HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 07/14/2015 - BOARDS AND COMMISSIONS PERIODIC REVIEWDATE:
STAFF:
July 14, 2015
Christine Macrina, Boards and Commissions Coordinator
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Boards and Commissions Periodic Review.
EXECUTIVE SUMMARY
The purpose of this item is to review the boards and commissions whose duties and function most closely align
with the Community and Neighborhood Livability Key Outcome Areas.
These are:
Human Relations Commission
Affordable Housing Board
Commission on Disability
Community Development Block Grant Commission
Landmark Preservation Commission
Senior Advisory Board
Women’s Commission
Zoning Board of Appeals
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
Upon completion of board or commission review and discussion:
1. A statement that the board should continue without alteration; or
2. Direction to staff to prepare legislation to make any modification to the Board or Commission, such as; the
number of members, duties, functions, etc.
BACKGROUND / DISCUSSION
A Periodic Review Process for the boards and commissions was adopted on February 20, 2001. On November
18, 2014, the Periodic Review schedule was modified by Resolution 2014-105, to coincide with the adopted
Boards and Commissions Alignment to the Seven Key Outcome Areas and as a part of updating the Boards and
Commissions Manual staggering reviews; each board or commission will be reviewed approximately every four
years.
The 2015 review includes the following boards and commissions:
Human Relations Commission
Affordable Housing Board
Commission on Disability
Community Development Block Grant Commission
Landmark Preservation Commission
Senior Advisory Board
Women’s Commission
Zoning Board of Appeals
July 14, 2015 Page 2
In accordance with the adopted review process, each of the boards listed above completed a self-assessment
questionnaire. Attached to each questionnaire is the City Code description of the board’s duties, the most recent
work plan, annual report, and bylaws. The Role of Council Liaisons to Boards and Commissions is also attached
to define the description of the Council Liaison as it relates to direction, communication, facilitation and meeting
attendance for boards and commissions.
The Council’s review will consist of the following questions:
What does the board do? (Current functions)
Does the City need a board that does this?
If so, should any of the duties of the board be changed?
Can any of the duties of this board be consolidated with another board?
Is the size of the board appropriate?
Is the work done by the board beneficial and useful to the Council?
The Chairperson, Vice-Chairperson or a representing member from each of the boards and commissions has
been invited to join the Council during the review of each board or commission. The discussion at the work
session is intended to assist the Council in determining whether it should:
Continue the board without alteration of duties or composition.
Continue the board with amendment to duties and/or composition.
Eliminate the board and its duties.
Eliminate the board and transfer of some or all duties to other existing board(s).
ATTACHMENTS
1. Community and Neighborhood Livability Description (PDF)
2. Human Relations Commission (PDF)
3. Affordable Housing Board (PDF)
4. Community Development Block Grant (PDF)
5. Landmark Preservation Commission (PDF)
6. Senior Advisory Board (PDF)
7. Womens Commission (PDF)
8. Zoning Board of Appeals (PDF)
Key Strategic Outcome
Community & Neighborhood Livability - Provide a high quality built environment and support quality, diverse
neighborhoods
Strategic Objectives
1.1. Improve access to a broad range of quality housing that is safe, accessible and affordable.
1.2. Preserve the significant historical character of the community.
1.3. Direct and guide growth in the community through appropriate planning, annexation, land use and
development review processes.
1.4. Preserve and provide responsible access to nature.
1.5. Preserve and enhance the City’s sense of place.
1.6. Promote health and wellness within the community.
1.7. Leverage and improve collaboration with other service agencies to address the prevention of
homelessness, poverty issues and other high priority human service needs.
1.8. Expand organizational and community knowledge about diversity, and embrace cultural differences.
1.9. Develop clear goals, strategic definition and description of the City’s social sustainability role within
the community.
1.10. Address neighborhood parking issues.
1.11. Maintain and enhance attractive neighborhoods through City services, innovative enforcement
techniques, and voluntary compliance with City codes and regulations.
1.12. Foster positive and respectful neighbor relationships and open communication, as well as provide
and support conflict resolution.
Community Dashboard Outcome Metrics
1. Housing Opportunity Index
2. Number of Affordable Housing Units Resourced
3. Number of Noise Complaints
4. Response Time to Graffiti Removal
5. Voluntary Code Compliance
ATTACHMENT 1
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BOARDS AND COMMISSIONS
PERIODIC REVIEW QUESTIONNAIRE
BOARD/COMMISSION NAME: Human Relations Commission DATE PREPARED: June 19, 2015
LIST OF MEMBERS:
1. Victor Smith Chair 7. Preety Sathe
2. Colleen Conway Vice Chair 8. Mary Vivo
3. Myles Crane
4. Christine Hays
5. Joseph Leske
6. Jimena Sagas
1. Please indicate the Key Outcome Areas this Board/Commission is aligned with, using (1) for the
primary connection, (2) for second largest connection, and (3) for third connection:
1 Community and Neighborhood Livability Culture and Recreation
Economic Health Environmental Health
3 High Performing Government 2 Safe Community Transportation
2. How do the current duties of the board, as defined by City Code, align with the Key Outcome
Areas identified above? What duties would you suggest be added and/or deleted?
Community and Neighborhood Livability
Connection to HRC:
• Adequate and safe public facilities
• To serve existing development
• Ways to accommodate multiple means of travel
• Quality, accessible and affordable housing
• Addressing the impact of increasing poverty and homelessness.
HRC Corresponding Duties:
To promote positive interaction among all City residents and to discourage all forms of
discrimination based upon the diversified values and individual differences of such residents
by:
a. Developing and promoting educational programs and activities that advocate awareness
and respect for diversity;
b. Cooperating with and providing leadership and support for other groups interested in
promoting value and respect for diversity and positive intergroup relations;
c. Educating City residents about existing local, state and federal laws dealing with discrimination;
d. Performing such functions as are committed to it by other ordinances or resolutions of the City.
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HRC has no suggested additions or deletions.
Safe Community
Connection to HRC:
A safe non-threatening city in which to work, learn and play.
HRC Corresponding Duties:
To promote positive interaction among all City residents and to discourage all forms of discrimination
based upon the diversified values and individual differences of such residents by:
a. Developing and promoting educational programs and activities that advocate awareness and
respect for diversity;
b. Cooperating with and providing leadership and support for other groups interested in promoting
value and respect for diversity and positive intergroup relations;
c. Educating City residents about existing local, state and federal laws dealing with
discrimination;
d. Performing such functions as are committed to it by other ordinances or resolutions of the
City.
HRC has no suggested additions or deletions.
High Performing Government
Connection to HRC:
• Effective and efficient local governance where all voices in the community are valued.
• A collaborative and community based approach to problem solving.
• Promoting a values-driven organizational culture that reinforces ethical behavior, exercises
transparency and maintains the public trust.
HRC Corresponding Duties:
a. Reviewing proposed legislation, policy changes or other governmental action at the federal, state or
local level which may affect human rights in the City and making recommendations to the City
Council regarding the same;
b. Recommending to the City Council such actions as may be necessary or advisable to achieve:
Equal employment opportunities for all persons; Equal housing opportunities for all persons; Equal
public accommodation opportunities for all persons; and Positive community relations in all fields of
governmental endeavor;
c. Assisting residents of the City in utilizing the complaint procedure under Chapter 13, Article II of the
Code and to hear appeals from decisions of the City Manager as provided in Subsection 13-23(b) of
the Code; provided, however, that any members of the Commission who have rendered assistance
to particular complainants shall refrain from participating in the Commission's review of any
decisions of the City Manager related to such complainants;
d. Facilitating the review of citizen complaints concerning the actions of City police officers or
community service officers by:
• Designating volunteers from the public or from the Commission's own membership to
assist individual citizens who wish to file such complaints;
• Assisting citizens who have language barriers in the completion of complaint
forms;
• Soliciting assistance from other social agencies in notifying the public about the
complaint process;
• Communicating with other similar Commissions in order to share experiences and become
more sensitive to potential problems
e. Making reports to the City Council concerning the activities and recommendations of the
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Commission;
f. Performing such functions as are committed to it by other ordinances or resolutions of the City.
HRC has no suggested additions or deletions.
3. Regarding the board’s annual Work Plan:
Please note that we are completing the 2014 – 2015 work plan and we will create the 2016 work plan in
November.
A. How is the Work Plan aligned with the Key Outcome(s) identified above?
The HRC Work Plan supports Community and Neighborhood Livability and Safe Community through
our Educational Outreach Committee emphasis on educating our community, through public
comments at our monthly meetings, through guest speakers from various community organizations
and through individual HRC board member liaisons with many local agencies and organizations. For
example, the HRC partnered with the Harmony Public Library to present mental health forums on a
wide range of topics that will hopefully de-stigmatize mental illness. Over 300 community members
attended these forums and the topics included defining mental health, focusing on mental health
statistics within Larimer County, PTSD, suicide prevention, mental health issues and the public
schools, the justice system, and the homeless population. The last forum takes place in July 2015
and it will focus on how our community can help take the stigma out of mental illness. A document
will be made available by the end of the year that includes community member feedback. In addition,
the HRC annually recognizes community members who support diversity through the HRC Awards
Event. The HRC supports the development of the Multicultural Diversity Retreat and plans to send
one member to help the HRC’s future efforts become more aligned with these diversity goals.
High Performing Government
The HRC Government Relations Committee acts as the primary contact for the Citizen Liaison
program that assists citizens of Fort Collins in filing complaints with FCPS as well as gathering
information on upcoming and current legislation and local issues concerning diversity. HRC members
take turns attending City Council meetings and report back to the Commission as well as informing
Council as needed. One HRC member attends the Citizen Review Board meetings to provide input
and assistance as needed.
B. How is the Work Plan aligned with the City’s Strategic Plan?
This is addressed under A. above.
C. How is the Work Plan aligned with the Agenda Planning Calendar (Six Month Calendar)?
The HRC liaison informs the Commission whenever there is an event or meeting that matches the
Work Plan and goals.
D. Does the board effectively accomplish its annual Work Plan?
We do accomplish our goals but may need to make adjustments as community issues arise and take
precedence. For example, City Council requested the HRC to investigate issues reported by
members of the Alta Vista, Andersonville, and Buckingham communities concerning gentrification,
noise pollution, and clashes with brewery patrons.
4. Are board meetings conducted in an effective manner (do the meetings start on time? Are discussions
focused around the agenda topic, etc.)? What could be done to improve board meetings?
