HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 07/14/2015 - COMPLETE AGENDACity of Fort Collins Page 1
Wade Troxell, Mayor Council Information Center (CIC)
Gerry Horak, District 6, Mayor Pro Tem City Hall West
Bob Overbeck, District 1 300 LaPorte Avenue
Ray Martinez, District 2 Fort Collins, Colorado
Gino Campana, District 3
Kristin Stephens, District 4 Cablecast on City Cable Channel 14
Ross Cunniff, District 5 on the Comcast cable system
Carrie Daggett Darin Atteberry Wanda Nelson
City Attorney City Manager City Clerk
The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities
and will make special communication arrangements for persons with disabilities. Please call 221-6515 (TDD 224-
6001) for assistance.
City Council Work Session
July 14, 2015
3:00 PM
CALL TO ORDER.
1. Water Supply Planning in the Growth Management Area. (staff: Donnie Dustin, Carol Webb; 20
minute staff presentation; 30 minute discussion)
The purpose of this item is to review water supply planning by the different water providers in the
City of Fort Collins Growth Management Area (GMA) and seek direction from City Council regarding
potential options to water supply planning in the GMA. Stakeholders have recently raised concerns
regarding the high cost and availability of water supply in and around Fort Collins and differences in
raw water requirements and development fees between water providers that serve within the GMA.
In addition, City Council has raised questions regarding the adequacy of water supply planning for
projected growth and development within the GMA boundary.
2. Natural Area Land and Water Acquisition. (staff: John Stokes; 10 minute staff presentation; 45
minute discussion)
The purpose of this item is to provide an overview of land and water conservation activities by the
City’s Natural Areas Department, to suggest improvements as to Council engagement in the
acquisition program, and to seek general Council guidance.
3. 4:45 - 5:30 pm - Council will hold an adjourned meeting.
4. 5:30 - 6:00 pm - Council will take a dinner break.
5. 6:00 pm - Council will return to the work session.
City of Fort Collins Page 2
6. Boards and Commissions Periodic Review. (Discussion time: 20 minutes/board or commission)
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
OTHER BUSINESS.
ADJOURNMENT.
DATE:
STAFF:
July 14, 2015
Donnie Dustin, Water Resources Manager
Carol Webb, Water Resources/Treatmnt Opns Mgr
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Water Supply Planning in the Growth Management Area.
EXECUTIVE SUMMARY
The purpose of this item is to review water supply planning by the different water providers in the City of Fort
Collins Growth Management Area (GMA) and seek direction from City Council regarding potential options to
water supply planning in the GMA. Stakeholders have recently raised concerns regarding the high cost and
availability of water supply in and around Fort Collins and differences in raw water requirements and development
fees between water providers that serve within the GMA. In addition, City Council has raised questions regarding
the adequacy of water supply planning for projected growth and development within the GMA boundary.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Should Utilities explore options to address water supply needs for all areas of the GMA?
2. Should Utilities explore options to address raw water requirements for Affordable Housing projects in the
GMA?
BACKGROUND / DISCUSSION
Residents living within the City of Fort Collins GMA are currently served by one of five water providers:
1. The City of Fort Collins Utilities (Utilities)
2. East Larimer County Water District (ELCO)
3. Fort Collins Loveland Water District (FCLWD)
4. West Fort Collins Water District
5. Sunset Water District
The Utilities, ELCO, and FCLWD serve the majority of the households within the GMA. Currently, the Utilities
serve approximately 76 percent of households, FCLWD about 16 percent and ELCO about 9 percent. While the
Utilities generally serve households within the GMA, the other water districts also serve areas outside the GMA. A
map of the water service areas for each provider is included (Attachment 1).
New growth and development is primarily occurring in the areas of the GMA served by the Utilities, ELCO and
FCLWD. Consequently, this discussion will focus on these three water providers. Attached are letters from ELCO
and FCLWD that provide additional background on their respective water acquisition policy and water resources
planning (Attachments 2 and 3).
Formation of Water Districts
In the late 1950s and early 1960s, property owners in unincorporated areas north and south of Fort Collins
requested that the City extend water and sewer service into those areas to facilitate development. At that time,
the City determined that such expansion was beyond their financial capabilities and denied requests for service.
Pressure for development in those areas continued to increase. As a result, separate utility districts were formed
to provide services. Urban development continued as did demand for other municipal services. Consequently, the
City has since annexed or included in the GMA areas now served by other water providers.
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It should be noted these Special (water) Districts are quasi-municipal corporations and are considered to be
political subdivisions of the State of Colorado. Their formation and operation are governed by Title 32 of the
Colorado Revised Statutes and other applicable laws. Special Districts have various legal rights and powers,
including the authority to issue bonds, condemn property and levy property taxes.
Water Supply Planning Policies
Each water provider has established policies related to water supply planning. ELCO and FCLWD’s policies are
generally that “growth pays its own way”. Water supplies for new development are acquired as they are needed
through direct purchase of water rights or through dedication by development. In contrast, the City’s current water
supply policy for Utilities dictates a more integrated approach to water supply planning. This is largely driven by
the fact that Utilities, as part of the larger City of Fort Collins organization, has adopted established policies that
dictate a sustainable and integrated approach in alignment with all of its priorities. All water providers in the GMA
have adopted water conservation plans to manage demands as well as focusing on water supply and treatment.
While water supply planning policies for ELCO and FCLWD have remained consistent for several decades, the
Utilities’ approach has evolved over that time. The current policies for each water provider are discussed below.
Water Supply and Demand Management Policy (Policy)
Following a comprehensive public engagement process, the attached Policy (Attachment 4) was updated and
approved by City Council in 2012. The Policy provides guidance in balancing water supplies and demands to help
meet future needs within the Utilities’ water service area. The Policy objective is to ensure an adequate, safe and
reliable supply of water while managing the level of demand for a valuable resource. Key policy elements include:
Water Rights Acquisition
o Acquire supplies before they are needed
o Dedication of water supplies through Raw Water Requirements
o Obtain desirable, diverse sources of water
Water Supply Reliability
o Maintain supply in a 1-in-50 year drought without restrictions
o Maintaining a Water Supply Shortage Response Plan
o Maintain a storage reserve for emergency situations equal to 20% of annual demands
o Acquire supplies to meet an average demand level of 150 gpcd to consider uncertainties in water
supply planning
ELCO and FCLWD Water Supply Planning Policies
Both ELCO and FCLWD provided Utilities staff with information regarding their water supply planning policies.
ELCO’s stated policy is “growth pays its own way”. Elements are incorporated into their raw water dedication
policies for new development that allow ELCO to plan for adequate supply when water rights yield less than
average. FCLWD purchases water rights to maintain a reliable supply through varying climatic conditions as
demand grows. Supply planning models allow FCLWD to project firm yield and to assess the increase in firm yield
from potential acquisitions or the addition of storage. Both Districts consider drought conditions in their water
rights planning to maintain reliability and to provide a firm yield in dry years.
Water Development Fees
All water providers impose water development fees for new development. Water development fees consist of Raw
Water Requirements (RWR) and Plant Investment Fees (PIFs), which typically reflect lot size and type of
development (single family or multi-family).
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Raw Water Requirements
Dedication of water rights or cash-in-lieu of water rights ensure that adequate water supply and associated
infrastructure (e.g., storage reservoirs) are available to serve new development. FCLWD accepts cash-in-lieu
only, ELCO accepts water rights only (for more than a single lot), and the Utilities accepts both.
Raw water requirements are made up of three components:
Raw Water Dedication or Cash-in-lieu
Each water provider requires anyone requesting water service to either transfer acceptable water rights or
to provide cash payment in lieu of those rights. Each entity determines which water rights are accepted
and/or the prescribed cash-in-lieu rate based on their own needs. FCLWD requires one unit of Colorado-
Big Thompson (CBT) Project water per single family lot, regardless of lot sizes up to 3 acres. FCLWD’s
cash-in-lieu rate is based on the market value of CBT units at $25,000 per unit. ELCO only accepts cash-
in-lieu for single lot development, but requires raw water rights be dedicated to them for developments
with two or more lots. For purposes of comparing fees, ELCO’s cash-in-lieu rate is equivalent to $32,857
per acre-foot, which is based on the market value of CBT water (at $23,000 per unit) divided by the
average yield of that supply at 0.7 acre-feet per unit. The Utilities’ cash-in-lieu rate has remained low at
$6,500 per acre-foot for a number of years. Although the rate has been, in part, based in the past on the
market value of CBT water, it is also related to local water right values (e.g., Southside ditches) and the
cost to acquire additional storage. Staff plans to discuss potential changes to the Utilities’ RWR at the
September 8, 2015 City Council work session.
Conversion (or Credit) Factor
Utilities and ELCO apply a conversion factor to each share or unit of acceptable water rights dedicated.
This value is typically determined by either the historic average number of acre-feet per share or unit the
rights will yield in an average year or by the yield value typically determined in water court. A conversion
factor does not appear to apply to FCLWD, since they only accept cash based on required CBT units.
Water Supply Factor
Utilities and ELCO apply a supply factor, which is a multiplier to projected use that ensures a reliable
supply of water is available for years when water rights yield less than average on a per share or unit
basis that can vary depending on the reliability of the water rights accepted. Utilities’ water supply factor is
1.92, since it mostly accepts Southside ditch rights that can yield significantly less in dry years. ELCO’s
water supply factor ranges between 1.4 and 1.5, since it’s based on less variable water rights (e.g., CBT
units). A conversion factor does not appear to apply to FCLWD, since they only accept cash based on
required CBT units.
Plant Investment Fees (PIFs)
PIFs are one-time fees paid by developers or builders for the cost of the utility infrastructure needed to serve a
new development. All water providers impose plant investment fees to ensure that adequate infrastructure is
available to serve its customers.
Comparison of Water Development Fees
The chart below compares water development fees for each water provider:
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Utilities FCLWD ELCO
Plant Investment Fee
Single Family (6000 sq. ft/lot) $2,640 $7,000 $7,614
Multifamily (per living unit based on 10 living units
on 1.0 acre)
$16,290 $28,000 $29,360
Raw Water Requirement
Single Family (6000 sq. ft/lot) 0.663 ac-ft 1 CBT unit 0.567 ac-ft
Multifamily (per living unit based on 10 living units
on 1.0 acre)
5.760 ac-ft 4 CBT units 2.580 ac-ft
Cash-in-lieu (per acre-foot) $6,500 $25,000 $32,857*
Single Family (6000 sq. ft/lot) $4,310 $25,000 $18,630
Multifamily (per living unit based on 10 living units
on 1.0 acre)
$37,440 $100,000 $84,771
Total Water Development Cost
Single Family (6000 sq. ft/lot) $6,950 $32,000 $26,244
Multifamily (per living unit based on 10 living units
on 1.0 acre)
$53,730 $128,000 $114,131
* ELCO only accepts cash for single lots and requires water rights for all other development.
Note that water development fees are approximately four times the cost for a single family development and over
twice the cost for multifamily development for ELCO and FCLWD compared to the Utilities. This difference can be
attributed to several factors:
ELCO and FCLWD base their RWR costs on the market value of CBT units. The Utilities RWR costs are
related to other water rights (e.g., Southside ditches) and other supply needs (e.g., cost of storage).
FCLWD does not consider the size of the lot (up to 3 acres) in determining the single family PIF or RWR.
