recreation: public art, historic preservation, recreation opportunities.
2. Economic Health: job creation, targeted redevelopment.
3. Environmental Health: energy efficiency, natural resource protection/conservation.
4. High Performing Community: civic engagement, participation in City programs.
5. Livability: mixed-use, building form/design.
6. Safety and Wellness: community gardens, floodplain and fire safety.
7. Transportation: connectivity, multi-modal options, parking.
Each item within these categories is weighted depending on its value to the City in terms of
achieving the policies of City Plan. Applicants can receive 1, 2 or 4 points for incorporating an item
into their project.
January 24, 2012 Page 5
At the end of each category is a blank item that is designed to reward applicant for innovation or
outstanding performance. The applicant innovation component is intended to acknowledge that
staff, at the time of PDOD adoption, could not possibly have included every potential
design/process/technique that is of value to the community within the matrix. As such, the blank
item was created to allow the applicant to be creative and incorporate something new/different than
what is available to choose from within the matrix. Furthermore, points may be awarded for
outstanding performance. This component is intended to provide extra points for an applicant that
goes above and beyond within a particular category. For example, an applicant that provides 100%
of the residential units to low income households could gain an extra 8 points for outstanding
performance in terms of providing affordable housing.
Developing the matrix was a very collaborative effort on the part of many City departments, local
planning consultants, and other community groups. For this reason, staff is confident that the matrix
items are attainable and provide encouragement to incorporate innovation into PDOD projects,
ultimately resulting in high-quality projects. The point system was “case-tested” against seven
recently-built and/or approved infill projects in order to calibrate the point system and ensure that
the required 45 points results in a high-quality project.
Summary comparison of development standards for PDOD versus the current process:
Current Process PDOD
• Article 4, Districts
• Article 3, General Development
Standards
• Article 3:
- “General Standards”
- Entire Section for Engineering,
Historic, and Supplementary
Regulations
• 45 points in 4 categories on performance
matrix
Land Use
An additional distinction of the PDOD is that applicants would have flexibility in the land uses they
include in their project. There are currently 25 distinct zone districts, each with a list of permitted
uses. PDOD projects would be able to include any use that is allowed within the underlying zone
district where it is located, but would also be able to include uses that are permitted in other zone
districts throughout the city. This is not intended to allow for any use anywhere; uses not expressly
permitted by the underlying zone district must meet additional criteria to be added by PDOD
projects to ensure it is designed and/or mitigated appropriately.
Summary comparison of land use allowances:
Current Process PDOD
• Permitted uses established for each zone
district.
• Permitted uses established by underlying
zoning.
• Uses permitted in other zone districts.
January 24, 2012 Page 6
Vested Property Right
A vested property right refers to the right to undertake and complete the development and use of the
property under the terms and conditions of an approved final plan. The term of vesting is currently
three years, meaning an applicant has three years from the time his/her final plan is approved to
install and complete all engineering improvements (water, sewer, streets, curb, gutter, street lights,
fire hydrants and storm drainage) in accordance with City codes. As an encouragement to use the
PDOD and provide additional flexibility, the term of vested right for those projects would be
extended to five years.
Review Process
A final variation that distinguishes the PDOD relates to the review process. The standard review
process has three plan types: an overall development plan (ODP), project development plan (PDP),
and final plan. The differences between these lies with the level of project detail. PDOD projects
would have a similar, yet separate, process with different names for each of the plan types. The
three PDOD plan types would be: general development plan (GDP), detailed development plan
(DDP), and complete development plan.
There are several steps in the current review process for each plan type. Generally, those steps
include:
1. Conceptual Review/Preliminary Design Review.
2. Neighborhood Meeting.
3. Application Submittal.
4. Type 1 Review (decision-maker is a hearing officer) or Type 2 Review (decision-maker is
the Planning and Zoning Board).
From the perspective of the applicant/developer, PDOD projects would not have any additional
review steps other than what is already required; however, PDOD applicants would have the option
to participate in a pre-application informational session with the Planning and Zoning Board. The
optional session with the Planning and Zoning Board would provide the applicant the opportunity
to present basic concepts of the project and receive feedback from the Board. This is modeled after
the existing pre-application session that applicants can have with City Council for certain
development applications. The intent is to provide the applicant with preliminary feedback about
the project in hopes of identifying any major concerns that can be addressed in the formal submittal.
Another distinction is that all PDOD projects will have a Development Review Outreach (DRO)
meeting. The DRO is a meeting between staff and affected property owners without the applicant,
where staff explains the review process and clarifies when and how neighbors will have the
opportunity to provide input on a project. DRO meetings are relatively new and were implemented
as a result of several development review process improvements made in 2011.
A final difference is that all PDOD projects would be processed as Type 2 reviews, meaning that
the Planning and Zoning Board would decide whether or not to approve the project. Type 2 reviews
are typically reserved for more complex development projects, and staff anticipates that infill
development and redevelopment projects using PDOD would need this level of review.
January 24, 2012 Page 7
Summary comparison of the development review process:
Current Process PDOD
Plan Types
• Overall Development Plan
• Project Development Plan
• Final Plan
Plan Types
• General Development Plan
• Detailed Development Plan
• Complete Development Plan
Review
• Conceptual Review
• Preliminary Design Review
• Neighborhood Meeting
• Application Submittal
• Type 1 or Type 2 Review
Review (differences in bold)
• Development Review Outreach
• Conceptual review
• Preliminary Design Review
• Neighborhood Meeting
• Optional Planning and Zoning Board
Pre-Application Meeting
• Application Submittal
• Type 2 Review (Planning and Zoning
Board is decision maker)
A compilation of PDOD Frequently Asked Questions (FAQs) is attached for more information
(Attachment 3).
Outreach
Listed below are completed and upcoming outreach meetings:
2011
• 3/11, 4/15, 5/15, 6/10, 8/12, 11/10, 11/17, 12/3 – Planning and Zoning Board
• 4/14 – Urban Renewal Authority’s Developers/Brokers Luncheon
• 4/27 – South Fort Collins Business Association
• 6/14 – City Council Work Session
• 7/27 – Landmark Preservation Commission
• 9/19, 12/19 – Air Quality Advisory Board
• 9/19 – Local Planning Consultants
• 10/3 – Climate Wise Business Partners
• 10/19 – Natural Resources Advisory Board
• 10/21, 12/9 – Chamber of Commerce Local Legislative Affairs Committee
• 11/8 – Fort Collins Board of Realtors
• 11/16, 12/13, 12/21 – Transportation Board
2012
• 1/13 – Planning and Zoning Board
• 1/18 – Economic Advisory Commission
January 24, 2012 Page 8
The following City Departments were consulted:
• Advance Planning
• Building
• Current Planning
• Development Lead Team
• Economic Health
• Engineering
• Historic Preservation
• Land Use Code Team
• Natural Areas
• Natural Resources
• Office of Sustainability
• Traffic
• Transportation Planning
• Urban Renewal Authority (Redevelopment) Team
• Utilities
ATTACHMENTS
1. Work Session Summary, June 24, 2011
2. Map of the PDOD Boundary
3. PDOD Frequently Asked Questions
4. Powerpoint presentation
5. Ordinance Amending the Land Use Code by the Addition of a new Planning Development
Overlay Zone District (DRAFT)
ATTACHMENT 1
ATTACHMENT 1
S SHIELDS ST
E VINE DR
INTERSTATE 25
S COLLEGE AVE
S TIMBERLINE RD
S LEMAY AVE
E PROSPECT RD
E DRAKE RD
E HORSETOOTH RD
N SHIELDS ST
N TAFT HILL RD
W DRAKE RD
LAPORTE AVE
ZIEGLER RD
E LINCOLN AVE
E MULBERRY ST
RIVERSIDE AVE
W MULBERRY ST
W PROSPECT RD
W HARMONY RD E HARMONY RD
N COLLEGE AVE
N LEMAY AVE
E COUNTY ROAD 52
W HORSETOOTH RD
W VINE DR
COUNTRY CLUB RD
N TIMBERLINE RD
N US HIGHWAY 287
E WILLOX LN
STRAUSS CABIN RD
W WILLOX LN
MOUNTAIN VISTA DR
KECHTER RD
S SUMMIT VIEW DR
N COUNTY ROAD 11
9TH ST
S COUNTY ROAD 9
S LEMAY AVE
INTERSTATE 25
Planned Development Overlay District Boundary
Legend
Planned Development Overlay
Major Streets
O
ATTACHMENT 2
ATTACHMENT 3
PDOD FAQ’s 1
Planned Development Overlay District (PDOD)
Frequently Asked Questions (FAQ’s)
Why do we need the PDOD?
This tool is responding to a variety of issues development review staff, members of the public,
and the development community have brought to our attention. They include:
‐ A growing trend toward more redeveloped and infill development projects throughout
the City. These infill situations are very different than “greenfield” projects, often
requiring more creativity and flexibility due to constrained sites and existing conditions.
The current code is primarily intended for greenfield sites, but infill often can not meet
the prescriptive standards of the current system without multiple modifications of
standards. PDOD offers the opportunity to focus on site issues, context, and land use to
incorporate creative solutions for these complex sites.
‐ With prescriptive standards, applicants find little incentive to go above code minimums.