HRC board meetings are well organized, begin on time, and cover agenda items unless there has been a
last minute mandate. See D. above. The HRC welcomes all City Council members to attend one or more
of our meetings. The HRC has no suggestions for improvements.
5. Is the current size of the board appropriate? If not, what suggestions would you make?
During the past four years, the HRC has lost one or more members annually. These members were not
replaced until the next application process. The work plan is based on 9 members and due to the fact the
HRC has had to implement it with 8, 7 or 6 members, we request that a mid-year recruitment be added so
that our Commission as well as others who need added membership be supported.
6. Please describe the effectiveness of the communications between the Board and Council. What could be
done to improve these communications?
The HRC has an excellent relationship with City Government due to our connection with Christine
Macrina (Boards and Commissions Coordinator) and with Beth Sowder (Staff Liaison). We receive quick,
vital and interesting information from both offices and the HRC can count on both individuals to help with
planning and execution of our Work Plan. After several years in which Mayor Weitkunat was Council
Liaison, the HRC looks forward to establishing a strong relationship with Bob Overbeck, its new Council
Liaison and look forward to meeting him at a future HRC meeting.
7. Other?
a. The HRC acknowledges special appreciation for having the City’s Director of Social Sustainability,
Beth Sowder as its Staff Liaison. HRC values the contributions Beth makes at our meeting as well as
the contributions of Recorder Michele Scalva.
b. The HRC supports initiatives by the City to convene interested B&C members to address “Super
Issues” and the HRC encourages City Management to continue promoting this practice. HRC also
welcomes any appropriate collaborative efforts with the Commission on Disability, the Women’s
Commission and the Youth Advisory Board and any other Boards and Commissions as needed.
c. Most B&C’s have limited if any opportunities to meet with several Council members at any single
event. In December 2014, HRC was pleased that six of seven Council members attended the annual
Human Relations Awards for our community. The HRC appreciates the work that Council does for our
City and looks forward to continuing to provide advisory support.
Attachments:
a. City Code description of duties
b. Current Work Plan
c. Current Annual Report
d. Current Bylaws
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Fort Collins Human Relations Commission
2015 Work Plan
As Community leaders and advisors to City Council, we research, deliberate and
take proactive and responsive measures to promote the dignity of individuals and
groups in Fort Collins. HRC Mission Statement
For 2015, the Fort Collins Human Relations Commission will continue with a
broad plan for supporting human relations issues that are pertinent to the City of
Fort Collins consistent with aligning their focus on City Outcomes such as
Community and Neighborhood Livability and Safe Communities. Responsibilities
are divided among HRC’s four Committees, but are not exclusive to any one
Committee. Our Commission has pledged to become informed about human
relations issues and events within Fort Collins and recommend appropriate
action to City Council.
Below are HRC’s Goals followed by a brief synopsis of HRC’s Standing
Committee structure, functions and ongoing responsibilities.
GOALS
HRC has established the following goals for 2015:
1. The HRC has developed this Work Plan for 2015 aligning its goals with
City outcomes for Community and Neighborhood Livability and Safe
Community.
2. The HRC will continue to recognize members of the community at an
annual HRC Awards event in collaboration with the Senior Advisory Board
and possibly the Youth Advisory Board.
3. The HRC will present a series of educational programs with the goal to
end stigmatization connected with mental health issues.
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4. The HRC will support educational outreach initiatives in collaboration with
various constituencies for Fort Collins to be recognized as a healthy age-
friendly community.
5. The HRC has communicated the Commission’s support to Council for a
multi-cultural diversity conference or other diversity activities as currently
under consideration by the City. If such events are approved, the HRC will
designate a commissioner or community member to participate in the
planning.
6. The HRC will streamline the publicity process for its event planning
including development of a media resources plan and kit consistent with
the City’s standards and practices.
7. The HRC will provide a mentoring program to welcome new members and
provide seamless integration to orient them to committee assignments.
8. The HRC will continue its role as a proactive advisory resource for City
Council concerning equity and social justice.
The EXECUTIVE COMMITTEE shall…
• Determine meeting agendas for monthly HRC meetings and special meetings.
• Maintain regular communication with HRC’s City Council Liaison and City
Council.
• Delegate issues for resolution to standing or to special committees.
• Provide support to HRC committees as needed.
• Call special meetings when problem resolution of urgent issues is needed.
The GOVERNMENT RELATIONS COMMITTEE shall…
• Act as primary point of contact for the Citizen Liaison Program which assists
citizens in filing complaints with Fort Collins Police Services. Coordinate with
Police Services to train people in the Citizen Liaison Program and to allow
effective utilization of the program within the complaint process. Maintain a list
of interpreters to assist with translation in filing complaints.
• Keep a calendar of City Council meetings and solicit HRC members to
monitor City Council agendas and attend or view meetings as appropriate;
develop protocol for attendance at City Council meetings; specifically
monitoring the Community Open mic period at the beginning of Council
sessions. Address City Council as needed and report back to the HRC.
• Attend Citizen Review Board meetings and provide assistance upon its
request.
• Help to educate citizens and recommend actions which promote positive
relations among community members, Fort Collins Police Services and
the Citizen Review Board.
• Review proposed legislation, policy changes or other governmental action at
the federal, state or local level which may affect human rights and civil
liberties inthe City in order to make recommendations regarding the same, as
appropriate.
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• Research and recommend actions necessary to achieve: equal employment
opportunities; equal housing opportunities; equal public accommodation
opportunities and the best possible Fort Collins government/community relations
in all fields of government.
The MEDIA/COMMUNITY RECOGNITION COMMITTEE shall…
• Foster cooperative relations with media to increase visibility of HRC’s work.
• Draft necessary articles or communication pieces to support the work of the
HRC.
• Plan, coordinate and execute an Annual HRC Awards event.
• Maintain the HRC website and brochure, working with the City staff.
The EDUCATIONAL OUTREACH COMMITTEE shall…
• Create a better understanding of community inclusivity through educational
programs and/or events relating to cultural, ethnic, racial, gender, age, disability
and/or other diversity issues.
• Keep the Commission current on topics involving diversity and equality and
advise Council on matters where action may need to be taken.
• Increase our collaboration with new and existing committees and organizations
in Fort Collins as well as pursue opportunities to coordinate and collaborate with
City Boards and Commissions that have similar functions.
• Partner with other organizations to assist in outreach programming and direct
responsiveness to queries and situations.
Submitted November 18, 2013
BOARDS AND COMMISSIONS
PERIODIC REVIEW QUESTIONNAIRE
BOARD/
COMMISSION NAME: Affordable Housing Board DATE PREPARED: June 4 2015
LIST OF MEMBERS:
1. Troy Jones Chair 7. Curt Lyons
2. Tatiana Martin Vice Chair 8.
3. Eloise Emery 9.
4. Jeffrey Johnson 10.
5. Terence Hoagland 11.
6. Diane Cohn 12.
1. Please indicate the Key Outcome Areas this Board/Commission is aligned with, using (1) for the primary
connection, (2) for second largest connection, and (3) for third connection:
1 Community and Neighborhood Livability Culture and Recreation
2 Economic Health Environmental Health
High Performing Government Safe Community 3 Transportation
2. How do the current duties of the board, as defined by City Code, align with the Key Outcome Areas
identified above? What duties would you suggest be added and/or deleted?
The board’s duties align well with the Key Outcome areas. Affordable housing is a matter of
great concern to the City’s residents and leaders The AHB provides a focal point for staff and
citizens to voice issues and work toward solutions. The Board has been instrumental in
conducting public outreach for the Housing Affordability Policy Study and for the 2015-2019
Affordable Housing Strategic Plan. The board continues to rank housing applications to assist
the CDBG Commission in allocating federal and local housing funds.
3. Regarding the board’s annual Work Plan:
A. How is the Work Plan aligned with the Key Outcome(s) identified above?
Community and Livability’s key strategic objectives, including but not limited to:
1.1 Improve access to a broad range of quality housing that is safe accessible and affordable;
1.2 Preserve the significant historical character of the community;
1.5 Preserve and enhance the City’s sense of place;
1.7 Leverage and improve collaboration with service agencies to address the prevention of
homelessness, poverty issues and other high priority human service needs;
1.8 Expand organizational and community knowledge about diversity, and embrace cultural
differences;
1.11 Maintain and enhance attractive neighborhoods through City services, innovative enforcement
techniques and voluntary compliance with City codes and regulations; and Foster positive and
respectful neighbor relationships and open communication, as well as provide and support
conflict resolution
Economic Health’s key strategic objectives including but not limited to:
3.3 Support workforce development and community amenities initiatives that meet the needs of
employers within the City;
3.7 Support sustainable infill and redevelopment to meet climate action strategies; and
3.8 Preserve the City’s sense of place.
Transportation’s key strategic objectives, including but not limited to:
6.2 Improve transit availability and grow ridership through extended hours, improved headways,
and Sunday service in appropriate activity centers;
6.4 Improve traffic flow for all modes of transporting people, goods and information to benefit
both individuals and the business community; and 6.7 Create and implement planning,
engineering and financial strategies to address adequate infrastructure within the northeast
area of Fort Collins.
B. How is the Work Plan aligned with the City’s Strategic Plan?
The Work Plan aligns with the City’s Strategic Plan in that it provides for public input on the
issue of Affordable Housing both by creating a monthly opportunity to be involves and by
having board members assigned as liaisons to:–Planning and Zoning Board; Board of Realtors;
Economic Advisory Board; Transportation Board Human Relations Commission; Commission on
Disability; and CDBG Commission.
C. How is the Work Plan aligned with the Agenda Planning Calendar (Six Month Calendar)?
Every month the Board reviews the Agenda Planning Calendar to seek information about
matters of interest so they may advise City Council appropriately. Board members are also
volunteering to attend City Council meetings and providing comments from the board as part
of Public Comment time at Council meetings.
D. Does the board effectively accomplish its annual Work Plan?
Yes, in addition to ranking all housing applications for grant funding, the Board has been
working very diligently on forming policy opinions and assisting staff with the creation of the
new Affordable Housing Strategic Plan.
4. Are board meetings conducted in an effective manner (do the meetings start on time? Are discussions
focused around the agenda topic, etc.)? What could be done to improve board meetings?
Yes, although sometimes meetings go longer than planned. The board is working on better time
management.
5. Is the current size of the board appropriate? If not, what suggestions would you make?
Yes
6. Please describe the effectiveness of the communications between the board and Council. What could be
done to improve these communications?
The Board sends memorandums or minutes to City Council to communicate and has begun
attending more Council meetings. The board hopes to meet twice with the new Council liaison
and will schedule the first of these visits soon.