The Utilities PIFs are based on the actual plant installed and a 10-year projection of what additional plant
infrastructure is needed to serve customers. It is not clear from any publicly available documents how
PIFs are assessed for ELCO and FCLWD.
As noted above, FCLWD and ELCO have different raw water requirements based on their own water
supply needs.
The Utilities allows multi-family developments to use a single tap for domestic and irrigation use. FCLWD
and ELCO require separate irrigation taps for such developments.
ELCO does not accept cash-in-lieu except for single lot development, preferring to receive water shares
to meet RWR. FCLWD accepts only cash-in-lieu of water rights. The Utilities accepts both.
The Utilities’ cash-in-lieu amount has remained relatively low for many years.
Water Supplies and Demands
Water Supplies
The Utilities, ELCO, and FCLWD have two main sources of water supply: the CBT Project and the Poudre River.
CBT Supplies
All providers own units in the CBT Project, which is administered by the Northern Colorado Water Conservancy
District (commonly known as Northern Water). These CBT units are delivered to both the Utilities’ Water
Treatment Facility and the Soldier Canyon Filter Plant (which treats water supply for ELCO, FCLWD, and North
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Weld County Water District) out of Horsetooth Reservoir, which is not owned or operated by any of the water
providers.
Although the CBT Project includes a large amount of storage, the Utilities, ELCO, and FCLWD have a limited
ability to carry over water in CBT reservoirs for drought protection. Currently, Northern Water allows a 20%
carryover allowance for CBT unit owners, which can only be for CBT project water.
Poudre River Supplies
The Utilities’ Poudre River supplies include senior direct flow rights, converted agricultural rights and the Michigan
Ditch and Joe Wright Reservoir systems. Joe Wright Reservoir, which has an active capacity of about 6,500 acre-
feet, is the only storage reservoir that is fully owned and operated by the Utilities. These supplies can be delivered
to the Utilities Water Treatment Plant throughout the year via the Utilities pipeline diversion located at Gateway
Park in the Poudre River canyon.
Completion of the construction of the Pleasant Valley Pipeline (PVP) in 2004 allows ELCO, FCLWD, and the
Utilities (all PVP participants) to receive raw water from the Poudre River to their respective treatment facilities
from April to October. The PVP allows the City of Greeley (another PVP participant) to receive CBT water from
Horsetooth Reservoir to its treatment plant in Bellvue from November through March. Access to the Poudre River
via the PVP provides ELCO and FCLWD with a redundant water supply and seasonal access to Poudre River
supplies.
Annual Demands within the GMA
Annual treated water demands for each water provider are listed in the table below.
CURRENT (2012) UTILITIES ELCO FCLWD TOTAL
Treated water demand
within provider’s entire
service area
25,000 AF 4,000 AF 9,000 AF 38,000 AF
Treated water demand
within the GMA (acre-
feet)*
25,000 AF 3,000 AF 5,900 AF 33,900 AF
* District values in the GMA are rough estimates based on current total District demands and estimated divisions
of their service areas in the GMA.
The current water supplies for all providers are adequate in most years. However, these snowpack driven water
supplies can vary significantly from year to year. A key factor in water supply planning is assessing how much
demand can be met through certain droughts, also known as “firm yield”. For Utilities, firm yield is defined as
being able to meet demands through a 1-in-50 year drought without implementing water use restrictions.
Currently, the firm yield of the Utilities water supplies is about 31,000 acre-feet per year through a 1-in-50 year
drought. ELCO and FCLWD’s firm yield are currently unknown to Utilities staff. However, these districts do
analyze projected yields of their supplies through a series of drought years.
Future Water Supply Needs
The amount of future water supplies needed to serve the entire GMA depends on population and commercial
growth. Growth projections provided by the City’s Planning Department indicate the GMA population is expected
to grow by about 40 percent by 2040, from about 173,000 currently to approximately 245,000 by around 2040.
Currently, Utilities serves about 75 percent of households in the GMA, FCLWD serves about 16 percent and
ELCO serves about 9 percent. By 2040, it is estimated that Utilities will serve about 65 percent of households in
the GMA, FCLWD will continue to serve about 16 percent and ELCO will serve about 20 percent.
Using projected estimates of future demands provided by the Districts and estimated divisions of their service
areas in the GMA, it is projected that Utilities’ water needs will be about 35,200 acre-feet within the GMA by 2040,
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FCLWD will be about 7,200 acre-feet and ELCO will be about 6,900 acre-feet. Therefore, the total projected water
needs in the GMA is expected to increase to about 49,300 acre-feet by 2040.
The Utilities’ water rights portfolio yields about 55,000 acre-feet in an average year, however only about 31,000
acre-feet of that is firm yield. The difference between average and firm yield can be largely attributed to the limited
storage available to the Utilities, as well as ELCO and FCLWD, for their Poudre River water supplies. Limited
storage restricts the ability for all water providers to effectively manage these supplies and to meet demands if
CBT supplies were ever unavailable.
Storage Projects
All water providers must plan for projected future increases in demand that will exceed the existing firm yield.
Storage is an important component of water supply planning for meeting future demands and providing drought
reserves.
Halligan Reservoir Enlargement
The Halligan Reservoir Enlargement Project will allow the Utilities to increase its firm yield. The project, in the
National Environmental Policy Act (NEPA) permitting process since 2006, will provide the Utilities with an
additional 8,125 acre-feet of storage to meet the Utilities’ future demands through 2065 and will provide a storage
reserve for unexpected interruptions in supply. When the project is complete, the Utilities will have 38,400 acre-
feet of firm yield to meet current and future water supply needs.
In 2003, recognizing the need to increase reliability and carryover storage, ELCO and FCLWD joined the Utilities
as partners in the Halligan Reservoir Enlargement Project. However in 2009, both water providers withdrew from
the project citing concerns about the lack of progress and escalating costs.
Northern Integrated Supply Project (NISP)
FCLWD is a participant in Northern Integrated Supply Project, which is currently engaged in the NEPA permitting
process. NISP will provide FCLWD with about 3,000 acre-feet of additional firm yield. ELCO and the Utilities are
not participants in NISP.
Overland Trail Ponds
ELCO and FCLWD are both engaged in a project to develop a gravel mining site located near the Town of
LaPorte on the south side of the Poudre River around Taft Hill Road. This site will serve as gravel pit storage that
allows the Tri-Districts and the City of Greeley to release water back to the River to meet return flow obligations,
exchange for water diverted at the Pleasant Valley Pipeline, or potentially pump water to the Soldier Canyon Filter
Plant for treatment. When completed, the Overland Trail Ponds project will store approximately 4,700 acre-feet of
raw water.
ELCO Policy and Concerns
Recently, some developers within the GMA and ELCO service area have had difficulty in finding the required
water rights for meeting the ELCO RWR. It has been ELCO policy since at least the 1970s that “growth pays its
own way” by requiring developers provide the water rights necessary to support the water needs of that
development (except for single lot developments, which can pay cash). According to ELCO staff, some of these
developers are not familiar with having to acquire water rights and have only had to pay cash in other locations.
For example, FCLWD only accepts cash and Utilities accepts either cash or water rights. Given the recent surge
in construction in this region, the water rights accepted by ELCO (e.g., CBT units) are becoming scarce and
subsequently more expensive.
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History of Collaboration
The Utilities, ELCO, and FCLWD have a long history of collaboration. City Council has adopted several
resolutions and ordinances that document this history, primarily as they related to water provider boundaries and
the intention of the Utilities to provide or not provide water service within the boundaries of ELCO and FCLWD.
Raw Water Agreements
The City has entered into agreements with both FCLWD and ELCO regarding the provision of raw water. These
agreements have primarily involved the acceptance of Josh Ames Certificates to satisfy raw water requirements.
Josh Ames Certificates were created under a 1971 agreement between the City and the Josh Ames Ditch
Company. Under the Agreement, the Josh Ames Company conveyed the senior Josh Ames Ditch water right to
the City and, in exchange, the City issued water certificates that were distributed to Josh Ames Company
shareholders. The City entered into agreements which allowed developers to transfer Josh Ames certificates to
ELCO and FCLWD, and subsequently, to the Utilities, in exchange for delivery of a firm amount of raw water.
These agreements benefited all involved parties; however the majority of the risk was placed on the Utilities
because it is required to deliver a firm amount of supply regardless of drought or other water supply conditions.
Some of the noted collaborations evolved out of a conflict in service area boundaries between the City and
FCLWD. Fort Collins Utilities included a portion of developing lands within the boundaries of FCLWD in the
Utilities water service area boundaries. FCLWD desired to continue to provide service to this area. The dispute
over service territory resulted in the City filing a lawsuit under a section of the Special District Act (C.R.S. 32-1-
502) to exclude the disputed area within the City limits from the boundaries of FCLWD. Upon hearing the case,
the Court directed the City and FCLWD to negotiate in attempt to resolve the dispute. This resulted in the hiring of
a consulting firm to evaluate options, which included the City acquiring FCLWD facilities within the City limits or
within the entire District, merging the two entities into a water authority, or maintaining the status quo with
FCLWD’s service area boundary remaining intact.
Discussion regarding formation of an authority progressed as far as establishing a steering committee, evaluating
benefits and costs, and drafting agreements, however a merger never came to fruition. There was agreement to
share facilities to the benefit of all customers. This agreement resulted in several collaborations, including shared
capacity on the 60-inch Westside transmission line, water sales and sharing agreements, and studies on
consolidating treatment systems.
As part of this collaboration, Utilities entered an agreement in 2001 with the FCLWD that allowed developers
within a defined portion of the GMA and the FCLWD to meet RWR through either Utilities or FCLWD - with all
customers billed by the FCLWD. In general, developments with smaller lots (the majority of lots) would meet the
RWR through Utilities. In return, Utilities would provide FCLWD with a fixed amount of water supply each year.
This agreement has provided some risk to Utilities, since it generally results in Utilities providing CBT supplies
and Utilities needing to provide the fixed water supply without consideration for years of water supply shortage. As
a result, this agreement was allowed to expire in 2011. However, uncompleted developments that had already
been annexed can still choose between water providers. The Utilities does include the associated growth in the
FCLWD agreement area in its future water supply planning (e.g., Halligan Reservoir Enlargement Project).
Considerations for Future Discussions
Potential Options for Utilities Addressing Supply Needs in GMA
The Utilities is limited in the amount of firm supply that it can provide without additional storage or more expensive
water rights (e.g., CBT units). Although Utilities has a water rights portfolio that can provide excess yields that are
greater than its demands in average and wet years, most of that water comes from converted irrigation rights that
are only available in the summer months. Additional storage capacity would be required to manage these supplies
so they can be available in winter months. The additional storage Utilities plans to acquire through the Halligan
Reservoir Enlargement Project is only sized to meet projected 2065 water needs in its service area. Adding
additional storage to the project for meeting other (District) demands would most likely create a significant delay in
the permitting process.
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Some potential may exist for Utilities to provide the Districts with yields in excess of demands in certain (wet or
average) years. This would not provide a firm yield to the Districts, but may provide additional supplies that, when
coupled with their other water supplies, may increase their firm yield. However, it most likely would require
additional storage capacity. Utilities would need to work with the Districts to further investigate this potential option
and how it might work within their water supply system. In addition, Utilities would need to investigate potential
risks associated with this option. For example, Utilities water rights may or may not be usable in the Districts
under current decrees without revising those decrees (through water court), which could potentially lead to new
decree conditions that limit the use and yield of those rights. Utilities would also need to consider adequate
compensation to its water enterprise fund. In addition, the Districts would need to consider whether acceptance of
Utilities excess yields would constitute a change to their RWR. It is anticipated that significant time would be
required to further investigate this potential option, consider potential risks and financial implications and negotiate
agreements if applicable.