PDOD will encourage projects to incorporate sustainable building and site features that
accomplish broader community goals and provide public benefits.
‐ The Land Use Code codified the “how‐to” in terms of meeting development objectives,
and such a prescription never fits every circumstances. All sites are different and
present different challenges and opportunities, especially when it comes to
infill/redevelopment, necessitating flexibility to produce quality development.
What is the intent/purpose of PDOD?
The PDOD is optional for sites within the overlay and intended for constrained infill sites and
redevelopment. Applicants with sites outside the overlay boundary may opt in and use the
PDOD if the site abuts developed land and it is constrained or will be redeveloped. The PDOD is
intended to allow stakeholders involved in the planning process, (applicants, staff and
neighbors) to focus on the issues and discuss meaningful and creative ways to resolve those
issues. The PDOD process will require applicants to think about broad community development
objectives; objectives that good designers/site planners think about when incorporating a new
project into a community. The PDOD does not specify how those objectives should be met,
because there is acknowledgement that designers need freedom and flexibility to produce
quality projects specific to the location.
Are applicants required to use the PDOD?
No, the PDOD is an optional overlay. Applicants can decide at any point in the development
review process (prior to approval by the Planning and Zoning Board) to revert to the standard
Land Use Code process without penalty.
How does PDOD differ from the current development review process?
There are currently three plan types: an overall development plan, project development plan,
and final plan. The differences between these lies with the level of project detail. PDOD
ATTACHMENT 3
PDOD FAQ’s 2
projects would have a similar, yet separate process with different names for each of the plan
types. The three PDOD plan types would be: general development plan, detailed development
plan, and complete development plan. The table below shows how the nomenclature
compares:
PDOD All Other Districts
General Development Plan Overall Development Plan
Detailed Development Plan Project Development Plan
Complete Development Plan Final Plan
There are several steps in the current review process for each plan type. Generally, those steps
include:
1. Conceptual Review/Preliminary Design Review
2. Neighborhood Meeting
3. Application Submittal
4. Type 1 Review (decision‐maker is a hearing officer) or Type 2 Review (decision‐maker is
P&Z)
PDOD projects would not be subject to any additional review steps other than what is already
required; however, these projects would have the option to participate in a pre‐application
informational session with the Planning and Zoning Board (P&Z). The optional session with P&Z
would provide the applicant the opportunity to present basic concepts of the project and
receive feedback from the Board. This is modeled after the existing pre‐application hearing
that applicants can have with City Council for certain development applications. The intent is to
provide the applicant with preliminary feedback about the project in hopes of identifying any
major concerns that can be addressed in the formal submittal. Another difference is that all
PDOD projects would be processed as Type 2 reviews, meaning that P&Z would decide whether
or not to approve the project. Type 2 reviews are typically reserved for more complex
development projects, and staff anticipates that infill development and redevelopment projects
using PDOD would need this level of review.
What are the permitted uses?
Any use permitted in the underlying zoning district is permitted in the PDOD, and any use
permitted in any other zone district will be permitted, provided that criteria are met, e.g. the
use is designed compatibly, impacts will be mitigated, etc.
What standards does a PDOD project need to comply with?
Applicants will have to meet the “General Standard” of Article 3 Sections, releasing the need to
meet the prescriptive requirements contained within each of those Sections. Certain Sections
will have to be met in their entirety, including Engineering, Historic and Cultural Resources, and
applicable Supplemental Standards in Article 3.
ATTACHMENT 3
PDOD FAQ’s 3
In addition, PDOD projects will have to achieve at least 45 points in 4 categories as established
on the PDOD performance matrix.
Why do PDOD plan types have different names (GDP, DDP and CDP vs. ODP, PDP and FP) than
current projects?
The City wants to ensure that the process for PDOD development is called out separately in
order to avoid confusion because, though they are similar, there are distinct differences in
terms of how development standards are applied, vesting, and the optional Planning and
Zoning Board pre‐application session.
How does the underlying zoning play into PDOD?
Any use permitted in the underlying zoning is permitted for PDOD projects and uses outside
that zoning district may be considered, provided certain criteria are met.
Any development standards contained within the underlying zoning district do not apply to
PDOD projects; instead, PDOD projects must comply with all applicable “General Standards”
from Article 3, and Engineering, Historic and Cultural Resources, and Supplementary Standards
in their entirety.
Will any use be considered?
Uses not specified in the underlying zoning will be considered in the PDOD review process
provided the following criteria are met:
‐ Such use is designed compatibly with the other listed permitted uses in the underlying
zone district to which it is added;
‐ The negative impacts of such other use will be mitigated to the maximum extent
feasible; and
‐ Such use, whether a use permitted in the underlying zone district, or a use permitted in
any other zone district of the City, complies with the PDOD standards.
How do Article 3 standards apply for PDOD projects?
PDOD projects must meet the applicable “General Standard” of Sections 3.2, and 3.4 through
3.6 but not the prescriptive standards located within each of those sections. Section 3.4.7
Historic and Cultural Resources, and Division 3.3 and 3.7 though 3.11 must be met in their
entirety where they apply.
Do PDOD projects have flexibility with Stormwater standards?
No more so than what is already allowed. Stormwater development standards are contained in
the Municipal Code, not the Land Use Code, and are therefore not changed by adoption of the
PDOD.
Does this replace the Addition of Permitted Use?
No, the Addition of a Permitted Use process is still available for non‐PDOD projects.
Why would an applicant choose to do PDOD?
ATTACHMENT 3
PDOD FAQ’s 4
‐ Use flexibility: other uses may be considered in addition to those uses permitted by the
underlying zoning.
‐ Design flexibility: projects do not have to meet prescriptive standards and can be
designed to accommodate the context of the site and neighborhood.
‐ Extended vested rights: applicants will have five years, as opposed to the current 3
years, to build the significant infrastructure for their project.
‐ Opportunity to be innovative: creative planning and design solutions are encouraged
that might otherwise have been stifled by the prescriptive nature of the Article 3 and
Article 4 Standards.
Where can PDOD be used?
A map exists which defines the boundaries; sites located within the overlay automatically have
the option to use the PDOD. If a site is located outside of the overlay boundary, it may be
allowed to use the PDOD if at least 50% of the site abuts developed land and at least one of the
following is met:
‐ The site has special physical characteristics, including but not limited to irregular or odd‐
shaped lots/parcels, or lots/parcels with significant topographical barriers to standard
development or construction practices; or
‐ The site has been previously developed.
Why not have this available everywhere?
PDOD is intended to be a tool to encourage infill and redevelopment; while more and more
development is of this type, there is still vacant greenfield land where the LUC is a more
appropriate tool. This is why the PDOD boundary is drawn to incorporate targeted infill and
redevelopment areas. Only constrained sites that meet certain criteria will be given the option
to use PDOD if they are outside the established boundary.
What is wrong with our current development review process?
Nothing is inherently wrong with the current process; however, the City will continue to see
more infill/redevelopment as time goes on and the prescriptive nature of the Land Use Code
routinely hinders creative planning solutions. Such projects require multiple modifications of
standards which, again, are not inherently bad or wrong; but it is not necessarily the best
approach or most efficient way to review these complex projects.
What is the City getting in return for allowing the applicant flexibility in design and use?
The goal is to encourage community goals and benefits in private development by requiring at
least 45 points in 4 categories on the performance matrix. The City will get high‐performing,
sustainable development projects.
How will the public be involved in the review process?
There are multiple ways:
‐ Development Review Outreach (DRO) meeting between staff and neighborhood.
ATTACHMENT 3
PDOD FAQ’s 5
‐ A neighborhood meeting is required for PDOD projects that will encourage a charrette‐
style workshop with property owners to get them involved in the
constraint/opportunity identification.
‐ Applicants can receive additional points on the matrix if they go above and beyond in
terms of involving neighbors in the planning process, e.g. extra meetings, online project
information/forum, etc.
‐ If the applicant chooses to participate in the optional pre‐application session with the
Planning and Zoning Board, the public will be able to attend and comment on the
project.
‐ Public hearing.
How does the decision maker approve/deny a project?
Projects will be evaluated in two ways:
‐ Applicants will have to meet the “General Standard” of Article 3 Sections, along with
Engineering, Historic and Cultural Resources, and Supplemental Standards in Article 3 in
their entirety.
‐ The development must obtain at least 45 points by choosing and committing to
build/implement certain performance standards contained in the performance matrix.
How does the Matrix work?
The matrix is a menu of site and building features and techniques meant to encourage
sustainability in the development project. There are seven categories which mirror the seven
sections of City Plan: economic health; environmental health; community and neighborhood
livability; transportation; culture, parks and recreation; safety and wellness; and, high
performing community.
Within each of those sections is a variety of elements encouraged in a project. Each item is
weighted depending on the value to the community. Lower value items can receive either 1 or
2 points; higher value items can receive 2 or 4 points. Within each category is a blank item that
is intended to encourage applicant innovation. The applicant can suggest something that is not
already listed on the matrix and receive points if it provides value and meets the intent of
whichever category it falls within. Additionally, applicants may receive extra points for
“outstanding performance” if they go above and beyond in a particular category, e.g. providing
100% of the residential units to low‐income households and thus achieving an affordable
housing priority.