7. Other comments:
Attachments:
a. City Code description of duties
b. Current Work Plan
c. Current Annual Report
d. Current Bylaws
City of Fort Collins
AFFORDABLE HOUSING BOARD
2015 Work Plan
Affordable housing is a critical component of the economic health, social equity, and
environmental justice in the city of Fort Collins. The goal is that all residents have access
to housing that is affordable to them no matter where they fall on the income spectrum.
The AHB will focus its efforts on providing education and advocacy for affordable
housing goals to the Fort Collins City Council by taking the following actions:
Continue to play a critical role in the Competitive Review process by reviewing all
affordable housing proposals and forwarding priority rankings to the Community
Development Block Grant Commission (CDBG) and the City Council.
Create a 5 year Housing Affordability Strategic Plan.
Continue to advise staff and City Council on implementation and prioritization of
strategies identified by the Housing Affordability Policy Study and advise council
on same.
Advocate for the need for housing affordability for the entire spectrum of wage
earners in our community, specifically, engaging with City Council through
written and oral communication and attending other public meetings to stress the
important relationship between economic, environmental, and social vitality, using
triple bottom line values as applied to affordable housing.
AHB members will attend City Council meetings and address Council on matters
pertaining to housing. Also, have a detailed discussion with the Board’s Council
liaison at least twice a year.
Advocate for how current and future funding meet the needs identified by existing
and upcoming policies related to housing affordability.
Review all proposed policy, regulations, and other issues (e.g., impact fees) and
provide input to the City Council on the impact of these issues on housing
affordability.
Research the potential for additional ongoing funding sources for the City’s
Affordable Housing Fund to provide financial resources to affordable housing
programs and projects.
Continue to work with staff to review and evaluate the effectiveness of the City’s
current incentives to developers to produce affordable housing units and
recommend modifications, or new incentives, or building code revisions to the
City Council.
Monitor the community’s efforts to end homelessness.
Be informed by staff of all requests for certification of affordable housing projects.
Review the Fort Collins Housing Authority’s Monthly Activity Reports.
Board members will maintain liaison positions to other groups, including:
o – Planning and Zoning Board - Troy
o – Board of Realtors - Tatiana
o – Economic Advisory Board - Terence
o – Transportation Board –Tatiana
o – Human Relations Commission – Eloise
o Commission on Disability – Eloise
o Senior Advisory Board – Diane
o CDBG Commission - Curt
The Affordable Housing Board (AHB) has an interest in 3 Key Strategic Outcome areas
in the City - Community and Neighborhood livability, Economic Health and
Transportation. During 2015, the AHB will be guided by the following City Strategic
Objectives in its work:
- Community and Livability’s key strategic objectives, including but not limited to:
1.1 Improve access to a broad range of quality housing that is safe accessible and
affordable; 1.2 Preserve the significant historical character of the community;1.5
Preserve and enhance the City’s sense of place; 1.7 Leverage and improve
collaboration with service agencies to address the prevention of homelessness,
poverty issues and other high priority human service needs; 1.8 Expand
organizational and community knowledge about diversity, and embrace cultural
differences; 1.11 Maintain and enhance attractive neighborhoods through City
services, innovative enforcement techniques and voluntary compliance with City
codes and regulations; and Foster positive and respectful neighbor relationships and
open communication, as well as provide and support conflict resolution.
- Economic Health’s key strategic objectives including but not limited to: 3.3 Support
workforce development and community amenities initiatives that meet the needs of
employers within the City; 3.7 Support sustainable infill and redevelopment to meet
climate action strategies; and 3.8 Preserve the City’s sense of place.
- Transportation’s key strategic objectives, including but not limited to: 6.2 Improve
transit availability and grow ridership through extended hours, improved headways,
and Sunday service in appropriate activity centers; 6.4 Improve traffic flow for all
modes of transporting people, goods and information to benefit both individuals and
the business community; and 6.7 Create and implement planning, engineering and
financial strategies to address adequate infrastructure within the northeast area of Fort
Collins.
Approved: February 5, 2015
BOARDS AND COMMISSIONS
PERIODIC REVIEW QUESTIONNAIRE
BOARD/COMMISSION NAME: Commission on Disability DATE PREPARED: June 28, 2015
LIST OF MEMBERS:
1. Terry Schlicting Chair 7. Hettie Hueber
2. Michael Marr Vice Chair 8. Sherri Reichow
3. Rose Luna 9. Marilee Boylan
4. Michael Devereaux 10.
5. Michelle Miller 11.
6. Leslie Efird 12.
1. Please indicate the Key Outcome Areas this Board/Commission is aligned with, using (1) for the primary
connection, (2) for second largest connection, and (3) for third connection:
1 Community and Neighborhood Livability Culture and Recreation
Economic Health Environmental Health
High Performing Government 3 Safe Community 2 Transportation
2. How do the current duties of the board, as defined by City Code, align with the Key Outcome Areas
identified above? What duties would you suggest be added and/or deleted?
Our most important Outcome Area, Community and Neighborhood Livability, aligns with equal access to
public facilities and events for all community members. Transportation also aligns with providing equal
access for everyone and insuring that design of public transport ensures access for all. Lastly, having a
safe community ensures that community members from marginalized and vulnerable populations are
able to live in an environment that promotes independence for activities of daily living.
3. Regarding the board’s annual Work Plan:
A. How is the Work Plan aligned with the Key Outcome(s) identified above?
Community and Neighborhood Livability – Promote the construction of accessible housing for all.
Work with city entities to address sidewalk navigability, or lack thereof, in Fort Collins. Develop a
service agency list for community members with disabilities.
(Strategic Objectives - 1.1; 1.3; 1.6; 1.7; 1.8 and 1.11)
Transportation – Work with Transfort and City Council to expedite the updating of city bus stops to
established accessible ADA code. As stated above, work with city entities to address sidewalk
navigability. Also, work in partnership with Dial a Ride to address any concerns related to paratransit
service.
B. How is the Work Plan aligned with the City’s Strategic Plan?
The Work Plan is aligned for the Commission to help formulate, recommend, and support such
programs and policies as it deems important to assure compliance with Section 504 of the
Rehabilitation Act of 1973, the 1990 Americans with Disabilities Act (ADA), the Fair Housing Act and
other legislation relating to persons with disabilities equal access in opportunity to all community
members. Also, to promote awareness of the issues and barriers that people with disabilities
encounter on a daily basis in the city of Fort Collins.
C. How is the Work Plan aligned with the Agenda Planning Calendar (Six Month Calendar)?
The Commission on Disability pays careful attention to the agenda of City Council so that the issues
being presented are concurrent with those being addressed by the COD.
D. Does the board effectively accomplish its annual Work Plan?
Yes, we do our best to accomplish our annual work plan, but when new issues arise, we often must
prioritize our agenda.
4. Are board meetings conducted in an effective manner (do the meetings start on time? Are discussions
focused around the agenda topic, etc.)? What could be done to improve board meetings?
Yes, I believe meetings are conducted in an effective manner and we do a good job staying on topic,
often times we get delayed because of the many requests we have for guest speakers. We have talked
about setting time limits for them, but that’s often difficult to adhere to if there are questions or
concerns from the commission members.
5. Is the current size of the board appropriate? If not, what suggestions would you make?
Yes, the current size suits us well.
6. Please describe the effectiveness of the communications between the board and Council. What could be
done to improve these communications?
We have had very effective communication with City Council, specifically Bob Overbeck. I am relatively
new in my position, but I look forward to further dialogue with members of council.
7. Other comments:
I’ve truly enjoyed my service as Chair and I look forward to the coming year.
Attachments:
a. City Code description of duties
b. Current Work Plan
c. Current Annual Report
d. Current Bylaws
2015 COD Work Plan
Mission, Vision, Values Key Strategic
Outcomes COD Action Items Strategic Objectives Supported
Vision
To provide world-class municipal
services through operational
excellence and a culture of
innovation
Mission
Exceptional service for an
exceptional community
Values
Outstanding service
innovation & creativity
respect
integrity
initiative
collaboration & teamwork
stewardship
Community & Neighborhood
Livability
Provide a high quality-built
environment and support quality,
diverse neighborhoods
Establish Liaison Committee to partner with relevant Boards, Commission, and City Departments.
o Ensure COD representation at major events relevant to Community & Neighborhood Livability.
o Extend invitations to monthly meetings to relevant Boards, Commissions, and City Departments
o Receive and respond to citizen concerns.
o Develop COD statement regarding affordable and accessible housing.
o Identify needs and develop/pursue special projects.*
Provide support for Person First Festival.
Develop service agency list. Draft letter to list agencies to introduce COD and invite representatives to
our meetings.
*Projects might include:
Partner with Ramps in Old Town
Partner with Neighborhood Services to provide Reasonable Accommodation information for
Tenant/Landlord Handbook.
Develop education materials for Barrier Free Housing
1.1. Improve access to a broad range of quality housing that is safe, accessible and affordable.
1.6. Promote health and wellness within the community.
1.7. Leverage and improve collaboration with other service agencies to address the prevention of homelessness,
poverty issues and other high priority human service needs.
1.8. Expand organizational and community knowledge about diversity, and embrace cultural differences.
1.9. Develop clear goals, strategic definition and description of the City’s social sustainability role within the
community.
1.12. Foster positive and respectful neighbor relationships and open communication, as well as provide and
support
conflict resolution.
Transportation
Provide for safe & reliable multimodal
travel to, from, and throughout the city
Establish Liaison Committee to partner with relevant Boards, Commission, and City Departments.
o Ensure COD representation at major events relevant to Transportation.
o Extend invitations to monthly meetings to relevant Boards, Commissions, and City Departments
o Receive and respond to citizen concerns.
o Develop COD statement regarding accessible transportation.
o Identify needs and develop/pursue special projects.*
*Projects might include:
Partner with Transfort to provide Ambassador/Consultant to evaluate proposed changes.
Conduct transportation survey.
Safe Community
Provide a safe place to live,
work, learn and play
Establish Liaison Committee to partner with relevant Boards, Commissions, and City Departments.
o Ensure COD representation at major events relevant to Community Safety.
o Extend invitations to monthly meetings to relevant Boards, Commissions, and City Departments
o Receive and respond to citizen concerns.
o Develop COD statement regarding community safety.
o Identify needs and develop/pursue special projects.*
*Projects might include:
Develop training for law enforcement, emergency personnel, Transfort personnel for interacting with
people with disabilities.
Develop public education focusing on safe transportation options for people with disabilities, including
use of bike lane.
Partner with SAVA.