Affordable Housing
Another potential option for Utilities addressing supply needs in the Districts’ portion of the GMA would be to
consider allowing Affordable Housing projects to meet RWR through Utilities. According to City of Fort Collins
Social Sustainability Department, there are a few, smaller Affordable Housing planned projects in the Districts that
could benefit greatly by reduced RWR. Discussions with Social Sustainability, Utilities and the Districts could
occur to further investigate this potential and consider risks and financial impacts.
Utilities RWR Changes
The Utilities cash-in-lieu rate of $6,500 per acre-foot has not changed since 2001. This is, in part, due to fairly
steady water rights market values until the last few years, especially the water rights accepted by Utilities (mostly
the Southside ditches). The steady rate is also related to the cost of developing additional storage capacity, which
has not been as volatile as the water rights market in recent years. However, given the time since the last update
and the recent increase in value of water rights, potential changes to the Utilities RWR and cash-in-lieu rate is
planned to be discussed at the September 8, 2015 City Council work sessions. More details will be provided at
that time.
CONCLUSION
The cost of providing water supplies in the City’s GMA is likely to continue to increase. Utilities and the Districts
have a long history of working cooperatively on water supply related issues. Continued discussions will be
required to address upcoming issues. Potential next steps include:
Engage with Districts about their RWR policies
o FCLWD - consider changes to size of lots in RWR
o ELCO - consider taking cash-in-lieu of water rights
o Both - consider allowing single tap for multi-family domestic and irrigation use
Continued Utilities discussions with Districts
o Monthly Regional Water Cooperation Committee meetings
Involve City of Fort Collins Planning Department in growth discussions
o Further investigate ELCO water supply needs
Better understand water supply system
Explore options for potentially using Utilities excess water
Consider risks to Utilities
Further explore Utilities providing supply for Affordable Housing projects in Districts’ portion of the GMA
Consider changes to Utilities RWR and cash-in-lieu rates that will be presented at the September 8, 2015
City Council work session.
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ATTACHMENTS
1. Fort Collins Area Water Districts Map (PDF)
2. ELCO Letter re: Water Dedication Policy and Water Resources Planning (PDF)
3. FCLWD Letter re: Water Acquisition Policy and Water Resources Planning (PDF)
4. Water Supply and Demand Management Policy (PDF)
5. Glossary of Water Resources Terms (PDF)
6. Powerpoint presentation (PDF)
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Fort Collins Area
Water Districts Map
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ATTACHMENT 1
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Attachment: Fort Collins Area Water Districts Map (3323 : Water Supply Planning in the Growth Management Area)
ATTACHMENT 2
1.2
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Attachment: ELCO Letter re: Water Dedication Policy and Water Resources Planning (3323 : Water Supply Planning in the Growth Management
1.2
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Attachment: ELCO Letter re: Water Dedication Policy and Water Resources Planning (3323 : Water Supply Planning in the Growth Management
1.2
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Attachment: ELCO Letter re: Water Dedication Policy and Water Resources Planning (3323 : Water Supply Planning in the Growth Management
1.2
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Attachment: ELCO Letter re: Water Dedication Policy and Water Resources Planning (3323 : Water Supply Planning in the Growth Management
ATTACHMENT 3
1.3
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Attachment: FCLWD Letter re: Water Acquisition Policy and Water Resources Planning (3323 : Water Supply Planning in the Growth
1.3
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Attachment: FCLWD Letter re: Water Acquisition Policy and Water Resources Planning (3323 : Water Supply Planning in the Growth
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Attachment: FCLWD Letter re: Water Acquisition Policy and Water Resources Planning (3323 : Water Supply Planning in the Growth
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ATTACHMENT 4
1.4
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Attachment: Water Supply and Demand Management Policy (3323 : Water Supply Planning in the Growth Management Area)
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Attachment: Water Supply and Demand Management Policy (3323 : Water Supply Planning in the Growth Management Area)
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City of Fort Collins
Water Supply and Demand Management Policy
The City of Fort Collins’ Water Supply and Demand Management Policy provides a
foundational framework for water supply and demand management decisions concerning the
City’s water supply system. Operational and management actions and decisions by the Water
Utility will be consistent with the provisions of this policy.
Objective
To provide a sustainable and integrated approach to 1) ensuring an adequate, safe and reliable
supply of water for the beneficial use by customers and the community and 2) managing the level
of demand and the efficient use of a scarce and valuable resource consistent with the preferences
of Water Utility customers and in recognition of the region’s semi-arid climate.
This objective aligns with the 2010 Plan Fort Collins that provides a comprehensive 25-year
vision for the future development of Fort Collins. Policy ENV 21.2 of Plan Fort Collins states,
“Abide by Water Supply and Demand Management Policy: Provide for an integrated approach to
providing a reliable water supply to meet the beneficial needs of customers and the community
while promoting the efficient and wise use of water.”
This Water Supply and Demand Management Policy calls for a “sustainable and integrated
approach” to water demand and water resources management. Sustainability is defined within
the context of the triple-bottom-line decision making in Plan Fort Collins as, “To systematically,
creatively, and thoughtfully utilize environmental, human, and economic resources to meet our
present needs and those of future generations without compromising the ecosystems upon which
we depend.” Aligning with Plan Fort Collins, the Water Utility will take a leadership role by
incorporating the triple-bottom-line in its management of water supply and demand. When this
core value is applied to the use and development of our valuable water resources, the Utility will
strive to:
Avoid, minimize or offset impacts to our environment
Consider the social benefits and impacts of having a reliable and high quality water supply
Analyze the economic cost to provide such supplies, while also considering the effects it has
to our local and regional economies
The Utility will continue to provide a culture of innovation that finds proactive and creative
solutions in managing its water supplies and demands, which is a dynamic process that evolves
along with changes in data management and technology, legal and political environments,
economic development and water innovation, and as the State’s population continues to increase.
Given these factors, it is important to maintain an up-to-date effective policy that is based on
current data. The policy’s terms and conditions should be reviewed and updated by 2020, or
sooner if desired by the City Council or the Utilities Executive Director.
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1.0 WATER USE EFFICIENCY AND DEMAND MANAGEMENT
The City views its water use efficiency program as an important proactive response to supply
variability and climate change. Elements of the City’s conservation program include reducing
indoor demand through improved technology, leak reduction and behavior change and reducing
outdoor demand through improved irrigation efficiency and reasonable changes in landscaping.
The City believes water use efficiency is of vital importance for many reasons, including to:
Foster a conservation ethic and eliminate waste
Demonstrate a commitment to sustainability
Provide water for multiple beneficial purposes
Reduce the need for capital expansion projects and certain operational costs
Encourage and promote innovation in water demand management
Prepare for potential impacts of climate change
1.1 Water Use Efficiency Goals for Treated Water Use
The City’s 2009 Water Conservation Plan1 established a goal of reducing the City’s treated water
use to 140 gallons per capita per day (gpcd)2 by the year 20203. The City will utilize water use
efficiency measures and programs with the aim of reducing its water use to an average of 140
gpcd, subject to 1) continuing study of the water requirements of the City’s urban landscaping, 2)
impacts on water demand due to changes in land use policies, building codes and housing trends,
3) additional studies on climate change, and 4) changes in the water use goal as may be adjusted
by any subsequent water conservation plans. This water use goal is subject to change as
discussed above and is intended as a goal that can be met while sustaining reasonable indoor and
outdoor values of the City.
The per capita peak daily demand4 will be reduced or maintained to be no more than 350 gpcd by
the year 2020, but may be adjusted by any subsequent water conservation plans.
1.2 Water Use Efficiency Program
Policy ENV 21.2 of Plan Fort Collins states, “Conservation measures should be implemented in
accordance with the Water Conservation Plan and periodically adjusted to reflect new and
effective conservation measures.” The City will optimize water use efficiency through the
programs and measures specified in its Water Conservation Plan. These programs and measures
include educational programs, incentive programs, regulatory measures and operational
1 State guidelines are changing the terminology of Water Conservation Plans to Water Use Efficiency Plans, and
likewise conservation is being changed to water use efficiency. For purposes of this policy, water use efficiency is
referred to as water conservation; however, the terminology may be used interchangeably.
2 Gallon per capita per day (gpcd) calculations are based on the total treated water produced at the Water Treatment
Facility for use by Water Utility customers (minus large contractual customers and other sales or exchange
arrangements) divided by the estimated population of the Water Utility’s service area.
3 This goal represents an 8.5% reduction in water use compared to Fort Collins’ 2006-2010 average daily water use
of 153 gpcd. It represents a 29% reduction in water use compared to Fort Collins’ pre-drought (1992-2001) average
daily water use of 197 gpcd.
4 The peak daily demand is 2.5 times the average daily use water conservation goal and is based on historic ratios of
average to peak daily use.
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measures. Specific measures and programs are outlined in the Water Conservation Plan.
The overall effectiveness of these measures and programs will be evaluated on a regular basis
and if necessary, modifications will be made to increase effectiveness or to modify the City’s
water use goal. An annual water conservation report will be prepared to describe the status and
results of the various measures and programs. The Water Conservation Plan will be updated at a
minimum of every seven years, as currently required by the State of Colorado.
1.3 Water Rate Structures
The City will have stable water rate structures with transparent accountability for all classes of
customers. The water rate structures will provide an economic incentive to use water efficiently
while also providing sufficient revenue for operational and maintenance purposes. Examples of
structures that may be utilized include 1) tiered rates with increasing prices as water use
increases, 2) seasonal blocks with higher rates during the irrigation season, and 3) water budget
approaches based on appropriate targets for individual customers.
The City will annually review the effectiveness of its water rate structures as part of its financial
analyses regarding Water Utility revenue, expenses and rates. Specific studies or changes to the
rate structure may be made upon identification of the need to revise it. Any changes to the rate
structure will require City Council approval.
1.4 Population Growth
Population growth is an important factor in determining the City’s water supply needs, since
increases in population generally increase the need for additional supplies. Population growth
projections and associated water demand are mostly a function of land use planning,
development densities, annexation and other growth related issues that can be affected by City
Council decisions. The Water Utility will continue to work closely with the Current Planning
Department, which provides population projections that may be effected by changes in City
policies related to growth.
2.0 WATER SUPPLY RELIABILITY
The City needs to meet future water demands in an efficient and reliable manner. Policy ENV
21.2 of Plan Fort Collins states, “Water supply reliability criteria will take into consideration
potential effects of climate change and other vulnerabilities. Water supplies and related facilities
shall be acquired or developed after careful consideration of social, economic and environmental
factors.” One of the Water Utility’s primary objectives is to provide an adequate and reliable
supply of water to its customers and other water users. Key principles that need to be considered
when addressing water supply for municipal use include:
Providing water supply system reliability and flexibility
Considering a broad portfolio of resources that do not overly depend on any one source
Maintaining a water storage reserve for unforeseen circumstances
Maintaining water supply infrastructure and system security
Being a steward of the City’s water resources, which includes watershed management
Collaboration with the City’s regional water providers and users
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Maintaining awareness of state, national and worldwide trends and adapting as needed to
meet our customer needs
Promoting education, awareness and a culture of innovation among the Water Utility and
others to enable creative responses to future water supply uncertainties
2.1 Water Supply Planning Criteria
An integral component of the City’s water supply planning efforts is to maintain computer
models that estimate the yield of its existing and future water supplies. The following water
supply planning criteria are key parameters used in these models that provide a foundation for
planning future supplies.