What type of sites would use this process?
Infill sites with existing infrastructure or unique geographic issues that create unique design
challenges. Redevelopment projects would also benefit from the PDOD.
The LUC was intended to provide predictability for residents and developers in the sense that
they knew what could happen where and what standards applied to all projects. This process
brings back the uncertainty that we were trying to get away from with the LDGS. Why is this
before the Board/Council?
ATTACHMENT 3
PDOD FAQ’s 6
The only uncertainty is that a use that was not previously permitted may be allowed. These
cases will be analyzed very carefully and it is not a case where any use is permitted anywhere.
Specific criteria must be met and the project must achieve points on the performance matrix,
which means the project is going beyond what would normally be required through the
standard LUC review process.
Is it anticipated that this process will be used often?
No, this process is not for every site and/or applicant. The process lends itself toward
troublesome sites or applicants that wish to think outside the box.
What were the concerns of developers and/or consultants?
‐ Too process heavy/time intensive. Staff has mitigated this concern by making the PDOD
review as process‐neutral as possible by not requiring any additional review/meetings
than would ordinarily be expected of development. It must be recognized, however,
that infill development and redevelopment is inherently more complex and therefore
will likely be more time intensive to develop regardless of whether it is going through
the existing process or PDOD.
‐ Uncertainty of approval/risky. This is a concern because PDOD projects will be required
to have a Type 2 review, which means that the Planning and Zoning Board is the
decision‐maker. Some consultants have expressed that clients might rather have a
Hearing Officer be the decision‐maker (Type 1 review) to eliminate the risk of having to
receive a majority vote of approval.
How do the TOD and PDOD work together?
The PDOD boundary is very similar to the TOD Overlay boundary; both are tools to encourage
higher density, urban infill development in targeted areas within the City. PDOD development
will have to comply with TOD standards. TOD standards were designed to encourage the exact
type of development that PDOD is also trying to encourage. TOD standards are also fairly
broad; they mostly speak to having high quality buildings materials, encouraging pedestrian
orientation, and set a minimum building height to achieve desired density. PDOD will provide
development in the TOD with flexibility on prescriptive standards in the Land Use Code, and
PDOD will also ensure that the development is meeting broader community sustainability goals.
Why an Overlay?
Several different options were considered including hybrid zoning, form based code, traditional
planned unit development, and performance‐based zoning. Other communities generally
restrict where they allow flexibility in their zoning and traditionally, it is for complex
infill/redevelopment areas. In order to accomplish the fact that this is an option tool, presenting
it as an overlay makes the most sense, because an applicant can choose whether to comply
with standard zoning and development standards, or he/she can opt to use PDOD standards
and process. An overlay allows for the existing zoning to coexist with the flexible zoning option.
How will Engineering Standards be affected?
ATTACHMENT 3
PDOD FAQ’s 7
The Land Use Code contains engineering standards in Article 3, Division 3.3, which govern plat
standards, development improvements, water hazards, hazards, and engineering design
standards. These types of standards are standard for all development and should not be flexed.
Therefore, this Section of the LUC will apply to PDOD development in its entirety.
How will Larimer County Urban Area Street Standards (LCUASS) be affected?
PDOD development will have to comply with LCUASS standards. The process to receive a
variance from LCUASS standards is administrative as opposed to the Land Use Code
modification of standard process which is taken to the ultimate decision maker for final
decision.
How will the City ensure Matrix items are implemented/monitored?
PDOD applicants will be approved based on the score they receive on the matrix. Therefore, the
project’s matrix commitments will get recorded on the site plan. This will ensure Matrix items
are not forgotten. Building and zoning inspectors who review compliance with the site plan will
assure items are implemented.
Will PDOD projects have to comply with the Green Building Code amendments?
Yes, the Green Building Code will apply to all PDOD projects. In essence, this code is the “base”,
and PDOD projects will be encouraged to incorporate additional green building and site
features into their projects using the performance matrix.
Will there be additional fees to use the PDOD?
No. The fee structure for general development plans, detailed development plans, and
complete development plans will mirror those currently established for overall development
plans, project development plans, and final plans, respectively.
ATTACHMENT 4
1
1
Planned Development Overlay District
(PDOD)
City Council Work Session
January 24, 2012
2
General Direction Sought
1. Is Council clear regarding the purpose and use of the
PDOD?
2. Does Council have any questions or concerns about
implementing the PDOD?
3. Should staff proceed with Council consideration of the
PDOD Ordinance on March 6?
ATTACHMENT 4
2
3
Background
• Shifting development pattern from greenfield to more
infill/redevelopment.
• Existing Land Use Code (LUC) is prescriptive and can
hinder infill/redevelopment.
• Infill/redevelopment is more complex due to unique design
challenges created by existing infrastructure, buildings, and
surrounding context.
• Difficulty meeting LUC standards and requires
modifications.
4
Background
• Modifications do not mean the project is of lower quality; but
are not the best method for complex infill/redevelopment.
• Better to take site holistically and design to address major
planning issues.
• Flexibility is needed to allow for creative planning solutions
that result in desirable, high-quality projects.
ATTACHMENT 4
3
5
Policy Direction
• City Plan, Policy EH 4.2 – Reduce Barriers to Infill
Development and Redevelopment
• Transportation Master Plan, Policy T 4.5 – Infill and
Redevelopment Areas
• Planning and Zoning Board, 2011 Work Program
• City Council Work Session, June 2011
6
Methodology
• Identify infill/redevelopment barriers.
• Research flexible zoning practices.
• Develop PDOD Land Use Code framework.
• Research performance-based sustainability tools.
• Develop PDOD performance matrix.
• Refine PDOD with focused outreach.
ATTACHMENT 4
4
7
PDOD Basics
• Land Use Code tool to assist infill/redevelopment.
•Optional alternative to standard development processes.
• Unique blend of planning methodologies to provide flexibility
while assuring high-quality development.
• Overlay zone district.
8
Boundary
• Adapted from targeted infill
and redevelopment areas
and TOD Overlay.
• “Opt-in” included for
constrained sites outside
of boundary provided the
site:
– Abuts land that is 50%
developed and is:
• Constrained; or
• Previously
developed.
Harmony Rd
Vine Dr
Shields St
Prospect Rd
College Ave
ATTACHMENT 4
5
9
Land Use
Current Process
• Permitted uses established
by zoning.
PDOD
• Underlying zoning
establishes land use.
• Uses permitted in other
zone districts allowed
provided criteria are met:
– Designed compatibly;
– Impacts mitigated; and
– Use complies with
PDOD development
standards.
10
Review Process
Current Process
• Conceptual Review
• Preliminary Design
Review
• Neighborhood Meeting
• Application Submittal
• Type 1 or Type 2 Review
PDOD
• Development Review
Outreach
• Conceptual Review
• Preliminary Design
Review
• Neighborhood Meeting
• Optional P&Z Pre-
Application Meeting
• Application Submittal
• Type 2 Review
ATTACHMENT 4
6
11
Vested Right
Current Process
• 3 years to install and
complete engineering
improvements
PDOD
• 5 years to install and
complete engineering
improvements
The right to undertake and complete the development and
use of property under terms established by an approved
Final Plan.
12
Development Standards
Current Process
• Article 4, District
Standards
• Article 3, General
Development Standards
PDOD
• Article 3 Standards apply:
– “General Standards” of
certain Sections
• Meet minimum points on
the Performance Matrix
ATTACHMENT 4
7
13
Development Standards (cont’’d)cont d)
A. General Standard Example: All development shall be
designed throughout to accommodate active and/or
passive solar installations to the extent reasonably feasible.
B. Prescriptive Standard Example: At least 65% of the lots
less than 15,000 square feet in area in single- and two-
family residential developments must conform to the
definition of a “solar oriented lot” in order to preserve the
potential for solar energy use.
Source: LUC 3.2.3 Solar Access, Orientation, Shading
14
Performance Matrix
• Supplements the broad “General Standards” with
quantifiable performance measures.
• Encourages “above-code” project design through a menu of
design and process techniques.
• Derived from City Plan principles and policies.
“General Standards”
Performance
Matrix
Foundation ‐ existing
Land Use Code
Above‐code
enhancements based
on City policies
ATTACHMENT 4
8
15
Performance Matrix (cont’’d)cont d)
• 7 categories (derived from City Plan):
• Weighted items: 1, 2 or 4 points.
• Minimum 45 points in 4 categories.
• Each category has a “blank” item for applicant innovation.
• Applicant can receive up to 8 extra points for outstanding
performance in a category.
Culture, Parks and Recreation
Economic Health
Environmental Health
High Performing Community
Livability
Safety and Wellness
Transportation
16
PDOD Benefits
Applicant/Developer
• Design flexibility.
• Land use flexibility.
• Extended vesting.
• Another tool to facilitate
infill/redevelopment.
Community
• Quality projects on
otherwise constrained
sites.
• Above-code sustainable
design.
• Supports the creation of a
dense urban environment.
• Another tool to facilitate
infill/redevelopment.
ATTACHMENT 4
9
17
General Direction Sought
1. Is Council clear regarding the purpose and use of the
PDOD?
2. Does Council have any questions or concerns about
implementing the PDOD?
3. Should staff proceed with Council consideration of the
PDOD Ordinance on March 6?