Develop education for landlords regarding making reasonable accommodation to ensure safety for
vulnerable populations.
Explore current emergency preparedness systems and make appropriate suggestions for improvement.
5.1. Provide facilities and training capabilities to support a high caliber police force.
5.6. Improve safety for all modes of travel including vehicular, pedestrian and bicycles.
5.8. Improve community involvement, education and regional partnerships to make our community safer and
stronger.
5.9. Partner with Poudre Fire Authority to provide fire and emergency services.
Culture & Recreation
Provide diverse cultural and
recreational amenities
Establish Liaison Committee to partner with relevant Boards, Commissions, and City Departments.
o Ensure COD representation at major events relevant to Culture and Recreation.
o Extend invitations to monthly meetings to relevant Boards, Commissions, and City Departments
o Receive and respond to citizen concerns.
o Develop COD statement regarding the contribution/participation of people with disabilities to our
City’s culture.
o Identify needs and develop/pursue special projects.*
Mayor’s Awards
*Projects might include:
Partner with ARO to enhance public awareness of recreation opportunities.
2.1. Improve low and moderate income citizen access to, and participation in, City programs and facilities.
2.6. Develop a clear strategic definition and description of the City’s role in the culture and arts while leveraging
partnerships with other community organizations.
2.7. Promote a healthy community and responsible access to nature.
Economic Health
Promote a healthy, sustainable
economy reflecting community values
Establish Liaison Committee to partner with relevant Boards, Commissions, and City Departments.
o Ensure COD representation at major events relevant to Economic Health.
o Extend invitations to monthly meetings to relevant Boards, Commissions, and City Departments
o Receive and respond to citizen concerns.
o Develop COD statement regarding the contribution and potential contribution of people with
disabilities to the economic health of Fort Collins.
o Identify needs and develop/pursue special projects.*
*Projects might include:
Develop statistics regarding employment of persons with disabilities.
Develop educational materials regarding employee accessibility.
Partner with the Arc of Larimer County to support employability efforts.
Develop plan to highlight/recognize employers who hire people with disabilities (Mayor’s Awards).
3.3. Support workforce development and community amenities initiatives that meet the needs of employers within
the City.
3.4. Improve effectiveness through collaboration with economic-health oriented regional partners.
3.8. Preserve the City’s sense of place.
General
o Annual Review of By-Laws
o Develop annual work plan
o Write and submit Annual Reports
o Develop and submit annual budget
o Plan recognition for outgoing COD members
o Develop guidelines for media relations
o Develop general statement of COD purposes, responsibilities, and philosophy
BOARDS AND COMMISSIONS
PERIODIC REVIEW QUESTIONNAIRE
BOARD/COMMISSION NAME: Community Development Block Grant (CDBG) DATE PREPARED: June 30, 2015
LIST OF MEMBERS:
1. Margaret Long Chair 7. Taylor Dunn
2. Holly Carroll Vice Chair 8. Vacant
3. Anita Basham 9. Vacant
4. Catherine Costlow 10.
5. Stephanie Mertens 11.
6. Steve Backsen 12.
1. Please indicate the Key Outcome Areas this Board/Commission is aligned with, using (1) for the primary
connection, (2) for second largest connection, and (3) for third connection:
1 Community and Neighborhood Livability Culture and Recreation
2 Economic Health Environmental Health
3 High Performing Government Safe Community Transportation
2. How do the current duties of the board, as defined by City Code, align with the Key Outcome Areas
identified above? What duties would you suggest be added and/or deleted?
The CDBG Commission’s primary responsibility is to make funding recommendations to City Council in
the areas of affordable housing, public (human) service, and community development. Funding comes
from federal, City General Fund and KFCG money. This aligns with the following strategic objectives:
Community & Neighborhood Livability (CNL) Outcome Area - 1.1, 1.6, 1.7, and 1.8; Economic Health (EH)
– 3.8; High Performing Government (HPG) – 7.9.
We suggest that the CDBG Commission is involved with or makes recommendations about the use of
funds for affordable housing from the 2015 Ballot Issue #1 Building on Basics. Commission members are
chosen in part because of their experience with budgets and/or funding.
We suggest removing item 2 in Section 2-183 Functions of Ordinance 98-1990. This item states that the
Commission will “promote the CDBG Program within the city with special attention to the three low-
and moderate-income neighborhood strategy areas of Holy Family, Laurel School, and Buckingham, Alta
Vista, and Andersonville.” The Commission makes funding recommendations based on the needs of the
entire city and the funding requests put before them through the Competitive Process. The types of
projects that come before the Commission don’t allow for special focus in these areas of the city, rather
it allows all those who need services to access those services with the help of the City’s funding.
The By-laws were recently approved by the CDBG Commission to include making funding
recommendations for not only CDBG funds but also HOME, Affordable Housing Fund and Human Service
Program. We believe the focus of this commission should be to help fund projects and programs that
can move citizens to self-sufficiency or by being a safety net when necessary. It is important to
emphasize the importance of funding both affordable housing projects and human service agencies.
3. Regarding the board’s annual Work Plan:
A. How is the Work Plan aligned with the Key Outcome(s) identified above?
The work plan states the responsibility the Commission has to make funding recommendations and
identifies the funding sources available (CNL). It also states the role the Commission has as a
stakeholder for the Social Sustainability Department (EH and HPG)
B. How is the Work Plan aligned with the City’s Strategic Plan?
CNL-by approving funding for affordable housing and human services the City takes steps towards
being able to offer people from all income levels choices for safe, affordable and quality housing.
Through the funding recommended by the Commission, human services are available to those who
need them and to help some people gain self-sufficiency.
EH-recognizing that affordable housing providers and nonprofit agencies are businesses too adds to
creating a sense of place and fiscal stability. By funding these agencies it allows for more
collaboration among the agencies and better services for those in need.
HPG-providing a funding process that invites and encourages eligible entities to apply for funding in
an efficient and sustainable manner, through a web-based application system, delivers exceptional
customer service to the nonprofit partners and those most in need in our community.
C. How is the Work Plan aligned with the Agenda Planning Calendar (Six Month Calendar)?
The Commission’s recommendations to Council are presented after the conclusion of each
Competitive Process funding cycle, spring (May) and fall (November), if needed.
D. Does the board effectively accomplish its annual Work Plan? Yes
4. Are board meetings conducted in an effective manner (do the meetings start on time? Are discussions
focused around the agenda topic, etc.)? What could be done to improve board meetings?
Yes, they begin on time and focus on the agenda items. During the Competitive Process additional
meetings are held (4-5 nights) to hear presentations by applicants and to conduct deliberations for
funding recommendations.
5. Is the current size of the board appropriate? If not, what suggestions would you make?
Yes.
6. Please describe the effectiveness of the communications between the board and Council. What could be
done to improve these communications?
The Commission appreciates having Kristin Stephens as the Council Liaison. As a past member, she
understands the Commission’s mission and purpose. Having Councilmember Stephens attend at least
one meeting following the funding allocations and approval by Council is ideal to discuss the
Competitive Process.
7. Other comments:
Attachments:
a. City Code description of duties
b. Current Work Plan
c. Current Annual Report
d. Current Bylaws
COMMUNITY DEVELOPMENT BLOCK GRANT COMMISSION: 2015 WORK PLAN
The Community Development Block Grant (CDBG) Commission is responsible for: overseeing both
current semi‐annual cycles of the Competitive Process for the funding of affordable housing and
community development projects and programs; reviewing related activities; and making funding
recommendations to City Council. The following items are included in the CDBG Commission’s 2015
Work Plan:
1. Competitive Funding Process: Program Development
The CDBG Commission will continue to work to improve the Competitive Process for
CDBG, HOME Investment Partnerships Program (HOME), Affordable Housing Fund
(AHF), Human Services Program (HSP) and Keep Fort Collins Great (KFCG) funds.
The Commission will continue to use a web‐based electronic Competitive Process
application review process and will make adjustments and improvements as warranted.
2. CDBG FY 2015‐2016: Program Development
CDBG Program Development involves the continuation of the federally funded grant
program for activities such as affordable housing, public facilities, economic
development and public services. The process includes a review and update of the
processes for application selection, solicitation of proposals, criteria for funding, and
funding recommendations.
3. HOME FY 2015‐2016: Program Development
HOME Program Development involves the continuation of the federally funded grant
program for affordable housing and will include review of the processes for application
selection, solicitation of proposals, criteria for funding, and funding recommendations.
4. Human Services Program, Affordable Housing Fund, and Keep Fort Collins Great:
Program Development
For these City General Fund‐sourced funding streams, Program Development will
include review of the processes for application selection, solicitation of proposals,
criteria for funding, and funding selection.
5. City’s Social Sustainability Work Program and Community Initiatives
The CDBG Commission will continue to play a stakeholder role for review and input as
work continues both within the City organization and in the community regarding issues
surrounding poverty, human services, affordable housing, community development and
social sustainability.
BOARDS AND COMMISSIONS
PERIODIC REVIEW QUESTIONNAIRE
BOARD/COMMISSION NAME: Landmark Preservation Commission
DATE PREPARED: July 1, 2015
LIST OF MEMBERS:
1. Ron Sladek, Chair 7. Maren Bzdek
2. Doug Ernest, Vice Chair 8. Meg Dunn
3. Alexandra Wallace 9. Kristin Gensmer
4. Per Hogestad 10.
5. Dave Lingle 11.
6. Belinda Zink 12.
1. Please indicate the Key Outcome Areas this Board/Commission is aligned with, using (1) for the primary
connection, (2) for second largest connection, and (3) for third connection:
1 Community and Neighborhood Livability Culture and Recreation
2 Economic Health 3 Environmental Health
High Performing Government Safe Community Transportation
2. How do the current duties of the board, as defined by City Code, align with the Key Outcome Areas
identified above? What duties would you suggest be added and/or deleted?
The Landmark Preservation Commission (LPC) was created by Council in 1968 to perform the duties relating
to the preservation of Fort Collins’ unique character and significant historic resources in accordance with
adopted codes and regulations. While we think of historic preservation as a way to honor our past, it is also
a way to protect our future. Historic preservation has provided the tools and finances to support property
preservation and rehabilitation, resulting in a nationally recognized vibrant downtown, safe neighborhoods,
a variety of quality housing, and increased environmental sustainability. Fort Collins has more than 15,000
buildings that are 50 years old or older, with 272 Local Landmarks, and 735 National Register properties.