2.1.1 Planning Demand Level
The reliability of the City’s water supply should be maintained to meet an average per capita
demand level of 150 gpcd5,6. This planning level provides a value that is higher than the water
use goal to address uncertainties inherent in water supply planning.
It is important to have a planning number that can be used for development of long-range water
supply facilities. Because water supply system infrastructure may take many years to permit and
construct, it is desirable to use conservative assumptions to size facilities that may be needed for
the long-term. A planning demand level should be larger than the water use goal, primarily
because of the uncertainties related to projected water demands, yields from specific water
rights, climate change and other unanticipated effects.
2.1.2 Drought Criterion
The reliability and capacity of the City’s water supply system should be maintained to meet the
planning level demand during at least a l-in-50 year drought event in the Cache la Poudre River
Basin. Water rights should be acquired and facilities (including storage capacity) should be
planned and constructed sufficiently ahead of the time to maintain the 1-in-50 year drought
criterion, considering the time required to obtain water court decrees and permit and construct
diversion, conveyance and/or storage facilities. In using this criterion, the City seeks to provide a
balance among water supply reliability, the financial investment necessary to secure such
reliability and the environmental impacts associated with water storage and diversions.
2.1.3 Storage Reserve Factor
The City’s water supply planning criteria will include a storage reserve factor that equates to
20% of annual demand in storage through a 1-in-50 year drought7,8. This factor provides an
5 The 150 gpcd value is based upon the normalized 2006-2011 average daily use.
6 The average per capita demand planning level is used for facility planning purposes. Gallons per capita per day
(gpcd) calculations are based on the total treated water produced at the Water Treatment Facility for use by Water
Utility customers (minus large contractual customers and other sales or exchange arrangements) divided by the
estimated population of the Water Utility’s service area. This number is multiplied by population projections
developed by the City’s Planning Department to calculate future water demands.
7 For the Water Utility, 20% of annual demand is equivalent to around 3.7 months of average winter demand and
about 1.5 months of average July demand.
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additional layer of protection intended to address dimensions of risk outside of the other
reliability criteria, including emergency situations (i.e. pipeline failure) and droughts that exceed
a 1-in-50 year drought.
2.2 Climate Change
Climate change could significantly impact the reliability of the City’s supplies and/or the amount
of water required to maintain existing landscapes9; however, there is a great deal of uncertainty
related to current climate change projections along the Colorado Front Range and its impact on
municipal demands and water supply systems. The City’s planning criteria and assumptions are
conservative in part to account for climate change based on the information to date. The City will
continue to monitor climate change information and, if necessary, will revise its water supply
planning criteria and assumptions to ensure future water supply reliability.
2.3 Water Supply Shortage Response Plan
The City will maintain a plan for responding to situations where there are projected water supply
shortages, either because of severe drought conditions (i.e., greater than a 1-in-50 year drought)
or because of disruptions in the raw water delivery system. When needed, the Water Supply
Shortage Response Plan will be activated based on the projected water supply shortage.
This plan will include measures to temporarily reduce water use through media campaigns,
regulations, restrictions, rate adjustments and other measures. The plan may also include
provisions to temporarily supplement the supply through interruptible water supply contracts,
leases, exchanges and operational measures. Reducing the City’s water use during supply short
situations may lessen adverse impacts to irrigated agriculture and flows in the Poudre River. The
plan will be reviewed periodically and, if necessary, updated to reflect changes in the City’s
water use and its water supply system.
2.4 Additional Supplies and Facilities
In order to meet projected growth within the Water Utility’s service area, as well as maintain
system reliability and operational flexibility, the City will need to increase the firm yield of its
current water supply system. The following policy elements address ways of meeting these
needs.
8 In meeting this factor, it is assumed that the City cannot rely on the existing Colorado-Big Thompson Project
(CBT) carryover program. This program currently allows each CBT unit holder to carry over up to 20% of its CBT
unit ownership in CBT reservoirs for use in the following year. However, this program has varied over the years and
there is no guarantee that it will be continued in the future.
9 Current research indicates that changes in precipitation in this area are uncertain but that temperatures will increase
and therefore it is likely that runoff will come earlier and in a shorter amount of time, precipitation may more often
come as rain, and higher temperatures will increase outdoor demands and change growing seasons for existing
landscapes.
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2.4.1 Raw Water Requirements for New Development
The City shall require developers to turn over water rights as approved by the City, or cash in-
lieu-of water rights, such that supplies can be made available to meet or exceed the demands of
the Water Utility’s treated water customers during a l-in-50 year drought.
Cash collected shall be used to increase the firm yield and long-term reliability of the City’s
supply system. Potential uses of cash include acquiring additional water rights, entering into
water sharing arrangements with agricultural entities, purchasing or developing storage facilities
and pursuing other actions toward developing a reliable water supply system. Consideration will
be given to providing a diversified system that can withstand the annual variability inherent in
both water demands and supplies. The balance between water rights being turned over and cash
received by developers should be monitored and adjusted as needed to develop a reliable and
effective system.
2.4.2 Acquisition and/or Sharing of Agricultural Water Supplies
The City currently owns and will acquire additional water rights that are decreed only for
agricultural use. The City will periodically need to change these water rights from agricultural
use to municipal use to meet its water supply needs. The City will change those rights that come
from areas upon which the City is growing, or from areas where the irrigation has ceased, when
needed. For water rights that were derived from irrigated agricultural lands that remain in viable
agricultural areas, the City will refrain from converting agricultural decrees to municipal use as
long as other water supply options are available or other factors make it prudent to do so. The
City will also work towards water sharing arrangements that provide water for municipal uses
when critically needed and that allow for continued agricultural use of water at other times, in a
manner that preserves irrigated agricultural lands over the long-term.
2.4.3 Facilities
The City will pursue the acquisition or development of facilities that are needed to manage the
City’s water rights in an efficient and effective manner and enhance the City’s ability to meet
demands through at least a 1-in-50 year drought. These facilities may include storage capacity,
diversion structures, pipelines or other conveyances, pumping equipment, or other facilities that
increase the firm yield of the City’s supply system.
Additional storage will be acquired or constructed considering 1) the City’s return flow
obligations incurred from changes of water rights, 2) the City’s need to carryover water from wet
years to dry years in order to meet its drought criteria, 3) operational flexibility, redundancy and
reliability of the City’s water supply system, and 4) potential multiple-use benefits (i.e.,
environmental flows, recreational uses, etc.). The City will analyze the potential environmental
impacts of developing storage along with other associated costs and benefits, and will develop
that storage in a manner that avoids, minimizes or offsets the effects to the environment. Storage
capacity options include the enlargement of Halligan Reservoir, the development of local gravel
pits into storage ponds, the acquisition of storage capacity in new or existing reservoirs, the
development of aquifer storage, or some combination of the above.
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3.0 TREATED AND RAW WATER QUALITY
Policy ENV 21.1 of Plan Fort Collins states, “Develop and adhere to drinking water quality
standards, treatment practices, and procedures that provide the highest level of health protection
that can be realistically achieved.” In addition, the City will take an active role in protecting the
quality of water in the various watersheds from which the City’s raw water is derived and
maintaining the taste and quality of the City’s treated water. This may include mixing of the
City’s source waters to maintain high water quality and require collaboration with private,
county, state and federal land owners and managers. The acquisition, development, and
management of the City’s raw and treated water will be consistent with the City’s Drinking
Water Quality Policy and other applicable policies related to watershed protection and water
treatment.
4.0 USE OF SURPLUS RAW WATER
The City will use its existing supplies to meet municipal obligations with the following priorities:
1) to meet water demands by the City’s treated water customers, and 2) to meet the City’s raw
water needs as well as other City raw water obligations. Raw water needs include use for such
purposes as irrigation of City parks, golf courses, cemeteries and other greenbelt areas.
Additional raw water obligations include primarily water transfers to other entities because of
agreements or exchanges made to manage the water supply system more effectively.
Water not needed for the above purposes is referred to as surplus water and may be made
available to others in accordance with decrees and other applicable policies. Since the City plans
its water supply system using a 1-in-50 year drought criterion, it typically has significant
quantities of surplus raw water in many years. This surplus water may be available on a year-to-
year basis or through multi-year arrangements that do not significantly impair the City’s ability
to meet municipal demands. The City will continue to rent its surplus supplies at a fair market
price that helps offset the cost of owning such supplies and benefits the Water Utility ratepayers.
4.1 Commitment to Other Beneficial Purposes
Acknowledging that the City’s use of its valuable water resources has impacts to the
environment and the region, the City will commit to using its surplus supplies for other
beneficial purposes such as supporting irrigated agriculture, supplementing flows in the Poudre
River or providing other regional benefits. The City’s surplus supplies come from a variety of
sources, each of which has unique characteristics. These sources include CBT water and shares
in several irrigation companies. Some sources are more suitable and available than others to meet
beneficial purposes. Whether the surplus raw water can be used for these other purposes is
dependent upon a number of factors, including the type of water, place of use and other decree
limitations. Any potential use of these supplies should consider, and will likely require
coordination with, other water users, state agencies and other groups. Some uses of the surplus
supplies, such as maintaining an instream flow according to the State’s Instream Flow Program,
may require a change of water rights through the water court process. The City will engage in a
thorough evaluation of these issues as part of assessing the use of its surplus supplies for these
beneficial purposes.
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Utilities will evaluate implementing a program to allow voluntary contributions from its
ratepayers (i.e., Utility bill “check-off box”) for programs that are designed to support the
following purposes: preserving local agriculture, supplementing flows in the Poudre River, or
meeting other beneficial purposes that our community may desire.
4.1.1 Agriculture and Open Space
Policy SW 3.2 of Plan Fort Collins states, “Participate in and follow the Northern Colorado
Regional Food System Assessment project and other Larimer County agricultural efforts, and
implement their recommendations at a local level, if appropriate.” In addition, Policy LIV 44.1
of Plan Fort Collins states, “Maintain a system of publicly-owned open lands to protect the
integrity of wildlife habitat and conservation sites, protect corridors between natural areas,
conserve outstanding examples of Fort Collins' diverse natural heritage, and provide a broad
range of opportunities for educational, interpretive, and recreational programs to meet
community needs.” To the extent that surplus water is available, the City will continue to support
the local agricultural economy and help preserve the associated open spaces by renting surplus
agricultural water back to irrigators under the respective irrigation companies.
The City will explore long-term rental and sharing arrangements with irrigators10 in order to
support the regional food system, encourage agricultural open space and other benefits provided
by irrigated agriculture, as well as benefit the Water Utility ratepayers.
4.1.2 Instream Flows
Policy ENV 24.5 of Plan Fort Collins states, “Work to quantify and provide adequate instream
flows to maintain the ecological functionality, and recreational and scenic values of the Cache la
Poudre River through Fort Collins.” Recognizing that its water use depletes natural streamflows,
the City will seek innovative opportunities to improve, beyond any associated minimum
regulatory requirements, the ecological function of the streams and rivers affected by its
diversions. The Water Utility will take a leadership role in working with other City departments,
local and regional groups and agencies towards the following objectives in accordance with
Colorado water law and the administration of water rights in Colorado: 1) encourage flows in
local streams to protect the ecosystem, 2) pursue the operation of its water supplies and facilities
in a manner that avoids, minimizes or offsets the effects to the environment while meeting
customer demands, and 3) explore projects or measures that would provide flows in streams and
water in reservoirs for recreational and aesthetic purposes.