1
ORDINANCE NO. _____, 2012
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AMENDING THE LAND USE CODE BY THE
ADDITION OF A NEW PLANNED DEVELOPMENT OVERLAY
ZONE DISTRICT
WHEREAS, on March 18, 1997, by its adoption of Ordinance No. 051, 1997, the
City Council enacted the Fort Collins Land Use Code (the "Land Use Code"); and
WHEREAS, at the time of the adoption of the Land Use Code, it was the
understanding of staff and the City Council that the Land Use Code would most likely be
subject to future amendments, not only for the purpose of clarification and correction of
errors, but also for the purpose of ensuring that the Land Use Code remains a dynamic
document capable of responding to issues identified by staff, other land use professionals
and citizens of the City; and
WHEREAS, the City Council adopted City Plan Policy EH 4.2 which directs staff
to develop new policies, procedures, and practices to reduce and resolve barriers to infill
development and redevelopment with emphasis on a sustainable, flexible, and predictable
approach to such development; and
WHEREAS, the Planning and Zoning Board’s 2011 Work Program identifies a
need for a flexible zoning tool, primarily for redevelopment; and
WHEREAS, City staff has prepared a proposed flexible zoning tool in accordance
with the Planning and Zoning Board’s 2011 Work Program; and
WHEREAS, the Planned Development Overlay District provides for flexibility
while also ensuring that the City’s broader sustainability goals are met; and
WHEREAS, City staff and the Planning and Zoning Board have reviewed the
proposed Land Use Code changes regarding the Planned Development Overlay Zone
District and have recommended to the City Council that they be adopted; and
WHEREAS, the City Council has determined that the recommended Land Use
Code amendments are in the best interest of the City and its citizens.
NOW, THEREFORE, BE IT ORDAINED BY THE COUNCIL OF THE CITY
OF FORT COLLINS as follows:
Section 1. That Section 1.4.9 of the Land Use Code is hereby amended by the
addition of a new subsection (M) which reads in its entirety as follows:
(M) Planned Development Overlay District (PDOD) References. In applying
the provisions of Division 2.15 and Division 4.29 of this Land Use Code, the term overall
ATTACHMENT 5
2
development plan shall be deemed to mean a general development plan, the term project
development plan shall be deemed to mean a detailed development plan, and the term
final plan shall be deemed to mean a complete development plan. This Land Use Code
shall be administered accordingly unless, with respect to a specific provision, the subject
matter or context requires a different interpretation.
Section 2. That Section 2.2.10(A)(1)(d) of the Land Use Code is hereby
amended to read as follows:
(d) the minor amendment does not result in a change in the
character of the development, or with respect to applications
filed under Division 2.15, the minor amendment continues to
comply with the provisions of Section 4.29(D); or
Section 3. That Section 2.2.10(A)(2)(d) of the Land Use Code is hereby
amended to read as follows:
(d) the minor amendment does not result in a change in the
character of the development, or with respect to applications
filed under Division 2.15, the minor amendment continues to
comply with the provisions of Section 4.29(D); or
Section 4. That Section 2.2.11(D)(9) of the Land Use Code is hereby
amended to read as follows:
(D) Final Plan and Plat and Other Site Specific Development Plans.
. . .
(9) Post denial re-submittal delay. Property that is the subject of an
overall development plan or a project development plan that has been
denied by the decision maker or denied by City Council upon appeal,
or withdrawn by the applicant, shall be ineligible to serve, in whole or
in part, as the subject of another overall development plan or project
development plan application for a period of six (6) months from the
date of the final decision of denial or the date of withdrawal (as
applicable) of the plan unless the Director determines that the
granting of an exception to this requirement would not be detrimental
to the public good and would: (a) substantially alleviate an existing,
defined and described problem of City-wide concern; or (b) result in a
substantial benefit to the City by reason of the fact that the proposed
project would substantially address an important community need
specifically and expressly defined and described in the City's
Comprehensive Plan or in an adopted policy, ordinance or resolution
of the City Council. The provisions of this section shall not apply to
applications filed under Division 2.15.
3
Section 5. That Section 2.8.1 of the Land Use Code is hereby amended to
read as follows:
2.8.1 Purpose and Applicability
The decision maker is empowered to grant modifications to the General
Development Standards contained in Article 3 and the Land Use Standards and
Development Standards contained in Article 4 and any separation or proximity
standards that are established as a specific measurement of distance in the District
Permitted Uses contained in Article 4, either for: (1) overall development plans
and/or project development plans which are pending approval at the time that the
request for proposed modification is filed; (2) overall development plans and/or
project development plans which the applicant intends to file, provided that such
plans are in fact filed with the Director as development applications within one
(1) year following the determination of the decision maker on the request for the
proposed modification; or (3) development plans approved under prior law and
which are sought to be amended (either as a minor or major amendment) pursuant
to Section 2.2.10. This modification of standards process shall not apply so as to
allow any modification of the requirements contained in Division 4.29 of this
Land Use Code.
Section 6. That Article 2 of the Land Use Code is hereby amended by the
addition of a new Division 2.15 which reads in its entirety as follows:
DIVISION 2.15 PLANNED DEVELOPMENT OVERLAY DISTRICT
(PDOD) REVIEW PROCEDURES
2.15.1 General Development Plan
(A) Purpose. The general development plan shall establish general planning
and development control parameters for projects that will be developed in
phases with multiple submittals while allowing sufficient flexibility to
permit detailed planning in subsequent submittals. Approval of a general
development plan does not establish any vested right to develop property
in accordance with the plan.
(B) Applicability. A general development plan shall be required for any
property to be developed within the Planned Development Overlay
District that is to be developed over time in two (2) or more separate
detailed development plan submittals.
(C) Process. A general development plan shall be processed according to, in
compliance with, and subject to the provisions contained in Division 2.1
and Steps 1 through 12 of the Common Development Review Procedures,
as follows:
4
(1) Step 1 (Conceptual Review/Preliminary Design Review):
Applicable.
(2) Step 2 (Neighborhood Meeting): Applicable.
(3) Step 3 (Development Application Submittal): All items or
documents required for general development plans as described in
the development application submittal master list shall be
submitted. The Director may waive or modify the foregoing
submittal requirements if, given the facts and circumstances of the
specific application, a particular requirement would either be
irrelevant, immaterial, redundant or otherwise unnecessary for the
full and complete review of the application.
(4) Step 4 (Determination of Sufficiency): Applicable.
(5) Step 5 (Staff Report): Applicable.
(6) Step 6 (Notice): Applicable.
(7) Step 7(A) (Decision Maker): All general development plans will
be processed as Type 2 reviews.
Step 7(B)-(G) (Conduct of a Public Hearing, Order of Proceedings
at Public Hearing, Decision and Findings, Notification to
Applicant, Record of Proceedings, Recording of Decisions and
Plats): Applicable.
(8) Step 8 (Standards): Applicable. A general development plan shall
show all proposed uses and all proposed phasing, to the extent that
such uses and phasing can be reasonably known, and shall be
consistent with Division 4.29, except that the general development
plan is exempt from the minimum required points on the Planned
Development Overlay Zone District performance matrix.
(9) Step 9 (Conditions of Approval): Applicable.
(10) Step 10 (Amendments): Applicable.
(11) Step 11 (Lapse): Applicable. Except that the term “general
development plan” is referred to as “overall development plan”.
(12) Step 12 (Appeals): Applicable.
(13) Optional Step A (Pre-application session). Applicants for
approval of general development plans in the PDOD are
5
encouraged to participate in the following optional review
procedure:
This optional review is available to applicants that have completed
their conceptual review and neighborhood meeting. Such review is
intended to provide an opportunity for applicants to present
conceptual information to the Planning and Zoning Board about
the ways in which they intend to deal with site constraints, issues
of controversy or opportunities related to the development project.
Applicants participating in such review procedure should present
specific plans showing how, if at all, they intend to address any
issues raised during the initial comments received from staff and
the affected property owners. All pre-application sessions under
this provision will be held in accordance with the provisions
contained in Steps (6), (7)(B), and (7)(C) of the Common
Development Review Procedures, except that the signs required to
be posted under Step (6)(B) shall be posted subsequent to the
scheduling of the session and not less than fourteen (14) days prior
to the date of the session. The Board may, but shall not be required
to, comment on the proposal. Any comment, suggestion, or
recommendation made by any Board member with regard to the
proposal does not bind or otherwise obligate any City decision
maker to any course of conduct or decision pertaining to the
proposal. Only one (1) optional review session may be requested
for any general development plan.
2.15.2 Detailed Development Plan
(A) Purpose. The detailed development plan shall contain descriptions of the
uses of the land, the layout of landscaping, circulation, architectural
elevations and buildings and shall include the plat (when such plat is
required pursuant to Section 3.3.1 of this Code). Approval of a detailed
development plan does not establish any vested right to develop property
in accordance with the plan.
(B) Applicability. Upon completion of the conceptual review and preliminary
design review meetings and after the Director has made written comments,
and after a neighborhood meeting has been held, an application for a
PDOD detailed development plan review may be filed with the Director.
If the project is to be developed over time in two (2) or more separate
detailed development plan submittals, a general development plan shall
be required subject to the requirements of Division 2.15.1.