Community character and quality neighborhoods are enhanced by ensuring compatible alterations and infill
development. The Commission supports the Key Outcome Area of Community and Neighborhood Livability
by serving as the final decision maker for determinations of Landmark eligibility and on the effect of
proposed actions on this eligibility; and through the preservation and design review of exterior alterations
on Fort Collins Landmark properties. The Commission further preserves Fort Collins’ unique character by
performing the duties required to maintain the City’s Certified Local Government (CLG) status with the
federal government, by overseeing all CLG responsibilities for Fort Collins’ older building stock in
conformance with the National Historic Preservation Act. In fiscal year (FY) 2014-2015, the LPC had ultimate
responsibility for the review of 629 alterations or demolitions of historic and older buildings.
The Commission supports the Economic Health Outcome Area by leveraging investment. Maintaining the
City's CLG status enables Fort Collins’ citizens to participate in the state’s tax credit program, and for the City
to receive funding from a dedicated pool of federal grants. Since attaining CLG status in 1991, the LPC has
been directly involved in or has facilitated Fort Collins receiving just under $4.5 million dollars in State
Historical Fund grants and an additional $100,000 in CLG grants, generating an estimated $31 million dollars
in economic impact. The LPC has further promoted the economic well-being of the community through
additional financial programs:
• Landmark Rehabilitation Loan Program: Since 1995, $487,532 from the General Fund has leveraged $2.9
million in private investment in 139 historic projects.
• Design Assistance Program: Since 2011, the program has incentivized the use of context-sensitive
design for 55 projects in Fort Collins’ historic Eastside and Westside Neighborhoods.
• Colorado Income Tax Credits for Historic Preservation have returned 20% of approved costs on many of
Fort Collins’ largest rehabilitation projects, including the Northern Hotel, the Avery Block, and Illegal
Pete’s. Two residential rehabilitation projects completed in 2015 returned $41,669.29 in tax savings to the
property owners.
• Facade and conservation easements are maintained on more than 40 historic buildings, the most
recent of which is the perpetual easement on the Avery Block, adopted by Council in 2013.
• Fort Collins is nationally recognized for its historic preservation successes, including Old Town Square,
which is a notable destination spot for tourists. As reported in the 2005 “Economic Benefits of Historic
Preservation in Colorado: Technical Report,” prepared by Clarion Associates, heritage tourism in Colorado
generated $3.4 billion dollars in expenditures, $1.1 billion in earnings, and nearly 61,000 jobs in 2003 alone.
The Commission supports the Key Outcome of Area of Environmental Health through its emphasis on
sustainability. Historic preservation has an inherent connection with environmental sustainability. The re-
use of historic buildings and greening existing buildings are highly effective tools for environmental
stewardship. Many older buildings are remarkably energy efficient because of their site sensitivity, quality of
construction, and use of passive heating and cooling, and can go green without compromising historic
character. The demolition of older buildings and their features results in a significant hit on scarce resources,
by throwing away thousands of dollars of embodied energy. According to the Environmental Protection
Agency, even with recycling 40 percent of the materials, it takes approximately 65 years for a new green,
energy-efficient office building to recover the energy lost in demolishing a comparable existing building.
3. Regarding the board’s annual Work Plan:
A. How is the Work Plan aligned with the Key Outcome(s) identified above?
The Landmark Preservation Commission’s annual Work Plan is closely aligned with the Key Outcome Areas
of Community and Neighborhood Livability, Economic Health and Environmental Health. The LPC’s 2015
Work Program consists of both continuing responsibilities, as described above, and new projects. For 2015,
the Commission has identified these goals to further align its strategic objectives with those of City Council:
• A priority of Council and of the Commission is historic property survey. The survey of areas containing a
preponderance of older buildings and structures results in proactively identifying individual properties
and areas of historic and architectural significance. In 2015, staff will begin a two-year project to survey
and document the 15-block Loomis Addition. Staff will also prepare grants seeking funding for
additional survey. The Commission’s priorities for survey are:
° The West Side Neighborhood, including the City Park Neighborhood and properties along
Mountain Avenue and Oak Street, all areas facing substantial development and infill pressures;
° Properties likely to be affected by development along the MAX/BRT corridor;
° Properties in the area surrounding Colorado State University; and
° Commercial and residential properties in the Midtown area and West Central Neighborhoods.
• In 2015, the Landmark Preservation Commission will continue to strengthen awareness of, and incentives
for, historic preservation.
• In 2015, the Commission will maintain the positive and unique character of Fort Collins through
historic property survey and landmark designation, and through design review of landmark properties. A
goal in 2015 is to set yet a new record for landmark designations, surpassing the 2014 record.
• In 2015, the LPC will continue to foster diversity through recognition of the roles that various cultures and
ethnic groups have played in our community’s history:
° In 2015, the contextual history of the Loomis Addition will be completed, and made available
in print and on-line.
° Efforts are underway to partner with emerging informational outlets within the community,
including blogs and NextDoor, to feature monthly articles on the history of the numerous
individual neighborhoods that collectively make up Fort Collins.
° In 2015, the Commission and the Historic Preservation Division will provide internships and
learning opportunities for graduate-level students studying history and the built environment,
continue a 20-year partnership with CSU.
• In 2015, the Commission will support Council’s goal to enhance the attractiveness of the downtown
commercial area and historic neighborhoods, through financial and technical assistance for graffiti
removal, using techniques consistent with the Secretary of the Interior’s Standards; and by utilizing
financial programs to incentivize renovations and upgrades in support of the City’s sustainability goals
through the revitalization of older buildings.
• In 2015, the Commission will continue to allow citizen input on the demolition or alteration of non-
designated properties fifty years old or older; process applications for individual and district landmark
designation, and provide recommendations on their eligibility to Council; and direct and guide growth in
the community through appropriate planning and development review processes.
B. How is the Work Plan aligned with the City’s Strategic Plan?
The LPC’s Work Plan is closely aligned with the City’s Strategic Plan. The Commission’s work directly
contributes to the City’s goals of successfully meeting numerous Strategic Objectives:
Community and Neighborhood Livability:
1.1. Improve access to a broad range of quality housing that is safe, accessible and affordable. An example
is the LPC’s use of financial incentives to promote the economically feasible and sustainable
rehabilitation of the City’s older and historic building stock.
1.2. Preserve the significant historical character of the community. The review of alterations and
demolitions is an important tool for the preservation of the City’s significant historical character. Less
recognized, though, is the importance of educating residents on the historical importance of their
neighborhood, accomplished through historic contexts and surveys, such as the current Loomis Addition
project.
1.3. Direct and guide growth in the community through appropriate planning, annexation, land use and
development review processes. In addition to its design review functions, in 2014 Council gave the
Commission the duty to review developments affecting historic properties and to provide a
recommendation on these development projects to the appropriate decision maker. This change has
met with very positive support from the Planning and Zoning Board, staff, developers and neighbors.
1.5. Preserve and enhance the City’s sense of place. Examples are the LPC’s roles in design and
development review, and in its role in Landmark designation.
1.8. Expand organizational and community knowledge about diversity, and embrace cultural
differences. Recognizing that diversity and cultural differences are hallmarks of historic scholarship and
the basis of a community’s individuality, the LPC supports the recognition of all members of the
community equally, and celebrates all past events as opportunities for learning. This is demonstrated
through the LPC’s preservation of a wide variety of sites, buildings, objects, from the adobe Romero
House to the City Park Cannon.
1.11. Maintain and enhance attractive neighborhoods through City services, innovative enforcement and
voluntary compliance. In addition to the many financial programs with the goal of creating safe,
attractive and stable neighborhoods through rehabilitation of historic buildings, the Commission also
provides financial and technical resources for items such as graffiti abatement.
Economic Health:
3.1. Align economic health goals and strategy across all levels of the organization and refine and agree upon
the economic tools the City uses. The Commission directly supports six different financial programs,
making the preservation of historically significant properties economically feasible:
The Landmark Rehabilitation Loan Program supports all three legs of the City’s triple bottom line.
Community sustainability is promoted by enhancing the quality, livability and attractiveness of our
neighborhoods; greening existing buildings is an effective tool for environmental stewardship; and
financial sustainability is shown by the program’s ability to leverage funding at a ratio of nearly 1:4.
The Design Assistance Program enhances the compatibility of alterations and new construction
occurring in our historic neighborhoods by incentivizing the use of pre-qualified professionals with
experience in context-sensitive historic design.
Community character and quality commercial and residential districts are enhanced by ensuring
compatible alterations and infill development, supported by financial and design incentives.
Economic vitality is promoted through leveraging private investment: By combining the various
incentives, owners can receive back nearly 70% of their costs for renovation and rehabilitation, leading
to further reinvestment and additional disposable income.
3.7. Support sustainable infill and redevelopment to meet climate action strategies. The LPC strongly
supports the City’s climate action strategies. Examples are the Commission’s use of design review and
financial programs to incentivize environmentally sustainable rehabilitation efforts, its efforts to
promote sustainability through education, including through chapters on sustainable materials,
practices, and techniques in the recently adopted design standards and guidelines documents for the
Old Town Historic District and for the River District.
3.8. Preserve the City’s sense of place. The Commission’s primary focus is on the preservation of the historic
resources that best reflect our community’s history, through landmark designation and the review of
alterations and demolitions. As stated by Richard Moe, former director of the National Trust for
Historic Preservation, “When you strip away the rhetoric, preservation is simply having the good
sense to hold on to things that are well designed, that link us with our past in a meaningful way, and
that have plenty of good use left in them.”
3.9. Provide transparent, predictable and efficient processes for citizens and businesses interacting with
the City. The Commission maintains its high standards for professionalism through ongoing training
and education, and its adherence to the Certified Local Government standards for member qualifications
and conduct. Further, in 2014, the entire Landmark Preservation Chapter in the Municipal Code (Chapter
14) was completely revised, to reflect new processes, procedures and regulation promoting transparency,
predictability, and accountability. Additionally, Landmark Preservation Commission meetings are now
televised, promoting transparency and an awareness of the Commission’s role.
Environmental Health:
4.1. Improve and protect wildlife habitat and the ecosystems of the Poudre River and other urban
streams. While historic preservation is closely associated with the preservation of the built
environment, historic and cultural landscapes are very important historic resources.
4.4. Reduce Greenhouse Gas emissions by creating a built environment focused on green building and
mobile emissions reductions. The LPC promotes sustainable building practices focusing on the
significant environmental benefits of restoration and adaptive reuse, rather than the demolition of
existing buildings.
Many older buildings are remarkably energy efficient because of their site sensitivity, quality of
construction, and use of passive heating and cooling, and can go green without compromising historic
character.