4.1.3 Other Arrangements
The City will consider and participate in other surplus water supply arrangements with other
entities that provide mutual benefits and support the region. These may include other rental
agreements, augmentation plans and other cooperative arrangements with regional partners.
These types of arrangements should be limited to unique opportunities that are mutually
10 The City’s largest irrigation company ownership interest is in the North Poudre Irrigation Company, which still
has substantial lands in irrigated agricultural production and has a unique mix of native water and CBT water that
lends itself to these types of partnership arrangements.
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beneficial to the parties and provide significant social, economic or environmental benefits to the
region.
5.0 REGIONAL COOPERATION
The City recognizes the importance in maintaining good relationships with regional entities and
coordinating efforts to achieve mutual goals. The City also recognizes that growing Colorado
municipalities are currently struggling to define a way to meet future water supply needs in a
manner that minimizes negative impacts to agricultural economies and river ecosystems. The
Water Utility will endeavor to be a leader in demonstrating how water supply can be provided in
a manner that respects other interests and provides a culture of innovation.
5.1 Working with Other Municipal Providers
The City will continue to work with the water suppliers throughout the northern Colorado Front
Range to assure that adequate supplies are maintained in the region. When benefits are identified,
the City will cooperate with area entities in studying, building, sharing capacity and operating
water transmission lines, distribution systems and storage reservoirs for greater mutual benefit.
The City has common interests and the potential to cooperate with regional entities including the
water districts around Fort Collins, the City of Greeley and the Northern Colorado Water
Conservancy District, as well as other Colorado water providers. In particular, the City should
work closely with water districts that serve Fort Collins residents to encourage similar policies
regarding drought protection, conservation and to provide mutual assistance during emergencies.
5.2 Working with Local Irrigation Companies
The City will continue to cooperate with local irrigation companies regarding the use, exchange
and transfer of water in the Cache la Poudre River Basin. As a major shareholder in many of the
local irrigation companies, it is necessary and desirable that the City work closely with these
companies. Much of the water supply available to the City is through the ownership of shares in
local irrigation companies.
5.3 Working with Others
City Departments will work together and also cooperate with local, state and federal agencies,
civic organizations, environmental groups and other non-governmental organizations when
common goals would benefit City residents and the surrounding community. Examples of goals
that may involve City water supplies and be worthy of collaborative efforts include support for
existing and development of new local food sources, promoting open space, improving river
flows and supporting the local economy. Such efforts should identify appropriate entities and
sources of revenue for specific goals or projects.
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City of Fort Collins Utilities
City Council Work Session
Water Supply Planning in the Growth Management Area
July 14, 2015
Glossary of Water Resources Terms
1-in-50 Year Drought Criterion - criterion adopted in the current Water Supply and
Demand Management Policy that defines the level of risk for the City’s water supply
system; a drought is a period of below average runoff that can last one or more years and
is often measured by its duration, average annual shortage and cumulative deficit below
the average; a 1-in-50 drought corresponds to a dry period that is likely to occur, on
average, once every 50 years; although the Poudre River Basin has several drought
periods in its recorded history, it is difficult to assess whether any of these droughts were
equal in magnitude to a 1-in-50 drought; the 1985 Drought Study developed the 1-in-50
drought used in assessing the Utilities water supply system; this drought period is six
years long and has a cumulative deficit of 550,000 acre-feet, which represents annual
river volumes that are about 70% of the long-term average for the Poudre River; see also
“Statistically Based Drought Analysis”
Acre-Foot or Acre-Feet (ac-ft, AF) - volume of water equal to about 326,000 gallons; one
acre-foot can supply around three to four single family homes in Fort Collins per year;
for storage comparison, the maximum volume of Horsetooth Reservoir is about 157,000
acre-feet
Active Capacity - the usable capacity of a reservoir for storage and regulation of inflows
and releases that does not include any capacity below the reservoir’s lowest outlet (which
is known as dead capacity)
Carryover - used in reference to storage; it is the ability to save water in storage for use at
a later time, most notably in following years
Change in Water Right - used to refer to changing water rights under Colorado water law
from agricultural to municipal water use; see also “Legal Return Flows or Return Flow
Obligations”
Colorado-Big Thompson (CBT) Project - a Bureau of Reclamation project that brings
water from the Colorado River basin to the east side of the continental divide via a tunnel
and the Big Thompson River to several locations including Horsetooth Reservoir;
operated by the Northern Colorado Water Conservancy District (or Northern Water); Fort
Collins Utilities currently owns 18,855 units of the 310,000 total units in the CBT project
Cubic Feet per Second (cfs) - volumetric flow rate equal to one cubic foot flowing every
second; for comparison, an average peak flow rate on the Poudre River at the Lincoln
Street gage (downtown) is around 1,900 cfs and a median winter-time low flow rate in
December at the same location is around 7 cfs
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Direct Flow Rights - water rights that can be taken for direct use, as opposed to storage
rights that can be taken for later use; see also “Senior Water Rights”
DEIS or EIS - short for Draft Environmental Impact Statement; a report detailing the
findings of the NEPA permitting process; report can be reviewed by public for their
comments which are typically addressed in a Final Environment Impact Statement; see
also “NEPA”
ELCO - short for East Larimer County Water District; see also “Tri-Districts”
FCLWD - short for Fort Collins-Loveland Water District; see also “Tri-Districts”
Firm Yield - a measure of the ability of a water supply system to meet water demands
through a series of drought years; for the Fort Collins Utilities, this means being able to
meet the planning demand level and storage reserve factor through the 1-in-50 year
drought criterion without the need for mandatory water restrictions; see also “1-in-50
Year Drought Criterion”, “planning demand level” and “storage reserve factor”
GMA – short for Growth Management Area, which is the planned boundary of the City
of Fort Collins’ future City limits
gpcd - short for gallons per capita per day; a measurement of municipal water use; for the
Fort Collins Utilities, gpcd is calculated based on the total annual treated water produced
at the Water Treatment Facility for use by all Water Utility customers (minus large
contractual customers and other sales or exchange agreements) divided by the estimated
population of the Water Utility’s service area and 365 days
LEDPA – short for Least Environmentally Damaging Practicable Alternative, which is
what is allowed to be permitted through the NEPA permitting process; see also “NEPA”
Legal Return Flows or Return Flow Obligations - refers to legal requirements when
changing water rights from agricultural to municipal use; this process requires obtaining a
decree from Colorado Water Court that involves detailed analysis of the historic
agricultural water use, including the water diversions, amount used by the crops, and the
return flow patterns of the water not used by the crops; terms in the decree to prevent
municipalities from taking more water than was historically taken and replacing return
flows in the right amount, location and time to prevent injury to other water rights
NEPA - short for National Environmental Policy Act; federal legislation that established
environmental policy for the nation; it provides interdisciplinary framework for federal
agencies to prevent environmental damage and contains “action-forcing” procedures to
ensure that federal agency decision-makers take environmental factors into account
NISP - short for Northern Integrated Supply Project
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Northern Water or NCWCD - short for Northern Colorado Water Conservancy District
(NCWCD); Northern Water operates the Colorado-Big Thompson (CBT) Project and is
involved in several other regional water projects on behalf of their participants; see also
“Colorado-Big Thompson (CBT) Project”
NWCWD - short for North Weld County Water District; see also “Tri-Districts”
PIFs – short for Plant Investment Fees, which requires new development to pay into the
water treatment and distribution facilities that are in place or planned
Planning Demand Level - level of water use (demand) in gpcd used by Fort Collins
Utilities for water supply planning purposes that is a factor in determining the amount of
water supplies and/or facilities needed; see also “gpcd”
RWR – short for Raw Water Requirements, which requires new development to turn in
water rights or cash-in-lieu of water rights to support the water needs of that
development; cash is used to increase the firm yield and long-term reliability of the City’s
supply system (e.g., purchase additional storage capacity)
Storage Reserve Factor - refers to a commonly used engineering principle in designing
water supply systems to address short-term supply interruptions; as defined in the Water
Supply and Demand Management Policy, the storage reserve factor incorporates having
20 percent of annual demands in storage through the 1-in-50 drought which equates to
about 3.5 months of winter (indoor) demands or 1.5 month of summer demands
Senior Water Rights - refers to Colorado water law’s use of the “prior appropriation” or
priority system, which dictates that in times of short supply, earlier water rights decrees
(senior rights) will get their water before others (junior rights) can begin to use water,
often described as “first in time, first in right”
Tri-Districts - the combination of the three regional water districts ELCO, FCLWD and
NWCWD; these districts share the same water treatment plant called Soldier Canyon
Filter Plant, which is located adjacent to Fort Collins Utilities’ Water Treatment Facility
Water Rights Portfolio - the mix of water rights owned by a water supplier; typically
includes water for direct use, as well as for storage for later use; for the Fort Collins
Utilities, includes City owned water rights, owned and/or converted shares in agricultural
rights, storage rights at Joe Wright Reservoir, and ownership in the CBT project
WSDMP - short for Water Supply & Demand Management Policy, which provides Fort
Collins Utilities guidance in balancing water supplies and demands
Yield or Water Rights Yield - refers to the amount of water that is produced from a water
right; the yield of water rights vary from year to year depending on the amount of water
available (i.e., low or high river runoff) and the priority of the water right; see also “Firm
Yield” and “Senior Water Rights”
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Attachment: Glossary of Water Resources Terms (3323 : Water Supply Planning in the Growth Management Area)
Water Supply Planning within the
City of Fort Collins Growth Management Area
City Council Work Session
July 14, 2015
Carol Webb, Water Resources and Treatment Operations Manager
Donnie Dustin, Water Resources Manager
1
ATTACHMENT 6
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
May 12 - City Council Work Session
Water Supply Reliability
and Storage Update
PURPOSE:
- Background on the water
supply planning policies
and processes.
- Update on activities
related to water storage
and reliability.
June 8 - Futures Committee
Water Supply Planning
Policy
PURPPOSE:
- History, present, and
future options;
- Accelerating Halligan
Water Supply Project
Permitting Process
July 14 - City Council Work Session
Water Supply Planning
Policy
PURPOSE:
- History, present, and
future options
Sept. 8 - City Council
Work Session
Water Development Fees
PURPOSE:
Review Raw Water
Requirements and Plant
Investment Fees for new
development; compare with
requirements in
surrounding water districts;
consider potential changes
to Utilities’ requirements.
Water Supply
Discussion Timeline
2
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
Purpose
Review water supply planning by different water
providers in the Growth Management Area (GMA)
Seek direction for potential options for water supply
planning in the GMA
3
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
General Direction Sought
• Should Utilities explore options to address water supply
needs for all areas of the GMA?
• Should Utilities explore options to address raw water
requirements for Affordable Housing projects in the
GMA?
4
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
Agenda
• Background and concerns regarding multiple water
providers in GMA
• Review and compare the City and water district policies
and fees
• Current and future water supply needs within the GMA
• Present considerations for future discussions
5
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
Background
• The City’s Growth Management Area (GMA) is currently
served by five water districts
• City of Fort Collins Utilities (Utilities)
• East Larimer County Water District (ELCO)
• Fort Collins-Loveland Water District (FCLWD)
• West Fort Collins Water District
• Sunset Water District
• Focus of today’s discussion on Utilities, ELCO, and FCLWD
• Serve the majority of the GMA
• New development primarily occurring in those areas
6
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
7
Fort Collins Area
Water Districts Map
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
Formation of Water Districts
Late 1950s and early
1960s:
Request from developers
extension of water and
sewer service
City determines
expansion beyond
financial capabilities;
denied requests for
service.