(C) Process. A detailed development plan shall be processed according to, in
compliance with, and subject to the provisions contained in Division 2.1
6
and Steps 1 through 12 of the Common Development Review Procedures,
as follows:
(1) Step 1 (Conceptual Review/Preliminary Design Review):
Applicable.
(2) Step 2 (Neighborhood Meeting): Applicable.
(3) Step 3 (Development Application Submittal): All items or
documents required for detailed development plans as described in
the development application submittal master list shall be
submitted. The Director may waive or modify the foregoing
submittal requirements if, given the facts and circumstances of the
specific application, a particular requirement would either be
irrelevant, immaterial, redundant or otherwise unnecessary for the
full and complete review of the application.
(4) Step 4 (Determination of Sufficiency): Applicable.
(5) Step 5 (Staff Report): Applicable.
(6) Step 6 (Notice): Applicable.
(7) Step 7(A) (Decision Maker): All detailed development plans will
be processed as Type 2 reviews.
Step 7(B)-(G) (Conduct of a Public Hearing, Order of Proceedings
at Public Hearing, Decision and Findings, Notification to
Applicant, Record of Proceedings, Recording of Decisions and
Plats): Applicable.
(8) Step 8 (Standards): Applicable. A detailed development plan shall
be consistent with Division 4.29; and, when a detailed
development plan is within the boundaries of an approved general
development plan, the detailed development plan shall be
consistent with the general development plan.
(9) Step 9 (Conditions of Approval): Applicable.
(10) Step 10 (Amendments): Applicable.
(11) Step 11 (Lapse): Applicable. Except that the term “detailed
development plan” is referred to as “project development plan”.
(12) Step 12 (Appeals): Applicable.
7
(13) Optional Step A (Pre-application session). Applicants for
approval of detailed development plans in the PDOD are
encouraged to participate in the following optional review
procedure:
This optional review is available to applicants that have completed
their conceptual review and neighborhood meeting. Such review is
intended to provide an opportunity for applicants to present
conceptual information to the Planning and Zoning Board about
the ways in which they intend to deal withsite constraints, issues of
controversy or opportunities related to the development project.
Applicants participating in such review procedure should present
specific plans showing how, if at all, they inend to address any
issues raised during the initial comments received from staff and
the affected property owners. All pre-application sessions under
this provision will be held in accordance with the provisions
contained in Steps (6), (7)(B), and (7)(C) of the Common
Development Review Procedures, except that the signs required to
be posted under Step (6)(B) shall be posted subsequent to the
scheduling of the session and not less than fourteen (14) days prior
to the date of the session. The Board may, but shall not be required
to, comment on the proposal. Any comment, suggestion, or
recommendation made by any Board member with regard to the
proposal does not bind or otherwise obligate any City decision
maker to any course of conduct or decision pertaining to the
proposal. Only one (1) optional review session may be requested
for any detailed development plan.
2.15.3 Complete Development Plan
(A) Purpose. The purpose and applicability of a complete development plan is
contained in Section 2.1.3(D).
(B) Process. A complete development plan may only be submitted after
approval of a detailed development plan for the subject property or
concurrently with a detailed development plan for the subject property.
For consolidated applications for a detailed development plan and a
complete development plan, the applicant shall follow both the detailed
development plan and complete development plan review procedures.
A complete development plan shall be processed according to, in
compliance with and subject to the provisions contained in Division 2.1
and Steps 1 through 12 of the Common Development Review Procedures
(Sections 2.2.1 through 2.2.12, inclusive) as follows:
(1) Step 1 (Conceptual Review): Not applicable.
8
(2) Step 2 (Neighborhood Meeting): Not applicable.
(3) Step 3 (Development Application Submittal): All items or
documents required for complete development plans as described
in the development application submittal master list shall be
submitted. The Director may waive or modify the foregoing
submittal requirements if, given the facts and circumstances of the
specific application, a particular requirement would either be
irrelevant, immaterial, redundant or otherwise unnecessary for the
full and complete review of the application.
(4) Step 4 (Determination of Sufficiency): Applicable.
(5) Step 5 (Staff Report): Not applicable.
(6) Step 6 (Notice): Not applicable.
(7) Step 7(A)-(C) (Decision Maker, Conduct of Public Hearing, Order
of Proceeding at Public Hearing): Not applicable, and in
substitution therefore, the Director is hereby authorized to, and
shall, review, consider and approve, approve with conditions or
deny the development application for a complete development plan
based on its consistency with a valid detailed development plan for
the subject property and its compliance with all of the standards
established in Step 8 of this Section. The Director may, but is not
obligated to, confer with the applicant or other city staff to obtain
clarification or explanation, gain understanding, suggest revisions,
or otherwise discuss or learn about the development proposal and a
complete development plan, all for the purpose of ensuring a fully
consistent and compliant complete development plan.
Step 7(D) (Decision and Findings): Not applicable, except that
Step 7(D)(3) shall apply.
Step 7(E) (Notification to Applicant): Applicable.
Step 7(F) (Record of Proceedings): Not applicable, except that
Step 7(F)(2) shall apply.
Step 7(G) (Recording of Decisions and Plats): Applicable.
(8) Step 8 (Standards): Applicable. A complete development plan
shall comply with Division 4.29 and be consistent with the detailed
development plan.
(9) Step 9 (Conditions of Approval): Applicable.
(10) Step 10 (Amendments): Applicable.
9
(11) Step 11 (Lapse): Applicable. Except that the term of vested rights
contained in Section 2.2.11(D)(3) shall be five (5) years.
(12) Step 12 (Appeals): Not applicable. The Director’s decision shall
be final and no appeal of the Director's decision will be allowed;
however, the Director may refer the decision to the Planning and
Zoning Board when the Director is in doubt as to the compliance
and consistency of the complete development plan with the
approved detailed development plan. If the Director refers the
decision to the Planning and Zoning Board, the decision of the
Planning and Zoning Board shall be final and shall not be
appealable to the City Council, notwithstanding any provision of
the City Code to the contrary.
Section 7. That Section 3.2.3 of the Land Use Code is hereby amended by the
addition of a new subparagraph (C) which reads in its entirety as follows:
3.2.3 Solar Access, Orientation, Shading
. . .
(C) General Standard. All development shall be designed throughout to
accommodate active and/or passive solar installations to the extent
reasonably feasible.
Section 8. That Section 3.2.5 of the Land Use Code is hereby amended to
read as follows:
3.2.5 Trash and Recycling Enclosures
(A) Purpose. The purpose of this Section is to ensure the provision of areas,
compatible with surrounding land uses, for the collection, separation,
storage, loading and pickup of trash and recyclable materialsby requiring
that adequate, convenient space is functionally located at multi-family
residential, commercial and industrial land use sites.
. . .
(C) General Standard. All development, to the extent reasonably feasible,
shall provide adequately sized, conveniently located, accessible trash and
recycling enclosures to accommodate the specific needs of the proposed
use.
Section 9. That Section 3.4.3 of the Land Use Code is hereby amended to
read as follows:
10
3.4.3 Water Quality
The development shall comply with all applicable local, state and federal water
quality standards, including, but not limited to, those regulating erosion and
sedimentation, storm drainage and runoff control, solid wastes, and hazardous
substances. Projects shall be designed so that precipitation runoff flowing from
the site is treated in accordance with the criteria set forth in the Storm Drainage
Design Criteria and Construction Standards. Treatment measures may include, but
shall not be limited to:
minimization of impervious surfaces
runoff spreaders
infiltration devices
extended detention
constructed wetlands
sand filters
water quality inlets
General Standard. Projects shall be designed so that precipitation runoff flowing
from the site is treated in accordance with the criteria set forth in the Stormwater
Criteria Manual.
Section 10. That Section 3.4.4 of the Land Use Code is hereby amended to
read as follows:
3.4.4 Noise and Vibration
The proposed land uses and activities shall be conducted so that any noise
generated on the property will not violate the noise regulations contained in the
city’s Noise Control Ordinance (Chapter 20, Article II of the City Code), and so
that any vibration created by the use of the property will be imperceptible without
instruments at any point along the property line. Noise generated by emergency
vehicles and airplanes shall be exempted from the requirements of this provision.
General Standard. Proposed land uses and activities shall be conducted so that
any noise generated on the property will not violate the noise regulations
contained in the City’s Noise Control Ordinance (Chapter 20, Article II of the
City Code), and so that any vibration caused by the use of the property will be
imperceptible without instruments at any point along the property line.
Section 11. That Section 3.4.8 of the Land Use Code is hereby amended to
read as follows:
3.4.8 Parks and Trails
(A) Establishment of Parks and Recreation Policy Plan Master Plan. In
order to accomplish the purposes of this Land Use Code, the location, size
11
and characteristics of parks and trails have been established on a plan
entitled "City of Fort Collins Parks and Recreation Policy Plan Master
Plan" dated December 1996, as amended, which plan is hereby made a
part of this Land Use Code by reference. The Parks and Recreation Policy
Plan Master Plan is on file with the City Clerk.
(B) Purpose. The compliance of development plans with the Parks and
Recreation Policy Plan ensures that the community will have a fair and
equitable parks, trail and recreation system as the community grows.