4.6. Engage citizens in ways to educate and change behavior toward more sustainable living practices. In
addition to other educational and financial programs emphasizing the twin values of historic preservation
and environmental sustainability, the Commission has requested that staff pursue funding to develop
guidelines addressing promoting the social, economic and environmental goals of historic preservation in
existing construction.
C. How is the Work Plan aligned with the Agenda Planning Calendar (Six Month Calendar)?
The LPC does not currently have any action items on Council’s Agenda Planning Calendar.
D. Does the board effectively accomplish its annual Work Plan?
The LPC’s Work Plan is a combination of goals that are more immediate, and which will be accomplished within
the year, and long-range goals often expected to take more time but that the Commission does not want to lose
sight of. The Commission is generally very successful in achieving its short-term goals and in making significant
progress towards achieving long-term goals.
4. Are board meetings conducted in an effective manner (do the meetings start on time? Are discussions focused
around the agenda topic, etc.)? What could be done to improve board meetings?
The Landmark Preservation Commission meets twice each month, on the second and third Wednesdays at 5:30
pm. The first monthly meeting is a regular meeting held in City Council chambers, and the second is
usually a work session in the CIC room (short hearing items are occasionally scheduled for this second meeting
as needed). All meetings start very close to the scheduled time (within a minute or two), and are
conducted in a formal manner using Robert’s Rules of Order. The regular meetings are televised, and the
work sessions recorded. Careful minutes are kept to document all of the discussions and decisions that are
made.
In recent years, the LPC has worked closely with city staff (the preservation planners, CDNS director, and city
attorneys) to enact a number of changes in both processes and procedures. As the LPC has moved to conducting
more formal hearings and work sessions, the Commission has become much more effective in its work.
Discussions of agenda topics are always to the point. Applicants and presenters are welcomed, listened to
attentively, and leave the meetings with clear feedback and decisions. Regular commission training has ensured
that the LPC is careful to tie feedback and decisions to applicable codes and standards, rather than to subjective
opinions. With the changes made over the past few years, the board has substantially increased its effectiveness
as a quasi-judicial decision maker and as an advisory body to Council and staff.
5. Is the current size of the board appropriate? If not, what suggestions would you make?
The current size of the board is appropriate. On August 21, 2012, Council adopted Ord. No. 068, 2012, increasing
the size of the board from seven to nine, and more specificity to board member’s qualifications, ensuring
compliance of Landmark Preservation Board member appointments with Certified Local Government
Standards.
The LPC is made up of a combination of professionals and knowledgeable citizens. The commission currently
contains a mix of architect and design professionals, historic preservation professionals, a professional
archaeologist, a retired CSU librarian and a neighborhood preservation advocate. This combination of
backgrounds has served the LPC and the City of Fort Collins well, bringing the right combination of interest,
experience, fair-mindedness and creative thinking to the task. It is critical to have architects with a background
in historic buildings on the commission, to provide expertise in the technicalities of design and construction. The
professional historic preservationists provide a careful interpretation of the federal regulations, including the
Secretary of the Interior‘s Standards. It is also important to have other profession and knowledgeable citizens
participating in the LPC’s work, to offer a broad range of opinions and experience in this complex field.
6. Please describe the effectiveness of the communications between the board and Council. What could be done to
improve these communications?
The LPC has long had relatively little direct communication with City Council. In recent years, this has primarily
taken place informally and infrequently between the commission chair and the council liaison. Both entities are
busy with their work and too often resort to communicating only rarely, when a controversial issue arises. It
would be helpful if the council liaison could meet with the full LPC twice a year, at an LPC work session, just to
sit down and discuss how things are going from both perspectives. In addition, it would help if the chair and
council liaison could meet an additional two times each year for the same purpose. This would allow the
council liaison to have a better understanding of the LPC’s work, including challenges faced by the commission,
and ensure that the LPC is working to serve the needs of City Council.
7. Other comments:
Thank you for this opportunity to discuss the role of the Landmark Preservation Commission, and how the
Commission’s work can further align and support Council’s priorities.
Attachments:
a. City Code description of duties
b. Current Work Plan
c. Current Annual Report
d. Current Bylaws
Community Development & Neighborhood Services
281 North College Avenue
P.O. Box 580
Fort Collins, CO 80522.0580
970.416.2740
970.224.6134- fax
fcgov.com
Planning, Development & Transportation Services
MEMORANDUM
TO: Wanda Nelson, City Clerk
FM: Ron Sladek, Chair, Landmark Preservation Commission
RE: 2015 Landmark Preservation Commission (LPC) Work Plan
The year 2014 saw some significant changes in policy and legislation affecting the Historic
Preservation Division and the LPC. In April 2014, Council adopted three ordinances that
resulted, in part, in enhancing the clarity and understanding to the historic preservation codes,
adding explanations and references and reorganizing information; requiring a Plan of Protection
for work that may inadvertently affect the structural integrity of historic properties; and
providing for shorter development review times by enabling more decisions to be made
administratively, and asking for the LPC to provide a recommendation to the decision maker on
development projects affecting historic properties. The Commission’s 2015 Work Plan is
focused on implementing these changes and aligning these improvements with the Historic
Resources Preservation Program Plan, an element of City Plan.
Another significant highlight in 2014 was the adoption by Council of updated design standards
for the Old Town Historic District, funded in part through a State Historical Fund grant. These
design standards have already proved their worth, in facilitating the rehabilitation of the empty
Goodwill Building’s rehabilitation to serve Illegal Pete’s, and the Galvanize project in the heart
of Old Town. Design guidelines were also developed and adopted for the adjacent Downtown
River District, to promote design flexibility while providing for context sensitive development.
The Landmark Preservation Commission's 2015 Work Program consists of both continuing
responsibilities and new projects. For 2015, the Commission has identified these goals to further
align its strategic objectives with those of City Council:
• A priority of Council and of the Commission is historic property survey. The survey of areas
containing a preponderance of older buildings and structures results in proactively identifying
individual properties and areas of historic and architectural significance. In 2015, staff will seek
funding for on-going survey. The Commission’s priorities for survey, as funding allows, are:
o The West Side Neighborhood, including the Loomis Addition, City Park Neighborhood
and properties along Mountain Avenue and Oak Street, all areas facing substantial
development and infill pressures;
o Properties likely to be affected by development along the MAX/BRT corridor;
o Properties in the area surrounding Colorado State University; and
o Commercial and residential properties in the Midtown area and West Central
Neighborhoods.
• In 2015, the Landmark Preservation Commission will continue to strengthen awareness of, and
incentives for, historic preservation. While still relatively new, the Design Assistance Program is
Landmark Preservation Commission
2015 Work Program
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becoming increasingly popular and has already demonstrated its success in promoting context
sensitive infill design.
• Historic preservation preserves and protects the important aspects of Fort Collins’ history that
give it its identity. It is this sense of place that promotes community pride, and results in respect
for the collective standards acceptable to this community. In 2015, the Commission will
maintain the positive and unique character of Fort Collins through historic property survey and
landmark designation, and through design review of landmark properties. A goal in 2015 is to
set yet a new record for landmark designations, surpassing the 2014 record.
• In 2015, the Landmark Preservation Commission will continue to foster diversity through
recognition of the roles that various cultures and ethnic groups have played in our community’s
history through:
o Contextual histories and historic surveys capture the diversity historically present
within Fort Collins, through documentation of building designs and material choices that
characterize each individual neighborhood. In 2015, the contextual history of the Loomis
Addition will be finalized, and made available in print and on-line, and a State Historical
Survey grant will be sought for property survey of this important 15-block area.
o Efforts are underway to partner with emerging informational outlets within the
community, including blogs and NextDoor, to feature monthly articles on the history of
the numerous individual neighborhoods that collectively make up Fort Collins.
o In 2015, the Commission and the Historic Preservation Division will provide
internships and learning opportunities for graduate-level students of historic preservation
and related fields, continue a 20-year partnership with CSU.
• A priority of Council and of the Commission is to enhance the attractiveness of the downtown
commercial area and historic neighborhoods. In 2015, the Commission will support these goals,
through financial assistance for graffiti removal, using techniques consistent with the Secretary
of the Interior’s Standards; and by utilizing financial programs to incentivize renovations and
upgrades in support of the City’s sustainability goals through the revitalization of older
buildings.
• In 2015, the Commission will continue to allow citizen input on the demolition or alteration of
non-designated properties fifty years old or older; process applications for individual and district
landmark designation, and provide recommendations on their eligibility to Council; and direct
and guide growth in the community through appropriate planning and development review
processes.
cc: Landmark Preservation Commission Members
Gino Campana, Council Liaison
Darin Atteberry, City Manager
Karen Cumbo, PDT Director
Laurie Kadrich, CDNS Director
BOARDS AND COMMISSIONS
BOARD/
PERIODIC REVIEW QUESTIONNAIRE
COMMISSION NAME: Senior Advisory Board DATE PREPARED: June 09, 2015
LIST OF MEMBERS:
1. Diane Smith Chair 7. Richard Feller
2. Suzanne King Secretary 8. Vacancy
3. Angela Condit 9. Vacancy
4. Joann Thomas 10. Ann Leffler Senior Center Board
5. Patricia Housley 11. Jeanne Hoag Senior Center Board
6. Lawrence Bontempo 12.
1. Please indicate the Key Outcome Areas this Board/Commission is aligned with, using (1) for the primary
connection, (2) for second largest connection, and (3) for third connection:
1 Community and Neighborhood Livability Culture and Recreation
3 Economic Health Environmental Health
High Performing Government Safe Community 2 Transportation
2. How do the current duties of the board, as defined by City Code, align with the Key Outcome Areas
identified above? What duties would you suggest be added and/or deleted?
The mission of the Senior Advisory Board is to act in an advisory capacity to the Fort Collins City Council
on programs and policies that help aging citizens live full and interesting lives and continue to contribute,
participate, and share in the life of the community.
Our duties all involve acting as a conduit of information between seniors, the many organizations in the
community that serve seniors, and the city council and staff. Although seniors have interests in all the
Key Outcomes areas, the selected outcomes are of particular concern and interest.
Community and Neighborhood Livability is a Key Outcome for seniors because we are working to build
an age friendly community. Seniors are very interested in affordable housing and housing which offers
amenities which suit them. Seniors are interested in neighborhoods which are designed with their
needs in mind.
Transportation is a Key Outcome for seniors because seniors in Fort Collins cite lack of suitable
transportation as the number one barrier to living fully in their later years. Most seniors will outlive
their ability to drive by ten years.