Pressure for development
in the area continued to
increase.
Separate utility districts
form to provide service.
Development increases;
the City annexes or
includes area in the GMA
now served by both ELCO
and FCLWD.
8
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
Stakeholder Concerns
• Development limitations due to raw
water availability and increased cost
• Inconsistent cost and level of service
between water providers
• Redundant and inefficient service
delivery model
• Lack of integrated water supply planning
9
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
WATER SUPPLY POLICIES
10
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
• Guides Utilities in balancing water
supplies and demands
• Policy objectives
• Ensure adequate, safe, and
reliable supply of water
• Manage level of demand
• Comprehensive public process
• Directs staff to plan for water supply
needs within Utilities service area;
collaborate with water districts
Water Supply & Demand
Management Policy (updated 2012)
11
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
City/Districts Comparison
City of Fort Collins Utilities Water Districts (ELCO and FCLWD)
Diverse water rights portfolio that are
available the majority of the year
Rely primarily on CBT, with seasonal
access to Poudre River supplies
Planning based on:
• Reliability (1-in-50 year drought),
• Storage reserve factor (20%),
• Planning demand level (150 gpcd)
Consider dry-years and storage in
planning; specific criteria unknown to City
staff
Acquire supplies before they are needed Acquire supplies primarily as they are
needed
Cash-in-lieu rate last updated in 2001 FCLWD updates cash-in-lieu annually;
ELCO accepts water rights only for > 1 lot
12
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
WATER DEVELOPMENT FEES
13
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
Water Development Fees
• Water development fees consist of
• Raw Water Requirements (RWR)
• Dedication of water rights or cash-
in-lieu to ensure adequate supply
for new development
• Plant Investment Fees (PIFs)
• One-time fees for cost of utility
infrastructure needed to serve a
new development
• Development fees typically reflect lot
size and type of development (single
family or multifamily)
14
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
Utilities FCLWD ELCO
Plant Investment Fee
Single Family (6000 sq. ft/lot) $2,640 $7,000 $7,614
Multifamily (per living unit based on 10 living units on 1.0 acre) $16,290 $28,000 $29,360
Raw Water Requirement
Single Family (6000 sq. ft/lot) 0.663 ac-ft 1 CBT unit 0.567 ac-ft
Multifamily (per living unit based on 10 living units on 1.0 acre) 5.760 ac-ft 4 CBT units 2.580 ac-ft
Cash-in-lieu (per acre-foot or CBT unit) $6,500 $25,000 $32,857*
Single Family (6000 sq. ft/lot) $4,310 $25,000 $18,630
Multifamily (per living unit based on 10 living units on 1.0 acre) $37,440 $100,000 $84,771
Total Water Development Cost
Single Family (6000 sq. ft/lot) $6,950 $32,000 $26,244
Multifamily (per living unit based on 10 living units on 1.0 acre) $53,730 $128,000 $114,131
Comparison of
Water Development Fees
* ELCO only accepts cash for single lots and requires water rights for all other development. 15
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
Reasons for Variance in Fees
• Utilities fees related to local water right
values (e.g., Southside Ditches) and cost
to acquire additional storage
• FCLWD does not consider size of lot (up
to 3 acres) in determining the single
family PIF or RWR
• Utilities allows multi-family developments
to use a single tap for domestic and
irrigation use. FCLWD and ELCO require
separate irrigation taps
• ELCO accepts water rights only; FCLWD
accepts cash-in-lieu only; Utilities
accepts both
16
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
ELCO Policy and Concerns
• ELCO requires developers provide water rights (not cash)
• “Growth pays its own way” (long-term Policy)
• Developers assume risk of obtaining supplies
• Some developers having difficulty meeting ELCO RWR
• Unfamiliar with acquiring water rights
• Water rights (e.g., CBT) becoming more scarce
• Recent increases in market value of water rights
17
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
Market Value of Colorado-
Big Thompson (CBT) Project Units
$-
$5,000
$10,000
$15,000
$20,000
$25,000
1960
1962
1964
1966
1968
1970
1972
1974
1976
1978
1980
1982
1984
1986
1988
1990
1992
1994
1996
1998
2000
2002
2004
2006
2008
2010
2012
2014
Year
Price per Unit for Colorado-Big Thompson Project Units
Data provided by Northern Water. 18
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
Current and Future Water
Supply Needs in the GMA
19
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
Current & Future Water
Supply Needs in GMA
District values are rough estimates based on current and projected total District demands within the GMA.
25,000
35,200
3,000
6,900
5,900
7,200
-
10,000
20,000
30,000
40,000
50,000
60,000
Current (2012) Demand within GMA 2040 ProjectedWater Needs within GMA
Volume, acre-feet per year
Fort Collins Utilities (Water) ELCO Water District Fort Collins Loveland Water District
20
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
Past Utilities/Districts
Water Supply Agreements
• Distinct water service area boundaries and governance
• Previous boundary dispute with FCLWD
• Resulted in several collaborations
• Utilities has provided limited supplies to districts in past
• Examples: FCLWD Sales Agreement, Josh Ames
Certificates acceptance (both ELCO and FCLWD)
• Generally resulted in Utilities providing CBT supplies
for other water rights (not firmed with storage)
21
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
Previous Policy Direction
• Utilities has only planned for supplying its Service Area
• Provide firm yield through 1-in-50 drought
• Meeting increased demands would require:
• Additional storage capacity or more expensive
sources
22
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
1960
1965
1970
1975
1980
1985
1990
1995
2000
2005
2010
2015
2020
2025
2030
2035
2040
2045
2050
2055
2060
2065
Acre-Feet
Year
Fort Collins Utilities - Historical Demands, Projected
Water Needs and Current Firm Yield
Historical Demand
Projected Water Needs
Current Firm Yield
23 23
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
1960
1965
1970
1975
1980
1985
1990
1995
2000
2005
2010
2015
2020
2025
2030
2035
2040
2045
2050
2055
2060
2065
Acre-Feet
Year
Fort Collins Utilities - Historical Demands, Projected
Water Needs and Current Firm Yield
Historical Demand
Projected Water Needs
Current Firm Yield
Firm Yield with Halligan
24 24
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
0
20
40
60
80
100
120
140
160
180
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Da te
Flow (cfs)
Direct Flow Rights Wa te r from Storage 2008 Actual Demands
30% of Average Poudre
River Flows (2002)
Wa te r Supplies and Demands fo r Fort C ollins Utilities
25
Poor water right yields
in dry years; lowers
firm yield.
Utilities Supply and
Demand in a Dry Year
25
Lots of storage
required to meet
demands.
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
0
20
40
60
80
100
120
140
160
180
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Da te
Flow (cfs)
Direct Flow Rights Wa te r from Storage 2008 Actual Dema nds
130% of Average Poudre
River Flows (1986)
Wa te r Supplies and Demands fo r Fort C ollins Utilities
Direct flow rights in excess
of demands (unusable
without storage).
Storage required
to meet demands.
26
Utilities Supply and
Demand in a Wet Year
26
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
Potential Options
• Providing excess Utilities water rights in wet years
• Need to analyze how it might fit with Districts’ water
supply systems
• Would likely require additional storage
• May require changes to Utilities water rights that
could put them at risk
• Would need to be acceptable to Districts
• Significant time required for further investigation
• Utilities provide water for Affordable Housing projects in
Districts portion of GMA
• Planned projects with small amount of demand
27
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
Considerations
For Future Discussions
• Utilities and Districts have extensive history of collaboration
• Several IGAs to share supply, treatment, and
transmission of raw/treated water
• Past collaborations may serve as models
• Utilities limited in providing firm supply to Districts
• Storage/permitting process constraints
• Potential water rights use constraints
• Opportunities exist to address affordable housing
development
28
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
Potential Next Steps
• Engage with Districts about their RWR policies
• Continued Utilities discussions with Districts
• Regional Water Cooperation Committee (RWCC)
• Further investigate ELCO water supply needs
• Further explore Utilities providing supply for Affordable
Housing projects in Districts
• Consider changes to Utilities RWR (Sept. 8 work session)
29
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
General Direction Sought
• Should Utilities explore options to address water supply
needs for all areas of the GMA?
• Should Utilities explore options to address raw water
requirements for Affordable Housing projects in the
GMA?
30
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
Thank You
31
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Attachment: Powerpoint presentation (3323 : Water Supply Planning in the Growth Management Area)
DATE:
STAFF:
July 14, 2015
John Stokes, Natural Resources Director
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Natural Area Land and Water Acquisition.
EXECUTIVE SUMMARY
The purpose of this item is to provide an overview of land and water conservation activities by the City’s Natural
Areas Department, to suggest improvements as to Council engagement in the acquisition program, and to seek
general Council guidance.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does Council have any concerns, questions, or suggestions with respect to land and water acquisition
efforts?
2. Are the suggested improvements to how Council can be involved in and kept abreast of the acquisition
program valuable and are they sufficient?
BACKGROUND / DISCUSSION
The purpose of this agenda item is to provide an overview of land and water conservation activities by the City’s
Natural Areas Department, to suggest improvements as to Council engagement in the acquisition program, and to
seek general Council guidance. Staff will provide information about the history of the activities and the current
approach to identifying, pursuing, and finalizing transactions. Acquisition priorities primarily are informed by the
Natural Areas Master Plan as well as other plans and policies such as Nature in the City and Plan Fort Collins.
Potential conservation lands are identified through a careful review of parcels that fit the City’s conservation
objectives as expressed by adopted plans. Potential projects are analyzed for their conservation, recreation, and
cultural values and discussed with the Land Conservation Stewardship Board, as well as potential internal and
external partners. At any given time, staff maintains relationships with numerous landowners and, as opportunities
arise, will act opportunistically to pursue transactions that align with adopted plans. If a potential transaction
exceeds $2 million or has the potential to be controversial, Council-adopted policy stipulates that the project will
be reviewed by Council.
Land and water acquisition continue to be fundamental to the City’s conservation efforts. Two voter-approved
measures provide funds for these purposes, the County’s Help Preserve Open Space sales tax (a portion of
which is shared with the City) and the City’s sales tax, Open Space, Yes (OSY). Revenues from these taxes are
administered by the Natural Areas Department. A significant portion of the revenues are allocated to acquisition
and OSY requires that 80% of revenues be dedicated to land and water conservation or restoration.
The acquisition of land for conservation and recreation purposes continues to be strongly supported by Fort
Collins’ and Larimer County residents. In 2014, Help Preserve Open Space was renewed with a positive vote
from 82% of the citizens. Natural Areas and trails consistently receive positive scores in the mid-90th percentile in
the semi-annual Fort Collins citizen survey. The results of a 2013 citizen survey for the Our Lands Our Future
effort (a Countywide open space planning effort) showed continued strong support by Fort Collins residents for
land conservation and trail development.
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July 14, 2015 Page 2
Efforts to conserve land in Fort Collins for habitat and other purposes began in the 1970s. In 1973 a referendum
was passed that provided support for acquisition of open space. In 1974 an Open Space Plan was adopted by
City Council. In 1992 the Natural Areas Program (now Department) was established to administer conserved
lands and the first sales tax dedicated entirely to conserving land and habitat was passed by the voters.