Establishment of the facilities in the Parks and Recreation Policy Plan
generally provides the same level of service to new portions of the
community as the existing community enjoys.
(BC) Compliance with Parks and Recreation Policy Plan Master Plan
General Standard. All development plans shall provide for or
accommodate the parks and trails identified in the Parks and Recreation
Policy Plan Master Plan that are associated with the development plan.
Section 12. That Section 3.5.1(B) of the Land Use Code is hereby amended to
read as follows:
3.5.1 Building and Project Compatibility
. . .
(B) Architectural Character General Standard. New developments in or
adjacent to existing developed areas shall be compatible with the
established architectural character of such areas by using a design that is
complementary. In areas where the existing architectural character is not
definitively established, or is not consistent with the purposes of this Land
Use Code, the architecture of new development shall set an enhanced
standard of quality for future projects or redevelopment in the area.
Compatibility shall be achieved through techniques such as the repetition
of roof lines, the use of similar proportions in building mass and outdoor
spaces, similar relationships to the street, similar window and door
patterns, and/or the use of building materials that have color shades and
textures similar to those existing in the immediate area of the proposed
infill development. Brick and stone masonry shall be considered
compatible with wood framing and other materials. Architectural
compatibility (including, without limitation, building height) shall be
derived from the neighboring context.
. . .
Section 13. That Section 3.5.2 of the Land Use Code is hereby amended to
read as follows with all remaining subsections relettered accordingly:
12
3.5.2 Residential Building Standards
(A) Purpose/Applicability. The following standards in this Section are
intended to promote variety, visual interest and pedestrian-oriented streets
in residential development.
(B) General Standard. Development projects containing residential buildings
shall place a high priority on building entryways and their relationship to
the street. Pedestrian usability shall be prioritized over vehicular usability.
Buildings shall include human-scaled elements, architectural articulation,
and in projects containing more than one (1) building, design variation.
. . .
Section 14. That Section 3.5.3 of the Land Use Code is hereby amended to
read as follows with all remaining subsections relettered accordingly:
3.5.3 Mixed-Use, Institutional and Commercial Buildings
(A) Purpose. These standards are intended to promote the design of an urban
environment that is built to human scale. to encourage attractive street
fronts and other connecting walkways that accommodate pedestrians as
the first priority, while also accommodating vehicular movement.
(B) General Standard. Mixed-use and non-residential buildings shall be
designed with a variety of scales, creating a mass and composition of
detail at the street level that is appropriate to the pedestrian, in order to
encourage attractive street fronts. Street fronts and walkways shall
accommodate pedestrians as the first priority, while also accommodating
vehicular movement. Buildings shall be designed with predominant
materials, elements, features, color range and activity areas tailored
specifically to the site and its context.
. . .
Section 15. That Section 3.5.4 of the Land Use Code is hereby amended by the
addition of a new subparagraph (B) which reads in its entirety as follows with all
remaining subsections relettered accordingly:
3.5.4 Large Retail Establishments
. . .
(B) General Standard. Large retail buildings shall provide a high level of
architectural interest by utilizing high quality materials and design and
shall be compatible with the character of the surrounding area. Large retail
13
buildings shall have pedestrian and bicycle access and connectivity, and
shall mitigate any negative impacts. Buildings shall be designed with
predominant materials, elements, features, color range and activity areas
tailored specifically to the site and its context.
. . .
Section 16. That Section 3.5.5 of the Land Use Code is hereby amended by the
addition of a new subsection (B) which reads in its entirety as follows and all remaining
subsections relettered accordingly:
3.5.5 Convenience Shopping Center
. . .
(B) General Standard. Neighborhood convenience shopping centers shall be
compatible with the character of the surrounding neighborhood utilizing
high quality materials and finishes, and shall be internally compatible and
harmonious with respect to quality design, aesthetics and materials,
tailored specifically to the site and its context.
. . .
Section 17. That Section 3.6.1 of the Land Use Code is hereby amended by
the addition of new subsections (A) and (B) which read in their entirety as follows with
the current subsections (A) through (C) relettered accordingly:
3.6.1 Master Street Plan
(A) Purpose. This Section is intended to ensure that the transportation network
of streets, alleys, roadways and trails is in conformance with adopted
transportation plans and policies established by the City.
(B) General Standard. The transportation network of any proposed
development shall be in conformance with the City of Fort Collins Master
Street Plan, as well as City adopted access control plans and the Larimer
County Urban Area Street Standards.
. . .
Section 18. That Section 3.6.2 of the Land Use Code is hereby amended by the
addition of new subsections (A) and (B) which read in their entirety as follows with the
current subsections (A) through (M) relettered accordingly:
3.6.2 Streets, Streetscapes, Alleys and Easements
14
(A) Purpose. This Section is intended to ensure that the various components of
the transportation network are designed and implemented in a manner that
promotes the health, safety, and welfare of the City.
(B) General Standard. Public streets, public alleys, private streets, street-like
private drives, and private drives shall be designed and implemented in a
manner that establishes a transportation network that protects the public
health, safety and welfare. Rights-of-way and/or easements for the
transportation system shall be sufficient to support the infrastructure being
proposed. The transportation network shall clearly identify construction
and maintenance responsibilities for the proposed infrastructure. All
responsibilities and costs for the operation, maintenance and
reconstruction of private streets, street-like private drives, and private
drives shall be borne by the property owners. The City shall have no
obligation tooperate , maintain or reconstruct such private streets, street-
like private drives, and private drives nor shall the City have any
obligation to accept such private streets, street-like private drives, and
private drives.
. . .
Section 19. That the Land Use Code is hereby amended by the addition of a
new Division 4.29 which reads in its entirety as follows:
DIVSIION 4.29 PLANNED DEVELOPMENT OVERLAY DISTRICT (P-D-O-D)
(A) Purpose and Applicability.
(1) Purpose. The Planned Development Overlay District
(“PDOD”) is a district within certain areas of the City designed to
provide an optional process for reviewing an applicant’s
compliance with the applicable land use, design and development
standards established by underlying zone districts and Article 3 of
this Land Use Code. The district is intended to further the City’s
sustainability goals as set forth in City Plan, and to provide
flexibility in the design of development to best utilize the potential
of sites that are characterized by exceptional geographic features,
topography, size, shape and/or the constraints of existing
development. The district is intended to provide a development
review process that encourages heightened dialogue and
collaboration among applicants, affected property owners,
neighbors and City staff.
(2) Applicability. Any property located within the PDOD (Figure 22)
shall be eligible to develop according to the standards set forth in
15
Section D instead of the development standards in Article 3 and
the underlying zone district, at the option of the developer.
(a) In order to utilize the PDOD zone district regulations, the
proposed development must be under single ownership or
control to ensure that there is a single entity responsible for
completing the project. The applicant shall provide
sufficient documentation of ownership or control to
indicate the development will be completed in its entirety
by a signal entity as proposed.
(b) If a property is not located within the PDOD, it may be
deemed eligible by the Director to be placed in the district,
provided that at least fifty (50) percent of the site abuts
developed land and that the applicant can demonstrate that
one or more of the following criteria have been met:
1. The site has exceptional physical conditions,
including but not limited to irregular or odd-shaped
lots, or lots with significant topographical barriers;
or
2. The site has been previously developed.
Figure 22
16
(B) Permitted Uses.
(1) Any use permitted in the underlying zone district is permitted in
the PDOD.
17
(2) Any use permitted in any other zone district of the City will be
permitted, only if such use conforms to all of the following
conditions:
(a) Such use is designed compatibly with the other listed
permitted uses in the underlying zone district to which it is
added;
(b) The impacts of such use will be mitigated to the maximum
extent feasible;
(c) Such use, whether a use permitted in the underlying zone
district or a use permitted in any other zone district of the
City, complies with the land use standards contained in
paragraph (D) of this Section.
(C) Prohibited Uses. There are no expressly prohibited uses in the PDOD
zone district except those uses listed in Section 4.28(C)(1 through 9) of
this Land Use Code, and uses that are not listed as permitted uses in any
zone district of the City.
(D) Land Use Standards. Development in the PDOD shall comply with the
following:
(1) Divisions 3.3 and 3.7 through 3.11 of Article 3 of this Land Use
Code in their entirety;
(2) The “General Standards” of all Sections in Divisions 3.2, and 3.4
through 3.6;
(3) Section 3.4.7 Historic and Cultural Resources in its entirety; and
(4) Any development in the PDOD must also score at least forty-five
(45) points from at least four (4) categories as established on the PDOD
performance matrix (Figure 23).
Figure 23
Application of the Planned Development Overlay Disrict
(PDOD) Performance Matrix
18
The following provides clarification on how projects will be evaluated under the Planned
Development Overlay District Performance Matrix and provides more detailed
definitions for the performance criteria contained in the matrix.
The performance criteria established in this performance matrix are not intended to
supersede any requirements established in other documents governing public rights-of-
way such as the Municipal Code, Larimer County Urban Area Street Standards, and the
City’s Streetscape Design Standards and Guidelines. Any proposal to implement
performance criteria within public rights-of-way is subject to additional review under the
criteria previously established within the appropriate other documents.