Economic Health is a Key Outcome because it provides seniors with the community resources they need.
Younger seniors may wish or need to remain in the work force. As seniors move into their older years, a
work force which can supply their health care and life style support needs is vital. All seniors are
dependent on the energy and water infrastructure that is included in the Economic Health outcome.
3. Regarding the board’s annual Work Plan:
A. How is the Work Plan aligned with the Key Outcome(s) identified above?
Our work plan is divided into three areas: Education (gathering information about seniors),
Outreach (creating the web of contacts necessary to gather this information), Advocacy
(disseminating this information). Housing and Transportation are the two biggest issues for seniors
and are the issues on which we spend the most time.
B. How is the Work Plan aligned with the City’s Strategic Plan?
We are spending a larger percentage of our time working with city staffers who are developing plans
in various strategic areas. In some cases, we provide input which is included in those plans as they
are developed. In some cases we provide input to the city council on plans which are awaiting
approval. This is the Advocacy section of our work plan.
C. How is the Work Plan aligned with the Agenda Planning Calendar (Six Month Calendar)?
Since one of the Board’s main duties is advising the city council, we keep a close eye on the Planning
Calendar.
D. Does the board effectively accomplish its annual Work Plan?
The work of the Senior Advisory Board is evolving. In the past, the Board has worked on a number
of projects to improve the lives of seniors in the community. We are moving away from this
emphasis on projects to a more strongly advisory nature. We are making good progress in learning
to do that more effectively.
4. Are board meetings conducted in an effective manner (do the meetings start on time? Are discussions
focused around the agenda topic, etc.)? What could be done to improve board meetings?
Each meeting has a carefully prepared agenda with time goals. We always start promptly, try to stay on
topic, and to honor the time goals. If a discussion goes longer than planned, we will either shorten the
discussion of subsequent items or table them until the next meeting. We always end promptly.
Our meetings and the functioning of the Board are a work in progress. We continue to innovate to
make things work better. For example, we have speakers who would like a response from us at almost
every meeting. Traditionally the speakers were last on the agenda. We recently moved them close to
the beginning of the meeting so that we would have a chance to hear the speaker, let them leave, and
still have time to discuss a response at the same meeting. We also are asking all speakers to provide
their presentation materials in advance.
5. Is the current size of the board appropriate? If not, what suggestions would you make?
The current size of the Board is appropriate. The Senior Advisor Board tries to maintain a large web of
contacts with other boards and community agencies. Having 11 members on the Senior Advisory Board
allows us to do this.
6. Please describe the effectiveness of the communications between the board and Council. What could be
done to improve these communications?
The Senior Advisory Board is working diligently on its communication skills. We are helping our
members become more comfortable with letter writing and presenting to city council. We are working
on making members aware of the Key Outcomes, Strategic Plan, and other important issues.
It would be helpful to have some guidelines about presenting issues to the council.
For example, are there issues which should not be addressed to council (such as properties under
development review)? Should letters be emailed or should hardcopies be distributed to council
members? Which method works best to capture these letters and make them available to the public?
One council member suggested that all letters written by the Board should be available on the Board
website.
7. Other comments:
Attachments:
a. City Code description of duties
b. Current Work Plan
c. Current Annual Report
d. Current Bylaws
Fort Collins Senior Advisory Board
2015 Work Plan
Mission: The Senior Advisory Board shall serve in an advisory capacity to the Fort Collins City
Council on programs and policies that help aging citizens live full and interesting lives and
continue to contribute, participate, and share in the life of the community.
Work Areas:
Education:
• We will learn about the senior community and other communities with similar interests.
• We will work on ways to educate others about the senior community.
• We will raise awareness about the senior population, its benefits and contributions to the
community as well as unique needs and areas of concerns.
Education action areas:
• Engage with other organizations pursuing similar goals (Office on Aging Advisory
Council, Summit on aging 2015, Loveland SAB, Foundation on Aging for Larimer
County, transportation (staff and boards), nutrition for seniors, and housing.)
• Compile and disseminate information describing the Senior population and its value and
benefits to the community.
• Being knowledgeable ourselves so we can inform other seniors.
Outreach:
• We will network with other individuals and groups that are working on issues of interest
to seniors.
• We will work to enhance the visibility of the senior community.
Outreach action areas:
• Engage with other organizations pursuing similar goals (Senior Center Council, ASCSU,
Foundation on Aging Summit, and Partnership for Age Friendly Communities)
• Organize and cohost annual Bridging the Gap Networking event (with Loveland SAB,
OOA)
• Participate in events within the community (Senior Law Day, Elder Care Network)
• Schedule SAB outreach meetings to encourage engagement with seniors in the
community using advertising, publicize the schedule and agenda, and scheduling
speakers further in advance.
• Send representative from SAB to other boards to let them know what we are doing and
upcoming speakers for meetings.
Advocacy:
• We will represent the senior population when matters of concern are considered by City
Council or other City departments.
• We will support the Senior Center and its programs including the re-accreditation of the
Senior Center.
Advocacy action areas:
• Engage with other organizations pursuing similar goals (Senior Transportation
Coalition)
• Attend senior events throughout the community (identifying low/reduced fee and free
programs) and attend events that entire SAB is invited.
BOARDS AND COMMISSIONS
PERIODIC REVIEW QUESTIONNAIRE
BOARD/
COMMISSION NAME: Women’s Commission DATE PREPARED: 6/7/15
LIST OF MEMBERS:
1. Stacia Ryder Chair 7. Huston Morse
2. Catherine Douras Vice Chair 8. Annette Zacharias
3. Molly Alderton 9. Heather Zoccali
4. Ginny Carroll 10.
5. Elizabeth Donovan 11.
6. Lea Hanson 12.
1. Please indicate the Key Outcome Areas this Board/Commission is aligned with, using (1) for the primary
connection, (2) for second largest connection, and (3) for third connection:
1. Community and Neighborhood Livability
2. Safe Community
2. How do the current duties of the board, as defined by City Code, align with the Key Outcome Areas
identified above? What duties would you suggest be added and/or deleted?
Please see the attached table, outlining our commission’s duties and work plan as they relate to the
city’s key outcome areas. We believe that currently our duties clearly reflect what we as a Commission
are doing, and no duties need to be added or deleted.
3. Regarding the board’s annual Work Plan:
A. How is the Work Plan aligned with the Key Outcome(s) identified above?
Please see the attached table, outlining our commission’s duties and work plan as they relate to the
city’s key outcome areas.
B. How is the Work Plan aligned with the City’s Strategic Plan?
Our work plan is closely aligned with the City’s Strategic Plan. Throughout the year, we have organized
our work plan in a way that we are able to review the key outcome areas that we are most focused on,
often inviting guests from the City staff or non-profits to come to our meetings and provide us with
more information on each topic in order to better advise City Council. We have especially appreciated
being invited to participate actively in the “It’s On Us” initiative and are excited to pursue this initiative
with the City.
C. How is the Work Plan aligned with the Agenda Planning Calendar (Six Month Calendar)?
We review the six-month calendar and adapt our Work Plan to fit with the calendar when it is
applicable. We have rotating representation at the bi-weekly City Council meetings, and we take time at
each of our meetings to discuss any issues from the Council meetings that are relevant to our
commission. In addition, we review the Council’s Annual Retreat Outcomes and work to align our plan
with that as well. Each year at our annual retreat we set aside time to review the 6 month calendar in
detail and discuss how we might engage with the issues coming up in the next 6 months that are
relevant to women’s issues in Fort Collins.
D. Does the board effectively accomplish its annual Work Plan?
The Women’s Commission is very effective at accomplishing our annual goals and enhancing those goals
from year to year. Our members regularly attend a variety of meetings within the community, and also
attend professional events geared at issues facing women in Northern Colorado and the entire state. In
addition, we continue to encourage partnerships such as the annual collaboration breakfast for Boards
and Commissions. We also partner with other non-profit organizations within the community such as
SAVA, Crossroads, WomanGive, and the Women’s Foundation of Colorado to raise awareness of
women’s issues in our community.
4. Are board meetings conducted in an effective manner (do the meetings start on time? Are discussions
focused around the agenda topic, etc.)? What could be done to improve board meetings?
Our commission meetings are conducted very efficiently and effectively, in a timely manner. We
regularly have high attendance. The chair and vice chair plan the agenda in advance and the agenda is
sent out to members at least a week before our meeting so members know the topics in advance and
come prepared for discussion. We frequently invite guests to inform us about community topics that
are important to women and families, and we invite guests to present on a topic that coincides with our
agenda items for the month.
5. Is the current size of the board appropriate? If not, what suggestions would you make?
In the past, we have asked for two additional positions on our commission, one of those being a
dedicated youth position. The term length of the youth position would be different than a regular
member and we would likely use additional recruitment methods. We would be delighted to work with
the City Clerk’s office on specifics of the position. We feel strongly that the youth position will provide a
unique perspective on the issues facing young women in our community, and believe the youth position
should be a voting member.
6. Please describe the effectiveness of the communications between the board and Council. What could be
done to improve these communications?
Our commission is very effective in communicating with Council when it is appropriate. Our members
rotate signing up to attend City Council meetings, with at least one of our members attending every
Council meeting throughout the year. Our communication with City staff and Council has been positive
and effective. We are excited to host our new Council liaison at our August meeting and look forward to
forming a strong working relationship with her.
We have continued to make communication a top priority in our Work Plan for 2015. We hope to
expand on our work from the previous year. We created and distributed handouts on Civil Discourse at
the City Council meetings. We also developed the “Council Communications Template,” which will help
enhance communication between Boards and Commissions and Council. The template has been shared
with the other Boards and Commissions at our annual collaboration breakfast. You can find the
template attached to this questionnaire.
7. Other comments:
The Women’s Commission is very supportive of the City’s Strategic Plan and Key Outcome Areas. Our
work plan is organized in a way that incorporates the key areas that are related to women’s issues in the
Fort Collins community. We are very pleased with our accomplishments as a commission since our last
periodic review and look forward to our future opportunities to work actively with Council.
Attachments:
a. City Code description of duties
b. Current Work Plan
c. Current Annual Report
d. Current Bylaws
e. Table Outlining Commission’s Alignment with Strategic Outcomes
f. Template for Board and Commission Communication with Council
g. Civil Discourse handout for Council meetings
Women’s Commission
2015 WORK PLAN
The City of Fort Collins Women’s Commission promotes decisions and actions that address the
needs and positively impact women in our community. We do this by listening to the voice of
women, advising city council, promoting community events, and educating ourselves and others
about safety, health and poverty as they relate to the City of Fort Collins seven Key Strategic
Outcomes.