Since those early efforts, the City, through its Natural Areas Department, has conserved 40,500 acres, including
5,816 acres of conservation easements (deed restrictions that eliminate all or most development rights and
conserve the land for habitat or farming).
Natural Areas are used extensively by the community for outdoor activities, including hiking, running, biking,
nature observation, and fishing. Currently 40 of 43 Natural Areas are open to the public; the other 3 areas will be
opened in the future. The Natural Areas system includes 114 miles of trails - including 9.3 miles of the paved trail
system managed by Parks.
Conserved lands generally fall into three categories: local (within or very near the Growth Management Area);
community separators (for example land between Loveland and Fort Collins that keep the communities from
growing together); and, regional properties (for example, Bobcat Ridge or Soapstone Prairie Natural Areas).
The percentage of land and total acres conserved in each category is as follows:
Local 12% or 5,033 acres
Community Separators 14% or 5,764 acres
Regional 74% or 30,938 acres
Bobcat Ridge and Soapstone Prairie Natural Areas comprise most of the regional acreage at 2,604 acres and
22,258 acres respectively.
Conservation Priorities
In 2014 City Council adopted an updated Natural Areas Master Plan. The plan can be found at:
<http://www.fcgov.com/naturalareas/masterplan/index.php>. The Plan describes the priorities of each land
conservation category for the next ten years (please see Attachments 1 and 2, which provide a high-level
overview of conservation zones). The priorities in order of relative importance are:
1. Local lands, in particular the Bellvue area; the Poudre River corridor; neighborhood areas; and, the
foothills. A key implementation approach will be partnerships with Nature in the City, Utilities, and Parks
to conserve lands that serve multiple purposes.
2. Community Separators, in particular conservation in the Wellington; Loveland; and, the Windsor
separators (essentially the Poudre River corridor east of I-25).
3. Regional conservation efforts will be a lower priority, although there are likely to be opportunities worth
pursuing, in particular partnership efforts with Larimer County in the foothills west of Fort Collins and key
parcels in the Laramie Foothills area (essentially the Soapstone and Meadow Springs Ranch complex).
Project Evaluation
In addition to the Land Conservation Focus Area maps, staff maintains detailed interactive web-based maps that
identify specific parcels of interest. The parcels are highlighted based on their proximity to other conserved
lands, their conservation or recreation attributes, and how they contribute to the conservation objectives of the
City as expressed in the Natural Areas Master Plan, Nature in the City, Plan Fort Collins and various other plans
and initiatives (such as Park plans or Stormwater projects). At any given time, staff may be working with a dozen
or more landowners and several partners on possible conservation opportunities.
Water rights sometimes are acquired with land purchases. Natural Areas will retain these rights if needed for
irrigation or for other purposes such as augmentation, instream flow, or other environmental benefits such as
wetlands. Occasionally Natural Areas will acquire a stand-alone water right, for example the Coy Ditch right, in
order to advance water rights administration and environmental needs.
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Staff’s approach to land and water conservation is both planned and opportunistic. For example, staff recently
approached a landowner on the Poudre River who owned several parcels that were identified as high
conservation priorities. The landowner was amenable to a sale and the project is moving forward. In another
recent example, staff was approached by an owner’s representative and that project is now moving forward
towards a potential acquisition.
Specific criteria are utilized to help determine if a parcel meets the City’s various conservation objectives. A
Parcel Evaluation Form (Attachment 3) identifies values and rates them with respect to various criteria
(Attachment 4). All projects are reviewed with Natural Areas senior staff and the Land Conservation and
Stewardship Board to insure that they meet the City’s conservation objectives and priorities.
Council Engagement
Current Council-adopted policy calls for projects with costs of $2 million or above, or those projects that may be
controversial, to be reviewed by City Council (Attachment 5). At the time of the Policy’s adoption, the concept
embraced by Council and staff was to keep the City nimble in its acquisition efforts; in alignment with adopted
plans and policies; and, responsive to Council oversight when the stakes were perceived to be somewhat higher.
Staff is required to report out on a regular basis regarding its acquisition activities and does so through the City
Manager’s report, as well as an annual report. The information in the City Manager’s report, however, is confined
to “acres and bucks”; in other words how much land has been acquired and how much it cost. Occasionally staff
will send a confidential memo to Council that describes a specific transaction and requests feedback to the extent
that Council wishes to provide any.
Council recently has asked how it might be better engaged in the land acquisition program. In addition to the
tools already in place, staff suggests that it provide a brief but detailed narrative report that provides an update on
the portfolio of potential or pending land and water transactions. The report would be provided quarterly. In the
near term, staff also plans to arrange an executive session with Council to discuss potential transactions in detail.
In addition, Council will consider several proposed transactions at its August 18 regular meeting.
Recent Activities
Recent land conservation activities have been centered on the Poudre River corridor. Of the fourteen parcels
acquired in the last two years, twelve are on the River corridor. The remaining two parcels are local, with one
located on North College and the other near the intersection of Laporte and Taft Hill (see the description of the
Forney property, below).
Partnered projects continue to be important. Examples include:
A partnership with the Housing Authority and Neighbor to Neighbor to lease 5 acres around Redwood Pond to
create a neighborhood natural area. The area will serve the adjacent affordable housing developments as
well as the larger neighborhood.
Joint purchase with the Stormwater Utility of the 37-acre Forney property which will be developed/restored as
a regional storm water detention facility and natural area in the future (similar to Red Fox Meadows).
Joint purchase with the Water Utility of the Rigden gravel pit; which has been transformed into a water
storage reservoir to serve Utilities and Natural Area needs. The site will be managed by Natural Areas as a
part of Arapaho Bend Natural Area. Parks will construct a new one-mile section of the Poudre River Trail
around the north side of the reservoir and Natural Areas and Utilities will construct a trail/service road around
the south side of the reservoir to create a two-mile long loop trail. To create the reservoir large quantities of
material needed to be removed. Natural Areas purchased two adjoining gravel mines which provided cost-
effective locations to haul and place excavated material. The two former mines are undergoing restoration to
wetland, riparian, and upland habitat.
A joint purchase with the Stormwater Utility of land and a conservation easement along the Poudre that made
possible the conservation of 38 acres of land; the construction of the Mail Creek stormwater outfall channel;
and, the creation of a trail connection from Lincoln Junior High to the Poudre.
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July 14, 2015 Page 4
Acquisition of the last 40% of the Coy Ditch water right, the 13th right in priority on the Poudre River. This
water currently is in a change case to allow Natural Areas to use the water for a variety of purposes, including
augmentation and instream flow. Acquisition of this right will also help make possible the whitewater park
because the drop associated with the diversion structure can be utilized to help create kayaking waves.
Several potential partnerships with Larimer County on joint acquisitions in the foothills to the west of Fort
Collins and adjoining other conserved lands.
Conclusion
The City continues to acquire key properties and water rights that contribute to its overarching objectives to
conserve natural habitats, provide access to nature, and, to support the community’s sense of place and identity.
Going forward, the emphasis will be placed on projects that are local and that support Nature in the City
objectives as well as other City objectives such as stormwater management. Staff recommends a more regular
and detailed communication process with Council to enhance Council knowledge and oversight of land and water
programs.
ATTACHMENTS
1. Land Conservation Focus Areas (PDF)
2. Land Conservation Current Priorities Focus Map (PDF)
3. Land Evaluation Form - Template (PDF)
4. Conservation Values Key for Land Evaluation Form (PDF)
5. Resolution 2005-136 (PDF)
6. Powerpoint presentation (PDF)
2
Packet Pg. 68
!"`$
yI
³I
³I
ÕZYXW
ÕZYXW
Wellington
Fort Collins
Loveland
Foothills/Buckhorn/Redstone
Fort
Collins-Loveland
Separator
Lower Poudre
and Windsor
Separator
Meadow
Springs
Laramie
Foothills
Owl
Canyon
Dry
Upper Creek
Poudre Wellington
Separator
Rist
Canyon
Fossil Creek
Corridor
Poudre
Corridor
Foothills
Corridor
Bellvue
Core
Natural
Areas
WELD COUNTY
LARIMER COUNTY
WYOMING
COLORADO
Land Conservation Focus Areas
Local
Community Separators
Regional
Public Conserved Lands
City of Fort Collins Natural Area
Larimer County Open Space
Other Public Open Space
State Parks and Wildlife
Federal Land
Conservation Easements
City of Fort Collins
City of Fort Collins shared with others
Others
02468 Miles
ATTACHMENT 1
!"`$
³I
ÕZYXW
ÕZYXW
Wellington
Fort Collins
Loveland
Land Conservation Focus Areas
Local
Community Separators
Regional
Public Conserved Lands
City/County/State Conserved Lands
Federal Land
ATTACHMENT 2
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Packet Pg. 70
Attachment: Land Conservation Current Priorities Focus Map (3307 : Natural Area Land and Water Acquisition)
Land Conservation – Parcel Evaluation Form
Section 1: Parcel Description
Parcel Name/Owner:
Parcel Number(s):
Date of Initial Site Visit or Contact:
Physical Location (Address or Section, Township, Range):
Priority Focus Area:
Acres:
County/City:
Mineral Rights:
Water Rights:
Appraised/Estimated Land Value:
Appraised/Estimated Mineral Value:
Appraised/Estimated Water Value:
Zoning:
Landowner(s): Attorney/Representative:
Phone: Phone:
Address: Address:
Email: Email:
Stakeholders/ Potential Partners (list all that may apply and name the applicable party)
Acquisition type (circle all that may apply)
Fee Purchase Fee Donation CE Purchase
CE Donation Bargain Sale Trail easement
Testamentary Gift Cooperative Agreement/Lease Trade /Exchange
Other (explain):
Property Description Details (History/background, land characteristics, improvements, water and mineral rights, access,
development threat, etc.)
ATTACHMENT 3
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Packet Pg. 71
Attachment: Land Evaluation Form - Template (3307 : Natural Area Land and Water Acquisition)
Section 2: Project Evaluation
Conservation Value Assessment: Scoring: High (H), Medium (M), Low (L), Not Applicable (N/A)
General Values Rating Supplemental Values Rating
Size H M L N/A Community separation H M L N/A
Connectivity/Contiguity/Buffers H M L N/A Scenic resources & viewsheds H M L N/A
Property Condition H M L N/A Agricultural values H M L N/A
Ecological Values Cultural resources H M L N/A
Landscape Connections &
Corridor Values
H M L N/A Alignment w/NAD Master Plan
or other City plans
H M L N/A
Waterways H M L N/A Public Access H M L N/A
Riparian & Wetland Areas H M L N/A Recreational Opportunities H M L N/A
Prairie Vegetation H M L N/A Educational Opportunities H M L N/A
Foothills Vegetation H M L N/A
Specific Property Information (Briefly describe the: vegetation and habitat values; scenic values; agricultural values;
cultural/historical/archaeological resources; and the appropriate recreation opportunities):
Project Logistics (timeline, special considerations/approvals needed, grant funding):
Describe Other Project Considerations (feasibility, potential pitfalls):
Is the property owner willing to sell?
Is there a good legal description or survey of the Property?
Are all Property boundaries known and marked?
Are there negative tax or legal issues?
Are there unresolved title issues?
Are there zoning or development rights issues?
Are there existing mineral, oil and/or gas leases?
Other leases?
Are there known hazardous materials on the Property?
Are there other liability or safety issues?
Would there be significant enforcement issues?