Performance Matrix Evaluation
An applicant may choose which of the performance criteria to incorporate within the
development project and will be assigned a score. A minimum of forty-five (45) points
must be obtained from at least four (4) of the seven (7) performance categories in order
for the development project to be approved.
An applicant may receive a score of 0, 2, or 4 if a particular criterion has been established
in the matrix as being of significant value to the City. The numerical score is assigned
based upon the following:
0 Failure to implement the criterion.
2 Minimal implementation and/or quality of the criterion given the constraints and
opportunities of the site.
4 Standard implementation and/or quality of the criterion given the constraints and
opportunities of the site.
An applicant may receive a score of 0, 1, or 2 if a particular criterion has been established
in the matrix as being of lesser value to the City. The numerical score is assigned based
upon the following:
0 Failure to implement the criterion.
1 Minimal implementation and/or quality of the criterion given the constraints and
opportunities of the site.
2 Standard implementation and/or quality of the criterion given the constraints and
opportunities of the site.
Some of the criteria are worded such that they will either be implemented or not,.
Therefore, there are no degrees of implementation for these criteria. Depending upon the
value of the criterion to the City, the numerical score is assigned based upon the
following:
0 Failure to implement the criterion.
1/2/4 Implementation of the criterion given the constraints and opportunities of the
site.
19
Applicant Innovation or Outstanding Performance
Within each performance category is a criterion that is intentionally left blank and can be
completed by the applicant. The purpose of this criterion is to encourage innovative
techniques not otherwise identified within the performance matrix. An applicant must
clearly describe the proposed technique and how it will promote established City policies
relevant to the particular category. Furthermore, an applicant may receive points for
performing exceedingly well in a particular category. There is no limit to the number of
“applicant innovations” within each category. The numerical score for an innovation or
outstanding performance is assigned based upon the following:
0 Failure to implement the criterion.
2 Minimal implementation and/or quality of the criterion given the constraints and
opportunities of the site.
4 Standard implementation and/or quality of the criterion given the constraints and
opportunities of the site.
8 Maximum implementation and/or outstanding performance in the category given the
constraints and opportunities of the site.
Definitions:
Environmental Health
1.5 See Section 3.2(E)(3) of the Land Use Code that details the considerations associated
with waterwise, or xeriscape, landscaping.
1.15
See the Land Use Code definitions in article V: Tree, significant shall mean any tree
with a DBH of six (6) inches or more. Section 3.2.1(F) describes in detail what a
significant tree is within the City of Fort Collins.
Economic Health
4.2
&
4.3
Primary job shall mean a job that derives fifty (50) percent or more of its income
and purchases outside of the City and sells fifty (50) percent or more of its
products or services outside of the City.
4.8 Underdeveloped or underutilized – shall mean a parcel/lot with less than twenty-
five (25) percent of its total land area developed or utilized.
Culture, Parks, and Recreation
5.5
Natural play area shall mean a natural playground, natural playscape, green
playground or natural play environment is an area where children can play with
natural elements such as sand, water, wood and living. Natural play areas must be
designed for active play and preferably by a landscape architect.
Safety and Wellness
6.7
Floatable materials shall mean any material that is not secured in place or
completely enclosed in a structure, so that it could float off site during the
occurrence of a flood and potentially cause harm to downstream property owners,
20
or that could cause blockage of a culvert, bridge or other drainage facility. This
includes, without limitation, lumber, vehicles, boats, equipment, trash dumpsters,
tires, drums or other containers, pieces of metal, plastic or any other item or
material likely to float. Floatable materials shall not include motor vehicles parked
temporarily on property for the purpose of customer or employee parking, or a
business's temporary outdoor display of inventory during its usual hours of
operation.
6.8 Fill shall mean a deposit of materials of any kind placed by artificial means.
6.9
Dryland Access shall mean a gravel, paved or concrete access route that connects
a structure to a Dry Public Street, that is constructed above the base flood
elevation, and that is of sufficient width to accommodate both emergency vehicles
and other emergency access during evacuation of the site, considering the
estimated number of people using the site and the expected mode (car, walking) of
evacuation.
Planned Development Overlay District (PDOD)
Performance Matrix
Applicant must score 45 points at minimum from at least 4 categories.
* Definitions are available in the Appendix. Points
Culture, Parks, Recreation
1.1 Incorporates art, sculpture or fountains viewable to the public. 0 1 2
1.2
Designates the site, structure(s) or object(s) determined to be
individually eligible as a local landmark designation or for
individual listing in the State or National Register of Historic
Places.
0 2 4
1.3
Provides a plaza, pedestrian mall, public square, park or other
similar public open space within the project. 0 2 4
1.4
Rather than creating play spaces dominated by turf/sod grasses,
incorporates natural play opportunities into the site.* 0 2 4
1.5
Site is located within ¼ mile of an existing (4 points) or planned
(2 points) bike or other recreational trail and provides a
pedestrian/bike connection to the trail.
0 2 4
1.6
If the site/building is eligible for local landmark designation,
participate in a complementary design review with the Landmark
Preservation Commission, and incorporate feedback into the final
design.
0 2
1.7
If the site/building is eligible for local landmark designation,
participate in the Design Assistance Program administered
through the Historic Preservation Department, and incorporate
feedback into the final design.
0 4
1.8
Demonstrates innovation or outstanding performance to promote
the City’s culture, parks, and recreation policies: 0 2 4 8
21
Economic Health
2.1
Creates or retains at least one locally-owned business, meaning a
business enterprise (sole proprietorship, partnership, limited
liability company, corporation, or other similar business entity)
with headquarters located within a 40 mile radius from the City's
Growth Management boundary.
0 1 2
2.2 Retains existing primary jobs.* 0 2
2.3 Creates at least 5 new primary jobs.* 0 2 4
2.4
At least one (1) business created or retained by the project is
associated with one of the City’s established Targeted Industry
Clusters (Bioscience, Water, Clean Energy, Software/Hardware,
Uniquely Fort Collins).
0 1 2
2.5
At least ten (10) percent of residential units are affordable to
households earning between sixty (60) -eight (80) percent of Area
Median Income (AMI).
0 1 2
2.6
At least ten (10) percent of residential units are affordable to
households earning less than sixty (60) percent of Area Median
Income (AMI).
0 2 4
2.7
Employes at least one (1) local contractor for
design/construction/deconstruction work, meaning a City-
licensed contractor with headquarters located within a forty (40)
mile radius from the City's Growth Management boundary.
0 1 2
2.8 Site is undeveloped, underdeveloped, and/or underutilized.* 0 2
2.9 Site is located within the boundary of an Urban Renewal Plan
Area or the Downtown Development Authority. 0 2
2.10
Locates site within one quarter (¼) mile of an existing (4 points)
or funded (2 points) Bus Rapid Transit (BRT) stop along the
Mason Corridor.
0 2 4
2.11 Assembles two (2) or more lots/parcels. 0 2 4
2.12 Demonstrates innovation or outstanding performance in
promoting the City’s economic health policies: 0 2 4 8
Environmental Health
3.1 Designs and builds at least one (1) principal building to be
eligible for LEED certification. 0 2 4
3.2
Designs and builds all buildings to exceed the City’s Building
Energy Code by at least ten (10) percent. 0 2 4
3.3
Uses runoff from small rainfall events (total rainfall of .5 inches or less) for
landscape irrigation and/or onsite infiltration. Choose from all techniques listed
in 1.3a-j below which are described in detail in the City's Stormwater Criteria
Manual:
3.3a Contains grass buffer. 0 1 2
3.3b Contains srass swale. 0 1 2
22
3.3c Contains bioretention (rain garden or porous landscape
detention). 0 2 4
3.3d Contains green roof. 0 2 4
3.3e Contains extended detention basin (EDB). 0 2 4
3.3f Contains sand filter. 0 1 2
3.3g Contains wet pond with water quality capture volume (WQCV). 0 2 4
3.3h Contains constructed wetland pond. 0 2 4
3.3i Contains constructed wetland channel. 0 2 4
3.3j Contains permeable pavement. 0 2 4
3.4 Uses paving materials with a Solar Reflective Index (SRI) of at
least twenty-nine (29). 0 1 2
3.5 Uses at least fifty (50) percent waterwise landscaping materials.* 0 1 2
3.6 Uses native plants for landscaping as defined in the Fort Collins
Native Plants guide. 0 1 2
3.7
In mixed-use and non-residential developments, includes recycle
containers adjacent to other waste collection receptacles in areas
accessible to the public.
0 1 2
3.8
Implements a three (3)-bin waste system by providing space for
trash, recycling, and composting accessible to residents and/or
tenants.
0 2
3.9
Restores preexisting degraded natural resources area on or
adjacent to the site, e.g. wetlands, native grasslands, riparian
forests, streams.
0 2 4
3.10
If the site is contiguous with a natural area or natural habitat or
feature, creates internally contiguous habitat opportunities on a
minimum of ten (10) percent of the overall land area of the site.
0 1 2
3.11
Designs and incorporates on-site renewable energy for at least
five (5) percent of total energy generation using technologies
such as solar, wind, geothermal, or biomass.
0 2 4
3.12
Designs and builds at least one (1) building so that it will readily
accommodate the installation of solar photovoltaic panels or solar
thermal hot water heating devices, including all necessary
conduit, chases, roof penetrations, roof pitch, and orientation.