INTRODUCTION
For the year 2015, the Fort Collins Women’s Commission will continue to focus its efforts on
three key areas affecting women in Fort Collins: Poverty, Health, and Safety. The Commission is
focused on becoming a stronger voice to the City Council and the community on behalf of the
women of Fort Collins.
GOALS
The Women’s Commission has established the following goals for 2015
1. Review and capitalize on the research available from existing sources to provide a picture
of the status of women in the community. These sources include, but are not limited to,
the Report on the Status of Women and Girls in Colorado from the Women’s Foundation
of Colorado, updates from the National Association of Commissions on Women, Larimer
County’s Pathways Past Poverty research, research and education from members of the
Women’s Commission, and information from local agencies and organizations. By
utilizing these credible resources and communicating key data, stories and pictures about
women to the decision makers and movers, we seek to engage the community, foster
dialogue and create the forums and synergies necessary for problem solving.
2. Bring to the attention of City Council and identify and utilize key events/media outlets in
the community where the materials and messages of the Women’s Commission can be
effectively communicated and leveraged.
3. Continue to develop and leverage relationships with other City of Fort Collins’ boards
and commissions around issues that impact the key focus areas of the women’s
commission, i.e. attending super meetings and collaboration meetings.
4. Continue to develop and leverage relationships in the community, i.e. presentation of the
Marcile N. Wood Award at the fall WomenGive event.
5. Annual Review regarding alignment with Community & Neighborhood Livability Key
Outcome.
ANNUAL COMMISSION ACTIVITIES
Attending and presenting material at City Council meetings
Organizing collaboration meetings with other Boards and Commissions
Produce written materials related to annual goals which will be available in both
electronic and paper form
Work with local media to highlight events and emerging relevant topics
Participate in and/or arrange community events that highlight issues pertinent to women
in Fort Collins
Create collaborative relationships with individuals and entities who address the
community’s issues of poverty, health, and safety
Identify and reach out to community experts and resources to inform the work of the
women’s commission
Professional development and training for Women’s Commission members
Quarterly evaluations of progress
Participate in city budget discussions as appropriate
COMMISSION LIAISONS
Relationship with City Council – Track the Council’s policy agenda and, in the
Commission’s advisory role, provide information and appropriate comments to the City
Council on issues of information gathered by the commission.
Develop and strengthen relationships with community organizations and groups that
focus on women in the community - including Colorado State University, local non-profit
organizations, and others.
GENERAL TIMELINE
January:
Community & Neighborhood Livability, Strategic Objectives 1.1, 1.7, 1.8
Approve the 2014 Annual Report to be presented to the City Council by the end of the
month
Formulate a plan of action regarding the safety and access to emergency health care
Set up the 2015 Commission Retreat for February/March
Work collaboratively with Board and Commission members on Board and Commission
effectiveness groups
Research One Billion Rising – http://www.onebillionrising.org/
Determine method for recognizing Women’s History Month (March)
Schedule meeting with City Council liaison
February:
Discuss ways to collaborate with the Senior Advisory Board for Older Americans Month
(May)
Determine method for recognizing Equal Pay Day (April)
Annual Retreat
March:
Transportation, Strategic Objectives 6.2 & 6.4
Schedule the year based on information from the February/March Retreat
March is Women’s History Month
Explore publicity options for promoting events, winners, and honoring women within the
community at large
Determine method for recognizing Women’s Health Week (May)
Quarterly evaluation of progress
April:
Equal Pay Day is April 14, 2015
May:
Safe Community, Strategic Objective 5.3
Host annual B&C collaboration breakfast
Women’s Health Week is May 10-16, 2015
Review City Council retreat outcome and six month planning calendar
Quarterly evaluations of progress
June:
Planning as determined by the Commission – review rest of 2015 and make adjustments
as necessary
July/August:
Culture & Recreation, Strategic Objectives 2.1, 2.2, 2.7
Plan for Marcille N. Wood award with WomenGive
September:
Begin working on 2016 Work Plan
Quarterly evaluations of progress
Research data regarding the status of women in poverty in the community
October:
Economic Health, Strategic Objectives 3.3, 3.6
Review draft 2016 Work Plan
Review data about the status of women in poverty in the community
Work collaboratively with Board and Commission members on Board and Commission
effectiveness groups
November:
Environmental Health, Strategic Objectives
Approve 2016 Work Plan; submit to Clerk’s Office
Plan December activity to review the year and celebrate any outgoing Commission
members
December:
Begin working on 2015 Annual Report
Quarterly evaluations of progress
Celebration
BOARDS AND COMMISSIONS
BOARD/
PERIODIC REVIEW QUESTIONNAIRE
COMMISSION NAME: Zoning Board of Appeals DATE PREPARED:
LIST OF MEMBERS:
1. Michael Bello Chair 7. Butch Stockover
2. Heidi Shuff Vice Chair 8.
3. John H. McCoy 9.
4. Daphne Bear 10.
5. Robert Long 11.
6. Ralph Sheilds 12.
1. Please indicate the Key Outcome Areas this Board/Commission is aligned with, using (1) for the primary
connection, (2) for second largest connection, and (3) for third connection:
1 Community and Neighborhood Livability Culture and Recreation
2 Economic Health 3 Environmental Health
High Performing Government Safe Community Transportation
2. How do the current duties of the board, as defined by City Code, align with the Key Outcome Areas
identified above? What duties would you suggest be added and/or deleted?
Community and Neighborhood Livability
• Preserve the significant historical character of the community.
• Direct and guide growth in the community through appropriate planning, annexation, land use and development review
processes.
• Preserve and enhance the City’s sense of place.
• Promote health and wellness within the community.
• Maintain and enhance attractive neighborhoods through City services, innovative enforcement techniques, and
voluntary compliance with City codes and regulations.
• Foster positive and respectful neighbor relationships and open communication, as well as provide and support conflict
resolution.
ZBA Corresponding Duties:
As identified in the bylaws of the ZBA, they are to hear applications for a variance from the terms of
the zoning ordinance, for an interpretation of the zoning ordinance, and every appeal from any
order, requirement, decision or determination made by an administrative official enforcing the
zoning ordinances.
Economic Health
• Preserve the City’s sense of place.
ZBA Corresponding Duties:
In many of the applications of a variance request, the ZBA must find the appeal is not detrimental to
the Public Good. Additionally there are three other findings and at least one of those has to be met.
One of the three findings is that the appeal is nominal and inconsequential when considered in the
context of the neighborhood.
Environmental Health
• Meet or exceed all environmental regulations.
ZBA Corresponding Duties:
The Land Use Code includes a Division entitled Environmental, Natural Area, Recreational and
Cultural Resource Protection Standards. This division is appealable to the ZBA. As mentioned
above, in granting an appeal the ZBA must find the request is not detrimental to the Public Good
and find that one of the other three findings is met. One of these three findings include that the
general purpose of the standard is met equally well or better than would a proposal that complies.
ZBA has no suggested additions or deletions.
3. Regarding the board’s annual Work Plan:
A. How is the Work Plan aligned with the Key Outcome(s) identified above?
The work plan reinforces the purpose of ZBA to deny or approve variance request to the City’s
adopted Land Use Code.
B. How is the Work Plan aligned with the City’s Strategic Plan?
The Work Plan aligns with City’s Strategic Plan in that it identifies a monthly opportunity for the
public to bring their request for appeals to a 7 member Board that is selected from fellow
community members.
C. How is the Work Plan aligned with the Agenda Planning Calendar (Six Month Calendar)?
Decisions of the ZBA are appealable to the City Council. In the event there is an appeal the Agenda
Planning Calendar is used to schedule the appeal hearing with City Council.
D. Does the board effectively accomplish its annual Work Plan?
Yes, the board has consistently accomplished its annual Work Plan. ZBA has met once a month,
when there have been items on the discussion agenda. The ZBA has heard on average 27 appeals a
year for the last 4 years.
4. Are board meetings conducted in an effective manner (do the meetings start on time? Are discussions
focused around the agenda topic, etc.)? What could be done to improve board meetings?
Yes, the meetings are conducted in a very professional and effective manner; staff does an excellent
job of preparing the presentation and pre-meeting materials. The format of the meetings is to
present the appeal to the Board, get input from the applicant, the general public – both for and
against – then open a dialogue amongst the board members and finally a vote. The Board
discussions are excellent, often with different opinions being expressed. The City Attorney is
present for any legal guidance and we believe the whole process is a good reflection on City process
and its staff.
5. Is the current size of the board appropriate? If not, what suggestions would you make?
Yes, any additional members would be cumbersome, and very seldom is there an issue with having a
quorum.
6. Please describe the effectiveness of the communications between the board and Council. What could be
done to improve these communications?
Most members have been on the Board for numerous years and recall that the City Council Liaison
has come when a formal invitation has been extended. Any additional visits from the members of
City Council are welcomed.
7. Other comments:
Board members have heard comments that too many variances are granted. However, it’s important
to remember that the ZBA sees only a fraction of the potential variances that community member’s
inquiry about to City Staff.
Attachments:
a. City Code description of duties
b. Current Work Plan
c. Current Annual Report
d. Current Bylaws
ZONING BOARD OF APPEALS
2015 WORK PLAN
The Zoning Board of Appeals (ZBA) will meet on the second Thursday of every month,
providing that there are discussion items appearing on the regular monthly agenda. The
Board may also meet as needed in order to convene special meetings.
The primary purpose of the meetings will be to hear and decide appeals of certain
administrative decisions made by City staff and to authorize variances from the
requirements of the Land Use Code. It is estimated that the Board will consider
approximately 35 variance requests in 2015.
The ZBA will also review proposed Land Use Code revisions that will be necessary as
the City continues refinement of the Code through the annual code update ordinance.
No other special projects or issues are anticipated at this time.
Engage in Dial-A-Ride education and advocacy.
Develop education materials regarding wheelchair use – laws, challenges, etiquette.
Compile snow removal data, instructions, etc.
Follow-up on sidewalk survey.
6.1. Improve safety of all modes of travel.
6.2. Improve transit availability and grow ridership through extended hours, improved headways, and Sunday
service in appropriate activity centers.
6.3. Fill the gaps for all modes of travel and improve the current transportation infrastructure while enhancing the
aesthetic environment.
6.4. Improve traffic flow for all modes of transporting people, goods and information to benefit both individuals and
the business community.
6.5. Create and implement long-term transportation planning and help local and regional transportation networks
operate at a high level of efficiency, including the airport.