Site cleanup requirements?
Specific comments regarding project considerations:
Staff Recommendation: (include rationalization)
2.3
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Attachment: Land Evaluation Form - Template (3307 : Natural Area Land and Water Acquisition)
Conservation Values Assessment Key
Conservation Values
The mission of the Natural Areas Department is to conserve and enhance lands with natural resource, agricultural, and scenic
values, while providing meaningful education and recreation opportunities. These conservation value ratings are intended to
inform decision making, not confine it.
Value Definition Ranking
Size
Regional > 250 acres, Community Separator > 80 acres, Local > 20 High
Regional > 100 acres, Community Separator > 40 acres, Local > 10 Moderate
Regional < 100 acres, Community Separator < 40 acres, Local < 10 Low
Connectivity
Adjacent to protected area or public land High
Adjacent to planned protected area or surrounded by undeveloped land Moderate
Isolated - surrounded by developed land Low
Property/Infrastructure
Condition
Property is free of structures and High
Property requires some restorative management (weed control, minor cleanup) but other
infrastructure such as fencing, headgates, etc. is in functional condition.
Moderate
Property requires significant restoration and or/cleanup (e.g. farm dump site, structure
demolition)
Low
Species or
Community
Uniqueness
Presence of threatened, endangered, candidate, species of special concern or relatively
intact native community
High
Not unique in any particular way, but in generally good condition Moderate
Property has significant weed problem or requires significant restoration Low
Landscape Connections
& Corridor values
Property provides critical corridor for movement of wildlife from one habitat to another High
Property functions or could function as corridor depending on status of adjacent properties Moderate
Property is isolated by development Low
Waterways
Waterway contains year round flows or is relatively free from human impacts High
Waterways that do not meet “high” criteria; can include “naturalized” channels Moderate
Waterways either non-existent or highly eroded or channelized; may be adjacent to
developed areas or other impacts. Includes drainage ways and detention ponds.
Low
Riparian & Wetland
Areas
Property contains wetlands/riparian corridors that support multiple purposes (e.g. habitat,
stormwater management, greenway, etc).
High
Property contains functional wetland or riparian habitat including native species and a
diverse plant community
High
Property contains wetlands or riparian areas in good to fair condition, some restoration
required (functional at-risk)
Moderate
Property contains degraded, non-functioning wetland or riparian areas requiring
significant restoration
Low
Prairie Vegetation
Property contains functional prairie habitat including native species and a diverse plant
community.
High
Value Definition Ranking
Community Separation
Property is in identified CS High
Property not in identified CS area, but functions by maintaining open character
ocomco
Moderate
Property is rural or located such that it is not applicable Low
Scenic Resources &
Viewsheds
Visible from a populated location or significant travel way High
Local scenic importance Moderate
Secluded or not visible to the general population Low
Agricultural Values
Productive farm or ranchland High
Moderate or marginally productive farm or ranchland Moderate
Eroded, degraded or otherwise unproductive; restoration would be difficult Low
Alignment with NAD
Master Plan or other City
plans
The property aligns with goals in the Master Plan and one or more City plans. High
The property aligns with goals in the Master Plan. Moderate
The property does not fall within parameters of the Master Plan or other City
plans.
Low
Historic/Archaeological/
Cultural Resources
Property is known to include significant cultural resources High
Property has limited cultural resource values Moderate
Property known not to have significant cultural resources Low
Public Access
High levels of visitor use experience; visitor use is compatible with resource
protection
High
Visitor use can be managed to protect resources Moderate
Public access would conflict or impact resource protection or no public access Low
Recreation Opportunities
High appropriate recreation opportunity with extensive public access High
Appropriate recreation opportunity but with limited public access Moderate
No recreation opportunity Low
Education Opportunities
Property is close to schools or has high potential for a field trip opportunities; high
opportunity for a nature center or other educational resource
High
Property has some field trip potential, opportunity for interpretive features but not as
extensive as a nature center
Moderate
Property may be distant from urban center or has few or limited educational
opportunities and little or no field trip potential
Low
2.4
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Attachment: Conservation Values Key for Land Evaluation Form (3307 : Natural Area Land and Water Acquisition)
ATTACHMENT 5
2.5
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Attachment: Resolution 2005-136 (3307 : Natural Area Land and Water Acquisition)
2.5
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Attachment: Resolution 2005-136 (3307 : Natural Area Land and Water Acquisition)
1
City Council Work Session: July 14, 2015
Land and Water Conservation
ATTACHMENT 6
2.6
Packet Pg. 77
Attachment: Powerpoint presentation (3307 : Natural Area Land and Water Acquisition)
2
Direction
• Does Council have any concerns, questions, or
suggestions with respect to land and water
conservation efforts?
• Are there suggested improvements to how
Council can be involved in and kept abreast of the
conservation program valuable and are they
sufficient?
2.6
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Attachment: Powerpoint presentation (3307 : Natural Area Land and Water Acquisition)
3
Overview
• Efforts began
in early 1970’s
• ~41,700 acres
conserved
• ~35,000 acres
in fee
• 114+ miles of
trail
2.6
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Attachment: Powerpoint presentation (3307 : Natural Area Land and Water Acquisition)
4
Conservation Planning
2.6
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Attachment: Powerpoint presentation (3307 : Natural Area Land and Water Acquisition)
5
2.6
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Attachment: Powerpoint presentation (3307 : Natural Area Land and Water Acquisition)
6
2.6
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Attachment: Powerpoint presentation (3307 : Natural Area Land and Water Acquisition)
7
Evaluation Criteria
• Connectivity for Wildlife and for People
• Habitat
• Community Separation
• Scenic Values
• Alignment with Planned Objectives
2.6
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Attachment: Powerpoint presentation (3307 : Natural Area Land and Water Acquisition)
8
Partnerships
• Nature in the City
• Multi-purpose Lands
– Stormwater
– Parks
• Larimer County
2.6
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Attachment: Powerpoint presentation (3307 : Natural Area Land and Water Acquisition)
9
Projects
2.6
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Attachment: Powerpoint presentation (3307 : Natural Area Land and Water Acquisition)
10
Projects
2.6
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Attachment: Powerpoint presentation (3307 : Natural Area Land and Water Acquisition)
11
Water
2.6
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Attachment: Powerpoint presentation (3307 : Natural Area Land and Water Acquisition)
12
Council Engagement
• Resolution adopted in 2005
– Projects $2 Million and over
– Projects that raise significant policy
considerations
2.6
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Attachment: Powerpoint presentation (3307 : Natural Area Land and Water Acquisition)
13
Reporting Tools
• Quarterly City Manager Report
– Current $$ and Acres
• Annual Report
2.6
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Attachment: Powerpoint presentation (3307 : Natural Area Land and Water Acquisition)
14
Proposed New Quarterly Report
• Narrative Report
• Details and updates regarding specific projects
• Occasional executive sessions
• Regular meeting scheduled for August 18
2.6
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Attachment: Powerpoint presentation (3307 : Natural Area Land and Water Acquisition)
DATE:
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
6
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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. Commission on Disability (PDF)
5. Community Development Block Grant (PDF)
6. Landmark Preservation Commission (PDF)
7. Senior Advisory Board (PDF)
8. Womens Commission (PDF)
9. Zoning Board of Appeals (PDF)
6
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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
6.1
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Attachment: Community and Neighborhood Livability Description (3272 : BC Periodic Review)
3
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.
6.2
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Attachment: Human Relations Commission (3272 : BC Periodic Review)
3
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
6.2
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Attachment: Human Relations Commission (3272 : BC Periodic Review)
3
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.
6.2
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Attachment: Human Relations Commission (3272 : BC Periodic Review)
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
4
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Attachment: Human Relations Commission (3272 : BC Periodic Review)
1
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.
6.2
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2
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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3
• 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
6.2
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Attachment: Human Relations Commission (3272 : BC Periodic Review)
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;
6.3
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Attachment: Affordable Housing Board (3272 : BC Periodic Review)
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.
6.3
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Attachment: Affordable Housing Board (3272 : BC Periodic Review)
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
6.3
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Attachment: Affordable Housing Board (3272 : BC Periodic Review)
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
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Attachment: Affordable Housing Board (3272 : BC Periodic Review)
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
6.3
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Attachment: Affordable Housing Board (3272 : BC Periodic Review)
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.
6.4
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Attachment: Commission on Disability (3272 : BC Periodic Review)
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
6.4
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Attachment: Commission on Disability (3272 : BC Periodic Review)
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.
6.4
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
6.4
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Attachment: Commission on Disability (3272 : BC Periodic Review)
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.
6.5
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Attachment: Community Development Block Grant (3272 : BC Periodic Review)
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.
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Attachment: Community Development Block Grant (3272 : BC Periodic Review)
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
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Attachment: Community Development Block Grant (3272 : BC Periodic Review)
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.
6.5
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Attachment: Community Development Block Grant (3272 : BC Periodic Review)
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
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Attachment: Landmark Preservation Commission (3272 : BC Periodic Review)
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;
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° 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.
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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.
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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.
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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
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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
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Landmark Preservation Commission
2015 Work Program
Page 2
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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
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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.
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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
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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
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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.
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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.
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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
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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
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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
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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
6.8
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Attachment: Womens Commission (3272 : BC Periodic Review)
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
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Attachment: Womens Commission (3272 : BC Periodic Review)
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
6.8
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Attachment: Womens Commission (3272 : BC Periodic Review)
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
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Attachment: Zoning Board of Appeals (3272 : BC Periodic Review)
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.
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Attachment: Zoning Board of Appeals (3272 : BC Periodic Review)
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
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Attachment: Zoning Board of Appeals (3272 : BC Periodic Review)
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.
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Attachment: Zoning Board of Appeals (3272 : BC Periodic Review)
City of Fort Collins Page 1
Wade Troxell, Mayor Council Information Center (CIC)
Gerry Horak, District 6, Mayor Pro Tem City Hall West
Bob Overbeck, District 1 300 LaPorte Avenue
Ray Martinez, District 2 Fort Collins, Colorado
Gino Campana, District 3
Kristin Stephens, District 4 Cablecast on City Cable Channel 14
Ross Cunniff, District 5 on the Comcast cable system
Carrie Daggett Darin Atteberry Wanda Nelson
City Attorney City Manager City Clerk
The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities
and will make special communication arrangements for persons with disabilities. Please call 221-6515 (TDD 224-
6001) for assistance.
Adjourned Meeting
July 14, 2015
4:45 PM
CALL MEETING TO ORDER
ROLL CALL
1. Council will consider a motion to adjourn into executive session.
OTHER BUSINESS
ADJOURNMENT
At the conclusion of the adjourned meeting, Council will take a dinner break and return
to the work session at 6:00 P.M.
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Attachment: Commission on Disability (3272 : BC Periodic Review)
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.
6.4
Packet Pg. 108
Attachment: Commission on Disability (3272 : BC Periodic Review)
Property contains grasslands in good to fair condition, some restoration required
(functional at-risk)
Moderate
Property contains degraded and/or non-native grasses requiring significant
restoration.
Low
Foothills Vegetation
Property contains functional foothills habitat including native species and a
diverse plant community. High
Property contains shrub and/or open woodlands in good to fair condition, some
restoration required (function at-risk) Medium
Property contains degraded and/or non-native species requiring significant
restoration. Low
ATTACHMENT 4
2.4
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Attachment: Conservation Values Key for Land Evaluation Form (3307 : Natural Area Land and Water Acquisition)