For projects with multiple buildings, designs and builds at least
twenty (20) percent to be solar ready as described.
0 1 2
3.13
Uses any combination of solar reflective index (SRI) compliant
and vegetated roofing materials, provided they collectively cover
at least seventy-five (75) percent of the total project roof area.
0 2 4
3.14
Specifies and installs high efficiency equipment such as water
heaters, appliances, furnaces or air conditioning units in any
newly constructed or renovated buildings.
0 2
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3.15
Protects valuable features including creeks, significant trees and
wetlands and, to the maximum extent feasible, integrate such
features into the overall design of the site as shared amenities.*
0 1 2
3.16
Provides space and equipment for shared
trash/recycling/composting activities and coordinates with
adjacent property owners to establish service sharing for waste
removal.
0 2 4
3.17
Re-uses deconstructed materials in the construction of new
buildings and/or other site features. 0 2 4
3.18
Provides and retrofits water quality treatment beyond minimum
requirements established in the City's Stormwater Criteria
Manual, including treatment for the original developed site, the
redeveloped portion, and any newly developed area.
0 1 2
3.19
Detains off-site runoff (identify source and provide adequate
volume of storage) beyond minimum requirements established in
the City's Stormwater Criteria Manual.
0 1 2
3.20
Coordinates with adjacent property owners to share water quality
and detention systems and/or facilities. 0 2 4
3.21 Provides on-site composting system(s) to process the site’s
organic waste. 0 1 2
3.22
Develops and implements a long-term vegetation management
plan that ensures proper training for staff, addresses weed
management and native plant establishment, and provides a
funding mechanism to address problems when they occur.
0 4
3.23
Demonstrates innovation or outstanding performance in
promoting the City’s environmental health policies: 0 2 4 8
High Performing Community
4.1
Implements citizen engagement best practices throughout their
development review process such as an extra neighborhood
meeting, design-charrette with neighbors, or interactive project
blog. Provides the City with a written assessment of surrounding
neighborhood needs and concerns, and indicates how those needs
and concerns are being addressed by the project design.
0 4
4.2
The business(es) occupying the development is (1 point) or will
become (2 points) a City of Fort Collins Climate Wise partner. 0 1 2
4.3
Participates in the City’s Integrated Design Assistance Program
(IDAP) administered through the Utilities Department using the
Prescriptive Approach.
0 2
4.4
Participates in the City’s Integrated Design Assistance Program
(IDAP) administered through the Utilities Department using the
24
and provide the City with a written assessment of the identified
concerns, and address how those are being addressed by the
project.
4.6 Demonstrates innovation or outstanding performance to promote
the City’s high performing community policies: 0 2 4 8
Livability
5.1
Includes two (2) or more use types. No one use shall amount to
less than ten (10) percent or more than eighty (80) percent of the
total development gross floor area. Individual phases of projects
may have a lesser mix if the applicant provides assurances
acceptable to the City that later phases will produce the required
overall mix.
0 2 4
5.2
Locates any residential component of the project within one-half
(½) mile of at least four of the following community facilities:
school, library, childcare or daycare, health care facilities,
community centers, family and human services, community
assembly use, park, recreation facility, public safety, public
buildings.
0 2
5.3 Adapts or re-uses at least one (1) existing non-accessory building
on the site. 0 2 4
5.4 Incorporates a mix of two (2) or more uses vertically. 0 4
5.5
Uses natural stone, synthetic stone, brick and/or concrete
masonry units (solely or in combination) to cover the first floor
elevation on exterior buildings that are visible to the public.
0 1 2
5.6
Adapts and incorporates prominent or distinctive design elements
from neighboring structures, e.g. rooflines, recesses, projections. 0 1 2
5.7
Designs the first floor of mixed-use building(s) so it can
accommodate commercial/retail and residential uses. 0 2
5.8
Includes neighborhood-serving retail in the project, e.g. grocery
store, dry cleaner. 0 1 2
5.9
Demonstrates innovation or outstanding performance in
promoting the City’s community and neighborhood livability
policies:
0 2 4 8
Transportation
6.1 Site is located within one-quarter (¼) mile of existing (4 points)
or planned (2 points) transit stop. 0 2 4
6.2
Provides or enhances an existing pedestrian connection from the
site to an existing or funded transit stop. 0 2 4
6.3
Provides at least one (1) preferred parking space for carpool,
shared-use, and/or other alternatively-fueled vehicles along
street-like private drives and/or parking lots for every twenty-five
(25) parking spaces.
0 1 2
25
6.4
Uses street-like private drives for internal roadway connections
where connections are not necessary to be public streets. 0 1 2
6.5
Establishs pedestrian and bicycle Level Of Service (LOS) A as
defined in the Fort Collins Multimodal Transportation Level of
Service Manual.
0 1 2
6.6
Provides at least one (1) charging station (“plug-in”) along street-
like private drives and/or parking lots for electric/hybrid vehicles. 0 2 4
6.7 Provides secured and covered bicycle storage spaces for residents
or employees. 0 2 4
6.8
Provides or enhances an existing public area and/or facility on
site for awaiting transit passengers. 0 1 2
6.9
Provides bicycle parking spaces greater than ten (10) percent of
the total number of automobile spaces. 0 2 4
6.10 Provides structured or below-ground parking (reduced parking
footprint). 0 2 4
6.11
Provides employees with at least one (1) shower per gender on-
site for every thirty (30) bicycle parking spaces. 0 2 4
6.12 Devotes less than twenty-five (25) percent of site to surface
parking. 0 1 2
6.13 Site is located within one-quarter (¼) mile of a vehicle share
station (auto and/or bike share). 0 2 4
6.14
Coordinates with adjacent property owners to provide shared auto
parking facilities for the development. 0 2 4
6.15 Demonstrates innovation or outstanding performance in
promoting the City’s transportation policies: 0 2 4 8
Safety and Wellness
7.1
Provides at least twenty (20) percent of the total landscaping with
plants that are edible or produce edible material, e.g. fruit or nut-
bearing trees.
0 1 2
7.2
Provides managed open space for a community garden or
composting activity with fencing and/or irrigation as needed. 0 2 4
7.3 Installs fire sprinkler systems in all single-family residential
units. 0 4
7.4
Provides an emergency evacuation plan which identifies
important safety features of all buildings, such as exit routes and
internal shelter locations (in case of tornados), safety equipment
such as fire escape ladders or extinguishers, and locations of
shutoffs for gas, water, and electricity.
0 2
7.5 Locates development outside of the flood fringe. 0 4
7.6
If the site is adjacent to a culvert or bridge, relocates buildings
and/or raises the elevation of the lowest floor (including
basement and crawlspace) to minimize flood damage should the
0 2 4
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culvert or bridge become blocked by debris during a 100-year
flood.
7.7
Refrains from putting floatable materials on a site in the
floodplain fringe of any FEMA or City floodplain.* 0 2 4
7.8 Does not put fill in the 100-year flood fringe.* 0 4
7.9 Provides dryland access for 100-year flood.* 0 2 4
7.10 Demonstrates innovation or outstanding performance in
promoting the City’s safety and wellness policies: 0 2 4 8
Introduced, considered favorably on first reading, and ordered published this 6th
day of March, A.D. 2012, and to be presented for final passage on the 20th day of March,
A.D. 2012.
_________________________________
Mayor
ATTEST:
_____________________________
City Clerk
Passed and adopted on final reading on the 20th day of March, A.D. 2012.
_________________________________
Mayor
ATTEST:
_____________________________
City Clerk
Whole Building Approach.
0 4
4.5
Utilizes alternative dispute resolution processes, e.g. mediation,
to engage surrounding neighbors in the project design process 0 4
space and a ½ time office manager. The staff
liaison is from the Office of Community support
(by ordinance.) She estimated SC took 10% of
her time over a year (workload varies.)
DSCI is a private non‐profit organization. Each SC has it’s own Board and Chairs. Major
fundraising event every two years. Each SC also expected to do their own fundraising.
Office of Community Support does occasional letter writing, scheduling with Mayor
and Council members, hosting of receptions. Funds for this and small gifts provided by
Office of Economic Development (not a line item, just discretionary funds.)
Lakewood
Citizen Volunteer‐Carol Gent
303‐985‐7570
http://lakewoodsistercities.org/
4 No. Occasional
small gifts and
meals for visitors.
Do pay SCI
membership.
No official staff support, although the Mayor’s
office helps to arrange scheduling for visits,
providing small gifts and tickets for theater
productions.
Lakewood SC is a non‐profit membership organization with a volunteer Board. Music
exchanges and year‐long student exchanges.
All volunteer run since 1977.
Boulder
Susan Kohl‐Deputy City Clerk
303‐441‐3008
7 Pay SCI dues. Any
$ spent comes
from the City
Manager budget.
Susan attends quarterly meetings and helps
with logistics when there are events planned.
Last year was a big year (the City spent $6500)
and more staff time was required.
Each of the 7 SC has its own non‐profit, board, and fund raising responsibilities.
Council resolution outlines City involvement and process for adding additional cities.
SC are citizen initiated. 501‐c3 must already be established. They do have a SC general
fund line that is usually around 5k
Sister Cities (SC) Comparison Table ATTACHMENT 6